Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
City Council - 2019-28
RESOLUTION NO. 2019-28 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2019/20 WHEREAS, Article VI of the Huntington Beach City Charter requires the City Manager to present and the City Council to adopt an annual City Budget; and The City Council has received and considered the Proposed Budget for Fiscal Year 2019/20, staff reports, and public testimony and information received in a noticed public hearing on the City Budget, NOW, THEREFORE, the City Council of the City of Huntington Beach does resolve as follows: SECTION l: That the Proposed Budget for Fiscal Year 2019/20, a copy of which is attached hereto as Exhibit"A" and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. SECTION 2: That the Estimated Revenue and Transfers In for Fiscal Year 2019/20, a copy of which is attached hereto as Exhibit "B" and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. When combined with reserves, the Estimated Revenue and Transfers In for Fiscal Year 2019/20 are sufficient to fund the appropriations set forth in Proposed Budget for Fiscal Year 2019/20. SECTION 3: That the Proposed Appropriations and Transfers Out for Fiscal Year 2019/20, a copy of which is attached hereto as Exhibit "C" and incorporated by this reference as though fully set forth herein, providing appropriations summaries of details currently contained in the City's accounting system, including technical adjustments related to Transfers In and Transfers Out, and detail of estimated revenue, is hereby approved and adopted. SECTION 4: That the Tables of Organization, a copy of which is attached hereto as Exhibit "D" and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. The City Manager, subject to compliance with the City Charter Section 403, may revise the Tables of Organization provided that the authorized number of personnel within the same department, office or agency is not exceeded. SECTION 5: That from the effective date of the budget, the several amounts stated therein as proposed expenditures shall be and become appropriated to the several departments, offices and agencies for the respective objects and purposes therein named; provided, however, that the City Manager may transfer funds from one object or purpose to another within the same department, office or agency. The City Manager may also transfer non-departmental funds from one expenditure type to another within the same fund provided there is no increase in approval total appropriations contained in the budget. Resolution No. 2019-28 SECTION 6: 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 funding source. The City Manager may authorize changes to the procurement of specific items as long as the total appropriation for any department, fund or agency is not exceeded. However, the City Manager must obtain City Council approval for items that exceed Five Hundred Thousand Dollars ($500,000.00). SECTION 7: That the Capital Improvement Program contained in the Proposed Budget for Fiscal Year 2019/20 (Exhibit A) is hereby approved in concept, and the Director of Public Works is authorized to publicly advertise for bids on these projects in accordance with Section 503 and Section 614 of the City Charter. SECTION 8: That construction of Capital Improvement Projects requires the use of professional services such as geo-technical, water testing, engineering oversight, project management, design, survey, and other required studies. Funding for these professional services is included within each Capital Improvement Project's budget as set forth in the Proposed Budget for Fiscal Year 2019/20 (Exhibit A). Consistent with the City Council's policy regarding professional services agreements, the City Council hereby authorizes the City Manager, or designee, to enter into any necessary professional services agreements to facilitate the completion of an approved Capital Improvement Project. SECTION 9: That the City Manager or Finance Director may, as necessary, appropriate donations and grants received during the fiscal year up to $100,000 per source or grantor. Donations and grant awards with matching requirements, or exceeding $100,000 from a single source or grantor, require City Council approval. Any resolutions authorizing budget amendments related to donations and grants in conflict herewith are hereby repealed. 19-7579/203260 2 f I FY 2019/2020 Adopted Budget • w s y HUNTINGTON BEACH rwENTv1 9 20 � P@uyn�` City of Huntington Beach Adopted Budget Fiscal Year 2019/2020 Submitted by Fred A. Wilson, City Manager City of Huntington Beach Table of Contents Adopted Budget - FY 2019/2020 CityCouncil Directory ................................................................................................I City Officials Directory ...............................................................................................III City of Huntington Beach Organizational Chart .........................................................V Distinguished Budget Award ......................................................................................VII Transmittal Letter and Budget Message.......................................................................1 Community Profile City of Huntington Beach Community Profile..............................................................11 Revenues Revenue versus Expenditures All Fund......................................................................17 Revenue versus Expenditures General Fund .............................................................19 Revenue Description and Assumptions......................................................................21 Revenue Summary All Funds Summary Combined by Fund......................................25 Revenue Summary All Funds Combined Detail by Object Account............................28 Revenue Summary General Fund Combined Detail by Object Account .....................34 Expenditures Revenue versus Expenditures All Fund......................................................................39 Revenue versus Expenditures General Fund .............................................................41 Expenditure Description and Assumptions .................................................................43 Expenditures by Department......................................................................................47 Expenditure Summary All Funds Summary by Fund ..................................................49 Expenditure Summary All Funds Combined Detail by Object Account........................52 General Fund by Object Account All Departments Combined.....................................57 Expenditure Summary General Fund Combined Detail by Object Account.................58 Table of Organization Authorized Full-Time Equivalent Personnel Summary................................................63 Authorized Full-Time Equivalent Personnel by Department........................................65 Debt and Fund Balances Estimated Changes to Fund Balances........................................................................77 Statement of Direct and Overlapping Bonded Debt....................................................78 Debt Service Administration .......................................................................................79 Debt Service and Interfund Interest Expenditures.......................................................81 AmortizationSchedule................................................................................................83 Department Budgets CityCouncil ...............................................................................................................85 CityAttorney ..............................................................................................................91 CityClerk ...................................................................................................................103 CityTreasurer ...........................................................................................................113 CityManager .............................................................................................................121 CommunityDevelopment ..........................................................................................149 CommunityServices .................................................................................................169 Finance .....................................................................................................................193 i City of Huntington Beach Table of Contents Adopted Budget - FY 2019/2020 Department Budgets (Continued) Fire ............................................................................................................................211 HumanResources .....................................................................................................231 Information Services ..................................................................................................241 LibraryServices .........................................................................................................257 Police ........................................................................................................................273 PublicWorks .............................................................................................................291 Non-Departmental .....................................................................................................329 Capital Improvement Program Capital Improvement Program Narrative ...................................................................351 NewAppropriations ...................................................................................................359 Continuing Appropriations .........................................................................................361 Five-Year Capital Improvement Program ...................................................................363 Facilities.....................................................................................................................365 Neighborhood ............................................................................................................373 Parksand Beaches ...................................................................................................377 Sewer ........................................................................................................................387 Streets and Transportation .........................................................................................389 Water ........................................................................................................................396 Unfunded Liabilities City of Huntington Beach Unfunded Liabilities ...........................................................403 Strategic Plan Strategic Plan Goals and Objectives .........................................................................425 Long Term Financial Projections Long Term Financial Projections Overview ................................................................431 Financial Policies & Procedures Budget Process and Calendar ...................................................................................435 FinancialPolicies .......................................................................................................437 AB1234 Disclosure Reimbursement Expenses .........................................................443 City Council Actions Request for City Council Action .................................................................................449 Budget Adoption Resolution ......................................................................................453 Professional Services Listing .....................................................................................476 Glossary Glossaryof Terms......................................................................................................477 ii City of Huntington Beach City Council Directory Adopted Budget - FY 2019/2020 A A Erik Peterson Lyn Semeta Mayor Mayor Pro Tem Jill Hardy Kim Carr Barbara Delgleize Council Member Council Member Council Member i Patrick Brenden Mike Posey Council Member Council Member Intentionally Left Blank City of Huntington Beach City Officials Directory Adopted Budget - FY 2019/2020 Elected Officials City Attorney ............................................................................ Michael Gates City Clerk ................................................................................. Robin Estanislau City Treasurer .......................................................................... Alisa Backstrom City Manager's Office City Manager ............................................................................ Fred A. Wilson Assistant City Manager ............................................................ Lori Ann Farrell-Harrison Department Directors Community Development ........................................................ Ursula Luna-Reynosa Community Services ................................................................ Marie Knight Finance .................................................................................... Gilbert Garcia Fire ........................................................................................... David Segura Human Resources ................................................................... Michele Warren Information Services ................................................................ Behzad Zamanian Library Services ....................................................................... Stephanie Beverage Police ....................................................................................... Robert Handy Public Works ............................................................................ Travis Hopkins III Intentionally Left Blank City of Huntington Beach Organizational Chart Adopted Budget — FY 2019I20 THE PEOPLE ff _ CITY COUNCIL CITY IITY ^ Mayor TREASURER Mayor Pro-Tem Administration City Council Members AdvisoR Public Support Investments &Elections Litigation Records Management CITY MANAGER ASSISTANT COMMUNITY FIRE POLICE CITY MANAGER SERVICES FaalNes& Fire Administrative OFFICE 0;� Development Adminisfration Operations PUBLIC BUSINESS INFORMATION DEVELOPMENT Recreation Fire Human& Investigations Cultural Services, Prevention Emergence Unitorm Response Marine Safety COMMUNITY PUBLIC HUMAN INFORMATION LIBRARY FINANCE DEVELOPMENT WORKS RESOURCES SERVICES SERVICES Benefits Accounting Neighborhood Applications& dministration& g g Services Preservation& En ineenn TrainingDatabase Building Code Enforcement Su rt Management-) Budget Inspection General i Customer ublic Services& Management Services Services Labor Support Outreach Cashiering& Permit outh rvices& Maintenance Recruitment& Infrastructure Collections Plan Check Operations Selction System,,; Family Services Services e PrWramrninQ Fiscal Risk Public Safety Technology& Planning Transportation Management Systems Support Services Services Utilities Administration V Intentionally Left Blank City of Huntington Beach Distinguished Budget Award Adopted Budget - FY 2019/20 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Huntington Beach California For the Fiscal Year Beginning July 1,2018 OA ..&^A,. F :�� Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Huntington Beach, California for the annual Budget beginning July 1, 2018. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and the City will be submitting the adopted budget to GFOA to determine its eligibility for another award. VII Intentionally Left Blank CITY OF HUNTINGTON BEACH 2000 Main Street,Huntington Beach,CA 92648 CITY MANAGER'S OFFICE June 3, 2019 Dear Mayor and Members of the City Council: I am pleased to present to you the City of Huntington Beach's Fiscal Year 2019/20 Adopted Budget. This financial plan reaffirms the City's commitment to public safety, the beautification of our renowned parks and beaches,and the preservation of the City's infrastructure. This budget implements the City Council's priorities and strategic goals,and continues to fund the most critical operations to meet the needs of our residents and businesses; while also continuing to maintain the fundamental goal of exercising fiscal prudence. Balancing the budget required each department to carefully scrutinize its costs to ensure responsible spending,and to implement reductions where appropriate. Fiscal Year 2019/20 Adopted Budget Summary The theme for the FY 2019/20 Adopted Budget,"Shaping the Future"reflects the City Council's implementation of thoughtful strategies that promote the City's long-term financial sustainability. In addition to investments in the City's long-term financial needs, this budget also incorporates succession planning strategies with the goal of preserving the City's ability to maintain essential, high quality services. FY 2018/19 was the first, full twelve-month July to June fiscal year. The City's fiscal year now aligns with that of the State, Orange County, over 487 California municipalities, and with Ca1PERS. The change in fiscal year provides the City with the opportunity to significantly reduce its long-term pension costs by implementing the Ca1PERS prepayment option in July of each year. The prepayment saved the City one million dollars this year, and is estimated to reduce pension costs by over $1 million in FY 2019/20. This is one element of a strategic planning framework that illustrates the City's commitment to long-term financial sustainability. This philosophy of financial prudence has served the City well. This year, WalletHub once again ranked Huntington Beach as one of the top ten "Happiest Cities in the U.S." Huntington Beach's rank as one of the happiest cities increased from #9 in 2018, to #5 in 2019. The Orange County Register ranked us as one of the top three cities to live in within Orange County. Huntington Beach is ranked #14 by WalletHub.com in their "Best-Run City in America" poll, the only California city in the top 50 out of 150 cities. The City also scored #1 in the nation for"Quality of City Services" and one of the top 10 cities to raise a family in the country by Wallet Hub. Huntington Beach was ranked #4 out of 116 cities nationwide for "Best Financial Shape"by the Fiscal Times. The City's "AAA" credit rating, affirmed by Fitch Ratings in June 2018, provides independent confirmation from Wall Street of the financial discipline and stewardship displayed by our City Council and leadership team. In April, 2019, the 1999 RDA bonds received a credit ratings increase of two tiers, from A2 to AA3. 1 All Funds: The Adopted FY 2019/20 Budget totals $381.0 million in All Funds. This reflects a $7.9 million, or 2.1 percent, increase from the FY 2018/19 Adopted All Funds Budget of$373.1 million. It is worth noting that a significant portion of this increase is related to additional investments in City streets, facilities and parks. The largest All Funds increases are attributed to the Park Development Impact Fee Fund of$3.0 million, the Hotel/Motel Business Improvement District (BID) of$1.5 million, and Sewer Service Fund of$1.3 million. The newly established Surf City "3" Cable Channel Fund accounts for $0.6 million of the increase in All Funds. Surf City"3"is a governmental access channel and is funded through Public,Education,Governmental (PEG) fees paid by local cable subscribers. The remaining $1.5 million of the increase is primarily due to fixed cost increases related to employee benefits, contractual requirements, and investments in the Capital Improvement Program (CIP) for Citywide infrastructure. General Fund: The Adopted FY 2019/20 General Fund Budget is $231.6 million,which includes appropriations for operations as well as a one-time$1 million contribution to the Section 115 Trust. The ongoing budget of $230.6 million is structurally balanced, and is supported by ongoing revenues of$230.8 million. The FY 2019/20 Adopted General Fund Budget represents a $3.2 million, or 1.4 percent, increase compared to last year's Adopted Budget of$228.4 million. The Adopted General Fund Budget for next year is balanced, with no reliance on one-time revenue to fund ongoing operations,which is critical to maintaining the City's financial viability and success. General Fund Revenue Highlights FY 2019/20 General Fund Revenue Other Revenue, General Fund Revenue S3.4M.0.6% 523O.8 M Non-Operating Revenue. Charges for Current Services, $0.5 M,0.2% $26.4 M,11.4% Property Tax, Revenue from Other Agencies. $89.7 M,38.9% $3.1 M,1.3% Use of Money&Property, $17.3 M,7.5% Fines&Forfeitures, $4.5 M.1.9% License&Permits, 57.9 M,3.40N, Utility Users Tax. $17.9 M,7.8% Transient Occupancy Tax, 514.3 M,6.2% Sales Tax, Franchises, 541.2 M.17.9% $6.6 M,2.9% 2 FY 2019/20 General Fund revenue projection is $230.8 million, a $4.7 million, or 2.1 percent increase from the current year's Adopted Budget. General Fund revenue is stable and continues to perform modestly, although it continues to experience signs of minimal growth in certain key areas such as Utility Users' Tax revenues, and parking citations. All Property Taxes combined are estimated at $89.7 million, an increase of$3.8 million, or 4.5 percent, largely attributable to the year-over-year growth in assessed valuations. Sales tax revenue, the second largest revenue category for the City, was budgeted $41.2 million, a decrease of 4.2 percent from the FY 2018/19 revenue projections. Most of the decrease is attributable to the loss of one-time revenues that the City received in FY 2018/19 from recently-completed construction projects and from one-time corrections paid by the CDTFA. Ongoing sales tax revenues will be closely monitored throughout the year, to ensure that the City takes appropriate and timely action to keep ongoing revenues and expenditures in balance. On a more positive note, Transient Occupancy Taxes are anticipated to reach $14.3 million, a 6.4 percent increase. Licenses and Permits, estimated at $7.9 million, reflect a 3.5 percent increase due to steady, continued development in the City. Franchise Taxes are anticipated at$6.6 million, a 0.3 percent decrease. Over the past several years, franchise taxes have realized slow growth, or even decreases, due to the low price of natural gas and energy conservation programs offering discounts and credits to electricity users. Utility Users' Taxes,budgeted at $17.9 million, reflects a 2.5 percent decrease compared to the current year, due to the long term trends towards conservation and bundled telecommunication packages. FY 2019120 General Fund Budget Highlights The Adopted FY 2019/20 General Fund Budget is $231.6 million, which is $3.2 million, or 1.4 percent more than the current year Adopted Budget of$228.4 million. The increase was driven by fixed cost increases including: higher CalPERS pension costs for active and retired employees ($4.1 million) and employee health benefit costs ($1.3 million), and mandatory contractual increases such as the Metro Cities JPA ($0.3 million). These increases were offset, in part, by ongoing target reductions from departments, ($0.9) and a decrease in TOT ($1.3 million) rebates paid to VHB. The remaining budgetary adjustments are described in the narrative sections below. General Fund Expenditures Total General Fund expenditures equal $231.6 million, supported by ongoing General Fund revenues and a $1.0 million one-time transfer to the Section 115 Trust from fund balance, for a structurally balanced budget. Below are General Fund allocations by Department. As illustrated in the proceeding chart, the budgets of four City departments, Police, Fire, Public Works,and Non-Departmental equal$188.1 million,or 81.2 percent,of the total Adopted General Fund Budget. Each remaining Department comprises less than 4 percent of the General Fund Budget, illustrating the complexity of balancing a City budget when most departments represent a small fraction of General Fund resources. The Non-Departmental budget includes bonded debt service, utility costs, general leave payouts, and other items that do not apply to a single department. 3 General Fund Budget b De artment Department FY i i i i i AdoptedActual Actual Actual* , City Council 317,501 333,449 278,875 391,910 391,910 423,433 0.2% City Manager 2,169,067 2,115,550 1,928,013 2,557,692 2,618,436 2,747,624 1.2% City Attorney 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 1.1% City Clerk 790,388 830,362 601,841 961,120 978,348 862,278 0.4% City Treasurer 204,137 200,781 133,798 240,745 240,495 242,367 0.1% Comnmrty Development 7,065,310 6,769,810 5,428,316 7,760,350 8,202,071 7,779,262 3.4% Community Services 9,707,697 10,432,500 6,227,043 8,535,496 8,490,826 8,552,781 3.7% Finance 5,658,766 5,762,862 4,368,729 5,987,130 6,290,427 6,033,343 2.6% Fire 46,111,933 46,745,304 36,575,749 47,883,692 49,214,388 49,060,211 21.2% Human Resources 6,582,044 5,534,935 5,322,873 5,899,304 5,863,210 1,953,667 0.8% Library Services 4,520,333 4,689,274 3,726,246 5,004,995 4,993,353 5,031,733 2.2% Information Services 6,742,133 6,384,323 5,225,216 7,11 1,312 7,277,662 7,228,641 3.1% Non-Departmental 39,021,720 30,279,403 33,531,183 30,747,944 30,441,654 34,549,809 14.9% Police 71,638,444 73,542,601 58,417,948 76,906,975 77,214,529 78,574,391 33.9% Public Works 21,478,006 22,131,467 19,049,857 25,756,991 25,990,777 25,964,567 11.2% TOTAL 224,546,454 1218,804,697 182,852,702 228,371,521 230,832,430 231,621,416 100.0% *FY 2017/18 Actual reflects a nine-month period from October 1 S`through June 30`h. Table of Organization The Adopted Budget reflects flat staffing levels across All Funds compared to FY 2018/19. With a total headcount of 986.25 FTEs, the City is still 156 positions below its all-time high of 1,143 FTEs in FY 2008/09, maintaining a 14 percent reduction from FY 2008/09 pre-recession staffing levels. Table of Organization-A11 Funds 1.200.00 1.150.00 1,141.30 1.100.00 —-- 1.050.00 1, 50 97200 983.75 986.25 2s ,5 1.000.00960.00 986.�- _ 986.__ 950.00 900.00 i 850.00 � — FY 09/10 FY 10111 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18119 FY 1920 Protectinp,the Communitj Funding for Public Safety represents 55 cents of every dollar spent in the General Fund. With over half of the General Fund Budget committed to the Police and Fire Departments, the City has dedicated the greatest share of its resources, or$127.7 million, to these core services. 4 Police In the Police Department, the budget adds $60,000 for false alarm program billing and management services. The CIP includes $20,000,000 for Police Facility Improvements. Fire In the Fire Department,the Adopted Budget adds$55,000 for the All-Day Junior Lifeguard Option and Sand Crab Program. An additional $140,000 increase is for emergency dispatching services provided by the Metro Cities Joint Powers Authority. The General Fund CIP includes $880,000 for the Lake Fire Station renovation. Public Safety FY 19/20 Budget $127.7 M - General Fund Only Fire-Emergency Reponse, $34.0 M Police-Investigations, $15.5 M Fire-Medical Program, �C $6.0 M z �n Wh f Fire-Marine Safety, Police- $5.7 M Dispatch/Property/ Evidence/CSI/Records/ Fire-Prevention, Admin&Training, $2.1 M $16.9 M Fire-EOC/Admin, $1.3 M Police-Uniform/Patrol, $46.2 M Effective Management of Ca1PERS Costs In December 2016, the CalPERS Board of Administration voted to lower the discount rate, or expected annual rate of return,of the Statewide portfolio from the rate of 7.5 percent to 7.0 percent. While this is a practical and financially sound response to the fact that CalPERS' investment projections have gone largely unmet for years, regrettably, this change has been fully borne by cities and counties throughout the State,not by CalPERS itself. For the City of Huntington Beach, the increased pension costs have been significant. In Fiscal Year 2019/20, annual CalPERS costs are about $39.5 million in the General Fund, which is an increase of$4.1 million, an 11.5 percent increase compared to the current fiscal year. Between FY 2014/15 and FY 2019/20, Ca1PERS costs in the General Fund have increased by about 48 percent. This cost will increase by approximately $3.5 million to $5.4 million every year, for the next four years, due to variables outside the City's control. By FY 2022/23, the City's total CalPERS pension costs are estimated to be approximately $57 million, which is a 44 percent increase over FY 2019/20. This means that the City is about halfway through the expected doubling of CalPERS costs during a 10-year period. The City's commitment to paying down long- term liabilities, maintaining strong reserves, and fiscal restraint have put the City in a strong financial position to manage the expected retirement cost increases. The City has a dedicated workforce that is committed to serving the community with a high level of professionalism and 5 integrity. I am proud of our employees, who have shared in the effort to balance our budget and have found creative ways to provide high quality public services. It is with their help and dedication that we continue to serve the public in a manner that values efficiency and fiscal responsibility. While the City Council and staff work diligently to mitigate the effects, these dramatic cost increases have real world impacts. They limit the City's ability to invest in its infrastructure,enhance services,restore service level reductions made during the Great Recession, or to add staffing to meet ever-increasing workload demands. The FY 2019/20 Adopted Budget balances the City's priorities in a fiscally conservative manner by limiting expenditure growth and addressing long-term needs, such as capital infrastructure and long-term actuarial liabilities. Rising CalPERS Costs: CalPERS Discount Rate Fiscal Impact $60,000 Cumulative Six-Year Estimated Increase 57.4M 53.5M $50,000 $48.2M $43.3M $40,000 38.7M r $32.5M $30,000 C $20,000 $10,000 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Actual Adopted Adopted Adopted Projected Projected Projected ■Cumulative$Increase from FY 16/17 Long-term Financial Sustainability The City's pension costs are expected to total $43.3 million in FY 2019/20. This reflects a $4.6 million, or 11.8 percent increase to last year's Adopted Budget. Fiscal Year 2019/20 is the third and final year of the phase-in of the CalPERS discount rate change from 7.5 percent to 7.0 percent. The City's unfunded pension liability is currently $420.1 million, representing a 68.8 percent funded status. To help reduce this unfunded liability, in August 2013, the City Council amended its Financial Policies to include an additional$1.0 million contribution. The FY 2019/20 Adopted Budget does not include the additional appropriation of $1.0 million to reduce the CalPERS liability for the Safety CalPERS pension plan. Based on actuarial valuations, if this contribution is made consistently over a 25-year period (the first five years have been funded), it is projected that taxpayers may save a net $53.7 million. The FY 2019/20 Adopted Budget does include a $1 million contribution to the Section 115 Trust, funded by one-time savings from the previous year. The City Council adopted a Pension Rate Stabilization Plan, otherwise known as a Section 115 Trust, to provide an alternative investment vehicle to CalPERS,providing the ability to select a portfolio based on the City's own distinct risk tolerance, and the desire to achieve a one-for-one reduction in its liabilities. Paying down these liabilities helps build capacity to manage future pension cost increases. While the impact of higher CAPERS costs will not be entirely mitigated, this proactive strategy to prefund liabilities well ahead of schedule has placed Huntington Beach in a stronger financial position than many other cities. 6 General Fund Reserves Overview To maintain our solid bond ratings, the City must continue to demonstrate fiscal prudence and controls on spending. Maintaining solid emergency reserves is yet another way of demonstrating financial discipline. According to Fitch Ratings,"The City's strong financial resilience assessment is based on Fitch's expectation that the City would use a combination of its strong budget flexibility and robust reserves to offset recessionary revenue declines." Furthermore, according to the Government Finance Officers Association of the United States and Canada, "reserves are the cornerstone of financial flexibility. Reserves provide a government with options for responding to unexpected issues and a buffer against shocks and other forms of risk." There are many types of risks that reserves help to mitigate, including revenue volatility, extraordinary unanticipated expenditures, infrastructure breaches,extreme weather events,and civil disturbances. The growth of the City's reserves over the last decade, coupled with tight spending controls, signal the City's commitment to long-term resilience and overall preparedness. General Fund Reserves by Type In Thousands) Fund Balance Category Audited Audited Audited Projected Economic Uncertainties 25,011 25,011 25,011 25,011 Litigation Reserve Equipment Replacement 8,295 8,295 8,295 8,295 Redevelopment Dissolution 1,080 1,080 1,080 1,080 General Plan Maintenance 232 380 439 439 Capital Improvement Reserve(CIR) 8,046 8,046 8,046 8,046 Senior Center Debt Service Reserve 2,000 2,000 2,000 2,000 General Liability Plan Migration 2,801 2,801 Ca1PERS"One Equals Five"Plan CalPERS Rate Increase 1,287 1,637 1,637 1,637 CityView Replacement 1,028 1,028 1,028 1,028 Animal Control Shelter 1,685 City Facility Security Enhancements Sand Replenishment&Park Improvements 650 200 200 200 Section 115 Trust 500 500 1,500 1,500 Triple Flip 3,745 2,118 1,759 1,759 Police Facilities Enhancements 2,000 2,000 2,000 Strategic Planning Initiatives 558 558 558 Other Fund Balance* 9,288 8,327 9,546 9,546 Unassigned 2,734 1,734 Total Fund Balance 1 62,847 1 61,180 1 68,634 67,634 *Other Fund Balance includes Encumbrances,Non-Spendable and Restricted items. The FY 2019/20 Capital Improvement Program -Paving the Way to the Future General Fund 1 S% Charter Requirement for Infrastructure The City Charter requires that 15 percent of General Fund revenues be allocated to infrastructure spending based on a five-year rolling average. The FY 2019/20 Adopted Budget exceeds the Charter mandated 15 percent spending requirement on infrastructure based on a five-year rolling average. The FY 2019/20 Adopted Budget commits approximately$35.7 million in General Fund spending for the maintenance and improvement of the City's infrastructure. This amount also includes $4.0 million for concrete replacement,facilities improvements, arterial roadway projects, and park and beach renovations. Of this amount, $1.4 million is dedicated to facility enhancements, $945,000 for the Police Facility, $640,000 for parks and beaches, $300,000 for concrete replacement and landscape rehabilitation in various neighborhoods throughout the City, and $700,000 for street and road improvements. The $4.0 million transfer to the Infrastructure Fund ensures proper accounting. 7 Capital Improvement Program—A11 Funds The Capital Improvement Program identifies the major public improvements to the City's infrastructure over the next five years,across All Funds. In general,the CIP includes new projects and upgrades to existing facilities of$50,000 or more. The primary funding sources for capital projects are restricted revenue funds for street repairs, grants, the General Fund, and Enterprise Funds such as the Water and Sewer Funds. For FY 2019/20, the CIP totals $46.7 million in new spending across multiple funds with projects distributed throughout the City. The plan addresses critical infrastructure and capital needs divided into numerous categories including drainage and water quality, facilities, neighborhoods, parks and beaches, sewer, streets, and transportation. FY 2019/20 Capital Improvement Program: $46,651,156—All Funds Gas Tax/Prop 42,8.0% RMRA Water Funds.4.0% Infrastructure Fund,7.0% Sewer Funds, 11.0% Grants/Other,47.096 Measure M. 3.0% Neighborhood, Streets and Transportation Improvements The Adopted Budget continues to fund aesthetically pleasing, safe and reliable infrastructure to a City's residents and community. The FY 2019/20 Adopted Budget includes funding to maintain the City's sidewalks, roadways and infrastructure. Local neighborhood improvements total $4.2 million in sidewalk replacements, residential street overlay, curb ramps, and residential alley improvements. Arterial roadway improvements total $5.1 million for Slater (Gothard-Beach), Atlanta (Bushard-Brookhurst), Newland (Yorktown-Garfield), Graham (Slater-Warner), Atlanta (Delaware-Beach), Garfield (Main-Delaware), Newland (Ellis-Talbert), Talbert (Springdale- Edwards), and Brookhurst (Garfield-Yorktown), as the budget allows. These projects will help the City reach a Pavement Condition Index (PCI) rating of 80, or"Good." A budget of$592,000 has also been included to fund the fourth year of the street lighting improvements in the downtown area. A total of$195,000 is included for traffic signal improvements and signal synchronizations as well. Parks Projects Keeping true to our commitment of improving the quality of life within our community, the FY 2019/20 Adopted Budget includes$4.5 million for park improvements to enhance or improve open 8 space throughout the City. Adopted projects include: completing a loop trail to connect all sections of Bartlett Park; rehabilitation of the Clubhouse restrooms and picnic area at Lake Park; playground equipment replacement at Edison Park and Eader Park; turf replacement at the Central Park Sports Complex; restroom improvements, landscape improvements, and replacement of fifteen lighting poles at Central Park; building improvements to Murdy and Edison Community Centers; Bluff Top railing replacement; and City boat docks rehabilitation. Facilities Improvements In prioritizing capital needs at our facilities,the City focused on improvements that increase safety and the modernization of its facilities. The FY 2019/20 Adopted Budget includes $22.8 million in funding for facilities improvements. The bulk of the Facilities Improvements CIP is dedicated to Police Facilities Improvements in the amount of $20,000,000. Other proposed facilities improvements include: City Hall fire alarm replacement; Park, Tree, and Landscape (PTL) maintenance yard asbestos abatement; renovations of Central Library Tabby Theater and Main Theater; renovating Lake Fire Station for gender accommodation and ADA compliance; and providing a fiber connection between City Hall and the Lifeguard Headquarters. Enterprise Funds Enterprise Funds are proprietary funds supported by user fees and charges. The rates charged to customers for these services cover the costs of operation,maintenance, and,more importantly, the financing of related capital and infrastructure improvements. The City maintains multiple Enterprise Funds including, Refuse, Water, Water Master Plan, and Sewer Service Funds. Expenditures for FY 2019/20 total$69.6 million for both operating and capital improvement costs. Due to the complexity and number of projects, the annual budgets in Enterprise Funds tend to fluctuate significantly between fiscal years. Projects for the Water,Water Master Plan, and Sewer Service enterprises correspond with the adopted Master Plans and major maintenance programs. Within the CIP,water projects include production and distribution system improvements and water main replacements. Sewer projects include sewer lift station reconstruction and sewer lining projects. FY2016/17 FY2017/18 FY2018/19 FY2018/19 FY 2019/20 Fund Actual Actual* Adopted Revised Adopted Ehterprise Funds 00504-Refuse Collection Service 10,821,112 8,944,349 12,056,902 12,058,712 12,245,796 00506-Water 44,921,267 28,040,295 40,593,832 42,060,760 41,543,192 00507-Water Master Plan 1,018,991 1,149,229 4,667,279 13,308,434 4,700,203 00511 -Sewer Service Fund 9,351,473 6,399,265 9,853,883 14,513,471 11,146,192 TOTAL 66,112,842 44,533,138 67,171,897 81,941,377 69,635,382 *FY 2017/18 Actual reflects a nine-month period from October Is'through June 30'h. Special Revenue Funds Special Revenue Funds are funding sources that are legally restricted to a specific purpose. Examples of Special Revenue Funds are the Gas Tax Fund and the Measure M Funds, which can only be spent on street and transportation improvements. Special Revenue Funds total $22 million in the FY 2019/20 Adopted Budget. A subset of these funds totaling$16.2 million,which are used primarily for capital projects, is highlighted next page: 9 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Fund Actual Actual* Adopted Revised Adopted Special Revenue Funds 201 -Air Quality Fund 232,996 32,746 266,115 1,019,385 139,357 206-Traffic Impact 610,801 90,191 3,035,412 207-Gas Tax Fund 2,917,527 2,294,598 2,718,000 5,156,448 3,150,000 209-Park Acquisition &Develop 1,585,229 341,457 60,000 264,265 213-Measure M Fund 4,878,402 2,541,776 3,613,473 5,761,868 3,181,076 219-Prop 42 Traffic Cong Relief 309,655 831,863 1,232,000 2,669,829 1,727,000 226-Quimby Fund 14,716 349,072 1,058,516 2,058,516 418,089 228-Park Dev Impact-Residential 289,780 416,864 1,174,637 3,802,576 4,154,981 235-Park Dev Impact-Non Residential 316,800 308-Parking In-Lieu Fees 51,697 497,817 105,000 135,034 60,000 995-Highway Safety Imp Program 7,369 284,350 137,600 3,124,333 1247-Road Maint.&Rehab 3,280,923 4,406,657 3,354,156 Total Special Revenue Funds 11,214,972 7,680,734 13,646,265 31,434,322 16,184,660 *FY 2017/18 Actual reflects a nine-month period from October I I through June 30" Fiscal Responsibility and Transparency The City has done an outstanding job of financial planning and reporting in a transparent and open manner. In 2018, the City was recognized by the Government Finance Officers Association (GFOA) with the Certificate of Achievement for Excellence in Financial Reporting for the City's Comprehensive Annual Financial Report (CAFR). The Certificate of Achievement is the highest form of recognition in governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a government and its management. The City also received the GFOA Distinguished Budget Presentation Award. In order to receive this prestigious award, the City's budget document had to satisfy nationally recognized guidelines. Conclusion The FY 2019/20 Adopted Budget was carefully prepared to balance City Council and community priorities with a sustainable and sound financial plan. I am grateful for the valuable policy guidance provided by the City Council during the budget development process. This fiscally conservative budget balances immediate priorities, along with the need for long-term investments. While the City of Huntington Beach is facing some of the financial challenges that many other cities are confronting, the City enjoys many advantages that empower it to effectively manage those challenges. These advantages include a strong, diverse local economy, a very high quality of life, and a history of responsible financial stewardship. This budget reflects both the challenges and opportunities that will shape our future. I would like to specifically thank all City department directors, their staff, and the Budget Management Division, who worked collaboratively to develop and produce this budget. With the City Council's leadership, and the support of the citizen-led Finance Commission, Huntington Beach will continue to be a leading example of resilience, excellence and prosperity. Sincerely, Fred A. Wilson City Manager 10 City of Huntington Beach Community Profile Adopted Budget - FY 2019/20 Overview History Founded in the late 1880s, Huntington Beach was incorporated as a Charter City in 1909. Huntington Beach has a Council/Manager form of government wherein seven City Council members are elected to four-year terms, and the Mayor is filled on a rotating basis from the incumbent Council Members. The City Attorney, City Clerk and City Treasurer positions are also elected and serve four-year terms. In August 2011, the unincorporated oceanfront community of Sunset Beach was officially annexed by the City of Huntington Beach. Sunset Beach is a small beachfront community with approximately 1,000 residents and 1.5 square miles of land. Beachfront properties with high property values make this community a valuable addition to the City. Sunset Beach features one of the widest and most pristine beaches in Southern California and is home to the historic Sunset Beach Arts Festival. Location - Huntington Beach is located on the shore of the Pacific Ocean in northwestern Orange County. Huntington Beach is bordered by Westminster to the northwest, Fountain Valley to the northeast, Costa Mesa to the east, Newport } Beach to the southeast, and Seal Beach to the west. The City is f w,` positioned for the global market at 18 miles southeast of the Port of \ Long Beach and Los Angeles Harbor, 35 miles southeast of Los Angeles, and 95 miles northwest of San Diego. 11 City of Huntington Beach Community Profile Adopted Budget - FY 2019/20 Lifestyle The City of Huntington Beach is located on the Orange County coast, 35 miles southeast of Los Angeles and 90 miles northwest of San Diego. With a population of 202,648 residents, it is known as Surf City due to its abundance of beaches; the sunny, warm Mediterranean climate; and its casual lifestyle. With over 10 miles of coastline to boast of, Huntington Beach plays host to over 16 million visitors annually. Listed among the nation's safest cities for decades by the FBI, Huntington Beach was also recently ranked among the top 15 safest large cities in California by WalletHub (December 2018). The City boasts an annual median household income of $87,120, higher than the median household income for the United States, the State of California and Orange County. In addition, more than half of its residents, or 52.7 percent, have a college education, consistently rendering it one of the top three cities to live in within Orange County by the Orange County Register(September 2018) and one of the top five "Happiest Cities in the U.S." by WalletHub (March 2019). Huntington Beach is home to a thriving beach community, consistently ranked in the top 10 best beaches in the State of California. A world-class Central Library with four branch libraries, many picturesque parks including the 356-acre Central Park, numerous cultural and sporting events, and a variety of restaurants from casual to fine dining make Huntington Beach an ideal location to live, work, visit, and play. Fourth of July Celebration A proud tradition for over a century, the City's most iconic event- the Fourth of July Celebration- has over 1 million television viewers, over 500,000 in-person attendees and is known nationally as "the largest Fourth of July Parade west of the Mississippi." The annual parade features entries including bands, floats, local dignitaries, and film and television celebrities. 44 or 12 City of Huntington Beach Community Profile Adopted Budget - FY 2019/20 Sports Events The City is home to the world-famous Vans U.S. Open of Surfing, featuring over 200 of the top surfers from around the globe and attracting over 300,000 visitors each year. Also popular is the Surf City Marathon, Orange County's longest running marathon, with 15,000 dedicated runners from 47 different states participating in 2019. The annual AVP Beach Volleyball Tour also commands a strong presence totaling 16,000 visitors each year. r sd AF 401, The Great Pacific Air Show In October 2016, the City hosted its inaugural Breitling Huntington Beach Air Show. Renamed "The Great Pacific Air Show," this annual event is the only beachfront air show on the West Coast. In 2018, it featured the U.S. Air Force Thunderbirds flying F-16 Fighting Falcons, performing 40 heart-stopping formation and solo routines to a crowd of over 1.5 million over two days. Excitement is already building for the 4th annual Huntington Beach Air Show featuring the Canadian Snowbirds, Royal Air Force Aerobatic Team among others, in what is sure to be a spectacular event. i �� � ,J. SAS �e ? !�� i • I .1 r• m 13 City of Huntington Beach Community Profile Adopted Budget - FY 2019/20 NCSFest �� � - The City will be hosting its first NCSFest, held by the National Cartoonists Society in May 2019. The festival is a celebration of comics and cartoon art from all over the world. The three-day event will include seminars, exhibitions, workshops, panel discussions and signing sessions. The events will take place at the iconic pier, the city's Arts Center and library, local hotels and businesses, all within easy walking distance. NCSFest — will add to the repertoire of exciting events in i .. Huntington Beach, which include the Pacific Islander Festival, Cherry Blossom Festival, Concours d' - - Elegance, and Civil War Days. Boeing Site Sale Property owner and developer Scres-Regis has submitted plans to redevelop three new industrial buildings on a 30-acre site at the northeast corner of Bolsa Chica Street and Bolsa Avenue. The project, known as Huntington Gateway, consists of 610,000 square feet of new flexible office, warehouse and industrial space. Demolition of the existing eight-story office building is currently underway with project construction expected to start this summer. Project completion is anticipated in the first quarter of 2020. The developer is anticipating that the project will result in over 500 construction jobs and 1,300 operations jobs in the City of Huntington Beach. Residences at Pacific City The eagerly anticipated Residences at Pacific City opened in May 2018, with 516 luxury residences, including a limited number of penthouses, spread across seventeen acres that are located next to Pacific City's oceanfront dining, shopping, and entertainment center. Amenities include six themed courtyards, walking paths, a two-acre park, and a pet recreation center. 14 City of Huntington Beach Community Profile Adopted Budget - FY 2019/20 Education The Huntington Beach community is proud of its educational system that provides learning opportunities for nearly 48,000 students of all ages. Huntington Beach holds education as one of its top priorities, with 38 elementary schools and four high schools located in the City. The City's schools frequently receive local, state, and federal awards and honors, including recognition as California Distinguished Schools and National Blue Ribbon Schools. Together, more than 60 public and private schools offer elementary, middle, high school and adult education to the residents of Huntington Beach. Further educational opportunities are offered in close proximity at Golden West College, Orange Coast College, the University of California, Irvine, and California State Universities at Long Beach and Fullerton. Golden West Community College is located within the City limits. Business & Economy The City of Huntington Beach is a leading commercial, industrial, and recreational center of Orange County, with a diverse economic base and educated workforce. Its stable property tax base, strongly diversified sales tax base, and vibrant tourism and leisure industry keep the City well positioned to maintain a stable local economy. This has helped the City earn various accolades throughout the year including 14th Best Run City in America" (WalletHub, July 2018) and #1 in the nation for "Quality of City Services" (WalletHub, July 2018). The Huntington Beach business community is extremely diversified with no single industry or business dominating the local economy. Local businesses include aerospace and high technology, petroleum, manufacturing, computer hardware and software, financial and business services, hotel and tourism, automobile services, large-scale retailers and surf apparel,just to name a few. The diversification of the City's sales tax base is enviable, with no particular area of industry over-concentration, thereby mitigating the impact of industry-specific downturns. Annual taxable sales of about $4 billion place Huntington Beach as one of the top retail sales communities in the County. Industrial With a strong commitment to industrial activities, the City has 1,128 acres of land zoned for industrial use. There are three general industrial areas: the Northwest Industrial Area, the Gothard Industrial Corridor, and the Southeast Industrial Area. The Gothard Industrial Corridor represents unique opportunities for "incubator" industries, or first generation businesses. Huntington Beach is home to over 650 industrial businesses, including Quiksilver Corporate Headquarters, Zodiac Aerospace, Rocket Lab, Cambro Manufacturing, and C & D Aerospace. lik ZODIAC IW-,/) AEROSPACE CommomBRO 15 City of Huntington Beach Community Profile Adopted Budget - FY 2019/20 Commercial Huntington Beach has approximately 570 acres zoned for commercial use and 638 acres zoned for mixed use that includes additional commercial areas. The major concentration of commercial use in Huntington Beach is located along Beach Boulevard, Brookhurst Street, Edinger and Warner Avenues, and at many major intersections, with numerous locations scheduled and primed for development. Beyond the beach, the City of Huntington Beach boasts top-class restaurants, shopping, hotels, resorts, spas and a thriving downtown district. With more than 30 neighborhood and regional shopping centers, the City has nearly eight million square feet of retail shopping space to satisfy every dining and shopping need. The City, Chamber of Commerce, and the Marketing and Visitors Bureau advertise the community to encourage visitors and residents to support the local economy by shopping in town. Huntington Beach demographics bring impressive buying power to a wide variety of retail and service businesses. Innovation The City has contracted with Philips Lighting for the development and replacement of up to 200 City-owned streetlights with Smart Poles. Each Smart Pole is an integrated unit that will replace the existing street light poles with equipment able to house multiple small cell installations within the pole. The Smart Pole will be available to wireless carriers to sub-license, which will increase wireless coverage in the high demand Downtown area to visitors and residents. In addition, the City has installed a battery powered by artificial intelligence in the basement of City Hall. The 235-kilowatt- hour-size battery, created by Stem Inc., will go live in 2019 and help save about $82,000 in energy costs over 10 years. Facts and Figures Population: 202,648 (2018 Estimate) w Fourth Largest City (by population) in Orange County --- r • 24' Largest in California Land Area: 28 Square Miles • Fourth Largest City (by land area) in Orange County • 78�`' Largest in California j -- Median Family Household Income: $87,120 (2017 Estimate) - 16 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue vs. Expenditure ALL FUNDS FY 2018/19 FY 2019/20 Annual Budget Description Adopted Adopted Incr/(Decr) %Incr/(Decr) Revenue 368,855,896 372,464,890 3,608,994 0.98% Use of Fund Balance 4,272,063 8,545,507 4,273,444 100.03% Total Sources of Funds 373,127,959 381,010,397 7,882,438 2.11% Expense 373,127,959 381,010,397 7,882,438 2.11% Total Uses of Funds 373,127,959 381,010,397 7,882,438 2.11% Surplus/(Deficit) • . Sales Tax Franchises 21.0% 3.4% Transient Occupancy Tax 6.7% Utility Users Tax 8.4% License&Permits 3.8% Fines&Forfeitures Fund Balance Property Tax 4.0% 50.6% • • Operating Expenses 30.4%_ Capital Expenditures 8.4% a Debt ServicelTransfers TM � 10.5% Non-Operating Expenses F4 0.3% Personnel Services 50.4% 17 Intentionally Left Blank 18 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue vs. Expenditure General Fund FY 2018/19 Annual Budget Description Adopted FY 2019120 Adopted Incr/(Decr) %Incr/(Decr) Revenue 226,171,521 230,840,040 4,668,519 2.06% Use of Reserves 2,200,000 781,376 (1,418,624) -64.48% Total Sources of Funds 228,371,521 231,621,416 3,249,895 1.42% Expense 228,371,521 231,621,416 3,249,895 1.42% Total Uses of Funds 228,371,521 231,621,416 3,249,895 1.42% Surplus/(Deficit) Transient License&Permits • • • Utility Users Tax 3.4% Occupancy Tax 7 8% g.2% Fines 8 Forfeitures 2'9% Franchises I 1.9% Use of Money&Property 7.5% Revenue from Other Agencies Sales Tax 1.3% 17.9% Charges for Current Services 11.4% other Revenue 0.6% Non-Operating Revenue Property Tax — 0.2% 38.9% Uses of • Operating Expenses 17.5% Debt Service 0.5% j k3fl`r �Transfers x , r 8.3% Personnel Services " .. . 19 Intentionally Lef t Blank 20 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue Descriptions and Assumptions GENERAL FUND REVENUE: $230.8 Million Other Revenue, $1.4 M,0.6% Non-Operating Revenue, Charges for Current Services, $0.5 M,0.2 $26.4 M,11.4% y Revenue from Other Agencies, Property Tax, $89.7 M,38.9% $3.1 M,1.3% Use of Money&Property, $17.3 M,7.5% Fines&Forfeitures, $4.5 M,1.9% License&Permits, $7.9 M,3.4% Utility Users Tax, $17.9 M,7.8% Transient Occupancy Tax, Sales Tax, $14.3 M,6.2% Franchises, 541.2 M,17.9% $6.6 M,2.99,, Property Tax: $89,732,482 Property Tax represents the largest General Fund revenue source for the City, accounting for 39% of total budgeted General Fund revenue for FY 2019/20. Property Tax for the FY 2019/20 Adopted Budget includes the assessed values of Huntington Beach and Sunset Beach properties. The Property Tax category consists of Basic Levy, Prior Year Property Taxes, Supplemental Roll Property Taxes, and Other Property Taxes. • Basic Levy, Prior Year Property Taxes, and Supplemental Roll Property Taxes: Basic Levy and Prior Year Property Taxes include secured and unsecured taxes. The total Secured and Supplemental Roll Property Tax for FY 2019/20 is $56.2 million, which is $1.8 million or 3.3% higher than the prior fiscal year's Adopted Budget and reflects continued improvements in the housing market. The total Unsecured Property Tax for FY 2019/20 is $1.8 million, or 6.2% higher than the prior fiscal year's Adopted Budget. • Other Property Taxes: Other Property Taxes revenue for FY 2019/20 is $31.6 million. The Other Property Taxes revenue category is composed of several tax sources, but the two major sources are In- Lieu of Vehicle License Fee (VLF) and the Retirement Property Tax. o In-Lieu of VLF proceeds is a portion of the City's annual VLF revenue exchange with the State for property tax. The In-Lieu of VLF revenue for FY 2019/20 is $21.8 million. 21 City of Huntington Beach Adopted Budget — FY 2019/20 Revenue Descriptions and Assumptions GENERAL FUND REVENUE - CONTINUED o Triple Flip Reimbursement is a swap of sales tax revenues with property tax revenues. In 2004, the California Economic Recovery Bond Act was approved, which authorized the issuance of$15 billion in bonds to close the State's budget deficit. To guarantee the bond repayment, the State issued the Revenue and Taxation Code Section 6201.5 that lowered the Bradley Burns Uniform Sales Tax rate from 1% to 0.75%. In return, the cities were reimbursed 0.25% in the form of property tax known as the Triple Flip Reimbursement. On August 6, 2015, the State of California made its final payment on the 2004 Economic Recovery Bonds. As a result, the Bradley Burns allocations reverted back to the original Sales Tax rate of 1%, effective in March 2016. o The Retirement Property Tax, levied annually since 1966, was capped by the City Council, Ordinance No. 3954, on July 16, 2012 at $0.01500 per $100 of assessed value. The Retirement Property Tax (also known as the Employee Retirement Override Tax) is projected to generate approximately$6.2 million in FY 2019/20. Other Local Taxes: $80,034,460 The Other Local Taxes category represents the second largest General Fund revenue source for the City, accounting for 35% of total budgeted General Fund revenue for FY 2019/20. Other Local Taxes consist of Sales Tax, Utility Users Tax, Transient Occupancy Tax, and Franchises. This category represents a 1.7% decrease from last year's Adopted Budget of$81.4 million. • Sales Tax: Sales Tax revenue for FY 2019/20 is $41.2 million, a 4.2% decrease from last year's Adopted Budget of$43.0 million, due to anticipated economic downturns. • Utility Users Tax (UUT): Utility Users Tax revenue for FY 2019/20 is at $17.9 million, which is a 2.5% decrease from last year's Adopted Budget primarily due to the decline in telephone usage. The City charges a 5% rate on water, gas, and electricity usage; a 4.9% rate (post Measure P from 2010) on cellular and land line telephone and cable/video usage; and a 4.5% rate on prepaid wireless usage. • Transient Occupancy Tax (TOT): Transient Occupancy Tax revenue for FY 2019/20 is anticipated to reach $14.3 million with strong occupancy in Huntington Beach hotels, which includes the opening of the Twin Dolphin Tower at the Waterfront Hilton Beach Resort in February 2018. • Franchises: Franchise revenue for FY 2019/20 is $6.6 million. These revenues are derived from franchise agreements between the City and private firms such as gas and electric utility franchises with Southern California Gas and Southern California Edison; transfer station and refuse franchises with Republic Services; pipeline and cable television franchises with various firms; and a bus bench franchise. Charges for Current Services: $26,388,005 The Charges for Current Services category represents the third largest General Fund revenue source for the City. These revenues are from various "fees for service" activities such as plan check reviews by Public Works and Community Development Departments, fees for recreational classes and programs, FireMed membership and EMS billing service reimbursement, and other activities. Revenues from this category also include transfers from proprietary funds (e.g., Water, Refuse, Sewer, Retiree Medical Trust, and Retirement Supplement Trust)to pay for expenditures incurred by the General Fund. 22 City of Huntington Beach Adopted Budget — FY 2019/20 , Revenue Descriptions and Assumptions Use of Money and Property: $17,272,364 The Use of Money and Property revenue for FY 2019/20 is $17.3 million, a 0.8% increase from last year's Adopted Budget of $17.1 million. This category is comprised of a variety of activities including interest income, lease and concession income, oil well royalties, parking revenues, and jail booking fees. GENERAL FUND REVENUE - CONTINUED Licenses and Permits: $7,857,569 Licenses and Permits revenues are associated with the development permit and license fees from the Community Development and Public Works Departments. Licenses and Permits, estimated at $7.9 million, show a $0.3 million or 3.5% increase. Fines, Forfeitures, and Penalties: $4,518,511 Fines, Forfeitures and Penalties revenue includes traffic and parking tickets, and fines levied on delinquent library materials. Revenue from Other Agencies: $3,066,814 Revenue from Other Agencies includes reimbursements and fees received from federal, state, and local agencies. Non-Operating Revenue: $514,220 The Non-Operating revenue for FY 2019/20 is $514,220, reflecting a 3.1% increase from last year's Adopted Budget of $498,613. This category includes transfers from other funds such as The Strand Parking Structure Fund, Mello Roos Fund and numerous Community Facilities District Funds. Other Revenue: $1,455,615 Other revenue includes records fees from the City Clerk's passport processing, sales of City owned equipment, restitution and settlement payments. NON-GENERAL FUND REVENUE The City of Huntington Beach's Adopted Budget for FY 2019/20 Non-General Fund Revenue is $141.6 million. Enterprise Funds: $65,740,780 Enterprise Funds revenue represents the largest Non-General Fund revenue source for the City. This revenue consists of fees received for Water, Refuse Collection, Sewer, and Water Master Plan services. Water service is the largest revenue source of the four service fees contained in the Enterprise Funds. The City's water utility operations are funded by charges to municipal users (residential and commercial) of the City's water service. Refuse Collection service is the second largest revenue source of the total Enterprise Funds budget. The City contracts with Republic Services (formerly Rainbow Disposal) to provide refuse service, which is supported by fees received. Special Revenue/Internal Service/Other/Capital Protect Funds: $41,391,314 This category of funds represents the second largest Non-General Fund revenue source for the City. This category of funds includes the Self Insurance Workers' Compensation, Self-Insurance General Liability, Quimby, Measure M, Gas Tax/Highway Users Tax, Traffic Congestion Relief Proposition 42, and Fourth of July Funds. 23 City of Huntington Beach Adopted Budget — FY 2019/20 Revenue Descriptions and Assumptions Public Financing Authority/Debt Service/Assessment Districts Funds: $9,135,912 Huntington Beach has a Public Finance Authority (PFA), established in 1988 to issue debt for the financing of public improvements and other capital purchases. In FY 2019/20, the PFA Fund is budgeted to receive $5.0 million in non-operating revenues. This non-operating revenue derives from the repayment of debt by the General Fund and other funds related to various capital improvement projects. The revenue is recorded as a transfer or"non-operating revenue" and is then used to pay debt service according to each bond's amortization schedule. The City also has several Community Facility Districts (CFDs) that receive assessment revenue to pay off debt related to developments in specific areas of the City. Trust and Agency Funds: $13,421,589 Trust and Agency funds consist of the Retirement Supplement and Retiree Insurance Funds, Strand Parking Structure Fund, Bella Terra Parking Structure Fund and two Business Improvement District (BID) Funds. The two Business Improvement Districts that include the Hotel/Motel and Downtown Merchants are allowed to collect assessments from their members for the use of various improvements. The City acts as an intermediary for the BIDs and records these assessments in two distinct funds. The BIDs then submit annual operating budgets, which are received and approved by the City Council. Recognized Obligation Retirement Fund (RORF): $8,290,010 Pursuant to Assembly Bill 1X 26, the Redevelopment Agency was dissolved on February 1, 2012, resulting in the creation of the Successor Agency and the Recognized Obligation Retirement Fund (RORF), which is where all of the former Redevelopment Agency's properties, contracts, and leases were transferred. Grant Funds: $2,600,649 This category consists of Federal, State and Local funded grant monies received by the Police, Fire, Public Works, Library, Community Services and Business Development Departments. Separate Legal Governing Board Funds: $1,044,596 The City has a Joint Powers Agreement (JPA) with local fire departments to use the City's training facility on Gothard Street. The City also administers the West Orange County Water Board (WOCWB). 24 City of Huntington Beach Adopted Budget-FY 2019/20 Revenue Summary ALL FUNDS Summary Combined by Fund Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Fund Actual Actual Actual Adopted Revised Adopted Prior Year 00100 General Fund 219,178,550 218,821,667 184,804,031 226,171,521 226,321,521 230,840,040 2.06% 00101 Specific Events 557,483 741,240 450,631 762,500 762,500 751,500 -1.44% 00103 Donations Fund 621,220 691,858 779,308 676,632 00104 School Events 25 (3,077) 1,359 00106 Interest Allocation (172,214) 00107 Evidence Seizure (374) 00122 Inmate Welfare Fund 30,418 6,090 3,027 2,400 2,400 4,500 87.50% 00126 Donations Historic Wintersburg 1,085 00127 Prop Tax in Lieu of Sales Tax 4,528,820 889,000 00201 Air Quality Fund 258,990 264,840 255,546 250,000 72,976 240,000 -4.00% 00204 Fourth of July Parade 447,409 405,635 151,537 400,000 400,000 420,050 5.01% 00206 Traffic Impact 114,551 814,496 720,113 100,000 100,000 -100.00% 00207 Gas Tax Fund 3,339,243 3,291,298 2,375,348 3,509,732 3,509,732 3,355,068 -4.41% 00209 Park Acquisition&Development 16,363 8,060 3,650 00210 Sewer 2,101,392 82,350 242,577 100,000 100,000 150,000 50.00% 00211 Drainage 625,755 63,652 76,701 100,000 100,000 -100.00% 00212 Narcotics Forfeiture Federal 3,119 28,586 34,854 00213 Measure M Fund 3,242,221 3,292,353 2,492,397 3,387,672 3,387,672 3,514,493 3.74% 00214 Narcotics Forfeiture State 10,418 25,392 11,394 00215 Rehabilitation Loans 279,310 121,737 105,942 200,000 200,000 100,000 -50.00% 00216 Property and Evidence 62,111 37,711 23,838 00217 Affordable Housing In-Lieu 271,790 63,235 51,948 15,000 15,000 100,000 566.67% 00218 Hwy Safety Traffic Reduct 1 B (453) 00219 Traffic Congestion Relief 42 859,007 646,398 740,208 1,514,723 947,370 1,956,853 29.19% 00223 Safe and Sane Fireworks 52 (2,868) 00225 Gun Range Settlement 2,470 1,128 668 00226 Quimby Fund 321,931 186,313 105,439 65,000 100.00% 00227 Police Facilities Dev Impact 140,548 256,104 460,256 00228 Park Dev Impact Res 435,222 2,983,868 7,730,191 3,000,000 3,000,000 3,000,000 0.00% 00229 Library Dev Impact 66,974 209,731 530,671 60,000 60,000 200,000 233.33% 00231 Fire Facilities Dev Impact 69,805 105,660 225,363 123,452 100.00% 00233 Housing Residual Receipts 32,736 489,848 31,061 406,000 406,000 475,000 17.00% 00234 Disability Access Fund 21,025 20,453 43,114 84,000 84,000 84,000 0.00% 00235 Park Dev Impact Non Res 108,166 116,775 20,194 00236 Public Art in Parks 8,841 60,934 157,455 00238 Emergency Operations Center 19,271 86,671 228,581 00239 CDBG 626,494 1,033,767 1,689,124 1,155,698 11.79% 00240 HOME 22,510 411,664 1,240,721 606,864 47.42% 00243 Surf City"Y Cable Channel 605,000 100.00% 00301 Capital Improvement Fund (40) 00308 In-Lieu Parking Downtown 37,289 56,020 3,200 67,700 67,700 67,700 0.00% 00314 Infrastructure Fund 70,149 547,287 6,504,770 5,208,000 3,008,000 4,000,000 -23.20% 00319 Senior Center Development 133,000 71,640 8,277 00321 Lease Capital Project Fund 4,197,413 2,769,143 7,457 00322 ELM Automation Fund 461,810 241,433 325,000 325,000 360,000 10.77% 00323 Technology Fund 825,000 1,269 1,874,901 00324 Equipment Fund 7,023,108 5,000,000 5,000,000 4,650,600 -6.99% 00350 RORF 10,992,028 5,067,276 9,856,004 9,834,687 9,834,687 8,290,010 -15.71% 00352 LMIHAF 428,832 120,292 67,675 406,000 406,000 406,000 0.00% 00401 Debt Svc HBPFA 6,650,790 5,151,623 4,758,003 5,042,595 5,042,595 5,016,365 -0.52% 00405 Debt Svc Grand Coast CFD2000-1 851,034 1,387,480 839,750 1,094,100 1,094,100 1,091,204 -0.26% 00406 Debt Svc Mello Roos 264,417 266,972 188,614 263,060 263,060 264,000 0.36% 00408 Debt Svc McDonnell CFD 2002-1 390,136 397,821 310,171 394,577 394,577 409,970 3.90% 00410 Debt Svc Bella Terra 2,323,781 2,388,208 1,800,063 2,388,047 2,388,047 2,354,373 -1.41% 00501 Certified Unified Program Agency 235,202 287,039 298,370 271,970 271,970 270,018 -0.72% 00504 Refuse Collection Service 11,264,718 11,332,536 8,869,111 12,014,786 12,014,786 12,290,476 2.29% 00505 Systems Fund 727 376 196 00506 Water 35,632,556 40,064,288 29,703,076 40,648,515 40,648,515 39,870,606 -1.91% 00507 Water Master Plan 909,245 250,533 223,725 3,750,000 3,750,000 3,000,000 1 -20.00% 25 City of Huntington Beach Adopted Budget-FY 2019/20 Revenue Summary ALL FUNDS Summary Combined by Fund Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Fund Actual Actual Actual Adopted Revised Adopted Prior Year 00508 WOCWB 198,133 445,251 537,878 771,000 2,161,433 649,000 -15.82% 00511 Sewer Service Fund 11,443,042 10,939,416 9,748,577 11,617,250 11,617,250 10,579,698 -8.93% 00551 Self Insurance Workers'Comp 6,870,212 7,695,302 8,333,314 7,194,055 7,194,055 7,187,770 -0.09% 00552 Self Insurance General Liability 13,275,531 3,847,245 4,960,267 4,874,804 4,874,804 4,878,333 0.07% 00556 Energy Efficiency Fund 96 00701 BID Auto 109,040 113,400 20,680 00702 Retiree Insurance Fund 4,245,947 2,804,997 2,373,584 1,435,000 1,435,000 1,433,880 -0.08% 00703 Retirement Supplement 9,155,065 10,555,285 6,650,196 4,000,000 4,000,000 4,000,000 0.00% 00704 Fire JPA Fund 318,396 282,831 276,840 401,156 401,156 395,596 -1.39% 00707 Debt Svc Judgment Oblig Bonds 1,024,149 673,533 00709 BID Hotel/Motel 2,982,897 3,375,814 2,611,973 4,032,820 4,032,820 5,500,000 36.38% 00710 BID Downtown 140,192 144,912 118,599 110,000 125,460 91,000 -17.27% 00711 Parking Structure-Bella Terra 668,448 636,341 673,660 626,289 626,289 729,419 16.47% 00712 Parking Structure-Strand 1,298,780 1,370,838 1,070,815 1,667,290 1,667,290 1,667,290 0.00% 00716 Section 115 Trust 2,500,000 1,294,379 5,903,395 1,000,000 100.00% 00750 Alcohol Prevention Services 50,671 00807 Energy Efficiency 6,304,389 83,321 1,366,486 00838 Jail Training Grant 10,400 10,455 8,560 9,030 00843 HOME Program 13/14 20,363 335,168 99,556 9,137 00850 HOME Program 10/11 83,733 00851 HOME Program 11/12 8,618 28,666 00852 HOME Program 12/13 294,246 109,102 00859 CDBG 08/09 58,841 00860 CDBG 09/10 83,648 55,000 31,159 00863 CDBG 13/14 138,822 118,603 31,521 665 00873 OCTA/Cip Grant 187,437 171,598 702,635 1,898,073 00878 Caltrans Grants 260,973 00880 Library Equipment 302 156 66 00894 WMD DHHS 132 68 5 00909 UASI/OCIAC Program 57,538 80,828 27,555 1,474 00912 Homeland Security UASI 07/08 (367) 00919 Avoid the 28 DUI (165) 00925 Homeland Security UASI 08/09 (538) 00926 Homeland Security MMRS 08/09 (3,801) 00945 Homeland Security MMRS 09/10 (267) 00955 Prop 69 Funding 4,114 (21) 21,502 00958 Homeland Security UASI 09/10 (2,478) 00960 Used Oil OPP1 10/11 54,525 54,833 53,214 55,577 00961 Hwy Bridge Replacement&Rehab 222,099 72,455 1,390,143 00962 CDBG 11/12 6,587 00963 Sr Mobility Program 224,691 230,196 178,811 238,592 246,485 100.00% 00965 Master Plan of Arterial Hwys 20,645 1,379,189 33,659 205,233 00968 SLESF Grant 11/12 559 315 130 00970 Bridge Prevention Maintenance Program 202,205 549,624 689,180 1,691,782 00971 Asset Forfeiture 15%State Set 1,970 4,558 1,883 00976 Homeland Security MMRS 10/11 25 00978 US Secret Services(USSS) 8,500 8,500 9,679 15,321 00979 AB109 Public Safety Realignmen 71,354 32,132 34,133 40,000 100.00% 00984 SLESF Grant 12113 397,184 424,629 270,995 261,000 100.00% 00985 State Literacy Grant 18,000 53,357 39,441 57,441 00988 Human Trafficking 967 00989 Org Crime Drug Enforcement Task Force 9,993 25,000 00990 EMPG 12/13 (609) 00994 HUD EDI Senior Center Dev 142,500 00995 Hwy Safety Improvement Program 575,717 71,299 34,508 137,600 3,282,193 -100.00% 01208 CDBG 14/15 27,920 152,231 3,830 01209 HOME Program 14/15 12,207 493,138 77,327 2,378 01210 OCTA Beach/Edinger Grant 136,331 01213 Office of Traffic Safety 14/15 94,208 26 City of Huntington Beach Adopted Budget-FY 2019120 Revenue Summary ALL FUNDS Summary Combined by Fund Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018119 FY 2018119 FY 2019/20 Change From Fund Actual Actual Actual Adopted Revised Adopted Prior Year 01215 Immigration&Customs Enforce 50,000 01219 CDBG 15/16 857,141 30,888 01220 HOME Program 15/16 207,637 59,691 170,551 219,152 01221 Domestic Violence CY2015 37,105 01222 Hazard Mitigation Grant Program 73,242 2,476,759 01223 LSTA Pitch Grant 15/16 19,572 01224 OC Regional Narc Suppression 58,310 52,185 59,031 60,000 60,000 -100.00% 01225 EMPG 15/16 29,288 01226 State Literacy Grants 35,357 356 10,000 01227 Office of Traffic Safety 15/16 355,439 93,263 01228 CalRecycle City/County CRV 51,351 98,924 48,974 48,974 50,092 2.28% 01229 Housing Related Parks Grant 284,200 01230 AB 109 Reimbursement 16,806 56,240 01231 ABC Grant 15/16 15,989 8,582 01232 Justice Assistance Grant 15/16 25,359 01233 OC Recycling Market Development Zone 1,837 3,545 1,565 5,250 5,250 6,000 14.29% 01234 Sustainable Business Certification Pgrm 24,290 5,629 9,922 20,000 20,000 10,000 -50.00% 01235 CDBG 16/17 872,827 11,088 15,425 01236 HOME Program 16/17 103,373 2,000 318,733 01237 Domestic Violence CY2016 95,424 89,207 01238 EMPG 16/17 30,310 25,391 01239 Office of Traffic Safety 16/17 359,703 112,810 01240 EPIC Challenge 6,955 01243 OCTA Grant/Shuttle Service 20,187 57,000 233,733 -100.00% 01244 Board of State&Comm Corrections 16/17 57,088 01245 LE16096860 Domestic Violence 2017 152,292 50,535 01246 CENIC E-Rate 6,502 55,821 65,965 65,965 55,821 -15.38% 01247 Arterial Rehabilitation 1,157,696 3,280,923 3,280,923 3,354,156 2.23% 01248 Central Park Trail Rehab 35,000 01249 Office of Traffic Safety 17/18 215,757 232,504 192,995 -100.00% 01250 Domestic Violence 2018 85,992 117,151 01252 Office of Traffic Safety 18/19 550,000 240,510 100.00% 01253 Domestic Violence 2019 203,143 GRAND TOTAL 378,615,329 356,630,626 325,045,370 368,855,896 382,499,705 372,464,890 27 City of Huntington Beach Adopted Budget -FY 2019/20 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 40070 Sec Basic Levy 47,228,665 49,145,106 48.823,397 52,413,151 52,413,151 54,112,833 3.24% 40080 Unsec Basic Levy 1,707,776 1,577,184 471,437 1.700,000 1,700,000 1,806,609 6.27% 40060 Basic Levy 48,936,441 50,722,290 49,294,834 54,113,151 54,113,151 55,919,442 3.34% 40170 Sec Prior Year Property Taxes 456,301 416,520 267,224 431,258 431,258 447,646 3.80% 40180 Unsec Prior Year Property Taxes 32,856 21,595 23,742 32,000 32,000 33,216 3.80% 40160 Prior Year Property Taxes 489,157 438,115 290,966 463,258 463,258 480,862 3.80% 40310 Sec Supp Roll 1,271,541 1 571,831 1,463,612 1,560,019 1,560,019 1,652 060 5.90% 40305 Supp Roll Property Taxes 1,271,541 1,571,831 1,463,612 1,560,019 1,560,019 1,652,060 5.90% 40360 Interest Property Taxes 20,776 29,242 51,410 32,249 32,249 40,075 24.27% 40370 Misc Property Taxes 3,482,629 2.430,678 2,714,151 2,430,673 2,430,673 2,523,039 3.80% 40400 Homeowner Exemption 328,759 327,958 305,708 315,500 315,500 327,489 3.80% 40410 Utility Unitary Tax 703,656 719,697 805,817 726,288 726,288 766,533 5.54% 40420 Triple Flip Reimbursemnt 7,174,998 40430 In-Lieu of VLF 18,076,696 18,763,462 19,851,584 20.109.172 20,109,172 21,751.786 8.17% 40440 Nuisance Abatement 141,176 (1,737) 194,555 40450 Employee Retirement Override 5,726,279 5,790,651 5,614,777 6,118,166 6,118,166 6,228,293 1.80% 40470 RPTTF Revenue 10,272,982 5,011,060 9,833,580 9,834,687 9,834,687 8,290,010 -15.71% 40350 Other Property Taxes 45,927,951 33,071,011 39,371,582 39 566,735 39,566,735 39,927,225 0.91% 40500 Assessments 7,063,477 8,080,647 5,876,087 8,322,932 8,338,392 9,753,450 17.19% 40010 PROPERTY TAXES 103,688,566 93,883,893 96,297,081 104,026,095 104,041,555 107,733,039 3.56% 41110 1%Allocation Sales Tax 33.890,155 38,091,084 29.682.767 40,636,785 40,636,785 38,800,174 -4.52% 41120 Public Safety Sales Tax 2,206,426 2,280,205 1,681,054 2,355,946 2,355.946 2,402.437 1.97% 41130 Measure M Sales Tax 3,208,107 3,180,291 2,480,100 3,349.672 3,349,672 3,514,493 4.92% 41100 Sales Tax 39,304,688 43,551,579 33,843,921 46,342,403 46,342,403 44,717,104 -3.51% 41210 Utility Franchises 2,144,665 2,000,854 1,649,612 1,945.569 1,945,569 1,840,694 -5.39% 41220 Transfer Station Franchises 515,646 485,248 330,662 418,607 418,607 418,607 0.00% 41230 Pipeline Franchises 284,829 210,727 317,355 283.859 283,859 288,037 1.47% 41240 Refuse Franchises 1,140,314 887,986 688,155 900,000 900,000 928,238 3.14% 41250 Cable TV Franchises 2,993,436 2,842,542 2,937,699 2.900,000 2,900.000 3,555,000 22.59% 41270 Bus Bench Franchise 199,200 199,200 149,400 199,200 199,200 199,200 0.00% 41200 Franchises 7,278,089 6,626,556 6,072,883 6,647,235 6,647,235 7,229,776 8.76% 41330 Beach Edinger SP 20,438 41300 In-Lieu Tax 20,438 41400 Transient Occupancy Tax 10,034,950 11,363,957 8,810,218 13,445,035 13,445,035 14,301,012 6.37% 41510 Water Utility Tax 1.600,854 1,686,815 1,322,869 1,756,169 1,756,169 1,808,854 3.00% 41520 Gas Utility Tax 1,824,588 2,013,851 1,471,974 1,513,289 1,513,289 1,558,688 3.00% 41530 Telephone Utility Tax 4,829,822 4,561,626 3,066,825 4,035.609 4,035,609 3.347.461 -17.05% 41540 Electric Utility Tax 8.374,392 8,008,855 5,947,457 8,086.624 8,086,624 8,191,625 1.30% 41550 Cable Utility Tax 2,769,370 2,869,629 2.106,916 2,809,947 2,809,947 2,871,766 2.20% 41560 Prepaid Wireless Utility Tax 83,087 161,827 97,921 158,534 158,534 127,667 -19.47% 41500 Utility Users Tax 19,482,113 19,302,604 14,013,962 18,360,172 18,360,172 17,906,061 -2.47% 41000 OTHER LOCAL TAXES 76,099,840 80,844,696 62,761,422 84,794,845 84,794,845 84,153,953 -0.76% 42103 Fire Prevention Inspection 274,803 327,831 263,075 300,000 300,000 271,516 -9.49% 42105 Oil Well Taxes License 708,913 623,806 444,556 600,000 600,000 587,626 -2.06% 42110 Business License 2,451,857 2,511,647 1,921,924 2.561,880 2,561,880 2,561,880 0.00% 42112 Disability Education Fee 20,736 20,262 43,252 84,000 84,000 84,000 0.00% 42115 Bicycle License 6,780 6,425 3,388 4,500 4,500 4,000 -11.11% 42120 Oil&Methane Inspection 55,304 19,890 20,472 50,000 50,000 50,000 0.00% 42125 Miscellaneous License 33,209 47,499 34,014 40,000 40,000 53,498 33.75% 42128 Newsrack Fee 566 42100 License General 3,551,601 3,557,925 2,730,681 3,640,380 3,640,380 3,612,520 -0.77% 42152 Street and Curb 269 42155 Encroachment Permit 394,249 360,671 371,937 375.000 375,000 375.000 0.00% 28 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018119 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 42165 Grading Permit 6,592 1,500 2,000 2,000 2,500 25.00% 42170 Harbor&Dock Construction 16,200 18,239 8,369 15,000 15,000 15,000 0.00% 42180 Obstruction Permit 2,175 273 770 485 100.00% 42185 Parking Permit 13,388 36,449 6,830 15,000 15,000 15,000 0.00% 42195 Wide/Overweight/Loading 12,682 12,794 14,246 14,000 14,000 14.000 0.00% 42196 Wireless Permit 25,740 30,000 100.00% 42150 License&Permits Public Works 445,556 429,926 427,892 421,000 421,000 451,985 7.36% 42305 Alarm Permits 266,565 282,723 216,765 294,032 294,032 400,000 36.04% 42310 Building Permits 2,291,549 1,776,077 1,124,251 1,418.965 1,418,965 1,447,344 2.00% 42315 Plumbing Permits 516,928 443,696 288,556 324,000 324,000 330,480 2.00% 42320 Electrical Permits 760,534 677,069 485,344 463.500 463,500 472,770 2.00% 42325 Mechanical Permits 442,566 323,547 172.178 235,000 235,000 239,700 2.00% 42335 Swim Pool Permits 124,207 146,963 86,335 114,000 114,000 121.000 6.14% 42355 Certificate of Occupancy 4,508 24,531 23.677 12.000 12,000 12.240 2.00% 42300 License and Permits Buildings 4,406,857 3,674,605 2,397,106 2,861,497 2,861,497 3,023,534 5.66% 42410 Planning Commission 465,194 287,921 92.351 274,590 274,590 274,590 0.00% 42600 Zoning Administrator 169,635 209,553 287,441 144,540 144,540 207,540 43.59% 42700 Environ Processing 57,899 260,475 103,864 58,000 208,000 49,000 -15.52% 42750 Staff Review 267,115 178,630 185,916 162,900 162,900 207,400 27.32% 42824 Beach-Edinger Spec Plan Fees 186,811 9,427 5,697 20,000 20,000 15,000 -25.00% 42825 General Plan Maint Fee 231,550 148,003 59,458 95,000 95,000 100,000 5.26% 42850 Library 9 15 42860 Parking In-Lieu 37.289 55,970 3,200 67,700 67,700 67,700 0.00% 42870 Affordable Housing In-Lieu Fee 15.000 15,000 100,000 566.67% 42400 License and Permits Planning 1,415,502 1,149,978 737,942 837,730 987,730 1,021,230 21.90% 42000 LICENSE AND PERMITS 9,819,515 8,812,434 6,293,621 7,760,607 7,910,607 8,109269 4.49% 42905 Court/Traffic Fines 559,835 435,995 403,020 500,140 500,140 500,140 0.00% 42915 Main Street Library Fines 1,778 1,560 1,254 1,700 1,700 1,700 0.00% 42920 Central Library Fines 58,731 75,662 58,513 70,000 70,000 70,000 0.00% 42925 Banning Library Fines 2,083 1,410 1,147 1,400 1,400 1,400 0.00% 42930 Oakview Library Fines 2,932 2,587 1,367 2,561 2.561 2,561 0.00% 42935 Murphy Library Fines 939 501 512 466 466 500 7.30% 42910 Library Fines 66,462 81,720 62,793 76,127 76,127 76,161 0.04% 42940 Parking Fines 4.378,388 3,303.498 2,480,296 3,600,000 3,600,000 3,750,000 4.17% 42940 Parking Fines 4,378,388 3,303,498 2,480,296 3,600,000 3,600,000 3,750,000 4.17% 42950 Police Alarm Fines 139,111 174,071 96,645 90,000 90,000 150,000 66.67% 42951 Fire Alarm Fines 5,245 50,000 50,000 42,210 -15.58% 42900 FINES AND FORFEITURES 5,143,796 3,995,284 3,047,999 4,316,267 4,316,267 4,518,511 4.69% 42965 Pooled Cash Interest 1,871,189 2,113,588 2,111.673 775,000 775,000 776,500 0.19% 42966 Market Adjustments 5,184,075 5,236,724 362,821 38,000 38,000 -100.00% 42970 Restricted Cash Interest 978,289 1,038,801 905,754 2,540 100.00% 42975 Late Charges 743,745 529,181 456,856 655,000 655.000 805,500 22.98% 42960 Interest Income 8,777,298 8,918,294 3,837,104 1,468,000 1,468,000 1,584,540 7.94% 42985 Interest Payments 217,961 134,713 118,691 42990 Principal Payments 434,429 170,300 107,991 606,000 606,000 506.000 -16.50% 42980 Loan Payments 652,390 305,013 226,682 606,000 606,000 506,000 -16.50% 43010 Def Comp C-84-A 20 43065 Waterfront Project 1,155,613 13,765 14,150 14,575 14,575 14,575 0.00% 43075 Land Lease Income 790,713 806,379 592,677 833,844 833,844 833,844 0.00% 43085 Buildings Lease Income 7,604 6,157 4,618 6,344 6,344 6,344 0.00% 43095 Beach Concessions 1,394,984 1,226,092 958,936 1,318,748 1,318,748 1,318,748 0.00% 43105 Prop/Equip Lease-Beach 119,480 123,064 128,556 130,559 130,559 -100.00% 29 City of Huntington Beach Adopted Budget- FY 2019/20 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019120 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 43115 Room Rentals 452,020 583,930 354,134 553,017 553,017 588,536 6.42% 43145 Central Park Concessions 171,541 179,559 293,642 181,355 181,355 189,335 4.40% 43150 Sport Complex Concessions 73,625 66,721 57,108 67,000 67,000 67,000 0.00% 43155 Vending Machines 20,834 7,429 6,172 20,000 20,000 6,000 -70.00% 43165 Rentals-Leases 240,059 216,566 121,254 240,059 240,059 240,059 0.00% 43166 Ocean View Estates Rents 486.464 538,299 399,573 520.000 520,000 520,000 0.00% 43055 Lease and Concession Income 4,912,936 3,767,961 2,930,820 3,885,501 3,885,501 3,784,441 -2.60% 43910 City Oil Wells 139,385 218,871 89,484 215,000 215,000 150,000 -30.23% 43920 Other Royalties 47,980 70,095 72,398 75.000 75,000 118,496 57.99% 43900 Royalties 187,365 288,965 161,882 290,000 290,000 268,496 -7.42% 44010 Parking Lots 3,347,360 3,483,370 1,840,152 3,759,358 3,759,358 3,659,358 -2.66% 44015 Annual Parking Pass 862,285 889,407 592,555 862,285 862,285 867,285 0.58% 44030 Sunset Vista 679,796 706,644 504,890 687,529 687,529 767,285 11.60% 44040 Parking Structures 2,303,553 2,450,738 1,735,312 2,733,172 2,733,172 2,667,290 -2.41% 44050 Meters-Business 501,169 484,537 345,426 489,382 489,382 498,017 1.76% 44060 Meters-Residential 938,765 958,626 640,326 979,096 979,096 965.384 -1.40% 44070 Meters-Recreational 1,582,696 1,615,295 1,072,057 1,534,490 1,534,490 1,823,562 18.84% 44080 Pier Plaza 1,851,096 1,804,596 1,144,940 1,751,993 1,751,993 1,792.141 2.29% 44090 Meters Beach Blvd 70,627 57,604 27,729 66,534 66,534 48,125 -27.67% 44100 Sports Complex 131,751 114,389 93,966 122,000 122,000 122,000 0.00% 44000 Parking Revenue 12,269,099 12,565,207 7,997,353 12,985,839 12,985,839 13,210,447 1.73% 45040 Convicted Offender Booking Fee 408.951 521,448 361,637 511,084 511,084 444,188 -13.09% 45100 Other Govt Jail Bookings 360 1.050 45000 Contract Jail Bookings 409,311 522,498 361,637 511,084 511,084 444,188 -13.09% 45110 PCS Wireless 330,012 341,063 283,331 351,295 351,295 352,082 0.22% 42955 USE OF MONEY AND PROP 27,538,411 26,709,001 15,798,829 20,097,719 20,097,719 20,150,194 0.26% 46110 Tidelands Revenue 138,624 152,070 138.624 138,624 138.624 0.00% 46115 GEMT Reimbursement 57,167 142,014 103,679 60,000 60,000 60,000 0.00% 46120 State Set-Aside 15% 1,475 4,277 1,865 46130 Real Property Transfer 1,465,878 1,262,143 988,575 1,209,037 1,209,037 1,236,845 2.30% 46140 State Mandated Cost Reimb 63,642 63,738 54,968 60.000 60,000 60.000 0.00% 46160 From State of California 1,121.480 1.772,735 2,955,006 3,501,112 3,658,160 4,105.596 17.27% 46165 Highway Users Tax 2103 852,971 573,764 510,991 1.514,723 947,370 1.728.326 14.10% 46170 Vehicle License Fee 80,047 87,452 104,000 88.000 88,000 88,000 0.00% 46180 POST Reimbursement 45,051 3.647 44,540 30.000 30,000 30,000 0.00% 46100 State of California Agencies 3,826,334 3,909,771 4,915,694 6,601,496 6,191,191 7,447,391 12.81% 46315 HUD Program Income 43.529 63,277 94,718 46320 CDBG Allocations 83.648 1,097,173 637,581 1,033,767 1,709,045 1.155,698 11.79% 46330 Other Federal 3,543.756 3,292,796 2,549,803 841,768 13,949,778 847,374 0.67% 46300 Federal Agencies 3,670,933 4,453,246 3,282,102 1,875,535 15,658,823 2,003,072 6.80% 46410 County Payments 559,346 230,196 686,643 329,400 567,992 732,830 122.47% 46430 OCTA 20,645 1,554,855 33,659 57,000 233,733 -100.00% 46490 Other Governmental Agencies 106,281 111,877 86,219 324,608 324,608 75,000 -76.90% 46400 County Agencies 686,271 1,896,928 806,521 711,008 1,126,333 807,830 13.62% 46510 Gas Tax 2107 1A36.754 1,433,859 1,037,805 1,411,285 1,411,285 1,480,407 4.90% 46520 Gas Tax 2107.5 10,000 10,000 10,000 10,000 10,000 0.00% 46530 Gas Tax 2106 740,052 694,443 522,496 726,351 726,351 737,285 1.51% 46540 Gas Tax 2105 1.126,393 1,084,317 787,861 1,137.488 1,137,488 1,127.376 -0.89% 46500 Gas Tax Revenues 3,313,199 3,222,619 2,348,162 3,285,124 3,285,124 3,355,068 2.13% 46610 M&O Huntington Beach 121,350 169,121 147,301 492.531 492,531 547,937 11.25% 46620 M&O Garden Grove 8,232 12,327 265,713 32.382 32,382 5,208 -83.92% 46630 M&O Seal Beach 28,028 41,970 34,594 110,253 110,253 124,359 12.79% 30 City of Huntington Beach Adopted Budget-FY 2019/20 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 46640 M&O Westminster 49,784 74,549 61,448 195,834 1,586,267 31,496 -83.92% 46600 WOCWB Revenue 207,394 297,967 509,056 831,000 2,221,433 709,000 -14.68% 46710 AQMD 252,769 249,285 253,862 250,000 72,976 240,000 -4.00% 46790 Other Agencies 1,127,754 983,948 2,013,153 872,500 872,500 914,844 4.85% 46700 Other Agencies 1,380,523 1,233,232 2,267,015 1,122,500 945,476 1,154,844 2.88% 46000 REVENUE FROM OTHER AGCY 13,084,654 15,013,763 14,128,550 14,426,663 29,428,380 15,477,205 7.28% 47110 Residential Tree Replacement 2,500 2,775 5,373 3,000 3,000 3,000 0.00% 47115 Developer Fee 950,805 235,321 180,112 100,000 100,000 65,000 -35.00% 47120 Engineering and Inspection Fee 7,130 15,823 10,349 10,000 10,000 10,000 0.00% 47125 GIS Survey Fee 2,599 279 2,126 2,000 2,000 2,190 9.50% 47130 Grading Plan Check 455,964 318,798 426,033 420,000 420,000 430,000 2.38% 47145 OC Sanitation Collection Fee 2,144,617 54,893 187,587 180,000 180,000 180,016 0.01% 47160 Public Improve Plan Check 135 47165 Recordation Fee 30,906 4,693 4,810 15,000 15,000 15,000 0.00% 47180 Traffic Impact Fee 84,900 436,630 713,994 100,000 100,000 -100.00% 47185 Traffic Plan Check Fees 7,220 2,196 2,500 2,500 3,139 25.56% 47190 Water Quality Inspections 60,455 27,891 18,849 30,000 30,000 28,500 -5.00% 47100 Public Works 3,747,232 1,152,314 1,549,233 862,500 862,500 736,845 -14.57%, 47205 Permit Issuance 326,273 270,024 203,051 220,000 220,000 220,000 0.00% 47210 Plan Review 2,317,681 1,610,116 1,170,082 1,342,135 1,342,135 1,491,500 11.13% 47245 Landscape Plan Check 35,120 22,396 19,775 20,000 20,000 20,000 0,00% 47255 Microfilming 151,804 97,149 65,289 75,000 75,000 96,814 29.09% 47265 Automation Fee 350,931 324,338 238,098 325,000 325,000 360,000 10.77% 47275 Administrative Citation 529,222 356,639 264,564 530,000 530,000 530,000 0.00% 47285 Landscapelnspection 15,669 20,952 741 10,000 10,000 3,000 -70.00% 47290 Development Impact Fee 806,536 3,716,502 9,160,976 3,060,000 3,060,000 3,323,452 8.61% 47200 Building 4,533,236 6,418,116 11,122,576 5,582,135 5,582,135 6,044,766 8.29% 47305 Non-Resident Library Card Fee 14 47315 Library Reserve 183 153 139 47316 Banning Branch Fees 28 47317 Oak View Branch Fees 172 141 47318 Main Street Branch Fees 57 47319 Helen Murphy Branch Fees 4 47320 Community Enrichment Fee 211,551 133,035 39,480 50,000 50,000 50,000 0.00% 47325 Library Replacement Card 5,111 5,924 3,950 5,900 5,900 5,900 0.00% 47330 Library Processing Fee 2,075 2,251 1,260 2,000 2,000 2,000 0.00% 47335 Library Collection Fee 25 47300 Library 219,196 141,529 44,829 57,900 57,900 57,900 0.00% 47410 Film Permits 110,662 188,031 172,539 105,000 105,000 110,000 4,76% 47415 Weed Abatement 18,440 13,669 5,151 13,000 13,000 13,000 0.00% 47420 Sewer Services 70,813 69,499 51,694 70,000 70,000 70,000 0.00% 47440 Impounded Vehicle Release Fee 175,430 199,004 131,435 195,000 195,000 195,000 0.00% 47445 Research Requests 52,177 46,094 16,387 43,789 43,789 43,789 0.00% 47450 Performance Bond Reduction 240 47460 Pay to Stay/Work Furlough 93,340 69,770 71,410 60,700 60,700 60,700 0.00% 47480 Banners and Pennants 3,445 3,749 5,339 3,112 3,112 5,000 60.67% 47400 Special City Services 524,547 589,816 453,955 490,601 490,601 497,489 1.40% 47501 Recreational Fees 2,682,120 3,235,319 1,737,983 3,273,000 3,273,000 3,271,000 -0.06% 47502 Art Center Classes 95,253 98,518 62,984 100,488 100,488 120,814 20.23% 47503 Adventure Playground 36,421 34,049 (238) 38,000 38,000 38,000 0.00% 47510 Junior Lifeguard 460,980 516,175 550,000 550,000 610,000 10.91% 47500 Recreational Classes 3,274,774 3,884,061 1,800,729 3,961,488 3,961,488 4,039,814 1.98% 31 City of Huntington Beach Adopted Budget -FY 2019/20 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 47600 Special Events 666,810 776,272 321,769 784,514 784,514 939,017 19.69% 47705 Refuse Charges 11,133,136 11,190,684 8.730,994 11,876.286 11.876.286 12,151,976 2.32% 47710 Water Sales 29,426.197 32,356,150 25,247,893 35,466,279 35,466,279 36,673,882 3.40% 47736 Convenience/Processing Fees 16,498,896 15,745,315 11,622,359 20,200,111 20,200,111 16,397,495 -18.82% 47700 Utility Charges 57,058,229 59,292,149 45,601,246 67,542,676 67,542,676 65,223,353 -3.43% 47810 EMS Billing Service 6,618,364 6,749,704 5,550,277 6,383,985 6,383.985 6,383,985 0.00% 47811 Fire Med Memberships 1.225,485 1,226,324 893,180 1,273,895 1,273.895 1,273,895 0.00% 47815 Membership 82,642 6,625 4,075 6,700 6,700 5,350 -20.15% 47816 Fitness Center Membership 147,035 81,105 148,000 148.000 148,000 0.00% 47800 Fire Med Fees 7,926,491 8,129,688 6,528,637 7,812,580 7,812,580 7,811,230 -0.02% 47865 Police Emergency Response 90.128 83,782 111,717 70,000 70,000 90,515 29.31% 47870 Fire Emergency Response 45,636 310,686 40,529 45,000 45,000 45,575 1.28% 47860 Emergency Response 135,764 114,467 152,246 115,000 115,000 136,090 18.34% 47905 Fire Hazmat Response 236,300 289,076 24,168 274,370 274,370 270,918 -1.26% 47910 Public Works 4,260 7,628 6,360 9,000 9,000 9,000 0.00% 47915 Hazmat Contracts 15 47920 CUPA Program Revenues 3,616 47900 Hazmat Fees 240,561 296,704 34,159 283,370 283,370 279,918 -1.22% 47930 Fire Permit Inspection 67,761 82,838 99,682 70,000 70,000 138,788 98.27% 47935 Fire Company Inspection 74,643 603,515 248,347 250,000 250.000 568,593 127.44% 47940 Fire Permit Plan Check 517,348 243,208 86,510 420,000 420,000 138,788 -66.96% 47945 Fire Dev Permit Plan Check 148,895 262,651 111,136 140,000 140,000 140,000 0.00% 47946 Fire Dev Permit Inspection 139,755 100.00% 47925 Fire 808,648 1,192,213 545,675 880,000 880,000 1,125,924 27.95% 47965 Photocopying 1,801 1,673 1.736 2.000 2,000 2,000 0.00% 47970 Abandoned Oil Wells 1.649 6,386 49,661 1,500 1,500 -100.00% 47985 Payroll Charges 13 907.704 13,639,335 13,216,420 12,629,055 12 629.055 12.621,650 -0.06% 47950 Miscellaneous 13,911,154 13,647,394 13,267,817 12,632,555 12,632,555 12,623,650 -0.07% 48053 Prop Fund Charges-Water 6,016,053 5,485,036 4,072,636 5,824,317 5,824,317 5,820,895 -0.06% 48054 Prop Fund Charges-WMP 168,327 251 936 187,061 267,520 267,520 330,203 23.43% 48055 Prop Fund Charges-Refuse 550,036 568,117 601,581 601,581 811,745 34.94% 48057 Prop Fund Charges-Sewer 1,320,644 1,670,961 1,240,686 1,774,319 1,774,319 1,832,548 3.28% 48058 From Retiree Medical Trust 45,211 46,567 34,576 46,657 46,657 206,562 342.72% 48059 From Retirement Supplement Tr 174,239 174,239 129,373 174,239 174,239 428,256 145.79% 47000 CHARGES FOR CURRENT SERV.101,321,151 103,263,462 87,655,320 109,693,952 109,693,952 108,946,205 -0.68% 48120 Admissions 2,425 2,480 3,357 2.500 2.500 8,250 230.00% 48130 Property 569,982 604,161 76,274 167,523 167,523 167,523 0.00% 48110 Sales 572,407 606,641 79,631 170,023 170,023 175,773 3.38% 48210 Coin&Jail Signboards 51,711 61,137 68,036 32,400 32,400 64,350 98.61% 48230 Souvineer Sales 23,522 19,425 5,880 19,000 19,000 26,000 36.84% 48240 Library Sales 7,870 8,284 4,625 6,000 6,000 6,000 0.00% 48260 Bus Bench Ads 40,800 40,800 30,600 40,800 40,800 40,800 0.00% 48270 Plans and Specs 1,323 1,836 1,746 1,000 1,000 1,146 14.60% 48200 General Sales 125,226 131,481 110,887 99,200 99,200 138,296 39.41% 48300 Donations-Planning 507 48301 Donations-Community Services 255,037 324,828 483,516 227,194 48302 Donations-Library Services 353,454 351,463 279,383 444,194 48303 Donations-Police 1,100 120 1,900 2.670 48305 Donations-Fire 725 190 610 2.574 48300 Donations 1.135 48300 Donations 611,958 676,601 765,409 676,632 48350 Sponsorships 234,130 215,932 174,360 155,000 155,000 193,995 25.16% 48375 Seacliff Partners 936 32 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2015116 FY 2016117 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 48385 Property Damage Reimburse 160,765 289,901 69,328 195,000 195,000 195,000 0.00% 48400 Restitution 2,667 2,109 855 1,793 1,793 1,793 0.00% 48410 Other Reimbursement 1,129,298 3,131,901 997,646 376,000 376,000 366,000 -2.66% 48370 Reimbursables 1,292,731 3,423,911 1,068,765 572,793 572,793 562,793 -1.75% 48500 Settlements 16,575 21,448 51,328 15,000 15,000 15,000 0.00% 48500 Settlements 16,575 21,448 51,328 15,000 15,000 15,000 0.00% 48511 Credit Card Processing Fee 11,124 11,885 9,379 10,000 10,000 11,892 18.92% 48515 Passport Fee 189,950 245,165 219,180 282,975 282,975 282,975 0.00% 48520 Evidence Recovery 42,958 18,488 48530 Newsrack Impounds (750) 48550 Miscellaneous 1,576,413 1,173,242 922,958 732,800 732,800 813,641 11.03% 48510 Other 1,819,695 1,448,779 1,151,517 1,025,775 1,0259775 1,108,508 8.07% 48100 OTHER REVENUE 4,672,721 6,524,794 3,401,897 2,037,791 2,714,423 2,194,365 7.68% 49101 General 50.500 50,500 -100.00% 49101 From General Fund 23,445,826 11,723,937 28,053.955 19.720.032 17,520,032 19,190,398 -2.69% 49101 From HOME Program 15/16 66,240 49101 From Air Quality Fund 20.187 49101 From Gas Tax 247,612 49101 From Housing Residual Receipts 6,897 405,367 49101 From Self Insurance Liability 1,028,414 49101 From Emergency Operations Ctr. 173,042 49101 From Infrastructure Fund 721.836 49101 From RORF 458,554 398,905 49101 From LMIHAF 405,367 405.367 405,400 0.01% 49101 From HBPFA 48,767 49101 From CFD 2000-1 5,750 8,065 6,082 6,386 6,386 6,540 2.41% 49101 From Mello Roos 77,777 76,641 74,257 79,455 79.455 81,600 2.70% 49101 From CFD 2002-1 5,750 5,900 6,082 6,386 6,386 6,540 2.41% 49101 From Debt Svc Bella Terra 673,656 641,699 681,656 632,675 632,675 735,959 16.32% 49101 From CUPA 13,000 13,000 100.00% 49101 From Self Insurance WC 91 49101 From Energy Efficiency Fund 12.854 49101 From Parking Structure Strand 300,000 300.000 225,000 400,000 400,000 400,000 0.00% 49101 From Energy Efficiency 208.000 49101 From HOME Program 12/13 74,953 49101 From HOME Program 06 54,844 49101 From HUD EDI 108,956 49100 Operating Transfers In 26,568,320 13,830,136 29,962,097 21,300,801 19,100,801 20,839,437 -2.17% 49300 Proceeds of Long Term Debt 10,197,413 2,766,954 49350 Prior Period Adjustment 862,165 5,281.637 49400 Joint Venture Income 480,941 124,044 416.917 401,156 401,156 342,712 -14,57% 49000 NON-OPERATING REVENUE 37,246,673 17,583,299 35,660,651 21,701,957 19,501,957 21,182,149 -2.40% 40000 REVENUES 378,615,329 356,630,626 325,045,370 368,855,896 382,499,705 372,464,890 a 33 City of Huntington Beach Adopted Budget- FY 2019/20 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 40070 Sec Basic Levy 47,228,665 49,145,106 48,823,397 52,413,151 52,413,151 54,112,833 3.24% 40080 Unsec Basic Levy 1,707,776 1,577,184 471,437 1,700,000 1,700.000 1,806 609 6.27% 40060 Basic Levy 48,936,441 50,722,290 49,294,834 54,113,151 54,113,151 55,919,442 3.34% 40170 Sec Prior Year Property Taxes 456,301 416,520 267,224 431,258 431.258 447,646 3.80% 40180 Unsec Prior Year Property Taxes 32,856 21,595 23,742 32,000 32,000 33,216 3.80% 40160 Prior Year Property Taxes 489,157 438,115 290,966 463,258 463,258 480,862 3.80% 40310 Sec Supp Roll 1,271 541 1,571,831 1,463,612 1,560,019 1,560 019 1,652,060 5.90% 40305 Supp Roll Property Taxes 1,271,541 1,571,831 1,463,612 1,560,019 1,560,019 1,652,060 5.90% 40360 Interest Property Taxes 20,776 29,242 51,410 32,249 32,249 40,075 24.27% 40370 Misc Property Taxes 3,482,629 2,430,678 2,714,151 2,430,673 2,430,673 2,523,039 3.80% 40400 Homeowner Exemption 328,759 327,958 305,708 315,500 315,500 327,489 3.80% 40410 Utility Unitary Tax 703,656 719,697 805,817 726,288 726,288 766,533 5.54% 40420 Triple Flip Reimbursemnt 2,646,177 40430 In-Lieu of VLF 18,076,696 18,763,462 19,851,584 20,109,172 20,109,172 21,751,786 8.17% 40440 Nuisance Abatement 141,176 (1,737) 194,555 40450 Employee Retirement Override 5,726,279 5,790,651 5,614,777 6,118,166 6,118,166 6,228,293 1.80% 40350 Other Property Taxes 31,126,149 28,059,951 29,538,002 29,732,048 29,732,048 31,637,215 6.41% 40500 Assessments 30,052 34,068 26,163 40.328 40,328 42,903 6.39% 40010 PROPERTY TAXES 81,853,339 80,826,254 80,613,577 85,908,804 85,908,804 89,732,482 4.45% 41110 1%Allocation Sales Tax 33,890,155 38,091,084 29,682,767 40,636,785 40,636,785 38,800,174 -4.52% 41120 Public Safety Sales Tax 2,206,426 2,280,205 1,681,054 2,355,946 2,355,946 2,402,437 1.97% 41100 Sales Tax 36,096,581 40,371,288 31,363,821 42,992,731 42,992,731 41,202,611 -4.16% 41210 Utility Franchises 2,144,665 2,000,854 1,649,612 1,945,569 1,945,569 1,840,694 -5.39% 41220 Transfer Station Franchises 515,646 485,248 330.662 418,607 418,607 418,607 0.00% 41230 Pipeline Franchises 284,829 210,727 317,355 283,859 283,859 288,037 1.47% 41240 Refuse Franchises 1,140,314 887,986 688,155 900,000 900,000 928,238 3.14% 41250 Cable TV Franchises 2,993,436 2,842,542 2,937,699 2,900,000 2,900,000 2,950,000 1.72% 41270 Bus Bench Franchise 199,200 199,200 149,400 199,200 199,200 199,200 0.00% 41200 Franchises 7,278,089 6,626,556 6,072,883 6,647 235 6,647,235 6,624,776 -0.34% 41400 Transient Occupancy Tax 10,034,950 11,363,957 8,810,218 13,445,035 13,445,035 14,301,012 6.37% 41510 Water Utility Tax 1,600,854 1,686,815 1,322,869 1,756,169 1,756,169 1,808,854 3.00% 41520 Gas Utility Tax 1,824,588 2,013,851 1,471,974 1,513,289 1,513,289 1,558,688 3.00% 41530 Telephone Utility Tax 4,829,822 4,561,626 3,066,825 4,035,609 4,035,609 3,347,461 -17.05% 41540 Electric Utility Tax 8,374,392 8,008,855 5,947,457 8,086,624 8,086,624 8,191,625 1.30% 41550 Cable Utility Tax 2,769,370 2,869,629 2,106,916 2,809,947 2,809,947 2,871,766 2.20% 41560 Prepaid Wireless Utility Tax 83,087 161,827 97,921 158,534 158,534 127,667 -19.47% 41500 Utility Users Tax 19,482,113 19,302,604 14,013,962 18,360,172 18,360,172 17,906,061 -2.47% 41000 OTHER LOCAL TAXES 72,891,733 77,664,406 60,260,884 81,445,173 81,445,173 80,034,460 -1.73% 42103 Fire Prevention Inspection 274,803 327,831 263,075 300,000 300,000 271,516 -9.49% 42105 Oil Well Taxes License 708,913 623,806 444,556 600,000 600,000 587,626 -2.06% 42110 Business License 2,451,857 2,511,647 1,921,924 2,561,880 2,561,880 2,561,880 0.00% 42115 Bicycle License 6,780 6,425 3,388 4,500 4,500 4,000 -11.11% 42120 Oil&Methane Inspection 55,304 19,890 20,472 50,000 50,000 50,000 0.00% 42128 Newsrack Fee 566 42125 Miscellaneous License 33,209 47,499 34,014 40,000 40,000 53,498 33.75% 42100 License General 3,530,865 3,537,663 2,687,429 3,556,380 3,556,380 3,528,520 -0.78% 42152 Street and Curb 269 42155 Encroachment Permit 394,249 360,671 371,937 375,000 375,000 375,000 0.00% 42165 Grading Permit 6.592 1,500 2,000 2,000 2,500 25.00% 42170 Harbor&Dock Construction 16.200 18,239 8,369 15,000 15.000 15,000 0.00% 42180 Obstruction Permit 2,175 273 770 485 100.00% 42185 Parking Permit 13,388 36,449 6,830 15,000 15.000 15,000 0.00% 34 City of Huntington Beach Adopted Budget- FY 2019/20 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 42195 Wide/Overweight/Loading 12,682 12,794 14,246 14,000 14,000 14,000 0.00% 42196 Wireless Permit 25.740 30,000 100.00% 42150 License&Permits Public Works 445,556 429,926 427,892 421,000 421,000 451,985 7.36% 42305 Alarm Permits 266,565 282,723 216,765 294,032 294,032 400,000 36.04% 42310 Building Permits 2,291,549 1,776,077 1,124,251 1,418,965 1,418,965 1,447,344 2.00% 42315 Plumbing Permits 516,928 443,696 288,556 324,000 324,000 330,480 2.00% 42320 Electrical Permits 760,534 677,069 485,344 463,500 463,500 472,770 2.00% 42325 Mechanical Permits 442,566 323,547 172,178 235,000 235,000 239,700 2.00% 42335 Swim Pool Permits 124,207 146,963 86,335 114,000 114,000 121,000 6.14% 42355 Certificate of Occupancy 4,508 24,531 23,677 12,000 12,000 12,240 2.00% 42300 License and Permits Buildings 4,406,857 3,674,605 2,397,106 2,861,497 2,861,497 3,023,534 5.66% 42410 Planning Commission 465.194 287,921 92,351 274,590 274,590 274,590 0.00% 42600 Zoning Administrator 169,635 209,553 287,441 144,540 144,540 207,540 43.59% 42700 Environ Processing 57,899 260,475 103,864 58,000 208,000 49,000 -15.52% 42750 Staff Review 145,075 178,630 185,916 162,900 162,900 207,400 27.32% 42824 Beach-Edinger Spec Plan Fees 186,811 9,427 5,697 20,000 20,000 15,000 -25.00% 42825 General Plan Maintenance Fee 231,550 148,003 59,458 95,000 95,000 100,000 5.26% 42850 Library 9 15 42400 License and Permits Planning 1,256,173 1,094,008 734,742 755,030 905,030 853,530 13.05% 42000 LICENSE AND PERMITS 9,639,450 8,736,201 6,247,169 7,593,907 7,743,907 7,857,569 3.47% 42905 Court/Traffic Fines 559,835 435,995 403,020 500,140 500,140 500,140 0.00% 42915 Main Street Library Fines 1,778 1,560 1.254 1,700 1.700 1.700 0.00% 42920 Central Library Fines 58,731 75,662 58,513 70,000 70,000 70,000 0.00% 42925 Banning Library Fines 2,083 1,410 1,147 1,400 1,400 1,400 0.00% 42930 Oakview Library Fines 2,932 2,587 1,367 2,561 2,561 2,561 0.00% 42935 Murphy Library Fines 939 501 512 466 466 500 7.30% 42910 Library Fines 66,462 81,720 62,793 76,127 76,127 76,161 0.04% 42940 Parking Fines 4,378,388 3,303,498 2,480,296 3,600,000 3,600,000 3,750,000 4.17% 42940 Parking Fines 4,378,388 3,303,498 2,480,296 3,600,000 3,600,000 3,750,000 4.17% 42950 Police Alarm Fines 139,111 174,071 96,645 90,000 90,000 150,000 66.67% 42951 Fire Alarm Fines 5,245 50,000 50,000 42,210 -15.58% 42900 FINES AND FORFEITURES 5,143,796 3,995,284 3,047,999 4,316,267 4,316,267 4,518,511 4.69% 42965 Pooled Cash Interest 605,532 638,125 649,306 500,000 500,000 500,000 0.00% 42966 Market Adjustments (54,032) (328,361) (485,996) 42975 Late Charges 375,185 315,243 291,304 500,000 500,000 500,000 0.00% 42960 Interest Income 926,686 625,007 454,614 1,000,000 1,000,000 1,000000 0.00% 42985 Interest Payments 23,799 20,015 43010 Def Comp C-84-A 20 43065 Waterfront Project 505,230 13,765 14,150 14,575 14,575 14,575 0.00% 43075 Land Lease Income 790,713 806,379 592,677 833,844 833,844 833,844 0.00% 43085 Buildings Lease Income 7,604 6,157 4,618 6,344 6,344 6,344 0.00% 43095 Beach Concessions 1,394,984 1,226,092 958,936 1,318,748 1,318,748 1,318,748 0.00% 43105 Prop/Equip Lease-Beach 119,480 123,064 128,556 130,559 130,559 -100.00% 43115 Room Rentals 452,020 583,930 354,134 553,017 553,017 588,536 6.42% 43145 Central Park Concessions 171,541 179,559 293,642 181,355 181,355 189,335 4.40% 43150 Sports Complex Concessions 73,625 66,721 57,108 67,000 67,000 67,000 0.00% 43155 Vending Machines 20,834 7,429 6,172 20,000 20,000 6,000 -70.00% 43165 Rentals-Leases 240,059 216,566 121,254 240,059 240,059 240,059 0.00% 43166 Ocean View Estates Rents 486,464 538,299 399.573 520,000 520,000 520,000 0.00% 43055 Lease and Concession Income 4,262,553 3,767,961 2,930,820 3,885,501 3,885,501 3,784,441 -2.60% 43910 City Oil Wells 139,385 218,871 89,484 215,000 215,000 150,000 -30.23% 35 City of Huntington Beach Adopted Budget -FY 2019/20 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 43920 Other Royalties 47,980 70,095 72,398 75,000 75,000 118,496 57.99% 43900 Royalties 187,365 288,965 161,882 290,000 290,000 268,496 -7.42% 44010 Parking Lots 3,347,360 3,421,753 1,804,175 3,659,358 3,659,358 3,659,358 0.00% 44015 Annual Parking Pass 862,285 889,407 592,555 862,285 862,285 867,285 0.58% 44030 Sunset Vista 679,796 694,244 504,890 687,529 687,529 767,285 11.60% 44040 Parking Structures 1,026,484 1,079,296 656,815 1,065,882 1,065,882 1,000,000 -6.18% 44050 Meters- Business 501,169 484,537 345,426 489,382 489,382 498,017 1.76% 44060 Meters-Residential 938,765 958,626 640,326 979,096 979,096 965,384 -1.40% 44070 Meters-Recreational 1,582,696 1,615,295 1,072,057 1,534,490 1,534,490 1,823,562 18.84% 44080 Pier Plaza 1,731,743 1,670,114 1,144,940 1,631,993 1,631,993 1,672,141 2.46% 44090 Meters Beach Blvd 70,627 57,604 27,729 66,534 66,534 48,125 -27.67% 44100 Sports Complex 131,751 114,389 93,966 122,000 122,000 122,000 0.00% 44000 Parking Revenue 10,872,676 10,985,264 6,882,879 11,098,549 11,098,549 11,423,157 2.92% 45040 Convicted Offender Booking Fee 408,951 521,448 361.637 511,084 511,084 444,188 -13.09% 45100 Other Govt Jail Bookings 360 1,050 45000 Contract Jail Bookings 409,311 522,498 361,637 511,084 511,084 444,188 -13.09% 45110 PCS Wireless 330,012 341,063 283,331 351,295 351,295 352,082 0.22% 42955 USE OF MONEY AND PROP 16,988,603 16,554,557 119095,198 17,136,429 17,136,429 17,272,364 0.79% 46110 Tidelands Revenue 138,624 152,070 138,624 138,624 138,624 0.00% 46115 GEMT Reimbursement 57,167 142,014 103,679 60,000 60,000 60,000 0.00% 46130 Real Property Transfer 1,465,878 1,262,143 988,575 1,209,037 1,209,037 1,236,845 2.30% 46140 State Mandated Cost Reimburs. 63,642 63,738 54,968 60,000 60,000 60,000 0.00% 46160 From State of California 406,792 568,359 1,026,661 100,000 100,000 100,000 0.00% 46170 Vehicle License Fee 80,047 87,452 104,000 88,000 88,000 88,000 0.00% 46180 POST Reimbursement 45,051 3,647 44,540 30,000 30,000 30,000 0.00% 46100 State of California Agencies 2,257,200 2,127,353 2,474,493 1,685,661 1,685,661 1,713,469 1.65% 46410 County Payments 330,807 486,345 329,400 329,400 486,345 47.65% 46490 Other Governmental Agencies 105,314 99,567 61,599 100,000 100,000 75,000 -25.00% 46400 County Agencies 436,121 99,567 547,944 429,400 429,400 561,345 30.73% 46790 Other Agencies 780.536 808,803 561,020 780.000 780,000 792,000 1.54% 46700 Other Agencies 780,536 808,803 561,020 780,000 780,000 792,000 1.54% 46000 REVENUE FROM OTHER AGENCY 3,473,857 3,035,723 3,583,457 2,895,061 2,895,061 3,066,814 5.93% 47110 Residential Tree Replacement 2,500 2,775 5,373 3.000 3.000 3,000 0.00% 47115 Developer Fee 2,284 47118 Underground Utilities 53,000 47120 Engineering and Inspection Fee 4,880 5.456 7,715 10.000 10,000 10,000 0.00% 47125 GIS Survey Fee 2,599 279 2,126 2.000 2.000 2,190 9.50% 47130 Grading Plan Check 455,964 318,798 426,033 420.000 420,000 430,000 2.38% 47140 Landscape Plan Check 14 47145 OC Sanitation Collection Fee 137,249 19,623 16,399 80,000 80,000 30,016 -62.48% 47160 Public Improvement Plan Check 135 47165 Recordation Fee 30,906 4,693 4,810 15,000 15,000 15.000 0.00% 47185 Traffic Plan Check Fees 7,220 2,196 2,500 2,500 3.139 25.56% 47190 Water Quality Inspections 60,455 27,891 18,849 30,000 30,000 28,500 -5.00% 47100 Public Works 704,192 434,726 481,305 562,500 562,500 521,845 -7.23% 47205 Permit Issuance 326,273 270,024 203,051 220,000 220,000 220,000 0.00% 47210 Plan Review 2,317,681 1,610,116 1,170,082 1,342,135 1,342,135 1,491,500 11.13% 47245 Landscape Plan Check 35,120 22,396 19,775 20,000 20,000 20,000 0.00% 47255 Microfilming 151,804 97,149 65,289 75,000 75,000 96,814 29.09% 47265 Automation Fee 350,931 47275 Administrative Citation 529,222 356,639 264,564 530,000 530,000 530,000 0.00% 36 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2015116 FY 2016117 FY 2017118 FY 2018/19 FY 2018119 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 47285 Landscape Inspection 15,669 20,952 741 10,000 10,000 3,000 -70.00% 47200 Building 3,726,699 2,377,276 1,723,502 2,197,135 2,197,135 2,361,314 7.47% 47305 Non-Resident Library Card Fee 14 47315 Library Reserve 183 153 139 47316 Banning Branch Fees 28 47317 Oak View Branch Fees 172 141 47318 Main Street Branch Fees 57 47319 Helen Murphy Branch Fees 4 47320 Community Enrichment Fee 211,551 133,035 39,480 50,000 50,000 50,000 0.00% 47325 Library Replacement Card 5,111 5,924 3,950 5,900 5,900 5,900 0.00% 47330 Library Processing Fee 2,075 2,251 1,260 2,000 2,000 2,000 0.00% 47335 Library Collection Fee 25 47300 Library 219,196 141,529 44,829 57,900 57,900 57,900 0.00% 47410 Film Permits 55,003 147,982 40,000 50,000 50,000 50,000 0.00% 47415 Weed Abatement 18,440 13,669 5,151 13,000 13,000 13,000 0.00% 47420 Sewer Services 70,813 69,499 51,694 70,000 70,000 70,000 0.00% 47440 Impounded Vehicle Release Fee 175,430 199,004 131,435 195,000 195,000 195,000 0.00% 47445 Research Requests 52,177 46,094 16,387 43,789 43,789 43,789 0.00% 47450 Performance Bond Reduction 240 47460 Pay to Stay/Work Furlough 93,340 69,770 71,410 60.700 60.700 60,700 0.00% 47480 Banners and Pennants 3,445 3,749 5,339 3.112 3,112 5,000 60.67% 47400 Special City Services 468,888 549,767 321,416 435,601 435,601 437,489 0.43% 47501 Recreational Fees 2,657,720 3,211,919 1,717,244 3,250,000 3,250,000 3,250,000 0.00% 47502 Art Center Classes 95,253 98,518 62,984 100,488 100,488 120,814 20.23% 47503 Adventure Playground 36,421 34,049 (238) 38,000 38,000 38,000 0.00% 47510 Junior Lifeguard 460,980 516,175 550,000 550,000 61 0000 10.91% 47500 Recreational Classes 3,250,374 3,860,661 1,779,990 3,938,488 3,938,488 4,018,814 2.04% 47600 Special Events 63,385 79,270 60,645 74,514 74,514 139,017 86.56% 47710 Water Sales 49,674 124,611 108,027 70,625 70,625 161,704 128.96% 47736 Convenience/Processing Fees 176,142 150,619 94,581 155,000 155,000 174,369 12.50% 47700 Utility Charges 225,816 275,230 202,608 225,625 225,625 336,073 48.95% 47810 EMS Billing Service 6,618,364 6,749,704 5,550,277 6,383,985 6,383,985 6,383,985 0.00% 47811 Fire Med Memberships 1,225,485 1,226,324 893,180 1,273,895 1,273,895 1,273,895 0.00% 47815 Membership 82,422 4,925 2,240 5,000 5,000 3,550 -29.00% 47816 Fitness Center Membership 147,035 81,105 148,000 148,000 148,000 0.00% 47800 Fire Med Fees 7,926,271 8,127,988 6,526,802 7,810,880 7,810,880 7,809,430 -0.02% 47865 Police Emergency Response 90,128 83,782 111.717 70,000 70,000 90,515 29.31% 47870 Fire Emergency Response 45,636 30,686 40,529 45,000 45,000 45,575 1.28% 47860 Emergency Response 135,764 114,467 152,246 115,000 115,000 136,090 18.34% 47905 Fire Hazmat Response 1,097 2,468 2,563 2,400 2,400 2,900 20.83% 47910 Public Works 4,260 7,628 6,360 9,000 9,000 9,000 0.00% 47915 Hazmat Contracts 15 47900 Hazmat Fees 5,357 10,096 8,938 11,400 11,400 11,900 4.39% 47930 Fire Permit Inspection 67,761 82,838 99,682 70,000 70,000 138,788 98.27% 47935 Fire Company Inspection 74,643 603,515 248,347 250,000 250,000 568,593 127.44% 47940 Fire Permit Plan Check 517,348 243,208 86,510 420,000 420,000 138,788 -66.96% 47945 Fire Dev Permit Plan Check 148,895 262,651 111,136 140,000 140,000 140,000 0.00% 47946 Fire Dev Permit Inspection 139,755 100.00% 47925 Fire 808,648 1,192,213 545,675 880,000 880,000 1,125,924 27.95% 47965 Photocopying 1,801 1,673 1,736 2,000 2,000 2,000 0.00% 47970 Abandoned Oil Wells 1,649 6,386 49,661 1,500 1,500 -100.00% 37 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 47985 Pa roll Charges 275 47950 Miscellaneous 3,450 8,334 51,397 3,500 3,500 2,000 -42.86% 48053 Prop Fund Charges-Water 6,016,053 5,485,036 4,072,636 5,824,317 5,824,317 5,820,895 -0.06% 48054 Prop Fund Charges-WMP 168,327 251,936 187,061 267,520 267,520 330 203 23.43% 48055 Prop Fund Charges-Refuse 550,036 568,117 601,581 601,581 811 745 34.94% 48057 Prop Fund Charges-Sewer 1,320,644 1,670,961 1,240,686 1,774,319 1,774,319 1 832 548 3.28% 48058 From Retiree Medical Trust 45,211 46,567 34,576 46,657 46,657 206,562 342.72% 48059 From Retirement Supplement Tr 174,239 174,239 129,373 174,239 174,239 428,256 145.79% 47000 CHARGES FOR CURRENT SERV 25,812,551 24,800,294 18,131,802 25,001,176 25,001,176 26,388,005 5.55% 48130 Property 548,503 221,561 73,425 167,523 167,523 167,523 0.00% 48110 Sales 548,503 221,561 73,425 167,523 167,523 167,523 0.00% 48210 Coin&Jail Signboards 22,080 56,400 65,625 30,000 30,000 59,850 99.50% 48230 Souvineer Sales 402 987 1,020 1,000 1,000 1,000 0.00% 48240 Library Sales 7,870 8,284 4,625 6.000 6,000 6,000 0.00% 48260 Bus Bench Ads 40,800 40,800 30,600 40.800 40.800 40,800 0.00% 48270 Plans and Specs 918 1,145 1,082 1.000 1.000 1,146 14.60% 48200 General Sales 72,069 107,616 102,952 78,800 78,800 108,796 38.07% 48350 Sponsorships 152,480 161,207 115,135 100,000 100,000 133,995 34.00% 48385 Property Damage Reimbursement 122,027 204,326 59,262 170,000 170,000 170,000 0.00% 48400 Restitution 2,667 2,109 855 1,793 1,793 1,793 0.00% 48410 Other Reimbursement 274,966 140,126 166,124 225,000 225.000 225,000 0.00% 48370 Reimbursables 399,660 346,561 226,241 396,793 396,793 396,793 0.00% 48500 Settlements 16,575 21,448 51,328 15,000 15,000 15,000 0.00% 48500 Settlements 16,575 21,448 51,328 15,000 15,000 15,000 0.00% 48511 Credit Card Processing Fee 11,124 11,885 9,379 10.000 10,000 11,892 18.92% 48515 Passport Fee 189,950 245,165 219,180 282.975 282,975 282,975 0.00% 48530 Newsrack Impounds (750) 48550 Miscellaneous 938,066 325,263 373,982 325,000 325,000 338,641 4.20% 48510 Other 1,138,389 582,313 602,541 617,975 617,975 633,508 2.51% 48100 OTHER REVENUE 2,327,677 1,440,706 1,171,622 1,376,091 1,376,091 1,455,615 5.78% 49101 From Emergency Operations Ctr 151,805 49101 From RORF 458,554 398,905 49101 From CFD 2000-1 5,750 8,065 6,082 6,386 6,386 6,540 2.41% 49101 From Mello Roos 77,777 76,641 74,257 79,455 79,455 81,600 2.70% 49101 From CFD 2002-1 5,750 5,900 6,082 6,386 6,386 6,540 2.41% 49101 From Debt Svc Bella Terra 5,750 5,900 6,082 6,386 6,386 6,540 2.41% 49101 From Certified Unified Program Agcy 13,000 13,000 100.00% 49101 From Energy Efficiency Fund 12,854 49101 From Parking Structure Strand 300,000 300,000 225,000 400.000 400,000 400,000 0.00% 49101 From Energy Efficiency 208,000 49100 Operating Transfers In 866,580 1,016,265 469,308 498,613 498,613 514,220 3.13% 49350 Prior Period Adjustment 862.165 49400 Joint Venture Income 180,963 (110.188) 183,015 49000 NON-OPERATING REVENUE 1,047,544 1,768,242 652,323 498,613 498,613 514,220 3.13% 40000 REVENUES 219,178,550 218,821,667 184,804,031 226,171,521 226,321,521 230,840,040 2.06% 38 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue vs. Expenditure ALL FUNDS FY 2018/19 FY 2019/20 Annual Budget Description Adopted Adopted Incr/(Decr) %Incr/(Decr) Revenue 368,855,896 372,464,890 3,608,994 0.98% Use of Fund Balance 4,272,063 8,545,507 4,273,444 100.03% Total Sources of Funds 373,127,959 381,010,397 7,882,438 2.11% Expense 373,127,959 381,010,397 7,882,438 2.11% Total Uses of Funds 373,127,959 381,010,397 7,882,438 2.11% Surplus/(Deficit) Sales Tax Franchises 21.0% i 3.4% Transient Occupancy Tax zz 6.7% Utility Users Tax 8,4% License&Permits 3.8% Fines&Forfeitures 2.1% Fund Balance Property Tax 4.0% 50.6% • • Operating Expenses 30.4%_ Capital Expenditures 8.4% Debt ServicelTransfers 10.5% —�Non-Operating Expenses 0.3% t.xA4 Personnel Services 50.4% 39 Intentionally Left Blank 40 City of Huntington Beach Adopted Budget - FY 2019/20 Revenue vs. Expenditure General Fund FY 2018/19 Annual Budget Description Adopted FY 2019/20 Adopted Incr/(Decr) %Incrl(Decr) Revenue 226,171,521 230,840,040 4,668,519 2.06% Use of Reserves 2,200,000 781,376 (1,418,624) -64.48% Total Sources of Funds 228,371,521 231,621,416 3,249,895 1.42% Expense 228,371,521 231,621,416 3,249,895 1.42% Total Uses of Funds 228,371,521 231,621,416 3,249,895 1.42% Surplus/(Deficit) Transient License&Permits Tr • • • Occupancy Tax Utility Users Tax 3.4% p y 7.8/o Fines&Forfeitures Franchises 6.2% 2.9% Use of Money&Property 7.5% Revenue from Other Agencies Sales Tax 1.3% 17.9% Charges for Current Services 11.4% Other Revenue 0.6% Non-Operating Revenue Property Tax — 0.2% 38.9% Operating Expenses 17.5% Debt Service 0.5% d �Transfers 8.3% Personnel Services 73.7% a �r �l 41 Intentionally Left Blank 42 City of Huntington Beach Adopted Budget — FY 2019/20 Expenditure Descriptions and Assumptions GENERAL FUND EXPENSE: $231.6 million Community Services Public Works Non-Departmental $8,552,781 $25,964,567 $34,549,809 0 Community Development 3.7% 11.2% 14.9/o Fire $7,779,262 $49,060,211 3.4% 21.2% Information Services gl ry�RYif e i,9 $7,228,641 3.1% Human Resources $1,953,667 0.8% Finance $6,033,343 2.6% Library Services $5,031,733 2.2% R,; �, :`,,,s "' Police, City Attorney $78,574,391 $2,617,309 33.9% 1.1% City Manager City Clerk City Treasurer, $2,747,624 $862 278 City Council $242,367 o $423,433 0.1% 1.2/° 0.4% 0.2% Personnel Services—$170,521,899 The FY 2019/20 Adopted Budget reflects flat staffing level across All Funds with a total personnel count of 986.25 Full Time Equivalents (FTEs). Operating Expenses—$40,523,099 Included in the operating category are all General Fund operating expenses including professional and contract services. The FY 2019/20 Adopted Budget reflects 3.5 percent decrease from the prior year Adopted Budget of$41.2 million. Capital Expenditures—$316,800 The budget for capital expenditures includes funding towards the repair and improvements of City facilities. The FY 2019/20 Adopted Budget also includes $4.0 million in recurring, structural General Fund support for infrastructure; reflected in the Non-Operating Expenditures category. See Non-General Fund Capital Projects for funding for other capital expenditure projects previously reported. Non-Operating Expenditures -$20,259,618 This category contains transfers to other funds related to debt service and transfers to other funds for operating purposes. The FY 2019/20 Adopted Budget includes $4.9 million in transfers to the General Liability Internal Service Fund; $4.0 million to the Infrastructure Fund; and $4.7 million for equipment replacement to the new Equipment Fund. Also included in the budget is the recurring LeBard School site funding of$667,000 (split from the General Fund and Park Development Impact Fees). 43 City of Huntington Beach - '" Adopted Budget — FY 2019/20 Expenditure Descriptions and Assumptions NON-GENERAL FUND EXPENSE The FY 2019/20 Adopted Budget for Non-General Fund Expenses totals $149.4 million. Water Enterprise—$41,543,192 Water user rates fund the operations and maintenance of the City's water system, including water wells, imported water connections, reservoirs, booster station, pipelines, water meters, meter reading and customer service, water quality testing and water conservation programs. Water Master Plan—$4,700,203 The Water Master Plan (WMP) was adopted in 1995 and updated in FY 2016/17. It recommends new facilities that provide the City with adequate water production and storage capabilities. In the next fiscal year, the WMP projects include the City's share of slip lining the OC-44 imported water transmission line, water main replacements, Well 6 treatment improvements, and improvements to the water distribution system. Refuse Fund—$12,245,796 Funding is provided for citywide residential curbside and commercial refuse collection and disposal. The City contracts with Republic Services, formerly Rainbow Disposal, to provide trash pick-up. Sewer Service Funds—$11,146,192 The Sewer Service Fund was established for the maintenance, rehabilitation and replacement of sewer facilities. Revenue is derived from direct sewer related charges to local residents and businesses. Sewer facilities are evaluated regularly to determine priorities to repair or replace. The capital project program includes, relining of existing sewer lines and sewer lift station design and construction. Transportation/Street Projects—$11,551,589 This category includes expenditures from the Gas Tax, Measure M, Air Quality, Traffic Congestion Relief Fund, Highway Safety Improvement Program, Road Maintenance Rehabilitation Account Fund, and other related Federal and State grant funds. As in previous years, available revenue in these funds for projects continues to fluctuate greatly as the State threatens to use these types of funds to balance the State budget. Capital Proiects—$11,210,600 Included in this category are one-time revenues from developers to fund capital projects. Also included are development related impact fees for sewer, drainage and park purposes. This also includes budget for capital expenditures, funding towards the repair and improvements of City facilities as well as replacement of City equipment. The FY 2019/20 Adopted Budget also includes $4.0 million in recurring, structural General Fund support for infrastructure, and $4.7 million to support the replacement of the City's vehicle fleet, machinery, and technology systems; reflected in the Non-Operating Expenditures category. See Non- General Fund Capital Projects of funding for other capital expenditure projects and equipment items previously reported. RORF (Successor Agency) and Rehabilitation Loans Fund—$8,290,010 This category includes all the costs associated with the former Redevelopment Agency and Housing Authority, currently the Successor Agency, except for the Community Development Block Grant and HOME program money. The FY 2012/13 budget for this category decreased significantly mainly due to the elimination of the Redevelopment Agency and abolishment of the Housing Authority. Pursuant to Assembly Bill 1 x26, the Redevelopment Agency was eliminated effective February 2012. The City Council approved two resolutions designating the City as the Successor Agency to the Redevelopment Agency and the Huntington Beach Housing Authority as the Successor Agency for housing-related items. The Recognized Obligation Retirement Fund (RORF) was created, and all of the former Redevelopment Agency's properties, contracts, and leases were transferred to that fund. 44 l � City of Huntington Beach Adopted Budget — FY 2019/20 Expenditure Descriptions and Assumptions NON-GENERAL FUND EXPENSE—CONTINUED Debt Service—$9,135,912 General Fund revenues are the main source for inter-fund transfers to pay the City's annual debt service cost. Community Facilities Districts (CFDs) and Judgment Obligations Bonds are sources of funding for these expenses. Other Grants and Funds —$16,204,486 The two major grant Funds in this category are expenditures for the Community Development Block Grant as well as the HOME Program. Also included within this group are several minor funds related to city activities, special projects and fiduciary and trust funds. Internal Service Funds— $17,499,983 These funds are utilized to account for retirement medical and supplemental retirement costs, which are provided directly by the City. The FY 2019/20 Adopted Budget also includes Self Insurance Workers' Compensation costs and Self Insurance General Liability amounting to $7.2 million and $4.9 million respectively. Business Improvement Districts—$5,591,000 There are two Business Improvement Districts (BIDs) within the City: Hotel/Motel and Downtown. The businesses in each district are assessed a charge, which is collected by the City and redistributed back to the district through City Council approved projects and maintenance appropriations. Other Enterprise Funds—$270,018 This category includes the Certified Unified Program Agency (CUPA), which supports hazardous waste inspections. 45 Intentionally Lef t Blank 46 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditures by Department ALL FUNDS Capital Debt Special Internal Trust and General Projects Service Enterprise Revenue Service Agency Other Department Fund Fund Funds Funds Funds Funds Fund Funds Funds' TOTAL City Council 423,433 423,433 City Attorney 2,617,309 2,617,309 City Clerk 862,278 862,278 City Treasurer 242,367 242,367 City Manager 2,747,624 60,000 2,161,418 60,000 5,029,042 Community Development 7,779,262 196,476 7,975,738 Community Services 8,552,781 5,279,606 691,500 14,523,886 Finance 6,033,343 5,433,880 11,467,223 Fire 49,060,211 270,018 620,000 402,510 50,352,739 Human Resources 1,953,667 12,066,103 14,019,770 Information Services 7,228,641 360,000 7,588,641 Library Services 5,031,733 265,821 5,297,554 Police 78,574,391 723,948 90,000 79,388,339 Public Works 25,964,567 4,145,000 69,635,382 12,247,349 649,000 112,641,299 Non-Departmental 34,549,809 7,005,600 9,135,912 134,000 17,755,457 68,580,778 Grand Total 231,621,416 11,210,600 9,135,912 69,905,400 21,988,618 17,499,983 18,806,967 841,500 381,010,397 *Other Funds include Specific Events 47 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditures by Department ALL FUNDS All Funds Expenditures by Department Fire Library Services Human R Resources Community Services 13.2% 1.4% 3.8% Finance Police 3.0% 20.9% Community Development s " fi �} 2.1% -_Information Services g 2.0% Non-Departmental 18.0% City Manager 1.3% City Attorney Public Works 0.7% 29.5% City Treasurer City Council City Clerk 0.1% 0.1% 0.2% All Funds Expenditures by Fund Enterprise Funds 18.4% Trust and Agency Funds 4.9% General Fund w 60.8% Special Revenue Funds 5.8% Capital Projects Funds 2.9% Internal Service Fund Debt 4.6% Other Funds Service 0 2% Funds 2.4% 48 City of Huntington Beach Adopted Budget FY 2019120 Expenditure Summary ALLFUNDS Summary Combined by Fund Percent Change FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 From Prior Fund Actual Actual Actual Adopted Revised Adopted Year 00100 General Fund 224,546,454 218,804,697 182,852,702 228,371,521 230,061,577 231,621,416 1.42% 00101 Specific Events 405,910 811,913 344,135 759,000 759,000 751.500 -0.99% 00103 Donations Fund 696,226 804,658 662,431 1,740,100 00104 School Events 1,359 00122 Inmate Welfare Fund 10,237 1,679 3,690 40.000 40,000 40,000 0.00% 00126 Donations Historic Wintersburg 2,839 00127 Prop Tax in Lieu of Sales Tax 784,265 2,515,887 358,278 1,789,917 00201 Air Quality Fund 303,429 232,996 32,746 266,115 1,019,385 139,357 -47.63% 00204 Fourth of July Parade 414,878 388,258 239,377 430,490 496,747 420,050 -2.43% 00206 Traffic Impact 563,921 610,801 90,191 3,035,412 00207 Gas Tax Fund 6,085,288 2,917,527 2,294,598 2,718,000 5.156,448 3,150,000 15.89% 00209 Park Acquisition&Development 178,003 1,585,229 341,457 60,000 264,265 -100.00% 00210 Sewer 92,110 159,127 341,264 2,500,000 4,403,043 2,500,000 0.00% 00211 Drainage 63,795 236,119 38 00212 Narcotics Forfeiture Federal 139,554 216,216 125 156,000 100.00% 00213 Measure M Fund 3,232,964 4,878,402 2,541,776 3,613,473 5,761,868 3,181,076 -11.97% 00214 Narcotics Forfeiture State 56,895 26,000 112,203 -100.00% 00215 Rehabilitation Loans 171,300 192,556 97,744 300,000 1,378,906 300,000 0.00% 00216 Property and Evidence 206,806 94,315 75,000 75,000 50,000 -33.33% 00217 Affordable Housing In-Lieu 30,306 90,068 26,764 37,000 304,586 300,000 710.81% 00219 Traffic Congestion Relief 42 415,526 309,655 831,863 1,232,000 2,669,829 1,727,000 40.18% 00223 Safe and Sane Fireworks 73,068 00225 Gun Range Settlement 50,000 50,000 -100.00% 00226 Quimby Fund 14,716 349,072 1,058,516 2,058,516 418,089 -60.50% 00228 Park Dev Impact Residential 133,984 289,780 416,864 1,174,637 3,802,576 4,154,981 253.72% 00229 Library Development Impact 92,672 53,806 50,313 50,000 150,000 200,000 300.00% 00231 Fire Facilities Dev Impact 620,000 100.00% 00233 Housing Residual Receipts 6,897 444,590 11,118 50,000 62,384 50,000 0.00% 00234 Disability Access Fund 7,433 9,049 4,519 84,000 84,000 84,000 0.00% 00235 Park Dev Impact Non Residential 316,800 316,800 00237 Self Insurance Liability Claim 1,028,414 00238 Emergency Operations Center 19,271 142,210 173,042 00239 CDBG 628,106 1,033,767 1,689,124 1,155,698 11.79% 00240 HOME 22,510 851,567 1,240,721 606,864 -28.74% 00243 Surf City"3"Cable Channel 605,000 100.00% 00308In-Lieu Parking Downtown 8,966 51,697 497,817 105,000 135,034 60,000 -42.86% 00314Infrastructure Fund 2,558,700 2,751,010 2,217,734 6,008,000 11,472,191 4,000,000 -33.42% 00319 Senior Center Development 9,337,576 138,142 50,000 50,000 00321 Lease Capital Project Fund 3,322,396 2,575,369 285,959 786,192 00322 ELM Automation Fund 218,826 160,031 404,820 404,820 360,000 -11.07% 00323 Technology Fund 616,000 00324 Equipment Fund 896,453 5,000,000 8,174,741 4,650,600 -6.99% 00350 RORF 17,790,037 3,424,945 2,167,355 9,834,687 9,834,687 8,290,010 -15.71% 00352 LMIHAF 159,638 490,634 239,790 796,618 801,646 816,078 2.44% 00401 Debt Svc HBPFA 6,629,288 5,160,095 877,129 5,042,595 5,042,595 5,016,365 -0.52% 00405 Debt Svc Grand Coast CFD 2000-1 1,132,076 1,102,666 264,338 1,094,100 1,094,100 1,091,204 -0.26% 00406 Debt Svc Mello Roos 266,523 263,648 93,845 263,060 263,060 264,000 0.36% 00408 Debt Svc McDonnell CFD 2002-1 385,630 396,354 139,789 394,577 402,529 409,970 3.90% 00410 Debt Svc Bella Terra 2,356,900 2,328,411 1,126,511 2,388,047 2,388,047 2,354,373 -1.41% 00501 CUPA 256,682 224,262 128,276 252,519 254,289 270,018 6.93% 00504 Refuse Collection Service 11,277,383 10,821,112 8,944,349 12,056,902 12,058,712 12,245,796 1.57% 00506 Water 40,267,648 44,921,267 28,040,295 40,593,832 42,060,760 41,543,192 2.34% 00507 Water Master Plan 1,375,023 1,018,991 1,149,229 4,667,279 13,308,434 4,700,203 0.71% 00508 WOCWB 118,479 306,835 (224,025) 771,000 7,234,997 649,000 -15.82% 00511 Sewer Service Fund 8,729,189 9,351,473 6,399,265 9,853,883 14,513,471 11,146,192 13.11% 00551 Self Insurance Workers'Comp 6,375,551 13,449,153 6,360,579 7,194,055 7,548,158 7,187,770 -0.09% 00552 Self Insurance General Liab 12,676,383 3,941,312 2,266,277 4,874,804 6,569,125 4,878,333 0.07% 00556 Energy Efficiency Fund 12,854 00650 Gen Fixed Assets Acct Group 13,908,367 13,700,437 10,500,576 00653 Gfaag CNOA 20,894 5,233 12,075 49 City of Huntington Beach Adopted Budget FY 2019120 Expenditure Summary ALL FUNDS Summary Combined by Fund Percent Change FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 From Prior Fund Actual Actual Actual Adopted Revised Adopted Year 00701 BID Auto 101,520 110,800 30,800 00702 Retiree Insurance Fund 737,730 685,227 671,699 1,435,000 1,441,609 1,433,880 -0.08% 00703 Retirement Supplement 4,057,067 4,423,973 3,748,953 4,000,000 4,001,997 4,000,000 0.00% 00704 Fire JPA Fund 510,603 487,678 285,076 541,137 589,724 402,510 -25.62% 00707 Debt Svc Judgment Oblig Bonds 1,024,149 674,700 00709 BID Hotel/Motel 2,980,967 3,372,698 2,590,125 4,032,820 4,032,820 5,500,000 36.38% 00710 BID Downtown 107,639 124,147 96,487 110,000 110,000 91,000 -17.27% 00711 Parking Structure-Bella Terra 583,930 635,799 624,384 626,289 626,289 729,419 16.47% 00712 Parking Structure-Strand 1,136,011 1,164,212 782,334 2,028,950 2,028,950 2,028,950 0.00% 00716 Section 115 Trust 6,549 7,259 00750 Alcohol Prevention Services 20,311 00807 Energy Efficiency 1,018,105 3,343,720 2,265,964 630,344 370,000 100.00% 00838 Jail Training Grant 10,400 10,455 8,560 9,030 00843 HOME Program 13/14 20,363 335,168 99,556 9,137 00850 HOME Program 10/11 83,733 00851 HOME Program 11/12 8,618 28,666 00852 HOME Program 12/13 397,813 109,102 00854 HOME Program 06 54,844 00859 CDBG 08/09 58,841 00860 CDBG 09/10 83,648 55,000 31,159 00863 CDBG 13/14 102,411 145,629 4,494 665 00873 OCTA/Cip Grant 43,180 1,128,998 25,990 1,907,306 00878 Caltrans Grants (1,068) 00909 UASI/OCIAC Program 54,625 108,382 1,474 00955 Prop 69 Funding 52,865 9,723 21,500 00960 Used Oil OPP1 10/11 38,884 47,153 6,245 123,946 00961 Hwy Bridge Replacement&Rehabilitation 184,693 8,541 25,323 1,175,696 00963 Sr Mobility Program 245,840 231,184 143,065 238,592 246,485 100.00% 00965 Master Plan of Arterial Hwys 1,024,241 304,008 00968 SLESF Grant 11/12 63,312 11,130 00970 Bridge Preventative Maintenance Program (26,746) 1,597,680 692,888 00971 Asset Forfeiture 15%State Set 1,000 14,095 1,417 28,488 00976 Homeland Security MMRS 10/11 22,159 8,577 00978 US Secret Services(USSS) 8,500 8,500 9,679 15,321 00979 AB109 Public Safety Realignment 118,816 54,127 55,000 139,909 66,439 20.80% 00981 OC Real Estate Trust Fnd 12/13 4,717 527 31 00984 SLESF Grant 12/13 154,722 69,704 15,000 405,524 261,000 1640.00% 00985 State Literacy Grant 9,533 51,272 49,977 57,441 00988 Human Trafficking 967 00989 OCDETF 9,993 25,000 00994 HUD EDI Senior Center Dev 142,500 00995 Hwy Safety Improvement Program 150,800 7,369 284,350 137,600 3,124,333 -100.00% 01208 CDBG 14/15 27,920 152,231 3,830 01209 HOME Program 14/15 12,207 493,138 77,328 2,378 01210 OCTA Beach/Edinger Grant 136,331 01215 Immigration&Customs Enforce 50,000 01218 DHS Fire Equipment Grant 797 01219 CDBG 15/16 857,141 30,888 01220 HOME Program 15/16 89,250 178,077 170,551 219,152 01221 Domestic Violence CY2015 41,297 01222 Hazard Mitigation Grant Program 24,629 18,013 45,589 2,461,770 01223 LSTA Pitch Grant 15/16 4,583 01224 OC Regional Narc Suppression 56,051 59,200 48,651 60,000 60,000 -100.00% 01225 EMPG 15/16 24,599 01226 Library Grants 53,357 9,867 01227 Office of Traffic Safety 15/16 448,702 01228 CalRecycle City/County CRV 62,132 85,273 31,700 48,974 48,974 50,092 2.28% 01229 Housing Related Parks Grant 109,997 174,198 01230 AB 109 Reimbursement 16,806 9,469 46,771 01231 ABC Grant 15/16 24,570 50 City of Huntington Beach Adopted Budget FY 2019120 Expenditure Summary ALLFUNDS Summary Combined by Fund Percent Change FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 From Prior Fund Actual Actual Actual Adopted Revised Adopted Year 01232 Justice Assistance Grant 15/16 25.359 01233 OC Recycling Market Dvlpmt Zone 1,598 3,691 1,444 5,250 5,250 6,000 14.29% 01234 Sust Bus Cert Program 19,794 501 363 20,000 31,365 10,000 -50.00% 01235 CDBG 16/17 872,827 11,088 15,425 01236 HOME Program 16/17 103,373 2,000 318,733 01237 Domestic Violence CY2016 154,729 29,901 01238 EMPG 16/17 1,927 29,203 27,731 25,391 01239 Office of Traffic Safety 16/17 472,513 01240 EPIC Challenge 6,923 22,738 01241 Justice Assistance Grant 16/17 25,879 01242 Tire Derived Product Grant 5,404 5,436 01243 OCTA Grant/Shuttle Service 70,079 57,000 233,733 -100.00% 01244 BSCC 16/17 44,035 13,053 01245 LE16096860 Dom Violence 2017 162,552 40,275 01246 CENIC E-Rate 60,299 33,575 65,965 65,965 55,821 -15.38% 01247 Arterial Rehab 3,280,923 4,406,657 3,354,156 2.23% 01248 Central Park Trail Rehab 35,000 01249 Office of Traffic Safety 17/18 301,826 231,185 106,926 -100.00% 01250 Domestic Violence 2018 102,116 101,027 01252 Office of Traffic Safety 18/19 550,000 240,510 100.00% 01253 Domestic Violence 2019 203,143 Grand Total 396,206,727 373,357,423 280,046,441 373,127,959 443,942,125 381,010,397 2.11% 51 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditure Summary ALL FUNDS Combined Expenditure Detail by Object Account Percent FY 2015116 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 51110 Base Salaries 79,767,503 80,381,076 60,836,493 87,298,533 87,992,058 87,380,822 0.09% 51111 Vacancy Attrition (2,150,000) (2,150,000) (2,105,150) -2.09% 51112 Seasonal Part Time 567,828 506,084 332,789 573,551 573,551 537,551 -6.28% 51115 Additional Pay 7,629,660 7,588,472 5,641,175 8,786,463 8,789,841 8,825,340 0.44% 51100 Salaries- Permanent (221,115) 51100 Salaries-Permanent 87,964,991 88,475,632 66,810,458 94,508,547 94,984,334 94,638,562 0.14% 52000 Salaries-Temporary 4,727,595 4,747,277 3,096,155 5,208,334 5,879,944 5,183,219 -0.48% 53020 Regular Overtime 6,871,466 7,098,256 5,357,696 6,571.723 7,048,447 6,697,155 1.91% 53040 Minimum Staffing Overtime 4,857,880 5,390,944 3,806,413 3,712.000 3,712,000 3,712,000 0.00% 53050 Marine Safety Replacement OT 218,215 183,035 166,992 53060 PT Overtime 1,071,589 1,130,116 832,080 53090 Other Overtime 23,749 24,899 19,053 53000 Salaries-Overtime 51,952 51,952 -100.00% 53000 Salaries-Overtime 13,042,899 13,827,249 10,182,235 10,335,675 10,812,399 10,409,155 0.71% 54110 Vacation Leave Payout 4,298,320 4.796.557 3,348.529 11,213 11,213 -100.00% 54120 Sick Leave Payout 42,937 65.507 30.108 54000 Leave Payout 4,350 000 4,350,000 4 42 0000 1.61% 54000 Termination Payouts 4,341,257 4,862,064 3,378,637 4,361,213 4,361,213 4,420,000 1.35% 55002 Seasonal Part Time Benefits 430,615 438.519 430,941 0.08% 55100 CaIPERS Payable 30,597,111 34,258,185 24,140.599 38.731,442 38.782,755 43,279,889 11.74% 55150 Retirement Supplement 4,776,818 4.345,804 4,329,292 3.998,084 4.001,914 3,996,009 -0.05% 55175 Workers'Compensation 6,784,260 7.488,269 7,100.874 7,189,442 7,194,378 7,197,318 0.11% 55200 Health Insurance 10,887,210 12.479,311 9,444,481 15,292,542 15,306,935 16,781,951 9.74% 55300 Other Insurances 4,068,062 3,740,238 2,792,809 3,936,648 3,942,220 3,796,061 -3.57% 56010 Deferred Compensation 145,948 44,105 29,620 57,497 57,722 145,722 153.44% 56020 FICA Medicare 1,553,972 1,674,178 1,215,134 1,597,473 1,599,838 1,607,956 0.66% 56100 Other Benefits 104,643 345,721 256,324 337.429 337,978 330,789 -1.97% 55000 Benefits 6,497 55000 Benefits 58,918,022 64,375,810 49,309,134 71,571,172 71,668,756 77,566,637 8.38% 51000 PERSONNEL SERVICES 168,994,765 176,288,033 132,776,619 185,984,941 187,706,646 192,217,574 3.35% 61100 Cable TV 17,677 21,589 16.123 16,600 16,600 16,600 0.00% 61200 Electricity 4,003,375 3.892,975 2,410,196 3.781,000 3.781,000 3,781.000 0.00% 61300 Natural Gas 773,544 463,523 288,033 857,900 857,900 857,900 0.00% 61450 Telephone/Communications 773,372 858,702 614,869 902.051 890.207 874,927 -3.01% 61600 Water 1,165,680 1,347,989 1,035009 1.172.000 1.172.000 1,172,000 0.00% 61000 Utilities 6,733,647 6,584,777 4,364,230 6,729,551 6,717,707 6,702,427 -0.40% 62100 Purchased Water MWDOC 7,406,497 12,803,142 4,433,677 7.500.000 7.500.000 4,900,000 -34.67% 62200 Purchased Water OCWD 6,494,792 6,518,795 6,672,686 9,500,000 9,500,000 13 00 0000 36.84% 62000 Purchased Water 13,901,289 19,321,936 11,106,363 17,000,000 17,000,000 17,900,000 5.29% 63025 Audiovisual Supplies 8,011 10,193 9,582 2,250 2.250 2,250 0.00% 63050 Communication Supplies 97,687 36,904 39,637 14,000 23,350 14,000 0.00% 63075 Furniture Non-Capital 71,864 116,453 64,410 10,750 21,588 8,750 -18.60% 63100 General Supplies 1,239,705 1,606,900 1,066,120 1,341,195 1,962.918 1,559,789 16,30% 63125 Office Supplies 432,728 376,384 277,326 411,240 416,846 426,600 3.74% 63130 Office Water 549 358 181 63150 Radio Supplies 9,523 24,680 23,442 17,400 17.400 17,400 0.00% 63225 Computer Supplies 631,612 710,788 560,153 780,029 1.192.321 810,041 3.85% 63295 Postage Deliveries 554,332 488,794 214,354 405,792 390.907 410,792 1.23% 63445 Fuel 1,173,828 1,309,704 1,248,902 1,815,750 1,815.750 1,815,750 0.00% 64000 Safety Supplies 599,443 656,021 462,296 705,767 703,915 701,817 -0.56% 52 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditure Summary ALL FUNDS Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 64100 Film 9,397 18,529 7,229 16,300 16,300 16,300 0.00% 64110 Agricultural 19,374 19,886 5,145 26.000 26,000 24,000 -7.69% 64115 Microfilm/Document Imaging 90.754 63,606 24,246 91.560 94,250 64,457 -29.60% 64140 Food 82,580 77,109 56,769 103,200 103,200 103,850 0.63% 64165 Clothing/Uniforms 553,354 582,813 543,397 580.599 603,649 601,099 3.53% 64190 Vehicle Supplies 4,719 12,742 29,713 4,000 4,000 4,000 0.00% 64230 Awards and Presentations 51,121 55,553 27,679 42,350 48,090 32,850 -22.43% 64255 Shop Equipment Operating 352,208 363,479 288,689 227,000 227,000 207,200 -8.72% 64280 Signs 202,614 148,118 127,636 80,000 228,399 80,000 0.00% 64305 Chemicals 78,597 72,372 47,048 239,500 239,500 219,500 -8.35% 64330 Fencing 12,246 18,059 13,549 64355 Building Supplies 79,219 98,139 44,805 44,389 54,137 44,389 0.00% 64380 Irrigation Supplies 22,175 24,120 13,696 45,000 45,000 45,000 0.00% 64405 Books/Subscriptions 670,422 652,492 472,470 320.566 837,426 423,756 32.19% 64485 Dues and Memberships 219,499 235,696 173,994 189.399 191.199 196,874 3.95% 64500 Certification 57,166 70,278 50,434 66,725 67,225 62,600 -6.18% 63000 E ui ment and Supplies 55,432 74,340 -100.00% 63000 Equipment and Supplies 7,324,726 7,850,169 5,892,904 7,636,193 9,406,960 7,893,064 3.36% 64570 Equipment Repairs Maintenance 1,580,985 1,390,342 1,029,335 1,416.666 1,599,506 1,454,451 2.67% 64620 Contracts for Repair and Maint 6,772,964 6,839,297 5,750,954 7,912,561 8,461,525 8,229,176 4.00% 64670 Traffic Signals Maintenance 127,774 180,013 280,725 200,000 219,311 360,000 80.00% 64720 Vehicle Maintenance 1,006,252 1,045,889 747,274 1,095,200 1,048,937 1,095,200 0.00% 64755 Vehicle Body Repair 106,402 90,387 126,986 70,000 70,000 70,000 0.00% 64770 Motorcycle Maintenance 39,769 31,279 22,192 40,000 40,000 40,000 0.00% 64820 Boat Maintenance 36,326 40,020 52,674 40,133 40,133 40,133 0.00% 64870 Computer Maintenance 1,458,770 1,356,281 1,358,044 1,809,017 1,927,869 1,810,022 0.06% 64900 Repair and Demolition 14,628 67400 Other Maintenance 601,538 465,471 335,735 545,400 535,400 555.400 1.83% 67450 Building &Grounds Maintenance 591,911 693,230 503,412 631,686 680,592 626.692 -0.79% 67500 Oil Well Maintenance 67,162 70.181 44,939 58,200 80,149 58.200 0.00% 67550 Pest Control 35,353 35,898 25,380 43,000 43,000 43,000 0.00% 67600 Block Wall Maintenance 3,490 46,903 42,236 55,000 55,000 55,000 0.00% 67650 Water Maintenance 2,207,654 2,240,124 1,419,628 2,192,851 2,448,445 2.789,164 27.19% 67735 Radio Maintenance 32,770 24,004 14,626 47,612 47,612 38.612 -18.90% 67740 800 MHZ Maintenance 2,265,735 224,745 184,458 1.021,634 893,765 1.022,084 0.04% 64520 Repairs and Maintenance 18,034 11.034 -100.00% 64520 Repairs and Maintenance 16,949,481 14,774,063 11,938,597 17,196,994 18,202,277 18,287,134 6.34% 68550 Training 592,245 586,758 506,219 762,639 775,680 623,261 -18.28% 68610 Conferences 205,375 198,543 178,671 293,715 293,843 286,765 -2.37% 68695 Hosted Meetings 27,230 11,908 15,432 26,600 26,600 23.600 -11.28% 68500 Conferences and Training 7,600 7.600 -100.00% 68500 Conferences and Training 824,850 797,208 700,321 1,090,554 1,103,723 933,626 -14.39% 69305 Prof Svcs-Graphics 195 1,261 69310 Prof Svcs-Appraiser 9,000 26,000 26,000 26,000 0.00% 69315 Prof Svcs- Information Services 40,044 67,818 55,431 19,413 73,232 19,413 0.00% 69325 Prof Svcs- Economic Analysis 167,892 58,831 31,144 71,948 84,331 82,247 14.32% 69330 Prof Svcs- Labor Negotiations 32,302 43,740 22,190 28,500 28,500 28,500 0.00% 69340 Prof Svcs- Property Mgmt 1,300 69345 Prof Svcs-Auditing 660 14,097 5,000 5,000 5.500 10.00% 69360 Prof Svcs-Medical 208.464 220,416 162,649 213,775 220,603 232,775 8.89% 53 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditure Summary ALL FUNDS Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 69365 Other Professional Services 5,616,362 5,484,186 4,547,574 4,370,805 7,195,242 4,678,667 7.04% 69370 Prof Svcs-Legal 196,109 981,599 302,844 347,865 395,192 345,365 -0.72% 69385 Prof Svcs-Commissions 720 645 330 69390 Prof Svcs-Personnel Hearings 720 147 69395 Prof Svcs-Recruitment 620 1,025 40,000 69410 Prof Svcs-Medical Case Mgmt 529,179 568,357 523,376 275,000 555,000 275,000 0.00% 69415 Prof Svcs-TPA Admin Fees 320,180 326,584 252,286 405,000 474,723 405,000 0.00% 69300 Professional Services 237,000 457,000 143,000 -39.66% 69300 Professional Services 7,112,746 7,763,716 5,913,094 6,000,306 9,554,823 6,241,467 4.02% 69455 Cont Svcs-Printing Reproduction 330,789 316,096 300,801 465,659 466,518 340,659 -26.84% 69460 Cont Svcs-Oil Well 10,376 1,799 69465 Cont Svcs-Ambulance Services 2,637 2,180 56,858 4,500 40,210 4,500 0.00% 69470 Cont Svcs-Security 15,698 20,500 15,634 69475 Cont Svcs-Emp Assist Program 46,329 60,346 36,861 70,000 70,000 70,000 0.00% 69480 Cont Svcs-Audiovisual 1,900 3,200 2,400 15,000 15,000 2,740 -81.73% 69485 Cont Svcs-Microfilm/Doc Image 13,589 16,493 10,653 16,750 16,750 11,750 -29.85% 69490 Cont Svcs-Refuse Collection 10,448,986 10,450,060 8,170,835 11,010,670 11,010,670 11,180,000 1.54% 69500 Cont Svcs-Janitorial 418,326 528,156 415,929 385,423 385,423 412,423 7.01% 69505 Cont Svcs-Other 8,473,473 9,316,832 7,133,114 10,697,244 11,695,943 12,445,124 16.34% 69510 Cont Svcs-Animal Control 1,093,002 1,155,227 1,002,910 1,520,000 1,592,233 1,470,000 -3.29% 69515 Cont Svcs-Royalty Payments 29,003 38,860 17,200 105,667 105,667 105,667 0.00% 69520 Cont Svcs-Advertising 232,594 81,069 21,148 48,900 46,810 48,389 -1.04% 69535 Cont Svcs-Legal 3,415 69450 Other Contract Services 46,381 137,963 -100.00% 69450 Other Contract Services 21,106,327 21,992,434 17,194,719 24,386,194 25,584,986 26,091,252 6.99% 70200 Equipment Rental 380,610 350,772 263,811 157,334 177,374 162,494 3.28% 70300 Leases 7,841 3,025 223,800 223,800 224,800 0.45% 70000 Rental Expense 380,610 358,612 266,836 381,134 401,174 387,294 1.62% 72225 Workers'Compensation 4,508,782 11,381,767 4,822,219 5,347,779 5,352,158 5,347,779 0.00% 72525 Liability 2,241,244 578,793 176,703 912,000 845,000 912,000 0.00% 72525 Liability Adj (422,671) 72600 Settlements 343,359 120,000 190 068 500,000 972,060 500,000 0.00% 72000 Claims Expense 7,093,385 12,080,560 4,766,320 6,759,779 7,169,218 6,759,779 0.00% 73010 General Liability Insurance 839,502 1,647,097 1,262,310 2,174,898 3,447,788 2,180,838 0.27% 73020 Excess Workers'Comp Insurance 256,652 307,357 252,282 297,690 297,690 300,632 0.99% 73030 Aircraft/Watercraft Insurance 83,636 57,253 33,799 101,000 101,000 101,000 0.00% 73040 Property Insurance 1,401,097 1,289,601 947,389 1,556,059 1,556,059 1,556,059 0.00% 73000 insurance 2,580,887 3,301,308 2,495,780 4,129,647 5,402,537 4,138,529 0.22% 74000 Pension Payments 3,772,815 4,143,998 3,389,037 3,702,850 3,704,847 3,445,744 -6.94% 74020 HB Visitors Conv Bureau 1,003,717 1,135,581 871,963 1,340,000 1,340,000 -100.00% 74040 CDBG Subgrantee#1 40,000 40,000 40,000 40,000 0.00% 74050 CDBG Subgrantee#2 5,000 5,000 74070 CDBG Subgrantee#4 5,000 74090 CDBG Subgrantee#6 46,000 74900 Contribution to Private Agcy Other 6,435 74010 Contribution to Private Agency 250,000 100.00% 74010 Contribution to Private Agency 4,833,967 5,284,579 4,305,999 5,082,850 5,084,847 3,735,744 -26.50% 75100 Metro Cities JPA 1,075,174 1,138,230 645,416 1,263,799 1,263,799 1,403,799 11.08% 75200 County of Orange 978,680 807,637 590,128 920,000 920,000 920,000 0.00% 75250 Department of Justice 4,881 4,427 2,898 8,540 8,540 8,540 0.00% 54 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditure Summary ALL FUNDS Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 75260 State of CA 150,618 230,664 159,345 250.114 250,114 250,114 0.00% 75300 Grants 165,700 1,229,997 383,101 137,000 787,188 100,000 -27.01% 75350 Taxes 619,637 462,724 614,049 695,500 695,500 710,500 2.16% 75400 WOCWB Expense 3,000 1,700 2,100 2,500 2,500 2,500 0.00% 75000 Payments to Other Governments 2,997,689 3,875,379 2,397,038 3,277,453 3,927,641 3,395,453 3.60% 77200 To General Fund 8,274,510 7,628,739 6,232,449 8,905,075 8,905,075 9,430,209 5.90% 77000 Interdepartmental Charges 8,274,510 7,628,739 6,232,449 8,905,075 8,905,075 9,430,209 5.90% 78100 Expense Allowances 124,170 125,006 94,173 147,965 147,965 152,065 2.77% 78200 Auto Allowances 187,614 201,796 157,372 207,852 207,852 223,702 7.63% 78300 Tool Allowances 12,800 13,267 12,000 12,800 12,800 12,800 0.00% 78400 Uniform Allowances 337,123 345,457 330,683 360,500 360,500 360,500 0.00% 78500 Cell Phone Allowances 57,086 56,960 43,361 60,000 60,000 60,000 0.00% 78000 Expense Allowances 718,792 742,486 637,588 789,117 789,117 809,067 2.53% 79025 Permit Expense 1,019,786 1,120,639 385,461 1,135,430 1.128,130 1,227,690 8.13% 79050 Cash Over and Short (9,937) 772 943 79075 Bad Debt Expense 1,008,572 1,114,768 575,305 950,000 950,000 950,000 0.00% 79100 Contingency 555,189 (12,381) 237,037 231,500 231,500 219,000 -5.40% 79150 Discounts Lost (32,905) (32,681) (16,084) 79200 Extradition/Background 6,385 14,367 1,379 9,593 9.593 10193 6.25% 79300 Procurement Card Charges 390 79350 Sales Tax Rebate 715,606 670,520 548,200 850,000 1,042,723 850,000 0.00% 79500 CAL-Card-Dispute Charge 126 4,797 (300) 79510 CAL-Card-Accidental Use (11) (107) (18) 79600 Donation Expense 1,200 79000 Other Expenses 3,264,399 2,880,693 1,731,923 3,176,523 3,361,946 3,256,883 2.53% 60000 OPERATING EXPENSES 104,097,307 115,236,660 79,944,161 112,541,370 122,612,032 115,961,928 3.04% 81100 Purchase Amount 685.023 2.619.704 643,070 316.800 1.007.527 633.600 100.00% 81000 Land Purchase 685,023 2,619,704 643,070 316,800 1,007,527 633,600 100.00% 82100 Water Improvements 2.909,674 2,095.141 7.282.901 4,045.000 18,461,661 3,600,000 -11.00% 82200 Buildings Improvements 10,485,051 4,173,054 733,466 2,339,413 2,659,241 275,668 -88.22% 82300 Streets Improvements 7,377,501 9,977,128 4,680,992 9,205,923 14,128,067 8,406,156 -8.69% 82400 Parking Improvements 129,582 82500 Drainage Improvements 55,393 1,071,697 17,479 1,065,351 82600 Sewer Improvements 1,663,165 281,973 895,582 3,800,000 10,240,134 4,800,000 26.32% 82700 Traffic Improvements 2,281,082 1,047,644 299,009 355,600 10,996,477 165,000 -53.60% 828000ther Improvements 4,002,696 2,927,509 3,577,435 400,000 8,251,316 895,000 123.75% 82850 Street Lights Improvements 1,101,696 3,105,901 2,265,964 402,000 1,127,352 592,000 47.26% 82900 Park Improvements 150,789 651,574 603,251 1,606,000 5,249,242 3,910,000 143.46% 82000 Improvements 2,108,000 4,055,103 3,095,000 46.82% 82000Improvements 30,027,044 25,331,621 20,485,663 24,261,936 76,233,944 25,738,824 6.09% 83200 Equipment- Furniture 50,695 83300 Equipment- Medical 42,547 83400 Equipment- Radio 3,322,396 1,879,566 6,569 23,642 83600 Equipment-Safety 115,363 14,349 56,895 156,000 295,922 -100.00% 83700 Equipment-General 2,133,011 1,368,005 745,744 120,000 (613,065) -100.00% 83800 Equipment-Pumps 420,000 136,514 83900 Equipment-Communications 5,959 4,024 84000 Equipment- Information Services 1,632,178 221,949 916,541 942,204 45,000 100.00% 84100 Equipment-Audiovisual 19,326 84200 E ui ment- Parking Meters 7,607 152,461 55 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditure Summary ALL FUNDS Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 84300 Equipment-Water Meters 2.333.991 2.209.013 258,465 1,500,000 1,500.000 300,000 -80.00% 83000 E ui ment 5.000.000 5.144.562 4,650,600 -6.99% 83000 Equipment 9,663,073 6,116,907 1,984,213 6,776,000 7,582,240 4,995,600 -26.28% 85050 Automobile 1,034.040 1,345,904 570.868 75,000 1,114,945 -100.00% 85100 Truck 1.485,996 699,212 965.166 512,000 814,194 645,000 25.98% 85150 Motorcycle 87,195 93.715 85250 Aircraft 454,303 536,635 501,530 537.872 85300 Boat 16,453 25,000 85350 Other Vehicles 164,643 1,053,618 674,447 1,720.896 85000 Vehicles 3,138,982 3,651,822 2,799,206 587,000 4,306,621 645,000 9.88% 86100 Capital- Purchase Software 784,265 546,010 341,174 15.000 1,647,180 23,000 53.33% 86200 Capital- License Software 134,613 86000 Capital-Software 784,265 680,623 341,174 15,000 1,647,180 23,000 53.33% 87000 Capitalized PPBE Offset (5,360,245) (3,264,243) (8,544,931) 80000 CAPITAL EXPENDITURES 38,938,142 35,136,434 17,708,394 31,956,736 90,777,512 32,036,024 0.25% 88030 Principal 7,458,814 6,676,055 4,073,805 13,233,224 15,321,204 13,275.020 0.32% 88035 Principal Exp Offset (3,763,179) 88050 Interfund Principal Gen Fund 6,906 88070Interest 6,965,182 6,650,253 3,773,080 6,390,290 6,405,147 4,918.062 -23.04% 88110 Cost of Issuance 30,000 88150 Arbitrage 7,000 5,000 1,000 6,000 6,000 6,000 0.00% 88160 Payment to Fiscal Agent 25.703 30,839 12.710 25,200 25,200 30,710 21.87% 88010 Debt Service Expenses 4,500 4,500 525,000 11566.67% 88010 Debt Service Expenses 14,486,699 13,362,147 4,104,322 19,659,214 21,762,051 18,754,792 -4.60% 88205 Operating Transfers Out 26,568,320 13,830,136 29,962,098 21,875,115 19,631,872 21 175 284 -3.20% 88200 Transfers to Other Funds 26,568,320 13,830,136 29,962,098 21,875,115 19,631,872 21,175,284 -3.20% 88710 Normal Depreciation 19,295,857 19,092,677 14,564,625 88750 Loss on Sale of Assets 14,023,001 88700 Depreciation 33,318,858 19,092,677 14,564,625 89250 Loans Made 442,856 411,336 76,650 1,110,583 1,452,013 864.795 -22.13% 89250 Loans Made 442,856 411,336 76,650 1,110,583 1 452,013 864,795 -22.13% 89300 Joint Venture 1,968,322 89350 Prior Period Adjustment 909,572 89500 Extraordinary Loss 7,391,458 88000 NON-OPERATING EXPENSES 84,176 513 46,696 296 49,617,267 42,644,912 42 845,936 40,794,871 -4.34% 50000 EXPENDITURES 396 206,727 373 357,423 280,046 441 373 127,959 443,942,125 381,010,397 2.11%1 56 City of Huntington Beach Adopted Budget - FY 2019/20 General Fund Department Budget Summary by Object Account ALL DEPARTMENTS COMBINED Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 78,329,885 78,579,746 59,356,990 83,890,294 83,469,352 83,905,598 0.02% Salaries,Temporary 4,077,564 4,058,779 2,645,926 4,622,967 4,602,921 4,468,435 -3.34% Salaries, Overtime 11,741,674 12,224,861 9,341,273 9,062,973 9,126,921 9,056,453 -0.07% Leave Payout 3,824,536 4,359,005 3,040,478 4,350,000 4,350,000 4,400,000 1.15% Benefits 52,580,494 55,826,796 45,679,557 63,393,032 63,370,927 68,691,413 8.36% PERSONNEL SERVICES 150,554,153 155,049,187 120,064,224 165,319,267 164,920,122 170,521,899 3.15% OPERATING EXPENSES Utilities 5,741,018 5,742,406 3,800,330 5,488,986 5,477,142 5,472,006 -0.31% Purchased Water 33 Equipment and Supplies 5.469,821 5,426,567 4,411,820 5,884,859 5,880,753 5,720,758 -2.79% Repairs and Maintenance 13,174,161 10,800,594 8,610,412 12,531,072 12,662,799 12,465,858 -0.52% Conferences and Training 714,395 678,907 584,159 826,954 813.704 698,276 -15.56% Professional Services 4,070,067 4,468,843 3,366,493 2,991,258 5,283,380 3,068,345 2.58% Other Contract Services 5,003,132 5,584,451 4,592,064 5,979,400 6,265,083 5,763,581 -3.61% Rental Expense 324,779 300,792 243,213 316,134 316,134 315,134 -0.32% Claims Expense 500,000 500,000 500,000 0.00% Insurance 39,672 41,047 27,031 289,352 289,352 289,352 0.00% Contribution to Private Agency 1,003,717 1,135,581 871,963 1,340,000 1,340,000 250,000 -81.34% Payments to Other Governments 2,678,372 2,413,017 1,852,329 2,887,839 2.887,839 3,042,839 5.37% Expense Allowances 689,788 711,840 611,148 757,417 757,417 773,567 2.13% Other Expenses 2,396.304 2,042,343 1,609,401 2,178,443 2,363.866 2.163.383 -0.69% OPERATING EXPENSES 41,305,228 39,346,388 30,580,393 41,971,714 44,837,470 40,523,099 -3.45% CAPITAL EXPENDITURES Land Purchase 347,295 316,800 316,800 316,800 316.800 100.00% Improvements 2,740,449 6,920,431 1.628,847 458,661 Equipment 1,692,116 1,644,926 1.445,067 203,682 Vehicles 2,258,555 2,492,633 366.062 Capital-Software 134,613 CAPITAL EXPENDITURES 7,038,415 11,509,404 3,756,776 979,143 316,800 100.00% NON-OPERATING EXPENSES Debt Service Expenses 234,510 1,175,781 397,355 1.310,005 1.797,551 1,069.220 -18.38% Transfers to Other Funds 23.445,826 11.723.937 28.053.955 19,770.535 17.527,292 191190,398 -2.93% Joint Venture 1.968,322 NON-OPERATING EXPENSES 25,648,658 12,899,718 28,451,309 21,080,540 19,324,843 20,259,618 -3.89% Grand Total 224,546,454 218,804,697 182,852,702 228,371,521 230,061,577 231,621,416 Personnel Summary 859.50 861.85 859.77 859.77 859.77 860.57 1 0.80 57 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016117 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 51110 Base Salaries 70,208,009 70,596,686 53,457,362 76,764,151 76,564,324 76,730,996 -0.04% 51111 Vacancy Attrition (2,150,000) (2,150,000) (2,105,150) -2.09% 51112 Seasonal Part Time 566,747 481,616 317,027 573,551 573,551 537,551 -6.28% 51115 Additional Pay 7,555,129 7.501,444 5,582,601 8,702,592 8,702,592 8,742,201 0.46% 51100 Salaries- Permanent (221,115) 51100 Salaries -Permanent 78,329,885 78,579,746 59,356,990 83,890,294 83,469,352 83 905 598 0.02% 52000 Salaries -Temporary 4,077,564 4,058,779 2,645,926 4,622,967 4,602,921 4,468,435 -3.34% 53020 Regular Overtime 5,639,027 5,617,920 4.562,222 5,350,973 5,414,921 5,344,453 -0.12% 53040 Minimum Staffing Overtime 4,812,423 5,314,612 3,779,697 3,712,000 3,712,000 3,712,000 0.00% 53050 Marine Safety Replacemt Overtime 218,215 183,035 166,992 53060 PT Overtime 1,048,259 1,084,396 813,309 53090 Other Overtime 23.749 24,899 19,053 53000 Salaries -Overtime 11,741,674 12,224,861 9,341,273 9,062,973 9,126,921 9,056,453 -0.07% 54110 Vacation Leave Payout 3,781,599 4,293,498 3,010,370 54120 Sick Leave Payout 42.937 65,507 30,108 54000 Leave Payout 4.350 000 4,350,000 4 40 0000 1.15% 54000 Termination Payouts 3,824,536 4,359,005 3,040,478 4,350,000 4,350,000 4,400,000 1.15% 55002 Seasonal Part Time Benefits 428,341 431,612 428,341 0.00% 55100 CalPERS Payable 28,107,725 29,760,828 23,797,826 35,438,719 35,438,719 39,486,285 11.42% 55150 Retirement Supplement 4,261,694 3,889,544 3,860,069 3,556,996 3,556,996 3,561,484 0.13% 55175 Workers'Compensation 6,093,086 6,712,382 6,317,530 6,423,805 6,423,805 6,424,621 0.01% 55200 Health Insurance 9,038,605 10,394,249 7,685,846 12,255,934 12,255,934 13,556,290 10.61% 55300 Other Insurances 3,534,899 3,251,815 2,696,260 3,474,410 3,474,410 3,358,533 -3.34% 56010 Deferred Compensation 126,352 34,558 20,791 42,577 42,577 108,515 154.87% 56020 FICA Medicare 1,316,601 1,440,906 1,048,571 1,437,421 1.437,421 1,442,830 0.38% 56100 Other Benefits 101,532 342,514 252,664 334,829 334,829 324,515 -3.08% 55000 Benefits 25.376 55000 Benefits 52,580,494 55,826,796 45,679,557 63,393,032 63,370,927 68,691,413 8.36% 51000 PERSONNEL SERVICES 150,554,153 155,049,187 120,064,224 165,319,267 164,920,122 170,521,899 3.15% 61100 Cable TV 12,584 15,459 11,180 12,000 12,000 12,000 0.00% 61200 Electricity 3,638,519 3,403,205 2.037,075 3,268,500 3,268,500 3,268,500 0.00% 61300 Natural Gas 153,806 182,767 136,660 200,400 200,400 200.400 0.00% 61450 Telephone/Communications 770,430 792,987 580.406 836,086 824,242 819.106 -2.03% 61600 Water 1.165 680 1,347,989 1.035 009 1,172,000 1,172,000 1,172,000 0.00% 61000 Utilities 5,741,018 5,742,406 3,800,330 5,488,986 5,477,142 5,472,006 -0.31% 62100 Purchased Water MWDOC 33 62000 Purchased Water 33 63025 Audiovisual Supplies 7,939 8,402 7,914 2,250 2,250 2.250 0.00% 63050 Communication Supplies 94,434 34,124 32,508 14,000 14,000 14.000 0.00% 63075 Furniture Non-Capital 69,601 45,880 58,662 3,000 10,347 3.000 0.00% 63100 General Supplies 874,849 888,591 803,043 1,114,495 1.066.559 1,077.449 -3.32% 63125 Office Supplies 387,997 325,760 242,084 358,134 363,740 365.494 2.06% 63130 Office Water 549 358 181 63150 Radio Supplies 9,487 24,680 19,075 17,400 17,400 17.400 0.00% 63225 Computer Supplies 258,180 249,276 188,540 100,976 121,467 93.991 -6.92% 63295 Postage Deliveries 542,222 487,100 214,082 397,042 382,157 397.042 0.00% 63445 Fuel 1.173,821 1.309,573 1,248,766 1,809,750 1,809.750 1.809,750 0.00% 64000 Safety Supplies 566,494 595,583 420,526 666,217 662,865 664,917 -0.20% 58 City of Huntington Beach Adopted Budget - FY 2019/20 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 64100 Film 9,397 18,469 7,229 16,300 16,300 16,300 0.00% 64110 Agricultural 19,374 19,886 5,145 26.000 26,000 24,000 -7.69% 64115 Microfilm/Document Imaging 90,754 63,606 24,246 91,560 94,250 64,457 -29.60% 64140 Food 75,355 71,971 51,487 96.900 96,900 95,900 -1.03% 64165 Clothing/Uniforms 471,322 506,619 492,204 500,059 523,109 500,059 0.00% 64190 Vehicle Supplies 3,466 10,994 29,468 64230 Awards and Presentations 47,886 51,152 26,872 42,350 44.090 30,350 -28.34% 64255 Shop Equipment Operating 27,740 9,247 9,241 12,400 12.400 12,400 0.00% 64280 Signs 127,911 95,451 82,918 64305 Chemicals 8,389 1,805 5,160 20,000 20,000 20,000 0.00% 64330 Fencing 11,468 18,059 13,549 64355 Building Supplies 46,835 30,702 18,950 8,909 8,909 8,909 0.00% 64380 Irrigation Supplies 22,175 24,120 13,696 45,000 45,000 45,000 0.00% 64405 Books/Subscriptions 283,678 259,681 190,527 263,946 263,290 233,876 -11.39% 64485 Dues and Memberships 198,090 214,849 161,849 170,389 172,189 176.864 3.80% 64500 Certification 40,408 60,627 43,896 52.350 52,350 47.350 -9.55% 63000 E ui ment and Supplies 55,432 55,432 -100.00% 63000 Equipment and Supplies 5,469,821 5,426,567 4,411,820 5,884,859 5,880,753 5,720,758 -2.79% 64570 Equipment Repairs Maintenance 1,162,212 899,716 646,503 972,196 1,022,484 983,981 1.21% 64620 Contracts for Repairs&Maintenance 5,579,922 5,581,713 4,438,843 6,209,236 6,383,934 6,118,301 -1.46% 64670 Traffic Signals Maintenance 61,106 83,617 39,496 64720 Vehicle Maintenance 1,006,001 1,045,731 747,199 1,093,200 1,046,937 1,093,200 0.00% 64755 Vehicle Body Repair 106,402 90,387 126,986 70,000 70,000 70.000 0.00% 64770 Motorcycle Maintenance 39,769 31,279 22,192 40,000 40,000 40.000 0.00% 64820 Boat Maintenance 36,326 40,020 52,674 40,133 40,133 40,133 0.00% 64870 Computer Maintenance 1,458,770 1,296,781 1,302,234 1,568,017 1,573,869 1,621.031 3.38% 64900 Repair and Demolition 14,628 67400 Other Maintenance 587,078 452,198 330,175 545,400 535,400 545.400 0.00% 67450 Building and Grounds Maintenance 539,557 600,280 473,004 571,610 618,083 564.116 -1.31% 67500 Oil Well Maintenance 67.162 70,181 44,939 58,200 80,149 58,200 0.00% 67550 Pest Control 35,353 35,898 24,522 43,000 43,000 43.000 0.00% 67600 Block Wall Maintenance 3,490 46,903 42,236 55,000 55,000 55,000 0.00% 67650 Water Maintenance 181,248 283,094 121,481 186,800 210,400 181,800 -2.68% 67735 Radio Maintenance 29,404 18,052 13,469 38,612 38,612 29.612 -23.31% 67740 800 MHZ Maintenance 2,265,735 224,745 184,458 1,021,634 893,765 1,022,084 0.04% 64520 Repairs and Maintenance 18,034 11,034 -100.00% 64520 Repairs and Maintenance 13,174,161 10,800,594 8,610,412 12,531,072 12,662,799 12,465,858 -0.52% 68550 Training 509,122 477,357 403,479 539,389 526,011 423,511 -21.48% 68610 Conferences 183,990 190,508 167,021 257.365 257,493 252,165 -2.02% 68695 Hosted Meetings 21,283 11,042 13,658 22.600 22,600 22,600 0.00% 68500 Conferences and Training 7,600 7,600 -100.00% 68500 Conferences and Training 714,395 678,907 584,159 826,954 813,704 698,276 -15.56% 69305 Prof Svcs- Graphics 195 69310 Prof Svcs-Appraiser 9,000 26,000 26,000 26,000 0.00% 69315 Prof Svcs- Information Services 40,044 67,818 55,431 19,413 38,232 19,413 0.00% 69325 Prof Svcs-Economic Analysis 84,613 8,000 8,000 8,000 0.00% 69330 Prof Svcs- Labor Negotiations 32,302 43,740 22,190 28,500 28,500 28,500 0.00% 69340 Prof Svcs- Property M mt 1,300 59 City of Huntington Beach Adopted Budget - FY 2019120 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 69360 Prof Svcs- Medical 208,464 226,616 162,649 163,775 170,603 182,775 11.60% 69365 Other Professional Services 3,668,808 3.252,140 2,963,237 2,165,705 4,149,332 2,317,792 7.02% 69370 Prof Svcs- Legal 33.621 868,265 161,483 342,865 365,714 342,865 0.00% 69385 Prof Svcs-Commissions 720 645 330 69390 Prof Svcs-Personnel Hearings 147 69395 Prof Svcs- Recruitment 620 1,025 40,000 69300 Professional Services 237,000 457,000 143,000 -39.66% 69300 Professional Services 4,070,067 4,468,843 3,366,493 2,991,258 5,283,380 3,068,345 2.58% 69455 Cont Svcs-Printing Reproduction 307.436 274,952 224,017 276,149 276,209 276,149 0.00% 69460 Cont Svcs-Oil Well 10,376 1,799 69465 Cont Svcs-Ambulance Services 2.637 2.180 56,858 4,500 40,210 4,500 0.00% 69470 Cont Svcs-Security 15.698 20,500 15,634 69475 Cont Svcs-Emp Assist Program 46,329 60,346 36,861 70,000 70,000 70,000 0.00% 69480 Cont Svcs-Audiovisual 1,900 3,200 2,400 15,000 15,000 2,740 -81.73% 69485 Cont Svcs-Microfilm/Doc Image 13,532 16,493 10,653 16.750 16,750 11.750 -29.85% 69500 Cont Svcs-Janitorial 418,326 528.156 415,929 385,423 385,423 412,423 7.01% 69505 Cont Svcs-Other 3.036,849 3,454,602 2.778,464 3,539,211 3,719,682 3,367.163 -4.86% 69510 Cont Svcs-Animal Control 1,093,002 1,155.227 1.002,910 1,520,000 1.592,233 1,470.000 -3.29% 69515 Cont Svcs- Royalty Payments 29,003 38.860 17,200 105,667 105,667 105.667 0.00% 69520 Cont Svcs-Advertising 38,420 26,520 20,762 46.700 44,610 43,189 -7.52% 69535 Cont Svcs-Legal 3.415 69450 Other Contract Services (2,500) 69450 Other Contract Services 5,003,132 5,584,451 4,592,064 5,979,400 6,265,083 5,763,581 -3.61% 70200 Equipment Rental 324,779 300,792 240,188 102,334 102,334 101.334 -0.98% 70300 Leases 3,025 213,800 213,800 213 800 0.00% 70000 Rental Expense 324,779 300,792 243,213 316,134 316,134 315,134 -0.32% 72525 Liability 250,000 250,000 250,000 0.00% 72600 Settlements 250,000 250,000 250,000 0.00% 72000 Claims Expense 500,000 500,000 500,000 0.00% 73010 General Liability Insurance 39,672 41.047 27,031 289,352 289,352 289,352 0.00% 73000 insurance 39,672 41,047 27,031 289,352 289,352 289,352 0.00% 74020 HB Visitors Conv Bureau 1,003,717 1,135,581 871,963 1,340,000 1,340,000 -100.00% 74010 Contribution to Private Agency 250,000 100.00% 74010 Contribution to Private Agency 1,003,717 1,135,581 871,963 1,340,000 1,340,000 250,000 -81.34% 75100 Metro Cities JPA 1,075,174 1,138,230 645,416 1,263,799 1,263,799 1,403,799 11.08% 75200 County of Orange 978,680 807,637 589,965 920,000 920,000 920,000 0.00% 75250 Department of Justice 4,881 4,427 2,898 8.540 8,540 8,540 0.00% 75350 Taxes 619,637 462.724 614.049 695,500 695,500 710,500 2.16% 75000 Payments to Other Governments 2,678,372 2,413,017 1,852,329 2,887,839 2,887,839 3,042,839 5.37% 78100 Expense Allowances 124,170 125,006 94,173 147.965 147,965 152,065 2.77% 78200 Auto Allowances 158,621 171,150 130,931 176,152 176,152 188,202 6.84% 78300 Tool Allowances 12,800 13,267 12,000 12,800 12,800 12,800 0.00% 78400 Uniform Allowances 337,123 345,457 330,683 360,500 360,500 360,500 0.00% 78500 Cell Phone Allowances 57,075 56,960 43,361 60,000 60,000 60 0 00 0.00% 78000 Expense Allowances 689,788 711,840 611,148 757,417 757,417 773,567 2.13% 79025 Permit Expense 342,668 321,645 277,503 368,850 361,550 353,790 -4.08% 79050 Cash Over and Short (9,937) 772 943 79075 Bad Debt Expense 1..013,689 1,082,176 563,190 950.000 950,000 950,000 0.00% 60 City of Huntington Beach Adopted Budget - FY 2019120 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 79100 Contingency 360,294 (19,147) 234,787 79150 Discounts Lost (32,905) (32,681) (16,084) 79200 Extradition/Background 6,385 14,367 1,379 9,593 9,593 9,593 0.00% 79300 Procurement Card Charges 390 79350 Sales Tax Rebate 715,606 670,520 548,200 850,000 1,042,723 850,000 0.00% 79500 CAL-Card-Dispute Charge 126 4,797 (499) 79510 CAL-Card-Accidental Use 1 1 107 18 79000 Other Expenses 2,396,304 2,042,343 1,609,401 2,178,443 2,363,866 2,163,383 -0.69% 60000 OPERATING EXPENSES 41,305,228 39,346,388 30,580,393 41,971,714 44,837,470 40,523,099 -3.45% 81 100 Purchase Amount 347,295 316,800 316,800 316,800 316,800 100.00% 81000 Land Purchase 347,295 316,800 316,800 316,800 316,800 100.00% 82200 Buildings Improvements 1,591,658 3,533,350 425,676 82300 Streets Improvements 221,614 2,195,615 621,897 82400 Parking Improvements 104,932 82800 Other Improvements 912,176 1,191,467 476,342 458,661 82850 Street Lights Improvements 15,000 82000Improvements 2,740,449 6,920,431 1,628,847 458,661 83200 Equipment- Furniture 50,695 83300 Equipment-Medical 42,547 83600 Equipment-Safety 115,363 14,349 83700 Equipment-General 676,945 1,210,577 716,249 203.682 83800 Equipment-Pumps 420,000 84000 Equipment- Information Services 802,167 728,818 84200 E ui ment-Parking Meters 4,399 83000 Equipment 1,692,116 1,644,926 1,445,067 203,682 85050 Automobile 1,034,040 1,276,111 85100 Truck 605,569 305,619 266,274 85250 Aircraft 454,303 536,635 4,916 85300 Boat 16,453 85350 Other Vehicles 164,643 357,815 94,872 85000 Vehicles 2,258,555 2,492,633 366,062 86200 Capital- License Software 134,613 86000 Capital -Software 134,613 80000 CAPITAL EXPENDITURES 7,038,415 11,509,404 3,756,776 979,143 316,800 100.00% 88030 Principal 163,814 981,055 310,626 1,106,935 1,594,481 864,120 -21.94% 88070Interest 40,696 185,726 86,728 203,070 203,070 195,100 -3.92% 88110 Cost of Issuance 30,000 88160 Payment to Fiscal Agent 9,000 10,000 100.00% 88010 Debt Service Expenses 234,510 1,175,781 397,355 1,310,005 1,797,551 1,069,220 -18.38% 88205 Operating Transfers Out 23,445,826 11,723,937 28,053,955 19 770.535 17.527.292 19,1 00 398 -2.93% 88200 Transfers to Other Funds 23,445,826 11,723,937 28,053,955 19,770,535 17,527,292 19,190,398 -2.93% 89300 Joint Venture 1,968,322 88000 NON-OPERATING EXPENSES 25,648,658 12,899,718 28,451,309 21,080,540 19,324,843 20,259,618 -3.89% 50000 EXPENDITURES 224,546,454 218,804,697 182,852,702 228,371,521 230,061,577 231,621,416 �o 61 Intentionally Left Blank 62 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From DEPARTMENT Actual Actual Adopted Revised Adopted Prior year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 12.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 4.00 0.00 City Treasurer 2.00 2.00 2.00 2.00 2.00 0.00 City Manager 11.50 12.50 12.50 12.50 12.50 0.00 Community Development 44.00 44.00 44.00 44.00 44.00 0.00 Community Services 44.00 36.00 36.00 36.00 36.00 0.00 Finance 33.00 33.00 33.00 33.00 33.00 0.00 Fire 198.00 198.00 198.00 198.00 198.00 0.00 Human Resources 15.00 15.00 15.00 15.00 15.00 0.00 Information Services 30.00 30.00 30.00 30.00 30.00 0.00 Library Services 28.25 28.25 28.25 28.25 28.25 0.00 Police 364.50 364.50 364.50 364.50 364.50 0.00 Public Works 199.00 207.00 207.00 207.00 207.00 0.00 Total 986.25 986.25 986.25 986.25 986.25 1 0.00 GENERALFUND FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From DEPARTMENT Actual Actual Adopted Revised Adopted Prior year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 12.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 4.00 0.00 City Treasurer 2.00 2.00 2.00 2.00 2.00 0.00 City Manager 8.30 9.32 9.32 9.32 10.12 0.80 Community Development 44.00 44.00 44.00 44.00 44.00 0.00 Community Services 38.25 30.25 30.25 30.25 30.25 0.00 Finance 33.00 33.00 33.00 33.00 33.00 0.00 Fire^ 194.00 194.00 194.00 194.00 194.00 0.00 Human Resources 11.35 10.25 10.25 10.25 10.25 0.00 Information Services 30.00 29.00 29.00 29.00 29.00 0.00 Library Services 28.25 28.25 28.25 28.25 28.25 0.00 Police 364.50 364.50 364.50 364.50 364.50 0.00 Public Works 91.20 99.20 99.20 99.20 99.20 0.00 Total 861.85 859.77 859.77 859.77 860.57 0.80 Note: Reflects the Table of Organization for Fiscal Year 2019/20; however, 20 positions are defunded. ^FY 2017/18 Revised includes funding of 1 Fire Battalion Chief previously defunded bringing the total number of Fire sworn funded positons to 142 FTEs. 63 Intentionally Left Blank 64 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds City Council Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Council Member* 6.00 6.00 6.00 6.00 6.00 Mayor* 1.00 1.00 1.00 1.00 1.00 TOTAL 8.00 8.00 8.00 8.00 8.00 * Mayor and Council Members are not included in the FTE Count. Cit Attorney Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Administrative Assistant 1.00 Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 Chief Assistant City Attorney 1.00 1.00 1.00 1.00 2.00 City Attorney 1.00 1.00 1.00 1.00 1.00 Deputy Community Prosecutor 1.00 1.00 1.00 1.00 1.00 Deputy City Attorney III 1.00 Legal Assistant 3.00 3.00 3.00 2.00 2.00 Senior Deputy City Attorney 2.00 3.00 3.00 3.00 3.00 Senior Legal Assistant 1.00 1.00 Senior Trial Counsel 1.00 1.00 1.00 1.00 TOTAL 12.00 11.00 11.00 11.00 11.00 City Clerk Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Assistant City Clerk 1.00 1.00 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 Senior Deputy City Clerk 2.00 2.00 2.00 2.00 2.00 TOTAL 4.00 4.00 4.00 4.00 4.00 Cit Treasurer Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Administrative Analyst 0.50 0.50 0.50 0.50 0.50 Administrative Assistant 0.50 0.50 0.50 0.50 0.50 City Treasurer 1.00 1.00 1.00 1.00 1.00 TOTAL 2.00 2.00 2.00 2.00 2.00 65 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Cit Manager Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Administrative Aide 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 Administrative Secretary 0.50 0.50 0.50 0.50 0.50 Assistant City Manager 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 1.00 Deputy Director of Economic Development 1.00 1.00 1.00 1.00 1.00 Economic Development Project Manager 1.00 1.00 1.00 1.00 1.00 Energy Project Manager 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00 Project Manager 1.00 Real Estate & Project Manager 1.00 1 1.00 1 1.00 1.00 1.00 TOTAL 11.50 12.50 12.50 12.50 12.50 Commu ity Develo ment Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 2.00 2.00 2.00 2.00 2.00 Assistant Planner 2.00 2.00 2.00 2.00 2.00 Associate Planner 4.00 4.00 4.00 4.00 4.00 Building Inspector 1 1.00 1.00 1.00 1.00 1.00 Building Inspector 11 2.00 2.00 2.00 2.00 2.00 Building Inspector 111 6.00 6.00 6.00 6.00 6.00 Building Manager 1.00 1.00 1.00 1.00 1.00 Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 1 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer II 2.00 2.00 2.00 2.00 2.00 Code Enforcement Supervisor 1.00 1.00 1.00 1.00 1.00 Deputy Director of Community Development 1.00 1.00 1.00 1.00 1.00 Director of Community Development 1.00 1.00 1.00 1.00 1.00 Inspection Supervisor 2.00 2.00 2.00 2.00 2.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Plan Check Engineer 2.00 2.00 2.00 2.00 2.00 Planning Manager 2.00 2.00 2.00 1.00 1.00 Principal Electrical Inspector 1.00 1.00 1.00 1.00 1.00 Principal Inspector Plumbing/Mechanical 1.00 1.00 1.00 1.00 1.00 Senior Code Enforcement Officer 1.00 1.00 1.00 2.00 2.00 Senior Permit Technician 3.00 3.00 3.00 3.00 3.00 Senior Planner 3.00 3.00 3.00 3.00 3.00 TOTAL 44.00 1 44.00 1 44.00 1 44.00 1 44.00 66 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Community Services Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00 Beach Equipment Operator* 3.00 Beach Maintenance Crewleader* 2.00 Beach Maintenance Service Worker* 1.00 Beach Operations Supervisor* 1.00 Community Services & Recreation Specialist 7.00 8.00 8.00 8.00 8.00 Community Services Manager 1.00 2.00 2.00 2.00 2.00 Community Services Recreation Supervisor 6.00 6.00 6.00 6.00 6.00 Director of Community Services 1.00 1.00 1.00 1.00 1.00 Facilities, Development& Concessions Manager 1.00 Maintenance Service Worker 1.00 1.00 1.00 Maintenance Worker 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Parking Meter Repair Technician 1.00 1.00 1.00 1.00 1.00 Parking Meter Repair Worker 2.00 2.00 2.00 2.00 2.00 Parking/Camping Assistant 1.00 1.00 1.00 1.00 1.00 Parking/Camping Crewleader 1.00 1.00 1.00 1.00 1.00 Parking/Camping Leadworker 1.00 1.00 1.00 1.00 1.00 Program Coordinator- Human Services 1.00 Senior Facilities Maintenance Technician* 1.00 Senior Services Assistant 1.00 1.00 1.00 1.00 1.00 Senior Services Transportation Coordinator 1.00 1.00 1.00 1.00 1.00 Senior Supervisor Cultural Affairs 1.00 1.00 1.00 1.00 1.00 Senior Supervisor Human Services 1.00 1.00 1.00 1.00 1.00 Social Worker 1.00 1.00 1.00 1.00 1.00 Supervisor, Parking/Camping Facility 1.00 1.00 1.00 1.00 1.00 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1.00 TOTAL 44.00 36.00 36.00 36.00 36.00 *FY 2017/18-The Community Services - Beach Operations Division transferred to Public Works Department- Maintenance Operations Division. 67 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Finance Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Accounting Technician II 9.00 9.00 9.00 9.00 9.00 Accounting Technician Supervisor 2.00 1.00 1.00 1.00 1.00 Administrative Analyst 0.50 0.50 0.50 0.50 0.50 Administrative Analyst Senior 2.00 Administrative Assistant 1.50 1.50 1.50 1.50 1.50 Assistant Chief Financial Officer 1.00 1.00 Business License Supervisor 1.00 1.00 1.00 1.00 Buyer 2.00 2.00 2.00 2.00 2.00 Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Finance Manager-Accounting 1.00 1.00 1.00 1.00 1.00 Finance Manager- Budget 1.00 1.00 1.00 1.00 1.00 Finance Manager- Fiscal Services 1.00 1.00 1.00 Finance Manager-Treasury 1.00 1.00 1.00 1.00 1.00 Payroll Specialist 1.00 1.00 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 Project Manager 1.00 1.00 1.00 1.00 1.00 Senior Accountant 1.00 1.00 1.00 1.00 1.00 Senior Accounting Technician 3.00 3.00 3.00 3.00 3.00 Senior Finance Analyst 2.00 4.00 4.00 3.00 3.00 Senior Payroll Technician 2.00 2.00 2.00 2.00 2.00 TOTAL 33.00 33.00 33.00 33.00 33.00 68 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Fire Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Accounting Technician II 3.00 2.00 2.00 2.00 2.00 Administrative Aide 1.00 1.00 1.00 1.00 1.00 Administrative Analyst Senior 1.00 2.00 2.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Fire Captain 3.00 3.00 3.00 3.00 Administrative Secretary 4.00 4.00 4.00 4.00 4.00 Ambulance Operator 30.00 30.00 30.00 30.00 30.00 Assistant Fire Marshal 1.00 1.00 1.00 1.00 1.00 Deputy Fire Marshal 3.00 Emergency Medical Services Coordinator 1.00 1.00 1.00 1.00 1.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief` 5.00 5.00 5.00 5.00 5.00 Fire Captain 30.00 30.00 30.00 30.00 30.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 Fire Division Chief 2.00 2.00 2.00 2.00 2.00 Fire Engineer 30.00 30.00 30.00 30.00 30.00 Fire Medical Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Prevention Inspector 4.00 4.00 4.00 4.00 4.00 Fire Protection Analyst 2.00 2.00 2.00 2.00 2.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Firefighter 12.00 12.00 12.00 12.00 12.00 Firefighter Paramedic 48.00 48.00 48.00 48.00 48.00 Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 Marine Safety Lieutenant 3.00 3.00 3.00 3.00 3.00 Marine Safety Officer II 10.00 10.00 10.00 10.00 10.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Senior Permit Technician 1.00 1.00 1.00 1.00 1.00 TOTAL 198.00 198.00 1 198.00 198.00 198.00 'FY 2017/18 Revised includes funding of 1 Fire Battalion Chief previously defunded bringing the total number of Fire sworn funded positons to 142 FTEs. 69 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Human Resources Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Director of Human Resources 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Liability Claims Coordinator 1.00 1.00 1.00 1.00 1.00 Personnel Analyst Principal 1.00 1.00 1.00 1.00 1.00 Personnel Analyst Senior 3.00 3.00 3.00 3.00 3.00 Personnel Assistant 3.00 3.00 3.00 3.00 3.00 Risk Management Specialist 2.00 2.00 2.00 2.00 2.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 Senior Risk Mana ement Analyst 1.00 1.00 1.00 1.00 1.00 TOTAL 15.00 15.00 1 15.00 15.00 15.00 Information Services Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Chief Information Officer 1.00 1.00 1.00 1.00 1.00 GIS Analyst II 3.00 4.00 4.00 4.00 4.00 Information Systems Analyst 1 1.00 Information Systems Analyst 11 3.00 Information Technology Analyst 11 3.00 3.00 3.00 3.00 Information Systems Analyst III 1.00 Information Technology Analyst III 1.00 1.00 1.00 1.00 Info Systems Analyst Senior 3.00 Info Technology Analyst Senior 5.00 5.00 5.00 5.00 Information Systems Analyst IV 5.00 Information Technology Analyst IV 4.00 4.00 4.00 4.00 Information Systems Technician 1 1.00 Information Technology Technician 1 2.00 2.00 2.00 2.00 Information Systems Technician II 1.00 Information Systems Technician 111 1.00 Information Technology Technician 111 1.00 1.00 1.00 1.00 Information Systems Technician IV 3.00 Information Technology Technician IV 1.00 1.00 1.00 1.00 Information Systems Technician Senior 2.00 Senior Information Technology Technician 2.00 2.00 2.00 2.00 Information Tech Mgr- Infrastructure 1.00 1.00 1.00 1.00 1.00 Information Tech Mgr-Systems 1.00 1.00 1.00 1.00 1.00 Information Tech Mgr- Operations 1.00 1.00 1.00 1.00 1.00 Network Systems Administrator 1.00 1.00 1.00 1.00 1.00 Senior Telecommunication Technician 1.00 1.00 1.00 1.00 TOTAL 30.00 30.00 30.00 30.00 30.00 70 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Library Services Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Director of Library Services 1.00 1.00 1.00 1.00 1.00 Librarian 4.00 5.00 5.00 5.00 5.00 Library Facilities Coordinator 1.00 Library Services Clerk 6.50 6.50 6.50 6.50 6.50 Library Specialist 3.00 3.00 3.00 3.00 3.00 Literacy Program Specialist 2.00 2.00 2.00 2.00 2.00 Media Services Specialist 1.00 1.00 1.00 1.00 1.00 Principal Librarian 1.00 1.00 1.00 1.00 1.00 Senior Librarian 4.00 4.00 4.00 4.00 4.00 Senior Library Specialist 0.75 0.75 0.75 0.75 0.75 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1.00 TOTAL 28.25 1 28.25 1 28.25 1 28.25 28.25 71 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Police Actual Actual Adopted Revised Adopted Job Description FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Accounting Technician II 3.00 3.00 3.00 3.00 3.00 Administrative Analyst Senior 2.00 2.00 2.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Assistant Chief of Police 1.00 1.00 Communications Operator-PD 18.00 18.00 18.00 18.00 18.00 Communications Supervisor-PD 6.00 6.00 6.00 6.00 6.00 Community Relations Specialist 1.00 1.00 1.00 1.00 1.00 Community Services Officer 9.00 11.00 11.00 13.00 13.00 Crime Analyst 1.00 1.00 1.00 1.00 1.00 Crime Scene Investigator 6.00 4.00 4.00 2.00 2.00 Detention Administrator 1.00 1.00 1.00 1.00 1.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 Detention Officer- Nurse 4.00 4.00 4.00 4.00 4.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 Facilities Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Forensic Systems Specialist 1.00 1.00 1.00 1.00 1.00 Helicopter Maintenance Technician 1.00 1.00 1.00 Latent Fingerprint Examiner 2.50 2.50 2.50 2.50 2.50 Parking/Traffic Control Officer 16.00 16.00 16.00 16.00 16.00 Parking/Traffic Control Supervisor 1.00 1.00 1.00 1.00 1.00 Police Administrative Services Division Manager 1.00 1.00 1.00 1.00 1.00 Police Captain 3.00 3.00 3.00 3.00 3.00 Police Chief 1.00 1.00 1.00 1.00 1.00 Police Communications Manager 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 10.00 10.00 10.00 9.00 9.00 Police Officer 191.00 191.00 191.00 190.00 190.00 Police Photo/Imaging Specialst 1.00 1.00 1.00 1.00 1.00 Police Records Administrator 1.00 1.00 1.00 1.00 1.00 Police Records Specialist 11.00 11.00 11.00 11.00 11.00 Police Records Supervisor 3.00 3.00 3.00 3.00 3.00 Police Records Technician 6.00 6.00 6.00 6.00 6.00 Police Recruit 4.00 4.00 4.00 4.00 4.00 Police Sergeant 27.00 27.00 27.00 28.00 28.00 Police Services Specialist 11.00 11.00 11.00 11.00 11.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Principal Personnel Analyst 1.00 1.00 Property and Evidence Officer 3.00 3.00 3.00 3.00 3.00 Property and Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Helicopter Maintenance Technician 1.00 1.00 1.00 2.00 2.00 TOTAL 364.50 364.50 364.50 364.50 364.50 72 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Public Works Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Accounting Technician II 3.00 3.00 3.00 3.00 3.00 Administrative Analyst Senior 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Environmental Specialist 2.00 2.00 2.00 2.00 2.00 Administrative Secretary 3.00 3.00 3.00 3.00 3.00 Assistant Civil Engineer 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00 Beach Equipment Operator* 3.00 3.00 3.00 3.00 Beach Maintenance Crewleader* 2.00 2.00 2.00 2.00 Beach Maintenance Service Worker* 1.00 1.00 1.00 1.00 Beach Operations Supervisor* 1.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 1.00 Civil Engineering Assistant 3.00 2.00 2.00 2.00 2.00 Code Enforcement Officer 1 1.00 1.00 1.00 1.00 1.00 Construction Inspector II 1.00 1.00 1.00 1.00 1.00 Construction Manager 1.00 1.00 1.00 1.00 1.00 Contract Administrator 3.00 3.00 3.00 3.00 3.00 Cross Connection Control Specialist 2.00 2.00 2.00 2.00 2.00 Director of Public Works 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 1.00 Engineering Aide 1.00 1.00 1.00 1.00 1.00 Environmental Services Manager 1.00 1.00 Equipment Support Assistant 2.00 2.00 2.00 2.00 2.00 Equipment/Auto Maintenance Crewleader 2.00 2.00 2.00 2.00 2.00 Equipment/Auto Maintenance Leadworker 3.00 3.00 3.00 3.00 3.00 Facilities Maintenance Crewleader 2.00 2.00 2.00 2.00 2.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician 3.00 3.00 3.00 3.00 3.00 Field Service Representative 3.00 3.00 3.00 3.00 3.00 Fleet Operations Supervisor 1.00 1.00 1.00 1.00 1.00 General Services Manager 1.00 1.00 1.00 1.00 1.00 Irrigation Specialist 1.00 1.00 1.00 1.00 1.00 Landscape Equipment Operator 1.00 1.00 1.00 1.00 1.00 Landscape Maint Crewleader 1.00 1.00 1.00 1.00 1.00 Landscape Maintenance Leadworker 3.00 3.00 3.00 3.00 3.00 Landscape Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Maintenance Operations Manager 1.00 1.00 1.00 1.00 1.00 Maintenance Service Worker 7.00 7.00 7.00 7.00 7.00 Mechanic II 4.00 4.00 4.00 4.00 4.00 Mechanic III 6.00 6.00 6.00 6.00 6.00 Office Assistant II 4.00 4.00 4.00 4.00 4.00 Office Specialist 1.00 1.00 1.00 1.00 1.00 Pest Control Specialist 1.00 1.00 1.00 1.00 1.00 73 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Public Works continued Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Plumber 1.00 Principal Civil Engineer 5.00 5.00 5.00 4.00 4.00 Project Manager 1.00 1.00 1.00 1.00 1.00 SCADA Coordinator 1.00 1.00 1.00 1.00 1.00 SCADA Technician 1.00 1.00 1.00 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer 5.00 5.00 5.00 5.00 5.00 Senior Construction Inspector 3.00 3.00 3.00 3.00 3.00 Senior Engineering Technician 2.00 2.00 2.00 1.00 1.00 Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 Senior Traffic Engineer 1.00 1.00 1.00 2.00 2.00 Senior Wastewater Pump Mechanic 1.00 1.00 1.00 1.00 1.00 Senior Water Meter Reader 1.00 1.00 1.00 1.00 1.00 Signs& Markings Crewleader 1.00 1.00 1.00 1.00 1.00 Signs Leadworker 1.00 1.00 1.00 1.00 1.00 Signs/Markings Equipment Operator 1.00 1.00 1.00 1.00 1.00 Stock Clerk 1.00 1.00 1.00 1.00 1.00 Street Equipment Operator 3.00 3.00 3.00 3.00 3.00 Street Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Street Maintenance Leadworker 2.00 2.00 2.00 2.00 2.00 Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 1.00 1.00 1.00 1.00 Survey Technician II 2.00 2.00 2.00 2.00 2.00 Traffic Engineering Technician 1.00 1.00 1.00 1.00 1.00 Traffic Maintenance Service Worker 2.00 2.00 2.00 2.00 2.00 Traffic Signal Electrician 2.00 2.00 2.00 2.00 2.00 Traffic Signal/Light Crewleader 1.00 1.00 1.00 1.00 1.00 Transportation Manager 1.00 1.00 1.00 1.00 1.00 Tree Equipment Operator 3.00 3.00 3.00 3.00 3.00 Tree Maintenance Leadworker 1.00 1.00 1.00 1.00 1.00 Tree Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Trees Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Utilities Manager 1.00 1.00 1.00 1.00 1.00 Warehousekeeper 1.00 1.00 1.00 1.00 1.00 Wastewater Equipment Operator 5.00 5.00 5.00 5.00 5.00 Wastewater Maintenance Service Worker 7.00 7.00 7.00 7.00 7.00 Wastewater Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Wastewater Operations Leadworker 3.00 3.00 3.00 3.00 3.00 Wastewater Pump Mechanic 1.00 1.00 1.00 1.00 1.00 Wastewater Supervisor 1.00 1.00 1.00 1.00 1.00 Water Conservation Coordinator 1.00 1.00 1.00 1.00 1.00 Water Distribution Meters Crewleader 1.00 1.00 1.00 1.00 1.00 Water Distribution Maintenance Crewleader 2.00 2.00 2.00 2.00 2.00 74 City of Huntington Beach Adopted Budget - FY 2019/20 Authorized Full-Time Equivalent Personnel All Funds Public Works continued Actual Actual Adopted Revised Adopted Title FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019120 Water Distribution Maintenance Leadworker 6.00 6.00 6.00 6.00 6.00 Water Distribution Meters Leadworker 2.00 2.00 2.00 2.00 2.00 Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00 Water Equipment Operator 4.00 4.00 4.00 4.00 4.00 Water Meter Reader 2.00 2.00 2.00 2.00 2.00 Water Meter Repair Technician 5.00 5.00 5.00 5.00 5.00 Water Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Water Operations Leadworker 2.00 2.00 2.00 2.00 2.00 Water Production Supervisor 1.00 1.00 1.00 1.00 1.00 Water Quality Supervisor 1.00 1.00 1.00 1.00 1.00 Water Quality Coordinator 1.00 1.00 1.00 1.00 1.00 Water Quality Technician 1.00 1.00 1.00 1.00 1.00 Water Service Worker 13.00 13.00 13.00 13.00 13.00 Water Systems Technician II 5.00 5.00 5.00 5.00 5.00 Water Systems Technician III 3.00 3.00 3.00 3.00 3.00 Water Utility Locator 1.00 1.00 1.00 1.00 1.00 TOTAL 199.00 207.00 1 207.00 207.00 207.00 'FY 2017/18 -The Community Services - Beach Operations Division transferred to Public Works Department- Maintenance Operations Division. CITYWIDE TOTAL 986.25 986.25 986.25 986.25 986.25 75 Intentionally Left Blank 76 City of Huntington Beach Adopted Budget-FY 2019120 Estimated Changes to Fund Balances* ALL FUNDS Estimated Proposed Adopted Adopted Estimated Percent Change Fund Balance Use of Fund Revenue Expense Fund Balance to Fund Fund Description 6/30/19 Balance FY 2019/20 FY 2019/20 6/30/20 Fund Balance 100 General Fund,,, 60,599,532 781,376 230,840,040 231,621,416 59,818,156 -1.29% 101 Specific Events 281,695 751,500 751,500 281,695 0.00% 122 Inmate Welfare Fund.,. 99,894 35,500 4,500 40,000 64,394 -35.54% 201 Air Quality Fund(5) 59,351 240,000 139,357 159,994 169.57% 204 Fourth of July Parade,, 2' --,; 420,050 420,050 _- 0.00% 207 Gas Tax Fund,S, 797,295 3,355,068 3,150,000 1,002,363 25.72% 210 Sewer(„ 3,899,555 2,350,000 150,000 2,500,000 1,549,555 -60.26% 212 Narcotics Forfeiture-Federal(., 473,051 156,000 156,000 317,051 -32.98% 213 Measure M Fund 'SC-,360, 3,514,493 3,181,076 177,057 -213.24% 215 Rehabilitation Loans,,, 731,651 200,000 100,000 300,000 531,651 -27.34% 216 Property and Evidence,,, 87,352 50,000 50,000 37,352 -57.24% 217 Affordable Housing In-Lieu,,, 360,209 200,000 100,000 300,000 160,209 -55.52% 219 Traffic Congestion Relief 42,5, 1,956,853 1,727,000 229,853 0.00% 226 Quimby Fund,,, 1,048,786 353,089 65,000 418,089 695,697 -33.67% 228 Park Dev Impact-Res.,, 11,205,901 1,154,981 3,000,000 4,154,981 10,050,920 -10.31% 229 Library Dev Impact 1,108,098 200,000 200,000 1,108,098 0.00% 231 Fire Facilities Dev Impact.,, 758,825 496,548 123,452 620,000 262,277 -65.44% 233 Housing Residual Receipts 15, 1,211,632 475,000 50,000 1,636,632 35.08% 234 Disability Access Fund 69,646 84,000 84,000 69,646 0.00% 239 CDBG 17,000 1,155,698 1,155,698 17,000 0.00% 240 HOME 606,864 606,864 0.00% 243 Surf City"Y Cable Channel 605,000 605,000 0.00% 308 In-Lieu Parking Downtown,5, 390,200 67.700 60,000 397,900 1.97% 314 Infrastructure Fund 2,137,024 4,000,000 4,000,000 2,137,024 0.00% 322 ELM Automation Fund 205,471 360,000 360,000 205,471 0.00% 324 Equipment Fund 477,510 4,650,600 4,650,600 477,510 0.00% 350 RORF,aa, 8,290,010 8,290,010 - - _ 0.00% 352 LMIHAF(1) 5,350,783 410,078 406,000 816,078 4,940,704 -7.66% 401 Debt Svc HBPFA 8,142,080 5,016,365 5,016,365 8,142,080 0.00% 405 Debt Svc Grand Coast CFD 2000-1 1,422,183 1,091,204 1,091,204 1,422,183 0.00% 406 Debt Svc Mello Roos 281,623 264,000 264,000 281,623 0.00% 408 Debt Svc McDonnell CFD 2002-1 606,173 409,970 409,970 606,173 0.00% 410 Debt Svc Bella Terra 1,759,008 2,354,373 2,354,373 1,759,008 0.00% 501 CUPA 24,378 270,018 270,018 24,378 0.00% 504 Refuse Collection Service(165, 12,290,476 12,245,796 2? 606, 25.93% 506 Water(„ 68,496,361 1,672,586 39,870,606 41,543,192 66,823,775 -2.44% 507 Water Master Plan... 15,206,406 1,700,203 3,000,000 4,700,203 13,506,203 -11.18% 508 WOCWB 649,000 649,000 0.00% 511 Sewer Service Fund... 69,877,432 566,494 10,579,698 11,146,192 69,310,938 -0.81% 551 Self Insurance Workers'Comp,,,<, _ 7,187,770 7,187,770 �15.5`4 5')& 0.00% 552 Self Insurance General Liab 1,504,750 4,878,333 4,878,333 1,504,750 0.00% 702 Retiree Insurance Fund 26,336,418 1,433,880 1,433,880 26,336,418 0.00% 703 Retirement Supplement 56,094,539 4,000,000 4,000,000 56,094,539 0.00% 704 Fire JPA Fund,,, 64,683 6,914 395,596 402,510 57,769 -10.69% 709 BID-Hotel/Motel 5,500,000 5,500,000 0.00% 710 BID-Downtown 74,830 91,000 91,000 74,830 0.00% 711 Parking Structure-Bella Terra 74,061 729,419 729,419 74,061 0.00% 712 Parking Structure-Strand,,, 2,507,538 361,660 1,667,290 2,028,950 2,145,878 -14.42% 807 Energy Efficiency 1,773,441 370,000 370,000 1,403,441 -20.86% 963 Sr Mobility Program 246,485 246,485 0.00% 979 AB109 Public Safety Realignment,,, 119,828 26,439 40,000 66,439 93,389 -22.06% 984 SLESF Grant 12/13 1,612,660 261,000 261,000 1,612,660 0.00% 1228 CalRecycle City/County CRV 43,870 50,092 50,092 43,870 0.00% 1233 OC RMDZ 6,000 6,000 0.00% 1234 Sust Bus Cert Program 10,000 10,000 0.00% 1246 CENIC E-Rate„ 107 51 C) 55,821 55,821 0.00% 1247 Arterial Rehab 3,354,156 3,354,156 0.00% 1252 Office of Traffic Safety 18/19 240,510 240,510 0.00% Total 292,453,763 10,891,868 371,464,890 381,010,397 282,908,256 -3.26% *Includes only funds with estimated activities(Revenue and/or Expense)for FY 2019120. Explanation of negative fund balance or percent change to fund balance of 10%or greater: (1)A portion of fund balances from prior years are being expended on approved projects/costs. (2)Negative fund balances are recognized in previous audits and will be corrected over time. (3)Reflects impact from the abolishment of the Redevelopment Agency on February 1,2012. (4)Reflects FY 2012/13 Workers'Compensation Fund Extraordinary Loss for Long Term Liabilities. (5)Revenues are projected to exceed expenditures. 77 City of Huntington Beach Adopted Budget - FY 2019/20 Statement of Direct and Overlapping Bonded Debt 2018/19 Assessed Valuation: $40,169,845,596 Debt Repaid with Property Taxes (Tax and Assessment Debt): Percent Debt Applicable Tax Debt: Applicable to City Metropolitan Water District 1.3750% 660,688 Coast Community College District 28.4930% 214,855,599 Huntington Beach Union High School District 73.0270% 131,649,423 Fountain Valley School District 27.2950% 14,793,890 Huntington Beach City School District 99.9530% 95,139,226 Ocean View School District 93.5120% 38,774,751 Westminster School Disrict 24.2340% 24,973,683 Los Alamitos Unified School District Facilities District No. 1 1.2130% 1,859,168 City of Huntington Beach Community Facilities Districts 1990-1, 2000-1, 2002-1, 2003-1 100.0000% 31,930,000 Tax and Assessment Debt: 554,636,428 Other Debt: Other Entities: Orange County General Fund Obligations 6.7860% 26,378,539 Orange County Pension Obligations 6.7860% 27,661,720 Orange County Board of Education Certificates of Participation 6.7860% 915,431 North Orange County Regional Occupation Program Certificates of Participation 0.0880% 8,175 Coast Community College District General Fund Obligations 28.4930% 840,544 Huntington Beach Union High School District Certificates of Participation 73.0270% 46,080,833 Los Alamitos Unified School District Certificates of Participation 1.0900% 435,028 Huntington Beach School District Certificates of Participation 99.9530% 12,792,944 Ocean View School District Certificates of Participation 93.5120% 19,740,383 Westminster School District Certificates of Participation 24.2340% 9,028,443 City of Huntington Beach General Fund Obligations: 100.0000% 50,161,000 Total Gross and Overlapping Bonded Debt Not Repaid by Property Taxes: 194,043,040 Total Net Direct and Overlapping General Fund Obligation Debt: 194,043,040 Overlapping Tax Increment Debt(Successor Agency) 100.0000% 8,145,000 Net Combined Total Debt: 756,824,468 Ratios to 2018/19 Assessed Valuation: Total Overlapping Debt and Assessment Debt 1.38% Ratios to Adjusted Assessed Valuations: Combined Direct Debt ($50,161,000) 0.12% Combined Total Debt 1.88% Ratios to Redevelopment Successor Agency Incremental Valuation ($2,823,217,163): Total Overlapping Tax Increment Debt 0.29% Source:California Municipal Statistics and City of Huntington Beach Finance Department 78 City of Huntington Beach Adopted Budget — FY 2019/20 Debt Services Administration The City's Debt Management Policy(included in the Financial Policies and Procedures Section) provides that the City will not use long-term debt to pay for current operations and will strive to construct capital and infrastructure improvements without incurring debt. Debt financing will be considered for capital and infrastructure improvements when one or more of the following circumstances exist: when the term of the debt does not extend beyond the useful life of the improvements,when projected revenues or specific resources are sufficient to service the long-term debt, and/or when the cost of the debt is less than the impact of the cost caused by delaying the project. Bond Ratings The City's bond ratings are strong. Fitch Rating Agency Debt Instrument Moody's S&P affirmed its AAA General Obligation credit rating in June Tax Allocation Refunding Bonds Aa3 AA- 2018. The current bond specific ratings are reflective of the City's strong and diverse tax base, as well as rating agency Lease Revenue Bonds Aa2 AA confidence in our financial management and policies. Long-Term Obligations The City of Huntington Beach is legally restricted to issuing general obligation bonds to 12 percent of its assessed valuation. Since the City has no general obligation bonds outstanding, the limit does not apply. Debt Service is the obligation to repay principal and interest on funds borrowed through the sale of various bonds (Lease Revenue, Tax Allocation, and Special Tax bonds) and the execution of Disposition and Development Agreements (DDAs), Owner Participation Agreements (OPAs), and other loans. Currently, the City of Huntington Beach has three Lease Revenue Refunding bonds, a Section 108 loan (repaid with Community Development Block Grant funding), four capital leases, and three energy loans. The Successor Agency has two Tax Allocation Bonds, one Owner Participation Agreement, one Affordable Housing Agreement, three Distribution and Developer Agreements, and a Section 108 loan. The City has four Community Facilities Districts (CFDs), each with a Special Tax bond. The City's bonds are for the refinancing of former debt issuances for the construction of Pier Plaza, remodeling of the Civic Center, construction of the new Senior Center, and various other activities. The Successor Agency debt is for the repayment of various projects of the former Redevelopment Agency. Special Tax bonded debt is for the construction and improvement of each of the City's Community Facilities Districts, and is repaid through a special tax assessment on each district. The City's current debt obligations complete in Fiscal Year 2034-35. The Successor Agency's current debt obligations complete in fiscal year 2035-36. The Communities Facilities current debt obligations have maturity dates which vary by district, from Fiscal Year 2020-21 through Fiscal Year 2033-34. 79 City of Huntington Beach Adopted Budget — FY 2019/20 Debt Services Administration - o Fiscal Year Ending Long-Term Indebtedness W3012018 9/30/2016 9/30/2017 6/30/2018 6/3012019 Governmental Activities: Judgment Obligation bonds 1 634 659 - - - Public Financing Authority 50 375 45 760 42 505 42 505 39 150 Redevelopment Successor Agency Trust 55 788 52 282 47 993 44 381 39 096 Other Long-Term Obligations 1,868 11 783 13 312 13 002 11 011 Total Governmental Activities: 109,665 110,484 103,810 "An 89,257 Business Activities: Total Business Activities: - - - Total Long-Term Indebtedness: 109,665 110.484 103.810 99,888 89.257 Fiscal Year Ending Long-Term Indebtedness 9/30/2015 9/3012016 9/3012017 6130/2018 W3012019 Population 198 389 201 919 202 413 202 648 203 761 Debt-Per-Capita 553 545 517 493 438 Total Personal Income(in Thousands) 8 442 047 8 880 801 8 878 441 8 888 749 9 290 890 Per-Capital Personal Income 42 553 43 982 43 863 43 863 45 597 Unemployment Rate 4 30,0 3 9% 2 8% 2 5% 2 4% Total Emplovment 103 300 104 700 103 200 105 300 10 600 80 City of Huntington Beach FY 2015/16 Through FY 2019/20 Debt Service & Interfund Interest Expenditures Fund/Business Object Account& FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Unit Description Actual Actual Actual Adopted Revised Adopted Non-Departmental 10040101 88030-Principal 881,203 207,350 1,000,115 1,487,661 757,300 10040101 88070- Interest 153,710 58,137 177,970 177,970 170,000 Total Non-Departmental 1,034,913 265,487 1,178,085 1,665,631 927,300 Equipment Replacement-Fire 10040209 88030-Principal 67,359 10040209 88070- Interest 5,370 Total Citywide Leases 72,729 Capital Projects- Public Works 10040314 88030-Principal 96,455 99,852 103,276 106,820 106,820 106,820 10040314 88070- Interest 35,326 32,015 28,592 25,100 25,100 25,100 Total Citywide Leases 131,781 131,868 131,868 131,920 131,920 131,920 Rehabilitation Loans 21580301 88010-Debt Service Expense 4,500 4,500 21580301 88070- Interest 21,944 4,500 Total Rehabilitation Loans 21,944 4,500 4,500 4,500 RDA Project Debt Payments 35080201 88030- Principal 1,784,635 2,488,975 3,613,294 4,475,753 4,475,753 4,040,364 35080201 88070- Interest 2,367,199 2,260,780 1,572,689 2,260,804 2,260,804 1,261,505 Total RDA Project Debt Payments 4,151,834 4,749,755 5,185,983 6,736,557 6,736,557 5,301,869 RDA 1999 Tax Allocation Bond 35080202 88030-Principal 540,000 565,000 595,000 595,000 625,000 35080202 88070- Interest 206,299 180,108 117,866 142,578 142,578 112,375 Total RDA 1999 Tax Allocation Bond 746,299 745,108 117,866 737,578 737,578 737,375 RDA 2002 Tax Allocation Bond 35080203 88030-Principal 1,180,000 1,235,000 1,295,000 1,295,000 1,370,000 35080203 88070- Interest 454,917 395,458 258,000 311,625 311,625 245,000 Total RDA 2002 Tax Allocation Bond 1,634,917 1,630,458 258,000 1,606,625 1,606,625 1,615,000 HBPFA 2010A 40140105 88030-Principal 730,000 765,000 795,000 795,000 825,000 40140105 88070- Interest 503,350 474,150 221,775 427,650 427,650 391,125 Total HBPFA 2010A 1,233,350 1,239,150 221,775 1,222,650 1,222,650 1,216,125 HBPFA 2011A 40140106 88030-Principal 3,335,000 1,915,000 1,965,000 1,965,000 2,045,000 40140106 88070- Interest 961,594 861,544 402,047 764,800 764,800 674,370 Total HBPFA 2010A 4,296,594 2,776,544 402,047 2,729,800 2,729,800 2,719,370 HBPFA Senior Center 40140107 88030-Principal 550,000 575,000 595,000 595,000 615,000 40140107 88070- Interest 539,794 512,294 247,522 483,145 483,145 455,870 Total HBPFA Senior Center 1,089,794 1,087,294 247,522 1,078,145 1,078,145 1,070,870 Debt Svc Grand Coast CFD 2000-1 2013 Refund 40540105 88030-Principal 545,000 560,000 560,000 560,000 600,000 40540105 88070- Interest 544,963 528,613 255,906 520,214 520,214 476,814 Total Debt Svc Grand Coast CFD 2000-1 1,089,963 1,088,613 255,906 1,080,214 1,080,214 1,076,814 Debt Svc Special Tax CFD 1990-1 40640101 88030- Principal 140,000 145,000 145,000 145,000 160,000 40640101 88070- Interest 41,580 34,020 13,095 30,105 30,105 13,500 Total Debt Svc Special Tax CFD 1990-1 181,580 179,020 13,095 175,105 175,105 173,500 Debt Svc McDonnell CFD 2002-1 40840101 88030- Principal 100,000 115,000 115,000 115,000 145,000 40840101 88070- Interest 274,868 269,268 131,356 265,991 273,943 250,895 Total Debt Svc McDonnell CFD 2002-1 374,868 384,268 131,356 380,991 388,943 395,895 Debt Svc Bella Terra CFD 2003-1 2013 Refund 41040105 88030- Principal 740,000 765,000 765,000 765,000 820,000 41040105 88070- Interest 937,806 915,606 442,503 900,308 900,308 837,008 Total Debt Svc Bella Terra CFD 2003-1 1,677,806 1,680,606 442,503 1,665,308 1,665,308 1,657,008 81 City of Huntington Beach s FY 2015/16 Through FY 2019/20 Debt Service & Interfund Interest Expenditures Fund/Business Object Account& FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Unit Description Actual Actual Actual Adopted Revised Adopted West Orange County Water Board 50885101 88030-Principal 600,000 1,990,433 50885101 88070- Interest 80,000 80,000 Total West Orange County Water Board 680,000 2,070,433 West Orange County Water Board: Pipeline 50885102 88010-Debt Service Expense 525,000 50885102 88030-Principal 149,885 50885102 88070- Interest 23,592 Total West Orange County Water Board 173,477 525,000 2004 Judgment Obligation Bond 70740101 88030-Principal 975,000 660,000 70740101 88070- Interest 45,900 13,200 Total 2004 Judgment Obligation Bond 1,020,900 673,200 City Gym& Pool (Section 108) 121980101 88030- Principal 180,000 121980101 88070- Interest 24,275 Total City Gym& Pool(Section 108) 204,275 City Gym& Pool (Section 108) 123580502 88030-Principal 195,000 123580502 88070- Interest 19,487 Total City Gym& Pool (Section 108) 214,487 City Gym& Pool (Section 108) 23980703 88030-Principal 220,536 210,000 23980703 88050-Interfund Principal 6,906 23980703 88070- Interest 6,906 23980820 88030- Principal 220,536 220,536 Total City Gym& Pool (Section 108) 6,906 220,536 437,442 220,536 Total Police Facility Improvements 31487004 88030-Principal 945,000 Total Police Facility Improvements 945,000 GRAND TOTALS 17,928,634 17,615,283 7,853,791 19,628,014 21,730,851 18,718,082 The City's Charter limits Generally Bonded debt to 12% of the total assessed value of all real and personal property within Huntington Beach. The City's total net taxable assessed property value in FY 2018/19 was approximately$40.1 billion, resulting in a debt limit of $4.81 billion. The City currently holds no general bonded debt subject to the debt limit. 82 City of Huntington Beach Adopted Budget - FY 2019/20 Amortization Schedules & Debt Service Type Object Account& FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 Description Projected Projected Projected Projected Projected Projected Projected RDA 1999 Tax Allocation Bond 88030-Principal 365,000 380,000 405,000 425,000 360,000 88070-Interest 87,625 69,000 49,375 28,625 9,000 Total 452,625 449,000 454,375 453,625 369,000 RDA 2002 Tax Allocation Bond 88030-Principal 800,000 840,000 875,000 920,000 780,000 88070-Interest 190,750 149,750 106,875 62,000 19,500 Total 990,750 989,750 981,875 982,000 799,500 HBPFA 2010A 88030-Principal 865,000 905,000 550,000 580,000 605,000 635,000 665,000 88070-Interest 348,875 304,625 268,250 240,000 210,375 179,375 146,875 Total 1,213,875 1,209,625 818,250 820,000 815,375 814,375 811,875 HBPFA 2011A 88030-Principal 1,060,000 1,095,000 1,150,000 1,185,000 1,225,000 1,265,000 1,315,000 88070-Interest 607,344 564,069 519,444 482,197 439,997 392,494 340,894 Total 1,667,344 1,659,069 1,669,444 1,667,197 1,664,997 1,657,494 1,655,894 HBPFA 2014A 88030-Principal 650,000 665,000 685,000 720,000 750,000 785,000 810,000 88070-Interest 430,744 411,019 383,919 352,394 319,244 288,719 264,794 Total 1,080,744 1,076,019 1,068,919 1,072,394 1,069,244 1,073,719 1,074,794 Debt Svc Grand Coast CFD 2000-1 88030-Principal 625,000 645,000 675,000 705,000 740,000 775,000 810,000 88070-Interest 452,313 426,913 399,669 367,700 333,425 297,400 257,775 Total 1,077,313 1,071,913 1,074,669 1,072,700 1,073,425 1,072,400 1,067,775 Debt Svc Special Tax CFD 1990-1 88030-Principal 170,000 88070-Interest 4,590 Total 174,590 Debt Svc McDonnell CFD 2002-1 88030-Principal 160,000 180,000 200,000 220,000 240,000 265,000 290,000 88070-Interest 241,818 231,528 219,888 206,918 192,598 176,816 159,473 Total 401,818 411,528 419,888 426,918 432,598 441,816 449,473 Debt Svc Huntington CFD 2003-1 88030-Principal 855,000 890,000 925,000 965,000 1,010,000 1,055,000 1,115,000 88070-Interest 803,506 768,606 731,150 689,781 642,819 589,875 532,913 Total 1,658,506 1,658,606 1,656,150 1,654,781 1,652,819 1,644,875 1,647,913 800 mHz Equipment 88030-Principal 499,713 508,258 516,949 525,789 88070-Interest 35,067 26,522 17,831 8,991 Total 534,780 534,780 534,780 534,780 LED Lighting Phasel 88030-Principal 114,268 118,186 122,239 126,430 64,832 88070-Interest 17,599 13,681 9,629 5,437 1,102 Total 131,868 131,868 131,868 131,868 65,934 I-Bank CLEEN 88030-Principal 295,740 301,582 307,560 313,677 319,935 326,339 332,891 88070-Interest 47,014 40,226 33,281 26,174 18,903 11,463 3,850 Total 342,754 341,808 340,841 339,851 338,838 337,802 336,741 Fire Truck 88030-Principal 143,795 88070-Interest 1,663 Total 145,458 83 City of Huntington Beach Adopted Budget - FY 2019/20 Amortization Schedules & Debt Service Object Account& FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 Type Description Projected Projected Projected Projected Projected Projected Projected Ambulance/Fire Truck 88030-Principal 147,719 150,953 154,259 157,638 88070-Interest 13,371 10,136 6,831 3,452 Total 161,090 161,089 161,090 161,090 800 mHz Backbone 88030-Principal 241,892 247,190 252,603 258,135 263,789 88070-Interest 27,673 22,376 16,962 11 A30 5.777 Total 269,566 269,566 269,566 269,566 269,566 California Energy Commission 88030-Principal 255,294 257,927 260,513 263,124 265,717 268,426 271,117 88070-Interest 27,565 24,932 22,346 19,734 17,142 14,433 11,742 Total 282,859 282,859 282,859 282,859 282,859 282,859 282,859 GRAND TOTAL 10,585,937 10,247,478 9,864,571 9,869,627 8,834,153 7,325,339 7,327,323 84 City of Huntington Beach ff'+"" City Council Adopted Budget — FY 2019/20 Mayor Mayor Pro-Tem City Council Member (5) Administrative Assistant 85 City Council Department Descriptions The City Council is the policy setting body of the City. City Council duties include: establishing goals and policies, enacting legislation, adopting the City's operating and capital budget, and appropriating the funds necessary to provide services to the City's residents, businesses, and visitors. City Council Members also participate in a wide variety of community and regional activities and spend a considerable amount of time interacting with the residents, business owners, and community stakeholders. Clerical staff provides administrative support and customer service to City Council Members and the public. In February of 2019, the City Council adopted the following strategic goals: • Enhance and maintain high quality City services; • Enhance and maintain the infrastructure; • Strengthen long-term financial and economic sustainability; and • Enhance and modernize public safety service delivery. These goals are used as a frame of reference in evaluating requests for action brought before the City Council. ; 1 t 86 City Council Adopted Budget - FY 2019120 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 86,389 87,139 65,286 88,850 88,850 88,850 0.00% Salaries, Overtime 287 Leave Payouts 5,438 7,404 4,551 Benefits 74,546 86,848 78,305 135,395 135,395 162.818 20.25% PERSONNEL SERVICES 166,373 181,391 148,429 224,245 224,245 251,668 12.23% OPERATING EXPENSES Equipment and Supplies 4,959 12,435 2,576 6,000 6,000 6,000 0.00% Conferences and Training 28,050 20,612 38,197 26,100 26,100 26,100 0.00% Expense Allowances 118,119 119,011 89,673 135,565 135,565 139,665 3.02% OPERATING EXPENSES 151,128 152,058 130,446 167,665 167,665 171,765 2.45% Grand Totals) 317,501 333,449 278,875 391,910 391,910 423,433 8.04% General Fund 317,501 333,449 278,875 391,910 391,910 423,433 8.04% Grand Total(s) 317,501 333,449 278,875 391,910 391,910 423,433 1 8.04% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 T 0.00 87 City Council Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 86,389 87,139 65,286 88,850 88,850 88,850 0.00% Salaries, Overtime 287 Leave Payouts 5,438 7,404 4,551 Benefits 74,546 86,848 78,305 135,395 135,395 162,818 20.25% PERSONNEL SERVICES 166,373 181,391 148,429 224,245 224,245 251,668 12.23% OPERATING EXPENSES Equipment and Supplies 4,959 12,435 2,576 6,000 6,000 6,000 0.00% Conferences and Training 28,050 20,612 38,197 26,100 26,100 26,100 0.00% Expense Allowances 118,119 119,011 89,673 135.565 135.565 139,665 3.02% OPERATING EXPENSES 151,128 152,058 130,446 167,665 167,665 171,765 2.45% Total 317,501 333,449 278,875 391,910 391,910 423,433 8.04% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 88 City Council Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year City Council PERSONNEL SERVICES Salaries, Permanent 86,389 87,139 65,286 88,850 88,850 88,850 0.00% Salaries, Overtime 287 Leave Payouts 5,438 7,404 4,551 Benefits 74,546 86,848 78,305 135,395 135,395 162,818 20.25% PERSONNEL SERVICES 166,373 181,391 148,429 224,245 224,245 251,668 12.23% OPERATING EXPENSES Equipment and Supplies 4,959 12,435 2,576 6,000 6,000 6,000 0.00% Conferences and Training 28,050 20,612 38,197 26,100 26,100 26,100 0.00% Expense Allowances 118,119 119,011 89,673 135,565 135,565 139,665 3.02% OPERATING EXPENSES 151,128 152,058 130,446 167,665 167,665 171,765 2.45% Total 317,501 333,449 278,875 391,910 391,910 423,433 8.04% Significant Changes The increase in Personnel Services is due to the increased cost of benefits. Expense Allowances increase annually per Ordinance No. 4044 by the Consumer Price Index(CPI). FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Mayor* 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Mayor Pro-Tem * 1.00 1.00 1.00 1.00 1.00 1.00 0.00 City Council Member* 5.00 5.00 5.00 5.00 5.00 5.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Personnel not counted in FTE totals Total 1.00 1.00 1.00 1.00 1.00 1.00 0.00 89 City Council Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Department/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year CC City Council CC City Council 10020101 City Council 317,501 333,449 278,875 391,910 391,910 423,433 8.04% CC City Council 317,501 333,449 278,875 391,910 391,910 423,433 8.04% General Fund 317,501 333,449 278,875 391.910 391,910 423,433 8.04% Grand Total(s) 317,501 333,449 278,875 391,910 391,910 423,433 8.04% 90 l City of Huntington Beach City Attorney Adopted Budget — FY 2019/20 City Attorney Chief Assistant City Attorney(2) COMMUNITY LITIGATIONS ADVISORY PROSECUTION Deputy Community Prosecutor Senior Deputy City Attorney(2) Assistant City Attorney I� Senior Deputy City Attorney i AMINISTRATION Senior Legal Assistant Legal Assistant(2) 91 City Attorney Department Descriptions Our Mission: To provide the best representation to the City in all legal matters, to provide excellent, effective legal counsel and services to the City Council, and to prosecute violations of the City Charter, Municipal Code, State misdemeanors, and to zealously defend the City from civil lawsuits. The Office of the City Attorney represents and advises the City Council and all City officials in all matters of law pertaining to the business of the City of Huntington Beach. Among other things, the City Attorney defends the City in every lawsuit, prepares and/or reviews all City Ordinances, Resolutions, contracts and other legal documents, and, attends City Council meetings, Planning Commission meetings, and other City staff meetings. The City Attorney also prosecutes criminal cases arising from violation of the provisions of the City Charter or Huntington Beach Municipal Code, and such State misdemeanors as the City has the power to prosecute. Michael E Gates,City Attorney The City Attorney's Office consists of an elected City Attorney, two Chief Assistant City Attorneys, a Deputy Community Prosecutor, three Senior Deputy City Attorneys, an Assistant City Attorney, three support staff, and law school externs. City Attorney Ongoing Activities & Projects Administration • Manages daily office operations. • Defends the City of Huntington Beach and its Police Officers in all lawsuits. • Provides leadership and oversight in the handling of lawsuits and trials. • Provides leadership and oversight in preparation of City Ordinances. • Provides leadership and oversight to the Community Prosecution program. • Develops and manages the Department's annual budget. • Coordinates active intern and extern programs for college and graduate students. • Provides citywide training on Brown Act/Ethics (AB 1234), Public Records Act, and newly developed Police trainings. Community Prosecutor Program At the direction of the City Attorney, the Deputy Community Prosecutor leads the City's prosecutorial efforts for Penal Code and Municipal Law violations that occur in the City. They work closely with the Huntington Beach Police Department,the Orange County District Attorney's Office, and the community to represent the People in a variety of criminal misdemeanor cases. The Deputy Community Prosecutor conducts legal research, reviews and drafts motions, interviews victims and witnesses, and represents the People in all court proceedings from arraignment through trial. Additionally, the Deputy Community Prosecutor provides legal advice, legal opinions and training to law enforcement personnel. 92 City Attorney Ongoing Activities & Projects Municipal Advisory Services • Interpret the City Charter and all City Ordinances. • Provide ongoing legal advice to all City Departments. • Attend, advise, and prepare for City Council meetings and Planning Commission meetings. • Coordinate Public Records Act responses. • Prosecute all criminal violations of the Municipal and Zoning Codes. • Provide for or assist in civil citation hearings. • Research, advise, and prepare all Ordinances, Resolutions, and agreements. • Review and approve all insurance forms and indemnification waivers submitted to the City. • Maintain standardized agreements and contract processing. • Review and advise regarding changes in State law impacting the City. • Assist in negotiations regarding agreements that generate revenue for the City. Litigation Services • Represent the City of Huntington Beach and Police Officers in all bench and jury trials in State and Federal Courts. • Defend all civil matters in which the City or its employees is a party, including but not limited to Police matters, land use decisions, contract disputes, personnel grievances, automobile accidents, slip and fall injuries, and constitutional challenges. • Coordinate with Risk Management on claims processing, Workers' Compensation, and liability assessment. • Actively pursue relief on behalf of the City for injunctive relief, collections, subrogation,writs, appeals, and amicus. • Supervise outside counsel, as-needed. • Advise staff on opportunities to minimize liability exposure before, during, and after the filing of litigation. • Represent staff at depositions in third party litigation in which the City is not a party. • Assist staff in preparation of bankruptcy matters involving the City. • Provide assistance to staff in small claims disputes involving the City. Community Prosecution Services • Actively prosecute misdemeanor Penal Code and Municipal Law violations that occur in Huntington Beach. • Work closely with Huntington Beach Police Department and the Orange County District Attorney's Office of investigations and prosecution of misdemeanor cases. • Interview and work with victims and witnesses. • Conduct legal research and draft motions. • Represent the people in all Superior Court proceedings from arraignment through trial. • Provide legal advice, legal opinions, and training to law enforcement personnel. 93 City Attorney Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019120 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: Strengthen Long- 1. Reduce the number of settlements and Term Financial and settlement amounts by at least 25% each year Economic for the next four years. Sustainability Measure: 100% 100% 100% % reduction of cases settled compared to previous fiscal year. Goal: Strengthen Long- 2. Increase the number of lawsuits we take to trial Term Financial and and defend by 20% each year for the next four Economic years. Sustainability Measure: 100% 100% 100% % increase of cases taken to trial compared to previous year. Goal: Strengthen Long- 3. Reduce the response times to the public and Term Financial and other departments and increase the quality of Economic work product. Sustainability Measure: 100% 100% 100% % improvement of previous fiscal year response times. Goal: Strengthen Long- 4. Respond to all (100%) incoming electronic Term Financial and Request for Legal Services (RLS) with Economic acknowledgment of receipt to initiating Sustainability department within 24 hours or less. Measure: 100% 100% 100% % of Request for Legal Services received and responded to within 24 hours. Goal: Strengthen Long- 5. Prepare and present at least four annual in- Term Financial and house professional training seminars for all City Economic Departments, City Council, Committees, Sustainability Commissions and HB-based non-profits. Measure: 4 8 4 #of trainings presented. Goal: Enhance and 6. Staff support of at least six community events Maintain High through volunteerism, donations, participation, Quality City leadership,etc. Services Measure: 12 12 4 #Community events supported. 94 City Attorney Accomplishments & Goals FY 2018/19 Accomplishments • TRIAL WIN: Prevailed in the Superior Court against the State of California in the case: Huntington Beach v. State of California regarding SIB 54 or the Sanctuary State law. The Superior Court ruled that SIB 54 violated the City's Constitutional rights to exercise its Charter City authority to have exclusive control over its police department and local resources. The Superior Court ordered (Preemptory Writ of Mandate) the Governor, the State Attorney General, and the State to not enforce (Sanctuary State) SIB 54's mandates (Government Code Section 7284.6) against Huntington Beach. (This case is currently up on Appeal); • TRIAL WIN: Obtained a Defense Verdict in the Federal Court case: Nathan and Stephan Shay v. HBPD Officers; City of Huntington Beach. This was a case in which the Plaintiffs, in addition to allegations of excessive force, presented questions regarding the initial police stop, and the resulting arrests. It was a difficult trial against a top rated law firm from LA and the Plaintiffs asked the jury to return with a plaintiffs' verdict in the amount of$1,000,000; • TRIAL WIN: In February of this year, obtained a defense verdict in a very high profile trial in the case: Sunny Kang v. HBPD Officer and City of Huntington Beach. This case precipitated from an officer-involved motor vehicle accident lawsuit. Plaintiff was suing for $10,000,000. Another attorney, Brian Williams of my office, and I tried the case. It was a difficult trial against arguably the best plaintiffs law firm in the entire State; and we prevailed. Complete defense, finding no fault with the City. Plaintiff owes the City over$150,000. ("Plaintiff is appealing the jury verdict to the Court of Appeal); • LAWSUIT, KENNEDY COMMISSION v. CITY: The City was successful in having the Court of Appeal consider the City's Appeal of another recent adverse Superior Court ruling. The Superior Court allowed the Kennedy Commission to reinstate its Second Cause of Action with regard to the City's 2015 Zoning Amendment of the BECSP. In disagreement with the Superior Court ruling, the City filed the Appeal, and the Court of Appeal granted review and"stayed"the lower court action all together. This is a small tactical victory for the City; • LAWSUITS against ILLEGAL RESIDENTIAL BUSINESSES: We filed 5 lawsuits against illegal businesses, which included unlicensed residential sober living and treatment centers. Since the filing of the original five lawsuits approximately 6 weeks ago, 2 of the illegal residential business have voluntarily shut down. The other lawsuits still pending; • LAWSUITS regarding HOUSING AND ZONING: We filed two lawsuits challenging the State's overreach with regard to zoning and housing. The City filed suit against the State of California challenging SIB 35 and SIB 166 while also defending the City from a State lawsuit alleging the City failed to comply with housing law requiring an adoption of a valid Housing Element and failure to meet RHNA targets. While all of these lawsuits are pending, we will continue to fight for the City's Constitutional rights over its local control and push back on the State's overreach of the City's zoning and planning. • WIN in LAWSUIT AGAINST OFFICERS, DISMISSED: The civil action Angela Hernandez v. City of Huntington Beach, Police Officers, et al., was successfully litigated and thrown out by the Federal Court at the City's request—which includes$0 paid to plaintiff and no cost incurred by the City. Ms. Hernandez's action alleged a number of civil rights violations against various Huntington Beach Officers.This was the case involving the high profile officer-involved Sports Complex shooting case. Ms. Hernandez sought over$20 million damages against the City and the individual Officers. After diligent and aggressive handling, this case has been dismissed; • LAWSUIT, CITY v. STATE: We filed a lawsuit on behalf of the City against Governor Brown and the State's California Department of Finance. The lawsuit alleges the State's denial of its $75,000,000 in reimbursement obligations to the City of Huntington Beach was improper, and illegal; 95 City Attorney Accomplishments & Goals FY 2018/19 Accomplishments (continued) • WIN in LAWSUIT AGAINST OFFICERS, DISMISSED: The civil action Sean Silverthorne v. City of Huntington Beach, Police Officers, et al., has been successfully resolved with a dismissal —which includes $0 paid out to plaintiff and no cost incurred by the City. Mr. Silverthorne's action alleged a number of civil rights violations against various Huntington Beach Officers. Mr. Silverthorne's action alleged unlawful entry, unreasonable search, false arrest, excessive force, malicious prosecution, withholding exculpatory evidence, and fabrication of evidence. Mr. Silverthorne sought over $20 million in compensatory damages and $10 million in punitive damages against the individual Officers. After diligent and aggressive handling, this case has been dismissed; • Brought nearly all of the lawsuit (litigation) handling in-house, saving taxpayers millions of dollars. Currently, approximately 95%of all legal matters are handled in-house by the City Attorney's Office, sparing the excessive expense of hiring outside legal counsel; • Provided consistent, firm enforcement of all City Ordinances, which requires many times obtaining Court orders for enforcement; • Facilitated City response to concerns regarding the care of Jack Green Park (Central Park) and addressing/dealing with tree and plant overgrowth (although not completely resolved as of yet); • Facilitated coordinating a City response to countless calls and/or complaints from the community regarding various issues for Public Works, Code Enforcement, and other departments; • Provided hundreds of legal opinions to other departments and countless hours of legal Counsel to the City and City Council; and much more. Civil Citation Hearings • Managed 54 Civil Citation Hearings for City's Hearing Officer. Code Violations • Prosecuted hundreds Municipal Code Violations on behalf of the City. Training • Presented Brown Act - Ethics Training to City/Public pursuant to AB 1234 (multiple sessions). • Presented Public Records Act Training. • Presented Police Training (3 sessions). Additional Highlights • Responded to over 571 Requests for Legal Services from other City Departments. • Responded to over 178 Public Records requests. • We have successfully represented the Police Department in numerous ongoing criminal discovery requests (Pitchess Motions). • Continue to identify and revise previous ordinances in the Municipal Code that were unconstitutional, ambiguous. or contrary to other laws. 96 Clt Attorney Accomplishments & Goals FY 2019/20 Goals The Office of the City Attorney met and exceeded more robust, challenging goals that reflect our commitment to continually provide the best representation to the City in all legal matters. The City Attorney's Office has successfully met new challenges that prove a comprehensive and diverse municipal law practice can be as responsive and client-centered as traditional private law practices. The City Attorney, with the support of City Council, will continue a strong effort in current litigation with regard to issues of local control, i.e., local policing, local zoning, local housing, and local planning, including maintaining and even defending the City's local control efforts, which are currently being undermined by recent State legislation. The City Attorney's Office is pleased to continue and enter our third year of the new in-house Community Prosecution program, managed by our own Deputy Community Prosecutor. This program is designed to prosecute Penal Code and Municipal Law violations that occur in Huntington Beach. The Deputy Community Prosecutor provides legal advice/opinions and training to law enforcement personnel. She works closely with the Huntington Beach Police Department and the Orange County District Attorney's Office and represents the People in all court proceedings from arraignment through trial. The City Attorney's Community Prosecution program is a vital addition to our municipal law practice that will help improve public safety and accountability in Huntington Beach. The Office of the City Attorney continues to raise the bar by creating new,more relevant and challenging goals that reflect a continued commitment to provide exceptional legal services coupled with outstanding and attentive customer service when representing the people and City departments on all legal matters. City Attorney staff are proud to be active in the community, contributing greatly to a number of local non-profit organizations by volunteering their time and talents as well. 97 Intentionally Left Blank 98 City Attorney Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,464,696 1,456,683 1,147,788 1,532,750 1,532,750 1,531,136 -0.11% Salaries,Temporary 65,368 54,843 (24,245) 54,405 51,545 -100.00% Salaries, Overtime 1,394 1,437 Leave Payouts 114,023 83,196 69,145 Benefits 707,713 748,342 620,767 806,914 806,914 901.356 11.70% PERSONNEL SERVICES 2,351,800 2,344,458 1,814,892 2,394,069 2,391,209 2,432,492 1.60% OPERATING EXPENSES Equipment and Supplies 54,433 32,687 28,244 53,432 54,591 24,000 -55.08% Repairs and Maintenance 411 Conferences and Training 8,020 395 2,153 4,000 4,000 2,500 -37.50% Professional Services 45,656 508,555 96,400 117,865 117,865 117,865 0.00% Other Contract Services 72,213 159,986 83,902 44,500 44,679 22,452 -49.55% Expense Allowances 6,051 5,995 11,423 12,000 12,000 18,000 50.00% Other Expenses 390 OPERATING EXPENSES 187,174 707,618 222,122 231,797 233,135 184,817 -20.27% Grand Total(s) 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% General Fund 21538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% Grand Total(s) 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% Personnel Summary 11.00 12.00 11.00 11.00 11.00 11.00 0.00 99 City Attorney Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 1,464,696 1,456,683 1,147,788 1,532,750 1,532,750 1,531,136 -0.11% Salaries. Temporary 65,368 54,843 (24,245) 54,405 51,545 -100.00% Salaries, Overtime 1,394 1,437 Leave Payouts 114,023 83,196 69.145 Benefits 707,713 748,342 620,767 806,914 806,914 901,356 11.70% PERSONNEL SERVICES 2,351,800 2,344,458 1,814,892 2,394,069 2,391,209 2,432,492 1.60% OPERATING EXPENSES Equipment and Supplies 54,433 32,687 28,244 53.432 54.591 24,000 -55.08% Repairs and Maintenance 411 Conferences and Training 8,020 395 2,153 4,000 4,000 2,500 -37.50% Professional Services 45,656 508,555 96,400 117.865 117,865 117,865 0.00% Other Contract Services 72,213 159,986 83,902 44,500 44,679 22,452 -49.55% Expense Allowances 6,051 5,995 11,423 12,000 12,000 18,000 50.00% Other Expenses 390 OPERATING EXPENSES 187,174 707,618 222,122 231,797 233,135 184,817 -20.27% Total 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% Personnel Summary 11.00 12.00 11.00 11.00 11.00 11.00 1 0,00 100 City Attorney Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year City Attorney PERSONNEL SERVICES Salaries, Permanent 1,464,696 1,456,683 1,147,788 1,532,750 1,532,750 1,531,136 -0.11% Salaries, Temporary 65,368 54,843 (24,245) 54,405 51,545 -100.00% Salaries, Overtime 1,394 1,437 Leave Payouts 114,023 83,196 69,145 Benefits 707,713 748,342 620,767 806,914 806,914 901,356 11.70% PERSONNEL SERVICES 2,351,800 2,344,458 1,814,892 2,394,069 2,391,209 2,432,492 1.60% OPERATING EXPENSES Equipment and Supplies 54,433 32,687 28,244 53,432 54,591 24,000 -55.08% Repairs and Maintenance 411 Conferences and Training 8,020 395 2,153 4,000 4.000 2,500 -37.50% Professional Services 45,656 508,555 96,400 117,865 117,865 117,865 0.00% Other Contract Services 72,213 159,986 83,902 44,500 44,679 22,452 -49.55% Expense Allowances 6,051 5,995 11,423 12,000 12,000 18,000 50.00% Other Expenses 390 OPERATING EXPENSES 187,174 707,618 222,122 231,797 233,135 184,817 -20.27% Total 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% Significant Changes The reduction in Temporary Salaries offsets the increase in personnel costs due to a budget exchange of one Senior Trial Counsel to one Chief Assistant City Attorney for a net neutral fiscal impact. The change in Permanent Salaries is also due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Overall increase in Personnel Services is primarily due to increased cost of benefits. Expense Allowances increased by$6,050 per the MOU contract terms. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018119 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Administrative Assistant 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Assistant City Attorney 2.00 2.00 1.00 1.00 1.00 1.00 0.00 Chief Assistant City Attorney 1.00 1.00 1.00 1.00 11.00 2.00 1.00 City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Deputy City Attorney III 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Deputy Community Prosecutor 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Legal Assistant 3.00 3.00 3.00 3.00 2.00 2.00 0.00 Senior Deputy City Attorney 2.00 2.00 3.00 3.00 3.00 3.00 0.00 Senior Legal Assistant 0.00 0.00 0.00 0.00 1.00 1.00 0.00 Senior Trial Counsel 0.00 0.00 1.00 1.00 1.00 0.00 1 (1.00) Total 11.00 12.00 11.00 11.00 11.00 11.00 0.00 101 City Attorney Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year ATY City Attorney ATY City Attorney 10015101 City Attorney Administration 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% ATY City Attorney 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% General Fund 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% Grand Total(s) 2,538,974 3,052,076 2,037,014 2,625,866 2,624,344 2,617,309 -0.33% 102 City of Huntington Beach City Clerk Adopted Budget — FY 2019/20 City Clerk ADM I NI ST RATION, PUBLIC SUPPORT& RECORDS MANAGEMENT ELECTIONS Assistant City Clerk Senior Deputy City CIe� Senior Deputy City Clerk 103 City Clerk Department Description The Office of the City Clerk is a service department within the municipal government upon which the City Council, all City departments, and the general public rely for information regarding the operations and legislative history of the City. The City Clerk serves as the liaison between the public and City Council and provides related municipal services. California City Clerk's Association The City Clerk's Office is committed to accurately recording and preserving the actions of the City Council, Public Financing Authority, Successor Agency, Housing Authority, Oversight Board and Parking Authority; provides support to the City Council, City staff and the public in a timely, courteous, and fiscally responsible manner; and administers open and free elections in accordance with statutory requirements. Robin Estanislau,City Clerk Administration Division Located on the second floor of City Hall, the City Clerk's department provides service to the public, City Council, and City departments, including preparation, publication, and distribution of City Council meeting agendas, as well as preparation and recordation of City Council meeting minutes. Staff also executes resolutions and ordinances, facilitates the recordation of agreements, deeds, and other official documents with the County of Orange, and codifies ordinances into the Huntington Beach Municipal/Zoning Code. • Prepares agenda packets for all City Council meetings using an agenda workflow tool that uploads information onto a touchscreen iPad device used by City Council and staff to review staff report material. The legislative application allows Councilmembers to submit votes during meetings, and voting actions captured from the touchscreen displays are recorded directly into the official record (minutes) as part of the workflow...data is seamlessly transferred with no additional work! • Manages the City's audio/video live stream application that delivers meeting content to the public via the Internet, archives past meeting content, provides a keyword search engine, and has the ability to integrate rich-media such as documents and slides into webcasts. Records Management The City Clerk is the official custodian of City Council records, and all documents certifying City Council actions are preserved and maintained in protective custody. These records date back to the City's February 17, 1909 incorporation.All original minutes of City Council meetings,City resolutions(policy), and City ordinances (law) adopted by the City Council are maintained by the City Clerk in a temperature, humidity, and light-controlled vault. Also in the City Clerk's custody are deeds, agreements, annexation records, infrastructure documentation, and many other vital records, including a vast collection of historical photographs, now available in digital format online. The City Clerk's Office responds to records requests from the public in accordance with California law, and provides public access to City Council records 24/7 via the Online Records Library. In 2018, the public visited the Library 5,200 times and viewed 7,661 pages of information. In July 2017, the City Clerk purchased, and in partnership with other departments, worked to implement GovQA, a public sector compliance solution designed to manage California Public Records Act (CPRA) requests received citywide. In 2018, 8,463 customers accessed the GovQA application to submit requests for public records. Each City department is responsible to provide responsive records to CPRA requests, based on the Citywide Records Retention Schedule updated biannually by the City Clerk and a qualified Records Consultant. 104 Cit Clerk Department Description Elections The City of Huntington Beach consolidates with the County of Orange to conduct -�' General Municipal Elections in November of even-numbered years. The City -- Clerk's Office works closely with the Orange County Registrar of Voters (ROV), oversees, and informs the public of municipal election matters, consults with candidates for elective office, and proponents of ballot measures. As the Elections Official, the City Clerk maintains Statement of Economic Interests (SEI) 700 forms required of City elected officials, designated City employees, and board and commission members. The City Clerk also receives and files Fair Political Practices Commission (FPPC) campaign disclosure documents via mandatory electronic filing online to prevent errors and increase public transparency. • Subscribes to NetFile, a web-based, unlimited user, data entry and report generation system publicly accessible from the City's website for the financial and campaign management of SEI filers and FPPC campaign disclosure committees. • Adheres to the California Voters' Rights Act by publishing election information in four languages. • City Clerk staff is trained in election policy, and prepares a digital campaign instruction manual for candidates during election years that can be viewed by the public from the City Clerk's webpage. • Provides outreach to encourage voter registration at public events. • Makes Civic Center meeting rooms accessible to the ROV for poll-worker training, and if needed,early voting for the community during municipal elections. Ws�6d u Left to right: Virginia Dodge,Patty Esparza, Robin Estanislau, Barbara Haber,Dyanne Gilliam,Linda Wentzel, Dana Lesinski and Donna Switzer Passport Acceptance Services The U.S. Department of State, Bureau of Consular Affairs has authorized the PALSSPORT Huntington Beach City Clerk's Office to serve as an authorized Passport Acceptance Facility for the past 19 years. Here, members of the public can access passport services in a courteous and family-friendly environment.Agents have the ability to produce approved passport photos, and our facility is a convenient location to obtain and submit passport applications—no appointment necessary! • Processes passport applications by exceptional in-person agents. • Offers customer service by telephone and takes passport photos. • Advertises and markets passport acceptance services. • Provides oversight of customers eligible to self-renew by mail. • Never turns a customer away, even if they arrive at closing time! 105 City Clerk Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic ACTUAL* ACTUAL ADOPTED Plan Goal Goal: 1. Utilize part and full-time staff to successfully Enhance and manage high demand for passport acceptance Maintain High services. Each passport application fee deposits Quality City $35.00 and a potential $10.00 photo fee into the Services City's General Fund. Measure: #of passport customers 5,757 7,469 7,843 Goal: 2. Codify 100%of municipal,zoning and subdivision Enhance and ordinances adopted by the City Council within 14 Maintain High business days of the date they become effective. Quality City Services Measure: %of ordinances codified within 14 business days 100% 100% 100% of effective date. Goal: 3. Host at least one internal event to promote Enhance and departmental compliance with the Council- Maintain High adopted Records Retention Schedule. Quality City Services Measure: #of events 1 1 1 Goal: 4. Host at least one internal event to educate staff Enhance and liaisons to boards and commission of duties and Maintain High responsibilities. Quality City Services Measure: #of events 1 1 1 Goal: Enhance and 5. Attend at least two community events to promote Maintain High voter registration. Quality City Services Measure: N/A^ 9 2 #of events "Adjusted for a nine-month fiscal year. ^This is a new measure and has no historical data. 106 FCity Clerk Accomplishments & Goals FY 2018/19 Accomplishments Administration and Records Management • Successfully administered all actions related to the November 6, 2018 General Municipal Election, including proofing and publication of candidate statements, ballot designation worksheets, Statement of Economic Interest — Form 700 forms, Notice of Election (in 4 languages), for fifteen (15) City Council candidates, and one City Attorney candidate. • Participated in Citizen's Academy to increase public outreach efforts and promote open government and transparency. • Presented information on civic volunteerism to the Robert Mayor Leadership Academy. • Hosted an internal training event to promote departmental compliance with the Council-adopted Citywide Records Retention Schedule. • Received 100% Passport Acceptance Agent Recertification with the U.S. Department of State. • Participated in the 2019 fireworks sales application process to qualify 15 non-profits from a large pool of applicants to sell fireworks during the 4'h of July holiday. • Participated in successful transition of data currently stored in an obsolete electronic database management system, into the Laserfiche application. • Administered 260 SEI — Form 700 forms filed through NetFile's hosted application online. • Administered FPPC campaign disclosure filings for 38 active committees; received full paperless filing of all campaign documents. • Received approximately 5,200 web page visits in the Online Records Library dedicated to store City Council documents (Contracts, Deeds, Historic Photos, Ordinances, Resolutions), and other items, such as land use and environmental reports. • Purchased Archive Social, an enterprise tool designed to archive and report on information shared through City social media sites. • Hosted an internal training event to educate staff liaisons to boards and commission of duties and responsibilities. • In partnership with the City Manager's Office, updated the City Council Manual. • Hosted internal paper shredding event to assist departments with their records destruction obligations. City Council Agenda and Minute Preparation; Municipal/Zoning Code Codification • In partnership with the Information Services Department, implemented the Granicus Legistar electronic workflow that tracks and compiles staff report material for presentation to the City Council, and publishes City Council and other City boards and commissions agendas/reports online. • Administered production of approximately 23 regular and/or special meeting agenda packets in the digital workflow application; electronically distributed information to Council and staff (via iLegislate software and iPad computers) and the public (via City webpage). • Published agenda notification bi-monthly to approximately 1,390 subscribers. • Produced and received City Council approval for approximately 332 pages of meeting minutes. • Codified 100% of municipal, zoning and subdivision ordinances adopted by the City Council within 14 business days of the date they become effective. FY 2019/20 Goals • Work with the City's webmaster to create a webpage devoted to the publication of fun facts about the City and local community. • Continue to work with City archivist to find suitable locations for display of donated artwork and memorabilia in City facilities. • Continue to stay apprised of new legislation that affects statutory duties. • Increase public outreach efforts to promote open government and transparency. • Continue to expand advertising to increase passport revenue. 107 Intentionally Left Blank 108 City Clerk Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 393,378 342,662 289,804 409,573 409,573 400,353 -2.25% Salaries, Temporary 104,834 93,404 77,768 107,000 107,000 107,000 0.00% Salaries, Overtime 895 1,034 1,650 3,050 3,050 3,050 0.00% Leave Payouts 8,259 1,833 1,105 Benefits 194.408 185,098 162,974 232,551 232,551 256,440 10.27% PERSONNEL SERVICES 701,775 624,031 533,301 752,174 752,174 766,843 1.95% OPERATING EXPENSES Utilities (168) Equipment and Supplies 36,121 23,907 14,536 42,446 42,446 42,446 0.00% Repairs and Maintenance 4,369 5,000 5,000 5,000 0.00% Conferences and Training 1,206 1,494 3,985 5,000 5,000 5,000 0.00% Professional Services 104,717 29,081 1,000 19,819 1,000 0.00% Other Contract Services 46,949 63,998 16,291 149,000 147,410 35,489 -76.18% Expense Allowances 4,092 7,961 4,500 6,000 6,000 6,000 0.00% Other Expenses 245 53 147 500 500 500 0.00% OPERATING EXPENSES 88,613 206,331 68,540 208,946 226,175 95,435 -54.33% Grand Total(s) 790,388 830,362 601,841 961,120 978,349 862,278 -10.28% General Fund 790.388 830,362 601,841 961.120 978,349 862,278 -10.28% Grand Total(s) 790,388 830,362 601,841 961,120 978,349 862,278 -10.28% Personnel Summary 4.00 4.00 4.00 4.00 4.00 4.00 0.00 109 City Clerk Adopted Budget - FY 2019120 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 393,378 342,662 289,804 409,573 409,573 400,353 -2.25% Salaries,Temporary 104,834 93,404 77,768 107,000 107,000 107,000 0.00% Salaries, Overtime 895 1,034 1,650 3,050 3,050 3,050 0.00% Leave Payouts 8,259 1,833 1,105 Benefits 194,408 185,098 162,974 232.551 232,551 256,440 10.27% PERSONNEL SERVICES 701,775 624,031 533,301 752,174 752,174 766,843 1.95% OPERATING EXPENSES Utilities (168) Equipment and Supplies 36,121 23,907 14,536 42,446 42,446 42,446 0.00% Repairs and Maintenance 4,369 5,000 5,000 5,000 0.00% Conferences and Training 1,206 1,494 3,985 5,000 5,000 5,000 0.00% Professional Services 104,717 29,081 1,000 19,819 1,000 0.00% Other Contract Services 46,949 63,998 16,291 149,000 147,410 35,489 -76.18% Expense Allowances 4,092 7,961 4,500 6,000 6,000 6,000 0.00% Other Expenses 245 53 147 500 500 500 0.00% OPERATING EXPENSES 88,613 206,331 68,540 208,946 226,175 95,435 -54.33% Total 790,388 830,362 601,841 961,120 978,349 862,278 1 -10.28% Personnel Summary 4.00 4.00 4.00 4.00 4.00 4.00 0.00 110 City Clerk Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration, Public Support, Records Management, & Elections PERSONNEL SERVICES Salaries, Permanent 393,378 342,662 289,804 409,573 409,573 400,353 -2.25% Salaries, Temporary 104,834 93,404 77,768 107,000 107,000 107,000 0.00% Salaries, Overtime 895 1,034 1,650 3,050 3,050 3,050 0.00% Leave Payouts 8.259 1,833 1,105 Benefits 194,408 185,098 162,974 232,551 232,551 256,440 10.27% PERSONNEL SERVICES 701,775 624,031 533,301 752,174 752,174 766,843 1.95% OPERATING EXPENSES Utilities (168) Equipment and Supplies 36,121 23,907 14,536 42,446 42,446 42,446 0.00% Repairs and Maintenance 4,369 5,000 5,000 5,000 0.00% Conferences and Training 1,206 1,494 3,985 5,000 5,000 5,000 0.00% Professional Services 104,717 29,081 1,000 19,819 1,000 0.00% Other Contract Services 46,949 63,998 16,291 149,000 147,410 35,489 -76.18% Expense Allowances 4,092 7,961 4,500 6,000 6,000 6,000 0.00% Other Expenses 245 53 147 500 500 500 0.00% OPERATING EXPENSES 88,613 206,331 68,540 208,946 226,175 95,435 -54.33% Total 790,388 830,362 601,841 961,120 978,349 862,278 -10.28% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increase in Personnel Services is primarily due to increased cost of benefits. Operating Expenses have been reduced as part of a citywide effort to realign budgets to current spending trends. The FY 2019/20 budget does not include any special elections costs. Election related services only affect the budget in even-numbered years. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Assistant City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Deputy City Clerk 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Total 4.00 4.00 4.00 4.00 4.00 4.00 0.00 111 City Clerk Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year CLK City Clerk ADM Administration 10010101 City Clerk Administration 790,388 725,645 601,841 851,120 868,349 862,278 1.31% 10010201 Elections 104,717 110,000 110,000 -100.00% ADM Administration 790,388 830,362 601,841 961,120 978,349 862,278 -10.28% General Fund 790.388 830,362 601,841 961,120 978,349 862,278 -10.28% Grand Total(s) 790,388 830,362 601,841 961,120 978,349 862,278 -10.28% 112 City of Huntington Beach City Treasurer Adopted Budget — FY 2019/20 City Treasurer Administrative Analyst(0.50) Administrative Assistant(0.50) 113 City Treasurer Department Descriptions The City Treasurer is an elected official who serves a four-year term. Per the City Charter, the City Treasurer is responsible to the ►f electorate for overseeing the receipt, collection, disbursement, / custody and safekeeping of all City funds. 00, Through prudent fiscal investment management, the City Treasurer ensures the City's cash liquidity needs are met and principal is preserved. The City Treasurer is accountable for the investment management of City funds, including pooled funds, bond reserve investments and trust funds, as well as the funds of Joint Powers Authorities for which the City is the administrator. Investments are consistently reviewed for compliance with the City's approved investment policy and governmental regulations. The City Treasurer is a member of the Deferred Compensation and the Supplemental Retirement Pension Committees. The Committees oversee the investment management responsibilities of these retirement programs. Ongoing Activities & Projects Administration and Investments Division • Oversees and ensures the preservation of funds for the City's pooled investment portfolio through prudent investment management. • Performs investment management activities including developing and executing investment strategies, analyzing investment performance and purchasing securities. • Analyzes citywide daily, monthly and annual cash flow projections to determine short and long-term liquidity and operating cash requirements. • Develops and maintains investment policy statements and ensures ongoing compliance for City, trust funds and Joint Powers Authorities. • Prepares quarterly investment reports and presents such reports to the City Council and Joint Powers Authorities. • Oversees investment management of City's Deferred Compensation plan, Supplemental Pension plan, Section 115 Trust account, bond reserve accounts and Retiree Medical account. • Oversees review process of City investment advisors and brokers/dealers. • Attends quarterly Investment Advisory Board meetings, Deferred Compensation and Supplemental Retirement Plan meetings, and appropriate City Council and Joint Powers Authorities meetings. 114 City Treasurer Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1. Provide investment report to City Council Strengthen within 30 days of fiscal year quarter end. Long-term Financial and Measure: Economic # of investment reports provided to City 3* 4 4 Sustainability Council within 30 days of quarter end Goal: 2. Meet investment policy goals to preserve Strengthen principal, maintain adequate liquidity, and Long-term earn market rate of return through Financial and economic and budgetary cycles. Economic Sustainability Measure: Investment policy goals met Yes Yes Yes Goal: 3. Provide Investment Advisory Board (IAB) Strengthen annual report to City Council within 60 Long-term days of calendar year end. Financial and Economic Measure: Sustainability IAB Annual Report provided to City Council Yes Yes Yes *Adjusted for a nine-month fiscal year. 115 City Treasurer Accomplishments & Goals FY 2018/19 Accomplishments • City's investment portfolio generated over $3.6 million in earnings during FY 2018/19 to be utilized to offset taxpayer funds for operating expenses, capital projects and other financial obligations. • Prudently managed the City's approximately $200 million investment portfolio to meet core investment policy objectives of safety, liquidity and obtaining a market yield through budgetary and market cycles. • Completed integration of portfolio maintenance and reporting to web-based solution resulting in greater efficiency, improved accuracy and enhanced transparency. • Maintained and updated investment policies for the City and for Joint Powers Authorities where the City is the administrator. • Maintained Investment Advisory Board and presented the Annual Report to City Council. • Participated in the Citywide Annual Strategic Planning session. FY 2019/20 Goals Strategic • Strengthen long-term financial and economic sustainability. Operational • Meet core investment policy objectives of safety, liquidity, and obtain a market yield through budgetary and market cycles. • Successfully prepare and provide monthly and quarterly investment reporting to City Council on a timely basis. • Maintain and update investment policies for the City and Joint Powers Authorities where the City is administrator. • Prepare and provide quarterly reports for Joint Powers Authorities in a timely manner. • Oversee investment process for Supplemental Pension and Deferred Compensation plans as Board member. • Coordinate quarterly Investment Advisory Board meetings and provide Annual Report to City Council. 116 City Treasurer Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 87,732 89,204 66,099 131,443 131,443 128,433 -2.29% Salaries, Temporary 30,553 28,064 2,806 Salaries, Overtime 39 Leave Payouts 5,038 4,086 2,087 Benefits 58,401 58,320 46,202 83,495 83,495 83.127 -0.44% PERSONNEL SERVICES 181,724 179,674 117,233 214,938 214,938 211,560 -1.57% OPERATING EXPENSES Equipment and Supplies 2,329 4,372 1,629 5,787 5,787 5,787 0.00% Repairs and Maintenance 9,263 9,634 9,633 10,020 10,020 15,020 49.90% Conferences and Training 4,549 1,107 781 3,600 3,350 3,600 0.00% Other Contract Services 130 Expense Allowances 6,051 5,995 4,500 6,400 6,400 6,400 0.00% Other Expenses 91 22 OPERATING EXPENSES 22,413 21,107 16,565 25,807 25,557 30,807 19.37% Grand Total (s) 204,137 200,781 133,798 240,745 240,495 242,367 0.67% General Fund 204,137 200,781 133,798 240,745 240,495 242,367 0.67T Grand Total (s) 204,137 200,781 133,798 240,745 240,495 242,3671 0.67% Personnel Summary 1.50 2.00 2.00 2.00 2.00 2.00 0.00 117 City Treasurer Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 87,732 89,204 66,099 131,443 131,443 128,433 -2.29% Salaries,Temporary 30,553 28,064 2,806 Salaries, Overtime 39 Leave Payouts 5,038 4,086 2,087 Benefits 58,401 58,320 46,202 83,495 83,495 83,127 -0.44% PERSONNEL SERVICES 181,724 179,674 117,233 214,938 214,938 211,560 -1.57% OPERATING EXPENSES Equipment and Supplies 2,329 4,372 1,629 5,787 5,787 5,787 0.00% Repairs and Maintenance 9,263 9,634 9,633 10,020 10,020 15,020 49.90% Conferences and Training 4,549 1,107 781 3,600 3,350 3,600 0.00% Other Contract Services 130 Expense Allowances 6,051 5,995 4,500 6,400 6,400 6,400 0.00% Other Expenses 91 22 OPERATING EXPENSES 22,413 21,107 16,565 25,807 25,557 30,807 19.37% Total 204,137 200,781 133,798 240,745 240,495 242,367 0.67% Personnel Summary 1.50 2.00 2.00 2.00 2.00 2.00 0.00 118 City Treasurer Adopted Budget - FY 2019120 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration & Investments PERSONNEL SERVICES Salaries, Permanent 87,732 89,204 66,099 131,443 131,443 128,433 -2.29% Salaries, Temporary 30,553 28,064 2,806 Salaries, Overtime 39 Leave Payouts 5,038 4,086 2,087 Benefits 58,401 58,320 46,202 83,495 83,495 83,127 -0.44% PERSONNEL SERVICES 181,724 179,674 117,233 214,938 214,938 211,560 -1.57% OPERATING EXPENSES Equipment and Supplies 2,329 4,372 1,629 5,787 5,787 5,787 0.00% Repairs and Maintenance 9,263 9,634 9,633 10,020 10,020 15,020 49.90% Conferences and Training 4,549 1,107 781 3,600 3,350 3,600 0.00% Other Contract Services 130 Expense Allowances 6,051 5,995 4,500 6,400 6,400 6,400 0.00% Other Expenses 91 22 OPERATING EXPENSES 22,413 21,107 16,565 25,807 25,557 30,807 19.37% Total 204,137 200,781 133,798 240,745 240,495 242,367 0.67% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. An addition of$5,000 was added to the Repairs and Maintenance line item budget for a new Investment Management System to improve efficiency and increase transparency in the management of investments and accounting/reporting. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year City Treasurer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst 0.00 0.50 0.50 0.50 0.50 0.50 0.00 Administrative Assistant 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Total 1.50 2.00 2.00 2.00 2.00 2.00 1 0.00 119 City Treasurer Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year THE City Treasurer ADM Administration/Investments 10025101 Administration/Investments 204,137 200,781 133,798 240,745 240,495 242,367 0.67% ADM Administration/Investments 204,137 200,781 133,798 240,745 240,495 242,367 0.67% General Fund 204,137 200,781 133,798 240,745 240,495 242,367 0.67% Grand Total (s) 204,137 200,781 133,798 240,745 240,495 242,367 0.67% 120 City of Huntington Beach _ City Manager Adopted Budget — FY 2019/20 City Manager ADMINISTRATION Assistant City Manager Assistant to the City Manager Project Manager Executive Assistant PUBLIC INFORMATION / OFFICE OF BUSINESS `\ DEVELOPMENT Deputy Director of Economic Community Relations Officer Development Economic Development Project Manager Real Estate&Project Manager Administrative Analyst Administrative Assistant Administrative Secretary(.50) Administrative Aide 121 City Manager Department Description City Manager's Office The City Manager's Office provides professional leadership in the management of the City and is responsible for the coordination of all municipal programs and the executive supervision of all City departments ` and agencies. Working in a collaborative environment with a team-based approach,the City Manager implements the vision of the City Council. The City Manager assists the members of the City Council in formulating policies and responds to City Council issues and concerns, either directly or through various City staff members,to recommend options and potential solutions. In addition to managing the administrative functions of the City, the City Manager ensures the effective coordination and implementation of public policies, programs, and initiatives by utilizing the talents of nine City departments. Divisions of the City Manager's Office consist of Administration, Public Information, Sustainability, and the Office of Business Development. The City Manager's Office assists in planning, directing, and reviewing the administrative activities and operations of the City. These duties include implementing City policies and procedures, participating in major negotiations, strategic planning, budget coordination, special projects, and coordinating assigned activities with other City departments and outside agencies. Administration is also responsible for federal, state, and regional legislation impacting the City. The Administrative Division assists City departments with locating outside funding sources from federal, state, local, and private foundations. The City Manager's Office oversees a number of City Council Committees and Ad Hoc Committees that further the policy goals of the City Council. The Assistant City Manager ensures effectiveness of daily operations for assigned City departments and activities, provides management direction by expediting workflow, and ensures achievement of departmental work programs through coordination and facilitation of assigned executive management team members. Public Information The Public Information Division provides City-related information to all media outlets, implements the City's Communication Plan, and implements various strategic plans for communication campaigns. Public Information is also responsible for the City's cable channel (HBTV-3). Economic Efficiency Program The Economic Efficiency Program develops and implements initiatives that promote local economic, environmental, and community sustainability. This Division integrates resource management, conservation, and sustainability practices with ongoing City operations. Additionally, this Division works closely with the Office of Business Development to promote economic efficiency measures to the business community through a variety of workshops and programs such as the Recycling Market Development Zone and the Sustainable Business Certification Program. This Division works with City Departments to find cost savings through energy efficiency measures (e.g., incentive programs). In 2018, the City installed a 235 kW energy storage system that is projected to save the City$82,000 over 10 years. HB Channel 3 The City Council voted on January 22, 2019, to leave the joint powers authority of the Public Cable Television Authority and run our own local programming. This operation is run by the City Manager's Office in collaboration with Information Services and outside contractors who broadcast City Council Meetings and Planning Commission Meetings. The City's Communications Committee oversees specialty local programming unique to the City. This operation is funded through Public, Educational, and Governmental (PEG) access fees and cable franchise fees. 122 City Manager Department Description Office of Business Development The Office of Business Development administers the economic development, real estate, housing, filming, homeless services and Successor Agency functions for the City. Although the Office of Business Development administers the activities of the Successor Agency and the Housing Authority, the budget, descriptions, goals, and objectives for these programs are located in the Non-Departmental portion of the City Budget. The Office of Business Development is divided into the following: Business Development Division, Real Estate Services Division, HUD/Community Development Block Grant (CDBG) and HOME, and Filming. Business Development Division The mission of the City of Huntington Beach economic development program is to strengthen and grow the City's economic base. The goals of the City of Huntington Beach Office of Business Development are to a) increase the city's tax base; b) create and retain professional jobs within the city; and c) address sales tax leakage and strengthen relationships to aid in the advancement of the economic development goals. The Division focuses on retention, attraction, and expansion of City businesses, which supports one of the City Council's strategic goals: "Strengthen Long-Term Financial and Economic Sustainability." The City Council adopted an Economic Development Plan (Plan) in June 2017. The Plan focus areas are Responsive and Effective Government; Tourism, Retail and Quality of Life; Entrepreneurship; and Healthcare and Biomedical Manufacturing. Implementation of the Plan is facilitated through partnerships with the Chamber of Commerce, Business Improvement Districts(BIDs), City Departments, Golden West College,and the business community at large. A key focus for staff is the Business Advocacy Program. This provides direct staff support to new and existing businesses engaging in complex relocation and expansion where it is necessary to strategize and creatively address individualized needs, especially pertaining to older industrial properties. Staff coordinates regular business visitations with City Council members, focused business roundtables and Brokers Breakfast Briefings. Staff also oversees two Business Improvement District's (BIDs) comprised of the Downtown BID and the Tourism BID(Visit Huntington Beach). BID assessments financially support the City's economic development objectives by creating specialized funding for the targeted goals for each group. Staff spearheads efforts with the Economic Development Committee and the Downtown Economic Development Committee, which includes the Mayor, Mayor Pro Tern and past Mayor. These committees provide staff with established priorities and business advancement. In addition, the Office of Business Development works with the Police Department to coordinate efforts of the Homeless Task Force:which consists of two Homeless Police Liaison Officers, a Homeless Coordinator and three Homeless Case Managers. Staff works with the City Council Sub-Committee to create partnerships with other local organizations to address homelessness and to provide services. Real Estate Services Division The Real Estate Services Division manages the City's real estate portfolio and provides centralized real estate services for City departments. These services include technical support for acquisition of land and easements, relocation, property disposition, appraisals, escrow processing and title research, negotiating leases of City-owned land and facilities (including beach and park concessions, land leases, telecommunications, and pipeline franchise agreements), strategic planning for City property, and maintenance of City and Agency real property inventory. Real Estate Services staff provides detailed review of facilities and sites, including the new Small Cell Site Agreements. Staff also provides assistance to the public and all City departments regarding any real property issues related to City-owned properties, including entitlement, leasing, and property management, as well as certain privately-owned properties. The City's real estate portfolio of land and public facilities consists of approximately 700 sites. Of this amount, over 120 leases on City-owned property yield$3.9 million in revenue to the City. Staff is continually exploring new and innovative methods of increasing lease revenues. Additionally, staff works on acquiring the public rights-of-way for public works projects to support infrastructure needs. 123 i City Manager Department Description HUD/Community Development Block Grant (CDBG) and HOME Through the City's Consolidated Plan, the City Council annually approves priorities for • � I � I eligible activities for the CDBG and HOME programs. The City Council approved a new Consolidated Plan for the five-year term of 2015-2020. The objective of the CDBG Program II�I��II is to provide decent housing, a suitable living environment, and to expand economic opportunities for persons with low and moderate incomes. The objective of the HOME Program is to provide affordable housing or services. The Citizen Participation Advisory Board (CPAB) provides annual recommendations to the City Council on the CDBG Program allocations. Staff is responsible for ensuring that sub-grantees remain in HUD compliance and report ongoing accomplishments of the Program. Staff also provides technical assistance to government or non-profit service providers receiving grant funding. Through CDBG funding,the City contracts with the Fair Housing Foundation to provide fair housing services to the community. HOME funding is approved through a review by the Economic Development Committee and City Council. Filming �► The Office of Business Development recognizes the importance of filming as an important economic development tool and an opportunity to highlight the City. As a result, the Business Development Division works closely with filmmakers and organizations to promote filming within the City while _ maintaining the quality of life with limited impact on the citizens _ or businesses in Huntington Beach. Thanks to these ongoing efforts, the City has been able to host multiple large filming projects including Nike, Old Navy, and Wheeler Dealers that ' have actively marketed Huntington Beach during their respective episodes. City Manager Ongoing Activities & Projects Administration • Provide citywide leadership, management, oversight, evaluation, strategic planning, budget coordination, and financial planning. • Coordinate and manage the City Council agenda process in coordination with the City Clerk. • Provide administrative support, customer service, and reception to public contacts and visitors. • Coordinate the City's involvement in regional and state agencies including assisting City Council Member participation in regional and state policy bodies. • Provide analysis of, and response to, proposed and enacted federal and state legislation impacting the City. Provide staff assistance to the Intergovernmental Relations Committee. • Receive and coordinate responses to citizen inquiries to the City Council and City Manager. • Coordinate grant-writing efforts and facilitate collaboration amongst City departments. • Coordinate internal policies and procedures (e.g., Administrative Regulations). • Oversee and manage the City's public, educational, and governmental access (PEG channel). • Manage the Mills Act Program. • Negotiate with employee bargaining groups. 124 City Manager Ongoing Activities & Projects Legislative and Advisory Bodies , • Oversee City Council Committees and Ad Hoc Committees: o Intergovernmental Relations o Southeast Area o Environmental Board o Communications o Harbor Commission o Jet Noise Commission Public Information ! ' • Manage and administer operations of public information and cable television functions. • Establish and maintain relationships with, as well as respond to, inquiries from members of broadcast and print media, including four different newspapers. • Coordinate City information with respect to social media, publications, press releases, media responses, and website content. Economic Efficiency Program • Administer the Orange County Recycling Market Development Zone. • Manage the Sustainable Business Certification Program by working closely with the business community and the investor owned utilities to provide incentive and rebate application assistance. • Develop, promote, and implement a comprehensive, long-range energy management program and maintain energy savings achieved to date. • Oversee the City's internal telecommunications committee ensuring uniformity in permitting of small cell sites and smart city devices. • Support the Orange County Energy Efficiency partnerships with Southern California Edison and Southern California Gas, and maintain Huntington Beach's platinum status. • Work with the University of California, Irvine, on the Electric Program Investment Charge (EPIC) Challenge—accelerating an advanced energy community within the City. • Oversee the City's Rideshare and Bicycle programs. Office of Business Development Business Development Division • Actively solicit retail/industrial/office tenants for vacancies. • Market Huntington Beach for commercial and industrial attraction, retention, and expansion. • Facilitate business visits for City Council members, quarterly Brokers Breakfast Briefings and Business Roundtables. • Work with high-profile businesses and property owners to attract high-paying jobs to the City. • Collaborate with property owners and developers regarding potential redevelopment of properties. • Provide business advocacy/technical assistance to existing and start-up businesses. • Manage the City's sales tax sharing agreements. • Administer the City's Business Improvement Districts (BIDs). • Provide technical support for the "Surf City Nights" weekly street fair, managed by the Downtown Business Improvement District (BID). • Collaborate with the Chamber of Commerce to enhance business opportunities. • Facilitate the City's Economic Development Implementation Plan. • Partner with Visit Huntington Beach (VHB)to increase tourism and marketing opportunities. • Manage a shuttle program that connects the OCTA transit routes with free shuttle service on special events, such as the 41h of July Parade and festivities, The Great Pacific Air Show, and the Vans U.S. Open of Surfing weekend, connecting downtown to various destinations within the City. • Working with VHB to complete the comprehensive citywide wayfinding system. • Working with the Homeless Task Force to create public/private partnerships to address homelessness within the City. • Continue to grow and promote filming opportunities in Huntington Beach. 125 City Manager Ongoing Activities & Projects CDBG/HOME • Manage and direct the City's Consolidated Plan for the Community Development Block Grant(CDBG) and HOME funds, including Annual Action Plans. • Monitor sub-grantees for compliance and performance. • Continue to manage the successful Tenant Based Rental Assistance Programs to address homelessness. • Work with non-profit housing organizations to retain and create affordable housing. • Establish programs using CDBG funds to develop job creation, training, and business retention. Real Estate Services • Provide assistance to City departments on property issues related to City-owned properties. • Coordinate the acquisition of land and easements for public purposes. • Oversee the City's relocation program for various right-of-way projects when necessary. • Oversee leases and license agreements for City land and facilities, including beach and park concessions, land leases, telecommunications agreements, and street light license agreements. • Maintain City and Agency property inventory logs. • Perform property research and coordinate property appraisals, escrow activities, and title research for real estate matters with all City departments. • Determine the value, market, and the sale of surplus of City/Agency-owned properties. • Provide assistance to Risk Management in the valuation and documentation of City facilities for insurance purposes. • Monitor all City leases and track appropriate revenue to the City's General Fund. • Provide entitlement assistance to property owners, as needed. Legislative and Advisory Bodies • Successor Agency Oversight Board • Economic Development Committee (Council Subcommittee) • Downtown Economic Development Committee (Council Subcommittee) • Citizen Participation Advisory Board (CPAB) • Mobile Home Advisory Board (MHAB) • City Council Homeless Task Force 126 City Manager Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic Plan ACTUAL` ACTUAL ADOPTED Goal Goal: 1. Manage City resources to ensure expenditures Strengthen do not exceed resources by presenting a Long-Term balanced budget to the City Council, including Financial and required reserves. Economic Sustainability Measure: Balanced budget presented to City Council Yes Yes Yes Goal: 2. Review legislation for potential impact on the Strengthen City; assist the City Council in participating in Long-Term regional, state, and federal policy bodies, and Financial and assist City departments in identifying potential Economic funding opportunities. Sustainability Measure: Maintain regional appointments and identify Yes Yes Yes state and/or federal funding Goal: 3. Increase visits to the City's website by ten Enhance and percent and explore social media options for Maintain High outreach to the community. Quality City Services Measure: % increase in visits to the City's website from 20% 15% 10% prior year Goal: 4. Certify businesses to the Sustainable Business Strengthen Certification Program. Long-Term Financial and Measure: Economic #of businesses certified 15 20 20 Sustainability Goal: 5. Recruit businesses to the Orange County Strengthen Recycling Market Development Zone(RMDZ). Long-Term Financial and Measure: Economic #of new businesses recruited to the RMDZ 2 0 1 Sustainability # of businesses who received technical 1 5 10 assistance "Adjusted for a nine-month fiscal year. 127 City Manager Performance Measures FY 2017/18 FY 2018/19 FY 2019/20 Strategic Plan ACTUAL" ACTUAL ADOPTED Goal Goal: 6. Conduct ongoing relationship with existing Strengthen local businesses as outlined in the Economic Long-Term Development Implementation Plan. Financial and Economic Sustainability Measure: #of Business Visits 8 14 14 #of Business Roundtables/Brokers Briefings or 4 8 12 co-hosted Business Seminars Goal: 7. Provide Real Estate services to all City Strengthen departments by monitoring leases and Long-Term conducting audits. Financial and Economic Sustainability Measure: #of audits conducted 5 5 6 `Adjusted for a nine-month fiscal year. 128 City Manager Accomplishments & Goals FY 2018/19 Accomplishments Administration • Successfully facilitated the third Annual Huntington Beach Air Show, the Great Pacific Air Show. • Worked with state and federal lobbyists to identify legislation and possible funding for projects and programs that benefit the City. • Installed a 235 kilowatt hour energy storage system at no cost to the City which will save the City $82,000 over 10 years. • Awarded the Orange County Business Council — Red Carpet Award for the City's partnership with Philips/American Tower to deploy 200 smart poles throughout the City. • Facilitated locating feedstock through the Recycling Market Development Zone technical assistance program to five businesses located in Huntington Beach. • Successfully facilitated the second annual Citizens Academy for City residents and local business owners to learn about City functions. This nine-week class generated over 100 applicants and 40 students enrolled in the program. • Planned and supported a number of special events including: Vans U.S. Open of Surfing, 11311 Annual 411 of July Parade, Surfing Circle of Honor, 9/11 Memorial Dedication Ceremony, 101h Annual Blessing of the Waves, and the Great Pacific Air Show. • Managed and generated interest in the City's official social media sites including Facebook, Instagram, Twitter, and Nextdoor. • Wrote and provided timely information to local media, distributed media alerts, produced the bi- weekly City Manager Report, conducted ongoing media relations and relationship building with reporters, and updated website content. • Successfully created a Wireless/Fiber Master Plan to market the City's dark fiber assets to private parties. • Developed a comprehensive approach to capital planning efforts within the City. • Continued promotion of the City's Mills Act Program. • Initiated the transition of the City's Channel 3 operations to City staff. • Received State funding to expand the Sustainable Business Certification Program, resulting in the certification of 20 City businesses. This program enables businesses to save on operational utility costs. Office of Business Development • Developed comprehensive development guidelines for industrial, office, and restaurant sectors. • Continued to market the City's vertical infrastructure and successfully negotiated lease agreements with Mobilitie, AT&T, and Philips/American Tower. These lease agreements will help generate revenues. • Renewed and created new lease agreements with Zack's Beach Concession, Central Library Theater groups, Primo Nosh LLC, and macro cell site. • In partnership with VHB, finalized approvals and construction of the Huntington Beach Wayfinding Program. • Continue to promote and incentivize filming within Huntington Beach. • Hosted four Business Roundtable events to help identify and address the needs of the business community. • Conducted numerous business visits. • Provided advocacy services for Rocket Lab, Newlight, and Sares Regis. • Acquired seven encyclopedia lots. • Conducted various business development workshops with local partners. 129 City Manager Accomplishments & Goals FY 2019/20 Goals Administration • Provide administrative support to operating departments to ensure an attractive physical environment is maintained throughout the community. • Provide fiscally responsible leadership to ensure the City maintains and enhances its sound fiscal base. • Enhance the City's fiscal sustainability by closely monitoring CalPERS pension costs and providing the City Council with sound fiscal policy to balance growing pension obligations with continued City service delivery needs. • Oversee the development of the City's annual budget and financial forecasting. • Develop a comprehensive approach to capital planning efforts within the City. • Create a Business Plan and market the City's dark fiber assets. • Continue promotion of the City's Mills Act Program. • Working with the City's Telecommunications Working Group, pilot"Smart City"technologies throughout the City that improve City functions. • Continue to expand the certification of businesses through the Sustainable Business Certification Program. • Continue to work with State and Federal lobbyists on legislation impacting the City. • Continue collaboration with City departments on creating successful grant applications that meet the City Council's Strategic Goals. • Continue to update to the City's Transparency web page to ensure open and transparent governance. Office of Business Development • Continue to lease out City-owned vertical assets. • Expand marketing of the Office of Business Development as a business advocate. • Support the coordination of City services and departments to ensure that homeless issues are effectively addressed. • Continue to grow and market City filming opportunities. • Further enhance revenues from City-owned real estate. 130 City Manager Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,111,782 1,155,153 960,921 1,338,455 1,345,281 1,384,814 3.46% Salaries, Temporary 94,183 85,805 76,539 124,712 162,383 228,474 83.20% Salaries, Overtime 15,374 35,321 25,966 55,000 55,000 45,000 -18.18% Leave Payouts 50,632 39,316 37,578 Benefits 534,979 575,723 521,067 674,885 681,333 820,875 21.63% PERSONNEL SERVICES 1,806,951 1,891,318 1,622,070 2,193,052 2,243,997 2,479,164 13.05% OPERATING EXPENSES Utilities 334 Equipment and Supplies 114,592 65,403 57,833 48,413 55,723 46,913 -3.10% Repairs and Maintenance 978 18,614 7,200 11,050 11,050 54,050 389.14% Conferences and Training 25,538 27,334 23,261 31,550 31,678 31,800 0.79% Professional Services 265,969 285,178 183,905 368,667 465,608 404,667 9,76% Other Contract Services 116,025 130,435 97,984 300,059 427,415 238,418 -20.54% Rental Expenses 1,064 191 1,500 1,500 1,500 0.00% Contribution to Private Agency 53,839 5,000 45,000 40,000 40,000 40,000 0.00% Payments to Other Governments 268,358 1,314,969 502,081 131,000 749,952 171,000 30.53% Expense Allowances 18,280 21,336 15,709 31,700 31,700 31,700 0.00% OPERATING EXPENSES 864,643 1,868,460 933,307 963,939 1,814,625 1,020,048 5.82% CAPITAL EXPENDITURES Improvements 113,831 203,402 546,995 1,122,611 395,000 100.00% Equipment 3,208 45,000 100.00% CAPITAL EXPENDITURES 117,038 203,402 546,995 1,122,611 440,000 100.00% NON-OPERATING EXPENSES Debt Service Expenses 226,219 214,487 6,906 225,036 441,942 225,036 0.00% Transfers to Other Funds 196,037 Loans Made 442,856 192,556 76,650 1,110,583 1,452,013 864,795 -22,13% NON-OPERATING EXPENSES 865,112 407,043 83,556 1,335,619 1,893,955 1,089,831 -18.40% Grand Total(s) 3,653,744 4,370,223 3,185,928 4,492,610 7,075,188 5,029,042 11.94% General Fund 2,169,067 2,115,551 1,928,013 2,557,692 2,618,436 2,747,624 7.43% Other Funds 1,484,677 2,254,672 1,257,915 1,934,918 4,456,752 2,281,418 17.91% Grand Total(s) 3,653,744 4,370,223 3,185,928 4,492,610 7,075,188 5,029,042 11.94% Personnel Summary 11.50 11.50 12.50 12.50 12.50 12.50 0.00 131 City Manager Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 1,030,181 1,047,549 887,075 1,227,386 1,227,386 1,268,434 3.34% Salaries, Temporary 77,529 51,015 45,233 63.900 59,642 57,384 -10.20% Salaries, Overtime 232 911 644 Leave Payouts 50,632 39,316 37,578 Benefits 482,802 517,175 490,436 619,098 619,098 752,758 21.59% PERSONNEL SERVICES 1,641,376 1,655,967 1,460,967 1,910,384 1,906,126 2,078,576 8.80% OPERATING EXPENSES Utilities 334 Equipment and Supplies 109,296 64,850 57,279 48,413 52,153 46,913 -3.10% Repairs and Maintenance 978 18,614 7,200 11,050 11,050 11,050 0.00% Conferences and Training 24,440 24,196 22,161 26,300 26,428 25,800 -1.90% Professional Services 189,908 147,784 151,644 298,667 359,752 294,667 -1.34% Other Contract Services 50,762 53,946 45,975 98,678 98,728 86,418 -12.42% Rental Expenses 1,064 191 1,500 1,500 1,500 0.00% Payments to Other Governments 132,963 128,666 166,744 131,000 131,000 171,000 30.53% Expense Allowances 18,280 21,337 15,709 31,700 31,700 31,700 0.00% OPERATING EXPENSES 527,691 459,584 467,046 647,308 712,311 669,048 3.36% Total 2,169,067 2,115,551 1,928,013 2,557,692 2,618,436 2,747,624 1 7.43% Personnel Summary 7.95 8.30 9.32 9.32 9.32 10.12 0.80 132 City Manager Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 743,400 792,219 680,416 889,216 889,216 874,520 -1.65% Salaries, Temporary 31,544 8,462 16,551 16,400 16,400 17,200 4.88% Salaries, Overtime 232 98 262 Leave Payouts 35,967 37,617 28,665 Benefits 351,173 386,303 375,438 451.467 451,467 506,130 12.11% PERSONNEL SERVICES 1,162,318 1,224,699 1,101,332 1,357,083 1,357,083 1,397,851 3.00% OPERATING EXPENSES Equipment and Supplies 107,124 59,125 51,487 42,263 46,003 42,263 0.00% Repairs and Maintenance 279 345 1,000 1,000 1,000 0.00% Conferences and Training 21,843 18,663 20,269 22,000 22,000 22,000 0.00% Professional Services 153,890 90,028 121,899 157,000 175,931 153,000 -2.55% Other Contract Services 7,270 9,628 5,525 21,000 21,000 8,740 -58.38% Rental Expense 200 Expense Allowances 12.446 16,363 12,968 25,700 25,700 25,700 0.00% OPERATING EXPENSES 303,052 194,152 212,148 268,963 291,634 252,703 -6.05% Total 1,465,370 1,418,851 1,313,480 1,626,046 1,648,717 1,650,554 1.51% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increase in Personnel Services is primarily due to increased cost of benefits. Operating Expenses have been reduced as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year City Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Assistant City Manager 0.50 0.77 0.77 0.77 0.77 0.77 0.00 Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Community Relations Officer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Energy Project Manager* 1.00 0.95 0.95 0.95 0.95 0.00 (0.95) Project Manager* 0.00 0.00 0.00 0.00 0.00 0.95 0.95 Executive Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 0.00 0.00 0.40 0.40 0.40 0.40 0.00 ^0.27 FTE previously funded by Non-Departmental RORF Administration,but as of FY 2016117 funded in General Fund Administration. `0.05 FTE funded by Public Works Air Quality Fund. Total 5.50 5.72 6.12 6.12 6.12 6.12 0.00 133 City Manager Adopted Budget- FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Office of Business Development PERSONNEL SERVICES Salaries, Permanent 233,479 182,378 146,978 253,770 253,770 314,989 24.12% Salaries, Overtime 813 382 Leave Payouts 5,233 784 Benefits 103,940 91,141 80,744 122.514 122,514 190,355 55.37% PERSONNEL SERVICES 342,653 274,332 228,888 376,284 376,284 505,344 34.30% OPERATING EXPENSES Utilities 334 Equipment and Supplies 1,999 2,995 5,793 4,350 4,350 2,850 -34.48% Repairs and Maintenance 699 284 Conferences and Training 1,770 4,820 1,892 3,300 3,428 3,300 0.00% Professional Services 27,941 16,157 11,271 62,000 83,308 62,000 0.00% Other Contract Services 20,119 24,088 16,259 47,498 47,548 47,498 0.00% Expense Allowances 5,833 4,974 2.741 6,000 6,000 6,000 0.00% OPERATING EXPENSES 58,362 53,318 38,289 123,148 144,634 121,648 -1.22% Total 401,014 327,650 267,177 499,432 520,918 626,992 25.547/6 Significant Changes Overall increase in Personnel Services is primarily due to reallocation of personnel costs previously funded by the Successor Agency Fund RORF(Fund 352)in accordance with ABx1 26 allowable administration expenses, and increased cost of benefits. Operating Expenses have been reduced as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016117 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Deputy Director* 0.32 0.20 0.20 0.20 0.20 0.40 0.20 Assistant City Manager 0.23 0.23 0.23 0.23 0.23 0.23 0.00 Econ Development Project Manager- 0.35 0.35 0.38 0.38 0.38 0.48 0.10 Administrative Aide 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 0.00 0.00 0.60 0.60 0.60 0.60 0.00 Administrative Secretary^ 0.00 0.00 0.00 0.00 0.00 0.50 0.50 *0.30 FTE funded by Non-Departmental RORF Administration,0.21 FTE funded by CDBG and 0.09 FTE funded by HOME. **0.22 FTE funded by Non-Departmental RORF Administration and 0.30 FTE funded by CD8G. ^0.50 FTE previously funded by Non-Departmental RORF Administration. Total 1.90 1.78 2.41 2.41 2.41 3.21 0.80 134 City Manager Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Real Estate Services PERSONNEL SERVICES Salaries, Permanent 33,425 27,487 25,231 38,465 38,465 33,976 -11.67% Salaries, Temporary 45,985 42,553 28,681 47,500 43,242 40,184 -15.40% Leave Payouts 9,432 8,129 Benefits 17,805 16,491 14,715 18,890 18.890 28,307 49.85% PERSONNEL SERVICES 106,647 86,531 76,756 104,855 100,597 102,467 -2.28% OPERATING EXPENSES Equipment and Supplies 123 2,625 1,750 1,750 1,750 0.00% Repairs and Maintenance 242 Conferences and Training 827 570 1,000 1,000 500 -50.00% Professional Services 8,077 40,854 18,474 79,667 86,607 79,667 0.00% Other Contract Services 791 6,000 6,000 6,000 0.00% Rental Expenses 864 191 1,500 1,500 1,500 0.00% Payments to Other Governments 132,963 128,666 166,744 125,000 125,000 165,000 32.00% OPERATING EXPENSES 143,645 173,148 185,218 214,917 221,857 254,417 18.38% Total 250,292 259,679 261,974 319,772 322,454 356,8 4 .11.61% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increase in Personnel Services is primarily due to increased cost of benefits. Temporary Salaries and Operating Expenses have been reduced as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Real Estate & Project Manager* 0.31 0.31 0.30 0.30 0.30 0.30 0.00 *0.20 FTE funded by Non-Departmental RORF Administration and 0.50 FTE funded by Public Works Sewer Total 0.31 0.31 0.30 0.30 0.30 0.30 0.00 135 City Manager Adopted Budget- FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Ocean View Estates PERSONNEL SERVICES Salaries, Permanent 19,876 45,466 34,451 45,935 45,935 44,949 -2.15% Leave Payouts 1,699 Benefits 9,883 23,241 19,539 26,227 26.227 27,965 6.63% PERSONNEL SERVICES 29,759 70,406 53,991 72,162 72,162 72,914 1.04% OPERATING EXPENSES Equipment and Supplies 50 105 50 50 50 0.00% Repairs and Maintenance 17,742 7,200 10,050 10,050 10,050 0.00% Conferences and Training 143 Professional Services 745 13,906 Other Contract Services 22,582 20,229 24,191 24,180 24,180 24,180 0.00% Payments to Other Governments 6,000 6,000 6,000 0.00% OPERATING EXPENSES 22,632 38,964 31,391 40,280 54,186 40,280 0.00% Total 52,391 109,370 85,381 112,442 126,348 113,194 0.67/ Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increase in Personnel Services is primarily due to increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Administrative Analyst` 0.24 0.49 0.49 0.49 0.49 0.49 0.00 `0.20 FTE funded by Non-Departmental LMHAF,0.20 FTE funded by CDBG,and 0.11 FTE funded by HOME. Total 0.24 0.49 0.49 0.49 0.49 0.49 0.00 136 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations (103,126), and Sustainability (1233,1234,1240) OPERATING EXPENSES Equipment and Supplies 5,297 554 553 3,570 Conferences and Training 1,098 3,138 1,100 5,250 5,250 6,000 14.29% Professional Services 14,997 500 7,077 20,000 54,102 10,000 -50.00% Contribution to Private Agency 2,839 OPERATING EXPENSES 24,231 4,192 8,730 25,250 62,922 16,000 -36.63% Total 24,231 4,192 8,730 25,250 62,922 16,000 -36.63% Significant Changes The City is the Zone Administrator for the Orange County Recycling Market Development Zone (Huntington Beach, Santa Ana, Orange, Garden Grove, Stanton and the County of Orange) and will receive $6,000 grant funding from CalRecycle to promote and administer the Zone. The City also runs a sustainable business certification program open to all businesses in the City, with an estimated $10,000 contribution from the California Green Business Network. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00103 Donation Fund 621,220 691,858 00126 Donations Historic Wintersburg 1,085 01233 OC Recycling Market Dev Zone 1,837 3,545 1,565 5,250 5,250 6,000 750 01234 Sustainable Business Cert Program 24,290 5,629 9,922 20,000 20,000 10,000 1 (10,000) Total 6,952,821 6,952,821 11,487 25,250 25,250 16,000 1 (9,250) 137 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Specific Events(iol) PERSONNEL SERVICES Salaries, Permanent 859 402 5,941 Salaries, Temporary 1,250 283 406 Salaries, Overtime 15,142 34.409 25,248 55,000 55,000 45.000 -18.18% Benefits 2,049 4.955 4,727 PERSONNEL SERVICES 19,300 40,049 36,322 55,000 55,000 45,000 -18.18% OPERATING EXPENSES Other Contract Services 15.000 100.00% OPERATING EXPENSES 15,000 100.00% Total 19,300 40,049 36,322 55,000 55,000 60,0001 9.09% Significant Changes The Office of Business Development is responsible for film permit issuance, which includes revenue associated with permit applications, filming fees, site fees, parking fees, and overtime fees. Overtime appropriation of $45,000 covers overtime costs incurred by the Police Department and the Marine Safety Division of the Fire Department. Other Contract Services includes advertising costs associated with permitting program, FilmApp and needed advertising to promote the City of Huntington Beach as a film friendly community. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00101 Specific Events 55,639 40,049 132,539 55,000 55,000 60,000 5,000 Total 55,639 40,049 132,539 55,000 55,000 60,000 5,000 138 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Rehabilitation Loans (215) CAPITAL EXPENDITURES Improvements 21,094 1,078,906 CAPITAL EXPENDITURES 21,094 1,078,906 0.00% NON-OPERATING EXPENSES Debt Service Expenses 21,944 4,500 4,500 4,500 0.00% Loans Made 149,356 192,556 76,650 295,500 295.500 295,500 0.00% NON-OPERATING EXPENSES 171,300 192,556 76,650 300,000 300,000 300,000 0.00% Total 171,300 192,556 97,744 300,000 1,378,906 300,000 Significant Changes The Rehabilitation Loan Program is funded through a Community Development Block Grant (CDBG) revolving loan fund. The loans/grants fund building and safety improvements for mobile homes, single family homes and multi-family apartments for low and moderate qualifying households. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00215 Rehabilitation Loans 279,310 121,737 105.942 200.000 200,000 1007000 (100,000) Total 279,310 121,737 105,942 200,000 200,000 100,000 (100,000) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00215 Rehabilitation Loans 1,832,573 1,761,754 1,769,952 731,651 200,000 531,651 (200,000) Total 1,832,573 1,761,754 1,769,952 731,651 200,000 531,651 (200,000) 139 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Community Development Block Grant(239,815,859-861,863, 962,1208,1219,1235) PERSONNEL SERVICES Salaries, Permanent 63,306 82,034 51,065 87,404 87,404 92,715 6.08% Salaries, Temporary 15,404 34,507 30,900 60,812 102,741 121,090 99.12% Salaries, Overtime 73 Benefits 41,159 42,215 20,233 42,968 42,968 54,214 26.17% PERSONNEL SERVICES 119,869 158,756 102,271 191,184 233,113 268,019 40.19% OPERATING EXPENSES Professional Services 60,576 78,344 11,088 1,754 Other Contract Services 45,000 75,665 44,439 146,381 247,651 105,000 -28.27% Contribution to Private Agency 51,000 5,000 45,000 40,000 40,000 40,000 0.00% OPERATING EXPENSES 156,576 159,009 100,527 186,381 289,405 145,000 -22.20% CAPITAL EXPENDITURES Improvements 113.331 186,402 35,653 13,671 CAPITAL EXPENDITURES 113,331 186,402 35,653 13,671 NON-OPERATING EXPENSES Debt Service Expenses 204,275 214,487 6,906 220,536 437,442 220,535 0.00% Loans Made 61,137 NON-OPERATING EXPENSES 204,275 214,487 6,906 220,536 498,579 220,535 0.00% Total 594,050 718,653 245,357 598,101 1,034,769 633,554 5.93% Significant Changes The FY 2019/20 Community Development Block Grant (CDBG)from the Federal Department of Housing and Urban Development(HUD) is $1,155,698. The balance of $522,143 can be found in the Community Development ($196,476), Community Services ($40,000), Library Services ($10,000) and Public Works ($275,668) Departments' Other Funds sections. The total expenses are inclusive of the City's personnel cost associated with managing the program. 140 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Community Development Block Grant(239,815,854,859- 861,863,962,1208,1219,1235) (continued) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Deputy Director 0.07 0.21 0.21 0.21 0.21 0.21 0.00 Econ Development Project Manager 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Administrative Analyst 0.17 0.20 0.20 0.20 0.20 0.20 0.00 Code Enforcement Technician(1.0 FTE funded by the CDBG program,seethe Community Development Department budget for details). Code Enforcement Officer I (1.0 FTE funded by the CDBG program;seethe Community Development Department budget for details). Total 0.54 0.71 0.71 0.71 0.71 0.71 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00239 CDBG 626,494 1,033,767 1,689,124 633,554 (400,213) 00859 CDBG 08/09 58,841 00860 CDBG 09/10 83,648 55,000 00863 CDBG 13/14 138,822 118,603 00962 CDBG 11112 6,587 01208 CDBG 14/15 27,920 152,231 01219 CDBG 15/16 857,141 30,888 01235 CDBG 16/17* 872,827 'The remaining revenue of$522,143 can be found in the Community Development, Community Services,Library Services,and Public Works Other Funds section. Total 1,114,118 1,114,118 626,494 1,033,767 1,689,124 633,554 (400,213) 141 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS ercent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year HOME Program (240,843,848,850- 852,854.1209,1220,1236) PERSONNEL SERVICES Salaries, Permanent 17,436 23,665 16,839 23,665 30,491 23,665 0.00% Benefits 8,969 11,092 5,671 12,819 19.267 13,904 8.46% PERSONNEL SERVICES 26,406 34,757 22,510 36,484 49,758 37,569 2.97% OPERATING EXPENSES Professional Services 9,145 14,097 Other Contract Services 14,992 320 26.035 Payments to Other Governments 135,394 1.186.303 335,337 618.952 OPERATING EXPENSES 150,387 1,195,768 349,434 644,988 CAPITAL EXPENDITURES Improvements 500 17,000 CAPITAL EXPENDITURES 500 17,000 NON-OPERATING EXPENSES Transfers to Other Funds 196,037 Loans Made 293.500 815.083 1,095.376 569,295 -30.15% NON-OPERATING EXPENSES 489,537 815,083 1,095,376 569,295 -30.15% Total 666,829 1,247,525 371,944 851,567 1,790,121 606,864 -28.74% Significant Changes HOME funds are being used for three Tenant Based Rental Assistance (TBRA) Programs, Affordable Housing Project, as well as administration costs. FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Deputy Director 0.09 0.09 0.09 0.09 0.09 0.09 0.00 Administrative Analyst 0.11 0.11 0.11 0,11 0,11 0.11 0.00 Total 0.20 0.20 0.20 0.20 0.20 0.20 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00240 HOME Program 22.510 411.664 1,240,721 606.864 195,200 00843 HOME Program 13114 20,363 335,168 00850 HOME Program 10/11 83,733 00851 HOME Program 11/12 8,618 28,666 00852 HOME Program 12/13 294,246 109.102 01209 HOME Program 14/15 12,207 493.138 01220 HOME Program 15/16 207,637 59,691 01236 HOME Program 16/17 103,373 Total 626,804 1,129,139 22,510 411,664 1,240,721 606,864 1 195,200 142 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Surf City "Y Cable Channel (243) PERSONNEL SERVICES Salaries, Temporary 50,000 100.00% PERSONNEL SERVICES 50,000 100.00% OPERATING EXPENSES Repair& Maintenance 43.000 100.00% Professional Services 50,000 100.00% Other Contract Services 22,000 100.00% OPERATING EXPENSES 115,000 100.00% CAPITAL EXPENDITURES Improvements 395,000 100.00% Equipment 45,000 100.00% CAPITAL EXPENDITURES 440,000 100.00% Total 605,000 i 100.00% Significant Changes Prior to FY 2019/20, the City was a member of the public, educational, and governmental access (PEG) Joint Powers with Authority (JPA) with Fountain Valley, Stanton and Westminster. On January 3, 2019, the City Council approved an exit and transition plan from the PEG JPA. The Surf City "Y Cable Channel Operations Fund incorporates the transition to the City, and includes funding from the cable operators through the 1% PEG fee and 5% franchise fee. The PEG funds are restricted (PUC Division 2.5.5870b) and can only be used for the purchase of capital equipment, software, and production services to provide quality local programming to residents. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00243 Surf City"Y Cable Channel 605,000 605,000 Total 605,000 605,000 143 City Manager Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Parking In-Lieu (308) PERSONNEL SERVICES Salaries, Permanent 1,503 Benefits 286 PERSONNEL SERVICES 1,789 OPERATING EXPENSES Professional Services 488 49,404 50,000 50.000 50.000 0.00% Other Contract Services 5,270 504 7,569 55,000 55.000 10.000 -81.82% OPERATING EXPENSES 5,758 49,908 7,569 105,000 105,000 60,000 -42.86% CAPITAL EXPENDITURES Improvements 490,248 30.034 Equipment 3,208 CAPITAL EXPENDITURES 3,208 490,248 30,034 Total 8,966 51,697 497,817 105,000 135,034 60,000 -42.86% Significant Changes Parking In-Lieu fees are collected as development occurs in the City's downtown area. Fees are used to create additional parking opportunities or improvements to parking in the downtown area; such as shuttle services from City Hall to special events (4th of July, Vans U.S. Open of Surfing and the Great Pacific Air Show). FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FYE67,700 Change from Revenue SummaryActual Actual Actual Adopted Revised APrior Year 00308 In-Lieu Parking Downtown 37,289 56,020 3,200 67.700 67.700 Total 37,289 56,020 3,200 67,700 67,700 144 City Manager Adopted Budget- FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year City Manager ADM Administration 10030101 City Manager's Office 1,285,696 1,232,900 1,170,457 1,389,675 1,413,456 1,419,031 2.11% 10030301 Public Information 179,674 185,951 143,023 236,371 235,261 231,523 -2.05% ADM Administration 1,465,370 1,418,851 1,313,480 1,626,046 1,648,717 1,650,554 1.51% OBD Office of Business Development 10080101 Business Development Admin 401,014 327,650 267,177 499,432 520,918 626,992 25.54% OBD Office of Business Development 401,014 327,650 267,177 499,432 520,918 626,992 25.54% OBD Ocean View Estates 10080510 Ocean View Estates MHP 52,391 109,370 85.381 112,442 126,348 113,194 0.67% OBD Ocean View Estates 52,391 109,370 85,381 112,442 126,348 113,194 0.67% OBD Real Estate Services 10080501 Real Estate Services 250,292 259.679 261.974 319.772 322,454 356,884 11.61% OBD Real Estate Services 250,292 259,679 261,974 319,772 322,454 356,884 11.61% Donations, Energy and Sustainabilit 10330103 Donations Centennial Celebration 3,570 12630101 Donations Historic Wintersburg 2,839 123330101 OC Recycling Market Dev Zone 1,598 3.691 1,444 5,250 5,250 6,000 14.29% 123430101 Sustainable Business Cert Pgm 19,794 20,000 30,000 10,000 -50.00% 123430102 Sust Bus Cert Prog Other Source 501 363 1,365 124030101 EPIC Challenge 6.923 22.738 Donations, Energy and Sustainability 24,231 4,192 8,730 25,250 62,922 16,000 -36.63% Specific Events 10180101 Business Development Film Permit 19,300 40,049 36,322 55,000 55,000 60,000 9.09% Specific Events 19,300 40,049 36,322 55,000 55,000 60,000 9.09% Rehab Loans 21580301 Rehabilitation Loans 171,300 192,556 76,650 300,000 300,000 300,000 0.00% 21580302 Youth Shelter Project 21,094 503,906 21580303 Citywide ADA Improvements 575,000 Rehab Loans 171,300 192,556 97,744 300,000 1,378,906 300,000 0.00% CDBG 23980701 17/18 CDBG Admin 67,453 176,753 109,299 -100.00% 23980702 17/18 Fair Hsg Foundation 22,486 30,000 -100.00% 23980703 17/18 Section 108 Loan Pymt 6,906 220,536 216,906 -100.00% 23980743 17/18 Homeless Services 34,818 60,812 -100.00% 23980801 18/19 CDBG Admin 201,139 194,664 100.00% 23980812 18/19 Fair Housing Foundation 30,000 30,000 100.00% 23980820 18/19 Section 108 Loan Pymt 220,536 220,535 100.00% 23980841 18/19 Stand Up for Kids OC 5,000 5,000 10,000 100.00% 23980843 18/19 Homeless Services Coordinator 78,355 73,355 100.00% 23981711 17/18 Housing Rehab Loan 21,953 65,000 48,613 -100.00% 23981852 18/19 Housing Rehab Loan 65,000 65,000 100.00% 23982745 17/18 Oakview Ctr Children's Branch 40,000 40,000 -100.00% 23982746 17/18 OCCHC Stepping Up 5,000 23982845 18/19 Oakview Ctr Children's Branch 40,000 40,000 100.00% 85982003 HBPD Limited ADA Improvements 58,841 86082027 HBPD Limited ADA Improvements 31,159 86381015 Hsg Rehab Loan Prgm 13/14 665 86381501 Main St Library ADA Improvement 101,011 86381503 Citywide ADA Improvements 1,400 86382016 HBPD Limited ADA Improvements 77,841 4,494 120880101 CDBG Admin 14/15 17,000 1,135 120881015 Housing Rehab Loan Admin 3,830 145 City Manager Adopted Budget-FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year 120881501 HBPD Limited ADA Improvements 10,920 49,720 121980101 CDBG Admin 15/16 115,821 5,000 121980102 Fair Housing Foundation 30,000 121980502 Section 108 Loan 204,275 121980503 OBD&HBPD Homeless Svcs 15,935 121981015 Housing Rehab Loan Admin 46,688 121982002 CDBG Subgrantees 15/16 51,000 123580101 CDBG Admin 16/17 156,164 11,088 1.754 123580102 Fair Housing Foundation 30,000 123580502 Section 108 Loan 214,487 123580503 Homeless Services Coordinator 35,630 123581015 Housing Rehab Loan Admin 39,835 13,671 123582002 Congregate Meals 16/17 5,000 123582003 Oakview Ctr Children's Bureau 40,000 123582004 OCCHC Stepping Up 5,000 CDBG 594,050 718,653 245,357 598,101 1,034,769 633,554 5.93% HOME 24080701 17/18 HOME Program Admin 22,510 851,567 18,656 606,864 -28.74% 24080715 17/18 TBRA Mercy House 70,205 24080801 18/19 HOME Program Admin 851,567 24082700 17/18 Unprogrammed HOME 300,293 84380401 HOME Program 13/14 6,180 320 84380402 Proj Self Suff Afford Housing Project 500 84380403 Tenant Based Rental Assistance 13,683 17,000 84380404 OCCHC 7792 Barton Blvd 13/14 247,945 84380405 TBRA Mercy House 13/14 69,903 26,243 84380406 TBRA Interval House 13/14 73,313 9,137 85080401 HOME Program 10/11 83,733 85180401 HOME Program 11/12 8,618 85180405 TBRA Mercy House 11/12 28,666 85280401 HOME Program 12/13 74,953 1,485 85280402 HOME Program AMCAL 201,149 85280403 Tenant Based Rental Assistance 121,711 37,865 85280405 TBRA Mercy House 12/13 69,752 85480401 HOME Program 06/07 54,844 120980401 HOME Program 14/15 12,207 120980402 Tenant Based Rental Assistance 200,897 120980404 OCCHC 7792 Barton Blvd 14/15 292,241 120980405 TBRA Mercy House 14/15 77,328 120980406 TBRA Interval House 14/15 2,378 122080401 HOME Program 15/16 89,250 660 14,097 122080404 OCCHC 7792 Barton Blvd 15/16 177,417 122080405 TBRA Mercy House 15/16 94,531 22,706 122080406 TBRA Interval House 15/16 61,924 18,527 122080407 TBRA Interval House 15/16 Con 18-19 177,920 123680401 HOME Program 16/17 41,757 653 123680404 OCCHC 7792 Barton Blvd 16/17 61,616 2,000 123680405 TBRA Mercy House 16/17 30,227 123680481 TBRA Mercy Hse 16/17 Con 18-19 28,695 123680482 TBRA Inter Hse 16/17 Con 18-19 9,158 123680483 TBRA Families Forward 16/17 250,000 HOME 666,829 1,247,525 371,944 851,567 1,790,121 606,864 -28.74% Cable Channel 24330101 Surf City"Y Cable Channel 605,000 100.00% Cable Channel 605,000 100.00% 146 City Manager Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year Parking In Lieu 30880101 Parking In-Lieu 8.966 51.697 497,817 105.000 135,034 60,000 -42.86% Parking In Lieu 8,966 51,697 497,817 105,000 135,034 60,000 -42.86% Other Funds 1,484,677 2,254,672 1,257,915 1,934,918 4,456,752 2,281,418 17.91% General Fund 2,169,067 2,115,551 1,928.013 2,557,692 2,618,436 2,747,624 7.43% Other Funds 1,484,677 2,254,672 1,257.915 1,934,918 4,456,752 2,281,418 17.91% Grand Total(s) 3,653,744 4,370,223 3,185,928 4,492,610 7,075,188 5,029,042 11.94% 147 Intentionally Left Blank 148 City of Huntington Beach Community Development Adopted Budget — FY 2019/20 Director of Community C Development PLANNING COMMISSION Deputy Directorof Community Development ADMINISTRATION Administrative Analyst Senior Administrative Assistant Administrative Secretary(2) Office Assistant II PERMIT ECKPLANNINGINSPEC110N SERVICES S(;gQ CURRENT&ADVANCE Code Enforcement Supervisor Inspection Supervisor(2) PLANNING Senior Code Enforcement Officer(2) Principal Electrical Inspector Building Manager Planning Manager Code Enbrcement Officer II(2) Principal Plumbing&Mechanical Plan PlanChe heck Sur ry Senior Planner(3) Code Enforcement Officer I Inspector Permit&Plan Check Supervisor Associate Planner(4) Code Enforcement Technician Building Inspector 1/11/III(9) Senior Permit Technician(3) Assistant Planner(2) 149 Community Development Department Descriptions The purpose of the Community Development Department is to plan for future growth and development of the City; ensure that current development and construction are in alignment with the City's vision and comply with all Federal, State and local regulations; and safeguard the existing building stock by compelling maintenance to ensure a quality physical environment that maintains the health, safety and welfare of Huntington Beach residents, businesses and visitors. The Community Development Department is comprised of three main functions: Planning; Building; and Code Enforcement, which is segmented into six divisions for budgetary purposes (Administration, Planning, Planning Commission, Code Enforcement, Permit and Plan Check Services, and Inspection Services). The Community Development Department strives to deliver solution-oriented services in a timely manner that reflects the goals of the City Council and community while ensuring the health, safety and welfare of the public. Administration Division The Administration Division provides back-end support to the department as well as front-end concierge service to the public. The day-to-day operations of the department are largely driven by the Administrative Division. Budgeting, payroll, evaluations, training, recruitments, communications, reports, contract administration, data analysis, forms, public notices, and purchasing are all functions of the Administrative Division. Planning Division The Planning Division is responsible for Advance (or Long Range)and Current Planning activities. Advance Planning involves updating the City's General Plan, Local Coastal Program and Specific Plans. These documents contain goals and policies to manage long-term growth of the City and Coastal Zone. Other functions of Advance Planning include updating the City's Zoning and Subdivision Ordinance and processing procedures through new legislation. Advance Planning is also responsible for State mandates, such as complying with the California Environmental Quality Act, providing a General Plan Annual Report and a Housing Element Annual Report. Current Planning is responsible for coordinating the review of development proposals to ensure compliance with the City's General Plan and Zoning and Subdivision Ordinance as well as Federal and State regulations. This effort includes processing applications for entitlements (e.g., permits, subdivisions, and variances), environmental review, and plan check services. Current Planning requires direct contact with residents, businesses and developers. Current Planning is also responsible for staffing the Planning Commission, Zoning Administrator and Design Review Board. Planning Commission The Planning Commission is a quasi-judicial decision making , 4 body with authority over development proposals that require discretionary permits. Each City Council member makes an individual appointment to the Planning Commission. The Planning Commission meets twice a month. The City's budget accounts for the Planning Commission as its own separate division to account for meeting expenses as well as provide educational and conference/workshop opportunities for Planning Commissioners. 150 Community Development Department Descriptions Neighborhood Preservation and Code Enforcement Division The Neighborhood Preservation/Code Enforcement Division is responsible for evaluating private property against certain provisions of the City's Municipal Code, answering citizen questions about those codes, and issuing citations for code violations. The Code Enforcement Division works to maintain an attractive,safe community, which helps improve both property values ` and the quality of life within the City. Code Enforcement Officers interact with residents and businesses on a daily basis. Permit and Plan Check Services Division The Permit and Plan Check Services Division is responsible for processing applications for building permits to allow construction to commence. Activities include intake of plans, checking plans to ensure the design is compliant 10 with the California Building Code, conducting structural calculations when necessary, permit issuance, and -' scheduling of inspections. Ranges of projects from minor Y residential improvements to ground up construction of major commercial endeavors come through the permit counter. Permit Technicians interact daily with residents, businesses and developers. The plan examiners are typically interacting with professional designers, such as architects and engineers. Inspection Services Division Once a permit has been issued, the Inspection Services Division is responsible for ensuring '.Fa that the projects are being constructed pursuant , to the approved plans, which confirms that they are compliant with the California Building Code. The purpose of the inspections is to safeguard construction in town from shoddy, unsafe work to protect the owners and occupants of ' buildings. Once a construction project has passed all inspections and is complete, a 1 Certificate of Occupancy is issued, in the case of non-residential buildings, or the permit is finaled for residential construction. Building _ inspectors most often deal directly with contractors but occasionally will interact directly with owners on an owner-builder situation. 151 Community Development Ongoing Activities & Projects Administration Division • Coordinate 18 Planning Commission meetings and 17I Zoning Administrator meetings. • Process 29,708 required mailings and public notices annually. ' • Annually respond to 82 citizen inquiries regarding flood plain concerns and process individual inquiries within one business day. Planning Division • Process approximately 204 entitlements annually in accordance with the state-mandated Permit Streamlining Act, and approximately 50 temporary sign permits and 64 temporary activity permits. • Respond to 5,150 phone requests (approx. 21/day avg) and 12,895 walk-in inquiries (approx. 52/day avg). • Plan check 1,414 plans for zoning compliance annually; process 743 over the counter plan checks; 252 grading plan checks and 59 landscaping plan checks; and process 112 address assignments. • Mail 9,685 flood/information brochures to properties in the floodplain. Neighborhood Preservation and Code Enforcement Division • Respond to 15,985 phone calls, 4,800 walk-in inquiries, 14,280 e-mails, and 400 MyHB inquiries. • Initiate 2,647 proactive cases per year to address code violations. • Conduct over 9,652 field inspections annually. • Resolve over 4,716 code enforcement cases annually. Permit and Plan Check Services Division • Mail 120 Notice of Non-Compliance letters. • Process 80 Notice of Compliance letters. • Respond to 200 Public Records Requests. • Customers schedule 5,800 inspections online • Provide customer service to 21,865 counter customers (88/day). •..� �, —,. • Answer over 104,000 phone contacts. • Review and approve 8,250 permits with a construction �. valuation of$150,000,000. — • Perform 730 over-the-counter building plan reviews. • Perform 690 large or complicated building plan reviews. . • Process 720 certificates of occupancy for new and change of business. • Schedule and conduct 120 counter meetings/appointments. • Mail approximately 9,000 permit notification letters and 2,000 inspection reminder letters. 152 Community Development Ongoing Activities & Projects Inspection Services Division • Perform over 34,500 building, mechanical, plumbing, and certificate of occupancy inspections annually; an average of 143 daily. • Perform over 25,000 building inspections for California Building Code compliance. • Complete 950 plumbing, mechanical, and electrical plan checks annually. • Complete 894 NPDES inspections to ensure construction runoff standards and best management practices are met. • Conduct 65 inspection meetings/training sessions to maintain consistency throughout field staff. • Conduct 520 Field Meetings with developers, contractors, and business owners. • Conduct 415 Counter meetings/appointments with customers. • Issue 220 notices to stop work and obtain required permits. • Issue 470 photovoltaic permits, with associated plan checks and field inspections. l�,lllh 1. 11 R11 d i;• �11� 66- 153 Community Development Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Perform 95%of construction inspections on the Enhance and same day scheduled. Modernize Public Safety Service Delivery Measure: % of construction inspections performed on 92% 98% 98% same day scheduled Goal: 2. Complete 85% of projects submitted (first Enhance and submittal) for initial plan check within 20 Maintain High business days. Quality City Services Measure: %of first submittal plan checks completed within 98% 100% 95% 20 business days Goal: 3. Process 90% of building, electrical, plumbing, Enhance and and mechanical permits in less than 45 minutes. Maintain High Quality City Services Measure: % of building, electrical, plumbing, and 95% 98% 95% mechanical permits processed in less than 45 minutes Goal: 4. Perform enforcement actions and close 75% of Enhance and cases within 30 days. Modernize Public Safety Service Delivery Measure: %of enforcement action cases closed within 30 78% 85% 90% days Goal: 5. Receive and respond to 95% of citizen phone Enhance and inquiries within two business days. Maintain High Quality City Services Measure: % of citizen inquiries responded to within two 98% 95% 98% business days Goal: 6. Process 100% of entitlement applications and Enhance and environmental reviews within State of California Maintain High recommended guidelines. Quality City Services Measure: % of entitlement applications processed within 100% 100% 100% recommended guidelines 154 Community Development Accomplishments & Goals FY 2018/19 Accomplishments • Continued to provide dedicated staff from each division to the development of Accela, the City's new Electronic Land Management (ELM) System. • Streamlined staff report formats and launched Legistar Agendas for multiple public hearing commissions, committee meetings, and advisory boards for consistency and transparency to public. • Launched and continuously updated new GIS Story Map on City website to facilitate public information on various land use entitlements, permits, and construction projects. • Commenced work on Zoning Text and Map Amendments to establish a Research and Technology zoning district pursuant to goals and policies adopted for the General Plan Update. • Obtained certification from the Coastal Commission on the Windward Residential and Specific Plan project. The project involved legislative amendments and development entitlements to amend the land use designations and establish the Windward Specific Plan for the subdivision and construction of 36 townhomes, open space, and associated improvements on 2.5 acres and preservation of 8.7 acres of open space. The project was initially submitted to the City in 2008 and was redesigned in 2016 as a result of settlement agreements from a CEQA lawsuit. • Began first phase of updates to the Huntington Beach Zoning and Subdivision Ordinance; last updated in 2002 and 2005. • Completed entitlements and permits related to the Ellis Goldenwest Specific Plan/Dubar equestrian trails, utility easements, and open space corridors. • Processed legislative amendments and development entitlements for Sea Dance Residential development. The project was approved by the Planning Commission and City Council and includes several community benefits such as a 1.5 acres of Public Park dedicated to the City and fully improved by the developer; public art; and provision of funds for the Navy Rail Road right-of-way improvements and other recreational facilities in the neighborhood. • Continued work on the Magnolia Tank Farm Environmental Impact Report (EIR), including releasing the draft EIR for public review and comment and commenced discussions with the Coastal Commission. The project includes 250 dwelling units and a 230,000 square foot lodge, and will require zoning and land use plan approvals for consideration by the Planning Commission and City Council as well as certification by the California Coastal Commission. • Other notable projects processed: 414-424 Main Street Mixed Use, 602-620 PCH Mixed Use, Sunset Beach Hotel, Heil Pump Station, Ascon Final Remediation, and Alcohol Sales in OS-PR zones ZTA. • Provided dedicated inspectors to facilitate a timely construction process at: Pier Plaza Expansion project, Oakmont Senior Living Facility, 124 Main Street Mixed Use Building, 401 Main Street Commercial Building, and McKenna Subaru Car Dealership. • Completed inspection work through final approvals for Springhill Suites, Luce Apartments, and Surf City Jeep Dealership. • Completed Building, Mechanical, Electrical, and Plumbing Plan Checks for McKenna Subaru Car Dealership, Huntington Beach Mazda Remodel, Holly& Gothard Townhomes, Sprouts Market Remodel, Farmer Boys Drive-Thru Restaurant, H2GO Express Carwash, and Target Store Remodel • Enacted expedited processing of electric vehicle charging (EVC) stations pursuant to AB 1236. • Successfully met AB2188 plan check review and inspection deadlines for 430 residential photovoltaic solar projects. • Conducted 154 code enforcement inspections/ contacts at the Vans U.S. Open of Surfing Competition 2018; four Civil Citations were issued as a result of non-compliance. • Coordinated with the City Attorney and Orange County District Attorney to close an unpermitted Medical Marijuana Dispensary (MMD). Approximately$2.8 million in civil citation fines/fees were assessed to this MMD. • Proactively contacted 128 realtors about open house sign violations through weekend enforcement. • Collaborated with the City Attorney's Office to identify the top illegal businesses in residential neighborhood such as suspected unlicensed recovery facilities (SURFs) and short-term vacation rentals (STVRs). • Collected a total of approximately$360,000 in civil citations, administrative fines, and fees from illegal medical marijuana operators. • Connected with local volunteer organizations to abate and clean-up three different nuisance properties on Community Service Day. 155 Community Development Accomplishments &Goals FY 2019/20 Goals Electronic Land Management System (ELM) • Continue implementation and launch of a new ELM, including online inspection scheduling and permit status check. • Implement and promote a streamlined process for the public to report Code Enforcement concerns via the Accela Citizens Access and MyHB. Public Outreach/Online Presence • Decrease customer trips to City Hall by providing increased information and services online. • Enhance access and availability of department and project information to the public via improvements to the department website, such as the GIS Story Map for major projects. • Enhance online information available, such as expanded permit history and detailed project status. • Continue outreach to various community stakeholders through participation and staffing of City Council subcommittees and task forces. • Attend public outreach events such as National Night Out, Neighborhood Meetings, and public meetings to keep the community actively engaged with Code Enforcement. • Develop educational materials, brochures, and pamphlets (to be on display at libraries, City Hall and community centers, inserts in mailers, social media posts, and City newsletter). Customer Service • Implement self-serve permitting via lobby kiosks for simple permits (e.g. water heaters, re-roofing). • Expedite plan review and inspections for residential photovoltaic and EVC systems. • Utilize surveys and outreach to improve customer service of the development review process. • Continue to assist business owners to open businesses in a timely and cost-effective manner. • Continue processing major projects from plan check to certificate of occupancy with staff guidance. • Continue processing zoning entitlements timely and in accordance with Permit Streamlining laws. • Monitor and maintain compliance with changing California State Laws related to land use. Projects • Complete zoning map and text amendments to establish a Research and Technology zoning district through the Planning Commission and City Council. • Commence Phase II of the Zoning Code Update. • Submit the Sunset Beach Specific Plan LCPA to the California Coastal Commission. • Complete the Program EIR and legislative amendments for the proposed redevelopment of the Magnolia Tank Farm through the Planning Commission and City Council. • Complete CRS 5-year cycle visit and obtain recertification to ensure that the City maintains eligibility for all properties mapped within a special flood hazard area (SFHA)to receive discounted insurance rates. • Complete planning review and issue permits for Phase I of the Boeing campus redevelopment. Staff Development/Department Organization • Continue to promote staff development through professional certifications such as the Certified Access Specialist (CASp) Program and American Institute of Certified Planners (AICP). • Prioritize staff training and development opportunities through the provision of the Development Assistance Team cross training, the CSUF Leadership Program, workshops and conferences. • Transition Code Enforcement operation entirely to paperless (no more paper case files). • Fill vacancies in a timely manner to maintain an exceptional level of customer service to the public. • Train Planning Commissioners through an orientation, annual workshop, and conferences. • Evaluate opportunities to maximize staff resources and assess areas for creating efficiencies in staffing through cross training and use of contract and temporary employees as needed. Prioritize staff job satisfaction and growth through special project assignments, training opportunities, mentoring, timely performance evaluations and team building. 156 Community Development Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 3,562,043 3,611,795 2,753,424 4,395,705 4,214,253 4,290,588 -2.39% Salaries, Temporary 72,681 65,845 40,852 152,856 143,199 114,156 -25.32% Salaries, Overtime 36,907 50,686 24,785 32,850 32,850 31,350 -4.57% Leave Payouts 98,373 97,375 87,072 Benefits 1,834,860 1,952,996 1,642,943 2,438,982 2,483,180 2,686,437 10.15% PERSONNEL SERVICES 5,604,864 5,778,697 4,549,076 7,020,393 6,873,482 7,122,531 1.45% OPERATING EXPENSES Equipment and Supplies 156,091 160,438 64,847 161,160 163,887 132,557 -17.75% Repairs and Maintenance 2,000 2,000 2,000 0.00% Conferences and Training 33,204 35,883 16,415 49,000 49,000 47,500 -3.06% Professional Services 1,375,835 951,825 869,894 677,697 1,422,210 630,000 -7.04% Other Contract Services 24,424 21,498 44,905 28,000 28,000 23,000 -17.86% Contribution to Private Agency 3,596 Expense Allowances 11,497 13,987 9,165 12,100 12,100 18,150 50.00% OPERATING EXPENSES 1,604,647 1,183,631 1,005,226 929,957 1,677,197 853,207 -8.25% CAPITAL EXPENDITURES Equipment 50.695 CAPITAL EXPENDITURES 50,695 NON-OPERATING EXPENSES Transfer to Other Funds 3,088 NON-OPERATING EXPENSES 3,088 Grand Total 7,263,294 6,962,328 5,554,302 7,950,350 8,550,679 7,975,738 0.32% General Fund 7,065,310 6,769,810 5,428,316 7,760,350 8,202,071 7,779,262 0.24% Other Funds 197,984 192,518 125,986 190,000 348,608 196,476 3.41% Grand Total 7,263,294 6,962,328 5,554,302 7,950,350 8,550,679 7,97 ,,738 0.32% Personnel Summary 43.50 44.00 44.00 44.00 44.00 4-4.0-OT 0.00 157 Community Development Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 3,444,281 3,515,621 2,677,824 4,282,919 4,001,826 4,174,053 -2.54% Salaries, Temporary 66,116 65,845 40,852 152,856 143,199 114,156 -25.32% Salaries, Overtime 33,892 41,064 19,966 32,850 32,850 31,350 -4.57% Leave Payouts 97,398 93,669 87,072 Benefits 1,783,929 1,901,493 1,597,376 2,361,768 2,346,999 2,606,496 10.36% PERSONNEL SERVICES 5,425,616 5,617,692 4,423,090 6,830,393 6,524,874 6,926,055 1.40% OPERATING EXPENSES Equipment and Supplies 155,534 160,438 64,847 161,160 163,887 132,557 -17.75% Repairs and Maintenance 2,000 2,000 2,000 0.00% Conferences and Training 33,204 35,883 16,415 49,000 49,000 47,500 -3.06% Professional Services 1,361,253 920,312 869,894 677,697 1,422,210 630,000 -7.04% Other Contract Services 24,424 21,498 44,905 28,000 28,000 23,000 -17.86% Expense Allowances 11,497 13,987 9,165 12.100 12.100 18.150 50.00% OPERATING EXPENSES 1,585,911 1,152,118 1,005,226 929,957 1,677,197 853,207 -8.25% CAPITAL EXPENSES Equipment 50,695 CAPITAL EXPENDITURES 50,695 NON-OPERATING EXPENSES Transfers to Other Funds 3,088 NON-OPERATING EXPENSES 3,088 Total 7,065,310 6,769,810 5,428,316 7,760,350 8,202,071 7,779,262 0.24% Personnel Summary 43.50 44.00 44.00 44.00 44.00 44.00 0.00 158 Community Development Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 525,736 535,728 395,089 748,927 748,928 729,179 -2.64% Salaries,Temporary 15,459 26,337 8,627 28,000 28,000 28,000 0.00% Salaries, Overtime 3,491 2,800 2,199 3,300 3,300 3,300 0.00% Leave Payouts 1,001 Benefits 280,373 302,757 248,575 389,938 389,937 435,042 11.57% PERSONNEL SERVICES 825,059 867,622 655,491 1,170,165 1,170,165 1,195,521 2.17% OPERATING EXPENSES Equipment and Supplies 105,371 75,551 39,024 100,060 102,787 77,957 -22.09% Repairs and Maintenance 2,000 2,000 2,000 0.00% Conferences and Training 1,247 359 939 8,000 8,000 8,000 0.00% Professional Services 5,180 96,411 8,853 Other Contract Services 28,891 2,000 2,000 2,000 0.00% Expense Allowances 6,051 5,995 1,065 6,050 6,050 12,100 100,00% OPERATING EXPENSES 112,669 87,085 166,330 118,110 129,690 102,057 -13.59% Total 937,728 954,707 821,821 1,288,275 1,299,855 1,297,578 0.72% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non- Departmental. Personnel Services adjustments are primarily due to the increased cost of benefits. Operating expenses have been reduced as part of a citywide effort to realign budgets to current spending trends, including a reduction in imaging costs as a result of staff reducing the backlog of historical document scanning. Expense Allowances increased by$6,050 per the MOU contract terms. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Director of Community Development 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Deputy Director of Community Development 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Secretary 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 7.00 7.00 7.00 7.00 7.00 7.00 0.00 159 Community Development Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Planning PERSONNEL SERVICES Salaries, Permanent 972,139 1,017,109 663,251 1,187,661 1,026,469 1,101,391 -7.26% Salaries, Temporary 60,000 50,343 37,000 -38.33% Salaries, Overtime 237 856 1,168 3,050 3,050 1,550 -49.18% Leave Payouts 28,514 21,541 21,098 Benefits 464,547 510,371 404,012 615,741 615,740 661,842 7.49% PERSONNEL SERVICES 1,465,438 1,549,877 1,089,529 1,866,452 1,695,602 1,801,783 -3.46% OPERATING EXPENSES Equipment and Supplies 5,893 4,532 1,289 4,750 4,750 4,750 0.00% Conferences and Training 5,085 8,038 6,761 13,000 13,000 13,000 0.00% Professional Services 267,729 86,758 379,500 297,697 622,391 250,000 -16.02% Other Contract Services 24,424 21,496 16,013 26,000 26,000 21,000 -19.23% OPERATING EXPENSES 303,131 120,824 403,563 341,447 666,141 288,750 -15.43% CAPITAL EXPENDITURES Equipment 50,695 CAPITAL EXPENDITURES 50,695 Total 1,819,265 1,670,701 1,493,092 2,207,899 2,361,743 2,090,533 Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Temporary Salaries, Overtime, and Operating Expenses have been adjusted as part of a citywide effort to realign budgets. Professional Services adjusted due to the one-time funding of $150,000 in FY 2018/19 for the amendment to the Huntington Beach Zoning and Subdivision Ordinance establishing a research and technology zone, and the FY 2019/20 increase of $100,000 for host compliance, cannabis, short-term rental and a zoning code update. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Planning Manager 2.00 2.00 2.00 2.00 1.00 1.00 0.00 Senior Planner 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Associate Planner 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Assistant Planner 2.00 2.00 2.00 2.00 2.00 2.00 1 0.00 Total 11.00 11.00 11.00 11.00 10.00 10.00 1 0.00 160 Community Development Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Code Enforcement & Neighborhood Preservation PERSONNEL SERVICES Salaries, Permanent 265,828 293,740 262,941 354,254 354,254 350,945 -0.93% Salaries, Temporary 20,061 17,866 13,783 13,721 13,721 12,521 -8.75% Salaries, Overtime 4,753 15,582 3,418 2,100 2,100 2,100 0.00% Leave Payouts 9,360 9,239 7,761 Benefits 135,840 155,055 137,495 210,342 210,342 232,478 10.52% PERSONNEL SERVICES 435,842 491,482 425,398 580,417 580,417 598,044 3.04% OPERATING EXPENSES Equipment and Supplies 2,928 8,496 2,829 4,500 4,500 4,500 0.00% Conferences and Training 2,820 5,414 1,805 2,000 2,000 2,000 0.00% Professional Services 3,477 48,692 OPERATING EXPENSES 9,225 13,910 4,634 6,500 55,192 6,500 0.00% NON-OPERATING EXPENSES Transfer to Other Funds 3,088 NON-OPERATING EXPENSES 3,088 Total 448,155 505,392 430,032 586,917 635,609 604,544 3.00% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Overall increases in Personnel Services are primarily due to the increased cost of benefits. Temporary Salaries have been adjusted as part of a citywide effort to realign budgets. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Code Enforcement Supervisor 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Code Enforcement Officer 2.00 1.00 1.00 1.00 2.00 2.00 0.00 Code Enforcement Officer 1" 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Code Enforcement Officer II 3.50 2.00 2.00 2.00 2.00 2.00 0.00 Code Enforcement Technician' 0.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 FTEs are funded by the CDBG program Total 5.50 6.00 6.00 6.00 7.00 7.00 0.00 161 Community Development Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Permit and Plan Check Services PERSONNEL SERVICES Salaries, Permanent 525,715 498,791 421,680 719,980 600,079 732,819 1.78% Salaries, Temporary 30,595 21,642 18,443 41,135 41,135 36,635 -10.94% Salaries, Overtime 3,272 7,664 4,718 5,100 5,100 5,100 0.00% Leave Payouts 17,728 27,425 18,823 Benefits 263,236 264,207 232,892 380,793 366,024 440,985 15.81% PERSONNEL SERVICES 840,546 819,729 696,556 1,147,008 1,012,338 1,215,539 5.97% OPERATING EXPENSES Equipment and Supplies 30,810 56,287 9,543 33,100 33,100 28,100 -15.11% Conferences and Training 3,007 4,747 165 7,000 7,000 5,500 -21.43% Professional Services 693,820 587,144 246,904 230,000 467,878 230,000 0.00% Expense Allowances 5.446 5,396 4,050 6,050 6.050 6,050 0.00% OPERATING EXPENSES 733,083 653,574 260,662 276,150 514,028 269,650 -2.35% Total 1,573,629 1,473,303 957,218 1,423,158 1,526,366 1,485,189 4.36% Significant Changes Overall increases in Personnel Services are primarily due to the increased cost of benefits. Temporary Salaries and Operating Expenses have been adjusted as part of a citywide effort to realign budgets. FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Building Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Permit and Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Plan Check Engineer 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Senior Permit Technician 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Bui inq Inspector I / II/ III 1.00 1.00 1.00 1.00 1.00 1.00 1 0.00 Total 8.00 8.00 8.00 8.00 8.00 8.00 1 0.00 162 Community Development Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent Change FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 From Prior Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Year Inspection Services PERSONNEL SERVICES Salaries, Permanent 1,154,863 1,170,253 934,862 1,272,096 1,272,096 1,259,719 -0.97% Salaries, Temporary 10,000 10,000 -100.00% Salaries, Overtime 22,140 14,162 8,464 19,300 19,300 19,300 0.00% Leave Payouts 41,795 35,463 38,388 Benefits 639,933 669,105 574.403 764,955 764,955 836,149 9,31% PERSONNEL SERVICES 1,858,731 1,888,983 1,556,117 2,066,351 2,066,351 2,115,168 2.36% OPERATING EXPENSES Equipment and Supplies 9,167 12,045 10,016 11,750 11,750 11,750 0.00% Conferences and Training 9,174 6,508 3,044 7,000 7,000 7,000 0.00% Professional Services 396,227 241,230 147,080 150,000 274,397 150,000 0.00% Expense Allowances 2,596 4.050 OPERATING EXPENSES 414,567 262,379 164,190 168,750 293,147 168,750 0.00% Total 2,273,298 2,151,362 1,720,307 2,235,101 2,359,498 2,283,918 2.18% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Overall increases in Personnel Services are primarily due to the increased cost of benefits. Temporary Salaries have been adjusted as part of a citywide effort to realign budgets to current spending trends. FY 2015116 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Inspection Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Principal Inspector, Plumbing/Mechanica 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Principal Electrical Inspector 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Building Inspector I / II / III 8.00 8.00 8.00 8.00 8.00 8.00 1 0.00 Total 12.00 12.00 12.00 12.00 12.00 12.00 10.00 163 Community Development Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Planning Commission OPERATING EXPENSES Equipment and Supplies 1,365 3,527 2,146 7,000 7,000 5,500 -21.43% Conferences and Training 11,871 10,818 3,700 12,000 12,000 12,000 0.00% OPERATING EXPENSES 13,236 14,345 5,846 19,000 19,000 17,500 -7.89% Total 13,236 14,345 5,846 19,000 19,000 17,500 -7.89% Significant Changes Operating expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. 164 Community Development Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations and Other Grants PERSONNEL SERVICES Salaries, Overtime 5,295 Benefits 795 PERSONNEL SERVICES 6,090 OPERATING EXPENSES Equipment and Supplies 557 Contribution to Private Agency 3,596 OPERATING EXPENSES 4,153 Total 4,153 6,090 Significant Changes No significant changes, 165 Community Development Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year CDBG Code Enforcement (239,815,859-861,863,962,1208,1219, 1235) PERSONNEL SERVICES Salaries, Permanent 117,762 96,174 75,601 112,785 212,427 116,534 3.32% Salaries, Temporary 6,565 Salaries, Overtime 3,015 4,327 4,818 Leave Payouts 975 3,706 Benefits 50,931 50,707 45,567 77.215 136,181 79,941 3.53% PERSONNEL SERVICES 179,248 154,914 125,986 190,000 348,608 196,475 3.41% OPERATING EXPENSES Professional Services 14,582 31,513 OPERATING EXPENSES 14,582 31,513 Total 193,831 186,428 125,986 190,000 348,608 196,475 3.41% Significant Changes No significant changes. FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Code Enforcement Officer 1 000 0.00 0.00 1.00 1.00 1.00 0.00 Code Enforcement Officer II 2.00 2.00 2.00 0.00 0.00 0.00 0.00 Code Enforcement Technician 0.00 0.00 0.00 1.00 1.00 1.00 1 0.00 Total 2.00 2.00 2.00 2.00 2.00 2.00 10.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00239 CDBG*A 190,000 348,608 196,475 (152,133) ^Remainder of revenues for the CDBG program are found in the City Manager's Other Funds Section. 'CDBG historical data is reflected in City Manager's Department. Total 190,000 348,608 196,475 (152,133) 166 Community Development Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year CMD Community Development ADM Administration 10060101 Planning Administration 937,728 954,707 821,821 1,288,275 1,299,855 1,297,578 0.72% ADM Administration 937,728 954,707 821,821 1,288,275 1,299,855 1,297,578 0.72% PLN Planning 10060201 Planning 1,819,265 1,670,702 1,493,092 2,207,899 2,361,743 2,090,533 -5.32% PLN Planning 1,819,265 1,670,702 1,493,092 2,207,899 2,361,743 2,090,533 -5.32% CE Code Enforcement& Neighborhood Preservation 10060301 Code Enforcement 448,155 505,392 430,032 586,917 635,609 604,544 3.00% CE Code Enforcement 448,155 505,392 430,032 586,917 635,609 604,544 3.00% IS Inspection Services 10060401 Inspection Services 2,273,298 2,151,362 1,720,307 2,235,100 2,359,498 2,283,918 2.18% IS Inspection Services 2,273,298 2,151,362 1,720,307 2,235,100 2,359,498 2,283,918 2.18% PPS Permit& Plan Check Services 10060501 Permit& Plan Check Services 1,207,792 1,195,382 948,257 1,423,158 1,526,366 1,485,189 4.36% 10060601 General Plan Update 365,837 277,921 8,961 PPS Permit& Plan Check Services 1,573,629 1,473,303 957,218 1,423,158 1,526,366 1,485,189 4.36% PC Planning Commission 10061001 Planning Commission 13,236 14,345 5,846 19,000 19,000 17,500 -7.89% PC Planning Commission 13,236 14,345 5,846 19,000 19,000 17,500 -7.89% Other Funds 10361002 Donations HRB 4,153 23855002 EOC 2-Winter Storm 2017 3,698 23855003 EOC 3-Winter Storm 2017 2,392 Other Funds 4,153 6,090 CDBG -Code Enforcement 121960301 Special Code Enforcement 15/16 193,831 123560301 Special Code Enforcement 16/17 186,428 23960710 Special Code Enforcement 125,986 190,000 158,608 326 -99.83% 23960850 Special Code Enforcement 18/19 190,000 196,150 100.00% CDBG -Code Enforcement 193,831 186,428 125,986 190,000 348,608 196,476 3.41% Other Funds 197,984 192,518 125,986 190,000 348,608 196,476 3.41% General Fund 7,065,310 6,769,810 5,428,316 7,760,350 8,202,071 7,779,262 0.24% Other Funds 197,984 192,518 125,986 190.000 348,608 196,476 3.41% Grand Total(s) 7,263,294 6,962,328 5,554,302 7,950,350 8,550,679 7,975,738 0.32/ 167 Intentionally Left Blank 168 City of Huntington Beach Community Services Adopted Budget — FY 2019/20 Director of Community Services ADM I NISTRATI O N Administrative Analyst Senior Administrative Assistant FACILITIES&DEVELOPMENT PROGRAMS&SERVICES Community Services Manager Community Services Manager Administrative Secretary Community Services&Recreation Specialist i PARK ACQUISITION AND DEVELOPMENT SENIOR SERVICES Assistant Planner Senior Supervisor Human Services Office Assistant II PARKING&CAMPING Volunteer Services Coordinator Supervisor Parking&Camping Facilities Social Worker Community Services&Recreation Specialist Senior Services Transportation Coordinator Parking&Camping Crewleader Senior Services Assistant Parking&Campng Leadworker Community Services&Recreation Specialist Parking&Camping Assistant SENIOR RECREATION PARKING METERS Community Services Recreation Supervisor Parking Meter Repair Technician Community Services&Recreation Specialist Parking Meter Repair Worker(2) CULTURAL SERVICES HCP SPORTS COMPLEX Senior Supervisor Cultural Affairs Community Services Recreation Supervisor Community Services&Recreation Specialist Maintenance Worker CITY GYM&PQOL SPECIFIC EVENTS Community Services Recreation Supervisor Community Services Recreation Supervisor Community Services&Recreation Specialist EDISON CENTER Community Services Recreation Supervisor Community Services&Recreation Specialist MURDY CENTER Community Services Recreation Supervisor Community Services&Recreation Specialist 169 Community Services Department Descriptions The mission statement of the Community Services Department is to "provide outstanding programs, services and facilities that enhance and enrich the lives of our residents and visitors." The Community Services Department carries out this mission by providing a full spectrum of year-round and seasonal recreational, cultural, and human service programs. These include special events at the City's parks, beaches, and community facilities, including major annual citywide events, such as the Vans U.S. Open of Surfing and the Great Pacific Air Show. The Department also manages the City's parking lots, the Main Promenade Parking Structure, and all metered parking throughout the City. The Department participates on 16 boards, commissions, task forces, and local citizen groups. • 4 i p n r r + 1 Administration Division Administration oversees and supports the functions of the Department's operating divisions. This includes strategic planning, supervision, budget preparation, accounts payable/receivable, and clerical services. Administration responds to community concerns and inquiries, serves as the primary liaison to a wide variety of citizen groups, implements City Council policies, and ensures quality control department-wide for programs and services to the public. Administration creates public/private partnerships with corporations, agencies, and non- profits such as the Huntington Beach Council on Aging, Hoag Memorial Hospital Presbyterian, Orange Coast Memorial Medical Center, and Children's Bureau that allow the City to provide a higher level of service and a greater number of programs. Support staff processes registrations and reservations for the Department's clubhouse rental facilities, recreation events, special permits, beach passes, refunds, and adult sports program payments. 170 Community Services Department Descriptions Facilities and Development Division . w The Facilities and Development Division coordinates rehabilitation and construction of new development projects at City parks and beaches, such as the Murdy Park Master Plan update and improvements, Irby Park development, new restrooms in Central Park, and the new permanent parking lot on the west side of Central Park. The Division authors and manages various grants a r t and public/private partnerships to fund these projects. The Division r •'• y. also oversees the multi-departmental specific event permit • ' process, providing major events like the Vans U.S. Open of Surfing and the Great Pacific Air Show at the beach, Pier Plaza, parks, and other locations. The Division participates in the planning of all ` park-concession related activities and is responsible for the oversight of the Huntington Central Park Sports Complex, Adventure Playground, and clubhouse facility rentals. In addition, both the Parking/Camping and Parking Meter sections are included in this Division. Parking/Camping includes the management of the Sunset Vista RV Campground, the Main Promenade Parking Structure, and the City's attended lots south of the pier. Responsibilities include revenue collection, traffic management, staffing, and facility maintenance. Parking Meter staff services all aspects of the City's parking meters and pay stations, including revenue collection, maintenance, and repairs. Programs and Services Division This Division is responsible for planning, coordinating, and staffing the City's recreation, human and cultural services programs. The Recreation section of this Division manages and operates the Murdy and Edison Community Centers, as well as the City Gym and Pool. In addition, Recreation is also responsible for implementing programming and rental uses at the Rodgers Center as directed by City Council. Recreation programs are available through the SANDS Community Services Guide and can be found on-line at www.hbsands.org. Programs include year-round activities such as instructional classes; adult, youth, and peewee sports; special events and programs such as "Friday Night Funtime Dances,"the "Family Camp Out," "Ole Fishing Hole"fishing derby, or the "Summer Surf Contest;" as well as seasonal programs such as aquatics, summer sports programs, and Camp HB. Human Services oversees the operation of the Senior Center in Central Park, as well as the management and development of senior service and senior outreach programs, including senior recreation, transportation, meals, and case management; and liaises with the Huntington Beach Council on Aging. A fitness center and fitness programs are also featured in the Senior Center in Central Park. Cultural Services coordinates art programming, including exhibits, instructional classes, and day camps. Additionally, staff liaises with the Art Center Foundation and the City's Allied Arts Board. Programs and Services also provides contract management for the Oak View Family Resource Center and liaises with the City's Children's Needs Task Force and the Oak View Task Force. 171 Community Services Ongoing Activities & Projects Administration Division MISSION STATEMENT Provide support to City Council and the City Manager's Office, including implementing City Council policies and responding to citizen inquiries and other public follow-up as needed. The City of Huntington Manage the Department, providing oversight, planning, budget Beach Community Services preparation, and clerical support. Department Implement the Citywide Strategic Planning Objectives, as well as the provides outstanding goals and objectives of the Department. programs. services and Liaise with 16 City boards, commissions, task forces, committees, facilities that enhance and foundations, and other citizen groups. enrich the lives of our Process facility and program reservations, refunds, and parking passes. residents and visitors. Develop partnerships/sponsorships with private and non-profit organizations. Facilities and Development Division • Manage park use issues and coordinate clubhouse rentals and maintenance. • Responsible for park and beach development projects, , including Capital Improvement Program submission and budget. - miff MW --_t • • Serve as Manager/Staff Liaison to the Community Services - Commission. • Prepare grant applications and monitor funds. • Manage a variety of partnership contracts. • Oversee citywide events and Specific Events. • Liaise with Friends of Shipley Nature Center and the Huntington Beach Community Garden non-profit organizations. • Operate and manage the beach and Pier Plaza parking lots, Main Promenade Parking Structure (MPPS), and Sunset Vista RV Campground. • Operate the HCP Sports Complex including eight softball fields, four artificial turf soccer fields, batting cages and a team room. • Collect revenue from the south beach attended lots, Pier Plaza, MPPS, Sports Complex, Blufftop Lots, Warner Fire Station, and all metered spaces throughout the City. Programs and Services Division • Provide coordinated recreation classes, workshops, summer camps, tennis, aquatics, and special events for all ages. Process recreational class instructor payments for over 125 instructors. Operate Murdy and Edison Community Centers, City Gym and Pool, and the Senior Center in Central Park. t Produce and distribute the SANDS Community Services Guide both on-line and in print to nearly 84,000 households. ?R Provide senior programs, including volunteer coordination, recreation, fitness, transportation, case management, and nutrition. • Oversee Oak View Center contractor. • Provide youth, adult, and special needs sports programs. • Operate the Huntington Beach Art Center, providing cultural and educational programs in all media. 172 Community Services Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019120 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Conduct a minimum of 30 audits of parking lot Strengthen Long- ticket sales and cash collected by gate Term Financial attendants. and Economic Sustainability Measure: #of audits conducted 30 30 30 Goal: 2. Market instructional class registration and Enhance and program information on a quarterly basis using a Maintain High minimum of three different mediums. Quality City Services Measure: # of communication media used to market 3 3 3 registration Goal: 3. Market each of the City's Clubhouse facilities on a Enhance and quarterly basis using a minimum of three different Maintain High media. Quality City Services Measure: # of communication media used to market 3 3 3 registration 173 Community Services Accomplishments & Goals FY 2018/19 Accomplishments Administration Division • Coordinated the hosting and sponsorship of the 3rd annual Great Pacific Air Show. • Reorganized Special/Specific Event fees to include set-up/take down fees and expanded categories. • Increased parking hourly rates at metered spaces from $1.50 per hour (off-peak) and $1.75 per hour (peak) to $2.00 per hour at all times generating additional revenues. • Sold almost 1,900 annual beach parking passes totaling almost$185,000. • Processed over $140,000 in Clubhouse reservations and approximately $783,000 in Specific Event permit fees and reimbursement revenues. Facilities and Development Division • Processed over 85 Specific Event permits for major events on the beach, Pier Plaza and other locations. • Completed replacement of Turf Field #1 at the Huntington Central Park (HCP) Sports Complex. • Completed the Central Park-Urban Forest Trail project between HCP Dog Park & Edwards/Ellis. • Completed trails and open space improvements in the undeveloped portions of Irby Park. • Initiated the design development process for new restroom buildings in HCP. • Completed design and construction documents for the Murdy Park Sports Field reconfiguration project. • Completed subsidence feasibility study to address issues at the Edison Park tennis courts and playground. • Initiated the design development process for Murdy and Edison Community Center interior improvements. • Completed playground improvements at three parks, including Bacca, Wardlow, and Tarbox. • Completed Oak View Park playground equipment project valued at approximately $150,000 through a "Build it with KaBoom!" grant from KaBoom! (a national non-profit). • Provided parking for over 600,000 vehicles at beach lots and the Main Promenade Parking Structure. • Completed the installation of new smart parking meters along Pacific Coast Highway. • Installed two parking pay stations on Pacific View as part of the development agreement with Pacific City. • Completed restroom improvements at the Main Promenade Parking Structure. • Created new Annual Beach Passes to allow for more oversight and flexibility. • Completed recommendations for changes to parking meter zones. • Purchased and installed a new waypoint at Beach Boulevard to capture pass usage electronically. • Purchased and installed 200 new parking meter housings. • Created a new meter problem hotline to better serve beach visitors. Programs and Services Division • Utilized the Community Services Department Marketing Plan and Social Media Guidelines to increase accessibility to programs, services, and events that enhance quality of life. • Completed the redesign of the SANDS Community Services Guide to enhance marketing class registration and program information, generating over 37,000 enrollments. • Processed over $1.4 million in contractor payments for recreational programs, including tennis lessons, art classes, personal fitness training, and instructional classes. • Over 225 artists and 390 works of art were submitted for "Centered on the Center"Exhibition. • The 411 Annual Artist Council juried exhibition, Inspired, presented over 170 works by 93 local artists. • Hosted an international exhibition of comic arts with the National Cartoonists Society. • Awarded an OCTA Enhanced Mobility for Seniors & Disabled (EMSD) grant valued at $253,000 for the purchase of vehicles and transportation software for the City's Seniors on the Go transportation program. • Managed almost 57,000 volunteer hours in support of Senior Services programs valued at over$1.6 million. • Delivered almost 75,000 meals to seniors through the Home Delivered Meals program, and logged over 33,000 senior transportation trips. • Over 500 visitors per day participated in various programs and services at the Senior Center in Central Park. • Expanded Fitness Center membership through the contracted Silver Sneakers program, bringing in over 1,200 members. 174 Community Services Accomplishments & Goals FY 2019/20 Goals Administration Division • Complete the Citywide succession planning study in partnership with Human Resources. • Collaborate with the State of California Department of Parks and Recreation, as well as OC Parks. • Evaluate Parking/Camping and Parking Meter operations staff to gain congruency. • Increase Community Services brand recognition through continued promotion of statewide Parks Make Life Better campaign. • Implement the objectives associated with the Department's Strategic Plan goals of creating a user-friendly environment for internal and external customers; attracting, developing and retaining quality part and full- time staff; increasing visibility of and participation in our events and programs; developing and implementing a park and beach safety and enforcement program; and maintaining and increasing funding. Facilities and Development Division • Continue researching and attracting new special events that bolster business in the City. • Work closer with community partners in marketing and promoting major events, highlighting the benefits they bring to the City • Complete Murdy Community Center and Edison Community Center building improvements. • Complete demolition and construction of six restrooms in Huntington Central Park (HCP). • Complete construction of the Murdy Park Sports Field reconfiguration. • Complete the Lake Park CIP project. • Complete playground equipment improvements at Edison and Eader Parks. • Complete a Master Plan of improvements for the"Secret Garden" in HCP. • Research new equipment and methods for improving revenue options at the beach parking lots. • Upgrade pay stations at beach locations. • Begin pilot test of parking scanning equipment at the Beach Blvd. gate to determine Annual Pass usage. • Research and recommend a new camping reservation/payment software. Programs and Services Division • Continue to collaborate with the Police Department to decrease unpermitted activities, while providing safe and high quality recreational opportunities throughout beaches and parks. • Utilize the Community Services Department Marketing Plan and Social Media Guidelines to increase accessibility to programs, services, and events that enhance and maintain high quality City services. • Working with Information Services, implement recreation software upgrades to increase efficiency and customer service. • Working with Huntington Beach Union High School District, evaluate availability and secure appropriate funding for use of high school pools in order to accommodate expanding swimming and water safety instruction programs. • Collaborate with Huntington Beach Council on Aging (HBCOA) and Senior Services to ensure appropriate quantities of congregate and home-delivered meals are maintained for older adults in need. • Initiate a new Memorandum of Understanding (MOU) with the Huntington Beach Art Center Foundation to continue advocacy for the Arts and increase fundraising opportunities to support art exhibitions and education at the Huntington Beach Art Center. • Establish reservation and programming processes for amenities due to Murdy Park improvements. • Collaborate with health care providers and stakeholders to assist seniors remain independent. 175 Intentionally Lef t Blank 176 Community Services Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 3,215,903 3,421,440 2,035,017 2,623,036 3,352,451 2,655,698 1.25% Salaries, Temporary 1,675,939 1,891,877 1,138,880 1,554,582 1,961,108 1,575,399 1.34% Salaries, Overtime 441,789 765,620 264,223 744,616 733,616 730,616 -1.88% Leave Payouts 349,073 381,172 157,497 5,000 100.00% Benefits 1,869,999 2,083,190 1,359,834 1,658,991 1,687,835 1,921,139 15.80% PERSONNEL SERVICES 7,552,703 8,543,299 4,955,451 6,581,225 7,735,010 6,887,852 4.66% OPERATING EXPENSES Utilities 32,551 48,789 33,815 43,400 43,400 43,400 0.00% Equipment and Supplies 558,657 531,319 328,608 402,969 485,376 385,423 -4.35% Repairs and Maintenance 807,282 751,767 248,941 397,205 385,392 365,711 -7.93% Conferences and Training 11,497 8,214 6,096 13,500 12,500 8,000 -40.74% Professional Services 72,604 119,636 91,792 195,000 282,082 130,000 -33.33% Other Contract Services 2,027.594 2.233,750 1,648,896 2,238,418 2,334,904 2,256,918 0.83% Rental Expense 115,841 113,224 31,305 93,450 113,490 99,610 6.59% Insurance 39,927 41,047 27,031 39,352 39,352 39,352 0.00% Payments to Other Governments 21,233 100,000 121,000 50,000 -50.00% Expense Allowances 27,833 27,606 15,573 22,200 22,200 22,200 0.00% Other Expenses 6,799 9,438 5,743 3,620 3,620 8,620 138.12% OPERATING EXPENSES 3,700,587 3,884,790 2,459,033 3,549,114 3,843,316 3,409,234 -3.94% CAPITAL EXPENDITURES Land Purchase 337,729 333,027 326,270 316,800 316,800 316,800 0.00% Improvements 1,443,506 2,321.415 746,283 1,606,000 5,611,790 3.910,000 143.46% CAPITAL EXPENDITURES 1,781,234 2,654,442 1,072,553 1,922,800 5,928,590 4,226,800 119.83% NON-OPERATING EXPENSES Transfers to Other Funds 108,956 NON-OPERATING EXPENSES 108,956 Grand Total(s) 13,143,480 15,082,532 8,487,037 12,053,139 17,506,916 14,523,886 20.50% General Fund 9,707,697 10,432,500 6,227,043 8,535,496 8,490,826 8,552,781 0.20% Other Funds 3,435,783 4,650,032 2,259,994 3,517,643 9,016,090 5.971,105 69.75% Grand Total(s) 13,143,480 15,082,532 8,487,037 12,053,139 17,506,916 14,523,886 20.50% Personnel Summary 44.00 44.00 36.00 36.00 36.00 36.00 1 0.00 177 Community Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,950,492 3,055,719 1,769,494 2,483,160 2,470,411 2,392,642 -3.65% Salaries, Temporary 1,469,680 1,642,884 959,097 1,511,044 1,507,773 1,498,569 -0.83% Salaries, Overtime 22,104 27,393 10,399 25,664 25,664 25,664 0.00% Leave Payouts 340,504 365,772 145,948 Benefits 1,732,558 1,928,337 1.226,957 1.582,214 1,574,877 1,736,532 9.75% PERSONNEL SERVICES 6,515,337 7,020,105 4,111,894 5,602,082 5,578,725 5,653,407 0.92% OPERATING EXPENSES Utilities 32,551 48,789 33,815 43,400 43,400 43,400 0.00% Equipment and Supplies 403,006 420,311 273,267 353,969 345,469 342,923 -3.12% Repairs and Maintenance 803,471 702,406 246,196 370,205 358,392 350,711 -5.27% Conferences and Training 6,691 7,492 5,126 9,500 8,500 7,000 -26.32% Other Contract Services 1,772,486 2,054,071 1,496,482 2,040,418 2,040,418 2,040,418 0.00% Rental Expense 74,185 70,761 16,383 53,450 53,450 52,450 -1.87% Insurance 39,672 41,047 27,031 39,352 39,352 39,352 0.00% Expense Allowances 25,294 24,956 13,964 19,500 19,500 19,500 0.00% Other Expenses 852 2,841 2.886 3,620 3,620 3.620 0.00% OPERATING EXPENSES 3,158,207 3,372,674 2,115,149 2,933,414 2,912,101 2,899,374 -1.16% CAPITAL EXPENDITURES Improvements 34,153 39.721 CAPITAL EXPENDITURES 34,153 39,721 Total 9,707,697 10,432,500 6,227,043 8,535,496 8,490,826 8,552,781 i 0.20% Personnel Summary 38.75 38.25 30.25 30.25 30.25 30.25 0.00 178 Community Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 417,777 371,835 273,897 430,122 430,122 417,506 -2.93% Salaries,Temporary 24,867 23,690 19,082 24,450 24,450 24,450 0.00% Salaries, Overtime (10) Leave Payouts 21,536 34,771 20,214 Benefits 200,678 193,984 157,422 233,046 233,046 252,552 8.37% PERSONNEL SERVICES 664,848 624,280 470,615 687,618 687,618 694,508 1.00% OPERATING EXPENSES Equipment and Supplies 12,550 12,521 14,989 13,750 12,750 12,250 -10.91% Repairs and Maintenance 5,985 7,192 1,984 4,500 3,500 2,000 -55.56% Conferences and Training 4,775 5,052 1,236 5,000 4,000 2,500 -50.00% Expense Allowances 6,051 5,996 4,202 6,000 6,000 6,000 0.00% Other Expenses 52 OPERATING EXPENSES 29,361 30,813 22,411 29,250 26,250 22,750 -22.22% Total 694,209 655,093 493,026 716,868 713,868 717,258 Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increases in Personnel Services is primarily due to the increased cost of benefits. Operating Expenses have been reduced as part of a citywide effort to realign budgets. FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Director of Community Services 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 3.00 3.00 3.00 3.00 3.00 3.00 1 0.00 179 Community Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Beach Operations PERSONNEL SERVICES Salaries, Permanent 1,161,629 602,376 Salaries,Temporary 626,499 253,628 Salaries,Overtime 5,625 13,277 Leave Payouts 223,487 133,402 Benefits 756,744 429,026 PERSONNEL SERVICES 2,773,984 1,431,709 OPERATING EXPENSES Utilities 29,205 2,084 Equipment and Supplies 108,089 47,226 46 Repairs and Maintenance 600,929 446,731 4 Conferences and Training 613 300 Other Contract Services 188,481 28,450 Rental Expense 25,173 22,399 Expense Allowances 10,892 5,396 Other Expenses (348) (1 OPERATING EXPENSES 963,034 552,586 49 CAPITAL EXPENDITURES Improvements 34,153 39,721 CAPITAL EXPENDITURES 34,153 39,721 Total 3,771,171 2,024,016 49 Significant Changes Effective FY 2017/18, the Beach Maintenance section of the Beach Operations Division transferred to the Maintenance Operations Division of the Public Works Department. Additionally, the Parking/Camping and Park Meters sections transferred to the Facilities and Development Division. This transfer is a result of the Organizational Structure and Staffing Review of the Community Services Department by Management Partners(August 2016). FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Beach Operations Supervisor 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Supervisor Prkng&Camping Facilities 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Beach Maint Crewleader 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Parking/Camping Crewleader 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Parking &Camping Leadworker 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Senior Facilities Maint Technician 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Parking Meter Repair Technician 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Parking Meter Repair Worker 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Beach Equip Operator 3.00 3.00 0.00 0.00 0.00 0.00 0.00 Beach Maint Service Worker 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Parking&Camping Assistant 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Community Svcs Rec Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Total 16.00 8.00 0.00 0.00 0.00 0.00 0.00 180 Community Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Facilities and Development PERSONNEL SERVICES Salaries, Permanent 177,636 906,612 665,669 909,409 896,660 873,609 -3.94% Salaries,Temporary 24,498 639,888 466,215 678,387 678,387 661,312 -2.52% Salaries, Overtime 3,879 6,435 7,259 18,794 18,794 18,794 0.00% Leave Payouts 26,798 171,615 107,331 Benefits 101,816 621.734 507,977 631,462 620,855 691,342 9.48% PERSONNEL SERVICES 334,627 2,346,284 1,754,451 2,238,052 2,214,696 2,245,057 0.31% OPERATING EXPENSES Utilities 42,629 30,996 39,500 39,500 39,500 0.00% Equipment and Supplies 3,904 163,883 114,868 143,807 142,807 140,761 -2.12% Repairs and Maintenance 46,986 209,938 202,014 309,905 301,905 297,905 -3.87% Conferences and Training 990 485 1,000 1,000 1,000 0.00% Other Contract Services 450 216,940 201,820 198,102 198,102 198,102 0.00% Rental Expense 4,645 2,426 7,650 7,650 7,650 0.00% Expense Allowances 2,906 8,170 5,711 8,100 8,100 8,100 0.00% Other Expenses 2,187 1.169 1,000 1,000 1,000 0.00% OPERATING EXPENSES 54,246 649,382 559,489 709,064 700,064 694,018 -2.12% Total 388,873 2,995,666 2,313,939 2,947,116 2,914,760 2,939,075 -0.27% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non- Departmental. The overall increase in Personnel Services is associated with the increased cost of benefits. Temporary Salaries and Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Facilities. Development& Concession Mgr 0.50 0.50 0.00 0.00 0.00 0.00 0.00 Community Services Manager 0.00 0.00 0.50 0.50 0.50 0.50 0.00 Supervisor Prkng& Camping Facilities 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst Senior 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Administrative Secretary 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Community Svcs Rec Specialist 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Community Svcs Rec Supervisor 1.00 2.00 2.00 2.00 2.00 2.00 0.00 Maintenance Service Worker 0.00 1.00 1.00 1.00 0.00 0.00 0.00 Maintenance Worker 0.00 0.00 0.00 0.00 1.00 1.00 0.00 Parking &Camping Assistant 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Parking &Camping Leadworker 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Parking Meter Repair Technician 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Parking Meter Repair Worker 0.00 2.00 2.00 2.00 2.00 2.00 0.00 Parking/Camping Crewleader 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 2.50 12.00 12.00 12.00 12.00 12.00 1 0.00 181 Community Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Marine Safety PERSONNEL SERVICES Salaries, Temporary 1 PERSONNEL SERVICES 1 OPERATING EXPENSES Other Expenses 5) OPERATING EXPENSES 5 Total (5) (1) Significant Changes No significant changes. 182 Community Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Programs & Services PERSONNEL SERVICES Salaries, Permanent 1,193,450 1,174,897 829,928 1,143,630 1,143,630 1,101,526 -3.68% Salaries, Temporary 793,815 725,678 473,799 808,207 804,936 812,807 0.57% Salaries, Overtime 12,611 7,680 3,140 6,870 6,870 6,870 0.00% Leave Payouts 68,682 25,984 18,403 Benefits 673,320 683,593 561,559 717,705 720,976 792,637 10.44% PERSONNEL SERVICES 2,741,879 2,617,832 1,886,829 2,676,412 2,676,412 2,713,840 1.40% OPERATING EXPENSES Utilities 3,345 4,075 2,818 3,900 3,900 3,900 0.00% Equipment and Supplies 278,463 196,681 143.364 196,412 189,912 189,912 -3.31% Repairs and Maintenance 149.571 38,545 42,194 55,800 52,987 50,806 -8.95% Conferences and Training 1,303 1,150 3,405 3,500 3,500 3,500 0.00% Other Contract Services 1,583.555 1,808,680 1,294,662 1,842,316 1,842,316 1,842,316 0.00% Rental Expense 49,012 43,717 13,958 45,800 45,800 44,800 -2.18% Insurance 39,672 41,047 27,031 39,352 39,352 39,352 0.00% Expense Allowances 5,446 5,396 4,050 5,400 5,400 5,400 0.00% Other Expenses 1,205 602 1,718 2,620 2,620 2,620 0.00% OPERATING EXPENSES 2,111,571 2,139,893 1,533,200 2,195,100 2,185,787 2,182,606 -0.57% Total 4,853,450 4,757,725 3,420,029 4,871,512 4,862,198 4,896,446 0.51% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non- Departmental. The overall increase in Personnel Services is associated with mandated California minimum wage increases for part-time employees, as well as the increased costs of benefits. Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Community Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Community Svcs Rec Supervisor 5.00 4.00 4.00 4.00 4.00 4.00 0.00 Community Svcs Rec Specialist 5.00 5.00 5.00 5.00 5.00 5.00 0.00 Senior Supervisor, Human Services 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Social Worker 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Supervisor Cultural Affairs 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Maintenance Service Worker 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Office Assistant II 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Administrative Secretary 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Program Coordinator.Human Services 0 33 FTE funded by General Fund in FY 2015116 and FY 2016117 Total 17.25 15.25 15.25 15.25 15.25 15.25 11 0.00 183 Community Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Park Special Revenue Funds (209, 226,228,235) PERSONNEL SERVICES Salaries, Permanent 59,213 69,357 91,817 139,876 139.876 145,900 4.31% Salaries, Temporary 13,764 13,380 Salaries, Overtime 10,429 Benefits 29,224 33,047 39,349 76,777 76,778 93,570 21.87% PERSONNEL SERVICES 102,201 115,784 141,595 216,653 216,654 239,470 10.53% OPERATING EXPENSES Equipment and Supplies 11,035 10.000 10,000 11,000 10.00% Repair and Maintenance 11,961 Professional Services 13,710 19,438 7,550 30,000 115,663 30,000 0.00% Other Contract Services 325 1,039 1,000 1,000 1,500 50.00% Rental Expense 8,995 9,085 8,724 10,000 10,000 11,000 10.00% Payments to Other Governments 21,000 100,000 121,000 50,000 -50.00% Expense Allowances 2,539 2,650 1,558 2,700 2,700 2,700 0.00% Other Expenses 600 100.00% OPERATING EXPENSES 36,604 44,173 38,832 153,700 260,363 106,800 -30.51% CAPITAL EXPENDITURES Land Purchase 337,729 333,028 326,270 316,800 316,800 316,800 0.00% Improvements 152,253 1,713,541 600,696 1,606.000 5.331.541 3.910,000 143.46% CAPITAL EXPENDITURES 489,981 2,046,569 926,966 1,922,800 5,648,341 4,226,800 119.83% Total 628,786 2,206,525 1,107,393 2,293,153 6,125,358 4,573,070 99.42% Significant Changes The overall increase in Personnel Services is largely due to the increased cost of benefits. Operating Expenses includes an adjustment of $50,000 in the Youth Sports grant award program. The amount of funds budgeted in Improvements fluctuates annually based on park development projects scheduled in the City's Capital Improvement Program (CIP). The FY 2019/20 CIP includes funds for the following projects: Central Park Restrooms, Bartlett Park improvements, Lake Park improvements, Murdy & Edison Community Centers Building Improvements,as well as Playground Equipment improvements. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Facilities, Develop&Concession Mgr 0.50 0.50 0.00 0.00 0.00 0.00 0.00 Community Services Manager 0.00 0.00 0.50 0.50 0.50 0.50 0.00 Administrative Analyst Senior 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Assistant Planner 0.00 1.00 1.00 1.00 1.00 1.00 1 0.00 Total 1.00 1.50 1.50 1.50 1.50 1.50 10.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00209 Park Acquisition and Development 16,363 8,060 3,650 00226 Quimby Fund 321,931 186,313 105,439 65,000 65,000 00228 Park Dev Impact-Residential 435,222 2,983,868 7,730,191 3,000.000 3,000,000 3,000,000 00235 Park Dev Impact-Non-Residential 108,166 116,775 20,194 Total 881,682 3,295,016 7,859,474 3,000,000 3,000,000 3,065,000 65,000 184 Community Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00209 Park Acquisition and Development 2,135,412 558,243 220,436 39,890 39,890 00226 Quimby Fund 3,055,849 3,227,446 2,983,813 1,048,786 353,089 695,697 (353,089) 00228 Park Dev Impact-Residential 1,752,122 4,446,210 11,759,537 11,205,901 1,154,981 10,050,920 (1,154,981) 00235 Park Dev Impact-Non-Residential 264,647 64,622 84,816 85,461 85,461 Total 7,208,030 8,296,521 15,048,602 12,380,038 1,508,070 10,871,968 (1,508,070) 185 Community Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year 4th of July(204) PERSONNEL SERVICES Salaries, Permanent 873 Salaries, Temporary 3,538 3,538 3,538 3,538 3,538 0.00% Salaries, Overtime 51,952 51,952 51,952 51,952 51,952 0.00% Benefits 231 PERSONNEL SERVICES 56,595 55,490 55,490 55,490 55,490 0.00% OPERATING EXPENSES Equipment and Supplies 40,900 29,254 23,045 36,000 36,396 28,000 -22.22% Conferences and Training 4,806 624 970 4,000 4,000 1,000 -75.00% Professional Services 58,894 100,197 84,242 115,000 116,420 100,000 -13.04% Other Contract Services 214,819 164,213 122,008 190,000 234,401 195,000 2.63% Rental Expense 32,661 33,378 6,023 30,000 50,040 36,160 20.53% Insurance 255 Payments to Other Governments 232 Other Expenses 5,947 5,102 2,857 4,400 1 100.00% OPERATING EXPENSES 358,284 332,768 239,377 375,000 441,257 364,560 -2.78% Total 414,878 388,258 239,377 430,490 496,747 420,050 Significant Changes The 4th of July Fund receives revenues from parade entry fees, merchandise sales, event admissions, sponsorships, vendor booth space sales, and parking fees. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00204 Fourth of July Parade 447,409 405,635 151,537 400,000 400,000 420,050 20,050 Total 447,409 405,635 151,537 400,000 400,000 420,050 20,050 186 Community Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Specific Events (iol) PERSONNEL SERVICES Salaries, Permanent 902 40,803 16,319 Salaries, Temporary 98 16,377 6,954 Salaries, Overtime 367,651 685,931 243,240 667,000 656,000 653,000 -2.10% Benefits 7,967 325 37,303 PERSONNEL SERVICES 376,618 743,436 303,816 667,000 656,000 653,000 -2.10% OPERATING EXPENSES Equipment and Supplies 1,351 904 1,711 3,000 3,000 3,500 16.67% Repairs and Maintenance 3,811 26,624 2,235 27,000 27,000 15,000 -44.44% Other Contract Services 4,829 900 7,000 18,000 20,000 185.71% Expense Allowances 51 OPERATING EXPENSES 9,991 28,428 3,997 37,000 48,000 38,500 4.05% Total 386,610 771,864 307,813 704,000 704,000 691,500 i -1.78% Significant Changes The Specific Events Fund is used for major reimbursable events held in the City, such as the Surf City Marathon, Vans U.S. Open of Surfing, the Great Pacific Air Show, and other events held in Huntington Central Park. Overtime is adjusted to align with current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00101 Specific Events 501,844 701,191 318,093 707,500 707.500 691,500 (16,000) Total 501,844 701,191 318,093 707,500 707,500 691,500 (16,000) 187 Community Services Adopted Budget - FY 2019120 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations and Grants (various)Gun Range(225) PERSONNEL SERVICES Salaries, Permanent 204,422 255,562 157,387 742,164 117,156 100.00% Salaries,Temporary 188,859 215,698 172,830 40,000 449,797 73,292 83.23% Salaries, Overtime 82 345 156 Leave Payouts 8,569 15,400 11,550 5,000 100.00% Benefits 100,019 121,480 56,224 36.180 91,037 100.00% PERSONNEL SERVICES 501,951 608,485 398,147 40,000 1,228,141 286,485 616.21% OPERATING EXPENSES Equipment and Supplies 102,366 80,851 30,586 90,510 Repairs and Maintenance 10,776 510 Conferences and Training 98 Professional Services 50,000 50,000 -100.00% Other Contract Services 35,135 13,528 30,406 41.085 Rental Expense 175 Other Expenses 1,495 OPERATING EXPENSES 137,500 106,748 61,677 50,000 181,595 -100.00% CAPITAL EXPENDITURES Improvements 1,257,100 568,152 145,587 280,249 CAPITAL EXPENDITURES 1,257,100 568,152 145,587 280,249 NON-OPERATING EXPENSES Transfers to Other Funds 108,956 NON-OPERATING EXPENSES 108,956 Total 2,005,508 1,283,385 605,411 90,000 1,689,985 286,485 218.32% Significant Changes The Community Services Department receives multiple grants and donations associated with various programs, such as senior services. Personnel Services are funded by the City's"Seniors on the Go"Transportation Program, and Senior Care Management services. Per the City's annual budget resolution, grants and donations up to the $100,000 threshold per source or grantor are appropriated as received throughout the fiscal year. FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Program Coordinator, Human Services` 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Senior Services Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Services Transport Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Community Svcs Rec Specialist 1.00 1.00 2.00 2.00 2.00 2.00 0.00 Office Assistant II 0.25 0.25 0.25 0.25 0.25 0.25 0.00 '0.33 FTE funded by General Fund-Programs&Services Total 4.25 4.25 4.25 4.25 4.25 4.251 0.00 188 Community Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Donations and Grants (various), Gun Range (225) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00103 Donations 621,220 691,858 779,308 676,632 00225 Gun Range Settlement 2,470 1,128 668 00239 CDBG^ 27,704 40,000 40,000 40,000 00963 Sr Mobility Program 224,691 230,196 178,811 238,592 246,485 7,893 00994 HUD EDI Senior Center Dev 142,500 01229 Housing Related Parks Grant 284,200 01235 CDBG 16/17A 872,827 11,088 15,425 ^CDBG Fund is managed by the City Manager's Department. However,program funds are allocated across multiple departments. Funding reflected here only pertains to the Community Services Department. Total 990,881 2,080,209 997,579 40,000 970,649 286,485 7,893 189 Community Services Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year CMS Community Services ADM Administration 10045101 Community Services Admin 694,209 655,093 493,026 716.868 713.868 717.258 0.05% ADM Administration 694,209 655,093 493,026 716,868 713,868 717,258 0.05% BO Beach Operations 10045202 Parking/Camping 1,280,767 10045203 Parking Meters 575,152 10045205 Beach Administration (1) 10045206 Beach Maintenance 1,788,169 1,895,773 50 10045208 Pier Plaza North Beach 127,082 128,243 BO Beach Operations 3,771,170 2,024,016 49 FDC Facilities&Development 10045201 Nature Center 40,000 40,000 30,000 40,000 40,000 40,000 0.00% 10045202 Parking/Camping 1,376,215 1,107,078 1,390,476 1,382,476 1,409,601 1.38% 10045203 Parking Meters 565,471 421,311 544,592 533,976 552,634 1.48% 10045210 Specific Events 162,564 175,433 133,013 154,854 154,854 157,462 1.68% 10045401 Facilities and Development 186.309 201,655 161,452 196,077 196,077 168,537 -14.05% 10045403 Adult Sports 594,703 431,224 559,681 545,941 549,405 -1.84% 10045505 Clubhouses 42,189 29,861 61,436 61,436 61,436 0.00% FDC Facilities&Development 388,873 2,995,666 2,313,939 2,947,116 2,914,760 2,939,075 -0.27% MS Marine Safety 10045207 Marine Safety (5) (1) MS Marine Safety 5 1 RHC Programs&Services 10045301 Adult Soccer 7,742 11,206 5,889 12,200 12,200 12,200 0.00% 10045402 Youth Sports 67,294 60,430 39,236 96,240 96,240 86,240 -10.39% 10045403 Adult Sports 578,843 10045404 Tennis 5,690 5,000 -100.00% 10045405 Aquatics 209,242 206,256 84,487 208,836 208,836 211,836 1.44% 10045406 Instructional Classes 1,465,834 1,678,029 1,187,714 1,686,745 1,686,745 1,686,745 0.00% 10045407 Day Camps 35,997 38,810 5,554 37,800 37,800 37,800 0.00% 10045408 Recreation Events 29,061 32,840 22,749 34,650 34,650 34,650 0.00% 10045409 Adventure Playground 33,616 26,455 7,963 33,343 33,343 33,343 0.00% 10045410 City Gym&Pool 354,051 341,269 230,130 285,215 284,715 315,660 10.67% 10045411 Community Centers 580,635 643,427 510,269 683,366 680,053 585,330 -14.35% 10045501 Rec, Human&Cultural Svcs 233,746 334,645 241,450 354,697 354,697 364,290 2.70% 10045502 Senior Recreation 271,039 336,553 287,925 371,141 358,252 491,440 32.41% 10045503 Senior Services 491,689 564,025 433,138 570,067 582,956 563,603 -1.13% 10045504 Project Self Sufficiency 36,977 41,816 20,720 32,461 32,461 2,318 -92.86% 10045505 Clubhouses 53,365 10045551 Art Center Camps-Classes 68,679 59,027 48,308 62,902 62,902 62,902 0.00% 10045552 Art Center 329,951 382.938 294,497 396,849 396,348 408,089 2.83% RHC Programs&Services 4,853,450 4,757,725 3,420,029 4,871,512 4,862,198 4,896,446 0.51% Park Special Revenue Funds 20945001 Sports Complex Team Room 1,578 91,733 20945003 Shipley Permanent Parking Lot 1,506 8,565 165,528 20945004 Worthy Park Reconfiguration 49,730 1,413,266 67 25,976 20945007 Beach Playground 308,490 20945008 Clegg-Stacey Park Playground 95,226 650 20945009 Edison Park Playground 62,138 7,861 20945101 Administration 29,963 17,442 24,335 60,000 64,900 -100.00% 22645001 Bartlett Park Phase 1 10,560 2,498 326 100.00% 22645010 Central Park Restrooms 1,000,000 2,000,000 350,000 -65.00% 190 Community Services Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year 22645101 Park Development Admin 4,156 346,574 58,516 58,516 67,763 15.80% 22845001 Park Dev Impact-Res 133,984 200,542 160,961 643,637 670,912 624,981 -2.90% 22845002 Central Park Tot Lot Surfacing 80,984 22845003 Murdy Park Sports Fields 6,931 30,618 427,000 1,939,450 -100.00% 22845004 Edison Playground- Reconfigure 1,281 138,719 22845006 Community Center Improvements 50,000 420,000 2,000,000 3900.00% 22845007 Irby Park Improvements 72,004 78,376 22845008 HCP Trail Improvements 135,000 22845009 HCP Permanent Parking Lot 41 43,880 366,120 22845010 Peter Green Rubberized Surface 109,401 22845011 Bacca-Wardlow Playgrnd Improve 54,000 54,000 -100.00% 22845012 Bartlett Park-Ph II 350,000 100.00% 22845013 Lake Park Reconfiguration 600,000 100.00% 22845014 Eader-Edison Park Improvements 580,000 100.00% 23545001 Park Dev Impact-Non Residential 316.800 316.800 Park Special Revenue Funds 628,786 2,206,525 1,107,393 2,293,153 6,125,358 4,573,070 99.42% 4th of July 1 20445803 4th of July Celebration 414.878 388.258 239.377 430,490 496.747 420.050 -2.43% 4th of July 414,878 388,258 239,377 430,490 496,747 420,050 -2.43% Specific Events 10145101 Specific Events Administration 16,799 2,523 450 3,000 3,000 3,000 0.00% 10145102 Specific Events Beach/Parking 3,811 26,624 2,074 27,000 27,000 15,000 -44.44% 10145103 Specific Events Lifeguards 35,000 132,949 63,905 115,000 115,000 110,000 -4.35% 10145104 Specific Events Fire 35,000 115,996 44,097 100,000 100,000 91,000 -9.00% 10145105 Specific Events Police 275,000 468,074 175,109 433,500 433,500 442,000 1.96% 10145106 Specific Events Public Works 21,000 25.698 22,178 25,500 25,500 30,500 19.61% Specific Events 386,610 771,864 307,813 704,000 704,000 691,500 -1.78% Donations and Grants and Gun Range 10345101 Donations Community Services 22 498 757 10345102 Donations PSS Misc 36,937 23,510 10,000 10345103 Donations Disabled Park 114,446 1,054 10345124 Human Relations-Misc 815 308 5,192 10345202 Donations PSS Case Mgmt 19,404 20,035 20,001 20,000 10345203 PSS ECMC Donations 25,349 26,089 10345206 Donations Beach Maintenance 7,680 315 10345209 Skateboard Park 2,500 10345210 Youth Board 1,381 989 932 4,906 10345401 Funtime Dance 3,511 4,367 2,563 6,229 10345402 Youth Sports 57 10345407 Fishing Derby 707 1,798 2,031 668 10345408 Family Camp-out 1 10345409 Edinger Medical Group Rec 19,717 14,594 6,793 8,897 10345411 Community Centers 1,625 1,943 2,804 505 10345501 Children's Needs 98 794 10345502 Donations Sr Transportation 113,132 88,646 78,584 171,207 10345503 Donations Senior Services 39,219 14,448 2,961 13,039 10345506 Donations Senior Outreach 16,942 36,790 15,572 29,900 10345507 HOAG Sr Center Fitness Center 35,509 87,390 62,646 314,966 10345508 OC Memorial Care Mgmt Svc 15,139 10,980 48,881 10345509 HBCOA Senior Programs 18,136 434 77,357 10345510 SCICP Visionary Funds 5,477 223,059 10345551 Donations Art Center 428 1,492 2,306 8,618 10345552 Donations Family Arts 2,350 2,057 2,510 2,216 191 Community Services Adopted Budget- FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year 10345553 Donations Summer Art Camp 292 3,350 10345554 Art Center Partners in Art 8,511 9,792 12,104 17,413 10345555 Allied Arts Board 750 1,457 10345556 HB Community Band 1,681 1,872 229 10345557 Donations Art Center Exhibition 600 1,996 1,584 16,013 10345604 Donations Meals to the Home 26,994 23,027 21,227 106,254 22545001 Gun Range Settlement 50,000 50,000 -100.00% 23845002 EOC 2-Winter Storm 2017 28,339 23845003 EOC 3-Winter Storm 2017 6,890 23945741 17/18 Senior Outreach 27,704 40,000 -100.00% 23945841 18/19 Senior Service Care Mgmt 40,000 40,000 100.00% 31445002 Worthy Park Phase 1 1,304 303,660 19,280 47,175 31445003 Main Prom P.S. Improvements 1,121,085 87,745 6,749 197,020 96345505 Sr Mobility Program 7/14-6/15 31,851 96345506 Sr Mobility Program 7/15-6/16 153,223 10,211 500 96345507 Sr Mobility Program 7/16-6/17 60,766 169,578 (1,204) 96345508 Sr Mobility Program 7/17-6/18 51,396 143,769 96345509 Sr Mobility Program 7/18-6/19 238,592 96345510 Sr Mobility Program 7/19-6/20 246,485 100.00% 99445102 HUD EDI#130-Sr. Center Dev 142,500 121945102 Project Self Sufficiency 19,286 121945502 Senior Outreach 36,478 122945101 Housing Related Parks Grant 109,997 174,198 123545102 Project Self Sufficiency 5,000 123545502 Senior Outreach 35,000 124245101 Tire Derived Product Grant 5,404 5.436 124845001 Central Park Trail Rehab 35.000 Donations and Grants 2,005,508 1,283,385 605,411 90,000 1,689,985 286,485 218.32% Other Funds 3,435,783 4,650,032 2,259,994 3,517,643 9,016,090 5,971,105 69.75% General Fund 9,707,697 10,432,500 6,227,043 8,535,496 8.490,826 8.552.781 0.20% Other Funds 3,435,783 4,650,032 2,259,994 3,517,643 9.016,090 5.971,105 69.75% Grand Totals) 13,143,480 15,082,532 8,487,037 12,053,139 17,506,916 14,523,886 20.50% 192 City of Huntington Beach Finance Adopted Budget — FY 2019/20 Chief Financial Officer [Assistant Chief Em:.�n-aHlce, ADMINISTRATION Administrative Assistant(1.5) I'I ACCOUNTING SERVICES (1 BUDGET MANAGEMENT (CCOLLECTIONSASHIERIS RVICES! CFISCALSERVICES )) Finance Manage Accounting Finance Manager- Budget �— Finance Manager—Treasury MUNICIPAL SERVICES GENERAL ACCOUNTING Principal Finance Analyst Senior Accounting Technician Project Manager Senior Finance Analyst(3) Administrative Analyst(0.5) Accounting Technician II(2) Senior Accountant Accounting Technician i RLICINFSS I ICFNRF ACCOUNTS PAYABLE Supervise Business License Supervisor Senior Accounting Technician Senior Accenting Technician CASHIERING Accounting Technician II(2) Accounting Technician II(2) Accounting Technician II(2) Field Service Representative PAYROLL ACCOUNTS RECEIVARI P/ PROCUREMENT Payroll Specialist Senior Payroll Technician(2) COLLECTIONS Buyer(2) Accounting Technician II REPROGRAPHICS MAIL 193 Finance Department Descriptions The Finance Department, through its five Divisions, provides financial management, oversight, monitoring and reporting functions for the City's complex financial resources. The department accomplishes this objective by providing budgetary oversight, monitoring and preparation; purchasing and procurement expertise; accounting and financial reporting services; cashiering, accounts receivable and collections services; payroll and accounts payable services; utility billing; and business license customer service. R-- Ir r 9 t Administration Division Finance Administration is responsible for the day-to-day operations of the Finance Department. The Chief Financial Officer reviews operations to ensure compliance with Federal, State, and local laws, as well as City regulations and financial policies. Administration manages the annual operating and capital budgets, long-term financial plan, financial enterprise system,citywide cost allocation,fixed asset inventory,financial reporting, and annual audits.This Division is also responsible for providing staff support to the appointed seven-member Finance Commission established pursuant to Chapter 2.109 of the Municipal Code. Accounting Services Division The Accounting Services Division consists of General Accounting, Payroll,Accounts - Payable and Financial Reporting. General Accounting is responsible for maintaining a system of internal controls that preserves and safeguards the City's assets. This Division is also responsible for serving as the audit liaison for all departments and serves as the City's liaison for all financial audits of the City. t Accounts Payable is responsible for the processing of all City obligations. Financial w Reporting prepares the Comprehensive Annual Financial Report (CAFR), annual ..�.Ap"�. bond disclosures, and other financial reports. Payroll is responsible for the processing of employee paychecks, Federal and State tax reporting, retirement plan " payments, and maintenance of all relevant records related to payroll. •.� ras, 194 Finance Department Descriptions Budget Management Division The Budget Management Division is responsible for assisting the City Council and Executive Management team in managing the City's resources, developing and maintaining the City's long-range financial projections, and evaluating the fiscal r ' impact of legislative initiatives and judicial decisions affecting the City. Budget Management coordinates the development and preparation of the annual budget. Quarterly revenue and expenditure reports are prepared and provided to City management and the City Council to assist with budget monitoring and forecasting. Budget management also assists in the labor negotiations process by providing cost projections and related analyses to the City's negotiations team pursuant to Ordinance No. 4154— Openness in Labor Negotiations requirement. Fiscal Services Division Comprised of Procurement, Municipal Services, and Business License Units, the Fiscal Services Division provides and/or coordinates the citywide purchase of goods and services, coordinates the competitive bidding process, maintains the list of qualified vendors and processes all utility service start-ups and disconnections (e.g., water, sewer, etc.). In addition, the Division handles most billing questions on the utility billing statements that include water, refuse, sewer, and utility tax amounts. The Division also licenses all individuals and ® � 1 companies doing business in the City in accordance with the Municipal Code, and may issue permits on behalf of other City _ departments. Furthermore, the Division administers office supply orders, procurement cards, leasing, equipment replacement, professional services, fuel management and copy machine programs. Reprographics provides printing services to all City departments, and mail operations provides for the daily collection, sorting, metering, and delivery of City interoffice, U.S. Postal Service mail and special deliveries for all City departments. Cashiering & Collections Services Division The Cashiering & Collections Services Division is responsible for receiving, . _.�_.._. depositing, and collecting on behalf of the City, all taxes, assessments, fees, ." and other revenues. Due to the significant technological improvements in how payments can be received and made, this Division is continually offering new services to customers and vendors. In addition, this Division processes and records all revenue received at City Hall, as well as, all City off-site locations. CA HIERING This Division also ensures revenue is deposited in a timely manner into the City's financial depository accounts. Another important function of this Division is to ensure proper controls over cash deposits, as well as collection of delinquent taxes and fees. This Division is responsible for helping ensure revenues owed to the City are received and may use a variety of methods to collect these funds, including sending delinquent notices, making collections calls, placing a lien on property,filing a claim in Small Claims Court or sending delinquent receivables to an outside collection agency. Finally, this Division is responsible for disbursing all approved funds and processing all checks and electronic payments for the payment of goods and services approved in the budget and the City's financial system. 195 Finance Ongoing Activities & Projects Administration Division • Provide policy direction, vision, and leadership, enabling the Department to achieve its goals while complying with federal, state, local, and other statutory and regulatory requirements. • Promote sound fiscal policies and protect local revenues. • Help ensure competent use of financial and material resources. • Prepare and distribute quarterly financial reports to the City Council and City Manager. • Prepare updates to the Cost Allocation Plan and Master Fee and Charges Schedule as needed. • Support the Meet and Confer and negotiations processes with the employee associations. • Provide staff support to the appointed seven-member Finance Commission. • Oversee and coordinate the City's long-term financial plan. Accounting Services Division • Prepare the Comprehensive Annual Financial Report and Popular Annual Financial Report. • Prepare the Annual Schedule of Financial Expenditures to comply with Federal Single Audit guidelines. • Prepare State Controller reports for the City and its component units. • Maintain the general ledger and perform reconciliations. • Process 43,134 accounts payable invoices within 30 days and achieve less than 1% of voided checks. • Maintain accounts payable records and respond to departmental and vendor inquiries. • Understand and implement Memoranda of Understanding changes to the payroll system. • Process over 48,500 payroll advices and checks annually. • Annually produce and distribute approximately 1,682 W-2s and process 1099s. • Provide updates and training to departmental timekeepers. • Maintain and troubleshoot database calculations for time, attendance, and payroll. • Process supplemental retirement payments to approximately 730 retirees. • Process retiree medical payments and subsidies according to required timelines. • Maintain records for and distribute 36,564 accounts receivable invoices within 30 days of rendering service. • Prepare annual employee compensation report pursuant to the State Controller's Office's guidelines. Budget Management Division • Manage and coordinate the annual budget development process. • Maintain the Budget Manual and coordinate the budget development process with departments by preparing consolidated budget requests and performing due diligence for the City Manager. • Prepare quarterly revenue and expenditure reports and projections. • Conduct budgetary analysis as needed. • Assist departments with budget monitoring and control. • Maintain the long-term financial plan. • Identify federal, state and local legislation that impacts the City's finances. • Provide labor cost projections and related analyses for various labor negotiation scenarios and proposals consistent with Ordinance No. 4154-Openness in Labor Negotiations as it relates to costing of employee labor contracts and public noticing. • Review and analyze citywide fees and charges, and propose changes accordingly. 196 Finance Ongoing Activities & Projects Fiscal Services Division • Provide billing services for 55,000 accounts for water, sewer, and trash/recycling services. • Provide quality customer service to both internal and external customers. • Maintain approximately 22,000 business licenses and issue over 3,300 new business licenses annually. • Annually process over 18,000 business license renewal notices and 7,000 second and final notices. • Annually respond to over 35,000 business license customer inquiries. • Coordinate with the Police Department on the administration of approximately 150 regulatory permits. • Administer the notification and collection of the quarterly oil production reports from 19 operators reporting annual revenue of approximately$600,000 from 306 wells. • Manage the records of more than 300 Downtown Business Improvement District accounts. • Continue data matching with City and other governmental agencies to accurately identify businesses requiring a business license in the City. • Oversee and provide guidance to departments in the procurement of goods and services to ensure compliance with City Municipal Codes and Administrative Regulations for competitive bidding. • Process over 8,000 purchase requisitions within a nine-day turnaround period. • Manage on-going procurement programs including the procurement card and lease programs. • Provide continued outreach with local vendors to increase local dollars spent in Huntington Beach. • Process over 1,000,000 pieces of mail annually. • Automate the receipt of over 315,000 payments by customers for City utility charges representing approximately 50 percent of total utility transactions. • Process payments on business licenses of$2.6 million annually. Cashiering and Collections Division • Process over$12 million in revenue annually at City Hall from permits and fees. • Process over $15 million in revenue annually for off-site locations including parking meter revenue and recreation fees, and deposit funds daily in the bank. • Process and collect miscellaneous receivables of over $29 million from over 72,000 invoices, follow up on delinquent accounts, and answer payment questions. • Collect and process payments of over$14.3 million annually for Transient Occupancy Taxes and over$4.1 million for Business Improvement District assessments from three assessment areas. • Collect and process payments for oil taxes in the amount of approximately$600,000. • Process over 675,000 transactions at the City Hall counter's cashiering stations annually. • Print, sign, and release over 55,000 accounts payable, payroll checks and electronic payments annually. • Monitor and process monthly banking fees and negotiate banking contracts and services. • Prepare delinquent accounts for collection and place liens on property tax rolls. • Maintain cash and surety bonds to secure construction projects within the City. • Provide front counter customer service in City Hall to the public daily, Monday through Friday. • Assist in enhancing software programs to better track City revenues and deposits. 197 Finance Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Prepare the Comprehensive Annual Financial Strengthen Report (CAFR) and complete the Federal Long-term Schedule of Financial Expenditures (SEFA)for Financial and the Federal Single Audit within six months and Economic nine months of fiscal year-end, respectively. Sustainability Measure: CAFR prepared within six months of fiscal year- Yes Yes Yes end SEFA prepared within nine months of fiscal Yes Yes Yes year-end Goal: 2. Achieve CAFR Certificate of Excellence in Strengthen Financial Reporting. Long-term Financial and Economic Sustainability Measure: Certificate of Excellence awarded Yes Yes Yes Goal: 3. Achieve Government Finance Officers Strengthen Association's (GFOA) Excellence in Budgeting Long-term Award. Financial and Economic Sustainability Measure: GFOA Excellence in Budgeting Award Yes Yes Yes achieved Goal: 4. Receive unmodified(clean)audit opinion on the Strengthen CAFR. Long-term Financial and Economic Sustainability Measure: Unmodified (clean)audit opinion received Yes Yes Yes 198 Finance Accomplishments & Goals FY 2018/19 Accomplishments • Maintained a "AAA" Implied General Obligation credit rating from Fitch Ratings, one of the few cities in California to achieve this prestigious recognition. • Received a"AAY credit rating from Moody's Investor Service for the Successor Agency's 1999 Tax Allocation Refunding Bonds. • The Department was once again an honored recipient of the "Certificate of Achievement for Excellence in Financial Reporting" award bestowed by the Government Finance Officers Association (GFOA) for the City's Comprehensive Annual Financial Report(CAFR)for FY 2016/17.This was the 32nd consecutive year the City has received this award. • The Department received the GFOA award for Outstanding Achievement in Popular Financial Reporting for the City's Popular Annual Financial Report (PAFR) for FY 2016/17. This was the 1211 consecutive year the City has received this award. • The Department earned the Government Finance Officers Association's Distinguished Budget Award for FY 2018/19. To receive the award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This was the 15th consecutive year the City has received this award. • The City received an unmodified (clean) audit opinion for the FY 2017/18 CAFR by the independent accounting firm Davis Farr LLP. • The City received an unmodified (clean) audit opinion for the FY 2017/18 Federal Single Audit. • The City completed a comprehensive study to update the City's Master Fee and Charges Schedule. • Worked closely with the City's negotiating team by providing labor cost projections to facilitate the development of labor contracts in accordance with Ordinance No. 4154—Openness in Labor Negotiations. • Worked with the City's external auditors to perform transient occupancy tax, lease revenue, concession and utility user tax audits to ensure the timely and accurate remittance of taxes and revenues to the City. • The City continued its efforts to reduce pension liabilities and deposited funds to the Pension Rate Stabilization Plan (PRSP). The PRSP, an IRS Section 115 Trust, has a total asset balance of $4.9 million as of June 30, 2018 to further pay down the City's unfunded liabilities. • The City's Retiree Healthcare Plan for Miscellaneous Employees is 100 percent funded as of the latest independent actuarial study performed. • Successfully upgraded the City's timekeeping software, Kronos, to maintain continued software functionality. • Successfully implemented the new Utility Billing software system and online payment and account management portal. • Increased businesses registered in the City's online database, Planetbids, by 16% and local vendor registration by 10%. • The City realized approximately $1 million in annual cost savings from prepaying the City's CalPERS Unfunded Actuarial Liability payment due to the change in City's fiscal year. • Conducted a department-wide on-line survey wherein departments rated each of their programs/services on a set of standardized criteria to develop and implement a Citywide program-based budgeting. FY 2019/20 Goals • Work with departments to control costs and ensure a balanced FY 2019/20 Budget. • Continue to pursue innovative efficiencies to provide additional customer service improvements. • Continue to work with departments towards the final implementation of a new Enterprise Land Management Software (ELM) system. • Receive Achievement of Excellence in Procurement Award from the National Procurement Institute (NPI). • Continue to provide strategic options to address the City's unfunded liabilities. • Upgrade the City's financial software system to the next version to maintain functionality and continued support by Oracle. • Develop and implement a program-based budgeting structure to align City's priorities and resources with essential City services, governance programs and strategic objectives. 199 Intentionally Left Blank 200 Finance Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 2,592,851 2,476,217 1,807,879 2,819,370 2,819,370 2,744,812 -2.64% Salaries,Temporary 70,400 84,383 122,441 79,530 79,530 79,530 0.00% Salaries, Overtime 1,408 959 12 Leave Payouts 94,693 127,672 100,038 Benefits 1,976,471 2,044.006 1,775,773 3,017,566 3,017,566 3,017,229 -0.01% PERSONNEL SERVICES 4,735,822 4,733,237 3,806,143 5,916,466 5,916,466 5,841,571 -1.27% OPERATING EXPENSES Equipment and Supplies 663,884 577,534 315,561 499,125 491,902 482,125 -3.41% Repairs and Maintenance 102,710 79,153 75,857 105,096 125,594 97,961 -6.79% Conferences and Training 13,750 13,701 6,006 19,365 19,365 19,365 0.00% Professional Services 282,018 287,810 228,267 261,700 514,627 262,364 0.25% Other Contract Services 651,782 811,477 676,527 671,575 715,279 671,575 0.00% Claims Expense 130,253 Pension Payments 3,772,815 4,143,998 3,389,037 3,702,850 3,704,847 3,445,744 -6.94% Interdepartmental Charges 219,450 220,806 163,949 234,253 234,253 634,818 171.00% Expense Allowances 11,410 10,981 5,088 11,700 11,700 11,700 0.00% Other Expenses 78 85 48 OPERATING EXPENSES 5,717,741 6,145,375 4,990,497 5,505,664 5,817,567 5,625,652 2.18% Grand Total(s) 10,453,563 10,878,612 8,796,640 11,422,130 11,734,033 11,467,223 0.39% General Fund 5,658,766 5,762,862 4,368,729 5,987,130 6,290,427 6,033,343 0.77% Other Funds 4,794,797 5,115,750 4,427,911 5,435,000 5,443,606 5,433,880 1 -0.02% Grand Total(s) 10,453,563 10,878,612 8,796,640 11,422,130 11,734,033 11,467,223 1 0.39% Personnel Summary 32.50 33.00 33.00 33.00 33.00 33.007 0.00 201 Finance Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,592,851 2,476,217 1,807,879 2,819,370 2,819,370 2,744,812 -2.64% Salaries, Temporary 70,400 84,383 122,441 79,530 79,530 79,530 0.00% Salaries, Overtime 1,408 959 12 Leave Payouts 94,693 127,672 100,038 Benefits 1,327,905 1.419.759 1,178,455 1,654,269 1,654,269 1,834.911 10.92% PERSONNEL SERVICES 4,087,256 4,108,990 3,208,825 4,553,169 4,553,169 4,659,253 2.33% OPERATING EXPENSES Equipment and Supplies 663,884 577,534 315,561 499,125 491,902 482,125 -3.41% Repairs and Maintenance 102,710 79,153 75,857 105,096 125,594 97,961 -6.79% Conferences and Training 13,750 13,701 6,006 19,365 19,365 19,365 0.00% Professional Services 240,718 285,711 188,776 257,100 503,418 221,364 -13.90% Other Contract Services 539,116 686,878 568,663 541,575 585,279 541,575 0.00% Expense Allowances 11,410 10,981 5,089 11,700 11,700 11,700 0.00% Other Expenses 78 85 48 OPERATING EXPENSES 1,571,510 1,653,872 1,159,904 1,433,961 1,737,258 1,374,090 -4.18% Total 5,658,766 5,762,862 4,368,729 5,987,130 6,290,427 6,033,343 Personnel Summary 32.50 33.00 33.00 33.00 33.00 33.00 0.00 202 Finance Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 310,391 318,963 64,101 395,809 395,809 290,527 -26.60% Salaries, Temporary 1,362 1,277 63,189 9,630 9,630 9,630 0.00% Salaries, Overtime 959 Leave Payouts 2,769 Benefits 150,773 172,677 108,164 216,027 216,027 196,497 -9.04% PERSONNEL SERVICES 465,295 493,875 235,454 621,466 621,466 496,654 -20.08% OPERATING EXPENSES Equipment and Supplies 7,440 1,434 42,456 13,913 21,429 8,913 -35.94% Repairs and Maintenance 564 4,717 6,014 6,014 3,014 -49.88% Conferences and Training 3,438 4,168 5,865 5,865 5,865 0.00% Professional Services 64,323 181,105 131,104 67,500 289,500 67,500 0.00% Other Contract Services 2,851 12,478 79,402 179 Expense Allowances 5,964 5,586 1,038 6,000 6,000 6,000 0.00% OPERATING EXPENSES 84,579 204,771 258,717 99,292 328,987 91,292 -8.06% Total 549,874 698,647 494,172 720,758 950,453 587,946 -18.43% Significant Changes Personnel Services accounts for the reallocation of salaries and benefits of one (1) Senior Finance Analyst position to the Budget Management Division. Operating Expenses have been reduced as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Chief Financial Officer' 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Assistant Chief Financal Officer* 0.00 0.00 0.00 0.00 1.00 1.00 0.00 Administrative Analyst Senior 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Administrative Assistant 1.50 1.50 1.50 1.50 1.50 1.50 0.00 Senior Finance Analyst 0.00 1.00 1.00 0.00 0.00 0.00 0.00 ^0.10 FTE funded by Workers'Compensation Fund. 1.0 FTE refected here but funded in Fiscal Services. Total 3.50 3.50 3.50 2.50 3.50 3.50 0.00 203 Finance Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Accounting Services PERSONNEL SERVICES Salaries, Permanent 703,936 756,454 595,710 773,123 773,123 721,652 -6.66% Salaries,Temporary 16,638 Salaries, Overtime 1,408 Leave Payouts 26,765 39,684 41,943 Benefits 347,822 407,963 353,770 452,313 452,313 478,933 5.89% PERSONNEL SERVICES 1,079,930 1,204,101 1,008,061 1,225,436 1,225,436 1,200,585 -2.03% OPERATING EXPENSES Equipment and Supplies 17,219 5,422 9,285 4,650 4,650 4,650 0.00% Conferences and Training 3,145 5,598 1,900 5,000 5,000 5,000 0.00% Professional Services 161,997 101,144 56,647 189,600 198,919 153,864 -18.85% Other Contract Services 15,913 72,795 37,572 OPERATING EXPENSES 198,274 184,958 105,404 199,250 208,569 163,514 -17.94% Total 1,278,204 1,389,060 1,113,464 1,424,686 1,434,005 1,364,100 Significant Changes The Accounting Services Division includes funding for professional services related to audit and other consulting services. The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Finance Manager-Accounting,' 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Payroll Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Project Manager AA 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Accountant^^^ 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Accounting Technician AA 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Payroll Technician' 2.00 2.00 2.00 2.00 2.00 2.00 0.00 ^0.10 FTE funded by Workers'Compensation Fund, 0.05 FTE funded by RORF Administration. ^^0.05 FTE funded by Workers'Compensation Fund, 0.15 funded by RORF Administration. ^^^0.10 FTE funded by RORF Administration. Total 9.00 9.00 9.00 9.00 9.00 9.00 0.00 204 Finance Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Budget Management PERSONNEL SERVICES Salaries, Permanent 306,930 253,597 258,222 325,561 325,561 427,906 31.44% Salaries, Temporary 16,380 14,084 13,934 Leave Payouts 14,915 10,379 10,379 Benefits 143,516 151,452 141,834 191,639 191,639 265,496 38.54% PERSONNEL SERVICES 481,741 429,511 424,369 517,200 517,200 693,402 34.07% OPERATING EXPENSES Equipment and Supplies 16,401 14,853 18,782 15,000 15,000 15,000 0.00% Repairs and Maintenance 5,000 5,000 5,200 5,200 5,200 0.00% Conferences and Training 1,125 195 165 5,000 5,000 5,000 0.00% Professional Services 14,399 1,025 Other Contract Services 37,531 4,088 OPERATING EXPENSES 36,925 57,579 24,060 25,200 25,200 25,200 0.00% Total 518,666 487,090 448,429 542,400 542,400 718,602 32.49% Significant Changes Personnel Services accounts for the reallocation of salaries and benefits of one (1) Senior Finance Analyst position to the Budget Management Division. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Finance Manager- Budget^ 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst Senior 2.00 1.00 0.00 0.00 0.00 0.00 0.00 Senior Finance Analyst^^ 0.00 1.00 3.00 4.00 3.00 3.00 0.00 Principal Finance Analyst 0.00 0.00 0.00 0.00 1.00 1.00 0.00 ^0.08 FTE funded by Workers'Compensation Fund. ^^0.15 FTE funded by Workers'Compensation Fund. ^^Funding for 1.00 FTE moved from the Administration Division for FY 2019120. Total 3.00 3.00 4.00 5.00 5.00 5.00 0.00 205 Finance Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Cashiering &Collections Services PERSONNEL SERVICES Salaries, Permanent 448,229 431,857 337,153 499,966 499,966 484,037 -3.19% Salaries,Temporary 41,093 48,402 17,589 52,350 52,350 52,350 0.00% Salaries, Overtime 12 Leave Payouts 20,410 27,161 20,977 Benefits 227.660 244,986 208,314 283,250 283.250 317.088 11.95% PERSONNEL SERVICES 737,392 752,406 584,045 835,566 835,566 853,475 2.14% OPERATING EXPENSES Equipment and Supplies 33,777 10,899 6,627 10,000 10,000 10,000 0.00% Repairs and Maintenance 11,541 8,620 12,863 15,000 15,000 15,000 0.00% Conferences and Training 3,947 1,180 559 2,500 2,500 2,500 0.00% Professional Services 3,462 Other Contract Services 261,804 242,073 207,454 274,575 274,575 274,575 0.00% Expense Allowances 5,446 5,396 4,050 5,700 5,700 5,700 0.00% OPERATING EXPENSES 316,516 271,629 231,553 307,775 307,775 307,775 0.00% Total 1,053,908 1,024,035 815,597 1,143,341 1,143,341 1,161,250 1.57% Significant Changes The Cashiering and Collections Services Division's budget contains funding for Other Contract Services related to contracted parking citation processing costs and credit card fees. The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increase in Personnel Services is primarily due to the increased cost of benefits. FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Finance Manager-Treasury 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst Senior 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Administrative Analyst 0.00 0.50 0.50 0.50 0.50 0.50 0.00 Accounting Technician Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Accounting Technician II* 3.00 3.00 3.00 3.00 3.00 3.00 0.00 '0.75 FTE funded by the Public Works Department. Total 6.00 6.50 5.50 5.50 5.50 5.50 0.00 206 Finance Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Fiscal Services PERSONNEL SERVICES Salaries, Permanent 823,365 715,347 552,694 824,911 824,911 820,689 -0.51% Salaries, Temporary 11,565 20,620 11,090 17,550 17,550 17,550 0.00% Leave Payouts 29,834 50,447 26,739 Benefits 458,133 442,681 366,374 511,040 511,040 576,897 12.89% PERSONNEL SERVICES 1,322,897 1,229,096 956,897 1,353,501 1,353,501 1,415,136 4.55% OPERATING EXPENSES Equipment and Supplies 589,047 544,926 238,411 455,562 440,823 443,562 -2.63% Repairs and Maintenance 85,605 65,533 58,277 78,882 99,380 74,747 -5.24% Conferences and Training 2,095 2,559 3,383 1,000 1,000 1,000 0.00% Professional Services 15,000 Other Contract Services 258,549 322,001 240,147 267,000 310,525 267,000 0.00% Other Expenses 78 85 48) OPERATING EXPENSES 935,218 934,935 540,170 802,444 866,728 786,309 -2.01% Total 2,258,115 2,164,031 1,497,067 2,155,945 2,220,228 2,201,445 Significant Changes The budget for the Fiscal Services Division contains funding for citywide paper, supplies, reprographics, utility billing, printing, and mailing services. The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increase in Personnel Services is primarily due to the increased cost of benefits. Operating Expenses have been reduced as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Finance Manager- Fiscal Services 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Business License Supervisor 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Senior Accounting Technician 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Accounting Technician II 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Accounting Technician Supervisor 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Buyer 2.00 2.00 2.00 2.00 2.00 2.00 1 0.00 Total 11.00 11.00 11.00 11.00 10.00 10.00 10.00 207 Finance Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Retiree Insurance Fund(702), Retirement Supplement(703), Section 115 716 PERSONNEL SERVICES Benefits 648,566 624,247 597,318 1,363.297 1,363,297 1,182,318 -13.28% PERSONNEL SERVICES 648,566 624,247 597,318 1,363,297 1,363,297 1,182,318 -13.28% OPERATING EXPENSES Professional Services 41,300 2,100 39,491 4,600 11,209 41,000 791.30% Other Contract Services 112,666 124,599 107,864 130,000 130,000 130,000 0.00% Claims Expense 130,253 Pension Payments 3,772,815 4,143,998 3,389,037 3,702,850 3,704,847 3,445,744 -6.94% Interdepartmental Charges 219,450 220,806 163,948 234.253 234,253 634,818 171.00% OPERATING EXPENSES 4,146,231 4,491,503 3,830,593 4,071,703 4,080,309 4,251,562 4.42% Total 4,794,797 5,115,750 4,427,911 5,435,000 5,443,606 5,433,880 -0.02% Significant Changes The budget reflects Retiree Medical and Retiree Supplemental Pension costs in accordance with employee contracts. Pension payments reflect the City's contribution toward the Retiree Supplemental Pension Plan and the City's prepayments for unfunded liabilities. The Benefits payment reflects the City's contribution toward the Retiree Medical (OPEB) plan and the City's prepayments for the Plan's unfunded liabilities. As of 9/30/14, the unfunded liability for Miscellaneous employees has been paid off six years ahead of schedule; therefore, the FY 2019/20 Benefits budget reflects the City's contribution towards the Normal Cost for both Miscellaneous and Safety with an unfunded liability payment for Safety only. The FY 2019/20 Adopted Budget continues funding for the City's award-winning "25 to 10" and "16 to 10" Plans for Retiree Medical and Supplemental Benefits respectively. If prepayments continue for the Unfunded Liabilities, it is expected the Unfunded Liabilities will be paid off for these Plans by FY 2023/24, assuming actuarial and market assumptions apply. The $1 million budget for the Section 115 Trust applies to the FY 2017/18 year-end budgetary savings approved by the Clty Council at the December 17, 2018 City Council meeting. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00702 Retiree Insurance Fund 4,245,947 2,804,997 2,373,584 1,435,000 1,435,000 1,433,880 (1,120) 00703 Retirement Supplement 9,155,065 10,555,285 6,650,196 4,000,000 4,000,000 4,000,000 00716 Section 115 Trust 2,500,000 1,294,379 5,903,395 1,000,000 1 11000,000 Total 15,901,012 14,654,661 14,927,175 5,435,000 5,435,000 6,433,880 998,880 208 Finance Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year FIN Finance ADM Administration 10035201 Finance Administration 549,874 698,647 494,172 720,758 950,453 587.946 -18.43% ADM Administration 549,874 698,647 494,172 720,758 950,453 587,946 -18.43% ATG Accounting Services 10035205 Accounting Services 1,278,204 1,389,060 1,113,464 1,424.686 1.434.005 1,364,100 -4.25% ATG Accounting Services 1,278,204 1,389,060 1,113,464 1,424,686 1,434,005 1,364,100 -4.25% BGT Budget Management 10035204 Budget Management 518,666 487,090 448,429 542,400 542,400 718,602 32.49% BGT Budget Management 518,666 487,090 448,429 542,400 542,400 718,602 32A9% CSC Cashierin &Collections 10035209 Cashiering/Collections 1,053,908 1,024,035 815,597 1,143,341 1,143,341 1,161,250 1.57% CSC Cashierin &Collections 1,053,908 1,024,035 815,597 1,143,341 1,143,341 1,161,250 1.57% FS Fiscal Services 10035206 Fiscal Services 2.258.115 2,164,031 1,497,067 2.155.945 2.220,228 2.201,445 2.11% FS Fiscal Services 2,258,115 2,164,031 1,497,067 2,155,945 2,220,228 2,201,445 2.11% Other Funds 70235202 Retirement Medical Supplement 737,730 685,227 671,699 1,435,000 1,441,609 1,433,880 -0.08% 70335203 Retirement Supplement 4,057,067 4,423,973 3,748,953 4,000,000 4,001,997 4,000,000 0.00% 71635101 Section 115 Trust 6.550 7,259 Other Funds 4,794,797 5,115,750 4,427,911 5,435,000 5,443,606 5,433,880 -0.02% General Fund 5,658,766 5,762,862 4,368,729 5,987,130 6,290,427 6,033,343 0.77% Other Funds 4,794,797 5,115,750 4,427,911 5,435,000 5.443,606 5,433,880 -0.02% Grand Total(s) 10,453,563 10,878,612 8,796,640 11,422,130 11,734,033 11,467,223 0.39% 209 Intentionally Left Blank 210 City of Huntington Beach Fire Adopted Budget — FY 2019/20 Fire Chief CFIRE PREVENTION ADMINISTRATION EMERGENCY RESPONSE CC MARINE SAFETY Fire Division Chief ADMINISTRATION Fire Division Chief Marine Safety Division Chief Administrative Secretary Administrative Analyst Sr(2) Marine Safety Lieutenant(3) Administrative Aide FIRE SUPPRESSION Marne Safety Officer II (10) PROGRAMS Administrative Assistant Fire Battalion Chef(3) L Administrative Secretary Assistant Fire Marshal Administrative Fire Captain(2) Fire Protection Analyst(2) FIREMED Fire Captain(30) Fire Prevention Inspector (3) Fire Medical Coordinator Fire Engineer(30) Senior Permit Technician Accounting Technician II(2) Firefighter Paramedic(48) Office Assistant II Firefighter(12) CERTIFIED UNIFIED Ambulance Operator(30) PROGRAM AGENCY EMERGENCY MAN_A_GEMF_N_T Fire Prevention Inspector &HOM ANDS JRITY TRAINING Administrative Secretary Fire Battalion Chief Fire Battalion Chief Emergency Services Administrative Fire Captain Coordinator EMERGENCY MEDICAL CENTRAL NET OFF RATIONS SERVICES AUTHORITY Emergency Medical Services Fire Training Maintenance L= Coordinator Technician Administrative Secretary 211 Fire Department Descriptions The Huntington Beach Fire Department is dedicated to providing the highest quality fire, marine safety and emergency medical services to protect our community. Providing a balanced approach to life and property protection supports this mission. The Department provides "all-risk" services and response for fire suppression, fire prevention, technical rescue, hazardous materials and weapons of mass destruction, disaster preparedness, marine safety, emergency medical and ambulance transport. Fire training is provided through the regional Central Net Training Center located in the center of the City. FireMed, a membership-based program, continues to provide significant financial support to the level of emergency medical services provided for the City, while offsetting delivery costs. Fire Administration The purpose of the Fire Administration Division is to provide management, research, clerical, financial, and records support for all Fire Department programs. Fire Administration establishes and modifies Fire Department strategies, tactics, and policies; administers the Central Net Operations Joint Powers Authority Training Center; and is a member of MetroNet, a seven-city Joint Powers Authority for fire and medical emergency communications. The Fire Department is also a member of the Orange County-City Hazardous Materials Emergency Response Authority. Fire Prevention The Fire Prevention Division has responsibility for enforcing local, state, and federal codes in order to reduce the loss of life and property from preventable fires and other emergencies. This is accomplished through inspection and code enforcement, plan review, public education and fire investigative services. Additionally, the Emergency Services Coordinator reports through the Division Manager. Fire Prevention Inspectors conduct various inspections of buildings and facilities to ensure that the construction and use is compliant with the Fire Code. The Fire Protection Analysts review and approve development plans, as well as various fire protection and life safety system plans to maintain compliance with the Fire Code and other regulations. Oil inspections are conducted to enforce regulations in environmental and oil industry safety, including the Huntington Beach Oil Code. The Fire Prevention Division operates the Hazardous Materials Business Plan Program (HMBP) as a Participating Agency to the Certified Unified Program Agency (CUPA). HMBP is responsible for identifying, inspecting,and monitoring businesses that use and store hazardous materials. Fire Investigators determine the origin and cause of fires and conduct criminal investigations in cooperation with the Police Department. The Division includes the Emergency Management and Homeland Security Office, which develops and coordinates disaster plans and programs for businesses, schools, civic groups, and the public. This office provides City disaster preparedness and weapons of mass destruction programs, and coordinates the Community Emergency Response Team (CERT) and Radio Amateur Civil Emergency Services (RACES) volunteers. Finally, the Fire Prevention Division oversees a volunteer Senior Home Inspection Program (SHIP) and coordinates the annual open house. Emergency Response The Emergency Response Division provides a professionally trained and well-equipped emergency force for fire, medical, rescue, and hazardous materials response. This Division conducts annual life safety inspections; education programs;fire service training;and apparatus, equipment and fire station maintenance. Emergency response is delivered from eight stations that are strategically located to provide for timely emergency responses. Paramedic engine companies are located in each of the eight stations and staffed by four personnel. This configuration provides a uniform level of life safety protection for fire and emergency medical calls to meet the rapidly increasing call volumes the City has been experiencing over a number of years. Additionally, two truck companies, a State Office of Emergency Services engine, a hazardous materials response vehicle, a mobile decontamination unit, an urban search and rescue/light and air vehicle, six City- operated emergency transport units and a Battalion Chief/shift commander complete the 24-hour emergency response capabilities. Hazmat personnel provide emergency response and train Fire Department employees in hazmat response protocols and procedures. The Fire Department is able to provide this broad scope of emergency service delivery through cross training of personnel in various disciplines. The Division includes the Central Net Training Center staff who provide mandated training for Fire Department personnel. The Division also coordinates with the Fleet Services Division of the Public Works Department for apparatus procurement, repairs, and maintenance; arranges for fire station tours; and administers the FireMed Membership Program. 212 Fire Department Descriptions Marine Safety The primary goal and purpose of Marine Safety is to provide quality open water and beach safety through education, prevention, and emergency response. Marine Safety provides year-round lifeguard services on the City's beach, including medical aid and code enforcement services, manages the summer Junior Lifeguard Program and provides staffing as required. Lifeguard services are also provided to Sunset Beach. The Division is comprised of 14 permanent Marine Safety Officers and management staff, and is supported by more than 150 recurrent ocean lifeguards. Ongoing Activities & Projects Fire Administration • Provide overall administration, leadership, management and support for the Fire Department. • Maintain auto aid agreements with surrounding fire suppression and medical response agencies. • Administer Homeland Security Grants, i purchase designated equipment, and coordinate City weapons of mass destruction training. • Continue strategic planning and accomplish all goals identified in the three year plan. • Represent the City of Huntington Beach on Metro Net Joint Powers Authority Board, Central Net Training Authority Board and Orange County-City Hazardous Materials Emergency Response Authority. Fire Prevention • Complete fire protection system plan reviews. • Conduct fire investigations. • Enforce the 2016 California Fire Code, Huntington Beach Municipal Code and City specifications. • Complete plan reviews for development projects and permit issuance. • Conduct development and construction related inspections, permit inspections and mandated City and State fire prevention/life safety r inspections. • Provide review and planning for emergency responses to major events and activities in the City. • Maintain records retention system for occupancies, fire protection systems and the Hazardous Materials Business Plan Program (HMBP). • Respond to records requests for occupancy files, fire protection systems, HMBP Program and emergency responses. • Complete development reviews for entitlements and zoning administrator approvals and provide Fire Department requirements to the Community Development Department. • Perform methane barrier and oil well plan reviews and inspections. • Conduct hazardous materials disclosure inspections and maintain hazardous materials disclosure records and emergency plans. • Respond to citizen inquiries regarding fire prevention, inspection, and education. • Provide fire prevention support and training to emergency response personnel. 213 Fire Ongoing Activities & Projects Emergency Response • Provide rapid emergency response for medical, fire, urban search and rescue, wildland fire, and hazardous materials incidents. • Continue Emergency Medical Service, electronic patient care documentation and emergency medical service skills review for all Emergency Medical Technicians (EMT)and Firefighter Paramedics. • Update Department Organization and Operations Manuals, policies, and plans to reflect current procedures and regulations. • Update Training Manual to reflect current standards and procedures. • Coordinate inspections, repairs and/or preventive maintenance on emergency response apparatus and facilities. • Complete the purchase of fire apparatus and continue the ongoing purchase of firefighter turnouts, hose, air cylinders, and other essential firefighting and safety equipment. • Continue to train firefighters on emergency response skills and techniques necessary for safe and effective operations during "all-risk" incidents and events. • Identify, purchase, store and maintain personnel protective equipment, pharmaceuticals and response equipment used for incidents involving hazardous materials and weapons of mass destruction. • As part of the Urban Search and Rescue Program (US&R), continue to maintain a state of operational readiness to respond to complex rescue incidents, such as collapsed buildings, trench rescues, confined space rescues, and other related emergencies. Marine Safety • Provide year-round lifeguard, medical and enforcement services to a three-and-a-half mile City beach area and a one mile Sunset Beach area. • Provide search and rescue dive team response to incidents throughout Orange County. • Train Fire Suppression personnel on water survival tactics. • Provide water Rapid Intervention Crew(RIC)team response to fire incidents adjacent to waterways. • Provide Swiftwater and Flood response teams. • Coordinate off-shore rescue activity with the Police Department, U.S.Coast Guard and Orange County Sheriff's Harbor Patrol. • Manage and coordinate the City's Junior Lifeguard Program, including beach safety education, medical and lifesaving training, competitions and field trips for over 1,000 participants. • Continue to provide training of Marine Safety Division personnel in order to maintain operational readiness for responses in the marine environment, medical aids and enforcement incidents. • Meet all training and other requirements in order to maintain Advance Lifeguard Agency Certification through the United States Lifesaving Association. - is 214 Fire Performance Measures Results for the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20, are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1. Provide at least 12,000 emergency medical transports Enhance and annually. Modernize Public Safety Service Delivery Measure: #of emergency medical transports provided 9,230* 12,000 12,200 Goal: 2. Complete 100% of life safety and fire permit inspections Enhance and and 100% of State mandated occupancy inspections Modernize assigned. Public Safety Service Delivery Measure: %of life safety and permit inspections completed 98% 100% 95% %of State mandated occupancy inspections completed 100% 100% 100% Goal: 3. Continually maintain 250 Community Emergency Enhance and Response Team (CERT), 75 Radio Amateur Civil Modernize Emergency Services (RACES), and 8 Senior Home Public Safety Inspection Program (SHIP)volunteers. Service Delivery Measure: #CERT volunteers 250 250 250 #of RACES volunteers 75 75 75 #of SHIP volunteers 10 8 8 Goal: 4. Ensure 100% of Lifeguards and Marine Safety Officers Enhance and complete United States Lifesaving Association (USLA) Modernize requirements to maintain Advanced Certified Lifeguard Public Safety Agency status. Service Delivery Measure: % of Lifeguards and Marine Safety Officers completing 100% 100% 100% USLA Advanced Certified Lifeguard Agency status Goal: 5. Pursuant to the City's General Plan, Section PSI-P.2, Enhance and provide emergency responses: Modernize Public Safety Distribution of Fire Stations: To treat medical Service patients and control small fires,the first-due unit should Delivery arrive within 7:30 minutes/seconds, 90% of the time, from the receipt of the 9-1-1 call in the Metro Net Communications Center. This equates to a 1:30-minute dispatch time, a 2-minute company turnout time, and a 4-minute drive in most populated areas. Measure: %of medical and fire responses in 7:30 minutes or less. N/A^ 87% 90% *Adjusted for a nine-month fiscal year. A This is a new measure and has no historical data. 215 Fire Performance Measures FY 2017/18 FY 2018/19 FY 2019120 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 5. Continued: Multi-Unit Responses: To confine fires near the room Enhance and of origin,and to treat up to five medical patients at once, Modernize a multiple-unit response with a minimum of three Public Safety engines,one quint/ladder truck, and one Battalion Chief Service totaling 17 personnel should arrive within 11:30 minutes Delivery from the time of 9-1-1 call receipt in fire dispatch, 90% of the time. This equates to 1:30-minute/second dispatch time, 2 minutes company turnout time, and 8 minutes'drive time spacing for multiple units in the most populated areas. Measure %of multi-unit responses in 11:30 minutes or less. N/A^ 80% 90% Hazardous Materials Responses: Provide hazardous Enhance and materials response designed to protect the community Modernize from the hazards associated with uncontrolled release Public Safety of hazardous and toxic materials. The fundamental Service mission of the City response is to minimize or halt the Delivery release of a hazardous substance so it has minimal impact on the community. This can be achieved with a travel time for the first company capable of investigating a HazMat release at the operations level within 7:30 minutes/seconds total response time or less,90%of the time. Measure %of hazardous materials responses in 7:30 minutes or N/A^ 85% 90% less. Technical Rescue: Respond to technical rescue Enhance and emergencies as efficiently and effectively as possible Modernize with enough trained personnel to facilitate a successful Public Safety rescue. Achieve a travel time for the first-due company Service for size-up of the rescue within 7:30 minutes/seconds Delivery total response time or less, 90%of the time. Assemble additional resources for technical rescue capable of initiating a rescue within a total response time of 11:30 minutes/seconds, 90%of the time. Measure % of technical rescue responses in 7:30/11:30 minutes N/A^ 90% 90% or less. Emergency Medical Services: The City should Enhance and continue to provide ambulance services in all Modernize neighborhoods within at least 11:30 minutes/seconds Public Safety total response time. Service Delivery Measure %of ambulance service responses in 11:30 minutes N/A^ 99% 100% or less. ^This is a new measure and has no historical data. 216 Fire Accomplishments& Goals FY 2018/19 Accomplishments • Provided 20,630 medical, fire, hazardous materials and other emergency responses in 2018. • Provided 12,000 emergency medical transports, generating $6 million in annual revenue. • Received a 99% customer service satisfaction rating for FY 2018/19. • Received the American Heart Association Lifeline EMS Silver Plus Award for excellent cardiac care. • Completed 100% of all state mandated inspections for calendar year 2018. • Performed 10,050 inspections and 1,870 development and fire protection/life safety plan checks, yielding over$1.0 million in annual revenue. • Held the annual Fire Department Open House with over 900 attendees. • Managed the "Spark of Love"Toy Drive, collecting an estimated $100,000 in donated toys. • Initiated and implemented"Compliance Engine"cloud based fire protection inspection tracking system. • Provided 530 hours of staff time to the city-wide permit software project. • Marine Safety was recognized by the U.S. Lifesaving Association for maintaining its Advanced Lifeguard Agency Certification. • Performed over 191,200 Lifeguard preventative actions and conducted over 5,400 water rescues. • Marine Safety was recognized by the American Red Cross for its commitment to safety, training, and drowning prevention. • Held a Junior Lifeguard Program with over 1,000 participants. • Offered new Junior Lifeguard Programs that included an all-day option and a youth orientation program for 6-8 year olds. • As part of the statewide mutual aid system, responded to 15 strike team requests for help with major fires and other serious disasters. • Conducted more than 8.000 hours of new-hire academy training, and over 28,000 hours of training for current Fire Department personnel. • Completed Fire Department strategic planning process, including preparing a one-year work plan to address critical challenges facing the organization. • Provided planning and support for several large annual special events, including the Surf City Marathon, Fourth of July. Vans U.S. Open of Surfing and the Great Pacific Air Show. • Implemented peak load staffing for emergency transport services pilot program, including evaluation of response times, costs, fees, and other program elements. FY 2019/20 Goals • Maintain a state of operational readiness to meet the increasing demand for response to fire, medical, hazardous materials, marine safety, urban search and rescue, and other all-risk emergency incidents. • Provide additional Emergency Operations Center training and exercises to ensure City staff members are fully equipped to assume their roles in the event of a major emergency. • Maintain Advance Lifeguard Agency Certification. • Expand participation in the new Junior Lifeguard Program all-day option and a youth orientation program for 6-8 year olds. • Complete implementation of integrated system to increase efficiency in completing inspections, pre- fire planning, and retrieval of hazardous materials information using a custom iPad application. • Implement a formal succession planning program to ensure employees are ready to assume higher positions. • Prepare proposal for the Deputy Fire Chief Position. • Provide fire and emergency medical services for large special events, including Surf City Marathon, Fourth of July. Vans U.S. Open of Surfing and the Great Pacific Air Show. • Continue to provide excellent cardiac care to a level commensurate with the American Heart Association Lifeline EMS Gold Plus Award. • Adopt the 2019 California Fire Code with local amendments. • Complete the transition to the 48/96 schedule for emergency response personnel. 217 Intentionally Lef t Blank 218 Fire Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 20,171,096 19,945,391 15,346,290 22,264,056 22,233,905 22,182,127 -0,37% Salaries,Temporary 1,092,421 1,017,768 476,774 1,181,215 1,181,215 1,221,915 3.45% Salaries,Overtime 6,743,268 7,137,079 5,132,287 4,787,014 4,801,530 4,785,014 -0.04% Leave Payouts 425,652 473,315 377,942 Benefits 14,230,499 14,964,240 12,264,223 16,752,157 16,752,157 17.858,861 6.61% PERSONNEL SERVICES 42,662,937 43,537,793 33,597,516 44,984,442 44,968,807 46,047,917 2.36% OPERATING EXPENSES Utilities 31,026 46,903 33,019 39,400 39,400 39,400 0.00% Purchased Water 446 406 286 Equipment and Supplies 993,410 925,444 926,939 1,011,832 1,067,399 1,013,972 0.21% Repairs and Maintenance 211,234 288,359 273,067 246,247 307,802 246,247 0.00% Conferences and Training 100,289 105,629 92,110 132,784 134,884 122,784 -7.53% Professional Services 1,130,350 1,092,723 902,130 526,491 1,008,616 536,966 1.99% Other Contract Services 205,336 113,104 157,359 179,802 335,696 171,802 -4.45% Rental Expense 104,502 85,466 80,130 98,300 98,300 98,300 0.00% Insurance 5,293 5,308 5,300 5,300 5,600 5.66% Payments to Other Governments 1,075,174 1,138,230 645,416 1,263,799 1,263,799 1,403,799 11.08% Expense Allowances 28,884 26,743 23,798 22,152 22,152 22,152 0.00% Other Expenses 12,046 31,448 6,591 10,800 10.800 10,800 0.00% OPERATING EXPENSES 3,897,990 3,859,763 3,140,845 3,536,907 4,294,148 3,671,822 3.81% CAPITAL EXPENDITURES Improvements 190.154 126.869 13,068 143,000 171,684 620,000 333.57% Equipment 204,498 18.374 CAPITAL EXPENDITURES 394,652 145,243 13,068 143,000 171,684 620,000 333.57% NON-OPERATING EXPENSES Transfers to Other Funds 18,862 272,000 13,000 13,000 13.000 0.00% Prior Period Adjustment 10,708 NON-OPERATING EXPENSES 18,862 282,708 13,000 13,000 13,000 0.00% Grand Total(s) 46,974,441 47,542,800 37,034,137 48,677,349 49,447,639 50,352,739 3.44% General Fund 46,111,933 46,745,304 36,575,749 47,883,692 48,443,535 49,060,211 2.46% Other Funds 862,508 797,496 458,388 793,657 1,004,104 1,292,528 62.86% Grand Total(s) 46,974,441 47,542,800 37,034,137 48,677,349 49,447,639 50,352,739 3.44% Personnel Summary 198.00 198.00 198.00 198.00 198.00 198.001 0.00 219 Fire Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 19,918,271 19,751,548 15,151,813 21,976,749 21,941,039 21,896,641 -0.36% Salaries,Temporary 1,062,121 992,760 464,049 1,135,901 1,135,901 1,176,601 3.58% Salaries,Overtime 6,730,725 7,125,575 5,126,818 4,758,014 4,767,139 4,758,014 0.00% Leave Payouts 430,283 466,851 371,566 Benefits 14,090,736 14,809,585 12,178,021 16,587,308 16,587,308 17,663,235 6.49% PERSONNEL SERVICES 42,232,135 43,146,319 33,292,267 44,457,972 44,431,387 45,494,491 2.33% OPERATING EXPENSES Utilities 6,611 6,933 4,105 2,900 2,900 2,900 0.00% Purchased Water 33 Equipment and Supplies 928,731 850,039 859,816 975,651 980,561 975,651 0.00% Repairs and Maintenance 200,984 274,721 266,790 234,501 296,056 234,501 0.00% Conferences and Training 95,681 101,709 86,504 121,034 123,134 121,034 0.00% Professional Services 1,087,600 991,353 888,150 526,491 1,006,845 526,491 0.00% Other Contract Services 163,133 78,576 151,091 170,092 207,601 170,092 0.00% Rental Expense 104,502 85,466 80,130 98,300 98,300 98,300 0.00% Payments to Other Governments 1,075,174 1,138,230 645,417 1,263,799 1,263,799 1,403,799 11.08% Expense Allowances 28,884 26,735 23,798 22,152 22,152 22,152 0.00% Other Expenses 12,046 30.874 5,648 10,800 10.800 10,800 0.00% OPERATING EXPENSES 3,703,346 3,584,636 3,011,482 3,425,720 4,012,148 3,565,720 4.09% CAPITAL EXPENDITURES Equipment 170.589 14,349 CAPITAL EXPENDITURES 170,589 14,349 NON-OPERATING EXPENSES Transfers to Other Funds 5,862 272,000 NON-OPERATING EXPENSES 5,862 272,000 Total 46,111,933 46,745,304 36,575,749 47,883,692 48,443,535 49,060,211 2.46% Personnel Summary 194.00 194.00 194.00 194.00 194.00 194.00 0.00 220 Fire Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 565,292 661,296 511,647 718,197 718,197 718,197 0.00% Salaries,Temporary 4,918 14,322 12,027 16,000 16,000 16,000 0.00% Salaries,Overtime 7,620 4,466 4,138 10,700 10,700 10,700 0.00% Leave Payouts 22,795 40,879 28,333 Benefits 341,504 500,875 343,277 449,306 449,307 498,607 10.97% PERSONNEL SERVICES 942,129 1,221,838 899,422 1,194,204 1,194,204 1,243,504 4.13% OPERATING EXPENSES Utilities 2,197 2,662 1,269 Equipment and Supplies 13,150 22,031 17,288 51,090 46,528 51,090 0.00% Repairs and Maintenance 2,571 3,449 837 2,750 4,814 2,750 0.00% Conferences and Training 2,338 24,984 2,216 2,500 2,500 2,500 0.00% Professional Services 497 7,000 Other Contract Services 26,763 122 3,008 6,250 6,250 6,250 0.00% Rental Expense 2,620 1,966 3,344 3,000 3,000 3,000 0.00% Other Expenses 33 277 501 OPERATING EXPENSES 50,169 55,491 35,463 65,590 63,092 65,590 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 5,862 NON-OPERATING EXPENSES 5,862 Total 998,160 1,277,329 934,885 1,259,794 1,257,296 1,309,094 3.91% Significant Changes The overall increases in Personnel Services primarily due to the increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Fire Battalion Chief 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst Senior 1.00 1.00 2.00 2.00 2.00 2.00 0.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Aide 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Accounting Technician II 1.00 1.00 0.00 0.00 0.00 0.00 1 0.00 Total 7.00 7.00 7.00 7.00 7.00 7.00 1 0.00 221 Fire Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Emergency Response PERSONNEL SERVICES Salaries, Permanent 14,098,197 13,861,327 10,834,516 15,583,537 15,547,827 15,578,795 -0.03% Salaries,Temporary 10,000 10,000 11,500 15.00% Salaries,Overtime 4,731,613 5,306,788 3,426,786 3,623,630 3,623,630 3,623,630 0.00% Leave Payouts 315,760 317,804 250,578 Benefits 10,071,153 10,508,474 8,694,461 11,953,744 11,953.744 12,761,466 6.76% PERSONNEL SERVICES 29,216,722 29,994,393 23,206,341 31,170,911 31,135,201 31,975,391 2.58% OPERATING EXPENSES Utilities 2,891 2,578 1,064 Equipment and Supplies 341,647 256,612 385,853 342,088 365,218 342,088 0.00% Repairs and Maintenance 115,136 157,626 177,948 130,318 163,104 130,318 0.00% Conferences and Training 29,189 38,697 46,237 22,334 22,334 22,334 0.00% Professional Services 118,774 98,648 71,476 41,050 45,762 41,050 0.00% Other Contract Services 54,666 3,337 4,454 6,000 6,000 6,000 0.00% Rental Expense 1,864 937 34 Payments to Other Governments 1,075,174 1,138,230 645,416 1,263,799 1,263,799 1,403,799 11.08% Expense Allowances 25,053 20,934 18,935 15,950 15,950 15,950 0.00% Other Expenses 4,587 4,258 3..781 3.300 3,300 3,300 0.00% OPERATING EXPENSES 1,768,982 1,721,857 1,355,198 1,824,839 1,885,467 1,964,839 7.67% CAPITAL EXPENDITURES Equipment 103,536 14,349 CAPITAL EXPENDITURES 103,536 14,349 NON-OPERATING EXPENSES Transfers to Other Funds 272,000 NON-OPERATING EXPENSES 272,000 Total 31,089,240 31,730,599 24,833,539 32,995,750 33,020,668 33,940,230 2.86% Significant Changes Temporary Salaries increase is associated with mandated California minimum wage increases for part-time employees. Payments to Other Governments increased by$140,000 to fund the City's additional cost share for emergency dispatching services provided by the Metro Cities Joint Powers Authority. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Fire Division Chief 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Fire Battalion Chief' 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Deputy Fire Marshal" 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Administrative Fire Captain- 0.00 0.00 2.00 2.00 2.00 2.00 0.00 Fire Captain 30.00 30.00 30.00 30.00 30.00 30.00 0.00 Fire Engineer 30.00 30.00 30.00 30.00 30.00 30.00 0.00 Firefighter Paramedic 36.00 36.00 36.00 36.00 36.00 36.00 0.00 Firefighter 12.00 12.00 12.00 12.00 12.00 12.00 0.00 '1.0 FTE Funded in FY 2017118 "2.0 FTEs Defunded Total 115.00 115.00 115.00 115.00 115.00 115.00 0.00 222 Fire Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Fire Prevention PERSONNEL SERVICES Salaries, Permanent 883,744 927,564 610,319 975,935 975,935 975,410 -0.05% Salaries,Temporary 947 1,343 8,786 Salaries, Overtime 456,059 384,549 578,050 76,184 85,309 76,184 0.00% Leave Payouts 58,335 54,250 39,140 Benefits 541,072 595.657 490,328 592,950 592.950 660,184 11.34% PERSONNEL SERVICES 1,940,157 1,963,363 1,726,623 1,645,069 1,654,194 1,711,778 4.06% OPERATING EXPENSES Utilities 378 368 278 900 900 900 0.00% Equipment and Supplies 24,415 15,131 16,454 18,673 18,673 18,673 0.00% Repairs and Maintenance 70,851 81,134 47,596 61,800 83,749 61,800 0.00% Conferences and Training 10,538 11,658 8,781 16,700 16,700 16,700 0.00% Professional Services 592,619 531,235 462,525 120,469 534,111 120,469 0.00% Other Contract Services 29,230 42,921 36,667 109,917 111,716 109,917 0.00% Rental Expense 76,440 76,752 76,752 73,800 73,800 73,800 0.00% Expense Allowances 3,832 4,151 3,214 4,402 4,402 4,402 0.00% Other Expenses 6,816 25,680 704 7,000 7,000 7,000 0.00% OPERATING EXPENSES 815,120 789,029 652,971 413,661 851,051 413,661 0.00% Total 2,755,277 2,752,392 2,379,594 2,058,730 2,505,245 2,125,439 3.24% Significant Changes Overall increases in Personnel Services is primarily due to the increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Fire Division Chief 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Assistant Fire Marshal (Non-Safety) 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Fire Protection Analyst 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Fire Prevention Inspector 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Permit Technician 1.00 1.00 1.00 1.00 1.00 1.00 0.00 '0 10 FTE is funded here but reflected in the Other Funds,CUPA 501 Total 9.00 9.00 9.00 9.00 9.00 9.00 0.00 223 Fire Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division By Object Account DIVISION Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Fire Medical Program PERSONNEL SERVICES Salaries, Permanent 2,359,682 2,365,696 1,768,671 2,592,268 2,592,268 2,537,558 -2.11% Salaries,Temporary 24,616 15,046 7,559 95,961 95,961 114,161 18.97% Salaries,Overtime 884,533 864,919 667,821 568,900 568,900 568,900 0.00% Leave Payouts 17,870 27,161 36,868 Benefits 1,645,372 1,699,893 1.438,504 1.978.036 1.978.036 1.985,298 0.37% PERSONNEL SERVICES 4,932,073 4,972,715 3,919,423 5,235,165 5,235,165 5,205,917 -0.56% OPERATING EXPENSES Equipment and Supplies 374,873 360,653 261,116 351,400 337,742 351,400 0.00% Repairs and Maintenance 443 98 3,522 9,500 14,256 9,500 0.00% Conferences and Training 9,300 6,335 1,814 11,500 11,500 11,500 0.00% Professional Services 370,541 356,120 346,297 364,972 426,972 364,972 0.00% Other Contract Services 49,536 30,021 80,752 47,925 83,635 47,925 0.00% Rental Expense 659 532 Expense Allowances 1,650 1,650 1,800 1,800 1,800 0.00% Other Expenses 19 OPERATING EXPENSES 805,371 755,409 695,151 787,097 875,905 787,097 0.00% Total 5,737,444 5,728,124 4,614,574 6,022,262 6,111,070 5,993,014 -0.49% Significant Changes The increase in Temporary Salaries is associated with mandated California minimum wage increases for part-time employees. FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Deputy Fire Marshal 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Administrative Fire Captain 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Firefighter Paramedic 12.00 12.00 12.00 12.00 12.00 12.00 0.00 Emergency Medical Srvs Coordinator" 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Fire Medical Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Ambulance Operator 30.00 30.00 30.00 30.00 30.00 30.00 0.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Office Assistant II" 1.00 1.00 1.00 1.00 1.00 1.00 0.00 `1.0 FTE Defunded "1.0 FTE Defunded Total 48.00 48.00 48.00 48.00 48.00 48.00 0.00 224 Fire Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division By Object Account DIVISION Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Marine Safety PERSONNEL SERVICES Salaries, Permanent 2,011,357 1,935,664 1,426,660 2,106,811 2,106,811 2,086,682 -0.96% Salaries,Temporary 1,031,640 962,050 435,678 1,013,940 1,013,940 1,034,940 2.07% Salaries,Overtime 650,900 564,852 450,023 478,600 478,600 478,600 0.00% Leave Payouts 15,523 26,758 16,647 Benefits 1,491,635 1,504,684 1,211,450 1,613,272 1,613,272 1,757,679 8,95% PERSONNEL SERVICES 5,201,055 4,994,008 3,540,458 5,212,623 5,212,623 5,357,901 2.79% OPERATING EXPENSES Utilities 1,144 1,325 1,494 2,000 2,000 2,000 0.00% Purchased Water 33 Equipment and Supplies 174,645 195,613 179,104 212,400 212,400 212,400 0.00% Repairs and Maintenance 11,984 32,413 36,887 30,133 30,133 30,133 0.00% Conferences and Training 44,315 20,034 27,456 68,000 70,100 68,000 0.00% Professional Services 5,169 5,351 852 Other Contract Services 2,938 2,176 26,210 Rental Expense 22,918 5,280 21,500 21,500 21,500 0.00% Other Expenses 591 660 662 500 500 500 0.00% OPERATING EXPENSES 263,704 262,852 272,698 334,533 336,633 334,533 0.00% CAPITAL EXPENDITURES Equipment 67,054 CAPITAL EXPENDITURES 67,054 Total 5,531,812 5,256,860 3,813,156 5,547,156 5,549,256 5,692,434 2.62% Significant Changes Temporary Salaries for the Junior Lifeguard Program increased by$55,000 to fund the new All-Day Program and the Sand Crab Program(for children between 6-8). However, the Marine Safety portion of the Temporary Salaries reduced due to a citywide effort to realign budgets to current spending trends. As a result,the total Temporary Salaries budget shows a net increase of$21,000,or 2.07%. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 1 00 0.00 Marine Safety Lieutenant 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Marine Safety Officer 11` 10.00 10.00 10.00 10.00 10.00 10.00 0.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 '1.0 FTE Defunded Total 15.00 15.00 15.00 15.00 15.00 15.00 0.00 225 Fire Adopted Budget- FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year HAZMAT CUPA(5ol),Training Center (704), Grants(various) PERSONNEL SERVICES Salaries, Permanent 252,825 193,844 194,477 287,307 292,867 285,487 -0.63% Salaries,Temporary 30,300 25,008 12,725 45,314 45,314 45,314 0.00% Salaries,Overtime 12,543 11,504 5,469 29,000 34,391 27,000 -6.90% Leave Payouts (4,631) 6,464 6,375 Benefits 139,764 154,655 86,202 164,850 164,848 195,625 18.67% PERSONNEL SERVICES 430,801 391,475 305,248 526,471 537,420 553,426 5.12% OPERATING EXPENSES Utilities 24,416 39,970 28,914 36,500 36,500 36,500 0.00% Purchased Water 446 406 253 Equipment and Supplies 64,679 75,405 67,123 36,180 86,838 38,321 5.92% Repairs and Maintenance 10,250 13,638 6,277 11,746 11,746 11,746 0.00% Conferences and Training 4,608 3,921 5,606 11,750 11,750 1,750 -85.11% Professional Services 42,750 101,370 13,980 1,770 10,475 100.00% Other Contract Services 42,203 34,528 6,268 9,710 128,096 1,710 -82.39% Insurance 5,293 5,308 5,300 5,300 5,600 5.66% Expense Allowances 8 Other Expenses 575 943 OPERATING EXPENSES 194,644 275129 129,364 111,186 282,000 106,102 -4.57% CAPITAL EXPENDITURES Improvements 190,154 126,869 13,068 143,000 171,684 620,000 333.57% Equipment 33,909 4,024 CAPITAL EXPENDITURES 224,063 130,893 13,068 143,000 171,684 620,000 333.57% NON-OPERATING EXPENSES Transfers to Other Funds 13,000 13,000 13,000 13.000 0.00% Prior Period Adjustment 10,708 NON-OPERATING EXPENSES 13,000 10,708 13,000 13,000 13,000 0.00% Total 862,508 797,496 458,388 793,657 1,004,104 1,292,528 62.86% Significant Changes Overall increases in Personnel Services are primarily due to the increased cost of benefits. Overtime was reduced for the Hazmat CUPA Program. Conferences and Training was adjusted as part of a citywide effort to realign budgets to current spending trends. Other Contract Services was adjusted due to the discontinued use of the Training Center software subscription. Professional Services includes additional contract hazmat inspections. Insurance in Capital Improvements funds the use of Fire Facilities Development Impact Fund for the Fire Station 5- Lake Renovation Project. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Haz Mat Program Specialist 1.00 000 0.00 0.00 0.00 0.00 0.00 Fire Prevention Inspector* 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Secretary 2.00 2.00 2.00 2.00 2.00 2.00 0.00 '0.10 FTE Funded in General Fund Fire Prevention but reflected here. otal 4.00 4.00 4.00 0.00 226 Fire Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS HAZMAT CUPA(501), Training Center Grants (various)(continued) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00231 Fire Facilities Dev Impact 69,805 105,660 225,363 123,452 00501 Certified Unified Program Agency 235,202 287,039 298,370 271,970 271,970 270,018 (1,952) 00704 Fire JPA Fund 318,396 282,831 276,840 401,156 401,156 395,596 (5,560) 00894 WMD- DHHS 132 68 5 00960 Used Oil OPP1 54,525 54,833 53,214 55,577 (55,577) 00976 Homeland Security MMRS 10/11 25 01225 EMPG 15/16 29.288 01238 EMPG 16/17 30.310 25,391 (25,391) Total 707,348 760,133 853,817 673,126 754,094 789,066 1 (88,480) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00231 Fire Facilities Dev Impact 290,437 396,097 621,460 758,825 496,548 262,277 (496,548) 00501 Certified Unified Program Agency (229,055) (166,278) 3,816 24,378 24,378 00704 Fire JPA Fund 568,995 364,148 355,912 64,683 6,914 57,769 1 (6,914) Total 630,377 593,967 981,188 847,886 503,462 344,424 1 (503,462) 227 Fire Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Department I Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year FIR Fire ADM Administration 10065101 Fire Administration 817,573 1,041,845 759,869 1,021,325 1,021,325 1,064,347 4.21% 10065301 Emergency Operations Center 180,588 235,483 175,016 238,469 235,971 244,747 2.63% ADM Administration 998,160 1,277,328 934,885 1,259,794 1,257,296 1,309,094 3.91% ER Emergency Response 10065203 Fire Suppression 27,896,005 28,397,594 22,209,061 29,639,388 29,664,306 30,481,852 2.84% 10065303 Hazmat Response 3,190,029 3,331,284 2,624,286 3,353,212 3,353,212 3,455,228 3.04% 10065304 Search/Rescue 3,206 1,722 192 3,150 3,150 3,150 0.00% ER Emergency Response 31,089,240 31,730,600 24,833,539 32,995,750 33,020,668 33,940,230 2.86% FM FireMed 10065401 FireMed Administration 896,704 808,701 714,038 764,411 862,121 779,475 1.97% 10065402 FireMed Program 3,088,734 3,084,635 2,452,838 3,496,812 3,501,568 3,283,599 -6.10% 10065403 Emergency Transport Program 1,752,006 1,834,788 1,447,698 1,761.039 1.747,381 1,929,940 9.59% FM FireMed 5,737,444 5,728,124 4,614,574 6,022,262 6,111,070 5,993,014 -0.49% FP Fire Prevention 10065201 Fire Prevention 2,098,449 2,167,449 1,616,349 1,777,779 2,196,806 1,847,866 3.94% 10065204 Oil Production 235,191 232,144 192,545 280,951 308.439 277,573 -1.20% 10065501 Out of County Response/Fire Invest 421,637 352,799 570,700 FP Fire Prevention 2,755,277 2,752,392 2,379,594 2,058,730 2,505,245 2,125,439 3.24% MS Marine Safety 10065205 Junior Lifeguards 597,421 573,379 331,767 639,486 641,586 685,486 7.19% 10065207 Marine Safety 4,627,156 4,683,481 3,481,390 4,907,670 4,907,670 5,006,948 2.02% 10065208 Sunset Beach Lifeguards 307,236 MS Marine Safety 5,531,812 5,256,860 3,813,157 5,547,156 5,549,256 5,692,434 2.62% CUPA 50165501 Hazmat CUPA 243,682 224,262 117,568 239,520 241,289 257,018 7.31% 50165999 CUPA-Fire Transfers 13,000 10,708 13,000 13,000 13,000 0.00% CUPA 256,682 224,262 128,276 252,520 254,289 270,018 6.93% Used Oil 96066041 Used Oil OPP5 14/15 29,953 96066042 Used Oil OPP6 15/16 8,932 45,593 96066043 Used Oil OPP7 16/17 1,561 6.245 15,155 96066044 Used Oil OPP8 17/18 53,214 96066045 Used Oil OPP9 18/19 55,577 Used Oil 38,884 47,154 6,245 123,946 Homeland Security 97665301 Homeland Security MMRS 10/11 22,159 8,577 Homeland Security 22,159 8,577 EMPG 122565001 EMPG 15/16 24,599 123865001 EMPG 16/17 1,927 28,382 123865002 EMPG 17/18 820 27,731 25,391 EMPG 26,526 29,202 27,731 25,391 Donations and Other Grants 10365101 Donations Fire 994 84 2,483 10,754 23155001 Fire Facilities Dev Impact 620,000 100.00% 23865001 EOC 1 5,862 23865002 EOC 2-Winter Storm 2017 5,346 23865003 EOC 3-Winter Storm 2017 3,770 70465101 CNOA Administration 508,401 486,720 275,781 541,137 569,821 402,510 -25.62% 228 Fire Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Department/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year 70465102 Fountain Valley Member Spec.Account 2,202 958 9,295 19,903 121866001 DHS Fire Equipment Grant 797 Donations and Other Grants 518,256 496,878 287,559 541,137 600,478 1,022,510 88.96% Other Funds 862,508 797,496 458,388 793,657 1,004,104 1,292,528 62.86% General Fund 46,111,933 46,745,304 36,575,749 47,883,692 48,443,535 49,060,211 2.46% Other Funds 862.508 797,496 458,388 793,657 1,004,104 1,292,528 62.86% Grand Total(s) 46,974,441 47,542,800 37,034,137 48,677,349 49,447,639 50,352,7391 3.44% 229 Intentionally Left Blank 230 I! City of Huntington Beach Human Resources Adopted Budget — FY 2019/20 Director of Human Resources Administrative Assistant RISK MANAGEMENT LABOR 1 CRRECRUITMENT& BENEFITS&TRAINING ELECTION LIABILITY Personnel Analyst Human Resources Manager Personnel Analyst Risk Manager Principal Senior Liability Gaims Coordinator Personnel Analyst Senior Risk Management Spedalist(2) Personnel Analyst Personnel Assistant Senior L Personnel Assistant(2) SAFETY/WORKERS � COMPENSATION Senior Risk Management Analyst 231 Human Resources Department Descriptions y The Human Resources Department's primary role is to i;tM,nharA)kam" ti provide responsive professional human resource -"` management services in support of the City's Mission Statement and Core Values. The Department is operationally comprised of five (5) divisions: Administration, Benefits and Training, Employee Relations, Recruitment and Selection, and Risk Management. i. The Office of Human Resources supports City departments in all aspects of talent management and development, including: recruitment, selection, training and staff professional development via Surf City University; and in providing the highest quality service to its stakeholders. The Office of Human Resources oversees a variety of operational functions including labor negotiations and contract administration, employee relations, benefits administration, and classification and compensation. These comprehensive services are provided in compliance with mandated Federal and State labor and employment laws, the City of Huntington Beach Charter, Municipal Code, Personnel Rules & Regulations, and the eight (8) collectively bargained associations' Memorandums of Understanding (MOU). The Office of Human Resources also provides administrative support for the activities of the City of Huntington Beach Personnel Commission. The Risk Management Division is responsible for managing the City's risk related programs. The Risk Management Division develops, administers, and coordinates citywide liability insurance and risk management programs including workers' compensation, liability claims administration, loss prevention, and employee safety. The Division also coordinates loss control training and employee safety training to reduce loss exposure. This Division manages the City's liability claims process by investigation and administrative resolution of claims against the City. Ongoing Activities & Projects Human Resources • Manage the recruitment, testing, and selection processes, including administration of the NEOGOV online recruitment system. • Plan and implement citywide training programs and ' courses offered through Surf City University. • Coordinate labor relations meetings, process follow-up items, and handle contract interpretation issues. • Administer the City's health and retirement plans. • Administer the classification and compensation plan. • Oversee labor and employee relations administration. • Coordinate leaves, disability, and return-to-work programs. Risk Management Division • Investigate,evaluate, process,and settle liability claims against the City.Oversee the liability claims administration. • Process property, liability, and excess workers' compensation insurance renewals and file claims for reimbursement when appropriate. • Process insurance certificates as received and evaluate for compliance with insurance requirements. • Oversee the Workers' Compensation Program and work closely with the City's Third Party Administrator to ensure effectiveness. • Provide resources to enable departments to maintain an occupational health and safety program. 232 Human Resources Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic Plan ACTUAL* ACTUAL ADOPTED Goal Goal: 1. Provide professional guidance to departments on Enhance and HR related issues. Maintain High Quality City Services Measure: #of departments assisted 6 10 10 Goal: 2. Continue open communication with employees Strengthen and labor groups through Labor Management Long-term Relations Committee (LMRC) meetings, meet & Financial and confer, and department newsletters. Economic Sustainability Measure: # of annual meetings conducted and newsletters 11 5 5 published Goal: 3. Provide at least four safety training workshops to Strengthen employees to reduce accidents and injuries. Long-term Financial and Economic Sustainability Measure: #of safety workshops conducted 11 4 6 Goal: 4. Provide at least four training workshops to Enhance and Department Directors and Managers to enhance Maintain High understanding of Human Resources processes Quality City and procedures. Services Measure: #of workshops conducted 3 8 10 *Adjusted for a nine-month fiscal year. 233 Human Resources Accomplishments &Goals FY 2018/19 Accomplishments • Provided a comprehensive menu of training and staff development options for all levels of City staff via Surf City University. • Offered certificate programs in areas of Leadership and Supervision/Management. • Successfully negotiated Memorandum of Understanding agreements with the Huntington Beach Fire Association, Municipal Employees Association, and Management Employees Organization. • Facilitated six ergonomic assessments. • Facilitated issuance of Request for Proposals (RFP), and conducted RFP review and interview/evaluation process for a variety of Third Party Administrator (TPA) and managed care/ancillary services in support of the City's self-insurance Workers' Compensation program. • Updated job classifications to reflect current job duties, qualifications and requirements for each position. • Recruited, assessed, selected and onboarded over 270 new full and part-time employees and 41 promotional appointments. • Facilitated over 115 new job postings for full and part time positions available at the City. • Conducted and completed recruitments (from posting to creation of an eligible list) in an average of 47 days. • Conducted four workshops and numerous informal meetings with department business partners to provide updates on legislation affecting application and selection processes and to provide department liaison training. • Attended on-campus and local career fairs to improve recruitment outreach. • Produced and distributed the risk management newsletter. • Provided training opportunities for various departments by utilizing Safety and Loss Control online streaming videos to assist with regulatory training requirements and serve as an educational resource for managers and supervisors. • Formalized correspondence to employees off work on various leaves, while coordinating benefit payments and tracking leave time in accordance with laws and regulations. • Tracked all temporary, seasonal and variable hour employees to comply with the Affordable Care Act for the timely enrollment into medical plans. • Worked with the City Manager's office to create a new"Management Assistant" program designed to attract and develop talented individuals into local government careers. FY 2019120 Goals • Complete assigned internal investigations within 30 to 45 days. • Distribute risk management newsletters twice annually. • Continue to review insurance requirements for various activities/projects and update appropriate resolutions accordingly. • Update the City's classification plan by creating new job classes to accommodate department's needs, deleting obsolete job classes, and revising current class specifications to reflect changes in job duties, requirements or other components. • Develop a comprehensive training program for new supervisors and managers regarding key human resources topics. • Provide training on key risk management and workers' compensation issues. • Conduct and complete recruitments (from posting date to creation of eligible list) in an average of 50 days or less. • Monitor the managed care ancillary services that are unbundled from the third party administrator service to confirm/ensure this is the most cost-effective structure for the City's Worker's Compensation program, and whether it is providing the City employees with the most responsive, customer service-orientated program possible. • Introduce the use of Management Assistants to perform specialized work for various departments. • Conduct quarterly benefit audits. • Provide training to all hiring managers on the City's recruitment and selection processes that are compliant with rules and regulations. • Improve cost and efficiency in recovering property damage claims by 10%. 234 Human Resources Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,415,053 1,359,832 1,048,254 1,546,455 1,546,456 1,499,213 -3.05% Salaries, Temporary 18,120 29,523 23,373 15,000 15,000 15,000 0.00% Leave Payouts 34,032 50,908 1,521 Benefits 736,128 823,160 517,783 863,180 863,180 941,312 9.05% PERSONNEL SERVICES 2,203,333 2,263,423 1,590,931 2,424,635 2,424,636 2,455,525 1.27% OPERATING EXPENSES Equipment and Supplies 44,724 50,018 21,880 54,275 56,075 42,275 -22.11% Repairs and Maintenance 20,818 10,448 20,000 20,000 20,000 0.00% Conferences and Training 66,884 59,519 55,919 125,200 126,199 117,900 -5.83% Professional Services 1,238,394 1,133,224 935,240 962,500 1,332,439 962,500 0.00% Other Contract Services 72,015 86,031 67,242 80,000 80,505 80,000 0.00% Claims Expense 7,093,385 12,080,560 4,636,066 6,259,779 6,669,218 6,259,779 0.00% Insurance 2,526,554 3,245,444 2,464,319 3,825,495 5,098,385 3,834,077 0.22% Payments to Other Govts 144,485 223,065 156,006 241,714 241,714 241,714 0.00% Expense Allowances 6,138 6.289 4.615 6,000 6,000 6,000 0.00% OPERATING EXPENSES 11,213,396 16,894,598 8,341,287 11,574,963 13,630,535 11,564,245 -0.09% NON-OPERATING EXPENSES Transfers to Other Funds 4,825,881 3,767,379 3,968,564 3,968,565 3,925,322 -100.00% Prior Period Adjustment 49,191 Extraordinary Loss 7,391,458 NON-OPERATING EXPENSES 12,217,339 3,767,379 4,017,755 3,968,565 3,925,322 -100.00% Grand Total(s) 25,634,069 22,925,400 13,949,973 17,968,163 19,980,493 14,019,770 -21.97% General Fund 6,582,044 5,534,935 5,322,873 5,899,304 5,863,210 1,953,667 -66.88% Other Funds 19,052,025 17,390,465 8,627,100 12,068,859 14,117,283 12,066,103 1 -0.02% Grand Total(s) 25,634,069 22,925,400 13,949,973 17,968,163 19,980,493 14,019,770 -21.97% Personnel Summary 15.00 15.00 15.00 15.00 15.00 15.00 0.00 235 Human Resources Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent Change FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 From Prior Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Year General Fund PERSONNEL SERVICES Salaries, Permanent 927,159 906,678 696.665 1,014.784 1,014.784 995,501 -1.90% Salaries, Temporary 17,372 26,771 17,072 15,000 15,000 15,000 0.00% Leave Payouts 30,297 29,455 16,722 Benefits 473,971 488,322 408,413 560,255 560.255 621,766 10.98% PERSONNEL SERVICES 1,448,799 1,451,226 1,138,872 1,590,039 1,590,039 1,632,267 2.66% OPERATING EXPENSES Equipment and Supplies 36,507 42,731 18,958 49,000 50,800 37,000 -24.49% Repairs and Maintenance 20,818 10,448 20,000 20,000 20,000 0.00% Conferences and Training 56,462 54,546 48,929 113,200 114,199 105,900 -6.45% Professional Services 117,954 117,045 91,194 72,500 76,345 72,500 0.00% Other Contract Services 69,663 85,566 52,445 80,000 80,505 80,000 0.00% Expense Allowances 6,051 5,994 3,911 6.000 6,000 6,000 0.00% OPERATING EXPENSES 307,454 316,330 215,437 340,700 347,849 321,400 -5.66% NON-OPERATING EXPENSES Transfers to Other Funds 4,825.791 3,767,379 3,968,564 3,968,565 3,925,322 -100.00% NON-OPERATING EXPENSES 4,825,791 3,767,379 3,968,564 3,968,565 3,925,322 -100.00% Total 6,582,044 5,534,935 5,322,873 5,899,304 5,863,210 1,953,667 -66.88% Personnel Summary 11.35 11.35 10.25 10.25 10.25 10.25 0.00 236 Human Resources Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Human Resources PERSONNEL SERVICES Salaries, Permanent 927,159 906,678 696,665 1,014,784 1,014,784 995,501 -1.90% Salaries, Temporary 17,372 26,771 17,072 15,000 15,000 15,000 0.00% Leave Payouts 30,297 29,455 16,722 Benefits 473.971 488,322 408,413 560,255 560,255 621,766 10.98% PERSONNEL SERVICES 1,448,799 1,451,226 1,138,872 1,590,039 1,590,039 1,632,267 2.66% OPERATING EXPENSES Equipment and Supplies 36,507 42,731 18,958 49,000 50,800 37,000 -24.49% Repairs and Maintenance 20,818 10,448 20,000 20,000 20,000 0.00% Conferences and Training 56,462 54,546 48,929 113,200 114,199 105,900 -6.45% Professional Services 117,954 117,045 91,194 72,500 76,345 72,500 0.00% Other Contract Services 69,663 85,566 52,445 80,000 80,505 80,000 0.00% Expense Allowances 6,051 5,994 3,911 6,000 6,000 6,000 0.00% OPERATING EXPENSES 307,454 316,330 215,437 340,700 347,849 321,400 -5.66% NON-OPERATING EXPENSES Transfers to Other Funds 4,825,791 3,767,379 3,968,564 3,968,565 3,925,322 -100.00% NON-OPERATING EXPENSES 4,825,791 3,767,379 3,968,564 3,968,565 3,925,322 -100.00% Total 6,582,044 5,534,935 5,322,873 5,899,304 5,863,210 1,953,667 -66.88% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Overall increases in Personnel Services are primarily due to the increased cost of benefits. Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. Transfers to Other Funds appropriation have been reallocated to the Non-Departmental portion of the General Fund for operational efficiency. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Director of Human Resources 0.85 0.85 0.85 0.85 0.85 0.85 0.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Liability Claims Coordinator' 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Personnel Analyst Principal 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Personnel Analyst Senior 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Personnel Assistant 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Risk Management Specialist 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Risk Manager' 0.10 0.10 0.00 0.00 0.00 0.00 0.00 Safety& Loss Prevention Analyst 0.10 0.10 0.00 0.00 0.00 0.00 0.00 Senior Risk Management Analyst 0.00 0.00 0.10 0.10 0.10 0.10 0.00 'Positions transferred from General Fund Business Unit 10030502 to 55230502,in FY 2017118, Total 11.35 11.35 10.25 10.25 10.25 10.25 0.00 237 Human Resources Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Self Insurance Workers' Comp(551) PERSONNEL SERVICES Salaries, Permanent 391,802 356,060 255,010 386,645 386,646 365,537 -5.46% Salaries,Temporary 749 2,752 6,301 Leave Payouts 3,735 (1,392) (20,075) Benefits 209,788 280,405 68,400 220,227 220.227 232,108 5.39% PERSONNEL SERVICES 606,073 637,825 309,636 606,872 606,873 597,645 -1.52% OPERATING EXPENSES Equipment and Supplies 3,823 2,189 1,664 3,000 3,000 3,000 0.00% Conferences and Training 6,201 3,357 2,885 7,000 7.000 7,000 0.00% Professional Services 849,358 893,299 776,600 690,000 1,039,723 690.000 0.00% Claims Expenses 4,508,782 11,381,767 4,822,218 5,347,779 5,352,158 5,347,779 0.00% Insurance 256,652 307,357 252,282 297,690 297,690 300,632 0.99% Payments to Other Governments 144,485 223,065 156,006 241,714 241,714 241.714 0.00% Expense Allowances 87 294 704 OPERATING EXPENSES 5,769,388 12,811,328 6,012,359 6,587,183 6,941,285 6,590,125 0.04% NON-OPERATING EXPENSES Transfers to Other Funds 91 38,584 NON-OPERATING EXPENSES 91 38,584 Total 6,375,551 13,449,153 6,360,579 7,194,055 7,548,158 7,187,770 -0.09% Significant Changes The change in Permanent Salaries is attributed to staff turnover. FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Director of Human Resources 0.15 0.15 0.15 0.15 0.15 0.15 0.00 Risk Manager 0.90 0.90 0.65 0.65 0.65 0.65 0.00 Safety& Loss Prevention Analyst 0.90 0.90 0.00 0.00 0.00 0.00 0.00 Senior Risk Management Analyst 0.00 0.00 0.90 0.90 0.90 0.90 0.00 Risk Management Specialist 1.70 1.70 1.70 1.70 1.70 1.70 0.00 Total 3.65 3.65 3.40 3.40 3.40 3.40 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00551 Self Insurance Workers' Comp 6.870,212 7.695,302 8,333.314 7,194,055 7,194,055 7,187,770 (6,285) Total 6,870,212 7,695,302 8,333,314 7,194,055 7,194,055 7,187,770 (6,285) 238 Human Resources Adopted Budget- FY 2019120 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Self Insurance General Liab (552) PERSONNEL SERVICES Salaries, Permanent 96,028 97,094 96,579 145,026 145,026 138,175 -4.72% Leave Payouts 22,845 4,873 Benefits 52,343 54,433 40,969 82,698 82,698 87,438 5.73% PERSONNEL SERVICES 148,370 174,372 142,421 227,724 227,724 225,613 -0.93% OPERATING EXPENSES Equipment and Supplies 4,395 5,099 1,014 2,275 2,275 2,275 0.00% Conferences and Training 4,221 1,616 4,106 5,000 5,000 5,000 0.00% Professional Services 271,082 122,880 67,447 200,000 216,371 200,000 0.00% Other Contract Services 2,352 465 14,797 Claims Expenses 2,584,603 698,793 (186,152) 912,000 1,317,060 912,000 0.00% Insurance 2,269,902 2,938,087 2,212,037 3,527,805 4,800,695 3,533,445 0.16% OPERATING EXPENSES 5,136,554 3,766,940 2,113,249 4,647,080 6,341,401 4,652,720 0.12% NON-OPERATING EXPENSES Prior Period Adjustment 10,607 Extraordinary Loss 7,391,458 NON-OPERATING EXPENSES 7,391,458 10,607 Total 12,676,383 3,941,312 2,266,277 4,874,804 6,569,125 4,878,333 0.07% Significant Changes The change in Permanent Salaries is attributed to staff turnover. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Liability Claims Coordinator* 0.00 0.00 1 00 1.00 1.00 1.00 0.00 Risk Manager* 0.00 0.00 0.35 0.35 0.35 0 35 0.00 *Positions transferred from General Fund Business Unit 10030502 to 55230502,in FY 2017118, Total 0.00 0.00 1.35 1.35 1.35 1.35 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00552 Self Insurance General Liability 13,275,531 3,847,245 4,960,267 4,874,804 4,874,804 4,878,333 3,529 Total 13,275,531 3,847,245 4,960,267 4,874,804 4,874,804 4,878,333 3,529 239 Human Resources Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year HR Human Resources HR Human Resources 10030402 Human Resources Administration 451,488 453,245 334,566 446,613 449,249 451,417 1.08% 10030403 Recruitment& Retention 460,695 438,004 350,134 444,833 445,832 460,238 3.46% 10030404 Employee Relations 360,205 391,977 284,728 394,607 394,607 390,146 -1.13% 10030405 Employee Training&Development 164,382 127,080 184,658 313,665 313,665 317,960 1.37% 10030501 Employee Benefits 319,483 353,601 190,332 331,021 334,535 333,906 0.87% 10030502 Liability Insurance 4,825,791 3,649 9,891 10030999 General Liability Transfers 3,767,379 3,968,564 3,968,565 3,925,322 -100.00% HR Human Resources 6,582,044 5,534,935 5,322,873 5,899,304 5,863,210 1,953,667 -66.88% Self Insurance Workers'Comp 55131001 Self Insurance Workers'Comp 6,375,551 13,449,153 6,360,579 7,194,055 7,548,158 7,187,770 -0.09% Self Insurance Workers'Comp 6,375,551 13,449,153 6,360,579 7,194,055 7,548,158 7,187,770 -0.09% Self Insurance General Liab 55230502 Liability Insurance 4,780,791 3,347,619 2,206,462 4,624,804 5,847,065 4,628,333 0.08% 55240101 Self Insurance General Liability 7,895,592 593,693 59,815 250,000 722,060 250,000 0.00% Self Insurance General Liab 12,676,383 3,941,312 2,266,277 4,874,804 6,569,125 4,878,333 0.07% Other Funds 23831001 EOC 1 91 20130101 Rideshare Administration 244 Other Funds 91 244 General Fund 6,582,044 5,534,935 5,322,873 5,899,304 5,863,210 1,953,667 -66,88% Other Funds 19,052,025 17,390,465 8,627,100 12,068,859 14,117,283 12,066,103 -0.02% Grand Total(s) 25,634,069 22,925,400 13,949,973 17,968,163 19,980,493 14,019,770 -21.97% 240 W"o City of Huntington Beach Information Services Adopted Budget — FY 2019/20 Chief Information Officer _ J ADMINISTRATION Administrative Assistant INFRASTRUCTURE CUSTOMER APPLICATIONS AND PUBLIC SAFETY SYSTEMS SUPPORT DATABASE SUPPORT SYSTEMS Info Tech Manager-Infrastniclure , Info Tech Manager -Operations, Info Tech Manager-Systems Info Tech Manager•Systems (0.50) (0.50) Network Systems Administrator �; IT Analyst Senior IT Analyst Senior IT Technician Senior T Analyst Senior(2) IT Analyst Senior IT Technician Senior ITTechnician III IT Analyst IV(2) IT Analyst IV(2) IT Analyst II IT Technician I IT Analyst III IT Analyst II Telecommunication Technician GIS Analyst II(4) IT Analyst II IT Technician IV Senior IT Technician l 241 information Services Department Description Our team of technology professionals, in partnership with each department and the community, is dedicated to actively leading, supporting and advancing innovative and reliable technology solutions. Information Services supports and develops the City of Huntington Beach's technology infrastructure, including: Q computers, software, networks, telephones, data centers, systems and ? , radios. The department is comprised of business analysts, technicians and targeted technology area specialists. The department is made up of four divisions ` and seven functional areas. The budget is comprised of Administration, Infrastructure Systems, Customer Support, Applications and Database Support, and Public Safety -I N F O R M A T ION SYSTEMS DEPARTMENT Systems. Administration The Administration area is responsible for overall leadership of the department, including strategic technology planning, project management, budget development and implementation, goal setting, and the implementation of citywide technology planning, standards, policies and procedures. Infrastructure Systems Infrastructure Systems maintains and secures the data, voice and wireless network infrastructure. This area also coordinates, procures and processes billing for all phones, cellular phones and broadband wireless. Maintaining the City's shared server hardware, coordinating data backup and offsite storage are essential functions of the division. Customer Support Customer Support provides hardware, software and systems support for all City employees. The Help Desk processes over 2,500 calls for service every year. Analysts also maintain the City's mapping data layers supporting spatial analysis, 3-D modeling and map atlas production, as well as supporting desktop and mobile users. Applications and Database Support Applications and Database Support analysts are responsible for the support of the City's enterprise software applications including Oracle (Financial Procurement and Human Resources/Payroll), Kronos (Timekeeping), Utility(Municipal Billing), Accela (Permits & Licenses), the City's internet/intranet and other business applications. Public Safety Systems Public Safety Systems supports the specialized applications used by the City's Police and Fire Departments. Systems supported include: Police Computer-Aided Dispatch, Police and Fire Records Management systems, Emergency Medical systems for FireMed, -- Police and Fire Scheduling, Jail Booking, Traffic Accident Investigation, Internal Affairs, mobile data computers, body-worn PO E cameras, and surveillance camera systems. 242 Information Services Ongoing Activities and Projects Administration • Provide overall management and leadership of the department. • Develop and update City technology standards, policies and procedures. • Implement recommendations of the City's technology master plan. • Provide governance for citywide major technology projects, currently including: 0 800 MHz radio upgrade, o Enterprise Land Management system replacement, o Utility billing, and cashiering system replacement. Infrastructure Systems • Provide technical security support for City's voice and data networks. • Manage acquisition and billing for the City's land lines, phones and pagers. • Manage wired and wireless internet access at all City facilities. • Provide support for servers, virtual infrastructure, storage devices, uninterrupted power supplies and 'kht LAN/WAN network. • Provide backup of all City data files and manage offsite data storage. • Maintain the wireless point-to-point wide-area network. Customer Support • Provide support for all City desktop, laptop and mobile data computers. • Perform replacement of City desktop and laptop computers. • Provide Help Desk for technology application support citywide. • Support computer operations for Library branches. • Maintain geographic data, products and services. • Support desktop and mobile users of GIS applications. • Develop and support City intranet and internet websites, applications and reports. Applications and Database Support • Streamline business processes through automation and process reengineering. .',.. • Support all City applications, databases and systems including: Payroll/Human Resources, Timekeeping, Utility Billing, Permit, Document Imaging and Library Systems. • Develop and conduct computer application training classes for City employees. • Support the City's internet, intranet and mobile applications. Public Safety Systems • Provide technical support for law enforcement, suppression and emergency medical response systems. • Provide development and support of all Polite and Fire application databases, including Computer-Aided Dispatch and records management systems. 243 Information Services Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018/19 FY 2019/20 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Increase City website usage by Enhance and increasing the number of total visits Maintain High five percent. Quality City Service Measure: % increase in total number of visits 10% 10% 10% % increase in number of first-time 4% 4% 4% visits. % increase in number of page 5% 5% 5% views/documents downloaded. % increase in number of mobile N/A^ 5% 10% application usage. Goal: 2. Resolve 95% of computer support Enhance and calls to Information Services Help Maintain High Desk within caller time requirement. Quality City Service Measure: %of calls to Help Desk resolved within 95% 95% 95% caller time requirement. Goal: 3. Maintain reliability of City network by Enhance and having less than 0.05% of Maintain High unscheduled downtime. Quality City Service Measure: % of unscheduled network downtime. 0.02% 0.02% 0.02% ^This is a new measure and has no historical data. 244 Information Services Accomplishments FY 2018/19 Accomplishments Public Safety Enhancements • Upgraded local and wide area network by replacing and upgrading aged network equipment. • Implemented 9-1-1 Texting. • Upgraded Automatic Vehicle Location (AVL) system modems in Fire apparatus. • Prepared GIS data layers for Census 2020, Broadband, and Next Generation 911. • Initiated the upgrade of Police Headquarters Training and Conference Room Audio/Visual equipment. • Replaced dispatch radio and phone voice recording system. • Initiated the integration of Police and City time keeping system. • Initiated the Police Computer Aided Dispatch and Records Management System Replacement (CAD/RMS) project. • Continued implementation of new cyber security measures and tools. Citywide Enhancements • Replaced an Anti-virus solution to enhance protection of city electronic devices. • Implemented training programs for new and existing staff to improve IT service delivery. • Completed Microsoft Office 2016 deployment citywide. • Implemented additional modules to the City's new IT management system. • Continued the replacement of the Electronic Land Management (ELM) system. • Completed the implementation of the enterprise Cashiering system. • Upgraded Electronic Document Imaging System (EDMS). • Implemented quality assurance software for city website. • Upgraded intranet portal to SharePoint 2016. • Developed and implemented oversized vehicle parking reservation system. • Implemented a new investments management software system. • Developed and implemented the Library Literacy Program application. • Implemented an enterprise survey software. • Implemented a new Citizen Engagement System (311). • Upgraded virtual infrastructure by replacing three servers. • Installed downtown fiber to connect several City facilities. • Replaced 25% of aged mobile devices citywide. • Implemented a new Mobile Device Management (MDM) system • Upgraded computer hard drives and parts citywide to extend the life of the City's computers. • Upgraded desktop operating system citywide to Windows 10. r • Upgraded GIS Open Data Portal and Information Model. • Implemented backend infrastructure to roll out citywide software. of • Completed Public Works asset management study. • Introduced new Microsoft Surface Pros into a mobile computing device for the City's fleet. • Upgraded the Finance Department Audio/Visual equipment. 245 Information Services Goals FY 2019/20 Goals Public Safety Enhancements • Implement a SharePoint portal for the Police Department. • Continue to integrate the Police Department and the City's time keeping system. • Continue the Police Computer Aided Dispatch and Records Management System (CAD/RMS) replacement project. • Complete Audio/Visual upgrades to the Police Headquarters conference and training rooms. • Continue to develop a new updated Disaster Recovery (DR) plan. • Replace end-of-life GPS time server to provide synchronized time to public services. • Upgrade and extend Wi-Fi to multiple City facilities. • Add battery capacity to extend UPS runtime. • Replace aging servers. Citywide Enhancements • Implement online forms. • Implement new modules for the Community Services transportation software. • Perform a study to upgrade the City's financial system. • Continue training programs for new and existing staff to improve customer service delivery. • Continue the rollout of Windows 10 operating system citywide. • Implementation of technology asset inventory management. • Prepare GIS and assist the implementation of a Public Works Asset Management System. • Continue to overhaul and upgrade network enclosures citywide to improve stability and security. • Support the ongoing deployment of fiber optic connectivity to city facilities. • Replace one third of mobile devices. • Replace multiple end of life network devices. • Replace the batteries on the city's primary facility UPS. • Modify the electrical infrastructure at City Hall to allow for the rapid connection of a portable generator to feed the facility UPS. • Implement short term connectivity improvements to downtown City facilities. • Install fiber optics in the downtown area. 10 fUt/Rrr Centn 'itV inro l; llteg—d HQ poke HQ 1�C'xnpuler> xri.;utn 15Comput— 110Computert trnHw(en,r pollrelubstA-o, ac roml>ute., j Halppr, Cnmputrr. l� �r <> City Hall p.+.n rr+atcnanre 462 Computers raw .. 257 Servers nwne,r.r 1 t.n•, 83 Compute„ ,/ re 5t+rio Emergency Op—b—Crnte Cenh+l ub,rr &—h ul--, V Computer, 31(—,put— 153 Computer, 11 Cornput- 246 Information Services Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 2,665,832 2,664,969 2,062,493 3,032,733 2,967,229 2,981,369 -1.69% Salaries, Temporary 77,437 103,516 47,748 46,226 46,226 49,026 6.06% Salaries, Overtime 35,372 29,879 9,785 33,765 88,818 33,765 0.00% Leave Payouts 123,030 114,849 123,777 Benefits 1.370,030 1,433,867 1,207,297 1.724,436 1.724,436 1,895.408 9.91% PERSONNEL SERVICES 4,271,701 4,347,080 3,451,100 4,837,160 4,826,709 4,959,568 2.53% OPERATING EXPENSES Utilities 727,305 722,230 524,379 776,686 764,842 762,206 -1.86% Equipment and Supplies 212,168 129,638 95,636 78,774 444,701 67,404 -14.43% Repairs and Maintenance 1,252,118 1,166,033 1,132,721 1,664,949 1,853,504 1,662,940 -0.12% Conferences and Training 47,774 22,384 9,526 58,650 47,678 36,610 -37.58% Professional Services 59,634 32,068 13,122 18.413 150,668 18,413 0.00% Other Contract Services 108,937 119,139 102,417 15.000 143,880 15,000 0.00% Rental Expense 4,255 Expense Allowances 62,497 64,305 51,911 66.000 66,000 66,000 0.00% Other Expenses 272 179 500 500 500 0.00% OPERATING EXPENSES 2,470,432 2,256,069 1,934,146 2,678,972 3,471,773 2,629,073 -1.86% Grand Total(s) 6,742,133 6,603,149 5,385,246 7,516,132 8,298,482 7,588,641 0.96% General Fund 6,742,133 6,384,323 5,225,215 7,111,312 7,277,662 7,228,641 1.65% Other Funds 218,826 160,031 404,820 1,020,820 360.000 -11.07% Grand Total(s) 6,742,133 6,603,149 5,385,246 7,516,132 8,298,482 7,588,641 0.96/ Personnel Summary 30.00 30.00 30.00 30.00 30.00 30.00 0.00 247 Information Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,665,832 2,562,903 1,987,906 2,930,667 2,865,163 2,879,303 -1.75% Salaries, Temporary 77,437 103,516 47,748 46,226 46,226 49,026 6.06% Salaries, Overtime 35,372 28,591 9,785 33,765 88,818 33,765 0.00% Leave Payouts 123,030 114,849 123,777 Benefits 1,370,030 1,372,702 1.176,162 1.662,682 1.662.682 1,827.295 9.90% PERSONNEL SERVICES 4,271,701 4,182,561 3,345,378 4,673,340 4,662,889 4,789,389 2.48% OPERATING EXPENSES Utilities 727,305 722,230 524,380 776,686 764,842 762,206 -1.86% Equipment and Supplies 212,168 129,638 95,636 78,774 79.701 66,574 -15.49% Repairs and Maintenance 1,252,118 1,111,726 1,078,411 1,423,949 1,424,504 1,473,949 3.51% Conferences and Training 47,774 22,384 9,526 58,650 47,678 36,610 -37.58% Professional Services 59,634 32,068 13,122 18,413 87,668 18,413 0.00% Other Contract Services 108,937 119,139 102,418 15,000 143,880 15,000 0.00% Rental Expense 4,255 Expense Allowances 62,497 64,305 51,911 66,000 66,000 66,000 0,00% Other Expenses 272 179 500 500 500 0.00% OPERATING EXPENSES 2,470,432 2,201,762 1,879,838 2,437,972 2,614,773 2,439,252 0.05% Total 6,742,133 6,384,323 5,225,215 7,111,312 7,277,662 7,228,641 1.65% Personnel Summary 30.00 29.00 29.00 29.00 29.00 29.00 0.00 248 Information Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 43,743 231,363 181,820 247,791 247,791 253,576 2.33% Salaries, Temporary 11,173 29,163 11,816 Salaries, Overtime 669 562 505 505 505 0.00% Leave Payouts 9,295 14,933 15,431 Benefits 39,603 120,929 121,239 154,622 154,622 174,009 12.54% PERSONNEL SERVICES 103,814 397,057 330,868 402,918 402,918 428,090 6.25% OPERATING EXPENSES Equipment and Supplies 8,245 3,429 2,935 9,400 9,157 7,560 -19.57% Repairs and Maintenance 900 2,946 Conferences and Training 5,219 3,778 2,283 7,050 7,050 4,550 -35.46% Other Contract Services 71,998 10,602 5,183 Expense Allowances 842 5,995 4,500 6,000 6,000 6,000 0.00% Other Expenses 58 OPERATING EXPENSES 87,203 26,808 14,901 22,450 22,207 18,110 -19.33% Total 191,016 423,865 345,769 425,368 425,125 446,200 Significant Changes The Personnel Services adjustment is mostly due to the increased cost of benefits. Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. Conferences and Training adjustment reflects alternative cost saving training options, such as online training. FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Chief Information Officer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 2.00 2.00 2.00 2.00 2.00 2.00 0.00 249 Information Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Applications & Database Support PERSONNEL SERVICES Salaries, Permanent 965,212 849,388 701,437 840,232 774,728 818,482 -2.59% Salaries, Temporary 2,369 12,874 8,958 700 700 1.000 42.86% Salaries, Overtime 10,383 5,395 2,046 5,050 60,103 5,050 0.00% Leave Payouts 37,497 21,240 28,772 Benefits 451,350 425,513 367,161 455,503 455.503 503.203 10.47% PERSONNEL SERVICES 1,466,811 1,314,410 1,108,374 1,301,485 1,291,034 1,327,735 2.02% OPERATING EXPENSES Utilities 550 Equipment and Supplies 7,117 5,434 1,790 3,075 2,175 -100.00% Repairs and Maintenance 606,384 516,269 510,671 675,656 677,132 725,656 7.40% Conferences and Training 18,523 5,766 2,261 11,500 6,474 6,500 -43.48% Professional Services 32,143 11,913 13,122 4,207 73,462 4,207 0.00% Other Contract Services 128,880 Expense Allowances 2,539 675 2,136 Other Expenses 12 102 OPERATING EXPENSES 666,707 540,069 530,632 694,438 888,123 736,363 6.04% Total 2,133,517 1,854,479 1,639,006 1,995,923 2,179,157 2,064,098 3.42% Significant Changes The Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non- Departmental. Personnel Services adjustment is mostly due to the increase to State mandated minimum wage and cost of benefits. Repairs and Maintenance increased $50,000 to cover increased contractual obligations related to existing annual maintenance/software assurance contracts ($10,000) and maintenance costs of the recently implemented cashiering software ($40,000). Conferences and Training reflects alternative cost saving training options. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Business Systems Manager 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Info Tech Manager-Systems 0.00 0.50 0.50 0.50 0.50 0.50 0.00 Info Systems Analyst Senior 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Info Technology Analyst Senior 0.00 0.00 2.00 2.00 2.00 2.00 0.00 Info Systems Analyst IV 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Info Systems Analyst III 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Systems Analyst II 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Info Technology Analyst IV 0.00 0.00 2.00 2.00 2.00 2.00 0.00 Info Technology Analyst III 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Technology Analyst II 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Technology Technician 1 0.00 0.00 1.00 1.00 1.00 1.00 1 0.00 Total 7.50 7.50 7.50 7.50 7.50 7.50 10.00 250 Information Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Customer Support PERSONNEL SERVICES Salaries, Permanent 481,014 349,072 215,623 566,949 566,949 558,369 -1.51% Salaries, Temporary 36,850 35,960 21,150 45,526 45,526 47,426 4.17% Salaries, Overtime 2,401 5,049 1,842 10,050 10,050 10,050 0.00% Leave Payouts 7,861 5,630 8,081 Benefits 295.164 224,798 188,264 330,043 330,043 370,771 12.34% PERSONNEL SERVICES 823,290 620,509 434,960 952,568 952,568 986,616 3,57% OPERATING EXPENSES Equipment and Supplies 68,810 47,818 20,531 37,399 37,099 31,614 -15.47% Repairs and Maintenance 90,205 85,514 81.101 84,689 83,768 84,689 0.00% Conferences and Training 7,133 4,163 12,600 11,800 10,300 -18.25% Other Contract Services 44,309 25,866 Other Expenses 202 500 500 500 0.00% OPERATING EXPENSES 166,148 182,006 127,498 135,188 133,167 127,103 -5,98% Total 989,438 802,515 562,458 1,087,756 1,085,735 1,113,719 2.39% Significant Changes The Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Personnel Services adjustment is mostly due to the increase to State mandated minimum wage and cost of benefits. Operating Expenses have been reduced as part of a citywide effort to realign budgets to current spending trends. Conferences and Training reflects alternative cost saving training options. FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Info Systems Computer Ops Mgr 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Tech Manager-Operations 0.00 0.00 1.00 1.00 1.00 1.00 0.00 GIS Analyst 11* 3.00 2.00 3.00 3.00 3.00 3.00 0.00 Info Systems Analyst 1 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Technology Analyst Senior 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Systems Technician Senior 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Technology Technician Senior 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Systems Technician III 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Systems Technician II 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Systems Technician 1 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Technology Technician III 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Technology Technician 1 0.00 0.00 1.00 1.00 1.00 1.00 0.00 '1.00 FTE transferred to Fund 322 ELM Automation Fund effective FY 2016117 '2.00 FTE funded by the Public Works Department but reflected here. Total 9.00 8.00 8.00 8.00 8.00 8.00 0.00 251 Information Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Infrastructure Systems PERSONNEL SERVICES Salaries, Permanent 630,495 535,354 435,409 649,928 649,928 637,260 -1.95% Salaries, Temporary 2,993 Salaries, Overtime 8,676 8,015 2,335 7,850 7,850 7,850 0.00% Leave Payouts 13,078 15,905 11,572 Benefits 307,667 284,603 231,153 360,793 360,793 381,869 5.84% PERSONNEL SERVICES 959,916 843,876 683,462 1,018,571 1,018,571 1,026,979 0.83% OPERATING EXPENSES Utilities 727,305 722,230 523,830 776,686 764,842 762,206 -1.86% Equipment and Supplies 114,804 61,546 56,796 15,400 15,400 15,400 0.00% Repairs and Maintenance 182,134 224,069 219,531 222,260 222,260 222,260 0.00% Conferences and Training 10,562 6,995 2,047 11,000 11,000 3,760 -65.82% Professional Services 2,550 6,280 10,000 10,000 10,000 0.00% Other Contract Services 22.105 64,228 56,108 15,000 15,000 15,000 0.00% Rental Expense 4,255 Expense Allowances 57.086 56,960 43,361 60,000 60,000 60.000 0.00% OPERATING EXPENSES 1,116,545 1,142,309 905,928 1,110,346 1,098,502 1,088,626 -1.96% Total 2,076,461 1,986,185 1,589,390 2,128,917 2,117,073 2,115,605 -0.63% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Personnel Services adjustment is mostly due to the increased cost of benefits. Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. Conferences and Training reflects alternative cost saving training options. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Info System Communications Mgr 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Tech Manager- Infrastructure 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Network Systems Administrator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Info Systems Analyst Senior 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Technology Analyst Senior 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Systems Technician Senior 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Technology Technician Senior 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Systems Technician IV 2.00 2.00 0.00 0.00 0.00 0.00 0.00 Info Technology Analyst II 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Telecommunications Tech Senior 0.00 0.00 1.00 1.00 1.00 1.00 1 0.00 Total 6.00 6.00 6.00 6.00 6.00 6.00 0.00 252 Information Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Public Safety Systems PERSONNEL SERVICES Salaries, Permanent 545,369 597,726 453,617 625,767 625,767 611,615 -2.26% Salaries, Temporary 27,045 25,520 2,831 600 100.00% Salaries, Overtime 13,911 9,462 3,000 10,310 10,310 10,310 0.00% Leave Payouts 55,298 57,142 59,922 Benefits 276,247 316,860 268,345 361,722 361.722 397,444 9.88% PERSONNEL SERVICES 917,870 1,006,710 787,715 997,799 997,799 1,019,969 2.22% OPERATING EXPENSES Equipment and Supplies 13,193 11,410 13,585 13,500 15,869 12,000 -11.11% Repairs and Maintenance 372,496 282,928 267,107 441,344 441,344 441,344 0.00% Conferences and Training 6,336 1,682 2,934 16,500 11,354 11,500 -30.30% Professional Services 24,941 13,874 4,206 4,206 4,206 0.00% Other Contract Services 14,834 15,260 Expense Allowances 2,030 675 1,914 Other Expenses 77 OPERATING EXPENSES 433,830 310,569 300,877 475,550 472,773 469,050 -1.37% Total 1,351,700 1,317,278 1,088,592 1,473,349 1,470,572 1,489,019 Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Personnel Services adjustment is mostly due to the increased cost of benefits. Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends. Conferences and Training reflects alternative cost saving training options. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Business Systems Manager 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Info Tech Manager- Systems 0.00 0.50 0.50 0.50 0.50 0.50 0.00 Info Systems Analyst IV 3.00 3.00 0.00 0.00 0.00 0.00 0.00 Info Technology Analyst IV 0.00 0.00 2.00 2.00 2.00 2.00 0.00 Info Technology Analyst Senior 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Systems Analyst II 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Technology Analyst II 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Info Systems Technician IV 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Info Technology Technician IV 0.00 0.00 1.00 1.00 1.00 1.00 1 0.00 Total 5.50 5.50 5.50 5.50 5.50 5.50 10.00 253 Information Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year ELM Automation Fund(322) PERSONNEL SERVICES Salaries, Permanent 102,066 74,586 102,066 102.066 102.066 0.00% Salaries, Overtime 1.288 Benefits 61,165 31.135 61,754 61.754 68.113 10.30% PERSONNEL SERVICES 164,519 105,721 163,820 163,820 170,179 3.88% OPERATING EXPENSES Equipment and Supplies 830 100.00% Repairs and Maintenance 54.307 54,310 241.000 241,000 188.991 -21.58% OPERATING EXPENSES 54,307 54,310 241,000 241,000 189,821 -21.24% Total 1 160,031 404,820 404,820 360,0001 o Significant Changes Personnel Services adjustment is mostly due to the increased cost of benefits. The ELM Automation Fund also reflects an adjustment I Repairs and Maintenance due to the replacement of the ELM software. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year GIS Analyst II* 0.00 1.00 1.00 1 00 1.00 1.00 0.00 1.00 FTE transferred to Fund 322 ELM Automation Fund effective FY 2016117 Total 0.00 1.00 1.00 1.00 1.00 1.00 0.00 FY 2015116 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00322 ELM Automation Fund 461.810 241,433 325.000 325.000 360.000 35,000 Total 461,810 241,433 325,000 325,000 360,000 35,000 254 Information Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Technology Fund (323) OPERATING EXPENSES Equipment and Supplies 365,000 Repairs and Maintenance 188,000 Professional Services 63,000 OPERATING EXPENSES 616,000 Total 616,000 Significant Changes The Technology Fund was established to assist funding the City Council goal to enhance and maintain high quality City services that pertain to technology. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00323 Technology Fund 825,000 1,269 1,874,901 Total 825,000 1,269 1,874,901 255 Information Services Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year NIS Information Services ADM Administration 10042101 IS Administration 191,016 423,865 345,769 425,368 425,125 446,200 4.90% ADM Administration 191,016 423,865 345,769 425,368 425,125 446,200 4.90% ADS App&Database Support 10042102 IS Technology Contracts 130,960 136,438 141,832 140,693 328,377 140,993 0.21% 10042154 IS Application Database Supp 2,002,557 1,718,041 1,497,174 1,855,230 1,850,780 1,923,105 3.66% ADS App&Database Support 2,133,517 1,854,479 1,639,006 1,995,923 2,179,157 2,064,098 3.42% INF Infrastructure Systems 10042201 IS Infrastructure Systems 2,076,461 1,986,185 1,589,390 2,128,917 2,117,073 2,115,605 -0.63% INF Infrastructure Systems 2,076,461 1,986,185 1,589,390 2,128,917 2,117,073 2,115,605 -0,63% CUS Customer Support 10042156 IS Customer Support 989,438 802,515 562,458 1,087,756 1,085,735 1,113,719 2.39% CUS Customer Support 989,438 802,515 562,458 1,087,756 1,085,735 1,113,719 2.39% SAF Public Safety Systems 10042155 IS Safety 1,351,700 1,317,279 1,088,592 1,473,349 1,470,572 1,489,019 1.06% SAF Public Safety Systems 1,351,700 1,317,279 1,088,592 1,473,349 1,470,572 1,489,019 1.06% ELM Fund 32242101 ELM Automation Fund 218,826 160.031 404,820 404,820 360,000 -11.07% ELM Fund 218,826 160,031 404,820 404,820 360,000 -11.07% Technology Fund 32342101 Technology Fund 588,000 32342201 Technology- CAD/RMS Project 28.000 Technology Fund 616,000 Other Funds 218,826 160,031 404,820 1,020,820 360,000 -11.07% General Fund 6,742,133 6,384,323 5,225.215 7,111,312 7,277,662 7,228,641 1.65% Other Funds 218,826 160,031 404,820 1,020,820 360,000 1 -11.07% Grand Total(s) 6,742,133 6,603,149 5,385,246 7,516,132 8,298,482 7,588,641 1 0.96% 256 ' City of Huntington Beach Library Services Adopted Budget — FY 2019/20 �jj Director of Library Services Principal Librarian ADMINSTRATION YOUTH SERVICES PUBLIC SERVICES 8 TECHNOLOGY a 8 BUILDING g FAMILY PROGRAMMNG COMMUNITY OUTREACH SUPPORT SERVICES MANAGEMENT Senior Librarian Senior Librarian Senior Librarian Senior Librarian ADMINISTRATION CHILDREN'-,LIBRARY PUBLIC SERVICES TECHNICAL SERVICES Librarian Library Services Clerk(2) Librarian(2) Librarian(2) Administrative Assistant Library Services Clerk(3.50) Library Services Clerk Volunteer Services Coordinator — -- IRCU ATION ACQUISITIONS FACILITY RENTALS Senior Library Specialist(0.75) Accounting Technician II(2) FACILITIES MAINTENANCE SECURITY - Library Specialist Media Services Specialist ADULT LITERACY Literacy Program Specialist(2) BRANCHES BANNING Library Specialist OAKVIFW Library Specialist HELEN MURPHY MAIN STRFFT 257 Library Services Department Descriptions The Huntington Beach Public Library and Cultural Center welcomes,empowers, and enriches our community by providing innovative and traditional library services that inspire and encourage transformation and growth. Our traditional services continue to provide seniors, children, and students with a book and information rich environment, while our literacy programs and online presence use evolving tools to help users change their (and our)future. The Central Library and Cultural Center, 4J designed by architects Richard &Dion Neutra, is set in Huntington Beach Central Park •�' -fir , surrounded by nature. The building and location is a natural draw for all kinds of meetings and events at the facility, providing seven rooms of varying sizes, a 300+ seat theater, and a 100 ' seat Children's Tabby Theater. The Library includes a 3,500 sq.ft.art gallery with permanent panels and a private Corner Gallery, overlooking fountains and the Central Park. The exhibits rotate monthly and provide works in a variety of mediums. The Central Library is open seven days (64 hours) per week, annually serving over 720,000 visitors, housing over 290,000 volumes, and circulating over 920,000 items. Collectively, the other four library branches are open 156 hours per week, serving over 100,000 visitors, circulating over 80,000 items, and housing over 44,000 volumes. Administration and Building Management Division This Division provides the leadership and vision needed to bring users the best possible library services. This involves a strong knowledge of library principles and values, a trained and engaged staff, and a dynamic dialogue with Huntington Beach residents. Over the past year, Administration has reorganized the meeting room rental process, applied for a variety of grants through the State Library and worked on enhancing the security of all library locations. Administration is responsible for the operation of the entire library system and serves as the liaison to the City Council-appointed library board, various library affiliated groups, and residents. This Division also manages the collection of revenues and monitors expenditures from the General Fund and donations. Administration is responsible for all building maintenance and repairs, and initiates, organizes, and coordinates rentals and events in the meeting rooms and theater at the Central Library. Youth Services and Family Programming Division The Children's Library provides access to useful information and resources for children. Besides a wide selection of children's literature, the Department also has computers, which students can use to access the Internet, educational databases such as EBSCOHost, and software applications for their schoolwork. Early Literacy computers are available to engage even the youngest child in learning to r' read.To help children reach their educational goals, the Central Library and Oak View Library offer a homework club throughout the school year. Committed to fostering a love of reading and r►' creating lifelong readers, the Youth Services and =' Family Programming Division offers a variety of —_ story times seven days of the week. 258 Library Services Department Descriptions The Youth Services and Family Programming Division offers special monthly programs and year-long reading programs for children. To re-enforce the Library's importance in the community, and to involve the community with the Library,the Division offers teens and adults various volunteering opportunities. Monthly and quarterly workshops are held to teach teens and adults about library resources and offer them a chance to become a part of the Library family. Public Services and Community Outreach Division Public Services is responsible for all customer service functions of the Huntington Beach Public Library. Professional librarians and trained support staff work with all library patrons, introducing them to the wide variety of resources available in a modern library. Public Service desks are strategically located throughout the Central Library. The Borrower Services Desk guides inquiries, answers telephone calls, issues library cards, collects fines, maintains borrower accounts, and processes reserve requests. The Children's Desk offers a welcoming environment for families, guiding children and parents to homework, computing and reading resources. The Research and Information Desk links users with the information and services they need via 0 k reference and computer assistance, sharing employment resources, offering interactive resources and tools, and marketing the Library's resources to the community. Community Outreach Services is focused on extending library services out into the community with four branch libraries. The Main Street Library is - '' located in the heart of downtown and is listed on the National Registry of Historic Places.The Oak View Library is adjacent to Oak View Elementary School and hosts a variety of children's events, literacy services, and an active Homework and Science Club. The Banning and Helen Murphy Libraries feature story times, special children's events, a wide variety of library materials, and computer access to meet the needs of the local community. All branch locations rely heavily on volunteer support and are geographically located in outlying areas of the City to better serve the entire community. Literacy Services at Central and Oak View Libraries train community volunteers to help adults transform their lives by learning to read,write, and speak English more effectively. Technology and Support Services Division This Division includes Acquisitions, Technical Services, Support Services, and Technology. Acquisitions orders and pays for books, periodicals,films,and recordings that are added to the collection as well as other operating supplies and items. Accounting Technicians prepare and analyze budget reports, handle cash deposits, monitor fund balances, and enter requisitions. They also work with the Finance and Treasury Departments to process collection accounts, donations, grants, and other payments. Technical Services manages the library's print and electronic collection by selecting, cataloging, processing, and weeding materials. They make collection materials publicly accessible by labeling and categorizing items, and creating useful computer records that connect users and materials. Support Services staff manage the returns and circulation of materials back onto library shelves. Technology staff supports the Library's computers by working with the Information Services Department, managing the Integrated Library Automation System, supporting the Automated Book Sorting System, and maintaining the Library's online presence on internal and external websites. 259 Library Services Ongoing Activities & Projects Administration and Building Management Division • Recruit, train, and coordinate volunteers who donate many hours of service. • Promote and coordinate meeting room and theater rentals. • Provide support for all building maintenance activities in all library locations, in coordination with the Public Works Department. • Coordinate all safety and security programs for the Library system. • Provide guidance and direction for policy, procedure, and service development for the Library. • Continue work on the User Experience at all Library locations. • Current projects include the renovation of the Central Library Theater. Youth Services and Family Programming Division • Collaborate with various library support groups and charitable organizations in their fundraising activities and programs for the Library. • Provide a variety of story times throughout the community, to foster early childhood literacy. • Recruit teen and adult volunteers to assist with homework programs and fundraising activities. • Coordinate homework support opportunities at the Central Library and the Oak View Branch Library. • Expand social media outreach to promote services. Public Services and Community Outreach Division • Guide inquiries, answer telephone calls, issue library cards, collect fines, maintain borrower accounts, and process reserve requests. • Staff public service desks and guide patrons to homework, research, and reading resources. • Professional librarians staff the reference desks to provide advanced reference and research assistance and reader's advisory. • Provide dedicated public computer assistance through a volunteer Computer Coach Program. • Offer a variety of programs and workshops for adults in the community, including training in computers and digital resources. • Recruit and train literacy volunteer tutors and students to the Literacy Program, and continue to assess literacy students and outcomes. • Work with the Literacy Board to support literacy services in the community. • Manage neighborhood branch locations. • Support and coordinate all activities associated with the new Veteran's Resource Center at the Central Library. • Coordinate and manage the Career Online High School program. Technology and Support Services Division • Manage the print and electronic collection by ordering, cataloging, processing, and weeding materials. • Support public computing via computer labs, internet access, websites, and databases. • Support library functions utilizing technology. • Continue to assess the Library's digital collections, to expand and improve access to eBooks and other digital resources. • Continue to work on updating and enhancing the Library's section of the City Website. • Work on integrating at least one new technology service over the coming fiscal year. • Work on a variety of grant projects that involve the development of a Makerspace and programming on 3D printing and other maker technologies. 260 Library Services Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017/18 FY 2018119 FY 2019/20 Strategic ACTUAL` ACTUAL ADOPTED Plan Goal Goal: 1. Foster early literacy skills by providing children's Enhance and story time programs and events. Maintain High Quality City Services Measure: # of participants in children's programs and 57,193 73,515 75,000 events Goal: 2. Provide homework help resources to students Enhance and through in-person programs. Maintain High Quality City Services Measure: #of Homework Support Program attendees 5,465 6,141 6,100 Goal: 3. Provide public access to a robust and varied Enhance and digital collection of resources. Maintain High Quality City Services Measure: #of digital resources available N/A^ 750,000 750,000 Goal: 4. Provide reading materials to enrich the Enhance and community by circulating books, CDs, videos, Maintain High audiobooks, downloadable audiobooks, and Quality City eBooks. Services Measure: #of items circulated 737,838 1,000,000 1,000,000 Goal: 5. Promote support of the library by managing a Enhance and volunteer program that fosters community Maintain High engagement. Quality City Services Measure: #of annual volunteer hours 43,000 57,000 57,000 Goal: 6. Provide meeting rooms and Theater space for Enhance and the City and Community,offering a wide range of Maintain High educational,cultural and informational events for Quality City all ages. Services Measure: #of meetings and events 1,892 2,520 2,500 'Adjusted for a nine-month fiscal year. A This is a new measure and has no historical data. 261 Library Services Accomplishments & Goals FY 2018/19 Accomplishments • Circulated over 700,000 Books, DVDs, eBooks, digital magazines, and other Library collection materials. • Coordinated over 4,000 events, programs,and cultural activities in the Library Theater and meeting rooms. • Purchased over 10,000 new physical items and added nearly 70,000 new digital materials through the Cloud Library, Hoopla, Kanopy and other online resources. • Launched automatic renewals, to help library customers track their materials and due dates more effectively. • Added New York Times online through a grant from the State Library of California. • Added a sensory story time to the story time schedule, to support children and families on the Autism spectrum. • Installed a new wayfinding system at the Central Library to improve customer experience and service. • Opened a new Veteran's Resource Center at the Central Library, and started a series of educational programs to help Veterans and their families learn about benefits available. • Maintained Homework Help programs at Central and Oak View Libraries. • Continued to offer the Career Online High School program for eligible Huntington Beach residents. • Replaced AWE stations in the Children's Wing of the Central Library. • Participated in the National Cartoon Festival in Downtown HB,providing Master classes for children and families on cartooning. • Reorganized and streamlined the process for room rentals at the Central Library. • Offered workshops for Teens and Adults on coffee, crafting and other subjects of interest. • Conducted a variety of Escape Room programs for all ages. FY 2019/20 Goals • Enhance educational support for children and families at all Library locations. • Expand learning opportunities for adult learners through Literacy Services programs. • Continue to grow and expand the Library's digital collections. • Continue to actively fundraise and work with Library support groups to enhance fundraising activities and opportunities. • Continue to pursue grants in support of all Library programs and services. • Expand social media outreach to promote events and Library services. • Expand partnerships with City Departments and community groups to widen offerings at the Library. • Enhance and support a diverse schedule of programs and learning opportunities for all ages. 262 Library Services Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,955,336 1,997,100 1,487,611 2,058,153 2,051,333 1,989,084 -3.36% Salaries, Temporary 632,852 610,939 449,817 670,553 738,879 676,300 0.86% Salaries, Overtime 418 169 236 Leave Payouts 11,644 15,912 10,839 Benefits 1,099,910 1,228,801 993,255 1,329,363 1,329,363 1,447,690 8.90% PERSONNEL SERVICES 3,700,160 3,852,921 2,941,758 4,058,069 4,119,575 4,113,074 1.36% OPERATING EXPENSES Utilities 60,300 33,575 69,965 69,965 59,821 -14.50% Equipment and Supplies 624,081 649,029 513,262 291,698 997,390 364,178 24.85% Repairs and Maintenance 86,827 65,047 44,571 68,550 69,950 68,550 0.00% Conferences and Training 731 720 150 1,000 1,000 1,000 0.00% Professional Services 15,020 7,487 50,000 100.00% Other Contract Services 171,409 177,068 146,608 192,050 192,050 192,050 0.00% Expense Allowances 6,051 5,995 4,500 6,000 6,000 6,000 0.00% Other Expenses 16 10 31 OPERATING EXPENSES 904,135 965,656 742,697 629,263 1,336,355 741,599 17.85% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442.881 442,881 442.881 442,881 442,881 0.00% NON-OPERATING EXPENSES 442,881 442,881 442,881 442,881 442,881 442,881 0.00% Grand Total(s) 5,047,176 5,261,458 4,127,337 5,130,212 5,898,811 5,297,554 3.26% General Fund 4,520,333 4,689,274 3,726,246 5,004,994 4,993,352 5,031,733 0.53% Other Funds 526,843 572,184 401,091 125,218 905,459 265,821 112.29% Grand Total(s) 5,047,176 5,261,458 4,127,337 5,130,212 5,898,811 5,297,554 3.26% Personnel Summary 28.25 28.25 28.25 28.25 28.25 28.25 0. 00 263 Library Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 1,954,137 1,996,378 1,486,734 2,058,153 2,032,267 1,989,084 -3.36% Salaries, Temporary 553,161 527,363 388,544 661,300 661,300 666,300 0.76% Salaries, Overtime 418 169 236 Leave Payouts 11,644 15,912 10,839 Benefits 1,097.124 1,225,735 991,088 1,329,363 1,329,363 1,447,690 8.90% PERSONNEL SERVICES 3,616,484 3,765,558 2,877,441 4,048,816 4,022,930 4,103,074 1.34% OPERATING EXPENSES Utilities 4,000 4,000 4,000 0.00% Equipment and Supplies 187,914 228,890 210,064 241,698 255,942 214,178 -11.39% Repairs and Maintenance 79,827 60,665 44,571 68,550 68,550 68,550 0.00% Conferences and Training 731 720 150 1,000 1,000 1,000 0.00% Professional Services 15,020 7,487 Other Contract Services 171,409 177,068 146,608 192,050 192,050 192,050 0.00% Expense Allowances 6,051 5,995 4,500 6,000 6,000 6,000 0.00% Other Expenses 16 10 31 OPERATING EXPENSES 460,968 480,835 405,924 513,298 527,542 485,778 -5.36% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442,881 442,881 442,881 442,881 442,881 0.00% NON-OPERATING EXPENSES 442,881 442,881 442,881 442,881 442,881 442,881 0.00% Total 4,520,333 4,689,274 3,726,246 5,004,994 4,993,352 5,031,733 0.53% Personnel Summary 28.25 28.25 28.25 28.25 28.25 28.25 0.00 264 Library Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration & Building Management PERSONNEL SERVICES Salaries, Permanent 622,433 623,930 442,654 649,579 649,579 630,678 -2.91% Salaries,Temporary 170,106 155,211 110,094 155,660 155,660 155,660 0.00% Salaries, Overtime 418 61 236 Leave Payouts 10,470 13,108 7,743 Benefits 317,295 345,218 273,386 372,915 372,916 411,991 10.48% PERSONNEL SERVICES 1,120,721 1,137,528 834,113 1,178,154 1,178,155 1,198,329 1.71% OPERATING EXPENSES Equipment and Supplies 49,767 47,835 43,859 51,300 51,300 51,300 0.00% Repairs and Maintenance 56,175 58,599 41,583 66,200 66,200 66,200 0.00% Conferences and Training 656 720 1,000 1,000 1,000 0.00% Professional Services 15,020 7 Other Contract Services 120,970 153,042 123,607 157,600 157,600 157,600 0.00% Expense Allowances 6,051 5,995 4,500 6,000 6,000 6,000 0.00% Other Expenses 16 10 31 OPERATING EXPENSES 248,655 266,208 213,580 282,100 282,100 282,100 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442,881 442,881 442,881 442,881 442,881 0.00% NON-OPERATING EXPENSES 442,881 442,881 442,881 442,881 442,881 442,881 0.00% Total 1,812,258 1,846,617 1,490,575 1,903,135 1,903,135 1,923,310 1.06% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The increase in Personnel Services is mostly due to the increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Director of Library Services 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Principal Librarian 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Librarian 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Library Facilities Coordinator 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Librarian 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Library Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1 0.00 Total 7.00 7.00 7.00 7.00 7.00 7.00 1 0.00 265 Library Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Public and Information Services PERSONNEL SERVICES Salaries, Permanent 8,979 Salaries, Temporary 22,570 90,500 90,500 90,500 0.00% Benefits 1,930 PERSONNEL SERVICES 33,479 90,500 90,500 90,500 0.00% OPERATING EXPENSES Utilities 4,000 4,000 4,000 0.00% Equipment and Supplies 2,819 10,000 10,000 10,000 0.00% Repairs and Maintenance 2,988 2,350 2,350 2,350 0.00% Other Contract Services 11.100 11.100 11.100 0.00% OPERATING EXPENSES 5,807 27,450 27,450 27,450 0.00% Total 39,287 117,950 117,950 117,950 Significant Changes On September 5, 2017 the City Council approved to expand Library services by adding four (4) hours on Sunday. Fiscal Year 2017/18 reflects a nine-month fiscal year. 266 Library Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Public Services & Community Outreach PERSONNEL SERVICES Salaries, Permanent 794,267 815,911 609,742 816,973 791,087 775,727 -5.05% Salaries, Temporary 218,587 211.858 148,857 237,829 237,830 238,430 0.25% Leave Payouts 1,174 2,804 3,095 Benefits 488,092 536,232 432,147 572,085 572,085 608,700 6.40% PERSONNEL SERVICES 1,502,121 1,566,805 1,193,841 1,626,887 1,601,002 1,622,857 -0.25% OPERATING EXPENSES Equipment and Supplies 3,110 13,689 8,482 9,900 23,900 9.900 0.00% Repairs and Maintenance 5,160 OPERATING EXPENSES 8,270 13,689 8,482 9,900 23,900 9,900 0.00% Total 1,510,391 1,580,494 1,202,323 1,636,787 1,624,901 1,632,757 Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. This reduction is partially offset by the increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Senior Librarian 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Librarian 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Senior Library Specialist 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Literacy Program Specialist 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Library Specialist 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Library Services Clerk 3.50 3.50 3.50 3.50 3.50 3.50 0.00 Media Services Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1 0.00 Total 12.25 12.25 12.25 12.25 12.25 12.25 1 0.00 267 Library Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Technology&Support Services PERSONNEL SERVICES Salaries, Permanent 390,836 389,330 308.613 417.216 417,216 408,173 -2.17% Salaries, Temporary 134,266 135,760 95.514 147.311 147,310 151,710 2.99% Salaries, Overtime 108 Benefits 208,450 238,748 202,877 271,753 271,753 300,298 10.50% PERSONNEL SERVICES 733,552 763,946 607,004 836,280 836,279 860,181 2.86% OPERATING EXPENSES Equipment and Supplies 105,753 138,066 132,109 140,998 141,242 113,478 -19.52% Repairs and Maintenance 18,492 2,066 Professional Services 7,480 Other Contract Services 50,439 24,026 23,001 23,350 23,350 23.350 0.00% OPERATING EXPENSES 174,684 171,638 155,110 164,348 164,592 136,828 -16.74% Total 908,235 935,584 762,114 1,000,628 1,000,872 997,009 -0.36% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The increase in Personnel Services is mostly due to the increase in State mandated minimum wage and the increased cost of benefits. Reductions in Operating Expenses are part of a citywide effort to realign budgets. FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Senior Librarian 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Librarian 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Library Services Clerk 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Total 6.00 6.00 6.00 6.00 6.00 6.00 1 0.00 268 Library Services Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Youth Services & Family Programming PERSONNEL SERVICES Salaries, Permanent 146,601 167,208 116,746 174,385 174,385 174,506 0.07% Salaries, Temporary 30,202 24,534 11,508 30,000 30,000 30,000 0.00% Benefits 83.287 105,538 80,748 112,609 112.609 126,701 12.51% PERSONNEL SERVICES 260,090 297,279 209,002 316,994 316,994 331,207 4.48% OPERATING EXPENSES Equipment and Supplies 29.284 29,300 22,795 29,500 29.500 29,500 0.00% Conferences and Training 75 150 OPERATING EXPENSES 29,359 29,300 22,945 29,500 29,500 29,500 0.00% Total 289,449 326,579 231,947 346,494 346,494 360,707 4.10% Significant Changes The increase in Personnel Services is mostly due to the increased cost of benefits. FY 2015116 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Senior Librarian 1.00 1.00 1.00 1 00 1.00 1.00 0.00 Library Services Clerk 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Total 3.00 3.00 3.00 3.00 3.00 3.00 0.00 269 Library Services Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations, Grants, and Equipment Replacement PERSONNEL SERVICES Salaries, Permanent 1,199 722 877 19,066 Salaries, Temporary 79,691 83,576 61,273 9,253 77,579 10,000 8.07% Benefits 2,786 3,065 2,168 PERSONNEL SERVICES 83,676 87,363 64,318 9,253 96,645 10,000 8.07% OPERATING EXPENSES Utilities 60,300 33,575 65,965 65,965 55,821 -15.38% Equipment and Supplies 436,167 420,139 303,198 50,000 741,448 150,000 200.00% Repairs and Maintenance 7,000 4,382 1,400 Professional Services 501000 100.00% OPERATING EXPENSES 443,167 484,821 336,773 115,965 808,813 255,821 120.60% Total 526,843 572,184 401,091 125,218 905,459 265,821 112.29% Significant Changes The Library is participating in the CENIC network for access to the CaIREN Internet backbone, providing high speed bandwidth to the UC, CSU, Research Institutions, K-12 and all public libraries in California. Discounts for connections to CaIREN come through the Federal E-rate program, and the discounts are received as reimbursements from CENIC. Library Development Impact fees are allocated to the Library collection and for the development of a Facilities Master Plan. The Library applies for a variety of grants each year. Grant awards vary a great deal depending on the State and Federal budgets. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00229 Library Dev Impact 66,974 209,731 530,671 60,000 60,000 200,000 140,000 00239 CDBG^ 9,253 9,253 10,000 10,000 00880 Library Equipment 302 156 66 00985 State Literacy Grant 18,000 53,357 39,441 57,441 (57,441) 01223 LSTA Pitch Grant 15/16 19,572 01226 State Literacy Grant 15/16 35,357 356 10,000 01246 CENIC E-rate 6,502 55,821 65,965 65,965 55,821 (10,144) ^CDBG Fund is managed by the City Manager's Department. However,program funds are allocated across multiple departments. Funding reflected here only pertains to the Library Services Department. Total 140,205 270,102 645,252 135,218 193,406 265,821 72,4 55 270 Library Services Adopted Budget- FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year LIB Library Services ADM Administration&Building Mgt 10050101 Library Services Administration 790,099 811,525 641,678 830,674 830,674 848,145 2.10% 10050201 Security 55,934 68,614 51,642 69,750 69,750 69,750 0.00% 10050206 Facility Rentals 254,885 236,198 135,644 254,257 254,257 253,768 -0.19% 10050501 Facilities Maintenance 268,459 287,397 218,730 305,573 305,573 308,766 1.04% 10050999 General Fund Library Svcs Trfs 442,881 442,882 442,881 442,881 442,881 442,881 0.00% ADM Administration&Building Mgt 1,812,258 1,846,617 1,490,575 1,903,135 1,903,135 1,923,310 1.06% PIS Public and Information Service 10050207 Sunday Hours 39,287 117,950 117,950 117,950 0.00% PIS Public and Information Service 39,287 117,950 117,950 117,950 0.00% PSC Public Services&Comm. Outreach 10050202 Public Service 869,775 892,741 688,707 912,278 900,392 903,097 -1.01% 10050401 Main Street Branch 130,497 159,044 107,717 161,558 161,558 165,422 2.39% 10050402 Banning Branch 37,809 17,311 16,110 21,775 21,775 21,775 0.00% 10050403 Helen Murphy Branch 122,036 144,582 112,511 149,603 149,603 153,255 2.44% 10050404 Oakview Branch 134,639 147,186 107,668 142,480 142,480 146,188 2.60% 10050601 Adult Literacy 215,635 219,630 169,610 249,093 249,093 243,020 -2.44% PSC Public Services&Comm. Outreach 1,510,391 1,580,494 1,202,323 1,636,787 1,624,901 1,632,757 -0.25% YSF Youth Services& Family P m 10050203 Children's Library 289,449 326,579 231,947 346,494 346,494 360,707 4.10% YSF Youth Services& Family P m 289,449 326,579 231,947 346,494 346,494 360,707 4.10% TSS Technology&Support Services 10050152 Technical Services 442,224 434,955 369,460 467,636 467,880 476,706 1.94% 10050204 Circulation 124,940 131,128 90,302 143,660 143,660 148,060 3.06% 10050301 Acquisitions 341,070 369,501 302.352 389,332 389.332 372,243 -4.39% TSS Technology& Support Services 968,235 935,584 762,114 1,000,628 1,000,872 997,009 -0.36% Other Funds 10350101 Donations Library 37,914 37,911 8,370 120,497 10350102 Donations Adult Books 211,336 220,052 179,694 317,469 10350103 Donations Children's Library 83,935 89,181 56,439 105,529 10350104 Donations Oakview Library 7,239 8,402 5,836 32,883 10350105 Donations Literacy 8,464 19,874 (2,233) 16,732 10350401 Donations Main St Branch 4,434 21,057 28,943 10350402 Donations Banning Branch 3,651 10350403 Donations Murphy Branch 226 121950601 Oakview Family Literacy 9,500 122350101 LSTA Pitch Grant 15/16 4,583 122650602 State Literacy Grant 15/16 53,357 122650603 CLSA Innovation Station 2018 9,867 123550601 Oakview Family Literacy 9,253 124650001 CENIC E-Rate 60,300 33,575 65,965 65,965 55,821 -15,38% 22950001 Library Dev Impact 92,672 53,806 50,313 50,000 150,000 200,000 300.00% 23850002 EOC 2-Winter Storm 2017 1,076 23950742 17/18 Oakview Family Literacy 9,253 9,253 -100.00% 23950842 18/19 Oakview Family Literacy 10,000 10,000 100.00% 98550603 State Literacy Grant 16/17 9,533 43,810 98550604 State Literacy Grant 17/18 7,462 49,977 98550605 State Literacy Grant 18/19 57,441 Other Funds 526,843 572,184 401,091 125,218 905,459 265,821 112.29% General Fund 4,520,333 4,689,274 3,726,246 5,004,994 4,993,352 5,031,733 0,53% Other Funds 526,843 572,184 401,091 125,218 905,459 265,821 112.29% Grand Total(s) 5,047,176 5,261,458 4,127,337 5,130,212 5,898,811 5,297,554 3.26% 271 Intentionally Lef t Blank 272 City of Huntington Beach Police Adopted Budget — FY 2019/20 Police Chief sistant Chief of Police Administrative Assistant - II UNIFORM INVESTIGATIONS (ADMINISTRATIVE OPERATIONS Police Captain Police Captain Police Captain PATROL INVESTIGATIONS PROFESSIONAL STANDARDS Police Lieutenant(5) Police Lieutenant Police Lieutenant Police Sergeant(13) Police Sergeant(3) Police Sergeant(2) Police Officer(120) Police Officer(22) Police Officer(2) Police Recruit(4) Forensic Systems Specialist Community Services Officer(4) Crime Analyst SUPPORT SERVICES Police Services Specialist Police Administrative Services Division TRAFFIC Community Services Officer(4) Manager Police Lieutenant Facilities Maintenance Crewleader Police Sergeant(3) NARCOTICSNICE/INTEL/CTF Community Relations Specialist Police Officer(19) Police Lieutenant Police Records Specialist Police Sergeant(3) RECORDS Police Officer(11) Police Records Administrator AIR SUPPORT Police Services Specialist Police Records Supervisor(3) Police Sergeant Community Services Officer Police Records Specialist(10) Police Officer(6) Police Records Technician(6) Senior Helicopter Maintenance OCIAC TASK FORCE Police Services Specialist(5) Technician(2) Police Officer Police Systems Coordinator PARKING ENFORCEMENT JAIL TRAINING Parking/Traffic Control Supervisor Detention Administrator Police Sergeant Parking/Traffic Control Officer(16) Detention Shift Supervisor(4) Police Officer Detention Officer,Nurse(4) Police Services Specialist SPECIAL ENFORCEMENT Deterion Officer(9) Police Sergeant(2) ALARMS Police Officer(8) Police Services Specialist PERSONNEL Personnel Analyst Principal Police Services Specialist BUDGET/PAYROLL Administrative Analyst Senior Accounting Technician II (3) COMMUNICATIONS Police Communications Manager Communications Supervisor(6) Communications Operator(18) GENERAL SFRVICES/PROPFRTY EV_IDF_NCF Property and Evidence Supervisor Property and Evidence Officer(3) CRIME I AR Police Photo/Imaging Specialist Latent Fingerprint Examiner(2.50) Police Services Specialist Crime Scene Investigator(2) Community Services Officer(4) 273 Police Department Descriptions The Police Department is responsible for responding to and investigating all aspects of criminal activity occurring within the City of Huntington Beach. The Department responds to residential, commercial, industrial, and recreational locations and spaces in order to document and stop criminal activity. The Department performs these public safety efforts through community education efforts and aggressive enforcement of all applicable laws. The Department performs initial and follow-up investigation on suspected crimes occurring in the City and conducts forensic examinations on many types of evidence. The Department also monitors and facilitates orderly ingress/egress throughout the City through aggressive enforcement of both vehicular and pedestrian traffic within the City's boundaries. Police Chief The Police Chief is responsible for the overall leadership and coordination of department operations. The Department is divided into four Divisions: Uniform, Investigation, and Administrative Services. Assistant Chief The Assistant Chief assists and reports directly to the Police Chief. The Assistant Chief is responsible for the overall day to day operations of the Police Department. Administrative Operations Division The Administrative Operations Division provides the maintenance of the police buildings, budget oversight that supports all the programs in the Police El 110 Department and the operations of the Jail Bureau. The Division includes the 04 "60 = following bureaus and units: Facilities, Budget/Payroll, and Jail. Primary duties include: managing the use of budgeted funds, keeping accurate payroll ®j1p records, and performing maintenance of the police facility and three substations. The Jail Bureau is responsible for processing, housing, and transporting inmates of the Department, as well as other contract law enforcement agencies. Professional Standards Unit/Training/Community Support The Professional Standards Unit/Training/Community Support reports directly to the Police Chief. The Professional Standards Unit is responsible for receiving and managing citizen complaints regarding allegations of employee misconduct, internal affairs investigations, and auditing of police services. The Training Unit is responsible for the training of all sworn officers and Community Support is responsible for promoting police/community partnerships. Uniform Division The Uniform Division is the most visible division of the Police l . Department and performs core law enforcement functions. It is — comprised of both sworn and civilian employees and includes , „ a uniform patrol, traffic enforcement & investigations, Driving Under the Influence enforcement, parking enforcement, _ airborne patrol, the Canine Unit, the Mounted Unit, the Homeless Task Force, the Special Enforcement Team, and Special Events. The Uniform Division is also responsible for the resolution of critical incidents through the use of specialized teams such as S.W.A.T. (Special Weapons and Tactics) and • C.N.T. (Crisis Negotiation Team). Under the Uniform Division there is a Crime Task Force and Gang Unit, which is comprised �- of specialized detectives who track down active, known criminals. The unit also handles criminal series investigations, as well as quality of life issues. 274 Police Department Descriptions "! Investigation Division The Investigation Division includes General Investigations,Special Investigations,and a the Crime Lab. The General Investigation Bureau performs four primary duties: providing investigative follow-up for all non-traffic related crimes; identifying, apprehending, and prosecuting criminal suspects; assisting crime victims and the department in suppression of crime; and the recovery of property. The Special Investigation Bureau enforces laws related to the sales, manufacturing,transportation and use of illegal drugs; reviews and issues permits for a wide variety of regulated businesses; enforces Alcohol Beverage Control laws; maintains criminal intelligence files; investigates Vice-related activity within the city; works collectively with the Orange County Human Trafficking Task Force to identify, investigate and prevent human trafficking. The Investigation Division also has the responsibility of processing - s : and examining computer forensic evidence as well as coordinating similar efforts with -� local and federal agencies. The Crime lab has the responsibility to gather and process evidence, including photographic evidence, DNA, and the recovery of latent fingerprints. Administrative Services Division The Administrative Services Division provides support services to other divisions. Administrative Services includes Alarms, Backgrounds/Hiring, Communications, Personnel, Property/Evidence, and Records. Primary duties include: recruiting/conducting background checks on new yV employees,receiving 9-1-1 calls and routine business requests for police f services, providing a state-of-the-art records keeping function, y purchasing and issuing all equipment, maintaining the inventory of all _ seized property/evidence, tracking and billing for services related to alarm permits, liaising with Orange County Animal Control, and liaising with the City's Information Services Department. ' t Police Performance Measures Uniform Division • Investigate 1,528 traffic collisions (720 injuries and 8 fatalities). • Issue 11,869 traffic citations. • Identify, interdict, and arrest 658 DUI offenders. • Issue 54,579 parking citations. • Conduct over 3,300 second level parking citation reviews. _ 275 Police Performance Measures Investigation Division • Investigate 2,775 crimes against persons. " • Investigate 7,600 property crimes. • Investigate 1,465 economic crimes. • Investigate five Internet crimes against children. • Receive 1,725 Cop Logic online crime reports. • Perform 16,000 crime analyses to identify trends and assist in detecting suspects. • Assist 420 domestic violence victims through the Victim Assistance ` u Program. • Investigate 74 narcotic related citizen complaints. • Review and process 332 Entertainment, Facility Use, Massage, ABC and Conditional Use Permits. Administrative Operations Division • Book,fingerprint, photograph, and house over 6,500 arrestees. • Document,fingerprint, and update photos of over 240 drug and sex registrants. • Copy over 650 hours on video for investigation and prosecution. • Collect DNA from over 375 felony arrestees for the State Database. • Collect over 720 blood, breath, and urine samples for evidence. • Secure, feed and care for an average daily population of 15 inmates. • Book, house, and GPS track 23 sentenced Pay-to-Stay/Work Release inmates. • Transport over 2,100 in-custody inmates to the county jail. Administrative Services Division • Conduct 20 recruitments, process 5,000 applications. • Receive/initiate 285,000 incoming/outgoing calls in the 9-1-1 center. • Dispatch officers to 105,239 calls for service. • Create 153,154 calls in the CAD system, documenting officer-initiated activity and calls for service. • Process, disseminate, and enter into the Records Management System (RMS) 21,000 crime, incident, and traffic reports. • Process over 5,000 bookings, including want/warrant checks, RMS entry, and logging/copying. • Process and file 4,800 court packages electronically and 725 physical court packages. • Answer 70,000 incoming/outgoing calls received/initiated in the Records Bureau. • Process 14,000 subpoenas. • Process, secure, and track 16,000 pieces of evidence and property. • Process and dispose of 7,138 pieces of evidence and property. • Process approximately 7,500 alarm permits a year. r • Receive and assist over 5,300 alarm-related calls a year. 1 Professional Standards Unit/Training/Community Support • Respond to 600 media contacts and daily engagement with the community through social media. • Investigate 56 complaints/internal affairs issues. • Arrange 62 on-site training sessions. • Conduct 300 contacts with citizens/groups and organization. 276 Police Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below FY 2017/18 FY 2018/19 FY 2019/20 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Develop more proactive investigative methods Enhance and for monitoring and policing the increase of 290 Modernize Public PC Registrants (Sex Registrants) in the City. Safety Service Increase the number of targeted compliance Delivery checks by at least 10%. Measure: Number of individual compliance checks N/A^ 42 75 Goal: 2. Through a combination of public education, Enhance and Driving Under the Influence(DUI)checkpoints, Modernize Public DUI Saturation Patrols, and the assignment of Safety Service an officer specifically to identify and arrest Delivery impaired drivers, our goal is to reduce DUI involved collisions by another five percent. Measure: % reduction in DUI involved collisions 5% 18% 5% Goal: 3. Develop cooperative investigation method with Enhance and the State of California and the District Modernize Public Attorney's Office for monitoring and enforcing Safety Service regulation of sober living and rehabilitation Delivery homes in the City of Huntington Beach. Measure: Number of sober living home related N/A^ N/A^ 120 investigations ^This is a new measure and has no historical data. 277 [Police Accomplishments & Goals li FY 2018/19 Accomplishments • Implemented the second phase of the Body Worn Camera program. • Planned and implemented the third annual Great Pacific Air Show. • Conducted monthly training for all sworn officers to include firearms training, arrest and control/defensive tactics training, and training in the use and deployment of less lethal devices. • Conducted multiple Citizen's Academy classes in English and Spanish. • Continued utilizing a security guard services contract through the Police Department, providing security guard services to the libraries, parking structures, parks, beaches, and community facilities in Huntington Beach. • Continued education to prevent DUI-related traffic collisions with programs like Know Your Limit, Choose Your Ride, and Every 15 Minutes. • Expanded community involvement engagement and policing efforts with programs like Coffee with a Cop, Police Open House, Tip a Cop, and social media (Did You Know). • Recognized employees with enhanced Department Awards Program sponsored by the Huntington Beach Police and Community Foundation. • Transitioned from Honda to BMW motorcycles to keep up with important safety and technology changes in motorcycles. • Added an additional part-time social worker to help officers work with the homeless population. • Created and implemented an internal Department App to improve communication and efficiencies. • Purchased a new dog for the K-9 Unit to enhance and improve public safety. • Designed a geographical area system assigning each patrol watch commander a specific area to enhance and improve public safety. • Trained CSO and CSI in traffic collision investigations and more complex field investigations. • Implemented the Narcan Program for the safety of police officers and to enhance public safety and lifesaving efforts. • Purchased a truck for use by the Homeless Task Force to assist and help place the homeless. • Assigned one additional detective to the Crimes Against Persons Unit. • Upgraded and modernized detective workstations and computer hardware. • Solved a 1994 Cold Case double homicide investigation resulting in a criminal conviction. • Homicide suspects identified and arrested. • Upgraded to a new 9-1-1 phone system and switched vendors from Frontier to AT&T. FY 2019/20 Goals • Expand to the third phase of the Body Worn Camera program. • Expand the geographical area policing method to better utilize city resources for problem solving and improving quality of life issues. • Continue developing and implementing InTime to interphase with scheduling and payroll. • Improve and enhance the Internal Department App to improve communication throughout the department. • Analyze and assess patrol scheduling to better combat peak times to calls for service. • Develop a long-term plan to investigate and enforce law related to sober living homes. • Implement software to enhance the review of video surveillance to aide in major investigations. • Implement Text to 9-1-1 in the dispatch center. 278 Police Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015116 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 34,323,749 34,654,406 25,765,375 37,010,295 37,033,765 36,135,762 -2.36% Salaries,Temporary 499,772 420,908 348,015 367,098 538,702 367,948 0.23% Salaries, Overtime 5,007,346 5,043,233 4,093,771 3,953,950 4,372,335 4,049,950 2.43% Leave Payouts 1,466,088 1,550,479 1,079,615 Benefits 25,343,062 26,926,178 21,666,643 29,692,140 29,710,235 32,459,909 9.32% PERSONNEL SERVICES 66,640,018 68,595,204 52,953,418 71,023,482 71,655,037 73,013,570 2.80% OPERATING EXPENSES Utilities 17,654 31,687 30,413 19,500 19,500 19,500 0.00% Equipment and Supplies 1,105,697 1,575,090 935,471 985,254 1,489,857 1,328,684 34.86% Repairs and Maintenance 1,106,671 939,054 752,048 964,510 986,248 964,510 0.00% Conferences and Training 344,329 337,535 308,983 334,105 335,654 225,767 -32.43% Professional Services 503,872 458,393 391,996 335,825 735,552 335,825 0.00% Other Contract Services 1,727,604 1,790,163 1,569,292 2,279,087 2,355,534 2,189,087 -3.95% Rental Expense 11,420 13,111 7,148 10,884 10,884 10,884 0.00% Payments to Other Governments 962,714 790,602 592,863 928,540 928,540 928,540 0.00% Expense Allowances 331,430 346,883 330,933 367,000 367,000 367,000 0.00% Other Expenses 3,736 10.147 (132) 4,973 4,973 4.973 0.00% OPERATING EXPENSES 6,115,128 6,292,666 4,919,014 6,229,678 7,233,741 6,374,770 2.33% CAPITAL EXPENDITURES Improvements 24,028 Equipment 342,171 88,629 56,895 156,000 295.922 -100.00% Vehicles 109,379 9.347 CAPITAL EXPENDITURES 342,171 222,036 56,895 156,000 305,269 -100.00% NON-OPERATING EXPENSES Transfers to Other Funds 1,200,000 NON-OPERATING EXPENSES 1,200,000 Grand Total(s) 73,097,317 75,109,906 59,129,327 77,409,160 79,194,046 79,388,340 2.56% General Fund 71,638,444 73,542,601 58,417,948 76,906,975 77,214,529 78,574,391 2.17% Other Funds 1,458,873 1,567,305 711,378 502,185 1,979,517 813,948 62.08% Grand Total(s) 73,097,317 75,109,906 59,129,327 77,409,160 79,194,046 79,388,340 2.56% Personnel Summary 364.50 364.50 364.50 364.50 364.50 364.50 0.00 279 Police Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 34,180,909 34,496,499 25,680,525 36,888,464 36,888,464 35,996,561 -2.42% Salaries,Temporary 415,695 336,648 314,933 367,098 367,098 367,948 0.23% Salaries, Overtime 4,588,578 4,714,163 3,888,689 3,893,950 3,893,950 3,893,950 0.00% Leave Payouts 1,466,088 1,550,479 1,079,615 Benefits 25,240,264 26.801,253 21,601,223 29,582,785 29,582,785 32,324,592 9.27% PERSONNEL SERVICES 65,891,535 67,899,042 52,564,986 70,732,297 70,732,297 72,583,051 2.62% OPERATING EXPENSES Utilities 16,885 30,999 29,564 19,500 19,500 19,500 0.00% Equipment and Supplies 933,014 991,550 789,630 945,254 942,590 945,254 0.00% Repairs and Maintenance 1,097,662 915,991 746,666 964,510 986,248 964,510 0.00% Conferences and Training 325,315 322,878 304,313 319,105 319,105 225,767 -29.25% Professional Services 375,118 339,457 282,686 335,825 547,858 335,825 0.00% Other Contract Services 1,689,636 1,772,563 1,569,292 2,279,087 2,355,534 2,189,087 -3.95% Rental Expense 11,420 13,111 7,148 10,884 10,884 10,884 0.00% Payments to Other Governments 962,714 790,602 592,863 928,540 928,540 928,540 0.00% Expense Allowances 331,409 346,883 330,933 367,000 367,000 367,000 0.00% Other Expenses 3,736 10,146 (132) 4,973 4,973 4,973 0.00% OPERATING EXPENSES 5,746,909 5,534,180 4,652,963 6,174,678 6,482,231 5,991,340 -2.97% CAPITAL EXPENDITURES Vehicles 109,379 CAPITAL EXPENDITURES 109,379 NON-OPERATING EXPENSES Transfers to Other Funds 1,200,000 NON-OPERATING EXPENSES 1,200,000 Total 71,638,444 73,542,601 58,417,948 76,906,975 77,214,529 78,574,391 2.17% Personnel Summary 364.50 364.50 364.50 364.50 364.50 364.50 0.00 280 Police Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Executive PERSONNEL SERVICES Salaries, Permanent 317,810 322,210 243,318 324,425 324,425 558,003 72.00% Salaries, Overtime 500 1,412 874 Leave Payouts 8,339 8,505 12,757 Benefits 215,007 227,081 187,245 241,595 241.595 435.601 80.30% PERSONNEL SERVICES 541,656 559,208 444,195 566,020 566,020 993,605 75.54% OPERATING EXPENSES Utilities 617 616 432 2,500 2,500 2,500 0.00% Equipment and Supplies 10,879 8,150 9,301 12,500 13,138 12,500 0.00% Repairs and Maintenance 138 144 Conferences and Training 1,577 2,041 27,428 Professional Services 1,190 2,788 1,800 126,298 Other Contract Services 9,800 100,000 90,000 -100.00% Other Expenses 250 36 OPERATING EXPENSES 14,263 13,983 48,941 115,000 231,936 15,000 -86.96% Total 555,919 573,191 493,136 681,020 797,955 1,008,605 48.10% Significant Changes The increase in Personnel Services is due to the reallocation of one Assistant Chief of Police position as well as increased cost of benefits. The change in Permanent Salaries includes the citywide reallocation of the vacancy attrition factor previously included in Non-Departmental. Other Contract Services reduced by $100,000 from prior year due to one-time funding of the implementation of the Management Partners' Study. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Assistant Chief of Police 0.00 0.00 0.00 0.00 1.00 1.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 2.00 2.00 2.00 2.00 3.00 3.00 0.00 281 Police Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administrative Operations PERSONNEL SERVICES Salaries, Permanent 6,157,057 6,317,251 4,792,236 6.845,495 6,845,495 6,668,846 -2.58% Salaries, Temporary 249,489 229,173 253,185 228,408 228,408 229,258 0.37% Salaries, Overtime 1,064,149 988,303 703,301 695,950 695,950 695,950 0.00% Leave Payouts 274,613 280,520 162,256 Benefits 3,869,479 4,336,809 3,370,616 4,554,973 4.554.973 5,040,804 10.67% PERSONNEL SERVICES 11,614,787 12,152,056 9,281,595 12,324,826 12,324,826 12,634,858 2.52% OPERATING EXPENSES Utilities 10,080 19,081 23,204 11,500 11,500 11,500 0.00% Equipment and Supplies 537,320 636,906 476,510 563,144 551,619 563,144 0.00% Repairs and Maintenance 414.374 432,377 404,110 435,346 456,351 435,346 0.00% Conferences and Training 279,078 237,606 195,226 231.705 231,705 138,367 -40.28% Professional Services 118.413 99,478 89,954 57,310 120,119 57,310 0.00% Other Contract Services 1,301,542 1,315,735 1,118,886 1,641,500 1.717,233 1,651,500 0.61% Rental Expense 10,720 12,254 6,398 10,884 10,884 10,884 0.00% Payments to Other Governments 4,896 4,427 19,863 8,540 8,540 8,540 0.00% Expense Allowances 324,173 339,872 325,283 359,700 359,700 359,700 0.00% Other Expenses 2,103 2,472 94 3,000 3,000 3,000 0.00% OPERATING EXPENSES 3,002,699 3,100,208 2,659,529 3,322,629 3,470,651 3,239,291 -2.51% Total 14,617,486 15,252,264 11,941,123 15,647,455 15,795,478 15,874,149 Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Overall increase in Personnel Services is primarily due to increased cost of benefits. Other Contract Services has a net$10,000 increase from prior year. This includes a reduction of $50.000 in the Animal Control Services contract due to current trends and an additional $60,000 for the new False Alarm Reduction Program administration effective July 1, 2019. Operating Expenses have been adjusted as part of a citywide effort to realign budgets. 282 Police Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Administrative Operations (continued) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Police Captain 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Administrative Srvcs Div Mgr 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Sergeant 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Police Officer- 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Police Communications Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Records Administrator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Records Supervisor 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Police Records Specialist 10.00 10.00 10.00 10.00 10.00 10.00 0.00 Police Records Technician 6.00 6.00 6.00 6.00 6.00 6.00 0.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Services Specialist 9.00 9.00 9.00 9.00 9.00 9.00 0.00 Community Services Officer 0.00 0.00 2.00 2.00 4.00 4.00 0.00 Community Relations Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Communications Supervisor-PD 6.00 6.00 6.00 6.00 6.00 6.00 0.00 Communications Operator-PD' 18.00 18.00 18.00 18.00 18.00 18.00 0.00 Crime Scene Investigator 6.00 6.00 4.00 4.00 2.00 2.00 0.00 Latent Fingerprint Examiner 2.50 2.50 2.50 2.50 2.50 2.50 0.00 Police Photo/Imaging Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Property& Evidence Officer 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Property& Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Personnel Analyst Principal 0.00 0.00 0.00 0.00 1.00 1.00 0.00 Administrative Analyst Senior 2.00 2.00 2.00 2.00 1.00 1.00 0.00 Accounting Technician II 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Facilities Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.0 FTE Defunded '"1.0 FTE funded in the Non-Departmental Housing Authority Fund ending in FY 19120, Total 84.50 84.50 84.50 84.50 84.50 84.50 0.00 283 Police Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Investigations PERSONNEL SERVICES Salaries, Permanent 7,423,598 7,578,709 5,697,144 7,808,603 7,808,603 7,490,527 -4.07% Salaries,Temporary 77,167 52,382 45,073 72,924 72,924 72,924 0.00% Salaries, Overtime 710,406 726,350 526,046 709,350 709,350 709,350 0.00% Leave Payouts 326,532 365,687 306,827 Benefits 5,546,942 5,849,164 4,743,293 6,285,372 6,285,372 6,730,255 7.08% PERSONNEL SERVICES 14,084,646 14,572,292 11,318,382 14,876,249 14,876,249 15,003,056 0.85% OPERATING EXPENSES Utilities 3,333 5,886 5,004 4,500 4,500 4,500 0.00% Equipment and Supplies 179,029 134,671 122,252 164,185 177,219 164,185 0.00% Repairs and Maintenance 32,055 16,519 27,319 26,680 29,913 26,680 0.00% Conferences and Training 65 (844) 14,237 300 300 300 0.00% Professional Services 240,206 216,404 189,602 265,870 288,795 265,870 0.00% Other Contract Services 5,303 5,954 35,052 34,320 34,320 34,320 0.00% Rental Expense 597 Expense Allowances 5,446 5,396 4,050 5,700 5,700 5,700 0.00% Other Expenses 1,633 6,924 263 973 973 973 0.00% OPERATING EXPENSES 467,069 391,507 397,253 502,528 541,719 502,528 0.00% Total 14,551,715 14,963,799 11,715,635 15,378,777 15,417,969 15,505,584 0.82% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. The overall increase in Personnel Services are primarily due to increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Police Captain 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Lieutenant 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Police Sergeant' 5.00 5.00 5.00 5.00 6.00 6.00 0.00 Police Officer 35.00 35.00 35.00 35.00 34.00 34.00 0.00 Community Services Officer 5.00 5.00 5.00 5.00 5.00 5.00 0.00 Crime Analyst 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Forensic Systems Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Services Specialist 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Detention Administrator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 9.00 0.00 Detention Officer, Nurse 4.00 4.00 4.00 4.00 4.00 4.00 0.00 1.0 FTE Defunded Total 70.00 70.00 70.00 70.00 70.00 70.00 0.00 284 Police Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Uniform PERSONNEL SERVICES Salaries, Permanent 20,282,443 20,278,330 14,947,827 21,909,941 21,909,941 21,279,185 -2.88% Salaries,Temporary 89,038 55,093 16,675 65,766 65,766 65,766 0.00% Salaries,Overtime 2,813,524 2,998,099 2,658,469 2,488,650 2,488,650 2,488,650 0.00% Leave Payout 856,604 895,767 597,775 Benefits 15.608,836 16,388,199 13,300.069 18.500,845 18.500.845 20,117,932 8.74% PERSONNEL SERVICES 39,650,445 40,615,488 31,520,815 42,965,202 42,965,202 43,951,533 2.30% OPERATING EXPENSES Utilities 2,855 5,416 924 1,000 1,000 1,000 0.00% Equipment and Supplies 205,785 211,823 181,567 205,425 200,615 205,425 0,00% Repairs and Maintenance 651,233 466,957 315,093 502,484 499,984 502,484 0.00% Conferences and Training 44,596 84,075 67,422 87,100 87,100 87,100 0.00% Professional Services 15,309 20,787 1,329 12,645 12,645 12,645 0.00% Other Contract Services 382,791 450,874 405,555 503,267 513,981 503,267 0.00% Rental Expense 700 260 750 Payments to Other Governments 957,818 786,175 573,000 920,000 920,000 920,000 0.00% Expense Allowances 1,791 1,615 1,600 1,600 1,600 1,600 0.00% Other Expenses 498 1,000 1,000 1,000 0.00% OPERATING EXPENSES 2,262,878 2,028,480 1,547,239 2,234,521 2,237,925 2,234,521 0.00% CAPITAL EXPENDITURES Vehicles 109,379 CAPITAL EXPENDITURES 109,379 NON-OPERATING EXPENSES Transfers to Other Funds 1,200,000 NON-OPERATING EXPENSES 1,200,000 Total 41,913,323 42,753,347 34,268,054 45,199,723 45,203,127 46,186,0541 2.18% Significant Changes r rmanent Salaries includes the citywide reallocation of the vacancy attrition factor that was previously included in Non- partmental, an overall increase in the cost of benefits,and is partially offset by the additional Police Lieutenant. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Police Captain 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Police Lieutenant' 7.00 7.00 7.00 7.00 6.00 6.00 0.00 Police Sergeant 19.00 19.00 19.00 19.00 19.00 19.00 0.00 Police Officer- 153.00 153.00 153.00 153.00 153.00 153.00 0.00 Police Recruit^ 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Community Services Officer 3.00 4.00 4.00 4.00 4.00 4.00 0.00 Senior Helicopter Maint Technician 1.00 1.00 1.00 1.00 2.00 2.00 0.00 Helicopter Maintenance Technician 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Parking/Traffic Control Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Parking/Traffic Control Officer 16.00 16.00 16.00 16.00 16.00 16.00 0.00 Police Records Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Secretary 1.00 0.00 0.00 0.00 0.00 0.00 0.00 `1.0 FTE Defunded;FY 18119 includes 1.0 FTE budget exchange to Assistant Chief of Police and is reflected in the Executive Division "8.0 FTEs Defunded 1.0 FTE funded by Office of Traffic Safety Grant. ^4.0 FTEs Defunded Total 208.00 208.00 208.00 208.00 207.00 207.00 0.00 285 Police Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Percent Change Expenditure Object Account Actual Actual Actual Adopted Revised Adopted From Prior Year Inmate Welfare (122), Narcotic Forfeiture State and Federal (212 s 214), Property and Evidence(216) PERSONNEL SERVICES Salaries, Overtime 156,000 100.00% PERSONNEL SERVICES 156,000 100.00% Utilities 769 688 849 Equipment and Supplies 128,429 232,699 2,841 40,000 40,125 90,000 125.00% Repairs and Maintenance 9,010 Conferences and Training 9,931 574 Other Contract Services 29,700 17,601 OPERATING EXPENSES 177,839 251,562 3,690 40,000 40,125 90,000 125.00% CAPITAL EXPENDITURES Equipment 178.758 60,649 56,895 101,000 187.203 -100.00% CAPITAL EXPENDITURES 178,758 60,649 56,895 101,000 187,203 -100.00% Total 356,597 312,212 60,585 141,000 227,328 246,000 74.47% Significant Changes The Police Department participates in the Orange County Regional Narcotics Suppression Program (OCRNSP)with a Police Sergeant and a Police Officer assigned to the task force. The overtime costs will be paid using Federal Asset Forfeiture Fund (212). California Penal Code (CPC) Section 4025 allows the Police Chief to maintain a fund for the benefit, education, and welfare of inmates confined in the City Jail. These funds may also be used for improving inmate housing and environment. The Equipment and Supplies funding ($40,000) is allocated for the annual costs of inmate television services, local daily newspaper, magazines/books, fitness equipment, games, inmate clothing/uniforms, bus passes and clothing for indigent inmates that are being released from the jail. Property and Evidence Fund (216) funding of$50,000 in Equipment and Supplies is to purchase various items; such as computer, trash bins,flooring, and furnishings. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00122 Inmate Welfare Fund 30,418 6.090 3,027 2.400 2 400 4.500 2,100 00212 Narcotics Forfeiture Fed 3,119 28.586 34,854 00214 Narcotic Forfeiture/State 10,418 25,392 11,394 00216 Property and Evidence 62,111 37,711 23,838 Total 106,066 97,779 73,113 2,400 2,400 4,500 1 2,100 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00122 Inmate Welfare Fund 96,147 100,558 99,894 99,894 35,500 64,394 (35,500) 00212 Narcotics Forfeiture Fed 397,591 209,961 244,815 473,051 156,000 317,051 (156,000) 00214 Narcotic Forfeiture/State 277,041 302,433 256,932 166,981 166,981 00216 Property and Evidence 180,438 123,834 147,672 87,352 50,000 37,352 1 (50,000) Total 951,217 736,786 749,313 827,278 241,500 585,778 1 (241,500) 286 Police Adopted Budget -FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Grants(various) PERSONNEL SERVICES Salaries, Permanent 142,840 157,907 84,850 121,831 215,631 139,201 14.26% Salaries,Temporary 84,077 84,261 33,081 101,274 0.00% Salaries,Overtime 418,768 329,070 205,081 60,000 478,385 -100.00% Benefits 102,797 124,924 65,419 109,355 127,450 135,318 23.74% PERSONNEL SERVICES 748,483 696,162 388,432 291,185 922,740 274,518 -5.72% OPERATING EXPENSES Equipment and Supplies 44,254 350,841 142,999 507,141 293.430 100.00% Repairs and Maintenance 23,064 5,382 0.00% Conferences and Training 9,083 14,084 4,671 15,000 16,549 -100.00% Professional Services 128,754 118,936 109,309 54,881 0.00% Other Contracted Services 8,268 132,813 0.00% Expense Allowances 21 0.00% OPERATING EXPENSES 190,380 506,925 262,361 15,000 711,384 293,430 1856.20% CAPITAL EXPENDITURES Improvements 24,028 0.00% Equipment 163,413 27,979 55,000 108,719 -100.00% Vehicles 9,347 0.00% CAPITAL EXPENDITURES 163,413 52,007 55,000 118,066 -100.00% Total 1,102,276 1,255,093 650,794 361,185 1,752,189 567,948 57.25% Significant Changes These grant funds are restricted to providing support for specific programs.The increase in Personnel Services is mostly due to the increased cost of benefits. The AB 109 Public Safety Realigment Fund is funding the difference in pay between a Police Officer and Police Sergeant. Equipment and Supplies includes $32,430 in the AB109 Fund for the Automated License Plate Reader (ALPR) annual subscription, and $261,000 in SLESF Grant(Fund 984)to fund body-worn camera licensing and data storage. FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019120 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year 1.00 FTE Police Officer is reflected in the General Fund/Uniform Division but funded by the OTS Grant. Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 287 Police Adopted Budget -FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants(various) FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00104 School Events 25 (3,077) 1,359 00223 Safe and Sane Fireworks 52 (2,868) 00227 Police Facilities Dev Impact 140,548 256,104 460,256 00750 Alcohol Prevention Services 50,671 00838 Jail Training Grant 10,400 10,455 8,560 9,030 (9,030) 00909 UASI/OCIAC Program 57,538 80,828 27,555 1,474 (1,474) 00955 Prop 69 Funding 4,114 (21) 21,502 00968 SLESF Grant 11/12 559 315 130 00971 Asset Forfeiture 15%State Set 1,970 4,558 1,883 00978 US Secret Services(USSS) 8,500 8,500 9,679 15,321 (15,321) 00979 AB109 Public Safety Realignment 71,354 32,132 34,133 40,000 40,000 00984 SLESF Grant 12/13 397,184 424,629 270,995 261,000 261,000 00988 Human Trafficking 967 00989 OCDETF 9,993 25,000 01213 Office of Traffic Safety 14/15 94,208 01221 Domestic Violence CY2015 37,105 01224 OC Regional Narc Suppression 58,310 52,185 59,031 60,000 60,000 (60,000) 01227 Office of Traffic Safety 15/16 355,439 93,263 01230 AB 109 Reimbursement 16,806 56,240 01231 ABC Grant 15/16 15,989 8,582 01232 Justice Assistance Grant 15/16 25,359 01237 Domestic Violence CY2016 95,424 89,207 01239 Office of Traffic Safety 16/17 359,703 112,810 01244 BSCC 57,088 01245 LE16096860 Dom Violence 2017 152,292 50,535 01249 Office of Traffic Safety 17/18 215,757 232,504 192,995 (192,995) 01250 Domestic Violence2018 85,992 117,151 (117,151) 01252 Office of Traffic Safety 18/19 240,510 240,510 Total 1,427,156 1,730,474 1,360,177 292,504 395,971 541,510 145,539 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00104 School Events 3,077 00223 Safe and Sane Fireworks 2,868 00227 Police Facilities Dev Impact 486,356 742,459 1,202,716 1,202,716 1,202,716 00838 Jail Training Grant 9,639 9,639 9,639 9,639 9,639 00909 UASI/OCIAC Program (27,554) 00955 Prop 69 Funding 10,018 274 276 276 276 00968 SLESF Grant 11/12 74,755 11,757 757 757 757 00971 Asset Forfeiture 15%State Set 66,282 56,745 57,212 28,724 28,724 00978 US Secret Services(USSS) 249 249 249 249 249 00979 AB109 Public Safety Realignment 210,314 188,319 222,452 119,828 26,439 93,389 (26,439) 00984 SLESF Grant 12/13 1,404,277 1,674,185 1,875,475 1,519,559 1,519,559 01224 OC Regional Narc Suppression (3,365) (10,380) 01227 Office of Traffic Safety 15/16 (93,263) 01230 AB 109 Reimbursement 46,771 46,771 01231 ABC Grant 15/16 (8,582) 01237 Domestic Violence CY2016 (59,305) 01239 Office of Traffic Safety 16/17 (112,810) 01244 BSCC 13,053 13,053 01245 LE16096860 Dom Violence 2017 (10,260) 01249 Office of Traffic Safety 17/18 (86,069) 01250 Domestic Violence 2018 16,124 Total 2,103,320 2,582,447 3,358,655 2,881,748 26,439 2,855,309 (26,439) 288 Police Adopted Budget - FY 2019120 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year POL Police ADM Administrative Operations 10070102 Administrative Operations 2,578,776 3,038,251 2,703,029 2,883,927 3,048,210 2,851,315 -1.13% 10070103 Budget 251,702 299,821 232,225 287,713 284,913 292,921 1.81% 10070108 Payroll 234,483 248,627 194,024 225,935 224,936 231,631 2.52% 10070109 Personnel 363,350 307,620 225,378 301,588 301,588 306,613 1.67% 10070111 Community Support 122,838 129,219 50,391 125,944 125,944 118,895 -5.60% 10070112 Professional Standards-Admin 1,307,996 1,296,094 918,523 1,399,156 1,401,156 1,419,826 1.48% 10070151 Alarms 108,877 113,385 87,172 108,511 106,761 171,082 57.66% 10070211 Facilities Maintenance 323,249 361,829 256,711 353,316 354,206 356,168 0.81% 10070301 Property/Evidence 570,831 603,467 451,046 668,915 668,915 672,831 0.59% 10070302 Records 2,443,650 2,343,966 1,999,832 2,720,426 2,717,926 2,824,651 3.83% 10070303 PD-Training 1,215,933 1,398,257 1,097,827 1,470,403 1,459,295 1,438,776 -2.15% 10070402 Crime Lab-Admin 1,413,114 1,372,105 893,739 1,429,610 1,429,610 1,435,372 0.40% 10070501 Communications 3,682,687 3,739,623 2,831,228 3,672,012 3,672,017 3,754,066 2.23% ADM Administrative Operations 14,617,486 15,252,264 11,941,123 15,647,455 15,795,478 15,874,149 1.45% EXE Executive 10070101 Police Admin-Executive 548,461 573,191 493,136 681,020 797.955 1.008.605 48.10% 10070110 Professional Standards 7,458 EXE Executive 555,919 573,191 493,136 681,020 797,955 1,008,605 48.10% INV Investigations 10070203 Detective Bureau 7,641,046 8,026,705 6,200,301 8,075,326 8,097,642 8,057,892 -0.22% 10070204 Narcotics 1,908,283 1,997,999 1,442,345 2,114,727 2,128,142 2,156,209 1.96% 10070206 Vice/Intelligence 2,197,204 2,102,855 1,747,717 2,137,729 2,138,204 2,191,280 2.51% 10070401 Crime Lab 6,895 10070601 Jail 2.798,286 2.836,240 2,325,272 3.050.995 3,053,981 3,100.202 1.61% INV Investigations 14,551,715 14,963,799 11,715,635 15,378,777 15,417,969 15,505,584 0.82% UNI Uniform 10070106 Special Enforcement Bureau 79,627 10070201 Patrol 28,040,290 29,018,801 23,709,030 30,738,998 30,752,242 31,307,897 1.85% 10070202 Traffic 7,927,417 7,854,967 6,161,495 8,616,017 8,616,017 8,861,347 2.85% 10070207 SWAT 91,110 83,407 56,910 87,020 89,180 87,020 0.00% 10070208 Air Support 2,758,369 2,919,445 2,165,526 2,737,104 2,737,104 2,816,829 2.91% 10070209 Parking Enforcement 2,605,077 2,386,578 1,790,320 2,530,967 2,521,467 2,623,343 3.65% 10070210 Crossing Guard 363,720 400,551 369,081 382,118 379,618 382,118 0.00% 10070702 Outside Agency Reimbursement 15,691 10071002 PD-Special Events OT 47,712 89,598 107,500 107,500 107,500 0.00% UNI Uniform 41,913,323 42,753,347 34,268,054 45,199,723 45,203,127 46,186,054 2.18% Inmate Welfare, Narcotic Forfeiture State & Federal, Property&Evidence 12270101 Inmate Welfare Fund 10,237 1,679 3,690 40,000 40,000 40,000 0.00% 21270101 Narcotics Forfeiture-Federal 139,554 216,216 125 156,000 100.00% 21470101 Narcotics Forfeiture-State 56,895 26,000 112,203 -100.00% 21670101 Property&Evidence 206,806 94,317 75,000 75,000 50,000 -33.33% Inmate Welfare, Narcotic Forfeiture State & Federal, Property&Evidence 356,597 312,212 60,585 141,000 227,328 246,000 74.47% Grants various 10370101 Donations Police 4,018 1,832 7,378 12.347 10370102 Donations Police Admin 843 301 1,289 9,177 10470101 School Events 1,359 121570101 Immigration&Customs Enforce 50.000 122170101 LE14076860 Dom Violence 2015 41,297 289 Police Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year 122470101 OC Regional Narc Suppression 56,051 59,200 48.651 60.000 60,000 -100,00% 122770101 Office of Traffic Safety 15/16 448,702 123070101 AB 109 Reimbursement 16,806 9,469 46,771 123170101 ABC Grant 15/16 24,570 123270101 Justice Assistance Grant 15/16 25,359 123770101 LE15086860 Dom Violence 2016 154,729 29,901 123970101 Office of Traffic Safety 16/17 472,513 124170101 Justice Assistance Grant 16/17 25.879 124470101 BSCC 44,035 13,053 124570101 LE16096860 Dom Violence 2017 162,552 40,275 124970101 Office of Traffic Safety 17/18 301.826 231,185 106,926 -100.00% 125070101 Domestic Violence 2018 102,116 101,027 125270101 Office of Traffic Safety 18/19 550,000 240.510 100.00% 125370101 Domestic Violence 2019 203,143 22370101 Safe and Sane Fireworks 73.068 23870002 EOC 2-Winter Storm 2017 1,086 75070101 Alcohol Prevention Services 20,311 83870601 Jail Training Grant 10.400 10,455 8,560 9,030 90970101 UASI -OCIAC Program 2007 54.625 108,382 1,474 95570101 Prop 69 Funding 52.865 9.723 21,500 96870101 SLESF Grant 11/12 63.312 11,130 97170101 Asset Forfeiture 15% State Set 1,000 14,095 1,417 28.488 97870101 US Secret Services(USSS) 8,500 8,500 9,679 15.321 97970101 AB109 Public Safety Realignmen 118,816 54,127 55,000 139,909 66,439 20.80% 98170101 OC Real Estate Trust Fund 12/13 4,717 527 31 98470101 SLESF Grant 12/13 154,724 69,704 15.000 405,524 261,000 1640.00% 98870101 Human Trafficking 967 98970101 OCDETF 9,993 25,000 Grants(various) 1,102,276 1,255,093 650,794 361,185 1,752,189 567,948 57.25% Other Funds 1,458,873 1,567,305 711,378 502,185 1,979,517 813,948 62.08% General Fund 71.638.444 73,542,601 58.417.948 76.906,975 77,214,529 78,574,391 2.17% Other Funds 1,458.873 1,567,305 711.378 502,185 1.979,517 813,948 62.08% Grand Total(s) 73,097,317 75,109,906 59,129,327 77,409,160 79,194,046 79,388,340 2.56% 290 City of Huntington Beach Public Works Adopted Budget — FY 2019/20 Director of Public Works ADMINISTRATION Project Manager Administrative Assistant Senior Accounting Technician Accounting Technician II Administrative Secretary Office Specialist ENGINEERING TRANSPORTATION UTILITIES MAINTENANCEOPERATIONS GENERAL SERVICES Transportation Manager Utilities Manager Operations Manager General Services Manager City Engineer ce9 Maintenance CONSTRUCTION ENGINEERING ENGINEERING/ClP WATER&SEWER ADMINISTRATION j MAINTENANCE ADMINISTRATION GENERAL SERVICES Principal Civ l Engineer Administrative Analyst Senior Administrative Analyst Senior ADMINISTRATION Coonstru ti Manager Water ConservationCoordinalor Administrative Secrete Code Enforcement OfficerI Senior Construction Inspector(3) Senior Engineering Engineer ici Secretary Survey Party Chief Traffic EngineenngTechnidan Field Service Representative Accounting Technician II Field Service Representative Survey Technician II(2) SCADA Coordinator Office Assistant II Office Assistant II SIGNAL&LIGHTS MAINTENANCE SCADA Technician Contract Administrator(3) Warehousekeeper FLEET MAINTENANCE Construction Inspector II Traffic Signal/Light Crewleader LANDSCAPE MAINTENANCE Equipment Su Fleet Operations Supervisor Traffic Signal Electnden(2) Support Assistant ',' Landscape Maintenance Supervisor DESIGN ENGINEERING Traffic Maint Service Worker(2) Stock Clerk Landscape Maintenance Crewleader Equip/Auto Maint.Crewleader(2) Senior Civil Engineer 2 O Admnislrative Secretary Landscape Maint.Leadworker(3) Equip/Auto Maint.Leadworker(3) Office Assistant II 2 Equipment Support Assistant Senior En ineenn Technician SIGNS&MARKINGS O Landscape Equipment Operator g g MAINTENANCE Pest Control Specialist Mechanic III(6) DEVELOPMENT ENGINEERING Signs&Markings Crewleader WATER PRODUCTION/QUALITY Irrigation Specialist Mechanic II(4) Signs Leadworker Water Production Supervisor Principal Civil Engineer FACILITY MAINTENANCE Signs/Markings Equipment er Water Operations Crewleader TREE MAINTENANCE Senor Ovil Engineer(2) Operator Water Operations Leadworker(2) Tree Maintenance Supervisor Facilities Maintenance Supervisor Civil Engineering Assistant Water Systems Technician III(3) Tree Maintenance Crewleader Facilities Maint Crewleader(2) Water Systems Technician II(5) Tree Maintenance Leadworker Facilities Maintenance Technician(3) WATERAND SEWER Electrician ENGINEERING Water Quality Supervisor Tree Equipment Operator Sr.Facilities Maintenance Technician Principal Civil Engineer(2) Water Quality Coordinator Maintenance Service Workeerr Senior Ovil Engineer Cross Connection Control Specialist(2) STREET MAINTENANCE - Civil Engineering Assistant Water Quality Technician Street Maintenance Supervisor Associate Civil Engineer WATER DISTRIBUTION/METERS Street Maintenance Crewleader Assistant Civil Engineer !Water Distribution Supervisor Street Maintenance Leadworker(2) Water Dist,Maint.Crewleader(2) Street Equipment Operator(3) STORM WATER QUALITY Water Dist.Meters Crewleader Maintenance Service Worker(6) Environmental Service Manager Engineering Aide Admin.Environmental Specialist(2) BEACH MAINTENANCE Water Dist.Maint.Leadworker(li) Water Dist.Meters Leadworker(2) Beach Operations Supervisor Water Equipment Operator(4) Beach Maintenance Crewleader(2) Water S arm eWork er Technician 5 O Sr.Facil ties Mai ntenanceTechniaan p I Water Meter ', Beach Equipment Operator(3) Senior Water Meter Reader Beads Maintenance Service Worker Field Service Representative I. Water Meter Reader(2) Accounting Technician II --- - Water Utility Locator WASTEWATER Wastewater Supervisor Wastewater Ops Crewleader Wastewater Ops Leadworker(3) Wastewater Equipment Operator(5) Senor Wastewater Pump Mechanic Wastewater Pump Mechanic Wastewater Maint.Service Worker(7) 291 Public Works Department Descriptions The Public Works Department delivers a wide range of services to the public as well as other City departments. The Department is responsible for the planning, construction, operation and maintenance of the City-owned infrastructure. The infrastructure includes buildings, streets, parks, landscaping, flood control, beach facilities and utilities. Essential services such as water, sewer, drainage, and traffic control systems are operated and maintained 24 hours-a-day. Public Works manages approximately 30 percent of the City's total budget, including three enterprise funds and seven designated funds, as well as the citywide Capital Improvement Program.The six Public Works divisions are committed to providing the highest quality of service to the community. Administration Division Administration provides general planning and management for five Divisions, including policy direction and program evaluation. Administrative staff coordinates interdepartmental and regional program efforts; develops and monitors the budget; assists divisions on specific tasks and projects; and prepares special reports for the City Manager,City Council, Public Works Commission,Citizens Infrastructure Advisory Board and the public. Other functions include personnel matters, clerical coordination, record keeping, accounting, and front office customer service. Specialists maintain the City's infrastructure record-drawings and project information. Engineering Division Engineering processes and coordinates conditions of approval, plan checks, and permits required for the entitlement of private developments. Engineering oversees right-of- way permits, dock modifications, and road use. The Water Quality Section inspects, monitors, and administers the storm water program for compliance with various regulations and s. permits governing urban runoff and storm water. Inspection reviews developer-installed Z infrastructure, landscaping, utility work, and capital improvement projects. The Capital Project Section plans and designs City-funded public improvement projects such as street, sewer, water, and drainage facilities. This program provides construction management services for new public facilities such as parks, recreation centers, fire stations, and beach ` improvements. General Services Division General Services is responsible for facility and fleet maintenance and administers the City's solid waste and recycling contract. Facilities staff perform a variety of maintenance, repair and equipment replacement activities on City facilities including the Civic Center, libraries, fire stations, recreation centers, and the pier. Facilities is responsible for various renovation and infrastructure improvement projects to maintain a safe and comfortable environment for patrons and employees, and preserves the value of facilities and equipment. ASE-certified mechanics provide comprehensive maintenance and repair services on City vehicles and large equipment that range from fire and police vehicles, marine vessels,ATV's to 10-ton dump trucks. General Services'staff manages commercial and residential trash collection programs, recycling and public education programs, and residential trash billing. 292 Public Works Department Descriptions Maintenance Operations Division Maintenance Operations includes beach, landscaping, street, and tree maintenance programs. The Beach Maintenance Section is `z responsible for cleaning the pier, beach,fire rings, bike paths, parking lots, Main Promenade Parking Structure, and Pier Plaza. They're also responsible for cleaning the beaches at Huntington Harbour and Sunset Beach. The Landscape Maintenance Section keeps the City parks, play areas, City facilities, and landscaped medians and roadside areas in a safe and attractive condition. The Street Maintenance Section cleans, maintains, and repairs City streets, sidewalks, and parking lots. The Tree Maintenance Section provides _, ..�`'�_ *�,,� routine and emergency trimming, removal, and planting at City parks, + - ; facilities, and the City's right of way. The division contracts out for most of its services including landscape maintenance, scheduled tree ;M_'" trimming, harbour cleaning, and street sweeping. Staff members respond to requests for service from the public, supervise contract services, and provide support at special events and activities. Transportation Division The purpose of the Transportation Division is to provide a safe and efficient „ . A transportation system supporting vehicular, pedestrian, transit, and bicycle activity while servicing the needs of the community. Transportation -. oversees the design and maintenance of all traffic control devices and pole b lighting on City property. Staff reviews development projects, provides It At advance transportation planning for both local and regional activities, and t responds to public requests related to traffic concerns. The Signal and .- Lighting Maintenance Section provides service to all traffic signals, City -_- streetlights, and parks and sports field lighting. The Signs and Markings Section maintains all required traffic delineation, signage, and pavement z - and curb markings. Staff provides traffic control planning services for City- sponsored special events. " Utilities Division Utilities staff operates and maintains the City's water,wastewater, and storm drain systems. Water services include groundwater and imported water production, reservoir operations, water quality testing, backflow device testing program, distribution line maintenance, and water meter reading and repair services. Wastewater crews ensure City sewer lines and sewer lift stations are always operational. The storm water drainage system directs the flow of storm water and runoff into local channels and outlets by the use of large pump stations. Sewer lift stations, drainage pump stations, and water wells are monitored constantly by sophisticated remote data acquisition and computer control systems. Water conservation education and practices are an important function of this Division. 293 Public Works Ongoing Activities & Projects • Plan, develop, and construct over$27 million in infrastructure public improvement projects. • Respond to thousands of customer phone calls and direct the public to appropriate departments. • Process development project entitlements and plan checks within specified time period. • Issue encroachment permits and grading permits. • Perform over 250 water quality inspections of industrial and commercial facilities. • Inspect new development infrastructure, capital projects, and utility installation and repairs. • Maintain and operate 143 signalized intersections, all City-owned street lights and outdoor lighting at City parks, parking lots and facilities. • Complete 2,000 service work orders for facilities maintenance. • Respond and remove over 1,600 graffiti incidents and 250 hazardous materials incidents annually. • Sweep debris from 29,000 curb miles of public streets and parking lots. • Operate, service, and maintain 15 pump stations for both storm water and urban runoff diversion. • Maintain 3.4 million square feet of landscaping. • Mow, edge, remove trash, and clean play areas for 760 acres in 70 park sites each week. • Inspect and repair over 200 pieces of play equipment, benches, tables, and picnic facilities. • Trim street trees as needed. • Install and maintain traffic signs and markings for 1,120 lane miles of public streets and facilities. • Perform over 9,000 preventative maintenance and mechanical repairs for the City's fleet. • Maintain 1.75 million square feet of facilities. • Read 52,500 customer water meters monthly. • Manage the City's sewer lateral repair program. • Maintain 360 miles of sewer lines and 27 lift stations that pump 9.5 million gallons of sewage daily. • Clean and inspect entire sanitary sewer system on an 18-month cycle. • Clean 2,000 catch basins, drain inlets and 12 miles of channels to comply with State and Federal water quality regulations. • Perform over 30,000 water system water quality tests annually. • Operate and maintain eight water wells, four reservoirs, four booster pump stations, three imported water connections, and over 500 miles of distribution mains in order to provide 28,000 acre-feet of high-quality drinking water. • Coordinate traffic operations and construction work with Caltrans on Beach Blvd and PCH. • Participate in regional transportation issues and activities with adjacent jurisdictions, the Orange County Transportation Authority, and Caltrans. • Maintain and operate 146 traffic signals and over 1,000 street, park, and sports. • Provide 24/7 emergency response for traffic signal operational issues (malfunctions, accidents, natural disasters, etc.). • Provide maintenance and contract management for over 11,500 streetlights. • Clean and maintain the pier and Pier Plaza. • Maintain all beaches, including Huntington Harbour and Sunset Beach. • Sweep and clean beach parking lots and multi-use paths. • Remove debris from 120 fire pits. 294 Public Works Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2019/20 are presented below. FY 2017118 FY 2018/19 FY 2019/20 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1. Process 85% of first development plan Strengthen checks within 20 business days of receipt. Long-Term Financial and Measure: Economic %of first development plan checks 85% 100% 90% Sustainability processed Goal: 2. Award 80%of Capital Improvement Program Enhance and (CIP)projects indicated in the annual CIP. Maintain the Infrastructure Measure: %of CIP projects awarded as indicated 75% 75% 80% Goal: 3. Abate 100% of graffiti on City property within Enhance and three business days of report. Maintain the Infrastructure/ Measure: Enhance and %of graffiti abated within three business 100% 100% 100% Modernize days Public Safety Service Delivery Goal: 4. Complete 90% of work orders and service Enhance and requests within requested schedule. Maintain the Infrastructure Measure: %of work orders completed within 90% 90% 90% requested schedule Goal: 5. Manage Central Warehouse operations with Strengthen a variance of less than one percent of Long-Term inventory value. Financial and Economic Measure: Sustainability %variance of inventory value <1% <1% <1% Goal: 6. Respond to and address 95% of Water Enhance and Quality, NPDES,and Fats,Oils,and Greases Modernize (FOG)complaints within 24 hours. Public Safety Service Measure: Delivery % of water quality complaints responded to 95% 95% 95% and addressed within 24 hours 295 Public Works Accomplishments FY 2018/19 Accomplishments • Obtained grant funding for fiber optics/signal communications. • Completed 2.5 miles of arterial and 8 miles of residential rehabilitation. • Continued to coordinate with OCTA on the 1-405 widening project. • Completed flood pump and engine replacements. • Completed the remodel of the Police Department Building lobby area. • Substantially completed the Peck Reservoir dual drive upgrades. • Completed Carr Park Remediation. • Completed a comprehensive tree evaluation in Central Park. • Completed construction of the new 15l/Atlanta parking lot. • Completed the Well 9 GAC filter project. • 99% on-time for Development turn-around for plan checks. • Completed the rehabilitation of Brookhurst and Magnolia bridges. • Replaced five beach showers. • Provided residential paving, concrete and sidewalk repairs in Maintenance Zone 6. • Rehabilitated 56 landscaped acres in Central Park; including the removal of excess vegetation from Central Park lakes restoring water flow and improving mosquito control. • Implemented a pilot program for organic turf management in Central Park. • Upgraded Central Park trash receptacles and implemented automated collection services. • Worked with Visit HB to complete a citywide wayfinding program. • Completed traffic signal upgrades to improve traffic safety at three intersections. • Constructed 2 miles of new fiber optic communication cable for traffic signal communication. • Updated traffic signal coordination plans for Magnolia and Brookhurst. • Provided plans review, coordination and inspection services for the on-going 1-405 improvement project, including the start of substantial construction of McFadden and Magnolia bridges. • Prepared the Large Event Solid Waste and Recycling Guide for publication. • Began construction of Edgewater Sewer Lift Station and reconstruction of Slater Sewer Lift Station. • Completed design and began construction of Well No. 1 above ground facility. • Obtained OC Water District's approval for full cost recovery for the Well 9 Treatment System. • Replaced three flood control pumps at Adams, Marilyn and Indianapolis flood control stations. • Began and completed construction of OC-35 Water Transmission Main Relocation Project with the West Orange County Water Board as a result of the 1-405 widening by OCTA. • Completed confined space rescue training for Wastewater Section employees. • Completed procurement of back-up pump and motor units for critical sanitary sewer lift stations • Added electric motors to the Peck Reservoir natural gas powered water pumping facility to enhance water distribution system reliability. • Received approval for updating a 200 page Comprehensive Drinking Water Quality Manual from the State of California, Department of Health. • Completed lead sampling and testing at all 40 public school sites prior to state mandated deadline. • Completed cross connection survey inspections at all water production facilities, including wells, reservoirs, booster stations, and flood stations. • Relocated 750 feet of water main on Delaware, south of Atlanta, for street widening project. • Completed residential paving and curb ramps. • Efficiently processed development project entitlements (115) and plan checks in conjunction with other development services sections within the City. • Issued 613 encroachment permits, 47 grading permits, and achieved 100% on-time turnaround on first plan checks. • Completed 1,900 facilities work orders and 1,300 graffiti abatement requests. • Fleet completed 4,184 work orders, 2,363 preventive maintenance services, and 2,163 general repair services. 296 �Pubfic Works Goals FY 2019/20 Goals • Complete a 1-year evaluation of financial impacts acquiring 11,000 streetlights from SCE, converting them to LED fixtures, and assuming maintenance responsibilities. • Modernize the Traffic Management Center to expand monitoring capabilities and functionality. • Provide City support and monitoring services for the on-going 1-405 Improvement Project. • Complete restriping of Warner Avenue. • Develop life cycle cost analysis of City fleet inventory. • Maintain 100% Automotive Service Excellence (ASE) Certified Mechanic staffing and retain ASE Blue Seal Certified facility. • Develop Facilities Deferred Maintenance Programs. • Continue to build facilities equipment inventory database and replacement schedules. • Provide residential paving, curb, curb ramp and sidewalk repairs in Maintenance Zone 9. • Continue Central Park rehabilitation. • Award and implement seven new landscape maintenance contracts. • Purchase re-usable special event recycling receptacles using CalRecycle grant funds and distribute through our franchised hauler for use at large events. • Complete construction of Water Well 1A. • Prepare and present Public Health Goals report to the Public Works Commission. • Continue to work with the State Health Dept. to obtain certification for the Utilities Division Microbiology Laboratory as a State Health approved laboratory for microbiology analysis. • Complete the reconstruction of Edgewater Sewer Lift Station. • Clean over 350 miles of sanitary sewer mains. • Inspect over 100 miles of sanitary sewer mains via Closed Circuit TV. • Replace pump and motor unit at the Meredith Flood Control Station which will complete the pump and motor replacement program for all flood control facilities. • Complete the annual Arterial Roadway Rehabilitation Project. • Efficiently process development project entitlements and plan checks in conjunction with other development services sections within the City. • Complete construction of Peck Booster Station Dual Drive and Well 7 Security Project. • Extend 125' of 16" pipeline from Well 9 on Warner Ave and connect to the Distribution System. • Complete Automated Meter Infrastructure (AMI) installations. • Conduct cross connection survey inspections at all water production facilities, including wells, reservoirs, booster stations, and flood stations. • Complete residential paving, concrete, and sidewalk repairs in Maintenance Zone 6. • Update the Downtown Business Improvement District Memorandum of Understanding. 297 Intentionally Left Blank 298 Public Works Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds 7777-71 PERSONNEL SERVICES Salaries, Permanent 14,705,571 14,981,039 11,795,827 17,121,151 17,121,151 16,933,125 -1.10% Salaries,Temporary 291,438 260,403 315,387 790,157 790,157 683,471 -13.50% Salaries,Overtime 759,437 756,728 616,180 725,430 725,200 730,410 0.69% Leave Payouts 764,663 761,434 633,203 Benefits 8.768.681 9.898.935 7.719.282 10.988,371 10.988,371 12.268.631 11.65% PERSONNEL SERVICES 25,289,791 26,658,539 21,079,879 29,625,109 29,624,879 30,615,637 3.34% OPERATING EXPENSES Utilities 967,484 741,446 500,563 1,140,600 1,140,600 1,138,100 -0.22% Purchased Water 13,900,844 19,321,530 11,106,076 17,000,000 17,000,000 17,900,000 5.29% Equipment and Supplies 2,550,031 2,891,139 2,422,385 3,693,028 3,743,827 3,649,300 -1.18% Repairs and Maintenance 11,291,387 11,440,787 9,394,558 12,640,516 13,491,737 13,730,345 8.62% Conferences and Training 128,180 153,811 126,472 210,100 230,715 209,100 -0.48% Professional Services 1,781,742 2,087,542 1,708,471 2,063,200 2,561,680 2,143,720 3.90% Other Contract Services 11,230,771 11,063,556 8,559,506 11,720,644 11,907,935 11,906,092 1.58% Rental Expense 17,728 16,072 38,097 37,000 37,000 37,000 0.00% Insurance 9,113 9,509 4,431 9,500 9,500 9,500 0.00% Payments to Other Governments 37,470 46,253 18,004 42,000 42,000 42,000 0.00% Interdepartmental Charges 8,055,060 7,407,933 6,068,500 8,670,822 8,670,822 8,795,391 1.44% Expense Allowances 77,135 77,608 63,499 84,300 84,300 86,300 2.37% Other Expenses 1,200,058 1,096,865 409,068 1,356,130 1,348,830 1,431,490 5.56% OPERATING EXPENSES 51,247,002 56,354,051 40,419,630 58,667,840 60,268,946 61,078,338 4.11% CAPITAL EXPENDITURES Land Purchase Improvements 25,573,258 15,754,229 16,493,237 20,004,936 63,037,508 18,458,824 -7.73% Equipment 4,269,273 2,499,761 258,464 1,620,000 1,620,000 300,000 -81.48% Vehicles 880,427 463,386 609,914 587,000 624,000 645,000 9.88% Software-Capital 15,000 15,000 23,000 53.33% Capitalized PP&E Offset 5,360,245 3,264,243 7.610.912 CAPITAL EXPENDITURES 25,362,713 15,453,133 9,750,703 22,226,936 65,296,508 19,426,824 -12.60% NON-OPERATING EXPENSES Debt Service Expenses 23,592 680,000 2,070,433 1,470,000 116.18% Transfers to Other Funds 314,711 271,354 58,062 50,500 50,500 50,500 0.00% Depreciation 5,366,596 5,397,473 4,037,258 Prior Period Adjustment 19.769 NON-OPERATING EXPENSES 5,681,307 5,668,827 4,138,681 730,500 2,120,933 1,520,500 108.15% Grand Total(s) 107,580,813 104,134,550 75,388,893 111,250,385 157,311,266 112,641,299 1.25% General Fund 21,478,006 22,131,467 19,049,855 25,756,991 25,990,778 25,964,567 0.81% Other Funds 86,102,807 82,003,083 56,339,038 85,493,394 131,320,488 86,676,732 1.38% Grand Total(s) 107,580,813 104,134,550 75,388,893 111,250,385 157,311,266 112,641,299 1.25% Personnel Summary 199.00 199.00 207.00 207.00 207.00 207.00 0.00 299 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016117 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 6,630,282 6,794,446 5,641,996 8,196,027 8,196,027 7,982,823 -2.60% Salaries,Temporary 67,299 51,283 189,629 428,707 428,707 336,921 -21.41% Salaries,Overtime 327,927 283,608 281,311 315,680 315,450 310,660 -1.59% Leave Payouts 268,717 317,144 312,484 Benefits 3,915,748 4,228,878 3,896,720 5,184,936 5,184,936 5,812,398 12.10% PERSONNEL SERVICES 11,209,974 11,675,359 10,322,140 14,125,350 14,125,120 14,442,801 2.25% OPERATING EXPENSES Utilities 40 32 2,500 2,500 -100.00% Equipment and Supplies 1,540,695 1,665,500 1,516,279 2,124,150 2,108,924 2,099,350 -1.17% Repairs and Maintenance 7,546,137 7,612,069 6,135,087 8,261,841 8,428,905 8,167,806 -1.14% Conferences and Training 61,524 64,372 30,937 71,100 66,845 71,100 0.00% Professional Services 359,697 406,137 387,079 385,700 479,434 385,220 -0.12% Other Contract Services 268,828 266,320 242,854 271,000 271,000 298,000 9.96% Rental Expense 3,553 715 29,395 12,000 12,000 12,000 0.00% Payments to Other Governments 34,470 44,553 15,904 39,500 39,500 39,500 0.00% Expense Allowances 53,197 51,422 41,663 55,300 55,300 55,300 0.00% Other Expenses 332,792 294,296 287,679 358.050 350,750 342,990 -4.21% OPERATING EXPENSES 10,200,933 10,405,416 8,686,877 11,581,141 11,815,158 11,471,266 -0.95% CAPITAL EXPENDITURES Improvements 192 2,966 CAPITAL EXPENDITURES 192 2,966 NON-OPERATING EXPENSES Transfers to Other Funds 67,099 50,500 37,875 50,500 50.500 50,500 0.00% NON-OPERATING EXPENSES 67,099 50,500 37,875 50,500 50,500 50,500 0.00% Total 21,478,006 22,131,467 19,049,855 25,756,991 25,990,778 25,964,567 0.81% Personnel Summary 91.20 91.20 99.20 99.20 99.20 99.20 0.00 300 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 420,666 410,721 326,668 434,458 434,458 425,175 -2.14% Salaries,Temporary 14,043 17,347 12,383 17,000 17,000 17,000 0.00% Salaries,Overtime 88 220 200 200 200 0.00% Leave Payouts 16,949 21,794 18,672 Benefits 215,122 266,759 196,862 257,274 257,274 283,843 10.33% PERSONNEL SERVICES 666,868 716,621 554,804 708,932 708,932 726,218 2.44% OPERATING EXPENSES Equipment and Supplies 14,163 18,347 6,864 18,000 18,000 18,000 0.00% Repairs and Maintenance 3,000 2,375 731 8,000 7,500 6,900 -13.75% Conferences and Training 5,849 4,021 2,819 1,000 1,000 1,000 0.00% Other Contract Services 1,548 1,221 Rental Expense 3,025 Expense Allowances 3,813 3,781 2,770 3,800 3,800 3,800 0.00% OPERATING EXPENSES 28,372 28,524 17,430 30,800 30,300 29,700 -3,57% NON-OPERATING EXPENSES Transfers to Other Funds 50,500 50,500 37,875 50,500 50,500 50,500 0.00% NON-OPERATING EXPENSES 50,500 50,500 37,875 50,500 50,500 50,500 0.00% Total 745,740 795,645 610,108 790,232 789,732 806,418 2.05% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non Departmental and increased cost of benefits. Repairs and Maintenance was adjusted as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Director of Public Works 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Project Manager 0.70 0.70 0.70 0.70 0.70 0.70 0.00 Administrative Assistant 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Accounting Technician II 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Office Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1 0.00 Total 4.95 4.95 4.95 4.95 4.95 4.951 0.00 301 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Engineering PERSONNEL SERVICES Salaries, Permanent 1,394,675 1,482,891 1,133,434 1,433,586 1,433,586 1,362,738 -4.94% Salaries, Temporary 10,818 21,721 13,365 30,150 30,150 31,050 2.99% Salaries, Overtime 61 523 141 6,240 6,240 6,240 0.00% Leave Payouts 14,654 19,627 19,393 Benefits 712,690 773.860 659,130 837,706 837,706 901,887 7.66% PERSONNEL SERVICES 2,132,898 2,298,622 1,825,463 2,307,682 2,307,682 2,301,915 -0.25% OPERATING EXPENSES Equipment and Supplies 46,250 30,075 22,886 9,000 11,384 9,000 0.00% Repairs and Maintenance 162 Conferences and Training 7,628 8,003 5,650 8,500 8,500 8,500 0.00% Professional Services 340,158 348,604 323,464 340,700 371,004 340,700 0.00% Other Contract Services 20,403 12,406 13,560 Expense Allowances 5,161 5,214 4,193 1.000 1,000 1,000 0.00% Other Expenses 316,318 272,841 267.246 333.000 325,700 317.940 -4.52% OPERATING EXPENSES 736,081 677,143 636,999 692,200 717,588 677,140 -2.18% CAPITAL EXPENDITURES Improvements 192 2.966 CAPITAL EXPENDITURES 192 2,966 Total 2,868,979 2,975,957 2,465,428 2,999,882 3,025,270 2,979,054 -0.69% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non Departmental. This reduction is partially offset by mandated California minimum wage increases for part-time employees, as well as the increased cost of benefits. Other Expenses has been adjusted as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year City Engineer 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Principal Civil Engineer 2.00 2.00 2.00 2.00 1.00 1.00 0.00 Environmental Services Manager 0.00 0.00 0.00 0.00 1.00 1.00 0.00 Senior Civil Engineer 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Civil Engineering Assistant 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Construction Manager 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Admin Environmental Specialist 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Survey Party Chief 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Assistant Civil Engineer 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Associate Civil Engineer 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Senior Construction Inspector 1.25 1.25 1.25 1.25 1.25 1.25 0.00 Senior Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Survey Technician II 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Total 13.50 13.50 13.50 13.50 13.50 13.50 0.00 302 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Services PERSONNEL SERVICES Salaries, Permanent 2,025,661 2,102,699 1,519,800 2,216,775 2,216,775 2,166,236 -2.28% Salaries,Temporary 45,750 45,750 21,750 -52.46% Salaries,Overtime 12,058 14,633 21,784 20,320 20,320 15,300 -24.70% Leave Payouts 64,455 59,776 39,682 Benefits 1,227,601 1,324,421 1,094,213 1,431,982 1,431,982 1,604,731 12.06% PERSONNEL SERVICES 3,329,776 3,501,529 2,675,478 3,714,827 3,714,827 3,808,017 2.51% OPERATING EXPENSES Equipment and Supplies 1,098,374 1,278,602 1,208,742 1,629,500 1,629,500 1,629,000 -0.03% Repairs and Maintenance 2,401,219 2,711,754 1,728,589 2,627,626 2,761,848 2,641,126 0.51% Conferences and Training 6,421 5,974 3,461 25,000 20,000 25,000 0.00% Professional Services 14,599 15,481 3,610 20,000 25,000 20,000 0.00% Other Contract Services 246,582 253,913 198,357 196,000 196,000 223,000 13.78% Rental Expense 234 715 2,309 Payment to Other Governments 34,470 44,553 15,904 35,000 35,000 35,000 0.00% Expense Allowances 27,537 27,853 22,550 28,200 28,200 28,200 0.00% Other Expenses 496 202 686 OPERATING EXPENSES 3,829,932 4,339,047 3,184,207 4,561,326 4,695,548 4,601,326 0.88% NON-OPERATING EXPENSES Transfer to Other Funds 3.499 NON-OPERATING EXPENSES 3,499 Total 7,163,207 7,840,576 5,859,685 8,276,153 8,410,375 8,409,343 Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non Departmental and increased cost of benefits.Temporary Salaries and Overtime were adjusted as part of a citywide effort to realign budgets to current spending trends. Repairs and Maintenance and Other Contract Services increased to cover costs for contractual maintenance agreements ($2,000 for Senior Center Fire/Life Safety system maintenance, $21,000 for Senior Center HVAC system maintenance and $27,000 for City Yard custodial service). 303 Public Works Adopted Budget - FY 2019120 Department Budget Summary General Fund Division by Object Account DIVISION General Services (continued) FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year General Services Manager 0.85 0.85 0.85 0.85 0.85 0.85 0.00 Administrative Analyst Senior 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Equip/Auto Maint Crewleader 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Facilities Maint Crewleader 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Equip/Auto Maint Leadworker 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Electrician 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Mechanic III 6.00 6.00 6.00 6.00 6.00 6.00 0.00 Mechanic II 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Plumber 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Facilities Maintenance Technician 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Senior Facilities Maintenance Tech 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Equipment Support Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Fleet Operations Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Administrative Secretary 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Accounting Technician II 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 28.10 28.10 28.10 28.10 28.10 28.10 0.00 304 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Maintenance Operations PERSONNEL SERVICES Salaries, Permanent 1,982,429 1,989,441 2,047,454 3,096,559 3,096,559 3,033,973 -2.02% Salaries,Temporary 15,096 4,125 153,843 312,807 312,807 249,621 -20.20% Salaries,Overtime 214,091 187,588 187,428 186,220 186,220 186,220 0.00% Leave Payouts 136,149 180,681 205,213 Benefits 1,244,961 1,320,075 1,497,341 2,000,196 2,000,196 2,301,164 15.05% PERSONNEL SERVICES 3,592,726 3,681,910 4,091,279 5,595,782 5,595,782 5,770,978 3.13% OPERATING EXPENSES Utilities 40 32 2,500 2,500 -100.00% Equipment and Supplies 206,854 179,664 162,920 361,400 343,790 337,100 -6.72% Repairs and Maintenance 4,505,359 4,182,450 3,647,096 4,547,655 4,581,548 4,469,120 -1.73% Conferences and Training 40,349 44,791 18,893 30,000 30,745 30,000 0.00% Professional Services 1,275 5,675 15,000 18,050 15,000 0.00% Other Contract Services 29,716 75,000 75,000 75,000 0.00% Rental Expense 3,320 24,061 12,000 12,000 12,000 0.00% Payments to Other Governments 4,500 4,500 4,500 0.00% Expense Allowances 10,892 9,233 8,100 16,900 16,900 16,900 0.00% Other Expenses 5,416 3,216 3,866 3,000 3,000 3,000 0.00% OPERATING EXPENSES 4,773,505 4,419,386 3,900,327 5,067,955 5,088,033 4,962,620 -2.08% Total 8,366,231 8,101,296 7,991,605 10,663,737 10,683,815 10,733,598 0.66% Significant Changes In FY 2017/18, Beach Maintenance transfered from the Community Services Department. The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental. Personnel Services was adjusted due to the increased cost of benefits. Temporary Salaries, Utilities, Equipment and Supplies, and Repairs and Maintenance were adjusted as part of a citywide effort to realign budgets to current spending trends. 305 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Maintenance Services (continued) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Maintenance Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Landscape Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Tree Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Beach Operations Supervisor 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Administrative Analyst Senior 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Beach Maintenance Crewleader 0.00 0.00 2.00 2.00 2.00 2.00 0.00 Irrigation Crewleader 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Street Maint Crewleader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Trees Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Trees Maintenance Leadworker 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Street Maint Leadworker 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Landscape Maintenance Leadworker 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Senior Facilities Maintenance Tech 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Landscape Equipment Operator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Irrigation Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Landscape Maint Crewleader 0.00 1.00 1.00 1.00 1.00 1.00 0.00 Beach Equipment Operator 0.00 0.00 3.00 3.00 3.00 3.00 0.00 Street Equipment Operator 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Tree Equipment Operator 3.00 3.00 3.00 3.00 3.00 3.00 0.00 Pest Control Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Beach Maintenance Service Worker 0.00 0.00 1.00 1.00 1.00 1.00 0.00 Maintenance Service Worker 7.00 7.00 7.00 7.00 7.00 7.00 0.00 Administrative Secretary 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Accounting Technician II 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Stock Clerk 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 32.50 32.50 40.50 40.50 40.50 40.50 0.00 306 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Transportation PERSONNEL SERVICES Salaries, Permanent 739,330 744,958 597,740 815,750 815,750 800,068 -1.92% Salaries,Temporary 27,151 7,756 10,038 23,000 23,000 17,500 -23.91% Salaries,Overtime 75,362 54,310 44,374 57,150 56,920 57,150 0.00% Leave Payouts 36,510 35,267 29,523 Benefits 457,159 477,167 399,223 522,830 522,830 569,257 8.88% PERSONNEL SERVICES 1,335,513 1,319,458 1,080,898 1,418,730 1,418,500 1,443,975 1.78% OPERATING EXPENSES Equipment and Supplies 172,479 158,812 114,868 106,250 106,250 106,250 0.00% Repairs and Maintenance 250,417 257,336 524,004 670,900 675,150 653,000 -2.67% Conferences and Training 1,277 1,583 114 6,600 6,600 6,600 0.00% Professional Services 3,665 42,052 54,330 10,000 65,380 9,520 -4.80% Other Contract Services 295 Expense Allowances 5,425 5,341 4,050 5,400 5,400 5,400 0.00% Other Expenses 675 OPERATING EXPENSES 433,559 465,799 697,366 799,150 858,780 780,770 -2.30% Total 1,769,072 1,785,257 1,778,263 2,217,880 2,277,280 2,224,745 0.31% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non Departmental. The increase in Personnel Services is mostly due to the increased cost of benefits. In FY 2017/18, Repairs and Maintenance increased due to the City finalizing the purchase of City street lights from Southern California Edison and taking over responsibility for repairs and maintenance. Temporary Salaries, Repairs and Maintenance and Professional Services were adjusted as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Transportation Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Principal Civil Engineer 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Senior Traffic Engineer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Traffic Engineering Technician 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Signs&Markings Crewleader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Traffic Signal/Light Crewleader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Signs Leadworker 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Traffic Signals Electrician 1,00 1.00 1.00 1.00 1.00 1.00 0.00 Traffic Maint Service Worker 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Total 9.00 9.00 9.00 9.00 9.00 9.00 0.00 307 Public Works Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Utilities PERSONNEL SERVICES Salaries, Permanent 67,521 63,735 16,902 198,897 198,897 194,633 -2.14% Salaries, Temporary 191 334 Salaries, Overtime 26,266 26,554 27,365 45,550 45,550 45,550 0,00% Benefits 58,215 66,596 49,953 134,949 134,949 151,516 12.28% PERSONNEL SERVICES 152,193 157,219 94,220 379,396 379,396 391,698 3.24% OPERATING EXPENSES Equipment and Supplies 2,573 Repairs and Maintenance 385,980 458,153 234.667 407,660 402.860 397,660 -2.45% Expense Allowances 370 Other Expenses 10,562 17,363 15,880 22,050 22,050 22.050 0.00% OPERATING EXPENSES 399,485 475,516 250,547 429,710 424,910 419,710 -2.33% NON-OPERATING EXPENSES Transfers to Other Funds 13.100 NON-OPERATING EXPENSES 13,100 Total 564,778 632,735 344,767 809,106 804,306 811,408 0.28% Significant Changes The change in Permanent Salaries is mostly due to the citywide reallocation of the vacancy attrition factor that was previously included in Non-Departmental and increased cost of benefits. Repairs and Maintenance was reduced as part of a citywide effort to realign budgets to current spending trends. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Wastewater Supervisor 0.10 0.10 0.10 0.10 0.10 0.10 0.00 Water Production Supervisor 0.20 0.20 0.20 0.20 0.20 0.20 0.00 SCADA Technician 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Water Operations Crewleader 0.20 0.20 0.20 0.20 0.20 0.20 0.00 Water Operations Leadworker 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Wastewater Operations Leadworker 0.10 0.10 0.10 0.10 0.10 0.10 0.00 Water Systems Technician III 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Water Systems Technician II 0.70 0.70 0.70 0.70 0.70 0.70 0.00 Wastewater Equipment Operator 0.20 0.20 0.20 0.20 0.20 0.20 0.00 Wastewater Maint Service Worker 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Total 3.15 3.15 3.15 3.15 3.15 3.15 0.00 308 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Traffic Impact (206) PERSONNEL SERVICES Salaries, Permanent 92 28,770 62,496 Benefits 36 10,450 18.338 PERSONNEL SERVICES 128 39,220 80,834 OPERATING EXPENSES Professional Services 68,640 OPERATING EXPENSES 68,640 CAPITAL EXPENDITURES Improvements 495,152 571,580 9.356 3.035.412 CAPITAL EXPENDITURES 495,152 571,580 9,356 3,035,412 Total 563,921 610,800 90,190 3,035,412 Significant Changes No significant changes. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00206 Traffic Impact 114,551 814,496 720,113 100,000 100,000 (100,000) Total 114,551 814,496 720,113 100,000 100,000 (100,000) 309 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Gas Tax Fund (207) PERSONNEL SERVICES Salaries, Permanent 72,801 61,872 5,588 Salaries, Overtime 252 Benefits 29,227 30,384 10,561 PERSONNEL SERVICES 102,028 92,508 16,149 OPERATING EXPENSES Repairs and Maintenance 252,620 499,962 493,796 250,000 100.00% Professional Services 91,446 32,262 1,792 1,998 Expense Allowances 26 Other Expenses 67 OPERATING EXPENSES 344,066 532,250 495,655 1,998 250,000 100.00% CAPITAL EXPENDITURES Improvements 5.391,582 2,292,770 1,782,794 2,718.000 5,154,450 2.900,000 6.70% CAPITAL EXPENDITURES 5,391,582 2,292,770 1,782,794 2,718,000 5,154,450 2,900,000 6.70% NON-OPERATING EXPENSES Transfers to Other Funds 247,612 NON-OPERATING EXPENSES 247,612 Total 6,085,288 2,917,528 2,294,598 2,718,000 5,156,448 3,150,000 15.89% Significant Changes Gas Tax funds are restricted to expenditures on street right-of-way improvements. The FY 2019/20 budget includes funding for residential pavement maintenance. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00207 Gas Tax Fund 3,339,243 3,291,298 2,375,348 3,509,732 3,509,732 3,355,068 (154,664) Total 3,339,243 3,291,298 2,375,348 3,509,732 3,509,732 3,355,068 (154,664) 310 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Measure M Fund (213) PERSONNEL SERVICES Salaries, Permanent 611,878 702,421 400,945 827,353 827,353 843,237 1.92% Salaries, Temporary 604 819 Salaries, Overtime 7,714 20,189 17,444 Leave Payouts 28,627 29,152 17,321 Benefits 343,062 397,110 315,550 481,120 481,120 530,839 10.33% PERSONNEL SERVICES 991,886 1,148,872 752,079 1,308,473 1,308,473 1,374,076 5.01% OPERATING EXPENSES Equipment and Supplies 3,645 4,195 4,671 5,000 6,186 5,000 0.00% Repairs and Maintenance 160,000 250,000 250,000 350,000 40.00% Professional Services 197,366 199,460 130,617 225,000 240,713 200,000 -11.11% Other Contract Services 400 200 Expense Allowances 1,088 1,199 857 OPERATING EXPENSES 202,098 204,854 296,545 480,000 497,099 555,000 15.63% CAPITAL EXPENDITURES Improvements 2,038,980 3.524,676 1,493,153 1.825,000 3,956.296 1.252,000 -31.40% CAPITAL EXPENDITURES 2,038,980 3,524,676 1,493,153 1,825,000 3,956,296 1,252,000 -31.40% Total 3,232,964 4,878,402 2,541,777 3,613,473 5,761,868 3,181,076 -11.97% Significant Changes Measure M Fund receives revenue from a one-half cent sales tax levied in the County of Orange. Expenditures are dedicated to street and traffic improvement projects. Projects budgeted for FY 2019/20 include arterial rehabilitation and residential curb ramps. The increase in Personnel Services is mostly due to the increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Transportation Manager 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Principal Civil Engineer 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Contract Administrator 1.75 1.75 1.75 1.75 1.75 1.75 0.00 Construction Manager 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Senior Engineering Technician 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Senior Traffic Engineer 0.00 0.00 0.00 0.00 1.00 1.00 0.00 Traffic Signals Electrician 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Signs/Markings Equipment Operator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total 7.25 7.25 7.25 7.25 7.25 7.25 1 0.00 FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00213 Measure M Fund 3,242,221 3,292,353 2,492,397 3,387,672 3,387,672 3,514,493 126,821 Total 3,242,221 3,292,353 2,492,397 3,387,672 3,387,672 3,514,493 126,821 311 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Infrastructure Fund (314) PERSONNEL SERVICES Salaries, Permanent 5,648 15,689 35,591 Benefits 2,053 6,051 12,545 PERSONNEL SERVICES 7,701 21,740 48,136 OPERATING EXPENSES Repairs and Maintenance 48.714 200,000 Professional Services 106,445 136,637 24.478 OPERATING EXPENSES 106,445 185,351 224,478 CAPITAL EXPENDITURES Improvements 1,428,609 2,210,259 176,182 3,500,000 4,862.237 700,000 -80.00% CAPITAL EXPENDITURES 1,428,609 2,210,259 176,182 3,500,000 4,862,237 700,000 -80.00% NON-OPERATING EXPENSES Debt Service Expenses 945,000 100.00% NON-OPERATING EXPENSES 945,000 100.00% Total 1,436,310 2,338,444 409,669 3,500,000 5,086,715 1,645,000 -53.00% Significant Changes Effective FY 2017/18, the General Fund capital improvement project (CIP)funding was reflected in Non-Departmental Infrastructure Fund. In addition to those projects, $700,000 is budgeted for FY 2019/20 arterial rehabilitation and anticipated debt payments for the Police Building renovations. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00314 Infrastructure Fund 70,149 547,287 6,504,770 5,208,000 3,008,000 1,645,000 (1,363,000) Total 70,149 547,287 6,504,770 5,208,000 3,008,000 1,645,000 (1,363,000) 312 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Refuse Collection Service (504,509,1228) PERSONNEL SERVICES Salaries, Permanent 176,927 179,250 128,318 181,244 181,244 181,244 0.00% Salaries. Overtime 630 64 161 Leave Payouts 8,086 11,413 11,268 Benefits 99,282 143,065 38,804 112,143 112,143 119,807 6.83% PERSONNEL SERVICES 284,925 333,792 178,551 293,387 293,387 301,051 2.61% OPERATING EXPENSES Equipment and Supplies 1,133 1,918 13,035 25,000 25,211 27,000 8.00% Repairs and Maintenance 62,609 117,000 32,971 Conferences and Training 74 130 2,000 2,000 2,000 0.00% Professional Services 5,000 100.00% Other Contract Services 10,440,739 10,453,545 8,140,416 10,973,744 10,975,343 11,149,092 1.60% Interdepartmental Charges 550,036 568,117 811,745 811.745 811,745 0.00% OPERATING EXPENSES 11,054,591 10,572,593 8,754,539 11,812,489 11,814,299 11,994,837 1.54% CAPITAL EXPENDITURES Equipment 156,088 58,812 Capitalized PP&E Offset (156,088) (58,812) CAPITAL EXPENDITURES NON-OPERATING EXPENSES Depreciation 16,118 Transfers to Other Funds 26.841 NON-OPERATING EXPENSES 42,959 Total 11,339,516 10,906,385 8,976,049 12,105,876 12,107,686 12,295,888 1.57% Significant Changes The Refuse Fund is one of the City's four primary enterprise funds. Revenue is received from customer service charges on the monthly municipal services bills. The largest expense for the fund is the monthly payment to the City's contract waste hauler. This fund also supports recycling education and scavenger enforcement programs. The increase in Personnel Services is mostly due to the increased cost of benefits. Other Contract Services reflects the increase in the City's waste hauler contract. Equipment and Supplies reflects an increase in billing system and cashiering software maintenance costs. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year General Services Manager 0.15 0.15 0.15 0.15 0.15 0.15 0.00 Administrative Analyst Senior 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Code Enforcement Officer 1 1.00 1.00 1.00 1.00 1.00 1.00 1 0.00 Total 2.40 2.40 2.40 2.40 2.40 2.40 1 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00504 Refuse Collection Service 11,264,718 11,332,536 8,869,111 12,014,786 12,014,786 12,290,476 275,690 01228 Cal Recycle 51,351 98,924 48,974 48,974 50,092 1,118 Total 11,316,069 11,431,460 8,869,111 12,063,760 12,063,760 12,340,568 276,808 313 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Water(sos) PERSONNEL SERVICES Salaries, Permanent 5,313,625 5,375,280 4,119,583 5,898,811 5,898,811 5,907,788 0.15% Salaries,Temporary 179,433 181,536 107,244 306,000 306,000 290,000 -5.23% Salaries,Overtime 271,865 281,105 215,749 327,250 327,250 337,250 3.06% Leave Payouts 347,307 221,954 191,116 Benefits 3,243,283 3,458,927 2,954,434 3,896,212 3,896,213 4,351,320 11.68% PERSONNEL SERVICES 9,355,512 9,518,802 7,588,126 10,428,273 10,428,274 10,886,358 4.39% OPERATING EXPENSES Utilities 833,200 600,835 405,843 1,023,600 1,023,600 1,023,600 0.00% Purchased Water 13,900,844 19,321,530 11,106,076 17,000,000 17,000,000 17,900,000 5.29% Equipment and Supplies 800,692 975,796 664,231 1,070,528 1,077,008 1,047,600 -2.14% Repairs and Maintenance 1,630,906 1,473,128 1,072,242 1,615,676 1,882,548 1,958,539 21.22% Conferences and Training 62,407 72,346 56,703 112,500 124,370 111,500 -0.89% Professional Services 565,819 624,329 346,287 560,500 898,042 690,500 23.19% Other Contract Services 500,363 248,245 173,863 354,400 354,400 344,500 -2.79% Rental Expense 9,380 9,577 8,623 21,500 21,500 21,500 0.00% Interdepartmental Charges 6,016,053 5,485,036 4,072,636 5,819,075 5,819,075 5,820,895 0.03% Expense Allowances 18,314 16,866 14,413 23,200 23,200 25,200 8.62% Other Expenses 853,154 796,148 105,250 919,580 919,580 1,010,000 9.83% OPERATING EXPENSES 25,191,132 29,623,836 18,026,167 28,520,559 29,143,323 29,953,834 5.03% CAPITAL EXPENDITURES Improvements 2,886,340 441,304 1,210,763 20,000 827,164 250,000 1150.00% Equipment 3,037,518 2,371,680 258,465 1,500,000 1,500,000 300,000 -80.00% Vehicles 323,127 216,569 479,990 110,000 147,000 130,000 18.18% Capital-Software 15,000 15,000 23,000 53.33% Capitalized PP&E Offset (2,865,599) (834,353) (623,952) CAPITAL EXPENDITURES 3,381,386 2,195,200 1,325,266 1,645,000 2,489,164 703,000 -57.26% NON-OPERATING EXPENSES Depreciation 2,360,337 2,411,212 1.743,842 NON-OPERATING EXPENSES 2,360,337 2,411,212 1,743,842 Total 40,288,367 43,749,050 28,683,401 40,593,832 42,060,761 41,543,192 2.34% Significant Changes The Water Fund is one of the City's four primary enterprise funds. Revenue is received from customer service charges on the monthly municipal services bills and provides funding to maintain the City's water distribution system. Purchased Water was adjusted to reflect rate increases for imported water from the Municipal Water District of Orange County(MW DOC)and Replenishment Assessment from the Orange County Water District (OCWD). Other Expenses was adjusted due to increased permit fees from the State Water Board and the annual connection fee from MWDOC. Maintenance and Supplies increased to cover expenditures resulting from the proposed AQMD asbestos rule and to purchase filters for the No-Des filtration truck,which allows the City to flush water back into the distribution system rather than into the storm drain. 314 Public Works Adopted Budget- FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Water(506) (continued) FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019120 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Director of Public Works 0.25 0.25 0.25 0.25 0.25 0.25 0.00 City Engineer 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Utilities Manager 0.70 0.70 0.70 0.70 0.70 0.70 0.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Construction Manager 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Project Manager 0.15 0.15 0.15 0.15 0.15 0.15 0.00 Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Production Supervisor 0.80 0.80 0.80 0.80 0.80 0.80 0.00 Administrative Analyst Senior 0.70 0.70 0.70 0.70 0.70 0.70 0.00 Water Conservation Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Civil Engineering Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Associate Civil Engineer 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Contract Administrator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Construction Inspector 1.50 1.50 1.50 1.50 1.50 1.50 0.00 Construction Inspector II 0.75 0.75 0.75 0.75 0.75 0.75 0.00 SCADA Coordinator 0.70 0.70 0.70 0.70 0.70 0.70 0.00 SCADA Technician 0.40 0.40 0.40 0.40 0.40 0.40 0.00 Water Dist Maint Crewleader 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Water Dist Meters Crewleader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Operations Crewleader 0.80 0.80 0.80 0.80 0.80 0.80 0.00 Water Quality Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Quality Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Operations Leadworker 1.70 1.70 1.70 1.70 1.70 1.70 0.00 Cross Conn.Control Spec 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Water Dist Maint Leadworker 6.00 6.00 6.00 6.00 6.00 6.00 0.00 Water Quality Technician 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Utility Locator 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Systems Technician III 2.25 2.25 2.25 2.25 2.25 2.25 0.00 Engineering Aide 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Dist Meters Leadworker 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Water Equipment Operator 4.00 4.00 4.00 4.00 4.00 4.00 0.00 Administrative Assistant 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Warehousekeeper 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Systems Technician II 4.30 4.30 4.30 4.30 4.30 4.30 0.00 Water Meter Repair Technician 5.00 5.00 5.00 5.00 5.00 5.00 0.00 Field Service Representative 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Senior Water Meter Reader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Equipment Support Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Water Service Worker 13.00 13.00 13.00 13.00 13.00 13.00 0.00 Accounting Technician II 1.25 1.25 1.25 1.25 1.25 1.25 0.00 Senior Accounting Technician 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Administrative Secretary 0.70 0.70 0.70 0.70 0.70 0.70 0.00 Water Meter Reader 2.00 2.00 2.00 2.00 2.00 2.00 0.00 Office Assistant II 1.50 1.50 1.50 1.50 1.50 1.50 0.00 Total 72.95 72.95 72.95 72.95 72.95 72.95 0.00 315 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00506 Water 35,632,556 40,064,288 29,703,076 40,648,515 40,648.515 39,870,606 (777,909) Total 35,632,556 40,064,288 29,703,076 40,648,515 40,648,515 39,870,606 (777,909) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00506 Water 68,356.019 63,499,040 68,707,820 68,496,361 1,672.586 66,823,775 (1,672,586) Total 68,356,019 63,499,040 68,707,820 68,496,361 1,672,586 66,823,775 (1,672,586) 316 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015116 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Water Master Plan (507) PERSONNEL SERVICES Salaries, Permanent 424 1,574 252 Salaries, Overtime 5,389 Benefits 152 579 824 PERSONNEL SERVICES 576 2,153 6,465 OPERATING EXPENSES Repairs and Maintenance 195,826 420,000 100.00% Conferences and Training 477 Professional Services 235,380 138,675 164,317 355,000 454,352 350,000 -1.41% Interdepartmental Charges 168,327 251,936 187,061 267,279 267,279 330,203 23.54% OPERATING EXPENSES 403,707 390,611 547,681 622,279 721,631 1,100,203 76,80% CAPITAL EXPENDITURES Improvements 1,634,737 4,524,428 4,045,000 12,586,803 3,600,000 -11.00% Capitalized PP&E Offset (2,027,475) 4,688,276) CAPITAL EXPENDITURES (392,738) (163,848) 4,045,000 12,586,803 3,600,000 -11.00% NON-OPERATING EXPENSES Depreciation 969,540 1,0017222 774,626 NON-OPERATING EXPENSES 969,540 1,001,222 774,626 Total 1,373,823 1,001,248 1,164,924 4,667,279 13,308,434 4,700,203 0.71% Significant Changes The Water Master Plan Fund is one of the City's four primary enterprise funds. Revenue is received from a capital charge on monthly municipal services bills and from connection fees for new customers. Projects undertaken in this fund are in accordance with the adopted Water Master Plan. Projects budgeted for FY 2019/20 include the City's share of slip lining the OC-44 imported water transmission line, water main replacements, Well 6 treatment improvements, and improvements to the water distribution system. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00507 Water Master Plan 909,245 250.533 223,725 3,750,000 3,750,000 3,000,000 (750,000) Total 909,245 250,533 223,725 3,750,000 3,750,000 3,000,000 2,776,275 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00507 Water Master Plan 30,892,932 26,210,824 25,285,320 15,206,406 1,700,203 13,506,203 (1,700,203) Total 30,892,932 26,210,824 25,285,320 15,206,406 1,700,203 13,506,203 (1,700,203) 317 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Sewer Service Fund (511) PERSONNEL SERVICES Salaries, Permanent 1,789,273 1,757,634 1,355,114 2,012,367 2,012,367 2,012,668 0.01% Salaries, Temporary 44,102 27,531 17,696 55,450 55,450 56,550 1.98% Salaries, Overtime 150,410 132,383 96,011 82,500 82,500 82,500 0.00% Leave Payouts 111,926 181,771 101,014 Benefits 1,095,058 1,590,031 456,557 1,311,193 1,311,194 1,451,276 10.68% PERSONNEL SERVICES 3,190,769 3,689,350 2,026,392 3,461,510 3,461,511 3,602,994 4.09% OPERATING EXPENSES Utilities 130,351 136,899 92,027 110,000 110,000 110,000 0.00% Equipment and Supplies 119,766 162,670 170,171 348,350 348,350 350,350 0.57% Repairs and Maintenance 1,638,658 1,601,875 810,459 1,753,000 1,950,973 1,629,000 -7.07% Conferences and Training 3,838 16,964 38,178 24,000 37,000 24,000 0.00% Professional Services 106,009 105,432 190,115 250,000 361,733 250,000 0.00% Other Contract Services 48,000 100.00% Rental Expense 4,794 5,781 79 3,500 3,500 3,500 0.00% Interdepartmental Charges 1,320,644 1,670,961 1,240,686 1,772,723 1,772,723 1,832,548 3.37% Expense Allowances 3,987 8,054 6,567 5,800 5,800 5,800 0.00% Other Expenses 13,078 5,364 14,987 75,000 75.000 75,000 0.00% OPERATING EXPENSES 3,341,126 3,714,000 2,563,269 4,342,373 4,665,079 4,328,198 -0,33% CAPITAL EXPENDITURES Improvements 1,662,643 281,389 611,938 1,580,000 5,916,881 2,700,000 70.89% Equipment 308,839 470 120,000 120,000 -100.00% Vehicles 482,685 69,793 129,924 350,000 350,000 515,000 47.14% Capitalized PP&E Offset (2,293,593) (388,568) (707,514) CAPITAL EXPENDITURES 160,574 (36,916) 34,348 2,050,000 6,386,881 3,215,000 56.83% NON-OPERATING EXPENSES Depreciation 2,036,720 1,985,039 1,502,672 Prior Period Adjustment 272,584 NON-OPERATING EXPENSES 2,036,720 1,985,039 1,775,256 Total 8,729,189 9,351,473 6,399,265 9,853,883 14,513,471 11,146,192 13.11% Significant Changes The Sewer Service Fund is one of the City's four primary enterprise funds and provides for the collection of wastewater from all residences, businesses, industries, and all other sewer connections in the City. Revenue is received from a monthly sewer charge to all wastewater customers. The overall increase in Personnel Services is associated with mandated California minimum wage increases for part-time employees, and the costs of benefits. Other Contract Services was adjusted to cover expenditures related to the City's online billing services. The increase in vehicles is for replacement of a vactor truck that is past its lifespan and becoming costly to maintain. Improvements include reconstruction of the Saybrook sewer lift station and lining various sewer mains. 318 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Sewer Service Fund (511) (continued) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Utilities Manager 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Principal Civil Engineer 0.75 0.75 0.75 0.75 0.75 0.75 0.00 Construction Manager 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Project Manager 0.15 0.15 0.15 0.15 0.15 0.15 0.00 Associate Civil Engineer 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Senior Accounting Technician 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Administrative Analyst Senior 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Wastewater Supervisor 0.90 0.90 0.90 0.90 0.90 0.90 0.00 Construction Inspector II 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Contract Administrator 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Civil Engineering Assistant 1.00 1.00 1.00 1.00 1.00 1.00 0.00 SCADA Coordinator 0.30 0.30 0.30 0.30 0.30 0.30 0.00 SCADA Technician 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Senior Construction Inspector 0.25 0.25 0.25 0.25 0.25 0.25 0.00 Wastewater Operations Crewleader 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Wastewater Operations Leadworker 2.90 2.90 2.90 2.90 2.90 2.90 0.00 Senior Wastewater Pump Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Wastewater Equipment Operator 4.80 4.80 4.80 4.80 4.80 4.80 0.00 Wastewater Pump Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Wastewater Maint Service Worker 6.70 6.70 6.70 6.70 6.70 6.70 0.00 Administrative Secretary 0.30 0.30 0.30 0.30 0.30 0.30 0.00 Office Assistant II 0.50 0.50 0.50 0.50 0.50 0.50 0.00 Real Estate and Property Manager 0.50 FTE funded here but accounted for in the City Manager's Department 0.00 GIS Analyst 1.00 FTE funded here but accounted for in the Information Services Department 0.00 Total 25.20 25.20 25.20 25.20 25.20 25.201 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00511 Sewer Service Fund 11,443,042 10,939,416 9,748,577 11,617,250 11,617,250 10,579,698 (1,037,552) Total 11,443,042 10,939,416 9,748,577 11,617,250 11,617,250 10,579,698 (1,037,552) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00511 Sewer Service Fund 67,836,398 69,424,341 72,773,653 69,877,432 566,494 69,310,938 (566,494) Total 67,836,398 69,424,341 72,773,653 69,877,432 566,494 69,310,938 (566,494) 319 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Air Quality(201) PERSONNEL SERVICES Salaries, Permanent 624 1,114 5,351 5,351 5,366 0.28% Benefits 840 526 483 2,764 2,764 2,991 8.21% PERSONNEL SERVICES 1,464 526 1,597 8,115 8,115 8,357 2.98% OPERATING EXPENSES Equipment and Supplies 21,102 28,338 9,281 40,000 40,000 40,000 0,00% Repairs and Maintenance 5,823 4,550 175 Conferences and Training 338 177 500 500 500 0.00% Professional Services 25,000 25,000 25,000 0.00% Other Contract Services 20,305 21,501 64,500 73,248 64,500 0.00% Other Expenses 1,033 1,057 1,084 1,000 1,000 1,000 0.00% OPERATING EXPENSES 48,601 55,446 10,717 131,000 139,748 131,000 0.00% CAPITAL EXPENDITURES Improvements 178,750 444,522 Vehicles 74,614 177,024 127,000 127,000 -100.00% CAPITAL EXPENDITURES 253,364 177,024 127,000 571,522 -100.00% NON-OPERATING EXPENSES Transfers to Other Funds 20,187 NON-OPERATING EXPENSES 20,187 Total 303,429 232,996 32,501 266,115 719,385 139,357 -47.63% Significant Changes The Air Quality Fund receives quarterly subventions from the State to use towards air quality improvement efforts. The FY 2019/20 budget includes shuttle services for the 4th of July, Vans U.S. Open of Surfing and the Great Pacific Air Show. The increase in Personnel Services is mostly due to the increased cost of benefits. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Project Manager 0.05 FTE funded here but accounted for in the City Manager's Department Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 FY 2015/16 FY 2016117 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00201 Air Quality Fund 258,990 264,840 255,546 250,000 72,976 240,000 167,024 Total 258,990 264,840 255,546 250,000 72,976 240,000 167,024 320 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016117 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Arterial Rehab (1247) CAPITAL EXPENDITURES Improvements 3,280,923 4,406,657 3,354,156 2.23% CAPITAL EXPENDITURES 3,280,923 4,406,657 3,354,156 2.23% Total 3,280,923 4,406,657 3,354,156 2.23% Significant Changes On April 6, 2017, the Road Recovery and Accountability Act was passed. This legislation provided new funding to the City, through SB1 and the Highway Users Trust Account(HUTA). These funds are designated for the maintenance and rehabilitation of roadways. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 01247 Arterial Rehabilitation 1,157,696 3,280,923 3,280,923 3,354,156 73,233 Total 1,157,696 3,280,923 3,280,923 3,354,156 73,233 321 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Grants and Restricted Funds PERSONNEL SERVICES Salaries, Permanent 103,997 64,103 44,828 Salaries,Temporary 53 Salaries,Overtime 892 39,127 117 Benefits 39,938 32,935 14.465 PERSONNEL SERVICES 144,827 136,218 59,410 OPERATING EXPENSES Utilities 3,893 3,680 2,693 4,500 4,500 4,500 0.00% Equipment and Supplies 62,998 52,721 44,718 80,000 138,147 80,000 0.00% Repairs and Maintenance 154,634 132,204 445,289 760,000 779,311 955,000 25.66% Professional Services 157,385 474,801 351,626 262,000 75,931 238,000 -9.16% Other Contract Services 536 73,947 1,973 57,000 233,744 2,000 -96.49% Insurance 9,113 9,509 4,431 9,500 9,500 9,500 0.00% Payments to Other Governments 3,000 1,700 2,100 2,500 2,500 2,500 0.00% Expense Allowances 548 40 Other Expenses 1 2,500 2,500 2.500 0.00% OPERATING EXPENSES 392,107 748,603 852,831 1,178,000 1,246,133 1,294,000 9.85% CAPITAL EXPENDITURES Improvements 11,491,201 4,797,319 6,681,657 3,036,013 21,847,086 3,702,668 21.96% Equipment 766,828 68,799 Capitalized PP&E Offset 44,965 44,965 1,591,170) CAPITAL EXPENDITURES 12,213,065 4,911,083 5,090,487 3,036,013 21,847,086 3,702,668 21.96% NON-OPERATING EXPENSES Debt Service Expenses 23,592 680,000 2,070,433 525,000 -22.79% Transfers to Other Funds 220.854 Prior Period Adjustment (279,655) NON-OPERATING EXPENSES 220,854 (256,063) 680,000 2,070,433 525,000 -22.79% Total 12,749,999 6,016,758 5,746,665 4,894,013 25,163,652 5,521,668 12.82% Significant Changes New funds are budgeted for the construction of the Saybrook sewer lift station in the Sewer Impact Fee Fund (210). Funds budgeted in Traffic Congestion Relief(219)are for downtown street lighting improvements and street, signal and traffic signs and marking maintenance. The West Orange County Water Board (508)was required to relocate a large water transmission main to accommodate the widening of the 1-405 and was able to secure a loan from OCTA in order to do so. Construction funds were budgeted in FY 2017/18. The second full year of debt service is reflected in the FY 2019/20 budget. 322 Public Works Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants and Restricted Funds (continued) FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018119 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00210 Sewer Impact Fee 2,101,392 82,350 242,577 100,000 100,000 150,000 50,000 00211 Drainage 625,755 63,652 76,701 100,000 100,000 (100,000) 00218 Hwy Safety Traffic Reduct 1B (453) 00219 Traffic Congestion Relief 42 859,007 646,398 740,208 1.514.723 947,370 1.956,853 1,009.483 00239 CDBG 266,546 196.413 275,668 275,668 00319 Senior Center Development 133,000 71,640 8,277 00508 WOCWB 198,133 445,251 537.878 771.000 2,161,433 649,000 (1,512A33) 00556 Energy Efficiency Fund 96 00807 Energy Efficiency Fund 6,304,389 83,321 1,366,486 00873 OCTA/Cip Grant 187,437 171,598 702,635 1,898,073 (1,898,073) 00878 Caltrans Grants 260,973 00961 Hwy Bridge Replace Rehab 222,099 72,455 1,390,143 (1,390,143) 00965 Master Plan of Arterial Highways 20,645 1,379,189 33,659 205,233 (205,233) 00970 Bridge Prevent Maint Program 202,205 549,624 689,180 1,691,782 (1,691,782) 00995 Hwy Safety Improve Program 575,717 71,299 34,508 137,600 3,282,193 (3,282,193) 01210 OCTA Beach/Edinger Grant 136,331 01222 Hazard Mitigation Grant Program 73,242 2,476,759 (2,476,759) 01243 Shuttle Service Project V 20,187 57,000 233,733 (233,733) ^CDBG Fund is managed by the City Manager's Department. However.program funds are allocated across multiple departments. Funding reflected here only pertains to the Public Works Department. Total 11,690,848 3,846,350 4,718,389 2,876,736 14,762,387 3,031,521 1 (11,730,866) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00210 Sewer Impact Fee 8,166.017 8,089,240 7,990.553 3,899.555 2,350,000 1,549,555 (2,350,000) 00211 Drainage 1,418,482 1.418.482 1,259.064 1,651.628 1,651,628 00218 Hwy Safety Traffic Reduct 1B 453 453 00219 Traffic Congestion Relief 42 1,201.102 1,537.845 1,446,189 00319 Senior Center Development 978,987 912.485 870.761 832.045 832,045 00508 WOCWB 11,454 149.869 1,537.708 00556 Energy Efficiency Fund 12,854 00807 Energy Efficiency Fund 6,449.175 3,188.776 2,289,299 1,773,441 370,000 1.403,441 (370.000) 00873 OCTA/Cip Grant 289,988 (667,412) 9,233 00878 Caltrans Grants 1,068 1.068 1.068 1.068 00961 Hwy Bridge Replace Rehab (253,013) (189,100) (214,423) 00965 Master Plan of Arterial Highways (1314,073) 65,116 98,775 00970 Bridge Prevent Maint Program (719,906) (170,282) (1,078,783) (63,666) (63,666) 00995 Hwy Safety Improve Program 28.053 91,982 (157,860) 01210 OCTA Beach/Edinger Grant (136,331) 01222 Hazard Mitigation Grant Program (24.629) 30,600 (14,989) 01243 Shuttle Service Project V (70,079) (49,891) Total 16,108,613 14,389,043 13,986,704 8,094,071 2,720,000 5,374,071 1 (2,720,000) 323 Public Works Adopted Budget-FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year PWK Public Works ADM Administration 10085101 Public Works Administration 695,240 745,145 572.233 739,732 739,232 755,918 2.19% 10085999 Gen Fund-Public Works Transfers 50.500 50.500 37.875 50.500 50.500 50.500 0.00% ADM Administration 745,740 795,645 610,108 790,232 789,732 806,418 2.05% ENG Engineering 10085102 Urban Runoff Management 882,338 839,697 771,554 962,953 969,514 904,709 -6.05% 10085201 Engineering Design/Construction 1,083,109 1,157,136 953,660 1,001,478 1,001,478 1,019,772 1.83% 10085251 Development Services 903,532 979,124 740,214 1,035,451 1.054,278 1,054,574 1.85% ENG Engineering 2,868,979 2,975,957 2,465,428 2,999,882 3,025,270 2,979,055 -0.69% GS General Services 10085402 Building/Grounds Maintenance 1,523,393 1,783,844 1,121,955 1,781,057 1,885,637 1,899,263 6.64% 10085403 Civic Center Maintenance 558,400 506,126 293,181 556,320 613,483 546,189 -1.82% 10085404 Central Library Maintenance 184,655 172,303 126,608 194,000 212,742 194,000 0.00% 10085416 Weed Abatement 14,693 22,138 14,700 22,500 22,500 22,000 -2,22% 10085601 General Services Administration 438.455 455,215 461,731 444,166 444,166 454,369 2.30% 10085701 Fleet Management 1,629,867 1,998,794 1,621,190 2,364,000 2,364,000 2,340,941 -0.98% 10085703 Equipment Maintenance 1,281,440 1,419,648 1,010,416 1,430,058 1,383,788 1,588,577 11,08% 10085704 Police Fleet Maintenance 633,237 545,945 366,715 521,943 521,943 530,298 1.60% 10085705 Fire Fleet Maintenance 654.608 698,123 642,146 722,248 722,255 590,500 -18.24% 10085706 Beach O s Fleet Maintenance 244,459 238.440 201.041 239,861 239.861 243,206 1.39% GS General Services 7,163,207 7,840,576 5,859,683 8,276,153 8,410,375 8,409,343 1.61% MTN Maintenance Operations 10085206 Beach Maintenance 1,542 1,441,480 1,851,681 1,870,485 1,876,018 1.31% 10085208 Pier Plaza North Beach 907 113,064 159,500 156,225 157,000 -1.57% 10085401 Maintenance Administration 526.279 536,469 413,415 629,459 637,354 649,215 3.14% 10085412 Street Maintenance 1,751,529 1,744,660 1,541,012 1,699,653 1,699,653 1,772,712 4.30% 10085414 Hazardous Materials 153,089 162,796 104,423 156,000 143,390 152,700 -2.12% 10085415 Street Sweeping 875,892 856,379 373,017 884,000 856,000 803,000 -9.16% 10085602 Landscape Maintenance 3,278,842 3,031,597 2,703,633 3,442,233 3,481,446 3,480,314 1.11% 10085621 Street Tree Maintenance 1,780,600 1,766.947 1,301,562 1,841,211 1.839.262 1,842,639 0.08% MTN Maintenance Operations 8,366,231 8,101,296 7,991,606 10,663,737 10,683,815 10,733,598 0.66% TSP Transportation 10085301 Transportation Management 493,068 471,467 407,871 561,774 598,094 578,312 2.94% 10085302 Sign&Marking Maintenance 462,650 456,624 400,758 483,705 500,535 480,658 -0.63% 10085304 Signal&Lighting Maintenance 779,303 822,840 961,718 1,136,901 1,143,501 1,143,985 0.62% 10085305 Parks and Sports Lighting 34,051 34.326 7,916 35.500 35150 21,790 -38.62% TSP Transportation 1,769,072 1,785,257 1,778,263 2,217,880 2,277,280 2,224,745 0.31% UT Utilities 10085501 Storm Drain Maintenance 209,820 207,852 121 669 326.621 298.221 323,805 -0.86% 10085502 Pump Station Maintenace 354,958 424,883 223 098 482,485 506.085 487.603 1.06% UT Utilities 564,778 632,735 344,767 809,106 804,306 811,408 0.28% Traffic Impact 20685201 TI Design Construction 71,712 26,624 20690002 Atlanta Avenue Widening 315,936 16,969 112,795 3,035,412 20690012 Brookhurst Adams IIP 55,588 20690013 Edinger Widening 176.273 511,619 22,603 Traffic Impact 563,921 610,800 90,192 3,035,412 Gas Tax 20785412 Street Maintenance 374,864 499,714 493,863 250,000 100.00% 20785417 Residential Pavement 1,814,528 412,250 47,250 20785999 Gas Tax-Public Works Transfers 247,612 20790003 Arterial Rehab Design 2013/14 10,629 20790008 Arterial Rehabilitation 278 20790010 Bridge Rehabilitation 70,511 22.800 206,843 236,637 20790015 Slater Ave Rehabilitation 278 20790021 Beach/Warner IIP 1,583 324 Public Works Adopted Budget-FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year 20790023 Beach and Edinger 95,392 1,855 268 20790026 Gothard-Heil Signal Modification 196 20790027 10th Street Lighting 752 20790029 Yorktown-Huntington Modification 289 26,700 20790032 Bushard/Adams Water Quality 35,112 20790035 Tree Petition 2014/15 634,507 20790036 Gothard/Center Rehabilitation 1,357,857 6,694 135 20790038 Utica Bicycle Blvd 20,638 8,223 45,139 20790040 Residential Tree Petition15-16 733,222 282,654 569 20790041 Signal Interconnects 1,108 1,349 194 100,000 157,249 -100.00% 20790042 Bolsa Chica/Pearce Traffic Signal 3,551 2,971 427 23,000 88,550 -100.00% 20790043 Brookhurst/Indianapolis Signal 1,792 75,000 76,998 -100.00% 20790044 Goldenwest/Heil Signal Modification 1,443 1,966 259 20,000 46,832 -100.00% 20790045 Gothard/Slater Signal Modification 3,498 692 135 26,675 20790046 Gothard/Center Signal Modification 9,529 5,087 692 24,591 20790047 Newland/Slater Signal Mod 35,100 20790048 Newland/Ellis Signal Modification 2,747 849 122 36,181 20790049 Newland Signal Interconnect 31,100 20790050 Nichols Street Rehabilitation 686,000 42,879 20790052 Residential Tree Petition 16-17 466,840 131 20790053 Residential Overlay 16-17 712,337 1,173,768 210,337 20790054 Residential Curb Ramp 409,253 109,287 456,504 20790055 Residential Overlay 17-18 297,694 1,137,305 20790056 Residential Overlay 18-19 2,500,000 2,500,000 -100.00% 20790057 Residential Overlay 19-20 2,900,000 100.00% Gas Tax 6,085,288 2,917,528 2,294,598 2,718,000 5,156,448 3,150,000 15.89% Measure M 21385201 Engineering Design/Construction 1,082,101 1,011,818 953,041 1,713,473 1,726,762 1,879,076 9.66% 21390004 Pedestrian Improvements 302,000 100.00% 21390008 Arterial Highway Rehabilitation 1,127,967 891 21390010 Bridge Prevention Maintenance 32,779 16,736 660 21390024 Atlanta Avenue Widening 680,000 500,000 21390025 Arterial Rehabilitation 15-16 310,020 2,612,404 9,542 21390026 Arterial Rehabilitation 16-17 97 1,235,790 1,515,242 7,396 21390027 Arterial Rehabilitation 17-18 763 63,290 1,627,710 21390029 Arterial Rehabilitation 18-19 1,900,000 1,900,000 -100.00% 21390030 Arterial Rehabilitation 19-20 1,000,000 100.00% Measure M 3,232,964 4,878,402 2,541,775 3,613,473 5,761,868 3,181,076 -11.97% Infrastructure 31485201 Infrastructure Engineer Design 993,983 375,589 182,719 200,020 31485304 LED Lighting Retrofit 68,591 31487003 Senior Center 147,047 65,951 31487004 Police Facility Improvements 2,000,000 2,000,000 945,000 -52.75% 31488001 Heil Pump Station 30,116 1,093,436 65,615 1,065,351 31490003 Arterial Rehabilitation 16-17 285 449,852 31490004 Atlanta Avenue Widening 196,290 353,615 158,189 321,344 31490005 Arterial Rehabilitation 18-19 3,147 1,500,000 1,500,000 -100.00% 31490006 Arterial Rehabilitation 19-20 700,000 100.00% Infrastructure 1,436,310 2,338,443 409,670 3,500,000 5,086,715 1,645,000 -53.00% Refuse 50485103 Refuse 10,684,621 10,768,359 8,337,455 11,160,157 11,160,756 11,349,051 1.69% 50485104 Public Education Program 42,726 52,753 38,777 85,000 86,211 85,000 0.00% 50485999 Refuse-Public Works Transfer 550,036 568,117 811,745 811,745 811,745 0.00% 122885001 CalRec cle City/County City/County CRV 62,132 85,273 31,700 48,974 48,974 50,092 2.28% Refuse 11,339 516 10,906,385 8,976,049 12,105,876 12,107,686 12,295,888 1.57% 325 Public Works Adopted Budget-FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year Water 50685028 Water Production System 14,738 32,949 28,889 50685201 Water Engineer Design/Construction 828,690 1,205,480 1,024,594 1,448,376 1,708,287 1,779,744 22.88% 50685801 Water Administration 5,118,263 5,041,496 3,743,010 3,233,422 3,286,321 3,394,183 4.97% 50685802 Water Quality 700,058 842,611 652,756 1,068,770 1,111,065 1,200,411 12.32% 50685803 Water Production 17,495,571 22,039,282 13,085,125 20,326,985 20,588,366 21,609,023 6.31% 50685804 Water Distribution 4,250,956 4,121,960 3,097,379 4,647,403 4,657,351 4,774,834 2.74% 50685805 Water Meters 4,362,415 4,130,464 1,735,779 3,669,846 3,669,846 2,594,954 -29.29% 50685806 Water Use Efficiency 1,005,977 411,949 158,581 379,955 379,955 369,148 -2.84% 50685999 Water Fund-Public Works Transfer 6,016,053 5,485,035 4,072,636 5,819,075 5,819,075 5,820,895 0.03% 50690001 Peck Reservoir Dual Drive 98,092 151,111 700,290 78,324 50691005 Water Security Improvements 67,930 30,928 26,887 50691006 Water Main Replacement (42) 10,413 234,388 50691025 Distribution Improvements 17,458 10,992 50691028 Water Production Improvements 233,255 187,297 460,610 50691029 Well 9 Treatment 1,270 35,285 413,252 404 50691042 Water Engineering Studies 95,141 5,332 Water 40,288,367 43,749,050 28,683,402 40,593,832 42,060,760 41,543,192 2.34% Water Master Plan 50785101 PLC Reimbursement Agreement 969,540 50785201 WMP Eng Design/Construction 196,302 252,252 420,000 100.00% 50785999 Water Master Plan-PW Transfer 168,327 187,061 267,279 267,279 330,203 23.54% 50791005 Water Security Improvements 100,000 125,000 -100.00% 50791006 Water Main Replacements 576 1,001,222 774,626 3,400,000 3,482,778 2,200,000 -35.29% 50791016 Corrosion Control 55,000 50791025 Distribution Improvements 25,000 136,725 100,000 300.00% 50791028 Water Production Improvements 235,380 875,000 907,171 -100.00% 50791029 Well 9 Treatment 610,022 50791030 Well 1 Replacement 1,955 4,715,873 50791031 Well 14 26 79 2,284,823 50791042 Water Engineering Studies 4,899 50791043 Peck Reservoir Dual Drive 471,511 50791044 Well 6 Treatment 250,000 100.00% 50791045 OC-44 Sli line 1,400,000 100.00% Water Master Plan 1,373,823 1,001,248 1,164,922 4,667,279 13,308,434 4,700,203 0.71% Sewer 51185101 PW Sewer Administration 827,973 656,034 519,796 1,081,400 1,216,025 1,257,149 16.25% 51185201 Waste Water 6,581,331 6,513,333 4,760,345 5,499,760 5,716,976 5,556,495 1.03% 51185999 Sewer Fund-Public Works Transfer 1,315,374 2,105,656 984,861 1,772,723 1,772,723 1,832,548 3.37% 51189002 Sewer Line CIP 76,450 31,317 500,000 899,282 1,000,000 100.00% 51189008 Lift Station#10 Algonquin/Boardwalk 4,511 (116,284) 51189009 Lift Station#29 Trinidad/Aquarius 116,284 51189010 Lift Station#6 Edgewater/Davenport 102,354 2,938,545 51189011 Lift Station#13 Slater/Springdale 592 969,920 51189012 Lift Station#22 Saybrook/Heil 1,000,000 1,000,000 -100.00% 51189015 New Britain LCS 1,500,000 100.00% Sewer 8,729,189 9,351,473 6,399,265 9,853,883 14,513,471 11,146,192 13.11% Air Quality 20185101 Administration 11,506 20,896 10,709 41,500 41,500 41,500 0.00% 20185201 AQMD Design Construction 149,604 212,100 21,793 224,615 233,363 97,857 -56.43% 20190008 Edinger Synchronization 93 20190011 Adams Synchronization 142,227 30,000 20190012 Brookhurst Synchronization 214,733 20190013 Magnolia Synchronization 199,789 Air Quality 3039429 232,996 32,502 266,115 719,385 139,357 -47.63% 326 Public Works Adopted Budget-FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year Arterial Rehab 124790001 Arterial Rehab 17/18 1,125,734 124790002 Arterial Rehab 18/19 3,280,923 3,280,923 -100.00% 124790003 Arterial Rehab 19/20 3,354,156 100.00% Arterial Rehab 3,280,923 4,406,657 3,354,156 2.23% Grants 21085201 Sewer Engineering/Construction 90,250 159,127 23,810 21089013 Lift Station Design 1,860 21089014 Edgewater Lift Station 283,644 1,936,853 21089015 Slater Lift Station#13 33,810 2,466,190 21089016 Saybrook LS#22 2,500,000 -100.00% 21089017 New Britain LCS 2,500,000 100.00% 21185201 Engineering Design/Construction 63,795 236,119 38 21985201 Design/Construction 177,371 149,063 478,022 780,000 937,458 955,000 22.44% 21990002 Atlanta Avenue Widening 48,815 711,185 21990008 Arterial Rehabilitation 258,435 246,464 21990010 Utica Bicycle Blvd 3,600 24,084 129,316 21990418 Residential Overlay 64,358 21990419 CC1464 Traffic Signal Modification 22,329 1,125 260 21990420 CC1465 Traffic Signal Modification 12,633 9,192 38,912 42,957 21990421 Main/Florida Signal Replacement 9,605 440 21990422 Bolsa Chica/Bolsa Signal Replace. 135,235 109,594 2,418 21990423 Downtown Street Lighting 6,992 452,000 547,008 592,000 30.97% 21990424 Brookhurst-Indianapolis TS Mod 5,000 55,000 21990425 Warner-Graham TS 180,000 100.00% 23885001 EOC 1 13,100 23885002 EOC 2-Winter Storm 2017 36,139 23885003 EOC 3-Winter Storm 2017 53,474 23985722 17/18 HB PW ADA Renov Maint Zone 266,546 196,413 275,668 40.35% 23985862 18/19 Central Library ADA Restrooms 275,668 31987001 Senior Center Development 9,337,576 138,142 50,000 50,000 50885101 WOCWB Administration 118,479 306,835 (247,617) 771,000 2,178,582 124,000 -83.92% 50885102 OC 35 Pipeline Relocation 23,592 5,056,415 525,000 100.00% 55685001 Energy Efficiency Fund 12,854 80787002 EE Retrofits Utility Incentive 370,000 100.00% 80787010 City Installed LEDs 237,819 80787012 LED Streetlight&Parking 1,018,105 80787015 Streetlight Retrofit I-Bank 2,542,693 44,526 107,610 80787016 Streetlight Retrofit CEC 563,208 2,221,438 522,734 86085101 HB PW ADA Renov Maint Zone 12 77,483 86085102 HB Comm Svcs/Oakview Classroom 6,165 86085103 ADA Reno Zone 10 Pre-2015 55,000 86385002 ADA Reno Zone 10 FYI 3/14 67,789 87390001 Warner/Newland Rehabilitation 2,142 87390002 Brookhurst/Adams Intersection 9,698 104,155 87390007 Goldenwest IC 5,626 668 87390009 OCTA/SIP Grant 781 1,016,651 23,848 23,046 87390010 Warner IC 645 87390011 Beach/Warner IIP 17,880 6,043 87390012 Edinger Synchronization 278 191 87390013 NW Catch Basin Phase 1 211 87390014 NW Catch Basin Phase 11 3,967 87390016 Adams Synchronization 4,093 1,291 87390017 Atlanta Avenue Widening 1,200,000 87390019 Utica Bicycle Blvd 684,260 87890007 SR2S7 StaceyClegg (1,068) 96185001 Hwy Bridge Replacement&Rehab 184,693 8,541 25,323 1,175,696 327 Public Works Adopted Budget-FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year 96585001 Master Plan of Arterial Hwys 1,024,241 304,008 97085001 Bridge Preventative Maint Program (26,746) 1,597,680 692,888 99585001 CC 1464 Hwy Safety Improvement 148,353 2,059,975 99585002 CC 1465 Hwy Safety Improvement 241,142 319,166 99590001 Bolsa Chica/Pearce Traffic Signal 461 7,426 74,900 88,613 -100.00% 99590002 Goldenwest/Heil Signal Modification 917 3,606 31,700 37,976 -100.00% 99590003 Gothard/Center Signal Modification 918 10,803 99590004 Gothard/Slater Signal Modification 794 4,693 5,313 99590005 Newland/Ellis Signal Modification 1,082 3,743 5,974 99590006 Signal Interconnect Newland 877 9,019 31,000 300,103 -100.00% 99590007 Newland/Slater Signal Modification 2,447 2,320 3,919 307,213 120885002 ADA Renovation Zone 10 FY14/15 101,376 121090001 OCTA Beach/Edinger Grant 136,331 121985001 HB PW ADA Renov Maint Zone 12 134,327 121985002 ADA Renovation Zone 10 FY15/16 25,888 122285001 Heil Pump Station 24,629 18,013 45,589 2.461,770 123585001 HB PW ADA Renovation Maint Zone 10 111,030 124390101 Shuttle Service Project V 70,079 57.000 233,733 -100.00% Grants 12,749,999 6,016,758 5,746,663 4,894,013 25,163,652 5,521,668 12.82% Other Funds 86,102,807 82,003,083 56,339,038 85,493,394 131,320,488 86,676,732 1.38% General Fund 21,478,006 22,131,467 19,049,855 25,756,991 25.990,778 25,964.567 0.81% Other Funds 86,102,807 82,003,083 56,339,038 85,493,394 131,320,488 86,676,732 1.38% Grand Total(s) 107,580,813 104,134,550 75,388,893 111,250,385 157,311,266 112,641,299 1.25% 328 Non-Departmental Department Description The Non-Departmental series of accounts are used to account for citywide expenditures including debt service payments, equipment leases and purchases, utility costs, unemployment insurance, termination leave payouts as well as Capital Improvement Projects that do not have a correlation to any one particular department. The Finance Department manages this set of Non-Departmental accounts. Equipment Replacement Non-Departmental supports the funding of the City's Equipment Replacement Program. This program funds the replacement of the City's equipment and rolling stock so that the City's vehicle fleet, equipment and technology remain up-to-date and in good working condition. The FY 2019/20 Equipment Replacement maintains a $4.7 million budget to fund the replacement of the City's aging equipment. Infrastructure Improvements Non-Departmental also helps to support the City's General Fund share of infrastructure spending. Per the City's Charter, Section 617, General Fund expenditures for infrastructure improvements and maintenance shall not be reduced below 15%of General Fund revenues based on a five-year rolling average.The Capital Improvement Program Section provides detailed information regarding the infrastructure projects funded by the General Fund and other funds, including grants. Debt Service Non-Departmental includes annual debt service payments for the City's bonded debt. The City's Charter limits General Obligation debt to 12 percent of the total assessed value of all real and personal property within ,tit Huntington Beach. The City's total net taxable assessed property value in Fiscal Year 2018/19 was approximately $40.1 billion, resulting in a debt limit of$4.81 billion. The City currently holds no General Obligation bonds subject to the debt limit. In addition, it is not anticipated that the City's outstanding debt will have an appreciable impact on the operating budget. Progressively Financing the Future The City has long practiced a commitment to prudent financial management. As a result, these accounts support the lease payment for two new Fire Engines, a new ambulance, 800 MHz, debt service for the new Senior Center, and the LED Phase I and Phase II project to upgrade the City-owned street, area and pole lighting to long life, energy efficient LED light sources. This project is estimated to save the City approximately $4.6 million over the useful life of the project, or 20 years, as well as reduce energy consumption and green-house gas emissions. OFFICE OF BUSINESS DEVELOPMENT The City Manager's Office of Business Development oversees the Business Development Division, Successor Agency to the former Redevelopment Agency, and Housing Authority Funds contained within Non-Departmental. Successor Agency The Successor Agency is responsible for overseeing the "winding down" of the City's former Redevelopment Agency. Under Assembly BiII1X 26, AB 1484, SB 107 and the California Supreme Court's decision on December 29, 2011, all redevelopment agencies were dissolved as of February 1, 2012. 329 Non-Departmental Department Description The State Legislature created "Successor Agencies". All assets, properties, contracts, and leases of the former Redevelopment Agency transferred to the Successor Agency in conformance with State law. The Successor Agency continues to oversee the development of certain properties under contractual obligation until the project or obligation is completed, can be transferred to other parties, or is sold. The Successor Agency prepares a Recognized Obligation Payment Schedule (ROPS) annually (July— June) for the enforceable obligations of the former Redevelopment Agency. Pursuant to State Law,the Oversight Board now functions through the County of Orange. The Successor Agency is working with existing redevelopment project obligations to ensure quality projects occur, such as the expansion of Pierside Pavilion and 51h and PCH. Housing Authority The City's Housing Authority assumed the housing functions and assets of the former Redevelopment Agency. It also received related rights, powers, liabilities, duties, and obligations, thereby becoming "Successor Housing Agency." Y,{.; �' ���"' ""• The Housing Authority administers the housing assets of the former Redevelopment Agency; manages the Inclusionary Housing Program; implements the Housing Rehabilitation Program; and manages the Ocean View Mobile Home Park. Staff monitors over 48 multifamily projects, 1,447 residential units that have affordability covenants/affordable restrictions associated with the development, and over 368 residential restricted units. Oceana Affordable Housing Project on Beach Blvd Housing focuses on the implementation of the adopted City Housing Element. Staff will continue working with developers to seek out sites and potential funding such as HUD's HOME program, Inclusionary In- Lieu, and former Redevelopment funds to develop affordable rental units. The City is working with several non-profits regarding housing projects: including American Family Housing (Midway City), Jamboree, OCCHC and Mercy House. To help preserve the housing stock, Housing oversees the Housing Rehabilitation Loan Program. This program is funded through HUD's CDBG program for eligible households. This program provides technical assistance, grants, and loans to very low and low-income residents who need to make repairs, address health and safety issues, and correct code violations. Through the repayment from the Redevelopment Agency to the Housing funds, one Homeless Liaison Police Officer has been funded for five (5)years, as part of the overall City's Homeless Program and a part- time Homeless Coordinator and four part-time Homeless Case Managers are also funded through the CDBG and Housing funds. 330 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 213,579 232,600 178,390 (1,863,477) (1,863,477) (306,801) -83.54% Salaries,Temporary 1,597 65,000 65,000 65,000 0.00% Salaries,Overtime 685 5,147 11,579 Leave Payouts 790,619 1,153,114 692,668 4,361,213 4,361,213 4,415,000 1.23% Benefits 118,334 1,366,107 (1,267,214) 1,172,747 1,172,747 845,404 -27.91% PERSONNEL SERVICES 1,124,814 2,756,968 (384,576) 3,735,483 3,735,483 5,018,603 34.35% OPERATING EXPENSES Utilities 4,957,626 4,933,592 3,208,132 4,640,000 4,640,000 4,640,000 0.00% Equipment and Supplies 203,546 221,715 163,496 302,000 302,000 302,000 0.00% Repairs and Maintenance 2,059,781 800 1,061,850 933,981 1,054,800 -0.66% Conferences and Training 10,850 8,870 10,265 76,600 76,600 76,600 0.00% Professional Services 341,652 694,559 462,796 471,948 943,659 648,147 37.33% Other Contract Services 4,651,137 5,222,228 4,023,789 6,488,059 6,871,699 8,289,369 27.76% Rental Expense 130,056 130,548 105,903 140,000 140,000 140,000 0.00% Claims Expense 500,000 500,000 500,000 0.00% Insurance 250,000 250,000 250,000 0.00% Contributions to Private Agency 1,003,717 1,135,581 871,963 1,340,000 1,340,000 250,000 -81.34% Payments to Other Governments 509,489 362,260 461,435 570,400 580,636 558,400 -2.10% Expense Allowances 3,325 1,789 2,701 1,800 100.00% Other Expenses 2,041,096 1,732,543 1,310,323 1,800,000 1,992,723 1,800,000 0.00% OPERATING EXPENSES 15,912,277 14,444,486 10,620,802 17,640,857 18,571,298 18,511,116 4.93% CAPITAL EXPENDITURES Land Purchase 347,295 2,286,677 316,800 690,727 316,800 100.00% Improvements 2,706,296 6,901,679 2,686,080 2,508,000 6,290,351 2,355,000 -6.10% Equipment 4,793,228 3,510,143 1,668,854 8,500,000 5,666,318 4,650,600 -45.29% Vehicles 2,258,555 3,079,057 2,189,292 3,673,274 Software-Capital 784,265 680,623 341,174 1,632,180 Capitalized PP$E Offset (934,019) CAPITAL EXPENDITURES 10,889,639 16,458,179 6,268,180 11,008,000 17,952,851 7,322,400 -33.48% NON-OPERATING EXPENSES Debt Service Expenses 14,260,481 13,147,660 4,073,825 18,754,178 19,249,676 17,059,756 -9.03% Transfers to Other Funds 20,657,902 9,348,522 24,020,590 17,400,169 15,200,169 20,668,903 18.79% Depreciation 27,952,262 13,695,204 10,527,367 Loans Made 218,780 Joint Venture 1,968,322 Prior Period Adjustment 829.903 NON-OPERATING EXPENSES 64,838,966 36,410,167 39,451,685 36,154,347 34,449,845 37,728,659 4.35% Grand Total(s) 92,765,696 70,069,799 55,956,091 68,538,687 74,709,477 68,580,778 0.06% General Fund 39,021,719 30,279,403 33,531,183 30,747,944 30,441,654 34,549,809 12.36% Other Funds 53,743,977 39,790,396 22,424,908 37,790,743 44,267,823 34,030,9691 -9.95% Grand Total(s) 92,765,696 70,069,799 55,956,091 68,538,687 74,709,477 68,580,7781 0.06% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 1 0.00 331 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 3,294 499 103 (2,150,000) (2,150,000) (563,028) -73.81% Salaries, Overtime 123 Leave Payouts 778,493 1,141,368 677,950 4,350,000 4,350,000 4,400,000 1.15% Benefits 30,359 54,948 26,456 1,010,000 1,010,000 660,000 -34.65% PERSONNEL SERVICES 812,269 1,196,815 704,509 3,210,000 3,210,000 4,496,972 40.09% OPERATING EXPENSES Utilities 4,957,626 4,933,592 3,208,132 4,640,000 4,640,000 4,640,000 0.00% Equipment and Supplies 201,230 221,685 163,496 300,000 300,000 300,000 0.00% Repairs and Maintenance 2,059,781 800 1,054,350 926,481 1,054,800 0.04% Conferences and Training 7,000 7,420 8,975 Professional Services 217,510 608,218 368,467 300,000 662,167 465,000 55.00% Other Contract Services 25,446 44,842 71,139 70,000 70,000 70,000 0.00% Rental Expense 130,056 130,548 105,903 140,000 140,000 140,000 0.00% Claims Expense 500,000 500,000 500,000 0.00% Insurance 250,000 250,000 250,000 0.00% Contributions to Other Agencies 1,003,717 1,135,581 871,963 1,340,000 1,340,000 250,000 -81.34% Payments to Other Governments 473,051 310,967 431,402 525,000 525,000 500,000 -4.76% Expense Allowances 906 280 410 Other Expenses 2,046,213 1,703.936 1.312,989 1,800,000 1.992,723 1,800,000 0.00% OPERATING EXPENSES 11,122,537 9,097,869 6,542,875 10,919,350 11,346,371 9,969,800 -8.70% CAPITAL EXPENDITURES Land Purchase 347,295 316,800 316,800 316,800 316,800 100.00% Improvements 2,706,296 6,880,518 1,625,881 458,661 Equipment 1,470,832 1,630,577 1,445,067 203,682 Vehicles 2,258,555 2,383,254 366,062 Software-Capital 134.613 CAPITAL EXPENDITURES 6,782,977 11,345,762 3,753,810 979,143 316,800 100.00% NON-OPERATING EXPENSES Debt Service Expenses 234,510 1,175,781 397.355 1,310,005 1,797,551 1,069,220 -18.38% Transfers to Other Funds 18,101,105 7,463,177 22,132,635 15,308,589 13,108,589 18,697,017 22.13% Joint Venture 1,968,322 NON-OPERATING EXPENSES 20,303,937 8,638,958 22,529,990 16,618,594 14,906,140 19,766,237 18.94% Total 39,021,719 30,279,403 33,531,183 30,747,944 30,441,654 34,549,809 12.36% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 0.0E 332 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018119 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Capital Improvement Projects PERSONNEL SERVICES Salaries, Permanent 2,863 Salaries, Overtime 123 Benefits 1,468 PERSONNEL SERVICES 4,454 CAPITAL EXPENDITURES Improvements 2,600,897 4.768,195 1,444,797 171,332 Equipment 431 31,744 6,910 CAPITAL EXPENDITURES 2,601,328 4,799,939 1,451,707 171,332 NON-OPERATING EXPENSES Debt Service Expense 131,781 131,868 131,868 131.920 131,920 131,920 0.00% Transfers to Other Funds 3.100.000 5.208.000 3.008.000 3.055,000 -41.34% NON-OPERATING EXPENSES 131,781 131,868 3,231,868 5,339,920 3,139,920 3,186,920 -40.32% Total 2,737,562 4,931,806 4,683,575 5,339,920 3,311,252 3,186,920 40.32% Significant Changes The FY 2019/20 budget includes the recurring $3.0 million for capital and infrastructure improvements to various City facilities, neighborhood. parks, beaches, and arterial rehabilitation projects as detailed in the Capital Improvement Section. A total of $3.1 million will be transferred to the Infrastructure Fund (Fund 314) to ensure compliance with the City's Infrastructure Charter. Debt Service Expenses are related to the annual debt service cost associated with the City's LED energy efficient upgrades. 333 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Citywide Expenses PERSONNEL SERVICES Salaries, Permanent 431 499 103 (2,150,000) (2,150,000) (563,028) -73.81% Leave Payouts 778,493 1,141,368 677,950 4,350,000 4,350,000 4,400,000 1.15% Benefits 28,891 54,948 26,456 1,010,000 1,010,000 660,000 -34.65% PERSONNEL SERVICES 807,815 1,196,815 704,509 3,210,000 3,210,000 4,496,972 40.09% OPERATING EXPENSES Utilities 4,957,626 4,933,592 3,208,132 4,640,000 4,640,000 4,640,000 0.00% Equipment and Supplies 201,230 221,685 163,496 300,000 300,000 300,000 0.00% Repairs and Maintenance 2,059,781 800 1,054,350 926,481 1,054,800 0.04% Conferences and Training 7,000 7,000 8,975 Professional Services 190,600 567,843 350,967 300,000 655,042 465,000 55.00% Other Contract Services 25,446 44,842 71,139 70,000 70,000 70,000 0.00% Claims Expense 500,000 500,000 500,000 0.00% Insurance 250,000 250,000 250,000 0.00% Payments to Other Governments 473,051 310,967 431,402 525,000 525,000 500,000 -4.76% Expense Allowances 906 280 410 Other Expenses 1,330,608 1,033,416 764,788 950,000 950,000 950,000 0.00% OPERATING EXPENSES 9,246,248 7,120,425 4,999,309 8,589,350 8,816,523 8,729,800 1.64% CAPITAL EXPENDITURES Land Purchase 321,476 316,800 316,800 316,800 316,800 100.00% Improvements 2,065,861 30,519 148,317 Equipment 87.103 19,219 243,084 200,000 CAPITAL EXPENDITURES 408,579 2,401,880 590,403 665,117 316,800 100.00% NON-OPERATING EXPENSES Debt Service Expenses 30,000 1,043,913 265,487 1,178,085 1,665,631 937,300 -20.44% Transfers to Other Funds 18,096,702 7,463,177 19,032,635 5,100,589 5,100,589 10,991,417 115.49% Joint Venture 1,968,322 NON-OPERATING EXPENSES 20,095,024 8,507,090 19,298,122 6,278,674 6,766,220 11,928,717 89.99% Total 30,557,666 19,226,209 25,592,342 18,078,024 19,457,861 25,472,289 40.90% Significant Changes The Citywide Expenses Division tracks citywide expenditures that are not accounted for in individual departments. Effective FY 2019/20, the Adopted Budget citywide vacancy attrition factor was reallocated to City departments. Leave Payouts increased by$50,000 to reflect current trends. Professional Services increased primarily due to the unrestricted annual administrative budget related to the Public, Educational, and Governmental (PEG) funds. Transfer to Other Funds includes transfer of $4.9 million to General Liability Fund (Fund 552)previously budgeted in Human Resources Department. 334 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Equipment Replacement OPERATING EXPENSES Professional Services 21,750 40,375 17,500 7,125 OPERATING EXPENSES 21,750 40,375 17,500 7,125 CAPITAL EXPENDITURES Improvements 105,399 46,462 150,565 139,011 Equipment 1,383,298 1,579,614 1,195,073 3,682 Vehicles 2,258,555 2,383,254 366,062 Software - Capital 134,613 CAPITAL EXPENDITURES 3,747,252 4,143,943 1,711,701 142,693 NON-OPERATING EXPENSES Debt Service Expenses 72,729 Transfers to Other Funds 5.000,000 5,000,000 4.650,600 -6.99% NON-OPERATING EXPENSES 72,729 5,000,000 5,000,000 4,650,600 -6.99% Total 3,841,731 4,184,318 1,729,201 5,000,000 5,149,818 4,650,600 -6.99% Significant Changes Effective FY 2017/18, funding to support the replacement of the City's equipment inventory and rolling stock, including the vehicle fleet, machinery, and technology systems transferred to the Equipment Replacement Fund (Fund 324). 335 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Leases OPERATING EXPENSES Rental Expense 130,056 130,548 105,903 140,000 140,000 140,000 0.00% OPERATING EXPENSES 130,056 130,548 105,903 140,000 140,000 140,000 0.00% Total 130,056 130,548 105,903 140,000 140,000 140,000 0.00% Significant Changes The Leases Division within Non-Departmental manages the Citywide copier lease program. 336 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Office of Business Development OPERATING EXPENSES Conferences and Training 420 Professional Services 5,160 Contribution to Private Agency 1,003,717 1,135,581 871,963 1,340,000 1,340,000 250,000 -81.34% Other Expenses 715,606 670,520 548,200 850,000 1,042,723 850,000 0.00% OPERATING EXPENSES 1,724,483 1,806,521 1,420,163 2,190,000 2,382,723 1,100,000 -49.77% CAPITAL EXPENDITURES Land Purchase 25,819 CAPITAL EXPENDITURES 25,819 NON-OPERATING EXPENSES Transfers to Other Funds 4,403 NON-OPERATING EXPENSES 4,403 Total 1,754,705 1,806,521 1,420,163 2,190,000 2,382,723 1,100,000 -49.77% Significant Changes The City and "Visit HB" entered into a new agreement resulting in a decrease in Contribution to Private Agency. Other Expenses includes Sales Tax Sharing Agreements with Pinnacle Petroleum, Applied Computer Solutions, McKenna Subaru and Surf City Auto Group II (Jeep). 337 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Debt Service&Transfers PERSONNEL SERVICES Salaries,Temporary 1,597 Benefits 14,402 1,161,730 1,431.338 PERSONNEL SERVICES 12,805 1,161,730 1,431,338 OPERATING EXPENSES Professional Services 37,875 15,019 9,596 18,000 18,000 18,900 5.00% Other Contract Services 568 Other Expenses (5.117) 28,229 2,667) OPERATING EXPENSES 33,325 43,248 6,929 18,000 18,000 18,900 5.00% NON-OPERATING EXPENSES Debt Service Expenses 10,991,592 9,129,783 1,723,939 8,356,413 8,364,365 8,332,292 -0.29% Transfers to Other Funds 762,933 781,073 768,077 807,966 807,966 784,720 -2.88% Depreciation 13,929,261 13,695,204 10,457,952 Prior Period Adjustment 829,903 NON-OPERATING EXPENSES 25,683,786 23,606,060 13,779,872 9,164,379 9,172,331 9,117,012 -0.52% Total 25,704,307 24,811,037 12,355,463 9,182,379 9,190,331 9,135,912 Significant Changes These funds cover the City's Lease Revenue Obligation and Community Facilities District debt service payments, as well as auditing fees related to these debt obligations. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00401 Debt Svc HBPFA 6,650,790 5,151,623 4,758,003 5.042,595 5,042,595 5,016,365 (26,230) 00405 Debt Svc Grand Coast CFD2000-1 851,034 1,387,480 839,750 1,094.100 1.094,100 1,091,204 (2,896) 00406 Debt Svc Mello Roos 264,417 266,972 188,614 263,060 263,060 264.000 940 00408 Debt Svc McDonnell CFD 2002-1 390,136 397,821 310,171 394,577 394,577 409,970 15,393 00410 Debt Svc Bella Terra 2.323.781 2.388.208 1,800,063 2.388.047 2,388,047 2,354,373 (33,674) 00707 Debt Svc Judgment Oblig Bonds 1.024,149 673.533 Total 11,504,308 10,265,637 7,896,601 9,182,379 9,182,379 9,135,912 1 (46,467) 338 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Disability Access (234) OPERATING EXPENSES Conferences and Training 1,300 1,450 1,250 75,600 75,600 75,600 0.00% Payments to Other Governments 6,133 7,599 3,269 8,400 8,400 8,400 0.00% OPERATING EXPENSES 7,433 9,049 4,519 84,000 84,000 84,000 0.00% Total 7,433 9,049 4,519 84,000 84,000 84,000 0.00% Significant Changes The Disability Access Fund is a legislative requirement from AB 1379 which requires, on or after January 1, 2018 through December 31, 2023, the collection of $4.00 per business license issued or renewed. This bill requires the City to retain 90% of the fees collected and remit the balance to the State. The bill also requires the moneys retained by the City to be deposited in a special fund (Fund 234), established by the City, to be used for increased CASp training and certification within, thereby making an appropriation by expanding the purposes for which the retained fee moneys are required to be spent. Prior to this change, under S61186, the City collected $1.00 per business license issued or renewed, retained 70% and remitted 30%to the State. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00234 Disability Access 21,025 20,453 43,114 84,000 84,000 84,000 Total 21,025 20,453 43,114 84,000 84,000 84,000 339 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year RORF Administration (350) PERSONNEL SERVICES Salaries, Permanent 124,270 105,201 80,189 158,433 158,433 128,137 -19.12% Leave Payouts 12,126 11,746 14,717 11,213 11,213 15,000 -100.00% Benefits 477320 50,819 53,040 72,619 72,619 75,816 4.40% PERSONNEL SERVICES 183,716 167,766 147,947 242,265 242,265 218,953 -9.62% OPERATING EXPENSES Equipment and Supplies 2,098 30 Repairs and Maintenance 7,500 7,500 -100.00% Conferences and Training 2,550 41 Professional Services 83,321 14,608 64,546 18,948 18,948 29,247 54.36% Other Contract Services 30 Expense Allowances 2,419 1,509 2,291 1,800 100.00% OPERATING EXPENSES 90,388 16,177 66,878 26,448 26,448 31,047 17.39% NON-OPERATING EXPENSES Debt Service Expenses 3,034,379 2,842,097 1,952,531 9,087,760 9,087,760 7,658,244 -15.73% Transfers to Other Funds 458,554 398,905 478,214 478,214 381,766 -20.17% Depreciation 14,023,001 NON-OPERATING EXPENSES 17,515,933 3,241,002 1,952,531 9,565,974 9,565,974 8,040,010 -15.95% Total 17,790,037 3,424,945 2,167,355 9,834,687 9,834,687 8,290,010 -15.71% Significant Changes Pursuant to ABx1 26, the Successor Agency receives Redevelopment Property Tax Trust Fund (RPTTF) funding from the County Auditor- Controller to pay Enforceable Obligations of the City's former Redevelopment Agency (RDA). The Successor Agency receives a 3% or $250,000 for administration expenses related to the winding down of the former RDA. Permanent salaries and benefits were reduced due to the County Oversight Board's review of RDA's operations. The increase in Professional Services is for financial and legal services. Debt Service Expenses include the 1999 and 2002 Tax Allocation Bonds, property tax sharing agreements and payments related to the Bella Terra Phase I and Il, Strand, and Waterfront Hilton development projects. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Deputy Director 0.30 FTE funded here,but accounted for in City Manager.Office of Business Development 0.00 Econ Development Project Manager 0.22 FTE funded here,but accounted for in City Manager.Office of Business Development 0.00 Real Estate&Project Manager 0.20 FTE funded here.but accounted for in City Manager.Office of Business Development 0.00 Finance Manager Accounting 0.05 FTE funded here.but accounted for in Finance Department 0.00 Project Manager 0.15 FTE funded here.but accounted for in Finance Department 0.00 Senior Accountant 0.10 FTE funded here.but accounted for in Finance Department 0.00 Total i 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00350 RORF Administration 10,992,028 5,067,276 9,856,004 9,834,687 9,834,687 8,290,010 (1,544,677) Total 10,992,028 5,067,276 9,856,004 9,834,687 9,834,687 8,290,010 (1,544,677) 340 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Housing Authority(217,233,352) PERSONNEL SERVICES Salaries, Permanent 86,015 126,900 98,098 128.090 128,090 128,090 0.00% Salaries, Temporary 65,000 65.000 65,000 0.00% Salaries, Overtime 562 5,147 8,426 Benefits 55.057 98,611 84,253 90.128 90,128 109,588 21.59% PERSONNEL SERVICES 141,634 230,658 190,777 283,218 283,218 302,678 6.87% OPERATING EXPENSES Equipment and Supplies 2,000 2.000 2,000 0.00% Connferences and Training 1,000 1.000 1,000 0.00% Professional Services 2,947 56.714 17,655 135,000 151,076 135,000 0.00% Other Contract Services 15,058 70,078 42,476 20.000 278.686 270,000 1250.00% Payments to Other Governments 30.306 43.694 26,764 37.000 47.236 50.000 35.14% OPERATING EXPENSES 48,310 170,487 86,894 195,000 479,998 458,000 134.87% NON-OPERATING EXPENSES Transfers to Other Funds 6,897 405,367 405,400 405,400 405,400 0.00% Loans Made 218.780 NON-OPERATING EXPENSES 6,897 624,147 405,400 405,400 405,400 0.00% Total 196,841 1,025,292 277,671 883,618 1,168,615 1,166,078 31.97% Significant Changes The City's Housing Authority manages the City's Housing Assets. On December 21, 2015, City Council approved to fund one (1) Homeless Liaison Police Officer position per fiscal year for the next five (5) years provided by SB 341 for homeless prevention and rapid e-housing services. The Debt Service payment for the Emerald Cove project will be funded by the LMIHAF (Fund 352)through its maturity. FY 2015116 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Permanent Personnel Actual Actual Actual Adopted Revised Adopted Prior Year Administrative Analyst 0.20 FTE funded here,but accounted for in City Manager.Office of Business Development 0.00 Police Officer 1.0 FTE funded here.but accounted for in Police Department,Administrative Operations 0.00 Total 0.00 0.00 0.00 0.00 0.00 0.00 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00217 Affordable Housing In-Lieu 271,790 63,235 51,948 15,000 15,000 100,000 85,000 00233 Housing Residual Receipts 32,736 489,848 31,061 406,000 406,000 475,000 69,000 00352 LMIHAF 428.832 120,292 67,675 406,000 406,000 406,000 Total 733,358 673,375 150,684 827,000 827,000 981,000 154,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6130/2019 Balance 6/30/2020 Prior Year 00217 Affordable Housing In-Lieu 361,858 335.025 360,209 62,915 200.000 (137.085) (200,000) 00233 Housing Residual Receipts 990,667 1.035,926 1,055,869 1,211,632 1,636,632 425,000 00352 LMIHAF 6,025,705 5,655,362 5,483,247 5,350.783 410.078 4.940,704 (410,078) Total 7,378,230 7,026,313 6,899,325 6,625,330 610,078 6,440,251 (185,078) 341 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year BID-Auto (701), BID-Hotel/ Motel (709), BID-Downtown (710) OPERATING EXPENSES Other Contract Services 3,190,125 3,607,267 2,717,411 4,142,820 4,142,820 5.591,000 34.96% Other Expenses 378 1 OPERATING EXPENSES 3,190,125 3,607,645 2,717,412 4,142,820 4,142,820 5,591,000 34.96% Total 3,190,125 3,607,645 2,717,412 4,142,820 4,142,820 5,591,000 34.96% Significant Changes There are two Business Improvement Districts (BIDs)within the City: Downtown and Hotel/Motel. The businesses in each district have self- assessed a fee,which is collected by the City and redistributed back to the districts. Annually, as required by the State, the operating budget for the Downtown BID is reviewed and approved by the City Council. Downtown merchants have a self assessment through the BID that the City Council approves annually. All hotels and motels have a self assessment of 4% as approved by the City Council effective February 1, 2019, on top of the City's Transient Occupancy Tax(TOT)of 10%. The Downtown BID's Surf City Nights account is not included in this fund as those funds are not recorded or deposited in the City's general ledger. Details regarding that account can be obtained from the BID. The increase in the Other Contract Services is mainly due to the hotel/motel assessment rate increase from 3%to 4%. FY 2015/16 FY 2016/17 FY 2017118 FY 2018119 FY 2018119 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00701 BID-Auto 109,040 113,400 20,680 00709 BID- Hotel/Motel 2,982,897 3,375,814 2,611,973 4,032,820 4,032,820 5,500,000 1,467,180 00710 BID-Downtown 140,192 144,912 118,599 110,000 110,000 91,000 (19,000) Total 3,232,129 3,634,126 2,751,252 4,142,820 4,142,820 5,591,000 1,448,180 342 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019120 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Bella Terra Parking Structure (711) OPERATING EXPENSES Other Contract Services 583,930 635,799 624.384 626,289 626.289 729.419 16.47% OPERATING EXPENSES 583,930 635,799 624,384 626,289 626,289 729,419 16.47% Total 583,930 635,799 624,384 626,289 626,289 729,419 16.47% Significant Changes Maintenance and operation expenditures for the Bella Terra retail center public parking structure is funded through a special maintenance fee paid by the owner of the center. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00711 Parking Structure-Bella Terra 668,448 636.341 673,660 626,289 626.289 729.419 103,130 Total 668,448 636,341 673,660 626,289 626,289 729,419 103,130 343 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Strand Parking Structure (712) OPERATING EXPENSES Other Contract Services 836,011 864,212 557,334 1,628.950 1,628,950 1,628,950 0.00% OPERATING EXPENSES 836,011 864,212 557,334 1,628,950 1,628,950 1,628,950 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 300,000 300,000 225,000 400,000 400,000 400,000 0.00% NON-OPERATING EXPENSES 300,000 300,000 225,000 400,000 400,000 400,000 0.00% Total 1,136,011 1,164,212 782,334 2,028,950 2,028,950 2,028,950 0.00% Significant Changes The 5th and PCH (formally The Strand) mixed use project includes a public parking structure. The City owns the parking structure; however, it is operated by CEREF/AStreet Partners according to the terms of the Parking Operating Agreement and Declaration of Covenants, Conditions and Restrictions (CC&Rs). Annually, the City Council approves the budget and parking rates for the parking structure. Other Contract Services appropriations support common area maintenance, labor cost. maintenance and new parking equipment. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00712 Parking Structure-Strand 1,298.780 1,370,838 1.070,815 1,667.290 1,667,290 1.667,290 Total 1,298,780 1,370,838 1,070,815 1,667,290 1,667,290 1,667,290 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 9/30/2016 9/30/2017 6/30/2018 6/30/2019 Balance 6/30/2020 Prior Year 00712 Parking Structure- Strand 2.908.170 3,114,795 3,403,276 2.507.538 361.660 2.145.878 (361,660) Total 2,908,170 3,114,795 3,403,276 2,507,538 361,660 2,145,878 (361,660) 344 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Capital Improvement Projects (314) PERSONNEL SERVICES Improvements 21,161 1,060,199 6,008,000 5.538,533 2,355,000 -60.80% Equipment 602,748 CAPITAL EXPENDITURES 21,161 1,060,199 6,008,000 6,141,281 2,355,000 -60.80% NON-OPERATTING EXPENSES Transfer to Other Funds 721,836 NON-OPERATTING EXPENSES 21,161 721,836 Total 21,161 1,782,035 6,008,000 6,141,281 2,355,000 -60.80% Significant Changes Effective FY 2018/19, funding for other improvements in various City facilities, neighborhood, parks, beaches, and arterial rehabilitation transferred from the General Fund. Other Capital Improvement Projects(CIP)funded by the Infrastructure Fund are reflected in Public Works Department's Other Funds Section. FY 2015/16 FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00314 Infrastructure Fund 21.161 1.782,035 5.208,000 6,141.281 2,355,000 (3,786,281) Total 21,161 1,782,035 5,208,000 6,141,281 2,355,000 (3,786,281) 345 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Equipment Replacement(324) CAPITAL EXPENDITURES Improvements 293,157 Equipment 208,736 5,000,000 4,799,337 4,650,600 -6.99% Vehicles 1,543,839 2,947,634 Capital-Software 134,613 Capitalized PP&E Offset 925,537) CAPITAL EXPENDITURES 827,038 5,000,000 8,174,741 4,650,600 -6.99% NON-OPERATTING EXPENSES Depreciation 69,415 NON-OPERATTING EXPENSES 69,415 Total 896,453 5,000,000 8,174,741 4,650,600 Significant Changes Effective FY 2017/18, funding transferred from the General Fund to support the replacement of the City's vehicle fleet, machinery, and technology systems. Citywide Equipment replacement purchases are budgeted and tracked by department within this Fund. FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00324 Equipment Fund 896,453 5,000,000 5,000,000 4,650,600 (349,400) Total 896,453 5,000,000 5,000,000 4,650,600 (349,400) 346 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Leases (321) CAPITAL EXPENDITURES Equipment 3,322,396 1,879,566 6,569 60,552 Vehicles 695,803 279,390 725.641 CAPITAL EXPENDITURES 3,322,396 2,575,369 285,959 786,192 Total 3,322,396 2,575,369 285,959 786,192 Significant Changes Leases in Lease Capital Project Fund (Fund 321) within Non-Departmental includes leases for the 800 megahertz (MHz) radio system, two Emergency One Fire Trucks, and an ambulance. 347 Non-Departmental Adopted Budget - FY 2019/20 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Other Funds (127,201,237,238) PERSONNEL SERVICES Salaries, Overtime 3,153 Benefits 375 PERSONNEL SERVICES 3,528 OPERATING EXPENSES Professional Services 218 2.531 93.469 Other Contract Services 11,046 124,954 OPERATING EXPENSES 218 13,577 218,423 CAPITAL EXPENDITURES Land Purchase 1,969,877 373,927 Capital, Software 784,265 546,010 341,174 1,497.567 CAPITAL EXPENDITURES 784,265 2,515,887 341,174 1,871,494 NON-OPERATING EXPENSES Transfers to Other Funds 1,028,414 173.042 NON-OPERATING EXPENSES 1,028,414 173,042 Total 1,812,897 2,515,887 531,321 2,089,917 Significant Changes Capital expenditures funded by other funds/sources are budgeted within this Division. This includes the ELM Permit System and LED Phase 2 Streetlights mainly funded by Property Tax in Lieu of Sales Tax Fund (Fund 127). 348 Non-Departmental Adopted Budget- FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year NON Non-Departmental CIP Capital Improvement Projects 10040310 Capital Projects-Library Svc 431 31,744 6,910 10040314 Capital Purchase-Public Works 2,737,131 4,900,063 4,676,665 3,139,920 3,311,252 3,186,920 1.50% 10040999 General Fund-Non Dept Transfers 2,200.000 -100.00% CIP Capital Improvement Projects 2,737,562 4,931,806 4,683,575 5,339,920 3,311,252 3,186,920 -40.32% CW Citywide Expenses 10040101 Non-Departmental 12,376,690 9,678,278 11,006,887 17,752,435 18,983,261 18,756,472 5.66% 10040111 Security Enhancements 84,491 71,685 30,519 148,317 10040112 OC Animal Shelter 2,013,395 10040113 City Attorney 282,301 225,000 225,693 225,000 0.00% 10040114 PCTA 150,000 100.00% 10040401 Departmental Revisions (326) 10040999 General Fund-Non Dept Transfers 18,096,484 7,463,177 14,272,635 100,589 100,589 6,340,817 6203.69% CW Citywide Expenses 30,557,666 19,226,209 25,592,342 18,078,024 19,457,861 25,472,289 40.90% EQ Equipment Replacement 10040999 General Fund-Non Dept Transfers 5,000,000 5,000,000 4,650,600 -6.99% 10040202 Equip Replace-Finance 4,625 7,125 10040204 Equip Replace-Building 28,653 86,235 10040207 Equip Replace-Comm Svcs 365,067 564,954 60,458 10040209 Equip Replace-Fire 287,273 473,678 488,652 139,011 10040210 Equip Replace-Library Svcs 20,826 9,075 10040211 Equip Replace-Info Svcs 804,984 170,363 503,235 10040213 Equip Replace-Police 1,377,179 1,263,910 4,916 10040214 Equip Replace-Public Works 978,576 1,599,728 662,864 3,682 EQ Equipment Replacement 3,841,731 4,184,318 1,729,201 5,000,000 5,149,818 4,650,600 -6.99% LS Leases 10040102 Citywide Leases 130,056 130,548 105,903 140,000 140,000 140,000 0.00% LS Leases 130,056 130,548 105,903 140,000 140,000 140,000 0.00% BD Office of Business Development 10080103 Office of Business Development 1,750,302 1,806,521 1,420,163 2,190,000 2,382,723 1,100,000 -49.77% 10080999 General Fund-Econ Dev Transfers 4,403 BD Office of Business Development 1,754,705 1,806,521 1,420,163 2,190,000 2,382,723 1,100,000 -49,77% Debt Service&Transfers 40140105 HBPFA 2010A 1,236,400 1,241,700 222,775 1,226,650 1,226,650 1,219,125 -0.61% 40140106 HBPFA 2011A 4,299,844 2,779,394 404,397 2,733,800 2,733,800 2,723,370 -0.38% 40140107 Senior Center 1,093,044 1,139,001 249,957 1,082,145 1,082,145 1,073,870 -0.76% 40540105 Debt Svc CFD2000-1 2013 Refund 1,132,076 1,102,666 264,338 1,094,100 1,094,100 1,091,204 -0.26% 40640101 Debt Svc Special Tax CFD1990-1 188,746 187,006 19,588 183,605 183,605 182,400 -0.66% 40680999 Mello Roos-Econ Dev Trfs 77,777 76,641 74,257 79,455 79,455 81,600 2.70% 40840101 Debt Svc McDonnell CFD 2002-1 385,630 396,354 139,789 394,577 402,529 409,970 3.90% 41040105 Debt Svc CFD2003-1 2013 Refund 2,356,900 2,328,411 1,126,511 2,388,047 2,388,047 2,354,373 -1.41% 50640101 Non-Departmental (20,719) 1,172,216 (643,106) 50740101 Non-Departmental 1,200 17,743 (15,694) 65040101 Non-Departmental 13,908,367 13,700,437 10,500,576 65340101 Non-Departmental 20,894 (5,233) 12,075 70740101 2004 Judgment Obligation Bond 1,024,149 674,700 Debt Service&Transfers 25,704,307 24,811,037 12,355,463 9,182,379 9,190,331 9,135,912 -0.51% Disability Access Fund 23440101 Disability Access Fund-City 1,300 1,450 1,250 75,600 75,600 75,600 0.00% 23440102 Disability Access Fund-State 6,133 7,599 3,269 8,400 8,400 8,400 0.00% Disability Access Fund 7,433 9,049 4,519 84,000 84,000 84,000 0.00% Housing Authority 21780101 Affordable Housing In-Lieu 30,306 90,068 26,764 37,000 304,586 300,000 710.81% 23380101 Housing Residual Receipts 6,897 444,590 11,118 50,000 62,384 50,000 0.00% 35280301 LMIHAF 159,638 490,634 239,790 796,618 801,646 816,078 2.44% Housing Authority 196,841 1,025,292 277,672 883,618 1,168,615 1,166,078 31.97% 349 Non-Departmental Adopted Budget- FY 2019/20 Department Budget Summary All Funds by Business Unit BUSINESS UNITS Percent FY 2015/16 FY 2016/17 FY 2017118 FY 2018119 FY 2018/19 FY 2019/20 Change From Division/Business Unit Actual Actual Actual Adopted Revised Adopted Prior Year RORF Administration 35080101 RORF Administration 274,104 183,943 214,825 268,713 268,713 250,000 -6.96% 35080201 Project Debt Payments 2,367,199 2,260,780 1,572,689 6,736,557 6,736,557 5,301,869 -21.30% 35080202 1999 Tax Allocation Bond 209,624 183,433 121,341 741,728 741,728 739,375 -0.32% 35080203 2002 Tax Allocation Bond 457,557 397,883 258,500 1,609,475 1,609,475 1,617,000 0.47% 35080999 RORF Transfers 14,481,554 398,905 478,214 478,214 381,766 -20.17% RORF Administration 17,790,037 3,424,945 2,167,355 9,834,687 9,834,687 8,290,010 -15.71% Business Improvement Districts BIDS 70180101 BID-Auto 101,520 110,800 30,800 70980101 BID-Hotel/Motel 2,980,967 3,372,698 2,590,125 4,032,820 4,032,820 5,500,000 36.38% 71080101 BID-Downtown 107,639 124.147 96,487 110,000 110,000 91.000 -17.27% Business Improvement Districts BIDS 3,190,125 3,607,645 2,717,412 4,142,820 4,142,820 5,591,000 34.96% Bella Terra 71180101 Parking Structure-Bella Terra 583,930 635,799 624,384 626,289 626,289 729.419 16.47% Bella Terra 583,930 635,799 624,384 626,289 626,289 729,419 16.47% Parking Structure-Strand 71280101 Parking Structure-Strand 1,136,011 1,164,212 782,334 2,028,950 2,028,950 2.028,950 0.00% Parking Structure-Strand 1,136,011 1,164,212 782,334 2,028,950 2,028,950 2,028,950 0.00% CIP Capital Improvement Projects 31440001 Infrastructure Projects 17-18 719,845 2,108,000 4,688,155 2,105,000 -0.14% 31440002 Infrastructure Central Park 21,161 340,354 400,000 731,291 250,000 -37.50% 31440101 Infrastructure NON Equip 721,836 2,000,000 363,606 -100.00% 31440214 Infrastructure PW Equip 1,500,000 239,142 -100.00% 31440217 Infrastructure FIREquip 119,087 CIP Capital Improvement Projects 21,161 1,782,035 6,008,000 6,141,281 2,355,000 -60.80% EQ Equipment Replacement 32440204 Equip Replace-Comm Develop 30,784 32440207 Equip Replace-Comm Svcs 54,928 219,450 32440209 Equip Replace-Fire 89,829 1,783,682 32440210 Equip Replace-Library Svcs 5,033 32440211 Equip Replace-Info Svcs 13,443 773,270 32440213 Equip Replace-Police 619,780 1,394,209 32440214 Equip Replace-Public Works 118,473 896,912 32440217 Equip Replace-Non Departmental 5,000,000 3,071,401 4,650,600 -6.99% EQ Equipment Replacement 896,453 5,000,000 8,174,741 4,650,600 -6.99% LS Leases 32140101 800 MHz CCS 3,322,396 147,612 6,569 23.642 32140102 Emergency One Fire Truck 695,803 32140103 Engine&Ambulance Purchase 279,390 762.550 32140104 800 MHz Backbone 1,731,954 LS Leases 3,322,396 2,575,369 285,959 786,192 Other Funds-CIP,Infrastructure 12740101 ELM Permit System 784,265 546,010 343,705 1,291,036 12740102 LED Phase 2 Streetlights 1,969,877 12740103 Triple Flip 14,574 498,881 20140101 Non-Departmental Air Quality 300.000 23740101 Self Insurance Liability Claim 1,028,414 23840001 EOC 1 218 23840002 EOC 2-Winter Storm 2017 173,042 Other Funds-CIP, Infrastructure 1,812,897 2,515,887 531,321 2,089,917 Other Funds 53,743,977 39,790,396 22,424,908 37,790,743 44,267,823 34,030,969 -9.95% General Fund 39,021,719 30,279,403 33,531,183 30,747,944 30,441,654 34,549,809 12.36% Other Funds 53,743.977 39,790.396 22,424,908 37,790,743 44,267,823 34,030,969 -9.95% Grand Total(s) 92,765,696 70,069,799 55,956,091 68,538,687 74,709,477 68,580,778 0.0676 350 CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROGRAM Fiscal Years 2019120 through 2023124 Introduction The Capital Improvement Program (CIP) identifies major public improvements to the city's infrastructure over the next five years and includes new projects and upgrades to existing facilities of _ $50,000 or more. Funding will be authorized for the first year of the program upon adoption of the Fiscal Year 2019/20 budget. Future years include planned programs and are described more generally. The CIP is a comprehensive document that includes projects with unexpended funds from the previous year. Organization of the CIP The CIP is arranged in sections. The narrative identifies funding sources and categories of projects. The second section summarizes the projects by year, showing total costs for each project. The final section contains individual project sheets for each category, organized alphabetically by type of improvement. The project sheets identify the estimated cost of the project design and construction. Staff hours for design, project management, and inspection are included within the individual project budgets. CIP Goals The CIP is developed to address elements in the City's General Plan, as well as City Council adopted planning documents and master plans. Projects correspond to the Strategic Plan Goals adopted by the City Council. Specific Goals identified in the CIP include Improving Infrastructure, Long-term Financial Sustainability, and Economic Development. CIP Preparation Process The CIP is prepared with the annual budget process. Proposed projects are submitted to the Public Works Department and staff compiles the documents and prepares the draft program in conjunction with City Administration. The CIP is then presented to the Public Works Commission (PWC) for review. During the year, individual projects are taken to the PWC prior to advertising for bids. The Planning Commission reviews the CIP to ensure conformance with the General Plan. The final CIP is adopted by the City Council with the budget. 351 CIP FUNDING SOURCES Funds for capital improvement projects are provided ' through a variety of sources. Two major sources for the CIP are Special Revenue Funds and Enterprise Funds. Both categories are restricted, with expenditures limited to certain types of projects. _ R A Special Revenue Fund is used to account for the proceeds of revenue sources that are restricted to expenditure for specific r purposes. Special Revenue Funds include entitlement or subvention funds and developer fee funds. Examples of entitlement } funds are Gas Tax or Measure M whereby " funds are distributed based on population. Developer funds, such as Traffic Impact Fee or Drainage Fee, must be used to mitigate demands on the infrastructure from new development in accordance with an adopted plan. Enterprise Funds are proprietary funds used to account for activities with an associated user charge. Enterprise Funds are maintained by adopted rates and are not subsidized by the General Fund. User rates support the full cost of operations, maintenance, capital, and reserve requirements. Water and Sewer Service are the two enterprise funds most often used for CIP. 352 SPECIAL REVENUE FUNDS Air Quality Fund 201 The Air Quality Fund revenue is from AB 2766, which apportions a percentage of the air quality fee from motor vehicle registrations to local jurisdictions. Eligible expenditures must show a quantifiable reduction in exhaust emissions. An annual report on qualifying expenditures is submitted to the Southern California Air Quality Management District (SCAQMD). Capital project expenditures must meet minimum requirements for emission reductions. The Air Quality Program partially funds the replacement of certain vehicles within the City's Fleet with alternate fuel vehicles. Traffic Impact Fund 206 The Fair Share Traffic Impact Fee (TIF) program was established to implement the goals and objectives of the Circulation Element of the General Plan. Revenues ensure that the adopted Level of Service standards for arterial roadways and signalized intersections are maintained when new development occurs. Fees are calculated on a per trip generated basis. Projects eligible for TIF funding include roadway widening, certain new traffic signals, and signal oil 741� modifications that improve traffic circulation. Gas Tax Fund 207 Gas Tax funds support the overall planning, maintenance, and operation of the City's transportation system. Funds may be used for development review, transportation modeling, traffic signal operation and coordination, and streetlight system maintenance. Gas Tax use complies with state regulations and is directly related to street construction or maintenance. Revenue is distributed by the State according to established percentages and based on population. Sewer Development Fee Fund 210 The Sewer Development Fee is collected as a condition precedent to granting applications for sewer connections, or an increase in an applicant's water meter size. The fund can be used for the construction or reimbursement for construction of sanitary sewer facilities within the City's service area, and to reimburse the City for the cost of engineering and construction services to rehabilitate existing facilities or construct new sewer facilities. 353 Park Acquisition and Development Fund 209 and Park Development Impact Fund 228 r The Park Acquisition and Development (PAD) Fund and the Park Development Impact Fund are comprised of developer fees to be used for acquisition, development, and renovation of f parks, beaches, recreation facilities, and _ amenities. The goal is to improve the quality of life in Huntington Beach by creating facilities that meet the needs and desires of the community. Fees are collected for parkland and open space acquisition with the intent of providing a variety of recreational opportunities for all age groups. Funds cannot be used for maintenance activities. State law requires annual and special financial reports. Measure M2 Fund 213 Measure M2 expenditures are •• -�- programmed for street and transportation system enhancements. Costs include engineering and construction for projects ..r such as street rehabilitation, pedestrian concrete maintenance, and street tree replacements. The use of Measure M2 funds must comply with County regulations and directly relate to street improvements. Measure M2 revenues are derived from the '/2 cent sales tax approved by voters and levied by the County of Orange. Funds are dispersed to cities on a per capita basis. Annually, the City presents a seven year proposed project plan to the Orange County Transportation Authority (OCTA) to maintain eligibility for Measure M2 funds. In addition to funds distributed directly to the City, the OCTA administers competitive grant programs known as the Combined Transportation Funding Program (CTFP) that has resulted in several million dollars for street improvement funds to the City of Huntington Beach. Traffic Congestion Relief (Proposition 42) Fund 219 Assembly Bill 2928 established the Traffic Congestion Relief Fund to allocate funds to cities and counties for roadway maintenance purposes. Allocations are calculated per capita, in the proportion that the total population of a city bears to the total population of all cities in the state. Road Maintenance Rehabilitation Account Fund 1247 On April 6, 2017, the Road Recovery and Accountability Act was passed. This legislation provides funding to the City of Huntington Beach through Senate Bill 1 and the Highway Users Trust Account (HUTA) revenues. These funds are designated for maintenance and rehabilitation of roadways. 354 ENTERPRISE FUNDS Water Fund CIP Fund 506 Water user rates fund the Water Fund Capital Improvement Program. In addition to operations and maintenance, water rates are committed for major maintenance and rehabilitation of water facilities such as wells, reservoirs, water distribution lines, and water meters. The water system operation is assisted by a sophisticated data transmission program. System upgrades, water facility security improvements, and water main replacement are anticipated expenditures. Water Master Plan Fund 507 The current Water Master Plan (WMP), updated in 2016, recommends new facilities to provide the city with adequate water production and storage capabilities. The majority of projects included in the WMP are complete, including three storage reservoirs, three water wells, and various pipeline improvements. In the next two years, the WMP focus is on corrosion control and transmission main improvements. Design and construction of the Southeast Reservoir, booster station and transmission lines are planned during the next ten years. Sewer Service Fund 511 The Sewer Service Fund was established to maintain, rehabilitate, and replace sewer ` facilities. Revenue is derived from user ' charges to residents and businesses with connections to the city sewer lines. Capital projects include rebuilding sewer lift stations and lining or replacement of sewer lines, as designated in the 2003 Sewer Master Plan. Facilities are evaluated ~ regularly to determine priorities to repair or r replace facilities. The capital project program includes design, engineering, and all aspects of construction management. General Fund Capital Proiect Funding The General Fund Capital Improvement Reserve (CIR) is calculated after the final audit for each fiscal year and allocated the following year. Funds in excess of required reserves are distributed to the CIR and the Infrastructure Fund in accordance with City Council adopted financial policies. The use of CIR funds is discretionary as to the type of activity; however, proposed projects qualify as capital improvements. Typical CIR projects are substantial facility improvements and studies. Infrastructure Funds are used for capital projects that improve various city systems and facilities. 355 Grants and Minor CIP Funds Each year, City staff apply for and receive various grant awards. The CIP document includes only grant funds that assist in developing or improving the infrastructure. By pursuing grant opportunities, the City is able to maximize local project funds. The following grants will carry over into the FY 2019/20 CIP from FY 2018/19. • OCTA Competitive Measure M2 Grants are for capacity improvement projects of major intersections. • Federal Hazard Mitigation Grant mitigates the flooding potential by reconstruction of a storm drain pump station. • Federal Highway Safety Improvement Program (HSIP) helps fund traffic signa 1 modifications to include le ft-turn arrows at intersections and other operations 1 improvements to improve traffic safety. CIP CATEGORIES Drainage and Water Quality: Drainage projects include storm drain line construction or rehabilitation, drainage pump station construction, and drainage system facilities. The water quality component addresses urban runoff, retention basins, and other facilities that may improve the quality of water discharged to local water bodies as well as comply with the Citywide Urban Runoff Management Plan (CURMP). Facilities: Capital improvements to facilities include modifications to existing buildings or new construction. Typical projects are those that exceed the normal maintenance budgets such as the replacements of roofs, elevators, and climate control systems. Upgrades include energy efficiency conversions and improvements to meet technological needs. Neighborhood: Localized improvements to limited residential or other specific areas are included in this category. Annual projects include residential pavement overlays, concrete, and street tree replacement. Neighborhood projects may be in the enhancement areas and eligible for CDBG funding. Parks and Beaches: Parks and beaches projects include new park construction and renovation, including improvements to City beach facilities. Funding sources may include Park Acquisition and Development, state bond allocations, grants, or the Capital Improvement Reserve. The park system is developed in accordance with the Park Strategy Fee and Nexus Study (2001), as well as the City General Plan, and Community Services and Recreation component. Parks and beaches contribute to the quality of living in Huntington Beach by preserving open space and providing recreational opportunities for residents and visitors. 356 Sewer: Improvements to the city sewer system consist of sewer line and sewer lift station rehabilitation, as well as routine maintenance. Improvement projects are based upon the 2003 Sewer Master Plan, as well as maintenance demands. The program to replace sewer lift stations is on a two-year cycle, with design in the first year and construction in the second year. Eleven stations have been rebuilt since 2000. r' Streets and Transportation: This category highlights improvements to the City's arterial streets and traffic control systems. Projects may include street widening, pavement - rehabilitation, and traffic signal installation. Funding sources are primarily Gas Tax, _ Measure M, Federal grants and Traffic Impact Fees. The Pavement Management Plan, General Plan Circulation Element, and Traffic Signal Priority List are source documents for these projects. Typical street improvements are pavement and concrete replacement, road widening, and grade adjustments. Improvements to the citywide transportation system include new traffic signals, signal modifications, and signal communications upgrades. Projects are intended to improve traffic flow throughout the City. Water: Water projects include the rehabilitation of existing components, as well as the construction of new storage and production facilities. Water main replacements and well rehabilitations are funded through the water rates as Water Fund CIP. Water Master Plan Funds provide capacity upgrades and new facilities as recommended in the Water Master Plan. The replacement, corrosion protection, and upgrade of steel water distribution mains and large water transmission lines throughout the city are ongoing projects. 357 Capital Improvement Program Fiscal Year 2099120 In Fiscal Year 2019/20, new improvement programs total approximately $46.6 million, $20.0 million of which is for the Police Building Renovation and is subject to funding. It is anticipated that approximately $2.5 million in continuing appropriations for projects approved last year will be brought forward into the new fiscal year. The primary funding sources for capital projects remain restricted revenue funds and enterprise funds such as water, sewer, and street funds. Projects for the Water, Water Master Plan, and Sewer Service enterprises correspond with the adopted master plans and major maintenance programs. Planned sewer improvements include design of one lift station, reconstruction of another and the annual sewer lining, replacement, and rehabilitation. Water line replacements, corrosion control, distribution and production system improvements, booster station improvements, and facility security improvements are included in the Water capital improvement program. Measure M, Gas Tax and RMRA provide funds to be used to rehabilitate eight arterial highway segments consistent with the City's Pavement Management Plan. Gas Tax provides funding for arterial street design work, median improvements, and local street rehabilitation. Other transportation improvements, funded in part by grants, include intersection improvements, bridge rehabilitation and preventive maintenance, and traffic signal modifications. Local neighborhood improvements include replacement of sidewalks, including ADA ramps where warranted, and residential street overlays. In addition, funds are included rehabilitation of the frontage road landscaping at the Glen Mar Tract. Park projects include improvements at Central, Bartlett and Lake Parks, playground equipment improvements, Central Park restrooms, Murdy & Edison facility improvements, bluff top railing replacement and City boat dock rehabilitation. The CIP contains many projects that will further Huntington Beach as a premier tourist destination, as well as, serve the local community. Residents and visitors benefit from the infrastructure improvements by enhancing daily lives. 358 o 00 0 0 0 L O O O O O p O O O L(j N co co w e O " v O mLL uY O W Ni w N N �j w m 0 N LL � � Z o 00'00 6 o O O 75, o` 00 0 0 o O o cc O O 0 0 O O 0 o 0 p j O O O cc o p 0 0 p O O O o p LL o u) o cc o uj O O p` o 0 o o p N r u7 Lo m Co LO In to to N EA to co N EA �.,•� N N fA O EA K1 fA EA fA fA 2 in A C O O y O O j � O LL O N t6 O O � O p 3 O O LL ID _O (D 3 u) O O Q o O i 6 NO N �O o C O\f d� �N � C C L Q C N N � C w U (7 y Q L.L m H U c L•0 < m O 0Q v o p 0 C � o o po � m M O O O O o 0 O o o O O O p U LL h O oD O 00 A fA A A oo tq d M o o o o o o o o O O o o o O o o o o o o coo O O o o o o o o 0 O O O O O O O o o o o o o 0 o O O o 0 0 o o o o O O O O O p O O O O O O O o o p N O o u) o 0 o o o Lo p O O O O p o o o o o o o o 0 p` N O O O c0 u'i u'i Cl O O N fA en N fA fH u) O W N fH - co N m (pO T NV mu] O o N EA N o EA - O EA 69 6q w fA N fA Efl fA N N Vi O N En N y) W LL C C o O y - C O > N E a) C N O c m E n c aci d o n c, f7 o E o o U E L m .2 m o W_ o N ° E o n �- L > E a m a E m m 0 o m o c 10 c a V cLZ @ U Q c c -° O aci E Q aEi m o co n aEi m n mo O >.� W > E o m > E ° ~ o d O m o > n m u o c c c = m a n o x w c c n a Q Z ° ° > > O E a o o E �c W d w A m 0 00 Z ` E W Q n` �'co O � �i m U Q E@ p 'o o n J = d `cm J h a j a n a m U = _ } m � mW Q U' � � o Q a Qr a _gym Q U Q H a> m " ~ W c o u, N ~ c ~ LL � � LLUU � a_ 2A(Dxx am � arnu : mum 359 0 d o L_ O � c � m C y CD (6 N N (� 64 Q) O N 3 � z o 0 0 c o 0 0 i o o Lr) ro o ur v n O 3 tf� M w N m c 0 0 0000000 0 0 Cl 0 0 0 0 0 0 0 0 O o 0 0 0 0 0 0 0 0 0 00 0 c o 0 ooci0000 0 0 N O O N O N N if) Q1 a � N EA N V 69 EA EA O N EA � EA d va C 69 69 O O O O O O n O O O O O O O O O O O O C 0 0 O O O O LL O O O O N d V N N N 3 6-W E f0 0 o C. O a. O O O w U O M C O 0 N9 VI E d N � Q\1 N� 0 N a c CL E Fz to c�i m y N illy co to w U y c L M M M U ri w w vw m O C Q Q v o 0 0 0 0 o 0 C 3 o m aoo n ro G> u� Fn a0 a0 C Z a � N fl9 2 (� W O N o c O U a o Y � N M a t9 00 O �D0000 to 0000000 O Lc O O O O O 00 117 O O O CD CDO O O N O O O 0 0 0 0 O O O O O O O O a1 0 O O p O N O Lo O O O O O O p N N O O O l!) l[) m of O Cl in ClN N U O O O O N u> EA O N N Cl O O fD U O EA fA � fA � fA EA fA � y N M LL N d V N E L M U Z Q_ -0 R m m C y C CU- ~ ? m c (D CD E c c CC � a) a) m 0 Q s y a` m m aa) w `m a m m c > a > > c h E c m .4 o c H o 0 ° 2 a = cc aa) ua as d Q o c a m� E m '° R E E Uo 0 o o m o o a a E �8 a c c - m U j N m N a) 5 O t6 A U) m L C Uj .� N J c ti L u c o c c � CO U Q r c a c 3 ;� 0) rc w m 0 .- N W J J W K p a coJ W ❑ U UJ d 0 0 J O Q W o d c o u Q I+ 0 a Z L Q H W m d O r O n ° 011 im m m U a m O d hcnO f (0 < ❑o0 H � � � � Oaxx H U 360 O O (D M 0) N N O O CD M CO N N N O O p H) U') O O p 1 O O 0 U') 00 C'f co to C) � 69 Ffl W O N LL O O N U LL_ C F- C O U 0 0 0 o O O O O O O O O O O O U tq'7 M co c C in N (D y L 6 � LL 4 C LL LL N c0 � N 3 c E LL <0 L O L � a U ++ N E O N O LL Oc- m G f1 c _ h � fC�L r�+ y Q G R3,O Q U � � � o m m C o 0 0 O O o C Q x N O O O O 0) O O O .0 co co w w C G d C G _ 3 0 0 0 o O = U 'oo 00 C 0 0 c o 0 Q M o 0 0 0 LL Ul) co m M Y tO to a U O O 0 0 O O O (1) m N N O O 0 0 O O O Co 00 N N O p 0 0 O p O Lr) N a> O r 0 0 O p O U] V p r N m M CDcR 07 � tb tp (H M Efl 6e � EH H3 ' 09 N O bq Vi N m N {A to LL C p N L U_ n N Z y 6 Z -0 E a O > o E �° � � to _m W E a C m Y o T J y o °o @ O o Q o m Q 6 m` Z > QQ lQ o U g cr `c c c O y U L a o o Z N N ~ W N C C Z O� Q N W m C 0 0 O W o)_ r L U J J d atl d J !n c J J tia aci � v LLI cnU) O O 361 N a v o -� I NO 0 0 � c x 00 m ca � (J O N v Q1 0,0 O O C N u}. 00 i to LLLn � a � � � c o a • > a a F, E � � _ Q m 3 & v C Z m V N c ; . M U. o co 3 v _ cn 362 T T a U X) d o o o o 0 o 0 o 0 0 o o o o a o 0 o 0 0 0 0 0 0 o o o 0 0 0 0 o 0 o o 0 o 0 0 0 o o 0 0 0 0 0 0 U 0 0 0 0 0 o 0 0 p c 0 0 o p 0 0 0 0 0 0 0 0 0 p ouio0oocI 0000 0000000o0 (D 6 6 C7 m rn o O 83 O 1 lfi O o 0 'm O o R m, 892 .2 9 2 h O } V) d) Nw V)V3 47 O O N w LL7 O 6q Hog O H9 O w V) O V) N Vi C'i V) Lti � O � � r w N w N w w w 0 H 0 0 0 0 0 0 0 0 o c o o } N M O_ O N N N a7 N 6N9 6o r Q i0 V O H9 w N w LL O O O O O O O O O p O p Y N M O O O O 1pp N N coto {O of 0 69 69 69 LL N O O O O O O O O O p O O O p O O W O p O 0 0 p O p N a) N I uj o o o o c cc N O OD V7 M O N o O N w w Vi 6 V9 w N N 69 K L LL Of 7 O O O O Cl O O p O O O V O O p O O O p c E O p Q O O N M M to M O O O m O W N } O V9 O N OD I A In im H9 w 69 fh d9 V) V) w o N w 0 lL d O LL c) O o O c) O c) O O 0 0 0 0 0 O O O O O O O O O O o o o O c) O O CD O o o O O O O O O O O O O O O O F A N 0 0 0 0 0 0 0 0 p O O O O p O O O O O O O O O p Z y Co O I o O o o o I p o o 0 0 p o O o O O O O O O c N f� f� to N CA O o (O O In In 0 0 0 I O W V L O O N N O , H9 N ,, if] O f� N fA O m w I N f7 o N d) = m A V3 o Vi O 69 f7 V) N V) V) V) V) V) N V) 69 aaO LL a y N H9 6N9 N H9 a to H 0 C lL w E U � 0 a E �o .a A U c c 0 o m - C > C > N y a) _ C y o c E E c y m .2 o aci d o n ,a"i >20 0 o y o 0 E t n v c E 'm a m �,F > c lo a W aci E (D u, U m = m ° a o oC c n = E m c LL E f0 E m c rn a� ym 'momo OdJ > m Ua) Emo $ mm > t E o F o d O aa) o m a Q ° > a r N U m ° U O ' O co a Q Z Z ° o n > 5 m E n Q d � o .1 E cYi lV d u m m 0 y o 0 U - E w cL '� o Qaatn c m mm LL °a Eo w m O J m m J J m a J ' 25 C E J V1 a m o U d o d J U = = J C C w m N v C N N r N O C k C m F Q z'�H d o o a O W o d o O Q M Ya T n o > > d , O �L U U a U U J d LL F 2 U 0 2 Q' F a m J d Co U 2 m U U F 363 T T D a U N d 0 0 o cooOo 0 cO 0000000 O o O O p u2 0 0 0 0 N 0 0 0 0 0 0 0 0 N U O O 0 00 0 O O O O O O O p O O V 0 0 0 Lo O O O N Lo Ln O O O N O N O COD, CT, O V '7O I� O 01 Cc, V) N N [O V V C OD N > r` M r N V) N V) V)V) V) N 00 l[) V) O N V)V) W V)V) O) O) R W W W O � H O O O O O O O O O O O O p O O O O O O O m V 0 0 O O N nj O O O N y N O u'i N N V O cD O t0 .9 M a0 U O 609 V) N q N (C 0 N Vi di Vi LL fA 0 0 0 0 0 0 C. O O O O O O O 0 0 0 O O O C. O O O O O O O p 0 0 O O Y0 0 N 0 0 C L uO7 ONi ONi cOO 00 tOo N N l0 f� N c0 N N ID V) V Fu V) fA V) U O ON- 4 Y) N N t- N N IA /A Vi LL W 0 0 0 0 0 0 O O O O O O O O O O O O O O O O O O O O O O O O O O N N 0 0 �. O O N O Nf� f•7 N O 4'J n C n11 N N Cl) tc O O C.) (o NN 61) C0) m m U A N en) O OV) M V) N V) V) {O r N N N Vi W Vi N t LL 69 Q1 7 O 0 0 0 0 0 0 O 0 0 0 0 0 0 0 O = M @ O O p O O O 00 O O O O O O p p U O O O O N Lr) 0 0 0 0 Ln Q O } N O O G N N Q1 C) N, O N 'q 2 N O N W N 0 [D Ib N N N O N EA V) Ln m Of 16 N M V) N ' V)V) O V) N to V) N 00 U O EA M yq LO M I-- Z O L N N fA Vi di O N LL w H } � LL O O O c0 O O C. O to O CD O O O O O to Z E U 0 0 0 N 0 0 0 O N O O O O O O O p N O O p 0 0 0 0 CD O O O O O p A N m 0 0 0 V O N O N O CD O O O O Z O N p 0 O l!') N O) D7 O O N O N N N O ]� } CDO O O N N V) O N N V V)V) V) N 2 m m v O 0 V)V)V) O V) N V) � O co LL a N O V) V) V) V) V) d) V O W } W F E U j 0 a E A .a U a� U N E L Im U L Z 2 m O o m Q C n C C m C _m m E C C Y Q an d m m m 01 C > O. O O C O C m 0 O C H m OU 2 d L E t0 a E O U Q a E .o o E E a c E m od y o 5 m m c .o .iu N U fn L m N m C O 'J UJ (n u C m WJ J J W p (� J ❑ U m 0 O J J 3 Q W m m O U Q co v Z Z Q Q 3 3 u (U a) ~ ~ W m m 0 E• o U) O ° 6 ° U m m m 0 O co co co F- v> Qm ❑ FF- F � � � Od � a H H 364 S K D - - 7 \ = \ j cm ~ \ \ = J § \ � E § cm0 ƒ Q [ e O 0 w 5 / LU 0. § � � a. e ■ < n LU \ En \ /cn / � 0 7 e < \ / \ / CD § O O m _ % e 'e g \ _ § f g § Ga p \ \ \ / = y ¥ % § 2 0 00 o I { / @ \ _ ' % C / / - _ k 2 � / \ \ % 2 } \ j § E 7 ` ' p U- (D u } o / \ / I m - m ® 0 m Z 0 P ° E k ) 0 ? � 0 k � 0- \ z \ L a. z R 0 2 \ \ \ « / O a. LU z U E q § E 2 % CD & Q o & L) [ § e « e 3 2 a z o Y) � Q a LUo m4 0 0 _ - U § LU o Q 4 ` 2 2 z [ :± 2 7 e e 3 0 .- 2 k E « ® 2 { e i 2 w w b LU % ) t \ E \ \ % E k u , e .o = c o Q o O § ' � � k ƒ \ \f o § w o e o 2 = u o a a cn U Q u Q. U) 3 �\ / c E * / ( \ _Z: a) LL z / 0 a `-Dal®alel u ° z q c Z j ° $ .� 2 Q � . w } . �` k � Q = \ o d/� .� x K � COUJ \ \ a\ _ . . . / e boE 2 �BJw § Z 10. ± w k£ e Ll Lwo - § k w § \ ( LLE02 LcnQ0 365 8k K E - - � _ k § § � % a ) U. kU. ± e � / ® o % I § : E m roo / Cq N » » O k w a / < � � § v 0 \ ( j } k k S _ \ \ E 2 / 0. / CD E / G \ ® \ / / ) § § / _ / � § f e = » » S \ cocn § \ e \ \ § 0) J 7 \ k o \ \ § w % £ IE _ \ _ cm 6 a 3 a 0)2 W \ / \ 2 a) cmw w e w ± \ z _ ¥ » _ I _ / m _ U- � � a) / \ \ w a - m - \ / b #_ 2 A ° E rx Q. k / O o2 e LU 0 « � . W E Q o « { b 0. 3 z q { § / E / % C:) � > Q o § v § § - 0 � n 7 z O C0 L Q a wo ■ ) 0 0 = - U A o Q a ® 3 2 k 2 7 CL c o 2 § E « ® .2 / 2 % LU � $ } § § \ E \ \ % E a u _ o o 7 / � k ƒ LL :z � ( w ■ o e go) cct -0 = o 0 a a (n Cl) QuCLm 0 \ -s Q / 3 ( \ \ / E ± e m 04 \ ƒ LL I z » 0 g § � S z � � k e < 2 U r LU & w \ 2 / / / ^ ) . 2 \ Uf -, 0 .. / CL v 7 \ \ e mw k z $ _ K B LU \_ § 3 b § ( \ LL a LL E 0 % m Q Q 366 / k 2 � 2 e - 2 \ E § j ~ L # \ i $ _ 0 � � \ cm \ \ § § 0 \ x § S / % \ w / E \ ) o e e ) § § e 0 E [ m / � w / @ \ o e \ / & / 2 2 a L) \ 2 S / § \ ( } \ / j j o @ _ » » c _ w % � e _ o E W \ ƒ \ \ \ k o \ � % � cm { : § u \ 04 - / \ ± � z Z = 2 .@ > E _ { » = I = > t ° S 2 -� cmU- � � CL \ \ o i w � 2 & ° \ cn e � k 0 ? �) 2 a = J » 0 < F � \ U � k R 0 t ¥ k 6 g / k E k k \ 3 $ CD _ —1 Q c � - w = 7 ƒ z k z p \ f c r ] z \ :/ c 7 e e B w r- / { 25 « ° 2 \ z ƒ 2 o Q LU w CL@ _ E \ E \ § E \ & u Q e c u t e o = o « 2 in c � \ z 4 = _ Co Q o o Mrf c ' a \ y/ 3 Q) ƒ I E w Q 0 Q. $ o \ R < .= U / c � / \ \ \ / � ± fz .. .,u 0 � \ § a / w Lij a o CL E w (n \ \ QL� \ e f CL w E Q ¢ ¢ � / k o2A ® W0) \ § \ b § ) ( ` a LL n Q o 367 ± 0 % $ _( 0 / / _ ® o ' 0 G \ ± / / e \k / � 2 » / \ _\ \ E / _j _ � '\ a) ± # § / 2 / ƒ \ / } ) 0 5 2 /= \ Q / v w / / E 7 \ IL 5 g § E o \ 9 % a 0 2 / j Q o ® C § / § o e y » u w o E E72 ) / e O ® f © '0 2 a v » b« = = 7 CL y o & $ o \ .. e / S / G 6 = _ \ § g \ o o o 0 ) k & \ C. / k / k CD 2 ® 2 = § c =0 >. / = 6 = = o .- Q 2g § \ 0 \ 0 �_ ± _# z o 0 0 0 0 � 2 - \ \ } \ C CD ° 0 Q 691 % 2 a k £ 2 = & o § 2 Ln 2 / L _ _ _ 2 � CL / a \ s 2 _77 § in o U E E E _ § s E co U- � � / 5 $ / / 0- / � ® ® � ® ® - � § # 2 O & L) x Cl) cr. Q = = � � a =« y0 0 - o � �« » LLI 2 @ 0 \ � . � � § 0 3 z E { { 0 0 E k 0 o k � k m \ - / w \ 7 m 2 0 Q 7 rz o z 0 Q a. / \ o § \ z \ ? U \ % v L) LU w a � \ / § z 3 m -0 LU z % w w Q e c � t a § .\ E 2 e Q O O § Ix ƒ q ' a \ \ \ \f o ( k o o » = o iL a a m U) Q u (L m CX 0 Q -0 § \ / > , E \ LL 3 G z 5 I 0 f ± � @ « \ z .. \ w 0c « r_, ; Lij } 2 L) / \ 0 LU o a ! x E w u \ G �© a , 2 | } o ± o m a E \ ! ! v / a ƒ D / m LaWOL LLJ Li § \ ± § \ \LL -i o E m 368 2 8 % 2 4f Q % - + - - o - s / ° k ± ƒ / / / § § 2 \ 2 ® JB 0) ».g a > \ 0 w / \ .} \ � � \ m LL » o / / -0 � \ E _ ± \ E § / w a § ± 0 \ 0 O » _ - - � a ° e } } u o / / \ E ( \ _ LU O LU � c = Lo .2— E 3 a L) 0 .- _ _ _ = = C) 7 i @ \ { \ } / C) 2 \ k c k k E \ i E f .2 § 6 a @ o 0 a) c u n = / _ a) m _ (n » E o 2 & § ± 2 _ k \ \ ) \ \ / \ \ \ A %7 CZ V) \ ) \ C $ C C = k z « \ \ \ : \ ( ` / R O O ¥ / ± � [ \ \ K '4 = LL � \ mm e � z5uu a _ a _ \ / � # 2 & o § 2 W Q = = o U « / O ? - D k z S n L 2 G ® \ f o z LL � � z \ 0 2 w U) \ \ ( K \ O C w z Q E { 0 o c E 3 y ® B o « e E E n 2 -o » C) k q w Q ° o o o � § ± E z S U Lu w w o k f Z m k z k [ .\\ 0 7 & e z Q Q o & c o « n .g e = ? v v S a § \ / § z E \ \ \ E \ O k \ u 2 a e .o = c _ C w 0 ( C \ a \ \) § % a a n n Lc u a m rx0 3 ■ K < .g Q / / / \ / k /\ LL \ \ § z / \ 0 \ � / z .. 1 w - \ uLU m § < _ v / k \ 0 ! ^/ / x e � =LLJ w > a o 3 / \ 0 \ � `f \ / \ Q 2 @ a \ 3 ±C 2 LLI \ E § \ L § \ ( �� . =_f 2 a U- 502 � Qo © 369 O C fn O O m O Y r (� c6 J -0 70 N N CN m > LL O LO m O C LL LL cC (6 L o C O c O 00 .r O .0 C 'O O co O "0 C is (D co N N U) i — C .—' N N C LL 0 CO N N N O j U N a) LL LL O LL 0 0 m U Y c H- a ca w J . E 9 o> � o a n C O N <V C1 Q d U O c0 '0 '0 .Ql O N N J W C9 • N C a LL LL < o O c6 m 0 0 > o).2 m E -00 0 0 00 0 _ -ate > a O O 0o O c Y o w - Q) c o o c o o 0 o -p E O "� "" N O O N O O O •_ C 0) fl- m O O 4m 00 N CD c o f L) 00 CD LO LL LL U U. co 0 O o mE a o o b4 6R fA EH EA w O O V O >' o N .O CCO O O O c Q v7 m N a 3 O o CD O LU C E V o C N - to LO V) m oU O C O 0- N O C N N •� N CN _ 0 i� 0 '0 a> L) i a` a z Z o -0 o _ D O m o Q 0 LL0- -00 ° Z a z W e» u4 c v� - W It Z ? m = U 0 ~o o Z V Q L) m Z J Cl) CL 2 O m � H O to s 1 f- • E m z U.O a a w Z Ov 0 0 J p N J S E C o U o H Z N w J U c a� y O O u O W Co -u °' z V uJ W W 0 4. ' L. c o f' z_ ems. a ~ Z z is E y o z 0 _U O F- H C7 Q: = O ca O Q m _a n ti j W w cWi ° = i � d LL c w � o w m O O O z � iL a a � � W O �' a a U) cn OUa U) Q: J c c rn o -- Q O o N 00 mcu -<L, U) o U LL LL - z Q o uijunH z J W N Wn LO J Q U o OY 0- W U w �� _ x � X (� CD w z ° ov Qom . o W O Z (1) a- LL d U- LL 0 � U) U .�. .A 370 S 2 _ 2 ± - 7 75 / { Goj � \ D _ = a ® & _ / '/ G 7 6 § = 0) -0E ® 2 a E E e ` 2 E ° 5 y \° o = G cm cm j CL ± _ _ I / 0 \ f / >- 0 / \ / \ 2 \ q u # / > 2 / v w = a 0m $ - CL E e E ® 2 $ z = - a _ ~ F o / 0 E e LL U. � k \ w % = o f 3: / ir Q. ( / S 'D 2 ƒ / + 7 { / § .7 / CD 0 0 f = { R z 7 \ ) m \ S / S 5 / J \ � E / = a 0 Q § k Q k = \ E E�± & { / 5 * / 7 / ff � 0 co m / \ ® / e $ z 2 a = 2 g@ o = e CD Q\ ® » / / a 0 S Q w ® km \ / \ \ ® ® 0 0 0 0 0o a 6 & m g \ 7 � 2 7 = c / / \ ƒ q ) \ q § 2 2 a / e \ \ a & a & § oO = E § oar = K _ U- % \ i J / ? \ w m - ® I Z / \ CL / n 7 / k _ / 2 } 2 F- R o � m . _ « LL O C w z S { { 0 +f Cl) Q) / ® 6 2 « e E E F- n 2 2 - k k m w = u Q : © o o a o u § 2 ° Lu LU w Q a w 2 : 2 2 e z_ e U = { Z U z o Q � c o z = _ ; n c oo _ _ : « n [ e � e 8 t ■ ° zL . z $ g3 z & Q % 2 t § uc ® y w u - 2 e .o ` o 2 / \ k { a n � Q U a o o a f < J Q / 2 a % $ 6 /qq \ / / ƒ LL E z e 0 / R 2 0 » z > ■ o k e w 0 Z IL w \ \ - ' -�. > 2 /\ ,We" \ zCL ) R © \ > ooQ LU / Ll U § \ w \ § \ \ LL � EoI U) QQ 371 �_ Q 3 '� o C C � U o Z = co N N ui M N L N N CD �6 O Q C O LL O LL a Ln U- M U OU 'O (0 C = C N rZ t O rn — to En p N O O m C C (9 = _ d X cm (Q =_ U U N N ui ?> C N N H N Q) O U LL LL LL O O � o p a U U LLI a. m a Y c O CD o O o � >- _ m O O O o O o O O O O cm O o O } } O LL O N p c0 N O w a U O U O C LL C N } } J W C7 _T 2 -O O (n (6 7 LL LL Q W O > 7 (0 U - a U O Q 3 0 o U ai cfl 6s�» bs a U G1 c cn = Q ca O O o o O o Z o 0) E O c_ 0 0 0 0 0 0 C U Y a) O En U N Ln O O to N Lo N O 0 (4 — Y O Y N r N Q-C CO a C ) U C LL LL Co E m �O cu C LL C .m EA EA Efl fA EA V3 C� o TO ° c `� E E O CD CD o O O o O c Q ° M co E � L) �c C 000 0 0 00 0 � � W V' U O D 3 (6 N O Ln 0 1n N O to Ln fn m Z O v7i CD LU O c cD ( r ch M ti 75 ❑ Z F+ a m m a-°' `° C LL LL LL ta V 3 W Z H = U o ° 0 Z `CL a C) 1+ U C cn = Z g Q C z LL Ix d Z 0 O C C 00 V) � 0 W w z U °' °' Q a ° ° Q E E U tU W U a W O M � O i W a .� Z V � W W O ' „ = r H � N H Z c m a) cn a ❑ Z O U O > .O m _ ` Q cp .a U) IU LI IU LLI LI ULLJ d L. i � ❑ C � C LLLj Z @ _o W w. U .� LL H O O a a LL Z E O o ° = ew a a1,2 O a a a (n cn OUa cnrx 0 wa Q Q = cU V E O cN 2 Q N 0) ? C O N O O a N N C � } _O LL LL Z C O (0 a F- x Q W U a� O Z J U- W U Q w H Lij W W U co (� O Q C a X ~ ❑ O > LijJ E o vi (� O Lu U a� Z a T ❑ E H o W U m j W e U LL a LL � ❑ Q cn OU 372 c m o 0 0 0 0 0 0 o o a o O O w 0 U N O O N O O O S M Ln Ln M Lf) Ln LO — 0 Y N N N N N N N U cu LL LL _ m a N 3 69 v3 40 40 Z En O O O O O O O O L) ,� �,.� O O Ly O O U N_ _ O fn UC O - N LO O a NO N N m LL LL O 0 c V c W cfl (A. s9 vv o r o U LLi 0 U) a) CD CD ' d (n O N O O N O O O H N o LO o O N LO � a U O 0 0 @ O N N N N N N J w 0 } } : Q LL LL p 0 7 m U .o � ea "1" 6n c9 a U 3 o ' 3 c O O o O 2 E 0 Y m o o o C CD LO LO a LO LO -0 E _ N N N N O E m C L}L L}L a) O .cc E9 E9 b9 d4 (�Q c a CD CD CD O 0 4) 'O O O O O b4 m m Y C O O O O WM i m `p m N O O N O O 6 W Z a) m a) LP) Ln C1 LO LO N In U C N N L� a) U N N z z m L U @ LL LL = m O V �� .� 0) w m E a_ w Esr e» v> o .Z6 w Z �.• Q 00 O a m Y m ~ Z J cn w C: O H LL W z 0 0 N .@ � Q o O W w Z U a=i a=i Q = O U O j -i U c ~ ~ W z o C� � p Z O U = LO ;a O z � O U ° r O o z c (n a O C9 c �° a) Z ` Z m r z LL w w a - O LU O � Q a h u m ` LL : H o F- a) cLa a) O ayi o ° w Q p a) a a a N � O U a v) Iz O Q Q .E U � N E O O O U N m CD a } CD U- Z O 0 Q f U � a= V 0 U z E w Q) 2 w w v J Q U c 0 IL w mU w O oY0 0 ui o a o H O J p -- ^� W z 3: a. m i w ash m LU (D U a) o Z a w a m o cn o U 373 CD § 2 - - k 0 \ / 7 J / = o 0 2 = § § k 2 _ / ) _ D 5 E ) \ \ 5 E z } \ a, 2 _ , p ± J 3 \ § § 0 ¥ \/ 2 O _ m \ Q w \ { u / 0 % { \ cq ƒ u 0 ¥ 7 Q N k S / m »I = » o e \ � a v @ ) \ / E 2 = [ \ c® » a) d § O /S co 3 7 § § 7cn ( \ '\ M / / / \ q k k CD k / / cn m £ § / / a / S 6 / S / i c 2 2 ( _ > » o § 2 = n a U- � � I / J z � e _ _ _ / Lf o I r P 7 0 2 2 � / b • o • � « { E Q 0 \ 2 7 \ \ / @ b E z q { 0 / / A % o co L -j U c E » \ - 2 � \ y \ o U « § LLJ O K k ® k k [ { \ � 7 CL o o c z E § « n y E z \ 2 v v LU S a $ k @ § \ E \ 2 o w = q \ W < L / z / a J » Q 0 0 ■ c ' rL s z o § � a a U) U) 23CL a B \ } \ q / & § \ 2 ~� m r- » . ƒ \}% LL \ > ± z § E 0 ` 6 E : 2 L Q o | \ E F- w . : 7 CL LU /Lij \ o J 0 § w _ / 0 o u u 20 IL j 2 q w B .g Q 3 k \ ` ƒ § 3 w § § ( § . z a U- U) 374 CD o O O o 0 o O O c 0 0 O O O O O O O CD CDT (6 a 0 0 O O 0 0 0 O O 'Q 0 N O M 0 LO LO O M 0 0 0 CD CD O Q) 0 CD O N O — t!7 O C LL M M U. N M to 1C t a) Z (>S � d ' C w 69 E19. (19 U). Ef, fA 64 EA EA Z N m O C O O O O O O O O a) C i,.t O CD O O i,.) O O CDO a) L_ U N O O O O N O O O O C N 0 LO U') O N O O O O F- 3 N O N O — fn c0 U. M M LL N M O — � U m ff, 6e 69 ER 69 64 69 - U W O O O O O O O o L (15 N 00 O O N 0 0 0 O O } a N o0 0 0 o N CD CD CD o o o CDa U O L a) O N O r J W U' _3 Y U U. M M U. M Q M W F- O F- 3 ; 2 (f,H4 (f, EA 69 69 ER vi a V d o m o o O O 0 0 0 O Z CE a) c _ 00 0 C 000 0 C E N N O C N 00 0 0 O N 0 0 0 O a) c m O O IM ( Q) C N N 69 Ef3 EA 69 NC�y 0 (0 � N E O O O OC) CD CD 0 0 0 0 CD0 Q O CD CD 69. O C E a p O O O O o 0 0 0 O m ` N N N 00 O O CD a O O O O N "O ❑ U O O .- L :3 z CID (a M M U. N M = m L C Q) 3 a) U- Ir N LL L j H9 Ef, Es, vl! 6S of 69 Es, O •@ W Z O U a) Z a aCD � O O = 2 p Q W o z LLW F- Z t07 O "° �i O a W z U aci aci J = = J Q U ❑ O E w ° �7 ~ MteaD —i U c a) Uo a) z w cU o Ow r m a� z U J O � Z � W 0 L. WU W W 0- W U) -o W W U CID0� a< sp ca a zO 3 X O m O M (L) It O aI. a a cn cn 0U4 N (Z O Ocn U > O O m N N � O O O O O CV N T A li+ LL ILL a) z O O tt L) O W J Q) F- F- Q W V)) LLI w F- a � < U o o O -6 o UN aNH p ,c p F o w U z a o ❑ U L W �0- ❑ o W _ m ❑ .� F- o o) � N Li Z a L=i0-a a) OU 375 o O o o O O 3 0 o o o 0 0 o Z t a E N O O '� O O O O 6. E N M O O M O O O O O > N 00 co N (O N co O LL LL E 0 e-J, en rf? (f) va 40 Z U a) _0 Flo U CD CDCDO O O C O CD CD CD C C (B O O m 0 0 O a) N N C N O O N O O O H 07 cu m } 00 co } (D N Oo O Q' E LL LL U E 3 c } O U N O CD O N O O O O F } C N a. F N @ O O 00 0 C d U O C m O N N Do N (D (V 00 J W 0 c } } � W LL LL O �0- d U a � d M o O o o O z E o O O O (D m aa) .C_ o O o o O CT Z V) E c O O CD0 0 O O a) 4) Q1 w N 00 0o N (D N co U@ @ LL LL Q @ U1 (9 d b9 M E9 EH 69 (, U (0 C E O O O O O O a) p O Co O CD d4 W U N E C c CD C 0) a) a) (6 N O O N N 00 O m m O O U m > N m O O cl 0 0 O a) 'O 0 Z — C d @ LL LL = m OV � N � @ L 3m U- � ; � tto Z o Q m a L) o O a 1� J a c � �5 U. �" O Z (D O U) m _U Q w z U d of O ° E C� } U F- Q, U o D -i U c m ~ ~ w a z W W O d O Z m + O �N O Z .a Y fn V 0 Z U U O ro a�i Q co H V Z Z U U U W d , 04. E W m LU Q O O :3 w V c p C � 00 z ° �o w w O a) oL a Q Q L) O a a a Cl) U oUa cn0� Q .S� U V a o 0 E U N N m d O O ` N N 7 } � U LL LL Z O � Q a � U uj � O O s ~ °) w 1 V) Li E I x F- a W U v Op wU, � N CL a r V Z a oLU U s W 01 h _m 41 O z � a � _ 'LI, c z a LL a- vUi QQU 376 o m o t ` N v O U U N Y N N O 7 m ILO f- = M M N a) C: r- U N N M ♦+ m a) (d v) c N j ° y (6 ° o co o bn U m c m E z co a. L N d N N (4 N N (n m L) LL LL o > ° U O o -CU m F_ E Q) � m w a Cp Y U U N N O H } ... (6 Q N N F- a c d a ° U O COcD O N N N J W (� Co a) > > LL LL Q 0 W U O �n � = C9 U O Q M -0 a) o E H a U 3 �o �} U) as 2 `n _ c U c �. _ - " N N N 2 LL U E U O Q) :E- N N � C � � � N 'p C } } LL LL O C co a (O Qc FL d C V +L Q) O0 E 0 0 O O O O Q - a te 0 0 O O O � C V) C d � o 0 W ' E C (n E .gyp c0 - O O O N O O -0 (n L Q1 ` E O u7 V7 Q1 � Il') U z m > E ) LL u } - N M } (h M (0 Z 0 7 _a O a) LL LLU. Q O (6 i Q �r U � ' E Ew a � dLLJ 114 cfl co 2 H U o H Q. Q o Z ~ O J +p J Ja c HQW O U. Z 'a c O z O C) a) H U 'c wo w = c a° v mm Ec LU Eo� O z '- zz oa Q aw E ' LU cwL) L) w p D v n Q tmtq a m Y Z coo Q0 0 aa)) o ° j `m Q a O c O aa a cn cn aUa0 � O 4 � Qzm cu U 2 o0 � v kyon-6P3 z u N N ,zv Q LL LL Y S A �)2yjf1U121/F E Z' uu`g1+w F T R O ° Y LL)lo Ole:)�5 m d Q UO Vag U ccz W lk ai F- " cn m W v7 J�4 v W U � E L J Q V O O 0 U LU O ~ W cn -) o Q U d m ^�w J co U Z � am 0 " � c Im o W m U a) o aI LLU0Z fn OU 377 Qj > O 2 Y in 3 c v v o v m a) (n O •� M M Q �..• d a- a) m U -C N N Q m U (n Y O J cn fA Y -0 U a.0 N m C _U N N m (n O C U LL LL O U Q _U a U C U ` fl- (n H `° W a c o L) -0 o m 0 O H E E U E wp � N N d H '� 'c C U L m N N N J W U' 0 - a) � 3 - a LL LL o Q) -Oa C O C LL 2 Q d V 3 m > m m - N 2 7 � '_ 0 E IE 0 -p 7 0 L CD 0- C o f N N a) t: Q � U O O 2 L o N C (n V7L N N OU C Q > w 2 C U. LL Ln Q ,.e o _ Y o E o m V o a 3 `o `n ° -0 0 0 0 0 0 GS Q � oY Q•c E m c o0o Q o0 Q W w o 0 m N O O O N O O CDcn mZ _ J E c E U m rnUnLo Q m0 O -0 0 O ' N o oS U LO co cc to � Z z F� o U > c > Q V LQ) ._ d L 3 0) W m O d w cfl e» ua csj E» o w Z V F- a L) 0 O z a = 2 o a � � � CO w U H U. ~ Z 0 0 N N Z a O a W U d d J �N J O O E � d' } a H E E U �o z a a (� ~ ,Q ai w v a w o a ; O a U Z m E O C� a o z o U O '> ,o ~ E Q m 0 c� C V a) _ Z - c Z U U U W a W � � y w Z m -o LU O O ' can ° Z ? � C w O F- m o ° � w m a -0 cG O a a a to cn O u a cn C o a Q Q S U C N N --= • a� rn rn r r T > N N - O :ram Q U- LL 4-1 a) m Z J J wuxi N U -P'e H Q � w .„ - ' tom n H d W °c U r, ii��i + U ~ >'O E o ✓i ' co m J v z a U) D v u � 1 xs _ 73 m p a f Li (L L�L-(.) 0 z (n C) (-) - —4 .� 378 > o 0 0 0 0 3 U) 0 0 o a) d O Z U � N N M � .� L a) C N CO CC N cc t0 O 0) a O U o L m c>i U m C @ U- � otf c a m o U y uw UU EA E!? 69 fR Y x m vi 0 o O O a o axi M v, a o 0 o O C O X O a) C9 O O .� O N C E > N O O N O O @ i cn ._ a) `O N O w N CO co cn i m m a r } a- @ U. U- O O O 'C m to ER 6R CU a �° 0 � co w a to _ N — O o 0 0 F- a) _U a) (D O Q >,O N O O N O O O 1— a) E w U ` CV N CD 0 O O N O O d U o o a> U o a C E ° co a� N o 0 N co co w C9 o>> a m s m o d d � a � Q w -= z m e p Q C U U 3 O E C N c "NO -0 E V! ER E H ll V Q� E E O W N N L6 f6 O O O O L O U i O O O O 2 c6 U E >, U N O O O O U a -0N L!') N U,) Ln O a) C 0) m U •@ LL LL .�-. C x >, E o o ca _ o > w -0 � U E Q D c m CD- LL .- LU oo -a o 0 0 0 o a m m c c o 0 0 0 0 W >, (D O C y 0 C O LO N O O N O O c m Z m CO a) m E = N o rn aD o rn o0 0o mIn H o > } in Z a � o U-a M 5, LO V oa Em LUW c m w _0 - d0Ji -,, v � wO --) Z � z a a O WZ Z w Q o N= O Q QW o n N w = NO z o °a Q ►- u V ag L J U z W . m Zo O 0 oz Oc Q U) Wa oE w wvww w a L ZJ 0 QO O � o 0,) co 0 :3 o a aa a cn U) OUa 0) O a -0 V V 4 0 0 S� o rn rn l s' .S > N N O d L}L L}l_ C E z p � t O Q La U a d � o Z J 3 fJ- HQ sx x IT CL U W O. LU c mL) W U) ' O LL rG f; Lb u 'c U) D U o Q`0� J °tS LL J U) LU Z � m D o ESL W N a Dc00z aioc� 379 o 0 o aNi CDp � _� (n a) a e CD L U a) m c� N LL 0 N N N m 0 � O LL LL ,� O - i a) Q N x d CO @ V) a)) E a � a E o L w 7 M M U m w () m rn V N N F r- m mW o U O a o m@ po LL LL U C L N In j F- o U cp m C M W m� m 'n (Duj } C } U- o CL U E N -o N N Oc U- H a) (n -a N N a U O o p m .� } J W Y m U CV LL H O H U o v amp j Q) U) E 0O Ix a U 3 `° — cn 2 Q) (nmC wy > a�i @ = `.. " En o c Z D m Y C7 o 0 U ` 1 LN N Q m . E m o m ;o `�` `}` w C - o a U a U C (D t 0 m - cn c _ m "M m 0) m m () o C o = E o 0 0 0 0 Q O 0 L C m a) . .L a) a) 'a O O O O 6q w H m -0 m a CD o o W ' N U m m m N O O N O C p fn m m a) � m a) `� N a) �' U N N N N 4) z V a) E a) a) C L LL LL cm LL LU L O } a) L ? > C C C w a ' H U U- � H ° o Q m w e> rH cfi en o 2 W � Z ct V m a o o O LLIc a) w 12 u- � o z O O c i v, o aa) Q O W aa, W z U aa) a=i Q Q O o E o � C) U W U a w o � � O ~O w °a' E zo V aLU z 0 c) 0 '` C m `"° ~ z M ~ Z c .�C)o c z �o D c7 c, z z zLL w w v W a W a c W c o W Fz Q O O D wc •o 0. Z L Z a � � o C w w O ►- m o LL ar- a s C U O °' a a a cn cn OUacq � O 5 2QQ .c U � V p p � N N T 0) 0) LL —0 O C x LL LL U U o Z J W c i n x a Q UJ •.�.. a ai w >, �' U a c�a H U) ' C Q c a m > O Y J o o m w z a E U o w a E LL W o,0 Ll 1 a D O W m U ai o I a a a U- UOQ� I tnQU 380 06 O C N C CDt .2 CO O N N O U)•• T Y ^ a) a) N N N a_ � Q �- N N 2 m a U N LL LL N 06 Z O N d N ❑ c @ Q It Y LL O U o N d Z o _ C) o Cp 73 O a) N N (D CD Z co x Lo a N NU) Q N co > > > Z Q U EA Q lL U- O O :3 - o o E U w Z o c Q'.2 w a O U o � m � . o O U) o U a @ w a +.. - - C C) N N c� Z a) U U) (� N N a U O w fD L -o m 0) > Q U O Q O a Q a c: 0 E a ac0i LL 2 0 a U U U) LL U) T ip U) o o Q o �' co m a o 0 0 0 N .� � c Q c o 0 0 0 0 CD CD CD C OLL O <n V C r Co Q O T O _C 69 64 ER 2 C 0 U E U - fD _ 7 Q C (p a) U O Cr r- "5 V Q .Q z O O O O Efl U U 70 a O O O O w ~ V - m p IDQ N Q) O O O O N U) Q Q 6j U Q O O O O O O Q) m o E � Q06 a) o a o o a o o -o Z �y O � C � C N N N N -0 Z3 Z a' O O � CO = m D a) LL LL OO zIn >- X m � c 3 � ~ P 2 LL O W N d LLJ w Z U H _ O F� U Q n O Z J U) W Q .L) Cl) Q H LL ctd Z U' O C c U) .@ Q Q O a w Z U �, Q Q O Q O o HZ N W ❑ J V c yr O (� ` ~ W M 0 Z W w w U a W ° C in Z y U z m o O V ❑ Z U '� p C Q �U C +r d c co c: LLJw w U H a C i I-Z, F- o c W � w Q tm H 1 Q y 7 QL 0 ayi o ° Q a c 0 O a d U) oUa (nc O c Q U O o N N to 00 C3) 0) a oo J Q (V NCD �p V LL LL c � 4! Z U o g ~Q U U ~ OJ w Q; m O U x Q W ui r H a ow ° °' U m w cn o Q a a) ~ ❑ TO m uj � o El Q °o U Z cam _ 'v 6 w O m ❑ n L o E T W ei Ll U- 0 0 Z 11 ILU)-Q U IL � E W m U o 381 C V) O 'O L C a+ U N C w N — Q) Q1 N N m rn Q) ° LL LL cs06 U 0 0 ° Y m N E !, c ao vi r Y E o E c E N N N 0In j C Q) N N ui Oui v E a) LL LLu 06 E °i a Q) ) w 0 U LLI �' cq o L CD o u ° a 0 _ ° o a) U ° L j�L NT N N V a) ° O � .� N a L N N a U O J W (� cn E a) Y o E Q LL Q n W > E E Q, O 0 U O ° O w O U Q Q O a LL. E H a U L a U - a E c m o O o O _ o m E m FLo 0 0 0 0 0 N cu C .0 O a) "a w � a) o, O O rn O O �+ E �' O C O O O O O N (fl O O N C O LL Efl N LL N N a) 3 .9 (0 V C C O 'C C° C � W Ef3 69 ° C U O -0coy ' � a a) E � o 0 0 0 soy o Q W c 0 a o O o O E W ~ 00 c o . o 0 0 o a fn o In o c@i � vi � o °S a` 64 �7 a` v v o z E in Op o c E LQ 3 a� ° > Z 2 2 N U X N d W fA 69 w O W z H � O Z U Q c 0 Y N ao — } 1� Oa, ° � CD LL w a Q m 2 ° a Z 9 O m Oa W QE � Ez 0 U 2 Q -0 E Z p ° H 2 U p w O C7 O W CO cn S E O U lj W W a z Q. c ° z U � o Q 0 , o v ~ j U U wQ woc �Wa0W w d WS -o �3 °e LLJO ° � � 2 �z ;PoQ) Q w w ao ` a cOa 0 Z L N 0 IL a cn (n U a En 0: O Q _ U o eq OL U o N_ Ca) CD E j CNLLJ ;...r.o.� Q � O } U xs a L` 1 E z cm 0 U m Z Q j ....... { x W > U) (� m U ,� x Ei O Ha. a) W °c U m cc J v C� taco � U � z m p Y n E EHL W � h co E W m U Q) 0 a LLUpZ (nC) U 382 ) k Q ; ® § q = j j c ° k k } / S » » ~LL LL m q a 3 .g .g $ _ ) \ / \ \ x a \ \ E0 ° Z e E = o / & Q ± » fE� ] o \ f b L w \ ( > ~ ~ -i w o /cm \ LL LLO w CL k $ / ¥ a v c \ 7 \ 7 En co 2 ƒ % / \ f @ \ 2 m04 _ o k \ : § 7 / \ \ \ 3 � � U. U- PV V - @ _ s k -C 2 i a) ° _ c o = 3 e o 0 0 0 0 0 0 0 U _O = am o- E 2 0000 0 0 0 _ = 000 0 0 0 � ® \ E\ o 7± % \ dada a 0 CDcn - r o - CN c b = c Q Z \ 7 a) g 2 ° ° E ' a N a N o x _ � x ° I z 0 O \ [ { / CL/ $ U- % \ 0 / 00 z w eee � _ e _ w k ® U / o e U « k z m E $ \ / LL 2 Q A � 2 e . n O 4 IL z a q z z R 0 ° ix LUz « « Q / .g o 2 � w v2 2 S o o 55 Uuj o z o Q \ o z % z 5 ) c o c � « n = ¥ j u L) w w a � \ $ § / E \ 4 w O k \ � � � � � c -ot « o o = w « c ' a \ \ \ 3 % m w o e 0) o ° : � \ « a@ o IL a n W Q Q a g ct o 2 K E Q & 77 co k / / / kE \ \ Ia » x 3 ° LL LL 2 a » 0 7 i � \ ƒ � U © z q ; w / 2 w E � J / ) LU \ u o ._ � � 3 moo \ k k w k \ § 2 § \ i k 3 co 383 8 2 / f \ a 7 m u c LO E \ \ / m ° a) { 06 k 7 ® ƒ \ m E 2 / \ \ } 0 / e Q \ \ LU (L 0) - w % } } kLU LU 0 / t \ / o 0 0 0 ƒ \ \ E \ - f Q Z E = \ § \ S S / Ln 2 / \ '\ LL L � \ / § � _ _ 2 U { / $ E o 0 0 0 0 « � » _ 7 / S CD \ k 0 % c % { { \ co - 0 _� $ / G � _ # 0 2 W / E / ( U. � / co � � � � \ 2 z \ � e _ \ \ b _# 2 k ) / 02 2 Wa. _ � - 5 2 Z 0 k _ / b 2 \ W E Q o rn 4 RR « 2 & 3 2 q { { 0 \ E / Ix R Q LU § -1 u c 2 - / s 2 i z / p n u Q a LU o « 2 0 0 =_ - cc o z Q 0 \ \ ( / e e Q = o \ U � o z o Q z = .g= n = c 2 e z ° 2 { ¥ _ 2 v v w a $ k E § f E \ \ / E 5 & w Q c u 2 e .o = o Q 0 o = 72 � ƒ \ \\ ( a a S � 3 3 a 2 2 0 a B \ k ./ q ƒ E \ S \ / E U ® z ƒ 0 e u ¢ % / u A 2 % q e LU ¥ \ w < � E 0 . ) F § JLU 00 w � � / / / 2 \ � / / ) k 2 .g Q y � k \ U § \ w § u ) § a LL Cl- ce mQG 384 \ k 2 ° CTk \ \ § § L = 0 E ` & » » ~ k 4 / / = 4 0 m a) ® to / / \ C / 7 6 q j / / { j j c # ƒ k \ U- LL L \ I = ¥ © # k a w \ E / O © 0 - ƒ ¥ / � { >- } k uj � 3 / m \ / 0 \ / m ® ■ § .[ E \ { / % E @ \ § § Cc -0 c- m » » g / \ ° ® o 0 0 0 0 ° = o 0 0 o e � ° \ C. / Ln § / - k \ .[ \ o a � a N 2 = z Z E o = » » = I / % _/ z \ e _ � m _ / \ § # Z o A ° E G k } O o3 Z a. _ $ - § I-. 0 ƒ § § c U. ¢ 0- z R q \ \ \ « \ O & z Q E { o g E 2 $ 3 p D -i L) 2 - � \ 7 ƒ 2 0 w w 0 L) � \ / e z e z _ ` ° U _ U Q o z R v 0 N 0 z E < cu / ƒ % v v LU w a@ k @ § \ w \ \ / w 5 k \ : \ 2n ` ' § f � + Q o o 0 - cam 2 \ \ b/ § � � a CL q C 0 3 a 0 � o \ R < .g o / 3 m o \ / \ CN \ LL E z O \ ... „ . 2 k = x / LLJ e w § e < e a E 0 2 E wCL J0 CL \0 LU / \L) \ \ / 06 ) k o .) & 3 wk\ f § \ a.w § § ) § a � I ❑ E � G e 385 CD \ Z) - m 0 U / ± c / A 2 § 2 i \ U- � $ \ 3 = e _ o \ 2 e x 0 ± \ j j / $ » » q ) # ) / ¥ 4 we I /\ \ ~LL ~ \ � \ LU Eli cm } < LU \ 0 / § / ■ ) / c \ Z 7 = _ \ 0 j / 0 = o 2 0.\ % } \ » > Q \ƒ / / 0 « ® m e / / CD \ \ E § 7 k \ o \ k 619, ui % \ f ( CN' / LO $ k � o 0) 6 2 k 2 .g ( 2 c { f = § =i a) e — \ LL \ \ \ \ ® - ® ® \ \ b #_ 2 A ° E u SO o2 ® z �Q. \ \ � \ L CL z 0 0 / \ \ g { O w 2 Q E { o § E 2 % y Q o ■ < « Q _ o v c S - � n a) 0- z y � p u o a w o 0) 0 o z — U 0 z 0 Q a ` ` 2 k [ .7 2 7 o k k § z 2 2 $ f 2 f 3 \ \ % E \ « : 2 z 9 § 7 o O O \ y/ E a a 2 � 2 3 � Q / ELI ) § \ R7 a n \ / L t ( z 3 2 \ 0 a ƒ \ c1cp° Q � / / / I. Li 2 U § v k \ 0 } ` ) e w » e _ . e § J 0 § a / § / Z IL co ) LU R \ % Li E § \ w 3 § ( § a U. Ec = nGO 386 O O O O O O O O O C d O 00 O O CDO O O O 3 cm L 0 0 0 0 O 0 0 O O C N O 66 O O N C) O O O ++ (CD CD a) U) 'j, m O Lf7 0 Lf') O M O O O O — 3 N Ln N (N M LO O 41 N O C) U. M M LL Ch M _ LO Y p ` a7 O O W- EA Ef> EA bT EA UA EA EA O n N O O 0 0 CD CD 0 O (0 N O 0 0 0 0 O O O O m w y N M 000 C) O i� 00 O C14N N } U N O LO O Ln O N C) O CDH a1 �- N N 1A N � CD W) Cl) a) ` c LL M M LL N M O U) - U cn C C C EA b4 b9 EA tR b4 EA � V W w O a) O U - �a OOo o p oo p N O W N 0 0 0 O O N O O p O H } Y N U = N O CD 0 O O N O O O O I 0- V O ` n O Lo O CD C) U a O a) N CV CD — O N Cl) Il- O J W 0 (D a3j U. N M LL N M E- O H fn W !n U 3 0 c N _cn Z E» dv F» cfl - - � r» � a U U p w N G� a) a) NO M O CD (0 CD CD CD CD Co 2 U } C C, (0 C) CD O O O O O O O O O O Z m a) _w O N 0 0 0 O O N O O O C C � "O ._-. NCN CD O N O a) .) c 69. En 6s eq 64 1 EA ER tiT CO C _ m 3 3 E O o 0 o p o 0 O o �c o00 0 C 00 C 69 Q (9 J Z f� (a N N Ca cm Y `m o � 0 U O 0 0 0 O O O` a U N CD — O Ln CO O O Z O V a.8 ` d M = U- M LL N — N O .3 O LL ON W 69 E9 69 69 fA 69 Ef3 to O cm W p L, .s x Z a N Q c a O d ca N v O H LL W F- z 0 c @ Q O W w Z O E Q _ r 0 U 0 D J U C ~ ~ W a) 'U0 .0 Z O U io V a 0 Z 0 U j ,co c C ~ a ~ Q .� n- FU- �U 'U v w a W u � E co w e M -o LU J 3 Q � y y C LL ayi aa) Z 'O 73 -0 Q O O O m o L c m m Q a C 0 O a a a cn cn O U a cn c O to cn U c c O O O O N N (p U Q1 (n .iC O O _ y N N J C } } O L.L U- U 3 Z _ -- O W F- U O w Q w a w � � v o ' ~ im oa o � -o x c� Z U 3 3 w m LU o � a � � o0 vvioc� cn 387 0 0 0 0 0 o O o d o 0 0 0 o 0 0 a' N Lri Lri 0 O N O O O +_+ (n C i--i f� N In N M U'7 cA O J N r- N f- r- n N U- U. t _0 41 (n EA 64 bc� tH fA to t9 U) c6 > 0 0 O O O O U M 0 o O o m O o N cV r N Lf7 N f� h cn 7 U- LL 0 0 C O C E9 69 69illal Ice w U W o w a m o 0 0 0 0 0 >- r a E o 0 0 0 0 o O } C_ C 3 N oD N CN CD 0 U) d U O ~ a) Y T J u W LL LL Fa- O U L) p Q C fa cfl � Wr U) try 0 aCD U U) ° X @ 0 0 0 0 0 0 m o 0 O O o 0 0CD N N Z m C w N v LO N c0 CM c0 a C LL LL V 3 a) X 2 o 0 0 0 0 0 Q � 0a) C c 0o0 o 00 0 c� o _ m Z 6 U 3 3 o ti N o O (n 0 O U ❑ 1 O N U 00 CD CDZ zl� a � M LL LL - D O V o LL 0 o L 3 7 w vq� to be, sl, u> o m LU a� w Z O _ Q. =) I-- Z J to V.- c O U) = Z O Q _ Y Z ui 1- O +o H •. C Q 1L Za, z 0 O W U m a� "� = J OU 0 , U ❑ Q H E E H li ip Z ❑ J () c W C) W W LU U a w 0 r- 0 R z c�i U m O U L) W w d W � �_ E U) w ° C Z U c co o W W W H c Q O 0 D Ofvai' c 'p 4 Q) 3 Z > a a 0- cpn ccn O U a cn 0 ii Q Q .s OU V m 0 0 C � � J O O � N N N LL LL U7 Z O H Q ' U „ w 6 W Lij a w U w ~ ❑ O W o a N J p X. U Z a o DLU U m � .� f- 00 w O Z - d -0 = .�5 c a LL ccn O U L- 388 O O O O O O O O O Ln O N 0 0 0 0 0 0 0 0 CD p f6 N O O Ln Ln CDN O O O O If ++ w 3 c) Lf) Ln N CV Lf) Cl) O 0 Ln Ln Ln V) L` co N O Ln M 00 It z —_ Z U W LL LL '" M � m L m N r CD m6" Lf3 6" Ef3 40% 1 69 69 Ef) in EA L �[ .0 O CD O CD CD O O 76 O (U c O O O O O O O O O i 0 3 L O O O O O L,., O O O O a) FL N N m N Lr)o Lr)o N N Ln cm 0 0 X) Ln F- Q D O a) N co N CD Ln M co U co ---0 LL v v LL M v O U) @ LO cn a) U O c ~ 3 69 69 cA EA to 69 69 H9 V� V W co Lazo m C Lp Q (<3 0 0 0 0 O O O O O w d 0 0 0 0 O O O O O 0 0 0 O O O O O O O H } O H -0 c N O O Ln Ln O N O o o O H Q f0 L E Ln r N N coO Ln M 00 d U O � � N N J W Ur L W > U- LL M Q W U c� m 5 O F— 3 m 3 ? 69 e»csj w cfl ea 69fn a U U) 3 0 w a N ca o00 0 0 000 0 Z o o = o 0 o O o CD o O c o 0 0 0 0 0 0 0 0 Co O N O O Ln Ln O N 0 0 0 O 2 o L LO L o Ln Ln N N Ln o O O Ln to O U� O N Do N O Ln m OD U ca •� me LL of LL r M of a) 3 a) c L6 c YA 69 VA V� CO 1696969 fA E E 0cfl0 O w ooLn Lc 0 o O Ln O 0 Ln o o Ln Ln Q � C7 m 2 La E 0 - 0 0 O oo — a W U Lo C -)[ O -0 > N rn Ln Ln LV LV Ln m O CD Ln Ln a) -0 p co 00 •0 O 2 U LT O o � Cl) O L D Z Z f�f� Y a) m 5 LL It Ln : c'M Ln — m Q V a) LC -0 o- 00 L '3 0) a Lco Lj EA F» Ffl va 69 s9 v� o .2 W U a H M Z a Q O O ° a co Y _ <n U o z n LL a W z O `� U) U Q OW W z L) °' Q a Q O E � w � f'V L) W p J U C � = 0 ^ O w 3 Q) a- Z O U W W O a -� &- = ro ;a ~ n ~ Z C .a ) (O O p (� Q' r v ro a) �-N Z nz c ZLL W W y a ` W cp c ' ~ d LLy � o a� O 1— 0 o 2 a a u) Cnil O U a cn O rx V c o 0 O N N 0 0 L N N L LL Ll a) Z m O x U x Q C: ZO W 6 m C7 0 Q W Q a w � °' U I W Ln n m Q � a p -E 0 J o ,o C-5 U V Z d o 0 U m � p Uf' � W LLJ w LIJ o ULl ai o d LL a p H Mn O U 389 0) Q) S % i = 02 p3 « \ o z2 _ - G %_ t ± .\ ƒ § } C� k / c # _ 2 ƒ E k / § n = 9 n 00 S / / 0 3 § ys ® R9 e n09 0 2 / ( I� .\ ~ / \ 2 / 0 / S A: ® 2 E f ^ ~>, E _ /§ q f 2 te$ Q / _ 6 ) 00 0 00 0 en \ 2f t4o0 o ggg o oit e > E 5 5 6 U. / / 0 2 / / 0 v b * ± n t e / ~ / u u o \ o 2 k .\/ O / em _ e _ _ L) o J t § \ \ t \ * 0 / 0 0 / Q \ A9 0 � 00 o q 0 0 2 � \ � \ / \ CN § � / CN 2 ® ) = % _ ¥ o = » ^ ¥ ~ co) m n f = e o = f \ = @a -, EEE \ e _ _ ee _ q & I : S # [ \ o E = m ° '= o ° _ _ 0 / $ 0 / 0 2 I 5 .i E \ = 0 2 0 = o g o % L � » 2� V ° § _ ao a @66 a c � k Q � = c-m § \ ro q for q 27 z 2 _ ° ± = z E k _ » I O U f / / \ -0 \ 74 0) LL � % \672E eEE \ i ® ® junj 1 Ica ® ® \ \ w Z_ 0 k C: ? - U LO z « U R of t a % % kg � O z Q k cn § k q E ® 2 0 p § § _ -i L) [ t m SU. \ p w \ / i z U § § o Q \ / \ \ z \ �\/ k w \ / o o LL M I / E \ \ / E \ k Q) k t z � = � mac ' o e o o a t = = o a a Q u Q. m ct 0 cn < .g Q § ® \ \ 0) as / ƒ \ \ \ LLLL z m;_ 7 < e J� ) 2 L) e k � x @ o f $ \ ¢ 6 / / $ U CL LU . E < v = k [ 0 ( IL2 2 LU m k m © a \ e \ 2 \ 2\) \ \ Cl .P A 2 \ § \ w \ § ) \ » a LLEce CQo IL 390 >- m 0 0 0 O 0 0 0 0 0 LL o)-o 00 0 0 0 0 0 0) m m 00 0 0 O 0 0 •- C Lv co _ O N 0 O N O Y O O) LO LO U) LO Cf Cn L O LL LL N lC N J L 0) C L C >+ O Ef3 Fi? to ER 69 69 L N m > O O O O O O O O C (6 N (0 L O O O O O O O M000 0 0 �, 0 C 0 C C N CO C N O O CN O N N CV N 0 Y (n O C -O N LO O M �n N LC) u) fn 3 U L (0 N = T > 0 0 3 0 m a E LL U � � a LU '00 0 O ea bc,6'� ee v� U w T. 'C T L Q) N M CDC) O CD CD CD CD --I } O O O C) O CD C) O 0 } N 0 0 0 0 O N C) CD u) E (n O (9 E N O O N O N N N N H X m U X LO O — Cl) O O C) a () O QN CO C d Ln N } Q w W .0 Q � N d LL LL F- O H 3 °) o _0 0o N f» cfl - �» is a U Z � cn a) Q) � � co 000 0 0 0 O 'O C L CO CD CD CD CD O CO > - N r 2 Q) __ Q O O f9 O o � 0 - M CNi o m CD 3 0 00. > N Ln LO N n N r > 0 .n —> E o V o 0 0 0 0 o O O Q C) L � Uw 0 -0 000 0 O 0 0 0 0) 0 C o 0 0 0 0 0 0 0 0 m Z 0 o aa) C: ate) o oo — o 0) rn m rn 6 ? U N 0_ C .� > U Lh LO LP) LO Z Z Fr (0 T U O = LL O � U � LL E F- 3 0 w ds 69 to en w Z �, 2 H Z a a m O ~ co H � W O z 0 O c~n � -- a a.O W Fr w Z U Q) d J J 0 co 0 Q Q h to 0 cn w J U C Q) y 0 w j E Z w w Q d - .� C m vm Oaf ~ Z C .� 0 U Q. o C a=i N Q H U U U w d W j � N w e '0 w J LU u Q C: LLv F- .0 a Q 4 Z a a a (n cn ouaVnco a V m O C N N L cn O P N N N Q) LL LL C/) Z C 0 X O Q � C: V x H O C 0 J O w g w Q Q cn O C H d LU N U C6 w cncn Q a f` ~ BYO 73 C J o .o C-6 w Z i a O U m a LL Lin Lij O U 391 $ \ \§ 2 a_ �_ R _ 2 6 c o \ / � / LL ( = me 0) m k \ / E ® 0 06 e § \ 7 / 2 \ z = \ \ � \ � ® } < q C / = m e § E m w a m m -C --) m cq O = 3 2 ¥ @ @ e / n/ £ k ( e � w 0 _ / / » » \ E / \ / 2 / 0 / t § 2 \ / a n 7 = z 7 e \ - - O 7 = m E m a a m \ @ n \ LL » Q /:< I = £ 6 � 3 § \ $ \ E coo o c o 0 W � / � \\ \ \ CD G � / \ ® ) ) \ _ = j § @ a \ / w / / 2 c ƒ ¢ Z � - 7 / f / _ / I O U / « / 's & 7 '4 cm U. � UA Ew E z w \ \ LU Z ° E m U CL < ( 0 ? 2 � t < � � E § / z « b LU z \ k { 0 E » w u = 0 cn L § -i u [ S \ \ Co / U § w p IL k . c2 / e Q = _ _ , o c z = .�= m e e 0 2 q ` ° � k k z 2 Q Q w a $ 2 E CN w [ m _ LU q \ u k 2 7 Q o o = a q ' \ o s »_ ■ o e o 2 ® « a = u o COL a QQCLm o a K < .g Q GG \ \ m as E \ \ ( m LL LL \ \ E o A < \ \ ) z \ ( w < u § \ q it w « k [ p w / ƒ I 2 E w = \ ) Q � \ e ± o / a E § « ` -W 4 2 \ OL R © \ k k f o .g @ \ u R « I ` 0 e Ll o z 5 I 'G = o _ 3 a LL ƒ § \ � \ / 392 ° S K .R g $ S \ _ \ « o F '± > _ ' ' § $ \ a) a) / % CN } 2 a z 0C: E o u = x e [ 27 \ ° co_ $ \ k2a - - _ .g G .; o -0 � { R o o " = m = \ } E \ / 2 \ t = 5 w a R 7 f & \ Dcn _ e � \ \ e \ w R w CL 5 S 2 a 2 co 2 ¥ a Q 2@ 2 \ / � k \ k 0 / k\ \ / o 2j # r a a af k / j \ \ \ : \ m = _ . « \ § f \ 7 E \ e ® e ® _ _ _ � R 7R23 § \ E ƒ / / G / 8 E « � 7fF / \ / 73 o0 0 0 0 % Q S 2 \ a 5 7 co % § / c ) k c ® ° % ° g -z 7 S » 2 z u m x _ � }\ CL ) / \ < \ ® a_ _ e _ j En o R = z L u CD k I 2 E e U Q < \ 0 z n m n S m w § 2 , ¥ 0 C § z � \ { \ 0 \ � ® § o g e E E Cl) < � 3 ) _ —i u c w e z R 2 Cl) w , $ c i z k \ \ 0 0 2 O g o & ° & 2 C3 « z � F— it m o uj v L) � w a ¥ k E R � E \ '\ E O q \ � a : k L e 9 & rt o o 0 ) c ' a / § \ 2 CL Ix � o e e o :Eo a a n QQC § � Re Q .0 o a W $ \ * * CL 2z \ \ \ m LLLL \ § z 2 � x 7 A o E / $ % / / \ e w \ § / [ o @ E CL W N G w m m Q a @ e 0 2 co � \ ./ ® \ 3 .gQCD Sk\ F E § \ w t § ) § a u- = aR nQe 393 M 3 c o M a) G � Z i+ (� N N R O _ (J (D N N N O Y o) LL LL N O L C C O (n m Y J N N Cl) Q � >>O N N (n N O > LL LL O cp U o > C F- c o 'a c� U W N .^ OU .2 Q H } .1 O w a) @ N fn N N ., � — o) a) c c a U O V O' E Cd - N N N E 0) �O E } } J 7 W I� o - m E p Q `� U E O L _ O -p U t O .�+ CCO N � m O C _ N N C c (D m rn rn C O C O U 70 O M - d C LL LL m a) N y U @ °? C a) U O j (6 C Z O a 0 0 O E O M M M en CD C3 cn o m � oho a) a) C C C N 0) V C m Q O �t 0 .E = T � O N a0 N 'r- N N N � ❑ m - `o U) U a` a` -0c Z Z U ca @ 2 o� m m = ❑ O O .o E -� c � c � L Q � 0' w o Z W f c0_ OU ( 7 Lu L) Z a H F- V Q O O c� ZW cn a Mo ` N _ ' Q H U O p c Z O a Ln w V ~ U❑ ❑ ~ N OVQ o Eo Z � 0 o Z c C6J U O OmDF' Z N W ) o an ; W W W C Z c) o c Z 0U ' = r Z .Q c cA O N 0 m � co 0) W H H- W O w u Z N Z@ � — Z E c W W H t w u W Q H O C CD � a °� °� o cD00 � � � o a � oUo a a Cl) v) p U a � O Q Q Q ._ c) O U co m Q. C O O e V U L LL LL !$t4N�U�,6�G . T O O J Q U) O U) m x Q Cn U x O C Z O W H Q Q) U O a W a LLJ O F- a W N N U a: m U 7 cn Q a F- ❑ YO C W E o 06 J p U Z CL ❑ U � a w ❑ cn O U 394 c \ / � 2 z .0 9 e ` - - t 0 CA \ � � CD 0 J m \ Q = .2-0 _ § £ 25g >1 ¥ y &/ / = m = p - \ ƒ D CM_ _ & / 3 // ® \ q a � zs ® (2 / _ _ " m o c 2 » w ƒ 2 \ 4 \ / 0 � § // - _ e U \-0E » § § u w R E@ ' g / E a » » « w o § _ § \ (D = / 2 3 7 0 \ § / E 7 7 _ - _ = E / \ � 0 = \ \ CD @ \ o = m 2 E 7 2 \ % 3f0 / a E n � � ® 0 7 c ( } q E \ _ - ; _ > 'e 3R / ) � 77 / \ ® ƒ 000E $ $ G 2 « � oo $ 2S [ a 7 » 9wo w w w § _ u > - _ =2 m = e Lo c o cn « a c Q o < 5 o = - » b a o m q « � _ _ o = = K 5 4 m S » 2 � .0 7 2 7 co ¥ \ \ \ / \ / f ® / � / � \ Eo = = 2 = 7 u aae _ _ _ \ \ w \ ° ± � � \ ) o o \ uj 2 S n w $ L � z \ k � co '/ \ O C w 2 Q E { R k 0 E E 2 $u cm\ 2 v [ 2 S o S \ 7 i o \j Q q w w 0 L) \ f c e z k [ .\± @ % % 2 e / k z ` '® Z [ .E O w � � k � (D LL Eo E .m ? « 7 (A z / § $ 2 < f ct o o = w (A c ' a = » s >2 ® I � o e o 2 O a t c / o Q c CL a n cn Q u Q. m 3 2 R < ._ Q O u W # _ as 5m Q. \ 2 >- � " . | IL) = E - \ / 2 m > g / < / Q x § \.) � ` � u n \ § < � k \ o ƒ 0- LU N 7 g _.._ e LU a m § e e \ w % 7 '� 4 Q 9 $ O \ � --T— If K LU o z a : a- � \ \ / ���� f 395 n & / G / S S 2 k 3 § / 7 § 7 7 7 k § \ \ Q e Q e L § E \ \ \ e m _ Ir E 06 / .5 / S / 8 ■ $ co ( c o n 9 e o k / § / § 2 2 / E \ q / / _ _ a _ 6 G % 0 0 0 0 LU\ > \ £ N 0 S 0 0 0 ¥ \ \ / 2 % t 2 \ CD C v 0 = E > u & o o » _ o LU _-E ( \ 0 2 « / \ \ / 000 0 0 0 a Q A # \\ C / S � \E \ \\ § q LO q: § $ En Cl) # \ $ / § / z � __ - � _ P" 160.1 3 & \ D ; CD 00 0 0 % 7 0 / S o \ 7 ^ $ \ f \_ % § k Q 2 0 0 / ¢ 2 =7 \ 2 = » - I / M \ \ \ LL § / w � u e 0 O O 2 ® ® ® \ m 3 2 A ° E } ( 0 ? 2 E_ k § \ 2 LL z p k R 0 � \ \ \ « O 0- LU z Q E { c k 0 § p \ a ui k / = cn 0 U § z o Q n - \ 2 f - ) z [ :± U) k L) L) LU S � \ § z q k \ / � z LU w & Q e Q) z 4 = 7 Q o J 0 2 § e a \ K5 0 a a. 2 0 3 CL / (X o 2 / { \ & 5 ® a 6 \ \ 3 ± U- LL / i z � ! 4 \ z k e L 2 w {_ ! / } § \ \ / � •-- �� u m -3 .2 n a D x � En LL \ \ & z % 3 ❑ 2 @ b n 0 .g A > & ir § \ w 7 § ( § a ILLE0 < I Qe 396 L 0 0 0 0 O O O O = d _ C 0 0 0 O O O O O O t' L 0 0 C O O O O O ++ C ' O p O N 0 0 0 O O N O O O ++ E O O In Ln O en O O O (6 O C U C N (N O N V � 00 •a U p O" N ` C LL N N LL N N IC c6 p_ C E a) a C E U @ C 69 69 69 d4 69 to 6R p 'L'' O C W 0 C O O O O O O O aim Q 000 O O CD 3 N N O .O. N M 0 0 0 00 cn CD CD a)O 6 fn L 3 3 N � � O N O O H Z CD O N C N H O O N N O N V (n ca @ O mC U. N N LL N N O O ` O ea 6 e, ti a Lim N W 3 E O a) O c 0 0 0 0 O O CDw D (O '� ED C N O O O O O N O O O ~ _m N 0 0 0 CD N O O F- a CDCDLn Ln O CD a U O c m a m N N CDN v J W C7 u�i .2 Q) Q) � N 7 LL N N LL N N H O F- C > m o 2 � 69 cfl e» e» va �» ,," 0 0 a U Q 3 L -0 CUc� 0 0 O 0 O m c 0 0° 0 0 0 o O O O —p .0 CD CD CD O O - .� ON d Q)15 5 N O O CD CD N O O �_ +L-+ N CIJ O 00 Ln In N 't IV C O C U- m N N LL N N F� N o c U N m C Q - O .� fH EA 69 b9 !R EA W, (� (6 O L E O O O O O O O 'p O O O O O O bs Q M m > .3 c o 0 C O o o O a) (O N N cn LL w � m 2 3 (n CO O `� o- aci a� rn o o o, o 0 0 -o ❑ O O - .T 'a U O N CV N O z z m •C E -c O 'T N LL N N LL N N — m Q V a o c O U V) C L '� m LL C w U W 69 69 69 *0 69 1q O .Z6 W Z a Q O O = Z O Q W ^ (D o Z O W W z a c a O ° E U J U❑ d H H W To d z C) W W O a ' UCL ❑ z ❑ O ° m y Q � " w w v w a W w c m w Q V) 1 cx d w z 7 "� O F- Q)) O ° a �° Q a C U O a a a cn U) O U 4 O Q Q .� U V c .4 m 75 N U 7 E N C C O C C La) � Q Q s..... . a m m N c c 5 c c O f d t L U ti z J t i UJ Q a w o x O o LL w z �: a ❑ .v H N W p) z :5 Li W U Q> o a w a ❑ Q cn O U 397 c c G _ Cl @ > N N O r N > U M M O - E O C N NE z Q7 O U LL LL L O o ER E 0 U CD co N N Z C N N cn LL LL O U o °? U w >, > 00 0 0 0 o w a OO > C N O O O O N O O O w N � m N O O O O N O O d U O C) C) CD CD CD t4 O D_ 0? N In M r (n N O C1 J W C) 0O Q— w 0 � M M LL M M Q M W O °' O F— U � U m n c� o 0 0 0 Z iu c o 0 0 0 _ o o � o 0 S O O 7 C > O N O O N O O ` -p (n Y O Ln LO O Ln W) Q) (0 O } N N } N N O � 0 C LL LL c N X � N .�0.• C 69 49 Ef! d4 (� Ct N - E O O O O O Q O > m O 3 C 0 0 0 CDLLI s�s O` 0 m 0 N O O N OLr) O 0) Lr)(N N CV N L =3 Z C Z - C } } - [o � ca O V p L D C L LL LL 3 IIl LL O 0 0_' U W to o c6 W O Q H N Z a a @ O Ocn ,Q Z J Y c�� cn c�cn Q) O f' > LL z o � � ; � a � � O W W z v °�' °�' Q c Q O ° E o0 EL OC) (n w E W zc) z O V cn C: a 0 O = y a � m U L) w w a W � � W @ � w � � W W H .�. F- o � LL >. J n -� w Q y m y y z .� o � O O y = O F- aD o j w `° a c� O `° o a a a cn cn O U a cn O �s ¢ Q .E c� cD U V O O N N O E N N m O O C N N N •• >- > j o LL LL f U O CD � W wa j £ V WLij H d W Fo U w f OY � o� W � Z d toe (nO a) J O w z � a3 ova 7 U H W a LL o_ a Q cn Q U 398 / \ 4 § 7 A)> § n / = o ® ƒ 7 \ \ : + ) \ m 7 .\ $ = a _\ f2 7 ± e \ q / e 7 ? § e § Q . E u / / > v w ° k a. c + E E 0 o e 27 7 / e $ _ § / % § § k \ S G m e o e \ 2 E: / \ a v _ O 7 k / . 76 \ > m 0. En . 2 ^ T I # 'E 2 k/ / / / \ Q \ \ / 20 co 3 & ƒ E / / fa 000 0 0 0 0 w2 � \ \ ® Q_ 7 / / / 8 0 / k co 2 $ S � :) _\ / § ƒ % ƒ C 2 % 8 0 - k O c . .@ Q = u - 2 _* # _ = z oU \ \ \ $ 2 :E / � � / (m LL 0 - / § CO 0 / S / j a e _ _ m _ \ \ w 2 0 Q ° E x IX z § ( n ? 2 0 w _ m W Q o m � 2 e . \ \ z LL � IL3 2 q { { o co \ $ p 2 ( 0 CL 0 � \ / i z 0 U o k Q \ \ ( k k ( 9 cn 2 u L) LU S a $ k E § $ E \ \ \ E : Q o o 0 IL a U) � Quam O � R < » Q 3 \ 2 \ as 2 7 \ / / / ! _ , 3 ELL g z ` \ ` | P � / E F- 2 E Lii < L) 0 0 (L w C 2 Q w e c J O £ w / § ./ ) � \ k \ o .L) LU m 2 § \ b7 3 ( § LLE0 < cnGe 399 = G § ° m - - \ \ _ E 0 \ W » } >- _ § / = a / % _ a) / 9 U \ 5 % 0 I 3 § § c \ § j 0 U- LL» z / a. c / \ 0 0 0 0 0 o w a ± \ ? \ \ 8 ? G 0 ƒ \ % / k2 \ r $ / r U 0 \ \ 0 \ >- r n >-U. r n / \ / \ \ } a v $ 0 [ / o 0 0 0 \ � / 8 � / S \ \ \ § k 2 k S o C = » » £ $ / \ f � a _ � _ _ \ « Gq > a) 7 0 \ 8 % /\ \ / \ 7 % \ q 0) ¢ q ± ƒ z 2 < z 3 2 = { = co oU � S 7a / 7 \ pU. � % E ƒ ƒ 2 0 i _ _ a _ \ m i 2 @ ° E m So 0 Q. =z Cl) IL CU n 2 � 0 < � . L �? 0 z LL � z 0 0 r \ � z m L « O & z Q E m Cl) \ E \ % Q o D 7 e LUe \ ƒ z w w Q a -, ° ; m M z U ( ƒ _ U ❑ z 0 L) 0 z & 2 % » % v v LU w a � \ ( 2 \ z 3 m z Lu w w w 0 e c u a o o a a 2 � 2 v a / $ O d \ k ./ q \ g U / \ � \ / 'e / a a .._. ( } ƒ LL ! _ 0 ! � ƒ k 0 ! �` u ( \ \ \ uj q < IL) 0 k / 0 e (L w = 2 O w e § « � � LU . / e o02 ƒ � 4 © LLJ z \ § \ \ LU / \\ a U- Ea < cnGO 4OO _ § § - - � / \ 2 q q $ � E \.p a m ! E I g = E CL > u E 0 -0. c ± .g \ / § \ / \ j j / E7 0 » » Q / k w Lli a ( \ .0 : = 000 0 0 0 > \ \ \ \ 8 � \ 8 \ E � k � ( R w R o g 2 > » w \ / y c / 0 e 3 \ \ k ( \ m_ _ _ _ _ HP-1 a v ■ = e o 0 00 c o 0 0 0 \ ) /y E { \ 9 0 7 0 7 ® 5 E \ S / / / LO CD ~ ~ a a i 2k \ \ § \ \ � _ _ � a _ U 2 a E o 0 0 CD « O 's e 4 : 0 / o o ƒ \ 69 b $ \\ / ƒ % k 2 m \ q ± ƒ § 2 o � @ _ » = co = oU ƒ 7 / 7 } } q / 2 w ƒ / i m 16 g ® p \ / LU 2 ° E < ) O o � 0. 2 / « U) . LLI z (L z R o f C Wi t \ \ « OLLJ LLJ z Q o m 0 g E » % p � 2 p Q � a 7 / z » - U � § § Q \ \ / ƒ k - a \ / % v v S a / \ Z $ 3 \ \ / E k \ ` u 2 2 E R / ( / \ / k liz \ /7 0 a a n Q Q m 0 Q 3 u m a � (D CN $ \ CN ._ \ LL L a) z 2 0 k 0 LU k ! | 2 u oLU § < U 0 k [ 0 . . • (L & ` 2 0 w ¥ Uj $ n .7 Q _ C A 0 0I= Q z $ � o \ @ k o .g Q / E § \ w 2 § ) [ U- Ec < (nGO 401 \ L .0 \ / a- } } a) o e@ k \ a = - (D \ k 7 ® w » f / \ ) = . .\ E k c eq _ . a 2 m CL 0o e 5 / a Q w En \ \ > i t Z o e o 2 0 - = q @ 0: e 5 *� E -j w R._ § \ _ ® » « � w U. \ � \ 2 } 0 2 a 3 % / f l e a o _ .a m b E / / $ CD 'cm y � 2 * \ g9 0 o 0 \ \ c y \ \ § / \ q S ¢ g O = 2 J m ~ z r C4 r LO a u = G = » » 0 2 0 C14 / \ 3 & p@ / ®0 c o 0 0 0 « O CD ; I _ 2 « 7 0 \ S o \ E 2 a = _ £ e o & @ o & m 6 Za = 2 \ 2 R = « r LO CD r W c = c 2 � 3k \ t \ 3 y \ 3 § ° .� m .i= @ 7 ' _ U. 0 o k c � � a� / & & 0 j m ® ® ® \ o LU 2 & ° a F- � k ) o 0 t < F- k ( \ z W ¥ Q o n , e \ 4 « LL & z oD ® tm 2 O & z Q m Q o E E 2 0 § v [ E m S � a 2 / z U k o Q \ \ $ r \ ( �/ m k v v w w § k z 3 z u = _ _ LU w & o Q o o ') ' k ƒ / \ /f it It o e Q) o 7 � = u o a CL Cl) U) Q Q CL � 3 ± 2 o � § c a o o E a / I \ \ § \ LL L zE z . . . .. . / 0 . Q § q .� ~ w � \ $ U : Lii a_ « v 0 k \ o e (L w a Q ■ § J 0 '/ Lii / \ x e b ) -1 o x w z 40 R o .g E R\ \ 0 § \ a U- _ 0 < nQo 402 City of Huntington Beach Adopted Budget - FY 2019/20 Unfunded Liabilities Overview UNFUNDED LIABILITIES OVERVIEW The City of Huntington Beach continues to utilize an innovative, three-pronged approach to significantly reduce its pension and Other Post Employment Benefit(OPEB) unfunded liabilities over the next 10 years. These plans were first included in the FY 2013/14 Adopted Budget and have launched a multi-year effort to pay down the pension and retiree medical liabilities ahead of schedule, potentially saving taxpayers an estimated $73.3 million over the next 15 to 25 years. The value of the City's unfunded liabilities as of June 30, 2018, totals $429.6 million. By 2024, the City plans to eliminate the unfunded liabilities for two of the City's three retiree benefit plans. The City's unique three-pronged approach addresses the unfunded liabilities for the City's: 1) California Public Employees' Retirement (CaIPERS) Safety Pension Plan; 2) Retiree Medical Plan; and, 3) Supplemental Pension Plan. The "One Equals Five Plan," the "25 to 10 Plan," and the 16 to 10 Plan," respectively, will reduce the unfunded liabilities for each of the City's retiree benefit plans over the next several years. At the center of each plan is the expedited pre-payment of unfunded liabilities through significant reductions in each plan's amortization period. This strategy anticipates the elimination or near zeroing of the unfunded liabilities for the City's OPEB and Supplemental Pension Plans in 10 years; and, a decline in the CaIPERS unfunded liability as well. The City's plans to reduce unfunded liabilities received the prestigious "Innovation Award" from the California Society of Municipal Finance Officers in 2014. The City also received a "Golden Hub of Innovation Award"from the Association of California Cities—Orange County for being a County-wide leader in pension reform. On May 2, 2016, the City Council adopted Resolution 2016-24 authorizing the City's participation in a tax- exempt, IRS Section 115 Trust to enhance paying down the City's unfunded liabilities. To further this goal, the City Council approved to have the Public Agency Retirement Services Company(PARS)administer the Trust's assets and ensure the tax exempt status for the Trust. Funding of approximately $4.9 million was deposited into the Section 115 Trust between FY 2015/16 and FY 2018/19. In December 2016, the CaIPERS Board of Administration voted to lower the annual expected rate of return from 7.5%to 7.0% over the next three years. The first phase fiscal impact took effect on July 1, 2018. The estimated pension cost will increase by approximately$2.1 to$4.8 million each year,for the next five years, due to variables outside the City's control. As a result, the City Council amended the fiscal year to a July through June period effective FY 2017/18, thereby allowing the City to"opt-in"to the CaIPERS prepayment program for unfunded liabilities, saving the City approximately $1.0 million in CaIPERS costs each fiscal year. RETIREMENT PLAN —NORMAL a. Summary Net Pension Liability Net Pension Liability is reported in the accompanying statement of net position as follows: Net Pension Liability CaIPERS Miscellaneous Plan $ 163,278 CaIPERS Safety Plan 256,807 Supplemental Plan (Note 6) 9,556 Total $ 429,641 403 City of Huntington Beach Y' Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN—NORMAL (Continued) Deferred Outflows of Resources Deferred Outflows of Resources are reported in the accompanying statement of net position as follows: Deferred employer Investment earnings Differences between pension contributions less than Changes Expected and made after expected earnings in assumptions Actual Experience measurement date Total CalPERS Mscellaneous Plan $ 5,221 $ 17,944 $ 179 $ 13,494 $ 36,838 CalPERS Safety Plan 6,368 30,006 1,305 21,050 58,729 Total $ 11,589 $ 47,950 $ 1,484 $ 34,544 $ 95,567 Deferred Inflows of Resources Deferred Inflows of Resources are reported in the accompanying statement of net position as follows: Investment earnings Differences between less than Changes Expected and expected earnings in assumptions Actual Experience Total Miscellaneous Plan $ $ - $ 5,336 $ 5,336 Safety Plan 2,327 8,218 10,545 Supplemental Plan(Note 6) 1,309 - 1,309 Total $ 1,309 $ 2,327 $ 13,554 $ 17,190 Pension Expense Pension expenses are included in the accompanying financial statements as follows: Net Pension Expense Miscellaneous Plan $ 23,963 Safety Plan 33,429 Supplemental Plan(Note 6) 2,206 Total $ 59,598 b. Plan Description Substantially all City employees working the equivalent of 1,000 hours per fiscal year are eligible to participate in the Safety Plan and Miscellaneous Plan Agent multiple-employer defined benefit plans administered by California Public Employees Retirement System (CaIPERS), which acts as a common investment and administrative agent for its participating member employers. Benefit Provisions under the Plans are established by State statutes within the Public Employee's Retirement Law. Following the passage of AB340, Public Employees' Pension Reform Act (PEPRA) by the California Legislature, employees hired on or after January 1, 2013, who were not previously enrolled in the PERS system elsewhere, or who have had a break in service of at least six months are required to be enrolled in this retirement program which provides a benefit level that is lower than the benefits provided for CalPERS employees that do not meet the PEPRA qualifications previously described. CaIPERS issues publicly available reports that include a full description of the pension plans regarding benefit provisions, assumptions and membership information that can be found on the CalPERS website. Copies of the CalPERS annual financial report may be obtained from the CalPERS Executive Office—400 P Street, Sacramento,CA 95814. 404 City of Huntington Beach Adopted Budget — FY 2019/20 ;B Unfunded Liabilities Overview RETIREMENT PLAN — NORMAL (Continued) Benefits Provided CalPERS provides retirement and disability benefits, annual cost-of-living adjustments, and death benefits to plan members and beneficiaries. Benefits are based on years of credited service, equal to one year of full time employment. Benefit provisions and all other requirements are established by State statute and may be amended by city contracts with employee bargaining groups. Participant is eligible for non-industrial disability retirement if becomes disabled and has at least 5 years of credited service. There is no special age requirement. The standard non-industrial disability retirement benefit is a monthly allowance equal to 1.8 percent of final compensation, multiplied by service. Industrial disability benefits are not offered to miscellaneous employees. The City provides industrial disability retirement benefit to safety employees. The industrial disability retirement benefit is a monthly allowance equal to 50 percent of final compensation. An employee's beneficiary may receive the basic death benefit if the employee dies while actively employed. The employee must be actively employed with the City to be eligible for this benefit. An employee's survivor who is eligible for any other pre-retirement death benefit may choose to receive that death benefit instead of this basic death benefit. The basic death benefit is a lump sum in the amount of the employee's accumulated contributions, where interest is currently credited at 7.5 percent per year, plus a lump sum in the amount of one month's salary for each completed year of current service, up to a maximum of six months' salary. For purposes of this benefit, one month's salary is defined as the member's average monthly full-time rate of compensation during the 12 months preceding death. Upon the death of a retiree, a one-time lump sum payment of $500 will be made to the retiree's designated survivor(s), or to the retiree's estate. Benefit terms provide for annual cost-of-living adjustments to each employee's retirement allowance. Beginning the second calendar year after the year of retirement, retirement and survivor allowances will be annually adjusted on a compound basis by 2 percent. 405 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN— NORMAL (Continued) The Plans' provisions and benefits in effect at June 30, 2018 are summarized as follows: Miscellaneous Agent Plans Classic PEPRA Hire date Prior to January 1, 2013 January 1, 2013 and after Benefit formula 2.5% @ 55 2% @ 62 Benefit vesting schedule 5 years of service 5 years of service Benefit payments monthly for life monthly for life Retirement age minimum 50 years minimum 52 years 2.0% -2.5%, 50 years -63+ 1.0% -2.5%, 52 years -67+ Monthly benefits, as a % of eligible compensation years, respectively years, respectively Required employee contribution rates 8.000% 6.250% Required employer contribution rates October 1, 2017-June 30, 2018 28.428% 28.428% Safety Agent Plans Classic PEPRA Hire date Prior to January 1, 2013 January 1, 2013 and after Benefit formula 3% @ 50 2.7% @ 57 Benefit vesting schedule 5 years of service 5 years of service Benefit payments monthly for life monthly for life Retirement age minimum 50 years minimum 52 years 2.0% -2.7%, 50 years -57+ Monthly benefits, as a % of eligible compensation 3%, 50+ years years, respectively Required employee contribution rates 9.000% 11.000% Required employer contribution rates October 1, 2017-June 30, 2018 45.701% 45.701% 406 City of Huntington Beach Adopted Budget — FY 2019/20 `F6 , Unfunded Liabilities Overview RETIREMENT PLAN — NORMAL (Continued) c. Contributions Section 20814(c) of the California Public Employees' Retirement Law ("PERL") requires that the employer contribution rates for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1 following notice of a change in the rate. The total plan contributions are determined through CaIPERS' annual actuarial valuation process. The actuarially determined rate is the estimated amount necessary to finance the costs of benefits earned by employees during the year, with an additional amount to finance any unfunded accrued liability. The employer is required to contribute the difference between the actuarially determined rate and the contribution rate of employees. For the measurement period ended June 30, 2017, miscellaneous participants under the Classic and PEPRA plans are required to contribute 8% and 6.25% of their annual covered salary, respectively. Safety participants under the Classic and PEPRA plans are required to contribute 9% and 11.75% of their annual covered salary, respectively. In addition, the City is required to make employer contributions at the actuarially determined rates of 28.428% and 45.701% for the miscellaneous and safety plans, respectively, for the period October 1, 2017 through June 30, 2018. At June 30, 2016, the valuation date, the following employees were covered by the benefit terms for each Plan: Miscellaneous Safety Active members 591 381 Transferred members 377 79 Terminated members 260 46 Retired members and beneficiaries 914 562 For the nine-month period ended June 30, 2018, the contributions were: Aggregate Miscellaneous Safety Total Contributions -employer $ 9,734 $ 15,223 $ 24,957 d. Net Pension Liability The City's net pension liability is measured as the total pension liability, less the pension plan's fiduciary net position. The net pension liability of the Plan is measured as of June 30, 2017, using an annual actuarial valuation as of June 30, 2016 rolled forward to June 30, 2017 using standard update procedures. A summary of principal assumptions and methods used to determine the net pension liability is illustrated below: 407 City of Huntington Beach Adopted Budget — FY 2019/20 f Unfunded Liabilities Overview RETIREMENT PLAN—NORMAL (Continued) Actuarial Assumptions — The total pension liabilities in the June 30, 2016 actuarial valuation, rolled forward to June 30, 2017 using standard update procedures, were determined using the following actuarial assumptions: Actuarial Cost Method Entry Age Normal in accordance with the requirement of GASB Statement No.68 Actuarial Assumptions: Discount Rate 7.15% Inflation 2.75% Salary Increases Varies by Entry Age and Service Investment Rate of Return 7.15% Net of Pension Plan Investment and Administrative E)penses:includes Inflation Mortality Rate Table' Derived using CaIPERS'Membership Data for all Funds. Post Retirement Benefit Increase Contract COLA up to 2.75% until Purchasing Power Protection Allowance Floor on Purchasing Power applies,2.75%thereafter `The mortality table used was developed based on CaIP62S'specific data. The table includes 20 years of mortality improvements using Society of Actuaries Scale BB. For more details on this table,please refer to the 2014 experience study report. There was a change in the discount rate assumption for the June 30, 2017 measurement date from 7.65 percent to 7.15 percent. All other actuarial assumptions used in the June 30, 2016 valuation were based on the results of an actuarial experience study for the period from 1997 to 2011, including updates to salary increase, mortality, and retirement rates. The Experience Study report may be accessed on the CalPERS website at www.calpers.ca.gov under Forms and Publications. Discount Rate—The discount rate used to measure the total pension liability at June 30, 2017 was 7.15 percent. To determine whether the municipal bond rate should be used in the calculation of the discount rate for each plan,CalPERS stress tested plans that would most likely result in a discount rate that would be different from the actuarially assumed discount rate.The tests revealed the assets would not run out. Therefore, the current 7.15 percent discount rate is appropriate and the use of the municipal bond rate calculation is not deemed necessary. The long-term expected discount rate of 7.15 percent is applied to all plans in the Public Employees' Retirement Fund (PERF). The cash flows used in the testing were developed assuming that both members and employers will make their required contributions on time and as scheduled in all future years. The stress test results are presented in a detailed report called "GASB Crossover Testing Report"that can be obtained at CalPERS website under the GASB 68 section. The long-term expected rate of return on pension plan investments was determined using a building- block method in which expected future real rates of return (expected returns, net of pension plan investment expense and inflation)are developed for each major asset class. In determining the long-term expected rate of return, staff took into account both short-term and long- term market return expectations as well as the expected pension fund (PERF) cash flows. Taking into account historical returns of all the Public Employees Retirement Funds' asset classes (which includes the agent plan and two cost-sharing plans or PERF A, B, and C funds), expected compound (geometric) returns were calculated over the short-term (first 10 years) and the long-term (11-60 years) using a building-block approach. Using the expected nominal returns for both short-term and long-term, the present value of benefits was calculated for each PERF fund. The expected rate of return was set by calculating the single equivalent expected return that arrived at the same present value of benefits for cash flows as the one calculated using both short-term and long-term returns. The expected rate of return was then set equal to the single equivalent rate calculated above and rounded down to the nearest one quarter of one percent. 408 t City of Huntington Beach ry Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN —NORMAL (Continued) The table below reflects long-term expected real rate of return by asset class. The rate of return was calculated using the capital market assumptions applied to determine the discount rate and asset allocation. The target allocation shown was adopted by the Board effective on July 1, 2014. Current Target Real Return Real Return Asset Class Allocation Years 1-10' Years 11+2 Global Equity 47.00% 4.90% 5.38% Global Fixed Income 19.00% 0.80% 2.27% Inflation Sensitive 6.00% 0.60% 1.39% Private Equity 12.00% 6.60% 6.63% Real Estate 11.00% 2.80% 5.21% Infrastructure and Forestland 3.00% 3.90% 5.36% Liquidity 2.00% -0.40% -0.90% tAn expected inflation of2.5% used for this period 2An expected inflation of3.0% used for this period. e. Changes in the Net Pension Liability The following table shows the changes in net pension liability recognized over the measurement period: Miscellaneous Plan Total Pension Plan Fiduciary Net Net Pension Liability Position Liability Balance at June 30, 2016(Valuation Date) $ 514,955 $ 363,147 $ 151,808 Changes in the year: Service cost 8,084 - 8,084 Interest on the total pension liabilities 37,749 - 37,749 Changes of Assumptions 30,762 - 30,762 Differences between expected and actual experience (9,148) - (9,148) Benefit payments, including refunds of members contributions (25,312) (25,312) Contributions-employer - 12,316 (12,316) Contributions-employee - 3,869 (3,869) Net investment income - 40,328 (40,328) Administrative expenses - (536) 536 Net changes 42,135 30,665 11,470 Balance at June 30, 2017(Measurement Date) $ 557,090 $ 393,812 $ 163,278 Safety Plan Total Pension Plan Fiduciary Net Net Pension Liability Position Liability Balance at June 30, 2016(Valuation Date) $ 670,963 $ 433,724 $ 237,239 Changes in the year: Service cost 13,657 - 13,657 Interest on the total pension liabilities 49,350 - 49,350 Changes of Assumptions 40,352 - 40,352 Differences between expected and actual experience (10,819) - (10,819) Benefit payments, including refunds of members contributions (34,222) (34,222) - Contributions-employer - 20,629 (20,629) Contributions-employee - 4,570 (4,570) Net investment income - 48,413 (48,413) Administrative expenses - (640) 640 Net changes 58,318 38,750 19,568 Balance at June 30, 2017(Measurement Date) $ 729,281 $ 472,474 $ 256,807 409 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN — NORMAL (Continued) Sensitivity of the Net Pension Liability to Changes in the Discount Rate - The following presents the City's net pension liability, calculated using the discount rate, as well as what the City's net pension liability would be if it were calculated using a discount rate that is one percentage point lower or one percentage point higher than the current rate: Plan's Aggregate Net Pension Liability/(Asset) Discount Rate-1% Current Discount Discount Rate+ 1% (6.159/6) Rate (7.15%) (8.15%) Miscellaneous Plan $ 237,248 $ 163,278 S 102,251 Safety Plan S 254,337 $ 256,807 S 176,591 Aggregate Total $ 491,585 $ 420,085 $ 278,842 Pension Plan Fiduciary Net Position — Detailed information about each pension plan's fiduciary net position is available in the separately issued CalPERS financial reports. Pension Expenses and Deferred Outflows/Inflows of Resources Related to Pensions For the measurement period ending June 30, 2017 (the measurement date), the City incurred pension expense in the amounts of $23,963,000 and $33,429,000 for the miscellaneous and safety plans. respectively. The amortization period differs depending on the source of the gain or loss. The difference between projected and actual earnings is amortized over 5-years straight line. All other amounts are amortized straight-line over the average expected remaining service lives of all members that are provided with benefits (active, inactive and retired) as of the beginning of the measurement period. The Expected Average Remaining Service Lifetime ("EARSL") is calculated by dividing the total future service years of active employees by the total number of plan participants (active, inactive, and retired) in the risk pool. For the 2016-17 measurement period, the EARSL for each plan is as follows: Miscellaneous Safety E)pected Average Remaining Service Lifetime 2.4 3.9 410 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN— NORMAL (Continued) At June 30, 2018 the City reported deferred outflows of resources and deferred inflows of resources related to pensions from the following sources: Miscellaneous Plan Deferred outflows Deferred inflows of Resources of Resources Difference between projected and actual earning on pension plan investments $ 5,221 $ - Changes in assumptions 17,944 - Difference between expected and actual experience 179 (5,336) Contributions made subsequent to the measurement date 13,494 Total $ 36,838 $ (5,336) Safety Plan Deferred outflows Deferred inflows of Resources of Resources Difference between projected and actual earning on pension plan investments $ 6,368 $ - Changes in assumptions 30,006 (2,327) Difference between expected and actual experience 1,305 (8,218) Contributions made subsequentto the measurement date 21,050 Total $ 58,729 $ (10,545) For the Miscellaneous Plan and Safety Plan, $13,494,000 and $21,050,000, respectively, was reported as deferred outflows of resources related to pensions resulting from City's contributions subsequent to the measurement date will be recognized as a reduction of the net pension liability in the year ended June 30, 2019. Other amounts reported as deferred outflows of resources and deferred inflows of resources related to pensions will be recognized in pension expense as follows: Measurement Periods Deferred Outflows/(Inflows)of Resources Ended June 30, Miscellaneous Safety 2018 $ 8,967 $ 5,600 2019 9,782 15,598 2020 2,229 9,494 2021 (2,970) (3,558) 2022 - - Thereafter - - $ 18,008 $ 27,134 411 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN — NORMAL (Continued) Subsequent Events — In December 2016, the CalPERS Board of Administration voted to lower the discount rate from 7.5 percent to 7.0 percent over the next three years. For public agencies, the discount rate changes approved by the Board for the next three fiscal years ending June 30, 2019, 2020, and 2021 are 7.375%, 7.25%, and 7.00%, respectively. Effective October 1, 2017, the City changed its fiscal year end from September 30 to June 30. As a result, the amortization of deferred outflows and inflows of resources for the nine-month period ended June 30, 2018 includes only the amortization of contributions made after September 30, 2017. There were no other subsequent events that would materially affect the results presented in this disclosure. RETIREMENT PLAN —SUPPLEMENTAL a. Plan Description and Benefits The City administers a supplemental single-employer defined benefit retirement plan (Supplemental Plan) for all employees hired prior to 1997 (exact dates are different for various associations). The Plan is governed by a three-member Supplemental Employee Retirement Plan and Trust Board consisting of the City Treasurer, Director of Finance, and the City Manager, or his/her designee. The Board has the authority, under the terms of the Trust agreement, to control and manage the operation and administration of the Plan. Benefit provisions are established and may be amended through negotiations between the City and employee bargaining associations during each bargaining period, which are then approved through resolutions of the City Council. In fiscal year 2008-09, the City established the Supplemental Employee Retirement Plan and Trust, and transferred $24,918,000 to an irrevocable trust from the prefunded amounts. The plan and trust are reported as a pension trust fund in the City's financial statements on a full accrual basis. The Supplemental Plan will pay the retiree an additional amount to his or her CalPERS retirement benefit for life. In order to be eligible for the benefit, the retiree must retire from the City. The amount that is computed as a factor of an employee's normal retirement allowance is computed at retirement and remains constant for his or her life. This benefit is payable by the City for the duration of the life of the member, and shall cease upon the employee's death. As of September 30, 2017, the date of the Plan's most recent actuarial valuation, the average monthly benefit received by inactive plan members and beneficiaries receiving benefits is $494. Effective in 1998 (exact dates are different for various associations), new City employees are ineligible to participate in the Supplemental Employee Retirement Plan. 412 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN —SUPPLEMENTAL (Continued) Employees Covered:At June 30, 2018, the measurement date, the following employees were covered by the benefit terms for the Plan: Inactive employees receiving benefits 722 Active employees 160 Inactive employees not receiving benefits - Total 882 b. Employer Contributions The City's policy is to make required contributions as determined by the Supplemental Plan's actuary. The required contributions were determined as part of the September 30, 2015 actuarial valuation. The City is required to contribute the actuarially determined rate of 4.2% of total payroll for all permanent employees for the nine-month period ended June 30, 2018. There are no employee contributions required for the plan. Survivor and termination benefits are not included in the plan. Administrative costs of this plan are financed through investment earnings. For the nine-month period ended June 30, 2018, the contributions were (in thousands): Contributions - employer $ 3,507 c. Investments Investments of the Supplemental Plan are held separately from those of other City funds by investment custodians. The Supplemental Employee Retirement Plan and Trust Board is responsible for supervising all investments. Changes to the Investment Policy require approval by the Board. The policy was reviewed at updated by the Board during the nine-month period ended June 30, 2018. Please refer to Note 2 for a detailed description of the Supplemental Plan's Investment Policy. The major asset class allocation for the Supplemental Plan as of June 30, 2018 is listed below: Long Term Strategic Allocation as of Expected Rate Asset Class Allocation June 30,2018 of Return Fixed Income 20.00% 20.23% 1.55% Equity 74.00% 72.70% 5.35% Real Estate 3.00% 3.05% 0.00% Commodities 3.00% 3.08% 0.00% Cash and Equivalents 0.00% 0.94% 0.45% Total 100,00% 100.00% 413 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN —SUPPLEMENTAL (Continued) Quoted market prices have been used to value investments as of June 30, 2018. These investments are held by the Trust or by an agent in the Trust's name. A portion of these investments is subject to credit risk (including custodial credit risk and concentrations of credit risk), interest rate risk and/or foreign currency risk. The Governmental Accounting Standards Board (GASB) Statement No. 40 requires the disclosure of such risk. Please see below for a list of investments held in any one organization that represents five percent or more of the Plan's investment portfolio at June 30, 2018: Concentration of Investments Equaling or Exceeding 5% Amer Cent Diversifi Bond Class 1 5.77% Columbia Corporate Income Y 5.78% Baird Aggregate Bond Fd Instl 5.79% Harbor Capital Appreciation Inst 7.90% Vanguard Intl Grwth Fd 7.91% Baron Emerging Markets Institutional 7.96% Parnassus Core Equity Income Inst 7.96% Cambiar Intl Equity Fund Ins 8.00% T Rowe Price Intl Val Eqty Fd 1 8.03% Vanguard Equity Income Fund Admiral Shares 8.03% All Supplemental Plan investments are reflected in the schedule included in Section c of the Note, with the exception of amounts held in the City's investment pool account. The City maintains an investment pool account for City funds. Monthly contributions for the Plan are held in the City's investment pool account and are used to pay recurring expenditures. Refer to Note 2 for a description of the City's investments. For the nine-month period ended June 30, 2018, the annual money-weighted rate of return on the Plan's investments, net of pension plan investment expenses, was 4.04%. The money-weighted rate of return expresses investment performance, net of investment expenses, adjusted for the changing amounts actually invested. d. Net Pension Liability The City's net pension liability is measured as the total pension liability, less the pension plan's fiduciary net position. The net pension liability of the Plan is measured as of June 30, 2018, using an annual actuarial valuation as of September 30, 2017 rolled forward to June 30, 2018 using standard update procedures. A summary of principal assumptions and methods used to determine the net pension liability is shown on the following page. 414 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN —SUPPLEMENTAL (Continued) Actuarial Assumptions — The total pension liabilities in the September 30, 2017 actuarial valuations for the June 30, 2018 measurement date were determined using the following actuarial assumptions: Actuanal Methods and Assumptions Used to Determine Total Pension Liability Actuarial Cost Method Entry Age Normal, Level Percentage of Payroll Actuarial Assumptions: Discount Rate 6.25% Inflation 2.75% Salary Increases CalPERS 1997-2011 Experience Study plus 3% aggregate increase Investment Rate of Return 6.25% Net of Investment Expenses CaIPERS 1997-2011 Experience Study, mortality projected fully Mortality Rate Table generational with Scale MP-2017 Retirement, Disability,Withdrawal CalPERS 1997-2011 Experience Study plus 15% load on future seMce retirement liability added to reflect recent benefits experience. There were no changes in assumptions, benefit terms or other inputs that affected the measurement of the net pension liability. There were no changes between the measurement date of the net pension liability and the reporting date. e. Discount Rate & Sensitivity The discount rate is used in the measurement of the Total Pension Liability. This rate considers the ability of the fund to meet benefit obligations in the future. To make this determination, employee contributions, benefit payments, expenses, and investment returns are projected into the future. The Plan Net Position (assets) in future years can then be determined and compared to its obligation to make benefit payments in those years. As long as assets are projected to be on hand in a future year, the assumed valuation discount is used. For this valuation, the discount rate is 6.25%, based on the inflation assumption of 2.75%and a long-term asset allocation of 70%equities and 30% fixed income. The geometric real rates of return were assumed to be 5.35% for equities and 1.55% for fixed income. The long-term expected rate of return is applied to all future projected benefit payments. In determining the long-term expected rate of return, both short-term and long-term market return expectations were taken into account along with expected pension fund cash flows. Such cash flows were developed assuming that both members and employers will make their required contributions on time and as scheduled in all future years. Using historical returns of all the funds' asset classes, expected compound (geometric) returns were calculated over the short-term (first 10 years) and the long-term (11-60 years) using a building-block approach. Using the expected nominal returns for both short-term and long-term, the present value of benefits was calculated for each fund. The expected rate of return was set by calculating the single equivalent expected return that arrived at the same present value of benefits for cash flows as the one calculated using both short-term and long-term returns. The expected rate of return was then set equivalent to the single equivalent rate calculated above and rounded down to the nearest one quarter of one percent. 415 , y City of Huntington Beach r Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN—SUPPLEMENTAL(Continued) Changes in the Net Pension Liability Supplemental Plan Total Pension Plan Fiduciary Net Net Pension Inability Position liability Balance at September 30,2017 $ 64,586 $ 57,957 S 6,629 Changes in the year: Service cost 344 - 344 Interest on the total pension liabilities 2,964 2,964 Differences between expected and actual experience (794) (794) Changes of Assumptions 2,115 2,115 Benefit payments,including refunds of members contributions (3,388) (3,388) - Contributions-employer 3,507 (3,507) Contributions-employee - - Section 115 Trust segregation (3,788) 3,788 Net investment income 2,128 (2,128) Administrative expenses - (145) 145 Net changes 1,241 (1,686) 2,927 Balance at June 30,2018 S 65,827 $ 56,271 S 9,556 The following table shows the changes in net pension liability recognized over the measurement period (in thousands): Sensitivity of the Net Pension Liability to Changes in the Discount Rate - The following presents the City's net pension liability,calculated using the discount rate,as well as what the City's net pension liability would be if it were calculated using a discount rate that is one percentage point lower or one percentage point higher than the current rate: Plan's Aggregate Net Pension Liability/(Asset) (in thousands) Discount Rate -1% Current Discount Discount Rate +1% (5.25%) Rate (6.25%) (7.25%) $ 16,253 $ 9,556 $ 3,851 416 City of Huntington Beach _ Adopted Budget — FY 2019/20 Unfunded Liabilities Overview RETIREMENT PLAN —SUPPLEMENTAL (Continued) f. Pension Expenses and Deferred Outflows/Inflows of Resources Related to Pensions For the nine-month period ended June 30, 2018, the City recognized pension expense in the amount of$2,206,000 for the Supplemental Plan. At June 30, 2018, the City reported deferred inflows of resources related to the supplemental pension plan from the following source (in thousands): Deferred Inflows of Resources Difference between projected and actual earnings on $ (1,309) pension plan investments For the Supplemental Plan, $1,309,000 was reported as deferred inflows of resources related to pensions which will be recognized in pension expense as follows (in thousands): Deferred Inflows Year Ended June 30, of Resources 2019 $ (30) 2020 (826) 2021 (536) 2022 83 2023 - Thereafter - $ (1,309) 417 City of Huntington Beach ,Y Adopted Budget — FY 2019/20 Unfunded Liabilities Overview OTHER POST EMPLOYMENT BENEFITS a. Plan Description The City administers the following two other post-employment benefit (OPEB) plans: Postemp/oyment Medical Insurance The City agreed, via contract, with each employee association to provide postemployment medical insurance to retirees. These Other Postemployment Benefits (OPEB) are based on years of service and are available to all retirees who meet all three of the following criteria: • At the time of retirement, the employee is employed by the City. • At the time of retirement, the employee has a minimum of ten years of service credit or is granted a service connected disability retirement. • Following official separation from the City, CalPERS grants a retirement allowance. The City's obligation to provide the benefits to a retiree ceases when either of the following occurs: • During any period the retiree is eligible to receive health insurance at the expense of another employer; and/or • The retiree becomes eligible to enroll automatically or voluntarily in Medicare. The subsidy a retiree is entitled to receive is based on the retiree's years of service credit and is limited to $344 per month after 25 years of service. If a retiree dies, the benefits that would be payable for his or her insurance are provided to the spouse or family for 12 months. The retiree may use the subsidy for any of the medical insurance plans that the City's active employees may enroll in. Employees hired on or after October 1, 2014 are not eligible for this benefit. PEMHCA The City provides an agent multiple-employer defined benefit healthcare plan to retirees through CalPERS under the California Public Employees Medical and Hospital Care Act (PEMHCA), commonly referred to as PERS Health. PEMHCA provides health insurance through a variety of Health Maintenance Organization (HMO) and Preferred Provider Organization (PPO)options. The PEMHCA benefits are applied to all safety employee groups, based on retirement plan election. The benefits continue to the surviving spouse for one year. The Huntington Beach Firefighters' Association (HBFA) joined PEMHCA in 2011. All other safety groups (Fire Management Association (FMA), Marine Safety Management Association (MSOA), Police Management Association (PMA), and Police Officers'Association POA)joined in 2004. 418 City of Huntington Beach Adopted Budget — FY 2019/20 Unfunded Liabilities Overview l OTHER POST EMPLOYMENT BENEFITS (Continued) Safety employees are eligible for PEMHCA benefits if they retire from the City on or after age 50 with at least five years of service or disability, and are eligible for a PERS pension. As of the June 30, 2017 measurement date, the following current and former employees were covered by the benefit terms under the plan: Below is the plan participant data as of June 30,2017: Postemployment Medical Insurance PEMHCA Retirees and beneficiares receiving benefits 245 171 Active Plan Members 886 375 Total Plan Participants 1,131 546 b. Accounting and Funding The City utilizes the California Employers' Retiree Benefit Trust (CERBT), an agent multiple- employer plan, for the postemployment medical insurance benefit. Benefits paid from the CERBT were $597,000,000 for nine-month period ended June 30, 2018. The assets of the CERBT are excluded from the accompanying financial statements since they are in an irrevocable trust administered by CalPERS. Copies of CalPERS' annual financial report may be obtained from their executive office: 400 P Street, Sacramento, CA, 95814 or on their website: www.calpers.ca.gov. The City's policy is to make 100%of each year's ARC, with an additional amount to prefund benefits as determined annually by City Council in order to improve the funded status of the plan. For PEMHCA, the City selected the "unequal" method for the contribution. Under this method, the City offered a lesser contribution for retirees than for active employees. The City paid the PEMHCA minimum for actives($125 in 2016, $128 in 2017, and $133 in 2018). Beginning in 2008,Assembly Bill 2544 changed the computation for annual increases to annuitant health care under the unequal method. Under the new provisions, the City increases annuitant health care contributions equal to an amount not less than five percent of the active employee contributions, multiplied by the number of years in PEMHCA. The City's contribution for retirees is$46.55 per employee for the Huntington Beach Firefighter's Association (HBFA) and $93.10 for all other Safety groups in 2018. The annual increase in minimum PEMHCA contribution to CalPERS will continue until the time that the City contribution for retirees equals the City contribution paid for active employees. 419 - City of Huntington Beach Adopted Budget - FY 2019/20 V Unfunded Liabilities Overview OTHER POST EMPLOYMENT BENEFITS (Continued) The City's net OPEB liability was measured as of June 30, 2017 and the total OPEB liability used to calculate the net OPEB liability was determined by an actuarial valuation dated June 30, 2017, based on the following actuarial methods and assumptions: • Actuarial Cost Method - Entry Age Normal • Discount rate - 5.50% • Projected salary increases for covered employees due to inflation - aggregate increases of 3.00% per annum • Investment Rate of Return -5.50%, assuming actuarially determined contributions funded into CERBT Investment Strategy 3 • Mortality Rate' - Derived using CaIPERS' membership data for all funds • Pre-Retirement Turnover2- Derived using CaIPERS' membership data for all funds • PEMCHA minimum increases for actives - $133 in 2018, with 4.25% annual increases beginning in 2019 • Healthcare Trend Rate - The medical trend rate represents the long-term expected growth of medical benefits paid by the plan, due to non-age-related factors such as general medical inflation, utilization, new technology, and the like. The following table sets for the inflation trend assumption used for the valuation: Calendar Annual Rate Calendar Annual Rate Year Non-Medicare Medicare Year Non-Medicare Medicare 2019 7.50% 6.50% 2028 5.60% 5.00% 2020 7.50% 6.50% 2029 5.40% 4.85% 2021 7.25% 6.30% 2030 5.20% 4.70% 2022 7.00% 6.10% 2031-35 5.05% 4.60% 2023 6.75% 5.90% 2036-45 4.90% 4.50% 2024 6.50% 5.70% 2046-55 4.75% 4.45% 2025 6.25% 5.50% 2056-65 4.60% 4.40% 2026 6.00% 5.30% 2066-75 4.30% 4.20% 2027 5.80% 5.15% 2076+ 4.00% 4.00% Pre-retirement mortality information was derived from data collected during 1997 to 2011 CalPERS Experience Study dated January 2014 and post-retirement mortality information was derived from the 2007 to 2011 CaIPERS Experience Study. The Experience Study Reports may be accessed on the CaIPERS website www.calpers.ca.gov under Forms and Publications. Post-retirement mortality rates include mortality projected fully generational with Scale MP-17. 2 The pre-retirement turnover information was developed based on CaIPERS' specific data. For more details, please refer to the 2007 to 2011 Experience Study Report. The Experience Study Report may be accessed on the CalPERS website www.calpers.ca.gov under Forms and Publications. 420 City of Huntington Beach Adopted Budget — FY 2019/20 'B Unfunded Liabilities Overview OTHER POST EMPLOYMENT BENEFITS (Continued) The long-term expected rate of return on OPEB plan investments was determined using a building- block method in which expected future real rates of return (expected returns, net of OPEB plan investment expense and inflation) are developed for each major asset class. These ranges are combined to produce the long-term expected rate of return by weighting the expected future real rates of return by the target asset allocation percentage and by adding expected inflation. The target allocation and best estimates of arithmetic real rates of return for each major asset class are summarized in the following table: CERBT Strategy 3 Long-Term Target Expected Real Asset Class Allocation Rate of Return Global Equity 24% 4.82°% Fixed Income 39% 1.47% Treasury Inflation-Protected Securities ("TIPS") 26% 1 29°/ Commodities 3% 0.84% Real Estate Investment Trusts ("REITS") 8% 3.76% Total 100% ' Long-term expected rate of return is 5.50% Discount Rate The discount rate used to measure the total OPEB liability was 5.50 percent. The projection of cash flows used to determine the discount rate assumed that City contributions will be made at rates equal to the actuarially determined contribution rates. Based on those assumptions, the OPEB plan's fiduciary net position was projected to be available to make all projected OPEB payments for current active and inactive employees and beneficiaries. Therefore, the long-term expected rate of return on OPEB plan investments was applied to all periods of projected benefit payments to determine the total OPEB liability. 421 City of Huntington Beach r Adopted Budget — FY 2019/20 Unfunded Liabilities Overview OTHER POST EMPLOYMENT BENEFITS (Continued) The changes in the net OPEB Liability for the plan are as follows (in thousands): Increase I(Decrease) Total OPEB Plan Fiduciary Net OPEB Liability Liability Net Position /(Asset) (a) (b) (c)_(a)-(b) Balance at September 30, 2017 S 30,991 S 22,860 S 8.131 (Measurement Date September 30.2016) Changes recognized for the measurement period: service Cost 877 - 877 Interest 1,293 - 1,293 Contributions-Employer - 1,036 (1,036) Net Investment Income 471 (471) Benefit Payments (1,036) (1,036) - Administrative Expenses - (9) 9 Net Changes 1,134 462 672 Balance at June 30, 2018 $ 32,125 $ 23,322 $ 8,803 (Measurement Date June 30.2017) Sensitivity of the Net OPEB Liability to Changes in the Discount Rate The following presents the net OPEB liability of the City if it were calculated using a discount rate that is one percentage point lower or one percentage point higher than the current rate, for the measurement period ended June 30, 2017 (in thousands): 1%Decrease Current Discount Rate 1%Increase (4.509/6) (5.50%) (6.50%) Net OPEB Liability $ 12,930 $ 8.803 $ 5,410 Sensitivity of the Net OPEB Liability to Changes in the Health Care Cost Trend Rates The following presents the net OPEB liability of the City if it were calculated using health care cost trend rates that are one percentage point lower or one percentage point higher than the current rate, for the measurement period ended June 30, 2017 (in thousands): 1%Decrease Current Discount Rate 1%Increase (6.50% Non-Medicare I (7.50% Non-Medicare/ (8.50% Non-Medicare I 5.50% Medicare, 6.50% Medicare, 7.50% Medicare, decreasing to 3.0% decreasing to 4.0% decreasing to 5.0% Non-Medicare/ Non-Medicare/ Non-Medicare/ 3.0% Medicare) 4.0% Medicare) 5.0% Medicare) Net OPEB Liability $ 5,378 $ 8,803 $ 13,137 422 City of Huntington Beach - Adopted Budget — FY 2019/20 Unfunded Liabilities Overview OTHER POST EMPLOYMENT BENEFITS (Continued) OPEB Plan Fiduciary Net Position The CERBT issues a publicly available financial report that includes financial statements and required supplementary information. That report may be obtained from the California Public Employees' Retirement System, CERBT, P.O. Box 942703, Sacramento, CA 94429-2703. Recognition of Deferred Outflows and Deferred Inflows of Resources Gains and losses related to changes in total OPEB liability and fiduciary net position are recognized in OPEB expense systematically over time. Amount are first recognized in OPEB expense for the year the gain or loss occurs. The remaining amounts are categorized as deferred outflows and deferred inflows of resources related to OPEB and are to be recognized in future OPEB expense. The recognition period differs depending on the source of the gain or loss: Net difference between projected and actual earnings on OPEB plan investments 1 5 Years OPEB Expense and Deferred Outflows/Inflows of Resources Related to OPEB For the nine-month period ended June 30, 2018, the City recognized OPEB expense of $1,330,000. As of June 30, 2018, the City reported deferred outflows of resources related to OPEB from the following sources: Deferred Outflows Deferred Inflows of Resources of Resources OPEB Contributions subsequent to the measurement date $ 4,191 $ Net difference between projected and actual earnings on OPEB Plan Investments 378 $ 4,569 $ - The $4,191,000 reported as deferred outflows of resources related to contributions subsequent to the June 30, 2017 measurement date will be recognized as a reduction of the net OPEB liability during the fiscal year ending June 30, 2019. Other amounts reported as deferred outflows of resources related to OPEB will be recognized as expense as follows (in thousands) Deferred Fiscal Year Outflows/(Inflows) Ended June 30: of Resources 2019 $ 94 2020 94 2021 94 2022 96 2023 Thereafter 423 Intentionally Left Blank 424 CITY O F HUNTINGTON BEACH STRATEGIC PLANNING RETREAT February 7, 2019 * Huntington Beach Public Library Marilvn Snider,Facilitator—Snider and Associates (510) 531-2904 Michelle Snider Luna,Recorder—Snider Education&Communication (510) 610-8242 MISSION STATEMENT The City ofHuntington Beach provides sustainable quality,services to maintain and enhance our safe and vibrant community. CORE VALUES (not in priority order) The City of Huntington Beach values . . . ♦ Responsiveness ♦ Accountability, ♦ Quality customer service ♦ Honesty and lntegrlty ♦ Teamwork ♦ Fiscal sustainability ♦ Comm unity,involvement ♦ Openness THREE-YEAR GOALS (2019-2022* not in priority order) ❖ Enhance and maintain high quality City services °• Enhance and maintain the Infrastructure ❖ Strengthen long-term financial and economic sustainability, ❖ Enhance and modernize public safety,service delivery 425 N z W O V 0 w U) -> w ir U) Cl) w vw N 9 a > CN N w W UN cl CO LU 2 — Z 3 c 0 O m f0 4) oU o o c a o .V 0 a) > is @ o U c U � Q) c � c � EEC — fq p � EEa, w m c w O O V .T O U O O `� �O U O N •U ` N N a) _ _ CD co a> Co_ Cl) ff- `oo > a Q g ° o = CL m o CCD w °a -C � � C) Q 5 L) EU c 0 E o mQ N _ m p � O L — �U a c m U 3 ° C � ci 0U � � �° - O N C) > U ~ C N .L. Q1 (6 .L. A a1 a) m N C C 7 C O m a O L 3" N w C a) ° = o � Z U m H o N •� U V) c 0 c ° o a) � m U a) O vOi N w � ui w Q 'C a) o ac cao > ° c°- Q) L) Q) M � -c° ww L 'C C c In -0p D o w 'U w L o �' m ° 3 m � c C c c O � o m y U (0 a) °-' •� c U) 0Q 3 a`ni o 3 > E m ca U) d o N �Q CD a) —y ° a) U 3 a� D E ° a) Q CD � o V 200 a) m a) o � a� mo > a m0 0 a W v, w � m m m as a ¢ m U U w a) a U U U V o Y o it _U ` E y o O >` f0 C - w 0 a) tF- U) N 'O O L r U) C _mrn p OL `o co m w m U O C) a) C O 2 C) O O .FnC0 > 0 MCL (C9 Eaa) r- 0 E0EOR ihI Em E > a) J 0 m U a) ._ L w M ... C p .— m :m C .— p a) U m O ._ O a) .— Q < ui000 Q2 31i Q Q U0 000 O (9 rn rn Ld re 0) N � N W W N N>' E 7 C C () W = T C) C) 0) U Q Q O Q Q °' 0 °) �- m c'') m m CO CO 4 Ln (D NN (� N N m 426 � e 2 w I � 0 I U � z D w k \� cn j § / ¥ U = k/ � m zg e = � � E � /� CD 0 0 � \ # 0 \t 7 / E k / em @ @f 0 CD 2 2 $ CD E 2 § 0 / k / k \ § V 02 55 k ) / 2 = E C . »'Q / < $ _ � 7k \ � Q) \ k � =k a2 3 = aE � E f 2 Q E 7 2 $ » 3 Mco _ \ > E fa) \ \ : j a) c JG ƒ « > — e Um C) ~ Q- iƒ � G ± k / _0 �5 ] oEN 70 = - e c § 3 ° m a '0 ` = J 2e ° t mob\ _ ; — � ` _ � � CL � 25g .� 5 ± 0 22 26 _ _ CD i 99 ; _ _ = o � _ _ — § o2 G02 2 ƒ to § = k S & OL c = a I2 = a o £ U- z § \ k L � } ) D \ k @ a ® m / a CL a .� a) o u § � E u oa) oc « CD& 9 kf / kk \ kf ( } 0 / % / « & � J\ � « = �7 / « ƒ CL 2 § % � � 5 'E } / A2 § / � � \ / - E � � ��2 / kto 2 § / f k \ ( f ƒ 7 / 7 .- I » C) « -oa Ikon Q ; = tea O _■ 0) _ w LLI z C14 / § / w w w E _ w ° # e S / \ co < 3m ƒ \ wm & £ w £ ¥ £\ L6 427 N I— Z W O v 0 w —> W U) D w Q ox w N � uj C cn ca o v' o N o a,� w V a o moc O -C m w o ° O U 7 m: Q ) 'a O C N a) co .L-. "O X Q o _cn 0 O a) m CD W c m C 3 Q � � Ocm L _ a _ 3 o _m a) _o 0.(Q U O C C � 0) T m c m o - E C Q C ,Y 0 O U '= U c O C1 U g °? T coo aa) > w CD - U h ° U E 7 w m > � Ucc a) > c ca 0 V U N � f0 _a) o m c E w m ui :3 E o c .N 0 a) '0 a) T 0 O N c N U C c c Q- m C avn Um WE U0 -ocma cn c C d � A) a° °E m m N O ac� aL c > c 0 Q o m . L) m V a)U C p o > 3 � � c m m a E0 a>i a) � yQJ Dw _EC0 —O O 0U a) °- . E a) � � 0 w U w a° U owU U a) OEQ c E _ a >, m W a .0C Q = O w QEO ZN L_CL o- oam n ccl > •0 E a) U a) mO m � a a) a) 0 m ii < S0G6p OW Q LLJ m a' rn Q rn rn Z LL7 N N ON jJ 2 W m n _O c 0 J— •- 00 N m c6 m v m 428 U) � z w s s 0 ui ) � / �\ � ® cl cl w7 0 E $ .S ƒ 7 § % � o % + -0 } f \ -Fa @ = S % k § 22 0 \ fc \ f f � \ . $ r & / f = ] � E z 0k g } / � \ t _ = m / \ \ \ a) k Grp � / \ § r � e / e 57t = O 2a e ¥ o ; o g ; 0 $ b } § 0a) �� _\ / � J = a0 e / k ] E 3 ¥ 0 E � � / E // 2 - 2 / Em 2 / a ■ U) Uu owe o � » : § � ± 8 ` 0 2 £ Eae S > me Q � % _ � Q) m0 G o � ; 7 / 2 § 5 / »�2 =h \ \ Off » \ 0 � L L L C § E : ?% \ LL } } m ik \ k\ O � LU I / ^ E $ _ / \ LLI a a <2 U2 wm w2 a £\ a £\ 429 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT February 7,2019 City Clerk Distribute the retreat record to invitees. Within 48 hours All recipients Read the retreat record. February 12,2019 Management Team Review the "Weaknesses"list for possible action items. (City Manager—lead) By February 21,2019 Department Heads Share and discuss the Strategic Plan with staff. February 27,2019 City Manager Present the review of the new Three-Year Goals and 12- Month Strategic Objectives,and amendments as needed, to the City Council. At the March 4,2019 City Council Formally present the updated Strategic Plan to the public. City Council meeting (Mayor—lead) March 5,2019 Chief Information Place the cty's "Strengths"and new Three-Year Goals on Officer the City's website. Monthly City Council (Mayor- Monitor progress on the goals and objectives and revise lead),City Manager& objectives (add,amend and/or delete),as needed. Management Team Monthly City Clerk& Prepare and distribute the updated Strategic Plan City Manager Monitoring Grid to the City Council and staff,and post on the City's website. February 2020 City Council,City Strategic Planning Meeting to thoroughly assess progress Manager,City on the Goals and Strategic Objectives and amend,as Attorney& needed. Management Team 430 City of Huntington Beach Adopted Budget — FY 2019/20 f Long Term Financial Projections Long Term Financial Projection Overview The Long Term Financial Projection (the "LTFP") is a five-year plan for the City of Huntington Beach that forecasts the City's financial resources and projected expenditures based on planned levels of service and the strategic goals of the City. The LTFP focuses primarily on the forecast of future revenues and expenditures of the City's General Fund. The LTFP analyzes future expenditure trends with particular emphasis on negotiated labor contracts, pension costs, infrastructure needs and the current priorities of the City Council. The City utilizes the information in the LTFP as part of its annual budget development and updates the LTFP projections each year. The City's Strategic Plan, as adopted by the City Council each year, identifies the City's priorities for goals and projects for the next three years. The LTFP was developed using the City's adopted strategic goals as a guideline including: Enhance and Maintain High Quality City Services; Enhance and Maintain the Infrastructure; Strengthen Long-Term Financial and Economic Sustainability; and Enhance and Modernize Public Safety Service Delivery. Economic indicators are mostly favorable in Huntington Beach, as illustrated by sales and transient occupancy tax revenues. Based on the assumed growth in General Fund revenues, and the expected level and cost of City personnel and other expenditures, the LTFP reflects the following key findings: • City revenues are projected to continue to perform modestly and reflect the improved tax bases resulting from recent economic development activity; • Personnel costs, which represent by far the greatest component of General Fund costs, are expected to increase primarily due to higher pension costs; • Increases in future pension and benefit costs are a result of significant investment losses to the retirement plan assets during the Great Recession, the adoption of a 30-year fixed amortization versus a rolling amortization, the recognition that retirees will live longer and require more payouts, and the implementation of the CalPERS discount rate reduction; • There continue to be risks due to inherent variability in the projected revenues and expenditures — the greatest risks relate to additional growth in pension costs, decreased revenue as a result of fluctuating business cycles, and employee contracts that are expiring and must be renegotiated; and, • Other factors remain on the horizon, such as the unfunded equipment needs of the City, a plan to address the ongoing maintenance and replacement of the City's complex technology systems, unfunded emergency interoperability equipment, and the inevitability of a cyclical economic cycle which must be factored in. Projected Revenues and Expenditures The LTFP is comprised of a baseline five-year projection of revenues and expenditures used to evaluate the City's future financial condition and capacity to fund existing and future commitments. The growth assumptions in the baseline projection are based primarily on historical growth, projected inflation, and existing City contractual obligations (e.g., negotiated employee contracts, fixed term contracts, debt service, utilities and other fixed costs). The LTFP forecast for the next five years shows modest growth in General Fund revenue over the five-year period. However, these modest revenue increases will be almost entirely consumed by projected increases in CalPERS pension costs and other fixed costs the City is facing. The forecast is based on an annual average operating revenue growth of 2.5% over the five-year forecast period. In reality, revenue fluctuates over a period of time coinciding with economic cycles. 431 City of Huntington Beach Adopted Budget — FY 2019/20 Long Term Financial Projections Five-Year Long Term Financial Plan Summary Base Case In Millions FY 2019-20 FY 2020-21 1 FY 2021-22 FY 2022-23 FY 2023-24 Revenue. - -- $_ _230_8 $ ...._ 237.7..._$ _ .............243.E $ 249.7 ..$ __....256.3 - - - Expense 231.6 237.7 243.6 249.7 256.3 Surplus/(Deficit) 1 $ 0.8 $ - $ - $ - I $ - Projected General Fund expenses include a slight increase in non-personnel services costs of about 1% based on the Los Angeles/Riverside Consumer Price Index for operating categories (e.g., supplies, maintenance, etc.); and ongoing debt service funding of$600k annually for the new 800 MHz interoperable countywide radio system. Projected CaIPERS Employer Rate Increases Personnel Services (including salaries, overtime, termination pay outs and benefits) comprise approximately 74% of total General Fund expenditures. The five-year projected expenditures reflect labor costs for step increases and skill pay eligibility. Due to rising employee benefit costs such as CaIPERS, labor related costs increase each year. In December 2016, the CalPERS Board voted to lower the expected rate of return from 7.5% to 7.0%. This cost will increase by approximately$4.5 million every year over the next five (5)years. The data below shows increases in CalPERS costs to the General Fund over the next five years. Projected CalPERS Cost (Employer Share) In Millions FY 2019-20 1 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 CaIPERS Cost $ __ 43_3 i $ 48 2 $ 53.5 $ 57.4 $ 59.5 _...._.... -............... ......... - Annual % Change 11.9% 113% i1.0% 7.3% 3.7% Challenges on the Horizon Despite encouraging signs of economic growth, financial stability is still fragile. In addition to rising pension costs, the City also faces a number of challenges over the next five years such as: • Phase-in of the CalPERS reduction in the annual expected rate of return from 7.5% to 7.0% • Deteriorating Infrastructure (streets, roads, storm drains, etc.) • 800 MHz Countywide Emergency Communication System Upgrade • Ongoing Technology Systems Maintenance and Replacement Costs • Increasing Workers' Compensation Costs The City expects General Fund revenues to modestly increase over the next several years. The recovery of General Fund revenue has provided an opportunity to realign the City's balance sheet and adequately fund commitments already made. In an effort to address some of the challenges on the horizon, the City has allocated additional resources to accelerate payments on unfunded liabilities. It is anticipated this will help save the City of Huntington Beach tax payers and the City millions of dollars and/or mitigate future costs. 432 City of Huntington Beach Adopted Budget — FY 2019/20 Long Term Financial Projections Risk Analysis The projected revenues and expenditures in the LTFP are based on the following: • Local and National Economic Indicators • Orange County Assessor's Office • Property Tax and Sales Tax Consultants (HDL) • Economic Forecasts (i.e., Chapman, Fullerton, and UCLA) • CalPERS'Actuarial Valuations • Bartel Associates Analyses and Recommendations Inevitably, actual revenues and expenditures will differ from the LTFP projections, as there are inherent risks in local government financial projections. The State and the rest of the nation experienced a retraction in housing values during the Great Recession that resulted in reduced tax revenues to the City. Although many of the City's revenue streams are back to or greater than pre-recession level, we must not forget the past. The potential of other risk factors, including stagnation in the economy or a subsequent downturn, could restrict the City's ability to fund its ongoing services and plan for financial sustainability. 433 Intentionally Left Blank 434 City of Huntington Beach Adopted Budget — FY 2019/20 Budget Process and Calendar The Fiscal Year Budget Process and Adjustments to the Annual Budget The FY 2019/20 Annual Budget covers the period of July 1, 2019 through June 30, 2020. The City's Budget Process, as outlined below, reinforces the City's commitment for a transparent budget process providing opportunities for public input. Below is a general overview of the budget process presented by completion dates. Date Budget Procedure Action By 11/28/18 A Pre-Budget Kick-Off meeting is held to review the directive for Chief Financial preparation of the FY 2019/20 budget. Officer Budget Manager 01/11/19 Individual Capital Improvement Project (CIP) requests are Departments completed and submitted to the Public Works Department. 01/09/19 Departments prepare their respective budgets including submitting Departments through proposed budgets to the Budget Management Division. 02/04/19 02/04/19 Phase I of Revenue projections are completed and submitted to the Departments Budget Management Division. 02/07/19 The City Council Strategic Planning Retreat provides long term City Manager missions and goal setting that structures the City's budget in the Departments proposed budget preparation. Chief Financial Officer Budget Manager 02/25/19 The City Manager's Office conducts meetings with all departments City Manager Through to review budget development forms and supplemental budget Departments 03/21/19 requests. Chief Financial Officer Budget Manager 03/20/19 Capital Improvement Program is submitted to the Public Works Public Works Commission. 03/29/19 Departments and Budget Management are advised regarding final City Manager budget adjustments prior to preparation of the Proposed FY 2019/20 Chief Financial Budget Document. Budget Management prepares the document for Officer submission to the City Council. Budget Manager 05/01/19 Accounting and Purchasing staff begin working with departments Accounting Staff regarding encumbrance carry-overs and the pending closure of Purchasing Staff "Open Purchase Orders" prior to the new fiscal year. Departments 05/03/19 The Proposed Budget for FY 2019/20 is submitted to the City City Manager Council per City Charter. 435 City of Huntington Beach Adopted Budget - FY 2019/20 ,'- Budget Process and Calendar Date Budget Procedure Action By 05/06/19 The City Manager conducts a budget study session and presentation City Manager of the Proposed FY 2019/20 Budget, CIP and Infrastructure Budget for City Council the public and City Council at their regular meeting. Direction is requested from the City Council regarding preparation of the Budget Resolution. 06/03/19 A City Council public hearing is conducted for the City Manager's City Council Proposed Budget/CIP for FY 2019/20. Following completion of the City Manager public hearing, the City Council adopts the budget by Resolution. Departments 07/01/19 FY 2019/20 is activated and departments begin operating with the new Accounting Staff budget. Departments Adjustments to the Annual Budget During the fiscal year, certain situations arise that may result in changes to departmental spending priorities. The Budget Resolution, included in the Council Action Section resembles the process for making adjustments to the Adopted Budget. Budget appropriation requests that include the transfer of personnel services (i.e., permanent salaries, temporary salaries, overtime and benefits) require the City Manager's approval. The City Manager may also transfer funds from one object or purpose to another within the same department, office or agency. For budget adjustments that require an increase to the total appropriation or transfer between funds, City Council approval is required. 436 City of Huntington Beach Adopted Budget — FY 2019/20 Financial Policies The City of Huntington Beach was incorporated as a Charter City in 1909. Huntington Beach has a Council/Manager form of government, wherein seven City Council members are elected to four-year terms, and the Mayor is filled on a rotating basis from the incumbent Council members. The Council sets and approves the City's Financial Policies through the adoption of a resolution. The purpose of these policies is to help frame resource allocation decisions and establish objectives, standards, and internal control for the City's funds. The following policies provide the basic legal requirements and timeliness of policies. In FY 2014/15, new policies were adopted and implemented into the General Fund Balance and Fund Balance Classifications sections in accordance with Government Accounting Standards Board Statement No. 54 to segregate and identify different categories of the City's Fund Balances in order to easily compare with other cities and local jurisdictions nationally. FINANCIAL REPORTING AND ACCOUNTING STANDARDS The City's accounting system will be maintained in accordance with generally accepted accounting practices and the standards of the Government Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). The annual financial report will be prepared within six months of the close of the previous fiscal year. The City will use generally accepted accounting principles in preparing the annual financial statements and will attempt to qualify for the Government Finance Officers Association's Excellence in Financial Reporting Program. The City will strive for an unqualified audit opinion. An unqualified opinion is rendered without reservation by the independent auditor that financial statements are fairly presented. The City will contract for an annual audit by a qualified independent certified public accounting firm. The independent audit firm will be selected through a competitive process at least once every five years. The contract period will be for an initial period of three years, with two one-year options. FINANCIAL POLICIES • The budget will be prepared consistent with the standards developed by the Government Finance Officers Association and California Society of Municipal Finance Officers (CSMFO). In addition, a summary version will be provided to the public in a user-friendly format. • The City will maintain a balanced operating budget for all funds with estimated revenues being equal to, or greater than, estimated expenditures, and with periodic City Council reviews and necessary adjustments to maintain balance. • On-going revenues will support on-going expenditures. Revenues from one-time or limited duration sources will not be used to balance the annual operating budget. u Support function appropriations will be placed in the department in which they are managed. The annual budget will include an additional appropriation of $1 million each year to reduce the CalPERS unfunded liability for the Safety CalPERS pension plan. 437 City of Huntington Beach Adopted Budget - FY 2019/20 Financial Policies GENERAL FUND BALANCE ❑ There is an established Economic Uncertainties Reserve commitment in the General Fund. The monetary goal of this commitment is equal to the value of two months of the General Fund expenditure adopted budget amount. ❑ Appropriations from the Economic Uncertainties Reserve commitment can only be made by formal City Council action. Generally, appropriations and access to these funds will be reserved for emergency situations. Examples of such emergencies include, but are not limited to: • An unplanned, major event such as a catastrophic disaster requiring expenditures over 5% of the General Fund adopted budget ■ Budgeted revenue in excess of$1 million taken by another government entity ■ Drop in projected/actual revenue of more than 5% of the General Fund adopted revenue budget ❑ Should the Economic Uncertainties Reserve commitment be used and its level falls below the minimum amount of two months of General Fund expenditures adopted budget, the goal is to replenish the fund within three fiscal years. ❑ In addition to the Economic Uncertainties Reserve, there are three permanent reserves established generally for the purposes described below. Appropriations from these reserves can only be made by formal City Council action. These permanent reserves are: • Equipment Replacement Reserve for the acquisition of rolling stock, other movable assets, pumps, engines, and any equipment needed to sustain city infrastructure. Planned appropriations from this fund are identified during the annual budget process. The replenishment of this Reserve is outlined below. ■ Capital Improvement Reserve for the construction or improvement of city infrastructure. Planned appropriations from this fund are identified during the annual budget process in concert with the Capital Improvement Plan or during the fiscal year as needed. The replenishment of this Reserve is outlined below. • Litigation Reserve for unforeseen litigation losses exceeding the amount budgeted in the current year. The monetary goal for this Reserve is generally set at the city's self-insured limit. This fund will be replenished each year through the annual budget process or during the fiscal year as needed. ❑ The initial allocation of audited available unassigned fund balance will go towards reducing the City's unfunded liabilities and long-term debt obligations and improving City infrastructure. The allocation of the remaining audited General Fund unassigned fund balance, if any, (or increases in the Economic Uncertainties Reserve) will be done as follows if, and until, the Economic Uncertainties Reserve commitment is fully funded (i.e.. two months of General Fund expenditures): • 50% to Economic Uncertainties Reserve commitment • 25% for Infrastructure Fund • 25% to Capital Improvement Reserve (CIR) commitment ❑ Once the Economic Uncertainties Reserve commitment attains full funding, unassigned fund balance will be divided as follows: • 50% for Infrastructure Fund ■ 25% to Capital Improvement Reserve (CIR) commitment ■ 25% to Equipment Replacement commitment ❑ Any unassigned revenues received during the fiscal year will be added to the fund balance of the General Fund. 438 r` City of Huntington Beach ({+l} Adopted Budget — FY 2019/20 t ,F Financial Policies FUND BALANCE CLASSIFICATION ❑ The City's fund balance is made up of the following components: ■ Nonspendable fund balance includes amounts that are not in spendable form and typically includes inventories, prepaid items, and other items that, by definition cannot be appropriated. ■ The restricted fund balance category includes amounts that can be spent only for the specific purposes stipulated by constitution, external resource providers, or through enabling legislation. ■ The committed fund balance classification includes amounts that can be used only for the specific purposes determined by a formal action of the City Council. The City Council has authority to establish, modify, or rescind a fund balance commitment by formal action. ■ Amounts in the assigned fund balance classification are intended to be used by the City for specific purposes but do not meet the criteria to be classified as restricted or committed. The City Manager or designee has the authority to establish, modify, or rescind a fund balance assignment. ■ Unassigned fund balance is the residual classification for the City's funds and includes all spendable amounts not contained in the other classifications. ❑ When expenditures are incurred for purposes for which both restricted and unrestricted (committed, assigned or unassigned) fund balances are available, the City's policy is to first apply restricted fund balance. When expenditures are incurred for purposes for which committed, assigned, or unassigned fund balances are available, the City's policy is to first apply committed fund balance, then assigned fund balance, and finally unassigned fund balance. APPROPRIATION AUTHORITY J The City Council is the appropriation authority for the City Budget. As required by state law, appropriations expire at the end of each fiscal year. NON-DEPARTMENTAL BUDGET u The City shall maintain a non-departmental budget that is used for expenditures that do not apply to a specific department, are Citywide in nature, or shared by several departments. The Chief Financial Officer and City Manager shall be responsible for administration of this budget. OPERATION OF THE CAPITAL IMPROVEMENT RESERVE (CIR) COMMITMENT The Capital Improvement Reserve (CIR) will only be used to budget for, and construct, capital improvement projects identified in the City's five-year Capital Improvement Plan (CIP). J Savings from completed capital improvement projects will be retained for use on other infrastructure projects. 439 City of Huntington Beach Adopted Budget — FY 2019/20 -- Financial Policies ENTERPRISE FUNDS An Enterprise Fund is a type of proprietary fund used to report an activity for which a fee is charged to external users for goods or services. The City will set users fees for each enterprise fund at a rate that fully recovers the direct and indirect costs of providing service. ❑ The City will adjust user fees as necessary to ensure that enterprise funds do not collect revenues at a rate in excess of the fund's operating, capital, and reserve requirements. ❑ Enterprise funds will be supported by their own rates and not subsidized by the General Fund. ❑ Water Fund o Reserve equal to 25% of the adopted annual operating budget to ensure adequate working capital for operating expense. • Water Master Plan o One-hundred-fifty percent (150%) of the average planned Water Master Plan Capital Improvement Program for the following five years. o Cost of thirty (30) months of imported water needed to replace the production from the average City well. o Emergency: Cost to replace one groundwater well. ❑ Sewer Service Fund o Thirty-three percent (33%) of the adopted annual operating budget to ensure adequate working capital for operating expenses. o One-hundred percent (100%) of the average annual planned Capital Improvement Program for the following five years. o Emergency: Cost to replace one sewer lift station. SPECIAL REVENUE FUNDS ❑ A Special Revenue Fund is used to account for the proceeds of specific revenue sources that are restricted to expenditure for specified purposes. The City Council will establish which revenues require placement into a special revenue fund. ❑ The City Council will establish which expenditures will be expensed to each special revenue fund. DEBT ISSUANCE & MANAGEMENT ❑ The City will not use long-term debt to pay for current operations. ❑ The City will strive to construct capital and infrastructure improvements without incurring debt. Debt financing will be considered for capital and infrastructure improvements when one or more of the following circumstances exist: ■ When the term of the debt does not extend beyond the useful life of the improvements. • When project revenues or specific resources will be sufficient to service the long-term debt. • When the cost of debt is less than the impact of the cost caused by delaying the project. 440 City of Huntington Beach Adopted Budget — FY 2019/20 Financial Policies CHARGES & USER FEES • "User Fees" are fees for services that are exclusively provided by the City and cannot legally exceed the cost of the service provided nor the statutory limit (if lower). User Fees will be reviewed and/or revised periodically by the City Council. User Fees that do not recover all direct and indirect costs of service will be clearly identified and must be approved by the City Council. u "Charges" are fees that have no statutory limit and typically are set at "market rates" since the public can choose to obtain these services from other sources. Charges will be reviewed and/or revised periodically by the City Council. Charges that do not recover all direct and indirect costs of service will be clearly identified and must be approved by the City Council. ❑ The City Council will be presented annually with a list of all User Fees and Charges indicating when they were last changed. Fees for infrastructure improvements required by new development will be reviewed annually to ensure that the fees recover development related expenditures. CAPITAL MANAGEMENT • The City will prepare a five-year Capital Improvement Plan (CIP). The plan will be developed biannually and updated annually. The Capital Improvement Plan will include current operating maintenance expenditures, funding to support repair and rehabilitation of deteriorating infrastructure, and the construction of new infrastructure projects. • Prior to planning the construction of new infrastructure, the improvement's future operating, maintenance, and replacement costs will be forecast and matched to available revenue sources in the operating budget. BASIS OF BUDGETING Governmental, agency and expendable trust fund types, and pension trust funds use a modified accrual basis of accounting. These funds recognize revenue when it is susceptible to accrual. It must be measurable and available to finance current period expenditures. Examples include property taxes, sales tax, governmental grants and subventions, interest and charges for current service. Revenues not susceptible to accrual include certain licenses, permits, fines and forfeitures, and miscellaneous revenue. The City of Huntington Beach recognizes expenditures when it incurs a measurable liability, with the exception of interest on long-term debt, which is recognized when it is due. J The City accounts for proprietary fund types and pension trust funds on the accrual basis, similar to private businesses, recognizing revenue when earned, regardless of the date of receipt, and recognizing expenses when they are incurred. The City selected under GASB Statement 20 (Governmental Accounting Standards Board), to apply all GASB pronouncements as well as an official statement of opinions of the Financial Accounting Board. 441 City of Huntington Beach Adopted Budget — FY 2019/20 Financial Policies BASIS OF BUDGETING (Continued) ❑ The budget includes estimates for revenue that, along with the appropriations, comprise the budgetary fund balance. The appropriated budget covers substantially all fund type expenditures. The City Council adopts governmental fund budgets consistent with generally accepted accounting principles as legally required. There are no significant unbudgeted financial activities. Revenues for special revenue funds are budgeted by entitlements, grants, and estimates of future development and growth. Expenditures and transfers are budgeted based upon available financial resources. The City uses an encumbrance system as an aid in controlling expenditures. When the City issues a purchase order for goods or services, it records an encumbrance until the vendor delivers the goods or performs the service. At year-end, the City reports all outstanding encumbrances as reservations of fund balance in governmental fund types. The City then re-appropriates these encumbrances into the new fiscal year. FUND BALANCE DEFINITIONS AND PROJECTIONS • The City is reporting estimated changes in fund balances for all funds with adopted budgets for the current fiscal year. The City has chosen to report certain major funds individually and the others combined within the annual audit. Major funds used in the City's Comprehensive Annual Financial Report (CAFR), plus selected other funds are described. Within the budget document, all funds operated by the City are individually presented. ❑ For governmental funds, the fund balances represent the estimated effort of the adopted budget on the unassigned fund balance that will be reported in the CAFR for prior fiscal year completed. This amount represents the amount available for appropriation by the City Council. For fiduciary and enterprise funds, the fund balances reported represent the net working capital (current assets minus current liabilities) shown in these funds. This amount closely parallels the unrestricted net assets shown on the CAFR. The estimated capitalized proprietary fund expenditures represent the estimated amount of expenditures that will be used for fixed assets. In enterprise funds, fixed assets are not recorded as expenditure in the year incurred, but are depreciated over their useful lives. 442 City of Huntington Beach r Adopted Budget — FY 2019/20 AB1234 Disclosure Reimbursement Expenses City Council The following are activities on which the Mayor and City Council Members could expend City funds: • League of California Cities, Orange County Division monthly general membership meetings. • Quarterly League of California Cities Policy Committee meetings. • League of California Cities, Orange County Division Board of Directors or Executive Committee meetings. • League of California Cities Annual Conference. • Various League of California Cities training workshops and/or subcommittee meetings. • Meetings of the Orange County City Selection Committee. • Meetings of the Orange County Mayors' Round Table. • Orange County Council of Governments Board meetings and General Assembly. • Southern California Association of Governments meetings and General Assembly. • Various Huntington Beach Chamber of Commerce functions. • Various community organizations' events and fundraising activities. • Various state organizations' events and fundraising activities. • Various national organizations' (such as the National League of Cities, the United States Conference of Mayors, and others) events and workshops. • Various educational workshops put on by the above organizations and others. • Possible trip to one of our two sister cities, Anjo, Japan and Waitekere, New Zealand. • Trips to Washington, D. C. to meet with federal legislators or federal agencies on issues of interest to the City. • Trips to Sacramento, California to meet with state legislators and/or state agencies on issues of interest to the City. • Hosted meetings with representatives from other governmental agencies such as our state or federal legislators, agency representatives, or City Council Members from other cities. • Association of California Cities—Orange County Monthly Meetings. • Association of California Cities—Orange County Board of Directors or Executive Committee Meetings. • Association of California Cities—Orange County training workshops and/or subcommittee meetings. • Orange County Local Agency Formation Commission (LAFCO). • Meetings and events for Appointed Committees of various organizations. 443 City of Huntington Beach Adopted Budget — FY 2019/20 AB1234 Disclosure Reimbursement Expenses City Manager The following are activities on which the City Manager could expend City funds: • Various business meetings with Chamber President and Board Members. • Various business meetings with Conference and Visitors Bureau President and Board Members. • Various business meetings with business leaders and owners. • Occasional meetings with developers regarding project issues or status. • Community, meetings on general or City-specific issues. • Consultant meetings on specific City projects. • Attendance at annual professional conferences and meetings such as International City Management Association, American Society of Public Administrators, League of California Cities, Municipal Management Assistants of Southern California, Alliance for Innovation Government, including specialized conferences for work-specific topics; reimbursement may include parking, transit, airfare, mileage, and other incidental expenses. • Occasional trips for lobbying on specific city issues to Sacramento, California or Washington, D.C. • Books and publications relevant to the work environment. • City events and city-supported functions such as 411 of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. 444 City of Huntington Beach ,..�..�.` Adopted Budget — FY 2019/20 AB1234 Disclosure Reimbursement Expenses City Attorney The following are activities on which the City Attorney could expend city funds: • Various business meetings/events with business leaders, owners, consultants, or vendors. • Community meetings or events on general or city-specific issues. • Attendance at annual professional conferences, board meetings, and other meetings such as the League of California Cities, including specialized conferences for work- specific topics; reimbursement may include parking, transit, airfare, mileage, hotel, meals, and other incidental expenses. • Books, training, certifications, and publications relevant to the work environment. • City events and city-supported functions such as 4th of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. • Litigation expenses. 445 -'� City of Huntington Beach Adopted Budget — FY 2019/20 AB1234 Disclosure Reimbursement Expenses City Treasurer The following are activities on which the City Treasurer could expend City funds: • Various business meetings/events with business leaders, owners, consultants, or vendors. • Community meetings or events on general or City-specific issues. • Attendance at annual professional conferences, board meetings, and other meetings such as the California Municipal Treasurers Association, the Association of Public Treasurers of the United States and Canada, the League of California Cities, the Government Finance Officers Association, the California Society of Municipal Finance Officers, including specialized conferences for work-specific topics; reimbursement may include parking, transit, airfare, mileage, hotel, meals, and other incidental expenses. • Occasional trips to testify/lobby on specific City issues to Sacramento or to Board of Equalization meetings. • Books, training, certifications, and publications relevant to the work environment. • City events and city-supported functions such as 4" of July, Association of Volleyball Professionals (AVP), Art Center events, and other similar activities. 446 City of Huntington Beach Adopted Budget — FY 2019/20 x. AB1234 Disclosure Reimbursement Expenses City Clerk The following are activities on which the City Clerk could expend City funds: • Various business meetings/events with business leaders, consultants, vendors, and media. • Community meetings or events on general, City, and/or department-specific issues. • Attendance at professional conferences, board meetings and other meetings and events such as the Southern California City Clerks Association (SCCCA), the Orange County City Clerks Association (OCCCA), the Beach Cities Clerks Association, the City Clerks Association of California (CCAC), the International Institute of Municipal Clerks (IIMC), the League of California Cities (LOCC), the Association of California Cities Orange County (ACCOC), the California Association of Clerks and Election Officials (CACEO), the Orange County Association of Records Managers and Administrators (ARMA), the Huntington Beach Chamber of Commerce membership meetings, the Huntington Beach Chamber of Commerce Planning Conference, the Huntington Beach Chamber of Commerce Economic Conference, California City Clerks Association New Law and Election Seminar, SIRE Conference, SIRE Roundtable meetings, the Granicus Annual Conference, Nuts & Bolts for Clerks, Senior Saturday, Surf City Nights, Technical Track for Clerks (TTC), Orange County Registrar of Voters (OCROV), National Notary Association (NNA), Easter Hunt, ICMA Conference Meetings, Women Leading Government (WLG), Leadership Committee, Youth in Government Day, Fair Political Practices Commission Seminars (FPPC), including specialized conferences for work- specific topics and economic conferences; reimbursement may include parking, transit, airfare, mileage, hotel, meals, and other incidental expenses. • City Clerk related books, training, certifications, and publications relevant to the work environment. • City events and city-supported functions such as 41h of July, Art Center features, public safety awards, and activities and expenses related to public outreach events. 447 Intentionally Left Blank 448 APnPjvV eb As AHEAvn&1-) 8V RG'bUC// 16 ONE L(EU TEViq- rr PLS/T/O A/ City of Huntington Beach 5_Z C 5 .,1TEIesDV-/vo) File #: 19-606 MEETING DATE: 6/3/2019 REQUEST FOR CITY COUNCIL ACTION SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Lori Ann Farrell Harrison. Interim City Manager PREPARED BY: Gilbert Garcia, Chief Financial Officer Subject: Public Hearing To Consider Adopting Resolution No. 2019-28 To Adopt A Budget For The City For Fiscal Year 2019/2020 Statement of Issue: The City Charter of the City of Huntington Beach requires a Public Hearing prior to the adoption of the City's annual budget. The City Charter further requires adoption of the annual budget by June 30, 2019. for FY 2019/20 Financial Impact: The total FY 2019/20 Proposed Budget is a structurally balanced budget. The All Funds Proposed Budget equals $381.2 million, including a General Fund Proposed Budget of $231 .8 million. Individual departmental and fund level appropriations are contained in the attachments herein. Recommended Action: A) Open the Public Hearing on the Proposed FY 2019/20 City budget appropriation of $381.229.021 as outline in the Proposed Budget document: B) Adopt Resolution Number 2019-28. "A Resolution of the City Council of the City of Huntington Beach Adopting a Budget for the City for FY 2019/20" as shown on Attachment 2; C) Approve the FY 2019/20 Proposed Budget Table of Organization as shown on Attachment 2, Exhibit D: and. D) Authorize the Professional Services included in the FY 2019/20 budget to be representative of the services projected to be utilized by departments in FY 2019/20. as shown in Attachment 3. Alternative Action(s): Deny staffs recommendation and provide alternative direction. Analysis: City of Huntington Beach Page 1 of 3 Printed on 5/30/2019 449 File #: 19-606 MEETING DATE: 6/3/2019 The City Charter requires that the City Manager submit the Proposed Budget to the City Council at least 30 days prior to the beginning of the next fiscal year. The City Manager submitted the FY 2019/20 Proposed Budget to the City Council on May 3, 2019, for the fiscal year starting July 1, 2019. The general framework for the FY 2019/20 Proposed Budget was first presented to the City Council at the February 7, 2019, Strategic Planning Retreat. The Proposed Budget was discussed at two Study Sessions held on May 6, 2019 and May 20, 2019. The Five-Year Capital Improvement Program (CIP) will be discussed at a Study Session scheduled on June 3, 2019. The purpose of these budget study sessions is to provide the City Council with opportunities to discuss the Proposed Budget and CIP with staff before proceeding with the formal Public Hearing on June 3, 2019. The Proposed Budget was also presented to the Finance Commission on May 22, 2019. Overview The theme for the FY 2019/20 Budget, "Shaping the Future," reflects the City Council's implementation of thoughtful strategies that promote the City's long-term financial sustainability. FY 2019/20 will be the second full twelve-month July to June fiscal year for the City, as City Council approved on December '18, 2017, to change the fiscal year for the City to a July 1 to June 30 period. Balancing this proposed budget required strong collaboration with each department, including detailed analysis of each department's costs and implementation of budget adjustments where appropriate to maintain fiscal prudence. These efforts yielded a structurally balanced FY 2019/20 Proposed Budget, totaling $381.2 million in All Funds reflecting a 2.2 percent increase from the FY 2018/19 Adopted All Funds Budget of $373.1 million. The total FTE count in All Funds for FY 2019/20 is 987.25, reflecting an increase of 1 .0 full-time equivalent personnel (FTE) count across All Funds compared to the FY 2018/19 Adopted Budget. In addition, the FY 2019/20 General Fund Proposed Budget is projected at $231.8 million, a $3.4 million or 1 .5 percent increase from the current year's General Fund Adopted Budget of $228.4 million. The majority of General Fund revenue is derived from Property Tax, Sales Tax, Utility Users Tax, and Transient Occupancy Tax. In line with many current economic indicators, the City is experiencing a flattening or slowing of revenue growth in some categories, requiring continued vigilance. The Proposed Budget demonstrates the City's continued commitment to the safety of its community, dedicating $127.9 million, or 55% of the total General Fund budget, to public safety. Professional Services As established by Administrative Regulation Number 228, each department has submitted a list of professional services, which are generally contained in their Proposed Budgets (Attachment 3). Professional services contracts are subject to compliance with Administrative Regulation Number 228 and City Ordinance Chapter 3.03. Public Hearing The City Charter requires that a public hearing be conducted on the City budget prior to adoption. Public Hearing notices have been published per City Charter requirements (Attachment 1). At the close of this hearing, all legal requirements for budget adoption will have been met. Environmental Status: City of Huntington Beach Page 2 of 3 Printed on 5/30/2019 450 powered by leaStar- File #: 19-606 MEETING DATE: 6/3/2019 Not applicable. Strategic Plan Goal: Enhance and maintain high quality City services Enhance and maintain the infrastructure Strengthen long-term financial and economic sustainability Enhance and modernize public safety service delivery Attachment(s): 1. Public Hearing Notice 2. Resolution Number 2019-28, "A Resolution of the City Council of the City of Huntington Beach Adopting a Budget for the City for Fiscal Year 2019/2020" 3. Professional Services included in the Fiscal Year 2019/20 Budget City of Huntington Beach Page 3 of 3 Printed on 5/30/2019 451 powered by LegistarTl ATTACHMENT 1 PUBLIC HEARING CITY OF HUNTINGTON BEACH Notice of Public Hearing on the Proposed City Budget for Fiscal Year 2019/2020 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 6:00 PM, or as soon as possible thereafter on Monday, the third day of June 2019, for the purpose of considering the City Budget for Fiscal Year 2019/2020. The Proposed Budget for Fiscal Year 2019/2020 totals $381,229,021 including General Fund Expenditures of $231,840,040. The complete Proposed Budget for Fiscal Year 2019/2020 may 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, second floor; the City's Central Library located at 7111 Talbert Avenue; and all branch libraries. The public may obtain copies of the Proposed Budget for Fiscal Year 2019/2020 from the City's website at http://www.huntingtonbeachca.gov. Pursuant to Huntington Beach Municipal Code Section 14.54.070, as part of the annual budget process, the sewer service user charges will be presented for receipt and file. All interested persons are invited to attend to express their opinions for, or against, the proposed budget with written or oral comments. Written communications to the City Council should be mailed to the Office of the City Clerk at the address below. Further information may be obtained from the Finance Department, 2000 Main Street, Huntington Beach, CA, 92648-2702 or by telephone (714) 536-5630. 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: May 2, 2019 City of Huntington Beach May 9, 2019 By: Robin Estanislau, City Clerk 2000 Main Street Huntington Beach, CA 92648-2702 Telephone: (714) 536-5405 ** Notice to City Clerk this copy to run twice in newsprint no later than 19 days prior to the Council Meeting date. Run in both display format and in legal section. 452 RESOLUTION NO. 2019-28 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2019/20 WHEREAS, Article VI of the Huntington Beach City Charter requires the City Manager to present and the City Council to adopt an annual City Budget; and The City Council has received and considered the Proposed Budget for Fiscal Year 2019/20, staff reports, and public testimony and information received in a noticed public hearing on the City Budget, NOW, THEREFORE, the City Council of the City of Huntington Beach does resolve as follows: SECTION 1: That the Proposed Budget for Fiscal Year 2019/20, a copy of which is attached hereto as Exhibit"A" and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. SECTION 2: That the Estimated Revenue and Transfers In for Fiscal Year 2019/20, a copy of which is attached hereto as Exhibit "B" and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. When combined with reserves, the Estimated Revenue and Transfers In for Fiscal Year 2019/20 are sufficient to fund the appropriations set forth in Proposed Budget for Fiscal Year 2019/20. SECTION 3: That the Proposed Appropriations and Transfers Out for Fiscal Year 2019/20, a copy of which is attached hereto as Exhibit "C" and incorporated by this reference as though fully set forth herein, providing appropriations summaries of details currently contained in the City's accounting system, including technical adjustments related to Transfers In and Transfers Out, and detail of estimated revenue, is hereby approved and adopted. SECTION 4: That the Tables of Organization, a copy of which is attached hereto as Exhibit "D" and incorporated by this reference as though fully set forth herein, is hereby approved and adopted. The City Manager, subject to compliance with the City Charter Section 403, may revise the Tables of Organization provided that the authorized number of personnel within the same department, office or agency is not exceeded. SECTION 5: That from the effective date of the budget, the several amounts stated therein as proposed expenditures shall be and become appropriated to the several departments, offices and agencies for the respective objects and purposes therein named; provided, however, that the City Manager may transfer funds from one object or purpose to another within the same department, office or agency. The City Manager may also transfer non-departmental funds from one expenditure type to another within the same fund provided there is no increase in approval total appropriations contained in the budget. 453 Resolution No. 2019-28 SECTION 6: 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 funding source. The City Manager may authorize changes to the procurement of specific items as long as the total appropriation for any department, fund or agency is not exceeded. However, the City Manager must obtain City Council approval for items that exceed Five Hundred Thousand Dollars ($500,000.00). SECTION 7: That the Capital Improvement Program contained in the Proposed Budget for Fiscal Year 2019/20 (Exhibit A) is hereby approved in concept, and the Director of Public Works is authorized to publicly advertise for bids on these projects in accordance with Section 503 and Section 614 of the City Charter. SECTION 8: That construction of Capital Improvement Projects requires the use of professional services such as geo-technical, water testing, engineering oversight, project management, design, survey, and other required studies. Funding for these professional services is included within each Capital Improvement Project's budget as set forth in the Proposed Budget for Fiscal Year 2019/20 (Exhibit A). Consistent with the City Council's policy regarding professional services agreements, the City Council hereby authorizes the City Manager, or designee, to enter into any necessary professional services agreements to facilitate the completion of an approved Capital Improvement Project. SECTION 9: That the City Manager or Finance Director may, as necessary, appropriate donations and grants received during the fiscal year up to $100,000 per source or grantor. Donations and grant awards with matching requirements, or exceeding $100,000 from a single source or grantor, require City Council approval. Any resolutions authorizing budget amendments related to donations and grants in conflict herewith are hereby repealed. 19-7579/203260 2 454 Resolution No. 2019-28 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 3rd day of June , 2019. Mayor REVIEWED AND APPROVED: APPROVED A FORM: �Y" - ��a 1� City6Manager City orney ITIATED AND APPROVED: Chief Financial Officer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2019/20 as of May 3, 2019 Exhibit A-1: Proposed Budget for Fiscal Year 2019/20 Revisions Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2019/20 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2019/20 Exhibit D: Tables of Organization 19-7579/203260 3 455 Res. No. 2019-28 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH I, ROBIN ESTANISLAU, 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 a Regular meeting thereof held on June 3, 2019 by the following vote: AYES: Brenden, Carr, Posey, Delgleize, Hardy NOES: Semeta, Peterson ABSENT: None RECUSE: None City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 456 j FY 2019/2020 Proposed Budget �w lam IVA\7 1 � Ire,y�rnw o� �B� CITY OF HUNTINGTON BEACH rwENTY19 20 .��U4'TY CA•i� EXHIBIT A-1 City of Huntington Beach FY 2019/2020 Proposed Budget Appropriation General Fund Amount Department FY 2019/20 Proposed Budget submitted on May 3,2019 231,840,040 Citywide Total FY 2019/2020 General Fund Proposed Budget 231,840,040 All Funds Amount Department FY 2019/20 Proposed Budget submitted on May 3, 2019 381,229,021 Citywide Total FY 2019/2020 All Funds Proposed Budget 381,229,021 458 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2019/20 Budget Fund Title Revenue& Transfers In 100 General Fund 230,840,040 101 Specific Events 751,500 122 Inmate Welfare Fund 4,500 201 Air Quality Fund 240,000 204 Fourth of July Parade 420,050 207 Gas Tax Fund 3,355,068 210 Sewer 150,000 213 Measure M Fund 3,514,493 215 Rehabilitation Loans 100,000 217 Affordable Housing In-Lieu 100,000 219 Traffic Congestion Relief 42 1,956,853 226 Quimby Fund 65,000 228 Park Dev Impact-Res 3,000,000 229 Library Dev Impact 200,000 231 Fire Facilities Dev Impact 123,452 233 Housing Residual Receipts 475,000 234 Disability Access Fund 84,000 239 CDBG 1,155,698 240 HOME 606,864 243 Surf City"T'Cable Channel 605,000 308 In-Lieu Parking Downtown 67,700 314 Infrastructure Fund 4,000,000 322 ELM Automation Fund 360,000 324 Equipment Fund 4,650,600 350 RORF 8,290,010 352 LMIHAF 406,000 401 Debt Svc HBPFA 5,016,365 405 Debt Svc Grand Coast CFD2000-1 1,091,204 406 Debt Svc Mello Roos 264,000 408 Debt Svc McDonnell CFD 2002-1 409,970 410 Debt Svc Bella Terra 2,354,373 501 CUPA 270,018 504 Refuse Collection Service 12,290,476 506 Water 39,870,606 507 Water Master Plan 3,000,000 508 WOCWB 649,000 511 Sewer Service Fund 10,579,698 551 Self Insurance Workers'Comp 7,187,770 552 Self Insurance General Liab 4,878,333 702 Retiree Insurance Fund 1,433,880 703 Retirement Supplement 4,000,000 704 Fire JPA Fund 395,596 709 BID-Hotel/Motel 5,500,000 710 BID-Downtown 91,000 711 Parking Structure-Bella Terra 729,419 712 Parking Structure-Strand 1,667,290 716 Section 115 Trust 1,000,000 963 Sr Mobility Program 246.485 979 AB109 Public Safety Realignmen 40,000 984 SLESF Grant 12/13 261,000 1228 CalRecycle City/County CRV 50,092 1233 OC RMDZ 6,000 1234 Sust Bus Cert Program 10,000 1246 CENIC E-Rate 55,821 1247 Arterial Rehab 3,354,156 1252 Office of Traffic Safety 18/19 240,510 Total Revenue 372,464,890 459 EXHIBIT C City of Huntington Beach Proposed Appropriations &Transfers Out Fiscal Year 2019/20 Budget Department/Fund Title Appropriations 8 Transfers Out General Fund(Company 100) City Council 423,433 City Attorney 2,617,309 City Cleric 862,278 City Treasurer 242,367 City Manager 2,747,624 Community Development 7,779,262 Community Services 8,552,781 Finance 6,033,343 Fire 49,060,211 Human Resources 1,953,667 Information Services 7,228,641 Library Services 5,031,733 Police 78,793,015 Public Works 25,964,567 Non-Departmental 34,549,809 Sub-Total General Fund 231 840 040 Other Funds(Company Number and Tide) 101 Specific Events 751,500 122 Inmate Welfare Fund 40,000 201 Air Quality Fund 139,357 204 Fourth of July Parade 420,050 207 Gas Tax Fund 3,150,000 210 Sewer 2,500,000 212 Narcotics Forfeiture Federal 156,000 213 Measure M Fund 3,181,076 215 Rehabilitation Loans 300,000 216 Property and Evidence 50,000 217 Affordable Housing In-Lieu 300,000 219 Traffic Congestion Relief 42 1,727 000 226 Quimby Fund 418,089 228 Park Dev Impact Residential 4,154,981 229 Library Development Impact 200,000 231 Fire Facilities Dev Impact 620,000 233 Housing Residual Receipts 50,000 234 Disability Access Fund 84,000 239 CDBG 1,155,698 240 HOME 606,864 243 Sun`City"T'Cable Channel 605,000 308 In-Lieu Parking Downtown 60,000 314 Infrastructure Fund 4,000.000 322 ELM Automation Fund 360,000 324 Equipment Fund 4,650,600 350 RORF 8,290,010 352 LMIHAF 816,078 401 Debt Svc HBPFA 5,016,365 405 Debt Svc Grand Coast CFD 2000-1 1,091,204 406 Debt Svc Mello Roos 264,000 460 EXHIBIT C City of Huntington Beach Proposed Appropriations &Transfers Out Fiscal Year 2019/20 Budget DepartmentlFund Title Appropriations & Transfers Out Other Funds(Company Number and Title)-Continued 408 Debt Svc McDonnell CFD 2002-1 409,970 410 Debt Svc Bella Terra 2,354,373 501 CUPA 270,018 504 Refuse Collection Service 12,245,796 506 Water 41,543,192 507 Water Master Plan 4,700,203 508 WOCWB 649,000 511 Sewer Service Fund 11,146,192 551 Self Insurance Workers'Comp 7,187,770 552 Self Insurance General Liab 4,878,333 702 Retiree Insurance Fund 1,433,880 703 Retirement Supplement 4,000,000 704 Fire JPA Fund 402,510 709 BID Hotel/Motel 5,500,000 710 BID Downtown 91,000 711 Parking Structure-Bella Terra 729,419 712 Parking Structure-Strand 2,028,950 807 Energy Efficiency 370,000 963 Sr Mobility Program 246,485 979 AB109 Public Safety Realignment 66,439 984 SLESF Grant 12/13 261,000 1228 CaiRecycle City/County CRV 50,092 509 Refuse Education 0 1233 OC Recycling Market Dvlpmt Zone 6,000 1234 Sust Bus Cert Program 10,000 1246 CENIC E-Rate 55,821 1247 Arterial Rehab 3,354,156 1252 Office of Traffic Safety 18/19 240,510 Sub-Total Other Funds 149,388,981 Total City Appropriations 381 229 021 461 EXHIBIT D I , . City of Huntington Beach City Council Proposed Budget — FY 2019/20 Mayor Mayor Pro-Tem City Council Member (5) Administrative Assistant I I �I 462 EXHIBIT D City of Huntington Beach City Attorney Proposed Budget — FY 2019/20 City Attorney Chief Assistant City Attorney(2) PCOMMUNITY LITIGATION � � ADVISORY ROSECUTION Assistant City Attorney Deputy Community Prosecutor Senior Deputy City Attorney(2) Senior Deputy City Attorney ADMINISTRATIO Legal Senior Legal Assistant Legal Assistant 2 463 EXHIBIT D - City of Huntington Beach City Clerk Proposed Budget — FY 2019/20 City Clerk ADMINISTRATION, PUBLIC SUPPORT& RECORDS MANAGEMENT ELECTIONS _7 Assistant City Clerk Senior Deputy Gty Clerk Senior Deputy City Clerk 464 EXHIBIT D City of Huntington Beach City Treasurer Proposed Budget — FY 2019/20 City Treasurer Administrative Analyst(0.50) Administrative Assistant(0.50) 465 EXHIBIT D City of Huntington Beach City Manager Proposed Budget — FY 2019/20 City Manager ADMINISTRATION Assistant City Manager Assistant to the City Manager Project Manager Executive Assistant II PUBLIC INFORMATION OFFICE OF BUSINESS �� DEVELOPMENT Deputy Director of Economic Community Relations Officer Development Economic Development Project Manager Real Estate&Project Manager Administrative Analyst Administrative Assistant Administrative Secretary(.50) Administrative Aide 466 EXHIBIT D City of Huntington Beach Community Development Proposed Budget — FY 2019/20 Director of Community Development CCPLANNING COMMISSION Deputy Director of Community Development ADMINISTRAl1ON Administrative Analyst Senior Administrative Assistant Administrative Secretary(2) Office Assistant II PIT&PLAN CHECKPLANNINGINSPECTION SERVICESSERVICESC99Q CURRENT&ADVANCE Code Enforcement Supervisor Inspection Supervisor(2) PLANNING Senior Code Enforcement Officer(2) Principal Electrical Inspecor Building Manager Planning Manager Plan Check Engineer Code Enforcement Officer II(2) Principal Plumbing&Mechanical Senior Planner(3) Code Enforcement Officer I Inspector Permit&Plan Check Supervisor Associate Planner(4) Code Enforcement Technician Building Inspector 1/II/III(9) Senior Permit Technician(3) Assistant Planner(2) 467 EXHIBIT D City of Huntington Beach Fire Community Services Proposed Budget — FY 2019/20 Director of Community Services ADMINISTRATION Administrative Analyst Senior Administrative Assistant FACILITIES&DEVELOPMENT PROGRAMS&SERVICES Community Services Manager Community Services Manager Administrative Secretary Community Services&Recreation Specialist PARK ACQUISITION AND DEVELOPMENT SENIOR SERVICES Assistant Planner Senior Supervisor Human Services Office Assistant II PARKING&CAMPING Volunteer Services Coordinator Supervisor Parking&Camping Facilities Social Worker Community Services&Recreation Specialist Senior Services Transportation Coordinator Parking&Camping Crewleader Senior Services Assistant Parking&Camping Leadworker Community Services&Recreation Specialist Parking&Camping Assistant SENIOR RECREATION PARKING METERS Community Services Recreation Supervisor Parking Meter Repair Technician Community Services&Recreation Specialist Parking Meter Repair Worker(2) Q'I N TI IRAI SERVICE S HCP SPORTS COMPLEX Senior Supervisor Cultural Affairs Community Services Recreation Supervisor Community Services&Recreation Specialist Maintenance Worker CITY GYM&POOL SPECIFIC EVENTS Community Services Recreation Supervisor Community Services Recreation Supervisor Community Services&Recreation Specialist EDISON CENTER Community Services Recreation Supervisor Community Services&Recreation Specialist MLIRDY CENTER Community Services Recreation Supervisor Community Services&Recreation Specialist 468 EXHIBIT D City of Huntington Beach Finance Proposed Budget — FY 2019/20 Chief Financial Officer II ADMINISTRATION �I Administrative Assistant(1.5) NG�1 �� C CCA:CC:0U:NT:1t;;:S:ER:V�ICDES CB:U=DGET COLLECTIHONSSERVICES FISCAL SERVICES Finance Manager-Accounting Finance Manager- Bud get Finance Manager—Fiscal Services � Finance Manager—Treasury � N RAI A. INTI Principal Finance Anal MUNICIPAL SERVICES Project Manager Senior Finance Ana t Administrative Analyst(0.5) Senior Accounting Technician Senior Accountant Accounting Technician If(2) Accounting Technician ACCOUNTS PAYABLE Supervisor BUSINESS LICENSE Senior Accounting Technician Business License Supervisor Accounting Technician II(2) CASHIERING Senior Accounting Technician Accounting Technician II(2) Accounting Technician II(2) PAYROLL Field Service Representative ACCOUNTS RECEIVABLE/ Payroll Specialist COLLECTIONS PROCUREMENT Senior Payroll Technician(2) Accounting Technician II Buyer(2) REPROGRAPHICS M61L 469 EXHIBIT D ---� City of Huntington Beach Fire Proposed Budget — FY 2019/20 Fire Chief Ij FIRE PREVENTION ADMINISTRATION EMERGENCY RESPONSE MARINE SAFETY Fire Division Chief ADMINISTRATION Fire Division Chief Marine Safety Division Chief Administrative Secretary Administrative Analyst Sr(2) Marine Safety Lieutenant(3) Administrative Aide FIRE SUPPRESSION Marine Safety Officer II(10) PROGRAMS Administrative Assistant Fire Battalion Chief(3) Administrative Secretary Assistant Fire Marshal Administrative Fire Captain(2) Fire Protection Analyst(2) FIRFME Fire Captain(30) Fire Prevention Inspector (3) Fire Medical Coordinator Fire Engineer(30) Senior Permit Technician Accounting Technician II(2) Firefighter Paramedic(48) Office Assistant II Firefighter(12) CERTIFIED UNIFIED Ambulance Operator(30) PROGRAM AGENCY EMERGENCY MANA EM NT Fire Prevention Inspector &HOM AND S IRITY TRAINING Administrative Secretary Fire Battalion Chef Fire Battalion Chef i Emergency Services Administrative Fire Captain Coordinator EMERGENCY MEDICAL CENTRAL NET OPERATIONS SERVICES AUTHORITY Emergency Medical Services Fire Training Maintenance Coordinator Technician Administrative Secretary 470 EXHIBIT D City of Huntington Beach Human Resources Proposed Budget — FY 2019/20 Director of Human Resources Administrative Assistant RISK MANAGEMENT LABOR BENEFITS 8 RECRUITMENT& TRAINING SELECTION LIABILITY Personnel Analyst Human Resources Manager Personnel Analyst Risk Manager Principal Senior Liability Claims Coordinator Personnel Analyst Senior Risk Management Specialist(2) Personnel Analyst Personnel Assistant Senior Personnel Assistant(2) SAFETY/WORKERS COMPENSATION Senior Risk Management Analyst 471 EXHIBIT D City of Huntington Beach Information Services Proposed Budget — FY 2019/20 Chief Information Officer ADMINISTRATION Administrative Assistant i INFRASTRUCTURE CC: CUSTOMER APPLICATIONS AND PUBLIC SAFETY SYSTEMS SYSTEMS SUPPORT DATABASE SUPPORT Info Tech Manager-Infrastructure Info Tech Manager -Operations i'l Info Tech Manager-Systems Info Tech Manager-Systems 1 (0.50) Network Systems Administrator IT Analyst Senior IT Analyst Senior IT Technician Senior IT Analyst Senior(2) IT Analyst Senior IT Technician Senior IT Technician III IT Analyst IV(2) IT Analyst IV(2) IT Analyst II IT Technician I IT Analyst III IT Analyst II Telecommunication Technician GIS Analyst 11(4) IT Analyst11 IT Technician IV Senior IT Technician I 472 EXHIBIT D City of Huntington Beach _ Library Services Proposed Budget — FY 2019/20 Director of Library Services �F Principal Librarian ADMINISTRATION YOUTH SERVICES @��D &FAMILY PROGRAMMING SUPPORT SERVICES MANAGEMENT Senior Librarian Senior Libranan Senior Libranan Senior Librarian ADMINISTRATION CHILDREN'SLIBRARY PUBLIC SERVICES TECHNICAL SERVICES Librarian Library Services Clerk(2) Librarian(2) Libranan(2) Administrative Assistant Library Services Clerk(3.50) Library Services Clerk Volunteer Services Coordinator CIRCULATION ACQUISITIONS FACILITY RENTALS Senior Library Specialist(0.75) Accounting Technician II(2) FACILITIES MAINTENANCE SECURITY Library Specialist Media Services Specialist ADULT LITERACY Literacy Program Specialist(2) BRANCHES BANNING Library Specialist OAKVIEW Library Specialist HELEN MURPHY MAIN STREET 473 EXHIBIT D City of Huntington Beach Pol ice Proposed Budget — FY 2019/20 Police Chief Assistant Chief of Police Administrative Assistant UNIFORM INVESTIGATIONS ADMINISTRATIVE OPERATIONS Police Captain Police Captain Police Captain PATROL INVESTIGATIONS PROFESSIONAL STANDARDS Police Lieutenant(6) Police Lieutenant Police Lieutenant Police Sergeant(13) Police Sergeant(3) Police Sergeant(2) Police Officer(120) Police Officer(22) Police Officer(2) Police Recruit(4) Forensic Systems Specialist Community Services Officer(4) CrimeAnalyst SUPPORT SERVICES Police Services Specialist Police Administrative Services Division TRAFFIC Community Services Officer(4) Manager Police Lieutenant Facilities Maintenance Crewleader Police Sergeant(3) NARCOTICS/VICE/INTEL/CTF Community Relations Specialist Police Officer(19) Police Lieutenant Police Records Specialist Police Sergeant(3) RECORDS Police Officer(11) Police Records Administrator AIR SUPPORT Police Services Specialist Police Records Supervisor(3) Police Sergeant Community Services Officer Police Records Specialist(10) Police Officer(6) Police Records Technician(6) OCIAC TASK FORCE Police Services S eciaiist 5) Technician(2) Senior Helicopter Maintenance Police Officer Police Systems Coordinator PARKING ENFORCEMENT ,161E TRAINING Parking/Traffic Control Supervisor Detention Administrator Police Sergeant Parking/Traffic Control Officer(16) Detention Shift Supervisor(4) Police Officer Detention Officer,Nurse(4) Police Services Specialist SPECIAL ENFORCEMENT Detention Officer(9) Police Sergeant(2) ALARMS Police Officer(8) Police Services Specialist PFRSnNNFI Personnel Analyst Principal Police Services Specialist BUDGET/PAYROLL Administrative Analyst Senior Accounting Technician II(3) COMMUNICATION Police Communications Manager Communications Supervisor(6) Communications Operator(18) GENFRAI SFRVI S/PROP RTY EVIDENCE Property and Evidence Supervisor Property and Evidence Officer(3) CRIME LAB Police Photo/Imaging Specialist Latent Fingerprint Examiner(2.50) Police Services Specialist Crime Scene Investigator(2) Community Services Officer(4) 474 EXHIBIT D City of Huntington Beach Public Works Proposed Budget — FY 2019/20 Director of Public Works ADMINISTRATION Project Manager Administrative Assistant Senior Accounting Technician Accounting Technician II Administrative Secretary Office Specialist ENGINEERING TRANSPORTATION UTILITIES MAINTENANCE OPERATIOO GENERAL SERVICES City Engineer Transportation Manager Utilities Manager Maintenance Operations Manager General Services Manager .ONSTR I.TION N,IN FRI N,IN FRI �/ .IP WAT R&S WFR ADMINISTRATION MAINTENANCE ADMINISTRATION GENERAI SERVICES Construction Manager Principal Civil Engineer Administrative Analyst Senior Administrative Analyst Senior ADMINISTRATION Senior Construction Inspector(3) Senior Traffic Engineer(2) Water Conservation Coordinaor Administrative Secretary Code Enforcement Officer Survey Party Chief Traffic Engineering Technician Field Service Representative Accounting Technician II Field Service Representative Survey Technician II(2) SCADA Coordinator Office Assistant II Office Assistant II Contract Administrator(3) SIGNAL&LIGHTS MAINTENANCE SCADA Technidan Traffic Signal/Light Crewleader Warehousekeeper ANDS .AP MAINTENANCE FLFETMAINTENANGE Construction Inspector IIEquipment Su ort Assistant Fleet Operations Supervisor Traffic Signal Electrician(2) PP Landscape Maintenance Supervisor Traffic Maint Service Worker 2 Stock Clerk Landscape Maintenance Crewleader Equip/Auto Maint.Crewleader(2) DESIGN ENGINEERING O Administrative Secretary Landscape Maint.Leadworker(3) Equip/Auto Maint.Leadworker(3) Senior Ovil Engineer(2) Office Assistant II 2 Equipment Support Assistant Senior Engineering Technician SIGNS&MARKINGS O Landscape Equipment Operator Mechanic III(6) MAINTENANCEPRODUCTION/ Pest Control Specialist Mechanic II(4) DFVFI OPM NT ,INF RIN, Signs&Markings Crewleader WATER PROD I.TION/DUAL I ITV Irrigation Specialist S ns Leadworker Water Production Supervisor Principal Civil Engineer g TRFF MAINTENANCE FACILITY MAINT NAN F Senior Ovil Engineer(2) Signs/Markings Equipment Operator Water Operations Crewleader Facilities Maintenance Supervisor Water Operations Leadworker(2) Tree Maintenance Supervisor Civil Engineering Assistant Water SystemsTechnician III(3) Tree Maintenance Crewleader Facilities Maint.Crewleader(2) Water Systems Technician II(5) Tree Maintenance Leadworker Facilities Maintenance Technician(3) WATER AND SEWER Electrician FNGINFFRING Water Quality Supervisor Tree Equipment Operator Sr.Facilities Maintenance TechnicianPrincipal Civil Engineer(2) Water Quality Coordinator Maintenance Service Workerer Senior Civil Engineer Cross Connection Control Specialist(2) STREET MAIN NANO Civil Engineering Assistant Water Quality Technician STREET Maintenance Supervisor Associate Civil Engineer WATER DIST IB UION/METERS Street Maintenance Crewleader Assistant Civil Engineer Water Distribution Supervisor Street Maintenance Leadworker(2) Water Dist.Maint.Crewleader(2) Street Equipment Operator(3) STORM WATER QUALITY Maintenance Service Worker(6) Aide Environmental Service Manager Water Dist.Meters AideCre order Engineering Admin.Environmental Specialist(2) Water Dist.Main).Leadworker(6) RFAGH MAINTFNANC F Water Dist.Meters Leadworker(2) Beach Operations Supervisor Water Equipmerl Operator(4) Beach Maintenance Crewleader(2) WaterService Worker It3) Sr.Facilities Maintenance Technician Water Meter Repair Technidan(5) Beach Equipment Operator(3) Senior Water Meter Reader Beach Maintenance Service Worker Field Service Representative Water Meter Reader(2) Accounting Technician II Water Utility Locator WASTFWATFR Wastewater Supervisor Wastewater Ops Crewleader Wastewater Ops Leadworker(3) Wastewater Equipment Operator(5) Senior Wastewater Pump Mechanic Wastewater Pump Mechanic Wastewater Maint.Service Worker(7) 475 ATTACHMENT 3 CITY OF HUNTINGTON BEACH PROFESSIONAL SERVICES FISCAL YEAR 2019/20 Citywide(AII Funds) Department Description Amount City Attorney Legal related professional services. $117,865 City Clerk General consulting services as it relates to City Clerk overview,legal counsel,annual review and update of the records retention schedule,new and updated legislation and other related professional services. $1,000 Services including governmental membership,state and federal consulting/lobbying services,financial consulting, graphic services,legal services,demographic research,managementlorganization efficiency studies,business development,public information services,marketing,sustainability services,regulatory agency compliance and other City Manager municipal governance services,economic analysis,real estate services(including but not limited to appraisals,right-of- way services,acquisitions,title reporting,etc.),parking consulting,engineering services,homeless services, CDBG/HOME consulting,inspection services,website services,site selection service,and other related professional services. $404,667 Community Services including planning and technical services,inspection services,plan check services and other related Development professional services. $630,000 Services including professional design,environmental services,architectural services,engineering services, Community Services coordination and public relations for the 4th of July Celebration,Run and Parade,and other related professional services. $130,000 Finance Services including Professional Services audits,Sales Tax auditing,Property Tax auditing,and other related financial consulting and professional services. $262,364 Services including fire and development plan check and inspections,environmental and soils consulting,hazardous materials inspections of City businesses,oil production inspections,evaluation of oil production system,testing and Fire document preparation,evaluation of emergency services,paramedic/ambulance service billing,physical examinations and pulmonary consulting for personnel,employment background and other investigative services,psychological testing,and other related professional services. $536,966 Services including legal services,recruitment,medical professional reviews,labor consulting,training and other related Human Resources professional services. $962,500 Services including consulting,audit security services,phone support,workshops for Business Intelligence, Information Services Infrastructure Systems services,Public Safety Systems services,services for the Application and Database Support Divisions,and other related professional services. $18,413 Library Services Library related consulting services. $50,000 Services including psychological exams,background checks,polygraph,legal consultations,rape and medical exams, Police blood-withdraw technician services,annual medical physician review of facility and procedures,crime prevention services,juvenile diversion services,gang prevention services,hazmat physical exams,Flight crew physicals,SWAT physicals,hepatitis shots&TB testing,and other related professional services. $335,825 Services including engineering services,design,engineering studies,inspections,construction management, development review,SCADA and related automation support services,water quality testing and support services, Public Works engineering technical support services,litigation and legal services,water conservation support services,NPDES/FOG inspections,utilities rate studies,billing/cashiering system support,professional arborist services,traffic studies, special training services,wildlife biologist services,solid waste consulting,environmental consulting,Asset Management System consulting,and other related professional services. $2,143,720 Non-Departmental Services including claims review,litigation and legal services,auditing,recruitment services,appraisal services, economic analysis,housing compliance services and other related professional services. $648 147 Total Professional Services $6,241,467 476 City of Huntington Beach _ Adopted Budget — FY 2019/20 yfGlossary of Terms Accountinq Method — The City of Huntington Beach accounts for its financial position and operations according to generally accepted accounting principles (GAAP) for governmental units prescribed by the Government Accounting Standards Board (GASB). A fund or account group is an accounting entity with a self-balancing set of accounts recording the financial position and results of operations of a specific governmental activity. The City prepares financial statements on the modified accrual basis for all governmental fund types except for the financial statements of the proprietary fund types, which are prepared on the accrual basis. Accrual Basis — The basis of accounting under which transactions are recognized when they occur regardless of the timing of related cash flows. ADA— (refer to Americans with Disabilities Act). Adopted B udget — The City Council approved annual budget establishing the legal authority for the expenditure of funds set forth in the adopting City Council budget resolution. Affordable Housing Agreement— An agreement to ensure that all have access to affordable, safe, and sustainable housing that contributes to social and economic participation. AHA— (see Affordable Housing Agreement). Americans with Disabilities Act(ADA)— This Federal law requires that public facilities be accessible to individual with physical limitations. Amortization-The process of decreasing, or accounting for, an amount over a period of time. Appropriation — A legal authorization granted by a legislative body to make expenditures and to incur obligation for specific purposes. Appropriation Account— A budgetary account set up to record specific authorizations to spend. The account is credited with original and any supplemental appropriations and is charged with expenditures and encumbrances. Appropriation Limit—As a governmental entity in the State of California, the City is subject to the Gann Spending Limit Initiative, which limits the amount of annual appropriations of tax proceeds. Assessed Valuation—A dollar value placed on real estate or other property by the County of Orange as a basis for levying property taxes. Audit— Prepared by an independent certified public accountant (CPA) to form an opinion regarding the legitimacy of transactions and internal controls. An audit is an examination and evaluation of the City's records and procedures to ensure compliance with specified rules, regulations, and best practices. Balanced Budget—A budget in which planned expenditures do not exceed planned revenues available. BID—(see Business Improvement District). Bond — A written promise issued by the City to pay a specific sum of principal amount, at a specified date(s) in the future, together with periodic interest at a special rate to raise capital, usually to pay for the construction of long-term infrastructure projects. Two major types of bonds include General Obligation Bonds and Revenue Bonds. 477 City of Huntington Beach Adopted Budget — FY 2019/20 Glossary of Terms ..4 Bond Proceeds— Funds received from the sale or issuance of bonds. Budget—A plan of financial operation embodying a summary and detail of authorized expenditures for a given period and the proposed means of financing them. Business Improvement District (BID) — Is a financing mechanism that is used to provide revenue for a. variety of local improvements and services that enhance, not replace, existing municipal services. In California, there are several types of BIDs, including property based, business based, and tourism based. Business Unit — An eight or nine digit accounting reference comprised of the fund, department, andl program. Expenditures and revenues are budgeted within business units. CAFR— (see Comprehensive Annual Financial Report). California Public Employees'R etirement S yysem (Ca1PERS) — Statewide retirement system that covers most City of Huntington Beach employees. Ca1PERS— (see California Public Employees' Retirement System). Capital Assets — Assets of long-term character that are intended to continue to be held or used for a period of more than one year, such as land, buildings, machinery, furniture, and other equipment. Capital Improvement Program (CIP) —A long-range plan for the development and replacement of long- term assets such as streets, buildings, water and sewer systems. Capital Outlay — Expenditures, which result in the acquisition of assets with an initial cost of at least $10,000 and an expected life of at least two years. Capital Project Funds— Used to account for financial resources used for the acquisition or construction of major capital facilities (other than those financed by proprietary fund types). CDGB—(see Community Development Block Grant). Certified Public Accountant (CPA) — An accountant who has passed certain examinations and met all other statutory and licensing requirements of a United States state to be certified by that state. CFD— (see Community Facilities District). Charges f or Services — Reimbursement for services rendered to the public or to some other program/fund in the City. CIP— (see Capital Improvement Program). City Charter—The legal authority granted by the State of California establishing the entity known as the City of Huntington Beach and giving it the ability to provide services and collect revenue to support those services. Combined Transportation Funding Program (CTFP) — The Orange County Transportation Authority (OCTA) created the CTFP to provide local agencies with a common set of guidelines and project selection criteria for a variety of funding programs. 478 =� City of Huntington Beach Adopted Budget — FY 2019/20 Glossary of Terms Community D evelopment B lock G rant(CDBG) — The Housing and Community Development Act of 1974 provides funds to cities and counties to develop urban communities, decent housing, a suitable living environments, and expanded economic opportunities principally for low and moderate-income persons. This federal program gives priority to activities, which benefit low and moderate-income individuals. Community Facilities District (CFD) — A special district that can issue tax-exempt bonds as a mechanism by which public entities finance construction and/or acquisition of facilities and provide public services to the district. Comprehensive Annual Financial Report(CAFR) — The official annual report of the City's financial condition, which encompasses all funds, at the conclusion of the fiscal year. Consumer Price Index (CPI) — A statistical description of price levels provided by the United States Department of Labor. The change in this index from year to year is used to measure the cost of living and economic inflation. Cost Allocation—A method used to charge General Fund overhead costs to other funds. CPA— (see Certified Public Accountant). CPI— (see Consumer Price Index). CTFP— (see Combined Transportation Funding Program). Debt Service—The repayment of principal and/or interest on borrowed funds. Debt Service Funds — Governmental fund type used to account for the accumulation of resources for, and the payment of general long-term debt principal and interest. Debt Service Requirement— The amount required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and required contributions to accumulate monies for future retirement of term bonds. Deficit—The excess of liabilities of a fund over its assets. Department — The basic organizational entity of government that is functionally unique in its delivery of services. Depreciation — Expiration the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy, or obsolescence. Developer Fees — Adopted fees requiring new development or redevelopment to pay its proportional share of the costs associated with providing the necessary public infrastructure. Encumbrances— Commitments related to unperformed contracts for goods and services. Enterprise Funds — A fund established to account for operations that are financed and operated in a manner similar to private enterprise. Examples of enterprise funds are water and sewer services. Equipment Replacement — Appropriations budgeted for the purchase of rolling stock and movable assets. 479 City of Huntington Beach Adopted Budget — FY 2019/20 Glossary of Terms Expenditure—The actual spending of funds set aside by appropriation for identified goods and services. Expense — The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss. Fair Share Traffic Impact Fee Program (TIF) —A program intended to implement the goals and objectives of the General Plan by providing revenue to ensure that the adopted Level of Service standards for arterial roadways and signalized intersections are maintained when new development is constructed within the City limits. Fee — A general term used for any charge levied by government for providing a service or permitting an activity. Fiduciary Funds — Are used to account for assets in a trustee capacity or as an agent for individuals, private organizations, and/or other governmental units. There are four types of fiduciary funds: Pension (and other employee benefit) Trust Funds, Investment Trust Funds, Private-Purpose Trust Funds and Agency Funds. Fiscal Year(FY)—The twelve-month period to which the annual operating budget applies and at the end of which a government determines its financial position. The City of Huntington Beach's fiscal year is July 1 to June 30. Fixed Assets — Purchases of physical inventory items that are intended to be held or used for long term, such as equipment or infrastructure. FTE— (see Full-Time Equivalent Position). Full-Time Equivalent Position (FTE)— Staffing collectively based on a 2,080-hour year. Fund — A fiscal and accounting entity with a self-balancing set of accounts, recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes; therein which are segregated for the purpose of carrying on specific activities of government functions. Fund Balance—The excess of the assets of a fund over its liabilities, reserves and carryovers. FY— (see Fiscal Year). GAAP— (see Generally Accepted Accounting Principles). GAS B— (see Governmental Accounting Standards Board). General Fund — The fund used to account for all financial resources except those identified for special purposes. The operating fund of the City that receives unrestricted revenue such as property and sales taxes. The fund used to provide a wide range of public services. Generally A ccepted A ccountinq P rincip/es (G AAP) — Uniform minimum standards for financial accounting and recording. Governmental Accounting Standards Board (GASB) — Develops standardized reporting for government entities. 480 City of Huntington Beach Adopted Budget - FY 2019120 Glossary of Terms Governmental Fund — Funds used to account for the acquisition, use, and balances of the City's expandable financial resources and related current liabilities (except those accounted for in proprietary funds). Governmental funds include: General Fund, Special Revenue Funds, Debt Service Funds, and Capital Project Funds. Grants — Contributions, gifts, or assets from another government entity to be used or expended for a specified purpose, activity, or facility. HUD — U. S. Department of Housing and Urban Development. HUD's mission is to create strong, sustainable, inclusive communities and quality affordable homes for all. HUD is working to strengthen the housing market to bolster the economy and protect consumers; meet the need for quality affordable rental homes: utilize housing as a platform for improving quality of life; build inclusive and sustainable communities free from discrimination; and transform the way HUD does business. Indirect Costs—A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Infrastructure— Facilities that support the daily life and growth of the City, for example roads, water lines, sewers, public buildings, and parks. Interfund Transfers — Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses. Internal Service Fund— A fund used for the financing of goods or services provided by one department or agency to other departments or agencies on a cost-reimbursement basis. Joint Powers A uthority(JPA) — A JPA is formed when it is to the advantage of two or more public entities with common powers to consolidate their forces to acquire or construct a joint-use facility. JPA— (see Joint Powers Authority). Lon_g-Term Debt— Debt with a maturity of more than one year after the date of issue. Long Term Financial Plan — A combination of financial forecasting and strategizing to identify future challenges and opportunities, causes of fiscal imbalances and strategies to secure financial sustainability. Mandate— Legislation passed by the state or federal government requiring action or provision of services or programs. Measure M — An initiative passed by Orange County voters to fund transportation improvements using revenue generated by a countywide sales tax. Memoranda of Understandinq (MOU) — As used in this budget document refers to agreements, for a specified period of time, between the City and various employee associations, outlining wage increases, provision of and contribution levels for benefits, and employment-related matters. Motor Vehicle In-Lieu Tax— (see Vehicle License Fee). MOU— (see Memoranda of Understanding). Municipal Bond—A bond issued by a state or local government. 481 City of Huntington Beach Adopted Budget — FY 2019/20 Glossary of Terms Municipal Code—A compilation of enforceable ordinances adopted by the City Council. National Pollution Discharge Elimination System (NPDES) — This Federal regulation sets standards for the quality of storm water discharged into rivers, lakes, and oceans. Non-Departmental — Program costs that do not relate to any one particular department, but represent costs that are general and citywide in nature. NPDES—(see National Pollution Discharge Elimination System). Object Code — A five-digit accounting reference to a specific revenue or expense item. Combines with the business unit to create a revenue or expenditure account number. OCTA —(see Orange County Transportation Authority). OPA— (see Owners Participation Agreement). Operating Budget— Plan of current non-capital and non-personal expenditures and the proposed means of financing them. Operating Expenses — The cost for materials and equipment that are required for a department to perform its functions. Operatingg Revenue— Funds received as income to pay for ongoing operations. Operating Transfers — Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended, such as transfers from the General Fund to a Special Revenue or Capital Projects Fund. Orange County Transportation Authority(OCTA) — A public sector transportation planning body and transit service provider for Orange County, California. Ordinance—A formal legislative enactment by the City Council. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of the law within the boundaries of the City. Organization Chart — A pictorial representation of the administrative and functional structure of a City, unit. Other Funds — Within this budget document, those funds that are not included as part of the General Fund. Owners P articipation A greement (OPA) — Usually refers to a contract between a redevelopment agency or other public authority and a landowner, under which the landowner makes specific commitments about project development, and the government entity specifies the type of public involvement in the project, such as a subsidy. Pension Tax Rate — City Charter amendment allowing the City Council to set a tax rate and levy an override tax on the assessed value of property up to a maximum amount as determined by an annual actuarial study to recover a portion of the City's costs related to a supplemental retirement program. 482 -�" City of Huntington Beach Adopted Budget — FY 2019/20 Glossary of Terms Performance Measures — A set of measurable objectives, linked to the City's various strategic plan goals, which are determined by a department and used to gauge a program, business unit, or division's effectiveness and efficiency. Used as a management tool during the budget development process to set priorities and shift resources as necessary. Personnel Services— Expenditures for City Employee and temporary staff compensation. Program B udget — A budget wherein expenditures are based primarily on program of work and the performance of certain functions. Professional Services — Services that involve the exercise of professional discretion and independent judgment based on an advanced or specialized knowledge, expertise or training gained by formal studies or experience or services which are not readily or efficiently procured by competitive bidding pursuant to Municipal Code, Title 3,Chapter 3.02. Such services shall include but not be limited to those services provided by appraisers, architects, attorneys, engineers, instructors, insurance advisors, physicians and other specialized consultants. Proprietary Fund— Funds used to account for City activities that are similar to businesses found in the private sector. These funds are considered self-supporting in that the services rendered by them are generally financed through user charges on a cost reimbursement basis. There are two types of proprietary funds: Enterprise Funds and Internal Service Funds. Public Employees'Pension Reform Act (PEPRA) — The California Public Employees' Pension Reform Act, which includes Assembly Bill (AB) 340 and AB 197, was signed into law by Governor Jerry Brown on September 12, 2012, and it took effect on January 1, 2013. RDA — (see Redevelopment Agency.) Redevelopment A gency (RDA) — An entity formed to renovate older areas of the City to increase economic vitality. This agency was dissolved on February 1, 2012, and the Successor Agency was formed. Reserve — The City uses and designates reserves according to adopted financial policies. In addition to the required seven percent reserve, there is the: Equipment Reserve, used to replace obsolete vehicles and equipment while setting aside funds for future equipment and vehicle needs; Capital Improvement Reserve (CIR), a designated reserve for various capital projects; and the General Liability Reserve which is designated for workers' compensation and liability claims. Resolution—A special order of the City Council, which has a lower legal standing than an ordinance. Revenue— Sources of income financing the operation of government. SCAQMD— (see Southern California Air Quality Management District). Southern California Air Quality Management District(SCAQMD) —The air pollution control agency for all of Orange County and the urban portions of Los Angeles, Riverside, and San Bernardino counties in California. Special Revenue Funds— Funds that are separately administered because the City Council, the State of California, or the Federal government has placed restrictions on how revenues may be spent. 483 City of Huntington Beach Adopted Budget — FY 2019/20 Glossary of Terms Strategic Plan — The process of defining a strategy, or direction, and making decisions on allocating resources to pursue this strategy, including capital and employees. The City adopted its strategic plan in January 2015. See 15t page of Strategic Planning section. Structurally Balanced Budget— Ongoing revenues in a fiscal year are equal to or greater than ongoing expenditures. Successor A_gency— Under Assembly Bill X 26, which was upheld by the California Supreme Court on December 29, 2011, all redevelopment agencies were dissolved as of February 1, 2012. The Assembly Bill created "Successor Agencies" that became effective on February 1, 2012. All assets, properties, contracts, and leases of the former Redevelopment Agency were transferred to the Successor Agency -- which is the City. TAB— (see Tax Allocation Bond). Tax A llocation B and(TAB) — Bonds issued in conjunction with a redevelopment project. The taxes pledged to their repayment come from the increase of assessed value over and above a pre-established base. The redevelopment creates this added value, known as the tax increment. Tax Increment— Property tax collected as a result of increased valuation within the Redevelopment Area (RDA). Tax Rate—The amount of assessment stated in terms of a unit of the tax base. Taxes — Compulsory charges levied by a government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. TIF— (see Fair Share Traffic Impact Fee Program). TOT— (see Transient Occupancy Tax). Transfers—Amounts moved from one fund to another to assist in financing the services for the recipient fund. Transient Occupancy Tax (TOT) — A tax imposed on individuals with hotel/ motel stays less than thirty days. The rate in the City of Huntington Beach is ten percent. Unencumbered Balance — The portion of an appropriation that is neither expended nor encumbered.. The amount of budget still available for future purposes. Unfunded Liabilities—The unfunded liability, the present value of the expected future benefits vested to date, is the amount by which the plan's liabilities exceed the assets on a given date. U. S. Department of Housin_g and Urban Development— (see HUD). User Fees and Charges — A cost paid for a public service or the use of a public facility by the entity benefiting from the service. Utility Users Tax(UUT) — A tax imposed on users for various utilities in the City including water, telephone, gas, electric, and cable television services. 484 N. City of Huntington Beach Adopted Budget — FY 2019/20 Glossary of Terms UUT— (see Utility Users Tax). Vehicle License Fee (VLF) — Is a tax on the ownership of a registered vehicle in place of taxing vehicles as personal property, also called the motor vehicle in-lieu tax. The VLF is paid annually upon vehicle registration in addition to other fees, such as the vehicle registration fee, air quality fees, and commercial vehicle weight fees all of which fund specific state programs. The VLF funds city and county services. The State eliminated funds to the City as a result of SIB 89, enacted on June 28, 2011. VLF— (see Vehicle License Fee). Water Master Plan (WMP) —The WMP was adopted by the City in 1990, and updated in 2000 and 2005. This plan recommends new facilities to provide the City with adequate water production and storage capabilities. WMP— (see Water Master Plan). 485 Intentionally Left Blank 486 Resolution No. 2019-28 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 3rd day of June , 2019. Mayor REVIEWED AND APPROVED: APPROVED A FORM: City,manager 71TIATED orney kw AND APPROVED: G�- Chief Financial Officer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2019/20 as of May 3, 2019 Exhibit A-1: Proposed Budget for Fiscal Year 2019/20 Revisions Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2019/20 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2019/20 Exhibit D: Tables of Organization 19-7579/203260 3 Res. No. 2019-28 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU, 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 a Regular meeting thereof held on June 3, 2019 by the following vote: AYES: Brenden, Carr, Posey, Delgleize, Hardy NOES: Semeta, Peterson ABSENT: None RECUSE: None City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California