HomeMy WebLinkAboutCity Council - 2020-39 RESOLUTION NO. 2020-39
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HUNTINGTON BEACH ADOPTING A BUDGET
FOR THE CITY FOR FISCAL YEAR 2020/21
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
2020/21, 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 2020/21, 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 2020/21, 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 2020/21 are sufficient to fund the
appropriations set forth in Proposed Budget for Fiscal Year 2020/21.
SECTION 3: That the Proposed Appropriations and Transfers Out for Fiscal Year
2020/21, 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
fund or agency provided there is no increase in approval total appropriations contained in the
budget.
Resolution No. 2020-39
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 2020/21 (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 2020/21 (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.
20-8651/230083 2
Resolution No. 2020-39
PASSED AND ADOPTED by the City Council of the City of Huntington Beach
at a regular meeting thereof held on the 29th day of June , 2020.
ay
REV WED AND PROVED: APPROVED AS TO FORM:
City Manager City Attorney
INITIATED AND APPROVED:
ief Financial Officer
List of Exhibits:
Exhibit A: Proposed Budget for Fiscal Year 2020/21 as of June 1, 2020
Exhibit A-1: Proposed Budget for Fiscal Year 2020/21 Revisions
Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2020/21
Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2020/21
Exhibit D: Tables of Organization
20-8651/230083 3
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Adopted Budget
Fiscal Year
2020/2021
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Submitted by
Oliver Chi, City Manager
City of Huntington Beach
Table of Contents
Adopted Budget - FY 2020/21
CityCouncil Directory ................................................................................................I
Strategic Plan Goals and Objectives .........................................................................III
City Officials Directory ...............................................................................................V
City of Huntington Beach Organizational Chart .........................................................VII
Distinguished Budget Award ......................................................................................IX
Transmittal Letter and Budget Message
City of Huntington Beach Transmittal Letter and Budget Message.............................1
Community Profile
City of Huntington Beach Community Profile..............................................................11
Revenue
Revenue versus Expenditures All Funds....................................................................17
Revenue versus Expenditures General Fund .............................................................19
Revenue Descriptions 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 Funds....................................................................39
Revenue versus Expenditures General Fund .............................................................41
Expenditure Descriptions and Assumptions................................................................43
Expendituresby 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
Fund Summaries
Estimated Changes to Fund Balances........................................................................77
FundDescriptions ......................................................................................................79
Department Budgets
CityCouncil ...............................................................................................................91
CityAttorney ..............................................................................................................97
CityClerk ...................................................................................................................107
CityTreasurer ...........................................................................................................117
CityManager .............................................................................................................125
CommunityDevelopment ..........................................................................................141
CommunityServices .................................................................................................169
Finance .....................................................................................................................187
Fire ............................................................................................................................203
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City of Huntington Beach
Table of Contents
Adopted Budget - FY 2020/21
Department Budgets (Continued)
InformationServices ..................................................................................................223
LibraryServices .........................................................................................................241
Police ........................................................................................................................257
PublicWorks .............................................................................................................273
Non-Departmental .....................................................................................................303
Capital Improvement Program
Capital Improvements Program Narrative ..................................................................325
NewAppropriations ...................................................................................................333
ContinuingAppropriations .........................................................................................335
Five-Year Capital Improvement Program ...................................................................337
Drainage ....................................................................................................................339
Facilities.....................................................................................................................340
Neighborhood ............................................................................................................356
Parksand Beaches ...................................................................................................359
Sewer ........................................................................................................................371
Streets and Transportation .........................................................................................373
Water ........................................................................................................................381
Unfunded Liabilities
City of Huntington Beach Unfunded Liabilities............................................................387
Financial Policies & Procedures
Budget Process and Calendar ...................................................................................409
FinancialPolicies .......................................................................................................411
AB1234 Disclosure Reimbursement Expenses .........................................................417
Debt Services
Statement of Direct and Overlapping Bonded Debt....................................................423
Debt Services Administration......................................................................................424
Debt Service and Interfund Interest Expenditures.......................................................426
Amortization Schedule................................................................................................428
City of Huntington Beach Debt Management Policy ...................................................431
City Council Actions
Request for City Council Action..................................................................................451
Budget Adoption Resolution .......................................................................................458
Professional Services Listing......................................................................................479
Gann Appropriation Limit Resolution ..........................................................................480
Glossary
Glossaryof Terms......................................................................................................489
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City of Huntington Beach
City Council Directory
Adopted Budget - FY 2020/2021
L
Lyn Semeta Jill Hardy
Mayor Mayor Pro Tern
Kim Carr Barbara Delgleize Patrick Brenden
Council Member Council Member Council Member
Mike Posey Erik Peterson
Council Member Council Member
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CITY OF HUNTINGTON BEACH
STRATEGIC PLANNING RETREAT
February 7, 2019 * Huntington Beach Public Library
MarilN n 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 Integrity
♦ Teamwork
♦ Fiscal sustainability
♦ Community 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
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City of Huntington Beach
City Officials Directory
Adopted Budget - FY 2020/2021
Elected Officials
City Attorney ............................................................................ Michael Gates
City Clerk ................................................................................. Robin Estanislau
City Treasurer .......................................................................... Alisa Backstrom
City Manager's Office
CityManager ............................................................................ Oliver Chi
Assistant City Manager ............................................................ Travis Hopkins
Director of Organizational Learning & Engagement ................. Marie Knight
Department Directors
Community Development ........................................................ Ursula Luna-Reynosa
Community Services ................................................................ Chris Slama
Finance .................................................................................... Dahle Bulosan
Fire ........................................................................................... Scott Haberle
Information Services ................................................................ Behzad Zamanian
Library Services ....................................................................... Stephanie Beverage
Police ....................................................................................... Robert Handy
PublicWorks ............................................................................ Sean Crumby
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City of Huntington Beach
Organizational Chart
Adopted Budget — FY 2020/21
THE PEOPLE
CITY CITY COUNCIL CITY
ATTORNEY CITY CLERK TREASURER
Mayor (
Mayor Pro-Tem
AdminWation, City Council Members
Advisory Public Support
&Elections
Lbgation Records
Management CITY
MANAGER
Community
Prosecution
ASSISTANT
FIRE POLICE COMMUNITY CITY MANAGER
SERVICES
Fire Administrative Facilities& PUBLIC HUMAN
Administration Operations Events ENERGY
Pe INFORMATION RESOURCE
Fire Recreation.
Prevention Investigations Human b
Guttural Services
Emergency Undorm
Response
Manne
Safety
FINANCE COMMUNITY PUBLIC INFORMATION LIBRARY
DEVELOPMENT WORKS SERVICES SERVICES
AccountingNeighborhood Applications 8 minisServitr n 8
Preservation& EngineeringDatabase Budding
Code Enforcement Support Management
B�et Inspection General Customer uCo Services&
Man ement Services Services SuPP Outreach
emn
rwces
Revenue Plan Check Maintenance
Infr�umdsure ou Family
Services Procram"rrnincl
Public Safety Technology 8
Planning Systems Support
Services
Office Of
Business Utilities GIS
Development
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Vill
City of Huntington Beach
Distinguished Budget Award
Adopted Budget - FY 2020/21
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
D is tingu ishc
B is cage t Presentation
A zt? ard
PRE'sENTED TO
Cite of Huntington Beach
California
For the Fiscal fear Beguming
Jule 1, 2019
P_
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, 2019. 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.
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CITY OF HUNTINGTON BEACH
2000 Main Street,Huntington Beach,CA 92648
CITY MANAGER'S OFFICE
June 29, 2020
Honorable Mayor and Members of the City Council:
I hereby present to you the Fiscal Year 2020/21 Adopted Budget for the City of Huntington Beach.
Our City,just like other cities across the globe, has been financially and operationally impacted
by the global coronavirus disease 2019 ("COVID-19") pandemic, which hit our community in
March 2020. The effect of COVID-19 to the economy after years of slow to moderate growth
after the Great Recession was sudden and has created significant challenges for our residents,
businesses,and visitors. However,we remain calm and vigilant as we rise to the occasion together
as OneHB.
The FY 2020/21 Adopted Budget is a balanced budget. However, due to continuing economic
downturn affecting all aspects of the local economy, FY 2020/21 represents the second year in
which the budget reductions have been necessary in order to balance the budget and minimize
impacts to fund balance. This fiscally conservative approach to developing the FY 2020/21 budget
seeks to implement 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 adapting to a new
reality of constrained revenues.
The FY 2020/21 Adopted Budget was balanced through a combination of strategies: continuing
the hiring freeze, reducing personnel costs, reductions in operating expenditures, minimizing
purchases of capital to focus on only the most essential and necessary project and equipment, and
reducing transfers from the General Fund. The FY 2020/21 budget remains committed to
improving the quality of life for our residents,businesses, and visitors by maintaining funding for
core services such as public safety,Community Services programs,and improving the City's roads
and parks.
Fiscal Year 2020/21 Adopted Budget Summary
On March 4,2020,the State of California declared a State of Emergency as a result of the COVID-
19 pandemic and enacted stay-at-home orders across the State. Council and City staff responded
quickly, declaring a State of Local Emergency and approving a COVID-19 Response Plan on
March 16, 2020. On March 19, 2020, the City began accepting calls from residents from the HB
Ready Call Center, designed to provide information and receive feedback from the community.
Additionally, the City partnered with several non-profits to establish One HB Connects, which
provides over 3,000 meals per week to homebound seniors, provides referrals to critical senior
care services and created a senior pen pal program to mitigate loneliness and anxiety. Most
recently, the City Council approved two grant programs for local small businesses: the COVID-
19 Small Business Relief Program, which will award one-time grants up to $10,000 to qualified
small businesses in the City of Huntington Beach utilizing $4.7M in CARES funding from the
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County of Orange; and the OneHB Business Support program, a community campaign that
provides one-time micro-grants of$5,000 to qualified small businesses.
The impacts of the COVID-19 pandemic have been felt in every facet MASK'S UP SURF CITY!
of the economy, with unemployment reaching record highs and
businesses and governments alike experiencing sharp declines in
revenues. For the City of Huntington Beach, the FY 2020/21 Adopted
General Fund Budget of $216.9 million represents a $20 million =
decrease from FY 2019/20 pre-COVID-19 projected revenues of
$236.9M.
In spite of being faced with a new reality of constrained revenues, the
City remains resilient. This year, WalletHub once again ranked
Huntington Beach as one of the top ten "Happiest Cities in the U.S,"
with a ranking of#7. The Orange County Register ranked us as one of the top three cities to live
in within Orange County. Huntington Beach ranked#1 in the nation for"Quality of City Services"
and #14 by WalletHub.com in their "Best-Run City in America" poll. The City was also ranked
#25 and #29 in California and the U.S., respectively, for "Providing Homeowners with an
Excellent Return on Investment"by LendEDU(May 2020). The City's"AAA"credit rating,most
recently affirmed by Fitch Ratings in July 2020, provides independent confirmation from Wall
Street of the financial discipline and stewardship displayed by our City Council and leadership
team.
The theme for the FY 2020/21 Adopted Budget, "OneHB",reflects the City's response as we rise
to the occasion together during the global COVID-19 pandemic. The budget reflects the fiscal and
operational impact to the City resulting in adjustments to revenues and expenditures and reductions
to non-essential services.
All Funds: The Adopted FY 2020/21 Budget totals $359.0 million in All Funds. This reflects a
$22.0 million, or 5.8 percent, decrease from the FY 2019/20 Adopted All Funds Budget of$381.0
million. The largest All Funds decreases are attributed to the Retirement Supplement Fund ($3.1
million),Retiree Insurance Fund($1.4 million),Hotel/Motel Business Improvement District(BID)
($1.1 million), Water Master Plan Fund ($1.6 million), and RORF Fund ($1.4 million).
General Fund: The Adopted FY 2020/21 General Fund Budget is $216.9 million,which includes
appropriations for operations. The ongoing budget of$216.9 million is structurally balanced, and
is supported by ongoing revenues of$216.9 million. The FY 2020/21 Adopted General Fund
Budget represents a$14.7 million, or 6.4 percent, decrease compared to the FY 2019/20 Adopted
Budget of$231.6 million in response to the anticipated impact of the COVID-19 pandemic. The
Adopted General Fund Budget for next year has no reliance on one-time revenues to fund ongoing
operations, which is critical to maintaining the City's financial viability and success.
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General Fund Revenue Highlights
FY 2020/21 General Fund Revenue
Other Revenue,$975,723,0.4%.�
Non-Operating Revenue,$433,229,0.2%
Charges for Current Services,__
$24,630,713,11.4% ---
�- Property Tax,
Revenue from Other Agencies,_\ $94,350,104,43.5%
$3,130,130,1.4%
Use of Money&Property,
$14,500,000,6.7%
Fines&Forfeitures---=
$3,282,500,1.5%
License&PermitiG
$7,357,668,3.4%
Utility Users Tex,
$16,605,315,7.7%
Transient Occupancy Tax,
$6,895,067,3.2%
Franchises,
$5,520,627,2.5%
Sales Tax,
$39,227,205,18.1%
FY 2020/21 General Fund revenue projection is $216.9 million, a $14.7 million, or 6.4 percent
decrease from the FY 2019/20 Adopted Budget. The largest revenue decline is in Transient
Occupancy Tax, which is anticipated to decrease $7.4 million or 51.8 percent. Sales tax revenue,
the second largest revenue category for the City, was budgeted at $39.2 million, a decrease of 4.8
percent from the FY 2019/20 Adopted Budget. Most of the decreases from these two revenue
sources is attributable to the impact of the COVID-19 stay-at-home and social distancing public
health orders. 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. Property Taxes are estimated at$94.4 million, an increase of$4.6 million, or 5.2 percent,
largely attributable to the year-over-year growth in assessed valuations.
Licenses and Permits, estimated at $7.4 million, reflect a 6.4 percent decrease. Franchise Taxes
are anticipated at$5.5 million,a 16.7 percent decrease. Over the past several years,franchise taxes
have realized slow growth, and decreases in some instances, due to the low price of natural gas
and energy conservation programs offering discounts and credits to electricity users. Utility Users'
Taxes,budgeted at $16.6 million, reflects a 7.3 percent decrease compared to FY 2019/20, due to
the long term trends towards energy conservation and bundled telecommunication packages.
FY 2020121 General Fund Budget Highlights
The Adopted FY 2020/21 General Fund Budget is $216.9 million, which is $14.7 million, or 6.4
percent less than the FY 2019/20 Adopted Budget of$231.6 million. The decrease was driven by
targeted reductions from departments of$1.8 million in operating expenses and $5.8 million in
personnel costs in response to the anticipated decrease in revenues.
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The remaining budgetary adjustments are described in the narrative sections below.
General Fund Expenditures
Total General Fund expenditures equal $216.9 million, supported by ongoing General Fund
revenues. Below are General Fund budget allocations by Department.
As illustrated in the following chart, the budgets of four City departments- Police, Fire, Public
Works,and Non-Departmental-equal$172.7 million,or 79.6 percent,of the total Adopted General
Fund Budget. Each of the remaining 10 departments comprise less than 4.5 percent of the General
Fund Budget, highlighting the complexity of balancing the 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.
In an effort to balance the FY 2020/21 Adopted Budget, departments were required to continue
reductions made in FY 2019/20 as well as identify further reductions. The reductions for FY
2020/21 consists of a continued hiring freeze, reductions to overtime and part-time staff, and
further reductions to operating budgets.
General Fund Budget by Department
Department FV I 1 I ' FV 2019/20 FV 2019/20 FV 2020/21
Actual Actual* Actual Adopted Adopted
City Council 333,449 278,875 337,821 423,433 400,097 381,324 0.2%
City Manager 6,953,785 6,636,353 7,430,077 3,604,221 3,701,565 3,993,914 1.8%
City Attorney 3,052,076 2,037,014 2,631,650 2,617,309 2,629,769 2,921,219 1.4%
City Clerk 830,362 601,841 898,670 862,278 850,134 967,825 0.5%
City Treasurer 200,781 133,798 227,317 242,367 233,090 273,816 0.1%
Community Development 7,465,510 6,042,849 8,116,145 8,876,333 9,179,684 8,857,941 4.1%
Community Services 10,432,500 6,227,043 8,432,544 8,552,781 8,287,244 8,591,388 4.0%
Finance 5,762,862 4,368,729 5,908,677 6,033,343 6,108,045 5,934,129 2.7%
Fire 46,745,304 36,575,749 49,030,307 49,060,211 49,868,547 49,077,869 22.6%
Library Services 6,384,323 5,225,216 7,268,778 7,228,641 7,352,731 7,196,150 3.3%
Wormation Services 4,689,274 3,726,246 4,755,997 5,031,733 5,079,486 5,106,413 2.4%
Non-Departmental 30,279,403 33,531,183 32,748,467 34,549,809 23,720,881 17,166,342 7.9%
Police 73,542,601 58,417,948 75,172,449 78,574,391 78,804,091 80,550,112 37.1%
Public Works 22,131,467 19,049,857 25,953,156 25,964,567 26,046,884 25,889,839 11.9%
TOTAL 218,803,697 1182,852,701 1228,912,055 1231,621,417 222,262,248 216,908,281 1100.0%
*FY 2017/18 Actual reflects a nine-month period from October 1"through June 30'
Table of Organization
The Adopted Budget reflects an increase of two (2) FTEs across All Funds compared to FY
2019/20. With a total headcount of 989.25 FTEs, the City is still 152 positions below its all-time
high of 1,141.3 FTEs in FY 2009/10, maintaining a 13 percent reduction from FY 2009/10 pre-
recession staffing levels. Two (2)new Code Enforcement Officer positions were included as part
of the FY 2020/21 Budget to help address the rising number of code enforcement violations.
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Chart of Organization-All Funds
1.200.00 -
1.141.30
1.150.00 - - - -- --
1.100.00 -
1.050.00 - -
\�' 972.00.50 983.75 986259W25 986.25 987.25 98925
1.000.00 - 960.00972-73
950.00 -
I
900.00 - -
850.00
FY 09 10FY 10 11 FY 11 12FY 12 li FY 13 14 FY 14 15 FY 15 161FY 16/17FY 17/18FY 1&19FY 1920 FY20/21
Protecting the Community
Funding for Public Safety represents 60 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$129.6 million, to these core services.
L 11160916 G
.*-
Police
In the Police Department, the budget adds $1.6 million in equipment replacement including
replacement of 11 police vehicles. The CIP includes $300,000 for the Police Department South
substation renovation.
Fire
In the Fire Department, the Adopted Budget adds $452,000 in equipment replacement including
replacement of an ambulance, lifeguard rescue boats, and breathing air compressors. The General
Fund CIP includes $820,000 for modifications to the Heil Fire Station apparatus bay entry and
Lake Fire Station renovation
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Public Safety FY 20/21 Budget
$129.6 M - General Fund Only
Fire-Emergency
Fire-Emergency Reponse,
Medical Svcs, $36,778,646
$3,087,310
Fire-Marine Safety, Police-Investigations,
$5,775,258
$15,017,911
Fire-
Prevention,
$2,263,387
Fire-Admin,
$1,173,269
Police-
Dispatch/Property/
Evidence/CSI/Records/
Admin&Training,
$15,673,224
Police-Uniform/Patrol,
$49,858,977
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.
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General Fund Reserves by Type
(In Thousands)
Fund-Balance Category
Economic Uncertainties 25,011 25,011 25,011 25,011
Equipment Replacement 8,295 8295 8,295 8,295
Redevelopment Dissolution 1,080 1,080
General Plan Maintenance 380 439 546 815
General Liability Plan Migration 2,801 2,801 2,801
Capital Improvement Reserve(CIR) 8,046 8,046 8,046 8,046
Senior Center Debt Service 2,000 2,000
CalPERS Rate Increase 1,637 1,637
Cityview Replacement 1,028 1,028 1,028 1,028
Sand Replenishment& Park Improvements 200 200
Strategic Planning 558 558 15,998 17,352
Section 115 Trust 500 1,500 2,500 1,500
Triple Flip 2,118 1,759 1,113 881
Year-End Market Value 1,184 1,238
Housing Agreement 1,580 101
Police Facility Enhancements 2,000 2,000
Other Fund Balance* 8,327 9,546 10,911 12,497
Unassigned 2,734
Total Fund Balance 61,180 68,634 79,013 79,565
*Other Fund Balance includes Encumbrances,Non-Spendable,and Restricted Items.
The FY 2020/21 Capital Improvement Program - Paving the Way to the Future
General Fund 15% 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 2020/21 Adopted Budget meets the Charter
mandated 15 percent spending requirement on infrastructure based on a five-year rolling average.
The FY 2020/21 Adopted Budget commits approximately$27.3 million in General Fund spending
for the maintenance and improvement of the City's infrastructure. This amount also includes $3.2
million for concrete replacement, facilities improvements, arterial roadway projects, and park and
beach renovations. Of this amount, $1.97 million is dedicated to facility enhancements, $300,000
for residential alley rehabilitation, $350,000 for parks and beaches, $420,000 for street and road
improvements, and $205,000 for pump station roof replacements. The $3.0 million transfer from
the General Fund to the Infrastructure Fund ensures proper accounting.
Capital Improvement Program -All 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 2020/21, the CIP totals $24.6 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.
7
Capital Improvement Program FY 2020/21
$24,559,000-All Funds
Gas Tax/Prop 42,10%.
Park Funds,22°,r
Water Funds,13%,
RMRA,13%
TIF,1%
Infrastructure Fund,13%
Grants/Other,5%
Measure M,4% Sewer Funds,19%
Neighborhood, Streets and Transportation Improvements
The Adopted Budget continues to fund aesthetically pleasing, safe, and reliable infrastructure to
the City's residents and community. The FY 2020/21 Adopted Budget includes funding to
maintain the City's roadways and infrastructure. Local neighborhood improvements total $4.2
million in residential street overlay, curb ramps, and residential alley improvements. Arterial
roadway improvements total $3.6 million for Atlanta(Delaware-Beach),Newland(Ellis-Talbert),
Talbert (Springdale-Edwards), Garfield (Main-Delaware), Brookhurst (Garfield-Yorktown),
Warner(Algonquin-Brightwater),and Edinger(Countess-Saybrook), as the budget allows. These
projects will help the City reach an overall Pavement Condition Index (PCI) rating of 80, or
"Good." A budget of $50,000 has also been included to fund the fifth year of street lighting
improvements in the downtown area. A total of $454,000 is included for traffic signal
improvements and signal synchronization projects as well.
Parks Projects
Keeping true to our commitment of improving the quality of life within our community, the FY
2020/21 Adopted Budget includes $4.2 million for park improvements to enhance and improve
open space throughout the City. Adopted projects include: improvements at Central Park and
Schroeder Park, playground equipment improvements, Central Park restrooms, Murdy & Edison
facility improvements, park path rehabilitation, and Bluff Top Park improvements.
8
Facilities Improvements
When prioritizing capital needs at our facilities, the City focused on improvements that increase
safety and the modernization of its facilities. The FY 2020/21 Adopted Budget includes $4.6
million in funding for facilities improvements. The Facilities Improvements CIP includes: City
Hall fire alarm replacement;renovations of Central Library including the alarm system,lower level
ADA restrooms, meeting rooms, the fountains, and the Tabby Theater; renovating Lake Fire
Station for gender accommodation and ADA compliance; redevelopment of the Rodgers Seniors'
Center into a neighborhood park; renovation of the City Gym & Pool Facilities; and providing a
fiber connection between City Hall the Downtown Facilities and the City Utility Yard.
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 2020/21 total$71.5 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.
FY2017/18 FY2018/19 FY2019/20 FY2019/20 FY2020/21
Aind Actual* Actual Adopted Revised Adopted
Enterprise Funds
00504-Refuse Collection Service 8,944,349 12,050,460 12,245,796 12,600,100 12,622,020
00506-Water 28,040,295 41,152,381 41,543,192 42,332,661 43,695,352
00507-Water Master Plan 1,149,229 2,251,788 4,700,203 8,012,780 3,060,000
00511 -Sewer Service Fund 6,399,265 9,441,907 11,146,192 16,613,213 12,129,875
TOTAL 44,533,138 64,896,537 69,635,382 79,558,753 71,507,246
*FY 2017/18 Actual reflects a nine-month period from October 151 through June 30t°.
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 $22.2
million in the FY 2020/21 Adopted Budget. A subset of these funds totaling$16.6 million,which
are used primarily for capital projects, is highlighted on the following page.
9
FY2017/18 FY2018/19 FY2019/20 FY2019/20 FY2020/21
Fund Actual* Actual Adopted Revised Adopted
Special Revenue Funds
201-Air Quality Fund 32,746 106,608 139,357 883,879 540,482
206-Traffic Impact 90,191 914,922 2,683,996 195,000
207-Gas Tax Fund 2,294,598 2,577,979 3,150,000 6,040,907 2,350,000
209-Park Acquisition&Develop 341,457 220,521 3,980
213-Measure M Fund 2,541,776 4,938,458 3,181,076 4,561,484 3,398,168
219-Prop 42 Traffic Cong Relief 831,863 1,158,346 1,727,000 2,925,020 1,200,000
226-Quimby Fund 349,072 62,364 418,089 2,414,241 591,333
228-Park Dev Impact-Res 416,864 1,312,625 4,154,981 6,491,572 5,098,370
995-Highway Safety Imp Prog 284,350 196,922 3,205,142
1247-Road Maint.&Rehab 1,126,234 3,354,156 7,061,349 3,180,000
Total Special Revenue Funds 7,182,917 12,614,981 16,124,660 36,267,590 16,557,333
*FY 2017/18 Actual reflects a nine-month period from October V through June 30"
Fiscal Responsibility and Transparency
The City continues to do an outstanding job of financial planning and reporting in a transparent
and open manner. In 2019, 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 for the FY 2019/20
Budget. In order to receive these prestigious awards, the City's budget document and CAFR are
required to satisfy rigorous nationally recognized guidelines.
Conclusion
The FY 2020/21 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 several 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.
Addressing a global pandemic is an unprecedented experience, but with the City Council's
leadership, support of the citizen-led Finance Commission, and the combined efforts of all
members of the City of Huntington Beach team, we will continue to be a leading example of
resilience, excellence and prosperity.
S' irey,
Oliver Chi
City Manager
10
City of Huntington Beach
Community Profile
Adopted Budget - FY 2020/21
Overview
f
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
% 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 2020/21
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 202,265 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, Huntington Beach has often been
ranked among the "Top Ten Safest Cities by Crime Rankings" by the Federal Bureau of Investigation.
The City boasts an annual median household income of $93,658, 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 53 percent, have a college education, rendering it one of the top ten "Safest Large
Cities" in California by WalletHub (March 2019) and one of the top three "Best Cities to Live In" by the
Orange County Register for the past four consecutive years. Huntington Beach was also ranked #7 of
the Top Ten Happiest Cities in America by WalletHub (March 2020).
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 Fireworks Show and
Parade- has over 1 million television viewers, over 450,000 in-person attendees and is known
nationally as "the largest Fourth of July Parade west of the Mississippi."
r
. � 1
12
City of Huntington Beach
Community Profile
Adopted Budget - FY 2020/21
Sports Events
Huntington Beach is also home to numerous national events such as the Vans U.S. Open of Surfing
which attracts 360,000 visitors annually and the Surf City USA Marathon with over 24,500 runners. The
annual AVP Beach Volleyball Tour also commands a strong presence totaling 7,500 visitors each year.
N s
ys '
k
it
rim
The Great Pacific Air Show
Huntington Beach is also the destination for the Great Pacific Airshow- the only beachfront air show on
the West Coast. Held in October, the 2019 repertoire included the Air Force Thunderbirds, United
Kingdom Red Arrows, Canada Snowbirds, among many others. This unique airshow has gained
tremendous popularity since premiering in October 2016 and now attracts a crowd of over 1.2 million
from around the world to view the two-day event.
i
13
City of Huntington Beach
Community Profile
Adopted Budget - FY 2020/21
The Garden at Bella Terra
A premier outdoor shopping and dining destination
for residents and visitors, the Bella Terra shopping
center underwent a recent two-year redesign of its ,
inner court. The reimagined amphitheater was
designed with inspiration from Southern California's ,
Spanish roots, combined with Huntington Beach's
casual beach lifestyle. The more than one-million-
square-foot mixed-use space features a concert
stage for live music and entertainment, open-air
beer and wine garden, alfresco dining, and
children's play area.
Boeing Site Sale
Property owner and developer Sares-Regis
purchased a portion of Boeing's 120 acre campus in
,,.�...� September 2018 and began construction of three
new industrial buildings on a 30-acre site near Bolsa
Chica Street and Bolsa Avenue. The project, known
as Huntington Gateway, consists of 610,000 square
' feet of flexible office, warehouse and industrial
space. Demolition of the existing eight-story office
building is underway, with an anticipated completion
date of 2020. The project is expected to result in
over 500 construction jobs and 1,300 operations
jobs in the City.
Pierside Pavilion Expansion
The iconic Pierside Pavilion, recently rebranded as
the Huntington Surf and Sport Building, is in the
final stages of the expansion and remodeling of the
building. This last phase will add a four-story,
30,000 square foot mixed-use building with high-
end retail, an upscale restaurant with a rooftop
terrace, and two floors of office space with
balconies.
14
City of Huntington Beach
Community Profile
Adopted Budget - FY 2020/21
Education
The Huntington Beach community is proud of its educational system that provides learning
opportunities for nearly 50,000 students of all ages. Huntington Beach holds education as one of its top
priorities, with 35 elementary schools and five 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 50 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
Huntington Beach is one of the leading commercial and industrial centers in Southern California. As
the fourth largest city in Orange County, and the 23rd largest in California, the City has earned various
accolades throughout the year, including the following: #1 in the nation for "Quality of City Services"
(WalletHub, July 2019), #14 for"Best Run City in America" (WalletHub, July 2019), and Top three "Best
Cities to Live In" for the past four consecutive years (Orange County Register, September 2019).
The Huntington Beach business community is well-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,
and large-scale retailers.
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.
15
City of Huntington Beach
Community Profile
Adopted Budget - " 2020/21
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.
Energy Conservation
Huntington Beach is known as a regional leader
for its innovative and groundbreaking energy
conservation efforts. The City acquired close to
11,000 streetlights from Southern California
Edison (SCE) and retrofitted the aged high-
pressure sodium luminaries with LED luminaries.
;r Completed in 2019, the project is anticipated to
save taxpayers an estimated $10 million dollars
over the next 20 years due to reduced energy
costs. In late 2018, the City also installed its first
artificial intelligence (AI)-powered energy storage
systems that work in tandem with 2.13 megawatts
of solar power and enable the city to purchase
energy from SCE during off peak hours. The 235-
kilowatt hour-size battery created by Stem, Inc. will
help save an estimated amount of $82,000 in
energy costs over ten years.
Facts and Figures
Population: 202,265 (2019 Estimate) -
• Fourth Largest City (by population) in Orange County
• 23'd Largest in California -
Land Area: 28 Square Miles
• Fourth Largest City (by land area) in Orange County
• 781h Largest in California
Median Family Household
Income: $93,658 (2018 Estimate)
16
City of Huntington Beach
Adopted Budget - FY 2020/21
Revenue vs. Expenditure
ALL FUNDS
FY 2019/20 FY 2020/21 Annual Budget
Description Adopted Adopted Incr/(Decr) %Incr/(Decr)
Revenue 372,464,890 341,290,812 (31,174,078) -8.37%
Use of Fund Balance 8,545,507 17,684,239 9,138,732 106.94%
Total Sources of Funds 381,010,397 358,975,051 (22,035,346) -5.78%
Expense 381,010,397 358,975,051 (22,035,346) -5.78%
Total Uses of Funds 381,010,397 358,975,051 (22,035,346) -5.78%
Surplus/(Deficit
Sales Tax
20.1% Franchises
2.6%a
Transient Occupancy Tax
3.3%
Utility Users Tax
7.9%
License&Permits
3.8%
Fines&Forfeitures
1.6%
Property Tax
52.3%
Fund Balance
8.4%
• • Operating Expenses
30.7%
Capital Expenditures
9.0%
Debt ServicefTransfers
8.4%
Non-Operating Expenses
0.2%
Personnel Services
51.7%
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18
City of Huntington Beach
Adopted Budget - FY 2020/21
Revenue vs. Expenditure
General Fund
FY 2019/20 Annual Budget
Description Adopted FY 2020/21 Adopted Incr/(Decr) %Incr/(Derr)
Revenue 230,840,040 216,908,281 (13,931,759) -6.04%
Use of Reserves 781,376 (781,376) -100.00%
Total Sources of Funds 231,621,416 216,908,281 (14,713,135) -6.35%
Expense 231,621,416 216,908,281 (14,713,135) -6.35%
Total Uses of Funds 231,621,416 216,908,281 (14,713,135) -6.35%
Surplus/(Deficit)
• • • Transient Occupancy Tax Utility Users Tax License&Permits
3.2% 7.7% 3.4%
Franchises Fines&Forfeitures
2.5% 1.5%
Use of Money&Property
Sales Tax 6.7%
18.1% Revenue from Other Agencies
,. 1.4%
Charges for Current Services
11.4%
Other Revenue
0.4%
Non-Operating Revenue
Property Tax 0.2%
43.5%
Uses of •
Operating Expenses
17.9%
Debt Service
Transfers
Personnel Services 5.3%
75.9%
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20
City of Huntington Beach
_ Adopted Budget - FY 2020/21
Revenue Descriptions and Assumptions
GENERAL FUND REVENUE: $216.9 Million
Other Revenue, Non-Operating
Charges for Current Services, $1.0 M,0.5% Revenue, $0.4 M,0.2%
$24.6 M,11.3%
Property Tax, $94.4 M,
43.5%
Revenue from Other
Agencies, $3.1 M,1.4%
Use of Money&Property,
$14.S M,6.7%
Fines&Forfeitures,
$3.3 M,1.5%
License&Permits,
$7.4 M,3.4% --
Utility Users Tax,
$16.6 M,7.7%
Transient Occupancy
Tax, $6.9 M,3.2%
Franchises,
$5.5 M,2.5% Sales Tax,
$39.2 M,18.1%
Property Tax: $94,350,104
Property Tax represents the largest General Fund revenue source for the City, accounting for 43.5% of total
budgeted General Fund revenue for FY 2020/21. Property Tax for the FY 2020/21 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 2020/21 is $60.1 million, which is $3.9 million or 6.9% higher than the prior fiscal
year's Adopted Budget and reflects continued improvements in the housing market. The total Unsecured
Property Tax for FY 2020/21 is $1.9 million, or 2.5% higher than the prior fiscal year's Adopted Budget.
• Other Property Taxes: Other Property Taxes revenue for FY 2020/21 is $32.2 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.
c 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 2020/21 is $22.0 million.
21
City of Huntington Beach
Adopted Budget — FY 2020/21
..,,.� 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$6.4 million in FY 2020/21.
Other Local Taxes: $68,248,214
The Other Local Taxes category represents the second largest General Fund revenue source for the City,
accounting for 31.5% of total budgeted General Fund revenue for FY 2020/21. Other Local Taxes consist of
Sales Tax, Utility Users Tax, Transient Occupancy Tax, and Franchises. This category represents a 14.7%
decrease from last year's Adopted Budget of$80.0 million.
• Sales Tax: Sales Tax revenue for FY 2020/21 is $392 million, a 4.8% decrease from last year's Adopted
Budget of$41.2 million, due to mandated stay-at-home order, which severely reduced consumer activity.
• Utility Users Tax (UUT): Utility Users Tax revenue for FY 2020/21 is at $16.6 million, which is a 7.3%
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 2020/21 is anticipated to
drop to $6.9 million with decline in occupancy in Huntington Beach hotels early part of the fiscal year due
to travel restrictions as a result of COVID-19 pandemic.
• Franchises: Franchise revenue for FY 2020/21 is $5.5 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: $24,630,712
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 2020/21
0
Revenue Descriptions and Assumptions
GENERAL FUND REVENUE - CONTINUED
Use of Money and Property: $14,500,001
The Use of Money and Property revenue for FY 2020/21 is $14.5 million, a 16.1% decrease from last year's
Adopted Budget of $17.3 million due to decline in parking revenues as a result of COVID-19 pandemic
mandated stay-at-home order. 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.
Licenses and Permits: $7,357,668
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 $7.4 million,
show a $0.5 million or 6.4% decrease.
Fines, Forfeitures, and Penalties: $3,282,501
Fines, Forfeitures and Penalties revenue includes traffic and parking tickets, and fines levied on delinquent
library materials.
Revenue from Other Agencies: $3,130,130
Revenue from Other Agencies includes reimbursements and fees received from federal, state, and local
agencies.
Non-Operating Revenue: $433,229
The Non-Operating revenue for FY 2020/21 is $433,229, reflecting a 15.8% decrease from last year's Adopted
Budget of $514,220. 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: $975,724
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 2020/21 Non-General Fund Revenue is $124.4 million.
Enterprise Funds: $67,924,291
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 Project Funds: $32,442,233
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 2020/21
Revenue Descriptions and Assumptions
NON-GENERAL FUND REVENUE —CONTINUED
Public Financing Authority/Debt Service/Assessment Districts Funds: $5,439,280
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 2020/21, the PFA Fund is budgeted to receive $1.3
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: $7,612,092
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): $6,925,824
Pursuant to Assembly Bill 1 X 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: $2,983,946
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: $1,054,866
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 2020/21
Revenue Summary
ALL FUNDS
Summary Combined by Fund
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020121 Change From
Fund Actual Actual Actual Adopted Revised Adopted Prior Year
00100 General Fund 218,821,667 184,804,031 236,036,221 230,840,040 217,897,480 216,908,281 -6.04%
00101 Specific Events 741,240 450,631 709,950 751,500 751,500 702,500 -6.52%
00103 Donations Fund 691,858 779,308 755,663 544,834
00104 School Events (3,077) 1,359
00106 Interest Allocation (172,214)
00107 Evidence Seizure (374) 3,315
00122 Inmate Welfare Fund 6,090 3,027 2,855 4,500 4,500 3,000 -33.33%
00125 Donations Veterans Memorial 3,677
00127 Prop Tax in Lieu of Sales Tax 889,000 87,293
00128 Housing Agreement 1,580,000
00201 Air Quality Fund 264,840 255,546 119,826 240,000 240,000 250,000 4.17%
00204 Fourth of July Parade 405,635 151,537 391,808 420,050 420,050 407,300 -3.04%
00206 Traffic Impact 814,496 720,113 738,612
00207 Gas Tax Fund 3,291,298 2,375,348 3,350,390 3,355,068 3,355,068 2,806,250 -16.36%
00209 Park Acquisition&Development 8,060 3,650 4,065
00210 Sewer 82,350 242,577 470,611 150,000 150,000 160,000 6.67%
00211 Drainage 63,652 76,701 482,337 150,000 100.00%
00212 Narcotics Forfeiture Federal 28,586 34,854 371,484
00213 Measure M Fund 3,292,353 2,492,397 3,741,708 3,514,493 3,514,493 3,007,578 -14.42%
00214 Narcotics Forfeiture State 25,392 11,394 25,582
00215 Rehabilitation Loans 121,737 105,942 367,334 100,000 100,000 -100.00%
00216 Property and Evidence 37,711 23,838 55,413
00217 Affordable Housing In-Lieu 63,235 51,948 206,817 100,000 100,000 545,686 445.69%
00218 Hwy Safety Traffic Reduct 18 (453)
00219 Traffic Congestion Relief 42 646,398 740,208 955,148 1,956,853 1,956,853 1,535,446 -21.53%
00223 Safe and Sane Fireworks (2,868)
00225 Gun Range Settlement 1,128 668 11,913
00226 Quimby Fund 186,313 105,439 169,250 65,000 65,000 70,000 7.69%
00227 Police Facilities Dev Impact 256,104 460,256 327,361
00228 Park Dev Impact Res 2,983,868 7,730,191 4,388,259 3,000,000 3,000,000 315,000 -89.50%
00229 Library Dev Impact 209,731 530,671 353,643 200,000 200,000 -100.00%
00231 Fire Facilities Dev Impact 105,660 225,363 181,629 123,452 123,452 -100.00%
00233 Housing Residual Receipts 489,848 31,061 229,595 475,000 475,000 200,000 -57.89%
00234 Disability Access Fund 20,453 43,114 82,277 84,000 84,000 84,000 0.00%
00235 Park Dev Impact Non Res 116,775 20,194 40,605
00236 Public Art in Parks 60,934 157,455 88,922
00238 Emergency Operations Center 86,671 228,581
00239 CDBG 626,494 1,143,390 1,155,698 1,615,641 1,437,224 24.36%
00240 HOME 22,510 89,463 606,864 1,577,772 619,677 2.11%
00242 Narcotics Forteiture-Treasury 11,768
00243 Surf City"Y Cable Channel 605,000 605,000 605,000 0.00%
00301 Capital Improvement Fund (40)
00308 In-Lieu Parking Downtown 56,020 3,200 67,743 67,700 67,700 38,000 -43.87%
00314 Infrastructure Fund 547,287 6,504,770 5,563,156 4,000,000 3,606,035 3,000,000 -25.00%
00319 Senior Center Development 71,640 8,277 17,543
00321 Lease Capital Project Fund 2,769,143 7,457 2,956 1,172,579
00322 ELM Automation Fund 461,810 241,433 374,063 360,000 360,000 360,000 0.00%
00323 Technology Fund 1,269 1,874,901 912,919
00324 Equipment Fund 7,023,108 5,110,379 4,650,600 1,793,346 3,680,600 -20.86%
00350 RORF 5,067,276 9,856,004 8,417,445 8,290,010 8,290,010 6,925,824 -16.46%
00352 LMIHAF 120,292 67,675 774,038 406,000 406,000 380,000 -6.40%
00401 Debt Svc HBPFA 5,151,623 4,758,003 5,156,099 5,016,365 4,716,365 1,334,250 -73.40%
00405 Debt Svc Grand Coast CFD2000-1 1,387,480 839,750 1,123,462 1,091,204 1,091,204 1,092,273 0.10%
00406 Debt Svc Mello Roos 266,972 188,614 267,174 264,000 264,000 183,910 -30.34%
00408 Debt Svc McDonnell CFD 2002-1 397,821 310,171 423,387 409,970 409,970 416,448 1.58%
00410 Debt Svc Bella Terra 2,388,208 1,800,063 2,353,108 2,354,373 2,354,373 2,412,399 2.46%
00501 Certified Unified Program Agency 287,039 298,370 287,516 270,018 270,018 277,478 2.76%
00504 Refuse Collection Service 11,332,536 8,869,111 12,074,139 12,290,476 12,640,476 12,628,753 2.75%
25
City of Huntington Beach
Adopted Budget-FY 2020/21
Revenue Summary
ALL FUNDS
Summary Combined by Fund
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020121 Change From
Fund Actual Actual Actual Adopted Revised Adopted Prior Year
00505 Systems Fund 376 196 3,518
00506 Water 40,064,288 29,703,076 41,661,497 39,870,606 39,870,606 40,781,610 2.28%
00507 Water Master Plan 250,533 223,725 4,452,587 3,000,000 3,000,000 3,766,760 25.56%
00508 WOCWB 445,251 537,878 2,214,912 649,000 649,000 649,000 0.00%
00511 Sewer Service Fund 10,939,416 9,748,577 12,933,849 10,579,698 10,579,698 10,747,168 1.58%
00551 Self Insurance Workers'Comp 7,695,302 8,333,314 7,822,413 7,187,770 7,187,770 7,153,578 -0.48%
00552 Self Insurance General Liability 3,847,245 4,960,267 5,272,607 4,878,333 78,333 3,323,691 -31.87%
00701 BID Auto 113,400 20,680
00702 Retiree Insurance Fund 2,804,997 2,373,584 3,342,695 1,433,880 933,880 66,000 -95.40%
00703 Retirement Supplement 10,555,285 6,650,196 6,842,332 4,000,000 3,500,000 934,000 -76.65%
00704 Fire JPA Fund 282,831 276,840 430,504 395,596 395,596 405,866 2.60%
00707 Debt Svc Judgment Oblig Bonds 673,533
00709 BID Hotel/Motel 3,375,814 2,611,973 4,711,701 5,500,000 5,500,000 4,380,000 -20.36%
00710 BID Downtown 144,912 118,599 103,038 91,000 120,000 90,000 -1.10%
00711 Parking Structure-Bella Terra 636,341 673,660 640,661 729,419 729,419 739,484 1.38%
00712 Parking Structure-Strand 1,370,838 1,070,815 1,637,156 1,667,290 1,667,290 1,402,608 -15.87%
00716 Section 115 Trust 1,294,379 5,903,395 2,366,532 1,000,000 -100.00%
00807 Energy Efficiency 83,321 1,366,486 132,879 18,000 100.00%
00838 Jail Training Grant 10,455 8,560 9,030 12,000
00843 HOME Program 13/14 335,168 99,556 9,137
00851 HOME Program 11/12 28,666
00852 HOME Program 12113 109,102
00859 CDBG 08/09 58,841
00860 CDBG 09/10 55,000 31,159
00863 CDBG 13/14 118,603 31,521 665 36,346
00873 OCTA/Cip Grant 171,598 702,635 93
00880 Library Equipment 156 66 1,474
00894 WMD DHHS 68 5 646
00902 Used Oil 10th Cycle 06/07 (696)
00909 UASI/OCIAC Program 80,828 27,555 1,474 2,184
00912 Homeland Security UASI 07/08 (367)
00919 Avoid the 28 DUI (165) 164
00925 Homeland Security UASI 08/09 (538)
00926 Homeland Security MMRS 08/09 (3,801)
00945 Homeland Security MMRS 09/10 (267)
00949 SLESF Grant 10/11 5,209
00955 Prop 69 Funding (21) 21,502 (276) 69,000
00958 Homeland Security UASI 09/10 (2,478)
00960 Used Oil OPP1 10/11 54,833 53,214 56,273
00961 Hwy Bridge Replacement&Rehab 72,455 56,370
00963 Sr Mobility Program 230,196 178,811 250,812 246,485 246,485 213,872 -13.23%
00965 Master Plan of Arterial Hwys 1,379,189 33,659 146,477
00968 SLESF Grant 11/12 315 130 (757)
00970 Bridge Prevention Maintenance Program 549,624 689,180 1,724,051
00971 Asset Forfeiture 15%State Set 4,558 1,883 3,753
00976 Homeland Security MMRS 10111 25
00978 US Secret Services(USSS) 8,500 9,679 8,796 19,525
00979 AB109 Public Safety Realignmen 32,132 34,133 89,158 40,000 40,000 40,000 0.00%
00984 SLESF Grant 12/13 424,629 270,995 528,785 261,000 261,000 220,000 -15.71%
00985 State Literacy Grant 53,357 39,441 57,441 57,728
00989 Org Crime Drug Enforcement Task Force 25,000
00990 EMPG 12/13 (609)
00995 Hwy Safety Improvement Program 71,299 34,508 494,249
01208 CDBG 14/15 152,231 3,830
01209 HOME Program 14/15 493,138 77,328 2,378
01210 OCTA Beach/Edinger Grant 136,331
01215 Immigration&Customs Enforce 50,000
01218 DHS Fire Equipment Grant 42
26
City of Huntington Beach
Adopted Budget-FY 2020/21
Revenue Summary
ALL FUNDS
Summary Combined by Fund
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
Fund Actual Actual Actual Adopted Revised Adopted Prior Year
01219 CDBG 15/16 30,888
01220 HOME Program 15/16 59,691 170,551 69,506 141,523
01222 Hazard Mitigation Grant Program 73,242
01224 OC Regional Narc Suppression 52,185 59,031 16,628
01226 State Literacy Grants 356 10,000
01227 Office of Traffic Safety 15/16 93,263
01228 CalRecycle City/County CRV 98,924 99,066 50,092 50,092 49,984 -0.22%
01229 Housing Related Parks Grant 284,200
01230 AB 109 Reimbursement 56,240
01231 ABC Grant 15/16 8,582
01232 Justice Assistance Grant 15/16 25,359
01233 OC Recycling Market Development Zone 3,545 1,565 733 6,000 6,000 6,000 0.00%
01234 Sustainable Business Certification Pgrm 5,629 9,922 10,000 10,000 10,000 -100.00%
01235 CDBG 16/17 872,827 11,088 15,424
01236 HOME Program 16/17 103,373 2,000 54,892 201,268
01237 Domestic Violence CY2016 89,207
01238 EMPG 16/17 30,310 28,551 25,799
01239 Office of Traffic Safety 16/17 359,703 112,810
01240 EPIC Challenge 6,955 (32)
01241 Justice Assistance Grant 16/17 25,879
01242 Tire Derived Product Grant 10,840
01243 OCTA Grant/Shuttle Service 20,187
01244 Board of State&Comm Corrections 57,088
01245 Domestic Violence 2017 152,292 50,535
01246 CENIC E-Rate 6,502 55,821 52,721 55,821 55,821 60,000 7.49%
01247 Arterial Rehabilitation 1,157,696 3,773,947 3,354,156 3,354,156 3,271,142 -2.47%
01248 Central Park Trail Rehab 35,000
01249 Office of Traffic Safety 17/18 215,757 192,995
01250 Domestic Violence 2018 85,992 114,953
01252 Office of Traffic Safety 18/19 398,094 240,510 146,609 -100.00%
01253 Domestic Violence 2019 203,143
01254 OCTA-405 Widening 685,908
01255 LSTA DIT 19/20 60,000
01256 Blufftop Path 1,649,000
01257 Office of Traffic Safety 19/20 785,000 435,173 100.00%
01258 OTS Bike Ped Safety 19/20 43,000
01259 Justice Assistance Grant 2017 26,982
01260 Justice Assistance Grant 2018 26,309
01262 BSCC Mental Health Training 4,320
01264 Domestic Violence 2020 203,143
GRAND TOTAL 356,630,626 325,045,370 404,070,788 372,464,890 356,255,743 341,290,812 1 -8.37%
27
City of Huntington Beach
Adopted Budget-FY 2020/21
Revenue Summary
ALL FUNDS
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 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 49,145,106 48,823,397 54,034,631 54,112,833 56,559,096 57,973,074 7.13%
40080 Unsec Basic Levy 1,577,184 471,437 1,672,972 1,806,609 1.806,609 1,851 774 2.50%
40060 Basic Levy 50,722,290 49,294,834 55,707,603 55,919,442 58,365,705 59,824,848 6.98%
40170 Sec Prior Year Property Taxes 416,520 267,224 391,964 447,646 447,646 458,837 2.50%
40180 Unsec Prior Year Property Taxes 21,595 23,742 18,058 33,216 33,216 34,046 2.50%
40160 Prior Year Property Taxes 438,115 290,966 410,022 480,862 480,862 492,883 2.50%
40310 Sec Supp Roll 1,571,831 1,463,612 1,543,197 1,652,060 1,652,060 1,693 362 2.50%
40305 Supp Roll Property Taxes 1,571,831 1,463,612 1,543,197 1,652,060 1,652,060 1,693,362 2.50%
40360 Interest Property Taxes 29,242 51,410 67,949 40,075 164,406 168,517 320.50%
40370 Misc Property Taxes 2,430,678 2,714,151 3,040,968 2,523,039 2,523,039 2,586,115 2.50%
40400 Homeowner Exemption 327,958 305,708 300,225 327,489 327,489 335,676 2.50%
40410 Utility Unitary Tax 719,697 805,817 885,684 766,533 766,533 785,696 2.50%
40430 In-Lieu of VLF 18,763,462 19,851,584 20,929,517 21,751,786 21,425,918 21,961,566 0.96%
40440 Nuisance Abatement (1,737) 194,555 58,832
40450 Employee Retirement Override 5,790,651 5,614,777 6,375,183 6,228,293 6,228,293 6,384,000 2.50%
40470 RPTTF Revenue 5,011,060 9,833,580 8,046,558 8,290,010 8,290,010 6,925,824 -16.46%
40350 Other Property Taxes 33,071,011 39,371,582 39,704,916 39,927,225 39,725,688 39,147,394 -1.95%
40500 Assessments 8,080,647 5,876,087 8,950,747 9,753,450 9,854,123 8,692,471 -10.88%
40010 PROPERTY TAXES 93,883,893 96,297,081 106,316,485 107,733,039 110,078,438 109,850,958 1.97%
41110 1%Allocation Sales Tax 38,091,084 29,682,767 41,485,093 38,800,174 36,400,000 37,000,000 -4.64%
41120 Public Safety Sales Tax 2,280,205 1,681,054 2,456,847 2,402,437 2,191,088 2,227,205 -7.29%
41130 Measure M Sales Tax 3,180,291 2,480,100 3,494 797 3,514,493 3,514 493 3,007,578 -14.42%
41100 Sales Tax 43,551,579 33,843,921 47,436,737 44,717,104 42,105,581 42,234,783 -5.55%
41210 Utility Franchises 2,000,854 1,649,612 1,952,202 1,840,694 1,724,023 1,524,023 -17.20%
41220 Transfer Station Franchises 485,248 330,662 507,357 418,607 420,000 420,000 0.33%
41230 Pipeline Franchises 210,727 317,355 284,748 288,037 77,780 77,780 -73.00%
41240 Refuse Franchises 887,986 688,155 949,642 928,238 930,000 930,000 0.19%
41250 Cable TV Franchises 2,842,542 2,937,699 2,331,860 3,555,000 2,974,624 2,369,624 -33.34%
41270 Bus Bench Franchise 199,200 149,400 199,200 199.200 199,200 199,200 0.00%
41200 Franchises 6,626,556 6,072,883 6,225,009 7,229,776 6,325,627 5,520,627 -23.64%
41330 Beach Edinger SP 20,438
41300 In-Lieu Tax 20,438
41400 Transient Occupancy Tax 11,363,957 8,810,218 14,001,737 14,301,012 9,666,749 6,895,067 -51.79%
41510 Water Utility Tax 1,686,815 1,322,869 1,979,313 1,808,854 1,809,904 1,791,805 -0.94%
41520 Gas Utility Tax 2,013,851 1,471,974 1,962,752 1,558,688 1,918,822 1,822,881 16.95%
41530 Telephone Utility Tax 4,561,626 3,066,825 3,584,824 3,347,461 3,090,706 3,059,799 -8.59%
41540 Electric Utility Tax 8,008,855 5,947,457 8,360,216 8,191,625 8,067,755 7,462,674 -8.90%
41550 Cable Utility Tax 2,869,629 2,106,916 2,786,033 2,871,766 2,410,061 2,385,960 -16.92%
41560 Prepaid Wireless Utility Tax 161,827 97,921 114,527 127,667 83,027 82,196 -35.62%
41500 Utility Users Tax 19,302,604 14,013,962 18,787,665 17,906,061 17,380,275 16,605,315 -7.26%
41000 OTHER LOCAL TAXES 80,844,696 62,761,422 86,451,148 84,153,953 75,478,232 71,255,792 -15.33%
42103 Fire Prevention Inspection 327,831 263,075 229,776 271,516 138,000 131,100 -51.72%
42105 Oil Well Taxes License 623,806 444,556 629,910 587,626 519,730 493,744 -15.98%
42110 Business License 2,511,647 1,921,924 2,356,109 2,561,880 2,000,000 2,000,000 -21.93%
42112 Disability Education Fee 20,262 43,252 77,733 84,000 84,000 84,000 0.00%
42115 Bicycle License 6,425 3,388 2,575 4,000 898 853 -78.68%
42120 Oil&Methane Inspection 19,890 20,472 50,000 21,072 20,018 -59.96%
42125 Miscellaneous License 47,499 34,014 50,619 53,498 53,672 50,988 -4.69%
42128 Newsrack Fee 566
42135 Svcmark 46 44 100.00%
42100 License General 3,557,925 2,730,681 3,346,722 3,612,520 2,817,418 2,780,747 -23.02%
28
City of Huntington Beach
Adopted Budget - FY 2020/21
Revenue Summary
ALL FUNDS
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
42155 Encroachment Permit 360,671 371,937 452,351 375,000 400,000 380,000 1.33%
42165 Grading Permit 1,500 7,000 2,500 7,007 6,657 166.28%
42170 Harbor 8,Dock Construction 18,239 8,369 3,424 15,000 1,500 1,425 -90.50%
42180 Obstruction Permit 273 770 531 485 400 380 -21.65%
42185 Parking Permit 36,449 6,830 12,317 15,000 10,000 9,500 -36.67%
42195 Wide/Overweight/Loading 12,794 14,246 23,127 14,000 10,000 9,500 -32.14%
42196 Wireless Permit 25,740 47,619 30,000 15,000 14,250 -52.50%
42150 License&Permits Public Works 429,926 427,892 546,369 451,985 443,907 421,712 -6.70%
42305 Alarm Permits 282,723 216,765 276,430 400,000 300,000 285,000 -28.75%
42310 Building Permits 1,776,077 1,124,251 1,568,753 1,447,344 1,576,073 1,497,269 3.45%
42315 Plumbing Permits 443,696 288,556 408,331 330,480 471,067 447,514 35.41%
42320 Electrical Permits 677,069 485,344 678,818 472,770 677,576 643,697 36.15%
42325 Mechanical Permits 323,547 172,178 257,409 239,700 250,276 237,762 -0.81%
42335 Swim Pool Permits 146,963 86,335 116,266 121,000 83,750 79,563 -34.25%
42355 Certificate of Occupancy 24,531 23,677 29,874 12,240 28,000 26,600 117.32%
42300 License and Permits Buildings 3,674,605 2,397,106 3,335,881 3,023,534 3,386,742 3,217,405 6.41%
42410 Planning Commission 287,921 92,351 277,345 274,590 224,581 213,352 -22.30%
42600 Zoning Administrator 209,553 287,441 266,957 207,540 313,801 298,111 43.64%
42700 Environ Processing 260,475 103,864 232,110 49,000 104,000 98,800 101.63%
42750 Staff Review 178,630 185,916 248,539 207,400 186,201 176,891 -14.71%
42824 Beach-Edinger Spec Plan Fees 9,427 5,697 7,939 15,000 7,000 6,650 -55.67%
42825 General Plan Maint Fee 148,003 59,458 107,387 100,000 240,000 228,000 128.00%
42850 Library 15
42860 Parking In-Lieu 55,970 3,200 67,743 67,700 67,700 38,000 -43.87%
42870 Affordable Housing In-Lieu Fee 137,432 100,000 100,000 545,686 445.69%
42400 License and Permits Planning 1,149,978 737,942 1,345,452 1,021,230 1,243,283 1,605,490 57.21%
42000 LICENSE AND PERMITS 8,812,434 6,293,621 8,574,424 8,109,269 7,891,350 8,025,354 -1.03%
42905 Court/Traffic Fines 435,995 403,020 384,392 500,140 330,000 333,300 -33.36%
42915 Main Street Library Fines 1,560 1,254 1,384 1,700 500 505 -70.29%
42920 Central Library Fines 75,662 58,513 68,405 70,000 25,000 25,250 -63.93%
42925 Banning Library Fines 1,410 1,147 1,374 1,400 350 354 -74.71%
42930 Oakview Library Fines 2,587 1,367 1,588 2,561 600 606 -76.34%
42935 Murphy Library Fines 501 512 876 500 150 152 -69.60%
42910 Library Fines 81,720 62,793 73,627 76,161 26,600 26,867 -64.72%
42940 Parking Fines 3,303 498 2,480,296 3,657,953 3,750,000 2,823 262 2,851,495 -23.96%
42940 Parking Fines 3,303,498 2,480,296 3,657,953 3,750,000 2,823,262 2,851,495 -23.96%
42950 Police Alarm Fines 174,071 96,645 147,508 150,000 46,638 47,104 -68.60%
42951 Fire Alarm Fines 5,245 36,700 42,210 23,500 23,735 -43.77%
42900 FINES AND FORFEITURES 3,995,284 3,047,999 4,300,180 4,518,511 3,250,000 3,282,501 -27.35%
42965 Pooled Cash Interest 2,113,588 2,111,673 4,162,640 776,500 276,500 1,000 -99.87%
42966 Market Adjustments 5,236,724 362,821 8,535,886
42970 Restricted Cash Interest 1,038,801 905,754 1,428,894 2,540 2,540 2,500 -1.57%
42975 Late Charges 529,181 456,856 968,481 805,500 383,148 417,724 -48.14%
42960 Interest Income 8,918,294 3,837,104 15,095,901 1,584,540 662,188 421,224 -73.42%
42985 Interest Payments 134,713 118,691 228,939
42990 Principal Payments 170,300 107,991 771,696 506,000 506,000 380 000 -24.90%
42980 Loan Payments 305,013 226,682 1,000,635 506,000 506,000 380,000 -24.90%
43010 Def Comp C-84-A 20
43065 Waterfront Project 13,765 14,150 19,448 14,575 (4,689) -100.00%
43075 Land Lease Income 806,379 592,677 852,139 833,844 650,000 708,500 -15.03%
43085 Buildings Lease Income 6,157 4,618 6,165 6,344 5,000 5,450 -14.09%
29
City of Huntington Beach
Adopted Budget-FY 2020/21
Revenue Summary
ALL FUNDS
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
43095 Beach Concessions 1,226,092 958,936 1,822,076 1,318,748 1,388,802 1,513,795 14.79%
43105 Prop/Equip Lease-Beach 123,064 128,556 60,000 126,756 138,164
43115 Room Rentals 583,930 354,134 567,923 588,536 415,700 453,113 -23.01%
43145 Central Park Concessions 179,559 293,642 238,048 189,335 200,511 218,557 15.43%
43150 Sport Complex Concessions 66,721 57,108 55,393 67,000 35,000 38,150 -43.06%
43155 Vending Machines 7,429 6,172 6,009 6,000 (280) -100.00%
43156 Small Cell Sites 49,500 2,450 2,366
43165 Rentals-Leases 216,566 121,254 154,950 240,059 120,000 130,800 -45.51%
43166 Ocean View Estates Rents 538,299 399,573 560 597 520,000 450,000 490,500 -5.67%
43055 Lease and Concession Income 3,767,961 2,930,820 4,392,248 3,784,441 3,389,250 3,699,395 -2.25%
43910 City Oil Wells 218,871 89,484 146,640 150,000 75,000 81,750 45.50%
43920 Other Royalties 70,095 72,398 151,782 118,496 150,807 164,380 38.72%
43900 Royalties 288,965 161,882 298,422 268,496 225,807 246,130 -8.33%
44010 Parking Lots 3,483,370 1,840,152 3,516,826 3,659,358 2,436,610 2,770,705 -24.28%
44015 Annual Parking Pass 889,407 592,555 834,404 867,285 658,820 718,114 -17.20%
44020 Resident Parking Permit 385 420
44030 Sunset Vista 706,644 504,890 783,815 767,285 600,000 654,000 -14.76%
44040 Parking Structures 2,450,738 1,735,312 2,559,319 2,667,290 2,494,290 2,334,038 -12.49%
44050 Meters-Business 484,537 345,426 505,823 498,017 449,600 490,064 -1.60%
44060 Meters-Residential 958,626 640,326 993,975 965,384 880,000 959,200 -0.64%
44070 Meters-Recreational 1,615,295 1,072,057 1,773,397 1,823,562 1,582,349 1,724,760 -5.42%
44080 Pier Plaza 1,804,596 1,144,940 1,704,256 1,792,141 1,464,989 1,466,038 -18.20%
44090 Meters Beach Blvd 57,604 27,729 54,985 48,125 41,257 44,970 -6.56%
44100 Sports Complex 114,389 93,966 107,712 122,000 69,472 75,725 -37.93%
44000 Parking Revenue 12,565,207 7,997,353 12,834,512 13,210,447 10,677,772 11,238,034 -14.93%
45040 Convicted Offender Booking Fee 521,448 361,637 473,231 444,188 270,000 294,300 -33.74%
45100 Other Govt Jail Bookings 1,050
45000 Contract Jail Bookings 522,498 361,637 473,231 444,188 270,000 294,300 -33.74%
45110 PCS Wireless 341,063 283,331 453,080 352,082 396,813 432,526 22.85%
42955 USE OF MONEY AND PROP 26,709,001 15,798,829 34,548,029 20,150,194 16,127,830 16,711,609 -17.06%
46110 Tidelands Revenue 152,070 197,562 138,624 -100.00%
46115 GEMT Reimbursement 142,014 103,679 134,345 60,000 60,000 60,000 0.00%
46120 State Set-Aside 15% 4,277 1,865 2,934
46130 Real Property Transfer 1,262,143 988,575 1,386,734 1,236,845 1,236,845 1,236,845 0.00%
46140 State Mandated Cost Reimb 63,738 54,968 114,121 60,000 5,052 5,052 -91.58%
46160 From State of California 1,772,735 2,955,006 5,996,053 4,105,596 6,281,912 4,187,714 2.00%
46165 Highway Users Tax 2103 573,764 510,991 676,994 1,728,326 1,728,326 1,535,446 -11.16%
46170 Vehicle License Fee 87,452 104,000 97,272 88,000 161,267 161,267 83.26%
46180 POST Reimbursement 3,647 44,540 37,355 30,000 65,000 65,000 116.67%
46100 State of California Agencies 3,909,771 4,915,694 8,643,370 7,447,391 9,538,402 7,251,324 -2.63%
46315 HUD Program Income 63,277 94,718 52,312 200,000 100.00%
46320 CDBG Allocations 1,097,173 637,581 1,163,310 1,155,698 1,312,383 1,237,224 7.05%
46330 Other Federal 3,292 796 2,549,803 3,774,277 847,374 3,819,834 1,054,850 24.48%
46300 Federal Agencies 4,453,246 3,282,102 4,989,899 2,003,072 5,132,217 2,492,074 24.41%
46410 County Payments 230,196 686,643 789,134 732,830 801,830 700,217 -4.45%
46430 OCTA 1,554,855 33,659 829,214
46490 Other Governmental Agencies 111,877 86,219 34,254 75,000 3,033 3,033 -95.96%
46400 County Agencies 1,896,928 806,521 1,652,602 807,830 804,863 703,250 -12.95%
46510 Gas Tax 2107 1,433,859 1,037,805 1,398,278 1,480,407 1,480,407 1,188,469 -19.72%
46520 Gas Tax 2107.5 10,000 10,000 10,000 10,000 8,500 -15.00%
46530 Gas Tax 2106 694,443 522,496 732,408 737,285 737,285 613,798 -16.75%
30
City of Huntington Beach
Adopted Budget-FY 2020/21
Revenue Summary
ALL FUNDS
Combined Revenue Detail by Object Account
Percent
FY 2016117 FY 2017118 FY 2018119 FY 2019/20 FY 2019120 FY 2020/21 Change From
Obled Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
46540 Gas Tax 2105 1,084,317 787,861 1,111,853 1,127,376 1,127,376 995,483 -11.70%
46500 Gas Tax Revenues 3,222,619 2,348,162 3,252,539 3,355,068 3,355,068 2,806,250 -16.36%
46610 M&O Huntington Beach 169,121 147,301 510,084 547,937 547,937 547,937 0.00%
46620 M&O Garden Grove 12,327 265,713 3,822 5,208 5,208 5,208 0.00%
46630 M&O Seal Beach 41,970 34,594 117,698 124,359 124,359 124,359 0.00%
46640 M&O Westminster 74,549 61,448 1,534,389 31,496 31,496 31,496 0.00%
46600 WOCWB Revenue 297,967 509,056 2,1659993 709,000 709,000 709,000 0.00%
46710 AQMD 249,285 253,862 83,721 240,000 240,000 250,000 4.17%
46740 JPA'S 12,491 25,000 25,000
46795 PEG Support Fees 983,948 2,013,153 955,862 914,844 687,844 1,290,844 41.10%
46700 Other Agencies 1,233,232 2,267,015 1,052,074 1,154,844 952,844 1,565,844 35.59%
46000 REVENUE FROM OTHER AGCY 15,013,763 14,128,550 21,756,477 15,477,205 20,492,394 15,527,742 0.33%
47110 Residential Tree Replacement 2,775 5,373 3,550 3,000 6,000 6,120 104.00%
47115 Developer Fee 235,321 180,112 609,945 65,000 65,000 220,000 238.46%
47118 Underground Utilities 55,000
47120 Engineering and Inspection Fee 15,823 10,349 1,301 10,000 10,000 10,200 2.00%
47125 GIS Survey Fee 279 2,126 3,658 2,190 14,000 14,280 552.05%
47130 Grading Plan Check 318,798 426,033 450,193 430,000 350,000 357,000 -16.98%
47145 OC Sanitation Collection Fee 54,893 187,587 121,868 180,016 180,000 190,600 5.88%
47165 Recordation Fee 4,693 4,810 12,166 15,000 25,000 25,500 70.00%
47180 Traffic Impact Fee 436,630 713,994 588,763
47185 Traffic Plan Check Fees 2,196 2,856 3,139 2,000 2,040 -35.01%
47190 Water Quality Inspections 27,891 18,849 3,185 28,500 40,000 40,800 43.16%
47100 Public Works 1,152,314 1,549,233 1,852,485 736,845 692,000 866,540 17.60%
47205 Permit Issuance 270,024 203,051 275,769 220,000 220,000 224,400 2.00%
47210 Plan Review 1,610,116 1,170,082 1,603,163 1,491,500 1,571,000 1,602,420 7.44%
47245 Landscape Plan Check 22,396 19,775 25,433 20,000 17,000 17,340 -13.30%
47255 Microfilming 97,149 65,289 90,027 96,814 73,585 75,056 -22.47%
47265 Automation Fee 324,338 238,098 366,246 360,000 360,000 360,000 0.00%
47275 Administrative Citation 356,639 264,564 383,662 530,000 175,000 178,500 -66.32%
47285 Landscape Inspection 20,952 741 1,235 3,000 566 577 -80.77%
47290 Development Impact Fee 3,716,502 9,160,976 4,774,120 3,323,452 3,323,452 315,000 -90.52%
47200 Building 6,418,116 11,122,576 7,519,655 6,044,766 5,740,603 2,773,293 -54.12%
47315 Library Reserve 153 139 138 82 84
47317 Oak View Branch Fees 141
47320 Community Enrichment Fee 133,035 39,480 61,029 50,000 134,859 137,556 175.11%
47325 Library Replacement Card 5,924 3,951 5,148 5,900 3,300 3,366 -42.95%
47330 Library Processing Fee 2,251 1,260 1,649 2,000 1,423 1,451 -27A5%
47335 Library Collection Fee 25
47300 Library 141,529 44,830 67,964 57,900 139,664 142,457 146.04%
47410 Film Permits 188,031 172,539 93,966 110,000 110,892 101,910 -7.35%
47415 Weed Abatement 13,669 5,151 16,036 13,000 14,335 14,622 12.48%
47420 Sewer Services 69,499 51,694 65,173 70,000 50,000 51,000 -27.14%
47440 Impounded Vehicle Release Fee 199,004 131,435 163,111 195,000 150,000 153,000 -21.54%
47445 Research Requests 46,094 16,387 23,490 43,789 12,000 12,240 -72.05%
47460 Pay to Stay/Work Furlough 69,770 71,410 50,920 60,700 75,000 76,500 26.03%
47480 Banners and Pennants 3,749 5,339 10,561 5,000 5,180 5,284 5.68%
47400 Special City Services 589,816 453,955 423,257 497,489 417,407 414,556 -16.67%
47501 Recreational Fees 3,235,319 1,737,983 3,344,842 3,271,000 2,539,000 2,541,000 -22.32%
47502 Art Center Classes 98,518 62,984 117,365 120,814 110,000 110,000 -8.95%
47503 Adventure Playground 34,049 (238) 22,144 38,000 15,060 15,060 -60.37%
47510 Junior Lifeguard 516,175 575,290 610,000 845,265 422,633 -30.72%
31
City of Huntington Beach
Adopted Budget- FY 2020/21
Revenue Summary
ALL FUNDS
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
47500 Recreational Classes 3,884,061 1,800,729 4,059,641 4,039,814 3,509,325 3,088,693 -23.54%
47600 Special Events 776,272 321,769 782,887 939,017 868,911 832,289 -11.37%
47705 Refuse Charges 11,190,684 8,730,994 11,960,895 12,151,976 12,501,976 12,490,253 2.78%
47710 Water Sales 32,356,150 25,247,893 35,054,047 36,673,882 36,666,264 36,439,906 -0.64%
47736 Convenience/Processing Fees 15,745,315 11,622,359 19,717,679 16,397,495 16,335,170 18,677,085 13.90%
47700 Utility Charges 59,292,149 45,601,246 66,732,621 65,223,353 65,503,410 67,607,244 3.65%
47810 EMS Billing Service 6,749,704 5,550,277 6,370,243 6,383,985 6,383,985 6,511,665 2.00%
47811 Fire Med Memberships 1,226,324 893,180 1,171,363 1,273,895 1,155,500 1,178,610 -7.48%
47815 Membership 6,625 4,075 4,070 5,350 5,250 5,819 8.77%
47816 Fitness Center Membership 147,035 81,105 143,529 148,000 106,697 108,830 -26.47%
47800 Fire Med Fees 8,129,688 6,528,637 7,689,205 7,811,230 7,651,432 7,804,924 -0.08%
47865 Police Emergency Response 83,782 111,718 78,300 90,515 83,000 84,660 -6.47%
47870 Fire Emergency Response 30,686 40,529 45,579 45,575 45,000 44,995 -1.27%
47875 Public Wrks Emergency Response 875
47860 Emergency Response 114,467 152,247 124,754 136,090 128,000 129,655 -4.73%
47905 Fire Hazmat Response 289,076 24,168 19,755 270,918 267,131 -100.00%
47910 Public Works 7,628 6,360 5,208 9,000 5,000 5,100 -43.33%
47915 Hazmat Contracts 15 15
47920 CUPA Program Revenues 3,616 260,740 275,978 100.00%
47900 Hazmat Fees 296,704 34,159 285,718 279,918 272,131 281,078 0.41%
47930 Fire Permit Inspection 82,838 99,682 137,995 138,788 113,158 115,421 -16.84%
47935 Fire Company Inspection 603,515 248,347 587,091 568,593 397,300 405,246 -28.73%
47940 Fire Permit Plan Check 243,208 86,510 126,021 138,788 88,260 90,025 -35.13%
47945 Fire Dev Permit Plan Check 262,651 111,136 144,971 140,000 123,420 125,888 -10.08%
47946 Fire Dev Permit Inspection 43,760 139,755 50,520 51,530 -63.13%
47925 Fire 1,192,213 545,675 1,039,838 1,125,924 772,658 788,110 -30.00%
47965 Photocopying 1,673 1,736 900 2,000 376 384 -80.80%
47970 Abandoned Oil Wells 6,386 49,661 4,114 1,319 1,345 100.00%
47975 Insurance Subrogation 60 61 100.00%
47985 Payroll Charges 13,639,335 13,216,420 12,618,766 12,621,650 11,621,650 8,153,578 -35.40%
47950 Miscellaneous 13,647,394 13,267,817 12,623,780 12,623,650 11,623,405 8,155,368 -35.40%
48053 Prop Fund Charges-Water 5,485,036 4,072,636 5,819,075 5,820,895 5,820,895 5,937 313 2.00%
48054 Prop Fund Charges-WMP 251,936 187,061 267,279 330,203 330,203 336,807 2.00%
48055 Prop Fund Charges-Refuse 568,117 601,581 811,745 601,293 613,319 -24.44%
48057 Prop Fund Charges-Sewer 1,670,961 1,240,686 1,772,723 1,832,548 1,832,548 1,869,199 2.00%
48058 From Retiree Medical Trust 46,567 34,576 49,403 206,562 206,562 210,693 2.00%
48059 From Retirement Supplement Tr, 174,239 129,373 184,850 428,256 428,256 436,821 2.00%
47000 CHARGES FOR CURRENT SERV.103,263,462 87,655,322 111,896,716 108,946,205 106,538,703 102,288,359 -6.11%
48120 Admissions 2,480 3,357 4,109 8,250 12,707 11,957 44.93%
48130 Property 604,161 76,274 95,882 167,523 937.193 6,831 -95.92%
48110 Sales 606,641 79,631 99,991 175,773 949,900 18,788 -89.31%
48210 Coin&Jail Signboards 61,137 68,036 65,458 64,350 39,500 38,000 -40.95%
48230 Souvineer Sales 19,425 5,880 26,506 26,000 26,000 16,000 -38,46%
48240 Library Sales 8,284 4,625 6,576 6,000 4,988 4,988 -16.87%
48260 Bus Bench Ads 40,800 30,600 42,123 40,800 40,800 40,800 0.00%
48270 Plans and Specs 1,836 1,746 1,994 1,146 500 500 -56.37%
48200 General Sales 131,481 110,887 142,657 138,296 111,788 100,288 -27.48%
48301 Donations-Community Services 324,828 483,516 254,958 184,780
48302 Donations-Library Services 351,463 279,383 447,965 357,873
48303 Donations-Police 120 1,900 3,230 2,180
48304 Donations-City Manager 644
48305 Donations-Fire 190 610 2,939
32
City of Huntington Beach
Adopted Budget- FY 2020/21
Revenue Summary
ALL FUNDS
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020121 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
48306 Donations-Public Works 15.000
48300 Donations 152
48300 Donations 676,601 765,409 724,888 544,833
48350 Sponsorships 215,932 174,360 188,940 193,995 146,294 141,294 -27.17%
48375 Seacliff Partners 936
48385 Property Damage Reimburse 289,901 69,328 143,285 195,000 121,142 121,142 -37.88%
48400 Restitution 2,109 855 1,015 1,793 500 500 -72.11%
48410 Other Reimbursement 3,131,901 997,646 682,064 366,000 255,701 267,201 -26.99%
48370 Reimbursables 3,423,911 1,068,765 826,364 562,793 377,343 388,843 -30.91%
48500 Settlements 21,448 51,328 195,254 15,000 215,401 50,000 233.33%
48500 Settlements 21,448 51,328 195,254 15,000 215,401 50,000 233.33%
48511 Credit Card Processing Fee 11,885 9,379 15,129 11,892 16,710 16,710 40.51%
48515 Passport Fee 245,165 219,180 311,720 282,975 207,440 207,440 -26.69%
48520 Evidence Recovery 18,488
48550 Miscellaneous 1,173,242 922,958 1,533,648 813,641 789,673 510,361 -37.27%
48510 Other 1,448,779 1,151,517 1,860,497 1,108,508 1,013,823 734,511 -33.74%
48100 OTHER REVENUE 6,524,794 3,401,897 4,038,591 2,194,365 3,359,382 1,433,724 -34.66%
49101 From General Fund 11,723,937 28,053,955 24,357,292 19,190,398 9,360,874 10,982,875 -42.77%
49101 From Air Quality Fund 20,187
49101 From Housing Residual Receipts 405,367 26,040
49101 From Emergency Operations Ctr. 173,042
49101 From Infrastructure Fund 721,836
49101 From 2014A Bond Proj Fund 514,651
49101 From RORF 398,905 10,000
49101 From LMIHAF 405,400 405,400 405,400 406,166 0.19%
49101 From HBPFA 48,767
49101 From CFD 2000-1 8,065 6,082 6,253 6,540 6,358 6,743 3.10%
49101 From Mello Roos 76,641 74,257 77,241 81,600 79,333 -100.00%
49101 From CFD 2002-1 5,900 6,082 6,253 6,540 6,358 6,743 3.10%
49101 From Debt Svc Bella Terra 641,699 681,656 632,542 735,959 735,777 746,227 1.40%
49101 From CUPA 13,000 13,000 13,074 13,000 0.00%
49101 From WOCWB 37,188
49101 From Energy Efficiency Fund 12,854
49101 From Parking Structure Strand 300,000 225,000 400,000 400,000 402,298 400,000 0.00%
49101 From EnerqV Efficiency 208,000
49100 Operating Transfers In 13,830,136 29,962,097 25,971,209 20,839,437 11,524,123 12,561,754 -39.72%
49300 Proceeds of Long Term Debt 2,766,954 1,172,579
49350 Prior Period Adjustment 862,165 5,281,637
49400 Joint Venture Income 124,044 416,917 217.535 342,712 342,712 353,022 3.01%
49000 NON-OPERATING REVENUE 17,583,299 35,660,651 26,188,744 21,182,149 13,039,414 12,914,776 -39.03%
40000 REVENUES 356,630,626 325,045,370 404,070,788 372,464,890 356,255,743 341,290,812 -8.37%
33
City of Huntington Beach
Adopted Budget - FY 2020/21
Revenue Summary
GENERALFUND
Combined Revenue Detail by Object Account
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 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 49,145,106 48,823,397 54,034,631 54,112,833 56,559,096 57,973,074 7.13%
40080 Unsec Basic Levy 1,577,184 471,437 1,672,972 1,806,609 1,806,609 1,851,774 2.50%
40060 Basic Levy 50,722,290 49,294,834 55,707,603 55,919,442 58,365,705 59,824,848 6.98%
40170 Sec Prior Year Property Taxes 416,520 267,224 391,964 447,646 447,646 458,837 2.50%
40180 Unsec Prior Year Property Taxes 21,595 23,742 18,058 33,216 33,216 34,046 2.50%
40160 Prior Year Property Taxes 438,115 290,966 410,022 480,862 480,862 492,883 2.50%
40310 Sec Supp Roll 1,571,831 1,463,612 1,543,197 1,652,060 1,652,060 1,693,362 2.50%
40305 Supp Roll Property Taxes 1,571,831 1,463,612 1,543,197 1,652,060 1,652,060 1,693,362 2.50%
40360 Interest Property Taxes 29,242 51,410 67,949 40,075 164,406 168,517 320.50%
40370 Misc Property Taxes 2,430,678 2,714,151 3,040,968 2,523,039 2,523,039 2,586,115 2.50%
40400 Homeowner Exemption 327,958 305,708 300,225 327,489 327,489 335,676 2.50%
40410 Utility Unitary Tax 719,697 805,817 885,684 766,533 766,533 785,696 2.50%
40430 In-Lieu of VLF 18,763,462 19,851,584 20,929,517 21,751,786 21,425,918 21,961,566 0.96%
40440 Nuisance Abatement (1,737) 194,555 58,832
40450 Em to ee Retirement Override 5,790,651 5,614,777 6,375,183 6,228,293 6,228,293 6,384,000 2.50%
40350 Other Property Taxes 28,059,951 29,538,002 31,658,358 31,637,215 31,435,678 32,221,570 1.85%
40500 Assessments 34,068 26,163 47,662 42,903 114,576 117,441 173.74%
40010 PROPERTY TAXES 80,826,254 80,613,577 89,366,842 89,732,482 92,048,881 94,350,104 5.15%
41110 1%Allocation Sales Tax 38,091,084 29,682,767 41,485,093 38,800,174 36,400,000 37,000,000 -4.64%
41120 Public Safety Sales Tax 2,280,205 1,681,054 2,456,847 2,402,437 2,191,088 2,227,205 -7.29%
41100 Sales Tax 40,371,288 31,363,821 43,941,940 41,202,611 38,591,088 39,227,205 -4.79%
41210 Utility Franchises 2,000,854 1,649,612 1,952,202 1,840,694 1,724,023 1,524,023 -17.20%
41220 Transfer Station Franchises 485,248 330,662 507,357 418,607 420,000 420,000 0.33%
41230 Pipeline Franchises 210,727 317,355 284,748 288,037 77,780 77,780 -73.00%
41240 Refuse Franchises 887,986 688,155 949,642 928,238 930,000 930,000 0.19%
41250 Cable TV Franchises 2,842,542 2,937,699 2,331,860 2,950,000 2,369,624 2,369,624 -19.67%
41270 Bus Bench Franchise 199,200 149,400 199,200 199,200 199,200 199,200 0.00%
41200 Franchises 6,626,556 6,072,883 6,225,009 6,624,776 5,720,627 5,520,627 -16.67%
41400 Transient Occupancy Tax 11,363,957 8,810,218 14,001,737 14,301,012 9,666,749 6,895,067 -51.79%
41510 Water Utility Tax 1,686,815 1,322,869 1,979,313 1,808,854 1,809,904 1,791,805 -0.94%
41520 Gas Utility Tax 2,013,851 1,471,974 1,962,752 1,558,688 1,918,822 1,822,881 16.95%
41530 Telephone Utility Tax 4,561,626 3,066,825 3,584,824 3,347,461 3,090,706 3,059,799 -8.59%
41540 Electric Utility Tax 8,008,855 5,947,457 8,360,216 8,191,625 8,067,755 7,462,674 -8.90%
41550 Cable Utility Tax 2,869,629 2,106,916 2,786,033 2,871,766 2,410,061 2,385,960 -16.92%
41560 Prepaid Wireless Utility Tax 161,827 97,921 114,527 127,667 83,027 82,196 -35.62%
41500 Utility Users Tax 19,302,604 14,013,962 18,787,665 17,906,061 17,380,275 16,605,315 -7.26%
41000 OTHER LOCAL TAXES 77,664,406 60,260,884 82,956,351 80,034,460 71,358,739 68,248,214 -14.73%
42103 Fire Prevention Inspection 327,831 263,075 229,776 271,516 138,000 131,100 -51.72%
42105 Oil Well Taxes License 623,806 444,556 629,910 587,626 519,730 493,744 -15.98%
42110 Business License 2,511,647 1,921,924 2,356,109 2,561,880 2,000,000 2,000,000 -21.93%
42115 Bicycle License 6,425 3,388 2,575 4,000 898 853 -78.68%
42120 Oil&Methane Inspection 19,890 20,472 50,000 21,072 20,018 -59.96%
42125 Miscellaneous License 47,499 34,014 50,619 53,498 53,672 50,988 4.69%
42128 Newsrack Fee 566
42135 Svcmark 46 44 100.00%
42100 License General 3,537,663 2,687,429 3,268,989 3,528,520 2,733,418 2,696,747 -23.57%
42155 Encroachment Permit 360,671 371,937 452,351 375,000 400,000 380,000 1.33%
42165 Grading Permit 1,500 7,000 2,500 7,007 6,657 166.28%
42170 Harbor&Dock Construction 18,239 8,369 3,424 15,000 1,500 1,425 -90.50%
42180 Obstruction Permit 273 770 531 485 400 380 -21.65%
42185 Parking Permit 36,449 6,830 12,317 15,000 10,000 9,500 -36.67%
42195 Wide/Overweight/Loading 12,794 14,246 23,127 14,000 10,000 9,500 -32.14%
34
City of Huntington Beach
Adopted Budget - FY 2020/21
Revenue Summary
GENERALFUND
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
42196 Wireless Permit 25.740 47,619 30,000 15,000 14,250 -52.50%
42150 License&Permits Public Works 429,926 427,892 546,369 451,985 443,907 421,712 -6.70%
42305 Alarm Permits 282,723 216,765 276,430 400,000 300,000 285,000 -28.75%
42310 Building Permits 1,776,077 1,124,251 1,568,753 1,447,344 1,576,073 1,497,269 3.45%
42315 Plumbing Permits 443,696 288,556 408,331 330,480 471,067 447,514 35.41%
42320 Electrical Permits 677,069 485,344 678,818 472,770 677,576 643,697 36.15%
42325 Mechanical Permits 323,547 172,178 257,409 239,700 250,276 237,762 -0.81%
42335 Swim Pool Permits 146,963 86,335 116,266 121,000 83,750 79,563 -34.25%
42355 Certificate of Occupancy 24,531 23,677 29,874 12,240 28,000 26,600 117.32%
42300 License and Permits Buildings 3,674,605 2,397,106 3,335,881 3,023,534 3,386,742 3,217,405 6.41%
42410 Planning Commission 287,921 92,351 277,345 274,590 224,581 213,352 -22.30%
42600 Zoning Administrator 209,553 287,441 266,957 207,540 313,801 298,111 43.64%
42700 Environ Processing 260,475 103,864 232,110 49,000 104,000 98,800 101.63%
42750 Staff Review 178,630 185,916 248,539 207,400 186,201 176,891 -14.71%
42824 Beach-Edinger Spec Plan Fees 9,427 5,697 7,939 15,000 7,000 6,650 -55.67%
42825 General Plan Maintenance Fee 148,003 59,458 107,387 100,000 240,000 228,000 128.00%
42850 Library 15
42400 License and Permits Planning 1,094,008 734,742 1,140,277 853,530 1,075,583 1,021,804 19.72%
42000 LICENSE AND PERMITS 8,736,201 6,247,169 8,291,516 7,857,569 7,639,650 7,357668 -6.36%
42905 Court/Traffic Fines 435,995 403,020 384,392 500,140 330,000 333,300 -33.36%
42915 Main Street Library Fines 1,560 1,254 1,384 1,700 500 505 -70.29%
42920 Central Library Fines 75,662 58,513 68,405 70,000 25,000 25,250 -63.93%
42925 Banning Library Fines 1,410 1,147 1,374 1,400 350 354 -74.71%
42930 Oakview Library Fines 2,587 1,367 1,588 2,561 600 606 -76.34%
42935 Murphy Library Fines 501 512 876 500 150 152 -69.60%
42910 Library Fines 81,720 62,793 73,627 76,161 26,600 26,867 -64.72%
42940 Parking Fines 3303498 2,480296 3,657.953 3,750,000 2,823,262 2,851.495 -23.96%
42940 Parking Fines 3,303,498 2,480,296 3,657,953 3,750,000 2,823,262 2,851,495 -23.96%
42950 Police Alarm Fines 174,071 96,645 147,508 150,000 46,638 47,104 -68.60%
42951 Fire Alarm Fines 5,245 36,700 42,210 23,500 23,735 -43.77%
42900 FINES AND FORFEITURES 3,995,284 3,047,999 4,300,180 4,518,511 3,250,000 3,282,501 -27.35%
42965 Pooled Cash Interest 638,125 649,306 974,013 500,000 -100.00%
42966 Market Adjustments (328,361) (485,996) 1,191,635
42975 Late Charges 315,243 291,304 512,413 500,000 77,648 112,224 -77.56%
42960 Interest Income 625,007 454,614 2,678,061 1,000,000 77,648 112,224 -88.78%
42985 Interest Payments 23,799 20,015 21,262
43010 Def Comp C-84-A 20
43065 Waterfront Project 13,765 14,150 19,448 14,575 (4,689) -100.00%
43075 Land Lease Income 806,379 592,677 852,138 833,844 650,000 708,500 -15.03%
43085 Buildings Lease Income 6,157 4,618 6,165 6,344 5,000 5,450 -14.09%
43095 Beach Concessions 1,226,092 958,936 1,822,076 1,318,748 1,388,802 1,513,795 14.79%
43105 Prop/Equip Lease-Beach 123,064 128,556 60,000 126,756 138,164 100.00%
43115 Room Rentals 583,930 354,134 567,923 588,536 415,700 453,113 -23.01%
43145 Central Park Concessions 179,559 293,642 238,048 189,335 200,511 218,557 15.43%
43150 Sports Complex Concessions 66,721 57,108 55,393 67,000 35,000 38,150 -43.06%
43155 Vending Machines 7,429 6,172 6,009 6,000 (280) -100.00%
43156 Small Cell Sites 49,500 2,450 2,366 100.00%
43165 Rentals-Leases 216,566 121,254 154,950 240,059 120,000 130,800 -45.51%
43166 Ocean View Estates Rents 538,299 399,573 560,597 520,000 450,000 490,500 -5.67%
43055 Lease and Concession Income 3,767,961 2,930,820 4,392,247 3,784,441 3,389,250 3,699,395 -2.25%
43910 City Oil Wells 218,871 89,484 146,640 150,000 75,000 81,750 -45.50%
43920 Other Royalties 70,095 72,398 151,782 118,496 150,807 164,380 38.72%
35
City of Huntington Beach
Adopted Budget- FY 2020/21
Revenue Summary
GENERALFUND
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
43900 Royalties 288,965 161,882 298,422 268,496 225,807 246,130 -8.33%
44010 Parking Lots 3,421,753 1,804,177 3,409,726 3,659,358 2,436.610 2,680,705 -26.74%
44015 Annual Parking Pass 889,407 592,555 834,404 867,285 658,820 718,114 -17.20%
44020 Resident Parking Permit 385 420 100.00%
44030 Sunset Vista 694,244 504,890 748,453 767,285 600,000 654,000 -14.76%
44040 Parking Structures 1,079,296 656,815 1,012,167 1,000,000 827,000 901,430 -9.86%
44050 Meters-Business 484,537 345,426 505,823 498,017 449,600 490,064 -1.60%
44060 Meters-Residential 958,626 640,326 993,975 965,384 880,000 959,200 -0.64%
44070 Meters-Recreational 1,615,295 1,072,057 1,773,397 1,823,562 1,582,349 1,724,760 -5.42%
44080 Pier Plaza 1,670,114 1,144,940 1,704,256 1,672,141 1,344,989 1,466,038 -12.33%
44090 Meters Beach Blvd 57,604 27,729 54,985 48,125 41,257 44,970 -6.56%
44100 Sports Complex 114,389 93,966 107,712 122,000 69,472 75,725 -37.93%
44000 Parking Revenue 10,985,264 6,882,881 11,144,898 11,423,157 8,890,482 9,715,426 -14.95%
45040 Convicted Offender Booking Fee 521,448 361,637 473,231 444,188 270,000 294,300 -33.74%
45100 Other Govt Jail Bookings 1,050
45000 Contract Jail Bookings 522,498 361,637 473,231 444,188 270,000 294,300 -33.74%
45110 PCS Wireless 341,063 283,331 453,080 352,082 396,813 432,526 22.85%
42955 USE OF MONEY AND PROP 16,554,557 11,095,200 19,461,201 17,272,364 13,250,000 14,500,001 -16.05%
46110 Tidelands Revenue 152,070 197,562 138,624 -100.00%
46115 GEMT Reimbursement 142,014 103,679 134,345 60,000 60,000 60,000 0.00%
46130 Real Property Transfer 1,262,143 988,575 1,386,734 1,236,845 1,236,845 1,236,845 0.00%
46140 State Mandated Cost Reimburs. 63,738 54,968 114,121 60,000 5,052 5,052 -91.58%
46160 From State of California 568,359 1,026,662 1,179,188 100,000 522,588 522,588 422.59%
46170 Vehicle License Fee 87,452 104,000 97,272 88,000 161,267 161,267 83.26%
46180 POST Reimbursement 3,647 44,540 37,355 30,000 65,000 65,000 116.67%
46100 State of California Agencies 2,127,353 2,474,494 3,146,577 1,713,469 2,050,752 2,050,752 19.68%
46410 County Payments 486,345 538,792 486,345 486,345 486,345 0.00%
46490 Other Governmental Agencies 99,567 61,599 34,254 75,000 3,033 3.033 -95.96%
46400 County Agencies 99,567 547,944 573,046 561,345 489,378 489,378 -12.82%
46740 Joint Power Authority 12,491 25,000 25,000 100.00%
46795 PEG Support Fees 808,803 561,020 735,502 792,000 565,000 565,000 -28.66%
46700 Other Agencies 808,803 561,020 747,993 792,000 590,000 590,000 -25.51%
46000 REVENUE FROM OTHER AGENCY 3,035,723 3,583,458 4,467,616 3,066,814 3,130,130 3,130,130 2.06%
47110 Residential Tree Replacement 2,775 5,373 3,550 3,000 6,000 6,120 104.00%
47118 Underground Utilities 53,000 55,000
47120 Engineering and Inspection Fee 5,456 7,715 476 10,000 10,000 10,200 2.00%
47125 GIS Survey Fee 279 2,126 3,658 2,190 14,000 14,280 552.05%
47130 Grading Plan Check 318,798 426,033 450,193 430,000 350,000 357,000 -16.98%
47135 Landscape Plan Check 14
47145 OC Sanitation Collection Fee 19,623 16,399 24,539 30,016 30,000 30,600 1.95%
47165 Recordation Fee 4,693 4,810 12,166 15,000 25,000 25,500 70.00%
47185 Traffic Plan Check Fees 2,196 2,856 3,139 2,000 2,040 -35.01%
47190 Water Quality Inspections 27,891 18,849 3,185 28,500 40,000 40,800 43.16%
47100 Public Works 434,726 481,305 555,623 521,845 477,000 486,540 -6.77%
47205 Permit Issuance 270,024 203,051 275,769 220,000 220,000 224,400 2.00%
47210 Plan Review 1,610,116 1,170,082 1,603,163 1,491,500 1,571,000 1,602,420 7.44%
47245 Landscape Plan Check 22,396 19,775 25,433 20,000 17,000 17,340 -13.30%
47255 Microfilming 97,149 65,289 90,027 96,814 73,585 75,056 -22.47%
47275 Administrative Citation 356,639 264,564 383,662 530,000 175,000 178,500 -66.32%
47285 Landsca a Ins ection 20,952 741 1,235 3,000 566 577 -80.77%
47200 Building 2,377,276 1,723,502 2,379,289 2,361,314 2,057,151 2,098,293 -11.14%
47315 Library Reserve 153 139 138 82 84 100.00%
36
City of Huntington Beach
Adopted Budget- FY 2020/21
Revenue Summary
GENERALFUND
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
47317 Oak View Branch Fees 141
47320 Community Enrichment Fee 133,035 39,480 61,029 50,000 134,859 137,556 175.11%
47325 Library Replacement Card 5,924 3,951 5,148 5,900 3,300 3,366 -42.95%
47330 Library Processing Fee 2,251 1,260 1,649 2,000 1,423 1,451 -27.45%
47335 Library Collection Fee 25
47300 Library 141,529 44,830 67,964 57,900 139,664 142,457 146.04%
47410 Film Permits 147,982 40,000 56,720 50,000 50,892 51,910 3.82%
47415 Weed Abatement 13,669 5,151 16,036 13,000 14,335 14,622 12.48%
47420 Sewer Services 69,499 51,694 65,173 70,000 50,000 51,000 -27.14%
47440 Impounded Vehicle Release Fee 199,004 131,435 163,111 195,000 150,000 153,000 -21.54%
47445 Research Requests 46,094 16,387 23,490 43,789 12,000 12,240 -72.05%
47460 Pay to Stay/Work Furlough 69,770 71,410 50,920 60,700 75,000 76,500 26.03%
47480 Banners and Pennants 3,749 5,339 10,561 5,000 5,180 5,284 5.68%
47400 Special City Services 549,767 321,416 386,011 437,489 357,407 364,556 -16.67%
47501 Recreational Fees 3,211,919 1,717,244 3,319,059 3,250,000 2,518,000 2,518,000 -22.52%
47502 Art Center Classes 98,518 62,984 117,365 120,814 110,000 110,000 -8.95%
47503 Adventure Playground 34,049 (238) 22,144 38,000 15,060 15,060 -60.37%
47510 Junior Lifeguard 516,175 575,290 610,000 845,265 422,633 -30.72%
47500 Recreational Classes 3,860,661 1,779,990 4,033,858 4,018,814 3,488,325 3,065,693 -23.72%
47600 Special Events 79,270 60,645 93,533 139,017 68,911 70,289 -49.44%
47710 Water Sales 124,611 108,027 151,653 161,704 154,086 157,168 -2.81%
47736 Convenience/Processing Fees 150,619 94,581 159,576 174,369 112,044 114,285 -34.46%
47700 Utility Charges 275,230 202,608 311,229 336,073 266,130 271,453 -19.23%
47810 EMS Billing Service 6,749,704 5,550,277 6,370,243 6,383,985 6,383,985 6,511,665 2.00%
47811 Fire Med Memberships 1,226,324 893,180 1,171,363 1,273,895 1,155,500 1,178,610 -7.48%
47815 Membership 4,925 2,240 4,070 3,550 3,450 3,519 -0.87%
47816 Fitness Center Membership 147,035 81,105 143,529 148,000 106,697 108,830 -26.47%
47800 Fire Med Fees 8,127,988 6,526,802 7,689,205 7,809,430 7,649,632 7,802,624 -0.09%
47865 Police Emergency Response 83,782 111,718 78,300 90,515 83,000 84,660 -6.47%
47870 Fire Emergency Response 30,686 40,529 45,579 45,575 45,000 44,995 -1.27%
47875 Public Wrks Emergency Response 875
47860 Emergency Response 114,467 152,247 124,754 136,090 128,000 129,655 -4.73%
47905 Fire Hazmat Response 2,468 2,563 3,980 2,900 (887) -100.00%
47910 Public Works 7,628 6,360 5,208 9,000 5,000 5,100 43.33%
47915 Hazmat Contracts 15 15
47900 Hazmat Fees 10,096 8,938 9,203 11,900 4,113 5,100 -57.14%
47930 Fire Permit Inspection 82,838 99,682 137,995 138,788 113,158 115,421 -16.84%
47935 Fire Company Inspection 603,515 248,347 587,091 568,593 397,300 405,246 -28.73%
47940 Fire Permit Plan Check 243,208 86,510 126,021 138,788 88,260 90,025 -35.13%
47945 Fire Dev Permit Plan Check 262,651 111,136 144,971 140,000 123,420 125,888 -10.08%
47946 Fire Dev Permit Inspection 0 43,760 139,755 50,520 51,530 -63.13%
47925 Fire 1,192,213 545,675 1,039,838 1,125,924 772,658 788,110 -30.00%
47965 Photocopying 1,673 1,736 900 2,000 376 384 -80.80%
47970 Abandoned Oil Wells 6,386 49,661 4,114 1,319 1,345 100.00%
47975 Insurance Subrogation 60 61 100.00%
47985 Payroll Charges 275
47950 Miscellaneous 8,334 51,397 5,014 2,000 1,755 1,790 -10.50%
48053 Prop Fund Charges-Water 5,485,036 4,072,636 5,819,075 5,820,895 5,820,895 5,937,313 2.00%
48054 Prop Fund Charges-WMP 251,936 187,061 267,279 330,203 330,203 336,807 2.00%
48055 Prop Fund Charges-Refuse 568,117 601,581 811,745 601,293 613,319 -24.44%
48057 Prop Fund Charges-Sewer 1,670,961 1,240,686 1,772,723 1,832,548 1,832,548 1,869,199 2.00%
48058 From Retiree Medical Trust 46,567 34,576 49,403 206,562 206,562 210,693 2.00%
48059 From Retirement Supplement Tr 174,239 129,373 184,850 428,256 428,256 436,821 2.00%
37
City of Huntington Beach
Adopted Budget-FY 2020/21
Revenue Summary
GENERALFUND
Combined Revenue Detail by Object Account
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping and Major Total
Minor Grouping and Minor Total
47000 CHARGES FOR CURRENT SERV 24,800,294 18,131,804 25,390,432 26,388,005 24,630,503 24,630,712 -6.66%
48120 Admissions 4,457 4,457 100.00%
48130 Propertv 221,561 73,425 77,249 167,523 937,193 6,831 -95.92%
48110 Sales 221,561 73,425 77,249 167,523 941,650 11,288 -93.26%
48210 Coin&Jail Signboards 56,400 65,625 61,919 59,850 35,000 35,000 -41.52%
48230 Souvineer Sales 987 1,020 1,429 1,000 1,000 1,000 0.00%
48240 Library Sales 8,284 4,625 6,576 6,000 4,988 4,988 -16.87%
48260 Bus Bench Ads 40,800 30,600 42,123 40,800 40,800 40,800 0.00%
48270 Plans and Specs 1,145 1,082 1,534 1,146 500 500 -56.37%
48200 General Sales 107,616 102,952 113,581 108,796 82,288 82,288 -24.36%
48350 Sponsorships 161,207 115,135 145,240 133,995 86,294 86,294 -35.60%
48385 Property Damage Reimbursement 204,326 59,263 120,002 170,000 96,142 96,142 -43.45%
48400 Restitution 2,109 855 1,015 1,793 500 500 -72.11%
48410 Other Reimbursement 140,126 166,124 146,191 225,000 114,701 114,701 -49.02%
48370 Reimbursables 346,561 226,242 267,208 396,793 211,343 211,343 -46.74%
48500 Settlements 21,448 51,328 195,254 15,000 215,401 50,000 233.33%
48500 Settlements 21,448 51,328 195,254 15,000 215,401 50,000 233.33%
48511 Credit Card Processing Fee 11,885 9,379 15,129 11,892 16,710 16,710 40.51%
48515 Passport Fee 245,165 219,180 311,720 282,975 207,440 207,440 -26.69%
48550 Miscellaneous 325,263 373,982 314,388 338,641 314,673 310,361 -8.35%
48510 Other 582,313 602,541 641,237 633,508 538,823 534,511 -15.63%
48100 OTHER REVENUE 1,440,706 1,171,623 1,439,769 1,455,615 2,075,799 975,724 -32.97%
49101 From Emergency Operations Ctr 151,805
49101 From RORF 398,905 10,000
49101 From CFD 2000-1 8,065 6,082 6,253 6,540 6,358 6,743 3.10%
49101 From Mello Roos 76,641 74,257 77,241 81,600 79,333 -100.00%
49101 From CFD 2002-1 5,900 6,082 6,253 6.540 6,358 6,743 3.10%
49101 From Debt Svc Bella Terra 5,900 6,082 6,253 6,540 6,358 6,743 3.10%
49101 From Certified Unified Program Agcy 13,000 13,000 13,074 13,000 0.00%
49101 From Energy Efficiency Fund 12,854
49101 From Parking Structure Strand 300,000 225,000 400,000 400,000 402,298 400,000 0.00%
49101 From Energy Efficiency 208,000
49100 Operating Transfers In 1,016,265 469,308 519,000 514,220 513,779 433,229 -15.75%
49350 Prior Period Adjustment 862,165
49400 Joint Venture Income (110,188) 183,015 (156,683)
49000 NON-OPERATING REVENUE 1,768,242 652,323 362,317 514,220 513,779 433,229 -15.75 0
40000 REVENUES 218,821,667 184,804,031 236,036,221 230,840,040 217,897,480 216,908,281 -6.04%
38
City of Huntington Beach
Adopted Budget - FY 2020/21
Revenue vs. Expenditure
ALL FUNDS
FY 2019/20 FY 2020121 Annual Budget
Description Adopted Adopted Incr/(Decr) %Incr/(Decr)
Revenue 372,464,890 341,290,812 (31,174,078) -8.37%
Use of Fund Balance 8,545,507 17,684,239 9,138,732 106.94%
Total Sources of Funds 381,010,397 358,975,051 (22,035,346) -5.78%
Expense 381,010,397 358,975,051 (22,035,346) -5.78%
Total Uses of Funds 381,010,397 358,975,051 (22,035,346) -5.78%
Surplus/(Deficit)
Sales Tax
20.1% Franchises
2.6%
Transient Occupancy Tax
3.3%
Utility Users Tax
7.9%
-� License&Permits
3.8%
Fines&Forfeitures
1.6%
Property Tax
52.3%
Fund Balance
8.4%
of • Operating Expenses
30.7%
Capital Expenditures
9.0%
Debt Service/Transfers
8.4%
Non-Operating Expenses
0.2%
Personnel Services
51.7%
39
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40
City of Huntington Beach
Adopted Budget - FY 2020/21
Revenue vs. Expenditure
General Fund
FY 2019/20 Annual Budget
Description Adopted FY 2020/21 Adopted Incr/(Decr) %Incr/(Decr)
Revenue 230,840,040 216,908,281 (13,931,759) -6.04%
Use of Reserves 781,376 (781,376) -100.00%
Total Sources of Funds 231,621,416 216,908,281 (14,713,135) -6.35%
Expense 231,621,416 216,908,281 (14,713,135) -6.35%
Total Uses of Funds 231,621,416 216,908,281 (14,713,135) -6.35%
Surplus/(Deficit)
peffl • • Transient Occupancy Tax Utility Users Tax License&Permits
3.2% 7.7% 3.4%
Franchises Fines&Forfeitures
2.5% 1.5%
Use of Money&Property
Sales Tax 6.7%
18.1% Revenue from Other Agencies
- 1.4%
Charges for Current Services
11.4%
Other Revenue
0.4%
Non-Operating Revenue
Property Tax 0.2%
43.5%
Uses of •
Operating Expenses
17.9%
Debt Service
0.9%
Transfers
Personnel Services 5.31%
75.9%
41
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42
City of Huntington Beach
Adopted Budget - FY 2020/21
,
Expenditure Descriptions and Assumptions
GENERAL FUND EXPENSE: $216.9 million
Community Services Public Works Non-Departmental
$8,591,388 $25,889,839 $17,166,342 Fire
$4
4.0% 11.9% 7.9% 22.6 ,869
2.6/o
Community Development
$8,857,941
4.1%
Information Services
$7,196,150
3.3%
Finance
$5,934,129
2.7%
Library Services
$5,106,413
2.4%
City Attorney
$2,921,219
1.4% Police
City Manager $80,550,112
$3,993,914 37.1/o
1.8% City Clerk City Treasurer,
$967,825 City Council $273,816
0.5% $381,324 0.1%
0.2%
Personnel Services—$164,684,741
The FY 2020/21 Adopted Budget reflects the addition of two (2) Code Enforcement Officers with a total
personnel count of 989.25 Full Time Equivalents (FTEs)across All Funds.
Operating Expenses—$38,733,246
Included in the operating category are all General Fund operating expenses including professional and
contract services. The FY 2020/21 Adopted Budget reflects 4.4 percent decrease from the prior year
Adopted Budget of$40.5 million.
Non-Operating Expenditures -$13,490,294
This category contains transfers to other funds related to debt service and transfers to other funds for
operating purposes. The FY 2020/21 Adopted Budget includes $2.3 million in transfers to the General
Liability Internal Service Fund; $1.0 million to the Section 115 Trust; $3.0 million to the Infrastructure Fund;
and $3.7 million for equipment replacement to the Equipment Fund.
43
City of Huntington Beach
Adopted Budget — FY 2020/21
Expenditure Descriptions and Assumptions
NON-GENERAL FUND EXPENSE
The FY 2020/21 Adopted Budget for Non-General Fund Expenses totals $142.1 million.
Water Enterprise— $43,695,352
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 —$3,060,000
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 9 treatment improvements, and improvements to the water distribution
system.
Refuse Fund —$12,622,020
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 Fund —$12,129,875
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— $10,963,650
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. Available revenue in these funds have been negatively impacted by
the COVID-19 pandemic.
Capital Projects—$9,538,935
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 2020/21 Adopted Budget also includes $3.0 million in recurring, structural
General Fund support for infrastructure, and $3.7 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—$6,925,824
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
City of Huntington Beach
Adopted Budget — FY 2020/21
Expenditure Descriptions and Assumptions
NON-GENERAL FUND EXPENSE —CONTINUED
Debt Service—$8,077,343
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 —$17,265,096
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 — $13,041,199
These funds are utilized to account for retirement medical and supplemental retirement costs, which are
provided directly by the City. The FY 2020/21 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—$4,470,000
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 —$277,478
This category includes the Certified Unified Program Agency (CUPA), which supports hazardous waste
inspections.
45
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46
City of Huntington Beach
Adopted Budget-FY 2020/21
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 381,324 381,324
City Attorney 2,921,219 2,921,219
City Clerk 967,825 967,825
City Treasurer 273,816 273,816
City Manager 3,993,914 358,500 12,041,199 16,393,613
Community Development 8,857,941 38,000 1,572,760 50,000 10,518,700
Community Services 8,591,388 6,388,855 652,500 15,632,743
Finance 5,934,129 1,000,000 6,934,129
Fire 49,077,869 277,478 280,000 419,850 50,055,197
Information Services 7,196,150 431,201 7,627,351
Library Services 5,106,413 270,000 5,376,413
Police 80,550,112 1,039,257 90,000 81,679,369
Public Works 25,889,839 3,445,000 71,507,246 11,772,634 1,649,000 114,263,719
Non-Departmental 17,166,342 6,055,935 8,077,343 134,000 14,516,014 45,949,634
Grand Total 216,908,281 9,538,935 8,077,343 71,784,724 22,247,206 13,041,199 16,584,864 792,500 358,975,051
*Other Funds include Specific Events
47
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditures by Department
ALL FUNDS
All Funds Expenditures by Department
Fire Library Services
13.9% 1 5% Community Services
Police 4.4% Finance
22.8% 1.9%
Community Development
2.9%
Information Services
2.1%
Non-Departmental
12.8%
City Manager
4.6%
City Attorney
Public Works 0.8%
31.8%
City Treasurer City Council City Clerk
0.1% 0.1% 0.3%
All Funds Expenditures by Fund
Enterprise
Funds
20.0%
Trust and
Agency Funds
4.6%
General
Fund
60.4%
Special Revenue
Funds
6.2%
Capital Projects
Funds
2.7%
Internal Service
Debt Fund
Other Funds
Service 3.6%
0 2% Funds
2.3%
48
City of Huntington Beach
Adopted Budget FY 2020/21
Expenditure Summary
ALL FUNDS
Summary Combined by Fund
Percent
Change
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 From Prior
Fund Actual Actual Actual Adopted Revised Adopted Year
00100 General Fund 218,804,697 182,852,702 228,911,785 231,621,416 222,262,248 216,908,281 -6.35%
00101 Specific Events 811,913 344,135 626,291 751,500 751,500 702,500 -6.52%
00103 Donations Fund 804,658 662,431 752,356 1,612,905
00104 School Events 1,359
00122 Inmate Welfare Fund 1,679 3,690 7,039 40,000 40,000 40,000 0.00%
00127 Prop Tax in Lieu of Sales Tax 2,515,887 358,278 733,696 1,093,410
00128 Housing Agreement 1,580,000
00201 Air Quality Fund 232,996 32,746 106,608 139,357 883,879 540,482 287.84%
00204 Fourth of July Parade 388,258 239,377 277,874 420,050 490,247 407,300 -3.04%
00206 Traffic Impact 610,801 90,191 914,922 2,683,996 195,000 100.00%
00207 Gas Tax Fund 2,917,527 2,294,598 2,577,979 3,150,000 6,040,907 2,350,000 -25.40%
00209 Park Acquisition&Development 1,585,229 341,457 220,521 3,980 100.00%
00210 Sewer 159,127 341,264 1,898,104 2,500,000 5,004,939 1,500,000 -40.00%
00211 Drainage 63,795 236,119 100,000 100.00%
00212 Narcotics Forfeiture Federal 216,216 95,964 156,000 178,800 263,600 68.97%
00213 Measure M Fund 4,878,402 2,541,776 4,938,458 3,181,076 4,561,484 3,398,168 6.82%
00214 Narcotics Forfeiture State 56,895 57,266 10,716
00215 Rehabilitation Loans 192,556 97,744 1,820,732 300,000 387,248 190,000 -36.67%
00216 Property and Evidence 94,315 55,769 50,000 50,000 50,000 0.00%
00217 Affordable Housing In-Lieu 90,068 26,764 100,411 300,000 2,567,175 200,000 -33.33%
00219 Traffic Congestion Relief42 309,655 831,863 1,158,346 1,727,000 2,925,020 1,200,000 -30,52%
00225 Gun Range Settlement 30,000 100.00%
00226 Quimby Fund 14,716 349,072 62,364 418,089 2,414,241 591,333 41.44%
00228 Park Dev Impact Residential 289,780 416,864 1,312,625 4,154,981 6,491,572 5,098,370 22.71%
00229 Library Development Impact 53,806 50,313 125,856 200,000 200,000 200,000 0.00%
00231 Fire Facilities Dev Impact 620,000 620,000 280,000 -54,84%
00233 Housing Residual Receipts 444,590 11,118 853,163 50,000 50,011 50,000 0.00%
00234 Disability Access Fund 9,049 4,519 11,243 84,000 84,000 84,000 0.00%
00235 Park Dev Impact Non Residential 316,800
00238 Emergency Operations Center 142,210 173,042 2,330,350
00239 CDBG 628,106 1,219,904 1,155,698 1,615,033 1,503,083 30.06%
00240 HOME 22,510 92,498 606,864 1,577,772 619,677 2.11%
00243 Surf City"3"Cable Channel 605,000 605,000 352,500 -41.74%
00308 In-Lieu Parking Downtown 51,697 497,817 60,000 60,000 38,000 -36.67%
00314 Infrastructure Fund 2,751,010 2,217,734 4,596,896 4,000,000 8,942,961 4,320,335 8.01%
00319 Senior Center Development 138,142 50,000 50,000 835,000
00321 Lease Capital Project Fund 2,575,369 285,959 782,817 1,179,805
00322 ELM Automation Fund 218,826 160,031 404,820 360,000 360,000 431,201 19.78%
00323 Technology Fund 616,000
00324 Equipment Fund 896,453 2,514,614 4,650,600 5,940,304 3,680,600 -20.86%
00350 RORF 3,424,945 2,167,355 2,547,257 8,290,010 8,290,010 6,925,824 -16.46%
00352 LMIHAF 490,634 239,790 716,348 816,078 5,011,008 740,122 -9.31%
00401 Debt Svc HBPFA 5,160,095 877,129 5,036,022 5,016,365 5,016,365 3,972,313 -20.81%
00405 Debt Svc Grand Coast CFD 2000-1 1,102,666 264,338 1,087,014 1,091,204 1,091,204 1,092,273 0.10%
00406 Debt Svc Mello Roos 263,648 93,845 261,238 264,000 264,000 183,910 -30,34%
00408 Debt Svc McDonnell CFD 2002-1 396,354 139,789 400,520 409,970 409,970 416,448 1.58%
00410 Debt Svc Bella Terra 2,328,411 1,126,511 2,297,303 2,354,373 2,354,373 2,412,399 2.46%
00501 CUPA 224,262 128,276 247,460 270,018 270,018 277,478 2.76%
00504 Refuse Collection Service 10,821,112 8,944,349 12,050,460 12,245,796 12,600,100 12,622,020 3.07%
00506 Water 44,921,267 28,040,295 41,152,381 41,543,192 42,332,661 43,695,352 5.18%
00507 Water Master Plan 1,018,991 1,149,229 2,251,788 4,700,203 8,012,780 3,060,000 -34.90%
00508 WOCWB 306,835 (224,025) 254,305 649,000 1,821,842 1,649,000 154.08%
00511 Sewer Service Fund 9,351,473 6,399,265 9,441,907 11,146,192 16,613,213 12,129,875 8.83%
00551 Self Insurance Workers'Comp 13,449,153 6,360,579 4,854,532 7,187,770 7,187,770 7,153,578 -0.48%
00552 Self Insurance General Liab 3,941,312 2,266,277 1,790,019 4,878,333 4,881,267 4,887,622 0.19%
00556 Energy Efficiency Fund 12,854
00650 Gen Fixed Assets Acct Group 13,700,437 10,500,576 14,659,696
00653 Gfaag CNOA (5,233) 12,075 12,074
00662 Capital Asset LMIHAF 26,033
00701 BID Auto 110,800 30,800
49
City of Huntington Beach
Adopted Budget FY 2020/21
Expenditure Summary
ALL FUNDS
Summary Combined by Fund
Percent
Change
FY 2016117 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 From Prior
Fund Actual Actual Actual Adopted Revised Adopted Year
00702 Retiree Insurance Fund 685,227 671,699 848,780 1,433,880 1,433,880 66,000 -95.40%
00703 Retirement Supplement 4,423,973 3,748,953 5,070,595 4,000,000 5,600,000 934,000 -76.65%
00704 Fire JPA Fund 487,678 285,076 410,550 402,510 531,485 419,850 4.31%
00707 Debt Svc Judgment Oblig Bonds 674,700
00709 BID Hotel/Motel 3,372,698 2,590,125 4,818,237 5,500,000 6,458,027 4,380,000 -20.36%
00710 BID Downtown 124,147 96,487 89,004 91,000 141,501 90,000 -1.10%
00711 Parking Structure-Bella Terra 635,799 624,384 584,635 729,419 729,419 739,484 1.38%
00712 Parking Structure-Strand 1,164,212 782,334 1,293,115 2,028,950 2,764,785 1,440,584 -29.00%
00716 Section 115 Trust 6,549 7,259 13,010
00807 Energy Efficiency 3,343,720 2,265,964 229,565 370,000 463,399 18,000 -95.14%
00838 Jail Training Grant 10,455 8,560 9,030 12,000
00843 HOME Program 13/14 335,168 99,556 9,137
00851 HOME Program 11/12 28,666
00852 HOME Program 12/13 109,102
00859 CDBG 08/09 58,841
00860 CDBG 09/10 55,000 31,159
00863 CDBG 13/14 145,629 4,494 37,076
00873 OCTA/Cip Grant 1,128,998 25,990 415,455 1,468,805
00878 Caltrans Grants (1,068)
00894 WMD-DHHS 18,091
00909 UASI/OCIAC Program 108,382 1,474 2,184
00949 SLESF Grant 10/11 5,209
00955 Prop 69 Funding 9,723 21,500 69,000
00960 Used Oil OPP1 10/11 47,153 6,245 99,901 55,577 55,000 100.00%
00961 Hwy Bridge Replacement&Rehabilitation 8,541 25,323 8,713 1,166,983
00963 Sr Mobility Program 231,184 143,065 243,710 246,485 292,921 213,872 -13.23%
00965 Master Plan of Arterial Hwys 146,477
00968 SLESF Grant 11112 63,312 11,130
00970 Bridge Preventative Maintenance Program 1,597,680 475,581 217,308
00971 Asset Forfeiture 15%State Set 14,095 1,417 28,488
00976 Homeland Security MMRS 10/11 8,577
00978 US Secret Services(USSS) 8,500 9,679 10,061 18,667
00979 AB109 Public Safety Realignment 54,127 145,871 66,439 90,249 118,725 78.70%
00981 OC Real Estate Trust Fnd 12/13 527 31
00984 SLESF Grant 12/13 154,722 69,704 402,977 261,000 524,675 220,000 -15.71%
00985 State Literacy Grant 51,272 49,977 51,441 63,554
00989 OCDETF 25,000
00995 Hwy Safety Improvement Program 7,369 284,350 196,922 3,205,142
01208 CDBG 14/15 152,231 3,830
01209 HOME Program 14/15 493,138 77,328 2,378
01215 Immigration&Customs Enforce 50,000
01219 CDBG 15/16 30,888
01220 HOME Program 15/16 178,077 170,551 76,660 141,523
01222 Hazard Mitigation Grant Program 18,013 45,589 8,714
01224 OC Regional Narc Suppression 59,200 48,651 16,628
01226 Library Grants 9,867
01228 CalRecycle City/County CRV 85,273 31,700 22,077 50,092 50,092 49,984 -0.22%
01229 Housing Related Parks Grant 174,198
01230 AB 109 Reimbursement 9,469 2,965 43,806
01232 Justice Assistance Grant 15/16 25,359
01233 OC Recycling Market Dvlpmt Zone 3,691 1,444 1,930 6,000 6,000 6,000 0.00%
01234 Sust Bus Cert Program 501 363 1,994 10,000 19,870 -100.00%
01235 CDBG 16/17 872,827 11,088 15,425
01236 HOME Program 16/17 103,373 2,000 111,435 201,268
01237 Domestic Violence CY2016 29,901
01238 EMPG 16/17 29,203 27,731 25,391 25,799
01239 Office of Traffic Safety 16117 472,513
01240 EPIC Challenge 6,923 7,941
01241 Justice Assistance Grant 16/17 25,879
01242 Tire Derived Product Grant 5,404 5,436
50
City of Huntington Beach
Adopted Budget FY 2020/21
Expenditure Summary
ALL FUNDS
Summary Combined by Fund
Percent
Change
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 From Prior
Fund Actual Actual Actual Adopted Revised Adopted Year
01243 OCTA GranUShuttle Service 70,079
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 46,675 55,821 55,821 60,000 7.49%
01247 Arterial Rehab 1,126,234 3,354,156 7,061,349 3,180,000 -5.19%
01248 Central Park Trail Rehab 25,250 9,750
01249 Office of Traffic Safety 17/18 301,826 106,926
01250 Domestic Violence 2018 102,116 98,829
01251 HHW Grant Cycle HD31 7,461 37,079
01252 Office of Traffic Safety 18/19 396,335 240,510 146,609 1.759 -99.27%
01253 Domestic Violence 2019 90,489 112,654
01255 LSTA DIT 19/20 60,000
01256 Bluff Top Path 1,649,000
01257 Office of Traffic Safety 19/20 785,000 435,173 100.00%
01258 OTS Bike Ped Safety 19/20 43,000
01259 Justice Assistance Grant 2017 26,982
01260 Justice Assistance Grant 2018 26,309
01262 BSCC Mental Health Training 4,320
01264 Domestic Violence 2020 203,143
Grand Total 373 357,423 280,046,441 374,179,278 381,010,397 439,331,767 358,975,051
51
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
ALLFUNDS
Combined Expenditure Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
51110 Base Salaries 80,381,076 60,836,493 81,030,278 87,380,822 88,885,089 91,249,774 4.43%
51111 Vacancy Attrition (2,105,150) (4,105,150) (8,642,831) 310.56%
51112 Seasonal Part Time 506,084 332,789 514,437 537,551 537,551 563,201 4.77%
51115 Additional Pay 7,588,472 5,641,175 7,547,380 8,825,340 8,802,561 8,977,221 1.72%
51100 Salaries-Permanent 1 068 118
51100 Salaries-Permanent 88,475,632 66,810,458 89,092,095 94,638,562 93 051 934 92,147 365 -2.63%
52000 Salaries-Temporary 4,747,277 3,096,155 4,741,454 5,183,219 5,474,280 4,980,194 -3.92%
53020 Regular Overtime 7,098,256 5,357,696 7,067,960 6,697,155 8,513,329 6,262,942 -6.48%
53040 Minimum Staffing Overtime 5,390,944 3,806,413 5,116,510 3,712,000 3,930,342 3,712,000 0,00%
53050 Marine Safety Replacement OT 183,035 166,992 205,567
53060 PT Overtime 1,130,116 832,080 1,092,051 40,629
53090 Other Overtime 24,899 19,053 24,250
53000 Salaries-Overtime 8,212
53000 Salaries-Overtime 13,827,249 10,182,235 13,506,337 10,409,155 12,492,511 9,974,942 -4.17%
54110 Vacation Leave Payout 4,796,557 3,348,529 4,855,779
54120 Sick Leave Payout 65,507 30.108 86,645
54000 Leave Payout 4,420,000 41420,000 4 432 460 0,28%
54000 Termination Payouts 4,862,064 3,378,637 4,942,424 4,420,000 4,420,000 4,432,460 0.28%
55002 Seasonal Part Time Benefits 430,941 432,821 430,941 0.00%
55100 CalPERS Payable 34,258,185 24,140,599 38,836,319 43,279,889 43,205,241 45,798,892 5.82%
55150 Retirement Supplement 4,345,804 4,329,292 3,998,084 3,996,009 3,489,929 933,015 -76.65%
55175 Workers'Compensation 7,488,269 7,100,874 7,189,442 7,197,318 7,186,176 7,090,306 -1.49%
55200 Health Insurance 12,479,311 9,444,481 13,053,453 16,781,951 16,751,776 15,695,403 -6.47%
55300 Other Insurances 3,740,238 2,792,809 3,140,188 3,796,061 3,290,824 2,424,754 -36.12%
56010 Deferred Compensation 44,105 29,620 56,281 145,722 145,558 96,112 -34.04%
56020 FICA Medicare 1,674,178 1,215,134 1,646,913 1,607,956 1,609,641 1,439,282 -10.49%
56100 Other Benefits 345,721 256,324 318,494 330,789 329.680 251,351 -24.01%
55000 Benefits 120 114
55000 Benefits 64,375,810 49,309,134 68,239,173 77,566,637 76,561,760 74,160,056 -4.39%
51000 PERSONNEL SERVICES 176,288,033 132,776,619 180,521,483 192,217,574 192,000,485 185,695,017 -3.39%
61100 Cable TV 21,589 16,123 22,528 16,600 16,600 78,100 370.48%
61200 Electricity 3,892,975 2,410,196 3,034,302 3,781,000 3,781,000 3,781,000 0.00%
61300 Natural Gas 463,523 288,033 616,223 857,900 832,900 832,900 -2.91%
61450 Telephone/Communications 858,702 614,869 674,223 874,927 840,334 831,149 -5.00%
61600 Water 1,347,989 1,035,009 1,538,328 1,172,000 1,172,000 1,172,000 0,00%
61000 Utilities 6,584,777 4,364,230 5,885,604 6,702,427 6,642,834 6,695,149 -0.11%
62100 Purchased Water MWDOC 12,803,142 4,433,677 11,124,902 4,900,000 4,900,000 4,100,000 -16.33%
62200 Purchased Water OCWD 6,518,795 6,672,686 5,310,157 13 000,000 13,000,000 13 000 000 0.00%
62000 Purchased Water 19,321,936 11,106,363 16,435,060 17,900,000 17,900,000 17,100,000 -4.47%
63025 Audiovisual Supplies 10,193 9,582 6,007 2,250 2,250 1,100 -51.11%
63050 Communication Supplies 36,904 39,637 60,155 14,000 30,368 23,500 67.86%
63075 Furniture Non-Capital 116,453 64,410 68,406 8,750 38,398 6,250 -28.57%
63100 General Supplies 1,606,900 1,066,120 1,670.002 1,559,789 3,388,878 1,989,086 27.52%
63125 Office Supplies 376,384 277,326 345,756 426,600 433,941 299,417 -29.81%
63130 Office Water 358 181 1,391
63150 Radio Supplies 24,680 23,442 14,393 17,400 33,904 3,100 -82.18%
63225 Computer Supplies 710,788 560,153 503,685 810,041 1,280,339 922,494 13.88%
63295 Postage Deliveries 488,794 214,354 470,770 410,792 403,250 375,534 -8.58%
52
City of Huntington Beach
Adopted Budget-FY 2020/21
Expenditure Summary
ALL FUNDS
Combined Expenditure Detail by Object Account
Percent
FY 2016117 FY 2017118 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
63445 Fuel 1,309,704 1,248,902 1,597,515 1,815,750 1,785,750 1,766,643 -2.70%
64000 Safety Supplies 656,021 462,296 581,575 701,817 718,366 464,200 -33.86%
64100 Film 18,529 7,229 7,258 16,300 13,735 5,000 -69.33%
64110 Agricultural 19,886 5,145 9,881 24,000 24,000 24,000 0.00%
64115 Microfilm/Document Imaging 63,606 24,246 35,886 64,457 44,457 45,000 -30.19%
64140 Food 77,109 56,769 73,931 103,850 105,410 36,950 -64.42%
64165 Clothing/Uniforms 582,813 543,397 638,957 601,099 630,333 587,199 -2.31%
64190 Vehicle Supplies 12,742 29,713 28,499 4,000 4,000 5,000 25.00%
64230 Awards and Presentations 55,553 27,679 43,081 32,850 40,226 25,050 -23.74%
64255 Shop Equipment Operating 363,479 288,689 347,745 207,200 249,370 196,500 -5.16%
64280 Signs 148,118 127,636 228,033 80,000 226,968 160,600 100.75%
64305 Chemicals 72,372 47,048 72,758 219,500 219,500 201,500 -8.20%
64330 Fencing 18,059 13,549 9,402
64355 Building Supplies 98,139 44,805 53,025 44,389 54,137 35,480 -20.07%
64380 Irrigation Supplies 24,120 13,696 8,777 45,000 45,000 40,000 -11.11%
64405 Books/Subscriptions 652,492 472,470 791,975 423,756 741,787 447,453 5.59%
64485 Dues and Memberships 235,696 173,994 215,863 196,874 195,627 195,485 -0.71%
64500 Certification 70,278 50,434 51,319 62,600 62,675 57,900 -7.51%
63000 E ui ment and Supplies 30,035
63000 Equipment and Supplies 7,850,169 5,892,904 7,936,046 7,893,064 10,802,703 7,914,"l 0.27%
64570 Equipment Repairs Maintenance 1,390,342 1,029,335 1,477,870 1,454,451 1,613,485 2,052,794 41.14%
64620 Contracts for Repair and Maint 6,839,297 5,750,954 8,286,870 8,229,176 8,775,492 9,242,786 12.32%
64670 Traffic Signals Maintenance 180,013 280,725 285,986 360,000 381,606 518,790 44.11%
64720 Vehicle Maintenance 1,045,889 747,274 984,304 1,095,200 1,145,474 1,096,570 0.13%
64755 Vehicle Body Repair 90,387 126,986 116,244 70,000 70,000 70,000 0.00%
64770 Motorcycle Maintenance 31,279 22,192 29,971 40,000 40,000 40,000 0.00%
64820 Boat Maintenance 40,020 52,674 56,871 40,133 41,290 40,133 0.00%
64870 Computer Maintenance 1,356,281 1,358,044 1,966,625 1,810,022 1,806,169 1,786,368 -1.31%
64900 Repair and Demolition 29,975
67400 Other Maintenance 465,471 335,735 382,422 555,400 531,787 482,150 -13.19%
67450 Building&Grounds Maintenance 693,230 503,412 652,421 626,692 628,093 644,427 2.83%
67500 Oil Well Maintenance 70,181 44,939 85,483 58,200 58,200 58,200 0.00%
67550 Pest Control 35,898 25,380 38,499 43,000 43,000 43,000 0.00%
67600 Block Wall Maintenance 46,903 42,236 55,000 55,000 55,000 0.00%
67650 Water Maintenance 2,240,124 1,419,628 1,968,188 2,789,164 2,832,326 2,578,464 -7.55%
67735 Radio Maintenance 24,004 14,626 13,356 38,612 38,612 23,712 -38.59%
67740 800 MHZ Maintenance 224,745 184,458 269,916 1,022,084 894,214 36,156 -96.46%
64520 Repairs and Maintenance 14,774,063 11,938,597 16,645,002 18,287,134 18,954,750 18,768,550 2.63%
68550 Training 586,758 506,219 609,663 623,261 680,385 684,087 9.76%
68610 Conferences 198,543 178,671 232,683 286,765 238,867 224,089 -21.86%
68695 Hosted Meetings 11,908 15,432 29,395 23,600 23,600 16,950 -28.18%
68500 Conferences and Training 9 000
68500 Conferences and Training 797,208 700,321 871,741 933,626 933,852 925,126 -0.91%
69305 Prof Svcs-Graphics 1,261
69310 Prof Svcs-Appraiser 9,000 4,000 26,000 26,000 -100.00%
69315 Prof Svcs-Information Services 67,818 55,431 22,836 19,413 105,853 13,282 -31.58%
69325 Prof Svcs-Economic Analysis 58,831 31,144 111,306 82,247 147,808 50,000 -39.21%
69330 Prof Svcs-Labor Negotiations 43,740 22,190 41,475 28,500 57,474 -100.00%
53
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
ALL FUNDS
Combined Expenditure Detail by Object Account
Percent
FY 2016117 FY 2017/18 FY 2018119 IY 2019/20 FY 2019120 FY 2020121 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
69345 Prof Svcs-Auditing 660 14,097 5,500 19,000 5,500 0.00%
69360 Prof Svcs-Medical 220,416 162,649 305,880 232,775 217,684 212,678 -8.63%
69365 Other Professional Services 5,484,186 4,547,574 4,817,207 4,678,667 7,984,714 4,518,620 -3.42%
69370 Prof Svcs-Legal 981,599 302,844 408,384 345,365 347,662 345,365 0.00%
69385 Prof Svcs-Commissions 645 330 630
69390 Prof Svcs-Personnel Hearings 147 349
69395 Prof Svcs-Recruitment 620 1,025 1,167
69410 Prof Svcs-Medical Case Mgmt 568,357 523,376 291,166 275,000 275,000 275,000 0.00%
69415 Prof Svcs-TPA Admin Fees 326,584 252,286 448,647 405,000 405,000 405,000 0.00%
69300 Professional Services 143,000 131,000 -100.00%
69300 Professional Services 7,763,716 5,913,094 6,453,049 6,241,467 9,717,194 5,825,445 -6.67%
69455 Cont Svcs-Printing Reproduction 316,096 300,801 407,913 340,659 340,344 177,410 -47.92%
69460 Cont Svcs-Oil Well 10,376
69465 Cont Svcs-Ambulance Services 2,180 56,858 43,970 4,500 4,500 4,500 0.00%
69470 Cont Svcs-Security 20,500 15,634 22,023 22,500 100.00%
69475 Cont Svcs-Emp Assist Program 60,346 36,861 44,600 70,000 70,000 70,000 0.00%
69480 Cont Svcs-Audiovisual 3,200 2,400 2,740 2,740 2,740 0.00%
69485 Cont Svcs-Microfilm/Doc Image 16,493 10,653 9,463 11,750 11,750 11,750 0.00%
69490 Cont Svcs-Refuse Collection 10,450,060 8,170,835 11,131,446 11,180,000 11,505,000 11,513,553 2.98%
69500 Cont Svcs-Janitorial 528,156 415,929 569,936 412,423 401,023 536,573 30.10%
69505 Cont Svcs-Other 9,316,832 7,133,114 11,358,408 12,445,124 14,821,069 11,156,863 -10.35%
69510 Cont Svcs-Animal Control 1,155,227 1,002,910 1,170,408 1,470,000 1,300,959 1,315,000 -10.54%
69515 Cont Svcs-Royalty Payments 38,860 17,200 29,235 105,667 105,667 40,644 -61.54%
69520 Cont Svcs-Advertising 81,069 21,148 36,708 48,389 45,306 57,200 18.21%
69535 Cont Svcs-Legal 3,415 6,274
69450 Other Contract Services (14,494)
69450 Other Contract Services 21,992,434 17,194,719 24,830,385 26,091,252 28,593,864 24,908,733 -4.53%
70100 Building Rental 70,000
70200 Equipment Rental 350,772 263,811 377,800 162,494 189,334 134,584 -17.18%
70300 Leases 7,841 3,025 224,800 224,800 224 800 0.00%
70000 Rental Expense 358,612 266,836 377,800 387,294 484,134 359,384 -7.21%
72225 Workers'Compensation 11,381,767 4,822,219 2,940,499 5,347,779 5,347,779 5,347,779 0.00%
72525 Liability 578,793 176,703 494,722 912,000 912,000 912,000 0.00%
72525 Liability Adj (422,671) (3,073,996)
72600 Settlements 120,000 190,068 862,200 500,000 500,000 500,000 0.00%
72000 Claims Expense (322,000)
72000 Claims Expense 12,080,560 4,766,320 1,223,424 6,759,779 6,437,779 6,759,779 0.00%
73010 General Liability Insurance 1,647,097 1,262,310 2,081,610 2,180,838 2,175,338 1,944,738 -10.83%
73020 Excess Workers'Comp Insurance 307,357 252,282 342,685 300,632 300,632 300,632 0.00%
73030 Aircraft/Watercraft Insurance 57,253 33,799 6,920 101,000 101,000 87,100 -13.76%
73040 Property Insurance 1,289,601 947,389 1,288,092 1,556,059 1,556,059 1,556,059 0.00%
73000 Insurance (250,000)
73000 insurance 3,301,308 2,495,780 3,719,307 4,138,529 3,883,029 3,888,529 -6.04%
74000 Pension Payments 4,143,998 3,389,037 4,766,002 3,445,744 5,045,744 934,000 -72.89%
74020 HB Visitors Conv Bureau 1,135,581 871,963 822,239
74040 CDBG Subgrantee#1 40,000 40,000 40,000 40,000 60,638 51.60%
74050 CDBG Subgrantee#2 5,000 5,000
74010 Contribution to Private Agency 250,000 250,000 225,000 1 -10.00%
54
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
ALL FUNDS
Combined Expenditure Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
74010 Contribution to Private Agency 5,284,579 4,305,999 5,628,241 3,735,744 5,335,744 1,219,638 -67.35%
75100 Metro Cities JPA 1,138,230 645,416 1,264,862 1,403,799 1,440,160 1,403,799 0.00%
75200 County of Orange 807,637 590,128 882,628 920,000 766,874 745,000 -19.02%
75250 Department of Justice 4,427 2,898 234 8,540 8,540 5,000 -41.45%
75260 State of CA 230,664 159,345 671,340 250,114 635,611 250,114 0.00%
75300 Grants 1,229,997 383,101 367,722 100,000 1,268,043 100,000 0.00%
75350 Taxes 462,724 614,049 572,920 710,500 710,500 704,500 -0.84%
75400 WOCWB Expense 1,700 2,100 2,000 2,500 2,500 2,500 0.00%
75000 Payments to Other GovernmentE 3,875,379 2,397,038 3,761,706 3,395,453 4,832,228 3,210,913 -5.43%
77200 To General Fund 7,628,739 6,232,449 8,694,911 9,430,209 9,430,209 8,694,792 -7.80%
77000 Interdepartmental Charges 7,628,739 6,232,449 8,694,911 9,430,209 9,430,209 8,694,792 -7.80%
78100 Expense Allowances 125,006 94,173 129,109 152,065 142,065 139,865 -8.02%
78200 Auto Allowances 201,796 157,372 204,821 223,702 217,402 220,032 -1.64%
78300 Tool Allowances 13,267 12,000 11,864 12,800 12,800 12,800 0.00%
78400 Uniform Allowances 345,457 330,683 344,424 360,500 360,500 352,900 -2.11%
78500 Cell Phone Allowances 56,960 43,361 53,075 60,000 60,000 60,000 0.00%
78000 Expense Allowances 742,486 637,588 743,292 809,067 792,767 785,597 -2.90%
79025 Permit Expense 1,120,639 385,461 1,121,678 1,227,690 1,227,690 1,278,260 4.12%
79050 Cash Over and Short 772 943 (12,964)
79075 Bad Debt Expense 1,114,768 575,305 1,183,410 950,000 950,000 950,000 0.00%
79100 Contingency (12,381) 237,037 (170,448) 219,000 218,375 201,500 -7.99%
79150 Discounts Lost (32,681) (16,084) (12,802)
79200 Extradition/Background 14,367 1,379 1,401 10,193 9,743 5,800 -43.10%
79350 Sales Tax Rebate 670,520 548,200 1,004,567 850,000 1,163,761 654,800 -22.96%
79500 CAL-Card-Dispute Charge 4,797 (300) (212)
79510 CAL-Card-Accidental Use (107) (18) 40
79600 Donation Expense 1,200 100.00%
79000 Other Expenses 2,880,693 1,731,923 3,114,671 3,256,883 3,569,568 3,091,560 -5.08%
60000 OPERATING EXPENSES 115,236,660 79,944,161 106,320,238 115,961,928 128,310,657 110,147,636 -5.01%
81100 Purchase Amount 2,619,704 643,070 3,376,810 633,600 4,209,039 -100.00%
81000 Land Purchase 2,619,704 643,070 3,376,810 633,600 4,209,039 -100.00%
82100 Water Improvements 2,095,141 7,282,901 9,079,397 3,600,000 8,013,395 3,465,000 -3.75%
82200 Buildings Improvements 4,173,054 733,466 780,554 275,668 2,943,112 316,500 14.81%
82300 Streets Improvements 9,977,128 4,680,992 9,208,095 8,406,156 16,744,674 7,500,000 -10.78%
82400 Parking Improvements 129,582
82500 Drainage Improvements 1,071,697 17,479 5,305 1,036,294
82600 Sewer Improvements 281,973 895,582 4,116,687 4,800,000 12,371,562 4,200,000 -12.50%
82700 Traffic Improvements 1,047,644 299,009 3,070,810 165,000 8,585,234 450,000 172.73%
82800 Other Improvements 2,927,509 3,577,435 3,074,995 895,000 5,227,320 737,500 -17.60%
82850 Street Lights Improvements 3,105,901 2,265,964 47,312 592,000 887,264 -100.00%
82900 Park Improvements 651,574 603,251 1,037,281 3,910,000 8,218,278 5,412,980 38.44%
82000 Improvements 3,095,000 4,029,581 2,852,500 -7.84%
82000Improvements 25,331,621 20,485,663 30,420,435 25,738,824 68,056,714 24,934,480 -3.13%
83400 Equipment-Radio 1,879,566 6,569
83600 Equipment-Safety 14,349 56,895 197,944 10,716
83700 Equipment-General 1,368,005 745,744 801,145 (3,411,856) 1,957,835 100.00%
83800 Equipment-Pumps 420,000
83900 E ui ment-Communications 4,024
55
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
ALL FUNDS
Combined Expenditure Detail by Object Account
Percent
FY 2016117 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
84000 Equipment-Information Services 221,949 916,541 1,073,286 45,000 603,812 -100.00%
84200 Equipment-Parking Meters 152,461 11,826
84300 Equipment-Water Meters 2,209,013 258,465 1,422,862 300,000 300.000 700.000 133.33%
83000 E ui ment 4,650 600 4,650.600 3,680,600 -20.86%
83000 Equipment 6,116,907 1,984,213 3,647,698 4,995,600 2,165,097 6,338,435 26.88%
85050 Automobile 1,345,904 570,868 746,449 1,983,439 303,000 100.00%
85100 Truck 699,212 965,166 441,535 645,000 1,077,051 340.000 -47.29%
85150 Motorcycle 87,195 93,454
85250 Aircraft 536,635 501,530 485,123 392,227
85300 Boat 16,453 198,485
85350 Other Vehicles 1,053,618 674,447 829,019 2,272,331 511,000 100.00%
85000 Vehicles 448,098
85000 Vehicles 3,651,822 2,799,206 2,595,580 645,000 6,371,631 1,154,000 78.91%
86100 Capital-Purchase Software 546,010 341,174 609,944 23,000 1,287.277 -100.00%
86200 Capital-License Software 134,613
86000 Capital-Software 35,000 45,000 100.00%
86000 Capital -Software 680,623 341,174 609,944 23,000 1,322,277 45,000 95.65%
87000 Capitalized PP&E Offset (3,264,243) (8,544,931) (13,207,446)
80000 CAPITAL EXPENDITURES 35,136,434 17,708,394 27,443,022 32,036,024 82,124,760 32,471,915 1.36%
88030 Principal 6,676,055 4,073,805 14,263,068 13,275,020 14,201,782 12,252.423 -7.70%
88035 Principal Exp Offset (3,763,179) (7,267,147)
88050 Interfund Principal Gen Fund 6,906
88070Interest 6,650,253 3,773,080 5,904,259 4,918,062 4,989,888 3,786,213 -23.01%
88150 Arbitrage 5,000 1,000 4,500 6,000 6,000 6,000 0.00%
88160 Payment to Fiscal Agent 30.839 12.710 24,966 30.710 30.710 28,990 -5.60%
88010 Debt Service Expenses 525.000 525.000 525,000 0.00%
88010 Debt Service Expenses 13,362,147 4,104,322 12,929,647 18,754,792 19,753,380 16,598,626 -11.50%
88185 Pass Through Payments 2,756 100.00%
88185 Pass Through Payments 2,756 100.00%
88205 Operating Transfers Out 13,830,136 29,962,098 25,971 211 21,175,284 11,860,411 13,386,401 -36.78%
88200 Transfers to Other Funds 13,830,136 29,962,098 25,971,211 21,175,284 11,860,411 13,386,401 -36.78%
88710 Normal Depreciation 19,092,677 14,564,625 20,993,677
88700 Depreciation 19,092,677 14,564,625 20,993,677
89250 Loans Made 411,336 76,650 864,795 5,282,074 672,701 -22.21%
89250 Loans Made 411,336 76,650 864,795 5,282,074 672,701 -22.21%
89350 Prior Period Adjustment 909,572
88000 NON-OPERATING EXPENSES 46,696,296 49,617,267 59,894,535 40,794,871 36,895,865 30,660,483 -24.84%
50000 EXPENDITURES 373,357,423 280,046,441 374,179,278 381,010,397 439,331,767 358,975,051
56
City of Huntington Beach
Adopted Budget - FY 2020/21
General Fund
Department Budget Summary by Object Account
ALL DEPARTMENTS COMBINED
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 78,579,746 59,356,990 79,593,433 83,905,598 81,893,498 80,844,081 -3.65%
Salaries, Temporary 4,058,779 2,645,926 4,137,125 4,468,435 4,197,480 4,337,204 -2.94%
Salaries, Overtime 12,224,861 9,341,273 11,946,950 9,056,453 9,321,656 8,568,254 -5.39%
Leave Payout 4,359,005 3,040,478 4,677,204 4,400,000 4,400,000 4,432,460 0.74%
Benefits 55,826,796 45,679,557 59,864,672 68,691,413 67,633,558 66,502,742 -3.19%
PERSONNEL SERVICES 155,049,187 120,064,224 160,219,383 170,521,899 167,446,193 164,684,741 -3.42%
OPERATING EXPENSES
Utilities 5,742,406 3,800,330 4,862,601 5,472,006 5,437,413 5,376,209 -1.75%
Purchased Water 33
Equipment and Supplies 5,426,567 4,411,820 5,799,816 5,720,758 6,309,394 5,508,261 -3.71%
Repairs and Maintenance 10,800,594 8,610,412 12,412,224 12,465,858 12,409,644 11,811,829 -5.25%
Conferences and Training 678,907 584,159 745,294 698,276 655,901 707,676 1.35%
Professional Services 4,468,843 3,366,493 3,854,791 3,068,345 5,110,372 2,782,551 -9.31%
Other Contract Services 5,584,451 4,592,064 6,293,744 5,763,581 5,658,278 5,904,638 2.45%
Rental Expense 300,792 243,213 321,411 315,134 317,150 288,384 -8.49%
Claims Expense 20,767 500,000 178,000 500,000 0.00%
Insurance 41,047 27,031 54,865 289,352 33,852 39,352 -86.40%
Contribution to Private Agency 1,135,581 871,963 822,239 250,000 250,000 225,000 -10.00%
Payments to Other Governments 2,413,017 1,852,329 3,106,419 3,042,839 3,301,634 2,858,299 -6.06%
Expense Allowances 711,840 611,148 710,786 773,567 757,267 754,597 -2.45%
Other Expenses 2,042.343 1,609,401 2,156,040 2,163,383 2,476,694 1,976,450 -8.64%
OPERATING EXPENSES 39,346,388 30,580,393 41,160,996 40,523,099 42,895,599 38,733,246 -4.42%
CAPITAL EXPENDITURES
Land Purchase 316,800 316,800 1,290,010 316,800 316,800 -100.00%
Improvements 6,920,431 1,628,847 230,003 253,481
Equipment 1,644,926 1,445,067 571 108,891
Vehicles 2,492,633 366,062 89,873 6,843
Capital-Software 134,613
CAPITAL EXPENDITURES 11,509,404 3,756,776 1,610,458 316,800 686,015 -100.00%
NON-OPERATING EXPENSES
Debt Service Expenses 1,175,781 397,355 1,563,655 1,069,220 1,873,567 2,064,538 93.09%
Transfers to Other Funds 11,723,937 28,053,955 24,357,292 19,190,398 9,360,874 11,425,756 -40.46%
NON-OPERATING EXPENSES 12,899,718 28,451,309 25,920,947 20,259,618 11,234,441 13,490,294 -33.41%
Grand Total 218,804,697 182,852,702 228,911,785 231,621,416 222,262,248 216,908,281 -6.35%
Personnel Summary 852.05 852.05 852.05 852.05 852.20 852.50 0.30
57
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
GENERALFUND
Combined Expenditure Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
51110 Base Salaries 70,596,686 53,457,362 71,637,908 76,730,996 77,787,014 80,085,892 4.37%
51111 Vacancy Attrition (2,105,150) (4,105,150) (8,642,831) 310.56%
51112 Seasonal Part Time 481,616 317,027 480,324 537,551 537,551 563,201 4.77%
51115Additional Pay 7,501,444 5,582,601 7,475,201 8,742,201 8,742,201 8,837,818 1,09%
51100 Salaries-Permanent (1,068,118
51100 Salaries-Permanent 78,579,746 59,356,990 79,593,433 83,905,598 81,893,498 80,844,081 -3.65%
52000 Salaries-Temporary 4,058,779 2,645,926 4,137,125 4,468,435 4,197,480 4,337,204 -2.94%
53020 Regular Overtime 5,617,920 4,562,222 5,595,175 5,344,453 5,355,237 4,856,254 -9.13%
53040 Minimum Staffing Overtime 5,314,612 3,779,697 5,069,320 3,712,000 3,930,342 3,712,000 0.00%
53050 Marine Safety Replacemt Overtime 183,035 166,992 205,567
53060 PT Overtime 1,084,396 813,309 1,052,638 36,077
53090 Other Overtime 24,899 19,053 24,250
53000 Salaries-Overtime 12,224,861 9,341,273 11,946,950 9,056,453 9,321,656 8,568,254 -5.39%
54110 Vacation Leave Payout 4,293,498 3,010,370 4,590,559
54120 Sick Leave Payout 65,507 30,108 86,645
54000 Leave Payout 4,400,000 4,400,000 4,432,460 0.74%
54000 Termination Payouts 4,359,005 3,040,478 4,677,204 4,400,000 4,400,000 4,432,460 0.74%
55002 Seasonal Part Time Benefits 428,341 428,877 428,341 0.00%
55100 CalPERS Payable 29,760,828 23,797,826 34,511,865 39,486,285 39,486,285 41,669,734 5.53%
55150 Retirement Supplement 3,889,544 3,860,069 3,557,839 3,561,484 3,061,484 833,427 -76.60%
55175 Workers'Compensation 6,712,382 6,317,530 6,442,619 6,424,621 6,424,621 6,314,432 -1.72%
55200 Health Insurance 10,394,249 7,685,846 10,794,503 13,556,290 13,553,385 13,506,601 -0.37%
55300 Other Insurances 3,251,815 2,696,260 2,766,985 3,358,533 2,858,533 2,159,823 -35.69%
56010 Deferred Compensation 34,558 20,791 40,429 108,515 108,515 70,221 -35.29%
56020 FICA Medicare 1,440,906 1,048,571 1,434,536 1,442,830 1,442,830 1,276,013 -11.56%
56100 Other Benefits 342,514 252,664 315,895 324,515 324,515 244,149 -24.76%
55000 Benefits (55,486)
55000 Benefits 55,826,796 45,679,557 59,864,672 68,691,413 67,633,558 66,502,742 -3.19%
51000 PERSONNEL SERVICES 155,049,187 120,064,224 160,219,383 170,521,899 167,446,193 164,684,741 -3.42%
61100 Cable TV 15,459 11,180 16,448 12,000 12,000 16,000 33.33%
61200 Electricity 3,403,205 2,037,075 2,477,713 3,268,500 3,268,500 3,268,500 0.00%
61300 Natural Gas 182,767 136,660 202,921 200,400 200,400 200,400 0.00%
61450 Telephone/Communications 792,987 580,406 627,190 819,106 784,513 719,309 -12.18%
61600 Water 11347,989 1,035,009 1,538,328 1,172,000 1,172,000 1.172 000 0.00%
61000 Utilities 5,742,406 3,800,330 4,862,601 5,472,006 5,437,413 5,376,209 -1.75%
62100 Purchased Water MWDOC 33
62000 Purchased Water 33
63025 Audiovisual Supplies 8,402 7,914 5,456 2,250 2,250 1,100 -51.11%
63050 Communication Supplies 34,124 32,508 53,359 14,000 26,903 23,500 67.86%
63075 Furniture Non-Capital 45,880 58,662 66,428 3,000 29,156 3,000 0.00%
63100 General Supplies 888,591 803,043 1,059,028 1,077,449 1,565,676 1,543,687 43.27%
63125 Office Supplies 325,760 242,084 311,008 365,494 368,398 238,811 -34.66%
63130 Office Water 358 181 1,391
63150 Radio Supplies 24,680 19,075 13,983 17,400 33,904 3,100 -82.18%
63225 Computer Supplies 249,276 188,540 247,536 93,991 142,784 100,394 6.81%
63295 Postage Deliveries 487,100 214,082 470,722 397,042 389,500 366,784 -7.62%
63445 Fuel 1,309,573 1,248,766 1,597,515 1,809,750 1,779,750 1,760,643 -2.71%
64000 Safety Supplies 595,583 420,526 552,975 664,917 681,466 425,300 -36.04%
58
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
GENERALFUND
Combined Expenditure Detail by Object Account
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
64100 Film 18,469 7,229 7,227 16,300 13,735 5,000 -69.33%
64110 Agricultural 19,886 5,145 9,881 24,000 24,000 24,000 0.00%
64115 Microfilm/Document Imaging 63,606 24,246 35,886 64,457 44,457 45,000 -30.19%
64140 Food 71,971 51,487 67,817 95,900 97,686 32,150 -66,48%
64165 Clothing/Uniforms 506,619 492,204 568,805 500,059 500,922 496,009 -0.81%
64190 Vehicle Supplies 10,994 29,468 28,499
64230 Awards and Presentations 51,152 26,872 36,779 30,350 31,699 21,850 -28.01%
64255 Shop Equipment Operating 9,247 9,241 8,148 12,400 47,400 -100.00%
64280 Signs 95,451 82,918 130,360 16,129 600 100.00%
64305 Chemicals 1,805 5,160 16,962 20,000 20,000 20,000 0,00%
64330 Fencing 18,059 13,549 9,402
64355 Building Supplies 30,702 18,950 11,060 8,909 8,909 -100.00%
64380 Irrigation Supplies 24,120 13,696 8,777 45,000 45,000 40,000 -11.11%
64405 Books/Subscriptions 259,681 190,527 243,530 233,876 223,156 143,108 -38.81%
64485 Dues and Memberships 214,849 161,849 197,173 176,864 175,364 173,075 -2.14%
64500 Certification 60,627 43,896 40,107 47,350 47,350 41,150 -13.09%
63000 E ui ment and Supplies (6,200)
63000 Equipment and Supplies 5,426,567 4,411,820 5,799,816 5,720,758 6,309,394 5,508,261 -3.71%
64570 Equipment Repairs Maintenance 899,716 646,503 1.199,863 983,981 998,678 1,467,124 49.10%
64620 Contracts for Repairs& Maintenance 5,581,713 4,438,843 6,644,412 6,118,301 6,186,268 5,956,461 -2.65%
64670 Traffic Signals Maintenance 83,617 39,496 105,752 158,790 100.00%
64720 Vehicle Maintenance 1,045,731 747,199 984,229 1,093,200 1,143,474 1,094,570 0.13%
64755 Vehicle Body Repair 90,387 126,986 116,244 70,000 70,000 70,000 0.00%
64770 Motorcycle Maintenance 31,279 22,192 29,971 40,000 40,000 40,000 0.00%
64820 Boat Maintenance 40,020 52,674 56,871 40,133 41,290 40,133 0.00%
64870 Computer Maintenance 1,296,781 1,302,234 1,725,625 1,621,031 1,602,178 1,541,882 -4.88%
67400 Other Maintenance 452,198 330,175 379,017 545,400 522,197 482,150 -11.60%
67450 Building and Grounds Maintenance 600,280 473,004 616,099 564,116 565,733 571,851 1.37%
67500 Oil Well Maintenance 70,181 44,939 85,483 58,200 58,200 58,200 0.00%
67550 Pest Control 35,898 24,522 37,449 43,000 43,000 43,000 0.00%
67600 Block Wall Maintenance 46,903 42,236 55,000 55,000 55,000 0.00%
67650 Water Maintenance 283,094 121,481 148,616 181,800 159,800 181,800 0.00%
67735 Radio Maintenance 18,052 13,469 12,678 29,612 29,612 14,712 -50.32%
67740 800 MHZ Maintenance 224,745 184,458 269,916 1,022,084 894,214 36,156 -96.46%
64520 Repairs and Maintenance 10,800,594 8,610,412 12,412,224 12,465,858 12,409,644 11,811,829 -5.25%
68550 Training 477,357 403,479 497,962 423,511 438,715 504,837 19.20%
68610 Conferences 190,508 167,021 219,139 252,165 203,586 186,889 -25.89%
68695 Hosted Meetings 11,042 13,658 28,194 22,600 22,600 15,950 -29.42%
68500 Conferences and Training (9,000)
68500 Conferences and Training 678,907 584,159 745,294 698,276 655,901 707,676 1.35%
69310 Prof Svcs-Appraiser 9,000 4,000 26,000 26,000 -100.00%
69315 Prof Svcs- Information Services 67,818 55,431 22,836 19,413 70,853 13,282 -31.58%
69325 Prof Svcs- Economic Analysis 8,000 8,000 -100.00%
69330 Prof Svcs-Labor Negotiations 43,740 22,190 41,475 28,500 57,474 -100.00%
69340 Prof Svcs- Property Mgmt 13,500
69360 Prof Svcs- Medical 226,616 162,649 305,880 182,775 167,684 162,678 -11.00%
69365 Other Professional Services 3,252,140 2,963,237 3,356,031 2,317,792 4,292,996 2,263,726 -2.33%
69370 Prof Svcs- Legal 868,265 161,483 122,422 342,865 342,865 342,865 0.00%
59
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
GENERALFUND
Combined Expenditure Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
69385 Prof Svcs-Commissions 645 330 630
69390 Prof Svcs- Personnel Hearings 147 349
69395 Prof Svcs-Recruitment 620 1,025 1,167
69300 Professional Services 143.000 131,000 -100.00%
69300 Professional Services 4,468,843 3,366,493 3,854,791 3,068,345 5,110,372 2,782,551 -9.31%
69455 Cont Svcs-Printing Reproduction 274,952 224,017 268,374 276,149 275,740 111,900 -59.48%
69460 Cont Svcs-Oil Well 10,376
69465 Cont Svcs-Ambulance Services 2,180 56,858 43,970 4,500 4,500 4,500 0.00%
69470 Cont Svcs-Security 20,500 15,634 22,023 22,500 100.00%
69475 Cont Svcs-Emp Assist Program 60,346 36,861 44,600 70,000 70,000 70,000 0.00%
69480 Cont Svcs-Audiovisual 3,200 2,400 2,740 2,740 2,740 0.00%
69485 Cont Svcs-Microfilm/Doc Image 16,493 10,653 9,463 11,750 11,750 11,750 0.00%
69500 Cont Svcs-Janitorial 528,156 415,929 569,936 412,423 401,023 536,573 30.10%
69505 Cont Svcs-Other 3,454,602 2,778,464 4,100,361 3,367,163 3,570,198 3,737,031 10.98%
69510 Cont Svcs-Animal Control 1,155,227 1,002,910 1,170,408 1,470,000 1,300,959 1,315,000 -10.54%
69515 Cont Svcs-Royalty Payments 38,860 17,200 29,235 105,667 105,667 40,644 -61.54%
69520 Cont Svcs-Advertising 26,520 20,762 29,100 43,189 40,700 52,000 20.40%
69535 Cont Svcs-Legal 3,415 6,274
69450 Other Contract Services (125,000)
69450 Other Contract Services 5,584,451 4,592,064 6,293,744 5,763,581 5,658,278 5,904,638 2.45%
70200 Equipment Rental 300,792 240,188 321,411 101,334 103,350 74,584 -26,40%
70300 Leases 3.025 213,800 213,800 213.800 0.00%
70000 Rental Expense 300,792 243,213 321,411 315,134 317,150 288,384 -8.49%
72225 Workers'Compensation 8
72525 Liability 250,000 250,000 250.000 0.00%
72600 Settlements 20,758 250,000 250,000 250.000 0.00%
72000 Claims Expense (322,000)
72000 Claims Expense 20,767 500,000 178,000 500,000 0.00%
73010 General Liability Insurance 41,047 27,031 54,865 289,352 283,852 39,352 -86.40%
73000 Insurance (250,000)
73000insurance 41,047 27,031 54,865 289,352 33,852 39,352 -86.40%
74020 HB Visitors Conv Bureau 1,135,581 871,963 822,239
74010 Contribution to Private Agency 250,000 250,000 225.000 -10.00%
74010 Contribution to Private Agency 1,135,581 871,963 822,239 250,000 250,000 225,000 -10.00%
75100 Metro Cities JPA 1,138,230 645,416 1,264,862 1,403,799 1,440,160 1,403,799 0.00%
75200 County of Orange 807,637 589,965 882,628 920,000 756,937 745,000 -19.02%
75250 Department of Justice 4,427 2,898 234 8,540 8,540 5,000 -41.45%
75260 State of CA 384,278 385,497
75300 Grants 1,498
75350 Taxes 462,724 614,049 572,920 710,500 710,500 704,500 -0.84%
75000 Payments to Other Governments 2,413,017 1,852,329 3,106,419 3,042,839 3,301,634 2,858,299 -6.06%
78100 Expense Allowances 125,006 94,173 129,109 152,065 142,065 139,865 -8.02%
78200 Auto Allowances 171,150 130,931 172,315 188,202 181,902 189,032 0.44%
78300 Tool Allowances 13,267 12,000 11,864 12,800 12,800 12,800 0.00%
78400 Uniform Allowances 345,457 330,683 344,424 360,500 360,500 352,900 -2.11%
78500 Cell Phone Allowances 56,960 43,361 53,075 60,000 60,000 60,000 0.00%
78000 Expense Allowances 711,840 611,148 710,786 773,567 757,267 754,597 -2.45%
79025 Permit Expense 321,645 277,503 332,598 353.790 353,790 366.850 3.69%
60
City of Huntington Beach
Adopted Budget - FY 2020/21
Expenditure Summary
GENERALFUND
Combined Expenditure Detail by Object Account
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Color Legend
Major Grouping Total
Minor Grouping Total
79050 Cash Over and Short 772 943 (12,165)
79075 Bad Debt Expense 1,082,176 563,190 1,043,687 950,000 950,000 950,000 0.00%
79100 Contingency (19,147) 234,787 (200,873)
79150 Discounts Lost (32,681) (16,084) (12,802)
79200 Extradition/Background 14,367 1,379 1,199 9,593 9,143 4,800 -49.96%
79300 Procurement Card Charges 1,004,567 1,163,761 654,800 100.00%
79350 Sales Tax Rebate 670,520 548,200 (212) 850,000 -100.00%
79500 CAL-Card-Dispute Charge 4,797 (499) 40
79510 CAL-Card-Accidental Use 107 18
79000 Other Expenses 2,042,343 1,609,401 2,156,040 2,163,383 2,476,694 1,976,450 -8.64%
60000 OPERATING EXPENSES 39,346,388 30,580,393 41,160,996 40,523,099 42,895,599 38,733,246 -4.42%
81100 Purchase Amount 316,800 316,80 1,290,010 316,800 316,800 -100.00%
81000 Land Purchase 316,800 316,800 1,290,010 316,800 316,800 -100.00%
82200 Buildings Improvements 3,533,350 425,676
82300 Streets Improvements 2,195,615 621,897
82400 Parking Improvements 104,932
82800 Other Improvements 1,191,467 476,342 230,003 226,780
82000 Improvements 26,701
82000Improvements 6,920,431 1,628,847 230,003 253,481
83600 Equipment-Safety 14,349
83700 Equipment-General 1,210,577 716,249 108,891
83800 Equipment-Pumps 420,000
84000 E ui ment-Information Services 728,818 571
83000 Equipment 1,644,926 1,445,067 571 108,891
85050 Automobile 1,276,111 6,843
85100 Truck 305,619 266,274
85250 Aircraft 536,635 4,916
85300 Boat 16,453
85350 Other Vehicles 357,815 94,872 89,873
85000 Vehicles 2,492,633 366,062 89,873 6,843
86200 Capital- License Software 134,613
86000 Capital -Software 134,613
80000 CAPITAL EXPENDITURES 11,509,404 3,756,776 1,610,458 316,800 686,015 -100.00%
88030 Principal 981,055 310,626 1,378,668 864,120 1,592,141 1,860,727 115.33%
88070Interest 185,726 86,728 176,797 195,100 271,426 193,811 -0.66%
88160 Payment to Fiscal Agent 9,000 8,190 10,000 10,000 10,000 0.00%
88010 Debt Service Expenses 1,175,781 397,355 1,563,655 1,069,220 1,873,567 2,064,538 93.09%
88205 Operating Transfers Out 11,723,937 28,053,955 24,357,292 19,190,398 9,360,874 11,425,756 -40.46%
88200 Transfers to Other Funds 11,723,937 28,053,955 24,357,292 19,190,398 9,360,874 11,425,756 -40.46%
88000 NON-OPERATING EXPENSES 12,899,718 28,451,309 25,920,947 20,259,618 11 234 441 13,490,294 -33.41%
50000 EXPENDITURES 218,804,697 182,852,702 228,911,785 231,621,416 222,262,248 216,908,281 -6.351
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62
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
ALL FUNDS
FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 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 11.00 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 22.00 22.00 22.00 22.00 23.00 1.00
Community Development 49.50 49.50 49.50 49.50 51.50 2.00
Community Services 36.00 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
Information Services 30.00 30.00 30.00 30.00 29.00 (1.00)
Library Services 28.25 28.25 28.25 28.25 28.25 0.00
Police 364.50 364.50 364.50 365.50 365.50 0.00
Public Works 207.00 207.00 207.00 207.00 207.00 0.00
Total 986.25 986.25 986.25 987.25 989.25 2.00
GENERALFUND
FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 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 11.00 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 17.20 17.20 17.20 17.35 18.35 1.00
Community Development 45.17 45.17 45.17 45.17 46.67 1.50
Community Services 30.75 30.75 30.75 30.75 31.25 0.50
Finance 31.42 31.42 31.42 31.42 31.42 0.00
Fire 194.10 194.10 194.10 194.10 194.20 0.10
Information Services 27.00 27.00 27.00 27.00 26.00 (1.00)
Library Services 28.16 28.16 28.16 28.16 28.16 0.00
Police 362.50 362.50 362.50 362.50 362.50 0.00
Public Works 97.75 97.75 97.75 97.75 95.95 1 (1.80)
Total 852.05 852.05 852.05 852.20 852.50 0.30
Note: Reflects the Table of Organization for Fiscal Year 2020/21; however,25 positions are defunded.
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64
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
City Council
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
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 1 8.00 1 8.00 8.00 8.00
Mayor and Council Members are not included in the FTE Count.
City Attorney
Actual Actual Adopted Revised Adopted
Title FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Chief Assistant City Attorney 1.00 1.00 2.00 2.00 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
Legal Assistant 3.00 2.00 2.00 2.00 2.00
Senior Deputy City Attorney 3.00 3.00 3.00 3.00 3.00
Senior Legal Assistant 1.00 1.00 1.00 1.00
Senior Trial Counsel 1.00 1.00
TOTAL 11.00 11.00 11.00 11.00 11.00
City Clerk
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
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
City Treasurer
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
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 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
City Manager
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Administrative Assistant' 2.00 2.00 2.00 2.00 2.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Assistant to the City Manager 1.00 1.00 1.00 2.00 2.00
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
Director of Human Resources 1.00 1.00 1.00
Director of Organizational Learning & Engagement 1.00 1.00
Energy Project Manager 1.00 1.00
Executive Assistant 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
Principal Administrative Analyst 2.00
Project Manager 1.00
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 Management Analyst* 1.00 1.00 1.00 1.00 1.00
TOTAL 22.00 22.00 22.00 22.00 23.00
*FY 2019/20 -The Human Resources Department became a Division of City Manager's Department.
Historical data has been moved for better comparison.
66
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Community Development
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Administrative Aide' 1.00 1.00 1.00
Administrative Analyst* 1.00 1.00 1.00 1.00 1.00
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* 2.50 2.50 2.50 2.50 2.50
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 II 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 Officer 1 1.00 1.00 1.00 1.00 2.00
Code Enforcement Officer II 2.00 2.00 2.00 2.00 3.00
Code Enforcement Supervisor 1.00 1.00 1.00 1.00 1.00
Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00
Deputy Director of Community Development` 1.00 1.00 1.00 2.00 2.00
Deputy Director of Economic Development* 1.00 1.00 1.00
Director of Community 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
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 1.00 1.00 1.00 1.00
Principal Administrative Analyst" 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
Principal Planner 1.00
Real Estate & Project Manager' 1.00 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 2.00 2.00 2.00 2.00
Senior Permit Technician 3.00 3.00 3.00 3.00 3.00
Senior Planner 1 3.00 1 3.00 13.00 3.00 2.00
TOTAL 1 49.50 1 49.50 1 49.50 49.50 51.50
'FY 2019/20 -The Office of Business Development Division transferred from City Manager's Department.
Historical data has been moved for better comparison.
67
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Community Services
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21
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
Community Services & Recreation Specialist 8.00 8.00 8.00 8.00 8.00
Community Services Manager 2.00 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
Maintenance Service Worker 1.00
Maintenance Worker 1.00 1.00 1.00 1.00
Office Assistant II 1.00 1.00 1.00 1.00 1.00
Park Development Project Coordinator 1.00 1.00
Parking Meter Repair Technician 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 2.00 2.00 2.00 2.00
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 36.00 36.00 36.00 36.00 1 36.00
68
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Finance
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Accounting Technician II 9.00 9.00 9.00 9.00 9.00
Accounting Technician Supervisor 1.00 1.00 1.00 1.00 1.00
Administrative Analyst 0.50 0.50 0.50 0.50 0.50
Administrative Assistant 1.50 1.50 1.50 1.50 1.50
Assistant Chief Financial Officer 1.00 1.00 1.00 1.00
Business License Supervisor 1.00 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
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 1.00 2.00
Project Manager 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 4.00 3.00 3.00 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
69
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Fire
Actual Actual Adopted Revised Adopted
Title FY 2017118 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21
Accounting Technician II 2.00 2.00 2.00 2.00 2.00
Administrative Aide 1.00 1.00 1.00 1.00 1.00
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 Fire Captain 3.00 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
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 Marshal" 1.00
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 1.00 1.00
TOTAL 1 198.00 1 198.00 1 198.00 198.00 198.00
"Pending classification approval by the Personnel Commission.
70
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Information Services
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21
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 4.00 4.00 4.00 4.00 4.00
Information Technology Analyst II 3.00 3.00 3.00 3.00 3.00
Information Technology Analyst III 1.00 1.00 1.00 1.00 1.00
Information Technology Analyst Senior 5.00 5.00 5.00 5.00 5.00
Information Technology Analyst IV 4.00 4.00 4.00 4.00 3.00
Information Technology Technician 1 2.00 2.00 2.00 2.00 2.00
Information Technology Technician 111 1.00 1.00 1.00 1.00 1.00
Information Technology Technician IV 1.00 1.00 1.00 1.00 1.00
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 Information Technology Technician 2.00 2.00 2.00 2.00 2.00
Senior Telecommunication Technician 1.00 1.00 1.00 1.00 1 1.00
TOTAL 30.00 1 30.00 30.00 30.00 29.00
Library Services
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Accounting Technician 11 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 5.00 5.00 5.00 5.00 5.00
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 1.00 1.00
TOTAL 28.25 28.25 28.25 28.25 28.25
71
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Police
Actual Actual Adopted Revised Adopted
Job Description FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Accounting Technician II 3.00 3.00 3.00 3.00 3.00
Administrative Analyst Senior 2.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Assistant Chief of Police 1.00 1.00 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 11.00 13.00 13.00 13.00 13.00
Crime Analyst 1.00 1.00 1.00 1.00 1.00
Crime Scene Investigator 4.00 2.00 2.00 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
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 9.00 9.00 9.00 9.00
Police Officer 191.00 190.00 190.00 191.00 191.00
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 28.00 28.00 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 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 2.00 2.00 2.00 2.00
TOTAL 364.50 364.50 364.50 365.50 365.50
72
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Public Works
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
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 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 3.00
Beach Maintenance Crewleader' 2.00 2.00 2.00 2.00 2.00
Beach Maintenance Service Worker* 1.00 1.00 1.00 1.00 1.00
Beach Operations Supervisor' 1.00 1.00 1.00 1.00 1.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Civil Engineering Assistant 2.00 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 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 1 4.00 1 4.00 4.00 1 4.00
73
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Public Works (continued)
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21
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
Principal Civil Engineer 5.00 4.00 4.00 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 1.00 1.00 1.00 1.00
Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00
Senior Traffic Engineer 1.00 2.00 2.00 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
74
City of Huntington Beach
Adopted Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Public Works (continued)
Actual Actual Adopted Revised Adopted
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
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
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 1.00 1 1.00 1.00
TOTAL 207.00 207.00 207.00 207.00 207.00
CITYWIDE TOTAL 986.25 986.25 986.25 987.25 989.25
75
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City of Huntington Beach
Adopted Budget-FY 2020/21
Estimated Changes to Fund Balances"
ALL FUNDS
Estimated Adopted Adopted Adopted Estimated Percent Change
Fund Balance Use of Fund Revenue Expense Fund Balance to
Fund Fund Description 6/30120 Balance FY 2020/21 FY 2020/21 6/30121 Fund Balance
100 General Fund 67,705,401 216,908,281 216,908,281 67.705,401 0.00%
101 Specific Events 472,592 702,500 702,500 472,592 0.00%
122 Inmate Welfare Fund 61,507 37,000 3,000 40,000 24,507 -60.16%
201 Air Quality Fund,,, 426,785 290,482 250,000 540,482 136,303 -68.06%
204 Fourth of July Parade 77,526 407,300 407,300 77,526 0.00%
206 Traffic Impact,,, 2,122,904 195,000 195,000 1,927,904 -9.19%
207 Gas Tax Fund 151 340,031 2,806,250 2,350,000 796,281 134.18%
209 Park Acquisition&Development„, 4,004 3,980 3,980 24 -99.40%
210 Sewer,,, 1,974,163 1,340,000 160,000 1,500,000 634,163 -67.88%
211 Drainages, 2,440,393 150,000 100,000 2,490,393 2.05%
212 Narcotics Forfeiture-Federal,,, 537,132 263,600 263,600 273,532 -49.08%
213 Measure M Fund,,, 913,599 390,590 3,007,578 3,398,168 523,009 -42.75%
215 Rehabilitation Loans,,, 697,287 190,000 190,000 507,287 -27.25%
216 Property and Evidence,,, 106,939 50,000 50,000 56,939 -46.76%
217 Affordable Housing In-Lieu,5) 454,552 545,686 200,000 800,238 76.05%
219 Traffic Congestion Relief 42(5) 274,823 1,535,446 1,200,000 610,269 122.06%
225 Gun Range Settlement„, 346,370 30,000 30,000 316,370 -8.66%
226 Quimby Fund,,, 741,458 521,333 70,000 591,333 220,126 -70.31%
228 Park Dev Impact-Res,) 8,667,847 4,783,370 315,000 5,098,370 3,884,477 -55.19%
229 Library Dev Impact(,, 1,222,150 200,000 200,000 1,022,150 -16.36%
231 Fire Facilities Dev Impact„, 306,541 280,000 280,000 26,541 -91.34%
233 Housing Residual Receipts,5, 1,199,523 200,000 50,000 1,349,523 12.50%
234 Disability Access Fund 161,678 84,000 84,000 161,678 0.00%
239 CDBG,,, 65,859 65,859 1,437,224 1,503,083 -100.00%
240 HOME 619,677 619,677 0.00%
243 Surf City"Y Cable Channels, 701,739 605,000 352,500 954,239 35,98%
308 In-Lieu Parking Downtown 532,934 38,000 38,000 532,934 0.00%
314 Infrastructure Fund,, 4,775,933 1,320,335 3,000,000 4,320,335 3,455,598 -27.65%
322 ELM Automation Fund„) 307,098 71,201 360,000 431,201 235,898 -23.18%
324 Equipment Fund 4,575,462 3,680,600 3,680,600 4,575,462 0.00%
350 RORF12&3) (28.737.470) 6,925,824 6,925,824 28.737,470i 0.00%
352 LMIHAF ) 6,007,876 360,122 380,000 740,122 5,647,754 -5.99%
401 Debt Svc HBPFA,,, 8,729,922 2,638,063 1,334,250 3,972,313 6,091,859 -30.22%
405 Debt Svc Grand Coast CFD 2000-1 2,021,397 1,092,273 1,092,273 2,021,397 0.00%
406 Debt Svc Mello Roos 366,806 183,910 183,910 366,806 0.00%
408 Debt Svc McDonnell CFD 2002-1 819,245 416,448 416,448 819,245 0.00%
410 Debt Svc Bella Terra 3,115,908 2,412,399 2,412,399 3,115,908 0.00%
501 CUPA 52,075 277,478 277,478 52,075 0.00%
504 Refuse Collection Service(5) (64,306) 12,628,753 12,622,020 (57,572) -10.47%
506 Water,,, 25,056,829 2,913,742 40,781,610 43,695,352 22,143,087 -11.63%
507 Water Master Plan,,, 15,183,363 3,766,760 3,060,000 15,890,123 4.65%
508 WOCWB„, 2,164,348 1,000,000 649,000 1,649,000 1,164,348 46.20%
511 Sewer Service Fund,,, 24,813,293 1,382,707 10,747,168 12,129,875 23,430,586 -5.57%
551 Self Insurance Workers'Comp(28a) (12,192.552) 7,153,578 7,153,578 12'92552; 0.00%
552 Self Insurance General Liab,,) 1,878,725 1,563,931 3,323,691 4,887,622 314,794 -83,24%
702 Retiree Insurance Fund 28,957,543 66,000 66,000 28,957,543 0.00%
703 Retirement Supplement 56,769,597 934,000 934,000 56,769,597 0.00%
704 Fire JPA Fund,,, 239,977 13,984 405,866 419,850 225,993 -5.83%
709 BID-Hotel/Motel 4,380,000 4,380,000 0.00%
710 BID-Downtown 107,466 90,000 90,000 107,466 0.00%
711 Parking Structure-Bella Terra 216,773 739,484 739,484 216,773 0.00%
712 Parking Structure-Strand„) 2,649,822 37,976 1,402,608 1,440,584 2,611,846 -1.43%
807 Energy Efficiency 1,746,804 18,000 18,000 1,746,804 0.00%
960 Used Oil OPP1 ,,, 63,007 55,000 55,000 8,007 -87.29%
963 Sr Mobility Program 109 213,872 213,872 109 -0.01%
979 AB109 Public Safety Realignment(1) 151,704 78,725 40,000 118,725 72,979 -51.89%
984 SLESF Grant 12/13 1,955,749 220,000 220,000 1,955,749 0.00%
1228 CalRecycle City/County CRV 120,859 49,984 49,984 120,859 0.00%
1233 OC RMDZ 6,000 6,000 0.00%
1246 CENIC E-Rate p, (25.505) 60,000 60,000 (25.505 0.00%
1247 Arterial Rehab,5, 98,216 3,271,142 3,180,000 189,358 92.80%
1252 Office of Traffic Safety 18/19n, 1,759 1,759 1,759 -100.00%
1257 Office of Traffic Safety 19/20 435,173 435,173 0.00%
Total 244,483,566 20,078,756 341,290,812 358,975,051 226,799,327 -7.23%
'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
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78
City of Huntington Beach
Fund Descriptions
GENERAL FUND TYPE
General Fund (Fund 100)
The General Fund is the City's single largest fund type and is used to account for unrestricted
revenues. The City's General Fund is the main operating fund for non-restricted revenues such as
general taxes and fees. Appropriations may be made from the General Fund for City activities.
This fund is used to account for basic City services such as police, fire, recreation, planning and
general administration and includes all financial resources except those required to be accounted
for in another fund.
SPECIAL REVENUE FUNDS
Specific Events (Fund 101)
This fund is used by various departments to charge staff time and expenses associated with major
Specific Events. This fund also includes film permits managed by the Office of Business
Development.
Inmate Welfare (Fund 122)
The California Penal Code Section 4025, allows for the City's Chief of Police to maintain a fund for
the benefit, education, entertainment, support, and welfare of the inmates confined within the City
Jail. The funds come from the intake of commissions received from the inmate pay phone service
contract.
Air Quality Management District (AQMD) (Fund 201)
Expenditures are restricted to emission reduction projects, programs, or vehicle purchases.
Revenues to this fund are from a subvention from vehicle license fees.
Fourth of July Parade (Fund 204)
This fund is used for the annual citywide 4th of July Celebration which includes a parade, run/fitness
expo, festival, and fireworks. Revenues are generated from a variety of sources including fees,
ticket sales, sponsorships, merchandise sales, and a portion of parking revenues.
Traffic Impact Fund (TIF) (Fund 206)
Expenditures are restricted to roadway capacity projects or other projects that affect the
performance of the street system to offset in the impacts of new development. Revenues are from
development impact fees levied on new development in the City.
Gas Tax (Fund 207)
Monies in the fund are from the City share of State Highway Users Tax (HUT). Use of funds is
restricted to maintenance, rehabilitation, and construction of elements within the street right-of-way
as allowed under the Street and Highway Code.
Park Acquisition & Development (Fund 209)
The funds collected from Parkland Acquisition and Park Facilities Development Impact Fee shall
be used to fund the "costs of providing the acquisition, relocation and expansion of parkland and
park facilities development, attributable to new residential and nonresidential construction."
79
City of Huntington Beach
Fund Descriptions
Therefore, the expenses represent all costs and professional design consultant costs. Specifically,
the fees may be used as follows: 1) the acquisition of additional property for the expansion of
parkland and community facilities development; 2)the construction of new parks and park facilities
and community use facilities; 3) the funding of a master plan to identify capital facilities to serve
new parkland and park facilities and community use facilities development; 4)the cost of financing,
projects identified in the City's General Plan, the Master Facilities Plan included in the Nexus
Report, The City's Capital Improvement Plan, the adopted annual City of Huntington Beach Budget,
or City Council approved park acquisition and development projects.
Planned Local Drainage (Fund 211)
Expenditures are restricted to storm sewer projects to mitigate the impacts of development.
Revenues are from development impact fees levied on new development in the City.
Narcotics Forfeiture - Federal (Fund 212)
The Police Department participates in the Orange County Regional Narcotics Suppression Program
with a sergeant and detective assigned to the task force. The overtime for the sergeant and
detective are paid from this fund which is funded through an Equitable Sharing Agreement.
Measure M (Fund 213)
Measure M2 Turn-back funds are restricted to Right of Way expenditures on those streets listed in
the Master Plan of Highways. A portion of the County's sales tax funds the program.
Narcotics Forfeiture - State (Fund 214)
Asset Forfeiture funds come from the seizure and eventual forfeiture of property and/or currency
used in criminal activities. The State forfeitures are divided into two funds with Fund 214 receiving
85% of the revenue and the remaining 15% is allocated to fund 971.
Rehabilitation Loans (Fund 215)
The City of Huntington Beach manages a Federal Housing and Urban Development (HUD)
Community Development Block Grant(CDBG) Revolving Loan Program for Housing Rehabilitation.
Funds are expended as both grants and loans for very-low and low income eligible clients.
Property & Evidence (Fund 216)
The Property & Evidence Fund is for unclaimed cash and the proceeds from unclaimed property
which has been auctioned or salvaged.
Traffic Congestion Relief Prop 42 (Fund 219)
Revenues are from the City's share of State Highway Users Tax (HUT). Use of funds is restricted
to maintenance, rehab and construction of elements within the street right-of-way as established by
Assembly Bill 2928.
Gun Range Settlement (Fund 225)
This fund was established with monies received as part of a settlement agreement with various
cities and agencies that used the former Gun Range facility located in Huntington Central Park. This
fund is restricted for re-use and development of the site per the settlement agreement. No additional
revenues will be added to the fund.
80
City of Huntington Beach
` Fund Descriptions
Quimby Fund (Fund 226)
The source of revenues for this fund is from park-in-lieu fees generated from new development
projects requiring tract maps or parcel divisions. The Quimby Act, within the Subdivision Map Act,
authorizes the City to require the dedication of land or to impose fees for park or recreational
purposes as a condition of approval of a tentative or parcel subdivision map.
Police Facilities Development Impact Fees (Fund 227)
The funds collected from the Police Facilities Development Impact Fee are used to fund the costs
of providing police services attributable to new residential and nonresidential construction and shall
include: 1) the cost of providing the acquisition, construction, furnishing of new buildings; 2)
purchase of new specialty equipment and vehicles; 3) development of a Master Plan to identify
capital facilities; and 4)the cost financing, projects identified in the City's General Plan, The Master
Facilities Plan included in the Nexus Report, the City's Capital Improvement Plan, or City Council
approved development projects.
Park Impact Fee— Residential (Fund 228)
The funds collected from Parkland Acquisition and Park Facilities Development Impact Fee are
used to fund the "costs of providing the acquisition, relocation and expansion of parkland and park
facilities development, attributable to new residential and nonresidential construction." Therefore,
the expenses represent all costs and professional design consultant costs. Specifically, the fees
may be used as follows: 1) the acquisition of additional property for the expansion of parkland and
community facilities development; 2) the construction of new parks and park facilities and
community use facilities; 3) the funding of a master plan to identify capital facilities to serve new
parkland and park facilities and community use facilities development; 4) the cost of financing,
projects identified in the City's General Plan, the Master Facilities Plan included in the Nexus
Report, The City's Capital Improvement Plan, the adopted annual City of Huntington Beach budget,
or City Council approved park acquisition and development projects.
Library Development Impact Fee (Fund 229)
Library Development Impact fees can be used to purchase library materials or to plan for additional
or new library spaces and facilities. The Library uses the fund to expand collections at all locations,
as allowed under the Municipal Code Chapter 17.67. The Library also plans to begin the
development of a Library Facilities Master Plan to look at the need for additional and new library
space, as allowed by the Municipal Code Chapter 17.67.
Fire Facilities Development Impact Fees (Fund 231)
The funds collected from the Fire Facilities Development Impact Fees are used to fund the costs of
providing additional fire suppression/medic facilities, vehicles and specialty equipment attributable
to new residential and nonresidential construction and shall include: 1)the acquisition of additional
property for Fire Department facilities; 2) the construction of new facilities for Fire Department
services; 3)the furnishing of new buildings or facilities for Fire Department services;4)the purchase
of new specialty equipment and vehicles for Fire Department services; 5) the funding of a Master
Plan to identify capital facilities to serve new Fire Department development; and 6) the cost of
financing projects identified in the City's General Plan, the Master Facilities Plan included in the
Nexus Report,the City's Capital Improvement Plan, or City Council approved development projects.
81
City of Huntington Beach
Fund Descriptions
Housing Residual Receipts (Fund 233)
Pursuant to Redevelopment Dissolution, the City receives former Redevelopment Housing
Residual Receipt payments, rehabilitation loan processing, subordinations, demand, and
Conveyance fees. The funds are used for required housing compliance services and other items.
Disability Access Fund (Fund 234)
Legislative requirement from AB 1379 requires the City retain 90% of the fees collected, beginning
on and after January 1, 2018, and until December 31, 2023. The bill also requires the moneys
retained by the City be deposited in a special fund, established by the City, to be used for increased
Certified Access Specialist(CASp) Property Inspection training and certification,thereby making an
appropriation by expanding the purposes for which the retained moneys are required to be spent.
Park Development Impact— Non Res (Fund 235)
The funds collected from Parkland Acquisition and Park Facilities Development Impact Fee shall
be used to fund the "costs of providing the acquisition, relocation and expansion of parkland and
park facilities development, attributable to new residential and nonresidential construction."
Therefore, the expenses represent all costs and professional design consultant costs. Specifically,
the fees may be used as follows: 1) the acquisition of additional property for the expansion of
parkland and community facilities development; 2)the construction of new parks and park facilities
and community use facilities; 3) the funding of a master plan to identify capital facilities to serve
new parkland and park facilities and community use facilities development; 4)the cost of financing,
projects identified in the City's General Plan, the Master Facilities Plan included in the Nexus
Report, The City's Capital Improvement Plan, the adopted annual City of Huntington Beach budget,
or City Council approved park acquisition and development projects.
Public Art in Parks (Fund 236)
The funds collected from Parkland Acquisition and Park Facilities Development Impact Fee shall
be used to fund the "costs of providing the acquisition, relocation and expansion of parkland and
park facilities development, attributable to new residential and nonresidential construction." The
fees collected for this fund represent 2% of development impact fees received from residential
development and are to be used to fund public art in City parks.
Community Development Block Grant (CDBG) (Fund 239)
The City receives Federal Grant funds from the Department of Housing and Urban Development
(HUD)to be used to fund various projects as listed under the City's Consolidated Plan. The Citizen
Participation Advisory Board (CPAB) makes recommendations in March based on current year's
allocation. Any amount of carry-over and unallocated funds are regularly reviewed.
HOME (Fund 240)
HOME programs fund a wide range of activities involving affordable housing in the City including
Affordable Housing Projects, TBRA programs, and Administration. The Federal funds received are
based on Housing and Urban Development's (HUD) annual allocation
Surf City"Y Cable Channel Operations (Fund 243)
This fund is used to operate the Public, Educational, Governmental (PEG) Channel 3. Funds
received from the Cable operators through the 1% PEG fee and 5% franchise fee can be used to
purchase equipment, software, and production services to provide quality local programming to
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City of Huntington Beach
- Fund Descriptions
residents through the City's Channel 3. PEG funds are restricted and can only be used for capital
expenses, video production, and municipal fiber (to connect City facilities).
ELM Automation Funds (Fund 322)
The Enterprise Land Management (ELM) system is used by Community Development, Public
Works, Fire Department, and Finance for citywide issuance of permits, building inspections,
planning applications, code enforcement cases and business licenses. Revenues are received
from Automation Fees charged as a percentage of all development, permit and prevention fees for
Planning, Building, Public Works, and Fire and are used for replacement costs and maintenance
expenditures related to the system.
Certified Unified Program Agency (CUPA) (Fund 501)
The Hazardous Materials Disclosure Program was established in response to two nationwide high
profile accidents involving hazardous materials in 1984 and 1985. The program's primary function
is to help emergency responders identify, monitor, and assist businesses using or storing hazardous
materials, helping to reduce the probability of accidents involving hazardous materials. The
program is coordinated through a contractual agreement with the Orange County Health Care
Agency's Certified Unified Program Agency (CUPA), who invoices and collects disclosure-related
fees.
Energy Efficiency (Fund 807)
The City collects revenue from electric vehicle charging stations installed at various locations
throughout the City through a revenue sharing agreement with ChargePoint, Inc. This revenue is
used to fund energy efficiency projects.
Jail Training Grant (Fund 838)
This is for an annual training plan funded by the Standards and Training for Corrections (STC)
through the Board of State and Community Corrections grant. This plan authorizes expenditures
for training.
OCTA Grants (Fund 873)
A grant fund for roadway improvement is obtained from Orange County Transportation Authority
(OCTA). Matching funds are typically budgeted in the various gas tax funds.
Used Oil OPP10 19/21 (Fund 960)
A federal grant fund to assist in developing and maintaining an on-going used oil and used oil filter
collection/recycling program.
Senior Mobility Program (Fund 963)
The City has an agreement with the Orange County Transportation Authority (OCTA) for the
provision of senior transportation services. The funds are based on 1% of actual Measure M sales
tax revenue. The agreement has been in place for many years with the current agreement expiring
June 2021. The grant funds are used to cover salaries & benefits for the Transportation
Coordinator, Senior Services Assistant, 25% of an Office Assistant II, as well as temporary salaries
and some operating expenses.
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City of Huntington Beach
Fund Descriptions
Master Plan of Arterial Highways (Fund 965)
A federal grant fund used for the Atlanta Avenue Widening project.
Bridge Preventive Maintenance Program (Fund 970)
A federal grant fund used for major preventive maintenance projects on several of the City's bridges.
Asset Forfeiture 15% State (Fund 971)
Asset Forfeiture funds come from the seizure and eventual forfeiture of property and/or currency
used in criminal activities. The State forfeitures are divided into two funds with Fund 214 receiving
85% of the revenue and the remaining 15% being allocated to Fund 971. The 15% portion going
to Fund 971 is to be used for funding programs to combat drug abuse and divert gang activity.
AB 109 Public Safety Realignment (Fund 979)
Public Safety Realignment was enacted in 2011 with the signing of Assembly Bill 109 which
provided a portion of the Vehicle License Fees go to local law enforcement.
SLESF Grant 12/13 (Fund 984)
Supplemental Law Enforcement Services Funds (SLESF) are allocated to local law enforcement
agencies for front line law enforcement services and must be used to supplement existing funding.
Highway Safety Improvement Program (HSIP) (Fund 995)
A federal grant fund for traffic signal improvement projects at several locations in the City.
CalRecycle City/County CRV (Fund 1228)
This is an annual payment grant program which provides cities and counties with funds from
CalRecycle's beverage container recycling program. Funding per jurisdiction is pre-determined by
the State on a per capita basis. Funds shall only be used for activities related to beverage container
recycling and litter reduction.
Recycling Market Development Zone (Fund 1233)
The City is the Zone Administrator for the Recycling Market Development Zone -this is an incentive
program from the State of California (CalRecycle) and is not a grant. This program will cover funds
to market and develop the Zone. Funds will be used for marketing, education and outreach, Zone
Works Training in Sacramento (2 x per year for 2 people), media and graphic services, and various
registration at conferences
Sustainable Business Certification Program (Fund 1234)
The CAGBN is a non-profit organization that oversees thirty-four (34) programs operated by
Chambers of Commerce, cities, and counties throughout California. These programs provide
support and assistance to help certify small and medium-sized business partners (SMBs) that
voluntarily adopt environmentally preferable business practices. These practices include increased
energy efficiency, reduced greenhouse gas emissions, water conservation, and waste reduction.
Each of the existing thirty-four(34) local green business programs will receive $10,000 to accelerate
the rate at which they are able to serve businesses through onsite technical assistance and by
linking business owners/managers to available rebates and resources.
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City of Huntington Beach
Fund Descriptions
Library CaIREN Reimbursement — E-rate (Fund 1246)
The Huntington Beach Public Library participates in the CENIC network for access to the CaIREN
High Speed broadband network, through the California State Library. The CENIC network acts on
behalf of all public libraries in California to apply for E-rate discounts for telecommunication
services, and to contract for the necessary telecommunication connections to access CaIREN.
Califa is the aggregator for all public libraries which facilitates the City's invoices and payments.
RMRA (Fund 1247)
The Road Maintenance and Rehabilitation Account (RMRA) fund was created in FY 17-18 after the
passage of SB1. This is a gas tax, in addition to the Gas Tax Fund (207) and the Prop 42 Fund
(219).
OCTA-405 Widening (Fund 1254)
Orange County Transportation Authority (OCTA) paid the City a lump sum as mitigation for
damage/wear-and-tear on City streets resulting from 1-405 Widening Project. The funds are
restricted for use on street maintenance/repair.
DEBT SERVICE FUNDS
Debt Service HBPFA (Fund 401)
The City has three Lease Revenue Refunding bonds that have been used to construct various
capital improvements in the City. This fund is used to record inter-fund transfers and the annual
debt service payments for the Huntington Beach Public Financing Authority.
CAPITAL PROJECTS FUNDS
Sanitary Sewer Facilities (Fund 210)
Expenditures are restricted to sanitary sewer capacity enhancements to mitigate the impacts of
development. Revenues are from development impact fees levied on new development in the City.
Affordable Housing In-Lieu Fund (Fund 217)
In-lieu fees/payments are approved through Planning Commission CUP and an Affordable Housing
Agreement. Fees are due to the City at the building permit and are used for building or creating
affordable housing. The Administration of the City's three Tenant-Based Rental Assistance (TBRA)
programs are used from this fund. The City is working on creating additional housing projects.
Infrastructure (Fund 314)
The Infrastructure Fund is for infrastructure related expenditures and is funded primarily by a
General Fund transfer.
In Lieu Parking Improvements (Fund 308)
Funds are being used for CIP related parking improvement projects (e.g., 1 sc & Atlanta parking lot
project, Main Promenade Parking Structure Signage, as well as other operating related expenses.
This funds also is being used for July 4th special event shuttles. Revenues are paid by developers
in-lieu of directly providing parking facilities to the City.
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City of Huntington Beach
~� Fund Descriptions
ENTERPRISE FUNDS
Refuse Fund (Fund 504)
This fund is an enterprise fund for the residential refuse collection service and state mandated
recycling education programs. The City's residential refuse collection charge is the fee that
generates the revenue to fund the programs and services per the Revised and Restated Refuse
Collection and Disposal Services Franchise Agreement between the City and Rainbow
Environmental/Republic Services. Resolution 2017-26 authorizes the fee for service and
designates distribution for fund expenses.
Water Enterprise (Fund 506)
An enterprise fund that provides high quality drinking water to approximately 53,000 customers in
the City. Revenue to the fund comes primarily from water consumption and fixed water meter
charges from monthly customer utility bills. Funds are restricted for use on the operational and
capital needs of the City-owned water utility.
Water Master Plan (Fund 507)
Revenue is received from a monthly capital charge on municipal utility bills and from new residential
connection fees. Funds are restricted for use on projects included in the most recently adopted
Water Master Plan.
Sewer Service Fund (Fund 511)
An enterprise fund that provides for the operations, maintenance and capital needs of the City's
sanitary sewer system. The funds come from user fees charged to residents and business and are
restricted for these uses.
INTERNAL SERVICE FUNDS
Equipment Fund (Fund 324)
The Equipment Fund is for replacement of the City's vehicle fleet, machinery, and technology
systems and is primarily funded by a General Fund transfer.
Self-Insurance Workers Comp (Fund 551)
This is an Internal Service Fund to track, monitor, and forecast actual and projected expenses for
the City's workers compensation program. Additional funds are needed due to rising costs of
workers compensation insurance premiums. Funds will come from various departments through
labor distributions.
Self-Insurance General Liability (Fund 552)
This is an Internal Service Fund to track, monitor, and forecast actual and projected expenses for
the City's general liability program. Additional funds are needed due to rising costs of general liability
and property insurance.
Retiree Insurance Fund (Fund 702)
The Retiree Insurance Fund accounts for the contributions and payments made for the City's OPEB
(Retiree Medical) plan. Contributions are made from each of the City's funds (excluding certain
86
City of Huntington Beach
` Fund Descriptions
grant funds) on a pro-rata basis. The total contribution made to the fund each year is determined
by the City's actuary. The Retiree Medical Fund is funded through contributions from each of the
City's funds (excluding certain grants) made on a pro-rata basis.
Retiree Supplement (Fund 703)
The Retiree Supplemental Fund accounts for the contributions and payments made for the City's
Retiree Supplemental plan. Contributions are made from each of the City's funds (excluding certain
grant funds) on a pro-rata basis. The total contribution made to the fund each year is determined
by the City's actuary.
FIDUCIARY FUNDS
BID Hotel/Motel (Visit Huntington Beach) (Fund 709)
In December 2018, the City Council approved a 10 year self-imposed Business Improvement
District (BID) for the Hotels and Motels within the City of 4% on top of the City's 10% TOT fees
(effective 2/1/19). This fund is increasing due to the increase of the 1%. This is an estimate, it will
be 4% of what the City's expected revenue amount of TOT.
BID - Downtown (Fund 710)
All Downtown merchants have a self-assessment through the Business Improvement District (BID)
that the City Council approves annually, the BID was re-authorized for the timeframe of October 1
to September 30. The City collects the fees and redistributes it back to the District. The Downtown
BID also has Surf City Nights and manages the Malco Agreement with the City, which is not
reflected in the budget.
Central Net Operations Authority (CNOA) (Fund 704)
The Central Net Operations Authority (CNOA) was formed pursuant to the provisions of Article 1,
Chapter 5, Division 7 of Title I of the Government Code of the State of California (The Joint Exercise
of Powers Act). The Authority is considered a public entity separate and apart from the participating
agencies. The primary purpose of the Authority is to provide for the operation, upgrade,
maintenance and repair of the Central Net Training Facility. The intent of the organization is to
provide a formal mechanism by which the Authority can fund these activities, require non-members
using the Training Facility to pay for use of the facility and, accordingly, provide the highest possible
level of fire suppression, fire prevention, technical rescue, hazardous materials and emergency
medical training. It is also intended to foster cooperation among the parties and serves as a vehicle
for the scheduling and funding of training seminars and classes.
Parking Structure — Bella Terra (Fund 711)
City owns the parking structure in the Bella Terra retail center. The City collects a maintenance fee
from the owners of the center which is used to fund maintenance and operation expenditures for
the structure.
5th and PCH Parking Structure (formally the Strand) (Fund 712)
City owns the parking structure at 5` and PCH which is managed by 51h & PCH, LLC through an
Operating Agreement.
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_ City of Huntington Beach
Fund Descriptions
WOCWB (Fund 508)
The West Orange County Water Board (WOCWB) is a joint powers authority between the Cities of
Huntington Beach, Seal Beach, Westminster, and Garden Grove that own and operate the OC-9
and OC-35 potable water transmission mains. Each city provides an annual contribution for the
operations, maintenance and capital needs of the Board facilities. The City of Huntington Beach is
the fiscal agent for the Board.
Debt Service Grant Coast CFD 2000-1 (Fund 405)
The CFD 2000-1 is a Community Facilities District (CFD) created in 2000 for the Grand Coast
Resort (Waterfront). This is a fiduciary fund created for the purpose of collecting the special tax
assessment(Mello-Roos) and paying debt service and related expenses on behalf of the CFD. The
amount of special tax assessed each year and the related expenses paid is determined by Willdan
Group, Inc. and the City of Huntington Beach Accounting Services Department in late July/early
August (after the start of the County's fiscal year) and submitted to the County of Orange for levy.
Debt Service Mello-Roos 406
The CFD 1990-1 is a Community Facilities District (CFD) created in 1990 for the Goldenwest/Ellis
Area. This is a fiduciary fund created for the purpose of collecting the special tax assessment
(Mello-Roos) and paying debt service and related expenses on behalf of the CFD. The amount of
special tax assessed each year and the related expenses paid is determined by Willdan Group Inc.,
and the City of Huntington Beach Accounting Services Department in late July/early August (after
the start of the County's fiscal year) and submitted to the County of Orange for levy.
Debt Service McDonnell CFD 2002-1 (Fund 408)
The CFD 2002-1 is a Community Facilities District (CFD) created in 2002 for the McDonnell Center
Business Park. This is a fiduciary fund created for the purpose of collecting the special tax
assessment (Mello-Roos) and paying debt service and related expenses on behalf of the CFD. The
amount of special tax assessed each year and the related expenses paid is determined by Willdan
Group Inc., and the City of Huntington Beach Accounting Services Department in late July/early
August (after the start of the County's fiscal year) and submitted to the County of Orange for levy.
Debt Service Bella Terra (Fund 410)
The CFD 2003-1 is a Community Facilities District (CFD)created in 2003 for the Huntington Center
(Bella Terra). This is a fiduciary fund created for the purpose of collecting the special tax
assessment (Mello-Roos) and paying debt service and related expenses on behalf of the CFD. The
amount of special tax assessed each year and the related expenses paid is determined by Willdan
Group Inc. and the City of Huntington Beach Accounting Services Department in late July/early
August (after the start of the County's fiscal year) and submitted to the County of Orange for levy.
SUCCESSOR AGENCY
RORF (Fund 350)
The RORF is a Private-Purpose Trust Fund for the Successor Agency created to account for the
wind-down activities of the former Redevelopment Agency of the City of Huntington Beach upon
the dissolution of the Redevelopment Agency in 2012 per AB 1 X 26. Revenues for this fund come
from the Department of Finance approved Tax Increment Funding from Property Tax.
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City of Huntington Beach
Fund Descriptions
LMIHAF (Fund 352)
The LMIHAF is a Private-Purpose Trust Fund for the Housing Successor Agency created to account
for the wind-down activities of the former housing assets of the Redevelopment Agency of the City
of Huntington Beach upon the dissolution of the Redevelopment Agency in 2012 per AB 1X 26.
This funds one Homeless Liaison Police Officer, case managers and related housing fees. The
Emerald Cove project will be funded by the LMIHTF through its maturity.
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City of Huntington Beach
City Council
Adopted Budget — FY 2020/21
Mayor
Mayor Pro-Tem
City Council Member (5)
I I
Administrative Assistant J
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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.
�r
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City Council
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 87,139 65,286 87,048 88,850 91,200 90,437 1.79%
Salaries, Overtime 287 130
Leave Payouts 7,404 4,551 4,509
Benefits 86,848 78,305 103,377 162,818 157,132 135,122 -17.01%
PERSONNEL SERVICES 181,391 148,429 195,065 251,668 248,332 225,559 -10.37%
OPERATING EXPENSES
Equipment and Supplies 12,435 2,576 1,048 6,000 6,000 3,500 -41.67%
Conferences and Training 20,612 38,197 18,600 26,100 16,100 18,600 -28.74%
Expense Allowances 119,011 89,673 123,109 139,665 129,665 133,665 -4.30%
OPERATING EXPENSES 152,058 130,446 142,757 171,765 151,765 155,765 -9.32%
Grand Total(s) 333,449 278,875 337,821 423,433 400,097 381,324 -9.94%
General Fund 333,449 278,875 337,821 423,433 400.097 381,324 -9.94%
Grand Total(s) 333,449 278,875 337,821 423,433 400,097 381,324 -9.94%
Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.001 0.00
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City Council
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 87,139 65,286 87,048 88,850 91,200 90,437 1.79%
Salaries, Overtime 287 130
Leave Payouts 7,404 4,551 4,509
Benefits 86,848 78,305 103,377 162.818 157,132 135.122 -17.01%
PERSONNEL SERVICES 181,391 148,429 195,065 251,668 248,332 225,559 -10.37%
OPERATING EXPENSES
Equipment and Supplies 12,435 2,576 1,048 6,000 6,000 3,500 -41.67%
Conferences and Training 20,612 38,197 18,600 26,100 16,100 18,600 -28.74%
Expense Allowances 119,011 89,673 123,109 139,665 129,665 133,665 -4.30%
OPERATING EXPENSES 152,058 130,446 142,757 171,765 151,765 155,765 -9.32%
Total 333,449 278,875 337,821 423,433 400,097 381,324 -9.940
Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 0.00
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City Council
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
City Council
PERSONNEL SERVICES
Salaries, Permanent 87,139 65,286 87,048 88,850 91.200 90,437 1.79%
Salaries, Overtime 287 130
Leave Payouts 7,404 4,551 4,509
Benefits 86,848 78,305 103,377 162,818 157,132 135,122 -17.01%
PERSONNEL SERVICES 181,391 148,429 195,065 251,668 248,332 225,559 -10.37%
OPERATING EXPENSES
Equipment and Supplies 12,435 2,576 1,048 6,000 6,000 3,500 -41.67%
Conferences and Training 20,612 38,197 18,600 26,100 16,100 18,600 -28.74%
Expense Allowances 119,011 89,673 123,109 139,665 129,665 133,665 -4.30%
OPERATING EXPENSES 152,058 130,446 142,757 171,765 151,765 155,765 -9.32%
Total 333,449 278,875 337,821 423,433 400,097 381,324 -9.9417,
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated
cost reduction of $10 million. Expense Allowances increase annually per Ordinance No. 4044 by the Consumer Price Index (CPI).
Changes in the Operating Expenses reflect reductions to non-core services as a result of the financial impact resulting from the COVID-
19 pandemic.
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City of Huntington Beach
City Attorney
Adopted Budget — FY 2020/21
City Attorney
Chief Assistant
City Attorney(2)
COMMUNITY LITIGAl1ON ADVISORY
PROSECUTION
Deputy Community Prosecutor Senior Deputy City Attorney(2) Assistant City Attorney
Senior Deputy City Attorney
ADMINISTRATION
Senior Legal Assistant
Legal Assistant(2)
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City Attorney Department Descriptions
Our Mission: To provide the best possible 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 (Elected in 2014)
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, a Deputy City Attorney, three support staff, and
law school externs.
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.
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Clt 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 on 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.
99
City Attorney Accomplishments & Goals
FY 2019/20 Accomplishments
• WIN in LAWSUIT, ALEKSIEJCZYK v. CITY: This multi-million dollar case against the City was
dismissed in its entirety. This was a catastrophic motor vehicle versus pedestrian accident resulting
in a personal injury case in which the Plaintiff sought a not-yet-disclosed multi-million dollar award
in damages/recompense related to injuries sustained in an accident. Plaintiff advanced a claim of a
dangerous roadway condition. The City prevailed and paid $0 to Plaintiff;
• WIN in LAWSUIT, ROGERS v. HBPD OFFICER, CITY: This civil action in which Plaintiff sought a
not-yet-disclosed substantial sum of money against the City and a Huntington Beach Police Officer,
alleging the officer engaged in excessive force during a 2018 officer-involved shooting on domestic
violence call in a mobile home park.This case was dismissed in its entirety—resulting in $0 paid to
Plaintiff and no cost incurred by the City. After diligent and aggressive handling, this case was
dismissed by the Court;
• LAWSUIT DISMISSED, BENZEN v. CITY (Pipeline Property case): This civil action involved the
purchase by the City of the real property located on Pipeline Dr. in the industrial area of Huntington
Beach.The surrounding property owners sued the City of Huntington Beach alleging that the subject
property was encumbered by a use restriction that prevented it from being used as a homeless
shelter. The City defended the lawsuit claiming that the case was either not ripe, because it has not
been used as a homeless shelter by the City, or it was moot because the City, prior to the filing of
the lawsuit, had already decided to pursue other location(s)for a homeless shelter and had placed
Pipeline on the market for sale. The case was dismissed and the Pipeline property was sold by the
City, resulting in a deficit of approximately$60,000;
• WIN in LAWSUIT, GONZALEZ v. HBPD OFFICERS, CITY:This civil action in which Plaintiff sought
$5,000,000 in damages was successfully litigated and thrown out by the Federal Court at the City's
request — resulting in $0 paid to Plaintiff and no cost incurred by the City. After diligent and
aggressive handling, this case was dismissed by the Court;
• LAWSUIT DISMISSED, STATE v. CITY(Newsom's HCD lawsuit against City):This civil action was
brought by the State at the direction of Governor Newsom. In his press release when announcing
the lawsuit, he stated that the State of California was going to(in essence punish Huntington Beach
and) make an example of us to other cities who the State alleged were not compliant with State
Housing laws. It has always been the City's position that during the zoning changes that occurred
in the City over the years, the City was in fact compliant with all State and local laws, including our
Constitutional right under the City Charter to make certain zoning decisions at the City level. After
much litigation, the case was dismissed and no amount of money, or$0, was paid to the State;
• WIN in LAWSUIT, KADZIOLKA v. HBPD OFFICER, CITY:This civil action in which Plaintiff sought
a not-yet-disclosed substantial sum of money against the City and a Huntington Beach Police
Officer, alleging the officer engaged in excessive force was dismissed in its entirety — resulting in
$0 paid to Plaintiff and no cost incurred by the City.After diligent and aggressive handling,this case
has been dismissed;
• WIN in LAWSUIT, ROSIER v. HBPD OFFICERS, CITY: This civil action in which Plaintiff sought
$500,000 against the City and two Huntington Beach Police Officers, alleging the officers engaged
in excessive force during a stop at the beach late at night was successfully litigated and thrown out
by the Federal Court at the City's request— resulting in $0 paid to Plaintiff and no cost incurred by
the City. After diligent and aggressive handling, this case has been dismissed by the Court;
• WIN in LAWSUIT, HULL v. HBPD OFFICERS, CITY: This civil action in which Plaintiff sought
$3,000,000 against the City and Huntington Beach Police Officers, alleging the officers engaged in
excessive force involving the use of a Police Dog after a police chase in Huntington Beach. This
case was thrown out by the Federal Court at the City's request—resulting in $0 paid to Plaintiff and
no cost incurred by the City. After diligent and aggressive handling, this case has been dismissed
by the Court;
• APPEAL, SB 54: Since the City of Huntington Beach prevailed in the City's Superior Court case
against the State of California(case: Huntington Beach v. State of California regarding SB 54 or the
100
City Attorney Accomplishments & Goals
• APPEAL, SB 54: Since the City of Huntington Beach prevailed in the City's Superior Court case
against the State of California(case: Huntington Beach v. State of California regarding SB 54 or the
Sanctuary State law) the State appealed to the State Court of Appeal. In its decision, the Court of
Appeal sided with the State instructing that the City's Constitutional Right to manage its own police
department had to be balanced (through the Cal Fed 4-part test) against the Statewide interest of
the State. (Previously, the Superior Court ruled that SB 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) SB 54's mandates (Government
Code Section 7284.6) against Huntington Beach. After the Court of Appeal decision, the City
appealed to the California Supreme Court for review. The Supreme Court recently notified the
parties it will not take the case up for review, leaving the Court of Appeal decision undisturbed;
• LAWSUITS, CITY v. STATE: We filed four legal actions on behalf of the City against the State,
Governor Newsom, and the State's Housing Department. The lawsuits allege that new housing
laws, SB 35, SB 166, SB 1333 and AB 101 violate the City's Constitutional rights to exercise its
Charter City authority over local zoning and housing — as a constitutionally protected Municipal
Affair. The lawsuits seek injunctions to prevent the State from enforcing those laws against
Huntington Beach, and Declaratory Relief that the laws are unconstitutional. Those lawsuits are
pending and we will keep everyone apprised of the results;
• 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 (Pitchers Motions).
101
City Attorney Accomplishments & Goals
• Continue to identify and revise previous ordinances in the Municipal Code that were unconstitutional,
ambiguous, or contrary to other laws.
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 fourth 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.
102
City Attorney
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 1,456,683 1,147,788 1,433,893 1,531,136 1,430,073 1,622,365 5.96%
Salaries,Temporary 54,843 (24,245)
Salaries, Overtime 1,394 1,437 2,857
Leave Payouts 83,196 69,145 65,107
Benefits 748,342 620,767 782,207 901,356 884,869 864,603 -4.08%
PERSONNEL SERVICES 2,344,458 1,814,892 2,284,064 2,432,492 2,314,942 2,486,968 2.24%
OPERATING EXPENSES
Equipment and Supplies 32,687 28,244 41,490 24,000 24,000 22,800 -5.00%
Repairs and Maintenance 11
Conferences and Training 395 2,153 6,396 2,500 2,500 1,875 -25.00%
Professional Services 508,555 96,400 148,906 117,865 117,865 342,865 190.90%
Other Contract Services 159,986 83,902 138,783 22,452 152,462 48,711 116.96%
Expense Allowances 5,995 11,423 12,000 18,000 18,000 18,000 0.00%
OPERATING EXPENSES 707,618 222,122 347,586 184,817 314,827 434,251 134.96%
Grand Total(s) 3,052,076 2,037,014 2,631,650 2,617,309 2,629,769 2,921,219 11.61%
General Fund 3,052,076 2,037,014 2,631,650 2,617,309 2,629,769 2,921,219 11.61%
Grand Total(s) 3,052,076 2,037,014 2,631,650 2,617,309 2,629,769 2,921,219 11.61%
Personnel Summary 12.00 11.00 11.00 11.00 11.00 11.00 10.00
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City Attorney
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 1,456,683 1,147,788 1,433,893 1,531,136 1,430,073 1,622,365 5.96%
Salaries, Temporary 54,843 (24,245)
Salaries, Overtime 1,394 1,437 2,857
Leave Payouts 83,196 69,145 65,107
Benefits 748,342 620,767 782,207 901,356 884,869 864,603 -4.08%
PERSONNEL SERVICES 2,344,458 1,814,892 2,284,064 2,432,492 2,314,942 2,486,968 2.24%
OPERATING EXPENSES
Equipment and Supplies 32,687 28,244 41,490 24,000 24,000 22,800 -5.00%
Repairs and Maintenance 11
Conferences and Training 395 2,153 6,396 2,500 2,500 1,875 -25.00%
Professional Services 508,555 96,400 148,906 117,865 117,865 342,865 190.90%
Other Contract Services 159,986 83,902 138,783 22,452 152,462 48,711 116.96%
Expense Allowances 5,995 11,423 12,000 18,000 18,000 18,000 0.00%
OPERATING EXPENSES 707,618 222,122 347,586 184,817 314,827 434,251 134.96%
Total 3,052,076 2,037,014 2,631,650 2,617,309 2,629,769 2,921,219 11.61%
Personnel Summary 12.00 11.00 11.00 11.00 11.00 11.00 0.00
104
City Attorney
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
City Attorney
PERSONNEL SERVICES
Salaries, Permanent 1,456,683 1,147,788 1,433,893 1,531,136 1,430,073 1,622,365 5.96%
Salaries,Temporary 54,843 (24,245)
Salaries, Overtime 1,394 1,437 2,857
Leave Payouts 83,196 69,145 65,107
Benefits 748,342 620,767 782,207 901,356 884,869 864,603 -4.08%
PERSONNEL SERVICES 2,344,458 1,814,892 2,284,064 2,432,492 2,314,942 2,486,968 2.24%
OPERATING EXPENSES
Equipment and Supplies 32,687 28,244 41,490 24,000 24,000 22,800 -5.00%
Repairs and Maintenance 11
Conferences and Training 395 2,153 6,396 2,500 2,500 1,875 -25.00%
Professional Services 508,555 96,400 148,906 117,865 117,865 342,865 190.90%
Other Contract Services 159,986 83,902 138,783 22,452 152,462 48,711 116.96%
Expense Allowances 5,995 11,423 12,000 18,000 18,000 18,000 0.00%
OPERATING EXPENSES 707,618 222,122 347,586 184,817 314,827 434,251 134.96%
Total 3,052,076 2,037,014 2,631,650 2,617,309 2,629,769 2,921,219 11.61%
Significant Changes
Citywide reduction in Personnel Services (Permanent, Temporary and Overtime) is reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between
expenditure categories, as well as the transfer of Professional Services appropriation of $225,000 from Non-Departmental for
legal services.
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City of Huntington Beach
City Clerk
Adopted Budget — FY 2020/21
City Clerk
ADMINISTRATION,,
Eiii
NAGEMENT
PUBLIC
Assistant City Clerk Senior Deputy City Clerk
Senior Deputy City Clerk
107
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, records 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.
• 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 web casts.
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 FY 2019/20, it
is estimated that the public visited the Library over 4,790 times.
The City Clerk purchased, and in partnership with other departments, implemented GovQA, a public sector
compliance solution designed to manage California Public Records Act(CPRA)requests received citywide.
In FY 2019/20, the Public Records Request webpage that directs customers to the GovQA application
where user accounts are created, and responsive records delivered, received 10,241 page views. Each
City department is responsible to provide responsive records to CPRA requests, based on the Citywide
Records Retention Schedule updated annually by the City Clerk and a qualified Records Consultant.
108
City 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
'.iV0 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 use as Vote Center, and for poll-worker
training during municipal elections.
s�
Chili Cook-Off-2019
Left to right: Dana Lesinski, Donna Switzer,
Tania Moore,Robin Estanislau
Passport Acceptance Services
PASSPOKF The U.S. Department of State, Bureau of Consular Affairs, has authorized the
Huntington Beach City Clerk's Office to serve as an authorized Passport
Acceptance Facility for the past 20 years. Here, members of the public can access
K passport services in a courteous and family-friendly environment ... a one-stop
shop that includes production of federally-compliant passport photos.
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.
109
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 20/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 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 City
services. Each passport application fee deposits Service
$35.00 and a potential$10.00 photo fee into the Delivery
City's General Fund.
'FY through 3/16/2020(**COVID-19)Closure
Measure:
#of passport customers 7,024 14,585 "Uncertain due
to International
Travel Delay
Goal:
2. Codify 100%of municipal,zoning and subdivision Enhance and
ordinances adopted by the City Council within 14 Maintain City
business days of the date they become effective. Service
Delivery
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 City
adopted Records Retention Schedule. Service
Delivery
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 City
responsibilities. Service
Delivery
Measure:
#of events 1 1 1
Goal:
5. Attend/host at least two community events to Enhance and
promote voter registration. Maintain City
Service
Delivery
Measure: 9 2 2
#of events
110
City Clerk Accomplishments & Goals
FY 2019/20 Accomplishments
Administration and Records Management
• Received 100% Passport Acceptance Agent Recertification with the U.S. Department of State.
• Finalized transition of data previously stored in an obsolete EDMS system, into Laserfiche.
• Administered 229 SEI — Form 700 forms filed through NetFile's hosted application online.
• Administered FPPC campaign disclosure filings for 32 active committees; received full paperless
filing of all campaign documents.
• Received approximately 4,790 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.
• Worked with qualified records consultant to update the City's Records Retention Guidelines for 2020.
• Hosted an internal training event to educate staff liaisons to boards and commission of duties and
responsibilities.
• Hosted internal paper shredding event to assist departments with their records destruction
obligations.
• Worked with the City's webmaster to create the City Archives webpage devoted to publication of
stories and fun facts about local City history.
• Worked closely with the Registrar of Voters to determine locations and execute license/facility use
agreements for placement of two ballot drop boxes, two 11-day Vote Centers, and three 4-day Vote
Centers for successful management of the March 3, 2020 presidential primary election.
• Hosted three-day Vote Center Training for Registrar of Voters temporary employees.
• Facilitated the 2020 Safe and Sane Fireworks Lottery and Application Process to qualify 15 non-
profits from a large pool of applicants to sell fireworks during the 4'h of July holiday.
City Council Agenda and Minute Preparation; Municipal/Zoning Code Codification
• Administered production of approximately twenty-three (23) regular, three special, and one
emergency 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 1,433 subscribers.
• Produced and received City Council approval for approximately 390 pages of meeting minutes.
• Codified 100% of twenty-five (25) municipal, zoning and subdivision ordinances adopted by the City
Council within 14 business days of the date they become effective.
FY 2020/21 Goals
• Stay apprised of new legislation that affects statutory duties.
• Successfully administer all actions related to the November 3, 2020 General Municipal Election.
• Assist the Registrar of Voters to secure locations within the City and execute agreements for
placement of ballot drop boxes, 11-day and 4-day Vote Centers needed for the November 3, 2020
Presidential election.
• Relocate front office Passport Acceptance counter and customer waiting area to create a safe and
socially distanced environment.
• Implement the QLess appointment system for Passport Acceptance Services.
• Implement eComment application by Granicus that allows the public to directly enter written opinions
into City Council agenda records for review prior to taking action.
• Assist City Archivist with special projects.
• Continue public outreach efforts to promote open government and transparency.
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City Clerk
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 342,662 289,804 357,073 400,353 408,318 412,694 3.08%
Salaries, Temporary 93,404 77,768 102,493 107,000 107,000 107,000 0.00%
Salaries, Overtime 1,034 1,650 3,603 3,050 3,050 3,050 0.00%
Leave Payouts 1,833 1,105 5,595
Benefits 185,098 162,974 229,917 256,441 251,331 237,385 -7.43%
PERSONNEL SERVICES 624,031 533,301 698,681 766,844 769,700 760,130 -0.88%
OPERATING EXPENSES
Utilities (168)
Equipment and Supplies 23,907 14,536 22,107 42,446 38,570 27,446 -35.34%
Repairs and Maintenance 4,369 9,646 5,000 5,000 0.00%
Conferences and Training 1,494 3,985 629 5,000 5,000 3,750 -25.00%
Professional Services 104,717 29,081 18,301 1,000 1,000 1,000 0.00%
Other Contract Services 63,998 16,291 143,306 35,489 29,365 164,000 362.12%
Expense Allowances 7,961 4,500 6,000 6,000 6,000 6,000 0.00%
Other Expenses 53 147 500 500 500 0.00%
OPERATING EXPENSES 206,331 68,540 199,988 95,434 80,434 207,695 117.63%
Grand Total(s) 830,362 601,841 898,670 862,278 850,134 967,825 12.24%
General Fund 830,362 601,841 898,670 862,278 850,134 967,825 12.24%
Grand Total(s) 830,362 601,841 898,670 862,278 850,134 967,825 12.24%
Personnel Summary 4.00 4.00 4.00 4.00 4.00 4.00 0.00
113
City Clerk
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 342,662 289,804 357,073 400,353 408,318 412,694 3.08%
Salaries, Temporary 93,404 77,768 102,493 107,000 107,000 107,000 0.00%
Salaries, Overtime 1,034 1,650 3,603 3,050 3,050 3,050 0.00%
Leave Payouts 1,833 1,105 5,595
Benefits 185,098 162,974 229,917 256,441 251,331 237,385 -7,43%
PERSONNEL SERVICES 624,031 533,301 698,681 766,844 769,700 760,130 -0,88%
OPERATING EXPENSES
Utilities (168)
Equipment and Supplies 23,907 14,536 22,107 42,446 38,570 27,446 -35.34%
Repairs and Maintenance 4,369 9,646 5,000 5,000 0.00%
Conferences and Training 1,494 3,985 629 5,000 5,000 3,750 -25.00%
Professional Services 104,717 29,081 18,301 1,000 1,000 1,000 0.00%
Other Contract Services 63,998 16,291 143,306 35,489 29,365 164,000 362.12%
Expense Allowances 7,961 4,500 6,000 6,000 6,000 6,000 0.00%
Other Expenses 53 147 500 500 500 0.00%
OPERATING EXPENSES 206,331 68,540 199,988 95,434 80,434 207,695 117.63%
Total 830,362 601,841 898,670 862,278 850,134 967,825 12.24%
Personnel Summary 4.00 4.00 4.00 4.00 4.00 4.00 0. 00
114
City Clerk
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration, Public
Support, Records
Management, & Elections
PERSONNEL SERVICES
Salaries, Permanent 342,662 289,804 357,073 400,353 408,318 412,694 3.08%
Salaries,Temporary 93,404 77,768 102,493 107,000 107,000 107,000 0.00%
Salaries, Overtime 1,034 1,650 3,603 3,050 3,050 3,050 0.00%
Leave Payouts 1,833 1,105 5,595
Benefits 185,098 162,974 229,917 256,441 251,331 237,385 -7.43%
PERSONNEL SERVICES 624,031 533,301 698,681 766,844 769,700 760,130 -0.88%
OPERATING EXPENSES
Utilities (168)
Equipment and Supplies 23,907 14,536 22,107 42,446 38,570 27,446 -35.34%
Repairs and Maintenance 4,369 9,646 5,000 5,000 0.00%
Conferences and Training 1,494 3,985 629 5,000 5,000 3,750 -25.00%
Professional Services 104,717 29,081 18,301 1,000 1,000 1,000 0.00%
Other Contract Services 63,998 16,291 143,306 35,489 29,365 164,000 362.12%
Expense Allowances 7,961 4,500 6,000 6,000 6,000 6,000 0.00%
Other Expenses 53 147 500 500 500 0.00%
OPERATING EXPENSES 206,331 68,540 199,988 95,434 80,434 207,695 117.63%
Total 830,362 601,841 898,670 862,278 850,134 967,825 12.24%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect reductions to non-core services as a result of the
financial impact resulting from the COVID-19 pandemic. Other Contract Services increased by $125,000 for the 2020 General
Municipal Election. Election related services only affect the budget every other year. This increase does not include any special
election costs which may occur.
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City of Huntington Beach
City Treasurer
Adopted Budget — FY 2020/21
City Treasurer
Administrative Analyst(0.50)
Administrative Assistant(0.50)
117
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
electorate for overseeing the receipt, collection, disbursement,
custody and safekeeping of all City funds.
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.
118
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 2020/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 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 4 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.
119
City Treasurer Accomplishments & Goals
FY 2019/20 Accomplishments
• City's investment portfolio generated over $3.8 million in earnings during FY 2019/20 (as of March
2020) 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.
• Effectively managed internal cash flow forecast to ensure the City's daily cash flow demands are
met.
• 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 2020/21 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.
120
City Treasurer
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 89,204 66,099 127,899 128,433 130,785 158,174 23.16%
Salaries, Temporary 28,064 2,806
Salaries, Overtime 39
Leave Payouts 4,086 2,087 4,174
Benefits 58,320 46,202 72,010 83,127 81,027 86,024 3.49%
PERSONNEL SERVICES 179,674 117,232 204,083 211,560 211,812 244,198 15.43%
OPERATING EXPENSES
Equipment and Supplies 4,372 1,629 2,623 5,787 2,558 5,498 -4.99%
Repairs and Maintenance 9,634 9,634 11,569 15,020 11,420 15,020 0.00%
Conferences and Training 1,107 782 3,041 3,600 900 2,700 -25.00%
Expense Allowances 5,995 4,500 6,000 6,400 6,400 6,400 0.00%
Other Expenses 22
OPERATING EXPENSES 21,107 16,566 23,234 30,807 21,278 29,618 -3.86%
Grand Total (s) 200,781 133,798 227,317 242,367 233,090 273,816 12.98%
General Fund 200,781 133,798 227,317 242,367 233,090 273,8161 12.98%
Grand Total (s) 200,781 133,798 227,317 242,367 233,090 273,8161 12.98%
Personnel Summary 2.00 2.00 2.00 2.00 2.00 2.00 1 0.00
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City Treasurer
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 89,204 66,099 127,899 128,433 130,785 158,174 23.16%
Salaries, Temporary 28,064 2,806
Salaries, Overtime 39
Leave Payouts 4,086 2,087 4,174
Benefits 58,320 46,202 72,010 83,127 81,027 86,024 3.49%
PERSONNEL SERVICES 179,674 117,232 204,083 211,560 211,812 2",198 15.43%
OPERATING EXPENSES
Equipment and Supplies 4,372 1,629 2,623 5,787 2,558 5,498 -4.99%
Repairs and Maintenance 9,634 9,634 11,569 15,020 11,420 15,020 0.00%
Conferences and Training 1,107 782 3,041 3,600 900 2,700 -25.00%
Expense Allowances 5,995 4,500 6,000 6,400 6,400 6,400 0.00%
Other Expenses 22
OPERATING EXPENSES 21,107 16,566 23,234 30,807 21,278 29,618 -3.86%
Total 200,781 133,798 227,317 242,367 233,090 273,816 12.98%
Personnel Summary 2.00 2.00 2.00 2.00 2.00 2.00 0.00
122
City Treasurer
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration &
Investments
PERSONNEL SERVICES
Salaries, Permanent 89,204 66,099 127,899 128,433 130,785 158,174 23.16%
Salaries, Temporary 28,064 2,806
Salaries, Overtime 39
Leave Payouts 4,086 2,087 4,174
Benefits 58,320 46,202 72,010 83,127 81,027 86,024 3.49%
PERSONNEL SERVICES 179,674 117,232 204,083 211,560 211,812 244,198 15.43%
OPERATING EXPENSES
Equipment and Supplies 4,372 1,629 2,623 5,787 2,558 5,498 -4.99%
Repairs and Maintenance 9,634 9,634 11,569 15,020 11,420 15,020 0.00%
Conferences and Training 1,107 782 3,041 3,600 900 2,700 -25.00%
Expense Allowances 5,995 4,500 6,000 6,400 6,400 6,400 0.00%
Other Expenses 22
OPERATING EXPENSES 21,107 16,566 23,234 30,807 21,278 29,618 -3.86%
Total 200,781 133,798 227,317 242,367 233,090 273,816 12.98%
Significant Changes
Changes in the Operating Expenses(Equipment and Supplies, Conferences and Training)reflect reductions to non-core services as a
result of the financial impact resulting from the COVID-19 pandemic.
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City of Huntington Beach
_ City Manager
Adopted Budget — FY 2020/21
II City Manager
Assistant City Manager Director of Organizational
Leaming&Engagement
TRAINING
ADMINISTRATION HUMAN RESOURCES
Assistant to the City Manager(2)
Principal Administrative Analyst(2) Personnel Analyst Principal
Administrative Assistant Personnel Analyst Senior
Administrative Assistant
OR
SUSTAINABILITY CISUP�pL PUBLIC INFORMATION RELATIONS RECRUITMENT MANAGEMENT
Community Relations Human Resources Manager Risk Manager
I Officer Personnel Analyst Senior(2)
I� Personnel Assistant(3) LIABILITY
Liability Claims Coordinator
Risk Management Specialist(2)
SAFETY/WORKERS
COMPENSATION
Senior Risk Management
Analyst
125
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
and Human Resources.
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. Finally, the City Manager's Office manages labor relations, including
negotiations and contract administration, with the City's eight bargaining units.
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 Office develops outreach and marketing materials to keep the community informed,
including the City Manager's Report, press releases, website, public service announcements, and social media
content. The Division implements the City's Communication Plan, maintains relationships with local media
outlets, and implements various strategic plans for improved communication. Furthermore, in July 2019, the
City assumed authority and operations over HBTV 3, the local cable TV station tailored to the interests of the
Huntington Beach community. The station is managed by the City Manager's Office, in collaboration with
Information Services and outside contractors,who develop creative content and broadcast City Council Meetings
and Planning Commission Meetings.
Environmental Sustainability
The Environmental Sustainability Program develops and implements initiatives that promote local economic,
environmental,and community sustainability. This program integrates resource management, conservation,and
sustainability practices with ongoing City operations. Additionally, this program works closely with the Office of
Business Development in the Community Development Department 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 program works with City
Departments to find cost savings through energy efficiency measures (e.g., incentive programs).
126
City Manager Department Description
Human Resources
The Human Resources Division's primary role is to
provide exceptional internal and external customer
service in support of the City's Mission Statement and
Core Values. Human Resources supports City
departments and employees in all aspects of talent
management and development, including recruitment,
selection,training and professional development via Surf
City University. Human Resources oversees a variety of
operational functions, including employee relations,
health and retirement benefits administration, disability
leave and return-to-work management and classification
and compensation. The Risk Management operation is
responsible for managing the City's risk-related
programs. Risk Management develops, administers, and
coordinates citywide liability insurance and risk management programs, including workers' compensation,
liability claims administration, loss prevention, and employee safety. 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 collectively bargained
associations' Memorandums of Understanding (MOU). Human Resources also provides administrative
support for the activities of the City of Huntington Beach Personnel Commission.
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.
• Negotiate with employee bargaining groups.
• 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),
including HBTV 3.
• Manage the Mills Act Program.
Public Information
• Manage and administer the 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.
127
City Manager Ongoing Activities & Projects
Environmental Sustainability
• 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.
• Participate in the Orange County Recycling Market Development Zone.
• 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, to provide enhanced energy resiliency and sustainability in
the Oak View community.
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
• 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.
Legislative and Advisory Bodies
• Oversee the following:
o Communications Council Committee
o Economic Recovery Task Force
o Homeless Task Force (Ad Hoc)
o Human Relations Task Force
o Intergovernmental Relations Council Committee
o Jet Noise Commission
o Mobile Home Advisory Board
o Personnel Commission
o School District/City Committee
o Southeast Area Council Committee
o Strategic Plan Council Committee
o Successor Agency Oversight Board
128
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 2020/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 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. New FY 20/21: Provide high-quality and timely
public information to promote transparency Enhance and
and increase community engagement. Maintain High
Quality City
Measure: Services
Increase reach of the Public Information Office
across all demographics. N/A N/A Yes
Goal:
4. Certify businesses to the Sustainable Business Strengthen
Certification Program. Long-Term
Financial and
Measure: Economic
#of businesses certified 20 20 20 Sustainability
Goal:
5. Revised FY 20/21: Continue open Strengthen
communication with employees and labor Long-term
groups through regular meetings, the meet & Financial and
confer process,and employee newsletters. Economic
Sustainability
Measure:
Maintain open and frequent communication N/A N/A Yes
with all labor groups and employees.
Goal:
6. New FY 20/21: Review of annual required Enhance and
training to ensure regulatory compliance. Maintain High
Quality City
Services
Measure:
#of regulatory compliance reviews N/A N/A 2
Goal:
7. New FY 20/21: Develop and implement a Enhance and
Supervisor Boot Camp curriculum and Maintain High
complete two program sessions. Quality City
Services
Measure:
#of program sessions conducted N/A N/A 2
129
City Manager Accomplishments & Goals
FY 2019120 Accomplishments
Administration
• Coordinated citywide response to the COVID-19 pandemic, including Emergency Operations Center
operations, and oversaw continuation and digitalization of services during three-month Shelter-at-
Home order.
• Developed and implemented the COVID-19 Small Business Relief Program to deliver one-time grants
to small businesses impacted by the pandemic. The Program was financed with $4.75M of
Coronavirus Relief funds through the County of Orange.
• Launched HBReady.com and several offshoot websites to provide community resources and
guidance during the COVID-19 pandemic. The websites generated approximately 785,000 views.
• Filmed 48 public service announcements, issued 59 press releases and posts, conducted 15 media
interviews, and designed over 250 web infographics and 130 signs to keep the public informed during
COVID-19.
• Facilitated the receipt of approximately $7.4M in federal funding to support the City's COVID-19
response efforts.
• Formed the Economic Recovery Task Force comprised of industry leaders to recommend City
policies that will support businesses through COVID-19 related recovery efforts.
• Facilitated the application and/or receipt of seven grants.
• Worked with state and federal lobbyists to identify legislation and possible funding for projects and
programs that benefit the City.
• Successfully facilitated the third annual Citizens Academy for City residents and local business
owners to learn about City functions. This ten-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 4'h of July Parade, Surfing Circle of Honor, 9/11 Memorial Dedication Ceremony, 12'h Annual
Blessing of the Waves, and the fourth Annual Huntington Beach Great Pacific Air Show.
• Significantly increased content and public interest in the City's official social media sites, including
Facebook, Instagram, Twitter, and YouTube. From March to June 2020 (COVID-19), staff increased
the City's total number of followers by 45%, in part by employing effective search engine optimization
and account verifications.
• Produced timely information to local media, distributed media alerts, produced the City Manager
Report, conducted ongoing media relations and relationship building with reporters, and updated
website content.
• Successfully transitioned the City's HBTV 3 operations to City staff. Generated original content
including Hidden Huntington Beach and Songsters.
• Developed a comprehensive approach to capital planning efforts within the City.
• Administered the Sustainable Business Certification Program to enable City businesses to save on
operational utility costs.
• Successfully negotiated and approved Memorandums of Understandings with three of the eight labor
groups.
• Awarded approximately $500K in Project V grant funds by the Orange County Transportation
Authority(OCTA)to develop and implement a two-year pilot program for a shared-ride hailing service
to improve transportation to and from downtown Huntington Beach.
• Successfully negotiated an agreement with the County of Orange to construct and operate a
homeless shelter during COVID-19.
• Coordinated citywide energy savings programs with Office of Business Development and Public
Works.
130
City Manager Accomplishments & Goals
• Complete the micro-grid study to provide energy resiliency and sustainability in the Oak View
community, in collaboration with the University of California Irvine.
Human Resources
• Improve customer service to all internal and external customers.
• Implement a strategic business plan to better partner with City departments and other key
stakeholders.
• Streamline the recruitment and selection process using technology and process improvement.
• Implement new technologies for digital record keeping and workflow processes to reduce timelines
and increase efficiencies.
• Review and update the HR Administrative Regulations, policies, and the Personnel Rules.
• Perform citywide classification and compensation study.
• Provide organizational training on Risk Management functions and processes.
• Streamline access to permit and contract records for Insurance Certificates in collaboration with IS
Department.
• Develop and analyze Workers' Compensation program to reduce long-term financial liabilities.
132
City Manager Accomplishments & Goals
Human Resources
• Recruited, assessed, selected and onboarded over 270 new full and part-time employees and 50
promotional appointments.
• Updated 45 job classifications to reflect the current job duties, qualifications and requirements for
each vacant positions.
• Corresponded with 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 for compliance with the Affordable
Care Act for the timely enrollment into medical plans.
• Implemented a property recovery management system.
• Streamlined the process of returning to work following illness or injury.
• Managed the care ancillary services for the City's Worker's Compensation program that were
unbundled from the Third Party Administrator, resulting in significant savings as well as increased
customer service.
FY 2020121 Goals
Administration
• Develop and implement strategies to reduce budget shortfalls related to COVID-19, including the
Separation Incentive Program.
• Implement restructuring and efficiency measures to reduce costs while preserving services.
• Develop and implement the OCTA grant-funded pilot program for a shared-ride hailing service to
improve transportation to and from downtown Huntington Beach.
• Collaborate with Visit Huntington Beach and the Huntington Beach Chamber of Commerce and
Downtown BID to develop the COVID-19 business recovery response.
• Develop, construct, and operate the City's homeless shelter and enter into a Settlement Agreement
with Federal Judge David O. Carter, in order to enforce our quality of life laws. Conduct extensive
public outreach prior to construction and enhance the Homeless Task Force's functions to support
shelter operations.
• 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 Cal PERS 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. Monitor actual revenues
received and update financial forecasting and provide City Council with quarterly budget updates.
• Develop a comprehensive approach to capital planning efforts within the City.
• Continue to expand the certification of businesses through the Sustainable Business Certification
Program.
• Provide City Council with timely updates on potential State and Federal legislation that may impact the
City.
• Aggressively pursue grant funding opportunities in collaboration with City departments to meet the City
Council's Strategic Goals.
• Continue to update to the City's Transparency web page to ensure open and transparent governance.
• Develop media strategies to bolster the City's tourism and local economic recovery efforts following
COVID-19.
• Issue an RFQ to transition the City's current website to a modern platform that can be easily updated;
streamline existing content and create a user-friendly experience for visitors.
• Continue to provide staff support for the Department's Legislative and Advisory bodies.
• Restructure the Public Information Office to enhance the effectiveness of the Public Information Office
and its goals to effectively communicate news to all demographics, react quickly to emergent situations,
build a unique brand for the City, and enhance its credibility as a trusted source of information.
• Generate more original content for HBTV 3 and increase the number of relevant and timely social media
posts.
• Evaluate potential benefits of offering the Community Choice Energy program.
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City Manager
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 2,152,050 1,728,670 2,187,009 2,373,733 2,371,569 2,684,320 13.08%
Salaries, Temporary 37,985 39,924 89,446 82,200 32,200 82,717 0.63%
Salaries, Overtime 98 262 218
Leave Payouts 88,525 30,186 84,870
Benefits 1,209,463 893,221 1,360,055 1,447,443 1,426,436 1,510,966 4.39%
PERSONNEL SERVICES 3,488,121 2,692,263 3,721,597 3,903,376 3,830,204 4,278,003 9.60%
OPERATING EXPENSES
Utilities 119
Equipment and Supplies 109,696 73,920 87,804 84,538 85,648 80,425 -4.87%
Repairs and Maintenance 10,793 24,691 64,000 64,000 64,000 0.00%
Conferences and Training 81,319 77,288 106,744 145,900 111,900 143,295 -1.79%
Professional Services 1,223,753 1,064,216 1,071,066 1,175,500 1,497,816 1,148,380 -2.31%
Other Contract Services 95,659 72,767 104,883 110,740 118,145 124,740 12.64%
Claims Expense 12,080,560 4,636,066 1,082,789 6,259,779 6,259,779 6,259,779 0.00%
Insurance 3,245,444 2,464,319 3,653,552 3,834,077 3,834,077 3,834,077 0.00%
Payments to Other Governments 223,065 156,006 277,018 241,714 241,714 241,714 0.00%
Expense Allowances 22,653 17,583 22,966 31,700 31,700 31,700 0,00%
OPERATING EXPENSES 17,092,942 8,562,165 6,431,633 11,947,948 12,244,779 11,928,110 -0.17%
CAPITAL EXPENDITURES
Improvements 395,000 295,000 187,500 -52.53%
Equipment 45,000 45,000 -100.00%
CAPITAL EXPENDITURES 440,000 340,000 187,500 -57.39%
NON-OPERATING EXPENSES
Transfers to Other Funds 3,767,379 3,968,564 3,925,322
Prior Period Adjustment 49,191
NON-OPERATING EXPENSES 3,767,379 4,017,755 3,925,322
Grand Totals) 24,348,442 15,272,183 14,078,552 16,291,324 16,414,983 16,393,613 0.63%
General Fund 6,953,785 6,636,353 7,430,077 3,604,221 3,701,565 3,993,914 10.81%
Other Funds 17,394,657 8,635,830 6,648,475 12,687,103 12,713,418 12,399,699 -2.27%
Grand Total(s) 24,348,442 15,272,183 14,078,552 16,291,324 16,414,983 16,393,6131 0.63%
Personnel Summary 22.00 22.00 22.00 22.00 22.00 23.00 1.00
133
City Manager
Adopted Budget - FY 2020121
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 1,698,896 1,377,080 1,786,918 1,870,021 1,867,857 2,182,449 16.71%
Salaries, Temporary 35,233 33,623 75,206 32,200 32,200 32,717 1.61%
Salaries, Overtime 98 262 143
Leave Payouts 67,072 45,387 65,330
Benefits 874,625 783,851 1,036,543 1.127,897 1.106,890 1,214,483 7.68%
PERSONNEL SERVICES 2,675,924 2,240,204 2,964,140 3,030,118 3,006,947 3,429,649 13.19%
OPERATING EXPENSES
Utilities 119
Equipment and Supplies 101,855 70,445 84,655 79,263 74,803 75,150 -5.19%
Repairs and Maintenance 10,793 24,691 21,000 21,000 21,000 0.00%
Conferences and Training 73,209 69,198 100,011 127,900 93,900 125,295 -2.04%
Professional Services 207,073 213,093 219,981 225,500 377,071 208,380 -7.59%
Other Contract Services 95,194 57,970 89,628 88,740 96,145 102,740 15.78%
Expense Allowances 22,359 16,879 21,530 31,700 31,700 31,700 0.00%
OPERATING EXPENSES 510,482 427,585 540,615 574,103 694,619 564,265 -1.71%
NON-OPERATING EXPENSES
Transfers to Other Funds 3,767,379 3.968,564 3,925,322
NON-OPERATING EXPENSES 3,767,379 3,968,564 3,925,322
Total 6,953,785 6,636,353 7,430,077 3,604,221 3,701,565 3,993,914 10.81E
Personnel Summary 17.20 17.20 17.20 17.20 17.35 18.35 1.00
134
City Manager
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration
PERSONNEL SERVICES
Salaries, Permanent 792,219 680,416 801,029 874,520 887,601 1,286,724 47.13%
Salaries, Temporary 8,462 16,551 57,303 17,200 17,200 17,717 3.01%
Salaries, Overtime 98 262 78
Leave Payouts 37,617 28,665 41,038
Benefits 386,303 375,438 485,805 506,130 497,898 688,403 36.01%
PERSONNEL SERVICES 1,224,698 1,101,332 1,385,252 1,397,851 1,402,699 1,992,845 42.56%
OPERATING EXPENSES
Equipment and Supplies 59,125 51,487 60,168 42,263 44,003 40,150 -5.00%
Repairs and Maintenance 345 1,000 1,000 1,000 0.00%
Conferences and Training 18,663 20,269 20,581 22,000 22,000 16,500 -25.00%
Professional Services 90,028 121,899 103,207 153,000 226,649 162,380 6.13%
Other Contract Services 9,628 5,525 19,005 8,740 15,640 8,740 0.00%
Expense Allowances 16,363 12,968 16,430 25.700 25,700 25,700 0.00%
OPERATING EXPENSES 194,152 212,148 219,391 252,703 334,992 254,470 0.70%
Total 1,418,851 1,313,480 1,604,643 1,650,554 1,737,691 2,247,315 36.16%
Significant Changes
As part of the City's reorganization to achieve the vision of the City Manager's Office, the Human Resources Department became a
division of the City Manager's Department effective FY 2019/20. The increase in Personnel Services includes a transfer of a Director of
Organizational Learning & Engagement from Human Resources. Two(2) Principal Administrative Analyst positions are also reflected as a
result of a budget exchange of an Executive Assistant and the budget exchange and transfer of a position from Information Services
(Information Technology Analyst IV). Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in
Non-Departmental for an estimated cost reduction of$10 million.
135
City Manager
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Human Resources
PERSONNEL SERVICES
Salaries, Permanent 906,678 696,665 985,890 995,501 980,256 895,725 -10.02%
Salaries, Temporary 26,771 17,072 17,903 15,000 15,000 15,000 0.00%
Salaries, Overtime 65
Leave Payouts 29,455 16,722 24,292
Benefits 488,322 408,413 550,738 621,766 608,992 526,079 -15.39%
PERSONNEL SERVICES 1,451,226 1,138,872 1,578,888 1,632,267 1,604,248 1,436,804 -11.97%
OPERATING EXPENSES
Utilities 119
Equipment and Supplies 42,731 18,958 24,487 37,000 30,800 35,000 -5.41%
Repairs and Maintenance 10,448 24,691 20,000 20,000 20,000 0.00%
Conferences and Training 54,546 48,929 79,430 105,900 71,900 108,795 2.73%
Professional Services 117,045 91,194 116,774 72,500 150,422 46,000 -36.55%
Other Contract Services 85,566 52,445 70,623 80,000 80,505 94,000 17.50%
Expense Allowances 5,995 3,911 5,100 6,000 6,000 6,000 0.00%
OPERATING EXPENSES 316,330 215,437 321,224 321,400 359,627 309,795 -3.61%
NON-OPERATING EXPENSES
Transfers to Other Funds 3,767,379 3,968,564 3.925,322
NON-OPERATING EXPENSES 3,767,379 3,968,564 3,925,322
Total 5,534,935 5,322,873 5,825,434 1,953,667 1,963,875 1,746,599 1 -10.60%
Significant Changes
Effective FY 2019/20, the Human Resources Department became a division of the City Manager's Department as part of the City's
reorganization. The reduction in Personnel Services is due to the budget exchange of the Director of Human Resources to a
Director of Organizational Learning & Engagement, which was moved to the Administration Division. Changes in the Operating
Expenses reflect the realignment of funding between expenditure categories and divisions as well as reductions to non-core
services as a result of the financial impact resulting from the COVID-19 pandemic. Citywide reductions in Personnel Services
(Permanent, Temporary and Overtime)are reflected in Non-Departmental for an estimated cost reduction of$10 million.
136
City Manager
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019120 FY 2019/20 FY 2020/21 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 554 797 559 5,570
Conferences and Training 3,138 1,100 1,870 6,000 6,000 6,000 0.00%
Professional Services 500 7,077 1,495 10,000 27,811 -100.00%
OPERATING EXPENSES 4,192 8,973 3,924 16,000 39,381 6,000 -62.50%
Total 4,192 8,973 3,924 16,000 39,381 6,000
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.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
01233 OC Recycling Market Dev Zone 3,545 1,565 733 6,000 6.000 6,000
Total 3,545 1,565 733 6,000 6,000 6,000
137
City Manager
Adopted Budget - FY 2020121
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Surf City "3" Cable Channel
(243)
PERSONNEL SERVICES
Salaries, Temporary 50,000 50,000 0.00%
PERSONNEL SERVICES 50,000 50,000 0.00%
OPERATING EXPENSES
Repair& Maintenance 43,000 43,000 43,000 0.00%
Professional Services 50,000 200,000 50,000 0,00%
Other Contract Services 22,000 22,000 22,000 0.00%
OPERATING EXPENSES 115,000 265,000 115,000 0.00%
CAPITAL EXPENDITURES
Improvements 395,000 295,000 187,500 -52,53%
Equipment 45,000 45,000 -100.00%
CAPITAL EXPENDITURES 440,000 340,000 187,500 57.39%
Total 605,000 605,000 352,500 -41.74%
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 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00243 Surf City"Y Cable Channel 605,000 605,000 605,000
Total 605,000 605,000 605,000
138
City Manager
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
Change
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 From Prior
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Year
Self Insurance Workers' Comp Iss�►
PERSONNEL SERVICES
Salaries, Permanent 356,060 255,010 268,768 365,537 365,537 355,093 -2.86%
Salaries, Temporary 2,752 6,301 14,240
Overtime 75
Leave Payouts (1,392) (20,075) 15,730
Benefits 280,405 68,400 243,684 232,108 232,108 208,360 -10.23%
PERSONNEL SERVICES 637,825 309,637 542,497 597,645 597,645 563,453 -5.72%
OPERATING EXPENSES
Equipment and Supplies 2,189 1,664 2,285 3,000 3,000 3,000 0.00%
Conferences and Training 3,357 2,885 2,468 7,000 7,000 7,000 0.00%
Professional Services 893,299 776,600 739,814 690,000 690,000 690,000 0.00%
Other Contract Services 5,838
Claims Expenses 11,381,767 4,822,219 2,940,491 5,347,779 5,347,779 5,347,779 0.00%
Insurance 307,357 252,282 342,685 300,632 300,632 300,632 0.00%
Payments to Other Governments 223,065 156,006 277,018 241,714 241,714 241,714 0.00%
Expense Allowances 294 704 1,437
OPERATING EXPENSES 12,811,328 6,012,359 4,312,035 6,590,125 6,590,125 6,590,125 0.00%
NON-OPERATING EXPENSES
Prior Period Adjustment 38,584
NON-OPERATING EXPENSES 38,584
Total 13,449,153 6,360,580 4,854,532 7,187,770 7,187,770 7,153,578 -0.48%
Significant Changes
The change in Pesonnel Services is attributed to staff turnover.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00551 Self Insurance Workers'Comp 7,695,302 8,333,314 7,822,413 7,187,770 7,187,770 7,153,578 (34,192)
Total 7,695,302 8,333,314 7,822,413 7,187,770 7,187,770 7,153,578 (34,192)
139
City Manager
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Self Insurance General Liab (552)
PERSONNEL SERVICES
Salaries, Permanent 96,579 96,579 131,323 138,175 138,175 146,778 6.23%
Leave Payouts 4,873 4,873 3,810
Benefits 40,970 40,970 79,827 87,438 87,438 88,123 0.78%
PERSONNEL SERVICES 174,372 142,422 214,960 225,613 225,613 234,902 4.12%
OPERATING EXPENSES
Equipment and Supplies 1,014 1,014 305 2,275 2,275 2,275 0.00%
Conferences and Training 4,106 4,106 2,395 5,000 5,000 5,000 0.00%
Professional Services 67,447 67,447 109,777 200,000 202,934 200,000 0.00%
Other Contract Services 14,797 14,797 9,417
Claims Expenses (186,152) (186,152) (1,857,702) 912,000 912,000 912,000 0.00%
Insurance 2,212,037 2,212.037 3,310,867 3,533,445 3,533,445 3,533,445 0.00%
OPERATING EXPENSES 3,766,940 2,113,248 1,575,058 4,652,720 4,655,654 4,652,720 0.00%
NON-OPERATING EXPENSES
Prior Period Adjustment 10,607
NON-OPERATING EXPENSES 10,607
Total 3,941,312 2,266,277 1,790,019 4,878,333 4,881,267 4,887,622 0.19%
Significant Changes
The change in Personnel Services is due to newly negotiated employee contracts.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00552 Self Insurance General Liability 3,847,245 4,960,267 5,272,607 4,878,333 78,333 3,323,691 3,245,358
Total 3,847,245 4,960,267 5,272,607 4,878,333 78,333 3,323,691 3,245,358
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6130/2021 Prior Year
00552 Self Insurance General Liability 3,199,071 6,681,659 1,878,725 1,878,725 1,563,931 314,794 (1,563,931)
Total 3,199,071 6,681,659 1,878,725 1,878,725 1,563,931 314,794 (1,563,931)
140
City of Huntington Beach
Community Development
Adopted Budget — FY 2020/21
Director of Community
Development
Deputy Director of Community ADMINISTRATION Deputy Director of Community
Development Administrative Analyst Principal Development
Administrative Analyst Senior
Administrative Assistant
Administrative Secretary(2.5)
Office Assistant II
PLANNING COMMISSION
C D
PLANNING BUILDING&SAFETY COMMUNITY ENHANCEMENT REAL ESTATE
CURRENT&ADVANCE PERMIT/PLAN CHECK C,'QDF ENFORQFMFNT Real Estate Project Manager
PLANNING Building Manager Code Enforcement Supervisor
Planning Manager Plan Check Engineer(2) Senior Code Enforcement
Principal Planner Officer(2)
Permit&Plan Check Supervisor Code Enforcement Officer II 3
Senior Planner(2) Senior Permit Technician(3) ( )
Associate Planner(4) Code Enorcement Officer 1(2)
Assistant Planner(2) INSPECTION Code Enforcement Technician
Inspection Supervisor(2) F .ONOMI .DFVF1 OPMFNT_
Principal Electrical Inspecbr HOUSING, .DB,!HOME
Principal Plumbing&Mechanical Economic Development Project
Inspector
Building Inspector 1/11/III(9) Manager
Administrative Analyst
141
Community Development Department Descriptions
The purpose of the Community Development Department is to serve exceptionally, inspiring pride in our
Huntington Beach community. The main functions of the Community Development are:
1) Promote a high quality built environment by planning for future growth and development of the City while
ensuring development proposals conform to the City's vision and implementing documents;
2) Ensure that current construction is safe and in alignment with the City's vision and complies with all Federal,
State and local regulations;
3) Enhance inclusive prosperity by promoting attainable housing, preserving quality neighborhoods, providing
necessary public services and facilities, and creating job opportunities by growing the local economy;
4) Manage the City's portfolio of real property assets.
The Community Development Department is comprised of four
main functions: Planning, Building and Safety, Community
Enhancement, and Real Estate, which are further segmented for
budgetary purposes. The Community Development Department
strives to behave in a team-oriented way with humility, social l_
awareness, passion, exceptionality, and integrity through the
provision of services that reflect the goals of the City Council and
community while ensuring the health, safety and welfare of the 1
public. I
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 i
administration, data analysis, forms, public notices, purchasing,
etc. 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.
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 (permits, subdivisions, variances, etc.),
environmental review, and plan check services. Current Planning requires direct contact with residents,
businesses and developers. Current Planning is responsible for staffing the Planning Commission, Zoning
Administrator and Design Review Board.
142
Community Development Department Descriptions
Planning Commission
r AIM 14'
The Planning Commission is a quasi-judicial decision making =t/J%//�
body with authority over development proposals that require 4
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.
Building & Safety Division
The Building and Safety Division is responsible for Permit& Plan Check and Inspection activities. Permit&
Plan Check 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 with the California Building
Code, conducting structural calculations when necessary, permit issuance, and scheduling of inspections.
Ranges of projects from minor 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 plans examiners are typically interacting with
professional designers such as architects and engineers.
4
Inspection Services is responsible for ensuring projects are
constructed pursuant to the approved plans, confirming they are
compliant with the California Building Code, once a permit has
been issued. The purpose of inspections is to safeguard
construction in town from shoddy and unsafe work protecting the
owners and occupants of buildings. Once a construction project
has passed all inspections and is complete a 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
a
FI
143
Community Development Department Descriptions
Community Enhancement Division
The Community Enhancement Division is responsible for a myriad of services that
promote quality of life including; Code Enforcement, Economic Development and
Administration of the CDBG/ HOME programs. Code Enforcement's
responsibilities include 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.
Economic Development activities include business development efforts via
Business Retention & Expansion and Business Attraction programs. These
programs strive to grow the local economy through job creation. Strategic
partnerships with the Chamber of
Commerce, Visit Huntington Beach,
the Downtown BID, Golden West
College, local lenders, the Small
Business Development Center, the Orange County Business
Council, and the Workforce Investment Board allow the City to
leverage resources and relationships to provide businesses the
support to grow their businesses. The City has engaged an
industry cluster/workforce analysis to provide data to better
understand clusters of industries and why Huntington Beach
provides a competitive advantage to those industries and their
supply chain.
The federal Department of Housing and Urban Development(HUD) provides federal dollars directly to
Huntington Beach via the Community Development Block Grant(CDBG)and HOME Investments
Partnerships Program (HOME). The objective of the CDBG Program 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. 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. The City leverages CDBG and HOME funds with other funding sources
to create affordable housing opportunities including homeless prevention services.
This fiscal year, the City intends to fund a homeless shelter operations utilizing
CDBG funds.
Real Estate Services
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.
144
Community Development By the Numbers
Administration Division
• Coordinate 16 Planning Commission
meetings and 18 Zoning Administrator
meetings
• Process all legally required mailings . �>o
and public notices — over 25,000
annually.
• Annually respond to 164 citizen
inquiries regarding flood plain
concerns and process individual
inquiries within one business day.
Planning Division
• Process 190 entitlements in accord with the state-mandated Permit Streamlining Act and approximately
32 temporary sign permits and 43 temporary activity permits.
• Respond to 7,031 phone calls and 6,780 walk-in inquiries.
• Plan check 1,500 plans for zoning compliance annually; process 872 over the counter plan checks; 239
grading plan checks; 48 landscaping plan checks; and process 115 address assignments.
• Mailed approximately 8,281 flood/information brochures to properties in the floodplain.
Building & Safety Division
• Provide customer service to 21,400 counter customers.
• Answer over 107,400 phone inquiries.
• Review and approve 9,800 permits with a construction valuation of approx. $136,000,000.
• Perform 740 over-the-counter building plan reviews.
• Perform 950 large or complicated building plan reviews.
• Process 800 certificates of occupancy for new and change of business.
• Schedule and conduct 125 counter meetings/appointments.
• Mail approximately 7,900 permit notification letters and 1,760 permit reminder letters.
• Respond to 220 Public Records Requests.
• Customers schedule 5,450 inspections online
• Perform over 36,360 building, mechanical, plumbing, and certificate of occupancy inspections annually.
• Complete 1,300 plumbing, mechanical, and electrical plan checks annually.
• Complete over 800 NPDES inspections to ensure construction runoff standards and best management
practices are met.
• Conduct over 500 field meetings with developers, contractors, and business owners.
• Conduct over 450 counter meetings/appointments with customers.
• Issue 200 notices to stop work and obtain required permits.
• Issue 550 photovoltaic permits, with associated plan checks and field inspections.
!i
I
145
Community Development By the Numbers
Community Enhancement Division
• Respond to 14,632 phone calls, 1,814 walk-in inquiries, 12,960 e-mails, and 3,057 MyHB inquiries.
• Initiate 2,059 proactive cases per year to address code violations.
• Conduct over 8,880 field inspections annually.
• Resolve over 4,271 code enforcement cases annually.
• 143 families assisted through Tenant Based Rental Assistance (TBRA) Program
• 283 homeless individuals assisted
• 220 ADA curb ramps installed
• ADA restroom improvements completed at Central Library
• Assisted 185 adults through the Oak View Family Literacy Program (literacy program for adults)
• Assisted 482 Senior's with Care Management(services for senior community)
• Assisted 2,015 families through the Fair Housing Foundation (fair housing consulting)
• Assisted 47 children through StandUp for Kids OC (assistance for homeless kids)
• Assisted 263 children through Oak View Children's Bureau (after-school program for kids)
Real Estate Division
• Manage the City's real estate portfolio consisting i
of 700 sites.
• Manage and maintain over 120 leases yielding
approximately$4 million in revenue to the City of '
Huntington Beach.
• Acquired $3.16 M of real property
• Disposed of$2.7 of real property
• Completed final implementation of Real Estate
Management(REM)software
146
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 2020/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 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 98% 96% 95%
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 100% 89% 85%
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 98% 95% 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 85% 89% 92%
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 phone inquiries responded to within 95% 92% 95%
two 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
147
Community Development Accomplishments & Goals
FY 2019/20 Accomplishments
• During the closure due to the global pandemic, launched contactless permit, plan check, inspection, code
enforcement and planning services including digital/video inspections, electronic plan check submittal, and
contactless permit issuance and code enforcement inspections.
• Absorbed the Office of Business Development into the Community Development Department. The Office
of Business Development oversees the Affordable Housing, Real Estate Services and Economic
Development functions for the City.
• Completed a draft of the 2020—2024 Consolidated Plan, including making the draft available on the City's
website, conducting an online survey and holding stakeholder and public outreach meetings.
• Completed FEMA 5-yeat audit and community rating system data submittal, which resulted in the City
receiving an upgraded CRS rating. This new rating will result in an additional discount in flood insurance
premiums for thousands of Huntington Beach residents.
• Launched Q-Less appointment system and mobile application.
• Continued to provide dedicated staff from each division to the development of Accela, the City's new
Electronic Land Management (ELM) System.
• Completed Zoning Text and Map Amendments to establish a Research and Technology zoning district
pursuant to goals and policies adopted for the General Plan Update.
• Completed two phases of a comprehensive update to Huntington Beach Zoning and Subdivision
Ordinance.
• Completed amendments to the Housing Element and Beach and Edinger Corridors Specific Plan
Amendments, which resulted in HCD certification of the Housing Element. The City is now eligible for S132
funding to support homeless services and programs.
• Held Planning Commission public hearings on the Magnolia Tank Farm Specific Plan and EIR
• Other notable projects processed: Pegasus School remodel; Ellis Avenue condos, HQ Gastropub
Expansion; County Gothard Property General Plan Amendment; 3rd Street Retail/Office Development;
Park Avenue Rezone; Utica Avenue Rezone and Townhomes; and Roth Condos.
• Provided dedicated inspectors to facilitate a timely construction process at: Boeing facility sales, Raising
Canes Restaurant, Farmer Boys Restaurant, The Learning Experience Daycare facility, Pegasus School
classrooms, Peters Landing site renovation, Tripointe Homes (Franklin School site residential
redevelopment project), Parkside Homes, and Lebard Park.
• Completed inspection work through final approvals for McKenna Subaru Car Dealership, Monogram
(Luce)Apartments, Boardriders Corporate Office remodel, and Hilton Waterfront Beach Resort Expansion.
• Completed Building, Mechanical, Electrical, and Plumbing Plan Checks for Goldenwest & Warner Plaza
Shell addition, Lebard Park Homes, and Holly& Gothard Townhomes.
• Enacted new processing of Additional Dwelling Units pursuant to state law.
• Successfully met AB2188 plan check review and inspection deadlines for 400 residential photovoltaic solar
projects.
• Created a Priority Response Pyramid for General Fund and CDBG Code Enforcement cases, which
outlines expected turn-around time for inspections with specific reported violations and hired four(4) new
full-time Code Enforcement Officers with a combination of 35 years of experience.
• Conducted 265 code enforcement inspections/ contacts at the U.S. Open of Surfing Competition
2019. Four Civil Citations were issued as a result of non-compliance.
• Successfully shutdown an illegal Medical Marijuana Dispensary (MMD) in a commercial zone at Griffin/
Slater with the assistance of the City Attorney and Huntington Beach Police Department.
Department. Approximately$619,250 in civil citation fines/fees were assessed to this MMD.
• Successfully obtained an "Inspection Warrant" for a hoarding investigation and a "No-Knock Inspection
Warrant" for an illegal marijuana dispensary, including the Return of all Inspection Warrants, signed by
five (5) different honorable judges.
• Established a partnership with Huntington Beach Police Volunteers to assist with the removal of illegal
signs on public property.
• Established time accounting on all Code Enforcement cases in order to properly bill code violators for
inspections.
148
Community Development Accomplishments & Goals
• Created a "Diversionary Hearing" for Code Enforcement cases where all efforts to obtain voluntary
compliance have failed. The Hearing is an opportunity for the code violators to meet with staff from the
City Attorney's Office to discuss required remedies to resolve code violations before additional legal
actions are taken by the City.
• Introduced a Receivership Process and the Red Light Abatement to resolve severe code violations on
property neglected by owners.
• 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).
• Connected with local volunteer organizations to abate and clean-up two different properties on Community
Services Day, April 27, 2019; participated in three additional clean-up events with non-profit organizations
such as Waymakers and Americana Management.
• Attended various trainings and conferences such as self-defense, marijuana regulations, short-term
vacation rental, receivership, customer service, and American Planning Association state conference
• Participated in community events such as Citizen's Academy, National Night Out, and Huntington Beach
Police Department Open House.
• Director Luna-Reynosa was a featured presenter at the California American Planning Association
Conference.
• Associate Planner Nicolle Aube graduated from the Cal State Fullerton Leadership Academy for public
employees.
FY 2020/21 Goals
Department Operations & Customer Service
• Formulate and implement a dynamic department operations plan, in line with state, county and citywide
plans,that transitions through phases of reopening the economy, which prioritizes the safety and health
of the public and department employees, maintains continuity of service and all department functions,
utilizes technology to engage and inform the public, is open and transparent, and is a resource for
businesses and residents.
• Decrease customer trips to City Hall by continuing and expanding the use of the Q-Less application
and appointment system and providing increased information and services online using innovative
technological solutions; continually assess and refine these processes over time.
• 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 information provided online to the public, including expanded permit history, detailed project
status, and downloadable correction lists.
• Continue outreach to various community stakeholders through participation and staffing of City Council
subcommittees and task forces.
• To the extent possible, 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, helpful brochures,and reading pamphlets for the public(to be on display
at libraries, City Hall and community centers, inserts in mailers,social media posts, and City newsletter).
• Implement self-serve permitting via lobby kiosks for simple permits such as water heaters and re-
roofing.
• Maintain expedited plan review and inspections for residential photovoltaic and electric vehicle charging
systems.
• Continue to improve customer service of the development review process through surveys and
outreach to customers and other development services departments.
• 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 and
assistance.
• Continue processing zoning entitlements in a timely manner and in accordance with Permit
Streamlining laws.
• Monitor and maintain compliance with changing California State Laws related to land use.
149
Community Development Accomplishments Goals
Projects
• Complete updates to the Municipal Code for noise,vehicle abatement, and nuisances through adoption
by the City Council.
• Commence Phase III of the Zoning Code Update.
• Initiate a comprehensive update to the City's certified Local Coastal Program and submit the Sunset
Beach Specific Plan to the California Coastal Commission.
• Complete the Program EIR and legislative amendments for the proposed redevelopment of the
Magnolia Tank Farm through the City Council.
• Obtain grant funding for the 6"' Cycle Housing Element Update and commence the Housing Element
with a goal to submit to HCD by October 2021.
• Complete planning review for Phase II of the Boeing campus redevelopment.
• Complete housing related updates to the Zoning Code.
Staff Development/Department Organization
• Continue to operate the Community Development Department emphasizing the six pillars of service:
striving to behave in a team-oriented way with humility, social awareness, passion, exceptionality, and
integrity.
• Enhance Code Enforcement cost recovery efforts working with the Finance Department and through a
partnership with Data Ticket.
• Continue to promote staff development through professional certifications such as the Certified Access
Specialist (CASp) Program, American Institute of Certified Planners (AICP) and other professional
development programs.
• Prioritize staff training and development opportunities through the provision of Development Assistance
Team cross training and participation in the CSUF Leadership Program and attendance at workshops
and conferences.
• Transition Code Enforcement operation entirely to paperless (no more paper case files).
• Evaluate opportunities to maximize staff resources and assess areas for creating efficiencies in
department staffing through cross training. Prioritize staff job satisfaction and growth through special
project assignments, training opportunities, mentoring, timely performance evaluations and team
building.
ELM/Accela
• Continue implementation and launch new Electronic Land Management System (Accela), 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.
• Maintain customer service levels after launch of the new Accela Land Management System.
150
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 3,974,730 3,033,929 4,088,721 4,800,882 4,685,715 5,100,992 6.25%
Salaries,Temporary 143,188 100,839 122,142 275,430 218,586 254,534 -7.59%
Salaries, Overtime 85,909 50,488 29,286 76,350 57,850 72,700 -4.78%
Leave Payouts 99,073 95,986 110,544
Benefits 2,142,417 1,788,572 2,507,473 1001,182 2,902,894 2,918.585 -2.75%
PERSONNEL SERVICES 6,445,317 5,069,815 6,858,166 8,153,844 7,865,044 8,346,812 2.37%
OPERATING EXPENSES
Utilities 0 334 940
Equipment and Supplies 166,163 70,640 99,041 137,207 133,957 130,593 -4.82%
Repairs and Maintenance 18,269 7,200 4,288 12,050 10,050 24,400 102.49%
Conferences and Training 41,416 18,307 29,187 51,300 45,300 52,400 2.14%
Professional Services 1,146,474 924,824 1,229,814 821,667 1,540,452 667,957 -18.71%
Other Contract Services 142,305 137,364 223,254 230,678 333,957 274,000 18.78%
Rental Expense 191 1,500 1,500 -100.00%
Contribution to Private Agency 5,000 45,000 40,000 40,000 40,000 60,638 51.60%
Payments to Other Government 1,314,969 502,081 506,543 171,000 1,333,168 265,000 54.97%
Expense Allowances 18,960 11,906 16,109 24,150 21,150 24,200 0.21%
Other Expenses 37,411
OPERATING EXPENSES 2,853,747 1,717,655 2,186,588 1,489,552 3,459,535 1,499,188 0.65%
CAPITAL EXPENDITURES
Land Purchase 989,000 1,512
Improvements 203,402 546,995 974,732 286,343
CAPITAL EXPENDITURES 203,402 546,995 1,963,732 287,855
NON-OPERATING EXPENSES
Debt Service Expenses 214,487 6,906 444,166 225,036 220,536 -100.00%
Loans Made 192,556 76,650 864,795 772,074 672,701 -22.21%
NON-OPERATING EXPENSES 407,043 83,556 444,166 1,089,831 992,610 672,701 -38.27%
Grand Total 9,909,508 7,418,020 11,452,652 10,733,227 12,605,044 10,518,700 -2.000
General Fund 7,466,510 6,042,849 8,116,145 8,876,333 9,179,684 8,857,941 -0.21%
Other Funds 2,442,998 1,375,171 3,336,507 1,856,894 3,425,360 1,660,759 1 -10.56%
Grand Total 9,909,508 7,418,020 11,452,652 10,733,227 12,605,044 10,518,700 1 -2.00%
Personnel Summary 49.50 49.50 49.50 49.50 49.50 51.50 2.00
151
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 3,770,952 2,884,483 3,872,235 4,567,967 4,460,591 4,828,578 5.71%
Salaries, Temporary 108,398 69,534 71,988 154,340 107,340 169,534 9.84%
Salaries, Overtime 41,877 20,348 14,285 31,350 12,850 27,700 -11.64%
Leave Payouts 95,367 95,986 110,544
Benefits 2,032,367 1,712,374 2,381,889 2,853,124 2,783,821 2,768,629 -2.96%
PERSONNEL SERVICES 6,048,961 4,782,725 6,450,940 7,606,781 7,364,602 7,794,441 2.47%
OPERATING EXPENSES
Utilities 334 940
Equipment and Supplies 166,163 70,640 99,041 137,207 114,957 130,593 -4.82%
Repairs and Maintenance 18,269 7,200 4,288 12,050 10,050 24,400 102.49%
Conferences and Training 41,416 18,307 29,101 51,300 45,300 52,400 2.14%
Professional Services 978,068 899,639 1,193,463 771,667 1,333,943 527,907 -31.59%
Other Contract Services 65,816 85,355 155,583 100,678 117,182 139,000 38.06%
Rental Expense 191 1,500 1,500 -100.00%
Payments to Other Government 128,666 166,744 165,680 171,000 171,000 165,000 -3.51%
Expense Allowances 18,960 11,906 16,109 24,150 21,150 24,200 0.21%
Other Expenses 1,000
OPERATING EXPENSES 1,417,549 1,260,124 1,665,205 1,269,552 1,815,082 1,063,500 -16.23%
Total 7,466,510 6,042,849 8,116,145 8,876,333 9,179,684 8,857,941 -0.21%
Personnel Summary 45.17 45.17 45.17 45.17 45.17 46.67 1 1.50
152
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration
PERSONNEL SERVICES
Salaries, Permanent 535,728 395,090 641,458 729,179 740,055 859,955 17.93%
Salaries, Temporary 26,337 8,627 17,151 28,000 28,000 55,517 98.28%
Salaries, Overtime 2,800 2,199 1,536 3,300 3,300 3,300 0.00%
Leave Payouts 1,001 4,444
Benefits 302,757 248,575 374,180 435.043 425,978 471,829 8.46%
PERSONNEL SERVICES 867,622 655,491 1,038,769 1,195,522 1,197,333 1,390,601 16.32%
OPERATING EXPENSES
Equipment and Supplies 75,551 39,024 46,537 77,957 57,957 64,931 -16.71%
Repairs and Maintenance 313 2,000 2,000 0.00%
Conferences and Training 359 939 992 8,000 5,000 6,000 -25.00%
Professional Services 5,180 96,411 (242) 10,000 100.00%
Other Contract Services 28,891 21,329 2,000 2,000 2,000 0.00%
Expense Allowances 5,995 1,065 3,923 12,100 6,050 6,050 -50.00%
OPERATING EXPENSES 87,085 166,330 72,851 102,057 71,007 90,981 -10.85%
Total 954,707 821,821 1,111,621 1,297,579 1,268,340 1,481,582 14.18%
Significant Changes
The change in Permanent Salaries is mostly due to the reallocation of one (1) Principal Admin Analyst from the Office of Business
Development. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories
and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
153
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Planning
PERSONNEL SERVICES
Salaries, Permanent 1,017,109 663,251 937,037 1,101,391 1,033,569 1,108,056 0.61%
Salaries,Temporary 37,000 25,000 -32.43%
Salaries, Overtime 856 1,168 1,550 50 -100.00%
Leave Payouts 21,541 21,098 34,821
Benefits 510,371 404,012 567,024 661,842 651,331 613,725 -7,27%
PERSONNEL SERVICES 1,549,877 1,089,528 1,538,882 1,801,783 1,684,951 1,746,782 -3.05%
OPERATING EXPENSES
Equipment and Supplies 4,532 1,289 1,675 4,750 4,750 5,700 20.00%
Conferences and Training 8,038 6,761 8,161 13,000 13,000 10,000 -23.08%
Professional Services 86,758 379,500 448,052 250,000 464,319 151,000 -39.60%
Other Contract Services 21,496 16,013 23,282 21,000 21,000 23,500 11.90%
OPERATING EXPENSES 120,824 403,564 481,170 288,750 503,069 190,200 -34.13%
Total 1,670,701 1,493,092 2,020,051 2,090,533 2,188,019 1,936,982 -7.35%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated
cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
154
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Code Enforcement&
Neighborhood Preservation
PERSONNEL SERVICES
Salaries, Permanent 293,740 262,941 280,862 350,945 361,742 576,685 64.32%
Salaries, Temporary 17,866 13,783 8,503 12,521 12,521 13,517 7.95%
Salaries, Overtime 15,582 3,418 4,997 2,100 2,100 10,000 376.19%
Leave Payouts 9,239 7,761 19,946
Benefits 155,055 137,495 185,058 232,478 227,712 352,566 51.66%
PERSONNEL SERVICES 491,482 425,398 499,366 598,044 604,075 952,768 59.31%
OPERATING EXPENSES
Equipment and Supplies 8,496 2,829 10,809 4,500 4,500 6,500 44.44%
Repairs and Maintenance 2,400 100.00%
Conferences and Training 5,414 1,805 629 2,000 2,000 4,000 100.00%
Professional Services 61,298 8,832 9,000 100.00%
Other Contract Services 15,000
OPERATING EXPENSES 13,910 4,634 72,735 6,500 30,332 21,900 236.92%
Total 505,392 430,032 572,101 604,544 634,406 974,668 61.22%
Significant Changes
The change in Permanent Salaries is mostly due to the addition of two (2) Code Enforcement Officers to the City's Homeless Taskforce.
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime)are reflected in Non-Departmental for an estimated cost
reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
155
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Permit and Plan Check
Services
PERSONNEL SERVICES
Salaries, Permanent 498,791 421,680 512,281 732,819 622,601 771,095 5.22%
Salaries, Temporary 21,642 18,443 22,643 36,635 26,635 28,000 -23.57%
Salaries, Overtime 7,664 4,718 4,319 5,100 1,600 5,100 0.00%
Leave Payouts 27,425 18,823 9,271
Benefits 264,207 232,892 344,376 440,985 416,858 428,654 -2.80%
PERSONNEL SERVICES 819,729 696,556 892,889 1,215,539 1,067,694 1,232,850 1.42%
OPERATING EXPENSES
Equipment and Supplies 56,287 9,543 22,284 28,100 28,100 28,100 0.00%
Conferences and Training 4,747 165 3,345 5,500 3,500 7,400 34.55%
Professional Services 587,144 246,904 344,670 230,000 438,480 147,782 -35.75%
Other Contract Services 24,911 55,500 100.00%
Expense Allowances 5,396 4,050 3,141 6,050 6,050 6,050 0.00%
OPERATING EXPENSES 653,574 260,662 398,351 269,650 476,130 244,832 -9.20%
Total 1,473,303 957,218 1,291,240 1,485,189 1,543,824 1,477,682 -0.51%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
156
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Inspection Services
PERSONNEL SERVICES
Salaries, Permanent 1,170,253 934,862 1,207,866 1,259,719 1,298,267 1,308,697 3.89%
Salaries, Overtime 14,162 8,464 3,433 19,300 5,800 9,300 -51.81%
Leave Payouts 35,463 38,388 42,062
Benefits 669,105 574,403 749,223 836,149 819,910 793,712 -5.08%
PERSONNEL SERVICES 1,888,983 1,556,117 2,002,584 2,115,168 2,123,977 2,111,709 -0.16%
OPERATING EXPENSES
Utilities 940
Equipment and Supplies 12,045 10,016 6,207 11,750 11,750 12,800 8.94%
Conferences and Training 6,508 3,044 7,640 7,000 7,000 8,000 14.29%
Professional Services 241,230 147,080 260.625 150,000 263,773 60,000 -60.00%
Expense Allowances 2,596 4,050 5.400 6,050 6,050 100.00%
OPERATING EXPENSES 262,379 164,190 280,812 168,750 288,573 86,850 -48.53%
Total 2,151,362 1,720,307 2,283,397 2,283,918 2,412,549 2,198,559 -3.749%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime)are reflected in Non-Departmental for an estimated cost
reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
157
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Planning Commission
OPERATING EXPENSES
Equipment and Supplies 3,527 2,146 1,959 5,500 4,500 4,500 -18.18%
Conferences and Training 10,818 3,700 8,006 12,000 12,000 14,500 20.83%
OPERATING EXPENSES 14,345 5,846 9,965 17,500 16,500 19,000 8.57%
Total 14,345 5,846 9,965 17,500 16,500 19,000 8.579/6
Significant Changes
Operating Expenses have been adjusted as part of a citywide effort to realign budgets to current spending trends.
158
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Office of Business
Development
PERSONNEL SERVICES
Salaries, Permanent 182,378 146,978 220,846 314,989 323,062 120,373 -61.79%
Salaries, Overtime 813 382
Leave Payouts 784
Benefits 91,141 80,744 120,763 190,355 186,799 62,574 -67.13%
PERSONNEL SERVICES 274,332 228,888 341,609 505,344 509,861 182,947 -63.80%
OPERATING EXPENSES
Utilities 334
Equipment and Supplies 2,995 5,793 8,558 2,850 2,850 4,962 74.11%
Repairs and Maintenance 284
Conferences and Training 4,820 1,892 329 3,300 2,300 1,000 -69.70%
Professional Services 16,157 11,271 33,248 62,000 63,560 90,125 45.36%
Other Contract Services 24,088 16,259 62,217 47,498 49,002 30,000 -36.84%
Expense Allowances 4,974 2,741 3,645 6,000 3,000 6,050 0.83%
Other Expenses 1,000
OPERATING EXPENSES 53,318 38,289 108,996 121,648 120,712 132,137 8.62%
Total 327,650 267,177 450,605 626,992 630,573 315,084 -49.75%
Significant Changes
The change in Permanent Salaries is mostly due to the reallocation of one (1) Principal Admin Analyst to Community Development
Administration, as well as the reallocation of funding for other staff resulting from the Office of Business Development being combined into
the Community Development Department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected
in Non-Departmental for an estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding
between expenditure categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from
the COVID-19 pandemic.
159
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Real Estate Services
PERSONNEL SERVICES
Salaries, Permanent 27,487 25,231 39,491 33,976 35,076 36,486 7.39%
Salaries, Temporary 42,553 28,681 23,691 40,184 40,184 47,500 18.21%
Leave Payouts 8,129
Benefits 16,491 14,715 21,775 28,307 27,868 21,326 -24.66%
PERSONNEL SERVICES 86,531 76,756 84,958 102,467 103,128 105,312 2.78%
OPERATING EXPENSES
Equipment and Supplies 2,625 1.013 1,750 500 3.000 71.43%
Repairs and Maintenance 242
Conferences and Training 570 500 500 1,500 200.00%
Professional Services 40,854 18,474 31,907 79,667 94,980 60,000 -24.69%
Other Contract Services 1,444 6,000 6,000 -100.00%
Rental Expenses 191 1,500 1,500 -100.00%
Payments to Other Governments 128,666 166,744 165,680 165,000 165,000 165,000 0.00%
OPERATING EXPENSES 173,148 185,218 200,044 254,417 268,480 229,500 -9.79%
Total 259,679 261,974 285,001 356,884 371,608 334,812 -6.18%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
160
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Ocean View Estates
PERSONNEL SERVICES
Salaries, Permanent 45,466 34,451 32,394 44,949 46,219 47,231 5.08%
Leave Payouts 1,699
Benefits 23,241 19,539 19,489 27.965 27,366 24,243 -13.31%
PERSONNEL SERVICES 70,406 53,991 51,883 72,914 73,584 71,474 -1.98%
OPERATING EXPENSES
Equipment and Supplies 105 50 50 100 100.00%
Repairs and Maintenance 17,742 7,200 3,975 10,050 10.050 20,000 99.00%
Conferences and Training 143
Professional Services 745 13,906
Other Contract Services 20,229 24,191 22,401 24,180 24,180 28.000 15.80%
Payments to Other Governments 6,000 6,000 -100.00%
OPERATING EXPENSES 38,964 31,391 40,282 40,280 40,280 48,100 19.41%
Total 109,370 85,381 92,165 113,194 113,864 119,574
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime)are reflected in Non-Departmental for an estimated cost
reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
161
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Specific Events(iol)
PERSONNEL SERVICES
Salaries, Permanent 402 5,941 803
Salaries, Temporary 283 406 322
Salaries, Overtime 34,409 25,248 11,864 45,000 45,000 45,000 0.00%
Benefits 4,955 4,727 1,864
PERSONNEL SERVICES 40,049 36,322 14,853 45,000 45,000 45,000 0.00%
OPERATING EXPENSES
Other Contract Services 15,000 15,000 5,000 -66.67%
OPERATING EXPENSES 15,000 15,000 5,000 -66.67%
Total 40,049 36,322 14,853 60,000 60,000 50,000 -16.67%
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 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00101 Specific Events 40,049 132,539 37,246 60,000 60,000 50,000 (10,000)
Total 40,049 132,539 37,246 60,000 60,000 50,000 (10,000)
162
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Rehabilitation Loans (215)
OPERATING EXPENSES
Payments to Other Governments 80,000 50,000 100,000 100.00%
OPERATING EXPENSES 80,000 50,000 100,000 100.00%
CAPITAL EXPENDITURES
Land Purchase 766,000 905
Improvements 21,094 974,732 286,343
CAPITAL EXPENDITURES 21,094 1,740,732 287,248
NON-OPERATING EXPENSES
Debt Service Expenses 47500 -100,00%
Loans Made 192,556 76,650 295,500 50.000 90,000 -69.54%
NON-OPERATING EXPENSES 192,556 76,650 300,000 50,000 90,000 -70.00%
Total 192,556 97,744 1,820,732 300,000 387,248 190,000 -36.67%
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 2016/17 FY 2017118 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00215 Rehabilitation Loans 121,737 105.942 367,334 100,000 100.000 (100,000)
Total 121,737 105,942 367,334 100,000 100,000 (100,000)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00215 Rehabilitation Loans 1,761,754 1,769,952 316,554 697,287 190,000 507,287 (190,000)
Total 1,761,754 1,769,952 316,554 697,287 190,000 507,287 (190,000)
163
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Community Development
Block Grant(239,815,859-861,863,
1208,1219,1235)
PERSONNEL SERVICES
Salaries, Permanent 178,208 126,666 196,353 209,249 201,458 248,194 18.61%
Salaries, Temporary 34,507 30,900 49,832 121,090 111,246 85,000 -29.80%
Salaries, Overtime 4,327 4,892 3,137
Leave Payouts 3,706
Benefits 92,923 65,800 111.892 134.155 105,169 137,200 2.27%
PERSONNEL SERVICES 313,671 228,257 361,215 464,494 417,873 470,395 1.27%
OPERATING EXPENSES
Professional Services 109,857 11,088 36,351 107,757 112,050 100.00%
Other Contract Services 75,665 44,439 67,671 105,000 191,775 120,000 14.29%
Contribution to Private Agency 5,000 45,000 40,000 40,000 40,000 60,638 51.60%
Expense Allowances 36,411
OPERATING EXPENSES 190,522 100,527 180,434 145,000 339,532 292,688 101.85%
CAPITAL EXPENDITURES
Land Purchase 223,000 607
Improvements 186,402 35,653
CAPITAL EXPENDITURES 186,402 35,653 223,000 607
NON-OPERATING EXPENSES
Debt Service Expenses 214,487 6,906 444,166 220,536 220,536 -100.00%
NON-OPERATING EXPENSES 214,487 6,906 444,166 220,536 220,536 -100.00%
Total 905,081 371,343 1,208,814 830,030 978,548 763,083 -8.07%
Significant Changes
The FY 2020/21 Community Development Block Grant (CDBG)from the Federal Department of Housing and Urban Development (HUD) is
$1,237,224, plus $200,000 in Program Income. A total of $740,000 in CDBG expenditures can be found in the Community Services
($44,000), Library Services ($10,000) and Public Works ($686,000) Departments' Other Funds sections. The total expenses are inclusive
of the City's personnel cost associated with managing the program.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00239 CDBG 626,494 1,208,814 830.030 830.030 697,224 (132.806)
"The remaining revenue of$740,000 can be found in the Community Services.Library Services.and Public Works Other Funds section
Total 626,494 1,208,814 830,030 830,030 697,224 (132,806)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00239 CDBG (1,612) (78,126) 65,859 65,859 (65,859)
Total (1,612) (78,126) 65,859 65,859 (65,859)
164
Community Development
Adopted Budget -FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 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 23.665 16,839 19,330 23,665 23,665 24,220 2.35%
Benefits 11,092 5,671 11,828 13,904 13,904 12,756 -8.25%
PERSONNEL SERVICES 34,757 22,510 31,158 37,569 37,569 36,976 -1.58%
OPERATING EXPENSES
Conferences and Training 86
Professional Services 9,145 14,097 48,752
Other Contract Services 320
Payments to Other Governments 1,186,303 335,337 260,863 1,112,168
OPERATING EXPENSES 1,195,768 349,434 260,949 1,160,920
CAPITAL EXPENDITURES
Improvements 17.000
CAPITAL EXPENDITURES 17,000
NON-OPERATING EXPENSES
Loans Made 569,295 722,074 582.701 2.35%
NON-OPERATING EXPENSES 569,295 722,074 582,701 2.35%
Total 1,247,525 371,944 292,107 606,864 1,920,563 619,677
Significant Changes
HOME funds are being used for three Tenant Based Rental Assistance (TBRA) Programs, Affordable Housing Project, as well as administration
costs.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00240 HOME Program 22,510 89,463 606,864 1,577,772 619,677 (958,095)
Total 22,510 89,463 606,864 1,577,772 619,677 (958,095)
165
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020121 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 49,404 50,000 50,000 28,000 -44.00%
Other Contract Services 504 7,569 10,000 10,000 10,000 0.00%
OPERATING EXPENSES 49,908 7,569 60,000 60,000 38,000 -36.67%
CAPITAL EXPENDITURES
Improvements 490,248
CAPITAL EXPENDITURES 490,248
Total 51,697 497,817 60,000 60,000 38,000 -36.67%
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 2016117 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00308 In-Lieu Parking Downtown 56,020 3,200 67,743 67,700 67,700 38,000 (29,700)
Total 56,020 3,200 67,743 67,700 67,700 38,000 (29,700)
166
Community Development
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 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 19,000
OPERATING EXPENSES 19,000
Total 6,090 19,000
Significant Changes
No significant changes.
167
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168
City of Huntington Beach
Community Services
Adopted Budget — FY 2020/21
Director of Community Services
ADMINISTRATION PARK DEVELOPMENT
AND ACQUISITION
Administrative Analyst Senior
Administrative Assistant Park Development Facilities
Project Coordinator
==FACOILITIES&EVENTS (=::P:RAMS&SERVICES
Community Services Manager Community Services Manager
Administrative Secretary Community Services&Recreation Specialist
PARKING&CAMPING SENIOR SERVICES
Supervisor Parking&Camping Facilities Senior Supervisor Human Services
Community Services&Recreation Specialist Office Assistant II
Parking&Camping Crewleader Volunteer Services Coordinator
Parking&Camping Leadworker Social Worker
Parking&Camping Assistant Senior Services Transportation Coordinator
Senior Services Assistant
PARKING METERS
Parking&Camping Leadworker SENIOR RECREATION
Parking Meter Repair Worker(2) Community Services Recreation Supervisor
Community Services&Recreation Specialist(2)
HCP SPORTS COMPLEX
Community Services Recreation Supervisor CULTURAL SERVICES
Maintenance Worker Senior Supervisor Cultural Affairs
Community Services&Recreation Specialist
SPECIFIC V NTS
Community Services Recreation Supervisor CITY GYM&PQOL
Community Services Recreation Supervisor
Community Services&Recreation Specialist
EDISON COMMUNITY FNT R
Community Services Recreation Supervisor
Community Services&Recreation Specialist
MURDY COMMUNITY 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 community groups.
1A
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
community 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, Memorial
Care Orange Coast 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.
Park Development &Acquisition
In conjunction with Administration,the Park Development section
coordinates rehabilitation and construction of new development "... _
projects at City parks and beaches, such as the Murdy and
Edison Building Improvements, Irby Park, new restrooms in
Huntington Central Park, as well as Bluff Top Park
Improvements, Additionally, this section authors and manages -
various grants and public/private partnerships to fund these
projects.
170
Community Services Department Descriptions
Facilities and Events Division
This Division oversees the multi-departmental
Specific Event permit process for major events
like the Vans U.S.Open of Surfing and the Great
Pacific Airshow at the beach, Pier Plaza, parks,
and other locations, as well the beach special
event permitting process. 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. Additionally, both the
Parking/Camping and Parking Meter sections
are part of 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 FL_
operates the Murdy and Edison Community Centers, as well as
the City Gym and Pool. In addition, Recreation is also 1
responsible for implementing temporary programming and rental
uses at the Rodgers Seniors' Center as directed by City Council.
Recreation programs are available through the SANDS
Community Services Recreation & Programs Guide and can be
found on-line at www.hbsands.org. Programs include year-round s�
activities such as instructional classes; adult, youth, and peewees"`
sports; special events and programs such as "Friday Night
Funtime Dances," the "Family Camp Out," "Ole Fishing Hole"fishing derby, and the "Summer Surf Contest;" as
well as seasonal programs such as aquatics, summer sports programs, and Camp HB.
Senior Services liaises with the Huntington Beach Council on
Aging and oversees the operation of the Senior Center in Central
Park, as well as the management and development of senior
programs, including senior recreation, transportation, meals, and
care management. 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 Huntington Beach Art Center Foundation.
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
Provide support to City Council and the City Manager's Office,including
implementing City Council policies and responding to citizen inquiries
MISSION STATEMENT and other public follow-up as needed.
• Manage the Department, providing oversight, planning, budget
The City of Huntington preparation, and clerical support.
Beach Community Services . Implement the Citywide Strategic Planning Objectives, as well as the
Department provides goals and objectives of the Department.
outstanding programs, • Serve as Manager/Staff Liaison to the Community Services
services and facilities that Commission.
enhance and enrich the • Liaise with 16 City boards, commissions, task forces, committees,
lives of our residents and foundations, and other community groups.
visitors. Develop partnerships/sponsorships with private and non-profit
organizations.
• Liaise with Friends of Shipley Nature Center and the Huntington Beach
Community Garden non-profit organizations.
• Process facility reservations, refunds, special permits, and parking
passes.
Park Development & Acquisition
• Responsible for facility, park and beach development
projects.
• Prepare Capital Improvement Program park development
projects.
• Prepare grant applications and monitor funds.
Facilities and Events Division
Manage park use issues and coordinate
clubhouse rentals and maintenance.
Manage a variety of partnership contracts.
Oversee citywide Special and Specific events.
a0 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, Bluff
Top Lots, Warner Fire Station, and all metered
spaces throughout the City.
172
Community Services Ongoing Activities & Projects
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.
• Produce and distribute the SANDS Community Services Guide both on-
line and in print to nearly 85,000 households.
• 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.
Performance Measures
Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives
for FY 2020/21 are presented below.
FY 2018119 FY 2019/20 FY 2020/21 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 attendants. Term Financial
and Economic
Measure: Sustainability
#of audits conducted 30 30 30
Goal:
2. Market instructional class registration and program Enhance and
information on a quarterly basis using a minimum Maintain High
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 2019/20 Accomplishments (with COVID-19 Stay-At-Home Order issued 3/19/20)
Administration Division
• Reorganized Parking/Camping and Parking Meter operations staff to gain congruency.
• Reorganized the previous Facilities and Development Division to Facilities and Events.
• Reorganized Park Development and Acquisition to report directly to the Director of Community Services.
• Coordinated the hosting and sponsorship of the 4th annual Great Pacific Air Show.
• Initiated the release of a Request for Proposals (RFP)for stand-up paddle boarding/kayaking and commercial
harbor tours on a pilot basis.
• Managed and coordinated the Department's response to the closure of public facilities associated with the
COVID-19 stay-at-home order issued on March 19, 2020, including the creation of a home-delivered meals
partnership with the Greater Huntington Beach Interfaith Council for at-risk seniors and the start-up of family
support daycare services for essential service workers for children ages 3-12 in partnership with the Library
Services Department.
• Sold almost 1,300 annual beach parking passes totaling almost$135,000.
• Processed almost$150,000 in Clubhouse reservations and approximately $700,000 in Specific Event permit
fees and reimbursement revenues.
Park Development
• Applied and was awarded $1.649 million from the State Department of Parks and Recreation for the
Rehabilitation of the Bluff Top Path, including safety railing and pathway improvements.
• Submitted Proposition 68 grant applications for over$5 million in improvements at Carr, Drew and Schroeder
Parks as part of the Statewide Park Development and Community Revitalization Program.
• 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.
• Completed the construction of four of six new restroom buildings in HCP in partnership with Public Works.
• Completed construction of the Murdy Park Sports Field project in partnership with Public Works.
• Completed construction of Murdy Community Center interior improvements in partnership with Public Works.
• Completed playground improvements at Eader Park.
• Initiated plans for the construction of the Lake Park FY 19-20 CIP project to improve accessibility, as well as
to comply with ADA restroom requirements.
• Signed off on developer improvements to LeBard Park and developed an in-kind license agreement with
Seaview Little League.
Facilities and Events Division
• Processed approximately 45 Specific Event permits for major events on the beach, Pier Plaza and other
locations.
• Processed over 60 Special Event permits for events at the beach.
• Completed replacement of Turf Field #2 at the Huntington Central Park (HCP) Sports Complex.
• Completed the Newland House CIP facility improvements.
• Provided parking for 550,000 vehicles at beach lots and the Main Promenade Parking Structure.
• Provided over 3,100,000 hours of paid parking at smart meters and pay stations.
• Created new Annual Beach passes to allow for more oversight and flexibility.
• Tested electronic pass information collection.
• Expanded meter problem hotline to better serve beach visitors.
• Updated camping reservation software.
• Installed new pay stations to accommodate disabled parkers.
174
Community Services Accomplishments & Goals
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.
• Generated over 31,000 recreational program enrollments.
• Completed the first phase of the RecTrac recreation software upgrade consisting of a new mobile-friendly
website, transition to a web-based platform, and integration of a camping module for Sunset Vista
campground.
• Processed almost$1.3 million in contractor payments for recreational programs, including tennis lessons, art
classes, personal fitness training, and instructional classes.
• Over 200 artists and 370 works of art were submitted for the annual "Centered on the Center"Exhibition.
• The 61h Annual Artist Council juried exhibition, Inspired, presented over 150 works by local artists.
• Purchased three replacement vehicles and transportation software for the Seniors on the Go transportation
program as part OCTA Enhanced Mobility for Seniors & Disabled (EMSD)grant valued at$253,000.
• Hosted over 100 adults with developmental disabilities at the New Year's Funtime Dance.
• Managed almost 57,000 volunteer hours in support of Senior Services programs valued at over$1.6 million.
• Delivered over 60,000 meals to seniors through the Home Delivered Meals program and between 3,000-4,000
meals weekly to at-risk seniors during the COVID-19 closures in partnership with the Greater Huntington
Beach Interfaith Council.
• Logged over 25,000 senior transportation trips.
• With the exception of the COVID-19 closures, over 600 visitors per day participated in various programs and
services at the Senior Center in Central Park.
• Expanded Fitness Center membership to over 1,400 members, including the new Silver and Fit Program.
• Established reservation and programming processes for the new practice field at Murdy Park.
FY 2020/21 Goals
Administration Division
• Continue increased collaboration with State of California Dept.of Parks and Recreation, as well as OC Parks.
• 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.
Park Development
• Complete the Bluff Top Park guardrail, pathway, turf widening improvements per the FY 20-21 CIP.
• Complete Edison Community Center building improvements.
• Complete construction of the 6tn and final restroom replacements in Huntington Central Park (HCP).
• Complete the Lake Park ADA Accessibility CIP project.
• Continue subsidence feasibility study to address issues at the Edison Park tennis courts and playground.
• Continue playground improvements based on the Council-approved Playground Replacement Priority List.
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.
• Expand electronic pass capture to all attended gates.
• Complete RFP process for parking meter vendor.
• Purchase and install new smart meters with advance technology.
• Research and make recommendations for dynamic parking and camping fees.
175
Community Services Accomplishments & Goals
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.
• 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.
• Collaborate with health care providers and stakeholders to assist seniors remain independent.
176
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 3,421,440 2,035,017 2,591,502 2,655,698 3,145,625 2,856,982 7.58%
Salaries, Temporary 1,891,877 1,138,880 1,662,428 1,575,399 1,880,969 1,656,692 5.16%
Salaries, Overtime 765,620 264,223 607,887 730,616 727,742 692,422 -5.23%
Leave Payouts 381,172 157,497 237,679 5,000 5,000 -100.00%
Benefits 2,083,190 1,359,834 1,690,937 1,921,139 1,895,052 1,843.180 -4.06%
PERSONNEL SERVICES 8,543,299 4,955,451 6,790,433 6,887,852 7,654,388 7,049,276 2.34%
OPERATING EXPENSES
Utilities 48,789 33,815 45,064 43,400 41,681 36,700 -15.44%
Equipment and Supplies 531,319 328,608 392,511 385,423 612,756 372,681 -3.31%
Repairs and Maintenance 751,767 248,941 329,369 365,711 348,096 297,196 -18.73%
Conferences and Training 8,214 6,096 6,279 8,000 6,500 2,600 -67.50%
Professional Services 119,636 91,792 130,802 130,000 178,727 187,000 43.85%
Other Contract Services 2,233,750 1,648,896 2,334,424 2,256,918 2,090,669 2,112,948 -6.38%
Rental Expense 113,224 31,305 98,378 99,610 125,885 89,700 -9.95%
Insurance 41,047 27,031 52,984 39,352 33,852 39,352 0.00%
Payments to Other Governments 21,233 15,125 50,000 55,875 -100.00%
Expense Allowances 27,606 15,573 18,926 22,200 18,900 19,500 -12.16%
Other Expenses 9,438 5,743 5,151 8,620 8,170 12,810 48.61%
OPERATING EXPENSES 3,884,790 2,459,033 3,429,014 3,409,234 3,521,111 3,170,487 -7.00%
CAPITAL EXPENDITURES
Land Purchase 333,027 326,270 316,800 316,800 316,800 -100.00%
Improvements 2,321,415 746,283 1,127,578 3,910,000 8,298,022 5,412,980 38.44%
Vehicles 42,502
CAPITAL EXPENDITURES 2,654,442 1,072,553 1,444,378 4,226,800 8,657,324 5,412,980 28.06%
Grand Total(s) 15,082,532 8,487,037 11,663,825 14,523,886 19,832,822 15,632,743 7.63%
General Fund 10,432,500 6,227,043 8,432,544 8,552,781 8,287,244 8,591,388 0.45%
Other Funds 4,650,032 2,259,994 3,231,281 5,971,105 11,545,578 7,041,3551 17.92%
Grand Total(s) 15,082,532 8,487,037 11,663,825 14,523,886 19,832,822 15,632,743 7.63%
Personnel Summary 44.00 36.00 36.00 36.00 36.00 36.00 1 0.00
177
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund 71
PERSONNEL SERVICES
Salaries, Permanent 3,055,719 1,769,494 2,240,538 2,392,642 2,462,705 2,635,578 10.15%
Salaries,Temporary 1,642,884 959,097 1,431,821 1,498,569 1,429,533 1,579,154 5.38%
Salaries,Overtime 27,393 10,399 19,270 25,664 22,790 21,470 -16.34%
Leave Payouts 365,772 145,948 218,851
Benefits 1,928,337 1,226,957 1,531,056 1,736,532 1,702,947 1,684.509 -3.00%
PERSONNEL SERVICES 7,020,105 4,111,894 5,441,537 5,653,407 5,617,975 5,920,711 4.73%
OPERATING EXPENSES
Utilities 48,789 33,815 45,064 43,400 41,681 36,700 -15.44%
Equipment and Supplies 420,311 273,267 330,335 342,923 357,626 339,981 -0.86%
Repairs and Maintenance 702,406 246,196 287,545 350,711 333,722 282,196 -19.54%
Conferences and Training 7,492 5,126 5,417 7,000 5,500 1,600 -77.14%
Other Contract Services 2,054,071 1,496,482 2,203,951 2,040,418 1,823,617 1,905,948 -6.59%
Rental Expense 70,761 16,383 50,933 52,450 53,900 43,700 -16.68%
Insurance 41,047 27,031 52,984 39,352 33,852 39,352 0.00%
Expense Allowances 24,956 13,964 17,915 19,500 16,200 19,500 0.00%
Other Expenses 2,841 2,886 (3,137) 3,620 3,170 1,700 -53.04%
OPERATING EXPENSES 3,372,674 2,115,149 2,991,007 2,899,374 2,669,269 2,670,677 -7.89%
CAPITAL EXPENDITURES
Improvements 39,721
CAPITAL EXPENDITURES 39,721
Total 10,432,500 6,227,043 8,432,544 8,552,781 8,287,244 8,591,388 0.45%
Personnel Summary 38.75 30.75 30.75 30.75 30.75 31.25 0.50
178
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration
PERSONNEL SERVICES
Salaries, Permanent 371,835 273,897 367,727 417,506 424,652 354,063 -15.20%
Salaries,Temporary 23,690 19,082 19,258 24,450 24,450 26,002 6.35%
Leave Payouts 34,771 20,214 26,359
Benefits 193,984 157,422 225,769 252,552 247,307 183,535 -27.33%
PERSONNEL SERVICES 624,280 470,615 639,114 694,508 696,409 563,601 -18.85%
OPERATING EXPENSES
Equipment and Supplies 12,521 14,989 12,690 12,250 12,250 4,704 -61.60%
Repairs and Maintenance 7,192 1,984 2,000 800 2,000 0.00%
Conferences and Training 5,052 1,236 2,500 2,500 -100.00%
Expense Allowances 5,996 4,202 8,908 6,000 6,000 6,000 0.00%
Other Expenses 52
OPERATING EXPENSES 30,813 22,411 21,598 22,750 21,550 12,704 -44.16%
Total 655,093 493,026 660,712 717,258 717,959 576,305
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent,Temporary and Overtime)are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure
categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
179
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Beach Operations
PERSONNEL SERVICES
Salaries, Permanent 602,376
Salaries,Temporary 253,628
Salaries,Overtime 13,277
Leave Payouts 133,402
Benefits 429,026
PERSONNEL SERVICES 1,431,709
OPERATING EXPENSES
Utilities 2,084
Equipment and Supplies 47,226 46
Repairs and Maintenance 446,731 4
Conferences and Training 300
Other Contract Services 28,450
Rental Expense 22,399
Expense Allowances 5,396
Other Expenses 1)
OPERATING EXPENSES 552,586 49
CAPITAL EXPENDITURES
Improvements 39,721
CAPITAL EXPENDITURES 39,721
Total 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 Parking 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).
180
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Facilities and Events
PERSONNEL SERVICES
Salaries, Permanent 906,612 665,669 846,759 873,609 901,790 1,042,938 19.38%
Salaries,Temporary 639,888 466,215 658,911 661,312 656,312 736,283 11.34%
Salaries,Overtime 6,435 7,259 9,841 18,794 18,794 12,600 -32.96%
Leave Payouts 171,615 107,331 139,455
Benefits 621,734 507,977 619,923 691,342 678,999 724,695 4.82%
PERSONNEL SERVICES 2,346,284 1,754,451 2,274,890 2,245,057 2,255,894 2,516,516 12.09%
OPERATING EXPENSES
Utilities 42,629 30,996 41,592 39,500 39,500 34,500 -12.66%
Equipment and Supplies 163,883 114,868 137,740 140,761 135,161 135,361 -3.84%
Repairs and Maintenance 209,938 202,014 254,826 297,905 288,116 226,925 -23.83%
Conferences and Training 990 485 2,142 1,000 1,000 1,500 50.00%
Other Contract Services 216,940 201,820 214,651 198,102 195,902 216,032 9.05%
Rental Expense 4,645 2,426 3,725 7,650 6,850 2,500 -67.32%
Expense Allowances 8,170 5,711 6,515 8,100 7,200 8,100 0.00%
Other Expenses 2,187 1,169 (4,835) 1,000 900 -100.00%
OPERATING EXPENSES 649,382 559,489 656,356 694,018 674,629 624,918 -9.96%
Total 2,995,666 2,313,939 2,931,247 2,939,075 2,930,524 3,141,434
Significant Changes
The change in Personnel Services is mostly due to the reorganization of the department to include fully funding the Community Services Manager
in the General Fund,State-mandated minimum wage increases,as well as a citywide effort to realign staffing costs based on current staffing
models within each department.Citywide reductions in Personnel Services(Permanent,Temporary and Overtime)are reflected in Non-
Departmental for an estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between
expenditure categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19
pandemic.
181
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Programs &Services
PERSONNEL SERVICES
Salaries, Permanent 1,174,897 829,928 1,026,052 1,101,526 1,136,263 1,238,577 12.44%
Salaries,Temporary 725,678 473,799 753,652 812,807 748,771 816,869 0.50%
Salaries,Overtime 7,680 3,140 9,429 6,870 3,996 8,870 29.11%
Leave Payouts 25,984 18,403 53,036
Benefits 683,593 561,559 685.363 792.637 776,642 776,279 -2.06%
PERSONNEL SERVICES 2,617,832 1,886,829 2,527,533 2,713,840 2,665,672 2,840,594 4.67%
OPERATING EXPENSES
Utilities 4,075 2,818 3,472 3,900 2,181 2,200 -43.59%
Equipment and Supplies 196,681 143,364 179,905 189,912 210,215 199,916 5.27%
Repairs and Maintenance 38,545 42,194 32,719 50,806 44,806 53,271 4.85%
Conferences and Training 1,150 3,405 3,275 3,500 2,000 100 -97.14%
Other Contract Services 1,808,680 1,294,662 1,989,300 1,842,316 1,627,715 1,689,916 -8.27%
Rental Expense 43,717 13,958 47,208 44,800 47,050 41,200 -8.04%
Insurance 41,047 27,031 52,984 39,352 33,852 39,352 0.00%
Expense Allowances 5,396 4,050 2,492 5,400 3,000 5,400 0.00%
Other Expenses 602 1,718 1,697 2,620 2,270 11700 -35.11%
OPERATING EXPENSES 2,139,893 1,533,200 2,313,053 2,182,606 1,973,089 2,033,055 -6.85%
Total 4,757,725 3,420,029 4,840,586 4,896,446 4,638,762 4,873,649 -0.47%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories
and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
182
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019120 FY 2020121 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 69,357 91,817 102,079 145,900 145,901 104,647 -28.28%
Salaries,Temporary 13,380 1,405 30,000 100.00%
Salaries, Overtime 10,429 80
Benefits 33,047 39,349 73,569 93,570 93,570 61,556 -34.21%
PERSONNEL SERVICES 115,784 141,595 177,134 239,470 239,470 196,203 -18.07%
OPERATING EXPENSES
Equipment and Supplies 9,800 11,000 11,000 11,000 0.00%
Repair and Maintenance 11,961 29,975
Professional Services 19,438 7,550 56,262 30,000 59,394 60,000 100.00%
Other Contract Services 1,039 1,325 1,500 1,500 1,500 0.00%
Rental Expense 9,085 8,724 9,490 11,000 11,000 11,000 0.00%
Payments to Other Governments 21,000 15,125 50,000 55,875 -100.00%
Expense Allowances 2,650 1,558 1,011 2,700 2,700 -100.00%
Other Expenses 202 600 600 1,000 66.67%
OPERATING EXPENSES 44,173 38,832 123,190 106,800 142,069 84,500 -20.88%
CAPITAL EXPENDITURES
Land Purchase 333,028 326,270 316,800 316,800 316,800 -100.00%
Improvements 1,713,541 600,696 978,386 3,910,000 8,207,474 5,412,980 38.44%
CAPITAL EXPENDITURES 2,046,569 926,966 1,295,186 4,226,800 8,524,274 5,412,980 28.06%
Total 2,206,525 1,107,393 1,595,510 4,573,070 8,905,813 5,693,683 24.50%
Significant Changes
The overall decrease in Personnel Services is largely due to the reorganization of the department. Professional Services include additional
funds to update the Feb. 2016 Parks& Recreation Master Plan. The amount of funds budgeted in Improvements fluctuates annually based
on park development projects scheduled in the City's Capital Improvement Program (CIP). The Adopted FY 2020-21 CIP includes funds for
the following projects: Bluff Top Park Trail Improvements, Central Park, Harbour View Clubhouse, LeBard Park, Rodgers'Senior Center, as
well as Playground Equipment improvements.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00209 Park Acquisition and Dvlpmt 8,060 3,650 4,065
00226 Quimby Fund 186,313 105,439 169,250 65,000 65,000 70,000 5,000
00228 Park Dev Impact- Residential 2,983,868 7,730,191 4,388,259 3,000,000 3,000,000 315,000 (2,685,000)
Total 3,178,241 7,839,280 4,561,574 3,065,000 3,065,000 385,000 1 (2,680,000)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00209 Park Acquisition and Dvlpmt 558,243 220,436 3,980 4,004 3,980 24 (3,980)
00226 Quimby Fund 3,227,446 2,983,813 3,090,699 741,458 521,333 220,125 (521,333)
00228 Park Dev Impact-Residential 4,446,210 11,759,537 14,835,171 8,667,847 4,783,370 3,884,477 (4,783,370)
Total 8,231,899 14,963,786 17,929,850 9,413,309 5,308,683 4,104,626 (5,308,683)
183
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
4th of July(204)
PERSONNEL SERVICES
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%
PERSONNEL SERVICES 55,490 55,490 55,490 55,490 55,490 0.00%
OPERATING EXPENSES
Equipment and Supplies 29,254 23,045 15,949 28,000 29,206 18,200 -35.00%
Conferences and Training 624 970 862 1,000 1,000 1,000 0.00%
Professional Services 100,197 84,242 74,540 100,000 119,333 97,000 -3.00%
Other Contract Services 164,213 122,008 85,111 195,000 219,833 190,500 -2.31%
Rental Expense 33,378 6,023 37,837 36,160 60,985 35,000 -3.21%
Payments to Other Governments 232
Other Expenses 5,102 2,857 8,087 4,400 4,400 10,110 129.77%
OPERATING EXPENSES 332,768 239,377 222,384 364,560 434,757 351,810 -3.50%
Total 388,258 239,377 277,874 420,050 490,247 47,300 -3.04%
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. Changes in Operating Expenses reflect the realignment of costs based on prior year actuals.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019120 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00204 Fourth of July Parade 405,635 151,537 391,808 420,050 420,050 407,300 (12,750)
Total 405,635 151,537 391,808 420,050 420,050 407,300 (12,750)
184
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Specific Events (iol)
PERSONNEL SERVICES
Salaries, Permanent 40,803 16,319 35,989
Salaries, Temporary 16,377 6,954 12,619
Salaries, Overtime 685,931 243,240 536,585 653,000 653,000 619,000 -5.21%
Benefits 325 37,303
PERSONNEL SERVICES 743,436 303,816 585,193 653,000 653,000 619,000 -5.21%
OPERATING EXPENSES
Equipment and Supplies 904 1,711 994 3,500 3,500 3,500 0.00%
Repairs and Maintenance 26,624 2,235 10,899 15,000 15,000 15,000 0.00%
Other Contract Services 900 14,351 20,000 20,000 15,000 -25.00%
Expense Allowances 51
OPERATING EXPENSES 28,428 3,997 26,244 38,500 38,500 33,500 -12.99%
Total 771,864 307,813 611,438 691,500 691,500 652,500 -5.64%
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 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019120 FY 2020121 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00101 Specific Events 701,191 318,093 672.704 691,500 691,500 652,500 (39,000)
Total 701,191 318,093 672,704 691,500 691,500 652,500 (39,000)
185
Community Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Donations and Grants(various)Gun
Range(225)
PERSONNEL SERVICES
Salaries, Permanent 255,562 157,387 212,895 117,156 537,020 116,757 -0.34%
Salaries,Temporary 215,698 172,830 213,044 73,292 447,898 44,000 -39.97%
Salaries, Overtime 345 156
Leave Payouts 15,400 11,550 18,828 5,000 5,000 -100.00%
Benefits 121,480 56,224 86,312 91,037 98,535 97,115 6.68%
PERSONNEL SERVICES 608,485 398,147 531,079 286,485 1,088,452 257,872 -9.99%
OPERATING EXPENSES
Equipment and Supplies 80,851 30,586 35,433 211,423
Repairs and Maintenance 10,776 510 950 (626)
Conferences and Training 98
Professional Services 30,000 100.00%
Other Contract Services 13,528 30,406 29,686 25.719
Rental Expense 175 118
Other Expenses 1,495
OPERATING EXPENSES 106,748 61,677 66,187 236,516 30,000 100.00%
CAPITAL EXPENDITURES
Improvements 568,152 145,587 149,192 90,548
Vehicles 42.502
CAPITAL EXPENDITURES 5MI52 145,587 149,192 133,050
Total 1,283,385 605,411 746,458 286,485 1,458,019 287,872 10.48%
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 2016117 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00103 Donations 691,858 779,308 755,663 544,834 (544,834)
00225 Gun Range Settlement 1,128 668 11,913
00239 CDBG^ 27,704 39,043 40,000 40,000 44,000 4,000
00963 Sr Mobility Program 230,196 178,811 250,812 246,485 246,485 213,872 (32,613)
^CDBG Fund is managed by the Community Development Department. However,program funds are allocated across multiple departments. Funding
reflected here only pertains to the Community Services Department.
Total 984,116 1,143,947 1,146,352 286,485 831,319 257,872 (573,447)
Actual as
Actual as of Actual as of of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00225 Gun Range Settlement 331,765 332,433 344,346 346.370 30,000 316,370 (30,000)
Total 331,765 332,433 344,346 346,370 30,000 316,370 (30,000)
186
City of Huntington Beach
_ Finance
Adopted Budget — FY 2020/21
Chief Financial Officer
Assistant Chief Financial Officer
ADMINISTRATION
Administrative Assistant(1.5)
ACCOUNTING SERVICES C=BUDG=ETMA=NAGE REVENUE SERVICES
Finance Manager-Accounting Finance Manager- Budget Finance Manager—Treasury
I
GENERAL ACCOUNTING BUDGET Administrative Analyst(0.5)
Principal Finance Analyst Principal Finance Analyst
Senior Accountant Senior Finance Analyst(3) Accounting Technician
ACCOUNTS PAYABLE Supervisor
PROCUREMENT
Senior Accenting Technician Buyer(2) CASHIERING
Accounting Technician II(2)
Accounting Technician II(2)
REPROGRAPHICS
PAYROLL ACCOUNTS RECEIVABLE/
Payroll Specialist MAIL COLLECTIONS
Senior Payroll Technician(2)
Accounting Technician II
MUNICIPAL SERVICES
BUSINESS I IC'FN4F
Senior Accounting Technician Business License Supervisor
Accounting Technician II(2)
Senior Accounting Technician
Accounting Technician u(2)
�Field Service Representative
187
Finance Department Descriptions
The Finance Department, through its four 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.
A ^� Ar-)�
E1 13
t
Administration Division
Finance Administration is responsible for the day-to-day operations of the Finance Department. The Chief Financial
Officer and the Assistant 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.
CITY of Accounting Services Division
HUNTINGTON BEACH The Accounting Services Division consists of General Accounting, Payroll,
Accounts Payable, Financial Reporting, and Municipal Services. 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. Accounts Payable is responsible for the processing
of all City obligations. Financial Reporting prepares the Comprehensive Annual
Financial Report (CAFR), annual bond disclosures, and other financial reports.
h■�i�M�rrllrerr�M Payroll is responsible for the processing of employee paychecks, Federal and State
tax reporting, retirement plan payments, and maintenance of all relevant records
1A related to payroll. Municipal Services processes all utility service start-ups and
disconnections (e.g., water, sewer, etc.). In addition, the Division handles most
,R14
billing questions on the utility billing statements that include water, refuse, sewer,
' and utility tax amounts, and also handles most billing questions on the utility billing
Y 9 q Y 9
lrri 30.:1/i `. ' statements that include water, refuse, sewer, and utility tax amounts.
188
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,
FY . • 02
1 Adopted Budget developing and maintaining the City's long-range financial projections, and
evaluating the fiscal 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
_ - a 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. The Division also provides
Jai and/or coordinates the citywide purchase of goods and services,coordinates
the competitive bidding process, maintains the list of qualified vendors.
1 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
Revenue Services Division
The Revenue 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. This Division also
r 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. The Division also licenses all
individuals and companies doing business in the City in accordance with the
Municipal Code, and may issue permits on behalf of other City departments.
189
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.
• Automate the receipt of over 315,000 payments by customers for City utility charges representing
approximately 50 percent of total utility transactions.
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.
• Provide billing services for 55,000 accounts for water, sewer, and trash/recycling services.
• Provide quality customer service to both internal and external customers.
• 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.
190
Finance Ongoing Activities & Projects
Revenue Services 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$14.0 million annually for Transient Occupancy Taxes and over$4.7
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.
• 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 275 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.
• Process payments on business licenses of$2.6 million annually.
191
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 2020/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 Strategic Plan
ACTUAL ACTUAL ADOPTED Goal
Goal:
1. Prepare the Comprehensive Annual Financial Fiscal Health
Report (CAFR) and complete the Federal
Schedule of Financial Expenditures(SEFA)for
the Federal Single Audit within six months and
nine months of fiscal year-end, respectively.
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 Fiscal Health
Financial Reporting.
Measure:
Certificate of Excellence awarded Yes Yes Yes
Goal:
3. Achieve Government Finance Officers Fiscal Health
Association's (GFOA) Excellence in Budgeting
Award.
Measure:
GFOA Excellence in Budgeting Award Yes Yes Yes
achieved
Goal:
4. Receive unmodified(clean)audit opinion on the Fiscal Health
CAFR.
Measure:
Unmodified (clean)audit opinion received Yes Yes Yes
192
Finance Accomplishments & Goals
FY 2019/20 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 2017/18. This was the 33rd 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 2017/18. This was the 131h 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 161h consecutive year the City has received this award.
• The City received an unmodified (clean) audit opinion for the FY 2018/19 CAFR by the independent
accounting firm Davis Farr LLP.
• The City received an unmodified (clean) audit opinion for the FY 2018/19 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 of$6.2 million deposited as of
June 30, 2019 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.
• Successfully upgraded the City's enterprise cashiering system.
• Successfully upgraded the City's financial software system to the next version to maintain functionality and
continued support by Oracle.
FY 2020/21 Goals
• Work with departments to control costs and ensure a balanced FY 2020/21 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.
• Assist Community Services with completing the upgrade of the RecTrac recreation software system.
• Successfully apply for FEMA and CARES Act reimbursement for eligible COVID-19 expenditures.
193
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194
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 2,476,217 1,807,879 2,586,048 2,744,812 2,671,061 2,930,617 6.77%
Salaries, Temporary 84,383 122,441 88,288 79,530 79,530 79,530 0.00%
Salaries, Overtime 959 12 815
Leave Payouts 127,672 100,038 88,256
Benefits 2,044,006 1,775,774 2,394,850 3,017,229 2,983,488 1,805,927 -40.15%
PERSONNEL SERVICES 4,733,237 3,806,143 5,158,257 5,841,571 5,734,079 4,816,074 -17.56%
OPERATING EXPENSES
Utilities 60
Equipment and Supplies 577,534 315,561 545,287 482,125 478,642 433,689 -10.05%
Repairs and Maintenance 79,153 75,857 107,419 97,961 97,961 105,797 8.00%
Conferences and Training 13,701 6,006 15,142 19,365 10,365 17,398 -10.16%
Professional Services 287,810 228,267 206,955 262,364 376,863 185,871 -29.16%
Other Contract Services 811,477 676,527 796,090 671,575 753,755 429,600 -36.03%
Claims Expense 130,253 1,369
Pension Payments 4,143,998 3,389,037 4,766,002 3,445,744 5,045,744 934,000 -72.89%
Interdepartmental Charges 220,806 163,949 234,253 634,818 634,818 -100.00%
Expense Allowances 10,981 5,088 10,229 11,700 11,700 11,700 0.00%
Other Expenses (85) (48)
OPERATING EXPENSES 6,145,375 4,990,497 6,682,806 5,625,652 7,409,847 2,118,055 -62.35%
Grand Total(s) 10,878,612 8,796,640 11,841,063 11,467,223 13,143,925 6,934,129 -39.53%
General Fund 5,762,862 4,368,729 5,908,677 6,033,343 6,108,045 5,934,129 -1.64%
Other Funds 5,115.750 4,427,911 5,932,386 5,433,880 7,035,880 1,000,000 -81.60%
rand Totals 10,878,612 8,796,640 11,841,063 11,467,223 13,143,925 6,934,129 1 -r9.530/6
Personnel Summary 33.00 33.00 33.00 33.00 33.00 33.00 0.00
195
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017118 FY 2018119 FY 2019/20 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 2,476,217 1,807,879 2,586,048 2,744,812 2,671,061 2,930,617 6.77%
Salaries, Temporary 84,383 122,441 88,288 79,530 79,530 79,530 0.00%
Salaries, Overtime 959 12 815
Leave Payouts 127,672 100,038 88,256
Benefits 1,419,759 1,178,456 1,621,418 1,834,911 1.801,170 1,739,927 -5.18%
PERSONNEL SERVICES 4,108,990 3,208,825 4,384,825 4,659,253 4,551,761 4,750,074 1.95%
OPERATING EXPENSES
Utilities 60
Equipment and Supplies 577,534 315,561 545,287 482,125 476,642 433,689 -10.05%
Repairs and Maintenance 79,153 75,857 107,419 97,961 97,961 105,797 8.00%
Conferences and Training 13,701 6,006 15,142 19,365 10,365 17,398 -10.16%
Professional Services 285,711 188,776 195,428 221,364 335,863 185,871 -16.03%
Other Contract Services 686,878 568,663 650,286 541,575 623,755 429,600 -20.68%
Expense Allowances 10,981 5,088 10,229 11,700 11,700 11,700 0.00%
Other Expenses 85 48
OPERATING EXPENSES 1,653,872 1,159,904 1,523,852 1,374,090 1,556,285 1,184,055 -13.83%
Total 5,762,862 4,368,729 5,908,677 6,033,343 6,108,045 5,934,129
Personnel Summary 31.42 31.42 31.42 31.42 31.42 31.42 0.00
196
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration
PERSONNEL SERVICES
Salaries, Permanent 318,963 64,101 311,459 290,527 399,012 458,259 57.73%
Salaries,Temporary 1,277 63,189 4,656 9,630 9,630 9,630 0.00%
Salaries, Overtime 959
Leave Payouts 5,134
Benefits 172,677 108.164 195,193 196,497 270,365 249,649 27.05%
PERSONNEL SERVICES 493,875 235,454 516,442 496,654 679,007 717,538 44.47%
OPERATING EXPENSES
Equipment and Supplies 1,434 42,456 35,762 8,913 8,913 14,250 59.88%
Repairs and Maintenance 4,717 3,014 3,014 -100.00%
Conferences and Training 4,168 1,309 5,865 865 6,000 2.30%
Professional Services 181,105 131,104 102,608 67,500 204,892 85,871 27.22%
Other Contract Services 12,478 79,402 15,259
Expense Allowances 5,586 1,038 4,829 6,000 6,000 6,000 0.00%
OPERATING EXPENSES 204,771 258,717 159,768 91,292 223,684 112,121 22.82%
Total 698,647 494,173 676,210 587,947 902,692 829,660 41.11
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) is reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between
expenditure categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from
the COVID-19 pandemic.
197
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Accounting Services
PERSONNEL SERVICES
Salaries, Permanent 756,454 595,709 827,635 721,652 709,230 968,502 34.21%
Salaries, Temporary 16,638 32,814
Leave Payouts 39,684 41,943 32,184
Benefits 407,963 353,770 462,786 478,933 468,890 588,713 22.92%
PERSONNEL SERVICES 1,204,101 1,008,060 1,355,418 1,200,586 1,178,121 1,557,215 29.70%
OPERATING EXPENSES
Equipment and Supplies 9,285 63,360 4,650 4,650 221,080 4654.41%
Repairs and Maintenance 2,437
Conferences and Training 5,598 1,900 6,829 5,000 5,000 4,875 -2.50%
Professional Services 101,144 56,647 89,689 153,864 130,970 100,000 -35.01%
Other Contract Services 72,795 37,572 22,925 35,000 108.000
OPERATING EXPENSES 184,958 105,403 185,240 163,514 175,620 433,955 165.39%
Total 1,389,060 1,113,462 1,540,657 1,364,099 1,353,740 1,991,169 45.97%
Significant Changes
Effective FY 2019/20, the Municipal Services section (previously in the Fiscal Services Division) was transferred to Accounting
Services Division. The Division's budget includes funding for professional services related to audit and other consulting services,
utility billing processing, printing, and mailing services. Citywide reductions in Personnel Services (Permanent, Temporary and
Overtime) is reflected in Non-Departmental for an estimated cost reduction of$10 million. Changes in the Operating Expenses
reflect the realignment of funding between expenditure categories and divisions as well as reductions to non-core services as a
result of the financial impact resulting from the COVID-19 pandemic.
198
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Budget Management
PERSONNEL SERVICES
Salaries, Permanent 253,597 258,221 401,553 427,906 451,920 625,407 46.16%
Salaries, Temporary 14,084 13,934 16,730
Leave Payouts 10,379 10,379 8,082
Benefits 151.452 141,834 212,525 265,496 326,523 356,376 34.23%
PERSONNEL SERVICES 429,511 424,369 638,890 693,402 778,443 981,783 41.59%
OPERATING EXPENSES
Equipment and Supplies 14,853 18,782 14,716 15,000 15,000 185,947 1139.65%
Repairs and Maintenance 5,000 5,200 5,200 5,200 90,797 1646.10%
Conferences and Training 195 165 4,387 5,000 1,000 4,123 -17.54%
Professional Services 1,025 3,132
Other Contract Services 37,531 4,088 635 44,070 133,493 100.00%
OPERATING EXPENSES 57,579 24,060 28,070 25,200 65,270 414,360 1544.29%
Total 487,090 448,429 666,960 718,602 843,713 1,396,143 94.29%
Significant Changes
Effective FY 2019/20, the Procurement, Reprographics, and Mail sections (previously in the Fiscal Services Division) were
transferred to Budget Management Division. The Division's budget contains funding for Citywide paper supplies, reprographics,
printing, and mailing services. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) is reflected in
Non-Departmental for an estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment
of funding between expenditure categories and divisions as well as reductions to non-core services as a result of the financial
impact resulting from the COVID-19 pandemic.
199
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Revenue Services
PERSONNEL SERVICES
Salaries, Permanent 431,857 337,153 403,012 484,038 399,069 878,449 81.48%
Salaries, Temporary 48,402 17,589 34,088 52,350 52,350 69,900 33.52%
Salaries, Overtime 12
Leave Payouts 27,161 20,977 17,955
Benefits 244,986 208.314 269,027 317,088 245,518 545,189 71.94%
PERSONNEL SERVICES 752,406 584,045 724,083 853,476 696,937 1,493,538 74.99%
OPERATING EXPENSES
Utilities 60
Equipment and Supplies 10,899 6,627 3,678 10,000 11,320 12,412 24.12%
Repairs and Maintenance 8,620 12,863 10,658 15,000 15,000 15,000 0.00%
Conferences and Training 1,180 559 275 2,500 2,500 2,400 -4.00%
Professional Services 3,462
Other Contract Services 242,073 207,454 307,572 274,575 288,346 188,107 -31.49%
Expense Allowances 5,396 4,050 5,400 5,700 5,700 5,700 0.00%
OPERATING EXPENSES 271,629 231,553 327,643 307,775 322,866 223,619 -27.34%
J I
Total 1,024,035 815,596 1,051,725 1,161,250 1,019,802 1,717,156 47.87%
Significant Changes
The Revenue Services Division's budget contains funding for Other Contract Services related to contracted parking citation
processing costs. Effective FY 2019/20, the Business License section (previously in the Fiscal Services Division) was
transferred to Revenue Services Division. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) is
reflected in Non-Departmental for an estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the
realignment of funding between expenditure categories and divisions as well as reductions to non-core services as a result of the
financial impact resulting from the COVID-19 pandemic. The reduction in Other Contract Services is due to the transfer of credit
card processing fees to Non-Departmental.
200
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Fiscal Services
PERSONNEL SERVICES
Salaries, Permanent 715,347 552,694 642,388 820,689 711,830 -100.00%
Salaries, Temporary 20,620 11,090 17,550 17,550 -100.00%
Salaries, Overtime 815
Leave Payouts 50,447 26,739 24,901
Benefits 442,681 366,374 481,887 576,897 489,873 -100.00%
PERSONNEL SERVICES 1,229,096 956,897 1,149,992 1,415,136 1,219,253 -100.00%
OPERATING EXPENSES
Equipment and Supplies 544,926 238,411 427,770 443,562 436,759 -100.00%
Repairs and Maintenance 65,533 58,277 89,124 74,747 74,747 -100.00%
Conferences and Training 2,559 3,383 2,342 1,000 1,000 -100.00%
Other Contract Services 322,001 240,147 303,895 267,000 256,338 -100.00%
Other Expenses 85 48
OPERATING EXPENSES 934,935 540,170 823,132 786,309 768,844 -100.00%
Total 2,164,031 1,497,067 1,973,124 2,201,445 1,988,097 -100.00%
Significant Changes
The Fiscal Services Division was eliminated as part of the Finance Department's reorganization effective FY 2019/20. The
Municipal Services section was transferred to Accounting Services Division; Business License section was transferred to
Revenue Services Division; and the Procurement, Reprographics, and Mail section was transferred to Budget Management
Division.
201
Finance
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Retiree Insurance Fund (702),
Retirement Supplement(703),
Section 115(716), EOC (238)
PERSONNEL SERVICES
Benefits 624,247 597,318 773,432 1,182,318 1,182,318 66,000 -94.42%
PERSONNEL SERVICES 624,247 597,318 773,432 1,182,318 1,182,318 66,000 -94.42%
OPERATING EXPENSES
Equipment&Supplies 2,000
Professional Services 2,100 39,491 11,526 41,000 41,000 -100.00%
Other Contract Services 124,599 107,864 145,804 130,000 130,000 -100.00%
Claims Expense 130,253 1,369
Pension Payments 4,143,998 3,389,037 4,766,002 3,445,744 5,045,744 934,000 -72.89%
Interdepartmental Charges 220,806 163,949 234,253 634,818 634,818 -100.00%
OPERATING EXPENSES 4,491,503 3,830,593 5,158,954 4,251,562 5,853,562 934,000 -78.03%
Total 5,115,750 4,427,911 5,932,386 5,433,880 7,035,880 1,000,000 -81.60%
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 2020/21 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 2020/21 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. Due to COVID-
19 pandemic financial impact,the$1 million budget for the Section 115 Trust is suspended for FY 2020/21.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00702 Retiree Insurance Fund 2,804,997 2,373,584 3,342,695 1,433,880 933,880 66,000 (867,880)
00703 Retirement Supplement 10,555,285 6,650,196 6,842,332 4,000,000 3,500,000 934,000 (2,566,000)
00716 Section 115 Trust 1,294,379 5,903,395 2,366,532 1,000,000
Total 14,654,661 14,927,175 12,551,560 6,433,880 4,433,880 1,000,000 (3,433,880)
202
-- City of Huntington Beach
Fire
Adopted Budget — FY 2020/21
Fire Chief
FIRE PREVENTIONE ADMINISTRATION EMERGENCY RESPONE MARINE SAFETY
FFire Division Chief ADMINISTRATION Fire Division Chief Mann:Safety Division Chief
Administrative Secretary Administrative Analyst Sr(2) Marine Safety Lieutenant(3)
Administrative Assistant FIRE SUPPRESSION
Marine Safety Officer II (10)
PROGRAMS Accounting Technician II(2) Fire Battalion Chef(3) Administrative Secretary
Fire Marshal Office Assistant II Administrative Fire Captain(2)'
Fire Protection Analyst(2) i Fire Captain(27)
Fire Prevention Inspector (3) 'CENTRAL NET OPERATIONS Fire Engineer(27)
Senior Permit Technician AUTHORITY I Firefighter Paramedic(42)
Administrative Aide Fire Training Maintenance Firefighter(12)
Technician
CERTIFIED UNIFIED Administrative Secretary TRAINING
PROGRAM AGENCY Fire Battalion Chief
Fire Prevention Inspector Administrative Fire Captain
Administrative Secretary I,
_ EMERGENCY MANAGEMENT
&HOMELANDS ECURI
Emergency Services
Coordinator
HAZMAT RESPONSE
Fire Captain(3)
Fire Engineer(3)
Firefighter Paramedic(6)
I
EMERGENCY MEDICAL
SERVICES&FIR M D
ADMINISTRATION
Fire Battalion Chef
Fire Medical Coordinator i
Emergency Medical Services
Coordinator
FMFRGENCY TRANSPORT
PROGRAM
Ambulance Operator(30)
203
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. 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). The HMBP Program is responsible for
identifying, inspecting, and monitoring 690 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. This Division plans, coordinates and staffs a number of annual public education events including,
Fire Department Open House, the Spark of Love and the Great Shake Out. 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 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. The Division also 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.
204
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
"Ts medical response agencies.
• Administer Homeland Security Grants, 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 California Fire Code, Huntington Beach Municipal Code and City specifications.
• Complete plan reviews for development projects and permit issuance.
• Conduct development/construction related inspections, permit inspections
and mandated City and State fire prevention/life safety 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 Hazardous Materials Business Plan (HMBP) Program. )
• 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.
205
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 _ — •�1
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 Sunset Beach.
• 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 1,100 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.
1. _
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206
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 2020/21, are presented below.
FY 2018119 FY 2019/20 FY 2020/21 Strategic
ACTUAL ACTUAL ADOPTED Plan Goal
Goal:
1. Receive the American Heart Association (AHA) Enhance
Mission: Lifeline EMS Recognition by meeting or and
exceeding all four measures of the AHA standard for Maintain
excellent pre-hospital heart attack care. All measures Public
must be kept in at least 75% of cases for two or more Safety
full and consecutive prior years to achieve Gold, the
immediate full prior year to achieve Silver and one
quarter in the prior year to receive Bronze recognition.
Plus recognition includes 12-lead EKG within 10
minutes of first EMS contact.
Measure:
American Heart Association Recognition N/A Silver Plus Gold Plus
Goal:
2. Complete 100% of life safety and fire permit Enhance
inspections and 100% of State mandated occupancy and
inspections assigned. Maintain
Public
Safety
Measure:
•of life safety and permit inspections completed 100% 100% 95%
• of State mandated occupancy inspections 100% 100% 100%
completed
Goal:
3. Continually maintain 250 Community Emergency Enhance
Response Team (CERT), 75 Radio Amateur Civil and
Emergency Services (RACES), and 10 Senior Home Maintain
Inspection Program (SHIP)volunteers. Public
Safety
Measure:
#CERT volunteers 250 250 250
#of RACES volunteers 75 75 75
#of SHIP volunteers 8 8 8
Goal:
4. Ensure 100%of Lifeguards and Marine Safety Officers Enhance
complete United States Lifesaving Association(USLA) and
requirements to maintain Advanced Certified Maintain
Lifeguard Agency status. Public
Safety
Measure:
%of Lifeguards and Marine Safety Officers completing 100% 100% 100%
USLA Advanced Certified Lifeguard Agency status
207
Fire Performance Measures
FY 2018/19 FY 2019/20 FY 2020/21 Strategic
ACTUAL ACTUAL ADOPTED Plan Goal
Goal:
5. Pursuant to the City's General Plan, Section PSI-P.2, Enhance
provide emergency responses: and
Maintain
Distribution of Fire Stations: To treat medical Public
patients and control small fires,the first-due unit should Safety
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 time in the most populated
areas.
Measure:
% of medical and fire responses in 7:30 minutes or 87% 86% 90%
less.
Goal:
6. Multi-Unit Responses: To confine fires near the Enhance
room of origin, and to treat up to five medical patients and
at once,a multiple-unit response of a minimum of three Maintain
engines, one quint/ladder truck, and one Battalion Public
Chief totaling 17 personnel should arrive within 11:30 Safety
minutes 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
7.
Measure:
%of multi-unit responses in 11:30 minutes or less. 80% 78% 90%
Goal:
8. Hazardous Materials Responses: Provide Enhance
hazardous materials response designed to protect the and
community from the hazards associated with Maintain
uncontrolled release of hazardous and toxic materials. Public
The fundamental mission of the City response is to Safety
minimize or halt the release of a hazardous substance
so it has minimal impact on the community. It can
achieve this 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 than 90%of the time.
Measure:
% of hazardous materials responses in 7:30 minutes 85% 65% 90%
or less.
208
Fire Performance Measures
FY 2018/19 FY 2019120 FY 2020/21 Strategic
ACTUAL ACTUAL ADOPTED Plan Goal
Goal:
9. Technical Rescue: Respond to technical rescue Enhance
emergencies as efficiently and effectively as possible and
with enough trained personnel to facilitate a successful Maintain
rescue. Achieve a travel time for the first-due Public
company for size-up of the rescue within 7:30 Safety
minutes/seconds 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 90% 85% 90%
or less.
Goal:
10. Emergency Medical Services: The City should Enhance
continue to provide ambulance services in all and
neighborhoods within at least 11:30 minutes/seconds Maintain
total response time. Public
Safety
Measure:
% of ambulance service responses in 11:30 minutes 99% 100% 100%
or less
209
Fire Accomplishments & Goals
FY 2019/20 Accomplishments
• Provided 21,068 medical, fire, hazardous materials and other emergency responses in 2019.
• Provided 12,000 emergency medical transports, as part of a program generating$6 million in 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.
• Implemented a dedicated COVID-19 response ambulance in order to reduce impacts on the City's
911 system for non-critical patients.
• Secured essential personal protective equipment (PPE) and decontamination supplies to help
minimize exposure to first responders and the public.
• Established a medical advice line to help reduce fear, limit the potential demand on the 911 system,
and to provide timely and educated advice to those in our community impacted by COVID-19.
• Adapted EMS procedures and protocols for the protection of EMS personnel and the public during
the COVID-19 pandemic.
• Designed and implemented a centralized personal protective equipment inventory, distribution, and
tracking system for public safety personnel to keep up with the high demand and limited availability
of PPE during the COVID-19 pandemic.
• Designed and implemented an exposure tracking process to keep pace with the COVID-19
pandemic for the protection of our personnel and of the vulnerable population we serve by identifying
and appropriately isolating exposed personnel.
• Partnered with our three skilled nursing facilities during the COVID-19 pandemic to help ensure the
safety of the residents and staff by emergency planning, PPE distribution, assistance with mask fit
testing, and regular communication.
• Completed 100% of all state mandated inspections for calendar year 2019.
• Performed 8,729 inspections and 2,186 development and fire protection/life safety plan checks
• Conducted Fire Department Open House with over 900 attendees.
• Managed the Spark of Love Toy Drive, collecting and distributing over 2,500 toys.
• Initiated and implemented"Compliance Engine"cloud based fire protection inspection tracking system.
• Provided 530 hours of staff time to the Accela city-wide permit software project.
• Led and managed a Public Outreach Team with the core mission of providing COVID-19 guidance
and established a communication link to 150 facilities that are home to our City's"high risk" population.
• Created and established the Employee Health Team designed to provide a central point of contact for
our 1,000+ City employees and assisted with COVID-19 related testing, treatment, quarantine and
back to work procedures.
• Instituted virtual Fire Inspection procedures and the use of Blue Beam software for electronic
submission and approval of plans to maximize the Fire Prevention Division's ability to provide service
throughout all phases of COVID-19 related restrictions.
• Provided structure/strategy for productive/relevant telework assignments throughout the COVID-19
pandemic in order to address the needs of high-risk employees and support social distancing at City
Hall while continuing to provide service to community.
• Implemented enhanced response models to help reduce responder and patient exposures during the
COVID-19 pandemic
• Tracked and monitored all patients contacted by the Fire Department for any potential COVID-19
exposures
• Procured and managed all personal protective gear and decontamination equipment specific to the
Citywide COVID-19 response
• The Marine Safety Division was recognized by the United States Lifesaving Association for maintaining
its Advanced Lifeguard Agency Certification.
• Implemented harbor patrol operations in Huntington Harbor due to increased attendance and needs
for service to include public education and enforcement on waterways, beaches and bridges.
• Performed over 159,800 Lifeguard preventative actions and conducted over 3,950 water rescues.
• Conducted a Junior Lifeguard Program with over 1,100 participants.
• Expanded participation in the new Junior Lifeguard Program all-day option and youth orientation
program.
210
Fire Accomplishments & Goals
• Supported the City's goals in educating the public about the closure and phased opening of the
beach during the COVID-19 pandemic.
• As part of the statewide mutual aid system, responded to 10 strike team requests for help with major
fires and other serious disasters.
• Conducted more than 8,000 hours of new-hire academy training, in addition to over 28,000 hours of
training for current Fire Department personnel.
• Provided planning and support for several large annual special events, including the Surf City
Marathon, Fourth of July, US Open of Surfing and Pacific Air Show.
• Completed transition to 48/96 schedule for emergency response personnel.
• Provided Public Information Officer(PIO) personnel and took lead role for the City during the COVID-
19 pandemic to formulate public service announcements that included press releases and weekly
videos by Mayor Semeta. The team published over 28 press releases and over 25 videos on city-wide
social media accounts.
• Assisted in building a COVID-19 response website (HBready), as well as, a webpage dedicated to
assisting small business owners during the phases of re-opening (Reopen HB). HBready website had
over 528,000 views by the public.
• Public Information Team manufactured over 1,000 infographics and signs used during the COVID-19
pandemic.
• Public Information Team conducted over 20 on camera interviews with local, state and international
news media outlets during the COVID-19 pandemic.
FY 2020/21 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.
• Implement new computer aided dispatch and activity tracking system for the Marine Safety Division.
• 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.
• Establish a Community Risk Reduction plan and implement work/staffing strategies to address the
dynamic components of our local demographics, building trends and visitor population.
• Collaborate with City Manager's office and Human Resources in the planning component of workplace
safety, centralize tracking of health screenings, PPE, and engineering controls for social distancing
throughout all stages of the COVID-19 recovery.
• Seek opportunities to maximize work flow/production efficiencies through job analysis, technological
advantages, and structural reorganization with intent to obtain increased institutional flexibility and
provide our community with a progressive service model that addresses forthcoming change.
• Implement a formal succession planning program to ensure employees are ready to assume higher
positions.
• Prepare proposal for Deputy Fire Chief Position.
• Provide fire and emergency medical services for large special events, including Surf City Marathon,
Fourth of July, US Open of Surfing and Pacific Air Show.
• Continue to provide excellent cardiac care to a level commensurate with American Heart Association
Lifeline EMS Gold Plus Award.
• Maintain enhanced exposure tracking system for the protection of our personnel and of the vulnerable
population we serve by proactively identifying and appropriately managing communicable disease
exposures.
• Maintain updated EMS procedures and protocols for the protection of EMS personnel and the public
with a state of readiness for any future communicable disease outbreak.
• Update the City-wide Communicable Disease Pandemic Response Plan in cooperation with the
Emergency Operations Center.
211
Fire Accomplishments & Goals
• Implement and support succession planning within Marine Safety Division.
• Gather data and identify current operational and safety needs within Huntington Harbor.
• Finalize integration and operations of Marine Safety Division into the Fire Department
• Support Behavioral Health and Cancer Awareness through additional clinical resources, increased
education, training and cultural relevance.
• Continue to assist City departments during the recovery phases of the COVID-19 pandemic, which
includes updating critical information services, infrastructure, and programs.
212
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 19,945,391 15,346,290 20,534,522 22,182,127 22,232,755 22,385,264 0.92%
Salaries,Temporary 1,017,768 476,774 1,166,784 1,221,915 1,186,246 1,239,936 1.47%
Salaries, Overtime 7,137,079 5,132,287 7,176,032 4,785,014 6,117,653 4,805,500 0.43%
Leave Payouts 473,315 377,942 549,724
Benefits 14,964,240 12,264,223 15,854,985 17,858,861 17,644,368 17,666,143 -1.08%
PERSONNEL SERVICES 43,537,793 33,597,516 45,282,047 46,047,917 47,181,022 46,096,843 0.11%
OPERATING EXPENSES
Utilities 46,903 33,019 46,315 39,400 39,400 39,600 0.51%
Purchased Water 406 286
Equipment and Supplies 925,444 926,939 1,169,941 1,013,972 1,250,920 967,974 -4.54%
Repairs and Maintenance 288,359 273,067 317,304 246,247 244,907 282,733 14.82%
Conferences and Training 105,629 92,110 140,288 122,784 143,784 111,268 -9.38%
Professional Services 1,092,723 902,130 810,548 536,966 719,130 547,332 1.93%
Other Contract Services 113,104 157,359 281,143 171,802 276,211 163,448 -4.86%
Rental Expense 85,466 80,130 69,433 98,300 98,300 84,800 -13.73%
Claims Expense 8
Insurance 5,308 5,450 5,600 5,600 5,600 0.00%
Payments to Other Governments 1,138,230 645,416 1,571,079 1,403,799 1,825,657 1,403,799 0.00%
Expense Allowances 26,743 23,798 25,500 22,152 22,152 17,900 -19.19%
Other Expenses 31,448 6,591 18,405 10,800 10,800 10,400 -3.70%
OPERATING EXPENSES 3,859,763 3,140,845 4,455,414 3,671,822 4,636,861 3,634,854 -1.01%
CAPITAL EXPENDITURES
Improvements 126,869 13,068 67,725 620,000 719,958 310,500 -49.92%
Equipment 18,374
Vehicles 24,934
CAPITAL EXPENDITURES 145,243 13,068 67,725 620,000 744,892 310,500 -49.92%
NON-OPERATING EXPENSES
Transfers to Other Funds 272,000 13.000 13,000 13,000 13,000 0.00%
Prior Period Adjustment 10,708
NON-OPERATING EXPENSES 282,708 13,000 13,000 13,000 13,000 0.00%
Grand Total(s) 47,542,800 37,034,137 49,818,187 50,352,739 52,575,774 50,055,197 -0.590 0
General Fund 46,745,304 36,575,749 49,030,037 49,060,211 49,868,547 49,077,869 0.04%
Other Funds 797,496 458,388 788,150 1,292,528 2,707,227 977,328 -24.390%
Grand Total(s) 47,542,800 37,034,137 49,818,187 50,352,739 52,575,774 50,055,197 -0.590
Personnel Summary 198.00 198.00 198.00 198.00 198.00 198.00 0.00
213
Fire
Adopted Budget- FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 19,751,548 15,151,813 20,256,246 21,896,641 21,941,708 22,099,702 0.93%
Salaries,Temporary 992,760 464,049 1,162,728 1,176,601 1,140,932 1,194,622 1.53%
Salaries,Overtime 7,125,575 5,126,818 7,166,618 4,758,014 5,052,091 4,758,014 0.00%
Leave Payouts 466,851 371,566 546,087
Benefits 14,809,585 12,178,021 15,665,501 17,663,235 17,448,743 17,486,305 -1.00%
PERSONNEL SERVICES 43,146,319 33,292,267 44,797,181 45,494,491 45,583,474 45,538,642 0.10%
OPERATING EXPENSES
Utilities 6,933 4,105 6,360 2,900 2,900 3,100 6.90%
Purchased Water 33
Equipment and Supplies 850,039 859,816 1,080,511 975,651 1,010,087 929,653 -4.71%
Repairs and Maintenance 274,721 266,790 312,354 234,501 233,161 270,987 15.56%
Conferences and Training 101,709 86,504 135,305 121,034 142,034 109,518 -9.51%
Professional Services 991,353 888,150 810,548 526,491 708,655 547,332 3.96%
Other Contract Services 78,576 151,091 206,021 170,092 224,484 161,738 -4.91%
Rental Expense 85,466 80,130 69,433 98,300 98,300 84,800 -13.73%
Claims Expense 8
Payments to Other Governments 1,138,230 645,417 1,571,079 1,403,799 1,825,657 1,403,799 0.00%
Expense Allowances 26,735 23,798 25,500 22,152 22,152 17,900 -19.19%
Other Expenses 30,874 5,648 15,736 10,800 10,800 10,400 -3.70%
OPERATING EXPENSES 3,584,636 3,011,482 4,232,856 3,565,720 4,278,230 3,539,227 -0.74%
CAPITAL EXPENDITURES
Equipment 14,349
Vehicles 6.843
CAPITAL EXPENDITURES 14,349 6,843
NON-OPERATING EXPENSES
Transfers to Other Funds 272,000
NON-OPERATING EXPENSES 272,000
Total 46,745,304 36,575,749 49,030,037 49,060,211 49,868,547 49,077,869 0.04%
Personnel Summary 194.10 194.10 194.10 194.10 194.10 194.20 0.10
214
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration
PERSONNEL SERVICES
Salaries, Permanent 556,216 432,773 679,611 613,032 731,398 685,233 11.78%
Salaries,Temporary 15,620
Salaries,Overtime 650
Leave Payouts 29,503 18,474 22,287
Benefits 444,171 295,900 410,292 432,175 506,195 446,253 3.26%
PERSONNEL SERVICES 1,029,890 747,797 1,112,190 1,045,208 1,237,594 1,147,106 9.75%
OPERATING EXPENSES
Equipment and Supplies 8,094 7,156 9,872 8,390 8,390 7,815 -6.85%
Repairs and Maintenance 108 700 750 750 750 0.00%
Conferences and Training 1,650 1,572 4,292 1,500 1,500 9,098 506.53%
Professional Services 28,500
Other Contract Services 122 2,177 5,500 5,500 5,500 0.00%
Rental Expense 1,966 3,344 2,616 3,000 3,000 3,000 0.00%
Payments to Other Governments 51
Other Expenses 16 77
OPERATING EXPENSES 11,955 12,072 19,785 19,140 47,640 26,163 36.69%
Total 1,041,845 759,869 1,131,975 1,064,348 1,285,234 1,173,269 10.23%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure
categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
215
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Emergency Response
PERSONNEL SERVICES
Salaries, Permanent 13,969,838 10,922,561 14,557,447 15,683,959 15,695,822 16,952,915 8.09%
Salaries,Temporary 14,322 12,027 18,934 27,500 27,500 104,545 280.16%
Salaries,Overtime 5,634,109 3,953,124 5,642,729 3,634,330 3,928,407 3,881,330 6.80%
Leave Payouts 329,179 260,437 396,113
Benefits 10,588,775 8,780,447 11,430,576 12,827,898 12,690,089 13,815,066 7.70%
PERSONNEL SERVICES 30,536,223 23,928,595 32,045,799 32,173,688 32,341,818 34,753,857 8.02%
OPERATING EXPENSES
Utilities 5,239 2,333 4,360
Equipment and Supplies 271,087 396,024 347,277 384,788 387,498 331,940 -13.73%
Repairs and Maintenance 161,408 178,785 157,254 132,318 132,086 160,104 21.00%
Conferences and Training 62,032 46,880 64,699 23,334 23,334 40,443 73.32%
Professional Services 98,648 78,476 56,263 41,050 16,375 60,703 47.88%
Other Contract Services 3,337 7,462 20,892 6,750 5,810 6,750 0.00%
Rental Expense 937 34 1,033
Payments to Other Governments 1,138,230 645,416 1,264,862 1,403,799 1,440,160 1,403,799 0.00%
Expense Allowances 21,049 18,966 20,028 15,950 15,950 17,750 11.29%
Other Expenses 6,343 4,282 4,383 3,300 3,300 3,300 0.00%
OPERATING EXPENSES 1,768,309 1,378,660 1,941,051 2,011,289 2,024,514 2,024,789 0.67%
CAPITAL EXPENDITURES
Equipment 14.349
Vehicles 6,843
CAPITAL EXPENDITURES 14,349 6,843
NON-OPERATING EXPENSES
Transfers to Other Funds 272,000
NON-OPERATING EXPENSES 272,000
Total 32,318,881 25,579,255 33,986,850 34,184,977 34,373,174 36,778,6461 7.59%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department, including the reallocation of funding for 12 Firefighter/Paramedics from the EMS Divison to allow for greater transparency of
costs. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime)are reflected in Non-Departmental for an estimated
cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
216
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Fire Prevention
PERSONNEL SERVICES
Salaries, Permanent 924,133 601,149 869,671 975,410 992,754 1,128,847 15.73%
Salaries,Temporary 1,343 8,786 2,960 5,000 100.00%
Salaries,Overtime 61,695 55,200 50,325 76,184 76,184 76,184 0.00%
Leave Payouts 54,250 39,140 70,650
Benefits 572,060 451,718 556,708 660,184 645,384 704,718 6.75%
PERSONNEL SERVICES 1,613,482 1,155,994 1,550,315 1,711,778 1,714,322 1,914,749 11.86%
OPERATING EXPENSES
Utilities 368 278 769 900 900 900 0.00%
Equipment and Supplies 14,593 16,416 101,502 18,673 31,113 20,348 8.97%
Repairs and Maintenance 80,694 47,596 106,730 61,800 61,800 61,800 0.00%
Conferences and Training 11,658 8,781 12,451 16,700 40,700 18,977 13.63%
Professional Services 531,235 462,525 397,736 120,469 272,237 120,769 0.25%
Other Contract Services 42,921 36,667 51,994 109,917 129,580 44,894 -59.16%
Rental Expense 76,752 76,752 60,068 73,800 73,800 73,800 0.00%
Expense Allowances 4,036 3,182 4,171 4,402 4,402 150 -96.59%
Other Expenses 23,856 704 11,268 7,000 7,000 7,000 0.00%
OPERATING EXPENSES 786,112 652,900 746,689 413,661 621,532 348,638 -15.72%
Total 2,399,594 1,808,894 2,297,004 2,125,439 2,335,854 2,263,387 6.49%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure
categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
217
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division By Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Emergency Medical Services
PERSONNEL SERVICES
Salaries, Permanent 2,365,696 1,768,671 2,114,044 2,537,558 2,433,099 1,145,988 -54.84%
Salaries,Temporary 15,046 7,559 9,067 114,161 78,492 -100.00%
Salaries,Overtime 864,919 667,821 759,928 568,900 568,900 321,900 -43.42%
Leave Payouts 27,161 36,868 32,661
Benefits 1,699,893 1,438,504 1,761,076 1,985,298 1,868,060 812,317 -59.08%
PERSONNEL SERVICES 4,972,715 3,919,423 4,676,776 5,205,917 4,948,551 2,280,206 -56.20%
OPERATING EXPENSES
Utilities 7
Equipment and Supplies 360,653 261,116 371,744 351,400 372,949 340,450 -3.12%
Repairs and Maintenance 98 3,522 24,195 9,500 9,834 17,200 81.05%
Conferences and Training 6,335 1,814 10,523 11,500 11,500 -100.00%
Professional Services 356,120 346,297 356,511 364,972 391,792 365,860 0.24%
Other Contract Services 30,021 80,752 110,497 47,925 83,594 83,594 74.43%
Rental Expense 532
Payments to Other Governments 306,167 385,497
Expense Allowances 1,650 1,650 1,350 1,800 1,800 -100.00%
Other Expenses 1
OPERATING EXPENSES 755,409 695,151 1,180,995 787,097 1,256,966 807,104 2.54%
Total 5,728,124 4,614,574 5,857,771 5,993,014 6,205,517 3,087,310 -48.48%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department, including the reallocation of funding for 12 Firefighter/Paramedics to the Emergency Response Division to allow for greater
transparency of costs, as well as, eliminating unnecessary labor of allocating expenses for those specific employees to a separate business
unit. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime)are reflected in Non-Departmental for an estimated cost
reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and divisions
as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
218
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division By Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Marine Safety
PERSONNEL SERVICES
Salaries, Permanent 1,935,664 1,426,660 2,035,473 2,086,682 2,088,636 2,186,718 4.79%
Salaries,Temporary 962,050 435,678 1,131,767 1,034,940 1,034,940 1,069,457 3.34%
Salaries, Overtime 564,852 450,023 713,635 478,600 478,600 478,600 0.00%
Leave Payouts 26,758 16,647 24,376
Benefits 1,504,684 1,211,450 1,506,849 1,757,679 1,739,014 1,707,950 -2.83%
PERSONNEL SERVICES 4,994,008 3,540,458 5,412,100 . 5,357,901 5,341,190 5,442,725 1.58%
OPERATING EXPENSES
Utilities 1,325 1,494 1,224 2,000 2,000 2,200 10.00%
Purchased Water 33
Equipment and Supplies 195,613 179,104 250,116 212,400 210,137 229,100 7.86%
Repairs and Maintenance 32,413 36,887 23,475 30,133 28,691 31,133 3.32%
Conferences and Training 20,034 27,456 43,340 68,000 65,000 41,000 -39.71%
Professional Services 5,351 852 38 (250)
Other Contract Services 2,176 26,210 20,461 21,000 100.00%
Rental Expense 5,280 5,716 21,500 21,500 8,000 -62.79%
Claims Expense 8
Expense Allowances (48)
Other Expenses 660 662 7 500 500 100 -80.00%
OPERATING EXPENSES 262,852 272,698 344,336 334,533 327,578 332,533 -0.60%
Total 5,256,860 3,813,156 5,756,436 5,692,434 5,668,768 5,775,258 1.45%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure
categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
219
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
HAZMAT CUPA(501),Training Center
(704), Emergency Operations Center
(238), Grants(various)
PERSONNEL SERVICES
Salaries, Permanent 193,844 194,477 278,276 285,487 291,046 285,563 0.03%
Salaries,Temporary 25,008 12,725 4,056 45,314 45,314 45,314 0.00%
Salaries,Overtime 11,504 5,469 9,414 27,000 1,065,562 47,486 75.87%
Leave Payouts 6,464 6,375 3,637
Benefits 154,655 86,202 189,484 195,625 195.625 179.838 -8.07%
PERSONNEL SERVICES 391,475 305,248 484,866 553,426 1,597,548 558,201 0.86%
OPERATING EXPENSES
Utilities 39,970 28,914 39,955 36,500 36,500 36,500 0.00%
Purchased Water 406 253
Equipment and Supplies 75,405 67,123 89,430 38,321 240,833 38,321 0.00%
Repairs and Maintenance 13,638 6,277 4,950 11,746 11,746 11,746 0.00%
Conferences and Training 3,921 5,606 4,982 1,750 1,750 1,750 0.00%
Professional Services 101,370 13,980 10,475 10,475 -100.00%
Other Contract Services 34,528 6,268 75,122 1,710 51,727 1,710 0.00%
Insurance 5,308 5,450 5,600 5,600 5,600 0.00%
Expense Allowances 8
Other Expenses 575 943 2,669
OPERATING EXPENSES 275,129 129,364 222,558 106,102 358,631 95,627 -9.87%
CAPITAL EXPENDITURES
Improvements 126,869 13,068 67,725 620,000 719,958 310,500 -49.92%
Equipment 4,024
Vehicles 18.091
CAPITAL EXPENDITURES 130,893 13,068 67,725 620,000 738,049 310,500 -49.92%
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 10,708 13,000 13,000 13,000 13,000 0.00%
Total 797,496 458,388 788,150 1,292,528 2,707,227 977,328 24.39%
Significant Changes
Overall decrease is primarily due to the $309,500 reduction in the Fire Facilities Development Impact Fund related to the Lake Fire Station
Renovation project. Personnel costs for the Hazmat CUPA Program includes a $23,324 increase in overtime costs and a$10,475 decrease in
professional services.The Training Center includes a$13,580 reduction in benefits and a$30,500 increase in capital improvements that include
training tower inspection testing,carpet, property repair and replacement and office remodel/upgrades.
220
Fire
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
HAZMAT CUPA(501), Training Center
(704), Emergency Operations Center
(238), Grants (various)(continued)
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00231 Fire Facilities Dev Impact 105,660 225,363 181,629 123,452 123,452 (123,452)
00501 Certified Unified Program Agency 287,039 298,370 287,516 270,018 270,018 277,478 7,460
00704 Fire JPA Fund 282,831 276,840 430,504 395,596 395,596 405,866 10,270
Total 760,133 800,573 899,648 789,066 789,066 683,344 1 (105,722)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance Summary 9/30/2017 6/3012018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00231 Fire Facilities Dev Impact 396,097 621,460 803,089 306,541 280,000 26,541 (280,000)
00501 Certified Unified Program Agency (166,278) 3,816 43,871 52,075 52,075
00704 Fire JPA Fund 364,148 355,912 375,866 239,977 13,984 225,993 1 (13,984)
Total 593,967 981,188 1,222,826 598,593 293,984 304,609 1 (293,984)
221
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222
City of Huntington Beach
Information Services
Adopted Budget — FY 2020/21
Chief Information Officer
ADMINISTRATION
Administrative Assistant
CGRAPHIC
OTECHNOLOGY OPERATIONS BUSINESS AND PUBLIC SAFETY SYSTEMS ORMATION
YSTEMS
IT Manager-Infrastructure IT Manager- IT Manager-Systems IT Manager-Operations
g Infrastructure(0.50) IT Manager-Systems
(0.50) (0.50) (0.50)
Network Admin Systems Senior IT Technician Senior IT Analyst 4 GIS Analyst 11(4)
y IT Technician III � ( ) Senior IT Analyst
ITAnalyst II IT Anal yst IV IT Analyst IV(2)
Senior IT Technician IT Technician I(2) ITArglyst III IT Analyst II
IT Analyst II
Senior Telecom Technician IT Technician IV
223
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 is responsible for the
development, maintenance, and support
of all facets of the City's technology. The
department is made up of three divisions
and five main functional areas comprised
of Administration, Technology
Infrastructure, Technical & Customer
Support, Business Systems, Geographic
Information Systems, and Public Safety
Systems.
Administration
The Administration area is responsible for
the overall leadership of the department,
including strategic technology planning, "itv of Rnntinntnn Rp;w4I +forn+ation Sc-rvica%to Dt-partenp.av
project management, budget,goal setting,
and planning and implementation of citywide technology tools, standards, policies and procedures.
Examples of duties include:
• Provide overall management and administration of the department.
• Develop and update City technology standards, policies and procedures.
• Develop and implement IT strategic plan, short-and long-term.
• Provide governance for major citywide technology projects.
• Manage IS Department budget.
• Align IT goals with the City's strategic objectives.
• Manage IS Department recruitments.
• Manage acquisition, billing, and contracts.
Technology Infrastructure
Responsible for maintenance and support of datacenters, storage, voice and data communications, local
and wide area network assets, backup and recovery, and network security. Examples of duties include:
--_- _ -- - _ • Manage City's land lines, phones, pagers, voice and data
communication.
�r • Manage wired and wireless internet access at all City
facilities.
• Provide support for servers, datacenters, storage
devices, uninterruptible power supplies and LAN/WAN
network.
• Implement cyber security measures to protect City's
digital resources.
• Manage backup and recovery of data storage.
224
Information Services Department Description
Technical and Customer Support
Provides standard hardware and software technical support for all City
employees. Examples of duties include:
• Provide support for all City desktop and laptop computers.
• Perform replacement of City desktop and laptop computers.
• Support computer operations for all City facilities.
Business Systems
Responsible for all facets of the City's enterprise applications, database
administration, process automation and programming, web services,
public safety systems, application delivery platforms, and electronic
messaging infrastructure and applications. Examples of duties include:
• Streamline business processes through the use of technology
and automation.
• Support all City enterprise applications such as Payroll/Human Resources, Timekeeping, Utility
Billing, Permit, Land Management, Document Imaging, and Library Systems.
• Manage the software development life cycle of all citywide applications.
• Provide development, programming, and automation for all departments.
• Develop and conduct computer application training classes for City employees.
• Develop and support City's intranet, extranet, and internet websites and online applications.
• Administer and manage all citywide databases.
• Implement and support application delivery platforms.
• Manage electronic messaging infrastructure and applications.
Geographic Information Systems
Responsible for the development and support of the City's Geographic
Information System (GIS), mapping applications and resources. Examples
of duties include:
• Maintain geographic data, products and services.
• Support desktop and mobile users of GIS applications.
• Data research and input map related content.
• Geodatabase and GIS data portal administration.
• Spatial and mapping application development and deployment.
• Mapping products such as maps, charts, graphs, and other graphic
needs.
Public Safety Systems
Responsible for implementation and support of all Public Safety systems and specialized applications
used by the City's Police and Fire Departments. Examples of duties include:
• Develop and support all public safety systems and applications.
• Provide technical support for all equipment and software in public safety vehicles and sites.
• Support Computer Aided Dispatch and Records Management System.
• Support county applications in support of the public safety systems departments.
• Manage and support mobile data computers,tablets, and specialized systems in Police and Fire
vehicles, stations, and facilities.
• Support enterprise applications in support of public safety areas.
225
Information Services Performance Measures
Results of the the City's performance measure program for the past two fiscal years in addition to goals
and objectives for FY 2020/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 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 5% 5% 5%
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 0.02% of Maintain High
unscheduled downtime. Quality City
Service
Measure:
% of unscheduled network downtime 0.02% 0.01% 0.01%
226
Information Services Accomplishments
FY 2019/20 Accomplishments
• Implemented online forms platform and automated several processes
• Implemented SharePoint 2019 and developed City's Intranet and multiple team sites
• Completed the Police Computer Aided Dispatch (CAD) and Records Management System (RMS)
Request for Proposal (RFP), evaluation, and selection process
• Implemented mobile solution for the Community Services department transportation system
• Completed the RFP and vendor selection process for upgrading the financial Enterprise Resource
Planning (ERP)system
• Completed the rollout of Windows 10 operating system citywide
• Completed 30% overhaul and upgrade of network enclosures citywide
• Replaced one-third of the mobile devices citywide
• Replaced end-of-life servers and network devices
• Replaced the batteries on the City's primary facility Uninterruptible Power Supply(UPS)
• Installed transfer switch to the electrical infrastructure to allow use of a portable generator to UPS
• Replaced end-of-life Global Positioning System (GPS) time server providing synchronized time to
public services
• Upgraded and extended Wi-Fi to multiple City facilities and implemented secure Wi-Fi
• Completed the implementation of Land Management System
• Implemented customer service queuing systems
• Developed annual parking permit tracking mobile app for Community Services department
• Upgraded servers and storage for the surveillance system and added additional capabilities
• Implemented secure messaging software system for City Attorney
• Completed upgrade of the City Attorney case management system
• Implemented Cablecast software for broadcasting City events
• Completed the transition of HB3 from the Public Cable Television Authority
• Implemented self-service kiosks for several departments
• Deployed 85 additional mobile phones for the Police Department
• Upgraded microwave wireless infrastructure
• Initiated a security awareness training program
• Implemented certificate authority platform to secure connections in City facilities
• Upgraded workstation management software to distribute software more efficiently
• Implemented emergency voice over IP (VoIP) notification service for the Civic Center facilities
• Implemented redundant and independent internet connectivity
• Upgraded virtualization platform for datacenters
• Installed new fiber optic lines at the Civic Center to simplify connectivity and increase capacity
• Upgraded the Enhanced Law Enforcement Telecommunications Emulator (ELETE) software
• Upgraded the Fire Department scheduling software system
• Upgraded Emergency Operation Center(EOC) management software
• Upgraded emergency sirens warning system server
• Completed implementation of multiple financial reporting software systems
• Centralized archived Agenda and Minutes of all commissions meetings
• Completed financial ERP system upgrade
• Implemented camping reservation management system
• Replaced City's electronic notification platform
• Completed the upgrade of the City's GIS platform
• Replaced the City's electronic mail security gateway
• Completed Asset Management System needs assessment
• Implemented new city-wide GIS Digital Aerial Photography streaming service
• Implemented new GPS collection devices for Fire Inspection Services
• Supported all GIS needs and developed new GIS applications in support of Public Safety
227
Information Services Goals
FY 2020/21 Goals
• Continue the implementation of CAD and RMS for the Police department
• Continue working on the ongoing deployment of fiber optic connectivity to City facilities
• Replace end-of-life servers, network equipment, mobile devices and desktop computers
• Replace Public Safety mobile data computers
• Replace end-of-life surveillance cameras
• Upgrade standard desktop software products to current versions
• Increase storage capacity
• Complete the integration of the Police and City's time keeping systems
• Upgrade the ID badge system
• Continue implementing additional departmental portals on City's Intranet
• Continue to automate paper processes with online forms
• Upgrade the City's electronic messaging systems
• Implement enterprise management system
• Upgrade the City's public website
• Implement remote file sharing solution citywide
• Develop reporting system for Marine Safety activities
• Implement and integrate Human Resources employee self-service and benefits system
• Upgrade and consolidate database management platform
• Upgrade and consolidate application delivery platform
• Upgrade GIS server farm to support latest geospatial technologies
• Develop and implement the latest Local Government GIS database model
• Implement recommendations for Next Generation 911 GIS data requirements
• Explore the use of drone mapping for GIS needs
228
Information Services
Adopted Budget - FY 2020121
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 2,664,969 2,062,493 2,778,688 2,981,369 3,016,447 3,032,370 1.71%
Salaries, Temporary 103,516 47,748 87,321 49,026 49,026 66,277 35.19%
Salaries, Overtime 29,879 9,785 45,010 33,765 73,765 43,410 28.57%
Leave Payouts 114,849 123,777 128,047
Benefits 1,433,867 1,207,297 1,626,435 1,895,408 1,860,784 1,713,010 -9.62%
PERSONNEL SERVICES 4,347,080 3,451,100 4,665,501 4,959,568 5,000,023 4,855,067 -2.11%
OPERATING EXPENSES
Utilities 722,230 524,379 563,164 762,206 727,216 690,949 -9.35%
Equipment and Supplies 129,638 95,636 129,204 67,404 455,107 82,343 22.16%
Repairs and Maintenance 1,166,033 1,132,721 1,959,855 1,662,940 1,823,146 1,842,933 10.82%
Conferences and Training 22,384 9,526 37,390 36,610 39,985 37,071 1.26%
Professional Services 32,068 13,122 73,790 18,413 132,853 22,988 24.85%
Other Contract Services 119,139 102,417 179,976 15,000 62,618 30,000 100.00%
Rental Expense 4,255
Expense Allowances 64,305 51,911 64,475 66,000 66,000 66,000 0.00%
Other Expenses 272 179 242 500 500 -100.00%
OPERATING EXPENSES 2,256,069 1,934,146 3,008,096 2,629,073 3,307,424 2,772,284 5.45%
CAPITAL EXPENDITURES
Capital - Software 126,284
CAPITAL EXPENDITURES 126,284
Grand Total(s) 6,603,149 5,385,246 7,673,597 7,588,641 8,433,731 7,627,351 0.51%
General Fund 6,384,323 5,225,215 7,268,777 7,228,641 7,352,731 7,196,150 -0.45%
Other Funds 218,826 160,031 404,820 360,000 1,081,000 431,201 19.78%
Grand Total(s) 6,603,149 5,385,246 7,673,597 7,588,641 8,433,731 7,627,351 0.51%
Personnel Summary 30.00 30.00 30.00 30.00 30.00 29.00 (1.00)
229
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 2,562,903 1,987,906 2,676,622 2,879,303 2,914,382 2,926,732 1,65%
Salaries, Temporary 103,516 47,748 87,321 49,026 49,026 66,277 35.19%
Salaries, Overtime 28,591 9,785 44,869 33,765 33,765 43,410 28.57%
Leave Payouts 114,849 123,777 128,047
Benefits 1,372,702 1,176,162 1,564,822 1,827,295 1,792,671 1,650,173 -9.69%
PERSONNEL SERVICES 4,182,561 3,345,378 4,501,682 4,789,389 4,789,844 4,686,592 -2.15%
OPERATING EXPENSES
Utilities 722,230 524,380 563,164 762,206 727,216 672,709 -11.74%
Equipment and Supplies 129,638 95,636 129,204 66,574 104,272 82,343 23.69%
Repairs and Maintenance 1,111,726 1,078,411 1,718,855 1,473,949 1,492,443 1,598,447 8.45%
Conferences and Training 22,384 9,526 37,390 36,610 39,985 37,071 1.26%
Professional Services 32,068 13,122 73,790 18,413 69,853 22,988 24.85%
Other Contract Services 119,139 102,418 179,976 15,000 62,618 30,000 100.00%
Rental Expense 4,255
Expense Allowances 64,305 51,911 64,475 66,000 66,000 66,000 0.00%
Other Expenses 272 179 242 500 500 -100.00%
OPERATING EXPENSES 2,201,762 1,879,838 2,767,096 2,439,252 2,562,887 2,509,558 2.88%
Total 6,384,323 5,225,215 7,268,778 7,228,641 7,352,731 7,196,150 -0.45%
Personnel Summary 27.00 27.00 27.00 27.00 27.00 26.00 (1.00)
230
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017118 FY 2018119 FY 2019120 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration
PERSONNEL SERVICES
Salaries, Permanent 231,363 181,820 253,832 253,576 255,869 265,989 4.90%
Salaries, Temporary 29,163 11,816 31,173
Salaries, Overtime 669 562 1,607 505 505 3,000 494.06%
Leave Payouts 14,933 15,431 10,976
Benefits 120.929 121,239 153,016 174.009 171,116 154.938 -10.96%
PERSONNEL SERVICES 397,057 330,868 450,605 428,090 427,491 423,927 -0.97%
OPERATING EXPENSES
Equipment and Supplies 3,429 2,935 2,891 7,560 10,055 4,105 -45.70%
Repairs and Maintenance 2,946
Conferences and Training 3,778 2,283 10,245 4,550 25 4,071 -10.53%
Other Contract Services 10,602 5,183
Expense Allowances 5,995 4,500 6,000 6,000 6,000 6,000 0.00%
Other Expenses 58
OPERATING EXPENSES 26,808 14,901 19,136 18,110 16,080 14,176 -21.72%
Total 423,865 345,769 469,741 446,200 443,571 438,103 -1.81%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure
categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19
pandemic.
231
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Applications & Database
Support
PERSONNEL SERVICES
Salaries, Permanent 849,388 701,437 878,687 818,482 843,681 807,329 -1.36%
Salaries,Temporary 12,874 8,958 14,947 1,000 1,000 1,217 21.70%
Salaries, Overtime 5,395 2,046 21,272 5,050 5,050 5,050 0.00%
Leave Payouts 21,240 28,772 37,635
Benefits 425,513 367,161 453,242 503,203 494,178 434,089 -13.73%
PERSONNEL SERVICES 1,314,410 1,108,374 1,405,783 1,327,735 1,343,909 1,247,685 -6.03%
OPERATING EXPENSES
Utilities 550
Equipment and Supplies 5,434 1,790 2,496
Repairs and Maintenance 516,269 510,671 630,391 725,656 736,803 758,353 4.51%
Conferences and Training 5,766 2,261 10,825 6,500 10,400 6,500 0.00%
Professional Services 11,913 13,122 73,790 4,207 34,647 12,282 191.94%
Other Contract Services 115,997
Expense Allowances 675 2,136 2,905
Other Expenses 12 102
OPERATING EXPENSES 540,069 530,632 836,403 736,363 781,850 777,135 5.54%
Total 1,854,479 1,639,006 2,242,186 2,064,098 2,125,759 2,024,820 -1.90%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within
each department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-
Departmental for an estimated cost reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding
between expenditure categories and divisions as well as reductions to non-core services as a result of the financial impact resulting
from the COVID-19 pandemic.
232
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Customer Support
PERSONNEL SERVICES
Salaries, Permanent 349,072 215,623 376,419 558,369 575,451 424,241 -24.02%
Salaries, Temporary 35,960 21,150 15,027 47,426 47,426 32,943 -30.54%
Salaries, Overtime 5,049 1,842 2,988 10,050 10,050 10,050 0.00%
Leave Payouts 5,630 8,081 15,151
Benefits 224,798 188,264 278,290 370,771 363,375 262.073 -29.32%
PERSONNEL SERVICES 620,509 434,960 687,874 986,616 996,302 729,307 -26.08%
OPERATING EXPENSES
Equipment and Supplies 47,818 20,531 40,873 31,614 31,921 29,913 -5.38%
Repairs and Maintenance 85,514 81,101 87,427 84,689 84,689 20,000 -76.38%
Conferences and Training 4,163 2,921 10,300 4,300 5,000 -51.46%
Other Contract Services 44,309 25,866 2,240
Other Expenses 202 500 500 -100.00%
OPERATING EXPENSES 182,006 127,498 133,461 127,103 121,410 54,913 -56.80%
Total 802,515 562,458 821,335 1,113,719 1,117,712 784,220 -29.599/6
Significant Changes
The change in Permanent Salaries is mostly due to the breakout of GIS functions to a separate Division for better transparency of
costs. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between
expenditure categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from
the COVID-19 pandemic.
233
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Geographical Info Systems
PERSONNEL SERVICES
Salaries, Permanent 235,865 100.00%
Benefits 136,453 100.00%
PERSONNEL SERVICES 372,318 100.00%
OPERATING EXPENSES
Equipment and Supplies 4,025 100.00%
Repairs and Maintenance 66,250 100.00%
Conferences and Training 5,000 100.00%
OPERATING EXPENSES 75,275 100.00%
Total 447,593 100.00%
Significant Changes
This Division was created to provide better tracking and transparency of GIS related expenses. This function was previously part
of the Customer Support Division.
234
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Infrastructure Systems
PERSONNEL SERVICES
Salaries, Permanent 535,354 435,409 622,053 637,260 656,364 563,449 -11.58%
Salaries, Temporary 2,993 15,147 16,000 100.00%
Salaries, Overtime 8,015 2,335 9,779 7,850 7,850 15,000 91.08%
Leave Payouts 15,905 11,572 10,497
Benefits 284,603 231,153 343,420 381,869 373,972 301,214 -21.12%
PERSONNEL SERVICES 843,876 683,462 1,000,896 1,026,979 1,038,186 895,663 -12.79%
OPERATING EXPENSES
Utilities 722,230 523,830 563,164 762,206 727,216 672,709 -11.74%
Equipment and Supplies 61,546 56,796 67,178 15,400 15,400 32,300 109.74%
Repairs and Maintenance 224,069 219,531 380,615 222,260 230,743 412,149 85.44%
Conferences and Training 6,995 2,047 7,239 3,760 3,760 5,000 32.98%
Professional Services 6,280 10,000 1,000 -100.00%
Other Contract Services 64,228 56,108 61,431 15,000 15,000 30,000 100.00%
Rental Expense 4,255
Expense Allowances 56,960 43,361 53,075 60,000 60,000 60,000 0.00%
Other Expenses 242
OPERATING EXPENSES 1,142,309 905,928 1,132,944 1,088,626 1,053,119 1,212,158 11.35%
Total 1,986,185 1,589,390 2,133,840 2,115,605 2,091,305 2,107,821
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within
each department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-
Departmental for an estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding
between expenditure categories and divisions as well as reductions to non-core services as a result of the financial impact resulting
from the COVID-19 pandemic.
235
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Public Safety Systems
PERSONNEL SERVICES
Salaries, Permanent 597,726 453,617 545,630 611,615 583,016 629,859 2.98%
Salaries, Temporary 25,520 2,831 11,028 600 600 16,117 2586.17%
Salaries, Overtime 9,462 3,000 9,224 10,310 10,310 10,310 0.00%
Leave Payouts 57,142 59,922 53,788
Benefits 316,860 268,345 336,854 397,444 390,030 361,407 -9.07%
PERSONNEL SERVICES 1,006,710 787,715 956,524 1,019,969 983,955 1,017,693 -0.22%
OPERATING EXPENSES
Equipment and Supplies 11,410 13,585 15,766 12,000 46,896 12,000 0.00%
Repairs and Maintenance 282,928 267,107 620,422 441,344 440,208 341,695 -22.58%
Conferences and Training 1,682 2,934 6,161 11,500 21,500 11,500 0.00%
Professional Services 13,874 4,206 34,206 10,706 154.54%
Other Contract Services 15,260 307 47,618
Expense Allowances 675 1,914 2,495
Other Expenses 77
OPERATING EXPENSES 310,569 300,877 645,152 469,050 590,428 375,901 -19.86%
Total 1,317,278 1,088,592 1,601,676 1,489,019 1,574,384 1,393,594 -6.41%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between
expenditure categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from
the COVID-19 pandemic.
236
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
ELM Automation Fund(322)
PERSONNEL SERVICES
Salaries, Permanent 102,066 74,586 102,066 102,066 102,066 105,638 3.50%
Salaries,Overtime 1,288 141
Benefits 61,165 31,135 61,613 68,113 68,113 62,837 -7.75%
PERSONNEL SERVICES 164,519 105,721 163,820 170,179 170,179 168,475 -1.00%
OPERATING EXPENSES
Utilities 18,240 100.00%
Equipment and Supplies 830 830 -100.00%
Repairs and Maintenance 54,307 54,310 241,000 188,991 188,991 244,486 29.36%
OPERATING EXPENSES 54,307 54,310 241,000 189,821 189,821 262,726 38.41%
Total 218,826 160,031 404,820 360,000 360,000 431,201 19.78%
Significant Changes
The ELM Automation Fund reflects an adjustment to Repairs and Maintenance due to going live with the City's new Enterprise Land
Management System in the first quarter of FY 2020/21.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00322 ELM Automation Fund 461,810 241,433 374,063 360,000 360,000 360,000
Total 461,810 241,433 374,063 360,000 360,000 360,000
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance Summary 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2020 Prior Year
00322 ELM Automation Fund 242,984 324,387 293,630 307,098 71.201 235.897 (71,201)
Total 242,984 324,387 293,630 307,098 71,201 235,897 (71,201)
237
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Technology Fund (323)
OPERATING EXPENSES
Equipment and Supplies 315,005
Repairs and Maintenance 111,711
Professional Services 63,000
OPERATING EXPENSES 489,716
CAPITAL EXPENDITURES
Software Capital 126,284
CAPITAL EXPENDITURES 126,284
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 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00323 Technology Fund 1,269 1,874,901 912,919
Total 1,269 1,874,901 912,919
238
Information Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Emergency Operations
Center Fund(238)
PERSONNEL SERVICES
Salaries, Overtime 40,000
PERSONNEL SERVICES 40,000
OPERATING EXPENSES
Equipment and Supplies 35,000
Repairs and Maintenance 30,000
OPERATING EXPENSES 65,000
Total 105,000
Significant Changes
No significant changes.
239
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240
City of Huntington Beach
_ Library Services
Adopted Budget — FY 2020/21
Director of Library Services
Principal Librarian
ADMINISTRATION YOUTH SERVICES PUBLIC SERVICES& CTHNOLOGY&
8 BUILDING
- MANAGEMENT &FAMILY PROGRAMMING,: COMMUNITY OUTREACH ORT SERVICES
ADMINISTRATION Senior Librarian Senior Librarian Senior Librarian
Administrative Assistant
Volunteer Services Coordinator CHILDREN'S LIBRARY PUBLIC SERVICES TECHNICAL SERVICES
Librarian(2) Librarian(2) Librarian
FACILITY RENTALS Library Services Clark(3) Library Services Clerk(2.5) Library Services Clerk
FACILITIES MAINTENANCE ADULT LITERACY ACQUISITIONS
Library Specialist Literacy Program Specialist(2) Accounting Tectnician II(2)
SECURITY LIBRARY BRANCHES CIRCULATION
Media Services Specialist I Senior Library Specialist
BBNdliYG
Library Specialist
OAKVIEW
Library Specialist
HELEN MURPHY
MAIN STREET
Librarian
241
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,
designed by architects Richard & Dion Neutra, :
is set in Huntington Beach Central Park r
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. t
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.
Following the guidelines for the COVID-19 Pandemic, the Huntington Beach Library to System closed its
facilities to the public on March 17, 2020. Library staff were reassigned to city-wide initiatives and our
existing library services were transformed meet the challenges. This included expanding our digital
resources, offering additional virtual services, and creating online video content and programs. On June 1,
2020, Central Library began curbside pickup services to patrons to place holds and return and receive
library materials saftely. As the City's phased response to the COVID-19 Pandemic progresses, the
Huntington Beach Library System will continue to innovate and provide services to inspire, encourage, and
enrigh the community.
Administration and Building Management Division
This Division provides the leadership and vision needed to deliver the best possible library services to our
community. 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
coordinated the renovation of the Theater at Central Library,applied for a variety of grants through the State
Library and started a Library Facility Master Plan process. 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. For the COVID-19 Pandemic Response Library Administration
coorindated all services and helped support the new and virtual services for the community.
242
Library Services Department Descriptions
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 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 creating lifelong readers,the Youth Services
and Family Programming Division offers a
variety of story times seven days of the week.
The Youth Services and Family Programming
Division offers special monthly programs and
year-long reading programs for children. To
renforce 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. -
The teen services division of the Children's
Department hosts a monthly Teen Advisory
Group with consistent membership from local
teens who are making important decisions on the
types of programming and events the library
holds for teens ages 13-17. Our continued partnership with C2 Education provides college-bound teens with
opportunities to take practice ACT & SAT tests or receive assistance with financial aid applications and
college admissions essays, among other related programs. Our Young Adult Services librarian is serving as
library liaison to the Huntington Beach Reads Committee, another notable partnership which strengthens
the connection between the Huntington Beach High School District, the HB Public Libraries, and the
community of Huntington Beach.
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,
EEIERgN, guiding children and parents to homework,
IRESppR�E� computing and reading resources. The Research
CENTER
�T and Information Desk links users with the information
and services they need via 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.
243
Library Services Department Descriptions
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. For the COVID-19 Pandemic
response this Division adapted to support new services including curbside pick-up, virtual reverences, and
customer service support for City Call Center, Senior Center, and Community Services.
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 City
Treasurer's 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. During the COVIS-19 Pandemic response, this division led the
transformation of technology and communications for the libarary, providing innovative ways of delivering
services to the community.
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 Children's Story Time Tabby Theater.
• Support city-wide COVID-19 Pandemic response initiatives.
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.
• Create digital video content and programing to deliver service to patrons at home.
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.
244
Library Services Ongoing Activities & Projects
• 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.
• Operate curbside library materials pick-up service for patrons during COVID-19 Pandemic closures.
• Support City services for COVIS-19 Pandemic response, including City Call Center, Senior Center,
and Community Services.
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.
• Completed the IMLS grant to establish a Library Makerspace and add programming on 3D printing
and other maker technologies.
• Supported technology transformation for library staff and services during the COVID-19 Pandemic.
245
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 2020/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 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 73,515 50,000** 25,000***
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 6,141 2,000** 2,000***
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 circulated 75,000 850,000 875,000
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 1,000,000 725,000** 725,000*'*
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 57,000 35,000** 25,000***
Goal:
6. Provide meeting rooms and theater space for the Enhance and
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 2,108 1,200** 1,000***
** Numbers are significantly lower due to COVID 19 Emergency
***Numbers are preliminary and depend on continued COVID 19 Emergency impact
246
Library Services Accomplishments & Goals
FY 2019/20 Accomplishments
• Completed the Request for Proposal process for the Sound & lighting upgrades to the Theater at
Central Library.
• Launched the renovation of the Tabby Story Time Theater, replacing seating, the sound system
and lighting to better support story time programming.
• Opened a Makerspace for patrons providing equipment such as 3D printers, a laser engraver,
sewing machines, and Cricut machines, as well as training to inform and engage the community.
Due to the COVID-19 Pandemic, the in-person Makerspace was suspended, so equipment was
used to create personal protective equipment and Makerspace coaches began online training for
the public.
• Served as a Voting Center in February and March 2020 at two Library locations.
• Added more virtual and digital products to better support all our library users.
• Supported the CENSUS2020 efforts, with training for Census Workers and providing information
and support for the online Census process.
• Continued to offer the Career Online High School program for eligible Huntington Beach residents.
• Added more virtual and digital products to better support library users both during the COVID-19
emergency and in the future, and increased accessibility for all residents through online card sign-
up.
• Created a contactless Holds pickup service during Stage 2 of the COVID-19 Pandemic Emergency
• Completely redesigned library story times and programming, moving everything to a virtual digital
environment, using Zoom, Facebook Live and other social media tools,to maintain services during
the COVID-19 emergency.
• Planned for the various stages of reopening from the COVID-19 emergency,to ensure safe access
to library services and resources.
• Assisted with the City's COVID-19 response through redeploying staff to the City Call Center,
Senior Meal distribution and other City programs and services as needed.
• Awarded a grant to reimagine Library spaces for the Oak View Branch and completed a plan to
reconfigure the Homework and Literacy areas of the branch to improve service to the community.
FY 2020/21 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 collection.
• 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.
• Expand and enhance online and virtual services for all members of the community.
247
Intentionally
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248
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 1,997,100 1,487,611 1,983,502 1,989,084 2,056,930 2,124,753 6.82%
Salaries, Temporary 610,939 449,817 587,630 676,300 768,599 666,394 -1.46%
Salaries, Overtime 169 236 264
Leave Payouts 15,912 10.839 29,517
Benefits 1,228,801 993,255 1,240,390 1,447,690 1,418,050 1,400,146 -3.28%
PERSONNEL SERVICES 3,852,921 2,941,758 3,841,304 4,113,074 4,243,579 4,191,293 1.90%
OPERATING EXPENSES
Utilities 60,300 33,575 49,036 59,821 59,821 64,000 6.99%
Equipment and Supplies 649,029 513,262 840,163 364,178 980,235 405,008 11.21%
Repairs and Maintenance 65,047 44,571 61,430 68,550 70,525 49,550 -27.72%
Conferences and Training 720 150 650 1,000 1,000 1,000 0.00%
Professional Services 7,487 50,000 50,000 -100.00%
Other Contract Services 177,068 146,608 175,370 192,050 184,020 216,681 12.83%
Expense Allowances 5,995 4,500 6,000 6,000 6,000 6,000 0.00%
Other Expenses 10 31 51
OPERATING EXPENSES 965,656 742,697 1,132,701 741,599 1,351,601 742,239 0.09%
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 ota s 5,261,458 4,127,337 5,416,886 5,297,554 6,038,061 5,376,413 1.49%
General Fund 4,689,274 3,726,246 4,755,997 5,031,733 5,079,486 5,106,413 1.48%
Other Funds 572,184 401,091 660,889 265,821 958,575 270,000 1.57%
Grand Total(s) 5,261,458 4,127,337 5,416,886 5,297,554 6,038,061 5,376,413 1.49%
Personnel Summary 28.25 28.25 28.25 28.25 28.25 28.25 1 0.00
249
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 1,996,378 1,486,734 1,982,036 1,989,084 2,046,497 2,124,753 6.82%
Salaries,Temporary 527,363 388,544 520,628 666,300 666,300 656,394 -1.49%
Salaries, Overtime 169 236 264
Leave Payouts 15,912 10,839 29,517
Benefits 1,225,735 991,088 1,237,817 1,447,690 1,418,050 1,400,146 -3.28%
PERSONNEL SERVICES 3,765,558 2,877,441 3,770,262 4,103,074 4,130,847 4,181,293 1.91%
OPERATING EXPENSES
Utilities 2,361 4,000 4,000 4,000 0.00%
Equipment and Supplies 228,890 210,064 296,991 214,178 242,188 205,008 -4.28%
Repairs and Maintenance 60,665 44,571 61,430 68,550 68,550 49,550 -27.72%
Conferences and Training 720 150 650 1,000 1,000 1,000 0.00%
Professional Services 7,487
Other Contract Services 177,068 146,608 175,370 192,050 184,020 216,681 12.83%
Expense Allowances 5,995 4,500 6,000 6,000 6,000 6,000 0.00%
Other Expenses 10 31 51
OPERATING EXPENSES 480,835 405,924 542,854 485,778 505,758 482,239 -0.73%
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 4,689,274 3,726,246 4,755,997 5,031,733 5,079,486 5,106,413 1.48%
Personnel Summary 28.16 28.16 28.16 28.16 28.16 28.16 0.00
250
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration & Building
Management
PERSONNEL SERVICES
Salaries, Permanent 623,930 442,654 623,767 630,678 644,671 563,684 -10.62%
Salaries, Temporary 155,211 110,094 131,671 155,660 155,660 160,299 2.98%
Salaries, Overtime 61 236
Leave Payouts 13,108 7,743 21,777
Benefits 345,218 273,386 355,390 411,991 403,489 338,058 -17.95%
PERSONNEL SERVICES 1,137,528 834,113 1,132,605 1,198,329 1,203,819 1,062,040 -11.37%
OPERATING EXPENSES
Utilities 111
Equipment and Supplies 47,835 43,859 86,268 51,300 93,280 56,200 9.55%
Repairs and Maintenance 58,599 41,583 60,540 66,200 66,200 47,200 -28.70%
Conferences and Training 720 650 1,000 1,000 1,000 0.00%
Professional Services 7
Other Contract Services 153,042 123,607 145,587 157,600 137,600 169,581 7.60%
Expense Allowances 5,995 4,500 6,000 6,000 6,000 6,000 0.00%
Other Expenses 10 31 51
OPERATING EXPENSES 266,208 213,580 299,208 282,100 304,080 279,981 -0.75%
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 1,846,617 1,490,575 1,874,694 1,923,310 1,950,780 1,784,902 720%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure
categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19
pandemic.
251
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Public and Information
Services
PERSONNEL SERVICES
Salaries, Permanent 8,979 17,656
Salaries, Temporary 22,570 67,611 90,500 90,500 91.017 0.57%
Benefits 1,930 4,628
PERSONNEL SERVICES 33,479 89,895 90,500 90,500 91,017 0.57%
OPERATING EXPENSES
Utilities 2,228 4,000 4,000 4,000 0.00%
Equipment and Supplies 2,819 13,532 10,000 10,000 10,000 0.00%
Repairs and Maintenance 2,988 890 2,350 2,350 2,350 0.00%
Other Contract Services 6,215 11,100 11.100 11,100 0.00%
OPERATING EXPENSES 5,807 22,865 27,450 27,450 27,450 0.00%
Total 39,287 112,759 117,950 117,950 118,467 0.44%
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.
252
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Public Services &
Community Outreach
PERSONNEL SERVICES
Salaries, Permanent 815,911 609,742 743,622 775,727 800,590 741,979 -4.35%
Salaries, Temporary 211,858 148,857 177,753 238,430 238,430 231,064 -3.09%
Salaries, Overtime 264
Leave Payouts 2,804 3,095 7,740
Benefits 536,232 432.147 518,114 608,700 597,042 516,359 -15.17%
PERSONNEL SERVICES 1,566,805 1,193,841 1,447,492 1,622,857 1,636,062 1,489,402 -8.22%
OPERATING EXPENSES
Utilities 23
Equipment and Supplies 13,689 8,482 21,577 9,900 7,900 7,800 -21.21%
OPERATING EXPENSES 13,689 8,482 21,600 9,900 7,900 7,800 -21.21%
Total 1,580,494 1,202,323 1,469,092 1,632,757 1,643,962 1,497,202 -8.30%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure
categories and divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19
pandemic.
253
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Technology & Support
Services
PERSONNEL SERVICES
Salaries, Permanent 389,330 308,613 426,162 408,173 421,068 412,251 1.00%
Salaries, Temporary 135,760 95,514 126,157 151,710 151,710 153,497 1.18%
Salaries, Overtime 108
Benefits 238,748 202,877 258,549 300,298 293,852 281,048 -6.41%
PERSONNEL SERVICES 763,946 607,004 810,869 860,181 866,630 846,797 -1.56%
OPERATING EXPENSES
Equipment and Supplies 138,066 132,109 142,211 113,478 101,508 101,508 -10.55%
Repairs and Maintenance 2,066
Professional Services 7,480
Other Contract Services 24,026 23,001 23,568 23,350 35,320 36.000 54.18%
OPERATING EXPENSES 171,638 155,110 165,779 136,828 136,828 137,508 0.50%
Total 935,584 762,114 976,647 997,009 1,003,458 984,305 -1.27%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime)are reflected in Non-Departmental for an estimated cost
reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
254
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Youth Services & Family
Programming
PERSONNEL SERVICES
Salaries, Permanent 167,208 116,746 170,829 174,506 180,169 406,839 133.14%
Salaries, Temporary 24,534 11,508 17,437 30,000 30,000 20,517 -31.61%
Benefits 105,538 80,748 101,136 126,701 123,667 264,681 108.90%
PERSONNEL SERVICES 297,279 209,002 289,402 331,207 333,836 692,037 108.94%
OPERATING EXPENSES
Equipment and Supplies 29,300 22.795 33,403 29,500 29,500 29,500 0.00%
Conferences and Training 150
OPERATING EXPENSES 29,300 22,945 33,403 29,500 29,500 29,500 0.00%
Total 326,579 231,947 322,805 360,707 363,336 721,537 1 100.03%
Significant Changes
The change in Permanent Salaries is mostly due to a citywide effort to realign staffing costs based on current staffing models within each
department. Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million.
255
Library Services
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Donations, Grants, and
Equipment Replacement
PERSONNEL SERVICES
Salaries, Permanent 722 877 1,466 10,432
Salaries,Temporary 83,576 61,273 67,003 10,000 102,299 10,000 0.00%
Benefits 3,065 2,168 2,573
PERSONNEL SERVICES 87,363 64,318 71,042 10,000 112,732 10,000 0.00%
OPERATING EXPENSES
Utilities 60,300 33,575 46,675 55,821 55,821 60,000 7.49%
Equipment and Supplies 420,139 303,198 543,172 150,000 738,047 200,000 33.33%
Repairs and Maintenance 4,382 0
Professional Services 50,000 0 -100.00%
OPERATING EXPENSES 484,821 336,773 589,847 255,821 793,868 260,000 1.63%
Total 572,184 401,091 660,888 265,821 906,599 270,000 1.57%
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 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00229 Library Dev Impact 209,731 530,671 353,643 200,000 200,000 (200,000)
00239 CDBG^ 9,253 10,000 10,000 10,000
00880 Library Equipment 156 66 1,474
00985 State Literacy Grant 53,357 39,441 57,441 57,728 (57,728)
01246 CENIC E-rate 6,502 55,821 52,721 55,821 55,821 60,000 4,179
01255 LSTA DIT 19/20 60,000 (60,000)
^CDBG Fund is managed by the Community Development Department. However,program funds are allocated across multiple departments. Funding
reflected here only pertains to the Library Services Department.
Total 269,746 635,252 465,280 265,821 383,549 70,000 313,549
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance Summary 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2020 Prior Year
00229 Library Dev Impact 514,005 994,363 1,222,150 1,222,150 200,000 1,022,150 (200,000)
Total 514,005 994,363 1,222,150 1,222,150 200,000 1,022,150 (200,000)
256
City of Huntington Beach
Police
Adopted Budget — FY 2020/21
Police Chief
PROFESSIONAL TRAINING
Administrative Assistant Assistant Chief of Police I STANDARDS Police Sergeant
Police Lieutenant 1 17 Police Officer
Police Sergeant(2) Police Services Specialist
Police Off cer
COMMUNITY SUPPORT
Community Relations
Specialist
UNIFORM INVESTIGATIONS ADMINISTRATIVE ADMINISTRATIVE
OPERATIONS SERVICES
Police Captain Police Captain Police Captain Administrative Services Manager
Community Services Officer
PATROL INVESTIGATIONS FACILITIES
Police Lieutenant(5) Police Lieutenant Facilities Maintenance Crewleader ALARM
Police Sergeant(13) Police Sergeant(3) Police Services Specialist
Police Officer(119) Police Officer(22) BUDGET
Police Recruit(4) Forensic Systems Specialist Administrative Analyst Senior I BACKGROUND/HIRING
Community Services Officer(4) Crime Analyst Accounting Technician Police Officer
Crime Scene Investigator(2) Police Services Spedaiist
Community Services Officer(4) PAYROLL COMMUNICATIONS
TRAFFIC Account Technician II(2) Police Communications Manager
Police Lieutenant NARCOTICS/VICE Communications Supervisor(6)
Police Sergeant(3) Police Sergeant Communications Operator(18)
Police Officer(18) Police Officer(6) Detention Administrator
Police Records Specialist Police Services Specialist Detention Shift Supervisor(4) PERSONNEL
Community Services Officer(3) Community Services Officer Detention Officer,Nurse(4) Principal Personnel Analyst
Detention Officer(9) Police Services Specialist
AIR SUPPORT OCIAC TASK FORCE
Police Sergeant Police Officer PROPERTY AND EVIDENCE
Police Officer(6) Property and Evidence Supervisor
Senior Helicopter Maintenance RNSP TASK FORCE Property and Evidence Officer(3)
Technician(2) Police Sergeant
Police Officer
PARKING ENFORCEMENT RFCORLIC
ParkingfTraffic Control Supervisor CRIME I AR Police Records Administrator
Parking/Traffic Control Officer(16) Police Photolimaging Specialist Police Records Supervisor(3)
Latent Fingerprint Examiner(2.50) Police Records Specialist(11)
SPECIAL ENFORCEMENT Police Services Specialist Police Records Technician(5)
Police Sergeant(2) Police Services Sped alist(5)
Police Officer(8) Police Systems Coordinator
CTF/GANGS
Police Sargent
Police Officers(6)
Police Lieutenant
257
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, Administrative Operations 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 provide maintenance of the police
buildings, oversight of the entire Police Department budget, and the
• = operations of the Jail Bureau.The Division also manages capital improvement
projects. The Division includes the following bureaus and units: Facilities,
Budget/Payroll, and Jail. Primary duties include: managing the use of
budgeted funds, keeping accurate payroll 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 the
Community Support Unit is responsible for promoting police/ community
partnerships throughout our City.
Uniform Division
The Uniform Division is the most visible division of the Police tA,
Department and performs core law enforcement functions. It
of
is comprised of both sworn and civilian employees and
includes uniform patrol, traffic enforcement and -`
investigations, Driving Under the Influence enforcement, w
school resource officers, 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.
258
Police Department Descriptions
- Investigation Division
The Investigation Division includes General Investigations, Special Investigations,
th and 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 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. The investigation division has incorporated additional technology
to increase effectiveness and efficiency.
Administrative Services Division
The Administrative Services Division provides support services to the
three other divisions. Administrative Services includes Alarms, ----
Backgrounds/Hiring, Communications, Personnel, Property/Evidence, 1 - J,IA
and Records. Primary duties include: recruiting/conducting background
checks on new employees, receiving 9-1-1 calls and routine business
requests for police services, providing a state-of-the-art records keeping
function, purchasing and issuing all equipment, maintaining the inventory
of all seized property/evidence, tracking and billing for services related to
alarm permits, liaison with Orange County Animal Control, and liaison with -
the City Information Services Department.
Ongoing Activities & Projects
Uniform Division
• Investigated 1,636 traffic collisions (796 injuries and 18 fatalities).
• Issued 15,143 traffic citations.
• Identified, interdict, and arrested 1,075 DUI offenders.
• Issued 68,938 parking citations. Q
• Conducted over 4,373 1 s' level parking citation reviews. -�
259
Police Ongoing Activities & Projects
Investigation Division Jr tqk
• Investigated 2,201 crimes against persons.
• Investigated 6,876 property crimes. x
• Investigated 1,316 economic crimes.
• Investigated 35 human trafficking and Internet/sex crimes cases.
• Performed 16,000 crime analyses to identify crime trends.
• Assisted 351 domestic violence victims through Victim Assistance
Program.
• Investigated 134 narcotic related citizen complaints.
• Reviewed and processed 372 Entertainment, Facility Use, Massage, ABC
and Conditional Use Permits.
Administrative Operations Division
• Booked, fingerprinted, photographed, and housed over 5,949 arrestees.
• Documented, fingerprinted, and updated photos of over 284 drug and sex registrants.
• Copied over 495 hours on video for investigation and prosecution.
• Collected DNA from over 334 felony arrestees for the State Database.
• Collected over 1,100 blood, breath, and urine samples for evidence.
• Secured, fed and cared for an average daily population of 16 inmates.
• Booked, housed, and GPS track 22 sentenced Pay-to-Stay/Work Release inmates.
• Transported over 1,300 in-custody inmates to the county jail.
Administrative Services Division
• Conducted 20 recruitments, processed 7,600 applications, hired 58 employees.
• Received/initiated 277,250 incoming/outgoing calls in the 9-1-1 center.
• Dispatched officers to 101,135 calls for service.
• Created 151,308 calls in the CAD system, documenting officer-
initiated activity and calls for service.
• Processed, disseminated, and entered into the Records
Management System (RMS) 20,000 crime, incident, and traffic
reports.
• Processed over 6,500 bookings, including want/warrant checks,
RMS entry, and logging/copying.
• Processed and filed 5,000 court packages electronically and
physical court packages.
• Answered 73,000 incoming/outgoing calls received/initiated in the
Records Bureau.
• Processed 13,000 subpoenas.
• Processed 8,500 Public Records requests.
• Processed, secured, and tracked 13,000 pieces of evidence and property.
• Processed and disposed of 16,000 pieces of evidence, 204 guns and 503 pounds of narcotics.
• Processed approximately 6,000 alarm permits a year.
• Received and assisted over 5,100 alarm-related calls a year.
Professional Standards Unit/Training/Community Support
• Responded to 600 media contacts and daily engagement with the community through social media.
• Investigated 56 complaints/internal affairs issues.
• Arranged 62 on-site training sessions.
• Conducted 300 contacts with citizens/groups and organization.
260
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 2020/21 are presented below.
FY 2018/19 FY 2019120 FY 2020/21 Strategic Plan
ACTUAL ACTUAL ADOPTED Goal
Goal:
1. Develop standard procedure for investigating Enhance and
crimes involving narcotics related overdose deaths, Modernize Public
by establishing investigation protocols for patrol Safety Service
and detectives. Work with the District Attorney's Delivery
office with the goal of criminally prosecuting those
responsible for furnishing the narcotics resulting in
a death
Measure:
Number of overdoase death investigations N/A N/A 4
Goal:
2. Through a combination of public education,Driving Enhance and
Under the Influence (DUI) checkpoints, DUI Modernize Public
Saturation Patrols,and the assignment of an officer Safety Service
specifically to identify and arrest impaired drivers, Delivery
our goal is to reduce DUI involved collisions by
another five percent.
Measure:
%reduction in DUI involved collisions 18% 7% 5%
Goal:
3. Develop cooperative investigation method with the Enhance and
State of California and the District Attorney's Office Modernize Public
for monitoring and enforcing regulation of sober Safety Service
living and rehabilitation homes in the City of Delivery
Huntington Beach.
Measure:
Number of sober living home related investigations N/A^ 4 10
261
Police Accomplishments & Goals
FY 2019/20 Accomplishments
• Implemented the final phase of the Body Worn Camera program, to equip every patrol officer with a body
worn camera.
• Planned and implemented the 4th 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.
• 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.
• Continued community engagement and policing efforts with programs like Coffee with a Cop, Police Open
House, Tip a Cop, Shop With 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.
• Trained Combat Systems Operator (CSO) and Crime Scene Investigator (CSI) in traffic collision
investigations and more complex field investigations.
• Upgraded and modernized detective workstations and computer hardware.
• Continued the geographical area system, in which each patrol watch commander is responsible for a
specific area to enhance and improve public safety.
• Incorporated Allied Universal street sweeping enforcement, which will permit more resources to assist
public needs.
• Established a collective impact group with Waymakers and BID to help reduce alcohol related crimes, such
as DUI.
• Re-branded/updated the bicycle/pedestrian education program.
• Implemented the Drone program to assist officer safety and investigations.
• Text to 911 Implemented.
• 911 Gold Nation created and began educating the public on 911 and the roles/procedures of a Dispatcher.
• Continued the Pink Patch Project, raising $5,000 for breast cancer awareness and research.
• Implemented new software to expedite the hiring process.
• Paperless internal crime report dissemination.
• Additional software purchased to review video evidence to improve time efficiency.
• Additional license plate reader cameras added to existing locations to enhance public safety.
• Added a part-time Crime Analyst to the Investigation Division to increase crime trend awareness.
• Created a procedure to investigate criminal culpability in narcotic overdose deaths.
• Laptop computers purchased for both general and special investigations for use in the field during
investigations.
• Two separate homicides solved by the arrest of multiple suspects.
• Conducted Emergency Vehicle Operations Course (EVOC)training for all sworn officers.
• Implemented a revised schedule and re-structured the department to navigate uncertainties related to the
COVID19 pandemic.
• Set up sanitation protocols to limit employee exposure to COVID19.
• Managed multiple protests related to beach and business closures, as well as national civil unrest.
262
Police Accomplishments & Goals
FY 2020/21 Goals
• 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.
• Expand the Body Worn Camera program to beyond patrol officers.
• Reduce unsheltered individuals/families by providing resources and support to improve quality of life to
residents and visitors to the City of Huntington Beach.
• Continue to work collectively with residents, business owners, and other stakeholders in the business
district, hotels, and beach area of downtown.
• Implement full Next-Generation 9-1-1.
• Purchase a forensics freezer for DNA evidence and homicide evidence storage.
• Reach full staffing for all positions.
• Implement new Policing system to include CAD, RMS, Mobile Reporting, Property and Jail.
• Complete a Police Building renovation project.
• Continue to implement goals identified in 2019-2023 Strategic Plans.
• Develop a long term plan to reduce the number of narcotic related overdose through investigation and
public awareness.
• Move towards a completely paperless routing system for the Investigation Division.
• Expand and develop the temporary detective program by additional positions or extending time of
assignment.
263
Intentionally
Left
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O V
264
Police
Adopted Budget - FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 34,654,406 25,765,375 34,941,243 36,135,762 36,343,879 39,413,219 9.07%
Salaries,Temporary 420,908 348,015 389,128 367,948 522,904 380,055 3.29%
Salaries, Overtime 5,043,233 4,093,771 4,669,227 4,049,950 4,689,541 4,049,950 0.00%
Leave Payouts 1,550,479 1,079,615 1,478,282
Benefits 26,926,178 21,666,643 28,602,662 32,459,909 32,153,125 31,258,835 -3.70%
PERSONNEL SERVICES 68,595,204 52,953,418 70,080,542 73,013,570 73,709,449 75,102,059 2.86%
OPERATING EXPENSES
Utilities 31,687 30,413 25,686 19,500 21,616 53,300 173.33%
Equipment and Supplies 1,575,090 935,471 1,456,580 1,328,684 2,286,828 1,374,691 3.46%
Repairs and Maintenance 939,054 752,048 942,095 964,510 965,016 1,086,626 12.66%
Conferences and Training 337,535 308,983 338,341 225,767 277,653 270,369 19.76%
Professional Services 458,393 391,996 487,500 335,825 925,821 330,988 -1.44%
Other Contract Services 1,790,163 1,569,292 1,890,038 2,189,087 1,967,175 2,341,220 6.95%
Rental Expense 13,111 7,148 13,728 10,884 11,450 7,884 -27.56%
Insurance 1,881
Payments to Other Governments 790,602 592,863 860,730 928,540 858,540 750,000 -19.23%
Expense Allowances 346,883 330,933 348,781 367,000 367,000 358,232 -2.39%
Other Expenses 10,147 (132) 37 4,973 4,973 4,000 -19.57%
OPERATING EXPENSES 6,292,666 4,919,014 6,365,396 6,374,770 7,686,071 6,577,310 3.18%
CAPITAL EXPENDITURES
Improvements 24,028
Equipment 88,629 56,895 197,944 79,716
Vehicles 109,379 45,323 53,291
Capital-Software 35,000
CAPITAL EXPENDITURES 222,036 56,895 243,267 168,007
NON-OPERATING EXPENSES
Transfers to Other Funds 1,200,000
NON-OPERATING EXPENSES 1,200,000
Grand Total(s) 75,109,906 59,129,327 76,689,205 79,388,340 81,563,527 81,679,369 2.89%
General Fund 73,542,601 58,417,948 75,172,449 78,574,391 78,804,091 80,550,112 2.51%
Other Funds 1,567,305 711,379 1,516,756 813,949 2,759,436 1,129,257 38.74%
Grand Total(s) 75,109,906 59,129,327 76,689,205 79,388,340 81,563,527 81,679,369 2.89%
Personnel Summary 364.50 364.50 364.50 364.50 365.50 365.50 0.00
265
Police
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017118 FY 2018119 FY 2019/20 FY 2019120 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 34,496,499 25,680,525 34,814,615 35,996,561 36,057,272 39,133,609 8.71%
Salaries, Temporary 336,648 314,933 308,884 367,948 367,948 380,055 3.29%
Salaries, Overtime 4,714,163 3,888,689 4,243,435 3,893,950 3,893,950 3,893,950 0.00%
Leave Payouts 1,550,479 1,079,615 1,478,282
Benefits 26,801,253 21,601,223 28,528,330 32,324,592 31,893,341 31,058,272 -3.92%
PERSONNEL SERVICES 67,899,042 52,564,986 69,373,545 72,583,051 72,212,511 74,465,886 2.59%
OPERATING EXPENSES
Utilities 30,999 29,564 24,484 19,500 21,616 19,700 1.03%
Equipment and Supplies 991,550 789,630 1,006,719 945,254 1,428,756 915,207 -3.18%
Repairs and Maintenance 915,991 746,666 942,095 964,510 965,016 1,086,626 12.66%
Conferences and Training 322,878 304,313 334,277 225,767 235,767 270,369 19.76%
Professional Services 339,457 282,686 376,134 335,825 731,287 330,988 -1.44%
Other Contract Services 1,772,563 1,569,292 1,890,038 2,189,087 1,967,175 2,341,220 6.95%
Rental Expense 13,111 7,148 13,728 10,884 11,450 7,884 -27.56%
Insurance 1,881
Payments to Other Governments 790,602 592,863 860,730 928,540 858,540 750,000 -19.23%
Expense Allowances 346,883 330,933 348,781 367,000 367,000 358,232 -2.39%
Other Expenses 10,146 (132) 37 4,973 4.973 4,000 -19.57%
OPERATING EXPENSES 5,534,180 4,652,963 5,798,904 5,991,340 6,591,580 6,084,226 1.55%
CAPITAL EXPENDITURES
Vehicles 109,379
CAPITAL EXPENDITURES 109,379
NON-OPERATING EXPENSES
Transfers to Other Funds 11200,000
NON-OPERATING EXPENSES 1,200,000
Total 73,542,601 58,417,948 75,172,449 78,574,391 78,804,091 80,550,112 1 2.51%
Personnel Summary 362.50 362.50 362.50 362.50 362.50 362.50 1 0.00
266
Police
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Executive
PERSONNEL SERVICES
Salaries, Permanent 322,210 243,318 441,217 558,003 560,296 563,062 0.91%
Salaries, Overtime 1,412 874 1,678
Leave Payouts 8,505 12,757 37,512
Benefits 227,081 187,245 272,303 435,601 430,112 421,356 -3.27%
PERSONNEL SERVICES 559,208 444,195 752,710 993,605 990,408 984,418 -0.92%
OPERATING EXPENSES
Utilities 616 432 2,880 2,500 2,500 1,000 -60.00%
Equipment and Supplies 8,150 9,301 61,920 12,500 12,852 14,000 12.00%
Repairs and Maintenance 138 144 138
Conferences and Training 2,041 27,428 57,443
Professional Services 2,788 1,800 20,487 235,782
Other Contract Services 9,800 7,799
Other Expenses 250 36 115
OPERATING EXPENSES 13,983 48,941 150,781 15,000 251,134 15,000 0.00%
Total 573,191 493,136 903,491 1,008,605 1,241,542 999,418 -0.91%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect reductions to non-core services as a result
of the financial impact resulting from the COVID-19 pandemic. It also reflects the realignment of funding between expenditure
categories and among all of the department's divisions to reflect actual spending.
267
Police
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administrative Operations
PERSONNEL SERVICES
Salaries, Permanent 6,317,251 4,338,048 5,708,706 5,888,906 5,867,698 6,523,945 10.78%
Salaries, Temporary 229,173 253,185 179,645 229,258 229,258 194,138 -15.32%
Salaries, Overtime 988,303 686,423 967,652 637,750 637,750 602,810 -5.48%
Leave Payouts 280,520 134,023 202,273
Benefits 4,336,809 3,011,745 3,945,132 4,492,072 4,418,789 4,210,842 -6.26%
PERSONNEL SERVICES 12,152,056 8,423,424 11,003,408 11,247,986 11,153,495 11,531,735 2.52%
OPERATING EXPENSES
Utilities 19,081 23,204 10,785 11,500 13,616 14,000 21.74%
Equipment and Supplies 636,906 449,127 464,980 521,144 904,793 511,796 -1.79%
Repairs and Maintenance 432,377 397,755 477,312 428,846 429,352 509,008 18.69%
Conferences and Training 237,606 195,214 241,676 138,367 138,367 163,549 18.20%
Professional Services 99,478 89,954 100,261 57,310 131,799 53,310 -6.98%
Other Contract Services 1,315,735 1,117,391 1,308,297 1,651,500 1,485,959 1,523,300 -7.76%
Rental Expense 12,254 6,075 12,313 10,884 11,450 7,884 -27.56%
Payment to Other Governments 19,863 132 8,540 8,540 5,000 -41.45%
Insurance 4,427 1,881
Expense Allowances 325,283 342,312 359,700 359,700 351,224 -2.36%
Other Expenses 2,472 94 (78) 3,000 3,000 3,000 0.00%
OPERATING EXPENSES 3,100,208 2,623,960 2,959,869 3,190,791 3,486,576 3,142,071 -1.53%
Total 15,252,264 11,047,385 13,963,277 14,438,777 14,640,071 14,673,806 1.63%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect reductions to non-core services as a result of
the financial impact resulting from the COVID-19 pandemic. It also reflects the realignment of funding between expenditure
categories and among all of the department's divisions to reflect actual spending.
268
Police
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Investigations
PERSONNEL SERVICES
Salaries, Permanent 7,578,709 6,151,331 8,307,927 8,270,466 8,218,380 7,740,906 -6.40%
Salaries, Temporary 52,382 45,073 63,833 72,924 72,924 65,517 -10.16%
Salaries, Overtime 726,350 542,924 886,940 767,550 767,550 657,100 -14.39%
Leave Payouts 365,687 335,060 444,410
Benefits 5,849,164 5,102,165 6.661,865 7,278,987 7,177,205 6,113,827 -16.01%
PERSONNEL SERVICES 14,572,292 12,176,552 16,364,976 16,389,927 16,236,059 14,577,350 -11.06%
OPERATING EXPENSES
Utilities 5,886 5,004 9,431 4,500 4,500 4,700 4.44%
Equipment and Supplies 134,671 149,636 211,791 206,185 302,330 182,836 -11.32%
Repairs and Maintenance 16,519 33,674 20,226 33,180 33,180 39,584 19.30%
Conferences and Training (844) 14,249 3,021 300 10,300 -100.00%
Professional Services 216,404 189,602 236,235 265,870 361,656 180,033 -32.29%
Other Contract Services 5,954 36,547 50,893 34,320 34,320 27,000 -21.33%
Rental Expense 597 323 829
Expense Allowances 5,396 4,050 4,809 5,700 5,700 5,408 -5.12%
Other Expenses 6,924 (263) 973 973 1,000 2.77%
OPERATING EXPENSES 391,507 432,822 537,235 551,028 752,958 440,561 -20.05%
Total 14,963,799 12,609,374 16,902,211 16,940,955 16,989,017 15,017,911 711.35%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an
estimated cost reduction of$10 million. Changes in the Operating Expenses reflect reductions to non-core services as a result of
the financial impact resulting from the COVID-19 pandemic. It also reflects the realignment of funding between expenditure
categories and among all of the department's divisions to reflect actual spending.
269
Police
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Uniform
PERSONNEL SERVICES
Salaries, Permanent 20,278,330 14,947,827 20,356,765 21,279,185 21,410,897 24,305,696 14.22%
Salaries,Temporary 55,093 16,675 65,406 65,766 65,766 120,400 83.07%
Salaries, Overtime 2,998,099 2,658,469 2,387,165 2,488,650 2,488,650 2,634,040 5.84%
Leave Payout 895,767 597,775 794,086
Benefits 16,388,199 13,300,069 17,649,030 20,117,932 19,867,236 20,312,247 0.97%
PERSONNEL SERVICES 40,615,488 31,520,815 41,252,452 43,951,533 43,832,549 47,372,383 7.78%
OPERATING EXPENSES
Utilities 5,416 924 1,387 1,000 1,000 -100.00%
Equipment and Supplies 211,823 181,567 268,029 205,425 208,782 206,575 0.56%
Repairs and Maintenance 466,957 315,093 444,419 502,484 502,484 538,034 7.07%
Conferences and Training 84,075 67,422 32,138 87,100 87,100 106,820 22.64%
Professional Services 20,787 1,329 19,152 12,645 2,050 97,645 672.20%
Other Contract Services 450,874 405,555 523,050 503,267 446,895 790,920 57.16%
Rental Expense 260 750 585
Payments to Other Governments 786,175 573,000 860,598 920,000 850,000 745,000 -19.02%
Expense Allowances 1,615 1,600 1,660 1,600 1,600 1,600 0.00%
Other Expenses 498 1,000 1,000 -100.00%
OPERATING EXPENSES 2,028,480 1,547,239 2,151,018 2,234,521 2,100,912 2,486,594 11.28%
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 42,753,347 34,268,054 43,403,470 46,186,054 45,933,461 49,858,977 7.95%
Significant Changes
Changes in Personnel Services includes funding of one(1)Police Lieutenance and two(2)Police Officers(previously defunded)for the
Homeless Task Force Program. Citywide reductions in Personnel Services(Permanent,Temporary and Overtime)are reflected in Non
Departmental for an estimated cost reduction of $10 million. Changes in the Operating Expenses reflect reductions to non-core
services as a result of the financial impact resulting from the COVID-19 pandemic. It also reflects the realignment of funding between
expenditure categories and among all of the department's divisions to reflect actual spending.
270
Police
Adopted Budget - FY 2020121
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Inmate Welfare (122), Narcotic
Forfeiture State and Federal
(212&214), Property and
Evidence(216)
PERSONNEL SERVICES
Salaries, Overtime 82,787 156,000 156,000 156,000 0.00%
PERSONNEL SERVICES 82,787 156,000 156,000 156,000 0.00%
OPERATING EXPENSES
Utilities 688 849 1,203 33,600 100.00%
Equipment and Supplies 232,699 2,841 19,013 90,000 112,800 164,000 82.22%
Conferences and Training 574
Other Contract Services 17,601
OPERATING EXPENSES 251,562 3,690 20,216 90,000 112,800 197,600 119.56%
CAPITAL EXPENDITURES
Equipment 60,649 56.895 113,035 10.716
CAPITAL EXPENDITURES 60,649 56,895 113,035 10,716
Total 312,212 60,585 216,039 246,000 279,516 353,600 43.74%
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. 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 Police Department is expanding the
network of KDT (mobile computers for patrol cars) and mobile laptops for detectives. The Federal Asset Forfeiture Funds will be used to
pay for hardware upgrades and the cell service on the additional units.
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00122 Inmate Welfare Fund 6,090 3,027 2,855 4,500 4,500 3,000 (1,500)
00212 Narcotics Forfeiture Fed 28,586 34,854 371,484
00214 Narcotic Forfeiture/State 25,392 11,394 25,582
00216 Property and Evidence 37,711 23,838 55,413
Total 97,779 73,113 455,334 4,500 4,500 3,000 1 (1,500)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00122 Inmate Welfare Fund 100,558 99,894 95,710 61,507 37,000 24,507 (37,000)
00212 Narcotics Forfeiture Fed 209,961 244,815 520,335 537,132 263,600 273,532 (263,600)
00214 Narcotic Forfeiture/State 302,433 256,932 225,248 274,205 274,205
00216 Property and Evidence 123,834 147,672 147,316 106,939 50,000 56,939 1 (50,000)
Total 736,786 749,313 988,609 979,783 350,650 629,183 1 (350,600)
271
Police
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Grants (various)
PERSONNEL SERVICES
Salaries, Permanent 157,907 84,850 126,628 139,201 286,607 279,610 100.87%
Salaries,Temporary 84,261 33,081 80,245 154,956
Salaries, Overtime 329,070 205,081 343,005 639,591
Benefits 124.924 65.419 74.332 135,318 259.784 200.563 48.22%
PERSONNEL SERVICES 696,162 388,432 624,209 274,518 1,340,938 480,173 74.91%
OPERATING EXPENSES
Equipment and Supplies 350,841 142,999 430,848 293,430 745,271 295.484 0.70%
Repairs and Maintenance 23,064 5,382
Conferences and Training 14,084 4,671 4,064 41,886
Professional Services 118,936 109,309 111,365 194,534
OPERATING EXPENSES 506,925 262,361 546,277 293,430 981,691 295,484 0.70%
CAPITAL EXPENDITURES
Improvements 24,028
Equipment 27,979 84,909 69,000
Vehicles 45,323 53,291
Capital-Software 35,000
CAPITAL EXPENDITURES 52,007 130,232 157,291
Total 1,255,093 650,794 1,300,718 567,948 2,479,920 775,657 36.57%
Significant Changes
These grant funds are restricted to providing support for specific programs. Each year the Police Department receives a grant from the Office
of Traffic Safety(OTS). In FY 2019/20, additional one(1)full-time DUI Police Officer was funded by the OTS grant and continued funding is
expected for FY 2020/21. Equipment and Supplies includes $73,725 in the AB109 Fund for the Automated License Plate Reader (ALPR)
annual subscription and Flock Safety ALPR system, $220,000 in SLESF Grant(Fund 984)to fund year-3 of the body-worn camera licensing
and data storage.
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00979 AB109 Public Safety Realignment 32,132 34,133 89,158 40,000 40,000 40,000
00984 SLESF Grant 12/13 424,629 270,995 528,785 261,000 261,000 220,000 (41,000)
01252 Office of Traffic Safety 18/19 85,992 398,094 240,510 146,609 (146,609)
01257 Office of Traffic Safe 19/20 785,000 435,173 (349,827)
Total 456,761 391,120 1,016,037 541,510 1,232,609 695,173 (537,436)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance Summary 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00979 AB109 Public Safety Realignment 188,319 222,452 165,740 151,704 78,725 72,979 (78,725)
00984 SLESF Grant 12/13 1,674,185 1,875,475 2,001,283 1,955,749 1,955,749
01252 Office of Traffic Safety 18/19 1,759 1,759 1.759 (1,759)
Total 1,862,504 2,097,927 2,168,782 2,109,212 80,484 2,028,728 (80,484)
272
LeCity of Huntington Beach
Public Works
Adopted Budget — FY 2020/21
Director of Public Works
ADMINISTRATION
Project Manager
Administrative Assistant
Senior Accounting Technician
Accounting Technician II
Administrative Secretary
Office Specialist
ENGINEERING TRANSPORTATION UTILITIES MAINTENANCE OPERATIONS GENERAL SERVICES
CCity Engines Transportation Manager Utilities Manager Maintenance Operations Manager General Services Manager
ENGINEERING!ClP WATER 8 SEWER ADMINISTRATION MAINTENANCE ADMINISTRATION GFNFR_AI SERVICES
CONSTRUCTION ENGINEERING Administrative Analyst Senior Administrative Analyst Senior ADMINISTRATION
Coonstru ti Manager Principal C vE Engineer y Code Enbrcement Officer I
Senior Traffic Engineer(2) Water Conservation Coordinabr Administrative Secretary
Senor Construction Inspector(3)
Survey Party Chief Traffic Engineering Technician Field Service Representative Accounting Technician II
FieldService Representative
SCADA Coordinator Office Assistant II Office Assistant II
Survey Technician II(2) SCADA Technician
SIGNAL&LIGHTS MAINTENANCE
Contract Administrator pecto(3) Warehousekeeper LANDSCAPE MAINTENANCE FLEET MAINTENANCE
Construction Inspector II Traffic S gnaULght C ewleader Equipment Support Assistant Landscape Maintenance Supervisor Fleet Operations Supervisor
Traffic Signal Electrician(2)
Stock Clerk Landscape Maintenance Crewleader Equip/Auto Maint.Crewleader(2)
DFSIGN ENGINEERING Traffic Maint Service Worker(2) p Equip/Auto Maint.Leadworker(3)
Administrative Secretary Landscape Maint.Leadworker(3)
Senior Civil Engineer(2) Equipment Support Assistant
Senior Engineering Technician SIGNS 8 MARKING Office Assistant II(2) Landscape Equipment Operator Mechanic III(6)
MAINTENANCE Pest Control Specialist
_DEV_F_IOPMF__NTF_NGINEERING_ Signs&Markings Crewleader WATER PRODUCTION/QUALITY Irrigation Specialist Mechanic II(4)
Principal Civil Engineer Signs Leadworker Water Production Supervisor FACILITY MAINTENANCE
Senior Gvil Engineer(2) Signs/Markings Equipment Operator Water Operations Crewleader TREE MAINTENANCE
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)
WATFR AND SEWER Electrician
ENGINEERING WterQuater Q liitySupsvaor Maintenance
Worker
Sr Facilities Maintenance Technician
Principal Crvil Engineer(2) Water Quality Coordinator Maintenance Service Worker
Senior Gvil Engineer Cross Connection Control Specialist(2) STREET MAIN .N N
Civil Engineering Assistant Water Quality Technician Street Maintenance Supervisor
Associate Civil Engines WATER DISTRIBUTION/METERS Street Maintenance Creweader
Assistant Civil Engines Water Distribution Supervisor Street Maintenance Leadworker(2)
Water Dist.Maint.Crewleader(2) Street E Wipmert Operator(3)
STORM WATER QUALITY Water Dist.Metes Crewleader Maintenance Service Worker(6)
Environmental Service Manager Engineering Aide
Admin.Environmental Specialist(2). Water Dist.Maint.Leadworker(6) BEACH MAINTENANCE
Water Dist.Metes Leadworker(2) Beach Operations Supervisor
Water Equipment Operator(4) Beach Maintenance Crewleader(2)
— Water Service Worker(13) Sr.Facilities Maintenance Technician
Water Meter Repair Technician(5) Beach Equipment Operator(3)
Senior Water Meter Reader Beach Maintenance Service Worker
Field Service Representative
Water Meter Reader(2)
Accounting Tectnician It
Water Utility Locator
WASTEWATER
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)
273
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 forthe 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 + 40
conditions of approval, plan checks, and
permits required for the entitlement of private L-
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
permits governing urban runoff and storm
water. Inspection reviews developer-installed
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.
274
Public Works Department Descriptions
Maintenance Operations Division
Maintenance Operations includes beach, landscaping, street, and
tree maintenance programs. The Beach Maintenance Section is '
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 G _
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 k
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
z• _
trimming, harbor 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 „ .61Q
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 ® '
lighting on City property. Staff reviews development projects, provides 7 4,.1
advance transportation planning for both local and regional activities, and
responds to public requests related to traffic concerns. The Signal and
. ^ l _
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 •
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.
275
Public Works Ongoing Activities & Projects
• Plan, develop, and construct the annual Capital Improvement Program (CIP).
• 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.
• 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, including coordination of construction activities for
the 1405 Improvement Project.
• Maintain and operate 146 traffic signals and over 1,500 street, park, and sports lights.
• Provide 24/7 emergency response for traffic signal operational issues (malfunctions, accidents,
natural disasters, etc.).
• Provide maintenance and contract management for over 10,800 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.
- wum
276
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 2020/21 are presented below.
FY 2018/19 FY 2019/20 FY 2020/21 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 Sustainability
processed 100% 100% 100%
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% 80% 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% 80% 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
requested schedule 90% 90% 90%
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
and addressed within 24 hours 95% 95% 95%
277
Public Works Accomplishments
FY 2019/20 Accomplishments
• Completed upgrades to traffic signal communication on Brookhurst, Magnolia, Newland and
Adams and constructed nearly 10 miles of fiber optic cable for traffic signal communications ($1.6
million, $1.3 million grant funded).
• Completed the conversion/replacement of 7 blocks of high voltage lighting to LED lighting on 111h
Street, and all lights around the 1.5 mile perimeter of Golden West College.
• Prepared and administered traffic control plans for 3 major events (marathon, Surf City 10, 41h of
July).
• Completed construction valued at over$3.3 million of traffic signal safety improvements for 7
intersections with over$2.8 million funded through Federal grants.
• Completed arterial striping maintenance on more than 17 miles of arterial streets, 50 crosswalks
and 22, '/2 mile blocks of residential markings using a combination of City and contractor forces.
• Completed phase 2 of Marina Park Lighting upgrades adding LED sport and tennis lighting.
• Active participation in the review and coordination of construction work with the OC405 team for
the Interstate 405 improvement project.
• Completed Well 1 Start-Up and Commissioning.
• Rebuilt control and isolation valves on WOCWB Dale & Katella OC-9 and OC-35 vault structures.
• Completed Overmyer Reservoir Booster Pump #1  Replacement.
• Began Flood Station Controls Upgrade Project.
• Completed rehab of Well 10 well, including pump replacement.
• Rehabilitated monument and fencing at four entrances at the Glen Mar Tract.
• Provided residential paving, concrete and sidewalk repairs in Maintenance Zone 9.
• Reconstructed failed slope on Central Park Drive.
• Began construction of an elevated walkway at Central Park.
• Maintained a six-year tree trimming cycle city wide.
• Awarded new contracts for Central Park Landscape Maintenance and Sports Complex Landscape
Maintenance.
• Increased Homeless Encampment cleanup.
• Created new "Clean Team" providing regular cleaning of playgrounds and site furnishings in our
Parks.
• Repaired the boat docks at French Park.
• Completed landscape rehabilitation on Broadway and Intrepid in Sunset Beach.
• Completed construction of the Atlanta Avenue Widening Project.
• Completed construction of the Edgewater Sewer Lift Station.
• Awarded construction contracts for the Slater Lift Station and Saybrook Lift Station.
• Completed rehabilitation of 2 miles of arterial highways.
• Awarded a construction contract to rehabilitate 2.5 miles of arterial highways.
• Awarded a construction contract to replace water mains in Sunset Beach.
• Managed and maintain 2 million square feet of facilities (mechanical, electrical, plumbing, fire/life
safety, carpentry, roofing, painting and flooring).
• Completed 1,800 facilities services requests.
• Completed 1,900 graffiti abatement requests.
• Managed and maintained 900 pieces of fleet rolling stock with over 6,000,000 miles driven.
• Purchased and processed 45 new vehicles.
• Managed the purchase and delivery of 500,000 gallons of fuel.
• Managed 9 fuel sites with Unleaded, Diesel, CNG, Propane and Jet-A Fuels.
• Completed 2,000 fleet preventive maintenance inspections and service.
• Completed over 6,000 fleet service requests.
• Debuted new special event recycling receptacles at the 2019 Great Pacific Airshow leading to the
recovery of nearly 4 tons of glass, aluminum and plastic beverage containers from this event.
• Re-located 700 feet of 8" main on Delaware south of Atlanta for the Atlanta widening project.
• Replaced over 75 valves.
• Converted 900 meter connections to Automated Meter Infrastructure (AMI).
278
Public Works Goals
FY 2020/21 Goals
• Complete design and construction of 2.5 miles of fiber optic communication cables connecting
various City facilities with City Hall.
• Renew striping on 10 arterials within 3 of the Public Works Maintenance zones.
• Work with OC405 and OCTA to complete and open the McFadden bridge over 1-405 and activate
the new traffic signal at the McFadden/Sugar intersection.
• Replace/upgrade street name signs in 4 — '/z mile square residential blocks of the City.
• Complete traffic signal maintenance and equipment replacement at the Warner/Nichols and
Brookhurst/Indianapolis intersections.
• Update the City's Traffic Signal Priority List and Left turn phasing studies.
• Continue Flood Station Controls Upgrades.
• Upgrade remaining WOCWB vault upgrades.
• Replace Reservoir Hill Booster engines#4 .
• Upgrade and replace Reservoir Hill VFD (Variable Frequency Drive) and pump.
• Provide residential paving, concrete and sidewalk repairs in Maintenance Zone 3.
• Maintain the six-year tree trimming cycle and continue to work towards achieving a four-year tree
trimming cycle.
• Continue Central Park rehabilitation.
• Install and upgrade trash receptacles at Central Park and implement automated collection services.
• Continue to rehabilitate Glen Mar tract frontage road.
• Improve Bluff Top railings, path and landscaping.
• Complete design and award up to 3 miles of arterial rehabilitation projects.
• Rehabilitate the street pavement in Maintenance Zone 3, including new ADA curb ramps.
• Design and award a construction contract for the McFadden Sewer Lift Station.
• Provide improvements to the City's water reservoirs.
• Continue development of facilities preventive maintenance program.
• Continue development of facilities equipment inventory.
• Continue development of deferred maintenance and equipment replacement plans.
• Reduce fuel consumption and emissions produced.
• Increase purchase of hybrid and electric vehicles.
• Streamline vehicle replacement process.
• Increase equipment availability.
• Reduce work order turnaround time.
• Increase technician efficiency.
• Increase ASE certifications for mechanics.
• Achieve 99% preventive maintenance completion status.
• Implement mechanic cross-training.
• Continue 100% accident free work environment.
• In conjunction with Planning and Engineering, create and implement space-planning guidelines for
recycling, organics and solid waste containers for distribution to development project applicants.
• In conjunction with Rainbow/Republic Services, draft and propose new city-wide programs and
implementation schedule for residential food waste recycling and edible food recovery as mandated
by CalRecycle under the Short-Lived Climate Pollutants reduction act (SB1383).
• C.C.T.V. 25% of City sewer main lines.
• Rehabilitate of 100 sewer manholes.
• Remove calcium from 25,000 linear feet of sewer main lines for CIP slip lining project.
• Replace 350 linear of storm drain half round.
• Convert the remaining 9,500 meter connections to AMI.
• Upsize and re-locate 400 ft. of 8" main on Hartford and Florida.
279
Intentionally
Left
Blank
• NEFI3 r'
O V
280
Public Works
Adopted Budget- FY 2020/21
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 14,981,039 11,795,827 15,098,333 16,933,125 16,774,379 17,699,600 4.53%
Salaries,Temporary 260,403 315,387 441,391 683,471 564,221 697,059 1.99%
Salaries,Overtime 756,728 616,180 966,821 730,410 822,910 807,910 10.61%
Leave Payouts 761,434 633,203 689,659
Benefits 9,898,935 7,719,282 10,835,947 12,268,631 12,057,801 11,862,582 -3.31%
PERSONNEL SERVICES 26,658,539 21,079,879 28,032,151 30,615,637 30,219,311 31,067,151 1.47%
OPERATING EXPENSES
Utilities 741,446 500,563 941,590 1,138,100 1,113,100 1,170,600 2.86%
Purchased Water 19,321,530 11,106,076 16,435,060 17,900,000 17,900,000 17,100,000 -4.47%
Equipment and Supplies 2,891,139 2,422,385 2,928,990 3,649,300 3,866,073 3,705,793 1.55%
Repairs and Maintenance 11,440,787 9,394,558 12,877,323 13,730,345 14,380,198 14,745,295 7.39%
Conferences and Training 153,811 126,472 163,319 209,100 196,265 186,200 -10.95%
Professional Services 2,087,542 1,708,471 1,712,462 2,143,720 2,850,399 1,991,220 -7.11%
Other Contract Services 11,063,556 8,559,506 11,983,213 11,906,092 11,969,125 12,468,317 4.72%
Rental Expense 16,072 38,097 55,299 37,000 37,000 37,000 0.00%
Claims Expense 118,500
Insurance 9,509 4,431 5,439 9,500 9,500 9,500 0.00%
Payments to Other Governments 46,253 18,004 42,684 42,000 51,937 42,000 0.00%
Interdepartmental Charges 7,407,933 6,068,500 8,460,658 8,795,391 8,795,391 8,694,792 -1.14%
Expense Allowances 77,608 63,499 78,600 86,300 86,300 86,300 0.00%
Other Expenses 1,096,865 409,068 1,156,881 1,431,490 1,430,865 1,459,050 1.93%
OPERATING EXPENSES 56,354,051 40,419,630 56,960,017 61,078,338 62,686,152 61,696,067 1.01%
CAPITAL EXPENDITURES
Improvements 15,754,229 16,493,237 25,520,908 18,458,824 53,507,604 17,726,000 -3.97%
Equipment 2,499,761 258,464 1,422,862 300,000 300,000 1,580,000 426.67%
Vehicles 463,386 609,914 201,933 645,000 987,051 1,154,000 78.91%
Software-Capital 23,000 23,000 45,000 95.65%
Capitalized PP&E Offset (3,264,243) (7,610,912) (11,672,024)
CAPITAL EXPENDITURES 15,453,133 9,750,703 15,473,679 19,426,824 54,817,655 20,505,000 5.55%
NON-OPERATING EXPENSES
Debt Service Expenses 23,592 262,494 1,470,000 1,668,741 945,000 -35.71%
Transfers to Other Funds 271,354 58,062 87,688 50,500 565,151 50,500 0.00%
Depreciation 5,397,473 4,037,258 6,069,689
Prior Period Adjustment 19,769
NON-OPERATING EXPENSES 5,668,827 4,138,681 6,419,872 1,520,500 2,233,892 995,500 -34.53%
Grand Total(s) 104,134,550 75,388,893 106,885,719 112,641,299 149,957,010 114,263,718 1.44%
General Fund 22,131,467 19,049,855 25,953,156 25,964,567 26,046,884 25,889,839 -0.29%
Other Funds 82,003,083 56,339,038 80,932,563 86,676,732 123,910,126 88,373,879 1.96%
Grand Total(s) 104,134,550 75,388,893 106,885,719 112,641,299 149,957,010 114,263,718 1.44%
Personnel Summary 199.00 207.00 207.00 207.00 207.00 207.00 0.00
281
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017118 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 6,794,446 5,641,996 7,371,416 7,982,823 7,974,077 8,341,225 4.49%
Salaries,Temporary 51,283 189,629 287,768 336,921 217,671 321,921 -4.45%
Salaries,Overtime 283,608 281,311 450,662 310,660 303,160 320,660 3.22%
Leave Payouts 317,144 312,484 463,964
Benefits 4,228,878 3,896.720 5,054,159 5,812,398 5,651,567 5,517.164 -5.08%
PERSONNEL SERVICES 11,675,359 10,322,140 13,627,969 14,442,801 14,146,475 14,500,970 0.40%
OPERATING EXPENSES
Utilities 32 6,419
Equipment and Supplies 1,665,500 1,516,279 1,940,547 2,099,350 2,162,524 2,037,393 -2.95%
Repairs and Maintenance 7,612,069 6,135,087 8,932,320 8,167,806 8,236,890 8,102,806 -0.80%
Conferences and Training 64,372 30,937 54,799 71,100 57,550 66,100 -7.03%
Professional Services 406,137 387,079 500,859 385,220 645,155 375,220 -2.60%
Other Contract Services 266,320 242,854 385,848 298,000 298,000 295,000 -1.01%
Rental Expense 715 29,395 46,355 12,000 12,000 12.000 0.00%
Payments to Other Governments 44,553 15,904 40,684 39,500 39,500 39,500 0.00%
Expense Allowances 51,422 41,663 51,636 55,300 55,300 55,300 0.00%
Other Expenses 294,296 287,679 315,220 342,990 342,990 355,050 3.52%
OPERATING EXPENSES 10,405,416 8,686,877 12,274,687 11,471,266 11,849,909 11,338,369 -1.16%
CAPITAL EXPENDITURES
Improvements 192 2,966
CAPITAL EXPENDITURES 192 2,966
NON-OPERATING EXPENSES
Transfers to Other Funds 50,500 37,875 50,500 50,500 50,500 50,500 0.00%
NON-OPERATING EXPENSES 50,500 37,875 50,500 50,500 50,500 50,500 0.00%
Total 22,131,467 19,049,855 25,953,156 25,964,567 26,046,884 25,889,839 -0.29%
Personnel Summary 89.75 97.75 97.75 97.75 97.75 95.95 (1.80)
282
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Administration
PERSONNEL SERVICES
Salaries, Permanent 410,721 326,668 365,404 425,175 418,688 440,333 3.57%
Salaries,Temporary 17,347 12,383 16,642 17,000 17,000 17,000 0.00%
Salaries, Overtime 220 100 200 200 200 0.00%
Leave Payouts 21,794 18,672 18,631
Benefits 266,759 196,862 238,748 283,843 278,188 261,648 -7.82%
PERSONNEL SERVICES 716,621 554,804 639,524 726,218 714,076 719,181 -0.97%
OPERATING EXPENSES
Utilities 58
Equipment and Supplies 18,347 6,864 13,255 18,000 15,500 17,000 -5.56%
Repairs and Maintenance 2,375 731 1,734 6,900 4,400 6,900 0.00%
Conferences and Training 4,021 2,819 5,419 1,000 1,000 1,000 0.00%
Other Contract Services 1,221 1,095
Rental Expense 3,025 125
Expense Allowances 3,781 2,770 3,165 3,800 3,800 3,800 0.00%
OPERATING EXPENSES 28,524 17,430 24,851 29,700 24,700 28,700 -3.37%
NON-OPERATING EXPENSES
Transfers to Other Funds 50,500 37.875 50,500 50.500 50,500 50,500 0.00%
NON-OPERATING EXPENSES 50,500 37,875 50,500 50,500 50,500 50,500 0.00%
Total 795,645 610,108 714,875 806,418 789,276 798,381 -1.00%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and divisions
as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
283
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Engineering
PERSONNEL SERVICES
Salaries, Permanent 1,482,891 1,133,434 1,318,663 1,362,738 1,344,671 1,424,178 4.51%
Salaries, Temporary 21,721 13,365 19,679 31,050 23,550 31,050 0.00%
Salaries, Overtime 523 141 405 6,240 3,740 6,240 0.00%
Leave Payouts 19,627 19,393 34,237
Benefits 773,860 659,130 777,907 901,887 886,181 870,725 -3.46%
PERSONNEL SERVICES 2,298,622 1,825,463 2,150,891 2,301,915 2,258,142 2,332,194 1.32%
OPERATING EXPENSES
Equipment and Supplies 30,075 22,886 32,869 9,000 44,000 9,000 0.00%
Conferences and Training 8,003 5,650 2,907 8,500 8,500 8,500 0,00%
Professional Services 348,604 323,464 482,019 340,700 605,645 330,700 -2.94%
Other Contract Services 12,406 13,560 10,233
Expense Allowances 5.214 4,193 5,038 1,000 1,000 1,000 0.00%
Other Expenses 272,841 267,246 289,137 317,940 317,940 330,000 3.79%
OPERATING EXPENSES 677,143 636,999 822,203 677,140 977,085 679,200 0.30%
CAPITAL EXPENDITURES
Improvements 192 2,966
CAPITAL EXPENDITURES 192 2,966
Total 2,975,957 2,465,428 2,973,094 2,979,054 3,235,226 3,011,394
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and divisions
as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
284
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Services
PERSONNEL SERVICES
Salaries, Permanent 2,102,699 1,519,800 1,947,220 2,166,236 2,130,089 2,204,080 1.75%
Salaries,Temporary 21,750 21,750 0.00%
Salaries, Overtime 14,633 21,784 61,838 15,300 15,300 15,300 0.00%
Leave Payouts 59,776 39,682 55,309
Benefits 1,324,421 1,094,213 1,387,482 1,604,731 1,549,970 1,474,949 -8.09%
PERSONNEL SERVICES 3,501,529 2,675,478 3,451,849 3,808,017 3,695,359 3,716,079 -2.41%
OPERATING EXPENSES
Utilities 4,314
Equipment and Supplies 1,278,602 1,208,742 1,522,486 1,629,000 1,649,938 1,580,043 -3.01%
Repairs and Maintenance 2,711,754 1,728,589 2,551,224 2,641,126 2,682,545 2,641,126 0.00%
Conferences and Training 5,974 3,461 838 25,000 25,000 25,000 0.00%
Professional Services 15,481 3,610 5,000 20,000 20,000 20,000 0.00%
Other Contract Services 253,913 198,357 282,034 223,000 223,000 223,000 0.00%
Rental Expense 715 2,309 4,887
Payment to Other Governments 44,553 15,904 40,684 35,000 35,000 35,000 0.00%
Expense Allowances 27,853 22,550 26,125 28,200 28,200 28,200 0.00%
Other Expenses 202 686 266
OPERATING EXPENSES 4,339,047 3,184,207 4,437,859 4,601,326 4,663,683 4,552,369 -1.06%
Total 7,840,576 5,859,685 7,889,708 8,409,343 8,359,042 8,268,448 -1.6870
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and divisions
as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
285
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Maintenance Operations
PERSONNEL SERVICES
Salaries, Permanent 1,989,441 2,047,454 2,728,648 3,033,973 3,054,853 3,239,723 6.78%
Salaries, Temporary 4,125 153,843 231,538 249,621 168,621 234,621 -6.01%
Salaries, Overtime 187,588 187,428 267,954 186,220 186,220 186,220 0.00%
Leave Payouts 180,681 205,213 317,915
Benefits 1,320,075 1,497,341 1.983,558 2,301,164 2,229,873 2,233,800 -2.93%
PERSONNEL SERVICES 3,681,910 4,091,279 5,529,613 5,770,978 5,639,567 5,894,364 2.14%
OPERATING EXPENSES
Utilities 32 1,983
Equipment and Supplies 179,664 162,920 211,977 337,100 332,100 325,100 -3.56%
Repairs and Maintenance 4,182,450 3,647,096 5,511,582 4,469,120 4,575,267 4,454,120 -0.34%
Conferences and Training 44,791 18,893 43,369 30,000 16,450 25,000 -16.67%
Professional Services 5,675 15,000 5,000 15,000 0.00%
Other Contract Services 29,716 47,979 75,000 75,000 72,000 -4.00%
Rental Expense 24,061 41,343 12,000 12,000 12,000 0.00%
Payments to Other Governments 4,500 4,500 4,500 0.00%
Expense Allowances 9,233 8,100 10,800 16,900 16,900 16,900 0.00%
Other Expenses 3,216 3,866 3,000 3,000 3,000 0.00%
OPERATING EXPENSES 4,419,386 3,900,327 5,869,033 4,962,620 5,040,217 4,927,620 -0.71%
Total 8,101,296 7,991,605 11,398,646 10,733,598 10,679,784 10,821,984 0.82%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and divisions
as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
286
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019120 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Transportation
PERSONNEL SERVICES
Salaries, Permanent 744,958 597,740 830,215 800,068 824,954 849,660 6.20%
Salaries, Temporary 7,756 10,038 19,910 17,500 8,500 17,500 0.00%
Salaries, Overtime 54,310 44,374 65,365 57,150 52,150 67,150 17.50%
Leave Payouts 35,267 29,523 37,872
Benefits 477,167 399,223 531,102 569,257 558,395 546,439 -4.01%
PERSONNEL SERVICES 1,319,458 1,080,898 1,484,463 1,443,975 1,443,999 1,480,749 2.55%
OPERATING EXPENSES
Utilities 64
Equipment and Supplies 158,812 114,868 159,961 106,250 120,985 106,250 0.00%
Repairs and Maintenance 257,336 524,004 529,992 653,000 611,018 603,000 -7.66%
Conferences and Training 1,583 114 2,266 6,600 6,600 6,600 0.00%
Professional Services 42,052 54,330 13,840 9,520 14,510 9,520 0.00%
Other Contract Services 44,507
Expense Allowances 5,341 4,050 5,400 5,400 5,400 5,400 0.00%
Other Expenses 675
OPERATING EXPENSES 465,799 697,366 756,030 780,770 758,514 730,770 -6.40%
Total 1,785,257 1,778,263 2,240,493 2,224,745 2,202,513 2,211,519 -0.59%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of$10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and divisions
as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
287
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2019/20 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Utilities
PERSONNEL SERVICES
Salaries, Permanent 63,735 16,902 181,266 194,633 200,821 183,250 -5.85%
Salaries, Temporary 334
Salaries,Overtime 26,554 27,365 55,000 45,550 45,550 45,550 0.00%
Benefits 66,596 49,953 135,362 151,516 148,961 129,603 -14.46%
PERSONNEL SERVICES 157,219 94,220 371,629 391,698 395,332 358,403 -8.50%
OPERATING EXPENSES
Repairs and Maintenance 458,153 234,667 337,788 397,660 363.660 397,660 0.00%
Expense Allowances 1,107
Other Expenses 17,363 15,880 25,817 22,050 22,050 22,050 0.00%
OPERATING EXPENSES 475,516 250,547 364,711 419,710 385,710 419,710 0.00%
Total 632,735 344,767 736,340 811,408 781,042 778,113 -4.10%
Significant Changes
Citywide reductions in Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost
reduction of $10 million. Changes in the Operating Expenses reflect the realignment of funding between expenditure categories and
divisions as well as reductions to non-core services as a result of the financial impact resulting from the COVID-19 pandemic.
288
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Traffic Impact(206)
PERSONNEL SERVICES
Salaries, Permanent 28,770 62,496 8,604
Benefits 10,450 18,338 2,007
PERSONNEL SERVICES 39,220 80,834 10,611
CAPITAL EXPENDITURES
Improvements 571,580 9,356 904,311 2,683,996 195,000 100.0%
CAPITAL EXPENDITURES 571,580 9,356 904,311 2,683,996 195,000 100.0%
Total 610,800 90,190 914,922 2,683,996 195,0001 100.07
Significant Changes
Funds are budgeted in the FY 2020/21 for traffic signal modifications at the intersection of Graham and Warner.
FY 2016117 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00206 Traffic Impact 814,496 720,113 738,612
Total 814,496 720,113 738,612
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00206 Traffic Impact 3,795.131 4,425,053 4,248,742 2.122,904 195,000 1,927,904 (195,000)
Total 3,795,131 4,425,053 4,248,742 2,122,904 195,000 1,927,904 (195,000)
289
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Gas Tax Fund (207)
PERSONNEL SERVICES
Salaries, Permanent 61,872 5,588 4,372
Salaries, Overtime 252
Benefits 30,384 10,561 1,180
PERSONNEL SERVICES 92,508 16,149 5,552
OPERATING EXPENSES
Repairs and Maintenance 499,962 493,796 250,000 250,000 -100.00%
Professional Services 32,262 1,792 1,998
Expense Allowances 26
Other Expenses 67
OPERATING EXPENSES 532,250 495,655 250,000 251,998 -100.00%
CAPITAL EXPENDITURES
Improvements 2,292,770 1,782,794 2,572.428 2.900,000 5,788,909 2,350,000 -18.97%
CAPITAL EXPENDITURES 2,292,770 1,782,794 2,572,428 2,900,000 5,788,909 2,350,000 -18.97%
Total 2,917,528 2,294,598 2,577,979 3,150,000 6,040,907 2,350,000 -25.40%
Significant Changes
Gas Tax funds are restricted to expenditures on street right-of-way improvements. The FY 2020/21 budget includes funding for
residential pavement maintenance.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00207 Gas Tax Fund 3,291,298 2,375,348 3,350,390 3,355,068 3,355,068 2,806,250 (548,818)
Total 3,291,298 2,375,348 3,350,390 3,355,068 3,355,068 2,806,250 (548,818)
290
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Measure M Fund (213)
PERSONNEL SERVICES
Salaries, Permanent 702,421 400,945 596,800 843,237 693,237 869,659 3.13%
Salaries,Temporary 819
Salaries, Overtime 20,189 17,444 21,648
Leave Payouts 29,152 17,321 21,277
Benefits 397,110 315,550 416,560 530,839 480,839 523,509 -1.38%
PERSONNEL SERVICES 1,148,872 752,079 1,056,284 1,374,076 1,174,076 1,393,168 1.39%
OPERATING EXPENSES
Equipment and Supplies 4,195 4,671 4,802 5,000 5,000 5,000 0.00%
Repairs and Maintenance 160,000 364,507 350,000 450,000 1,100,000 214.29%
Professional Services 199,460 130,617 23,604 200,000 174,240 -100.00%
Other Contract Services 400 625
Expense Allowances 1,199 857 1,134
OPERATING EXPENSES 204,854 296,545 394,671 555,000 629,240 1,105,000 99.10%
CAPITAL EXPENDITURES
Improvements 3,524,676 1,493153 3,487,503 1,252,000 2,758,167 900,000 -28.12%
CAPITAL EXPENDITURES 3,524,676 1,493,153 3,487,503 1,252,000 2,758,167 900,000 -28.12%
Total 4,878,402 2,541,777 4,938,458 3,181,076 4,561,484 3,398,1681 6.82%
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 2020/21 include arterial rehabilitation and residential curb ramps.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00213 Measure M Fund 3,292,353 2,492,397 3,741,708 3,514,493 3,514,493 3,007,578 (506,915)
Total 3,292,353 2,492,397 3,741,708 3,514,493 3,514,493 3,007,578 (506,915)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00213 Measure M Fund 3,206,718 3,157,339 1,960,589 913,599 390,590 523,009 (390,590)
Total 3,206,718 3,157,339 1,960,589 913,599 390,590 523,009 (390,590)
291
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Infrastructure Fund (314)
PERSONNEL SERVICES
Salaries, Permanent 15,689 35,591 10,022
Benefits 6,051 12,545 2,981
PERSONNEL SERVICES 21,740 48,136 13,002
OPERATING EXPENSES
Repairs and Maintenance 48,714 189,280 10,116
Professional Services 106,445 136,637 24,478
OPERATING EXPENSES 106,445 185,351 213,758 10,116
CAPITAL EXPENDITURES
Improvements 2,210,259 176,182 2,044,916 700,000 3,213,549 1,945,000 177.86%
CAPITAL EXPENDITURES 2,210,259 176,182 2,044,916 700,000 3,213,549 1,945,000 177.86%
NON-OPERATING EXPENSES
Debt Service Expenses 945,000 945,000 -100.00%
NON-OPERATING EXPENSES 945,000 945,000 -100.00%
Total 2,338,444 409,669 2,271,676 1,645,000 4,168,665 1,945,000 18.24%
Significant Changes
Expenditures from the Infrastructure Fund are restricted to infrastructure related expenses as identified in City Charter section 617.
Budgeted expenditures for FY 2020/21 include arterial and alley rehabilitation, Central Park improvements and a variety of City facility
improvements and rehabilitation.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00314 Infrastructure Fund 547,287 6,504,770 5.563,156 3,008,000 2.614,035 3.000,000 385,965
Total 547,287 6,504,770 5,563,156 3,008,000 2,614,035 3,000,000 385,965
292
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Refuse Collection Service
(504,509,1228)
PERSONNEL SERVICES
Salaries, Permanent 179,250 128,318 172,246 181,244 181,244 186,234 2.75%
Salaries, Overtime 64 161 191
Leave Payouts 11,413 11,268 10,193
Benefits 143,065 38,804 129,554 119,807 119,807 113.488 -5.27%
PERSONNEL SERVICES 333,792 178,551 312,184 301,051 301,051 299,722 -0.44%
OPERATING EXPENSES
Equipment and Supplies 1,918 13,035 10,906 27,000 27,444 24,000 -11.11%
Repairs and Maintenance 117,000 32,971 58,317
Conferences and Training 130 132 2,000 2,000 2,000 0.00%
Professional Services 5,000 30,000 10,000 100.00%
Other Contract Services 10,453,545 8,140,416 11,075,388 11,149,092 11,165,032 11,524,537 3.37%
Interdepartmental Charges 568,117 601,581 811,745 811,745 811,745 0.00%
OPERATING EXPENSES 10,572,593 8,754,539 11,746,324 11,994,837 12,036,220 12,372,282 3.15%
CAPITAL EXPENDITURES
Equipment 58,812
Capitalized PP&E Offset (58,812)
CAPITAL EXPENDITURES
NON-OPERATING EXPENSES
Depreciation 16,118 21,490
Prior Period Adjustment 26,841
NON-OPERATING EXPENSES 42,959 21,490
Total 10,906,385 8,976,049 12,079,998 12,295,888 12,337,271 12,672,004 13.06%
Significant Changes
TThe 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. This fund provides weekly residential trash collection via contract and also supports recycling education and
scavenger enforcement programs.The largest expense for the fund is the monthly payment to the City's contract waste hauler. Other Contract
Services reflects an increase in the City's waste hauler contract. Equipment and Supplies reflects an increase in billing system and cashiering
software maintenance costs.
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00504 Refuse Collection Service 11,332,536 8,869,111 12,074,139 12,290,476 12,290,476 12,628,753 338,277
01228 Cal Recycle 98,924 99,066 50,092 50,092 49,984 (108)
Total 11,431,460 8,869,111 12,173,205 12,340,568 12,340,568 12,678,737 338,169
293
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Water(506)
PERSONNEL SERVICES
Salaries, Permanent 5,375,280 4,119,583 4,964,919 5,907,788 5,907,788 6,047,192 2.36%
Salaries, Temporary 181,536 107,244 124,984 290,000 290,000 318,103 9.69%
Salaries, Overtime 281,105 215,749 293,743 337,250 337,250 337,250 0.00%
Leave Payouts 221,954 191,116 183,594
Benefits 3,458,927 2,954,434 3,655,152 4,351,320 4,351,320 4,214.696 -3.14%
PERSONNEL SERVICES 9,518,802 7,588,126 9,222,392 10,886,358 10,886,358 10,917,241 0.28%
OPERATING EXPENSES
Utilities 600,835 405,843 790,923 1,023,600 998,600 1,056,100 3.18%
Purchased Water 19,321,530 11,106,076 16,422,275 17,900,000 17,900,000 17,100,000 -4.47%
Equipment and Supplies 975,796 664,231 709,439 1,047,600 1,061,798 1,092,300 4.27%
Repairs and Maintenance 1,473,128 1,072,242 1,432,019 1,958,539 1,984,387 2,627,489 34.16%
Conferences and Training 72,346 56,703 73,208 111,500 112,215 113,500 1.79%
Professional Services 624,329 346,287 504,758 690,500 1,068,504 748,000 8.33%
Other Contract Services 248,245 173,863 431,786 344,500 391,594 364,500 5.81%
Rental Expense 9,577 8,623 8,878 21,500 21,500 21,500 0.00%
Claims Expense 118,500
Interdepartmental Charges 5,485,036 4,072,636 5,819,075 5,820,895 5,820,895 5,995,522 3.00%
Expense Allowances 16,866 14,413 19,041 25,200 25,200 25,200 0.00%
Other Expenses 796,148 105,250 809,984 1.010,000 1,009,375 1,025.500 1.53%
OPERATING EXPENSES 29,623,836 18,026,167 27,139,886 29,953,834 30,394,068 30,169,611 0.72%
CAPITAL EXPENDITURES
Improvements 441,304 1,210,763 193,374 250,000 601,407 375,000 50.00%
Equipment 2,371,680 258,465 1,422,862 300,000 300,000 1,500,000 400.00%
Vehicles 216,569 479,990 140,366 130,000 127,828 688,500 429.62%
Capital -Software 23,000 23,000 45,000 95.65%
Capitalized PP&E Offset (834,353) (623,952) (108,221)
CAPITAL EXPENDITURES 2,195,200 1,325,266 1,648,381 703,000 1,052,235 2,608,500 271.05%
NON-OPERATING EXPENSES
Depreciation 2,411,212 1,743,842 2.365,310
NON-OPERATING EXPENSES 2,411,212 1,743,842 2,365,310
Total 43,749,050 28,683,401 40,375,968 41,543,192 42,332,661 43,695,3521 5.18%
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 expenditures are adjusted
annually to reflect rate adjustments for imported water from the Municipal Water District of Orange County (MWDOC) 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.
294
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Water(506) (continued)
FY 2016/17 FY 2017/18 FY 2018119 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00506 Water 40,064,288 29,703,076 41,661,497 39,870,606 39,870.606 40,781,610 911,004
Total 40,064,288 29,703,076 41,661,497 39,870,606 39,870,606 40,781,610 911,004
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/3012021 Prior Year
00506 Water 18,561,170 22,487,829 27,518,884 25,056,829 2,913,742 22,143,087 (2,913,742)
Total 18,561,170 22,487,829 27,518,884 25,056,829 2,913,742 22,143,087 (2,913,742)
295
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Water Master Plan (507)
PERSONNEL SERVICES
Salaries, Permanent 1,574 252
Salaries, Overtime 5,389
Benefits 579 824
PERSONNEL SERVICES 2,153 6,465
OPERATING EXPENSES
Purchased Water 12,785
Repairs and Maintenance 195,826 410,686 420,000 459,314 -100.00%
Conferences and Training 477
Professional Services 138,675 164,317 262,885 350,000 353,369 175,000 -50.00%
Interdepartmental Charges 251.936 187,061 267,279 330,203 330,203 -100.00%
OPERATING EXPENSES 390,611 547,681 953,635 1,100,203 1,142,886 175,000 -84.09%
CAPITAL EXPENDITURES
Improvements 1,634,737 4,524,428 5,071,432 3,600,000 6,869,893 2,465,000 -31.53%
Capitalized PP&E Offset (2,027,475) (4,688,276) (5,333,608)
CAPITAL EXPENDITURES 392,738 163,848 262,177 3,600,000 6,869,893 2,465,000 -31.53%
NON-OPERATING EXPENSES
Debt Service Expenses 420,000 100.00%
Depreciation 1,001,222 774,626 1.546,793
NON-OPERATING EXPENSES 1,001,222 774,626 1,546,793 420,000 100.00%
Total 1,001,248 1,164,924 2,238,252 4,700,203 8,012,780 3,060,000 -34.90%
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 2020121 include the City's share of slip lining the OC-44 imported water transmission line,
water main replacements, Well 9 treatment improvements and water security system improvements.
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00507 Water Master Plan 250,533 223,725 4.452,587 3,000,000 3.000.000 3,766,760 766,760
Total 250,533 223,725 4,452,587 3,000,000 3,000,000 3,766,760 766,760
296
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019120 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Sewer Service Fund (511)
PERSONNEL SERVICES
Salaries, Permanent 1,757,634 1,355,114 1,951,814 2,012,668 2,012,668 2,249,613 11.77%
Salaries, Temporary 27,531 17,696 28,639 56,550 56,550 57,035 0.86%
Salaries, Overtime 132,383 96,011 200,508 82,500 82,500 150,000 81.82%
Leave Payouts 181,771 101,014 10,632
Benefits 1,590,031 456,557 1,567,725 1,451,276 1,451,276 1,490,701 2.72%
PERSONNEL SERVICES 3,689,350 2,026,392 3,759,316 3,602,994 3,602,994 3,947,350 9.56%
OPERATING EXPENSES
Utilities 136,899 92,027 140,991 110,000 110,000 110,000 0.00%
Equipment and Supplies 162,670 170,171 151,962 350,350 378,720 329,100 -6.07%
Repairs and Maintenance 1,601,875 810,459 1,132,665 1,629,000 1,652,302 1,960,000 20.32%
Conferences and Training 16,964 38,178 34,997 24,000 24,000 4,100 -82.92%
Professional Services 105,432 190,115 366,242 250,000 277,795 450,000 80.00%
Other Contract Services 59,659 48,000 48,000 60,000 25.00%
Rental Expense 5,781 79 67 3,500 3,500 3,500 0.00%
Interdepartmental Charges 1,670,961 1,240,686 1,772,723 1,832,548 1,832,548 1,887,525 3.00%
Expense Allowances 8,054 6,567 6,789 5,800 5,800 5,800 0.00%
Other Expenses 5,364 14,987 30,781 75,000 75,000 75,000 0.00%
OPERATING EXPENSES 3,714,000 2,563,269 3,696,876 4,328,198 4,407,665 4,885,025 12.87%
CAPITAL EXPENDITURES
Improvements 281,389 611,938 2,219,246 2,700,000 7,743,331 2,875,000 6.48%
Equipment 470 80,000 100.00%
Vehicles 69,793 129,924 515,000 859,222 342,500 -33.50%
Capitalized PP&E Offset (388,568) (707,514) (2,252,661)
CAPITAL EXPENDITURES 36,916 34,348 33,415 3,215,000 8,602,554 3,297,500 2.57%
NON-OPERATING EXPENSES
Depreciation 1,985,039 1,502,672 2,019,129
Prior Period Adjustment 272,584
NON-OPERATING EXPENSES 1,985,039 1,775,256 2,019,129
Total 9,351,473 6,399,265 9,441,907 11,146,192 16,613,213 12,129,875 8.83%
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 decrease in vehicles reflects the replacement of a vactor truck in FY 2019/20 that was past its lifespan and becoming costly to
maintain. Improvements include reconstruction of the McFadden sewer lift station and lining various sewer mains.
297
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Sewer Service Fund (511)
(continued)
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00511 Sewer Service Fund 10,939,416 9,748,577 12,933,849 10,579,698 10,579,698 10,747,168 167,470
Total 10,939,416 9,748,577 12,933,849 10,579,698 10,579,698 10,747,168 167,470
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00511 Sewer Service Fund 25,099,112 29,678,277 30,846,808 24,813,293 1,382,707 23,430,586 (1,382,707)
Total 25,099,112 29,678,277 30,846,808 24,813,293 1,382,707 23,430,586 (1,382,707)
298
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Air Quality(201)
PERSONNEL SERVICES
Salaries, Permanent 1,114 987 5,366 5,366 5,677 5.80%
Benefits 526 483 1,883 2,991 2,991 3,024 1.12%
PERSONNEL SERVICES 526 1,597 2,870 8,357 8,357 8,702 4.13%
OPERATING EXPENSES
Equipment and Supplies 28,338 9,281 14,081 40,000 40,000 40,000 0.00%
Repairs and Maintenance 4,550 175 1,965
Conferences and Training 177 183 500 500 500 0.00%
Professional Services 25,000 25,000 25,000 0.00%
Other Contract Services 21,501 25,046 64,500 64,500 167,280 159.35%
Other Expenses 1,057 1,084 897 1,000 1,000 1,000 0.00%
OPERATING EXPENSES 55,446 10,717 42,171 131,000 131,000 233,780 78.46%
CAPITAL EXPENDITURES
Improvements 444,522 175,000 100.00%
Vehicles 177,024 61,567 123,000 100.00%
CAPITAL EXPENDITURES 177,024 61,567 444,522 298,000 100.00%
NON-OPERATING EXPENSES
Transfers to Other Funds 20,187
NON-OPERATING EXPENSES 20,187
Total 232,996 32,501 106,608 139,357 583,879 540,482 287.84%
Significant Changes
The Air Quality Fund receives quarterly subventions from the State to use towards air quality improvement efforts. The FY 2020/21 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. Improvements budgeted in FY 2020/21 consist of traffic signal synchronization
projects in coordination with regional efforts by OCTA. Vehicle purchases are for electric and hybrid vehicles to replace existing gas-
powered equipment.
FY 2016/17 FY 2017118 FY 2018/19 FY 2018/19 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Revised Revised Adopted Prior Year
00201 Air Quality Fund 264,840 255.546 119,826 240,000 240,000 250,000 10,000
Total 264,840 255,546 119,826 240,000 240,000 250,000 10,000
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00201 Air Quality Fund 834,645 1,057,446 1,070,664 426,785 290,482 136,303 (290,482)
Total 834,645 1,057,446 1,070,664 426,785 290,482 136,303 (290,482)
299
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Arterial Rehab (1247)
CAPITAL EXPENDITURES
Improvements 1,126,234 3,354,156 7,061,349 3.180,000 -5.19%
CAPITAL EXPENDITURES 1,126,234 3,354,156 7,061,349 3,180,000 -5.19%
Total 1,126,234 3,354,156 7,061,349 3,180,000 -5.19%
Significant Changes
On April 6, 2017,the Road Recovery and Accountability Act was passed. This legislation provided new funding to the City, through S131 and
the Highway Users Trust Account (HUTA). These funds are designated for the maintenance and rehabilitation of roadways. These funds
have been budged for the FY 2020/21 arterial rehabilitation project.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
01247 Arterial Rehabilitation 1,157,696 3,773,947 3,354,156 3,354,156 3,271,142 (83,014)
Total 1,157,696 3,773,947 3,354,156 3,354,156 3,271,142 (83,014)
300
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Grants and Restricted Funds
PERSONNEL SERVICES
Salaries, Permanent 64,103 44,828 17,154
Salaries,Temporary 53
Salaries,Overtime 39,127 117 70 100.000
Benefits 32,935 14,465 4,747
PERSONNEL SERVICES 136,218 59,410 21,970 100,000
OPERATING EXPENSES
Utilities 3,680 2,693 3,256 4,500 4,500 4,500 0.00%
Equipment and Supplies 52,721 44,718 97,252 80,000 190,587 178,000 122.50%
Repairs and Maintenance 132,204 445,289 355,565 955,000 1,337,188 955,000 0.00%
Professional Services 474,801 351,626 29,635 238,000 274,339 208,000 -12.61%
Other Contract Services 73,947 1,973 4,861 2,000 2,000 57,000 2750.00%
Insurance 9,509 4,431 5,439 9,500 9,500 9,500 0.00%
Payments to Other Governments 1,700 2,100 2,000 2,500 12,437 2,500 0.00%
Expense Allowances 40
Other Expenses 1 2,500 2,500 2,500 0.00%
OPERATING EXPENSES 748,603 852,831 498,009 1,294,000 1,833,051 1,417,000 9.51%
CAPITAL EXPENDITURES
Improvements 4,797,319 6,681,657 7,901,464 3,702,668 16,342,479 3.266.000 -11.79%
Equipment 68,799
Capitalized PP&E Offset 44,965 (1,591,170) (3,977,534)
CAPITAL EXPENDITURES 4,911,083 5,090,487 3,923,930 3,702,668 16,342,479 3,266,000 -11.79%
NON-OPERATING EXPENSES
Debt Service Expenses 23,592 262,494 525,000 723,741 525,000 0.00%
Transfers to Other Funds 220,854 37,188 514,651
Prior Period Adjustment (279.655) 116,967
NON-OPERATING EXPENSES 220,854 256,063 416,650 525,000 1,238,392 525,000 0.00%
Total 6,016,758 5,746,665 4,860,559 5,521,668 19,513,922 5,208,000 -5.68%
Significant Changes
New funds are budgeted for the construction of the McFadden sewer lift station in the Sewer Impact Fee Fund (210). Funds budgeted in Traffic
Congestion Relief (219) are for downtown street lighting improvements, traffic signal modifications, slurry of residential streets and 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 third full year of debt service is reflected in the FY 2020/21 budget.
301
Public Works
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Grants and Restricted Funds
(continued)
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00210 Sewer Impact Fee 82,350 242,577 470,611 150,000 150,000 160,000 10,000
00211 Drainage 63,652 76,701 482,337 150,000 150,000
00218 Hwy Safety Traffic Reduct 1 B (453)
00219 Traffic Congestion Relief42 646,398 740,208 955,148 1,956,853 1,956,853 1,535,446 (421,407)
00239 CDBG 18,378 275,668 586,485 686,000 99,515
00508 WOCWB 445,251 537,878 2,214,912 649,000 649,000 649,000
00807 Energy Efficiency Fund 83,321 1,366,486 132,879 18,000 18,000
01256 Bluff Top Path 1,649,000 (1,649,000)
^CDBG Fund is managed by the Community Development Department. However.program funds are allocated across multiple departments. Funding reflected
here only pertains to the Public Works Department.
Total 1,320,972 2,963,397 4,274,264 3,031,521 4,991,338 3,198,446 1 (1,792,892)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance Summary 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00210 Sewer Impact Fee 8,089,240 7,990,553 6,563,060 1,974,163 1,340,000 634,163 (1,340,000)
00211 Drainage 1,418,482 1,259,064 1,741,401 2,440,393 (50,000) 2,490,393 50,000
00219 Traffic Congestion Relief 42 1,537,845 1,446,189 1,242,990 274,823 (335,446) 610,269 335,446
00508 WOCWB 149,869 1,537,708 3,327,704 2,164,348 1,000,000 1,164,348 (1,000,000)
00807 Energy Efficiency Fund 3,188,776 2,289,299 2,192,612 1,746,804 1,746,804
00960 Used Oil OPP1 60,545 107,514 63,885 63,007 55,000 8,007 1 (55,000)
Total 14,444,757 14,630,327 15,131,652 8,663,538 2,009,554 6,653,984 (2,009,554)
302
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 2020/21 Equipment Replacement
includes a $4.8 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
Huntington Beach. The City's total net taxable assessed
property value in Fiscal Year 2019/20 was approximately
$42.4 billion, resulting in a debt limit of$5.08 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, SIB 107 and the California Supreme Court's
decision on December 29, 2011, all redevelopment agencies were dissolved as of February 1, 2012.
303
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 511, and PCH.
Housing Authority
The City's Housing Authority assumed the housing functions
and assets of the former Redevelopment Agency. It also a�
received related rights, powers, liabilities, duties, and 'I
obligations, thereby becoming "Successor Housing Agency."
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. ooeana 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.
304
Non-Departmental
Adopted Budget - FY 2020121
Department Budget Summary
All Funds by Object Account
DEPARTMENT
Percent
FY 2016117 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
All Funds
PERSONNEL SERVICES
Salaries, Permanent 232,600 178,390 296,615 (306,801) (2,306,801) (8,364,423) 2626.33%
Salaries,Temporary 4,403 65,000 65,000 (250,000) -484.62%
Salaries,Overtime 5,147 11,579 4,187 (500,000) 100.00%
Leave Payouts 1,153,114 692,668 1,466,461 4,415,000 4,415,000 4,432,460 0.40%
Benefits 1,366,107 (1,267,214) 937,927 845,405 845,405 857,548 1.44%
PERSONNEL SERVICES 2,756,968 384,576 2,709,593 5,018,603 3,018,603 3,824,415 -176.20%
OPERATING EXPENSES
Utilities 4,933,592 3,208,132 4,213,630 4,640,000 4,640,000 4,640,000 0.00%
Equipment and Supplies 221,715 163,496 219,256 302,000 615,000 302,000 0.00%
Repairs and Maintenance 800 1,054,800 909,430 250,000 -76.30%
Conferences and Training 8,870 10,265 5,735 76,600 76,600 76,600 0.00%
Professional Services 694,559 462,796 562,906 648,147 1,179,617 399,844 -38.31%
Other Contract Services 5,222,228 4,023,789 6,579,905 8,289,369 10,306,364 6,535,068 -21.16%
Rental Expense 130,548 105,903 140,962 140,000 210,000 140,000 0.00%
Claims Expense 20,758 500,000 178,000 500,000 0.00%
Insurance 250,000 -100.00%
Contributions to Private Agency 1,135,581 871,963 822,239 250,000 250,000 225,000 -10.00%
Payments to Other Governments 362,260 461,435 488,526 558,400 558,400 508,400 -8.95%
Expense Allowances 1,789 2,701 4,597 1,800 1,800 -100.00%
Other Expenses 1,732,543 1,310,323 1,896,493 1,800,000 2,113,761 1,604,800 -10.84%
OPERATING EXPENSES 14,444,486 10,620,802 14,955,008 18,511,116 21,038,971 15,181,712 -17.99%
CAPITAL EXPENDITURES
Land Purchase 2,286,677 316,800 2,071,010 316,800 690,727 -100.00%
Improvements 6,901,679 2,686,080 2,729,492 2,355,000 4,949,788 1,297,500 -44.90%
Equipment 3,510,143 1,668,854 2,026,892 4,650,600 1,740,382 4,758,435 2.32%
Vehicles 3,079,057 2,189,292 2,348,325 5,263,854
Software-Capital 680,623 341,174 609,944 1,137,993
Capitalized PP&E Offset (934,019) (1.535,422)
CAPITAL EXPENDITURES 16,458,179 6,268,180 8,250,241 7,322,400 13,782,743 6,055,935 -17.30%
NON-OPERATING EXPENSES
Debt Service Expenses 13,147,660 4,073,825 12,222,986 17,059,756 17,864,103 15,653,626 -8.24%
Pass Through Payments 2,756 100.00%
Transfers to Other Funds 9,348,522 24,020,590 21,502,320 20,668,903 10,839,379 12,880,020 -37.68%
Depreciation 13,695,204 10,527,367 14,923,988
Loans Made 218,780 4,510,000
Prior Period Adjustment 829,903
NON-OPERATING EXPENSES 36,410,167 39,451,685 48,649,294 37,728,659 33,213,482 28,536,402 -24.36%
Grand Total(s) 70,069,799 55,956,091 74,564,135 68,580,778 71,053,800 45,949,634 -33.00%
General Fund 30,279,403 33,531,183 32,748,467 34,549,809 23,720,881 17,166,342 -50.31%
Other Funds 39,790,396 22,424,908 41,815,668 34,030,969 47,332,919 28,783,292 -15.42%
Grand Total(s) 70,069,799 55,956,091 74,564,135 68,580,778 71,053,800 45,949,634 -33.00%
Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 1 0.00
305
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund by Object Account
DEPARTMENT
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019120 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
General Fund
PERSONNEL SERVICES
Salaries, Permanent 499 103 845 (563,028) (2,563,028) (8,642,831) 1435.06%
Salaries,Temporary (250,000) 100.00%
Salaries,Overtime (500,000) 100.00%
Leave Payouts 1,141,368 677,950 1,468,940 4,400,000 4,400,000 4,432,460 0.74%
Benefits 54,948 26,456 55,625 660,000 660,000 660,000 0.00%
PERSONNEL SERVICES 1,196,815 704,509 1,525,410 4,496,972 2,496,972 4,300,371 -195.63%
OPERATING EXPENSES
Utilities 4,933,592 3,208,132 4,213,630 4,640,000 4,640,000 4,640,000 0.00%
Equipment and Supplies 221,685 163,496 219,256 300,000 300,000 300,000 0.00%
Repairs and Maintenance 800 1,054,800 909,430 250,000 -76.30%
Conferences and Training 7,420 8,975 4,536
Professional Services 608,218 368,467 317,380 465,000 693,030 240,000 -48.39%
Other Contract Services 44,842 71,139 74,953 70,000 79,457 70,000 0.00%
Rental Expense 130,548 105,903 140,962 140,000 140,000 140,000 0.00%
Claims Expense 20,758 500,000 178,000 500,000 0.00%
Insurance 250,000 -100.00%
Contributions to Other Agencies 1,135,581 871,963 822,239 250,000 250,000 225,000 -10.00%
Payments to Other Governments 310,967 431,402 468,246 500,000 500,000 500,000 0.00%
Expense Allowances 280 410 1,502
Other Expenses 1,703,936 1,312,989 1,826,891 1,800,000 2,113,761 1,604,800 -10.84%
OPERATING EXPENSES 9,097,869 6,542,875 8,110,354 9,969,800 9,803,677 8,469,800 -15.05%
CAPITAL EXPENDITURES
Land Purchase 316,800 316,800 1,290,010 316,800 316,800 -100.00%
Improvements 6,880,518 1,625,881 230,003 253,481
Equipment 1,630,577 1,445,067 571 108,891
Vehicles 2,383,254 366,062 89,873
Software-Capital 134,613
CAPITAL EXPENDITURES 11,345,762 3,753,810 1,610,458 316,800 679,172 -100.00%
NON-OPERATING EXPENSES
Debt Service Expenses 1,175,781 397,355 1,563,655 1,069,220 1,873,567 2,064,538 93.09%
Transfers to Other Funds 7,463,177 22,132,635 19,938,589 18,697,017 8,867,493 10,932,375 -41.53%
NON-OPERATING EXPENSES 8,638,958 22,529,990 21,502,244 19,766,237 10,741,060 12,996,913 -34.25%
Total 30,279,403 33,531,183 32,748,467 34,549,809 23,720,881 17,166,342 -50.31%
Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 1 0.00
306
Non-Departmental
Adopted Budget - FY 2020121
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016117 FY 2017118 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Citywide Expenses
PERSONNEL SERVICES
Salaries, Permanent 499 103 845 (563,028) (2,563,028) (8,642,831) 1435.06%
Salaries, Temporary (250,000) 100.00%
Salaries, Overtime (500,000) 100.00%
Leave Payouts 1,141,368 677,950 1,468,940 4,400,000 4,400,000 4,432,460 0.74%
Benefits 54,948 26,456 55,625 660,000 660,000 660,000 0.00%
PERSONNEL SERVICES 1,196,815 704,509 1,525,410 4,496,972 2,496,972 4,300,371 -195.63%
OPERATING EXPENSES
Utilities 4,933,592 3,208,132 4,213,630 4,640,000 4,640,000 4,640,000 0.00%
Equipment and Supplies 221,685 163,496 219,256 300,000 300,000 300,000 0.00%
Repairs and Maintenance 800 1,054,800 909,430 250,000 -76.30%
Conferences and Training 7,000 8,975 4,536
Professional Services 567,843 350,967 308,155 465,000 665,135 240,000 -48.39%
Other Contract Services 44,842 71,139 74,953 70,000 79,457 70,000 0.00%
Claims Expense 20,758 500,000 178,000 500,000 0.00%
Insurance 250,000 -100.00%
Payments to Other Governments 310,967 431,402 468,246 500,000 500,000 500,000 0.00%
Expense Allowances 280 410 1,502
Other Expenses 1,033,416 764,788 822,324 950,000 950,000 950,000 0,00%
OPERATING EXPENSES 7,120,425 4,999,309 6,133,360 8,729,800 8,222,021 7,450,000 -14.66%
CAPITAL EXPENDITURES
Land Purchase 316,800 316,800 316,800 316,800 316,800 -100.00%
Improvements 2,065,861 30,519 35,130 112,711
Equipment 19,219 243,084 64,519
CAPITAL EXPENDITURES 2,401,880 590,402 351,930 316,800 494,030 -100.00%
NON-OPERATING EXPENSES
Debt Service Expenses 1,043,913 265,487 1.431,788 937,300 1,741,647 1,932,670 106.20%
Transfers to Other Funds 7,463,177 19,032,635 16,930,589 15,642,017 6,971,109 7,932,375 -49.29%
NON-OPERATING EXPENSES 8,507,090 19,298,122 18,362,377 16,579,317 8,712,756 9,865,045 -40.50%
Total 19,226,209 25,592,342 26,373,077 30,122,889 19,925,779 13,014,674 -56.79%
Significant Changes
The Citywide Expenses Division tracks citywide expenditures that are not accounted for in individual departments. Citywide reductions in
Personnel Services (Permanent, Temporary and Overtime) are reflected in Non-Departmental for an estimated cost reduction of $10
million. Changes in the Operating Expenses reflect reductions to non-core services as a result of the financial impact resulting from the
COVID-19 pandemic. Operating Expenses also reflects transfer of legal services budget of$225,000 to the City Attorney's Department.
307
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Office of Business Development
OPERATING EXPENSES
Contribution to Private Agency 1,135,581 871,963 822,239 250,000 250,000 225,000 -10.00%
Other Expenses 670,520 548,200 1,004,567 850,000 1,163,761 654,800 -22.96%
OPERATING EXPENSES 1,806,521 1,420,163 1,826,807 1,100,000 1,413,761 879,800 -20.02%
Total 1,806,521 1,420,163 1,826,807 1,100,000 1,413,761 879,800 -20.02%
Significant Changes
Changes in the Operating Expenses reflect reductions to non-core services as a result of the financial impact resulting from the COVID-19
pandemic. 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).
308
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Capital Improvement
Projects
CAPITAL EXPENDITURES
Improvements 4,768,195 1,444,797 55,862 114,070
Equipment 31,744 6,910
CAPITAL EXPENDITURES 4,799,939 1,451,707 55,862 114070
NON-OPERATING EXPENSES
Debt Service Expense 131,868 131,868 131,868 131,920 131,920 131,868 -0.04%
Transfers to Other Funds 3,100,000 3,008,000 3,055,000 1,896,384 3,000,000 -1.80%
NON-OPERATING EXPENSES 131,868 3,231,868 3,139,868 3,186,920 2,028,304 3,131,868 -1.73%
Total 4,931,806 4,683,575 3,195,730 3,186,920 2,142,374 3,131,868 -1.73%
Significant Changes
The FY 2020/21 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$3.0 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.
309
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Homeless Prevention
OPERATING EXPENSES
Professional Services 2,100 27,895
OPERATING EXPENSES 2,100 27,895
CAPITAL EXPENDITURES
Land Purchase 973.210
CAPITAL EXPENDITURES 973,210
Total 975,310 27,895
Significant Changes
No significant changes.
310
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Equipment Replacement
OPERATING EXPENSES
Professional Services 40,375 17,500 7,125
OPERATING EXPENSES 40,375 17,500 7,125
CAPITAL EXPENDITURES
Improvements 46,462 150,565 139,011 26,701
Equipment 1,579,614 1,195,073 571 44,372
Vehicles 2,383,254 366,062 89,873
Software- Capital 134.613
CAPITAL EXPENDITURES 4,143,943 1,711,701 229,456 71,073
Total 4,184,318 1,729,201 236,581 71,073
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).
311
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
General Fund Division by Object Account
DIVISION
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Leases
OPERATING EXPENSES
Rental Expense 130,548 105,903 140,962 140,000 140,000 140,000 0.00%
OPERATING EXPENSES 130,548 105,903 140,962 140,000 140,000 140,000 0.00%
Total 130,548 105,903 140,962 140,000 140,000 140,000
Significant Changes
The Leases Division within Non-Departmental manages the Citywide copier lease program.
312
Non-Departmental
Adopted Budget- FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Debt Service &Transfers
PERSONNEL SERVICES
Benefits 1,161,730 (1,431,338) 720,852
PERSONNEL SERVICES 1,161,730 1,431,338 720,852
OPERATING EXPENSES
Professional Services 15,019 9,596 11,439 18,900 18,900 19,844 4.99%
Other Expenses 28,229 (2,667) 69,097
OPERATING EXPENSES 43,248 6,929 80,536 18,900 18,900 19,844 4.99%
NON-OPERATING EXPENSES
Debt Service Expenses 9,129,783 1,723,939 8,348,367 8,332,292 8,332,292 7,295,030 -12.45%
Pass Through Payments 2,756 100.00%
Transfers to Other Funds 781,073 768,077 722,291 784,720 784,720 759,713 -3.19%
Depreciation 13,695,204 10,457,952 14,697,804
Prior Period Adjustment 829,903
NON-OPERATING EXPENSES 23,606,060 13,779,872 23,768,462 9,117,012 9,117,012 8,057,499 -11.62%
Total 24,811,037 12,355,463 24,569,850 9,135,912 9,135,912 8,077,343 -11.59%
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 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00401 Debt Svc HBPFA 5,151,623 4,758,003 5,156,099 5,016,365 4,716,365 1,334,250 (3,382,115)
00405 Debt Svc Grand Coast CFD2000-1 1,387,480 839,750 1,123,462 1,091,204 1,091,204 1,092,273 1,069
00406 Debt Svc Mello Roos 266,972 188,614 267,174 264,000 264,000 183,910 (80,090)
00408 Debt Svc McDonnell CFD 2002-1 397,821 310,171 423,387 409,970 409,970 416,448 6,478
00410 Debt Svc Bella Terra 2,388,208 1,800,063 2,353,108 2,354,373 2,354,373 2,412,399 58,026
00707 Debt Svc Judgment Oblig Bonds 673,533
Total 10,265,637 7,896,601 9,323,230 9,135,912 8,835,912 5,439,280 1 (3,696,632)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00401 Debt Svc HBPFA 5,028.972 8,909,846 9,029,922 8,729,922 2,638,063 6,091,859 (2,638,063)
Total 5,028,972 8,909,846 9,029,922 8,729,922 2,638,063 6,091,859 (2,638,063)
313
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Disability Access (234)
OPERATING EXPENSES
Conferences and Training 1,450 1,250 1,199 75,600 75,600 75,600 0.00%
Payments to Other Governments 7,599 3,269 10,044 8,400 8,400 8,400 0.00%
OPERATING EXPENSES 9,049 4,519 11,243 84,000 84,000 84,000 0.00%
Total 9,049 4,519 11,243 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 S131186, the City collected $1.00 per business license issued or renewed,
retained 70%and remitted 30%to the State.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00234 Disability Access 20,453 43,114 82,277 84,000 84,000 84.000
Total 20,453 43,114 82,277 84,000 84,000 84,000
314
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016117 FY 2017118 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
RORF Administration (350)
PERSONNEL SERVICES
Salaries, Permanent 105,201 80,189 156,390 128,137 128,137 150,003 17.06%
Leave Payouts 11,746 14,717 (7,072) 15,000 15,000 -100.00%
Benefits 50,819 53,040 75,566 75,816 75,816 99,997 31.89%
PERSONNEL SERVICES 167,766 147,947 224,885 218,953 218,953 250,000 14.18%
OPERATING EXPENSES
Equipment and Supplies 30
Conferences and Training 41
Professional Services 14,608 64,546 22,000 29,247 29,247 -100.00%
Other Contract Services 30
Expense Allowances 1,509 2,291 3,095 1,800 1,800 -100.00%
OPERATING EXPENSES 16,177 66878 25,095 31,047 31,047 -100.00%
NON-OPERATING EXPENSES
Debt Service Expenses 2,842,097 1,952,531 2,287,277 7,658,244 7,658,244 6,294,058 -17.81%
Transfers to Other Funds 398,905 10,000 381,766 381,766 381,766 0.00%
NON-OPERATING EXPENSES 3,241,002 1,952,531 2,297,277 8,040,010 8,040,010 6,675,824 -16.97%
Total 3,424,945 2,167,355 2,547,257 8,290,010 8,290,010 6,925,824 -16.46%
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 11, Strand,and Waterfront Hilton development projects.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00350 RORF Administration 5,067,276 9,856,004 8,417,445 8,290.010 8,290,010 6,925,824 (1,364,186)
Total 5,067,276 9,856,004 8,417,445 8,290,010 8,290,010 6,925,824 (1,364,186)
315
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Housing Authority(217,233,352)
PERSONNEL SERVICES
Salaries, Permanent 126,900 98,098 139,380 128,090 128,090 128,405 0.25%
Salaries,Temporary 4,403 65,000 65,000 -100.00%
Salaries, Overtime 5,147 8,426 3,031
Leave Payouts 4,593
Benefits 98,611 84,253 85,710 109,588 109,588 97,551 -10.98%
PERSONNEL SERVICES 230,658 190,777 237,117 302,678 302,678 225,956 -25.35%
OPERATING EXPENSES
Equipment and Supplies 2,000 2,000 2,000 0.00%
Conferences and Training 1,000 1,000 1,000 0.00%
Professional Services 56,714 17,656 118,618 135,000 179,941 140,000 3.70%
Other Contract Services 70,078 42,476 91,511 270,000 437,175 215,000 -20.37%
Payments to Other Governments 43,694 26,764 10,236 50,000 50,000 -100.00%
OPERATING EXPENSES 170,487 86,895 220,365 458,000 670,116 358,000 -21.83%
CAPITAL EXPENDITURES
Land Purchase 781,000
CAPITAL EXPENDITURES 781,000
NON-OPERATING EXPENSES
Transfers to Other Funds 405,367 431,440 405,400 405,400 406,166 0.19%
Loans Made 218,780 3,000.000
NON-OPERATING EXPENSES 624,147 431,440 405,400 3,405,400 406,166 0.19%
Total 1,025,292 277,672 1,669,922 1,166,078 4,378,194 990,122
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 SIB 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 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00217 Affordable Housing In-Lieu 63,235 51,948 206,817 100,000 100,000 545,686 445,686
00233 Housing Residual Receipts 489,848 31,061 229,595 475,000 475,000 200,000 (275,000)
00352 LMIHAF 120,292 67,675 774,038 406.000 406,000 380,000 (26,000)
Total 673,375 150,684 1,210,450 981,000 981,000 1,125,686 1 144,686
316
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 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 3,607,267 2,717,411 4,906,736 5,591,000 6,599,528 4,470.000 -20.05%
Other Expenses 378 1 505
OPERATING EXPENSES 3,607,645 2,717,412 4,907,241 9,591,000 6,599,528 4,470,000 -20.05%
Total 3,607,645 2,717,412 4,907,241 5,591,000 6,599,528 4,470,000
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
decrease in the Other Contract Services reflects economic impact of COVID-19 pandemic.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00701 BID-Auto 113,400 20,680
00709 BID- Hotel/Motel 3,375,814 2,611,973 4,711,701 5,500,000 5,500,000 4,380,000 (1,120,000)
00710 BID-Downtown 144,912 118,599 103,038 91,000 120,000 90,000 (30,000)
Total 3,634,126 2,751,252 4,814,739 5,591,000 5,620,000 4,470,000 1 (1,150,000)
317
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Bella Terra Parking Structure
(711)
OPERATING EXPENSES
Other Contract Services 635,799 624,384 584,635 729,419 729,419 739,484 1.38%
OPERATING EXPENSES 635,799 624,384 584,635 729,419 729,419 739,484 1.38%
Total 635,799 624,384 584,635 729,419 729,419 739,484
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 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00711 Parking Structure-Bella Terra 636.341 673,660 640,661 729.419 729,419 739,484 10,065
Total 636,341 673,660 640,661 729,419 729,419 739,484 10,065
318
Non-Departmental
Adopted Budget- FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Strand Parking Structure(712)
OPERATING EXPENSES
Other Contract Services 864,212 557,334 893,115 1,628,950 2,364,785 1,040,584 -36.12%
OPERATING EXPENSES 864,212 557,334 893,115 1,628,950 2,364,785 1,040,584 -36.12%
NON-OPERATING EXPENSES
Transfers to Other Funds 300,000 225,000 400,000 400,000 400,000 400,000 0.00%
NON-OPERATING EXPENSES 300,000 225,000 400,000 400,000 400,000 400,000 0.00%
Total 1,164,212 782,334 1,293,115 2,028,950 2,764,785 1,440,584 29.00%
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. The decrease in
the Other Contract Services reflects economic impact of COVID-19 pandemic.
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00712 Parking Structure-Strand 1,370.838 1.070,815 1,637,156 1,667,290 1,667,290 1,402,608 (264,682)
Total 1,370,838 1,070,815 1,637,156 1,667,290 1,667,290 1,402,608 (264,682)
Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from
Fund Balance 9/30/2017 6/30/2018 6/30/2019 6/30/2020 Balance 6/30/2021 Prior Year
00712 Parking Structure-Strand 3,114,795 3,403,276 3,747,317 2,649,822 37,976 2,611,846 (37,976)
Total 3,114,795 3,403,276 3,747,317 2,649,822 37,976 2,611,846 (37,976)
319
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 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 2,201,278 2,355,000 4,694,551 1,297,500 -44.90%
Equipment 1,077,835 100.00%
CAPITAL EXPENDITURES 21,161 1,060,199 2,201,278 2,355,000 4,694,551 2,375,335 0.86%
NON-OPERATTING EXPENSES
Transfer to Other Funds 721.836
NON-OPERATTING EXPENSES 21,161 721,836
Total 21,161 1,782,035 2,201,278 2,355,000 4,694,551 2,375,335 0.86%
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 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00314 Infrastructure Fund 21,161 1,782,035 5,563,156 4,000,000 3,606,035 3,000,000 (606,035)
Total 21,161 1,782,035 5,563,156 4,000,000 3,606,035 3,000,000 (606,035)
320
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Equipment Replacement(324)
CAPITAL EXPENDITURES
Improvements 298,211 1,755
Equipment 217,218 1,992,830 4,650,600 1,624,264 3,680,600 -20.86%
Vehicles 1,543,839 1,532,811 4,091,275
Capital-Software 223,010
Capitalized PP&E Offset (934,019) (1,535,422)
CAPITAL EXPENDITURES 827,038 2,288,430 4,650,600 5,940,304 3,680,600 -20.86%
NON-OPERATTING EXPENSES
Depreciation 69,415 226,184
NON-OPERATTING EXPENSES 69,415 226,184
Total 896,453 2,514,614 4,650,600 5,940,304 3,680,600 1 -20.86%
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 2016/17 FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020/21 Change from
Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year
00324 Equipment Fund 896,453 5,110,379 4,650,600 1,793,346 3,680,600 1,887,254
Total 896,453 5,110,379 4,650,600 1,793,346 3,680,600 1,887,254
321
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019120 FY 2019120 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Lease Capital Project(321)
CAPITAL EXPENDITURES
Equipment 1,879,566 6,569 33,490 7,226
Vehicles 695,803 279,390 725.641 1,172.579
CAPITAL EXPENDITURES 2,575,369 285,959 759,131 1,179,805
NON-OPERATTING EXPENSES
Debt Service 23.686
NON-OPERATTING EXPENSES 23,686
Total 2,575,369 285,959 782,817 1,179,805
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.
322
Non-Departmental
Adopted Budget - FY 2020/21
Department Budget Summary
Other Funds by Object Account
OTHER FUNDS
Percent
FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21 Change From
Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year
Other Funds (127,128,201,237,238)
PERSONNEL SERVICES
Salaries, Overtime 3,153 1,156
Benefits 375 173
PERSONNEL SERVICES 3,528 1,329
OPERATING EXPENSES
Equipment&Supplies 313,000
Professional Services 2,531 93,469 258,500
Other Contract Services 11,046 28.954 96,000
Rental Expense 70,000
OPERATING EXPENSES 13,577 122,423 737,500
CAPITAL EXPENDITURES
Land Purchase 1,969,877 373,927
Capital, Software 546,010 341,174 609,944 914,983
CAPITAL EXPENDITURES 2,515,887 341,174 609,944 1,288,910
NON-OPERATING EXPENSES
Transfers to Other Funds 173,042
Loans Made 1.510,000
NON-OPERATING EXPENSES 173,042 1,510,000
Total 2,515,887 531,321 733,696 3,536,410
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).
323
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CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROGRAM
Fiscal Years 2020121 through 2024125
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 2020/21 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. However, due to the COVID-19 pandemic
and social distancing concerns, the Public Works Commission review of the CIP was
suspended. The final CIP was adopted by the City Council with the budget on June 29,
2020.
325
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.
A Special Revenue Fund is used to account
for the proceeds of revenue sources that are
restricted to expenditure for specific
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, '
Park Development Impact, Quimby 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.
326
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
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.
327
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
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 AINWAR
system enhancements. Costs include
engineering and construction for projects
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 112 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.
328
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 _- a
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 _
replace facilities. The capital project
program includes design, engineering, and
all aspects of construction management.
General Fund Capital Project 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.
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.
329
• State Department of Parks and Recreation Grant is for the rehabilitation of the Bluff
Top Path.
The following grants will carry over into the FY 2020/21 CIP from FY 2019/20.
• OCTA Competitive Measure M2 Grants are for capacity improvement projects of
major intersections.
• Federal Highway Safety Improvement Program (HSIP) helps fund traffic signal
modifications to include left-turn arrows at intersections and other operational
improvements to improve traffic safety.
• Federal Community Development Block Grant (CDBG) funds are used to make
Americans with Disabilities Act (ADA) improvements including curb ramps and
access improvements to City facilities.
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.
330
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. Twelve stations have been rebuilt since 2000.
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.
331
Capital Improvement Program
Fiscal Year 2020121
In Fiscal Year 2020/21, new improvement programs total approximately $24.5 million.
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 installation of ADA ramps where warranted,
rehabilitation of residential alleys, and residential street overlays. In addition, funds are
included for the continued rehabilitation of the frontage road landscaping at the Glen Mar
Tract.
Park projects include improvements at Central Park and Schroeder Park, playground
equipment improvements, Central Park restrooms, Murdy& Edison facility improvements,
park path rehabilitation, and Bluff Top Park improvements.
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.
332
City of Huntington Beach Capital Improvement Program
New Appropriations Fiscal Year 2020121
Fiscal Year Park Funds Gas Tax/ RMRA Measure M Sewer Funds Water Funds Infrastructure TIF Gran /
Other
2020/21 Prop 42 Fund Funds
DRAINAGE& STORM WATER
Pump Stations Roof Replacement Program $205,000 $205,000
TOTAL $205,0001 1 $205,000
FACILITIES
Heil Fire Station Apparatus Bay Entry $100,000 $100,000
Lake Fire Station Renovation $1,000,000 $720,000 $280,000
PD South Substation Renovation $300,000 $300,000
Tabby Theater Renovation $50,000 $50,000
Central Library Building Alarm System Upgrade $100,000 $100,000
Central Library Meeting Room Renovation__ $140,000 $140,_000
Central Library Fountain Restoration $560,000 $560,000
City Gym&Pool Facility Improvements $220,000 $220,000
Newland House Museum Fencing $115,000 $115,000
Harbour View Clubhouse Improvements $50,000 $50,000
Rodgers Seniors'Center Redevelopment $925,000 $925,000
Central Library Lower Level ADA Restrooms $286,000 _ $286,000
W Civic Center Fire Alarm Replacement $90,000 __ $90,000
W City Hall Fire Pump Replacement $70,000 $70,000
Fiber Expansion-Downtown Facilities $250,000 $6_2,500 $187,500
Fiber Expansion-City Utility Yard $300.000 $75,000 $225,000
TOTAL $4,556,000 $1,535,000 I $75,000 $225,000 $1,967,500 1 $753,500
NEIGHBORHOOD
Residential Overlay $3,100,000 $2.350,000 $500,000 $100,000 $150,000
Residential Curb Ramps $800,000 I $400,000 1 I $400,000
Residential Alleys $300,000 $300,000
TOTAL $4,200,000 1 $2,350,000 1 $900,000 $100,000 $150,000 $300,000 1 $400,000
PARKS AND BEACHES
Bluff Top Park Improvements $1,300,000 $1,300,000
Central Park Group Picnic Area Improvements $1,324,000 $1,324,000
Playground Equipment Improvements $370,000 $370,000
LeBard Park Improvements $550,000 $550,000
Schroeder Park Improvements $300,000 $300,000
Central Park Improvements $250,000 $250,000
Beach Shower and Water Fountain Replacement 1 $100,000 $100,000
TOTAL $4,194,000 $3,844,000 $350,000
New 2020-21
City of Huntington Beach Capital Improvement Program
New Appropriations Fiscal Year 2020121
Fiscal Year TIF
Gas Tax/ Infrastructure Grants/Other
M Se
2020/21 park Funds prop 42 RMRA Measure wer Funds Water Funds Fund Funds
SEWER
Sewer Lift Station Reconstruction $3,400,000 $3,400,000
Sewer Lining $1,000,000 $1,000,000
TOTAL $4,400,000 $4,400,000
STREETS & TRANSPORTATION
Arterial Rehabilitation $3,600,000 _ $3,180,000 _ $420,000
TS Modification at Brookhurst&Indianapolis $65,000 $65,000
TS Modification-Warner Avenue and Graham _$1951000 $195,000
TS Modification-Warner and Nichols $15,000 $15,000
Downtown Street Lighting $50,000 $50,000 _
TS Synchronization Edinger Avenue_ $95,000 $95,000
TS Synchronization Talbert Avenue $4,000 $4,000
TS Synchronization Warner Avenue $80,000 $80,000
TOTAL $4,104,000 1 $130,000 $3,180,000 1 $420,000 $195,000 $179,000
WATER
W OC44 Pipeline Project _- $350,000 $350,000
4�k Reservoir Security Improvements $515,000 $515,000
Water Distribution Cathodic Protection $375,000 $375,000
Water Production Improvements,Well 9 $150,000 $150,000I
Water Valve Replacement $260,000 $260,000
Water Main Replacement Program $1,250,000 $1,250,000
TOTAL 1 $2,900,000 1 $2,900,000
CIP TOTAL 1 $24,559,000 $5,379,000 $2,480,000 $3,180,000 $900,000 $4,575,000 $3,275,000 $3,242,500 $195,000 $1,332,500
New 2020-21
City of Huntington Beach Capital Improvement Program
Continuing Appropriations Fiscal Year 2020121
Fiscal Year F TIF
Gas Tax/ Infrastructure Grants/Other
2020121 Park Funds Prop 42 RMRA Measure M Sewer Funds Water unds Fund Funds
FACILITIES
Heil Fire Station Apparatus Bay Entry $93,000 $93,000
Lake Fire Station Renovation $1,500,000 $880,000 $620,000
TOTAL $1,593,000 1 1 $973,000 1 $620,000
PARKS AND BEACHES
Central Park Restrooms $300,000 $300,000
Murdy&Edison CC Building Improvements $1,400,000 $1,4.00,000
Bluff Top Park Improvements $1,624,400 $1,624,400
TOTAL $3,324,400 $1,700,000 $1,624,400
STREETS& TRANSPORTATION
TS Modification at Brookhurst&Indianapolis $57,000 $57,000
TS Modification-Warner Avenue and Graham $180,000 $180,000 _
TS Modification-Warner and Nichols $75,000 $75,000
TOTAL $312,000 $312,000
W
W TOTAL CONTINUING 1 $5,229,400 $1,700,000 $312,000 1 1 1 1 $973,000 1 $2,244,400
cn
Continue 2020-21
Capital Improvement Program FY 2020/21
New Appropriations by Funding Source
$24,559,000
RMRA
13% Park Funds
22%
Water Funds
13%
W =
Gas Tax/Prop 42
10%
Infrastructure Fund ;
13% Grants/Other
6%
Measure M
4%
Sewer Funds
19%
City of Huntington Beach
Capital Improvement Program FY 2020/21 through 2024/25
By Fiscal Year
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 5 Year CIP
2020/21 2021/22 2022/23 2023/24 2024/25
DRAINAGE& STORM WATER
Pump Stations Roof Replacement Program $205,000 $155,000 $155,000 $155,000 $155,000 $825,000
TOTAL $205,000 $155,000 $155,000 $155,000 $155,0001 $825,000
FACILITIES
Heil Fire Station Apparatus Bay Entry $100,000 $100,000
Lake Fire Station Renovation $1,000,000 $1,000,000
PD South Substation Renovation _ $300,000 $300,000
Tabby Theater Renovation $50,000 $50,000
Central Library Building Alarm System Upgrade $100,000 _ $100,000
Central Library Meeting Room Renovation $140,000 $14_0,000
Central Library Fountain Restoration $560,000 $560,000
City Gym&Pool Facility Improvements $220,000 - $220,000
Newland House Museum Fencing $115,000 $115,000
Harbour View Clubhouse Improvements $50,000 $500,000 $550,000
Rodgers Seniors'Center Redevelopment $925,000 $875,000 $1,800,000
w Central Library Lower Level ADA Restrooms $286,000 _ $286,000
v - - _
Civic Center Fire Alarm Replacement $90,000 - $90,000
City Hall Fire Pump Replacement $70,000 $70,000
Fiber Expansion-Downtown Facilities $250,000 $250,000
Fiber Expansion-City Utility Yard $300,000 $300,000
TOTAL $4,556,000 $1,375,000 1 $5,931,000
NEIGHBORHOOD
Residential Overlay_ $3,100,000 $3,500,000 $3,500,000 $3,500,000 $3,500,000 $17,100,000
Residential Curb Ramps $800,000 _ $800,000 $800,000 $800,000 $800,000 $4,000,000
Residential Alleys $300,000 $300,000 $300,000 $300,0001 $300,000 $1,500,000
TOTAL $4,200,0001 $4,600,000 $4,600,000 $4,600,0001 $4,600,000 $22,600,000
5 yr CIP by year
City of Huntington Beach
Capital Improvement Program FY 2020121 through 2024/25
By Fiscal Year
Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 5 Year CIP
2020/21 2021/22 2022/23 2023/24 2024/25
PARKS&BEACHES
Bluff Top Park Improvements $1,300,000 $1,150,000 $2,450,000
Central Park Group Picnic Area Improvements $1,324,000 $1,324,000
Playground Equipment Improvements $370,000 $600,000 $610,000 $620,000 $630,000 $2,830,000
LeBard Park Improvements $550,000 _ $550,000
Schroeder Park Improvements $300,000 $700,000 $1,000,000
Carr Park Improvements $1,500,000 $1,500,000 $3,000,000
Drew Park Rehabilitation $50,000 $1,150,000 $1,200,000
Edison Park Improvements _ $75,0001 $1,500,000 $1,500,000 $3,075,000
Central Park Improvements $250,000'I $200,000 $450,000
Beach Shower and Water Fountain Replacement $100,000 $100,000
TOTAL $4,194,0001 $2,775,000 $4,760,000 $3,620,000 $630,0001 $15,979,000
SEWER
Sewer Lift Station Reconstruction $3,4_00,000 $3,500,000 $3,700,000 $3,800,000 $3,800,000 $18,200,000
W Sewer Lining $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000
w TOTAL $4,400,000 $4,500,000 $4,700,000 $4,800,000 $4,800,000 $23,200,000
OD
STREETS& TRANSPORTATION
Arterial Rehabilitation $3,600,0001 $5,220,000 $5,220,000 $5,220,000 $5,220,000 $24,480,000
TS Modification at Brookhurst&Indianapolis $65,000 _ _ $65,000
TS Modification-Warner Avenue and Graham_ $195,000 $195,000
TS Modification-Warner and Nichols $_15,000 $15,000
Downtown Street Lighting $50,000 $600,000 $600,000 $600,000 $550,000 $2,400,000
TS Synchronization Edinger Avenue $95,000 $95,000
TS Synchronization Talbert Avenue $4,000 $4,000
ITS Synchronization Warner Avenue $80,000 $80,000
TOTAL $4,104,0001 $5,820,000 $5,820,000 $5,820,000 $5,770,0007 $$27,334,000
WATER
OC44 Pipeline Project $350,000 $350,000
Reservoir Security Improvements $515,900 $110,000 $625,000
Water Distribution Cathodic Protection $375,000 $75,000 $75,000 $75,000 $600,000
Water Production Improvements,Well-9 $150,000 $50,000 $200,000
Water Valve Replacement $260,000 1 _ $260,000
Water Main Replacement Program $1,250,000 $1,250,000 $2,500,000
TOTAL $2,900,000 $1,485,000 $75,000 $75,000 1 $4,535,000
TOTAL 1 $24,559,000 $20,710,000 $20,110,0001 $19,070,000 $15,955,000 $100,404,000
5 yr CIP by year
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Pump Stations Roof PROJECT DESCRIPTION: Provides for the repair and/or replacement of damaged roofs,fascia, hatches and
Replacement Program structural modifications at 15 flood control stations.
PROJECT NEED: The 15 flood control stations are over 50 years old. Spot repairs have been
FUNDING DEPARTMENT: utilized to address minor water and termite damage but many may require full
Public Works removal and replacement to protect operating equipment and electrical systems.
DEPT. PROJECT MGR: SOURCE DOCUMENT:
Brian Ragland
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20121 FY 21122 FY 22123 FY 23124 FY 24125
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2025/26 Construction $ 200,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000
Project Management $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000
Supplementals
R/W
PROJECT LOCATION Other
TOTAL $ 205,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000
•V y FUNDING SOURCES FY 20121 FY 21122 FY 22123 FY 23124 FY 24125
Infr Fund(314) $ 205,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000
TOTAL $ 205,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 825,000
M Additional annual cost: $0
Repair and/or replacement will reduce annual PROJECT TYPE: Rehabilitation
maintenance costs.
CATEGORY: Drainage
COMMENTS ON GRANTS/OTHER FUNDS:
Drainage PS Roof Replacement
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Heil Fire Station Apparatus PROJECT DESCRIPTION: Reconfiguration of the entry to the apparatus bay at Fire Station 8-Heil and door
Bay Entry replacement to provide proper access for the fire engine assigned to this station.
PROJECT NEED: The existing entrance to the apparatus bay is the original design and too low for
FUNDING DEPARTMENT: fire engines to enter without first modifying the apparatus by removing the
Fire mounted water deck gun.
DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A
Mark Daggett
STRATEGIC PLAN GOAL: Enhance and modernize public safety service delivery
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $125,000 $ 100,000
Project Management
Supplementals
w� R/W
o PROJECT LOCATION Other
L— Edin er Ave.
TOTAL $ 125,00E $ 100,00E
� � �
_ FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22123 FY 23/24
Infr Fund(314) $ 125,000 $ 100,000
St. #8
Heil cn
TOTAL $ 125,00E $ 100,00E
C0
E
_ MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 225,00E
ILO Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Fire Operating Budget.
Whrne ve.
_ CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Heil FS Apparatus Bay
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Lake Fire Station PROJECT DESCRIPTION: Renovation of Fire Station 5-Lake, including: reconfiguration, adding additional
Renovation square footage, additional restrooms and living quarters, kitchen renovation and
installation of ventilation and air conditioning system.
PROJECT NEED: Needed for gender accommodation and ADA compliance, in addition to better
FUNDING DEPARTMENT: use of space to accommodate additional apparatus and personnel at this fire
Fire station, which provides service to the rapidly developing downtown area.
DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A
Mark Daggett
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2019/20 Design/Environmental $ 125,000 $ 100,000
Construction Complete: FY 2020/21 Construction $ 1,500,000 $ 900,000
Project Management
Supplementals
R1W
PROJECT LOCATION Other
�1 TOTAL $ 1,625,000 $ 1,000,000
i
FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
TTIT Infr Fund(314) $ 1,005,000 $ 720,000
Fire Dev. Impact(231) $ 620,000 $ 280,000
I V
/i St. #5 -
Lake
TOTAL $ 11,625,0071 $ 1,000,000
i J MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 2,625,000
t�a Additional annual cost: $0
c' Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Fire Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Lake FS Renovation
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: PD South Substation PROJECT DESCRIPTION: Renovate and refurbish the Police Department's South Sub-Station. The South
Renovation Sub-Station is a historic building that is approximately 100 years old.
PROJECT NEED: The South Sub-Station is in disrepair and needs to have basic infrastructure
FUNDING DEPARTMENT: inspected and maintained. It also needs to be upgraded to modernize work
Police space.
DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A
Jon Haught
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 300,000
Project Management
Supplementals
w RIw
N PROJECT LOCATION Other
�a TOTAL $ 300,000
cor FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Infr Fund(314) $ 300,000
h�
South * `c
Substation
^`a^ TOTAL $ 300,000
ca
MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 300,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Police Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities PD South Substation Renovation
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Tabby Theater Renovation PROJECT DESCRIPTION: Complete renovation of the Story Time Theater at the Central Library- replace
carpet, paint, lighting, sound system, projection equipment and story time
supplies.
PROJECT NEED: The Tabby Theater has not been renovated in over 10 years. All elements of the
FUNDING DEPARTMENT: Theater are failing and need to be replaced, repaired or reconfigured to continue
Library Services providing service to our youngest citizens.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Vendor flooring quote 12 2019
Stephanie Beverage
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20121 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2019/20 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 50,000 $ 50,000
Project Management
Supplementals
W R/W
w PROJECT LOCATION Other
TOTAL $ 50,000 $ 50,000
5
V,W Oi Sd D, FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22/23 FY 23124
a Ink Fund(314) $ 50,000 $ 50,000
Ro Vrtla *
TOTAL LL 50,000 $ 50,000
li
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 100,0 00
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Library Services Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Central Library Tabby Theater
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Central Library Building PROJECT DESCRIPTION: The Central Library Building Security Alarm system needs to be
Alarm System Upgrade replaced/upgraded to protect the Central Library after hours and on holidays.
PROJECT NEED: The current security alarm system is failing and has many malfunctioning
FUNDING DEPARTMENT: elements. It was part of the original construction in 1975, with expansion in
Library Services 1994, The system is long overdue for replacement.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Battersby quote 2019
Stephanie Beverage
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2019/20 Design/Environmental
Construction Complete: FY 2020121 Construction $ 40,000 $ 68,000
Project Management $ 32,000
Supplementals
R1W
PROJECT LOCATION Other
TOTAL $ 40,000 $ 100,000
FUNDING SOURCES Prior FY 20121 FY 21/22 FY 22/23 FY 23/24
Ink Fund(314) $ 40,000 $ 100,000
TOTAL $ 40,000 $ 100,00E1 IL
MAINTENANCE COST IMPACT: 1i1TOTAL PROJECT COST: $ 140,000
Additional annual cost: $7,000
Annual monitoring and maintenance is currently in PROJECT TYPE: Rehabilitation
the Library budget at $7,000 annually.
CATEGORY: Facilities
COMMENTS ON GRANTS /OTHER FUNDS:
Facilities Central Library Alarm Upgrade
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Central Library Meeting PROJECT DESCRIPTION: The Central Library has 7 meeting rooms, all of which need new flooring,
Room Renovation audiovisual equipment and furniture. Most rooms have not been renovated
since the early 2000s.
PROJECT NEED: The Central Library meeting rooms handle over 1000 meetings a year. The
FUNDING DEPARTMENT: flooring, seating and tables all need to be replaced, to better serve the
Library Services community.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Vendor estimates
Stephanie Beverage
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24125
Design Complete: FY 2019/20 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 140,000
Project Management
Supplementals
w R/W
Cnn PROJECT LOCATION Other
TOTAL $ 140,000
V—os Sa a '
ip FUNDING SOURCES FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24/25
V.C-a ia Infr Fund(314) $ 140,000
TOTAL $ 140,000
MAINTENANCE COST IMPACT: HTOTAL PROJECT COST: $ 140,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Library Services Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Central Library Mtg Room Reno
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Central Library Fountain PROJECT DESCRIPTION: The Central Library fountains need to be restored. The two exterior and one
Restoration interior fountain need to have all their systems replaced and the concrete base
11 for each fountain needs to be completely reconstructed.
PROJECT NEED: Currently, the large exterior fountain on the Northwestern side of the building
FUNDING DEPARTMENT: cannot hold water, and the pump mechanism for all the fountains are over 40
Library Services years old, and only partially functional.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Only existing quote is from 2009 review/estimate.
Stephanie Beverage
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22123 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 30,000
Construction Complete: FY 2021/22 Construction $ 500,000
Project Management $ 30,000
Supplementals
ca R/W
rn PROJECT LOCATION Other
TOTAL $ 560,000
' s
Veb Do Sd DP'
FUNDING SOURCES FY 20/21 FY 21122 FY 22123 FY 23/24 FY 24/25
Park Dev. Impact(228) $ 560,000
�e Wb[tii
;�ga+
TOTAL $ 560,000
MAINTENANCE COST IMPACT: JHTOTAL PROJECT COST: $ 560,000
Additional annual cost: $20,000
y Based on past experience, some maintenance PROJECT TYPE: Rehabilitation
{ money will be required to maintain them.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Central Library Fountain Rest.
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: City Gym & Pool Facility PROJECT DESCRIPTION: The facility, built in 1931, was last renovated in the late 90's. The project
Improvements includes new office and multipurpose room flooring, UV system, re-plastering of
the pool, removal of the bleachers to increase program space, security system
upgrades, and remodel of staff offices for increased efficiency.
PROJECT NEED: Systems and flooring are aged. Pool equipment needs upgrading for safety and
FUNDING DEPARTMENT: efficiency purposes.
Community Services
DEPT. PROJECT MGR: SOURCE DOCUMENT: Vendor Quotes
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 220,000
Project Management
Supplementals
w R/yy
41
PROJECT LOCATION Other
TOTAL $ 220,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Infr Fund(314) $ 220,000
TOTAL $ 220,000
OMAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 220,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities City Gym & Pool Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Newland House Museum PROJECT DESCRIPTION: The wrought iron fencing surrounding the perimeter of the Newland House is in a
Fencing state of disrepair and in need of replacing. The fence was originally installed in
1984 as part of the initial Bartlett Park Development.
PROJECT NEED: New fencing around the entire perimeter is needed in order to maintain public
FUNDING DEPARTMENT: safety and prevent further deterioration.
Community Services
DEPT. PROJECT MGR: SOURCE DOCUMENT: Vendor Quote
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20121 FY 21122 FY 22123 FY 23124 FY 24125
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020121 Construction $ 115,000
Project Management
Supplementals
w R/W
00 PROJECT LOCATION Other
TOTAL $ 115,000
Y-1—Ave
FUNDING SOURCES FY 20121 FY 21122 FY 22123 FY 23124 FY 24/25
s -
Infr Fund(314) $ 115,000
;
9r.Tb•
TOTAL $ 115,000
" ""' D"TN.Dr MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 115,000
c Y
.Y.., K•ro.aaM Dr Additional annual cost: $0
r.Ve u qnr ,r_c
Ac.�n1t ` Fn.Tar1 DI Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
~ v CATEGORY: Facilities
9 papwuR Dr � r
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Newland House Museum Fencing
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Harbour View Clubhouse PROJECT DESCRIPTION: Preparation of scope of design for improvements to the facility to address ADA
Improvements conformance and aging equipment and materials throughout the building.
Exterior improvements to improve access and public use around the building will
also be included. Construction activity planned for FY21/22.
PROJECT NEED: Harbour View Park and Clubhouse were constructed in the early 1970's.
FUNDING DEPARTMENT: Improvements are needed to bring the building into current ADA compliance and
Community Services expand programming opportunities.
DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach Parks& Recreation Master Plan, February 2016
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 50,000
Construction Complete: FY 2021/22 Construction $ 500,000
Project Management
Supplementals
R/W
PROJECT LOCATION Other
TOTAL $ 50,000 $ 500,000
z LahainaOr tea\\„ oteo�av m
gr Heil Ave. (n FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24125
Park Dev. Impact(228) $ 50,000 $ 500,000
Harbour View
Harbour
View
11,ubourView TOTAL 00$ 50,0 $ 500,000
Clubhouse Pickwick Cir.
Sea Harbour Dr
r MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 550,000
Additional annual costa $0
vc StowawaygCir Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
2 included in Comm. Svcs. Operating Budget.
Barefoot Cir v
d Gir CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Harbour View Clubhouse Imp.
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Rodgers Seniors' Center PROJECT DESCRIPTION: Redevelopment of the Rodgers Seniors' Center park property to convert the area
Redevelopment into a neighborhood park. The Outreach building will remain and the Recreation
building demolished. Site improvements will include parking, walkways and
open turf.
PROJECT NEED: With senior programming moved to Central Park, there is a need to repurpose
FUNDING DEPARTMENT: the area into a neighborhood park based upon public input and Council direction
Community Services
DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach Parks& Recreation Master Plan, February 2016
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 50,000
Construction Complete: FY 2021/22 Construction $ 875,000 $ 875,000
Project Management
Supplementals
w R/W
cn
0 PROJECT LOCATION Other
TOTAL $ 925,000 $ 875,000
t- X.
FUNDING SOURCES FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Park Dev. Impact(228) $ 925,000 $ 875,000
it it
TOTAL $ 925,0071 $ 875,000
,A M
�+ y - MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,800,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New & Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Rodgers Sr Center Redevelopment
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Central Library Lower Level PROJECT DESCRIPTION: Design and construct ADA improvements to the lower level restrooms in the
ADA Restrooms original wing at Central Library to modernize and provide accessibility for
individuals with disabilities.
PROJECT NEED: This project is necessary to further the City's compliance with the Americans with
FUNDING DEPARTMENT: Disabilities Act.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: 15/16 Facilities Condition Assessment
Jerry Thompson
STRATEGIC PLAN GOAL: Enhance and maintain infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 31,000
Construction Complete: FY 2020/21 Construction $ 255,000
Project Management
Supplementals
w R/W
PROJECT LOCATION Other
TOTAL $ 286,000
w MgMnR a
5
v""Ow sa IN FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
`.r--a a CDBG(239) $ 286,000
Ro Vab lwl
TOTAL $ 286,007L IL
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 286,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities Central Library ADA RR
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project)
PROJECT TITLE: Civic Center Fire Alarm PROJECT DESCRIPTION: Replace the Civic Center fire alarm panel.
Replacement
PROJECT NEED: The existing fire alarm panel is no longer supported by the manufacturer and
FUNDING DEPARTMENT: replacement parts are limited.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: 15/16 Facilities Condition Assessment
Jerry Thompson
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: N/A Design/Environmental
Construction Complete: FY 2020/21 Construction $ 75,000 S 90,000
Project Management
Supplementals
�w R/W
ry PROJECT LOCATION Other
TOTAL $ 75,000 $ 90,000
FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Infr Fund(314) $ 75,000 $ 90,000
Yorktown Ave
�- TOTAL is 75,000 $ 90,000
I'. r
Y MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 165,000
J Additional annual cost: $0
tli,ca Ave Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS /OTHER FUNDS:
Facilities Civic Center Fire Alarm
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: City Hall Fire Pump PROJECT DESCRIPTION: Connect the existing fire pump to the emergency generator to ensure adequate
Replacement water pressure to the fire sprinkler system at City Hall during power outage.
PROJECT NEED: The existing fire pump is needed to maintain water pressure to the fire sprinkler
FUNDING DEPARTMENT: system at City Hall but is not operational during a power outage. This is a public
Public Works safety concern and required by HBFD.
DEPT. PROJECT MGR: SOURCE DOCUMENT: 15/16 Facilities Condition Assessment, Facilities Deferred Maintenance Plan,
Jerry Thompson Unfunded Facilities CIP Needs Assessment
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: N/A Design/Environmental
Construction Complete: FY 2020/21 Construction $ 70,000
Project Management
Supplementals
w R/W
w PROJECT LOCATION Other
TOTAL $ 70,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
lnfr Fund(314) $ 70,000
Yorktown Avn
i.. TOTAL $ 70,000
r-
Y MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 70,000
Additional annual cost: $0
ulna Awe Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS/OTHER FUNDS:
Facilities City Hall Fire Pump Replacement
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Fiber Expansion - PROJECT DESCRIPTION: This project provides a connection from City Hall to City facilities in the
Downtown Facilities downtown area. Locations include the Lake St. Fire Station, Library, Art Center,
parking structure and police substation. New conduit and fiber optic cable will be
installed and connect to the City Hall to Pier Plaza Fiber Optic.
PROJECT NEED: This programs is needed to improve connectivity between City Hall and the other
FUNDING DEPARTMENT: City facilities. This is strategic to the City's Fiber and Communications Master
Information Services Plan
DEPT. PROJECT MGR: SOURCE DOCUMENT: Fiber and Communications Master Plan
Anthony Evegan
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22123 FY 23/24 FY 24125
Design Complete: FY 2020/21 Design/Environmental $ 25,000
Construction Complete: FY 2020121 Construction $ 200,000
Project Management $ 25,000
Supplementals
R/W
PROJECT LOCATION Other
TOTAL $ 250,000
1 FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Infr Fund(314) $ 62,500
PEG Fund(243) $ 187,500
TOTAL $ 250,000
�i MAINTENANCE COST IMPACT: JHTOTAL PROJECT COST: $ 250,020
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New
included in IS Operating Budget.
CATEGORY: Facilities
COMMENTS ON GRANTS /OTHER FUNDS:
Facilities Fiber Expansion Downtown
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Fiber Expansion -City Utility PROJECT DESCRIPTION: This project provides a connection from City Hall to the City Utility Yard located
Yard at Garfield and Huntington. New conduit and fiber optic cable will be installed
from the intersection of Gothard and Garfield (installed as part of a FY 19/20
project)and the City Utility Yard.
PROJECT NEED: This programs is needed to improve connectivity between City Hall and the other
FUNDING DEPARTMENT: City facilities. This is strategic to the City's Fiber and Communications Master
Information Services Plan
DEPT. PROJECT MGR: SOURCE DOCUMENT: Fiber and Communications Master Plan
Anthony Evegan
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 25,000
Construction Complete: FY 2020/21 Construction $ 250,000
Project Management $ 25,000
Supplementals
W R/W
U" PROJECT LOCATION Other
TOTAL $ 300,000
1 FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24125
Sewer Service Fund(511) $ 75,000
j Water Fund(506) $ 225,000
m
TOTAL $ 300,000
(-Md A,.
_ s MAINTENANCE COST IMPACT: ITOTAL PROJECT COST: $ 300,000
_ Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New
\ ; included in IS Operating Budget.
CATEGORY: Facilities
� COMMENTS ON GRANTS /OTHER FUNDS:
Facilities Fiber Expansion Utility Yard
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Residential Overla PROJECT DESCRIPTION: Rehabilitation of residential streets with asphalt overlay within Maintenance Zone
3.
PROJECT NEED: Extend the useful life and improve the appearance and function of residential
FUNDING DEPARTMENT: streets.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 Pavement Management Plan
Todd Broussard
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020121 Construction $ 3,100,000 $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 3,500,000
Project Management
Supplementals
w R/W
0) PROJECT LOCATION Other
TOTAL $ 3,100,000 $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 3,500,000
FUNDING SOURCES FY 20/21 FY 21122 FY 22/23 FY 23/24 FY 24/25
Gas Tax 207) 2,350,000 3,300,000 3,300,000 3,300,000 3,300,000
Measure M(213) $ 500,000
Sewer Service Fund(511) $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
Water Fund(506) $ 150,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
TOTAL $ 3,100,000 $ 3,500,000 $ 3,500,000 $ 3,500,000 $ 3,500,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 17,100,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
��- CATEGORY: Neighborhood
COMMENTS ON GRANTS /OTHER FUNDS:
Neighborhood Residential Overlay
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Residential Curb Ramps PROJECT DESCRIPTION: Installation of curb access ramps in conjunction with maintenance improvements
in Zone 3
PROJECT NEED: Curb access ramps are required when adjacent streets are altered or
FUNDING DEPARTMENT: rehabilitated.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 Pavement Management Plan
Todd Broussard
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20121 FY 21122 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000
Project Management
Supplementals
R/W
Cn
PROJECT LOCATION Other
TOTAL $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22123 FY 23/24 FY 24125
Measure M(213) $ 400,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000
CDBG (239) $ 400,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000
' TOTAL $ 800,000 $ 800,000 $ 800,000 1 $ 800,000 $ 800,000
MAINTENANCE COST IMPACT: JHTOTAL PROJECT COST: $ 4,000,000
_ Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New
included in Public Works Operating Budget.
�^- CATEGORY: Neighborhood
COMMENTS ON GRANTS/OTHER FUNDS:
Neighborhood Residential Curb Ramps
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Residential Alleys PROJECT DESCRIPTION: Program to rehabilitate the City's alleys. Locations will be determined based on
the alley condition survey, in order of severity.
PROJECT NEED: The City has over 30 miles of alleys which do not have a dedicated funding
FUNDING DEPARTMENT: source, resulting in poor conditions.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: Condition Survey of Alleys
Todd Broussard
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000
Project Management
Supplementals
w RIW
co PROJECT LOCATION Other
TOTAL $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
- _ Infr Fund(314) $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000
TOTAL $ 300,000 $ 300,000 1 $ 300,00F1 $ 300,000 1 $ 300,000
i._ MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 1,500,000
< Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Neighborhood
COMMENTS ON GRANTS/OTHER FUNDS:
Neighborhood Residential Alleys
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project)
PROJECT TITLE: Central Park Restrooms PROJECT DESCRIPTION: This project includes demolition and construction of six (6)Central Park restroom
buildings. Three of the six restroom buildings have been completed.
Construction of the final three restroom buildings are expected to be awarded by
June 2021.
PROJECT NEED: Existing restrooms are over 40 years old. Design improvements are needed to
FUNDING DEPARTMENT: address efficiency and public safety.
Community Services
DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach Parks& Recreation Master Plan, February 2016
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete. FY 2020121 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 2,350,000
Project Management
Supplementals
w R/W
PROJECT LOCATION Other
a TOTAL $ 2,350,000
FUNDING SOURCES Prior FY 20121 FY 21/22 FY 22/23 FY 23/24
Quimby Fees (226) $ 2,350,000
mCentral Library
TOTAL $ 2,350,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 2,350,200JI
Additional annual cost: $0
Any unanticipated maintenance cost wi:be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Bu
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS /OTHER FUNDS:
Parks & Beaches Central Park Restrooms
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Murdy& Edison CC PROJECT DESCRIPTION: Murdy and Edison Community Centers were constructed in the early 1970's.
Building Improvements Modifications are needed in order to improve accessibility, safety and energy
efficiency of the lobby areas and activity rooms. Improvements at Murdy were
completed in FY 19/20. Edison improvements are scheduled for FY 20/21.
PROJECT NEED: Remodel of the lobbies and classrooms will update the centers, improve
FUNDING DEPARTMENT: accessibility and flow, and reduce the likelihood of falls. Remodel of the
Community Services restrooms including the addition of a ramp to comply with ADA requirements.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Parks& Recreation Master Plan, February 2016
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2020121 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 2,420,000
Project Management
Supplementals
R/W
o PROJECT LOCATION Other
TOTAL $ 2,420,000
Murd
FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Park Dev. Impact(228) $ 2,420,000
I
sb
TOTAL $ 2,420,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 2,420,000
Additional annual cost: $0
I Edisop Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
-d' included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS /OTHER FUNDS:
Parks& Beaches Edison CC Building Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Bluff Top Park PROJECT DESCRIPTION: Renovations to the Bluff Top Park area, including replacement of access ramp
Improvements and stairway railing, turf mitigation and enhanced landscaping at public access
nodes. The requested funds are in addition to the approved State funding to
replace guardrail and pathway widening and resurfacing.
PROJECT NEED: Bluff Top Park was constructed in the mid-1990's. Renovations are needed to
FUNDING DEPARTMENT: address improvements affected by the marine environment and to maintain
Community Services access and safety in the area.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Master Facilities Plan for the City of Huntington Beach, October 2011
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21122 FY 22/23 FY 23/24
Design Complete: FY 2020/21 Design/Environmental $ 24,600 $ 200,000
Construction Complete: FY 2020/21 Construction $ 1,624,400 $ 1,100,000 $ 1,150,000
Project Management
Supplementals
w R/W
PROJECT LOCATION Other
TOTAL $ 1,649,000 $ 1,300,000 $ 1,150,000
1
FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22/23 FY 23124
Park Dev. Impact(228) $ 1,300,000 $ 1,150,000
Blufftop Grant(1256) $ 1,649,000
TOTAL $ 1,649,000 $ 9,300,000 $ 1,150,000
MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 4,099,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
Parks& Beaches Blufftop Park Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Central Park Group Picnic PROJECT DESCRIPTION: Repurposing of the group picnic shelter area and adjacent playgrounds. Project
Area Improvements includes conceptual design, removal of the picnic shelter, redesign of the area,
and installation of new ADA accessible playground equipment.
PROJECT NEED: Group picnic shelter is in disrepair. The patio cover structure is failing and BBQs
FUNDING DEPARTMENT: are corroded. Complete demolition of the facility is needed to allow for
Community Services repurposing of the area for public use. Tot lots are in need of ADA upgrades.
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020121 Design/Environmental $ 30,000
Construction Complete: FY 2021/22 Construction $ 1,294,000
Project Management
Supplementals
w R/W
r6v' PROJECT LOCATION Other
TOTAL $ 1,324,000
FUNDING SOURCES FY 20/21 FY 21122 FY 22/23 FY 23/24 FY 24/25
Quimby Fees(226) $ 550,000
�- Park Dev. Impact(228) $ 774,000
., M S.rt r:[nby Pvt D
s i TOTAL $ 1,324,000
MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,324,000
Additional annual cost $0
j Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
Few.
COMMENTS ON GRANTS /OTHER FUNDS:
Parks & Beaches Central Park Picnic Area Imp.
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Playground Equipment PROJECT DESCRIPTION: Many play units in the City are coming to the end of their life expectancy and are
Improvements in need of replacement. The Community Services Commission and City Council
approved a playground equipment replacement priority list to start replacing play
equipment as funding becomes available.
PROJECT NEED: Installation of new playground equipment and site improvements at Bushard and
FUNDING DEPARTMENT: Circle View Park tot lots. Existing equipment is over 20 years old. Improvements
Community Services are also needed in order to comply with ADA requirements.
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 370,000 $ 600,000 $ 610,000 $ 620,000 $ 630,000
Project Management
Supplementals
R/W
rn
PROJECT LOCATION Other
TOTAL $ 370,000 $ 600,000 $ 610,000 $ 620,000 $ 630,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Park Dev. Impact(228) $ 370,000 $ 600,000 $ 610,000 $ 620,000 $ 630,00E
TOTAL $ 370,00E $ 600,00E $ 610,00E1 $ 620,00E1 $ 630,00E
MAINTENANCE COST IMPACT: HTOTAL PROJECT COST: $ 2,83E 0000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
Parks& Beaches Playground Equip. Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: LeBard Park Improvements PROJECT DESCRIPTION: Installation of new playground equipment, turf, irrigation, and concrete walkway
rehabilitation.
PROJECT NEED: The play equipment is over 25 years old and out of ADA compliance for
FUNDING DEPARTMENT: accessibility. Open space turf and irrigation are in need of renovation. New
Community Services walkways are needed to address cracking and uneven surfaces
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Equipment Priority Replacement List
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24125
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 550,000
Project Management
Supplementals
W R/W
PROJECT LOCATION Other
TOTAL $ 550,000
LeBard Park
FUNDING SOURCES FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Park Dev. Impact(228) $ 550,000
TOTAL $ 550,000
MAINTENANCE COST IMPACT: HTOTAL PROJECT COST: $ 550,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New & Rehabilitation
included in Comm. Svs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS /OTHER FUNDS:
Parks & Beaches Lebard Park Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Schroeder Park PROJECT DESCRIPTION: Phase I includes the installation of new tot lot play equipment and access
Improvements walkways. Phase II includes construction of new walkways, security lighting,
improved irrigation, turf renovation and enhanced landscaping to be in line with
water conservation measures.
PROJECT NEED: Play equipment is not in compliance with ADA and the park currently lacks any
FUNDING DEPARTMENT: accessible walkways.
Community Services
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List. Council
Chris Slama approved project on September 3, 2019.
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2019/20 Design/Environmental
Construction Complete: FY 2021/22 Construction $ 300,000 $ 700,000
Project Management
Supplementals
w R1W
rn
U' PROJECT LOCATION Other
i
TOTAL $ 300,000 $ 700,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Park Dev. Impact(228) $ 300,000 $ 700,000
I
I
f
sa.
TOTAL $ 300,006'1 $ 700,000
MAINTENANCE COST IMPACT: HTOTAL PROJECT COST: $ 1,000,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
A grant has been submitted to the State Dept of
Parks& Recreation for this project. If approved
the bud et would be reduced to$98k.
Parks & Beaches Schroeder Park Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Carr Park Improvements PROJECT DESCRIPTION: Improvements include addressing accessibility issues throughout the park with
new walkways, ADA compliant picnic tables, improved access around the fishing
pond and new themed play equipment to meet current ADA requirements. The
pond bottom will also be resurfaced.
PROJECT NEED: Carr Park was constructed in 1972 and the play equipment is over 21 years old
FUNDING DEPARTMENT: and in need of replacement. The pond also needs to be resurfaced and the
Community Services drainage system modified.
DEPT. PROJECT MGR: SOURCE DOCUMENT: General Plan Goals ERC-6 and ERC-10. Council approved project on
Chris Slama September 3, 2019.
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24125
Design Complete: FY 2022/23 Design/Environmental $ 50,000
Construction Complete: FY 2023/24 Construction $ 1,450,000 $ 1,500,000
Project Management
Supplementals
ca R/W
rn
PROJECT LOCATION Other
TOTAL $ 1,500,000 $ 1,500,000
HMI A. FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24125
Park Dev. Impact(228) $ 1,500,000 $ 1,500,000
clenA Dr
c..P.° J...D, r
W—cn
J Cr.n U.11 D,
U, A...11-1 2 ;
K.n E,lct C11 m TOTAL $ 11,500.0071 $ 1,500,000
it = Doyl.Dr i.rin Ml•Dr E
MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3,000,000
S„IOUs Dr
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
Parks& Beaches Carr Park Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Drew Park Rehabilitation PROJECT DESCRIPTION: Improvements to Drew Park include installation of new playground equipment,
soil and turf remediation, renovated sand volleyball court, new walkways,
security lighting, and improved irrigation.
PROJECT NEED: The playground equipment at the park is over 21 years old. Improvements are
FUNDING DEPARTMENT: also needed in order to comply with ADA requirements.
Community Services
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List. Council
Chris Slama approved project on September 3, 2019.
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21122 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2021/22 Design/Environmental $ 50,000
Construction Complete: FY 2022/23 Construction $ 1,150,000
Project Management
Supplementals
w R1W
CD
PROJECT LOCATION Other
TOTAL $ 50,000 $ 1,150,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Park Dev. Impact(228) $ 50,000 $ 1,150,000
TOTAL $ 50,000 $ 1,150,000
MAINTENANCE COST IMPACT: lilTOTAL PROJECT COST: $ 1,200,000
Additional annual costa $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
• included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
Parks& Beaches Drew Park Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Edison Park Improvements PROJECT DESCRIPTION: Renovation and possible relocation of tennis courts, concrete walkway
replacement, tot lot improvements, as well as irrigation system upgrades
PROJECT NEED: Improvements are needed to address aging infrastructure and damage resulting
FUNDING DEPARTMENT: from significant land subsidence.
Community Services
DEPT. PROJECT MGR: SOURCE DOCUMENT: Master Facilities Plan for the City of Huntington Beach, October 2011
Chris Slama
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23124 FY 24125
Design Complete: FY 2022/23 Design/Environmental $ 75,000
Construction Complete: FY 2023/24 Construction $ 1,500,000 $ 1,500,000
Project Management
Supplementals
w RIW
ono PROJECT LOCATION Other
y TOTAL $ 75,000 $ 1,500,000 $ 1,500,000
Edison Park f FUNDING SOURCES FY 20/21 FY 21/22 FY 22123 FY 23/24 FY 24/25
Park Dev. Impact(228) $ 75,000 $ 1,500,000 $ 1,500,000
du! 5 6S
S.tiYUi Fry C, r
P s!Aw—o,
TOTAL $ 75,000 $ 1,500,000 $ 1,500,000
c 1py6 S c (
�« MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 3,075 0000
exam «•.
Additional annual costa $0
r c Ka�
' Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Comm. Svcs. Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
Parks& Beaches Edison Park Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Central Park Improvements PROJECT DESCRIPTION: Upgrade the irrigation system to improve turf and tree conditions. This request is
for Phase II: replacement of irrigation pumps.
PROJECT NEED: Improve irrigation capabilities and minimize water waste within Central Park.
FUNDING DEPARTMENT: Improve aesthetic, safety and function of Central Park.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: Central Park Capital Improvement Plan, Huntington Central Park Committee
Denny Bacon
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24125
Design Complete: N/A Design/Environmental
Construction Complete: FY 2020121 Construction $ 250,000 $ 200,000
Project Management
Supplementals
w R/W
PROJECT LOCATION Other
TOTAL $ 250,000 $ 200,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
lnfr Fund(314) $ 250,000 $ 200,000
Talbe,t Ave
Central Park _
M N
r
TOTAL $ 250,000 $ 200,000
I-""A„e MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 450,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Parks& Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
Parks & Beaches Central Park Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Beach Shower and Water PROJECT DESCRIPTION: Replace 5 beach showers and 10 water fountains along the beach front.
Fountain Replacement
PROJECT NEED: Existing showers and drinking fountains have deteriorated from marine exposure
FUNDING DEPARTMENT: and heavy use. Excessive maintenance is required to keep fixtures operational.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: NA
Denny Bacon
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: N/A Design/Environmental
Construction Complete: FY 2020/21 Construction $ 100,000
Project Management
Supplementals
w R/W
o PROJECT LOCATION Other
TOTAL $ 100,000
FUNDING SOURCES FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24125
�}-- Infr Fund(314) $ 100,000
TOTAL $ 100,000
MAINTENANCE COST IMPACT: HTOTAL PROJECT COST: $ 100,000
IAdditional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
y _
included in Public Works Operating Budget.
CATEGORY: Parks & Beaches
COMMENTS ON GRANTS/OTHER FUNDS:
Parks& Beaches Beach Shower Replacement
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Sewer Lift Station PROJECT DESCRIPTION: This program will design and reconstruct the City's Sewer Lift Stations(LS). Mc
Reconstruction Fadden LS will be constructed in FY 20121. Construction for outlying years are
New Britain LS (FY 21/22)and Bushard LS(FY 22/23).
PROJECT NEED: This program will rebuild the City's sewer lift stations which are over 50 years old.
FUNDING DEPARTMENT:
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2003 Sewer Master Plan
Andy Ferrigno
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000
Construction Complete: FY2021/22 Construction $ 3,000,000 $ 3,100,000 $ 3,300,000 $ 3,400,000 $ 3,400,000
Project Management $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
Supplementals $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
w R/W
~ PROJECT LOCATION Other
TOTAL $ 3,400,000 $ 3,500,000 $ 3,700,000 $ 3,800,000 $ 3,800,000
MO adden Ave.
err .. FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23124 FY 24/25
Sewer Service Fund(511) $ 1,900,000 $ 2,800,000 $ 3,100,000 $ 3,500,000 $ 3,500,000
Sewer Development Fee(210) $ 1,500,000 $ 700,000 $ 600,000 $ 300,000 $ 300,000
TOTAL $ 3,400,000 $ 3,500,000 $ 3,700,00011 $ 3,800,00011 $ 3,800,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 18,200,000
05
~� Additional annual cost: $0
d
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
�• • included in Public Works Operating Budget.
CATEGORY: Sewer
COMMENTS ON GRANTS/OTHER FUNDS:
Sewer Sewer LS Reconstruction
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Sewer Lining PROJECT DESCRIPTION: This program will line various sewer mains, throughout the City, as identified
11 through Closed Circuit Television (CCTV) inspection.
PROJECT NEED: Project will extend the life of existing sewer main lines.
FUNDING DEPARTMENT:
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2003 Sewer Master Plan
Todd Broussard
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000
Project Management
Supplementals
R/W
N PROJECT LOCATION Other
TOTAL $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000
_ 4u
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
r Sewer Service Fund(511) $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000
TOTAL $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 1 $ 1,000,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 5,000,000
Additional annual cost. $0
'• Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Sewer
COMMENTS ON GRANTS/OTHER FUNDS:
Sewer Sewer Lining
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Arterial Rehabilitation PROJECT DESCRIPTION: Streets scheduled for rehabilitation include Atlanta (Delaware to Beach),
Newland (Ellis-Talbert), Talbert (Springdale-Edwards), Garfield (Main-
Delaware), Brookhurst (Garfield-Yorktown), Warner(Algonquin-Brightwater),
and Edinger(Countess-Saybrook), as budget allows.
PROJECT NEED: Required to meet the goals of the Pavement Management Plan
FUNDING DEPARTMENT:
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 Pavement Management Plan
Todd Broussard
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 3,500,000 $ 5,120,000 $ 5,120,000 $ 5,120,000 $ 5,120,000
Project Management $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
Supplementals $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,00E
c> R/W
PROJECT LOCATION Other
{- TOTAL $ 3,600,00E $ 5,220,00E $ 5,220,00E $ 5,220,000 $ 5,220,000
FUNDING SOURCES FY 20/21 FY 21122 FY 22/23 FY 23/24 FY 24/25
f 1
Measure M(213) $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,00E
Infr Fund(314) $ 420,000 $ 420,000 $ 420,000 $ 420,000 $ 420,000
RMRA (1247) $ 3,180,000 $ 3,800,000 $ 3,800,000 $ 3,800,000 $ 3,800,000
° TOTAL $ 3,600,00E 1 $ 5,220,00E $ 5,220,00F1 $ 5,220,00E 1 $ 5,220,00E
•• 7
` MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 24,482,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Streets
COMMENTS ON GRANTS/OTHER FUNDS:
Streets&Transportation Arterial Rehabilitation
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: TS Modification at PROJECT DESCRIPTION: Replace conduit, wiring and signal heads at the intersection of Brookhurst Street
Brookhurst& Indianapolis and Indianapolis Avenue. The conduit and wiring have been experiencing
service issues over the last several years and this project will provide for more
reliable operations.
PROJECT NEED: The existing conduit and circuitry are deteriorated and experience a high
FUNDING DEPARTMENT: frequency of maintenance issues.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: NA
William Janusz
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2020/21 Design/Environmental $ 2,000
Construction Complete: FY 2020121 Construction $ 55,000 $ 55,000
Project Management $ 10,000
Supplementals
R/W
PROJECT LOCATION Other
o TOTAL $ 57,000 $ 65,000
Garfield Ave � m m 3
FUNDING SOURCES Prior FY 20/21 FY 21122 FY 22/23 FY 23/24
Gas Tax(207) $ 2,000
//Ad.�
Prop 42(219) $ 55,000 $ 65,000
i
is
TOTAL $ 57,000 $ 65,000
MAINTENANCE COST IMPACT: 1i1TOTAL PROJECT COST: $ 122,000
AN aA- Additional annual cost: ($500)
Project will result in an annual cost savings PROJECT TYPE: Rehabilitation
CATEGORY: Transportation
! COMMENTS ON GRANTS/OTHER FUNDS:
\ fig
Streets &Transportation TS Mod Brookhurst& Indy
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: TS Modification -Warner PROJECT DESCRIPTION: Install left-turn arrows at the intersection of Warner Avenue and Graham Street.
Avenue and Graham East-West Warner Avenue will be modified in a manner that left-turns will only
occur on a green left arrow. North-South Graham Street will be modified to
provide protected-permissive left-turn arrows.
PROJECT NEED: Improve safety by installing left turn arrows.
FUNDING DEPARTMENT:
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: NA
William Janusz
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23124
Design Complete: FY 2020/21 Design/Environmental $ 15,000
Construction Complete: FY 2020/21 Construction $ 150,000 $ 195,000
Project Management $ 15,000
Supplementals
w R/W
01 PROJECT LOCATION Other
L TOTAL $ 180,000 $ 195,000
1 FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22/23 FY 23124
-•• i -- Prop 42(219) $ 180,000
Traffic Impact Fee(206) $ 195,000
Eiyn
TOTAL $ 180,000 $ 195,000
MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 375,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New
included in Public Works Operating Budget.
CATEGORY: Transportation
COMMENTS ON GRANTS/OTHER FUNDS:
Streets&Transportation TS Mod Warner&Graham
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: TS Modification -Warner PROJECT DESCRIPTION: Replace conduit, wiring, and signal heads at the intersection of Warner Avenue
and Nichols and Nichols Street. The conduit and wiring have been experiencing service
issues over the past several years and this project will provide for a more reliable
operation.
PROJECT NEED: The existing conduit and circuitry are severely deteriorated and experience a
FUNDING DEPARTMENT: high frequency of maintenance issues.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: NA
William Janusz
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2020/21 Design/Environmental $ 15,000
Construction Complete: FY 2020/21 Construction $ 75,000 $ 15,000
Project Management $ 5,000
Supplementals
V R/W
PROJECT LOCATION Other
TOTAL $ 95,000 $ 15,000
FUNDING SOURCES Prior FY 20/21 FY 21122 FY 22/23 FY 23/24
Prop 42(219) $ 95,000 $ 15,000
TOTAL $ 95,000 $ 15,000
MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 110,000
Additional annual cost: ($500)
I This project will result in a cost savings PROJECT TYPE: Rehabilitation
A CATEGORY: Transportation
—C COMMENTS ON GRANTS/OTHER FUNDS:
Streets&Transportation TS Mod Warner& Nichols
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Downtown Street Lighting PROJECT DESCRIPTION: Replace high-voltage street lighting circuits in the downtown area. This multi-
year undertaking will address approximately seven blocks each year(design and
construction in successive FY). The FY 20/21 design is along Crest Avenue
from 14th Street to Main Street. Construction will be along Orange.
PROJECT NEED: The current circuits are severely deteriorated and operate at a very high voltage
FUNDING DEPARTMENT: which is not fully supported by Southern California Edison.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A
William Janusz
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 50,000 $ 50,000 $ 50,000 $ 50,000
Construction Complete: FY 2021/22 Construction $ 500,000 $ 500,000 $ 500,000 $ 500,000
Project Management $ 15,000 $ 15,000 $ 15,000 $ 15,000
Supplementals $ 35,000 $ 35,000 $ 35,000 $ 35,000
w RIW
v PROJECT LOCATION Other
TOTAL $ 50,000 $ 600,000 $ 600,000 $ 600,000 $ 550,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22123 FY 23/24 FY 24/25
Prop 42(219) $ 50,000 $ 600,000 $ 600,000 $ 600,000 $ 550,000
TOTAL $ 50,000 $ 600,000 $ 600,000 $ 600,000 $ 550,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 2,400 0000
Additional annual cost: ($2,000)
This project will result in a savings. PROJECT TYPE: Rehabilitation
CATEGORY: Transportation
COMMENTS ON GRANTS/OTHER FUNDS:
Streets&Transportation Downtown Street Lighting
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: TS Synchronization PROJECT DESCRIPTION: Provide operational and infrastructure improvements along Edinger Avenue from
Edinger Avenue Bolsa Chica Street to Newland Street. This is a multijurisdictional project
including Caltrans and the cities to the east along the corridor. Work within HB
includes signal timing, CCTV and fiber optic cable installation.
PROJECT NEED: Upgrading communication will provide for greater system reliability. Signal
FUNDING DEPARTMENT: timing will improve traffic flow and minimize stops and delays.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: Signal System Master Plan
William Janusz
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20121 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 15,000
Construction Complete: FY 2020/21 Construction $ 70,000
Project Management $ 10,000
Supplementals
R/W
°' PROJECT LOCATION Other
TOTAL $ 95,000
FUNDING SOURCES FY 20/21 FY 21122 FY 22/23 FY 23124 FY 24/25
AQMD(201) $ 95,000
_ I
'.r TOTAL 1 $ 95,000
ti MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 95,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New
included in Public Works Operating Budget.
CATEGORY: Transportation
COMMENTS ON GRANTS/OTHER FUNDS:
OCTA is managing the grant and schedule and is
contributing $2,018,000 (HB segment only).
Streets &Transportation TS Synch Edinger
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: TS Synchronization Talbert PROJECT DESCRIPTION: Provide operational and infrastructure improvements along Talbert Avenue from
Avenue Beach Boulevard to Newland Street. This is a multijurisdictional project including
Caltrans and the cities to the east along the corridor. Work within HB includes
signal, new traffic signal controllers, and signal timing updates.
PROJECT NEED: Upgrading communication will provide for greater system reliability. Signal
FUNDING DEPARTMENT: timing will improve traffic flow and minimize stops and delays.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: Signal System Master Plan
William Janusz
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 1,500
Construction Complete: FY 2020/21 Construction $ 1,500
Project Management $ 1,000
Supplementals
w R1W
4
PROJECT LOCATION _ Other
TOTAL $ 4,000
FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
t Ai
AQMD(201) $ 4,000
TOTAL $ 4,000.• MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 4,000
1Additional annual costa $0
Any unanticipated maintenance cost will be PROJECT TYPE: New
i, included in Public Works Operating Budget.
' CATEGORY: Transportation
COMMENTS ON GRANTS/OTHER FUNDS:
OCTA is managing the grant and schedule and is
contributing approximately$57,0000 (HB
segment only).
Streets& Transportation TS Synch Talbert
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: TS Synchronization Warner PROJECT DESCRIPTION: Provide operational and infrastructure improvements along Warner Avenue from
Avenue PCH to Newland Street. This is a multijurisdictional project including Caltrans
and the cities to the east along the corridor. Work within HB includes signal
timing, CCTV, and fiber optic cable installation.
PROJECT NEED: Upgrading communication will provide for greater system reliability. Signal
FUNDING DEPARTMENT: timing will improve traffic flow and minimize stops and delays.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: Signal System Master Plan
William Janusz
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 20,000
Construction Complete: FY 2020/21 Construction $ 50,000
Project Management $ 10,000
Supplementals
W R1W
00
o PROJECT LOCATION Other
TOTAL $ 80,000
9
FUNDING SOURCES FY 20/21 FY 21/22 FY 22123 FY 23/24 FY 24/25
AQMD(201) $ 80,000
- -- TOTAL Is 80,000
\, r 1 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 80,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New
included in Public Works Operating Budget.
CATEGORY: Transportation
COMMENTS ON GRANTS/OTHER FUNDS:
OCTA is managing the grant and schedule and is
contributing approximately$1,582 200. (HB
segment only)
Streets &Transportation TS Synch Warner
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: OC44 Pipeline Project PROJECT DESCRIPTION: The OC44 pipeline is jointly owned with Mesa Water. The project will repair an
existing segment of the 42-inch pipeline under San Diego Creek in Newport
Beach.
PROJECT NEED: OC44 is a critical water transmission pipeline that conveys water from MWD to
FUNDING DEPARTMENT: the City. This pipeline is the City's only source of imported water in the
Public Works southeast portion of the City.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Consistent with the 2016 Water Master Plan.
Andrew Ferrigno
STRATEGIC PLAN GOAL: Enhance and maintain infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23124
Design Complete: FY 2018/19 Design/Environmental
Construction Complete: FY 2020/21 Construction $ 1,200,000 $ 350,000
Project Management $ 120,000
Supplementals $ 80,000
w R/W
co PROJECT LOCATION Other
TOTAL $ 1,400,000 $ 350,000
"} FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
.-- Water Master Plan (507) $ 1,400,000 $ 350,000
f` TOTAL11$ 1,400,000 $ 350,000
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 1,750,0 00
'�� ---- Additional annual costa $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Water
COMMENTS ON GRANTS/OTHER FUNDS:
Water OC44 Pipeline Project
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Reservoir Security PROJECT DESCRIPTION: Project provides for the design and construction of site security for the Peck and
Improvements Springdale Reservoir facility.
PROJECT NEED: This critical facility lacks any site security other than site fencing. This project will
FUNDING DEPARTMENT: provide enhanced site security to protect this potable water facility.
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: Consistent with the 2016 Water Master Plan Update.
Andrew Ferrigno
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2020/21 Design/Environmental $ 50,000 $ 50,000
Construction Complete: FY 2021/22 Construction $ 400,000 $ 100,000
Project Management $ 40,000 $ 10,000
Supplementals $ 25,000
R/W
co
N PROJECT LOCATION Other
TOTAL $ 50,00E $ 515,000 $ 110,000
FUNDING SOURCES Prior FY 20121 FY 21/22 FY 22/23 FY 23124
Water Master Plan(507) $ 50,000 $ 515,000 $ 110,000
x
4 TOTAL $ 50,00E 1L$ 515,00E $ 110,00E
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 675,00E
Additional annual cost: $1,000
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Water
COMMENTS ON GRANTS/OTHER FUNDS:
Water Reservoir Security Improvements
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Water Distribution PROJECT DESCRIPTION: This project provides annual monitoring and routine maintenance for the City's
Cathodic Protection Cathodic Protection System.
PROJECT NEED: Cathodic protection systems enhance metallic pipeline longevity and reliability.
FUNDING DEPARTMENT:
Public Works
DEPT. PROJECT MGR: SOURCE DOCUMENT: Consistent with the 2016 Water Master Plan Update.
Andrew Ferrigno
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20/21 FY 21/22 FY 22/23 FY 23/24
Design Complete: On-going/Varies Design/Environmental $ 100,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000
Construction Complete: On-going/Varies Construction $ 250,000
Project Management $ 30,000
Supplementals $ 20,000
w R/W
w PROJECT LOCATION Other
TOTAL $ 100,00E $ 375,000 $ 75,000 $ 75,000 $ 75,000
FUNDING SOURCES Prior FY 20121 FY 21/22 FY 22/23 FY 23124
Water Master Plan(507) $ 100,000 $ 375,000 $ 75,000 $ 75,000 $ 75,000
TOTAL $ 100,00E $ 375.0071 $ 75,0071 $ 75,00E $ 75,000
[ r
d p MAINTENANCE COST IMPACT: HTOTAL PROJECT COST: $ 700,000
1` s Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New & Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Water
COMMENTS ON GRANTS/OTHER FUNDS:
Water Water Distribution CP
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project)
PROJECT TITLE: Water Production PROJECT DESCRIPTION: This project will provide funds to install plastic media as a pretreatment to the
Improvements, Well 9 GAC system. It will also fund the study, design, and installation of backwash
equipment.
PROJECT NEED: Well 9 GAC Treatment System requires excessive maintenance. This project is
FUNDING DEPARTMENT: an effort to retrofit the treatment system to provide less labor intensive backwash
Public Works cycles, thus reducing water production maintenance costs.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Consistent with routine maintenance for the Water Production Facilities.
Andrew Ferrigno
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
Approved Requested
SCHEDULE: PROJECT COSTS Prior FY 20121 FY 21/22 FY 22/23 FY 23/24
Design Complete: FY 2021/22 Design/Environmental $ 40,000 $ 50,000
Construction Complete: FY 2021/22 Construction $ 100,000 $ 50,000
Project Management
Supplementals
w R/W
00
PROJECT LOCATION Other
TOTAL $ 40,000 $ 150,000 $ 50,000
FUNDING SOURCES Prior FY 20/21 FY 21/22 FY 22123 FY 23/24
Water Master Plan (507) $ 40,000 $ 150,000 $ 50,000
x
TOTAL $ 40,000 $ 150.000 $ 50,000
J MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 240,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: New &Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Water
COMMENTS ON GRANTS/OTHER FUNDS:
Water Water Production Well 9
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION(New)
PROJECT TITLE: Water Valve Replacement PROJECT DESCRIPTION: This project will provide funds to remove and replace fifty(50)water distribution
11 valves.
PROJECT NEED: Water valves have approximately 35-50 year functional lifetime. Maintenance
FUNDING DEPARTMENT: staff will provide labor for this project. This project is also used to obtain AC pipe
Public Works samples for the City's on gong AC Pipe Study.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Consistent with routine maintenance for the Water Distribution Facilities.
Andrew Ferrigno
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24125
Design Complete: FY 2020/21 Design/Environmental $ 10,000
Construction Complete: FY 2020/21 Construction $ 250,000
Project Management
Supplementals
w R/W
00 PROJECT LOCATION Other
TOTAL $ 260,000
FUNDING SOURCES FY 20/21 FY 21122 FY 22/23 FY 23/24 FY 24/25
Water Fund(506) $ 260,000
TOTAL 11 $ 260,000711
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 260,000
Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Water
COMMENTS ON GRANTS/OTHER FUNDS:
Water Water Valve Replacement
CITY OF HUNTINGTON BEACH
CAPITAL IMPROVEMENT PROJECT INFORMATION (New)
PROJECT TITLE: Water Main Replacement PROJECT DESCRIPTION: Replace water mains in areas with insufficient water main size, or in areas where
Program pipelines are at the end of their functional lifetime. In FY 20/21, it is the Varsity
and Edwards Project.
PROJECT NEED: The majority of the City's potable water pipelines are asbestos cement pipe
FUNDING DEPARTMENT: which is subject to both internal and external corrosion. The replacement of
Public Works these pipelines is warranted to provide a reliable potable water infrastructure.
DEPT. PROJECT MGR: SOURCE DOCUMENT: Consistent with the 2016 Water Master Plan and routine water maintenance.
Andrew Ferrigno
STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure
SCHEDULE: PROJECT COSTS FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Design Complete: FY 2020/21 Design/Environmental $ 100,000 $ 100,000
Construction Complete: FY 2021/22 Construction $ 1,000,000 $ 1,000,000
Project Management $ 100,000 $ 100,000
Supplementals $ 50,000 $ 50,000
w R/W
rn PROJECT LOCATION Other
TOTAL $ 1,250,000 $ 1,250,000
i FUNDING SOURCES FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Water Master Plan (507) $ 1,250,000 $ 1,250,000
•s� � t�IIII M
TOTAL �J $ 1,250,000 $ 1,250,000
I
MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 2,500,000
L` --�• Additional annual cost: $0
Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation
included in Public Works Operating Budget.
CATEGORY: Water
COMMENTS ON GRANTS/OTHER FUNDS:
Water Water Main Replacement
City of Huntington Beach
- Adopted Budget — FY 2020/21
,
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, 2019, totals $421.0 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 $6.2 million is
deposited in the Section 115 Trust as of June 30, 2019.
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 $ 156,357
CaIPERS Safety Plan 258,045
Supplemental Plan (Note 7) 6,591
Total $ 420,993
387
City of Huntington Beach
Adopted Budget — FY 2020/21
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 E)pected and made after
expected earnings in assumptions Actual E)perience measurement date Total
CalPERS Miscellaneous Plan $ 1,168 $ 5,127 $ - $ 14,819 $ 21,114
CalPERS Safety Plan 1,649 19,659 2,504 23,062 46,874
Total S 2,817 S 24,786 $ 2,504 $ 37,881 $ 67,988
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 E)pected and
e)pected earnings in assumptions Actual E)perience Total
Miscellaneous Plan $ $ 2,180 $ 2,750 $ 4,930
Safety Plan 2,669 5,271 7,940
Supplemental Plan(Note 7) 531 - 531
Total $ 531 $ 4,849 S 8,021 $ 13,401
Pension Expense
Pension expenses are included in the accompanying financial statements as follows:
Net Pension
Expense
Miscellaneous Plan $ 23,217
Safety Plan 33,558
Supplemental Plan(Note 7) 1,219
Total $ 57,994
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 (CalPERS), 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. CalPERS 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.
388
City of Huntington Beach
Adopted Budget — FY 2020/21
' Unfunded Liabilities Overview
RETIREMENT PLAN— NORMAL (Continued)
Benefits Provided
CaIPERS 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.
389
City of Huntington Beach
Adopted Budget — FY 2020/21
Unfunded Liabilities Overview
RETIREMENT PLAN —NORMAL (Continued)
The Plans' provisions and benefits in effect at June 30, 2019 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
July 1, 2018-June 30, 2019 32.179% 32.179%
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 seNce
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
July 1, 2018-June 30, 2019 51.009% 51.009%
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'6 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, 2018,
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 32.179% and 51.009% for the miscellaneous and safety plans, respectively,
for the period July 1, 2018 through June 30, 2019.
At June 30, 2017, the valuation date, the following employees were covered by the benefit terms
for each Plan:
Miscellaneous Safety
Active members 598 371
Transferred members 390 70
Terminated members 294 56
Retired members and beneficiaries 938 590
For the year ended June 30, 2019, the contributions were:
Aggregate
Miscellaneous Safety Total
Contributions -employer $ 14,819 $ 23,062 $ 37,881
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 June 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 illustrated below:
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RETIREMENT PLAN — NORMAL (Continued)
Actuarial Assumptions — The total pension liabilities in the June 30, 2017 actuarial valuation,
rolled forward to June 30, 2018 using standard update procedures, were determined using the
following actuarial assumptions:
Actuarial Methods and Assumptions Used to Determine Total Pension Liability
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: Expenses; includes
Inflation
Mortality Rate Table" Derived using CaIPERS'Membership Data for all Funds.
Post Retirement Benefit Increase Contract COLA up to 2.0%until Purchasing Power Protection Allowance Floor on
Purchasing Power applies,2.5%thereafter
The mortality table used was developed based on CaIPERS'specific data. The table includes 15 years of mortality improvements using Society of
Actuaries Scale 90%of scale W 2016. For more details on this table,please refer to the December 2017 experience study report on the CaIPMS
w ebsite.
Long-term Expected Rate of Return — 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, CaIPERS took into account both short-term
and long-term market return expectations as well as the expected pension fund cash flows. Using
historical returns of all of the funds' asset classes, expected compound (geometric) returns were
calculated over the short-term (first 10 years) and the long-term (11+ 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
rounded 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 adjusted to account for
assumed administrative expenses.
The expected real rates of return by asset class are as follows:
Current Target Real Return Real Return
Asset Class' Allocation Years 1-102 Years 11+3
Global Equity 50.00% 4.80% 5.98%
Global Fixed Income 28.00% 1.00% 2.62%
Inflation Assets 0.00% 0.77% 1.81%
Private Equity 8.00% 6.30% 7.23%
Real Estate 13.00% 3.75% 4.93%
Liquidity 1.00% 0.00% -0.92%
'In the System's CAFR, Fixed Income is included in Global Debt Securities;Liquidity is included in Short-term
Investments;Inflation Assets are included in both Global Equity Securities and Global Debt Securities.
'An expected inflation of 2.5% used for this period
2An expected inflation of 3.0% used for this period.
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RETIREMENT PLAN- NORMAL(Continued)
Discount Rate-The discount rate used to measure the total pension liability at June 30, 2018 was
7.15 percent. The projection of cash flows used to determine the discount rate assumed that
contributions from plan members will be made at the current member contribution rates and that
contributions from employers will be made at statutorily required rates, actuarially determined.
Based on those assumptions,the Plan's fiduciary net position was projected to be available to make
all projected future benefit payments of current plan members. Therefore, the long-term expected
rate of return on plan investments was applied to all periods of projected benefit payments to
determine the total pension liability.
Subsequent Events-There were no subsequent events that would materially affect the results
presented in this disclosure.
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 Pension
Liability Net Position Liability
Balance at June 30,2017(Valuation Date) $ 557,090 $ 393,812 $ 163,278
Changes in the year:
Service cost 8,314 - 8,314
Interest on the total pension liabilities 38,769 38,769
Changes of Assumptions (3,634) (3,634)
Differences between expected and actual experience (2,042) (2,042)
Benefit payments,including refunds of members contribution! (26,685) (26,685)
Plan to Plan Resource Movement 1 (1)
Contributions-employer 13,495 (13,495)
Contributions-employee 3,649 (3,649)
Net investment income 32,963 (32,963)
Administrative expenses (614) 614
Other Miscellaneous Income/Expense - (1,166) 1,166
Net changes 14,722 21,643 (6,921)
Balance at June 30,2018(Measurement Date) $ 571,812 $ 415,455 $ 156,357
Safety Plan
Total Pension Plan Fiduciary Net Pension
Liability Net Position Liability
Balance at June 30,2017(Valuation Date) $ 729,281 $ 472,474 $ 256,807
Changes in the year:
Service cost 13,509 - 13,509
Interest on the total pension liabilities 51,223 51,223
Changes of Assumptions (3,657) (3,657)
Differences between expected and actual experience 2,584 - 2,584
Plan to Plan Resource Movement - (3) 3
Benefit payments,including refunds of members contribution: (37,128) (37,128) -
Contributions-employer 21,058 (21,058)
Contributions-employee 4,164 (4,164)
Net investment income 39,336 (39,336)
Administrative expenses (736) 736
Other Miscellaneous Income/Expense - (1,398) 1,398
Net changes 26,531 25,293 1,238
Balance at June 30,2018(Measurement Date) $ 755,812 $ 497,767 $ 258,045
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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%
(6.15%) Rate(7.15%) (8.15%)
Miscellaneous Plan $ 231,013 $ 156,357 $ 94,649
Safety Plan $ 358,176 $ 258,045 $ 175,612
Aggregate Total $ 589,189 $ 414.402 $ 270,261
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, 2018 (the measurement date), the City incurred
pension expense in the amounts of$23,217,000 and $33,558,000 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 2017-18 measurement period, the EARSL for each plan is as
follows:
Miscellaneous Safety
Expected Average Remaining Service Lifetime 2.5 3.7
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RETIREMENT PLAN — NORMAL (Continued)
At June 30,2019 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 $ 1,168 $ -
Changes in assumptions 5,127 (2,180)
Difference between expected and actual experience - (2,750)
Contributions made subsequentto the
measurement date 14,819 -
Total $ 21,114 $ (4,930)
Safety Plan
Deferred outflows Deferred inflows
of Resources of Resources
Difference between projected and actual earning on
pension plan investments $ 1,649 $
Changes in assumptions 19,659 (2,669)
Difference between expected and actual experience 2,504 (5,271)
Contributions made subsequent to the
measurement date 23,062
Total $ 46,874 $ (7,940)
For the Miscellaneous Plan and Safety Plan, $14,819,000 and $23,062,000, 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, 2020. 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
2019 $ 6,444 $ 14,088
2020 26 7,985
2021 (4,037) (4,981)
2022 (1,068) (1,220)
2023 -
Thereafter - -
$ 1,365 $ 15,872
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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.
Employees Covered: At June 30, 2019, the measurement date, the following employees were
covered by the benefit terms for the Plan:
Inactive employees receiving benefits 738
Active employees 129
Inactive employees not receiving benefits -
Total 867
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FE Unfunded Liabilities Overview
RETIREMENT PLAN — SUPPLEMENTAL (Continued)
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 2.7% of total payroll
for all permanent employees for the year ended June 30, 2019. 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 year ended June 30, 2019, the contributions were (in thousands):
Contributions - employer $4,962
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 year ended June 30, 2019.
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, 2019 is listed below:
Long Term
Strategic Allocation as of Expected Rate
Asset Class Allocation June 30, 2019 of Return
Fixed Income 20.00% 20.19% 1.55%
Equities 41.00% 74.49% 5.35%
Real Estate 3.00% 4.04% 0.00%
Commodities 2.00% 0.00% 0.00%
Cash and Equivalents 0.00% 1.28% 0.45%
Total 66.00% 100.00%
RETIREMENT PLAN — SUPPLEMENTAL (Continued)
Quoted market prices have been used to value investments as of June 30, 2019. 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, 2019:
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Concentration of Investments Equaling or Exceeding 5%
T Rowe Price Inst S C Stock 5.17%
T Rowe Price Mid Cap Equity Growth 5.22%
Vanguard Equity Income Fund Admiral Shares 8.97%
Harbor Capital Appreciation Inst 9.01%
Parnassus Core Equity Income Inst 9.28%
Ishare Core Msci Eafe ETF 9.71%
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 year ended June 30, 2019, the annual money-weighted rate of return on the Plan's
investments, net of pension plan investment expenses, was 4.79%. 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, 2019, using
an annual actuarial valuation as of September 30, 2017 rolled forward to June 30, 2019 using
standard update procedures. A summary of principal assumptions and methods used to determine
the net pension liability is shown on the following page.
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RETIREMENT PLAN —SUPPLEMENTAL (Continued)
Actuarial Assumptions — The total pension liabilities in the September 30, 2017 actuarial
valuations for the June 30, 2019 measurement date were determined using the following actuarial
assumptions:
Actuarial Methods and Assumptions Used to Determine Total Pension Liability
Actuarial Cost Method Entry Age Normal, Le\el 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 Imestment Expenses
CaIPERS 1997-2011 Experience Study, mortality projected fully
Mortality Rate Table generational with Scale MP-2017
Retirement, Disability, Withdrawal CaIPERS 1997-2011 Experience Study plus 15% load on future service
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.
According to Paragraph 30 of Statement 68, the long-term discount rate should be determined
without reduction for pension plan administrative expense. An investment return excluding
administrative expenses would have been 6.25 percent.
The long-term expected rate of return on pension plan investments was determined using a
building-block method in which best-estimate ranges of expected future real rates of return
(expected returns, net of pension plan investment expense and inflation) are developed for each
major asset class
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RETIREMENT PLAN —SUPPLEMENTAL (Continued)
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.
Changes in the Net Pension Liability
Supplemental Plan
Total Plan Net Pension
Pension Fiduciary Liability
Balance at June 30, 2018 $ 65,827 $ 56,271 $ 9,556
Changes in the year:
Service cost 398 - 398
Interest on the total pension liabilities 3,990 - 3,990
Benefit payments, including refunds of members contribution! (4,771) (4,771) -
Contributions - employer 4,962 (4,962)
Net investment income - 2,582 (2,582)
Administrative expenses - (191) 191
Net changes (383) 2,582 (2,965)
Balance at June 30, 2019 $ 65,444 $ 58,853 $ 6,591
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:
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Plan's Aggregate Net Pension Liability/(Asset)
(in thousands)
Discount Rate -1% Current Discount Discount Rate + 1%
(5.25%) Rate (6.25%) (7.25%)
$ 13,124 $ 6,591 $ 1,019
10f. Pension Expenses and Deferred Outflows/Inflows of Resources Related to
Pensions
For the year ended June 30, 2019, the City recognized pension expense in the amount of
$1,219,000 for the Supplemental Plan.
At June 30, 2019, 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 $ (531)
pension plan investments
For the Supplemental Plan, $531,000 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
2020 $ (639)
2021 (349)
2022 270
2023 187
2024 -
Thereafter -
$ (531)
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v Unfunded Liabilities Overview
OTHER POST EMPLOYMENT BENEFITS
a. Plan Description
The City administers the following two other post employment benefit (OPEB) plans:
Postemployment 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.
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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, 2018 measurement date, the following current and former employees were
covered by the benefit terms under the plan:
Postemployment
Medical Insurance PEMHCA
Retirees and beneficiares receiving benefits 247 171
Inactive employees not yet receiving benefits 4 -
Active Plan Members 720 375
Total Plan Participants 971 546
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 $773,000 for year ended June 30, 2019. 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 ($128 in 2017, $133 in 2018, and $136 in 2019). 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$54.40 per employee for the Huntington
Beach Firefighter's Association (HBFA) and $102 for all other Safety groups in 2019. 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.
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�y.
OTHER POST EMPLOYMENT BENEFITS (Continued)
The City's net OPEB liability was measured as of June 30, 2018 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 Turnover 2- Derived using CaIPERS' membership data for all funds
• PEMCHA minimum increases for actives - $136 in 2019, with 4.25% annual increases
thereafter
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 CalPERS Experience
Study.The Experience Study Reports may be accessed on the CalPERS 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 CalPERS'specific data. For more details, please
refer to the 2007 to 2011 Experience Study Report.The Experience Study Report may be accessed on the CaIPERS
website www.calpers.ca.gov under Forms and Publications.
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Adopted Budget — FY 2020/21
Unfunded Liabilities Overview
OTHER POST EMPLOYMENT BENEFITS (Continued)
Long-Term Expected Rate of Return
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 Irnestment 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.
Changes Subsequent to the June 30, 2018 Measurement Date
All assets were transferred from CERBT Strategy 3 to Strategy 2 in March 2019. The long-term
expected investment return on Strategy 2 is 6.25%.
405
City of Huntington Beach
Adopted Budget — FY 2020121
Unfunded Liabilities Overview
OTHER POST EMPLOYMENT BENEFITS (Continued)
The changes in the net OPEB Liability for the plan are as follows (in thousands):
Increase / (Decrease)
Total OPEB Plan Fiduciary Net OPEB Liability
Liability Net Position /(Asset)
(a) (b) (c)_ (a) -(b)
Balance at June 30, 2018 $ 32,125 $ 23.322 $ 8,803
(Measurement Date June 30,2017)
Changes recognized for the measurement period:
Ser\Ace Cost 1,205 - 1,205
Interest 1,787 - 1,787
Contnbutions -Employer - 4,191 (4,191)
Net Investment Income 1,126 (1,126)
Benefit Payments (1,683) (1,683) -
Administrative Expenses - (131) 131
Net Changes 1,309 3,503 (2,194)
Balance at June 30, 2019 $ 33,434 $ 26,825 $ 6,609
(Measurement Date June 30,2018)
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, 2018 (in thousands):
1%Decrease Current Discount Rate 1%Increase
(4.509/6) (5.509/6) (6.509/6)
Net OPEB Liability $ 10,926 $ 6,609 $ 3,064
406
City of Huntington Beach
�- Adopted Budget — FY 2020/21
FB Unfunded Liabilities Overview
OTHER POST EMPLOYMENT BENEFITS (Continued)
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, 2018 (in thousands):
1%Decrease Current Discount Rate 1%Increase
(6.50% Non-Medicare/ (7.50% Non-Medicare/ (8.50% Non-Medicare/
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 $ 2,797 $ 6,609 $ 11,451
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 5 Years
407
City of Huntington Beach
Adopted Budget - FY 2020/21
Unfunded Liabilities Overview
OTHER POST EMPLOYMENT BENEFITS (Continued)
OPEB Expense and Deferred Outflows/inflows of Resources Related to OPEB
As of June 30, 2019, the City recognized OPEB expense of$1,928,000. As of June 30, 2019, 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 $ 2,270 $Net difference between projected and actual earnings on
OPEB Plan Investments 447 -
$ 2,717 $ -
The $2,270,000 reported as deferred outflows of resources related to contributions subsequent to the
June 30, 2018 measurement date will be recognized as a reduction of the net OPEB liability during the
fiscal year ending June 30, 2020. Other amounts reported as deferred outflows of resources related to
OPEB will be recognized as expense as follows (in thousands):
Deferred
Measurement Periods Outflows/(Inflows)
Ended June 30, of Resources
2019 $ 135
2020 135
2021 137
2022 40
2023 -
Thereafter -
$ 447
408
City of Huntington Beach
Adopted Budget — FY 2020/21
Budget Process and Calendar
The Fiscal Year Budget Process and Adjustments to the Annual Budget
The FY 2020/21 Annual Budget covers the period of July 1, 2020 through June 30, 2021. 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
01/08/20 A Budget Kick-Off meeting is held to review the directive for Chief Financial
preparation of the FY 2020/21 budget. Officer
Budget Manager
01/10/20 Individual Capital Improvement Project (CIP) requests are Departments
completed and submitted to the Public Works Department.
01/09/20 Departments prepare their respective budgets including submitting Departments
through proposed budgets to the Budget Management Division.
01/30/20
01/30/20 Phase I of Revenue projections are completed and submitted to the Departments
Budget Management Division.
03/02/20 The City Manager's Office conducts meetings with all departments City Manager
Through to review budget development forms and supplemental budget Departments
03/18/20 requests. Chief Financial
Officer
Budget Manager
05/18/20 Departments and Budget Management are advised regarding final City Manager
budget adjustments prior to preparation of the Proposed FY 2020/21 Chief Financial
Budget Document. Budget Management prepares the document for Officer
submission to the City Council. Budget Manager
05/18/20 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
05/29/20 The Proposed Budget for FY 2020/21 is submitted to the City City Manager
Council per City Charter.
409
City of Huntington Beach
-. Adopted Budget — FY 2020/21
Budget Process and Calendar
Date Budget Procedure Action By
06/01/20 The City Manager conducts a budget study session and presentation City Manager
of the Proposed FY 2020/21 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.
06/15/20 A City Council public hearing is conducted for the City Manager's City Council
Proposed Budget/CIP for FY 2020/21. City Manager
Departments
06/29/20 A second City Council public hearing is conducted for the City City Council
Manager's Proposed Budget/CIP for FY 2020/21. Following completion City Manager
of the public hearing, the City Council adopts the budget by Resolution Departments
07/01/20 FY 2020/21 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 fund or agency. For budget adjustments
that require an increase to the total appropriation or transfer between funds, City Council
approval is required.
410
Zn� City of Huntington Beach
Adopted Budget — FY 2020/21
- 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
Li 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.
❑ 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 CaIPERS unfunded liability for the Safety CalPERS pension plan.
411
City of Huntington Beach
1100ddhh� '
r Adopted Budget — FY 2020/21
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.
412
City of Huntington Beach
Adopted Budget — FY 2020/21
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
❑ 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
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).
❑ Savings from completed capital improvement projects will be retained for use on
other infrastructure projects.
413
City of Huntington Beach
Adopted Budget — FY 2020/21
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.
Li Water Master Plan
c One-hundred-fifty percent (150%) of the average planned Water Master Plan
Capital Improvement Program for the following five years.
c 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.
414
AMOMMMMOMML. �
City of Huntington Beach
- Adopted Budget — FY 2020/21
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.
❑ "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.
❑ 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.
415
City of Huntington Beach
Adopted Budget — FY 2020/21
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.
416
City of Huntington Beach
Adopted Budget — FY 2020/21
-. 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.
417
City of Huntington Beach
Adopted Budget — FY 2020/21
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 41h of July, Association of Volleyball
Professionals (AVP), Art Center features, activities, and expenses related to the events.
418
City of Huntington Beach
Adopted Budget — FY 2020/21
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 4ch of July, Association of Volleyball
Professionals (AVP), Art Center features, activities, and expenses related to the events.
• Litigation expenses.
419
City of Huntington Beach
Adopted Budget — FY 2020/21
M. 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 4ch of July, Association of Volleyball
Professionals (AVP), Art Center events, and other similar activities.
420
City of Huntington Beach
Adopted Budget — FY 2020/21
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.
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City of Huntington Beach
Adopted Budget - FY 2020/21
Statement of Direct and Overlapping Bonded Debt
2019/20 Assessed Valuation: $41,462,946,112
Debt Repaid with Property Taxes (Tax and Assessment Debt):
Percent Debt Applicable
Tax Debt: Applicable to City
Metropolitan Water District 1.3710% 511,383
Coast Community College District 28.5610% 259,348,377
Huntington Beach Union High School District 73.0210% 126,194,891
Fountain Valley School District 26.7390% 14,027,279
Huntington Beach City School District 99.9530% 88,821,861
Ocean View School District 93.5030% 36,330,591
Westminster School Disrict 23.8040% 23,832,829
Los Alamitos Unified School District Facilities District No. 1 1.1890% 1,812,395
City of Huntington Beach Community Facilities Districts 1990-1,2000-1, 2002-1,2003-1 100.0000% 30,205,000
Tax and Assessment Debt: 581,084,606
Other Debt:
Other Entities:
Orange County General Fund Obligations 6.7860% 26,244,516
Orange County Pension Obligations 6.7860% 31,681,374
Orange County Board of Education Certificates of Participation 6.7860% 877,430
North Orange County Regional Occupation Program Certificates of Participation 0.0870% 7,787
Coast Community College District General Fund Obligations 28.5610% 742,586
Huntington Beach Union High School District Certificates of Participation 73.0210% 45,697,338
Los Alamitos Unified School District Certificates of Participation 1.0680% 408,895
Huntington Beach School District Certificates of Participation 99.9470% 12,099,969
Ocean View School District Certificates of Participation 93.5030% 18,321,913
Westminster School District Certificates of Participation 23.8040% 8,499,765
City of Huntington Beach General Fund Obligations: 100.0000% 45,038,000
Total Gross and Overlapping Bonded Debt Not Repaid by Property Taxes: 189,619,573
Total Net Direct and Overlapping General Fund Obligation Debt: 189,619,573
Overlapping Tax Increment Debt(Successor Agency) 100.0000% 6,150,000
Net Combined Total Debt: 776,854,179
Ratios to 2019/20 Assessed Valuation:
Total Overlapping Debt and Assessment Debt 1.37%
Ratios to Adjusted Assessed Valuations:
Combined Direct Debt($45,038,000) 0.10%
Combined Total Debt 1.83%
Ratios to Redevelopment Successor Agency Incremental Valuation ($3,323,791,483):
Total Overlapping Tax Increment Debt 0.19%
Source:California Municipal Statistics and City of Huntington Beach Finance Department
423
City of Huntington Beach
Adopted Budget — FY 2020/21
Debt Services Administration
S4, �%
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•
2019. 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.
424
/ City of Huntington Beach
Adopted Budget - FY 2020/21
Debt Services Administration
Fiscal Year Ending
Long-Term Indebtedness 9/30/2016 9/30/2017 6/30/2018 6/30/2019 6/30/2020
Governmental Activities:
Judgment Obligation Bonds 659 - - - -
Public Financing Authority 45,760 42,505 42,505 39,150 35,665
Redevelopment Successor Agency Trust 52,282 47,993 44,381 39,104 33,674
Other Long-Term Obligations 11,783 13,312 13,002 11,011 9,374
Total Governmental Activities: 110,484 103,810 99,888 89,265 78,713
Business Activities:
Capital Leases - - - - -
Total Business Activities: - - - - -
Total Long-Term Indebtedness: 110,484 103,810 99,888 89,265 78,713
Fiscal Year Ending
Long-Term Indebtedness 9/3012016 9/30/2017 6/30/2018 6/30/2019 6/3012020
Population 201,919 202,413 201,761 202,265 199,223
Debt Per-Capita $ 547 $ 513 $ 495 $ 441 $ 395
Total Personal Income (In Thousands) 8,880,801 8,878,441 8,888,749 9,222,677 9,379,020
Per- Capita Personal Income 43,982 43,863 43,863 45,597 47,078
Unemployment Rate 3.90% 2.80% 2.70% 2.60% 14.20%
Total Employment 104,700 103,200 109,900 110,500 103,400
425
City of Huntington Beach
FY 2016/17 Through FY 2020/21
Debt Service & Interfund Interest Expenditures
Fund/Business Object Account& FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21
Unit Description Actual Actual Actual Adopted Revised Adopted
Non-Departmental
10040101 88030- Principal 881,203 207,350 1,271,851 757,300 1,485,321 1,746,459
10040101 88070- Interest 153,710 58,137 151,747 170,000 246,326 176,211
Total Non-Departmental 1,034,913 265,487 1,423,597 927,300 1,731,647 1,922,670
Capital Projects-Public Works
10040314 88030-Principal 99,852 103,276 106,817 106,820 106,820 114,268
10040314 88070- Interest 32,015 28,592 25,050 25,100 25,100 17,599
Total Citywide Leases 131,868 131,868 131,868 131,920 131,920 131,868
Rehabilitation Loans
21580301 88070- Interest 4,500
Total Rehabilitation Loans 4,500
800 MHz CCS
32140101 88070- Interest 23,686
Total RDA Project Debt Payments 23,686
RDA Project Debt Payments
35080201 88030- Principal 2,488,975 3,613,294 6,489,828 4,040,364 4,040,364 4,421,696
35080201 88070- Interest 2,260,780 1,572,689 1,868,567 1,261,505 1,261,505 424,837
Total RDA Project Debt Payments 4,749,755 5,185,983 8,358,395 5,301,869 5,301,869 4,846,533
RDA 1999 Tax Allocation Bond
35080202 88030- Principal 565,000 595,000 625,000 625,000 365,000
35080202 88070- Interest 180,108 117,866 130,214 112,375 112,375 87,625
Total RDA 1999 Tax Allocation Bond 745,108 117,866 725,214 737,375 737,375 452,625
RDA 2002 Tax Allocation Bond
35080203 88030-Principal 1,235,000 1,295,000 1,370,000 1,370,000 800,000
35080203 88070- Interest 395,458 258,000 284,646 245,000 245,000 190,750
Total RDA 2002 Tax Allocation Bond 1,630,458 258,000 1,579,646 1,615,000 1,615,000 990,750
HBPFA 2010A
40140105 88030-Principal 765,000 795,000 825,000 825,000 865,000
40140105 88070-Interest 474,150 221,775 427,537 391,125 391,125 348,875
Total HBPFA 2010A 1,239,150 221,775 1,222,537 1,216,125 1,216,125 1,213,875
HBPFA 2011A
40140106 88030-Principal 1.915,000 1,965,000 2,045,000 2,045,000 1,060,000
40140106 88070- Interest 861,544 402,047 764,794 674,370 674,370 607,344
Total HBPFA 2010A 2,776,544 402,047 2,729,794 2,719,370 2,719,370 1,667,344
HBPFA Senior Center
40140107 88030-Principal 575,000 595,000 615,000 615,000 650,000
40140107 88070- Interest 512,294 247,522 483,144 455,870 455,870 430,744
Total HBPFA Senior Center 1,087,294 247,522 1,078,144 1,070,870 1,070,870 1,080,744
Debt Svc Grand Coast CFD 2000-1 2013 Refund
40540105 88030-Principal 560,000 575,000 600,000 600,000 625,000
40540105 88070- Interest 528,613 255,906 500,313 476,814 476,814 452,313
Total Debt Svc Grand Coast CFD 2000-1 1,088,613 255,906 1,075,313 1,076,814 1,076,814 1,077,313
Debt Svc Special Tax CFD 1990-1
40640101 88030-Principal 145,000 155.000 160,000 160,000 170,000
40640101 88070- Interest 34,020 13,095 22,005 13,500 13,500 4,590
Total Debt Svc Special Tax CFD 1990-1 179,020 13,095 177,005 173,500 173,500 174,590
Debt Svc McDonnell CFD 2002-1
40840101 88030- Principal 115,000 130,000 145,000 145,000 160,000
40840101 88070-Interest 269,268 131,356 258,943 250,895 250,895 241,818
Total Debt Svc McDonnell CFD 2002-1 384,268 131,356 388,943 395,895 395,895 401,818
Debt Svc Bella Terra CFD 2003-1 2013 Refund
41040105 88030- Principal 765,000 790,000 820,000 820,000 855,000
41040105 88070- Interest 915,606 442,503 869,206 837,008 837,008 803,506
Total Debt Svc Bella Terra CFD 2003-1 1,680,606 442,503 1,659,206 1,657,008 1,657,008 1,658,506
426
City of Huntington Beach
_ FY 2016/17 Through FY 2020/21
Debt Service & Interfund Interest Expenditures
Fund/Business Object Account& FY 2016/17 FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21
Unit Description Actual Actual Actual Adopted Revised Adopted
WMP Eng Design/Construction
50785201 88030- Principal 420,000
Total West Orange County Water Board 420,000
West Orange County Water Board
50885101 88030- Principal 1,990,433
50885101 88070- Interest 73,662
Total West Orange County Water Board 2,064,096
West Orange County Water Board: Pipeline
50885102 88010- Debt Service Expense 525,000 525,000 525,000
50885102 88030- Principal 149,885 198,741
50885102 88070- Interest 23,592 6,579
Total West Orange County Water Board 173,477 6,579 525,000 723,741 525,000
2004 Judgment Obligation Bond
70740101 88030- Principal 660,000
70740101 88070- Interest 13,200
Total 2004 Judgment Obligation Bond 673,200
Streetlight Retrofit CEC
80,787,016.00 88030-Principal 182,253
Total 2004 Judgment Obligation Bond 182,253
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 210,000
23980703 88050- Interfund Principal 6,906
23980703 88070- Interest 6,906
23980820 88030- Principal 220,000 220,536
23980820 88070- Interest 7,260
23980903 88030- Principal 220,536
Total City Gym& Pool (Section 108) 6,906 444,166 220,536 220,536
Total Police Facility Improvements
31487004 88030- Principal 945,000 945,000
Total Police Facility Improvements 945,000 945,000
GRAND TOTALS 17,615,283 7,853,791 23,270,442 18,718,082 19,716,670 16 563 636
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 2019/20 was approximately$42.4 billion, resulting in a debt limit of
$5.08 billion. The City currently holds no general bonded debt subject to the debt limit.
427
City of Huntington Beach
Adopted Budget - FY 2020/21
Amortization Schedules & Debt Service
Object Account& FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY27/28
Type Description Projected Projected Projected Projected Projected Projected Projected
RDA 1999 Tax Allocation Bond
88030-Principal 380,000 405,000 425,000 360,000
88070-Interest 69,000 49,375 28,625 9,000
Total 449,000 454,375 453,625 369,000
RDA 2002 Tax Allocation Bond
88030-Principal 840,000 875,000 920,000 780,000
88070-Interest 149,750 106,875 62,000 19,500
Total 989,750 981,875 982,000 799,500
HBPFA2010A
88030-Principal 905,000 550,000 580,000 605,000 635,000 665,000 700,000
88070-Interest 304,625 268,250 240.000 210,375 179,375 146,875 112,750
Total 1,209,625 818,250 820,000 815,375 814,375 811,875 812,750
HBPFA 2011A
88030-Principal 1,095,000 1,150,000 1,185,000 1,225,000 1.265,000 1,315,000 1,370,000
88070-Interest 564,069 519,444 482,197 439,997 392,494 340,894 287,194
Total 1,659,069 1,669,444 1,667,197 1,664,997 1,657,494 1,655,894 1,657,194
HBPFA 2014A
88030-Principal 665,000 685,000 720,000 750,000 785,000 810,000 835,000
88070-Interest 411,019 383,919 352,394 319,244 288,719 264,794 240,119
Total 1,076,019 1,068,919 1,072,394 1,069,244 1,073,719 1,074,794 1,075,119
Debt Svc Grand Coast CFD 2000-1
88030-Principal 645,000 675,000 705,000 740,000 775,000 810,000 850,000
88070-Interest 426,913 399,669 367,700 333,425 297,400 257,775 216,275
Total 1,071,913 1,074,669 1,072,700 1,073,425 1,072,400 1,067,775 1,066,275
Debt Svc McDonnell CFD 2002-1
88030-Principal 180,000 200,000 220,000 240,000 265,000 290,000 320,000
88070-Interest 231,528 219,888 206,918 192,598 176,816 159,473 140,410
Total 411,528 419,888 426,918 432,598 441,816 449,473 460,410
Debt Svc Huntington CFD 2003-1
88030-Principal 890,000 925,000 965,000 1,010,000 1,055,000 1,115,000 1,175,000
88070-Interest 768,606 731,150 689,781 642,819 589,875 532,913 474,269
Total 1,658,606 1,656,150 1,654,781 1,652,819 1,644,875 1,647,913 1,649,269
800 mHz Equipment
88030-Principal 508,258 516,949 525,789
88070-Interest 26,522 17,831 8,991
Total 534,780 534,780 534,780
LED Lighting Phasel
88030-Principal 118,186 122,239 126,430 64,832
88070-Interest 13,681 9,629 5,437 1,102
Total 131,868 131,868 131,868 65,934
I-Bank CLEEN
88030-Principal 301,582 307,560 313,677 319,935 326,339 332,891
88070-Interest 40,226 33,281 26,174 18,903 11,463 3,850
Total 341,808 340,841 339,851 338,838 337,802 336,741
Ambulance/Fire Truck
88030-Principal 150,953 154,259 157,638
88070-Interest 10,136 6,831 3,452
Total 161,089 161,090 161,090
428
City of Huntington Beach
Adopted Budget - FY 2020/21
Amortization Schedules & Debt Service
Object Account& FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY27/28
Type Description Projected Projected Projected Projected Projected Projected Projected
800 mHz Backbone
88030-Principal 247,190 252,603 258,135 263,789
88070-Interest 22,376 16,962 11,430 5,777
Total 269,566 269,566 269,566 269,566
California Energy Commission
88030-Principal 263,602 266,244 268,868 271,609 274,332 277,082 279,844
88070-Interest 22,611 19,968 17,345 14,604 11,881 9,131 6,369
Total 286,213 286,213 286,213 286,213 286,213 286,213 286,213
GRAND TOTAL 10,250,832 9,867,925 9,872,981 8,837,507 7,328,693 7,330,677 7,007,229
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A
City of Huntington Beach
Debt Management Policy
PURPOSE
❑ The purpose of this Debt Management Policy ("Policy") is to establish guidelines and
parameters for the effective governance, management and administration of the debt of
the City of Huntington Beach ("City"). This Policy is intended to comply with California
Government Code Section 8855(i), and any successor statute, and shall govern all debt
which is contemplated or incurred by the City.
❑ The City hereby recognizes that a fiscally prudent Policy is required to:
■ Maintain the City's sound financial position;
■ Ensure the City has the flexibility to respond to changes in future service priorities,
revenue levels, and operating expenses;
■ Protect the City's creditworthiness;
■ Ensure that all debt is structured to protect both current and future taxpayers,
ratepayers and constituents of the City; and
■ Ensure that the City's debt is consistent with the City's strategic planning goals,
objectives, capital improvement program, and/or budget.
BACKGROUND
❑ The City is committed to fiscal sustainability by employing long-term financial planning
efforts, maintaining appropriate reserves levels and employing prudent practices in
governance, management, budget administration and financial reporting.
❑ Debt levels and their related annual costs are important long-term obligations that must
be managed within available resources. A disciplined, thoughtful approach to debt
management includes policies that provide guidelines for the City to manage its debt
consistent with available and reasonably anticipated resources. Therefore, the objective
of this Policy is to provide written guidelines concerning the amount and type of debt
which may be issued by the City and the ongoing management of debt obligations.
❑ This Policy is intended to make all relevant information readily available to decision-
makers and the public to improve the quality of decisions, provide justification for the
structure of debt issuances, identify policy goals and demonstrate a commitment to long-
term financial planning, including a multi-year capital plan. Adherence to a Policy signals
to rating agencies and the capital markets that the City is well managed and able to meet
its obligations in a timely manner.
RELATIONSHIP OF DEBT TO CAPITAL IMPROVEMENT PROGRAM AND BUDGET
❑ The City has established long-term plans for replacing aging physical infrastructure. The
City strives to maintain a level funding plan that will minimize the peaks and valleys in
General Fund support levels and allows the funding of projects over time. The City
utilizes debt obligations only after giving due consideration to all available funding
sources, including, but not limited to, available cash reserves, available current
revenues, potential future revenue sources, existing and potential grants, and all other
financial sources legally available to be used for such purposes. When and if deemed
an appropriate alternative, the City may issue debt for the purposes stated in this Policy
to implement policy decisions incorporated in the City's Capital Improvement Program
budget adopted by the City Council on an annual basis.
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City of Huntington Beach
Debt Management Policy
❑ The City shall strive to fund the upkeep and maintenance of its infrastructure and
facilities due to normal wear and tear through the expenditure of available operating
revenues. To the extent practicable in the circumstances, the City will avoid the use of
debt to fund infrastructure and facilities improvements that are the result of normal wear
and tear. Rather, those readily anticipated infrastructure and facilities repairs and
replacements should be funded through reserve policies.
❑ The City shall coordinate its debt issuances with the goals of its Capital Improvement
Program by timing the issuance of debt to ensure that project funding is available when
needed in furtherance of the City's public purposes.
POLICY GOALS RELATED TO PLANNING GOALS AND OBJECTIVES
❑ The City is committed to long-term financial planning, maintaining appropriate reserve
levels, and employing prudent practices in governance, management, and budget
administration. The City intends to issue debt only for the purposes stated in this Policy
and to implement policy decisions incorporated in the City's Capital Improvement
Program. Adoption of this Policy will help ensure that debt is issued and managed in a
manner that protects the public interest.
❑ It is a policy goal of the City to protect taxpayers, ratepayers (if applicable) and
constituents by utilizing conservative financing methods and techniques so as to obtain
the highest practical credit ratings (if applicable) and the lowest practical borrowing
costs.
❑ The City shall comply with applicable state and federal law as it pertains to debt and the
procedures for levying and imposing related taxes, assessments, rates, or charges.
CONDITIONS AND PURPOSES OF DEBT ISSUANCE
❑ Acceptable Conditions for the Use of Debt
The City believes that prudent amounts of debt can be an effective means of financing
major infrastructure and capital project needs of the City. Debt will be considered to
finance such projects if:
■ It meets the City's goal of distributing costs of the asset over its useful life so that
benefits more closely match costs for both current and future residents.
■ It is the most cost-effective funding means available to the City, taking into
account cash flow needs, maintenance of prudent reserves and other funding
alternatives.
■ It is fiscally prudent and meets the guidelines of this Policy, the City's Municipal
Code, and the City's Charter. Any consideration of debt financing shall consider
financial alternatives, including pay-as-you-go funding, proceeds derived from
development or redevelopment of existing land and capital assets owned by the
City, and use of existing or future cash reserves, or any combination thereof.
❑ Purposes for Which Debt May Be Issued
The City may consider financing for the acquisition, substantial refurbishment,
replacement or expansion of physical assets, including land improvements. The primary
purpose of debt would be to finance one or more of the following:
■ Acquisition and or improvement of land, right-of-way, leaseholds or long- term
easements.
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City of Huntington Beach
Debt Management Policy
■ Acquisition of equipment or a capital asset with a useful life of three (3) or more
years.
■ Construction or reconstruction of a facility.
• Refunding, refinancing, or restructuring debt, subject to refunding objectives and
parameters discussed herein.
■ Although not the primary purpose of the financing effort, project reimbursable
costs that include project planning, design, engineering and other
preconstruction efforts; project-associated furniture, fixtures and equipment;
capitalized interest, original issuer's discount, underwriter's discount and other
costs of issuance.
■ Interim or cash flow financing, such as tax, revenue or bond anticipation notes.
❑ Prohibited Uses of Debt
Prohibited uses of debt include the following:
■ Financing of operating costs except for anticipation notes with a term of less than
one year.
• Debt issuance used to address budgetary deficits.
■ Debt issued for periods exceeding the useful life of the asset or projects to be
financed.
❑ Approval Process for the Issuance of Debt
Any issuance of debt, either through a public sale of securities, private placement or
direct purchase is subject to the formal approval of the City Council as a non- consent
item on a City Council agenda. As part of the City Council approval, a formal resolution
authorizing the issuance of a specific form of debt shall be required as part of the
authorizing documents. The resolution shall include, at a minimum, the following:
■ The specific project(s)for which the debt is being incurred;
■ The maximum principal amount to be borrowed;
■ The maximum term, which will be no greater than the useful life of the project(s),
equipment, or capital asset, whichever is applicable and longer;
■ The maximum interest rate or true interest cost;
■ The maximum annual debt service;
■ Estimated Costs of Issuance; and
■ Maximum Underwriter's Discount.
❑ In addition to the authorizing resolution, the City Council shall be provided copies of the
various financing documents including indentures, purchase agreements and
preliminary official statements.
STRUCTURE OF DEBT (FIXED RATE)
❑ Term of Debt — Unless financially beneficial to do otherwise, debt shall be structured
with the goal of spreading payments for the project, equipment, or capital asset over its
useful life so that benefits more closely match costs for both current and future residents.
The duration of borrowings by the City shall not exceed the useful life of the project,
equipment, or capital asset it finances. The standard term of long-term borrowing is
typically fifteen to thirty years.
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City of Huntington Beach
Debt Management Policy
❑ Pace of Debt Payment—Accelerated repayment schedules reduce debt burden faster
and reduce total borrowing costs. Debt repayment shall be amortized through the most
financially advantageous debt structure and, if applicable, to match the City's projected
cash flow to the anticipated debt service payments, to the extent possible. "Backloading"
of debt service should be considered only when one or more of the following occur:
■ Natural disasters or extraordinary or unanticipated external factors make
payments on the debt in early years impractical.
■ The benefits derived from the debt issuance can clearly be demonstrated to be
greater in the future than in the present.
• Such structuring is beneficial to the City's aggregate overall debt payment
schedule or achieves measurable interest savings.
■ Such structuring will allow debt service to more closely match project revenues
during the early years of the project's operation.
❑ Level Payment—To the extent practical, bonds will be amortized on a level repayment
basis, and revenue bonds will be amortized on a level repayment basis considering the
forecasted available pledged revenues to achieve the lowest rates possible. Bond
repayments should not increase on an annual basis in excess of two percent (2%)
without a dedicated and supporting revenue-funding stream.
❑ Serial Bonds, Term Bonds, and Capital Appreciation Bonds — For each issuance,
the City shall select serial bonds or term bonds, or both. On the occasions where
circumstances warrant, Capital Appreciation Bonds ("CAB") may be used. The decision
to use term, serial, or CAB bonds shall be based on market conditions.
❑ Reserve Funds — The City shall strive to maintain a fund balance or other designated
reserve at a level equal to or greater than the maximum annual debt service of existing
obligations.
❑ Capitalized Interest-The City shall seek to avoid the use of capitalized interest, which
defers debt service by increasing the size of a debt issue to fund interest. On occasion,
capitalized interest may be considered to the extent that the City wishes to defer the
beginning of debt service until project completion, to match project revenues with debt
service.
❑ Discount Bonds - While discount and deep discount bonds may reduce the interest
cost of the bonds below that of par or premium bonds, they should only be used in limited
situations as they reduce the potential for future savings from refunding of the bonds.
❑ Premium Bonds - Premium bonds may provide for a lower overall interest cost
compared to par or discount bonds. An analysis should be prepared comparing the yield
to maturity and yield to call of the premium bond structure compared to alternative
couponing.This comparison should be done on maturity-by-maturity basis. The value of
the call option of the higher coupon with respect to the future ability to refund should be
reviewed as well.
❑ Call Provisions - In general, the City's debt obligations should include an optional
redemption feature at par that arises not later than ten (10) years after the issuance of
the debt. This option may permit the City to achieve higher interest savings in the future
through the refunding of the bonds. It is the City's intent to maximize prepayment
flexibility on all bond issues. Because the cost of call options can vary depending on
market conditions, an evaluation of factors will be conducted in connection with each
issuance and shorter call provisions may be considered on a case-by-case basis.
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USE OF ALTERNATIVE DEBT INSTRUMENTS
❑ The City recognizes that there are numerous types of financing structures and funding
sources available, each with specific benefits, risks, and costs. All potential funding
sources shall be reviewed by management within the context of this Policy and the
overall portfolio to ensure that any financial product or structure is consistent with the
City's objectives. Regardless of what financing structure(s) is utilized, due-diligence
review must be performed for each transaction, including the quantification of potential
risks and benefits, and analysis of the impact on City creditworthiness and debt
affordability and capacity. Because fixed rate debt transfers most financial risks to
bondholders, fixed rate debt should be considered the preferred method of financing
long-term capital needs. Therefore, while permitted for consideration, the following
instruments are disfavored:
• Variable Rate Debt
Variable rate debt affords the City the potential to achieve a lower cost debt
depending on market conditions. However, the City shall seek to limit the use of
variable-rate debt due to the potential risks of such instruments.
■ Purpose
The City may consider the use of variable rate debt for the purposes of:
• Reducing the costs of debt issues.
• Increasing flexibility for accelerating principal repayment and
amortization (often variable rate debt may be prepaid without
penalty).
• Enhancing the management of assets and liabilities (matching
short-term "priced debt" with the City's short-term investments).
• Diversifying interest rate exposure.
• As a short-term source of construction or acquisition financing, (i.e.,
commercial paper, to reduce interest cost).
■ Considerations and Limitations on Variable-Rate Debt
The City may consider the use of all alternative structures and modes of
variable rate debt to the extent permissible under State law and shall make
determinations among different types of modes of variable-rate debt based
on cost, benefit, and risk factors. The Chief Financial Officer shall consider
the following factors in considering whether to recommend variable rate
debt:
• Any long-term issuance of variable rate debt should not exceed
twenty percent (20%) of total City General Fund supported debt.
• Any long-term issuance of variable rate debt should not exceed the
current unrestricted General Fund reserve levels.
• Whether interest cost and market conditions(including the shape of
the yield curves and relative value considerations) are unfavorable
for issuing fixed rate debt.
• The likelihood of projected debt service savings when comparing
the cost of fixed rate bonds.
• Costs, implementation and administration are quantified and
considered.
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• Cost and availability of liquidity facilities (lines of credit necessary
for variable rate debt obligations and commercial paper in the event
that the bonds are not successfully remarketed) are quantified and
considered.
• The ability to convert debt to a fully amortizing fixed rate or the
permissibility to redeem at par at any time.
• The findings of a thorough risk management assessment.
■ Risk Management
Any issuance of variable rate debt shall require a rigorous risk assessment,
including, but not limited to factors discussed in this section. Variable rate
debt subjects the City to additional financial risks (relative to fixed rate
bonds), including interest rate risk, tax risk, and certain risks related to
providing the necessary liquidity required for variable rate debt.
The City shall properly manage risks associated with variable rate debt as
follows:
• Interest Rate Risk and Tax Risk — The risk that market interest
rates increase on variable-rate debt because of market conditions,
changes in taxation of municipal bond interest, or reductions in tax
rates. Mitigation— Limit total variable rate exposure per the defined
limits and match the variable rate liabilities with short-term assets.
• Liquidity/Remarketing Risk—The risk that holders of variable rate
bonds exercise their"put"option, tender their bonds, and the bonds
cannot be remarketed requiring the bond liquidity facility provider to
repurchase the bonds. This will result in the City paying a higher
rate of interest to the facility provider and the potential rapid
amortization of the repurchased bonds.
• Mitigation - Limit total direct variable-rate exposure. Seek liquidity
facilities, which allow for longer (5-10 years) amortization of any
draws on the facility. Secure credit support facilities that result in
bond ratings of the highest short-term ratings and long-term ratings
not less than AA. If the City's bonds are downgraded below these
levels as a result of the facility provider's ratings, a replacement
provider shall be sought.
• Liquidity/Rollover Risk — The risk that arises due to the shorter
term of most liquidity provider agreements(1-5 years) relative to the
longer-term amortization schedule of the City's variable-rate bonds.
In particular, (1) the City may incur higher renewal fees when
renewal agreements are negotiated and (2) the liquidity bank
market constricts such that it is difficult to secure third party liquidity
at any interest rate.
• Mitigation — Negotiate longer terms on provider contracts to
minimize the number of rollovers.
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REFUNDING GUIDELINES
❑ The Chief Financial Officer shall monitor at least annually all outstanding City debt
obligations for potential refinancing opportunities. The City should consider refinancing
of outstanding debt to achieve annual savings. Absent a compelling economic reason
or financial benefit to the City, any refinancing should not result in any increase to the
weighted average life of the refinanced debt.
❑ The City will generally seek to achieve debt service savings that on a net present value
basis are at least three percent (3%) of the current debt being refinanced. Any potential
refinancing executed more than ninety(90)calendar days in advance of the outstanding
debt optional call date shall require at least a three percent net present value savings
threshold. If there is negative arbitrage in an advance refunding, the interest efficiency
should at least be fifty percent(50%). Under any savings scenario, the net present value
assessment shall factor in all costs, including the total cost of issuance, escrow, and
foregone interest earnings of any contributed funds on hand. Any potential refinancing
shall additionally consider whether an alternative refinancing opportunity with higher
savings can be reasonably expected in the future.
❑ Consideration of this method of refinancing shall place greater emphasis on determining
whether an alternative refinancing opportunity with higher savings is reasonably
expected in the future.
COMMUNICATION, ADMINISTRATION AND REPORTING, AND INTERNAL CONTROL
PROCEDURES
❑ Rating Agency Relations and Annual or Ongoing Surveillance—The Chief Financial
Officer shall be responsible for maintaining the City's relationships with Standard &
Poor's Ratings Services, Fitch Ratings and Moody's Investor's Service. The City is
committed to maintaining or improving its existing rating levels. In addition to general
communication, the Chief Financial Officer shall:
■ Ensure the rating agencies are provided updated financial information of the City
as it becomes publicly available.
■ Communicate with credit analysts at each agency at least once each year, or as
may be requested by the agencies.
■ Prior to each proposed new debt issuance, schedule meetings or conference calls
with agency analysts and provide a thorough update on the City's financial
position, including the impacts of the proposed debt issuance.
❑ Council and Finance Commission Communication — The Chief Financial Officer
should report feedback from rating agencies to the City Council and/or Finance
Commission, when and if available, regarding the City's financial strengths and
weaknesses and recommendations for addressing any weaknesses as they pertain to
maintaining the City's existing credit ratings.
❑ Debt Issue Record-Keeping — A copy of all debt-related records shall be retained at
the City's offices. At minimum, these records shall include all official statements, bond
legal documents/transcripts, resolutions, trustee statements, leases, and title reports for
each City financing (to the extent available).
❑ Compliance -When issuing debt, in addition to complying with the terms of this Policy,
the City shall comply with any other applicable policies regarding initial bond disclosure,
continuing disclosure, post-issuance compliance, and the investment of bond proceeds
in accordance with applicable bond indentures concerning tax compliance with tax
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exempt bonds. Without limiting the generality of the foregoing, the City shall periodically
review the requirements of and will remain in compliance with the following:
■ Continuing Disclosure — The City shall comply with federal securities law,
including any continuing disclosure undertakings entered into by the City in
accordance with Securities and Exchange Commission Rule 15c2-12. The City
shall file its annual financial statements and other financial and operating data for
the benefit of its bondholders as required in any such agreement for any debt issue.
The City shall maintain a log or file evidencing that all continuing disclosure filings
have been timely made.
■ Arbitrage Rebate — The use of bond proceeds and their investments shall be
monitored by the Chief Financial Officer to ensure compliance with all Internal
Revenue Code Arbitrage Rebate Requirements. The Chief Financial Officer shall
ensure that all bond proceeds and investments are tracked in a manner that
facilitates accurate calculation; and, if a rebate payment is due, such payment is
made in a timely manner.
■ Annual Reporting — California Government Code Section 8855(k), or any
successor statute, and the annual reporting requirements therein.
■ Other Compliance - Other compliance requirements imposed by regulatory
bodies.
Comprehensive post-issuance policies are listed in Appendix A.
❑ Proceeds Administration - Proceeds of debt will be held either (a) by a third-party
trustee or fiscal agent, which will disburse such proceeds to or upon the order of the City
upon the submission of one or more written requisitions by the City Manager (or his or
her written designee), or(b) by the City, to be held and accounted for in a separate fund
or account, the expenditure of which will be carefully documented by the City. On a
quarterly basis, the Chief Financial Officer (or his or her designee) shall monitor the
proceeds and the disposition of unexpended proceeds.
CREDIT RATINGS
❑ The City shall consider published ratings agency guidelines regarding best financial
practices and guidelines for structuring its capital funding and debt strategies to maintain
the highest possible credit ratings consistent with its current operating and capital needs.
LEGAL DEBT LIMIT
❑ Huntington Beach City Charter Section 610 provides that "The City shall not incur an
indebtedness evidenced by general obligation bonds which shall in the aggregate
exceed the sum of 12 percent of the total assessed valuation, for purposes of City
taxation, of all the real and personal property within the City."While this limit defines the
absolute maximum legal debt limit for the City, it is not an effective indicator of the City's
affordable debt capacity.
AFFORDABILITY
❑ Prior to the issuance of debt to finance a project, the City shall carefully consider the
overall long-term affordability of the proposed debt issuance. The City shall not assume
more debt without conducting an objective analysis of the City's ability to assume and
support additional debt service payments. The City shall consider its long-term revenue
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and expenditure trends, the impact on operational flexibility and the overall debt burden
on the tax payers. The evaluation process shall include a review of generally accepted
measures of affordability and will strive to achieve and or maintain debt levels consistent
with its current operating and capital needs.
■ General Fund-Supported Debt—General Fund Supported Debt generally include
Certificates of Participation ("COPs") and Lease Revenue Bonds ("LRBs") which
are lease obligations that are secured by an installment sale or by a lease-back
arrangement between the City and another related public entity. The general
operating revenues of the City are pledged to pay the lease payments, which are,
in turn, used to pay debt service on the LRBs or COPs. These obligations do not
constitute indebtedness under the state constitutional debt limitation and,
therefore, are not subject to voter approval.
Payments to be made under valid leases are payable only in the year in which use
and occupancy of the leased property is available, and lease payments may not
be accelerated. Lease financing requires the fair market rental value of the leased
property to be equal to or greater than the required debt service or lease payment
schedule. The City as lessee is obligated to place in its Annual Budget the rental
payments that are due and payable during each fiscal year the City has use of the
leased property.
The City should strive to maintain its net General Fund-backed debt service at or
less than eight percent (8%) of annually budgeted General Fund revenue. This
ratio is defined as the City's annual debt service requirements on COPs and LRBs
compared to total General Fund Revenues. This ratio, which pertains to only
General Fund backed debt, is often referred to as "lease burden."
■ Revenue Bonds — Long-term obligations payable solely from specific pledged
sources, in general, are not subject to a debt limitation. Examples of such long-
term obligations include those which achieve the financing or refinancing of
projects provided by the issuance of debt instruments that are payable from
restricted revenues or user fees (Enterprise Revenues) and revenues generated
from a project.
In determining the affordability of proposed revenue bonds, the City shall perform
an analysis comparing projected annual net revenues from pledged sources to
estimated annual debt service on revenue bonds. The City should strive to
maintain a debt service coverage ratio of at least 125% using historical and/or
projected net revenues to cover annual debt service for bonds. The City may
require a revenue rate increase or reduce operating costs so that revenues cover
both operations and debt service costs, and create debt service reserve funds to
maintain the required coverage ratio.
• Special Districts Financing — The City's Special Districts primarily consist of
Community Facilities Districts ("CFDs"). The City may consider requests for
Special District formation and debt issuance when such requests address a public
need or provide a public benefit. Each application shall be considered on a case-
by-case basis as long as the City assumes no obligation under, or in connection
with, such debt issuance. The Finance Department shall not recommend a
financing if it is determined that the financing could be indirectly detrimental to the
financial standing of the City or such financing would otherwise not be in the best
interests of the City.
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■ Conduit Debt — Conduit financing provides for the issuance of securities by a
government agency to finance a project of a third party, such as a non-profit
organization or other private entity. The City may sponsor conduit financings for
those activities that have a general public purpose and are consistent with the
City's overall service and policy objectives. Unless a compelling public policy
rationale exists, such conduit financings will not in any way obligate the City or
otherwise pledge the City's faith and credit.
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APPENDIX A
POST ISSUANCE COMPLIANCE POLICY AND PROCEDURE MANUAL
PURPOSE
❑ The purpose of this post-issuance compliance policy and procedure manual is to adopt
policies and procedures to guide the City in meeting the requirements of the Internal
Revenue Code of 1986, as amended, and Treasury Regulations (the "Tax Code")
concerning tax-exempt and tax-advantaged debt ("debt issuances"). Non-compliance
with the Tax Code may result in fines and/or loss of the preferential status of the debt
issuances.
The Finance Department will be primarily responsible for ensuring that the City
successfully carries out its post-issuance compliance requirements under applicable
provisions of the Tax Code with regard to all debt issuances of the City. The Finance
Department shall be assisted by other City staff and officials when appropriate. The
Finance Department will also be assisted in carrying out post-issuance compliance
requirements by contracted entities including Bond Counsel, Municipal Advisor, Paying
Agent, Trustee, Arbitrage Consultant, and/or other consultants deemed necessary.
The Finance Department shall be responsible for assigning post-issuance compliance
responsibilities to other City staff, Bond Counsel, the Municipal Advisor, the Paying
Agent, the Trustee and the Arbitrage Consultant. The Finance Department shall utilize
such other professional service organizations as are necessary to ensure compliance
with the post-issuance compliance requirements of the City.
GENERAL OVERVIEW OF ARBITRAGE, YIELD RESTRICTION AND REBATE
REQUIREMENTS
❑ Overview
The purpose of this section is to introduce the concept of arbitrage and its requirements.
There are exceptions to many of the arbitrage rules. Advice from the City's Arbitrage
Consultant and/or Bond Counsel is strongly recommended before any action is taken.
❑ Definition
Arbitrage is the price differential, or profit made, from investing inherently lower yielding
debt issuance proceeds in higher yielding taxable investments. Arbitrage is the
difference between the yield on an issuer's debt issuance and the investment income
earned on the proceeds invested in taxable instruments. Arbitrage rebate refers to the
positive or negative amount that must be paid (rebated)to the federal government.
❑ Areas of arbitrage compliance that must be addressed:
• The arbitrage rebate requirements identify what must be done with any arbitrage
(profits or earnings) above the debt issuance's yield earned on the investment of
the gross proceeds of the debt issuance. Arbitrage on gross proceeds must be
rebated to the federal government every five years after the date of issuance (or
earlier if elected)through and including the final maturity ("filing date").
• The yield restriction requirements set forth various investment yield limitation
conditions for different categories of gross proceeds from a debt issuance (e.g.
construction, refunding escrow, debt service, and reserve funds). The issuer
should meet these various yield restriction conditions to avoid compromising the
tax-exempt or tax-advantaged status of the debt issuance. Since the yield
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restriction requirements are specific to a debt issuance it is recommended that the
City consult with the Arbitrage Consultant and/or Bond Counsel to determine the
specific yield restriction requirements on a per debt issuance basis.
Construction Fund Yield Restriction: The most common yield restriction constraint
for an issuer is related to construction funds. Generally, if there are unexpended
project/construction proceeds at the end of the initial 3-year temporary period in
excess of the minor portion (the lesser of$100,000 or 5% of the sale proceeds of
the debt issuance), an issuer may no longer invest the remaining proceeds above
the materially higher yield (debt issuance yield + .125%) without taking corrective
actions to remedy interest earnings above the materially higher yield. The issuer
must yield restrict the proceeds below the materially higher yield, or a yield
reduction payment report will be required. Any yield reduction payment under the
yield restriction requirements must be paid per the same deadlines as the arbitrage
rebate requirements: every five years after the date of issuance (or earlier if
elected) through and including the final maturity.
J Purpose of the Tax Code regarding arbitrage:
■ The Tax Code was put into place to minimize the benefits of investing tax-exempt
or tax-advantaged debt proceeds, thus encouraging expenditures for the
governmental purpose of the debt issuance and to remove the incentive to:
• Issue debt earlier than needed,
• Leave debt outstanding longer than necessary, and/or
■ Issue more debt than necessary for a governmental purpose.
Li Type of debt issuances and funds subject to arbitrage compliance:
■ The following types of debt issuances are subject to arbitrage compliance as of the
following dates:
■ Single Family Debt Issuances 09/25/79
■ Private Activity Debt Issuances 12/31/84
■ Student Loan Debt Issuances 12/31/85
• Governmental Debt Issuances 08/31/86
• The following funds and proceeds of a debt issuance are defined as Gross
Proceeds of a debt issuance:
■ Project funds
■ Debt service funds
■ Costs of issuance funds
■ Refunding escrow funds
• Reserve funds
■ Disposition proceeds
■ Replacement proceeds (other than debt service funds)
• Transferred proceeds (if an old debt issuance has been refunded by a new
debt issuance and the old debt issuance has unspent funds, such funds
may transfer to the new debt issuance)
Note of Concern: An often misunderstood concept is that monies received upon
closing of a debt issuance are the only monies subject to arbitrage rebate. One of
the most common funds found to be subject to arbitrage rebate that is not funded
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from debt issuance proceeds is the debt service fund. The debt service fund
receives a majority of its funding from tax or use revenues. The debt service fund
is required to be included in the arbitrage rebate calculation unless the fund
balance is depleted at least once each bond year, except for a reasonable
carryover amount not to exceed the greater of:
■ The earnings on the fund for the immediate preceding bond year; or
• One-twelfth of the principal and interest payments on the Debt Issuance or
the immediately preceding bond year.
❑ Exceptions to the rebate requirements:
The Tax Code sets forth general arbitrage and rebate requirements for debt
issuances. The general rule is that any arbitrage earned must be determined and
reported to the federal government every fifth anniversary date after the date of
issuance of the debt issuance and on the final maturity, or as elected. Arbitrage
rebate is essentially 100% of investment earnings in excess of the debt issuance's
yield. There are several exceptions to the arbitrage and rebate requirements, and
if any one of these exceptions are met, all or a portion of the debt issuance's
proceeds are not subject to the arbitrage and rebate requirements. Consult with
the City's Arbitrage Consultant and/or Bond Counsel to determine if the debt
issuance is eligible for a particular exception, to establish the appropriate
investment plan for the debt issuance proceeds, and to assess whether the
exception requirements were met.
The purpose of this section is to introduce the concept of spending exceptions and
their requirements. There may be special elections and circumstances for a debt
issuance that can affect how the exceptions are tested. Advice from the City's
Arbitrage Consultant and/or Bond Counsel is strongly recommended before any
action is taken. Below are descriptions of the various exceptions:
■ 6-month spending exception: If all gross proceeds and actual interest
earnings are spent within 6-months after issuance, the interest earned
during that period is not subject to the rebate requirements. Intermediate
expenditure requirements are necessary (95% by 6 months and 100%
within 12 months).
If there are unspent proceeds remaining at the end of the 6-month period,
an issuer may still qualify for the spending exception under the following
condition:
• If the remaining amount is 5% or less and is spent within 6 months
from the end of the 6-month spending date.
■ 18-month spending exception: If a debt issuance does not qualify as a
construction issuance (75% of the debt issuance actually spent on
construction) then the debt issuance is eligible for the 18-month spending
exception, but not the 2-year spending exception. If all gross proceeds and
expected interest earnings for the 6-month and 12-month period and actual
interest for the 18-month period is spent within 18-months according to a
strict timetable, the interest earned during that period is not subject to the
rebate requirements. Intermediate expenditure requirements are
necessary (15% by 6 months, 60% by 12 months, 100% by 18 months.
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If there are unspent proceeds remaining at the end of the 18-month period,
an issuer may still qualify for the spending exception under the following
conditions:
• A reasonable retainage amount of 5% or less is allowed for
business purposes and the retainage is spent within 12 months
from the end of the 18-month spending date, or;
• If the remaining amount does not exceed the lessor of$250,000 or
3% of the issue price and due diligence is exercised to complete
the project and spend the remaining project/construction proceeds.
■ 2-year spending exception: If a debt issuance qualifies as a construction
issuance (75% of the debt issuance is actually spent on construction) and
all gross proceeds and expected interest earnings for the 6-month, 12-
month, and 18-month period and actual interest for the 24-month period
are spent within 2 years according to a strict timetable, then interest earned
during that period is not subject to the rebate requirements. Intermediate
expenditure requirements are necessary (10% by 6 months, 45% by 12
months, 75% by 18 months and 100% by 2-years).
If there are unspent project/construction proceeds remaining at the end of
the 2-year period, an issuer may still qualify for the spending exception
under the following conditions:
• A reasonable retainage amount of 5% or less is allowed for
business purposes and the retainage is spent within 12 months
from the end of the 2-year spending date, or;
• If the remaining amount does not exceed the lessor of$250,000 or
3% of the issue price and due diligence is exercised to complete
the project and spend the remaining project/construction proceeds.
■ Small issuer exception: General taxing authorities reasonably expecting to
issue $51VI or less in tax-exempt or tax-advantaged debt during each
calendar year (cumulative for all debt issuances) may qualify for the small
issuer exception to the rebate requirements, but must still satisfy the yield
restriction requirements. The small issuer exception does not apply to
private activity, 501(c)(3) or student loan debt.
• General requirements:
o The issuer must have general taxing powers.
o The debt issuances must be governmental debt issuances.
o At least 95% of the proceeds must be used for local
governmental activities of the issuer or by governmental
units located within the issuer's boundaries.
o All tax-exempt or tax-advantaged debt issued in a calendar
year cannot exceed $5,000,000.
• Additional requirements for refunding debt issuances:
o The debt being refunded (old debt issuance) must have
qualified for the small issuer exception.
o The weighted average maturity of the refunding debt
issuance (new debt issuance) must not exceed the
weighted average maturity of the refunded debt (old debt
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issuance). Current refunding debt issuances that have a
three year or less weighted average maturity are exempt
from the weighted average maturity test.
The refunding debt (new debt issuance) must not mature
more than thirty years after the issuance of the original
refunded debt (old debt issuance).
Note — Historically 113 of refunding debt issuances (new debt
issuances) will fail one of the three rules listed above and become
subject to the rebate requirements.
DUE DILIGENCE REVIEW AT REGULAR INTERVALS
D This policy and its related procedures start with a review of the due diligence measures
that will take place at regular intervals, as well as each filing date to ensure that each
debt issuance is compliant with the requirements of the Tax Code. The City will
complete the annual due diligence review on all debt issuances.
RETENTION OF ADEQUATE RECORDS TO SUBSTANTIATE COMPLIANCE
General overview
• Debt not refunded: Currently the IRS record retention requirements are to keep
all records, data and documents associated with non-refunded debt issuances for
three years past the final maturity date for the debt issuance (or longer if required
by local or state law.)
■ Refunded debt: Since the refunding debt issuance (new debt issuance) is
dependent on the tax-exempt or tax-advantaged status of the refunded debt
issuance (old debt issuance), all records are required to be maintained for three
years past the final maturity of both debt issuances (or longer if required by local
or state law).
• Electronic data storage requirements: Electronic records may be stored in an
electronic format in lieu of hard copies if certain requirements are satisfied, for
example:
■ The system must ensure an accurate and complete transfer of the hard
copy books and records to the electronic storage system and contain a
retrieval system that indexes, stores, preserves, retrieves and reproduces
all transferred information.
• The system must include reasonable controls and quality assurance
programs.
■ The information maintained in the system must be cross-referenced with
the books and records in a manner that provides an audit trail to the source
documents.
■ Upon request by the IRS, a complete description of the electronic storage
system, including all procedures relating to its use and the indexing system
must be provided.
■ Upon request by the IRS, the issuer must retrieve and reproduce hard
copies of all electronically stored records.
■ The system must not be subject to any agreement that would limit the IRS'
access to the use of the system.
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❑ Electronic file storage and backup: Financial/accounting transactions will be retained
in a designated computer file folder within G:\FINANCE DEPARTMENT\ACCOUNTING
and will be backed up by the Information Services Department. Access to this folder will
be restricted to Finance Department staff.
❑ Storage of hard copies: A folder jacket, box or other media storage container
displaying the debt issuance description will be set up for each debt issuance. The
storage container will contain the documents mentioned in Section E on the next page.
Access will be restricted to persons authorized by the Finance Department.
❑ Destruction of records: A log will be kept of all debt issuances whose records are
destroyed after the IRS mandated retention period detailing the debt issuance
description, allowable destruction date, date records were destroyed, the Finance
Department's signature authorizing the record destruction, and witness signature.
Access to this information will be restricted as authorized by the Finance Department.
❑ Required information to be stored for each debt issuance
■ Documents: Bond Counsel shall send a Transcript for the debt issuance to the
Finance Department. If a Transcript was not compiled, then copies of the following
documents will be forwarded or made available to the Finance Department's office:
■ Bond Counsel Opinion
• Final Official Statement or Private Placement Memorandum
■ Insurance Documents
■ Council Certificate for Ordinance
• Copy of Ordinance Authorizing Debt Issuance
■ IRS Form 8038-G, Form 8038-GC, Form 8038, Form 8308-TC or Form
8038-B
• CPA Verification Report (for refunding debt issuances only)
• Non-Arbitrage Tax Certificate or similar document
■ All Debt Service Schedules not included in the Official Statement
• Letter of Credit Agreement (generally for variable rate debt issuances only)
■ Swap Agreement (generally for variable rate debt issuances only)
• Winning Bid Forms
■ Trust Indenture
■ Investment Banker's Closing Memorandum
■ Investment Banker's Notice of Delivery Memorandum
■ Investment Banker's Sources and Uses of Funds Memorandum
■ Reports completed after issuance
■ Rebate calculation reports
■ Yield restriction reports
• Spending exception reports
■ Penalty in lieu of rebate reports
■ CPA verification report for restructuring of escrow
• Payment documentation to include:
• Form 8038-T
• Cancelled check
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• Proof of mailing
■ Refund claims
■ Other reports related to the Debt Issuance
■ Correspondence
■ Bond Counsel
■ Board Meetings
■ Municipal Advisor
■ Arbitrage Consultant
■ Underwriter
■ Investment Firms
■ Other correspondence concerning any other aspect of the debt issuance
to include but not limited to expenditures, investments, allowable projects,
etc.
■ Investment activity: Trust statements (or equivalent) with detailed investment
activity for the entire computation period for each fund/account in which gross
proceeds of the debt issuance were held. Investment information must be
recorded on a daily transactional level. This information is required to compute the
yield on the investments and to comply with archive requirements. Investment
activity details should include such items as:
■ General ledgers
■ Subsidiary ledgers
• Investment statements (state pools, bank statements, etc.)
■ Type of investment
■ Date of purchase and purchase price
■ Interest rate
■ Interest payment amounts
■ Maturity date
■ Interest payment dates
■ Interest calculation methodology
■ Date of sale and sales price
■ Investment contract information to include:
• Evidence of the purchase price paid for investment contract
• Detailed documentation of the investment contract bid process
• Certification by the investment contract provider of fees paid for
contract
• All bid solicitation forms (3 bid minimum)
• Administrative costs
• Expenditure information: The Finance Department will capture expenditure
information. The following expenditure information must be captured and stored
in accordance with the above mentioned record retention requirements to include:
■ Description of expenditure
■ Date of expenditure
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• Amount of expenditure
■ Invoices
■ Proof of payment (canceled check, wire information, etc.)
■ Initial letter of credit information to include:
■ Payment amounts
■ Date of payment
■ Terms
■ Actual letter of credit information to include:
■ Actual amount paid
• Actual date payment is made
■ Invoices
■ Statements
■ Allocation of gross proceeds to expenditures: Any allocation of gross proceeds to
expenditures must involve a current outlay of cash for the governmental purpose
of the debt issuance. A current outlay of cash is an outlay reasonably expected to
occur within five banking days after the date of an allocation. If expenditure is paid
by check, the outlay is the date the check is mailed, provided that it is expected to
be cashed in five days.
■ Allocation: Reasonable allocation methods for allocating funds from
different sources to expenditures for the same governmental purpose
include any of the following methods if consistently applied:
• The first in, first out/FIFO method permits the City to put the
proceeds of more than one debt issuance into a single account
(commingle) and treat all expenditures as coming from proceeds of
the first debt issuance until they are fully spent.
• The gross proceeds spent first method is used where available
funds include, tax revenues, private contributions, etc., in addition
to debt issuance proceeds. The debt issuance proceeds are
treated as spent first.
• The specific tracing method permits the City to keep proceeds from
different debt issuances in separate accounts. Costs may be
charged to any debt issuance/checking account at the City's
discretion.
• The ratable allocation method permits the City to place proceeds of
more than one debt issuance into a single account(commingle) and
treat expenditures as coming from proceeds of each debt issuance
that contributed proceeds to that account. The expenditures are
allocated to each debt issuance ratably based on each debt
issuance's proportion of ownership of the account.
• Timing: An issuer must account for the allocation of proceeds to
expenditures not more than 18 months after the later of: the date the
expenditure is paid or the date the project, if any, that is financed by the
debt issuance is placed in service. This allocation must be made in any
event by the date 60 days after the fifth anniversary of the issuance date or
448
City of Huntington Beach
Debt Management Policy
the date 60 days after the retirement of the debt issuance, if earlier. This
paragraph applies to debt issuances issued on or after May 16, 1997.
■ Allocation of investments in a commingled fund: The Tax Code requires that all
payments and receipts on investments held in a commingled fund must be
allocated to the different sources/investments in the fund not less frequently than
the close of a consistently used fiscal period (not in excess of three months); this
allocation must be based on a consistently applied, reasonable ratable allocation.
Treasury Reg. Section 1.148-6(e). Currently, the City allocates all payments and
receipts monthly.
• Qualified use of proceeds, financed property, private business use: The qualified
use of proceeds, property financed, and private business use limitations by the
debt issuance should be identified and continually monitored to ensure compliance
with the limitations as defined in the debt issuance documents or if more restrictive,
state law or the Tax Code's limitations. Supporting documentation is required to
support qualified use of proceeds, property financed, and private business use.
The Finance Department will ensure such limitations are in compliance with debt
issuance documents or if more restrictive, state law or the Tax Code's limitations.
■ Issuance price and volume cap allocation: The issuance price and volume cap
allocation activity limitations should be identified and monitored to ensure
compliance with the limitations as defined in the debt issuance documents or if
more restrictive, state law or the Tax Code's limitations. Supporting documentation
is required for issuance price determination and volume cap allocation limitations
of the debt issuance. The Finance Department will ensure such limitations are in
compliance with the debt issuance documents or if more restrictive, state law or
the Tax Code's limitations.
■ Fair market value of investments: The City is to provide information to support that
the investments were purchased or sold at a fair value. The City may not purchase
an investment at a price in excess of fair market value with gross proceeds of the
debt issuance. Nor may the City sell an investment purchased with gross proceeds
at a price lower than fair market value. Treasury Regulations Section 1.148-6(c).
In dealing with fair market value requirements, the Tax Code specifically provides
three safe harbor categories of investments:
■ Securities traded on an established market from a willing seller in a bona
fide arm's-length transaction.
■ Certificates of deposit purchased using a safe harbor under the applicable
Tax Code. The safe harbor is available only for certificates that have a
fixed interest rate, a fixed payment schedule and a substantial penalty for
early withdrawal.
■ Guaranteed investment contracts purchased used a three-bid safe harbor
under the Tax Code.
■ Continuing disclosure: The City is to provide continuing disclosure, such as annual
financial information and material event notices in accordance with SEC rule 15c2-
12. The Finance Department is primarily responsible for undertaking such
continuing disclosure obligations and to monitor compliance with such obligations.
449
_ City of Huntington Beach
/ Debt Management Policy
PROCEDURES TO CORRECT NON-COMPLIANCE
❑ If it is determined that the requirements of the policies and procedures set forth herein
have been violated or if it is determined that the Tax Code related to each debt issuance
has been violated, the City will take the appropriate action described under the
applicable Tax Code to remediate such non-compliance.
❑ Such action may include, but is not limited to the following steps:
• Notify Finance Department.
• Notify Bond Counsel, Arbitrage Consultant, and/or Municipal Advisors.
■ Resolve non-compliance in a timely manner in order to reduce penalties and late
interest. A 60-day resolution period is recommended.
• Take the appropriate remedial action as advised by Bond Counsel. Remedies may
include, but are not limited to:
■ Enter the Voluntary Closing Agreement Program (VCAP).
■ Pay all past due arbitrage rebate or yield restriction liabilities to the IRS to
include a letter of explanation for late payment, late interest and/or
penalties.
• Correct non-compliance matter to ensure future compliance.
450
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City of Huntington Beach lsa lc-NI pE7L-r's A/0),
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File #: 20-1719 MEETING DATE: 6/29/2020
REQUEST FOR CITY COUNCIL ACTION rJ�IIPUJVIaE7��U�t/i=�LL��
r�D f�Si77GN� Z
SUBMITTED TO: Honorable Mayor and City Council Members
SUBMITTED BY: Oliver Chi, City Manager
PREPARED BY: Dahle Bulosan, Chief Financial Officer
Subject:
Consider Adopting Resolution No. 2020-39 to Adopt a Budget for the City for Fiscal Year
2020/2021; Resolution No. 2020-32 establishing the Gann Appropriation Limit and Financial
Policies; and Resolution No. 2020-46 to Grant another Designated Period for Two Years
Additional Service Credit (Continued from June 15, 2020 with Public Hearing Closed)
Statement of Issue:
The City Council was presented the FY 2020/2021 Proposed Budget for adoption and a Public
Hearing on June 15, 2020. The item was continued to a Special Meeting on June 29, 2020. The City
Charter of the City of Huntington Beach requires adoption of the annual budget by June 30, 2020 for
Fiscal Year (FY) 2020/2021 .
Financial Impact:
The Fiscal Year 2020/2021 Proposed Budget is a structurally balanced budget that addresses current
financial challenges due to the COVID-19 pandemic, while still funding core public services. The All
Funds Proposed Budget equals $359.0 million, including a General Fund Proposed Budget of $216.9
million. Individual departmental and fund-level appropriations are contained in the attachments
herein.
Recommended Action:
A) Adopt Resolution No. 2020-39, "A Resolution of the City Council of the City of Huntington Beach
Adopting a Budget for the City for Fiscal Year 2020/21;" and,
B) Authorize the Professional Services included in the FY 2020/2021 budget to be representative of
the services projected to be utilized by departments in FY 2020/2021 - and,
C) Adopt Resolution No. 2020-32, "A Resolution of the City Council of the City of Huntington Beach
Establishing the Gann Appropriation Limit for Fiscal Year 2020/2021" of $1,001,044,445-1 and,
D) Approve budget adjustments to the FY 2020/2021 Proposed Budget in the Funds and by the
amounts contained in Attachment 2, Exhibit A-1; and,
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E) Budget Option 1: Adopt Resolution No. 2020-46, "A Resolution of the City Council of the City of
Huntington Beach to grant another designated period for two years additional service credit,"
authorizing the implementation of the CalPERS early retirement program for eligible members as
identified by job classification in Exhibit A of the resolution, and authorizing the City Manager to take
all administrative and budgetary actions necessary to implement the CalPERS early retirement
program, or,
F) Budget Option 2: Adopt Resolution No. 2020-46, "A Resolution of the City Council of the City of
Huntington Beach to grant another designated period for two years additional service credit,"
authorizing the implementation of the CalPERS early retirement program for eligible members as
identified by job classification in Exhibit A of the resolution, approve and direct staff to implement the
Self-Designed Separation Incentive Program for Safety employees, and authorizing the City Manager
to take all administrative and budgetary actions necessary to implement the programs; or,
G) Budget Option 3: Approve and direct staff to implement the Self-Designed Separation Incentive
Program for all eligible Safety and Miscellaneous employees, authorizing the City Manager to take all
administrative and budgetary actions necessary to implement the program; or,
H) Budget Option 4: Deploy layoff procedures and engage in the meet-and-confer process to
negotiate requisite staffing cost reductions.
Alternative Action(s):
Do not approve the recommended action and direct staff accordingly.
Analysis:
As required by the City Charter, the City Manager submitted the FY 2020/2021 Proposed Budget to
the City Council on June 1 , 2020. The Proposed Budget and the Five-Year Capital Improvement
Program (CIP) were also discussed at a City Council Study Session held on June 1, 2020.
A Public Hearing to consider adopting the FY 2020/2021 was presented to City Council on June 15,
2020 and a decision was postponed for a Special Meeting on June 29, 2020. The purpose of the
Special Meeting is to provide the City Council with additional information related to the Early
Retirement Program and to provide additional Workforce Reduction Program alternatives.
Overview
The theme of next year's budget, "OneHB," reflects the City's response to the extraordinary financial
and operational challenges due to the global COVID-19 pandemic. The FY 2020/2021 Proposed
Budget was carefully prepared to balance City Council and community priorities despite these
uncertain times.
The Fiscal Year 2020/2021 Proposed Budget includes $19 million in General Fund revenue
reductions from prior Fiscal Year 2018/2019 actuals, and a $1 million revenue reduction from current
Fiscal Year 2019/2020 projections, particularly due to a substantial loss of tax revenue. The financial
impacts of the pandemic remain volatile due to the closure of local businesses.
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The Fiscal Year 2020/2021 Proposed General Fund Budget reflects a 4.4% operating expense
reduction across all departments, totaling $1.8 million; a $3.1 million reduction in personnel costs;
and a $7.8 million reduction in non-operating transfers. In order to balance the Fiscal Year 2020/21
budget, and to mitigate more significant reductions to core services, we are proposing a staffing
reduction of approximately 5% of the City's work force via an early retirement program, which is
estimated to generate ongoing cost savings of no less than $6.2 million. Overall, we continue to
protect our essential functions during this unprecedented crisis.
The FY 2020/2021 Proposed Budget is structurally balanced and totals $359.0 million in All Funds,
reflecting a 5.8% decrease from the FY 2019/2020 Adopted All Funds Budget of $381.0 million. The
General Fund portion of the proposed FY 2020/2021 budget totals $216.9 million, representing a
6.4% decrease from the FY 2019/2020 Adopted Budget of $231 .6 million.
The FY 2020/2021 General Fund revenue is projected at $216.9 million, a $13.9 million or 6.04%
decrease from the current year's Adopted Budget, General Fund revenue consists of numerous
sources, such as taxes and fees. Major sources of revenue include Property Tax, Sales Tax, Utility
Users Tax, and Transient Occupancy Tax, among others.
The FY 2020/2021 Proposed Budget reflects additional funding for 5.0 FTEs in the General Fund for
the Homeless Task Force and Code Enforcement Programs. Of note, the City's Table of
Organization reflects an increase of only 2.0 FTEs, which accounts for the two new position in the
Community Development Department for additional code enforcement staff. In addition, three
previously defunded but authorized Police Department positions are recommended to be restored
from the General Fund, which are positions that will be assigned to the City's Homeless Task Force.
The total FTE count in All Funds for FY 2020/2021 is 989.25.
Revisions to the Proposed Budget
The FY 2020/2021 Proposed Budget presented to the City Council on June 1, 2020 totaled $359
million. Based on feedback provided during the study session, the Proposed Budget has been
adjusted to address City Council feedback, and the full spending plan is outlined in Exhibit A-1
(Attachment 2).
Professional Services
As established by Administrative Regulation Number 228, each department has submitted a list of
professional services that 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.
Gann Appropriation Limit
In November 1979, the California voters approved Article 13B of the State of California Constitution,
which allows the City's spending of tax proceeds to increase only by factors from the base year of
1978-1979. In June 1990, Proposition 111 was passed, which changed the way the limit is calculated
and is outlined as follows.
The City may increase its limit annually in two ways:
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• By a percentage equal to the increase from the preceding year in county or city population
(whichever is greater).
• By an amount equal to the change in per capita personal income in California or the change in
the assessment roll the preceding year due to the addition of local non-residential new
construction (whichever is greater).
The proposed appropriation limit for FY 2020/2021 was calculated as follows:
FY 2019/2020 Appropriation Limit $ 964,662,284
Multiplied by percentage grown in State Per Capita Personal Income 1 .0373
Multiplied by change in City Population 1 .0004
Proposed FY 2020/2021 Appropriation Limit $1 ,001 ,044,445
Appropriations of revenues controlled by the Gann Limit are primarily in the General Fund. The
General Fund proposed appropriation for FY 2020/2021 of $216.9 million is significantly below this
appropriation limit (Attachment 4).
Examples of proceeds of taxes governed by the Gann Appropriation Limit are: property taxes, sales
taxes, utility taxes, state subventions, fines, forfeitures, interest revenue on regulatory licenses, user
charges, and user fees, to the extent that those proceeds exceed the costs reasonably borne by that
entity in providing the regulation, product, or service.
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.
Funding a $1M Transfer to The Section 115 Trust
The reduction of the General Liability Fund transfer of $1.0 million from the General Fund, and the
restatement of the annual transfer of $1 .0 million to the Section 115 Trust Fund, create a net neutral
impact to the General Fund and All Funds.
Workforce Reduction Program
The Fiscal Year 2020/2021 Proposed Budget includes a staffing reduction proposal of approximately
5% of the City's workforce, with an estimated net savings of $6.2 million. At the June 1, 2020 City
Council Study Session, two retirement programs plan options (a CaIPERS Plan providing two years
of additional service credit, and a self-designed retirement plan providing $1,500 for every year of
service, plus 6-months' worth of insurance coverage) were presented as part of this budgetary
reduction program. Staff provided estimated cost and savings information on the early retirement
plans to City Council at the public hearing meeting on June 15, 2020. City Council requested staff to
perform a survey of the employees to determine how many people would likely retire if offered either
of the programs, provide additional costing information of the programs based on incremental levels
of participation, and continue discussion of this agenda item (Attachment 6) at a Special Meeting on
June 29, 2020.
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Based on City Council direction at the June 15, 2020 public hearing meeting, staff has worked to
assess alternative reduced-cost workforce reduction options to address the $6.2 million budget deficit
for FY 2020/21. The new options assessed include the following:
Option 1: Modified CaIPERS early retirement program option, open only to unrepresented
and miscellaneous staff as identified in Exhibit A of resolution 2020-46
Option 2: Modified CaIPERS early retirement program option for miscellaneous staff as
identified in Exhibit A of resolution 2020-46 and self-designed voluntary separation incentive
program for safety
Option 3: Use of the self-designed voluntary separation incentive program exclusively
Option 4: Deploy layoff procedures and engage in the meet-and-confer process to negotiate
requisite staffing cost reductions
In addition, to gain a better understanding of the number of employees that may participate in each
early retirement program alternatives, staff conducted a survey of eligible participants. We had a
72% response rate. The results of the surveys are as follows:
Miscellaneous Employees
- No retirement incentive - 1% likely or very likely to retire
- CalPERS program - 44% likely or very likely to retire
- Self-designed program - 17% likely or very likely to retire
Safety Employees
- No retirement incentive - 1% likely or very likely to retire
- CaIPERS program - 43% likely or very likely to retire
- Self-designed program - 29% likely or very likely to retire
Under the options presented, the CaIPERS early retirement program would provide two years of
additional service credit for eligible program participants. The self-designed separation incentive
program would provide $1,500 for every year of service and 6-months' worth of insurance coverage
for employees electing to participate in this program. Staff compiled the following chart to compare
the one-time program costs, ongoing available savings, and cost-savings ratio of each option.
No. Description Likely Ix Ongoing Available Cost:Savings
Program Costs Cost Savings Ratio
Option 1 Modified CaIPERS(Mist.) $2.6 M $7.8 M 3.00X
Option 2 Modified CaIPERS(Mist.)+Self-Designed(Safety) $3.5 M $9.2 M 2.63x
Option 3 Self-Designed(Mist.+Safety) $2.3 M $4.S M 1.96x
Option 4 Layoff&Employee Concessions $0.0 M $6.2 M n/a
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Option 1 offers the best cost-savings ratio since the program would only be offered to eligible
miscellaneous employees, and would not be offered to safety staff. It would also achieve the desired
ongoing cost savings. Option 2 is a viable strategy that provides voluntary separation options for
both miscellaneous and safety employees, but the program does not provide as great a cost-savings
ratio when compared to Option 1 . This option also achieves the requisite ongoing savings goal.
Option 3 will likely not achieve enough program participation to balance the budget based on the
survey, making it an unattractive option. Option 4 does not have any specific one-time program
costs. However, it will result in significant operational and service level disruptions.
Based on the survey conducted, the need to shrink the City's workforce, the cost-savings ratio
comparison of the plans, and the need to minimize operational and service level disruptions, staff
recommends moving forward with either Option 1 or Option 2. These programs are
recommended as they would likely attract the desired number of employee participants, yield high
levels of cost savings long term, and provide an opportunity to strategically restructure the City
organization. Of note, staff projects that on-going budgetary cost savings will cover the one-time
costs associated with each workforce reduction program within 1-2 years, given the planned
reduction in the workforce and the savings realized with replacing essential employees currently in
the CaIPERS classic retirement plan with less costly essential employees in the CaIPERS' PEPRA
retirement plan. Since the enactment of the California Public Employees' Pension Reform Act
(PEPRA) in 2013, an increasing number of full-time employees hired by the City are enrolled in
PEPRA. As existing employees retire or separate, there are both immediate salary savings and long-
term reductions to the City's pension liability.
Environmental Status:
Not applicable.
Strategic Plan Goal:
Enhance and maintain high quality City services
Enhance and maintain infrastructure
Strengthen long-term financial and economic sustainability
Enhance and modernize public safety service delivery
Improve quality of life
Attachment(s):
1. Public Hearing Notice.
2. Resolution No. 2020-39, "A Resolution of the City Council of the City of Huntington Beach
Adopting a Budget for the City for Fiscal Year 2020/2021"
3. Professional Services included in the Fiscal Year 2020/2021 Budget
4. Resolution No. 2020-32, "A Resolution of the City Council of the City of Huntington Beach
Establishing the Gann Appropriation Limit for Fiscal Year 2020/2021"
5. Resolution No. 2020-46, "A Resolution of the City Council of the City of Huntington Beach to
grant another designated period for two years additional service credit"
6. Final 6-15-20 RCA with Attachments 1-5
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PUBLIC HEARING
CITY OF HUNTINGTON BEACH
Notice of Public Hearing on the Proposed City Budget for Fiscal Year 2020/2021
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 151n
day of June 2020, for the purpose of considering the City Budget for Fiscal Year 2020/2021.
The Proposed Budget for Fiscal Year 2020/2021 totals $358,975,051 including General Fund
Expenditures of $216,908,281. Due to COVID-19 pandemic, the City Hall remains closed until
further notice. However, the public may obtain copies of the Proposed Budget for Fiscal Year
2020/2021 from the City's website at http://www.huntingtonbeachca.gov.
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: June 5, 2020 City of Huntington Beach
By: Robin Estanislau, City Clerk
2000 Main Street
Huntington Beach, CA 92648-2702
Telephone: (714) 536-5227
457
RESOLUTION NO. 2020-39
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HUNTINGTON BEACH ADOPTING A BUDGET
FOR THE CITY FOR FISCAL YEAR 2020/21
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
2020/21, 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 2020/21, 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 2020/21, 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 2020/21 are sufficient to fund the
appropriations set forth in Proposed Budget for Fiscal Year 2020/21.
SECTION 3: That the Proposed Appropriations and Transfers Out for Fiscal Year
2020/21, 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
fund or agency provided there is no increase in approval total appropriations contained in the
budget.
458
Resolution No. 2020-39
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 2020/21 (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 2020/21 (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.
20-8651/230083 2
459
Resolution No. 2020-39
PASSED AND ADOPTED by the City Council of the City of Huntington Beach
at a regular meeting thereof held on the 29th day of June , 2020.
a
REV WED AND PROVED: APPROVED AS TO FORM:
City Manager City Attorney
INITIATED AND APPROVED:
ief Financial Officer
List of Exhibits:
Exhibit A: Proposed Budget for Fiscal Year 2020/21 as of June 1, 2020
Exhibit A-1: Proposed Budget for Fiscal Year 2020/21 Revisions
Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2020/21
Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2020/21
Exhibit D: Tables of Organization
20-8651/230083 3
460
Resolution No. 1 1 •
ATTACHMENT 2 EXHIBIT A
CffYOF
HUNTINGT ON 1
MEACH
California
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Proposed Budget
'COMPLETE COPYON OFFICE'
Resolution No. 2020-39
Exhibit A-1
City of Huntington Beach
FY 202012021 Proposed Budget Appropriation Revisions
General Fund Amount Department
FY 2020/21 Proposed Budget submitted on June 1,2020 216,908,281 Citywide
Increase Transfer Out to Section 115 Trust 1,000,000 Citywide
Reduce Transfer Out to General Liability Fund (1,000,000) Citywide
Total FY 202012021 General Fund Revised Proposed Budget 216,908,281
All Funds
FY 2020/21 Proposed Budget submitted on June 1,2020 358,975.051 Citywide
Increase Transfer In to Section 115 Trust 1,000,000 Citywide
Reduce Transfer In to General Liability Fund (1,000,000) Citywide
Total FY 2020/2021 All Funds Revised Proposed Budget 358,975,051
462
ResolUtion No. 2020-39
Exhibit B
City of Huntington Beach
Estimated Revenue and Transfers In
Fiscal Year 2020/21 Budget
Fund Title Revenue&
Transfers In
100 General Fund 216,908,281
101 Specific Events 702,500
122 Inmate Welfare Fund 3,000
201 Air Quality Fund 250,000
204 Fourth of July Parade 407,300
207 Gas Tax Fund 2,806,250
210 Sewer 160,000
211 Drainage 150,000
213 Measure M Fund 31007,578
217 Affordable Housing In-Lieu 545,686
219 Traffic Congestion Relief 42 1,535,446
226 Quimby Fund 70,000
228 Park Dev Impact Res 315.000
233 Housing Residual Receipts 200,000
234 Disability Access Fund 84,000
239 CDBG 1,437,224
240 HOME 619,677
243 Surf City"3"Cable Channel 605,000
308 in-Lieu ParKing Downtown 38,000
314 Infrastructure Fund 3,000,000
322 ELM Automation Fund 360,000
324 Equipment Fund 3,680,600
350 RORF 6,925,824
352 LMIHAF 380,000
401 Debt Svc HBPFA 1.334,250
405 Debt Svc Grand Coast CFD2000-1 1,092,273
406 Debt Svc Mello Roos 183,910
408 Debt Svc McDonnell CFD 2002-1 416,448
410 Debt Svc Bella Terra 2,412,399
501 Certified Unified Program Agency 277,478
504 Refuse Collection Service 12,628.753
506 Water 40,781,610
507 Water Master Plan 3,766.760
508 WOCWB 649,000
511 Sewer Service Fund 10,747,168
551 Self Insurance Workers'Comp 7,153,578
552 Self Insurance General Liability 2,323,691
702 Retiree Insurance Fund 66,000
703 Retirement Supplement 934,000
704 Fire JPA Fund 405.866
709 BID Hotel/Motel 4,380,000
710 BID Downtown 90,000
711 Parking Structure-Bella Terra 739,484
712 Parking Structure-Strand 1,402,608
716 Section 115 Trust 1,000,000
807 Energy Efficiency 18,000
963 Sr Mobility Program 213.872
979 A8109 Public Safety Realignmen 40,000
984 SLESF Grant 12113 220,000
1228 CalRecycle City/County CRV 49,984
1233 OC Recycling Market Development Zone 6,000
1246 CENIC E-Rate 60,000
1247 Arterial Rehabilitation 3,271,142
1257 Office of Traffic Safety 19/20 435,173
Total Revenue 341,290,812
463
Resolution No. 2020-39
Exhibit C
City of Huntington Beach
Proposed Appropriations & Transfers Out
Fiscal Year 2020121 Budget
Department/Fund Title Appropriations &
Transfers Out
General Fund(Company 100)
City Council 381,324
City Attorney 2,921,219
City Clerk 967,825
City Treasurer 273,816
City Manager 3,993,914
Community Development 8,857,941
Community Services 8,591,388
Finance 5,934,129
Fire 49,077,869
Information Services 7,196,150
Library Services 5,106,413
Police 81,186,112
Public Works 25,889,839
Non-Departmental 16,530,342
Sub-Total General Fund 216 908 281
Other Funds(Company Number and Title)
101 702,500
122 Inmate Welfare Fund 40,000
201 Air Quality Fund 540,482
204 Fourth of July Parade 407,300
206 Traffic Impact 195,000
207 Gas Tax Fund 2,350,000
209 Park Acquisition & Development 3,980
210 Sewer 1.500,000
211 Drainage 100,000
212 Narcotics Forfeiture Federal 263,600
213 Measure M Fund 3,398,168
215 Rehabilitation Loans 190,000
216 Property and Evidence 50,000
217 Affordable Housing in-Lieu 200,000
219 Traffic Congestion Relief 42 1,200,000
225 Gun Range Settlement 30,000
226 Quimby Fund 591,333
228 Park Dev Impact Residential 5,098,370
229 Library Development Impact 200.000
231 Fire Facilities Dev Impact 280,000
233 Housing Residual Receipts 50,000
234 Disability Access Fund 84,000
239 CDBG 1,503,083
240 HOME 619,677
243 Surf City '3"Cable Channel 352,500
308 In-Lieu Parking Downtown 38,000
314 Infrastructure Fund 4,320,335
1 of 2
464
Resolution No. 2020-39
Exhibit C
City of Huntington Beach
Proposed Appropriations & Transfers Out
Fiscal Year 2020/21 Budget
Department/Fund Title Appropriations &
Transfers Out
Other Funds(Company Number and Title-Continued)
322 ELM Automation Fund 431,201
324 Equipment Fund 3,680,600
350 RORF 6,925,824
352 LMIHAF 740.122
401 Debt Svc HBPFA 3,972,313
405 Debt Svc Grand Coast CFD 2000-1 1,092,273
406 Debt Svc Mello Roos 183,910
408 Debt Svc McDonnell CFD 2002-1 416,448
410 Debt Svc Bella Terra 2,412,399
501 CUPA 277,478
504 Refuse Collection Service 12,622,020
506 Water 43,695,352
507 Water Master Plan 3,060,000
508 WOCWB 1,649,000
511 Sewer Service Fund 12,129,875
551 Self Insurance Workers'Comp 7,153,578
552 Self Insurance General Liab 4,887,622
702 Retiree Insurance Fund 66,000
703 Retirement Supplement 934,000
704 Fire JPA Fund 419,850
709 BID HotellMotel 4,380,000
710 BID Downtown 90,000
711 Parking Structure-Bella Terra 739,484
712 Parking Structure-Strand 1,440,684
807 Energy Efficiency 18,000
960 Used Oil OPP1 10111 55,000
963 Sr Mobility Program 213,872
979 AB109 Public Safety Realignment 118.725
984 SLESF Grant 12/13 220,000
1228 CalRecycle City/County CRV 49,984
1233 OC Recycling Market Dvlpmt Zone 6,000
1246 CENIC E-Rate 60,000
1247 Arterial Rehab 3,180,000
1252 Office of Traffic Safety 18/19 1,759
1257 Office of Traffic Safety 19/20 435,173
Sub-Total Other Funds 142,066,771
Total City Appropriations 358,975,051
2 of 2
465
Resolution No. 2020-39
ATTACHMENT 2 FXHIRIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
ALL FUNDS
FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21 Change From
DEPARTMENT Actual Actual Adopted Revised Proposed Prior year
City Council 1.00 1.00 1.00 1.00 1.00 0.00
City Attorney 11.00 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 22.00 22.00 22.00 22.00 23.00 1.00
Community Development 49.50 49.50 49.50 49.50 51.50 2.00
Community Services 36.00 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
Information Services 30.00 30.00 30.00 30.00 29.00 (1.00)
Library Services 28.25 28.25 28.25 28.25 28.25 0.00
Police' 364.50 364.50 364.50 365.50 365.50 0.00
Public Works 207.00 207.00 207.00 207.00 207.00 1 0.00
Total 986.25 986.25 986.25 987.25 989.25 1 2.00
GENERALFUND
FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21 Change From
DEPARTMENT Actual Actual Adopted Revised Proposed Prior year
City Council 1.00 1.00 1.00 1.00 1.00 0.00
City Attorney 11.00 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 17.20 17.20 17.20 17.35 18.35 1.00
Community Development 45.17 45.17 45.17 45.17 46.67 1.50
Community Services 30.75 30.75 30.75 30.75 31.25 0.50
Finance 31.42 31.42 31.42 31.42 31.42 0.00
Fire 194.10 194.10 194.10 194.10 194.20 0.10
Information Services 27.00 27.00 27.00 27.00 26.00 (1,00)
Library Services 28.16 28.16 28.16 28.16 28.16 0.00
Police 362.50 362.50 362.50 362.50 362.50 0.00
Public Works 97.75 97.75 97.75 97.75 95.95 (1.80)
Total 852.06 852.05 862.05 862.20 862.60 0.30
Note: Reflects the Table of Organization for Fiscal Year 2020/21.however 22 positions are defunded.
^Includes funding of 1 Police Lieutenant and 2 Police Officers assigned to Homeless Task Force Program previously defunded
bringing the number of Police sworn funded positions to 226 FTEs.
466
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
City Council
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Administrative Assistant 1,00 1,00 1.00 1.00 1.00
Council Member' 6.00 6.00 6.00 6.00 6.00
Ma or" 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.
City Attorne
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Chief Assistant City Attorney 1.00 1.00 2.00 2.00 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
Legal Assistant 3.00 2.00 2.00 2.00 2,00
Senior Deputy Clty Attorney 3.00 3.00 3.00 3.00 3.00
Senior Legal Assistant 1.00 1.00 1.00 1.00
Senior Trial Counsel 1.00 1.00
TOTAL 11.00 11.00 11.00 11.00 11.00
City Clerk
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020121
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
City Treasurer
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020121
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
467
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Cit Mana er
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21
Administrative Assistant" 2.00 2.00 2.00 2.00 2.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Assistant to the City Manager 1.00 1.00 1.00 2 00 2.00
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
Director of Human Resources 1.00 1.00 1.00
Director of Organizational Learning& Engagement 1.00 1.00
Energy Project Manager 1.00 1.00
Executive Assistant 1 00 1.00 1.00 1.00
Human Resources Manager' 1 00 100 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
Principal Administrative Analyst 2.00
Project Manager 1.00
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 Management Analyst* 1 00 1 00 1.00 1.00 1.00
TOTAL 22.00 22.00 22.00 22.00 23.00
'FY 2019/20-The Human Resources Department became a Division of City Manager's Department
Historical data has been moved for better comparison.
468
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Commu ity Develo ment
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21
Administrative Aide' 1.00 1.00 1.00
Administrative Analyst` 1.00 1.00 1.00 1.00 1.00
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" 2.50 2.50 2.50 2.50 2.50
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 III 6.00 6.00 6.00 6.00 6.00
Building Manager 1.00 1.00 1.00 1.00 1.00
Code Enforcement Officer 1 1.00 1.00 1.00 1.00 2.00
Code Enforcement Officer II 2.00 2.00 2.00 2.00 3.00
Code Enforcement Supervisor 1.00 1.00 1.00 1.00 1.00
Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00
Deputy Director of Community Development' 1.00 1.00 1.00 2.00 2.00
Deputy Director of Economic Development' 1.00 1.00 1.00
Director of Community 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
Inspection Supervisor 2.00 2.00 2.00 2.00 2.00
Office Assistant it 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 2.00 200 2.00
Planning Manager 2.00 1.00 1.00 1 00 1.00
Principal Administrative Analyst" 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
Principal Planner 1.00
Real Estate &Project Manager" 1.00 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 2.00 2.00 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 2.00
TOTAL 49.50 49.50 49.50 49.50 51.50
"FY 2019/20-The Office of Business Development Division transferred from City Manager's Department.
Historical data has been moved for better comparison.
469
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020121
Authorized Full-Time Equivalent Personnel
All Funds
Community Services
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
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
Community Services&Recreation Specialist 8.00 8.00 8.00 8.00 8.00
Community Services Manager 2.00 2.00 2.00 2.OD 2.00
Community Services Recreation Supervisor 6.00 6.00 6.00 6.O0 6.00
Director of Community Services 1.00 1.00 1.00 1.00 1.00
Maintenance Service Worker 1.00
Maintenance Worker 1.00 1.00 1.00 1.00
Office Assistant II 1.00 1.00 1.00 1.00 1.00
Park Development Project Coordinator 1.00 1.00
Parking Meter Repair Technician 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 2.00 2.00 2.00 2.00
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 1.00 1.00 1.00
TOTAL 36.00 36.00 36.001 36.00 1 36.00
470
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Finance
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020/21
Accounting Technician II 9.00 9.00 9.00 9.00 9.00
Accounting Technician Supervisor 1.00 1.00 1.00 1.00 1.00
Administrative Analyst 0.50 0.50 0.50 0.50 0.50
Administrative Assistant 1.50 1.50 1 50 1 50 1.50
Assistant Chief Financial Officer 1.00 1.00 1 00 1.00
Business License Supervisor 1.00 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
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 1.00 2.00
Project Manager 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 3.00 300 3.00
Senior Finance Analyst 4.00 3.00 3.00 3.00 3.00
Senior Pa roll Technician 2.00 2.00 2.00 2.00 2.00
TOTAL 33.00 33.00 33.00 1 33.00 33.00
471
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Fire
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020/21
Accounting Technician II 2.00 2.00 2.00 2 00 2 00
Administrative Aide 1 00 1.00 1.00 1 00 1.00
Administrative Analyst Senior 2.00 2.00 2.00 200 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 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
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 1 30.00
Fire Marshal' 1 1.00
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 11 1.00 1.00 1.00 1.00 1.00
Senior Permit Technician 1.00 1.00 1.00 1.00 1.00
TOTAL 198.00 198.00 198.00 198.00 198.00
'Pending classification approval by the Personnel Commission
472
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Information Services
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018119 FY 2019/20 FY 2019/20 FY 2020121
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 4.00 4.00 4.00 4 00 4.00
Information Technology Analyst II 3.00 3.00 3.00 3.00 3.00
Information Technology Analyst III 1.00 1.00 1.00 1.00 1.00
Information Technology Analyst Senior 5.00 5.00 5.00 5.00 5.00
Information Technology Analyst IV 4.00 4.00 4.00 4.00 3.00
Information Technology Technician 1 2.00 2.00 2.00 2.00 2.00
Information Technology Technician 111 1.00 1.00 1 00 1.00 1.00
Information Technology Technician IV 1 00 1.00 1.00 1.00 1.00
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 Information Technology Technician 2.00 2.00 2.00 2.00 2.00
Senior Telecommunication Technician 1.00 1.00 1.00 1.00 1.00
TOTAL 30.00 30.00 30.00 30.00 29.00
Library Services
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020/21
Accounting Technician II 2.00 2.00 200 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 5.00 5.00 5.00 5.00 5.00
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 28.25 28.26 28.26 28.25
473
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Police
Actual Actual Adopted Revised Proposed
Job Description FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121
Accounting Technician II 3.00 3.00 3.00 3.00 3.00
Administrative Analyst Senior 2 00 1.00 1.00 1 00 1.00
Administrative Assistant 1 00 1.00 1.00 1.00 1.00
Assistant Chief of Police 1.00 1.00 1.00 1.00
Communications Operator-PD 18.00 18.00 18.00 18.00 18.00
Communications Supervisor-PD 600 6.00 6.00 6.00 6.00
Community Relations Specialist 1 00 1.00 1.00 1.00 1.00
Community Services Officer 11.00 13.00 1300 13.00 13.00
Crime Analyst 1 00 1.00 1.00 1.00 1.00
Crime Scene Investigator 400 2.00 2.00 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
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 9.00 9.00 9.00 9.00
Police Officer 191.00 190.00 190.00 191.00 191.00
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 28.00 28.00 28.00 28.00
Police Services Specialist i 1.00 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 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 2.00 1 2.00 2.00 2.00
TOTAL 364.50 364.50 364.50 365.50 1 365.50
474
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Public Works
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019/20 FY 2020121
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 1.00
Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00
Beach Equipment Operator" 3.00 3.00 300 3.00 3.00
Beach Maintenance Crewleader" 200 2.00 2.00 2.00 2.00
Beach Maintenance Service Worker' 1.00 1 00 1.00 1.00 1 OD
Beach Operations Supervisor' 1.00 1.00 1.00 1.00 1.00
City Engineer 1.00 1 00 1.00 1.00 1.00
Civil Engineering Assistant 2.00 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.OD
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 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 2.00 200
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 1 4.00 1 4.00 1 4.00 1 4.00 4.00
475
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Public Works continued
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019120 FY 2019/20 FY 2020121
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
Principal Civil Engineer 5.00 4.00 4.00 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 1.00 1.00 1.00 1.00
Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00
Senior Traffic Engineer 1.00 2.00 2.00 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 11 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
-1 raffic 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 1.00
Wastewater Operations Crewleader 1.00 1.00 1.00 1.00 1.00
Wastewater Operations Leadworker 3.00 3.00 1 3.00 1 3.00 3.00
476
Resolution No. 2020-39
ATTACHMENT 2 EXHIBIT D
City of Huntington Beach
Proposed Budget - FY 2020/21
Authorized Full-Time Equivalent Personnel
All Funds
Public Works continued
Actual Actual Adopted Revised Proposed
Title FY 2017/18 FY 2018/19 FY 2019/20 FY 2019120 FY 2020121
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
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 207.00 207.00 207.00 207.00 207.00
CITYWIDE TOTAL 986.25 986.25 986.25 987.25 989.25
477
Res. No. 2020-39
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 special meeting thereof held on June 29,
2020, by the following vote:
AYES: Posey, Delgleize, Hardy, Carr, Brenden
NOES: Semeta, Peterson
ABSENT: None
ABSTAIN: None
City Clerk and ex-officio Clerk of the
City Council of the City of
Huntington Beach, California
478
ATTACHMENT 3
CITY OF HUNTINGTON BEACH
PROFESSIONAL SERVICES
FISCAL YEAR 2020/23
Citywide(All Funds)
Department Description Amount
City Attorney Legal related professional services. $342,865
City Clerk General Consulting services as it relates to Records Retention such as legal counsel,annual review and update of the
Retention Schedule,new legislation and other professional services. $1,000
Professional services including governmental membership,state and federal consulting/lobbying services,financial
consulting,graphic services,legal services,demographic research,management/organization efficiency studies public
City Manager information,marketing,sustainability,and regulatory agency compliance,legal,recruitment,medical professional,labor
consulting,training,and other administrative and professional services related to the functions of municipal governance;
and other consulting and professional services. $1,148,380
Professional services including planning and technical services,inspection services,plan check services,and other
Community consulting and professional services related to business development,economic analysis,real estate services(including
Development 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 services and
other professional services. $667,957
Community Services Professional Design/Environmental/Architectural/Engineering,4th of July Celebration Coordination/Run/Parade/Public
Relations,and other consulting and professional services. $187,000
Finance Audit Professional Services,Sales Tax Auditing,Property Tax Auditing,and other consulting and professional services. $185,871
Fire and development plan check and inspection services;environmental and soils consulting;hazardous materials
inspections of City businesses as part of the CUPA program;oil production inspections;evaluation of oil production
Fire system,testing and 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. $547,332
Information Services Consulting and other professional services related to Audit Security Services,Phone Support,Workshops for Business
Intelligence,Infrastructure Systems,Public Safety Systems and Application and Database Support Divisions. $22 988
Psychological exams,background,polygraph,legal consultations,rape and medical exams,blood-withdraw technician
Police service,annual medical physician review of facility and procedure services,crime prevention,juvenile diversion,gang
prevention,hazmat physical exams,flight crew physicals,SWAT physicals,hepatitis shots&TB testing,and other
related professional services. $330,988
Engineering/Design,Engineering Studies,Inspection/Construction Management,Development Review,SCADA and
related automation support,Water Quality Testing, Engineering/Technical Support,Litigation/Legal Services,Water
Public Works Conservation Support Services,Water Quality Testing Support Services,NPDES/FOG Inspection Services,Utilities
Rate Studies,Billing/Cashiering System Support,Professional Arborist Services,Traffic Studies,Engineering Studies,
Special Training Services,Wildlife Biologist Services,Solid Waste Consulting Services,Environmental Consulting
Support,Asset Management System Consulting,and other related professional services. $1,991,220
Non-Departmental Professional services including claims,litigation,auditing,recruitment services,appraisal,economic analysis,legal,
housing compliance and other consulting and professional services. $399,844
Total Professional Services $5,825,445
479
RESOLUTION NO. 2020-32
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF HUNTINGTON BEACH ESTABLISHING THE
GANN APPROPRIATION LIMIT FOR FISCAL YEAR 2020/2021
WHEREAS, Article 13B of the California Constitution imposes upon state agencies and
local governments the obligation to limit each fiscal year's appropriation of the proceeds from
taxes to the amount of such appropriations in fiscal year 1978/1979, adjusted for changes as
prescribed under the law.
NOW, THEREFORE, the City Council of the City of Huntington Beach does hereby
resolve as follows:
In compliance with provisions of Article 13B of the California Constitution and the
formula set out therein, there is hereby established an appropriation limit of$1,001,044,445 for
the fiscal year 2020/21.
PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a
regular meeting thereof held on the 29th day of June , 2020.
M or
WED AND APPROVED: APPROVED AS TO FORM:
-
Manager C' Attorney
INITIATED AND APPROVED:
C ief Financial Officer
Exhibit A—Gann Limit Calculation
20-8620/229114
480
EXHIBIT A R&SCl<UMAI No.-ZO20-_?Z,
GANN LIMIT CALCULATION FISCAL YEAR 2020-2021
Under Proposition 111,there are two options available for each of the major adjustment factors. The values of these
factors for the purpose of calculating the Fiscal Year 2020-2021 adjustment are as follows:
Price Factor:
(A) Percent growth in State per Capita Personal Income: 3.73%
(Source: Dept of Finance,California)
(B) Percent change in Assessed Valuation due to new non-residential construction: -1.83%
(Source: Orange County Assessor Prop 11 I Report)
Population Factor:
(C) Percent growth in County Population: 0.04%
(Source: Dept of Finance,California)
(D) Percent growth in City Population: 0.02%
(Source: Dept of Finance,California)
Annual Adjustment Factor:
Based on the actual data,the four alternative adjustment factors are as follows:
(A x C) 1.0373 x 1.0004 = 1.03771492
(A x D) 1.0373 x 1.0002 = 1.03750746
(B x C) 0.9817 x 1.0004 = 0.98209268
(B x D) 0.9817 x 1.0002 = 0.98189634
Calculation of the Fiscal Year 2019-2020 Limit
FY 19/20 Limit $964,662,284
Recommended Adjustment Factor(Largest Allowable Increase) 1.03771492
FY 20/21 Limit $1,001,044,445
481
Res. No. 2020-32
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 special meeting thereof held on June 29,
2020, by the following vote:
AYES: Posey, Delgleize, Hardy, Carr, Brenden
NOES: Semeta, Peterson
ABSENT: None
ABSTAIN: None
City Clerk and ex-officio Clerk of the
City Council of the City of
Huntington Beach, California
482
7wuY V/
IP T )QS2-W-�v)
City of Huntington Beach
File #: 20-1722 MEETING DATE: 7/6/2020
REQUEST FOR CITY COUNCIL ACTION
SUBMITTED TO: Honorable Mayor and City Council Members
SUBMITTED BY: Oliver Chi, City Manager
PREPARED BY: Dahle Bulosan, Chief Financial Officer
Subject:
Adopt Resolution No. 2020-31 authorizing the City to Levy the Annual Retirement Property Tax
for Fiscal Year 2020/21 to pay for Pre-1978 Employee Retirement Benefit Levels
Statement of Issue:
The retirement property tax has been levied each year since 1966. The retirement property tax is
collected on all real property in the City of Huntington Beach to recover costs related to pre-1978
public employee retirement benefit levels. On July 16, 2012, the City Council adopted Chapter 3.07
of the Municipal Code, the Retirement Tax Cap. The Retirement Tax Cap states that the tax rate
"shall be set at the rate adopted for Fiscal Year 2012/13, which is $0.01500 per $100 of assessed
valuation."
Financial Impact:
Pursuant to Chapter 3.07 of the Municipal Code, the Proposed Budget for Fiscal Year 2020/21
assumes the continuation of the Retirement Tax Cap of$0.01500 per $100 of assessed value. As of
the most recent audited financial statements, this tax rate resulted in $6.4 million in General Fund
revenue in Fiscal Year 2018/19. This recurring revenue source is included in the Proposed FY
2020/21 Budget; hence, any reductions in the tax rate would potentially result in proportionate
ongoing General Fund budget reductions.
Recommended Action:
Adopt Resolution No. 2020-31, "A Resolution of the City Council of the City of Huntington Beach
Levying a Retirement Property Tax for Fiscal Year 2020/2021 to Pay for Pre-1978 Employee
Retirement Benefits" of $0.01500 per $100 of assessed valuation. The tax rate of$0.01500 would
continue the tax rate included in the current Fiscal Year 2019/20 Adopted Budget.
Alternative Action(s):
Do not approve the recommended action, and direct staff accordingly.
Analysis:
On July 16, 2012, the City Council adopted an ordinance to permanently cap the tax rate at $0.01500
City of Huntington Beach Page 1 of 2 Printed on 7/1/2020
483 powered4/LegistarT''
File #: 20-1722 MEETING DATE: 7/6/2020
per $100 of assessed valuation. Therefore, the requested tax levy for FY 2020/21 reflects the same
tax rate of$0.01500 per $100 of assessed valuation effective in FY 2012/13 pursuant to Chapter 3.07
of the Municipal Code. Fiscal Year 2020/21 will represent the ninth year of the application of the
permanent cap.
As background, on June 25, 2012, the Registrar of Voters of the County of Orange certified a
measure to be placed on the ballot to repeal the Employee Tax Override in its entirety. However, on
November 6, 2012, the ballot measure, known as Measure Z, was defeated by a majority of
Huntington Beach voters.
The current capped Employee Tax Override results in an approximate $75 annual tax levy for a
property assessed at $500,000. Revenue generated from this property tax helps the City fund
employee pension costs associated with pre-1978 retirement benefit levels. As such, the tax can
only pay for the estimated costs associated with the pension benefit formulas in place prior to the
enactment of Proposition 13 on July 1, 1978. Hence, the tax can only pay for retirement benefits for
all retired, current, and future City employees that were contracted for prior to July 1, 1978 (such as
the 2% at 50 benefit formula for Safety employees in place before enactment of Proposition 13).
Please note that even before the adoption of a permanent cap, this assessment has not been
increased since Fiscal Year 2009/10, and can now only be modified by a vote of the electorate, as
the adoption of the Retirement Tax Cap contained in Chapter 3.07 of the Municipal Code established
a permanent cap. Based on the most recent CalPERS actuarial valuations the cost of pre-1978
retirement benefit levels for Safety personnel total $26.9 million. As such, the proposed tax rate is
recouping only 23 percent of eligible Safety personnel retirement costs.
Due to the County of Orange's timeline for approving the tax rate and the city's budget cycle, the rate
must be set before the City Council takes action on its annual budget. The recommended
assessment rate would maintain essential services in the General Fund for Fiscal Year 2020/21.
Environmental Status:
Not applicable.
Strategic Plan Goal:
Strengthen long-term financial and economic sustainability
Enhance and modernize public safety service delivery
Attachment(s):
1. Resolution No. 2020-31 "A Resolution of the City Council of the City of Huntington Beach
Levying a Retirement Tax for Fiscal Year 2020/2021 to Pay for Pre-1978 Employee Retirement
Benefits."
2. Ordinance No. 3954 "An Ordinance of the City of Huntington Beach Amending the Huntington
Beach Municipal Code by Adding Chapter 3.07 Relating to Capping the Retirement Property
Tax at Fiscal Year 2012/13 Rates."
City of Huntington Beach Page 2 of 2 Printed on 7/1/2020
484 vowerecA*LegistarT'"
RESOLUTION NO. 2020-31
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF HUNTINGTON BEACH LEVYING A RETIREMENT
PROPERTY TAX FOR FISCAL YEAR 2020/2021 TO PAY FOR PRE-1978
EMPLOYEE RETIREMENT BENEFITS
WHEREAS, since 1948, the City has provided for employee pensions through a contract
with the California Public Employees Retirement System (Ca1PERS). Pursuant to the 1966,
1978 and 2010 City Charters, the voters of the City authorized the City Council to pay for the
cost of employee pensions through a separate retirement property tax. Section 607(b)(2) of both
the 1978 and 2010 Charters provide that the City may impose a retirement tax "sufficient to meet
all obligations of the City for the retirement system in which the City participates;"and
Proposition 13 was added to the California Constitution in 1978. It limits the local
property tax to 1% of assessed value, except that the City may levy an override tax in excess of
1%to pay "any indebtedness approved by the voters prior to July 1, 1978"(Cal. Const. Art. 13A,
§1(b)); and
In the case entitled Carman v. Alvord, 31 Cal.3d 318 (1982), the California Supreme
Court determined that under Proposition 13, an override property tax in excess of 1%of assessed
value may be levied to pay for the employee pension benefits the voters approved prior to 1978.
Consequently, after Proposition 13, the Huntington Beach City Council continued to levy an
override tax to pay for employee pensions. Since 1983-84, Revenue and Taxation Code Section
96.31(a)(4) has limited the City to levying a maximum override tax of $0.04930 per $100 of
assessed value to pay for its retirement system; and
In 2003, the Court of Appeal in Howard Jarvis Taxpayers Assn v. County of Orange
(2003) 110 Cal.AppAth 1375 held that the City may levy a separate property tax to pay for
retirement benefits for all retired, current, and future city employees contracted for prior to July
1, 1978, but not enhancements to retirement benefits contracted for after July 1, 1978; and
Prior to July 1, 1978, the City entered into collective bargaining agreements with
employee associations representing its safety employees providing that, effective July 1, 1978,
they would be entitled to a Ca1PERS retirement benefit known as "2% @ 50." Subsequently, on
June 30, 1999, pursuant to collective bargaining agreements the City had entered into with its
safety employees, the City provided its safety employees with the Ca1PERS retirement benefit
known as 3% @ 50. Consequently, it is necessary to allocate the employer contribution to
Ca1PERS for safety retirement between 2% @ 50 and 3% @ 50, because only the employer
contribution for 2%@ 50 may be paid through the override property tax; and
The City has received a report from John Bartel of Bartel Associates, a professional
actuary experienced in pension calculations, entitled, "City of Huntington Beach Ca1PERS
Actuarial Issues—Cost of 3% @ 50,"dated August 10, 2004. The Report identified the additional
cost of 3% @ 50 as what Ca1PERS refers to as the "normal cost" of the benefit, which represents
the present value of future benefits employees earned during the current year. Under this
approach, the incremental cost of 3% @ 50 is 4.6% of safety payroll, and the remainder of the
employer contribution represents the cost of 2% @ 50; and
20-8617/229105 1
485
RESOLUTION NO. 2020-31
In April 2004, then Assemblyman Harman formally asked the Attorney General
regarding the correct method of allocating the employer contribution to Ca1PERS between its
pre-1978 and post-1978 components. In his February 7, 2005 Opinion (Opinion No. 04-413),
the Attorney General opined that "any reasonable accounting method may be used for purposes
of determining which costs are not subject to the 1% property tax limitation of the Constitution;"
and
The City Council has determined that the allocation approach presented in the Bartel
Report is a reasonable accounting method for determining which costs are not subject to the 1%
property tax limitation of the Constitution; and
For 2020/2021, CaIPERS is requiring the City to contribute 60.780% of safety employee
payroll as the City's employer's contribution. In order to set the tax override, the City may
subtract the 4.6% normal cost of 3% @ 50 from the 60.780% to set the override tax at the
equivalent of 56.180% of safety employee payroll. The cost to the City of 56.180% of safety
employee payroll for 2020/2021 will be $26,876,646 and pursuant to Proposition 13 and
Revenue and Taxation Code Section 96.31(a)(4), the City could have set the override tax for
2020/2021 at $0.04930 per$100 of assessed value; and
In August 2012, the City Council added Chapter 3.07 to the Municipal Code which sets
the future retirement tax rate to the Fiscal Year 2012/13 rate of$0.01500 per $100 of assessed
value, which amount is less than the otherwise permitted retirement tax per Revenue and
Taxation Code Section 96.31(a)(4) of$0.04930 per $100 of assessed value. For the Fiscal Year
2018/2019, the most recent year available, the levied retirement tax of $0.01500 per $100
assessed value generated $6,375,183.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Huntington
Beach that a retirement property tax levy of Zero and 0.01500/100th Dollars ($0.01500)per$100
of assessed value shall be levied for employee retirement costs for Fiscal Year 2020/2021.
PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a
regular meeting thereof held on the 6th day of July 2020•
a6'js
V XWED APPROVED:
� or
rty Manager INITIATED AND APPROVED:
Chief Financial Officer
APP PVED S TO FORM:
City Attorney
20-8617/229105 2
486
Res. No. 2020-31
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 July 6, 2020 by the following vote.
AYES: Posey, Delgleize, Hardy, Semeta, Carr, Brenden
NOES: Peterson
ABSENT: None
RECUSE: None
City Clerk and ex-officio Clerk of the
City Council of the City of
Huntington Beach, California
487
Intentionally
Left
Blank
• N I[3
O V
488
City of Huntington Beach
Adopted Budget — FY 2020121
Glossary of Terms
Accounting 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 Budget — 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 Housin_g 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.
489
City of Huntington Beach
_ Adopted Budget - FY 2020/21
Glossary of Terms
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, and
program. Expenditures and revenues are budgeted within business units.
CAFR—(see Comprehensive Annual Financial Report).
California Public Employees'Retirement System(CaIPERS)—Statewide retirement system that covers
most City of Huntington Beach employees.
CaIPERS— (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 (C1P) — 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 for 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.
Citywide Urban Runoff Management Plan (CURMP) — Provides a broad framework for managing the
quantity and quality of all urban runoff that reaches receiving waters from the land surfaces through the
storm drain system within the City.
490
City of Huntington Beach
_ A0111111111111116A Adopted Budget — FY 2020/21
Glossary of Terms
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.
Community Development Block Grant(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).
CURMP—(see Citywide Runoff Management 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.
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°> City of Huntington Beach
Adopted Budget — FY 2020/21
Glossary of Terms
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.
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 Accepted Accounting Principles (GAAP) — Uniform minimum standards for financial
accounting and recording.
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City of Huntington Beach
Adopted Budget — FY 2020/21
Glossary of Terms
Governmental Accountin_g Standards Board(GASB)—Develops standardized reporting for government
entities.
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.
lnterfund 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 Authority(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).
Long-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 Understandin_g (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).
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City of Huntington Beach
y�1
_ Adopted Budget — FY 2020/21
Glossary of Terms
Municipal Bond—A bond issued by a state or local government.
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).
Operatingg 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.
Operating 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 Participation Agreement(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.
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City of Huntington Beach
Adopted Budget — FY 2020/21
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 Budget — 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.)
RedevelopmentAgencV(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.
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City of Huntington Beach
Adopted Budget — FY 2020/21
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 1 s, 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 Allocation Bond (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 Housinq and Urban Development— (see HUD).
User Fees and Charqes — 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.
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City of Huntington Beach
Adopted Budget — FY 2020/21
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).
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498
Res. No. 2020-39
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 special meeting thereof held on June 29,
2020, by the following vote:
AYES: Posey, Delgleize, Hardy, Carr, Brenden
NOES: Semeta, Peterson
ABSENT: None
ABSTAIN: None
City Clerk and ex-officio Clerk of the
City Council of the City of
Huntington Beach, California