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City Council - 2021-38
RESOLUTION NO. 2021-38 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2021/22 WHEREAS. Article VI of the Huntington Beach City Charter requires the City Manager to present and the City Council to adopt an annual Cite Budget; and The City Council has received and considered the Proposed Budget for Fiscal Year 2021/22, stafT reports, and public testimony and information received in a noticed public hearing on the Cite Budget, NOW. THEREFORE, the City Council of the City of Fluntington Beach does resolve as follows: SECTION 1: That the Proposed Budget for Fiscal fear 2021/22, 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 2021/22, a copy of which is attached hereto as Exhibit "B" and incorporated by this reference as though filly set forth herein. is hereby approved and adopted. When combined with reserves, the Estimated Revenue and 'Fransf'ers In fir Fiscal Year 2021/22 are sufficient to fund the appropriations set forth in Proposed Budget for Fiscal Year 2021/22. SECTION 3: That the Proposed Appropriations and Transfers Out for Fiscal Year 2021/22, 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 total authorized number of personnel is not exceeded. SECTION 5: That from the elTectiye 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 total appropriations contained in the budget. Resolution No. 2021-38 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 2021/22 (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 2021/22 (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 Chief Financial Officer may, as necessary, increase appropriations for donations, grants, and other instances where there is an offsetting source of revenue received, up to $250,000 per source or grantor. Donations and grant awards with matching requirements, or exceeding $250,000 from a single source or grantor, require Ciq Council approval. Any resolutions authorizing budget amendments related to donations, grants, and other instances where there is an offsetting source of revenue received in conflict herewith are hereby repealed. 21-9750/256403 2 Resolution No. 2021-38 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the day of��2021. Of Mayor EWED AN PPROVED: APPROVED AS TO FORM: ty Manager .City Attomey M INITIATED AND APPROVED: Chief Financial Officer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2021/22 as of June 1, 2020 Exhibit A-1: Proposed Budget for Fiscal Year 2021/22 Revisions Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2021/22 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2021/22 Exhibit D: Tables of Organization 21-97501256403 3 / I / r f r r - _ w Fiscal Year 2021 /2022 Adopted Budget �'o`�.-• a `. �ti i• 9 1 U: S 1 BE) \9 City of Huntington Beach Adopted Budget Fiscal Year 2021 /2022 ISM' _ O Submitted by Oliver Chi , City Manager City of Huntington Beach Table of Contents Adopted Budget - FY 2021 /22 City Council Directory __ . . . . .._ _.. ... ... . _.. .. ...........I Strategic Plan Goals and Objectives .........................................................................111 CityOfficials 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..............................................................13 Financial Policies & Procedures Budget Process and Calendar ...................................................................................19 FinancialPolicies .......................................................................................................21 AB1234 Disclosure Reimbursement Expenses .........................................................28 Fund Summaries Estimated Changes to Fund Balances........................................................................33 Revenues and Expenditures Summary —All Funds....................................................35 Department I Fund Matrix...........................................................................................36 FundDescriptions ......................................................................................................39 Revenues Revenue Descriptions and Assumptions ....................................................................51 Revenue Summary All Funds Summary Combined by Fund......................................57 Revenue Summary All Funds Combined Detail by Object Account ............................60 Revenue Summary General Fund Combined Detail by Object Account .....................66 Expenditures Expenditure Descriptions and Assumptions................................................................71 Expenditures by Department......................................................................................75 Expenditure Summary All Funds Summary by Fund ..................................................76 Expenditure Summary All Funds Combined Detail by Object Account........................79 General Fund by Object Account All Departments Combined............. .......................84 Expenditure Summary General Fund Combined Detail by Object Account.................85 Table of Organization Authorized Full-Time Equivalent Personnel Summary............ ...........................89 Authorized Full-Time Equivalent Personnel by Department........................................91 Department Budgets CityCouncil ...............................................................................................................107 CityAttorney ..............................................................................................................113 CityClerk ... ...............................................................................................................123 CityTreasurer ...........................................................................................................133 CityManager .._.. ..._....... ....... .._.............. ...............................................................141 Administrative Services......................... ................................................................_.155 City of Huntington Beach Table of Contents Adopted Budget - FY 2021 /22 CommunityDevelopment ...................................................................................... 177 Community & Library Services .............................................................................. ..207 Finance .....................................................................................................................235 Fire ............................................................................................................................253 Police ........................................................................................................................275 PublicWorks ......._..._.._...... .............................................. _. ... ... ... .. .._._.295 Non-Departmental ... ...... .. ................. ....................... .................. ....... ... .... ... ....325 Capital Improvement Program Capital Improvement Program Narrative ...................................................................345 NewAppropriations ...................................................................................................352 Continuing Appropriations .........................................................................................355 Five-Year Capital Improvement Program ...................................................................357 Drainage ....................................................................................................................360 Facilities.....................................................................................................................364 Neighborhood ............................................................................................................379 Parksand Beaches ...................................................................................................383 Sewer ........................................................................................................................398 Streets and Transportation.........................................................................................400 Water ........................................................................................................................420 Unfunded Liabilities & Debt Services Unfunded Liability Overview.......................................................................................423 Debt Services Overview.............................................................................................425 Debt Service & Interfund Interest Expenditures..........................................................427 Amortization Schedules& Debt Service.....................................................................429 Strategic Plan Core Values and Strategic Plan..................................................................................431 Long Term Financial Projections Long Term Financial Projections Overview.................................................................441 City Council Actions Request for City Council Action..................................................................................445 Budget Adoption Resolution.......................................................................................457 Professional Services Listing......................................................................................483 Gann Appropriation Limit Resolution..........................................................................484 Retirement Property Tax Levy Resolution ..................................................................487 Acronyms & Glossary Acronyms...................................................................................................................491 Glossaryof Terms......................................................................................................492 ii City of Huntington Beach City Council Directory Adopted Budget - FY 2021 /2022 a . Kim Carr Barbara Delgleize Mayor Mayor Pro Tem Erik Peterson Mike Posey Dan Kalmick Council Member Council Member Council Member Natalie Moser Rhonda Bolton Council Member Council Member Intentionally Left Blank O - N� f {3 V CITY OF HUNTINGTON BEACH STRATEGIC PLANNING WORKSHOP January 5, 2021 * Huntington Beach Central I.ibrar% ONE HB One Team:We are one ream ... working together to serve the people of Huntington Beach exceptionally to inspire pride in our community One Focus:We have one focus... to stay fanatical about achieving municipal excellence by being active caretakers of our unique,people-centric HB culture. One Goal: We have one goal... to ensure that HB continually improves its standing as a premier coastal community as measured through the health of our people,our organization,our infrastructure,and our communiy The City of Huntington Beach values . . . • Humility ♦ Exceptionality ♦ Social Awareness ♦ Passion ♦ Teamwork ♦ Integrity POLICY PRIORITY AREAS 1. Community Engagement 2 Homelessness Response 3. Economic Development&Housing Organizational Fiscal Stability 4. infrastructure&Parks 5. COTTD-19 Response ONGOING 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 sustainabllity :• Enhance and modernize public safety service delivery III Intentionally Left Blank ►NEFB Q v IV City of Huntington Beach City Officials Directory Adopted Budget — FY 2021 /2022 Elected Officials City Attorney ............................................................................ Michael Gates CityClerk ................................................................................. Robin Estanislau City Treasurer .......................................................................... Alisa Backstrom City Manager's Office City Manager ............................................................................ Oliver Chi Assistant City Manager ............................................................ Travis Hopkins Department Directors Community Development ........................................................ Ursula Luna-Reynosa Community and Library Services ............................................. Chris Slama Finance .................................................................................... Dahle Bulosan Fire ........................................................................................... Scott Haberle Administrative Services ............................................................ John Clark, Interim Police ....................................................................................... Julian Harvey, Interim Public Works ............................................................................ Sean Crumby V Intentionally Left Blank • N fI3 O V City of Huntington Beach Organizational Chart Adopted Budget — FY 2021/22 THE PEOPLE Cm CITY aERK CITY COUNCIL cRr ATTORNEY Mayor TREASURER Mayor Pro-Tern a AA Gty Council Members a Mvnon PuW EY[Supp SUPP ort hvBlhiBrb 6 E*cbm RewrOf ups°^ Manapanas CITY MANAGER PrD>BCWm ASSISTANT ±FM ,�JLICE COMMUNITY 8 CITY MANAGER EIRARY SERVICES 9 Fa�e�6 PUBLIC CRY COUNCI Oparrorn Evert r1r:"�MATION SUPPORT 9USTAlNBIRY Effwrgwp Respo �Sanoeaa SeMrll � Cu�uel�Ser�ree F�IAN(:E COMdMiY PUBLIC ADhNSTRATiVE OEVEIOPbENT VIOW(S SERVICES Servicef Opeism� L4rnaparM Pemti Courser HunWl R� �y 8 Risk mawpwnem TrarppaY�m 9arvr� Epp CoOe Ertxcaree Emnonec VII Intentionally Left Blank N I O c� Vill City of Huntington Beach Distinguished Budget Award Adopted Budget - FY 2021 /22 G GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tingit ished Budget Presentation A ward TO Cite of Huntington Beach California Far the Faisal Yen Beginning Jul 1. 2020 ax...� P '.�.:.r z.r,. , tag- 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, 2020. 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. IX Intentionally Left Blank _gym ... O ligm AML CITY OF HUNTINGTON BEACH 2000 Main Street, Huntington Beach,CA 92648 QP CITY MANAGER'S OFFICE June 1, 2021 Honorable Mayor and Members of the City Council: 1 hereby present to you the Fiscal Year 2021/22 Adopted Budget for the City of Huntington Beach. Our City, like other jurisdictions across the globe, has been financially and operationally impacted by the global COVID-19 pandemic, which started back in March 2020. Over the last year, the City has come together as OneHB in an extraordinary way to address the fiscal and public health challenges of the pandemic. Through the leadership and support of the City Council,the City was able to make the necessary budget adjustments to end the FY 2019/20 with a$l.I million General Fund Surplus, and we project a half a million dollar surplus for FY 2020/21. In the current fiscal year, the City implemented a two-pronged Reorganization Plan that started with a Separation Incentive Program, and resulted in the implementation of a comprehensive restructuring of all operating departments. Those efforts are estimated to save the City$6 million annually moving forward, while still maintaining essential service levels. In addition, the City refinanced 85 percent of its pension debt in response to steep increases in annual pension debt payments anticipated over the next decade. The City is projected to save $166.7 million from this initiative. In December 2020, the City also opened the Navigation Center as a pathway to address homelessness in Huntington Beach and to prevent the spread of COVID in that vulnerable community. Furthermore, the City has done a tremendous job responding to the COVID-19 pandemic by providing important up to date online information to the public through HBReady.com and Virtual Town Halls. The City issued grants to over 700 local small businesses affected by the pandemic, and also coordinated numerous vaccination events for the community with an emphasis on helping our seniors and underserved communities. After over a year of contending with the pandemic, there are promising signs of recovery as seen through the declining number ofCOVID-19 cases and increasing percentage of the population that have been vaccinated. As the City moves forward together as OneHB, we will continue to strive to serve the community with passion and exceptionality. We are hopeful for continued economic recovery for our residents, businesses, and % i.itors as we enter the "new normal." Fiscal bear 2021122 Adopted Budact tiununary The FY 2021/22 Adopted Budget is a balanced budget. As the economy continues to bounce back and public health guidelines become less restrictive, revenue sources such as Sales Tax and Transient Occupancy Tax are anticipated to increase considerably in the coming year. The FY 2021/22 Adopted Budget includes the continuation of Citywide restructuring measures implemented during FY 2020/21, restores a number of operating cuts made in response to the 1 COVID-19 pandemic, includes mandated savings along with the debt service payment for the City's recently instituted Pension Obligation MASK'S UP SURF CfTY! Bonds, and prioritizes improvements to the City's facilities, roads and parks. The FY 2021/22 budget remains committed to improving the quality of life for our residents, businesses, and visitors by increasing —= funding for core services such as public safety, community & library service programs, and improving the City's infrastructure. r The State of California implemented a four-tiered system to provide a framework for Counties within the State to safely reopen based on new COV ID-19 cases,positivity,and health equity. Counties across the State ® \� have recently moved to less restrictive tiers,allowing more businesses to reopen and necessitating rehiring of employees. Travel restrictions have also retracted, a positive for the City's tourism industry. These current trends have contributed to the decline in the unemployment rate locally, in the State, and throughout the nation. The City has taken a cautiously optimistic posture in developing the FY 2021/22 budget as the economy recovers. The FY 2021/22 Adopted General Fund Budget revenues of$228.0 million represents an $I1.1 million, or 5.1% increase from FY 2020/21 Adopted revenues of $216.9 million. Of note, although FY 2021/22 revenues are projected to increase from the current fiscal year, FY 2021/22 revenues are still much lower than pre-COVID-19 projected revenues of$236.9 million in FY 2019/20. Taking that figure into account, our projected FY 2021/22 General Fund revenue levels represent a 3.8%decrease(or a decline of$8.9 million)when compared against our pre-pandemic revenue situation. Pre-COVID-19 Projected FY 2021/22 General Fund Revenues General Fund $ Change % Change (FY 2019/20) Revenues $236.9 million $228.0 million $8.9 million 3.8% decrease decrease The Orange County Register once again ranked the City of Huntington Beach as one of the top three cities to live in within Orange County. Huntington Beach ranked#I in the nation for"Quality of City Services"and #18 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 February 2021, 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 2021/22 Adopted Budget, "OneHB", reflects the City's values and commitment to rise together with unity as we recover and progress past the COV ID-19 pandemic. The budget reflects the City Council's Strategic Goals consisting of community engagement; homeless response; economic development and housing; infrastructure and parks; COVID-19 response; and overall organizational fiscal stability. 2 All Funds: The Adopted FY 2021/22 Budget totals $424.4 million in All Funds. This reflects a $65.4 million,or 18.2 percent, increase from the FY 2020/21 Adopted All Funds Budget of$359.0 million. A significant portion of the increase is due to added investment in essential infrastructure and equipment, restoration of COVID-19 temporary cost saving measures, and the establishment of the Pension Liability Fund required as part of the issuance of the Pension Obligation Bond. The larger increases were to the following funds: Infrastructure Fund($13.3 million), Equipment Fund ($3.4 million), Pension Liability Fund ($22.6 million), Retirement Supplement Fund ($5.3 million), and General Liability Fund ($2.6 million). General Fund: The Adopted FY 2021/22 General Fund Budget is structurally balanced. Expenditures total $228.0 million and are supported by revenues of $228.0 million. The FY 2021/22 Adopted General Fund Budget represents an $11.1 million, or 5.1 percent, increase compared to the FY 2020/21 Adopted Budget of$216.9 million. The increase is a result of the added Section 115 Trust pension liability set-aside, increased investment in infrastructure and equipment, and restoration of temporary expenditure reductions made in response to 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. Genera/Fund Revenue Highlights FY 2021/22 General Fund Revenue Charges for Current Services, Other Revenue, Non-Operating Revenue, $23,925,507,10.5% $69S,838,0.4% S443,229,0.2% Property Tax, Revenue from Other Agencies, $93,213,289,40.9% $2,419,493,1.1% Use of Money i Property, $16,172,007,74% Fines 6 Forfeitures, $3,794,131,1.7% Ucense a Perrrifts, S7,778,756,3.4% Utility Users Tax, S16,884,238,7.4% Transient Occupancy Tax, $10,693,079,4.7% Franchises, Sales Tax, 57,119,651,3.1% $44,641,269,19.6% FY 2021/22 General Fund revenue projection is $228.0 million, an $1 I.1 million, or 5.1 percent increase from the FY 2020/21 Adopted Budget. The largest increase is in Sales Tax revenue, the second largest revenue category for the City, which is projected to be S44.6 million in FY 2021/22. This represents an increase of 13.8 percent from the FY 2020/21 Adopted Budget of$39.2 million. The next largest revenue increase is in Transient Occupancy Tax, which is anticipated to increase $3.8 million or 55.1 percent. Most of the increases from these two revenue sources is attributable to the projected positive economic impacts resulting from widespread COVID-19 vaccinations, 3 loosening public health orders, and the re-opening of businesses for indoor dining and shopping. 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 $93.2 million, an increase of $1.1 million, or 1.2 percent, attributable to an increase in property assessed valuation and Employee Retirement Override revenues being transferred to the Pension Liability Fund and no longer being budgeted in the General Fund. Licenses and Permits, estimated at $7.8 million, reflect a 5.7 percent increase, as economic and development activity are anticipated to increase in the coming year. Franchise Taxes are anticipated at $7.1 million, a 29.0 percent increase. Use of Money & Property, which includes parking revenues and lease concessions, is projected to increase $1.7 million, or 11.5%, due to business re-openings and expected increases in visitors to our beach and downtown areas, especially as international travel continues to become less restrictive. FY 2021122 General Fund F.vpenditrrre Highlights The Adopted FY 2021/22 General Fund Expenditure Budget is $228.0 million, which is $1 1.1 million, or 5.1 percent higher than the FY 2020/21 Adopted Budget of$216.9 million. The increase was driven by a $28.7 million increase in Transfers to Other Funds and a 54.0 million increase in operating costs due to the general restoration of prior year cuts implemented in response to the COVID-19 pandemic. These increases were partially offset by a S21.8 million decrease in Personnel Services, resulting from personnel reductions made as part of the Separation Incentive Program that was adopted by City Council on November 2, 2020 and the issuance of $363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds are budgeted in the Transfers account, resulting in a decrease to benefit costs but an increase in Transfers to the Pension Liability Fund. As illustrated in the following chart, the budgets of four City departments - Police, Fire, Public Works, and Non-Departmental - equals $184.3 million, or 80.9 percent, of the total Adopted General Fund Budget. Each of the remaining 9 departments comprise less than 6.0 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. 4 General Fund Budget by Department C'ih Couoril 278.875 337.821 359,153 381.324 .181.354 363,735 5.2% City Manager 1,313,480 1,604,643 1,807,770 2,247,315 2,022,156 1,976,629 0.9% City Attorney 2,037,014 2,631,650 2,638,060 2,921,219 2,924,994 2,597,099 1.1% City Clerk 601,841 898,670 795,541 %7,825 1,018,470 940.115 0.4% City Treuurer 133,798 227,317 270,294 273,816 273.816 263.165 0.1% AdaiinistnUse lien ices 10,548,089 13,094,111 8,985,091 8,942,750 8,451.677 8,784,479 3.99/6 Cosmmity Dnxbprnent 6,042,849 8,116.145 8.360.096 8,857.941 9,166,125 9,330,575 4.1% Comnuoin& Ubmn Senices 9.953,289 13,188.542 12,734,747 13,697,801 13,374,159 13,54U25 5.99/0 FSmnce 4,368,729 5,908,677 5,583,609 5,934.129 6,106,073 5,924,136 2.6% Fire 36,575,749 49,030,037 50,090,020 49,077,869 50,173,136 47,751,013 21.0% Non-Departmentsl 33,531.183 32,748,467 28,721,626 17,166,342 24,588,668 39,068,723 17.1% Police 58.417,948 75,172,449 78,278,455 80,550.112 90.505,414 77.556,549 34.OYe h tic works 19,049,857 25.953,156 24,868,447 25,889,839 23,065,01'_ 19,962,943 B.B% TOTAL 182,832,702 228,911,785 22J,492,"D 216,908,281 222,031,044 227,980,486 1.00.0% ° FY 2017/I8 Actual reflects a nine-month period from October I•through June 3e. Table of Organization The Adopted Budget reflects an increase of four (4) FTEs across All Funds compared to FY 2020/21. With a total headcount of 962.25 FTEs, the City is just slightly above Great Recession staffing levels of 960 FTEs in FY 12/13, and represents a reduction of 25 positions when compared against our pre-pandemic staffing levels in FY 2019/20. The new positions include one (1) Administrative Aide and one (1) Administrative Analyst in the Public Works Department to focus on the Smart Cities Initiative and sustainability projects and programs. One (1 ) new Principal Administrative Analyst position is included in the Administrative Services Department and will be assigned to performance management and data analysis. One (1) new Deputy Director of Homelessness and Behavioral Health Services has been added to the Police Department to coordinate the homeless response efforts of the City. Chart of Organization-All Funds 1.000.00 995.00 -- - -- 990.00 - 9t7.23 9Hb3S- 983 75 985.OD 97F23 9a0.00 972 73 9'S.00 41309 - 9'o0D 965.OD 960 00 2! 955 0D 950 00 F'Y lt/12 FY 12A3 FY 13A4 FY 14/15 FY IM6 FY 1647 FY 17n0 FY 1849 FY 19CO FY M1 FY 21a2 5 Protectine the Community Funding for Public Safety represents 55 cents of every dollar spent in the General Fund. With over half of the General Fund Budget committed to the Police and Fire Departments, the City has dedicated the greatest share of its resources, or $125.3 million, to these core services. P L 1 L1u IS$ 0 �IMI • Police In the Police Department, the budget includes $2.3 million in equipment funds, largely to finance the purchase of three new helicopters and the replacement of 39 police vehicles. The CIP includes $1,624,000 for relocation and expansion of the Police Department Communications Center and Traffic Office, Helipad Lot Replacement,and the installation of street cameras to assist with traffic monitoring and investigations. Fire In the Fire Department, the Adopted Budget includes $1.1 million in equipment replacement comprising the replacement of a Fire Engine, Rescue Boat, and Command Vehicle, as well as Cardiac Mon itors/Defibri I lators. The General Fund CIP includes $590,000 for Lifeguard and Jr. Lifeguard upgrades and signals at Murdy and Heil Fire Stations. 6 Public Safety FY 21/22 Budget $125.3 M - General Fund Only Fire Emergency Medical Svcs, Fire-Emergency Reponse, 53,953,914 $34,262,164 Fire-Marine Police- Safety, $6,382,804 Investigations, $14,270,166 Fire- Prevention, $1,661,506 Fire-Admin, $1,490,625 Police Dispatch/Property/ Evidence/CSI/Records/ Admin &Training, Police - $15,585,917 Uniform/Patrol, $47.700,466 Genera!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. Fitch's reaffirmation of the City's AAA rating in February 2021 noted, "the City's strong operating performance, low long-term liability burden, moderate fixed costs, and robust reserves." 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. 7 General Fund Reserves b T ( n usan s Economic Uncertainties 25,011 25.011 25010 25,011 lquipment Replacement 8295 8.295 8r95 8.295 Redevelopment D'ssol tiun 1,080 General Plan Maintenance 439 546 791 908 General Liability Plan Migratiort 2,801 2.801 2,801 2,801 Capital Improtenxnt Resene ICIRI 8,046 8,046 8,046 8,046 Senior Center Debt Senice 2,000 CaIPERS Rate Increase 1,637 Ciyview Replacement 1028 1,028 1028 1,028 Sand Replenishment R Park Improtentents 200 Strategic Planning 558 15,998 16536 16,336 Sec tim 115 Trust 6,396 8.750 10.003 11,003 Trpp Flip 1.759 1.113 896 740 Year-Fnd Market Value 1.184 1,983 1.983 Housing Agreement 1580 101 Police heal Enhancements 2,0(x) Other Fund Balance* 4 M 4.661 4,598 4,315 Unassigned 2,734 Total Find Balance 68.634 79,013 80.098 80.666 '1lth,,I and HJIa CC indud,,I.ncumhrancn .Son-%rcndaNc,and It,mrkl,d It,m. The FY 2021/22 Capital lmprovement Program - I'a%in? the N1'av to the Future General Fund 15% Charter Requirement for lnJra,rrw tore 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 2021/22 Adopted Budget meets the Charter mandated 15 percent spending requirement on infrastructure based on a five-year rolling average. The FY 2021/22 Adopted Budget commits approximately$36.8 million in General Fund spending for the maintenance and improvement of the City's infrastructure. The$11.5 million transfer from the General Fund to the Infrastructure Fund ensures proper accounting. Capital Improvement Program—AM 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 2021/22, the CIP totals $39.3 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. 8 Capital Improvement Program FY 2021/22 $39,326,723 - All Funds Park Funds,9% RMRA, 121, Gas Tat/Prop 42,9% Dramage 21 Water Funds,8% Se:. Measure M, 1% Infrastructure Fund, Grants/Other,5% 37% Neighborhood, Streets and Transportation lmproreotettts The Adopted Budget continues to fund aesthetically pleasing, safe, and reliable infrastructure to the City's residents and community. The FY 2021/22 Adopted Budget includes funding to maintain the City's roadways and infrastructure. Local neighborhood improvements total $6.4 million in residential street overlay, curb ramps,and residential alley improvements. Arterial roadway improvements total $5.4 million for Edinger(Saybrook-Countess), Warner(Algonquin- Los Patos), Talbert (Edwards-Springdale), Newland (Talbert-Slater), Brookhurst (Yorktown- Adams), Saybrook (Edinger-Heil), and Springdale (Warner-Slater). These projects will help the City reach an overall Pavement Condition Index (PCI) rating of 80, or "Good" A budget of $I.3 million has also been included to fund street lighting improvements in the downtown area. A total of $1.6 million is included for fiber optics, traffic signal improvements and signal synchronization projects as well. Parks and Beach Projects Keeping true to our commitment of improving the quality of life within our community, the FY 2021/22 Adopted Budget includes $5.9 million for park and beach improvements to enhance and improve open space throughout the City. Adopted park projects include: Bluff Top Park improvements, improvements at LeBard and Schroeder Park, Central Park restrooms, and playground improvements at Sun View Park. Adopted beach projects include beach parking lot rehabilitation and beach front rehabilitation. 9 Facilities Improvements When prioritizing capital needs at our facilities, the City focused on improvements that increase the safety and modernization of its facilities. The FY 2021/22 Adopted Budget includes $6.8 million in funding for facilities improvements. The Facilities Improvements CIP includes: Central Library fountain restoration, Harbour View Clubhouse Improvements,Central Park Sports Complex LED lighting retrofits, Oak View Community Center rehabilitation, and remodeling of the Police Department Communications Center and Traffic Office. 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 2021/22 total$75.0 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 Peck Reservoir security improvements and water main replacements. Sewer projects include sewer lift station reconstruction and sewer lining projects. Enterprise Fund Expenditures FY 2018/19 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Feud Actual Actual Adopted Ref4sed Proposed Fnterlrise Funds W504-Refuse Collection Service 12,050.460 12,609,084 12,621020 13,0862% 13,667,909 00506-Water 41,152.381 41.362,339 43.695,352 44370,430 44.122,678 00507-Water Master Plan 2.251,788 3,100,231 3.060,000 8,860,136 3,493,694 00511 -Sewer Service Fund 9,441.907 9,827,898 1Z129,875 19,051,406 13,764,987 TOTAL 64.896,537 66,899,551 71.507.246 85369.266 75,049.258 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 $27.7 million in the FY 2021/22 Adopted Budget. A subset of these funds totaling $21.7 million, which are used primarily for capital projects, is highlighted on the following page. 10 Special Revenue Fund Expenditures FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021/22 "ad Actual Actual Adopted Revised Proposed Special Revenue Funds 201 -Air QualrtyFund 106.608 102,149 5-u).382 1.255.004 531.500 206-Traf is I pact 914,922 2,157,222 195,000 721.775 1,69Q000 207-Gas Tax Fund 2,577.979 3.089,234 2.350.000 5.302,003 4,076,420 210-Sewer 1,898,104 85.394 1.500,000 6,348,145 700.000 211 -Drainage 100,000 100,000 825,000 213-Measure MFund 4.938.458 3,156,679 3,39&168 4.929.171 2,318,987 219-Prop 42 Traffic Cong Relief 1,158.346 1,152,069 1100,000 2,573,037 I.M.000 227-Police Facilities Dvlpnt Impact 90,000 1.124.000 228-Park Dev Impact-Res 1.312,625 2,949,744 5,098,370 8.003,522 3,776,370 1247-Road Mamt.& Rehab 1.126.234 3,361,778 3,180.000 6.693,016 4.800.000 Total S cial Revenue Funds 14,033,278 16,054,269 17,562 020 36,005,672 21,682,277 Fiscal Responsibility and Transparency The City continues to do an outstanding job of financial planning and reporting in a transparent and open manner. In 2020, 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 Annual Comprehensive Financial Report(ACFR). 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 2020/21 Budget. In order to receive these prestigious awards, the City's budget document and ACFR are required to satisfy rigorous nationally recognized guidelines. Conclusion The FY 2021/22 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. 1 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' re1y, M Oliver Chi City Manager 11 Intentionally Left Blank N 113 o City of Huntington Beach Community Profile Adopted - FY 2021/22 vx bra: 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 the P cities of Westminster to the northwest, Fountain Valley to the northeast. Costa Mesa to the east. Newport Beach to the southeast. \ `n 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. 13 City of Huntington Beach Community Profile Adopted - FY 2021/22 Lifestyle The City of Huntington Beach is located on the Orange County coast With a population of 202,748 residents. it is known as Surf City due to its abundance of beaches, the sunny, warm Mediterranean climate, and !M` its casual lifestyle With over 10 miles of coastline to boast of, Huntington Beach plays host to over 16 million visitors annually. The City boasts an annual median household income of $91,318, 51% higher than the median household income for the United States. 28% higher than the State of California and 6% higher than Orange County In addition, more than half of its residents. or 53 percent. have a college education. ranking #1 in the nation "Quality of City Services" and #18 for "Best-Run City in America Poll" by WalletHub (June 2020) and one of the top three "Best Cities to Live In" by the Orange County Register for the past five consecutive years. Huntington Beach was also ranked #33 of the Happiest Cities in America by WalletHub (March 2021). iiii6Huntington Beach is home to a thriving beach community, consistently ranked in the top 15 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 F July Parade west of the Mississippi" ,•r _ ` -Akw n 2020 due to State and County Shelter-in-Place orders to slow the spread of COVID-19. the City adapted the Fourth of July celebration to a OneHB Neighborhood Parade that included 2 caravans on separate routes that �-- traveled through neighborhoods bringing the parade to the community The City also held a City-wide decorating �- - contest open to all residents and businesses 14 City of Huntington Beach Community Profile Adopted - FY 2021/22 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. These events were cancelled in 2020 due to COVID-19 restrictions but will be returning to the City in the future with the Surf City USA Marathon currently scheduled for September 2021. ,t r •y � l •iA 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 2021 repertoire will include the U.S Navy Blue Angels. Canadian Force Snowbirds. and U S Army Golden Knights. 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 f , rl 15 City of Huntington Beach Community Profile Adopted - FY 2021/22 Surf City Open Air Dining Program In response to the State closure of indoor operations to help limit the spread of COVID-19. the City instituted an Open Air Dining Program The program allowed food 1 service businesses to apply for a free permit allowing them to temporarily expand outdoors. including on public - property After discussions with affected downtown businesses. the City also closed the 2° and V blocks of Main Street to vehicular traffic allowing these businesses to expand dining and shopping outdoors. These measures enabled businesses throughout the City to continue operating while promoting social distancing. Mixed Use at Bella Terra Shopping Center The City has received plans for a mixed-use residential development at the Bella Terra Shopping Center. The project will replace an existing 210,000 square-foot structure and includes 25.000 square feet of ground-Floor retail space beneath five stories of residential space. with 15 percent of the 300 units designated as affordable housing. The project will include structured parking for residents that supplements the existing shopping center's parking structure HB Small Business Grants In May 2020. the City of Huntington Beach was awarded 54 75M in federal funding, as a subreceipent of Orange County s Public Relief Funds Shortly after the receipt of funds. the Huntington Beach Small Business Grant Program was approved by Council The goal of the Program was to provide immediate relief to qualified local businesses that have experienced hardships due to COVID-19 Together with the Small Business Development Center, the City successfully met the December 2020 expenditure deadline of funds. and distributed grants ranging from $5.000 to 512.000 to over 700 small businesses w 16 City of Huntington Beach Community Profile Adopted - FY 2021/22 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 Community 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 in terms of population, there are over 105,200 people employed by public and private entities in Huntington Beach. The City has earned various accolades throughout the year. including the following #1 in the nation for -Quality of City Services" (WalletHub. June 2020). #18 for -Best Run City in America" (WalletHub. June 2020), and Top three "Best Cities to Live In" for the past five consecutive years (Orange County Register). 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 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. 17 City of Huntington Beach Community Profile Adopted - FY 2021/22 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 Rr Homeless Navigation Center wO" The City of Huntington Beach recently 4k* completed construction a new Homeless 441111110 } Navigation Center The center can house up owl �L ' to 174 homeless adults and couples and will c - provide comprehensive support services including vocational training, mental health treatment and transportation to r appointments. The Navigation Center was a Joint partnership between the City and the County of Orange to help address the needs of the local homeless population Facts and Figures Population: 202,748 (2019 Estimate) Fourth Largest City (by population) in Orange County • 2310 Largest in California Land Area: 28 Square Miles Y _ Fourth Largest City (by land area) in C Orange County 7811 Largest in California Median Family Household Income. $91,318 (2019 Estimate) 18 City of Huntington Beach Adopted Budget - FY 2021/22 Budget Process and Calendar The Fiscal Year Budget Process and Adjustments to the Annual Budget The FY 2021/22 Annual Budget covers the period of July 1, 2021 through June 30, 2022. 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 followed by a graphic representation of the process. Date Budget Procedure Action By 1/6/2021 A Budget Kick-Off meeting is held to review the directive Chief Financial Officer for preparation of the FY 2021/22 budget. Principal Finance Analyst 1/13/2021 Individual Capital Improvement Project (CIP) requests are Departments completed and submitted to the Public Works Department. 1/29/2021 Departments prepare their respective budgets including Departments submitting proposed budgets to the Budget Management Division. 1/29/2021 Phase I of Revenue projections are completed and Departments submitted to the Budget Management Division. 3/1/2021 The City Manager's Office conducts meetings with all City Manager Through departments to review budget development forms and Departments 3/12/2021 supplemental budget requests Chief Financial Officer Principal Finance Analyst 4/16/2021 Departments and Budget Management are advised City Manager regarding final budget adjustments prior to preparation of Chief Financial Officer the Proposed FY 2021/22 Budget Document. Budget Principal Finance Analyst Management prepares the document for submission to the City Council. 5/11/2021 Accounting and Purchasing staff begin working with Accounting Staff departments regarding encumbrance carry-overs and the Purchasing Staff pending closure of"Open Purchase Orders" prior to the Departments new fiscal year 5/10/2021 The Proposed Budget for FY 2021/22 is submitted to the City Manager City Council per City Charter 5/17/2021 The City Manager conducts a budget study session and City Manager presentation of the Proposed FY 2021/22 Budget, CIP City Council and Infrastructure Budget for the public and City Council at their regular meeting. Direction is requested from the City Council regarding preparation of the Budget Resolution. 19 City of Huntington Beach Adopted Budget — FY 2021/22 Budget Process and Calendar Date Budget Procedure Action By 6/1/2021 A City Council public hearing is conducted for the City City Manager Manager's Proposed Budget/CIP for FY 2021/22. City Council Following completion of the public hearing, the City Departments Council adopts the budget by Resolution. 7/1/2021 FY 2021/22 is activated and departments begin operating Accounting Staff with the new 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. The annual budget is developed and monitored throughout the year as depicted below, BudgetBudget Preparation Budget Development Revenue Projections develops materials for funding and request revenues for the upcomming budget development additional funding if needed year and updates Long Range Financial Plan . . .sed Budge City Council Budget @Supplemental items Development . • . submitted by Departments Funded requests are added -PriXisel RYI!get Arewntet are analyzed and reviewed d for funding considerations and document finalized for to City Council for review an Budget Adoption Budget Monitoring Budget Amendments -Changes from City Council -Spending,s monitored -Budgets maybe amended incorporated and Budget is throughout the year and OR I throughout the year as adopted by City Council at a department are notified of allowed per policy. Public Hearing concerns 2(i City of Huntington Beach Adopted Budget — FY 2021/22 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 _J 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). .0 Governmental, agency and expendable trust fund types use a modified accrual basis of accounting. These funds recognize revenue when it is susceptible to accrual. It must be measurable and available to finance current period expenditures. Examples include property taxes, sales tax, governmental grants and subventions, interest and charges for current service. Revenues not susceptible to accrual include certain licenses, permits, fines and forfeitures, and miscellaneous revenue. The City of Huntington Beach recognizes expenditures when it incurs a measurable liability, with the exception of interest on long-term debt, which is recognized when it is due. J The City accounts for proprietary fund types 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. The Annual Comprehensive Financial Report (ACFR) 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 ACFR and will attempt to qualify for the GFOA's Excellence in Financial Reporting Program. J 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. J 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 four years. The contract period will be for an initial period of three years, with one one-year option. 21 City of Huntington Beach Adopted Budget — FY 2021/22 Financial Policies BUDGETING POLICIES AND STANDARDS The budget will be prepared consistent with the standards developed by the Government Finance Officers Association and California Society of Municipal Finance Officers (CSMFO). • 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. • Ongoing revenues will support ongoing 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. • Governmental, agency and expendable trust fund types use a modified accrual basis of budgeting. These funds recognize revenue when it is susceptible to accrual. • The City budgets for proprietary fund types 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 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. .0 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 Annual Comprehensive Financial Report, plus selected other funds are described. Within the budget document, all funds operated by the City are individually presented. 22 City of Huntington Beach Adopted Budget — FY 2021/22 Financial Policies J 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 Annual Comprehensive Financial Report 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 Annual Comprehensive Financial Report. 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. 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 (per the Unfunded Accrued Liability Pension Funding Policy), 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, 23 City of Huntington Beach Adopted Budget - FY 2021/22 Financial Policies 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. 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. OPERATION OF THE CAPITAL IMPROVEMENT RESERVE (CIR) COMMITMENT .0 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. UNFUNDED ACCRUED LIABILITY PENSION FUNDING POLICY The Unfunded Accrued Liability (UAL) Pension Funding Policy includes the following: • Annual $1 million contribution to the City's Section 115 Trust. Section 115 Trust assets to be restricted and only accessed to pay CaIPERS costs to reduce volatility and offset unexpected pension rate increases. 24 City of Huntington Beach Adopted Budget — FY 2021/22 Financial Policies • Perpetual set-aside of 50% of Pension Refinance Savings. 100% of the amount of the savings achieved in Year 1 related to the refinancing, and 50% of that savings amount in each following fiscal year thereafter (to be adjusted annually by CPI), will be budgeted on an annual basis for deposit into the City's Section 115 Trust to offset any future UAAL costs that arise. This deposit to be in addition to the annual $1 million contribution mentioned above. • Annual set-aside of an additional 50% of General Fund surplus at year-end. This amount will be held in the City's General Fund Pension Rate Stabilization Reserve, to be restricted and only accessed to pay CaIPERS costs to reduce volatility and offset unexpected pension rate increases. • Establishment of accelerated UAAL payment schedule. This schedule provides parameters for the payment for any new UAAL, only using available amounts in the Section 115 Trust and the General Fund Pension Rate Stabilization Reserve to meet this accelerated schedule. • Annual assessment of Additional Discretionary Payments ("ADP")to be made to CalPERS. After completion of the City's annual audit, the City will make an assessment and determination to utilize any available reserves or one-time savings from the prior fiscal year to be appropriated as an ADP, provided there is no adverse effect the general operations of the City. ADP's may be deposited with CalPERS, invested in the City's Section 115 Trust, or set-aside in the General Fund Pension Rate Stabilization Reserve. • The City's formal UAL policy was adopted on March 1, 2021 and can be viewed at the following link: https://www.huntingtonbeachca.gov/files/users/finance/Resolution-2021-19- Unfunded-Accrued-Pension-Liability-Policy.odf APPROPRIATION AUTHORITY J The City Council is the appropriation authority for the City Budget. As required by state law, appropriations expire at the end of each fiscal year. NON-DEPARTMENTAL BUDGET .0 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. 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. 25 0City of Huntington Beach Adopted Budget - FY 2021/22 Financial Policies J Water Fund Reserve equal to 25% of the adopted annual operating budget to ensure adequate working capital for operating expense. _J Water Master Plan One-hundred-fifty percent (150%) of the average planned Water Master Plan Capital Improvement Program for the following five years. Cost of thirty (30) months of imported water needed to replace the production from the average City well. Emergency: Cost to replace one groundwater well. J Sewer Service Fund Thirty-three percent (33%) of the adopted annual operating budget to ensure adequate working capital for operating expenses. One-hundred percent (100%) of the average annual planned Capital Improvement Program for the following five years. Emergency: Cost to replace one sewer lift station. SPECIAL REVENUE FUNDS .0 A Special Revenue Fund is used to account for the proceeds of speck revenue sources that are restricted to expenditure for specified purposes. _J The City Council will establish which revenues require placement into a special revenue fund. J The City Council will establish which expenditures will be expensed to each special revenue fund. DEBT ISSUANCE & MANAGEMENT J The City will not use long-term debt to pay for current operations. _J 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. J A copy of the City's full Debt Management Policy can be found at the following link: https://www.huntingtonbeachca.gov/files/users/finance/Debt-Management- Policy.pdf CHARGES & USER FEES J "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. 26 City of Huntington Beach Adopted Budget - FY 2021/22 Financial Policies "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. u The City Council will be presented annually with a list of all User Fees and Charges indicating when they were last changed. _J 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. J 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. 27 0 City of Huntington Beach Adopted Budget — FY 2021/22 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. 28 City of Huntington Beach Adopted Budget - FY 2021/22 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 41 of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. 29 City of Huntington Beach Adopted Budget - FY 2021/22 e 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 4" of July. Association of Volleyball Professionals (AVP). Art Center features, activities. and expenses related to the events. • Litigation expenses 30 AAML City of Huntington Beach Adopted Budget — FY 2021/22 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 Govemment 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 41 of July, Association of Volleyball Professionals (AVP), Art Center events, and other similar activities. 31 City of Huntington Beach Adopted Budget — FY 2021122 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 41 of July, Art Center features, public safety awards, and activities and expenses related to public outreach events. 32 ` O Y Nm m N 1mm+1 m n N m N O m P 0 O 1D mY m O O N N m b O n�i lYV f O Y O w w m O s 0 0 T n w �D N m m '� N p N N r X O O N T O O ry 4 M N 0 0 0 0 0 A n O O 7 O N M T O j; T GG YY LL • 3 \ m p N P p m Y m p YI m O O Y A m Y m O p o b r p pp n n p n n A V ' mn �p n p V C N m m O O • ry m O N N N m Y � ry M O N n m O n O O Yf N m Y N m YY V O O gg m A w O m n S N n e O � W N LL M y�Q�Q���S�Q�sQQ z Q Q 5�Q Q 25 SS 2Qpp511 p �m 2525(igp62575oSg2Sn 25 2p525 25mr op�pom� M'1110 m mo C m NblO 1DNm SSnm A rN: bN wm0 fOO N�S � A O 1 - 0 IMH LL v, n ry noAw b m � N N V H ry N m mN QmI Y Y p�p N {IyO � [V pMp t V A A qmA qqP m = n A �m N N O� l7 Nm Nf Y mme YIN MIY Ike Y C O UO V m ~ gyp 8888yw�888 88 888 888 8 88 oq 1p� + Epp 8 Ym pqp m R N C mO NON QOq 0�8O 1Oy O OOO pO pOO OOO Oypm� r pOO N �0 Y m mOl t{wwp ANMf +O N�YOp 1m0 (oN�O mN Md m mbSN (O �1� mtmV ta'IS Mf YIGN � � Ib'f Nmb� � ��M �wOf etlNm�OmnOONN1'1 W N Q _ C b a- 4$ -a3 O� PLL p 'i ripp Epp a ceip p �YY b�p omS c8 �+pi p0 n ary Nm � �mpaA np �p + m C ] 01 J + P m N N • f1 O O b N n N m N n V V N ry O n V n W O V � av tl T9 q eCN w C F M m$ppm� � N N tD N N O ry 0 O O W t0 N 1�1 m m 1"1 b b 1'1 V 10 O f Y N m.O N N A V N a Y LL N • Y m P n A p N tl N O fA f tl r b � ry b P � tl r N m m N n m A Em O O m m � + �p m ry O N �p m N e p p' N fV♦ ' p H A "H m O o m A O �p n O fV � n� � LL e ll " • JS tggg � g � � qF g oLL � W = � g � E4 $ $a tJ � • su mg � E � L �i8 � "aJF IL LL Wy Y 5� LL LL g 4 e LL q �J a '' R J ; 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K #K £ |§(|KKf ■ , °9-8.6§ : } ! | E72 #§ !& ■ $(� a \ § - | { ! ! ® f ■ §#; ; E! 5 ■ R §##! e � a , < � � ; ;l; ¥!$§k§■;! ■ \ - � F \ - ` � | | ||§7��7/|§ |7) | / | } § /� ! ! � ` " � % iv ` ! | / 0k . , eel ■ § ■!Es. §4■ § |» ■ < \ $ zz | ||)* 7 EN� ■= ®*®§ ■ ; < , | § � - � � ■ _ ` I| �! ( � | -\f§kE !2 ■ �$[E ■ . � | | . : �! | . ; | | I !! & 2 • } | } \ � \ � \ | | $ 2U- f !§�§f ! { || f! ; ) : ! !f \ \ 34 City of Huntington Beach Adopted Budget - FY 2021122 Revenues and Expenditures Summary - All Funds FY 2017/18 FY 2018/19 FY 2019/20 IFY 2020/21 FY 2021122 Actual Actual Actuals Adopted Adopted Revenues Property Tax 96,297,081 106,316,484 107,487,283 109,850,958 114.127,304 Other Local Taxes 62,761,422 86,451,147 80,263.904 71,255.792 82,353,853 License and Permits 6,293,621 8,574,423 11,267,196 8,025,354 8.802,466 Fines and Forefeitures 3,047,999 4,300,180 3,402,638 3,282.500 3,794,131 Use of Money and Property 15,798,829 34,548,028 37,401,896 16.711.608 18,441.007 Revenue from Other Agencies 14,128,551 21,756,475 18,703,781 15,527,742 18,286,462 Charges from Current Services 87,655,320 111,896,714 107,044,786 102,288,360 103,572,192 Other Revenue 3,401,897 4,038,591 5,720.915 1,433,723 1,115,979 Non-Operating Revenue 35,660,651 26,188,746 23,238,552 12,914.776 44.762,351 Total Revenue 325,045,370 404,070,788 394,530,950 341,290,812 395,255,745 Expenditures Personnel Services 132,776,619 180,521,483 188,053,895 185,695.017 165.457.490 Utilities 4.364,230 5.885.604 6,323,431 6.695,149 7,178,559 Purchased Water 11,106,363 16,435,060 16.386,899 17.100,000 18,450,000 Equipment and Supplies 5,892,904 7,936,046 8,185,057 7.914,441 8.262.092 Repairs and Maintenance 11,938.597 16.645.002 16,825,083 18,768,550 19.337.472 Conferences and Training 700.321 871,741 820,800 925,126 1,024,738 Professional Services 5,913.094 6,453.049 7.279,529 5,825,445 11,356,057 Other Contract Services 17,194,719 24,830,385 23,583,476 24,908,733 25,827,108 Rental Expense 266,836 377.800 393,544 359,384 330,599 Claims Expense 4,766,320 1.223.424 7,726.047 6,759,779 6,759.779 Insurance 2.495,780 3,719,307 3.777.228 3,888,529 5,542,672 Pension Payments 3,389,037 4,766.002 5,008.769 934.000 5,800,000 Contribution to Private Agency 916,963 862.239 65.000 285,638 305,000 Payments to Other Governments 2,397,038 3,761,706 4,711.245 3,210,913 3,994,004 Interdepartmental Charges 6.232,449 8,694.911 9,361.069 8.694,792 8,765,929 Expense Allowances 637.588 743.292 721,650 785.597 784,667 Other Expenses 1.731,923 3,114,671 2,002.821 3.091.560 3,437,000 Capital Expenditures 17.708,394 27.443,022 25,177.607 32,471,915 50,100,622 Non-Operating Expense 39.104,616 45,196,731 45,338.093 30,660,483 81,707,535 Total Expenditures 269,533,790 359,481,474 371,741,243 356,975,051 424,421,323 35 City of Huntington Beach Adopted Budget - FY 2021/22 Department! Fund Matrix Department City Admin. Comm. Comm.& Public Non- Fund Name(Fund Number) Elected' Manager Sro. Dvlpmt. library Svu. Finance Fire Police Works Dept. General Fund(100) Special Revenue Funds Au Quality Management District(201) Traffic Impact 206 Gas Tas(207) Park Acquisition&Development(209) Planned Local Drainage 1211) Narcotics Forfeiture Federal 212) Measure M(213) Narcotics Forferture-State 214 Traffic Congestion Relief Prop 42(219 Gun Range Settlement(225) Quimby(226 Police Facilities Development Impact Fee 227 Park Impact Fee-Residential(228) library Development Impact Fee(229) Fire Facilities Development Impact:Fee 231 Housing Residual Receipts(2331 Disablli Access(I341 Park Development Impact Fee Non Res(235 Public Art in Parks(236) Community Development Block Grant 239) HOME(240 Surf G -3'Cable Channel Operations 243 ELM Automation 311 Section 115 Trust 716) Emergency Efficiency(807) Pro rosmon 68 Per Ca Aa Grant(810) Jail Training Grant(838) OCTA Grant 873 Used Oil Grant 1960) Senior Mobility Program(%3) Master Plan of Arterial Highways(965 Bride Prevention Maintenance Program 970 Asset Forfeiture 15%State(971) All 109 Public Safety Realignment(979) 36 City of Huntington Beach Adopted Budget - FY 2021/22 Department/ Fund Matrix Department City Admin. Comm. Comm.B Public Non- Fund Name(Fund Number( Elected• Mana(ter Z. Dvlpmt. Library Svcs. Finance Fire Police Works Dept. Special Revenue Funds Ccsnt'd) SLESF Grant 1984) Highway Safety Improvement Program(995 CalRecycle City/County CRV(1228 Recycling Market Development Zone 11233 Library CaIREN Reimbursement E rate 1246 RMRA 11247 OCTA-405 W.denm (1254) SO 2 Re.mbursement(12671 Debt Service Funds Debt Semce HBPFA(401 Penmr,Liability(412 Capital Projects Funds Sanitary Sewer FauldMs 1210) Affordable Housing In Lleu(217 In-Lieu Parking Improvements(MB Infrastructure(314) Equip ment(324) Enterprise Funds Cen.ied Umbed Pro ram Agency(501 Refuse Fund(504) Water Enterprise(506 Water Master Plan 507) Sewer Service 511 Internal Service Fund Self-Insurance Workers Comp 551 Self InsuranceGeneral Liability 552 Retiree Issuance 702 Retiree Supplemental(703 Trust and Agency Funds RORi 350 LMIHAF 352) Debt Semce Grand Coast CFD 2000-1(405 Debt Semce McDonnell CFD 20021(408) Debt Service Bella Terra(4101 W oCW B 15081 37 City of Huntington Beach Adopted Budget • FY 2021/22 Deparbnent I Fund Matrix Department City Admin. Comm. Comm.a Public Non- Fund Name)Fund Number) Elected Manajer Sm. Dvipmt. Ubn!y Sy Fhance Fire Polke Works Dept. Trust and Agency Funds)Cont'd) Central Net Operations Authority 17DII BID Hotel/Motel D709 BID-Downtown 710 Parking Structure-Bella Terra 711 5th and PCH Parking Structure 712 Other Funds Specific Events 101 Inmate Welfare 122 Property&Evidence)216) Elected Departments include City Council,City Attorney,City Clerk,and City Treasurer. 38 City of Huntington Beach 0 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 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 from the State. 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. Beginning in FY 2021/22 all activities associated with the Fourth of July Parade will be accounted for in the General Fund. 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." 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. 39 City of Huntington Beach Fund Descriptions 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. 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. 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. 40 City of Huntington Beach Fund Descriptions Park Development 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) Fund collected from the 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. 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. 41 City of Huntington Beach Fund Descriptions Park Development Impact Fee— Non Res (Fund 2351 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 "3" 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 can be used to purchase equipment, software, and production services to provide quality local programming to 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, 42 City of Huntington Beach Fund Descriptions 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. Proposition 68 Per Capita Grant (Fund 8101 This is a non-competitive grant program that provides funding to local government agencies to support the rehabilitation, creation and improvement of local parks and to address deficiencies in neighborhoods lacking access to outdoor recreation. Funding is from the State of California through the California Department of Parks and Recreation. 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 8731 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 Grant (Fund 960) A federal grant fund to assist in developing and maintaining an on-going used oil and used oil filter collectionlrecycling 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 ll, as well as temporary salaries and some operating expenses. 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. 43 City of Huntington Beach Fund Descriptions 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 covers 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. 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). OCTA405 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. 44 City of Huntington Beach Fund Descriptions SB 2 Reimbursement (Fund 1267) Grants are provided through a non-competitive process from the State of California to provide funding and technical assistance to help cities and counties prepare, adopt and implement plans and process improvements that streamline housing approvals and accelerate housing production. 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. Pension Liability (Fund 412) This fund accounts for the City's annual debt service payment for the Pension Obligation Bonds. Revenues are provided by the voter-approved property tax override and transfers in from the General Fund, Enterprise Funds and Other Governmental Funds, based on each funds allocable share of PERSable personnel costs. 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. In-Lieu Parking Improvements (Fund 308) Funds are being used for CIP related parking improvement projects (e.g., 15, & Atlanta parking lot project, Main Promenade Parking Structure Signage, as well as other operating related expenses. This funds also is being used for July 4' special event shuttles. Revenues are paid by developers in-lieu of directly providing parking facilities to the City. Infrastructure (Fund 314) The Infrastructure Fund is for infrastructure related expenditures, both capital and operating expenses, and is funded primarily by a General Fund transfer. The amount of transfer is calculated each year and is based on the City Charter requirement of 15% of the general fund revenues based on a five (5) year rolling average. 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. 45 City of Huntington Beach Fund Descriptions ENTERPRISE FUNDS 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. Refuse Fund (Fund 5041 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 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. 46 City of Huntington Beach Fund Descriptions 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 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. TRUST AND AGENCY FUNDS Redevelopment Obligation Retirement Fund (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. Low and Moderate Income Housing Asset Fund (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. 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 Finance 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 Finance Department in late Julylearly August (after the start of the County's fiscal year) and submitted to the County of Orange for levy. 47 City of Huntington Beach Fund Descriptions 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 Finance Department in late July/early August (after the start of the County's fiscal year) and submitted to the County of Orange for levy. 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. 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. 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. 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. 48 City of Huntington Beach Fund Descriptions 5th and PCH Parking Structure (formally the Strand) (Fund 712) City owns the parking structure at 51 and PCH which is managed by 51" & PCH, LLC through an Operating Agreement. Section 115 Trust (Fund 716) This fund, administered by the Public Agency retirement System (PARS), sets aside funds to pre- fund the City's pension liabilities. Funding for the trust is included in the annual Adopted Budget. OTHER FUNDS Specific Events (Fund 101) This fund is used by various departments to charge staff time and expenses associated with major Specific Events. Revenue for this fund comes from permits for special 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. Property& Evidence (Fund 216) The Property & Evidence Fund is for unclaimed cash and the proceeds from unclaimed property which has been auctioned or salvaged. 49 Intentionally Left Blank -410 AAA M M. AIMP 50 City of Huntington Beach _ Adopted Budget — FY 2021/22 Revenue Descriptions and Assumptions ALL FUNDS REVENUE: $395.2 Million The total revenue for all sources in Fiscal Year 2021-22 is $395,255,745, an increase of 15.8%from the prior year Adopted Budget. The largest source of revenue is Property Tax, which accounts for 26.9% of all revenue. Total Sources of Funds in the chart below also includes the use of Fund Balance. Total Sources of Funds: $424.4 Million Use of Money&Property Revenue from Charges for Current 4.3% Other Agencies services 4.3% 24.4% Fines&Forfeitures 0.14.0% Other Revenue License&Permits 0.3% 2.1% Non-Operating Revenue Utilit 10.6% Transient OccTax 2.5% Fund Balance 6.8% s Tax 11.2% Property Tax 26.9% All Funds Revenue FY 17/18 Actual through FY 21/22 Adopted $450 o $400 $350 5300 $250 $200 5150 S100 $50 $0 FY 17/18 Actual FY18/19 Actual FY19/20 Actual FY 20/21 Adopted FY 21122 Adopter. ■Property Taxes ■Charges for Current Svcs ■Other Revenue ' ■Sales Tax ■Non Operating Revenue ■UUT ■TOT ■Franchise Foc Other Revenue includes: Licenses and Permits. Fines & Forfeitures. Use of Money and Property. Revenue from Other Agencies and Other Revenue 51 City of Huntington Beach Adopted Budget — FY 2021/22 `± Revenue Descriptions and Assumptions GENERAL FUND REVENUE: $228.0 Million Charges for Current Services, Other Revenue, Non-Operating Revenue, $23.9 M, 10.5% $1.0 M,0.4 $0.4 M,0.2% Revenue from Other Agenci $2.4 M, 1.1% Property Tax, Use of Money&Property, $93.2 M,40.9% $16.2 M,7.1% Fines&Forfeitures, $3.8 M, 1.7% License&Permits, 57.8 M,3.4% I Utility Users Tax, $16.9 M, 7.4% Transient Occupancy Tax, $10.7 M,4.7% Franchises Sales Tax, $7.1 M,3.1% 544.6 M,19.6% General Fund Revenue FY 17/18 Actual through FY 21/22 Adopted ' Other Revenue includes. Licenses and Permits. Fines& Forfeitures. Use of Money and Property, Revenue from Other Agencies and Other Revenue 52 City of Huntington Beach Adopted Budget - FY 2021122 Revenue Descriptions and Assumptions GENERAL FUND REVENUE - CONTINUED Property Tax: $93,213,289 Property Tax represents the largest General Fund revenue source for the City, accounting for 40.9% of total budgeted General Fund revenue for FY 2021/22. Property Tax for the FY 2021/22 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 2021122 is$62.6 million,which is$2.6 million or 4.3% higher than the prior fiscal year's Adopted Budget and reflects normal growth in the local housing market. The total Unsecured Property Tax for FY 2021/22 is$2.0 million, or 10.2%higher than the prior fiscal year's Adopted Budget. • Other Property Taxes: Other Property Taxes revenue for FY 2021/22 is$28.5 million. The Other Property Taxes revenue category is composed of several tax sources with the major source being In-Lieu of Vehicle License Fee (VLF). o In-Lieu of VLF proceeds is a portion of the City's annual VLF revenue exchanged with the State for property tax. The In-Lieu of VLF revenue for FY 2021/22 is $23.5 million. Other Local Taxes: $79,338,236 The Other Local Taxes category represents the second largest General Fund revenue source for the City, accounting for 34.8% of total budgeted General Fund revenue for FY 2021/22. Other Local Taxes consist of Sales Tax, Utility Users Tax, Transient Occupancy Tax, and Franchises. This category represents a 16.2% increase from last year's Adopted Budget of$68.2 million. • Sales Tax: Sales Tax revenue for FY 2021122 is$44.6 million, a 13.8% increase from last year's Adopted Budget of $39.2 million, due to the loosening of COVID-19 restrictions, business re-openings, and an increase in visitors to the City's beaches and downtown businesses. • Utility User Tax (UUT): Utility Users Tax revenue for FY 2021/22 is at $16.8 million, which is a 1.7% increase from last year's Adopted Budget. The City charges a 5% rate on water, gas,and electricity usage; a 4.9% rate (post Measure P from 2010) on cellular and landline telephone and cable/video usage; and a 4.5% rate on prepaid wireless usage. • Transient Occupancy Tax (TOT): Transient Occupancy Tax revenue for FY 2021/22 is anticipated to increase to $10.7 million, or 55% with occupancy in Huntington Beach hotels increasing as travel restrictions resulting from the COVID-19 pandemic have been eased. • Franchises: Franchise revenue for FY 2021/22 is$7.1 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. 53 City of Huntington Beach tom ►} Adopted Budget - FY 2021/22 Revenue Descriptions and Assumptions GENERAL FUND REVENUE - CONTINUED Charges for Current Services: $23,925,507 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. Use of Money and Property: $16,172,007 The Use of Money and Property revenue for FY 2021/22 is $16.2 million, an 11.5% increase from last year's Adopted Budget of$14.5 million due to increase in parking revenues as a result of COVID-19 pandemic mandated stay-at-home order being lifted. This category is comprised of a variety of activities including interest income, lease and concession income, oil well royalties, and parking revenues. Licenses and Permits: $7,778,756 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$7.8 million,show a$0.4 million or 5.7% increase over the FY 2020121 Adopted Budget. 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: $2,419,493 This category includes reimbursements and fees received from federal, state, and local agencies. Other Revenue: $895,838 Other revenue includes records fees from the City Clerk's passport processing, sales of City owned equipment, restitution and settlement payments. Non-Operating Revenue: $443,229 The Non-Operating revenue for FY 2021/22 is $443,229, reflecting a 2.3% increase from last year's Adopted Budget of $433,229. This category includes transfers from other funds such as The Strand Parking Structure Fund, Mello Roos Fund and numerous Community Facilities District Funds. NON-GENERAL FUND REVENUE The City of Huntington Beach's Adopted Budget for FY 2021122 Non-General Fund Revenue is $167.3 million. Enterprise Funds: $69,318,962 Enterprise Funds revenue represents the largest Non-General Fund revenue source for the City. This revenue consists of fees received for the Certified Unified Program Agency(CUPA), 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. 54 City of Huntington Beach Adopted Budget — FY 2021/22 Revenue Descriptions and Assumptions NON-GENERAL FUND REVENUE - CONTINUED Debt Service Funds: $29,900,767 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 2021/22, the PFA Fund is budgeted to receive $3.3 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. Also included in this category are three Community Facility Districts (CFDs)that receive assessment revenue to pay off debt related to developments in specific areas of the City. The increase in revenues in this category from the prior year results from the City issuing Pension Obligations Bonds (POBs) in Fiscal Year 2020-21 with a portion of the revenues recorded as"non-operating revenue"that are primarily from the General Fund. Revenue includes transfers from the Retirement Property Tax which has been levied annually since 1966 and funds a portion of the annual POBs payment. Special Revenue Funds: $20,593,258 This category of funds represents the third largest Non-General Fund revenue source for the City. This category of funds includes Quimby, Measure M, Gas Tax/Highway Users Tax, Traffic Congestion Relief Proposition 42, and various grants including CDBG and HOME Funds. Internal Service Funds: $13,513,164 This category consists of the City's Self Insurance Workers'Comp and General liability funds. The City maintains a Retiree Insurance Fund and Retirement Supplement Fund which are accounted for similarly as an internal service fund so they are included in this category. Trust and Agency Funds: $15,703,588 Fiduciary funds consist of and two Business Improvement District (BID) Funds, two separate legal governing boards and successor agency funds. The two Business Improvement Districts include the Hotel/Motel and Downtown Merchants which 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. 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). Pursuant to Assembly Bill 1X 26, the Redevelopment Agency was dissolved on February 1, 2012, resulting in the creation of the Successor Agency and the Recognized Obligation Retirement Fund(RORF),which is where all of the former Redevelopment Agency's properties, contracts, and leases were transferred. Included in this category of funds are as the Low and Moderate Income Housing Funds (LMIHAF) Capital Project Fund Funds: $17.540,020 Capital projects are funded by an Infrastructure Fund, the Equipment Fund and In-Lieu funds that are fees paid by developers instead of directly providing the facilities as part of a project. Per the City Charter a transfer is made each year to the Infrastructure Fund equaling 15% of the General Fund revenues based on a five year rolling average. Other Funds: $705,500 Revenues in the category includes Specific Events which is a City wide fund, Inmate Welfare Fund and Property and Evidence Fund. 55 Intentionally Left Blank • N 113 O V 56 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary ALLFUNDS Summary Combined by Fund Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Frlld AcWat Actual AcbAW Adopted Revised AdopW Prior Year 00100 General Fund 184.804.031 22- 5 221 225 196 580 216 908 281 1' ' . . -SO 486 5 10% 00101 Specific Events 450631 'J9 950 606.169 702 500 "93 500 -1 28% 00103 Donations Fund 779.308 755.663 613,311 457 830 D0104 School Events 1.359 00107 Evidence Seizure 3.315 528 00122 Inmate Welfare Fund 3.027 2,855 6.198 3.000 3 000 2000. -33 33% 00125 Donations veterans Memorial 3,677 (3,677) 00127 Prop Tax in Lieu of Sales Tax 87293 27,423 00128 Housing Agreement 1 580.000 44 496 00201 Au Quality Fund 255.546 119,826 293.412 250.000 250.000 250.000 000% 00204 Fourth of July Parade 151,537 391.808 258.014 407 300 16.101 -100 00% 00206 Traffic Impact 720.113 738.612 647.895 100.000 10000% 00207 Gas Tax Fund 2,375.348 3.350.390 3.089.826 2806250 2806250 3274452 16 68% 00209 Park Acquisition 8 Development 3.650 4.065 120 D0210 Sewer 242,577 470.611 606.504 160.000 160,000 100,310 -37 31% 00211 Drainage 76,701 482.337 777.222 150.000 150,000 200,000 3333% D0212 Narcotics Forfeiture Federal 34,854 371.484 208.434 00213 Measure M Fund 2492,397 3.741.708 3.615.688 3.D07,578 3007,578 3015,617 027% 00214 Narcotics Forfeiture State 11.394 25.582 66,253 D0215 Rehabilitation Loans 105.942 367 334 905417 00216 Property and Evidence 23,838 55.413 63.445 10.000 100 DO% 00217 Affordable Housing In-Lieu 51,948 206.817 2,931.222 545685 545,686 873,071 60 DO% 00218 Hwy Safety Traffic Reduct 18 f453) 00219 Traffic Congestion Relief 42 740.208 955 148 1.691.694 1.535.446 1,535.446 1.am 006 17 23% 00225 Gun Range Settlement 668 11 913 10 335 00226 Quimby Fond 105 439 169.250 59.477 70 000 70.000 267.700 282 43% 00227 Police Facilities Dev Impact 460 256 327 361 228 012 00228 Park Dev Impact Res 7 730 191 4 388 259 681 163 315 000 315 000 300.000 4 76% 00229 Library Dev Impact 530 671 353 643 164.477 00231 Fire Facilities Dev Impact 225 363 181 629 126 227 00233 Housing Residual Receipts 31.061 229.595 830.542 200 000 200 000 32.000 -84 00% 00234 Disability Access Fund 43.114 82.277 81 339 84 000 84 000 84.000 000% 00235 Park Dev Impact Non Res 20.194 40.605 70 656 50.000 100 DO% 00236 Public Art in Parks 157 455 88.922 16.995 6.000 100 00% 00238 Emergency Operations Center 228 581 78.313 00239 CDBG 626.494 1 143 390 1 461 986 1.437.224 1.924.209 1,238.214 -13 85% 00240 HOME 22 510 89.463 560 137 619 677 3,979.470 1.850 751 198 66% 00242 Narcotics Fortedure-Treasury 11.768 353 00243 Surf City"3"Cable Channel 1 577 861 605 000 605.000 510.000 -15 70% 00244 CARES Act(OC Small Bus Supp) 12.9% 648.D00 00245 CARES Act(OC City Allocation) 4 711 3 008 733 00246 CARES Act(CESF) 93.807 00247 CARES Act(State of CA) 2.488.021 00248 CDBG CARES Funding 2.159.775 00301 Capital Improvement Fund (40) 00308 In-Lieu Parking Downtown 3,200 67.743 18.336 38 000 38000 66.639 75 37% 00314 Infrastructure Fund 6,504,770 5,563,156 5.124,801 3.000000 3.000.000 11.500.000 28333% 00319 Senior Center Development 8,277 17.543 8.467 00321 Lease Capital Project Fund 7.457 2,956 1.176.607 00322 ELM Automation Fund 241.433 374.063 426.645 360.000 360.000 360.000 000% 00323 Technology Fund 1,874.901 912.919 109,037 00324 Equipment Fund 7.023.108 5.110.379 4,805.536 3.680.600 3.680.600 5.000.000 3585% 00350 RORF 9.856.004 8.417.445 5,475633 6.925.824 6.925.824 6.465,704 -664% 00352 LMIHAF 67 675 774.038 5.687.929 380.000 380.000 600 000 57 89% 00401 Debt Svc HBPFA 4.758.D03 5.156.099 5.111.238 1.334.250 1.334.250 3.376.206 153 04% 00405 Debt Svc Grand Coast CFD 2000-1 839.750 1,123 462 1.121.828 1.092.273 1.D92.273 1.089.746 -0 23% 00406 Debt Svc Mello Roos 188 614 267.174 97.335 183 910 183 910 -1 DO 00% 00408 Debt Svc McDonnell CFD 2002-1 310.171 423.387 422.596 416 448 416.448 426.528 1 2 42% 57 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary ALL FUNDS Summary Combined by Fund -� - -- - Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From POW AeOW AeYW Actual AdoplIed Rwbad Adoptild Prior Year 00410 Debt Svc Bella Terra 1.800 063 2.353.108 - -20 2 412 399 2 412 399 2 436 393 0 99% 00412 Pens,on Liability 7860326 22.571.894 100 00% D0501 Certified Unified Program Agency 298.370 287.516 293.974 277,478 277 478 262.500 -5.40% 00504 Refuse Collection Service 8,869.111 12.074,139 12.630,399 12.628,753 13,052453 13,706.641 8.54% D0505 Systems Fund 196 3.518 3.048 D05D6 Water 29,703,076 41,661,497 38.093,615 40.781,610 40,781,610 41.035,893 0.62% 00507 Water Master Plan 223.725 4452.587 4.209,861 3.766,760 3,766.760 3,566.760 5.31% 00508 WOCWB 537.878 2,214.912 708.593 649,000 649.000 1,649.000 154.08% 00511 Sewer Semce Fund 9.748.577 12.933,849 11.837.547 10.747.168 10,747,168 10,747.168 0.00% 00551 Self Insurance Workers'Comp 8,333,314 7,822.413 7.771,902 7.153.578 7.153.578 7,263,164 1.53% 00552 Self Insurance General Liability 4,960.267 5.272,607 5.356.050 2,323,691 2,323.691 4,750.000 104.42% D0701 BID Auto 20,680 00702 Rebree Insurance Fund 2.373.584 3.342.695 3.023.437 66.000 66,000 66,D00 0.OD% 00703 Retirement Supplement 6,650.196 6.842,332 6.224.987 934,000 934,000 1,434.DDO 53.53% 00704 Fire JPA Fund 276.840 430,504 272,963 405.866 405,866 405,866 0,00% 00709 BID HotellMotel 2,611,973 4.711,701 3,841,628 4.380.000 4.380,000 4,280.000 -2.28% 00710 BID Downtown 118,599 103,038 120,460 90,ODO 90,000 90.D00 000% 00711 Parking Structure-Bella Terra 673,660 640,661 759,135 739.494 739.484 763.018 3.18% 00712 Parking Structure-Strand 1.070,815 1.637,156 1,426,857 1.402,608 1,402.608 1.450.D00 3.38% 00715 State Grants 700.000 00716 Section 115 Trust 5,903,395 2.366,532 1,289.206 1.000,000 1,D00,000 1,821.176 82.12% 00807 Energy Efficiency 1.366,486 132.879 21,852 18,DDO 18,000 -100.00% 00810 Prop 68 Per Capita Grant 177.952 100.00% 00838 Jail Training Grant 8,560 9.030 12,085 12.600 00843 HOME Program 13114 99.556 9,137 00854 HOME Program 06 1,591,189 00860 CDBG D9/10 31,159 00863 CDBG 13114 31,521 665 36.346 00873 OCTA/Cip Grant 702,635 93 00880 Library Equipment 66 1.474 1,270 00894 WMD DHHS 5 646 (88) 00902 Used O4 10th Cycle 06/07 (696) 0OW9 UASI/OCIAC Program 27,555 1.474 2.184 00919 Avoid the 28 OUI (165) 164 00922 Fire Grants-Other 1.500 00949 SLESF Grant 10/11 5.209 00955 Prop 69 Funding 21.502 (276) 69 000 00960 Used Oil OPP1 10111 53.214 56.273 54.699 00961 Hwy Bridge Replacement 8 Rehab 56.370 00963 Sr Mobility Program 178.811 250,812 252.712 213.872 213 872 235.264 10.00% 00965 Master Plan of Arterial Hwys 33.659 146.477 1.000 00968 SLESF Grant 11/12 130 (757) 00970 Bridge Prevention Maintenance Program 689.180 1,724,051 281.325 00971 Asset Forfeiture 15% Slate Set 1.883 3,753 10.209 00976 Homeland Security MMRS 10111 25 00978 US Secret Services(USSS) 9.679 8.796 11.763 28.276 00979 AB109 Public Safety Realgnmen 34,133 89,158 96.863 40.000 70.750 73.655 84.14% 00984 SLESF Grant 12/13 270.995 528.785 549.156 220.000 220,000 300.000 36.36% 00985 State Literacy Grant 39,441 57,441 57.728 52,327 00995 Hwy Safety Improvement Program 34.508 494.249 1,235,936 01208 CDBG 14P15 3.830 01209 HOME Program 14115 77.328 2.378 01215 Immigration 8 Customs Enforce 50.000 01218 DHS Fire Equipment Grant (42) 01220 HOME Program 15116 170.551 69.506 148.678 01222 Hazard Mrtgation Grant Program 43.732 01224 OC Regional Narc Suppression %031 16,628 01226 State Literacy Grants 10,000 58 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary ALL FUNDS Summary Combined by Fund Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 202122 Change From Pats! Actual Actual Actual Adopted Reviled Adopted Prior Year 01228 CalRecycle Cary/County CRV .. - _ 49 984 49 984 4 -0 91% 01233 OC Recycling Market Development Zone 565 .-. eu 6 000 6 000 0 00% 01234 Sustainable Business Certification Pgrm 9.922 10,000 10.000 01235 CDBG 1607 11.088 15424 01236 HOME Program 16/17 2,000 54.892 247,451 01238 EMPG 16117 28.551 25.391 27 469 01239 Office of Traffic Safety 16/17 112,810 01240 EPIC Challenge 6,955 (32) 90.000 01241 Justice Assistance Grant 16/17 25.879 01242 Tire Derived Product Grant 10.840 01243 OCTA Grant/Shuttle Service 20.187 01245 Domestic Violence 2017 50.535 01246 CENIC E-Rate 55.821 52.721 54984 60.D00 60.000 60000 000% 01247 Arterial Rehabilitation 1 157 696 3.773.947 3635752 3.271 142 3.271,142 3982,446 21 74% 01248 Central Park Trail Rehab 35.000 01249 Office of Traffic Safety 17118 215.757 192.995 01250 Domestic Violence 2018 85,992 114.953 01251 HHW Grant Cycle HD31 46.540 01252 Office of Traffic Safety 18119 398.094 146.609 01253 Domestic Valence 2019 203.143 01254 OCTA-405 Widening 685.908 24 382 01255 LSTA DIT 19120 54.000 (2.524) 01257 Office of Traffic Safety 19120 337.935 435 173 447.065 -100.00% 01258 OTS Bike Ped Safety 1920 1600.4 26.996 01259 Justice Assistance Grant 2017 26.982 01260 Justice Assistance Grant 2018 26 309 01262 BSCC Mental Health Training 48.771 01261 Justice Assistance Grant 2019 4.320 01264 Domestic Violence 2020 43.716 159.427 01265 ABC Grant FY 20121 62.302 01266 OTS Bike Ped Safety 20/21 50.000 01267 SB 2 Reimbursement 548495 10000% 01268 Office of Traffic Safe 2021 845 300 GRAND TOTAL 325,045,370 404,070.788 394.530.950 341.290.812 356.519.223 395.255.745 Sy City of Huntington Beach Adopted Budget - FY 2021122 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2017/18 FY 2013119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Myor Grouping and Major Total Minor Grouping and Minor Total 40070 Set Basic Levy 48.823.397 54 034 631 56 646 521 57 973 074 57 973 074 60.922.840 5 09% 40080 Unsec Basic Levy 471.437 1 672 972 1 748.780 1 851 774 1 851 774 2.039.995 10 16% 40060 Bask Levy F9,M,jKU 55,7 7,604 58.395,301 59,824,848 6 , 2, 5.25% 40170 Sec Pnor Year Property Taxes 267 224 391 964 455 662 456 837 458 837 509 409 11 02% 40180 Unsec Pnor Year Property Taxes 23 742 18 058 13 882 34 046 34 046 13.882 -59 23% 40160 Prior Year Property Taxes 290,966 410.022 469,544 492,664 491 523 1 6 17% 40310 Sec Sup Roll 1 463 612 1 543 197 t 199 225 1.693 362 1 693.362 1.199 225 -29 18% 40305 Supp Roll Property Taxes 1,463,612 1,543,197 1.199,225 1,693,362 1,693,362 1, N, -29 18% 40360 Interest Property Taxes 51 41C 67 949 90.845 168 517 168.517 90.645 46.D9% 40370 Misc Property Taxes 2.714,151 3.040.968 4.004,823 2.586,115 2.586.115 3.736.565 44.49% 40400 Homeowner Exemption 305,708 300225 295.206 335,676 335,676 292,096 -12.98% 40410 Utility Unitary Tax 805.817 885,684 876.633 785.696 785,696 870.517 10.80% 40430 In-Lieu of VLF 19.851.584 20.929.517 22,123.019 21,961.566 21.961,566 23499,320 7.00% 40440 Nuisance Abatement 194.555 58.832 3.336 40450 Employee Retirement Override 5614.777 6.375.163 6.766.083 6.384.000 6.384.000 6.125.644 -4 05% 40470 RPTTF Revenue 9 833 580 8046558 5.234.026 6.925,824 6925824 6.465 704 -6 64% 40350 Other Property Taxes 39,371,15112 39,704915 39 393 971 39,147,394 32,147,394 41 080 691 4.94% 40500 Assessments 5.87C087 8,950,747 8,029.241 8.692,471 8.692.471 8,361,262 -3.81% 40010 PROPERTY TAXES 96,297,081 106,316,484 107.487,282 109,850,959 109,850.959 114,127,304 3.89% 41110 1%Allocation Sales Tax 29.682 767 41 485.093 38.662.874 37,000.000 37,000.000 42.193,281 14.04% 41120 Public Safety Sales Tax 1 681 054 2 456.B47 2 400 168 2.227.205 2.227.205 2447987 9.91% 41130 Measure M Sales Tax 2 480 100 3.494 797 3 553 327 3 007 578 3 007 578 3 015 617 0.27% 41100 Sales Tax 33.943,921 47,436,737 44,616,369 42,234,783 42,234,783 47.656,985 12.84% 41210 Utility Franchises 1.649.612 1,952,202 2,302.501 1 524,023 1,524,023 2.477.243 62.55% 41220 Transfer Station Franchises 330,662 507,357 536.979 420.000 420,000 450,000 7.14% 41230 Pipeline Franchises 317,355 284,748 194.563 77,780 77.780 80.0DO 2.85% 41240 Refuse Franchises 688,155 949.642 1,014,864 930,000 930,000 930.000 0.00% 41250 Cable TV Franchises 2.937.699 2.331.860 3,613,599 2,369.624 2.369.624 2.983.208 25.89% 41270 Bus Bench Franchise 149 400 199 200 199 200 1199,2 199 200 199 200 0.00% 41200 Franchisee 6,072.882 6,225.009 7,861,706 5,51111,11127 5.520,627 7,119,651 2896% 41330 Beach Edinger SP 2a 438 41300 bt4J*u Tax 20,438 41400 Transient Occupancy Tax 6,810,21ll 14,001,737 9,637,206 6,895,067 6,M9S,067 10,693,079 55.08% 41510 Water Utility Tax 1,322,869 1,979,313 1.871,607 1.791,805 1,791.805 1.902.643 6.19% 41520 Gas Utility Tax 1.471.974 1,962,752 2.150,210 1.822,881 1,822.881 2.039,114 11.86% 41530 Telephone UWdy,Tax 3,066,825 3,584,824 3.165.023 3,059,799 3,059.799 2,341,272 -23.48% 41540 Electric Utility Tax 5.947457 8,360.216 8,315.420 7482,674 7.462,674 7.926.714 6,22% 41550 Cable Utility Tax 2.106,916 2,786,033 2,564.224 2 385 960 2.385.960 2.604.341 9.15% 41560 Prepaid Wireless Ulility Tax 1 527 82.138 82 196 82,196 70.154 -14,65% 11500 Utility Users Tax 97 921 14 11111,11148r22 16,605,31S 1 15 16,894,238 1,60% 41000 OTHER LOCAL TAXES 42,701 An 89,461.147 M0,263,904 71,256,792 71,255.792 82.363,853 15.57% 42103 Fire Prevention Inspection 263,075 229.776 141.895 131.100 131 100 235 828 79.881 42105 Oil Well Taxes License 444.556 629.910 599.D58 493 744 493 7" 251,451 49.07% 42110 Business License 1,921.924 2.356,109 2.260.082 2.D00.000 2.000000 2146,816 7,34% 42112 Drsabilrty Education Fee 43.252 77 733 74.452 84 000 84 D00 84,000 O.OD% 42115 Bicycle License 3,388 2 575 845 853 853 145 -83.00% 42120 Oil 5 Methane Inspection 20472 21.072 20 018 20 018 20.018 0.DO% 42125 Miscellaneous License 34.014 50 619 52207 50 988 50 988 39.908 -21 73% 42135 Svcmark 46 44 44 44 0 DO% 42100 License General 3,346,721 3,149,667 2.700,747 2,780,747 2,778,210 -0 09% 60 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 42155 Encroachment Permit 371,937 452.351 472,902 380.000 380.000 380.000 000% 42155 Grading Permit 7.000 7.007 6657 6.657 6.000 -9.86% 42170 Harbor 6 Dock Construction 8.369 3424 4.185 1 425 1.425 2000. 40 35% 42180 Obstruction Permit 770 531 387 380 380 500 31 58% 42185 Parking Permit 6.830 12.317 9.358 9 500 9.500 9.500 000% 42195 Wde/0vervre,ght/loadm9 14.246 23.127 10 514 9 500 9 500 9.500 000% 42196 Wireless Permit 47 619 32 400 14,250 14 250 15.000 5 26% m 42160 Lkee a Permits Public Works 200 636,752 0,712 421,712 4n 0 19% 42305 Alarm Permits 216.765 276430 354,396 285,000 285.000 354,396 2435% 42310 Building Permits 1.124,251 1.568,753 1,681,147 1,497,269 1497.269 1.575.000 519% 42315 Plumbing Permits 288,556 408.331 494,971 447.514 4,17.514 370,000 -17.32% 42320 Electrical Permits 485,344 678,818 717,681 643,697 643.697 675.000 4 86% 42325 Mechanical Permits 172,178 257409 264.209 237.762 237.762 250.000 5.15% 42335 Seam Pool Permits 86,335 116.266 91.546 79,563 79.563 142.000 78 48% 42355 Certificate of Occu an 23.677 29,874 27.782 26 fi00 26,600 27,000 1 50% and el Baildinge 2,397,106 3,335,981 3,111 3, ,405 3,3 5.47% 42410 Planning Commission 92 351 277 345 200 659 213,352 213.352 333.000 56.08% 42600 Zoning Administrator 287441 266.957 324,962 298,111 298.111 213,650 -28.33% 42700 Enlnron Processing 103,864 232,110 159,252 98,800 192.850 135.000 36.64% 42750 Staff Review 185.916 248.639 190.763 176,891 176.891 432.000 144.22% 42824 Beach-Edinger Spec Plan Fees 5.697 7.939 4,468 6,650 6.650 5.000 -24.81% 42825 General Plan Maint Fee 59.458 107,387 244,327 228,000 228.000 150,000 -34.21% 42850 Library 15 42860 Parking In Lieu 3,200 67.743 18.336 38.000 38,000 66.639 75.37% 42870 Affordable Housing In Lieu Fee 137 432 2 806 277 545 686 545.686 873 071 60 00% 42460 License and Permits Planning 737.943 1,345,451 3,949.044 1,605,490 1,699,540 2.200,360 37.55% 42000 LICENSE AND PERMITS 6,293,621 8,574,423 11,267,196 8,025,354 8,119,404 8 902 466 9.68% 42905 CourUTreffic Fines 403,020 384,392 368,351 333,300 333,300 333.300 000% 42915 Main Street Library Fines 1 254 384 05 505 500 -0 89% 42920 Central Library Fines 58 513 h6 40, 22 904 25 250 25.250 25 250 0 00% 42925 Banning Library Fines 1 147 7,74 384 354 354 350 -0 99% 42930 Oakvi Library Fines 1367 1 588 625 606 60(,' 600 -099% 42935 Murphy Library Fines 512 871) 157 152 152 150 -0 99% 42910 Library Fines 62,793 73,628 24,669 26,866 26,11" 26,660 -0 06% 42940 Parl,,nq Fines 2.480 296 3 657 953 2 932 n90 2 851 495 2 851 495 3 400 000 19 24% 42940 Parking Fines 2 480 296 3 667 963 2,932,090 2,851,496 2,851,495 3 400 000 19 24% 42950 Police Alarm Firms 96,645 147,508 57,142 47,104 47,104 -100 00% 42951 Fire Alarm Fines 6,245 36,700 20,485 23,735 23,735 33,981 43 17% 42900 FINES AND FORFEITURES 3,047,999 4.300,160 3.402,638 3,282,500 3,282,500 3,794.131 15 59% 42965 Pooled Cash Interest 2 111 675 4 162 640 4 618 542 1 000 7.447 501 000 50000 00% 42966 Market Adjustments 362 821 8 535 886 6338 116 42970 Restricted Cash Interest 905 754 1 428 894 1 431 055 2 500 2 500 2 500 000% 42975 Late Char es 456 856 968 481 602 151 417 724 417 724 247 812 ♦0 68% 42960 Interest Income 3.837,104 16,095,902 12.989,864 421.224 427,671 751,312 78 36% 42985 Interest Payments 118 691 228 939 2 516 180 42990 Prim: al Pa ments 107 991 771 696 5 468 083 380 000 380 000 600 000 57 89% 42980 Loan Paroments 228 682 11000,635 7 994 262 330,000 380 000 600 000 57 89% 43010 Def Comp C-11" 20 43065 Waterfront Project 14 160 19 448 (4,689) 43075 Land Lease Income S92 677 852 139 709782 708500 708.500 708 500 000% 61 City of Huntington Beach Adopted Budget - FY 2021122 Revenue Summary ALLFUNDS Combined Revenue Detail by Object Account Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 43085 Buildings Lease Income 4.618 6,165 4,617 5.450 5.450 4.000 -26.61% 43095 Beach Concessions 958,936 1,822,076 1.341,916 1,513,795 1,513.796 1,513,795 0,00% 43105 Prop/Equip Lease-Beach 128,556 60,000 138.164 138,164 -100.00% 43115 Room Rentals 354,134 567.923 413,647 453,113 453.113 456,050 0.65% 43145 Central Park Concessions 293,642 238,048 228,456 218,557 218.557 218,560 0.00% 43150 Sport Complex Concessions 57.108 55.393 31 227 38.150 38,150 18,000 -52,82% 43155 Vending Machines 6,172 6,009 4,983 3,987 100.00% 43156 Small Cell Sites 49.500 4,974 2.366 2.366 3,979 68.19% 43165 Rentals-Leases 121.254 154.950 87.330 130.800 130.800 130,800 0.00% 43166 Ocean View Estates Rents 399,573 560.597 585 479 490 1 490 500 550 000 12 13% 43066 Lease and Concession Income 2,930,820 4,392,247 3,71.11 , 99,395 3,599,395 3.607.671 -2 48% 43910 City Oil Wells 89 484 146 640 85 856 81 750 81 750 42 928 47 49% 43920 Other Ro aloes 72 398 151 782 131 073 164 380 164 380 82 760 -49 65% 43900 Royalties 161,982 298.422 216.929 216,130 125,588 -48.93% 44010 Parking Lots 1.840.152 3.516.826 3207962 2.770.705 2.692 435 3.510.000 26.68% 44015 Annual Parking Pass 592.555 834404 776,285 718,114 718.114 776,000 8.06% 44020 Resident Parking Permit 385 420 420 -100.00% 44025 4th of July Celebration 120.000 100.00% 44030 Sunset Vista 504.890 783,815 517,089 654,000 654.000 748,000 14.37% 44040 Parking Structures 1.735.312 2.559,319 2.182,152 2,334.038 2,308.409 2.200.000 -5.74% 44050 Meters-Business 345,426 505.823 514,602 490,064 490,064 400,000 -18.38% 44060 Meters- Residential 640.326 993.975 979,825 959,200 959,200 980,000 2.17% 44070 Meters-Recreational 1.072,057 1.773,397 2.118,088 1,724.760 1.724.760 2.300.000 33 35% 44080 Per Plaza 1.144.940 1.704.256 1.653,329 1.466.038 1,466,038 1.700,000 1596% 44090 Meters Beach Blvd 27,729 54 985 62,678 44 970 114,970 55.000 22 30% 44100 Sports Complex 93,966 107 712 • 75 725 725 90 000 18.85% 44000 Parking Revenue 7,997,352 12,834,512 12, 70 519 138 1,2 ,033 75,134 12,679,000 1460% 45040 Convicted Offender Booking Fee 361 637 473 231 242 638 294.300 294 3(G -100 00% 45W Contract Jail Bookings 361,637 473,231 242 635 294.30 294,300 -100 00% 45110 PCS Wireless 283,331 453,080 477,336 432.526 432.526 477,336 1036% 42965 USE OF MONEY AND PROP 15,798,829 34,540,028 37,401,896 16,711,608 16.614,156 18,441,007 10 35% 46110 Tidelands Revenue 152,070 197,562 47.013 46115 GEMT Reimbursement 103,679 13C345 13.883 60 000 60 000 100.000 66 67% 46120 State Set-Aside 15% 1.865 2,934 10.289 46130 Real Property Transfer 988.575 1,386,734 1,478998 1.236.845 1 236 845 1 238.893 0.17% 46140 State Mandated Cost Re.mb 54,968 114,121 54.256 5.052 5.052 -100.00% 46160 From State of California 2.955.006 5.996.053 5,177.854 4.187.714 5 217 233 5 198.078 24.13% 46165 Highway Users Tax 2103 510,991 676 994 1 405.007 1 535 446 1 535 446 1 800 005 17.23% 46170 Vehicle License Fee 104,000 97 272 161.267 161 267 161 267 139 340 -13,60% 46180 POST Reimbursement M 540 37 355 75 489 65 DO() 65.000 55 000 -15.38% 46100 Stab of California AgerleNs 4.1inSAN 5,643,370 8.424.063 7,261,324 8,280,543 5,531,317 17.65% 46315 HUD Program Income 94,718 52.312 53 984 200 000 200 000 -100.OD% 46320 CDBG Allocations 637.581 1.163 310 1 238.986 1 237 224 3883984 1 238 214 0 08% 46330 Other Federal 2 549 803 3114.277 2.8231 1.01 1141 11 297 654 1 850.751 75.45% 48300 Federal Agencies 3.282,102 4,989,899 4,118,616 2,492,074 16, Ign 3,065,955 23 95% 46410 County Payments 686,643 789.134 872.513 700.217 121,217 656 524 -6 24% 46430 OCTA 33.659 829.214 1.000 46490 Other Governmental Agencies 86.219 34.254 48400 33 12 310 305 87% Ca ies 06,521 1, 02 53 703,250 124, 658,534 ♦89% 46510 GntyA2s 1 037,805 1.398.278 1 312.443 1 188 469 1 188.469 1 379.573 16 08% 46520 Gas Tax 2107 5 10.000 10.000 8.500 8.500 10 000 17 65% 62 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary ALL FUNDS Combined Revenue Detail by Object Account Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Change From Object Account Actual Actual Actual Adopted Revised Ado pled Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 46530 Gas Tax 2106 522 496 732.408 647.011 613 798 613 798 711,987 16.00% 46540 Gas Tax 2105 787 861 111,853 1 039402 995.483 995 483 1 172.892 17.82% 481 Gas Tax Revenues 2,349,162 3, ,250 2,306,250 3.V4AN 16.68% 46610 M 8 O Huntington Beach 147 301 510.084 527,011 547.937 547.937 680.564 24.20% 46620 M 8 O Garden Grove 265 713 3,822 5208 5208 5208 47,208 S06.45% 46630 M S O Seal Beach 34.594 117.698 120 384 124 359 124 359 267.360 11499% 46640 M S O Westminster 61 448 1 534 389 76 047 31 496 31 496 285,496 141% 46600 WOCWB RevenRevenue ,056 2.165,992 728,650 709,000 709,000 1,260 80.62% 46710 AQMD 253 862 83.721 258 444 250 000 25' 500 250,000 0.00% 46740 JPA's 12 491 25 000 25 000 -100.00% 46795 PEG Support Fees 2013. 153 955.862 ' 278 106 1 2908,44 1 227 8" 1,192.266 -7.64% 46100 Ottw Agencies 2,267,016 1,052,074 1,S36,SS0 1,56S,844 1,504,344 1 -7.89% 46000 REVENUE FROM OTHER AGCY 14,128,551 21,756,475 19,703,781 15.527,742 28.806.325 16,266,462 17.77% 47110 Residential Tree Replacement 5 373 3.550 9 525 6 120 6 120 6,000 -1.96% 47115 Developer Fee 180.112 609.945 834.293 220 000 220.000 467.700 112.59% 47118 Underground Utilities 55.000 47120 Engineering and Inspection Fee 10 349 1,301 9206. 10.200 10,200 5.000 -50.98% 47125 GIS Survey Fee 2.126 3.658 11.974 14 280 14.280 3.000 -78.99% 47130 Grading Plan Check 426.033 450,193 307.512 357.000 357.000 400,000 12.04% 47145 CC Sanitation Collection Fee 187 587 121,868 317.251 190.600 190.600 118.000 -38.09% 47165 Recordation Fee 4 810 12.166 21.429 25.500 25.500 15.000 -41.18% 47180 Traffic Impact Fee 713 994 588.763 564 172 100,000 100.00% 47185 Traffic Plan Check Fees 2.856 2 767 2.040 2.040 2,000 -1.96% 47190 Water Quality Inspections 18 849 3 185 50.090 40 800 40 800 40 000 -1.96% 1 blic Works 1,549,233 1,562,464 2.12l1,220 33.48% 47205 Permit Issuance 203051 275.769 243.360 224A00 224400 •250.000 11.41% 47210 Plan Renew 1 170 082 1.603.163 1,654,972 1.602.420 1.602 420 1 682.000 4.97% 47245 Landscape Plan Check 19 775 25.433 21.252 17,340 17 340 11.000 -36.56% 47255 Microfilming 65 289 90.027 86.737 75.056 75 056 50.000 -33 38% 472W Administration Pass Through 179.000 10000% 47265 Automation Fee 238 098 366.246 415.270 360.000 360.000 360.000 000% 47275 Administrative Citation 264 564 383,662 221.356 178,500 178.500 221.356 24 01% 47285 Landscape Inspection 741 1.235 552 577 577 3.000 41964% 47290 Development Impact Fee 9 160 976 4 774 120 774 715 315.000 356.000 13 02% 47200 Building 11,122,3.1 7, 1 3,418,213 2,773,294 315 000 3'112.356 12.23% 47315 Library Reserve 139 138 82 B4 84 -10000% 47320 Community Enrichment Fee 39 480 61 029 143 990 137 556 137.556 137 550 0.00% 47325 Library Replacement Card 3 951 5 148 3 349 3 366 3.366 3 400 1.01% 47330 Library Processing Fee 1 260 1 649 1 428 1 451 1 451 1 450 -0.10% 47335 Library Collection Fee 5 4 Library 41,829 67,964 148,855 142,457 142,467 142,400 -0.04% 47410 Film Permits 172,539 93 966 68 480 101 910 101,910 101.910 0.00% 47415 Weed Abatement 5,151 16.036 41 14 622 14,622 14,622 0,00% 47420 Sewer Sernces 51,694 65,173 62,290 51.000 51,000 51.000 0.00% 47425 Vehicle Body Work 125 47440 Impounded Vehicle Release Fee 131,435 163,111 153,513 153.000 153,000 153.000 47445 Research Requests 16,387 23,490 15,673 12.240 12,240 12.000 -1.96% 47460 Pay to Stay/Wonk Furlough 71 410 50.920 66.625 76 500 76.500 76 500 0.00% 47480 Banners and Pennants 5 339 10.561 5 180 5 284 5 264 5 000 -5.37% 47400 Special City3orvicas 453.954 423,257 371,927 414,555 414,655 414.032 -0.13% 47501 Recreational Fees 1 737.983 3.344.B42 2.573.658 2.541.000 2 518.0,00 2.518.000 -0.91% 63 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary ALLFUNDS Combined Revenue Detail by Object Account Percent FY 2017118 FY 2018119 FY 2019720 FY 2020121 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 47502 40 i-enter Uasses 117 365 109.0" 110.000 110.000 110 000 0 00% 47503 Adventure Playground - 22 1" 15.060 15.060 15.060 15 000 -0 40% 47510 Junior Lifequard 575 290 687 000 422 633 422 633 422.633 0 00% 47500 Recreational Classes 1,800 729 4.059.641 3,394 762 3,088,693 3.065,693 066633 -0 75% 1 Specialvents 321,769 782,987 605,664 832,289 715,289 -28 39% 47705 Refuse Charges 8.730.994 11.960.895 12.487.667 12.490.253 12.913,953 13,565.000 8.60% 47710 Water Sales 25.247,893 35.054.047 34.916.658 36.439.906 36439,906 36,837,763 109% 47736 Convemence/Procassing Fees 11.622,359 19.717.679 17008.783 18677.085 18.677,085 18,565.045 -060% 47700 Utility Charges 45,601,245 66,732,622 64,413.108 e7,607,24,11 68,030,944 68,fB,608 2.01% 47810 EMS Billing Service 5 550 277 6 370 243 6 942 099 6.511.665 6.511,665 5,250,000 -4 02% 47811 Fire Med Memberships 893 180 1 171 363 1 153 328 1.178,610 1,178,610 1,167.750 -0.92% 47815 Membership 4 075 4 070 6 336 5.819 3.519 3.500 -39.85% 47816 Fitness Center Membership81 105 143 529 108 622 108 830 108 830 50 000 -54 06% 47 ire Med ess 5,528,637 7,689,205 8,210,384 7,11104,924 7,002,624 7,4 = -4 28% 47865 Police Emergency Response 111 718 78 300 105 388 84 660 84 660 52 000 -38.68% 47870 Fire Emergency Response 40 529 45 579 35 171 44 995 44 995 44 995 000% 47875 Public Wrks Emergency Response 875 4 mergency Response 152,245 124,754 140,559 129,655 129,655 96,995 -2519% 47905 Fire Hazmat Response 24 168 19 755 8 456 3 000 100.00% 47910 Public Works 6 360 5 208 8 543 5 100 5 100 5.000 -1.96% 47915 Hazmat Contracts 15 15 47920 CUPA Pr ram Revenues 3.616 260 740 269 882 275 978 275 978 267 000 -5.43% 4 ese ,159 285.718 286,880 ,076 1, Z59.0w -4 30% 47930 Fire Permit Inspection 99.682 137 995 153 700 115 421 115.421 128 817 11.61% 47935 Fire Company Inspection 248.347 587.091 421.074 405.246 405 246 360.823 -%96% 47940 Fire Permit Plan Check 86.510 126.021 104 300 90.025 90 025 90.025 0.00% 47945 Fire Dev Permit Plan Check 171 136 144 971 142 641 125 888 125 888 125 888 0.00% 47946 Fire Dev Permit Inspection 2 51 530 51 530 44 972 -12.73% n 5 43760 4655 1 798.111 750.M -4 77% 47965 Photocopying 1736 900 406 384 384 -100.00% 47970 Abandoned Oil Wells 49 661 4 114 1 145 1 345 400 -70.27% 47975 Insurance Subrogation 60 61 61 10000% 47985 Pa roll Char s 13 216420 12 618 766 13 706 721 8 153 579 8 153 578 8,763,164 7 48% Miscellaneous 13,267,817 12,623,790 13,707,188 1 ma 8 155 368 8.763.564 7.46% 53 Prop Fund Charges-Water 4,072,636 5,819,075 5,820.895 37 317 1,937,313 5 909 B86 -0.46% 54 Prop Fund Charges -WIMP 187 06 2267 279 330.203 3M.807 336,807 360,312 4.01% 46055 Prop Fund Charges-Refuse 568.117 601,581 742,605 3119 613,319 652,808 6.44% 57 Pro Fund Charges-Sewer 1,240,686 1,772,723 1 832 548 1 61199 1 869 199 1 410 498 -24.54% 58 From Retiree Medical Trust 34,576 49,403 206 562 210.693 210,693 121 003 -42.57% 59 From Retirement Supplement Tr. 129.373 184,350 423,255 436,821 436,821 321,422 -26A2% 47000 CHARGES FOR CURRENT SERV. 87.655,320 111,896,714 107,0M,786 102,289,361 102.569.761 103,572,192 1.26% 48120 Admissions 3 357 4 109 10 693 11.957 4 457 4,457 -62.72% 48130 Proveni, 76 274 95 882 2.719.659 6 831 79 1 359 7 426.11% 49110 Sales 79,631 115.00% 48210 Coin 5 Jail Signboards 68 036 65 458 55 576 38.000 38,000 47.000 23.68% 48230 Souv,neer Sales 5 880 26 506 20 571 16.000 1.000 1.000 -93-75% 48240 Library Sales 4 625 6 576 5 006 4.998 4.988 5,000 0.24% 48260 Bus Bench Ads 30 600 42 123 40 800 40.800 40,800 40 800 0.00% 48270 Plans and Specs 1 746 1 994 532 500 500 -100.00% 40200 General saws 110, 112,656 122,486 93,800 -GA7% 48301 Donations Community Services 483516 254 958 187 655 118.926 64 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary ALLFUNDS Combined Revenue Detail by Object Account Percent FY 2017/18 FY 2018119 FY 2019120 FY 202W21 FY 2020121 FY 2021M Change From Ot,ject Account Actual Actual Actual Adopted Revised Adoplad Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 48302 Donations- Library Services 279,383 447,965 363.322 324.639 48303 Donations- Police 1.900 3.230 1.965 1.765 48304 Donations-City Manager 644 652 48305 Donations-Fire 610 2,939 48306 Donations-Public Works 15.000 48300 Donations 152 72 765,409 724,815111 963,665 445,330 48350 Sponsorships 174 360 188 940 85 556 141 294 86 294 86 000 -39 13% 48375 Seaclr8 Partners 936 48385 Property Damage Reimburse 69.328 143,285 131 972 121 142 121 142 55 000 -54 60% 48400 Restitution 855 1.015 59 500 500 500 0 00% 48410 Other Re,mbursement 997 646 682 064 64312 267201 262 8 701 252 141 -5 64% 49370 Reimbursables -20 88% 48500 Settlements 51 328 195 264 t 231669 50 000 50 000 50 000 0.00% 486M Settlements 51,328 Uuu 50,000 0.00% 48511 Credit Card Processing Fee 9 379 15,129 12,461 16,710 16 710 13.304 -20.38% 48515 Passport Fee 219180 311,720 207440 207"0 207440 165.000 -2046% 48550 Miscellaneous 922 958 1 533 648 t 443 510 361 510 361 359 840 -29.49% 48510 Other ,497 221.34J 734,511 5 ,144 -2673% 48100 OTHER REVENUE 3AM,Sp 4,038,591 5.720.915 1.433.723 1.809.563 1,115,979 -22,16% 49101 General 16.446.250 100.00% 49101 From General Fund 28.053,955 24.357.292 19,476.744 10.982,875 10.982 875 26.091.707 137.57% 49101 From HMGP 20,029 49101 From Air Quality Fund 20,187 49101 From Housing Residual Receipts 26,D40 49101 From Emergency Operations Clr 173,042 49101 From CDBG 159,008 49101 From Infrastructure Fund 721,836 49101 From 2014A Bond Prot Fund 514,651 49101 From RORF 10.000 10.000 10,000 100.OD% 49101 From LMIHAF 405.400 405,400 406.166 406.166 406.175 0.00% 49101 From CFD 2000-1 6.082 6.253 6,544 6.743 6,743 6.743 0.00% 49101 From Mello Roos 74.257 77.241 88.528 49101 From CFD 2002-1 6 G82 6.253 6,544 6.743 6.743 6,743 0 00% 49101 From Debt Svc Bella Terra 681.656 632,542 748,963 746.227 746.227 769,761 3 15% 49101 From CUPA 13.000 13,000 13,000 13,000 13.000 0 00% 49101 From Water Master Plan 418.372 100 00% 49101 From WOCWB 37,188 49101 From Parkin Structure Strand 225.000 400 000 400 000 400.000 400 000 400 000 0 00% t9100 peraling Tram In 29.962,099 25, 12. 1,7054 1 - 1, 44, 254 80% 49300 Proceeds of Long Term Debt 1,174 079 49350 Prior Period Adjustment 5 281 63' 49400 Joint Venture Income 416 91' 217.535 215.061 353.022 353.022 193.600 45 16% 49000 NON-OPERATING REVENUE 35,660,651 26,188,746 23,238,552 12,914,776 12,914,776 44 762 351 246 60% 40000 REVENUES 325.045 370 404.070,789 394,530 949 341,290,813 355,223,224 395,255,745 15.81% hs City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2017118 FY 201 Oil FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Adq@W Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 40070 Sec Basic Levy 48 823 397 54 034 631 56 646 521 57 973 074 57 973 074 60 922 640 5 09% 40080 Unsec Basic Levy 471 437 1 672 972 1 748 780 1 35' 714 1 85+ 774 2039995 10.16% 40060 Basic Levy 49,294,834 55,707,604 58,395,30/ 59,824,84E 59,824,84E 62,0112,1111M 525% 40170 Sec Prior Year Property Taxes 267 224 391 964 455 662 458 837 458 837 509 409 11.02% 40180 Unsec Prior Year Property Taxes 23 742 18 058 13 882 34 046 3d 046 13 662 -59 23% 40160 Prior Year Property Taxes 290,966 410,022 469,544 494111t.111114 62J,291 6 17% 40310 Sec Sapp Ron 1 463 612 1.543 197 1.199 225 1 693 382 1 693 362 1.199 225 .29 18% 40305 Supp Roll Property Taxes N2 1,643,197 ,199,225 1 1,199,225 -29 18% 40360 Interest Property Taxes 51,410 67,949 90,845 168.517 '168,517 90845 4609% 40370 Misc Property Taxes 2.714,151 3.040.968 4.004.823 2,586.115 2,586.115 3736565 u.49% 40400 Homeowner Exemption 305,708 300,225 295,206 335.676 335,676 292 096 -12.98% 40410 Utdrry Unitary Tax 805,817 885,684 876,633 785,696 785,696 870 517 10.80% 40430 In-Ueu of VLF 19,851.584 20.929.517 22,123,019 21,961,586 21.961,566 23.4%320 7.00% 40440 Nuisance Abatement 194,555 58.832 3,336 40450 Em Io "Retirement Override 5614777 6375,183 6,384 000 6.384 000 -100.00% 40350 Other Property Tax" 2913E,002 31,656,357 27,393,562 32,221.570 32,221,970 28,489,343 -11.58% 40500 Assessments 26 163 47 662 38 595 117 441 117.441 38 595 -67.14% 40010 PROPERTY TAXES 80,613,S77 89,366,E41 87496,527 94.350,104 94,350,104 93.213,289 -1.20% 41110 1%Allocation Sales Tax 29 682 767 41 485 093 38 662 874 37.000 000 37 000.000 42 193 281 14.04% 41120 Public Safety Sales Tax 1 681 054 2 456 847 2 400 168 2 227 205 2.227 205 2.447 987 9.91% 41100 Sales u 31,363,021 43,941,940 41.063,042 39,227, N,641,26E 13 80% 41210 Utility Franchises 1.649,612 1,952.202 2 302 501 1,524.023 1�524.023 2.477.243 62 55% 41220 Transfer Station Franchises 330,662 507.357 536,979 420,000 420,000 450,000 7.14% 41230 Pipeline Franchises 317,355 284.748 194.563 77.780 77.780 80.000 2.85% 41240 Refuse Franchises 688,155 949.642 1,014.BN 930,000 930.000 930,000 0.00% 41250 Cable TV Franchises 2,937,699 2.331.860 3.613.599 2.369,624 2.369.624 2.983.208 25.89% 41270 Bus Bench Franchise 149400 199200 199200 199200 199200 199200 0.00% 4/100 Franchises 7 1706 627 E20627 7 it 661 28.96% 41 Transient Occupancy Tax 1 55.08% 41510 Water Utility Tax 1.322,869 1.979.313 1.871.607 1.791,805 1,791,805 1.902,643 6.19% 41520 Gas Utility Tax 1,471,974 1,962.752 2,150.210 1.822,881 1.822.881 2,039,114 11 86% 41530 Telephone Utility Tax 3,066,825 3,594.824 3,166.023 3,059.799 3,059.799 2.341,272 .2348% 41540 Electric Utility Tax 5.947,457 8.360.216 8.315.420 7,462,674 7.462.674 7,926,714 6 22% 41550 Cable Utility Tax 2 106 916 2 796 033 2%4 224 2.385.960 2.385.960 2.604.341 9 15% 41560 Prepaid Wireless Utility Tax 97 921 114 527 82 138 82 196 82.196 70 154 .14.65% 41 Utlllry n Tax 14,073,96J 18,787,664 18,148,822 16, ,J7 16, 15 11111,11111111,11,233 1 68% 41000 OTHER LOCAL TAXES 60,260,884 82,956,350 76,710.576 68,24E,214 $8.240,214 72,338.236 16 25% 42103 Fire Prevention Inspection 263.075 229.776 141 895 131.100 131.100 235 828 79.88% 42105 Oil Well Taxes License 444,556 629,910 599.068 493,744 493.7" 251 451 4907% 42110 Business License 1.921 Vill 2.356.109 2.260.082 2.000.000 2,000.000 2.146 816 7.34% 42115 Bicycle License 3,388 2.575 845 853 853 145 -83.00% 42120 Oil E Methane Inspection 20,472 21.072 20,018 20.018 20 018 0 00% 42125 Miscellaneous License 34.014 50.619 52 207 50 988 50.988 39 908 -21.73% 42135 Svcmark 46 44 41 44 0.00% 42100 License General 2,687,429 3,268,98E 3,075.215 2.696.747 2.696,747 2,694,210 -009% 42155 Encroachment Permit 371,937 452,351 472.902 380.000 380.000 380 000 0.00% 42165 Grading Permit TOW 7.007 6.657 6,657 5 000 -9 86% 42170 Harbor E Dock Construction 8.369 3.424 4,185 1.425 1425 2000 40.35% 42180 Obstruction Permit 770 531 387 380 380 500 31.58% 42185 Parking Permit 6.830 12,317 9.358 9.500 9.500 9 500 0 00% 42195 Wxfe/Overwe ht/Loadin 14,246 23,127 10.514 9.500 9.500 9500 000% 66 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2017118 FY 2018119 FY 20/9120 FY 2020/21 FY 2020/21 FY 2021122 Change From Oblect Account Actual Actual AA001 Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 42196 Wireless Permit 25.740 47.619 32.400 14 250 14250 15,000 5.26% 42150 License&Permits Public Works 427,891 546,369 516,752 421.712 421,712 422,51110 0.19% 42305 Alarm Permits 216,765 276430 354,396 285.000 285.000 354.396 24.35% 42310 Building Permits 1,124.251 1,568.753 1,681.147 1.497.269 1497269 1.575.000 5.19% 42315 Plumbing Permits 288.556 408.331 494,971 447.514 447 514 370.000 -17.32% 42320 Electrical Permits 485.344 678.818 717,681 643,697 643 697 675,000 4.86% 42325 Mechanical Permits 172.178 257,409 264,209 237,762 237 762 250.000 5.15% 42335 Swim Pool Permits 86335 116.266 91546 79,563 79563 142.DDO 78.48% 42355 Certificate or Occupancy 23 677 29 874 27 782 26 26 600 27 000 1.50% 42300 License and Permits Buildings 2,397,106 3,331 1 3,531,733 3, 800 17,405 3,393,396 5.47% 42410 Planning Commission 92 351 2773.45 200.659 213,352 213 352 333 000 56 08% 42500 Zoning Administrator 287 441 266,957 324.962 298,111 298.111 213 650 -28 33% 42700 Envuon Processing 103864 232.110 159.252 98.800 192.850 135000 3664% 42750 Stall Review 185.916 248,539 190.763 176.891 176.891 432.000 14422% 42824 Beach EdingerSpec Plan Fees 5.697 7.939 4.468 6.650 6 650 5 000 -24 81% 42825 General Plan Maintenance Fee 59.458 107 387 244 327 228,000 228 000 150 000 -34 21% 42850 Lbra 15 42400 License and Permits Planning 734,743 1,140,276 1,124,431 1,021,604 1,115,854 1,268,650 24.16% 42000 LICENSE AND PERMITS 6,247,169 8,291,515 8,368,131 7,211 666 7 1 711 7 778 756 1.1 42905 Court/Traffic Fines 403,020 394,322 368,351 333, . 333,300 0.00% 42915 Main Street Library Fines 1,254 1.384 500 505 505 50D -0.89% 42920 Central Library Fines 58,513 68.405 22.904 25,250 25,250 25,250 0.00% 42925 Banning Library Fines 1,147 1 374 384 354 354 350 -0.99% 42930 Oakview Library Fines 1.367 1 5" 625 606 606 600 -0.99% 42935 Murphy Library Fines 512 876 157 152 152 150 -0.99% 42910 Library Fines 92,753 73.628 24.569 2906 H,866 26,1111110 -0.08% 42940 Parking Fines 2 48C 296 3 657 953 2 932 O90 2 851,495 2 854 495 3400000 19.24% 42940 Parkins Fines 2,480,296 961 2 932,090 2 851 2 851 495 3 100 000 19.24% 42950 Police Alarm Fines 96,645 147,508 57142 47104 47,104 -100.00% 42951 Fire Alarm Fines 5,245 36,700 20,485 23,735 23,735 33,981 43.17% 42900 FINES AND FORFEITURES 3,047,999 4,300,180 3,402,638 3,282.500 3,282,500 3.794,131 15.59% 42965 Pooled Cash Interest 649.306 974.013 1 099.361 500.000 100.00% 42966 Market Adjustments (485.9%) 1,191.635 790.888 42975 Late Charges 291 304 512 413 339 093 112 224 112 224 142.312 26.81% 42960 Interest Income 454,614 2,678.0611 2,229,342 1/2 224 112 224 64 472.35% 42985 Into Pa anb 20.015 21 262 26 775 43010 p C24.A 20 43065 Waterfront Project 14.150 19.448 (4,689) 43075 Land Lease Income 592.677 852,138 709,782 708.500 708.500 708.500 0.00% 43085 Buildings Lease Income 4.618 6,165 4,617 5450 5,450 4,DDO -25.61% 43095 Beach Concessions 958.936 1,822.076 1,341.916 1.513,795 1,513.795 1.513.795 0.00% 43105 Prop/Equip Lease-Beach 128.556 60000 138.164 138.164 -100.00% 43115 Room Rentals 354.134 567.923 413.647 453.113 453.113 456,050 0.65% 43145 Central Park Concessions 293.642 238.048 228.456 218,557 218.557 218,560 0.00% 43150 Sports Complex Concessions 57.108 55.393 31,227 38.150 38,150 18.000 -52.82% 43155 Vending Machines 6 172 6.009 4,983 3,987 100.001116 43156 Small Cell Sites 49.500 4.974 2,366 2,366 3,979 86.19% 43165 Rentals- Leases 121.254 154,950 87.330 130,800 130.800 130,800 O.DD% 43166 Ocean View Estates Rents 4'500 D00 12A3% Lea" Lea and concession Income 399 573 560 597 585 479 190 500 550, 1 -2.46% 43910 C Oil Wells 89�484 146.640 85,856 81.750 81.750 42,928 -47.49% 67 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2017118 FY 2018119 FY 2019120 FY 2020f21 FY 2020f21 FY 2021122 Change From O Account Actual Actual Actual Ado Revised Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 4392C .ahei ko alties 72 398 151 782 131 C73 164 380 164 380 82 760 -49 65% 43900 Royalties 161,882 298,422 216,929 =130 246,130 12S,688 -4893% 44010 Parking Lots 1 804 177 3 409 726 3 054 B91 2.680.705 2 680 705 3 40C OW 26.83% 44015 Annual Parking Pass 592.555 834.404 776,285 718.114 718.114 776 000 8.06% 44020 Resident Parking Permit 385 420 420 -100 00% 44025 4Ih of July Celebration 120.000 100.00% 44030 Sunset Vista 504,8W 748,453 476.639 654,000 654.000 748.000 14.37% 44040 Parking Structures SW.815 1,012.167 840.202 901.430 901430 750 000 -16.80% 44050 Meters Business 345,426 505.923 514.602 490,064 490,064 400.ON -18.38% 44060 Meters-Residential 640.326 993.975 979.825 959,200 959,200 980 000 2.17% 44070 Meters-Recreational 1,072,057 1,773,397 2,118,088 1.724.760 1.724,7W 2.300.000 33.35% 44080 Per Plaza 1.1M.940 1,704.256 1,653.329 1,466,038 1.41%036 1,700,000 15.96% 44090 Meters Beach Blvd 27.729 5,4985 62 878 41.970 44 970 55 000 22.30% 44100 Sports Complex 93 966 107 712 ?0 549 971,721 15 725 90 000 18.95% 44000 Parking Revenue 8.882,879 M,898 t0,S17,673 9, 9,715425 11,319,00 16.51% 45040 Convicted Oflender Booking Fee 361 637 473 23' 242 E38 294.300 294 300 -100.00% 45000 Contract Jail Bookings 361,637 473,231 242,638 214,300 294 300 -100.00% 45110 PCs Wireless 283,331 453,080 477,336 432,526 432,526 477,336 10.36% 4296S USE OF MONEY AND PROP 11,096,198 19,461,199 17,148,41S 14.500.000 14,500,000 16,172,007 11.53% 46110 Tidelands Revenue 152,070 197.562 47 010 46115 GEMT Reimbursement 103.679 134,345 13.883 60.000 60,000 100.000 66.67% 46130 Real Property Transfer 988.575 1,386,734 1,478.998 1.236.845 1,236,945 1.238.893 0.17% 46140 State Mandated Cost Reimburs 54,968 114,121 54,256 5.052 5.052 -100.00% 46160 From State of California 1.026,662 1,179.188 511,294 522.588 522.588 -100.00% 46170 Vehicle License Fee 104.000 97 272 161.267 161 267 161.267 1393,40 -13.60% 46180 POST Reimbursement 44 540 37 355 75 489 65 000 65.000 55 000 -15.38% 46100 State of California Agencies 2,474,493 3,144,577 Z34ZI97 2,050,752 2,060.752 1,633,233 -25 24% 46410 County Payments 486,345 538,792 570,141 486 345 486 345 421 260 -13.38% 46490 Other Governmental A enoes 61 599 34.254 3 033 3 033 3 033 -100.00% 46400 County Agencies 547,944 S73,046 673,178 489.378 489,378 421.260 -13 92% 46740 Joint Power Authority 12 491 25 OCO 25 00C -100 00% 46795 PEG Support Fees 51-1 020 735 502 668 352 565 000 565 000 465 000 -17 70% 45700 011WAIlenclais S61,020 747,992 668,3S2 NOW 590,000 465,000 -21 19% 46000 REVENUE FROM OTHER AGENCY 3,563,467 4,467,616 3,583,723 3,130,130 3.130,130 2,412,403 -22.70% 47110 Residential Tree Replacement 5,373 3 550 9.525 6 120 6.120 6.0oo -1 96% 47118 Underground Utilities 55.OW 47120 Engineenng and Inspection Fee 7,715 476 9.206 10 200 10.200 5,000 -50.98% 47125 GIS Survey Fee 2.126 3.658 11.974 14 280 14,280 3,0W -78.99% 47130 Grading Plan Check 426.033 450.193 307.512 357,000 357.0W 400.000 12.04% 47145 OC Sanitation Collection Fee 16.399 24.539 42.632 30.6W 30.600 30.000 -1.96% 47165 Recordation Fee L810 12.166 21429 25.500 25.5W 15.000 J7 18% 47185 Traffic Plan Check Foes 2.856 2.767 2.040 2,040 2000. -1.96% 47190 water Qualft Inspections 18 849 3 185 50.090 40.800 40,800 40.000 -1 96% 481,305 555,623 455,136 486,S40 486.S40 501,000 2 97% 47205 Permit Issuance 203 051 275 769 243 360 224 400 224 400 250000 11 41% 47210 Plan Review 1.170,082 1,603.163 1,654.972 1.602.420 1602420 1 682000 4.97% 47245 Landscape Plan Check 19,775 25.433 21,252 17.340 17.340 11 000 -36 56% 47255 Microfilming 65.289 90,027 86.737 75.056 75.056 50 OW -33.38% 47260 Administration Pass Through179000 100 00% 47275 Administrative Citation 264.564 393,662 221,356 178.5W 178,500 221 356 24.01% 47285 Landscape Inspection 741 1.235 552 577 577 3000 419.64% 68 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 47200 Building 1,723,502 2,379,288 2,228,228 2,098,294 2.098.294 2.396.356 1420% 47315 Library Reserve 139 138 82 84 84 -10000% 47320 Community Enrichment Fee 39.480 61 029 143.990 137 556 137 556 137 550 0 00% 47325 Library Replacement Card 3.951 5 148 3.349 3.366 3 366 3 400 1 01% 47330 Library Processing Fee 1.260 1 649 1.428 1.451 1 451 1 450 -0 10% 47335 Library Collection Fee 5 47300 Ubrary 44,111319 67,964 148,855 142,497 142,457 142,400 -0.04% 47410 Film Permits 40,000 56 720 50 592 51.910 51 910 51 910 0.00% 47415 Weed Abatement 5,151 16,036 41 14.622 14,622 14.622 0.00% 47420 Sewer Services 51.694 65.173 62 290 51.000 51,000 51,000 0 00% 47425 Vehicle Body Work 125 47440 Impounded Vehicle Release Fee 131.435 163,111 153 513 153.000 153.000 153,000 000% 47445 Research Requests 16.387 23.490 15 673 12.240 12,240 12.000 .1 96% 47460 Pay to Stay/Work Furlough 71.410 50.920 66 625 76 500 76.500 76,500 0 00% 47480 Banners and Pennants 5 339 10 561 5 180 52 5 284 5.000 -5 37% 4 9 -0 14% 47501 Recreational Fees 1 717.244 3.319.059 2.574.085 2518000 2,518.000 2 518 000 0 00% 47502 Ad Center Classes 62.984 117.365 109.044 110.000 110.000 110 D00 0 DO% 47503 Adventure Playground (238) 22.1" 15 D60 15,060 15.050 15.000 -0 40% 47510 Junior Lifeguard 575 290 687 000 422 633 422 633 422 633 0 00% 47500 Recreational Classes 1 779 3 858 3 385 189 3 065 8 065 593 3065633 0 Do% 47600 Special Events 60,64E 93,533 63,064 70,239 70,289 70, -041% 47710 ',hater Sales 108 027 151.653 153.307 ''57 168 157 168 57 481 0 20% 47736 ConvemenceiProcessing Fees 94 581 159 576 127 908 116 285 11{285 135 SOFT 18 57% 4 1 Charges 29 , 7 93% 47810 EMS Billing Service 5.550,277 6.370.243 6,942,099 6,511.665 6.511.665 6.250.000 -4 02% 47811 Fire Med Memberships 893,180 1.171,363 1 153 328 1 178 610 1 178 610 1 167 750 -0 92% 47815 Membership 2.240 4,070 3 600 3 519 3 519 3 500 -0 54% 47816 Fitness Center Membership 81 143 N t 08 622 138 830 108 830 50 000 -54 06% n ees 105 8, 07,648 7,502,524 7, 1 7,171, -4 25% 47865 Police Emergency Response 111.718 78 300 105 388 84 660 84 660 52 000 -38 58% 47870 Fire Emergency Response 40,529 45 579 35 171 44 995 44 995 44 995 0.00% 47875 Public Wrks Emergency Response 875 ZYM mergency Response 192.246 124,754 140.559 129,655 129,655 96,995 -25.19% 47905 Fite Haimat Response 2.563 3 980 i887, 3 000 100.00% 47910 Public Works 6.360 5 208 8 543 5 100 5 100 5 000 -1.96% 47915 Haimat Contracts 15 15 4TWO ha~ alas 7,666 5,100 6,100 8.000 5686% 47930 Fee Permit Inspection 99 682 137.995 153 700 115 421 115 421 128 817 11.61% 47935 Fire Company Inspection 248 347 587 091 421 074 405.246 405 246 360.823 -10.96% 47940 Fire Permit Plan Check 86 510 126.021 104 300 90 025 90 025 90.025 0 00% 47945 Fire Dev Permit Plan Check 111 136 144.971 142 641 125 988 125 888 125.888 0.00% 4794E Fire Dev Permit Inspection 43 760 46 255 51 530 St 530 d4 972 -12.73% n ,. 111 750.111 7 -4,77% 47965 Photocopying 1736 900 406 384 384 -100.00% 47970 Abandoned Oil Wells 49 661 4 114 1 345 1 345 400 -70.27% 47975 Insurance Sub tan 60 61 •1l)D-00% 4 is 51,397 5,014 466 1.790 1 400 -77.66% u am 4,072,636 5 819 075 5,820,895 5,937,313 5 937 111 5 909 -0.46% mp Fund Charnes-WMP 187 O61 267,279 330,203 3 66 807 336 807 350 4-01% 48055 Prop Fund Charges-Refuse 568 117 $01 681 742,605 617 319 513 319 652 6.M% 48057 Pr�Fund Charges-Sewer 1.240,686 1772.723 1,832,548 1,869,199_ 1869,199 1.410.498 -24.54% 69 City of Huntington Beach Adopted Budget - FY 2021/22 Revenue Summary GENERALFUND Combined Revenue Detail by Object Account Percent FY 2017HS FY 2018119 PY 2019120 FY 2620121 FY 2020121 FY 2021W Change From Object Account Actual! Actual Actual Adopbd Revised Adopted Prior Year Color Legend Major Grouping and Major Total Minor Grouping and Minor Total 48058 From Retiree Medical Trust 34,576 49,403 206,562 210,693 210,693 121,003 42 57% 48059 From Retirement Supplement Tr. 129.373 194,850 428,256 436,821 436.821 321,422 .2642% 47000 CHARGES FOR CURRENT SERV 18,131.802 25,390,431 25,501,392 24,630,713 24.630,713 23,925,507 -2 86% 48120 Admissions 4 967 4 4,- 4 457 4 457 0 00% 130 Pr 73 425 77 249 948 393 (i Ba! 6 831 35 937 426 11% 7 ,4 6 11,233 1 25786% 48210 Coin 6 Jail Signboards 65.625 61�919 53.550 35 000 35.000 45.000 28 57% 48230 Souvineer Sales 1.020 1.429 677 1 000 1 000 1 000 0 00% 48240 Library Sales 4.625 6 576 5.006 4 988 4 988 5 000 0 24% 482W Bus Bench Ads 30 600 42 123 40 800 40 800 40 800 40 800 0 00% 48270 Plans and SDecs 1 082 1 534 265 500 500 -100 DO% 102go 952 113,51 ) 100,298 82 288 -- 82,283 91,900 11 56% ,1 I 45.Z4U 75,756 85,294 86,294 36,000 -0 34% 48385 Property Damage Reimbursement 59,263 120.002 95.320 96 142 96.142 30 000 -68.80% 48400 Restitution 855 1.015 59 500 50C 500 0.00% 48410 Other Reimbursement 166 124 146,191 226,063 114 70' 114 701 11.1 000 -11 94% 48370 aimbu '"1 2111.343 211,343 131, -37.78% 48500 Settlements 51 328 195 254 139 053 50 000 50 OO(; 5C 000 0.00% emenb 51,328 195,254 139,053 501wo 0OD% 48511 Credit Card Processing Fee 9 379 15 129 12 461 16 710 16 71C 13 304 -20 38% 48515 Passport Fee 219 180 311 720 207"0 207"0 207 440 165 000 -2046% 48550 Miscellaneous 373 982 314 368 485 198 310 36' 310 361 317 B40 2.41% Other49610 1 534,514 44 -718% 48100 OTHER REVENUE 1,171,622 1,439,769 2,295,007 975,723 975,723 696,638 -8 19% 49101 From Emergency Operations Ctr 151 805 49101 From CDBG 159,008 49101 From RORF 10,000 10,000 10,000 100.DO% 49101 From CFO 2000-1 6.082 6.253 6.544 6,743 6.743 6,743 0 00% 49101 From Mello Roos 74.257 77,241 98.528 49101 From CFO 2002-1 6,082 6,253 6.544 6,743 6,743 6.743 0.00% 49101 From Debt Svc Bella Terra 6.082 6.253 6.544 6.743 6,743 6 743 0.00% 49101 From Cemfied Unified Program Agcy 13.000 13,000 13.000 13,000 13 000 49101 From Parking Structure Strand 225.000 400 000 400 000 400 000 400 000 0.00% Aerating rans In ZOOM .169 4 000 100 231% 49400 Joint Venture Income 183 015 156 683) 49000 NON-OPERAT69U REVENUE 652.323 362.319 690.169 433,229 433,229 443.229 2 31% 40000 REVENUES 194804031 236036221 225.196.580 216,908.281 217,002.331 227,980,486 5.10% City of Huntington Beach Adopted Budget — FY 2021/22 Expenditure Descriptions and Assumptions ALL FUNDS EXPENDITURES: $424.4 Million Fiscal Year 2021/22 all funds expenditures total $424,421,323. This reflects an increase of$65.4 million or 18.2%from the FY 2020/21 Adopted Budget and includes $44.5 million in operating transfers. Total Uses of Funds: $424.4 Million Trust and Agency Funds Special Revenue Funds 4.6% 6.5% Capital Projects Funds 6.0% Enterprise Funds 17.8% Internal Service Funds 5.2% Debt Service Funds Other Funds IMF 0.2% The General Fund makes up the greatest percentage of all funds expenditures at 53.7 percent, followed by Enterprise Funds at 17.7 percent and Debt Service Funds at 6.9 percent. The Enterprise Funds include Trash, Water, Sewer and the Certified Unified Program Agency Fund (CUPA). Debt Service Funds include the Public Financing Authority and Pension Liability Fund, among others. All-Funds Expenditures FY 17/18 Actual through FY 21/22 Adopted $450 o $ 0 $35350 - $300 $250 $200 $150 $100 $50 $0 FY 17/18 Actual FY 18/19 Actual FY 19/20 Actual FY 21/20 Adopted FY 21/22 Adopted ■General Fund ■Enterprise Funds ■Trust and Agency Funds Special Revenue Funds ■Capital Projects Funds ■Internal Service Funds ■Debt Service Funds ■Other Funds 71 City of Huntington Beach Adopted Budget - FY 2021/22 Expenditure Descriptions and Assumptions GENERAL FUND EXPENSE: $228.0 million City Clerk, City Manager, City Attorney,1,976,629,1% , 840,115,<I% 2,597,099,3% Administrative Services, City Council, 8,784,479,4% 333,735,<I% Finance, I 5,924,136,3% Community City Treasurer Development, 263,165,<3% i _ _9,330,S7S,4% Community 6 Library Services, 13,541,325,6% Police,77,S56,549, 34% Public Works, 2,943,9% k Fire,47,751,013 21% Non-Departmental, 39,068,723,27% Personnel Services-$143,171,446 The FY 2021/22 Adopted Budget reflects an increase of four (4) Full Time Equivalents (FTEs) across All Funds compared to FY 2020/21. The new positions include one (1) Administrative Aide and one (1) Administrative Analyst in the Public Works Department to focus on the Smart Cities Initiative and sustainability projects and programs, one (1) new Principal Administrative Analyst position in the Administrative Services Department to oversee citywide performance management and data analysis, and one(1) new Deputy Director of Homelessness and Behavioral Health Services in the Police Department to coordinate the homeless response efforts of the City. Operatina Expenses-$42,748,419 Included in the operating category are all General Fund operating expenses including professional and contract services. The FY 2021/22 Adopted Budget reflects a 10.4 percent increase from the prior year Adopted Budget of$38.7 million, due to a general restoration of the operating cuts made in FY 2020/21 in response to the COVID-19 pandemic. Non-Operatina Expenditures - $42,060,622 This category contains transfers to other funds related to debt service, including the first year Pension Obligation Bond (POB)debt service payment and transfers to other funds for operating purposes. The FY 2021122 Adopted Budget includes $14.1 million in transfers to the Pension Liability Fund; $1.8 million to the Section 115 Trust, $4.8 million in transfers to the General Liability Internal Service Fund; $3.0 million $11.5 million to the Infrastructure Fund; and$5.0 million for equipment replacement to the Equipment Fund. 72 City of Huntington Beach 'I Adopted Budget — FY 2021/22 Expenditure Descriptions and Assumptions NON-GENERAL FUND EXPENSE The FY 2021/22 Adopted Budget for Non-General Fund Expenses totals$196.4 million. Water Enterprise-$44,122,678 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 - $3,493,684 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 10 driveway improvements, and security improvements to Peck Reservoir. Refuse Fund-$13,667,909 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. Increases to the FY 2021/22 Adopted Budget are to account for CPI increases to the Republic Services contract, as well as additional costs for the enforcement of Assembly Bill(AB) 1594 mandates. Sewer Service Fund-$13,764,987 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 FY 2021/22 Sewer Fund Capital Improvement Program Budget includes relining existing sewer mains and sewer lift station design and construction. Transportation/Street Projects-$16,081,907 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. The FY 2021/22 Adopted Budget includes the planned use of reserves in these funds for transportation and street related Capital Improvement Projects. Capital Projects-$25,534,093 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, budget for capital expenditures, funding towards the repair and improvements of City facilities, as well as replacement of City equipment. The FY 2021/22 Adopted Budget also includes $11.5 million in recurring, structural General Fund support for infrastructure, and $5.0 million to support the replacement of the City's vehicle fleet, machinery, and technology systems, as reflected in the Non-Operating Expenditures category. RORF (Successor Agency) and Rehabilitation Loans Fund-$6,341,783 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. 73 City of Huntington Beach Adopted Budget - FY 2021/22 e 2 Expenditure Descriptions and Assumptions NON-GENERAL FUND EXPENSE - CONTINUED Debt Service- $29,496,925 General Fund revenues are the main source for inter-fund transfers to pay the City's annual debt service cost, including funding to pay for the recently issued Pension Obligation Bonds (POBs). Community Facilities Districts(CFDs)and Judgment Obligations Bonds are other sources of funding for the City's debt service expenses. Other Grants and Funds -$17,244,962 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-$22,059,737 These funds are utilized to account for retirement medical and supplemental retirement costs, which are provided directly by the City. The FY 2021122 Adopted Budget also includes Self Insurance Workers' Compensation costs and Self Insurance General Liability amounting to $7.1 million and $7.5 million respectively. Increases to the Self Insurance General Liability budget reflect general increases in the cost of insurance due to the uptick in worldwide hacking activity and scrutiny on Police enforcement tactics and use of excessive force Business Improvement Districts -$4,370,000 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 -$262,172 This category includes the Certified Unified Program Agency (CUPA), which supports hazardous waste inspections 74 City of Huntington Beach Adopted Budget - FY 2021/22 Expenditures by Department ALL FUNDS Capital Debt Special Internal Trust and Revenue Service Agency Other Funds Funds F ' Funds Fund Funds Funds• TOTAL City Council 383.735 383.735 City Attorney 2,597,099 2.597.099 City Clerk 840115 840,115 Ciry Treasurer 263,165 263,165 CityManager 1.976.629 507.000 2,483,629 Administrative Services 8.784,479 428,214 14,556,132 23,768.825 Community Development 9,330,575 60,000 3,390,622 60,000 12.831.197 Community&Library Services 13.541,325 158202 4,888,141 643,500 19,231.168 Finance 5,924,136 7,503,605 13,427.741 Fire 47,751.013 262,172 405,866 48,419.051 Police 77,556,549 1,866,475 90.000 79,513.024 Public Works 19,962,943 18,206,993 75,049,258 16,455471 1.649,000 131,323,665 Non-Departmental 39.068.723 7,108.898 25.544258 116000 17.501.030 89,424,338.909 Grand Total 227,980,486 25,534,093 26,644,268 75,311,430 27,651,923 22,059,737 19,555,899 783.500 421,323 Other Funds include Specific Events All Funds Expenditures by Fund Debt se,,,e F„ne. Oth ,F„nd, Internal Service Fund 6 9-* 0.3 b 5.2% capital Projects Funds 6.0% Special Revenue Funds 6.5% General Fund Trust and Agency Funds 53.7% Enterprise Funds 17.9% 75 City of Huntington Beach Adopted Budget FY 2020121 Expenditure Summary ALL FUNDS Summary Combined by Fund Percent Change FY 201741118 FY 2018119 FY 201VA FY 2020121 FY 2020M FY 2021122 From Prior Fund AeNal Ae41a1 At4W Adopted RwAwd Adopted Year 00100 General Fund 182.852.702 228.911,785 223.492.900 216.908,281 222,051.044 227,980,466 5.10% 00101 Specrfic Events 344.135 626.291 545.559 702.500 702.500 693,500 -1.28% 00103 Donabons Fund 662.431 752,356 781,118 1,302.378 00104 School Events 1.359 00122 Inmate Welfare Fund 3,690 7.039 1.456 40.000 40.000 40.000 0,00% 00127 Prop Tax in Lieu of Sales Tax 358,278 733,696 244,196 790.008 00128 Housing Agreement 1,523,837 48 00201 Air Ouality Fund 32.746 106.606 102,149 540.462 1.255,004 531,500 -1.66% 00204 Fourth of July Parade 239,377 277.874 368.468 407.300 130.310 -100.OD% 00206 Traffic Impact 90.191 914,922 2,157,222 195,000 721,775 1.690,000 766.67% 00207 Gas Tax Fund 2,294,598 2,577,979 3.089,234 2,350,000 5,302,003 4,076,420 73.46% 00209 Park Acquisition 8 Development 341.457 220.521 3.980 3.980 -100.00% 00210 Sewer 341,264 1,898,104 85,394 1.500.000 6,348.145 700.000 -53.33% 00211 Drainage 236,119 100,000 100.000 825.000 725.00% 00212 Narcotics Forfeiture Federal 95,964 135.734 263.600 306.667 257.000 -2.50% 00213 Measure M Fund 2.541.776 4,938.458 3.156.679 3,398,168 4.929.171 2,318,987 -31.76% 00214 Narcotics Forfeiture State 56.895 57,266 10,716 140,000 100,00% 00215 Rehabilitation Loans 97,744 1,820,732 326,414 190.000 1K000 -100.00% 00216 Property and Evidence 55,769 594 50,000 55,549 50.000 0.00% 00217 Affordable Housing In-Lieu 26,764 100,411 2,265,471 200.000 203.334 -100.00% 00219 Traffic Congestion Relief 42 831.863 1.158,346 1.152,069 1.200.000 2.573.037 1,840.000 53.33% 00225 Gun Range Settlement 30.000 30.000 -100.00% 002260uimby Fund 3.49.072 62,364 1.202,784 591.333 1,781,630 260,000 -56.03% 00227 Police Facilities Dev Impact 90,000 1.124,000 1D0.00% 00228 Park Dev Impact Residential 416.864 1,312.625 2.949,744 5.098,370 8.003.522 3.776.370 -25.93% 00229 Library Development Impact 50.313 125,856 156,639 200.000 489.597 300000 60.00% 00231 Fire Facilities Dev Impact 280.000 900.000 -100.00% 00233 Housing Residual Receipts 11,118 853.163 44,576 50,000 50.000 32,000 -36.00% 00234 Disability Access Fund 4.519 11,243 12,254 84.000 87.069 54.000 0.00% 00236 Public Art in Parks 300.000 35.000 1D0.00% 00238 Emergency Operations Ctr 173,042 1,314,334 1.321,609 00239 CDBG 628,106 1,219,904 1.308,856 1.503,083 2.368,896 1,238,214 -17,62% 00240 HOME 22,510 92,498 578,608 619,677 4.001.916 1,850,751 198.66% 00242 Narcotics Fortedure-Treasury 12.121 00243 Surf City"3"Cable Channel 286,277 352,500 671,223 501,000 42.13% 00244 CARES Act CC Small Bus Supp) 5.395.522 00245 CARES Act(OC City Allocation) 4,734,455 00246 CARES Act(CESF) 93.807 00247 CARES Act(State of CA) 1.449.224 1.038,797 00248 CDBG CARES Funding 2,159.775 00308 In-Lieu Parking Downtown 497.817 38,000 38.000 60,000 57.89% 00314 Infrastructure Fund 2,217,734 4,596,896 3.080.342 4,320,335 10.368.781 17.665.195 308.88% 00319 Senior Center Development 50,000 50.000 830.108 00321 Lease Capital Project Fund 285.959 782,817 8,775 1.079.728 00322 ELM Automation Fund 160.031 404,820 360,178 431,201 431.201 428,214 -0.69% 00323 Technology Fund 195,523 418,202 00324 Equipment Fund 896,453 2,514,614 2,708,843 3,680.6D0 7.826.151 7.108,898 93.15% 00350 RORF 2,167,355 2,547,257 2.171.922 6,925,824 6,925.824 6.341.783 -8.43% 00352 LMIHAF 239.790 716,346 1,744,D48 740,122 6,984,965 580.950 -21.51% 00401 Debt Svc HBPFA 877,129 5,036.022 5.014,747 3.972.313 3.973.813 2.972.364 -25.17% 00405 Debt Svc Grand Coast CFO 2000.1 264,338 1.087,014 1.088.893 1,092,273 1.092.273 1.089,746 -0.23% 00406 Debt Svc Mello Roos 93.845 261.238 269.125 183.910 183,910 -100.00% 00408 Debt Svc McDonnell CFD 2002-1 139,789 400,520 407.748 416,448 416.948 426,528 2,42% OD410 Debt Svc Bella Terra 1,126,511 2,297,303 2.411,658 2.412,399 2.412.899 2,436,393 0.99% 00412 Pension Liability 22.571,894 100.00% 00501 CUPA 128,276 247460 247.775 277,478 278,396 262.172 -5.52% D0504 Refuse Collection Service 8,944,349 12.050.460 12,609.D84 12,622,020 13,086.294 13,667,909 8.29% 00506 Water 28,040,295 41.152.381 41.362.339 43.695.352 44.370.430 44.122.678 0.98% 00507 Water Master Plan 1.149,229 2,251.788 3.100,231 3,060.000 8.860,136 3,493.684 14.17% 76 City of Huntington Beach Adopted Budget FY 2020/21 Expenditure Summary ALL FUNDS Summary Combined by Fund Percent Change FY 2017113 FY 2018/19 FY 2019120 FY 202W21 FY 202W21 FY 2021R2 From Prim F" A&Wd ACYW Actual Adoplind RaelarM Adogill Year 00508 WOC WB 1224 025, 254 305 3, 1 6,49000 2 652 200 1.649 000 0 00% 00511 Sewef Service Fund 6 399 265 9 441 907 9.827 898 12 129 875 19.051 406 13,764.987 13 48% 00551 Self Insurance Workers'Comp 6.350.579 4854532 9757914 7 153.578 7.153.578 7.084.260 -0 97% 00552 Self Insurance General Lab 2.266.277 1.790.019 3.949524 4.887.622 6.084.566 7 471.872 52 87% 00701 BID Auto 30,800 00702 Retiree Insurance Fund 671,699 848.780 1,070.643 66.000 1 364.000 1,230,583 1764 52% 00703 Retirement Supplement 3.748.953 5.070.595 5,572,099 934.000 5.837.060 6.273.022 571 63% 00704 Fire JPA Fund 285 076 410.550 310.101 419.850 702.961 405.866 -3 33% 00709 BID Hotel/Motel 2 590 125 4.818.237 1741.079 4380000 5.175.079 4,280.D00 -2 28% 00710 BID Downtown 96 487 89 004 82.599 90.000 105.683 90.000 0 00% 00711 Parking Structure-Bella Terra 624.384 564.635 701.025 739.484 739.484 763.018 3 18% D0712 Parking Structure-Strand 782 334 1.293.115 1 461.773 1.440,584 1.440.584 1492612 361% 00715 State Grants 700.000 00716 Section 115 Trust 7.259 11010 36.234 00807 Energy Efficiency 2265.964 229,565 398.570 18.000 388.000 -100 DO% 00810 Prop 68 Per Capita Grant 177 952 100 00% 00838 Jail Training Grant 8 560 9.030 6.135 12.600 010843 HOME Program 13/14 99 556 9.137 00860 CDBG 09110 31 159 00863 CDBG 13/14 4494 37,076 00873 OCTA/Cip Grant 25 990 415 455 764.545 684 260 00894 WMD-DHHS 16 091 00909 UASI/OCIAC Program 1,474 2.184 00922 Fire Grants-Other 1 500 00949 SLESF Grant 10/11 4.255 954 00955 Prop 69 Funding 21.500 69.000 00960 Used Oil OPP1 10/11 6.245 99.901 44,812 55.000 55 219 -100 00% 00961 Hwy Bridge Replacement 8 Rehabilitation 25.323 8.713 41,774 1.125,209 00963 Sr Mobility Program 143.065 243 710 256.480 213.872 250.313 235 264 10 00% 00965 Master Plan of Arterial Hwys 146 477 00968 SLESF Grant 11112 11.130 00970 Bridge Preventative Maintenance Program 1.597680 475.581 217,308 00971 Asset Forfeiture 15%State Set 1 417 1.DDO 27.488 00976 Homeland Security MMRS 10111 8.577 00978 US Secret Services(USSSI 9.679 10.061 13.242 27.643 00979 AB109 Public Safety Realignment 145.871 66.439 118.725 243185 125475 5 69% 00981 OC Real Estate Trust Fnd 12113 31 00984 SLESF Grant 12113 69.704 402.977 256,733 220.DOO 476,578 220 000 0 00% 00985 State Literacy Grant 49.977 51 441 63,728 52,327 00995 Hwy Safety Improvement Program 284.350 196.922 2032,102 1.187.156 01208 CDBG 14/15 3 830 01209 HOME Program 14115 77 32B 2 378 01215 Immigration 8 Customs Enforce 50.000 01220 HOME Program 15116 170 551 76 660 141.523 01222 Hazard Mitigation Grant Program 45 589 8 714 20.029 01224 OC Regional Narc Suppression 48.651 16,628 01226 Library Grants 9 867 01228 CalRecycle City/County CRV 31,700 22.077 16.899 49.984 83.177 170 281 240 67% 01230 AB 109 Reimbursement 2.965 21 317 22,489 01233 OC Recycling Market Dvlpmt Zone 1444 1.930 6 000 6.000 6 000 0 00% 01234 Sust Bus Cert Program 363 1 994 981 01235 CDBG 16117 11.088 15 425 01236 HOME Program 16/17 2000. 111 435 190 908 01238 EMPG 16117 27.731 25 391 8 212 45 056 01240 EPIC Challenge 6.923 979,41 01241 Justice Assistance Grant 16/17 25,879 01242 Tire Derived Product Grant 5436 01244 BSCC 16117 13.053 01245 Dom Violence 2017 40.275 77 City of Huntington Beach Adopted Budget FY 202021 Expenditure Summary ALL FUNDS Summary Combined by Fund Percent Change FY 2017119 FY 20/la110 FY 201WM FY MINIM FY 101Y21 FY 2M= From Prior Plaited AtWO AeWM ANtW Adopilmd 11wIMd Adopftd Year 01246 CE NIC E Rate 33 575 46.675 40 585 60 0o0 60 000 60 000 0 00% 01247 Anerull Rehab 1 126.234 3.361 778 3.180.000 6683016 4 800 000 50 94% 01248 Central Park Trail Rehab 25.250 5 300 4 450 01249 Office of Traffic Safety 17118 301 826 106 926 01250 Domestic Violence 2018 102 116 98 829 01251 HHW Grant Cycle HD31 7 461 10 048 27,031 01252 Office of Traffic Safety 18/19 396 335 146 609 1 759 1 759 -100 00% 01253 Domestic Violence 2019 90 489 112 654 012551STA DIT 1920 33 177 18 299 01256 Bluff Top Path 21 292 1 627 308 01257 Office of Traffic Safety 1920 337.935 435 173 447 065 -100 00% 01258 OTS Bike Ped Safety 1920 16.004 26 9% 01259 Justice Assistance Grant 2017 26 982 01260 Justice Assistance Grant 2018 26.309 01261 Justice Assistance Grant 2019 48.771 01262 BSCC Mental Health Training 1,325 2,995 01264 Domestic Violence 2020 94,640 108.503 01265 ABC Grant FY 2021 62.302 01265 OTS Bike Pea Safety 2021 50,000 01267 SB 2 Reimbursement 548 495 100 00% 01268 OHice of Traffic Safe 2021 845.300 Grand Total 269,533,790 359,481,474 371,741,243 358,975.051 455480130 424421323 18.23% 78 City of Huntington Beach Adopted Budget - FY 2021/22 Expenditure Summary ALL FUNDS Combined Expenditure Detail by Object Account Percent FY 2017/18 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Ob act Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 51110 Base Salaries 60.836,493 81,030,278 81,843.349 91,249.774 91471.030 88,930.720 -2.54% 51111 Vacancy Attrition (8,642.831) (9,126.171) (3.600.000) -5835% 51112 Seasonal Part Time 332 789 514.437 593,967 563.201 563 201 563.201 0.00% 51115 Add,l oval Pay 5 641 175 7547380 7.737.193 8 977 221 8 946 674 9 396 581 4,67% 51100 Salaries - Permanent 13 594 51100 Salaries-Permanent U.610.468 69 92147 1 28 95 341% 52000 slaries-Temporary 1,095,155 4, 4, 97 5,7 15.64% 53020 Regular Overtime 5 357 696 7067960 7.521 611 6262942 7 556 381 7 567 843 20.84% 53040 Minimum Staffing Overtime 3.806 413 5.116.510 4812499 3712000 4 467 671 4 '.40 580 11.55% 53050 Manne Safety Replacement OT 166.992 205,567 167.723 53060 PT Overtime 832.080 1.092,051 1.023.002 138 140 53090 Other Overtime 19.053 24,250 22,703 53000 Salaries-Overtime 13,9111111,337 1 ,538 9.974,942 12,162,192 11.708,423 17.38% 54110 Vacation Leave Payout 3 348 529 4 855 779 4 485 121 54120 Sick Leave Payout 30 128 86 64'. 54000 Leave Pa out 4 432 460 4 432 46J 4 432 460 0,00% arml a;= ,37 ,637 4,942,424 4,485,321 1, 2, 43Z460 4,432, 0.00% 55002 Seasonal Part Time Benefits 430.941 430.876 430,941 0.00% 55100 CalPERS Payable 24.140.599 38.836.319 44,316,019 45.798,892 45,661,581 19.839.610 -56.60% 55150 Retirement Supplement 4.329,292 3,998,084 3,994.561 933.015 930.584 1,428,283 53,08% 55175 Workers'Compensation 7,100.874 7.189.442 7,186.176 7,090.306 7.066465 7,235,378 2.05% 55200 Health Insurance 9,444,481 13.053,453 13,790,148 15.695403 16.807.340 15.000.085 -443% 55300 Other Insurances 2.792.809 3.140,188 3.255.963 2,424.754 2,419.189 2,492,287 2.79% 56010 Deferred Compensation 29,620 56,281 66.225 96.112 96.016 87.511 -8,95% 56020 FICA Medicare 1,215,134 1.646,913 1.687.783 1.439,282 1,441.812 1,439.474 0.01% 56100 Other Benefits 256.324 318.494 327,305 251.351 248,715 313.345 24,66% 55000 Benefits 359 471 Benefits 49,309,134 68,239,173 74,624,180 74,160,056 75,462,049 48,266,914 -34.92% 51000 PERSONNEL SERVICES 132,776,619 180,621,483 186.063,895 186,695,017 189,219,126 165,457,490 -10.90% 61100 Cable TV 16.123 22,528 22,792 78.100 77.600 23.200 -70.29% 61200 Electricity 2410,196 3,034,302 3,380.400 3,781,000 3.668.822 3.930.800 396% 61300 Natural Gas 288.033 616.223 724.072 832,900 832.900 897.650 7 77% 61450 Telephone/Communications 614,869 674,223 706,215 831.149 831 019 854 909 2 86% 61600 Water 1 035 009 1 538 328 1,489953 1. 1.172 000 1 472 000 25.60% 4, ,2 5, 5,804 1 6,172 000 ,582,340 7.17 ,5 722% 62100 Purchased Water MWDOC 4433677 11 124 902 5 375 448 4.100.000 4 100 OOC 7 200 000 75 61% 62200 Purchased Water OC W D 6 72 686 5 310 t 57 11 13 000 OOC 13 DOC 00C 11 250 000 -13 46% 62000 Purchased star 16,438, 011 451 ,000 17,100,000 7 69% 63025 Audiovisual Supplies 9,582 6,007 4,776 1,100 1,100 -10000% 63050 Communication Supplies 39,637 60,155 72.400 23,500 46.123 23,000 -2 13% 63075 Fumdure Non-Capital 64.410 68,406 41.552 6,250 67,263 3,750 -40 DO% 63100 General Supplies 1.066,120 1.670.002 2,003.507 1,989.086 3,917,689 2.178.235 9 51% 63125 Office Supplies 277.326 345,756 305.000 299,417 315,024 309.002 3.20% 63130 Office Water 181 1,391 1,406 63150 Radio Supplies 23.442 14,393 20,337 3,100 5,221 8,400 170.97% 632DO Program Supplies 15,046 50,000 100 00% 63225 Computer Supplies 560.153 503.685 825.556 922,494 1,170.700 1,041.194 12.87% 63295 Postage Deliveries 214,354 470,770 316,732 375.534 489.593 373.784 -047% 63445 Fuel 1,248.902 1.597.515 1.265.760 1,766,643 1.566,643 1.760,543 -0.35% 64DDO Safety Supplies 462.296 581,575 747.662 464,200 937.688 432,300 45.87% 641 DO Film 7.229 7,258 3.111 5.000 5.000 5,000 1 0,OD% 79 City of Huntington Beach Adopted Budget - FY 2021122 Expenditure Summary ALLFUNDS Combined Expenditure Detail by Object Account Percent FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021722 Change From Object Account Actual Actual Actual Ado Revised Adopted Prior Year Color Legend Mafor Grouping Total Mirror Grouping Total 64110 Agricultural 5.145 9.881 9.618 24.000 24.000 24,000 0.00% 64115 Microfilm/Document Imaging 24.246 35.886 26.594 45,000 45.000 40,000 -11.11% 84140 Food 56.769 73.931 131.553 36,9W 35,548 4@950 32.48% 64165 Clothing/Uniforms 543.397 638.957 613,248 587,199 565.8W 542,099 -7,68% 6.4190 Vehicle Supplies 29.713 28,499 23.509 5,000 116.136 12,000 140.00% 64230 Awards and Presentations 27.679 43.081 47.289 25.050 29.529 22.8W -8.98% 64255 Shop Equipment Operating 288.689 347.745 308.745 196,500 202.169 193.000 -1.78% 64280 Signs 127.636 228,033 213.777 160.600 2".133 260.600 62.27% 64305 Chemicals 47.048 72.758 103.217 201.500 201.500 141.500 -29 78% 64330 Fencing 13.549 9.402 11.002 64355 Building Supplies 44,805 53,025 39,655 35.480 45.228 35.480 0.00% 64380 Irrigation Supplies 13,696 8.777 15.270 40.000 40.000 40.000 0.00% 64405 Books/Subscriptions 472.470 791,975 708,915 447,453 817.064 448.870 0.32% 64485 Dues and Memberships 173,994 215,863 253,335 195,495 192,985 207,560 6.18% 64500 Certification 50.434 51.319 56.451 57.900 57.900 60.025 3.67% 63000 E ui ment and M Supples 15 956 63000 Equipment 5,892,904 ,936,046 8,185,057 7, 44 14, 1 11, 62,092 4.39% 64570 Equipment Repairs,Maintenance 1,029,335 1,477.870 1.536,259 2.052.794 2.322,305 2,059,652 0.33% W20 Contracts for Repair and Maint 5.750,954 8,286,870 8.230,353 9.242,786 11,217.053 9.471,975 2.48% 64670 Traffic Signals Maintenance 280.725 285.986 336.814 518.790 615.325 538,790 3.86% 64720 Vehicle Maintenance 747,274 984,304 1.012.784 1.096.570 1,267.907 1.106.570 0.91% 64755 Vehicle Body Repair 126.986 116.244 177,085 70,000 70.000 70.000 0.00% 64770 Motorcycle Maintenance 22.192 29.971 33.527 40.000 40.000 40.000 0.00% 64820 Boat Maintenance 52.674 56.871 65.316 40.133 40.133 69.500 73.17% 64870 Computer Maintenance 1.358.044 1,966,625 1.912.699 1.786,368 1,958,5" 2.284.006 27.86% 64900 Repair and Demoidion 29.975 674000Mer Maintenance 335.735 382,422 287,939 482.150 519.824 479,900 -0.47% 67450 Building 6 Grounds Maintenance 503.412 652,421 494.796 644 427 658.479 593.963 -7.83% 67500 O4 Well Maintenance 44.939 85.483 100.708 50,200 58.569 59,000 1.37% 67550 Pest Control 25.380 38,499 29.503 43,000 43,000 43.000 0.00% 67600 Block Wall Maintenance 42.236 68.948 55.000 55.000 55.000 0.00% 67650 Water Maintenance 1.419.628 1.968.188 2.228,897 2.578.464 2,609.741 2,370,514 -8.06% 67735 Red*Maintenance 14.626 13,356 11.326 23.712 23.712 14,000 40.96% 67740 800 MHZ Maintenance 184.458 269.916 298.130 36,156 712.633 36.602 1.23% 64520 Repair;and Maintenance 45 000 45 000 100.00% 1111,1611111 Repaint and Maintenance 11,938,597 16,645,002 16, 5.093 1 , Ill 3.03% 68550 Training 506 219 609 663 609 607 584 087 724�082 652.796 -4.57% 68610 Conferences 178 671 232.683 196.067 224.089 182.994 238.189 6.29% 68695 Hosted Meetings 15 432 29 395 15 126 16 950 14 750 80,700 376.11% 68500 Conferences and Trainin 53 053 100.OD% G&W onferenees n➢ 700,321 871,741 820,800 925,126 921,826 10.77% 69305 Prof Svcs-Graphics 25 69310 Prof Svcs-Appraiser 4.000 9.569 69315 Prof Svcs-Information Services 55.431 22.836 65.140 13.292 48.292 13,282 0.00% 69325 Prof Svcs-Economic Analysis 31.144 111.306 177.748 50.000 63.000 110,081 120.16% 69330 Prof Svcs-Labor Negotiations 22,190 41.475 35.853 60,000 100,00% 69345 Prof Svcs-Auditing 14,097 210 5.5W 5.600 5,500 0.00% 69360 Prof Svcs-Medical 162,649 305.880 454.044 212,678 269.182 218.713 2,84% 69365 Other Professional Services 4.547,574 4.817.207 5.467,507 4,510,620 10,530.850 8,673,116 91.94% 69370 Prof Svcs-Legal 302.8" 408.384 588.558 345.365 6W,138 1,595.365 361.94% 69385 Prof Svcs-Commissions 330 630 404 69390 Prof Svcs-Personnel Hearings 147 349 80 City of Huntington Beach Adopted Budget- FY 2021/22 Expenditure Summary ALLFUNDS Combined Expenditure Detail by Object Account Percent FY 2017118 FY 201 Bit FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 69395 Prof Svcs-Recruitment 1 025 1 167 18 69410 Prof Svcs-Medical Case Mgmt 523.376 291.166 33.761 275.000 275.000 275,000 0.00% 69415 Prof Svcs-TPA Admin Fees 252 286 448.647 446.691 405 000 405,000 405,000 0,00% 69300 Professional Services 3 301 825 69300 Professional ces 5,913,094 7, 79,529 5,825,44S 15, ,777 11,356,067 94 94% 69455 Cont Svcs-Printing Reproduction 300.801 407,913 331.714 177.410 177.514 163.910 -7 61% 69460 Cont Svcs-Oil Well 10.376 69465 Cont Svcs-Ambulance Services 56.858 43.970 4.500 4.500 41499 822 20% 69470 Cont Svcs-Security 15,634 22,023 19,576 22.500 22,500 22,500 0.0014, 69475 Cont Svcs-Emp Assist Program 36.861 44,600 "A" 70.000 70.000 68.000 -2.90% 69480 Cont Svcs-Audiovlaual 2.400 2,740 52.740 3.240 18.25% 69485 Cont Svcs-Microfifm/Doc Image 10.653 9,463 9.850 11,750 13.155 8.200 -30.21% 69490 Coll Svcs-Refuse Collection 8,170.835 11.131,446 11.529,002 11,513,553 11.937.253 12.540AW 8.92% 69500 Cont Svcs-Jandonal 415,929 569,936 470.365 536.573 5X573 570.573 6.34% 69505 Cont Svcs-Other 7,133.114 11.358.406 10.016.732 11.156.863 12.528,806 10,889,557 -2.40% 69510 Cont Svcs-Animal Control 1,002,910 1.170,408 1.119,930 1.315,000 1.398,529 1.315,000 0 00% 69515 Cont Svcs-Royally Payments 17.200 29,235 17.910 40,644 40.644 28429 -30 05% 69520 Cont Svcs-Advertising 21.148 36,708 23.577 57.200 61,001 52,400 -8 39% 69535 Cont Svcs-Legal 6.274 69450 Other Contract Services 111,255 123,000 100 00% Other69460 Contract Services 17,194.719 4. ,4 24,903,7 1 25,827,108 369% 70100 Building Rental 13 713 70200 Equipment Rental 263 811 377 800 379 83C 134 584 -54 7JC 4h 584 -28 24% 70300 Leases 3 C25 224 800 224 BCC 234 „15 4 10% 70000 Roo 1 ,836 377,1111110 393,544 329,500 330,599 -801% 72225 Workers Compensatwn 4,822.219 2.940.499 7.968.626 5,347.779 5 347 779 5 347.779 0 00% 72525 Liability 176.703 494.722 394.896 912.000 912 000 912 000 0 00% 72525 Liability Ad) (422 671) 13 073,996) (847 794) 72600 Settlements 190 068 862,200 2i,31 0 500 000 460 C 12 500 000 0 00% ims 0 00% 73010 General Liability Insurance 1262.310 2.081.610 2,022 429 1.944.738 2.879.919 3 390 205 74 33% 73020 Excess Workers Comp Insurance 252,282 342 685 364.598 300 632 300 632 455 000 51 35% 73030 Aircraft/Watercraft Insurance 33.799 6,920 80.398 87 100 87.100 101 500 16.53% 73010 Property Insurance 947 389 1 288 092 1 309 802 1 556 059 1 556 059 1 595.967 2 56% 7131000 insurance ,4 3,888,529 4, 5,54Z,57Z 42 54% 74000 Pension Payments 3.389.037 4 766.002 5.008.769 934 000 5400000 5.800.000 520.99% 74020 HB Visdors Conn,Bureau 871.963 822.239 74040 CDBG Subgrantee at 40.000 40.000 65.000 60.638 80.000 80.000 31.93% 74050 CDBG Subgrantee 02 5 000 74010 Contribution to Private Agency 225.000 75 000 225.000 0 00% 74010 Contribution to Prh ab Agency 4.305,999 6,628,241 6,073,769 1,219,636 6,B6ti,000 6.105,000 400.56% 75100 Metro Cares JPA 645,416 1,264,862 1.439.O47 1,403.799 1,434.049 1 489.652 6 12% 75200 County of Orange 590.128 882.620 633.913 745000 865.000 895.000 20.13% 75250 Department of Justice 2.898 234 2411 5.000 5.000 5.000 0.00% 75260 State of CA 159,345 671.340 800471 250.114 632.854 632.352 152 83% 75300 Grants 383.101 367.722 1,251.180 100.000 6.137.688 265 000 165 00% 75350 Taxes 614 049 572.920 581.822 704.500 704 500 704 500 0 00% 75400 YVOCWB Expense 2 100 2 2!46 2 500 2 500 2 500 0.00% Payments to Other Governments 2,397,038 3,7 3,21 1,591 3,994,OM 24.39% 77200 To General Fund _ 5 232 449 8 694 911 9 381�069 8 694 792 9 464 440 8 765,929 0 82% 77000 Interdepartmental Charges 6,232,449 8, 8,694,79 0.82% 78100 E rise Allowances 94.173 129.109 �132,552 139 865 1394865 143,830 2.83% 81 City of Huntington Beach Adopted Budget - FY 2021/22 Expenditure Summary ALLFUNDS Combined Expenditure Detail by Object Account Percent FY 2017118 FY 201N19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change Prom ObJect Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 78200 Auto Allowances 157.372 204.821 184,222 220,032 220.032 217.332 -1.23% 78300 Tool Allowances 12,000 11.864 22,467 12,800 12.800 12.800 0.00% 78400 Uniform Allowances 330.683 3"424 337.335 352,900 352.900 350 705 -0.62% 78500 Cell Phone Allowances 43,361 5 (X)0 60 000 0.00% Expense lowancae 5307 IS071 60000 60 rval -0.12% 79025 Permit Expense 385,461 1.121.678 1.228,397 1.278.260 1.278 260 1 274.900 -0.26% 79050 Cash Over and Short 943 (12,964) (455) 79075 Bad Debt Expense 575,305 1.183 410 147,881 950.000 950.000 950.D00 0.00% 79100 Contingency 237.037 (170.44e) (42,884) 201500 201500 201500 000% 79150 Discounts Lost (16.084) (12.802) (21.053) 79200 Exbadrtron/Background 1.379 1401 1 405 5.800 7 700 5 800 0 00% 79300 Procurement Card Charges (985) 79350 Sales Tax Rebate 548,200 1.004,567 689,230 654.800 765 657 1 004.8()0 53.45% 79500 CAL-Card-Dispute Charge (300) (212) (54) 79510 CAL-Card-Accidental Use (18) 40 140 79600 Donation Expense 1 200 1200 -100.00% 79000 Other Expensive 1,731,923 3.114.671 2.002,821 3,091,ii,im 3,311 200 ,437,000 11.17% 60000 OPERATING EXPENSES 79,944,161 106,320.238 113,171,649 110,147,636 141,041IIA" 127,155.676 15.41% 81100 Purchase Amount 643 070 3376810 7.102,062 81200 Relocation Benefits Land Purch 55,01 aim LWW urchase 10 7, 82100 Water Improvements 7 282 901 9079397 t 704 192 3 465 000 9869453 4236000 22.25% 82200 Buildings Improvements 733.466 780,554 1,855.362 316,500 2.364.741 1 439.0D0 354.86% 82300 Streets Improvements 4,680.992 9,208.095 8,046,019 7.50Q000 15.583.592 9.983,283 33.11% 82400 Parking Improvements 129,582 82500 Drainage Improvements 17A79 5.305 1.036.294 825.000 100.00% 82600 Sewer Improvements 895.582 4,116.687 1,808.919 4,200.000 14.905.505 5,150,000 22.8211, 827DO Traffic Improvements 299.0D9 3.070.810 5.219.690 450.000 3.790,343 1.625.000 261.11% 828W Other Improvements 3,577.435 3.074.995 1,584.417 737.500 5.686.693 2.028.000 174.90% 82850 Street Lights Improvements 2.266.964 47.312 715,971 171,293 650.000 100.00% 82900 Park Improvements 603,251 1,037,281 4,132,254 5412.980 9,151,683 3.975.440 -26.56% 82000 Improvements 2.852.500 5.586.648 10771000 277.60% 82000 Improvement 30.420,435 5, ,824 24, 34.48g 68,146. 45 63.16% 83400 Equipment-Radio 6.569 83500 Equipment-Safety 56.895 197 944 10 716 180 35C 83700 Equipment-General 745 744 801 14' 840 089 1 957 835 5 187 443 610 000 -68.84% 83800 Equipment-Pumps 84000 Equipment-Information Services 916 541 1 073 286 528 764 390 678 84200 Equipment Parking Meters 152 461 11 806 446 000 8430C Equipment- 'Hater Meters 258.465 1 422 862 '54 366 700 000 700 000 200.000 -71 43% 830DC Equipment 3 680 600 4 12 218 7,118898 93 69% Equipment ,647, 1, 25 25% 8505C Automobile 570 868 746 449 1.652 048 303.000 1�li 873 -100 00% 85100 Truck 965.166 "1.535 423 964 340 000 1.201 373 1 234 001 262 94% 85150 Motorcycle 87.195 93.454 85250 Aircraft 501,530 485.123 174.029 542.224 85300 Boat 198.485 85350 Other Vehicles 674,447 829.019 1.183,278 511.000 2.033.873 180.000 -64 77% 85000 Vehicles 90 000 Vehicles 2,111MIJ111111 2,595,580 3,631.003 1,154,000 515111 1,414,001 22 53% 86100 Capital - Purchase Software 341.174 6C9'.44 442 308 752 472 86000 Capital Software 4s -'r- 45 000 65 000 1 44% 82 City of Huntington Beach Adopted Budget - FY 2021/22 Expenditure Summary ALL FUNDS Combined Expenditure Detail by Object Account Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Ob act Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 186000 Capital -Software 341.174 609,941 442,306 45.000 797.472 65.000 44 44% 87000 Capnaltzed PPSE Offset (8.544.931) (13.207446) (5.509.068) 80000 CAPITAL EXPENDITURES 17,709,394 27,443,022 25,177,1107 32,471.915 93.458.831 50,100,622 54 29% 88030 Pnnapal 4.073.805 14,263,068 12,769,023 12.252 423 12 802.423 23.210 499 89.44% 88035 Pnnapal Exp Offset (3.763.179) (7,267.147) (5.921.572) 88050 Intedund Principal Gen Fund 6,906 88070 Interest 3.773.080 5.904.259 5.399.705 3.786.213 3.236.213 13.974.195 269 08% 88140 Payments to Escrow 1,500 88150 Arbitrage 1.000 4.500 4,000 6,000 8.500 5 500 -8 33% 88160 Payment to Fiscal Agent 12.710 24.966 27.328 28.990 28.990 30.021 3.56% 88010 Derr Service Expenses 525,000 525 000 -100 00% $8010 Debt Service Expenses 4,104,322 12,9 ,647 12.279, 1 , 57.T25.3W 124 24% 88 t 5r Pass "^ r,.. ^ Pa. ,-e^-s 2.756 2 756 2 756 100 00% 88195 ass Through Payments a0 DO% 88205 O eram '�arsfers J 29 962 098 25 9-1 211 21 849 412 '3 386 4C 1 13 386 401 44 484 564 232.31% nna ens to Omer Funds 79,962,098 25.971, 11 21.649,4112 1 .386,401 13.386,401 44.4114,554 232.31% 8871C Normal Deprecation 4 106 673 6 295 874 6 652 272 $8700 Depreciation 4.106,673 6.295, 4 8925C Loans Made 76 650 4 556 425 672 731 7s 4-1 _ -100 00% 892S0 Loans Made 78 650 4 4 115 672,701 1 J62.461 -100 00% 89350 Prior Period Adjustment 854.873 88000 NON-OPERATING EXPENSES 39,104,616 45,196,731 45,338,093 30,660,483 31,752 744 51.707 535 166 49% 50000 EXPENDITURES 269,533,790 359,481,474 371,741,243 358 975 051 455.480 130 424.421 J2J 18.23 83 City of Huntington Beach Adopted Budget - FY 2021/22 General Fund Department Budget Summary by Object Account ALL DEPARTMENTS COMBINED FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Percent Change Oblaid Aeeowd AoWal Actual Actual Adopted Revised Adopted From PrW Year General Fund PERSONNEL SERVICES Salanes Permanent 59.356.990 79.593433 80,139.436 80,844,081 80.101,646 81,853 720 1 25% Salanes Temporary 2.645.926 4,137.125 4.296,033 4.337,204 4,322,204 5,134840 18,39% Salanes O,emme 9.341.273 11,946,950 11,004.205 @568.254 9,605,391 10,340469 20.68% Leave Payout 3,040,478 4.6T7,204 3.969,215 4.432.460 4.432,460 4.432460 0.00% Benefits 45 679 557 59.864.672 65 300 132 66 502 742 66 536.580 41 409 956 -37 73% 11111111111111110111�lBIYICB �120.064,224 160,219 363 1164,709,020 164 661741 164 906 251 143171 445 -13.06% OPERATING EXPENSES Utilities 3,800.330 4.862,601 5.076683 5.376.209 5263.400 5.833.219 8.50% Purchased Water 33 Equipment and Supplies 4411,820 5.799.816 5474,845 5.508,261 5,722,754 5.730,266 4.03% Repairs and Maintenance 8,610.412 12412,224 11.333450 11.811.829 13492,377 12,928,315 9.45% Conferences and Training 584A59 745,294 718.415 707.676 651,631 783,288 10.68% Professional Serwoes 3,366,493 3,854.791 3.688.814 2,782,551 4471,277 3.964,095 42.46% Other Contract Serwces 4,592.064 6.293,744 5,259.312 5.904.638 6.346,013 5,884,928 -0.33% Rental Expense 243,213 321411 337.392 288,384 290,500 294.599 2.16% Clams Expense 20.767 47.430 500.000 460.012 500,000 0.00% Insurance 27,031 54.865 37.511 39.352 39,352 39,352 0.00% Contribution to Pnvate Agency 871,963 822,239 225.000 75.000 225,000 0.00% Payments to Other Governments 1,852,329 3.106,419 3.541.097 2.858.299 3.391.289 3.476390 21.62% Expense Allowances 611 148 710 786 690 813 754 597 754 597 758 967 0.58% Other Expenses 1 609 401 2 156.040 1 097 356 1 976 450 2 089 207 2.330 000 17.89% OPERATNO EXPENSES 30,50OU 41,101AS SYJMIU 15 10 37% CAPITAL EXPENDITURES Land Purchase 316 800 1 290 010 370 432 Improvements 1 628.847 230 003 83 849 142 881 Equipment 1 445 067 571 50 156 1 746 Vehhcles 366 062 89 873 6 843 CAPITAL EXPENDITURES 3JKTY6 1 61 5/ 9N NON-OPERATING EXPENSES Debt Service Expenses 397,355 1.563.655 1,863,181 2,064.538 2 064.538 1,918,137 -7.09% "iQTransfers to Other Fonds 28 053.955 24.357.292 19 476.744 11 425.756 1 425 756 40 142 485 251.33% RATING EXPENSES 28,4611,309 25,920,947 21,339,924 13,490,294 13 490 294 ON 211.75% Grand Total 182,852,702 228,911.785 223,492.900 216,909.281 222.051,13" 227.980,486 5.10% Personnel Summary 852.05 852.05 852.20 852.50 793.25 796.88 3.63 City of Huntington Beach Adopted Budget - FY 2021122 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2017118 FY 2019119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 51110 Base Salaries 53.457.362 71.637,908 72.015.354 80.085.892 79.826,797 75,547.631 -5,67% 51111 Vacancy Attrition (8642.831) (9,126,171) (3,600000) -5835% 51112 Seasonal Part T,me 317 027 480 324 473.687 563 201 563.201 563.201 0 00% 51115 Additional Pay 5 582 601 7 475 201 7 650 395 8 8111 8 837 818 9 342.888 5 71% 59 356 990 79,593.431 837 7 1 25% amporary Uililillize 4,1 7, 18 39% 53020 Regular Overtime 4.562,222 5.595.175 5,528.234 4,856.254 4,999.580 6199889 27 67% 53040 Minimum Staffing Overtime 3,779,697 5,069,320 4.377.422 3.712,000 4,467.671 4 140 580 11 55% 53050 Manne Safety Replacemt Overtime 166.992 205,567 167,723 53060 PT Overtime 813.309 1.052.638 908.122 138 140 53090 Other Ove Rime 19 053 24 250 22 703 OS B.S61i 1i 10.340,469 2068% 54110 Vacabon Leave Payout 3 010 370 4 590 559 3 96�Z 5 54120 Sick Leave Payout 30 108 86 645 54000 Leave Payout a a32 411 a32 460 4 432 460 0,00% . 1 4, a -4.Z M, 0.00% 55002 Seasonal Part Time Benefits 428.341 428 341 428 341 0.00% 55100 CalPERS Payable 23,797,826 34,511,865 39 284 739 41.669,734 41 669,734 18,005.843 -U.79% 55150 Retirement Supplement 3,860.069 3,557.839 3561484 833.427 833.427 1,256,245 50.73% 55175 Workers Compensation 6,317,530 6442.619 6.491,369 6,314.432 6.314432 6.264.077 -0.80% 55200 Health Insurance 7,685.846 10,794,503 11285,362 13.506.601 13.506,601 11,673.373 -13.57% 55300 Other Insurances 2696.260 2.766,985 2,877,168 2,159.823 2.159,823 2,172493 0.59% 56010 Deferred Compensation 20,791 40,429 47,545 70,221 70.221 56.441 -19.82% 56020 FICA Medicare 1,048.571 1,434,536 1,429.206 1276,013 1.276,013 1 245 214 -141% 56100 Other Benefits 252 664 315 895 323 259 244 149 244.149 307 929 26.12% 55000 Benefits 33 838 11111111111110 Benefits ,679,657 5 ,74 65,300,132 (ifi 41,409,9 .37 73% 61000 PERSONNEL SERVICES 120,0111 160,219,383 164,709,020 164,694.741 164,9M,261 143.171,446 -13.06% 61100 Cable TV 11 180 16 448 15 76, 16 000 15 500 18 200 13.75% 61200 Electricity 2 037 075 2 477.713 2 685.594 3268500 3 156 322 3.353.300 2.59% 61300 Natural Gas 136 660 202.921 225.266 200 400 200 400 215 150 7.36% 61450 Telephone/Communications 580 406 627.190 660 102 719 309 719 179 774 569 7.68% 61600 Water 1 035 009 1 538 328 ill 953 ^2 00C 1,172000 . 472 000 25.60% 5,076,683 51315.209 5.ZGJ.40U 5,333,21 8.50% 62100 Purchased Water MWDOC 33 Purchased ater 33 63025 Audiovisual Supplies 7.914 5,456 4.341 1.100 1.100 -100.00% 63050 Communication Supplies 32,508 53,359 66,254 23.500 28.364 23,000 -213% 63075 Furniture Non-Capital 58,662 66.428 39.643 3,000 3,251 500 -83 33% 63100 General Supplies 803.043 1,059,028 1.297,791 1,543.687 1,671,116 1.520,595 .1 50% 63125 Office Supplies 242.084 311,008 266.922 238,811 252.505 249,396 443% 63130 Office Water 181 1.391 1,406 63150 Radio Supplies 19075 13,983 20,337 3,100 5,221 8,400 170.97% 63200 Program Supplies 33 50,000 100.00% 63225 Computer Supplies 188.540 247,536 254,012 100,394 150.912 122,944 22.46% 63295 Postage Detivenes 214.082 470,722 315285 366,784 481,093 365,034 -0.48% 63445 Fuel 1248.766 1,597.515 1,265.760 1.760.643 1.560.643 1.760,543 -0.01% 64000 Safety Supplies 420,526 552,975 557,105 425,300 448,800 397.700 449% 64100 Film 7.229 7227 3,111 5,000 5,000 5,000 0.00% 64110 Agncultural 5,145 9.981 9.618 24,000 24.000 24000 000% 64115 Microfilm/Document Imaging 24.246 35,886 26.594 45,000 45.000 40,000 -11 11% 64140 Food 51487 67.817 77,340 32,150 32,150 44,150 37,33% 64165 Clothing/Unitorms 492,204 568,805 518.845 496.009 447,909 461.209 -7,02% 64190 Vehicle Supplies 29,468 28499 23,509 111,136 7,0001 100.00% 85 City of Huntington Beach Adopted Budget - FY 2021/22 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2017118 FY 20f81t9 FY 2019120 FY 2020121 FY 2020/21 FY 1.11,22 Change From Object Account Actual Actual Atlopted. Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 64230 Awards and Presentations 26,872 36.779 45,419 21.850 21 850 22 800 4 35% 64255 Shop Equipment Operating 9.241 8,148 8,065 64280 Signs 82.918 130,360 102,745 600 600 600 0.00% 64305 Chemicals 5,160 16.962 22,450 20.000 20 000 20 000 0 00% 64330 Fencing 13,549 9.402 11,002 64355 Building Supplies 18.950 11.080 6,072 64380 Irrigation Supplies 13,696 8,777 15,270 40.000 40 000 40 000 0.00% 64405 BookslSubscriptions 190,527 243,530 238 851 143 108 160 358 338 695 136 67% 64485 Dues and Memberships 161,849 197 173 228 162 173 075 170 575 185 050 6 92% 64500 Certrtication 4 896 a0 1 7 a8 903 at 150 41 150 43 650 6.08% 63000 qu pmuK 4.03% 64570 Equipment Repairs Maintenance 646.503 1.199.863 1,004 469 1'467 124 1 576 295 1 607 282 9 55% 64620 Contracts for Repairs 8 Maintenance 4.438.943 6,644412 5.962,119 5 956 461 6.544.842 6 453 116 8.34% 64670 Traffic Signals Maintenance 39496 105.752 74,711 158 790 159.911 158 790 0.00% 64720 Vehicle Maintenance 747,199 994.229 1,012,784 1 094 570 1.265.907 1 104 570 0.91% 64755 Vehicle Body Repair 126.986 116.244 77.542 70 000 70,000 70.000 0.00% 64770 Motorcycle Maintenance 22,192 29.971 33,527 40 000 40.000 40,000 0.00% 64820 Boat Maintenance 52.674 56.871 65,316 40 133 40.133 69.500 73.17% 64870 Computer Maintenance 1,302.234 1.725.625 1,663,622 1.541882 1.710.720 2,038,354 3223% 67400 Other Maintenance 330.175 379,017 281.065 482.150 519.824 479,900 -0 47% 67450 Building and Grounds Maintenance 473.004 616,099 455,026 571,851 586,119 528.851 -7 52% 67500 Oil Well Maintenance 44.939 85.483 100.708 58.200 58.569 59,000 1 37% 67550 Pest Control 24,522 37,449 29,503 43.000 43,000 43,000 0.00% 67600 Block Wall Maintenance 42.236 68,948 55.000 55.000 55.000 0.00% 67650 Water Maintenance 121.481 148,616 114,663 181.600 189,713 176 850 .1.62% 67735 Radio Maintenance 13.469 12,678 11.326 14,712 14.712 5.000 -66.01% 67740 800 MHZ Maintenance 184 458 269 916 298,130 36 156 712 633 36,502 1 23% 64520 Repaint and Mamtelj,. 195000, Repairs said Maintenance 8,610412 12.4127T4 11.31% 11,811.329 13,492, 77 1Z.ValkMa 945% 68550 Training .._3 cog 497962 516702 E74637 - .-. 451946 -1048% 68610 Conferences 219.139 187 173 186 869 - 201.OB9 7 60% 68695 Hosted Meetings ..- 28.194 14 590 'S 9c0 ., 80.700 405 96% 68500 Conferences and Training 53 100 00% UM Confeerencess am In nq 594,159 745.294 ,4 707.676 651. 49 5 1068% 69305-Prof Svcs-Graphics 25 69310 Prof Svcs-Appraiser 4 000 9.569 69315 Prof Svcs-Information Services 55,431 22 836 65.140 13 282 13 282 13.282 0 00% 69325 Prof Svcs-Economic Analysis 8 000 69330 Prof Svcs-Labor Negotiations 22,190 41.475 35.853 60.000 100 00% 69340 Prof Svcs-Property Mgmt 210 69360 Prof Svcs-Medical 162,649 305.880 374.291 162.678 170 090 168.713 3 71% 69365 Other Professional Services 2.963,237 3.356.031 3.157.292 2.263.726 3932457 3,379.235 49 28% 69370 Prof Svcs-Legal 161,483 122.422 46,030 342.865 344 155 342.865 0 00% 69385 Prof Svcs-Commissions 330 630 404 69390 Prof Svcs-Personnel Hearings 147 349 69395 Prof Svcs-Recruitment 1.025 1 167 69300 Professional Services 3 293 69300 Professional rvkas 881 4,4 42.46% 69455 Cont Svcs- Printing Reproduct.or 224.017 268 374 6' 408 111 900 ill 900 103 900 -7 15% 69460 Cont Svcs-Oil Well 10,376 69465 Cont Svcs-Ambulance Services 56.858 43,970 4 500 4.500 41 499 1122.20% 69470 Cont Svcs-Security 15,634 22.023 19 576 22 500 22 500 22 500 0 00% 69475 Colt Svcs-Emp Assist Program 36,861 44.600 44 820 70 000 70.000 68.000 -2 86% 69480 Cont Svcs-Audiovisual 2,400 2 740 2 740 3.240 18 25% 86 City of Huntington Beach Adopted Budget - FY 2021122 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Color Legend Major Grouping Total Minor Grouping Total 69485 Cont Svcs-Microfilm/Doc Image 10 653 9,463 9.850 11.750 13.155 8.200 -30.21% 69500 Cont Svcs-Janitorial 415.929 569.936 470,365 536,573 536.573 570.573 6.34% 69505 Cont Svcs-Other 2 T78 464 4 100,351 3.275.767 3,737,031 4 131 761 3 675.387 -1.65% 69510 Cont Svcs-Animal Control 1 002 910 1 170,408 1,119,930 1.315.000 1 398.529 1 315.000 0.00% 69515 Cont Svcs-Royalty Payments 17.200 29,235 17,910 40.644 40.644 28 429 -30.05% 69520 Cont Svcs-Advertising 20.762 29.100 19.685 52,000 56 720 48 200 -7 31% 69535 Cont Svcs-Legal 6,274 69450 Other Contract Services 43 000 -0 33% 70200 Equipment Rental 240 188 321 411 337 382 74 584 76 700 71�584 -4 02% 70300 Leases 3 025 213 800 213 800 223 015 4 31% Rental Expense 243.213 321,411 2 16% 72225 Workers Compensation 8 72525 Liability 250 00-1 .50 000 250 000 0 00% 72600 Settlements 20 758 47 435 250 000 21^v C 12 250 000 0 00% TZQQQ Claims apen" 20,757 47,430 0 DO% 73010 General Liability Insurance 27 031 54 865 37 "1 352 39 352 39 352 0 00% 13000 nsurance ,61 1 39 39,352 5 0 00% 74020 HE Visitors Conv Bureau 871 963 822 239 74010 Contnbut,on to Private A enc 225 000 15 000 225 000 0 00% to b ncy 0.00% 75100 Metro Cities JPA 645 416 1 264.862 1.439 047 1 403 799 1 434 049 1 489 652 6 12% 75200 County of Orange 589 965 882 628 623 976 745 000 865 000 895 000 20 13% 75250 Department of Justice 2.898 234 2.360 5.000 5 000 5 000 0 00% 75260 State of CA 384 278 495 389 382 740 382 238 100 00% 75300 Grants 1 498 398 502 75350 Taxes 614 J49 572 920 581 822 704 500 704 500 704 500 0.00% 76000 Payments to 7 4 21 62% 78100 Expense Allowances 94.173 129,109 132,552 139 865 139 865 143�830 2 83% 78200 Auto Allowances 130.931 172,315 153.385 189 032 189 032 191.632 1 38% 78300 Tool Allowances 12.000 11,864 22.467 12 800 12.800 12 800 0 00% 78400 Uniform Allowances 330.683 3"424 337.335 352 900 352 900 350 705 -0 62% 78500 Cell Phone Allowances 43 361 53,075 45 074 60000 60 000 60 000 0 00% TOM Expense Allowances 0 58% 79025 Permit Expense 277�503 332.598 376,518 366 850 366.850 369 900 0 83% 79050 Cash Over and Short 943 (12,165) (104) 79075 Bad Debt Expense 563,190 1,043,687 110.634 950 000 950.000 950.000 0 00% 79100 Contingency 234.787 (200,873) (58.307) 79150 Discounts Lost (16.084) (12,802) (21.053) 79200 Extradition/Background 1_379 1,199 1,352 4800 6.700 5.300 1042% 79300 Procurement Card Charges (985) 79350 Sales Tax Rebate 548.200 1,004,567 689,230 654800 765657 1.D04.800 5345% 79500 CAL-Card-Dispute Charge (499) (212) (54) 79510 CAL Card-Accidental Use 18 40 1 79000 Other xpenses 17 89% 60000 OPERATING EXPENSES 30,580,393 41,180,998 37,303.108 38,733,246 43,047,409 42.748,419 10.37% 81100 Purchase Amount 316 800 1 290 010 315 413 81200 Relocation Benefits Land Purch 55 019 81000 Land Purchase, 316.8 1, 370,432 82200 Buildings Improvements 425 676 82300 Streets Improvements 621 897 82400 Parking Improvements 104 932 82800 Other Improvements 476 342 230 003 83 845 142 881 182000 Improvements 1, ,849 4 1 87 City of Huntington Beach Adopted Budget • FY 2021122 Expenditure Summary GENERALFUND Combined Expenditure Detail by Object Account Percent FY 2017113 FY 2019719 FY 2019M FY 2020f21 FY 2020121 FY 2021122 Change From Object Account Actual Actual Actual A60pted Rewind AdapW Prior Year Color Legend Major Grouping Total Minor Grouping Total 836DO Equipment-Safety 1 746 83700 Equipment-General 716.249 50 156 84000E ut ment-Informabon Services 728 818 571 85050 Automobile 85100 Truck 266.274 85250 Aircraft 4.916 85350 Other Veh,CleS 89 873 85000 94 872 Vehicles 6.843 80000 CAPITAL EXPENDITURES 3,766.776 1,510.458 140,948 SIC060 88^30 Pnnopa: 310.626 1 378 668 1 637 45' 1 860 727 1.860 727 1 749 887 -5 96% 88070 Interest 86.728 176 797 218 368 193 811 193811 158 250 -18 35% 98162 Pa me-t!o F sca 4de,.• _ _ 7 361 10 000 10 000 10 000 0 00% 88010 Debt Service Expenses 8 190 ,6 .7091% 28 053 955 24 357 292 19 476 744 - 425 756 40 142 485 251 33% 88200 Transfers to Other Funds za.U53,955 24,357,ZIZ 19.476.T44 11,425.766 11,425,755 40.142. 251 33% 88000 NON-OPERATING EXPENSES 28.451.309 25,920 947 21,339,924 13.490 294 13,490,294 42,060 622 211 78% 50000 EXPENDITURES 182.852.702 228,911 785 223,492,900 216,909,281 222.051 044 227.980 486 16.10% 88 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 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 1 L00 0.00 City Clerk 4.00 4.00 4.00 4.00 4.00 0.00 City Treasurer 2.00 200 2,00 1.50 1.50 0.00 City Manager 7,00 800 9,00 7.00 7.00 0.00 Administrative Services 45.00 44.00 43.00 33.00 34.00 1.00 Community Development 49.50 49.50 51.50 54.00 54.00 0.00 Community 8 Library Services 64.25 64.25 64.25 60.25 60.25 0.00 Finance 33.00 33.00 33.00 31.50 31.50 0.00 Fire 198.00 198.00 198.00 200.00 200.00 0.00 Police 364.50 36550 36550 35600 357.00 1.00 Public Works 207.00 20700 20700 19900 201.00 2.00 Total 986.25 987.25 989.25 968.25 962.25 4.00 GENERALFUND FY 2018l19 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From DEPARTMENT Actual Actual Adopted Revised Adopted Prior year City Council 1,00 1,00 100 1.00 1.00 0.00 City Attorney 11,00 1100 1100 11.00 11.00 0.00 City Clerk 4.00 4.00 400 4.00 4.00 0.00 City Treasurer 2,00 2.00 2.00 1 50 1.50 0.00 City Manager 6,15 7.15 8.95 7.00 7.00 0.00 Administrative Services 38,05 37.20 35.40 30.70 31.55 0.85 Community Development 45.17 45.17 46.67 49.52 49.52 0.00 Community 8 Library Services 58.91 58.91 59.41 56.41 56.41 0.00 Finance 31,42 31.42 31.42 29.92 30.10 0.18 Fire 194.10 194.10 194.20 196.20 19630 0.10 Police 362.50 362.50 362,50 353.00 35500 2.00 Public Works 97.75 97.75 95,95 53.00 53.50 1 0.50 otel 952.05 852.20 e52.50 193.25 796.88 3.83 Note: Reflects the Table of Organization for Fiscal Year 2021122, however, 12 positions are defunded 89 Intentionally Left Blank • N 113 O V 90 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020M FY 2020/21 FY 2021122 Actual Actual Adopted Revised Adopted CITY COUNCIL Administrative Assistant 1.00 1.00 1.00 1.00 1,00 Council Member 600 600 600 6.00 6.00 Mayor ' 1.00 100 1 00 1.00 1.00 Total -City Council 8.00 8.00 8.00 8.00 8.00 Mayor and Council Members are not included in the FTE Count. CITY ATTORNEY Assistant City Attorney 1.00 1.00 1.00 1 00 1.00 Chief Assistant City Attorney 1.00 2.00 2.00 2.00 1.00 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 2.00 2.00 2.00 2.00 2.00 Senior Deputy City Attorney 3.00 3.00 3.00 3.00 300 Senior Legal Assistant 1.00 1.00 1.00 1.00 1.00 Senior Trial Counsel 1.00 1.00 Total -City Attorney 11.00 11.00 11.00 11.00 11.00 CITY CLERK 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 -City Clerk 4.00 4.00 4.00 4.00 4.00 CITY TREASURER Administrative Analyst 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 -City Treasurer 2.00 2.00 2.00 1.50 1.50 91 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Actual Actual Adopted Revised Adopted CITY MANAGER Administrative Assistant 1.DO 1.00 1.00 1.00 1.00 Assistant City Manager 1 00 1 00 1 00 1.00 1.00 Assistant to the City Manager 1 00 2.00 2.00 1.00 1.00 City Manager 1 00 1.00 100 1.00 100 Community Relations Officer 1 00 1 00 1 00 1.00 1.00 Director of Organizational Learning & 1.00 1.00 Engagement Energy Project Manager 1 00 Executive Assistant 1.00 1.00 Principal Administrative Analyst 200 2.00 2.00 Total -City Manager 7.00 8.00 9.00 7.00 7.00 ADMINISTRATIVE SERVICES Director of Administrative Services 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 Principal Administrative Analyst 1.00 I Subtotal Administration 200 300 Administrative Assistant 1 00 1 00 1.00 100 100 Director of Human Resources 1 00 Human Resources Manager 100 1 00 1 00 1.00 100 Liability Claims Coordinator 1.00 1 00 100 Personnel Analyst Principal 1.00 1.00 1.00 1.00 100 Personnel Analyst Senior 3.00 3.00 3.00 2.00 200 Personnel Analyst 2.00 2.00 Personnel Assistant 300 3.00 3.00 2.00 2.00 Risk Management Specialist 2.00 200 200 1.00 1.00 Risk Manager 1.00 1.00 1.00 100 1 00 Senior Risk Management Analyst 1.00 1.00 1.00 Subtotal Human Resources 1500 1400 1400 1100 1100 92 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Actual Actual Adopted Revised Adopted ADMINISTRATIVE SERVICES (continued) Administrative Assistant 1.00 100 1.00 1 DO 1.00 Chief Information Officer 1.00 1.00 1.00 GIS Analyst II 4.00 4.00 4.00 1.00 1.00 Information Technology Analyst 1 300 3.00 Information Technology Analyst II 300 300 300 100 1 D0 Information Technology Analyst III 1 00 1.00 100 Information Technology Analyst IV 4.00 4.00 3.00 300 3.00 Information Technology Analyst Senior 5.00 500 5.00 2.00 2.00 Information Technology Technician 1 2.00 200 2A0 1.00 1.00 Information Technology Technician III 1,00 100 1.00 2.00 2.00 Information Technology Technician IV 1.00 1.00 1.00 Information Tech Mgr- Infrastructure 1.00 1 00 1.00 1.00 1 00 Information Tech Mgr- Systems 1.00 100 100 1.00 1 00 Information Tech Mgr- Operations 1.00 100 1 00 Network Systems Administrator 1.00 1.00 1.00 1.00 1,00 Senior Info Tech Manager 1.00 1.00 Senior Info Tech Technician 2.00 2.00 200 200 2.00 Senior Telecommunication Technician 100 1 00 1 00 Subtotal Information Services 3000 3000 2900 2000 2000 Total -Administrative Services 45.00 44.00 43.00 33.00 34.00 COMMUNITY DEVELOPMENT Director of Community Development 1 00 1 0C; 1 00 1.00 1.00 Deputy Director of Comm Dvlpmt 1 00 2 fill 200 2 D0 200 Deputy Director of Econ Dvlpmt 1 00 Principal Administrative Analyst 1 00 1 00 1 00 1.00 Administrative Analyst 1.00 1 D0 1 00 1.00 1.00 Administrative Assistant 1.00 1.00 1 00 1.00 1.00 Administrative Secretary 2 50 250 250 200 200 GIS Analyst II 1 00 1.00 Office Assistant II 1 00 1 00 1 00 1 00 1 00 Subtotal Administration 850 950 950 10.00 1000 93 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021/22 Actual Actual Adopted Revised Adopted COMMUNITY DEVELOPMENT (continued) Planning Manager 1 DO 100 1 00 1.00 1.00 Principal Planner 1 00 1.00 1,00 Senior Planner 300 3.00 200 200 2.00 Associate Planner 400 400 400 3.00 3.00 Permit & Plan Check Manager 1.00 1.00 Permit & Plan Check Supervisor 1 00 1.00 1 00 Assistant Planner 200 2.00 2.00 2.00 2.00 Senior Permit Technician 300 3.00 3.00 4.00 4.00 Administrative Secretary 1.00 1.00 Building Manager 1.00 1.00 1 00 1.00 1.00 Plan Check Engineer 200 2.00 2.00 1.00 1.00 Inspection Supervisor 2.00 2.00 200 1.00 1.00 Principal Electrical Inspector 1.00 1,00 1.00 1.00 1.00 Principal Inspector Plumbing/Mechanical 1.00 1.00 100 1.00 1.00 Building Inspector 1 100 1.00 1 00 1.00 1 00 Building Inspector II 2.00 2.00 200 1.00 1.00 Building Inspector 111 6.00 6.00 6.00 6.00 600 Subtotal Development Services 3000 3000 3000 2800 2800 Housing Manager 1.00 1 00 Real Estate & Project Manager 100 1.00 1.DO Administrative Analyst Senior 1.D0 1.00 1 00 1.00 1.00 Administrative Aide 1 00 100 100 Code Enforcement Supervisor 100 1.00 1 00 100 100 Senior Code Enforcement Officer 200 2.00 200 2.00 200 Code Enforcement Officer 1 1.00 1.00 2.00 3.00 3.00 Code Enforcement Officer 11 2.00 2.00 3.00 4.00 4.00 Code Enforcement Technician 1.00 1.00 100 100 1.00 Economic Development Manager 100 1.00 Economic Development Project Manager 1 00 1 00 1 00 100 1.00 Subtotal Community Enhancement 1100 1000 1200 16.00 1600 Total - Community Development 49.50 49.50 51.50 54.00 54.00 94 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021/22 Actual Actual Adopted Revised Adopted COMMUNITY & LIBRARY SERVICES Director of Community& Library Services 1.00 Director of Community Services 1 00 1 00 1 00 Director of Library Services 1 00 1 00 1 00 Deputy Director of Community& Library 1.00 1 00 Services 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 0.50 0.50 050 1.00 1.00 Park Development Project Coordinator 1.00 1 00 Assistant Planner 1 00 Subtotal Administration 550 550 550 500 500 Administrative Secretary 0.50 0.50 0.50 Community Services Manager 1 00 1 00 1.00 1 00 1.00 Comm Svcs Recreation Supervisor 2.00 2.00 2.00 1 00 1.00 Comm Svcs & Recreation Specialist 1.00 1.00 1.00 2.00 2.00 Supervisor, Parking/Camping Facility 1.00 1.00 1.00 1.00 1.00 Parking Meter Repair Worker 2.00 2.00 2.00 2-00 2.00 Parking & Camping Assistant 1.00 1.00 1.00 1.00 1.00 Parking & Camping Crewleader 1.00 1 00 1.00 1,00 1.00 Parking & Camping Leadworker 2.00 2.00 200 2.00 2.00 Maintenance Worker 100 100 100 Subtotal Facilities & Events 1250 1250 1250 1100 1100 Community Services Manager 1 00 1.00 1.00 1.00 1 00 Comm Svcs Recreation Supervisor 4.00 400 4.00 4.00 400 Comm Svcs Recreation Specialist 6.00 6.00 6.00 6.00 600 Office Assistant II 1.00 1.00 1.00 1 00 1 00 Senior Services Assistant 1.00 1.00 1.00 1.00 1 00 Senior Services Transportation Coordinator 1.00 1.00 1.00 1.00 1 00 Senior Supervisor Human Services 1.00 1.00 1.00 1.00 1 00 Social Services Supervisor 1.00 1 00 Social Worker 1 00 1 00 1.00 Volunteer Services Coordinator 1.00 1 00 1 00 1 00 1.00 Subtotal Programs & Services 17.00 1700 1700 1700 1700 95 City of Huntington Beach Adopted Budget - FY 2021122 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Actual Actual Adopted Revised Adopted COMMUNITY & LIBRARY SERVICES (continued) Accounting Technician II 200 2.00 200 2 00 200 Administrative Assistant 1 00 1.00 100 1 00 1 00 Community Services Manager 1.00 1.00 Senior Supervisor Cultural Affairs 100 1.00 1.00 1.00 1 00 Comm Svcs Recreation Specialist 1.00 1.00 1,00 1 00 1 00 Principal Librarian 1.00 1.00 100 1 00 1 00 Senior Librarian 400 4.00 4.00 400 400 Senior Library Specialist 075 0.75 0 75 075 075 Librarian 5.00 5.00 5.00 4.00 400 Library Services Clerk 650 6.50 6.50 5.50 550 Library Specialist 3.00 3.00 3.00 2.00 200 Literacy Program Specialist 2.00 2,GO 2.00 2.00 200 Media Services Specialist 1 00 1.00 1.00 1.00 1 00 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1 00 Subtotal Library & Cultural Services 2925 2925 2925 2725 2725 Total - Community & Library Services 64.25 64.25 64.25 60.25 60.25 FINANCE Chief Financial Officer 100 1.00 100 100 1.00 Assistant Chief Financial Officer 1.00 1.00 1.00 1 00 1 00 Administrative Assistant 1.50 1.50 1 50 1 50 1.50 Information Technology Analyst Senior 1 00 1.00 Subtotal Finance Administration 350 350 3.50 450 450 Finance Manager- Budget 1.00 1,00 100 Principal Finance Analyst 100 1.00 1.00 100 1.00 Senior Finance Analyst 3.00 3.00 3.00 200 200 Senior Buyer 100 1.00 Buyer 200 2.00 2.00 1 00 1.00 Subtotal Budget Management 700 7.00 700 500 5.00 96 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Actual Actual Adopted Revised Adopted FINANCE(continued) Finance Manager-Accounting 1OC 1.00 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 Project Manager n 1.00 Senior Finance Analyst 1.00 1.00 Senior Accountant 1.00 1.00 1.00 1.00 1.00 Accounting Technician Supervisor 1.00 1.00 Senior Accounting Technician 2.00 2.00 2.00 1.00 1.00 Accounting Technician II 4.00 4.00 4.00 3.00 3.00 Payroll Specialist 1.00 1.00 1.00 1.00 1.00 Senior Payroll Technician 2.00 2.00 2.00 1.00 1.00 Subtotal Accounting Services 12.00 12.00 12.00 1100 11.00 Finance Manager-Treasury 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 0.50 0.50 0.50 1.00 1.00 Accounting Technician Supervisor 1.00 1.00 1.00 1.00 1.00 Business License Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Accounting Technician II 5.00 5.00 5.00 5.00 5.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Subtotal Revenue Services 10.50 10.50 10.50 11.00 11.00 Total - Finance 33.00 33.00 33.00 31.50 31.50 FIRE Fire Chief 1.00 1.00 1.00 1.00 1.00 s Administrative Analyst Principal 1.00 1.00 Subtotal Administration 1.00 1.00 1.00 2.00 200 Fire Division Chief 1.00 1.00 1.00 1.00 1.00 s Fire Marshal 1.00 1.00 1.00 Assistant Fire Marshal 1.00 1.00 Deputy Fire Marshal 2.00 2.00 2.00 2.00 2.00 Fire Prevention Inspector II 4.00 4.00 4.00 4.00 4.00 Fire Prevention Inspector 1 1.00 1.00 97 City of Huntington Beach Adopted Budget - FY 2021122 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Actual Actual Adopted Revised Adopted FIRE (continued) Senior Permit Technician 1 00 1.00 1 00 Administrative Fire Captain ^ 1.00 1.00 100 1,00 1.00 s Administrative Analyst Senior 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 100 100 1.00 Administrative Secretary 2.00 2.00 200 1.00 1.00 Accounting Technician II 200 200 200 2.00 2.00 Office Assistant II 100 1.00 1.00 Subtotal Professional Standards 1800 1800 1800 15.00 15.00 Fire Division Chief 1.00 1.00 1.00 1.00 1.00 s Fire Battalion Chief 5.00 5.00 5.00 5-00 5.00 s Administrative Fire Captain ^ 2.00 2.00 200 2.00 200 s Fire Captain 3000 3000 3000 3000 30.00 s Fire Engineer 30.00 30.00 30.00 3000 3000 s Firefighter Paramedic 4800 4800 4800 48.00 4800 S Firefighter 1200. 12.00 1200 12-00 1200 S Ambulance Operator 30.00 30.00 30.00 30.00 3000 Emergency Services Coordinator 1.00 1.00 1.00 1.00 1 00 Emergency Medical Services Coordinator 1.00 1.00 1 00 Fire Medical Coordinator 1.00 1.00 1.00 1.00 100 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 100 1.00 1.00 1.00 1.00 Administrative Aide 1.00 1.00 1.00 1 00 100 Subtotal Emergency Response 16400 16400 16400 163.00 16300 Marine Safety Division Chief 1,00 100 100 1.00 1.00 S Marine Safety Battalion Chief 3.00 3.00 3.00 3.00 3.00 s Marine Safety Captain ^ 10.00 10.00 10.00 1200 1200. S Ocean Lifeguard Specialist 300 300 Administrative Secretary 1.00 1 00 1 00 1.00 100 Subtotal Manne Safety 1500 15.00 1500 20.00 20.00 Subtotal Swom 145.00 145.00 145.00 147.00 147.00 S Subtotal Non-Swom 53.00 5300 5300 5300 5300 Total - Fire 198.00 198.00 198.00 200.00 200.00 98 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Actual Actual Adopted Revised Adopted POLICE Police Chief 1.00 1.00 1.00 100 1.00 s Assistant Chief of Police 1,00 1,00 1.00 1.00 1-00 s Administrative Assistant 1 00 1 00 1,00 1.00 1.00 Subtotal Administration 300 300 3.00 3.00 3.00 Police Lieutenant 1 00 1.00 1 00 1.00 1.00 s Police Sergeant 200 200 2.00 2.00 2.00 s Police Officer 2.00 1.00 1.00 S Community Relations Officer 1 00 1 00 Subtotal Professional Standards 500 400 400 400 400 Police Sergeant 1.00 1.00 1 00 1.00 1.00 s Police Officer 1.00 1.00 1.00 1.00 1.00 S Police Services Specialist 1.00 1.00 1 00 1.00 1 00 Subtotal Training 300 300 300 300 300 Community Relations Specialist 1 00 1 00 1 00 2.00 200 Subtotal Community Support 100 100 100 200 200 Police Captain 1.00 1.00 1.00 1.00 1 00 s Deputy Director of Homelessness 8 Behavioral Health Services Police Lieutenant 600 6.00 6.00 6.00 6.00 s Police Sergeant 1900 1900. 1900 18.00 18.00 S Police Officer^ 153.00 15200 15200 152.00 152.00 s Police Recruit 4.00 4.00 4.00 Community Services Officer 4.00 4.00 7.00 4.00 4.00 Crime Scene Investigator 2.00 2.00 2.00 4.00 4.00 Senior Helicopter Maintenance Technician 2.00 2.00 2.00 2.00 2.00 Parking/Traffic Control Supervisor 100 100 1.00 100 1.00 Parking/Traffic Control Officer 1600 1600 1600 1000 1000 Subtotal Uniform 208.00 207,00 21000 19800 19900 99 City of Huntington Beach Adopted Budget - FY 2021122 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Actual Actual Adopted Revised Adopted POLICE (continued) Police Captain 1 00 1.00 1 00 100 1.00 s Police Lieutenant 200 200 200 2.00 2 00 s Police Sergeant 600 6.00 600 600 600 s Police Officer A 3400 36.00 3600 3700 3700 s Forensic Systems Specialist 100 1.00 1.00 1.00 1.00 Crime Analyst 100 100 1.00 1.00 1 00 Police Services Specialist 3.00 300 300 2.00 2.00 Community Services Officer 900 900 500 5.00 5 00 Latent Fingerprint Examiner 2 50 2 50 2 50 2.00 200 Police Photo/Imaging Specialst 1 00 1 00 1 00 Subtotal Investigations 6050 6250 5850 5700 5700 Police Captain 100 1.00 1 00 1.00 1 00 s Facilities Maintenance Crewleader 100 1.00 1.00 1.00 1.00 Administrative Analyst Senior 1 00 1.00 1 00 1 00 1.00 Accounting Technician II 300 300 300 3.00 3.00 Police Sergeant 1 00 1.00 s Detention Administrator 1 00 1.00 1.00 Detention Shift Supervisor 400 4.00 400 400 400 Detention Officer- Nurse 400 4.00 4.00 400 400 Detention Officer 900 900 900 900 900 Subtotal Administrative Operations 2400 2400 2400 2400 2400 Police Admin Services Division Manager 1.00 1.00 1 00 100 100 Police Support Services Manager 100 100 Community Services Officer 100 1.00 100 Police Services Specialist 700 7.00 700 600 600 Police Officer 1 00 1 00 1.00 1 00 s Police Communications Manager 1.00 1.00 1.00 1.00 1 00 Communications Supervisor-PD 6.00 6.00 600 6.00 600 Communications Operator-PD A 1800 18.00 18 00 18.00 18.00 Personnel Analyst Principal 100 1 00 1.00 1.00 1.00 Personnel Assistant 100 1.00 Property and Evidence Supervisor 100 1.00 1.00 100 1 00 Property and Evidence Officer 3.00 3.00 300 300 300 100 City of Huntington Beach Adopted Budget - FY 2021122 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Actual Actual Adopted Revised Adopted POLICE (continued) Police Records Administrator 1.00 1.00 1.00 1.00 1.00 Police Records Supervisor 3.00 3.00 3.00 3.00 3.00 Police Records Specialist 11.00 11.00 11.00 11.00 11.00 Police Records Technician 6.00 6.00 6.00 5.00 5.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst II 1.00 1.00 Information Technology Analyst IV 1.00 1.00 Information Technology Technician IV 1.00 1.00 Subtotal Administrative Services 60.00 61.00 62.00 65.00 65.00 Subtotal Sworn 23200 233.00 233.00 233.00 233.00 s Subtotal Non-Sworn 132.50 132.50 132.50 123.00 124.00 Total -Police 364.50 365.50 365.50 356.00 357.00 PUBLIC WORKS Director of Public Works 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works 200 200 Administrative Services Manager 1 00 1 00 Project Manager 1.00 1.00 1 00 Accounting Technician II 1.00 1.00 1.00 1.00 1 00 Administrable Aide 1.00 4 Administrative Analyst 2.00 300 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 Secretary 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 1 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Office Assistant II 4.00 4.00 4.00 5.00 5.00 Office Specialist 1.00 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 15.00 15.00 15.00 19.00 21.00 101 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019120 FY 2020/21 FY 2020l21 FY 2021122 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) Operations Manager 1 00 1 00 Maintenance Operations Manager 1.00 1.00 1.00 General Services Manager 1.00 1.00 1.00 Accounting Technician II 100 1,00 1.00 Administrative Secretary 100 1.00 1.00 1 00 100 Beach Equipment Operator 300 300 300 200 2.00 Beach Maintenance Crewleader 200 2.00 200 2.00 2.00 Beach Maintenance Service Worker 1 00 1.00 1 00 1.00 100 Beach Operations Supervisor 1.00 1.00 1 00 1,00 100 Electrician 1.00 1.00 1.00 1.00 1 00 Equipment Support Assistant 2.00 2.00 200 1.00 1 00 Equipment/Auto Maintenance Crewleader 200 200 2.00 2.00 200 Equipment/Auto Maintenance Leadworker 3.00 3.00 3.00 3.00 300 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 3.00 300 Fleet Operations Supervisor 100 100 1.00 1.00 100 Irrigation Specialist 1.00 1.00 1.00 1.00 100 Landscape Equipment Operator 100 1.00 1.00 1.00 1.00 Landscape Maint Crewleader 1.00 1.00 1.00 1.00 100 Landscape Maintenance Leadworker 300 3.00 300 2.00 2.00 Landscape Maintenance Supervisor 100 1.00 100 1.00 100 Maintenance Service Worker 7.00 7.00 700 700 7.00 Mechanic II 400 400 400 3.00 3.00 Mechanic III 6.00 6.00 6.00 6.00 600 Pest Control Specialist 1.00 1.00 1.00 1.00 100 Senior Facilities Maintenance Technician 2.00 2.00 200 2.00 200 Street Equipment Operator 3.00 3.00 3.00 2.00 2.00 Street Maintenance Crewleader 100 100 1.00 1.00 1 00 Street Maintenance Leadworker 2.00 2.00 2.00 2.00 200 Street Maintenance Supervisor 1.00 1.00 1.00 100 100 Tree Equipment Operator 300 300 300 2.00 200 Tree Maintenance Leadworker 1 00 1.00 100 100 100 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 Subtotal Maint Ops 8 Gen Svcs 6600 6600 6600 5800 5800 102 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) Utilities Manager 1_00 1.00 1.00 Accounting Technician II 1_00 1.00 1.00 1 00 1.00 Administrative Secretary 1.00 1.00 1.00 1 00 1.00 Cross Connection Control Specialist 2.00 200 2.00 2.00 2.00 Engineering Aide 1.00 1 00 1 00 1.00 1.00 Field Service Representative 2.00 2.00 200 1 00 1.00 GIS Analyst II 200 2.00 SCADA Coordinator 1.00 1 00 1 00 SCADA Technician 1 00 1 00 1 00 1.00 1.00 Senior Wastewater Pump Mechanic 1 00 1.00 1 00 1 00 1.00 Senior Water Meter Reader 1 00 1,00 1.00 Stock Clerk 1.00 1.00 1.00 1 00 1 00 Survey Party Chief 1.00 1.00 1.00 Survey Technician II 2.00 2.00 2.00 2.00 2.00 Utilities Technology Coordinator 1 00 1.00 W arehousekeeper 1.00 1.00 1.00 1.00 1,00 Wastewater Equipment Operator 500 5.00 500 500 5.00 Wastewater Operations Crewleader 1.00 100 1.00 1 00 1,00 Wastewater Operations Leadworker 3.00 300 3.00 3.00 3.00 Wastewater Pump Mechanic 1.00 1.00 1.00 1 00 1.00 Wastewater Service Worker 7.00 7.00 7.00 7.00 7.00 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 Mamt Crewleader 2.00 2.00 2.00 2.00 2.00 Water Distribution Maint Leadworker 6.00 6.00 6.00 6.00 6.00 Water Distribution Meters Crewleader 1.00 1.00 1.00 1.00 1.00 Water Distribution Meters Leadworker 2.00 2.00 2.00 2,00 2.00 Water Distribution Superintendent 1.00 1.00 Water Distribution Supervisor 1.00 1.00 1.00 Water Equipment Operator 4.00 4.00 4.00 4 00 4.00 Water Meter Reader 2,00 2.00 200 200 2.00 Water Meter Repair Technician 5.00 5.00 5.00 500 5.00 Water Operations Crewleader 1.00 1.00 1.00 1.00 100 Water Operations Leadworker 2.00 2.00 2.00 2.00 2.00 103 City of Huntington Beach Adopted Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021r22 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) Water Production Supervisor 1 00 1.00 1 00 1 00 100 Water Quality Coordinator 100 1.00 1 00 1.00 1.00 Water Quality Supervisor 1 00 1.00 1.00 1,00 1_00 Water Quality Technician 1.00 1.00 1.00 1.00 100 Water Service Worker 13.00 13.00 1300 13.00 13.00 Water Systems Technician II 500 5.00 5.00 5.00 5.00 Water Systems Technician III 3.00 3.00 3.00 3.00 300 Water Utility Locator 1 00 1 00 1 00 1.00 1.00 Subtotal Utilities 8800 8800 8800 8600 8600 Transportation Manager 1 00 100 1 00 1.00 1.00 Principal Civil Engineer 1 00 1.00 1.00 1,00 100 Senior Traffic Engineer 200 2.00 2.00 2.00 200 Signs & Markings Crewleader 1.00 1.00 1 00 Signs Leadworker 100 1.00 1.00 Signs/Markings Equipment Operator 1.00 1.00 1 00 Traffic Engineering Technician 100 1.00 1.00 1 00 100 Traffic Maintenance Service Worker 2.00 2.00 200 200 2.00 Traffic Signal Electrician 2.00 2.00 2.00 200 200 Traffic Signal/Light Crewleader 1.00 1 00 1 00 1 00 1.00 Subtotal Transportation 1300 1300 1300 1000 1000 City Engineer 1.00 1 00 1 00 1.00 1.00 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 Civil Engineering Assistant 200 200 2.00 2.00 2.00 Construction Inspector II 1 00 1.00 1.00 1.00 1 00 Construction Manager 100 1.00 1 00 1.00 1 00 Contract Administrator 300 3.00 3.00 3.00 3.00 Environmental Services Manager 1.00 1.00 1 00 1.00 1.00 Environmental Specialist 200 2.00 2.00 2.00 2.00 Park Development Project Coordinator 1.00 1.00 Principal Civil Engineer 300 300 300 3.00 3.00 104 City of Huntington Beach Adopted Budget - FY 2021122 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021/22 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) Senior Civil Engineer 500 500 500 500 500 Senior Construction Inspector 3.00 3.00 300 300 300 Senior Engineering Technician 1.00 1 00 1 00 1 00 1.00 Subtotal Engineering 2500 2500 2500 2600 2600 Total - Public Works 207.00 207.00 207.00 199.00 201.00 GRAND TOTAL 986.25 987.25 989.25 958.25 962.25 NOTES 'Sworn Public Safety position "There are 12 defunded positions included in the FTE count as follows (2)Administrative Fire Captain (1)Marine Safety Captain (8)Police Officer (1)Communications Operator-PD Position downgraded from Chief Assistant City Attorney to Senior Trial Counsel Position added for performance management and data analysis Position to coordinate homeless response efforts Position to focus on sustainabddy, projects and programs Position assigned to the Smart Cites Initiative 105 Intentionally Left Blank trAw" O W N 0 106 City of Huntington Beach City Council Adopted Budget - FY 2021122 Mayor Mayor Pro-Tem City Council Member (5) A4minislm i�As slam 107 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 2021, the City Council adopted the following strategic goals: • Increase the City's community engagement efforts, • Enhance and maintain City's infrastructure. • Enhance existing homeless response efforts and develop innovative solutions to address the root causes of homelessness. and • Develop programs and policies to support, promote and diversify our economic base,as well as increase local housing supply. • Maintain the overall financial stability of the City. These goals are used as a frame of reference in evaluating requests for action brought before the City Council. c - City Council Adopted Budget - FY 2021/22 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses dj%4"4I%,6 ` Non-Operating Expenses 4% Personnel Services 52% FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Expense Cabigory Actual Actual Actual Adopted Revil"d AdOPW Personnel Services 148.429 195,065 215,075 225,559 225.559 199.580 Operating Expenses 130 446 142.757 144.079 155.765 155.795 168.700 Non-Operating Expenses 15.455 Total Expenditures by Category 278,875 337 M 359153 381,324 381,354 7X Expenditures by Fund .100 FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 278 875 337 -. ' 359,153 381.324 381.354 383,735 Total Fund 278,875 337,821 358153 381,324 381,354 383,735 109 City Council Adopted Budget - FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries. Permanent 65,286 87.048 89.686 '+' 437 90.437 89.586 -0.94% Salaries. Overtime 287 130 1 152 Leave Payouts 4.551 4 509 7.786 Benefits 78 305 103 377 116.451 135 122 135 122 109 994 -18.60% PERSONNEL SERVICES 1148,42111 196,065 215iiIIII711 5" 225,569 1 -11.52% OPERATING EXPENSES Equipment and Supplies 2.576 1 048 2.122 3.500 3.530 4,970 42.00% Conferences and Training 38.197 18 600 12.404 18.600 18.600 26,100 40.32% Expense Allowances 89.673 123 109 129 552 133 665 133.665 137.630 2.97% OPERATMEXPENSES 130446 142.757 144,079 1ss,766 1ss,79S 168,700 8.30% NON-OPERATING EXPENSES Transfers to Other I unds 15 455 100,00% NON-OPERATING EXPENSES 15,496 100 00% Grand Total 278.875 337.821 359,153 381,324 381,354 383,735 0.63% General Fund 278.875 337 821 359 153 381.324 381,354 383.735 0 63% Grand Total 278,875 337.821 359,153 381,324 381,354 383,735 0.63% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.001 0.00 1 '0 City Council Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 7118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 65,286 87,048 89.686 90.437 90.437 89.586 -0.94% Salaries, Overtime 287 130 1.152 Leave Payouts 4,551 4,509 7 786 BeneOs 78 305 103 377 116 451 35 122 135.122 109 994 -18.60% PERSONNEL SERVICES UILM 1196AM 215,075 225,M 1 -11 52% OPERATING EXPENSES Equipment and Supplies 2,576 1,048 2.122 3.500 3.530 4.970 42.00% Conferences and Training 38,197 18.600 12.404 18.600 18.600 26,100 40 32% Expense Allowances 89,673 123.109 129.552 133 665 133.665 137,630 2.97% OPERATING EXPENSES 130,446 142,757 144,079 155,765 155,796 1 700 8 30% NON-OPERATING EXPENSES Transfers to Other Funds 15.455 100.00% NON4)PERATING EXPENSES 15,455 100 00% Total 278.875 337.821 359.153 381,324 381.354 383,735 0.63X Personnel Summary 1.00 1.00 1.00 1.00 1,00 1.00 0.00 City Council Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Obact Account Actual Actual Actual Adopted Revised Adopted Prior Year City Council PERSONNEL SERVICES Salaries. Permanent 65,286 87,048 89.686 90.437 9u a I 89 586 -0.94% Salaries Overtime 287 130 1.152 Leave Payouts 4.551 4 509 7.786 Benefits 78.305 103.377 116.451 135.122 135.122 109.994 -18.60% PERSONNEL SERVICES 1148,M 1 0SS 215iM ZAM 24111111111111 1 -11.52% OPERATING EXPENSES Equipment and Supplies 2.576 1 048 2.122 3 500 3.530 4 970 42.00% Conferences and Training 38 197 18.600 12,404 18 600 18 600 26 100 40.32% Expense Allowances 89.673 123 109 129.552 133 665 133 665 137 630 2.97% OPERATING EXPENSES 1 142,757 144,079 155,765 156.795 168,700 8.30% NON-OPERATING EXPENSES Transfers to Other Funds 15.455 100,00% NOW RATING EXPENSES 15,488 100o0% Total 278,875 337,821 359,153 381,324 381,354 383,735 0 Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separabon Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together. these programs decreased the Citys total number of funded positions. provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic. Expense Allowances increase annually per Ordinance No. 4044 by the Consumer Price Index(CPI). 112 City of Huntington Beach City Attorney \ Adopted Budget — FY 2021/22 J II - City Attorney Chef Awam, City Allimmy I OS PROSE TIO LITIGATION ADVISORY EC UUTION Deputy Community Pr ecuta SenKK Trial Counsel Awstant City Attorney Senor Deputy Dry Attorney(2) Senior Deputy Gty Attorney ADMINSTRATION Senor Legal Ass stant Legal Asmtant(2) 113 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 06 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 Attomey'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 S 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 Attorneys 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. 114 City Attorney Ongoing Activities a 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 Attorneys Office of investigations and prosecution of misdemeanor cases. • Interview and work with victims and witnesses. • Conduct legal research and draft motions. • Represent the people in all Superior Court proceedings from arraignment through trial. • Provide legal advice, legal opinions, and training to law enforcement personnel. 115 City Attorney Accomplishments & Objectives FY 2020121 Accomplishments • WIN on APPEAL, Stephan Shay, at al v. City of Huntington Beach,at al.: At the lower Federal District Court. the City of Huntington Beach prevailed by securing a jury verdict in favor of the City and the HBPD Officers involved. According to plaintiffs, this was a million dollar, officer-involved use of force case against the City. Plaintiffs appealed the verdict to the Ninth Circuit Court of Appeals.After briefing and argument,the Ninth Circuit Court of Appeal denied plaintiffs'appeal and affirmed the lower court decision in the City's favor. Since the City prevailed, $0 was paid to Plaintiffs. • WIN on APPEAL, Christiana v. City of Huntington Beach, at al.: At the lower Federal District Court, the City of Huntington Beach prevailed by obtaining a dismissal of the case in favor of the City.According to plaintiff,this was officer-involved use of force and denial of First Amendment case against the City. Plaintiff appealed the verdict to the Ninth Circuit Court of Appeals. After briefing and argument, the Ninth Circuit Court of Appeal denied plaintiffs appeal and affirmed the lower court decision in the City's favor. Since the City prevailed, $0 was paid to Plaintiff: • WIN on APPEAL, Kang v. City of Huntington Beach, at al.: At the lower State Court, the City of Huntington Beach prevailed at jury trial in favor of the City. According to plaintiff, this was a $10.000,000 officer-involved motor vehicle accident case against the City. Plaintiff appealed the jury verdict to the State Court of Appeals. After briefing and argument, the Court of Appeals denied plaintiffs appeal and affirmed the lower court decision in the City's favor. Since the City prevailed, $0 was paid to Plaintiff. In fact, Plaintiff still owes the City of Huntington Beach approximately $150,000 because of our Trial Court victory • LAWSUIT, City of Huntington Beach v. Newsom, State of California: The City of Huntington Beach sued the State and Governor Newsom in April challenging Newsom's Executive Order authority to close the beaches in Huntington Beach on Constitutional grounds. The lawsuit was filed within 24 hours of the beach closure. The hearing on the court matter was set for the next week. After the filing of the lawsuit and before the hearing, Governor Newsom walked back his closure and reopened the beaches. While the City ultimately lost on the meets at the hearing, many have said it was because of the City's lawsuit that the Governor walked back his closure and reopened our beaches. This lawsuit was no extra cost or burden to the taxpayer. As a Government Entity, the City also incurred no lawsuit filing fee with the court: • NEW ORDINANCE: While many Ordinances are drafted, adopted, and implemented, the Sober Living Regulation Ordinance that was adopted by City Council and implemented Summer of 2020 was of particular interest to the community. Please see the Huntington Beach Municipal Code for specifics regarding the regulation. • NEW ORDINANCE: Again, while many Ordinances are drafted, adopted, and implemented, the Short Term Rental Ordinance that was adopted by City Council is of particular interest to the community. Currently, a full set of regulations for in-home only, shorter term vacation rentals is being implemented. Please see the Huntington Beach Municipal Code for specifics regarding the regulation. • LAWSUIT RESOLVED,Cruz v.City of Huntington Beach: This civil action brought by decedents family against the City,concerning an officer-involved shooting of decedent while fleeing the scene. This was brought to negotiations by plaintiff as a multi-million dollar lawsuit. It was resolved by the City for less than one million dollars. While the City prides itself in not settling cases, there are instances where the City has to resolve matters where the City sees liability exposure, in order to save the taxpayers money. After many discussions with City Council, it was derided that this was not the kind of case to put in the hands of a jury. Typical jury awards in case like this exceeded what the City ultimately paid. 116 City Attorney Accomplishments & Objectives • 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 Attorneys 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 C tation Hearings for City Hearing Officer Code Violations • Prosecuted hundreds Municipal Code Violations on behalf of the City Training • Presented Brown Act - Ethics Training to City/Public pursuant to AB 1234 (multiple sessions). • Presented Public Records Act Training. • Presented Police Training (3 sessions). Additional Highlights • Responded to over 571 Requests for Legal Services from other City Departments • Responded to over 178 Public Records requests • We have successfully represented the Police Department in numerous ongoing criminal discovery requests (Pitchess Motions). • Continue to identify and revise previous ordinances in the Municipal Code that were unconstitutional, ambiguous, or contrary to other laws. FY 2021/22 Objectives 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 117 City Attorney Accomplishments&Objectives 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. 118 City Attorney Adopted Budget • FY 2021122 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 17% Non-Operating Expenses Personnel 5emces 10% 73% FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Actual Actual Actwl Adopted Revised Adopted Personnel Services 1814.892 2284064 2.382 746 2,486,968 2.486.968 1_912.160 Operating Expenses 222,122 347 586 255 314 434,251 438,016 434.251 Non-Operating Expenses 250,688 Total Expenditures by CoNgwy 2,037.014 2,631.650 2,638060 9 2X4AU 2rWM Expenditures by Fund 00100 General Fund - 100% 0 - I FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Funo 2 037 014 2.631.650 2 638 060 2.921.219 2,924 984 2 597,099 Total Expillirldiftums by Fund 2,037,014 631 2 638 060 2,921,V9 Y24 597 096 119 City Attorney Adopted Budget - FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1.147,788 1,433,893 1,462,780 1.622.365 1.622.365 1,453.094 -10.43% Salaries, Temporary (24.245) Salaries. Overtime 1437 2,857 496 Leave Payouts 69.145 65.107 61,598 Be^eras 620 767 782 207 857 873 864 603 864 603 459 066 -46.90% PERSONNEL SERVICES 1,814,892 2,284,064 Z382,746 2,486,968 2.486.968 1,912,160 -23,11% OPERATING EXPENSES Utilities 1,893 Equipment and Supplies 28,244 41,490 30,029 22,800 22,860 22,800 0.00% Repairs and Maintenance 11 Conferences and Training 2.153 6.396 2.236 1,875 1.875 1.875 0.00% Professional Services 96,400 148.906 46,030 342.865 344,155 342,865 0.00% Other Contract Services 83.902 138.783 157.448 48.711 51.126 48.711 0.00% Expense Allowances 11 423 12.000 17 677 18 000 18 000 18 000 0.00% OPERATINO EXPENM 222,122 347 2 314 434,251 438,016 434XI 0 00% NOW OPERATING EXPENSES Transfers to Other Funds 250.688 100.00% NON-OPERATING EXPENSES 260 666 100.00% Grand Total 2,037,014 2,631,650 2,638,060 2,921,219 2,924,984 2,597,099 -11.10% General Fund 2,037.014 2.631.650 2.638.060 2.921.219 2 924 984 2.597.099 -11.10% Grand Total 2,037,014 2,631,650 2,638,060 2,921,219 2,924,984 2,597,099 -11.109E Personnel Summary 11.00 11.00 11.00 11.00 11.00 11.00 1 0.00 City Attorney Adopted Budget - FY 2021122 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 1.147.788 1,433.893 1,462,780 1.622,365 1,622,365 1,453,094 -1043% Salaries. Temporary (24245) Salaries. Overtime 1437 2.857 496 Leave Payouts 69,145 65.107 61.598 Benefits 620 767 782.207 857 873 864.603 864.603 459 066 -46.90% PERSONNEL SERVICES 1,814,892 2,294,064 2,382,748 ZAN,968 2,486,958 1,912,160 -23.11% OPERATING EXPENSES Utilities 1,893 Equipment and Supplies 28,244 41,490 30.029 22.800 22,860 22,800 0.00% Repairs and Maintenance 11 Conferences and Training 2,153 6,396 2,236 1.875 1.875 1,875 0.00% Professional Services 96,400 148,906 46,030 342,865 344.155 342,865 0.00% Other Contract Services 83,902 138.783 157.448 48.711 51.126 48,711 0.00% Expense Allowances 11 423 12.000 17.677 18.000 18 000 18.000 0.00% OPE1tATINO EXPENSES 222,122 347,511111111 255,314 434,251 438,016 434,M1 1 0 00% NON-OPERATING EXPENSES Tra"5f, •.n Other Funds 250688 100.00% NON-OPERATING EXPENSES 250,698 100.00% Total 2,037,014 2,631,650 2,638,060 2,921,219 2,924,984 2,597,099 -11,10% Personnel Summary 11.00 11.00 11.00 11.00 11.00 11.00 0.00 City Attorney Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year City Attome PERSONNEL SERVICES Salaries. Permanent 1,147.788 1.433.893 1,462,780 1,622.365 1.622,365 1,453.094 -1043% Salaries. Temporary (24,245) Salaries, Overtime 1,437 2,857 496 Leave Payouts 69.145 65.107 61.598 Benefits 620 767 782.207 857 873 864 603 864.603 459 066 -46.90% PERSONNEL SERVICES 1,814,892 2AK61114 2,382,746 2AS111,96111 2AK9U 1,912,160 -2311% OPERATING EXPENSES Utilities 1,893 Equipment and Supplies 28.244 41.490 30,029 22,800 22,860 22,800 0,00% Repairs and Maintenance 11 Conferences and Training 2,153 6,396 2,236 1,875 1.875 1,075 0.00% Professional Services 96,400 148.906 46.030 342,865 344.155 342.865 0.00% Other Contract Services 83,902 138,783 157,448 48.711 51.126 48,711 0,00°% Expense Allowances 11.423 12,000 17.677 18,000 18,000 18,000 0,00% OPERATING EXPENSES 222,122 347,586 255,314 434,251 438,016 434,281 0.00% NOW OPERATING EXPENSES Transfers to Other Funos 250 688 100 000/1. NON-OPERATING EXPENSES 2501 100 00% Total 2,037.014 2,631,650 2,638.060 2.921.219 2,924.984 2,597,099 -11.10% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. 122 City of Huntington Beach City Clerk Adopted Budget — FY 2021/22 City Clerk ADMINSTRATIOK RECORDS MANAGE MENi PUBLIC SUPPORT 6 ELECTIONS Aa mlant Crty Cleric Senior y Oty Clerk Senior Deputy Gty Cleric 123 City Clerk Department Description 1'he 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 mJbrmation 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 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 Fsianala�, C,'v 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 ordinances (law) and resolutions (policy), 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 ordinances(law),City resolutions (policy)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, 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 2417 via the Online Records Library. In FY 2020121, the public visited the Library over 9,700 times. The City Clerk purchased, and in partnership with other departments, implemented GovQA, a public sector compliance solution that allows users to create accounts and receive responsive records. This system manages California Public Records Act (CPRA) requests citywide, and in FY 2020/21. approximately 870 CPRA requests entered into the system. 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. 124 City Clerk Department Description Elections The City of Huntington Beach consolidates with the County of Orange to Every conduct General Municipal Elections in November of even-numbered years. The City Clerk's Office works closely with the Orange County Vote Registrar of Voters (ROV), oversees, and informs the public of municipal election matters, consults with candidates for elective office, and proponents of ballot measures. As the Elections Official, the City Clerk Counts 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 City-owned meeting rooms accessible to the ROV for poll-worker training and public Vote Centers during municipal and special elections. 1 City Clerk Full-T,m Stan-2021 Left to nghf Rohm Estamstau. Petty Espaua. Tana Voore Donna Switzer Passport Acceptance Services 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 21 years. Here. members of the public can access 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. r Advertises and markets passport acceptance services. r Provides oversight of customers eligible to self-renew by mail. 125 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 21/22 are presented below. The last performance measure listed below is a new goal and has no historical data. FY 2019120 FY 2020121 FY 2021122 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1. Utilize part and full-time staff to successfully Enhance and manage high demand for passport acceptance Maintain High services. Each passport application fee deposits Quality City $35 00 and a potential $10.00 photo fee into the Services City's General Fund. Measure: #of passport customers '4.585 "0 --Uncertain Goal: 2. Codify 100%of municipal,zoning and subdivision Enhance and ordinances adopted by the City Council within 14 Maintain High business days of the date they become effective. Quality City Services Measure: %of ordinances codified within 14 business days 100% 100% 100% of effective date. Goal: 3. Host at least one internal event to promote Enhance and departmental compliance wth the Council- Maintain High adopted Records Retention Schedule. Quality City Services Measure: #of events 1 "0 1 Goal: 4. Host at least one internal event to educate staff Enhance and liaisons to boards and commission of duties and Maintain High responsibilities Quality City Services Measure: #of events 1 "0 1 Goal: Enhance and 5. Attendthost at least two community events to Maintain High promote voter registration. Quality City Services Measure: 2 "0 2 #of events 'Through 3/16/2020 "COVID-19 Closure 126 City Clerk Accomplishments & Objectives FY 2020121 Accomplishments Administration and Records Management • Maintained quality levels of service while working remotely during COVID-19 pandemic. • Successfully administered all actions related to the November 3, 2020 General Municipal Election, including proofing and publication of candidate statements, ballot designation worksheets and Statement of Economic Interest- Form 700 candidate forms, Notice of Election (in 4 languages), for fifteen (15)City Council candidates, one City Clerk candidate, and one City Treasurer candidate. • Assisted the Orange County Registrar of Voters to administer the November 3, 2020 presidential election by executing Vote Center entry permit (license) agreements for seven 5-day Vote Centers on City property. • Administered 214 SEI - Form 700 forms filed through NetFile's hosted application online. • Administered FPPC campaign disclosure filings for 24 active committees; received full paperless filing of all campaign documents. • Received 100% Passport Acceptance Agent Recertification with the U.S. Department of State. • Worked with qualified records consultant to update the City's Records Retention Guidelines for 2021. • Received approximately 9,719 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. • Hosted paper-shredding event to assist departments with their records destruction obligations. • Redesigned front office Passport Acceptance counter and customer waiting area to create a safe and socially distanced environment. • Established the OLess appointment-based system for passport acceptance services. • Facilitated the 2021 Safe and Sane Fireworks Lottery and Application Process to qualify 15 non- profits from a large pool of applicants to sell fireworks during the July 4' holiday. • Deputy City Clerk earned Certified Municipal Clerk(CMC)status. • Deputy City Clerk received Notary Commission. City Council Agenda and Minute Preparation; Municipal/Zoning Code Codification • Facilitated a variety of processes throughout the COVID-19 pandemic to assist public participation in City Council meetings. • Administered production of approximately twenty-two(22) regular, four (4) 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 1,443 subscribers. • Produced and received City Council approval for approximately 340 pages of meeting minutes. • Codified 100% of approximately twenty (20) municipal, zoning and subdivision ordinances adopted by the City Council within 14 business days of the date they become effective. FY 2021122 Objectives • Re-establish Passport Acceptance Services by appointment only to generate general fund revenue. • Stay apprised of new legislation that effects statutory duties. • Attend/host at least two community events to promote voter registration. • Conduct staff training for users of the Legistar Agenda Management System by Granicus. • Conduct staff training of duties and responsibilities for liaisons to boards and commissions. • Conduct training for department Records Liaisons of compliance with the Council-adopted Records Retention Schedule. • Host annual paper shredding event to assist departments with their records destruction obligations. • Assist City Archivist with special projects. • Continue public outreach efforts to promote open government and transparency. 127 Intentionally Left Blank O City Clerk Adopted Budget - FY 2021/22 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 10% Personnel Services 81% Non-Operating Expenses 9% FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Actual Actual Actual Adopted Revised Adopted Personnel Services 533.300 698.681 732.807 760.130 760,130 683.893 Operating Expenses 6`�B 541 199.988 62 734 207,695 258 340 82.695 Non-Operating Expenses 73,527 Total Expenditures by Category 601,841 898 670 M 541 967 1,01BA70 040115 Expenditures by Fund FY 2017118 FY 2019/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Fund Actual Actual Actual Adopted Revised Adopted 00100 Generai Fund 601.841 898,670 795 541 967.825 1 018 470 840,115 Total Expenditures by Fund 601 1 IIIW670 M 641 007 025 1,016A70 640115 129 City Clerk Adopted Budget - FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017/18 FY 2019119 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries. Permanent 289,804 357,073 386,818 412.694 412.694 426,192 327% Salaries, Temporary 77,768 102.493 91.114 107.000 107,000 107,000 000% Salaries. Ovenlme 1,650 3,603 2.806 3.050 3,050 3,050 000% Leave Payouts 1.105 5.595 827 Benefits 162.974 229.917 251.241 237 385 237 385 147 650 -37 80% PERSONNEL SERVICES 533,300 698,681 732,307 760130 760130 683,993 -10 03% OPERATING EXPENSES Equipment and Supplies 14.536 22,107 21,585 27,446 38,103 27.446 000% Repairs and Maintenance 9,646 337 5,000 5.000 5.000 000% Conferences and Training 3.985 629 7,130 3,750 3,750 3.750 000% Professional Services 29.081 18,301 500 1,000 1,000 1.000 000% Other Contract Services 16.291 143.306 27,137 164,000 203,988 39.000 -76.22% Expense Allowances 4.500 6.000 6.046 6 000 6.000 6 000 000% Other Expenses '47 542 500 500 0.00% OPERATWO EXPENSES 68,541 199,988 62,734 207,695 2 340 02,695 -60 18% NON-OPERATING EXPENSES_ Transfers to Other Funds 73 527 100 00% NON-OPERATING EXPENSES 73,527 100 00% Grand Total 601,841 898,670 795,641 967,825 1,018,470 840,115 -13.20°h Genera F-"" 601.841 898 670 795.541 967 825 1.018.470 840.115 -13 20% Grand Total 601,841 898,670 795,541 967,825 1,018,470 840,115 -13.20% Personnel Summary 4.00 4.00 4.00 4.00 4.00 4.00 0.00 .5^ City Clerk Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salanes. Permanent 289.804 357.073 386,818 412.694 412,694 426.192 3.27% Salaries Temporary 77.768 102.493 91,114 107.000 107,000 107.000 000% Salaries. Overtime 1,650 3.603 2.806 3.050 3.050 3.050 0.00% Leave Payouts 1 105 5.595 827 Benefits 162 974 229 917 251.241 237 385 237 385 147.650 -37.80% PERSONNEL SERVICES S33,300 866,681 732,807 760,130 760,130 -10.03% OPERATING EXPENSES Equipment and Supplies 14 536 22.107 21.585 27.446 38.103 27.446 0.00% Repairs and Maintenance 9.646 337 5.000 5.000 5.000 0.00% Conferences and Training 3.985 629 7.130 3,750 3.750 3.750 000% Professional Services 29.081 18.301 500 1.000 1.000 1.000 000% Other Contract Services 16.291 143.306 27.137 164.000 203.988 39,000 -76 22% Expense Allowances 4 500 6.000 6.046 6.000 6.000 6.000 000% Other Expenses 147 500 500 500 0.00% OPERATING EXPENSES 68,541 199,988 $2,734 207,695 258,340 Am -60 18% NON-OPERATING EXPENSES Transfers to Other Funds 73 527 100.000/10 NON-OPERATING EXPENSES 73,627 100.00% Total 601,841 898.670 795,541 967,825 1,018,470 840,115 -13.20X Personnel Summary 4.00 4.00 4.00 4.00 4.00 4.00 0.00 1 1 City Clerk Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration, Public Support, Records Management, & Elections PERSONNEL SERVICES Salaries. Permanent 289.804 357.073 386.818 412 694 412.694 426.192 3 27% Salaries, Temporary 77.768 102,493 91,114 107 000 107 000 107 000 0 00% Salaries. Overtime 1.650 3,603 2,806 3 050 3 050 3 050 0 00% Leave Payouts 1.105 5,595 827 Benefits 162.974 229.917 251 241 237 385 237.385 147.650 -37 80% PERSONNEL SERVICES 533,1111111111 OMNI 73207 7111111111,1130 7MI30 693 d93 -10 03% OPERATING EXPENSES Equipment and Supplies 14.536 22.107 2L585 27,446 38,103 27.446 0.00% Repairs and Maintenance 9.646 337 5,000 5.000 5,000 0.00% Conferences and Training 3,985 629 7.130 3,750 3,750 3,750 0,00% Professional Services 29.081 18.301 500 1.000 1.000 1,000 0.00% Other Contract Services 16,291 143.306 27,137 164.000 203.988 39.000 -76.22% Expense Allowances 4.500 6.000 6.046 6.000 6.000 6.000 0.00% Other Expenses 147 500 500 500 0.00% OPERATING EXPENSES 68,541 199,988 62,734 207.695 258,340 82,695 -60.18% NON-OPERATING EXPENSES Transfers to Other F-ros :i L2! 100.00% NOWOPERATING EXPENSES 73,527 100 00% Total 601,941 898.670 795,541 967.825 1,018,470 840,115 -13.20% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. The FY 2020/21 Other Contract Services budget included costs for the 2020 General Municipal Election. Election related services only affect the budget every other year, and election costs have not been included in the FY 2021/22 budget. 132 City of Huntington Beach City Treasurer Adopted Budget — FY 2021/22 J) City Treasurer Admnistradve Assivant(0 50) 133 City Treasurer Department Descriptions The City Treasurer is an elected official who serves a four-year tens. 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. ', 1s j 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 the 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. 134 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 2021122 are presented below. FY 2019120 FY 2020/21 FY 2021/22 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 135 City Treasurer Accomplishments & Objectives FY 2020/21 Accomplishments • City's investment portfolio generated an estimated $2 6 million in earnings from July 1. 2020 to March 31, 2021 to be utilized to offset taxpayer funds for operating expenses. debt repayment and other financial obligations Prudently managed the City's approximately $230 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 2021/22 Objectives Strategic • Strengthen long-term financial and economic sustainability. Operational • Meet core investment policy objectives of safety, liquidity, and obtaining 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 the 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 the City Council 136 City Treasurer Adopted Budget - FY 2021/22 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 11% Personnel Services 82% Non-Operating Expenses 7% FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Actual Actual Actual Adopted Revised Adopted Personnel Services 117.232 204.083 250,458 244,198 244.198 214 539 Operating Expenses 16.566 23234 19 827 29 618 29.618 29.618 Non-Operating Expenses 19,008 Total ExpwWIturos by CategM 133,798 227,317 270,284 273 6 27 16 2MI65 Expenditures by Fund 00100 General Fund 100% 0 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021/22 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 133.798 227,317 270 284 273,816 273.816 263.165 Total ExpefxHitures by Fund 133,798 227 17 270 273,816 273,816 293,165 137 City Treasurer Adopted Budget- FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries. Permanent 66.099 127,899 156,543 158.174 158,174 110,178 -30.34% Salaries. Temporary 2.806 57,250 100.00% Salaries. Overtime 39 Leave Payouts 2.087 4,174 5,038 Benefits 46.202 72,010 88.877 86 024 86.024 47.111 -45.24% PERSONNEL SERVICES 117,232 204,083 250.458 244,198 244,198 21 -12.15% OPERATING EXPENSES Equipment and Supplies 1.629 2.623 2,776 5,498 5.498 5498 0.00% Repairs and Maintenance 9,634 11.569 10,420 15.020 15.020 15.020 0.00% Conferences and Training 782 3,041 652 2.700 2,700 2,700 0.00% Expense Allowances 4.500 6,D00 6.046 6 400 6.400 6,400 0.00% Other Expenses 22 (67� OPERATING EXPENSES 16,566 23,234 19,827 29,618 29,618 29616 0.00% NON-OPERATING EXPENSES Transfers to 01he, Fj-ds 19 008 100.00% NON-OPERATING EXPENSES 19,006 100.00% Grand Total 133,798 227,317 270,294 273,816 273,816 263,165 -3.89% ',�;c•r,c•a I .: � 133,798 227,317 270.284 273.816 273,816 263.165 -3.89% Grand Total 133,798 227,317 270.284 273,816 273,816 263,165 -3.89% Personnel Summary 2.00 2.00 2.00 2.00 1.50 1.50 0.00 138 City Treasurer Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017/18 FY 2019/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 66,099 127.899 156.543 158.174 15&174 110,178 -30.34% Salaries. Temporary 2.806 57,250 100 00% Salaries. Overtime 39 Leave Payouts 2,087 4.174 5,038 Benefits 46.202 '2 010 88.877 86.024 86.024 47 111 -4524% PERSONNEL SERVICES 117,232 204.083 250,458 244,198 244,198 214 539 -12 15% OPERATING EXPENSES Equipment and Supplies 1.629 2.623 2.776 5A98 5,498 5,498 0.00% Repairs and Maintenance 9.634 11.569 10,420 15.020 15,020 15,020 0 00% Conferences and Training 782 3,041 652 2,700 2.700 2.700 0.00% Expense Allowances 4,500 6,000 6,046 6.400 6.400 6.400 0.00% Other Expenses 22 (67) Of4MTWG EXPENSES 18 566 23,234 119,827 29,618 29,618 20,61 0 00% NON-OPERATING EXPENSES Tr,t' -. - 19 008 100.00% NON-OPERATING EXPENSES 19,008 100.00% Total 133,798 227,317 270.284 273.816 273,816 263,165 -3.89% Personnel Summary 2.00 2.00 2.00 2.00 1.50 1.50 0.00 139 City Treasurer Adapted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration & Investments PERSONNEL SERVICES Salaries. Permanent 66.099 127.899 156,543 158.174 158.174 110 178 -30.34% Salaries. Temporary 2,806 57 250 100.00% Salaries, Overtime 39 Leave Payouts 2087. 4,174 5.038 Benefits 46 202 72,010 88 877 86 024 86 024 47 111 -45.24% PERSONNEL SERVICES 117,232 2KO83 250.458 2",198 244,198 214,639 -12.15% OPERATING EXPENSES Equipment and Supplies 1.629 2,623 2,776 5.498 5.498 5,498 0,00% Repairs and Maintenance 9,634 11,569 10.420 15,020 15,020 15,020 0.00% Conferences and Training 782 3,041 652 2,700 2,700 2.700 0.00% Expense Allowances 4,500 6,000 6,046 6400 6,400 6.400 0.00% Other Expenses 22 67 OPERATING EXPENSES 16,566 23,234 1 29,618 29,618 29,619 0.00% NON-OPERATING EXPENSES -1.1.1s!ers!o 01he, 19.008 100.00% NON-OPERATING EXPENSES 19,008 100.00% Total 133,798 227,317 270,284 273,816 273,816 263,165 -3.89% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds. Together. these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 202122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. 140 City of Huntington Beach City Manager Adopted — FY 2021/22 City Manager A-ECry Mntagita Su9ansblty - Cry Cwml Support PuD1c lMprtuom AQUINSTRAnoN AmetaM to ele City Manager Pimps'ldmnwlmb0 Analyst(I) Adr .strati"Ametant Cortrtsrnity ReW ons Offam 141 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 ten City departments. The City Manager's Office consists of Administration, Public Information, Sustainability, and City Council Support. 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(PIO)develops strategies to communicate City news, programs and policies to the community. The PIO generates outreach and marketing materials, including the City Manager's Report, press releases. websites, public service announcements, and social media postings. The PIO also implements the City's Communication Plan, maintains strong working relationships with 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 who, in collaboration with Information Services and outside contractors, develops and broadcasts creative content, 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). 142 City Manager Ongoing Activities & Projects Administration • Provide citywide leadership, management, oversight, evaluation, strategic planning, budget coordination, and financial planning. • Coordinate and manage the City Council agenda process in coordination with the City Clerk. • Provide administrative support, customer service, and reception to public contacts and visitors. • Coordinate the City's involvement in regional and state agencies including assisting City Council Member participation in regional and state policy bodies. • Provide analysis of, and response to, proposed and enacted federal and state legislation impacting the City. • Provide staff assistance to the various legislative and advisory bodies overseen by the City Manager's Office. • 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). 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. • Oversee and manage the City's public. educational, and governmental access (PEG channel), including HBTV 3. Environmental Sustainability • Contribute as a founding member of the Orange County Power Authority, establishing policies and rates to successfully implement community choice energy in Huntington Beach. • 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. • Partner with the University of California, Irvine, to assess the energy efficiency of the Oak View neighborhood and identify areas that will benefit from greater energy resiliency and sustainability improvements in collaboration with property owners and residents. Legislative and Advisory Bodies • Oversee the following: o Communications Committee o Homeless Task Force (Ad Hoc) o Human Relations Task Force o Intergovernmental Relations Committee o Jet Noise Commission c Mobile Home Advisory Board c School District/City Committee o Southeast Area Council Committee o Strategic Plan Council Committee Successor Agency Oversight Board 143 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 202122 are presented below. FY 2019f20 FY 2020/21 FY 2021122 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: Enhance and 3 New FY 20/21: Provide high-quality and timely Maintain High public information to promote transparency Quality City and increase community engagement. Services Measure: Increase reach of the Public Information Office NIA Yes Yes across all demographics. Goal: 4, Revised FY 20t21. 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 Yes Yes with all labor groups and employees. Goal: 5. New FY 2021 Review of annual required Enhance and training to ensure regulatory compliance. Maintain High Quality City Services Measure: #of regulatory compliance reviews N/A Yes Yes Goal: 6. New FY 2021: 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 due to WA due to COVID COVID 144 City Manager Accomplishments& Objectives FY 2020/21 Accomplishments • Constructed and began operating the City's homeless Navigation Center in December 2020 during the height of the COVID-19 pandemic, providing much needed shelter and services for our most vulnerable community members. • Conducted extensive public outreach to inform the community about the root causes of homelessness and the role of the Navigation Center in Huntington Beach. Enhanced the Homeless Task Forces functions to support shelter operations and began exploring a mobile crisis response unit model to more effectively address calls for service out on the field. • Enhanced the City's fiscal sustainability by closely monitoring CalPERS pension costs;provided sound fiscal policy and worked hand in hand with City Council to refinance 85%of the City's unfunded liability debt load, which will reduce pressure from the General Fund over the next several years. • Continued to coordinate citywide response to the COVID-19 pandemic, including Emergency Operations Center operations and the deployment of mobile COVID-19 vaccine clinics for high-risk groups. • Developed and implemented the OneHB Small Business Support Program and the COVID-19 Small Business Micro-Grant Program, which delivered $5.000 grants to small businesses impacted by the pandemic. Both programs awarded approximately$1 M in funds received from private donations and the County of Orange. • Collaborated with downtown businesses to facilitate the closure of Main Street and provide for on- street dining during the COVID-19 Stay at Home Orders. • Formed the Economic Recovery Task Force comprised of industry leaders to recommend City policies that supported businesses through COVID-19 related recovery efforts. • Oversaw digitalization of services to meet resident needs during the closure of city facilities. Services including Accela Citizens Access which offers 24/7 online permitting, planning, inspection and payment processing services across 7 different divisions, • Developed and implemented strategies to reduce budget shortfalls related to COVID-19, including the Separation Incentive Program. • Established a new Administrative Services Department to oversee the City's Human Resources and Information Services functions; consolidated Community Services and Library Services into one department. • Engaged in extensive public outreach and analysis on the fiscal impacts of joining the Orange County Power Authority; following analysis, the City joined as a Founding Member in December 2020. • Began engaging in various projects, programs and outreach within the Oak View neighborhood, which has been historically represented by our lower income, Hispanic residents who would benefit significantly from these additional resources. • Successfully negotiated and approved Memorandums of Understandings with two of the eight labor groups. • Facilitated the application and receipt of two major grants from the California Department of Housing and Community Development. The grants will be used to fund a Housing Element and operations of the new Navigation Center for the homeless. • Hosted a strategic plan workshop with the City Council to identify their top five policy areas, which will guide the projects and priorities of City departments. • Launched several offshoot websites on HBReady.com to provide vital, up to date community resources during the COVID-19 pandemic. The websdes generated approximately 1.3M views from March 2020 through 2021. • Filmed over 50 public service announcements, issued over 400 press releases and social media posts, conducted several media interviews, and designed over 400 web infographics to keep the public informed and engaged. • Hosted approximately 20 virtual town hall events to communicate valuable information on topics ranging from homelessness to COVID-19 to residents during the pandemic. 145 City Manager Accomplishments & Objectives • Facebook, Instagram, Twitter, and YouTube. From March 2020 to 2021, staff increased the City's total number of followers by nearly 75%, in part by employing effective search engine optimization and account verification. • Significantly increased content and public interest in the City's official social media sites, including total number of followers by nearly 75%, 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 operated and expanded HBTV 3 operations, including launching a new digital player online,as well as Roku and Apple TV players. Expanded its presence on YouTube,along with greater viewership of content online. • Generated 11 original HBTV 3 programs including Hidden Huntington Beach, Surf Scene and Legendary Locals which provided valuable content on local history. • Worked with state and federal lobbyists to identify legislation and possible funding for projects and programs that benefit the City. • Successfully facilitated a virtual Youth in Goverment Day to teach local teens about City functions. • Managed and issued film permits that provided the City with an additional source of revenue and greater exposure in local media. • Planned and supported a number of special events including: a modified 1141 Annual 4' of July Parade, 9111 Memorial Dedication Ceremony, Veterans Day Ceremony, rededication of the Murdy and Edison Community Centers, and others within the COVID-19 health and safety guidelines. • 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. • Performed the role of liaison between the community and Ascon to provide timely updates and transparency as it relates to this ongoing project. • Issued a Request for Qualifications (RFQ) to modernize the City's website and create a more user friendly interface that will improve public access to City information. • Assessed and implemented a variety of programs and priorities including a social media policy for elected officials, a review and restructuring of advisory boards and groups. FY 2021/22 Objectives • Develop and implement proactive strategies to potential budget shortfalls related to COVID-19, as the pandemic continues to impact local businesses,jobs and tourism. • Collaborate with Visit Huntington Beach and the Huntington Beach Chamber of Commerce and Downtown BID to develop small business support programs after COVID-19. • Continue to successfully operate the City's homeless shelter and enter into a Settlement Agreement with Federal Judge David O. Carter to continually enforce our quality of life laws. • Implement a mobile crisis response plan to improve the City's response to homeless calls for service. This response plan will not only be more cost effective, but will also deploy social workers with medical professionals who can meet the varied needs of this population. • Provide administrative support to operating departments to ensure an attractive physical environment is maintained and effective programs and services are delivered throughout the community. • Provide fiscally responsible leadership to ensure the City maintains and enhances its sound fiscal base. • Coordinate with the Finance Department to manage the City's new pension obligation bond and find fiscally responsible and sound methods to balance its remaining unfunded pension liability 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. • Develop a comprehensive approach to capital planning efforts within the City. • Continue to expand the certification of businesses through the Sustainable Business Certification Program. 146 City Manager Accomplishments& Objectives • 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 achieve the City Council's Strategic Goals. • Continue to update the City's 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. • Continue to transition the City's current website to a modem 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 its effectiveness 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. • Participate as a Founding Member of the Orange County Power Authority, preparing policies and establishing energy purchasing contracts to begin delivering an alternative and greener power source to our residents and businesses. • Complete the Oak View Microgrid Study in collaboration with the University of California - Irvine to identify areas that are ideal for energy resiliency and sustainability in the Oak View community. • Collaborate with the Oak View community to identify its programmatic and infrastructure needs. • Implement the City's new social media policy. • Develop and implement the OCTA grant-funded pilot program for a shared-ride hailing service to improve transportation to and from downtown Huntington Beach. • Assess the viability of various proposed programs including a cannabis permitting program and dimale action plan. 147 Intentionally Left Blank N 113 O V 148 City Manager Adopted Budget - FY 2021122 Summary Charts DEPARTMENT Expenditures by Cateaory Operating Expenses 37% Capital Expenditures 3% Non-Operating Expenses 7% Personnel Services SS% FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Expert"Category Actual Actual Actual Adopted Revised Adopted Personnel Services 1.101,332 1.385.252 1.568.133 2042845 1,747.010 1.355,801 Operating Expenses 220 878 223.316 428.187 375.470 715.088 930,564 Capital Expenditures 98.708 187.500 338.792 20.000 Non-Operating Expenses 177.264 Total Expenditures by Catepiry 1,322,210 1,608,567 2,095.028 2,605.815 2,800,989 2,433 Expenditures by Fund 00300 General Fund 00743 Surf City 80% Channel 3 Cable Ew 20% F,ntl 1233rePresenrs .... .. ,.. .,, .. . FY 2017/16 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Fund Actual Actual Actual Adopted Reviled Adopted 00100 General F„no 1 313 480 1 604.643 1s=7 770 2 247 315 2022. 156 1 976.629 00103 Donations 3,570 01233 OC Recycling Market Dvlpmt Zone 1.444 1.930 6 000 6.000 6.000 01234 Sust Bus Cent Program 363 1,994 981 01240 EPIC Challenge 6.923 97.941 00243 Surf City Channel 3 Cable 286 277 352 500 671 223 501 000 Total Expenditums by Fund 1,322,210 1,608 567 2,095,028 2,805,815 2,800,889 2,493,6291 149 City Manager Adopted Budget - FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 20201`21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 680.416 801.029 896.690 1 286.724 1.040.889 1,027,495 -20.15% Salaries. Temporary 16.551 57.303 80.408 67.717 17.717 19.909 -70.60% Salaries. Overtime 262 78 804 Leave Payouts 28.665 41,038 36 297 Benefits 375.438 485 805 553 934 688.403 688.403 308 397 -55.20% PERSONNEL SERVICES 1,101,332 1,385,252 1,568,133 2,042,045 1,747,010 1,3SS,801 -33.63% OPERATING EXPENSES Utilities (3) Equipment and Supplies 52,040 60,727 54.654 40,150 44,720 50,300 25.28% Repairs and Maintenance 20.146 44.000 43,001 21,500 -51.14% Conferences and Training 21.369 22,451 29.139 22.500 22.500 26,000 15.56% Professional Services 128,976 104,702 246,898 212,380 548,428 645,324 203.85% Other Contract Services 5,525 19,005 60,346 30.740 30,740 161,740 426,15% Expense Allowances 12.968 16 430 17 007 25.700 25.700 25,700 0.00% OPERATM EXPENSES ZWM 223,3116 420,187 37 71116,111111118 930,1111114 147.84% CAPITAL EXPENDITURES Improvements 187.500 338,648 -100.00% Equipment 98 708 143 20.000 100.00% CAPITAL EXPENDITURES 98708 187,S00 338,792 20000 -89.33% NON-OPERATING EXPENSES Transfers to Other Funds 177.264 100,00% NON-OPERATING EXPENSES 177,264 100 00% Grand Total 1,322,210 1,608,667 2.096.028 2,605,815 2,800,889 2,483,629 -4.69% General Fund 1,313,480 1,604,643 1,807,770 2.247,315 2.022,156 1,976.629 -12.04-11 Other Funds 8.730 3,924 287 258 358.500 778.734 507.000 41 42°h Grand Total 1.322.210 1,608,567 2,095,028 2.605,815 2,800,889 2,483.629 -4,69% Personnel Summary 7.00 7.00 8.00 9.00 7,00 7.00 0.00 City Manager Adopted Budget - FY 2021122 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 680,416 801,029 896,690 1,286,724 1,040,889 1.027,495 20 15% Salaries, Temporary 16,551 57.303 80,408 17.717 17,717 19,909 12 37% Salaries. Overtime 262 78 804 Leave Payouts 28.665 41.038 36,297 Benefits 375438 485.805 553.934 688.403 688,403 308.397 -55.20% PERSONNEL SERVICES 1101 1 1 133 1,992,345 1747010 11,35C801 -31.97% OPERATING EXPENSES Utilities Equipment and Supplies 51.487 60,168 51,146 40.150 41.150 47,300 17.81% Repairs and Maintenance 1.000 1,000 1.500 50,00% Conferences and Training 20,269 20,581 27.930 16,500 16,500 19.500 18 18% Professional Services 121,899 103.207 130,582 162,380 102,056 245,324 51,08% Other Contract Services 5,525 19.005 12,972 8.740 8.740 104,240 1092.68% Expense Allowances 12,968 16 430 17 007 25.700 25 700 25.700 0,00% OPOUTWO EXPENSES 217,148 219,391 238,638 21114,470 275,146 74.31% NON-OPERATING EXPENSES Transfers to Other Funds 177 264 100.00% NON-OPERATING EXPENSES 177,264 100.00% Total 1,313.480 1,604,643 1,807,770 2,247,315 2,022,156 1.976,629 -12,04% Personnel Summary 6.15 6,15 7.15 8.95 7.00 7.00 0.00 'S1 City Manager Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salanes. Permanent 680416 801,029 896,690 1,286,724 1.040.889 1.02T495 -20.15% Salanes, Temporary 16,551 57,303 80.408 17.717 17.717 19.909 12.37% Salanes. Overtime 262 78 804 Leave Payouts 28.665 41.038 36 297 Benefits 375 438 485.805 553.934 688 403 688 403 308 397 -55.20% PERSONNEL SERVICES 1 101 1 J I 5,,M 1AM133 1 JIUAU 1747 C 1 -31.97% OPERATING EXPENSES Equipment and Supplies 51,487 60,168 51,146 40.150 41,150 47,300 17.81% Repairs and Maintenance 1,000 1,000 1,500 50.00% Conferences and Training 20,269 20.581 27,930 16,500 16,500 19,500 18.18% Professional Services 121.899 103.207 130.582 162.380 182,056 245,324 51,08% Other Contract Services 5.525 19,005 12,972 8,740 8.740 104.240 1092.68% Expense Allowances 12.968 16.430 17.007 25,700 25.700 25 700 0,00% OPERATING EXPENSES 21 148 219,391 239,638 2S4,470 275,146 "31 74.31% NON-OPERATING EXPENSES Transfers to Other Funds 177 264 100.00% NON-OPERATING EXPENSES 1T7,294 100.00% Total 1,313,480 1,804,643 1,807,770 2.247.315 2.022.156 1.976,629 -12.04%G Significant Changes Citywide changes in Personnel Services (Permanent and Benefit) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. Additional changes include one-time costs to develop a user-friendly City website. 152 City Manager Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations (103,126), and Sustainability 11233.1234.1240) OPERATING EXPENSES Utilities Equipment and Supplies 553 559 3 570 Conferences and Training 1 100 1.870 - 5 00C 6 000 0.D0% Professional Services 7 077 1.495 ",a OPERATING EXPENSES LM 3,1104 981 6,000 107,511 6,000 0.00% Total 8,730 3,924 981 6,000 107,511 6,000 0.00% 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 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Revenue Surnmarrif Actual Actual Actual Adopted Revised Adopted Prior Year 1233 OC Recycling Market Dev Zone 1 733 Total 1,565 733 (20) 6,000 6,000 6,000 153 City Manager Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2019/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expwilkwe 9"ect Account Actual Actual Actual Adopted Revised Adopted Prior Year Surf City"3" Cable Channel 43) PERSONNEL SERVICES Salaries Tempo•aw -100 00% PERSONNEL SERVICES 50,000 -100 00% OPERATING EXPENSES Utilities r' Equipment and Supplies 3 096 3.000 100.00% Repair 8 Maintenance 20 146 43 000 42 001 20.000 -53.49% Conferences and Training 657 500 100.00% Professional Services 116 316 50.000 268 430 400 000 700.00% Other Contrac' Sar.cces 47 374 22.000 22.000 57.500 161.36% OPERATING EXPENSES 19l 11 1 41111,1100 318.26% CAPITAL EXPENDITURES Improvements 187 50C 338 648 -100.00% Equipment - 143 20 000 100.00% CAPITAL EXPENDITURES 98,708 187,500 338,792 20,000 -89 33% Total 286,277 352,500 671,223 501.000 42.13°6 Significant Changes Prior to FY 2019/20. the City was a member of the public, educational, and govemmental 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 "3" Cable Channel Operations Fund incorporates the transition to the City, and includes funding from the cable operators through the 1% PEG 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 semoes to provide quality local programming to residents. Significant Changes to Operating Expenses includes additional original programming that is specific to Huntington Beach FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change from Re~ue Surrinmy Actual Actual Actual Adopted RwAiiad Adopted Prior Year 00243 Surf City"3" Cable Channel 605 e00 605 000 510 000 95.000 Total 1,577,861 605,000 605,000 510,000 95,000 '�1 City of Huntington Beach Administrative Services Adopted — FY 2021/22 Director of Administrative Services Deputy Director of Administrative Services HUMAN RESOURCES PERFORMANCE INFORMATION SERVICES s RISK MANAGEMENT MANAGEMENT // Q � Nwvi ReetA m Manw Savor IT Mwmgw Admrvsraeve Assisard Prnopel A6nnstraeve Am"t Adt$Vaeve Assalsve RISK AAI�NA EUF�NT INFRASTRUCTURE Rek MareQer IT Mw"w Risk Mareaerrent Speoalst Network Sylme Mtn Senior IT Amlys DEPARTMENT, �y IIAICONc IT Arelyst IV Principal Personnel Anarys IT AmI I Sena Fuson d Analyst Sena IT ToMmmin(2) Personnel Anaryst(21 IT TeMresri III(2) IT TemncW I ADMINISTRATION Sena Persorms An*st RL nCINFCC SYSTEMS I Pwowwel AnwWl(2) IT Manager Sena IT Malys IT Arrays IV(2) IT Amlys II IT Ansys 1(2) GIS Analyst II 155 Administrative Services Department Descriptions The Administrative Services Department provides essential internal services to all City departments, striving to create a safe, equitable, and connected workplace, where data and technology is leveraged to enhance City operations in service to the community. Specifically, the department oversees human resources, risk management, performance management, and information services. We believe that people are an organization's greatest asset, and seek to select, train, and retain staff who behave in a team-oriented manner with humility, exceptionality, social awareness, passion, and integrity. We also believe in the power of technology to solve problems, improve access, and create efficiencies. serving as the backbone that enables the City to function securely and reliably. Finally, we recognize the importance of measuring and collecting the right data throughout our organization to inform and empower decision-makers to make a tangible impact in our community. Human Resources and Risk Managment Human Resources provides exceptional internal and external customer service in support of the City's Mission Statement and R'�►w+. ., ,, 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 retum-to-work management, and classification and compensation. Human Resources works with the City Manager's Office to build and maintain strong labor relations with our nine employee unions. 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 collectively-bargained Memorandums of Understanding (MOU) with the City's eight associations, plus the Non-Associated unit. Human Resources also provides administrative support for the activities of the City of Huntington Beach Personnel Commission. Performance Management The City s Performance Management system aims to measure and use data to help align limited resources to improve operations, achieve department goals, and track progress on the City Council's strategic plan items. Performance Management is comprised of working with departments to measure and collect meaningful data in a timely manner; track key performance indicators, and present data in a user-friendly way that helps departments identify trends and know whether they are meeting their goals and objectives. Information Services Information Services partners with operating departments to find and implement technological solutions to best serve our organization and the community,while maintaining a robust infrastructure to support the City's day-today operations. Information Services is responsible for the development, maintenance, and support of all facets of the City's technology infrastructure, including computers,software, networks,telephones,data centers, and radios. 156 Administrative Services Department Descriptions The Infrastructure Systems operation is responsible for maintenance and support of datacenters, data storage, voice and data d - communications, local and wide area network (LANIWAN) assests, backup and recovery,and network security. Additionally,Operations provides helpdesk and workstation technical support for hardware and software deployed to all City employees. The Business Systems operation is 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. Information Services also manages the City's Geographic Information System (GIS), maintaining layers of spatial data to help inventory and map various assets and infrastructure, such as utilities, parks, and traffic signals, alongside operational data in permitting, engineering, and much more. The GIS operation helps overlay data from various departments and other Federal, State, and County databases to create efficiencies,track projects,and plan the future of our community. The City's Information Services team is also responsible for supporting our Public Safety Systems in the Police and Fire Departments, including 911 dispatch, crime data mapping, and a wide variety of specializing applications and databases to ensure Police Officers and Firefighters have the tools they need to respond quickly and effectively when working to keep the community safe. Ongoing Activities & Projects Administration • Provide overall administration, leadership, management, and support for the Administrative Services Department. • Manage departmental budget and contracts. • Conduct New Hire Orientation Program for all full-time and part-time employees. • Plan and implement citywide training programs and courses offered through Surf City University, including California-mandated Anti-Harassment training for all employees. • Coordinate employee relations, including the disciplinary and appeals processes. Labor Relations • Coordinate labor relations meetings with the City's nine bargaining groups, administer MOU agreements, handle contract interpretation issues and manage the negotiation process. Department Liaisons • Manage the recruitment, testing, and selection processes, including administration of the NEOGOV online recruitment system. • Administer the City's health and retirement plans, including the annual health fair and open enrollment period. • Administer the classification and compensation plan, including updating job classification specifications, addressing classification issues, and conducting periodic market studies. • Coordinate leaves, disability, and return-to-work programs. 157 Administrative Services Ongoing Activities & Projects 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. Performance Management • Plan and develop a citywide performance management system. • Collaborate with departments to identify reliable and accurate data sources. • Identify key performance indicators to help track progress on meeting goals and objectives. • Synthesize data into an easy-to-understand format to assist decision-makers and improve transparency. • Present data for internal and external audiences. Infrastructure Systems • Manage City's land lines, phones, pagers, voice, and data communication. • Manage wired and wireless internet access at all City facilities, and assist in planning the fiber expansion program. • Provide support for servers, data centers, storage devices, uninterruptible power supplies, and LANIWAN network. • Implement cybersecurity measures to protect the City's digital resources. • Manage backup and recovery of data storage. Operations • Provide support for all City desktop and laptop computers. • Conduct helpdesk troubleshooting services for internal users. • Perform replacement of City desktop and laptop computers. • Support computer operations for all City facilities. Business Systems 11 • 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. 158 Administrative Services Ongoing Activities & Projects Geographic Information Systems • Geodatabase and GIS data portal administration. • Maintain geographic data, products, and services. • Support desktop and mobile users of GIS applications. • Data research and input map related content. • Spatial and mapping application development and deployment • Mapping products such as maps. charts, graphs. and other graphic needs Public Safety Systems • Support all public safely 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. O Pa and facilities. Legislative and Advisory Bodies • Oversee the Personnel Commiss on • Support the Smart Cities Ad Hoc Committee. 159 Administrative 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 2021/22 are presented below. FY 2019120 FY 2020121 FY 2021122 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: Enhance and 1. Complete recruitments (from posting Maintain High to creation of eligibility list) in 60 days Quality City or less. Services Measure: % of recruitments completed in 60 days or less N/A 100% 100% Goal: Strenghten 2. Maintain a low voluntary employee Long-Term turnover rate Financial and Economic Sustainability Measure: % of voluntary separations (by average number of full-time N/A <12% <12% employees) Goal: 3. Resolve 95% of computer support Enhance and calls to Information Services Help Maintain High Desk within requestor's time Quality City requirement. Services Measure: %of calls to Help Desk resolved within 95% 95% 95% caller time requirement Goal: 4. Maintain reliability of City network by Enhance and having less than 0.02% of Maintain the unscheduled downtime. Infrastructure Measure: %of unscheduled network downtime 0.01% 0.01% 0.01% 160 Administrative Services Accomplishments& Objectives FY 2020/21 Accomplishments Information Services Division • Implemented and managed Zoom video conferencing and webinar tool in response to COVID-19. • Implemented COVID-19 City facility safety measures, including thermal scanners, QLess appointment system, iPad kiosks, and Emergency Response System WebEOC. • Implemented Enterprise Land Management(ELM)system-Accela Automation and Mobile Solution, along with a citizen remote support solution. • Implemented the transition to Microsoft Office 365. • Implemented Okta single sign-on solution. Implemented WC3 Electronic Plan Review. • Implemented Palantir- Public Safety Investigative Tool/LASO Data Sharing. • Implemented Crossroadst7raffic Bureau-Accidents Investigation and eCitation system. • Developed online forms for Finance Department operations(Professional Services Approval, Budget Appropriation/Revision. and Journal Entry). • Developed online fors for Human Resources Division operations(Recruitment Request and Personnel Action For). • Completed Oversized Vehicle Permit Management system. • Completed Financial System JDE 9.2 upgrade. • Completed Alarm Board monitoring system upgrade. • Completed WinPak building access upgrade. • Completed Fire scheduling system Telestaff upgrade. • Completed Kronos Time &Attendance System upgrade. • Completed Kronos interface with InTime system. • Completed Laserfiche upgrade. • Completed Dig-Alert software upgrade. • Completed Community Services RecTrac upgrade and added Camping Reservation module. • Completed work on the ongoing deployment of fiber optic connectivity to City facilities. • Replaced end-of-life servers, network equipment, mobile devices and desktop computers. • Upgraded 12 network nodes, 40 tablets, and 80 smart phones. • Replaced 7 end-of-life surveillance cameras. • Upgraded 90% of workstations from Windows 7 to Windows 10. • Increased storage capacity-Replaced 2 aging SANS and significantly increased capacity. • Completed the integration of the Police and City's time keeping systems. • Upgraded the ID badge system. • Completed implementing additional departmental portals on City's Intranet. • Completed the automated paper processes with online fors. • Upgraded the City's electronic messaging systems. • Implemented enterprise management system. • Upgraded and maintained the City's website, including adding the Police Trespass Letter. • Implemented remote file sharing solution for all City users. • Developed reporting system for Marine Safety activities. • Implemented and integrated Human Resources employee self-service and benefits system. • Upgraded and consolidate database management platform. • Upgraded and consolidated application delivery platform. • Upgraded GIS server farm to support latest geospatial technologies. • Developed and implemented the latest Local Government GIS database model. • Implemented recommendations for Next Generation 911 GIS data requirements. • Explored the use of drone mapping for GIS needs. • Upgraded three wireless backhaul connections and connected two additional facilities to the City- owned fiber optic network. 161 Administrative Services Accomplishments a Objectives Human Resources Division Recruited, assessed, selected and onboarded over 200 full and part-time employees and 65 promotional & reclassification appointments Facilitated over 100 new job postings for full and part time positions available at the City • Updated 75 job classifications to reflect the current job duties. qualifications. and requirements for each positions • Conducted and completed recruitments (from posting to creation of eligible list) in an average of 40 days • Processed over 75+ retirees under the Separation Incentive Program. • Successfully proposed and implemented a restructure plan. with 10% of full-time staff opting to participate in the Separation Incentive Program. • Implemented WorkTerra to track ACA hours and generate Form 1095-C • Implemented self-service for open enrollment changes for employees and retirees • Designed and implemented an online system (via Surfnet) to disseminate -assistance requests- to other City departments to identify availability and skillsets during staffing shortages related to COVID-19. • Completed the COVID Prevention Plan to meet the CCR Title B Section 3205 requirements and remain in compliance with Cal OSHA standards. • Converted the liability claims and property recovery to an electronic process. • Assisted with the crypt analysis and revisions for the Accela database as it relates to Certificates oflnsurance. • Provided Irve webinar and on-demand Anti-Harassment training to all City employees as required by California law FY 2021122 Objectives Information Services Division • Complete the transition to an updated Computer Aided Dispatch (CAD) and Records Management System (RMS)for the Police department. • Continue ESRI/ArcGIS Enterprise server upgrade • Continue ProLaw system upgrade • Continue transition from paper forms to online workflows. including business process review • Continue Citrix system upgrade - retire older Windows servers. • Upgrade IAPro/BlueTeam system (Police). • Implement AclaraOne upgrade - Meter management system Implement Monsido City websde monitoring tool. Implement Office 365 SharePoint migration • Implement City Website CMS system Implement City Intranet for departmental portal(s). • Migrate Fire Department portal. • Implement Laserfiche Retention Policy for official documentation system. Implement Human Resources onboarding process. Implement Executive Reporting Dashboard solution. Implementing Contract Management System. • Implementing Enterprise Asset Management (EAM)system. Implementing Dashboard - EMS data analysis. • Upgrade existing surveillance systems at City facilities and add into citywide Genetec system Replace aging servers and expand video storage capacity 162 Administrative Services Accomplishments a Objectives • Replace network equipment that is reaching the end of its useful life. • Upgrade the Cisco Unified Communications infrastructure to a current version. • Replace Fire Department mobile data computers. • Expand local backup storage capabilities. • Upgrade 20%of the computers in the organization to current hardware. • Replace underperforming wireless backhaul links. • Replace 25%of the mobile devices in the organization. • Upgrade unsupported Police Department mobile data computers with new hardware. • Implement updated versions of several aging desktop applications. • Connect six City facilities to the fiber optic network. • Implement a new Service Desk system for the IS Division. Human Resources Division • Complete a citywide classification and compensation study to ensure internal structural alignment, simplify existing classification structures, address recruitment and retention needs, and conduct a comparison withing the City's employment market. • Implement a "Department Liason" model to effectively promote internal and external customer relations. • Implement new employee orientation program to promote the City's values and expectations. • Conduct and complete recruitments (from posting date to creation of eligible list)in an average of 40 days or less. • Expand diversity outreach efforts by targeting recruitment advertising in a variety of locations and mediums. • Implement new technologies for workflow processes to reduce timelines and increase efficiencies. • Develop a comprehensive training program for new supervisors and managers regarding key human resources topics. • Review and update key Administrative Regulations pertaining to the Administrative Services Department. • Institute an Alternative Dispute Resolution (ADR)process for workers' compensation claims with Huntington Beach Municipal Teamsters (HBMT), Huntington Beach Management Employees Organization (HBMEO), and Marine Safety Management Association (MSMA). • Expedite diagnosis and treatment of orthopedic injuries by implementing a pilot program that provides options when referring injured workers for medical treatment. • Target the lop 15-20 positions most affected by workers' compensation injuries and create the Essential Functions Job Analysis for each of the 15-20 positions. • Issue a Request For Proposal (RFP)for a new Workers' Compensation Pharmacy Benefit Management program for injured workers. 163 Intentionally Left Blank N 113 O V 164 Administrative Services Adopted Budget - FY 2021/22 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses Non-Operating 75% Expenses 3% LV 11 Personnel Services 7 M1. FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 /Ideal Actual ACbJM Adopted Reylad Adoehild Personnel Services 5.042.031 7.001.847 7.000.606 7,090.226 6,330,328 5.268.286 Operating Expenses 10,275,190 9216.413 16.247,623 14,324,924 16,082,612 17.843.442 Capital Expenditures 126,284 Non-Operating Expenses 4 017 755 3.925.322 657,097 Total Expenditures by Category 19,334.976 20,143,582 23,248,230 21.415.150 22,S39,224 23,7 Expenditures by Fund 00551 Workers Compensation 30% 00552 Self Insurance General 00322 ELM Liability m Autoation Fund 31% 2% 00100 General Fund 37% FY 2017/18 FY 2018119 FY 201W20 FY 2020121 FY 202041 FY 2021122 Fund Actual Acted AoWal Adopted RSVWW Adoptiod 00100 General Fund 10.548.090 13.094,212 8.985.093 8,942.750 8,451.677 8,184,479 00322 ELM Automation Fund 160,031 404.820 360,178 431,201 431.201 428,214 00323 Technology Fund 195,523 418,202 00551 Workers Compensation 6,360,579 4,854,532 9.757,913 7,153,578 7,153.578 7.084,260 00552 Self Insurance General Liability 2.266,277 1,790,019 3.949.524 4.887.622 6.084.566 7.471.872 Total ExpoWlturn by Fund 19,334,977 20,143,S93 23,248,231 21.415,150 22,539,224 23,768,826 Administrative Services Adopted Budget- FY 2021122 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 3.110.747 4,164.668 4,042,257 4.429.966 3.670,068 3.808,632 -14.03% Salaries, Temporary 71,121 119,464 136,348 81,277 81,277 138,096 6991% Salaries, Overtime 9.785 45.151 47,982 43,410 43.410 43,410 0.00% Leave Payouts 125,298 171,879 101.667 Benefits 1,725,080 2,500,685 2,672,353 2,535.573 2.535.573 1.278.148 -49,59% PERSONNEL SERVICES 5,042,031 7,001,847 7,000,606 7.090.226 6.330,328 5,268,286 -25 70% OPERATING EXPENSES Utilities 524.380 563,283 576.788 690,949 690,949 707,509 2.40% Equipment and Supplies 117,273 156,281 310,901 122,618 245.406 122,618 0-00% Repairs and Maintenance 1.132.721 1.984,546 1.949.161 1.862.933 1,995,043 2,317.748 24,41% Conferences and Training 65.445 121,683 85.451 157,866 112,571 219,866 39.27% Professional Services 948,362 1,040,154 1.406,671 958,988 1,524,111 2,291.988 139.00% Other Contract Services 169,659 265,853 150,774 124,000 171,781 122,000 -1.61% Rental Expense 4,255 Claims Expense 4.636,066 1,082,789 7,675,737 6.259.779 6.259.779 6.259,779 0.00% Insurance 2,464,319 3,653,552 3.732,332 3.834.077 4.769.258 5.488.220 43 14% Payments to Other Governments 156,006 277,018 301,178 241.714 241.714 241.714 0.00% Expense Allowances 56.526 71.012 58.424 72.000 72,000 72.000 0.00% Other Expenses 179 242 2C6 OPERATING EXPENSES 10,275,190 ! 13 16,247,623 14,32AWM 1 17,843 24 56% CAPITAL EXPENDITURES Capital - Software 126 284 CAPITAL EXPENDITURES 126,284 NON-OPERATING EXPENSES Transfers to Other Funds 3.968 564 3.925,322 657,097 100.00% Prior Period Adjustment 49 191 NON-OPERATING EXPENSES 4,017.755 3,925,322 657,097 100,00% Grand Total 19,334,976 20,143,582 23,248,230 21,415,160 22,539,224 23,768,825 10.99% General Fund 10.548.090 13.094.212 8.985.093 8,942,750 8,451,677 8.784A79 -1.77% Other Funds 8.786,887 7.049,371 14.263.138 12,472.400 14.087.547 14,984,346 20.14% Grand Total 19,334,977 20,143,583 23,248,231 21,415,150 22,539,224 23,768,825 10.99% Personnel Summary 45.00 45.00 44.00 43.00 33.00 34.00 1.D0 166 Administrative Services Adopted Budget - FY 2021122 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 2.684.571 3.662.512 3.533.578 3,822,457 3.062,559 3,434,282 -10.16% Salaries. Temporary 64,820 105.224 136.348 81,277 81,277 138.096 69.91% Salaries, Overtime 9.785 44.934 47.677 43,410 43.410 43,410 0 00% Leave Payouts 140.499 152.340 108,901 Benefits 1 584.576 2 115 560 2.274.166 2 176.253 2 176 253 1 145 216 -47.38% PERSONNEL SERVICES 4,494,251 6.080,570 6.100,670 6,123,397 5,363,499 4,761,004 -22.25% OPERATING EXPENSES Utilities 524.380 563,283 576.781 672.709 672,709 687.169 2.15% Equipment and Supplies 114.595 153,691 185405 117,343 112,426 117.343 0.00% Repairs and Maintenance 1,078,411 1,743,546 1.613.168 1 618.447 1.686,410 2.072,596 28.06% Conferences and Training 58.455 116,820 83,168 145.866 100.571 207.866 42.50% Professional Services 104.316 190,564 223.347 68.988 272.281 151.988 120.31% Other Contract Seances 154.862 250,599 144.344 124.000 171,781 122.000 -1.61% Rental Expense 4,255 Expense Allowances 55.822 69,575 58.004 72.000 72,000 72,000 0,00% Other Expenses 179 242 206 OPERATING EXPENSES 2,095 275 31 088 320 2,984,423 2,819 353 3 088,178 3,430 962 21 69% NON-OPERATING EXPENSES Transfers to Other Funds 3 968 564 3 925 322 592.513 100.00% NON-OPERATING EXPENSES 3,968,564 3,925,322 592,613 100.00% Total 10,548,090 13.094,212 8,985,093 8.942,750 8,451.677 8,784,479 1 -1.77% Personnel Summary 38.05 38.05 37.20 35.40 30.70 31.55 0.85 1�' Administrative Services Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries. Permanent 181.820 253,832 266,530 265,989 26,705 644,253 14221% Salaries, Temporary 11.816 31,173 26,327 Salaries, Overtime 563 1.607 2,342 3,000 3.000 3,000 0,00% Leave Payouts 15.431 10,976 Benefits 121 240 153.016 162 704 154 938 154.938 200.226 29.23% PERSONNEL SERVICES 33UN 460909 467904 423,111V 1 $47479 99,91% OPERATING EXPENSES Equipment and Supplies 2,935 2.891 7.489 4105 4,188 4,105 0.00% Repairs and Maintenance 2,543 80,000 100.00% Conferences and Training 2.283 10245 (193) 4 071 4,071 4,071 0.00% Professional Services 200,000 Other Contract Services 5,183 Expense Allowances 4.500 6.000 6.046 6 000 6 000 6.000 0.00°% OPERATING EXPENSES 14,901 19136 13,342 14,176 216JW K176 564 33% NON-OPERATING EXPENSES Transfers to Other Funds 111 146 100.00% NON-OPERATING EXPENSES 111,146 100.00% Total 345.769 469.741 471,246 438,103 401,445 1.052.801 140.31X Significant Changes Effective FY 2020/21, the Administrative Services Department was established. The Human Resources Department and the Information Services Department became divisions of the Administrative Services Department as part of the City's reorganization. The increase in Personnel Services is due to departmental restructuring initiated through the Separation Incentive Program, including the addition of the Director of Administrative Services and the Deputy Director of Adminrtrative Services positions. 168 Administrative Services Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Human Resources PERSONNEL SERVICES Salaries. Permanent 696,665 985,890 890,880 895,725 764.675 858 906 4.11% Salaries. Temporary 17.072 17,903 18,193 15,000 15,000 15.654 4 36% Salaries. Overtime 65 369 Leave Payouts 16 722 24,292 30,855 Benefits 408411, 550.738 587.346 526.079 526,079 307 585 41.53% PERSONNEL SERVICES 1,138,872 1 11IMS88 1 1 804 1,305,754 1,182,145 -17 72% OPERATING EXPENSES Utilities 119 Equipment and Supplies 18,958 24,487 42,207 35,000 30.000 35.000 0.00% Repairs and Maintenance 24,691 38,528 20,000 31,295 33,500 67 50°% Conferences and Training 48.929 79,430 55,849 108,795 63.500 170,795 56.99% Professional Services 91.194 116,774 142.327 46,000 49.293 129.000 180 43% Other Contract Services 52,445 70.623 65,796 94,000 133,000 92000 -2.13% Expense Allowances 3 911 5.100 1,442 6.000 6,000 6.000 0.00% OPERATING EXPENSES 216,437 321224 346,147 309795 313088 466,296 50.52% NON-OPERATING EXPENSES Transfers to Other Funds 3 968 564 3 925 322 148 178 100 00% N0114PERAT8i1O EXPENSES 3 968 664 3,925,322 140,178 100 00% Total 5,322,873 5,825,434 1,873,790 1,746,599 1,618,842 1,796,818 2.86X Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 169 Administrative Services Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Applications & Database Support PERSONNEL SERVICES Salaries, Permanent 1,155,055 1,424,318 1,497,007 1.673,054 1,428,443 955,291 -42.90% Salaries, Temporary 11,789 25,825 63.236 17,334 17,334 72,825 320,13% Salaries, Overtime 5.045 13,636 23,089 15,360 15,360 15,360 0.00% Leave Payouts 88 694 91,423 55,274 Benefits 635 506 788.269 875.316 931.948 931 948 302.556 -67.54% PERSONNEL SERVICES 11,896,1111111111 2,343,470 2,S13,922 2,637,696 2,393,066 1,346,032 -48.97% OPERATING EXPENSES Utilities 550 50o Equipment and Supplies 15,375 18,262 54,438 16.025 16.025 16,025 0.00% Repairs and Maintenance 635,947 1,110,120 955,283 978.675 1.011,320 1,054.512 7.75% Conferences and Training 5.196 16,986 25.343 23,000 23,000 23,000 0,00% Professional Services 13,122 4,535 81.020 22,988 22.988 22.988 0.00% Other Contract Services 15.260 52.928 49,297 8,781 Expense Allowances 4,050 5,400 5,441 Other Expenses 179 94 OPERATING EXPENSES 689.678 1.208,231 1,171,416 1,040,666 1,082, 7.29% NON-OPERATING EXPENSES T ,i`St,rs to i liner �u,1 164.839 100.00% NON-OPERATING EXPENSES 1 100 00% Total 2.585,767 3.551.701 3.685.338 3,678,384 3.475.199 2.627,396 -28.57% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program 170 Administrative Services Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From �Expencllture Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Infrastructure Systems PERSONNEL SERVICES Salaries. Permanent 651,032 998,472 879,160 98Z690 842.736 975,832 -1.20% Salaries. Temporary 24,143 30,323 28,591 48.943 48,943 49,617 1.38% Salaries. Overtime 4,178 29,627 21.878 25.050 25,050 25,050 0,00% Leave Payouts 19,652 25,648 22.772 Berer'e 419.417 623.537 648.800 563.287 563.287 234 849 10.55% PERSONNEL SERVICES 11,111111111M 1 707 E07 1 E01 1 070 11AWAIS 11,31111 -14.75% OPERATING EXPENSES Utilities 523,830 563,164 576,281 672.709 672,709 687.169 2,15% Equipment and Supplies 77.327 108,051 81,272 62,213 62,213 62213 0 00% Repairs and Maintenance 442,464 608.735 619,357 619.772 641.252 904,584 45 95% Conferences and Training 2.048 10.160 2,169 10.000 10,000 10,000 0 00% Other Contract Services 81,974 127.047 29.251 30,000 30.000 30.000 0.00% Rental Expense 4,255 Expense Allowances 43.361 53,075 45,074 60.000 60,000 60.000 0.00% Other Expenses 242 ill OPERATING EXPENSES 1,175,257 1,539,729 1,353,516 1,454,694 1,476,174 1 753,96E 20,57% NON-OPERATING EXPENSES Transfers to Ot-erF-nds 168 350 100.00% NON-0PERATING EXPENSES 168,350 t 00 00% Total 2,293,680 3,247,336 2,954,717 3.079,664 2,956,190 3.307,664 7.40% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363 6 million in Pension Obligation Bonds. Together. these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 202V22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 171 Administrative Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Change From Ex nditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year ELM Automation Fund i3m PERSONNEL SERVICES Salaries Permanent 74.586 102.066 105.627 105B38 105,638 105.643 0.00% Salaries Overtime 141 305 Benefits 31 135 61.613 64 426 62.837 62.837 38.853 -38A7% PERSONNEL SERVICES 1105,721 163,820 170,358 iews IM475 1 -14.23°% OPERATING EXPENSES Utilities 18.240 18 240 20 340 11,51% Repairs and Maintenance 54 310 241 000 189.820 244 486 244.486 245 152 0.27°% t05°% OPERATING EXPENSES Transfers to Othe• Funds 18.226 100.00°% NON-OPERATING EXPENSES 1i,226 100.00°% Total 160,031 404,820 360.176 431,201 431,201 428,214 -0.69% 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 2020121 FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00322 ELM Automation Fund 241 43:; .i74.063 426 645 360.000 36L 360.000 otal 241,433 374,063 426,645 360,000 360,000 360,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6130/2018 613012019 W30/2020 6/30/2021 Balance 6130/2022 Prior Year 00322 ELM Aulcri Funa 324 38' 293 630 360 C97 257 071 68.2'4 188 857 68,214) Total 324,387 293,630 360,097 257,071 68,214 188,967 14 172 Administrative Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020(21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Technology Fund 1323) OPERATING EXPENSES Equipment and Supplies 120.959 127 706 Repairs and Maintenance 46.630 64.146 Professional Services 27.934 100.066 OPERATWG EXPENSES 19S,S23 M 918 CAPITAL EXPENDITURES Software Capital 126 284 CAPITAL EXPENDITURES 126,284 Total 195,523 418,202 Significant Changes No significant changes FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00323 Technology Fund ' ?74 901 912 919 109.037 ota 1,874,901 Administrative Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Self Insurance Workers' Comp(5511 PERSONNEL SERVICES Salaries, Permanent 255.010 268.768 335.367 355.093 355.093 221,282 -37.68% Salaries. Temporary 6,301 14,240 Overtime 75 Leave Payouts (20,075) 15.730 22,350 Benefits 68.400 243.684 269 598 208.360 208.360 80.309 -61.46% PERSONNEL SERVICES 309,637 7 627 16 SUAN 563AN 301 M -46.47% OPERATING EXPENSES Utilities 7 Equipment and Supplies 1,664 2.285 1.508 3000 3,000 3,000 0.00% Conferences and Training 2.885 2,468 7,000 7.000 7.000 0.00% Professional Services 776.600 739,814 488.464 590,000 690,000 690,000 0,00% Other Contract Services 5,838 5,798 Claims Expenses 4.822,219 2.940,491 7,968,626 5,347,779 5,347,779 5,347,779 0.00% Insurance 252,282 342.685 364,598 300,632 300.832 455.000 51,35% Payments to Other Governments 156.006 277.018 301 178 241.714 241 714 241 714 0.00% Expense Allowances 7C4 1.437 421 OPERATING EXPENSES W2,369 4.3112ijIlM 6130 596 6,590,125 6.590,125 6,744,493 2 34% NON-OPERATING EXPENSES Transfers to Other Funds 38.176 100.00% Prior Period Adjustment -- - NON-OPERATBlG EXPENSES 38,594 38,176 100 00% Total 6,360,579 4,854,532 9,757.913 7,153.578 7,153,578 7.084,260 -0.97% Significant Changes C tyvnde changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together, these programs decreased the City s total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Ravanw Stowl Actual Actual Actual Adopted Revived Adopted Prior Year 00551 Self Insurance Workers'Co 8.333.314 7 822 413 7 771 902 7 153 578 7 153 578 - :63 164 109.586 Total 8,333,314 7.822,413 7.771.902 7,153,578 7,153,S78 7.263.164 109,686 Administrative Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Self Insurance General Liab (552f PERSONNEL SERVICES Salaries Permanent 96,579 131,323 67,685 146.778 146,778 47.425 -67.69% Leave Payouts 4,873 3,810 (29,584) Benefits 40.970 79.827 64,163 88.123 88123 13.770 -84.37% PERSONNEL SERVICES 14MU 214,960 1102,21114 234,902 234,902 61,195 -73.95% OPERATING EXPENSES Equipment and Supplies 1,014 305 3,029 2,275 2.275 2.275 0.00% Repairs and Maintenance 99,543 Conferences and Training 4,106 2,395 2,283 5.000 5.000 5.000 0.00% Professional Services 67,447 109,777 666,927 200,000 461,763 1.450.000 625 00% Other Contract Services 14,797 9.417 632 Claims Expenses (186.152) 11.857702) 1292.888) 912,000 912.000 912,000 0.00% Insurance 2.212.037 3 310 867 3 367.734 3 533.445 4 468 626 5.033.220 42 45% OPERATWO EXPENSES 2,113,M 1,575,058 3,847,260 4,651 S,6M 664 7AO2,4W 59 10% NON-OPERATING EXPENSES Transfers to Other Funds 8 182 100 00% Prior Period Adjustment 10 607 NON OPERATING EXPENSES 101607 8/82 100 00% Total 2,266,277 1,790,019 3,949,524 4,887,622 6,084,566 7,471,872 52.87% Significant Changes Citywide changes in Personnel Services lPermanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together these programs decreased the City s total number of funded positions. provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22. expenses related to the Pension Obligation Bands have been budgeted in the Transfers account Changes in Operating Expenses reflect increased general liability insurance premiums and additional cyber liability coverage FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change from Retiviriussummary Actual Actual Actual Adopted Revised Adopted Prior Year 50552 Self Insurance General Liat 4.960.267 5 272 607 5 2.323.691 4 750 000 2A26.309 Total 4,960,267 5,272,607 5,356,050 2,323,691 2,323,691 4,750,000 2,426,309 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund 8allr10a 6/30/2018 6/3012019 613012020 6/30/2021 Balance 6130/2022 Prior Year 00552 Self Insurance General Liar 14 - - . 4 15 641.915 11.881.041 2.721.872 9.159.169 (2,721,872) Total 14,695.984 15.105.634 15,641,915 11,881,041 2,721.872 9,159,169 (2,721,872) 175 Intentionally Left Blank - ,,w_ ... O 176 City of Huntington Beach Community Development Adopted - FY 2021/22 DwWor of Commurwy Development Depuq Dlect Cmmnry Do"Dlecb d CamaaaADONSTRATION Prrlopal Adn beEre Anaryat AOnarae ne Anayat cis Are"II Adn a smve Anstant Admnfaceew Saaemy(2) Office AasalWe II \, DEVELOPMENT SERVICES — COMMdWITY ENWVICEMENT II PLANNING: PERMIT[..OLINTER R ILDING fMSI C NF(]Rf FMFNT Planrong Manager Perm 6 Plan CMtlr Bu1d Ma Ma F- E[ONOMIC. rg Manage NOrrrq rr r Code E nbrcemN Swemwc, DEVEI OPMENT P.gpa Planner ),tanager Plan Clrcd Ergneer,11, Se)w Admnelwlve Sari Code Entwoornent Ecc c Devebpmere Senor Planner(2) Senor Permet Inapectn Super. Anatip Officer 12) Manage Aesp a Ramer 131 Te:nnoen)a) Pr.lopal Electnml Inpec" Ad",Vn h,.Aare Code Enbrmrrwe Officer II la) Propel Momaga Aesetall Planner(2) Prnopaf PA.mlong a Code Enbrmnwlt Officer 1(3) Mrnnlatraore Mernanlcal lnepetlp Code E rlbrm(Iwd TacMoan Secretary Bddog Inspector NVIII IBI 177 Community Development Department Descriptions i I 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: and 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. The Community Development Department is comprised of two primary areas: Development Services and Community Enhancement. Development Services is comprised of the following divisions: Planning, Building and Safety and the Permit Center. Community Enhancement is comprised of the Housing, Code Enforcement and Economic Development divisions. The Community Development Department strives to behave in a team- oriented way with humility, social 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 public. Administration Division The Administration Division provides back- end support to the department as well as front-end concierge service to the public l The day-today operations of the department are largely driven by the Administrative Division. Budgeting, payroll, evaluations, training, recruitments, communications, reports, contract administration, data analysis, forms, public notices, 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. 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. 178 Community Development Department Descriptions Planning Commission The Planning Commission is a quasi-judicial decision making body with authority over development proposals that require discretionary permits. Each City Council member makes an individual appointment to the Planning Commission. The Planning Commission meets twice a month. The City's budget accounts for the Planning Commission as its own separate division to account for meeting expenses as well as provide educational and conferencetworkshop opportunities L for Planning Commissioners Building & Permit Center t' t The Building and Permit Center Divisions are 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. A range 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. 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, i w_ c 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 Housing. Code Enforcement's responsibilities include evaluating private property against certain provisions of the Co'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. 11 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 �l support to grow their businesses. The City has engaged !!9 an industry cluster/workforce analysis to provide data to better understand clusters of industries and why Huntington Beach provides a competitive advantage to 7 " those industries and their supply chain. i Orange County Recycling Market DEVELOPMENT ZONE 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. 180 Community Development By the Numbers Administration Division • Coordinated 10 Planning Commission meetings, 15 Zoning Administrator meetings, and 4 Design Review Board meetings • Processed all legally required mailings and public notices-over 25,000 annually. • Mailed approximately 6,887 flood information brochures to properties in the floodplain. • Responded to approximately 150 average daily phones calls. Planning Division • Processed 170 entitlements in accord with the state-mandated Permit Streamlining Act plus 8 temporary sign permits, 27 temporary activity permits, 15 wireless permits, 34 flood letters. 40 zoning conformance letters, and 68 MyHB inquiries. • Conducted 54 public hearings at the Planning Commission at Zoning Administrator • Plan checked 1,618 plans for zoning compliance annually; process 214 over the counter plan checks; 179 grading plan checks, 25 landscaping plan checks; and process 98 address assignments. • Processed 76 Temporary Emergency Use Permits. Permit Center & Building Divisions • Provided customer service to 14,922 counter customers. • Answered over 164,800 phone inquiries. • Reviewed and approve 8,855 permits with a construction valuation of approx. $169,393,400. • Performed 538 over-the-counter building plan reviews. • Performed 861 large or complicated building plan reviews. • Performed 197 electronic plan reviews. • Processed 664 certificates of occupancy for new and change of business. • Scheduled and conduct 83 counter meetings/appointments. • Mailed approximately 2,759 permit notification letters and 961 permit reminder letters. • Responded to 346 Public Records Requests. • Customers scheduled 6,500 inspections online • Performed over 32,860 building, mechanical, plumbing, and certificate of occupancy inspections annually. • Completed 1,570 plumbing, mechanical, and electrical plan checks annually. • Completed over 678 NPDES inspections to ensure construction runoff standards and best management practices are met. • Conducted over 340 field meetings with developers, contractors, and business owners. • Conducted over 300 counter meetings/appointments with customers. • Issued 175 notices to stop work and obtain required permits. • Issued 447 photovoltaic permits, with associated plan checks and field inspections. t � a 181 Communi Develo ment By the Numbers Community Enhancement Division Responded to 14,900 phone calls, 800 walk-in inquiries, 14,760 e-mails, and 3.374 MyHB inquiries. • Initiated 3,246 proactive code enforcement cases per year to address code violations. • Conducted over 11,612 field inspections annually. Investigated 67%of complaints within 2 days. • Resolved code violations on average within 46 days. • Provided emergency rental assistance to 68 households through the Tenant Based Rental Assistance (TBRA) Program. Provided outreach services to 332 homeless individuals. • Provided English education to 114 adults through the Oak View Family Literacy Program. Assisted 239 at risk seniors with Care Management services. Provided assistance to 20 homeless youth through StandUp for Kids OC. • Provided 81 youth with after school programs through the Oak View Children's Bureau. • Constructed 133 new curb ramps. • Provided fair housing counseling services to 167 households through the Fair Housing Foundation. 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 2021/22 are presented below. FY 2019120 FY 2020121 FY 2021122 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 96% 92' 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 89% 86% 90% 20 business days Goal: 3 Process 90% of building. electrical, plumbing, Enhance and and mechanical permits in less than 45 minutes Maintain High Quality City Services Measure: of building, electrical, plumbing, and 95% 82% 89% 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 89% 87% 90% days Goal: 5. Receive and respond to 95% of citizen phone Enhance and inquiries within two business days Maintain High Quality City Services Measure: %of citizen phone inquiries responded to within 92% 88% 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 183 Community Development Accomplishments a Objectives FY 2020/21 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. • Launched Q-Less appointment system and mobile application. • Launched Accela electronic land management system with multi-department integration, instant status updates, application submittals, inspection scheduling, and historical records research. • Tested,trained,and developed step by step Process Manual for new electronic land management system, Accela. • Provided downloadable permits, plans, and correction lists. • Provided electronic plan reviews for 95% of projects submitted for Building, Electrical, Mechanical, and Plumbing plans. • Maintained service levels department-wide,despite building closures due to the COVID-19 pandemic and attrition throughout as a result of the citywide separation incentive. • Completed Zoning Text Amendments to establish a program to regulate and permit Group Homes and Short Tenn Rentals. • Commenced a comprehensive update to the City's certified Local Coastal Program through grant funding obtained from the state. • Commenced an update to the General Plan Housing Element for the 61P Cycle including holding one joint Planning Commission/City Council study session and one public workshop. • Applied for and received a $500,000 grant from the state to fund the Housing Element Update. • Smoothly transitioned to Virtual meetings for Planning Commission, Zoning Administrator, and Design Review Board without significant break in service. • Developed Temporary Emergency Use Permit process for outdoor restaurants and commercial business expansions within 1 week. • Held City Council public hearings on the Magnolia Tank Farm Specific Plan and EIR. • Assisted in drafting the City's appeal of the 6° Cycle RHNA allocation and submitted a timely appeal to SCAG. Presented the appeal on behalf of the City in conjunction with the City Attorney's office. • The Coastal Commission approved two Local Coastal Program amendments certifying various zoning text amendments, including the first two phases of the ZSO Update. previously approved by the City Council. • Other notable projects processed: Seacliff Senior Living Campus, Hebrew Academy Expansion, Georgia Townhomes, 311 17^Zoning Map Amendment, Stumpy's Hatchet House. • Provided dedicated inspectors to facilitate a timely construction process at: Boeing facility sales. Whole Foods Market, Pegasus School classrooms, Tripointe Homes (Franklin School site residential redevelopment project), Parkside Homes, and Lebard Park. • Successfully met AB2188 plan check review and inspection deadlines for 447 residential photovoltaic solar projects. • Successfully shutdown an illegal Medical Marijuana Dispensary(MMD)in a commercial zone. • Participated in a community cleanup event in the Oak View neighborhood. • Continued enforcement of illegal vendors throughout the City. • Code Enforcement Officers assisted with drive-thru food events at the Community Center. • Code Enforcement Officers conducted community outreach efforts to encourage participation in the 2020 U.S. Census. • Code Enforcement Officers assisted with flyer distribution for Q&A sessions regarding the Navigation Center. • Code Enforcement Officers participated in continued education via online classes and webinars from the California Association of Code Enforcement Officers (CACEO). Facilitated code amendment related to inoperable and abandoned vehicle violation. • Established a partnership with Huntington Beach Police Volunteers to assist with the removal of illegal signs on public property. • Creation of a Priority Response Pyramid for General Fund and CDBG Code Enforcement cases. Such pyramid outlined expected tum-around time for inspections with specific reported violations. • Enhanced documentation of case notes for all Code Enforcement investigations to include the Who,What. When, Where, Why, and How. 184 Community Development Accomplishments& Objectives • 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. • Coordinated efforts with the Public Nuisance Task Force to address nuisance properties with the cooperation of Police, Fire. Business License, Building, Planning, Public Works, and the City Attorney's Office. • Improved code enforcement efforts to resolve violations relating to short-term vacation rentals, unlicensed recover facilities, medical marijuana dispensaries, marijuana cultivation in industrial zones, and illegal open house signs. • Worked with the County to construct and open a 174-bed low barrier Navigation Center. • City Council approved the Affordable Housing Agreement with Jamboree Housing, which will provide 43 permanent supportive housing units. • Assisted in a multi-department effort to provide small business grants to struggling businesses in the City as a result of the COVID-19 pandemic. ::'MAL! AW i 1 : I r .�. 185 Community Development Accomplishments & Objectives FY 2021/22 Objectives Department Operations & Customer Service • Formulate and implement a dynamic department operations plan, in line with stale.county and citywide health and safety guidelines. that transitions through phases of reopening the economy. which prioritizes the safely 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 O-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, GIS Zoning Look-Up Tool) • Continue outreach to various community stakeholders through participation and staffing of City Council subcommittees and task forces • Develop online educational materials. helpful brochures, and reading pamphlets for the public via the websile, social media posts, and City newsletter. • Respond to 95 percent of citizen inquiries related to code enforcement within two days • Enhance Code Enforcement's cost recovery efforts working with the Finance Department and a partnership with Data Ticket. • Continue to collaborate with other organizations and agencies to better serve the community such as Legal Aid, Public Law Center, Fair Housing, etc. • 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 • Successful implementation of short-term rental (STIR) and group homes regulations Projects • Complete updates to the Municipal Code for noise through adoption by the City Council • Complete significant progress on the comprehensive update to the City certified Local Coastal Program • Submit the Magnolia Tank Farm Specific Plan to the Coastal Commission as a major Local Coastal Program Amendment. • Complete the 6'"Cycle Housing Element Update and obtain certification from the California Department of Housing and Community Development (HCD). • Complete housing related updates to the Zoning Code • Implement the newly established short term rental and group home permit programs. including ongoing compliance monitoring and enforcement 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. • Continue to implement the Department reorganization and ensure the successful transition and training of new and transferred employees • Resume cross-training of permitting staff to learn inspection services 186 Community Development Accomplishments & Objectives • 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 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. mentonng. timely performance evaluations and team building ELM/Accela • Continue implementation of the Enterprise Land Management System (Accela) and assist customers with signing up through the Accela Citizen Access (ACA) portal. Market ACA to the public for online records searches and submittal of code enforcement requests • Maintain customer service levels after launch of the new Accela Land Management System • Provide electronic signature capabilities for all permit and applications • Issue electronic job cards for all construction projects • Provide online reporting of construction complaints with availability to view inspections and status. • Transition to 100% electronic plan and application processing 187 Intentionally Left Blank , N 113 O V 188 Community Development Adopted Budget - FY 2021!22 Summary Charts DEPARTMENT Expenditures by Cate9ory Operating Expenses i%l han-Oprr,,u^g E�prmr♦ Personnel Servrzes 575, FY 2017118 Fr 201WO WNVW FY 2020121 FY 2020121 FY 2021132 Actual Actual Actual Adoplied RIwWd Adoplild Personnel Services 5 069.815 6858 166 7.341 836 8.346,812 8.018,569 7.341,353 Operating Expenses 1.717655 2,186,588 2,588.560 1,499.188 8.349,931 4.595.831 Captal Expenditures 546 995 1 963 732 249 989 96 019 N ,�-,,a. ,g Expenses 83 556 444 166 205 433 672 701 1 762 461 894 C 13 Total Expenditures by CallglM 7,419,020 11 882 10 817 10518700 18 980 12,11311,1197 Expenditures by Fund 00101 Speuf, Events 0% 843/12D9/1220/12 36 HOME program 14% D11100 General 00309 In-Eieu Fund Parking 71 Downtown 1% 01267 58 2 Reimbursement 4% D0239 CORG 6 FY 2017/18 FY 2018/19 Fr 2019120 FY 202012 Fund Actual Actual Ai Adopted Revised Ado tied 00100 General Fund 6.042 849 8 116 145 8.360.096 8 857 941 9 166 125 9 330.575 00101 Specific Events 36.322 14.853 25.948 50.000 50.000 50,000 84 3/1 2 09/1 22 0112 36 HOME Program 371,944 292.107 911,039 619,677 4.001.916 1.850.751 00308 In-Lieu Parking Downtown 497.817 38.000 38.000 60.000 00715 State Grants 700.000 01267 SB 2 Reimbursement 548.495 00239 CDBG 469.087 3029547 1 088 734 953 083 4 270 939 991.376 Total Expenditures by Fund 7,418,020 11,452,652 10,385.817 10,S18,700 18,226,980 12,831,197 Community Development Adopted Budget - FY 2021122 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 3.033.929 4.088,721 4,253,742 5,100,992 4,792,909 5.179.870 1.55% Salaries. Temporary 100,839 122,142 132,562 254.534 244.534 221.619 -12.93% Salaries.Overtime 50,488 29.286 30.628 72.700 72.700 114.609 57.65% Leave Payouts 95,986 110,544 140.773 Benefits 1 788.572 2.507.473 2.784 132 2 918 585 2.908.426 1.825.255 -37.46% PERSONNEL SERVICES - S,069,815 6,858,166 7,341,836 8,346,812 111,011111A9 7 1 -12,05% OPERATING EXPENSES Utilities 334 940 340 Equipment and Supplies 70,640 99,041 95.338 130.593 127,596 130.593 0.00% Repairs and Maintenance 7,200 4,288 656 24,400 24,400 64,400 163.93% Conferences and Training 18,307 29.187 34.877 52,400 50,900 52,400 0.00% Professional Services 924.824 1,229.814 1,122.636 667.957 6.793.163 3,658,561 447.72% Other Contract Services 137,364 223,254 212.724 274.000 319.826 155,677 -43.18% Contribution to Private Agency 45,000 40,000 65,000 60,638 80.000 80,000 31.93% Payments to Other Governments 502,081 506,543 1.037.307 265,000 929.646 430,DDO 62.26% Expense Allowances 11,906 16,109 19.681 24,200 24200 24200 0,00% Other Expenses 37.411 OPERATING EXPENSES 1.717,656 2,191111,511111 2,S88,560 1,41WW 6 931 4,1111KNI 206 55% CAPITAL EXPENDITURES Land Purchase 989.000 55 019 Improvements 546.995 974,732 249.989 Veh,cles 41 000 CAPITAL EXPENDITURES S46,99S 1,963,732 249,989 W019 NON-OPERATING EXPENSES Debt Service Expenses 6.906 4".166 Transfers to Other Funds 159.008 894 013 100.00% Loans Made 76 650 46,425 6'2 701 1 762 461 -100.00% NON-OPERATING EXPENSES 83,S66 444 166 2K433 672,701 1,762,461 894,013 32 90% Grand Total 7,418,020 11,462,652 10.385.817 10,518,700 18,226,990 12,831,197 21.98% General Fund 6.042.849 8,116.145 8,360,096 8.857.941 9.166.125 9,330,575 5 34 Other Funds 1,375,171 3,336,507 2025.722 1,660.760 9.060.855 3.500.622 110 78`/0 Grand Total 7,418.020 11.452,662 10.385.817 10,518,700 18.226.980 12,831.197 21.98% Personnel Summary 49,50 49.50 49,50 51.50 54,00 54.00 1 0.00 Community Development Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017118 FY 201 Bit 9 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,884,483 3.872235 4,010,483 4.828,578 4,551,373 4.990,413 3.35% Salaries,Temporary 69,534 71,988 95,722 169.534 159,534 171,619 1.23% Salaries, Overtime 20,348 14,285 11,629 27,700 27,700 27,700 0 00% Leave Payouts 95.986 110,544 140,161 Benefits 1.712 374 2.381.889 2.641.718 2 768 629 2.768,629 1 756.016 -36.57% 4.782.725 6,450,940 6,899,713 7,794,441 7,507,236 6.945 748 -10,89% OPERATING EXPENSES Utilities 334 94G 340 Equipment and Supplies 70,640 99.041 95,338 130,593 127.596 130,593 0 00% Repairs and Maintenance 7.200 4.288 656 24,400 24.400 64,400 163 93% Conferences and Training 18.307 29,101 34,877 52.400 50,900 52,400 0.00% Professional Services 899,639 1,193.463 978.115 527,907 1,026,948 1,003.407 90.07% Other Contract Services 85.355 155,583 146,746 139,000 184.826 83.500 -39.93% Payments to Other Governments 166,744 165.680 184.629 165,000 165,000 165.000 0 00% Expense Allowances 11,906 16,109 19.681 24.200 24,200 24.200 0.00% Other Expenses 1,000 OPERATING EXPENSES 1,260,124 1,665,205 1,460,383 1,063,500 1,603,870 1,323,500 43.25% CAPITAL EXPENSES Land Purchase 55 01'+ CAPITAL EXPENDITURES 55,019 NON-OPERATING EXPENSES Transfers tc Other Funds 861 327 100.00% NON-OPERATING EXPENSES $61 327 100.00% Total 6,042.849 8,116,145 8.360,096 8,857,941 9.166.125 9,330.575 5.34Y. Personnel Summary 45.17 45.17 45.17 46.67 49.52 49.521 0,00 Community Development Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual ted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries. Permanent 395,090 641 458 650,075 859.955 838.683 767.850 -10.71% Salaries. Temporary 8627 17 151 42,052 55,517 55.517 56.298 1,41% Salaries. Overtime 2.199 1536 2,357 3.300 3,300 3,300 0,00% Leave Payouts 1.001 4 444 6 666 Benefits 248.575 374180 409485 4-1829 471829 245067 -4806% PERSONNEL SERVICES 655,491 1,038,769 1,110,636 1,390,601 1.369,329 1,072.515 -22.87% OPERATING EXPENSES Equipment and Supplies 39 024 46 537 55.905 n4 931 64.934 64.931 0.00% Repairs and Maintenance 313 2.000 2.000 2.000 0 00% Conferences and Training 939 992 4.042 6,000 6.000 6,000 0 00% Professional Services 96.411 (242) 10.000 10.000 10.000 0,00% Other Contract Services 28 891 21.329 203 2000. 12.000 2000. 0.00% Expense Allowances 1 065 3.923 6 507 6.050 6.050 6.050 0.00% OPERATING EXPENSES 166,330 72,851 66,657 90 M 100,964 90"1 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 132 502 100.00% NON-OPERATING EXPENSES 132,502 100 00% Total 821,821 1.111.621 1.177,292 1,481,582 1,470,314 1,295,998 -12.53 Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together. these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. 192 Community Development Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Planning PERSONNEL SERVICES Salaries. Pern.„ .- 663.251 937,037 956,538 1,108.056 1.080,820 1.000.550 -9.70% Salaries. Temporary 25.000 15,000 25.000 0.00% Salaries Overtime 1.168 28 Leave Payouts 21.098 34,821 16.352 Benefits 404.012 567,024 593 082 613 725 613.725 324.122 -47,19% PERSONNEL SERVICES 1,089,528 1,538,882 1,5611,999 1,746,782 1,709,545 1349672 -22.73% OPERATING EXPENSES Equipment and Supplies t [65 1,675 229 5 700 5 700 5 700 0.00% Conferences and Training 6 761 8.161 11,345 10,000 10,000 10 000 0.00% Professional Services 379 500 448,052 406.598 151 000 347.864 151 000 0.00% Other Contract Services 16.013 23.282 24.224 23 500 23.500 23 500 0.00% OPERATING EXPENSES 411111,1170 4112,311111111 190,200 387 084 190,200 0 00% NON-OPERATING EXPENSES Transfers to Other Funds 172 647 100.00% 11110N-0PERATING EXPENSES 172 M7 100.00% Total 1493,092 2,020,051 2.008.396 1.936,982 2,096,608 1,712,519 11.59X Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. 193 Community Development Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2019/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Code Enforcement 3 Neighborhood Preservation PERSONNEL SERVICES Salaries. Permanent 262.941 280.862 382,426 576,685 562,563 752,573 30.50% Salaries, Temporary 13.783 8.503 12,214 13.517 13,517 13,947 3.18% Salaries. Overtime 3419 4,997 2.249 10.000 10,000 10,000 0.00% Leave Payouts 7,761 19.946 7,238 Benefits 137,495 185 058 237.646 352 566 352.566 290.857 -17.50% PERSONNEL SERVICES 42&M 499,366 641 774 952,769 939 646 1067 377 12,03% OPERATING EXPENSES Utilities 220.75 Equipment and Supplies 2.829 10,809 5.231 6.500 6,500 6.500 0.00% Repairs and Maintenance 2.400 2,400 2,400 0.00% Conferences and Training 1,805 629 1.299 4.000 4.000 4,000 0,00% Professional Services 61,298 8.426 9.000 10,249 209.000 2222.22% Other Contract Seances 2.904 12 096 OPERATING EXPENSES 4,635 72,735 18,081 21,900 35,24t 221,900 913 24% NON-OPERATING EXPENSES Transfer to Other Funds 100.00% NON-OPERATM EXPENSES 129,963 100 00% Total 430,032 572,101 659.855 974,668 973,891 1.419,240 45.61% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together. these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22 expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program 194 Community Development Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From ExpWWkure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Permit and Plan Check Services PERSONNEL SERVICES Salaries, Permanent 421,680 512.281 541,192 771,095 594,179 768,918 -0.28% Salaries, Temporary 18,443 22,643 2.278 28.000 28,000 28,874 3.12% Salaries. Overtime 4.718 4.319 1,364 5.100 5.100 5,100 0.00% Leave Payouts 18,824 9,271 5.838 Benefits 232.892 344.376 380.149 428.654 428.654 264.012 -38.41% PERSONNEL SERVICES 696,556 892,889 930,621 1,232,850 1,055,933 1,066,904 -13 46% OPERATING EXPENSES Equipment and Supplies 9,543 22.284 18,195 28,100 28,100 28.100 0.00% Conferences and Training 165 3.345 1.592 7,400 7,400 7,400 0,00% Professional Services 246,904 344,670 302.030 147,782 364,151 353.282 139.06% Other Contract Services 24,911 73,381 55.500 55.500 -100 00% Expense Allowances 4 050 3.141 5.441 6 050 6.050 6 050 0,00% OPERATWOEVEUM 260,662 3911,381 400,641 244632 461,201 3KW2 6127% NON-OPERATING EXPENSES Transfer to Other Funds 132.718 100.00% NON-OPERATING EXPENSES 132,718 100,00% Total 957,217 1.291,240 1.331,462 1,477,682 1.517,134 1,594,454 7.90% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-aver-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 195 Community Development Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019/19 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Inspection Services PERSONNEL SERVICES Salaries, Permanent 934,862 1,207,866 1233,976 1,308.697 1.276,138 1,078,618 -17,58% Salaries. Overtime 8.464 3,433 5.631 9,300 9,300 9,300 0.00% Leave Payouts 38.388 42,062 45.285 Benefits 574403 749.223 828.669 793.712 793.712 415.401 47,66% PERSONNEL SERVICES 1,558,117 2,002,584 2,113,S62 2,111,709 2,079,149 1,503,319 -28.81% OPERATING EXPENSES Util t,es 940 Equipment and Supplies 10.016 6.207 8,034 12.800 12.800 '2 800 0.00% Conferences and Training 3.044 7,640 8.660 8.000 8,000 8 000 0.00% Professional Services 14T080 260.625 185.963 60.000 137.810 130,000 116.67% Expense Allowances 4 050 5 400 5 441 6.050 6.050 6.050 100,00% OPERATING EXPENSES 164,190 280,812 208,098 86,850 164,880 156,850 80 60% NON-OPERATING EXPENSES Transfer to Other Funds 186 115 100.00% NON-OPERATING EXPENSES 186.115 100 00% Total 1,720,307 2,283,397 2,321.660 2.198.559 2,243,809 1.846,284 -16.02% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together these programs decreased the City s total number of funded positions provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 196 Community Development Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Planning Commission OPERATING EXPENSES Utilities Equipment and Supplies - 4 500 4 500 0.00% Conferences and ;rainin 14 500 14 500 0.00% OPERATING EXPENSES 5,11" 9,965 7,034 19,000 19,000 19,000 0.00% Total 5,846 9.965 7,034 19.000 19,000 19,000 0.00Y. Significant Changes No significant changes 197 Community Development Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Economic Development PERSONNEL SERVICES Salaries. Permanent 146,978 220.846 157.084 120,373 117.365 458,328 280 76% Salaries. Temporary 217 Salaries. Overtime 382 Leave Payouts 7B4 58.782 RI.,-,"'t 8C 744 120.763 141 091 62.574 62 574 165 200 164 01% PERSONNEL SERVICES ZMAM 341609 367173 1 179 240.83% OPERATING EXPENSES Ul.hues 334 Equipment and Supplies 5.793 8.558 5,349 4.962 4,962 4,962 0,00% Conferences and Training 1,892 329 2.844 1,000 1.000 1.000 0.00°% Professional Services 11.271 33.248 25,366 90.125 124.900 90,125 0.00% Other Contract Services 16,259 62.217 24.692 30 000 53,730 30.000 0.00% Expense Allowances 2,741 3.645 2 291 6.050 6.050 6.050 0,00% Other Expenses 1 000 OPERATING EXPENSES 38,289 108,996 60,542 132,137 190"2 132137 0.00% NON-OPERATING EXPENSES 145 100.00% NON-OPERATING EXPENSES 791" 100.00% Total 267,177 450.605 417,716 315,084 370,581 834,810 164.95X Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363 6 million in Pension Obligation Bonds Together. these programs decreased the C+ry s total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account 198 Community Development Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 20IN19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021f22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Housing PERSONNEL SERVICES Salaries, Permanent 25,231 39,491 44,179 36,486 35.574 103.035 182.39% Salaries, Temporary 28.681 23.691 38.961 47,500 47.500 47 500 0.00% Leave Payouts 8.129 Benefits 14 715 21.775 27.078 21.326 21,326 29 418 37.95% PERSONNEL SERVICES 76,756 94,958 110,218 105,312 1 179,963 70.88% OPERATING EXPENSES Equipment and Supplies 1.013 575 3,000 3.000 0.00% Repairs and Maintenance 656 Conferences and Training 1,500 1.500 0,00% Professional Services 18474 31.907 49.732 60.000 32,381 60,000 0.00% Other Contract Services 1.444 4,424 Payments to Other Governments 166 744 165 680 184 629 165.000 165,000 165.000 0,00% OPERATING EXPENSES 185,218 201 240.016 229,500 197,381 229 600 0.00% CAPITAL EXPENSES Lana Purchase 55 019 CAPITAL EXPENDITURES 55,019 NON-OPERATING EXPENSES Transfers to Other f..- 17 776 100.00% NON-OPERATING EXPENSES 17,776 100.00% Total 261,974 285,001 350,234 334,812 356.800 427.229 27.60N. Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together. these programs decreased the City s total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account 199 Community Development Adopted Budget- FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Ocean View Estates PERSONNEL SERVICES Salaries. Permanent 34 451 32.394 45,013 47,231 46,050 60.541 28.18% Benefits 19.539 19,489 24,518 24,243 24243 21.939 -9.50% PERSONNEL SERVIM Am 5i'm 61111AM rIA74 711111 82AN 15.40% OPERATING EXPENSES Equipment and Supplies 100 100 100 0.00% Repairs and Maintenance 7200 3 975 20.000 20.000 60.000 200.00% Pro'essional Services 13.906 14061 Other Contract Services 24.191 22.401 16,918 28,000 28 000 28 000 0.00% OPERATING EXPENSES 31,391 40,282 1116,11ris AMIN 47,604 88,100 83 16% NON-OPERATING EXPENSES Transfers to Other Iunds 10 461 100.00% NON-OPERATING EXPENSES 10,461 100.00% Total 85,381 92,165 86.449 119,574 117,988 181,041 5 AI% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds. Together, these programs decreased the City total number of funded positions, provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Pr ram 200 Community Development Adopted Budget • FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Objed Account Actual Actual Actual Adopted Revised Adopted Prior Year Specific Events(1G11 PERSONNEL SERVICES Salaries, Permanent 5,941 803 2.291 Salaries. Temporary 406 322 1,406 Salaries. Overtime 25.248 11,864 18,790 45.000 45.000 50000 11.11% Benef=15 4 72' 1.864 3.287 PERSONNEL SERVICES 36,322 14963 25,TT4 45,000 45,000 50,000 1111% OPERATING EXPENSES Other Contract Services 174 5 000 5.000 -100.00% OPERATING EXPENSES 174 5,000 5,000 -100.00% Total 36,322 14,853 25,948 50.000 50,000 50,000 0.00% Significant Changes This fund accounts for film permit issuance, which includes revenue associated with permit applications. and cover the costs for filming fees, site fees, parking fees, and overtime fees. The overtime appropriation of$50.000 covers overtime costs incurred by the Police Department and the Marine Safety Division of the Fire Department FY 2017/18 FY 2018119 FY 201 FY 2020/21 FY 2020121 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00101 Specific Events 40 049 132 539 37 246 60 000 60 coo 50 coo (10.000) Total 40,049 132,539 37.246 60,t100 60,000 50,000 (10,000) 201 Community Development Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017MB FY 2019/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Community Development Block Grant(218s39.2418.81a,859- 861,863, 1208.1219,1235) PERSONNEL SERVICES Sa.anes Permanent 126,666 196.353 225,052 248,194 217 317 189 457 -23.67% Salaries. Temporary 30.900 49.832 35,433 85.000 85 000 50 000 -41.18% Salaries, Overtime 4,892 3.137 210 36 909 100 00% Leave Payouts 612 Benefits 65.800 111.892 128,198 137.200 127.040 69,239 49.53% PERSONNEL SERVICES 228,257 361AIS 389 4 396 429,367 341kON -26.53% OPERATING EXPENSES Professional Services 11.088 36,351 83,003 112,050 3.410,582 225.908 101.61% Other Contract Services 44.439 67.671 65.804 120,000 120.000 42 177 -64.85% Contribution to Private Agency 45,000 40,000 65,000 60.638 80.000 80.000 31.93% Payments to Other Governments 80,000 30,000 100,000 100.000 265.000 165.00% Other Expense 36,411 OPERATING EXPENSES 100,527 260434 243,807 392,688 3,710,582 613,085 56A3% CAPITAL EXPENDITURES Land Purchase 989.000 Improvements 56,747 974.732 249,989 Vehicles 41 00C CAPITAL EXPENDITURES 56,747 1,963,732 NO 41000 NON-OPERATING EXPENSES Debt Service Expenses 6,906 444.166 Transfers to Other Funds 159 008 32.686 100 00% Loans Made -6 650 46 425 90.000 90 000 -100.00% NON-OPERATING EXPENSES 81 444,166 20S,433 90000 90,000 32,688 1 -63,68% Total 469.087 3.029,547 1,088.734 953,083 4,270.939 991,376 4.02X Significant Changes The FY 2021/22 Community Development Block Grant (CDBG) from the Federal Department of Housing and Urban Development (HUD) is $1,238,214. A total of $246.838 in CDBG expenditures can be found in the Community 8 Library Services ($43,555) and Public Works($203,283)Departments' Other Funds sections The total expenses are inclusive of the City's personnel cost associated with managing the program, including costs for Professional Services consultants to assist with program managment and adherence to HUD requirements 202 Community Development Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Block Grant 1215,239,815,854.859. B 861.863.962. 1208,1219.1235) (continued) FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00215 Rehabilitation Loans 105.942 3,67,334 805.417 00239 CDBG' 322,990 1,075,969 915,450 697,224 1,476,477 991.376 (485.101) 00248 CDBG CARES Funding 2,159,775 00860 CDBG 09/10 31,159 00863 CDBG 13/14 31,521 665 36.346 01208 CDBG 14115 3,830 01235 CDBG 16/17 11.088 15,424 'The remaining numnue of$246 838 can be/ounct in the Cornmunrty d Library and Pubic Works Other Fur),r Total 502,699 1,463,223 1,767, 12 697,224 3,636,252 991,376 (486,101) 203 Community Development Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year HOME Program (24o,s43 8",also 852.854, 1209.1220,1236) PERSONNEL SERVICES Salaries Permanent 16.839 19.330 15.915 24.220 24 220 -100,00% Be�e'7e 5 671 11.828 10.929 12.756 12 756 -100.00% PERSONNEL SERVICES 22,510 31 19S 979 3ill -100 00% OPERATING EXPENSES Conferences and Training 86 Professional Services 14,097 1.627.633 1,850,751 100.00% Payments to Other Governments 335.337 260 863 - - 664.846 OPERATING EXPENSES 349,434 260,949 894,195 2,292,479 1,960 791 100 00% NON-OPERATING EXPENSES L rues Midi, 582.701 1 672 461 -100 00% NON-OPERATING EXPENSES NZ701 1,g2,461 -100 0086 Total 371.944 292.107 911,039 619,677 4.001.916 1,850,751 198.66•Lb Significant Changes HOME funds are being used for three Tenant Based Rental Assistance (TBRA) Programs. Affordable Hoosing Pro)ects mobile crisis response for homeless individuals, as well as administration costs. FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change from Raoanua Summairy Actual Actual Actual Adopted Ravish Adopted Prior Year 00240 HOME Program 22,510 89.463 560.137 619,677 3 979.470 1.850.751 (2,128.719) 00843 HOME Program 13114 99,556 9.137 00854 HOME Program 06/07 1.591.189 01209 HOME Program 14115 77,328 2.378 01220 HOME Program 15116 170,551 69,506 148,678 01236 HOME Program 16l17 2 000 54 892 247 451 371,944 225.375 2,547,456 619,677 3,979,470 1.850.751 1 (2,128,719) Community Development Adopted Budget-FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Parking In-Lieu (308) OPERATING EXPENSES Professional Services 28.000 28,000 30.000 7 14% Other Contract Serv,ces 7 565 10.000 10.000 30.000 200.00% OPERATING EXPENSES 7,669 38,000 38,000 60 OM 57.89% CAPITAL EXPENDITURES Improvements 490 248 CAPITAL EXPENDITURES 490,248 Total 497,817 38,000 38,000 60,000 57.89% Significant Changes Parking In-Lieu fees are collected as development occurs in the City 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 2017/18 FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Changefrom Rnwrttte Actual Actual Actual Adopted Revised Adopted Prior Year 00308 In-Lieu Parking Downtown 3 200 67.743 18.336 38 0;C 38 000 66 639 28.639 Total 3,200 67,743 18,336 38,000 38,000 66,639 28,640 205 Community Development Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations and Other Grants OPERATING EXPENSES Professional Sen,(,.s 700.000 548.495 100.00°/a OPERATING EXPENSES 700,000 548.495 100.DO% Total 700.000 548,495 100.00% Significant Changes The City will be receiving S3 29 million in SIB 2 funds over the next five years. This funding has been earmarked for homeless navigation center operations FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020M FY 2021122 Change from Rwenue Swill Actual Actual Actual Adopted Rilri AdepW Prior Year 00715 State Grants 700.000 (700.000) 01267 SIB 2 Reimbursement 548 495 548.495 Total 700.000 548,495 (151,505) 206 City of Huntington Beach Community & Library Services Adopted — FY 2021/22 Direclor of Community&Library Services De"Dwlw of Ci,m unity&LCrary Senlma QUiNISIB&LOY AOn,,n,vmve A *st Senor AomakaVaave Awlatant AAmatl Waeve Senetwy I CI� FACILITIES 8 EVENTS PROGRAMS 8 SERVICES LIBRARY&CLITORAL SERVCES i, Community Sencee Manger Community Serves Manger C�lty Sancta Manama PARKIN .A rA MNr3 Community Senlcae%cmafon Specakat C k T I ni cc RVICFS SuDavaa Parkg&Campng Faoi a Seraor Supenmr Cultural Affam Parkg&Campng Crewka0n SENIOR SERVICES Community Se cm Recmatlon Specalst Pakg&Campng Leailiwkar Senor Supervaor Mahan Serwces Pwkrtg&Camping Aratam OfRm Aaistatt II 1 IRRAR,Y SFR VICES $opal Serveee Supervisor Prnopal LAranai PARMNGMEgBS Vdunleer Samosa Coorenator Aom✓I Vmtive Ass and Pakag&Campng Lealtwmker Senior Sambas Transponanon Co dnetor Volunteer SeNl Co dpr ila Pakrng Meter RWw Wo km(2) Senior Servlms Ammant Lrora y Speoalet Me O Serw m Speoget SPECIE EVENTS SENIOR RFCREATION Comrrurvty Serves Recreation Sups o, Comvaruty Sencea Rxleatton Supervisor YODTH A FAMI Y PROORAMMINC Ccrnnnity Sencs Reclam" Spec014 Comnunty Sencs Rile~Speclsta(2, SERVISFS Senor Lib~ FACILITY WNTA1S CITY r.Y A POOL Lerman(2) Community Sencs RscrreWort Specabst Community Saws fiClea(Wt Supervisor LWary Senl Clak(2) Comntrnly Sencm Reneaton Specailst FACII ITV A rONEF SSION AGRFFUFNTS p I I I & AMM LAITY OUTREAC nISON r.CfAMUNITY CENTER SFRVICFS ._— - - Community S mcm Rmm,iiion Supevisor Senior LEra (21 Commrn y Sarvcm Recleaeon Specwkst LCranan(2) Lteracy Program Speoaka 12) MLIRDY CCMUUtATY CENTER Ll MV Speaalat Community Sencm Ri minion Supawsor Library Servlme Clak(2 50) Com+muwy sines PxMaton SpecaYs TFCNNOL[Y:VBSIIPPnRT CFRVI S Senor L&emn Lorary$mime Clak Senor LDrary SpecohN(75) AmountintI Techvoan II(21 207 Community & Library Services Department Descriptions The mission statement of the Community & Library Services Department is to 'provide outstanding programs, services and facilities that enhance and enrich the lives of our residents and visitors"and to-welcome, empower, and enrich our community by providing innovative and traditional library services that inspire and encourage transformation and growth." The Community&Library Services Department carries out this mission by providing a full spectrum of year-round and seasonal recreational, cultural, human, and library 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 off-street parking lots, the Main Promenade Parking Structure, and all on-street metered parking throughout the City. The Department participates on 20 boards, commissions, task forces, and community groups. Traditional Library Services continue to provide seniors, children, and students a took and information rich environment, while our literacy programs and online presence use evolving tools to help users change their (and our)future. 1 � r♦1 1, Administration, Parks & Development Division Administration oversees and supports the functions of the Department's seven 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 is another function within the Administration Division and includes working with various departments on the design, rehabilitation and construction of new development projects in City parks and beaches, as well as recreational and library 3�. facilities. Responsibilities also include authoring and managing various grants and public/private partnerships to fund these projects. This function is responsible for updating the Parks& Recreation Master Plan. 208 Community & Library Services Department Descriptions Facilities & Events Division This Division oversees the mufti-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 as the beach special event permitting process. The Division oversees facility agreements in City parks and - beaches, and participates in the planning of all park- concession related activities. The Division is also responsible for the oversight of the Huntington Central Park(HCP)Sports Complex, Adventure Playground, as well as Clubhouse and Library facility rentals. T Additionally, this Division includes both the Parking/Camping and Parking Meter sections. 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 & Services Division This Division is responsible for planning, coordinating, and staffing the City's recreation and human services programs. The Recreation section of this Division manages and operates the Murdy and Edison Community Centers, as well as the City Gym and Pool. In addition, Recreation is also responsible for programming rental uses at the Senior Center in Central Park. Recreation programs are available through the SANDS Recreation, Community and Library Services Guide and can R be found online at hbsands.org. Programs include year- round activities such as instructional classes; adult, youth, t and peewee sports; aquatics, 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 summer sports programs and Camp HB. Senior Services liaises with the Huntington Beach Council on Aging (COA)and oversees the operation of the Senior Center in Central Park,as well as the management and development 7 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. 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. 209 Community & Library Services Department Descriptions Library & Cultural Services Division Library and Cultural Services is responsible for the operation of Huntington Central Library located in Huntington Central Park and four branches(Main Street, Oak View, Banning, and Helen Murphy), as well as the Huntington Beach Art Center, This Division serves as the liaison to the City Council appointed Library Board, various library affiliated community groups, as well as the Art Center Foundation. Library Services includes Youth Services and Family Programming, Public Services and Community Outreach, Literacy Services, as well as Technology and Support Services Youth Services and Family Programming offers monthly, seasonal, and year-long reading programs for children and teens. 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. Public Services and Community Outreach is responsible for all customer service functions of the Huntington Beach Public Library, including research and information services. Literacy Services held at Central and Oak View Libraries train community volunteers to help adults transform their lives by learning to read, write. and speak English more effectively. Technology and Support Services oversees the acquisition and circulation of materials, administers technology including databases and virtual services, and runs the Central Library's Makerspace. Cultural Services coordinates art programming, including the annual Centered-on-the-Center community exhibition, as well as juried and non-juned exhibitions. The Art Center also provides a variety of instructional classes for children and adults, as well as summer day camps. o ' ° CEMFR ON TH CENT 210 Community & Library Services Ongoing Activities & Projects Administration, Parks & Development Division •' Provide support to City Council and the City Manager's Office. including implementing City Council policies and ` responding to citizen inquiries and other public follow-up as needed. • Manage the Department, providing oversight, planning, budget preparation, and clerical support. Implement the Citywide Strategic Planning Objectives, as well as the goals and objectives of the Department. • Serve as Manager/Staff Liaison to the Community Services i ' 1 Commission. • Liaise with City boards, commissions, task forces, I t committees, foundations, and other community groups. J0 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. • Prepare Capital Improvement Program (CIP) park project submissions. • Prepare grant applications and monitor funds. Facilities & Events Division • Manage park use issues. • Coordinate clubhouse and library facility room and theater rentals and maintenance. • Manage concession agreements in City parks, beaches, and Meadowlark Golf Course. • Oversee citywide Special and Specific events. • Operate and manage the beach and Pier Plaza parking lots, Main Promenade Parking Structure (MPPS). and Sunset Vista RV Campground. • Oversee contracted management of the the HCP Sports Complex including eight softball 1 fields, four artificial turf soccer fields, batting cages and a team room. • Collect revenue from the south beach attended lots. Pier Plaza, MPPS, Sports s Complex, Bluff Top Lots, Warner Fire Station, and all metered spaces throughout the City. r. • Manage MOU's with HB Community Garden, HB Historical Society. 211 Community & Library Services Ongoing Activities & Projects Programs & 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 Recreation, Community & Library Services Guide both online and in print to approximately 80,000 households. Provide senior programs, including volunteer coordination, recreation, fitness, transportation, case management, and nutrition. • Oversee Oak View Center licensee. Provide youth, adult, and special needs sports programs. Library & Cultural Services Division Collaborate with various library support groups and charitable organizations in their �> AOL 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. • 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 • Support and coordinate activities associated with the new Veteran's Resource Center at the Central Library. • Manage the print and electronic collection by ordering, cataloging, processing, and weeding materials. • Support public computing via computer labs, intemet 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. • Program art camps, art classes, and special exhibitions and programs at the Huntington Beach Art Center. 212 Community & Library Services Performance Measures With the reorganization of the Department and the merge between the former Community Services Department and the Library Services Department, new goals and objectives have been developed as listed below FY 2019120 FY 2020/21 FY 2021/22 Strategic Plan ACTUAL ACTUAL ADOPTED Goal FACILTIES & EVENTS Goal: 1 Perform a minimum of 30 field 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 Perform audits of meter revenue on a quarterly Strengthen Long- basis Term Financial and Economic Measure: Sustainability #of audits performed NIA N/A 4 Goal: 3. Process a minimum of 70 Specific Event permits Enhance and and 100 Special Event permits annually Maintain High Quality City Measure: Services #of Specific Event/Special Event Permits N/A N/A 701100 LIBRARY&CULTURAL SERVICES Goal- 4 Provide youth engagement opportunities through Enhance and online and in-person story times and programming Maintain High Quality City Services Measure: #of participants in children programs and events NIA N/A 10.000 Goal- 5 Present one new instructional arts class per Enhance and season in the SANDS Program Guide Maintain High Quality City Services Measure: #of new classes presented in the SANDS Program N/A N/A 4 Guide each season Goal: 6. Provide library materials to enrich the community Enhance and by circulating books. media and digital content. Maintain High Quality City Services Measure: #of items circulated 725.000" 725,000" 1.000,00011' 213 Community & Library .Services Performance Measures FY 2019M FY 2020121 FY 2021122 Stratil Plan ACTUAL ACTUAL ADOPTED Goal PROGRAMS & SERVICES Goal: 7. Coordinate a minimum of two (2) community Enhance and special events per year. Maintain High Quality City Services Measure: #of coordinated special events N/A N/A 2 Goal: B. Offer six (6) new online or outdoor Gasses Enhance and annually. Maintain High Quality City Services Measure: #of new classes offered. N/A NIA 6 Goal: 9. Recruit and train new volunteers to enhance Enhance and programs and service delivery Maintain High Quality City Services Measure: #of volunteers N/A N/A 200 Numbers are significantly lower due to COVID-19 Emergency Numbers are preliminary and depend on continue_ d COVID-19 Emergency impact Accomplishments& Objectives FY 2020/21 Accomplishments (with COVID-19 Stay-At-Home Order issued 3/19/20) Administration Division • Merged the Library Services Department with Community Services as part of the FY 2020/21 Reorganization Plan in response to COVID-19 and the City's Separation Incentive Program. • Reorganized the Community and Library Services Department to include three operating divisions, including Facilities and Events. Programs and Services, and Library and Cultural Services with a total of 60.25 full-time employees. • 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 an expanded senior meals partnership with the Greater Huntington Beach Interfaith Council for at-nsk seniors. • Awarded$178,000 in Proposition 68 Per Capita funding for Sun View Playground Equipment improvements as part of the Statewide Park Development and Community Revitalization Program. • Submitted a Proposition 68 Competitive grant application for Carr Park to address accessibility issues throughout the park with new walkways, ADA compliant picnic tables, and new themed play equipment as part of the Statewide Park Development and Community Revitalization Program. • Completed construction of the 4' new restroom building in Huntington Central Park and initiated construction of the 5' restroom in partnership with Public Works. • Completed Edison Community Center interior improvements in partnership with Public Works. • Completed playground improvements at Bushard, Circle View, Huntington Central, LeBard, and Schroeder Parks. • Completed design of the Bluff Top Park guardrail and pathway improvements in partnership with Public Works. • Completed the installation of new fencing at the Newland House, as well as pool and interior gym upgrades to the City Gym and Pool. • Initiated construction for Lake Park improvements in partnership with Public Works. 214 Community & Library Services Accomplishments & Objectives • Initiated conceptual design plans for Edison Park improvements. • Completed bid award of the Rodgers Seniors' Center Site Redevelopment in partnership with Public Works. • Initiated the five-year update of the Parks and Recreation Master Plan. Facilities & Events Division • Provided parking for 790,000 vehicles at beach lots and the Main Promenade Parking Structure. • Provided over 2,760,000 of paid parking at smart meters and pay stations. • Issued a Request for Proposals and successfully replaced a total of 808 on-street, smart meters with the latest 4G and NFC technologies. • Upgraded beach parking pay stations to 4G modems for faster customer transactions. • Completed an overhaul of beach and parking lot municipal codes in collaboration with Marine Safety and the Police Department to give our law enforcement partners the tools necessary to ensure safety and compliance. • Completed a Request for Proposals and successfully selected two contractors tasked with the responsibility of managing the City's 4' of July Celebration in partnership with the Fourth of July Executive Board. • Initiated a Request for Proposals for contracting the operation of the Huntington Central Park Sports Complex, including leagues. tournaments, and field maintenance. Programs & Services Division • Working with the Ad Hoc Public Art Review Committee appointed by former Mayor Lyn Semeta, staff completed a Request for Proposals and successfully selected an artist for the installation of an art piece in Huntington Central Park scheduled to be completed by the end of 2021. • Received the Innovation Award from the California Parks and Recreation Society for identifying and implementing aquatics programming strategies during COVID-19. • Hosted rededication ceremonies marking the completion of interior improvements at both Murdy and Edison Community Centers. • Managed over 12,000 volunteer hours in support of Senior Services programs valued at nearly $350,000. • Initiated the release of a Request for Proposals for stand-up paddle boarding/kayaking and commercial harbor tours on a pilot basis. • Negotiated a new agreement with Orange Coast Medical Center for the provision of care management services. • Awarded a grant of$50,000 from Hoag Memorial Hospital Presbyterian for the City's ongoing Surf City Seniors on the Go transportation program. • Partnered with the HB Fire Department, local hospitals and community groups in scheduling over 950 senior citizens for COVID-19 vaccinations. • Partnered with the Police Department in coordinating a new citywide Dog Walker Watch program to reduce potentially suspicious activity in the community. • Delivered almost 100,000 meals to seniors through the Home Delivered Meals(HDM)program. • Distributed approximately 70,000 lunches as part of the congregate meal drive-thru program due to COVID-19. • Logged nearly 10,000 free senior transportation trips. • Hosted two first-of-its-kind drive-in concerts at the Senior Center in Central Park. • Reimagined the Worthy Park Pumpkin Party and Breakfast with Santa events into a drive-thru format in response to COVID-19 guidelines. Library & Cultural Services Division • Completed three capital improvement projects in partnership with Public Works and Information Services, inGuding meeting room renovations, alarm system replacement, and Huntington Central Library's wayfinding signage project. • Completed the Library Facilities Master Plan which evaluates projected library capital and operating needs over the next 20 years. • Moved Literacy Services to an online format via Zoom, including tutoring, classes, and events, including supporting 186 learners matched with 130 tutors. • Awarded multiple state and community grants for literacy staffing and materials. 215 Community & Library Services Accomplishments & Objectives • Completed the Local Services&Technology Act(LSTA)Makerspace Grant and held 30 virtual Makerspace events and programs with 475 registrants. • Held 30 Learn and Make Virtual Makerspace Events with 474 registrations to instruct patrons on the use of Makerspace software and equipment. • Offered multiple virtual reading programs with almost 1,500 participants. • Distributed nearly 3,500 activity kits for children ages 0-17. • Initiated and provided curbside holds pick-up service at Central Library and all four Branch locations, with Grab& Go Services at Huntington Central Library to accommodate customers during COVID-19. • Averaged 30,000 items circulated per month through curbside services. • Hosted two virtual exhibitions, including "Centered on the Center"and"Creativity,"generating approximately 450 works of art by over 400 artists. FY 2021122 Objectives Administration Division • Continue increased collaboration with State of Caldomia 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. • Complete the merge of the Community Services and Library Services Departments as part of the FY 2020/21 Separation Incentive Program. • 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 & Acquisition • Complete the Bluff Top Park guardrail, pathway, turf widening improvements per the FY 2021/22 CIP. • Complete construction of the 6' and final restroom replacement in Huntington Central Park. • Complete construction of the Rodgers Seniors' Center Site Redevelopment. Begin construction on the Edison Park Reconfiguration project. • Complete the Marina Park Master Plan Reconfiguration project. • Complete construction of the Harbor View Clubhouse Rehabilitation and Reconfiguration. • Complete rehabilitation of LeBard Bark tennis courts. • Complete reconfiguration of Huntington Central Park Disc Golf Course. Facilities & Events 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. • Purchase and install new pay stations with advance technology. • Research and make recommendations for dynamic parking and camping fees. • Research and study the implementation of new technology for revenue collection at south beach attended parking lots. • Continue expanding the use of electronic pass capture from the Beach Boulevard gate to all attended parking lot gates. • Collaborate with other departments to better serve the community in regards to customer service and safety. • Oversee the transition associated with contracting the operation of the Huntington Central Park Sports Complex. • Oversee the management of concession leases on park and beach property. 216 Community & Library Services Accomplishments & Objectives Programs & 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 and Senior Services to ensure appropriate quantities of congregate and home-delivered meals are maintained for older adults in need. • Collaborate with health care providers and stakeholders to assist seniors remain independent. • Train 50 residents for the Dog Walker Watch program. • Develop, implement and evaluate strategies to reduce homeless activity in parks. • Develop and implement a marketing plan for each of the four seasons. • Expand opportunities for drop-in pickle ball play at two City properties. Library & Cultural Services Division • Enhance and support a diverse schedule of programs and learning opportunities for the community. • Increase access for Huntington Beach students to Library and Cultural Services programs. • Expand learning opportunities for adult learners through Literacy Services programs. • Expand social media engagement within our community to promote Library and Cultural Services. • Pursue grants and fundraising opportunities to support and enhance Library and Cultural Services. • Recruit new arts program teachers through the California Arts Council and Arts Orange County. • Increase membership in the Huntington Beach Art Center by conducting membership drives during the 2n° and 4' quarters. • Finalize the draft Memorandum of Understanding with the Huntington Beach Art Center Foundation. 217 Intentionally Left Blank • N 1I3 O v 218 Community & Library Services Adopted Budget - FY 2021/22 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 20% Capdal Expenditures 22% Non Operatirg Expenses 7N personnel ser,Kes FY 2017118 FY 201$/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Ez Mull Actual Actual Adopted Rowlsed Adopted Personnel Services T897,210 10,631.737 10.560.931 11.240.569 11,541,142 9,813.542 Operating Expenses 3.201,730 4.561.714 4.216.309 3,912,726 4,708.902 3,843,241 Capital Expenditures 1 412,908 1,947.121 4.069,536 5.662.980 10,207,612 4.310,440 Non-Operating Expenses 442 881 442 881 442 881 442 881 442 881 1 263.945 Total FxPWMWM by CMDOMY 12,W729 17 19,MAT 21 166 26 7 19,231,166, Expenditures by Fund 00101 specific Events 3% Donations 8 Grants 2% 00226 Quimby Fund 1% 00100 Genital Fund 71% 00229 park Dev Impact Residential 20% other,Funds 3% Fond 00236 mores,,, j,,;,,,.. ,,.. .,....., .. -,.. FY 2017118 FY 2019119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Fill" ACU M AcpW Actual Adopled RwAwd Adopted 00100 General Fund 9.953,289 13.188.542 12,734,747 13,697.801 13.374.159 13.541.325 00101 Specific Events 307,813 611.438 519,610 652,500 652,500 643.500 Donations&Grants 896,584 1.110,874 1,197,918 267,872 1,635.610 456,771 209 Park Acquisition&Development 341,457 220,521 3.980 3,980 00226 Quimby Fund 349,072 62,364 1,202.784 591.333 1,781.630 260.000 00228 Park Dev Impact Residential 416,864 1,312,625 2,949.744 5.098,370 8,003,522 3.776.370 00236 Public Art in Parks 300.000 35,000 Other Funds 689 649 1 077 090 684 854 947.300 1 149 137 518,202 Total Expeiridthares by Fund 12 954,728 17,583 453 19,269 657 21 259,156 26,90Q537 19 )19 Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 3,522.628 4,575.004 4,342,414 4,981,735 5.025.901 4,758.123 -4,49% Salaries. Temporary 1.588.697 2.250.058 2.262.037 2,323,086 2.623.262 2,422.618 4 28% Salaries. Overtime 264,459 608,152 526.604 692.422 640.470 635,470 -8.23% Leave Payouts 168,336 267.196 247.756 Benefits 2.353.089 2.931.327 3.182.120 3.243,326 3.251.509 1.997.331 -38.42% PERSONNEL SERVICES 7,897,210 10,631,737 10,560,931 11,240.569 11,541.142 9,813,542 -12.70% OPERATING EXPENSES Utilities 67,389 94.100 100.080 '.00,700 100,770 141.700 40.71% Equipment and Supplies 841.870 1,232,675 1.276.619 777.689 1.435,756 793,089 1.98% Repairs and Maintenance 293,512 390,800 354.699 346,746 357,414 420.746 21 34% Conferences and Training 6.246 6.929 4,734 3.600 3,600 2.600 -27.78% Professional Services 91,792 130,802 178,554 187,000 525,147 150.923 -19.29% Other Contract Services 1,795,505 2.509.794 2,152,269 2,329,629 2,150,853 2,204,331 -5.38% Rental Expense 31,305 98.378 83,721 89.700 57.700 54,700 -39.02% Insurance 27,031 52.984 37,511 39,352 39.352 39,352 0.00% Payments to Other Governments 21,233 15,125 Expense Allowances 20,073 24.926 21.771 25.500 25.500 33.600 31.76% Other Expenses 5,774 5202. 6.351 12.810 12.810 2.200 -82.83% OPERATING EXPENSES 3,201,730 4,561,714 4,216,309 3,912,726 4,708,902 3,943,241 •1.78% CAPITAL EXPENDITURES Land Purchase 326.270 316,800 316,800 Improvements 1.086.638 1,630,321 4027034 5.662.980 9.890.812 4.310.440 -23.88% Vehicles 42 5-2 CAPITAL EXPENDITURES 1 1 908 1 121 4,069,5M 5,662,980 10,207,612 4,310,440 -23.88% NON-OPERATING EXPENSES Transfers to Other Funds 442 881 442.881 442.881 442.881 442 881 1.263.945 185.39% NON-OPERATING EXPENSES 44288/ "2,881 442,881 442,881 442,881 1,263,945 185.39% Grand Total 12,954,728 17,683,463 19,289,657 21,259,156 26,900,537 19.231.168 -9.54X General Fund 9,953,289 13.188.542 12.734.747 13.697.801 13.374,159 13,541,325 -1 14% Other Funds 3,001,439 4.394.911 6,554,910 7,561.355 13,526,378 5.689.843 -24.75% Grand Total 12,964,728 17,583,453 19,289,657 21,259,156 26,900,537 19,231,168 •9.54Y. Personnel Summary 64.25 64.25 64.25 64.25 60,25 60.25 0.00 220 Community & Library Services Adapted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 3256,228 4,222,575 4,078,452 4,760,331 4.420.991 4,529,912 -4 84% Salaries. Temporary 1 347.640 1.952.449 1,919,308 2.235,548 2,225,548 2,323,081 392% Salaries. Overtime 10.635 19.534 21,082 21,470 21.470 21,470 0.00% Leave Payouts 156,786 248,368 234,876 Benefits 2 218.045 2.768.873 2.999.803 3,084.655 3.084,655 1.900.749 -38.38% PERSONNEL SERVICES 6,999,334 9,211,799 9,253,522 10,102,004 9,752,664 8,775,212 -13 13% OPERATING EXPENSES Utilities 33,815 47.425 59.050 40,700 40.770 81,700 100.74% Equipment and Supplies 483,331 627,327 563.517 544.989 572,018 779,589 43.05% Repairs and Maintenance 290,767 348,976 340,227 331,746 340,345 408,746 23.21% Conferences and Training 5,276 6,067 4,734 2.600 2,600 2,600 0 00% Professional Services 120,923 100.00% Other Contract Services 1,643,090 2,379.321 1,960.959 2,122,629 2,112,629 2,029,629 -4 38% Rental Expense 16,383 50,933 50,073 43,700 43,700 43,700 0 00% Insurance 27,031 52.984 37,511 39.352 39.352 39,352 0.00% Expense Allowances 18.464 23.915 21,771 25.500 25.500 33,600 31.76% Other Ez enses 2 917 (3.086) 502 1.700 1.700 1,700 0000 OPERATING EXPENSES 521074 8]]882 3,038,344 3,152,916 3,1 i 12.33°h NON-OPERATING EXPENSES Transfe,s to Other R,nns 442 881 442 881 442 881 442 88' 442 B81 1 224 574 176.50% NONOPERATING EXPENSES 442,88/ 442,881 442,881 442,881 44ZUI 1,224.574 176 50% Total 9,953,289 13,188,542 12,734,747 13,697,801 13,374,159 13,541,325 -1.14% Personnel Summary 58.91 58.91 58.91 59.41 56.41 56.41 0.00 Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries. Permanent 273,897 367,727 346,616 354,063 329295 630,053 77.95% Salaries, Temporary 19,082 19,258 30.070 26,002 26,002 31.809 22.33% Salaries. Overtime 2,153 Leave Payouts 20.214 26 359 14.235 Benefits 157,422 225 769 266.758 183.535 183.535 204.948 11.67% PERSONNEL SERVICES 00,614 636114 663 601 10 53.80% OPERATING EXPENSES Equipment and Supplies 15 035 12 690 22.547 4 704 4 704 4 704 0.00% Repairs and Maintenance 1 987 2000 2000 2 000 0.00% Conferences and Training 1 236 Other Contract Services 100 Expense Allowances 4202 8 908 6.086 6.000 6 000 12.000 100.00% Other Expenses (11 55 OPERATM G EXPENSES ZZ460 21,598 28,788 12,704 1 704 1 704 47.23% NON-OPERATING EXPENSES Transfers to Other Funds 108 697 100 00% NON-OPERATING EXPENSES 108,697 100 00% Total 493.074 660.712 688,620 576,305 551.536 994.211 72.51 Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22,expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect departmental restructuring initiated through the Separation Incentive Pr ram. 222 Community & Library Services Adopted Budget- FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Facilities and Events PERSONNEL SERVICES Salaries. Permanent 665.669 846,759 788 874 1,042,938 970,506 836,259 -19.82% Salaries. Temporary 471,748 682202 701230 763,626 763,626 773,389 1.28% Salaries. Overtime 7.259 10,039 9.372 12.600 12,600 12.600 0.00% Leave Payouts 107,330 139.455 127.823 Benefits 508,168 620.730 665.803 725.495 725.495 384,086 47.06% PERSONNEL SERVICES 1 174 UKIN 2,21113,1102 2,544,659 227 -21 16% OPERATING EXPENSES Utilities 30,996 41,592 55.634 34.500 34,570 75,500 118.84% Equipment and Supplies 120,196 143,663 123,538 139,461 149.461 139,461 0.00% Repairs and Maintenance 202,914 257.717 238,949 232.125 230.724 257,125 10 77% Conferences and Training 485 2.142 1,095 1,500 1,500 1,500 0 00% Professional Services 120,923 100.00% Other Contract Services 203,273 217.151 209,620 217,532 270,532 91,532 -57.92% Rental Expense 2,872 5,191 3,924 4,200 4,200 4,200 0,00% Expense Allowances 5,711 6.515 6,897 8.100 8,100 10,800 33.33% Other Expenses 1,169 (4,835) 340 OPERATING EXPENSES 567,617 669,137 619997 637,418 699,067 701041 998% NON-OPERATING EXPENSES Transfers to Ciher Funds 144.399 100.00% NON-OPERATING EXPENSES 144.399 100 00% Total 2,327,791 2,968,322 2.933.099 3,182,077 3,171.314 2,851,774 -10.38% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of the Separation Incentive Program adopted by City Council on November 2.2020 and the issuance of$363 6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program Additional operating funds are also included for new license plate reader technology costs associated with the planned purchase of new pay stations in the City's off-street, unattended lots. Beginning FY 2021122, expenditures associated with the annual Fourth of July Event will be accounted for in the General Fund, resulting in an increase to Professional Services 223 Community & Library Services Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018/19 FY 2019l20 FY 2020l21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Library Services PERSONNEL SERVICES Salaries. Permanent 560,730 784,829 771,741 734.050 681 124 698695 4.82% Salaries. Temporary 191,679 259,386 263.399 290,057 290.057 288 864 -0,41% Salaries. Overtime 370 262 30 Leave Payouts 11,611 30,416 15.230 Benefits 346,392 448.422 494.259 438.406 438.406 250.700 42.82% PERSONNEL SERVICES 1,110,782 1,523,315 11,1544,660 1,462,513 1,409 588 1,238,259 -15,33% OPERATING EXPENSES Utilities 585 1 166 1 967 1 100 1.100 1 100 0.00% Equipment and Supplies 56.144 98.548 98.504 75.200 91,172 73.700 -1.99% Repairs and Maintenance 41,871 61,781 65.969 48.400 58400 63400 30,99% Conferences and Training 30 650 610 1.000 1.000 1,000 0.00% Other Contract Services 176,266 213,056 183.213 239,481 239,481 242,481 1,25% Rental Expense 289 174 Expense Allowanres 4 50C 6.000 6 046 6.000 6 000 5 400 -10.00% Other Ex en,, 51 (7) OPERATING EXPENSES 279,717 381,252 356,4TT 371,101 397,153 387,081 4.28% NON-OPERATING EXPENSES Transfers to Other F undo 442 881 442 881 442 881 442 881 442 881 563.420 27.22°h NON-OPERATING EXPENSES 442,881 442,981 442,981 442,881 442,881 563,420 27.22% Total 1,833.380 2,347.448 2.344.018 2,276.575 2,249.622 2,188.760 -3.86% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together. these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program 224 Community & Library Services Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Programs and Services PERSONNEL SERVICES Salaries. Permanent 711,852 864,990 834.854 1,068.210 993.941 1,053,904 -1 34% Salaries, Temporary 386.681 602,646 497.406 659.768 659.768 685,243 3 86% Salaries. Overtime 3.006 8,969 9,366 8,870 8.870 8,870 GAO% Termination Pay Outs 14,536 44.398 69,240 Benefits 488.361 591.526 634.681 675.130 675130 436.606 -35,33% PERSONNEL SERVICES 1,604,437 11 = 2,04SMS 2,41INS2,337,709 1 -9.43% OPERATING EXPENSES Utilities 2,233 2,417 1.428 1,100 1,100 1,100 000% Equipment and Supplies 125.749 161,703 176,794 176,816 176,816 176,816 0.00% Repairs and Maintenance 41,006 28,587 35.309 46.871 46,871 46.871 0.00% Conferences and Training 3,375 3,275 2,870 100 100 100 0.00% Other Contract Services 1.240,550 1,919,331 1,519.618 1.618,516 1,555,516 1.662.516 2.72% Rental Expense 13.222 45,742 45,975 39,500 39,500 39.500 0 00% Insurance 27,031 52,984 37.511 39.352 39.352 39,352 0.00% Expense Allowances 4.050 2 492 2,742 5.400 5,400 5,400 0.00% Other Expenses 1 718 114 1 700 1 700 1,700 0.00% OPERATING EXPENSES 1,4S6,935 2,218,229 1,022,361 1,929,355 1,1155,355 1 2 28% NON-OPERATING EXPENSES Transfers io Other Funds _ 18' 851 100.00% NON-OPERATING EXPENSES 181,851 100 00% Total 3,063.372 4.330,756 3,867,909 4.341,334 4,204.064 4.339.829 -0.03% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of S363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions. provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 225 Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Public& Community Outreach Services PERSONNEL SERVICES Salaries. Permanent 618,721 761,278 747,246 741,979 687,427 706,922 -4.72% Salaries. Temporary 171,427 245.363 250,919 322,081 312,081 362,087 12,42% Salaries. Overtime 264 49 Leave Payouts 3.095 7.740 8,347 Benefits 434.077 522,742 556.338 516,359 516 359 347 540 -32-69% PERSONNEL SERVICES 1,227,320 1.537,387 11,562,1111109 1,580,419 1,515,866 1,416.549 -10-37% OPERATING EXPENSES Utilities 2.250 21 4,000 4.000 4,000 0.00% Equipment and Supplies 11 302 35,109 13.804 17.800 18.858 61.900 247.75% Repair and Maintenance 2 988 890 2,350 2.350 12.350 100 00% Conferences and Training 129 Other Contract Services 6 215 13.023 1• 100 11 100 11 100 0.00% OPERATING EXPENSES 14,290 W8 35,250 36,308 89.350 153.48% NON-OPERATING EXPENSES Transfers to Other Funds 121 959 100.00% NON-0PERATING EXPENSES 121,969 100 00% Total 1,241,610 1,581.852 1.589,876 1.615.669 1,552,174 1,627,858 0.75°A. Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program, as well as increased funding for Central Library event programming and Oak View technology. 226 Community & Library Services Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 211 Change From �Exp"Iiture Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Technology 8, Support Services PERSONNEL SERVICES Salaries, Permanent 308,613 426,162 381.012 412.251 381.673 220.286 4657% Salaries, Temporary 95,514 126.157 150,469 153.497 153.497 160,323 4 45% Salaries. Overtime 112 Benefits 202.877 258.549 262.008 281,048 281.048 102.587 -6350% PERSONNEL SERVICES 607006 H 9N M 816,213 41113,111111111 -42 94% OPERATING EXPENSES Equipment and Supplies 132.109 142,211 95,261 101,508 101.508 243,700 140 08% Repairs and Maintenance 27.000 100.00% Conferences and Training 30 Other Contract Services 23.001 23.568 35.384 36.000 36.000 22.000 -38.89% OPERATING EXPENSES 1 110 166 T79 130,675 137,500 Will 292 700 112.86% NON-OPERATING EXPENSES Transfers to Other Funds 38.004 100.00% NON-OPERATING EXPENSES 38,004 100 00% Total 762.115 976.647 924.276 984,305 953,726 813,900 1 Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of 5363 6 million in Pension Obligation Bonds Together. these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122 expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect increased funding for library books and other collection materials 227 Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year i Youth & Family Programming Services PERSONNEL SERVICES Salaries. Permanent 116,746 170,829 208.108 406,839 377,025 383,793 -5.66% Salaries, Temporary 11,508 17,437 25.814 20,517 20.517 21.366 4.14% Benefits 80.748 101 136 119 957 264 681 264 681 174 282 -34.15% PERSONNEL SERVICES 209,002 289,402 353,879 692,037 662,223 579,441 -16.27% OPERATING EXPENSES Equipment and Supplies 22.795 33403 33.069 308 16884% Conferences and Training 150 OPERATING EXPENSES 22,945 33,403 33,069 29,500 29,500 79,308 168 84% NON-OPERATING EXPENSES '•a'-s'e s :.i1,ner ,_: 1, 66 244 100.00% NON-OPERATING EXPENSES 66,244 100 00% Total 231,947 322,805 386.948 721,537 691,723 724.993 Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363 6 million in Pension Obligation Bonds Together. these programs decreased the City total number of funded positions provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the increased funding for chddrens' books and other collecUon materials. 228 Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2019119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Park Special Revenue Funds (209,226,226.235,236) PERSONNEL SERVICES Salaries, Permanent 91,817 102,079 39,969 104.647 104.647 105.638 0.95% Salaries, Temporary 1.405 38.778 30.000 30.000 30.000 0.00% Salaries. Overlime 10A28 80 ill Benefits 39 349 73,569 57.151 61 556 61.556 31.019 -49.61% PERSONNEL SERVICES W 134 113111,111111111 19GX3 1 166 667 -15 06% OPERATING EXPENSES Equipment and Supplies 9.800 5.400 11.000 8.000 11.000 0.00% Repair and Maintenance 29.975 Professional Services 7.550 56,262 88,987 60,000 108.450 30 000 -50.DO% Other Contract Services 1,325 9.733 1.500 1.500 1 500 GAO% Rental Expense 8.724 9.490 9.775 11 000 11 000 11.000 0 DO% Payments to Other Governments 21,000 15,125 Expense Allowances 1.558 1,011 Other Expenses 202 52 1 000 1 000 500 -50 00% OPERATING EXPENSES 38,832 123190 113,947 K500 129,950 54,000 -36.09% CAPITAL EXPENDITURES Land Purchase 326.270 316.800 316 800 Improvements 600 697 978 386 3.902.572 5.412.980 9 446 179 3.832.488 -29.20% CAWAL EXPENDITURES 926,967 1 166 3AMS72 5,41 980 9.762,M 3,83 400 -29.20% NON-OPERATING EXPENSES T,ansfers to Other Funds 225 100.DO% NON-OPERATING EXPENSES 18.1100.00% Total 1,107,393 1.595.510 4,152.528 5.693,683 10,089,132 4,071.370 -2 . Significant Changes Citywide changes in Personnel Services (Permanent and Beneifts) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363.6 million in Pension Obligation Bonds Changes in overall Operating Expenses reflect the reduction in professional services as a result of the Parks and Recreation Master Plan five-year update in FY 20- 21. Funding for Capital Expenditures fluctuates annually based on park development projects scheduled in the City's Capital Improvement Program (CIP). The proposed FY 2021-22 CIP includes funds for the following projects. Bluff Top Park Trail Improvements, Central Library Fountain Restoration, Huntington Central Park Disc Golf Course, Harbour View Clubhouse, Le Bard Park Ph. II, as well as design services for Edison. Marina, and Carr Parks. FY 2017118 FY 2011111111119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Revenue Stairvinsiry Actual Actod Actual Adopted Revised Adopted Prior Year 00209 Park Acquisition and Dvlpmt 3,650 4.065 120 00226 Quimby Fund 105.439 169.250 59.477 70.000 70 000 267 700 197.700 00228 Park Dev Impact-Residential 7,730,191 4,388,259 681.163 315.000 315.000 300 000 (15,000) 00235 Park Dev Impact-Non-Residential 20.194 40.605 70.656 50 000 50,000 00236 Public Art in Parks 157,455 88 922 16.995 6 000 6,000 ofal 8,016,930 4,691.101 828A11 385.000 385.000 623,700 238,700 L)4 Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Park Special Revenue Funds (209.226,228,235.236)(Continued) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund BaWta W=2018 6/30/2019 6l3012020 8l30I2021 Balance GrM2022 Prior Year 00228 Park Dev Impact-Residential 11.759.537 14.835 171 12 566.590 4.820.740 3.476.370 1 344.370 (3,476,370) 00236 Public Art in Parks 253285 342.207 359,202 64.924 29.000 35.924 (29,000) Total 12,012,822 15,177,378 12,925,792 4,885,664 3,505,370 1,380,294 (3,505,370) 230 Community & Library Services Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Specific Events (ioi) PERSONNEL SERVICES Salaries. Permanent 16.319 35,989 22.618 Salaries. Temporary 6.954 12,619 17.545 Salaries. Overtime 243,240 536.585 453,427 619,000 619,000 614 000 -0 81% Benefits 37.303 PERSONNEL SERVICES 303,815 585,193 493,590 619,000 619,000 614,000 -0 81% OPERATING EXPENSES Equipment and Supplies 1,711 994 209 3.500 3 500 2 500 -28.57% Repairs and Maintenance 2,235 10.899 13,452 15,000 15.000 12.000 -20 00% Other Contract Services 14,351 12,360 15,000 15,000 15.000 0 00% Expense Allowances 51 OPERATING EXPENSES 3,997 26,244 26,020 33,600 33,500 29,500 -11 94% Total 307,813 611,438 519,610 652.500 652.500 643.500 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 o Surfing. the Great Pacific Air Show and other events held in Huntington Central Park. Overtime is adjusted to align with current spending trends 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00101 Specific Events 410.582 577.412 568.923 642.500 642 500 643 500 1.000 Total 410,682 577,412 568,923 642,500 $42,500 643,500 1,000 231 Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations and Grants (vanous) PERSONNEL SERVICES Sa,anes Permanent 158.265 214,361 201.376 116.757 500.264 122.573 4 98% Salaries, Temporary 234,103 280,047 282,868 54.000 367714 69,537 28.77% Salaries, Overtime 156 31 Leave Payouts 11,550 18,828 12.880 Benefits 58.067 88.885 125.165 97.115 105.298 65.563 -32 49% PERSONNEL SERVICES 462,140 602,121 622,320 267,872 973,275 257673 -3,81% OPERATING EXPENSES Utilities 445 Equipment and Supplies 283.471 452,749 515,515 634.038 Repairs and Maintenance 510 950 1,020 2,069 Other Contract Services 30.407 29 686 10 815 20 724 Rental Expense 175 '1 a 0110111M M(iEXPENSES 314,562 483,503 527,796 656.830 CAPITAL EXPENDITURES Improvements !`9 2d2 _ - . 5 504 177 952 100.00% Vehicles CAPITAL EXPENDITURES 119,882 25,250 47,802 5,604 177,952 100 00% NON-OPERATING EXPENSES Transfers to Other Fin: 1 1 146 100.00% NON-OPERATING EXPENSES 21,146 100 00% Total 896,584 1,110,874 1,197,918 267.872 1,635,610 456,771 70.52'b Significant Changes The Community and Library Services Department receives multiple grants and donations associated with various programs Personnel Services includes funding for the 'Seniors on the Go" Transportation Program, Senior Care Management Services. as well as Oak View Literacy. Capital Expenditures includes funding for Sun View Playground Improvements from the State Prop 68 Per Capita grant program Per the City's annual budget resolution, grants and donations up to $250,000 per source or grantor are appropriated as received throughout the fiscal year. 232 Community & Library Services Adopted Budget • FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Donations and Grants (various) Continued FY 2017118 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Change from Rwenue Swwwy Actual Actual Actual Adopted ReviNd Adopted Prior Year 00103 Donations 779 308 755.663 61 31 1 457.830 (457.830) 00125 Donations Veterans Memorial 3,677 (3,677) 00239 CDBG ^ 36.957 49.043 59,669 54.000 54,000 43.555 (10.445) 00810 Prop 68 Per Capita Grant 177.952 177.952 00880 Library Equipment 66 1.474 1.270 00963 Sr Mobility Program 178,811 250.812 252,712 213.872 213.872 235.264 21.392 00985 State Literacy Grant 39 441 57.441 57,728 52.327 (52,327) 01226 Library Grants 10.000 01255 LSTA DIT 1920 54.000 (2.524) 2,524 BC Fund is maoage Dy the Cnmmumly Do e4opmeot Departmeof however pnx;•,- -•fs are allocated across mul6LD n p.irr o'D ~red hem only,pertains to the Community 6 Library Services Deoaoment Total 1,044,594 1,118,110 1,035,012 267,872 775,505 456,771 (318,734) Community & Library Services Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Other Funds (204.225.229,314,12ae( PERSONNEL SERVICES Salaries, Temporary 3 538 3.538 3.538 -100 00% Salaries, Overtime 51952 51.952 51.952 -10000% Benefits 325 PERSONNEL SERVICES -100 00% OPERATING EXPENSES Utilities 33.575 46,675 40.585 60.000 60.000 60 000 0 00% Equipment and Supplies 73,358 141.805 191,979 218.200 218,200 -100.00% Conferences and Training 970 862 1.000 1,000 -100.00% Professional Services 84,242 74,540 89,567 127.000 416,697 -100.00% Other Contract Services 122.008 85,111 158,402 190,500 1.000 158,202 -16 95°% Rental Expense 6.023 37,837 23,873 35.000 3.000 -100 00% Payments to Other Governments 233 Other Expenses 2,857 8.087 5 797 10.110 10.110 -100.00% OPERATING EXPENSES 323 394,915 510,201 $41810 710,007 218,202 -66.00% CAPITAL EXPENDITURES Improvements 366.059 626.685 119 163 250 000 439 130 300.000 20.00% —CAPITAL EXPENDITURES 311111111,11111110 626,685 112,163 250.0009.1 20.00% Total 689,649 1,077,090 684,854 947.300 1,149,137 518.202 •5.30% Significant Changes Operating expenses include funding for the City's participation in the statewide CENIC E-Rate program which provides high speed bandwidth discounted rates, as well as the City share of the Main Promenade Inc. agreement for common area maintenance of the Main Promenade Parking Structure. Capital expenditures include partial funds for the Central Library Fountain Restoration project Beginning FY 2021/22, expenditures associated with the annual Fourth of July Event will be accounted for in the General Fund FY 2017118 fY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Rwenue Surnmary LActual Acloplaid Rwiaed Adopted Prior Year 00204 Fourth of July Parade 151.537 391,808 258.014 407.300 16.101 (16.101) 00225 Gun Range Settlement 668 11.913 10,335 00229 Library Dev Impact 530,671 353.643 164,477 00314 Infrastructure Fund^ 366,384 626,685 119,163 250,000 439.130 158.202 (280.928) 01246 CENIC E-Rate 55,821 52.721 54.984 60.000 60,000 60,000 Hn/rastrudure Fund a managed by Pubhc Worts. however program funds are allocated across mulfrple departments Funding reflected hem only line ns to the Community 6 Ldary Servoes Deparfinenf Total 1,105, 1 1,436,T70 $06,973 717,300 515,231 218,202 (297,029) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balrfp 6/30/2018 6/30/2019 6130/2020 6/3012021 Balance 6/30/2022 Prior Year 00229 Library Dev Impact 994 363 1 222.150 1.229.988 5:- 4 300.000 - (300,000) Total 994,363 1,222,150 1,229,988 880.034 300,000 580,034 1300,000) 234 City of Huntington Beach Finance Adopted — FY 2021/22 Chief Financial Officer /MOWN Clef FN MVW Oflfter AowNSTRAnoN Atlmrarnoya A�OrN 151 Swx IT AnMyM ACCCUMING SERVICES 9UDGErMM1AGEMENr REVENUE SERVICES Fria Manager Ac rf V �l I Fnarroe Mange-TreaYay CFNFRN A!'.(YII NTIN(: Prr "l Finn Anatysl Senn,Fnarce Analyst 12) Aonrumabve Anafy9 Prrn Pal Finance Analyst Sen Fin me "l PR(N'IIRFMFNT Amw"TeCMs Send Arno m Senor Buyer SL""sa Bu AC 101(' M��PAYABI F yw CAGHIFfaNf: Atswmn Teohreoon Suoe RF PROCRAPHICS_ Amounlna TeCMn 11(2) A¢ MPV TmM.o n II ACC"INT-q RFCEIVAEM FI PAVRa i CQ I FCTIONC Payrol SP let $eras Accourtlnp Tedrrooan Senor Payrd TeO an WJ&NFGCI If NSF MlINCIPAI SFRVI - S Blmness License SuPeroea, A Wnwg Tec is Sylxnma Senor Ae jng TeC,nio n A¢WMng Tectn,aan II(2) Amounmq TeC tmn II 12) FmW Service RSPreeenWa 235 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. Administration Division Finance Administration is responsible for the day-today operations of the Finance Department. The Chief Financial Officer and the Assistant Chief Financial Officer review operations to ensure compliance with Federal. Stale, 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, annual audits, and operations of the HB Ready call center which was set up to provide information to the community during COVID. Additionally, this division assisted with the concierge desk in the City Hall lobby to assist incoming visitors. This Division is also responsible for providing staff support to the appointed seven- member Finance Commission established pursuant to Chapter 2.109 of the Municipal Code. Accounting Services Division The Accounting Services Division consists of General Accounting, Payroll,Accounts HILINTOi6TON BEACH toe/orn�a Payable, Financial Reporting, and Municipal Services, General Accounting is UN q 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 Annual Comprehensive Financial Report, annual bond disclosures, and other financial reports. Payroll is responsible for the � processing of employee paychecks, Federal and State tax reporting, retirement plan BN V' payments, and maintenance of all relevant records related to payroll. Municipal d9=W Services processes all utility service start-ups and disconnections (e.g., water, sewer, etc ). In addition, the Division handles most billing questions on the utility billing statements that include water. refuse, sewer, and utility tax amounts. 236 Finance Department Descriptions Budget Management Division The Budget Management Division is responsible for assisting the City Council and Executive Management team in managing the City's resources,developing and maintaining the City's long-range financial projections, and evaluating the fiscal impact of legislative initiatives and judicial decisions affecting the City Budget Management coordinates the development and preparation of the annual rn*W budget. Quarterly revenue and expenditure reports are prepared and provided to ovNTD�� City management to assist with budget monitoring and forecasting. Budget management also assists in the labor negotiations process by providing cost projections and related analyses to the City's negotiations team pursuant to .odoom Ordinance No. 4154—Openness in Labor Negotiations requirement. The Division also provides and/or coordinates the citywide purchase of goods and services coordinates the competitive bidding process, and maintains the list of qualified vendors. Furthermore, the Division administers office supply orders, procurement • NEE-B cards, leasing, equipment replacement, professional services, 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 r,...r....,... .' 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. With significant technological improvements in payment methods, 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 f� also deposits revenue in a timely manner into the City's financial w s depository accounts. Another important function of the Revenue Services 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. 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 Adopted Budget and reflected in the City's financial system. Finally, the Division 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. 237 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 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. • Oversee HB Ready telephone hotline. Accounting Services Division • Prepare the Annual Comprehensive 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 32,000 accounts payable invoices annually within 30 days. • Maintain accounts payable records and respond to departmental and vendor inquiries. • Understand and implement Memoranda of Understanding changes to the payroll system. • Process over 33,600 payroll advices and checks annually. • Annually produce and distribute approximately 1,594 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 789 retirees. • Process retiree medical payments and subsidies according to required timelines. • Maintain records for and distribute 7,200 accounts receivable invoices within 30 days of rendering service. • Prepare annual employee compensation report pursuant to the State Controller's Office's guidelines. • Process receipt of over 315,000 automated 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 impact 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 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 4,000 purchase requisitions within a five-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 238 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 $10.7 million annually for Transient Occupancy Taxes and over $3.3 million for Business Improvement District assessments from two assessment areas. • 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 20,000 business licenses and issue over 3,000 new business licenses annually. • Annually process over 18,000 business license renewal notices and 8,000 second and final notices. • Annually respond to 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 17 operators reporting annual revenue of approximately$250,000 from 360 wells. • Manage the records of more than 266 Downtown Business Improvement District accounts. • Continue data matching with City and other governmental agencies accurately identifying businesses requiring a business license in the City. • Process payments on business licenses of$2.1 million annually. • Provide billing services for 55.000 accounts for water, sewer, and trash/recycling services. 239 RIna ce Performance Measures Results of the City performance measure program for the past two fiscal years in addition to goals and objectives for FY 2021/22 are presented below FY 2019120 FY 2020121 FY 2021122 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Prepare the Annual Comprehensive Financial Strengthen Report and complete the Federal Schedule of Long-Term Financial Expenditures (SEFA) for the Federal Financial and Single Audit within six months and nine months Economic of fiscal year-end. respectively Sustainability Measure: Report prepared within six months of fiscal Yes Yes Yes year-end SEFA prepared within nine months of fiscal Yes Yes Yes year-end Goal: 2 Achieve Certificate of Excellence in Financial Strengthen Reporting for the Annual Comprehensive Long-Term Financial Report Financial and Economic Sustainability Measure: Certificate of Excellence awarded Yes Yes Yes Goal: 3. Achieve Government Finance Officers Strengthen Association's (GFOA) Excellence in Budgeting Long-Term Award Financial and Economic Sustainability Measure. GFOA Excellence in Budgeting Award Yes Yes Yes achieved Goal: 4. Receive unmodified(clean)audit opinion on the Strengthen Annual Financial Report Long-Term Financial and Economic Sustainability Measure: Unmodified (clean)audit opinion received Yes Yes Yes 240 Finance Accomplishments s Objectives FY 2020/21 Accomplishments • Reaffirmed the City's"AAA" Implied General Obligation credit rating from Fitch Ratings, one of the few cities in California to achieve this prestigious recognition. • Received a AA+ credit rating from Fitch for the City's 2021 Pension Obligation Bonds and 2020 Series A and B Lease Revenue 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 Annual Comprehensive Financial Report for FY 2018/19. This was the 34° 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 2018/19. This was the 14' consecutive year the City has received this award. • The Department earned the Government Finance Officers Association's Distinguished Budget Award for FY 2020/21. 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 29' year the City has received this award. • The City received unmodified (clean) audit opinions for the FY 2019/20 Annual Comprehensive Financial Report and Federal Single Audit by the independent audit firm Davis Farr LLP. • 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. • 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 $ 10.5 million deposited as of June 30, 2021 to further pay down the City's unfunded liabilities. • The City's Retiree Healthcare Plan for Miscellaneous Employees remains 100 percent funded as of the latest independent actuarial study performed. • Successfully upgraded the City's timekeeping software. Kronos. to enhance software functionality. • Increased businesses registered in the City's online database, Planetbids, by 12% and local vendor registration by 7%. • The City realized approximately $1 1 million in annual cost savings from prepaying the City's CalPERS Unfunded Actuarial Liability payment. • Refinanced 85%of the CalPERS Unfunded Accrued Liability resulting in a savings of$166.7 Million over the next 23 years. • Prepared a formal UAL Policy adopted by City Council in March 2021. which increases the required annual UAL savings set-aside amounts and establishes an accelerated UAL repayment schedule to address future UAL growth. • Received a total of $14.3 million in CARES Act funding for COVID-19 expenditures, of which $4.7M was utilized for small business grants to over 700 local businesses impacted by the pandemic. • Worked with departments to finalize the implementation of a new Enterprise Land Management (ELM) system. • Worked with the Administrative Services department to cost and implement a Separation Incentive Program to reduce total number of employees in help mitigate the reduced revenues resulting from the COVID-19 Pandemic. 241 Finance Accomplishments & Objectives FY 2021/22 Objectives • Work with departments to control costs and ensure a balanced FY 2022/23 Budget. • Continue to pursue innovative efficiencies to provide additional customer service improvements. • Continue to work with departments towards the upgrades of the 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. • Successfully apply for FEMA reimbursement for eligible COVID-19 expenditures. Implement upgrades to the utility billing software and payment portal to improve the customer experience. • Complete a comprehensive study to update the City's Master Fee and Charges Schedule. Record receipt of funds received from the American Rescue Plan and ensure compliance with Federal reporting guidelines. 242 Finance Adopted Budget • FY 2021122 Summary Charts DEPARTMENT Expenditures by Category Non-Operating Expenses d% Iq Personnel Servkes 791E Operating Expenses S7% FY 2017118 FY 2018/19 FY 2014P FY 2020121 FY 2020/21 FY 2021/22 Actual Actual AG111W Adopliod Revised Adopted Personnel Services 3 806 143 5,158.257 5.081.840 4.816.074 5,780.682 5.262.253 Operating Expenses 4 990 497 6 682 806 7 180 745 2 118 055 7.526.451 7 684 460 Operating Expenses 481.028 Total Expendttures by Calligigil 8 1 1 063 12,262 565 6,934,129 13 307133 13,427,741 Expenditures by Fund 00703 Retirement 00100 General Supplement Fund 67% � 64% -__00702 Retiree Insurance fund 9% FY 2017/18 FY 2019119 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Fund Actual Actual _ Actual Adopted ROVISW 00100 General Fund 4.368,729 5.9C9 677 5.583.609 5.934,129 6.106.073 5.924.136 00702 Retiree Insurance Fund 671,699 848.780 1.070,643 66.000 1,364.000 1_230,583 00703 Retirement Supplement 3,748,953 5,070.595 5.572.099 934,000 5.837.060 6.273.022 00716 Section 115 Trust 7.259 13.010 36.234 Total Expenditures byPkmd 8,796,640 11.841,063 12,262,888 6,934,129 13,307,133 13, 243 Finance Adopted Budget - FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017/18 FY 2019119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Change From Ex nditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries. Permanent 1.807.879 2.586.048 2,364,018 2.930,617 2.738.704 2.788.062 3 86% Salaries. Temporary 122.441 88,288 155,183 79,530 84.530 380,708 378 70% Salaries, Overtime 12 815 51 Leave Payouts 100,038 88,256 104,317 Benefits 1 775 774 2 394 850 2 458.272 1 805.927 2 957 448 2 093 483 15 92% PERSONNEL SERVICES 3,806,143 5,168,257 5,081,840 4.81604 5,780,682 5,262,253 9.26% OPERATING EXPENSES Utilities 60 675 Equipment and Supplies 315.561 545.287 360,733 433.689 561,614 433,689 0.00% Repairs and Maintenance 75.857 107419 74,387 105,797 105.797 105.797 O.DO% Conferences and Training 6,006 15.142 12,194 17.398 17,398 17.398 0.00% Professional Services 228,267 206.955 301,715 185.871 320.205 228.471 22.92% Other Contract Services 676,527 796.090 777,637 429.600 680.198 644.980 50.14% Claims Expense 130.253 1.369 2,880 Pension Payments 3,389,037 4.766.002 5,008,769 934.000 5400.000 5.800,000 520.99% Interdepartmental Charges 163,949 234.253 634,818 429,539 442,425 100 00% Expense Allowances 5.088 10.229 6,937 11.700 11,700 11,700 0 00% Other Expenses 148� OPERATING EXPENSES 4,990,497 6,682,806 7,180 745 2,118,056 7,526,451 7,684,460 262 81% NON-OPERATING EXPENSES_ Transfers to Other Funds 481 028 100 00% EXPENSES 481,028 100 00% Grand Total 8,796,640 11,941,063 12,262,685 6,934.129 13,307,133 13,427,741 93.65% General Fund 4.368.729 5.908,677 5.583.609 5.934.129 6.106.073 5.924,136 -0 17% Other Funds 4.427.911 5.932.386 6.678.976 1000000 7,201,060 7.503,605 650,36% Grand Total 8,796,640 11, 1,063 12,262,585 6,934,129 13,307,133 13,427,741 93.65% Personnel Summary 33.00 33.00 33.00 33.00 31.50 31.60 D.DO Finance Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Acloptad Prior Year General Fund PERSONNEL SERVICES Salaries Permanent 1.807.879 2,586,048 2.364.018 2,930.617 2,738.704 2.788D52 -4.86% Salaries. Temporary 122441 88288 155,183 79,530 84.530 380,708 37870% Salaries. Overtime 12 815 51 Leave Payouts 100.038 88.256 104,317 Benefits 1 178.456 1.621 418 1 644 273 1 739 927 1 739 927 1 035.283 40.50% PERSONNEL SERVICES 3,208,825 4,394,82S 4,267,840 4,750,074 4.563.161 4,204,053 -11.50% OPERATING EXPENSES Utilities 60 675 Equipment and Supplies 315,561 545.287 360,733 433,689 561,614 433,689 0 00% Repairs and Maintenance 75,857 107.419 74,387 105.797 105,797 105,797 0.00% Conferences and Training 6.006 15.142 12,194 17.398 17.398 17,398 0.00% Professional Services 188,776 195,428 261,315 185,871 310,205 185.871 0.00% Other Contract Services 568,663 650.286 599,528 429,600 536,198 484,600 12 80% Expense Allowances 5.088 10 229 6.937 11 700 11.700 11 700 0.00% Other Expenses 1481 OPERATING EXPENSES 1,1S9,904 1,523,852 1,315,769 1,184,055 1,542,912 1,239,055 4.65% NON-OPERATING EXPENSES Transfers 10 Other F,,nC, '. -28 100.00% NON-OPERATING EXPENSES 481,028 100.00% Total 4.368.729 5,908,677 5,583,609 5.934.129 6.106,073 5,924,136 Personnel Summary 31.42 31.42 31.42 31.42 29.92 30.10 0.18 .15 Finance Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 64.101 311.459 343,089 458 259 446.539 414.633 -9.52% Salaries. Temporary 63,189 4.656 28,537 9630 9630 169.630 1661.47% Leave Payouts 5,134 23,013 Benefits 1.08.164 195.193 223.125 249 649 249 649 141 391 -43.36% PERSONNEL SERVICES 235,464 516,442 617,764 717,538 705,818 725,654 1,13% OPERATING EXPENSES Equipment and Supplies 42.456 35.762 9,743 14,250 12,600 14.250 0.00% Repairs and Maintenance 4,717 Conferences and Training 1,309 413 6,000 6,000 6.000 0.00% Professional Services 131,104 102.608 160,509 85.871 157.998 85.871 0.00% Other Contract Services 79,402 15,259 787 Expense Allowances 1.038 4.829 1 49-9 6.000 6 000 6.000 0.00% OPERATING EXPENSES 258,717 159,768 172,948 112,121 182,598 117,121 0.00% NON-OPERATING EXPENSES Transfers tc Omer Fun. , '1 532 100.00% NON-OPERATING EXPENSES 71,532 100 DO% Total 494,172 676,209 790,711 829.659 888,417 909,307 9.60% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. The increase in Temporary Salaries reflects the continued operation of the HB Ready Call Center and City Hall Concierge Team, both of which were implemented as measures to better serve the public during the COVID-19 pandemic. 246 Finance Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Ado ted Revised Adopted Prior Year Accounting Services PERSONNEL SERVICES Salaries. Permanent 595.709 827,635 611,555 968.502 943,859 1,038.884 7.27% Salaries, Temporary 16.638 32,814 61.927 90,000 100 00% Leave Payouts 41.943 32,184 51.540 Benefits 353 770 462 786 428 196 588.713 588 713 379.333 -35.57% PERSONNEL SERVICES 1,008.060 1,355,418 1.153,217 1,557,215 1,532 S72 1 508 217 1 -3.15°/ OPERATING EXPENSES Utilities (45) Equipment and Supplies 9 285 63,360 3.804 221,080 221.080 221,080 0.00% Repairs and Maintenance 2,437 Conferences and Training 1 900 6.829 4,507 4.875 4.875 4.875 0.00% Professional Services 56.647 89.689 99,680 100 000 152.206 100.000 0.00% Other Contract Services 37 572 22.925 54 179 108 000 138.000 143 000 32.41% OPERATING EXPENSES 105,403 185,240 162,125 433,9S5 516,161 468,955 8 07% NON-OPERATING EXPENSES Transfers to Other Funds i 79 260 100.00% NON-OPERATING EXPENSES 179,260 100 00% Total 1.113,463 1.540.658 1,315,342 1,991.170 2.048.733 2,156,432 8.30% Significant Changes Citywide changes in Personnel Services tPermanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together, these programs decreased the Qry s total number of funded positions. provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Temporary Salaries and Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated throw h the Separation Incentive Program 247 Finance Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2016119 PY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Ex nditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Budget Mana ement PERSONNEL SERVICES Salaries Permanent 258.221 401.553 280.482 625.407 492.296 506.979 -18.94% Salaries. Temporary 13.934 16,730 4.376 Leave Payouts 10.379 8,082 2.704 Benefits 141.834 212 525 227.844 356 376 356 376 178 567 -49.89% PERSONNEL SERVICES 424,111111111 638,890 515,406 981,783 848,673 685,546 -30,17% OPERATING EXPENSES Utilities 720 Equipment and Supplies 18.782 14.716 12,579 185.947 300.256 185.947 0.00% Repairs and Maintenance 5.200 6,731 90.797 90.797 90,797 0-00% Conferences and Training 165 4.387 771 4.123 4,123 4.123 0.00% Professional Services 1 025 3.132 Other Contract Services 4.088 635 37.641 33 493 163.493 133.493 0.00% OPERATING EXPENSES 24vM 28,070 58,443 414,360 556,669 414,360 0.00% NON-OPERATING EXPENSES Transfers to Uther Funds 8/ 464 100.00% NON-OPERATING EXPENSES $7.464 100,00% Total 448,429 666,960 573,849 1,396,143 1,407.342 1.187,370 -14.95% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363.6 million in Pension Obligation Bonds Together. these programs decreased the City s total number of funded positions provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account 248 Finance Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From ExpiiiiiiWiture Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Revenue Services PERSONNEL SERVICES Salaries, Permanent 337,153 403.012 418,027 878449 856,009 827,566 -579% Salaries. Temporary 17.589 34,088 44,174 69,900 74.900 121,078 7322% Salaries. Overtime 12 Leave Payouts 20.977 17.955 15.567 Benefits 208,314 269.027 258694 545,189 545.189 335.992 -38.37% PERSONNEL SERVICES SIK045 093 739 1 1 1AMM 1 -13.99% OPERATING EXPENSES Utilities 60 Equipment and Supplies 6.627 3,678 3.630 12.412 27.677 12,412 0.00% Repairs and Maintenance 12 863 10,658 12,064 15,000 15,000 15.000 0.00% Conferences and Training 559 275 2,377 2.400 2.400 2,400 0 00% Professional Services 1.126 Other Contract Services 207 454 307 572 294.521 188.107 234 705 208.107 10 63% Expense Allowances 4 050 5 400 5 441 5,700 5 700 5.700 0 00% OPERATING EXPENDS 231,553 327,843 319,159 223,619 29S 493 243,619 8 94% NON-OPERATING EXPENSES Transfers to Other Funds 142 772 10000% NON-OPERATING EXPENSES 142,7 2 100 00% Total 815,597 1,051.726 1,055.620 1,717,157 1,761,581 1,671,027 -2.69% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pennon Obligation Bonds Together these programs decreased the City s total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22 expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Temporary Salaries and Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program 249 Finance Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Fiscal Services PERSONNEL SERVICES Salaries. Permanent 552,694 642.388 710.865 Salaries, Temporary 11,090 16.170 Salaries, Overtime 815 51 Leave Payouts 26,739 24.901 11.494 Benefits 366.374 481.887 506.414 PERSONNEL SERVICES 966 11,149,111111112 11,244,1111110 OPERATING EXPENSES Equipment and Supplies 238411 427,770 330,977 Repairs and Maintenance 58.277 89,124 55,592 Conferences and Training 3.383 2.342 4,125 Other Contract Services 240,147 303.895 212 400 Other Expenses (481 OPERATING EXPENSES $40,170 823,132 603,094 Total 1,497,067 1,973.124 1.848.087 Significant Changes The Fiscal Services Division was eliminated as part of the Finance Departments reorganization effective FY 20191'20. The Municipal Services section was transferred to Accounting Services Division. Business License section was transferred to the Revenue Services Division and Procurement, Reprographics. and Mail were transferred to the Budget Management Division 250 Finance Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Ado bit Prior Year Retiree Insurance Fund(702). Retirement Supplement(703), Section 115(716) PERSONNEL SERVICES Benefits 597,318 773.432 814.000 66,000 1 217 52' IJ58.200 1503.33% PERSONNEL SERVICES 597 318 MAU 814,jM IKM 1 7 521 1,059,200 1503 33% OPERATING EXPENSES Equipment 8 Supplies Professional Services 39.491 11,526 40400 10,000 42.600 100.00% Other Contract Services 107,864 145.804 178,109 144.000 160.380 100 00% Claims Expense 130,253 1,369 2,880 Pension Payments 3.389,037 4,766.002 5,008,769 934.000 5.400.000 5.800.000 520.99% Interdepartmental Charges 163 949 234.253 634.818 429 539 442.425 100.00% OPERATING EXPENSES 3,830 593 5,158 954 SAW4,976 934,000 5,983,539 6 445105 590 09% Total 4.427.911 5,932.386 6,678,976 1,000,000 7,201,060 7,603,605 650.36% 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 o schedule therefore. the FY 2021/22 Benefits budget reflects the City's contribution towards the Normal Cost for bath Miscellaneous and Safety with an unfunded liability payment for Safety only The FY 2021/22 Proposed Budget continues funding for the City's award winning "25 to 10" and '16 to 10" Plans for Retiree Medical and Supplemental Benefits respectively and restores prior year funding cuts made in response to the COVID-19 pandemic In FY 2021122 the General Fund Transfer to the Section 115 Trust totals $1.821.176 and increase of $821,176, and is reflective of the City's UAL Policy adopted in conjunction with issuance of the Pension Obligation Bonds FY 2017/16 FY 2018119 FY 2019f20 FY 2020121 FY 2020/21 FY 2021122 Change from RawNN Summary Actual Actual Actual Adopled Revised Adopted Prior Year 00702 Retiree Insurance Fund 2.373.584 3 342 695 3.023.437 66.000 66 000 66 005 00703 Retirement Supplement 6,650,196 6,842.332 6.224.987 934.000 934,000 1,434,000 500.000 00716 Section 115 Trust 5.903.395 2.366 532 1.289.206 1.000.000 1 000 000 1.821.176 821 176 Total 14,927,175 12.551,560 10,537,629 2,000,000 2,000,000 3.321,176 1.321.176 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund SeWi cis Summary 8/30/2018 6130f2019 613002020 L39/2021 Balance 530121/22 Prior Year 00702 Retiree Insurance Fund 26.704 597 29.198 512 31.151.306 29 853 306 1 164 583 28.688 723 (1,164.583) 00703 Retirement Supplement 57,097.860 58.869 597 59.522.485 54 622.125 4 839 022 49.783.103 (4.839.022) Total $3,802,457 88,068,109 90,673,791 94,476.431 6,003,606 78,471,926 (6,003,605) 251 Intentionally Left Blank O 252 City of Huntington Beach Fire Adopted — FY 2021 /22 Fire Chief : Principal Adrrwshative AM"t PROFESSIONAL' I MERGE NCY RESPONSE MARINE SAFETY STANDARDS Fire Division Chief FYe Division Chief 11 FF Manne Safety Division Chef COMMUNITY RISK EREERE UREEECSION Manne Safety Battalion Chief(3) REDUCTION Fee Battalion Chef(3) Manne Safety Captain(12)' Fire Marshal Fire Captain(27) Ocean Lifeguard Specialist(3) Deputy Fire Mans hal(2) Fire Engineer(27) Fee Prevention Inspector II (3) Firefighter Paramedic(42) Adminislrabw Secretary Frefighter 02) CERTIFEDLNIFIFD PROGRAM AGENCY TRAINING Fre Prevention Inspector II Fire Battalion Chef Fire Prevention Inspector I Administrative Fire Captain ADMINISTRATION EMERGENCY MANAGEMENT Administrative Analyst Sr(2) &HOMELAND SECURITY Accounting Technician II(2) Emergency Svcs Coordinator Administrative Fire Captain' EAZMAT RF_QP(_1NSF_ Administrative Secretary Fire Captain(3) Fire Engineer(3) F refi ghter Paramedic(6) EMERGENCY MEDICAL SERVI - S A FREMED ADMINISTRATION Fire Battalion Chef Fire Medical Coordinator Admnistretive Fire Captain' EMERGENCY TRANAPORT PROGRAM Ambulance Operator(30) CENTRALNET OPERATIONS Al1THORITV Fire Trainrg Maintenance Technician Admriistrative Secretary Admnistrahve Aide Defunded positions Admin Fire Captain(21. Marine Safety Captain(1) 253 Fire Department Descriptions The Huntington Beach Fire Department is dedicated to providing the highest quality fire, marine safety and emergency medical services to protect the community. Providing a balanced approach to life safety, data driven community risk reduction and property protection supports this mission. The Department provides "all-risk" services and response for fire suppression, community risk reduction, 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. Community Risk Reduction The Community Risk Reduction (CRR) 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. Community Risk Reduction 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 Community Risk Reduction Division operates the Hazardous Matenals 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, the annual Fire Department Open House,the Spark of Love and the Great Shake Out. Finally, the Community Risk Reduction Division oversees a volunteer Senior Home Inspection Program (SHIP). 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 staff 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 254 Fire Department Descriptions programs and coordinates the Community Emergency Response Team (CERT) and Radio Amateur Civil Emergency Services (RACES)volunteers. it • Marine Safety The primary goal and purpose of the Marine Safety Division is to provide quality open water and beach safety through education,community risk reduction, and emergency response. The Marine Safety Division provides year- round emergency respose on the City's beaches, harbor and off shore areas that includes water rescue, emergency medical services,and code enforcement. The Division manages the summer Junior Lifeguard Program and several other community outreach programs. The Division is comprised of 18 permanent Marine Safety employees and management staff, and is supported by more than 150 recurrent ocean lifeguards. The Marine Safety Division also supports several specialty teams that inlude Swiftwater and SCUBA dive teams that are available 365 days a year. Ongoing Activities & Projects Fire Administration • Provide overall administration, leadership, management and support for the Fire Department. • Maintain auto aid agreements with surrounding fire suppression and medical response agencies. • Administer Homeland Security Grants, 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. Community Risk Reduction • 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. 255 Fire Ongoing Activities & Projects • 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. L _ Respond to citizen inquiries regarding fire prevention, inspection, and education. • Provide Community Risk Reduction support and training to emergency response personnel. Emergency Response • Provide rapid emergency response for medical,fire,urban search and rescue,wildland fire and hazardous materials incidents. • Continue Emergency Medical Service, electronic patient care documentation and emergency medical service skills review for all Emergency Medical Technicians (EMT)and Firefighter Paramedics. • Update Department Organization and Operations Manuals, policies and plans to reflect current procedures and regulations. • Update Training Manual to reflect current standards and procedures. • Coordinate inspections, repairs and/or preventive maintenance on emergency response apparatus and facilities. • Complete the purchase of fire apparatus and continue the ongoing purchase of firefighter turnouts, hose, air cylinders, and other essential firefighting and safely 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 e; materials and weapons of mass destruction. • As part of the Urban Search and Rescue Program (US&R), continue to maintain a state of operational iY readiness to respond to complex rescue incidents, such as collapsed buildings, trench rescues, confined space -r 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. Sunset Beach and Huntington Harbor. • 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 Sheriffs Harbor Patrol. 256 Fire Ongoing Activities & Projects • Manage and coordinate the City's Junior Lifeguard Program, including beach safety education, medical and lifesaving training and competitions 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, 04. • medical aids and enforcement incidents. Meet all training and other requirements in order to as maintain Advance Lifeguard Agency Certification through the United States Lifesaving Association. Through data driven statistics, provide community risk education and prevention activities to the community and many visitors. i • Provide real-time beach safety, parking and environmental warnings through the use of a public dashboard. • Continue to monitor and develop response plans and recommendations for Huntington Harbor response division. 257 Fire Performance Measures Results for the City performance measure program for the past two fiscal years, in addition to goals and ob)ectives for FY 2021/22, are presented below. FY 2019120 FY 2020121 FY 2021122 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1 Receive the Amencan Heart Association (AHA) Enhance and Mission: Lifeline EMS Recognition by meeting or Maintain Public exceeding all four measures of the AHA standard for Safety excellent pre-hospital heart attack care All measures must be kept in at least 75% of cases for two or more 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 Silver Plus Gold Plus Gold Plus Goal: 2 Complete 100% of life safety and fire permit Enhance and inspections and 100% of State mandated occupancy Maintain Public inspections assigned Safety Measure: •of life safety and permit inspections completed 100% 20 5% 95°% % of State mandated occupancy inspections 100% 998% 100% completed Goal: 3. Continually maintain 250 Community Emergency Enhance and Response Team (CERT), 75 Radio Amateur Civil Maintain Public Emergency Services (RACES). and 10 Senior Home Safety Inspection Program (SHIP)volunteers Measure: #CERT volunteers 250 250 250 #of RACES volunteers 75 75 75 8 8 8 #of SHIP volunteers Goal: 4. Ensure 100%of Lifeguards and Marine Safety Officers Enhance and complete United States Lifesaving Association(USLA) Maintain Public requirements to maintain Advanced Certified Safety Lifeguard Agency status Measure: %of Lifeguards and Marine Safety Officers completing 100% 100°% 100% USIA Advanced Certified Lifeguard Agency status 258 Fire Performance Measures FY 2019120 FY 2020121 FY 2021122 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 5. Pursuant to the City's General Plan, Section PSI-P 2, Enhance and provide emergency responses. Maintain Public Safety Distribution of Fire Stations: To treat medical patients and control small fires,the first-due unit should amve 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 86% 85% 90% less. Goal: 6. Multi-Unit Responses: To confine fires near the Enhance and room of origin, and to treat up to five medical patients Maintain Public at once,a multiple-unit response of a minimum of three Safety engines, one qumtAadder truck, and one Battalion Chief totaling 17 personnel should arrive within 11 30 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 area. Measure: %of multi-unit responses in 11:30 minutes or less. 78% 78% 90% Goal: 7. Hazardous Materials Responses: Provide Enhance and hazardous materials response designed to protect the Maintain Public community from the hazards associated with Safety uncontrolled release of hazardous and toxic materials. The fundamental mission of the City response is to 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 65% 100% 90% or less 259 Fire Performance Measures FY 2019120 FY 2020121 FY2021122 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 8. Technical Rescue: Respond to technical rescue Enhance and emergencies as efficiently and effectively as possible Maintain Public with enough trained personnel to facilitate a successful Safety rescue. Achieve a travel time for the first-due company for size-up of the rescue within 730 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 85% 87% 90% or less. Goal: 9 Emergency Medical Services: The City should Enhance and continue to provide ambulance services in all Maintain Public neighborhoods within at least 11 30 minutes/seconds Safety total response time. Measure: % of ambulance service responses in 11 30 minutes 100% 100% 100% or less 260 Fire Accomplishments & Objectives FY 2020/21 Accomplishments • Provided 20.428 medical, Fire, hazardous materials and other emergency responses in 2020. • Provided 11,755 emergency medical transports, as part of a program generating$6 million in revenue. • Received a 100% overall Emergency Medical Services (EMS)service rating of meeting or exceeding customer expectations for 2020 from 240 randomly selected survey respondents. • Received the 2020 American Heart Association Lifeline EMS Gold Plus Award for excellent cardiac care. • Implemented temporary surge ambulance staffing to meet the demand of the surge in ICU and emergency department census in our local hospitals from December 2020 through February 2021. • Maintained a continuous supply of essential personal protective equipment (PPE) and decontamination supplies to help minimize exposure to first responders and the public. • Continued to adapt EMS procedures and protocols for the protection of EMS personnel and the public during the COVID-19 pandemic. • Maintained 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. • Established a Fire POD for COVID-19 vaccine administration at our Central Net Training Center in cooperation with four other cities and under the direction of the Operation Independence IMT to serve the mission of vaccinating OC by July 2021. • Collaborated with Huntington Beach Hospital and other City departments to operate a mobile COVID- 19 vaccination POD on site at Huntington Beach Hospital on an intermittent but ongoing basis as available vaccine supply allows. • Partnered with the Orange County Health Care Agency to vaccinate persons experiencing homelessness in a sheltered setting. • Assisted with the COVID-19 vaccination efforts at various Super POD sites throughout Orange County. • Performed 8,729 inspections and 2,186 development and fire protection life safety plan checks. • Conducted a virtual Fire Department Open House and provided online fire safety education in lieu of in-person fire station visits and education programs. Managed the Spark of Love team that collected toys and purchased toys through cash donations collected by HB Fire Outreach Foundation. Nine local organizations received 1,740 toys and 5,200 toys were distributed to other cities participating in the Spark of Love toy drive. An additional 7,000 toys will be distributed after the holidays to local organizations. • Continued improvements to data collected in "The Compliance Engine" cloud based fire protection inspection tracking system. • Transitioned to 100% online Fire construction permit plan reviews. • Developed outreach materials for the public on how to effectively use the HB Customer Portal, Accela Citizens Access for permits and payments. • Skill certified all CRR Division and Fire Administration staff on Accela workflows and inspections. • Provided training to all Company CRR inspectors to conduct inspections on the specially designed FD Mobile App. • Developed a comprehensive Fire Department Accela Manual and FD Mobile App manual. • Exceeded fire construction plan review tum-around times, with an average of 7.47 days for all submittals (11.1 days for 1st submittal, 3.59 days for 2nd submittal, and 2.5 days for 3+ or more submittals). • The CRR Division performed 87 Development Reviews, 72 Public Works Reviews, and 41 'same day' reviews. • Conducted 99.8% of all State-mandated inspections (institutions, hotels/motels, apartments, schools and high-rises). 261 Fire Accomplishments& Objectives • Led and managed a Public Outreach Team with the core mission o1 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 Community Risk Reduction Division's ability to provide service throughout all phases of COVID-19 related restrictions. • Converted all plan check services to a paperless system that allows developers to submit applications at any time. • Created an Intern program that allows college students to start their career in the fire service. 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. • Performed over 159,800 Lifeguard preventative actions and conducted over 3,950 water rescues. • Conducted a modified Junior Lifeguard Program during COVID-19 pandemic. • Implemented three phase Harbor response plan during COVID-19 pandemic. Introduced Lifeguard services back into Huntington Harbor after 25 years. • Integrated Marine Safety Resources into Fire Dispatch Computer Aided Dispatch Program (CAD). Harbor Commission management and completion of a strategic plan. • Transfered Harbor Master duties to the Fire Department. • Implemented a Watch Tower Dispatch system and live time Marine Safety Statistics. • Completed Marine Safety Command staff title changes in line with Fire Department integration. • 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 30 strike team requests for help with major fires and other serious disasters. • Conducted more than 3,000 hours of new-hire academy training, in addition to over 20,000 hours of training for current Fire Department 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 the Mayor. The team published over 28 press releases and over 25 videos on citywide 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. 262 Fire Accomplishments& Objectives FY 2021/22 Objectives • 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 emerge, • 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. • Evaluate and select an improved incident reporting software platform in order to increase data reporting and collection and integrate with Community Risk Reduction to identify areas for focused hazard reduction and education efforts. • 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. • 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 City personnel and of the vulnerable population 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 Citywide Communicable Disease Pandemic Response Plan in cooperation with the Emergency Operations Center. • 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. • Implement credential program for Chief Officer and Fire Captain. • Enhance and/or modify current Special Operations (Swiftwater, SCUBA, USAR, SWAT, Etc.)to meet changing needs of community and region. • Implement Paramedic school at CNET, fire academy and paramedic school sponsorship process. • Upgrade records management system for emergency response to improve quality of data collection, resulting in effective, meaningful metrics for Community Risk Reduction. 263 Fire Accomplishments x Objectives • Pursue all phases of Fire Department accreditation, including the completion of a Community Risk Analysis. Standards of Cover study and Fire Department Self-Assessment. • Expand peer support and behavioral health services to all levels within Emergency Services. • Provide training and equipment to support the implementation of a functional fitness program that will promote injury prevention, longevity in the profession and general wellness. • Improve leave time management with active tracking and support throughout all phases of the industrial injury and recovery process. • Perform NFPA 1500 station assessments, with the intent of identifying any needs or modifications based upon the most recent and relevant guidelines, on all Fire and Marine Safety emergency response facilities. • Initiate a cancer awareness and prevention campaign to address modifiable practices and infrastructure that would reduce exposure risks. • Achieve Community Risk Reduction Goals by performing 100% inspections in high risk, slate- mandated occupancies with high quality inspections and customer valued-added rating of 4/5. • Improve community engagement by advancing Community Risk Reduction culture through development and implementation of"self-inspection" programs and social media or websites. Begin integration of ePCR and finalize analysis of medical aid reporting requirements. • Establish a public dashboard for beach safety and information using statistics gathered from the Watch Tower program. Finalize Rescue Vessel preventative maintenance plan and replacement schedule. • Establish an off-season program that provides education and Community Risk Reduction opportunities at the Marine Safety Training and Education Center. 264 Fire Adopted Budget - FY 2021122 Summary Charts DEPARTMENT Expenditures by Category o;w,a%ng Expemes 9% Capital pendnn m eces _t Expe 4ures 84%4% 0� Non-Operating Expenses 411 7% FY 2017/18 FY 2016119 FY 20191'20 FY 2020721 FY 2020121 FY 2021122 AthW AcWM Acbw Aclipillited Rw4ad Adopted Personnel Sernces 33 597,514 45,282.047 46,318.268 46.096 843 46 588 881 40.800.404 Operating Expenses 3140846 4.455414 4.361 329 3.634 854 4 260 547 4 168 247 Capital Expenditures 13 068 67 725 24 934 310 500 1 243 938 20 000 Non-Operat,ng Expenses 282 708 13 000 13 000 13 000 13 000 3 430 400 Total ExpendlItures by Cabnpry 37 1» 0,819,187 50,717,531 $0 055 197 52,106,366 48,419,051 Expenditures by Fund M501 Certd.ed unified program Agency 00100 General 0% FuM0— 99% 00704 Fire JPA Fund 1% 4!0 17118 FY 2018119 FY 2019120 FY MOM FY 2020121 FY 2021122 Farad Aftail Actual Actual Adopted RMiMO Adopled 00100 General Fund 36.575,749 49 r r ii37 5i: •i 020 4 50 173 136 47 751 013 00103 Donations Fire 2.483 4 EW 808 5.G99 00231 Fire Facilities Dev Impact 280.000 900.000 00501 Cerirfied United Program Agency 128276 247.460 247 775 277.478 278.396 262 172 00704 Fire JPA Fund 285.076 410,550 310.101 419,850 702,961 405.866 00894 WMD-DHHS 18,091 00906 Used Oil OPP7 16/17 6.245 46,687 00922 Fire Grants-Other 1,500 00960 Used Oil OPP 53.214 42 524 219 00976 Homeland Securny MMRS 10/11 8.577 "238 FMPG 16:17 27 731 25 391 8 212 45 056 Total Expenditures by Fund 37,034,136 42,813,187 60,717 60 197 62,106,365 48.419 051 2h5 Fire Adopted Budget - FY 2021122 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 15,346.290 20.534.522 20,812,873 22,385,264 21,831,195 22,792,706 1.82% Salaries, Temporary 476.774 1,166,784 1,255,079 1.239,936 1,239,936 1,265,843 2.09% Salaries, Overtime 5.132.287 7.176,032 6.167.651 4,805,500 5.822.151 5,420.591 12.80% Leave Payouts 377,941 549.724 517.208 Benefits 12,264,222 15,854.985 17,565,456 17 666 143 17 695 600 11 321 264 -35-92% PERSONNEL SERVICES 33AWAM 46,0%,843 46,586,881 40,800,404 -11 49% OPERATING EXPENSES Utilities 33.019 46,315 38.978 39.600 38.900 41.150 3.91% Purchased Water 286 Equipment and Supplies 926,939 1.169,941 1,085,775 967.974 1,053.173 986,605 1.92% Repairs and Maintenance 273,067 317.304 311,088 282,733 379.089 368,035 30 17% Conferences and Training 92.110 140.288 62,649 111,268 79.882 118,480 6A8% Professional Services 902,130 810,548 677,993 547,332 594,118 534,029 -2.43% Other Contract Services 157,359 281.143 121,554 163,448 175.880 124,738 -23.68% Rental Expense 80,130 69,433 97.633 84,800 86,916 91,015 7.33% Claims Expense 8 Insurance 5.450 5,600 5,600 5.600 0,00% Payments to Other Governments 645,416 1,571,079 1,936.847 1,403,799 1.816,789 1.871.890 33.34% Expense Allowances 23.798 25,500 18,473 17.900 17.900 15.705 -12.26% Other Expenses 6 591 18,405 10.339 10 400 12,300 11.000 5.77% OPERATING EXPENSES 3,140,846 4AW,414 4,361,329 3,634,854 4,260,547 4,168,247 14.67% CAPITAL EXPENDITURES Improvements - 7 Z310.500 1,200423 20.000 -93.56% Equipment 1.746 Vehicles 24 934 41769 CAPITAL EXPENDITURES 13,068 67,725 24,934 310,500 1,243,938 20,000 -93.56% NON-OPERATING EXPENSES Transfers to Other Funds 272,000 13.000 13.000 13,000 13,000 3,430.400 26287,69% Prior Period Adjustment 10 708 IM-OPERATING EXPENSES 21112,701111 13,000 13,000 13,000 13,000 3,430,400 26287.69% Grand Total 37,034,137 49,918,187 50,717,531 S0,055,197 52,106,366 48,419,051 -3,27% General Fund 36.575,749 49.030,037 50,090,020 49,077,869 50.173,136 47,751,013 -2 70% Other Funds 458.388 788,150 627,511 977,328 1.933.230 668.038 -3165`ia Grand Total 37,034,137 49,818,187 50,717,531 50,055,197 52,106,366 48,419.051 -3.27% Personnel Summary 198.00 198.00 198.00 198.00 200.00 200.00 0.00 Fire Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual AdIlipilled Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 15.151,813 20,256,246 20,585,772 22,099,702 21,550,385 22,495.801 1.79% Salaries, Temporary 464,049 1,162,728 1,246,250 1.194,622 1.194.622 1,220,529 2.17% Salaries, Overtime 5,126,818 7,166,618 6,152,250 4,758,014 5,795,151 5,384,546 13.17% Leave Payouts 371,566 546,087 509,899 Benefits 12,178.021 15.665.501 17,378,510 17,486.305 17.520.143 11.207.856 -35.90% PERSONNEL SERVICES 33,292,267 44,797,151 45,872,681 45,535,542 46,060,301 40,305 -11.48% OPERATING EXPENSES Utilities 4.105 6.360 4,558 3,100 2,400 4.650 50.00% Purchased Water 33 Equipment and Supplies 859.816 1.080.511 1.001.045 929,653 981,189 947.304 1 90% Repairs and Maintenance 266.790 312.354 295,582 270,987 367.343 360.753 33.13% Conferences and Training B6.504 135,305 62.161 109.518 79.882 116.730 6.59% Professional Services 888.150 810.548 668,910 547.332 571.201 534.029 -2 43% Other Contract Services 151.091 206.021 115,904 161,738 175,170 123.028 -23.93% Rental Expense 80.130 69.433 97,633 84,800 86,916 91.015 7.33% Claims Expense 8 Payments to Other Government 645,416 1,571,079 1.936.796 1.403,799 1,816,789 1.871.890 33 34% Expense Allowances 23,798 25,500 18.473 17.900 17,900 15,705 -12,26% Other Expenses 5.648 15.736 9,433 10.400 12.300 11.000 5.77% OPERATING EXPENSES 3,011 4!2 4 232 SW 4,210,496 3,539,227 4,111 00! 4,079,184 15 17% CAPITAL EXPENDITURES Equipment 746 Vehicles 6.843 CAPITAL EXPENDITURES 111,111,013 1,746 NON-OPERATING EXPENSES Transfers to Other Fun7s 272 OCC 3 366 177 100.000,0 NON-OPERATING EXPENSES 272.000 3,366,177 100 00% Total 36,575.749 49,030,037 50,090,020 49,077,869 50,173.136 47,751,013 1 -2.70°io Personnel Summary 194A0 194,10 194.10 194.20 196.20 196.30 0.10 Fire Adopted Budget • FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2019119 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries. Permanent 432.773 679,611 615,188 685,233 665,238 906,944 32,36% Salaries. Temporary 83.507 15.620 15.620 15.620 0.00% Salaries. Overtime 650 3,570 Leave Payouts 18.474 22.287 26.912 Benefits 295 900 410.292 466.832 446 253 446 253 392 327 -12.08% PERSONNEL SERVICES 747 W 1 11 100 11,119k001111 1147100 11,11V.11111 1,314,11111,11 14 63% OPERATING EXPENSES Equipment and Supplies 7,156 9,872 12.397 7,815 7.815 11.550 47.79% Repairs and Maintenance 700 1.535 750 750 1.000 33,33% Conferences and Training 1.572 4,292 836 9,098 9.098 9.613 5.66% Professional Services 28.849 Other Contract Services 2,177 142 5,500 5,500 4.000 -27.27% Rental Expense 3,344 2,616 4.271 3,000 3.000 -100.00% Payments to Other Governments 51 51 Other Expenses 77 26 OPERATING EXPENSES 12,072 19,785 48,105 26,163 26.163 26,1111113 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 149.571 100.00% NON-OPERATING EXPENSES 1 100.00% Total 759.869 1,131,975 1.244.114 1,173,269 1,153,274 1,490,625 27.05 Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the realignment of funding between expenditure categories 268 Fire Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Emergency Response PERSONNEL SERVICES Salaries, Permanent 10.922,561 14,557,447 14,573.147 16,952,915 16.538.461 16,949,824 -0,02% Salaries. Temporary 12.027 18,934 18,749 104,545 104,545 104,545 0.00% Salaries. Overtime 3.953.124 5,642,729 4.528.457 3,881,330 4,918,467 4,015,362 3.45% Leave Payouts 260.437 396,113 377.307 H, <`''s 8 780 447 11 430.576 12.674.439 13.815.066 13.848 904 8466753 -38.71% PERSONNEL SERVICES 27626666 32,045.M 32,172AN 34,753,857 36410378 29 -15.01% OPERATING EXPENSES Ouiit,es 2.333 4,360 3,138 2,700 100.00% Equipment and Supplies 396,024 347.277 342,240 331.940 364,084 385,961 16.27% Repairs and Maintenance 178,785 157.254 136,325 160,104 194.143 153,720 -3 99% Conferences and Training 46,880 64.699 19,698 40,443 40.443 60.140 48 70% Professional Services 78,476 56.263 63,389 60,703 63,403 64,000 5A3% Other Contract Services 7.462 20.892 12,552 6,750 6.750 3.000 -55.56% Rental Expense 34 1,033 1,574 2.116 Payments to Other Governments 645.416 1,264,862 1,439,200 1,403,799 1,434,049 1,489,652 6.12% Expense Allowances 18,966 20,028 16,200 17,750 17,750 15.255 -14.06% Other Expenses 4.282 4.383 4,947 3.300 5,200 5.000 51.52% OPERATING EXPENSES 1,378,660 1,941,051 2ANIM 2,024,M 2,127,938 2,179,429 7 64% CAPITAL EXPENDITURES Equipment 1 746 Vehicles 6 843 CAPITAL EXPENDITURES 6,843 1,746 NON-OPERATING EXPENSES Transfers to Other Funds 272 000 2.546.252 100.00% NON-OPERATING EXPENSES 272,000 2,S46,262 100 00% Total 25,579,255 33,986,850 34,218,206 36,778,646 37,540,062 34,262,164 -6.84 Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds Together. these programs decreased the City total number of funded positions, provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 269 Fire Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019119 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Fire Prevention PERSONNEL SERVICES Salaries. Permanent 601.149 869,671 960,346 1,128.847 1,094,242 761,315 -32.56% Salaries. Temporary 8.786 2.960 4,405 5.000 5.000 30.000 500.00% Salaries, Overtime 55.200 50,325 77.724 76.184 76,184 121.184 5907% Leave Payouts 39.140 70 650 74.940 Benefits 451 718 556.708 655.935 704 718 704 718 269 027 -61.82% PERSONNEL SERVICES 1 1 ee4 1 16 1,773,351 1 74e 1 te01N 1 1e1 -38 29% OPERATING EXPENSES Utilities 278 769 196 900 900 450 -50.00% Equipment and Supplies 16,416 101,502 34,531 20.348 20.958 26.498 30.22% Repairs and Maintenance 47.596 106.730 1D5155 61,800 62,180 64.150 3.80% Conferences and Training 8.781 12.451 11,773 18,977 10,977 15,977 -15.81% Professional Services 462.525 397.736 198,071 120,769 167.328 120,769 0,00% Other Contract Services 36.667 51,994 26,503 44,894 60.326 31,629 -29.55% Rental Expense 76.752 60,068 79,822 73.800 73.800 83.015 1249% Payments to Other Governments 51 Expense Allowances 3182 4,171 473 150 150 150 0.00% Other Expenses '14 " 258 4 459 7 000 7 000 6.000 -14.29% OPERATING EXPENSES 652,900 746,689 a82,034 34111,111M 403,616 34CGU 0 00% NON-OPERATING EXPENSES Transfers to Other Funds 131 342 100.00% NON-OPERATING EXPENSES 131,342 100 00% Total 1,808,893 2,297.004 2.235.385 2.263,387 2.283,761 1,661.506 -26.59% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363 6 million in Pension Obligation Bonds. Together these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the realignment of funding between expenditure categories 270 Fire Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division By Object Account DIVISION Percent FY 2017116 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Emergency Medical Services PERSONNEL SERVICES Salaries, Permanent 1,768,671 2.114,044 2,379,356 1.145,988 1,110,582 1,305,588 13,93% Salaries, Temporary 7.559 9.067 20.992 Salaries, Overtime 667.821 759.928 861,614 321,900 321,900 621,900 93.20% Leave Payouts 36.868 32.661 22,495 11. -` 1 438 504 1 761 076 1.891.114 812 317 812.317 614 743 -24.32% PERSONNEL SERVICES 3,tigAn 4,111IMTHI 5,17501 2,280,206 M 042,23111 1149% OPERATING EXPENSES Utilities 7 21 Equipment and Supplies 261,116 371,744 398,373 340,450 399,678 351,195 316% Repairs and Maintenance 3.522 24.195 26.086 17,200 33,950 26.Do0 51.16% Conferences and Training 1,815 10.523 4,717 Professional Services 346,297 356.511 377,932 365,860 340,470 349.260 -4.54% Other Contract Services 80,752 110.497 46,778 83.594 83.594 80.499 -3.70% Rental Expense Payments to Other Governments 306,167 497,494 382.740 382,238 100.00% Expense Allowances 1.650 1,350 1,800 150 100.00% Other Expenses 1 1 OPERATiNIG EXPENSES 695,152 1,180,895 1,353 202 807.104 1,240 432 1 169 342 47 36% NON-OPERATING EXPENSES Transfers to Other Funds 222 341 100.00% NON-OPERATING EXPENSES 222,341 100.00% Total 4,614,574 5,857,771 6,528.773 3,087,310 3.485.231 3,953,914 28.07% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 271 Fire Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division By Object Account DIVISION Percent FY 2017118 FY 2019119 FY 2019120 FY 2020121 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Marine Safety PERSONNEL SERVICES Salaries. Permanent 1.426.660 2,035473 2,057.734 2,186,718 2.141,863 2.572.130 17,63% Salaries. Temporary 435,678 1.131,767 1.118.597 1.069.457 1.069.457 1.070,364 0,08% Salaries. Overtime 450.023 713.635 680.885 478.600 478.600 626.100 30.82% Leave Payouts 16 647 24.376 8.244 Benefits 1 211 451 1 506.849 1.690.190 1 707.950 1.707.950 1 465 006 -14,22% PERSONNEL SERVICES 3,50AN 6,412,100 OW661 5A4i 6397869 666 5,34% OPERATING EXPENSES Utilities 1,494 1.224 1,202 2.200 1.500 1.500 -31.82% Purchased Water 33 Equipment and Supplies 179.104 250.116 213.505 229,100 188.654 172.100 -24.88% Repairs and Maintenance 36.887 23.475 25,482 31.133 76.320 115.883 272.22% Conferences and Training 27,456 43.340 25.137 41,000 19.364 31.000 -24.39°% Professional Services 852 38 670 Other Contract Services 26.210 20,461 29.928 21,000 19,000 3.900 -81.43% Rental Expense 5,716 11.967 8.000 8.000 8,000 0.00% Claims Expense 8 Expense Allowances 1481 150 100.00% Other Expenses 662 7 _ 100 -100.000/10 OPERATING EXPENSES 272,699 344,336 307,891 332,533 312,938 332,533 0 00% NON-OPERATING EXPENSES Transfers to Other i unds 316 671 100 00% NON-01PERATING EXPENSES 316,671 100 00% Total 3.813,157 5.756,436 5,863,542 5.775.258 5.710.807 6,382.804 10.52°b Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together these programs decreased the Citys total number of funded positions provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-aver-year increases in pension costs For FY 20211222 expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the realignment of funding between expenditure categories 272 Fire Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Change From Expenditure ObJW Account Actual Actual Actual Adopted Revised Adopted Prior Year HAZMAT CUPA(sot), Training Center(7a), Grants (varloua) PERSONNEL SERVICES Salaries. Permanent 194477 278.276 227,101 285,563 280.810 296,905 3.97% Salaries. Temporary 12.725 4,056 8,829 45.314 45,314 45,314 0.00% Salaries. Overtime 5469 9.414 15.402 47.486 27.000 36,045 -24.09% Leave Payouts 6,375 3,637 7.309 Benefits 86 202 189.484 186 946 179 838 175.457 113 408 -36.94% PERSONNEL SERVICES 305,248 464 666 44S 667 5111111111,201 526 6t1 491 672 -11 92% OPERATING EXPENSES Utilities 28,914 39,955 34,420 36.500 36,500 36,500 0.00% Purchased Water 253 Equipment and Supplies 67,123 89.430 84,729 38,321 71.984 39.301 2 56% Repairs and Maintenance 6,277 4.950 15,506 11,746 11.746 7,282 -38 00% Conferences and Training 5.606 4.982 488 1,750 1.750 0.00% Professional Services 13.980 9.083 22.918 Other Contract Services 6.268 75 122 5,650 1,710 710 1.710 0 00% Insurance 5 450 5.600 5.600 5,600 0.00% Payments to Other Governments 51 Other Expenses 943 2 669 906 OPERATING EXPENSES 129,364 222,558 150,833 95,627 149,457 92143 -3 64% CAPITAL EXPENDITURES Improvements 13.068 67.725 310.500 1.200,423 20,000 -93.56% Vehicles 18.091 41.769 CAPITAL EXPENDITURES 13,066 67.725 18,091 310,S00 1,242.192 20000 -93 56% NON-OPERATING EXPENSES Transfers to Other Funds 13 00C 13 coo 13.000 13 54 223 394.02% Prior Penod Adjustment 10 708 NON-OPERATING EXPENSES 10,708 13,000 13,000 13,000 13,000 $4,223 394 02% Total 458.388 788,150 627.511 977,328 1,933,230 668,038 J1.65°h Significant Changes Cdyande changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together these programs decreased the City s total number of funded positions provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021/22, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account The Fire Facilities Development Fund budget decreased by $200.000 because no additional funds were requested for the Lake Fire Station Renovation 273 Fire Adopted Budget- FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS HAZMAT Cl(sots, Training Center 1704), Grants (venous) (Continued) FY 2017118 FY 2018/19 FY 2919120 FY 2020/21 FY 202i FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00231 Fire Facilities Dev Impact 225,363 181 629 126,227 00501 Certified Unified Program Ac 298,370 287.516 293.974 277,478 277,478 262,500 (14,978, 00704 Fire JPA Fund 276,840 430.504 272,963 405.866 405,866 405,866 00894 WMD - DHHS 5 646 (88) 00902 Used Oil 13th Cycle 07/08 (696) 00922 Fire Grants-Other 1.500 (1,500) 00960 Used Oil OPP1 53.214 56.273 54,699 00976 Homeland Security MMRS 1 25 01218 DHS Fire Equipment Grant (42) 01238 EMPG 16/17 28.551 25,391 27.469 (27.469) Total 853,817 984,379 773,166 683,344 712,313 668,386 143,947 274 City of Huntington Beach Police Adopted — FY 2021/22 J Police chief Assistant Chief of Police Adrtraatraaw Aaaalanl STANDARDSF-'----�- TRAINING COMMUNITY Si IPPORT Pdce Sergmnt Comnunhty Relatorrs Pdce Lieutenant Pdce Officer Speciaist(2) Police Sergmm(21 Pdce Servxes Speoalet Com ty Relations Officer UNFORM OPERATIONS SERVICES ADMSEERVICCEES VE Police CapmnCapmn Pdm Capon Pofn Caftan Adrm Sv%DNmon Menge Depuy Director d Hdrolawteas B Benanoral HoW Services INVESTIGATIONS FACLaIFC Pdce SuppM Se am Manager Pdce Letrtenanl Facltes Maintenance Crewleada Community$mice,Officer PATROL Pace Sagwnt(3) Pdce Lieutenant(5) Pdce Olffi r,22) 9LlQ1tI ALARM Pda Sergsrt(12) Format Systems Special al Admnistmive Anayst Senior Pdce Offim(119)' Cnme Arelyst Amontng Tactnican ll RAGKGROUNDMIRING Convrurvry Serva:m Officer Pdce Services Speoaet Pdce Officer Cnme Scene Investigator(4) Community Servcm Officer(41 PAYROII Account Technician II(2) COMMINICATIONS TRAFFIC NARGOTICSNICE Police Cormmnica6orn Manager Police Lautenare Pdce LeutenaM JAIL Cor m nhmtons Sh4 a iior(6) Pdce Serpens(3) Pdce Sergeant Pdce Sergeant Con m nmatons Operator 116)' Pdce Officer(19)• Pdce Officer 171 Detention SnA Supenrraor(4) Corrrrsrvty Services ORcer(3) Police Services Speoalet Detenton Office.Nurse 141 PERSONNEL Community Servcm Officer Detention Office 19) Principal lomonrel Analyst AIR CIIPPORT Persorhnel Amelant Polde Serg"m QMG6Ur_5 Pdm Olficer(6) Pdce Sergmra PROPERTY AND EVIDENCE Senor Helctpter Manlenanm Pdce Offimr(6)' Property and Evdence Supm,sor Tmnm w(2) Property and Evidence Officer,(3i OCIAC TASK FORCE PARKING FNFORCFMFNT Police Offimr RFCORr1C Police Records Admnrstmtor ParlangrTraRic Control SuPervea Pdce Records Supennson(3) Parkng/TraKhc Control Officer(10) RNSP TASK FORCE Pdce Retards Speoalha(11) Pdce Sergmnl SPECIAL NFM NT Pdce Ofice Pdce Records Tecnician I5 1 Pdce Sergmnt(2) Pdce Scm Specialist(6) Pdm Deicer I61 CRIME LAR Pdce Systems Caadnator Latent Frgerpnm E�(2) INFORMATION TECHNOI OGY IT Analyst IV IT Anii II I� IT Techmm IV Defunded positions Patrol-Polrce Officer(4).Traffic-Police Officer 11), NarcotncsNice Police Officer (1)CTFIGang-Police Officer(21. and Communcatlons Operator(t) 275 Police Department Descriptions The Police Department delivers professional and responsive public safety and police services to the City's residents. visitors, schools and businesses. These include emergency and non-emergency response to crimes, incidents and events; crime prevention; proactive enforcement of laws, traffic related services including collision investigation, DUI enforcement and prevention, traffic safety education and traffic control: criminal investigation; community policing to reduce crime and improve quality of life and vibrancy in neighborhoods and the business community; homeless services including dedicated,full-time outreach and engagement.and youth services in the form of School Resource Officers to engage local children in positive activities and civic engagement. Police Chief The Chief of Police leads and directs the department by providing the overarching vision and establishing priorities, goals and objectives. He/she is responsible for all operations, and represents the agency as a member of the City Executive Team. Administrative Operations Division The Administrative Operations Division is responsible for maintenance of the police buildings, oversight of the entire Police Department budget and payroll units, and the operations of the Jail Bureau. The Division also manages capital improvement projects and Department fleet services. The Division includes the following bureaus and units: Facilities, BudgeUPayroll, Professional Standards, Training, Community Relations, Press Information and Jail. Primary duties of the Division include: managing the use of budgeted funds, keeping accurate payroll records, and performing maintenance of the police facility and three 1 substations. The Jail Bureau is responsible for processing, housing, and transporting inmates of the Department, as well as other contract law enforcement agencies. The Professional Standards Unit is responsible for receiving and managing citizen and internally generated complaints regarding allegations of employee misconduct, internal affairs investigations, and auditing of police services. The Training Unit is responsible for ensuring department employees are provided not only the minimum mandated courses, but advanced training in which best practices are incorporated. The Community Relations Unit is responsible for the provision of relevant public information both verbally and in written form, crisis communications and promoting police/community relationships and partnerships. 276 Police Department Descriptions Uniform Division The Uniform Division is the most visible division of the Police 4. Department and performs core law enforcement functions. It is comprised of both swom and civilian employees and includes tf ' uniform patrol, traffic enforcement and investigations, Driving ' - Under the Influence enforcement, 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 I is also responsible for the resolution of dynamic, 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). IRV i i w ti Y Investigation Division The Investigation Division includes the Investigations Bureau, the Special Investigations Bureau, and the Crime Lab. The Investigations Bureau is comprised of Crimes Against Persons, General Investigations (Property Crimes), and Economic Crimes. The Special Investigations Bureau consists of Narcotics, Vice, Gangs, Crime Task Force, Intelligence, and the Regional Narcotics Suppression Program. The Investigations 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 Investigations 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:gathers, analyzes and issues timely and relevant reports related f to criminal intelligence: investigates Vice-related activity within the City,works collectively with the Orange County Human Trafficking Task Force to identify, investigate and prevent human trafficking, gang enforcement; and addresses criminal series investigations and quality of life issues. The Investigation Division also has the responsibility of processing and examining computer lit 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. 277 Police Department Descriptions Administrative Services Division The Administrative Services Division provides support services to the three other divisions. Administrative Services includes BackgroundslHiring, Communications, Personnel, Property/Evidence. K imp and Records. Primary duties include recruiting, hiring and conducting background checks on new employees; receiving and processing 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 propertylevidence, liaison with Orange County Animal Control and liaison with City Information Services. Ongoing Activities & Projects Uniform Division • Investigated 1,433 traffic collisions (687 injuries and 16 fatalities). • Issued 8,702 traffic citations. • Identified, interdict, and arrested 716 DUI offenders- • Issued 76.763 parking citations. • Conducted over 6,756 1" level parking citation reviews. big- 278 Police Ongoing Activities & Projects Investigation Division Investigated 2.005 crimes against persons. • Investigated 6,267 property crimes. • Investigated 1,185 economic crimes. • Investigated 19 human trafficking and Internettsex crimes cases. • Performed 16,000 crime analyses to identify crime trends. • Assisted 449 domestic violence victims through Victim Assistance Program. • Investigated 100 narcotic related citizen complaints. • Reviewed and processed 133 Entertainment, Facility Use, Massage, ABC and Conditional Use Permits. Administrative Operations Division • Booked, fingerprinted, photographed, and housed over 4.372 arrestees. • Documented, fingerprinted, and updated photos of over 183 sex registrants. • Copied over 450 hours on video for investigation and prosecution. • Collected DNA from over 295 felony arrestees for the State Database. • Collected over 500 blood, breath, and urine samples for evidence. • Secured, fed and cared for an average daily population of 12 inmates. • Booked, housed, and GPS track 15 sentenced Pay-to-Stay/Work Release inmates. • Transported over 850 in-custody inmates to the county jail. Administrative Services Division • Conducted 17 recruitments, processed 4,800 applications, hired 30 employees. • Receivedrinitiated 259,537 incoming/outgoing calls in the 9-1-1 center. • Officers dispatched to 67.404 calls for service. • Created 144,738 calls in the CAD system, documenting officer-initiated activity and calls for service. • Priority one calls for service response time was 4 minutes and 22 seconds. • Processed, disseminated, and entered into the Records Management System (RMS) 29,000 crime, incident, and traffic reports. • Processed over 5,300 bookings, including want/warrant checks, RMS entry, and logging/copying. Processed and filed 5,000 court packages electronically and physical court packages. Answered 80,000 incoming/outgoing calls received/initiated in the Records Bureau. • Processed 12,000 subpoenas. Processed 10,000 Public Records requests. • Processed, secured, and tracked over 12,864 pieces of evidence and property. • Processed and disposed of 14,380 pieces of evidence, 143 guns and 497 pounds of narcotics. • Processed approximately 6,680 alarm permits a year. • Received and assisted over 4,348 alarm-related calls a year. Professional Standards Unit/Training/Community Support • Investigated 63 complaints/internal affairs issues. • Volunteers removed 2.535 illegally posted signs. • Volunteers completed 513 vacation house checks. • Coordinated 5 neighborhood watch meetings with an average of 15 participants in each meeting. Distributed 3 Neighborhood Watch Newsletters to 2,522 individuals via email. • Participated in 2 drive-thru community events that drew over 150 residents. 279 Police Performance Measures Results of the City's performance measure program for the past two calendar years in addition to goals and objectives for FY 2021122 are presented below. FY 19/20 FY 20r21 FY 21122 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. In order to maintain quality response times to Enhance and appropriately serve the citizens of Huntington Modernize Public Beach. Communications Dispatchers will enter Safety Service calls in a timely manner and triage mordents Delivery with deference to the emergent nature. Community Service Officers will be utilized to handle low priority reports, keeping Police Officers available for high priority and in progress Priority 1 calls for service. Measure: %reduction in response times to Priority 1 calls NA 20% 3% for service Goal: 2 In an effort to reduce Part 1 property and violent Enhance and crimes the Huntington Beach Police Modernize Public Department (HBPD) Investigations Bureau will Safety Service use available funding to facilitate proactive Delivery enforcement to identify those who are active in criminal conduct and take enforcement action to stop and prevent criminals from victimizing citizens further This will be accomplished by using various tools available to the department crime analysis unit to identify crime trends as they develop and identify suspects responsible for those crimes. The information will be passed to the appropriate investigator who will then organize probation/parole compliance searches, surveillances, and proactive patrols by the Uniform Division. Measure: %reduction in Part 1 violent crimes NA +28% 3% %reduction in property crimes NA 5% 3% Goal: 3. The HBPD Investigations Bureau will employ multiple techniques to increase clearance rates Enhance and for Part 1 property and violent crimes. A new Modernize Public Record Management System will streamline all Safety Service phases of the investigative process from the Delivery initial booking of a suspect, to report writing, to the booking of evidence,and finally submission of the case to the Orange County District Attorney's office Upon the conclusion of the pandemic lockdown, the Investigations Bureau will resume weekly meetings with filing Deputy District Attorneys from the West Justice Center. These meetings bring the two agencies together in a partnership that strengthens communication and establishes expectations 280 Police Performance Measures FY 19120 FY 20121 FY 21122 Strategic Plan ACTUAL ACTUAL ADOPTED Goal for the successful prosecution of cases The computer forensics lab will expand its capability to retrieve evidence from electronic devices that were not possible before by the purchase of recently released hardware and software along with training provided by our partnership with the United States Secret Service. Measure: % increase in clearance rates for Part 1 violent NA 7% 5% crimes % increase in clearance rates for property NA 10% 5% crimes Goal: 4. In an effort to develop strategies to reduce the Enhance and number of injury traffic collisions, HBPD Nall Modernize Public implement effective data driven enforcement, Safety Service partnenng with community organizations to Delivery disseminate and implement education programs, and continue collaboration with the Traffic Department to assure our City roadways and thoroughfares are properly maintained and engineered. Measure: % reduction in injury traffic collisions NA 15% 5% Goal: 5. In an effort to develop strategies to reduce the Enhance and number of DUI related traffic collisions, HBPD Modernize Public will implement a proactive enforcement posture Safety Service with the assistance of two grant funded DUI Delivery officers, multiple checkpoints, saturation enforcement, and other grant funded operations. The police department will utilize a computer software program capable of developing an algorithm to identify impaired driving, and continue community based education programs. Officers will gain expertise in DUI enforcement through advanced traiing and will continue to collaborate with the Orange County Distnct Attomey's Office to assure DUI investgabons and arrests surpass the threshold needed to sustain a conviction in court. Measure: % reduction in DUI related traffic collisions NA 6% 5% Goal: 6. In an effort to develop strategies to reduce the Enhance and Modernize Public number of homeless related calls for service. Safety Service Delivery 281 Police Performance Measures FY 19/20 FY 20/21 FY 21/22 Strataplc Plan ACTUAL ACTUAL ADOPTED Goal the police department will work with numerous outreach and non-profit organizations to provide a comprehensive list of services to best reach the needs of the homeless population Additionally, laws would be enforced in a manner that ensures Huntington Beach. including its parks and beaches. remains a clean environment for all humans and wildlife. to safely enjoy Measure: Number of homeless calls for service N/A 12,000 11,640 Goal: 7. In an effort to develop strategies to increase Enhance and Homeless Task Force outreach and Modernize Public engagement with the homeless community.the Safety Service police department will increase proactive Delivery contacts with the homeless population, even when no crime is being committed and no call for service has been generated. This will foster a positive dialogue with the homeless population and allow for conversations that will hopefully lead to the acceptance of resources. benefitting the homeless individual and ad in the goal of reducing the homeless population in Huntington Beach. Measure: Number of contacts with homeless individuals N/A 1.586 1.538 accepting of resources 282 Police Accomplishments & Objectives FY 2020121 Accomplishments • Transitioned to COVID schedule deployment in all units for safety of employees and continued service to City. • Maintained hiring of Police Officers for public safety. • All bicycles entered and now trackable in computer system. • Developed a standard operating procedure for investigating crimes involving narcotics related overdose deaths. The Crimes Against Persons Detectives will be notified and may respond on all narcotic related overdose deaths and work with the District Attorney's office with the goal of criminally prosecuting those responsible for furnishing the narcotics. • Developed a standard operating procedure to collaborate with other City departments in an effort to problem solve chronic quality of life issues involving sober living and rehabilitation homes in the City of Huntington Beach. • Continued utilizing contracted security guard services through the Police Department, providing security guard services to the libraries, parking structures, parks, beaches, and community facilities in Huntington Beach. • Used COVID related closures to examine online and phone service processes, reporting, and information delivery to improve our level of service to the community. Implemented a Department-wide Professional Development program to help ALL employees become more effective leaders, to increase their organizational and community contributions, and to improve customer seance. Implemented an onboarding sponsorship program to welcome new employees and help them flourish in their new roles. Implemented an employee development and mentoring program to help employees grow personally and professionally, with the goal of improving communication, leadership, and customer sences skills. • Sent three Captains to executive development courses (FBI National Academy and Command College). • Increased Homeless Task Force to four officers and four case managers. • Converted one Homeless Task Force part-time case manager to a full-time position. • Secured grant funding from the Department of Alcoholic Beverage Control (ABC) for alcohol awareness and education efforts throughout the City. • Held bi-weekly Command Staff meetings to improve communication across divisions. • Supported the opening of the Navigation Center and facilitated Ordinance and policy changes to meet community needs • Added additional high quality security cameras to the downtown area for improved coverage and increased investigative capabilities. • Managed multiple protest, rallies, and gatherings while maintaining order and Constitutional rights. 283 Police Accomplishments s Objectives FY 2021122 Objectives • Install 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. • Move completely paperless in the Records Unit. • Use analysis from crime trends and intelligence to enhance resources and effectiveness Citywide. • Address Area Command specific issues to improve quality of life issues. • Evaluate current resources, facilities, and operational capabilities to improve readiness and efficiency. • Continue to evolve homeless solutions with the opening of the Navigation Center. • Reduce unsheltered indivdualstfamilies by providing resources and support to improve quality of life to residents and visitors to the City of Huntington Beach. • Expand and develop the temporary detective program. � r •r! Police Adopted Budget - FY 2021122 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 9% Capital Expenditures 2% Non-Operating Personnel Services Expenses 81% 4110 8% FY 2017118 FY 2018119 FY 201WW FY 2020121 FY 2020/21 FY 2021122 AC W ACbM AaiEW Adooled RVA"d Adopted Personnel Services 52 953418 70.080 542 73.042.242 75.102 059 75 506 708 64.620.576 Operating Expenses 4.919.014 6.365.396 6.430.015 6.577.310 7,873.442 7.146.701 Capital Expenditures 56895 243 267 35 916 - 337 914 1 124.000 Non Opera!ng E= enses 1 200 000 5 621,747 Total Ex hums by Category SkI29,32778 699.205 79,S08,173 81,679,369 83,718,064 79,S1 Expenditures by Fund 21212141242 Narcotics Forfeiture 1% 00100 General4i p Fund 00227 Police 98% Facilities Dev Impact 1% F,ntls ,22 276 949 968 984 and 979 represent,ess••,,,.. •I ,—,- , I ,...,.... ..., ,, FY 2017/18 FY 2018/19 FY 201WO FY 2020121 FY 2020121 FY 2021122 fatd Actual AeOW ACKW Adooll9d 11119ir4W Adooked 00100 General Fund 58.417 9,48 75 172.449 78 278.455 80.550 112 80 505.414 77 556,549 00122 Inmate Welfare 3.690 7.039 1456 40000 40000 40,000 212/2141242 Narcotics Forfeiture 56.895 153.230 146450 263.600 318.787 397,000 00216 Property and Evidence 55,769 594 50.000 55.549 50,000 00227 Police Facilities Dev Impact 90,000 1.124,000 949/9681984 SLESF Grants 80.834 402.977 260.988 220.000 477.533 220.000 00979 AB 109 Public Safety Realignment 145.871 66.439 118.725 243.285 125.475 Other Finds 569 960 751 869 753 792 436 932 1 987.495 Total Expenditums by Fund 89129,327 76,689,205 79,508,174 $1,679,369 83 718,064 72,513,024 ,vF Police Adopted Budget - FY 2021/22 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries Permanent 25,765.375 34,941,243 35,449.952 39,413.219 38.943.597 38.858.469 -1.41% Salaries. Temporary 348.015 389,128 433,590 380,055 448.782 385.548 1.45% Salaries. Overtime 4.093,771 4.669.227 4,699,292 4.049.950 4.732,501 4,693,950 15.90% Leave Payouts 1.079.615 1.478.282 1.334.717 Benefits 21,666,643 28.602.662 31,124,691 31.258.835 31.381.827 20,682.609 -33.83% PERSONNEL SERVICES 52,1111111111,411111 75,102,M 75,M,M -13.96% OPERATING EXPENSES Utilities 30.413 25,686 33.302 53,300 53.300 19,700 -63.04% Equipment and Supplies 935,471 1,456,580 1,634,901 1,374.691 2,010.956 1,572.316 14.38% Repairs and Maintenance 752,048 942,095 939,237 1,086.626 994,896 1.115.992 2.70% Conferences and Training 308.983 338,341 427,993 270,369 322.021 270.369 0.00% Professional Services 391.996 487,500 625.289 330,988 795,098 377,988 14.20% Other Contract Services 1,569.292 1,890.038 1,809,181 2.341.220 2,457.056 2.520,220 7 65% Rental Expense 7,148 13,728 13.651 7.884 7.884 7,884 0.00% Insurance 1,881 Payments to Other Governments 592,863 860.730 601,008 750,000 870.000 900.000 20.00% Expense Allowances 330,933 348,781 345,455 358,232 358,232 358,232 0,00% Other Expenses (132) 37 4.000 4.000 4.000 0.00% OPERATING EXPENSES 4,919,014 6,365,396 8 430,015 6,577,310 7 873 442 7146 701 8.66% CAPITAL EXPENDITURES Improvements 1.124.000 100.00% Equipment 56,895 197 944 10.716 147.604 Vehicles 45 323 180 510 Capital - Software 25.200 9 800 CAPITAL EXPENDITURES 56,895 243,267 35,916 337,914 1,124,000 100.00% NON-OPERATING EXPENSES Transfers to Other F,., (1s 1 c6 30C 6.621 747 100.l NOWOPERATING EXPENSES 1,200,000 6,621 747 100.00% Grand Total 59,129,327 76,689,205 79,508,173 81,679,369 83.718,064 79,513,024 -2.65% General Fund 58.417,948 75.172 449 78,278.455 80.550,112 80,505,414 77.556.549 3 72% Other Funds 711,378 1,516,757 1,229,718 1,129.257 3,212,650 1,956475 73 25% Grand Total 59,129,327 76,689,206 79,508,173 81,679,370 83,718,064 79,513,024 -2.6 %% Personnel Summary 364.50 364.50 365.50 365,50 351l 357.00 TN Police Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017/18 FY 2018119 FY 2019I20 FY 2020/21 FY 2020121 FY 2021ra Change From Expenditure Object Account Actual Actual Actual Adopted Revised P Prior Year General Fund PERSONNEL SERVICES Salaries Permanent 25,680,525 34,814,615 35,314.538 39.133.609 38.548,465 38.813.469 -0 82% Salaries. Temporary 314,933 308.884 346,890 380.055 380,055 385,548 1 45% Salaries, Overtime 3.888.689 4.243435 4.357,004 3,893,950 3,893,950 4.533,950 16.44% Leave Payouts 1.079.615 1.478.282 1.334,717 Benefits 21 601 223 28.528.330 31.002,333 31.058.272 31058.272 20.682.609 -3341% PERSONNEL SERVICES 52,564,986 69,373,645 72,365,482 74,465,886 73,M,742 64,415 576 -13 50% OPERATING EXPENSES Utilities 29,564 24.484 32.019 19,700 19,700 19.700 0.00% Equipment and Supplies 789,630 1,006,719 1,264.034 915.207 971,104 944.841 3.24% Repairs and Maintenance 746.666 942.095 939.237 1,086.626 991,626 1,115.992 2,70% Conferences and Training 304,313 334,277 417.013 270,369 270,595 270,369 0,00% Professional Services 282,686 376,134 501,376 330,988 724.476 377.988 14.20% Other Contract Services 1,569,292 1.890,038 1,809,181 2.341,220 2,407,056 2,520.220 765% Rental Expense 7.148 13,728 13,651 7,884 7,884 7,884 0,00% Insurance 1,881 Payments to Other Governments 592,863 860,730 601,008 750,000 870,000 900,000 20 00% Expense Allowances 330.933 348,781 345,455 358.232 358,232 358.232 0.00% Other Expenses (132) 37 4.000 4.000 4,000 0.00% OPERATING EXPENSES 4,652,963 5,798,904 5,922,973 6,064.226 6,624,672 6.519,226 7.15% NON-OPERATING EXPENSES Transfers to Other Funds t G.7u "v 6.621.747 100.00°h NON-01PERATING EXPENSES 1,200,000 8,621 747 100.00% Total 58.417,948 75,172.449 78,278,455 80,550,112 80,505,414 77.556,549 -3.72% Personnel Summary 362.50 362.50 362.50 362.50 353.00 355.00 2.00 Police Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Executive PERSONNEL SERVICES Salaries. Permanent 243,318 441,217 565.946 563,062 554,439 508.569 -9 68% Salaries, Overtime 874 1,678 6,747 Leave Payouts 12,757 37,512 37.919 Benefits 187.245 272.303 445281 421,356 421356 250261 -4061% PERSONNEL SERVICES 444,195 752,710 1,055,893 984,418 975,795 758,830 -22 92% OPERATING EXPENSES Utilities 432 2.880 700 1,000 1,000 1.000 0.00% Equipment and Supplies 9.301 61,920 7.568 14.000 14.352 14.000 0.00% Repairs and Maintenance 144 138 138 Conferences and Training 27.428 57,443 28.186 Professional Services 1,800 20,487 112,576 246,684 Other Contract Services 9.800 7,799 98 Expenses Allowances 1 200 Other Expenses - 115 OPERATING EXPENSES 48,941 150,781 150,465 _ 15,000 262,036 15,000 0 00% NON-OPERATING EXPENSES T ransfers to Other Fjrds 81 069 100.00% NON-OPERATING EXPENSES B1,069 100 00% Total 493,136 903,491 1.206.358 999.418 1,237,831 854,899 .14.46X Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds Together, these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-aver-year increases in pension costs For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account 288 Police Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017113 FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Change From Lpendktum Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Administrative Operations PERSONNEL SERVICES Salaries, Permanent 4338,048 5,708,706 5,958,280 6,523,945 6.419.432 6,667.344 2 20% Salaries, Temporary 253.185 179,645 182.304 194,138 194,138 198.764 2.38% Salaries, Overtime 686,423 967,652 859,506 602,810 602,810 602.810 0,00% Leave Payouts 134,023 202,273 202.050 Benefits 3 011 745 3.945 132 4258705 4,210,842 4.210.842 2.785.844 -33,84% PENIONNEL SERVICES SAZVU 11 11 11 222 10 762 -11,07% OPERATING EXPENSES Utilities 23,204 10.785 16.753 14,000 14,000 14,000 0.00% Equipment and Supplies 449,127 464.980 750.754 511.796 508,935 511,796 0 00% Repairs and Maintenance 397,755 477.312 517,411 509,008 509,008 579.008 13,75% Conferences and Training 195,214 241,676 254.800 163,549 163.775 163,549 0.00% Professional Services 89,954 100,261 97,512 53,310 128.517 93,310 75 03% Other Contract Services 1.117,391 1,308,297 1.333,473 1,523,300 1,606.829 1,583,300 3.94% Rental Expense 6,075 12,313 11,847 7.884 7,884 7.884 0,00% Payment to Other Governments 19,863 2,013 5,000 5,000 5,000 0 00% Insurance 325,283 342,312 334.255 351.224 351,224 351,224 0 00% Other Expenses 94 (78) 3,000 3.000 3,000 0.00% OPERATING EXPENSES 2,623,960 2,959,869 3,316,806 3,142,071 3,298172 3,312,071 5.41% NON-OPERATING EXPENSES T ansfers is Other Funds 1 164 185 100.00% NON-OPERATING EXPENSES 1,164,1ls 100 00% Total 11,047,385 13,963,277 14,777.650 14.673,806 14,725,394 14,731,018 0.39% Significant Changes Citywde changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account.Changes in Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program 289 Police Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Investigations PERSONNEL SERVICES Salaries. Permanent 6.151,331 8.307.927 8,262.390 7.740.906 7,624,069 7,721,681 -0.25% Salaries. Temporary 45,073 63,833 144.240 65,517 65,517 56.384 1.32% Salaries, Overtime 542.924 886.940 972.728 657.100 657,100 657.100 0.00% Leave Payouts 335.060 444.410 400,260 Ht.".1-s 5.102.165 6 661 865 7.200.305 6 113 827 6 113.827 4087010 -33.15% PERSONNEL SERVICES 112,17SAW 116,NlOn 1 1 677360 14~13 1 6 -14.03% OPERATING_EXPENSES Utilities 5,004 9.431 10,394 4.700 4.700 4.700 0,00% Equipment and Supplies 149,636 211.791 277,326 182,836 192,144 177,836 -2.73% Repairs and Maintenance 33.674 20,226 11.630 39.584 22,084 26.084 34.10% Conferences and Training 14,249 3.021 14.819 Professional Services 189,602 236.235 289438 180,033 209,129 180.033 0.00% Other Contract Services 36,547 50.893 37,596 27.000 52.306 23.000 -14,81% Rental Expense 323 829 Expense Allowances 4 050 4 8n9 t 20n 1, 408 5 408 5 408 0.00% Other F xpenses 1.000 1 000 0.00% OPERATING EXPENSES 432,822 537,235 642,403 440561 4W771 4160H -5.11% NON-OPERATING EXPENSES Transfers t- r 1 319 730 100 00% NON-OPERATING EXPENSES 1,319.730 100 00% Total 12,609,374 16,902.211 17.622.327 15.017.911 14.947,284 14.270.166 4,98% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363.6 million in Pension Obligation Bonds Together. these programs decreased the City total number of funded positions, provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted In the Transfers account 290 Police Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017116 FY 2019119 FY 2019120 FY 2020121 FY 2020121 FY 2021f22 Change From Ex stun Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Uniform PERSONNEL SERVICES Salaries. Permanent 14.947,827 20.356,765 20,527,922 24.305,696 23,950.526 23.915,675 -1.60% Salaries Temporary 16.675 65.406 20.346 120,400 120.400 120,400 0.00% Salaries Overtime 2.658.469 2,387.165 2.518.023 2,634,040 2,634.040 3,274,040 24 30% Leave Payout 597,775 794.086 694,488 Benefits 13 300.069 17.649.030 19,098,042 20.312.247 20 312 247 13.559,494 -33 24% PERSONNEL SERVICES 31AMIS 41 47,372,383 47,017AI3 10 606 -13 73% OPERATING EXPENSES Utilities 924 1.387 4,171 Equipment and Supplies 181,567 268.029 228.387 206.575 255.673 241.209 16.77% Repairs and Maintenance 315,093 444,419 410,058 538,034 460,534 510.900 -5.04% Conferences and Training 67,422 32,138 119.208 106,820 106.820 106.820 0.00% Professional Services 1.329 19,152 1.850 97,645 140,145 104.645 7.17% Other Contract Services 405.555 523,050 438.013 790,920 747,920 913,920 15.55% Rental Expense 750 585 1.803 Payments to Other Governments 573.000 860.598 601.008 745.000 865.000 895.000 20 13% Expense Allowances 1 600 1 660 8.800 1.600 1.600 1.600 0.00% OPERATINO EXPENSES /647 21161 016 IoN3,21111111 2AW8" 77 11 56% NON-OPERATING EXPENSES Transfers to Other F -1, 200 O00 4 056 763 100 00% NON-OPERATING EXPENSES 1,200,000 4,056,763 100 00% Total 34,268,054 43,403,470 44,672,120 49.858,977 49,594,905 47,700.466 •.33% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds Together. these programs decreased the City s total number of funded positions, provided a unique opportunity for restructuring in key service areas and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program A Deputy Director of Homelessness & Behavioral Health Services was added to coordinate the City's homeless response efforts 291 Police Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Inmate Welfare t122). Narcotic Forfeiture State and Federal (212,214,242), Property and Evidence 1216) PERSONNEL SERVICES r -. s " ^ie 82 787 114 146 156 000 156 000 160 000 2 56% PERSONNEL SERVICES 82,787 1114,146 166000 15C000 160090 2 56% OPERATING EXPENSES Utilities 849 1,203 1.283 33.600 33 600 -100 00% Equipment and Supplies 2.841 19,013 22.354 164 000 224 736 327 000 99 39% OPERATING EXPENSES 3,690 20AIS 23,$U 197,600 258,336 327.000 65 49% CAPITAL EXPENDITURES F c.. p�,rrrt 56 895 113 035 10 716 CAPITAL EXPENDRURES 66 0" 113X6 10716 Total 60,585 216,039 148,499 353,600 414.336 487,000 1 37.73% Significant Changes Equitably shared funds are federal and state financial assistance used to supplement local law enforcement resources The Police Department is appropriating $75.000 of federal funds to upgrade the briefing/training rooms and $22.000 for the annual subscription to Vintra's Team Plus Plan Of the state equitably shared funds. $40.000 is appropriated to purchase artificial intelligence software to aid in investigations and $100,000 to enhance training and/or equipment FY 2017118 FY 2018119 FY 2019/20 FY 2020M1 FY 2020121 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00122 Inmate Welfare Fund 3.027 2.855 6,196 - :_ _ (1 000) 00212 Narcotics Forfeiture Fed 34.854 371,484 208434 00214 Narcotic Forfeiture/State 11,394 25,582 66.253 00216 Property and Evidence 23.838 55,413 63,445 10 000 00242 Narcotics Forfedure/Treas 11 768 353 Total 73.113 467,101 344,683 3,000 3,000 12,000 9.000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from FIRM Balance 6/3012018 6/30/2019 1111110012020 W3012021 Balance 6/3012022 Prior Year 00122 Inmate Welfare Fund 99.894 95 710 100.452 60.834 38 000 22 834 138.000) 00212 Narcotics Forfeiture Fed 2" 815 520.335 593.034 286,368 257.000 29.368 (257.000) 00214 Narcotic Forfeiture/State 256,932 225.248 280,785 280.785 140.000 140.785 (140,000) 00216 Property and Evidence 147.672 147.316 210.168 165.509 40.000 125.509 (40,000) Total 749,313 988,609 1,184,439 793.496 475,000 318,496 (475,000) 292 Police Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Grants (.,now) PERSONNEL SERVICES Salaries Permanent 84.850 126.628 135,415 279,610 395.133 45,000 -8391% Salaries. Temporary 33.081 80.245 86,700 68,727 Salaries. Overtime 205.081 343,005 228.141 682,551 Benefits 65.419 74.332 122,358 200,563 323.554 -10000% PERSONNEL SERVICES 3UAM 624"0 FM614 480173 1469 666 45,000 -90 63% OPERATING EXPENSES Equipment and Supplies 142,999 430.848 348,513 295,484 815,116 300.475 1 69% Repairs and Maintenance 5.382 3.270 Conferences and Training 4,671 4.064 10,979 51,426 Professional Services 109.309 111.365 123.912 70 622 Other Contract Serv.ces 100 OPERATINO EXPENSES M361 546,277 483 404 295,484 990,434 1 69% CAPITAL EXPENDITURES Improvements 1.124.000 100.00% Equipment B4 909 147,604 Vehicles 45 323 180 510 Capital - Software 25.200 'i70 CAPITAL EXPENDTURES 130,232 26,200 337,914 1,124,000 100 00% Total 650,794 1,300,718 1,081,219 775.657 2,798,313 1,469,475 89.45% Significant Changes Each year the Police Department receives a grant from the Office of Traffic Safety. This is a federal grant with the fiscal year beginning October 1 and ending September 30 The differences in personnel costs are due to the timing of the different fiscal years. For capital expenditures. the Police Department is appropriating funds for 3 capital improvement projects-PD Intersection Cameras ($164.000). PD Communications Cer!er upgrade i5780.000) and PD Traffic Office upgrade (S180 000) FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021/22 Change from RaYMMM Actual Actual Actual Adopted Revised_ Proposed Prior Year 00227 Police Facilities Dev Impact 460.256 327.361 228,012 00246 CARES Act(CESF) (93.807) 00979 AB109 Public Safety Realg 34.133 89,158 96,863 40,000 70,750 73,655 2.905 00984 SLESF Grant 12/13 270.995 528,785 549,156 220.000 220.000 300.000 80.000 01252 Office of Traffic Safety 1 all 9 398,094 146.609 Ot257 Office of Traffic Safe 1920 337.935 435.173 447 065 (447.065) otal 765,385 1.343.398 1.368,575 695.173 831.622 373,655 (457,967) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2018 6/30/2019 W30/2020 6/30/2021 Balance W3012022 Prior Year 00227 Police Facilities Dev Impact 1,202,716 1,530.077 1,758.089 1,731,210 1,124,000 607,210 (1,124 000) 00979 AB109 Public Safety Reatig 222 452 165.740 196,164 120.517 51,820 68,697 (51 820, ofal 1.425,168 1,695,817 1.954.253 1,851,727 1.175,820 675.907 (1,175,820) Intentionally Left Blank 4w;" 294 City of Huntington Beach Public Works Adopted — FY 2021/22 Director of Public Works yAAyR�NAEA� Deputy Director of Deputy Director of OPEFMTIDNS � � Pudic Works Public Works oExM.ne M.Aapar Aanaoaew.SKI Mrapr 11nLIT Es TReM$PORTATION U"IEERSG AdrtlYlaae,SwA.dy S10 AOieolWta Arwlp,(2) STFIEETMAKMN E Abatlsa.a Ar*d(3) LanSip aan.eModRpCeC M�.VnF eWwrcI�NwST F S Neax.rnwwE p Ab Sir" CreWew 5e A¢ nq T Agb p NT cN DIN[ eT10 N Taro~ M ae2m f" C1PFlyI DfiII y Y Fe w SIIM MiTft. 121 Amupea T.".11 Cm cmld,naer Srtl Ey, OMM"(21 A* w AtlaNVM ww ENJNEFNINf� M. a Sne M 15i Abtl,a Sw.Wy Sloe Q ro Cul Ea Cwo , Fa Sw Fbww se"" anaeEryni2r S OAawNYp[lil a�vIFbFr 101 pt Cab aeMerl iweEgnTmsn Cr DIIMAl 11(5) v'•n•1 clarlwt4'y GOYaQ Adnriaaab 131 Land.ope M�C,rMatel — Mt .TadeHoyy Cmdn draw d Ifa1TC MI Il WE Lana.ope Male Leaawo 121 SCADA TW„4r1 TM Sge gm Cer.b aLMAL E�AMIS : L,^a+uGe Em,�C' Ma � �1(?) Tmft TI,IIC M M uServo N mw 121 So"Owl EI E g. Petl Gonbd 5pxslx IIQ.Mx(2 R) C p Ilraeem Sp ttl h D �� VA\TEN vrooL�TIDW ppbubr T FNF MAu1TFN FF iiiiia man S.wrw.a T.ManMuro S . vw"om to OIMFtlx aML QEMLK FN:NFE NIN(: Tre!ManMwv Crweadw VAax Opxamrw iaaaewaw(2) Rropw cml Enwwwr T.MantxMnw Leedewex VJt.r SvY Tadrr[WHIP) Snw OwlEVy (2) ire!E,.p tOmx 12) VINr Sybrra Tedwmtln 11(5) Sena Enp.r.nnp Ted MinllniK $epee YlaNir(2) CMI Enp.m Aixxe MMTFa El WJMUrTIDN I MFTEac i AF ft"WF�, E QUIUM �TFR M SlWR Deem ORrwnro Saaww.w. Veaw Dandaon Slywu- "d EWINEEaan Seam Mxbrwv Crarlaadw 121 VAIw tot MM Cnel.ad.r(2) R.wpe CMI E.;w S E<I.e.Mwrenwce TWaavn RI ViY Dot MMwe Oweead.r Sere Owl Ergo Be,m Ew yr a Om,,w,(21 Enrm" CNE Er rtla Beam Manenaro Same NMx V1Yr Dal Merit LAad,odx(S) CNE Erpnetl VAM Dal MMM tatlaoax(21 Owl Enpnaxra Mtn F FE1 i ^RAF ViYrEWWl Opw N) Feel CpnmwnS . VI..r S. Vreax03) eTODYML 1Fatl m EI.1A1.Mint CRwe (2) V M Fipwr Twimm,,(5) ErMa„rtlraM Snp MmW Eauo Auia Mani LeaawalW(3) FN 5w Ntpra.wa.rrra Adm E"mmrnW Spe ,(2) Eaupnem Smmn A.rw1 Yaw Will,R (2) Memanc 111r61 Aocow"Teol a Memant II 13r VYW umv LaeaR F n ITS v.EAPIUT.Er cl VAY 01 5riawEar VAM Gummy eft Cparbialw Fsl.es Ma�nlwwnce SuFel.,an VM.r Ou.fE TW,.iI F.I. CAN,Cwwctan Ow"$PkMb1(2) Fa:lan Mwnbwlc.Txfnan JI Erc wrcTE Fa 10 SU Ww♦w Mr.wet.r Dp CwalMbr YtYaIEeE.I o"leadiwktl(3) VII.waYr EWwrxe Oprabl 151 Savor Vaw.aa.tl Pwrp EArtlrwc VAiwwaYr piny M.rlriF vai.ahr Sx Weax(7) 295 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 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 five Public Works divisions are committed to providing the highest quality of service to the community. Administration Division Administration provides general planning and management for four Divisions, including policy direction and program evaluation. The division also administers the City's solid waste and recycling contract. Administrative staff coordinates interdepartmental and regional program efforts, develops and monitors the budget, assists divisions on specific tasks and projects, and prepares special reports for the City Manager, City Council, Public Works Commission, Citizens Infrastructure Advisory Board, and the public. Other functions include personnel matters, clerical coordination, record keeping, accounting, and front office customer service. This division maintains the City's infrastructure record-drawings and project information. Engineering Division Engineering processes and coordinates conditions of approval, plan checks, and permits required for the entitlement of private developments. Engineering oversees right-of-way permits, dock modifications, and road use. The Water Quality Section inspects, monitors, and administers the storm water program for compliance with various regulations and permits governing urban runoff and storm water. Inspection reviews developer-installed infrastructure, landscaping, utility work, and capital Y 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 r management services for new public facilities such as parks, recreation centers, fire stations, and beach improvements. Maintenance and Operations Division The Maintenance and Operations Division is responsible for facility, fleet, beach, landscaping, street and tree maintenance. 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. Maintenance and Operations is responsible for various renovation and infrastructure improvement projects to maintain a safe and comfortable environment for patrons and employees and to preserve 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, and ATV's to 10-ton dump trucks. 296 Public Works Department Descriptions 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 Sunset Beach. The Landscape Maintenance Section keeps the City parks, play areas, City facilities, landscaped medians and roadside areas in a safe and attractive condition. The Street Maintenance Section cleans, maintains, and repairs City streets, sidewalks, and parking lots. The Tree Maintenance Section provides routine and emergency trimming, removal, and planting at City parks, facilities, and the City's right of way. The division contracts out for most of its services including landscape maintenance, scheduled tree 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 - « •� 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 O T�• r lighting on City property. Staff reviews development projects, provides It advance transportation planning for both local and regional activities, and - - responds to public requests related to traffic concerns. The Signal and Lighting Maintenance Section provides service to all traffic signals. City A streetlights,and parks and sports field lighting. The Traffic Engineering staff _ J manage contracts for the maintenance of 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. 297 Public Works Ongoing Activities a Projects • Plan, develop, and construct the annual Capital Improvement Program (CIP). Respond to thousands of customer phone calls and issue more than 12.000 service requests annually to resolve caller issues. • 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 the 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 1-405 Improvement Project. • Maintain and operate 147 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. 298 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 2021122 are presented below. FY 2019/20 FY 2020121 FY 2021122 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 100% 95% 85% Sustainabilny processed Gwl: 2. Award 80% of Capital Improvement Program Enhance and (CIP)projects indicated in the annual CIP Maintain the Infrastructure Measure: 80% 90% 80°% %of CIP projects awarded as indicated Goal: 3 Abate 100% of graffiti on City property within Enhance and three business days of report. Maintain the Infrastructure/ Measure: 80% 80% 80% Enhance and %of graffiti abated within three business Modernize days Public Safety Service _ _Delivery Goal: 4 Complete 90% of work orders and service Enhance and requests within requested schedule. Maintain the Infrastructure Measure: of work orders completed within 90°% 90% 90°% requested schedule Goal: 5. Manage Central Warehouse operations with Strengthen a variance of less than one percent of Long-Term inventory value. Financial and Economic Measure: Sustainability, °%variance of inventory value <1°% <1% <1% Goal: 6. Respond to and address 95% of Water Enhance and Quality, NPDES.and Fats.Oils.and Greases Modernize (FOG)complaints within 24 hours. Public Safety Service Measure: Delivery °% of water quality complaints responded to 95% 95% 95% and addressed within 24 hours 299 Public Works Accomplishments & Objectives FY 2020/21 Accomplishments • Completed the construction of the Cameron Lane Homeless Navigation Center. • Completed upgrades to traffic signal and facility communications between Joint Powers training facility. the Utility Yard, and City Hall. • Completed the design for the conversionlreplacement of 7 blocks of high voltage lighting to LED lighting on Orange Avenue. • Prepared and administered traffic control plans for several COVID-19 related special events and demonstrations. • Deployed more than 3,000 COVID-19 related signs at various City facilities in support of efforts to stem the spread of the virus. • Completed construction valued at over$2 million of traffic signal safety improvements for five intersections. • Actively participated in the review and coordination of construction work with the OC405 team for the Interstate 405 improvement project. • Transitioned signing and marking maintenance services to contract services as part of Public Works Department reorganization. • Installed sand filter at Well 1. • Began Flood Station Controls Upgrade Project at Slater, Bolsa Chica, Marilyn and Atlanta stations. • Completed backflow upgrade of City's Corporate Yard for water system meter protection. • Rehabilitated monument and fencing at four entrances at the Glen Mar Tract. Provided residential paving, concrete and sidewalk repairs in Maintenance Zone 9. • Completed construction of the Edgewater Sewer Lift Station. • Awarded construction contracts and began construction of the Slater and Saybrook Lift Stations. • Awarded a construction contract to replace water mains in Sunset Beach. • Began construction of an elevated walkway at Central Park. Maintained a six-year tree trimming cycle citywide. • Awarded new contracts for Landscape Maintenance at all City parks, including the Beach Front. Bluff Top and Sunset Beach Greenbelt parks. • Continued homeless encampment cleanup to enhance cleanliness and safety in parks and public areas. • Completed rehabilitation of 2.5 miles of arterial highways. • Awarded a construction contract to rehabilitate 2 miles of arterial highways. • Replaced two restrooms in Central Park. • 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 2,000 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. • Completed over 6,000 fleet service requests. Managed the purchase and delivery of 500,000 gallons of fuel. • Managed 9 fuel sites with Unleaded. Diesel, Cl Propane and Jet-A Fuels. • Completed 2,000 fleet preventive maintenance inspections and service. • Re-located 700 feet of 8-water main on Delaware south of Atlanta for the Atlanta widening project. • Replaced over 75 of approximately 16,000 water system valves citywide. • Converted 900 meter connections to Automated Meter Infrastructure (AMI)on the north end of the City. Full conversion scheduled to be completed by the end of fiscal year 20/21. Implemented new post-collection recycling program for residential green waste for compliance with CalRecycle mandates. 300 ublic Works Accomplishments & Objectives FY 2021122 Objectives • Complete 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 Orange County Transportation Authority(OCTA)to complete and open the Edinger bridge over 1-405. • Replace/upgrade street name signs in 4- '/2 mile square residential blocks of the City. • Complete traffic signal maintenance and equipment replacement at the Warner/Nichols and Brookhurst/Indianapolis intersections. • Complete improvements to the traffic signal at the intersection of Warner Avenue and Graham Street. • Update the City's Traffic Signal Priority List and Left Turn Phasing studies. • Initiate preparation of a comprehensive citywide Mobility Study. • Work in cooperation with OCTA and adjacent cities to complete traffic signal coordination and operational improvements on the Edinger and Warner corridors. • Continue Flood Station Controls Upgrades. eleven (11)of fifteen (15)sites remaining. • Complete remaining West Orange County Water Board (WOCWB)vault upgrades. • Continue replacement of Reservoir Hill Booster engines#4 . • Upgrade and replace Reservoir Hill Variable Frequency Drive (VFD)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 Park 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 Peck and Overmyer 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 fleet equipment availability. • Reduce fleet 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. • Continue implementing 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 citywide 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). • Perform Closed Circuit Television (C.C.T.V.)of 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 feet of storm drain half round. • Upsize and re-locate 400 ft. of 8' main on Hartford and Florida. • Relocate 50 service lines in the track between Edwards /Gothard and Garfield /Ellis. 301 Public Works Accomplishments & Objectives Replace 1.500 water meters on the south east section of the City as part of the 15 year change out program. • Upgrade AMI software. • Upgrade Under Ground Service Alert software to meet AB 1166 Electronic Positive Response. • Inspect approximately 20,000 square feet of turf for turf removal rebates available to residential and business customers. Identify and provide approximately 500 dedicated irrigation meters to GIS for incorporation into the GIS system to ensure compliance with AB 606 (City has approximately 1,500 dedicated irrigation meters which are required to be identified and reported to the State in three (3)years). 302 Public Works Adopted Budget - FY 2021l22 Summary Charts DEPARTMENT Expenditures by Category Capital Operating Expenses Experiddures 49% 29% ` Non Operating Expenses 3^ Gwmnnel Serum• FY 2017118 FY 2010,119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Actual Actual AVOW Adoplod PAVbW Adopbld Personnel Services -"li 8 a 1H 132 151 29.277 846 31.067 151 27 303 715 25 679 432 Operating Expenses 40,419.874 56.960,018 57.713.870 61,696.067 65,706,967 64.227.787 Capital Expenditures 10470.549 17,172.214 18,134.732 21,552,500 59.631.444 37.517.284 Non-Operating Expenses 4 138 681 6419 871 6 787.505 995 500 995 500 3 899 162 ToEY ExperoMWme by Ca*gM 76,109iM INAUUill111 1 0 IpAvii= 1311 Expenditures by Fund 01247 Anerol Grants and 00201 An quality Rehab Restricted Funds Fund OOS11 sewer 4x 4% 0% Servke fund 00206 Traffic 11% Impact 00507 Water Master Plan 1% 3% 00201 Gas Tax Fund 3% 00213 Measure M Fund 2% 00314 Inlrast,uRure 00506Wate• 00504 Refuse Fund 34% colkctwn Servse 13% I01 FY 2017118 FY 2018119 FY 2019 FY ZO 121 FY 2020121 FY 2021122 Fund Actual Actual Actual Adopted Revh"d Adopted 00100 General Fund 19,049,857 25,953,156 24,868447 25.889.839 23,065,012 19,962.943 00201 AR Quality Fund 32.746 106,608 102.149 540,482 1,255,004 531.500 00206 Traffic Impact 90,191 914.922 2.157.222 195,000 721.775 1.690,000 00207 Gas Tax Fund 2,294.598 2,577,979 3.089.234 2,350,000 5,302,003 4,076 420 00213 Measure M Fund 2,541,776 4.938,458 3,156,679 3.398,168 4,929,171 2.318.987 00314 Infrastructure Fund 1,129.514 3,970,211 2.961.179 2.992.500 8,851,816 17,506,993 00504 Refuse Collection Service 8.944,349 12.050,460 12,609,084 12.622,020 13,086,294 13,667.909 00506 Water 28.683,401 40.375.968 40,501,977 43.695,352 44.370,430 44,122,678 00507 Water Master Plan 1,164.923 2,238.252 3,091.113 3.060,000 8.860.136 3493.684 00511 Sewer Service Fund 6,399.265 9.441.907 9,827.898 12.129,875 19.051,406 13,764.987 01247 Arterial Rehab 1.126,234 3.361.778 3.180,000 6,683.016 4.800,000 Grants and ReslnalW Funds 5.746 664 4 860 559 6.160 246 5 208 000 17 351.354 5 217 283 Tt1tNEMWANWOB by Fund 76,077,203 100 55t 710 111 000 115XIIJU 153X7,417 131 153 303 Public Works Adopted Budget - FY 2021122 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From EMmWiturs,01 Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries. Permanent 11,795.827 15,098,333 15,208401 17,699,600 13.936,164 16,833.031 -490% Salaries. Temporary 315,387 441,391 337,159 697.059 697,059 760.600 9.12% Salaries.Overtime 616,180 966,821 930,538 807.910 807.910 797,343 -1,31% Leave Payouts 633,203 689.659 1.100.984 Benef is 7 719 282 10 835 947 11 700 764 11 862 582 11 862 582 7 288 458 -38.56% PERSONNEL SERVICES 21 151 DX7Aft 31 151 27 715 -17.34% OPERATING EXPENSES lit lit es 500.563 941.590 1,170.536 1,170.600 1.170.600 1,228.500 4.95% Purchased Water 11.106.076 16.435.060 16.386,899 17,100.000 17,100,000 18450.000 7.89% Equipment and Supplies 2.422.629 2,928.990 2,705.256 3,705,793 3.710.563 3,812.168 2.87% Repairs and Maintenance 9,394,558 12.877.323 13,061.396 14.745.295 17.092,132 14,653,234 -0.62% Conferences and Training 126,472 163.319 127.906 186.200 206.360 207,600 11.49% Professional Services 1,708,471 1,712,462 1,827.823 1,991,220 2,780,949 2.414.200 21.24% Other Contract Services 8,559.506 11.983.213 12.317,938 12.468,317 12,977.612 13,510.081 8.36% Rental Expense 38,097 55,299 42,486 37,000 37,000 37,000 0 l Claims Expense 118,500 Insurance 4,431 5,439 7,385 9,500 9,500 9500 0.00% Payments to Other Governments 18,004 42,684 31,945 42,000 42.000 42,000 0.00% Interdepartmental Charges 6.068,500 8.460.658 8,726,251 8,694.792 9.034.901 8.323.504 -4.27% Expense Allowances 63.499 78.600 72,251 86 300 86 300 75.500 -12.51% Other Expenses 409 068 1 156 881 1.235 798 1 459 350 1.459 050 1 464 500 0.37% OPERA7N6 EXPENSES 4111,41111IN4 86 9p S 57 71 611,11111111111 64,,WJU 4.10% CAPITAL EXPENDITURES Improvemenls 17,213,082 27,219,443 20.705,952 18 773 500 56.049 559 35.228.283 87.65% Equipment 258.465 1,422,862 154,366 1 580.000 1.580.000 810.000 -"73% Vehicles 609,914 201.933 381,425 1 154 000 1656885 1.414 001 22 53% Software -Capital 45 000 345 000 65 000 44.44% Capitalized PPBE Offset 17.610.912) 111,672.024 (3.107.011) CAPITAL El(PENWTi1RE3 10,470,549 17 16,134,732 21,552,500 444 37,517,264 74.07% NON-OPERATING EXPENSES Debt Service Expenses 23,592 262,494 67.611 945.000 945.000 525,000 -44.44% Transfers to Other Funds 58,062 87,688 585.180 50,500 50.500 3,374,162 6581.51% Depreciation 4.037.258 6069689 6.134 714 Prior Penr,A 4 .,s•ne-• 19 769 HON-OPERATING EXPENSES 4,138,661 6,419,971 6,767,60E 995,500 995,500 3,1199,162 291.68% Grand Total 76,108,983 t0a,594,254 111,913,953 115,311,219 153,637,626 131,323,665 1 13.69N. General Fund 19,049,857 25,953,156 24,868447 25,889,839 23.065.012 19,962,943 -22.89% Other Funds 57.059 126 82 631 098 87 045 505 89.421 380 130.572 613 111.360.722 24.53% Grand Total 76,108,983 108,584,254 111,913,952 115,311,219 153,637.625 131,32 13. 9 Personnel Summary 207.00 207 00 207 00 207.00 199.00 201.001 2.00 Public Works Adopted Budget - FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 5.641,996 7,371,416 7,259.176 8,341.225 4.577.789 4,695,236 -43 71% Salaries, Temporary 189,629 287.768 211,233 321,921 321,921 331,100 2 85% Salaries. Overtime 281.311 450,662 409.255 320.660 320.660 326,343 177% Leave Payouts 312,484 463.964 510.062 Benefits 3.896,720 5.054.159 5.439.152 5.517,164 5.517.164 1.950.009 -64 66% PERSONNEL SERVICES 10,322,140 13,627,969 13,828,878 14,500,970 10,737,533 7,302,888 A9 64% OPERATING EXPENSES Utilities 6,419 4,510 Equipment and Supplies 1,516,279 1,940,547 1,692,851 2,037,393 1,985.665 1.968.893 -3.36% Repairs and Maintenance 6.135.087 8,932,320 8,013.762 8,102.806 8.921,201 8.528.511 5.25% Conferences and Training 30,937 54,799 48.875 66.100 86.260 62.000 -6.20% Professional Services 387,079 500,859 521,555 375,220 517,503 520,700 38.77% Other Contract Services 242.854 385.848 242,654 295.000 304,500 260,000 -11 86% Rental Expense 29.395 46.355 33.686 12,000 12.000 12.000 0.00% Payments to Other Governments 15,904 40.684 19,607 39.500 39.500 39.500 0 00% Expense Allowances 41.663 51.636 43.576 55.300 55.300 49,800 -9,95% Other Expenses 287.679 315.220 367,993 355.050 355.050 358.000 0,83% OPERATING EXPENSES 8 979 12.274,687 111111,90,1111ill 11,338,369 12,278979 11799404 4.07% CAPITAL EXPENDITURES Improvements 2 966 CAPITAL EXPENDITURES 2,966 NON-OPERATING EXPENSES Transfers to Other Funds 37.875 50.500 50.500 50 500 55 �_(i 86D.851 1604 66% NON4)PERATINO EXPENSES 37,975 50,600 50,500 50,500 50,500 860,851 1604 66% Total 19,049,857 25,953,156 24,868,447 25,889,839 23,065,012 19,962,943 1 -22.89X Personnel Summary 97.75 97.75 97.75 95.95 53.00 53.50 0.50 rr Public Works Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent IFY 2017/18 FY 2019119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 326.668 365.404 370.077 440,333 254.540 441 511 0 27% Salaries, Temporary 12.383 16.642 10.600 17,000 17.000 17 700 4.12% Salaries. Overtime 4 080 1,384 15.625 200 200 200 0 00% Leave Payouts 18 672 18,631 33.583 Benefits 197 379 239 026 265.648 261.648 261 648 145 074 -44 55% PERSONNEL SERVICES 561181 641006 095JW 71911" &MrV7 804485 -15 95% OPERATING EXPENSES Utilities 58 (625) Equipment and Supplies 6,864 13,258 11.612 19.000 19.000 19.000 0 00% Repairs and Maintenance 9,254 17.735 14.754 26 900 28 300 26 900 0.00% Conferences and Training 2,819 5,419 3,947 1 000 1 000 1 000 0 00% Professional Services 1.800 Other Contract Services 1,221 1.095 177 Rental Expense 3.025 125 2,143 Expense Allowances 2.770 3,165 3,173 3 800 3.800 3.800 0 00% Other Expenses 274 OPERA11f O EXPENSES 21763 700 52,119111 00 700 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 37 875 50.500 50 500 50 500 50 500 126.669 150 83% NON43PERATING EXPENSES 37,875 50,500 50,500 50,500 50,500 126.669 150.83% ota1 624,809 732,442 781,487 820,381 635,987 781,854 -4 Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Counal on November 2. 2020 and the issuance of $363.6 million in Pension Obligation Bonds. Together. these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. As part of the reabgnment/restructunng of the Department in mid- fiscal year 2020/21,Administration is now designated as separate Division. 306 Public Works Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Engineering PERSONNEL SERVICES Salaries, Permanent 1.133,434 1.318.663 990,968 1,424.178 759,122 1.314,371 -7.71% Salaries, Temporary 13,365 19,679 33,585 31.050 31,050 32,095 3.37% Salaries, Overtime 141 405 761 6,240 6,240 6.240 0.00% Leave Payouts 19.393 34,237 51.046 Bene`t 659130 777.907 735675 870.725 870,725 484,022 14.41% PERSONNEL SERVICES 1 A2MU 2,150,111111111 161 638 194 1 -2124% OPERATING EXPENSES Utilities 919 Equipment and Supplies 22.886 32.869 58.553 9,000 9,000 9,000 0.00% Repairs and Maintenance 263 Conferences and Training 5.650 2.907 362 8.500 8,500 8.500 0.00% Professional Services 323.464 482.019 518.048 330.700 470,638 470,700 42.33% Other Contract Services 13,560 10,233 15.502 Expense Allowances 4,193 5,038 2,003 1,000 1,000 1,000 0.00% Other Expenses 267.246 289.137 329.140 330.000 330.000 330.000 0.00% OPERATING EXPENSES 636 999 822,203 924,791 679,200 819138 $19,200 20 61% CAPITAL EXPENDITURES Improvements 2 966 CAPITAL EXPENDITURES 2,966 NON-OPERATING EXPENSES Transfers tc Othe- F„-ds 226 796 100,00% 111110*401PERATING EXPENSES 226,796 100.00% Total 2,465,428 2,973,094 2.736.826 3,011,394 2,486,275 2,882,724 �j.27% Significant Changes Citywide changes in Personnel Services (Pemtanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 307 Public Works Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019= FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual ActuaLE6 Adopted AdImillad Prior Year Maintenance Operations PERSONNEL SERVICES Salaries, Permanent 3,567,253 4.675.868 4,891,692 5,443,803 3,115,284 2,673,559 -%89% Salaries, Temporary 153,843 231,538 167,048 256,371 256,371 263,438 2.76% Salaries, Overtime 205,351 328.508 289.561 201,520 201,520 218,353 8.35% Leave Payouts 244,895 373,224 393.374 Benefits 2.591.037 3,370,762 3.718.020 3.708.749 3,708.749 1202.788 -67.57% PERSONNEL SERVICES 6,762,380 8,979,901 9,459,695 9,610443 7,281 924 4,358,138 -54 65% OPERATING EXPENSES Utilities 6.297 4,086 Equipment and Supplies 1.371,661 1,734,460 1.483,603 1.903,143 1,947,381 1,908,143 0.26% Repairs and Maintenance 5,367,161 8,046,805 7.230.678 7.075.246 7,718.214 7.213.281 1.95% Conferences and Training 22.354 44,207 22,244 50,000 50,000 43,500 -13.00% Professional Services 7,485 5.000 35.000 35.000 35,000 0 00% Other Contract Services 228,073 330.013 225,765 295,000 304.500 260,000 -11 86% Rental Expense 26.370 46.230 30,778 12,000 12,000 12.000 0 00% Payments to Other Governments 15,904 40.684 19.607 39,500 39.500 39.500 0.00% Expense Allowances 30.650 36.925 31.833 45.100 45.100 39,600 -12.20% Other Expenses 4.553 266 14.219 3 000 3.000 3.000 0 00% OPERATING EXPENSES 7,074,211 10,290.887 9,062,812 9,457.989 10,054,695 9,564,024 1.02% NON-OPERATING EXPENSES Transfer to Othr^ I .,,is :hti 100.00% NON-OPERATING EXPENSES 461,466 100 00% Total 13,836,591 19.270.788 18.522,508 19,068,432 17.336.619 14.373.628 -24.62% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363 6 million in Pension Obligation Bonds. Together. these programs decreased the City's total number of funded positions. provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. As part of the realignment/restructuring of the Department in FY 2020/21. the functions under the former General Services Division were incorporated into the Maintenance Operations Division. Historical data has been included for better comparison. For FY 202122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program. 308 Public Works Adopted Budget - FY 2021122 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Transportation PERSONNEL SERVICES Salaries, Permanent 597,740 830.215 806.919 849.660 342.892 114,599 -86 51% Salaries, Temporary 10,038 19,910 17,500 17,500 17,867 2 10% Salaries, Overtime 44,374 65,365 55,522 67.150 67,150 56.000 -1660% Leave Payouts 29,523 37.872 32.058 Benefits 399.223 531.102 567,890 546.439 546.439 46.939 -91.41% PERSONNEL SERVICES 1,080897 1 1 1 749 -8410% OPERATING EXPENSES Utilities 64 129 Equipment and Supplies 114.868 159.961 139,083 106,250 110,284 32.750 -69 18% Repairs and Maintenance 524,004 529.992 503,453 603.000 768,007 893.620 48.20% Conferences and Training 114 2,266 22,322 6.600 26.760 9,000 36 36% Professional Services 54 330 13,840 3.506 9,520 11.865 15.000 57 56% Other Contract Services 44,507 1,210 Expense Allowances 4 -;5. 5,400 5.441 5 400 5.400 5.400 0.00% OPERATWG EXPENSES 697,366 MAN 675,145 730,770 922,315 965,770 30 79% NON-OPERATING EXPENSES Transfer to Other Funds 19 803 100.00% NON-OPERATING EXPENSES 19,803 100 00% Total 1.778,263 2.240.493 2.137.534 2.211,519 1,896,296 1,210,9781 45.24% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of$363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 202122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the general restoration o prior year cuts implemented in response to the COVID-19 pandemic and departmental restructuring initiated through the Separation Incentive Program 309 Public Works Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Utilities PERSONNEL SERVICES Salaries. Permanent 16.902 181.266 199,520 183.250 105,951 151,196 -17,49% Salaries. Overtime 27,365 55.000 47.787 45,550 45,550 45.550 0 00% Benefits 49.953 135 362 151 918 129 603 129.603 71 186 -45.07% PERSONNEL SERVICES 371629 399225 358403 291104 287932 -25,24% OPERATING EXPENSES Repairs and Maintenance 234.667 337,788 264.615 397,660 406.680 394,710 -0.74% Rental Expense 765 Expense Allowances 1,107 1.127 Other Expenses 15 880 25 817 24 360 22.050 22 050 25.000 13.38% OPERATING EXPENSES 250,647 364,7111 290,967 419,710 426,730 419,710 0 00% NON-OPERATING EXPENSES Transfer to Other Funds -E 117 100 00% NON-0PERATING EXPENSES 26,117 100 00% Total 344,767 736,340 690.092 778,113 709.835 713,759 -8.27°h Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of S363 6 million in Pension Obligation Bonds. Together, these programs decreased the City total number of funded positions, provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs For FY 2021122. expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. Changes in Operating Expenses reflect the realignment of funding between expenditure categories 310 Public Works Adopted Budget - FY 2021l22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Traffic Impact(20e1 PERSONNEL SERVICES Salaries. Permanent 62,496 •. Benefits 18 338 PERSONNEL SERVICES $0,835 10,611 3,078 OPERATING EXPENSES PIOfe55,0"al Services 90 000 100.0% OPERATING EXPENSES 90,000 100 0% CAPITAL EXPENDITURES Improvements 9 356 904,311 2,154,144 195.000 721.775 1,600.000 720.51% CAPITAL EXPENDITURES 9,356 904,311 2,154,144 195,000 721,775 1600000 72051% Total 90.191 914.922 2,157,222 195.000 721,775 1,690,000 766.7X Significant Changes Funds are budgeted in the FY 2021122 are for various signal improvements. including expansion of the City's fiber optic network FY 2017118 FY 2010119 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Change from Roiii Summmy Actual Atgyl Actual Adopted Revised Adoplad Prior Year 00206 Traffic Impact — 738 612 647 A95 100 000 100,000 Total 720.113 738,612 647,895 100,000 100,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Belence 6/30/2018 W3012019 613OM= 613012021 Balance 6/30/2022 Prior Year 00206 Traffic Impact 4.425.053 4.248 742 2.739.414 2.218.392 1.590 00C 628.392 (1,590,000) Total 4,425,053 4,248.742 2,739,414 2,218,392 1,590,000 628,392 (1.590,000) 311 Public Works Adopted Budget- FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Gas Tax Fund (207) PERSONNEL SERVICES Salaries. Permanent 5.588 4,372 98.894 743 830 100.00% Salaries Overtime 705 B,,,..f 1, 10.561 1 180 31 304 339.165 100.00% PERSONNEL SERVICES 1 5,552 1130,91112 1 995 100.00% OPERATING EXPENSES Repairs and Maintenance 493.796 250 N(, Professional Services 1.792 Other Expenses 67 OPERATING EXPENSES 4111111,1111111111 250,000 CAPITAL EXPENDITURES imp'o ae'^e'".s 1 782.794 2 572 428 2 'GP, 332 2 350 000 5.302 003 2.865.000 21.91% CAPITAL EXPENDITURES 1 M 2,572,428 2,708,332 2,350,000 5,302,003 &MK000 21 91% NON-OPERATING EXPENSES Transfers to Other ,-<:s 128.425 100.00% NON-OPERATING EXPENSES 128425 100.00% Total 2,294,598 2,577,979 3,089,234 2,350.000 5,302,003 4.076,4201 73.46% Significant Changes Gas Tax funds are restricted to expenditures on street right-of-way improvements. The FY 2021/22 budget includes funding for residential pavement maintenance and personnel costs previously charged to the General Fund. These budgetary changes were implemented as part of the realignment/restructuring of the Department in mid-fiscal year 202021. FY 2017118 FY 2018/19 FY 201920 FY 2020/21 FY 2020/21 FY 202122 Change from Rarenue Sunamwif Actual Actual Actual Adopted Revlssd Adopted Prior Year 00207 Gas Tax Fund 2.375.348 3.350.390 3 089 826 2 806.250 2 806.250 3 274 452 468.202 Total 2,375,348 3,350,390 3,089,826 2,906,250 2,806,250 3,274,452 468.202 Change from Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Prior Year Fu1d118118110111 i8/302018 6/30/2019 6/3012020 6/30/2021 Balance 6/30/2022 Revised 00207 Gas Tax Fund 2 253 460 3.025 87.. . ,: a,.. - . - - 1 (801,968) Total 2,253,460 3,025,870 3,026,462 859,977 801.968 58,009 (801,968) 3'2 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Measure M Fund (213) PERSONNEL SERVICES Salaries. Permanent 400.945 596,800 607.126 869.659 869,659 1.106.221 27.20% Salaries. Temporary 819 Salaries. Overtime 17.4" 21,648 23,435 Leave Payouts 17 321 21.277 1.123 Benefits 315 550 416.560 450.230 523.509 523.509 366 921 -29.91% PERSONNEL SERVICES 752,078 105E 1 081914 1 188 1 188 IA731,1142 5 74% OPERATING EXPENSES Equipment and Supplies 4,671 4,802 6,513 5,000 5.000 105.000 2000.00% Repairs and Maintenance 160,000 364,507 499.965 1.100,000 1,181,893 250,000 -77 27% Professional Services 130,617 23.604 161,582 53,501 100,000 100.00% Other Contract Services 400 625 Expense Allowances 857 1.134 1.076 OPERATING EXPENSES 871 889138 1,10GAN 1 3% 455,000 -58 82% CAPITAL EXPENDITURES Improven-.e-ts 1 493 153 3.487.503 1 435 629 900.000 2 295 6C9 200 000 -77.78% CAPITAL EXPENDITURES 1,493,153 3,487 503 1,405,629 900,000 2 295 809 200,000 -77 78% NON-OPERATING EXPENSES Transfer to Other Funds '90 845 100 00% NON-0PERATING EXPENSES 191 100.00% Total 2,541,776 4,938,458 3,156,679 3,398,168 4,929.171 2,318,987 -31.78X 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. A residential curb ramp project is budgeted for FY 2021122. Increases in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2, 2020 and the issuance of $363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions, provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122 expenses related to the Pension Obhgat,on Bonds have been budgeted in the Transfers account. FY 2017/18 FY 2018119 FY 2019120 FY 2020/21 FY 2020/21 FY 2021/22 Change from Ilmnue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00213 Measure M Fund 2.492.397 3,741.708 3,615.688 3.007.578 3.007.578 3.015.617 1 8,039 Total 2,492,397 3,741,708 3,615,688 3.007,578 3,007,578 3,015,617 1 8,039 313 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Infrastructure Fund (314) PERSONNEL SERVICES Salaries, Permanent 35 591 10,022 1.283.886 100.00% Benefits 12 545 2 981 579 704 100.00% PERSONNEL SERVICES 49,136 13,002 1,862,590 100.00% OPERATING EXPENSES Repairs and Maintenance 48.714 189,280 6.966 609.456 941 759 100.00% Professional Services 136.637 24,478 OPERATING EXPENSES 1 361 213 766 6,966 609,456 941,759 100.00% CAPITAL EXPENDITURES Irn ,ovements 896 027 3.743.451 2 954.213 2.992.500 8.242.360 14 481.000 383.91% CAPITAL EXPENDITURES 896 027 3,743,451 2,954,213 2 600 8,242,360 1 491 Oulu jai°h NON-OPERATING EXPENSES Transfers to Other Funds 221 644 100.00% NON-OPERATING EXPENSES 221,644 100.00% Total 1,129,514 3,970,211 2,961,179 2.992.500 8,851,816 17,506,993 485.03% Significant Changes Expenditures from the Infrastructure Fund are restricted to infrastructure related expenses as identified in City Charter section 617. Budgeted expenditures for FY 2021/22 include arterial and alley rehabilitation, Central Park improvements. a variety of City facility improvements and rehabilitation, and personnel costs previously charged to the General Fund. These budgetary changes were implemented as part of the realignment restructuring of the Department in mid-fiscal year 2020/21 FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00314 infrastructure Fund 5,416,551 4.936472 5.005,638 1.672,165 1.483,035 11.341.798 9,858,763 ';nlrasfrucrum Fund is managed by Public N"Al ",ids ,,n artrxarwr aru.aa rmilr,Na denartmenrc ,nrturlinq Cwnrnnn,ry d bnraR ...,and Non-Deparfinenfal Total 5,416,551 4.936.472 5.005,638 1.672,165 1,483,035 11,341.798 9,858.763 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fiandl6lwm 6/3012018 6/30/2019 6130/2020 6/30/2021 Balance 6/30/2022 Prior Year 00314 Infrastructure Fund 9 146 599 10 112 869 12 157.318 6.165,305 6 165 195 (6.165.1951 Total 9.146,599 10,112.859 12,157,318 6,165,305 6,165,195 110 (12,157,208) 314 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018i19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Refuse Collection Service (504.509,1228) PERSONNEL SERVICES Salaries. Permanent 128,318 172.246 177,803 186.234 186,234 '90.322 55,89°% Salaries. Overtime 161 191 Leave Payouts 11 268 10.193 12.736 Benefits 38,804 129 554 '45.412 113 488 113 488 112.661 -0,73°% PERSONNEL SERVICES 117MI 31 184 3AM 21111111 21111 41III&M 34A5°% OPERATING EXPENSES Equipment and Supp en 13,035 10.906 11,131 24,000 24.000 24.000 0.00% Repairs and Maintenance 32,971 58,317 Conferences and Training 132 2.000 2.000 2.000 0,00°% Professional Services 4,595 10,000 35,405 40.000 300.00% Other Contract Services 8.140,416 11,075,388 11,520.259 11.524.537 12,023,630 12,666.281 9,91°% Interdepartmental Charges 568.117 601 581 742.605 811 745 811 745 652 808 -19.58°% OPERATr13 EXPE01111ES 7 11,746,324 IMM589 12,372,282 12,8%.780 13 089 8.19°% NON-OPERATING EXPENSES Transfers to Other Funds 50 118 100,00% Depreciation 16 118 Prior Period Adjustment 26.841 NON-OPERATING EXPENSES 42,959 21,490 21,490 50,118 100.00°% Total 8,976,049 12,079,998 12,636,030 12.672,004 13.196,502 13,838,190 Significant Changes The Refuse Fund is one of the City's four primary enterprise funds. Revenue is received from customer service charges on the monthly municipal services bills 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 2017118 FY 2018119 FY 2019120 FY 2020721 fl' 2020121 FY 2021122 Chang7rom Actual Actual Actual Adopted Revised Ado Prior 00504 Refuse Collection Service 8,869,111 12.074.139 12.630.399 12,628,753 13,052,453 13,706,641 654.188 01228 Cal Recycle 99.066 49.984 49.984 49,984 49.530 (454) 01251 HHW Grant Cycle HD31 46.540 (46.540) Total 8,869.111 12.173,205 12,680.383 12.678.737 13,148,977 13,756,171 607,194 Actual as of Actual as of Actual as of Estimated Use of Fund Estimatad Change from Fund Balance 6/30/2018 6/30/2019 6/30/2020 6/30/2021 Balance 6/30/2022 Prior Year 01228 Refuse Education 43 870 120 859 153 944 120 751 120 751 (120,751) Total 8,869,111 12,173,205 12,680,383 12,678,737 13.148,977 13,756,171 1,075,788 315 Public Works Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHERFUNDS Percent FY 2017118 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Water(5oe) PERSONNEL SERVICES Salaries, Permanent 4,119.583 4.964.919 5.092,527 6.047.192 6,047,192 6.130,879 1 38% Salaries. Temporary 107,244 124.984 105.634 318.103 318,103 332,000 4 37% Salaries. Overtime 215,749 293.743 310,098 337,250 337.250 371.000 10,01% Leave Payouts 191,116 183,594 398.056 Benefits 2.954.434 3.655.152 3.911.298 4.214.696 4 214 696 2.822.801 -33.02% PERBOINBEL SERVHM 7AM126 9,417,612 IOA17JO 10 7 1 ! -t 1 55% OPERATING EXPENSES Utilities 405,843 790.923 1,021,544 1,056,100 1,056,100 1.084,000 2,64% Purchased Water 11.106.076 16.422.275 16.386.899 17,100,000 17,100,000 18,450,000 7.89% Equipment and Supplies 664,231 709.439 724,515 1.D92,300 1,101.810 1,160,675 6.26% Repairs and Maintenance 1.072.242 1.432,019 1,848,331 2.627,489 2.754.671 2.010,964 -23 46% Conferences and Training 56,703 73,208 39,567 113.500 113,500 115,100 1.41% Professional Services 346.287 504,758 885.406 748,ODO 878,979 960,500 28.41% Other Contract Services 173.863 431,786 431,952 364.500 364.500 356.800 -2.11% Rental Expense 8,623 8,878 8.800 21.500 21.500 21,500 0.00% Claims Expense 118,500 Interdepartmental Charges 4.072,636 5,819,075 5,820,895 5.995,522 5,995,522 5,909,886 -1.43% Expense Allowances 14.413 19,041 22,165 25,200 25.200 19,900 -21,03% Other Expenses 105 250 809,984 861.574 1,025.500 1.025.500 1.028.000 0.24% OPERATING EXPENSES 18,026,169 27,139,986 28,051 649 30,169,6111 30 437,282 31,117 325 3.14% CAPITAL EXPENDITURES Improvements 1,210,763 193,374 194,000 375.000 782407 879.000 134A0% Equipment 258.465 1,422,862 154,366 1,500,000 1,500.000 700.000 -53.33% Vehicles 479,990 140,366 37,203 688.500 688,500 646,501 -6.10% Capital - Software 45 000 45 000 65.000 44 44% Capitalized PPBE Offset (623 952) (108.221) CAPfTALEXPENOFTURE.R 1 1 385,569 2,606,500 3,015.907 2,290501 -12A9% NON-OPERATING EXPENSES Transfers to Other Funds 1.058 172 100.00% Depreciation 1 743 842 2 365 311 2 247 147 NON-OP 1111G EXPENSES 1 743,842 Z365,310 2,247,147 1,058,172 100 00% Total 28,683.401 40.375.968 40.501.977 43,695,352 44.370,430 44.122,678 0.98% 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. For FY 2021122. expenses related to the Pension Obli abon Bonds have been budgeted in the Transfers account. 316 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Water(5o6) (continued) FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change from Rswrwe SwMnM Actual Actual Actual Adopted Revised Adopted Prior Year 00506 Water 29 703 076 41.661 497 38 C93 615 40 781 610 40.781.610 4' -,-=. 893 254.283 Total 29,703,076 41,661,497 38,093,615 40,781,610 40,781,610 41,035,893 264,283 Actual as of Actual as of Actual as of Estimated Use of Fund EstimatedLChange from FundBaWrce 6/3012018 613012019 6/30/2020 613012021 Balance 6/30/2022Year 00506 Water 23 111 561 30 089 903 29.995778 23 306975 -.d 785 20220.1906.785Total 23,111,561 30,089,903 29,995,778 23,306,975 3,086,785 20,220.1906,785 317 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Water Master Plan iso71 PERSONNEL SERVICES Salaries. Permanent .. Salaries. Overtime Benefits PERSONNEL SERVICES 6,464 OPERATING EXPENSES_ Purchased Water 12,785 Repairs and Maintenance 195,826 410,686 402.741 Conferences and Training 477 Professional Services 164.317 262.885 75.510 175.000 350.076 200 000 14.29% Interdepartmental Charges 187.061 267 279 330.203 340 109 350 312 100.00% OPERATING EXPENSES 547,11111110 953 636 800#= 1179,1111011 690,185 560,312 214.46% CAPITAL EXPENDITURES Improvements 4,524.428 5 071 432 1 680.192 2.465.000 7 749 y51 2 525 000 2.43% Capitalized PPdE Offset (4.688.276) (5.333 608) (1.060.747) CJUmrrAL EXPENDITURES (163,8481 1252.ITY) 61 000 7 740 961 UMM 2 43% NON-OPERATING EXPENSES Debt Service Expenses 420 000 420 000 -100.00% Transfers to Other Funds 418.372 100.00% Depreciation 774 626 1.546 793 1.663.215 NON-OPERATING EXPENSES 774,826 1,848,793 1 U3,215 420,000 420,000 418,372 -0.39% otal 1,164.923 2,238,252 3,091,113 3,060,000 8.860.136 3,493,684 14.17°/ 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 202122 inGude water production improvements, water main replacement water security system improvements. FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change from Rwerwe Summary, Actual Actual Actual Adopted Revised Adopted Prior Year 00507 Water Master Plan ": 725 4 452.587 4 , S+ 861 3.766.760 3 766 760 3 566 760 c200,000) Total 221725 4,452,587 4.209.861 3.766.760 3,766,760 3,568,760 (200,000) 318 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Sewer Service Fund (st1) PERSONNEL SERVICES Salaries, Permanent 1,355,114 1,951,814 1,970,684 2,249,613 2,249,613 2.582.657 14.80% Salaries. Temporary 17,696 28,639 20.292 57.035 57,035 97.500 70.95% Salaries. Overtime 96,011 200,508 187,045 150,000 150,000 100.000 -33.33% Leave Payouts 101,014 10.632 179,007 Bene':t, 456 557 1 567 725 1 721.078 1 490 701 1 490.701 1 118 197 -24,99% PERSONNEL SERVICES 2,02kM 31,711"119 4AM106 3."740 UaM 3 -1 24% OPERATING EXPENSES Utilities 92,027 140,991 141.862 110.000 110,000 140.000 27.27% Equipment and Supplies 170,171 151,962 193.670 329.100 363.087 353.600 744% Repairs and Maintenance 810,459 1,132,665 1,252,853 1.960,000 2,108.392 1,847.000 -5 77% Conferences and Training 38.178 34,997 21,946 4,100 4,100 28.000 582,93% Professional Services 190,115 366,242 147.280 450.000 501.778 400.000 -11.11% Other Contract Services 59,659 62,529 60.000 60,701 60,000 0 00% Rental Expense 79 67 3.500 3.500 3.500 0 00% Interdepartmental Charges 1.240.686 1,772,723 1,832,548 1.887,525 1,887,525 1410,498 -25 27% Expense Allowances 6,567 6,789 5,432 5,800 5,800 5.800 0.00% Other Expenses 14.987 30.781 5,113 75.000 75 000 75.000 0 00% OPERATING EXPENSES 2,563,269 3,696,876 3,663,234 025 5,119,884 4,=.396 -11 50% CAPITAL EXPENDITURES Improvements 611,938 2,219,246 1,702.704 2,875.000 9.058.787 4,450.000 5478% Equipment 80.000 80.000 60.000 100.00% Vehicles 129,924 344.222 342,500 845,385 587,500 71.53% Capitalized PPBE Offset (707.514) (2.252,661) (2.046.264) CAPITAL EXPENDITURES 34,348 33415 663 3,297,500 9.994,173 5,097,600 54 59% NON-OPERATING EXPENSES Transfers to Other Funds 441, 735 100 00% Depreciation 1.502.672 2 019.129 2085895 Prior Period Adjustment 272.584 NON-OPERATM EXPENSES 1,775,256 2,019,129 2,085,095 445,736 100 00% Total 6,399,265 9,441.907 9.827.898 12,129.875 19.051.406 13,764,9871 13.48% 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. Other Contract Services was adjusted to cover expenditures related to the City's online billing services Improvements for FY 2021122 include reconstruction of the Humboldt sewer lift station and lining various sewer mains. Increases in Personnel Services (Permanent and Benefits) are a result of the Separation Incentive Program adopted by City Council on November 2. 2020 and the issuance of $363.6 million in Pension Obligation Bonds. Together, these programs decreased the City's total number of funded positions. provided a unique opportunity for restructuring in key service areas. and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. For FY 2021122, expenses related to the Pension Obligation Bonds have been budgeted in the Transfers account. 319 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Sewer Service Fund Isii) (continued) FY 2017/18 FY 2018119 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Change from RhMnW Summmy AedrM Actual Aelwl Adopted Rwh" Adopted Prior Year 00511 Sewer Service Fund 9 748 577 12 9 - -.-I , 11 837 547 10 747.168 10.747.168 10.747.168 Total 9.748,577 12.933.849 11,837,547 10.747,168 10,747,168 10,747,168 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 613012018 6/30/2019 613012020 613012021 Balance 6/3012022 Prior Year 00511 Sewer Service Fund 28.594 175 32.063.010 34,474.826 26 258 460 3 017 819 23 240.641 (3,017,819) Total 28,594,175 32,063,010 34,474,826 26,258,460 3,017,819 23,240,641 (3,017,819) 320 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Air Quality ,2on, PERSONNEL SERVICES Salaries. Permanent 5.677 -100.00% Benefits -- 3 024 -100 00% PERSONNEL SERVICES 1,598 2,870 1,404 8,702 8,702 -100 00% OPERATING EXPENSES Equipment and Supplies 9.525 14.081 124 40,000 40.000 40,000 0.00% Repairs and Maintenance 175 1.965 400 Conferences and Training 177 183 17,518 500 500 500 0 00% Professional Services 25.000 25,000 45,000 80.00% Other Contract Services 25.046 56.994 167.280 167,280 165,000 -1.36% Expense Allowance 2 Other Expenses 1 084 897 1 118 1.000 1.000 1.000 0.00% OPERATING EXPENSES 10 961 42,171 76,156 233,780 2MIN 251.500 7.58% CAPITAL EXPENDITURES Improvements 24.589 175.000 589,522 50.000 -7143% Equipment 50.000 100.00% Vehicles 61.567 123.000 123,000 180.000 46.34% Capital Software 300.000 CAPITAL EXPENDITURES 61,567 24,589 298,000 1,012,522 280,000 -6 04% NON-OPERATING EXPENSES Transfers to Other Funds 20 187 NON-OPERATING EXPENSES 20187 Total 102,149 540,482 1.255,004 531,600 - Significant Changes The Air Quality Fund receives quarterly subventions from the State to use towards air quality improvement efforts. The FY 2021122 budget includes shuttle services for the 4th of July. Vans U S Open of Surfing and the Great Pacific Air Show. Improvements budgeted in FY 2021/22 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 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from RMMN 811111111111111 Actual Actual Actual Adopted Revised Adopt d Prior Year 00201 Au Quality Fund � 1 Total 255,546 119.826 293.442 250.000 250.000 250,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from FundBalafm 6130/2018 613012019 6/30/2020 6/3012021 Balance 613012022 Prior Year 00201 Air Quality Fund 1 057 445 - 1 261 957 286 569 281 506 5 069 1281.500) Total 1,057.445 1,070.664 1.261,957 286,569 281,500 5,069 (281,500) 321 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Arterial Rehab 11247) CAPITAL EXPENDITURES Improvements 1,126.234 3.361.778 3.180.000 6,683.016 4.800.000 50.94% CAPITAL EXPENDITURES 1,126,234 3,361,778 3180 000 6,683,016 41800,000 50.94% Total 1,126,234 3,361,778 3,180,000 6,683,016 4,800,000 50.94SS Significant Changes On April 6, 2017, the Road Recovery and Accountability Act was passed. This legislation provided new funding to the City, through SB1 and the Highway Users Trust Account (HUTA). These funds are designated for the maintenance and rehabilitation of roadways. These funds have been budged for the FY 2021/22 arterial rehabilitation project. FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 01247 Arterial Rehabilitation 1.157,696 3,773,947 3,635,752 3,271,142 3,271.142 3,982,446 711.304 Total 1,157,696 3,773,947 3,635,752 3,354,156 3,354,156 3,982,446 711,304 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2018 6/3012019 6/30/2020 6/3012021 Balance 6/3012022 Prior Year 01247 Arterial Rehabilitation 1,157,696 3.805,409 4.079.383 841.918 817.554 24,364 (817.554) Total 1,157,696 3,805,409 4,079,383 941,918 817,554 24,364 (817,554) 322 Public Works Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Grants and Restricted Funds PERSONNEL SERVICES Salaries. Permanent 44.828 17 154 Salaries. Overtime 117 70 Benefits 14 465 4 747 PERSONNEL SERVICES 10 2/670 OPERATING EXPENSES Utilities 2.693 3,256 2.620 4 500 4,500 4.500 0 00% Equipment and Supplies 44,718 97.252 76.452 178.000 191,000 160.000 -10 11% Repairs and Maintenance 445.289 355,565 786,378 955.000 1,516,519 1.075.000 12 57% Professional Services 351,626 29.635 31,896 208.000 418.707 58.000 -72 12% Other Contract Services 1,973 4.861 3.549 57,000 57,000 2.000 -96 49% Insurance 4,431 5.439 7,385 9.500 9.500 9.500 000% Payments to Other Governments 2,100 2000. 12.337 2.500 2.500 2.500 0 00% Other Expenses 1 2 500 2 500 2 500 0 00% OPERATING EXPENSES E52,630 498,009 920,616 1,417,000 2,202,226 1,314,000 -7 27% CAPITAL EXPENDITURES Improvements 6.681,657 7.901.464 4.520.371 3.266.000 14.624,128 3,378.283 3.44% Capitalized PPBE Offset (1 591 170) (3.977.534) CAPITAL ExPd ornwas 5,090,466 3,923,930 4,520,371 3,266,000 14,624,12E 3,378,283 3 44% NON-OPERATING EXPENSES Debt Service Expenses 23.592 262 494 67,611 525.000 525.000 525 000 0.00% Transfers to Other Funds 37.188 534,680 Depreciation 116967 116,967 Prior Pen ad Adjustment (279.6551 NON-OPERATING EXPENSES 256,063 416,650 719,25E 525,000 525,000 525,000 0.00% Total 5,746,664 4,860,559 6.160,246 5,208,000 17,351,354 5,217.283 Significant Changes New funds are budgeted for the construction of the Humboldt sewer lift station in the Sewer Impact Fee Fund (210) Funds are budgeted in the Drainage Fund (211) flood station forebay improvements and removal of half-round drainage pipes in the downtown area Funds budgeted in Traffic Congestion Relief 1219) are for downtown street lighting improvements, 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 2017118 The fourth full year of debt service is reflected in the FY 2021/22 budget 323 Public Works Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants and Restricted Funds (continued) FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Change from Rwwwe Sumnaery Actual Actual Actual Adopted Revised Adopted Prior Year 00210 Sewer Impact Fee 242.577 470 611 606 504 160 000 100 310 (59,690) 00211 Drainage 76.701 482.337 777 222 151 Ouc 150.000 200.000 50,000 00218 Hwy Safety Traffic Red uct 18 (453) 00219 Traffic Congestion Relief 42 740.208 955.148 1.691.694 1.535.446 1.535.446 1,800,006 264.560 00239 CDBG 266.546 18.378 486867 686.000 393.732 203.283 (190.449) 00508 WOCWB 537.878 2.214,912 708.593 649.000 649.000 1,649.000 1,000,000 00807 Energy Effiaency Fund 1 366.486 132.879 21,852 18.000 18.000 (18,000) 00873 OCTAlCip Grant 702.635 93 00961 Hwy Bridge Replace Rehab 56,370 00965 Master Plan of Arsenal Highway 33.659 146,477 1.000 00970 Bridge Prevent Maint Program 689.180 1.724.051 281,325 00995 Hwy Safety Improve Program 34.508 494.249 1,235,936 01222 Hazard Mitigation Grant Program 43.732 01243 Shuttle Service Project V 20.187 01254 OCTA405 Widening 685.908 24.382 "CDBG FurM,s managed by the Community Deveioprnent DeparbneOt However program Am&am allo aced across muttide tl p.nmenrs FurMmg reflected here only perfams to the Pubic Works Depanm",r r Ofa 4,710,112 7.381,412 5,879.107 3,198,446 2,906,178 3.952,599 1,046,421 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from 613012018 6I30120119 6/30/2020 6/30/2021 Balance W=2022 Prior Year 00210 Sewer Impact Fee 7 S r '.53 6.563.060 7.084 170 904 E, 599.690 304 849 (599.690) 00211 Drainage 1.259.064 1,741,401 2,518.623 2,606.962 625.000 1.981.962 (625.000) 00219 Traffic Congestion Relief 42 1.446.189 1.242,990 1.782.616 786,432 39.994 746.438 (39,994) Total 324 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 Beet, equipment and technology remain up-to-date and in good working condition. The FY 2021122 Equipment Replacement includes a $7 1 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 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 2020/21 was approximately S44 7 billion. resulting in a debt limit of$5.36 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. i1po Successor Agency The Successor Agency is responsible for overseeing the -winding down" of the City's former Redevelopment Agency. Under Assembly Billl X 26. AB 1484, SB 107 and the California Supreme Courts decision on December 29. 2011. all redevelopment agencies were dissolved as of February 1, 2012 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 Slate Law. the Oversight Board now functions through the County of Orange 325 Non-Departmental Department Description Housing Authority The City's Housing Authority assumed the housing functions and assets of the former Redevelopment Agency. It also received related rights, powers, liabilities, duties, and obligations, thereby becoming "Successor Housing Agency." The Housing Authority administers the housing assets of the 1 i former Redevelopment Agency; manages the Inclusionary I 1 Housing Program. implements the Housing Rehabilitation Program. and manages the Ocean View Mobile Home Park. Staff monitors over 49 multifamily rental projects, consisting of 1,450 extremely low, very low, and low income residential units and 368 moderate income residential units that have Oceana Affordable Housing Protect on Beach Blvd affordability covenants/affordable restrictions associated with the developments. In addition, the City has 385 ownership covenant restricted residential units related to the inclusionary housing ordinance program. 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 a non- profit organization, Jamboree Housing Corporation, on the development of a 43 unit senior affordable housing project at the corner of Beach Boulevard and Main Street. 326 Non-Departmental Adopted Budget - FY 2021122 Summary Charts DEPARTMENT Expenditures by Category Non Operating Expenses 71% ` Peronn kmces 3% Gpbal Operating 04V E xpeMiturn E P fa% FY 2017118 Fr MIMI Fiji FY 202M FY 20MM FY 2MI22 Acluel AWM AcWW AdoPled 61e1Flead AdoprAd Personnel Services (384 576) 2.709.593 4.281.110 (3.824.415) 2,685.239 2 305.672 Operating Expenses 10,620.802 14,955.008 13,523,057 15,181.712 24.943.720 16,000.138 Capital Expenditures 5.207,981 6.048,963 2,563,791 4 758,435 21 476,828 7.108,898 Nor Operating Expenses 28.939 034 33 951.490 37.889 273 28,536.402 28 538 902 63.924.201 Total ExpwWlbmw by Calsawy 44,31113,241 57AKM 77 Expenditures by Fund Orbs krvke L RORF"ministration 13501 Trandm 7% 33% Housing Dorvn lluthorm, 213,111 mw, A� 1% 810 Auto(701)6 lorvn(710) it Bella Terra Parking structure I7111 1% strarW Parking 00100 General Eu�E structure(717) 44% Equipment R% Fv 2st7M0 FY FY Fr Md AcIll Actin AeOW Adopiled FMIeW Adopled 00100 General Fund 33.531 183 32.748.467 28.721 626 17 166.342 24.588.568 39.068.723 Debt Service 8 Transfers 1.842.812 9.872,046 10.061.649 8.077.343 8.079.843 29496.925 Disability Access(234) 4.519 11,243 12,254 84.000 87,069 84.000 RORF Administration(350) 2.167.355 2,547.257 2,171,922 6.925.824 6.925.824 6,341,783 Housing Authority(217.233.352) 277.672 1.669,922 4,054,095 990.122 7,238.300 612.950 BID-Auto(701)BID-Downtown(710) 2,717.412 4.907,241 3.923.678 4,470,000 5,280,762 4,370.000 Bella Terra Parking Structure(711) 624.384 584.635 701.025 739.484 739.484 763.018 Strand Parking Structure(712) 782.334 1.293,115 1,461,773 1,440.584 1.440.584 1.492.612 Infrastructure(314) 721.836 1,077,835 1,077,835 Equipment Replacement(324) 896453 2.514,614 2,708,843 3.680.600 7,826,151 7,108.898 Lease Capital Protect(321) 285.959 782,817 8.775 1.079.728 EOC(238).CARES Grants(244.245.247) 173,042 2.763,558 12490,383 Other Funds(127 128) 358 278 733 696 1.768 033 790 056 Total Expendliures by Fund 44,333,241 67,665,M 58,257,231 M 682 134 77 644 686 69,331 909 Non-Departmental Adopted Budget - FY 2021122 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 178.390 296,615 708,335 (8,364.423) (2,394.769) (2,834.936) -66.11% Salaries. Temporary 4,403 338,869 (250,000) (250,000) 100.00% Salaries, Overtime 11.579 4,187 1,139.536 (500.000) 40.000 100.00% Leave Payouts 692.668 1.466,461 826.355 4.432.460 4.432,460 4,432.460 0.00% Benefits (1.267.214) 937.927 1.268.015 857,548 857.548 708.148 -17.42% PUtBOMMEL SERVICES 578 709 893 4,211111,110 (3,824,415) 672 -160.29% OPERATING EXPENSES Utilities 3,208,132 4.213.630 4,400,842 4.640.000 4,527,822 5,040,000 8.62% Equipment and Supplies 163,496 219,256 604,368 302.000 1,895,227 300.000 -0.66% Repairs and Maintenance 103,556 250.000 1,155,473 250,000 0.00% Conferences and Training 10.265 5,735 13,434 76,600 79,669 75.600 -1.31% Professional Services 462.796 562,906 845,420 399.844 1.278,405 710.708 77,75% Other Contract Services 4.023.789 6.579,905 5,796,468 6.535,068 7.735,213 6.295,630 -3,66% Rental Expense 105,903 140,962 156.053 140,000 140,000 140.000 0,00% Claims Expense 20,758 47.430 500.000 460,012 500.000 0.00% Contributions to Private Agency 871.963 822,239 225.000 75,000 225,000 0.00% Payments to Other Governments 461.435 488,526 802,961 508,400 5,881.242 508400 0,00% Expense Allowances 2.701 4,597 2,330 Other Expenses 1.310.323 1.896.493 750,195 1.604.800 1.715.657 1.954.800 21,81% OPERATING EXPENSES 10.620.802 14,955,008 13,523,057 15,181,712 24,943,720 16,000,138 5.39% CAPITAL EXPENDITURES Land Purchase 316,800 2,071,010 6.785.262 Improvements 1,625.881 528,214 83,849 666,802 Equipment 1,668,854 2,026,892 1,281,950 4.758.435 10,117,196 7,108,898 49.40% Vehicles 2.189.292 2,348,325 3.182.941 3.591.179 Software - Capital 341.174 609,944 417.108 316,388 Capitalized PPBE Offset (934.019) (1535422) (2402.057. CAPrrAL EXPENDITURES 5,207,981 6,048,963 2,563,791 4,758,435 21,476,828 7,108,898 49 40% NON-OPERATING EXPENSES Debt Service Expenses 4,073,825 12,222,986 12.212,373 15,653.626 15,656,126 36,695,215 134,42% Pass Through Payments 2,756 2,756 2,756 0,00% Transfers to Other Funds 24,020,590 21,502.320 20,649,343 12,880,020 12,880,020 27.226.230 111.38% Depreciation 69,415 226.184 517,558 Loans Made 4.510,000 Prior Period Adjustment 775 204 NON-OPERA71INOEXPEIRM 29,939,034 33,951,490 37,111111111,273 28,536,402 28,538,902 63,924,201 124.01% Grand Total 44,383,241 57,665,053 58,257,231 44,652,134 77,644,688 89,338,909 100.08% General Fund 33.531,183 32,748,467 28,721.626 17,166,342 24,588.668 39.068.723 127.59% Other Funds 10 852.058 24.916.586 29.535.605 27485.792 53,056.020 50270 1861 82.90% Grand Total 44.383.241 57,665,053 58,257.231 44.652.134 77.644.688 89.338.909 100.08% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 10.00 Non-Departmental Adopted Budget- FY 2021/22 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries. Permanent 103 845 903 (8,642,831) (2.673,178) (3.000.000) 65 29% Salaries, Temporary 13,578 (250,000) (250,000) 100.00% Salaries. Overtime (500,000) (500,000) 100.00% Leave Payouts 677.950 1 468,940 914.738 4.432,460 4432 460 4.432.460 0 00% Benefits 26.456 55 625 51.801 660.000 660.000 660.000 0.00% PERSONNEL SERVICES 704,509 1,525,410 981,019 4,300,371 1,669,282 2,092,460 148.66% OPERATING EXPENSES Utilities 3,208.132 4,213.630 4,396,857 4.640,000 4527.822 5.040.000 862`yo Equipment and Supplies 163,496 219.256 204,264 300.000 300 000 300.000 0.00% Repairs and Maintenance 45,673 250.000 1 034 234 250.000 0.00% Conferences and Training 8,975 4,536 5.040 Professional Services 368.467 317,380 357,083 240.000 521 453 480 000 100 00% Other Contract Services 71.139 74,953 42,439 70.000 190 000 70.000 0.00% Rental Expense 105,903 140,962 142,339 140,000 140 000 140 000 0.00% Claims Expense 20,758 47.430 500.000 460 012 500.000 0.00% Contributions to Other Agencies 871,963 822,239 225.000 75 000 225.000 0.00% Payments to Other Governments 431.402 468.246 799,056 500.000 500 000 500 000 0 00% Expense Allowances 410 1,502 588 Oth'- r ,. ,..." . 1 312.989 1 826.891 719.290 1 604 800 1 715 657 1.954.800 21.81% OPERATING EXPENSES !76 killOA64 k?W069 8.469.800 9AK179 9,459,M 11 69% CAPITAL EXPENDITURES Land Purchase 316.800 1 290.010 315,413 Improvements 1 625 881 230.002 83.849 142,881 Equipment 1 445 067 57' SC 156 Vehicles 366 062 89.873 CAPITAL EXPENDITURES 367111AX9 1,610AW 134,005 NON-OPERATING EXPENSES Debt Service Expenses 397.355 1.563.655 1.863,181 2.064.538 2.D64.538 1.918,137 -7,09% Transfers to Other Funds 22 132.635 19.938.589 18 983.363 10.932 375 10.932.375 25.598.326 134.15% NON4PERAif10 EXPENSES 629 990 21,502,244 20,846,543 12,9111111,9113 1 km,913 27,516,40 Ill 72% Total 33,531.183 32.748.467 28.721.626 17,166,342 24.588,668 39,068,723 127.59% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 1O.DO Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017118 FY 2019119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Ado Prior Year Citywide Expenses PERSONNEL SERVICES Salaries, Permanent 103 845 903 (8,642.831) (2,673,178) (3,000,000) -65.29% Salaries. Temporary 13,578 (250.000) (250.DD0) 100.00% Salaries. Overtime (500,000) (500.000) 100.00% Leave Payouts 677,950 1.468.940 914,738 4.432.460 4,432,460 4A32.460 0.00% Benefits 26 456 55 625 51 801 660.000 660.000 660.000 0.00% PERSONNEL SERVICES 704im 1 1e 961,019 71 1 -148.66% OPERATING EXPENSES Unities 3,208,132 4,213,630 4,396.857 4,640.000 4,527,822 5,040,000 8.62% Equipment and Supplies 163,496 219.256 204,264 300,000 300,000 300,000 0 00% Repairs and Maintenance 45,673 250.000 1.034.234 250,01D0 0 00% Conferences and Training 8.975 4,536 5.040 Professional Services 368,467 317,380 357,083 240.000 521.453 480.000 100.00% Other Contract Services 71.139 74,953 42,439 70,000 190.000 70,000 0-00% Renatl Expense 105,903 140.962 142,339 140,000 140,000 140.000 Claims Expense 20.758 47.430 500.000 460,012 500.000 0,00% Payments to Other Governments 431,402 468.246 799.056 500,000 500,000 500 000 0,00% Expense Allowances 410 1.502 588 Other Expenses 764.788 822 324 30 059 950.000 950.000 950,000 0.00% OPERATING EXPENSES 6122 712 6 293 648 6,070,829 7.590.000 8 8.43% CAPITAL EXPENDITURES Land Purchase 316 800 1 290,010 315.413 Improvements 1 625 881 230,003 83,849 142.881 Equipment 1.445.067 571 50.156 Vehicles 366.062 89.873 CAPITAL EXPENDITURES 3,753,810 1,610,458 134,006 458,295 NON-OPERATING EXPENSES Debt Service Expenses 397.355 1.563.655 1 863.181 2.064.538 2.064.538 1.918.137 -7 09% Transfers to Other Funds 22.132.635 19.938.589 18.983 363 10.932.375 10 932.375 25.598.326 134.15% NON-0PERATM EXPENSES 22,529,M 21 20,80443 12,996,913 1 996 913 27A16A63 111 72% Total 32,111,020 30,921,660 28,032,396 16,286,542 23,748,011 37,838.923 132.33X Significant Changes The Citywide Expenses Division tracks citywide expenditures that are not accounted for in individual departments. In FY 202Ot2l, atywde reductions in Personnel Services (Permanent and Benefits)were budgeted in this division in anticipation of the City Council's adoption of the Separation Incentive Program on November 2. 2020 Coupled with the issuance of $363 6 million in Pension Obligation Bonds, these programs decreased the City total number of funded positions. provided a unique opportunity for restructuring in key service areas, and mitigated the budgetary constraints resulting from year-over-year increases in pension costs. Changes in Operating Expenses and Transfers to Other Funds reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and an increase to the Infrastructure Fund transfer based on restructuring measures implemented through the Separation Incentive Program. 330 Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Office of Business Development OPERATING EXPENSES Contribution to Private Agency - . : . 225.000 75.000 225,000 0.00% Other Expenses - 589.230 654.800 765657 1.004,800 53.45% OPERATING EXPENSES 1,420,163 1,826,807 U9,230 979 $40,657 1,229,000 39.78% Total 1,420,163 1.826.807 689.230 879.800 840,657 1,229.800 1 9.78% Significant Changes Changes in Operating Expenses reflect the general restoration of prior year cuts implemented in response to the COVID-19 pandemic. During FY 2018/19, the City and "Visit HE" entered into a new agreement resulting in a decrease in Contribution to Private Agency. Other Expenses includes Sales Tax Sharing Agreements with Pinnacle Petroleum. McKenna Subaru and Surf City Auto Group II (Jeep). 331 Non-Departmental Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2019119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure O 'ect Account Actual Actual Actual Adopted Revised Adopted Prior Year Debt Service& Transfers PERSONNEL SERVICES Benefits 1 431 338, 720 852 840 275 PERSONNEL SERVICES 1431 720 8"278 OPERATING EXPENSES Professional Services 9.596 11 439 11 801 19 844 19 844 15.627 -21.25% Other Expenses (2 667) 69 097 29 204 OPERATING EXPENSES 6,929 90 536 41,005 19,344 191 1 -21 25% NON-OPERATING EXPENSES Debt Service Expenses 1.723.939 8,348.367 8.329.790 7295.030 7297,530 28,695,295 293.35% Pass Through Payments 2.756 2,756 2,756 0.00% Transfers to Other Funds 768.077 722 291 850 580 759 713 759 713 783 247 3.10% Prior Period Adjustment 775 204 NON-OPERATING EXPENSES 3,267,ZM 9,070,658 9,180,370 8,057,499 8,059.999 29,481,298 265 89% Total 1,842,812 9,872,046 10,061.649 8,077.343 8.079,843 29.496.925 265.18 Significant Changes These funds cover the City's Lease Revenue Obligation and Community Facilities District debt service payments. as well as fees related to these debt obligations FY 2017119 FY 2018119 FY 2019/20 FY MGM FY 2020121 FY 2021122 Change from Rrmaw Sussissiry Actual Atktel AcWY Adoplied RMMd Adopled Prior Year 00401 Debt Svc HBPFA 4.758.003 5.156.099 5,111,238 1,334.250 1.334.250 3,376.206 2.041 956 00405 Debt Svc Grand Coast CFD2000-1 839,750 1,123.462 1.121,828 1,092.273 1.092.273 1.089.746 (2.527) 00406 Debt Svc Mello Roos 188.614 267,174 97,335 183.910 183.910 (183,910) D0408 Debt Svc McDonnell CFO 2002-1 310.171 423.387 422,596 416,448 416,448 426.528 10,080 00410 Debt Svc Bella Terra 1 800 063 2353.108 2,446,820 2,412399 2 412 399 2.436.393 23,994 00412 Pension Liability 7.860.326 71 S71 894 [Total 7,896,600 9,323,230 17,060,144 5,439,280 5.439,280 29,900,767 332 Non-Departmental Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Disability Access i2341 OPERATING EXPENSES Utilities 3,069 Conferences and Training 1 250 1 199 5.280 75 600 - 0 00% Payments to Other Governments 3 269 'S r44 3 9C° 0 00% OPERATWO EXPENSES 4.519 11,243 12,254 84,000 87,D69 84,000 0.00% Total 4,519 11,243 12,254 84,000 87,069 84,000 10.00% 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 SB1186, the City collected $1 00 per business license issued or renewed. retained 70% and remitted 30 to the State FY 2017118 FY 201109 FY 2019120 FY 2020121 FY 2020121 FY 2021/22 Change from Revw"in Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00234 Disabddy Access 43 • 'a - -- °35 64 000 -4 =4 J00 Total 43,114 82,277 81.339 84.000 84.000 84.000 Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Ad ed I Prior Year RORF Administration (350) PERSONNEL SERVICES Salaries, Permanent 80.189 156,390 153,397 150.003 150,003 118,008 -21.33% Leave Payouts 14 717 (7.072) (96.5091 Benefits 53 040 75.566 66.322 99.997 99 997 33.552 -66.45% PERSONNEL SERVICES 147 1 260,000 161 -39.38% OPERATING EXPENSES Conferences and Training 41 Professional Services 64 546 22.000 28.539 78,081 100.00% Expense Allowances 2 291 3 095 1 742 OPERATING EXPENSES 66,878 25,095 30,281 100.00% NON-OPERATING EXPENSES Debt Service Expenses 1.952,531 2,287.277 2.008,432 6,294,058 6.294.058 6,081,783 -3,37% Transfers to Other Funds 10,000 10.000 381.766 381.766 30.359 -92.05% NON-OPERATING EXPENSES 1,952,531 2,297,277 2,018,432 6,675,824 6.675,824 6,112,142 -8.44% Total 2,167,355 2.547.257 2.171,922 6.925,824 6,925,824 6,341,783 4.43% 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 handing 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 II. Strand. and Waterfront Hilton development projects. FY 2017118 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Change from aroun M SUMMary Actual Actual Actual Adoplaid Revived Adopted Prior Year 00350 RORF Administration 1 .1. 417 445 5 475 633 6 925 824 S 925 824 6.465 704 (460,120) Total 9.856,004 8,417.445 5.475.633 6,925,824 6.925.824 6,465,704 (460,120) Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From E%penditure Object Account Actual Actual Actual Amsted Revised Adopted Prior Year Housing Authority 1217.233.3521 PERSONNEL SERVICES Salaries. Permanent 98.098 139.380 127.091 128,405 128,405 47.056 -63.35% Salaries. Temporary 4.403 Salaries, Overtime 8,426 3,031 2.921 Leave Payouts 4,593 8.127 Benefits 84.253 85 710 94.935 97 551 :'i7 551 14.596 -85.04% PERSONNEL SERVICES 190,7T7 237,117 233,074 225,956 225,956 61662 -72 72% OPERATING EXPENSES Equipment and Supplies 2.000 2.000 -100 00% Conferences and Training 1,000 1.000 -100.00% Professional Services 17,656 118,618 250,000 140,000 288,921 137.000 -2.14% Other Contract Services 42.476 91,511 165.621 215,000 218,334 -100.00% Payments to Other Governments 26.764 10.236 OPERATING EXPENSES 66 666 220,366 4115,621 358,000 510 137,000 -61.73% CAPITAL EXPENDITURES Land Purchase 781.000 6.095.922 CAPITAL EXPENDITURES 781! 6,095im NON-OPERATING EXPENSES Transfers to Other Funds 431 440 405.400 406 166 4D6 166 414 298 2.00% Loans Made 3.c00.000 NON-OPERATING EXPENSES 431,440 3,405 400 406,166 406,166 414 2.00% Total 277.672 1,669,922 4,054,095 990,122 7,238,300 612,950 -36.09% Significant Changes The City's Housing Authonty 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 through FY 2020/21. provided by SB 341 for homeless prevention and rapid r housing services. Beginning FY 2021122, this position is being funded from the City's General Fund. The Debt Service payment for the Emerald Cove project will be funded by the LMtHAF (Fund 352)through its maturity FY 2017118 FY 2018119 FY 2019M FY 2020121 FY 2020/21 FY 2021122 Change from Revenus Sultruniary Actual Actual Actual Adopted Revised Adoptod Prior Year 00217 Affordable Housing In-Lieu 51 948 206.817 2.931,222 545,686 545.656 873.071 327,3a5 00233 Housing Residual Receipts 31,061 229.595 830.542 200.000 200,000 32.000 (168,000) 00352 LMIHAF 67.675 774.038 5.687.929 380 000 380,000 600.000 220,000 150,694 1,210.450 9,449,693 1,125,686 1,125.686 1.605,071 379,385 335 Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year BID-Auto (7at), BID-Hotel/ Motel posy. BID-Downtown (710) OPERATING EXPENSES Other Contract Services 2,717,411 4.906.736 3.821,976 4,470.000 5.280.762 4.370.000 -2.24% Other Expenses 1 505 1,702 OPERATING EXPENSES 2717412 4,907,241 3,823,678 4,470,000 5,280,762 4,370,000 -224% Total 2.717.412 4.907,241 3.823,678 4.470.000 5.280,762 4,370.000 -2.24% 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 also 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 general ledger. Details regarding that account can be obtained from the BID. Other Contract Services reflects the pass-thru of assessment revenues collected from the downtown businesses and hotel/motels per their respective agreements FY 2017/18 FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Changelrom Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00701 BID - Auto 20.680 00709 BID - Hotel/Motel 2.611.973 4.711.701 3,B41,628 4.380.000 4.380.000 4.280.000 (1 DO,000) 00710 BID - Downtown 118.599 103.038 120.460 90 000 90 000 90.000 Total 2,751,252 4,814,739 3,962,088 4,470,000 4,470,000 4.370,000 100,000 336 Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From EXpencliture Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Bella Terra Parking Structure (711) OPERATING EXPENSES Other Cortract Services 624 384 584 635 701 025 739 484 739.484 763 018 3 18% OPERATING 0PEN3E3 624.364 SKS35 701,025 73! 763,016 3 18% Total 624,384 594,635 701.025 739,484 739,484 763,018 3.1r/. 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 2017/18 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Rm ww Summwy Actual AGWW Actual Adopted Revised Adapbed Prior Year 007•1 Parking Structure-Bella Terra 673 660 643 661 759 135 •.- • 739 484 763.018 1 23 534 Total 673,660 640,661 759.135 739.484 739,484 763,018 23,534 Non-Departmental Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020/21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Strand Parking Structure (T12) OPERATING EXPENSES Other Conha;.t 557.334 893 115 1.061.773 1.040.584 1.040.584 1.092.612 5.00% OPERATING EXPENSES 1167 118 1 1773 1 U4 1 594 1 612 5.00% NON-OPERATING EXPENSES Transfers to Other Funds 225 CCC 40C OOC 400 000 400 NO 40C OOC 4O0 KC 0.00% NON-OPERATING EXPENSES 225,000 400,000 400,000 400,000 400,000 400,000 0.00% Total 782,334 1.293.115 1,461,773 1,440.584 1.440.584 1,492.612 3. 11% 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 o Covenants. Conditions and Restrictions (CCBRs). Annually. the City Council approves the budget and parking rates for the parking structure. Other Contract Services appropriations support common area maintenance. labor cost, maintenance and new parking equipment. FY 2017118 FY 2018119 FY 2019120 FY 2020/21 FY 2020/21 FY 2021/22 Change from Revrwle Ach al Ao4W ed P Actual Adopted Revterior Year 007t 2 Parking Structure - Strand 1.070.815 1 637 156 25 857 1 4 .-:8 1 402.608 1 450 000 47.392 Total 1,070.815 1,637.156 1.426.857 1.402,608 1,402,608 1,450,0001 47,392 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Belrtp 6/30/2018 6l30/2019 613012020 8130I2021 Balance 8/30/202Y I Prior Year 00712 Parking Structure Strand 4,13 276 3 74 - '� 712 40C 3 546 567 42 612 3 503 975 (42,612) Total 3,403,276 3,747,317 3,712,400 3.546.587 42.612 3.503.975 (42.612) Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2019119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Capital Improvement Projects i314) CAPITAL EXPENDITURES Equipment 1.077.835 1077.835 -100.00% CAPITAL EXPENDITURES 1 077l36 11,077,83111 -100 00% NON-OPERATING EXPENSES Transfer to Other Funds 721.836 NON4)PERATM EXPENSES 721,836 Total 721,836 1,077,835 1,077,835 -1 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 2017118 FY 2018/19 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Change from Revenue Summary Achad Actual Actual Adopted Revived Adopted Prior Year 721.836 1,077,835 1,07T835 (1,077,835) I.. ., .., ho ver p/oy..,.. ... ,,-.,,... ......•.9ecfeo r,f..,. .. perTalns to Vxr Nwi-Depalmentar Depart ent Total 7211,1111M 1.077.835 1.077.835 (1.077,635) 339 Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary i Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 201 W79 FY 2019/20 FY 202W21 FY 202W21 FY 2021122 Change From [Ex9endrture Object Account Actual Actual Actual Adoptad Revised Adopted Prior Year Equipment Replacement I3241 OPERATING EXPENSES Fq,npmenl and S..pplles 57.270 Professlo,al Sew ces 30.000 OPERATING EXPENSES S7 CAPITAL EXPENDITURES 87,270 lr•.provements 298,211 323.669 Equipment 217.218 1,992,830 1.233,990 3,680,600 4.902.161 7,108,898 93.15% Vehicles 1,543,839 1.532.811 3,182,941 2.511.451 Capital-Software 176,410 1,600 Capitalized PPSE Offset (934.019) (1,535,422) (2.402.057) CAFMTALEXPENDITURES 827,038 2,288,430 2.191.285 3,660,600 7,738,"1 7,108,898 93.15% NON-OPERATING EXPENSES Depreciation 69 415 226 184 517 558 NON-OPERATING EXPENSES 69,415 226,164 517,568 Total 896,453 2.514,614 2,708,843 3.680.600 7.826,151 7.108,898 93.15% Significant Changes Effective FY 2017/18 funding transferred from the General Fund to support the replacement of the City vehicle fleet, machinery, and technology systems Citywide Equipment replacement purchases are budgeted and tracked by department within this Fund. The Increase in Equipment Expenses reflects the general restoration of prior year cuts implemented in response to the COVID-19 pandemic and the use of fund balance accumulated over the past several years FY 2017118 FY 2018/19 FY 201W20 FY 2020121 FY 2020121 FY 2021122 1 Change from RMnw SumWy Actual AetuW Actual Adopted RevlNd Adopted Prior Year 00324 Equipment Fund 7 023.108 5 110 379 4 805 536 1 680.600 3.680.600 5000000 1 1.319.400 Total 7,023,108 5.110,379 4.805,636 3.680.600 3,680,600 5,000.000 1,319.4 00 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2018 W3012019 613W2020 6130/2021 Balance W30/2022 Prior Year 00324 Equipment Fund 5.262.051 6 717 192 6 760 773 2.613.352 2 108 898 534 454 (6.256.319) Total 4,969,562 6,717,192 6,760,773 2,613,352 2,108,898 504,454 (61256,719) 340 Non-Departmental Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2019119 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Change From LExpenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Lease Capital Project 1321) CAPITAL EXPENDITURES Equipment 6.569 33.490 (2,196) Vehicles 279 390 725 641 1 C79 728 CAPITALEXPENDIllURES 28S,9S9 759,131 2,196 1079,728 NON-OPERATING EXPENSES .;ertSe" -o 23.686 10,971 NON-OPERATING EXPENSES 23,688 10,971 Total 285.959 782,817 8,77S 1.079.728 Significant Changes Leases in Lease Capital Project Fund (Fund 321)vnthin Non-Departmental includes leases for the 800 megahertz (MHz)radio system. two Emergency One Fire Trucks. and an ambulance FY 2017118 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Change from fb~uo Summary Actual Aelwl Actiml Adopted Revised Adopted Prior Year 00321 Lease Capital Project Func 7.457 2 956 1 176.607 TONI 7,457 2,956 1,176.607 341 Non-Departmental Adopted Budget - FY 2021/22 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017118 FY 2018/19 FY 20IS120 FY 2020f21 FY 2020121 FY 2021122 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year mergency Operations Center(238).CARES Grants (244.245,247) PERSONNEL SERVICES Salaries, Permanent 426,945 Salaries. Temporary 325292 Salaries. Overtime 1.136.614 540,000 Benefits 214.682 PERSONNEL SERVICES 2103,533 540,000 OPERATING EXPENSES Utilities 916 Equipment and Supplies 400.104 1,535,957 Repairs and Maintenance 57,592 121,239 Conferences and Training 3,114 Professional Services 194,790 412,893 Other Contract Services 3,510 170,000 Payments to Other Governments 5,372,842 660,025 7,612,931 CAPITAL EXPENDITURES Improvements 200 252 E ui meat 4 '27 200 CAPITAL EXPENDITURES 4,337,452 NON-OPERATING EXPENSES Transfers I 173 042 NON-OPERATING EXPENSES 173042 Total 173,042 2,763,558 12,490,383 Significant Changes The Emergency Operations Center(EOC)and CARES Grants Funds within Non-Departmental reflect costs associated with the City's response to the COVID-19 pandemic. Several million dollars in CARES grants were received from the State and County as part of the CARES Act, which were used to provide small business grants to businesses negatively impacted from the pandemic fund increased Public Safety costs and social distancing measures. and to build a temporary Homeless Shelter in partnership wdh the County FY 2017118 FY 2018/19 FY 19/20 FY 2020/21 FY 2020/21 FY 2021122 Change from arosommwwAwv A4fW Actual Actual Adopted Revised Adopted Prior Year 00238 Emergency Operations Ctr 228,581 76 113 00244 CARES Act(CC Small Bus Supp) 12,996 648.000 (648,000) 00245 CARES Act(CC City Allocation) 4 711 3.008.733 (3,008.733) 00247 CARES Act(State of CA) 2,488021 (2.488.021) Total 96,020 6,144,754 1 16,144,754 342 Non-Departmental Adopted Budget - FY 2021122 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2017/18 FY 2018/19 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Change From ExLxanditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Other Funds 11271281 PERSONNEL SERVICES Salaries. Overtime - 1 156 Benefits 173 PERSONNEL SERVICES 3,528 1 OPERATING EXPENSES Repairs and Maintenance 292 Professional Services 2,531 93,469 3.207 5.294 Other Contract Services 11.046 28,954 124 96,048 Rental Expense 13.713 OPERATING EXPENSES 13 077 122,423 17,335 101,342 CAPITAL EXPENDITURES Land Purchase 373 927 Capital. Software 341 174 609.944 240 698 3.14 788 CAPITAL EXPENDITURES 341,174 809,944 240,698 688,716 NON-OPERATING EXPENSES L c,,1.1,1, _ 1.510.000 NON-OPERATING EXPENSES 1,510 000 Total 358.278 733,696 1,768,033 790,056 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) FY 2017118 FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021/22 Changefrom RevenlN Summary Actual Actual Actual Adopted Revised AdoPted Prior Year 00127 Prop Tax in Lieu of Sales Tax 87 293 2- 42_ 00128 Housing Agreement 1.580.000 44 496 Total 1,687,293 71,919 343 Intentionally Left Blank • N IE3 O V 344 CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROGRAM Fiscal Years 2021122 through 2025126 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 I the Fiscal Year 2021122 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 Policy Priorities adopted by the City Council. The Specific Council Project Priority identified in the CIP include Infrastructure and Parks,however projects may also support Organizational Fiscal Stability and Community Engagement. CIP Preparation Process The CIP is prepared with the annual budget process. Proposed projects are submitted to the Public Works Department and staff compiles the documents and prepares the draft program in conjunction with City Administration. The CIP is then presented to the Public Works Commission (PWC)for review. During the year, individual projects are taken to the PWC prior to advertising for bids. The Planning Commission reviews the CIP to ensure conformance with the General Plan. The final CIP is adopted by the City Council with the budget. 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. 345 Special Revenue Funds are 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 �,4 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 projects. 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. 346 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 Stale 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 of new sewer facilities to rehabilitation of existing facilities within the city's service area. The cost may include engineering and construction services for eligible projects Park Acquisition and Development Impact Funds 209 and 228 The Park Acquisition and Development (PAD) Fund and the Park Development Impact Fund are comprised of developer fees to be used for acquisition, v' 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. 347 Measure M2 Fund 213 Measure M2 expenditures are programmed for street and transportation 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 %: 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 ENTERPRISE FUNDS Water 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 348 Sewer Service Fund 511 The Sewer Service Fund was s ;f—- established to maintain, rehabilitate, and replace sewer facilities. Revenue �- is derived from user charges to residents and businesses with connections to the City sewer lines. Capital projects include rebuilding sewer lift stations and lining or replacement of sewer lines, as designated in the 2003 Sewer Master Plan. Facilities are evaluated regularly to determine priorities to repair or replace facilities. The capital project program includes design, engineering, and all aspects of construction management. OTHER FUNDING SOURCES General Fund Capital Proiect Funding The General Fund Capital Improvement Reserve(CIR)is calculated after the final audit for each fiscal year and allocated the following year. Funds in excess of required reserves are distributed to the CIR and the Infrastructure Fund in accordance with City Council adopted financial policies. The use of CIR funds is discretionary as to the type of activity:however, proposed projects qualify as capital improvements. Typical CIR projects are substantial facility improvements and studies. The Infrastructure Fund (Fund 314) is funded by a General Fund transfer and is 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. The following grants will carry over into the FY 2021/22 CIP from FY 2020/21. • State Department of Parks and Recreation Grant is for the rehabiltation of the Bluff Top Path. • Air Quality Management District grant funds are for traffic signal synchronization projects. CIP CATEGORIES Drainane and Storm Water: 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). 349 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 life in Huntington Beach by preserving open space and providing recreational opportunities for residents and visitors. 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. Thirteen stations have been rebuilt since 2000. Streets and Transportation: This category highlights improvements to the City's arterial streets and traffic control systems. �r Projects may include street widening, pavement rehabilitation, and traffic signal installation. Funding sources are primarily Gas Tax, r Measure M, Federal grants, and Traffic Impact Fees. The Pavement f Management Plan, General Plan Circulation Element, and Traffic lidSignal 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. 350 Capital Improvement Program Fiscal Year 2021122 In Fiscal Year 2021122. new improvement programs total approximately$39.3 million. The primary funding sources for capital projects remain restricted revenue funds, Infrastructure Fund, 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 reconstruction of one lift station and the annual sewer lining, replacement, and rehabilitation. Water line replacements, production system 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 seven arterial highway segments consistent with the City's Pavement Management Plan. Gas Tax provides funding for downtown street light work and local street rehabilitation. Other transportation improvements, funded in part by grants, include intersection improvements, and traffic signal modifications. Local neighborhood improvements include installation of ADA ramps where warranted, rehabilitation of residential alleys, and residential street overlays. Park projects include improvements at Central Park Disc Golf Course, LeBard, playground equipment improvements, Edison Park reconfiguration, 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. Detailed information about each of the projects can be found on the following project information sheets. Residents and visitors benefit from the infrastructure improvements by enhancing daily lives. CIP SPENDING BY CATEGORY ■Diainage&Storm Water ■Facilities ■Neighborhood ■Parks& Beaches •Sewer L I* ■Streets&Transportation ■Water Drainage&Storm Water $1,950,000 Facilities 6,836,000 Neighborhood 6.433,283 Parks& Beaches 5.940,440 Sewer 5,050,000 Streets&Transportation 10,392,000 Water 2,725,000 Total $39.326,723 351 City of Huntington Beach Capital Improvement Program New Appropriations Fiscal Year 2021122 F'scat Year Park Funds Gas Tax t RMRA Measure M Sewer Funds Water Funds Infrastructure TIF G•aas r n"r•• 202L22 Prop42 Fund DRAINAGE & STORM WATER Stun,.thaw.Pump Station p,.vements S575 000 $575.000 Storm Dram Pump Station Forebay Improvements 575 000 Half Round Grales 250 000 Fueling Station Canopies 550.000 550.000 TOTAL $1.950,000 f7,126,000 5825.000 Harbour View Clubhouse Improvements $775.000 $775,000 HCP Sports Complex LED Lighting Retrofit 477.000 477.000 Central Library Fountain Restoration L76Z000 620,000 947.000 36, Oak View Community Center Rehabilitation 900.000 900.000 Central Library Restroom ADA Rehabilitation 30.000 30.000 Central Library Exterior Paint 82,000 82.000 City Gym and Pod Interior and Exterior Paint 90.000 90.000 Lifeguard HO Upgrades 320.000 320.000 Jr Lifeguard HO Upgrades 210.000 210.000 fit Cmc Center UST Replacement 75.000 75.000 N Pwr Piling Inspection.Cleaning and Mamtenanr,- 500.0D0 500.000 Replace R22 Air Conditioning Equipment 150 D00 150.000 Hellpad Lot Rehabhtation 500.000 500.000 PD Comm Center Remodel 780,D00 7t•. PD Traffic Office Remodel 180 000 t w TOTAL 1 $6,836,000 $1.395.000 1 1 1 1 1 $4,181,000 1 $1,260,000 HOORHOOD Zone 5 Residential Overlay $4,115,000 $2.865.000 S100000 S150000 $1.000.000 Zone 5 Curb Ramps 718,283 200.000 315.000 Residential Alleys 1,100,000 1.100.000 Glen Mar Arterial Landscape Rehabilitation 500,000 500 000 TOTAL $6.433.283 1 $2,865,000 1 $200,000 $100,000 $150,000 $2,915,000 1 $203.283 New 2021 22 City of Huntington Beach Capital Improvement Program New Appropriations Fiscal Year 2021122 ycal Year Gas Tax/ Infrastructure Grants/Other 102122 Park Funds Prop 42 RMRA Measure M Sewer Funds Water Funds Fund TIF Funds PARKS AND 13EA HE Bluff Top Park Improvements $750,000 $750.000 Edison Park Reconfiguration 300,000 300,000 Glen View Park Playground Improvemer•, 220.000 220.DOD Huntington Central Park Orsc Golf Cours,- 100,000 100,000 Beach Parking Lot Rehabilitation 1 475.000 1.475 D00 LeBard Park Improvements-Ph II 680,000 690.01DO Marina Park Reconfiguration 35.000 35,000 Sun View Park Playground Improvements 22244 44.488 177 952 Carr Park Improvements 1 c 100.000 Schroeder Park Improvements Ph II 7: 735 000 Huntington Central Park Restrooms 31 363.000 Huntington Bluffs Stabilization Project C 400 000 Huntington Lake Ekwated Pathway 2` 250 000 Beach Front Rehab(Naugles) _ 60 000 Oil Production Abandonment 250 250 000 TOTAL $5,9"1440 $2,372,488 $3.390.0001 1 S177.952 w w Sewer Lift Station Reconstruct, $4 000.000 _ Sewer Lining 1.050.000 TOTAL 1 $5.050.000 s5,050,000 City Hall to Utility Yard Fiber Optic Replacement $168 S168 000 Oak View Library and Well 93 Fiber Optic 300 000 300 000 Garfield Avenue Fiber Optic 80.000 80 000 Gothard Street Fiber Optic 80,000 80 000 Bushard Fire Station Fiber Optic 25.000 25 DOD Arterial Rehab ldabon 5.400,000 4,800.000 600 000 Downtown Street Lighting 1,300.000 650.000 650.000 TS Modrficabons-Left Turn Arrows 390,000 390 DOO Traffic Signal Modificabon Man and Delaware 415,000 415.000 Traffic Signal Modification Warner and Ash 450,000 450 D0o TS Synchronrzabon-Bolsa 50,000 50.000 Talbert Channel Bike Path Development 200,000 200 000 Residential Street Name Signs 500.000 500.000 Cdywlde Mobility and CorndOr Improvements 800.000 400.000 400 D00 Police Intersection Camera System Installations 164,000 164 000 Fite Station Signal-Murdy Fire Station 35.000 30 000 5.000 Fire Station Sgnal-Hart Fire Station 35.D00 30 000 5 000 TOTAL f/0,992,000 $660,0001 64.8m.0001 1 1 $168.000 $2,870,0001 $1,690,OOD S214,000 ,,.1.. ,. City of Huntington Beach Capital Improvement Program New Appropriations Fiscal Year 2021122 Fiscal Year Gas Tan Infrastructure GranlsrOther 202122 Park Funds Prop 42 RMRA MeasureM Sewer Fulls Water Funds Fund TIF Funds WA TER Peck Reservoir Security Improvements $2O0 $200 00C Water Main Replacement Pro)ecls 2 460 2 450 OOC Well 10 lmprovemeols 75 DOC TOTAL $2.725 1 $2,725,000 CIPTOTAL 1 $39.326,721 $3,767A88 $3.515.000 $4,800,0001 $200,0001 $5.150.000 $3,043,000 $14,481,000 $1,690,000 $2,680,235 W New 2021-22 City of Huntington Beach Capital Improvement Program Continuing Appropriations Fiscal Year 2021122 Fiscal Year Gas Tax/ Infrastructure GrantniOther 2021122 Park Fulls Prop 42 RMRA MeasureM Serer Futon Water Furxls TIF Fund Funds fACIUTIE Central t iWary Fountain Restoration $4229751 $422.975 TOTAL I 5422.975 $422.979 P K AND BEACHES Rlu op ark Improvements $2.773,0001 31.700.000 $1,473.000 TOTAL 1 $2.773,0001 $1,300,0001 $1,473.000 STREETS& TRANSPORTATION Traffic Signal Synchronization-Edinger Avenue 595 000 $95 000 Traffic Signal Synchronization- Talbert Avenue 4 iii 1.000 Traffic Signal Synchronization-Warner Avenue 80 60,000 TOTAL $179,000 $179,000 TOTAL CONTINUING 1 $3,374,975 $1.722,975 1 1 1 1 1 1 1 $1.652.000 s Capital Improvement Program FY 2021/22 New Appropriations by Funding Source $39,326,723 RMRA Park Funds 12`% 9% Gas Tax/Prop 42 9% Water Funds Grants/Other 8% 7% Measure M 1% TIF 4% Infrastructure Fund Sewer Funds 37% 13% City of Huntington Beach Capital Improvement Program FY 2021122 through 2025126 By Fiscal Year Ftt M Year FW.W Year I Fiscal Year Fiscal Year Fiscal Year Total 5 Year CIP 2021122 2022123 2027124 2024/25 202508 DIRAWADE 4$TOM WATER Storm Dram Pump Station Building Improvements S575.000 $250.000 Sr* $250.000 S250.000 $1.575.000 Storm Drain Pump Station Forebay Improvements 575.0D0 250.000 250.000 250.000 1,575,000 KIN Rounb Grata 250.000 250,000 250.IX10 250.000 1250,000 Fueling Sl~Canopies 550.D00 330,000 aa0.000 TOTAL SI.M.0001 61,060,0001 $750.ODDI $780.0001 ST60,0NI SGA0,000 FACILITIES He t . " ..I ubhouse Improvements $775.000 $775.000 HCP boron,Complex LED Lghting Retrofit 477,000 482.D00 429.000 331.000 276.000 1,995.000 Central Library Fountain Restoration 1.767,000 1,767.000 Oak View Community Center Rehabilitation 900,000 4.125.)DO 4.125.000 9.150.000 Central Library Restroom ADA Rehabilitation 30.0D0 260 000 290 0(' Central Library Exterior Paint 82.0D0 52 0 City Gym and Pod Intenor and Enenor Paint 90.000 Do( Lifeguard HO Upgrades 320.000 320 C. w Jr Lifeguard HO Upgrades 210.000 2100, U Civic Center UST Replacement 75.000 900.000 9750 r Pier Piling Inspection Cleanup and Maintenance 500,000 250.000 250,000 250 000 250.000 1,500 0: Replace R22 Air Conditioning Equipment 150.000 150.000 150.000 150.000 150.000 750 C. Helipad Lot Rehabilitation 500.000 500(, PO Comm Carter Remodel 780.000 7800, PD Trafic Office Remodel 180 000 ISO 0. TOTAL S6 836.0001 $6,167,000 114.95,11,0NI S7311.0001 $676,0001 $19.364,000 NEIGHBORHOOD Zone 5 Residential Overlay '.a 115 000 $3 565 000 $3 065.000 $2.565.000 $2.D65.000 $15.375.000 Zone 5 Curti Ramps 718 283 665.000 665,000 665.000 665 000 3.378.283 Residential Alleys 1 100 000 600.000 600.000 600.000 600.000 3,500.000 Glen Mar Arterial Landscape Rehabihtanor 5(M 000 500 D00 TOTAL $6.433.283 $4,830,000 ".330,0001 $3,830.0001 $3.330.000 $22.753.283. L, , ,n City of Huntington Beach Capital Improvement Program FY 2021122 through 2025/26 8y Fiscal Year Rscal Year Flecal Year FWW Year I Fiscal Y,aj Total 5 Year CIP 202122 2022/23 2024r25 202526 P Bluff Top Park Improvements $750 000 $750.000 Edison Park Reconfiguration 300.000 300.DD0 Glen V,ew Park Playground Improvernts 220,000 220,000 Huntington Central Park Disc Golf Course 100,000 100,000 Beach Parking Lot Rehabilitation 1,475,D00 1.475,000 LeBard Park Improvements-Ph It 680,000 550.000 Manna Park Reconfiguration 35.DD0 35.0D0 Sun View Park Playground Improvements 222,440 222.440 Can Park Improvements 100,DOD 2.945.D00 3.045.000 Schroeder Park Improvements Ph II 735,000 735,000 Huntington Central Park Restrooms 363.DD0 _ 353.000 Huntington Bluffs Stabblirahm Protect 400,D00 1,DD0,000 1,400,0D0 Huntington Lake Elevated Pathway 250.D00 250.000 Beach Front Rehab(Naugles) 50,DDD 60.000 0,1 Production Abandonment 250,000 250.OD0 TOTAL $5,8,018A0 $3."111,11110,1111 $9.885,440 w N m Sewer Lra Statwn Reconstruction S4.000 000 54.000 000 $4 000,000 $4.D00 000 $4 000.000 $20 000 000 Sewer Lining 1,050.D00 1 050 DDO 1 050,000 1.050.000 1.050.ow 5.2500D0 TOTAL $6.050,0001 $5,060,0001 S5,060,gool $5,050,0001 65,050,000 $26,250,000 5 yr CIP by year City of Huntington Beach Capital Improvement Program FY 2021/22 through 2025126 By Fiscal Year hscal Year Fiscal Year Fiscal Year I Frscal Year F,scal Year Total 5 Year CIP 2021(22 2022f23 202324 202425 2025126 STREETS d TRANSPORTA N City Hall to Utility Yard Fiber Optic Replacement $168 000 5168 000 Oak View Library and Well 03 Fiber Optic 300.000 300.000 Garfield Avenue Fiber Optic 80,000 565.000 645.000 Gothard Street Fiber Optic 80.000 651.000 731 Or Bushard Fire Station Fiber Optic 25,000 185.000 210,� Arterial Rehabilitation 5400.000 5600.000 5,600,000 5.600000 5.600.000 27 800 Downtown Street Lighting 1300.000 650.000 650,000 650.000 600.000 3.850 TS Modifications-Left Turn Arrows 390 000 390 l Traffic Signal Modificabon Main and Delaware 415000 415,. Traffic Signal Modification Warner and Ash 450000 4501 TS Synchronization Bolsa 50 D00 50(, Talbert Channel Fire Path Development 200 000 780.000 980 0' Residential Street Name Signs 500000 500 h Cttyys+de Mobility and Corridor Improvements 800000 800[' Police Intersection Camera System Installations 164,000 164 G Fire Station Signal.Murdy Fire Station 35,000 265.000 300 w Fire Station Signal Heil Fire Station 35.000 265 000 1", ( TOTAL $10,392,000 $8,961,000 $6,250,000 $6.250,000 $6,200,000 538,053,000 Lh WA TER Peck Reservo,r Security Improvements S200 000 $200 000 Water Main Replacement Projects :450 000 250 000 1 250 000 7 450 DOO Well 10 improvements 75 000 75 000 TOTAL $2,725,0001 $1,250,000 $1,250,000 $1.250.000 $1,250.000 $7,725,000 TOTAL 1 $39,326.723 $31.283,000 $22.584,000 517,861,000 $17,256.000 $128,310,723 y, LIP by yoai PROJECT TITLE Storm Drain Pump Station PROJECT DESCRIPTION General building rehabilitation including roof and fascia replacement. minor Building Improvement structural and other associated building maintenance improvements PROJECT NEED: The City's 15 storm drain pump station buildings are over 50 years old and are in FUNDING DEPARTMENT: need of rehabilitation, due to age and the marine environment, to protect the Public Works equipment inside DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Chris Cassotta COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24)25 FY 25r26 Design Complete FY 2021122 Design/Environmental Constriction Complete FY 2025/26 Construction S 500.000 S 250.000 S !`in 000 S 250 000 S 250.000 Project Management S 75.000 Supplementals RNV o PROJECT LOCATION Other TOTAL 575,000 250,000 $ 250.000 250,000 $ 250,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY M26 i Inlr Fund(314) S 575.000 S 250 000 S 250 000 S 250,000 S 250.000 ! s TOTAL T 5 55,000 T 2 00,000 $ 2 00,000 T 2 00,000 T 2 00.000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1.575,000 Additional annual cost: s0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Drainage COMMENTS ON GRANTS I OTHER FUNDS: Drainage Pump Station Building Imp. CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE Storm Drain Pump Station PROJECT DESCRIPTION: Replace deteriorated trash racks and sump pumps as well as debris removal in Forebay Improvement the pump station forebays. PROJECT NEED: The City's 15 storm drain pump stations are over 50 years old and are in need of FUNDING DEPARTMENT: rehabilitation, due to age and the marine environment, in order to maintain Public Works operational effectiveness. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Chris Cassotta COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22n3 FY 23/24 FY 24u25 FY 25126 Poslgn Complete: FY 2021]26�6 Design/Environmental ostruction Complete: FY 2025 Construction S 500.000 $ 250,000 S 250,000 S 250 000 S 250 000 Project Management S 75.000 Supplementals R/W PROJECT LOCATION Other TOTAL 575,000 250,000 S 250,000 250,000 250,000 FUNDING SOURCES FY 21122 FY 22/23 FY 23124 FY 24125 FY 25126 1 Drainage Fund(211) $ 575,000 S 250,000 S 250,000 $ 250,000 S 250 000 _t TOTAL S 575,000 250.000 250,000 250,000 250.000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: S 1,575,000 Additional annual cost $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Drainage COMMENTS ON GRANTS/OTHER FUNDS: Drainage Pump Station Forebay Imp. PROJECT TITLE. Half Round Grates PROJECT DESCRIPTION Installation of grates in the openings in the half rounds at various locations throughout the City PROJECT NEED: There are 384 locations throughtout the City that need grates to capture trash FUNDING DEPARTMENT: before entering the drain 25 have been completed to dale. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: NIA Chris Cassotta COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22/23 FY 23124 FY 21125 FY 25/26 Design Cornp7ete FY 2021 22 Design/Environmenfal Construction Cornpfete FY 2025 20 Construction 5 250.000 $ 250.000 $ 2511 O(P) $ 250.000 S 250.000 Project Management Supplementals w R/W °ram' PROJECT LOCATION Other TOTAL 250,000 11 250,000 5 250,000 S 250,000 S 250,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 2u25 FY 25126 Drainage Fund(211) $ 250 000 S 250.000 S 250 ()00 S 250.000 $ 250,000 r J TOTAL S 250,000 2 00,000 E 250.000 2 00.000 T 2 00.000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,250,000 Additional annual cost: 50 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Drainage COMMENTS ON GRANTS I OTHER FUNDS: Drainage Half Round Grates CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Now) PROJECT TITLE Fueling Station Canopies PROJECT DESCRIPTION. This is a multi year protect to install three(3) new caponies and replace five (5) old canopies. PROJECT NEED: The City has eight(8)fueling islands-three(3)have no canopies and five (5) FUNDING DEPARTMENT: have outdated canopies. Canopies are necessary to comply with NPDES Public Works requirements. DEPT, PROJECT MGR: SOURCE DOCUMENT: N/A Denny Bacon COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 2124 FY 24,25 FY M26 Design Complete FY 2021122 Design/Environmental Construction Complete. FY 2022123 Construction $ 500,000 S 300.000 Project Management S 50,000 S 30.000 Supplementals _ R/W PROJECT LOCATION Other TOTAL 550,000 330.000 FUNDING SOURCES FY 21122 FY 22/23 FY 23,24 FY 24,25 FY 25126 j In1r Fund(314) $ 550,000 T 330,000 TOTAL T 5 00.000 T 3 00,000 --- ! MAINTENANCE COST IMPACT: ITOTAL PROJECT COST: S 880,000 Additional annual cost. $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Drainage COMMENTS ON GRANTS/OTHER FUNDS: Drainage Fuel Canopies CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Harbour View Clubhouse PROJECT DESCRIPTION. This is the 2nd year of a two-year project involving the design and construction of Improvements improvements to the facility to address ADA conformance. as well as aging equipment and materials throughout the building. Exterior improvements will improve access and public use around the building. 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, Feb 2016 Farhad Bolourchi COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure Alrprnved Re nested SCHEDULE: PROJECT COSTS Prior FY 21122 FY 22i23 FY 23.24 FY 24,25 Design Complete FY 202021 Design7Environrnental S 57.500 Construction Complete FY 2021 22 Construction S 675.000 Project Management S 100.000 Supplementals w R1W PROJECT LOCATION Other •1e„ TOTAL 57,500 S 775,000 HrJ Ave d -_- FUNDING SOURCES Prior FY 21122 FY 22123 FY 23124 FY 24125 Park Dev. Impact(228) S 57 500 S 775 000 Harbour View Harbour View i4arbour View gc�c*cy TOTAL 77,500 $ 775,000 f;lubhouee b Sea IW"Ir I� 5 [ny INTENANCE COST IMPACT: TOTAL PROJECT COST: $ 832,500 Stowawey� , ditional annual cost: $0 unanticipated maintenance cost will be included in PROJECT TYPE: New & Rehabilitation anntoot Gr 4' blic Works Operating Budget n i u CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Facanurs Harbour View Clubhouse Imp CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION New PROJECT TITLE- HCP Sports Complex LED PROJECT DESCRIPTION- Year 1 of a five-year plan to replace existing lighting at HCP Sports Complex Lighting Retrofit with new LED fixtures as follows. Year 1 to include Fields 1 and 2, Year 2 to Include Fields 3 and 4, Year 3 to include Fields 5 and 7, Year 4 to Include Fields 6 and 8. Year 5 includes the batting cage area and artificial turf fields. PROJECT NEED: Existing ballasts are rusting due to the marine environment LED lighting will FUNDING DEPARTMENT: reduce energy and maintenance costs. as well as reduce spill light and glare Public Works Warranty program includes materials and onsite labor over a 25-year period DEPT. PROJECT MGR: SOURCE DOCUMENT: Vendor estimate. Fartlad 6olourchi COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23Y24 FY 24125 FY 25126 Oesgn Complete NA Design/Environmental C orrstrucfion Complete FY 1021 26 Construction S 477.000 S 482.000 S 429 000 S 331 000 S 276.000 Project Management Supplementals w R/W PROJECT LOCATION Other TOTAL 124 ' `... FUNDING SOURCES FY 21 z 000 FviB 21000 S FY 239 OOO $ FY 24125000 FY TS6,O OO _- In Fund(314) $ 477,000 S 482.000 S 429,000 S 331.000 S 276 000 11{ TOTAL S 477,WO0 482,000 S 429.000 331.000 276,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 1,995,000 Additional annual cost $0 Any unanticipated maintenance cost will be included in PROJECT TYPE: New & Rehabilitation MOIER IDUigN j Public Works Operating Budget CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: F ecilities Sports Complex LED Lighting CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Central Library Fountain PROJECT DESCRIPTION FY 20121 included funding for design development services for restoration of the Restoration Central Library fountains. Based on that work, rehabilitation costs for the fountains located on the northwest and southeast exterior are spread over a two- year period, with the northwest fountains budgeted for FY 21/22. PROJECT NEED: Fountains are over 40 years old and inoperable in their current stale. A complete FUNDING DEPARTMENT: renovation is required for both fountains. Community Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Updated cost estimated provided by Integrated Consulting Group(ICG) Farhad Bolourci COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure ll >IrrnccJ Re'gUc's!r'd SCHEDULE: PROJECT COSTS Prior FY 2V22 FY 2243 FY 23/14 FY 24r25 Design Complete FY 2020 21 Design/Environmental S 30.000 Consfnlchon Complete FY 202223 Construction S 500.000 S 1.667,000 Project Management $ 30 000 S 100.000 Supplementals w RIW PROJECT LOCATION Other TOTAL 560,000 1,7 77,000 FUNDING SOURCES Prior FY 21122 FY 22123 FY 23124 FY 24125 Park Dev. Impact(228) S 560,000 $ 620 000 Infr Fund(314) $ 847 000 Library Impact Fee (229) S 300.000 TOTAL T 5 00.000 T 1.7 77,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 2,327,000 Additional annual cost: SO Additional ongoing maintenance budget is requred PROJECT TYPE: Rehabilitation to maintain fountains CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: i Central Library Fountain CITY OF HUNTINGTON BEACH Or- CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE Oak View Communil PROJECT DESCRIPTION The complete protect includes design and rehabilitation of the existing Oak View Center Rehabilitation Community Center, including the Oak View Family Resource Center and Gym. as well as expansion of the Oak View Branch Library Phasing of construction is proposed to limit programming impacts PROJECT NEED: Expansion and rehabilitation of the facility is necessary in order to better serve FUNDING DEPARTMENT: the Oak View community Community Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Development Impact Fee Calculation and Nexus Report, April 27, 2012 Farhad Bolourchi COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22n3 FY 23124 FY 24n5 FY 25n6 Design Complete: FY 2021122 Design/Environmental S 900.000 Constriction Complete FY 2023124 Construction $ 4,125.000 S 4 125 000 Project Management Supplementals w R/W v PROJECT LOCATION Other TOTAL $ 900,000 4,125,000 4,125,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 ln)r Fund(314) $ 900.000 S 4.125 000 $ 4.125.000 TOTAL T 9 00,000 47125,000 T 4,1 55,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 9,150,000 Additional annual cost S0 None PROJECT TYPE: New 8 Rehabilitation CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Alternative funding sources with local community partners will be pursued as plans develop ar ditii's Oak View Com Ctr PROJECT TITLE Central Library Restroom PROJECT DESCRIPTION Rehabilitate the lower level restroom at the Central Library to bring it into ADA Rehabilitation compliance with the American's with Disabilities Act (ADA). PROJECT NEED: The existing restroom was built in 1975 and is not in compliance with the ADA FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach Facilities ADA Transition Plan Chris Tanio COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22i23 FY 23/24 FY 24125 FY 25126 Design Complete: FY 2021122 Design/Environmental S i0.000 Construction Complete FY 2022123 Construction S 260.000 Project Management Supplementals w R/W PROJECT LOCATION Other TOTAL $ 30,000 260,000 +.rrs 1 ' FUNDING SOURCES FY 21/22 FY 22/27 FY 23124 FY 24)25 FY 25126 ln/r Fund(310) S 30,000 S 260,000 TOTAL 30,000 $ 260,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 290,000 fAdditional annual cost. So 1Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: F aalihes Central Library Restroom CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION New PROJECT TITLE Central Library Exteno PROJECT DESCRIPTION Repaint Central Library exterior surfaces Pain 11 PROJECT NEED: Exteriors have not been painted since 1995.which is well past recommended FUNDING DEPARTMENT: paint lifecycle. Repainting is necessary to preserve the building exterior and Public Works improve appearance. DEPT. PROJECT MGR: SOURCE DOCUMENT: 15/16 Facilities Condition Assessment, Facilities Deferred Maintenance Plan. Denny Bacon Unfunded Facilities CIP Needs Assessment COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21,22 FY 22f23 FY 23124 FY 2412s FY 25,26 Design Complete NSA Design/Environmental Construction Complete FY 2021,22 Construction S 82 000 Project Management Supplementals R/W PROJECT LOCATION Other TOTAL 82,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25n6 Intr Fund(310) S 82,000 i TOTAL T 82,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: S 82,000 tAdditional annual cost I Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Facilities Central Library Exterior Paint PROJECT TITLE City Gym and Pool Inteno PROJECT DESCRIPTION Repaint interior and exterior of City Gym and Pool and Exterior Paint PROJECT NEED: Facility was Iasi painted in 1992 and is well past the recommended paint FUNDING DEPARTMENT: IHecycle. Exterior paint is beginning to peel and interior paint is in poor condition Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 15/16 Facilities Condition Assessment, Facilities Deferred Maintenance Plan. Denny Bacon Unfunded Facilities CIP Needs Assessment COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23,24 FY 241,25 FY 25126 Design Complete NSA Design/Environmental Construction Complete FY 202122 Construction S 90 000 Project Management Supplementals R/W vo PROJECT LOCATION Other TOTAL 11 90.000 FUNDING SOURCES FY 21/22 FY 22123 FY 23124 FY 24125 FY 25126 lnfr Fund(314) S 90 000 TOTAL T 9-0,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 90,000 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: Faahbes City Gym and Pool Paint CITY OF HUNTINGTON 13EACH CAPITAL IMPROVEMENT PROJECT INFORMATION(NOW) PROJECT TITLE Lifeguard HO Upgrades PROJECT DESCRIPTION Replace. repair and/or restore building exterior components and finishes as necessary including railings, roof drains,downspouts, stucco, paint, and roof PROJECT NEED: Rehabilitation is necessary to restore facility due to deterioration from FUNDING DEPARTMENT: environmental conditions. age, and use. The anchoring system for the exterior Public Works railing is failing and creating a safety DEPT. PROJECT MGR: SOURCE DOCUMENT: 15i16 Facilities Condition Assessment, Facilities Deferred Maintenance Plan. Denny Bacnn Unfunded Facilities CIP Needs Assessment COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Deslyn Complete NA Design/Environmental Construction Complete. FY 2021,22 Construction 5 320.000 Project Management Supplementals _ R/W PROJECT LOCATION Other TOTAL 320,000 FUNDING SOURCES FY 21122 FY 22,23 FY 23124 FY 24125 FY 25126 Infr Fund(314) 320,000 a' TOTAL T 3 00,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 320,000 ddmona/annual cosi I Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: Facilities LG HO Upgrades PROJECT TITLE Jr Lifeguard HQ Upgrades PROJECT DESCRIPTION Replace, repair andlor restore building exterior components and finishes as 11 necessary including railings. roof drains, downspouts. stucco. paint. and roof PROJECT NEED: Rehabilitation is necessary to restore facility due to deterioration from FUNDING DEPARTMENT: environmental conditions, age, and use. The anchoring system for the exterior Public Works railing is failing and creating a safety issue DEPT. PROJECT MGR: SOURCE DOCUMENT: 15/16 Facilities Condition Assessment. Facilities Deferred Maintenance Plan, Denny Bacon Unfunded Facilities CIP Needs Assessment COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23,24 FY 24/25 FY 25126 Design Complete MA Design/Environmental Constnictron Complete FY 2021/22 Construction S 210.000 Project Management Supplementals w R/W PROJECT LOCATION Other TOTAL 210,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25/26 Infr Fund(314) $ 210.000 TOTAL T 210.000 � . MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: E 210,000 Additional annual cost S0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Facd,tws Jr LG Upgrades CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE. Civic Center US PROJECT DESCRIPTION Remove fuel underground storage tank (UST) and replace with new double wall Replacement tank and new underground piping and electronics for lank management Upgrade obsolete dispensers Upgrade canopy for vehicle clearance and protection from the elements PROJECT NEED: AOMD and California Water Resources Board compliance necessitates the FUNDING DEPARTMENT: replacement of existing aging, obsolete fuel infrastructure serving the Police PUBIC Works Department at the Civic Center DEPT, PROJECT MGR: SOURCE DOCUMENT: NA Denny bacon COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete FY 2021 22 Design/Environmental S 75.000 Construction Complete FY 2022 23 Construction $ 900 000 Project Management Supplementals w R/W PROJECT LOCATION Other TOTAL 75,000 $ 900,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Infr Fund(314) $ 75,000 $ 900 000 Yo A» TOTAL T 75.000 $ 900.000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 975,000 u.�A» Additional annual cost s0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Fauhlira CC UST Replacement PROJECT TITLE Pier Piling Inspection, PROJECT DESCRIPTION Provide underwater visual and video inspection of the Pier's concrete pilings. Cleaning and Maintenance clean marine growth, repair cracks or spalling: and document any anomalies found to the concrete pilings. PROJECT NEED: This is specialized major maintenance that is required periodically in order to FUNDING DEPARTMENT: preserve and extend the life of the pier structure. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: NA Denny Bacon COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete: WA DesigntEnvironmental Construction Complete FY 2025/26 Construction S 500.000 S 250 000 S 250 000 S 250.000 5 250.000 Project Management Supplementals R/W a PROJECT LOCATION Other TOTAL 500,000 S 250.000 250,000 250,000 S 250.000 4 FUNDING SOURCES FY 2V22 FY 22123 FY 23124 FY 20125 FY 25i26 Oy, f`t Infr Fund(314) S 500 000 S 250.000 S 250.000 S 250.000 $ 250 000 c�Y TOTAL S 5 00,000 T 2 00.000 S 250,000 S 250.000 S 250,000 MAINTENANCE COST IMPACT: ITOTAL PROJECT COST: S 1,500,000 Additional annual cost SO Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Facilities Pier Piling CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION New PROJECT TITLE Replace R22 X PROJECT DESCRIPTION Over the next five years. replace all existing Au Conditioning equipment Conditioning Equipment containing R22 refrigerant PROJECT NEED: Federal regulation prohibits the manufacture and import of R22 refrigerant FUNDING DEPARTMENT: effective 1/1/2020 Equipment containing R22 is now obsolete, and retrofit to a Public Works new refrigerant is not cost effective. R22 is increasingly scarce and expensive. DEPT. PROJECT MGR: SOURCE DOCUMENT: EPA gov Phase-out of Ozone Depleting Substances Denny Bacon COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete NA Design/Environmental Construction Complete: FY 2025-26 Construction S 150.000 S 150.000 150.000 S 150-000 $ 150 000 Project Management Supplementals w RIW PROJECT LOCATION Other TOTAL 1150,000 150,000 E 150,000 5 150,000 150.000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 ' •'�"" Intr Fund(314) S 150.000 S 150,000 $ 150 000 S 150,000 $ 150 000 1 4 TOTAL T 1 00,000 1 1 00,000 T 1 00,000 T 1 00.000 T 1 00,000 i MAINTENANCE COST IMPACT: TOTAL PROJECT COST: S 750,000 dddlonal annual cost SO Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: I .0 dars R22 Replacement C CA PIT L; PROJECT TITLE Helipad Lot Rehabilitation PROJECT DESCRIPTION Remove and replace the asphalt landing pad at the Police Heliport with concrete. PROJECT NEED: The current hehpad is asphalt and quickly comes into disrepair. As the asphalt FUNDING DEPARTMENT: degrades. small rocks are kicked up by the turbulent air coming off the rotors Police This allows the rocks to become a hazard DEPT. PROJECT MGR: SOURCE DOCUMENT: NIA Jon Haught COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25n6 Design Complete: FY 2021122 Design/Environmental $ 10.000 Construction Complete FY 2021'22 Construction $ 480.000 Project Management Supplementals $ in 000 R/W T PROJECT LOCATION Other TOTAL 500.000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Infr Fund(314) $ 500,000 a.+. TOTAL 5 00,000 ,I MAINTENANCE COST IMPACT: TOTAL PROJECT COST: E 500,000 Additional annual cost $0 y�MAny unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Police Operating Budget •• CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Facilities Hehpad CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE PD Comm Center Remodel PROJECT DESCRIPTION Renovate and refurbish the current Watch Commanders area to facilitate a move of the Communications Bureau to increase the space for the dispatch center to accommodate 21 st century policing. Move the Watch Commander's office to another area within the interior of the Police Department. This includes electrical and HVAC. PROJECT NEED: The Police Department building, completed in 1974, needs infrastructure FUNDING DEPARTMENT: upgrades due to age. The dispatch center is too small to accommodate the Ponce current number of employees. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A 11 Svendsbo COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 2sn6 Design Complete. FY 2021/22 Design/Environmental $ 65.000 construction Complete FY 2021/22 Construction S 650.000 Project Management S 65.000 Supplementals w R/W PROJECT LOCATION Other 11 TOTAL S 700,000 FUNDING SOURCES FY 21122 FY 22/23 FY 23124 FY 24125 FY 25126 Police Fac. Dev. Impact(227) S 780.000 Yorxro.o AYe TOTAL T 7 00,000 - I mlw MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 780,000 Additional annual cost. 50 Il, yAny unanticipated maintenance cost will be PROJECT TYPE: New Y included in Police Operating Budget IRK.a n e CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: dn •s PD Comm Center Remodel CITY PROJECT TITLE PD Traffic Office Remodel PROJECT DESCRIPTION Renovate and refurbish the Traffic Bureau interior of the Police Department This includes electrical and HVAC. Complete redesign of interior walls and workspace to accommodate 21st century policing. PROJECT NEED: The Police Department building, completed in 1974, needs infrastructure FUNDING DEPARTMENT: upgrades due to age. The traffic department consists of old modular walls that Police are not configured to accommodate the current employee and workflow DEPT. PROJECT MGR: SOURCE DOCUMENT: Lt Svendsbo COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22M FY 23124 FY 24/25 FY 25126 Design Complete: FY 2021/22 Design/Environmental S 15.000 Construction Comp/efe FY 2021/22 Construction S 150.000 Project Management 5 15 000 Supplementais w R/W m" PROJECT LOCATION Other TOTAL S 180,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Police Fac. Dev. Impact(227) S 180.000 TOTAL S 180,000 ITS MAINTENANCE COST IMPACT: TOTAL PROJECT COST: S 180,000 �• C i� y Additional annual cost SO j Any unanticipated maintenance cost will be PROJECT TYPE: New ■' included in Police Operating Budget 01wa AV° CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: Faahhes PD Traffic Office Remodel CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION PROJECT TITLE Zone 5 Residential Overia PROJECT DESCRIPTION Rehabilitation of residential streets with asphalt overlay within Maintenance Zone 5 PROJECT NEED: Extend the useful life and improve the appearance and function of residential FUNDING DEPARTMENT: streets. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2020 Pavement Management Plan Chris Tanio COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21r22 FY 22123 FY 23124 FY 2u25 FY 25126 Design Complete FY 2021 r22 Design/Environmental Crmstructron Complete FY 2025.26 Construction S 4,050.000 S 3,500,000 S 3.000.000 $ 2.5D0.000 S 2000000 Project Management S 65.000 $ 65,000 S 65 000 S 65.000 S 65,000 Supplementals w R/W cVc PROJECT LOCATION Other 11 TOTAL $ 4,115,000 3,565,000 $ 3,065,000 $ 2,565,000 2,0 55,000 FUNDING SOURCES FY 21/22 FY 22123 FY 23124 FY 2U25 FY 25126 dy„ as Tax ( ) 2,865.00 3.3 55,000 0 2, 1 965.000 Sewer Service Fund(511) $ 100.000 $ 100,000 $ 100,000 $ 100,000 $ 50 000 4 Water Fund(506) S 150.000 $ 150.000 S 100,000 $ 100.000 $ 50.000 I In/r Fund(314) $ 1.000.000 i ' TOTAL 4,115,000 3,565,000 3,065,000 2,565,D00T 2.065,000 5 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 15,375,000 Additional annual cost. $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Neighborhood COMMENTS ON GRANTS I OTHER FUNDS: 11 Neighborhood Residential Overlay PROJECT TITLE. Zone 5 Curb Ramp PROJECT DESCRIPTION Installation of curb access ramps in conjunction with maintenance improvements within Maintenance Zone 5 PROJECT NEED: Curb access ramps are required when adjacent streets are altered or FUNDING DEPARTMENT: rehabilitated. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2020 Pavement Management Plan Chris Tanlo COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 2u25 FY 25126 Design Complete: FY 2021122 Design/Environmental Construction Complete FY 2025126 Construction S 652 516 $ 600 000 $ 600 UUO S 600,000 S 600,000 Project Management S fi5.000 S fir) 000 S 65 000 S 65.000 S 65.000 Supplementals w R/W o PROJECT LOCATION Other TOTAL $ 717,516 $ 665,000 665,000 665,000 665,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Measure M(213) S 200.000 S 300,000 S 300.000 S 300,000 $ 300.000 lnfr Fund(314) S 315.000 $ 65,000 S 65.000 S 65,000 S 65.000 e 1 CDBG (239) S 203.283 S 300,000 S 300.000 S 300.000 $ 300 000 TOTAL 718,283 $ 665,000 $ 665,000T 665,000 T 665,000 y MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3.378.283 �\ A ddRlonal annual cost. $0 Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget. CATEGORY: Neighborhood COMMENTS ON GRANTS I OTHER FUNDS: Neighborhood Residential Curb Ramps CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE. Residential Alley PROJECT DESCRIPTION Program to rehabilitate the Cdy'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 Chris Tanu1 COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 2v22 FY 22f23 FY 23124 FY 24)25 FY 25 26 Design Complete FY 2021122 Design/Environmental Construction Complete FY 2025;26 Construction $ 1.000.000 $ 500.000 S 500,000 S 500.000 $ 500.000 Project Management S 100,000 S 100,000 S 100,000 S 100,000 S 100.000 Supplementals w R/W o' PROJECT LOCATION Other TOTAL 1,100,000 600,000 6 00,000 1 T 6 00.000 $ 600,000 FUNDING SOURCES FY 21/22 FY 22123 FY 23124 FY 24125 FY 25,26 lntr Fund(314) S 1.100 000 S 600.000 S 600 000 S 600,000 S 500 iWo � f TOTAL T 1,100,000 T 600,000 T 600,000 -S7 600,000 T 600,000 \` —+ MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3,500,000 Additional annual cost SO Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget. CATEGORY: Neighborhood COMMENTS ON GRANTS I OTHER FUNDS: N(�(Ihoomood Residential Alleys CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Glen Mar Arterial PROJECT DESCRIPTION Continuing a project started in FY 19120 to refurbish frontage road perimeter Landscape Rehabilitation landscape of RD 435, the Glen Mar tract, including fencing, irrigation, and landscape improvements. PROJECT NEED: Improve the appearance of the perimeter landscaping which is worn, damaged. FUNDING DEPARTMENT: and dated Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: NA Denny Bacon COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure Aj,pt, ,,,f Re nested SCHEDULE: PROJECT COSTS Prior FY 21122 FY 22,23 FY 23,24 FY 24;25 Design Complete FY 2021 22 Design/Environmental $ 80.000 Coosfniction Complete FY 202223 Construction $ 50 000 $ 420.000 Project Management Supplementals w RIW PROJECT LOCATION Other TOTAL 50,000 500,000 i -" FUNDING SOURCES Pnor FY 21122 FY 22123 FY 23124 FY 24125 Infr Fund(314) $ 50000 $ 500,000 ^� TOTAL T 50,000 T 500,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 550.000 Additional annual cost: $6,000 Project includes installation of new infrastructure PROJECT TYPE: Rehabilitation that will require maintenance. CATEGORY: Neighborhood COMMENTS ON GRANTS I OTHER FUNDS: 11 Neighborhood Glen Mar Tract CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Bluff Top Park PROJECT DESCRIPTION The full project includes renovations to the Bluff Top Park area, including the Improvement replacement of the guardrail and pathway widening (Stale funded), as well as replacement of access ramp and stair way railing, turf mitigation and enhanced landscaping at public access nodes 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 safely In the area. DEPT. PROJECT MGR: SOURCE DOCUMENT: Master Facilities Plan for the City of Huntington Beach, Oct. 2011 Parks & Farhad Bolourchl Recreation Master Plan, Feb. 2016 COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure Approved Requested SCHEDULE: PROJECT COSTS Prior FY 21122 FY 22/23 FY 23r24 FY 24125 Design Complete FY 202021 Design/Environmental $ 224,600 Constriction Complete FY 2021 22 Construction S 2.724.400 $ 650 000 Project Management S 100.000 Supplementals w R/W w PROJECT LOCATION Other TOTAL 11T 2,949,000 750,000 FUNDING SOURCES Prior FY 21122 FV 22123 FY 23,24 FY 24125 --- Park Dev. Impact(228) S 1 300.000 S 750.000 Bluff top Grant(1256) S 1.6411.000 V�rM TOTAL T 2,9 99.000 T 7 00,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 3,699, 000 Additional annual cost So Any unanticipated maintenance cost will be included in PROJECT TYPE: New & Rehabilitation Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks& Beaches Bluff Top Park Improvements PROJECT TITLE. Edison Park PROJECT DESCRIPTION. The full project includes the reconfiguration of Edison Park to include relocation Reconfiguration of existing tennis courts. repurposing of group picnic area, tot lot playground improvements, walkways, parking lot, turf and irrigation improvements FY 21122 includes funding for design services only. PROJECT NEED: Improvements are needed to address land settlement issues compromising the FUNDING DEPARTMENT: existing tennis courts. Repurposing of other park areas and amenities are Community Services needed to meet current public recreational needs. DEPT. PROJECT MGR: SOURCE DOCUMENT: Parks& Recreation Master Plan, Feb. 2016 Farhad Bolourchi COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22.23 FY 23,24 FY 24,25 FY 25r26 Destgn Complete FY 2021'22 Design/Environmental S 300.000 Constnictton Complete FY 2022,23 Construction Project Management Supplementals w R/W A PROJECT LOCATION Other jj TOTAL 300.000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 s S ,� rd Park Dev. Impact(228) S 300 000 i 6i {■ +� S town M rn V; [ •. ....... �. .f TOTAL 3 00.000 !S s s MAINTENANCE COST IMPACT: TOTAL PROJECT COST: E 300.000 - Additional annual cost $0 Any unanticipated maintenance cost will be incluoed �n PROJECT TYPE: New & Rehabilitation Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks & Beaches Edison Park Reconfiguration CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE Glen View Park Playground PROJECT DESCRIPTION Installation of new playground equipment and turf renovation at Glen View Park Improvements PROJECT NEED: The playground equipment at Glen View Park is over 20 years old. New FUNDING DEPARTMENT: equipment and site turf improvements are needed in order for the playground to Public Works comply with ADA requirements. DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority lost, City of Farhad Bolourchi Huntington Beach Parks & Recreation Master Plan. Feb. 2016 COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete: FY 202 V22 Design/Environmental Construction Complete FY 2021122 Construction S 215,000 Project Management S 5.000 Supplementals R/W n PROJECT LOCATION Other TOTAL S 220,000 "fir FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24,25 FY 25126 - Infr Fund(314) S 220,000 ]] rurw ..r.� TOTAL 2 00,000 s 5 �•u ~, r.." Fnyunanticipated NANCE COST IMPACT: TOTAL PROJECT COST: $ 220,000 r " l annual cost S0 s maintenance cost will be included in PROJECT TYPE: New & Rehabilitation rks Operating Budget . CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: Parks& Beaches Glen View Park Playground Imp PROJECT TITLE Huntington Central Park PROJECT DESCRIPTION. Re-evaluate the existing configuration of the Disc Golf Course in west Disc Golf Cours Huntington Central Park Disc Golf Course - with the goal of mitigating the challenges on the lower level playground PROJECT NEED: Existing holes are adjacent to pathway near the lower level playground and FUNDING DEPARTMENT: present potential conflicts with other park uses Community Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Parks ti Recreation Master Plan, Feb. 2016 Farhad Bolourchi COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure SCHEDULE: PROJECT COSTS FY 21)22 FY 22.m FY 23,24 FY 2a25 FY 25126 Design Complete- FY 2021 22 Design/Environmental $ 10.000 Construction Complete FY 2021:22 Construction S 90.000 Project Management Supplementals R/W m PROJECT LOCATION Other TOTAL IT 100.000 FUNDING SOURCES FY 21122 FY 22123 FY 23,26 FY 24125 FY 25126 Park Dev. Impact(228) S 100.000 I TOTAL $ 100,000 r•� MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: f 100,000 Additional annual cost: $0 -1Any unanticipated maintenance cost will be included in PROJECT TYPE: New 6 Rehabilitation Public Works Operating Budget .� CATEGORY: Parks& Beaches j COMMENTS ON GRANTS I OTHER FUNDS: Parks & Beaches CP Disc Golf Course CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE Beach Parking Lo PROJECT DESCRIPTION This protect will rehabilitate the south beach parking lots between 1st and Rehabilitation Huntington Streets -which includes the Sunset Vista RV Campground Parking lot has not been resurfaced since 2003 Over 250.000 vehicles and RVs use this section of the lot annually. PROJECT NEED: Parking lot is aged with allorgatonng asphalt and diminished stall markings. In FUNDING DEPARTMENT: addition, campsite hook-up pedestals need replacing and upgrading to 50 amps Public Works Current pedestals are a safety hazard due to exposed wires and rust. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Farhad Bolourchi COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23174 FY 24125 FY M26 Design Complete FY 202122 Design/Environmental $ 50,000 Construction Complete FY 202122 Construction $ 1,355,000 Project Management $ 70,000 Supplementals RAN PROJECT LOCATION Other TOTAL 1,475,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 2L26 Intr Fund(314) S 1 475.000 TOTAL 1,4 55,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,475,000 Additional annual cost. S0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget 11 CATEGORY: Facilities COMMENTS ON GRANTS /OTHER FUNDS: Parks & Beaches Beach Pkg Lot CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: LeBard Park PROJECT DESCRIPTION. This is the second year of improvements for LeBard Park Year 1 Included Improvements - Ph II Installation of new playground equipment. turf, irrigation and concrete walkway rehabilitation. Year 2 to include tennis court renovation, as well as an analysis of the possible renovation of the clubhouse. PROJECT NEED: Improvements are needed to address efficiency and public safety. FUNDING DEPARTMENT. Community Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Parks and Recreation Master Plan, Feb. 2016 Farhad Bolourci COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure A pfovrrl Requested SCHEDULE: PROJECT COSTS Prior FY 21122 FY 22123 FY 23124 FY 24125 Design Complete FY 202J22 Design/Environmental S 20.000 Construction Complete FY 202 Construction S 550.000 $ 600.000 Project Management S 60.000 Supplementals w R/W m PROJECT LOCATION Other TOTAL 550,000 E 680,000 FUNDING SOURCES Prior FY 21122 FY 22123 FY 23124 FY 24125 Park Dev. Impact(228) $ 550.000 S 680.000 G TOTAL T 550,000 T 680,000 MAINTENANCE COST IMPACT: ITOTAL PROJECT COST: S 1,230,000 dditional annual cost: $0 Any unanticipated maintenance cost will be included in PROJECT TYPE: New S Rehabilitation Public Works Operating Budge[ CATEGORY: Parks S Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks & Beaches LeBard Park Improvements CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE. Marina Park PROJECT DESCRIPTION. Preparation of conceptual master plan to update the park, including renovation Reconfiguration of existing restroom/snack bar building, tennis courts and potential repurposing of hardscape areas to include pickle ball courts, or other park amenities. PROJECT NEED: Marina Community Park was constructed in 1979 and is in need of upgrades to FUNDING DEPARTMENT: address aging infrastructure and amenities as well as to address current public Community Services recreation needs in the north part of the City. DEPT, PROJECT MGR: SOURCE DOCUMENT: Parks& Recreation Master Plan, Feb. 2016 f arhad Bolourchi COUNCIL PRIORITY POLICY: Enhance and maintain Infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 2412S FY 25126 Design Complete FY 2021122 Design/Environmental S 35.000 Constriction Complete. FY 2022123 Construction Project Management Supplementals w R/W PROJECT LOCATION Other TOTAL 35.000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 2en5 FY 25126 Park Dev. Impact(228) S 35.000 Manna Park TOTAL T 35,000 / MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3LO00JI ddrtional annual cost $0 - - Any unanticipated maintenance cost will be included in PROJECT TYPE: New & Rehabilitation Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: Parks& Beaches Manna Park Reconfiguration PROJECT TITLE Sun View Park Playground PROJECT DESCRIPTION. Improvements include the installation of new play units. ADA safety surfacing. Improvements swing set, and walkways. Project is being submitted to the Stale for approval as part of the California Drought, Parks, Climate, Coastal Protection and Outdoor Access for All Act of 2018(Prot)68). PROJECT NEED: Existing equipment is over 20 years old. Playground equipment as well as other FUNDING DEPARTMENT: site improvements are needed in order to address ADA accessibility issues at Community Services the park. DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Prionly list: Grant Farhad Bolourchi application approval by City Council on 12/7/20. COUNCIL PRIORITY POLICY: Enhance and maintain infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22r23 FY 23r24 FY 24025 FY 25,26 Design Complete: FY 2021.22 Design/Environmental Construction Complerc FY 2021:22 Construction S 222 44ii Project Management Supplementals w R/W PROJECT LOCATION Other TOTAL 222.440 FUNDING SOURCES FY 21122 FY 22r23 FY 2124 FY 24/25 FY 26126 Park Del Impact(228) S 44 488 Prop 68 Per Capita Grant(810) S 177 ii52 TOTAL T 2 22.440 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 222,440 ddihonnl annual cost $0 Any unanticipated maintenance cast will be included m PROJECT TYPE: New & Rehabilitation ' Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Prop 68 Per Capita grant application submitted on 12/21/20 Grant approval anticipated in early S rin 20°k match required Parks & Beaches Sun View Park Playground CITY OF HUNTINGTON BEACH - CAPITAL IMPROVEMENT PROJECT INFORMATION(NOW) -IM 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 11 pond will also be resurfaced. PROJECT NEED: Carr Park was constructed in 1972 and the play equipment Is over 22 years old FUNDING DEPARTMENT: and in need of replacement The pond also needs to be resurfaced and the Community Services drainage system to be diverted to the sewer as apposed to the storm drain DEPT. PROJECT MGR: SOURCE DOCUMENT: General Plan Goals ERC-6 and ERC-10 City Council approved project on Sept Farhad Bolourchl 3. 2019 COUNCIL PRIORITY POLICY: Enhance and maintain the Infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete FY 2021 22 Design/Environmental S 100.000 Construction Complete: FY 2022'23 Construction S 2 949 000 Project Management Supplementals w R/W PROJECT LOCATION Other TOTAL 100,000 2,945,000 FUNDING SOURCES FY 21122 FY 22123 FY 23,24 FY 24,25 FY 25,26 Park Dev. Impact(228) S 100.000 Inlr Fund(314) S 2.945.000 TOTAL T 1 00.000 T 2.9 55,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 3.045,000 Additional annual cost SO Any unanticipated maintenance cost will be included in PROJECT TYPE: Rehabilitation Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: Prop 68 competitive grant submitted in March 2021 Approvals/disapprovals anticipated in Fall 2021 Parks 8 Beaches Carr Park Imp CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Schroeder Park PROJECT DESCRIPTION. The complete project Includes the installation of new tot lot play equipment and Improvements Ph II access walkways, new walkways, security lighting. turf and irrigation improvements, and enhanced landscaping. PROJECT NEED: This park Is over 50 years old and has never had any accessible walkways or FUNDING DEPARTMENT: additional improvements. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List. Council Farhad Bolourchi approved project on Sept. 3, 2019. COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure Approved Requested SCHEDULE: PROJECT COSTS Prior FY 21112 FY 22,23 FY 23124 FY 24125 Design Complete: FY 2021 Q Design/Environmental Constriction Complete FY 2021122 Construction 5 300,000 S 700.000 Project Management 5 35 000 Supplementals w R/W PROJECT LOCATION Other TOTAL 300,000 735,000 FUNDING SOURCES Prior FY 21122 FY 22123 FY 23124 FY 24125 Park Dev. Impact(228) $ 300.000 lnlr Fund(314) $ 735.000 TOTAL 300.000 735.000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 1,035,000 Additional annual cost so Any unanticipated maintenance cost will be included n, PROJECT TYPE: New & Rehabilitation Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks 8 Beaches Schroeder Park Imp CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Huntington Central Park PROJECT DESCRIPTION This multi-year project included the improvements of all six (6) Huntington Reslrooms Central Park restroom buildings. Additional funding is necessary due to relocation of the amphitheater restroom, necessitating unanticipated additional utility service costs. PROJECT NEED: Restroom buildings are over 50 years old. Improvements are needed to address FUNDING DEPARTMENT: efficiency and public safety. Community Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Parks and Recreation Master Plan, Feb. 2016 Farhad Bolourci COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure Approved Rer uasred SCHEDULE: PROJECT COSTS Prior FY 21122 FY 22123 FY 23124 FY 24125 Doslgn Complete. FY 2021122 Design/Environmental Construction Complete. FY 2021122 Construction S 7 350 000 S 330.000 Project Management S 33.000 Supplementals w R/W PROJECT LOCATION Other TOTAL 5 2.350,000 363,000 FUNDING SOURCES Prior FY 21)22 FY 2223 FY 23124 FY 24125 Quimby Fees (226) S 2.350.000 $ 260,000 Park Dev. Impact(228) $ 103,000 0Central Librar, TOTAL 3 2,350,000 T 363,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 2,713,000 dddional annual cost SO Any unanticipated maintenance cost well be included in PROJECT TYPE: New & Rehabilitation Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks 8 Beaches HCP Reslrooms CITY ON B PROJECT TITLE Huntington Bluffs PROJECT DESCRIPTION Phase 1 is for Design/Studies to obtain approval from CA Coastal Commission Stabilization Protect to stabilize two localized areas along the Bluffs. Phase 2 would be for construction. PROJECT NEED: The bluffs continue to erode and will eventually jeopardize existing pathways and FUNDING DEPARTMENT. parking lots. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Moffatt & Nichol Coastal Engineering Feasibility Study(2018) Chris Tanio COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 2324 FY 24125 FY 25126 Design Complete: FY 2021122 DesignyEnvironmental 5 400.000 Constnuction Complete FY 2022/23 Construction S 1.000 000 Project Management Supplementals w RAN a PROJECT LOCATION Other ITOTAL 400,000 $ 1,000,000 FUNDING SOURCES FY 21122 FY 221I1 FY 23124 FY 2425 FY 25126 1' !nlr Fund(314) $ 400 000 S 1 000 OOu w TOTAL T 4 00,000 $ 1.000,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: E 1,400,000 dditional 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 HB Bluffs Stabilization Pro)rrt CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION New PROJECT TITLE Huntington Lake Elevated PROJECT DESCRIPTION As part of multi-year ongoing improvements to Central Park, construct a new Pathwa elevated pathway in Central Park East near the lake. PROJECT NEED: Improve the appearance and function of the park. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: NIA Denny Bacon COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22n3 FY 23124 FY 24125 FY 25126 Design Complete NI Design/Environmental Construction Complete FY 20211221Construction S 250 000 Project Management Supplementals R/W PROJECT LOCATION Other TOTAL 250,000 FUNDING SOURCES FY 21122 FY 22123 FY 23,24 Fy 2ar25 FY 25r26 Infr Fund(314) 5 250.000 ..... TOTAL T 250,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 250,000 Additional annual cost $5.000 Project includes installation of new infrastructure PROJECT TYPE: New Construction that will require maintenance CATEGORY: Parks & Beaches COMMENTS ON GRANTS 1 OTHER FUNDS: Parks& Beaches Huntington Lake Elevated Path PROJECT TITLE Beach Front Reha PROJECT DESCRIPTION Rehabilitate and regrade the grass area next to the building (Naugles PROJECT NEED: This area has become unusable due to the slopes and lack of turf. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: NIA Denny Bacon COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21n2 FY 22123 FY 23124 FY 24)25 FY 25126 Design Cornplefe FY 2021122 Design/Environmental Construcban Complete FY 2022i23 Construction S 60 000 Project Management Supplementals w R/W m PROJECT LOCATION Other TOTAL 60,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 4� lnfr Fund(314) S 60 000 if TOTAL $ 60,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 60,00011 Additional annual cost: SO Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks& Beaches Beach Front (Naugles) CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE Oil Production PROJECT DESCRIPTION- This project includes the abandonment of one well, Civic Center#3 Additional Abandonment phases of this project include abandonment of Civic Center#1, #2 and the pipeline from Civic Center to the Miley Keck Tank Farm located at 19081 Huntington St. and all work required to return MKTF lease back to owner PROJECT NEED: FY21/22 - Prepare abandonment plans to meet CaIGEM standard, obtain permit FUNDING DEPARTMENT: from CalGEM, obtain abandonment firm to complete abandonment Fire DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Janice Van Mullem COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22/23 FY 23/24 FY 24125 FY 25126 Design Complete FY 2021122 Design/Environmental S 20.000 Construction Complete. On-going/Vanes Construction S 230,000 Project Management Supplementals w R/W �+ PROJECT LOCATION Other TOTAL 250,000 W.. FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25/26 Intr Fund(314) S 250.000 1 TOTAL T 2 00.000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 250,920JI �♦ Additional annual cost. $0 Any unanticipated maintenance cost will be PROJECT TYPE: New included in Fire Operating Budget. CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks& Beaches Oil Production Abandonment PROJECT TITLE Sewer Lift Station PROJECT DESCRIPTION This program will rebuild the City's Sewer Lift Stations(LS). The Humboldt LS Reconstruction will be awarded in FY 21/22 with pnontization of future projects yet to be 11 determined. PROJECT NEED: This program will rebuild the City's Sewer Lift Stations which are over 50 years FUNDING DEPARTMENT: old Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2003 Sewer Master Plan Wily Ferrigno COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21/22 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete FY 202021 Design/Environmental S 280,000 S 280.000 S 280,000 S 280,000 $ 280.000 Constn/chon Complete FY 202526 Construction $ 3,200,D00 $ 3 200 000 S 3.200,D00 $ 3.200.000 $ 3200.000 Project Management $ 320,D00 S 320 000 S 320,000 $ 320.000 $ 320.000 Supplementals $ 200,000 S 200 000 S 200.000 S 200,000 $ 200.000 w R/W m PROJECT LOCATION Other TOTAL 4,000,000 S 4,000.000 LE4,000,000 S 4,000,000 $ 4,000,000 !, FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 `flit 4 Sewer Service Fund(511) $ 3 300 000 $ 3,500.000 S 3.700,000 $ 3,700.000 $ 3.700.000 S Sewer Development Fee(210) $ 700 000 $ 500.000 S 300,000 S 300.000 $ 300,000 lendola I u1aM�r� n i TOTAL 4,000.000 S 4,000,000 $ 4,000,000 S 4,000,000 4,000.000 k LS 5 w, r 5 5 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 20.000,000 Additional annual cost: $0 5 NM Av« Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Sewer COMMENTS ON GRANTS i OTHER FUNDS: Sewer Humboldt LS CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) Iiiiijill PROJECT TITLE Sewer Lining PROJECT DESCRIPTION This program will line various sewer mains throughout the City as identified through closed circuit television (CCTV) inspection. PROJECT NEED: This project will extend the life of existing sewer main lines. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2003 Sewer Master Plan Andrew Ferrigno COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23121 FY 24125 FY 25r26 Design Complete FY 202122 Design/Environmental Construction Complete FY 2025/26 Construction $ 1,000,000 $ 1.000.000 S 1,000.000 S 1,000.000 $ 1000.000 Project Management $ 50,000 $ 50.000 S 50,000 S 50.000 $ 50.000 Supplementals a R/W PROJECT LOCATION Other TOTAL 1.050,000 1,050,000 $ 1,050,000 S 1,OSQ000 1,054000 FUNDING SOURCES FY 21122 FY 22122 FY 22124 FY 24125 FY 26126 Sewer Service Fund(511) $ 1,050.000 S 1,050,000 $ 1,050,000 S 1.050.000 $ 1,050,000 1 TOTAL 17050,000 T 1,0 00.000 —$7 1.0 00.000 T 1.0 00,000 1,050,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 5,250,000 ( iAdditional annual cost. I Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Sewer COMMENTS ON GRANTS I OTHER FUNDS: Sewer Sewer Lining PROJECT TITLE City Hall to Utility Yard Fibe PROJECT DESCRIPTION Replace existing fiber optic cable between City Hall and the Utility Yard with new Optic Replacemen 144 SMFO cable. Conduit will run in existing conduit along Yorktown Avenue and Huntington Street Project provides improved communication resilience and redundancy between City Hall and the Utility Yard. PROJECT NEED: This is needed to improve connectivity between City Hall and the Utility Yard. FUNDING DEPARTMENT: This segment improves redundancy which will maintain communications in case Public Works of a single break in the fiber optic cable. DEPT. PROJECT MGR: SOURCE DOCUMENT: NIA William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24126 FY 26126 Design Complete FY 2021122 Design/Environmental 25.000 Construction Complete FY 2021122 Construction $ 126,000 Project Management $ 15,000 Supplemenfals $ 2000, A RIW O � PROJECT LOCATION Other TOTAL 168,000 FUNDING SOURCES FY 21122 FY 22123 FY 2I124 FY 24J26 FY 2SJ26 Water Fund(50 ) T 1 88,000 TOTAL T 1 88,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 168,000 Additional annual cost: I Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation Utility Yard Fiber CITY OF HUNTINGTON BEACH RMATION....... PROJECT TITLE Oak View Library and Well PROJECT DESCRIPTION. Install fiber optic conduit and cable along Oak Lane and Warner Avenue to #3 Fiber Oph connect the Oak View Branch Library and Well#3 to the City's fiber optic communications network along Warner Avenue. Project provides improved communication at the library and a direct connection to City Hall. PROJECT NEED: This will provide connectivity between City Hall and the Oak View Branch Library FUNDING DEPARTMENT: and Well#3. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23424 FY 24125 FY 25126 Design Complete FY 2021122 Design/Environmental 35.000 Construction Complete FY 2021122 Construction $ 247,000 Project Management $ 16.000 Supplementals $ 2.000 n R/W O PROJECT LOCATION Other TOTAL 300,000 FUNDING SOURCES FY 21/22 FY 22123 FY 23124 FY 24126 FY 25126 Infr Fund(314) T 3 00.000 TOTAL T 3 00,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 300,000 dditional annual cost $1.000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance CATEGORY: Transportation COMMENTS ON GRANTS/OTHER FUNDS: Streets&Transportation Oak View Fiber E O PROJECT TITLE Garfield Avenue Fiber Opti PROJECT DESCRIPTION Install fiber optic conduit and cable along Garfield Avenue between Main Street and Newland Street. Project provides improved communication resilience between City Hall and the northerly part of the City including Joint Powers, the Utility Yard, the City Yard and the traffic signals in the area. PROJECT NEED: This is needed to improve connectivity between City Hall and other City facilities FUNDING DEPARTMENT: and traffic signals to the north. This segment improves redundancy which will Public Works maintain communications in case of a single break in the cable. DEPT. PROJECT MGR: SOURCE DOCUMENT: Traffic Signal System Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22/23 FY 23124 FY 2V25 FY 25126 Design Complete: FY 2021/22 Design/Environmental 80.000 Construction Complete FY 2022/23 Construction $ 520,000 Project Management $ 30.000 Supplementals $ 15.000 R/W PROJECT LOCATION Other TOTAL 80.000 11 565.000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 In r Fund(314) 7 8-0,000 5 55.000 i -- TOTAL T 80,000 5 55,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 645,00011 Additional annual cost $1,000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation Garfield Fiber CITY OF HUNTINGTON BEACH CA411MUMPROVEMENT PRO JE RMATION (New) PROJECT TITLE Gothard Street Fiber Opti , PROJECT DESCRIPTION Install fiber optic:c:ondwt and cable along Gothard Street between Edinger Avenue and Warner Avenue Project provides improved communication resilience between City Hall and the northerly part of the City including the City Yard and the traffic signals in the area. PROJECT NEED: This is needed to improve connectivity between City Hall and other City facilities FUNDING DEPARTMENT: and traffic signals to the north. This segment improves redundancy which will Public Works maintain communications in case of a single break in the cable DEPT. PROJECT MGR: SOURCE DOCUMENT: Traffic Signal System Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22J23 FY 23124 FY 21U25 FY 25126 Design Complete FY 2021122 Design/Environmental T 8-0000 Construction Complete. FY 2022/23 Construction $ 606,000 Project Management $ 30,000 Supplementals $ 15,000 o RAN PROJECT LOCATION Other TOTAL I, 80,000 651,000 i I ' FUNDING SOURCES FY 21122 FY 22123 FY 23/24 FY 2425 FY 25/26 n rFund( 1<) T 800,000 T 6 11.000 TOTAL T 80,000 6 11,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 731,000 Additional annual cost: $1.000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation Gothard Fiber FmWPmq]IF- p PROJECT TITLE Bushard Fire Station Fibe PROJECT DESCRIPTION. Install fiber optic conduit and cable along Bushard Street to connect the Bushard Opti Fire Station to the City's fiber optic communications network along Adams Avenue. Project provides improved communication at the fire station and a direct connection to City Hall. PROJECT NEED: This will provide connectivity between City Hall and the Bushard Fire Station FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24,25 FY 25126 Design Complete FY 2021/22 Design/Environmental 25.000 Construction Complete FY 2022/23 Construction $ 162.000 Project Management $ 20,000 Supplementals $ 3,000 A RAN o PROJECT LOCATION Other TOTAL 25,000 185.000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Infr Fund(314) 185,000 Traffic Impact Fee(206) $ 25.000 TOTAL T 25,000 1 55.000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 210,006 Additional annual cost $1.000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation Bushard Fiber PROJECT TITLE Arterial Rehabilitation PROJECT DESCRIPTION Streets include Edinger(Saybrook-Countess), Warner(Algonquin-Los Palos). Talbert (Edwards-Springdale), Newland (Talbert-Slater), Brookhurst(Yorktown- Adams), Saybrook(Edinger-Heil), and Springdale(Warner-Slater)as budget allows. PROJECT NEED: Required to meet the goals of the Pavement Management Plan. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2020 Pavement Management Plan Chris Tanio COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21/22 FY 22123 FY 23/24 FY 24125 FY 25126 Design Complete: FY 2021122 Design/Environmental Construction Complete: FY 2021122 Construction $ 5.200.000 $ 5,400.000 S 5.400.000 $ 5.400.000 $ 5,400,000 Project Management $ 100.000 $ 100 000 S 100000 S 100 000 $ 100.000 Supplementals S 100.000 $ 100 000 $ 100 000 S 100.000 $ 100.000 o R/W PROJECT LOCATION Other TOTAL 5,400,000 5,600,000 5,600,000 5,600,000 5,600,000 11 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 InfirFund(314) T 6 00.000 T 6 00,000 T 6 00 000 7 6 00,000 T 600.000 RMRA (1247) S 4.800.000 S 5.000.000 $ 5.000 000 $ 5.000.000 $ 5000000 TOTAL 57400,000 T 5.6 00.000 57600000 5,6 00,000 T 5,6 00,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 27,800,000 Additional annual cost: I Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Streets COMMENTS ON GRANTS I OTHER FUNDS: 11 Streets&Transportation Arterial Rehabilitation PROJECT TITLE Downtown Street Lighting PROJECT DESCRIPTION Replace high voltage street lighting circuits in the downtown area This multiyear undertaking will address approximately 7 blocks each year(design and construction in successive FY). The FY 21122 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: NIA William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 2IR2 FY 22123 FY 23124 FY 21U25 FY 2&26 Design Complete: FY2021/22 Design/Environmental 7 50.000 T 50.000 T 50,000 T 50.000 Construction Complete FY 2021122 Construction $ 1,200.000 $ 550.000 $ 550,000 $ 550.000 $ 550.000 Project Management $ 35.000 $ 35,000 $ 35.000 $ 35.000 $ 35 000 Supplementals $ 15.000 $ 15,000 $ 15,000 $ 15,000 $ 15.000 a RAN m PROJECT LOCATION Other TOTAL 1,3D0.000 650,000 650,000 650,000 6 00,000 FUNDING SOURCES FY 21122 FY 22123 FY 2124 FY 24125 FY 25126 Prop 42(219) 7 650.000 6 00.000 T 6 00,000 7 6 00,000 T 6 00.000 Intr Fund(314) $ 650,000 TOTAL 17300,000 650,000 650,000 6 00,000 T 6 00,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 3,850,000 Additional annual cost ($1,000) This project will result in a energy cost savings PROJECT TYPE: Rehabilitation CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets 8,Transportation Downtown St Lighting CITY OF HUNTINGTON BEACH AL I CT INFORMATION PROJECT TITLE TS Modifications - Left Turn PROJECT DESCRIPTION. Install southbound protected left-turn arrows on Bolsa Chica Street al Arrow Robinwood, east-west protected left-turn arrows on Adams Avenue at the Target Dnveway and north-south protected left-turn arrows on Brookhursl Street at Beachmont Plaza. PROJECT NEED: Improve safety by installing left-turn arrows. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21/22 FY 22123 FY 23124 FY 24J25 FY 25126 Design Complete. FY 2021122 Design/Environmental 00.000 Construction Complete: FY 2021122 Construction $ 300,000 Project Management $ 25.000 Supplemenfals $ 25,000 a RAV �v PROJECT LOCATION Other u TOTAL 390,000 f FUNDING SOURCES FY 21122 FY 22/23 FY 23/24 FY 24125 FY 25126 Traffic Impact Fee(206) 3 00,000 TOTAL JT 3 00,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: f 390,000 Additional annual cost: I 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 LT Arrows PROJECT TITLE Traffic Signal Modification PROJECT DESCRIPTION Install Left-tum arrows at the intersection of Main Street and Delaware Street Main and Delawar Main Street will have left-tum arrows installed PROJECT NEED: Improve safety by installing left-turn arrows. FUNDING DEPARTMENT: Public Works DEPT.PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete FY 2021/22 Design/Environmental 50.000 Construction Complete FY 2021J22 Construction $ 300.000 Project Management $ 30,000 Supplementals $ 35,000 A RAN m PROJECT LOCATION Other TOTAL 415,000 FUNDING SOURCES FY 21/22 FY 22123 FY 23124 FY 2U25 FY 26126 Traffic Impact Fee(206) T 4 55,000 TOTAL T 415,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 415.000 Additional annual cost $0 Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation TS Mod Main-Delaware CITY OF HUNTINGTON BEACH ElfiWAL IMPROV CT INFO TION(New) PROJECT TITLE: Traffic Signal Modification PROJECT DESCRIPTION Install Left-turn arrows at the intersection of Warner Avenue and Ash Struel Warner and Ash Warner Avenue will have left-turn arrows installed. PROJECT NEED: Improve safety by installing left-turn arrows. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22/23 FY 23124 FY 2a25 FY 25126 Design Complete FY 2021/22 Design/Environments! 40,000 Construction Complete FY 2021122 Construction $ 350,000 Project Management $ 25,000 Supplementals $ 35,000 a RAY PROJECT LOCATION Other TOTAL 450,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24i25 FY 25126 Traffic Impact Fee (206) 7 4 00,000 TOTAL T 4 00,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 450,000 Additional annual cost: SO Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation TS Mod Warner-Ash PROJECT TITLE TS Synchronization - Bolsa PROJECT DESCRIPTION Provide operational and infrastructure improvements along Bolsa Avenue from Bolsa Chica Street to Edwards Street This is a multyunsdictronal project including Caltrans and the cities of Westminster, Santa Ana and Tustin Work within HB includes signal timing, new controllers and battery back-up. PROJECT NEED: Upgrading communication will provide for greater system reliability. Signal timing FUNDING DEPARTMENT: will improve traffic flow and minimize stops and delays. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Traffic Signal System Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 211122 FY 22123 FY 23124 FY 2425 FY 25126 Design Complete FY 2021122 Design/Environmental 4,000 Construction Complete: FY 2021/22 Construction $ 42.000 Project Management $ 4,000 Supplementals a PJW o PROJECT LOCATION Other TOTAL JIT 50,000 FUNDING SOURCES FY 21r22 FY 22123 FY 23124 FY 24J25 FY 25126 MD(201) T 50.000 TOTAL T 5-0,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 50,000 dddronal annual cost, $0 Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget. CATEGORY: Transportation COMMENTS ON GRANTS 1 OTHER FUNDS: This is an OCTA grant OCTA will manage the project is contributing $173,000(HB segment onl Streets&Transportation TS Synch Bolsa CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Traffic Signal PROJECT DESCRIPTION Provide operational and infrastructure improvements along Edinger Avenue from Synchronization - Edinge Bolsa Chica Street to Newland Street. This is a multilunsdictional 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 timing FUNDING DEPARTMENT: will improve traffic flow and minimize stops and delays. Public Works DEPT.PROJECT MGR: SOURCE DOCUMENT: Signal System Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure Approved Requested SCHEDULE: PROJECT COSTS Prior FY 21122 FY 22123 FY 23124 FY 21/25 Design Complete: FY 2020121 Design/Environmental T 1-5000 Construction Complete. FY 2021122 Construction $ 70,000 Project Management S 10,000 Supplementals A R/W PROJECT LOCATION Other TOTAL 95,000 FUNDING SOURCES Prior FY 21122 FY 22123 FY 23124 FY 24125 OMD(2 i) T 9-5000 TOTAL T 9-5,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 95,00011 Additional annual cost. I Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget CATEGORY: Transportation COMMENTS ON GRANTS I 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 (Continuing Project) PROJECT TITLE: Traffic Signal PROJECT DESCRIPTION Provide operational and infrastructure improvements along Talbert Avenue from Synchronization - Talbert Beach Boulevard to Newland Street This is a multqurisdictional project including Caltrans and the cities to the east along the corridor. Work within HB includes traffic signal timing updates. PROJECT NEED: Signal timing will improve traffic flow and minimize stops and delays. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Signal System Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure Approved Requested SCHEDULE: PROJECT COSTS Prior FY 21/22 FY 22123 FY 23124 FY 24125 Design Complete FY 2020121 Design/Environmental 1.500 Construction Complete FY 2021122 Construction S 1 500 Project Management $ 1.000 Supplementals n RAN N PROJECT LOCATION Other TOTAL 4,000 FUNDING SOURCES Prior FY 21122 FY 22123 FY 23/24 FY 24/25 A MD(201) 4 000 TOTAL 4,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 4,00011 Additional annual cost s0 Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget. CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: OCTA is managing the grant and schedule and is contributing $57,000(HB segment only) Streets& Transportation TS Synch Talbert CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Traffic Signal PROJECT DESCRIPTION Provide operational and infrastructure improvements along Warner Avenue from Synchronization - Warne PCH to Newland Street This is a multijunsdicfional 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 timing FUNDING DEPARTMENT: will improve traffic flow and minimize stops and delays. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Signal System Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure Approved Re uesled SCHEDULE: PROJECT COSTS Prior FY 21/22 FY 22/23 FY 23/24 FY 24/25 Design Complete. FY 2020121 Design/Environmental 20,000 Construction Complete: FY 2021122 Construction $ 50,000 Project Management $ 10,000 Supplementals a RLW w PROJECT LOCATION Other TOTAL 60,000 FUNDING SOURCES Prior FY 21122 FY 22123 FY 23/24 FY 24126 A ( 01) T 8-0000 TOTAL T 80.000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: f �000jl Additional annual cost $0 Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: OCTA is managing the grant and schedule and is contributing $1,582,000 (HB segment only) Streets&Transportation TS Synch Warner PROJECT TITLE: Talbert Channel Bike Path PROJECT DESCRIPTION This is a joint upgrade project with Orange County Flood Control. City element Developmen includes addressing public street crossings(7)with signals or flashing beacons, markings and signs. Signs along path and connections to Langebeck Park and Santa Ana River Trail. PROJECT NEED: City is leveraging opportunity with OC Flood to provide an amenity to residents FUNDING DEPARTMENT: and visitors for recreational bike and pedestrian use along one side of Talbert Public Works Channel Identified as a project in the City Bike Master Plan. DEPT.PROJECT MGR: SOURCE DOCUMENT: Bike Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FV 2U25 FY 26126 Design Complete FY2021/22 Design/Environmental 190.000 Construction Complete FY 2022123 Construction $ 750.000 Project Management $ 10,000 $ 20 000 Supplementals $ 10 000 a R/W a PROJECT LOCATION Other TOTAL 200,000 7 00,000 FUNDING SOURCES FY 21122 FY 22/23 FY 23/24 FY 24J26 FY 25126 lntr Fund(314) T 200.000 78o 555 TOTAL T 2 00,000 T 7 00,000 A A� MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 980,002 Additional annual cost: $10.000 Hr k A. Project includes installation of new infrastructure PROJECT TYPE: New -- that will require maintenance CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets& Transportation Talbert Channel Bike Path CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJEUINFORMATION;; PROJECT TITLE. Residential Street Nam—ell OJECT DESCRIPTION Replace deteriorated street name signs throughout the City. Signs PROJECT NEED: Many of the street name signs throughout the City have become faded. bent, or FUNDING DEPARTMENT: hard to read and need to be replaced. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Bob Slachelski COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21/22 FY 27J23 FY 23124 FY 24125 FY 26/26 Design Complete. FY 2021122 Design/Environmental Construction Complete: FY 2021122 Construction $ 500 000 Project Management Supplemenfals A R/W U PROJECT LOCATION Other TOTAL 500,000 r` FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Infr Fund(314) 000.000 TOTAL T 5 00,000 I MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 500,000 Additional annual cost SO Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: Streets&Transportation Residential Street Name Signs F`� V PROJECT TITLE Citywide Mobility and PROJECT DESCRIPTION Design and construction of various bikeway and aesthetic infrastructure on key Corridor Improvements routes where enhanced bicycle and pedestrian facilities can be implemented with minimal roadway restructuring Target roadways include Delaware, Atlanta. Graham. Springdale and Goldenwest PROJECT NEED: Project goals support overall desire to improve pedestrian and bicycle safety. FUNDING DEPARTMENT: enhance experience, and promote alternative modes of transportation. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Bike Master Plan William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22/23 FY 23124 FY 24125 FY 25126 Design Complete. FY 2021/22 Design/Environmental T 9-0000 Construction Complete FY 2022l23 Construction $ 600,000 Project Management $ 50,000 Supplementals $ 60,000 a R/W m PROJECT LOCATION Other TOTAL B00,000 FUNDING SOURCES FY 21122 FY 22r22 FY 23/24 FY 2u25 FY 25126 Intr Fund(314) 7 4 00,000 r` Traffic Impact Fee(206) $ 400,000 x TOTAL T 8 00,000 f 1 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 800,00011 N% Additional annual cost. $20.000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance. CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation Citywide Mob�hty CITY OF HUNTINGTON BEACH AL IMPROV OJECT I TION(Ne PROJECT TITLE Police Intersection Camera PROJECT DESCRIPTION Install 360 degree view cameras-at-1 1 intersections Warner/Bolsa Chica, System Installation Warner/Springdale, Warner/Goldenwest, Goldenwest/Ellls, Yorktown/Main, Yorktown/Beach, Adams/Beach,Adams/Magnolia.Adams/Brookhurst, Garfield/Magnolia, GarfieldlBrookhurst. PROJECT NEED: The new cameras, hardware and software would provide Police the ability to FUNDING DEPARTMENT: monitor traffic at specific locations and record/store data for law enforcement and Police investigation purposes. DEPT. PROJECT MGR: SOURCE DOCUMENT: NIA William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 2V25 FY 25/26 Design Complete FY 2021122 Design/Environmental 12,000 Construction Complete FY 2021122 Construction $ 145,000 Project Management $ 5,000 Supp/ementals $ 2.000 A RIW PROJECT LOCATION Other TOTAL 164,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Police Fac. Dev. Impact(227) 164,000 . 1 ` TOTAL T 1 44,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 164,000 Additional annual cost: $3,000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance. CATEGORY: Transportation COMMENTS ON GRANTS 1 OTHER FUNDS: Streets&Transportation PD Intersection Cameras PROJECT TITLE Fire Station Signal -Murd PROJECT DESCRIPTION Install new fire station traffic signal at Murdy Fire Station on Gothard Street Fie Station between Edinger Avenue and Heil Avenue. PROJECT NEED: Improve safely by installing a fire signal which will enable the Fire Department to FUNDING DEPARTMENT: stop traffic on Gothard Street while egressing the fire station. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24J25 FY 25126 Design Complete FY 2021122 Design/Environmental 35.000 Construction Complete FY 2022123 Construction $ 225.000 Project Management $ 30,000 Supplementals $ 10.000 a RAN m PROJECT LOCATION Other TOTAL 35,000 265,000 FUNDING SOURCES FY 21122 FY 22123 FY 23/24 FY 24725 FY 25126 1nlr Fund(314) T 30,000 T 2 55,000 Traffic Impact Fee(206) $ 5,000 TOTAL 35,000 265,000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 300,000 Additional annual cost: $1,000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance CATEGORY: Transportation COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation FS Signal Murdy CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFO PROJECT TITLE Fire Station Signal - Heil PROJECT DESCRIPTION Install new fire station traffic signal at the Heil Fire Station un Heil Avenue Fire Station between Graham Street and Springdale Street PROJECT NEED: Improve safety by installing a fire signal which will enable the Fire Department to FUNDING DEPARTMENT: stop traffic on Heil Avenue while egressing the fire station Pubhc Works DEPT. PROJECT MGR: SOURCE DOCUMENT: NIA William Janusz COUNCIL PRIORITY POLICY: Enhance and maintain the Infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 26126 Design Complete FY 2021122 Design/Environmental 35.000 Construction Complete FY 2022/23 Construction $ 225.000 Project Management $ 30.000 Supplementals $ 10.000 a R/W co PROJECT LOCATION Other TOTAL 35,000 265,000 FUNDING SOURCES FY V122 FY 22123 FY 23124 FY 21125 FY 26126 Ink Fund( 14) T 30.000 T 265,000 ` Traffic Impact Fee(206) $ 5,000 r TOTAL T 35,000 T 265.000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 300,00011 Additional annual cost $1.000 Project includes installation of new infrastructure PROJECT TYPE: New that will require maintenance CATEGORY: Transportation COMMENTS ON GRANTS/OTHER FUNDS: Streets&Transportation FS Signal Heil CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Peck Reservoir Securit PROJECT DESCRIPTION The project provides for the design and construction of site security for the Peck Improvements and Springdale Reservoirs and Wells Nos 4. 7, and 13. 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 Ferngno COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure Approved Her uesfed SCHEDULE: PROJECT COSTS Prior FY 21122 FY 22r23 FY 23124 FY 24125 Design Complete FY 2021 22 Design/Environmental $ 50,000 Constniction Complete FY 202122 Construction $ 400,000 $ 150.000 Project Management $ 40,000 Supplementals S 25,000 S 50.000 a R/W o PROJECT LOCATION Other TOTAL E 515,000 200,000 n.u.ni Dr I".•! c.r.YY.D. FUNDING SOURCES Prior FY 21122 FY 2n23 FY 23124 FY 24125 "'""k' ""•C0b Water Master Plan (507) S S 15.000 S 200.000 ^Ya bl Dr Mw" ; C TOTAL T 5 55,000 T 2 00.000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 715,200JI dditlonal annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation 1 s included in Public Works Operating Budget CATEGORY: Water r.a Dr COMMENTS ON GRANTS I OTHER FUNDS: :,it •r Peck Reservoir Security Imp 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 Project pipelines are at the end of their functional life. In FY 21/22. it is the Kiner and Gleada Project. PROJECT NEED: The majority of the Citys 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 Ferngno COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Design Complete FY 202021 Design/Environmental S 200,000 $ 100.000 S 100.000 $ 100.000 S 100.000 C ot)strucbon Complete FY 2021r22 Construction S 2,000,000 S 1,000,000 $ 1.000,000 S 1.000.000 S 1000,000 Project Management S 200.000 S 100.000 $ 100,000 $ 100 000 $ 100,000 Supplementals S 50.000 S 50,000 S 50.000 S 50 000 S 50,000 R/W PROJECT LOCATION Other TOTAL 5 2,450,000 1,250,000 1,2 00,000 S 1,250,000 1,250,000 FUNDING SOURCES FY 21122 FY 22123 FY 23124 FY 24125 FY 25126 Water Master Plan(507) $ 2,450.000 S 1250.000 S 1,250,000 S 1,250,000 1,250,000 TOTAL $ 2.450.000 T 1.2 00,000 7 1,2 00,000 $ 1,2 00.000 1 250, 000 IIO MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: $ 7.450,000 Additional annual cost SO Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Water COMMENTS ON GRANTS/OTHER FUNDS: Water Water Mains M - 7 -7 PROJECT TITLE Well 10 Improvements PROJECT DESCRIPTION Replace Well 10 driveway PROJECT NEED: The driveway at Well 10 is failing and in need of replacement FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2016 Mate, Master Plan Andrew Ferrigno COUNCIL PRIORITY POLICY: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 2U22 FY 22,23 FY 23;24 FY 24.!25 FY 25,26 Design Complete FY 2021 22 Design/Environmental Construction Complete FY 2021:22 Construction 5 75.000 Project Management Supplementals R/W PROJECT LOCATION Other TOTAL 75,000 FUNDING SOURCES FY 21122 FY 22123 FY 23/24 FY 24125 FY 25126 Water Master Plan (507) S 75.000 WELD NO 10 -- TOTAL T 7-5000 MAINTENANCE COST IMPACT: 11TOTAL PROJECT COST: S 75,000 Additional annual cost St1 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget CATEGORY: Water COMMENTS ON GRANTS I OTHER FUNDS: Water Water Prod Imp City of Huntington Beach -. Adopted Budget — FY 2021/22 Unfunded Liabilities Overview UNFUNDED LIABILITIES OVERVIEW The City of Huntington Beach continues to utilize innovative approaches to pay down its pension liabilities. Beginning fiscal year 2013-14, the City implemented a unique 'One Equals Five- plan for reducing its unfunded liability for the City's CaIPERS pension plans. Based on an analysis conducted by the City's actuary, each additional $1 million contributed to the City's pension plans will potentially benefit the City five times over resulting in $5 million in taxpayer savings over a 25-year period. The City has set aside a minimum of $1 million each year towards this plan since its establishment. This funding has never been utilized and is set aside in a Section 115 Trust. Funding of approximately $10.5 million is deposited in the Section 115 Trust as of June 30, 2021. In December 2016, the CalPERS Board of Administration voted to lower the annual expected rate of return from 7.5% to 7.0% over a three year period, and the first phase fiscal impact took effect on July 1, 2018. This change in assumptions used to calculate local agencies' pension liabilities and the method of amortizing agencies' unfunded accrued liability(UAL) payments resulted in significant annual increases in the UAL payments the City is obligated to pay to CaIPERS. In FY 2019/20, the City's UAL payment was $28.9 million and would increase to approximately$45.5 million in the peak year of FY 2030/31. The scale of these increases would severely impact the City Council's ability to adopt future balanced budgets and would also potentially impact the high levels of services currently provided to Huntington Beach residents and businesses. In order to address the issue of rising pension costs, City Council approved an action on November 18, 2019, to initiate the judicial validation process that would allow the City to refinance its pension debt. The validation judgment was issued on May 18, 2020 and on March 1, 2021. City Council took advantage of historically low interest rates and approved the issuance of $363.6 million in Pension Obligation Bonds (POBs)to allow the City to prepay 85%of the projected UAL. The POBs has been structured with average annual debt service payments of $22.5 million and is anticipated to save taxpayers approximately $166.7 million over a 23 year bond repayment schedule. The City's average annual unfunded pension payments total $28.2 million, which includes payments for the 15% UAL that was not refinanced through the POBs. Based on the latest CAPERS valuation (released prior to the issuance of the POBs), the City's unfunded liabilities totaled $436.0 million as of June 30, 2020. The issuance of the POBs has placed the City of Huntington Beach in a much stronger fiscal position. Along with a level payment structure, the POBs provides budgetary relief and improved ability to plan for the future. Concurrent with the approval of the POBs on March 1, 2021, City Council also adopted an Unfunded Accrued Liability Pension Funding Policy which includes the following: - Annual$1 million contribution to the City's Section 115 Trust. Section 115 Trust assets to be restricted and only accessed to pay CalPERS costs to reduce volatility and offset unexpected pension rate increases. - perpetual setaside of 50% of Pension Refinance Savings. 100% of the amount of the savings achieved in Year 1 related to the refinancing, and 50%of that savings amount in each following fiscal year thereafter(to be adjusted annually by CPI), will be budgeted on an annual basis for deposit into the City's Section 115 Trust to offset any future UAAL costs that arise. This deposit to be in addition to the annual $1 million contribution mentioned above. - Annual set-aside of an additional 5^of General Fund surplus at year-end. This amount will be held in the City's General Fund Pension Rate Stabilization Reserve,to be restricted and only accessed to pay CalPERS costs to reduce volatility and offset unexpected pension rate increases. 423 City of Huntington Beach 61 Adopted Budget — FY 2021/22 Unfunded Liabilities Overview Establishment of accelerated UAAL payment schedule. This schedule provides parameters for the payment for any new UAAL, only using available amounts in the Section 115 Trust and the General Fund Pension Rate Stabilization Reserve to meet this accelerated schedule. Annual assessment of Additional Discretionary Payments("ADP') to be made to CaIPERS. After completion of the City's annual audit, the City will make an assessment and determination to utilize any available reserves or one-time savings from the prior fiscal year to be appropriated as an ADP, provided there is no adverse effect the general operations of the City. ADP's may be deposited with CalPERS, invested in the City's Section 115 Trust, or set- aside in the General Fund Pension Rate Stabilization Reserve. Additional information regarding the City's Unfunded Liabilities can be found in the FY 2019/20 Annual Comprehensive Financial Report (Notes to Financial Statements, footnotes 6 - 8) httos://huntingtonbeachca,gov/files/users/finance/Com prehensive-Annual-F inance-Report-Year-Ending- 2020.pdf and a copy of the City's UAL Policy can be found on the City's website at the following link: httos://www.huntingtonbeachca.gov/files/users/finance/Resolution-2021-19-Unfunded-Accrued-Pension- Liability-Policy.odf. 424 City of Huntington Beach Adopted Budget — FY 2021/22 Debt Services qW The City's Debt Management Policy (located on the City of Huntington Beach website at the following link: httos.//huntingtonbeachca gov/files/users/finance/Debt-Management-Policv.pdf) 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 Debt Instrument Moody's S&P Fitch The Cilys bond ratings are strong. Fitch Rating lax Allocation Refunding Bonds Aa3 AA N/A Agency affirmed its AAA General Obligation credit rating in February 2021. The current bond specific Lease Revenue Bonds N/A [AA AA+ ratings are reflective of the City's strong and diverse pension Obligation Bonds WA AA, AA+ tax base, as well as rating agency confidence in our financial management and policies. Lona-Tenn Obliastions 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, five capital leases, three energy loans, and a Pension Obligation bond. The Successor Agency has two Tax Allocation Bonds,one Owner Participation Agreement, one Affordable Housing Agreement and three Distribution and Developer Agreements. The City has three Community Facilities Districts(CFDs), each with a Special Tax bond. The City's Lease Revenue 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 2043-44. 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 2030-31 through Fiscal Year 2033-34. 425 City of Huntington Beach Adopted Budget - FY 2021/22 Debt Services Fiscal Year Ending Long-Term Indebtedness 913012017 6130/2018 6130/2019 6/3012020 6/301M (In Thousands) Governmental Activities: Pension Obligation Bonds S 341.575 Public Financing Authority 42,505 42.505 39,150 35.665 29.545 Rede\ielopment Successor Agency Trust 47.993 44,381 39.104 33.816 29.857 Other Long-Term Obligations 13.312 13.002 11.011 9.374 7 747 Total Governmental Activities: $ 103,810 S 99,888 $ 89,265 $ 78,8S5 $ 408,724 Business Activities: Pension Obligation Bonds _ _ $ 22,070 Total Bovines Activities: $ 22,070 Total Long-Term Indebtedness: $ 103,810 $ 99,888 $ 89,265 $ 78,955 S 430,794 Fiscal Year Ending Long-Term indebtedness 9/3012017 6130/2018 6/30/2019 6/3012020 6/3012021 Population 202,413 201,761 202,265 199,223 200,748 Debt Per-Capita S 513 $ 495 S 441 S 396 S 2.036 Total Personal Income (In Thousands) 8.878,441 8,888,749 9,222.677 9.379,020 9,785,261 Per - Capita Personal Income 43.863 43.863 45.597 47,078 48.744 Unemployment Rate 2 80% 2 70% 2 60% 14 20% 6.30% Total Employment 103,200 109,900 110,500 103,400 111,590 426 City of Huntington Beach FY 2017118 Through FY 2021/22 Debt Service & Interfund Interest Expenditures Fund/Business Object Account ti FY 2017/18 FY 2018119 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021/22 Unit Description Actual Actual Actual Adopted Revised Proposed Non-Departmental 10040101 88030- Principal 207,350 1.271,851 1.526,971 1.746.459 1,746.459 1.631,700 10040101 88070- Interest 58,137 151.747 196,981 176,211 176,211 144,568 Total Non-Departmental 265.487 1.423,597 1,723,952 1,922,670 1,922.670 1,776,268 Capital Projects- Public Works 10040314 88030- Principal 103,276 106,817 110.480 114,268 114.268 118,18i 10040314 88070- Interest 28,592 25,050 21.388 17599 17.599 13.682 Total Citywide Leases 131,868 131.868 131.868 131,868 131,868 131,869 800 MHz CCS 32140101 88070- Interest 23,686 Total RDA Project Debt Payments 23.686 RDA Project Debt Payments 35080201 88030- Principal 3.613,294 3.386,714 3,293,461 4.421.696 4,421.696 4.235.612 35080201 88070- Interest 1.572.689 1,868,567 1,688,869 424.837 424.837 403,221 Total RDA Project Debt Payments 5,185,983 5,255,281 4,982,330 4,846,533 4.846,533 4.638.833 RDA 1999 Tax Allocation Bond 35080202 88030- Principal 595,000 525,000 365,000 365,000 380.000 35080202 88070 - Interest 117,866 130,214 99,354 87,625 87.625 69.000 Total RDA 1999 Tax Allocation Bond 117,866 725,214 724,354 452,625 452.625 449.000 RDA 2002 Tax Allocation Bond 35080203 88030-Principal 1,295,000 1,370,000 800.000 800.000 840,000 35080203 88070 - Interest 258,000 284,646 216.458 190,750 190,750 149,750 Total RDA 2002 Tax Allocation Bond 258.000 1.579.646 1.586.458 990,750 990,750 989,750 HBPFA 2010A 40140105 88030- Principal 795.000 825,000 865,000 136.923 40140105 88070- Interest 221.775 427.537 391.125 348,875 Total HBPFA 2010A 221,775 1,222,537 1,216,125 1,213,875 136,923 HBPFA 2011A 40140106 88030- Principal 1,965.000 2.045,000 1.060.000 40140106 88070- Interest 402.047 764.794 674.369 607.344 Total HBPFA 2010A 402.047 2,729,794 2,719,369 1.667.344 HBPFA 2020A 40140108 88030- Principal 865,000 40140108 88070- Interest 150,868 223,60C Total HBPFA 2020A 1,025,868 223.600 HBPFA 2020E 40140109 88030-Principal 1.610,000 1.515.00( 40140109 88070- Interest 108,428 145,413 Total HBPFA 2020B 1,718,428 1,660,413 Pension Obligation Bond-2021 41240101 88030-Principal 11,1 41240101 88070- Interest 10,936,894 Total Pension Obligation Bond-2021 22,571.894 HBPFA Senior Center 40140107 88030-Principal 595,000 615,000 650.000 650,000 665,000 40140107 88070- Interest 247.522 483,144 455,869 430.744 430.744 411,019 Total HBPFA Senior Center 247.522 1,078,144 1,070,869 1.080.744 1,080.744 1,076,019 Debt Svc Grand Coast CFD 2000-1 2013 Refund 40540105 88030- Principal 575.000 600,000 625.000 625.000 545,000 40540105 88070- Interest 255.906 500.313 476,813 452.313 452,313 426.913 Total Debt Svc Grand Coast CFD 2000-1 255,906 1.075,313 1,076,813 1,077.313 1,077.313 1.071,913 Debt Svc Special Tax CFD 1990-1 40640101 88030- Principal 155,000 160,000 170.000 170.000 40640101 88070- Interest 13,095 22.005 13,500 4.590 4.590 401.891 Total Debt Svc Special Tax CFD 1990-1 13,095 177,005 173,500 174,590 174.590 401,891 427 City of Huntington Beach t FY 2017/18 Through FY 2021/22 Debt Service & Interfund Interest Expenditures Fundl Business Object Account 3 FY 2017/18 FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Unit Description Actual Actual Actual Adopted Revised Proposed Debt Svc McDonnell CFD 2002-1 40940101 88030-Principal 130,000 145,000 160,000 160,000 180,000 40840101 88070-Interest 131,356 258,943 250.895 241,818 241,818 231,528 Total Debt Svc McDonnell CFD 2002-1 131,356 388.943 395.895 401,818 401,818 411,528 Debt Svc Bella Terra CFD 2003-1 2013 Refund 41040105 88030-Principal 790,000 820,000 855.000 855,000 890.000 41040105 88070- Interest 442,503 869,206 837,006 903,506 803,506 768,607 Total Debt Svc Bella Terra CFD 2003-1 442,503 1,659,206 1,657,006 1.658,506 1,658,506 1,658,607 WMP Eng Design/Construction 50785201 88030 - Principal 420.000 420.000 Total West Orange County Water Board 420.000 420.000 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 633.111 525,000 525,000 475,000 50885102 88030-Principal 149.985 67,611 50,000 50885102 98070- Interest 23,592 6,579 Total West Orange County Water Board 173,477 6,579 700.722 525.000 525,000 525.000 Streetlight RetroOt CEC 90787016 88030- Principal 182,253 Total 2004 Judgment Obligation Bond 192,253 City Gym 3 Pool (Section 108) 23980703 98030-Principal 210,000 23980703 98050-Interfund Principal 6,906 23980703 88070-Interest 6,906 23980820 88030-Principal 220.000 23980820 88070- Interest 7.260 23980903 88030-Principal Total City Gym 8 Pool(Section 108) 6.906 444 1fr, 7,953,791 20167 327 18,159,261 16,563,636 16,563,636 37,586,5851 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 2020/21 was approximately$44.7 billion, resulting in a debt limit of $5.36 billion. The City currently holds no general bonded debt subject to the debt limit. 428 City of Huntington Beach Adopted Budget - FY 2021122 Amortization Schedules & Debt Service Type Object Accol& FY 22123 FY 23124 FY 2425 FY 2526 FY 2627 FY 27rz8 FY 28f29 Description Projected Projected Projected Protected Projected Projected Proected RDA 1999 Tax Allocal Bond 88031, s,ini q" 405,000 425,000 88071i r„amsi 49.375 2&625 . . _ Total 454,375 453.625 369.000 RDA 2002 Tax Allocation Bond 88030-Principal 875.000 920.000 ... .... 98070-Interest 106.875 62,000 -.. Total 961AM MOW 799.500 HBPFA 2014A 8W30-Principal 685.000 720.000 750,0D0 785.000 810.000 835.000 860.000 88070-Interest 393.919 352.394 319,244 298.719 264.794 240,119 214.694 Total 1.068.919 1.072.394 1.009y44 1.073.719 1.074.794 1.075.119 1,074,694 HBPFA 2020A 88030-Principal 88070-Interest 233,600 233.600 233,6D0 233.600 233,600 233,600 233,600 Total 233,6W 233,6W 233,6W 233,6W 233.600 233,600 233,600 HBPFA 2020E 88030-Principal 1.520,000 1.530,000 1.545,000 1.560,000 1,575.000 1,600.000 1.b25.000 88070-Interesl 13&307 129.355 117.222 102.652 83.402 60,816 34,720 Total 1,6%307 1,13W,355 1,662,222 1,662,652 1,658,402 1.680,816 1,659.720 Pension Obligation Bonds 2021 88030.Principal 13.525.000 13.575,000 13.565,000 13.805.000 13,995.000 14,225.000 14.500.000 88070-interest 9,045.364 8.994.834 8,911.076 8.764.314 8.578.775 8.343.519 8.071.679 22,571.364 22.569.934 22.576,076 22.589.314 22,573.775 22,586,519 22,571,979 Debt Svc Grand Coast CFD 20DO-1 88030-Principal 675,000 705.000 740,000 775.000 810,000 850.000 890,000 88070-Interest 399,669 367,700 333,425 297.400 257,775 216.275 172.775 Total 1,074,60 1,072.700 1.073,425 1,072,400 1,057,775 1.066.275 1.082.775 Debt Svc McDonnell CFD 2W2-1 88030-Principal 200.000 220.000 240,000 265.000 290.000 320.000 345.000 88070-Interest 219,888 206.918 192,598 176,816 159,473 140410 119.543 Total 419,888 42e,918 432,598 441,818 449,473 460.410 464.543 Debt Svc Huntiroon,CFD 2003.1 88030-Principal 925.000 965,000 1.010,000 1,055,000 1,115,000 1.175.000 1,235,000 88070-Interest 731,150 689,781 642,819 589.875 532.913 474.269 414.019 Total 1,656,150 1.654.781 1.652,819 1,644,875 1,647,013 1,649.269 1,649,019 800l Equipment 88030-Principal 516.949 525,789 88070-Interest 17.831 8,991 Total 534,780 534,780 LED Lighting Phssel SW30-Principal 122.239 126.430 64,832 88070-Interest 9 629 5 437 m02 Total 131,868 131.868 65,934 429 City of Huntington Beach Adopted Budget - FY 2021122 %MP Amortization Schedules & Debt Service Type Object Account& FY 22123 FY 2324 FY 2425 FY 25/26 FY 26127 FY 27/28 FY 28/29 Description Projected Projected Projected Projected Projected Projected Projected I-Bank CLEEN 88030-Principal 307.560 313.677 319.935 j 1 114' 88070 Interest 33.281 26.174 18.903 Total 340,941 339.951 338,838 337,802 336,741 Ambulance/Fire Truck 88030-Pnncrpal 154.259 157.638 88070-Interest 6.831 3.452 Total 161.090 161,090 800 mHz Backbone 88030 Pnncrpal 252.603 258.135 263,789 88070-Interest 16 962 11 430 5 777 Total 269,566 269,566 269,566 Caltornia Energy Commission 88030 Principal 266 244 268.868 271.609 274.332 277.092 279.844 282,665 88070- lnterest 19 968 17 345 14 604 11.981 9.131 6.369 3.54a Total 286.213 296,213 286,213 296,213 286,213 286,213 286,213 GRAND TOTAL 31.843.503 31,948.573 30,829,034 29,322,391 29.329,695 29,000,220 29.002.242 � r City of Huntington Beach Adopted Budget — FY 2021/22 Core Values & Strategic Plan ONE HB One Team: We are one team...working together to serve the people of Huntington Beach exceptionally to inspire pride in our community One Focus: We have one focus...to stay fanatical about achieving municipal excellence by being active caretakers of our unique, people-centric HB culture One Goal: We have one goal...to ensure the HB continually improves its standing as a premier coastal community as measured through the health of our people, our organization, our infrastructure, and our community The City of Huntington Beach values • Humility • Exceptionality • Social Awareness • Passion • Teamwork • Integrity STRATEGIC PLAN In 2019, the City Council held a Strategic Planning Retreat, during which they adopted broad Three Year Goals for the City. These goals are referenced against the department performance measures contained within each department's section of the budget document. The four long-term goals are: 1. Enhance and maintain high quality City services 2. Enhance and maintain the infrastructure 3. Strengthen long-term financial and economic sustainability 4. Enhance and modernize public safety service delivery 2021 PRIORITY POLICY AREAS On January 5, 2021. the City Council held a Strategic Planning Workshop to evaluate Priority Policy Areas for the new year, as well as set overall goals and Objectives to be incorporated into the City's annual work plan. During this session, the City Council identified five concurrent Priority Policy Areas, with an overarching priority of Organizational Fiscal Stability. The five Priority Policy Areas identified were: 1. Community Engagement 2. Homelessness Response 3. Economic Development& Housing 4. Infrastructure& Parks 5. COVID-19 Response These Priority Policy Areas relate specifically to the City's 2021 annual work plan and will be reviewed and updated by the City Council next year. As part of the workshop, each of the Priority Policy Areas were further developed into Strategic Goals and within each of those goals are Defined Objectives. The following pages show the Strategic Goals and Defined Objectives for the policy priorities developed by City Council during the January 5, 2021 workshop and formally adopted at the February 1, 2021 City Council meeting. 431 City of Huntington Beach Legislation Details (With Text) File*: 21-M Version: 1 Type: Consent Calendar Status: Passed File created: 112712021 In control: City Council/Public Financing Authority On agenda: 2/112021 Final action: 2/1/2021 Title: Consider adoption of the 2021 City Council Work Plan Attachments: 1. FINAL- 2021 City Council Strategic Planning Work Plan, 2. 1/29/21 Sup Com- Frampton Email Data Ver. Action By Action Result 2/1/2021 1 City Council/Public Financing approved Pass Authority REQUEST FOR CITY COUNCIL ACTION SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Oliver Chi, City Manager PREPARED BY: Travis K. Hopkins, Assistant City Manager Subiect: Consider adoption of the 2021 City Council Work Plan Statement of Issue: On January 5, 2021, the City Council conducted their 2021 Strategic Planning Workshop to identify overall goals and objectives for integration into the City's annual work plan. The seminar was facilitated by a team from Pat West Consulting, and through the discussion, the City Council identified the following 5 priority policy focus areas for 2021, which were identified for achievement while concurrently prioritizing the fiscal stability of the overall organization. 1. Community Engagement 2. Homelessness Response 3. Economic Development & Housing Organizational Fiscal Stability 4. Infrastructure & Parks 5. COVID-19 Response For each of the priority policy areas, specific strategic goals and defined objectives were also identified, and a summary deck of the City Council's 2021 work plan priorities is included as an attachment to this report. Once adopted, the work plan will serve to focus and prioritize the City's efforts as we move through 2021. Financial Impact: The fiscal impact of specific projects will be considered separately as they are developed. City of Huntington Beach Page 1 of 3 Pnnted on 3/2/2021 432 File#: 21-099, Version: 1 Recommended Action: Adopt the 2021 City Council Work Plan. Alternative Action(s): Do not adopt the 2021 City Council Work Plan, and provide staff with additional direction. Analysis: The City Council held a strategic planning workshop on January 5, 2021, which was facilitated by Pat West Consulting. During the meeting, the City Council discussed key policy priorities and reached consensus on prioritizing five key priority policy areas, to include Community Engagement, Homelessness Response, Economic Development & Housing, Infrastructure & Parks, and COVID-19 Response. Further, the City Council prioritized the need to pursue goals identified within each priority policy area while maintaining the overall financial stability of the City organization. The attached 2021 City Council strategic planning workshop summary deck is included as an attachment to this report, and highlights the following key priority policy areas, along with the corresponding identified goals: 1. Community Engagement Priorities Strategic Goal: Improve Communication Mechanisms Utilized by the City Strategic Goal: Improve Community / Constituent Engagement Experience 2. Homelessness Response Priorities Strategic Goal: Enhance Existing Homeless Response Efforts c Strategic Goal: Develop Homeless Response Solutions to Address the Root Causes of Homelessness c Strategic Goal: Position Huntington Beach to be a Regional Leader in Addressing Homelessness, Mental Health, and Other Related Issues 3. Economic Development & Housing Priorities Strategic Goal: Develop City Programs Aimed at Supporting, Promoting, and Diversifying our Economic Base c Strategic Goal: Utilize Updates to the City's Housing Element and Land Use Policies as an Economic Development Tool c Strategic Goal: Pursue Policies and Projects to Increase the Local Housing Supply 4. Infrastructure & Park Priorities Strategic Goal: Develop a Plan to Address Major Facility Needs for the Police Station, Civic Center, Lake Fire Station, and Corporate Yard c Strategic Goal: Prioritize Park and Community Center Improvements in the City's CIP Budget Strategic Goal: Develop Multi-Modal and Active Transportation Infrastructure Projects (Inclusive of Disability Access), Especially in the City's Downtown Resort District c Strategic Goal: Develop Smart City Policies While Prioritizing Broadband / Small Cell Access Throughout the Community City of Huntington Beach Page 2 of 3 Pnnted cn 302021 433 File M: 21-M, Version: 1 5. COVID-19 Response Priorities Strategic Goal: Provide Consistent COVID-19 Public Information, and Support Vaccination Efforts o Strategic Goal: Pursue COVID-19 Programs that Promote Economic Recovery Efforts In addition to the 5 priority policy areas, Organizational Fiscal Sustainability was identified as a continued area of importance, with the goal of maintaining the overall financial sustainability of the City organization. Environmental Status: Not applicable. Strategic Plan Goal: Non-Applicable - Administrative Item Attachment(s): 1. 2021 City Council Strategic Planning Work Plan City of Huntington Beach Page 3 of 3 Pnnted on 3=21 434 a O N V ` E $ N `o ° n o n v O G y, a ` o o ° .g L n n \ n u E o 0 cu a c c° i ° o p o 3 ? ° o v o r v ° ocit 3 o v o ° c .N u ° 6! C N O V1 C _O 'ap N O V ,N cc O a -0 � j O E a, � 4 O G u O it :^ CO . 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'D O C C � O Q C 0 O N Q y a e a r 1 tr o a N Q 7 � v y VO U N Q Q - c O Ciz 0 N � U •� O p O � N �• ` �' C •. � E c � o � - V Ol p £ 6i U `Q G Q O 3 o v o 3 a f o c' v 41In cc o T- 0 a a G 0 3 ° N u v c u O E c ° ° c o v E v ° o ++ c E L u ° O -0 a d a o L '-I N v� o E O O o °D Q u ° cu c r rn 0 0 Q1 p v ri o o O Q a > a v U Let N U O C J � O � o u d y � 0 c o n a N c d c n � n � o a a O a o o � o v o q Q o O v° O Q V w i[ ? •� C N N A fO U v c c LL w m f0 O O ° f0 00 O O H 440 City of Huntington Beach Adopted Budget - FY 2021/22 Long Term Financial Projections Long Term Financial Projection Overview The Long Term Financial Projection (the"LTFP")is a five-year plan for the City of Huntington Beach that forecasts the City's financial resources and projected expenditures based on planned levels of service and the strategic goals of the City. The LTFP focuses primarily on the forecast of future revenues and expenditures of the City's General Fund, The LTFP analyzes future expenditure trends with particular emphasis on negotiated labor contracts, pension costs, infrastructure needs and the current priorities of the City Council. The City utilizes the information in the LTFP as part of its annual budget development and updates the LTFP projections each year. The City's Strategic Plan, as adopted by the City Council each year, identifies the City's priorities for goals and projects for the next three years. The LTFP was developed using the City's adopted strategic goals as a guideline. In the 2021 Strategic Planning Session,held on January 5,2021,the City Council identified 5 priority policy areas to be achieved while concurrently prioritizing fiscal stability for the City organization including: 1) Community Engagement; 2) Homelessness Response; 3) Economic Development & Housing; 4) Infrastructure S Parks; and 5) COVID-19 Response. In addition, City Council established the following ongoing 3-year goals in 2019: 1)Enhance and Maintain High Quality City Services; 2) Enhance and Maintain the Infrastructure; 3) Strengthen Long-Term Financial and Economic Sustainability; and 4) Enhance and Modernize Public Safety Service Delivery. Economic indicators are mostly favorable in Huntington Beach as the economy recovers from the financial impacts of the COVID-19 pandemic. Of note, sales and transient occupancy tax revenues have recently been trending positively after the revenue lows in 2020. The positive revenue trends are largely due to declining COVID-19 cases and increasing percentage of the population that have been vaccinated, allowing for businesses to fully re-open. Based on the assumed growth in General Fund revenues, and the expected level and cost of City personnel and other expenditures, the LTFP reflects the following key findings: • City revenues are projected to increase as COVID-19 restrictions are retracted, businesses fully re-open, unemployment levels decline, and consumers are more willing to travel, • Personnel costs, which represent by far the greatest component of General Fund costs, are expected to increase due to negotiated increases in compensation and higher workers' compensation and pension costs: • In April 2021. the City refinanced 85 percent of its pension debt in response to steep increases in annual pension debt payments anticipated over the next decade. The City is projected to save$166.7 million from this initiative, which allowed the City to lower and level the annual unfunded liability payments: • There continues to be risks due to inherent variability in the projected revenues and expenditures - the greatest risks relate to additional growth in pension costs, decreased revenue as a result of fluctuating business cycles, and employee contracts that are expiring and must be renegotiated; and, • Other factors remain on the horizon such as unfunded and/or unexpected infrastructure and equipment needs. Proiected Revenues and Expenditures The LTFP is comprised of a baseline five-year projection of revenues and expenditures used to evaluate the City's future financial condition and capacity to fund existing and future commitments. The growth assumptions in the baseline projection are based primarily on historical growth, projected inflation, and existing City contractual obligations (e.g., negotiated employee contracts, fixed term contracts, debt service, utilities and other fixed costs). 441 City of Huntington Beach Adopted Budget — FY 2021/22 Long Term Financial Projections The LTFP forecast for the next five years shows modest growth in General Fund revenue over the five-year period. However, these modest revenue increases will be offset by projected increases in infrastructure and equipment needs, negotiated increases in compensation, rising CalPERS pension costs, and other inflationary pressures to fixed costs. The forecast is based on an annual average operating revenue growth of 2.0% over the five-year forecast period. In reality, revenue fluctuates over a period of time coinciding with economic cycles. Five-Year Long Term Financial Plan Summary Base Case In Millions FY 2021-22 FY 2022.23 FY 2023-24 FY 2024-25 FY 2025 26 Revenue S 228.0 $ 233.6 $ 237.9 $ 241.6 $ 247.6 Expense 228.0 233.6 237.9 241.6 247.6 su ual Deflcl $ - $ - $ - $ $ Projected General Fund expenses include a slight increase in non-personnel services costs for operating categories (e.g., supplies. maintenance, etc.); ongoing debt service funding: added Section 115 Trust pension liability set- aside; and strategic restoration of temporary expenditure reductions made in response to the COVID-19 pandemic. Challenaes on the Horizon Despite encouraging signs of economic growth, the City faces a number of challenges over the next five years such as: • Uncertainty of continued effectiveness of the COVID-19 vaccine • CalPERS reduction in the annual expected rate of return below 7.0% • Risk of CalPERS investment earnings below the expected rate of return • Infrastructure needs(streets, roads, storm drains, etc.) • Ongoing equipment maintenance and replacement costs • Increasing workers'compensation costs • Increasing general liability claims and insurance premium costs The City expects General Fund revenues to increase modestly over the next several years. The recovery of General Fund revenue has provided an opportunity to realign the City's balance sheet and adequately fund commitments already made. In an effort to address some of the challenges on the horizon, City Council adopted an Unfunded Pension Liability Policy that mandates the annual set-aside of funds in the Section 115 Trust to address any new unfunded pension liabilities in the future. In addition, the City significantly increased its investment in essential infrastructure and equipment in the current year and the LTFP contemplates continued investment in this area. Risk Analysis The projected revenues and expenditures in the LTFP are based on the following: • Local and National Economic Indicators • Orange County Assessor's Office • Property Tax and Sales Tax Consultants(HDL) • Economic Forecasts (i.e.. Chapman, Fullerton, and UCLA) • CaIPERS' Actuarial Valuations • Bartel Associates Analyses and Recommendations 442 City of Huntington Beach Adopted Budget — FY 2021/22 Long Term Financial Projections Inevitably, actual revenues and expenditures will differ from the LTFP projections, as there are inherent risks in local government financial projections. The State and the rest of the nation experienced a steep decline in economic activity as a result of the COVID-19 pandemic that reduced tax revenues to the City. Although many of the City's revenue streams are recovering, revenues are not anticipated to return to pre-pandemic levels until FY 2023/24. The potential of other risk factors, including stagnation in the economy or a subsequent downturn,could restrict the City's ability to fund its ongoing services and plan for financial sustainability. 443 Intentionally Left Blank N � f3 O V 444 City of Huntington Beach 9 Legislation Details (With Text) File #: 21r426 Version: 1 Type: Public Hearing Status: Passed File created: 5/24/2021 In control: City Council/Public Financing Authority On agenda: 6/1/2021 Final action: 6/1/2021 Title: Consider Adopting Resolution No. 2021-38 to Adopt a Budget for the City for Fiscal Year 2021/2022. Resolution No. 202141 establishing the Gann Appropriation Limit for Fiscal Year 2021/2022; Resolution No. 2021-40 Levying a Retirement Property Tax for Fiscal Year 2021/2022 to Pay for Pre- 1978 Employee Retirement Benefits; Resolution No. 2021-37 Setting Advanced Life Support, Basic Life Support, and Emergency Ambulance Transportation Fees to be Charged by the Fire Department; Resolution No. 2021-36 Amending the Community 8 Library Services Department Charges for Entrance To or Use of City Property (Supplemental Fee Resolution 14); Approve for introduction Ordinance No. 4232 Amending Huntington Beach Municipal Code Chapters 10.04 and 10.60 Relating to On-Street Parking Meter Zones; Approve the purchase of certain capital equipment and authorize the City Manager to enter into all documents necessary to acquire and lease finance the purchase of the capital equipment at an interest rate not to exceed 2.25%, approve the refinancing of the City's four outstanding capital leases at an interest rate not to exceed 1.50%, and authorize the City Manager or designee to take all administrative and budgetary actions necessary to complete the refinancing; and, Authorize the Mayor to establish a three-person City Council Ad-Hoc Subcommittee to review expenditure opportunities and make recommendations to the City Council on how to best utilize funds received through the American Rescue Plan Act(ARPA) Attachments: 1, Art 1 Public Hearing Notice.pdf, 2. Att#2 Reso 2021-38 FY 2021-22 Budget, 3. Att#3 Professional Services FY 2020-21, 4. Att#4 Reso 202141 GANN Limit, 5. Att#5 Reso 2021-40 Employee Override Tax, 6. Att06 Master Lease-Purchase Agreement, 7. Att#7 Capital Equipment Lease Documents, 8. Att#8 Refinance Lease Documents, 9. Att#9 Reso 2021-37 EMS, 10.Att#10 Ord 4232, 11. Att#11 Legis. Draft-Ord 4232, 12. Att#12 Reso 2021-36 MFCS Parking, 13. Sup Corn 6-1-21, 14. Sup Com- PowerPoint 6-1-21 Oats Ver. Actlon By Action Result: 6/1/2021 1 City Council/Public Financing Authority 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: Consider Adopting Resolution No. 2021-38 to Adopt a Budget for the City for Fiscal Year 2021/2022; Resolution No. 2021.41 establishing the Gann Appropriation Limit for Fiscal Year 2021/2022; Resolution No. 2021-40 Levying a Retirement Property Tax for Fiscal Year 2021/2022 to Pay for Pre-1978 Employee Retirement Benefits; Resolution No. 2021-37 Setting City of Huntington Beach File 0: 21426. Version: 1 Advanced Life Support, Basic Life Support, and Emergency Ambulance Transportation Fees to be Charged by the Fire Department; Resolution No. 2021-36 Amending the Community & Library Services Department Charges for Entrance To or Use of City Property (Supplemental Fee Resolution 14); Approve for introduction Ordinance No. 4232 Amending Huntington Beach Municipal Code Chapters 10.04 and 10.60 Relating to On-Street Parking Meter Zones; Approve the purchase of certain capital equipment and authorize the City Manager to enter into all documents necessary to acquire and lease finance the purchase of the capital equipment at an interest rate not to exceed 2.25%; approve the refinancing of the City's four outstanding capital leases at an interest rate not to exceed 1.50%. and authorize the City Manager or designee to take all administrative and budgetary actions necessary to complete the refinancing; and, Authorize the Mayor to establish a three-person City Council Ad-Hoc Subcommittee to review expenditure opportunities and make recommendations to the City Council on how to best utilize funds received through the American Rescue Plan Act (ARPA) Statement of Issue: The City Charter of the City of Huntington Beach requires a Public Hearing prior to the adoption of the City's annual budget. The City Charter further requires adoption of the annual budget by June 30, 2021, for Fiscal Year (FY) 2021/2022. Financial Impact: Employee Tax Override: Pursuant to Chapter 3.07 of the Municipal Code. the Proposed Budget for FY 2021122 assumes the continuation of the Retirement Tax Cap of S0.01500 per 5100 of assessed value. As of the most recent audited financial statements, this tax rate resulted in $6 8 million in revenue in FY 2019/20. This recurring revenue source is included in the Proposed FY 2021/22 Budget. Capital Equipment Financing: The replacement of three helicopters, one fire engine, and one rescue boat is included in the City's Capital Equipment Replacement program for FY 2021/22. Staff recommends the financing of the capital equipment, not to exceed $8.75 million, through a ten-year lease-purchase agreement. Based on a conservative interest rate estimate of 2.25%. the estimated annual debt service payment would be $986,892. which is included in the FY 2021/22 proposed budget Additionally, refinancing the City's current outstanding capital equipment loans at a conservative interest rate estimate of 1.50% would reduce General Fund debt service expenditures by -$43.000 over the life of the loans Emergency Medical Service (EMS) Fees: Updating the EMS fees in accordance with the most recent EMS fee study would increase General Fund revenues by -$1.1 million annually Parking Rate Adjustments: Changing the parking rates to incorporate seasonal rate changes and align with neighboring cities would generate an additional -$1 68 million in General Fund revenue CAq of Huntngton Beach Pape 2 of 11 PrmteJ on 7 29 202' 446 File 0: 21-426,Version: 1 annually. Recommended Action: A) Adopt Resolution No. 2021-38, "A Resolution of the City Council of the City of Huntington Beach Adopting a Budget for the City for Fiscal Year 2021/22;" and, B) Authorize the Professional Services included in the FY 2021/2022 budget to be representative of the services projected to be utilized by departments in FY 2021/2022; and, C) Approve budget adjustments to the FY 2021/2022 Proposed Budget in the Funds and by the amounts contained in Attachment 2, Exhibit A-1; and, D) Adopt Resolution No. 202141, "A Resolution of the City Council of the City of Huntington Beach Establishing the Gann Appropriation Limit for Fiscal Year 2021/2022" of $1,049,513,696;" and, E) Adopt Resolution No. 2021-40, "A Resolution of the City Council of the City of Huntington Beach Levying a Retirement Property Tax for Fiscal Year 2021/2022 to Pay for Pre-1978 Employee Retirement Benefits;" and, F) Approve the purchase and 10-year lease financing for the replacement of the City's three helicopters, fire engine, and rescue boat at an amount not to exceed $8.75 million, with an annual interest rate not to exceed 2.25%, and authorize the City Manager or designee to enter into any and all documents to finance the purchase of the capital equipment and take all administrative and budgetary actions necessary to complete the purchase and financing; and, G) Approve the refinancing of the City's four outstanding capital leases (Schedules 1000141779,1000142350,1000143109, and 1000146094) at an annual interest rate not to exceed 1.50%, and authorize the City Manager or designee to enter into any and all documents and take all administrative and budgetary actions necessary to complete the refinancing; and, H) Adopt Resolution No. 2021-37, "A Resolution of the City Council of the City of Huntington Beach Setting Advanced Life Support, Basic Life Support, and Emergency Ambulance Transportation Fees to be Charged by the Fire Department of the City of Huntington Beach;" and, 1) Approve for Introduction Ordinance No. 4232, "An Ordinance of the City of Huntington Beach Amending Chapters 10.04 and 10.60 of the Huntington Beach Municipal Code On-Street Parking Meter Zones;" and, J) Adopt Resolution No. 2021-36, "A Resolution of the City Council of the City of Huntington Beach Amending the Community Services & Library Department Charges for Entrance To or Use of City Property by Amending Resolution 2016-59, as Amended by Resolution Nos. 2017-28, 2017-44, 2017 -46, 2018-01, 2018-29, 201848, 2018-55, 2019-07, 2019-19, 2019-87, 2020-37, 2021-17, and 2021- 18, which Established a Consolidated Comprehensive Citywide Master Fee and Charges Schedule (Supplemental Fee Resolution 14); and, K) Authorize the Mayor to establish a three-person City Council Ad-Hoc Subcommittee to review expenditure opportunities and make recommendations to the City Council on how to best utilize funds received through the American Rescue Plan Act. CRy o1 Huntington Beach Pays 3 of 11 Pnnted on M29=21 447 File M: 21426, Version: 1 Alternative Action(s): Continue the Public Hearing until June 15, 2021, and instruct City staff regarding changes to be incorporated into the budget. Analysis: As required by the City Charter, the City Manager submitted the FY 2021/2022 Proposed Budget to the City Council on May 11, 2021. The Proposed Budget and the Five-Year Capital Improvement Program (CIP) were also discussed at a City Council Study Session held on May 17, 2021. The purpose of the budget study session was to provide the City Council an opportunity to discuss the Proposed Budget with staff before proceeding with the formal Public Hearing on June 1, 2021. Overview Over the past year, the City has come together as OneHB to address the fiscal and public health challenges of the COVID-19 pandemic. Through the leadership and support of the City Council, the City executed a Separation Incentive Program and comprehensive restructuring of all operating departments, which is estimated to save the City $6 million annually. In March 2021, the City refinanced 85 percent of its pension debt to save the City approximately $166.7 million and mitigate significant fluctuations in pension costs from year to year. Inclusive of these significant budget measures, the FY 2021/2022 Proposed Budget also includes the restoration of temporary operating cuts made in response to the COVID-19 pandemic, reflects the addition of four (4) full-time positions, and prioritizes improvements to the City's facilities, roads, and parks. The FY 2021/2022 Proposed Budget is structurally balanced and totals $424.4 million across All Funds. This reflects a $65.4 million, or 18.2 percent, increase from the FY 2020/2021 Adopted All Funds Budget of $359.0 million. A significant portion of the increase is due to added investment in essential infrastructure and equipment, restoration of COVID-19 temporary cost saving measures, and the establishment of the Pension Liability Fund required as part of the Pension Obligation Bond issuance. For FY 2021/2022, General Fund revenue is projected at $228.0 million, an $11.1 million or 5.1 percent increase from the current year's Adopted Budget. Major sources of General Fund revenue include Property Tax, Sales Tax, Utility Users Tax, and Transient Occupancy Tax, among others. The largest increases in General Fund revenue are in Sales Tax and Transient Occupancy Tax, with expected revenues totaling $44.6 million and $10.7 million, respectively. Most of the increases from these two revenue sources are attributable to the projected positive impacts resulting from widespread COVID-19 vaccinations, loosening public health orders, and the re-opening of businesses for indoor dining and shopping. The Proposed General Fund Expenditure Budget totals $228.0 million; an $11.1 million, or 5.1 percent increase, compared to the FY 2020/2021 Adopted Budget of $216.9 million. The increase is mainly due to the added Section 115 Trust pension liability set-aside, increased investment in infrastructure and equipment, and restoration of expenditure reductions made in response to the Cdy of Huntington Beach Pape 4 of 11 Pnnted on 7/29=21 448 File N: 21-426, Version: 1 COVID-19 pandemic. The Proposed General Fund Budget has no reliance on one-time revenues to fund ongoing operations. The FY 2021/2022 Proposed Budget includes 962.25 Full Time Equivalents (FTEs): an increase of four (4) FTEs across all funds compared to FY 2020/2021. The new positions include one (1) Administrative Aide and one (1) Administrative Analyst in Public Works to focus on the Smart Cities Initiative and sustainability projects and programs, one (1) Principal Administrative Analyst in the Administrative Services Department to oversee Citywide performance management and data analysis, and one (1) Deputy Director of Homeless and Behavioral Services dedicated to coordinating the City's homeless response efforts. The FY 2021/2022 Proposed Budget was carefully prepared to balance immediate priorities, along with the need for long-term investments. The City Budget reflects the priorities of the City Council and outlines a plan committed to enriching the quality of life for our residents, businesses, and visitors by increasing funding for core services such as public safety, community & library service programs, and improving the City's infrastructure. Revisions to the Proposed Budget The FY 2021/2022 Proposed Budget presented to the City Council on May 17, 2021. totaled $424.2 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: • 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 2021/2022 was calculated as follows: FY 2020/2021 Appropriation Limit $1,001,044,445 City of Huntington Beach Page 5 of 11 Pnnted on 7/292021 449 File•: 21-426, Version: 1 Multiplied by percentage grown in State Per Capita Personal Income 1.0573 Multiplied by change in County Population 0.9916 Proposed FY 2021/2022 Appropriation Limit $1.049,513,696 Appropriations of revenues controlled by the Gann Limit are primarily in the General Fund. The General Fund proposed appropriation for FY 2021/2022 of $228.0 million is significantly below this appropriation limit (Attachment 4). Examples of proceeds of taxes governed by the Gann Appropriation Limit include 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. Employee Tax Override On July 16, 2012, the City Council adopted an ordinance to permanently cap the tax rate at $0.01500 per $100 of assessed valuation. Therefore, the requested tax levy for FY 2021/22 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 2021/22 will represent the tenth year of the application of the permanent cap. 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 public safety employee pension costs associated with pre-1978 retirement benefit levels. As such, the tax can only pay for the estimated costs associated with the public safety 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 public safety City employees that were contracted for prior to July 1, 1978 (such as the 2% at age 50 benefit formula for Safety employees in place before enactment of Proposition 13). Based on the most recent CalPERS actuarial valuations, the cost of pre-1978 retirement benefit levels for Safety personnel totals $25.3 million. As such, the proposed tax rate is recouping only 26 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 for Fiscal Year 2021/22. Public Hearing The City Charter requires that a public hearing be conducted on the City budget prior to adoption. A Public Hearing notice has been published per City Charter requirements (Attachment 1). At the close of this hearing, all legal requirements for budget adoption will have been met. Capital Equipment Financing The City's FY 2021/22 capital equipment plan includes the replacement of three MD520N helicopters that were placed into service in 1998. 2001, and 2007. The City has issued a Request for Proposals for the purchase of three new helicopters, which includes the sale of the existing helicopters. The anticipated cost of the helicopter acquisition, net of the estimated sale proceeds of -$2.5 million, is anticipated to be -$7.3 million. Crty of Hunbngton Beach Page 6 of 11 Pnnted on 712W2021 450 File 111: 21426, Version: 1 The budget also includes the replacement of a high usage fire engine that was placed into service in 2002 with a Pierce model to ensure interoperability. The replacement fire engine will be obtained from Pierce Manufacturing through South Coast Fire Equipment and is anticipated to cost $867.440 Competitive pricing was obtained through an interagency transaction with the City of Los Angeles. The City currently has three Lifeguard rescue boats, with the oldest (33 years) recommended for replacement. The cost of the new boat is estimated at $583.000 and will be competitively bid. Staff is recommending financing the costs for the replacement of the helicopters, fire engine. and boat. The City's existing Master Lease Agreement with JP Morgan Chase would be amended to include the lease-purchase of these critical pieces of public safety equipment at an estimated total cost not to exceed $8.75 million, with an interest rate not to exceed 2.25%. The estimated first year debt service of $986,892 for a 10-year loan is included in the City's Proposed FY 2021122 budget. The City currently has four capital equipment leases with an outstanding principal balance of $4.051.527 with interest rates between 1 .71-2.234% for the acquisition of two North Star ambulances. two Pierce fire engines, and 800 MHz backbone and related equipment. Currently, interest rates have lowered to the point where refinancing the outstanding loans will be economically beneficial. The proposed no-cost refinancing at a conservative interest rate of 1 .50% would save the City —$43,000 over the life of the loan. The amortization schedule of the proposed refinancing is structured to coincide on a fiscal year basis with the maturity dates of the loans being refinanced. Emergency Medical Service (EMS) Fees Fire Department fees for emergency medical services were last adjusted in 2012. The City engaged the Matrix Group to evaluate cost of service relationships between the City and its customers for emergency medical services. A top-down approach was used to distribute the cost recovery for these services across all users. The proposed fees will eliminate the current deficit between the City's actual costs and the existing fees, while remaining in alignment with neighboring jurisdictions. The following proposed fee schedule was prepared by The Matrix Group in cooperation with City staff: Fee Description urrent Fee Recommended Fee Basic Life Suptxxt IBLS)Base Rate • Ad%anced Life Suprwt(ALS)Surcharge 11111 1-4 Non-Resident Surcharge 474 Treat No transport Fee t a i 166 %ideage 516.54'mile tiIS77/mile )ween 81 115 f-KG S60-1 W 64 ' the BLS Ba.e Rate pre%iou,h appros ed uith R",lution 2021-61 includes Fmergenc% Dransport Fees of S717.07,BL` The recommended fee schedule shown above sets all rates at full cost recovery. Additionally, the schedule would eliminate the itemized charges of medical supplies and medications to allow for a more streamlined billing and recording process. FireMed rates will remain unchanged and members will continue to be protected against any out-of- pocket costs, if they are insured, and uninsured members will continue to receive a 20% reduction of City of Huntington Beach Pape 7 of 11 Printed on 7f2WO21 451 File/: 21-426, Version: 1 the fees. Parking Rate Adjustments Hour1V Parking Meter Rates Staff conducted a review of surrounding beach cities, including Laguna Beach and Newport Beach, and is proposing changing the metered parking rate from a year-round $2.00 hourly rate to a seasonal rate ranging from $2.25-3.00 per hour, as shown below: Current Rate Prongred Rate Meter Zone Year Round Off-Peak Peak Seasori Pier Plaza (lots north/south of pier) 2 00 Beach Blvd The proposed peak season rates would be in effect from Memorial Day weekend though Labor Day. and are comparable to the rates at surrounding beach cities. Other administrative changes pertaining to the proposed Ordinance include the movement of the Southside Atlanta meters from residential to recreational zoning. South Beach Attended Lots Staff is proposing to increase the current daily rates for the South Beach attended lots from $15 to $20 per day for autos, pickup trucks, motorcycles, and vehicles over 20 feet in length during the following periods: • Saturdays and Sundays during peak season, as defined above • Memorial Day • Labor Day Rates for the South Beach Attended Lots were last adjusted in November 2009. The proposed rate increase would not affect vehicles with disabled person placards Additionally, the annual beach parking pass rate will remain unchanged. Main Promenade Parking Structure Based on review of the Main Promenade Parking Structure rates. staff is proposing the elimination of the current customer validation program with a revised rate schedule that includes 90 minutes of free downtown parking in the structure, followed by $1 .00 for each 20-minute period thereafter The revised rate structure would benefit all Downtown businesses. including those not currently participating in the customer validation program, and encourage patrons to park in the structure instead of the nearby residential areas In addition, staff is proposing that the maximum daily rate be increased from $17.00 to $20.00 during the peak season to align with the proposed South Beach Attended Lot rates. Staff is also recommending that the current Peak - Holiday and Special Event rate be removed and replaced with the maximum daily rate of $20.00 during the peak season. The current and proposed rate structures are shown below Cay of Huntington Beach Page B of t t Pnnted w 129=21 452 File 0: 21-426, Version: 1 CURRENT RATE STRUCTURE First 30 minutes No Charge Up to Two Hours (includes first 30 minutes) $1.00/hour After Two Hours $1.00/Each 20 minutes Customer Validation/hour(Max two validations per ticket) $.50/hour PROPOSED RATE STRUCTURE First 90 minutes No Charge After 90 minutes $1.00/Each 20 minutes After 90 minutes -4th of July and Air Show" $2.00/Each 20 minutes Maximum Daily Rates Current Proposed Off-Peak S 15.00 No change Peak Season* 17.00 20.00 Peak Season - Holidays and Special Events 20.00 Remove 'Cunrenik,peak seam is defined as Memorial UN-Labor Dad, Ibis Mould be changed to Memoral Das weekend-I abor Da% weekend to align with the proposed seasonal howrh puking meter me changes. e• Includes Mo additional daNs immediatch preceding and or following luh 4' as seltt7ed M the Dinwtor of Communm d I ihr lien ice. and Three-Das Air Show F.sent. General Fund Impact The proposed parking rate adjustments described above would have the following impact to General Fund revenues: • Parking Meter Adjustments: Annual increase of -$1.32M • South Beach Seasonal Attended Parking Lot Fee Adjustments: Annual increase of -$376k • Main Promenade Parking Structure Adjustment: Annual decrease of-$16k If approved, the hourly parking meter adjustments would take effect July 15th, and all other rate adjustments would take effect June 21 . American Rescue Plan Act(ARPA) The American Rescue Plan Act of 2021 provides $1.9 trillion in funding, program changes, and tax policies aimed at mitigating the effects of the COVID-19 pandemic, and includes $350 billion in funding to state, local, territorial, and tribal governments. The City is estimated to receive $29.6 million, to be allocated in two distributions, the first of which was received in May 2021, and the second to be received the following year. On May 10, 2021, the Department of Treasury released the Interim Final Rule for the use of the Coronavirus State and Local Fiscal Recovery Funds (CSLFRF), which includes the following objectives: • Support urgent COVID-19 response efforts to continue to decrease spread of the virus and bring the pandemic under control; • Replace lost revenue for eligible state, local, territorial, and Tribal governments to strengthen support for vital public services and help retain jobs; city of Hunbrtglort Basch Page 9 of 11 Pnn[ed on 7/2912f121 453 File aY: 21-426, Version: 1 • Support immediate economic stabilization for households and businesses; and, • Address systemic public health and economic challenges that have contributed to the inequal impact of the pandemic. The CSLFRF provides substantial flexibility for local governments to meet local needs and can also be used to make necessary investments in water, sewer, and broadband infrastructure. The funds must be used on eligible costs encumbered between March 3, 2021. and December 31, 2024. Staff is recommending the creation of an ARPA subcommittee to review potential uses of the funds under the following framework: • Repair past COVID-19 impacts • Respond to present needs • Plan for HB's future Final guidance on eligible uses of ARPA funding and related reporting is expected from the Department of Treasury after the 60-day comment window for the Interim Final Rule. Environmental Status: Not applicable. Strategic Plan Goal: Organizational Fiscal Stability Community Engagement Homelessness Response Economic Development & Housing Infrastructure & Parks COVID-19 Response Attachment(s): 1. Public Hearing Notice 2. Resolution No. 2021-38, "A Resolution of the City Council of the City of Huntington Beach Adopting a Budget for the City for Fiscal Year 202112022" 3. Professional Services included in the Fiscal Year 2021/2022 Budget 4. Resolution No. 2021-41, "A Resolution of the City Council of the City of Huntington Beach Establishing the Gann Appropriation Limit for Fiscal Year 2021/2022" 5. Resolution No. 2021-40, "A Resolution of the City Council of the City of Huntington Beach Levying a Retirement Property Tax for Fiscal Year 2021/2022 to Pay for Pre-1978 Employee Retirement Benefits" 6. Master Lease Purchase Agreement 7. Capital Equipment Lease Documents and Opinion of Counsel 8. Refinancing Lease Documents and Opinion of Counsel 9. Resolution No. 2021-37, "A Resolution of the City Council of the City of Huntington Beach Setting Advanced Life Support. Basic Life Support, and Emergency Ambulance Transportation City of Huntington Beach Page 10 of 11 Pnnl•d on 7/2g/2021 454 File N: 21.426, Version: 1 Fees to be Charged by the Fire Department of the City of Huntington Beach" 10. Ordinance No. 4232, "An Ordinance of the City of Huntington Beach Amending Chapters 10.04 and 10.60 of the Huntington Beach Municipal Code On-Street Parking Meter Zones" 11.Legislative Draft of Ordinance No. 4232 12. Resolution No. 2021-36, "A Resolution of the City Council of the City of Huntington Beach Amending the Community Services & Library Department Charges for Entrance To or Use of City Property by Amending Resolution 2016-59, as Amended by Resolution Nos. 2017-28, 2017-44, 2017-46, 2018-01, 2018-29, 201848, 2018-55, 2019-07, 2019-19, 2019-87, 2020- 37, 2021-17, and 2021-18, which Established a Consolidated Comprehensive Citywide Master Fee and Charges Schedule (Supplemental Fee Resolution 14)" City of Hunongw Beech Pepe 11 of 11 PnnMd on 7f29/2021 455 PUBLIC HEARING CITY OF HUNTINGTON BEACH tVdp al PA k Hse,rq o,e,e P,opw Cny B dpet kx Fn Yw 2021'2022 Notice is hereby given that a Public hearing will be held by the City Coun- cil of the City of Huntington Beach for the Purpose of considering the City Budgqeet for Fiscal Year 20211=. The Proposed Budget for Fiscal Year 2021/p2'! totals $424,421,323 Including General Fund Expenditures of $227,990,486. The Public hearing is scheduled as follows via Zoom and, with limited capacity, in the Council Chambers of the Civic Center,locat- ed at 2000 Main Street: -- ._Tuesday.June 1, I,6:00pm_--_____ By phone: (669)900-6833 Meeting 1 D: 9715413 0528 The public may obtain copies of the Proposed Budget for Fiscal Year 2021r=from the C ity's web h site at htto:dwwwuntinafPnbeanc�o.aav, Please note that due to the health orders in place related to the COV I D-19 Pandemic, room copocity in The Council Chambers is limited to 50 Per- cent, Any Person greater than 2 Years of age must adhere to the follow- ing guidelines: 1. Wear a face covering-or 2. Be fully vaccinated of least two weeks Prior to attendance-or 3. Provide a negative COV I D-19 PCR test from within the Past 48 Fours.or same-day negative rapid antigen COV I D-191est. 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 moiled 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 em- ployment in,city Programs or activities. The City of Huntington Beach is an equal opportunity employer. Dated: May 21,2021 City of Hunti nyton Beach BY: Robin Esfanislou, City Clerk 2000 Main Street Huntington Beach,CA 92648-2702 Telephone: (714) 536-5405 Published Legal Section OC Register May 22,2021 11464345 456 RESOLUTION NO. 2021-38 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2021/22 WHEREAS, Article VI ofthe Huntington Beach City Charter requires the Cite 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 2021/22. 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 2021/22. 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 2021/22. 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 2021/22 arc sufficient to fund the appropriations set forth in Proposed Budget f'or Fiscal Year 2021/22. SECTION 3: That the Proposed Appropriations and Transfers Out for Fiscal Year 2021/22. a copy of which is attached hereto as Exhibit "C and incorporated by this reference as though filly 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. mar revise the Tables of Organization provided that the total authorized number of personnel is not exceeded. SECTION 5: That t'rom the eficctive date of the budget. the several amounts stated therein as proposed expenditures shall be and become appropriated to the several departments. oflices 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 total appropriations contained in the budget. 457 Resolution No. 2021.38 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 (5500.000.00). SECTION 7: That the Capital Improvement Program contained in the Proposed Budget for Fiscal Year 2021/22 (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. SECTIONS: 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 2021/22 (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 Chief Financial Of7icer may, as necessary, increase appropriations for donations. grants. and other instances where there is an otlseming source of revenue received. up to $250.000 per source or grantor. Donations and grant awards with matching requirements, or exceeding $250.000 from a single source or grantor. require City Council approval. Any resolutions authorizing budget amendments related to donations. grants. and other instances where there is an offsetting source of revenue received in conflict herewith are hereby repealed. 21.9750/256403 2 458 Resolution No. 2021-33 PASSED AND ADOPTED be the Cite Council of the City of Huntington Beach at a regular meeting thereof held on the day of yr 2021. • ayor EWED AN PPROVED: APPROVED AS TO FORM: Li ty Manager ,Ciq Attorney M INITIATED AND APPROVED: i Chief Financial Officer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2021 22 as of June 1. 2020 Exhibit A-1: Proposed Budget for Fiscal Year 2021 22 Re%isions Exhibit B: Estimated Re%enue and Transfers In for Fiscal Year 2021 '22 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2021 '22 Exhibit D: Tables of Organization 21-9750 256403 3 459 I f I ar n� scal ear J2022 Proposed u get �o�tir. cP` Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT A-1 City of Huntington Beach FY 2021/2022 Proposed Budget Appropriation Revisions General Fund Amount Department FY 20212022 Proposed Budget submitted on May 17. 2020 227.726.495 Citywide New PosNon-Deputy Director of Homeless& Behavonal Services 253.991 Police Total FY 202112022 General Fund Revised Proposed Budget 227,980,486 All Funds FY 2021/2022 Proposed Budget presented on May 17, 2020 424.167,332 Citywide General Fund Revision(see above) 253,991 Police Total FY 202112022 All Funds Revised Proposed Budget 424,421,323 461 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2021/22 Budget Fund Title Revenue & Transfers In 100 General Fund 227,980,486 101 Specific Events 693,500 122 Inmate Welfare Fund 2,000 201 Air Quality Fund 250,000 206 Traffic Impact 100,000 207 Gas Tax Fund 3,274,452 210 Sewer 100,310 211 Drainage 200.000 213 Measure M Fund 3,015,617 216 Property and Evidence 10,000 217 Affordable Housing In-Lieu 873,071 219 Traffic Congestion Relief 42 1,800,006 226 Quimby Fund 267,700 228 Park Dev Impact Res 300,000 233 Housing Residual Receipts 32.E 234 Disability Access Fund 84,000 235 Park Dev Impact Non Res 50,000 236 Public Art in Parks 6,000 239 CDBG 1,238,214 240 HOME 1,850,751 243 Surf City"3" Cable Channel 510,000 308 In-Lieu Parking Downtown 66,639 314 Infrastructure Fund 11,500,000 322 ELM Automation Fund 360,000 324 Equipment Fund 5,000,000 350 RORF 6,465,704 352 LMIHAF 600,E 401 Debt Svc HBPFA 3,376,206 405 Debt Svc Grand Coast CFD 2000-1 1,089,746 408 Debt Svc McDonnell CFD 2002-1 426,528 410 Debt Svc Bella Terra 2,436,393 412 Pension Liability 22,571,894 501 Certified Unified Program Agency 262,500 504 Refuse Collection Service 13,706,641 506 Water 41,035,893 507 Water Master Plan 3,566,760 508 WOCWB 1,649,000 511 Sewer Service Fund 10,747,168 551 Self Insurance Workers' Comp 7,263,164 552 Self Insurance General Liability 4,750,000 702 Retiree Insurance Fund 66,000 703 Retirement Supplement 1,434,000 704 Fire JPA Fund 405,866 709 BID Hotel/Motel 4,280,000 710 BID Downtown 90.E 711 Parking Structure-Bella Terra 763,018 462 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2021/22 Budget Fund Title Revenue & Transfers In 712 Parking Structure-Strand 1,450,000 716 Section 115 Trust 1,821,176 810 Prop 68 Per Capita Grant 177,952 963 Sr Mobility Program 235,264 979 AB109 Public Safety Realignmen 73,655 984 SIESF Grant 12/13 300,000 1228 CalRecycle City/County CRV 49,530 1233 OC Recycling Market Development Zone 6,000 1246 CENIC E-Rate 60,000 1247 Arterial Rehabilitation 3,982,446 1267 5B 2 Reimbursement 548,495 Total Revenue 395,255,745 463 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2021/22 Budget Department/Fund Title Appropriations & Transfers Out General Fund (Company 100) City Council 383,735 City Attorney 2.597,099 City Clerk 840,115 City Treasurer 263,165 City Manager 1,976,629 Administrative Services 8,784,479 Community Development 9,330,575 Community& Library Services 13,541,325 Finance 5,924,136 Fire 47,751,013 Police 77,556,549 Public Works 19,962,943 Non-Departmental 39,068,723 Sub-Total General Fund 227,980,486 Other Funds (Company Number and Title) 101 Specific Events 693,500 122 Inmate Welfare Fund 40,000 201 Air Quality Fund 531,500 206 Traffic Impact 1,690,000 207 Gas Tax Fund 4,076,420 210 Sewer 700,000 211 Drainage 825,000 212 Narcotics Forfeiture Federal 257,000 213 Measure M Fund 2,318,987 214 Narcotics Forfeiture State 140.000 216 Property and Evidence 50,000 219 Traffic Congestion Relief 42 1,840.000 226 Quimby Fund 260,000 227 Police Facilities Dev, Impact 1.124,000 228 Park Dev Impact Residential 3,776,370 229 Library Development Impact 300,000 233 Housing Residual Receipts 32,000 234 Disability Access Fund 84,000 236 Public Art in Parks 35,000 239 CDBG 1,238,214 240 HOME 1.850,751 243 Surf City"3"Cable Channel 501,000 308 In-Lieu Parking Downtown 60,000 314 Infrastructure Fund 17,665,195 322 ELM Automation Fund 428,214 324 Equipment Fund 7,108,898 464 Resolution No 2021-38 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2021122 Budget Department/Fund Title Appropriations & Transfers Out Other Funds (Company Number and Title - Continued) 350 RORF 6,341,783 352 LMIHAF 580.950 401 Debt Svc HBPFA 2,972.364 405 Debt Svc Grand Coast CFD 2000-1 1,089,746 408 Debt Svc McDonnell CFD 2002-1 426,528 410 Debt Svc Bella Terra 2,436,393 412 Pension Liability 22,571.894 501 CUPA 262,172 504 Refuse Collection Service 13,667,909 506 Water 44,122,678 507 Water Master Plan 3,493,684 508 WOCWB 1,649.000 511 Sewer Service Fund 13,764,987 551 Self Insurance Workers'Comp 7,084,260 552 Self Insurance General Liab 7,471,872 702 Retiree Insurance Fund 1,230,583 703 Retirement Supplement 6,273.022 704 Fire JPA Fund 405,866 709 BID HolellMotel 4,280,000 710 BID Downtown 90,000 711 Parking Structure-Bella Terra 763.018 712 Parking Structure-Strand 1,492,612 810 Prop 68 Per Capita Grant 177,952 963 Sr Mobility Program 235,264 979 AB109 Public Safety Realignment 125,475 984 SLESF Grant 12/13 220,000 1228 CalRecycle City/County CRV 170,281 1233 OC Recycling Markel Dvlpmt Zone 6.000 1246 CENIC E-Rate 60,000 1247 Arterial Rehab 4,800,000 1267 SB 2 Reimbursement 548,495 Sub-Total Other Funds 196,440 837 Total City Appropriations 424.421 323 4hS Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 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 1100 11.00 11.00 000 City Clerk 4.00 4.00 4.00 4.00 4.00 0.00 City Treasurer 2.00 2.00 2.00 1.50 1.50 0.00 City Manager 7.00 8.00 9.00 7.00 7.00 000 Administrative Services 45.00 44.00 43.00 33.00 34.00 1.00 Community Development 49.50 49.50 51.50 54.00 54.00 0.00 Community 8 Library Services 64.25 64.25 64.25 60.25 60.25 0.00 Finance 33.00 33.00 33.00 31.50 31.50 0.00 Fire 198.00 198.00 198.00 200.00 200.00 0.00 Police 364.50 365.50 365.50 356.00 357.00 1.00 Public Works 207.00 20700 20700 19900 201 00 2.00 Total 986.25 987.25 989.25 958.25 962.251 4.00 GENERAL FUND FY 2018119 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 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 4.00 400 4.00 0.00 City Treasurer 2.00 2.00 2.00 1.50 1.50 0.00 City Manager 6.15 7.15 895 700 7.00 0.00 Administrative Services 38.05 37.20 35.40 30.70 31.55 0.85 Community Development 45.17 45.17 46.67 49.52 49.52 0.00 Community 8 Library Services 58.91 58.91 59.41 56.41 56A1 0.00 Finance 31.42 31.42 31.42 29.92 30.10 0.18 Fire 194.10 194.10 194.20 196.20 196.30 0.10 Police 362.50 36250 362.50 353.00 355.00 2.00 Public Works 9775 9775 9595 5300 5350 1 0.50 Total 852.05 852.20 852.50 793.25 796,881 3.63 Note: Reflects the Table of Organization for Fiscal Year 2021/22 however 12 positions are defunded 466 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021/22 Actual Actual Adopted Revised Proposed CITY COUNCIL 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 -City Council 8.00 8.00 8.00 8.00 8.00 Mayor and Council Members are not included in the FTE Count. CITY ATTORNEY Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 Chief Assistant City Attorney 1.00 2.00 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 2.00 2.00 2.00 2.00 2.00 Senior Deputy City Attorney 3.00 300 3.00 3.00 3.00 Senior Legal Assistant 1.00 1.00 1.00 1.00 1.00 Senior Trial Counsel 1.00 Total -City Attorney 11.00 11.00 11.00 11.00 11.00 CITY CLERK 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 -City Clerk 4.00 4.00 4.00 4.00 4.00 CITY TREASURER Administrative Analyst 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 -City Treasurer 2.00 2.00 2.00 1.50 1.50 467 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019120 FY 2020121 FY 2020121 FY 2021122 Actual Actual Adopted Revised Proposed CITY MANAGER Administrative Assistant 1.00 1.00 1.00 1.00 100 Assistant City Manager 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 1.00 2.00 2.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 1.00 Director of Organizational Learning & 1.00 1.00 Engagement Energy Project Manager 1.00 Executive Assistant 1.00 1.00 Principal Administrative Analyst 2.00 2.00 2.00 Total -City Manager 7.00 8.00 9.00 7.00 7.00 ADMINISTRATIVE SERVICES Director of Administrative Services 1.00 1 00 Deputy Director of Administrative Services 1 00 1 00 Principal Administrative Analyst 1.00 Subtotal Administration 200 300 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Director of Human Resources 1.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Liability Claims Coordinator 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 2.00 2.00 Personnel Analyst 2.00 2.00 Personnel Assistant 3.00 3.00 3.00 2.00 2.00 Risk Management Specialist 2.00 2.00 2.00 1.00 1.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 Senior Risk Management Analyst 1.00 1.00 1.00 Subtotal Human Resources 15.00 14.00 14.00 11.00 11.00 468 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020121 FY 2020l21 FY 2021I22 Actual Actual Adopted Revised Proposed ADMINISTRATIVE SERVICES (continued) Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Chief Information Officer 1.00 1.00 1.00 GIS Analyst II 4.00 4.00 4.00 1.00 1.00 Information Technology Analyst 1 3.00 3.00 Information Technology Analyst II 3.00 3.00 3.00 1.00 1.00 Information Technology Analyst III 1.00 1.00 1.00 Information Technology Analyst IV 4.00 4.00 3.00 3.00 3.00 Information Technology Analyst Senior 5.00 5.00 5.00 2.00 2.00 Information Technology Technician 1 2.00 2.00 2.00 1.00 1.00 Information Technology Technician 111 1.00 1.00 1.00 2.00 2.00 Information Technology Technician IV 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 Network Systems Administrator 1.00 1.00 1.00 1.00 1.00 Senior Info Tech Manager 1.00 1.00 Senior Info Tech Technician 2.00 2.00 2.00 2.00 2.00 Senior Telecommunication Technician 1.00 1.00 1.00 Subtotal Information Services 30.00 30.00 29.00 20.00 20.00 Total - Administrative Services 45.00 44.00 43.00 33.00 34.00 COMMUNITY DEVELOPMENT Director of Community Development 1.00 1.00 1.00 1.00 1.00 Deputy Director of Comm Dvlpmt 1.00 2.00 2.00 2.00 2.00 Deputy Director of Econ Dvlpmt 1.00 Principal Administrative Analyst 1.00 1.00 1.00 1.00 Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 2.50 2.50 2.50 2.00 2.00 GIS Analyst II 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 8.50 9.50 9.50 10.00 10.00 469 Resolution No 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021122 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT (continued) Planning Manager 1 00 1.00 1 00 1.00 1 00 Principal Planner 1.00 1.00 1.00 Senior Planner 3.00 3.00 2.00 2.00 2.00 Associate Planner 4.00 4.00 400 3.00 3.00 Permit & Plan Check Manager 1.00 1.00 Permit & Plan Check Supervisor 1.00 1.00 1.00 Assistant Planner 200 2.00 2.00 2.00 2.00 Senior Permit Technician 3.00 3.00 3.00 4.00 4.00 Administrative Secretary 1.00 1.00 Building Manager 100 1.00 1.00 1.00 1.00 Plan Check Engineer 2.00 2.00 2.00 1.00 1.00 Inspection Supervisor 2.00 2.00 2.00 1.00 1.00 Principal Electrical Inspector 1.00 1_00 1,00 1.00 1.00 Principal Inspector Plumbing/Mechanical 100 1 00 100 1.00 1.00 Building Inspector 1 1 00 1 00 1 00 1.00 1.00 Building Inspector II 200 200 2.00 1.00 1.00 Building Inspector 111 6.00 600 600 600 600 Subtotal Development Services 3000 3000 3000 2800 2800 Housing Manager 1.00 1.00 Real Estate & Project Manager 1 00 1.00 1.00 Administrative Analyst Senior 1 00 1.00 1.00 1.00 1.00 Administrative Aide 1.00 1.00 1,00 Code Enforcement Supervisor 1_00 1.00 1.00 1.00 1 00 Senior Code Enforcement Officer 2.00 2.00 200 2.00 2.00 Code Enforcement Officer 1 1 00 1.00 2.00 3.00 3.00 Code Enforcement Officer 11 2.00 2.00 3.00 4.00 400 Code Enforcement Technician 1 00 1.00 1 00 1.00 1.00 Economic Development Manager 1.00 1 00 Economic Development Project Manager 1 00 1 00 1.00 1.00 1 00 Subtotal Community Enhancement 1100 1000 1200 16.00 1600 Total - Community Development 49.50 49.50 51.50 54.00 54.00 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021/22 Actual Actual Adopted Revised Proposed COMMUNITY& LIBRARY SERVICES Director of Community& Library Services 1 00 1.00 Director of Community Services 1 00 1,00 1 00 Director of Library Services 1.00 1.00 1 00 Deputy Director of Community& Library Services 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 0.50 0.50 0.50 1.00 1.00 Park Development Project Coordinator 1.00 1.00 Assistant Planner 1.00 Subtotal Administration 5.50 5.50 5,50 5,00 5.00 Administrative Secretary 0.50 0.50 0.50 Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 2.00 2.00 2.00 1.00 1.00 Comm Svcs & Recreation Specialist 1.00 1.00 1.00 2.00 2.00 Supervisor, Parking/Camping Facility 1.00 1.00 1.00 1.00 1.00 Parking Meter Repair Worker 2.00 2.00 2.00 2.00 2.00 Parking& Camping Assistant 1.00 1.00 1.00 1.00 1.00 Parking& Camping Crewleader 1.00 1.00 1.00 1.00 1.00 Parking& Camping Leadworker 2.00 2.00 2.00 2.00 2.00 Maintenance Worker 1.00 1.00 1.00 Subtotal Facilities& Events 12.50 12.50 12.50 11-00 11.00 Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 4.00 4.00 4.00 4.00 4.00 Comm Svcs Recreation Specialist 6.00 6.00 6.00 6.00 6.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Senior Services Assistant 1.00 1.00 1.00 1.00 1.00 Senior Services Transportation Coordinator 1.00 1.00 1.00 1.00 1.00 Senior Supervisor Human Services 1.00 1.00 1.00 1.00 1.00 Social Services Supervisor 1.00 1.00 Social Worker 1.00 1.00 1.00 Volunteer Services Coordinator 1_00 1.00 1.00 1.00 1.00 Subtotal Programs & Services 17,00 17.00 17.00 17.00 17.00 471 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Actual Actual Adopted Revised Proposed COMMUNITY 3 LIBRARY SERVICES (continued) Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 100 1.00 1.00 1.00 1.00 Community Services Manager 1.00 1.00 Senior Supervisor Cultural Affairs 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Specialist 1.00 1.00 1.00 1.00 1.00 Principal Librarian 1.00 1.00 1.00 VOID 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 Librarian 5.00 5.00 5.00 4.00 4.00 Library Services Clerk 6.50 6.50 6.50 5.50 5.50 Library Specialist 3.00 3.00 3.00 2.00 2.00 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 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1.00 Subtotal Library 8 Cultural Services 29.25 2925 29.25 27.25 2725 Total - Community & Library Services 64.25 64.25 64.25 60.25 %25 FINANCE Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 Assistant Chief Financial Officer 1.00 1.00 1.00 1,00 1.00 Administrative Assistant 1.50 1.50 1.50 1.50 1.50 Information Technology Analyst Senior 1.00 1.00 Subtotal Finance Administration 3.50 3.50 3.50 450 4.50 Finance Manager- Budget 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 1.00 Senior Finance Analyst 3.00 3.00 3.00 2.00 2.00 Senior Buyer 1.00 1.00 Buyer 2.00 2.00 200 1.00 1.00 Subtotal Budget Management 7.00 7.00 7.00 5.00 5.00 472 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019120 FY 2020121 FY 2020/21 FY 2021122 Actual Actual Adopted Revised Proposed FINANCE fcontinuedl Finance Manager - Accounting 1.00 1.00 1.DO 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 Project Manager 1.00 1.00 Senior Finance Analyst 1.00 1.00 Senior Accountant 1.00 1.00 1.00 1.00 1.00 Accounting Technician Supervisor 1.00 1.00 Senior Accounting Technician 2.00 2.00 2.00 1.00 1.00 Accounting Technician II 4.00 4.00 4.00 3.00 3.00 Payroll Specialist 1.00 1.00 1.00 1.00 1.00 Senior Payroll Technician 2.00 2.00 2.00 1.00 1.00 Subtotal Accounting Services 12.00 12.00 12.00 11.00 11.00 Finance Manager- Treasury 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 0.50 0.50 0.50 1.00 1.00 Accounting Technician Supervisor 1.00 1.00 1.00 1.00 1.00 Business License Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Accounting Technician II 5.00 5.00 5.00 5.00 5.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Subtotal Revenue Services 10.50 10.50 10.50 11.00 11.00 Total - Finance 33.00 3300 33.00 31.50 31.50 FIRE Fire Chief 1.00 1.00 1.00 1.00 1.00 S Administrative Analyst Principal 1.00 1.00 Subtotal Administration 1.00 1.00 1.00 2.00 2.00 Fire Division Chief 1.00 1.00 1.00 1.00 1.00 S Fire Marshal 1.00 1.00 1.00 Assistant Fire Marshal 1.00 1.00 Deputy Fire Marshal 2.00 2.00 2.00 2.00 2.00 Fire Prevention Inspector II 4.00 4.00 4.00 4.00 4.00 Fire Prevention Inspector 1 1.00 1.00 473 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2O21122 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019120 FY 2020/21 FY 2020121 FY 2021/22 Actual Actual Adopted Revised Proposed FIRE (continued) Senior Permit Technician 1.00 1.00 1.00 Administrative Fire Captain ^ 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 Administrative Secretary 2.00 2.00 2.00 1.00 1.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Office Assistant II 1.00 1.00 1.00 Subtotal Professional Standards 1800 18.00 18.00 15.00 1500 Fire Division Chief 1.00 1.00 1.00 1.00 1.00 5 Fire Battalion Chief 5.00 5.00 5.00 5.00 5.00 s Administrative Fire Captain " 2.00 2.00 2.00 2.00 2.00 5 Fire Captain 30.00 30.00 30.00 30.00 30.00 s Fire Engineer 30.00 30.00 30.00 30.00 30.00 s Firefighter Paramedic 48.00 48.00 48.00 48.00 48.00 s Firefighter 12.00 12.00 12.00 12.00 12.00 5 Ambulance Operator 30.00 30.00 30.00 30.00 30.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 1.00 Emergency Medical Services Coordinator 1.00 1.00 1.00 Fire Medical Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Administrative Aide 1.00 1.00 1.00 1.00 1.00 Subtotal Emergency Response 164.00 164.00 164.00 16300 163.00 Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 5 Marine Safety Battalion Chief 3.00 3.00 3.00 3.00 3.00 s Marine Safety Captain^ 10.00 10.00 10.00 1200. 12.00 5 Ocean Lifeguard Specialist 3.00 3.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Subtotal Manne Safety 15.00 15.00 15.00 20.00 2000 Subtotal Sworn 145.00 145.00 145.00 147.00 147.00 5 Subtotal Non-Swom 53.00 5300 5300 5300 5300 Total -Fire 198.00 198.00 198.00 200.00 200.00 474 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020121 FY 2020121 FY 2021/22 Actual Actual Adopted Revised Proposed POLICE Police Chief 1.00 1.00 1.00 1.00 1.00 s Assistant Chief of Police 1.00 1.00 1.00 1.00 1.00 s Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 3.00 3.00 3.00 3.00 3.00 Police Lieutenant 1.00 1.00 1.00 1.00 1.00 s Police Sergeant 2.00 2.00 2.00 2.00 2.00 s Police Officer 2.00 1.00 1.00 s Community Relations Officer 1.00 1.00 Subtotal Professional Standards 5.00 4.00 4.00 4.00 4.00 Police Sergeant 1.00 1.00 1.00 1.00 1.00 S Police Officer 1.00 1.00 1.00 1.00 1.00 s Police Services Specialist 1.00 1.00 1.00 1.00 1.00 Subtotal Training 3.00 3.00 3.00 3.00 3.00 Deputy Director of Homeless& Behavioral services 1.00 2 Community Relations Specialist 1.00 1.00 1.00 2.00 2.00 Subtotal Community Support 1.00 1.00 1.00 2.00 3.00 Police Captain 1.00 1.00 1.00 1.00 1.00 s Police Lieutenant 6.00 6.00 6.00 6.00 6.00 s Police Sergeant 19.00 19.00 19.00 18.00 18.00 s Police Officer A 153.00 152.00 152.00 152.00 152.00 s Police Recruit 4.00 4.00 4.00 Community Services Officer 4.00 4.00 7.00 4.00 4.00 Crime Scene Investigator 2.00 2.00 2.00 4.00 4.00 Senior Helicopter Maintenance Technician 2.00 2.00 2.00 2.00 2.00 Parking/Traffic Control Supervisor 1.00 1.00 1.00 1.00 1.00 Parkingffraffic Control Officer 16.00 16.00 16.00 10.00 10.00 Subtotal Uniform 208.00 20700 210.00 198.00 198.00 475 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021/22 Actual Actual Adopted Revised Proposed POLICE (continued) Police Captain 1.00 1.00 1.00 1.00 1.00 s Police Lieutenant 2.00 2.00 2.00 2.00 2.00 s Police Sergeant 6.00 6.00 6.00 6.00 6.00 s Police Officer A 34.00 36.00 36.00 37.00 37.00 s Forensic Systems Specialist 1.00 1.00 1.00 1.00 1.00 Crime Analyst 1.00 1.00 1.00 1.00 1.00 Police Services Specialist 3.00 3.00 3.00 2.00 2.00 Community Services Officer 9.00 9.00 5.00 5.00 5.00 Latent Fingerprint Examiner 2.50 2.50 2.50 2.00 2.00 Police Photo/Imaging Specialst 1.00 1.00 1.00 Subtotal Investigations 60.50 62.50 58.50 5700 57.00 Police Captain 1.00 1.00 1.00 1.00 1.00 s Facilities Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Accounting Technician II 3.00 3.00 3.00 3.00 3.00 Police Sergeant 1.00 1.00 s Detention Administrator 1.00 1.00 1.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 Detention Officer- Nurse 4.00 4.00 400 4.00 4.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 Subtotal Administrative Operations 24.00 24.00 24.00 2400 24.00 Police Admin Services Division Manager 1.00 1.00 1.00 1.00 1.00 Police Support Services Manager 1.00 1.00 Community Services Officer 1.00 1.00 1.00 Police Services Specialist 7.00 7.00 7.00 6.00 6.00 Police Officer 1.00 1.00 1.00 1.00 s Police Communications Manager 1.00 1.00 1.00 1.00 1.00 Communications Supervisor-PD 6.00 6.00 6.00 6.00 6.00 Communications Operator-PD A 18.00 18.00 18.00 18.00 18.00 Personnel Analyst Principal 1.00 1.00 1.00 1.00 1.00 Personnel Assistant 1.00 1.00 Property and Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 Property and Evidence Officer 3.00 3.00 3.00 3.00 3.00 476 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018119 FY 2019/20 FY 2020/21 FY 2020121 FY 2021122 Actual Actual Adopted Revised Proposed POLICE (continuedl Police Records Administrator 1.00 1.00 1.00 1.00 1.00 Police Records Supervisor 3.00 3.00 3.00 3.00 3.00 Police Records Specialist 11.00 11.00 11.00 11.00 11.00 Police Records Technician 6.00 6.00 6.00 5.00 5.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst II 1.00 1.00 Information Technology Analyst IV 1.00 1.00 Information Technology Technician IV 1.00 1.00 Subtotal Administrative Services 60.00 61.00 62.00 65.00 65.00 Subtotal Sworn 232.00 233.00 233.00 233.00 233.00 s Subtotal Non-Sworn 132.50 132.50 132.50 123.00 124.00 Total -Police 364.50 365.50 365.50 356.00 357.00 PUBLIC WORKS Director of Public Works 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works 200 2.00 Administrative Services Manager 1 00 1.00 Project Manager 1.00 1.00 1 00 Accounting Technician II 1.00 1.00 1.00 1.00 1 00 Administrative Aide 1.00 Administrative Analyst 2.00 300 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 Secretary 1.00 11.00 1.00 1.00 1.00 Code Enforcement Officer 1 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Office Assistant II 4.00 4.00 4.00 5.00 5.00 Office Specialist 1.00 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 15.00 1500 15.00 19.00 21.00 477 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020121 FY 2020/21 FY 2021122 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Operations Manager 1 00 1.00 Maintenance Operations Manager 1 00 1.00 1 00 General Services Manager 1.00 1.00 1.00 Accounting Technician II 1,00 1.00 1 00 Administrative Secretary 1 00 1.00 1.00 1.00 1.00 Beach Equipment Operator 3.00 3.00 3.00 2.00 200 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 Electrician 1.00 1,00 1.00 1,00 1 00 Equipment Support Assistant 2.00 2.00 2.00 1.00 1.00 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 Fleet Operations Supervisor 100 1.00 1.00 1.00 1.00 Irrigation Specialist 1,00 1,00 100 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 3.00 200 2.00 Landscape Maintenance Supervisor 1.00 1.00 1 00 1.00 1 00 Maintenance Service Worker 7.00 7.00 700 7.00 700 Mechanic II 4.00 4.00 400 3.00 3.00 Mechanic III 6.00 6.00 6.00 6.00 600 Pest Control Specialist 1.00 1.00 1.00 100 1.00 Senior Facilities Maintenance Technician 200 200 200 2.00 2.00 Street Equipment Operator 3.00 3.00 300 2.00 2.00 Street Maintenance Crewleader 1.00 1,00 100 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 Tree Equipment Operator 3.00 3.00 300 2.00 2.00 Tree Maintenance Leadworker 1 00 1.00 100 1.00 1 00 Tree Maintenance Supervisor 1.00 1.00 100 100 1 00 Trees Maintenance Crewleader 1.00 1 00 1 00 1 00 1.00 Subtotal Maint Ops & Gen Svcs 6600 6600 6600 5800 5800 478 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021122 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021/22 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Utilities Manager 1 00 1 00 1.00 Accounting Technician II 1.00 1 00 1.00 1.00 1 00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Cross Connection Control Specialist 2.00 2.00 2.00 2.00 2.00 Engineering Aide 1.00 1.00 1.00 1 00 1.00 Field Service Representative 2.00 2.00 2.00 1 00 1.00 GIs Analyst II 2.00 2.00 SCADA Coordinator 1_00 1,00 1.00 SCADA Technician 1.00 1 00 1,00 1.00 1.00 Senior Wastewater Pump Mechanic 1.00 1 00 1.00 1.00 1.00 Senior Water Meter Reader 1.00 1.00 1.00 Stock Clerk 1.00 1.00 1.00 1 00 1.00 Survey Party Chief 1.00 1 00 1,00 Survey Technician II 2.00 2.00 2-00 2.00 2.00 Utilities Technology Coordinator 1 00 1.00 W arehou sekeeper 1.00 1 00 1.00 100 1.00 Wastewater Equipment Operator 5.00 500 5.00 500 5.00 Wastewater Operations Crewleader 1.00 1.00 1 00 1.00 1.00 Wastewater Operations Leadworker 3.00 3.00 3.00 300 3.00 Wastewater Pump Mechanic 1.00 1 00 1.00 1.00 1.00 Wastewater Service Worker 7.00 7.00 7.00 7.00 7.00 Wastewater Supervisor 1.00 1.00 1 00 100 1.00 Water Conservation Coordinator 1.00 1.00 1.00 1 00 1 00 Water Distribution Maint Crewleader 2.00 200 2.00 2.00 2.00 Water Distribution Maint Leadworker 6.00 6.00 6.00 6.00 6.00 Water Distribution Meters Crewleader 1.00 1.00 1.00 1.00 1 00 Water Distribution Meters Leadworker 2.00 2.00 2.00 2-00 2.00 Water Distribution Superintendent 1.00 1.00 Water Distribution Supervisor 1.00 1.00 1.00 Water Equipment Operator 4.00 4.00 4.00 400 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 1.00 100 1.00 Water Operations Leadworker 2.00 200 2.00 200 2.00 479 Resolution No. 2021-38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019/20 FY 2020/21 FY 2020121 FY 2021/22 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Water Production 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 Supervisor 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 Subtotal Utilities 88.00 88.00 88.00 86.00 8600 Transportation Manager 1.00 1.00 1.00 1.00 1.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 Senior Traffic Engineer 2.00 2.00 2.00 2.00 2.00 Signs&Markings Crewleader 1.00 1.00 1.D0 Signs Leadworker 1.00 1.D0 1.D0 Signs/Markings Equipment Operator 1.00 1.00 1.00 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.D0 2.D0 2.00 Traffic Signal/Light CreWeader 1.00 1.00 1.00 1.00 1.00 Subtotal Transportation 1300 13.00 13.00 10.00 10.00 City Engineer 1.00 1.00 1.00 1.00 1.00 Assistant Civil Engineer 1.00 1.00 1.D0 1.D0 1.00 Associate Civil Engineer 1.00 1.00 1.D0 1.00 1.00 Civil Engineering Assistant 2.00 2.00 2.00 2.00 2.00 Construction Inspector 11 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 Environmental Services Manager 1.00 1.00 1.00 1.00 1.00 Environmental Specialist 2.00 2.00 2.00 2.00 2.00 Park Development Project Coordinator 1.00 1.00 Principal Civil Engineer 3.00 3.00 3.00 3.00 3.00 480 Resolution No 2021 -38 ATTACHMENT 2 EXHIBIT D City of Huntington Beach Proposed Budget - FY 2021/22 Authorized Full-Time Equivalent Personnel All Funds FY 2018/19 FY 2019120 FY 2020/21 FY 2020/21 FY 2021122 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Senior Civil Engineer 5.00 500 5.00 500 5 oC Senior Construction Inspector 300 3.00 3.00 300 300 Senior Engineering Technician 1.00 1 00 1 00 1 00 1 00 Subtotal Engineering 2500 2500 2500 2600 2600 Total - Public Works 207.00 207.00 207.00 199.00 201.00 GRAND TOTAL 986.25 987.25 989.25 958.25 962.25 NOTES s Smm Public Safety position ^There are 12 defunded positions included in the FTE count as foll w (2)Administrative Fire Captain (I j Marine Safety Captain (8)Police Officer (1)Communications Operator-PD Position added for performance management and data analysis Position to coordinate homeless response efforts ' Position to focus on sustainabdrty projects and programs ' Position assigned io the Smart Cities Initiative 481 Res. No. 2021-38 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 1, 2021 by the following vote AYES: Peterson, Kalmick, Carr, Posey, Moser, Delgleize NOES: None ABSENT: Ortiz ABSTAIN: None City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 482 ATTACHMENT CITY OF HUNTINGTON BEACH PROFESSIONAL SERVICES FISCAL YEAR 2021122 Citywide (All Funds) oopwonwd Description AWAMM 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 51 000 Professional services include state and federal consulting/lobbying services.financial consulting graphic services legal semces demographic research management/organlzal on eRlclency studies and other consoling and City Manager professional services reaped to business development.COVID-19 health and human services leadership and strategic planning energy and energy efficiency communications public information and public affairs.marketing sustainabdity, regulatory agency compliance and other administrative and professional services related to the functions of municipal governance $645,324 Professional services including legal recruitment medical professional labor consulting investigation training Administrative Services disability audit security services phone support servces workshops for business intelligence infrastructure systems services public safety systems and applications and database support services and other professional services 22.291.988 Services including administrative legal services planning and technical services inspection services plan check Community services code enforcement servces financial consudingleconomic analysis real estate semces parking consulting Development engineering services CDBGIHOME Consulting related housing services websde services site selection services economic development services and other related professional services $3.658 561 Community 8 Library Services including professional design.environmental services.architectural services master plan services Services engineering services 4th Of July Celebration Event CoordinationfConsultingJPubtic Relations services and other related professional services $150 923 Services including professional services audits sales tax auditing property tax auditing financial consulting and other Finance related professional services $228.471 Services include fire and development plan check and inspection services environmental and sods consulting hazardous matenals inspections of City businesses as part of the CUPA program.oil production inspections evaluation of oil production system testing and document preparation evaluation of emergency servicesFin paramediUambulance service billing physical examinations and pulmonary consulting for personnel.employment background and other investigative services psychological testing psychological counseling services and other related professional services $534.029 Services including psychological exams background checks.polygraph legal consultations rape and medical exams Police blood withdraw technician services annual medical physician review of facility and procedures crime prevention services juvenile diversion semces gang prevention services hazmat physical exams flight crew physicals SWAT physicals hepatitis shots 8 TEI testing.and Other related professional services $377 988 Services include engmeenngidesi gn engmeenng studies inspection)construction management.development renew SCADA and related automation support water quality testing engineenngnechrocal support. litigationflegal services water conservation support services water qualtry,testing support services NPOESfFOG inspection services utilities Public Works rate studies bdling/casmering system support professional arbonst services traffic studies special training services w idlde biologist semces solid waste consultanbng services environmental consulting supporl.asset management system consulting land surveying services.safety traminglconl.security consulting emergency preparedness consulting materials testing labor complianelcertified payroll services $2A 14.200 Non-Departmental Semces mUudmg claims renew litigation and legal services auditing recruitment services appraisal services economic analysis housing compliance seances and otter related professional services $710 708 Total Professional Services 11,356,057 483 RESOLUTION NO. 202141 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ESTABLISHING THE GANN APPROPRIATION LIMIT FOR FISCAL YEAR 2021'2022 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 1979,1979. adjusted for changes as prescribed under the law. NOW. THEREFORE. the City Council of the City of Huntington Beach does hcrcby resolve as follows: In compliance Kith provisions of Article 13B of the California Constitution and the formula set out therein, there is hereby established an appropriation limit of S1.049.513.696 for the fiscal year 2021 2022, PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the �laT day of fuw,1B . 2021. V W -ANQ�XflZVED: APPROVED AS TO FORM: City Manager City Anomev INITIATED AND APPROVED: ChieftinancialO xer Exhibit A - Gann Limit Calculation 21-9161 256552 484 EXHIBIT A GANN LIMIT CALCULA710N FISCAL I FAR 2021.2022 Ind" Prsgmsttion I 11.there are two options a%w[able for each of the major adjustment facurs The s alues of thew factors for the purport of calculating the Fiscal Year '021-.0:2 adjustment are as follows Pnce Factor i A I Percent growth to State per Capita Personal Income. (Source Dept of Finance,Cali fomtal IBI Percent change to Assessed I'aluanon due to new non-residential construction. -I 4(r (Source ChangeCounn Assessor" I I I Reptrtl Population Factow Ill Percent growth in Counts Population -OW. i Source I"of Finance,Caltfortua) (1)1 Percent growth in City Population -0 93°. i Source I"of Finance.Caldcwma I Annual Adjustment Factor Based on the actual data,the four altematise adjustment factors are as follows. (A x C l 1 05'3 x 0.9916 = 1 04841868 to x DI 1.0573 x 0.9907 1 04'46'11 IB %CI 0.986 x 0.9916 0.9"'1'6 IBxDI 0986 x 0.9907 09-611302 Calculation of the Fiscal Year 2021-2022 Limit FY 20,21 Luntt S 1,001.04 .415 Recommended.Adjustment Factor i Largest Allowable Increase 1.04941868 FY 21 :: Ltmu SS 1�613A% 485 1142 Res. No. 2021-41 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 an Special meeting thereof held on June 1, 2021 by the following vote: AYES: Peterson, Kalmick, Carr, Posey, Moser. Delgleize NOES: None ABSENT: Ortiz ABSTAIN: None i &y� City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 486 RESOLUTION NO. 2021-40 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH LEVYING A RETIREMENT PROPERTY TAX FOR FISCAL_ YEAR 2021/2022 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 (CaIPERS). 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(bx2) 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 panicipates:" and Proposition 13 was added to the California COnS[ittllion 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 I. 1978"(Cal. Cons[. Art. 13A. a I(b)): and In the case entitled Caravan v. Alrord. 31 Cal.3d 318 (1982). the California Supreme Court determined that under Proposition 13. an override property tax in excess of I%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 Ievy 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 ol' 50.04930 per 5100 of assessed value to pay for its retirement system: and In 2003. the Court of Appeal in Hmvard.larrir Trcrpayers Assn v. Count),of Orange (2003) 110 Cal.App.4th 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 utter 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 I. 1978. they would be entitled to a CalPERS retirement benefit kno%vn 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% Q 50. Consequently. it is necessary to allocate the employer contribution to CalPERS for salcty retirement between 2% Q 50 and 3% © 50. because only the employer contribution for 20/o a 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 Pension Override 'fax Study dated February 10. 2020- The Report identified the additional cost of 3% 50 as what CalPERS 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 J% Q 50 is 4.482% of safety payroll. and the remainder of the employer contribution represents the cost of 2%© 50. and 21-9761n56546 1 487 RESOLUTION NO. 2021.40 In April 2004. then Assembhman Hartman formally asked the Attome% General regarding the correct method of allocating the employer contribution to CAPERS between its pre-1978 and post-1978 components. In his February 7. 2005 Opinion (Opinion No. 04413). the Attomey General opined that "any reasonable accounting method may be used for purposes of determining which costs are not subject to the 16a 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 I°° property tar limitation of the Constitution: and For 20212022. CaIPE RS is requiring the City to contribute 58.678%of safety employee payroll as the C'ity's employer's contribution. In order to set the tar override, the City may subtract the 4.482% normal cost of 3% a 50 from the 58.678% to set the override tax at the equivalent of 54.196% of safety employee payroll. The cost to the City of 54.196% of safety emplo%ce payroll for 20212022 will be $25.296.112 and pursuant to Proposition 13 and Revenue and raxation Code Section 96.31(aN4). the City could have set the override tar for 2021'2022 at S0.05828 per S100 of assessed value: and In August 2012. the City Council added Chapter 3.07 to the Municipal Code which sets the future retirement tar rate to the Fiscal ) car 2012 13 rate of S0.01500 per $100 of assessed %aluc. %%hich amount is less than the othen+ise permitted retirement tar per Revenue and liarurion Code Section 96.31(aN4) of$0.04930 per S100 of assessed value. For the Fiscal Year 20192020. the most recent year available. the levied retirement tar of S0.015M per S100 assessed value generated S6.766.083. NOW. THEREFORE. BE IT RESOLVED by the City Council of the City of Huntington Beach that a retirement property tax levy of Zero and 0.01500100th Dollars(S0.01500)per$100 of assessed value shall be Ic%ied for employee retirement costs for Fiscal Year 20212022. PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the day of .7 . 2021. :VI D A. AP➢19)VED: ' `'ly/`— May r y Manager INITIATED AND APPROVED: Chift Financial Officer APPROVED AS„T FORM: V �rCity Attorney 20.961 229105 488 Res. No. 2021-40 STATE OF CALIFORNIA COUNTY OF ORANGE ) so: 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 cerlify that the whole number of members of the City Council of the City of Huntington Beach is seven, that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at an Special meeting thereof held on June 1, 2021 by the following vote AYES: Kalmick, Carr. Posey, Moser, Delgleize NOES: Peterson ABSENT: Ortiz ABSTAIN: None City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 489 Intentionally Left Blank N 113 O V aCOa City of Huntington Beach Adopted Budget — FY 2021/22 Acronyms & Glossary of Terms Acronyms ACFR-Annual Comprehensive Financial Report LMIHAF - Low and Moderate Income Housing Asset Fund ADA - Americans with Disabilities Act MOU- Memoranda of Understanding AHA - Affordable Housing Agreement NPDES - National Pollution Discharge BID- Business Improvement District Elimination System CAGBN-California Green Business Network OCTA -Orange County Transportation Authority CaIPERS - California Public Employees' OPA -Owners Participation Agreement Retirement System PEPRA - Public Employee Pension Reform Act CASn- Certified Access Specialist POS- Pension Obligation Bond CDGB- Community Development Block Grant RDA - Redevelopment Agency CFD- Community Facilities District ROPS - Recognized Obligation Payment CIP- Capital Improvement Program Schedule CNOA -Central Net Operations Authority RORF - Redevelopment Obligation Retirement Fund CPA - Certified Public Accountant SCAOMD - Southern California Air Quality CPI- Consumer Price Index Management District CTFP - Combined Transportation Funding TAB- Tax Allocation Bond Program T!F- Fair Share Traffic Impact Fee Program CUPA - Certified Unified Program Agency TOT Transient Occupancy Tax FTE- Full-Time Equivalent Position UUT- Utility Users Tax FY- Fiscal Year VLF- Vehicle License Fee GAAP - Generally Accepted Accounting Principles WMP - Water Master Plan GASB - Governmental Accounting Standards WOCWB- West Orange County Water Board Board GFOA - Government Finance Officers Association HUD - U S Department of Housing and Urban Development JPA -Joint Powers Authority 491 City of Huntington Beach Adopted Budget - FY 2021122 Acronyms & Glossary of Terms 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. 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 Housing Agreement jAHA) -An agreement to ensure that all have access to affordable. safe, and sustainable housing that contributes to social and economic participation. 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 Annual Comprehensive Financial Report (ACFRI - The official annual report of the Gty's financial condition, which encompasses all funds. at the conclusion of the fiscal year. Also known as the Annual Financial Report 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. Arbitrage-The buying and selling of an asset from different platforms, exchanges or locations to cash in on the price difference. 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 492 City of Huntington Beach Adopted Budget - FY 2021/22 Acronyms & Glossary of Terms 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. 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 Califomia Green Business Network (CAGBN) - A coalition of cities and counties that certify businesses that have adopted verifiable standards of sustainabdity California Public Employees'Retirement System(CaIPERS) - Statewide retirement system that covers most City of Huntington Beach employees. 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 (ClP) -A long-range plan for the development and replacement of long- term assets such as streets buildings, water and sewer systems. Capital Out/a - Expenditures, which result in the acquisition of assets with an initial cost of at least $10.000 and an expected fife 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). Central Net Operations Authority (CNOA) - A Joint Powers Authority to provide for the operation, upgrade, maintenance and repair of the Central Net Training Facility. Certified Access Specialist (CASp) - Voluntary inspections of businesses to ensure compliance with disability access standards Inspectors are certified by the State Board of Architects and evaluate businesses to ensure compliance with State standards. Certified Public Accountant (CPA) - An accountant who has passed certain examinations and met all other statutory and licensing requirements of a United Slates state to be certified by that state. Certified Unified Program Agency (CUPA) - A local agency certified by CaIEPA to implement and enforce six state hazardous waste and hazardous materials regulatory management programs. Charges for Services- Reimbursement for services rendered to the public or to some other program/fund in the City 493 City of Huntington Beach Adopted Budget - FY 2021/22 Acronyms & Glossary of Terms City Charter- The legal authority granted by the State of California establishing the entity known as the City of Huntington Beach and giving it the ability to provide services and collect revenue to support those services Combined Transportation Funding Program (CTFP) - The Orange County Transportation Authority (OCTA) created the CTFP to provide local agencies with a common set of guidelines and project selection criteria for a variety of funding programs 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 Irving 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(CFO) -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 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 Debt Service- The repayment of principal and/or interest on borrowed funds. Debt Service Funds-Governmental fund type used to account for the accumulation of resources for, and the payment of general long-term debt principal and interest. Debt Service Requirement-The amount required to pay interest on outstanding debt, serial maturities of principal for serial bonds, and required contributions to accumulate monies for future retirement of term bonds. Deficit-The excess of liabilities of a fund over its assets Department - The basic organizational entity of government that is functionally unique in its delivery of services Depreciation-Expiration the service life of capital assets attributable to wear and tear,deterioration, action of the physical elements, inadequacy, or obsolescence. Developer Fees-Adopted fees requiring new development or redevelopment to pay its proportional share of the costs associated with providing the necessary public infrastructure Encumbrances - Commitments related to unperformed contracts for goods and services Enterprise Funds - A fund established to account for operations that are financed and operated in a manner similar to private enterprise Examples of enterprise funds are water and sewer services. Equipment Replacement-Appropriations budgeted for the purchase of rolling stock and movable assets Expenditure The actual spending of funds set aside by appropriation for identified goods and services 494 City of Huntington Beach Adopted Budget — FY 2021122 Acronyms & Glossary of Terms 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. 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 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 Government Finance Officers Association (GFOA) - A professional association of approximately 19,000 state, provincial and local government finance officers in the United States and Canada Governmental Accounting 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 495 City of Huntington Beach Adopted Budget - FY 2021/22 Acronyms & Glossary of Terms Housing and Urban Development(HUD)-U S Department of Housing and Urban Development HUD's mission is to create strong, sustainable. inclusive communities and quality affordable homes for all HUD is working to strengthen the housing market to bolster the economy and protect consumers, meet the need for quality affordable rental homes utilize housing as a platform for improving quality of life, build inclusive and sustainable communities free from discrimination, and transform the way HUD does business. Indirect Costs-A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Infrastructure- Facilities that support the daily life and growth of the City, for example roads. water lines, sewers public buildings, and parks. Interfund Transfers - Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expend itureslexpenses 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. 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 lax. Memoranda of Understanding fill - 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). 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. 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 496 City of Huntington Beach Adopted Budget - FY 2021/22 Acronyms & Glossary of Terms Operatinp 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 fUnCba1S 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 Protects 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 Obligation Bond(POB) -Taxable bonds issued by state and local governments used as part of an overall strategy to fund the unfunded portion of pension liabilities. Pension Tax Rate-City Charter amendment allowing the City Council to set a lax 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. 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. 497 City of Huntington Beach Adopted Budget — FY 2021/22 Acronyms & Glossary of Terms 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. Recognized Obligation Payment Schedule (ROPS) - A schedule of obligations prepared by the Successor Agency to pay the Enforceable Obligations of the former Redevelopment Agency. Redevelopment Agency(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. Redevelopment Obligation Retirement Fund (RORF) - AB 1X 26 requires the establishment of a Redevelopment Obligation Retirement Fund for the deposit of the taxes to be allocated each January and June. 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. 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. 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 10 page of Strategic Planning section. Structurally Balanced Budget- Ongoing revenues in a fiscal year are equal to or greater than ongoing expenditures. Successor Agencv - 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. 498 City of Huntington Beach Adopted Budget — FY 2021/22 Acronyms & Glossary of Terms 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. 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 Housing and Urban Development- (see HUD). User Fees and Charges - A cost paid for a public service or the use of a public facility by the entity benefiting from the service Utility Users Tax(UUT)-A tax imposed on users for various utilities in the City including water, telephone, gas, electric. and cable television services. 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 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 West Orange County Water Board(WOMB) -The City of Huntington Beach serves as the Fiscal Agent for the WOCWB which is a JPA comprised of the Cities of Huntington Beach, Seal Beach, Garden Grove and Westminster. The JPA is responsible for operations and maintenance costs for jointly owned water infrastructure. 499 Intentionally Left Blank N 1 E3 o v �oa Res. No. 2021-38 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 1, 2021 by the following vote: AYES: Peterson, Kalmick, Carr, Posey, Moser, Delgleize NOES: None ABSENT: Ortiz ABSTAIN: None City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California