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HomeMy WebLinkAboutCity Council - 2022-28 RESOLUTION NO. 2022-28 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2022/23 WHEREAS, Article VI of the Huntington Beach City Charter requires the City Manager to present and the City Council to adopt an annual City Budget; and The City Council has received and considered the Proposed Budget for Fiscal Year 2022/23, staff reports, and public testimony and information received in a noticed public hearing on the City Budget, NOW, THEREFORE, the City Council of the City of Huntington Beach does resolve as follows: SECTION 1: That the Proposed Budget for Fiscal Year 2022/23, 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 2022/23, 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 2022/23 are sufficient to fund the appropriations set forth in Proposed Budget for Fiscal Year 2022/23. 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 effective date of the budget, the several amounts stated therein as proposed expenditures shall be and become appropriated to the several departments, offices and agencies for the respective objects and purposes therein named; provided, however, that the City Manager may transfer funds from one object or purpose to another within the same fund or agency provided there is no increase in total appropriations contained in the budget. Resolution No. 2022-28 SECTION 6: Acquisition of new capital items shall be limited to the specific items included in the approved budget. Acquisition of capital items to replace existing capital equipment shall not exceed the total appropriation for the funding source. The City Manager may authorize changes to the procurement of specific items as long as the total appropriation for any department, fund or agency is not exceeded. However, the City Manager must obtain City Council approval for items that exceed Five Hundred Thousand Dollars ($500,000.00). SECTION 7: That the Capital Improvement Program contained in the Proposed Budget for Fiscal Year 2022/23 (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 2022/23 (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: The approved budgets for the Capital Improvement Program remain as authorized appropriations for the individual capital projects until these capital projects are completed. Any unexpended authorized appropriations for each capital project is automatically carried over from fiscal year to fiscal year, until the funds of the individual capital project are expended or the capital project is canceled. Following the completion of the individual capital projects, the unexpended appropriations of each completed capital project shall be canceled and the capital projects funding sources shall be released from their unexpended funding commitment. SECTION 10: 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 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. SECTION 11: At the close of Fiscal Year 2021/22, unexpended appropriations may be carried forward to FY 2022/23 upon review by the Finance Department and approval of the City Manager for the expense of outstanding purchase commitments and programs. 21-9750/256403 2 Resolution No. 2022-28 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the day of.7� =, 2022. Mayor REVIEWED AND APPROVED: APPROVED AS TO ORM: City anager 7ity5�ttorney INITIATED AND APPROVED: �O Chief Financial Officer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2022/23 as of June 7, 2022 Exhibit A-1: Proposed Budget for Fiscal Year 2022/23 Revisions Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2022/23 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2022/23 Exhibit D: Tables of Organization 21-9750/256403 3 City of NRIJMEOTIM(21111 o Rrj 0E a@KI 'VW," ____.........dommisammiiiimemosbio. ..... - California -Ailluto..4mmftb, 111,--vs 0 :" -, ":1r.1 "17111 • 11111/ ra,- 7 11r--vs7-r. -.1 -.-r :"!7113111 • II•r"rerr—lee - - 1 ..- r r- i ' k. :1 -:":-1 11".111 = Illirm"""112 - I. e 1Ir- - ,70 IT. 1 . '3 • '3"-lry."F'"' - • 1 --vmers, r- 1 ., . . . . . . , re-1 *. -4, 4. - . -4 A Mi." .., .... 1..4 ---,--- . i ! • ' $ •, ....*}. .. , 5f- , 4.: ..., , lip,-.71-. *„,.. it 1 0. i - , -, . 1 , ,.1 1%4 lirsi . 1. 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City of Huntington Beach Adopted Budget Fiscal Year 2022/2023 „,............. ,,�\\ TIN ----- G10 AN \.37#F••�B 17 19p , �`. 0 COUNTYe.CP // Submitted by Sean Joyce, Interim City Manager City of Huntington Beach Table of Contents Adopted Budget - FY 2022/23 City Council Directory I DEPARTMENT BUDGETS City Officials Directory III Organizational Chart V City Council 135 Distinguished Budget Award VII City Attorney 141 City Clerk 149 TRANSMITTAL LETTER City Treasurer 159 City Manager 167 Transmittal Letter and Budget Message 1 Administrative Services 183 Community Development 205 COMMUNITY PROFILE Community& Library Services 235 Finance 263 Community Profile 11 Fire 281 Police 303 STRATEGIC PLAN Public Works 321 Non-Departmental 353 Core Values and Strategic Plan 19 CAPITAL IMPROVEMENT PROGRAM FINANCIAL POLICIES & PROCEDURES CIP Narrative 373 Budget Process and Calendar 57 New Appropriations 379 Financial Policies 59 Continuing Appropriations 381 AB1234 Disclosures 66 Five-Year CIP 383 Drainage 386 FUND SUMMARIES Facilities 392 Neighborhood 407 Estimated Changes to Fund Balances 71 Parks and Beaches 409 Revenues and Expenditures Summary 73 Sewer 416 Department/ Fund Matrix 77 Streets and Transportation 421 Fund Descriptions 80 Water 434 REVENUE DEBT AND UAL Revenue Descriptions 93 Unfunded Liability Overview 439 Revenue Summary by Fund 99 Debt Services Overview 441 All Funds Revenue by Object 102 Debt Service & Interfund Interest 443 General Fund Revenue by Object 104 Amortization Schedules & Debt Service 445 EXPENDITURES LONG TERM FINANCIAL PROJECTIONS Expenditure Descriptions 107 Long Term Financial Projections 447 Expenditures by Department 111 Expenditure Summary by Fund 112 CITY COUNCIL ACTIONS All Funds Expenditures by Object 115 General Fund Expenditures by Object 116 Request for City Council Action 451 Budget Adoption Resolution 465 TABLE OF ORGANIZATION Professional Services Listing 492 Gann Appropriation Limit Resolution 493 Authorized FTE Personnel Summary 117 Retirement Property Tax Levy Reso. 496 Authorized FTE Personnel by Dept. 119 ACRONYMS AND GLOSSARY Acronyms 505 Glossary of Terms 506 i Intentionally Left Blank City of Huntington Beach City Council Directory Adopted Budget - FY 2022/2023 ii Barbara Delgleize Mike Posey Mayor Mayor Pro Tern Iry 9 , ,k 3 1 Erik Peterson Kim Carr Dan Kalmick Council Member Council Member Council Member 01 :110 ilittl ilk Natalie Moser Rhonda Bolton Council Member Council Member i Intentionally Left Blank joilarire►. City of Huntington Beach City Officials Directory Adopted Budget - FY 2022/2023 Elected Officials City Attorney Michael Gates City Clerk Robin Estanislau City Treasurer Alisa Backstrom City Manager's Office Interim City Manager Sean Joyce 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 Brittany Mello Police Eric Parra Public Works Sean Crumby III Intentionally Left Blank • N II3Op 0 IV l City of Huntington Beach Organizational Chart Adopted Budget — FY 2022/23 THE PEOPLE CITY CITY COUNCIL , cnn ATTORNEY CITY CLERK Mayor TREASURER/ Mayor Pro-Tern Administration. City Council Members Advisory Public Support .1 Investments &Eledions / N Records Litigation CITY MANAGER community ♦ i Prosecution • ASSISTANT COMMUNITY& CITY MANAGER POLICE ( FIRE LIBRARY SERVICES Administrative '\Professional Facilities& PUB_IL Operations Standards Events INFOR'AATIUN SUSTAINABILITY Investigations Emergency Programs& Response Services CITY COUNCIL HOMELESS Patrol Marine Library& SUPPORT &BEHAVIORAL Safety Cultural Services HEALTH SERVICES Special Operations Support Services CM COMMUNITY PUBLIC ADMINISTRATIVE DEVELOPMENT WORKS SERVICES Accounting i Maintenance Human Resources Planning &Operations &Risk rn Management Budget Permit Counter Utilities Information Management Services Revenue Building Transportation Services Housing Engineering Code Enforcement Economic Development V Intentionally Left Blank • N II3 o V VI City of Huntington Beach Distinguished Budget Award Adopted Budget - FY 2022/23 GOVERNMENT FINANCE OFFICERS ASSOCIATION D i s ti ngu i shed Budget Presentation Award PRESENTED TO City of Huntington Beach California For the Fiscal Year Beginning July 01, 2021 P. :u Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Huntington Beach, California for its Annual Budget for the fiscal year beginning July 1, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and the City will be submitting the adopted budget to GFOA to determine its eligibility for another award. VII Intentionally Left Blank - N II3 o V Transmittal 0 Letter FISCAL YEAR 2022-23 BUDGET Z C Z Z 0 z )1) 9 m � • • \ f _ 1114,4 ••`, . -.1440416114-44- rent- „Oil'4,CS0, t 9 z 4 l/ ��NT I "JGIOn ' °� '"`°"�""" CITY OF HUNTINGTON BEACH 9 :- � �'�� 2000 Main Street,Huntington Beach,CA 92648 O��cF \;o1�4 CITY MANAGER'S OFFICE COU June 7,2022 Honorable Mayor and Members of the City Council: I present to you the Fiscal Year 2022/23 Adopted Budget for the City of Huntington Beach. Our City,as virtually all others,has been financially and operationally impacted by the global COVID- 19 pandemic,which started in March 2020. Over the past couple years,the City has come together 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 implemented significant cost saving measures without reductions in essential service levels, including a Citywide Separation Incentive Program and reorganization plan,and refinancing of the City's pension debt. As a result of these measures, and numerous other measures taken over the past couple years, we project a $3.4 million dollar surplus for FY 2021/22. Heading into FY 2022/23, after more than two years of contending with the pandemic, there are continued signs of recovery as seen through the major decline in COVID-19 cases and expansion of the nation's economy to 93 percent of pre-pandemic levels. While global tensions and supply chain shortages remain prevalent,the City is experiencing sustained increases to its major revenue categories through remarkable improvements to the local economy. The City's diverse revenue base and long-standing commitment to fiscal sustainability have bolstered the City throughout the pandemic and provide the basis for the FY 2022/23 Adopted Budget. Most notably,the FY 2022/23 Adopted Budget is a balanced budget. As the economy continues to rebound and public health and travel 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 2022/23 Adopted Budget includes mandated savings along with the debt service payment for the City's Pension Obligation Bonds;prioritizes improvements to the City's facilities, roads and parks; and fully expends American Rescue Plan Act(ARPA)funds of$29.6 million for eligible police and fire personnel costs. Overall, the FY 2022/23 budget demonstrates a commitment 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. 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#1 in the nation for"Quality of City Services" and#20 by WalletHub.com in its"Best-Run City in America"poll. The City's "AAA" credit rating, most recently affirmed by Fitch Ratings in February 2022, provides independent confirmation from Wall Street of the financial discipline and stewardship displayed by our City Council and leadership team. 1 The FY 2022/23 Adopted Budget reflects the City's values and commitment to rise together with unity as we recover and progress past the COVID-19 pandemic. City Council's Strategic Goals consisting of community engagement, homeless response, economic development and housing, infrastructure and parks improvements, and fiscal sustainability and public safety are prioritized. As the City continues together as OneHB,we will strive to serve the community with passion and exceptionality. All Funds: The Adopted FY 2022/23 Budget totals $532.0 million in all funds. This reflects a $107.6 million, or a 25.4 percent increase from the FY 2021/22 Adopted All Funds Budget of $424.4 million. A significant portion of the increase is due to added investment in essential infrastructure and equipment and the redistribution of ARPA funds to the General Fund for the provision of core governmental services. The larger increases were to the following funds:General Fund($41.0 million),ARPA Fund($29.6 million),Infrastructure Fund($7.4 million),Equipment Fund($4.4 million), Sewer Fund($5.6 million),and Hazard Mitigation Grant Program Fund($6.6 million). General Fund: The Adopted FY 2022/23 General Fund Budget is structurally balanced. Expenditures total $269.0 million and are supported by revenues of$283.2 million. The Adopted General Fund Expenditure Budget represents a$41.0 million, or 18.0 percent, increase compared to the FY 2021/22 Adopted Budget of $228.0 million. This increase is attributable to higher personnel costs arising from City Council approval of 8 new Memoranda of Understanding with the City's various labor unions and the addition of 4 full time employees, increased investment in infrastructure and equipment,and increased transfers out for projects funded by Huntington Beach Recovery Funds. The Adopted General Fund Budget has no reliance on one-time revenues to fund ongoing operations,which is critical to maintaining the City's financial viability and success. General Fund Revenue Highlights FY 2022/23 General Fund Revenue Charges for Current Other Revenue, Non-Operating Revenue, Services, $1,603,811,0.6% $30,051,099,10.6% Property Tax, $98,259,486, $26,026,327,9.2% 34.7% Revenue from Other Agencies, $2,721,251,1.0% Use of Money& Property, $16,886,527,6.0% Fines&Forfeitures, $4,533,981,1.6% License&Permits, $8,201,300,2.9% Utility Users Tax, $18,457,076,6.5% Sales Tax, $53,343,094, Transient Occupancy Tax, Franchises, 18.8% $14,470,699,5.1% $8,604,349,3.0% 2 FY 2022/23 General Fund revenues are anticipated to be $283.2 million, a$55.2 million, or 24.2 percent increase from the FY 2021/22 Adopted Budget. The largest increase is in Non-Operating Revenue, which is projected to be $30.1 million, a $29.6 million increase from the FY 2021/22 Adopted Budget of$0.4 million. This is attributable to the one-time transfer of ARPA funds for general governmental services. The next largest revenue increases are in Sales Tax and Property Tax. Sales Tax revenue,the second largest revenue category for the City, is projected to be$53.3 million in FY 2022/23. This represents an increase of 19.5 percent from the FY 2021/22 Adopted Budget of $44.6 million. Property Tax is the largest revenue category for the City and is anticipated to increase by$5.0 million or 5.4 percent. Most of the increases from these two revenue sources are due to gains in assessed property valuations, continued increases in car sales largely driven by supply shortages and higher sales prices, and improvements in restaurant and hotel industry revenues. Transient Occupancy Tax, estimated at$14.5 million,reflects a 35.3 percent increase, as tourism to City beaches and downtown areas is expected to remain high. Franchise Taxes are anticipated at $8.6 million, a 20.1 percent increase, driven by increases of utility prices including gas and electricity. FY 2022/23 General Fund Expenditure Highlights The Adopted FY 2022/23 General Fund Expenditure Budget is $269.0 million, which is $41.0 million,or 18.0 percent higher than the FY 2021/22 Adopted Budget of$228.0 million. The increase was driven by a $23.2 million increase of Transfers to Other Funds and a $13.1 million increase of personnel costs due to the approval of new Memoranda of Understanding with the City's various labor unions. As illustrated in the following chart, the budgets of four City departments - Police, Fire, Public Works, and Non-Departmental - equals $219.3 million, or 81.6 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. General Fund Budget by Department FY2018/19 FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 Department Actual Actual Actual Adopted Revised Adopted City Council 337,821 359,153 356,556 383,735 389,912 397,182 0.2% City Manager 1,604,643 1,807,770 1,726,164 1,976,629 2,297,367 3,262,829 1.2% City Attorney 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 1.1% City Clerk 898,670 795,541 956,561 840,115 877,739 1,165,935 0.4% City Treasurer 227,317 270,284 285,833 263,165 271,147 278,369 0.1% Administrative Services 13,094,211 8,985,091 8,007,342 8,784,479 9,675,818 10,156,337 3.8% Community Development 8,116,145 8,360,096 7,985,880 9,330,575 10,681,228 10,300,478 3.8% Community&Library Services 13,188,542 12,734,747 11,360,145 13,541,325 14,298,732 14,405,373 5.4% Finance 5,908,677 5,583,609 5,352,424 5,924,136 6,642,445 6,553,913 2.4% Fire 49,030,037 50,090,020 51,095,562 47,751,013 52,238,072 52,353,505 19.5% Non-Departmental 32,748,467 28,721,626 35,300,667 39,068,723 41,284,208 65,570,923 24.4% Police 75,172,449 78,278,455 80,106,295 77,556,549 79,060,155 80,301,451 29.9% Public Works 25,953,156 24,868,447 21,666,049 19,962,943 21,203,793 21,038,774 7.8% TOTAL 228,911,785 223,492,900 226,834,361 227,980,486 241,574,127 268,647,187 100.0% 3 Table of Organization During FY 2020/21, an employee Separation Incentive Program was implemented in response to anticipated revenue declines associated with the COVID-19 pandemic, providing a unique opportunity for departments to restructure and reevaluate the City's various service delivery models. Since that time, 4 positions were added as part of the FY 2021/22 Budget and another 18.5 positions were added over the course of FY 2021/22,bringing the FY 2021/22 total headcount to 980.75 positions. The Adopted FY 2022/23 Budget reflects an increase of 9 positions across all funds compared to FY 2021/22. The majority of these changes are within the Public Works Department to reflect updated infrastructure and technological advancements in the Water Division and to place additional positions on the Transportation and Engineering teams to meet growing demand. Another change is the transfer of non-sworn Homeless and Behavioral Health Services staff from the Police Department to the City Manager's Office. With a total headcount of 989.75 full-time positions,the City is just slightly above FY 2019/20 staffing levels of 987.25. Chart of Organization-All Funds 1.000.00 995.00 989.75 990.00 9h6.15 926.35 91i6.25 987.25 983.75 985.00 • 978.25 980.7 980.00 972.75 975.00 970.00 965.00 960.00 9 8 5 955.00 950.00 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 The new positions include 1 Executive Assistant in the City Manager's Office and 1 Social Worker to assist with the growing Homeless caseload within the Homeless and Behavioral Health Services Division. One Records Specialist is included to bolster City Clerk staffing for the centralization of public records management and public records request management beginning on July 1, 2022. Two new positions are included in the Finance Department to process accounts payable invoices, provide customer service at the concierge desk at City Hall, and to provide utility billing support within the Municipal Services Division. As mentioned above,there are several changes within the Public Works Water Division, including the elimination of 2 Water Meter Readers and 1 Water Meter Repair Technician due to the implementation of Automated Water Meter Infrastructure (AMI). In their place, 1 Field Service Representative, 1 Water Distribution Maintenance Leadworker, 1 Water Equipment Operator, 1 Water Systems Technician III, and 1 Water Utility Locator have been added to enhance water system maintenance,focus on air quality mandates and Water Production and Flood Control reporting, and address the high volume of service requests. One new Traffic Maintenance Service Worker is included to improve traffic signal maintenance response and 1 new Contract Administrator has been added to administer construction contracts within the approved Capital Improvement Program(CIP). 4 Protecting the Community Funding for Public Safety represents 49 cents of every dollar spent in the General Fund. With almost half of the General Fund Budget committed to the Police and Fire Departments, the City has dedicated a large share of its resources, or$132.7 million,to these core services. Public Safety FY 22/23 Budget $132.7 M - General Fund Only Fire-Emergency Medical Svcs, $4,809,589 Fire-Emergency Reponse, $37,047,511 Police-Executive, Fire-Marine Safety, $677,434 $7,005,353 Police-Administrative Fire-Community Risk Ops, $4,865,224 Reduction, $1,875,876 Police- Fire-Admin, Investigations, $1,615,176 $14,585,117 Police-Support Services, $10,371,520 Police-Patrol, Police-Special $29,902,050 Operations, $19,900,106 Police In the Police Department,the budget includes$1.2 million in equipment funds for the replacement of 16 police vehicles and other front line safety equipment. The CIP includes $2,952,000 for relocation and expansion of the Police Department Communications Center and Traffic Office, Heliport Hangar improvements, updates to the women's locker room, fiber installations at the Bella Terra Police substation,and funding for a Joint Youth Training Center to be shared between the Police and Fire Departments. Fire In the Fire Department, the Adopted Budget includes $1.1 million for equipment replacement comprising the replacement of two Ambulances and the purchase of self-contained breathing apparatus (SCBA) and cardiac monitors/defibrillators. The General Fund CIP includes $1.3 million for a traffic signal at Heil Fire Station and the Fire Department's share of the Joint Youth Training Center. 5 General Fund Reserves Overview To maintain our solid bond ratings, the City must continue to demonstrate fiscal prudence and controls on spending. Maintaining adequate emergency reserves is yet another way of demonstrating financial discipline. Fitch's reaffirmation of the City's AAA rating in February 2022 highlights 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 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 in the face of these inherent risks. General Fund Reserves by Type (In Thousands) FY 18/19 FY 19/20 FY 20/21 FY 21/22 Fund Balance Category Audited Audited Audited Ado sled Economic Uncertainties 25,011 25,010 25,381 25,381 Equipment Replacement 8,295 8,295 8,295 8,295 General Plan Maintenance 546 791 791 791 General Liability Plan Migration 2,801 2,801 2,801 2,801 Capital Improvement Reserve(CIR) 8,046 8,046 8,230 8,230 Pension Rate Stabilization 741 741 Cityview Replacement 1,028 1,028 1,028 1,028 Strategic Initiatives 15,998 16,536 16,536 16,536 Section 115 Trust 8,750 10,003 12,878 14,699 Triple Flip 1,113 896 749 118 Year-End Market Value 1,184 1,983 1,983 1,983 Housing Agreement 1,580 101 174 1,657 Litigation Reserves 3,650 3,650 AES Reserves 4,900 4,900 Other Fund Balance* 4,661 4,598 6,472 6,472 Unassigned 3,395 Total Fund Balance 79,013 80,088 94,609 100,677 *Other Fund Balance includes Encumbrances,Non-Spendable,and Restricted Items. 6 The FY 2022/23 Capital Improvement Program - Paving the Way to the Future General Fund 15% Charter Requirement for Infrastructure City Charter Section 617 (b) requires that 15 percent of General Fund revenues be allocated to infrastructure spending based on a five-year rolling average. The FY 2022/23 Adopted Budget meets the Charter mandated 15 percent spending requirement on infrastructure based on a five- year rolling average. The FY 2022/23 Adopted Budget commits approximately $39.2 million in General Fund spending for the maintenance and improvement of the City's infrastructure. The $24.4 million transfer from the General Fund to the Infrastructure Fund ensures proper accounting and includes the allocation of $10.9 million of HB Recovery funds for various capital improvements previously identified and earmarked by City Council. Capital Improvement Program—All Funds The Capital Improvement Program highlights 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 2022/23, the CIP totals $59.7 million in new spending across multiple funds with projects distributed throughout the City. The plan addresses critical infrastructure and capital needs divided into numerous categories including drainage and water quality, facilities,neighborhoods,parks and beaches, sewer, streets, and transportation. Capital Improvement Program FY 2022/23 $59,680,511 - All Funds RMRA,8% TIF,<1%_ Park Funds,2% Sewer Funds,14% Gas Tax/Prop 42,5% Measure M,4% __ Water Funds,6% r I iir. Grants/Other,26% Infrastructure Fund, 35% 7 Neighborhood, Streets and Transportation Improvements The Adopted Budget continues to fund aesthetically pleasing, safe, and reliable infrastructure to the City's residents and community. The FY 2022/23 Adopted Budget includes funding to maintain the City's roadways and infrastructure. Local neighborhood improvements total $4.2 million of residential street overlay and curb ramps. Arterial roadway improvements total $6.2 million for Bolsa (Graham - Edwards), Brookhurst (Indianapolis - Bushard), Edinger (Goldenwest-Gothard),Garfield(Ward-City Limits),Hamilton(Newland-Magnolia),and Heil (Goldenwest-Gothard). These projects will help the City reach an overall Pavement Condition Index (PCI) rating of 80, or "Good." A budget of$2.8 million has also been included to fund preliminary downtown revitalization design and arterial beautification projects. A total of$3.1 million is included for fiber optics and citywide mobility and corridor improvements. Parks and Beach Projects Keeping true to our commitment of improving the quality of life for our community, the FY 2022/23 Adopted Budget includes $3.2 million for park and beach improvements to enhance and improve open space throughout the City. Adopted park projects include: Pattinson Park playground and picnic area improvements, continued retrofit of Sports Complex lighting to LED, Marina Park reconfiguration, and Carr Park, Edison Park and Huntington Central Park Slater Playground improvements. 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 2022/23 Adopted Budget includes $10.4 million of funding for facilities improvements. The Facilities Improvements CIP includes: Joint Youth Training Center for Police and Fire,Oak View Community Center rehabilitation,Civic Center UST, generator and main switchgear replacement, and modernizing 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 2022/23 total$84.6 million for both operating and capital improvement costs. Due to the complexity and number of projects, the annual budgets in Enterprise Funds tend to fluctuate significantly between fiscal years. Projects for the Water,Water Master Plan,and Sewer Service enterprises correspond with the adopted Master Plans and major maintenance programs. Within the CIP, water projects include Peck Reservoir security improvements and water main replacements. Sewer projects include sewer lift station reconstruction and sewer lining projects. 8 Enterprise Fund Expenditures FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 Fund Actual Actual Adopted Revised Adopted Enterprise Funds 00504-Refuse Collection Service 12,609,084 12,934,825 13,667,909 13,941,105 14,491,848 00506-Water 41,362,339 42,084,504 44,122,678 45,982,842 47,887,385 00507-Water Master Plan 3,100,231 3,970,253 3,493,684 6,922,083 2,855,478 00511-Sewer Service Fund 9,827,898 9,283,115 13,764,987 21,696,370 19,378,288 TOTAL 66,899,551 68,272,697 75,049,258 88,542,400 84,612,999 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 $68.4 million in the FY 2022/23 Adopted Budget. A subset of these funds totaling$20.8 million, primarily used for capital projects, is highlighted below. Special Revenue Fund Expenditures FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 Fund Actual Actual Adopted Revised Adopted Special Revenue Funds 201-Air Quality Fund 102,149 15,378 531,500 1,523,302 788,188 206-Traffic Impact 2,157,222 52,308 1,690,000 2,148,895 290,000 207-Gas Tax Fund 3,089,234 5,036,650 4,076,420 4,463,921 3,662,154 211-Drainage 26,749 825,000 828,171 2,845,000 213-Measure M Fund 3,156,679 3,123,030 2,318,987 5,100,440 4,378,615 219-Prop 42 Traffic Cong Relief 1,152,069 1,207,687 1,840,000 3,270,568 2,134,789 227-Police Facilities Dvlpmt Impact 1,124,000 1,607,000 415,000 228-Park Dev Impact-Res 2,949,744 3,466,058 3,776,370 8,328,263 1,663,361 1247-Road Maint.&Rehab 3,361,778 6,221,116 4,800,000 5,451,900 4,600,000 Total Special Revenue Funds 15,968,875 19,148,976 20,982,277 32,722,460 20,777,107 Fiscal Responsibility and Transparency The City continues to do an outstanding job of financial planning and reporting in a transparent and open manner. In 2021, 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 2021/22 Budget. To receive these prestigious awards,the City's budget document and ACFR are required to satisfy rigorous nationally recognized guidelines. 9 Conclusion The FY 2022/23 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 enable it to effectively manage those challenges. These advantages include a strong,diverse local economy, a very high quality of life, and a history of responsible financial stewardship. This budget reflects both the challenges and opportunities that will shape our future. I would like to specifically thank all City department directors, their staff, and the Budget Management Division, who worked collaboratively to develop and produce this budget. Addressing a global pandemic is an unprecedented experience, but with the City Council's leadership, support of the citizen-led Finance Commission, and the combined efforts of all members of the City of Huntington Beach team, we will continue to be a leading example of resilience, excellence and prosperity. Sincerely, Sean Joyce Interim City Manager 10 o Community ... -1 Profile •( FISCAL YEAR 2022-23 BUDGET Ill C Z 4 m irmiew Z 0 1.1 ;,, .. 0 +*. ITT - yr - Nfr..wµs» 0 m s % . A R Y} Z1 - .'' Wr".1414. , 4:,,- . 841r i ------,.....„_' ' . . . :: :4,,,1"‘-'11.*:-...1,1....:::„17,,.:: 4 1. q City of Huntington Beach Community Profile Adopted Budget- FY 2022/23 R • -. f y yes c L ;n b _ r. 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 in shore of the Pacific Ocean in 101111 +k northwestern Orange County. itiirliFin rw. Huntington Beach is bordered by the 11I- i'�r r' `s cities of Westminster to the 4416,epi 110 ,E northwest, Fountain Valley to the 1►'���� • -N northeast, Costa Mesa to the east, ts� �► 4444,,4 - Newport Beach to the southeast, �� and Seal Beach to the west. The 41,,„,,a,,,„ City is positioned for the global �� market at 18 miles southeast of the .od� 9 mii, I ,141 __ Port of Long Beach and Los Angeles .� Harbor, 35 miles southeast of Los N. VI� Angeles, and 95 miles northwest of San Diego. 11 City of Huntington Beach Community Profile Adopted Budget- FY 2022/23 Lifestyle The City of Huntington Beach is located on the Orange County coast. With a population of 198,039 residents, it is known as Surf City due to its abundance of beaches; the • sunny, warm Mediterranean climate; and its casual r • , ' =. lifestyle. With over 10 miles of coastline to boast of, !0 •"I Huntington Beach plays host to over 16 million visitors F•• • 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. The City ranks #1 in the nation "Quality of City Services" and#20 for "Best-Run City in America Poll" by WalletHub (June 2021) and one of the top three "Best Cities to Live In"by the Orange County Registerfor the past six consecutive years. Huntington Beach was also ranked #9 of the Happiest Cities in America by WalletHub (March 2022). Huntington Beach is home to a thriving beach community, consistently ranked in the top 16 best beaches in the State of California. A world- class Central Library with four branch libraries, many picturesque parks including the 343-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 since 1904, the City's most iconic event- the Fourth of July Fireworks Show and Parade- has over 500,000 in- person attendees at this multi-day event and is known as "the ` . . largest Independence Day Celebration west of the Mississippi." ,1014 The annual events include a Surf City 5K fun run, a parade including floats, bands, equestrian units and local dignitaries, Fireworks at the Pier and a decorating contest. In 2021, the Pier Plaza Festival portion of the event added an all-new Amusements Area, featuring a 75-foot tall Ferris wheel, 90-foot Monster Slide,traditional carnival games, and other family-friendly activities. 12 City of Huntington Beach Community Profile Adopted Budget- FY 2022/23 Sports Events Huntington Beach is also home to national events such as the Vans U.S. Open of Surfing which is held in August each year. This event attracts 500,000 visitors annually and is the world's largest surfing competition. In February, the annual Surf City USA Marathon attracts over 9,200 runners from all over to participate in this Boston-Qualifying course for the marathon in addition to the half-marathon and 5K events. 5y4 r • .._.. '� te. S, V. .... The Pacific Airshow Huntington Beach is also the destination for the Pacific Airshow- the only beachfront air show on • ,,; F- � -� _ � the West Coast. Held in October, the 2021 w "' '' • '`" repertoire included the U.S. Navy Blue Angels, Canadian Force Snowbirds, and U.S. Army ' t` • • Golden Knights, among many others. This unique airshow has gained tremendous melleolv -'�" "`" popularity since premiering in October 2016 and - now attracts a crowd of over 1.2 million from around the world to view the three-day event. As part of this event, the Aftrbrnr Music Festival will take place each day following the Pacific Airshow with live music performed at the beach. 13 City of Huntington Beach Community Profile Adopted Budget- FY 2022/23 Homeless and Behavioral Health Services In November 2020, the City of Huntington Beach completed construction of a temporary Homeless Navigation Center that can house up to 174 homeless adults and couples and provide comprehensive support services including vocational training, mental health treatment and transportation to appointments. itilibgAzzar -- Staff provides assistance in finding employment and permanent housing for this vulnerable population. The Navigation Center was a joint A partnership between the City and the County of ` ` *u'r"" -� Orange to helpaddress the needs of the local homeless population. In August 2021, the City also launched BeWell OC, the first such city program of its kind in Orange County, to deliver immediate • .4 support to residents experiencing non-emergency mental health crises and non- *. ,+ medical situations, including public assistance with lack of basic needs, and divert these calls away from public safety officials so they can focus on crime prevention BeWell and emergencies. The City is also in the planning stage of developing a Healing Center. The center will be a mixed use development consisting of a homeless [Hope happens here shelter, sobering center, support services, and transitional and low income housing at various affordable income levels. Adventure Playgound Adventure Playground in Huntington Beach Central Park recently 45 underwent an upgrade with the installation of new playground equipment. �� The new playground has obstacle course elements for older kids as well • as a separate area intended for younger children. The equipment was , designed to incorporate the idea of risk-based play that forces children to take a little bit of risk, without actually being dangerous. Mobi Mat The City has introduced "Mobi-Mats"to the City beaches and it •I parks. The mats, which are the first in Orange County, improve accessibility for visitors and residents with disabilities. These mats, which are five feet wide and made - #'; from recycled polyester, provide a stable, non-skid surface for easier wheelchair and stroller access across uneven 11417;{'` surfaces, such as sand. The City currently has three mats I installed at City beaches and one at Central Park Dog Park and is looking for other locations that can benefit from these new and innovative pathways. 14 City of Huntington Beach Community Profile Adopted Budget- FY 2022/23 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 Orange Coast College, the University of California, Irvine, and California State Universities at Long Beach and Fullerton. Golden West and Coastline Community Colleges are located within the City limits. Business & Economy Huntington Beach is one of the leading commercial and (-Sales Tax Revenue Diversification industrial centers in Southern California. As the fourth largest Auto&Transportation 23% city in Orange County, and the 23rd largest in California in terms General Consumer Goods 19% of population,there are over 105,600 people employed by public State&County Pools 18% and private entities in Huntington Beach. The City has earned Restaurant& Hotels 12% various accolades throughout the year, including the following: Business& Industry 9% #1 in the nation for "Quality of City Services" (WalletHub, June Building &Construction 7% 2021), #20 for "Best Run City in America" (WalletHub, June Fuel & Service Stations 6% 2021), and Top three "Best Cities to Live In" for the past six Other 6% 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, 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. 15 City of Huntington Beach Community Profile Adopted Budget- FY 2022/23 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. Facts and Figures Y i, Population: 198,039 (2020 i 1 "'i Estimate) • Fourth Largest City (by -,,. r►- - population) in ;,: ,- Orange County r ! �` < _ _ ,.,..,--.,---_- • 23rd Largest in California j • Land Area: 28 Square l 4. ' '° Miles „..,„ if, , • Fourth Largest City (by t land area) in Orange County • 78th Largest in California / z (C—it-1:Facilities 1r i14- k. 10 Miles of coastline i L Ub7,'+�u �c; f,r• • 1,850 foot long pier �, ".i.. __,, I„ :. - • 78 Parks I I ,N • 2 Community Centers L ! • 343.2 acre Central Park ... • Senior Center • 45 Acre Sports Complex ill which includes: 0 4 turf fields al 0 8 baseball & softball fields . 0 7 soccer fields o Batting cages . r 0 2 Playgrounds O 2 Concession Stands . ) 16 City of Huntington Beach Community by the Numbers Adopted Budget- FY 2022/23 Geography Education Population per Land Area in High School Diploma Square Mile 9 Square Miles HB 93.1% County 86.0% IMOBachelor's Degree or Higher HB7,103 HB26.8 g g County 3,808 County 790.6 HB 43.6% County 41.2% Income Housing Median Household Income Median Home Value Owner Occupied HB $803,400 Housing HB $97,469 © County $703,800 HB 56.6% County 57.2 County$94,441 0 /o Per-Capita Income Median Gross Rent HB $50,625 ! IP HB $1,965 County$43,049 County$1,928 Age and Sex •HB •County Persons Under 5 Persons 6-18 HB 49.7% HB 50.3% Persons 19-64 Mill County 50.7% County 49.3% Persons Over 65 0% 20% 40% 60% 17 City of Huntington Beach City Service Highlights Adopted Budget- FY 2022/23 ANNUAL SERVICE DATA MAINTAIN .Is ; ' O'O O - ir o o- 316 Miles of Residential Streets 20,661 calls for 68,000 calls for Fire Service Police Service e, 3,765 Park, A Parking Lot and lb ' IN% Street Lights O laas n :j= �- -- 3.4 Million Sq. Ft. 4,474 Code 11141111 Enforcement of Landscaping 18,000 Business maintained Cases Licenses 611 Miles of Water Mains n ..,,,„,. .,, tit M 1. , o .fr .__ .: _. 0 dE1f tKA A, MOM1 Over 70 Parks 35 City Council 222 Meetings for 20 Meetings Held Citizen Committees, 85,000 Meals Boards and Delivered to Commissions Seniors 18 0 -I Strategic Plan -4 O FISCAL YEAR 2022-23 BUDGET 111 C Z - Z 0 . � _ � y I ':1111.) !IN , 1 ., ,t7 ,. CI > _ //OATINGI- . �� �F9 City of Huntington Beach N. io _ 4 Adopted Budget - FY 2022/23 ;_�F o ;;�,, 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 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 community The City of Huntington Beach values... • Humility • Exceptionality • Social Awareness • Passion • Teamwork • Integrity 2022 PRIORITY POLICY AREAS On February 4, 2022, 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: 4) Community Engagement l�N Homelessness and Behavioral Services Response ©®* Economic Development & Housing Infrastructure & Parks $...— __ Fiscal Sustainability, Public Safety and other loP These Priority Policy Areas relate specifically to the City's 2022 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 February 4, 2022 workshop and formally adopted at the March 15, 2022 City Council meeting. 19 °"fINGro City of Huntington Beach 20onBeich,CAt, off_ It Huntington Beach,CA 92648 = cOuNTItt` Legislation Details (With Text) File#: 22-212 Version: 1 Type: Consent Calendar Status: Passed File created: 3/3/2022 In control: City Council/Public Financing Authority On agenda: 3/15/2022 Final action: 3/15/2022 Title: Consider adoption of the 2022 City Council Strategic Planning Work Plan Attachments: 1. Att#1 2022 City Council Strategic Planning - Presentation -2022-03-15 Date Ver. Action By Action Result 3/15/2022 1 City Council/Public Financing Authority REQUEST FOR CITY COUNCIL ACTION SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Sean Joyce, Interim City Manager VIA: Travis K. Hopkins, Assistant City Manager PREPARED BY: Catherine Jun, Assistant to the City Manager Subject: Consider adoption of the 2022 City Council Strategic Planning Work Plan Statement of Issue: On February 4, 2022, the City Council conducted a Strategic Planning Workshop to identify overall goals and objectives for integration into the City's annual work plan for 2022. Pat West Consulting and the City Manager's Office facilitated discussions during which the City Council reaffirmed 4 of the 5 policy priority areas that were set in 2021 (excluding COVID-19 Response) and moved them forward for 2022. The City Council also added Fiscal Sustainability, Public Safety and Other as the fifth policy priority area. The City will continue to achieve goals within these five areas over this calendar year: 1. Community Engagement 2. Homelessness and Behavioral Services Response 3. Economic Development & Housing 4. Infrastructure & Parks 5. Fiscal Sustainability, Public Safety and other For each of the areas above, the City Council identified specific goals and objectives that they wished for the City to achieve. A 2022 City Council Work Plan that includes a summary of these goals and objectives is attached to this report. Once adopted, the Work Plan will serve to focus and prioritize the City's efforts throughout the calendar year. City of Huntington Beach Page 1 of 3 Printed on 3/18/2022 20 powered by Legistar'r File#: 22-212,Version: 1 Financial Impact: The fiscal impact of specific projects will be considered separately as they are developed. Recommended Action: Adopt the 2022 City Council Work Plan. Alternative Action(s): Do not adopt the 2022 City Council Work Plan, and provide staff with additional direction. Analysis: The City Council held a Strategic Planning Workshop on February 4, 2022 facilitated by Pat West Consulting and the City Manager's Office. During the Workshop, City Council reaffirmed four of the five policy priority areas and respective strategic goals set in 2021 (excluding COVID-19 Response) and decided to continue them forward in 2022. The City Council also added Fiscal Sustainability, Public Safety and Other as a fifth policy priority area: 1. Community Engagement Priorities o Strategic Goal: Improve Communication Mechanisms Utilized by the City o Strategic Goal: Improve Community / Constituent Engagement Experience 2. Homelessness and Behavioral Services Response Priorities o Strategic Goal: Enhance Existing Homeless Response Efforts o Strategic Goal: Develop Homeless Response Solutions to Address the Root Causes of Homelessness o Strategic Goal: Position Huntington Beach to be a Regional Leader in Addressing Homelessness, Mental Health, and Other Related Issues 3. Economic Development & Housing Priorities o Strategic Goal: Develop City Programs Aimed at Supporting, Promoting, and Diversifying our Economic Base o Strategic Goal: Utilize Updates to the City's Housing Element and Land Use Policies as an Economic Development Tool o Strategic Goal: Pursue Policies and Projects to Increase the Local Housing Supply 4. Infrastructure & Park Priorities o Strategic Goal: Develop a Plan to Address Major Facility Needs o Strategic Goal: Prioritize Park and Community Center Improvements in the City's CIP Budget o Strategic Goal: Develop Multi-Modal and Active Transportation Infrastructure Projects (Inclusive of Disability Access), Especially in the City's Downtown Resort District o Strategic Goal: Develop Smart City Policies While Prioritizing Broadband / Small Cell Access Throughout the Community 5. Fiscal Sustainability, Public Safety and Other o Strategic Goal: Maintain a balanced budget and responsible spending of annual surpluses City of Huntington Beach Page 2 of 3 Printed on 3/18/2022 21 powered by Legistarr" File#: 22-212, Version: 1 o Strategic Goal: Implement solutions to enhance public safety During this exercise, the City Council reviewed the 2021 objectives that were set under each strategic goal, identifying those that were successfully completed and those that are under progress. In addition to those items in progress, the City Council set additional objectives under each priority area for 2022. A summary of those items are available in the proposed 2022 Work Plan (see attached). If adopted by the City Council, the Work Plan will serve to focus the City's resources to achieve the objectives throughout the calendar year. Environmental Status: Not applicable Strategic Plan Goal: Non Applicable - Administrative Item Attachment(s): 1. 2022 City Council Strategic Planning Work Plan City of Huntington Beach Page 3 of 3 Printed on 3/18/2022 22 01 C II MIN C C ci) a) Om RI a) ■—• a) O cm ce 045 - a - tU O O (N CI) (/) 73 N., N L, :I N O -5 o C co o N -o 2 low LI' v/4/ 1PH 0 •....,. ,„,..oro •. I. • i , ; 0 II i -=-,. -\ 1 N 4. ‘ AT \.) i L' __Z iiii 1 k \' , , ..• /3 ;t, .. , ; ,T- -----,:i1,111 , . , , .. . ,_•. c, \ s,_/ ' , ; 1 ‘ N , . J • \ . cp •: a- \ . 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City of Huntington Beach Q Adopted Budget — FY 2022/23 ��,,-2 Budget Process and Calendar AN The Fiscal Year Budget Process and Adjustments to the Annual Budget The FY 2022/23 Annual Budget covers the period of July 1, 2022 through June 30, 2023. The City's Budget Process, as outlined below, reinforces the City's commitment for a transparent budget process providing opportunities for public input. Below is a general overview of the budget process presented by completion dates. Date Budget Procedure Action By 1/6/2022 A Budget Kick-Off meeting is held to review the directive Chief Financial Officer for preparation of the FY 2022/23 budget. Finance Manager-Budget 1/12/2022 Individual Capital Improvement Project (CIP) requests Departments are completed and submitted to the Public Works Department. 1/31/2022 Departments prepare their respective budgets including Departments submitting proposed budgets to the Budget Management Division. 1/31/2022 Phase I of Revenue projections are completed and Departments submitted to the Budget Management Division. 3/2/2022 The City Manager's Office conducts meetings with all City Manager, Departments Through departments to review budget development forms and Chief Financial Officer 3/17/2022 supplemental budget requests. Finance Manager-Budget 4/5/2022 Departments and Budget Management are advised City Manager regarding final budget adjustments prior to preparation of Chief Financial Officer the Proposed FY 2022/23 Budget Document. Budget Finance Manager-Budget Management prepares the document for submission to the City Council. 5/9/2022 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 5/10/2022 The Proposed Budget for FY 2022/23 is submitted to the City Manager City Council per City Charter 5/17/2022 The City Manager conducts a budget study session and City Manager presentation of the Proposed FY 2022/23 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. 57 -- City of Huntington Beach Adopted Budget — FY 2022/23 Budget Process and Calendar Date Budget Procedure Action By 6/7/2022 A City Council public hearing is conducted for the City City Manager Manager's Proposed Budget/CIP for FY 2022/23. City Council Following completion of the public hearing, the City Departments Council adopts the budget by Resolution. 6/21/2022 Alternate date for City Council Adoption by Resolution of City Manager the Proposed Budget/CIP for FY 2022/23 after City Council incorporation of City Council changes. Departments 7/1/2022 FY 2022/23 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 describes 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. City Council approval is required for budget adjustments that require an increase to the total appropriation or transfer between funds. The annual budget is developed and monitored throughout the year as depicted below: Budget Preparation Budget Development Revenue Projections •Finance Department develops •Departments review existing •Finance Department projects materials for budget funding and request additional revenues for the upcomming development funding if needed year and updates Long Range ii Financial Plan W Budget Review Proposed Budget City Council Budget •Supplemental items submitted ; Development Workshop by Departments are analyzed •Funded requests are added > •Proposed Budget is presented and reviewed for funding and the is document finalized to City Council for review and considerations for City Council review comments y Budget Adoption Budget Monitoring Budget Amendments •Changes from City Council •Spending is monitored •Budgets may be amended incorporated and Budget is throughout the year and throughout the year as allowed adopted by City Council at a departments are notified of per policy. Public Hearing concerns. 58 City of Huntington Beach ;'..."2. -, Adopted Budget — FY 2022/23 ",`F4 co,,, V Cad Financial Policies The City of Huntington Beach was incorporated as a Charter City in 1909. Huntington Beach has a Council/City Manager form of government, wherein seven City Council members are elected to four-year terms, and the Mayor is filled on a rotating basis from the incumbent Council members. The Council sets and approves the City's Financial Policies through the adoption of a resolution. The purpose of these policies is to help frame resource allocation decisions and establish objectives, standards, and internal control for the City's funds. The following policies provide the basic legal requirements and timeliness of policies. In FY 2014/15, new policies were adopted and implemented into the General Fund Balance and Fund Balance Classifications sections in accordance with Government Accounting Standards Board Statement No. 54 to segregate and identify different categories of the City's Fund Balances in order to easily compare with other cities and local jurisdictions nationally. FINANCIAL REPORTING AND ACCOUNTING STANDARDS ❑ The City's accounting system will be maintained in accordance with generally accepted accounting practices and the standards of the Government Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). ❑ The Annual 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. ❑ The City will strive for an unqualified audit opinion. An unqualified opinion is rendered without reservation by the independent auditor that financial statements are fairly presented. ❑ The City will contract for an annual audit by a qualified independent certified public accounting firm. The independent audit firm will be selected through a competitive process at least once every four years. The contract period will be for an initial period of three years, with one one-year option to extend. 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. ❑ On-going revenues will support on-going expenditures. Revenues from one-time or limited duration sources will not be used to balance the annual operating budget. ❑ Support function appropriations will be placed in the department in which they are managed. 59 ��N1iN ti` City of Huntington Beach Adopted Budget — FY 2022/23 ?,F" "A° Financial Policies ❑ Governmental, agency and expendable trust fund types, and pension trust funds use a modified accrual basis of accounting. These funds recognize revenue when it is susceptible to accrual. It must be measurable and available to finance current period expenditures. Examples include property taxes, sales tax, governmental grants and subventions, interest and charges for current service. Revenues not susceptible to accrual include certain licenses, permits, fines and forfeitures, and miscellaneous revenue. The City of Huntington Beach recognizes expenditures when it incurs a measurable liability, with the exception of interest on long-term debt, which is recognized when it is due. ❑ The City accounts for proprietary fund types and pension trust funds on the accrual basis, similar to private businesses, recognizing revenue when earned, regardless of the date of receipt, and recognizing expenses when they are incurred. The City selected under GASB Statement 20 (Governmental Accounting Standards Board), to apply all GASB pronouncements as well as an official statement of opinions of the Financial Accounting Board. ❑ The budget includes estimates for revenue that, along with the appropriations, comprise the budgetary fund balance. The appropriated budget covers substantially all fund type expenditures. The City Council adopts governmental fund budgets consistent with generally accepted accounting principles as legally required. There are no significant unbudgeted financial activities. Revenues for special revenue funds are budgeted by entitlements, grants, and estimates of future development and growth. Expenditures and transfers are budgeted based upon available financial resources. The City uses an encumbrance system as an aid in controlling expenditures. When the City issues a purchase order for goods or services, it records an encumbrance until the vendor delivers the goods or performs the service. At year-end, the City reports all outstanding encumbrances as reservations of fund balance in governmental fund types. The City then re-appropriates these encumbrances into the new fiscal year. FUND BALANCE DEFINITIONS AND PROJECTIONS ❑ The City is reporting estimated changes in fund balances for all funds with adopted budgets for the current fiscal year. The City has chosen to report certain major funds individually and the others combined within the annual audit. Major funds used in the City's ACFR, plus selected other funds are described. Within the budget document, all funds operated by the City are individually presented. ❑ For governmental funds, the fund balances represent the estimated effort of the adopted budget on the unassigned fund balance that will be reported in the ACFR 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 ACFR. 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. 60 ��NTINGTpy 7 o;, e�=j City of Huntington Beach 9,.,,;X, ,,:Q Adopted Budget — FY 2022/23 vL�FF T� Financial Policies �uN 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, 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. 61 T INGTo. City of Huntington Beach --„) Adopted Budget — FY 2022/23 Financial Policies uNry ca�,� 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 ❑ 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. • 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. 62 o`N�Nt NGTp�'B�� �, City of Huntington Beach r Q Adopted Budget — FY 2022/23 Financial Policies • 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 CaIPERS, 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.pdf APPROPRIATION AUTHORITY ❑ The City Council is the appropriation authority for the City Budget. As required by state law, appropriations expire at the end of each fiscal year. NON-DEPARTMENTAL BUDGET ❑ The City shall maintain a non-departmental budget that is used for expenditures that do not apply to a specific department, are Citywide in nature, or shared by several departments. The Chief Financial Officer and City Manager shall be responsible for administration of this budget. 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. Li The City will adjust user fees as necessary to ensure that enterprise funds do not collect revenues at a rate in excess of the fund's operating, capital, and reserve requirements. ❑ Enterprise funds will be supported by their own rates and not subsidized by the General Fund. ❑ Water Fund o Reserve equal to 25% of the adopted annual operating budget to ensure adequate working capital for operating expense. ❑ Water Master Plan o One-hundred-fifty percent (150%) of the average planned Water Master Plan Capital Improvement Program for the following five years. o Cost of thirty (30) months of imported water needed to replace the production from the average City well. o Emergency: Cost to replace one groundwater well. 63 �r iN1iNGt0 /4 e9: City of Huntington Beach 9.;r�,;. Adopted Budget — FY 2022/23 9A°F.vivr ' Financial Policies ❑ Sewer Service Fund o Thirty-three percent (33%) of the adopted annual operating budget to ensure adequate working capital for operating expenses. o One-hundred percent (100%) of the average annual planned Capital Improvement Program for the following five years. o Emergency: Cost to replace one sewer lift station. SPECIAL REVENUE FUNDS ❑ A Special Revenue Fund is used to account for the proceeds of specific revenue sources that are restricted to expenditure for specified purposes. ❑ The City Council will establish which revenues require placement into a special revenue fund. ❑ The City Council will establish which expenditures will be expensed to each special revenue fund. DEBT ISSUANCE & MANAGEMENT ❑ The City will not use long-term debt to pay for current operations. ❑ The City will strive to construct capital and infrastructure improvements without incurring debt. Debt financing will be considered for capital and infrastructure improvements when one or more of the following circumstances exist: • When the term of the debt does not extend beyond the useful life of the improvements. • When project revenues or specific resources will be sufficient to service the long- term debt. • When the cost of debt is less than the impact of the cost caused by delaying the project. ❑ 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-Manaqement- Policy.pdf CHARGES & USER FEES ❑ "User Fees" are fees for services that are exclusively provided by the City and cannot legally exceed the cost of the service provided nor the statutory limit (if lower). User Fees will be reviewed and/or revised periodically by the City Council. User Fees that do not recover all direct and indirect costs of service will be clearly identified and must be approved by the City Council. ❑ "Charges" are fees that have no statutory limit and typically are set at "market rates" since the public can choose to obtain these services from other sources. Charges will be reviewed and/or revised periodically by the City Council. Charges that do not recover all direct and indirect costs of service will be clearly identified and must be approved by the City Council. ❑ The City Council will be presented annually with a list of all User Fees and Charges indicating when they were last changed. ❑ Fees for infrastructure improvements required by new development will be reviewed annually to ensure that the fees recover development related expenditures. 64 ��NT Ncro °` ties City of Huntington Beach Adopted Budget — FY 2022/23 Financial Policies t`UUNTV CP CAPITAL MANAGEMENT ❑ The City will prepare a five-year Capital Improvement Plan (CIP). The plan will be developed biannually and updated annually. The Capital Improvement Plan will include current operating maintenance expenditures, funding to support repair and rehabilitation of deteriorating infrastructure, and the construction of new infrastructure projects. ❑ Prior to planning the construction of new infrastructure, the improvement's future operating, maintenance, and replacement costs will be forecast and matched to available revenue sources in the operating budget. 65 e'��1�Nro... City of Huntington Beach �: c- Adopted Budget — FY 2022/23 AB1234 Disclosure Reimbursement Expenses `. �Q,� City Council - Ni v �,I N 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 Manly, NSW, Australia. • 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. 66 hTi4cs-. City of Huntington Beach .oy° Adopted Budget — FY 2022/23 ," AB1234 Disclosure Reimbursement Expenses ri;r 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 4th of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. 67 Cityof Huntington Beach ,,Nti�����jo2 9 f,i4111KA9 Adopted Budget — FY 2022/23 AB1234 Disclosure Reimbursement Expenses "6F ::\Ai City Attorney N. N" The following are activities on which the City Attorney could expend city funds: • Various business meetings/events with business leaders, owners, consultants, or vendors. • Community meetings or events on general or city-specific issues. • Attendance at annual professional conferences, board meetings, and other meetings such as the League of California Cities, including specialized conferences for work-specific topics; reimbursement may include parking, transit, airfare, mileage, hotel, meals, and other incidental expenses. • Books, training, certifications, and publications relevant to the work environment. • City events and city-supported functions such as 4th of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. • Litigation expenses. 68 -- City of Huntington Beach °:�' Adopted Budget — FY 2022/23 � __ _ .'Q AB1234 Disclosure Reimbursement Expenses F :.;< , City Treasurer The following are activities on which the City Treasurer could expend City funds: • Various business meetings/events with business leaders, owners, consultants, or vendors. • Community meetings or events on general or City-specific issues. • Attendance at annual professional conferences, board meetings, and other meetings such as the California Municipal Treasurers Association, the Association of Public Treasurers of the United States and Canada,the League of California Cities,the Government Finance Officers Association, the California Society of Municipal Finance Officers, including specialized conferences for work-specific topics; reimbursement may include parking, transit, airfare, mileage, hotel, meals, and other incidental expenses. • Occasional trips to testify/lobby on specific City issues to Sacramento or to Board of Equalization meetings. • Books, training, certifications, and publications relevant to the work environment. • City events and city-supported functions such as 4th of July, Association of Volleyball Professionals (AVP), Art Center events, and other similar activities. 69 �'""~a'` Cityof Huntington Beach �t..1 ..ro4 9 ti; �'•9 3 Adopted Budget — FY 2022/23 " AB1234 Disclosure 9:•.s:. . .,.� Reimbursement Expenses Arfir i, 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 4th of July, Art Center features, public safety awards, and activities and expenses related to public outreach events. 70 0 Fund O FISCAL YEAR 2022-23 BUDGET Z aul z Z C) 0 Z 1 m o 0000000000000s00000a00000000a000000 0000000 0) V A co O)O)A co o 1 O CD A 0)Cr)CD CD at CD O)CDN CD CD CI CD CO CO CD C)CD CD CD CD CD CD CDO U O N CO0 C C 0 NMO0OON,OA ._00 OOMOOOOOOOO)O0000'.000U a NON' t IIIN O)OM e,f OO OOO O OOM O O O O MO O0000 N OOOON OOOO et-A 00O M O M� ) n N �OOr� Um O N « C fl 3C 7 m LL 0 N M N A CO a 0) N 0 A CD M O co co O N N N N CD CD O) M at N CO O 0) M A O) N O U 0 OOMOO M O MO O a M O O a 0) M 0) 0 N M O 0 0)CO 0) A 0)y C N 0) O 0) M A M O O A A CO.CO CO 0) 0 N M CO N at 0) N a 0 N O CO N N M N O N N O M O O)OO a N A O O)A O0) M N OOe- A a a e' OM MCA 0) M O m C 12 Oy O a N CO co N a 0)M a C) CO M 0) 0 O O N e- N a N O "'M O O M N N O Y)A E M o a-CO N N N N CO M N N CO 0 N O V CV "". 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Oc mv , aQt c vzi ,a a) U -p >, O U d > (7 a -OcH c _LL J D E w o O m C m� 0) Co ,U -0 0 0@(a N fC`0 o p U U C .0 W N C C o C0 'E _ U > f0 C C J O U N c O ` > .- X -O N N LL N = J O N C l6 (0 N C C ry(7 o Oo LL i C > CO C 0) C N C > c W `U = u) LL > > N a) LL �LL > > > m Q o o W > a s h c a 2 5 M LL a co'� c Q N o c N N >.LL Q On Cn Cn > Ol 2 0 E c '- a) N C a s a n vci u w m a ate) aa)) LL D to ca>>m aa) Z a� a� a� 'Cr) ac)O g a) a) ate)>O 2 a 0 `m `m CO a E O 0 2• D o u@) ' v 'Z 0 a y 0 d' 3> > Co to u) OD CC CC CD C2 J CD CD 0 > 11 co O] Ol 0_ -2 to C 0 O C C Q = o D _o > > CA c N 0 > N C N G< V Co 1) < C < N N Co ea O N CO Co O Co Cr CP O c- LL < N N Co - 'o C a > 0): O y C) 0 0 0 CO CO O O jy CO CO O O O O O < y O N N CO , CO N N 4- If V V C Co Co CO CO Co N Co Co r N ` co co V V etCO r 1� N 0-- t` L a- N y0 U p,Q cc Z O 0 W c H 0 H ill N a 72 City of Huntington Beach Adopted Budget - FY 2022/23 Revenues and Expenditures Summary -All Funds FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 Actual Actual Actual Adopted Adopted Revenues Property Tax $ 106,316,484 $ 107,487,283 $ 113,204,975 $ 114,127,304 $ 120,613,145 Sales Tax 47,436,737 44,616,369 51,161,877 47,656,885 57,399,504 Franchises 6,225,009 7,861,706 8,049,736 7,119,651 8,604,349 Transient Occupancy Tax 14,001,737 9,637,206 10,378,662 10,693,079 14,470,699 Utility Users Tax 18,787,664 18,148,622 18,374,351 16,884,238 18,457,076 License and Permits 8,574,423 11,267,196 8,213,873 8,802,466 9,425,920 Fines and Forefeitures 4,300,180 3,402,638 4,618,717 3,794,131 4,533,981 Use of Money and Property 34,548,028 37,401,896 41,242,547 18,441,007 18,755,527 Revenue from Other Agencies 21,756,475 18,703,781 37,720,146 18,286,462 30,607,485 Charges from Current Services 111,896,714 107,044,786 99,327,898 103,572,192 108,844,380 Other Revenue 4,038,591 5,720,915 2,594,386 1,115,979 1,835,775 Non-Operating Revenue* 26,188,746 23,238,552 395,588,980 44,762,351 96,843,602 Total Revenue 404,070,788 394,530,950 790,476,147 395,255,745 490,391,443 Expenditures Personnel Services* 180,521,483 188,053,895 530,987,340 165,457,490 180,913,528 Utilities 5,885,604 6,323,431 7,165,290 7,178,559 8,075,060 Purchased Water 16,435,060 16,386,899 17,143,545 18,450,000 18,655,000 Equipment and Supplies 7,936,046 8,185,057 7,992,142 8,262,092 8,521,032 Repairs and Maintenance 16,645,002 16,825,083 18,153,719 19,337,472 21,688,436 Conferences and Training 871,741 820,800 692,258 1,024,738 1,221,569 Professional Services 6,453,049 7,279,529 8,395,743 11,356,057 14,516,651 Other Contract Services 24,830,385 23,583,476 24,201,250 25,827,108 29,965,889 Rental Expense 377,800 393,544 321,453 330,599 329,212 Claims Expense 1,223,424 7,726,047 17,698,397 6,759,779 6,759,779 Insurance 3,719,307 3,777,228 4,749,634 5,542,672 5,620,320 Pension Payments 4,766,002 5,008,769 5,493,973 5,800,000 5,850,000 Contribution to Private Agency 862,239 65,000 80,000 305,000 310,000 Payments to Other Governments 3,761,706 4,711,245 9,236,058 3,994,004 4,031,439 Interdepartmental Charges 8,694,911 9,361,069 8,837,995 8,765,929 9,028,907 Expense Allowances 743,292 721,650 725,334 784,667 637,079 Other Expenses 3,114,671 2,002,821 2,772,557 3,437,000 3,841,100 Capital Expenditures 27,443,022 25,177,607 40,898,674 50,100,622 75,682,629 Non-Operating Expense 45,196,731 45,338,093 67,756,292 81,707,535 136,378,142 Total Expenditures $ 359,481,474 $ 371,741,243 $ 773,301,653 $ 424,421,323 $ 532,025,772 Change in Fund Balance A $ 44,589,314 $ 22,789,706 $ 17,174,494 $ (29,165,578) $ (41,634,329) *FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds and corresponding pay down of 85%of the City's CaIPERS unfunded liability. ^A decrease in Fund Balance indicates the planned use of prior year unspent revenues on large infrastructure and capital projects, equipment,technological improvements,etc. Change in Fund Balance by Fund is illustrated in the"Estimated Changes to Fund Balances" schedule on the preceding pages of this document. 73 Intentionally Left Blank 4mumw O . N 3 7a City of Huntington Beach Adopted Budget - FY 2022/23 Revenues and Expenditures Summary - General Fund FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 Actual Actual Actual Adopted Adopted Revenues Property Tax $ 89,366,841 $ 87,496,527 $ 91,708,460 $ 93,213,289 $ 98,259,486 Sales Tax 43,941,940 41,063,042 47,675,808 44,641,268 53,343,094 Franchises 6,225,009 7,861,706 8,049,736 7,119,651 8,604,349 Transient Occupancy Tax 14,001,737 9,637,206 10,378,662 10,693,079 14,470,699 Utility Users Tax 18,787,664 18,148,622 18,374,351 16,884,238 18,457,076 License and Permits 8,291,515 8,368,131 7,805,341 7,778,756 8,201,300 Fines and Forefeitures 4,300,180 3,402,638 4,618,717 3,794,131 4,533,981 Use of Money and Property 19,461,199 17,148,415 14,183,189 16,172,007 16,886,527 Revenue from Other Agencies 4,467,616 3,583,723 9,868,881 2,419,493 2,721,251 Charges from Current Services 25,390,431 25,501,392 21,865,244 23,925,507 26,026,327 Other Revenue 1,439,769 2,295,007 1,355,223 895,838 1,603,811 Non-Operating Revenue 362,319 690,169 1,085,945 443,229 30,051,099 Total Revenue 236,036,221 225,196,580 236,969,556 227,980,486 283,159,000 Expenditures Personnel Services 160,219,383 164,709,020 167,968,095 143,171,445 156,302,044 Utilities 4,862,601 5,076,683 5,532,436 5,833,219 6,519,820 Equipment and Supplies 5,799,816 5,474,845 5,341,277 5,730,266 5,950,887 Repairs and Maintenance 12,412,224 11,333,450 11,965,824 12,928,315 13,536,265 Conferences and Training 745,294 718,415 607,506 783,288 990,119 Professional Services 3,854,791 3,688,814 2,456,500 3,964,095 6,944,622 Other Contract Services 6,293,744 5,259,312 5,459,530 5,884,928 6,796,242 Rental Expense 321,411 337,382 290,556 294,599 293,212 Claims Expense 20,767 47,430 11,122 500,000 500,000 Insurance 54,865 37,511 10,637 39,352 Contribution to Private Agency 822,239 225,000 225,000 Payments to Other Governments 3,106,419 3,541,097 3,268,709 3,476,390 3,473,390 Expense Allowances 710,786 690,813 690,814 758,967 611,379 Other Expenses 2,156,040 1,097,356 1,754,045 2,330,000 2,725,600 Capital Expenditures 1,610,458 140,848 374,798 Non-Operating Expense 25,920,947 21,339,924 21,102,512 42,060,622 64,128,607 Total Expenditures 228,911,785 223,492,900 226,834,361 227,980,486 268,997,187 Change in Fund Balance* $ 7,124,436 $ 1,703,680 $ 10,135,194 $ - $ 14,161,813 *In FY 2022/23, $13,471,925 of the$14,511,813 estimated increase in General Fund fund balance is set aside for HB Recovery projects previously identified by City Council. 75 Intentionally Left Blank N in o V 76 City of Huntington Beach Adopted Budget-FY 2022123 Department I Fund Matrix Department City Admin. Comm. Comm.& Public Non- Fund Name(Fund Number) Elected* Manager Svcs. Dvlpmt. Library Svcs. Finance Fire Police Works Dept. General Fund(100) ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Special Revenue Funds Air Quality Management District(201) ✓ Traffic Impact(206) Gas Tax(207) ✓ Park Acquisition&Development(209) ✓ Drainage(211) ✓ Narcotics Forfeiture-Federal(212) ✓ Measure M(213) ✓ Narcotics Forfeiture-State(214) ✓ Traffic Congestion Relief Prop.42(219) ✓ Gun Range Settlement(225) ✓ Quimby Fund(226) ✓ Police Facilities Development Impact Fee(227) ✓ Park Development Impact Fee-Residential(228) ✓ Library Development Impact Fee(229) ✓ Fire Facilities Development Impact Fee(231) ✓ Housing Residual Receipts(233) ✓ Disability Access Fund(234) ✓ Park Development Impact Fee-Non Res(235) ✓ Public Art in Parks(236) ✓ Community Development Block Grant(239) ✓ ✓ ✓ HOME(240) ✓ Surf City"3"Cable Channel Operations(243) ✓ American Rescue Plan Act(249) ✓ ELM Automation(322) ✓ Section 115 Trust(716) ✓ Emergency Efficiency(807) Proprosition 68 Per Capita Grant(810) ✓ Jail Training Grant(838) ✓ OCTA Grant(873) Used Oil Grant(960) Highway Bridge Replacement&Rehab(961) ✓ Senior Mobility Program(963) ✓ Master Plan of Arterial Highways(965) ✓ Bridge Prevention Maintenance Program(970) ✓ 77 City of Huntington Beach Adopted Budget-FY 2022/23 Department/Fund Matrix Department City Admin. Comm. Comm.& Public Non- Fund Name(Fund Number) Elected* Manager Svcs. Dvlpmt. Library Svcs. Finance Fire Police Works Dept. Special Revenue Funds(Cont'd) Asset Forfeiture 15%State(971) ✓ AB 109 Public Safety Realignment(979) SLESF Grant(984) Highway Safety Improvement Program(995) ✓ Hazard Mitigation Grant Program(1222) ✓ CalRecycle City/County CRV(1228) OC Recycling Market Development Zone(1233) ✓ Library CaIREN Reimbursement E-rate(1246) ✓ Arterial Rehab-RMRA(1247) ✓ OCTA-405 Widening(1254) ✓ SB 2 Reimbursement(1267) ✓ CRRSAA(1273) ✓ OCTA Project X(1275) ✓ Capital Projects Funds Sanitary Sewer Facilities(210) 1 Affordable Housing In-Lieu(217) ✓ In-Lieu Parking Downtown(308) ✓ Infrastructure Fund(314) ,i ✓ ✓ Lease Capital Project Fund(321) ✓ Technology Fund(323) ✓ Equipment Fund(324) ✓ Debt Service Funds Debt Service HBPFA(401) ✓ Pension Liability(412) ✓ Enterprise Funds Certified Unified Program Agency(501) ✓ Refuse Collection Service(504) ✓ Water Enterprise(506) ✓ Water Master Plan(507) ✓ Sewer Service(511) ✓ Internal Service Fund Self-Insurance Workers Comp(551) ✓ Self-Insurance General Liability(552) ✓ Retiree Insuance(702) ✓ Retiree Supplemental(703) ✓ 78 City of Huntington Beach Adopted Budget-FY 2022/23 Department/ Fund Matrix Department City Admin. Comm. Comm.& Public Non- Fund Name(Fund Number) Elected* Manager Svcs. Dvlpmt. Library Svcs. Finance Fire , Police Works Dept. Trust and Agency Funds RORF(350) LMIHAF(352) Debt Service Grand Coast CFD 2000-1(405) ✓ Debt Service McDonnell CFD 2002-1(408) ✓ Debt Service Bella Terra(410) ✓ WOCWB(508) Central Net Operations Authority(704) ✓ BID Hotel/Motel(709) ✓ BID-Downtown(710) ✓ Parking Structure-Bella Terra(711) ✓ 5th and PCH Parking Structure(712) ✓ Other Funds Specific Events(101) `� ✓ Inmate Welfare(122) ✓ Property Tax in Lieu of Sales Tax(127) ✓ Property&Evidence(216) ✓ *Elected Departments include City Council,City Attorney,City Clerk,and City Treasurer. 79 ✓�,n�cr``t /` I�E111111Oy�� _' City of Huntington Beach Adopted Budget FY 2022/23 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 was used for the annual Citywide 4th of July Celebration which included a parade, run/fitness expo, festival, and fireworks. Revenues were 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 are accounted for in the General Fund. Traffic Impact (Fund 206) Expenditures are restricted to roadway capacity projects or other projects that affect the performance of the street system to offset 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. 80 ,I `n,lm"•`T� City of Huntington Beach r:Q Adopted Budget FY 2022/23 Fund Descriptions 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. 81 fin City of Huntington Beach Adopted Budget FY 2022/23 co, = 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) Funds 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. Park Development Impact Fee— Non Res (Fund 235) The funds collected from Parkland Acquisition and Park Facilities Development Impact Fee shall be used to fund the "costs of providing the acquisition, relocation and expansion of parkland and 82 ,�yt1tiT::h.�r0y . �4` '•.�Ft City of Huntington Beach Adopted Budget FY 2022/23 °��. Fund Descriptions 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). American Rescue Plan Act (Fund 249) The American Rescue Plan Act of 2021 provided a total of $1.9 trillion in funding to assist in the recovery from the economic and health effects of the Coronavirus pandemic. The Plan provided funding to individuals, businesses, state and local governments to help mitigate the impacts of the pandemic. This fund accounts for the direct payments the City received under this legislation. 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 83 oNGT 2 + v City of Huntington Beach ‘1F�G ,toQ� Adopted Budget FY 2022/23 Fund Descriptions Planning, Building, Public Works, and Fire and are used for replacement costs and maintenance expenditures related to the system. 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 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 810) 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 873) A grant fund for roadway improvement is obtained from Orange County Transportation Authority (OCTA). Matching funds are typically budgeted in the various gas tax funds. Used Oil Grant (Fund 960) A federal grant fund to assist in developing and maintaining an on-going used oil and used oil filter collection/recycling program. Highway Bridge Replacement& Rehabilitation (Fund 961) Federal funds from the Department of Transportation to be used to replace or rehabilitate deficient highway bridges and to seismically retrofit bridges located on any public road. 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 March 2023. The grant funds are used to cover salaries & benefits for the Transportation Coordinator, Senior Services Assistant, 25% of an Office Assistant II, as well as temporary salaries and some operating expenses. Master Plan of Arterial Highways (Fund 965) A federal grant fund used for the Atlanta Avenue Widening project. 84 City of Huntington Beach '? Adopted Budget FY 2022/23 v1CF,C `\��2 Fund Descriptions Bridge Preventive Maintenance Program (Fund 970) A federal grant fund used for major preventive maintenance projects on several of the City's bridges. Asset Forfeiture 15% State (Fund 971) Asset Forfeiture funds come from the seizure and eventual forfeiture of property and/or currency used in criminal activities. The State forfeitures are divided into two funds with Fund 214 receiving 85% of the revenue and the remaining 15% being allocated to Fund 971. The 15% portion going to Fund 971 is to be used for funding programs to combat drug abuse and divert gang activity. AB 109 Public Safety Realignment (Fund 979) Public Safety Realignment was enacted in 2011 with the signing of Assembly Bill 109 which provided a portion of the Vehicle License Fees go to local law enforcement. SLESF Grant (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. Hazard Mitigation Grant Program (Fund 1222) A federal grant program to provide funding for eligible mitigation measures that reduce or eliminates long-term risk to people and property from future disasters. Hazard mitigation includes long-term solutions that reduce the impact of disasters in the future. 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. OC Recycling Market Development Zone(RMDZ) (Fund 1233) The City is part of 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. 85 '�hTiNGt�� (=./0111N/ =z City of Huntington Beach Adopted Budget FY 2022/23 9•, = Fund Descriptions 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. Arterial Rehab-RMRA (Fund 1247) The Road Maintenance and Rehabilitation Account(RMRA)fund was created in FY 17-18 after the passage of SB1. This is a gas tax, in addition to the Gas Tax Fund (207) and the Prop 42 Fund (219). OCTA-405 Widening (Fund 1254) Orange County Transportation Authority (OCTA) paid the City a lump sum as mitigation for damage/wear-and-tear on City streets resulting from 1-405 Widening Project. The funds are restricted for use on street maintenance/repair. 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. CRRSAA (Fund 1273) Federal Funds from the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA) may be used for a broad range of surface transportation purposes listed in Section 113(b) of Title 23 of the U.S. Code and are meant to "prevent, prepare for, and respond to Coronavirus." OCTA Project X (Fund 1275) OCTA administers a variety of Measure M funding programs. Project X is one of the programs and is for Environmental Cleanup projects that help improve the overall water quality from transportation-generated pollution in Orange County. 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. 86 ,�`N�NiiNGIp2�� City of Huntington Beach Adopted Budget FY 2022/23 �pUNTV C��! Fund Descriptions 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 Downtown (Fund 308) Funds are being used for CIP related parking improvement projects (e.g., 1st &Atlanta parking lot project, Main Promenade Parking Structure Signage, as well as other operating related expenses. This funds also is being used for July 4th special event shuttles. Revenues are paid by developers in-lieu of directly providing parking facilities to the City. 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. Lease Capital Protect Fund (Fund 321) This Fund records activity capital lease project expenditures such as fire trucks, ambulances, fire engines, police vehicles and the 800 MHz Backbone Public Safety communication system. Technology Fund (Fund 323) Technology Funds are transferred from the General Fund for various technology upgrades. 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. 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. 87 �'NUhTiNGI�' City of Huntington Beach _r:=) Adopted Budget FY 2022/23 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 Collection Service (Fund 504) This fund is an enterprise fund for the residential refuse collection service and state mandated recycling education programs. The City's residential refuse collection charge is the fee that generates the revenue to fund the programs and services per the Revised and Restated Refuse Collection and Disposal Services Franchise Agreement between the City and Rainbow Environmental/Republic Services. Resolution 2017-26 authorizes the fee for service and designates distribution for fund expenses. Water Enterprise (Fund 506) An enterprise fund that provides high quality drinking water to approximately 53,000 customers in the City. Revenue to the fund comes primarily from water consumption and fixed water meter charges from monthly customer utility bills. Funds are restricted for use on the operational and capital needs of the City-owned water utility. Water Master Plan (Fund 507) Revenue is received from a monthly capital charge on municipal utility bills and from new residential connection fees. Funds are restricted for use on projects included in the most recently adopted Water Master Plan. Sewer Service (Fund 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. 88 *�ryi INGTp,, City of Huntington Beach 9'-=i "_yi Adopted Budget FY 2022/23 vy CFO r\pe ' _.„,,-._ Fund Descriptions Self-Insurance General Liability (Fund 552) This is an Internal Service Fund to track, monitor, and forecast actual and projected expenses for the City's general liability program.Additional funds are needed due to rising costs of general liability and property insurance. Retiree Insurance Fund (Fund 702) The Retiree Insurance Fund accounts for the contributions and payments made for the City's OPEB (Retiree Medical) plan. 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 Supplemental (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 &AGENCY FUNDS 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 1X 26. Revenues for this fund come from the Department of Finance approved Tax Increment Funding from Property Tax. 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. Debt Service Grand 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 July/early August (after the start of the County's fiscal year) and submitted to the County of Orange for levy. 89 EN�NTi M1.GTpy'� =, City of Huntington Beach Adopted Budget FY 2022/23 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. 90 N6Tpy ('' = City of Huntington Beach Adopted Budget FY 2022/23 Fund Descriptions 5th and PCH Parking Structure (formally the Strand) (Fund 712) City owns the parking structure at 5th and PCH which is managed by 5th & LLC through an Operating Agreement. 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 Tax in Lieu of Sales Tax (Fund 127) Under Proposition 57, which was approved by voters in 2004, the State of California was authorized to issue up to$15 billion in economic recovery bonds(ERBs)to address the State's budget shortfall. To repay the ERBs, the State pledged one-quarter cent of sales tax, which was replaced with a one-quarter cent special fund sales tax for repayment of the bonds. In order to keep counties and cities whole,the State replaced the diverted local sales taxes with property taxes shifted from school and community college districts, whose losses, in turn, were minimized by increased state education aid under the Proposition 98 minimum guarantee. This series of revenue exchanges is commonly referred to as the "triple flip," and continued until the ERBs were paid. In July 2016, the City of Huntington Beach received the final payment under the "triple flip," which was set aside in Fund 127 to be used for replacement of the City's Enterprise Land Management System (ELM) and acquisition and retrofit of City streetlights to LED. Property & Evidence (Fund 216) The Property & Evidence Fund is for unclaimed cash and the proceeds from unclaimed property which has been auctioned or salvaged. 91 Intentionally Left Blank • N IIl o V 92 0 Revenues .4 0 FISCAL YEAR 2022-23 BUDGET 11 - I I _ - ... ig ---. -. A ;'. „m. "*::.!kt...,, ;,,,:'L'I''.; ,„ ''` '--„, ',,,, " 4:.":„. Z , . .,- ... 1.... •'11 .. i, . N •''*, ...."'" II . ...., . ...,s., „.... . I=1 ,... 44144 * 1 ' ,,....„ l',.........../ 1 ...ak. . 0 ,1; .4., . .. \ . . . ,,, f , , 0 -..0.-... N - :....\_cif. . t ,J,/,4(.. ii . : - „ ,.. ___,, '1 ' •-•,. , -----..s, ,,,,, ,.. 1r — \ . . '* MI . , '.v • .. ' , • . , 0., • r 0 1`, ta -'! Ilf` ,. : ••,r. • _ ,.., , , , • ' .. ..'.7: :; -'-ii,..14". ,•,,,11,4!:.:.l:'f' '':I . • :' 1,7:11:1'',,, 0 . . • . , • - it 1 , ,; i • • ,,• .. , , ....___,-........_.....„ ,, 1. I ., , ,, 1,II , Z A.__V ji 4N-A #J4*i., l' ' ' — - — -- ' - e., -, , 4,..., i„,, .i.. , -.,... , „,.. ,. ,,, , , , __ : . . k ,40t. ...„... .t.,, -.7•4,111!•4' i,,.. .-:• — . i 4,-• • • -- .• 1 . f • ' ,. - ,,-- . ••• , .,, ) ^ „..• ,,- eill . '•g"A',''',..',,,V,1. .;t,'',se. ' /- . i M .I i' " ' jii,‘„4, '.,----,. - ....-•- ,,„ — 11 .A ,.‘„.., > -. ..,„ ,...... ...4.,. 0 . .. . .,.; ' i.4%. ,•:,1.•-.; . -otoyylorot's., 0 ,.,......-/ _.1.„.. 0 ;.,,.. , ,..-: .,%.410 .e....-• / ,. , l/,\NT I NG70 City of Huntington Beach Adopted Budget - FY 2022/23 N?cF, \<o f Revenue Descriptions and Assumptions ALL FUNDS REVENUE: $490.4 Million The total revenue for all sources in Fiscal Year 2022/23 is $490,391,443, an increase of 24.1% from the prior year Adopted Budget. Total Sources of Funds in the chart below also includes the use of$41.6 million of Fund Balance. Total Sources of Funds: $532.0 Million Revenue from Charges for Current Other Agencies Services Other Revenue 5.8°• 20.5% 0.3% Use of Money&Property 3.5% !' Non-Operating Fines&Forfeitures Revenue o 0.9/0 18.2% License&Permits 1.8% Utility Users Tax 3.5% Transient Occupancy ems' Tax 2.7% Fund Balance Franchises 7.8% 1.6% I Sales Tax J Property Tax 10.8% 22.7% All-Fund Revenue FY 18/19 Actual through FY 22/23 Adopted $900 C .0 $800 2 $700 $600 $500 $400 $300 $200 $100 $0 FY18/19 Actual FY19/20 Actual FY 20/21 Actual A FY 21/22 Adopted FY 22/23 Adopted IN Property Taxes ■Charges for Current Svcs ■Other Revenue* •Sales Tax •Non-Operating Revenue •UUT ■TOT ■ 3nchise Fees *Other Revenue includes. Licenses and Permits,Fines&Forfeitures,Use of Money and Property, Revenue from Other Agencies and Other Revenue. A FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds and corresponding pay down of 85%of the City's CaIPERS unfunded liability. 93 1110 0, j•°'°'" �B ,9. City of Huntington Beach ti � Adopted Budget — FY 2022/23 Revenue Descriptions and Assumptions coUNTV GENERAL FUND REVENUE: $283.2 Million Non-Operating Revenue, Other Revenue, $30.1 M,10.7% $1.0 M,0.4% Property Tax, Charges for Current Services, $98.3 M,34.8% $26.0 M,9.2% Revenue from Other Agenci- $2.7 M,1.0% Use of Money&Property, $16.9M,6.0% a�. Fines&Forfeitures, $4.5 M,1.6% License&Permits, $8.2 M,2.9% Utility Users Ta. Sales Tax, anc $53.3 M,18.9% $18.5 M,6.5% Transient Occupancy y Franchises, Tax, $14.5 M,5.1% $8.6 M,3.0% General Fund Revenue FY 18/19 Actual through FY 22/23 Adopted $300 0 $250 $200 $150 $100 $50 $0 FY 18/19 Actual FY19/20 Actual FY20/21 Actual FY 21/22 Adopted FY 22/23 Adopted •Property Taxes •Sales Tax •Other Revenue* ■Charges for Current Svcs ■UUT ■TOT ■Franchise Fees ■Non-Operating Revenue 'Other Revenue includes:Licenses and Permits, Fines&Forfeitures,Use of Money and Property, Revenue from Other Agencies and Other Revenue 94 Otis NT I NGrp-- 0, ,,,.-i .`_..... City of Huntington Beach - )= Adopted Budget — FY 2022/23 Cr..; "'IA Revenue Descriptions and Assumptions 10 UNTV " GENERAL FUND REVENUE -CONTINUED Property Tax: $98,259,486 Property Tax represents the largest General Fund revenue source for the City, accounting for 34.7% of total budgeted General Fund revenue for FY 2022/23. Property Tax for the FY 2022/23 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 2022/23 is$65.9 million,which is$3.2 million or 5.2% 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 2022/23 is$2.2 million, or 6.6% higher than the prior fiscal year's Adopted Budget. • Other Property Taxes: Other Property Taxes revenue for FY 2022/23 is$30.2 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 2022/23 is$24.7 million. Other Local Taxes: $94,875,218 The Other Local Taxes category represents the second largest General Fund revenue source for the City, accounting for 33.5% of total budgeted General Fund revenue for FY 2022/23. Other Local Taxes consist of Sales Tax, Utility Users Tax, Transient Occupancy Tax, and Franchises. This category represents a 19.6% increase from last year's Adopted Budget of$79.3 million. • Sales Tax: Sales Tax revenue for FY 2022/23 is$53.3 million, a 19.4% increase from last year's Adopted Budget of $44.6 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 Users Tax (UUT): Utility Users Tax revenue for FY 2022/23 is at $18.5 million, which is a 9.3% 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 2022/23 is anticipated to increase to $14.5 million, or 35.3% with occupancy in Huntington Beach hotels increasing as travel restrictions resulting from the COVID-19 pandemic have been eased. • Franchises: Franchise revenue for FY 2022/23 is$8.6 million. These revenues are derived from franchise agreements between the City and private firms such as gas and electric utility franchises with Southern California Gas and Southern California Edison; transfer station and refuse franchises with Republic Services; pipeline and cable television franchises with various firms; and a bus bench franchise. 95 /���0411NGTp . �' " F City of Huntington Beach Nk • Adopted Budget — FY 2022/23 Revenue Descriptions and Assumptions . e ou ,' p p GENERAL FUND REVENUE-CONTINUED Charges for Current Services: $26,026,327 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: $16,886,527 The Use of Money and Property revenue for FY 2022/23 is $16.9 million, an 4.4% increase from last year's Adopted Budget of$16.2 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: $8,201,300 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$8.2 million,show a$0.4 million or 5.4% increase over the FY 2021/22 Adopted Budget. Fines, Forfeitures, and Penalties: $4,533,981 Fines, Forfeitures and Penalties revenue includes traffic and parking tickets, and false alarm fines. Revenue from Other Agencies: $2,721,251 This category includes reimbursements and fees received from federal, state, and local agencies. Other Revenue: $1,603,811 Other revenue includes records fees from the City Clerk's passport processing, sales of City owned equipment, restitution and settlement payments. Non-Operating Revenue: $30,051,999 The Non-Operating revenue for FY 2022/23 is$30,051,999,reflecting a 6,680%increase from last year's Adopted Budget of $443,229. This category includes transfers from other funds such as The Strand Parking Structure Fund, numerous Community Facilities District Funds and the receipt of$29.6 million one-time American Rescue Plan Act funds. NON-GENERAL FUND REVENUE The City of Huntington Beach's Adopted Budget for FY 2022/23 Non-General Fund Revenue is$207.2 million. Enterprise Funds: $71,539,568 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. The Water Fund receives the largest portion of Enterprise Fund revenues. Water utility operations are funded by charges to municipal users(residential and commercial)of the City's water service and consists of a fixed monthly meter fee and water consumption fee for actual water use. Refuse Collection 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 the fees received. 96 \NT I NGTO47. °.-- "''.....e �� City of Huntington Beach '_ Adopted Budget — FY 2022/23 :?6;• ez� Revenue Descriptions and Assumptions NON-GENERAL FUND REVENUE—CONTINUED Debt Service Funds: $26,909,524 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 2022/23, the PFA Fund is budgeted to receive $3.0 million in non-operating revenues. This non-operating revenue derives from the repayment of debt by the General Fund and other funds related to various capital improvement projects. The revenue is recorded as a transfer or "non-operating revenue"and is then used to pay debt service according to each bond's amortization schedule. The increase in revenues in this category from the prior year is due to the City's issuance of Pension Obligations Bonds (POBs) in Fiscal Year 2021-22 with a portion of the revenues recorded as "non-operating revenue" that are primarily from the General Fund. Pension Liability Fund revenue also includes Retirement Property Tax which has been levied annually since 1966 and funds a portion of the annual POBs payment. Special Revenue Funds: $33,407,923 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: $15,473,449 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: $20,176,640 Trust and agency funds consist of Business Improvement District(BID) Funds, separate legal governing boards, Community Facility Districts (CFDs) 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). Also included in this category are three CFDs that receive assessment revenue to pay off debt related to developments in specific areas of the City. Capital Project Fund Funds: $39,015,839 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: $709,500 Funds in this category include the Specific Events Fund and the Property and Evidence Fund. Specific Events Fund revenues come from event sponsors and permit fees for hosting large events such as the Great Pacific Air Show, Vans US Open of Surfing and the Surf City Marathon. These revenues are used to cover City expenses incurred to provide support services for these events, such as traffic remediation and public safety oversight. 97 Intentionally Left Blank • N II3 o V 98 City of Huntington Beach Adopted Budget-FY 2022/23 Revenue Summary by Fund ALL FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Fund Actual Actual Actual Adopted Revised Adopted Prior Year 00100 General Fund 236,036,221 225,196,580 236,969,556 227,980,486 229,953,146 283,159,000 24.20% 00101 Specific Events 709,950 606,169 11,671 693,500 710,500 699,500 0.87% 00103 Donations Fund 755,663 613,311 532,746 547,011 00107 Evidence Seizure 3,315 528 401 00122 Inmate Welfare Fund 2,855 6,198 1,199 2,000 2,000 -100.00% 00125 Donations Veterans Memorial 3,677 (3,677) 00127 Prop Tax in Lieu of Sales Tax 87,293 27,423 (20) 00128 Housing Agreement 1,580,000 44,496 73,208 00201 Air Quality Fund 119,826 293,442 270,932 250,000 250,000 250,000 0.00% 00204 Fourth of July Parade 391,808 258,014 62,136 00206 Traffic Impact 738,612 647,895 234,126 100,000 100,000 100,000 0.00% 00207 Gas Tax Fund 3,350,390 3,089,826 3,088,799 3,274,452 3,274,452 3,788,219 15.69% 00209 Park Acquisition&Development 4,065 120 14 00210 Sewer 470,611 606,504 104,516 100,310 100,310 167,310 66.79% 00211 Drainage 482,337 777,222 230,020 200,000 200,000 200,000 0.00% 00212 Narcotics Forfeiture Federal 371,484 208,434 48,912 95,000 100.00% 00213 Measure M Fund 3,741,708 3,615,688 3,521,469 3,015,617 3,015,617 4,056,410 34.51% 00214 Narcotics Forfeiture State 25,582 66,253 954 00215 Rehabilitation Loans 367,334 805,417 130,887 00216 Property and Evidence 55,413 63,445 126,825 10,000 10,000 10,000 0.00% 00217 Affordable Housing In-Lieu 206,817 2,931,222 316,095 873,071 873,071 746,811 -14.46% 00219 Traffic Congestion Relief 42 955,148 1,691,694 1,459,096 1,800,006 1,800,006 1,939,011 7.72% 00225 Gun Range Settlement 11,913 10,335 1,207 00226 Quimby Fund 169,250 59,477 (5,877) 267,700 267,700 -100.00% 00227 Police Facilities Dev Impact 327,361 228,012 164,848 00228 Park Dev Impact Res 4,388,259 681,163 538,830 300,000 300,000 625,000 108.33% 00229 Library Dev Impact 353,643 164,477 105,382 42,000 100.00% 00231 Fire Facilities Dev Impact 181,629 126,227 104,603 00233 Housing Residual Receipts 229,595 830,542 32,425 32,000 32,000 32,000 0.00% 00234 Disability Access Fund 82,277 81,339 71,247 84,000 84,008 84,000 0.00% 00235 Park Dev Impact Non Res 40,605 70,656 241,316 50,000 50,000 368,000 636.00% 00236 Public Art in Parks 88,922 16,995 11,900 6,000 6,000 -100.00% 00238 Emergency Operations Center 78,313 49,092 00239 CDBG 1,143,390 1,461,986 1,124,653 1,238,214 1,238,214 1,413,939 14.19% 00240 HOME 89,463 560,137 676,139 1,850,751 2,372,384 760,225 -58.92% 00242 Narcotics Forfeiture-Treasury 11,768 353 1,407 00243 Surf City"3"Cable Channel 1,577,861 539,482 510,000 510,000 500,000 -1.96% 00244 CARES Act(OC Small Bus Supp) 12,996 5,410,070 00245 CARES Act(OC City Allocation) 4,711 4,729,769 00246 CARES Act(CESF) 93,800 00247 CARES Act(State of CA) 2,488,021 00248 CDBG CARES Funding 101,754 2,028,847 00250 American Rescue Plan Act(OC) 200,000 00308 In-Lieu Parking Downtown 67,743 18,336 115,018 66,639 66,639 393,809 490.96% 00314 Infrastructure Fund 5,563,156 5,124,801 9,472,876 11,500,000 11,500,000 24,355,000 111.78% 00319 Senior Center Development 17,543 8,467 00321 Lease Capital Project Fund 2,956 1,176,607 12,753,176 867,779 00322 ELM Automation Fund 374,063 426,645 334,660 360,000 360,005 477,949 32.76% 00323 Technology Fund 912,919 109,037 7,378 3,300,000 100.00% 00324 Equipment Fund 5,110,379 4,805,536 4,991,601 5,000,000 5,000,000 10,052,909 101.06% 00350 RORF 8,417,445 5,475,633 5,210,487 6,465,704 6,465,704 5,030,666 -22.19% 00352 LMIHAF 774,038 5,687,929 964,254 600,000 600,000 200,000 -66.67% 00401 Debt Svc HBPFA 5,156,099 5,111,238 21,060,804 3,376,206 3,376,206 2,963,159 -12.23% 00405 Debt Svc Grand Coast CFD 2000-1 1,123,462 1,121,828 1,102,173 1,089,746 1,089,746 1,092,817 0.28% 00406 Debt Svc Mello Roos 267,174 97,335 873 00408 Debt Svc McDonnell CFD 2002-1 423,387 422,596 416,812 426,528 426,528 435,203 2.03% 00410 Debt Svc Bella Terra 2,353,108 2,446,820 2,444,573 2,436,393 2,436,393 2,432,661 -0.15% 00412 Pension Liability 7,860,326 350,477,726 22,571,894 22,571,894 23,946,365 6.09% 00501 Certified Unified Program Agency 287,516 293,974 268,464 262,500 262,500 262,500 0.00% 00504 Refuse Collection Service 12,074,139 12,630,399 13,066,619 13,706,641 13,901,641 14,473,228 5.59% 00505 Systems Fund 3,518 3,048 357 99 City of Huntington Beach Adopted Budget-FY 2022/23 Revenue Summary by Fund ALL FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Fund Actual Actual Actual Adopted Revised Adopted Prior Year 00506 Water 41,661,497 38,093,615 39,465,757 41,035,893 41,035,893 42,099,072 2.59% 00507 Water Master Plan 4,452,587 4,209,861 3,177,854 3,566,760 3,566,760 3,957,600 10.96% 00508 WOCWB 2,214,912 708,593 571,930 1,649,000 1,649,000 1,627,000 -1.33% 00511 Sewer Service Fund 12,933,849 11,837,547 10,961,471 10,747,168 10,747,168 10,747,168 0.00% 00551 Self Insurance Workers'Comp 7,822,413 7,771,902 6,798,938 7,263,164 7,263,164 7,789,449 7.25% 00552 Self Insurance General Liability 5,272,607 5,356,050 2,320,439 4,750,000 4,750,000 6,250,000 31.58% 00702 Retiree Insurance Fund 3,342,695 3,023,437 6,128,364 66,000 66,000 -100.00% 00703 Retirement Supplement 6,842,332 6,224,987 16,778,380 1,434,000 1,434,000 1,434,000 0.00% 00704 Fire JPA Fund 430,504 272,963 487,785 405,866 405,866 405,866 0.00% 00709 BID Hotel/Motel 4,711,701 3,841,628 4,003,460 4,280,000 4,280,000 6,635,000 55.02% 00710 BID Downtown 103,038 120,460 89,372 90,000 106,000 106,000 17.78% 00711 Parking Structure-Bella Terra 640,661 759,135 740,482 763,018 763,018 761,427 -0.21% 00712 Parking Structure-Strand 1,637,156 1,426,857 1,231,822 1,450,000 1,450,000 1,450,000 0.00% 00715 State Grants 125,967 693,705 00716 Section 115 Trust 2,366,532 1,289,206 2,923,411 1,821,176 1,821,176 1,422,906 -21.87% 00807 Energy Efficiency 132,879 21,852 41,449 18,600 100.00% 00810 Prop 68 Per Capita Grant 177,952 177,952 -100.00% 00838 Jail Training Grant 9,030 12,085 9,465 12,168 00843 HOME Program 13/14 9,137 00854 HOME Program 06 1,591,189 00863 CDBG 13/14 665 36,346 00873 OCTA/Cip Grant 93 1,273,265 00880 Library Equipment 1,474 1,270 126 00894 WMD DHHS 646 (88) (1) 00902 Used Oil 10th Cycle 06/07 (696) 00909 UASI/OCIAC Program 1,474 2,184 00919 Avoid the 28 DUI 164 00922 Fire Grants-Other 3,000 2,000 00949 SLESF Grant 10/11 5,209 00955 Prop 69 Funding (276) 45,678 23,322 00960 Used Oil Grant 56,273 54,699 (3,655) 21,779 26,127 100.00% 00961 Hwy Bridge Replacement&Rehab 56,370 13,884 3,280,000 100.00% 00963 Sr Mobility Program 250,812 252,712 252,050 235,264 235,264 292,968 24.53% 00965 Master Plan of Arterial Hwys 146,477 1,000 44,566 00968 SLESF Grant 11/12 (757) 00970 Bridge Prevention Maintenance Program 1,724,051 281,325 00971 Asset Forfeiture 15%State Set 3,753 10,289 00978 US Secret Services(USSS) 8,796 11,763 27,931 26,454 00979 AB109 Public Safety Realignment 89,158 96,863 90,852 73,655 73,655 103,567 40.61% 00984 SLESF Grant 528,785 549,156 491,216 300,000 300,000 400,000 33.33% 00985 State Literacy Grant 57,441 57,728 58,141 86,539 00995 Hwy Safety Improvement Program 494,249 1,235,936 1,264,564 01208 CDBG 14/15 3,830 01209 HOME Program 14/15 2,378 01215 Immigration&Customs Enforce 50,000 01218 DHS Fire Equipment Grant (42) 01220 HOME Program 15/16 69,506 148,678 01222 Hazard Mitigation Grant Program 43,732 6,598,950 100.00% 01224 OC Regional Narc Suppression 16,628 01228 CalRecycle City/County CRV 99,066 49,984 49,530 49,530 49,530 48,834 -1.41% 01233 OC Recycling Market Development Zone 733 (20) 6,000 6,000 6,000 0.00% 01234 Sustainable Business Certification Pgrm 10,000 10,000 01235 CDBG 16/17 15,424 01236 HOME Program 16/17 54,892 247,451 01238 EMPG 16/17 28,551 25,391 25,799 01240 EPIC Challenge (32) 01241 Justice Assistance Grant 16/17 25,879 01242 Tire Derived Product Grant 10,840 01246 CENIC E-Rate 52,721 54,984 60,000 60,000 60,000 0.00% 01247 Arterial Rehabilitation 3,773,947 3,635,752 3,731,456 3,982,446 3,982,446 4,487,676 12.69% 01248 Central Park Trail Rehab 28,000 4,450 100 City of Huntington Beach Adopted Budget-FY 2022/23 Revenue Summary by Fund ALL FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Fund Actual Actual Actual Adopted Revised Adopted Prior Year 01249 Office of Traffic Safety 17/18 192,995 01250 Domestic Violence 2018 114,953 01252 Office of Traffic Safety 18/19 398,094 146,609 01253 Domestic Violence 2019 203,143 01254 OCTA-405 Widening 685,908 24,382 2,058 01255 LSTA 54,000 9,476 374 01256 Blufftop Path 1,649,000 01257 Office of Traffic Safety 19/20 337,935 279,727 01258 OTS Bike Ped Safety 19/20 16,004 9,990 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 4,320 7 01264 Domestic Violence 2020 43,716 275,332 83,612 01265 ABC Grant FY 20/21 16,141 01266 OTS Bike Ped Safety 20/21 15,154 34,846 01267 SB 2 Reimbursement 2,010 548,495 552,495 852,531 55.43% 01268 Office of Traffic Safety 20/21 262,045 422,325 01269 Operation Stonegarden 192,900 01270 OTS Bike Ped Safety 21/22 42,795 01271 Office of Traffic Safety 21/22 788,000 01273 CRRSAA 578,011 100.00% 01274 FBI JTTF 19,000 01275 OCTA PROJECT X 500,000 100.00% GRAND TOTAL 404,070,788 394,530,950 790,476,147 395,255,745 405,881,020 490,391,443 24.07% 101 City of Huntington Beach Adopted Budget-FY 2022/23 Revenue Summary by Object Account ALL FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year 40060 Basic Levy 55,707,604 58,395,301 61,072,136 62,962,835 62,962,835 66,291,489 5.29% 40160 Prior Year Property Taxes 410,022 469,544 573,848 523,291 523,291 573,848 9.66% 40305 Supp Roll Property Taxes 1,543,197 1,199,225 1,227,427 1,199,225 1,199,225 1,199,225 0.00% 40350 Other Property Taxes 39,704,915 39,393,971 42,216,224 41,080,691 41,080,691 41,808,307 1.77% 40500 Assessments 8,950,747 8,029,241 8,115,341 8,361,262 8,377,262 10,740,276 28.45% 40010 PROPERTY TAXES 106,316,484 107,487,282 113,204,975 114,127,304 114,143,304 120,613,145 5.68% 41100 Sales Tax 47,436,737 44,616,369 51,161,877 47,656,885 47,656,885 57,399,504 20.44% 41200 Franchises 6,225,009 7,861,706 8,049,736 7,119,651 7,119,651 8,604,349 20.85% 41400 Transient Occupancy Tax 14,001,737 9,637,206 10,378,662 10,693,079 10,693,079 14,470,699 35.33% 41500 Utility Users Tax 18,787,664 18,148,622 18,374,351 16,884,238 16,884,238 18,457,076 9.32% 41000 OTHER LOCAL TAXES 86,451,147 80,263,904 87,964,624 82,353,853 82,353,853 98,931,628 20.13% 42100 License General 3,346,721 3,149,667 2,748,871 2,778,210 2,778,218 2,918,228 5.04% 42150 License and Permits Public Works 546,369 536,752 320,138 422,500 422,500 342,500 -18.93% 42300 License and Permits Buildings 3,335,881 3,631,733 3,629,925 3,393,396 3,393,396 3,669,000 8.12% 42400 License and Permits Planning 1,345,451 3,949,044 1,514,939 2,208,360 2,481,020 2.496,192 13.03% 42000 LICENSE AND PERMITS 8,574,423 11,267,196 8,213,873 8,802,466 9,075,134 9,425,920 7.08% 42905 Court/Traffic Fines 384,392 368,351 434,433 333,300 333,300 400,000 20.01% 42910 Library Fines 73,628 24,569 5,930 26,850 26,850 -100.00% 42940 Parking Fines 3,657,953 2,932,090 4,146,999 3,400,000 3,400,000 4,100,000 20.59% 42950 Police Alarm Fines 147,508 57,142 (2,139) 42951 Fire Alarm Fines 36,700 20,485 33,495 33,981 33,981 33,981 0.00% 42900 FINES AND FORFEITURES 4,300,180 3,402,638 4,618,717 3,794,131 3,794,131 4,533,981 19.50% 42960 Interest Income 15,095,902 12,989,864 24,421,778 751,312 751,312 749,000 -0.31% 42980 Loan Payments 1,000,635 7,984,262 1,297,009 600,000 600,000 200,000 -66.67% 43055 Lease and Concession Income 4,392,247 3,407,722 1,455,884 3,607,671 3,607,671 3,576,527 -0.86% 43900 Royalties 298,422 216,929 139,964 125,688 125,688 135,000 7.41% 44000 Parking Revenue 12,834,512 12,083,145 13,523,624 12,879,000 12,879,000 13,620,000 5.75% 45000 Contract Jail Bookings 473,231 242,638 88,123 45110 PCS Wireless 453,080 477,336 316,165 477,336 477,336 475,000 -0.49% 42955 USE OF MONEY AND PROPERTY 34,548,028 37,401,896 41,242,547 18,441,007 18,441,007 18,755,527 1.71% 46100 State of California Agencies 8,643,370 8,424,053 9,406,071 8,531,317 12,702,958 9,697,346 13.67% 46300 Federal Agencies 4,989,899 4,116,815 15,234,662 3,088,965 7,601,813 12,726,125 311.99% 46400 County Agencies 1,652,602 888,857 2,772,490 668,834 692,156 1,163,529 73.96% 46500 Gas Tax Revenues 3,252,539 3,008,856 3,051,825 3,274,452 3,274,452 3,788,219 15.69% 46600 WOCWB Revenue 2,165,992 728,650 583,201 1,280,628 1,280,628 1,657,000 29.39% 46700 Other Agencies 1,052,074 1,536,550 6,671,897 1,442,266 1,444,266 1,575,266 9.22% 46000 REVENUE FROM OTHER AGENCY 21,756,475 18,703,781 37,720,146 18,286,462 26,996,273 30,607,485 67.38% 47100 Public Works 1,852,484 2,128,220 835,235 1,156,700 1,156,700 886,000 -23.40% 47200 Building 7,519,654 3,418,213 3,544,468 3,112,356 3,112,361 3,990,356 28.21% 47300 Library 67,964 148,855 55,461 142,400 142,400 104,000 -26.97% 47400 Special City Services 423,257 371,927 416,213 414,032 414,032 477,000 15.21% 47500 Recreational Classes 4,059,641 3,384,762 1,597,758 3,065,633 3,065,633 2,654,374 -13.42% 47600 Special Events 782,887 605,654 59,380 596,000 606,000 580,000 -2.68% 47700 Utility Charges 66,732,622 64,413,108 66,273,423 68,967,808 69,162,808 71,238,604 3.29% 47800 Fire Med Fees 7,689,205 8,210,384 7,565,720 7,471,250 7,471,250 9,448,500 26.46% 47860 Emergency Response 124,754 140,559 121,488 96,995 96,995 74,995 -22.68% 47900 Hazmat Fees 285,718 286,880 273,596 269,000 269,000 269,000 0.00% 47925 Fire 1,039,837 867,969 498,825 750,525 750,525 867,970 15.65% 47950 Miscellaneous 12,623,780 13,707,188 9,248,336 8,763,564 25,209,814 9,224,674 5.26% 48053 Prop Fund Charges-Water 5,819,075 5,820,895 5,821,924 5,909,886 5,909,886 6,087,183 3.00% 48054 Prop Fund Charges-WMP 267,279 330,203 340,109 350,312 350,312 360,821 3.00% 48055 Prop Fund Charges-Refuse 601,581 742,605 707,825 652,808 652,808 672,392 3.00% 48057 Prop Fund Charges-Sewer 1,772,723 1,832,548 1,538,598 1,410,498 1,410,498 1,452,813 3.00% 102 City of Huntington Beach Adopted Budget-FY 2022/23 Revenue Summary by Object Account ALL FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year 48058 From Retiree Medical Trust 49.403 206.562 117,479 121,003 121,003 124,633 3.00% 48059 From Retirement Supplement Trust 184,850 428,256 312,060 321,422 321,422 331,065 3.00% 47000 CHARGES FOR CURRENT SERVICES 111,896,714 107,044,786 99,327,898 103,572,192 120,223,447 108,844,380 5.09% 48110 Sales 99,992 2,730,352 151,252 40,394 40,394 103,000 154.99% 48200 General Sales 142,656 122,486 100,179 93,800 93,800 88,275 -5.89% 48300 Donations 724,888 553,665 508,218 547,011 48350 Sponsorships 188,940 85,556 24,340 86,000 93,000 182,000 111.63% 48370 Reimbursables 826,364 775,843 903,681 307,641 307,641 378,464 23.02% 48500 Settlements 195,254 1,231,669 105,476 50,000 50,000 50,000 0.00% 48510 Other 1,860,497 221,343 801,242 538,144 538,144 1,034,036 92.15% 48100 OTHER REVENUE 4,038,591 5,720,915 2,594,386 1,115,979 1,669,990 1,835,775 64.50% 49100 Operating Transfers In 25,971,211 21,849,412 22,272,022 44,568,751 28,122,501 96,650,002 116.86% 49300 Proceeds of Long Term Debt 1,174,079 372,462,722 867,779 49350 Prior Period Adjustment 438,684 49400 Joint Venture Income 217,535 215,061 415,552 193,600 193,600 193,600 0.00% 49000 NON-OPERATING REVENUE 26,188,746 23,238,552 395,588,980 44,762,351 29,183,880 96,843,602 116.35% 40000 REVENUES 404,070,788 394,530,949 790,476,147 395,255,745 405,881,020 490,391,443 24.07% 103 City of Huntington Beach Adopted Budget- FY 2022/23 Revenue Summary by Object Account GENERAL FUND Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year 40060 Basic Levy 55,707,604 58,395,301 61,072,136 62,962,835 62,962,835 66,291,489 5.29% 40160 Prior Year Property Taxes 410,022 469,544 573,848 523,291 523,291 573,848 9.66% 40305 Supp Roll Property Taxes 1,543,197 1,199,225 1,227,427 1,199,225 1,199,225 1,199,225 0.00% 40350 Other Property Taxes 31,658,357 27,393,862 28,765,263 28,489,343 28,489,343 30,156,329 5.85% 40500 Assessments 47,662 38,595 69,786 38,595 38,595 38,595 0.00% 40010 PROPERTY TAXES 89,366,841 87,496,527 91,708,460 93,213,289 93,213,289 98,259,486 5.41% 41100 Sales Tax 43,941,940 41,063,042 47,675,808 44,641,268 44,641,268 53,343,094 19.49% 41200 Franchises 6,225,009 7,861,706 8,049,736 7,119,651 7,119,651 8,604,349 20.85% 41400 Transient Occupancy Tax 14,001,737 9,637,206 10,378,662 10,693,079 10,693,079 14,470,699 35.33% 41500 Utility Users Tax 18.787,664 18,148,622 18,374,351 16,884,238 16,884,238 18,457,076 9.32% 41000 OTHER LOCAL TAXES 82,956,350 76,710,576 84,478,556 79,338,236 79,338,236 94,875,218 19.58% 42100 License General 3,268,988 3,075,215 2,679,402 2,694,210 2,694,210 2,834,228 5.20% 42150 License and Permits Public Works 546,369 536,752 320,138 422,500 422,500 342,500 -18.93% 42300 License and Permits Buildings 3,335,881 3,631,733 3,629,925 3,393,396 3,393,396 3,669,000 8.12% 42400 License and Permits Planning 1,140,276 1,124,431 1,175,875 1,268,650 1,541,310 1,355,572 6.85% 42000 LICENSE AND PERMITS 8,291,515 8,368,131 7,805,341 7,778,756 8,051,416 8,201,300 5.43% 42905 Court/Traffic Fines 384,392 368,351 434,433 333,300 333,300 400,000 20.01% 42910 Library Fines 73,628 24,569 5,930 26,850 26,850 -100.00% 42940 Parking Fines 3,657,953 2,932,090 4,146,999 3,400,000 3,400,000 4,100,000 20.59% 42950 Police Alarm Fines 147,508 57,142 (2,139) 42951 Fire Alarm Fines 36,700 20,485 33,495 33,981 33,981 33,981 0.00% 42900 FINES AND FORFEITURES 4,300,180 3,402,638 4,618,718 3,794,131 3,794,131 4,533,981 19.50% 42960 Interest Income 2,678,061 2,229,342 (132,855) 642,312 642,312 640,000 -0.36% 42980 Loan Payments 21,262 26,776 33,520 43055 Lease and Concession Income 4,392,246 3,407,722 1,455,884 3,607,671 3,607,671 3,576,527 -0.86% 43900 Royalties 298,422 216,929 139,964 125,688 125,688 135,000 7.41% 44000 Parking Revenue 11,144,898 10,547,673 12,282,388 11,319,000 11,319,000 12,060,000 6.55% 45000 Contract Jail Bookings 473,231 242,638 88,123 45110 PCS Wireless 453,080 477,336 316,165 477,336 477,336 475,000 -0.49% 42955 USE OF MONEY AND PROPERTY 19,461,199 17,148,415 14,183,189 16,172,007 16,172,007 16,886,527 4.42% 46100 State of California Agencies 3,146,577 2,342,197 3,498,200 1,533,233 3,233,233 1,755,000 14.46% 46300 Federal Agencies 65,233 46400 County Agencies 573,046 573,175 497,045 421,260 421,260 358,251 -14.96% 46700 Other Agencies 747,992 668,352 5,808,404 465,000 465,000 608,000 30.75% 46000 REVENUE FROM OTHER AGENCY 4,467,616 3,583,723 9,868,881 2,419,493 4,119,493 2,721,251 12.47% 47100 Public Works 555,623 455,136 299,980 501,000 501,000 431,000 -13.97% 47200 Building 2,379,288 2,228,228 2,062,077 2,396,356 2,396,356 2,595,356 8.30% 47300 Library 67,964 148,855 55,461 142,400 142,400 104,000 -26.97% 47400 Special City Services 386,011 354,339 416,213 364,032 364,032 427,000 17.30% 47500 Recreational Classes 4,033,858 3,385,189 1,597,758 3,065,633 3,065,633 2,654,374 -13.42% 47600 Special Events 93,533 63,064 46,671 70,000 70,000 60,000 -14.29% 47700 Utility Charges 311,229 281,215 353,757 292,987 292,987 325,000 10.93% 47800 Fire Med Fees 7,689,205 8,207,648 7,565,720 7,471,250 7,471,250 9,448,500 26.46% 47860 Emergency Response 124,754 140,559 121,488 96,995 96,995 74,995 -22.68% 47900 Hazmat Fees 9,203 7,656 7,347 8,000 8,000 8,000 0.00% 47925 Fire 1,039,837 867,969 498,825 750,525 750,525 867,970 15.65% 47950 Miscellaneous 5,014 466 1,950 400 400 1,225 206.25% 48053 Prop Fund Charges-Water 5,819,075 5,820,895 5,821,924 5,909,886 5,909,886 6,087,183 3.00% 48054 Prop Fund Charges-WMP 267,279 330,203 340,109 350,312 350,312 360,821 3.00% 48055 Prop Fund Charges-Refuse 601,581 742,605 707,825 652,808 652,808 672,392 3.00% 48057 Prop Fund Charges-Sewer 1,772,723 1,832,548 1,538,598 1,410,498 1,410,498 1,452,813 3.00% 48058 From Retiree Medical Trust 49,403 206,562 117,479 121,003 121,003 124,633 3.00% 48059 From Retirement Supplement Trust 184,850 428,256 312,060 321,422 321,422 331,065 3.00% 47000 CHARGES FOR CURRENT SERVICES 25,390,431 25,501,392 21,865,244 23,925,507 23,925,507 26,026,327 8.78% 104 City of Huntington Beach Adopted Budget-FY 2022/23 Revenue Summary by Object Account GENERAL FUND Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Object Account Actual Actual Actual Adopted Revised Adopted Prior Year 48110 Sales 77,249 953,360 138,752 40,394 40,394 103,000 154.99% 48200 General Sales 113,580 100,298 99,796 91,800 91,800 88,275 -3.84% 48350 Sponsorships 145,240 75,756 24,340 86,000 86,000 170,000 97.67% 48370 Reimbursables 267,208 321,441 537,392 131,500 131,500 200,500 52.47% 48500 Settlements 195,254 139,053 105,476 50,000 50,000 50,000 0.00% 48510 Other 641,237 705,099 449.467 496,144 496,144 992,036 99.95% 48100 OTHER REVENUE 1,439,769 2,295,007 1,355,223 895,838 895,838 1,603,811 79.03% 49100 Operating Transfers In 519,001 690,169 647,261 443,229 443,229 30,051,099 6680.04% 49350 Prior Period Adjustment 438,684 49400 Joint Venture Income (156,683) 49000 NON-OPERATING REVENUE 362,319 690,169 1,085,945 443,229 443,229 30,051,099 6680.04% 40000 REVENUES 236,036,221 225,196,580 236,969,556 227,980,486 229,953,146 283,159,000 24.20% 105 Intentionally Left Blank • N IIl 0 V 106 B Expenditures O FISCAL YEAR 2022-23 BUDGET 11 2 C MB Z .x w ` �'* r 't w 0 �` +f 1 f Y ,`` )) e 3a JP t S • t1 J + X-• 1, 1 o,,01‘TIN6rpyd `� City of Huntington Beach A:;.:3:. ;.= Adopted Budget — FY 2022/23 9;:6F1o' '\F Expenditure Descriptions and Assumptions i wTV ALL FUNDS EXPENDITURES: $532.0 Million Fiscal Year 2022/23 all funds expenditures total $532,025,772. This reflects an increase of$107.6 million or 25.4%from the FY 2021/22 Adopted Budget and includes$96.7 million in operating transfers. Total Uses of Funds: $532.0 Million Special Revenue Funds Trust and Agency Funds 12.8% 4.1% —N I Capital Projects Funds 7.1% Enterprise Funds Internal Service Funds 17.8% 4.6% / Debt Service Funds 5.0% .' "' -...� bra r Other Funds 0.2% The General Fund makes up the greatest percentage of all funds expenditures at 50.4 percent, followed by Enterprise Funds at 17.8 percent and Special Revenue Funds at 12.8 percent. The Enterprise Funds include Trash, Water, Sewer and the Certified Unified Program Agency Fund (CUPA). Special Revenue Funds include the American Rescue Plan Act, Measure M, and Gas Tax among others. All-Funds Expenditures FY 18/19 Actual through FY 22/23 Adopted * N $1,000 0 $800 $600 $400 pois .....s $200 $0 FY 18/19 Actual FY 19/20 Actual FY 20/21 Actual FY 21/22 Adopted FY 22/23 Adopted •General Fund ■Enterprise Funds Trust and Agency Funds Special Revenue Funds ■Capital Projects Funds ■Internal Service Funds ■Debt Service Funds ■Other Funds *FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds and corresponding pay down of 85%of the City's CaIPERS unfunded liability. 107 i''''T I °�` ���' City of Huntington Beach (: . ;. r'Q Adopted Budget - FY 2022/23 _6F o `';�' Expenditure Descriptions and Assumptions GENERAL FUND EXPENSE: $269.0 million City Clerk, City Manager, CityAttorney City Council, 1,165,935,0.4% 3,262,829,1.2% y, 397,182,0.1° 2,862,118,1.1% Finance, 6,553,913,2.4% City Treasurer, 278,369,0.1% Administrative Services, 10,156,337,3.8% Community Development, 10,300,478,3.8% Community&Library Police, Services,14,405,373,5.4% 80,301,451, 29.9% Public Works, Ili., 21,388,774,8.0% epartmental,Fire,52,353,500,923,24.4% 19.5% Personnel Services—$156,302,044 The FY 2022/23 Adopted Budget reflects an increase of nine (9) Full Time Equivalents (FTEs) across All Funds compared to FY 2021/22. The new positions include one (1) Executive Assistant in the City Manager's Office, one (1) Social Worker to assist with the growing homeless caseload, one (1) Records Specialist in the City Clerk's Department to assist with Public Records Requests, one (1) Accounting Technician II to assist with accounts payables and the concierge desk, one (1) Senior Accounting Technician to provide utility billing support, one(1)Field Service Representative,one(1)Water Distribution Maintenance Leadworker, one (1) Water Equipment Operator, one (1) Water System Technician III, one (1) Water Utility Coordinator, one (1) Traffic Maintenance Service Worker to improve traffic signal maintenance response,and one(1)Contract Administrator to administer contracts within the approved CIP. These 12 positions are offset by the elimination of two (2) Meter Readers and one (1) Meter Repair Technician due to the implementation of Automated Meter Reading technology for a net increase of 9 FTE positions. Operating Expenses—$48,556,536 Included in the operating category are all General Fund operating expenses including professional and contract services. The FY 2022/23 Adopted Budget reflects a 13.6 percent increase from the prior year Adopted Budget of$42.7 million, due to anticipated increases in operating costs such as utilities and costs for Homeless and Behavioral Health services including Be Well OC and operating costs for the Navigation Center. 108 ��NTINGrT. °F ?� City of Huntington Beach o= ,, Q Adopted Budget — FY 2022/23 lof ,Fe414 Expenditure Descriptions and Assumptions GENERAL FUND EXPENSE—CONTINUED Non-Operatinq Expenditures -$64,128,607 This category contains transfers to other funds related to debt service, including the Pension Obligation Bonds(POBs)debt service payment and transfers to other funds for operating purposes. The FY 2022/23 Adopted Budget includes$13.6 million in transfers to the Pension Liability Fund; $1.4 million to the Section 115 Trust; $6.2 million in transfers to the General Liability Internal Service Fund; $24.4 million to the Infrastructure Fund; and $10.1 million for equipment replacement to the Equipment Fund. NON-GENERAL FUND EXPENSE The FY 2022/23 Adopted Budget for Non-General Fund Expenses totals$263.0 million. Water Enterprise—$47,887,385 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, customer service, water quality testing and water conservation programs. Water Master Plan—$2,855,478 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,water main replacements and the cathodic protection payment to the West Orange County Water Board (WOCWB). Refuse Fund—$14,491,848 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 2022/23 Adopted Budget are to account for CPI increases to the Republic Services contract. Sewer Service Fund—$19,378,288 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 2022/23 Sewer Fund Capital Improvement Program Budget includes relining existing sewer mains and sewer lift station design and construction. CUPA—$267,989 This is for the Certified Unified Program Agency(CUPA),which is a local agency certified by the California Environmental Protection Agency (CalEPA) to implement and enforce hazardous materials regulatory management programs. Special Revenue Funds—$68,444,282 This category includes expenditures from Gas Tax, Measure M,Air Quality,Traffic Congestion Relief Fund, Highway Safety Improvement Program, Road Maintenance Rehabilitation Account Fund,and other Federal and State grant funds. This category also includes one-time revenues from developers. The FY 2022/23 Adopted Budget includes one-time revenues from the American Rescue Plan Act which are budgeted to be spent on public safety personnel costs in compliance with the legislation. The other planned use of these funds are for related Capital Improvement Projects and other improvements. 109 o�N INC ti.e City of Huntington Beach Adopted Budget - FY 2022/23 16,:mmer Expenditure Descriptions and Assumptions NON-GENERAL FUND EXPENSE—CONTINUED Capital Protects—$37,736,120 Included in this category are funds budgeted for capital expenditures, funding towards the repair and improvements of City facilities, as well as replacement of City technology and equipment. The FY 2022/23 Adopted Budget also includes$25.1 million in General Fund support for infrastructure, and $11.5 million to support the replacement of the City's vehicle fleet, machinery, and technology systems, as reflected in the Non-Operating Expenditures category. Debt Service—$26,534,524 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). Judgment Obligations Bonds are other sources of funding for the City's debt service expenses. Internal Service Funds—$22,401,975 These funds are utilized to account for retirement medical and supplemental retirement costs, which are provided directly by the City. The FY 2022/23 Adopted Budget also includes Self Insurance Workers' Compensation costs and Self Insurance General Liability amounting to $7.2 million and $7.6 million respectively. Increases to the Self Insurance General Liability budget reflect general increases in the cost of insurance due to the uptick in worldwide cybersecurity threats and scrutiny of policing practices. Trust and Agency Funds—$21,834,497 This category encompasses different funds including conduit debt obligations (Community Facility Districts), Joint Powers Authorities (Fire JPA and WOCWB), and all the costs associated with the former Redevelopment Agency and Housing Authority. 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.Also in the category 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 Funds—$1,196,199 This category includes funds such as Specific Events, Inmate Welfare, Property Tax in Lieu of Sales Tax and the Property and Evidence Fund. These funds have been created for the purpose of separately tracking General Fund revenues that are set aside by the City for specific purposes. The largest of these funds is the Specific Events Fund,in which the City records revenues and expenditures associated with large events such as the Great Pacific Air Show, Vans US Open of Surfing and the Surf City Marathon. 110 City of Huntington Beach Adopted Budget-FY 2022/23 Expenditures by Department ALL FUNDS Capital Debt Special Internal Trust and General Projects Service Enterprise Revenue Service Agency Other Department/Fund Fund Funds Funds Funds Funds Fund Funds Funds* TOTAL City Council 397,182 397,182 City Attorney 2,862,118 2,862,118 City Clerk 1,165,935 1,165,935 City Treasurer 278,369 278,369 City Manager 3,262,829 629,000 3,891,829 Administrative Services 10,156,337 1,000,000 439,194 14,797,167 26,392,698 Community Development 10,300,478 100,000 2,134,164 50,000 12,584,642 Community&Library Services 14,405,373 158,202 2,406,329 803,250 17,773,154 Finance 6,553,913 7,604,808 14,158,721 Fire 52,353,505 267,989 447,815 53,069,309 Police 80,301,451 1,430,871 225,000 81,957,322 Public Works 21,388,774 14,070,009 84,612,999 30,829,268 1,627,000 152,528,050 Non-Departmental 65,570,923 22,407,909 26,534,524 30,575,456 19,759,682 117,949 164,966,443 Grand Total 268,997,187 37,736,120 26,534,524 84,880,988 68,444,282 22,401,975 21,834,497 1,196,199 532,025,772 All Funds Expenditures by Fund Internal Service Fund Debt Service Funds Other Funds 4.2% 5.0% 0.2% Capital Projects Funds , 'ill --...,,NNN 7.1% f e Special Revenue Funds 12.9% General Fund 50.6% Trust and Agency Funds 4.1% Enterprise Funds Ill , , ,////''''''''''' 16.0% 111 City of Huntington Beach Adopted Budget FY 2022/23 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 From Prior Fund Actual Actual Actual Adopted Revised Adopted Year 00100 General Fund 228,911,785 223,492,900 226,834,361 227,980,486 241,574,127 268,997,187 17.99% 00101 Specific Events 626,291 545,559 20,065 693,500 1,038,231 853,250 23.04% 00103 Donations Fund 752,356 781,118 604,917 1,228,641 00122 Inmate Welfare Fund 7,039 1,456 6,849 40,000 40,000 40,000 0.00% 00127 Prop Tax in Lieu of Sales Tax 733,696 244,196 147,299 630,945 117,949 100.00% 00128 Housing Agreement 1,523,837 00201 Air Quality Fund 106,608 102,149 15,378 531,500 1,523,302 788,188 48.30% 00204 Fourth of July Parade 277,874 368,468 99,405 20,767 00206 Traffic Impact 914,922 2,157,222 52,308 1,690,000 2,148,895 290,000 -82.84% 00207 Gas Tax Fund 2,577,979 3,089,234 5,036,650 4,076,420 4,463,921 3,662,154 -10.16% 00209 Park Acquisition&Development 220,521 3,800 00210 Sewer 1,898,104 85,394 2,954,357 700,000 4,063,345 -100.00% 00211 Drainage 26,749 825,000 828,171 2,845,000 244.85% 00212 Narcotics Forfeiture Federal 95,964 135,734 228,262 257,000 387,120 97,000 -62.26% 00213 Measure M Fund 4,938,458 3,156,679 3,123,030 2,318,987 5,100,440 4,378,615 88.82% 00214 Narcotics Forfeiture State 57,266 10,716 140,000 140,000 60,000 -57.14% 00215 Rehabilitation Loans 1,820,732 326,414 886,444 00216 Property and Evidence 55,769 594 53,163 50,000 52,386 185,000 270.00% 00217 Affordable Housing In-Lieu 100,411 2,265,471 715 00219 Traffic Congestion Relief 42 1,158,346 1,152,069 1,207,687 1,840,000 3,270,568 2,134,789 16.02% 00226 Quimby Fund 62,364 1,202,784 557,527 260,000 1,621,938 -100.00% 00227 Police Facilities Dev Impact 1,124,000 1,607,000 415,000 -63.08% 00228 Park Dev Impact Residential 1,312,625 2,949,744 3,466,058 3,776,370 8,328,263 1,663,361 -55.95% 00229 Library Development Impact 125,856 156,639 349,272 300,000 421,736 350,000 16.67% 00231 Fire Facilities Dev Impact 900,000 00233 Housing Residual Receipts 853,163 44,576 32,000 32,000 32,000 0.00% 00234 Disability Access Fund 11,243 12,254 11,077 84,000 84,000 84,000 0.00% 00236 Public Art in Parks 90,000 35,000 245,000 -100.00% 00238 Emergency Operations Ctr 1,314,334 2,156,864 2,988,446 00239 CDBG 1,219,904 1,308,856 2,095,989 1,238,214 1,442,601 1,413,939 14.19% 00240 HOME 92,498 578,608 649,434 1,850,751 2,372,384 760,225 -58.92% 00242 Narcotics Forteiture-Treasury 12,121 1,506 00243 Surf City"3"Cable Channel 286,277 371,471 501,000 786,826 623,000 24.35% 00244 CARES Act(OC Small Bus Supp) 5,423,872 00245 CARES Act(OC City Allocation) 4,734,455 00246 CARES Act(CESF) 93,800 00247 CARES Act(State of CA) 1,449,224 1,453,172 00248 CDBG CARES Funding 281,114 2,028,847 00249 American Rescue Plan Act 29,606,925 100.00% 00250 American Rescue Plan Act(OC) 200,000 00308 In-Lieu Parking Downtown 60,000 90,000 100,000 66.67% 00314 Infrastructure Fund 4,596,896 3,080,342 4,565,771 17,665,195 28,674,034 25,083,211 41.99% 00319 Senior Center Development 50,000 830,108 16,664 00321 Lease Capital Project Fund 782,817 8,775 5,178,185 8,984,232 00322 ELM Automation Fund 404,820 360,178 427,894 428,214 436,800 439,194 2.56% 00323 Technology Fund 195,523 255,157 2,175,545 1,000,000 100.00% 00324 Equipment Fund 2,514,614 2,708,843 2,833,020 7,108,898 10,621,227 11,552,909 62.51% 00350 RORF 2,547,257 2,171,922 2,044,559 6,341,783 9,367,186 6,724,331 6.03% 00352 LMIHAF 716,348 1,744,048 6,827,997 580,950 593,059 25,000 -95.70% 00401 Debt Svc HBPFA 5,036,022 5,014,747 25,751,902 2,972,364 2,972,364 2,963,159 -0.31% 00405 Debt Svc Grand Coast CFD 2000-1 1,087,014 1,088,893 1,089,637 1,089,746 1,089,746 1,092,817 0.28% 00406 Debt Svc Mello Roos 261,238 269,125 195,889 00408 Debt Svc McDonnell CFD 2002-1 400,520 407,748 414,167 426,528 426,528 435,203 2.03% 00410 Debt Svc Bella Terra 2,297,303 2,411,658 2,410,414 2,436,393 2,436,393 2,432,661 -0.15% 00412 Pension Liability* 341,394,724 22,571,894 22,571,894 23,571,365 4.43% 00501 CUPA 247,460 247,775 254,350 262,172 316,630 267,989 2.22% 00504 Refuse Collection Service 12,050,460 12,609,084 12,934,825 13,667,909 13,941,105 14,491,848 6.03% 00506 Water 41,152,381 41,362,339 42,084,504 44,122,678 45,982,842 47,887,385 8.53% 00507 Water Master Plan 2,251,788 3,100,231 3,970,253 3,493,684 6,922,083 2,855,478 -18.27% 00508 WOCWB 254,305 305,207 303,096 1,649,000 3,560,255 1,627,000 -1.33% 00511 Sewer Service Fund 9,441,907 9,827,898 9,283,115 13,764,987 21,696,370 19,378,288 40.78% 112 City of Huntington Beach Adopted Budget FY 2022/23 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 From Prior Fund Actual Actual Actual Adopted Revised Adopted Year 00551 Self Insurance Workers'Comp 4,854,532 9,757,914 12,207,363 7,084,260 7,099,767 7,242,851 2.24% 00552 Self Insurance General Liab 1,790,019 3,949,524 12,242,607 7,471,872 7,714,046 7,554,316 1.10% 00702 Retiree Insurance Fund 848,780 1,070,643 990,683 1,230,583 1,232,883 1,270,743 3.26% 00703 Retirement Supplement 5,070,595 5,572,099 5,936,961 6,273,022 6,275,322 6,334,065 0.97% 00704 Fire JPA Fund 410,550 310,101 582,801 405,866 411,434 447,815 10.34% 00709 BID Hotel/Motel 4,818,237 3,741,079 4,027,673 4,280,000 4,280,000 6,635,000 55.02% 00710 BID Downtown 89,004 82,599 94,108 90,000 94,392 106,000 17.78% 00711 Parking Structure-Bella Terra 584,635 701,025 627,170 763,018 875,332 761,427 -0.21% 00712 Parking Structure-Strand 1,293,115 1,461,773 1,328,403 1,492,612 1,604,793 1,547,243 3.66% 00715 State Grants 231,626 506,532 00716 Section 115 Trust 13,010 36,234 48,461 00807 Energy Efficiency 229,565 398,570 32,145 612,106 1,098,600 100.00% 00810 Prop 68 Per Capita Grant 177,952 177,952 -100.00% 00838 Jail Training Grant 9,030 6,135 15,415 12,168 00843 HOME Program 13/14 9,137 00854 HOME Program 06 464,879 00863 CDBG 13/14 37,076 00873 OCTA/Cip Grant 415,455 784,545 684,260 00894 WMD-DHHS 18,091 00909 UASI/OCIAC Program 1,474 2,184 00922 Fire Grants-Other 1,500 2,500 00949 SLESF Grant 10/11 4,255 954 00955 Prop 69 Funding 45,678 23,322 00960 Used Oil Grant 99,901 44,812 51,735 23,750 26,127 100.00% 00961 Hwy Bridge Replacement&Rehabilitation 8,713 41,774 134,286 990,922 3,280,000 100.00% 00963 Sr Mobility Program 243,710 256,480 224,715 235,264 245,226 292,968 24.53% 00965 Master Plan of Arterial Hwys 146,477 00970 Bridge Preventative Maintenance Program 475,581 217,308 00971 Asset Forfeiture 15%State Set 1,000 27,488 00978 US Secret Services(USSS) 10,061 13,242 28,188 26,454 00979 AB109 Public Safety Realignment 145,871 66,439 100,746 125,475 259,926 130,155 3.73% 00984 SLESF Grant 402,977 256,733 337,291 220,000 385,177 728,716 231.23% 00985 State Literacy Grant 51,441 63,728 57,979 72,139 00995 Hwy Safety Improvement Program 196,922 2,032,102 634,860 120,133 01208 CDBG 14/15 3,830 01209 HOME Program 14/15 2,378 01215 Immigration&Customs Enforce 50,000 01220 HOME Program 15/16 76,660 141,523 01222 Hazard Mitigation Grant Program 8,714 20,029 6,598,950 100.00% 01224 OC Regional Narc Suppression 16,628 01228 CalRecycle City/County CRV 22,077 16,899 63,429 170,281 206,032 48,834 -71.32% 01230AB 109 Reimbursement 2,965 21,317 21,273 1,216 01233 OC Recycling Market Dvlpmt Zone 1,930 6,000 6,000 6,000 0.00% 01234 Sust Bus Cert Program 1,994 981 01235 CDBG 16/17 15,425 01236 HOME Program 16/17 111,435 190,908 01238 EMPG 16/17 25,391 8,212 36,965 18,100 01240 EPIC Challenge 28,861 12,579 01244 BSCC 16/17 13,053 01246 GENIC E-Rate 46,675 40,585 54,045 60,000 60,000 60,000 0.00% 01247Arterial Rehab 1,126,234 3,361,778 6,221,116 4,800,000 5,451,900 4,600,000 -4.17% 01248 Central Park Trail Rehab 25,250 5,300 4,450 01249 Office of Traffic Safety 17/18 106,926 01250 Domestic Violence 2018 98,829 01251 HHW Grant Cycle HD31 7,461 10,048 3,430 23,601 01252 Office of Traffic Safety 18/19 396,335 146,609 1,759 01253 Domestic Violence 2019 90,489 112,654 01255 LSTA 33,177 29,925 374 01256 Bluff Top Path 21,292 82,961 1,544,347 01257 Office of Traffic Safety 19/20 337,935 279,727 01258 OTS Bike Ped Safety 19/20 16,004 9,990 113 City of Huntington Beach Adopted Budget FY 2022/23 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 From Prior Fund Actual Actual Actual Adopted Revised Adopted Year 01259 Justice Assistance Grant 2017 26,982 01260 Justice Assistance Grant 2018 26,309 01261 Justice Assistance Grant 2019 38,256 10,515 01262 BSCC Mental Health Training 1,325 3,002 01264 Domestic Violence 2020 94,640 224,410 83,611 01265 ABC GRANT FY 20/21 26,784 01266 OTS Bike Ped Safety 20/21 15,154 34,846 01267 SB 2 Reimbursement 2,010 548,495 552,495 852,531 55.43% 01268 Office of Traffic Safety 20/21 422,975 422,325 01269 Operation Stonegarden 192,900 01270 OTS Bike Ped Safety 21/22 42,795 01271 Office of Traffic Safety 21/22 788,000 01272 LRSP 139,650 01273 CRRSAA 578,011 100.00% 01274 FBI JTTF 19,000 01275 OCTA PROJECT X 500,000 100.00% Grand Total 359,481,474 371,741,243 773,347,578 424,421,323 516,073,568 532,025,772 25.35% *FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds and corresponding pay down of 85%of the City's CaIPERS unfunded liability. 114 City of Huntington Beach Adopted Budget-FY 2022/23 Expenditure Summary by Object Account ALL FUNDS FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Percent Change Object Account Actual Actual Actual Adopted Revised Adopted From Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 89,092,095 90,174,508 88,477,515 95,290,502 102,772,202 106,612,090 11.88% Salaries,Temporary 4,741,454 5,222,349 6,312,736 5,759,191 6,381,057 6,223,653 8.06% Salaries,Overtime 13,506,337 13,547,538 16,216,604 11,708,423 14,553,415 12,987,121 10.92% Leave Payout 4,942,424 4,485,321 10,402,997 4,432,460 4,432,460 4,787,460 8.01% Benefits* 68,239,173 74,624,180 409,577,488 48,266,914 64,966,711 50,303,204 4.22% PERSONNEL SERVICES 180,521,483 188,053,895 530,987,340 165,457,490 193,105,846 180,913,528 9.34% OPERATING EXPENSES Utilities 5,885,604 6,323,431 7,165,290 7,178,559 7,212,503 8,075,060 12.49% Purchased Water 16,435,060 16,386,899 17,143,545 18,450,000 18,450,000 18,655,000 1.11% Equipment and Supplies 7,936,046 8,185,057 7,992,142 8,262,092 10,657,913 8,521,032 3.13% Repairs and Maintenance 16,645,002 16,825,083 18,153,719 19,337,472 21,530,193 21,688,436 12.16% Conferences and Training 871,741 820,800 692,258 1,024,738 1,072,946 1,221,569 19.21% Professional Services 6,453,049 7,279,529 8,395,743 11,356,057 23,339,425 14,516,651 27.83% Other Contract Services 24,830,385 23,583,476 24,201,250 25,827,108 27,576,916 29,965,889 16.02% Rental Expense 377,800 393,544 321,453 330,599 354,599 329,212 -0.42% Claims Expense 1,223,424 7,726,047 17,698,397 6,759,779 6,604,179 6,759,779 0.00% Insurance 3,719,307 3,777,228 4,749,634 5,542,672 5,542,672 5,620,320 1.40% Pension Payments 4,766,002 5,008,769 5,493,973 5,800,000 5,800,000 5,850,000 0.86% Contribution to Private Agency 862,239 65,000 80,000 305,000 305,000 310,000 1.64% Payments to Other Governments 3,761,706 4,711,245 9,236,058 3,994,004 3,922,298 4,031,439 0.94% Interdepartmental Charges 8,694,911 9,361,069 8,837,995 8,765,929 8,765,929 9,028,907 3.00% Expense Allowances 743,292 721,650 725,334 784,667 889,744 637,079 -18.81% Other Expenses 3,114,671 2,002,821 2,772,557 3,437,000 4.016,184 3,841,100 11.76% OPERATING EXPENSES 106,320,238 113,171,649 133,659,347 127,155,676 146,040,501 139,051,473 9.36% CAPITAL EXPENDITURES Land Purchase 3,376,810 6,781,329 373,927 Improvements 30,420,435 25,066,824 34,386,633 40,682,723 79,695,003 62,204,841 52.90% Equipment 3,647,698 1,545,740 3,862,759 7,938,898 20,761,286 11,366,265 43.17% Vehicles 2,595,580 3,631,803 3,255,414 1,414,001 6,143,954 1,746,188 23.49% Capital-Software 609,944 442,308 416,888 65,000 1,319,070 365,335 462.05% Capitalized PP&E Offset (13,207,446) (5,509,068) (7,804,349) CAPITAL EXPENDITURES 27,443,022 25,177,607 40,898,674 50,100,622 108,293,240 75,682,629 51.06% NON-OPERATING EXPENSES Debt Service Expenses 12,929,647 12,279,984 38,539,571 37,220,215 40,388,725 39,725,384 6.73% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 25,971,211 21,849,412 22,272,022 44,484,564 28,122,501 96,650,002 117.27% Depreciation 6,295,874 6,652,272 6,990,624 Loans Made 4,556,425 120,000 NON-OPERATING EXPENSES 45,196,731 45,338,093 67,802,217 81,707,535 68,633,982 136,378,142 66.91% Grand Total 359,481,474 371,741,243 773,347,578 424,421,323 516,073,568 532,025,772 25.35% *FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds and corresponding pay down of 85%of the City's CaIPERS unfunded liability. 115 City of Huntington Beach Adopted Budget-FY 2022/23 Expenditure Summary by Object Account GENERAL FUND FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Percent Change Object Account Actual Actual Actual Adopted Revised Adopted From Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 79,593,433 80,139,436 77,768,689 81,853,720 87,391,722 91,569,566 11.87% Salaries,Temporary 4,137,125 4,296,033 5,464,140 5,134,840 5,522,840 5,637,029 9.78% Salaries,Overtime 11,946,950 11,004,205 13,829,710 10,340,469 12,421,753 11,662,046 12.78% Leave Payout 4,677,204 3,969,215 9,738,434 4,432,460 4,432,460 4,432,460 0.00% Benefits 59.864,672 65.300,132 61,167,123 41,409,956 55,460,734 43,000,943 3.84% PERSONNEL SERVICES 160,219,383 164,709,020 167,968,095 143,171,445 165,229,509 156,302,044 9.17% OPERATING EXPENSES 1 Utilities 4,862,601 5,076,683 5,532,436 5,833,219 5,833,563 6,519,820 11.77% Equipment and Supplies 5,799,816 5,474,845 5,341,277 5,730,266 6,093,324 5,950,887 3.85% Repairs and Maintenance 12,412,224 11,333,450 11,965,824 12,928,315 14,163,708 13,536,265 4.70% Conferences and Training 745,294 718,415 607,506 783,288 808,265 990,119 26.41% Professional Services 3,854,791 3,688,814 2,456,500 3,964,095 6,610,824 6,944,622 75.19% Other Contract Services 6,293,744 5,259,312 5,459,530 5,884,928 6,389,423 6,796,242 15.49% Rental Expense 321,411 337,382 290,556 294,599 303,599 293,212 -0.47% Claims Expense 20,767 47,430 11,122 500,000 344,400 500,000 0.00% Insurance 54,865 37,511 10,637 39,352 39,352 -100.00% Contribution to Private Agency 822,239 225,000 225,000 225,000 0.00% Payments to Other Governments 3,106,419 3,541,097 3,268,709 3,476,390 3,496,390 3,473,390 -0.09% Expense Allowances 710,786 690,813 690,814 758,967 864,044 611,379 -19.45% Other Expenses 2,156,040 1,097,356 1,754,045 2,330,000 2,905,263 2,725,600 16.98% OPERATING EXPENSES 41,160,996 37,303,108 37,388,956 42,748,419 48,077,154 48,566,536 13.61% CAPITAL EXPENDITURES Land Purchase 1,290,010 370,432 Improvements 230,003 83,849 2,620 114,513 Equipment 571 50,156 1,745 Vehicles 89,873 6,843 CAPITAL EXPENDITURES 1,610,458 140,848 374,798 114,513 NON-OPERATING EXPENSES 1 Debt Service Expenses 1,563,655 1,863,181 1,911,431 1,918,137 2,061,243 768,923 -59.91% Transfers to Other Funds 24,357,292 19,476,744 19,191,081 40,142,485 26,091,707 63,359,684 57.84% NON-OPERATING EXPENSES 25,920,947 21,339,924 21,102,512 42,060,622 28,152,950 64,128,607 52.47% Grand Total 228,911,785 223,492,900 226,834,361 227,980,486 241,574,127 268,997,187 17.99% 116 Table o NM Organization MI 11114 O FISCAL YEAR 2022-23 BUDGET 1111 C Z .; . , , e� ��mil i1. *� ti — o . 4 1,y ,.i.n....,... 7„.: ...... , 1. ,, . • Neiyie.4 ,. "f -4, ,fir:*,....10v._ ..„, . 11„,‘0.4". '',,,-:: ''*'4,- 4....,,..:_e____-•.‘,.... "rAlt, ,. ',.,...solc.74.141‘.‘41,:,,_....1,-,,.,„i..,,. 1.:7; .t ...:: .12: i, * .„,.. -4 . . ..4. ,,,'- .v s�r 'S ^.Th..lk ,r i `t y"F i'"'rt«so `f `i .,A, %'" "}cam`, '' �. r a•+fir .A' S 'kdo.XK . ,M[r rA:-- .1- 'c i 0> ' A - I 1. ,a r , } City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From DEPARTMENT Actual Actual Adopted Revised Adopted Prior Year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 11.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 5.00 1.00 City Treasurer 2.00 1.50 1.50 1.50 1.50 0.00 City Manager 8.00 7.00 7.00 8.00 14.00 6.00 Administrative Services 44.00 33.00 34.00 38.00 38.00 0.00 Community Development 49.50 54.00 54.00 57.50 57.50 0.00 Community& Library Services 64.25 60.25 60.25 62.25 62.25 0.00 Finance 33.00 31.50 31.50 32.50 34.50 2.00 Fire 198.00 200.00 200.00 201.00 201.00 0.00 Police 365.50 356.00 357.00 357.00 353.00 (4.00) Public Works 207.00 199.00 201.00 207.00 211.00 4.00 Total 987.25 958.25 962.25 980.75 989.75 9.00 GENERAL FUND FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From DEPARTMENT Actual Actual Adopted Revised Adopted Prior Year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 11.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 5.00 1.00 City Treasurer 2.00 1.50 1.50 1.50 1.50 0.00 City Manager 7.15 7.00 7.00 8.00 14.00 6.00 Administrative Services 37.20 34.32 31.55 34.47 35.17 0.70 Community Development 45.17 49.52 49.52 53.02 52.85 (0.17) Community&Library Services 58.91 56.41 56.41 58.41 58.50 0.09 Finance 31.42 29.92 30.10 31.10 32.10 1.00 Fire 194.10 196.20 196.30 197.30 197.30 0.00 Police 362.50 353.00 355.00 355.00 351.00 (4.00) Public Works 97.75 53.00 53.50 55.90 56.40 0.50 Total 852.20 796.87 796.88 810.70 815.82 5.12 Note: Reflects the Table of Organization for Fiscal Year 2022/23;however, 12 positions are defunded. 117 Intentionally Left Blank tow N Ii3 o V 118 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted 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 Chief Assistant City Attorney 2.00 2.00 1.00 1.00 1.00 City Attorney 1.00 1.00 1.00 1.00 1.00 Deputy City Attorney III 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 1.00 1.00 Senior Deputy City Attorney 3.00 3.00 3.00 3.00 3.00 Senior Legal Assistant 1.00 1.00 1.00 2.00 2.00 Senior Trial Counsel 1.00 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 Records Specialist 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 5.00 CITY TREASURER Administrative Analyst 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 1.50 1.50 1.50 1.50 119 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted CITY MANAGER Administrative Aide 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 2.00 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 1.00 Council Policy Analyst 1.00 1.00 Deputy Director of Homelessness & Behavioral Health Services** 1.00 Director of Organizational Learning & Engagement 1.00 Executive Assistant 1.00 1.00 2 Public Affairs Manager 1.00 1.00 Principal Administrative Analyst 2.00 2.00 1.00 1.00 Social Services Supervisor** 1.00 Social Worker** 2.00 3 Volunteer Services Coordinator** 1.00 Total -City Manager 8.00 7.00 7.00 8.00 14.00 ** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 ADMINISTRATIVE SERVICES Director of Administrative Services 1.00 1.00 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 1.00 1.00 Principal Administrative Analyst** 1.00 Subtotal Administration 2.00 3.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Liability Claims Coordinator 1.00 Personnel Analyst Principal 1.00 1.00 1.00 2.00 2.00 Personnel Analyst Senior 3.00 2.00 2.00 1.00 1.00 Personnel Analyst 2.00 2.00 1.00 1.00 Personnel Assistant 3.00 2.00 2.00 1.00 1.00 120 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted ADMINISTRATIVE SERVICES (continued) Risk Management Specialist 2.00 1.00 1.00 1.00 1.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 Senior HR Technician 3.00 3.00 Senior Risk Management Analyst 1.00 Subtotal Human Resources 14.00 11.00 11.00 12.00 12.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Chief Information Officer 1.00 GIS Analyst II 4.00 1.00 1.00 1.00 1.00 Information Technology Analyst I 3.00 3.00 1.00 1.00 Information Technology Analyst II 3.00 1.00 1.00 2.00 2.00 Information Technology Analyst III 1.00 1.00 1.00 Information Technology Analyst IV 4.00 3.00 3.00 3.00 3.00 Information Technology Analyst Senior 5.00 2.00 2.00 3.00 3.00 Information Technology Technician I 2.00 1.00 1.00 2.00 2.00 Information Technology Technician III 1.00 2.00 2.00 2.00 2.00 Information Technology Technician IV 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 Information Tech Project Coordinator 1.00 1.00 Information Tech Supervisor 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 1.00 1.00 Senior Info Tech Technician 2.00 2.00 2.00 2.00 2.00 Senior Telecommunication Technician 1.00 Subtotal Information Services 30.00 20.00 20.00 24.00 24.00 Total -Administrative Services 44.00 33.00 34.00 38.00 38.00 "" Position transferred from the Administrative Services Department to the Fire Department beginning FY 2021/22 121 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted COMMUNITY DEVELOPMENT Director of Community Development 1.00 1.00 1.00 1.00 1.00 Deputy Director of Comm Dvlpmt 2.00 2.00 2.00 2.00 2.00 Principal Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 2.50 2.00 2.00 2.00 2.00 GIS Analyst II 1.00 1.00 1.00 1.00 Subtotal Administration 8.50 9.00 9.00 9.00 9.00 Planning Manager 1.00 1.00 1.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 Senior Planner 3.00 2.00 2.00 2.00 2.00 Associate Planner 4.00 3.00 3.00 4.00 4.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Assistant Planner 2.00 2.00 2.00 2.00 2.00 Senior Permit Technician 3.00 4.00 4.00 4.00 4.00 Permit Technician 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 Building Manager 1.00 1.00 1.00 1.00 1.00 Plan Check Engineer 2.00 1.00 1.00 1.00 1.00 Inspection Manager 1.00 1.00 Inspection Supervisor 2.00 1.00 1.00 Principal Electrical Inspector 1.00 1.00 1.00 1.00 1.00 Principal Inspector Plumbing/Mechanical 1.00 1.00 1.00 1.00 1.00 Building Inspector I 1.00 1.00 1.00 1.00 1.00 Building Inspector II 2.00 1.00 1.00 1.00 1.00 Building Inspector III 6.00 6.00 6.00 6.00 6.00 Subtotal Development Services 30.00 28.00 28.00 31.00 31.00 Housing Manager 1.00 1.00 1.00 1.00 Real Estate& Project Manager 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.50 1.50 Administrative Aide 1.00 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 2.00 2.00 2.00 122 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted COMMUNITY DEVELOPMENT(continued) Code Enforcement Officer I 1.00 3.00 3.00 3.00 3.00 Code Enforcement Officer II 2.00 4.00 4.00 4.00 4.00 Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00 Economic Development Manager 1.00 1.00 1.00 1.00 Economic Development Project Manager 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Subtotal Community Enhancement 11.00 17.00 17.00 17.50 17.50 Total -Community Development 49.50 54.00 54.00 57.50 57.50 COMMUNITY& LIBRARY SERVICES Director of Community& Library Services 1.00 1.00 1.00 1.00 Director of Community Services 1.00 Director of Library Services 1.00 Deputy Director of Community& Library Services 1.00 1.00 1.00 1.00 Principal Administrative Analyst 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 Administrative Aide 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 0.50 1.00 1.00 Park Development Project Coordinator 1.00 Subtotal Administration 5.50 5.00 5.00 5.00 5.00 Administrative Secretary 0.50 Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 2.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Specialist 1.00 2.00 2.00 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 Subtotal Facilities&Events 12.50 11.00 11.00 11.00 11.00 123 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted COMMUNITY& LIBRARY SERVICES (continued) Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 4.00 4.00 4.00 5.00 5.00 Comm Svcs Recreation Specialist 6.00 6.00 6.00 5.00 5.00 Administrative Secretary 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Senior Services Assistant 1.00 1.00 1.00 Senior Services Transportation Coordinato 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 1.00 1.00 Social Worker 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 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Community Services Manager 1.00 1.00 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 1.00 1.00 Senior Librarian 4.00 4.00 4.00 4.00 4.00 Senior Library Specialist 0.75 0.75 0.75 0.75 0.75 Librarian 5.00 4.00 4.00 6.00 6.00 Library Services Clerk 6.50 5.50 5.50 6.50 6.50 Library Specialist 3.00 2.00 2.00 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 Subtotal Library& Cultural Services 29.25 27.25 27.25 29.25 29.25 Total -Community& Library Services 64.25 60.25 60.25 62.25 62.25 124 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted 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 Accounting Technician II 1.00 4 Administrative Aide 1.00 1.00 Administrative Assistant 1.50 1.50 1.50 0.50 0.50 Information Technology Analyst Senior 1.00 1.00 1.00 1.00 Subtotal Finance Administration 3.50 4.50 4.50 4.50 5.50 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 2.00 2.00 1.00 1.00 Senior Buyer 1.00 1.00 1.00 1.00 Buyer 2.00 1.00 1.00 1.00 1.00 Subtotal Budget Management 7.00 5.00 5.00 5.00 5.00 Finance Manager-Accounting 1.00 1.00 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 Project Manager 1.00 Senior Finance Analyst 1.00 1.00 Senior Accountant 1.00 1.00 1.00 2.00 2.00 Accounting Technician Supervisor 1.00 1.00 2.00 2.00 Senior Accounting Technician 2.00 1.00 1.00 1.00 5 Accounting Technician II 4.00 3.00 3.00 3.00 3.00 Payroll Specialist 1.00 1.00 1.00 2.00 2.00 Senior Payroll Technician 2.00 1.00 1.00 Subtotal Accounting Services 12.00 11.00 11.00 11.00 12.00 Finance Manager-Treasury 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 0.50 1.00 1.00 Senior Accountant 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 2.00 2.00 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 11.00 11.00 12.00 12.00 Total -Finance 33.00 31.50 31.50 32.50 34.50 125 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted FIRE Fire Chief 1.00 1.00 1.00 1.00 1.00 S Administrative Analyst Principal 1.00 1.00 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Aide 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 5.00 6.00 6.00 6.00 6.00 Administrative Analyst** 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 Administrative Fire Captain A 2.00 2.00 2.00 2.00 2.00 S Administrative Secretary 3.00 2.00 2.00 2.00 2.00 Assistant Fire Marshal 1.00 Deputy Fire Marshal 2.00 2.00 2.00 2.00 2.00 Fire Battalion Chief 1.00 1.00 1.00 1.00 1.00 S Fire Division Chief 1.00 1.00 1.00 1.00 1.00 s Fire Marshal 1.00 1.00 1.00 1.00 Fire Prevention Inspector I 1.00 1.00 1.00 1.00 Fire Prevention Inspector II 4.00 4.00 4.00 4.00 4.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 Senior Permit Technician 1.00 Subtotal Professional Standards 19.00 16.00 16.00 17.00 17.00 Administrative Fire Captain A 1.00 1.00 1.00 1.00 1.00 S Ambulance Operator 30.00 30.00 30.00 30.00 30.00 Emergency Medical Services Coordinator 1.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief 4.00 4.00 4.00 4.00 4.00 S Fire Captain 30.00 30.00 30.00 30.00 30.00 s Fire Division Chief 1.00 1.00 1.00 1.00 1.00 s Fire Engineer 30.00 30.00 30.00 30.00 30.00 S Fire Medical Coordinator 1.00 1.00 1.00 1.00 1.00 Firefighter 12.00 12.00 12.00 12.00 12.00 s Firefighter Paramedic 48.00 48.00 48.00 48.00 48.00 S Subtotal Emergency Response 159.00 158.00 158.00 158.00 158.00 126 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted FIRE (continued) Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Marine Safety Battalion Chief 3.00 3.00 3.00 3.00 3.00 S Marine Safety Captain 10.00 12.00 12.00 12.00 12.00 S Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 S Ocean Lifeguard Specialist 3.00 3.00 3.00 3.00 S Subtotal Marine Safety 15.00 20.00 20.00 20.00 20.00 Subtotal Sworn 145.00 150.00 150.00 150.00 150.00 S Subtotal Non-Sworn 53.00 50.00 50.00 51.00 51.00 Total -Fire 198.00 200.00 200.00 201.00 201.00 ** Position transferred from the Administrative Services Department to the Fire Department beginning FY 2021/22 POLICE Police Chief 1.00 1.00 1.00 1.00 1.00 S Assistant Chief of Police 1.00 1.00 1.00 S Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 Subtotal Administration 3.00 3.00 3.00 3.00 3.00 Police Captain 1.00 1.00 s Police Lieutenant 1.00 1.00 1.00 1.00 1.00 S Police Sergeant 3.00 3.00 3.00 3.00 3.00 S Police Officer 3.00 3.00 3.00 3.00 3.00 S Police Services Specialist 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 Community Relations Specialist** 1.00 2.00 2.00 2.00 1.00 Subtotal Administrative Operations 9.00 11.00 11.00 12.00 11.00 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 7.00 7.00 s Police Officer 37.00 37.00 37.00 37.00 37.00 S Deputy Director of Homelessness 1.00 1.00 & Behavioral Health Services** Social Services Supervisor** 1.00 127 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted POLICE (continued) Volunteer Services Coordinator"* 1.00 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 Parking/Traffic Control Officer 16.00 10.00 10.00 10.00 10.00 Community Services Officer 3.00 3.00 3.00 1.00 1.00 Detention Administrator 1.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 Detention Officer- Nurse 4.00 4.00 4.00 4.00 4.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 Subtotal Special Operations 86.00 79.00 80.00 81.00 78.00 Police Captain 1.00 1.00 1.00 1.00 1.00 S Police Lieutenant 4.00 4.00 4.00 4.00 4.00 S Police Sergeant 14.00 14.00 14.00 14.00 14.00 S Police Officer^ 112.00 112.00 112.00 111.00 111.00 S Police Recruit 4.00 Subtotal Patrol 135.00 131.00 131.00 130.00 130.00 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 5.00 5.00 5.00 5.00 5.00 S Police Officer 39.00 39.00 39.00 39.00 39.00 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 Crime Analyst Senior 1.00 1.00 Crime Scene Investigator 2.00 4.00 4.00 5.00 5.00 Police Services Specialist 3.00 2.00 2.00 2.00 2.00 Community Services Officer 9.00 6.00 6.00 5.00 5.00 Latent Fingerprint Examiner 2.50 2.00 2.00 2.00 2.00 Police Photo/Imaging Specialst 1.00 Subtotal Investigations 66.50 63.00 63.00 64.00 64.00 Police Admin Services Division Manager 1.00 1.00 1.00 1.00 1.00 Police Support Services Manager 1.00 1.00 1.00 1.00 Police Administrative Services Manager 2.00 2.00 Community Services Officer 1.00 1.00 1.00 2.00 2.00 Police Services Specialist 7.00 6.00 6.00 6.00 6.00 128 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted POLICE (continued) Police Communications Manager 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 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 Police Records Administrator 1.00 1.00 1.00 Police Records Supervisor 3.00 3.00 3.00 4.00 4.00 Police Records Specialist 11.00 11.00 11.00 10.00 10.00 Police Records Technician 6.00 5.00 5.00 4.00 4.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Crewleader 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 2.00 2.00 Information Technology Analyst II 1.00 1.00 1.00 1.00 Information Technology Analyst IV 1.00 1.00 1.00 1.00 Information Technology Technician IV 1.00 1.00 1.00 1.00 Subtotal Support Services 66.00 69.00 69.00 67.00 67.00 Subtotal Sworn 233.00 233.00 233.00 233.00 233.00 S Subtotal Non-Sworn 132.50 123.00 124.00 124.00 120.00 Total -Police 365.50 356.00 357.00 357.00 353.00 ** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 PUBLIC WORKS Director of Public Works 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works 2.00 2.00 2.00 2.00 Administrative Services Manager 1.00 1.00 1.00 1.00 Project Manager 1.00 Accounting Technician II 1.00 1.00 1.00 1.00 1.00 Administrative Aide 1.00 1.00 1.00 Administrative Analyst 2.00 3.00 2.00 2.00 Administrative Analyst Senior 2.00 2.00 2.00 2.00 2.00 129 I. City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) 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 I 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 5.00 5.00 5.00 5.00 Office Specialist 1.00 Real Estate& Project Manager 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 15.00 19.00 21.00 21.00 21.00 Operations Manager 1.00 1.00 1.00 1.00 Maintenance Operations Manager 1.00 General Services Manager 1.00 Accounting Technician II 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Beach Equipment Operator 3.00 2.00 2.00 2.00 2.00 Beach Maintenance Crewleader 2.00 2.00 2.00 2.00 2.00 Beach Maintenance Service Worker 1.00 1.00 1.00 1.00 1.00 Beach Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 1.00 Equipment Support Assistant 2.00 1.00 1.00 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 3.00 3.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician 3.00 3.00 3.00 5.00 5.00 Fleet Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Irrigation Specialist 1.00 1.00 1.00 1.00 1.00 Landscape Equipment Operator 1.00 1.00 1.00 1.00 1.00 Landscape Maint Crewleader 1.00 1.00 1.00 1.00 1.00 Landscape Maintenance Leadworker 3.00 2.00 2.00 4.00 4.00 Landscape Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Maintenance Service Worker 7.00 7.00 7.00 6.00 6.00 Mechanic II 4.00 3.00 3.00 3.00 3.00 Mechanic III 6.00 6.00 6.00 6.00 6.00 Pest Control Specialist 1.00 1.00 1.00 1.00 1.00 Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00 130 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Street Equipment Operator 3.00 2.00 2.00 2.00 2.00 Street Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Street Maintenance Leadworker 2.00 2.00 2.00 2.00 2.00 Tree Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Tree Equipment Operator 3.00 2.00 2.00 2.00 2.00 Tree Maintenance Leadworker 1.00 1.00 1.00 1.00 1.00 Trees Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Maintenance & Operations 66.00 58.00 58.00 62.00 62.00 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 1.00 1.00 1.00 2.00 6 GIS Analyst II 2.00 2.00 2.00 2.00 SCADA Coordinator 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 Stock Clerk 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 Survey Technician II 2.00 2.00 2.00 2.00 2.00 Utilities Manager 1.00 Utilities Technology Coordinator 1.00 1.00 1.00 1.00 Warehousekeeper 1.00 1.00 1.00 1.00 1.00 Wastewater Equipment Operator 5.00 5.00 5.00 5.00 5.00 Wastewater Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Wastewater Operations Leadworker 3.00 3.00 3.00 3.00 3.00 Wastewater Pump Mechanic 1.00 1.00 1.00 1.00 1.00 Wastewater 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 Maint Crewleader 2.00 2.00 2.00 2.00 2.00 Water Distribution Maint Leadworker 6.00 6.00 6.00 I 6.00 7.00 17 Water Distribution Meters Crewleader 1.00 1.00 1.00 1.00 1.00 131 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) Water Distribution Meters Leadworker 2.00 2.00 2.00 2.00 2.00 Water Distribution Superintendent 1.00 1.00 1.00 1.00 Water Distribution Supervisor 1.00 Water Equipment Operator 4.00 4.00 4.00 4.00 5.00 8 Water Meter Reader 2.00 2.00 2.00 2.00 9 Water Meter Repair Technician 5.00 5.00 5.00 5.00 4.00 10 Water Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Water Operations Leadworker 2.00 2.00 2.00 2.00 2.00 Water Production Supervisor 1.00 1.00 1.00 1.00 1.00 Water Quality 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 4.00 11 Water Utility Locator 1.00 1.00 1.00 1.00 2.00 12 Subtotal Utilities 88.00 86.00 86.00 86.00 88.00 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 Signs Leadworker 1.00 Signs/Markings Equipment Operator 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 3.00 13 Traffic Signal Electrician 2.00 2.00 2.00 2.00 2.00 Traffic Signal/Light Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Transportation 13.00 10.00 10.00 10.00 11.00 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 2.00 2.00 2.00 2.00 2.00 Construction Inspector II 1.00 1.00 1.00 1.00 1.00 Construction Manager 1.00 1.00 1.00 1.00 1.00 132 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Adopted PUBLIC WORKS (continued) Contract Administrator 3.00 3.00 3.00 6.00 7.00 14 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 Senior Civil Engineer 5.00 5.00 5.00 5.00 5.00 Senior Construction Inspector 3.00 3.00 3.00 3.00 3.00 Senior Engineering Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Engineering 25.00 26.00 26.00 28.00 29.00 Total -Public Works 207.00 199.00 201.00 207.00 211.00 GRAND TOTAL 987.25 958.25 962.25 980.75 989.75 NOTES: S Sworn Public Safety position A There are 12 defunded positions included in the FTE count as follows: (2)Administrative Fire Captain (9)Police Officer (1)Communications Operator-PD 1 Position to centralize Public Records management 2 New position to assist City Manager's Office 3 Retitle of one Community Relations Specialist and addition of one Social Worker to assist with Homeless caseload 4 Position assigned to the Concierge and Accounts Payable teams 5 New position for succession planning within Municipal Services Division 6 Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) Position added to enhance water system maintenance 8 Position added to enhance water system maintenance 9 Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) 10 Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) 11 Position to focus on air quality mandates and Water Production and Flood Control reporting 12 Position added to assist with high volume of requests 13 Position added to improve traffic signal maintenance response 14 Position to administer increased volume of construction contracts within the approved Capital Improvement Program(CIP) 133 Intentionally Left Blank � N iti o V 134 Department 0 ., ...4 Budgets -4 0 FISCAL YEAR 2022-23 BUDGET II I C z mi mi Z 1.1 -I • rw -lir) ;III'. i.,....4:441.1"'\, S•iii1...... ' 14.•-•41 -....,, ..,...t. > • '''"-• -- ''''''41111iiiI61- - .."„ •,,,,:, ''I:. r ......4014iFr' , 11131* a t fCaUkir G'\-� ✓'��"_T'" r9� City of Huntington Beach oFr '•..mF >i n\ - =a City Council ‘ e Adopted Budget — FY 2022/23 Mayor Mayor Pro-Tern City Council Member(5) Administrative Assistant 135 City Council Department Descriptions The City Council is the policy setting body of the City. City Council duties include: establishing goals and policies,enacting or taking positions on state and federal legislation,adopting the City's operating and capital budgets, approving major initiatives, and appropriating the funds necessary to execute them and 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. In February 2022, the City Council adopted the following strategic priorities to guide the City's ongoing initiatives, projects and programs throughout the calendar year: • Increase and expand community engagement efforts • Enhance homeless response services and develop innovative solutions to significantly reduce homelessness • Enhance and maintain capital infrastructure and park systems • Support, promote and diversify our economic base • Maintain the overall financial stability of the City and enhance public safety These goals are used as a frame of reference in evaluating requests for action brought before the City Council. K .r.....1,. - .., ;71---. . , . - . , r of 4 ,I 16 f. 4Nii t . 11166, -__ _ _ f ._- App. „vtio. ,... N.: is 136 City Council Adopted Budget - FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 44% 11//1/11111111111141114r I f Non-Operating / Expenses m , ,_..�,n„„ 4% 'r Personnel Services 52% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 195,064 215,075 207,883 199,580 221,121 205,489 Operating Expenses 142,757 144,078 148,673 168,700 168,791 176,920 Non-Operating Expenses 15,455 14,773 Total Expenditures by Category 337,821 359,153 356,556 383,735 389,912 397,182 Expenditures by Fund 00100 General Fund -- 100% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 337,821 359,153 356,556 383,735 389,912 397,182 Total Expenditures by Fund 337,821 359,153 356,556 383,735 389,912 397,182 137 City Council Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 87,048 89,686 90,068 89,586 95,672 96,399 7.60% Salaries, Overtime 130 1,152 2,875 Leave Payouts 4,509 7,786 8,753 Benefits 103,377 116,451 106,187 109,994 125,449 109,090 -0.82% PERSONNEL SERVICES 195,064 215,075 207,883 199,580 221,121 205,489 2.96% OPERATING EXPENSES I Equipment and Supplies 1,048 2,122 3,409 4,970 5,061 4,970 0.00% Conferences and Training 18,600 12,404 13,459 26,100 26,100 26,100 0.00% Expense Allowances 123,109 129,552 131,806 137,630 137,630 145,850 5.97% OPERATING EXPENSES 142,757 144,078 148,673 168,700 168,791 176,920 4.87% NON-OPERATING EXPENSES Transfers to Other Funds 15,455 14,773 -4.41% NON-OPERATING EXPENSES 15,455 14,773 -4.41% Grand Total 337,821 359,153 356,556 383,735 389,912 397,182 3.50% General Fund 337,821 359,153 356,556 383,735 389,912 397,182 3.50% Grand Total 337,821 359,153 356,556 383,735 389,912 397,182 3.50% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 138 City Council Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 87,048 89,686 90,068 89,586 95,672 96,399 7.60% Salaries, Overtime 130 1,152 2,875 Leave Payouts 4,509 7,786 8,753 Benefits 103,377 116,451 106,187 109,994 125,449 109,090 -0.82% PERSONNEL SERVICES 195,065 215,075 207,883 199,580 221,121 205,489 2.96% OPERATING EXPENSES Equipment and Supplies 1,048 2,122 3,409 4,970 5,061 4,970 0.00% Conferences and Training 18,600 12,404 13,459 26,100 26,100 26,100 0.00% Expense Allowances 123,109 129,552 131,806 137,630 137,630 145,850 5.97% OPERATING EXPENSES 142,757 144,079 148,673 168,700 168,791 176,920 4.87% NON-OPERATING EXPENSES Transfers to Other Funds 15,455 14,773 -4.41% NON-OPERATING EXPENSES 15,455 14,773 -4.41 Total 337,821 359,153 356,556 383,735 389,912 397,182 3.50% (Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 l 0.00 139 City Council Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year City Council PERSONNEL SERVICES Salaries, Permanent 87,048 89,686 90,068 89,586 95,672 96,399 7.60% Salaries, Overtime 130 1,152 2,875 Leave Payouts 4,509 7,786 8,753 Benefits 103,377 116,451 106,187 109,994 125,449 109,090 -0.82% PERSONNEL SERVICES 195,065 215,075 207,883 199,580 221,121 205,489 2.96% OPERATING EXPENSES Equipment and Supplies 1,048 2,122 3,409 4,970 5,061 4,970 0.00% Conferences and Training 18,600 12,404 13,459 26,100 26,100 26,100 0.00% Expense Allowances 123,109 129,552 131,806 137,630 137,630 145,850 5.97% OPERATING EXPENSES 142,757 144,079 148,673 168,700 168,791 176,920 4.87% NON-OPERATING EXPENSES Transfers to Other Funds 15,455 14,773 -4.41% NON-OPERATING EXPENSES 15,455 14,773 -4.41% Total 337,821 359,153 356,556 383,735 389,912 397,182 3.50% Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions. Expense Allowances increase annually per Ordinance No. 4044 by the Consumer Price Index(CPI). 140 '` '" City of Huntington Beach o ,,._ City Attorney y°F� `\F'a Adopted Budget — FY 2022/23 i City Attorney Chief Assistant City Attorney COMMUNITY( PROSECUTION ) ( LITIGATION ) ( ADVISORY ) Deputy Community Prosecutor Senior Trial Counsel Senior Deputy City Attorney Senior Deputy City Attorney(2) Deputy City Attorney III ADMINISTRATION Senior Legal Assistant(2) Legal Assistant 141 City Attorney Department Descriptions Our Mission: To provide the best possible representation to the City in all legal matters, to provide excellent, effective legal counsel and services to the City Council, and to prosecute violations of the City Charter, Municipal Code, State misdemeanors, and to zealously defend the City from civil lawsuits. The Office of the City Attorney represents and advises the City Council and all City officials in all matters of law pertaining to the business of the City of Huntington Beach. Among other things, the City Attorney defends the City in every lawsuit, prepares and/or reviews all City Ordinances, Resolutions, contracts and other legal documents, and, attends City Council meetings, Planning Commission meetings, and other City staff meetings. The City Attorney also prosecutes criminal cases arising from violation of the provisions of the City Charter or Huntington Beach Municipal Code, and such State misdemeanors as the City has the power to prosecute. Michael E. Gates, City Attorney (Elected in 2014) The City Attorney's Office consists of an elected City Attorney, Chief Assistant City Attorney, a Deputy Community Prosecutor,three Senior Deputy City Attorneys,a Senior Trial Counsel, three support staff, and law school externs. Ongoing Activities & Projects City Attorney • Manages daily office operations of the City Attorney's Office; • Defends the City of Huntington Beach and its Police Officers in all lawsuits; • Takes cases to trial on all lawsuits, including police use of force cases; • 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; and • 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 State Law Penal Code and City Municipal Code Misdemeanor violations that occur in the City. They work closely with the Huntington Beach Police Department, the Orange County District Attorney's Office, and the community to represent the People in a variety of criminal misdemeanor cases. The Deputy Community Prosecutor conducts legal research, reviews and drafts motions, interviews victims and witnesses, and represents the People in all court proceedings from arraignment through trial. Additionally, the Deputy Community Prosecutor provides legal advice, legal opinions and training to law enforcement personnel. 142 City Attorney Ongoing Responsibilities 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; and • 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; and • Provide assistance to staff in small claims disputes involving the City. Community Prosecution Services • Actively prosecute misdemeanor Penal Code and Municipal Law violations that occur in Huntington Beach; • Work closely with Huntington Beach Police Department and the Orange County District Attorney's Office of investigations and prosecution of misdemeanor cases; • Interview and work with victims and witnesses; • Conduct legal research and draft motions; • Represent the people in all Superior Court proceedings from arraignment through trial; and • Provide legal advice, legal opinions, and training to law enforcement personnel. 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 Attorney's Office, sparing the excessive expense of hiring outside legal counsel; • Provided consistent, firm enforcement of all City Ordinances, which requires many times obtaining Court orders for enforcement; 143 City Attorney Accomplishments & Objectives • 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 over 40 Civil Citation Hearings for City's Hearing Officer. Code Violations • Prosecuted hundreds Municipal Code Violations on behalf of the City. Training • Presented Brown Act- Ethics Training to City/Public pursuant to AB 1234(multiple sessions). • Presented Public Records Act Training. • Presented Police Training (3 sessions). Additional Highlights • Responded to over 500 Requests for Legal Services from other City Departments. • Responded to over 100 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 2022/23 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 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. 144 City Attorney Adopted Budget - FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 15% Non-Operating Personnel Services Expenses 76% / 9% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 2,284,064 2,382,746 2,336,461 1,912,160 2,219,262 2,177,365 Operating Expenses 347,586 255,314 298,421 434,251 434,251 434,251 Non-Operating Expenses 250,688 250,502 Total Expenditures by Category 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 Expenditures by Fund 00100 General Fund 100% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 Total Expenditures by Fund 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 145 City Attorney Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,433,893 1,462,780 1,431,287 1,453,094 1,509,508 1,686,322 16.05% Salaries, Overtime 2,857 496 (117) Leave Payouts 65,107 61,598 74,426 Benefits 782,207 857,873 830,866 459,066 709,754 491,043 6.97% PERSONNEL SERVICES 2,284,064 2,382,746 2,336,461 1,912,160 2,219,262 2,177,365 13.87% OPERATING EXPENSES Utilities 1,893 Equipment and Supplies 41,490 30,029 16,753 22,800 22,800 22,800 0.00% Repairs and Maintenance 11 Conferences and Training 6,396 2,236 3,254 1,875 1,875 1,875 0.00% Professional Services 148,906 46,030 13,052 342,865 342,865 342,865 0.00% Other Contract Services 138,783 157,448 250,326 48,711 48,711 48,711 0.00% Expense Allowances 12,000 17,677 15,036 18,000 18,000 18,000 0.00% OPERATING EXPENSES 347,586 255,314 298,421 434,251 434,251 434,251 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 250,688 250,502 -0.07% NON-OPERATING EXPENSES 250,688 250,502 -0.07% Grand Total 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 10.20% General Fund 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 10.20% Grand Total 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 10.20% Personnel Summary 11.00 11.00 11.00 11.00 11.00 11.00 I 0.00 I 146 City Attorney Adopted Budget- FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 1,433,893 1,462,780 1,431,287 1,453,094 1,509,508 1,686,322 16.05% Salaries, Overtime 2,857 496 (117) Leave Payouts 65,107 61,598 74,426 Benefits 782,207 857,873 830,866 459,066 709,754 491,043 6.97% PERSONNEL SERVICES 2,284,064 2,382,746 2,336,461 1,912,160 2,219,262 2,177,365 13.87% OPERATING EXPENSES Utilities 1,893 Equipment and Supplies 41,490 30,029 16,753 22,800 22,800 22,800 0.00% Repairs and Maintenance 11 Conferences and Training 6,396 2,236 3,254 1,875 1,875 1,875 0.00% Professional Services 148,906 46,030 13,052 342,865 342,865 342,865 0.00% Other Contract Services 138,783 157,448 250,326 48,711 48,711 48,711 0.00% Expense Allowances 12,000 17,677 15,036 18,000 18,000 18,000 0.00% OPERATING EXPENSES 347,586 255,314 298,421 434,251 434,251 434,251 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 250,688 250,502 -0.07% NON-OPERATING EXPENSES 250,688 250,502 -0.07% Total 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 10.20% Personnel Summary 11.00 11.00 11.00 11.00 11.00 11.00 0.00 147 City Attorney Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year City Attorney PERSONNEL SERVICES Salaries, Permanent 1,433,893 1,462,780 1,431,287 1,453,094 1,509,508 1,686,322 16.05% Salaries, Overtime 2,857 496 (117) Leave Payouts 65,107 61,598 74,426 Benefits 782,207 857,873 830,866 459,066 709,754 491,043 6.97% PERSONNEL SERVICES 2,284,064 2,382,747 2,336,462 1,912,160 2,219,262 2,177,365 13.87% OPERATING EXPENSES Utilities 1,893 Equipment and Supplies 41,490 30,029 16,753 22,800 22,800 22,800 0.00% Repairs and Maintenance 11 Conferences and Training 6,396 2,236 3,254 1,875 1,875 1,875 0.00% Professional Services 148,906 46,030 13,052 342,865 342,865 342,865 0.00% Other Contract Services 138,783 157,448 250,326 48,711 48,711 48,711 0.00% Expense Allowances 12,000 17,677 15,036 18,000 18,000 18,000 0.00% OPERATING EXPENSES 347,586 255,314 298,421 434,251 434,251 434,251 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 250,688 250,502 -0.07% NON-OPERATING EXPENSES 250,688 250,502 -0.07% Total 2,631,650 2,638,060 2,634,882 2,597,099 2,653,513 2,862,118 10.20% Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions. 148 r .:--- -N ••........I N 6 7>,, City of Huntington Beach oQ City Clerk ` ' TVCP`�FAdopted Budget — FY 2022/23 ----_ City Clerk ADMINISTRATION, \\ RECORDS MANAGEMENT CPUBLIC SUPPORT& ELECTIONS // Assistant City Clerk Senior Deputy City Clerk Senior Deputy City Clerk Records Specialist 149 City Clerk Department Description $i till' lei The Office of the City Clerk is a service department within the municipal government upon which the City Council,all City departments,and members of the public rely for information regarding the operations and legislative ,, history of the City. The City Clerk serves as the liaison between the public and City Council and provides related municipal services. California City Clerk's Association Robin Estanislau,City Clerk The City Clerk's Office is committed to accurately recording and preserving the actions of the City Council, Public Financing Authority, 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. 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 24/7 via the Online Records Library. The City Clerk's Office helped implement GovQA, a public sector compliance solution that allows users to create an account that will serve as a depository for responsive public records. This system manages California Public Records Act(CPRA)requests citywide, and in 2021, approximately 3,182 CPRA requests were established/resolved. In 2022, the City Clerk's Office added a Records Specialist position to its table of organization to oversee, guide and assist department Records Liaisons to deliver information through GovQA for CPRA compliance. 150 City Clerk Department Description Elections **w �1� The City of Huntington Beach consolidates with the County of Orange RI, •E,R to conduct General Municipal Elections in November of even-numbered years. The City Clerk's Office works closely with the Orange County Registrar of Voters (ROV) to execute Vote Center license and other TO OTE1 election-related agreements; oversees, informs the public of municipal election matters and consults with candidates for elective office and Your VOTE is your VOICE proponents of ballot measures. As the Elections Official, the City Clerk maintains Statement of Economic Interests (SEI)700 forms required of City elected officials, designated City employees, and board and commission members. The City Clerk also receives and files Fair Political Practices Commission(FPPC)campaign disclosure documents via mandatory electronic filing online to prevent errors and increase public transparency. • Subscribes to NetFile, a web-based, unlimited user, data entry and report generation system publicly accessible from the City's website for the financial and campaign management of SEI filers and FPPC campaign disclosure committees • Adheres to the California Voters' Rights Act by publishing election information in four languages (English, Korean, Spanish, Vietnamese) • 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 for all municipal, primary and special elections tAt 03% tor 4-14t 4, City Clerk Staff-2022 Left to right:Robin Estanislau,Patty Esparza, Dawn Derry, Dana Lesinski,Dyanne Gilliam, Virginia Dodge Tapia Moore,Donna Switzer, Linda Wentzel Passport Acceptance Services The U.S. Department of State, Bureau of Consular Affairs has authorized the I'.kY,i'oR Huntington Beach City Clerk's Office to serve as an authorized Passport Acceptance Facility for the past 22 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. f ❖ Processes passport applications by exceptional in-person agents + Offers customer service by telephone and takes passport photos ❖ Advertises and markets passport acceptance services ❖ Provides oversight of customers eligible to self-renew by mail 151 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 22/23 are presented below.The last performance measure listed below is a new goal and has no historical data. FY 2020/21 FY 2021/22 FY 2022/23 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1. Utilize part and full-time staff to successfully manage high demand for passport acceptance services. Each passport application fee deposits e $35.00 and a potential$10.00 photo fee into the City's General Fund. Measure: #of passport customers *237 **5,766 6,500 Goal: 2. Codify 100%of municipal,zoning and subdivision ordinances adopted by the City Council within 14 business days of the date they become effective. g Measure: %of ordinances codified within 14 business days 100% 100% 100% of effective date. Goal: 3. Host at least one internal event to promote departmental compliance with the Council- adopted Records Retention Schedule. $ Measure: #of events **0 0 1 Goal: 4. Host at least one internal event to educate staff liaisons to boards and commission of duties and responsibilities. =) Measure: �'•� #of events **0 '1 1 Goal: 5. Attend/host at least two community events to (111) promote voter registration. Measure: **0 **0 2 #of events *COVID-19 Closure; Reopened June 15,2021 **COVID-19 Closure Jan. 5—Feb. 15, 2022 'Partnered with City Manager's Office 152 City Clerk Accomplishments & Goals FY 2021/22 Accomplishments Administration and Records Management • Assisted the Orange County Registrar of Voters to administer the September 14, 2021 California Gubernatorial Recall, and June 7, 2022 Statewide Primary elections by executing Vote Center entry permit(license)agreements for ten City properties. • Administered 237 SEI—Form 700 forms filed through NetFile's hosted online application. • Administered FPPC campaign disclosure filings for 51 active committees through NetFile's hosted online application. • Processed Notice of Intention to Circulate a Petition related to Cannabis Taxation and Regulation Act Initiative. • Processed Notice of Intention to Circulate a Petition related to an Initiative Measure Allowing Cannabis Sale and Delivery in Huntington Beach. • Processed five separate Notices of Intention to Circulate a Recall Petition. • 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 2022. • Received thousands of 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 a paper-shredding event to assist departments with their records destruction obligations, resulting in approximately 375 boxes of paper destroyed. • Facilitated the 2022 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 4th holiday. • Promoted one Deputy City Clerk to Senior Deputy City Clerk. • Assisted in conducting staff training of duties and responsibilities for liaisons to boards and commissions. City Council Agenda and Minute Preparation; Municipal/Zoning Code Codification • Administered production of approximately twenty-two(22)regular and thirteen (13)special meeting agenda packets in the digital workflow application; electronically distributed information to Council and staff(via iLegislate software and iPad computers)and the public(via City webpage). • Published agenda notification bi-monthly to approximately 1,800 subscribers. • Produced and received City Council approval for approximately 436 pages of meeting minutes. • Codified 100% of approximately twenty-one (21) municipal, zoning and subdivision ordinances adopted by the City Council within 14 business days of the date they became effective. • Conducted staff training for users of the Legistar Agenda Management System by Granicus. • Host Zoom webinars at City Council meetings to give members of public unable to attend in person the option to provide public comments by computer or over the phone. FY 2022/23 Goals • Stay apprised of new legislation that effects statutory duties. • Attend/host at least two community events to promote voter registration. • Assign new Records Specialist to host training event with department Records Liaisons on best practices in managing 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. 153 Intentionally Left Blank • N Ili o V ,54 City Clerk Adopted Budget - FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 22% t Non-Operating Expenses Personnel Services / 7% 71% ,.,.. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 698,680 732,807 734,440 683,893 782,340 831,909 Operating Expenses 199,989 62,734 222,121 82,695 95,399 252,695 Non-Operating Expenses 73,527 81,331 Total Expenditures by Category 898,670 795,541 956,561 840,115 877,739 1,165,935 Expenditures by Fund 00100 General Fund 100% f r FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2020/21 FY 2021/22 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 898,670 795,541 956,561 840,115 877,739 1,165,935 Total Expenditures by Fund 898,670 795,541 956,561 840,115 877,739 1,165,935 155 City Clerk Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 357,073 386,818 401,793 426,192 447,359 545,634 28.03% Salaries,Temporary 102,493 91,114 69,215 107,000 110,753 107,000 0.00% Salaries, Overtime 3,603 2,806 1,635 3,050 3,050 3,050 0.00% Leave Payouts 5,595 827 9,794 Benefits 229,917 251,241 252,002 147,650 221,177 176,224 19.35% PERSONNEL SERVICES 698,680 732,807 734,440 683,893 782,340 831,909 21.64% OPERATING EXPENSES Utilities 90 Equipment and Supplies 22,107 21,585 23,580 27,446 40,150 27,446 0.00% Repairs and Maintenance 9,646 337 344 5,000 5,000 5,000 0.00% Conferences and Training 629 7,130 2,550 3,750 3,750 3,750 0.00% Professional Services 18,301 500 500 1,000 1,000 1,000 0.00% Other Contract Services 143,306 27,137 189,035 39,000 39,000 209,000 435.90% Expense Allowances 6,000 6,046 6,023 6,000 6,000 6,000 0.00% Other Expenses 500 500 500 0.00% OPERATING EXPENSES 199,989 62,734 222,121 82,695 95,399 252,695 205.57% NON-OPERATING EXPENSES Transfers to Other Funds 73,527 81,331 10.61% NON-OPERATING EXPENSES 73,527 81,331 10.61% Grand Total 898,670 795,541 956,561 840,115 877,739 1,165,935 38.78% General Fund 898,670 795,541 956,561 840,115 877,739 1,165,935 38.78% Grand Total 898,670 795,541 956,561 840,115 877,739 1,165,935 38.78% Personnel Summary 4.00 4.00 4.00 4.00 4.00 5.00 l 1.00 l 156 City Clerk Adopted Budget- FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 357,073 386,818 401,793 426,192 447,359 545,634 28.03% Salaries, Temporary 102,493 91,114 69,215 107,000 110,753 107,000 0.00% Salaries, Overtime 3,603 2,806 1,635 3,050 3,050 3,050 0.00% Leave Payouts 5,595 827 9,794 Benefits 229,917 251,241 252,002 147,650 221,177 176,224 19.35% PERSONNEL SERVICES 698,680 732,807 734,440 683,893 782,340 831,909 21.64% OPERATING EXPENSES Utilities 90 Equipment and Supplies 22,107 21,585 23,580 27,446 40,150 27,446 0.00% Repairs and Maintenance 9,646 337 344 5,000 5,000 5,000 0.00% Conferences and Training 629 7,130 2,550 3,750 3,750 3,750 0.00% Professional Services 18,301 500 500 1,000 1,000 1,000 0.00% Other Contract Services 143,306 27,137 189,035 39,000 39,000 209,000 435.90% Expense Allowances 6,000 6,046 6,023 6,000 6,000 6,000 0.00% Other Expenses 500 500 500 0.00% OPERATING EXPENSES 199,989 62,734 222,121 82,695 95,399 252,695 205.57% NON-OPERATING EXPENSES Transfers to Other Funds 73,527 81,331 10.61% NON-OPERATING EXPENSES 73,527 81,331 10.61% Total 898,670 795,541 956,561 840,115 877,739 1,165,935 38.78% 'Personnel Summary 4.00 4.00 4.00 4.00 4.00 5.00 l 1.00 I 157 City Clerk Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration, Public Support, Records Management, & Elections PERSONNEL SERVICES Salaries, Permanent 357,073 386,818 401,793 426,192 447,359 545,634 28.03% Salaries, Temporary 102,493 91,114 69,215 107,000 110,753 107,000 0.00% Salaries, Overtime 3,603 2,806 1,635 3,050 3,050 3,050 0.00% Leave Payouts 5,595 827 9,794 Benefits 229,917 251,241 252,002 147,650 221,177 176,224 19.35% PERSONNEL SERVICES 698,680 732,807 734,440 683,893 782,340 831,909 21.64% OPERATING EXPENSES Utilities 90 Equipment and Supplies 22,107 21,585 23,580 27,446 40,150 27,446 0.00% Repairs and Maintenance 9,646 337 344 5,000 5,000 5,000 0.00% Conferences and Training 629 7,130 2,550 3,750 3,750 3,750 0.00% Professional Services 18,301 500 500 1,000 1,000 1,000 0.00% Other Contract Services 143,306 27,137 189,035 39,000 39,000 209,000 435.90% Expense Allowances 6,000 6,046 6,023 6,000 6,000 6,000 0.00% Other Expenses 500 500 500 0.00% OPERATING EXPENSES 199,989 62,734 222,121 82,695 95,399 252,695 205.57% NON-OPERATING EXPENSES Transfers to Other Funds 73,527 81,331 10.61% NON-OPERATING EXPENSES 73,527 81,331 10.61% Total 898,670 795,541 956,561 840,115 877,739 1,165,935 38.78% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Other Contract Services increased by $170,000 for the 2022 General Municipal Election. 158 ,� ��N11NGTpy` City of Huntington Beach �i . City TreasureryCF. \EDQ �p,„.i,t ,, Adopted Budget — FY 2022/23 City Treasurer Administrative Assistant(0.50) 159 City Treasurer Department Descriptions ► - The City Treasurer is an elected official who serves a four-year term. ,, Per the City Charter, the City Treasurer is responsible to the 4- 4( * *\ electorate for overseeing the receipt, collection, disbursement, �c ]]cc _ira custody and safekeeping of all City funds. T T f,�r .4\ Through prudent fiscal investment management, the City Treasurer ‘ "i lk ensures the City's cash liquidity needs are met and principal is 1 '' preserved. The City Treasurer is accountable for the investment management of City funds, including pooled funds, bond reserve I ' investments and trust funds, as well as the funds of Joint Powers Authorities for which the City is the administrator. Investments are #4.10, 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. 160 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 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1. Provide investment report to City Council within 30 days of fiscal year quarter end. Measure: # of investment reports provided to City 4 4 4 Council within 30 days of quarter end Goal: 2. Meet investment policy goals to preserve principal, maintain adequate liquidity, and earn market rate of return through economic and budgetary cycles. Measure: Investment policy goals met Yes Yes Yes Goal: 3. Provide Investment Advisory Board (IAB) annual report to City Council within 60 days of calendar year end. Measure: IAB Annual Report provided to City Council Yes Yes Yes 161 City Treasurer Accomplishments & Objectives FY 2021/22 Accomplishments • The City's investment portfolio is expected to generate approximately$3 million in earnings over the 2021/22 fiscal year to be utilized to offset taxpayer funds for operating expenses, debt repayment and other financial obligations of the City. • Prudently managed the City's approximately $300 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 2022/23 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. 162 City Treasurer Adopted Budget - FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating `. Expenses 11% -...111111141" Personnel Services 83% Non-Operating f Expenses 6% 'ill 'a�_ifili ii i,„ FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 204,083 250,458 261,716 214,539 238,800 231,113 Operating Expenses 23,234 19,827 24,117 29,618 32,347 29,618 Non-Operating Expenses 19,008 17,638 Total Expenditures by Category 227,317 270,284 285,833 263,165 271,147 278,369 Expenditures by Fund 00100 General Fund 100% 6' A i 1 \\\\ ) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 227,317 270,284 285,833 263,165 271,147 278,369 Total Expenditures by Fund 227,317 270,284 285,833 263,165 271,147 278,369 163 City Treasurer Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 127,899 156,543 153,498 110,178 113,221 121,871 10.61% Salaries, Temporary 57,250 59,460 61,500 7.42% Salaries, Overtime 14 Leave Payouts 4,174 5,038 7,776 Benefits 72,010 88,877 100,429 47,111 66,119 47,742 1.34% PERSONNEL SERVICES 204,083 250,458 261,716 214,539 238,800 231,113 7.73% OPERATING EXPENSES Equipment and Supplies 2,623 2,776 6,453 5,498 5,706 5,498 0.00% Repairs and Maintenance 11,569 10,420 10,836 15,020 15,020 15,020 0.00% Conferences and Training 3,041 652 175 2,700 2,700 2,700 0.00% Professional Services 630 2,520 Expense Allowances 6,000 6,046 6,023 6,400 6,400 6,400 0.00% Other Expenses (67) OPERATING EXPENSES 23,234 19,827 24,117 29,618 32,347 29,618 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 19.008 17,638 -7.21% NON-OPERATING EXPENSES 19,008 17,638 -7.21% Grand Total 227,317 270,284 285,833 263,165 271,147 278,369 5.78% General Fund 227,317 270,284 285,833 263,165 271,147 278,369 5.78% Grand Total 227,317 270,284 285,833 263,165 271,147 278,369 5.78% (Personnel Summary 2.00 2.00 2.00 2.00 1.50 1.50 I 0.00 1 164 City Treasurer Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 127,899 156,543 153,498 110,178 113,221 121,871 10.61% Salaries, Temporary 57,250 59,460 61,500 7.42% Salaries, Overtime 14 Leave Payouts 4,174 5,038 7,776 Benefits 72,010 88,877 100,429 47,111 66,119 47,742 1.34% PERSONNEL SERVICES 204,083 250,458 261,716 214,539 238,800 231,113 7.73% OPERATING EXPENSES Equipment and Supplies 2,623 2,776 6,453 5,498 5,706 5,498 0.00% Repairs and Maintenance 11,569 10,420 10,836 15,020 15,020 15,020 0.00% Conferences and Training 3,041 652 175 2,700 2,700 2,700 0.00% Professional Services 630 2,520 Expense Allowances 6,000 6,046 6,023 6,400 6,400 6,400 0.00% Other Expenses (67) OPERATING EXPENSES 23,234 19,827 24,117 29,618 32,347 29,618 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 19,008 17,638 -7.21% NON-OPERATING EXPENSES 19,008 17,638 -7.21% Total 227,317 270,284 285,833 263,165 271,147 278,369 5.78% (Personnel Summary 2.00 2.00 2.00 2.00 1.50 1.50 I 0.00 I 165 City Treasurer Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration & Investments PERSONNEL SERVICES Salaries, Permanent 127,899 156,543 153,498 110,178 113,221 121,871 10.61% Salaries,Temporary 57,250 59,460 61,500 7.42% Salaries,Overtime 14 Leave Payouts 4,174 5,038 7,776 Benefits 72,010 88,877 100,429 47,111 66,119 47,742 1.34% PERSONNEL SERVICES 204,083 250,458 261,716 214,539 238,800 231,113 7.73% OPERATING EXPENSES Equipment and Supplies 2,623 2,776 6,453 5,498 5,706 5,498 0.00% Repairs and Maintenance 11,569 10,420 10,836 15,020 15,020 15,020 0.00% Conferences and Training 3,041 652 175 2,700 2,700 2,700 0.00% Professional Services 630 2,520 Expense Allowances 6,000 6,046 6,023 6,400 6,400 6,400 0.00% Other Expenses (67) OPERATING EXPENSES 23,234 19,827 24,117 29,618 32,347 29,618 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 19,008 17,638 -7.21% NON-OPERATING EXPENSES 19,008 17,638 -7.21% Total 227,317 270,284 285,833 263,165 271,147 278,369 5.78% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 166 City of Huntington Beach . City Manager .fir' =�F 'F Adopted — FY 2022/23 City Manager Assistant City Manager Sustainability City Council Support ) Public Information ) (Homeless&Behavioral Healt) ADMINISTRATION HOMELESS&BEHAVIORAL Assistant to the City Manager HEALTH Principal Administrative Analyst Deputy Director of Homelessness Council Policy Analyst &Behavioral Health Services Executive Assistant Social Services Supervisor Administrative Aide Social Worker(2) Public Affairs Manager Volunteer Services Coordinator Community Relations Officer 167 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 members of the City Council in formulating policies and responds to City Council concerns to recommend potential solutions. In addition to managing the administrative functions of the City, the City Manager also ensures the effective coordination and implementation of public policies, programs, and initiatives by utilizing the talents of eleven City departments. Interim City Manager Sean Joyce The City Manager's Office consists of Administration/City Council support, Public Information, Homeless and Behavioral Health, and Sustainability. The Administration/City Council support division implements City policies and procedures; participates in major negotiations; and coordinates strategic planning efforts, budget development, special planning and assigned activities with other City departments and outside agencies. Administration is also responsible for monitoring federal, state, and regional legislation that may impact the City and assisting City departments to secure outside funding sources to support the City's ongoing major initiatives. Administration also oversees a number of City Council Committees and Ad Hoc Committees that further the policy goals of the City Council. Finally, Administration manages labor relations 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 press releases, multiple websites, public service announcements,crisis communications,town halls,community events,and social media postings. The PIO also implements the City's communication plan, maintains strong working relationships with media outlets, and implements various strategies for improved communication within the community. 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 City Manager's Office manages the station to develop and broadcast creative content, City Council meetings and Planning Commission meetings. Environmental Sustainability Environmental Sustainability 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 and works with City Departments to find cost savings through energy efficiency measures (e.g., incentive programs). Homeless & Behavioral Health Services The Homeless&Behavioral Health Services develops strategies and support services focused on individuals experiencing homelessness, as well as community members experiencing behavioral health crises. This Division is responsible for coordinating the City's comprehensive system of care that includes the Homeless Task Force, Navigation Center and the Be Well mobile crisis response program. The Division also collaborates with community and faith-based organizations to enhance the City's system of care through the deployment of volunteers, donations and supportive services. 168 City Manager Ongoing Activities & Projects Administration/City Council Support • 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. • 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 H U N T I N G T O N BEACH overseen by the City Manager's Office. • Manage interdepartmental initiatives and projects as needed. • Receive and coordinate responses to citizen inquiries to the City Council and City Manager. Provide administrative support, customer service, and reception to visitors. • Negotiate with 8 employee bargaining groups. • Coordinate grant-writing efforts and facilitate collaboration amongst City departments. • Coordinate internal policies and procedures(e.g., Administrative Regulations). Public Information ft ' • Manage and administer public information and ■ cable television functions. Aim __ • Establish and maintain relationships with,as well as .a a riti4. respond to, inquiries from members of national and , \ local broadcast and print media. • Coordinate City information with respect to social 1/4 !.I, media, publications, press releases, media DOG + CENTRAL • w,: responses, and website content. !BEACH LIBRARY PARK ,LANDS • Oversee the redesign and reorganization of the City's website to be more user-friendly and serve as a central repository of all city information. • Oversee and manage the City's Public, Educational, and Governmental (PEG)funds, which support HBTV 3 and the development and broadcast of original television content based on Huntington Beach culture and events. Environmental Sustainability • Serve as a founding member of the Orange County Power Authority �R ... (OCPA), a community choice energy program, launching service in 2022. OCPA strives to generate a higher proportion of its energy from renewable sources such as wind and solar. Develop and oversee the implementation of the Sustainability Master —t°r • ' / Plan, an interdepartmental effort to establish more sustainable operations and programs and yield greater energy savings for the City. • 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. 169 City Manager Ongoing Activities & Projects Homeless & Behavioral Health Services • The Homeless Task Force provides outreach, engagement and case management services to individuals experiencing homelessness, including connecting them to shelter,permanent homeless and transitional housing, and supportive services. BS o(u t i o n S • The Huntington Beach Navigation Center provides a safe shelter site for adults experiencing homelessness, meals, housing navigation and supportive services that help reduce barriers to housing. • The Be Well Huntington Beach mobile crisis response program responds to non-emergency 911 calls for mental health concerns, which frees the City's public safety personnel to respond to more emergent situations or crime prevention. The Be Well vans with trained counselors respond directly to homes, businesses, schools, parks,street and community locations to de-escalate those in mental health and substance use crisis, facilitate hospitalizations/detox and linkage to ongoing supportive services and treatment for both housed and unhoused individuals. Legislative and Advisory Bodies • The City Manager's Office also facilitates and oversees the following legislative bodies: o Cannabis Regulation & Policy Council Committee (Ad Hoc) o Charter Revision Committee (Ad Hoc) o Communications Council Committee o Disability Advisory Committee o Environmental and Sustainability Board o Homeless Task Force (Ad Hoc) o Human Relations Committee o Intergovernmental Relations Committee o Jet Noise Commission o Legal Services Council Committee (Ad Hoc) o Mobile Home Advisory Board o School District/City Committee o Southeast Area Council Committee o Successor Agency Oversight Board 170 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 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Manage City resources to ensure expenditures do not exceed resources by presenting a balanced budget to the City Council, including required reserves. Measure: Balanced budget presented to City Council Yes Yes Yes Goal: 2. Review legislation for potential impact on the City; assist the City Council in participating in regional, state, and federal policy bodies, and assist City departments in identifying potential funding opportunities. Measure: Maintain regional appointments and identify Yes Yes Yes state and/or federal funding Goal: 3. Expand high quality and timely public information across all demographics to promote transparency and increase community engagement. Measure: Expand the reach of the Public Information Yes Yes Yes Office across all demographics. Goal: 4. Continue open communication with employees and labor groups through regular meetings,the (al) meet & confer process, and employee newsletters. Measure: Maintain open and frequent communication Yes Yes Yes with all labor groups and employees. Goal: 5. Continue to implement programs and policies ©� that encourage sustainable practices within city programs and operations on• Measure: Development and publication of the N/A Yes Yes Sustainability Master Plan Goal: 6. Continue to provide staff support for the 14 citizen led boards and commissions overseen by the City Manager's Office ("di Measure: Ensure regular meetings of the boards and Yes Yes Yes commissions are held effectively and efficiently. Provide training and ongoing support to the Staff Liaison Working Group 171 City Manager Performance Measures FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 7. Continue to provide evidence-based behavioral health and homeless services as o part of the City's System of Care Measure: Continue data-driven outcomes demonstrating significant numbers of individuals served in system Yes Yes Yes of care programs. FY 2021-22 Accomplishments FY 2021/22 Accomplishments Administration and City Council Support • Coordinated citywide response to the COVID-19 pandemic, including Emergency Operations Center operations and the deployment of mobile COVID-19 vaccine clinics. • Formed the Charter Revision Committee to engage in a comprehensive review of the Charter and make recommendations for voter consideration at the November 2022 General Election. • Conducted a comprehensive review of a regulatory framework for commercial cannabis activities and potential implementation of a program. Initiated and implemented a City Council-sponsored initiative to place a special tax ballot measure in the June 2022 State Primary Election. • Successfully negotiated and approved Memorandums of Understanding with eight labor unions. • Continued to implement the City's Oak View Rising initiatives for outreach and neighborhood improvements within the Oak View neighborhood, which has been historically represented by our lower income, Hispanic residents who would benefit significantly from these additional resources. • Restructured the City's 40+ boards, commissions, and committees to streamline and reconfigure a select number of Boards, Commissions and Committees to ensure the most efficient use of City resources while maintaining an effective level of civic engagement in City affairs. • Launched a Board, Commission, and Committee Staff Liaison Working Group to standardize the City's approach to supporting advisory bodies while also providing ongoing training and resources to staff liaisons. • Hosted the 2022 Strategic Plan Workshop with the City Council to identify their top five policy areas, which will guide the projects and priorities of City departments. • Established and hired a new Deputy Director of Homeless and Behavioral Health Services, Council Policy Analyst and Public Affairs Manager positions to better equip and support the City's priorities and ongoing initiatives. • Successfully developed a spending plan for American Rescue Plan Act (ARPA) funding of $29.6 million to fund a series of initiatives that either address current needs or help plan for significant future community improvements. • Initiated citywide efforts to bring LA2028 action sports to Huntington Beach. Homelessness and Behavioral Health Services • Completed the first year of operations for the City's Navigation Center in December 2021, providing much needed shelter, services and housing opportunities for our most vulnerable community members. • Conducted extensive public outreach to inform the community about the City's homeless services through the Navigation Center, Homeless Task Force and local partnerships. Enhanced the Homeless Task Force's functions to support shelter operations and conducted regular quality of life enforcement activities. • Launched Be Well OC in Huntington Beach in August 2021, the first mobile crisis response program in the County that addresses non-emergency calls for service involving mental health and similar concerns. 172 City Manager FY 2021-22 Accomplishments • Conducted a city homeless survey and creation of by-name list with City Net in March 2022. • Pursued City-sponsored or supported permanent supportive housing developments with Jamboree Housing and the County of Orange via the Homekey program. • Launched data dashboards to monitor the progress of both the Navigation Center and Be Well. Public Information &HBTV • Launched a one-stop shop for City news, SurfCityBreak.com, to help the public keep abreast of what's happening at the City Hall. • Hired a consultant and kicked off an interdepartmental project to modernize the City's website and create a more user friendly interface that will improve public access to City information. • Hosted over 20 virtual town hall events to communicate valuable information on topics ranging from homelessness to COVID-19 to residents during the pandemic. • Implemented a new social media policy for elected representatives and staff. • Developed new digital content, informational collateral, public service announcements, and press releases to keep the community informed. • Incorporated and revamped standardized templates and graphics. • Expanded social media engagement on Facebook, Instagram, Twitter, and YouTube by increasing the City's total number of followers by 31%from February 2021 to 2022. • 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. • Continued to provide original programing for HBTV 3 programs including Hidden Huntington Beach, Surf Scene, Chefs of Huntington Beach and Legendary Locals which provided valuable content on local history and culture. • Worked with state and federal lobbyists to identify legislation and possible funding for projects and programs that benefit the City; received over$15 million in funding with the assistance of lobbyists. • Coordinated the Citizen's Academy Program with 33 participants. • Successfully facilitated a Youth in Government Day to teach local teens about City functions. • Planned and supported a number of special events including: a modified 114' Annual 4th of July Parade, 9/11 Memorial Dedication Ceremony, Veterans Day Ceremony, rededication of the Murdy and Edison Community Centers, and others within the COVID-19 health and safety guidelines. • Managed and issued nearly 100 film permits that provided the City with an additional source of revenue and greater exposure in local media. Environmental Sustainability • Performed the role of liaison between the community and Ascon Landfill to provide timely updates and transparency as it relates to this ongoing project concerning environmental cleanup efforts. • Initiated the development of the Sustainability Master Plan, an interdepartmental effort to implement more sustainable operations and programs while also achieving energy savings. Established the new Environmental and Sustainability Board to assist with the development of the Plan. • Joined as a founding member of the new Orange County Power Authority. • Completed 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. 173 City Manager FY 2022-23 Objectives FY 2022/23 Objectives • Incorporate the Homeless & Behavioral Health Services Division within the City Manager's Office to provide coordinated oversight for this interdepartmental effort that involves the Navigation Center, Be Well OC in Huntington Beach, Homeless Task Force,and the coordination of services and partnerships required to serve our most vulnerable community members. • Develop a system of care and coordinate future projects to support the homeless population including the Healing Center (a comprehensive homeless and social services facility that includes housing), Project Homekey (a County-led effort to convert motels into housing), and increased street outreach. • Coordinate with the County of Orange for Homeless Services funding through Project Homekey and develop new collaborative relationships with Cal Optima to bring CAL AIMS funding and services to the City. • Oversee design and funding opportunities for the new Healing Center as a more permanent navigation center/shelter beyond the current sprung structure. • Launch the Healing Center and incorporate mental health, homeless response, and other key services under one roof. • Continue to identify opportunities to increase access to transition or permanent supportive housing for the homeless. • Develop an integrated data system that allows for client information exchange to facilitate their care and future housing placement. • Coordinate major interdepartmental initiatives including but not limited to the redevelopment of Downtown Huntington Beach as a family and pedestrian friendly destination; a cannabis retail program; a public-private partnership to redevelop aging City facilities and sites such as the Civic Center; a Sustainability Master Plan; feasibility study of annexation of Bolsa Chica; and the pursuit of LA2028 Olympic events and facilities. • Continue to provide fiscally responsible leadership and strategies to maintain a balanced budget and strong fiscal outlook for future years. • Oversee the development of the City's annual budget and financial forecasting.Monitor actual revenues received and update financial forecasting. • Provide City with timely updates on potential State and Federal legislation that may impact operations. • Aggressively pursue grant funding opportunities in collaboration with City departments to achieve the City Council's Strategic Goals. • Continue developing and implementing 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 modern platform that can be easily updated; streamline existing content and create a user-friendly experience for visitors. Continue to update the City's web page to ensure open and transparent governance. • Restructure the Public Information Office 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. • Continue participating as a Founding Member of the Orange County Power Authority, as it prepares to launch service in 2022; conduct robust community education efforts to engage residents and businesses on service changes and benefits. • Complete the development of the Sustainability Master Plan and monitor its cross-departmental implementation in partnership with the Environmental and Sustainability Board and various stakeholders. • Continue to provide staff support to over 14 boards and commissions within the City Manager's Office. • Expand the scope of the Communications Committee to include outreach strategies beyond HBTV 3. • Centralize the City's records and Public Records Act(PRA) management systems. • Modernize the existing emergency notification system and constituent communications tool. • Launch a neighborhood-focused town hall program citywide. • Create a central data platform and performance dashboard. • Develop age-friendly outreach, programs and communications infrastructure for all age groups. 174 City Manager Adopted Budget- FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 27% —� Capital Expenditures '.11111114 ' 4% / Non-Operating Expenses m., 7% Personnel Services .. 62% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 1,385,252 1,568,133 1,487,663 1,355,801 1,650,526 2,420,041 Operating Expenses 223,316 428,187 639,141 930,564 1,226,941 1,059,264 Capital Expenditures 98,708 143 20,000 236,148 142,000 Non-Operating Expenses 177,264 270,524 Total Expenditures by Category 1,608,567 2,095,028 2,126,947 2,483,629 3,113,615 3,891,829 Expenditures by Fund 00100 General ,\ Fund 84% - - 14F 00243 Surf City -a .,. Channel 3 Cable 16% Fund 1233 represents less than 1%of expenditures and is not labeled on this chart FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 1,604,643 1,807,770 1,726,164 1,976,629 2,297,367 3,262,829 00103 Donations 450 10,843 01233 OC Recycling Market Dvlpmt Zone 1,930 6,000 6,000 6,000 01234 Sust Bus Cert Program 1,994 981 01240 EPIC Challenge 28,861 12,579 00243 Surf City Channel 3 Cable 286,277 371,471 501,000 786,826 623,000 Total Expenditures by Fund 1,608,567 2,095,028 2,126,947 2,483,629 3,113,615 3,891,829 175 City Manager Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 801,029 896,690 867,745 1,027,495 1,144,956 1,827,553 77.86% Salaries, Temporary 57,303 80,408 10,187 19,909 19,909 33,329 67.41% Salaries, Overtime 78 804 170 Leave Payouts 41,038 36,297 32,439 Benefits 485,805 553,934 577,121 308,397 485,661 559,159 81.31% PERSONNEL SERVICES 1,385,252 1,568,133 1,487,663 1,355,801 1,650,526 2,420,041 78.50% OPERATING EXPENSES Utilities (3) 199 Equipment and Supplies 60,727 54,654 89,071 50,300 64,419 104,800 108.35% Repairs and Maintenance 20,146 3,004 21,500 21,500 33,000 53.49% Conferences and Training 22,451 29,139 8,961 26,000 26,000 34,200 31.54% Professional Services 104,702 246,898 442,694 645,324 927,581 666,824 3.33% Other Contract Services 19,005 60,346 75,496 161,740 161,740 188,740 16.69% Expense Allowances 16,430 17,007 19,716 25,700 25,700 31,700 23.35% OPERATING EXPENSES 223,316 428,187 639,141 930,564 1,226,941 1,059,264 13.83% CAPITAL EXPENDITURES Improvements 216,148 132,000 100.00% Equipment 98,708 143 20,000 20,000 10,000 -50.00% CAPITAL EXPENDITURES 98,708 143 20,000 236,148 142,000 610.00% NON-OPERATING EXPENSES Transfers to Other Funds 177,264 270,524 52.61% NON-OPERATING EXPENSES 177,264 270,524 52.61% Grand Total 1,608,567 2,095,028 2,126,947 2,483,629 3,113,615 3,891,829 56.70% General Fund 1,604,643 1,807,770 1,726,164 1,976,629 2,297,367 3,262,829 65.07% Other Funds 3,924 287,258 400,782 507,000 816,248 629,000 24.06% Grand Total 1,608,567 2,095,028 2,126,947 2,483,629 3,113,615 3,891,829 56.70% Personnel Summary 7.00 8.00 7.00 7.00 8.00 14.00 6.00 176 City Manager Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 801,029 896,690 867,745 1,027,495 1,144,956 1,827,553 77.86% Salaries,Temporary 57,303 80,408 10,187 19,909 19,909 33,329 67.41% Salaries, Overtime 78 804 170 Leave Payouts 41,038 36,297 32,439 Benefits 485,805 553,934 577,121 308,397 485,661 559,159 81.31% PERSONNEL SERVICES 1,385,252 1,568,133 1,487,663 1,355,801 1,650,526 2,420,041 78.50% OPERATING EXPENSES Utilities 199 Equipment and Supplies 60,168 51,146 87,621 47,300 50,577 103,800 119.45% Repairs and Maintenance 739 1,500 1,500 1,000 -33.33% Conferences and Training 20,581 27,930 8,961 19,500 19,500 27,700 42.05% Professional Services 103,207 130,582 112,025 245,324 445,324 296,824 20.99% Other Contract Services 19,005 12,972 9,241 104,240 104,240 111,240 6.72% Expense Allowances 16,430 17,007 19,716 25,700 25,700 31,700 23.35% OPERATING EXPENSES 219,391 239,638 238,502 443,564 646,841 572,264 29.01% NON-OPERATING EXPENSES Transfers to Other Funds 177,264 270,524 52.61% NON-OPERATING EXPENSES 177,264 270,524 52.61% Total 1,604,643 1,807,770 1,726,164 1,976,629 2,297,367 3,262,829 65.07% Personnel Summary 6.15 6.15 7.15 8.95 7.00 14.00 7.00 177 City Manager Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 801,029 896,690 867,745 1,027,495 1,144,956 1,353,421 31.72% Salaries,Temporary 57,303 80,408 10,187 19,909 19,909 19,909 0.00% Salaries, Overtime 78 804 170 Leave Payouts 41,038 36,297 32,439 Benefits 485,805 553,934 577,121 308,397 485,661 395,098 28.11% PERSONNEL SERVICES 1,385,252 1,568,133 1,487,663 1,355,801 1,650,526 1,768,428 30.43% OPERATING EXPENSES Utilities 199 Equipment and Supplies 60,168 51,146 87,621 47,300 50,577 80,800 70.82% Repairs and Maintenance 739 1,500 1,500 1,000 -33.33% Conferences and Training 20,581 27,930 8,961 19,500 19,500 24,450 25.38% Professional Services 103,207 130,582 112,025 245,324 445,324 296,824 20.99% Other Contract Services 19,005 12,972 9,241 104,240 104,240 104,490 0.24% Expense Allowances 16,430 17,007 19,716 25,700 25,700 25,700 0.00% OPERATING EXPENSES 219,391 239,638 238,502 443,564 646,841 533,264 20.22% NON-OPERATING EXPENSES Transfers to Other Funds 177,264 197,788 11.58% NON-OPERATING EXPENSES 177,264 197,788 11.58% Total 1,604,643 1,807,770 1,726,164 1,976,629 2,297,367 2,499,480 26.45% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Operating Expenses are due to increased costs of normal business activities, consulting services and one-time funding for space planning improvements due to the relocation of Homeless& Behavioral Health staff from the Police Station to City Hall. 178 City Manager Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Homeless Prevention PERSONNEL SERVICES Salaries, Permanent 474,132 100.00% Salaries, Temporary 13,420 100.00% Benefits 164,061 100.00% PERSONNEL SERVICES 651,613 100.00% OPERATING EXPENSES Equipment and Supplies 23,000 100.00% Conferences and Training 3,250 100.00% Professional Services Other Contract Services 6,750 100.00% Expense Allowances 6,000 100.00% OPERATING EXPENSES 39,000 100.00% NON-OPERATING EXPENSES Transfers to Other Funds 72,736 100.00% NON-OPERATING EXPENSES 72,736 100.00% Total 763,349 100.00% Significant Changes Beginning FY 2022/23, non-sworn Homeless and Behavioral Health staff will transfer from the Police Department to the City Manager's Office. 179 City Manager Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations (103), and Sustainability (1233,1234,1240) OPERATING EXPENSES Utilities 16 Equipment and Supplies 559 412 1,450 10,843 Conferences and Training 1,870 553 6,000 6,000 6,000 0.00% Professional Services 1,495 27,861 12,579 OPERATING EXPENSES 3,924 981 29,311 6,000 29,422 6,000 0.00% Total 3,924 981 29,311 6,000 29,422 6,000 0.00% Significant Changes The City is the part of the Orange County Recycling Market Development Zone (Huntington Beach, Santa Ana, Orange, Garden Grove, Stanton and the County of Orange)and will seek$6,000 grant funding from CalRecycle to promote the Zone. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 01233 OC Recycling Market Dev Zone 733 (20) 6,000 6,000 6,000 01234 Sust Bus Cert Program 10,000 10,000 01240 EPIC Challenge (32) Total 10,701 9,980 6,000 6,000 6,000 180 City Manager Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Surf City"3" Cable Channel(243) OPERATING EXPENSES Utilities (19) Equipment and Supplies 3,096 3,000 3,000 1,000 -66.67% Repair&Maintenance 20,146 2,264 20,000 20,000 32,000 60.00% Conferences and Training 657 500 500 500 0.00% Professional Services 116,316 302,808 400,000 469,678 370,000 -7.50% Other Contract Services 47,374 66,255 57,500 57,500 77,500 34.78% OPERATING EXPENSES 187,569 371,328 481,000 550,678 481,000 0.00% CAPITAL EXPENDITURES Improvements 216,148 132,000 100.00% Equipment 98,708 143 20,000 20,000 10,000 -50.00% CAPITAL EXPENDITURES 98,708 143 20,000 236,148 142,000 610.00% Total 286,277 371,471 501,000 786,826 623,000 24.35% Significant Changes Prior to FY 2019/20, the City was a member of the Public, Educational, and Governmental access(PEG)Joint Powers Authority(JPA)with Fountain Valley, Stanton and Westminster. On January 3, 2019, the City Council approved an exit and transition plan from the JPA. The Surf City"3"Cable Channel Operations Fund incorporates the transition to the City, and includes funding from 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 services to provide quality local programming to residents. Changes in Operating Expenses reflect a reallocation of funds between expenditure categories. Improvements include Fiber Optic for the Central Library and Bella Terra Police Substation. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00243 Surf City"3"Cable Channel 1,577,861 539,482 510,000 510,000 500,000 (10,000) Total 1,577,861 539,482 510,000 510,000 500,000 (10,000) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00243 Surf City"3"Cable Channel 1,291,584 1,459,594 1,184,235 123,000 1,061,235 (123,000) Total 1,291,584 1,459,594 1,184,235 123,000 1,061,235 (123,000) 181 Intentionally Left Blank . N iti o V 182 City of Huntington Beach Administrative Services ';- Adopted — FY 2022/23 Director of Administrative Services Deputy Director of Administrative Services CHUMAN RESOURCES INFORMATION SERVICES &RISK MANAGEMENT Senior IT Manager Human Resources Manager ITAdministrative Assistant Project Coordinator Administratives Assistant RISK MANAGEMENT CUSTOMER SUPPORT Risk Manager IT Supervisor Risk Management Specialist Senior IT Technician IT Technician III DEPARTMFNT I IAISONS Principal Personnel Analyst IT Technician I(22)) Senior HR Technician(3) INFRASTRUCTURE Personnel Assistant IT Manager Network Systems Admin ADMINISTRATION Principal Personnel Analyst Se nior or AnalystIT Analyst Senior Personnel Analyst IV IT Personnel Analyst Analyst II IT Analyst I Senior IT Technician BUSINESS SYSTEMS IT Manager Senior IT Analyst(2) IT Analyst IV(2) IT Analyst III IT Analyst II GIS Analyst II 183 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, 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 Management Human Resources provides exceptional internal and external customer service in support of the City's Mission Statement and Core Values. Human Resources supports City departments and employees in all aspects of talent management and development, including recruitment, selection, training, and professional ' development. Human Resources oversees a variety of operational - - - functions, including employee relations, health and retirement benefits administration, disability leave and return-to-work management, and classification and compensation. Human 411/1- Resources works with the City Manager's Office to build and maintain strong labor relations with the City's eight associations, plus the non-represented unit. 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 Memoranda of Understanding. Human Resources also provides administrative support for the activities of the City of Huntington Beach Personnel Commission. 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-to-day 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. The Customer Support operation provides helpdesk and workstation technical support for a wide variety of hardware and software deployed to all City employees. - _ The Infrastructure Systems operation is responsible for maintenance ; r and support of datacenters, data storage, voice and data ._- -40. communications, local and wide area network (LAN/WAN) assets, backup and recovery, and network security. 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. 184 Administrative Services Department Descriptions 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. Additionally, the City's Information Services team is 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. II"5111.4t ;;,'' :;:-. .,-, lil IV tsh ' ' , 0 x r '/y . rlie-Alt i 1 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, 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 Memorandum of Understanding agreements, clarify contract interpretation issues, and manage the negotiations 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. 185 Administrative Services Ongoing Activities & Projects Risk Management • Oversee the workers' compensation program, partnering with the City's third-party administrator to ensure effective treatments and benefits for injured employees. • Oversee the liability claims administration, including investigating, evaluating, processing, and settling liability claims against the City. • Process property, liability, and excess workers'compensation insurance renewals and file claims for reimbursement. • Process insurance certificates and evaluate for compliance with insurance requirements. • Provide resources to enable departments to maintain an occupational health and safety program. Infrastructure Systems • Provide support for servers, data centers, storage devices, uninterruptible power supplies, and LAN/WAN network. • Implement cybersecurity measures to protect the City's digital resources. • Manage wired and wireless Internet access at all City facilities, and assist in planning the fiber expansion program. • Manage landlines, phones, pagers, voice, and data communication. • Manage backup and recovery of data storage. Customer Support • Provide technical support for all City user workstations. • Conduct helpdesk troubleshooting services for internal users. • Configure and deploy replacement of City desktop and laptop computers. 'assissei • Support computer operations for all City facilities. • Support Citywide special events. Business Systems • 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 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. 186 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. • Partner with departments on special projects to visualize data. • Spatial and mapping application development and deployment. • Mapping products such as maps, charts, graphs, and other graphic needs. Public Safety Systems • Partner with the Police and Fire Departments to support a variety of public safety systems and applications. • 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, y and facilities. Q E Legislative and Advisory Bodies • Oversee the Personnel Commission. • Support the Smart Cities and Technology Committee. 187 Administrative Services Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Complete recruitments (from posting to creation of eligibility list) in 60 days $ = or less. Measure: % of recruitments completed in 60 days or less 100% 95% 100% Goal: 2. Maintain a low voluntary employee turnover rate Measure: of voluntary separations (by average number of full-time <12% 7% <12% employees) Goal: 3. Resolve 95% of computer support 4 calls to Information Services Help Desk within requestor's time requirement. Measure: %of calls to Help Desk resolved within 95% 95% 95% caller time requirement Goal: 4. Maintain reliability of City network by having less than 0.02% of _ unscheduled downtime. $ = Measure: % of unscheduled network downtime 0.01% 0.01% 0.01% 188 Administrative Services Accomplishments & Objectives FY 2021/22 Accomplishments Information Services Division • Coordinated response effort to the Oil Spill. • Provided infrastructure support for multiple special events including the Air Show, 4th of July, Surf City Marathon, and others. • Maintained high-level services and support, and high availability of infrastructure and applications to all City departments, employees, and facilities. • Completed deployment of our new enterprise land management system. • Completed the agreement and initial IT design to replace the Computer Aided Dispatch (CAD) and Records Management System (RMS)for the Police Department. • Completed the ESRI/ArcGIS Enterprise server upgrade. • Completed the ProLaw system upgrade. • Continue transition from paper forms to online workflows, including business process review. • Completed the first of two phases for Citrix system upgrade. • Completed the upgrade IAPro/BlueTeam system (Police). • Completed the implementation of AclaraOne—Meter management system. • Completed the implementation of Monsido City website monitoring tool. • Continue Office 365 SharePoint migration. • Issued RFP and finished a vendor selection for the City Website CMS system. • Completed implementation of Laserfiche Retention Policy for official documentation system. • Initiated the Enterprise Asset Management(EAM)system project. • Completed the implementation of Dashboard—EMS data analysis. • Upgraded existing surveillance systems at City facilities. • Replaced aging servers and expanded video storage capacity. • Replaced network equipment that is reaching the end of its useful life. • Upgraded Citywide communications infrastructure. • Replaced Fire Department mobile data computers. • Expanded local backup storage capabilities. • Upgraded 20% of the computers in the organization to current hardware. • Replaced underperforming wireless backhaul links. • Replaced 25% of the mobile devices in the organization. • Upgraded field employees' mobile equipment. • Continue to implement updated versions of several aging desktop applications. • Connected various City facilities to the fiber optic network. • Completed implementation of 811 Dig Alert system. • Completed trusted WORM storage system. • Initiated the City's Master Fiber Plan project. 189 Administrative Services Accomplishments & Objectives Human Resources Division • Implemented various COVID-19 employee safety protocols, including a robust contract tracing strategy, coordinating and monitoring quarantine timelines for exposure or potential exposure cases. Provided personal protective equipment and coordinated testing. • In conjunction with the City Manager's office, successfully negotiated and implemented Memoranda of Understanding agreements with the Huntington Beach Municipal Teamsters, Management Employees Organization, Police Management Association, Fire Management Association, Huntington Beach Firefighters'Association, and Marine Safety Management Association, and updated the Non-Associated benefits' resolution. • Launched a comprehensive in-person leadership program for new supervisors and managers, and monthly live Zoom leadership discussions for all employees. • Recruited, assessed, selected, and onboarded over 325 full and part-time employees. • Facilitated over 200 new job postings for full and part-time positions, processing over 10,000 job applications. • Conducted recruitments—from job posting to creation of eligibility list—in an average of 32 days. • Initiated a Citywide classification and compensation study to evaluate internal structural alignment, simplify existing classification structures, address recruitment and retention needs, and conduct a comparison within the City's employment market. • Implemented a new employee orientation program to promote the City's values and behavioral expectations. • Implemented new technologies for workflow processes to reduce timelines and increase efficiencies. • Successfully negotiated with insurance carriers resulting in a cost savings of$1.2M for the Citywide general liability insurance program. • Implemented program to expedite diagnosis and treatment of orthopedic injuries when referring injured workers for medical treatment. • Reviewed proposals for workers' compensation programs and selected the most cost-effective and highest-quality care providers. • Executed a new workers'compensation pharmacy benefit management program. • Work with insurance brokers to forecast, tailor, and negotiate the most appropriate, quality, and cost-effective workers' compensation and liability insurance programs. • Provided anti-harassment training to all City employees as required by California law. • Completed random Department of Transportation drug tests ensuring compliance with applicable state and federal laws while promoting a safe and secure community. 190 Administrative Services Accomplishments & Objectives FY 2022/23 Objectives Information Services Division • Continue the project of replacing the Computer Aided Dispatch and Records Management System for the Police Department. • Complete implementation of the City's new website content management system with the City Manager's Office. • Modernize and unify Fire Department's incident reporting and dispatch integration systems. • Complete Phase III of Citrix system upgrade. • Implement City's intranet for departmental portals. • Implement Human Resources' employee performance management system. • Implement Contract Management System. • Continue deployment of Enterprise Asset Management system. • Continue the life-cycle management of existing surveillance systems at City facilities. • Replace network equipment that is reaching the end of its useful life. • Upgrade 20%of the computers in the organization to current hardware. • Replace 25% of the mobile devices in the organization. • Expand fiber connectivity to additional City facilities. • Upgrade Police Department mobile data computers with new hardware. • Implement a new Service Desk system for the IS Division. • Expand the current back-up infrastructure capacity to support growing demand. • Modernize and upgrade existing storage connectivity infrastructure. • Upgrade perimeter network security systems. • Modernize and upgrade capacity of internal network cabling. Human Resources Division • Complete the final stage of the Citywide classification and compensation study, working closely with our nine bargaining groups. • Implement a "Department Liaison" model to effectively promote internal and external customer relations. • Conduct and complete recruitments (from posting date to creation of eligible list) in an average of 35 days or less. • Review and update key Administrative Regulations pertaining to the Administrative Services Department. • Continue tailoring professional development training programs to meet employee needs. • Target the top 15-20 positions most affected by workers' compensation injuries and create the Essential Functions Job Analysis for each of these positions. • Enhance employer branding with streamlined recruitment postings and social media outreach. • Continue partnering with third-party administrators to develop the best workers' compensation and liability insurance programs for the City. 191 Intentionally Left Blank • N II3 0 V 192 Administrative Services Adopted Budget- FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Capital Expenditures 4% Operating ir,,„„,,,\ Expenses 709oNon-Operating 4 Expenses 3% Personnel Services 23% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 7,001,847 7,000,606 5,861,376 5,268,286 6,422,056 6,111,652 Operating Expenses 9,216,413 16,247,623 27,204,185 17,843,442 18,618,513 18,575,749 Capital Expenditures 64,877 2,061,407 1,000,000 Non-Operating Expenses 3,925,322 9,925 657,097 705,297 Total Expenditures by Category 20,143,583 23,248,231 33,140,363 23,768,825 27,101,976 26,392,698 Expenditures by Fund 00551 Workers Compensation 27% 00552 Self Insurance General 00323 Technology Liability Fund 29% 4% 00322 ELM Automation Fund 2% 00100 General Fund 38% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 13,094,212 8,985,093 8,007,342 8,784,479 9,675,818 10,156,337 00322 ELM Automation Fund 404,820 360,178 427,894 428,214 436,800 439,194 00323 Technology Fund 195,523 255,157 2,175,545 1,000,000 00551 Workers Compensation 4,854,532 9,757,914 12,207,363 7,084,260 7,099,767 7,242,851 00552 Self Insurance General Liability 1,790,019 3,949,524 12,242,607 7,471,872 7,714.046 7,554,316 Total Expenditures by Fund 20,143,583 23,248,231 33,140,363 23,768,825 27,101,976 26,392,698 193 Administrative Services Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 4,164,668 4,042,257 3,422,060 3,808,632 4,305,305 4,478,910 17.60% Salaries, Temporary 119,464 136,348 160,854 138,096 138,096 137,546 -0.40% Salaries, Overtime 45,151 47,982 92,977 43,410 43,410 43,410 0.00% Leave Payouts 171,879 101,667 133,570 Benefits 2,500,685 2,672,353 2,051,915 1,278,148 1,935,245 1,451,786 13.59% PERSONNEL SERVICES 7,001,847 7,000,606 5,861,376 5,268,286 6,422,056 6,111,652 16.01% OPERATING EXPENSES_ Utilities 563,283 576,788 731,876 707,509 707,798 849,590 20.08% Equipment and Supplies 156,281 310,901 275,605 122,618 268,383 122,618 0.00% Repairs and Maintenance 1,984,546 1,949,161 1,974,246 2,317,748 2,388,310 2,517,539 8.62% Conferences and Training 121,683 85,451 72,323 219,866 241,834 369,866 68.22% Professional Services 1,040,154 1,406,671 1,278,907 2,291,988 2,828,475 2,331,988 1.75% Other Contract Services 265,853 150,774 168,547 122,000 122,000 122,000 0.00% Claims Expenses 1,082,789 7,675,737 17,687,275 6,259,779 6,259,779 6,259,779 0.00% Insurance 3,653,552 3,732,332 4,731,069 5,488,220 5,488,220 5,605,220 2.13% Payments to Other Government: 277,018 301,178 226,563 241,714 241,714 325,149 34.52% Expense Allowances 71,012 58,424 57,774 72,000 72,000 72,000 0.00% Other Expenses 242 206 OPERATING EXPENSES 9,216,413 16,247,623 27,204,185 17,843,442 18,618,513 18,575,749 4.10% CAPITAL EXPENDITURES Improvements Equipment Capital-Software 64,877 2,061,407 1,000,000 100.00% CAPITAL EXPENDITURES 64,877 2,061,407 1,000,000 100.00% NON-OPERATING EXPENSES Debt Service Expense 9,925 Transfers to Other Funds 3,925,322 657,097 705,297 7.34% NON-OPERATING EXPENSES 3,925,322 9,925 657,097 705,297 7.34% Grand Total 20,143,583 23,248,231 33,140,363 23,768,825 27,101,976 26,392,698 11.04% General Fund 13,094,212 8,985,093 8,007,342 8,784,479 9,675,818 10,156,337 15.62% Other Funds 7,049,371 14,263,138 25,133,021 14,984,346 17,426,158 16,236,361 8.36% Grand Total 20,143,583 23,248,231 33,140,363 23,768,825 27,101,976 26,392,698 11.04% Personnel Summary 45.00 44.00 33.00 34.00 38.00 38.00 0.00 194 Administrative Services Adopted Budget- FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 3,662,512 3,533,578 3,022,812 3,434,282 3,903,149 4,073,707 18.62% Salaries,Temporary 105,224 136,348 160,854 138,096 138,096 137,546 -0.40% Salaries, Overtime 44,934 47,677 91,207 43,410 43,410 43,410 0.00% Leave Payouts 152,340 108,901 115,663 Benefits 2,115,560 2,274,166 1,823,282 1,145,216 1,737,729 1,321,807 15.42% PERSONNEL SERVICES 6,080,570 6,100,670 5,213,818 4,761,004 5,822,384 5,576,470 17.13% OPERATING EXPENSES Utilities 563,283 576,781 713,636 687,169 687,458 829,250 20.68% Equipment and Supplies 153,691 185,405 112,140 117,343 198,996 117,343 0.00% Repairs and Maintenance 1,743,546 1,613,168 1,600,158 2,072,596 2,130,658 2,270,037 9.53% Conferences and Training 116,820 83,168 72,174 207,866 229,834 357,866 72.16% Professional Services 190,564 223,347 72,078 151,988 412,488 191,988 26.32% Other Contract Services 250,599 144,344 166,138 122,000 122,000 122,000 0.00% Expense Allowances 69,575 58,004 57,200 72,000 72,000 72,000 0.00% Other Expenses 242 206 OPERATING EXPENSES 3,088,320 2,884,423 2,793,524 3,430,962 3,853,434 3,960,484 15.43% CAPITAL EXPENDITURES Transfers to Other Funds 3,925,322 592,513 619,383 4.53% NON-OPERATING EXPENSES 3,925,322 592,513 619,383 4.53% Total 13,094,212 8,985,093 8,007,342 8,784,479 9,675,818 10,156,337 15.62% Personnel Summary 38.05 37.20 34.32 31.55 34.47 35.17 0.70 195 Administrative Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 253,832 266,530 247,734 644,253 710,904 620,760 -3.65% Salaries,Temporary 31,173 26,327 11,418 Salaries, Overtime 1,607 2,342 2,943 3,000 3,000 3,000 0.00% Leave Payouts 10,976 10,976 Benefits 153,016 162,704 128,291 200,226 311,372 207,469 3.62% PERSONNEL SERVICES 450,605 457,904 401,361 847,479 1,025,276 831,229 -1.92% OPERATING EXPENSES Equipment and Supplies 2,891 7,489 9,388 4,105 4,105 4,105 0.00% Repairs and Maintenance 30,653 80,000 80,000 80,000 0.00% Conferences and Training 10,245 (193) 2,500 4,071 4,071 4,071 0.00% Professional Services 170,500 Other Contract Services 537 Expense Allowances 6,000 6,046 3,760 6,000 6,000 6,000 0.00% OPERATING EXPENSES 19,136 13,342 46,838 94,176 264,676 94,176 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 111,146 90,123 -18.91% NON-OPERATING EXPENSES 111,146 90,123 -18.91% Total 469,741 471,246 448,200 1,052,801 1,289,952 1,015,528 -3.54% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22,and the addition of 9 new positions requested as part of the FY 2022/23 budget,which is offset by a redistribution of labor within the department. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in nPrsnnncl rusts 196 Administrative Services Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Human Resources PERSONNEL SERVICES Salaries, Permanent 985,890 890,880 847,691 858,906 962,356 1,080,453 25.79% Salaries, Temporary 17,903 18,193 58,779 15,654 15,654 52,704 236.68% Salaries, Overtime 65 369 4,749 Leave Payouts 24,292 30,855 14,695 Benefits 550,738 587,346 533,472 307,585 455,763 379,896 23.51% PERSONNEL SERVICES 1,578,888 1,527,643 1,459,387 1,182,145 1,433,773 1,513,053 27.99% OPERATING EXPENSES Utilities 119 18 Equipment and Supplies 24,487 42,207 17,433 35,000 35,000 35,000 0.00% Repairs and Maintenance 24,691 38,528 11,849 33,500 63,500 63,500 89.55% Conferences and Training 79,430 55,849 64,470 170,795 176,763 320,795 87.82% Professional Services 116,774 142,327 61,258 129,000 219,000 169,000 31.01% Other Contract Services 70,623 65,796 122,865 92,000 92,000 92,000 0.00% Expense Allowances 5,100 1,442 3,092 6,000 6,000 6,000 0.00% OPERATING EXPENSES 321,224 346,147 280,986 466,295 592,263 686,295 47.18% NON-OPERATING EXPENSES Transfers to Other Funds 3,925,322 148,178 165,603 11.76% NON-OPERATING EXPENSES 3,925,322 148,178 165,603 11.76% Total 5,825,434 1,873,790 1,740,373 1,796,618 2,026,036 2,364,951 31.63% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Temporary Salaries increased to align with prior year actuals. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Operating Expenses is for Citywide Leadership Training & Development and increased software costs. 197 Administrative Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Applications & Database Support PERSONNEL SERVICES Salaries, Permanent 1,424,318 1,497,007 1,003,366 955,291 1,088,014 1,033,472 8.18% Salaries,Temporary 25,825 63,236 72,254 72,825 72,825 35,225 -51.63% Salaries, Overtime 13,636 23,089 34,487 15,360 15,360 15,360 0.00% Leave Payouts 91,423 55,274 44,911 Benefits 788,269 875,316 593,618 302,556 467,395 293,839 -2.88% PERSONNEL SERVICES 2,343,470 2,513,922 1,748,636 1,346,032 1,643,594 1,377,896 2.37% OPERATING EXPENSES Utilities 500 4,752 Equipment and Supplies 18,262 54,438 16,916 16,025 97,678 16,025 0.00% Repairs and Maintenance 1,110,120 955,283 905,431 1,054,512 1,061,094 1,125,036 6.69% Conferences and Training 16,986 25,343 2,450 23,000 39,000 23,000 0.00% Professional Services 4,535 81,020 10,820 22,988 22,988 22,988 0.00% Other Contract Services 52,928 49,297 18,980 Expense Allowances 5,400 5,441 5,421 Other Expenses 94 OPERATING EXPENSES 1,208,231 1,171,416 964,769 1,116,525 1,220,760 1,187,049 6.32% NON-OPERATING EXPENSES Transfers to Other Funds 164,839 158,378 -3.92% NON-OPERATING EXPENSES 164,839 158,378 -3.92% Total 3,551,701 3,685,338 2,713,405 2,627,396 2,864,354 2,723,323 3.65% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Temporary Salaries decreased due to the addition of 2 full time personnel added to this Division during FY 2021/22. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Operating Expenses reflect the general increase in annual software costs and a transition by software providers to a subscription based model. 198 Administrative Services Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Infrastructure Systems PERSONNEL SERVICES Salaries, Permanent 998,472 879,160 924,021 975,832 1,141,875 1,339,022 37.22% Salaries,Temporary 30,323 28,591 18,403 49,617 49,617 49,617 0.00% Salaries, Overtime 29,627 21,878 49,028 25,050 25,050 25,050 0.00% Leave Payouts 25,648 22,772 45,080 Benefits 623,537 648,800 567,902 334,849 503,199 440,603 31.58% PERSONNEL SERVICES 1,707,607 1,601,201 1,604,434 1,385,348 1,719,741 1,854,292 33.85% OPERATING EXPENSES Utilities 563,164 576,281 708,866 687,169 687,458 829,250 20.68% Equipment and Supplies 108,051 81,272 68,403 62,213 62,213 62,213 0.00% Repairs and Maintenance 608,735 619,357 652,225 904,584 926,064 1,001,501 10.71% Conferences and Training 10,160 2,169 2,754 10,000 10,000 10,000 0.00% Other Contract Services 127,047 29,251 23,756 30,000 30,000 30,000 0.00% Expense Allowances 53,075 45,074 44,927 60,000 60,000 60,000 0.00% Other Expenses 242 111 OPERATING EXPENSES 1,539,729 1,353,516 1,500,931 1,753,966 1,775,735 1,992,964 13.63% NON-OPERATING EXPENSES Transfers to Other Funds 168,350 205,279 21.94% NON-OPERATING EXPENSES 168,350 205,279 21.94% Total 3,247,336 2,954,717 3,105,364 3,307,664 3,495,476 4,052,535 22.52% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Operating Expenses are due to increases in data lines and a general increase in annual software costs. 199 Administrative Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year ELM Automation Fund(322) PERSONNEL SERVICES Salaries, Permanent 102,066 105,627 106,050 105,643 114,229 113,599 7.53% Salaries, Overtime 141 305 1,333 Benefits 61,613 64,426 66,532 38,853 57,079 40,124 3.27% PERSONNEL SERVICES 163,820 170,358 173,915 144,496 171,308 153,723 6.39% OPERATING EXPENSES Utilities 18,240 20,340 20,340 20,340 0.00% Repairs and Maintenance 241,000 189,820 235,739 245,152 245,152 247,502 0.96% OPERATING EXPENSES 241,000 189,820 253,979 265,492 265,492 267,842 0.89% NON-OPERATING EXPENSES Transfers to Other Funds 18,226 17,629 -3.28% NON-OPERATING EXPENSES 18,226 17,629 -3.28% Total 404,820 360,178 427,894 428,214 436,800 439,194 2.56% Significant Changes 'Changes in Personnel Services (Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00322 ELM Automation Fund 374,063 426,645 334,660 360.000 360,005 477,949 117,949 Total 374,063 426,645 334,660 360,000 360,005 477,949 117,949 200 Administrative Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Technology Fund (323) OPERATING EXPENSES Equipment and Supplies 120,959 162.741 64,112 Repairs and Maintenance 46,630 12,500 Professional Services 27,934 27,540 37,526 OPERATING EXPENSES 195,523 190,281 114,138 CAPITAL EXPENDITURES Equipment 1,000,000 799,665 100.00% Capital-Software 64,877 1,061,407 200,335 100.00% CAPITAL EXPENDITURES 64,877 2,061,407 1,000,000 100.00% Total 195,523 255,157 2,175,545 1,000,000 100.00% Significant Changes Technology funds are transferred in from the General Fund for various technology upgrades. For FY 2022/23, funds are to be used for the upgrade of the City's Computer-Aided Dispatch (CAD) and Records Management Systems (RMS) and for various technology upgrades within the Police Department. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00323 Technology Fund 912,919 109,037 7,378 3,300,000 3,300,000 Total 912,919 109,037 7,378 3,300,000 _ 3,300,000 201 Administrative Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Self Insurance Workers' Comp(551) PERSONNEL SERVICES Salaries, Permanent 268,768 335,367 271,254 221,282 236,789 177,069 -19.98% Salaries, Temporary 14,240 Overtime 75 437 Leave Payouts 15,730 22,350 17,907 Benefits 243,684 269,598 150,655 80,309 118,485 52,569 -34.54% PERSONNEL SERVICES 542,497 627,315 440,253 301,591 355,274 229,638 -23.86% OPERATING EXPENSES Utilities 7 Equipment and Supplies 2,285 1,508 717 3,000 3,000 3,000 0.00% Conferences and Training 2,468 149 7,000 7,000 7,000 0.00% Professional Services 739,814 488,464 516,310 690,000 690,000 690,000 0.00% Other Contract Services 5,838 5,798 188 Claims Expenses 2,940,491 7,968,626 10,667,421 5,347,779 5,347,779 5,347,779 0.00% Insurance 342,685 364,598 345,264 455,000 455,000 572,000 25.71% Payments to Other Governments 277,018 301,178 226,563 241,714 241,714 325,149 34.52% Expense Allowances 1,437 421 575 OPERATING EXPENSES 4,312,035 9,130,599 11,757,185 6,744,493 6,744,493 6,944,928 2.97% NON-OPERATING EXPENSES Debt Service Expense 9,925 Transfers to Other Funds 38,176 68,285 78.87% NON-OPERATING EXPENSES 9,925 38,176 68,285 78.87% Total 4,854,532 9,757,914 12,207,363 7,084,260 7,099,767 7,242,851 2.24% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of the redistribution of personnel between the Self Insurance Workers'Comp and General Liabilities Funds. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Operating Expenses reflect the general increase in insurance costs. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00551 Self Insurance Workers'Comp 7,822,413 7.771,902 6,798,938 7,263,164 7,263,164 7,789,449 526,285 Total 7,822,413 7,771,902 6,798,938 7,263,164 7,263,164 7,789,449 526,285 202 Administrative Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Self Insurance General Liab (552) PERSONNEL SERVICES Salaries, Permanent 131,323 67,685 21,945 47,425 51,138 114,535 141.51% Leave Payouts 3,810 (29,584) Benefits 79,827 64,163 11,446 13,770 21,952 37,286 170.78% PERSONNEL SERVICES 214,960 102,264 33,391 61,195 73,090 151,821 148.09% OPERATING EXPENSES Equipment and Supplies 305 3,029 8 2,275 2,275 2,275 0.00% Repairs and Maintenance 99,543 138,349 Conferences and Training 2,395 2,283 5,000 5,000 5,000 0.00% Professional Services 109,777 666,927 662,979 1,450,000 1,688,461 1,450,000 0.00% Other Contract Services 9,417 632 2,221 Claims Expenses (1,857,702) (292,888) 7,019,854 912,000 912,000 912,000 0.00% Insurance 3,310,867 3,367,734 4,385,805 5,033,220 5,033,220 5,033,220 0.00% OPERATING EXPENSES 1,575,058 3,847,260 12,209,216 7,402,495 7,640,956 7,402,495 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 8,182 -100.00% NON-OPERATING EXPENSES 8,182 -100.00% Total 1,790,019 3,949,524 12,242,607 7,471,872 7,714,046 7,554,316 1.10% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of the redistribution of personnel between the Self Insurance Workers'Comp and General Liabilities Funds. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00552 Self Insurance General Liability 5,272,607 5,356,050 2,320,439 4,750,000 4,750,000 6,250,000 1,500,000 Total 5,272,607 5,356,050 2,320,439 4,750,000 4,750,000 6,250,000 1,500,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00552 Self Insurance General Liability 13,803,817 12,389,918 6,316,044 3,355,711 1,304,316 2,051,395 (1,304,316) Total 13,803,817 12,389,918 6,316,044 3,355,711 1,304,316 2,051,395 (1,304,316) 203 Intentionally Left Blank AM MM. N r3 204 ,/,„,,,„I+GTp7- 4.,\ City of Huntington Beach `U? Community Development vo,'"` ,-A,,t Adopted — FY 2022/23 Director of Community Development Deputy Director of Community Deputy Director of Community Development Development ADMINISTRATION Principal Administrative Analyst Administrative Analyst GIS Analyst II Administrative Assistant Administrative Secretary(2) I C DEVELOPMENT SERVICES IICOMMUNITY ENHANCEMENT // PLANNING EFQu CFNIFB BUILDING HOUSINri CODE ENFORCEMENT ECONOMIC Planning Manager Permit&Plan Check Building Manager Housing Manager Code Enforcement Supervisor DEVELOPMENT Prindpal Planner Supervisor Plan Check Engineer Senior Administrative Senior Code Enforcement Senior Planner(2) Senior Permit Analyst(1.5) Officer(2) Economic Development Inspection Manager Manager Associate Planner(3) Technician(4) Principal Electrical Inspector Administrative Aide Code Enforcement Officer II(4) Project Manager Permit Technician Principal Plumbing& Code Enforcement Officer I(3) Associate Planner Code Enforcement Technician Mechanical Inspector Office Assistant II Assistant Planner(2) Building Inspector I/II/III(8) Administrative — • Secretary Office Assistant II 205 Community Development Department Descriptions The purpose of the Community Development Department is to serve exceptionally, inspiring pride in our Huntington Beach community. The main functions of the Community Development Department 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 c -- Department is comprised of two primary \ , � areas: Development Services and - '--- FEES / Community Enhancement. Development Services is comprised of the following divisions: Planning, I" olt Building and the Permit Center. > ' Community Enhancement is comprised -1 of the Housing, Code Enforcement and �` ` ir Economic Development divisions. The _ + i0• r Community Development Department i strives to behave in a team-oriented way , i 'q t `' • with humility, social awareness, passion, ii , L exceptionality, and integrity through the I i 1 ii d . provision of services that reflect the goals of the City Council and community while ensuring the health, safety and A�• I �► ' _ welfare of the public. ► e a 11 Administration Division —42>Ifilk:' The Administration Division provides back-end support to the department as well as front-end concierge service to the public. The day-to-day operations of the department are largely driven by the Administrative Division. Budgeting, payroll, evaluations, training, recruitments, communications, reports, contract administration, data analysis, forms, public notices, purchasing, etc. are all functions of the Administrative Division. =,-.........- Planning Division lliiii The Planning Division is responsible for Advance (or Long I . 1. Range) and Current Planning activities. Advance Planning e it R" � •v_lic� "" 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 • -x: r \_ coordinating the review of development proposals to ensure f compliance with the City's General Plan and Zoning and iv..,:i!...-;,:. - , ,' i 1• Subdivision Ordinance as well as Federal and State ,; Y•,;• 4....-,,' regulations. This effort includes processing applications for s;;;.;;4.1• entitlements (permits, subdivisions, variances, etc.), „..••"7'.. environmental review, and plan check services. Planning :•:•,, �; ,Mt ' staff work directly with residents, businesses and developers. '�•" `` �_ The Planning Division is responsible for staffing the Planning "'' ••, r.' Commission,ZoningAdministrator and Design Review Board. .ta. •�e111i� g a. ,e .ie :e"r•a 206 Community Development Department Descriptions Planning Commission The Planning Commission is a quasi- ; ,� judicial decision making body with - .. -. authority over development proposals �' '� , It that require discretionary permits. Each iii City Council member makes an individual `'% ► appointment to the Planning Commission. The Planning Commission01,*1 ` t' meets twice a month. The City's budget .;. — - accounts for the Planning Commission as t its own separate division to account for - I 7j meeting expenses as well as provide educational and conference/workshop Ali opportunities for Planning .- ��- I ! Commissioners. Ms i «-' ' � Permit Center & Building Divisions The Permit Center and Building 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 Center staff 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. r, � , "'„; ,., R i 3 2 ., 207 Community Development Department Descriptions Community Enhancement Division 1------ 7. Fiat r:, . The Community Enhancement ,,, } ' Division is responsible for a �_, +'` y myriad of services that promote y Dui > , ;Mr. 4 quality of life including; Code .n, - .%Zs. ,,* tf,�,,' ; Enforcement, Economic ""a " ,",�,-•.w 1 �; r ,,,,,r, � ', Development and Housing. Code 5:. IS,, '• • . — .., . • ,,� -dr ` .� Enforcement's responsibilities �.4 ;° ` • ' include evaluating private v, P -, property against certain ':' y 4:-.•,, t ` provisions of the City's Municipal 'r-. " Code, answering citizen _ . .M �. e0,a questions about those codes, and '� r— t.. issuing citations for code violations. The Code I' 'or !r' Enforcement Division works to , - n , y , maintain an attractive, safe ` ` r uf ' t- ; community, which helps improve ill +� !both property values and the ! , am I or,quality of life within the City. Code ,,,;. A0! A .o, --r' - Enforcement Officers interact with , - I *` 14"' residents and businesses on a -" . -.400 daily basis. k; ,* Economic Development activities include business development efforts via Business Retention, Expansion and Attraction programs which strive to grow the local tax base, create jobs, and enhance neighborhood quality of life. The Division acts as liaison with the Chamber of Commerce, Visit Huntington Beach, the Downtown Business Improvement District (BID), Golden West College, local lenders, the Small Business Development Center, the Orange County Business Council, and the Workforce Investment Board. These strategic partnerships allow the City to leverage resources and relationships to provide businesses the support to grow their businesses. The Division also helps to manage the leasing of the City's real estate assets including the Pier, and works to attract investment and assist with economic recovery needs. 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. 208 Community Development By the Numbers Administration Division • Coordinated 13 Planning Commission meetings, 20 Zoning Administrator meetings, and 9 Design Review Board meetings • Processed all legally required mailings and public notices—over 25,000 annually. • Responded to approximately 150 average daily phones calls. Planning Division • Processed 167 entitlements in accord with the state-mandated Permit Streamlining Act plus 11 temporary sign permits, 32 temporary activity permits,45 wireless permits,44 zoning conformance and flood letters, and 58 MyHB inquiries. • Conducted 63 public hearings at the Planning Commission and at Zoning Administrator • Plan checked 2,973 plans for zoning compliance annually; processed 57 over the counter plan checks; 326 grading plan checks; 46 landscaping plan checks; and processed 123 address assignments. Permit Center& Building Divisions • Provided customer service to 9,096 counter customers. • Answered over 83,080 phone and 90,940 email inquiries. • Reviewed and approved 8,642 permits IF PicnOTOfcO lNIT) DE\ with a construction valuation of approx. N mui $170,511,752. v • Performed 3,054 building plan reviews. • Performed 3,634 electronic plan reviews and 300 paper plan reviews. 44111111 • Processed 766 certificates of occupancy for new and change of business. `"-� • Mailed approximately 1,244 permit reminder letters. • Responded to 240 Public Records Requests. • Customers scheduled 27,778 inspections online. • Performed over 34,924 building, mechanical, plumbing, and certificate of occupancy inspections annually. • Completed 2,650 plumbing, mechanical, and electrical plan checks annually. • Completed over 592 NPDES inspections to ensure construction runoff standards and best management practices are met. • Conducted over 275 field meetings with developers, contractors, and business owners. • Conducted over 300 counter meetings/appointments with customers. • Issued 87 notices to stop work and obtain required permits. • Issued 962 photovoltaic permits, with associated plan checks and field inspections. • Processed 224 applications for Short-Term Rentals. 209 Community Development By the Numbers Community Enhancement Division • Responded to 15,000 phone calls and 16,000 e-mails. • Initiated 4,474 proactive code enforcement cases per year to address code violations. • Conducted over 11,898 field inspections annually. • Investigated 52% of complaints within 2 days. • Resolved code violations on average within 43 days. • Managed leases with annual revenue to the City of over$900,000. • Provided emergency rental assistance to 50 households through the Tenant Based Rental Assistance(TBRA) Program. • Provided outreach services to 300 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. y t�!.". 4C �. S�.A .::'': r r ' x ' '' 7° gar '' , 4 210 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 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Perform 95%of construction inspections on the �' same day scheduled. ©-\ on. Measure: % of construction inspections performed on 92% 98% 95% same day scheduled Goal: 2. Complete 85% of projects submitted (first submittal) for initial plan check within 20 ©�\ business days. on• Measure: of first submittal plan checks completed within 86% 96% 85% 20 business days Goal: 3. Process 95% of building, electrical, plumbing, and mechanical plan checks electronically. Measure: % of building, electrical, plumbing, and 75% 92% 95% mechanical plans reviewed electronically instead of on paper Goal: 4. Perform enforcement actions and close 75% of ©��� cases within 30 days. on. Measure: %of enforcement action cases closed within 30 87% 88% 85% days Goal: 5. Receive and respond to 95% of citizen phone inquiries within two business days. (11&) Measure: %of citizen phone inquiries responded to within 88% 90% 95% two business days Goal: 6. Process 100% of entitlement applications and environmental reviews within State of California recommended guidelines. o • Measure: of entitlement applications processed within 100% 100% 100% recommended guidelines 211 Community Development Accomplishments & Objectives FY 2021/22 Accomplishments Administration • Reopened City Hall to the public, with intermittent closures; staff maintained 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. • 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. Development Services • Updated Q-Less system to allow customers to"Get In Line"without an appointment. • Launched Phase 2 of Accela electronic land management system with multi-department integration, instant status updates, application submittals, inspection scheduling, and historical records research. • Reduced in-person visits to City Hall by 75% compared to pre-pandemic levels, by allowing 99% of all services available online. • Provided downloadable permits, plans, certificates of occupancy, and correction lists. • Launched electronic inspection job card available for download 24/7. • Provided electronic plan reviews for 92% of projects submitted for Building, Electrical, Mechanical, and Plumbing plans. • Provided monthly reports online via a self-service tool, resulting in quicker access to information on permits issued and applications submitted. • Completed Zoning Text Amendments to update the Affordable Housing Ordinance, establish electric vehicle charging station sign standards, streamlined alcohol sales/service review in Beach and Edinger, and eliminated the Environmental Assessment Committee as well as Subdivision Committee. • Continued to work on a comprehensive update to the City's certified Local Coastal Program through grant funding obtained from the state. • Continued to work on the General Plan Housing Element for the 6'Cycle including holding a public review and comment period on the draft Housing Element and submitting to the State Department of Housing and Community Development(HCD)for review. • The Coastal Commission approved Local Coastal Program amendments certifying various zoning text amendments previously approved by the City Council. • Other notable projects processed: Gisler Residential and Cameron Lane Townhomes. • Performed Plan Review of large projects, including: Huntington Gateway Tilt-up Buildings & Tenant Improvements, In-n-Out, Chic-Fil-A, Gisler Residential, Cameron Lane Townhomes, Jamboree Senior Housing, Rodgers Senior Center Redevelopment, and Hilltop Townhomes. • Provided dedicated inspectors to facilitate a timely construction process at: 401 Main Mixed Use Building, Shorehouse Mixed Use Building, Pierside Pavillion Phase III, Amazon Fresh,Amazon Packaging, Lebard Homes, Shea Homes, and Meritage Homes. • Successfully met AB2188 plan check review and inspection deadlines for 962 residential photovoltaic solar projects. • Resumed cross-training of Permit Center staff via ride-along inspections with Building and Code Enforcement Inspectors. • Created online reporting of unpermitted construction complaints, including case status updates. Code Enforcement • Transferred stop work enforcement of unpermitted active construction from Building Inspectors to Code Enforcement Officers. • Participated in a community cleanup event in the Oak View neighborhood. • Continued enforcement of illegal vendors throughout the City. • Code Enforcement Officers participated in continued education from the California Association of Code Enforcement Officers (CACEO). • Introduced a Receivership Process and the Red Light Abatement to resolve severe code violations on property neglected by owners. 212 Community Development Accomplishments & Objectives • Improved code enforcement efforts to resolve violations relating to short-term vacation rentals, unlicensed recovery facilities, medical marijuana dispensaries, marijuana cultivation in industrial zones, and illegal open house signs. • Added 4 full-time code officers to a team of 6 officers to effectively serve the community. • New officers successfully completed their PC 832 training (a requirement of a code enforcement officer). • New officers also completed Code Enforcement Academy Modules 1 and 2,with Modules 3 and 4 later in 2022. • Transitioned to a 7-day code enforcement coverage to better address the needs of the community. • Increased workload from 3,300 code enforcement cases to over 4,400 cases. • Increased a 1-day turnaround time for inspections from 47.88%to 51.48%from receiving a complaint. • Cases were resolved within 43 days versus 46 days from the prior fiscal year(start to finish). • Code Enforcement added on additional assignments such as short-term rentals, group/ sober living homes,weed abatement,taxicab enforcement, active construction without permits, and kayaks/stand-up paddleboard rental businesses. • Increased officer safety training with the passage of SB 296. • Additional code officers on the team received their Certified Code Enforcement Officer(CCEO)designation from the California Association of Code Enforcement Officers (CACEO). Affordable Housing • City Council approved two middle income housing projects at Elan and Breakwater Apartments,which will provide 676 affordable units for low and moderate income households. • Closed escrow and began construction of the Jamboree senior affordable housing project which will provide 43 senior permanent supportive housing units. • City Council approved a Homekey project commitment resolution in partnership with American Family Housing, National Core, and the County, and the State awarded the project$17 million,which will provide 66 permanent supportive housing units. Economic Development • Renewal of the Business Improvement District with a levy of an assessment for FY 21-22. • Launched the Downtown Urban Design Study to help identify alternatives for a more permanent outdoor dining concept and expanded pedestrian environment on Main Street. • Worked with downtown businesses to extend the 2nd block closure of Main Street. • Spread awareness of financial incentives and other economic recovery efforts to help businesses rebound after the pandemic, including a City grant program. • Assisted City tenants through COVID by offering a rent abatement program and monitored City real estate assets. • Launched Grow HB, a business retention and expansion program, aimed at enhancing communication between the business community and the City. • Extended the MOU for an additional five years with the HB Auto Dealer Association for the Auto Incentive Beach Parking Program. • Filed a 5 year subsidy report for the sales tax sharing agreement with Subaru. • Released a Request for Qualifications for 21 Main Street and entered into an Exclusive Negotiating Agreement to re-tenant the space into a restaurant. fi. , 213 Community Development Accomplishments & Objectives FY 2022/23 Objectives Department Operations & Customer Service • Decrease customer trips to City Hall by continuing the use of the Q-Less application with additional outreach to provide 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 website, social media posts, and City newsletter. • 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. • Continue implementation of short-term rental (STR)and group homes regulations. Projects • Complete significant progress on the comprehensive update to the City's certified Local Coastal Program. • Complete the Magnolia Tank Farm Specific Plan LCPA process with the Coastal Commission. • Complete the 6th 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. • Begin a comprehensive study and update of the City's parking codes. • Implement the newly established group home permit programs, including ongoing compliance monitoring and enforcement. • Host an educational session by a CASp (Certified Access Specialist) professional to educate local business owners on accessibility compliance at their commercial properties. 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. • Provide and prioritize opportunities for staff to receive technical, customer service and personal and professional growth training. • Continue cross-training of Permit Center staff to learn plan check and inspection services. • 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. • Evaluate opportunities to maximize staff resources and assess areas for creating efficiencies in department staffing through cross training. Prioritize staff job satisfaction and growth through special project assignments, training opportunities, mentoring, timely performance evaluations and team building. 214 Community Development Accomplishments & Objectives ELM/Accela • Continue phase II 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. Continue education and instructional guides for the public to access the various self-service features ACA provides. • Continue efficient customer service levels with hybrid in-person and online services after launch of the new Accela Land Management System. • Provide electronic signature capabilities for all permit and applications. • Create or integrate a mobile application for scheduling inspections. • Transition to 100% electronic plan and application processing. 215 Intentionally Left Blank ism / mum O V 1/4 216 Community Development Adopted Budget- FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 24% Capital Expenditures 3% / Non-Operating / Expenses Personnel Services „. r 7% 66% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 6,858,166 7,341,836 7,069,822 7,341,353 8,763,059 8,234,711 Operating Expenses 2,186,588 2,588,560 3,726,585 4,047,336 8,000,694 3,036,051 Capital Expenditures 1,963,732 249,989 55,019 41,000 415,621 Non-Operating Expenses 444,166 205,433 1,271,367 894,013 120,000 898,259 Total Expenditures by Category 11,452,652 10,385,817 12,122,793 12,282,702 16,924,754 12,584,642 Expenditures by Fund 00100 General Fund 00240 HOME 82% Priw' :wn gram 6% 00308 1% 00239 CDBG 11% Fund 101 represents less than 1%of expenditures and is not labeled on this chart FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 8,116,145 8,360,096 7,985,880 9,330,575 10,681,228 10,300,478 00101 Specific Events 14,853 25,948 10,159 50,000 50,000 50,000 00240 HOME Program 292,107 911,039 1,114,313 1,850,751 2,372,384 760,225 00308 In-Lieu Parking Downtown 60,000 90,000 100,000 00715 State Grants 196,626 506,532 00239 CDBG 3,029,547 1,088,734 2,815,815 991,376 3,224,610 1,373,939 Total Expenditures by Fund 11,452,652 10,385,817 12,122,793 12,282,702 16,924,754 12,584,642 217 Community Development Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 4,088,721 4,253,742 4,143,276 5,179,870 5,712,142 5,909,393 14.08% Salaries,Temporary 122,142 132,562 284,151 221,619 217,040 261,243 17.88% Salaries, Overtime 29,286 30,628 28,322 114,609 114,609 120,613 5.24% Leave Payouts 110,544 140,773 111,360 Benefits 2,507,473 2,784,132 2,502,714 1,825,255 2,719,268 1,943,462 6.48% PERSONNEL SERVICES 6,858,166 7,341,836 7,069,822 7,341,353 8,763,059 8,234,711 12.17% OPERATING EXPENSES Utilities 940 340 Equipment and Supplies 99,041 95,338 103,680 130,593 146,100 141,373 8.25% Repairs and Maintenance 4,288 656 19,611 64,400 63,200 80,720 25.34% Conferences and Training 29,187 34,877 22,201 52,400 54,254 58,100 10.88% Professional Services 1,229,814 1,122,636 2,353,496 3,110,066 7,009,325 2,238,778 -28.02% Other Contract Services 223,254 212,724 310,247 155,677 265,321 152,880 -1.80% Contribution to Private Agency 40,000 65,000 80,000 80,000 80,000 85,000 6.25% Payments to Other Governments 506,543 1,037,307 817,052 430,000 358,294 222,000 -48.37% Expense Allowances 16,109 19,681 20,299 24,200 24,200 57,200 136.36% Other Expenses 37,411 OPERATING EXPENSES 2,186,588 2,588,560 3,726,585 4,047,336 8,000,694 3,036,051 -24.99% CAPITAL EXPENDITURES Land Purchase 989,000 55,019 Improvements 974,732 249,989 415,621 100.00% Vehicles 41,000 CAPITAL EXPENDITURES 1,963,732 249,989 55,019 41,000 415,621 NON-OPERATING EXPENSES Debt Service Expenses 444,166 Transfers to Other Funds 159,008 1,271,367 894,013 898,259 0.47% Loans Made 46,425 120,000 NON-OPERATING EXPENSES 444,166 205,433 1,271,367 894,013 120,000 898,259 0.47% Grand Total 11,452,652 10,385,817 12,122,793 12,282,702 16,924,754 12,584,642 2.46% General Fund 8,116,145 8,360,096 7,985,880 9,330,575 10,681,228 10,300,478 10.39% Other Funds 3,336,507 2,025,722 4,136,913 2,952,127 6,243,525 2,284,164 -22.63% Grand Total 11,452,652 10,385,817 12,122,793 12,282,702 16,924,754 12,584,642 2.46% Personnel Summary 49.50 49.50 54.00 54.00 57.50 57.50 0.00 218 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 3,872,235 4,010,483 3,902,553 4,990,413 5,522,685 5,650,630 13.23% Salaries, Temporary 71,988 95,722 249,041 171,619 171,619 171,619 0.00% Salaries, Overtime 14,285 11,629 17,362 27,700 27,700 32,700 18.05% Leave Payouts 110,544 140,161 111,360 Benefits 2,381,889 2,641,718 2,369,516 1,756,016 2,617,343 1,855,250 5.65% PERSONNEL SERVICES 6,450,940 6,899,713 6,649,833 6,945,748 8,339,347 7,710,199 11.01% OPERATING EXPENSES Utilities 940 340 Equipment and Supplies 99,041 95,338 103,233 130,593 136,943 141,373 8.25% Repairs and Maintenance 4,288 656 19,611 64,400 63,200 80,720 25.34% Conferences and Training 29,101 34,877 22,201 52,400 54,254 58,100 10.88% Professional Services 1,193,463 978,115 712,513 1,003,407 1,756,822 1,288,407 28.40% Other Contract Services 155,583 146,746 237,628 83,500 121,462 106,380 27.40% Payments to Other Governments 165,680 184,629 165,543 165,000 185,000 -100.00% Expense Allowances 16,109 19,681 20,299 24,200 24,200 57,200 136.36% Other Expenses 1,000 OPERATING EXPENSES 1,665,205 1,460,383 1,281,028 1,523,500 2,341,881 1,732,180 13.70% CAPITAL EXPENSES Land Purchase 55,019 CAPITAL EXPENDITURES 55,019 NON-OPERATING EXPENSES Transfers to Other Funds 861,327 858,099 -0.37% NON-OPERATING EXPENSES 861,327 858,099 -0.37% Total 8,116,145 8,360,096 7,985,880 9,330,575 10,681,228 10,300,478 10.39% Personnel Summary 45.17 45.17 49.52 49.52 53.02 52.85 219 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 641,458 650,075 610,323 767,850 798,820 748,039 -2.58% Salaries, Temporary 17,151 42,052 53,350 56,298 56,298 5,798 -89.70% Salaries, Overtime 1,536 2,357 826 3,300 3,300 3,300 0.00% Leave Payouts 4,444 6,666 9,662 Benefits 374,180 409,485 361,844 245,067 377,569 205,756 -16.04% PERSONNEL SERVICES 1,038,769 1,110,635 1,036,005 1,072,515 1,235,987 962,893 -10.22% OPERATING EXPENSES Equipment and Supplies 46,537 55,905 46,500 64,931 65,750 64,931 0.00% Repairs and Maintenance 313 2,000 2,000 2,000 0.00% Conferences and Training 992 4,042 6,000 7,854 6,000 0.00% Professional Services (242) 10,000 10,000 10,000 0.00% Other Contract Services 21,329 203 36,864 2,000 2,000 2,000 0.00% Expense Allowances 3,923 6,507 5,994 6,050 6,050 12,050 99.17% OPERATING EXPENSES 72,851 66,657 89,358 90,981 93,654 96,981 6.59% NON-OPERATING EXPENSES Transfers to Other Funds 132,502 109,178 -17.60% NON-OPERATING EXPENSES 132,502 109,178 -17.60% Total 1,111,621 1,177,292 1,125,363 1,295,998 1,329,641 1,169,052 -9.80% Significant Changes Changes in Personnel Services(Permanent and Benefits)reflect a redistribution of labor to other divisions for administrative oversight. Temporary Salaries was moved to the Inspection Services and Housing Divisions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. The increase in Expense Allowances is for the provision of an Auto Allowance per the City's various labor union Memorandums of Understanding (MOUs). 220 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Planning PERSONNEL SERVICES Salaries, Permanent 937,037 956,538 951,846 1,000,550 1,079,372 915,745 -8.48% Salaries,Temporary 25,000 25,000 -100.00% Salaries, Overtime 28 Leave Payouts 34,821 16,352 51,980 Benefits 567,024 593,082 558,114 324,122 496,769 278,295 -14.14% PERSONNEL SERVICES 1,538,882 1,565,999 1,561,940 1,349,672 1,601,141 1,194,040 -11.53% OPERATING EXPENSES Equipment and Supplies 1,675 229 18,810 5,700 5,700 5,700 0.00% Conferences and Training 8,161 11,345 5,740 10,000 10,000 10,000 0.00% Professional Services 448,052 406,598 192,937 151,000 524,567 151,000 0.00% Other Contract Services 23,282 24,224 25,888 23,500 23,500 23,500 0.00% Expense Allowances 5,400 100.00% OPERATING EXPENSES 481,170 442,396 243,375 190,200 563,767 195,600 2.84% NON-OPERATING EXPENSES Transfers to Other Funds 172,647 140,336 -18.72% NON-OPERATING EXPENSES 172,647 140,336 -18.72% Iotal 2,020,051 2,008,396 1,805,315 1,712,519 2,164,908 1,529,976 -10.66% Significant Changes Changes in Personnel Services(Permanent and Benefits)reflect a redistribution of labor within the department. Temporary Salaries was moved to the Inspection Services Division and Housing Divisions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. The increase in Expense Allowances is for the provision of an Auto Allowance per the City's various labor union Memorandums of Understanding (MOUs). 221 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Code Enforcement PERSONNEL SERVICES Salaries, Permanent 280,862 382,426 458,128 752,573 823,520 863,725 14.77% Salaries,Temporary 8,503 12,214 11,970 13,947 13,947 -100.00% Salaries,Overtime 4,997 2,249 7,337 10,000 10,000 15,000 50.00% Leave Payouts 19,946 7,238 10,194 Benefits 185,058 237,646 287,980 290,857 420,820 301,216 3.56% PERSONNEL SERVICES 499,366 641,774 775,609 1,067,377 1,268,287 1,179,941 10.55% OPERATING EXPENSES Utilities 220.75 Equipment and Supplies 10,809 5,231 9,301 6,500 12,032 17,180 164.31% Repairs and Maintenance 2,400 1,200 2,400 0.00% Conferences and Training 629 1,299 3,572 4,000 4,000 9,700 142.50% Professional Services 61,298 8,426 5,445 209,000 209,004 9,000 -95.69% Other Contract Services 2,904 11,989 37,700 35,700 100.00% OPERATING EXPENSES 72,735 18,081 30,307 221,900 263,935 73,980 -66.66% NON-OPERATING EXPENSES Transfer to Other Funds 129,963 132,365 1.85% NON-OPERATING EXPENSES 129,963 132,365 1.85% Total 572,101 659,855 805,916 1,419,240 1,532,222 1,386,286 -2.32% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Temporary Salaries was moved to the Inspection Services and Housing Divisions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Operating Expenses are for software to track and provide enhanced oversight of short-term rentals and supplies and training for Code Enforcement staff. 222 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Permit Center PERSONNEL SERVICES Salaries, Permanent 512,281 541,192 606,854 768,918 969,954 1,178,534 53.27% Salaries, Temporary 22,643 2,278 28,874 28,874 28,874 0.00% Salaries, Overtime 4,319 1,364 6,817 5,100 5,100 5,100 0.00% Leave Payouts 9,271 5,838 2,401 Benefits 344,376 380,149 346,322 264,012 396,730 401,807 52.19% PERSONNEL SERVICES 892,889 930,821 962,394 1,066,904 1,400,658 1,614,315 51.31% OPERATING EXPENSES Equipment and Supplies 22,284 18,195 19,644 28,100 28,100 28,100 0.00% Conferences and Training 3,345 1,592 3,650 7,400 7,400 7,400 0.00% Professional Services 344,670 302,030 263,281 353,282 585,999 493,282 39.63% Other Contract Services 24,911 73,381 71,797 Expense Allowances 3,141 5,441 4,938 6,050 6,050 6,050 0.00% OPERATING EXPENSES 398,351 400,641 363,310 394,832 627,549 534,832 35.46% NON-OPERATING EXPENSES Transfer to Other Funds 132,718 180,634 36.10% NON-OPERATING EXPENSES 132,718 180,634 36.10% Total 1,291,240 1,331,462 1,325,704 1,594,454 2,028,207 2,329,781 46.12% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Operating Expenses are to cover staff augmentation in order to meet the anticipated demand for plan check services. 223 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Building PERSONNEL SERVICES Salaries, Permanent 1,207,866 1,233,976 1,014,960 1,078,618 1,165,320 1,180,093 9.41% Salaries, Temporary 49,214 76,947 100.00% Salaries, Overtime 3,433 5,631 1,770 9,300 9,300 9,300 0.00% Leave Payouts 42,062 45,285 27,641 Benefits 749,223 828,669 650,491 415,401 601,516 433,120 4.27% PERSONNEL SERVICES 2,002,584 2,113,562 1,744,075 1,503,319 1,776,136 1,699,460 13.05% OPERATING EXPENSES Utilities 940 Equipment and Supplies 6,207 8,034 6,999 12,800 12,800 12,800 0.00% Conferences and Training 7,640 8,660 5,974 8,000 8,000 8,000 0.00% Professional Services 260,625 185,963 137,810 130,000 270,000 360,000 176.92% Expense Allowances 5,400 5,441 5,421 6,050 6,050 16,850 178.51% OPERATING EXPENSES 280,812 208,098 156,204 156,850 296,850 397,650 153.52% NON-OPERATING EXPENSES Transfer to Other Funds 186,115 180,873 -2.82% NON-OPERATING EXPENSES 186,115 180,873 -2.82% Total 2,283,397 2,321,660 1,900,279 1,846,284 2,072,986 2,277,983 23.38% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Temporary Salaries was moved to the Inspection Services Division from the Administration, Planning and Code Enforcement Divisions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Professional Services are for staff augmentation in order to meet the anticipated demand for building inspection services. The increase in Expense Allowances is for the provision of an Auto Allowance per the City's various labor union Memorandums of Understanding (MOUs). 224 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Planning Commission OPERATING EXPENSES Utilities 120 Equipment and Supplies 1,959 1,819 643 4,500 4,500 4,500 0.00% Conferences and Training 8,006 5,095 3,250 14,500 14,500 14,500 0.00% OPERATING EXPENSES 9,965 7,034 3,893 19,000 19,000 19,000 0.00% Total 9,965 7,034 3,893 19,000 19,000 19,000 0.00% Significant Changes No significant changes. 225 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Economic Development PERSONNEL SERVICES Salaries, Permanent 220,846 157,084 151,162 458,328 488,884 497,445 8.53% Salaries,Temporary 217 95,566 Salaries, Overtime 612 Leave Payouts 58,782 9,482 Benefits 120,763 141,091 98,871 165,200 244,345 154,258 -6.62% PERSONNEL SERVICES 341,609 357,173 355,693 623,528 733,229 651,703 4.52% OPERATING EXPENSES Utilities Equipment and Supplies 8,558 5,349 1,336 4,962 4,962 4,962 0.00% Repairs and Maintenance 3,600 100.00% Conferences and Training 329 2,844 15 1,000 1,000 1,000 0.00% Professional Services 33,248 25,366 84,265 90,125 117,252 105,125 16.64% Other Contract Services 62,217 24,692 33,468 30,000 30,000 30,000 0.00% Expense Allowances 3,645 2,291 3,946 6,050 6,050 11,450 89.26% Other Expenses 1,000 OPERATING EXPENSES 108,996 60,542 123,030 132,137 159,264 156,137 18.16% NON-OPERATING EXPENSES Transfers to Other Funds 79,145 73,789 -6.77% NON-OPERATING EXPENSES 79,145 73,789 -6.77% Total 450,605 417,716 478,722 834,810 892,493 881,629 5.61% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22,and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Professional Services are for improvements in business retention and attraction to the City of Huntington Beach. The increase in Expense Allowances is for the provision of an Auto Allowance per the City's various labor union Memorandums of Understanding (MOUs). 226 Community Development Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Housing PERSONNEL SERVICES Salaries, Permanent 39,491 44,179 80,463 103,035 130,476 186,980 81.47% Salaries,Temporary 23,691 38,961 38,942 47,500 47,500 60,000 26.32% Leave Payouts Benefits 21,775 27,078 49,222 29,418 47,194 52.212 77.48% PERSONNEL SERVICES 84,958 110,218 168,627 179,953 225,170 299,192 66.26% OPERATING EXPENSES Equipment and Supplies 1,013 575 3,000 3,000 3,000 0.00% Repairs and Maintenance 656 Conferences and Training 1,500 1,500 1,500 0.00% Professional Services 31,907 49,732 28,776 60,000 40,000 160,000 166.67% Other Contract Services 1,444 4,424 Payments to Other Governments 165,680 184,629 165,543 165,000 185,000 -100.00% Expense Allowances 5,400 100.00% OPERATING EXPENSES 200,044 240,016 194,320 229,500 229,500 169,900 -25.97% CAPITAL EXPENSES Land Purchase 55,019 CAPITAL EXPENDITURES 55,019 NON-OPERATING EXPENSES Transfers to Other Funds 17,776 28,654 61.19% NON-OPERATING EXPENSES 17,776 28,654 61.19% Total 285,001 350,234 417,966 427,229 454,670 497,746 16.51% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Temporary Salaries was moved to the Housing Division from the Administration, Planning and Code Enforcement Divisions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Increases in Professional Services are for staff augmentation in order to assist with various department projects. The increase in Expense Allowances is for the provision of an Auto Allowance per the City's various labor union Memorandums of Understanding (MOUs). Payments to Other Governments were moved to the Non-Departmental Department. 227 Community Development Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Ocean View Estates PERSONNEL SERVICES Salaries, Permanent 32,394 45,013 28,817 60,541 66,339 80,069 32.26% Benefits 19,489 24,518 16,673 21,939 32,400 28,586 30.30% PERSONNEL SERVICES 51,883 69,531 45,490 82,480 98,739 108,655 31.73% OPERATING EXPENSES Equipment and Supplies 100 100 200 100.00% Repairs and Maintenance 3,975 19,611 60,000 60,000 72,720 21.20% Professional Services 13,906 Other Contract Services 22,401 16,918 57,622 28,000 28,262 15,180 -45.79% OPERATING EXPENSES 40,282 16,918 77,233 88,100 88,362 88,100 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 10,461 12,270 17.29% NON-OPERATING EXPENSES 10,461 12,270 17.29% Total 92,165 86,449 122,723 181,041 187,101 209,025 15.46% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Changes within Operating Expenses are due to a re-distribution of budget across expenditure categories. 228 Community Development Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Specific Events(1oi) PERSONNEL SERVICES Salaries, Permanent 803 2,291 Salaries, Temporary 322 1,406 Salaries, Overtime 11,864 18,790 9,047 50,000 50,000 50,000 0.00% Benefits 1,864 3,287 1,112 PERSONNEL SERVICES 14,853 25,774 10,159 50,000 50,000 50,000 0.00% OPERATING EXPENSES Other Contract Services 174 OPERATING EXPENSES 174 Total 14,853 25,948 10,159 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 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00101 Specific Events 37,246 17,588 50,000 50,000 50,000 Total 37,246 17,588 50,000 50,000 50,000 229 Community Development Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Community Development Block Grant(215,239,248,815,859- 861,863,1208,1219,1235) PERSONNEL SERVICES Salaries, Permanent 196,353 225,052 226,483 189,457 189,457 235,556 24.33% Salaries,Temporary 49,832 35,433 35,109 50,000 45,421 60,772 21.54% Salaries, Overtime 3,137 210 1,912 36,909 36,909 37,913 2.72% Leave Payouts 612 Benefits 111,892 128,198 124,046 69,239 101,925 82,049 18.50% PERSONNEL SERVICES 361,215 389,505 387,550 345,605 373,712 416,290 20.45% OPERATING EXPENSES Equipment and Supplies 447 9,157 Professional Services 36,351 83,003 1,388,754 225,908 2,406,881 151,969 -32.73% Other Contract Services 67,671 65,804 72,619 42,177 113,859 46,500 10.25% Contribution to Private Agency 40,000 65,000 80,000 80,000 80,000 85,000 6.25% Payments to Other Governments 80,000 30,000 79,956 265,000 80,000 222,000 -16.23% Other Expense 36,411 OPERATING EXPENSES 260,434 243,807 1,621,777 613,085 2,689,897 505,469 -17.55% CAPITAL EXPENDITURES Land Purchase 989,000 Improvements 974,732 249,989 415,621 100.00% Vehicles 41,000 CAPITAL EXPENDITURES 1,963,732 249,989 41,000 415,621 100.00% NON-OPERATING EXPENSES Debt Service Expenses 444,166 Transfers to Other Funds 159,008 806,488 32,686 36,559 11.85% Loans Made 46,425 120,000 NON-OPERATING EXPENSES 444,166 205,433 806,488 32,686 120,000 36,559 11.85% Total 3,029,547 1,088,734 2,815,815 991,376 3,224,610 1,373,939 38.59% 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 & 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. 230 Community Development Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Block Grant(215,239,815,854,859- 861,863,962,1208,1219,1235) (continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00215 Rehabilitation Loans 367,334 805,417 130,887 00239 CDBG^ 1,075,969 915,450 676,921 991,376 991,376 1,373,939 382,563 00248 CDBG CARES Funding 101,754 2,028,847 00863 CDBG 13/14 665 36,346 01208 CDBG 14/15 3,830 01235 CDBG 16/17 15,424 ACDBG Fund is managed by the Community Development Department,however,program funds are allocated across multiple departments. Funding reflected here pertains specifically to the Community Development Department. For FY 2022/23,the remaining revenue of$40,000 can be found in the Community&Library Services section. Total 1,463,223 1,757,212 909,563 991,376 3,020,223 1,373,939 _ 382,563 231 Community Development Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year HOME Program (240,843,854, 1209,1220,1236) PERSONNEL SERVICES Salaries, Permanent 19,330 15,915 14,240 23,207 100.00% Salaries, Temporary 28,852 100.00% Benefits 11,828 10,929 8,039 6,163 100.00% PERSONNEL SERVICES 31,158 26,844 22,280 58,222 100.00% OPERATING EXPENSES Conferences and Training 86 Professional Services 61,517 55,602 1,850,751 2,279,090 698,402 -62.26% Payments to Other Governments 260,863 822,678 571,553 93,294 OPERATING EXPENSES 260,949 884,195 627,154 1,850,751 2,372,384 698,402 -62.26% NON-OPERATING EXPENSES Transfers to Other Funds 464,879 3.601 100.00% NON-OPERATING EXPENSES 464,879 3,601 100.00% Total 292,107 911,039 1,114,313 1,850,751 2,372,384 760,225 -58.92% Significant Changes HOME funds are being used for two Tenant Based Rental Assistance (TBRA) Programs and Affordable Housing Projects, as well as administration costs. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00240 HOME Program 89,463 560,137 676,139 1,850.751 2,372,384 760,225 (1,612,159) 00843 HOME Program 13/14 9,137 00854 HOME Program 06/07 1,591,189 01209 HOME Program 14/15 2,378 01220 HOME Program 15/16 69,506 148,678 01236 HOME Program 16/17 54,892 247,451 Total 225,375 2,547,456 676,139 1,850,751 2,372,384 760,225 (1,612,159) 232 Community Development Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Parking In-Lieu (308) OPERATING EXPENSES Professional Services 30,000 60,000 100,000 233.33% Other Contract Services 30,000 30,000 -100.00% OPERATING EXPENSES 60,000 90,000 100,000 66.67% Total 60,000 90,000 100,000 66.67% Significant Changes Parking In-Lieu fees are collected as development occurs in the City's downtown area. Fees are used to create additional parking opportunities or improvements to parking in the downtown area. The increase in Operating Expenditures is for a study to identify opportunities to create new public parking downtown. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00308 In-Lieu Parking Downtown 67,743 18,336 115,018 66,639 66,639 393,809 327,170 Total 67,743 18,336 115,018 66,639 66,639 393,809 327,171 233 Community Development Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations and Other Grants OPERATING EXPENSES Equipment and Supplies Professional Services 196,626 506,532 OPERATING EXPENSES 196,626 506,532 Total 196,626 506,532 Significant Changes No significant changes. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00715 State Grants 125,967 693,705 (693,705) Total 125,967 693,705 (693,705) 234 City of Huntington Beach r/�4 NVhT�T 02BT Community & Library Services ,Q I Adopted — FY 2022/23 -11 Director of Community&Library Services Deputy Director of Community&Library Services ADMINISTRATION Principal Administrative Analyst Administrative Aide Administrative Assistant FACILITIES&EVENTS � C C PROGRAMS&SERVICES LIBRARY&CULTURAL SERVICES J� C Community Services Manager Community Services Manager Community Services Manager PARKING&CAMPING Community Services Recreation Supervisor fItII TURAL SERVICFS Supervisor Parking&Camping Facilities Senior Supervisor Cultural Affairs Parking&Camping Crewleader SENIOR SFRVICFS Community Services Recreation Specialist Parking&Camping Leadworker Senior Supervisor Human Services Parking&Camping Assistant Administrative Secretary LIBRARY SFRV1CF,S Community Services Recreation Specialist Social Services Supervisor Principal Librarian Volunteer Services Coordinator Librarian PARKING MFTERS Senior Services Transportation Coordinator Administrative Assistant Parking&Camping Leadworker Office Assistant II Library Specialist Parking Meter Repair Worker(2) Media Services Specialist SENIOR RECREATION SPECIFIC FVFNTS Community Services Recreation Supervisor YOUTH &FAMII Y PROGRAMMING Community Services Recreation Supervisor Community Services Recreation Specialist(2) SERVI(:FS Community Services Recreation Specialist Senior Librarian ITY GYM&POOI Librarian(2) FACILITY RFNTAI S Community Services Recreation Supervisor Library Services Clerk(3) Community Services Recreation Specialist FACILITY&CONCFSSION AGRFFMFNTS PUBLIC&COMMUNITY OUTRFACH FnISON COMMUNITY CENTER SERVICES Community Services Recreation Supervisor Senior Librarian(2) Community Services Recreation Specialist Librarian(2) Literacy Program Specialist(2) IvIURDY COMMUNITY CENTER Library Specialist Community Services Recreation Supervisor Library Services Clerk(2.50) Community Services Recreation Specialist TECHNOLOGY&SUPPORT SFRVICFS Senior Librarian Librarian Senior Library Specialist(.75) Library Services Clerk Accounting Technician II(2) 235 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 services programs. These include !! special events at the City's parks, beaches, and community facilities, including major E 1 ' annual eventIc ! ch as the Vans U.S. O b _ ` IM of Surfing ahe Pacific Airshow. ' '�+ • `�`"� Department y r. Parking Structure, and all on-street metered 1 parking throughout the City. The Department participates on 16 boards, commissions, task forces, and community 4- groups. Traditional Library Services continue to provide seniors, children, and students a book and information rich environment,while our literacy programs and online presence use evolving tools to help users change their(and our)future. Administration, Parks & Development Division Administration oversees and supports the functions of the Department's three 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 and private / \ partnerships with corporations, agencies, and 4 non-profits such as the Huntington Beach Council ® .,. ht,�A • on Aging, Hoag Memorial Hospital Presbyterian, Orange Coast Memorial Medical Center, and Children's Bureau of Southern California that allow the City to provide a higher level of service • and a greater number of programs. Support staff - process requisitions and refunds, perform payroll and hiring functions, as well as administrative ; assistance with Requests for Council Actions (RCAs), Requests for Legal Services (RLSs), drafting contracts and agreements, and :. concession leases. Park Development is another function within the Administration Division which 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 facilities. Responsibilities also include authoring and managing various grants and public/private partnerships to help fund these projects, while engaging the community to keep the Parks& Recreation Master Plan up-to-date. 236 Community & Library Services Department Descriptions Facilities & Events Division 1,..°701This Division coordinates the multi-departmental ` Specific Event permit process for major events like the t + Vans U.S. Open of Surfing and the Pacific Airshow at ' ! !Ai.0 lk iiTV- - ' the beach, Pier Plaza, parks, and other locations, as • „ well as the beach special event permitting process. w� ;;;Vail _ = ' « - I f*Irk • '. T a3 , ter, x - ; r , ldrrr .!_ The Division oversees facility agreements in City parks °E : y"; '� �'if and beaches, and participates in the planning of all ----`` �" _'••_.Y v^",` • , v .• park concession related activities. The Division is also . .�0_ ` e. , ;' ', • .. i responsible for the oversight of the Huntington Central ' ''(a s} '�4: '`",K ` Park (HCP) Sports Complex, Adventure Playground, rx ,;, v as well as Clubhouse facility rentals. The Parking/Camping and Parking Meter sections of this division include the management of the Sunset Vista RV Campground, the Main Promenade Parking Structure, the City's attended lots south of the pier, on-street meters and off-street lots. Responsibilities include revenue collection, traffic management, staffing, facility maintenance, and equipment repairs. Programs & Services Division This Division is responsible for planning, coordinating, and staffing the City's Recreation and Human Services YPARK ' \ lo'* (STORY programs. The Recreation section manages and operates the Murdy and Edison Community Centers, as ` " well as the City Gym and Pool. In addition, Recreation - is responsible for programming the Senior Center in E Central Park. _ -` Recreation programs are available through the SANDS Recreation, Community and Library Services Guide and can be found online at hbsands.org. Programs include year-round activities such as instructional classes;adult, youth, and peewee sports; aquatics, recreation events .,"' "� `� and programs such as "Friday Night Funtime Dances," the "Family Camp Out," "Breakfast with Santa", and the ,�I A ` A. iw huntin, chca.guv/m7rarksaadreot¢ry } "Summer Surf Contest;" as well as seasonal programs '•• such as summer sports programs and Camp HB. y ' '` r' ' ` r Senior Services liaises with the Huntington Beach ` c o Council on Aging (COA) and oversees the ■��"� 5t St, , AP-A operation of the Senior Center in Central Park, as kit1, well as the management and development of senior programs, including senior recreation, transportation, meals, and care management. A f , ,° fitness center and fitness programs are also - , ' .g § featured in the Senior Center in Central Park. ' a Programs and Services also provides contract c::a'S,. management for the Oak View Family Resource ,� Center and liaises with the various collaborative \, , i partners in the Oak View area. 237 Community & Library Services Department Descriptions Library & Cultural Services Division ?p /� Library and Cultural Services is ��f � k t- is y t responsible for the operation of t }r. .•' ? , , �\,I -` .� r~ :,� Huntington Central Library located in `5;'�C� r�., .'+� E.;` ; , Huntington Central Park and four . f '" { '.• , . ';".-. branches (Main Street, Oak View, k "' , �n • Banning, and Helen Murphy), as well as t` �` � • ,, , „ the Huntington Beach Art Center. This ' ;l 1 ¢ � Division serves as the liaison to various 441 library affiliated community groups, such ' ' , y f , as the Friends of the Library and the - 1 • �` . -, -.- 4. Friends of the Children's Library, as well ,.,,. I. N MO I -. , - as the Art Center Foundation. •4 ', i« = E, `,, Library Services includes Youth Services and Family Programming, Public = Services and Community Outreach, including Literacy, Technology and s .F 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 section offers a variety of story times seven days a week. Public Services and Community Outreach is responsible for all customer service functions of the Huntington Beach Public Library, including research and information services, as well as programs for adults. Literacy Services held at Huntington 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-juried exhibitions. The Art Center also provides a variety of instructional classes for children and adults, as well as summer day camps. ii ill177:11111 iYA ' 238 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 response as needed. • Manage the Department, providing oversight, planning, budget preparation and management, as well as clerical support. • Implement the Citywide Strategic Planning �R Objectives, as well as the goals and objectives V � :.,. of the Department. ' + i ! .- , • • Serve as Manager/Staff Liaison to the �� _ Community& Library Services Commission. 4 • • Liaise with City boards, commissions, task l ? �} forces, committees, foundations, and other ' community groups. •� X 1-ti ,'� -_ ;i _ , Develop partnerships/sponsorships with private` and non-profit organizations. r '� • Liaise with the Friends of Shipley Nature Center, Huntington Central Park Collaborative, - . •0 — :-- '" and the Huntington Beach Community Garden 'a organizations. • Process refunds, special permits, and contract .,, negotiation and administration. • Prepare and coordinate Capital Improvement Program (CIP)park/facility project submissions and development. • Prepare grant applications and monitor funds. Facilities & Events Division • Manage park use issues. • Coordinate clubhouse facility rentals and ,. maintenance. 4°'� ilf` • Manage concession agreements in City �` 40 parks, beaches, and Meadowlark Golf . , Club. l . _ • Oversee Special and Specific events. ft -� `"'6 • Operate and manage the beach and Pier ,,, • Plaza parking lots, Main Promenade -_ �,�t • !' T Parking Structure (MPPS), and Sunset 1{pjjiittttt `Minn __It -; __ = 1 Vista RV Campground. • Oversee contracted management of the - HCP Sports Complex including eight , softball fields, four artificial turf soccer fields, batting cages and a team room. • Collect revenue from the South Beach A attended lots, Pier Plaza, MPPS, Sports Complex, Bluff Top lots, Warner Fire Ir Station, and all metered spaces. • Manage MOUs with HB Community Garden and HB Historical Society. • Manage License Agreements with Huntington Valley, Huntington West, and Seaview Little Leagues. 239 Community & Library Services Ongoing Activities & Projects Programs & Services Division • Provide coordinated recreation classes, workshops, a:E."';� summer camps, tennis, aquatics, and special �-:�,�,a4 P ' events for all ages. • Process recreational class instructor payments for .41•100. over 125 instructors. . • Operate Murdy and Edison Community Centers, City \ 1111 ilt 11 li Gym and Pool,and the Senior Center in Central Park. M ' .11 'i� �'t • Produce and distribute the SANDS Recreation,YLibrary !!! li )E Communit & Services Guide both online and t + ; a �''+ 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. 7 ' • Provide youth, adult, and adaptive sports programs. II Library & Cultural Services Division • Collaborate with various library support groups and charitable organizations in their fundraising activities and programs for the Library. • Provide a variety of story times throughout the community to foster early childhood literacy. • Offer engagement activities for children and teens, including classes, author talks, crafts and more. • Recruit teen and adult volunteers to assist with programs and support group activities. k. • Offer a variety of programs and workshops for adults in the community, r" including training in computers and 1 . digital resources. ,, 10- s --• • Recruit and train volunteer literacy .r tutors and students .. • Support and coordinate activities , - l M es;+' associated with the Veteran's Resource ` ` ` " �''_° -' 3 �' Center at the Central Library. , 'l"-111 `i,, ^` ''V4,' 4. 4 • Manage the print and electronic .-t` 1 collection by ordering, cataloging, \. ` x "' 41,4.7 processing, and sorting through materials. - Mil • Support public computing via computer "---'' ',0► labs, internet access, websites, and databases. • Support library functions utilizing technology. • Continue to assess the Library's digital collections to expand and improve access to eBooks and other digital resources. • Program art camps, art classes, and special exhibitions and programs at the Huntington Beach Art Center. 240 Community & Library Services Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal FACILTIES&EVENTS Goal: 1. Perform a minimum of 30 field audits of parking lot ticket sales and cash collected by gate attendants. _ $Measure: #of audits conducted 30 30 30 Goal: 2. Perform audits of meter revenue on a quarterly basis. Measure: #of audits performed N/A 4 4 Goal: 3. Process a minimum of 70 Specific Event permits and 100 Special Event permits annually. (ad Measure: #of Specific Event/Special Event Permits N/A 68/69 75/80 LIBRARY&CULTURAL SERVICES Goal: 4. Provide youth engagement opportunities through online and in-person story times and programming. (241) Measure: #of participants in children's programs and events N/A 18,000 15,000 Goal: 5. Expand the number of instructional arts classes offered in the SANDS Program Guide. Measure: #of new classes presented in the SANDS Program N/A 2 2 Guide each season Goal: 6. Provide library materials to enrich the community by circulating books, media,and digital content. 41) Measure: #of items circulated 725,000 900,000 900,000 241 Community & Library Services Performance Measures FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal PROGRAMS&SERVICES Goal: 7. Coordinate a minimum of two (2) community recreation events per center per year. (11) Measure: #of coordinated special events N/A 6 6 Goal: 8. Offer six (6) new online or outdoor classes annually. * (1a) Measure: #of new classes offered. N/A 6 N/A Goal: 9. Present two new recreational classes in the SANDS per quarter.* (21) Measure: # of new classes in the SANDS Program Guide N/A N/A 2 each season Goal: 10. Recruit and train new volunteers to enhance programs and service delivery. 41) Measure: #of volunteers N/A 200 75 After COVID reopening *Goal 8 is being replaced by Goal 9 beginning FY 2022/23 Accomplishments & Objectives FY 2021/22 Accomplishments (with continuation of COVID 19 Restrictions) Administration Division • Continued the reorganization of the Community&Library Services Department comprising of three operating divisions, including Facilities and Events, Programs and Services, and Library and Cultural Services with a total of 62.25 full-time employees. • Continued the management and coordination of the Department's response to the closure of public facilities associated with COVID-19. • Completed a Request for Proposals and successfully contracted with a new security vendor to provide expanded services in Huntington Central Park and other facilities citywide. • Completed the final draft of the five-year update of the Parks and Recreation Master Plan. • Submitted a California State Parks Outdoor Equity Program grant to develop a multi-year program for underserved youth and families, providing educational experiences in natural environments throughout southern California. • Completed the commissioning and installation of the Central Park Public Art project,entitled"To See Yourself in Nature." • Completed construction of the 5tt' new restroom building in Huntington Central Park near the amphitheater in partnership with Public Works. • Completed Edison Community Center interior improvements in partnership with Public Works. 242 Community & Library Services Accomplishments & Objectives • Completed playground improvements at Sun View Park as part of the Prop 68 Per Capita Statewide Park Development and Community Revitalization Program. • Completed playground improvements at Glen View Park. • Completed construction of Lake Park improvements in partnership with Public Works. • Completed the railing portion of the Bluff Top Park State and park funded project with Public Works. • Initiated conceptual design plans for Edison Park improvements. • Completed the bid award and began construction of the Rodgers Seniors' Center Site Redevelopment project in partnership with Public Works. • Completed the Central Park West playground installation. • Initiated design improvements to the Huntington Central Park Disc Golf Course. • Completed Phase 1 of Huntington Beach Sports Complex LED retrofit. Facilities & Events Division • Initiated a Request for Proposals and successfully contracted for the operation of the Huntington Central Park Sports Complex, effective September 2021, as well as contracted maintenance of the City's outlying fields. • Coordinated the successful premier of the Surf City Winter Wonderland Ice Rink at Pier Plaza through a multi- year contract with Ice America. • Processed over 68 permits for major citywide events on the beach, Pier Plaza or other locations. • Processed over 69 permits for special events on the beach. • Processed approximately 300 clubhouse rental reservations. • Provided parking for 840,000 vehicles at beach lots and the Main Promenade Parking Structure. • Provided over 2.5 million hours of paid parking at smart meters and pay stations. • Renovated the Sunset Vista RV Campground, in conjunction with Public Works, including paving, reconfiguring of the space to add three (3)additional spaces, and new electrical hook-ups pedestals. • Implemented a new, more efficient online camping system to provide easier bookings for customers. • Tested and selected a new pay station vendor for the deployment of pay-by-plate pay stations. • Tested and deployed a new vehicle-mounted License Plate Reader(LPR)system in conjunction with the Police Department Parking Control in order to allow for more efficient enforcement. • Replaced remaining coin only meters downtown so all meters in the downtown area accept credit cards. • Built and introduced Phase 1 of the new online parking permit system. • Updated municipal codes to improve enforcement of quality of life and parking issues. • Initiated a Request for Proposals(RFP)and successfully contracted for the operation of a new weekly artisan fair at Pier Plaza. • Worked with the event production contractor in planning the return of the traditional 4'of July Parade, 5k run, and a new four-day festival at the Pier. Programs &Services Division • Hosted a Grand Opening for the new Skate Spot at Edison Community Center. • Painted pickleball lines at two city facilities to expand playing opportunities. • Provided a variety of recreation events to the community, including Breakfast with Santa, Fall Festival, Overnight Family Campout, Easter Hunt, as well as Senior Dances and Concerts. • Released and awarded an RFP for Surf Instruction and Surf Camps on the beach. • Provided a two-week summer sports camp to the Oak View community. • Supported monthly Oak View community clean-ups. • Started an Adaptive Swim program at the City Gym and Pool. • Offered six weeks of Camp HB, plus various recreational camps totaling over 1,500 participants. • Organized a blood drive in collaboration with UCI Health. • Managed over 36,000 volunteer hours in support of Senior Services programs valued at nearly$1 million. • Negotiated a new agreement with Hoag Memorial Hospital Presbyterian for an annual donation of$100,000 for sponsorship of the Hoag Health and Wellness Pavilion for five consecutive years. • Initiated over 6,200 telephone calls to seniors. • Delivered almost 85,000 meals to seniors through the Home Delivered Meals (HDM) program. 243 Community & Library Services Accomplishments & Objectives • Distributed approximately 55,000 lunches as part of the frozen meal Grab &Go program due to COVID. • Supported over 400 ongoing clients through senior care management in-person direct services. • Logged nearly 14,000 free"Seniors on the Go"transportation trips. Library&Cultural Services Division • Achieved 20% membership growth at the Art Center through three discounted membership drives. • Applied for and received a$20,000 grant for the Art Center from Supervisor Foley/Arts Orange County. • Presented a modified Family Arts Day with more than 350 participants. • Reopened all Library branch locations following the COVID closures. • Began offering in-person story times for a combined attendance of 8,000 between virtual and in-person. • Offered three reading challenges with 3,700 participants. • Received a competitive national grant for an Inclusive Internship Initiative program through the Public Library Association in the amount of$3,500. • Received multiple State grants for patron-requested books, as well as an expanded hotspot program, totaling $36,000. • Received an $18,000 State grant to launch English as a Second Language (ESL) literacy services. • Held multiple outreach events, including the End of Summer Celebration and a Hispanic Heritage Fiesta with 750 and 350 attendees respectively. • Served 284 adult learners in Literacy Services through one-on-one tutoring, citizenship classes, Career Online High School, and other programs. • Hosted 1,000 hours of Makerspace appointments. FY 2022/23 Objectives Administration Division • Continue increased collaboration with State of California Dept.of Parks and Recreation,as well as OC Parks. • Increase Community Services brand recognition through continued promotion of statewide Parks Make Life Better campaign. • Complete the merger 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 construction of the 6th and final Gothard-side restroom replacement in Huntington Central Park. • Complete construction of the Rodgers Seniors' Center Site Redevelopment. • Complete the design phase of 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 Park tennis courts. • Present final drafts of the Parks and Recreation and Library Facilities Master Plans to City Council. Facilities & Events Division • Continue researching and attracting new special events that bolster business in the City. • Oversee the management of concession leases on park and beach property. • Replace remaining coin-only meters along Beach Blvd. and in residential areas with smart meters. • Add additional lighting to the hallways at the Main Promenade Parking Structure. • Deploy a handheld Point of Sale (POS) system at the attended South Beach lots for better accounting and statistics. • Select and deploy a new mobile payment parking app vendor. 244 Community & Library Services Accomplishments & Objectives • Implement Phases 2 and 3 of the new online parking permit system to include residential and employee monthly permits. • Install Wi-Fi for guests of the Sunset Vista RV Campground. • Upgrade pay stations at the Huntington Central Park Sports Complex to include pay-by-plate technology. 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. • Develop, implement and evaluate strategies to reduce homeless activity in parks. • Develop and implement a marketing plan for each of the four seasons. • Implement a variety of recreational programming to meet the various community needs. • Release an RFP for the purchase of new recreation class registration software that is more user friendly for our patrons with better reporting capabilities. • Evaluate sponsorship opportunities to support cost recovery initiatives. 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& Cultural Services. • Pursue grants and fundraising opportunities to support and enhance Library&Cultural Services. • Expand the roster of Art Class contract instructors. • Present an open call photography exhibition. 245 Intentionally Left Blank imam . N II3 0 246 Community & Library Services Adopted Budget - FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses - 24% Capital Expenditures -..411111141111111111 30% Non-Operating f Expenses Personnel Services ,___ 5% 61% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 10,631,737 10,560,931 9,545,046 9,813,542 11,722,686 10,904,254 Operating Expenses 4,561,714 4,216,309 3,028,726 3,843,241 5,384,344 4,287,386 Capital Expenditures 1,947,121 4,069,536 3,996,153 4,310,440 10,903,940 1,770,000 Non-Operating Expenses 442,881 442,881 442,881 1,263,945 442,881 811,514 Total Expenditures by Category 17,583,453 19,289,657 17,012,806 19,231,168 28,453,851 17,773,154 Expenditures by Fund \\ 00100 General Fund , 81% 00101 Specific Events 5% Au_ Donations&Grants 71111411pt 2% Park Funds 9% Other Funds 3% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 13,188,542 12,734,747 11,360,145 13,541,325 14,298,732 14,405,373 00101 Specific Events 611,438 519,610 9,906 643,500 988,231 803,250 Donations&Grants 1,110,874 1,197,918 964,356 456,771 1,931,904 332,968 Park Funds 1,595,510 4,152,528 4,113,585 4,071,370 10,199,001 1,663,361 Other Funds 1,077,090 684,854 564,814 518,202 1,035,983 568,202 Total Expenditures by Fund 17,583,453 19,289,657 17,012,806 19,231,168 28,453,851 17,773,154 247 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 4,575,004 4,342,414 4,204,669 4,758,123 5,508,054 5,220,696 9.72% Salaries,Temporary 2,250,058 2,262,037 2,085,501 2,422,618 2,760,034 2,925,806 20.77% Salaries, Overtime 608,152 526,604 24,750 635,470 635,470 638,470 0.47% Leave Payouts 267,196 247,756 194,379 Benefits 2,931,327 3,182,120 3,035,748 1,997,331 2,819,128 2,119,282 6.11% PERSONNEL SERVICES 10,631,737 10,560,931 9,545,046 9,813,542 11,722,686 10,904,254 11.11% OPERATING EXPENSES Utilities 94,100 100,080 99,315 141,700 141,755 174,000 22.79% Equipment and Supplies 1,232,675 1,276,619 1,051,195 793,089 1,743,197 779,932 -1.66% Repairs and Maintenance 390,800 354,699 346,659 420,746 464,386 554,744 31.85% Conferences and Training 6,929 4,734 409 2,600 2,600 4,600 76.92% Professional Services 130,802 178,554 295,470 150,923 371,900 156,429 3.65% Other Contract Services 2,509,794 2,152,269 1,190,098 2,204,331 2,521,654 2,522,084 14.41% Rental Expense 98,378 83,721 13,538 54,700 63,700 61,197 11.88% Insurance 52,984 37,511 7,410 39,352 39,352 -100.00% Payments to Other Governments 15,125 Expense Allowances 24,926 21,771 22,821 33,600 33,600 33,600 0.00% Other Expenses 5,202 6,351 1,811 2,200 2,200 800 -63.64% OPERATING EXPENSES 4,561,714 4,216,309 3,028,726 3,843,241 5,384,344 4,287,386 11.56% CAPITAL EXPENDITURES Land Purchase 316,800 316,050 Improvements 1,630,321 4,027,034 3,680,103 4,310,440 10,726,209 1,770,000 -58.94% Equipment 177,731 Vehicles 42,502 CAPITAL EXPENDITURES 1,947,121 4,069,536 3,996,153 4,310,440 10,903,940 1,770,000 -58.94% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442,881 442,881 1,263,945 442,881 811,514 -35.80% NON-OPERATING EXPENSES 442,881 442,881 442,881 1,263,945 442,881 811,514 -35.80% Grand Total 17,583,453 19,289,657 17,012,806 19,231,168 28,453,851 17,773,154 -7.58% General Fund 13,188,542 12,734,747 11,360,145 13,541,325 14,298,732 14,405,373 6.38% Other Funds 4,394,911 6,554,910 5,652,661 5,689,843 14,155,119 3,367,781 -40.81% Grand Total 17,583,453 19,289,657 17,012,806 19,231,168 28,453,851 17,773,154 -7.58% Personnel Summary 64.25 64.25 60.25 60.25 62.25 62.25 0.00 , 248 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 4,222,575 4,078,452 3,915,459 4,529,912 4,959,335 4,973,189 9.79% Salaries,Temporary 1,952,449 1,919,308 1,810,763 2,323,081 2,458,683 2,805,806 20.78% Salaries, Overtime 19,534 21,082 18,246 21,470 21,470 18,470 -13.97% Leave Payouts 248,368 234,876 190,970 Benefits 2,768,873 2,999,803 2,842,666 1,900,749 2,682,442 2,013,649 5.94% PERSONNEL SERVICES 9,211,799 9,253,522 8,778,103 8,775,212 10,121,930 9,811,114 11.80% OPERATING EXPENSES Utilities 47,425 59,050 45,270 81,700 81,755 114,000 39.53% Equipment and Supplies 627,327 563,517 526,842 779,589 841,832 755,652 -3.07% Repairs and Maintenance 348,976 340,227 343,354 408,746 452,386 542,744 32.78% Conferences and Training 6,067 4,734 409 2,600 2,600 4,600 76.92% Professional Services 120,923 120,923 126,429 4.55% Other Contract Services 2,379,321 1,960,959 1,188,046 2,029,629 2,107,073 2,193,632 8.08% Rental Expense 50,933 50,073 3,470 43,700 52,700 50,197 14.87% Insurance 52,984 37,511 7,410 39,352 39,352 -100.00% Expense Allowances 23,915 21,771 22,821 33,600 33,600 33,600 0.00% Other Expenses (3,086) 502 1,539 1,700 1,700 300 -82.35% OPERATING EXPENSES 3,533,862 3,038,344 2,139,161 3,541,539 3,733,921 3,821,154 7.90% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442,881 442,881 1,224,574 442,881 773,105 -36.87% NON-OPERATING EXPENSES 442,881 442,881 442,881 1,224,574 442,881 773,105 -36.87% Total 13,188,542 12,734,747 11,360,145 13,541,325 14,298,732 14,405,373 6.38% Personnel Summary 58.91 58.91 56.41 56.41 58.41 58.50 0.09 249 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 367,727 346,616 397,966 630,053 650,063 682,283 8.29% Salaries,Temporary 19,258 30,070 26,925 31,809 31,809 31,809 0.00% Salaries, Overtime 2,153 Leave Payouts 26,359 14,235 21,482 _Benefits 225,769 266,758 251,709 204,948 313,645 205,199 0.12% PERSONNEL SERVICES 639,114 659,832 698,082 866,810 995,517 919,291 6.05% OPERATING EXPENSES Equipment and Supplies 12,690 22,547 5,016 4,704 4,704 4,704 0.00% Repairs and Maintenance 2,000 2,000 2,000 0.00% Conferences and Training Other Contract Services 100 750 Expense Allowances 8,908 6,086 7,015 12,000 12,000 12,000 0.00% Other Expenses 55 65 OPERATING EXPENSES 21,598 28,788 12,846 18,704 18,704 18,704 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 108,697 99,537 -8.43% NON-OPERATING EXPENSES 108,697 99,537 -8.43% Total 660,712 688,620 710,928 994,211 1,014,221 1,037,532 4.36% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22,and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 250 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Facilities and Events PERSONNEL SERVICES Salaries, Permanent 846,759 788,874 736,996 836,259 903,657 913,827 9.28% Salaries,Temporary 682,202 701,230 757,186 773,389 811,392 749,470 -3.09% Salaries, Overtime 10,039 9,372 15,546 12,600 12,600 9,600 -23.81% Leave Payouts 139,455 127,823 79,123 Benefits 620,730 665,803 640,407 384,086 528,485 414,441 7.90% PERSONNEL SERVICES 2,299,185 2,293,102 2,229,256 2,006,334 2,256,134 2,087,338 4.04% OPERATING EXPENSES Utilities 41,592 55,634 43,652 75,500 75,555 90,400 19.74% Equipment and Supplies 143,663 123,538 133,962 139,461 139,461 64,041 -54.08% Repairs and Maintenance 257,717 238,949 231,517 257,125 303,115 359,125 39.67% Conferences and Training 2,142 1,095 1,500 1,500 2,000 33.33% Professional Services 120,923 120,923 126,429 4.55% Other Contract Services 217,151 209,620 244,263 91,532 174,882 245,310 168.00% Rental Expense 5,191 3,924 3,120 4,200 4,200 5,907 40.64% Expense Allowances 6,515 6,897 7,053 10,800 10,800 10,800 0.00% Other Expenses (4,835) 340 1,327 OPERATING EXPENSES 669,137 639,997 664,894 701,041 830,436 904,012 28.95% NON-OPERATING EXPENSES Transfers to Other Funds 144,399 140,067 -3.00% NON-OPERATING EXPENSES 144,399 140,067 -3.00% Total 2,968,322 2,933,099 2,894,150 2,851,774 3,086,570 3,131,417 9.81% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Changes in Temporary Salaries, Overtime, and Operating Expenses are largely due to the reallocation of funds between divisions within the department, as well as the implementation of a new citywide park and park ranger security contract in FY 2021/22. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 251 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Library Services PERSONNEL SERVICES Salaries, Permanent 784,829 771,741 688,832 698,695 754,217 641,837 -8.14% Salaries, Temporary 259,386 263,399 240,323 288,864 307,090 348,163 20.53% Salaries, Overtime 262 30 Leave Payouts 30,416 15,230 9,737 Benefits 448,422 494,259 421,585 250,700 371,239 227,767 -9.15% PERSONNEL SERVICES 1,523,315 1,544,660 1,360,477 1,238,259 1,432,546 1,217,767 -1.65% OPERATING EXPENSES Utilities 1,166 1,967 815 1,100 1,100 1,100 0.00% Equipment and Supplies 98,548 98,504 73,507 73,700 114,504 88,250 19.74% Repairs and Maintenance 61,781 65,969 53,790 63,400 63,400 58,200 -8.20% Conferences and Training 650 610 379 1,000 1,000 1,000 0.00% Other Contract Services 213,056 183,213 146,758 242,481 243,181 228,766 -5.66% Rental Expense 174 Expense Allowances 6,000 6,046 4,162 5,400 5,400 5,400 0.00% Other Expenses 51 (7) OPERATING EXPENSES 381,252 356,477 279,412 387,081 428,585 382,716 -1.13% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442,881 442,881 563,420 442,881 98,386 -82.54% NON-OPERATING EXPENSES 442,881 442,881 442,881 563,420 442,881 98,386 -82.54% 'Total 2,347,448 2,344,018 2,082,770 2,188,760 2,304,012 1,698,869 -22.38% Significant Changes Changes in Personnel Services (Permanent and Benefits) reflect a redistribution of labor within the department. The increases in Temporary Salaries are largely due to minimum wage impacts, as well as the reallocation of part-time staff within the Library and Cultural Services Division. Changes in Operating Expenses reflect a reallocation of funds between divisions within the department. The portion of Transfers to Other Funds related to the Central Library debt service payment was moved to the Non-Departmental Department. 252 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Programs and Services PERSONNEL SERVICES Salaries, Permanent 864,990 834,854 924,255 1,053,904 1,146,752 1,107,631 5.10% Salaries, Temporary 602,646 497,406 346,681 685,243 742,996 942,811 37.59% Salaries, Overtime 8,969 9,366 2,789 8,870 8,870 8,870 0.00% Termination Pay Outs 44,398 69,240 68,092 Benefits 591,526 634,681 648,656 436,606 618,457 456,564 4.57% PERSONNEL SERVICES 2,112,528 2,045,548 1,990,474 2,184,623 2,517,075 2,515,876 15.16% OPERATING EXPENSES Utilities 2,417 1,428 803 1,100 1,100 500 -54.55% Equipment and Supplies 161,703 176,794 172,804 176,816 185,199 220,749 24.85% Repairs and Maintenance 28,587 35,309 53,347 46,871 46,871 60,323 28.70% Conferences and Training 3,275 2,870 10 100 100 1,600 1500.00% Other Contract Services 1,919,331 1,519,618 761,265 1,662,516 1,655,910 1,681,691 1.15% Rental Expense 45,742 45,975 350 39,500 48,500 44,290 12.13% Insurance 52,984 37,511 7,410 39,352 39,352 -100.00% Expense Allowances 2,492 2,742 4,590 5,400 5,400 5,400 0.00% Other Expenses 1,697 114 147 1,700 1,700 300 -82.35% OPERATING EXPENSES 2,218,229 1,822,361 1,000,725 1,973,355 1,984,132 2,014,853 2.10% NON-OPERATING EXPENSES Transfers to Other Funds 181,851 185,635 2.08% NON-OPERATING EXPENSES 181,851 185,635 2.08% Total 4,330,756 3,867,909 2,991,199 4,339,829 4,501,207 4,716,364 8.68% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The increase in Temporary Salaries is due to increases in minimum wage, as well as a reallocation of funds between divisions within the department. Changes in Operating Expenses reflect a reallocation of funds between divisions within the department, as well as contractual rate adjustments. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 253 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Public & Community Outreach Services PERSONNEL SERVICES Salaries, Permanent 761,278 747,246 662,156 706,922 765,036 800,731 13.27% Salaries, Temporary 245,363 250,919 249,687 362,087 375,874 515,784 42.45% Salaries, Overtime 264 49 Leave Payouts 7,740 8,347 11,958 Benefits 522,742 556,338 544,412 347,540 469,499 361,401 3.99% PERSONNEL SERVICES 1,537,387 1,562,899 1,468,213 1,416,549 1,610,409 1,677,916 18.45% OPERATING EXPENSES Utilities 2,250 21 4,000 4,000 -100.00% Equipment and Supplies 35,109 13,804 8,476 61,900 72,234 44,900 -27.46% Repair and Maintenance 890 4,700 12,350 10,000 10,000 -19.03% Conferences and Training 129 Other Contract Services 6,215 13,023 11,100 11,100 14,865 33.92% OPERATING EXPENSES 44,465 26,978 13,176 89,350 97,334 69,765 -21.92% NON-OPERATING EXPENSES Transfers to Other Funds 121,959 122.711 0.62% NON-OPERATING EXPENSES 121,959 122,711 0.62% Total 1,581,852 1,589,876 1,481,389 1,627,858 1,707,743 1,870,392 14.90% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Increases in Temporary Salaries are due both to minimum wage impacts and program service level changes. Changes in Operating Expenses reflect a reallocation of funds within the Library and Cultural Services Division within the department. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 254 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Technology &Support Services PERSONNEL SERVICES Salaries, Permanent 426,162 381,012 269,617 220,286 287,599 422,357 91.73% Salaries,Temporary 126,157 150,469 164,773 160,323 168,156 196,403 22.50% Salaries, Overtime 112 (89) Leave Payouts 577 Benefits 258,549 262,008 184,766 102,587 140,591 181.476 76.90% PERSONNEL SERVICES 810,869 793,601 619,644 483,196 596,346 800,236 65.61% OPERATING EXPENSES Utilities 22,000 100.00% Equipment and Supplies 142,211 95,261 104,640 243,700 246,422 248,700 2.05% Repairs and Maintenance 27,000 27,000 53,096 96.65% Conferences and Training 30 Other Contract Services 23,568 35,384 35,011 22,000 22,000 23,000 4.55% OPERATING EXPENSES 165,779 130,675 139,651 292,700 295,422 346,796 18.48% NON-OPERATING EXPENSES Transfers to Other Funds 38,004 64,751 70.38% NON-OPERATING EXPENSES 38,004 64,751 70.38% Total 976,647 924,276 759,295 813,900 891,768 1,211,783 48.89% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The increase in Temporary Salaries is due both to minimum wage impacts and the reallocation of part-time staff within the Library and Cultural Services Division. Operating Expenses reflect increased software and data costs. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 255 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Youth & Family Programming Services PERSONNEL SERVICES Salaries, Permanent 170,829 208,108 235,638 383,793 452,011 404,523 5.40% Salaries,Temporary 17,437 25,814 25,188 21,366 21,366 21,366 0.00% Benefits 101,136 119,957 151,131 174,282 240,526 166,801 -4.29% PERSONNEL SERVICES 289,402 353,879 411,957 579,441 713,903 592,690 2.29% OPERATING EXPENSES Equipment and Supplies 33,403 33,069 28,437 79,308 79,308 84,308 6.30% Conferences and Training 20 OPERATING EXPENSES 33,403 33,069 28,457 79,308 79,308 84,308 6.30% NON-OPERATING EXPENSES Transfers to Other Funds 66,244 62,018 -6.38% NON-OPERATING EXPENSES 66,244 62,018 -6.38% Total 322,805 386,948 440,414 724,993 793,211 739,016 1.93% Significant Changes Changes in Personnel Services (Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Changes in Operating Expenses reflect a reallocation of funds between the Library and Cultural Services Division. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 256 Community & Library Services Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Park Special Revenue Funds (209,226,228,235,236) _PERSONNEL SERVICES Salaries, Permanent 102,079 39,969 72,046 105,638 113,908 108,357 2.57% Salaries,Temporary 1,405 38,778 24,083 30,000 30,000 30,000 0.00% Salaries, Overtime 80 111 Benefits 73,569 57,151 42,099 31,019 49,244 34,189 10.22% PERSONNEL SERVICES 177,134 136,009 138,228 166,657 193,152 172,546 3.53% -OPERATING EXPENSES Equipment and Supplies 9,800 5,400 11,000 16,901 11,000 0.00% Repair and Maintenance 29,975 Professional Services 56,262 88,987 29,977 30,000 108,473 30,000 0.00% Other Contract Services 1,325 9,733 1,252 1,500 1,500 1,500 0.00% Rental Expense 9,490 9,775 10,068 11,000 11,000 11,000 0.00% Payments to Other Governments 15,125 Expense Allowances 1,011 Other Expenses 202 52 500 500 500 0.00% OPERATING EXPENSES 123,190 113,947 41,297 54,000 138,374 54,000 0.00% CAPITAL EXPENDITURES Land Purchase 316,800 316,050 Improvements 978,386 3,902,572 3,618,010 3,832,488 9,867,475 1,420,000 -62.95% CAPITAL EXPENDITURES 1,295,186 3,902,572 3,934,060 3,832,488 9,867,475 1,420,000 -62.95% NON-OPERATING EXPENSES Transfers to Other Funds 18,225 16,815 -7.74% NON-OPERATING EXPENSES 18,225 16,815 -7.74% Total 1,595,510 4,152,528 4,113,585 4,071,370 10,199,001 1,663,361 -59.14% Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions. Funding for Capital Expenditures fluctuates annually based on park development projects scheduled in the City's Capital Improvement Program (CIP). The proposed FY 2022/23 CIP includes funding for continued design services for Edison and Marina Parks, as well as Huntington Central Park Slater Playground improvements. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00209 Park Acquisition and Dvlpmt 4,065 120 14 00226 Quimby Fund 169,250 59,477 (5,877) 267,700 267,700 (267,700) 00228 Park Dev Impact-Residential 4,388,259 681,163 538,830 300,000 300,000 625,000 325,000 00235 Park Dev Impact-Non-Residential 40,605 70,656 241,316 50,000 50,000 368,000 318,000 00236 Public Art in Parks 88,922 16,995 11,900 6,000 6,000 (6,000) Total 4,691,101 828,411 786,183 623,700 623,700 993,000 369,300 257 Community & Library Services Adopted Budget - FY 2022/23 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 Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00228 Park Dev Impact-Residential 14.835,171 12,566,590 9,639,361 1,369,967 1.038,361 331,606 (1,038,361) Total 14,835,171 12,566,590 9,639,361 1,369,967 1,038,361 331,606 (1,038,361) 258 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Specific Events (1o1) PERSONNEL SERVICES Salaries, Permanent 35,989 22,618 1,596 Salaries, Temporary 12,619 17,545 606 Salaries, Overtime 536,585 453,427 6,504 614,000 614,000 620.000 0.98% Benefits 1,200 PERSONNEL SERVICES 585,193 493,590 9,906 614,000 614,000 620,000 0.98% OPERATING EXPENSES Equipment and Supplies 994 209 2,500 2,500 2,500 0.00% Repairs and Maintenance 10,899 13,452 12,000 12,000 12,000 0.00% Other Contract Services 14,351 12,360 15,000 182,000 168,750 1025.00% Expense Allowances OPERATING EXPENSES 26,244 26,020 29,500 196,500 183,250 521.19% CAPITAL EXPENDITURES Equipment 177,731 CAPITAL EXPENDITURES 177,731 Total 611,438 519,610 9,906 643,500 988,231 803,250 24.83% Significant Changes The Specific Events Fund is used for major reimbursable events held in the City, such as the Surf City Marathon, Vans U.S. Open of Surfing, the Pacific Airshow, and other events held in Huntington Central Park. Overtime is adjusted to align with current spending trends. The increase in operating expenses reflects the additional cost associated with the 2nd year of the Winter Wonderland Ice Rink at Pier Plaza. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00101 Specific Events 672,704 588,581 11,671 643,500 660,500 649,500 (11,000) Total 672,704 588,581 11,671 643,500 660,500 649,500 (11,000) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00101 Specific Events 472,592 533,202 524,807 253,436 153,750 99,686 (153,750) Total 472,592 533,202 524,807 253,436 153,750 99,686 (153,750) 259 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Donations and Grants(various) PERSONNEL SERVICES Salaries, Permanent 214,361 201,376 215,568 122,573 434,811 139,150 13.52% Salaries, Temporary 280,047 282,868 250,050 69,537 271,351 90,000 29.43% Salaries, Overtime 31 Leave Payouts 18,828 12,880 3,409 Benefits 88,885 125,165 149,783 65,563 87,442 71,444 8.97% PERSONNEL SERVICES 602,121 622,320 618,809 257,673 793,604 300,594 16.66% OPERATING EXPENSES Utilities 445 Equipment and Supplies 452,749 515,515 342,242 881,965 10,780 100.00% Repairs and Maintenance 950 1,020 3,305 Other Contract Services 29,686 10,815 72,879 Rental Expense 118 OPERATING EXPENSES 483,503 527,796 345,547 954,844 10,780 CAPITAL EXPENDITURES Improvements 25,250 5,300 177,952 183,456 -100.00% Vehicles 42,502 CAPITAL EXPENDITURES 25,250 47,802 177,952 183,456 -100.00% NON-OPERATING EXPENSES Transfers to Other Funds 21,146 21,594 2.12% NON-OPERATING EXPENSES 21,146 21,594 2.12% Total 1,110,874 1,197,918 964,356 456,771 1,931,904 332,968 -27.10% Significant Changes The Community & Library Services Department receives multiple grants and donations associated with various programs. Personnel Services includes OCTA Senior Mobility Grant funding for the "Seniors on the Go"Transportation Program, as well as CDBG funds for Senior Care Management Services. 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. 260 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Donations and Grants(various) (Continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00103 Donations 755,663 613,311 532,746 547,011 (547,011) 00125 Donations Veterans Memorial 3,677 (3,677) 00239 CDBG^ 49,043 59,669 54,000 43,555 43,555 40,000 (3,555) 00250 American Rescue Plan Act(OC) 200,000 00810 Prop 68 Per Capita Grant 177,952 177,952 (177,952) 00880 Library Equipment 1,474 1,270 126 00963 Sr Mobility Program 250,812 252,712 252,050 235,264 235,264 292,968 57,704 00985 State Literacy Grant 57,441 57,728 58,141 86,539 (86,539) 01242 Tire Derived Product Grant 10,840 01248 Central Park Trail Rehab 28,000 4,450 (4,450) 01255 LSTA 54,000 9,476 374 (374) ^CDBG Fund is managed by the Community Development Department,however,program funds are allocated across multiple departments. Funding reflected here only pertains to the Community&Library Services Department. Total 1,128,950 1,035,012 934,539 456,771 1,295,145 332,968 (962,177) 261 Community & Library Services Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Other Funds (204,225,229,314,1246) PERSONNEL SERVICES Salaries, Temporary 3,538 3,538 Salaries, Overtime 51,952 51,952 Benefits PERSONNEL SERVICES 55,490 55,490 OPERATING EXPENSES Utilities 46,675 40,585 54,045 60,000 60,000 60,000 0.00% Equipment and Supplies 141,805 191,979 182,111 Conferences and Training 862 Professional Services 74,540 89,567 265,493 142,504 Other Contract Services 85,111 158,402 800 158,202 158,202 158,202 0.00% Rental Expense 37,837 23,873 Payments to Other Governments Other Expenses 8,087 5,797 272 OPERATING EXPENSES 394,915 510,201 502,721 218,202 360,706 218,202 0.00% CAPITAL EXPENDITURES Improvements 626,685 119,163 62,092 300,000 675,278 350,000 16.67% CAPITAL EXPENDITURES 626,685 119,163 62,092 300,000 675,278 350,000 16.67% Total 1,077,090 684,854 564,814 518,202 1,035,983 568,202 9.65% 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's share of the Main Promenade Inc. agreement for common area maintenance of the Main Promenade Parking Structure. Capital Expenditures includes $350,000 of Development Impact Fee funding for a Children's- Teen area conceptual plan at Huntington Central Library. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00204 Fourth of July Parade 391,808 258,014 62,136 00225 Gun Range Settlement 11,913 10,335 1,207 00229 Library Dev Impact 353,643 164,477 105,382 42,000 42,000 00314 Infrastructure Fund ^ 626,685 119,163 62,092 158,202 533,480 158,202 (375,278) 01246 CENIC E-Rate 52,721 54,984 60,000 60,000 60,000 ^Infrastructure Fund is managed by Public Works,however,program funds are allocated across multiple departments. Funding reflected here only pertains to the Community&Library Services Department. Total 1,436,770 606,973 230,818 218,202 593,480 260,202 (333,278) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00229 Library Dev Impact 1,222,150 1,229,988 986,099 667,613 308,000 359,613 (308,000) Total 1,222,150 1,229,988 986,099 667,613 308,000 359,613 (308,000) 262 rro;•°"""G'' City of Huntington Beach • Finance Adopted — FY 2022/23 Chief Financial Officer Assistant Chief Financial Officer ADMINISTRATION Accounting Technician II Administrative Aide Administrative Assistant(0.5) Senior IT Analyst C ACCOUNTING SERVICES C BUDGET MANAGEMENT 1 ( REVENUE SERVICES Finance Manager-Accounting Finance Manager—Budget Finance Manager—Treasury SENFRAI ACCOUNTING BUDGET Senior Accountant Principal Finance Analyst Principal Finance Analyst Senior Accountant(2) Senior Finance Analyst Accounting Technician Supervisor ACCOUNTS PAYARI F PROCUREMENT Accounting Technidan Supervisor Senior Buyer rASHIFRING Accounting Technician II Buyer Accounting Technician II(2) PAYROI I REPROGRAPHICR ACCOUNTS RECEIVABLE/ Payroll Specialist(2) S.OI I FCTION$ MAIL Senior Accounting Technician MUNICIPAL SFRVICF Accounting Technician Supervisor BUSINESS I ICFNSF Senior Accounting Technician Business License Supervisor Accounting Technician II(2) Senior Accounting Technician Accounting Technician II(3) Field Service Representative 263 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. I is ; r PA,r.n -R'I. 1 , j , t" : d � `. i , t I 0 . Ir' * — ",'' ) 0 ON r I AL 4 ''''' ‘Illi al Le s �, rh4 iir Finance Administration Division Finance Administration is responsible for the day-to-day operations of the Finance Department. The Chief Financial Officer and the 11', � Assistant Chief Financial Officer review operations to ensure compliance with Federal, State, and local laws, as well as City ° -. regulations and financial policies. Administration manages the ,: -., V '—" 1111114 annual operating and capital budgets, long-term financial plan, - lel „_ A ' financial enterprise system, citywide cost allocation, fixed asset , _. - NI „, inventory, financial reporting, annual audits, and operations of the HB Ready call center which was set up to provide information to the ais community during COVID. Additionally, this division manages the IP concierge desk in the City Hall lobby to assist incoming visitors and direct them to the correct location. This Division is also responsible , for providing staff support to the City Council appointed seven- member Finance Commission established pursuant to Chapter 2.109 of the Municipal Code. 264 Finance Department Descriptions Accounting Services Division The Accounting Services Division consists of General Accounting, Payroll, CITY OF Accounts Payable, Financial Reporting, and Municipal Services. General HUNTINGTON BEACH California Accounting is responsible for maintaining a system of internal controls that Annual Comprehensive preserves and safeguards the City's assets. This Division is also responsible Mancini Amen for serving as the audit liaison for all departments and serves as the City's For The Fiscal Year Ended liaison for all financial audits of the City. Accounts Payable is responsible for June 30,2021 the processing and payment of all City obligations. Financial Reporting •NEE$ prepares the Annual Comprehensive Financial Report (ACFR), the Popular Annual Financial Report(PAFR), annual bond disclosures, and other financial reports. Payroll is responsible for the processing of employee paychecks, Federal and State tax reporting, retirement plan payments, and maintenance `l, 1 I 1/1 I of all relevant records related to payroll. Municipal Services processes all utility service start-ups and disconnections(water, sewer and refuse). In addition,the • Division handles most billing questions on the utility billing statements that include water, refuse, sewer, and utility tax amounts. , 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 City of and maintaining the City's long-range financial projections, and evaluating the HUNTINGTON BEACH fiscal impact of legislative initiatives and judicial decisions affecting the City. California Budget Management coordinates the development and preparation of the annual budget. Quarterly revenue and expenditure reports are prepared and provided to 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 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, ear 2021/2022 procurement cards, leasing,equipment replacement, professional services,and Adopted Budge copy machine programs. Reprographics provides printing services to all City ( ` departments, and mail operations provides for the daily collection, sorting, \q'° metering, and delivery of City interoffice, U.S. Postal Service mail and special deliveries for all City departments. 265 Finance Department Descriptions Revenue Services Division IN/".i 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 wtompiiiiiii .A ,. received at City Hall, as well as, all City off-site locations. This .a ,, Division also deposits revenue in a timely manner into the City's 'PI yi 1.:. r 8„ , 'r ',• — financial depository accounts. Another important function of the �;ts��IEti��/, Revenue Services Division is to ensure proper controls over i.. 2 P P 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 = „ W loallill receivables to an outside collection agency. This Division is z. 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 .4 'f • R companies doing business in the City in accordance with the Municipal Code, and may issue permits on behalf of other City departments. 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. • Operate concierge services in City Hall lobby. Accounting Services Division • Prepare the Annual Comprehensive Financial Report and Popular Annual Financial Report. • Prepare the Annual Schedule of Expenditures of Financial Awards 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 40,068 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 33,200 payroll advices and checks annually. 266 Finance Ongoing Activities & Projects • Annually produce and distribute approximately 1,684 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 764 retirees. • Process retiree medical payments and subsidies according to required timelines. • Maintain records for and distribute 6,600 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 338,000 automated payments by customers for City utility charges representing approximately 51 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 4,600 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. Revenue Services Division • Process over$12.8 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 $23 million from over 57,000 invoices, follow up on delinquent accounts, and answer payment questions. • Collect and process payments of over$13.5 million annually for Transient Occupancy Taxes and over$4.5 million for Business Improvement District assessments from two assessment areas. • Process over 350,000 transactions at the City Hall counter 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 15 operators reporting annual revenue of approximately$440,000 from 159 wells. • Manage the records of more than 260 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$2.2 million annually. • Provide billing services for 53,000 accounts for water, sewer, and trash/recycling services. 267 Finance Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Prepare the Annual Comprehensive Financial .� Report and complete the Schedule of Expenditures of Federal Awards(SEFA)for the $ Federal Single Audit within six months and nine months of fiscal year-end, respectively. 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 Reporting for the Annual Comprehensive Financial Report. $ Measure: Certificate of Excellence awarded Yes Yes Yes Goal: 3. Achieve Government Finance Officers Association's (GFOA) Excellence in Budgeting Award. $ Measure: GFOA Excellence in Budgeting Award Yes Yes Yes achieved Goal: 4. Receive unmodified(clean)audit opinion on the Annual Financial Report. Measure: Unmodified (clean)audit opinion received Yes Yes Yes 268 Finance Accomplishments & Objectives FY 2021/22 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 2019/20. This was the 35th 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 2019/20. This was the 15th consecutive year the City has received this award. • The Department earned the Government Finance Officers Association's Distinguished Budget Award for FY 2021/22. 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 30th year the City has received this award. • The City received unmodified (clean) audit opinions for the FY 2020/21 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 for eight labor unions 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$14.2 million deposited as of June 30, 2022 to further pay down the City's unfunded liabilities. • The City's Retiree Healthcare Plan for Miscellaneous and Safety Employees remains fully 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%. • 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 the second tranche of $14.8 million in American Rescue Plan Act funding in response to the economic impacts of COVID-19. • Worked with departments to finalize the implementation of a new Enterprise Land Management (ELM) system. • Assisted in launching a new Short-Term Rental Program in Huntington Beach and Sunset Beach. • Completed RFP for parking citation management and implementation of new contract in conjunction with the HB Police Department. • Worked on the ELM team with implementation of additional phases of Accela, including conversion to new payment processor, problem resolution and ongoing citizen support. • Received federal funding through the California Water Arrearage Program, proving relief to 985 residential and commercial customers for unpaid water debt accrued from March 4, 2020 through June 15, 2021. • Received GFOA's Triple Crown Award for recognition in earning the Achievement for Excellence in Financial Reporting, Popular Annual Financial Reporting Award and the Distinguished Budget Award. • Submitted 11 FEMA Claims for COVID eligible expenses totaling $1.2 Million. • Launched the Taxicab Program regulating taxicabs substantially located in the City including Ordinance for regulations and Resolution for fee adoption. 269 Finance Accomplishments & Objectives FY 2022/23 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. • Receive Achievement of Excellence in Procurement Award from the National Procurement Institute (NPI). • Complete a comprehensive review of the City's Purchasing Policies and Practices. • Implement a contract management system in conjunction with the Administrative Services Department. • 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 Act and ensure compliance with Federal guidelines. • Complete full implementation of the Short-term rental program. • Support ongoing improvements and problem resolution with the Enterprise Land Management System (ELM). 270 Finance Adopted Budget - FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Non-Operating r Expenses ij \ Personnel _ \'i� Services 40% Operating Expenses i. 57% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 5,158,257 5,081,840 4,996,141 5,262,253 5,885,493 5,678,721 Operating Expenses 6,682,806 7,180,745 7,332,387 7,684,460 8,265,157 8,017,753 Non-Operating Expenses 481,028 462,247 Total Expenditures by Category 11,841,063 12,262,585 12,328,528 13,427,741 14,150,650 14,158,721 Expenditures by Fund 00703 Retirement--\Supplement 00100 General 45% Fund 46% Y �00702 Retiree Insurance Fund 9% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 5,908,677 5,583,609 5,352,424 5,924,136 6,642,445 6,553,913 00702 Retiree Insurance Fund 848,780 1,070,643 990,683 1,230,583 1,232,883 1,270,743 00703 Retirement Supplement 5,070,595 5,572,099 5,936,961 6,273,022 6,275,322 6,334,065 00716 Section 115 Trust 13,010 36,234 48,461 Total Expenditures by Fund 11,841,063 12,262,585 12,328,528 13,427,741 14,150,650 14,158,721 271 Finance Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 2,586,048 2,364,018 2,286,213 2,788,062 3,031,042 3,201,332 14.82% Salaries, Temporary 88,288 155,183 138,337 380,708 279,940 223,008 -41.42% Salaries, Overtime 815 51 2,593 Leave Payouts 88,256 104,317 167,787 Benefits 2,394,850 2,458,272 2,401,211 2,093,483 2,574,511 2,254,381 7.69% PERSONNEL SERVICES 5,158,257 5,081,840 4,996,141 5,262,253 5,885,493 5,678,721 7.91% OPERATING EXPENSES Utilities 60 675 110 Equipment and Supplies 545,287 360,733 421,327 433,689 499,635 433,689 0.00% Repairs and Maintenance 107,419 74,387 151,251 105,797 109,997 105,797 0.00% Conferences and Training 15,142 12,194 4,855 17,398 17,398 17,398 0.00% Professional Services 206,955 301,715 170,270 228,471 310,421 195,871 -14.27% Other Contract Services 796,090 777,637 650,780 644,980 1,073,580 947,600 46.92% Claims Expense 1,369 2,880 Pension Payments 4,766,002 5,008,769 5,493,973 5,800,000 5,800,000 5,850,000 0.86% Interdepartmental Charges 234,253 634,818 429,539 442,425 442,425 455,698 3.00% Expense Allowances 10,229 6,937 10,445 11,700 11,700 11,700 0.00% Other Expenses (164) OPERATING EXPENSES 6,682,806 7,180,745 7,332,387 7,684,460 8,265,157 8,017,753 4.34% NON-OPERATING EXPENSES Transfers to Other Funds 481,028 462,247 -3.90% NON-OPERATING EXPENSES 481,028 462,247 -3.90% Grand Total 11,841,063 12,262,585 12,328,528 13,427,741 14,150,650 14,158,721 5.44% General Fund 5,908,677 5,583,609 5,352,424 5,924,136 6,642,445 6,553,913 10.63% Other Funds 5,932,386 6,678,976 6,976,105 7,503,605 7,508,205 7,604,808 1.35% Grand Total 11,841,063 12,262,585 12,328,528 13,427,741 14,150,650 14,158,721 5.44% Personnel Summary 33.00 33.00 31.50 31.50 32.50 34.50 2.00 272 Finance Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,586,048 2,364,018 2,286,213 2,788,062 3,031,042 3,201,332 14.82% Salaries,Temporary 88,288 155,183 138,337 380,708 279,940 223,008 -41.42% Salaries, Overtime 815 51 2,593 Leave Payouts 88,256 104,317 167,787 Benefits 1,621,418 1,644,273 1,559,044 1,035,283 1,516,311 1,143,271 10.43% PERSONNEL SERVICES 4,384,825 4,267,840 4,153,974 4,204,053 4,827,293 4,567,611 8.65% OPERATING EXPENSES Utilities 60 675 110 Equipment and Supplies 545,287 360,733 421,327 433,689 499,635 433,689 0.00% Repairs and Maintenance 107,419 74,387 151,251 105,797 109,997 105,797 0.00% Conferences and Training 15,142 12,194 4,855 17,398 17,398 17,398 0.00% Professional Services 195,428 261,315 165,670 185,871 263,221 185,871 0.00% Other Contract Services 650,286 599,528 444,955 484,600 913,200 769,600 58.81% Expense Allowances 10,229 6,937 10,445 11,700 11,700 11,700 0.00% Other Expenses (164) OPERATING EXPENSES 1,523,852 1,315,769 1,198,450 1,239,055 1,815,152 1,524,055 23.00% NON-OPERATING EXPENSES_ Transfers to Other Funds 481,028 462,247 -3.90% NON-OPERATING EXPENSES 481,028 462,247 -3.90% Total 5,908,677 5,583,609 5,352,424 5,924,136 6,642,445 6,553,913 10.63% Personnel Summary 31.42 31.42 29.92 30.10 31.10 32.10 1.00 273 Finance Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 311,459 343,089 444,027 414,633 434,061 556,717 34.27% Salaries,Temporary 4,656 28,537 4,226 169,630 91,630 71,930 -57.60% Leave Payouts 5,134 23,013 47,123 Benefits 195,193 223,125 275,050 141,391 212,923 178,589 26.31% PERSONNEL SERVICES 516,442 617,764 770,425 725,654 738,614 807,236 11.24% OPERATING EXPENSES _ _ Equipment and Supplies 35,762 9,743 6,260 14,250 14,250 14,250 0.00% Repairs and Maintenance Conferences and Training 1,309 413 2,600 6,000 6,000 6,000 0.00% Professional Services 102,608 160,509 107,932 85,871 100,418 85,871 0.00% Other Contract Services 15,259 787 78,000 Expense Allowances 4,829 1,495 5,284 6,000 6,000 6,000 0.00% OPERATING EXPENSES 159,768 172,948 122,076 112,121 204,668 112,121 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 71,532 68,535 -4.19% NON-OPERATING EXPENSES 71,532 68,535 -4.19% Total 676,209 790,711 892,501 909,307 943,282 987,892 8.64% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Temporary Salaries were reduced to offset the addition of one full time position assigned to the Concierge and Accounts Payable teams, resulting in a net zero change to personnel costs for this exchange. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 274 Finance Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Accounting Services PERSONNEL SERVICES Salaries, Permanent 827,635 611,555 738,804 1,038,884 1,155,682 1,110,956 6.94% Salaries,Temporary 32,814 61,927 87,115 90,000 95,405 90,000 0.00% Leave Payouts 32,184 51,540 59,063 Benefits 462,786 428,196 520,316 379,333 558,593 380,242 0.24% PERSONNEL SERVICES 1,355,418 1,153,217 1,405,298 1,508,217 1,809,680 1,581,198 4.84% OPERATING EXPENSES Utilities (45) Equipment and Supplies 63,360 3,804 191,385 221,080 227,618 221,080 0.00% Repairs and Maintenance 2,437 896 Conferences and Training 6,829 4,507 2,158 4,875 4,875 4,875 0.00% Professional Services 89,689 99,680 57,739 100,000 162,804 100,000 0.00% Other Contract Services 22,925 54,179 124,308 143,000 143,000 143,000 0.00% OPERATING EXPENSES 185,240 162,125 376,486 468,955 538,296 468,955 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 179,260 158,630 -11.51% NON-OPERATING EXPENSES 179,260 158,630 -11.51% Total 1,540,658 1,315,342 1,781,784 2,156,432 2,347,976 2,208,783 2.43% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 275 Finance Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Budget Management PERSONNEL SERVICES Salaries, Permanent 401,553 280,482 389,637 506,979 547,182 569,605 12.35% Salaries, Temporary 16,730 4,376 (426) Leave Payouts 8,082 2,704 12,188 Benefits 212,525 227,844 264,110 178,567 266,031 197,750 10.74% PERSONNEL SERVICES 638,890 515,406 665,509 685,546 813,213 767,355 11.93% OPERATING EXPENSES Utilities 720 Equipment and Supplies 14,716 12,579 206,298 185,947 245,356 185,947 0.00% Repairs and Maintenance 5,200 6,731 136,977 90,797 90,797 90,797 0.00% Conferences and Training 4,387 771 70 4,123 4,123 4,123 0.00% Professional Services 3,132 Other Contract Services 635 37,641 29,777 133,493 198,493 133,493 0.00% OPERATING EXPENSES 28,070 58,443 373,122 414,360 538,769 414,360 0.00% NON-OPERATING EXPENSES I Transfers to Other Funds 87,464 87,291 -0.20% NON-OPERATING EXPENSES 87,464 87,291 -0.20% Total 666,960 573,849 1,038,631 1,187,370 1,351,982 1,269,006 6.88% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 276 Finance Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Revenue Services PERSONNEL SERVICES Salaries, Permanent 403,012 418,027 713,745 827,566 894,117 964,054 16.49% Salaries,Temporary 34,088 44,174 47,423 121,078 92,905 61,078 -49.55% Salaries, Overtime 2,593 Leave Payouts 17,955 15,567 49,413 Benefits 269,027 258,694 499,568 335,992 478,764 386,690 15.09% PERSONNEL SERVICES 724,083 736,461 1,312,742 1,284,636 1,465,786 1,411,822 9.90% OPERATING EXPENSES Utilities 60 110 Equipment and Supplies 3,678 3,630 17,385 12,412 12,412 12,412 0.00% Repairs and Maintenance 10,658 12,064 13,378 15,000 19,200 15,000 0.00% Conferences and Training 275 2,377 27 2,400 2,400 2,400 0.00% Professional Services 1,126 Other Contract Services 307,572 294,521 290,869 208,107 493,707 493,107 136.95% Expense Allowances 5,400 5,441 5,161 5,700 5,700 5,700 0.00% Other Expense (164) OPERATING EXPENSES 327,643 319,159 326,766 243,619 533,419 528,619 116.99% NON-OPERATING EXPENSES Transfers to Other Funds 142,772 147,791 3.52% NON-OPERATING EXPENSES 142,772 147,791 3.52% Total 1,051,726 1,055,620 1,639,508 1,671,027 1,999,205 2,088,232 24.97% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. A portion of Temporary Salaries were moved to Operating for contract staffing. Other Contract Services increased due to higher credit card processing fees resulting from implementation of a new Enterprise Land Management System (ELM)that allows customers to pay online via credit card and implementation of a new parking ticket citation contract. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 277 Finance Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Fiscal Services PERSONNEL SERVICES Salaries, Permanent 642,388 710,865 Salaries,Temporary 16,170 Salaries, Overtime 815 51 Leave Payouts 24,901 11,494 Benefits 481,887 506,414 PERSONNEL SERVICES 1,149,992 1,244,993 OPERATING EXPENSES Equipment and Supplies 427,770 330,977 Repairs and Maintenance 89,124 55,592 Conferences and Training 2,342 4,125 Other Contract Services 303,895 212,400 OPERATING EXPENSES 823,132 603,094 Total 1,973,124 1,848,087 Significant Changes The Fiscal Services Division was eliminated as part of the Finance Department's reorganization effective FY 2019/20. The Municipal Services section was transferred to Accounting Services Division; Business License section was transferred to the Revenue Services Division; and Procurement, Reprographics, and Mail were transferred to the Budget Management Division. 278 Finance Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Retiree Insurance Fund(702), Retirement Supplement(703), Section 115(716) PERSONNEL SERVICES Benefits 773,432 814,000 842,167 1,058,200 1,058,200 1,111,110 5.00% PERSONNEL SERVICES 773,432 814,000 842,167 1,058,200 1,058,200 1,111,110 5.00% OPERATING EXPENSES Professional Services 11,526 40,400 4,600 42,600 47,200 10,000 -76.53% Other Contract Services 145,804 178,109 205,826 160,380 160,380 178,000 10.99% Claims Expense 1,369 2,880 Pension Payments 4,766,002 5,008,769 5,493,973 5,800,000 5,800,000 5,850,000 0.86% Interdepartmental Charges 234,253 634,818 429,539 442,425 442.425 455,698 3.00% OPERATING EXPENSES 5,158,954 5,864,976 6,133,937 6,445,405 6,450,005 6,493,698 0.75% Total 5,932,386 6,678,976 6,976,105 7,503,605 7,508,205 7,604,808 1.35% 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. In FY 2022/23 the General Fund Transfer to the Section 115 Trust totals$1,422,906, and is reflective of the City's UAL Policy adopted in conjunction with issuance of the Pension Obligation Bonds. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00702 Retiree Insurance Fund 3,342,695 3,023,437 6,128,364 66,000 66,000 (66,000) 00703 Retirement Supplement 6,842,332 6,224,987 16,778,380 1,434,000 1,434,000 1,434,000 00716 Section 115 Trust 2,366,532 1,289,206 2,923,411 1,821,176 1,821,176 1,422,906 (398,270) Total 12,551,560 10,537,629 25,830,156 3,321,176 3,321,176 2,856,906 (464,270) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00702 Retiree Insurance Fund 29,198,512 31,151,306 36,288,986 35,122,103 1,270,743 33,851,360 (1,270,743) 00703 Retirement Supplement 58,869,597 59,522,485 70,363,905 65,522,582 4,900,065 60,622,517 (4,900,065) Total 88,068,109 90,673,791 106,652,891 100,644,685 6,170,808 94,473,877 1 (6,170,808) 279 Intentionally Left Blank • N II3 o V 280 oa City of Huntington Beach Fire Adopted — FY 2022/23 Fire Chief ADMINISTRATION ( ) PSTTANDARDS L (EMERGENCY RESPONSE ( MARINE SAFETY Principal Administrative Analyst Fire Division Chief Fire Division Chief Marine Safety Division Chief Senior Administrative Analyst Administrative Fire Captain* Accounting Technician II(2) Senior Administrative Analyst FIRE SUPPRESSION MARINE SAFETY Administrative Aide Fire Battalion Chief(3) OPERATION$ COMMUNITY RISK Fire Captain(27) &EMERGENCY RESPONSE REDUCTION Fire Engineer(27) Marine Safety Battalion Chief Fire Marshal Firefighter Paramedic(42) Marine Safety Captain(6) Deputy Fire Marshal(2) Firefighter(12) Ocean Lifeguard Specialist(3) Fire Prevention Inspector II(3) Administrative Secretary Administrative Analyst FMFRGENCY MANAGEMENT &HOMFI AND SECURITY RESCUE VFSSFI CERTIFIED UNIFIED Emergency Svcs Coordinator OPERATIONS PROGRAM AGENCY Marine Safety Captain(4) Fire Prevention Inspector II HAZMAT RESPONSE Fire Prevention Inspector I Fire Captain(3) TRAINING&SPECIAL TEAMS Fire Engineer(3) Marine Safety Battalion Chief Administrative Secretary Firefighter Paramedic(6) Marine Safety Captain TRAINING FMFBC'FNCY MFDICAI CRR.EDUCATION,JUNIOR Fire Battalion Chief SERVICES&FIREMED GUARD PROGRAMS Administrative Fire Captain AQMINISTRATION Marine Safety Battalion Chief Fire Battalion Chief Marine Safety Captain CENTRAL NET OPFRATIONS Fire Medical Coordinator AUTHORITY Administrative Fire Captain* Fire Training Maintenance Technician EMFRGENCY TRANSPORT Administrative Secretary PROGRAM Ambulance Operator(30) *Defunded positions:Admin Fire Captain(2) 281 Fire Department Descriptions The Huntington Beach Fire Department is dedicated to providing the highest quality fire, marine safety and emergency medical se services to protect the community. Providing a balanced approach ` to life safety, data driven community risk reduction and property 1® ' _ 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 !Ai?' N16 mass destruction, disaster preparedness, marine safety, , , emergency medical and ambulance transport. Fire training is provided through the regional Central Net Training Center. The FireMed paramedic subscription program reduces or eliminates out of pocket expenses for patients while offsetting the cost of delivering emergency medical services. 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 by providing the highest level of fire prevention services through comprehensive inspections, plan review services, public education, fire investigations, and public engagement. The CRR Division has a large number of responsibilities and works closely with the business community, other City departments, and fire companies to ensure the safety of citizens and response personnel, as well as protecting the economic well-being of the City. Community Risk Reduction Inspectors conduct various inspections of buildings and facilities to ensure that the construction and use are compliant with the Fire Code. The Deputy Fire Marshals 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 Materials Business Plan Program (HMBP)as a Participating Agency to the Certified Unified Program Agency (CUPA). The HMBP Program is responsible for identifying, inspecting, and monitoring 668 businesses that use and store hazardous materials. CRR Division works closely with Fire Investigators to determine the origin and cause of fires and conduct criminal investigations in cooperation with the Police Department. The CRR Division develops and conducts public education through a variety of means including school visits, social media, and participation with CRR booths at events. The CRR Division participates with the Red Cross Home Fire Campaign and is piloting the Sound Off program aimed at 2nd grade students. The CRR Division also coordinates the annual Open House,which corresponds with the national NFPA's Fire Prevention Week in October every year. The Open House attracts families from around the Huntington Beach area for live demos, static displays, tours, and family-friendly activities. 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, eight 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 282 Fire Department Descriptions 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 programs and coordinates the Community Emergency Response Team (CERT) and Radio Amateur Civil Emergency Services(RACES)volunteers. a„ a.......w\ '7•& uwuuweMll��� I> ,*, imi — . Ai T;i f i 4 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 19 permanent Marine Safety employees and management staff, and is supported by more than 200 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. oppd .; - -' L'-,fir-. 1 $-. • A , --. -} _ =- ,ass LIFEGUARD d- „+ e _tea- . ' - .- '\. 283 Fire 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 • Perform plan review services for development projects, installations for fire protection systems, and permit issuance. • Enforce the California Fire Code, Huntington Beach Municipal Code and City specifications. • Coordinate and perform numerous community outreach and public education programs at schools, community events, businesses, and individual homeowners, focusing on high-risk populations such as seniors, children, and those in lower socioeconomic groups. • 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. I • Perform methane barrier and oil well plan reviews and inspections. ft. _ • Conduct hazardous materials disclosure r ' I inspections and maintain hazardous materials disclosure records and emergency plans. ' "" • Respond to citizen inquiries regarding fire prevention, inspection, and education. • Provide Community Risk Reduction support and training to emergency response personnel. • Develop, implement,and maintain land management software that tracks fire construction permits and annual fire and life safety inspections. Emergency Response • Provide rapid emergency response for medical, fire, urban search and rescue, wildland fire and hazardous materials incidents. • Continue Emergency Medical Service, electronic patient care documentation and emergency medical service skills review for all Emergency Medical Technicians (EMT)and Firefighter Paramedics. • Update Department Organization and Operations Manuals, policies and plans to reflect current procedures and regulations. • Update Training Manual to reflect current standards and procedures. • Coordinate inspections, repairs and/or preventive maintenance on emergency response apparatus and facilities. • Complete the purchase of fire apparatus and continue the ongoing purchase of firefighter turnouts, hose, air cylinders, and other essential firefighting and safety equipment. • Continue to train firefighters on emergency response skills and techniques necessary for safe and effective operations during "all-risk" incidents and events. 284 Fire Ongoing Activities & Projects • Identify,purchase,store and maintain personnel protective equipment, pharmaceuticals and response equipment used for incidents involving hazardous materials and weapons of mass destruction. • As part of the Urban Search and Rescue Program (US&R), continue to maintain a state of operational readiness to respond to complex rescue incidents, such as collapsed buildings, trench rescues, confined space rescues and other related emergencies. Marine Safety • Provide year-round lifeguard, medical and enforcement services to a three-and-a-half mile City beach area, 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. • Continue to provide training of Marine Safety Division personnel in order to maintain operational readiness for responses in the marine environment, .11 y si medical aids and enforcement incidents. I _ ' r- • Meet all training and other requirements in order to maintain Advance I ", 4_' Lifeguard Agency Certification through the United States Lifesaving Association. ' • Through data driven statistics, provide community risk education andgrAtia prevention activities to the community and many visitors. ! , ��.>i. • Provide real-time beach safety, parking and environmental warnings /. l'IMI, .mw through the use of a public dashboard. �� ' 11 • Continue to monitor and develop response plans and recommendations for Huntington Harbor response division. • Beach Education-Public Education program and tours that include guided tours of the Vincent G. Moorhouse Lifeguard Headquarters and Tower 0 (tower on the pier). The students receive an orientation to Life Saving equipment used by HB Lifeguards. • SALT-Training program targeted towards surfers called Surfers Awareness in Lifesaving Techniques. It was created after similar bystander rescue education initiatives that have been implemented in other countries, but specifically tailored to local hazards. The program teaches basic lifesaving awareness and hazard recognition to the local surfing community. • Surf City Nights-Public Education on Tuesday nights Street Fair, which includes equipment set up and Hands only CPR. • Water Safety Day-formerly Ocean Safety Day and Marine Safety Open House in Pier Plaza. • Manage and coordinate the City's Junior Lifeguard Program, including beach safety education, medical and lifesaving training and competitions for over 1,200 participants. o Junior Lifeguard Program (June-August)-enrollment of approximately 900-1,100 participants annually. Ages 9-17 years old. Provides ocean and water safety education as well as career pathways to Marine Safety and other public safety disciplines. o After-School Junior Lifeguard Program (Year-round)-Ages 9-17 years old. Provides ocean and water safety education. o Beach Rangers(July-August)-Provides an introduction to the beach and beach hazards, as well as introducing participants to multiple bodies of water in Huntington Beach. The Beach Rangers program is a free community risk reduction program for the Oak View community and its surrounding areas. o Junior Lifeguard Surf Team (Year-round)-Provides competitive surf couching and youth mentoring for ages 9-17 years old. 285 Fire Performance Measures Results for the City's performance measure program for the past two fiscal years, in addition to goals and objectives for FY 2022/23, are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Receive the American Heart Association (AHA) Mission: Lifeline EMS Recognition by meeting or exceeding all four measures of the AHA standard for $ 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 Gold Plus Gold Plus Gold Plus Goal: 2. Complete 100% of life safety and fire permit inspections and 100% of State mandated occupancy inspections assigned. $ Measure: of life safety and permit inspections completed 20.5% 76.4% 100% of State mandated occupancy inspections 99.8% 100% 100% completed Goal: 3. Continually maintain 250 Community Emergency Response Team (CERT), 75 Radio Amateur Civil (1&) Emergency Services(RACES). Measure: #CERT volunteers 250 597 637 #of RACES volunteers 75 55 55 Goal: 4. Ensure 100%of Lifeguards and Marine Safety Officers complete United States Lifesaving Association(USIA) requirements to maintain Advanced Certified $ Lifeguard Agency status. Measure: of Advanced Certified Lifeguard Agency 100% 100% 100% maintained Goal: 5. Maintain training requirements for fire suppression staff by training two hours per day per person. Measure: %Completion of training requirement of two hours per N/A N/A 100% day per person 286 Fire Performance Measures FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 6. Maintain Hazmat training and equipment per Firescope Type 1 Hazmat Team requirements. Measure: Meet FireScope Type Hazmat Team Requirements N/A Type 1 Type 1 Goal: 7. Continually engage in the Fire Explorer Program with the enrollment of 30 youth members. Measure: #of Fire Explorers N/A 29 30 Goal: 8. Complete and update a responsibility matrix that encompasses all Chief Officer responsibilities. 6404 Measure: Completed and updated responsibility matrix. N/A 100% 100% Goal: 9. Complete and update Standards of Cover (Fire Accreditation Process) Measure: % completion of Standards of Cover document N/A 50% 100% complete Goal: 10. Complete and update Community Risk Assessment (Fire Accreditation Process) $ Measure: %completion of of Standards of Cover document N/A 50% 100% Goal: 11. Complete and update Strategic Plan (Fire Accreditation Process) Measure: %completion of Strategic Plan document N/A 0% 100% Goal: 12. Complete and update Facilities Master Plan Fire 4 Accreditation Process) Measure: %completion of Facilities Master Plan document N/A 50% 100% Goal: 13. Complete and update softwares needed for operational readiness: NFIRS system, preplanning software, Marine Safety dashboard. 6414 Measure: #of updated softwares N/A 1 3 287 Fire Performance Measures FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 14. Implement and maintain Chief Officers credentialing program. Measure: %completion of Chief Officer creditialing program N/A N/A 75% Goal: 15. Achieve 100%of data submission to the cardiac arrest registry for enhanced survival. $ Measure: completion of data submission to the cardiac arrest N/A N/A 100% registry 4,46111 vit4d R s n 1." air • Accomplishments FY 2021/22 Accomplishments • Provided 20,661 medical, fire, hazardous materials and other -aa emergency responses in 2021. E, • Provided 12,333 emergency medical transports, as part of a programr� • generating approximately$6.9 million in revenue. �' it • Received a 99% overall Emergency Medical Services (EMS) service rating of meeting or exceeding customer expectations for 2021 from 231 "` ' randomly selected survey respondents. ��� • Implemented temporary surge in ambulance staffing to meet the - t I increased demand in emergency department census and ambulance °' patient offload times (APOT) in our local hospitals. • In March 2022, increased normal deployment of emergency transport units to meet increased demand. • Trained over 1,000 people in hands-only CPR. • Launched the new Fire Explorer program for 14-21 year olds in March 2022 with 29 new Fire Explorers. • Sought 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. 288 Fire Accomplishments • Continued to adapt EMS procedures and protocols for the protection of EMS personnel and the public during the COVID-19 pandemic, including: o Maintaining an exposure tracking process to keep pace with the COVID-19 pandemic by identifying and appropriately isolating exposed personnel; o Maintaining a continuous supply of essential personal protective equipment (PPE) and decontamination supplies to help minimize exposure to first responders and the public; and o Establishing the Employee Health Team designed to provide a central point of contact for our 1,000+ City employees and assisting with COVID-19 related testing, treatment, quarantine and back to work procedures. • Continued to conduct a modified Junior Lifeguard Program during COVID-19 pandemic. • Continued to implement the three phase Harbor response plan during COVID-19 pandemic. • Successfully re-branded and restructured the Fire Prevention Bureau to the Community Risk Reduction (CRR) Division. The new structure encourages career development and allows staff to promote from an Intern position all the way to Fire Marshal. • Performed 9,267 inspections and 2,234 development and fire protection/life safety plan. • Developed and implemented new land management software (Accela) in coordination with other City departments, which converted all plan check services to a paperless system that allows developers to submit applications and plans and pay for permits at anytime. _ • Continued to develop outreach materials for the public • 11111 on how to effectively use the HB Customer Portal,Accela Citizens Access for permits and payments. • Continued improvements to data collected in "The Compliance Engine" cloud based fire protection inspection tracking system and selected an improved incident reporting software platform in order to increase data reporting and collection. • Exceeded fire construction plan review turn-around times, with an average of 7.49 days for all submittals. • In lieu of in-person Open House,CRR staff created educational content that was published throughout Fire Prevention Week. The nine videos published reached 19,410 people the week of fire prevention week and have been viewed an additional 4,153 times since their original publication. • The CRR team continuously captures incident data to track fire trends within the community and has created responsive educational posts to try and curve the rate of incident. • The CRR team hosted trainings for all suppression personnel over a 6 week period, known as Fire Prevention Friday. During this training, CRR staff taught various subjects related to home battery storage safety and awareness, an introduction to what Community Risk Reduction is, and other relevant fire prevention topics. • The CRR Division amended the Huntington Beach Fire Code to address the concerns related to the increase in Energy Storage Systems installed in single family homes. The code amendment provides first responders with the means to shutdown Energy Storage Systems in a fire event. • Managed the Spark of Love team that collected toys and purchased toys through cash donations collected by HB Fire Outreach Foundation. Eleven local organizations received 1,976 toys and 5,655 toys were distributed to other cities participating in the Spark of Love toy drive. • Introduced Kingman, HBFD's Peer Support Dog, to the Peer Support Team to help during various occasions, and expanded peer support and behavioral health services. • Provided training and equipment to support a functional �•��` 'b� fitness program that will promote injury prevention, • longevity in the profession and general wellness. FIRE • Initiated a cancer awareness and prevention campaign to address modifiable practices and infrastructure that 4 7, KINGMAN would reduce exposure risks. , p • Helped facilitate numerous projects from Ideas for Change within the Fire Department. • Placed 6 new RIC packs in service from the Firehouse Subs Grant. 289 Fire Accomplishments • Partnered with the American Red Cross to join their Home Fire Campaign, which supplied the HBFD with smoke alarms and educational material to allow fire personnel to install smoke alarms throughout the community. The CRR Division installed 60 smoke alarms in 30 homes. • The Civic Center oil wells have been placed in a shut-in status. CRR staff has taken the necessary steps to begin the abandonment process of three City-owned oil wells and associated tank farm. • Provided fire and emergency medical services for large special events, including Surf City Marathon, Fourth of July, US Open of Surfing and Pacific Air Show. • HBFD achieved a sustained return of circulation rate (ROSC)of 26.8%for out of hospital cardiac arrests during the height of the COVID-19 pandemic(March 2020—August 2021). This is double the national rate, according to the Cardiac Arrest Repository for Enhanced Survival (CARES). ROSC is the first step in surviving a sudden cardiac arrest. • Updated the Tactical Paramedic Policy and continue to develop and enhance our Tactical Paramedic Program that works directly with Huntington Beach Police Department. • Finalized integration and operations of Marine Safety Division into the Fire Department and Marine Safety Resources into the Fire Computer Aided Dispatch Program. • The Marine Safety Division was recognized by the United States Lifesaving Association for maintaining its Advanced Lifeguard Agency Certification. • Performed approximately 63,367 Lifeguard preventative actions and conducted approximately 3,549 water rescues in Calendar Year 2021. • Enhanced Harbor Commission management and completion of a strategic plan, gathered data and identified operational and safety needs within Y _, Huntington Harbor,and introduced Lifeguard services back into Huntington Harbor after 25 years. °;a • •. • Marine Safety Public facing dashboard launched: safebeachday.com. �„zv • Increased Marine Safety and CRR off-season classes. • Finalized Rescue Vessel preventative maintenance plan and replacement __. schedule. • Continued to pursue intial phases of Fire Department accreditation, including the completion of a Community Risk Analysis, Standards of Cover study and Fire Department Self-Assessment. • Through the Standards of Cover process, performed NFPA 1,500 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. • Successful recruitment of fifteen (15) Fire Supppression Firefighter Trainees and Firefighter Paramedics. Completion of comprehensive, 8-week Huntington Beach Fire Department Academy. • Changed the face and concept of HBFD recruit academy graduation and conducted more than 4,000 hours of new-hire academy training, in addition to over 36,000 hours of training logged in 2021 for current Fire Department personnel. • Conducted two Multi-Company drills for all personnel, RT-130 for all personnel, EMT classes, HAZMAT FRO training, new wildland sand table for training classes, budget classes with safety and non-safety staff, Behavioral Health classes, two television show filming days, OCEMT Paramedic Program, new cardiac monitor and AED training, and chief officer series classes. • Six(6) Fire Department members graduated from Paramedic Training at OCEMT. • Twelve (12) Fire Department members graduated from a California Specialized Training Institute (CSTI) Hazardous Materials—Technician program that lasted four weeks. • Established Part-time paramedic training classes at the Central Net Training Center which allows Fire Department Ambulance Operators and Marine Safety employees to attend while remaining employed. • Assisted the Fountain Valley Fire Department with acquired structure training for all personnel. • Coordinated schedule to allow USAR 42 to attend OCFA USAR Training. • Received approximately$100,000 in funding for HBFD student contact hour funding for CNET. • Installed two new eco-friendly drinking fountains and new WiFi service at almost all of the training grounds, and completed a small remodel of the observation tower to now be functional for training purposes. • Helped facilitate sponsorship of three ambulance operators/Marine Safety personnel into Santa Ana College Fire Academy. • Continued partnership with Santa Ana College for two basic fire academies and Biddle days. 290 Fire Accomplishments • Fire Department education presented at regular Surf City nights in Downtown with participation from all Fire Divisions. • Maintained operational readiness/availibility to the Office of Emergency Services by providing Type-3 Urban Search & Rescue services and Type-1 firefighting capabilities to the State of California on our Type-1 OES Engine. • As part of the statewide mutual aid system, responded to 15 strike team requests in FY 21/22 to assist with major fires and other serious disasters. • Secured funding for the purchase and replacement of a new Urban Search & Rescue apparatus. • Provided additional Emergency Operations Center -., " " ai training and exercises to ensure City staff members are fully equipped to assume their roles in the event of a ; , 7 f major emergency. '3 • Updated the Citywide Communicable Disease Pandemic Response Plan for the protection of EMS personnel and the public with a state of readiness for any future communicable disease outbreak. • CERT Volunteers donated 3,289 hours to the City, delivered 220 sandbags to people with access and functional needs, handed out over 2,500 free masks downtown on the weekends, assisted at two COVID-19 vaccination centers in the Oak View Community, assisted with communication at the Marathon and Air Show, staffed first aid booths at the Pro Diversity Event, the US Open of Surfing, and the Air Show, assisted with the oil spill clean up efforts, assisted in teaching at our October CERT class, assisted Marine Safety at a stingray treatment booth, and staffed disaster preparedness information booths. • The CERT coordinator held five disaster preparedness presentations for various neighborhoods and businesses. M , .,,610101111111 Objectives FY 2022/23 Objectives • Serve our Community and visitors with premier professional services influenced by our Department values, goals and leadership input. • Maintain a state of operational readiness to meet the increasing demand for .0 11111 response to fire, medical, hazardous materials, marine safety, urban search and rescue and other all-risk emergency incidents. • Complete all components of Fire Department Accredidation including: Al,r,•. Standards of Cover, Community Risk Assessment, Strategic Plan and self assessment. Share findings with emergency operations and administrative staff to maximize Fire Department efficiency, professionalism and services. " a • Implement the HEARTSafe HB Initiative to increase neuro-intact survival from sudden cardiac arrest in our community. • Continue to assist City departments during the recovery phases of the COVID-19 pandemic, which includes updating critical information services, infrastructure, and programs. • Marine Safety Division integration of ePCR and analysis of medical aid reporting requirements. • Review and Evaulate administrative processes. • Improve leave time management with active tracking and support throughout all phases of the industrial injury and recovery process. 291 Fire Objectives • Review classification and compensation study. • Continue with disaster preparedness public education through CERT classes, presentations, information booths and the City's website. • Establish a Recruitment to Retirement Plan by launching a progressive recruitment campaign to attract high-quality employees with strong character and from diverse backgrounds. ' • Address relevant qualities of the current job market and continually evaluate recruitment strategies. -- v ".i • Implement a formal succession planning program to ensure , 0a ''E "°ii employees are ready to assume higher positions. Aul ''t` • Provide leadership opportunities to all members of the Fire - k— � 41 Department and inspire a culture of success through education, i 1 citywide engagement and inclusivity. • Implement Chief Officer Responsibility Matrix throughout all Fire Divisions. • Provide a strong inward focus towards our people centered on health and wellness. • Continue to evaluate opportunities to enhance services to our emergency responders, staff and community members through our Support Canine program— Kingman. This highly trained dog has tremendous potential to reach, address and reduce the harmful effects of stress and behavioral health compromise. This newest member of our Peer Support team has already made an impact. • Focus on employee health including cancer reduction, functional fitness and mental wellness through a combination of education, resources and guidelines designed to proactively address potential threats. • Evaluate and enhance Special Operations and complete a Special Operations Assessment. • Enhance and/or modify current Special Operations (Swiftwater, SCUBA, USAR, SWAT, etc.)to meet changing needs of community and region. • Upgrade HBFD's Swift Water response capabilities and obtain Office of Emergency Services Type-1 certification in order to provide the community with comprehensive response to swift and still water emergencies. • Upgrade Hazardous Materials Team response capabilities and obtain Office of Emergency Services Type 1 certification in order to provide the community with comprehensive response to environmental emergencies including oil spills, the accidental or criminal release of toxic materials and reducing the hazard of SFac\E combustible products entering sensitive areas. .4 • Complete a Two-Year Training Plan for all Fire Divisions. 1 ..�i.i. `: • Implement Paramedic school at CNET,fire academy and 7. paramedic school sponsorship process. • Implement credential program for Chief Officer and Fire Captain. "L ` 'M • Integrate Community Risk Reduction (CRR) into all Operations. • 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. • Improve community engagement by advancing Community Risk Reduction culture through development and implementation of"self-inspection" programs and social media or websites. • Upgrade records management system for emergency response to improve quality of data collection, resulting in effective, meaningful metrics for Community Risk Reduction. • Forecast Long-Range Planning on Department Apparatus, Facilities and Equipment, including completion of a Ten-Year Facility Master Plan and Twenty-Year Apparatus Replacement Schedule. \FIRE 3 t),.. / iteE 292 Fire Adopted Budget- FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating `\ Expenses 8% , Personnel Services 86% sl -41 / Non-Operating 7 Expenses 6% Capital Expenditures represent less than 1%of expenditures and is not labeled on this chart FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 45,282,047 46,318,268 47,549,504 40,800,404 48,533,681 45,478,857 Operating Expenses 4,455,414 4,361,329 4,132,237 4,168,247 4,383,387 4,149,161 Capital Expenditures 67,725 24,934 273,334 20,000 961,768 42,920 Non-Operating Expenses 13,000 13,000 16,101 3.430,400 13,000 3,398,371 Total Expenditures by Category 49,818,187 50,717,531 51,971,177 48,419,051 53,891,836 53,069,309 Expenditures by Fund (7------- -,,,,\\ 00100 General Fund 99% \•,, i 00704 Fire WA Fund 1% Fund 501 represents less than 1%of expenditures and is not labeled on this chart FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 49,030,037 50,090,020 51,095,562 47,751,013 52,238.072 52,353,505 00231 Fire Facilities Dev Impact 900,000 00501 Certified Unified Program Agency 247,460 247,775 254,350 262,172 316,630 267,989 00704 Fire JPA Fund 410,550 310,101 582,801 405,866 411,434 447,815 Other Funds 130,139 69,635 38,464 25,700 Total Expenditures by Fund 49,818,187 50,717,531 51,971,177 48,419,051 53,891,836 53,069,309 293 Fire Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT 1 Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 20,534,522 20,812,873 20,301,580 22,792,706 25,025,285 25,733,195 12.90% Salaries, Temporary 1,166,784 1,255,079 2,028,771 1,265,843 1,267,857 1,441,121 13.85% Salaries, Overtime 7,176,032 6,167,651 7,949,797 5,420,591 7,501,875 6,338,435 16.93% Leave Payouts 549,724 517,208 654,603 Benefits 15,854,985 17,565,456 16,614,754 11,321,264 14,738,664 11,966,106 5.70% PERSONNEL SERVICES 45,282,047 46,318,268 47,549,504 40,800,404 48,533,681 45,478,857 11.47% OPERATING EXPENSES Utilities 46,315 38,978 41,377 41,150 41,150 41,150 0.00% Purchased Water Equipment and Supplies 1,169,941 1,085,775 1,222,719 986,605 1,023,683 971,719 -1.51% Repairs and Maintenance 317,304 311,088 257,452 368,035 439,552 374,035 1.63% Conferences and Training 140,288 62,649 76,799 118,480 118,480 108,280 -8.61% Professional Services 810,548 677,993 445,785 534,029 638,231 534,029 0.00% Other Contract Services 281,143 121,554 79,719 124,738 127,080 124,738 0.00% Rental Expense 69,433 97,633 96,387 91,015 91,015 91,015 0.00% Claims Expense 8 Insurance 5,450 5,600 5,600 5,600 0.00% Payments to Other Governments 1,571,079 1,936,847 1,877,598 1,871,890 1,871,890 1,871,890 0.00% Expense Allowances 25,500 18,473 16,200 15,705 15,705 15,705 0.00% Other Expenses 18,405 10,339 18,200 11,000 11,000 11,000 0.00% OPERATING EXPENSES 4,455,414 4,361,329 4,132,237 4,168,247 4,383,387 4,149,161 -0.46% CAPITAL EXPENDITURES A Improvements 67,725 271,589 20,000 920,000 42,920 114.60% Equipment 1,745 Vehicles 24,934 41,768 CAPITAL EXPENDITURES 67,725 24,934 273,334 20,000 961,768 42,920 114.60% NON-OPERATING EXPENSES Debt Service 3,101 Transfers to Other Funds 13,000 13,000 13,000 3,430,400 13,000 3,398,371 -0.93% Prior Period Adjustment NON-OPERATING EXPENSES 13,000 13,000 16,101 3,430,400 13,000 3,398,371 -0.93% Grand Total 49,818,187 50,717,531 51,971,177 48,419,051 53,891,836 53,069,309 9.60% General Fund 49,030,037 50,090,020 51,095,562 47,751,013 52,238,072 52,353,505 9.64% Other Funds 788,150 627,511 875,615 668,038 1,653,764 715,804 7.15% ,Grand Total 49,818,187 50,717,531 51,971,177 48,419,051 53,891,836 53,069,309 9.60% Personnel Summary 198.00 198.00 200.00 200.00 201.00 201.00 0.00 294 Fire Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 20,256,246 20,585,772 20,039,035 22,495,801 24,715,690 25,418,232 12.99% Salaries,Temporary 1,162,728 1,246,250 2,025,235 1,220,529 1,222,543 1,406,121 15.21% Salaries, Overtime 7,166,618 6,152,250 7,929,541 5,384,546 7,465,830 6,304,123 17.08% Leave Payouts 546,087 509,899 639,683 Benefits 15,665,501 17,378,510 16,428,429 11,207,856 14,574,033 11,841,217 5.65% PERSONNEL SERVICES 44,797,181 45,872,681 47,061,923 40,308,732 47,978,096 44,969,693 11.56% OPERATING EXPENSES Utilities 6,360 4,558 4,444 4,650 4,650 4,650 0.00% Equipment and Supplies 1,080,511 1,001,045 1,169,656 947,304 971,214 932,718 -1.54% Repairs and Maintenance 312,354 295,582 252,464 360,753 432,270 356,753 -1.11% Conferences and Training 135,305 62,161 76,799 116,730 116,730 106,530 -8.74% Professional Services 810,548 668,910 441,885 534,029 620,131 534,029 0.00% Other Contract Services 206,021 115,904 79,020 123,028 125,370 123,028 0.00% Rental Expense 69,433 97,633 96,387 91,015 91,015 91,015 0.00% Claims Expense 8 Payments to Other Government 1,571,079 1,936,796 1,877,598 1,871,890 1,871,890 1,871,890 0.00% Expense Allowances 25,500 18,473 16,200 15,705 15,705 15,705 0.00% Other Expenses 15,736 9,433 17,439 11,000 11,000 11,000 0.00% OPERATING EXPENSES 4,232,856 4,210,496 4,031,894 4,076,104 4,259,976 4,047,318 -0.71% CAPITAL EXPENDITURES Equipment 1,745 Vehicles 6,843 CAPITAL EXPENDITURES 6,843 1,745 NON-OPERATING EXPENSES Transfers to Other Funds 3,366,177 3,336,494 -0.88% NON-OPERATING EXPENSES 3,366,177 3,336,494 -0.88% Total 49,030,037 50,090,020 51,095,562 47,751,013 52,238,072 52,353,505 9.64% Personnel Summary 194.10 194.10 196.20 196.30 197.30 197.30 0.00 295 Fire Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 679,611 615,188 604,064 906,944 983,770 1,013,416 11.74% Salaries,Temporary 83,507 15,620 15,620 15,620 0.00% Salaries, Overtime 3,570 2,087 Leave Payouts 22,287 26,912 17,198 Benefits 410,292 466,832 451,608 392,327 541,898 415,444 5.89% PERSONNEL SERVICES 1,112,190 1,196,009 1,074,957 1,314,891 1,541,288 1,444,480 9.86% OPERATING EXPENSES Equipment and Supplies 9,872 12,397 10,285 11,550 11,550 11,550 0.00% Repairs and Maintenance 700 1,535 1,000 1,000 1,000 0.00% Conferences and Training 4,292 836 3,256 9,613 9,613 9,613 0.00% Professional Services 28,849 Other Contract Services 2,177 142 760 4,000 4,000 4,000 0.00% Rental Expense 2,616 4,271 1,314 Payments to Other Governments 51 51 51 Other Expenses 77 26 OPERATING EXPENSES 19,785 48,105 15,666 26,163 26,163 26,163 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 149,571 144,533 -3.37% NON-OPERATING EXPENSES 149,571 144,533 -3.37% Total 1,131,975 1,244,114 1,090,623 1,490,625 1,567,451 1,615,176 8.36% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 296 Fire Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Emergency Response PERSONNEL SERVICES Salaries, Permanent 14,557,447 14,573,147 14,767,665 16,949,824 18,824,800 19,104,244 12.71% Salaries,Temporary 18,934 18,749 627,471 104,545 105,778 104,545 0.00% Salaries,Overtime 5,642,729 4,528,457 6,396,921 4,015,362 5,715,362 4,266,782 6.26% Leave Payouts 396,113 377,307 431,656 Benefits 11,430,576 12,674,439 12,634,506 8,466,753 11,013,005 8,899,171 5.11% PERSONNEL SERVICES 32,045,799 32,172,099 34,858,219 29,536,484 35,658,945 32,374,742 9.61% OPERATING EXPENSES Utilities 4,360 3,138 3,044 2,700 2,700 2,700 0.00% Equipment and Supplies 347,277 342,240 410,646 385,961 408,145 371,375 -3.78% Repairs and Maintenance 157,254 136,325 132,095 153,720 221,257 149,720 -2.60% Conferences and Training 64,699 19,698 57,614 60,140 60,140 49,940 -16.96% Professional Services 56,263 63,389 46,977 64,000 115,350 64,000 0.00% Other Contract Services 20,892 12,552 19,812 3,000 3,000 3,000 0.00% Rental Expense 1,033 1,574 8,395 Payments to Other Governments 1,264,862 1,439,200 1,437,908 1,489,652 1,489,652 1,489,652 0.00% Expense Allowances 20,028 16,200 15,750 15,255 15,255 15,255 0.00% Other Expenses 4,383 4,947 12,908 5,000 5.000 5,000 0.00% OPERATING EXPENSES 1,941,051 2,039,263 2,145,148 2,179,428 2,320,499 2,150,642 -1.32% CAPITAL EXPENDITURES Equipment 1,745 Vehicles 6,843 CAPITAL EXPENDITURES 6,843 1,745 NON-OPERATING EXPENSES Transfers to Other Funds 2,546,252 2,522,127 -0.95% NON-OPERATING EXPENSES 2,546,252 2,522,127 -0.95% Total 33,986,850 34,218,206 37,005,113 34,262,164 37,979,444 37,047,511 8.13% Significant Changes Citywide changes in Personnel Services(Permanent, Overtime and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Changes in Operating Expenses reflect a reallocation of funds between divisions within the department. 297 Fire Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Community Risk Reduction PERSONNEL SERVICES Salaries, Permanent 869,671 960,346 1,020,874 761,315 822,114 930,000 22.16% Salaries,Temporary 2,960 4,405 6,425 30,000 30,781 30,000 0.00% Salaries, Overtime 50,325 77,724 64,860 121,184 121,184 121,184 0.00% Leave Payouts 70,650 74,940 82,449 Benefits 556,708 655,935 701,829 269,027 400,369 303,533 12.83% PERSONNEL SERVICES 1,550,315 1,773,351 1,876,437 1,181,526 1,374,448 1,384,717 17.20% OPERATING EXPENSES Utilities 769 196 218 450 450 450 0.00% Equipment and Supplies 101,502 34,531 31,637 26,498 21,498 26,498 0.00% Repairs and Maintenance 106,730 106,155 68,061 64,150 64,150 64,150 0.00% Conferences and Training 12,451 11,773 5,995 15,977 15,977 15,977 0.00% Professional Services 397,736 198,071 97,246 120,769 132,653 120,769 0.00% Other Contract Services 51,994 26,503 39,968 31,629 33,971 31,629 0.00% Rental Expense 60,068 79,822 82,395 83,015 83,015 83,015 0.00% Payments to Other Governments 51 Expense Allowances 4,171 473 150 150 150 150 0.00% Other Expenses 11,268 4,459 3,668 6,000 6,000 6,000 0.00% OPERATING EXPENSES 746,689 462,034 329,337 348,638 357,864 348,638 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 131,342 142,521 8.51% NON-OPERATING EXPENSES 131,342 142,521 8.51% Total 2,297,004 2,235,385 2,205,774 1,661,506 1,732,312 1,875,876 12.90% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding(MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 298 Fire Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division By Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Emergency Medical Services PERSONNEL SERVICES Salaries, Permanent 2,114,044 2,379,356 1,326,324 1,305,588 1,339,425 1,427,153 9.31% Salaries, Temporary 9,067 20,992 1,359 Salaries, Overtime 759,928 861,614 570,927 621,900 1,003,184 1,290,057 107.44% Leave Payouts 32,661 22,495 64,764 Benefits 1,761,076 1,891,114 887,687 614,743 837,084 687,670 11.86% PERSONNEL SERVICES 4,676,776 5,175,571 2,851,061 2,542,231 3,179,693 3,404,880 33.93% OPERATING EXPENSES Utilities 7 21 Equipment and Supplies 371,744 398,373 454,085 351,195 353,992 351,195 0.00% Repairs and Maintenance 24,195 26,086 17,045 26,000 26,000 26,000 0.00% Conferences and Training 10,523 4,717 90 Professional Services 356,511 377,932 294,190 349,260 372,128 349,260 0.00% Other Contract Services 110,497 46,778 12,540 80,499 80,499 80,499 0.00% Rental Expense 279 Payments to Other Governments 306,167 497,494 439,232 382,238 382,238 382,238 0.00% Expense Allowances 1,350 1,800 150 150 150 150 0.00% Other Expenses 1 1 OPERATING EXPENSES 1,180,995 1,353,202 1,217,610 1,189,342 1,215,007 1,189,342 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 222,341 215,367 -3.14% NON-OPERATING EXPENSES 222,341 215,367 -3.14% Total 5,857,771 6,528,773 4,068,671 3,953,914 4,394,700 4,809,589 21.64% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. Overtime increased due to the addition of a fifth 24-hour ambulance and an increase in hours for the City's 12-hour ambulances from 12 hours to 14 hours per day. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 299 Fire Adopted Budget - FY 2022/23 , Department Budget Summary General Fund Division By Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Marine Safety PERSONNEL SERVICES Salaries, Permanent 2,035,473 2,057,734 2,320,107 2,572,130 2,745,581 2,943,419 14.44% Salaries,Temporary 1,131,767 1,118,597 1,389,980 1,070,364 1,070,364 1,255,956 17.34% Salaries, Overtime 713,635 680,885 894,747 626,100 626,100 626,100 0.00% Leave Payouts 24,376 8,244 43,617 Benefits 1,506,849 1,690,190 1,752,799 1,465,006 1,781,677 1,535,399 4.80% PERSONNEL SERVICES 5,412,100 5,555,651 6,401,249 5,733,600 6,223,722 6,360,874 10.94% OPERATING EXPENSES _ Utilities 1,224 1,202 1,182 1,500 1,500 1,500 0.00% Purchased Water Equipment and Supplies 250,116 213,505 263,003 172,100 176,030 172,100 0.00% Repairs and Maintenance 23,475 25,482 35,264 115,883 119,863 115,883 0.00% Conferences and Training 43,340 25,137 9,845 31,000 31,000 31,000 0.00% Professional Services 38 670 3,472 Other Contract Services 20,461 29,928 5,941 3,900 3,900 3,900 0.00% Rental Expense 5,716 11,967 4,004 8,000 8,000 8,000 0.00% Claims Expense 8 408 Expense Allowances (48) 150 150 150 150 0.00% Other Expenses 7 863 OPERATING EXPENSES 344,336 307,891 324,132 332,533 340,443 332,533 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 316,671 311,946 -1.49% NON-OPERATING EXPENSES 316,671 311,946 -1.49% Total 5,756,436 5,863,542 6,725,381 6,382,804 6,564,165 7,005,353 9.75% Significant Changes Citywide changes in Personnel Services(Permanent,Temporary and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,the addition of 18.5 new positions during FY 2021/22,and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 300 i Fire Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year HAZMAT CUPA(501), Training Center(704), Grants (various) PERSONNEL SERVICES Salaries, Permanent 278,276 227,101 262,545 296,905 309,595 314,963 6.08% Salaries,Temporary 4,056 8,829 3,535 45,314 45,314 35,000 -22.76% Salaries, Overtime 9,414 15,402 20,255 36,045 36,045 34,312 -4.81% Leave Payouts 3,637 7,309 14,920 Benefits 189,484 186,946 186,324 113,408 164,631 124,889 10.12% PERSONNEL SERVICES 484,866 445,587 487,581 491,672 555,585 509,164 3.56% OPERATING EXPENSES Utilities 39,955 34,420 36,933 36,500 36,500 36,500 0.00% Purchased Water Equipment and Supplies 89,430 84,729 53,063 39,301 52,469 39,001 -0.76% Repairs and Maintenance 4,950 15,506 4,988 7,282 7,282 17,282 137.32% Conferences and Training 4,982 488 1,750 1,750 1,750 0.00% Professional Services 9,083 3,900 18,100 Other Contract Services 75,122 5,650 699 1,710 1,710 1.710 0.00% Insurance 5,450 5,600 5,600 5,600 0.00% Payments to Other Governments 51 Other Expenses 2,669 906 761 OPERATING EXPENSES 222,558 150,833 100,343 92,143 123,411 101,843 10.53% CAPITAL EXPENDITURES Improvements 67,725 271,589 20,000 920,000 42,920 114.60% Vehicles 18,091 41,768 CAPITAL EXPENDITURES 67,725 18,091 271,589 20,000 961,768 42,920 114.60% NON-OPERATING EXPENSES Debt Service Expenses 3,101 Transfers to Other Funds 13,000 13,000 13,000 64,223 13,000 61,877 -3.65% NON-OPERATING EXPENSES 13,000 13,000 16,101 64,223 13,000 61,877 -3.65% Total 788,150 627,511 875,615 668,038 1,653,764 715,804 7.15% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Changes in Operating Expenses and Temporary Salaries reflect a reallocation of funds between expenditure categories. CNOA is a Joint Powers Authority to provide for the operation, upgrade, maintenance and repair of the Central Net Training Facility. CUPA is a local agency certified by CalEPA to implement and enforce six state hazardous waste and hazardous materials regulatory management programs. 301 Fire Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS HAZMAT CUPA(so1),Training Center(704), Grants(various) (Continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00231 Fire Facilities Dev Impact 181,629 126,227 104,603 00501 Certified Unified Program Agency 287,516 293,974 268,464 262,500 262,500 262,500 00704 Fire JPA Fund 430,504 272,963 487,785 405,866 405,866 405,866 00894 WMD-DHHS 646 (88) (1) 00902 Used Oil 13th Cycle 07/08 (696) 00922 Fire Grants-Other 3,000 2,000 (2,000) 01218 OHS Fire Equipment Grant (42) 01238 EMPG 16/17 28,551 25,391 25,799 Total 928,107 718,467 889,651 668,366 670,366 668,366 (2,000) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00501 Certified Unified Program Agency 3,816 43,871 90,070 50,054 5,489 44,565 (5,489) 00704 Fire JPA Fund 375,866 338,727 243,712 238,143 41,949 196,194 (41,949) Total 379,682 382,598 333,782 288,197 47,438 240,759 (47,438) 302 ., .! °„ City of Huntington Beach 6 t Police ..:._ r 1 i °. Adopted — FY 2022/23 Police Chief Administrative Assistant Office Assistant II (PEClAL OPERATIONS)) PATROL (NVESTIGA11ONS) 11 A OPERAT ONS E 1/ (SUPPPORT SERVICES Police Captain Police Captain Police Ca tan Admin Svcs Division Manager P Police Caplan P 9 Police Lieutenant Police Support Svcs Manager PATROL INVESTIGATIONS PROFESSIONAL TRAFFIC Police Lieutenant(4) Police Lieutenant STANDARDS COMMUNICATIONS Police Lieutenant Police Sergeant(14) Police Sergeant(3) Police Lieutenant Police Admin.Svcs.Manager Police Officer(23) Police Sergeant(2) Police Officer(111)* Police Sergeant(2) Communications Supervisor(6) Police Officer(18) Forensic Systems Specialist Community Relations Officer Communications Operator(18)* Community Services Officer Senior Crime Analyst Community Services Officer(2) CrimeAnalyst TRAINING SPECIAL EVENTS Police Services Specialist Police Sergeant PERSONNEL Police Sergeant Community Services Officer(4) Police Officer(2) Principal Personnel Analyst NARCOTICSNICE Police Services Sped aist Personnel Assistant PARKING ENFORCEMENT Police Lieutenant Parking/Traffic Control COMMUNITY SUPPORT FINANCE Supervisor Police Sergeant Community Relations Administrative Analyst Senior Parking/Traffic Control Police Officer(7) Specialist Accounting Technician II(2) Officer(10) Police Services Specialist Community Services Officer BACKGROUND/HIRING PROPERTY AND EVIDENCE AIR SUPPORT CTF/GANGS Police Officer Property and Evidence Police Sergeant Police Sergeant Supervisor Police Officer(6) Police Officer(6) Property and Evidence Senior Heliccpter Officer(3) Maintenance Technician(2) JTTF RECORDS HOMELESS TASK FORCE Police Officer Police Admin.Svcs.Manager Police Sergeant Police Records Supervisor(4) Police Officer(4) RNSP TASK FORCE Police Records Specialist(10) Police Officer(2) Police Records Technician(4) SPECIAL ENFORCEMENT CRIME LAB ADMIN Police Services Spedalist(6) Police Sergeant Police Systems Coordinator Police Officer(7) Latent Fingerprint Examiner(2) Crime Scene Investigator(5) INFORMATION TECHNOLOGY JAIL IT Analyst IV Police Sergeant IT Analyst II Detention Shift Supervisor(4) IT Technician IV Detention Officer,Nurse(4) Detention Officer(9) SRO Police Officer(2) *Defunded positions:Police Officer(9)and Communications Operator(1) 303 Police Department Descriptions The Police Department delivers professional and responsive public safety 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 `i-•,-.-,-r-,--.._!'- , r includingcollision investigation, DUI enforcement and prevention, traffic I , 'safety education and trafc control; criminal investigation; communityIUIiiIl�i� I� •�i�''�') JI' '� policing to reduce crime and improve quality of life in neighborhoods and y , - the business community; homeless services including dedicated, full-time outreach and engagement; and youth services in the form of School t', Resource Officers to engage local children in positive activities and civic _ 0• yr. engagement. �, a Police Chief " The Chief of Police leads and directs the department by providing overarching vision and establishing priorities, goals and objectives. They are responsible for all operations, and represents the agency as a member of the City Executive Team. Administrative Operations Division The Administrative Operations Division includes the Training Unit, Professional Standards Unit, Background Unit, Community Relations Unit, and liaison for animal and facility issues. Primary duties of the Division include: Management of all capital improvement projects, daily maintenance of the police facility and the department's fleet of vehicles. The Background Unit is responsible for processing the background and hiring of police department candidates for employment in both civilian and sworn positions. The Professional Standards Unit is responsible for receiving and investigating citizen and internally generated complaints regarding allegations of employee misconduct, auditing of police services and policy management. The Training Unit is responsible for ensuring department employees are provided not only the minimum mandated training but advanced training in which best practices are incorporated. The Community Relations Unit is responsible for the provisions of relevant public information both verbally and in written form, and promoting police/community relationships and partnerships. The department volunteers are also part of this division. Special Operations Division II f/ ,` The Special Operations Division manages the areas within the ,\�\`{II //�z/ police department which are responsible for unique and specialized ��,ti,/j functions of law enforcement. This division is comprised of both "y`> �-'"_ _ sworn and civilian employees and includes traffic ,..t;-••_ enforcement/investigations, DUI enforcement, School Resource �i�'fir 11�\\! Officers (SROs), parking enforcement, airborne/drone operations, mounted enforcement and the Homeless Task Force (HTF). Additionally, this division is tasked with planning and implementing the police department's response to all special events held • throughout the City. The Special Operations Division is also responsible for overseeing ' i+ ., •outi the department's use of special teams who respond to tactical -- '`" fr - situations, as well as planned and unplanned protests or events. - i - ,'IP' These teams include Special Weapons and Tactics (SWAT), the '14 Crisis Negotiation Team (CNT) and the Mobile Field Force (MFF) -- ., ' Team, which handles any civil unrest or unlawful gatherings. Also _ within the division is the Jail Bureau, which is responsible for '"'` . , •, processing, housing, and caring for inmates and providing , transportation of arrestees to the Orange County Jail or the Orange County Court system. 304 Police Department Descriptions Patrol Division - The Patrol Division is the most visible of the Police Department and performs core law enforcement functions. It is comprised of both sworn and civilian employees and includes Uniform Patrol, the Canine Unit, and Bicycle Enforcement ei' 46, Team. Patrol Officers are assigned to designated /"" geographical areas called beats. Officers respond to calls for service, document incidents and crimes, and handle critical 11011. incidents through the use of specialized teams such as SWAT, MFF, and CNT. 111.11110 Investigation Division The Investigation Division includes the Investigations Bureau, the Special Investigations Bureau, Crime Scene Investigators and the Crime Lab. The 1111 a* -.i. ! • 1 Investigations Bureau is comprised of Crimes Against .1011 Persons, General Investigations (Property Crimes), 4. ,_ 1 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 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 forensic evidence as well as coordinating similar efforts with local and federal agencies. The Crime Lab is comprised of Crime Scene Investigators and Latent Fingerprint Examiners who have the responsibility to gather and process evidence, including photographic evidence, DNA, and the recovery of latent fingerprints. Support Services Division The Support Services Division is comprised of Communications, Personnel, Property/Evidence, ` r -IT �� Records, Front Desk and Finance. Primary duties 1 include receiving and processing 9-1-1 calls and r ,. routine business requests for police services; providing a state-of-the-art records keeping function; purchasing and issuing all equipment; maintaining the inventory of all seized property/evidence;provide in-person counter 4h c service; administration of the $82 million dollar budget and liaison with City Information Services. MI l ._ A 305 Police Ongoing Activities & Projects 14.;,`t Patrol Division I ' " % • Patrol generated over 18,775 police reports. , • Arrested more than 5,300 individuals. •• Officers dispatched to 68,039 calls for service. ca Special Operations Division • Investigated 1,366 traffic collisions (738 injuries and 13 fatalities). • Issued 10,170 traffic citations. • Identified, interdict, and arrested 716 DUI offenders. MICE L • Issued 76,763 parking citations. • • Conducted over 6,756 1st level parking citation reviews. • Homeless outreach contacts 4,412. • Homeless referrals for service 683. nNu • pvt,I EAC Investigation Division rf T • Investigated 1,781 crimes against persons. f, MENT • Investigated 6,426 property crimes. • Investigated 1,521 economic crimes. • Investigated 110 human trafficking and Internet/sex crimes cases. • Performed 15,000 crime analyses to identify crime trends. • Assisted 527 domestic violence victims through Victim Assistance Program. • Investigated 56 narcotic related citizen complaints. • Reviewed and processed 117 Entertainment, Facility Use, Massage, ABC and Conditional Use Permits. • Performed 93 intelligence assessments for various events in the City. Administrative Operations Division • Investigated 44 Internal affairs complaints. • Conducted 59 background investigations for all police department employees. • Participated in multiple community based events including National Night Out, Tip-a-Cop, Shop with a Cop, Toy Drives and Police Open House. • Volunteers removed 2,108 signs from public property. • Volunteers completed 195 vacations house checks. • Coordinated 9 neighborhood watch meetings. • Volunteers donated a total of 3,800 hours to the police department and community. Support Services Division • Conducted 30 recruitments, processed 2,500 applications, promoted 9 employee and hired 30 employees. • Received/initiated 270,284 incoming/outgoing calls in the 9-1-1 center. • Created 149,449 calls in the CAD system, documenting officer-initiated activity and calls for service. • Priority one calls for service response time was 4 minutes and 30 seconds. • Processed, disseminated, and entered into the Records Management System (RMS) 34,908 crime, incident, and traffic reports. • Processed over 6,400 bookings, including want/warrant checks, RMS entry, and logging/copying. • Processed and filed 3,300 court packages electronically and physical court packages. • Answered 75,000 incoming/outgoing calls received/initiated in the Records Bureau. • Processed 12,000 subpoenas. • Processed 11,000 Public Records Requests. • Processed, secured, and tracked over 17,672 pieces of evidence and property. • Processed and disposed of 14,347 pieces of evidence, 268 guns and 499 pounds of narcotics. • Received and assisted over 3,887 alarm-related calls a year. 306 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 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic Plan ACTUAL ACTUAL ADOPTED Goal Goal: 1. Reduce Part 1 crimes using crime analysis to identify crime trends and repeat offenders responsible for those crimes. The information will be disseminated to the appropriate units to organize surveillances and proactive patrols. Measure: 3%reduction in Part 1 crimes NA 4.3% 3% Increase Goal: 2. Reduce the number of injury traffic collisions, HBPD will utilize directed enforcement and continue collaboration with the Traffic A Department to assure our City roadways and thoroughfares are properly maintained and engineered. Measure: 14.4°5%reduction in injury traffic collisions NA Increase Goal: 3. Reduce the number of DUI related traffic collisions utilizing a proactive enforcement posture with the assistance of two grant $ funded DUI officers, multiple checkpoints, saturation enforcement and continue collaboration with the District Attorney's Office to assure DUI investigations and arrests surpass the threshold needed to sustain a conviction in court. Measure: 7.25%reduction in DUI related traffic collisions NA Decrease 4. Goal: In an effort to develop strategies to increase Homeless Task Force outreach and engagement with the homeless community, t the police department will increase proactive contacts with the homeless population, even when no crime is being committed and no call NA 683 5% for service has been generated. Contacts Measure: 5% increase in number of contacts with homeless individuals accepting of resources 307 Police Accomplishments & Objectives FY 2021/22 Accomplishments • Remodeled the patrol briefing and training room. • Reorganization of the Police Department, with the addition of a fifth division, Special Operations. • Created and promoted a fourth Captain. • Reduced internal affairs investigations by over 30%. • Installed a forensics freezer for DNA evidence and homicide evidence storage. • Expanded the temporary detective program. • Developed and deployed the Be Well HB program to assist with mental health and substance abuse issues. • 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. • Held monthly Command Staff meetings to improve communication across divisions. • Continued support of the Navigation Center and facilitated ordinance and policy changes to meet community needs. FY 2022/23 Objectives • Capital Improvement project to modernize and remodel the dispatch center, patrol operations offices. • Addition of a real time crime center. • Capital Improvement project to remodel the Traffic Unit and Homeless Task Force office. • Create and expand recruitment team to conduct oral interview panels, assist in the testing process, and participate in recruitment events. • Adopt a dangerous/deadly narcotic advisement for subjects arrested for selling or furnishing controlled substances. • Reach full staffing for all positions. • Implement new Policing system to include CAD, RMS, Mobile Reporting, Property, and Jail. • Move toward being 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 by partnering with the Navigation Center and Be Well OC. • Reduce unsheltered indivduals/families by providing resources and support to improve quality of life to residents and visitors to the City of Huntington Beach. „ ,._ I � i , .� k b _ ., . 101011; . A 4 • i ,:t, ' Ilk *lb .-I 308 Police Adopted Budget- FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 9% Capital Expenditures 1% Personnel Services Non-Operating 83% Expenses 7% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 70,080,542 73,042,242 75,055,593 64,620,576 74,004,526 68,074,161 Operating Expenses 6,365,396 6,430,015 6,853,936 7,146,701 8,429,552 6,951,211 Capital Expenditures 243,267 35,916 224,592 1,124,000 1,262,322 840,000 Non-Operating Expenses 6,621,747 6,091,950 Total Expenditures by Category 76,689,205 79,508,173 82,134,122 79,513,024 83,696,400 81,957,322 Expenditures by Fund 00227 Police Facilities Dev Impact 1% 00100 General 1 Fund 98% 949/968/984 SLESF Grants 1% Funds 122,212,214,242,216,and 979 represent less than 1%of expenditures and are not labeled in the above chart FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 75,172,449 78,278,455 80,106,295 77,556,549 79,060.155 80,301,451 00122 Inmate Welfare 7,039 1,456 6,849 40,000 40,000 40,000 212/214/242 Narcotics Forfeiture 153,230 146,450 240,383 397,000 528,626 157,000 00216 Property and Evidence 55,769 594 53,163 50,000 52,386 185,000 00227 Police Facilities Dev Impact 1,124,000 1,607,000 415,000 949/968/984 SLESF Grants 402,977 260,988 338,246 220,000 385,177 728,716 00979 AB109 Public Safety Realignment 145,871 66,439 100,746 125,475 259,926 130,155 Other Funds 751.869 753,792 1,288,440 1,763,131 Total Expenditures by Fund 76,689,205 79,508,173 82,134,122 79,513,024 83,696,400 81,957,322 309 Police Adopted Budget - FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 34,941,243 35,449,952 36,658,942 38,858,469 40,177,039 42,084,307 8.30% Salaries,Temporary 389,128 433,590 685,254 385,548 728,471 360,000 -6.63% Salaries, Overtime 4,669,227 4,699,292 5,989,217 4,693,950 5,457,658 5,008,950 6.71% Leave Payouts 1,478,282 1,334,717 1,128,328 Benefits 28,602,662 31,124,691 30,593,852 20,682,609 27,641,358 20.620,904 -0.30% PERSONNEL SERVICES 70,080,542 73,042,242 75,055,593 64,620,576 74,004,526 68,074,161 5.34% OPERATING EXPENSES I Utilities 25,686 33,302 22,057 19,700 53,300 19,920 1.12% Equipment and Supplies 1,456,580 1,634,901 1,567,978 1,572,316 2,096,790 1,698,860 8.05% Repairs and Maintenance 942,095 939,237 1,073,446 1,115,992 1,023,148 1,249,113 11.93% Conferences and Training 338,341 427,993 363,502 270,369 291,482 321,500 18.91% Professional Services 487,500 625,289 466,319 377,988 1,051,633 242,743 -35.78% Other Contract Services 1,890,038 1,809,181 2,246,211 2,520,220 2,538,005 2,357,651 -6.45% Rental Expense 13,728 13,651 8,518 7,884 7,884 -100.00% Insurance 1,881 Payments to Other Governments 860,730 601,008 760,641 900,000 900,000 897,000 -0.33% Expense Allowances 348,781 345,455 341,160 358,232 463,309 163,424 -54.38% Other Expenses 37 4,104 4,000 4,000 1,000 -75.00% OPERATING EXPENSES 6,365,396 6,430,015 6,853,936 7,146,701 8,429,552 6,951,211 -2.74% CAPITAL EXPENDITURES Improvements 1,124,000 1,124,000 415,000 -63.08% Equipment 197,944 10,716 124,282 23,322 425,000 100.00% Vehicles 45,323 90,510 115,000 Capital-Software 25,200 9,800 CAPITAL EXPENDITURES 243,267 35,916 224,592 1,124,000 1,262,322 840,000 -25.27% NON-OPERATING EXPENSES Transfers to Other Funds 6,621,747 6,091,950 -8.00% NON-OPERATING EXPENSES 6,621,747 6,091,950 -8.00% Grand Total 76,689,205 79,508,173 82,134,122 79,513,024 83,696,400 81,957,322 3.07% General Fund 75,172,449 78,278,455 80,106,295 77,556,549 79,060,155 80,301,451 3.54% Other Funds 1,516,756 1,229,718 2,027,826 1,956,475 4,636,245 1,655,871 -15.36% Grand Total 76,689,205 79,508,174 82,134,122 79,513,024 83,696,400 81,957,322 3.07% Personnel Summary 364.50 365.50 356.00 357.00 353.00 353.00 0.00 310 Police Adopted Budget - FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 34,814,615 35,314,538 36,472,411 38,813,469 39,778,464 42,039,307 8.31% Salaries, Temporary 308,884 346,890 584,277 385,548 691,840 360,000 -6.63% Salaries, Overtime 4,243,435 4,357,004 5,445,710 4,533,950 4,533,950 4,933,950 8.82% Leave Payouts 1,478,282 1,334,717 1,128,328 Benefits 28,528,330 31,002,333 30,428.512 20,682,609 27,304,356 20,620,904 -0.30% PERSONNEL SERVICES 69,373,545 72,355,482 74,059,238 64,415,576 72,308,610 67,954,161 5.49% OPERATING EXPENSES Utilities 24,484 32,019 20,919 19,700 19,700 19,920 1.12% Equipment and Supplies 1,006,719 1,264,034 934,278 944,841 957,314 1,131,705 19.78% Repairs and Maintenance 942,095 939,237 1,070,176 1,115,992 1,023,148 1,120,397 0.39% Conferences and Training 334,277 417,013 341,322 270,369 271,523 321,500 18.91% Professional Services 376,134 501,376 322,228 377,988 628,761 242,743 -35.78% Other Contract Services 1,890,038 1,809,181 2,243,711 2,520,220 2,475,905 2,357,651 -6.45% Rental Expense 13,728 13,651 8,518 7,884 7,884 -100.00% Insurance 1,881 Payments to Other Governments 860,730 601,008 760,641 900,000 900,000 897,000 -0.33% Expense Allowances 348,781 345,455 341,160 358,232 463,309 163,424 -54.38% Other Expenses 37 4,104 4,000 4,000 1,000 -75.00% OPERATING EXPENSES 5,798,904 5,922,973 6,047,058 6,519,226 6,751,545 6,255,340 -4.05% NON-OPERATING EXPENSES Transfers to Other Funds 6,621,747 6,091,950 -8.00% NON-OPERATING EXPENSES 6,621,747 6,091,950 -8.00% Total 75,172,449 78,278,455 80,106,295 77,556,549 79,060,155 80,301,451 3.54% Personnel Summary 362.50 362.50 353.00 355.00 355.00 351.00 (4.00) 311 Police Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administrative PERSONNEL SERVICES Salaries, Permanent 1,011,535 1,021,663 1,098,234 1,009,580 1,064,319 1,642,498 62.69% Salaries, Temporary 96,966 109,189 77,719 128,187 130,680 100,000 -21.99% Salaries, Overtime 58,231 104,424 161,969 68,850 68,850 133,850 94.41% Leave Payouts 42,816 48,555 73,793 Benefits 948,632 972,901 891,873 500,513 668,509 775,944 55.03% PERSONNEL SERVICES 2,158,180 2,256,732 2,303,587 1,707,130 1,932,358 2,652,292 55.37% OPERATING EXPENSES Utilities 3,118 4,816 981 Equipment and Supplies 249,755 502,302 242,657 289,061 278,311 293,439 1.51% Repairs and Maintenance 63,292 63,340 44,469 99,170 99,170 71,000 -28.41% Conferences and Training 240,285 245,820 255,978 161,549 162,703 200,000 23.80% Professional Services 13,771 14,795 3,841 72,310 93,310 100.00% Other Contract Services 120,185 143,040 137,818 129,800 23,814 1,324,531 920.44% Rental Expense 4,350 3,963 Insurance 1,881 Other Expenses (78) 3,000 3,000 -100.00% OPERATING EXPENSES 696,558 978,076 685,744 682,580 639,308 1,982,280 190.41% NON-OPERATING EXPENSES Transfers to Other Funds 167,996 230,652 37.30% NON-OPERATING EXPENSES 167,996 230,652 37.30% Total 2,854,737 3,234,808 2,989,331 2,557,706 2,571,666 4,865,224 90.22% Significant Changes Citywide changes in Personnel Services(Permanent, Overtime and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, as well as the redistribution of personnel due to a department-wide reorganization. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Changes in Operating Expenses and Temporary Salaries reflect a reallocation of funds between divisions within the department. 312 Police Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Executive PERSONNEL SERVICES Salaries, Permanent 441,217 565,946 359,968 508,569 553,097 432,768 -14.90% Salaries, Temporary 133,844 100,000 Salaries, Overtime 1,678 6,747 7,343 Leave Payouts 37,512 37,919 10,084 Benefits 272,303 445,281 231,571 250.261 331,330 172,297 -31.15% PERSONNEL SERVICES 752,710 1,055,893 742,811 758,830 984,427 605,065 -20.26% OPERATING EXPENSES Utilities 2,880 700 740 1,000 1,000 1,000 0.00% Equipment and Supplies 61,920 7,568 7,559 14,000 19,400 13,000 -7.14% Repairs and Maintenance 138 138 Conferences and Training 57,443 28,186 16,365 Professional Services 20,487 112,576 69,910 171,270 Other Contract Services 7,799 98 Expense Allowances 1,200 Other Expenses 115 OPERATING EXPENSES 150,781 150,465 94,575 15,000 191,670 14,000 -6.67% NON-OPERATING EXPENSES Transfers to Other Funds 81,069 58,369 -28.00% NON-OPERATING EXPENSES 81,069 58,369 -28.00% Total 903,491 1,206,358 837,386 854,899 1,176,097 677,434 -20.76% Significant Changes Changes in Personnel Services(Permanent and Benefits)and Operating Expenses reflect a department-wide reorganization and realignment of funds within the department. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 313 Police Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Investigations PERSONNEL SERVICES Salaries, Permanent 6,807,897 6,794,574 7,010,153 6,688,172 6,862,445 8,291,673 23.98% Salaries, Temporary 23,089 38,260 123,416 24,384 124,384 25,000 2.53% Salaries, Overtime 506,245 683,414 676,100 601,000 601,000 601,000 0.00% Leave Payouts 400,104 377,558 295,990 Benefits 5,587,618 6,038,590 6,058,733 3,610,163 4,730,989 4,122,673 14.20% PERSONNEL SERVICES 13,324,953 13,932,397 14,164,392 10,923,719 12,318,818 13,040,346 19.38% OPERATING EXPENSES Utilities 7,860 10,079 6,857 4,700 4,700 4,920 4.68% Equipment and Supplies 142,548 230,922 173,850 109,394 120,803 151,127 38.15% Repairs and Maintenance 12,693 11,306 41,014 22,584 34,441 71,908 218.40% Conferences and Training 2,947 14,819 1,071 Professional Services 195,861 242,555 115,654 237,033 253,666 93,633 -60.50% Other Contract Services 40,700 26,218 16,122 14,000 14,000 52,500 275.00% Rental Expense 829 476 Expense Allowances 1,200 Other Expenses 4,104 1,000 1,000 1,000 0.00% OPERATING EXPENSES 403,438 537,100 359,149 388,711 428,610 375,088 -3.50% NON-OPERATING EXPENSES Transfers to Other Funds 1,120,826 1,169,683 4.36% NON-OPERATING EXPENSES 1,120,826 1,169,683 4.36% Total 13,728,391 14,469,497 14,523,540 12,433,256 12,747,428 14,585,117 17.31 Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, as well as the redistribution of personnel due to a department-wide reorganization. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Changes in Operating Expenses reflect a reallocation of funds between divisions within the department. 314 Police Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Patrol PERSONNEL SERVICES Salaries, Permanent 14,562,697 14,694,119 14,996,176 17,069,531 17,344,519 16,137,894 -5.46% Salaries, Temporary 53,697 3,600 2,550 5,400 5,400 5,000 -7.41% Salaries, Overtime 1,570,167 1,722,604 2,411,542 2,393,740 2,393,740 2,568,740 7.31% Leave Payout 533,678 487,604 455,185 Benefits 12,661,605 13,769,230 12,961,795 9,848,504 12,757,214 8,600,536 -12.67% PERSONNEL SERVICES 29,381,844 30,677,158 30,827,248 29,317,175 32,500,873 27,312,170 -6.84% OPERATING EXPENSES Utilities 425 171 Equipment and Supplies 16,606 29,495 19,101 20,100 21,500 32,400 61.19% Repairs and Maintenance 224 6,680 4,016 3,300 3,300 4,000 21.21% Conferences and Training 6,374 6,550 15,389 16,320 16,320 25,000 53.19% Professional Services 7,555 45 Other Contract Services 103,909 89,172 128,935 133,000 39,700 33,000 -75.19% Rental Expense 155 1,803 Payments to Other Governments Expense Allowances 6,000 335,000 145,600 100.00% OPERATING EXPENSES 135,247 139,916 167,441 172,720 415,820 240,000 38.95% NON-OPERATING EXPENSES Transfers to Other Funds 2,908,710 2,349,880 -19.21% NON-OPERATING EXPENSES 2,908,710 2,349,880 -19.21% Total 29,517,091 30,817,074 30,994,689 32,398,605 32,916,693 29,902,050 -7.71% Significant Changes Changes in Personnel Services (Permanent and Benefits)and Operating Expenses reflect a department-wide reorganization and realignment of funds within the department. Overtime increased as a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 315 Police Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Special Operations PERSONNEL SERVICES Salaries, Permanent 7,294,098 7,301,619 7,951,287 7,879,853 7,995,815 9,778,919 24.10% Salaries, Temporary 52,453 122,726 121,521 157,000 260,799 135,000 -14.01% Salaries, Overtime 1,197,693 1,084,733 1,454,284 936,400 936,400 1,096,400 17.09% Leave Payout 304,714 229,585 134,294 Benefits 6,061,672 6,490,527 6,763,696 4,187,837 5,534,794 4,802,771 14.68% PERSONNEL SERVICES 14,910,630 15,229,190 16,425,082 13,161,090 14,727,808 15,813,090 20.15% OPERATING EXPENSES Utilities 2,533 4,315 595 Equipment and Supplies 320,665 245,295 278,366 289,551 294,118 358,696 23.88% Repairs and Maintenance 451,729 403,702 521,030 511,100 406,399 470,600 -7.92% Conferences and Training 25,839 112,658 51,355 90,500 90,500 96,500 6.63% Professional Services 51,971 48,688 42,249 47,645 52,093 55,800 17.12% Other Contract Services 429,334 360,220 687,779 789,920 789,920 811,620 2.75% Rental Expense 430 Payments to Other Governments 860,598 601,008 758,020 895,000 895,000 895,000 0.00% Expense Allowances 6,469 2,800 1,596 7,008 7,008 1.600 -77.17% OPERATING EXPENSES 2,149,568 1,778,686 2,340,990 2,630,724 2,535,038 2,689,816 2.25% NON-OPERATING EXPENSES Transfers to Other Funds 1,346,957 1,397,200 3.73% NON-OPERATING EXPENSES 1,346,957 1,397,200 3.73% Total 17,060,198 17,007,877 18,766,072 17,138,771 17,262,846 19,900,106 16.11% Significant Changes Citywide changes in Personnel Services(Permanent, Overtime and Benefits)are a result of new Memorandums of Understanding ' (MOUs)that were entered into with the City's various labor unions, as well as the redistribution of personnel due to a department-wide reorganization. . The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. Changes in Operating Expenses and Temporary Salaries reflect a reallocation of funds between divisions within the department. 316 Police Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Support Services PERSONNEL SERVICES Salaries, Permanent 4,697,171 4,936,617 5,056,593 5,657,764 5,958,269 5,755,555 1.73% Salaries,Temporary 82,679 73,115 125,227 70,577 70,577 95,000 34.60% Salaries, Overtime 909,421 755,082 734,472 533,960 533,960 533,960 0.00% Leave Payout 159,457 153,495 158,983 Benefits 2,996,500 3,285,803 3,520,844 2,285,331 3,281,520 2,146,683 -6.07% PERSONNEL SERVICES 8,845,228 9,204,112 9,596,119 8,547,632 9,844,326 8,531,198 -0.19% OPERATING EXPENSES Utilities 7,666 11,938 11,746 14,000 14,000 14,000 0.00% Equipment and Supplies 215,225 248,452 212,744 222,735 223,182 283,043 27.08% Repairs and Maintenance 414,020 454,071 459,646 479,838 479,838 502,889 4.80% Conferences and Training 1,391 8,980 1,164 2,000 2,000 -100.00% Professional Services 86,490 82,717 90,574 93,310 79,422 -100.00% Other Contract Services 1,188,112 1,190,434 1,273,057 1,453,500 1,608,471 136,000 -90.64% Rental Expense 7,964 7,884 8,042 7,884 7,884 -100.00% Payments to Other Governments 132 2,621 5,000 5,000 2,000 -60.00% Expense Allowances 342,312 334,255 339,564 351,224 121,301 16,224 -95.38% OPERATING EXPENSES 2,263,311 2,338,730 2,399,159 2,629,491 2,541,098 954,156 -63.71% NON-OPERATING EXPENSES Transfers to Other Funds 996,189 886,166 -11.04% NON-OPERATING EXPENSES 996,189 886,166 -11.04% Total 11,108,540 11,542,842 11,995,278 12,173,312 12,385,424 10,371,520 -14.80% Significant Changes Citywide changes in Personnel Services(Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions,as well as the redistribution of personnel due to a department-wide reorganization. Changes in Operating Expenses and Temporary Salaries reflect a reallocation of funds between divisions within the department. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 317 Police Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Inmate Welfare(122), Narcotic Forfeiture State and Federal (212,214,242), Property and Evidence(216) PERSONNEL SERVICES Salaries, Overtime 82,787 114,146 166,263 160,000 160,000 75,000 -53.13% PERSONNEL SERVICES 82,787 114,146 166,263 160,000 160,000 75,000 -53.13% OPERATING EXPENSES Utilities 1,203 1,283 1,138 33,600 Equipment and Supplies 19,013 22,354 130,494 327,000 427,412 182,000 -44.34% Other Contract Services 2,500 OPERATING EXPENSES 20,216 23,638 134,132 327,000 461,012 182,000 -44.34% CAPITAL EXPENDITURES Equipment 113,035 10,716 125,000 100.00% CAPITAL EXPENDITURES 113,035 10,716 125,000 100.00% Total 216,039 148,499 300,395 487,000 621,012 382,000 -21.56% 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 for the Orange County Regional Narcotic Suppression Program overtime and $22,000 for the annual subscription to Vintra's Team Plus Plan. Of the state equitably shared funds, $60,000 is appropriated to enhance training and/or equipment. The Property and Evidence Unit is need of upgrades including a new evidence freezer and new workstations. The capital equipment appropriation of $125,000 is for the freezer and $60,000 of the operating budget is for the unit upgrades. The remaining $40,000 of the operating expense budget is for the Inmate Welfare Fund.This fund covers reading materials, cable TV, clothing, and bus passes for the inmates, as well as improvements to inmate housing. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00122 Inmate Welfare Fund 2,855 6,198 1,199 2,000 2,000 (2,000) 00212 Narcotics Forfeiture Fed 371,484 208,434 48,912 95,000 95,000 00214 Narcotic Forfeiture/State 25,582 66,253 954 00216 Property and Evidence 55,413 63,445 126,825 10,000 10,000 10,000 00242 Narcotics Forfeiture/Treas 11,768 353 1,407 Total 467,101 344,683 179,297 12,000 12,000 105,000 93,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00122 Inmate Welfare Fund 95,710 100,452 94,802 89,687 40,000 49,687 (40,000) 00212 Narcotics Forfeiture Fed 520,335 593,034 413,684 26,564 2,000 24,564 (2,000) 00214 Narcotic Forfeiture/State 225,248 280,785 281,739 152,852 60,000 92,852 (60,000) 00216 Property and Evidence 147,316 210,168 283,830 252,843 175,000 77,843 (175,000) Total 988,609 1,184,439 1,074,055 521,946 277,000 244,946 (277,000) 318 Police Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Grants(various) PERSONNEL SERVICES Salaries, Permanent 126,628 135,415 186,531 45,000 398,575 45,000 0.00% Salaries, Temporary 80,245 86,700 100,977 36,631 Salaries, Overtime 343,005 228,141 377,243 763,708 Benefits 74,332 122,358 165,341 337,002 PERSONNEL SERVICES 624,209 572,614 830,092 45,000 1,535,916 45,000 0.00% OPERATING EXPENSES Equipment and Supplies 430,848 348,513 503,206 300,475 712,065 385,155 28.18% Repairs and Maintenance 3,270 128,716 100.00% Conferences and Training 4,064 10,979 22,179 19,959 Professional Services 111,365 123,912 144,091 422,872 Other Contract Services 62.100 OPERATING EXPENSES 546,277 483,404 672,747 300,475 1,216,996 513,871 71.02% CAPITAL EXPENDITURES Improvements 1,124,000 1,124,000 415,000 -63.08% Equipment 84,909 124,282 23,322 300,000 100.00% Vehicles 45,323 90,510 115,000 Capital-Software 25,200 9,800 CAPITAL EXPENDITURES 130,232 25,200 224,592 1,124,000 1,262,322 715,000 -36.39% Total 1,300,718 1,081,219 1,727,431 1,469,475 4,015,233 1,273,871 -13.31% Significant Changes The Police Department is purchasing additional Mobile Data Computers. The appropriation of $128,716 is for the laptops, software, and cellular service. For capital expenditures, the Police Department is appropriating $415,000 for the PD Traffic Office upgrade, $300,000 for new gym equipment and rifle suppressors. 319 Police Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants (various) (continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00107 Evidence Seizure 3,315 528 401 00227 Police Facilities Dev Impact 327,361 228,012 164,848 00246 CARES Act(CESF) 93,800 00838 Jail Training Grant 9,030 12,085 9,465 12,168 (12,168) 00909 UASI-OCIAC Prgm 2007 1,474 2,184 00919 Avoid the 28 DUI Grant 164 00949 SLESF Grant 10/11 5,209 00955 Prop 69 Funding (276) 45,678 23,322 (23,322) 00968 SLESF Grant 11/12 (757) 00971 Asset Forfeiture 15% State 3,753 10,289 00978 US Secret Svcs(USSS) 8,796 11,763 27,931 26,454 (26,454) 00979 AB109 Pub Sfty Realignmt 89,158 96,863 90,852 73,655 73,655 103,567 29,912 00984 SLESF Grant 528,785 549,156 491,216 300,000 300,000 400,000 100,000 01215 lmmigr&Customs Enfcmt 50,000 (50,000) 01224 OC Reg Narc Suppress 16,628 01241 Justice Assist Grant 16/17 25,879 01249 Office of Traffic Sfty 17/18 192,995 01250 Domestic Violence 2018 114,953 01252 Office of Traffic Sfty 18/19 398,094 146,609 01253 Domestic Violence 2019 203,143 01257 Office of Traffic Sfty 19/20 337,935 279,727 01258 OTS Bike Ped Sfty 19/20 16,004 9,990 01259 Justice Assist Grant 2017 26,982 (26,982) 01260 Justice Assist Grant 2018 26,309 (26,309) 01261 Justice Assist Grant 2019 48,771 (48,771) 01262 BSCC Mental Hlth Training 4,320 7 01264 Domestic Violence 2020 43,716 275,332 83,612 (83,612) 01265 ABC GRANT FY 20/21 16,141 01266 OTS Bike Ped Sfty 20/21 15,154 34,846 (34,846) 01267 SB 2 Reimbursement 2,010 4,000 (4,000) 01268 Office of Traffic Sfty 20/21 262,045 422,325 (422,325) 01269 Operation Stonegarden 192,900 (192,900) 01270 OTS Bike Ped Sfty 21/22 42,795 (42,795) 01271 Office of Traffic Sfty 21/22 788,000 (788,000) 01274 FBI JTTF 19,000 (19,000) Total 1,724,561 1,662,608 1,784,596 373,655 2,175,139 503,567 (1,671,572) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00227 Police Facilities Dev Impact 1,530,077 1,758,089 1,922,937 461,757 415,000 46,757 (415,000) 00979 AB109 Pub Sfty Realignmt 165,740 196,164 186,271 74,004 26,588 47,416 (26,588) 00984 SLESF Grant 2,001,283 2,293,706 2,447,631 2,552,775 328,716 2,224,059 (328,716) Total 3,697,100 4,247,959 4,556,839 3,088,536 770,304 2,318,232 (770,304) 320 o✓ANT ro A City of Huntington Beach 9t _ T ¢ Public Works 7,1 '��F-.o.r_....,,��;�' Adopted — FY 2022/23 Director of Public Works ( MAINTENANCE AND Deputy Director of Deputy Director of OPERATIONS ) ADMINISTRATION ) Public Works Public Works Operations Manager Administrative Svcs Manager UTILITIES II TRANSPORTATION ) ) ( ENGINEERING Administrative Secretary Senior Administrative Analyst(2) Administrative Analyst(2) STREET MAINTFNANCF Real Estate Project Manager Street Maintenance Supervisor Administrative Aide WATER&SEWER ADMINISTRATION Transportation Manager Street Maintenance Crewleader Senior Accounting Technician Water Conservation Coordinator City Engineer Street Maintenance Leadworker(2) Accounting Technician II Warehousekeeper FNGINFFRING/CIP Street Equipment Operator(2) Administrative Assistant Stock Clerk Principal Civil Engineer CONSTRUCTION ENGINEERING Maintenance Service Worker(5) Administrative Secretary Administrative Secretary Senior Traffic Engineer(2) Construction Manager LANDSCAPE MAINTENANCE Field Service Representative Traffic Engineenng Technician Senior Construction Inspector(3) Code Enforcement Officer I SCADA/GIs/SURVEY Construction Inspector II Landscape Maintenance Supervisor Office Assistant II(5) Utilities Technology Coordinator SIGNAL&LIGHTS MAINTENANCE Contract Admnistrator(7) Landscape Maintenance Crewleader Landscape Maint.Leadworker 4 SCADA Technician Traffic Signal/Light Crewleader p () DESIGN FNGI_NFFRING Landscape Equipment Operator Survey Technician II(2) Traffic Signal Electrician(2) Pest Control S dalist GIS Analyst II(2) Traffic Maint Service Worker(3) Principal Civil Engineer Pe j Senior Civi Engineer(2) Irrigation Specialist WATER PRODUCTION Assistant Civil Engineer TREE MAINTFNANCF Water Production Supervisor Civil Engineering Assistant Tree Maintenance Supervisor Water Operations Crewleader Tree Maintenance Crewleader Water Ope rations Leadworker(2) DEW'OPMFNT FNGINFFRINO Tree Maintenance Leadworker I Water Systems Technician III(4) Principal Civil Engineer Tree Equipment Operator(2) Water Systems Technician II(5) Senior Civi Engineer(2) Maintenance Service Worker Senior Engineering Technician WATER DISTRIBUTION/METERS Civil Engineering Assistant REACH MAINTFNANCF Water Distribution Superintendent Beach Operations Supervisor Water Dist.Mant.Crewleader(2) WATFR AND SEWER Beach Maintenance Crewleader(2) Water Dist Meters Crewleader FNGINFFRING Sr.Facilities Maintenance Technician Engineering Aide Principal Civil Engineer Beach Equipment Operator(2) Water Dist Mani.Leadworker(7) Senior Civi Engineer Beach Maintenance Service Worker Water Dist.Meters Leadworker(2) Associate Civil Engineer Water Equipment Operator(5) STORM WATER QUALITY FLEFT MAINTFNANCF Water Service Worker(13) Fleet Operations Supervisor Water Meter Repair Technician(4) Environmental Service Manager Equip/Auto Maint.Crewleader(2) Field Service Representative(2) Environmental Specialist(2) Equip/Auto Maint.Leadworker(3) Accounting Technician II Equipment Support Assistant Water Utility Locator Mechanic III(6) Mechanic II(3) WATER QUALITY Water Quality Supervisor FACILITY MAINTFNANCF Water Quality Coordinator Facilities Maintenance Supervisor Water Quality Technician Facilities Maint.Crewleader(3) Cross Connection Control Specialist(2) Sr.Facilities Maint.Technician Facilities Maintenance Technician(5) WASTEWATER Electrician Wastewater Supervisor Wastewater Ops Crewleader Wastewater Ops Leadworker(3) Wastewater Equipment Operator(5) Senior Wastewater Pump Mechanic Wastewater Pump Mechanic Wastewater Service Worker(7) Water Utility Locator 321 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 the other four Divisions, including policy direction and program evaluation.The division also administers the City's solid waste and recycling contract; City real estate functions; and smart cities, sustainability and mobility programs. 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. The Inspection Section reviews developer-installed infrastructure, landscaping, utility work, and capital improvement projects. The Capital Project Section plans and designs City-funded public improvement projects such as street, sewer, water, and drainage facilities. This program provides construction management services for new public facilities such as parks, recreation centers, fire stations, and beach improvements. 1 ,111, 1! rr r 4004* _ Ow • - '111%hi 469r- }` g 322 Public Works Department Descriptions Operations Division The 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, community centers, beach Marine Safety buildings, and the pier. Operations is responsible for various renovation and infrastructure improvement projects to update, maintain a safe and comfortable environment for residents/visitors,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, Senior Center bus fleet, vacuum trucks, tractors, and trailer-mounted generators. The Beach Maintenance team is responsible for cleaning the pier, beach,fire rings, bike paths, parking lots, Main Street Promenade Parking Structure,and Pier Plaza.Additionally,they're also responsible for cleaning the beaches at Huntington Harbour and Sunset Beach. The Landscape Maintenance team keeps the City parks, play areas, City facilities, landscaped medians and roadside areas in a safe and attractive condition. The Street Maintenance team cleans, maintains, and repairs City streets, sidewalks, and parking lots. The Tree Maintenance team provides ongoing routine and emergency trimming, removal, and planting at City parks, facilities, and the City's right of way. The Operations Division contracts for most of its services including: landscape maintenance,janitorial services,graffiti abatement, 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. -401111 '^ ....:•'� '6 .dip ""4, n. III► / .w i�:.:. '* .wr • III I d .7 ,• iill .. . � . 'R:_-'! a�. ' 111r t • r < r ii�** n toa r y _ :. _ -41 .mat h + 4--- - ,. • • !4 - 1 4,-4 il t e i . , . t 323 Public Works Department Descriptions Transportation Division The purpose of the Transportation Division is to provide a safe and efficient , , •® 1111 transportation system supporting vehicular, pedestrian, transit, and bicycle i activity while servicing the needs of the community. Transportation �. oversees the design and maintenance of all traffic control devices and pole O- . .,J; lighting on City property. Staff reviews development projects, provides 1$1 advance transportation planning for both local and regional activities, and = 1 1 'FT] _. responds to public requests related to traffic concerns. The Signal and ---- Lighting Maintenance Section provides service to all traffic signals, City ;,k,iv' streetlights,and parks and sports field lighting.The Traffic Engineering staff .i ;t=.• manage contracts for the maintenance of all required traffic delineation, jIl• signage, and pavement and curb markings. Staff provides traffic control " i ; • '... 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. le W ' i i f : r ! , , ♦ilri., m, s - 1 i f wool , ,.,- I jr aYY�1 -_ 324 Public Works Ongoing Activities & 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. • Respond to service work orders for facilities maintenance. • Respond to graffiti reports/incidents. • 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 and irrigation. • 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. • Provide ongoing and emergency tree trimming at City parks, medians and roadside right of way. • Manage and maintain 900 pieces of fleet assets with over 5,000,000 miles driven annually. • Manage and maintain 9 fuel sites that supply unleaded, premium, diesel, propane and jet fuels. • 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. • Install and maintain traffic signs and markings for 1,120 lane miles of public streets and facilities. • 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 field 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. • 41,1 , ... #vm .«.«* ,7114le".1 14111161w- 325 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 2022/23 are presented below. FY 2020/21 FY 2021/22 FY 2022/23 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 1. Process 85% of first development plan checks within 20 business days of receipt. (21) Measure: %of first development plan checks 95% 98% 95% processed Goal: 2. Award 80%of Capital Improvement Program (CIP)projects indicated in the annual CIP. Sio Measure: 90% 90% 90% %of CIP projects awarded as indicated Goal: 3. Abate 100%of graffiti on City property within three business days of report. Measure: 80% 80% 100% %of graffiti abated within three business days Goal: 4. Complete 90% of work orders and service requests within requested schedule. Measure: %of work orders completed within 90% 92% 90% requested schedule Goal: 5. Manage Central Warehouse operations with a variance of less than one percent of inventory value. $ Measure: %variance of inventory value <1% <1% <1 Goal: 6. Respond to and address 95% of Water Quality, NPDES,and Fats, Oils,and Greases (FOG)complaints within 24 hours. Measure: % of water quality complaints responded to 95% 95% 95% and addressed within 24 hours 326 Public Works Accomplishments & Objectives FY 2021/22 Accomplishments • Processed a record number of personnel actions. • Began the cleanup of cell tower leases and billing. • Oversaw the development of the annual department operating budget and budgets for citywide CIP and equipment replacement. • Successfully completed all required financial reporting for the department, including various reports to outside agencies. • Assisted Finance in the annual year-end close out and audit. • Managed the solid waste contract including the development of the new state-mandated organic food waste program. • Began a cross-training program for customer service staff. • Continued to work with Finance and Human Resources to streamline processes. • Reviewed and edited all department Request for Council Actions(RCA)as necessary. • Successfully bid out and processed numerous maintenance service contracts. • Completed Bluff Top Park railings, path and landscape. • Added and maintained several Mobi-Mats to provide ADA access to beaches and parks. • Completed new monuments, fencing and tree planting along Glen Mar Tract frontage road. • Completed rehabilitation of The Boys and Girls Club parking lot and Ballantine Lane. • Completed construction of an elevated walkway by Lake Huntington in Central Park. • Awarded a new contract for all Parks janitorial services (restrooms, play equipment, picnic tables and benches). • Continually manage and maintain approximately 2 million square feet of facilities (mechanical, electrical, plumbing, fire/life safety, carpentry, roofing, painting and flooring). • Received and responded to 3,187 facilities services requests. • Received and responded to 2,526 graffiti abatement requests. • Managed and maintained 900 pieces of fleet rolling stock with over 5,000,000 miles driven. • Purchased and processed 73 new vehicles. • Completed over 5,000 fleet repairs. • Completed 250 Smog Certifications in-house. • Completed 150 Diesel Opacity Tests in-house. • Managed the purchase and delivery of 450,000 gallons of fuel. • Managed 9 fuel sites with unleaded, premium, diesel, propane and jet fuels. • Completed 2,000 fleet preventive maintenance inspections and service. • Installed a new roof and mufflers at Slater Flood Control Station. • Completed slip lining repair for sump pump at Indianapolis Flood Control Station. • Drained and cleaned Overmyer Reservoir and repaired inlet piping. • Installed submersible mixers at the Springdale and Overmyer Reservoirs. • Replaced failing driveway at Well 10. • Epoxy coated discharge piping at Overmyer and Reservoir Hill Booster Stations. • Awarded a construction contract to replace water mains in Sunset Beach. • Upsized and re-located 400 feet of 8-inch water main along Hartford and Florida. • Relocated 50 water service lines in the tract between Edwards/Gothard and Garfield/Ellis. • Replaced 1,500 water meters in the southeast area of the City per the 15-year change out program. • Upgraded Automated Meter Infrastructure(AMI)software. • Upgraded Underground Service Alert software to meet AB 1166 requirements. • Installed six backflow devices for City parks that lacked meter protection. • Completed Year 1 of the Citywide CCTV Sewer Inspection Program. • Cleaned and inspected 100%of City owned catch basins. • Completed installation of half round grates at 55 locations. • Completed 51 Sewer Lateral Program service repair locations. • Completed the Sewer System Management Plan (Update). • Performed seven emergency water main break repairs. 327 Public Works Accomplishments & Objectives • Completed construction replacing water mains in Sunset Beach and in the EdwardsNarsity tract. • Awarded construction contracts for Building and Forebay Flood Control Station Improvements. • Installed new LED lighting at Huntington Central Park Sports Complex at fields 1 and 2. • Completed construction of the Slater Sewer Lift Station. • Awarded construction contracts and began construction of the Saybrook Sewer Lift Station. • Completed paving of the Beach RV Parking Lot. • Installed new railing separating the disc golf course from the playground at Central Park. • Installed a new playground at Central Park West. • Completed restroom, patio and picnic area improvements at Lake Park. • Installed a new chiller at Lifeguard Headquarters replacing the outdated R22 refrigerant. • Completed upgrades of fiber optic communications from City Hall to Beach facilities. • Initiated construction of 20 blocks of high voltage lighting to LED lighting on Orange Avenue and Crest Street. • Successfully transitioned operations of sign and marking maintenance to contracted services. • Actively participated in the review and coordination of construction work with the OC405 team for the Interstate 405 improvement project, including the opening of the Edinger Bridge and the Heil Pedestrian Bridge. • Completed the conversion of 2.5 miles of Delaware Street to a collector roadway with protected bike lanes while retaining all on-street parking, providing an attractive environment for local cyclists to access the coast area and downtown. • Completed construction of traffic signal upgrades at the intersections of Warner/Graham, Warner/Nichols and lndianapolis/Brookhurst. • Replaced more than 600 street name signs in 12 reporting districts(1/2 mile sections). • Completed the update to the City's Traffic Signal Priority List and Left Turn Phasing studies as part of developing a Long Range Safety Plan for the City. • Completed the first Citywide Mobility Study. • Completed installation of 10 Rectangular Rapid Flashing Beacon installations at uncontrolled, marked, arterial crosswalks throughout the City. FY 2022/23 Objectives • Continue to build the real estate program. • Direct the development of the annual department operating budget and budgets for citywide CIP and equipment replacement. • Monitor the implementation of the new organic waste program. • Continue cross-training efforts with customer service staff. • Maintain the 6-year tree trimming cycle and continue to work towards the goal of a 4-year tree trimming cycle. • Continue Central Park rehabilitation, remove dead trees, trim large trees near parking lots. • Install and upgrade trash receptacles at Central Park and implement automated collection services. • Complete design and award up to three miles of arterial rehabilitation projects. • Rehabilitate the street pavement in Maintenance Zone 2. • 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 deferred maintenance and equipment replacement plans. • Continue replacement of R22 in facilities HVAC systems. • Implement new City Works software system to track work orders and preventive maintenance. • Implement Citywide contracted graffiti abatement program to provide additional service to the community. • Continue to purchase alternative fuel vehicles to reduce fuel consumption and emissions. • Increase purchase of hybrid and electric vehicles. • Continue working towards streamlining the vehicle replacement process. 328 Public Works Accomplishments & Objectives • Continue to increase fleet equipment availability. • Continue to reduce fleet work order turnaround time. • Continue to increase ASE certifications for mechanics. • Maintain 99% preventive maintenance completion status. • Continue to implement mechanic cross-training. • Assess and repair Water Production building roof. • Begin on-site chlorine generation pilot testing. • Complete Flood Control Station Facility Improvements Project(Phase 1). • Upgrade engine controls panels and remote telemetry at Slater Flood Control Station. • Retrofit Well 9 exhaust room to eliminate potential fire hazard. • Replace low pressure gas vaporizers at Edwards Hill, Peck, and Overmyer Reservoirs. • Complete water production technician training and certifications for new employees. • Locate and log 500 dedicated irrigation meters into GIS for compliance with AB 606. • Relocate 200 water service lines in the tract between Edwards/Goldenwest and Garfield/Ellis. • Replace 2,000 water meters as part of the 15 year meter change out program. • Coordinate 20,000 square feet of turf removal rebates for residential and business customers. • Replace 18,500 square feet of non-functional turf median with water efficient landscaping on Goldenwest Street, between Yorktown and PCH. • Upgrade backflow prevention tracking software. • Cross-train Cross Connection and Water Quality personnel for better coverage. • Train Water Quality Coordinator to complete the City's Annual Water Quality Consumer Confidence Report. • Complete Year 2 of the Citywide CCTV Sewer Inspection Program. • Clean 350 miles of sewer line to fulfill biennial Citywide sewer cleaning requirement. • Complete SSMP biennial audit. • Update the Sewer Spill Overflow Response Plan. • Complete design and award up to three miles of arterial rehabilitation projects. • Rehabilitate the street pavement in Maintenance Zone 2, including new ADA curb ramps. • Construct the Heil Avenue Stormwater Pump Station. • Construct upgrades to 10 City facilities. • Design and award a construction contract for the Davenport and Humboldt Lift Stations. • Continue improvements to the City's 15 stormwater pump stations. • Complete construction of 1 mile of fiber optic communication cables connecting various City facilities with City Hall. • Renew striping on three arterials within three of the Public Works maintenance zones. • Work with 0C405 and Orange County Transportation Authority (OCTA)to complete work at the Beach/I-405 and Edinger area and the Newland Bridge. • Replace/upgrade approximately 600 street name signs in 10-15—1/2 mile square residential blocks of the City. • Complete traffic signal maintenance and equipment replacement at the Main/Delaware and Warner/Ash intersections. • Work in cooperation with OCTA and adjacent cities to complete traffic signal coordination and operational improvements on the Edinger and Warner corridors. 329 Intentionally Left Blank Public Works Adopted Budget- FY 2022/23 Summary Charts DEPARTMENT Expenditures by Catecgory Capital Expenditures 34% Operating Expenses 45% Non-Operating Expenses 2% Personnel Services 19% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services 28,753,003 30,118,120 25,864,704 25,679,432 30,328,143 28,702,996 Operating Expenses 57,029,114 57,743,073 60,161,046 64,227,787 69,169,185 68,972,019 Capital Expenditures 17,172,214 18,134,732 21,890,169 37,517,284 70,100,104 51,337,088 Non-Operating Expenses 6,419,872 6,787,505 6,915,120 3,899,162 993,872 3,515,947 Total Expenditures by Category 109,374,204 112,783,431 114,831,039 131,323,665 170,591,304 152,528,050 Expenditures by Fund Grants and 00100 General Restricted Funds Fund 00201 Air 01247 Arterial 12% Quality Fund... Rehab 14% 3% 00207 Gas Tax 00511 Sewer /� Fund Service Fund 2% 13% �I 00213 Measure M 00507 Water 111111111111."".-- f Fund Master Plan 3% 2% 00314 Infrastructure Fund 00504 Refuse 9% 00506 Water Collection Service 31% 10% Fund 206 represents less than 1%of expenditures and is not labeled on this chart FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 25,953,156 24,868,447 21,666,049 19,962,943 21,203,793 21,388,774 00201 Air Quality Fund 106,608 102,149 15,378 531,500 1,523,302 788,188 00206 Traffic Impact 914,922 2,157,222 52,308 1,690,000 2,148,895 290,000 00207 Gas Tax Fund 2,577,979 3,089,234 5,036,650 4,076,420 4,463,921 3,662,154 00213 Measure M Fund 4,938,458 3,156,679 3,123,030 2,318,987 5,100,440 4,378,615 00314 Infrastructure Fund 3,970,211 2,961,179 4,503,679 17,506,993 25,668,921 14,070,009 00504 Refuse Collection Service 12,079,998 12,636,030 13,001,684 13,838,190 14,170,738 14,540,682 00506 Water 41,152,381 41,362,339 42,084,504 44,122,678 45,982,842 47,887,385 00507 Water Master Plan 2,251,788 3,100,231 3,970,253 3,493,684 6,922,083 2,855,478 00511 Sewer Service Fund 9,441,907 9,827,898 9,283,115 13,764,987 21,696,370 19,378,288 01247 Arterial Rehab 1,126,234 3,361,778 6,221,116 4,800,000 5,451,900 4,600,000 Grants and Restricted Funds 4,860,559 6,160,246 5,873,273 5,217,283 16,258,098 18,688,477 Total Expenditures by Fund 109,374,204 112,783,431 114,831,039 131,323,665 170,591,304 152,528,050 331 Public Works Adopted Budget- FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 15,098,333 15,208,401 13,702,080 16,833,031 18,537,555 18,976,703 12.73% Salaries,Temporary 441,391 337,159 603,597 760,600 799,497 673,100 -11.50% Salaries,Overtime 966,821 930,538 939,466 797,343 797,343 834,193 4.62% Leave Payouts 689,659 1,100,984 966,384 355,000 100.00% Benefits 11,556,799 12,541,039 9,653,176 7.288,458 10,193,748 7,864,000 7.90% PERSONNEL SERVICES 28,753,003 30,118,120 25,864,704 25,679,432 30,328,143 28,702,996 11.77% OPERATING EXPENSES Utilities 941,590 1,170,536 1,525,995 1,228,500 1,228,500 1,438,400 17.09% Purchased Water 16,435,060 16,386,899 17,143,545 18,450,000 18,450,000 18,655,000 1.11% Equipment and Supplies 2,928,990 2,705,256 2,731,688 3,812,168 4,156,986 3,907,327 2.50% Repairs and Maintenance 12,877,323 13,061,396 14,087,263 14,653,234 16,073,495 16,458,468 12.32% Conferences and Training 163,319 127,906 83,950 207,600 210,872 197,600 -4.82% Professional Services 1,712,462 1,827,823 1,597,612 2,414,200 5,070,077 3,607,200 49.42% Other Contract Services 11,983,213 12,317,938 13,060,475 13,510,081 14,023,328 14,497,815 7.31% Rental Expense 55,299 42,486 51,498 37,000 37,000 37,000 0.00% Claims Expense 118,500 Insurance 5,439 7,385 7,929 9,500 9,500 9,500 0.00% Payments to Other Governments 42,684 31,945 30,891 42,000 42,000 42,000 0.00% Interdepartmental Charges 8,460,658 8,726,251 8,408,456 8,323,504 8,323,504 8,573,209 3.00% Expense Allowances 78,600 72,251 71,665 75,500 75,500 75,500 0.00% Other Expenses 1,225,978 1,265,001 1,360,080 1,464,500 1,468,422 1,473,000 0.58% OPERATING EXPENSES 57,029,114 57,743,073 60,161,046 64,227,787 69,169,185 68,972,019 7.39% CAPITAL EXPENDITURES Improvements 27,219,443 20,705,952 26,144,335 35,228,283 66,388,624 48,574,300 37.88% Equipment 1,422,862 154,366 874,136 810,000 1,300,617 851,600 5.14% Vehicles 201,933 381,425 716,278 1,414,001 2,345,864 1,746,188 23.49% Software-Capital 65,000 65,000 165,000 153.85% Capitalized PP&E Offset (11,672.024) (3,107,011) (5,844,580) CAPITAL EXPENDITURES 17,172,214 18,134,732 21,890,169 37,517,284 70,100,104 51,337,088 36.84% NON-OPERATING EXPENSES Debt Service Expenses 262,494 67,611 570,867 525,000 525,000 525,000 0.00% Transfers to Other Funds 87,688 585,180 67,164 3,374,162 468,872 2,990,947 -11.36% Depreciation 6,069,689 6,134,714 6,277,089 NON-OPERATING EXPENSES 6,419,872 6,787,505 6,915,120 3,899,162 993,872 3,515,947 -9.83% Grand Total 109,374,204 112,783,431 114,831,039 131,323,665 170,591,304 152,528,050 16.15% General Fund 25,953,156 24,868,447 21,666,049 19,962,943 21,203,793 21,388,774 7.14% Other Funds 83,421,047 87,914.985 93,164,990 111,360,722 149,387,512 131.139,276 17.76% Grand Total 109,374,204 112,783,431 114,831,039 131,323,665 170,591,304 152,528,050 16.15% Personnel Summary 207.00 207.00 199.00 201.00 207.00 211.00 4.00 332 Public Works Adopted Budget- FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 7,371,416 7,259,176 5,184,024 4,695,236 5,170,641 5,335,390 13.63% Salaries, Temporary 287,768 211,233 416,230 331,100 369,997 331,100 0.00% Salaries, Overtime 450,662 409,255 320,473 326,343 326,343 326,343 0.00% Leave Payouts 463,964 510,062 340,219 Benefits 5,054,159 5,439,152 3,689,850 1,950,009 2,760,360 2,161,587 10.85% PERSONNEL SERVICES 13,627,969 13,828,878 9,950,796 7,302,688 8,627,341 8,154,420 11.66% OPERATING EXPENSES Utilities 6,419 4,510 3,497 Equipment and Supplies 1,940,547 1,692,851 1,797,201 1,968,893 2,063,096 1,973,893 0.25% Repairs and Maintenance 8,932,320 8,013,762 8,440,825 8,528,511 9,004,052 8,743,797 2.52% Conferences and Training 54,799 48,875 30,865 62,000 62,000 62,000 0.00% Professional Services 500,859 521,555 486,666 520,700 675,042 520,700 0.00% Other Contract Services 385,848 242,654 454,177 260,000 262,461 610,000 134.62% Rental Expense 46,355 33,686 34,891 12,000 12,000 12,000 0.00% Payments to Other Governments 40,684 19,607 30,591 39,500 39,500 39,500 0.00% Expense Allowances 51,636 43,576 41,894 49,800 49,800 49,800 0.00% Other Expenses 315,220 367,993 344,147 358,000 358,000 358,000 0.00% OPERATING EXPENSES 12,274,687 10,989,069 11,664,752 11,799,404 12,525,952 12,369,690 4.83% NON-OPERATING EXPENSES Transfers to Other Funds 50,500 50,500 50,500 860,851 50,500 864,664 0.44% NON-OPERATING EXPENSES 50,500 50,500 50,500 860,851 50,500 864,664 0.44% Total 25,953,156 24,868,447 21,666,049 19,962,943 21,203,793 21,388,774 7.14% Personnel Summary 97.75 97.75 53.00 53.50 55.90 56.40 0.50 333 Public Works Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Administration PERSONNEL SERVICES Salaries, Permanent 365,404 370,077 384,126 441,511 459,397 432,178 -2.11% Salaries, Temporary 16,642 10,600 92 17,700 17,700 17,700 0.00% Salaries, Overtime 1,384 15,625 (11) 200 200 200 0.00% Leave Payouts 18,631 33,583 35,323 Benefits 239,026 265,648 246,588 145,074 221,243 134,341 -7.40% PERSONNEL SERVICES 641,086 695,533 666,118 604,485 698,540 584,419 -3.32% OPERATING EXPENSES Utilities 58 (625) Equipment and Supplies 13,258 11,612 18,347 19,000 19,000 19,000 0.00% Repairs and Maintenance 17,735 14,754 15,163 26,900 26,900 26,900 0.00% Conferences and Training 5,419 3,947 104 1,000 1,000 1,000 0.00% Other Contract Services 1,095 177 635 350,000 Rental Expense 125 2,143 556 Expense Allowances 3,165 3,173 5,378 3,800 3,800 3,800 0.00% Other Expenses 274 138 OPERATING EXPENSES 40,856 35,454 40,321 50,700 50,700 400,700 690.34% NON-OPERATING EXPENSES Transfers to Other Funds 50,500 50,500 50,500 126,669 50,500 113,107 -10.71% NON-OPERATING EXPENSES 50,500 50,500 50,500 126,669 50,500 113,107 -10.71% (Total 732,442 781,487 756,939 781,854 799,740 1,098,226 40.46% Significant Changes Changes in Personnel Services (Permanent and Benefits) reflect the reallocation of personnel costs between divisions within the department. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 334 Public Works Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Engineering PERSONNEL SERVICES Salaries, Permanent 1,318,663 990,968 958,763 1,314,371 1,418,955 1,434,697 9.15% Salaries,Temporary 19,679 33,585 116,116 32,095 52,888 32,095 0.00% Salaries, Overtime 405 761 970 6,240 6,240 6,240 0.00% Leave Payouts 34,237 51,046 47,785 Benefits 777,907 735,675 610,255 484,022 710,818 499,535 3.21% PERSONNEL SERVICES 2,150,891 1,812,035 1,733,889 1,836,728 2,188,901 1,972,567 7.40% OPERATING EXPENSES Utilities 919 190 Equipment and Supplies 32,869 58,553 27,337 9,000 16,370 9,000 0.00% Repairs and Maintenance 263 325 Conferences and Training 2,907 362 1,751 8,500 8,500 8,500 0.00% Professional Services 482,019 518,048 428,315 470,700 517,017 470,700 0.00% Other Contract Services 10,233 15,502 10,227 Rental Expense 365 Expense Allowances 5,038 2,003 4,673 1,000 1,000 1,000 0.00% Other Expenses 289,137 329,140 314,257 330,000 330,000 330,000 0.00% OPERATING EXPENSES 822,203 924,791 787,440 819,200 872,887 819,200 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 226,796 219,865 -3.06% NON-OPERATING EXPENSES 226,796 219,865 -3.06% Total 2,973,094 2,736,826 2,521,329 2,882,724 3,061,788 3,011,632 4.47% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits)are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 335 Public Works Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Maintenance Operations PERSONNEL SERVICES Salaries, Permanent 4,675,868 4,891,692 3,258,560 2,673,559 3,005,045 3,171,813 18.64% Salaries, Temporary 231,538 167,048 256,214 263,438 281,542 263,438 0.00% Salaries, Overtime 328,508 289,561 237,329 218,353 218,353 218,353 0.00% Leave Payouts 373,224 393,374 228,872 Benefits 3,370,762 3,718,020 2,395,867 1,202,788 1,664,254 1,401,071 16.49% PERSONNEL SERVICES 8,979,901 9,459,695 6,376,842 4,358,138 5,169,194 5,054,675 15.98% OPERATING EXPENSES Utilities 6,297 4,086 2,150 Equipment and Supplies 1,734,460 1,483,603 1,685,203 1,908,143 1,958,104 1,913,143 0.26% Repairs and Maintenance 8,046,805 7,230,678 7,488,104 7,213,281 7,644,948 7,428,567 2.98% Conferences and Training 44,207 22,244 27,471 43,500 43,500 43,500 0.00% Professional Services 5,000 58,026 35,000 140,680 35,000 0.00% Other Contract Services 330,013 225,765 437,970 260,000 262,431 260,000 0.00% Rental Expense 46,230 30,778 33,970 12,000 12,000 12,000 0.00% Payments to Other Governments 40,684 19,607 30,591 39,500 39,500 39,500 0.00% Expense Allowances 36,925 31,833 25,587 39,600 39,600 39,600 0.00% Other Expenses 266 14,219 6,234 3,000 3,000 3,000 0.00% OPERATING EXPENSES 10,290,887 9,062,812 9,795,305 9,554,024 10,143,764 9,774,310 2.31% NON-OPERATING EXPENSES Transfer to Other Funds 461,466 486,223 5.36% NON-OPERATING EXPENSES 461,466 486,223 5.36% Total 19,270,788 18,522,508 16,172,146 14,373,628 15,312,958 15,315,208 6.55% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 336 Public Works Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Transportation PERSONNEL SERVICES Salaries, Permanent 830,215 806,919 425,416 114,599 123,837 124,784 8.89% Salaries, Temporary 19,910 43,809 17,867 17,867 17,867 0.00% Salaries, Overtime 65,365 55,522 49,587 56,000 56,000 56,000 0.00% Leave Payouts 37,872 32,058 28,239 Benefits 531,102 567,890 307,536 46,939 66,742 44,512 -5.17% PERSONNEL SERVICES 1,484,463 1,462,389 854,587 235,405 264,446 243,163 3.30% OPERATING EXPENSES Utilities 64 129 1,157 Equipment and Supplies 159,961 139,083 62,580 32,750 69,622 32,750 0.00% Repairs and Maintenance 529,992 503,453 574,590 893,620 937,480 893,620 0.00% Conferences and Training 2,266 22,322 1,539 9,000 9,000 9,000 0.00% Professional Services 13,840 3,506 325 15,000 17,345 15,000 0.00% Other Contract Services 44,507 1,210 5,346 30 Expense Allowances 5,400 5,441 5,218 5,400 5,400 5,400 0.00% OPERATING EXPENSES 756,030 675,145 650,755 955,770 1,038,876 955,770 0.00% NON-OPERATING EXPENSES Transfer to Other Funds 19,803 19,123 -3.43% NON-OPERATING EXPENSES 19,803 19,123 -3.43% Total 2,240,493 2,137,534 1,505,342 1,210,978 1,303,322 1,218,056 0.58% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 337 Public Works Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Utilities PERSONNEL SERVICES Salaries, Permanent 181,266 199,520 157,159 151,196 163,407 171,918 13.71% Salaries, Temporary 55,000 47,787 32,598 45,550 45,550 45,550 0.00% Benefits 135,362 151.918 129,605 71,186 97,303 82,128 15.37% PERSONNEL SERVICES 371,629 399,225 319,362 267,932 306,260 299,596 11.82% OPERATING EXPENSES Equipment and Supplies 3,734 Repairs and Maintenance 337,788 264,615 362,642 394,710 394,724 394,710 0.00% Rental Expense 765 Expense Allowances 1,107 1,127 1,037 Other Expenses 25,817 24,360 23,518 25,000 25,000 25,000 0.00% OPERATING EXPENSES 364,711 290,867 390,931 419,710 419,724 419,710 0.00% NON-OPERATING EXPENSES Transfer to Other Funds 26,117 26,346 0.88% NON-OPERATING EXPENSES 26,117 26,346 0.88% Total 736,340 690,092 710,293 713,759 725,984 745,652 4.47% Significant Changes Citywide changes in Personnel Services (Permanent and Benefits) are a result of new Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions, the addition of 18.5 new positions during FY 2021/22, and the addition of 9 new positions requested as part of the FY 2022/23 budget. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from fluctuations in personnel costs. 338 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Traffic Impact(206) PERSONNEL SERVICES Salaries, Permanent 8,604 2,141 Benefits 2,007 937 PERSONNEL SERVICES 10,611 3,078 OPERATING EXPENSES Professional Services 90,000 90,000 -100.0% OPERATING EXPENSES 90,000 90,000 -100.0% CAPITAL EXPENDITURES Improvements 904,311 2,154,144 52,308 1,600,000 2,058,895 290,000 -81.88% CAPITAL EXPENDITURES 904,311 2,154,144 52,308 1,600,000 2,058,895 290,000 -81.88% Total 914,922 2,157,222 52,308 1,690,000 2,148,895 290,000 -82.8% Significant Changes Funds are budgeted in the FY 2022/23 CIP for various signal improvements at City Fire Stations. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00206 Traffic Impact 738,612 647,895 234,126 100,000 100,000 100,000 Total 738,612 647,895 234,126 100,000 100,000 100,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00206 Traffic Impact 4,248,742 2,739,414 2,921,233 719,982 190,000 529,982 (190,000) Total 4,248,742 2,739,414 2,921,233 719,982 190,000 529,982 (190,000) 339 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Gas Tax Fund (207) PERSONNEL SERVICES Salaries, Permanent 4,372 98,894 362,035 743,830 854,742 786,876 5.79% Salaries, Overtime 705 33,737 Benefits 1,180 31,304 267,150 339,165 467,590 353,104 4.11% PERSONNEL SERVICES 5,552 130,902 662,923 1,082,995 1,322,332 1,139,980 5.26% OPERATING EXPENSES Repairs and Maintenance 250,000 Expense Allowances 384 OPERATING EXPENSES 250,000 384 CAPITAL EXPENDITURES Improvements 2,572,428 2,708,332 4,373,344 2,865,000 3,141,589 2,400,000 -16.23% CAPITAL EXPENDITURES 2,572,428 2,708,332 4,373,344 2,865,000 3,141,589 2,400,000 -16.23% NON-OPERATING EXPENSES Transfers to Other Funds 128,425 122.174 -4.87% NON-OPERATING EXPENSES 128,425 122,174 -4.87% Total 2,577,979 3,089,234 5,036,650 4,076,420 4,463,921 3,662,154 -10.16% Significant Changes Gas Tax funds are restricted to expenditures on street right-of-way improvements. Beginning in FY 2021/22 as part of the realignmnet/restructuring of the Department, the Gas Tax budget included personnel costs previously charged to the General Fund and this continues in FY 2022/23. Funds are budgeted in capital for residential pavement rehab in FY2022/23. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00207 Gas Tax Fund 3,350,390 3,089,826 3,088,799 3,274,452 3,274,452 3,788,219 513,767 Total 3,350,390 3,089,826 3,088,799 3,274,452 3,274,452 3,788,219 513,767 340 Public Works Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Measure M Fund (213) PERSONNEL SERVICES Salaries, Permanent 596,800 607,126 634,243 1,106,221 1,263,466 1,337,924 20.95% Salaries,Temporary 39,479 Salaries, Overtime 21,648 23,435 27,515 Leave Payouts 21,277 1,123 9,151 Benefits 416,560 450,230 397,159 366,921 557,766 418,061 13.94% PERSONNEL SERVICES 1,056,284 1,081,914 1,107,547 1,473,142 1,821,232 1,755,985 19.20% OPERATING EXPENSES Equipment and Supplies 4,802 6,513 7,766 105,000 122,840 -100.00% Repairs and Maintenance 364,507 499,965 749,272 250,000 250,035 -100.00% Professional Services 23,604 161,582 100,000 273,165 200,000 100.00% Other Contract Services 625 Expense Allowances 1,134 1,076 1,577 OPERATING EXPENSES 394,671 669,136 758,615 455,000 646,040 200,000 -56.04% CAPITAL EXPENDITURES Improvements 3,487,503 1,405,629 1,256,867 200,000 2,633,168 2,215,000 1007.50% CAPITAL EXPENDITURES 3,487,503 1,405,629 1,256,867 200,000 2,633,168 2,215,000 1007.50% NON-OPERATING EXPENSES Transfer to Other Funds 190,845 207,630 8.80% NON-OPERATING EXPENSES 190,845 207,630 8.80% Total 4,938,458 3,156,679 3,123,030 2,318,987 5,100,440 4,378,615 88.82% Significant Changes Measure M Fund receives revenue from a one-half cent sales tax levied in the County of Orange. Expenditures are dedicated to street and traffic salaries, maintenance and improvement projects. Projects for FY 22/23 include residential curb ramp and street rehab and a portion of the annual arterial rehab program. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00213 Measure M Fund 3,741,708 3,615,688 3,521,469 3,015,617 3,015,617 4,056,410 1,040,793 Total 3,741,708 3,615,688 3,521,469 3,015,617 3,015,617 4,056,410 1,040,793 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00213 Measure M Fund 1,960,589 2,419,599 2,818,038 1,563,754 322,205 1,241,549 (322,205) Total 1,960,589 2,419,599 2,818,038 1,563,754 322,205 1,241,549 (322,205) 341 Public Works Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Infrastructure Fund (314) PERSONNEL SERVICES Salaries, Permanent 10,022 537,318 1,283,886 1,393,497 1,401,931 9.19% Salaries-Overtime 72,692 34,600 100.00% Termination Pay Outs 81,406 Benefits 2,981 403,464 578,704 800,348 608,896 5.22% PERSONNEL SERVICES 13,002 1,094,880 1,862,590 2,193,845 2,045,427 9.82% OPERATING EXPENSES Equipment and Supplies 15,934 Repairs and Maintenance 189,280 6,966 555,175 941,759 1,096,024 1,980,949 110.35% Professional Services 24,478 117,564 1,363,636 40,000 100.00% Other Contract Services 6,000 Rental Expense 2,727 Expense Allowances 498 OPERATING EXPENSES 213,758 6,966 691,899 941,759 2,465,660 2,020,949 114.59% CAPITAL EXPENDITURES Improvements 3,743,451 2,954,213 2,716,899 14,481,000 20,787,088 9,786,050 -32.42% Equipment 222,329 CAPITAL EXPENDITURES 3,743,451 2,954,213 2,716,899 14,481,000 21,009,417 9,786,050 -32.42% NON-OPERATING EXPENSES Transfers to Other Funds 221,644 217,583 -1.83% NON-OPERATING EXPENSES 221,644 217,583 -1.83% Total 3,970,211 2,961,179 4,503,679 17,506,993 25,668,921 14,070,009 -19.63% Significant Changes Expenditures from the Infrastructure Fund are restricted to infrastructure related expenses as identified in City Charter section 617. Beginning in FY2021/22 and continuing in FY 2022/23 , a variety of City facility improvements and rehabilitation, and personnel costs previously charged to the General Fund were charge to the Infrastructure Fund. The capital budget for FY2022/23 includes a variety of city-wide facility improvements including, replacement of a underground storage tank at City Hall, Police Communications Center improvements, and replacement of the City Hall generator to name a few. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00314 Infrastructure Fund 4,936,472 5,005,638 9,410,784 11,341,798 8,494,887 13,341,798 4,846,911 ^Infrastructure Fund is managed by Public Works,however,program funds are allocated across multiple departments,including Community&Library Services and Non-Departmental. Total 4,936,472 5,005,638 9,410,784 11,341,798 8,494,887 13,341,798 4,846,911 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00314 Infrastructure Fund 10,112,859 12,157,318 17,064,423 731,508 728,211 3,297 (728,211) Total 10,112,859 12,157,318 17,064,423 731,508 728,211 3,297 (17,061,126) 342 Public Works Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Refuse Collection Service (504,1228,1251) PERSONNEL SERVICES Salaries, Permanent 172,246 177,803 180,918 290,322 311,946 312,767 7.73% Salaries, Overtime 191 Leave Payouts 10,193 12,736 3,761 5,000 100.00% Benefits 129,554 145,412 118,944 112,661 162,779 120,262 6.75% PERSONNEL SERVICES 312,184 335,951 303,622 402,983 474,725 438,029 8.70% OPERATING EXPENSES Equipment and Supplies 10,906 11,131 14,454 24,000 84,019 94,834 295.14% Repairs and Maintenance 58,317 10,691 Conferences and Training 132 110 2,000 2,000 2,000 0.00% Professional Services 4,595 3,167 40,000 97,239 40,000 0.00% Other Contract Services 11,075,388 11,520,259 11,935,452 12,666,281 12,859,947 13,245,188 4.57% Interdepartmental Charges 601,581 742,605 707,825 652,808 652,808 672,392 3.00% Expense Allowances 35 OPERATING EXPENSES 11,746,324 12,278,589 12,671,734 13,385,089 13,696,013 14,054,414 5.00% NON-OPERATING EXPENSES Debt Service Expenses 4,838 Transfers to Other Funds 50,118 48,239 -3.75% Depreciation 21,490 21,490 21,490 NON-OPERATING EXPENSES 21,490 21,490 26,328 50,118 48,239 -3.75% Total 12,079,998 12,636,030 13,001,684 13,838,190 14,170,738 14,540,682 5.08% Significant Changes The Refuse Fund is one of the City's four primary enterprise funds, providing weekly residential trash and recycling collection via contract along with recycling education and scavenger enforcement programs. Revenue is received from customers for trash collection service fee billed monthly on the municipal services bills. 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 fee for service per City's waste hauler contract. Equipment and Supplies reflects CalRecycle beverage container grant funds carried forward from prior year. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00504 Refuse Collection Service 12,074,139 12,630,399 13,066,619 13,706,641 13,901,641 14,473,228 571,587 01228 Cal Recycle 99,066 49,984 49,530 49,530 49,530 48,834 (696) Total 12,173,205 12,680,383 13,116,149 13,756,171 13,951,171 14,522,062 570,891 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00504 Refuse Collection Service 321,929 399,206 518,696 527,573 18.620 508,953 (18,620) Total 321,929 399,206 518,696 527,573 18,620 508,953 (9,743) 343 Public Works Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Water(sob) PERSONNEL SERVICES Salaries, Permanent 4,964,919 5,092,527 4,886,516 6,130,879 6,702,523 6,759,732 10.26% Salaries, Temporary 124,984 105,634 109,598 332,000 332,000 277,000 -16.57% Salaries, Overtime 293,743 310,098 366,154 371,000 371,000 368,250 -0.74% Leave Payouts 183,594 398,056 394,214 250,000 100.00% Benefits 4,362,468 4,742,455 3,471,784 2,822,801 3,880,973 2,942,095 4.23% PERSONNEL SERVICES 9,929,708 10,648,770 9,228,265 9,656,680 11,286,496 10,597,077 9.74% OPERATING EXPENSES Utilities 790,923 1,021,544 1,365,778 1,084,000 1,084,000 1,283,900 18.44% Purchased Water 16,422,275 16,386,899 17,143,545 18,450,000 18,450,000 18,655,000 1.11% Equipment and Supplies 709,439 724,515 671,472 1,160,675 1,279,125 1,296,000 11.66% Repairs and Maintenance 1,432,019 1,848,331 2,026,334 2,010,964 2,133,161 2,123,722 5.61% Conferences and Training 73,208 39,567 37,984 115,100 118,372 129,100 12.16% Professional Services 504,758 885,406 544,847 960,500 1,092,598 913,500 -4.89% Other Contract Services 431,786 431,952 588,879 356,800 386,300 396,500 11.13% Rental Expense 8,878 8,800 9,576 21,500 21,500 21,500 0.00% Claims Expense 118,500 Interdepartmental Charges 5,819,075 5,820,895 5,821,924 5,909,886 5,909,886 6,087,183 3.00% Expense Allowances 19,041 22,165 18,468 19,900 19,900 19,900 0.00% Other Expenses 879,081 890,778 979,061 1,028,000 1,031,922 1,035,500 0.73% OPERATING EXPENSES 27,208,983 28,080,853 29,207,869 31,117,325 31,526,763 31,961,805 2.71% CAPITAL EXPENDITURES Improvements 193,374 194,000 895,657 879,000 1,272,774 2,375,500 170.25% Equipment 1,422,862 154,366 874,136 700,000 748,288 621,000 -11.29% Vehicles 140,366 37,203 178,393 646,501 1,083,522 1,120,500 73.32% Capital-Software 65,000 65,000 165,000 153.85% Capitalized PP&E Offset (108,221) (712,809) CAPITAL EXPENDITURES 1,648,381 385,569 1,235,377 2,290,501 3,169,583 4,282,000 86.95% NON-OPERATING EXPENSES Debt Service Expenses 142,297 Transfers to Other Funds 1,058,172 1,046,503 -1.10% Depreciation 2,365,310 2,247,147 2,270,696 NON-OPERATING EXPENSES 2,365,310 2,247,147 2,412,992 1,058,172 1,046,503 -1.10% Total 41,152,381 41,362,339 42,084,504 44,122,678 45,982,842 47,887,385 8.53% 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). Leave payouts have been included as a separate line item rather than paid from salary savings. Vehicles are increased due to fleet attrition and increased costs to purchase replacement vehicles. 344 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Water(506) (continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00506 Water 41,661,497 38,093,615 39,465,757 41,035,893 41,035,893 42,099,072 1,063,179 Total 41,661,497 38,093,615 39,465,757 41,035,893 41,035,893 42,099,072 1,063,179 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00506 Water 30,089,903 29,995,778 28,182,833 22,448,535 5,788,313 16,660,222 (5,788,313) Total 30,089,903 29,995,778 28,182,833 22,448,535 5,788,313 16,660,222 (5,788,313) 345 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Water Master Plan (so7) PERSONNEL SERVICES Benefits 13,536 9,117 (6,938) PERSONNEL SERVICES 13,536 9,117 (6,938) OPERATING EXPENSES Purchased Water 12,785 Equipment and Supplies 5,515 Repairs and Maintenance 410,686 402,741 Professional Services 262,885 75,510 89,115 200,000 281,339 500,000 150.00% Interdepartmental Charges 267,279 330,203 340,109 350,312 350,312 360,821 3.00% OPERATING EXPENSES 953,635 808,453 429,224 550,312 637,166 860,821 56.42% CAPITAL EXPENDITURES Improvements 5,071,432 1,680,192 4,142,283 2,525,000 5,866,545 1,981,000 -21.54% Capitalized PP&E Offset (5.333,608) (1,060,747) (2,659,978) CAPITAL EXPENDITURES (262,177) 619,445 1,482,305 2,525,000 5,866,545 1,981,000 -21.54% NON-OPERATING EXPENSES Debt Service Expenses 350,588 Transfers to Other Funds 418,372 418,372 13,657 -96.74% Depreciation 1,546,793 1,663,215 1,715,074 NON-OPERATING EXPENSES 1,546,793 1,663,215 2,065,662 418,372 418,372 13,657 -96.74% Total 2,251,788 3,100,231 3,970,253 3,493,684 6,922,083 2,855,478 -18.27% 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 2022/23 are water main replacements. Payments to WOCWB for cathodic protection was previously budgdeted in Transfers to Others Funds is included in Improvements in FY 2022/23. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00507 Water Master Plan 4,452,587 4,209,861 3,177,854 3,566,760 3,566,760 3,957,600 390,840 Total 4,452,587 4,209,861 3,177,854 3,566,760 3,566,760 3,957,600 390,840 346 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Sewer Service Fund (511) PERSONNEL SERVICES Salaries, Permanent 1,951,814 1,970,684 1,902,708 2,582,657 2,840,740 3,042,083 17.79% Salaries,Temporary 28,639 20,292 38,290 97,500 97,500 65,000 -33.33% Salaries, Overtime 200,508 187,045 118,895 100,000 100,000 105,000 5.00% Leave Payouts 10,632 179,007 137,634 100,000 100.00% Benefits 1,567,725 1,721,078 1,304,400 1,118,197 1,563,932 1,259,995 12.68% PERSONNEL SERVICES 3,759,316 4,078,106 3,501,928 3,898,354 4,602,172 4,572,078 17.28% OPERATING EXPENSES Utilities 140,991 141,862 153,783 140,000 140,000 150,000 7.14% Equipment and Supplies 151,962 193,670 143,778 353,600 402,420 334,000 -5.54% Repairs and Maintenance 1,132,665 1,252,853 1,442,757 1,847,000 1,928,934 2,505,000 35.63% Conferences and Training 34,997 21,946 14,991 28,000 28,000 4,000 -85.71% Professional Services 366,242 147,280 111,593 400,000 836,191 1,100,000 175.00% Other Contract Services 59,659 62,529 66,843 60,000 60,000 70,000 16.67% Rental Expense 67 4,304 3,500 3,500 3,500 0.00% Interdepartmental Charges 1,772,723 1,832,548 1,538,598 1,410,498 1,410,498 1,452,813 3.00% Expense Allowances 6,789 5,432 8,688 5,800 5,800 5,800 0.00% Other Expenses 30,781 5,113 35,944 75,000 75,000 75,000 0.00% OPERATING EXPENSES 3,696,876 3,663,234 3,521,278 4,323,398 4,890,342 5,700,113 31.84% CAPITAL EXPENDITURES Improvements 2,219,246 1,702,704 2,021,989 4,450,000 11,223,953 8,345,000 87.53% Equipment 60,000 60,000 230,600 284.33% Vehicles 344,222 502,885 587,500 919,904 60,000 -89.79% Capitalized PP&E Offset (2,252,661) (2,046,264) (2,471,793) CAPITAL EXPENDITURES (33,415) 663 53,082 5,097,500 12,203,856 8,635,600 69.41% NON-OPERATING EXPENSES Debt Service Expenses 53,966 Transfers to Other Funds 445,735 470,497 5.56% Depreciation 2,019,129 2,085,895 2,152,862 NON-OPERATING EXPENSES 2,019,129 2,085,895 2,206,828 445,735 470,497 5.56% Total 9,441,907 9,827,898 9,283,115 13,764,987 21,696,370 19,378,288 40.78% 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. Professional services includes funding for a Sewer Master Plan, including a financial plan. Repairs and Maintenance includes funding to augment the sewer lateral program and for the second year of the program to CCTV the entire City's sewer lines. Equipment includes funding for two replacement generators to provide back up power at City Sewer Lift Stations to prevent Sanitary Sewer Overflows. 347 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Sewer Service Fund (511) (continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23—Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00511 Sewer Service Fund 12,933,849 11,837,547 10,961,471 10,747,168 10,747,168 10,747,168 Total 12,933,849 11,837,547 10,961,471 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 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00511 Sewer Service Fund 32,063,010 34,474,826 35,575,464 23,308,690 8,631,120 14,677,570 (8,631,120) Total 32,063,010 34,474,826 35,575,464 23,308,690 8,631,120 14,677,570 (8,631,120) 348 Public Works Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Air Quality(201) PERSONNEL SERVICES Salaries, Permanent 987 50 2,956 Benefits 1,883 1,354 1.555 PERSONNEL SERVICES 2,870 1,404 4,511 OPERATING EXPENSES Equipment and Supplies 14,081 124 8,362 40,000 20,000 30,000 -25.00% Repairs and Maintenance 1,965 400 1,455 Conferences and Training 183 17,518 500 500 500 0.00% Professional Services 45,000 45,000 40,000 -11.11% Other Contract Services 25,046 56,994 165,000 424,841 150,000 -9.09% Expense Allowance 2 122 Other Expenses 897 1,118 928 1,000 1,000 2,000 100.00% OPERATING EXPENSES 42,171 76,156 10,867 251,500 491,341 222,500 -11.53% CAPITAL EXPENDITURES Improvements 24,589 50,000 639,522 -100.00% Equipment 50,000 50,000 -100.00% Vehicles 61,567 180,000 342,439 565,688 214.27% CAPITAL EXPENDITURES 61,567 24,589 280,000 1,031,961 565,688 102.03% Total 106,608 102,149 15,378 531,500 1,523,302 788,188 48.30% Significant Changes The Air Quality Fund receives quarterly subventions from the State to use towards air quality improvement efforts. The FY 2022/23 budget includes shuttle services for the 4th of July, Vans U.S. Open of Surfing and the Great Pacific Air Show and the purchase of electric vehicles. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00201 Air Quality Fund 119,826 293,442 270,932 250,000 250,000 250,000 Total 119,826 293,442 270,932 250,000 250,000 250,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00201 Air Quality Fund 1,070,664 1,261,957 1,517,511 679,253 538,188 141,065 (538,188) Total 1,070,664 1,261,957 1,517,511 679,253 538,188 141,065 (538,188) 349 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Arterial Rehab (1247) CAPITAL EXPENDITURES Improvements 1,126,234 3,361,778 6,221,116 4,800,000 5,451,900 4,600,000 -4.17% CAPITAL EXPENDITURES 1,126,234 3,361,778 6,221,116 4,800,000 5,451,900 4,600,000 -4.17% Total 1,126,234 3,361,778 6,221,116 4,800,000 5,451,900 4,600,000 -4.17% 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 2022/23 arterial rehabilitation project. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 01247 Arterial Rehabilitation 3,773,947 3,635,752 3,731,456 3,982,446 3,982,446 4,487,676 505,230 Total 3,773,947 3,635,752 3,731,456 3,354,156 3,354,156 4,487,676 505,230 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 01247 Arterial Rehabilitation 3,805,409 4,079,383 1,589,723 215,575 112,324 103,251 (112,324) Total 3,805,409 4,079,383 1,589,723 215,575 112,324 103,251 (112,324) 350 Public Works Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Grants and Restricted Funds PERSONNEL SERVICES Salaries, Permanent 17,154 11,361 Salaries,Overtime 70 Benefits 4,747 5,807 PERSONNEL SERVICES 21,970 17,169 OPERATING EXPENSES Utilities 3,256 2,620 2,937 4,500 4,500 4,500 0.00% Equipment and Supplies 97,252 76,442 72,720 160,000 179,971 178,600 11.63% Repairs and Maintenance 355,565 786,378 860,753 1,075,000 1,661,289 1,105,000 2.79% Professional Services 29,635 31,896 244,661 58,000 315,868 253,000 336.21% Other Contract Services 4,861 3,549 15,124 2,000 23,779 26,127 1206.35% Insurance 5,439 7,385 7,929 9,500 9,500 9,500 0.00% Payments to Other Governments 2,000 12,337 300 2,500 2,500 2,500 0.00% Other Expenses 2,500 2,500 2,500 0.00% OPERATING EXPENSES 498,009 920,607 1,204,423 1,314,000 2,199,907 1,581,727 20.37% CAPITAL EXPENDITURES Improvements 7,901,464 4,520,371 4,463,872 3,378,283 13,313,191 16,581,750 390.83% Equipment 10 220,000 Vehicles 35,000 Capitalized PP&E Offset (3,977,534) _ CAPITAL EXPENDITURES 3,923,930 4,520,381 4,498,872 3,378,283 13,533,191 16,581,750 390.83% NON-OPERATING EXPENSES Debt Service Expenses 262,494 67,611 19,178 525,000 525,000 525,000 0.00% Transfers to Other Funds 37,188 534,680 16,664 Depreciation 116,967 116,967 116,967 NON-OPERATING EXPENSES 416,650 719,258 152,810 525,000 525,000 525,000 0.00% Total 4,860,559 6,160,246 5,873,273 5,217,283 16,258,098 18,688,477 258.20% Significant Changes Funds are budgeted in the Drainage Fund (211)for Heil Pump Station, flood station forebay improvements, removal of half-round drainage pipes in the downtown area and storm channel improvements. Funds budgeted in Traffic Congestion Relief(219) are for downtown street lighting improvements, slurry of residential streets, signal and traffic signs and marking maintenance and traffic synchronization projects. The West Orange County Water Board(508)was required to relocate a large water transmission main to accommodate the widening of the 1-405 and was able to secure a loan from OCTA in order to do so. Construction funds were budgeted in FY 2017/18. The fifth full year of debt service is reflected in the FY 2022/23 budget. 351 Public Works Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants and Restricted Funds (continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00210 Sewer Impact Fee 470,611 606,504 104,516 100,310 100,310 167,310 67,000 00211 Drainage 482,337 777,222 230,020 200,000 200,000 200,000 00219 Traffic Congestion Relief 42 955,148 1,691,694 1,459,096 1,800,006 1,800,006 1,939,011 139,005 00239 CDBG^ 18,378 486,867 393,732 203,283 203,283 (203,283) 00319 Senior Center Development 17,543 8,467 00505 Systems Fund 3,518 3,048 357 00508 WOCWB 2,214,912 708,593 571,930 1,649,000 1,649,000 1,627,000 (22,000) 00807 Energy Efficiency Fund 132,879 21,852 41,449 18,600 18,600 00873 OCTA/Cip Grant 93 1,273,265 00960 Used Oil OPP1 56,273 54,699 (3,655) 21,779 26,127 4,348 00961 Hwy Bridge Replace Rehab 56,370 13,884 3,280,000 3,280,000 00965 Master Plan of Arterial Highway 146,477 1,000 44,566 00970 Bridge Prevent Maint Program 1,724,051 281,325 00995 Hwy Safety Improve Program 494,249 1,235,936 1,264,564 01222 Hazard Mitigation Grant Program 43,732 6,598,950 6,598,950 01254 OCTA-405 Widening 685,908 24,382 2,058 01256 Bluff Top Path 1,649,000 (1,649,000) 01273 CRRSAA 578,011 578,011 01275 OCTA Project X 500,000 500,000 ACDBG Fund is managed by the Community Development Department. However,program funds are allocated across multiple departments. Funding reflected here only pertains to the Public Works Department. Total 7,458,746 5,945,321 5,395,782 3,952,599 5,623,378 14,935,009 9,311,631 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00211 Drainage 1,741,401 2,518,623 2,721,894 2,875,788 2,645,000 230,788 (2,645,000) 00219 Traffic Congestion Relief 42 1,242,990 1,782,616 2,034,025 433,478 195,778 237,700 (195,778) 00807 Energy Efficiency Fund 2,192,612 1,815,894 1,795,539 1,082,212 1,080,000 2,212 (1,080,000) Total 5,177,003 6,117,133 6,551,458 4,391,478 3,920,778 470,700 (3,920,778) 352 Non-Departmental Department Description The Non-Departmental series of accounts are used to account for citywide expenditures including debt service payments, equipment leases and purchases, utility costs, unemployment insurance, termination leave payouts as well as Capital Improvement Projects that do not have a correlation to any one particular department. The Finance Department manages this set of Non-Departmental accounts. Equipment Replacement Non-Departmental supports the funding of the City's Equipment Replacement Program. This program funds the replacement of the City's equipment and rolling stock so that the City's vehicle fleet, equipment and technology remain up-to-date and in good working condition. The FY 2022/23 Equipment Replacement budget totals $11.6 million to fund the replacement of the City's aging equipment. In prior fiscal years, equipment lease payments were budgeted in the City's General Fund. However,these expenditures have now been transferred to the Equipment Replacement Fund for more centralized tracking of the City's equipment costs. Infrastructure Improvements Non-Departmental also helps to support the City's General Fund share of infrastructure spending. Per the City's Charter, Section 617, General Fund expenditures for infrastructure improvements and maintenance shall not be reduced below 15%of General Fund revenues based on a five-year rolling average.The Capital Improvement Program Section provides detailed information regarding the infrastructure projects funded by the General Fund and other funds, including grants. Debt Service Non-Departmental includes annual debt service payments for the City's bonded debt. The City's Charter limits General Obligation debt to 12 percent (12%) of the total assessed value of all real and personal property within Huntington Beach. The City's total net taxable assessed property value µ '' f in Fiscal Year 2021/22 was approximately $45.9 billion, resulting in a debt limit of$5.5 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. Successor Agency The Successor Agency is responsible for overseeing the "winding down" of the City's former Redevelopment Agency. Under Assembly Bill1X 26,AB 1484, SB 107 and the California Supreme Court's decision on December 29, 2011, all redevelopment agencies were dissolved as of February 1, 2012. The State Legislature created"Successor Agencies". All assets, properties, contracts, and leases of the former Redevelopment Agency transferred to the Successor Agency in conformance with State law. The Successor Agency continues to oversee the development of certain properties under contractual obligation until the project or obligation is completed, can be transferred to other parties, or is sold. The Successor Agency prepares a Recognized Obligation Payment Schedule (ROPS) annually (July— June) for the enforceable obligations of the former Redevelopment Agency. Pursuant to State Law,the Oversight Board now functions through the County of Orange. 353 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." ' 41)_ 1 i n The Housing Authority administers the housing assets of the - former Redevelopment Agency; manages the Inclusionary I. f`,I►_ """"`'' :k 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 Senior Affordable Housing Project on Beach Blvd units and 368 moderate income residential units that have 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. Construction on this permanent supportive housing project began in April 2022 and will be completed in Fall of 2023. The project serves extremely low and very low income tenants complete with supportive services and activities. / -. Q� ' ® I ' . r a mu nm nix --" " 5 ii, Nlgl IMIU �l1iM i �+ *• �� �.e �t 11i oittiis.iy. L41 354 Non-Departmental Adopted Budget-FY 2022/23 Summary Charts DEPARTMENT Expenditures by Category Non-Operating Expenses 73% Personnel Services r � 1% Operating CapitalExpenses 14% Expenditures 12% FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Expense Category Actual Actual Actual Adopted Revised Adopted Personnel Services* 1,988,741 3,440,835 350,016,991 2,305,672 2,334,154 1,862,260 Operating Expenses 14,885,910 13,493,853 19,887,769 16,548,633 21,831,940 23,109,394 Capital Expenditures 6,048,963 2,563,791 14,394,386 7,108,898 22,726,550 20,135,000 Non-Operating Expenses 33,951,490 37,889,273 59,146,824 63,924,201 67,064,229 119,859,789 Total Expenditures by Category 56,875,104 57,387,753 443,445,970 89,887,404 113,956,873 164,966,443 Expenditures by Fund BID-Hotel/Motel Bella Terra Parking (709),BID-Downtown Structure(711) - / Strand Parking (710) <1% RORF Administration(350) 49y .j Structure(712) 4% 1% Debt Service& Infrastructure(314) Transfers* 7% 18% Equipment Replacement(324) 7% EOC(238),CARES Grants(244,245,247), ARPA(249) 18% 00100 General Fund Other Funds(127,128, 40% 1267) 1% Fund 234 and Fund 352 represent less than 1%of expenditures and are not labeled in the above chart. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Fund Actual Actual Actual Adopted Revised Adopted 00100 General Fund 32,748,467 28,721,626 35,300,667 39,068,723 41,284,208 65,570,923 Debt Service&Transfers* 9,082,097 9,192,170 371,256,733 29,496,925 29,496,925 30,495,205 Disability Access(234) 11,243 12,254 11,077 84,000 84,000 84,000 RORF Administration(350) 2,547,257 2,171,922 2,044,559 6,341,783 9,367,186 6,724,331 Housing Authority(217,233,352) 1,669,922 4,054,095 6,828,712 612,950 625,059 57,000 BID-Hotel/Motel(709),BID-Downtown(710) 4,907,241 3,823,678 4,121,781 4,370,000 4,374,392 6,741,000 Bella Terra Parking Structure(711) 584,635 701,025 627,170 763,018 875,332 761,427 Strand Parking Structure(712) 1,293,115 1,461,773 1,328,403 1,492,612 1,604,793 1,547,243 Infrastructure(314) 2,471,633 10,855,000 Equipment Replacement(324) 2,514,614 2,708,843 2,833,020 7,108,898 10,621,227 11,552,909 Lease Capital Project(321) 782,817 8,775 5,178,185 8,984,232 EOC(238),CARES Grants(244,245,247),ARPA(249) 2,763,558 13,768,364 2,988,446 29,606,925 Other Funds(127,128,1267) 733,696 1,768,033 147,299 548,495 1,179,440 970,480 Total Expenditures by Fund 56,875,104 57,387,753 443,445,970 89,887,404 113,956,873 164,966,443 FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds and corresponding pay down of 85%of the City's CaIPERS unfunded liability. 355 Non-Departmental Adopted Budget- FY 2022/23 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 296,615 708,335 814,303 (2,834,936) (2,834,936) (3,270,225) 15.35% Salaries,Temporary 4,403 338,869 246,869 Salaries, Overtime 4,187 1,139,536 1,184,906 Leave Payouts 1,466,461 826,355 6,913,399 4,432,460 4,432,460 4,432,460 0.00% Benefits 217,075 427,740 340,857,514 708,148 736,630 700,025 -1.15% PERSONNEL SERVICES 1,988,741 3,440,835 350,016,991 2,305,672 2,334,154 1,862,260 -19.23% OPERATING EXPENSES Utilities 4,213,630 4,400,842 4,744,271 5,040,000 5,040,000 5,552,000 10.16% Equipment and Supplies 219,256 604,368 478,684 300,000 585,000 300,000 0.00% Repairs and Maintenance 103,556 229,607 250,000 926,585 295,000 18.00% Conferences and Training 5,735 13,434 39,820 75,600 75,600 75,600 0.00% Professional Services 562,906 845,420 1,331,007 1,259,203 4,785,396 4,198,924 233.46% Other Contract Services 6,579,905 5,796,468 5,980,314 6,295,630 6,656,496 8,794,670 39.69% Rental Expense 140,962 156,053 151,513 140,000 155,000 140,000 0.00% Claims Expense 20,758 47,430 11,122 500,000 344,400 500,000 0.00% Insurance 3,227 Contributions to Private Agency 822,239 225,000 225,000 225,000 0.00% Payments to Other Governments 488,526 802,961 5,523,313 508,400 508,400 673,400 32.45% Expense Allowances 4,597 2,330 6,366 Other Expenses 1,827,396 720,992 1,388,525 1,954,800 2,530,063 2,354,800 20.46% OPERATING EXPENSES 14,885,910 13,493,853 19,887,769 16,548,633 21,831,940 23,109,394 39.65% CAPITAL EXPENDITURES Land Purchase 2,071,010 6,410,260 373,927 Improvements 528,214 83,849 4,290,607 320,022 10,855,000 100.00% Equipment 2,026,892 1,281,950 2,862,451 7,108,898 18,239,617 9,280,000 30.54% Vehicles 2,348,325 3,182,941 2,448,626 3,600,322 Software-Capital 609,944 417,108 342,211 192,663 Capitalized PP&E Offset (1,535,422) (2,402,057) (1,959,769) CAPITAL EXPENDITURES 6,048,963 2,563,791 14,394,386 7,108,898 22,726,550 20,135,000 183.24% NON-OPERATING EXPENSES Debt Service Expenses 12,222,986 12,212,373 37,955,678 36,695,215 39,863,725 39,200,384 6.83% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 21,502,320 20,649,343 20,477,611 27,226,230 27,197,748 80,656,649 196.25% Depreciation 226,184 517,558 713,535 Loans Made 4,510,000 NON-OPERATING EXPENSES 33,951,490 37,889,273 59,146,824 63,924,201 67,064,229 119,859,789 87.50% Grand Total 56,875,104 57,387,753 443,445,970 89,887,404 113,956,873 164,966,443 83.53% General Fund 32,748,467 28,721,626 35,300,667 39,068,723 41,284,208 65,570,923 67.83% Other Funds 24,126,637 28,666,127 408,145,303 50,818,681 72,672,665 99,395,520 95.59% Grand Total 56,875,104 57,387,753 443,445,970 89,887,404 113,956,873 164,966,443 83.53% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 356 Non-Departmental Adopted Budget- FY 2022/23 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 845 903 1,792 (3,000,000) (3,000,000) (3,400,000) -13.33% Salaries, Temporary 13,578 Leave Payouts 1,468,940 914,738 6,911,238 4,432,460 4,432,460 4,432,460 0.00% Benefits 55,625 51,801 159,219 660,000 660,000 660,000 0.00% PERSONNEL SERVICES 1,525,410 981,019 7,072,249 2,092,460 2,092,460 1,692,460 19.12% OPERATING EXPENSES Utilities 4,213,630 4,396,857 4,744,271 5,040,000 5,040,000 5,552,000 10.16% Equipment and Supplies 219,256 204,264 138,784 300,000 300,000 300,000 0.00% Repairs and Maintenance 45,673 76,065 250,000 926,477 295,000 18.00% Conferences and Training 4,536 5,040 30,482 Professional Services 317,380 357,083 129,252 480,000 1,341,725 3,213,766 569.53% Other Contract Services 74,953 42,439 197,251 70,000 70,000 145,000 107.14% Rental Expense 140,962 142,339 147,291 140,000 140,000 140,000 0.00% Claims Expense 20,758 47,430 11,122 500,000 344,400 500,000 0.00% Insurance 3,227 Contributions to Other Agencies 822,239 225,000 225,000 225,000 0.00% Payments to Other Governments 468,246 799,056 434,336 500,000 500,000 665,000 33.00% Expense Allowances 1,502 588 2,194 Other Expenses 1,826,891 719,290 1,386,979 1,954,800 2,530,063 2,354,800 20.46% OPERATING EXPENSES 8,110,354 6,760,059 7,301,254 9,459,800 11,417,665 13,390,566 41.55% CAPITAL EXPENDITURES Land Purchase 1,290,010 315,413 Improvements 230,003 83,849 2,620 114,513 Equipment 571 50,156 Vehicles 89,873 CAPITAL EXPENDITURES 1,610,458 134,005 318,033 114,513 NON-OPERATING EXPENSES Debt Service Expenses 1,563,655 1,863,181 1,911,431 1,918,137 2,061,243 768,923 -59.91% Transfers to Other Funds 19,938,589 18,983,363 18,697,700 25,598,326 25.598,326 49,718,974 94.23% NON-OPERATING EXPENSES 21,502,244 20,846,543 20,609,131 27,516,463 27,659,569 50,487,897 83.48% Total 32,748,467 28,721,626 35,300,667 39,068,723 41,284,208 65,570,923 67.83% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 357 Non-Departmental Adopted Budget- FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Citywide Expenses PERSONNEL SERVICES Salaries, Permanent 845 903 1,792 (3,000,000) (3,000,000) (3,400,000) -13.33% Salaries,Temporary 13,578 Leave Payouts 1,468,940 914,738 6,911,238 4,432,460 4,432,460 4,432,460 0.00% Benefits 55,625 51,801 159,219 660,000 660,000 660,000 0.00% PERSONNEL SERVICES 1,525,410 981,019 7,072,249 2,092,460 2,092,460 1,692,460 -19.12% OPERATING EXPENSES Utilities 4,213,630 4,396,857 4,744,271 5,040,000 5,040,000 5,552,000 10.16% Equipment and Supplies 219,256 204,264 138,784 300,000 300,000 300,000 0.00% Repairs and Maintenance 45,673 76,065 250,000 926,477 295,000 18.00% Conferences and Training 4,536 5,040 30,482 Professional Services 317,380 357,083 129,252 480,000 1,341,725 3,213,766 569.53% Other Contract Services 74,953 42,439 197,251 70,000 70,000 145,000 107.14% Rental Expense 140,962 142,339 147,291 140,000 140,000 140,000 0.00% Claims Expense 20,758 47,430 11,122 500,000 344,400 500,000 0.00% Insurance 3,227 Payments to Other Governments 468,246 799,056 434,336 500,000 500,000 500,000 0.00% Expense Allowances 1,502 588 2,194 Other Expenses 822,324 30,059 289,229 950,000 950,000 950,000 0.00% OPERATING EXPENSES 6,283,548 6,070,829 6,203,504 8,230,000 9,612,602 11,595,766 40.90% CAPITAL EXPENDITURES Land Purchase 1,290,010 315,413 Improvements 230,003 83,849 2,620 114,513 Equipment 571 50,156 Vehicles 89,873 CAPITAL EXPENDITURES 1,610,458 134,005 318,033 114,513 NON-OPERATING EXPENSES Debt Service Expenses 1,563,655 1,863,181 1,911,431 1,918,137 2,061,243 768,923 -59.91% Transfers to Other Funds 19,938,589 18,983,363 18,697,700 25,598,326 25,598,326 49,718,974 94.23% NON-OPERATING EXPENSES 21,502,244 20,846,543 20,609,131 27,516,463 27,659,569 50,487,897 83.48% Total 30,921,660 28,032,396 34,202,917 37,838,923 39,479,145 63,776,123 68.55% Significant Changes The Citywide Expenses Division tracks citywide expenditures that are not accounted for in individual departments. The decrease in Permanent Salaries is due to an increase in expected savings from vacant positions over the course of the fiscal year resulting from normal employee turnover and length of time to fill vacancies. Changes in Operating Expenses are for utility rate increases, implementation of a new renewable energy program with Orange County Power Authority (OCPA), and the General Fund cost of the Be Well OC Program and Navigation Center operations. Debt service payments related to equipment were transferred to the Equipment Relacement Fund for centralized tracking of all equipment costs. Increases in Transfers to Other Funds is for designated construction projects and equipment purchases funded through HB Recovery Funds. 358 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary General Fund Division by Object Account DIVISION Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Office of Business Development OPERATING EXPENSES Contribution to Private Agency 822,239 225,000 225,000 225,000 0.00% Payments to Other Governments 165,000 100.00% Other Expenses 1,004,567 689,230 1,097,750 1,004,800 1,580,063 1,404,800 39.81% OPERATING EXPENSES 1,826,807 689,230 1,097,750 1,229,800 1,805,063 1,794,800 45.94% Total 1,826,807 689,230 1,097,750 1,229,800 1,805,063 1,794,800 45.94% Significant Changes Increases in Operating Expenses reflect the transfer of property tax payments from the Commuinty Development Department to Non- Departmental and the ancitipcated increase in payments related to the City's various Sales Tax Sharing agreements as Citywide sales tax revenues show signs of continued growth. 359 Non-Departmental Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Debt Service&Transfers (401,405,406,408,410,412) PERSONNEL SERVICES Benefits* 340.293,216 PERSONNEL SERVICES 340,293,216 OPERATING EXPENSES Professional Services 11,439 11,801 9,012 15,627 15,627 15,627 0.00% OPERATING EXPENSES 11,439 11,801 9,012 15,627 15,627 15,627 0.00% NON-OPERATING EXPENSES Debt Service Expenses 8,348,367 8,329,790 30,174,134 28,695,295 28,695,295 29,694,221 3.48% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 722,291 850,580 780,371 783,247 783,247 782,601 -0.08% NON-OPERATING EXPENSES 9,070,658 9,180,370 30,954,505 29,481,298 29,481,298 30,479,578 3.39% Total 9,082,097 9,192,170 371,256,733 29,496,925 29,496,925 30,495,205 3.38% Significant Changes These funds cover the City's Lease Revenue Obligation, Community Facilities District debt service payments, Pension Obligation Bonds' (POBs)debt service payments, as well as fees related to these debt obligations. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00401 Debt Svc HBPFA 5,156,099 5,111,238 21,060,804 3,376,206 3,376,206 2,963,159 (413,047) 00405 Debt Svc Grand Coast CFD2000-1 1,123,462 1,121,828 1,102,173 1,089,746 1,089,746 1,092,817 3,071 00406 Debt Svc Mello Roos 267,174 97,335 873 00408 Debt Svc McDonnell CFD 2002-1 423,387 422,596 416,812 426,528 426,528 435,203 8,675 00410 Debt Svc Bella Terra 2,353,108 2,446,820 2,444,573 2,436,393 2,436,393 2,432,661 (3,732) 00412 Pension Liability* 7,860,326 350,477,726 22,571,894 22,571,894 23,946,365 1,374,471 Total 9,323,230 17,060,144 375,502,962 29,900,767 29,900,767 30,870,205 969,438 *FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds and corresponding pay down of 85%of the City's CaIPERS unfunded liability. 360 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Disability Access (234) OPERATING EXPENSES Utilities 3,069 Conferences and Training 1,199 5,280 390 75,600 75,600 75,600 0.00% Payments to Other Governments 10,044 3,905 10,687 8,400 8.400 8,400 0.00% OPERATING EXPENSES 11,243 12,254 11,077 84,000 84,000 84,000 0.00% Total 11,243 12,254 11,077 84,000 84,000 84,000 0.00% Significant Changes The Disability Access Fund is a legislative requirement from AB 1379 which requires, on or after January 1, 2018 through December 31, 2023, the collection of$4.00 per business license issued or renewed. This bill requires the City to retain 90% of the fees collected and remit the balance to the State. The bill also requires the moneys retained by the City to be deposited in a special fund (Fund 234), established by the City, to be used for increased CASp training and certification within, thereby making an appropriation by expanding the purposes for which the retained fee moneys are required to be spent. Prior to this change, under SB1186, the City collected $1.00 per business license issued or renewed, retained 70%and remitted 30%to the State. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00234 Disability Access 82,277 81,339 71.247 84,000 84,008 84,000 Total 82,277 81,339 71,247 84,000 84,008 84,000 361 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year RORF Administration (350) PERSONNEL SERVICES Salaries, Permanent 156,390 153,397 155,917 118,008 118,008 129,775 9.97% Leave Payouts (7,072) (96,509) Benefits 75,566 66,322 64,262 33,552 53,911 40,025 19.29% PERSONNEL SERVICES 224,885 123,209 220,179 151,560 171,919 169,800 12.03% OPERATING EXPENSES Professional Services 22,000 28,539 840 78,081 78,081 60,000 -23.16% Expense Allowances 3,095 1,742 1,662 OPERATING EXPENSES 25,095 30,281 2,502 78,081 78,081 60,000 -23.16% NON-OPERATING EXPENSES Debt Service Expenses 2,287,277 2,008,432 1,763,623 6,081,783 9,107,186 6,464,331 6.29% Transfers to Other Funds 10,000 10,000 58,255 30,359 10,000 30,200 -0.52% NON-OPERATING EXPENSES 2,297,277 2,018,432 1,821,878 6,112,142 9,117,186 6,494,531 6.26% Total 2,547,257 2,171,922 2,044,559 6,341,783 9,367,186 6,724,331 6.03% Significant Changes Pursuant to ABx1 26, the Successor Agency receives Redevelopment Property Tax Trust Fund (RPTTF) funding from the County Auditor-Controller to pay Enforceable Obligations of the City's former Redevelopment Agency(RDA). The Successor Agency receives a 3% or $250,000 for administration expenses related to the winding down of the former RDA. The increase in Permanent Salaries and Benefits are offset by decreases in Professional 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 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00350 RORF Administration 8,417,445 5,475,633 5,210,487 6,465,704 6,465,704 5,030,666 (1,435,038) Total 8,417,445 5,475,633 5,210,487 6,465,704 6,465,704 5,030,666 (1,435,038) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00350 RORF Administration 3,812,023 3,217,085 2,062,611 2,186,532 1,693,665 492,867 (1,693,665) Total 3,812,023 3,217,085 2,062,611 2,186,532 1,693,665 492,867 (1,693,665) 362 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Housing Authority(217,233,352) PERSONNEL SERVICES Salaries, Permanent 139,380 127,091 120,863 47,056 47,056 -100.00% Salaries, Temporary 4,403 Salaries, Overtime 3,031 2,921 1,541 Leave Payouts 4,593 8,127 2,161 Benefits 85,710 94,935 93,708 14,596 22,719 -100.00% PERSONNEL SERVICES 237,117 233,074 218,273 61,652 69,775 -100.00% OPERATING EXPENSES Equipment and Supplies Conferences and Training Professional Services 118,618 250,000 108,711 137,000 149,109 57,000 -58.39% Other Contract Services 91,511 165,621 715 Payments to Other Governments 10,236 OPERATING EXPENSES 220,365 415,621 109,426 137,000 149,109 57,000 -58.39% CAPITAL EXPENDITURES Land Purchase 781,000 6,094,847 CAPITAL EXPENDITURES 781,000 6,094,847 NON-OPERATING EXPENSES Transfers to Other Funds 431,440 405,400 406,166 414,298 406,175 -100.00% Loans Made 3,000,000 NON-OPERATING EXPENSES 431,440 3,405,400 406,166 414,298 406,175 -100.00% Total 1,669,922 4,054,095 6,828,712 612,950 625,059 57,000 -90.70% Significant Changes The City's Housing Authority manages the City's Housing Assets. On December 21, 2015, City Council approved to fund one (1) Homeless Liaison Police Officer position per fiscal year through FY 2020/21, provided by SB 341 for homeless prevention and rapid re housing services. Beginning FY 2021/22, this position is being funded from the City's General Fund. Expenditures in FY 2022/23 are limited to professional service expenditures in order to preserve these funds for use in future housing developments. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00217 Affordable Housing In-Lieu 206,817 2,931,222 316,095 873,071 873,071 746.811 (126,260) 00233 Housing Residual Receipts 229,595 830,542 32,425 32,000 32,000 32,000 00352 LMIHAF 774,038 5,687,929 964,254 600,000 600,000 200,000 (400,000) Total 1,210,450 9,449,693 1,312,773 1,505,071 1,505,071 978,811 (526,260) 363 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year BID-Hotel/Motel (7os), BID- Downtown (710) OPERATING EXPENSES Other Contract Services 4,906,736 3,821,976 4,120,726 4,370,000 4,374,392 6,741,000 54.26% Other Expenses 505 1,702 1,055 OPERATING EXPENSES 4,907,241 3,823,678 4,121,781 4,370,000 4,374,392 6,741,000 54.26% Total 4,907,241 3,823,678 4,121,781 4,370,000 4,374,392 6,741,000 54.26% 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's 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 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00709 BID- Hotel/Motel 4,711,701 3,841,628 4,003,460 4,280,000 4,280,000 6,635,000 2,355,000 00710 BID- Downtown 103,038 120,460 89,372 90,000 106,000 106,000 Total 4,814,739 3,962,088 4,092,832 4,370,000 4,386,000 6,741,000 2,355,000 364 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Bella Terra Parking Structure (711) OPERATING EXPENSES Other Contract Services 584,635 701,025 627,170 763,018 875,332 761,427 -0.21% OPERATING EXPENSES 584,635 701,025 627,170 763,018 875,332 761,427 -0.21% Total 584,635 701,025 627,170 763,018 875,332 761,427 -0.21% 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 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00711 Parking Structure-Bella Terra 640,661 759,135 740.482 763,018 763,018 761,427 (1,591) Total 640,661 759,135 740,482 763,018 763,018 761,427 (1,591) 365 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Strand Parking Structure(712) OPERATING EXPENSES Other Contract Services 893,115 1,061,773 928,403 1.092,612 1,204,793 1,147,243 5.00% OPERATING EXPENSES 893,115 1,061,773 928,403 1,092,612 1,204,793 1,147,243 5.00% NON-OPERATING EXPENSES Transfers to Other Funds 400,000 400,000 400,000 400,000 400,000 400,000 0.00% NON-OPERATING EXPENSES 400,000 400,000 400,000 400,000 400,000 400,000 0.00% Total 1,293,115 1,461,773 1,328,403 1,492,612 1,604,793 1,547,243 3.66% Significant Changes The 5th and PCH (formally The Strand) mixed use project includes a public parking structure. The City owns the parking structure; however, it is operated by CEREF/AStreet Partners according to the terms of the Parking Operating Agreement and Declaration of Covenants, Conditions and Restrictions (CC&Rs). Annually, the City Council approves the budget and parking rates for the parking structure. Other Contract Services appropriations support common area maintenance, labor cost, maintenance and new parking equipment. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00712 Parking Structure-Strand 1,637,156 1,426,857 1,231,822 1,450,000 1,450,000 1,450,000 Total 1,637,156 1,426,857 1,231,822 1,450,000 1,450,000 1,450,000 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Fund Balance Actual Actual Actual Adopted Revised Adopted Prior Year 00712 Parking Structure-Strand 3,747,317 3,712,400 3,615,819 3,461,026 97,243 3,363,783 (97,243) Total 3,747,317 3,712,400 3,615,819 3,461,026 97,243 3,363,783 (97,243) 366 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted _Prior Year Capital Improvement Projects (314) CAPITAL EXPENDITURES Improvements 10,855,000 100.00% Equipment 2,471,633 CAPITAL EXPENDITURES 2,471,633 10,855,000 100.00% Total 2,471,633 10,855,000 100.00% 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 to the Infrastructure Fund. Other Capital Improvement Projects (CIP)funded by the Infrastructure Fund are reflected in Public Works Department's Other Funds Section. The FY 2022/23 Non-Departmental portion of Infrastructure Fund projects are for those designated to be funded by HB Recovery Funds. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted _Prior Year 00314 Infrastructure Fund^ 2,471,633 10,855,000 8,383,367 ^Infrastructure Fund is managed by Public Works,however,program funds are allocated across multiple departments. Funding reflected here only pertains to the Non-Departmental Department. Total 2,471,633 10,855,000 8,383,367 367 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Equipment Replacement(324) OPERATING EXPENSES Equipment and Supplies 57,269 Professional Services 29,798 OPERATING EXPENSES 87,067 CAPITAL EXPENDITURES Improvements 298,211 111,905 205,509 Equipment 1,992,830 1,233,990 2,303,301 7,108,898 7,651,532 9,280,000 30.54% Vehicles 1,532,811 3,182,941 1,376,930 2,732,542 Capital-Software 176,410 200,051 31,645 Capitalized PP&E Offset (1,535,422) (2,402,057) (1,959,769) CAPITAL EXPENDITURES 2,288,430 2,191,285 2,032,418 7,108,898 10,621,227 9,280,000 30.54% NON-OPERATING EXPENSES Debt Service Expenses 2,272,909 100.00% Depreciation 226,184 517,558 713,535 NON-OPERATING EXPENSES 226,184 517,558 713,535 2,272,909 100.00% Total 2,514,614 2,708,843 2,833,020 7,108,898 10,621,227 11,552,909 62.51% Significant Changes The Equipment Replacement Fund receives funding transferred from the General Fund to support the replacement of the City's vehicle fleet, machinery, and technology systems. Citywide equipment replacement purchases are budgeted and tracked by department within this fund. The increase in Equipment Expenses reflects the purchase of equipment designated to be funded by HB Recovery Funds and the use of fund balance accumulated over the past several years. In addition, equipment lease payments were transferred from the General Fund for centralized tracking of the City's equipment costs. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00324 Equipment Fund 5,110,379 4,805,536 4,991,601 5,000,000 5,000,000 10,052,909 5,052,909 Total 5,110,379 4,805,536 4,991,601 5,000,000 5,000,000 10,052,909 5,052,909 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00324 Equipment Fund 6.717,192 6,760,773 7,673,119 2,051,892 1,500,000 551,892 (1,500,000) Total 4,859,562 6,760,773 7,673,119 2,051,892 1,500,000 551,892 (1,500,000) 368 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Lease Capital Project(321) CAPITAL EXPENDITURES Equipment 33,490 (2,196) 8,116,452 Vehicles 725,641 1,071,696 867,779 CAPITAL EXPENDITURES 759,131 (2,196) 1,071,696 8,984,232 NON-OPERATING EXPENSES Debt Service 23,686 10,971 4,106,489 NON-OPERATING EXPENSES 23,686 10,971 4,106,489 Total 782,817 8,775 5,178,185 8,984,232 Significant Changes Leases in Lease Capital Project Fund (Fund 321)within Non-Departmental includes leases for the 800 megahertz(MHz) radio system, two Emergency One Fire Trucks, an ambulance, three Police helicopters, a rescue boat and various Police Department vehicles. FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00321 Lease Capital Project Fund 2,956 1,176,607 12,753,176 867,779 (867,779) Total 2,956 1,176,607 12,753,176 867,779 (867,779) 369 Non-Departmental Adopted Budget- FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Emergency Operations Center(238),CARES Grants (244,245,247),ARPA(249) PERSONNEL SERVICES Salaries, Permanent 426,945 535,730 Salaries, Temporary 325,292 246,869 Salaries, Overtime 1,136,614 1,183,365 Benefits 214,682 247,110 PERSONNEL SERVICES 2,103,533 2,213,074 OPERATING EXPENSES Utilities 916 Equipment and Supplies 400,104 282,631 285,000 Repairs and Maintenance 57,592 153,542 108 Conferences and Training 3,114 8,948 Professional Services 194,790 1,048,254 2,652,359 Other Contract Services 3,510 106,049 35,979 Rental Expense 4,222 15,000 Payments to Other Governments 5,078,290 Expense Allowances 2,511 Other Expenses 491 OPERATING EXPENSES 660,025 6,684,938 2,988,446 CAPITAL EXPENDITURES Improvements 4,176,082 Equipment 559,150 CAPITAL EXPENDITURES 4,735,232 NON-OPERATING EXPENSES Transfers to Other Funds 135,120 29,606,925 100.00% NON-OPERATING EXPENSES 135,120 29,606,925 100.00% Total 2,763,558 13,768,364 2,988,446 29,606,925 100.00% Significant Changes The Emergency Operations Center (EOC), CARES Grants, and American Rescue Plan Act (ARPA) 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 with the County. In FY 2022/23, ARPA Funds will be transferred to the General Fund to cover the costs of general governmental services and restore cuts made due to declines in General Fund revenues resulting from the COVID-19 pandemic. In turn, General Fund savings will be set aside as HB Recovery Funds to be used on various projects and equipment purchases as designated and approved by City Council. 370 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Emergency Operations Center(238),CARES Grants (244,245,247),ARPA(249) (continued) FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00238 Emergency Operations Ctr 78,313 49,092 00244 CARES Act(OC Small Bus Supp) 12,996 5,410,070 00245 CARES Act(OC City Allocation) 4,711 4,729,769 00247 CARES Act(State of CA) 2,488,021 Total 96,020 12,676,952 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00249 American Rescue Plan Act 29,606,925 29,606,925 - (29,606,925) Total 29,606,925 29,606,925 - (29,606,925) 371 Non-Departmental Adopted Budget - FY 2022/23 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Adopted Prior Year Other Funds (127,128,1267) PERSONNEL SERVICES Salaries, Overtime 1,156 Benefits 173 PERSONNEL SERVICES 1,329 OPERATING EXPENSES Repairs and Maintenance 292 Professional Services 93,469 3,207 5,139 548,495 548,495 852,531 55.43% Other Contract Services 28,954 124 96,000 Rental Expense 13,713 OPERATING EXPENSES 122,423 17,335 5,139 548,495 644,495 852,531 55.43% CAPITAL EXPENDITURES Land Purchase 373,927 Capital, Software 609,944 240,698 142,160 161,018 CAPITAL EXPENDITURES 609,944 240,698 142,160 534,945 NON-OPERATING EXPENSES Transfers to Other Funds 117,949 100.00% Loans Made 1,510,000 NON-OPERATING EXPENSES 1,510,000 117,949 100.00% Total 733,696 1,768,033 147,299 548,495 1,179,440 970,480 76.94% Significant Changes Capital expenditures and other costs funded by Non-General Fund sources are budgeted within this Division. This includes the ELM Permit System mainly funded by Property Tax in Lieu of Sales Tax funds (Fund 127) and SB2 funding received for BeWell OC operations (Fund 1267). FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change from Revenue Summary Actual Actual Actual Adopted Revised Adopted Prior Year 00127 Prop Tax in Lieu of Sales Tax 87,293 27,423 (20) 00128 Housing Agreement 1,580,000 44,496 73,208 01267 SB 2 Reimbursement 548.495 548,495 852,531 304,036 Total 1,667,293 71,919 73,188 548,495 548,495 852,531 304,036 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2019 6/30/2020 6/30/2021 6/30/2022 Balance 6/30/2023 Prior Year 00127 Prop Tax in Lieu of Sales Tax 1,112,986 896,213 748,893 117,949 117,949 - (748,893) Total 1,112,986 896,213 748,893 117,949 117,949 - (748,893) 372 C ap ita Improvement 0 Program ii O FISCAL YEAR 2022-23 BUDGET 11 I C 2 -11 1111111 ley . tak' 4,e',11. 4,rliti P 63 C'rj rr yP ail w. • - r c+ Z 0 . ,,` " rg"' . , „--,' - �': d x d, ors ..." _ I _ a L ot4,11NGtoI, of m� ti e + x Q CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROGRAM Fiscal Years 2022/23 through 2026/27 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 is authorized for the first year of the program with adoption of the Fiscal .. . Year 2022/23 budget. Future years include planned programs and are described more generally. The CIP is a 1 lI�I I��I I III' III �' comprehensive document that includes projects with / unexpended funds from the previous year. li11111ti 111 11 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 time 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 Fiscal Sustainability, Public Safety, Other 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. 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 373 Tax or Measure M whereby funds are distributed based on population. Developer funds, such as Traffic Impact Fee, Park Development Impact, Quimby or Drainage Fee, must be used to mitigate demands on the infrastructure from new development in accordance with an adopted plan. Enterprise Funds are proprietary funds used to account for ' activities with an associated user charge. Enterprise Funds are maintained by adopted rates and are not subsidized by the General Fund. User rates support the full cost of operations, maintenance, capital, and reserve - • ,.. .._, requirements. Water and Sewer Service are the two enterprise funds most often used for CIP projects. . Y.. • SPECIAL REVENUE FUNDS Air Quality Fund 201 The Air Quality Fund revenue is from AB 2766,which apportions a percentage of the air quality fee from motor vehicle registrations to local jurisdictions. Eligible expenditures must show a quantifiable reduction in exhaust emissions. An annual report on qualifying expenditures is submitted to the Southern California Air Quality Management District (SCAQMD). Capital project expenditures must meet minimum requirements for emission reductions. The Air Quality Program partially funds the replacement of certain vehicles within the City's Fleet with alternate fuel vehicles. Traffic Impact Fund 206 The 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 4. for arterial roadways and signalized intersections are maintained when new development occurs. Fees are calculated on a per trip `" — _, generated basis. Projects eligible for TIF funding include roadway widening, certain new traffic signals, and signal modifications that improve traffic circulation. Gas Tax Fund 207 Gas Tax funds support the overall planning,maintenance,and operation of the City's transportation system. Funds may be used for development review, transportation modeling, traffic signal operation and coordination, and streetlight system maintenance. Gas Tax use complies with State regulations and is directly related to street construction or maintenance. Revenue is distributed by the State according to established percentages and based on population. 374 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 RM comprised of developer fees to be used for acquisition, development, and renovation of parks, 13k.: �' ! beaches, recreation facilities, and amenities. The 9 x ', ° a., iv_ - goal is to improve the quality of life in Huntington '4'"► " A , ;' •r« ,►I� ,^ • Beach by creating facilities that meet the needs and I pia,• i , _;�':® ,4 I 1 desires of the community. Fees are collected for I.- �! _ .a;s..4� iI II � ) i parkland and open space acquisition with the intent Pam'^ �� 1 4':: of providing a variety of recreational opportunities for i, `; `� all age groups. Funds cannot be used for ., maintenance activities. State law requires annual • and special financial reports. Measure M2 Fund 213 Measure M2 expenditures are programmed for ' —•K,ink I,_� MM` street and transportation system enhancements. , 4:0 Costs include engineering and construction for ' , 1 .,„ , • -''`"` e.�� projects such as street rehabilitation, pedestrian '':` , - concrete maintenance, and street tree s� 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. 375 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. , •�+ Sewer Service Fund 511 _ * - The Sewer Service Fund was established to maintain, '' rehabilitate,and replace sewer facilities. Revenue is derived from user charges to residents and businesses with �, t„-, ' ', connections to the City sewer lines. Capital projects include = f� .;�;,lli• rebuilding sewer lift stations and lining or replacement of '---=aec4—t 1 sewer lines, as designated in the 2003 Sewer Master Plan. irii rL-t�� Facilities are evaluated regularly to determine priorities to i �`- • � 'Y``-,.' - repair or replace facilities. The capital project program ,. .ilw,,�'- , P p P P 1 P 9 ' ," t> 4� '` includes design,engineering, and all aspects of construction `L y'=`' '-t; management. ' Y `"t" OTHER FUNDING SOURCES 14 General Fund Capital Project Funding The General Fund Capital Improvement Reserve(CIR) is calculated after the final audit for each fiscal year and allocated the following year. Funds in excess of required reserves are distributed to the CIR and the Infrastructure Fund in accordance with City Council adopted financial policies. The use of CIR funds is discretionary as to the type of activity; however, proposed projects qualify as capital improvements. Typical CIR projects are substantial facility improvements and studies. 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. 376 CIP CATEGORIES Drainage 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). 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. i �1111111111 ;.r Neighborhood: Localized improvements to limited tio Fo 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 '71.1. improvements to the City's arterial streets and traffic control systems. Projects may include street widening, pavement rehabilitation, and traffic signal installation. Funding sources are primarily Gas Tax, Measure M, Federal grants, and Traffic Impact Fees. The Pavement Management Plan, General Plan Circulation Element, and Traffic Signal Priority List are Ad source documents for these projects. Typical street improvements are ."`"" PI 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. 377 Capital Improvement Program Fiscal Year 2022/23 In Fiscal Year 2022/23, new improvement programs total approximately$59.7 million. The primary funding sources for capital projects remain restricted revenue funds, Infrastructure Fund,street funds and enterprise funds such as water, and sewer. 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 two lift stations and the annual sewer lining, replacement,and rehabilitation. Water line replacements,Well No. 4 upgrade, 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 Pattinson Park Playground improvements, Marina Park and Edison Park reconfiguration, Carr Park improvements, Huntington Bluffs stabilization project and the Sports Complex LED lighting retrofit. The CIP contains many projects that will further Huntington Beach as a premier tourist destination, as well as, serve the local community. Residents and visitors benefit from the infrastructure improvements by enhancing daily lives. For current status on the City's various CIP projects visit the Major Projects Interactive Map at https://storymaps.arcgis.com/stories/5e78e980c1 bd4a23846385e24e5d7c53 CIP SPENDING BY CATEGORY 6% •■Drainage&Storm Water 22% •■Facilities 29% • ■Neighborhood ■Parks&Beaches 17% ■Sewer ■Streets&Transportation 14% 50� 7% ■Water Drainage&Storm Water $12,830,000 Facilities 10,400,000 Neighborhood 4,230,000 Parks& Beaches 3,200,000 Sewer 8,245,000 Streets &Transportation 17,475,011 Water 3,300,500 Total $59,680,511 378 15 L )O) O O O O p8j O O O c., N h s i , 3 w m w.— z LL_ 1 p1� 8 8 8 888888 888888 § N v O O p O Oo O O O O O O O O O O O p p �pan pp 8 p p pp `2 g g O O 8 6 lam+) N o cc' v ID� U) N N-U M N L6 in AI N L� N N eft G N N N Y Yf Ni .H H H H M W i /tn A m 691 M N M /9 /A W N N O O c Q 0 D a' 3 0 o0 c O LL CO 0 p O co 1 a r §8 o E N a «10 N CD N• O o N L L • CD CY —( co w I .+ y as U c o . m v $ c cti• !° N ° ,N a Ii '— M a QQ 55�� 55�� 55�� QQ 55�� QQ 55�� 55�� 55�� 55�� 55�� 55�� $Q� 55�� 55�� 55�� 55�� 55�� 25 25 25 25 25o c 25 25 Z5 25 25 25 2p5 25 25 25 25 2p5 �p5 250 c o 0 0 �' Y M p N 0 0 p o p 0 U) 0 O Sri Ill ul o m .- v m S S N u) a (n ))) N N N N c+0) f0'� pi M l'7 N. 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I A I -- -' e i , lit, : t b , kir n i , . , . . .. , , rti � ;;yr' 4, Mrs. Py.::Y 01�N N6Tp �i 16, '9 City of Huntington Beach �:.: =• Adopted Budget — FY 2022/23 •�F ..: P;k Unfunded Liabilities Overview NTV C,;" 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$14.2 million is deposited in the Section 115 Trust as of June 30, 2022. In December 2016,the CaIPERS 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$28.2 million and are anticipated to save taxpayers approximately$166.7 million over a 23 year bond repayment schedule that agree with the original CaIPERS UAL payment schedule. Based on the latest CaIPERS valuation, which does not factor in the issuance of the POBs, the City's unfunded liabilities totaled $454.9 million as of June 30, 2021. 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 CaIPERS costs to reduce volatility and offset unexpected pension rate increases. - 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. 439 //10.:r. Ncro � o f ten\ City of Huntington Beach -". : . ►i Adopted Budget — FY 2022/23 = 6 -- ,c ' Unfunded Liabilities Overview ZFC0UNTV C'//1 - 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 CaIPERS, 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 2020/21 Annual Comprehensive Financial Report (Notes to Financial Statements, footnotes 6-8, pages 64-88) https://huntingtonbeachca.gov/files/users/finance/ACFR%20Year%20Endinq%202021.pdf and a copy of the City's UAL Policy can be found on the City's website at the following link: https://www.hu ntingtonbeachca.qov/files/users/finance/Resolution-2021-19-U nfunded-Accrued-Pension- Liability-Policy.pdf. 440 City of Huntington Beach e„NTINGTp�c ..�F9 Adopted Budget — FY 2022/23 1�! _� Debt Services - couNTv The City's Debt Management Policy (located on the City of Huntington Beach website at the following link: https://huntingtonbeachca.gov/files/users/finance/Debt-Management-Policy.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 S&P Fitch The City's bond ratings are strong. Fitch Rating Agency Tax Allocation Refunding Bonds AA- N/A reaffirmed its AAA General Obligation credit rating in February 2022. The current bond specific ratings are reflective of the Lease Revenue Bonds AA AM City's strong and diverse tax base, as well as rating agency Pension Obligation Bonds AA+ AA+ confidence in our financial management and policies. Long-Term Obligations The City of Huntington Beach is legally restricted to issuing general obligation bonds to 12 percent of its assessed valuation. Since the City has no general obligation bonds outstanding, the limit does not apply. Debt Service is the obligation to repay principal and interest on funds borrowed through the sale of various bonds (Lease Revenue, Tax Allocation, and Special Tax bonds) and the execution of Disposition and Development Agreements(DDAs), Owner Participation Agreements(OPAs), and other loans. Currently, the City of Huntington Beach has three Lease Revenue Refunding bonds, three 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 2031-32 through Fiscal Year 2033-34. 441 % 'Nc o•,r City of Huntington Beach ', ,- '..,_"''... Adopted Budget - FY 2022/23 (-6-f _ _ 1 z Debt Services C0ONri 0\"/f fl Fiscal Year Ending Long-Term Indebtedness 6/30/2018 6/30/2019 6/30/2020 6/30/2021 6/30/2022 (In Thousands) Governmental Activities: Pension Obligation Bonds $ - $ - $ - $ 341,501 $ 330,642 Public Financing Authority 42,505 39,150 35,665 29,545 27,365 Redevelopment Successor Agency Trust 44,381 39,104 33,816 29,721 25,550 Other Long-Term Obligations 13,002 11,011 10,546 17,524 14,808 Total Governmental Activities: $ 99,888 $ 89,265 $ 80,027 $ 418,291 $ 398,365 Business Activities: Pension Obligation Bonds - - - 22,144 21,368 Total Business Activities: - - - 22,144 21,368 Total Long-Term Indebtedness: $ 99,888 $ 89,265 $ 80,027 $ 440,435 $ 419,733 Per - Capita Debt Ratio: Population 201,761 202,265 199,223 200,748 198,039 Debt Per-Capita: $ 495 $ 441 $ 402 $ 2,084 $ 2,012 442 Q�NVNTI NGrp2� - ,9 City of Huntington Beach FY 2018/19 Through FY 2022/23 y2�F, ,;FOQ� Debt Service & Interfund Interest Expenditures CUUNTV�P� Fund/Business Object Account& FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Unit Description Actual Actual Actual Adopted Revised Adopted Non-Departmental 10040101 88030-Principal 1,271,851 1,526,971 1,609,093 1,631,700 1,762,553 573,805 10040101 88070-Interest 151,747 196,981 163,957 144,568 156,822 53,250 Total Non-Departmental 1,423,597 1,723,952 1,773,051 1,776,268 1,919,374 627,055 Capital Projects-Public Works 10040314 88030-Principal 106,817 110,480 114,268 118,187 118,187 122,239 10040314 88070-Interest 25,050 21,388 17,599 13,682 13,682 9,629 Total Capital Projects-Public Works 131,868 131,868 131,868 131,869 131,869 131,868 800 MHz CCS 32140101 88070-Interest 23,686 21,586 Total 800 MHz CCS 23,686 21,586 Engine&Ambulance Purchase 32140103 88070-Interest 9,471 3,013 Total Engine&Ambulance Purchase 9,471 3,013 800 MHz Backbone 32140104 88070-Interest 19,330 Total 800 MHz Backbone 19,330 Engine&Ambulance 2019 32140105 88070-Interest 11,033 Total Engine&Ambulance 2019 11,033 Non-Departmental-Equipment Replacement 32440217 88030-Principal 2,068,144 32440217 88070-Interest 194,765 Total Non-Departmental-Equipment Replacement 2,262,909 RDA Project Debt Payments 35080201 88030-Principal 3,386,714 3,293,461 2,929,822 4,235,612 7,261,015 4,643,834 35080201 88070-Interest 1,868,567 1,688,869 1,505,569 403,221 403,221 380,047 Total RDA Project Debt Payments 5,255,281 4,982,330 4,435,391 4,638,833 7,664,236 5,023,881 RDA 1999 Tax Allocation Bond 35080202 88030-Principal 595,000 625,000 365,000 380,000 380,000 405,000 35080202 88070-Interest 130,214 99,354 80,021 69,000 69,000 49,375 Total RDA 1999 Tax Allocation Bond 725,214 724,354 445,021 449,000 449,000 454,375 RDA 2002 Tax Allocation Bond 35080203 88030-Principal 1,295,000 1,370,000 800,000 840,000 840,000 875,000 35080203 88070-Interest 284,646 216,458 174,083 149,750 149,750 106,875 Total RDA 2002 Tax Allocation Bond 1,579,646 1,586,458 974,083 989,750 989,750 981,875 HBPFA 2010A 40140105 88030-Principal 795,000 825,000 40140105 88070-Interest 427,537 391,125 Total HBPFA 2010A 1,222,537 1,216,125 HBPFA 2011A 40140106 88030-Principal 1,965,000 2,045,000 40140106 88070-Interest 764,794 674,369 Total HBPFA 2011A 2,729,794 2,719,369 HBPFA 2020A 40140108 88030-Principal 40140108 88070-Interest 160,868 223,600 223,600 223,600 Total HBPFA 2020A 160,868 223,600 223,600 223,600 HBPFA 2020B 40140109 88030-Principal 1,610,000 1,515,000 1,515,000 1,520,000 40140109 88070-Interest 108,427 145,413 145,413 138,308 Total HBPFA 2020B 1,718,427 1,660,413 1,660,413 1,658,308 HBPFA Senior Center 40140107 88030-Principal 595,000 615,000 650,000 665,000 665,000 685,000 40140107 88070-Interest 483,144 455,869 430,744 411,019 411,019 383,919 Total HBPFA Senior Center 1,078,144 1,070,869 1,080,744 1,076,019 1,076,019 1,068,919 443 ,��/N�NiINGTp� •��°:r, ....�� City of Huntington Beach FY 2018/19 Through FY 2022/23 v, PA, Debt Service & Interfund Interest Expenditures pUNTV t Fund!Business Object Account& FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Unit Description Actual Actual Actual Adopted Revised Adopted Debt Svc Grand Coast CFD 2000-1 2013 Refund 40540105 88030-Principal 575,000 600,000 625,000 645,000 645,000 675,000 40540105 88070-Interest 500,313 476,813 452,313 426,913 426,913 399,669 Total Debt Svc Grand Coast CFD 2000-1 1,075,313 1,076,813 1,077,313 1,071,913 1,071,913 1,074,669 Debt Svc Special Tax CFD 1990-1 40640101 88030-Principal 155,000 160,000 170,000 40640101 88070-Interest 22,005 13,500 4,590 Total Debt Svc Special Tax CFD 1990-1 177,005 173,500 174,590 Debt Svc McDonnell CFD 2002-1 40840101 88030-Principal 130,000 145,000 160,000 180,000 180,000 200,000 40840101 88070-Interest 258,943 250,895 241,818 231,528 231,528 219,888 Total Debt Svc McDonnell CFD 2002-1 388,943 395,895 401,818 411,528 411,528 419,888 Debt Svc Bella Terra CFD 2003-1 2013 Refund 41040105 88030-Principal 790,000 820,000 855,000 890,000 890,000 925,000 41040105 88070-Interest 869,206 837,006 803,506 768,607 768,607 731,151 Total Debt Svc Bella Terra CFD 2003-1 1,659,206 1,657,006 1,658,506 1,658,607 1,658,607 1,656,151 Pension Obligation Bond-2021 41240101 88030-Principal 11,635,000 11,635,000 14,525,000 41240101 88070-Interest 10,936,894 10,936,894 9,046,365 Total Pension Obligation Bond-2021 22,571,894 22,571,894 23,571,365 WMP Eng Design/Construction 50785201 88030-Principal 348,603 Total WMP Eng Design/Construction 348,603 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 88030-Principal 633,111 415,737 475,000 475,000 450,000 50885102 88070-Interest 6,579 67,611 19,178 50,000 50,000 75,000 Total West Orange County Water Board: Pipeline 6,579 700,722 434,916 525,000 525,000 525,000 Streetlight Retrofit CEC 80787016 88030-Principal 182,253 Total Streetlight Retrofit CEC 182,253 City Gym&Pool(Section 108) 23980703 88030-Principal 210,000 23980703 88070-Interest 6,906 23980820 88030-Principal 220,000 23980820 88070-Interest 7,260 Total City Gym& Pool(Section 108) 444,166 GRAND TOTAL(S) 20,167,327 18,168,732 14,870,159 37,184,694 40,353,204 39,679,863 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 2021/22 was approximately$45.9 billion, resulting in a debt limit of $5.5 billion. The City currently holds no general bonded debt subject to the debt limit. 444 �•--ANTINar ' 011111v""'1411i',t- City of Huntington Beach z- Qi Adopted Budget- FY 2022/23 '.\,%.. Amortization Schedules & Debt Service 0UNTV Ga,ji/ < 0 Type Object Account& FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY29/30 Description Projected Projected Projected Projected Projected Projected Projected RDA 1999 Tax Allocation Bond 88030-Principal 425,000 360,000 88070-Interest 28,625 9,000 Total 453,625 369,000 RDA 2002 Tax Allocation Bond 88030-Principal 920,000 780,000 88070-Interest 62,000 19,500 Total 982,000 799,500 HBPFA 2014A 88030-Principal 720,000 750,000 785,000 810,000 835,000 860,000 885,000 88070-Interest 352,394 319,244 288,719 264,794 240,119 214,694 187,966 Total 1,072,394 1,069,244 1,073,719 1,074,794 1,075,119 1,074,694 1,072,966 HBPFA 2020A 88030-Principal 1,295,000 88070-Interest 223,600 223,600 223,600 223,600 223,600 223,600 223,600 Total 223,600 223,600 223,600 223,600 223,600 223,600 1,518,600 HBPFA 2020B 88030-Principal 1,530,000 1,545,000 1,560,000 1,575,000 1,600,000 1,625,000 360,000 88070-Interest 129,355 117,222 102,652 83,402 60,816 34,720 6,592 Total 1,659,355 1,662,222 1,662,652 1,658,402 1,660,816 1,659,720 366,592 Pension Obligation Bonds 2021 88030-Principal 13,575,000 13,665,000 13,805,000 13,995,000 14,225,000 14,500,000 14,815,000 88070-Interest 8,994,834 8,911,076 8,764,314 8,578,775 8,343,519 8,071,679 7,755,144 Total 22,569,834 22,576,076 22,569,314 22,573,775 22,568,519 22,571,679 22,570,144 Debt Svc Grand Coast CFD 2000-1 88030-Principal 705,000 740,000 775,000 810,000 850,000 890,000 940,000 88070-Interest 367,700 333,425 297,400 257,775 216,275 172,775 127,025 Total 1,072,700 1,073,425 1,072,400 1,067,775 1,066,275 1,062,775 1,067,025 Debt Svc McDonnell CFD 2002-1 88030-Principal 220,000 240,000 265,000 290,000 320,000 345,000 380,000 88070-Interest 206,918 192,598 176,816 159,473 140,410 119,543 96,705 Total 426,918 432,598 441,816 449,473 460,410 464,543 476,705 Debt Svc Huntington CFD 2003-1 88030-Principal 965,000 1,010,000 1,055,000 1,115,000 1,175,000 1,235,000 1,295,000 88070-Interest 689,781 642,819 589,875 532,913 474,269 414,019 349,150 Total 1,654,781 1,652,819 1,644,875 1,647,913 1,649,269 1,649,019 1,644,150 LED Lighting Phasel 88030-Principal 126,430 64,832 88070-Interest 5,437 1,102 Total 131,868 65,934 I-Bank CLEEN 88030-Principal 313,677 319,935 326,339 332,891 88070-Interest 26,174 18,903 11,463 3,850 Total 339,851 338,838 337,802 336,741 California Energy Commission 88030-Principal 268,868 271,609 274,332 277,082 279,844 282,665 142,392 88070-Interest 17,345 14,604 11,881 9,131 6,369 3,548 714 Total 286,213 286,213 286,213 286,213 286,213 286,213 143,106 2021 Helicopter/Engine/Rescue Boat 88030-Principal 836,278 851,122 866,230 881,605 897,254 913,180 929,389 88070-Interest 126,397 111,553 96,445 81,070 65,421 49,495 33,286 Total 962,675 962,675 962,675 962,675 962,675 962,675 962,675 445 <s.INS 0�L �� City of Huntington Beach � f F Adopted Budget - FY 2022/23 =20F :�,' Amortization Schedules & Debt Service Type Object Account& FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY29/30 Description Projected Projected Projected Projected Projected Projected Projected 2021 Equipment Lease Refinance 88030-Principal 1,093,249 416,526 155,911 157,858 88070-Interest 22,776 9,121 3,919 1,972 Total 1,116,025 425,647 159,830 159,830 2022 Vehicle Lease Financing 88030-Principal 170,053 173,487 176,989 180,563 88070-Interest 14,155 10,722 7,219 3,646 Total 184,208 184,209 184,208 184,209 GRAND TOTAL 33,136,046 32,121,999 30,619,104 30,625,399 29,952,895 29,954,917 29,821,963 446 LongTerm Financial n -11 Projections •< O FISCAL YEAR 2022-23 BUDGET 11 Z C Z -.,:-: end Z `' II 11 kmod N. yh, > , , , _. ,,,, ." , :, ,,,......:, ,)‘ ..... . ., :,,,.: . * 9' n z CF %IkTr`+ 4>w 0TIN... Tp2� City of Huntington Beach Adopted Budget — FY 2022/23 `00g V Gam �,. 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.The LTFP was developed using the City's adopted strategic goals as a guideline. In the 2022 Strategic Planning Session, held on February 4, 2022, the City Council identified 5 priority policy areas to be achieved including: 1) Community Engagement; 2) Homelessness and Behavioral Services Response;3)Economic Development&Housing;4)Infrastructure&Parks; and 5) Fiscal Sustainability, Public Safety and other. 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. Labor markets and tourism in Orange County is nearly restored to pre- pandemic levels and is expected to continue to grow at a moderate level. The positive revenue trends are largely due to a decline in severe cases of COVID-19 as a result of increased immunity from vaccinations or previous infections, allowing consumers to more confidently shop and dine in person, attend group events, or travel. 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 severe cases of COVID-19 lessen, unemployment levels decline, and consumers are more willing to travel and return to normal pre-pandemic activities; • 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 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, inflation, and employee contracts that will expire and must be renegotiated; and, • Other factors remain on the horizon such as unfunded and/or unexpected infrastructure and equipment needs. Projected Revenues and Expenditures The LTFP is comprised of a baseline five-year projection of revenues and expenditures used to evaluate the City's future financial condition and capacity to fund existing and future commitments. The growth assumptions in the baseline projection are based primarily on historical growth, projected inflation, and existing City contractual obligations(e.g., negotiated employee contracts,fixed term contracts, debt service, utilities and other fixed costs). The LTFP forecast for the next five years shows modest growth in General Fund revenues 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,and other inflationary pressures to fixed costs. The forecast is based 447 � �yi NG jO • • City of Huntington Beach 9 ''3" Adopted Budget — FY 2022/23 Long Term Financial Projections on an annual average operating revenue growth of 2% 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 General Fund Base Case (In Millions) FY 2022/23* FY 2023/24 FY 2024/25 FY 2025/26 FY 2026/27 Revenue- Recurring $ 253.6 $ 257.5 $ 262.0 $ 266.6 $ 271.9 Expenditures- Recurring 252.9 256.8 261.4 266.0 271.3 Surplus/(Deficit) $ 0.7 $ 0.7 $ 0.6 $ 0.6 $ 0.6 * Excludes one-time American Rescue Plan Act revenues and HB Recovery expenditures Projected General Fund expenditures 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 increased investment in infrastructure. Challenges on the Horizon As the economy continues to recover from the pandemic, the City is monitoring recent developments and ongoing challenges over the next five years such as: • Impacts of geopolitical tensions • Inflationary pressures and supply chain challenges • Labor shortages • Rising interest rates • Risk of CaIPERS 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 moderately 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 448 City of Huntington Beach rQ Adopted Budget — FY 2022/23 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 in FY 2019/20 as a result of the COVID-19 pandemic that reduced tax revenues to the City. Since then,the City's revenues, labor market and tourism is nearly restored to pre-pandemic levels. The City's revenue streams are expected to continue to grow with a modest outlook. 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. 449 Intentionally Left Blank � N 113 o V 450 City 1 ...I Actions-4 0 FISCAL YEAR 2022-23 BUDGET .11 C Z sEACN all HUNT'G°vic CENTER mil , r 00 % r �� ( _ fiF,'�s���l/ j 0lit Z _,.. `,,,,,,s' 14,,,,,. ))I ,,, .' ' t.., ' ' i 2,:', • 114' A ,.., . , : i :,.., ,. , ‘..,... ,p. .. r{�.,.. . . , . ... . s a s . y M ... i ' .,. „+ it CI x- . v 9 '. ;! Q /1PPWDVED 2-D p' 2000 Main Street, .r',rtma.?••,,m_ Huntington Beach,CA o City of Huntington Beach 92648 \ma,' r„UNTY File #: 22-471 MEETING DATE: 6/7/2022 REQUEST FOR CITY COUNCIL ACTION SUBMITTED TO: Honorable Mayor and City Council Members SUBMITTED BY: Sean Joyce, Interim City Manager VIA: Dahle Bulosan, Chief Financial Officer PREPARED BY: Serena Bubenheim, Finance Manager- Budget Subject: Consider adopting Resolution 2022-28 to adopt a Budget for the City for Fiscal Year 2022/2023, Resolution 2022-29 establishing the Gann Appropriation Limit, Resolution 2022-31 levying a Retirement Property Tax, Resolution 2022-34 amending the Classification Plan, Resolution 2022-35 updating the Master Fee and Charges Schedule (Supplemental Fee Resolution 16); and, authorize Professional Services included in budget to be representative of services projected, approve budget adjustments and authorize the purchase of one Urban Search and Rescue (USAR) Heavy Rescue Vehicle 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, 2022, for Fiscal Year (FY) 2022/2023. Financial Impact: Proposed Budget: The Fiscal Year 2022/2023 Proposed Budget is a structurally balanced budget. The All Funds Proposed Budget equals $532.0 million, including a General Fund Proposed Budget of $269.0 million. Individual departmental and fund-level appropriations are contained in the attachments herein. Employee Tax Override: Pursuant to Chapter 3.07 of the Municipal Code, the Proposed Budget for Fiscal Year 2022/23 assumes the continuation of the Retirement Tax Cap of $0.01500 per $100 of assessed value. As of the most recent audited financial statements, this tax rate resulted in $7.7 million in revenue in Fiscal Year 2020/21. This recurring revenue source is included in the Proposed FY 2022/23 Budget. Citywide Master Fee and Charges Schedule: Citywide user fees and charges generate approximately $20 million in annual revenue across all funds. These funds support a wide range of City services, including public safety. If adopted as proposed by staff, the updated schedule may City of Huntington Beach Page 1 of 13 Printed on 6/1/2022 451 powere lilj Legistar"' File #: 22-471 MEETING DATE: 6/7/2022 generate up to $718,000 in additional annual General Fund revenue and $22,000 in Automation Fee revenue. Fire Urban Search and Rescue (USAR) Vehicle: Funds in the amount of $1,337,023 are included for the purchase of the vehicle in the proposed FY 2022/23 budget in Equipment Replacement Fund 324 Recommended Action: A) Adopt Resolution No. 2022-28, "A Resolution of the City Council of the City of Huntington Beach Adopting a Budget for the City for Fiscal Year 2022/23;" and, B) Authorize the Professional Services included in the FY 2022/2023 budget to be representative of the services projected to be utilized by departments in FY 2022/2023; and, C) Approve budget adjustments to the FY 2022/2023 Proposed Budget in the Funds and by the amounts contained in Attachment 2, Exhibit A-1; and, D) Adopt Resolution No. 2022-29, "A Resolution of the City Council of the City of Huntington Beach Establishing the Gann Appropriation Limit for Fiscal Year 2022/2023" of$1,126,155,850;" and, E) Adopt Resolution No. 2022-31, "A Resolution of the City Council of the City of Huntington Beach Levying a Retirement Property Tax for Fiscal Year 2022/2023 to Pay for Pre-1978 Employee Retirement Benefits;" and, F) Adopt Resolution No. 2022-34, "A Resolution of the City Council of the City of Huntington Beach Amending the City's Classification Plan by Adding the Classification of Records Specialist;" and, G) Adopt Resolution No. 2022-35, "A Resolution of the City Council of the City of Huntington Beach Adopting An Updated Master Fee And Charges Schedule By Amending Resolution 2016-59, As Amended By Resolution Nos. 2017-28, 2017-44, 2017-46, 2018-01, 2018-29, 2018-48, 2018-55, 2019-07, 2019-19, 2019-87, 2020-37, 2021-17, 2021-18, 2021-36 And 2021-78, Which Established A Consolidated Comprehensive Citywide Master Fee And Charges Schedule (Supplemental Fee Resolution 16);" and, H) Authorize the City Manager or designee to purchase one Urban Search and Rescue (USAR) Heavy Rescue Vehicle in the amount of$1,337,023. Alternative Action(s): Continue the Public Hearing until June 21, 2022, 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 2022/2023 Proposed Budget to the City Council on May 10, 2022. The Proposed Budget and the Five-Year Capital Improvement Program (CIP) were also discussed at a City Council Study Session held on May 17, 2022. City of Huntington Beach Page 2 of 13 Printed on 6/1/2022 452 powereZft ,Legistar'' File #: 22-471 MEETING DATE: 6/7/2022 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 7, 2022. Overview Over the past couple years, the City has come together in an extraordinary way to address the fiscal and public health challenges of the COVID-19 pandemic. Through the leadership and support of the City Council, the City implemented significant cost saving measures without reductions in essential service levels, including a Citywide Separation Incentive Program and reorganization plan, and refinancing of the City's pension debt. As a result of these measures, and numerous other measures taken over the past couple years, we project a $3.4 million dollar surplus for FY 2021/2022. Inclusive of these significant budget measures, the FY 2022/2023 Proposed Budget also includes mandated savings along with the debt service payment for the City's Pension Obligation Bonds; prioritizes improvements to the City's facilities, roads and parks; reflects an increase of 9 positions to enhance service delivery; and fully expends American Rescue Plan Act (ARPA) funds of$29.6 million for eligible police and fire personnel costs. The FY 2022/2023 Proposed Budget is structurally balanced and totals $532.0 million across All Funds. This reflects a $107.6 million, or 25.4 percent, increase from the FY 2021/2022 Adopted All Funds Budget of $424.4 million. A significant portion of the increase is due to added investment in essential infrastructure and equipment and the redistribution of ARPA funds to the General Fund for the provision of core governmental services. For FY 2022/2023, General Fund revenue is projected at $283.2 million, a $55.2 million, or 24.2 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 Non-Operating Revenue, attributable to the one- time transfer of ARPA funds for general governmental services. The next largest revenue increases are in Sales Tax and Property Tax, with expected revenues totaling $53.3 million and $98.3 million, respectively. Most of the increases from these two revenue sources are due to gains in assessed property valuations, continued increases in car sales largely driven by supply shortages and higher sales prices, and improvements in restaurant and hotel industry revenues. The Proposed General Fund Expenditure Budget totals $269.0 million; a $41.0 million, or 18.0 percent increase, compared to the FY 2021/2022 Adopted Budget of $228.0 million. The increase is mainly due to increased investments in infrastructure and equipment and increases in personnel costs due to the approval of new Memoranda of Understanding with the City's various labor unions. The Proposed General Fund Budget has no reliance on one-time revenues to fund ongoing operations. The FY 2022/2023 Proposed Budget includes 989.75 Full Time Equivalents (FTEs); an increase of 9 FTEs across all funds compared to FY 2021/2022. The new positions include 1 Executive Assistant in the City Manager's Office; 1 Social Worker to assist with the growing Homeless caseload within the Homeless and Behavioral Health Services Division; 1 Records Specialist to bolster City Clerk staffing City of Huntington Beach Page 3 of 13 Printed on 6/1/2022 453 powereli'lL LegistarT'•" File #: 22-471 MEETING DATE: 6/7/2022 for the centralization of public records management and public records request management beginning on July 1, 2022; 1 Accounting Technician II to process accounts payable invoices and provide customer service at the concierge desk at City Hall; 1 Senior Accounting Technician to provide utility billing support within the Municipal Services Division; 1 Field Service Representative, 1 Water Distribution Maintenance Leadworker, 1 Water Equipment Operator, 1 Water Systems Technician III, and 1 Water Utility Locator to enhance water system maintenance, focus on air quality mandates and Water Production and Flood Control reporting, and address the high volume of service requests; 1 Traffic Maintenance Service Worker to improve traffic signal maintenance response; and 1 Contract Administrator to administer construction contracts within the approved Capital Improvement Program (CIP). These 12 new positions are partially offset by the elimination of 2 Water Meter Readers and 1 Water Meter Repair Technician due to the implementation of Automated Water Meter Infrastructure (AMI), for a total increase of 9 positions. The FY 2022/2023 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 2022/2023 Proposed Budget presented to the City Council on May 17, 2022 totaled $531.7 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 2022/2023 was calculated as follows: City of Huntington Beach Page 4 of 13 Printed on 6/1/2022 454 powere7it*Legistarm File #: 22-471 MEETING DATE: 6/7/2022 FY 2021/2022 Appropriation Limit $1,049,513,696 Multiplied by percentage grown in State Per Capita Personal Income 1.0755 Multiplied by change in County Population 0.9977 Proposed FY 2022/2023 Appropriation Limit $1,126,155,850 Appropriations of revenues controlled by the Gann Limit are primarily in the General Fund. The General Fund proposed appropriation for FY 2022/2023 of $269.0 million is significantly below this appropriation limit (Attachment 4). Examples of proceeds of taxes governed by the Gann Appropriation Limit are: property taxes, sales taxes, utility taxes, state subventions, fines, forfeitures, interest revenue on regulatory licenses, user charges, and user fees, to the extent that those proceeds exceed the costs reasonably borne by that entity in providing the regulation, product, or service. 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 2022/23 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 2022/23 will represent the eleventh 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 50 benefit formula for Safety employees in place before enactment of Proposition 13). Based on the most recent CaIPERS actuarial valuations, the cost of pre-1978 retirement benefit levels for Safety personnel totals $25.1 million. As such, the proposed tax rate is recouping only 27 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 2022/23. Public Hearing The City Charter requires that a public hearing be conducted on the City budget prior to adoption. Public Hearing notices have been published per City Charter requirements (Attachment 1). At the close of this hearing, all legal requirements for budget adoption will have been met. Citywide Master Fee and Charges Schedule Local government operations are primarily funded from taxes, user fees and charges, fines, and City of Huntington Beach Page 5 of 13 Printed on 6/1/2022 455 powerel1LL'Legistarr" File #: 22-471 MEETING DATE: 6/7/2022 grants. The City of Huntington Beach charges fees for providing various services and programs that provide a direct benefit to individual residents, businesses, and visitors. These fees include plan review, permitting, inspection, and many other services. The City's current Master Fee and Charges Schedule was approved in 2016 based on FY 2014/15 budget and financial data. In some cases, fees are charged at full cost recovery for providing services. In other instances, fee recovery is less than 100 percent, which can be due to market conditions, government-mandated caps, or the recognized benefit of subsidizing certain programs to the community. When a fee is set at less than full cost recovery, another City revenue source (typically the General Fund) provides a subsidy. The City averages 75% cost recovery from its fees, the majority of which were established in 2016 and have remained largely unchanged. Regional cost inflation has increased by 19% from 2016 to 2021, so the actual cost recovery rate has likely decreased as costs continue to rise. Ongoing review and adjustment of fees provides multiple benefits, including: • Increasing the availability of discretionary General Fund revenues to be used for services and activities available to all residents and businesses, such as public safety services. • Keeping pace with general cost inflation. • Avoiding fee spikes that are more likely to occur when municipalities leave fees unchanged for a multi-year period. • Providing fee payers, city staff, and city policymakers with a pattern of consistency that provides information for forecasting and decision-making purposes. • Helps meet fee-payer service level expectations by collecting fees to fund the existing level of services provided. • Encouraging generational equity among fee payers by avoiding long-term stagnation of fees followed by significant fee increases. On January 26, 2022, the Finance Commission voted to request that the City Council direct the Finance Department to review the Master Fee and Charges Schedule, which was approved at the March 1, 2022 City Council meeting. On May 25, 2022, Finance Commission reviewed the proposed Master Fee and Charges Schedule presented by staff and voted to recommend the proposed fee schedule with the Commission's modifications. The proposed Fee Schedule recommends adjusting most development and operational permit fees by 5.93% and making strategic adjustments to certain fees in Fire, Public Works, Community Development, and Community and Library Services. Examples of User and Regulatory Fee Categories recommended for a CPI adjustment of 5.93% include the following: • Building Fees, such as permitting of new construction or modifications to existing structures • Planning Fees, such as entitlement review and review for compliance with the zoning code • Land Development Engineering Fees, such as public improvement review • Encroachment Permit Fees, for work or activities conducted in the City right-of-way • Fire Prevention Fees, for review for compliance with Fire Code for new development and existing operations City of Huntington Beach Page 6 of 13 Printed on 6/1/2022 456 powerelitq Legistar" File #: 22-471 MEETING DATE: 6/7/2022 Community and Library Services fees will remain largely unchanged, with the exception of market rate adjustments to certain programs identified below. If the Master Fee and Charges Schedule is amended as proposed, General Fund expenditures subsidizing these fees would decrease annually by an estimated $740,000, increasing available discretionary General Fund revenue to be used for capital projects, equipment, and other City Council priorities. Fire Department Fees Restructure Fire Life Safety Fee Schedule (F-99 to F-105) - staff is proposing to restructure the Fire Life Safety Fee Schedule to achieve citywide goals in assisting small businesses, address increasing Fire services provided to the community, and to shift the focus to community risk reduction. The program would introduce a new $15 Self-Inspection Program to extra-low risk businesses, such as businesses in office buildings and to realign the remaining safety inspection fees. Transitioning to select low-risk self-inspections would allow Fire staff to focus additional time on other critical duties such as fire suppression response training and community risk reduction while maintaining fire inspection safety standards and providing cost savings to businesses that participate in the self- inspection program. Realignment of the Fire Life Safety Inspection program would result in an estimated annual $1,900 reduction in cost recovery. Inspection, Test, and Maintenance (ITM) Late Submission Fee - ITM reports are submitted by building owners that test their sprinkler and fire alarm systems to ensure they are operating as designed. Currently, 42% of the systems tracked within the City are past due for compliance. Staff is recommending an additional $15 late fee, to be assessed on a monthly basis once reports are 90 days overdue. The late fee would be administered by Brycer, the City's ITM report tracking system, through an automated process. Brycer would issue automated notifications 30 days in advance of the due date, 30 days after the due date with a warning, and 60 days after the due date with a final warning before assessing the late fee. A similar program was implemented for annual Hazardous Material Business Plan submissions, which increased compliance to 95%. Implementation of the proposed ITM late fee is expected to increase compliance to 95% and provide annual increased fee recovery of$24,900. Other Fire Department Programs - minor revisions to the Central Net Training Center User fees are proposed to align fees with training programs administered at the Center and to eliminate unused fees. Reduction in fees for residents and non-residents participating in the Junior Lifeguard program are proposed as the City no longer provides uniforms to participants in the program. City of Huntington Beach Page 7 of 13 Printed on 6/1/2022 457 poweraiig,Legislar'' File #: 22-471 MEETING DATE: 6/7/2022 Current Fee Schedule Proposed Fee Schedule Description Fee Description Fee F-99 Up to 750 sq.ft $ 72 F-99 Self-inspection Report $ 15 F-100 751-2,500 sq.ft 108 F-100 Up to 2,000 sq.ft. 108 F-101 2,501-5,000 sq.ft. 200 F-101 2,001-10,000 sq.ft. 280 F-102 5,001-25,000 sq.ft. 320 F-102 Over 10,000 sq.ft. 400 F-103 25,001-50,000 sq.ft. 563 F-262 ITM Late Fee(per month) 15 F-104 Over 50,000 sq.ft. 724 High Rise Inspections _ F-105 Repeat inspection//violation notice 80 F-121 7 Stories(base fees) Actual Cost* High Rise Inspections F-122 Per floor above 7 stories Actual Cost* F-121 7 Stories(base fees) 2,900 Junior Lifeguard Program Fees F-122 Per floor above 7 stories 223 F-142 Resident Fees Charged 556 Junior Lifeguard Program Fees F-143 Non-Resident Fees Charged 583 F-142 Resident Fees Charged 605 F-143.3 Sand Crab(resident and non-resident) 159 F-143 Non-Resident Fees Charged 635 •F-252 Fire Prevention Hourly Rate F-143.3 Sand Crab(resident and non-resident) 150 Public Works Department Fees Hydrant Flow Analysis Deposit (PW-9) - staff is proposed to eliminate the $825 deposit and bill the fee for actual time spent to perform the analysis, which is typically lower than the required deposit. This administrative change would streamline the process and eliminate staff time spent processing refunds. Expired Encroachment Permit Fee (PW-22) - removal of this fee is recommended•as this fee is no longer in use. Permits may be continuously renewed as long as licenses and insurance remain current. Both proposed fee changes are administrative in nature with no fiscal impact. Community Development Department Fees Outdoor Dining Fees (PL-106 and 107) - these fees are charged for restaurant use of public space of City sidewalks and parking spaces for outdoor dining. The License Agreement Use Charge annual rate of $0.01/sq ft was established in the 1990s and is well below market rates, that are location- based and range from $1-7.05/sq ft, per month for other coastal cities. Charges of this type are typically considered to be "rent" instead of a fee, as exclusive use of public space is being utilized for a fixed length of time. This fee is unrelated to the Temporary Emergency Use Permit (TEUP) established during COVID-19 to implement the City's Open Air Dining Program. Staff is proposing to eliminate this fee from the fee schedule and establish rent charges that will be brought to City Council for approval at a later date. Elimination of the License Agreement Code Enforcement fee is also proposed, to be replaced with actual time spent utilizing established department hourly rates. This fee is used for complaint-driven inspections and the current charge is $4/sq ft. Use of hourly rates will more accurately cover staff time spent in investigating complaints. Building Inspection Fees (8-2) - the City's Building Plan Check fee has been unchanged since 2016. Related Building Check fees (B-3) and Planning Plan Check fees (PL-95) are derived from this rate City of Huntington Beach Page 8 of 13 Printed on 6/1/2022 458 powereb fi LegistarT'" File #: 22-471 MEETING DATE: 6/7/2022 and are charged at 61% and 46% of the total Building Inspection fee, respectively. This fee is well below rates set by neighboring cities and is not providing adequate cost recovery, as the time spent on plan review far exceeds the fee collected. EXAMPLE:Fees for 2,500 sq ft Building valued at$300,000 Building Inspection Planning Plan Check Building Plan Check Fees(B-2) Fees(PL-95)* Fees(B-3)** Total Huntington Beach (current) $ 2,164 $ 995 $ 1,320 $ 4,479 Anaheim 1,580 323 2,577 4,480 Huntington Beach(proposed) 2,400 1,104 1,464 4,968 Long Beach 3,039 900 1,520 5,459 Costa Mesa 3,463 N/A 2,251 5,714 Newport Beach 3,648 520 2,837 7,005 County of Orange 5,490 N/A 3,569 9,059 •46%of total Building Inspection Fee(8-2) ""61%of total Building Inspection Fee(B-2) Realigning this fee would provide increased cost recovery of$324,000. Community and Library Services Department Fees Camp HB Program - this program provides a Monday-Friday summer camp for children ages 6-12, from 8:30 am - 6:00 pm, which includes indoor and outdoor recreational programs, admissions, and transportation to local attractions and the beach. The charge for this program has remained unchanged since 2016. In order to maintain the current program service levels, staff is proposing to adjust the rate from $175 per week to a range of$180-200 per week. The range is proposed in order to cover increasing program operating costs as needed over multiple future years, with the first increase not effective until summer 2023. Fees for similar city programs offered by Costa Mesa and Irvine are $220 and $249 per week, respectively. An "extended hours" fee is also proposed as a program enhancement for those parents needing a longer day by providing the option of starting at 7:00 am instead of 8:30 am. The proposed fee range is $35-50 per week with an initial rate of $35. The "extended hours" fee would also be phased in over multiple future years as needed to cover program operating costs. Facilities Reservation Fees - the City charges a $10 cancellation fee for all City facility reservations, which was established in 2007. Staff is proposing to increase the cancellation fee to $25 to reduce the number of cancellations caused by parties booking multiple venues. The proposed fees would increase the number of City facilities available for rent by discouraging unnecessary reservations and increase annual General Fund revenue potential by increasing facility availability. Senior Outreach Center- the current fee schedule only provides a rental rate for non-profit groups at $25 per hour. In preparing for the opening of the facility, rates need to be established for the community at large when not in use by American Legion Post 133. The proposed rates range from $30/hour for residents up to $75/hour for commercial use, and the non-profit rate would remain unchanged. City of Huntington Beach Page 9 of 13 Printed on 6/1/2022 459 poweratet Legistar" File #: 22-471 MEETING DATE: 6/7/2022 If the fee changes listed above are adopted as proposed, the City would be able to maintain the level of activities and services offered for the Camp HB program and increase future facility rental revenues by an estimated $9,000. SANDS Guide Advertising Rates - the advertising rates for the SANDS Guide have remained unchanged since 2016. Since then, the SANDS has transitioned to a full-color catalog, with some space available for advertising. The proposed changes would eliminate the fees for black-and-white advertisements, establish rates for half-page color ads on the inside covers, and increase the rates for the inside full-page back cover as well as other various interior ads. Rates for the outside full- page back cover and inside full-page front cover would remain unchanged. Approval of the proposed fee changes would increase annual cost recovery by an estimated $10,000. Sunset Vista RV Campground - reservation fees for the Sunset Vista campground were last raised in March 2015 and are set at a flat daily rate. In FY 2021/22, numerous enhancements were made to the campground, including repaving of the lot, installation of new electrical hookups, Wi-Fi access, and a new reservation system anticipated to go live in July 2022. Staff is proposing modifying the current rates to reflect increased demand on the weekends (Friday-Saturday) and holidays. An additional optional site lock fee of $5/night is also proposed to allow campers to reserve a particular space or group of spaces to be near family and friends. Modification of the existing reservation fee is also being proposed to align with current campground reservation standards, which would increase the fee for reservations cancelled within two days prior to the arrival date. Sunset Vista Daily Rates Winter Camping(Oct 1-May 31) Current Proposed Recreational Vehicle(RV)plus Auto $70/day $75/day Sun-Thurs $85/day Fri&Sat/Holidays* Senior(62+) $60/day $65/day Sun-Thurs $75/day Fri&Sat/Holidays* With Disabled Person(DP)Placard $60/day $65/day Sun-Thurs $75/day Fri&Sat/Holidays* Reservation Cancellation Fee(>2 days prior to arrival date) N/A $ 25 NEW Reservation Cancellation Fee(2 or less days prior to arrival date) N/A First Night's Daily Rate NEW Change Fee $ 10 $ 10 Rc ervet; ;ee $ 10 $ 25 (fer co..ccn0tions lcsc than 30 d pys) Space Lock Fee N/A $5/day NEW *Holiday Rates Thanksgiving Week(Sunday preceding Thanksgiving through Saturday night following Thanksgiving) Christmas Week(day preceding Christmas through New Year's Eve) Day preceding Veterans Day(observed),Martin Luther kingir.Day,Presidents Day,Memorial Day Implementation of the proposed changes to the improved RV campground would increase annual cost recovery by $73,000. General Fund Impact City of Huntington Beach Page 10 of 13 Printed on 6/1/2022 460 powere'Legistar File #: 22-471 MEETING DATE: 6/7/2022 If the Master Fee and Charges Schedule is amended as proposed, General Fund expenditures subsidizing these fees would decrease annually by an estimated $740,000, increasing available discretionary General Fund revenue to be used for capital projects, equipment, and other City Council priorities. Decrease in City Department Fee Subsidy CPI Adjustment of 5.93% $ 301,000 Fire 23,000 Community Development 324,000 Community& Library Services-Programs 9,000 Community&Library Services-SANDS 10,000 Community& Library Services-Sunset Vista 73,000 Total Estimated General Fund Savings $ 740,000 If approved, the proposed fee adjustments for Community and Library Services would take effect July 1, 2022. All other proposed fee adjustments would be effective August 8, 2022. Fire Urban Search and Rescue (USAR) Vehicle The Fire Department provides Urban Search and Rescue (USAR) services, which are defined by the Cal OES Fire and Rescue Service states: "Urban Search and Rescue is considered a 'multi-hazard' discipline, as it may be needed for a variety of emergencies or disasters, including earthquakes, hurricanes, typhoons, storms and tornadoes, floods, dam failures, technological accidents, terrorist activities, and hazardous materials releases. The events may be slow in developing, as in the case of hurricanes, or sudden, as in the case of earthquakes." The City currently has multiple unit segments and equipment that make up the USAR unit, which is inefficient and outdated. The purchase of a new USAR vehicle would allow for greater response efficiency, increased firefighter safety, and a larger storage capacity to meet current and future state requirements. HBFD USAR services are frequently utilized and has proven essential during times of crisis, providing vital safety services to the community and region. The current price for the purchase of a new USAR vehicle is $1,337,023. The pricing is competitive and bids were obtained through Sourcewell, a national cooperative purchasing program that complies with Municipal Code 3.02.190. The City of Huntington Beach's existing USAR unit consists of three segments: a Light/Air Truck, Pickup Truck, and Trailer. The USAR Light/Air Truck is a 2007 Pierce Sabre Chassis with approximately 13,287 miles. The USAR Pickup Truck is a 2006 Chevy C2500 with approximately 35,671 miles. The USAR Trailer is a 2015 Look Trailer PLRT85X2OTE4 with mileage defined as not applicable. The USAR Trailer was grant-funded and would need to adhere to specific grant guidelines. The National Fire Protection Association (NFPA) provides best practice recommendations for the fire service and recommends that the following factors be considered when replacing fire apparatus. NFPA Standard 1911-100 - Annex D, page 103 states: "In the last 10 to 15 years, much progress has been made in upgrading functional capabilities City of Huntington Beach Page 11 of 13 Printed on 6/1/2022 461 powered/Legistar'M File #: 22-471 MEETING DATE: 6/7/2022 and improving the safety features of fire apparatus. Apparatus more than 15 years old might include only a few of the safety upgrades required by the recent editions of the NFPA fire department apparatus standards or the equivalent Underwriters Laboratories of Canada (ULC) standards. Because the changes and upgrades, and fine tuning to NFPA 1901 have been truly significant, especially in the area of safety, fire departments should seriously consider the value (or risk) to fire fighters of keeping fire apparatus more than 15 years old in first-line service." The estimated timeline for the build and delivery of a newly purchased USAR vehicle is two years due to supply chain issues. The USAR Light/Air Truck is a 2007 Pierce Sabre Chassis that will be 17 years old in 2024. The request to purchase one new USAR unit capable of storing all USAR equipment in one vehicle (instead of three segments) would increase effective and timely response. The Fire Department would request for the new USAR vehicle to become an OES Type 1 Unit that would qualify for mutual aid and reimbursement. With various emergencies or disasters that could occur such as earthquakes or other day-to-day incidents, deployment on a single USAR unit would help with providing more efficient USAR services, capacity, and safety. Environmental Status: Not applicable Strategic Plan Goal: Community Engagement Homelessness Response Economic Development & Housing Infrastructure & Parks Fiscal Sustainability, Public Safety and Other Attachment(s): 1. Public Hearing Notice 2. Resolution No. 2022-28, "A Resolution of the City Council of the City of Huntington Beach Adopting a Budget for the City for Fiscal Year 2022/2023" 3. Professional Services included in the Fiscal Year 2022/2023 Budget 4. Resolution No. 2022-29, "A Resolution of the City Council of the City of Huntington Beach Establishing the Gann Appropriation Limit for Fiscal Year 2022/2023" 5. Resolution No. 2022-31, "A Resolution of the City Council of the City of Huntington Beach Levying a Retirement Property Tax for Fiscal Year 2022/2023 to Pay for Pre-1978 Employee Retirement Benefits" 6. Resolution No. 2022-34, "A Resolution of the City Council of the City of Huntington Beach Amending the City's Classification Plan by Adding the Job Classification of Records Specialist 7. Resolution No. 2022-35, "A Resolution of the City Council of the City of Huntington Beach Adopting An Updated Master Fee And Charges Schedule By Amending Resolution 2016-59, As Amended By Resolution Nos. 2017-28, 2017-44, 2017-46, 2018-01, 2018-29, 2018-48, 2018-55, 2019-07, 2019-19, 2019-87, 2020-37, 2021-17, 2021-18, 2021-36 And 2021-78, City of Huntington Beach Page 12 of 13 Printed on 6/1/2022 462 powerej Legistar'' File #: 22-471 MEETING DATE: 6/7/2022 Which Established A Consolidated Comprehensive Citywide Master Fee And Charges Schedule (Supplemental Fee Resolution 16)" 8. Urban Search and Rescue (USAR) Heavy Rescue Vehicle Quote City of Huntington Beach Page 13 of 13 Printed on 6/1/2022 463 powere712-4 Leglstarr' PUBLIC HEARING CITY OF HUNTINGTON BEACH Notice of Public Hearing on the Proposed City Budget for Fiscal Year 2022/2023 and Proposed Updates to the Master Fee and Charges Schedule Notice is hereby given that a public hearing will be held by the City Council of the City of Huntington Beach for the purpose of considering the City Budget for Fiscal Year 2022/2023 and to consider establishing and updating various user and regulatory fees and charges. The Proposed Budget for Fiscal Year 2022/2023 totals$532,025,772 including General Fund Expenditures of$268,997,187. The public hearing is scheduled in the Council Chambers of the Civic Center, located at 2000 Main Street on Tuesday,June 7,2022,6:00pm and via Zoom at: https://huntinqtonbeach.zoom.us/i/97154130528 By Phone: (669)900-6833 Meeting ID:971 5413 0528 The public may obtain copies of the Proposed Budget for Fiscal Year 2022/2023 and the proposed Master Fee and Charges Schedule from the City's website at http://www.huntingtonbeachca.gov. All interested persons are invited to attend to express their opinions for, or against, the Proposed Budget and updates to the Master Fee and Charges Schedule with written or oral comments. Written communications to the City Council should be directed to the Office of the City Clerk at the address below. Further information may be obtained from the Finance Department,2000 Main Street, Huntington Beach, CA,92648-2702 or by telephone (714) 536- 5630. The City of Huntington Beach endeavors to accommodate persons of handicapped status in the admission or access to,or treatment or employment in,city programs or activities. The City of Huntington Beach is an equal opportunity employer. Dated: May 26,2022&June 2,2022 City of Huntington Beach By: Robin Estanislau,City Clerk 2000 Main Street Huntington Beach,CA 92648-2702 Telephone: (714)536-5227 htta://hunti natonbeachca sgov/H B Publ icComments/ 464 RESOLUTION NO. 2022-28 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2022/23 WHEREAS, Article VI of the Huntington Beach City Charter requires the City Manager to present and the City Council to adopt an annual City Budget; and The City Council has received and considered the Proposed Budget for Fiscal Year 2022/23, staff reports, and public testimony and information received in a noticed public hearing on the City Budget, NOW, THEREFORE, the City Council of the City of Huntington Beach does resolve as follows: SECTION 1: That the Proposed Budget for Fiscal Year 2022/23, 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 2022/23, 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 2022/23 are sufficient to fund the appropriations set forth in Proposed Budget for Fiscal Year 2022/23. 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 effective date of the budget, the several amounts stated therein as proposed expenditures shall be and become appropriated to the several departments, offices and agencies for the respective objects and purposes therein named; provided, however, that the City Manager may transfer funds from one object or purpose to another within the same fund or agency provided there is no increase in total appropriations contained in the budget. 465 Resolution No. 2022-28 SECTION 6: Acquisition of new capital items shall be limited to the specific items included in the approved budget. Acquisition of capital items to replace existing capital equipment shall not exceed the total appropriation for the funding source. The City Manager may authorize changes to the procurement of specific items as long as the total appropriation for any department, fund or agency is not exceeded. However, the City Manager must obtain City Council approval for items that exceed Five Hundred Thousand Dollars ($500,000.00). SECTION 7: That the Capital Improvement Program contained in the Proposed Budget for Fiscal Year 2022/23 (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 2022/23 (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: The approved budgets for the Capital Improvement Program remain as authorized appropriations for the individual capital projects until these capital projects are completed. Any unexpended authorized appropriations for each capital project is automatically carried over from fiscal year to fiscal year, until the funds of the individual capital project are expended or the capital project is canceled. Following the completion of the individual capital projects, the unexpended appropriations of each completed capital project shall be canceled and the capital projects funding sources shall be released from their unexpended funding commitment. SECTION 10: 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 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. SECTION 11: At the close of Fiscal Year 2021/22, unexpended appropriations may be carried forward to FY 2022/23 upon review by the Finance Department and approval of the City Manager for the expense of outstanding purchase commitments and programs. 21-9750/256403 2 466 Resolution No. 2022-28 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 7.174. day of,Tcu)i , 2022. I ' ♦' I�. 1 I► i . . — Mayor , , REVIEWED AND APPROVED: APPROVED AS TO ORM: -...--.) \ . City anager Ay ttomey to INITIATED AND APPROVED: Chief Financial Officer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2022/23 as of June 7, 2022 Exhibit A-1: Proposed Budget for Fiscal Year 2022/23 Revisions Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2022/23 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2022/23 Exhibit D: Tables of Organization 21-9750/256403 3 467 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT A City of 1;:gli_j[kmkj@ar o H BE e @M _- --.... California I w--n• s-w 1[Z T i 777 V • 77 w;7.77 :T:7 7*7 7 • fir-ram--•.1 ri7r :if.1 Z Z 7S 77 7!7 7 • vor' ?+--w.1- • -T""!T-r-• lir. ' . • 7777►-r n T- —A - '7l^'r•+-7-.1. - I. �7y .7_ 1 T. -1 . 771 T . • • L _ .%. -1.• 73 • 2 J�V•'Or- -i. ✓_ is —, _ 1 cr. - ,:—• --- -1 -aid ' r fit:I'. •• ...-- . --A74_0!. - . J-- +Jt1�"'7 ''�` � - Nf da I _ .,zc ! '�Mr__� :' '�+r"7_. Y r n _ r - � _ decal ?eaI a- -- - -- '� .i 1. ..�.,!• _ _F,- .+..:i: _ �...- _ — _. i4! - __--. _ '_'�.. _ .,-_ ***COMPLETE COPY AVAILABLE ON CITY'S WEBSITE*** 468 728 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT A-1 City of Huntington Beach FY 2022/2023 Proposed Budget Appropriation Revisions General Fund Amount Department FY 2022/2023 Proposed Budget presented on May 17, 2022 268,647,187 Citywide Funding for Circuit Ride Share Program 350,000 Public Works Total FY 2022/2023 General Fund Revised Proposed Budget 268,997,187 All Funds FY 2022/2023 Proposed Budget presented on May 17, 2022 531,675,772 Citywide General Fund Revision (see above) 350,000 Public Works Total FY 2022/2023 All Funds Revised Proposed Budget 532,025,772 469 729 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2022/23 Budget Fund Title Revenue & Transfers In 100 General Fund 283,159,000 101 Specific Events 699,500 201 Air Quality Fund 250,000 206 Traffic Impact 100,000 207 Gas Tax Fund 3,788,219 210 Sewer 167,310 211 Drainage 200,000 212 Narcotics Forfeiture Federal 95,000 213 Measure M Fund 4,056,410 216 Property and Evidence 10,000 217 Affordable Housing In-Lieu 746,811 219 Traffic Congestion Relief 42 1,939,011 228 Park Dev Impact Res 625,000 229 Library Development Impact 42,000 233 Housing Residual Receipts 32,000 234 Disability Access Fund 84,000 235 Park Dev Impact Non Res 368,000 239 CDBG 1,413,939 240 HOME 760,225 243 Surf City"3"Cable Channel 500,000 308 In-Lieu Parking Downtown 393,809 314 Infrastructure Fund 24,355,000 322 ELM Automation Fund 477,949 323 Technology Fund 3,300,000 324 Equipment Fund 10,052,909 350 RORF 5,030,666 352 LMIHAF 200,000 401 Debt Svc HBPFA 2,963,159 405 Debt Svc Grand Coast CFD 2000-1 1,092,817 408 Debt Svc McDonnell CFD 2002-1 435,203 410 Debt Svc Bella Terra 2,432,661 412 Pension Liability 23,946,365 501 Certified Unified Program Agency 262,500 504 Refuse Collection Service 14,473,228 506 Water 42,099,072 507 Water Master Plan 3,957,600 508 WOCWB 1,627,000 511 Sewer Service Fund 10,747,168 551 Self Insurance Workers'Comp 7,789,449 552 Self Insurance General Liability 6,250,000 703 Retirement Supplement 1,434,000 704 Fire JPA Fund 405,866 709 BID Hotel/Motel 6,635,000 710 BID Downtown 106,000 711 Parking Structure-Bella Terra 761,427 712 Parking Structure-Strand 1,450,000 470 730 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2022/23 Budget Fund Title Revenue & Transfers In 716 Section 115 Trust 1,422,906 807 Energy Efficiency 18,600 960 Used Oil Grant 26,127 961 Hwy Bridge Replacement& Rehab 3,280,000 963 Sr Mobility Program 292,968 979 AB109 Public Safety Realignment 103,567 984 SLESF Grant 400,000 1222 Hazard Mitigation Grant Program 6,598,950 1228 CalRecycle City/County CRV 48,834 1233 OC Recycling Market Development Zone 6,000 1246 CENIC E-Rate 60,000 1247 Arterial Rehabilitation 4,487,676 1267 SB 2 Reimbursement 852,531 1273 CRRSAA 578,011 1275 OCTA Project X 500,000 Total Revenue 490,391,443 471 731 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2022/23 Budget Department/Fund Title Appropriations & Transfers Out General Fund (Company 100) City Council 397,182 City Attorney 2,862,118 City Clerk 1,165,935 City Treasurer 278,369 City Manager 3,262,829 Administrative Services 10,156,337 Community Development 10,300,478 Community& Library Services 14,405,373 Finance 6,553,913 Fire 52,353,505 Police 80,301,451 Public Works 21,388,774 Non-Departmental 65,570,923 Sub-Total General Fund 268,997,187 Other Funds (Company Number and Title) 101 Specific Events 853,250 122 Inmate Welfare Fund 40,000 127 Prop Tax in Lieu of Sales Tax 117,949 201 Air Quality Fund 788,188 206 Traffic Impact 290,000 207 Gas Tax Fund 3,662,154 211 Drainage 2,845,000 212 Narcotics Forfeiture Federal 97,000 213 Measure M Fund 4,378,615 214 Narcotics Forfeiture State 60,000 216 Property and Evidence 185,000 219 Traffic Congestion Relief 42 2,134,789 227 Police Facilities Dev Impact 415,000 228 Park Dev Impact Residential 1,663,361 229 Library Development Impact 350,000 233 Housing Residual Receipts 32,000 234 Disability Access Fund 84,000 239 CDBG 1,413,939 240 HOME 760,225 243 Surf City"3" Cable Channel 623,000 249 American Rescue Plan Act 29,606,925 472 792of 23 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT C • City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2022/23 Budget Department/Fund Title Appropriations & Transfers Out Other Funds (Company Number and Title - Continued) 308 In-Lieu Parking Downtown 100,000 314 Infrastructure Fund 25,083,211 322 ELM Automation Fund 439,194 323 Technology Fund 1,000,000 324 Equipment Fund 11,552,909 350 RORF 6,724,331 352 LMIHAF 25,000 401 Debt Svc HBPFA 2,963,159 405 Debt Svc Grand Coast CFD 2000-1 1,092,817 408 Debt Svc McDonnell CFD 2002-1 435,203 410 Debt Svc Bella Terra 2,432,661 412 Pension Liability 23,571,365 501 CUPA 267,989 504 Refuse Collection Service 14,491,848 506 Water 47,887,385 507 Water Master Plan 2,855,478 508 WOCWB 1,627,000 511 Sewer Service Fund 19,378,288 551 Self Insurance Workers' Comp 7,242,851 552 Self Insurance General Liab 7,554,316 702 Retiree Insurance Fund 1,270,743 703 Retirement Supplement 6,334,065 704 Fire JPA Fund 447,815 709 BID Hotel/Motel 6,635,000 710 BID Downtown 106,000 711 Parking Structure-Bella Terra 761,427 712 Parking Structure-Strand 1,547,243 807 Energy Efficiency 1,098,600 960 Used Oil Grant 26,127 961 Hwy Bridge Replacement& Rehab 3,280,000 963 Sr Mobility Program 292,968 979 AB109 Public Safety Realignment 130,155 984 SLESF Grant 12/13 728,716 1222 Hazard Mitigation Grant Program 6,598,950 1228 CalRecycle City/County CRV 48,834 1233 OC Recycling Market Dvlpmt Zone 6,000 473 znf 23 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2022/23 Budget Appropriations & Department/Fund Title Transfers Out Other Funds (Company Number and Title - Continued) 1246 CENIC E-Rate 60,000 1247 Arterial Rehab 4,600,000 1267 SB 2 Reimbursement 852,531 1273 CRRSAA 578,011 1275 OCTA Project X 500,000 Sub-Total Other Funds 263,028,585 Total City Appropriations 532,025,772 474 77`of 23 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From DEPARTMENT Actual Actual Adopted Revised Proposed Prior Year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 11.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 5.00 1.00 City Treasurer 2.00 1.50 1.50 1.50 1.50 0.00 City Manager 8.00 7.00 7.00 8.00 14.00 6.00 Administrative Services 44.00 33.00 34.00 38.00 38.00 0.00 Community Development 49.50 54.00 54.00 57.50 57.50 0.00 Community&Library Services 64.25 60.25 60.25 62.25 62.25 0.00 Finance 33.00 31.50 31.50 32.50 34.50 2.00 Fire 198.00 200.00 200.00 201.00 201.00 0.00 Police 365.50 356.00 357.00 357.00 353.00 (4.00) Public Works 207.00 199.00 201.00 207.00 211.00 4.00 Total 987.25 958.25 962.25 980.75 989.75 _ 9.00 GENERAL FUND FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From DEPARTMENT Actual Actual Adopted Revised Proposed Prior Year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 11.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 5.00 1.00 City Treasurer 2.00 1.50 1.50 1.50 1.50 0.00 City Manager 7.15 7.00 7.00 8.00 14.00 6.00 Administrative Services 37.20 34.32 31.55 34.47 35.17 0.70 Community Development 45.17 49.52 49.52 53.02 52.85 (0.17) Community&Library Services 58.91 56.41 56.41 58.41 58.50 0.09 Finance 31.42 29.92 30.10 31.10 32.10 1.00 Fire 194.10 196.20 196.30 197.30 197.30 0.00 Police 362.50 353.00 355.00 355.00 351.00 (4.00) Public Works 97.75 53.00 53.50 55.90 56.40 0.50 Total 852.20 796.87 796.88 810.70 815.82 5.12 Note: Reflects the Table of Organization for Fiscal Year 2022/23;however,12 positions are defunded. 475 735 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 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 2.00 2.00 1.00 1.00 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 1.00 1.00 Senior Deputy City Attorney 3.00 3.00 3.00 3.00 3.00 Senior Legal Assistant 1.00 1.00 1.00 2.00 2.00 Senior Trial Counsel 1.00 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 Records Specialist 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 5.00 CITY TREASURER Administrative Analyst 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 1.50 1.50 1.50 1.50 476 736 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed CITY MANAGER Administrative Aide 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 2.00 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 1.00 Council Policy Analyst 1.00 1.00 Deputy Director of Homelessness 1.00 &Behavioral Health Services** Director of Organizational Learning 1.00 & Engagement Executive Assistant 1.00 1.00 2 Public Affairs Manager 1.00 1.00 Principal Administrative Analyst 2.00 2.00 1.00 1.00 Social Services Supervisor** 1.00 Social Worker** I 2.00 3 Volunteer Services Coordinator** 1.00 Total -City Manager 8.00 7.00 7.00 8.00 14.00 ** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 ADMINISTRATIVE SERVICES Director of Administrative Services 1.00 1.00 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 1.00 1.00 Principal Administrative Analyst** 1.00 Subtotal Administration 2.00 3.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Liability Claims Coordinator 1.00 Personnel Analyst Principal 1.00 1.00 1.00 2.00 2.00 Personnel Analyst Senior 3.00 2.00 2.00 1.00 1.00 Personnel Analyst 2.00 2.00 1.00 1.00 Personnel Assistant 3.00 2.00 2.00 1.00 1.00 477 737 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed ADMINISTRATIVE SERVICES(continued) Risk Management Specialist 2.00 1.00 1.00 1.00 1.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 Senior HR Technician 3.00 3.00 Senior Risk Management Analyst 1.00 Subtotal Human Resources 14.00 11.00 11.00 12.00 12.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Chief Information Officer 1.00 GIS Analyst II 4.00 1.00 1.00 1.00 1.00 Information Technology Analyst I 3.00 3.00 1.00 1.00 Information Technology Analyst II 3.00 1.00 1.00 3.00 2.00 Information Technology Analyst III 1.00 1.00 Information Technology Analyst IV 4.00 3.00 3.00 3.00 3.00 Information Technology Analyst Senior 5.00 2.00 2.00 3.00 3.00 Information Technology Technician I 2.00 1.00 1.00 2.00 2.00 Information Technology Technician III 1.00 2.00 2.00 2.00 2.00 Information Technology Technician IV 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 Information Tech Project Coordinator 1.00 1.00 Information Tech Supervisor 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 1.00 1.00 Senior Info Tech Technician 2.00 2.00 2.00 2.00 2.00 Senior Telecommunication Technician 1.00 Subtotal Information Services 30.00 20.00 20.00 24.00 24.00 Total -Administrative Services 44.00 33.00 34.00 38.00 38.00 ** Position transferred from the Administrative Services Department to the Fire Department beginning FY 2021/22 478 738 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT Director of Community Development 1.00 1.00 1.00 1.00 1.00 Deputy Director of Comm Dvlpmt 2.00 2.00 2.00 2.00 2.00 Principal Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 2.50 2.00 2.00 2.00 2.00 GIS Analyst li 1.00 1.00 1.00 1.00 Subtotal Administration 8.50 9.00 9.00 9.00 9.00 Planning Manager 1.00 1.00 1.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 Senior Planner 3.00 2.00 2.00 2.00 2.00 Associate Planner 4.00 3.00 3.00 4.00 4.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Assistant Planner 2.00 2.00 2.00 2.00 2.00 Senior Permit Technician 3.00 4.00 4.00 4.00 4.00 Permit Technician 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 Building Manager 1.00 1.00 1.00 1.00 1.00 Plan Check Engineer 2.00 1.00 1.00 1.00 1.00 Inspection Manager 1.00 1.00 Inspection Supervisor 2.00 1.00 1.00 Principal Electrical Inspector 1.00 1.00 1.00 1.00 1.00 Principal Inspector Plumbing/Mechanical 1.00 1.00 1.00 1.00 1.00 Building Inspector I 1.00 1.00 1.00 1.00 1.00 Building Inspector II 2.00 1.00 1.00 1.00 1.00 Building Inspector III 6.00 6.00 6.00 6.00 6.00 Subtotal Development Services 30.00 28.00 28.00 31.00 31.00 Housing Manager 1.00 1.00 1.00 1.00 Real Estate& Project Manager 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.50 1.50 Administrative Aide 1.00 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 2.00 2.00 2.00 479 739 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT(continued) Code Enforcement Officer 1 1.00 3.00 3.00 3.00 3.00 Code Enforcement Officer II 2.00 4.00 4.00 4.00 4.00 Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00 Economic Development Manager 1.00 1.00 1.00 1.00 Economic Development Project Manager 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Subtotal Community Enhancement 11.00 17.00 17.00 17.50 17.50 Total -Community Development 49.50 54.00 54.00 57.50 57.50 COMMUNITY& LIBRARY SERVICES Director of Community&Library Services 1.00 1.00 1.00 1.00 Director of Community Services 1.00 Director of Library Services 1.00 Deputy Director of Community& Library Services 1.00 1.00 1.00 1.00 Principal Administrative Analyst 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 Administrative Aide 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 0.50 1.00 1.00 Park Development Project Coordinator 1.00 Subtotal Administration 5.50 5.00 5.00 5.00 5.00 Administrative Secretary 0.50 Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 2.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Specialist 1.00 2.00 2.00 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 Subtotal Facilities&Events 12.50 11.00 11.00 11.00 11.00 480 740 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed COMMUNITY&LIBRARY SERVICES (continued) Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 4.00 4.00 4.00 5.00 5.00 Comm Svcs Recreation Specialist 6.00 6.00 6.00 5.00 5.00 Administrative Secretary 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Senior Services Assistant 1.00 1.00 1.00 Senior Services Transportation Coordinato 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 1.00 1.00 Social Worker 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 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Community Services Manager 1.00 1.00 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 1.00 1.00 Senior Librarian 4.00 4.00 4.00 4.00 4.00 Senior Library Specialist 0.75 0.75 0.75 0.75 0.75 Librarian 5.00 4.00 4.00 6.00 6.00 Library Services Clerk 6.50 5.50 5.50 6.50 6.50 Library Specialist 3.00 2.00 2.00 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 Subtotal Library& Cultural Services 29.25 27.25 27.25 29.25 29.25 Total-Community&Library Services 64.25 60.25 60.25 62.25 62.25 481 741 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed 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 Accounting Technician II 1.00 4 Administrative Aide 1.00 1.00 Administrative Assistant 1.50 1.50 1.50 0.50 0.50 Information Technology Analyst Senior 1.00 1.00 1.00 1.00 Subtotal Finance Administration 3.50 4.50 4.50 4.50 5.50 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 2.00 2.00 1.00 1.00 Senior Buyer 1.00 1.00 1.00 1.00 Buyer 2.00 1.00 1.00 1.00 1.00 Subtotal Budget Management 7.00 5.00 5.00 5.00 5.00 Finance Manager-Accounting 1.00 1.00 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 Project Manager 1.00 Senior Finance Analyst 1.00 1.00 Senior Accountant 1.00 1.00 1.00 2.00 2.00 Accounting Technician Supervisor 1.00 1.00 2.00 2.00 Senior Accounting Technician 2.00 1.00 1.00 1.00 5 Accounting Technician II 4.00 3.00 3.00 3.00 3.00 Payroll Specialist 1.00 1.00 1.00 2.00 2.00 Senior Payroll Technician 2.00 1.00 1.00 Subtotal Accounting Services 12.00 11.00 11.00 11.00 12.00 Finance Manager-Treasury 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 0.50 1.00 1.00 Senior Accountant 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 2.00 2.00 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 11.00 11.00 12.00 12.00 Total -Finance 33.00 31.50 31.50 32.50 34.50 482 742 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed FIRE Fire Chief 1.00 1.00 1.00 1.00 1.00 S Administrative Analyst Principal 1.00 1.00 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Aide 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 5.00 6.00 6.00 6.00 6.00 Administrative Analyst** 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 Administrative Fire Captain^ 2.00 2.00 2.00 2.00 2.00 S Administrative Secretary 3.00 2.00 2.00 2.00 2.00 Assistant Fire Marshal 1.00 Deputy Fire Marshal 2.00 2.00 2.00 2.00 2.00 Fire Battalion Chief 1.00 1.00 1.00 1.00 1.00 S Fire Division Chief 1.00 1.00 1.00 1.00 1.00 S Fire Marshal 1.00 1.00 1.00 1.00 Fire Prevention Inspector I 1.00 1.00 1.00 1.00 Fire Prevention Inspector II 4.00 4.00 4.00 4.00 4.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 Senior Permit Technician 1.00 Subtotal Professional Standards 19.00 16.00 16.00 17.00 17.00 Administrative Fire Captain A 1.00 1.00 1.00 1.00 1.00 S Ambulance Operator 30.00 30.00 30.00 30.00 30.00 Emergency Medical Services Coordinator 1.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief 4.00 4.00 4.00 4.00 4.00 S Fire Captain 30.00 30.00 30.00 30.00 30.00 s Fire Division Chief 1.00 1.00 1.00 1.00 1.00 S Fire Engineer 30.00 30.00 30.00 30.00 30.00 s Fire Medical Coordinator 1.00 1.00 1.00 1.00 1.00 Firefighter 12.00 12.00 12.00 12.00 12.00 S Firefighter Paramedic 48.00 48.00 48.00 48.00 48.00 S Subtotal Emergency Response 159.00 158.00 158.00 158.00 158.00 483 743 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed FIRE (continued) Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Marine Safety Battalion Chief 3.00 3.00 3.00 3.00 3.00 S Marine Safety Captain 10.00 12.00 12.00 12.00 12.00 S Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 S Ocean Lifeguard Specialist 3.00 3.00 3.00 3.00 S Subtotal Marine Safety 15.00 20.00 20.00 20.00 20.00 Subtotal Sworn 145.00 150.00 150.00 150.00 150.00 S Subtotal Non-Sworn 53.00 50.00 50.00 51.00 51.00 Total-Fire 198.00 200.00 200.00 201.00 201.00 ** Position transferred from the Administrative Services Department to the Fire Department beginning FY 2021/22 POLICE Police Chief 1.00 1.00 1.00 1.00 1.00 S Assistant Chief of Police 1.00 1.00 1.00 S Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 Subtotal Administration 3.00 3.00 3.00 3.00 3.00 Police Captain 1.00 1.00 S Police Lieutenant 1.00 1.00 1.00 1.00 1.00 S Police Sergeant 3.00 3.00 3.00 3.00 3.00 S Police Officer 3.00 3.00 3.00 3.00 3.00 S Police Services Specialist 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 Community Relations Specialist** 1.00 2.00 2.00 2.00 1.00 Subtotal Administrative Operations 9.00 11.00 11.00 12.00 11.00 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 37.00 37.00 37.00 37.00 37.00 s Deputy Director of Homelessness & Behavioral Health Services** 1.00 1.00 Social Services Supervisor** 1.00 484 744 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed POLICE (continued) Volunteer Services Coordinator** 1.00 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 Parking/Traffic Control Officer 16.00 10.00 10.00 10.00 10.00 Community Services Officer 3.00 3.00 3.00 1.00 1.00 Detention Administrator 1.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 Detention Officer- Nurse 4.00 4.00 4.00 4.00 4.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 Subtotal Special Operations 86.00 79.00 80.00 80.00 77.00 Police Captain 1.00 1.00 1.00 1.00 1.00 S Police Lieutenant 4.00 4.00 4.00 4.00 4.00 S Police Sergeant 14.00 14.00 14.00 14.00 14.00 s Police Officer^ 112.00 112.00 112.00 112.00 112.00 S Police Recruit 4.00 Subtotal Patrol 135.00 131.00 131.00 131.00 131.00 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 5.00 5.00 5.00 5.00 5.00 S Police Officer 39.00 39.00 39.00 39.00 39.00 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 Crime Analyst Senior 1.00 1.00 Crime Scene Investigator 2.00 4.00 4.00 5.00 5.00 Police Services Specialist 3.00 2.00 2.00 2.00 2.00 Community Services Officer 9.00 6.00 6.00 5.00 5.00 Latent Fingerprint Examiner 2.50 2.00 2.00 2.00 2.00 Police Photo/Imaging Specialst 1.00 Subtotal Investigations 66.50 63.00 63.00 64.00 64.00 Police Admin Services Division Manager 1.00 1.00 1.00 1.00 1.00 Police Support Services Manager 1.00 1.00 1.00 1.00 Police Administrative Services Manager 2.00 2.00 Community Services Officer 1.00 1.00 1.00 2.00 2.00 Police Services Specialist 7.00 6.00 6.00 6.00 6.00 485 745 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed POLICE (continued) Police Communications Manager 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 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 Police Records Administrator 1.00 1.00 1.00 Police Records Supervisor 3.00 3.00 3.00 4.00 4.00 Police Records Specialist 11.00 11.00 11.00 10.00 10.00 Police Records Technician 6.00 5.00 5.00 4.00 4.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Crewleader 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 2.00 2.00 Information Technology Analyst II 1.00 1.00 1.00 1.00 Information Technology Analyst IV 1.00 1.00 1.00 1.00 Information Technology Technician IV 1.00 1.00 1.00 1.00 Subtotal Support Services 66.00 69.00 69.00 67.00 67.00 Subtotal Sworn 233.00 233.00 233.00 233.00 233.00 S Subtotal Non-Sworn 132.50 123.00 124.00 124.00 120.00 Total -Police 365.50 356.00 357.00 357.00 353.00 ** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 PUBLIC WORKS Director of Public Works 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works 2.00 2.00 2.00 2.00 Administrative Services Manager 1.00 1.00 1.00 1.00 Project Manager 1.00 Accounting Technician II 1.00 1.00 1.00 1.00 1.00 Administrative Aide 1.00 1.00 1.00 Administrative Analyst 2.00 3.00 2.00 2.00 Administrative Analyst Senior 2.00 2.00 2.00 2.00 2.00 486 746 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS(continued) 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 I 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 5.00 5.00 5.00 5.00 Office Specialist 1.00 Real Estate&Project Manager 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 15.00 19.00 21.00 21.00 21.00 Operations Manager 1.00 1.00 1.00 1.00 Maintenance Operations Manager 1.00 General Services Manager 1.00 Accounting Technician II 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Beach Equipment Operator 3.00 2.00 2.00 2.00 2.00 Beach Maintenance Crewleader 2.00 2.00 2.00 2.00 2.00 Beach Maintenance Service Worker 1.00 1.00 1.00 1.00 1.00 Beach Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 1.00 Equipment Support Assistant 2.00 1.00 1.00 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 3.00 3.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician 3.00 3.00 3.00 5.00 5.00 Fleet Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Irrigation Specialist 1.00 1.00 1.00 1.00 1.00 Landscape Equipment Operator 1.00 1.00 1.00 1.00 1.00 Landscape Maint Crewleader 1.00 1.00 1.00 1.00 1.00 Landscape Maintenance Leadworker 3.00 2.00 2.00 4.00 4.00 Landscape Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Maintenance Service Worker 7.00 7.00 7.00 6.00 6.00 Mechanic II 4.00 3.00 3.00 3.00 3.00 Mechanic III 6.00 6.00 6.00 6.00 6.00 Pest Control Specialist 1.00 1.00 1.00 1.00 1.00 Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00 487 747 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D 1 City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Street Equipment Operator 3.00 2.00 2.00 2.00 2.00 Street Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Street Maintenance Leadworker 2.00 2.00 2.00 2.00 2.00 Tree Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Tree Equipment Operator 3.00 2.00 2.00 2.00 2.00 Tree Maintenance Leadworker 1.00 1.00 1.00 1.00 1.00 Trees Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Maintenance & Operations 66.00 58.00 58.00 62.00 62.00 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 1.00 1.00 1.00 2.00 6 GIS Analyst II 2.00 2.00 2.00 2.00 SCADA Coordinator 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 Stock Clerk 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 Survey Technician II 2.00 2.00 2.00 2.00 2.00 Utilities Manager 1.00 Utilities Technology Coordinator 1.00 1.00 1.00 1.00 Warehousekeeper 1.00 1.00 1.00 1.00 1.00 Wastewater Equipment Operator 5.00 5.00 5.00 5.00 5.00 Wastewater Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Wastewater Operations Leadworker 3.00 3.00 3.00 3.00 3.00 Wastewater Pump Mechanic 1.00 1.00 1.00 1.00 1.00 Wastewater 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 Maint Crewleader 2.00 2.00 2.00 2.00 2.00 Water Distribution Maint Leadworker 6.00 6.00 6.00 6.00 7.00 Water Distribution Meters Crewleader 1.00 1.00 1.00 1.00 1.00 488 748 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Water Distribution Meters Leadworker 2.00 2.00 2.00 2.00 2.00 Water Distribution Superintendent 1.00 1.00 1.00 1.00 Water Distribution Supervisor 1.00 Water Equipment Operator 4.00 4.00 4.00 4.00 5.00 8 Water Meter Reader 2.00 2.00 2.00 2.00 9 Water Meter Repair Technician 5.00 5.00 5.00 5.00 4.00 10 Water Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Water Operations Leadworker 2.00 2.00 2.00 2.00 2.00 Water Production Supervisor 1.00 1.00 1.00 1.00 1.00 Water Quality 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 Ill 3.00 3.00 3.00 3.00 4.00 11 Water Utility Locator 1.00 1.00 1.00 1.00 2.00 12 Subtotal Utilities 88.00 86.00 86.00 86.00 88.00 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 Signs Leadworker 1.00 Signs/Markings Equipment Operator 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 3.00 13 Traffic Signal Electrician 2.00 2.00 2.00 2.00 2.00 Traffic Signal/Light Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Transportation 13.00 10.00 10.00 10.00 11.00 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 2.00 2.00 2.00 2.00 2.00 Construction Inspector II 1.00 1.00 1.00 1.00 1.00 Construction Manager 1.00 1.00 1.00 1.00 1.00 489 749 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Contract Administrator 3.00 3.00 3.00 6.00 7.00 14 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 Senior Civil Engineer 5.00 5.00 5.00 5.00 5.00 Senior Construction Inspector 3.00 3.00 3.00 3.00 3.00 Senior Engineering Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Engineering 25.00 26.00 26.00 28.00 29.00 Total -Public Works 207.00 199.00 201.00 207.00 211.00 GRAND TOTAL 987.25 958.25 962.25 980.75 989.75 NOTES: s Sworn Public Safety position ^There are 12 defunded positions included in the FTE count as follows: (2)Administrative Fire Captain (9)Police Officer (1)Communications Operator-PD 1 Position to centralize Public Records management 2 New position to assist City Manager's Office 3 Retitle of one Community Relations Specialist and addition of one Social Worker to assist with Homeless caseload 4 Position assigned to the Concierge and Accounts Payable teams 5 New position for succession planning within Municipal Services Division 6 Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) Position added to enhance water system maintenance e Position added to enhance water system maintenance 9 Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) 1°Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) 11 Position to focus on air quality mandates and Water Production and Flood Control reporting 12 Position added to assist with high volume of requests 13 Position added to improve traffic signal maintenance response 14 Position to administer increased volume of construction contracts within the approved Capital Improvement Program(CIP) 490 750 Res. No. 2022-28 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU, the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on June 7, 2022 by the following vote: AYES: Peterson, Bolton, Posey, Delgleize, Carr, Moser, Kalmick NOES: None ABSENT: None RECUSE: None ( ?"4401) 9"6/4/1411464) City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 491 ATTACHMENT 3 CITY OF HUNTINGTON BEACH PROFESSIONAL SERVICES FISCAL YEAR 2022/23 Citywide(All Funds) Department Description Amount City Attorney Legal related professional services. $342,865 City Clerk General Consulting services as it relates to Records Retention such as legal counsel,annual review and update of the $1 1100 Retention Schedule,new legislation and other professional services. Professional services include state and federal legislative and lobby services,managementlorganizational assessment& efficiency studies and other consulting services related to business development,leadership and strategic planning, financial consulting/economic analysis,feasibility studies,real estate services(including but not limited to appraisals, right-of-way services,acquistions,title reporting,etc.),legal services and regulatory agency compliance, communications,Public Information and public affairs,marketing,website,social media and stakeholder engagement, City Manager graphic design services,data management/dashboard services,planning services,parking consulting,site selection $666.824 services and related economic development professional services,homeless services,CDBG/HOME related consulting, health and human services,environmental and sustainability master plan development consulting and professional services related to energy efficiency and other citywide sustainability efforts,COVID-19 related consulting,educational, language,and accessibility related services,security services,human relations,mediation,and negotiation services, print services and other administrative and professional services related to the functions of municipal governance. 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 $2,331,988 services,public safety systems and applications and database support services and other professional services. Services including planning and technical services,inspection services,plan check services,code enforcement servces, Community financial consulting/economic analysis,legal services,real estate services(including but not limited to appraisals,right- Development of-way services,acquisitions,title reporting,etc.),parking consulting,engineering services,homeless services, $2,238,778 CDBG/HOME consulting,housing inspection services,related housing services,website services,site selection services and related economic development professional services. Community &Library Services including professional design,environmental services,architectural services,master plan services,engineering Services services,4th of July Celebration Event Coordination/Consulting/Public Relations services,training services for $156,429 staff/community volunteers including meeting planning and facilitation and other related professional services. Finance Services including professional services audits,sales tax auditing,property tax auditing,financial consulting and other $195,871 related professional services. Services include fire and development plan check and inspection services,environmental and soils consulting, hazardous materials inspections of City businesses as part of the CUPA program,oil production inspections,evaluation of oil production system,testing and document preparation,evaluation of emergency services,paramedic/ambulance service billing,physical examinations and pulmonary consulting for personnel,employment background and other investigative services,psychological testing,psychological counseling services and peer support training services, Fire assessment of fire facilities,accreditation related standards of cover study,community risk assessment,and facility $534.029 assesment,provision of cost report processing for GEMT reimbursement,consulting services for the Huntington Harbor Review,project management for oil well abandonment,as-needed general environemntal engineering services, petroleum engineering consulting services,spill prevention control and countermeasure plan,professional services related to approved CIP projects and other related professional services. Services include medical exams(sexual and rape,employment,hazmat physical exam,SWAT physicals and flight crew physicals),backround investigations,psychological exams,phlebotomy services,media and the community Police communications programs services,legal consultations,ploygraph exams services,animal control services,crime $242 743 prevention programs,child abuse services,gang prevention,annual medical physician review of jail facility and procedure services,transcribing of police reports and internal investigations,trauma support intervention/employee wellness program and other related professional services. Services include engineering/design,engineering studies,inspection/construction management,development review, SCADA and related automation support,water quality testing/sampling/analysis,engineering/technical support, litigation/legal services,water conservation support services,water quality testing support services,NPDES/FOG Public Works inspection services,utilities rate studies,billing/cashiering system support,professional arborist services,traffic studies, $3,607,200 special training services,wildlife biologist services,solid waste consultanting services,environmental consulting support, asset management system consulting,land surveying services,safety training/consulting,security consulting,emergency preparedness consulting,materials testing,labor compliane/certified payroll services,mobility studies,sustainability studies,water and sewer rate financial analysis,water loss and reporting support. Services including claims review,litigation and legal services,auditing,recruitment services,appraisal services, Non-Departmental economic analysis,housing compliance services,homeless services,health and human services,and other related $4,198,924 professional services. Total Professional Services $14,516,651 492 RESOLUTION NO. 2022-29 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ESTABLISHING THE GANN APPROPRIATION LIMIT FOR FISCAL YEAR 2022/2023 WHEREAS, Article 13B of the California Constitution imposes upon state agencies and local governments the obligation to limit each fiscal year's appropriation of the proceeds from taxes to the amount of such appropriations in fiscal year 1978/1979, adjusted for changes as prescribed under the law. NOW, THEREFORE, the City Council of the City of Huntington Beach does hereby resolve as follows: In compliance with provisions of Article 13B of the California Constitution and the formula set out therein,there is hereby established an appropriation limit of$1,126,155,850 for the fiscal year 2022/2023. PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 'Pt day of , 2022. NC _ . ♦'LLL'= 1'�.W. Mayor 1 � REVIEWED AN APPROVED: APPROVED AS T FORM: City Manager i Attorney i INITIATED AND APPROVED: Chief Financial fficer Exhibit A—Gann Limit Calculation 22-11351/283716 493 /6-40c.K77.0.%)A-6 - 2A22 Z 9 EXHIBIT A GANN LIMIT CALCULATION FISCAL YEAR 2022-2023 Under Proposition 111,there are two options available for each of the major adjustment factors. The values of these factors for the purpose of calculating the Fiscal Year 2022-2023 adjustment are as follows: Price Factor: (A) Percent growth in State per Capita Personal Income: 7.55% (Source: Dept.of Finance,California) (B) Percent change in Assessed Valuation due to new non-residential construction: 0.35% (Source:Orange County Assessor Prop I 1 I Report) Population Factor: (C) Percent growth in County Population: -0.23% (Source:Dept.of Finance,California) (D) Percent growth in City Population: -0.77% (Source:Dept.of Finance,California) Annual Adjustment Factor: Based on the actual data,the four alternative adjustment factors are as follows: (A x C) 1.0755 x 0.9977 = 1.07302635 (A x D) 1.0755 x 0.9923 = 1.06721865 (B x C) 1.0035 x 0.9977 = 1.00119195 (B x D) 1.0035 x 0.9923 = 0.99577305 Calculation of the Fiscal Year 2021-2022 Limit FY 21/22 Limit $ 1,049,513,696 Recommended Adjustment Factor(Largest Allowable Increase) 1.07302635 FY 22/23 Limit $ 1,126,155,850 494 Res. No. 2022-29 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU, the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on June 7, 2022 by the following vote: AYES: Peterson, Bolton, Delgleize, Carr, Posey, Moser, Kalmick NOES: None ABSENT: None RECUSE: None (44m) 9,4./emzelAd City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 495 RESOLUTION NO. 2022-31 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH LEVYING A RETIREMENT PROPERTY TAX FOR FISCAL YEAR 2022/2023 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 (CalPERS). Pursuant to the 1966, 1978 and 2010 City Charters, the voters of the City authorized the City Council to pay for the cost of employee pensions through a separate retirement property tax. Section 607(b)(2) of both the 1978 and 2010 Charters provide that the City may impose a retirement tax"sufficient to meet all obligations of the City for the retirement system in which the City participates;"and Proposition 13 was added to the California Constitution in 1978. It limits the local property tax to 1% of assessed value, except that the City may levy an override tax in excess of 1%to pay "any indebtedness approved by the voters prior to July 1, 1978"(Cal. Const. Art. 13A, §1(b)); and In the case entitled Carman v. Alvord, 31 Ca1.3d 318 (1982), the California Supreme Court determined that under Proposition 13, an override property tax in excess of 1%of assessed value may be levied to pay for the employee pension benefits the voters approved prior to 1978. Consequently, after Proposition 13, the Huntington Beach City Council continued to levy an override tax to pay for employee pensions. Since 1983-84, Revenue and Taxation Code Section 96.31(a)(4) has limited the City to levying a maximum override tax of $0.04930 per $100 of assessed value to pay for its retirement system; and In 2003, the Court of Appeal in Howard Jarvis Taxpayers Ass'n v. County of Orange (2003) 110 Ca1.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 after July 1, 1978; and Prior to July 1, 1978, the City entered into collective bargaining agreements with employee associations representing its safety employees providing that, effective July 1, 1978, they would be entitled to a CalPERS retirement benefit known as "2% @ 50." Subsequently, on June 30, 1999, pursuant to collective bargaining agreements the City had entered into with its safety employees, the City provided its safety employees with the CalPERS retirement benefit known as 3% @ 50. Consequently, it is necessary to allocate the employer contribution to CaIPERS for safety retirement between 2% @ 50 and 3% @ 50, because only the employer contribution for 2%@ 50 may be paid through the override property tax; and The City has received a report from John Bartel of Bartel Associates, a professional actuary experienced in pension calculations, entitled, "City of Huntington Beach Pension Override Tax 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 3% @ 50 is 4.482% of safety payroll, and the remainder of the employer contribution represents the cost of 2% @ 50; and 22-11369/283825 1 496 RESOLUTION NO. 2022-31 In April 2004, then Assemblyman Harman formally asked the Attorney General regarding the correct method of allocating the employer contribution to CalPERS between its pre-1978 and post-1978 components. In his February 7, 2005 Opinion (Opinion No. 04-413), the Attorney General opined that "any reasonable accounting method may be used for purposes of determining which costs are not subject to the 1% property tax limitation of the Constitution;" and The City Council has determined that the allocation approach presented in the Bartel Report is a reasonable accounting method for determining which costs are not subject to the 1% property tax limitation of the Constitution; and For 2022/2023, CalPERS is requiring the City to contribute 56.803% of safety employee payroll as the City's employer's contribution. In order to set the tax override, the City may subtract the 4.482% normal cost of 3% @ 50 from the 56.803% to set the override tax at the equivalent of 52.321% of safety employee payroll. The cost to the City of 52.321% of safety employee payroll for 2022/2023 will be $25,144,492 and pursuant to Proposition 13 and Revenue and Taxation Code Section 96.31(a)(4), the City could have set the override tax for 2022/2023 at$0.05624 per$100 of assessed value; and In August 2012, the City Council added Chapter 3.07 to the Municipal Code which sets the future retirement tax rate to the Fiscal Year 2012/13 rate of$0.01500 per $100 of assessed value, which amount is less than the otherwise permitted retirement tax per Revenue and Taxation Code Section 96.31(a)(4) of$0.04930 per $100 of assessed value. For the Fiscal Year 2020/2021, the most recent year available, the levied retirement tax of $0.01500 per $100 assessed value generated $7,655,646. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Huntington Beach that a retirement property tax levy of Zero and 0.01500/100th Dollars($0.01500) per$100 of assessed value shall be levied for employee retirement costs for Fiscal Year 2022/2023. PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 77/' day of , 2022. FT, • REVIEWED AND APPROVED: Mayor INITIATED AND APPROVED: Cit anager 4�Q ief Financial Officer APPROVED AS FORM: Ci Attorney ttkli 22-11369/283825 2 497 Res. No. 2022-31 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on June 7, 2022 by the following vote: AYES: Peterson, Bolton, Posey, Delgleize, Carr, Moser, Kalmick NOES: None ABSENT: None RECUSE: None e4/44141411) City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 498 RESOLUTION NO. 2022 -34 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH AMENDING THE CITY'S CLASSIFICATION PLAN BY ADDING THE CLASSIFICATION OF RECORDS SPECIALIST WHEREAS, the City Council of Huntington Beach wishes to amend the City's Classification Plan; NOW, THEREFORE, the City Council of the City of Huntington Beach does hereby resolve that the Classification Plan be amended as follows: A. Add the new classification of RECORDS SPECIALIST and establish compensation at $66,462.86 - $89,066.58 as set forth in Exhibit A which is attached hereto and incorporated by this reference. PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 7 's' day of 2022. 40 ., '. ayor , REVIEWED AND APPROVED: APPROVED AS T FORM: Sean Joyce, Interim i Manager Ci Attorney ity INITIATED AND APPROVED: ,/J /."Aviv% !«SD,,rcCJ 11, Brittan ello, Director of Administrative Services 499 22-11439/284993 �X , 6/7- . 7�ESD • .Z�.2-Z- - 3%L Su ity CITY OF HUNTINGTON BEACH CLASS SPECIFICATION TITLE: RECORDS SPECIALIST CITY COUNCIL APPROVAL: JOB CODE: 0635 EMPLOYMENT STATUS: REGULAR FULL-TIME UNIT REPRESENTATION: HBMT FLSA STATUS: NON-EXEMPT EEOC CODE: ADMINISTRATIVE SUPPORT JOB SUMMARY Under general supervision, provides administrative support in the organization and maintenance of electronic and manual records; and coordinates processes between various City departments responsible for Citywide Records Retention Schedule compliance and timely response to requests for public records. SUPERVISION RECEIVED AND EXERCISED Reports to: City Clerk Supervises: May supervise part-time clerical staff DISTINGUISHING CHARACTERISTICS Differs from the Deputy City Clerk and Senior Deputy City Clerk in that the Records Specialist specializes in the organization, maintenance and/or coordination of citywide records while the Deputy City Clerk and Senior Deputy City Clerk perform broader clerical and administrative support duties directly tasked to the City Clerk's Office. EXAMPLES OF ESSENTIAL DUTIES: • Maintains City records in a computerized system; creates files and indexes in database for newly scanned records, and applies retention standards • Assists and guides City departments with indexing and maintenance of records pursuant to the City's established Records Retention Schedule; conducts records management training to ensure accurate and efficient processing of departmental records • Interfaces with Records Consultant to facilitate the annual legal review process and implements recommended updates to the City's established Records Retention Schedule; assists departments in coordinating destruction of obsolete records • Coordinates, trains, and supervises the work of part-time and temporary clerical personnel Page 1 of 4 500 Su ity CITY OF HUNTINGTON BEACH 'I : CLASS SPECIFICATION HLn. peach • TITLE: RECORDS SPECIALIST • Prepares, revises, and disseminates a variety of written correspondence, memorandum, reports, and forms • Assists in developing and implementing manual and computerized systems and procedures for centrally classifying, indexing, filing, retrieving and controlling plans, specifications, maps, drawings, reports, contracts and various other documents • Assists in coordinating scanning activities and on-site/off-site records storage • Interfaces with Information Services to integrate records processes with Citywide systems, resolving problems, developing enhancements, and initiating changes • Receives and processes requests for information including public record requests within the legal response period; ensures release of records comply with State laws; copy, redact and collate responsive records • Interprets and applies knowledge of Federal, State and local laws, codes and regulations relevant to municipal record keeping, retention, destruction and rules impacting departmental records • Reviews, certifies and secures confidential documents; ensures access is limited to appropriate personnel • Coordinates with attorneys and paralegals to ensure delivery of qualified and appropriate responses to inquiries and public records requests • Researches, gathers and compiles data on various legal issues, statues, rules, codes, public records, contracts, ordinances and resolutions for the preparation of legal citation references to assist attorneys • Attends meetings and seminars relating to records management • Operates standard office equipment, including job-related hardware and software applications, record keeping applications • Reports to work as scheduled; works a variety of schedules including evenings, weekends, and holidays as required • Performs other related duties as assigned. The preceding duties have been provided as examples of the essential types of work performed by positions within this job classification. The City, at its discretion, may add, modify, change or rescind work assignments as needed. MINIMUM QUALIFICATIONS Any combination of education, training, and experience that would likely provide the knowledge, skills, and abilities to successfully perform in the position is qualifying. A typical combination includes: Page 2 of 4 501 CITY OF HUNTINGTON BEACH CLASS SPECIFICATION 1110 TITLE: RECORDS SPECIALIST Knowledge of: - Municipal records and record keeping practices and procedures - Computerized data storage systems such as Laserfiche, ACCELA, GovQA - Principles and procedures of modern Records Management - Applicable laws, rules, regulations, codes and ordinances - Modern office practices, procedures and equipment - Related standard office software including Microsoft Office applications - English usage, grammar, spelling, vocabulary, and punctuation - Exceptional customer service techniques Ability to: - Enter data into a computer at a speed necessary for successful job performance, net corrected speed of 45 word per minute preferred - Read, interpret and apply pertinent codes, laws, and procedures - Plan, organize, and prioritize tasks in order to meet deadlines - Communicate clearly and concisely, both orally and in writing - Understand and follow posted work policies, rules and procedures - Research issues, compile data and prepare a report of findings - Establish and maintain effective working relationships with staff, City officials, representatives of other governmental agencies and the general public - Maintain moderately-complex department records, files and data - Understand and follow oral and written instructions - Perform assignments rapidly and accurately with considerable independence Education: High school diploma or equivalent certificate supplemented by education or specialized training in records management, electronic records management or business administration. Associate's degree from an accredited college or university in Business, Public Administration, or other related field is desirable. Experience: Four (4) years of progressive and responsible clerical and customer service experience including two (2) years of records management and data base software, computerized records, or data filing storage and retrieval systems. License/Certificates: A valid California Class C driver license with an acceptable driving record required by time of appointment and throughout employment. Designation as a Certified Records Manager is highly desirable. Page 3 of 4 502 S CITY OF HUNTINGTON BEACH U . CLASS SPECIFICATION '*'^ •7 , TITLE: RECORDS SPECIALIST SPECIAL CONDITIONS Employees regularly assigned/required to drive a city or personal vehicle in the course and scope of work shall be required to participate in the DMV Employer Pull Notice program. Public Employee Disaster Service Worker: In accordance with Government Code Section 3100, all Huntington Beach city employees are required to perform assigned disaster service worker duties in the event of an emergency or a disaster. PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS The incumbent must be able to meet the physical requirements of the class and have mobility, balance, coordination, vision, hearing and dexterity levels appropriate to the duties to be performed. Work is performed primarily indoors. The incumbent sits for prolonged periods. Stands and walks to retrieve work files or to other departments or office locations. Leans, bends and stoops to perform work behind a desk or to retrieve information. Pushes, turns or twists to move chair or body from desk. Reaches to place or retrieve files or open file drawers or cabinets. Light grasping to hold a writing instrument or documents; firm grasping as needed to lift and carry work files or operate office equipment; finger dexterity to type on a computer keyboard. Requires vision to read correspondence, view various media and other information. Requires hearing and speech to communicate in person, before groups, and over the telephone. When work is performed outdoors or at events, there is full exposure to various weather conditions. Reasonable accommodation(s) for an individual with a qualified disability will be considered on a case-by-case basis. Est. May, 2022 Page 4 of 4 503 Res. No. 2022-34 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on June 7, 2022 by the following vote: AYES: Peterson, Bolton, Delgleize, Carr, Posey, Moser, Kalmick NOES: None ABSENT: None ABSTAIN: None 442r4t) 9A:) .et,U€L1444) City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California 504 Acronyms and n .4 Glossary .< O FISCAL YEAR 2022-23 BUDGET 11 Z C z . , . , .........„.......,,i . ass ,ar z H U T I N G T 0 N li ID E m A C liX* { L FCQUNil t City of Huntington Beach z� _ Adopted Budget - FY 2022/23 Acronyms & Glossary of Terms Acronyms MOU-Memoranda of Understanding ACFR—Annual Comprehensive Financial Report NPDES — National Pollution Discharge Elimination System ADA—Americans with Disabilities Act OCTA—Orange County Transportation Authority AHA—Affordable Housing Agreement OPA—Owners Participation Agreement BID— Business Improvement District PEPRA—Public Employee Pension Reform Act CAGBN—California Green Business Network p08— Pension Obligation Bond Ca1PERS — California Public Employees' RDA—Redevelopment Agency Retirement System CAS')—Certified Access Specialist SCAQMD — Southern California Air Quality Management District CDGB—Community Development Block Grant TAB—Tax Allocation Bond CFD—Community Facilities District TBRA—Tenant Based Rental Assistance CIP—Capital Improvement Program TIF—Fair Share Traffic Impact Fee Program CNOA—Central Net Operations Authority TOT—Transient Occupancy Tax CPA—Certified Public Accountant UUT—Utility Users Tax CPI—Consumer Price Index VLF—Vehicle License Fee CTFP — Combined Transportation Funding WMP—Water Master Plan Program ELM—Enterprise Land Management WOCWB—West Orange County Water Board FTE—Full-Time Equivalent Position FY—Fiscal Year GAAP — Generally Accepted Accounting Principles GASB — Governmental Accounting Standards Board GFOA — Government Finance Officers Association HUD— U. S. Department of Housing and Urban Development JPA—Joint Powers Authority 505 :.+'�;,4.. City of Huntington Beach i Adopted Budget - FY 2022/23 Acronyms & Glossary of Terms C;-ir 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(AHA)—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 (ACFR) — The official annual report of the City'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. 506 �11,tiTi"+GJ °'L City of Huntington Beach Adopted Budget — FY 2022/23 =-`- '"'��/ Acronyms & Glossary of Terms Z11 4oU y T'i 1' 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. California Green Business Network-A coalition of cities and counties that certify businesses that have adopted verifiable standards of sustainability. California Public Employees'Retirement System(CalPERS)—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 (CIP)—A long-range plan for the development and replacement of long- term assets such as streets, buildings, water and sewer systems. Capital Outlay — Expenditures, which result in the acquisition of assets with an initial cost of at least $10,000 and an expected life of at least two years. Capital Project Funds— Used to account for financial resources used for the acquisition or construction of major capital facilities(other than those financed by proprietary fund types). Central Net Operations Authority — A Joint Powers Authority to provide for the operation, upgrade, maintenance and repair of the Central Net Training Facility. Certified Access Specialist - 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 States state to be certified by that state. Charges for Services—Reimbursement for services rendered to the public or to some other program/fund in the City. 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. 507 off,-.._ ....'.. �9 City of Huntington Beach <11 Adopted Budget — FY 2022/23 illeilk 9`'" ` 'Q Acronyms & Glossary of Terms Combined Transportation Funding Program (CTFP) — The Orange County Transportation Authority (OCTA)created the CTFP to provide local agencies with a common set of guidelines and project selection criteria for a variety of funding programs. Community Development Block Grant(CDBG)—The Housing and Community Development Act of 1974 provides funds to cities and counties to develop urban communities, decent housing, a suitable living environments, and expanded economic opportunities principally for low and moderate-income persons. This federal program gives priority to activities, which benefit low and moderate-income individuals. Community Facilities District(CFD)—A special district that can issue tax-exempt bonds as a mechanism by which public entities finance construction and/or acquisition of facilities and provide public services to the district. 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. Expense — The payment of cash on the transfer of property or services for the purpose of acquiring an asset, service, or settling a loss. 508 :\N1iNGTp' o`; ...........'...e, City of Huntington Beach .= Adopted Budget — FY 2022/23 91.,s: " Acronyms & Glossary of Terms • \cod, �dl 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. 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. 509 „,,�t „,,,.1IMGTp�,�� City of Huntington Beach '= Adopted Budget - FY 2022/23 �''” ' '" Acronyms & Glossary of Terms HUD — U.S. Department of Housing and Urban Development. HUD's mission is to create strong, sustainable, inclusive communities and quality affordable homes for all. HUD is working to strengthen the housing market to bolster the economy and protect consumers; meet the need for quality affordable rental homes:utilize housing as a platform for improving quality of life; build inclusive and sustainable communities free from discrimination; and transform the way HUD does business. Indirect Costs—A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Infrastructure—Facilities that support the daily life and growth of the City, for example roads, water lines, sewers, public buildings, and parks. Interfund Transfers—Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse the fund for certain expenditures/expenses. Internal Service Fund—A fund used for the financing of goods or services provided by one department or agency to other departments or agencies on a cost-reimbursement basis. Joint Powers 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. Lonq-Term Debt—Debt with a maturity of more than one year after the date of issue. Lonq Term Financial Plan — A combination of financial forecasting and strategizing to identify future challenges and opportunities, causes of fiscal imbalances and strategies to secure financial sustainability. Mandate— Legislation passed by the state or federal government requiring action or provision of services or programs. Measure M— An initiative passed by Orange County voters to fund transportation improvements using revenue generated by a countywide sales tax. Memoranda of Understanding (MOU) — As used in this budget document refers to agreements, for a specified period of time, between the City and various employee associations, outlining wage increases, provision of and contribution levels for benefits, and employment-related matters. Motor Vehicle In-Lieu Tax—(see Vehicle License Fee). 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. 510 e'a :'w City of Huntington Beach Adopted Budget — FY 2022/23 v.,'. . "e Acronyms & Glossary of Terms 2�FCOU `\gyp v Operating Budget— Plan of current non-capital and non-personal expenditures and the proposed means of financing them. Operating Expenses—The cost for materials and equipment that are required for a department to perform its functions. Operating Revenue—Funds received as income to pay for ongoing operations. Operating Transfers — Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended, such as transfers from the General Fund to a Special Revenue or Capital Projects Fund. Orange County Transportation Authority (OCTA) — A public sector transportation planning body and transit service provider for Orange County, California. Ordinance—A formal legislative enactment by the City Council. If it is not in conflict with any higher form of law, such as state statute or constitutional provision, it has the full force and effect of the law within the boundaries of the City. Organization Chart—A pictorial representation of the administrative and functional structure of a City unit. Other Funds—Within this budget document,those funds that are not included as part of the General Fund. Owners Participation Agreement(OPA)—Usually refers to a contract between a redevelopment agency or other public authority and a landowner, under which the landowner makes specific commitments about project development,and the government entity specifies the type of public involvement in the project,such as a subsidy. Pension 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 tax rate and levy an override tax on the assessed value of property up to a maximum amount as determined by an annual actuarial study to recover a portion of the City's costs related to a supplemental retirement program. 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. 511 City of Huntington Beach Adopted Budget - FY 2022/23 Acronyms & Glossary of Terms COuf 0,\;,I 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. 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. 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 1st page of Strategic Planning section. Structurally Balanced Budget—Ongoing revenues in a fiscal year are equal to or greater than ongoing expenditures. Successor Agency— Under Assembly Bill1 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. 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. 512 Pi N +GTQ ��: .,w .,....A City of Huntington Beach .4t Adopted Budget - FY 2022/23 9 rQ$ Acronyms & Glossary of Terms 10 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 SB 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(WOCWB)—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. 513 Intentionally Left Blank • N in o V 514 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT A City of mUMMr\n/;z�U ,_U mkt-D1v@)mME a E- -- __ F -- Canfornia �� -W-v or-s :r a-7a'A a -I- `' '�""." ° �#""" + t �. ;, .� _... y �"�■{ � !k iCt".'r_'.�� mac.-- �' �i� !� Mir _ Annual 4: Opehratin$1. .. saw= - m -"'Fiscal Ye ar 202212-023 - . N NNW ***COMPLETE COPY AVAILABLE ON CITY'S WEBSITE*** 728 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT A-1 City of Huntington Beach FY 2022/2023 Proposed Budget Appropriation Revisions General Fund Amount Department FY 2022/2023 Proposed Budget presented on May 17, 2022 268,647,187 Citywide Funding for Circuit Ride Share Program 350,000 Public Works Total FY 2022/2023 General Fund Revised Proposed Budget 268,997,187 All Funds FY 2022/2023 Proposed Budget presented on May 17, 2022 531,675,772 Citywide General Fund Revision (see above) 350,000 Public Works Total FY 2022/2023 All Funds Revised Proposed Budget 532,025,772 729 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2022/23 Budget Fund Title Revenue & Transfers In 100 General Fund 283,159,000 101 Specific Events 699,500 201 Air Quality Fund 250,000 206 Traffic Impact 100,000 207 Gas Tax Fund 3,788,219 210 Sewer 167,310 211 Drainage 200,000 212 Narcotics Forfeiture Federal 95,000 213 Measure M Fund 4,056,410 216 Property and Evidence 10,000 217 Affordable Housing In-Lieu 746,811 219 Traffic Congestion Relief 42 1,939,011 228 Park Dev Impact Res 625,000 229 Library Development Impact 42,000 233 Housing Residual Receipts 32,000 234 Disability Access Fund 84,000 235 Park Dev Impact Non Res 368,000 239 CDBG 1,413,939 240 HOME 760,225 243 Surf City "3" Cable Channel 500,000 308 In-Lieu Parking Downtown 393,809 314 Infrastructure Fund 24,355,000 322 ELM Automation Fund 477,949 323 Technology Fund 3,300,000 324 Equipment Fund 10,052,909 350 RORF 5,030,666 352 LMIHAF 200,000 401 Debt Svc HBPFA 2,963,159 405 Debt Svc Grand Coast CFD 2000-1 1,092,817 408 Debt Svc McDonnell CFD 2002-1 435,203 410 Debt Svc Bella Terra 2,432,661 412 Pension Liability 23,946,365 501 Certified Unified Program Agency 262,500 504 Refuse Collection Service 14,473,228 506 Water 42,099,072 507 Water Master Plan 3,957,600 508 WOCWB 1,627,000 511 Sewer Service Fund 10,747,168 551 Self Insurance Workers' Comp 7,789,449 552 Self Insurance General Liability 6,250,000 703 Retirement Supplement 1,434,000 704 Fire JPA Fund 405,866 709 BID Hotel/Motel 6,635,000 710 BID Downtown 106,000 711 Parking Structure-Bella Terra 761,427 712 Parking Structure-Strand 1,450,000 730 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2022/23 Budget Fund Title Revenue & Transfers In 716 Section 115 Trust 1,422,906 807 Energy Efficiency 18,600 960 Used Oil Grant 26,127 961 Hwy Bridge Replacement& Rehab 3,280,000 963 Sr Mobility Program 292,968 979 AB109 Public Safety Realignment 103,567 984 SLESF Grant 400,000 1222 Hazard Mitigation Grant Program 6,598,950 1228 CalRecycle City/County CRV 48,834 1233 OC Recycling Market Development Zone 6,000 1246 CENIC E-Rate 60,000 1247 Arterial Rehabilitation 4,487,676 1267 SB 2 Reimbursement 852,531 1273 CRRSAA 578,011 1275 OCTA Project X 500,000 Total Revenue 490,391,443 731 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2022/23 Budget Department/Fund Title Appropriations & Transfers Out General Fund (Company 100) City Council 397,182 City Attorney 2,862,118 City Clerk 1,165,935 City Treasurer 278,369 City Manager 3,262,829 Administrative Services 10,156,337 Community Development 10,300,478 Community& Library Services 14,405,373 Finance 6,553,913 Fire 52,353,505 Police 80,301,451 Public Works 21,388,774 Non-Departmental 65,570,923 Sub-Total General Fund 268 997 187 Other Funds (Company Number and Title) 101 Specific Events 853,250 122 Inmate Welfare Fund 40,000 127 Prop Tax in Lieu of Sales Tax 117,949 201 Air Quality Fund 788,188 206 Traffic Impact 290,000 207 Gas Tax Fund 3,662,154 211 Drainage 2,845,000 212 Narcotics Forfeiture Federal 97,000 213 Measure M Fund 4,378,615 214 Narcotics Forfeiture State 60,000 216 Property and Evidence 185,000 219 Traffic Congestion Relief 42 2,134,789 227 Police Facilities Dev Impact 415,000 228 Park Dev Impact Residential 1,663,361 229 Library Development Impact 350,000 233 Housing Residual Receipts 32,000 234 Disability Access Fund 84,000 239 CDBG 1,413,939 240 HOME 760,225 243 Surf City "3" Cable Channel 623,000 249 American Rescue Plan Act 29,606,925 79?of 23 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2022/23 Budget Department/Fund Title Appropriations & Transfers Out Other Funds (Company Number and Title - Continued) 308 In-Lieu Parking Downtown 100,000 314 Infrastructure Fund 25,083,211 322 ELM Automation Fund 439,194 323 Technology Fund 1,000,000 324 Equipment Fund 11,552,909 350 RORF 6,724,331 352 LM I HAF 25,000 401 Debt Svc HBPFA 2,963,159 405 Debt Svc Grand Coast CFD 2000-1 1,092,817 408 Debt Svc McDonnell CFD 2002-1 435,203 410 Debt Svc Bella Terra 2,432,661 412 Pension Liability 23,571,365 501 CUPA 267,989 504 Refuse Collection Service 14,491,848 506 Water 47,887,385 507 Water Master Plan 2,855,478 508 WOCWB 1,627,000 511 Sewer Service Fund 19,378,288 551 Self Insurance Workers' Comp 7,242,851 552 Self Insurance General Liab 7,554,316 702 Retiree Insurance Fund 1,270,743 703 Retirement Supplement 6,334,065 704 Fire JPA Fund 447,815 709 BID Hotel/Motel 6,635,000 710 BID Downtown 106,000 711 Parking Structure-Bella Terra 761,427 712 Parking Structure-Strand 1,547,243 807 Energy Efficiency 1,098,600 960 Used Oil Grant 26,127 961 Hwy Bridge Replacement& Rehab 3,280,000 963 Sr Mobility Program 292,968 979 AB109 Public Safety Realignment 130,155 984 SLESF Grant 12/13 728,716 1222 Hazard Mitigation Grant Program 6,598,950 1228 CalRecycle City/County CRV 48,834 1233 OC Recycling Market Dvlpmt Zone 6,000 4bf 23 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2022/23 Budget Department/Fund Title Appropriations & Transfers Out Other Funds (Company Number and Title - Continued) 1246 CENIC E-Rate 60,000 1247 Arterial Rehab 4,600,000 1267 SB 2 Reimbursement 852,531 1273 CRRSAA 578,011 1275 OCTA Project X 500,000 Sub-Total Other Funds 263 028 585 Total City Appropriations 532 025 772 77`bf 23 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2019120 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Change From DEPARTMENT Actual Actual Adopted Revised Proposed Prior Year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 11.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 5.00 1.00 City Treasurer 2.00 1.50 1.50 1.50 1.50 0.00 City Manager 8.00 7.00 7.00 8.00 14.00 6.00 Administrative Services 44.00 33.00 34.00 38.00 38.00 0.00 Community Development 49.50 54.00 54.00 57.50 57.50 0.00 Community& Library Services 64.25 60.25 60.25 62.25 62.25 0.00 Finance 33.00 31.50 31.50 32.50 34.50 2.00 Fire 198.00 200.00 200.00 201.00 201.00 0.00 Police 365.50 356.00 357.00 357.00 353.00 (4.00) Public Works 207.00 199.00 201.00 207.00 211.00 4.00 Total 987.25 958.25 962.25 980.75 989.75 9.00 GENERALFUND FY 2019/20 FY 2020/21 FY 2021122 FY 2021/22 FY 2022/23 Change From DEPARTMENT Actual Actual Adopted Revised Proposed Prior Year City Council 1.00 1.00 1.00 1.00 1.00 0.00 City Attorney 11.00 11.00 11.00 11.00 11.00 0.00 City Clerk 4.00 4.00 4.00 4.00 5.00 1.00 City Treasurer 2.00 1.50 1.50 1.50 1.50 0.00 City Manager 7.15 7.00 7.00 8.00 14.00 6.00 Administrative Services 37.20 34.32 31.55 34.47 35.17 0.70 Community Development 45.17 49.52 49.52 53.02 52.85 (0.17) Community& Library Services 58.91 56.41 56.41 58.41 58.50 0.09 Finance 31.42 29.92 30.10 31.10 32.10 1.00 Fire 194.10 196.20 196.30 197.30 197.30 0.00 Police 362.50 353.00 355.00 355.00 351.00 (4.00) Public Works 97.75 53.00 53.50 55.90 56.40 0.50 Total 852.20 796.87 796.88 810.70 815.821 5.12 Note: Reflects the Table of Organization for Fiscal Year 2022/23; however, 12 positions are defunded. 735 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 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 2.00 2.00 1.00 1.00 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 1.00 1.00 Senior Deputy City Attorney 3.00 3.00 3.00 3.00 3.00 Senior Legal Assistant 1.00 1.00 1.00 2.00 2.00 Senior Trial Counsel 1.00 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 Records Specialist 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 5.00 CITY TREASURER Administrative Analyst 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 1.50 1.50 1.50 1.50 736 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY.2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed CITY MANAGER Administrative Aide 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 2.00 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 1.00 Council Policy Analyst 1.00 1.00 Deputy Director of Homelessness 1.00 & Behavioral Health Services ** Director of Organizational Learning 1.00 & Engagement Executive Assistant 1.00 1.00 2 Public Affairs Manager 1.00 1.00 Principal Administrative Analyst 2.00 2.00 1.00 1.00 Social Services Supervisor** 1.00 Social Worker** 2.00 3 Volunteer Services Coordinator** 1.00 Total -City Manager 8.00 7.00 7.00 8.00 14.00 ** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 ADMINISTRATIVE SERVICES Director of Administrative Services 1.00 1.00 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 1.00 1.00 Principal Administrative Analyst** 1.00 Subtotal Administration 2.00 3.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Liability Claims Coordinator 1.00 Personnel Analyst Principal 1.00 1.00 1.00 2.00 2.00 Personnel Analyst Senior 3.00 2.00 2.00 1.00 1.00 Personnel Analyst 2.00 2.00 1.00 1.00 Personnel Assistant 3.00 2.00 2.00 1.00 1.00 737 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed ADMINISTRATIVE SERVICES (continued) Risk Management Specialist 2.00 1.00 1.00 1.00 1.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 Senior HR Technician 3.00 3.00 Senior Risk Management Analyst 1.00 Subtotal Human Resources 14.00 11.00 11.00 12.00 12.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Chief Information Officer 1.00 GIS Analyst II 4.00 1.00 1.00 1.00 1.00 Information Technology Analyst 1 3.00 3.00 1.00 1.00 Information Technology Analyst II 3.00 1.00 1.00 3.00 2.00 Information Technology Analyst III 1.00 1.00 Information Technology Analyst IV 4.00 3.00 3.00 3.00 3.00 Information Technology Analyst Senior 5.00 2.00 2.00 3.00 3.00 Information Technology Technician 1 2.00 1.00 1.00 2.00 2.00 Information Technology Technician III 1.00 2.00 2.00 2.00 2.00 Information Technology Technician IV 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 Information Tech Project Coordinator 1.00 1.00 Information Tech Supervisor 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 1.00 1.00 Senior Info Tech Technician 2.00 2.00 2.00 2.00 2.00 Senior Telecommunication Technician 1.00 Subtotal Information Services 30.00 20.00 20.00 24.00 24.00 Total -Administrative Services 44.00 33.00 34.00 38.00 38.00 '* Position transferred from the Administrative Services Department to the Fire Department beginning FY 2021/22 738 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT Director of Community Development 1.00 1.00 1.00 1.00 1.00 Deputy Director of Comm Dvlpmt 2.00 2.00 2.00 2.00 2.00 Principal Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 2.50 2.00 2.00 2.00 2.00 GIS Analyst II 1.00 1.00 1.00 1.00 Subtotal Administration 8.50 9.00 9.00 9.00 9.00 Planning Manager 1.00 1.00 1.00 1.00 1.00 Principal Planner 1.00 1.00 1.00 1.00 Senior Planner 3.00 2.00 2.00 2.00 2.00 Associate Planner 4.00 3.00 3.00 4.00 4.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Assistant Planner 2.00 2.00 2.00 2.00 2.00 Senior Permit Technician 3.00 4.00 4.00 4.00 4.00 Permit Technician 1.00 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 Building Manager 1.00 1.00 1.00 1.00 1.00 Plan Check Engineer 2.00 1.00 1.00 1.00 1.00 Inspection Manager 1.00 1.00 Inspection Supervisor 2.00 1.00 1.00 Principal Electrical Inspector 1.00 1.00 1.00 1.00 1.00 Principal Inspector Plumbing/Mechanical 1.00 1.00 1.00 1.00 1.00 Building Inspector 1 1.00 1.00 1.00 1.00 1.00 Building Inspector 11 2.00 1.00 1.00 1.00 1.00 Building Inspector III 6.00 6.00 6.00 6.00 6.00 Subtotal Development Services 30.00 28.00 28.00 31.00 31.00 Housing Manager 1.00 1.00 1.00 1.00 Real Estate& Project Manager 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.50 1.50 Administrative Aide 1.00 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 2.00 2.00 2.00 739 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022123 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT (continued) Code Enforcement Officer 1 1.00 3.00 3.00 3.00 3.00 Code Enforcement Officer II 2.00 4.00 4.00 4.00 4.00 Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00 Economic Development Manager 1.00 1.00 1.00 1.00 Economic Development Project Manager 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Subtotal Community Enhancement 11.00 17.00 17.00 17.50 17.50 Total - Community Development 49.50 54.00 54.00 57.50 57.50 COMMUNITY& LIBRARY SERVICES Director of Community& Library Services 1.00 1.00 1.00 1.00 Director of Community Services 1.00 Director of Library Services 1.00 Deputy Director of Community& Library 1.00 1.00 1.00 1.00 Services Principal Administrative Analyst 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 Administrative Aide 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Secretary 0.50 1.00 1.00 Park Development Project Coordinator 1.00 Subtotal Administration 5.50 5.00 5.00 5.00 5.00 Administrative Secretary 0.50 Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 2.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Specialist 1.00 2.00 2.00 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 Subtotal Facilities &Events 12.50 11.00 11.00 11.00 11.00 740 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed COMMUNITY & LIBRARY SERVICES (continued) Community Services Manager 1.00 1.00 1.00 1.00 1.00 Comm Svcs Recreation Supervisor 4.00 4.00 4.00 5.00 5.00 Comm Svcs Recreation Specialist 6.00 6.00 6.00 5.00 5.00 Administrative Secretary 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Senior Services Assistant 1.00 1.00 1.00 Senior Services Transportation Coordinato 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 1.00 1.00 Social Worker 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 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Community Services Manager 1.00 1.00 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 1.00 1.00 Senior Librarian 4.00 4.00 4.00 4.00 4.00 Senior Library Specialist 0.75 0.75 0.75 0.75 0.75 Librarian 5.00 4.00 4.00 6.00 6.00 Library Services Clerk 6.50 5.50 5.50 6.50 6.50 Library Specialist 3.00 2.00 2.00 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 Subtotal Library& Cultural Services 29.25 27.25 27.25 29.25 29.25 Total -Community& Library Services 64.25 60.25 60.25 62.25 62.25 741 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019120 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed 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 Accounting Technician II 1.0)014 Administrative Aide 1.00 1.00 Administrative Assistant 1.50 1.50 1.50 0.50 0.50 Information Technology Analyst Senior 1.00 1.00 1.00 1.00 Subtotal Finance Administration 3.50 4.50 4.50 4.50 5.50 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 2.00 2.00 1.00 1.00 Senior Buyer 1.00 1.00 1.00 1.00 Buyer 2.00 1.00 1.00 1.00 1.00 Subtotal Budget Management 7.00 5.00 5.00 5.00 5.00 Finance Manager-Accounting 1.00 1.00 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 Project Manager 1.00 Senior Finance Analyst 1.00 1.00 Senior Accountant 1.00 1.00 1.00 2.00 2.00 Accounting Technician Supervisor 1.00 1.00 2.00 2.00 Senior Accounting Technician 2.00 1.00 1.00 1.00 5 Accounting Technician II 4.00 3.00 3.00 3.00 3.00 Payroll Specialist 1.00 1.00 1.00 2.00 2.00 Senior Payroll Technician 2.00 1.00 1.00 Subtotal Accounting Services 12.00 11.00 11.00 11.00 12.00 Finance Manager-Treasury 1.00 1.00 1.00 1.00 1.00 Administrative Analyst 0.50 1.00 1.00 Senior Accountant 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 2.00 2.00 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 11.00 11.00 12.00 12.00 Total - Finance 33.00 31.50 31.50 32.50 34.50 742 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed FIRE Fire Chief 1.00 1.00 1.00 1.00 1.00 S Administrative Analyst Principal 1.00 1.00 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Accounting Technician II 2.00 2.00 2.00 2.00 2.00 Administrative Aide 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 5.00 6.00 6.00 6.00 6.00 Administrative Analyst** 1.00 1.00 Administrative Analyst Senior 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 Administrative Fire Captain ^ 2.00 2.00 2.00 2.00 2.00 s Administrative Secretary 3.00 2.00 2.00 2.00 2.00 Assistant Fire Marshal 1.00 Deputy Fire Marshal 2.00 2.00 2.00 2.00 2.00 Fire Battalion Chief 1.00 1.00 1.00 1.00 1.00 S Fire Division Chief 1.00 1.00 1.00 1.00 1.00 S Fire Marshal 1.00 1.00 1.00 1.00 Fire Prevention Inspector 1 1.00 1.00 1.00 1.00 Fire Prevention Inspector II 4.00 4.00 4.00 4.00 4.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 Senior Permit Technician 1.00 Subtotal Professional Standards 19.00 16.00 16.00 17.00 17.00 Administrative Fire Captain ^ 1.00 1.00 1.00 1.00 1.00 S Ambulance Operator 30.00 30.00 30.00 30.00 30.00 Emergency Medical Services Coordinator 1.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief 4.00 4.00 4.00 4.00 4.00 s Fire Captain 30.00 30.00 30.00 30.00 30.00 s Fire Division Chief 1.00 1.00 1.00 1.00 1.00 S Fire Engineer 30.00 30.00 30.00 30.00 30.00 S Fire Medical Coordinator 1.00 1.00 1.00 1.00 1.00 Firefighter 12.00 12.00 12.00 12.00 12.00 s Firefighter Paramedic 48.00 48.00 48.00 48.00 48.00 S Subtotal Emergency Response 159.00 158.00 158.00 158.00 158.00 743 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed FIRE (continued) Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Marine Safety Battalion Chief 3.00 3.00 3.00 3.00 3.00 s Marine Safety Captain 10.00 12.00 12.00 12.00 12.00 s Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 S Ocean Lifeguard Specialist 3.00 3.00 3.00 3.00 S Subtotal Marine Safety 15.00 20.00 20.00 20.00 20.00 Subtotal Sworn 145.00 150.00 150.00 150.00 150.00 S Subtotal Non-Sworn 53.00 50.00 50.00 51.00 51.00 Total -Fire 198.00 200.00 200.00 201.00 201.00 ** Position transferred from the Administrative Services Department to the Fire Department beginning FY 2021/22 POLICE Police Chief 1.00 1.00 1.00 1.00 1.00 S Assistant Chief of Police 1.00 1.00 1.00 S Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 Subtotal Administration 3.00 3.00 3.00 3.00 3.00 Police Captain 1.00 1.00 S Police Lieutenant 1.00 1.00 1.00 1.00 1.00 S Police Sergeant 3.00 3.00 3.00 3.00 3.00 s Police Officer 3.00 3.00 3.00 3.00 3.00 S Police Services Specialist 1.00 1.00 1.00 1.00 1.00 Community Relations Officer 1.00 1.00 1.00 1.00 Community Relations Specialist'* 1.00 2.00 2.00 2.00 1.00 Subtotal Administrative Operations 9.00 11.00 11.00 12.00 11.00 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 37.00 37.00 37.00 37.00 37.00 S Deputy Director of Homelessness 1.00 1.00 & Behavioral Health Services Social Services Supervisor** 1.00 744 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed POLICE (continued) Volunteer Services Coordinator*' 1.00 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 Parking/Traffic Control Officer 16.00 10.00 10.00 10.00 10.00 Community Services Officer 3.00 3.00 3.00 1.00 1.00 Detention Administrator 1.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 Detention Officer- Nurse 4.00 4.00 4.00 4.00 4.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 Subtotal Special Operations 86.00 79.00 80.00 80.00 77.00 Police Captain 1.00 1.00 1.00 1.00 1.00 S Police Lieutenant 4.00 4.00 4.00 4.00 4.00 s Police Sergeant 14.00 14.00 14.00 14.00 14.00 S Police Officer^ 112.00 112.00 112.00 112.00 112.00 s Police Recruit 4.00 Subtotal Patrol 135.00 131.00 131.00 131.00 131.00 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 5.00 5.00 5.00 5.00 5.00 S Police Officer 39.00 39.00 39.00 39.00 39.00 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 Crime Analyst Senior 1.00 1.00 Crime Scene Investigator 2.00 4.00 4.00 5.00 5.00 Police Services Specialist 3.00 2.00 2.00 2.00 2.00 Community Services Officer 9.00 6.00 6.00 5.00 5.00 Latent Fingerprint Examiner 2.50 2.00 2.00 2.00 2.00 Police Photo/Imaging Specialst 1.00 Subtotal Investigations 66.50 63.00 63.00 64.00 64.00 Police Admin Services Division Manager 1.00 1.00 1.00 1.00 1.00 Police Support Services Manager 1.00 1.00 1.00 1.00 Police Administrative Services Manager 2.00 2.00 Community Services Officer 1.00 1.00 1.00 2.00 2.00 Police Services Specialist 7.00 6.00 6.00 6.00 6.00 745 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed POLICE (continued) Police Communications Manager 1.00 1.00 1.00 Communications Supervisor-PD 6.00 6.00 6.00 6.00 6.00 Communications Operator-PD ^ 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 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 Police Records Administrator 1.00 1.00 1.00 Police Records Supervisor 3.00 3.00 3.00 4.00 4.00 Police Records Specialist 11.00 11.00 11.00 10.00 10.00 Police Records Technician 6.00 5.00 5.00 4.00 4.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Crewleader 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 2.00 2.00 Information Technology Analyst II 1.00 1.00 1.00 1.00 Information Technology Analyst IV 1.00 1.00 1.00 1.00 Information Technology Technician IV 1.00 1.00 1.00 1.00 Subtotal Support Services 66.00 69.00 69.00 67.00 67.00 Subtotal Sworn 233.00 233.00 233.00 233.00 233.00 s Subtotal Non-Sworn 132.50 123.00 124.00 124.00 120.00 Total - Police 365.50 356.00 357.00 357.00 353.00 ** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 PUBLIC WORKS Director of Public Works 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works 2.00 2.00 2.00 2.00 Administrative Services Manager 1.00 1.00 1.00 1.00 Project Manager 1.00 Accounting Technician II 1.00 1.00 1.00 1.00 1.00 Administrative Aide 1.00 1.00 1.00 Administrative Analyst 2.00 3.00 2.00 2.00 Administrative Analyst Senior 2.00 2.00 2.00 2.00 2.00 746 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) 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 5.00 5.00 5.00 5.00 Office Specialist 1.00 Real Estate & Project Manager 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 15.00 19.00 21.00 21.00 21.00 Operations Manager 1.00 1.00 1.00 1.00 Maintenance Operations Manager 1.00 General Services Manager 1.00 Accounting Technician II 1.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Beach Equipment Operator 3.00 2.00 2.00 2.00 2.00 Beach Maintenance Crewleader 2.00 2.00 2.00 2.00 2.00 Beach Maintenance Service Worker 1.00 1.00 1.00 1.00 1.00 Beach Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 1.00 Equipment Support Assistant 2.00 1.00 1.00 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 3.00 3.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician 3.00 3.00 3.00 5.00 5.00 Fleet Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Irrigation Specialist 1.00 1.00 1.00 1.00 1.00 Landscape Equipment Operator 1.00 1.00 1.00 1.00 1.00 Landscape Maint Crewleader 1.00 1.00 1.00 1.00 1.00 Landscape Maintenance Leadworker 3.00 2.00 2.00 4.00 4.00 Landscape Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Maintenance Service Worker 7.00 7.00 7.00 6.00 6.00 Mechanic 11 4.00 3.00 3.00 3.00 3.00 Mechanic III 6.00 6.00 6.00 6.00 6.00 Pest Control Specialist 1.00 1.00 1.00 1.00 1.00 Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00 747 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Street Equipment Operator 3.00 2.00 2.00 2.00 2.00 Street Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Street Maintenance Leadworker 2.00 2.00 2.00 2.00 2.00 Tree Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Tree Equipment Operator 3.00 2.00 2.00 2.00 2.00 Tree Maintenance Leadworker 1.00 1.00 1.00 1.00 1.00 Trees Maintenance Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Maintenance & Operations 66.00 58.00 58.00 62.00 62.00 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 1.00 1.00 �- 1.00 2.00 6 GIS Analyst II 2.00 2.00 2.00 2.00 SCADA Coordinator 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 Stock Clerk 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 Survey Technician II 2.00 2.00 2.00 2.00 2.00 Utilities Manager 1.00 Utilities Technology Coordinator 1.00 1.00 1.00 1.00 Warehousekeeper 1.00 1.00 1.00 1.00 1.00 Wastewater Equipment Operator 5.00 5.00 5.00 5.00 5.00 Wastewater Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Wastewater Operations Leadworker 3.00 3.00 3.00 3.00 3.00 Wastewater Pump Mechanic 1.00 1.00 1.00 1.00 1.00 Wastewater 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 Maint Crewleader 2.00 2.00 2.00 2.00 2.00 Water Distribution Maint Leadworker 6.00 6.00 6.00 6.00 7.00 7 Water Distribution Meters Crewleader 1.00 1.00 1.00 1.00 1.00 748 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Water Distribution Meters Leadworker 2.00 2.00 2.00 2.00 2.00 Water Distribution Superintendent 1.00 1.00 1.00 1.00 Water Distribution Supervisor 1.00 Water Equipment Operator 4.00 4.00 4.00 4.00 5.00 $ Water Meter Reader 2.00 2.00 2.00 2.00 9 Water Meter Repair Technician 5.00 5.00 5.00 5.00 4.00 10 Water Operations Crewleader 1.00 1.00 1.00 1.00 1.00 Water Operations Leadworker 2.00 2.00 2.00 2.00 2.00 Water Production Supervisor 1.00 1.00 1.00 1.00 1.00 Water Quality 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 4.00 Water Utility Locator 1.00 1.00 1.00 1.00 2.00 12 Subtotal Utilities 88.00 86.00 86.00 86.00 88.00 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 Signs Leadworker 1.00 Signs/Markings Equipment Operator 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 3.00 13 Traffic Signal Electrician 2.00 2.00 2.00 2.00 2.00 Traffic Signal/Light Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Transportation 13.00 10.00 10.00 10.00 11.00 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 2.00 2.00 2.00 2.00 2.00 Construction Inspector II 1.00 1.00 1.00 1.00 1.00 Construction Manager 1.00 1.00 1.00 1.00 1.00 749 Resolution No. 2022-28 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2022/23 Authorized Full-Time Equivalent Personnel All Funds FY 2019/20 FY 2020121 FY 2021/22 FY 2021/22 FY 2022/23 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Contract Administrator 3.00 3.00 3.00 6.00 7.00 14 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 Senior Civil Engineer 5.00 5.00 5.00 5.00 5.00 Senior Construction Inspector 3.00 3.00 3.00 3.00 3.00 Senior Engineering Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Engineering 25.00 26.00 26.00 28.00 29.00 Total - Public Works 207.00 199.00 201.00 207.00 211.00 GRAND TOTAL 987.25 958.25 962.25 980.75 989.75 NOTES: s Sworn Public Safety position ^There are 12 defunded positions included in the FTE count as follows: (2)Administrative Fire Captain (9)Police Officer (1)Communications Operator-PD ' Position to centralize Public Records management 2 New position to assist City Manager's Office 3 Retitle of one Community Relations Specialist and addition of one Social Worker to assist with Homeless caseload 4 Position assigned to the Concierge and Accounts Payable teams 5 New position for succession planning within Municipal Services Division 6 Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) Position added to enhance water system maintenance s Position added to enhance water system maintenance s Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) 10 Position restructuring due to implementation of Automated Water Meter Infrastructure(AMI) 11 Position to focus on air quality mandates and Water Production and Flood Control reporting 'Z Position added to assist with high volume of requests 13 Position added to improve traffic signal maintenance response 14 Position to administer increased volume of construction contracts within the approved Capital Improvement Program(CIP) 750 Res. No. 2022-28 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU, the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on June 7, 2022 by the following vote: AYES: Peterson, Bolton, Posey, Delgleize, Carr, Moser, Kalmick NOES: None ABSENT: None RECUSE: None City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California