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Home My WebLink AboutCity Council - 2023-24 RESOLUTION NO. 2023-24 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2023/24 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 2023/24, 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 2023/24, 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 2023/24, 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 2023/24 are sufficient to fund the appropriations set forth in Proposed Budget for Fiscal Year 2023/24. 2 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. 23-12914/310248 Resolution No. 2023-24 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 2023/24 (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 2023/24 (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 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 are expended or the capital project is canceled. Following the completion of the individual capital projects, the unexpected 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 2022/23, unexpended appropriations may be carried forward to FY 2023/24 upon review of the Finance Department and approval of the City Manager,for the expense of outstanding purchase commitments and programs. 23-12914/310248 2 Resolution No. 2023-24 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 26th day of June , 2023. Mayor VIEWED D APPROVED: APPROVED AS TO FORM: Aar City Manager Cit Attorney 1 INITIATED AND APPROVED: Acting ie inancial Officer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2023/24 as of June 6, 2023 Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2023/24 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2023/24 Exhibit D: Tables of Organization 23-12914/310248 3 Re5O1UL1OII 14O. LULJ—L4 LXI11D1L 'A' • ANNUAL \-, A, OPERATING ffi —,,. 1 ' ,„.--t h J _ ..., BUDGET ,..„ , , ,,,,.. , ,. ._._ . . FY 2023 /2024 sdioreaL Nei 101 t p« 0`M C 1, < •.:4 +4 t. r • _r 't •' `' t �. j y; t fv C�. „..„ .4. , l�ui'iN vilt- .ici..^. �'„ - .-.. _. �� ...-• — F• —a,lfr • I• I 4 •. 1 'v. j • 1 t, . •1 4f. F+ ��Rrifc423 1 .. CITY OF a HUNTINGTON _ _ BEACH c4 j::.t ... , 4 California p c=. _ ..z -0% 7W 1 4. ' fey" ,1111PP_ COUNTY CAS.: City of Huntington Beach Proposed Budget Fiscal Year 2023/2024 ....,,,,,, 04 am••N - • - - _ kWcitar . Q ‘\,�GF B..... , c p /I •'��o• 11 1909 p'.• c191/NT`I 0;1/' Submitted by Al Zelinka, City Manager • City of Huntington Beach Table of Contents Proposed Budget - FY 2023/24 City Council Directory I DEPARTMENT BUDGETS City Officials Directory III Organizational Chart V Fire 179 Core Values VII Human Resources 199 Information Services 211 COMMUNITY PROFILE Police 223 Public Works 237 Community Profile 1 Non-Departmental 265 FINANCIAL POLICIES & PROCEDURES CAPITAL IMPROVEMENT PROGRAM Budget Process and Calendar 9 CIP Narrative 283 Financial Policies 11 New Appropriations 290 AB1234 Disclosures 18 Continuing Appropriations 292 Five-Year CIP 294 FUND SUMMARIES Drainage 296 Facilities 300 Estimated Changes to Fund Balances 23 Neighborhood 309 Revenues and Expenditures Summary 25 Parks and Beaches 311 Department/Fund Matrix 29 Sewer 317 Fund Descriptions 32 Streets and Transportation 321 Water 329 REVENUE DEBT AND UAL Revenue Summary by Fund 45 All Funds Revenue by Object 48 Unfunded Liability Overview 335 General Fund Revenue by Object 50 Debt Services Overview 337 Debt Service& Interfund Interest 339 EXPENDITURES Amortization Schedules &Debt Service 341 Expenditures by Department 53 ACRONYMS AND GLOSSARY Expenditure Summary by Fund 54 All Funds Expenditures by Object 57 Acronyms 343 General Fund Expenditures by Object 58 Glossary of Terms 344 TABLE OF ORGANIZATION Authorized FTE Personnel Summary 59 Authorized FTE Personnel by Dept. 61 DEPARTMENT BUDGETS City Council 77 City Attorney 83 City Clerk 93 City Treasurer 103 City Manager 111 Community Development 127 Community&Library Services 145 Finance 167 Intentionally Left Blank City of Huntington Beach City Council Directory Proposed Budget — FY 2023/24 y r , ;f Tony Strickland Gracey Van Der Mark Mayor Mayor Pro Tern I 1 J \,// 1 - 1 Rhonda Bolton Pat Burns Dan Kalmick Council Member Council Member Council Member Y n i 4 i r-. r Casey McKeon Natalie Moser Council Member Council Member 1 Intentionally Left Blank • N 113 0 V City of Huntington Beach City Officials Directory Proposed Budget - FY 2023/24 Elected Officials City Attorney Michael Gates City Clerk Robin Estanislau City Treasurer Alisa Backstrom City Manager's Office City Manager Al Zelinka Assistant City Manager Travis Hopkins Department Directors Community Development Ursula Luna-Reynosa Community and Library Services (Acting) Ashley Wysocki Finance (Acting) Sunny Han Fire Scott Haberle Information Services (Acting) John Dankha Human Resources (Interim) Theresa St. Peter Police Eric Parra Public Works (Acting) Alvin Papa/Chau Vu III Intentionally Left Blank Ammo •N tun o V CITY OF HUNTINGTON BEACH FY 2023-24 Organizational Chart THE PEOPLE OF HUNTINGTON BEACH CITY CITY CITY COUNCIL CITY ATTORNEY CLERK Mayor TREASURER - Mayor Pro-Tern pore Advisory Admin,Public City Council Members Investments Support, Elections Litigation j Records Revenue Management Services Community City Manager Prosecution Assistant City Manager Police Community Public Works Fire Community& Development Library Svcs Administrative Planning Maintenance& Professional Facilities& I I Operations Operations Standards Events Communications Homelessness& I &HBTV Behavioral Investigations Permit Utilities Emergency Programs& Health Services Counter Response Services Patrol Building Transportation Marine I Library& City Council Sustainabilit Safety Cultural Svcs Support y Special Housing Engineering Operations Support Code Services Enforcement Human Information Finance Resources Services Economic Development Accounting Recruitment& Infrastructure Services Selection Systems Budget Benefits& Technology Engagement& Management Training Support Business Labor Business License Relations Applications Risk Elected Offices Management Appointed Departments otr NiMS;,,,y? 'coUhn 0 V Intentionally Left Blank CITY OF HUNTINGTON BEACH Core Values 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 _.--...., Erif j, b titt •5..-"-._--._._.\I,,.,‘•., • w0 -f v• , v4-1 1,,'r,4‘,P,,.i't•l':ke4 i :" 6 o N� 8 Tr ey / __ ,,01.- 'Igip. `,! ` `e` y. , ,t, .• - 1 • ' �a�.l ',a�'- . *'$4 �`.•' t ,` 'R'F , , - j ft•,4;•,.;' !,,.v'rA.af Ai .N_ t_ E:'' r - ', '` ; ,_ f ; i t t ` ` r ." _ _ _ —emu r r L vll Intentionally Left Blank City of Huntington Beach Community Profile Proposed - FY 2023/24 is — Y, _ ,,Ji `i. tr i:-,-,R 4 �„.......: ♦ trw t - 4i.'ZQZf. Jam.}, r.:-. �;` •'yi'�y "-�Gi�" iV "^`i _. - TT. ,. , C. 'N.; `x ) 1 1 '.. tl .o-` -. ,,.iaitt. _. - .� 1 i` �... .. 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 itshore of the Pacific Ocean in VAI .. northwestern Orange County. Huntington Beach is bordered by the i# l ii cities of Westminster to the +�� northwest, Fountain Valley to the �� N northeast, Costa Mesa to the east, �� Newport Beach to the southeast, 41644c yh and Seal Beach to the west. The j�� City is positioned for the global NM 4 N N market at 18 miles southeast of the Port of Long Beach and Los Angeles a� _ 1 Harbor, 35 miles southeast of Los ti Angeles, and 95 miles northwest of ° _ San Diego. 1 City of Huntington Beach Community Profile Proposed - FY 2023/24 Lifestyle The City of Huntington Beach is located on the Orange County coast. With a population of 197,437 residents, it is known as Surf City due to its abundance of beaches; the sunny, warm • Mediterranean climate; and its casual lifestyle. With over 10 miles of coastline to boast of, Huntington Beach plays host to over 15 ; million visitors annually. r' '. i , City residents earn an annual median household income of $104,728, 48 percent higher than the median household income for the United States, 25 percent higher than the State of California and 4% higher than Orange County. In addition, almost half of its residents, or 45 percent, have a college education. The City ranks#1 in the nation for "Quality of City Services" and #21 for "Best-Run City in America" by WalletHub (June 2022) and is considered one of the top three "Best Cities to Live In" by the Orange County Register for the past seven consecutive years. Huntington Beach was also ranked #1 in the state and #5 in the nation for "Best City for People with Disabilities" by WalletHub (September 2022). by Huntington Beach is home to a thriving beach community, 1 t..� ' consistently ranked in the top 16 best beaches in the State of f` California. A world-class Central Library with four branch ,;• libraries, many picturesque parks including the 343-acre Central • ~. 4g `_c- x= 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 a lf 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." `• `<��a The annual events include a Surf City 5K fun run, a ore, parade including floats, bands, equestrian units and .� _•- local dignitaries, Fireworks at the Pier and a home `•4p11,w�r0110 111 �'!�<*V decorating contest. Beginning 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. 2 City of Huntington Beach Community Profile Proposed - FY 2023/24 Sports Events Huntington Beach is also home to national events such as the U.S. Open of Surfing which is held in x_ ,� August each year. The event includes the _ - l best in surfing, skateboarding and BMX ' —~-----.r r competitions. This event attracts 500,000 ' '- ,;,,�' `-T Wit— _ visitors annually and is the world's largest ---- --_ _� action sports festival. In February, the annual Surf City USA Marathon attracts over 9,200 • runners from all over to participate in this 1._1111 Boston-Qualifying course in addition to the 4. Il11 I -.Illit half-marathon and 5K events held on the 1 ti , same day. In May the Association of � -:- ' Volleyball Professionals (AVP) holds an '; IP la •0. annual Huntington Beach Open Pro Series " volleyball tournament with 2023 being the 22' straight year for this event in the City. The Pacific Airshow Huntington Beach is also the destination t for the Pacific Airshow- the only 4 - ' beachfront air show on the West Coast. 1 I1( �`-2r 4. 1� �/' _ � Held in September, the 2023 repertoire is /� / /tk' �� hetJil v M scheduled to include the CF Snowbirds, ,aril! at* - +g • 4. USAF F-22 Raptor Demonstration Team, }}r ' ; '' and the USAF Thunderbirds, among 1, Nil 1 ,` ` many others. This unique airshow has • ar gained tremendous popularity since I "1 1`j; premiering in October 2016 and now !lei, �il i. I P 9 I attracts a crowd of over 1.2 million from , '�1 li �r, , around the world to view the three-day i ,'11 '`' event which includes live music performed at the beach and over the water aerobatic ' 9 k _ , demonstrations. . - , d= 3 City of Huntington Beach Community Profile Proposed - FY 2023/24 New Parks The City recently added its 79'h park for the ` *th'"T''�`- _ "-, ;: .-1-: F ;1"_' : community to enjoy, the 17th Street Park and " : r Memorial Hall. This was developed on a 2 acre site Cry` ,.a .-""'''' that was the former Rodgers Seniors' Center. - _-_ Memorial Hall will be used by American Legion Post ' c. _ "" 133 and is an available rental facility for the „ - • community. `` a'••.. likIf „, Central Park West has received an upgrade to its playground. The City recenity completed a total renovation .� =*4AIF,I •��_, 4at,. *® of the playground area and installed new playground '" `� � equipment. r Nation's First Type 1 Hazmat Decontamination Unit 1r The City of Huntington Beach Fire Department's (HBFD) s Hazardous Materials Response Team received a Type 1 y - , _ 0 r, o; Hazmat Decontamination Certification, the first of its kind in the .4`: 'ti'_:t1s3v, ti,i nation. With this certification, the HBFD can decontaminate up 'Ali' l` ��jj rdd'� '? s ' ' to 1,000 individuals at a time from toxic industrial chemicals and — other types of incidents. The unit will also be able to serve as a statewide response resource to assist with large incidents, f! natural disasters, or terrorist threats. — oiiii New Police Helicopter r ,..... .... The City is putting into service three new MD 530E helicopters that are replacing the existing aging fleet ,;ye providing increased speed and improved flight —�� characteristics over the previous helicopters. The Air`- Support Unit, which was formed in 1968, supports the City's police, fire and marine safety operations in / * addition to emergency/disaster surveying and SWAT 1 operations. These new helicopters will also provide air support service to the neighboring cities of Costa Mesa, Newport Beach and Irvine under existing contracts. 4 City of Huntington Beach Community Profile Proposed - FY 2023/24 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. 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 21% city in Orange County, and the 23rd largest in California in terms General Consumer Goods 20% of population, there are over 104,300 people employed by public State & County Pools 16% and private entities in Huntington Beach. The City has earned Restaurant & Hotels 14% various accolades throughout the year, including the following: Fuel & Service Stations 9% #1 in the nation for "Quality of City Services" (WalletHub, June Business & Industry 8% 2022), #21 for "Best Run City in America" (WalletHub, June Building & Construction 6% 2022), and Top three "Best Cities to Live In" for the past seven Food and Drugs 5% 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. 5 City of Huntington Beach Community Profile Proposed - FY 2023/24 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 Visit Huntington Beach advertises 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 Population: 197,437 (2021 Estimate) • Fourth Largest City (by .. —• population) in Orange County ,. _ a . �- • 23rd Largest in California - "f • Land Area: 28 Square Miles -. • Fourth Largest City (by _ 4 ` land area) in Orange County • 78th Largest in California • Median Family Household Income: $104,728 City Facilities • 10 Miles of beaches • 1,850 foot long pier • 79 Parks •- ' inummile "` • 3 Community Centers — -- • 343.2 acre Central Park • Senior Center • 45 Acre Sports Complex which includes: 0 4 turf fields 0 8 baseball & softball .4 fields A --� _ 0 7 soccer fields o Batting cages 0 2 Playgrounds , o 2 Concession Stands L1 ' 6 City of Huntington Beach Community by the Numbers Proposed Budget - FY 2023/24 Geography Education Population per Land Area in High School Diploma Square Mile O Square Miles HB 93.1% County 86.6% HB 7,103 0 HB 26.8 Bachelor's Degree or Higher 411110 County 3,808 County 790.6 HB 45.2% County 42.1% Income Housing Median Household Income Median Home Value Owner Occupied HB $104,728 HB $845,500 Housing © County$738,100 HB 55.8% County$100,485 County 57.0% Per-Capita Income Median Gross Rent HB $54,665 t HB $2,123 County$46,099 County$2,057 Age and Sex ■H8 ■County Persons over 65 Persons 19-64 HB 49.6% HB 50.4% County 50.4% County ` County 49.6% Persons 18 W and under 0% 10% 20% 30% 40% 50% 60% /0% 7 City of Huntington Beach City Services Highlights Proposed Budget - FY 2023/24 ANNUAL SERVICE DATA MAINTAIN , ,� ID -- -- ■i - it 0'0 -- 0 -o 0 or 316 Miles of Residential • Streets 22,429 calls for 41,360 calls for Fire Service Police Service 7 58 . i / Rescues 3,765 Park, A Parking Lot and — rt Street Lights • . �7 AP/ fa ✓ 2_ 3.4 Million Sq. Ft. 5,327 Code 141 11 of Landscaping Enforcement 21,782 Business Maintained Cases Licenses 611 Miles of Water Mains 42) rrr� �, .4. e o 'M • Am fib 11iA Alk Aft. 79 Parks-760 Acres 24 City Council 's.._ �04% ' �,, 263 Meetings for 20 Meetings Held 84,000 Meals Citizen Committees, ``N Boards and Delivered to Seniors Commissions Over 5 Miles of C,ty Beaches 8 City of Huntington Beach Proposed Budget — FY 2023/24 Budget Process and Calendar The Fiscal Year Budget Process and Adjustments to the Annual Budget The FY 2023/24 Annual Budget covers the period of July 1, 2023 through June 30, 2024. 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 12/7/2022 A Budget Kick-Off meeting is held to review the directive Chief Financial Officer for preparation of the FY 2023/24 budget. Finance Manager-Budget 1/11/2023 Individual Capital Improvement Project(CIP) requests Departments are completed and submitted to the Public Works Department. 1/31/2023 Departments prepare their respective budgets including Departments submitting proposed budgets to the Budget Management Division. 1/31/2023 Phase I of Revenue projections are completed and Departments submitted to the Budget Management Division. 3/2/2023 The City Manager's Office conducts meetings with all City Manager, Departments Through departments to review budget development forms and Chief Financial Officer 3/31/2023 supplemental budget requests. Finance Manager-Budget 4/4/2023 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. 5/8/2023 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 5/9/2023 The Proposed Budget for FY 2023/24 is submitted to the City Manager City Council per City Charter 5/16/2023 The City Manager conducts a budget study session and City Manager presentation of the Proposed FY 2023/24 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. 9 City of Huntington Beach ~' `� Proposed Budget — FY 2023/24 * 00 Budget Process and Calendar 6/6/2023 A City Council public hearing is conducted for the City City Manager Manager's Proposed Budget/CIP for FY 2023/24. City Council Following completion of the public hearing, the City Departments Council adopts the budget by Resolution. 6/8/2023 City Council Strategic Planning Session is held to City Council (tentative) determine priorities for upcoming fiscal year City Management 6/20/2023 Alternate date for City Council Adoption by Resolution of City Manager the Proposed Budget/CIP for FY 2023/24 after City Council incorporation of City Council changes. Departments 7/1/2023 FY 2023/24 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 I •Departments review existing •Finance Department projects materials for budget funding and request additional revenues for the upcoming development funding if needed year and updates Long Range j Financial Plan i _ 1 I Budget Review Proposed Budget City Council Budget t •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 E considerations for City Council review comments i Budget Adoption Budget Monitoring Budget Amendments i •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 1 , concerns. l i 10 '/o��t�11NGTp �y City of Huntington Beach _ Proposed Budget — FY 2023/24 i 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 u 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). u 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. u 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. u 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 u The budget will be prepared consistent with the standards developed by the Government Finance Officers Association and California Society of Municipal Finance Officers (CSMFO). u 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. u On-going revenues will support on-going expenditures. Revenues from one-time or limited duration sources will not be used to balance the annual operating budget. u Support function appropriations will be placed in the department in which they are managed. 11 Poi-------- ;i City of Huntington Beach Proposed Budget — FY 2023/24 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. 12 t°1.JN Mri y0 T. City of Huntington Beach Proposed Budget — FY 2023/24 <ii;:v ,ll' Financial Policies GENERAL FUND BALANCE ❑ There is an established Economic Uncertainties Reserve commitment in the General Fund. The monetary goal of this commitment is equal to the value of two months of the General Fund expenditure adopted budget amount. ❑ Appropriations from the Economic Uncertainties Reserve commitment can only be made by formal City Council action. Generally, appropriations and access to these funds will be reserved for emergency situations. Examples of such emergencies include, but are not limited to: • An unplanned, major event such as a catastrophic disaster requiring expenditures over 5% of the General Fund adopted budget • Budgeted revenue in excess of$1 million taken by another government entity • Drop in projected/actual revenue of more than 5% of the General Fund adopted revenue budget ❑ Should the Economic Uncertainties Reserve commitment be used and its level falls below the minimum amount of two months of General Fund expenditures adopted budget, the goal is to replenish the fund within three fiscal years. ❑ In addition to the Economic Uncertainties Reserve, there are three permanent reserves established generally for the purposes described below. Appropriations from these reserves can only be made by formal City Council action. These permanent reserves are: • Equipment Replacement Reserve for the acquisition of rolling stock, other movable assets, pumps, engines, and any equipment needed to sustain City infrastructure. Planned appropriations from this fund are identified during the annual budget process. The replenishment of this Reserve is outlined below. • Capital Improvement Reserve for the construction or improvement of City infrastructure. Planned appropriations from this fund are identified during the annual budget process in concert with the Capital Improvement Plan or during the fiscal year as needed. The replenishment of this Reserve is outlined below. • Litigation Reserve for unforeseen litigation losses exceeding the amount budgeted in the current year. The monetary goal for this Reserve is generally set at the City's self-insured limit. This fund will be replenished each year through the annual budget process or during the fiscal year as needed. ❑ The initial allocation of audited available unassigned fund balance will go towards reducing the City's unfunded liabilities (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. 13 "�"' City of Huntington Beach Proposed Budget — FY 2023/24 Financial Policies FUND BALANCE CLASSIFICATION ❑ The City's fund balance is made up of the following components: • Nonspendable fund balance includes amounts that are not in spendable form and typically includes inventories, prepaid items, and other items that, by definition cannot be appropriated. • The restricted fund balance category includes amounts that can be spent only for the specific purposes stipulated by constitution, external resource providers, or through enabling legislation. • The committed fund balance classification includes amounts that can be used only for the specific purposes determined by a formal action of the City Council. The City Council has authority to establish, modify, or rescind a fund balance commitment by formal action. • Amounts in the assigned fund balance classification are intended to be used by the City for specific purposes but do not meet the criteria to be classified as restricted or committed. The City Manager or designee has the authority to establish, modify, or rescind a fund balance assignment. • Unassigned fund balance is the residual classification for the City's funds and includes all spendable amounts not contained in the other classifications. ❑ When expenditures are incurred for purposes for which both restricted and unrestricted (committed, assigned or unassigned) fund balances are available, the City's policy is to first apply restricted fund balance. When expenditures are incurred for purposes for which committed, assigned, or unassigned fund balances are available, the City's policy is to first apply committed fund balance, then assigned fund balance, and finally unassigned fund balance. 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 UAL 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. 14 City of Huntington Beach Proposed Budget — FY 2023/24 acoUNT,C;;;"i Financial Policies • Establishment of accelerated UAAL payment schedule. This schedule provides parameters for the payment for any new UAL, 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 u The City Council is the appropriation authority for the City Budget. As required by state law, appropriations expire at the end of each fiscal year. NON-DEPARTMENTAL BUDGET u The City shall maintain a non-departmental budget that is used for expenditures that do not apply to a specific department, are Citywide in nature, or shared by several departments. The Chief Financial Officer and City Manager shall be responsible for administration of this budget. 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. u 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. u Enterprise funds will be supported by their own rates and not subsidized by the General Fund. ❑ Water Fund • Reserve equal to 25% of the adopted annual operating budget to ensure adequate working capital for operating expense. u Water Master Plan • One-hundred-fifty percent (150%) of the average planned Water Master Plan Capital Improvement Program for the following five years. • Cost of thirty (30) months of imported water needed to replace the production from the average City well. • Emergency: Cost to replace one groundwater well. 15 101 City of Huntington Beach Proposed Budget — FY 2023/24 `ter` /' Financial Policies ❑ Sewer Service Fund • Thirty-three percent (33%) of the adopted annual operating budget to ensure adequate working capital for operating expenses. • One-hundred percent (100%) of the average annual planned Capital Improvement Program for the following five years. • Emergency: Cost to replace one sewer lift station. SPECIAL REVENUE FUNDS ❑ 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. 16 I��N�INGTpL City of Huntington Beach "` QI Proposed Budget — FY 2023/24 tt,Ems• Financial Policies 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. 17 ''" City of Huntington Beach Proposed Budget — FY 2023/24 AB1234 Disclosure Reimbursement Expenses City Council The following are activities on which the Mayor and City Council Members could expend City funds: • League of California Cities, Orange County Division monthly general membership meetings. • Quarterly League of California Cities Policy Committee meetings. • League of California Cities, Orange County Division Board of Directors or Executive Committee meetings. • League of California Cities Annual Conference. • Various League of California Cities training workshops and/or subcommittee meetings. • Meetings of the Orange County City Selection Committee. • Meetings of the Orange County Mayors' Round Table. • Orange County Council of Governments Board meetings and General Assembly. • Southern California Association of Governments meetings and General Assembly. • Various Huntington Beach Chamber of Commerce functions. • Various community organizations' events and fundraising activities. • Various state organizations' events and fundraising activities. • Various national organizations' (such as the National League of Cities, the United States Conference of Mayors, and others) events and workshops. • Various educational workshops put on by the above organizations and others. • Possible trip to one of our two sister cities, Anjo, Japan and 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. 18 TiA o City of Huntington Beach �^t Proposed Budget — FY 2023/24 _ c AB1234 Disclosure Reimbursement Expenses .c•. ,�`�!!�`��,l 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 4' of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. 19 ''"""-- City of Huntington Beach Proposed Budget — FY 2023/24 " AB1234 Disclosure Reimbursement Expenses City Attorney The following are activities on which the City Attorney could expend City funds: • Various business meetings/events with business leaders, owners, consultants, or vendors. • Community meetings or events on general or city-specific issues. • Attendance at annual professional conferences, board meetings, and other meetings such as the League of California Cities, including specialized conferences for work-specific topics; reimbursement may include parking, transit, airfare, mileage, hotel, meals, and other incidental expenses. • Books, training, certifications, and publications relevant to the work environment. • City events and city-supported functions such as 4th of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. • Litigation expenses. 20 e✓i� .2 /-0�` City of Huntington Beach AIN,° , \ Proposed Budget — FY 2023/24 t— - —19 AB1234 Disclosure Reimbursement Expenses '''6e '-,.%0 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. 21 '" City of Huntington Beach .10 � Proposed Budget — FY 2023/24 i AB1234 Disclosure Reimbursement Expenses „r, r: 1� 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. 22 City of Huntington Beach Proposed Budget-FY 2023/24 Estimated Changes to Fund Balances* ALL FUNDS Estimated Estimated Percent Change Fund Balance Estimated Available Operating Change in Fund Balance to Fund Fund Description 7/1/2023 Revenue Transfers In Sources Expenditures Transfers Out Total Uses Fund Balance 6/30/2024 Fund Balance 100 General Fund m2,i., $ 99,279,791 $277,674,321 $ 2,722,145 $280,396,466 $225,169,108 $ 60,395,132 $285,564,240 (5,167,774) $ 94,112,017 -5.21% Special Revenue Funds 201 Air Quality Fund. 162,872 250,000 250,000 387,500 387,500 (137,500) 25,372 -84.42% 206 Traffic Impact,,, 1,513,009 100,000 100,000 496,010 496,010 (396,010) 1,116,999 -26.17% 207 Gas Tax Fund,2) 256,409 3,693,743 3,693,743 3,058,645 105,543 3,164,188 529,555 785,964 206.53% 211 Drainage,„ 595,170 200,000 200,000 424,000 424,000 (224,000) 371,170 -37.64% 212 Narcotics Forfeiture-Federal 18,178 175,000 175,000 175,000 175,000 18,178 0.00% 213 Measure M Fund(:) 855,760 4,171,189 4,171,189 3,324,483 176,033 3,500,516 670,673 1,526,433 78.37% 219 Traffic Congestion Relief 42,,, 377,256 1,971,422 1,971,422 2,140,000 2,140,000 (168,578) 208,678 -44.69% 226 Quimby Fund n, 1,626,177 400,000 400,000 554,000 554,000 (154,000) 1,472,177 -9.47°% 228 Park Dev Impact-Res),) 97,838 750,000 750,000 503,057 19,095 522,152 227,848 325,686 232.88% 229 Library Dev Impact„) 689,505 50,000 50,000 50,000 739,505 7.25% 233 Housing Residual Receipts(21 1,244,995 30,000 760,201 790,201 30,000 30,000 760,201 2,005,196 61.06% 234 Disability Access Fund 316,012 84,000 84,000 84,000 84,000 316,012 0.00% 235 Park Dev Impact-Non-Res a, 963,975 100,000 100,000 100,000 1,063,975 10.37% 236 Pubic Art in Parks(2) 7,693 15,000 15,000 15,000 22,693 194.98% 239 CDBG , 388,695 1,171,668 1,171,668 1,535,788 24,575 1,560,363 (388,695) 0.00°% N 240 HOME ro 245,000 668,370 668,370 909,716 3,654 913,370 (245,000) 0.00% CO 242 Narcotics Forfeiture-Treasury(1) 286,433 160,000 160,000 (160,000) 126,433 0.00% 243 Surf City"3"Cable Channel 1,120,770 490,000 490,000 490,000 490,000 1,120,770 0.00% 322 ELM Automation Fund,,, 485,652 400,000 400,000 434,941 17,810 452,751 (52,751) 432,901 -10.86% 716 Section 115 Trust a) 16,779,951 2,573,890 2,573,890 75,000 75,000 2,498,890 19,278,841 14.89% 807 Energy Efficiency,2) 43,339 19,200 19,200 18,600 18,600 600 43,939 1.38% 963 Sr Mobility Program 115,542 356,293 356,293 334,250 22,043 356,293 115,542 0.00% 979 AB109 Public Safety Realignment. 16,864 112,067 112,067 95,555 95,555 16,512 33,376 97.91% 984 SLESF Grant 1,654,400 475,000 475,000 450,000 450,000 25,000 1,679,400 1.51% 995 Hwy Safety Improvement Program 675,090 675,090 675,090 675,090 0.00% 1228 CalRecycle City/County CRV,,, 120,029 49,015 49,015 94,397 94,397 (45,382) 74,647 -37.81% 1234 Sust Business Cert Program,,, 36,210 36,210 36,210 (36,210) -100.00% 1246 GENIC E-Rate,) (39,825) 60,000 60,000 60,000 60,000 (39,825) 0.00% 1247 Arterial Rehab.) 32,630 4,917,993 4,917,993 4,600,000 4,600,000 317,993 350,623 974.54% 1283 OCTA Trash Removal Phase II 500,000 500,000 500,000 500,000 0.00% 1284 AES Mitigation 12, 4,900,000 4,900,000 4,545,000 4,545,000 355,000 355,000 0.00% 30,010,539 21,885,050 8,234,091 30,119,141 26,191,242 368,753 26,559,995 3,559,146 33,569,685 11.86% Capital Project Funds 210 Sewer,,, 689,476 167,310 167,310 800,000 800,000 (632,690) 56,786 -91.76% 217 Affordable Housing In-Lieu(2) 6,166,845 2,901,400 2,901,400 2,901,400 9,068,245 47.05% 308 In-Lieu Parking Downtown,2, 657,208 54,466 54,466 50,000 50,000 4,466 661,674 0.68% 314 Infrastructure Fund,2, 326,984 15,000,000 15,000,000 14,650,745 214,283 14,865,028 134,972 461,956 41.28% 323 Technology Fund,2, 3,226,699 1,000,000 1,000,000 1,000,000 4,226,699 30.99% 324 Equipment Fund 593,936 7,140,581 7,140,581 7,140,581 7,140,581 593,936 0.00% 11,661,148 3,123,176 23,140,581 26,263,757 22,641,326 214,283 22,855,609 3,408,148 15,069,296 29.23% City of Huntington Beach Proposed Budget-FY 2023/24 Estimated Changes to Fund Balances* ALL FUNDS Estimated Estimated Percent Change Fund Balance Estimated Available Operating Change in Fund Balance to Fund Fund Description 7/1/2023 Revenue Transfers In Sources Expenditures Transfers Out Total Uses Fund Balance 6/30/2024 Fund Balance Debt Service Funds 401 Debt Svc HBPFA 3,355,872 2,967,681 2,967,681 2,967,681 2,967,681 3,355,872 0.00% 412 Pension Liability,, 20,700,306 12,362,018 17,070,222 29,432,240 22,569,835 22,569,835 6,862,405 27,562,711 33.15% 24,056,178 12,362,018 20,037,903 32,399,921 25,537,516 25,537,516 6,862,405 30,918,583 28.53% Enterprise Funds 501 CUPA(2) 108,224 262,500 262,500 224,188 35,744 259,932 2,568 110,792 2.37% 504 Refuse Collection Service,, 430,443 15,731,456 68,255 15,799,711 15,662,056 42,118 15,704,174 95,537 525,980 22.20% 506 Water,., 20,261,326 44,783,425 44,783,425 51,337,171 1,057,097 52,394,268 (7,610,843) 12,650,483 -37.56% 507 Water Master Plan,2, 17,675,056 3,957,600 3,957,600 2,709,862 13,657 2,723,519 1,234,081 18,909,137 6.98% 511 Sewer Service Fund 0, 20,644,883 10,747,168 10,747,168 17,997,184 477,734 18,474,918 (7,727,750) 12,917,133 -37.43% 59,119,932 75,482,149 68,255 75,550,404 87,930,461 1,626,350 89,556,811 (14,006,407) 45,113,525 -23.69% Internal Service Funds 551 Self Insurance Workers'Comp 0 12,130,988 10,919,587 244,555 11,164,142 11,593,181 68,282 11,661,463 (497,321) 11,633,667 -4.10% 552 Self Insurance General Liab(:) 1,889,073 11,738,297 11,738,297 10,567,555 10,567,555 1,170,742 3,059,815 61.97% 702 Retiree Insurance Fund,,, 30,442,884 1,306,975 1,306,975 (1,306,975) 29,135,909 -4.29% 703 Retirement Supplement 0, 54,100,676 1,434,000 1,434,000 6,371,618 6,371,618 (4,937,618) 49,163,058 -9.13% 98,563,621 12,353,587 11,982,852 24,336,439 29,839,329 68,282 29,907,611 (5,571,172) 92,992,449 -5.65% NJ Trust&Agency Funds 350 RORF,,, 1,906,642 12,897,830 12,897,830 6,161,823 6,868,065 13,029,888 (132,058) 1,774,584 -6.93% 352 LMIHAF(2) 1,083,096 200,000 3,801,050 4,001,050 25,000 25,000 3,976,050 5,059,146 367.10% 405 Debt Svc Grand Coast CFD 2000-1 970,439 1,091,307 1,091,307 1,083,790 7,517 1,091,307 970,439 0.00% 408 Debt Svc McDonnell CFD 2002-1 353,614 442,692 442,692 435,175 7,517 442,692 353,614 0.00% 410 Debt Svc Bella Terra 3,106,246 2,638,306 2,638,306 1,663,091 975,215 2,638,306 3,106,246 0.00% 508 WOCWB(2) 2,113,729 1,557,000 1,557,000 857,000 857,000 700,000 2,813,729 0.00% 704 Fire JPA Fund 137,380 405,866 405,866 491,039 21,491 512,530 (106,664) 30,716 -77.64% 709 BID-Hotel/Motel 157,164 6,632,000 6,632,000 6,632,000 6,632,000 157,164 0.00% 710 BID-Downtown 153,059 107,000 107,000 107,000 107,000 153,059 0.00% 711 Parking Structure-Bella Terra 356,376 967,698 967,698 967,698 967,698 356,376 0.00% 712 Parking Structure-Strand,,, 3,574,008 1,550,000 1,550,000 1,244,350 400,000 1,644,350 (94,350) 3,479,658 -2.64% 13,911,753 27,522,001 4,768,748 32,290,749 19,667,966 8,279,805 27,947,771 4,342,978 18,254,731 31.22% Other Funds 101 Specific Events 87,971 748,500 748,500 746,530 1,970 748,500 87,971 0.00% 122 Inmate Welfare Fund,,, 52,019 40,000 40,000 (40,000) 12,019 -76.89% 216 Property and Evidence, 168,333 50,000 50,000 100,000 100,000 (50,000) 118,333 -29.70% 308,323 798,500 798,500 886,530 1.970 888,500 (90,000) 218,323 -29.19% Total $336,911,285 $431,200,802 $70,954,575 $502,155,377 $437,863,478 $ 70,954,575 $508,818,053 $ (6,662,676) $330,248,609 -1.98% 'Includes only funds with estimated activities(Revenue and/or Expense)for FY 2023/24 Explanation of change in fund balance: (1)A portion of fund balances from pnor years are being expended on approved projects/costs. (2)Revenues are projected to exceed expenditures for the purpose of building reserves to be used on future projects/costs. (3)Negative fund balances are due to a timing difference between expenditures and the receipt of grant reimbursements. (4)Of the$5,167,774 estimated decrease in General Fund fund balance,$8,803,803 of General Fund Reserves are being transferred to the AES Mitigation and Equipment Replacement Funds,for a net operating surplus of$3,636,029. City of Huntington Beach Proposed Budget - FY 2023/24 Revenues and Expenditures Summary -All Funds FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 Actual Actual Actual Adopted Proposed Revenues Property Tax $ 107,487,283 $ 113,204,975 $ 118,878,114 $ 120,613,145 $ 135,006,125 Sales Tax 44,616,369 51,161,877 57,652,522 57,399,504 57,725,149 Franchises 7,861,706 8,049,736 10,379,784 8,604,349 11,750,000 In-Lieu Tax 88,850 Transient Occupancy Tax 9,637,206 10,378,662 15,753,576 14,470,699 16,580,000 Utility Users Tax 18,148,622 18,374,351 19,528,404 18,457,076 21,245,000 License and Permits 11,267,196 8,213,873 9,597,379 9,425,920 12,179,885 Fines and Forefeitures 3,402,638 4,618,717 5,144,470 4,533,981 4,980,000 Use of Money and Property 37,401,896 41,242,547 (7,689,129) 18,755,527 21,540,797 Revenue from Other Agencies 18,703,781 37,720,146 21,285,578 30,607,485 20,107,719 Charges from Current Services 107,044,786 99,327,898 125,421,733 108,844,380 127,496,764 Other Revenue 5,720,915 2,594,386 5,038,097 1,835,775 2,395,763 Proceeds of Long-Term Debt* 1,174,079 372,462,722 867,779 Non-Operating Revenue A 22,064,473 23,126,258 50,394,482 96,843,602 71,148,175 Total Revenue 394,530,950 790,476,147 432,341,638 490,391,443 502,155,377 Expenditures Personnel Services* 188,053,895 530,987,340 180,746,106 180,913,528 192,862,575 Utilities 6,323,431 7,165,290 8,428,677 8,075,060 9,412,368 Purchased Water 16,386,899 17,143,545 17,289,474 18,655,000 19,900,000 Equipment and Supplies 8,185,057 7,992,142 9,846,592 8,521,032 8,756,447 Repairs and Maintenance 16,825,083 18,153,719 19,074,667 21,688,436 23,516,793 Conferences and Training 820,800 692,258 939,925 1,221,569 1,146,369 Professional Services 7,279,529 8,395,743 12,179,967 14,516,651 15,156,716 Other Contract Services 23,583,476 24,201,250 29,306,433 29,965,889 31,991,131 Rental Expense 393,544 321,453 342,909 329,212 329,212 Claims Expense 7,726,047 17,698,397 18,005,757 6,759,779 13,259,779 Insurance 3,777,228 4,749,634 4,563,543 5,620,320 6,210,276 Pension Payments 5,008,769 5,493,973 5,668,053 5,850,000 5,850,000 Contribution to Private Agency 65,000 80,000 255,000 310,000 380,854 Payments to Other Governments 4,711,245 9,236,058 3,758,330 4,031,439 5,770,073 Interdepartmental Charges 9,361,069 8,837,995 8,765,929 9,028,907 9,480,353 Expense Allowances 721,650 725,334 770,932 637,079 659,945 Other Expenses 2,002,821 2,772,557 3,671,809 3,841,100 3,570,503 Capital Expenditures 25,177,607 40,898,674 28,650,965 75,682,629 51,468,254 Non-Operating Expense 45,338,093 67,802,217 89,685,204 136,378,142 109,096,405 Total Expenditures $ 371,741,243 $ 773,347,578 $ 441,950,272 $ 532,025,772 $ 508,818,053 *FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds(POBs)and corresponding pay down of 85%of the City's CalPERS unfunded liability. A Beginning FY 2021/22,the increase in Non-Operating revenues reflects operating transfers into the Pension Liability Fund for the annual POBs debt service payment. 25 Intentionally Left Blank •N 113 0 V 26 City of Huntington Beach Proposed Budget - FY 2023/24 Revenues and Expenditures Summary - General Fund FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 Actual Actual Actual Adopted Proposed Revenues Property Tax $ 87,496,527 $ 91,708,460 $ 94,627,362 $ 98,259,486 $ 104,197,377 Sales Tax 41,063,042 47,675,808 53,362,468 53,343,094 53,553,960 Franchises 7,861,706 8,049,736 10,379,784 8,604,349 11,750,000 Transient Occupancy Tax 9,637,206 10,378,662 15,753,576 14,470,699 16,580,000 Utility Users Tax 18,148,622 18,374,351 19,528,404 18,457,076 21,245,000 License and Permits 8,368,131 7,805,341 8,668,132 8,201,300 9,140,019 Fines and Forefeitures 3,402,638 4,618,717 5,144,470 4,533,981 4,980,000 Use of Money and Property 17,148,415 14,183,189 12,247,096 16,886,527 19,531,797 Revenue from Other Agencies 3,583,723 9,868,881 5,095,962 2,721,251 2,706,282 Charges from Current Services 25,501,392 21,865,244 28,946,889 26,026,327 32,432,179 Other Revenue 2,295,007 1,355,223 1,993,852 1,603,811 1,557,707 Non-Operating Revenue 690,169 1,085,945 497,692 30,051,099 2,722,145 Total Revenue 225,196,580 236,969,556 256,245,686 283,159,000 280,396,466 Expenditures Personnel Services 164,709,020 167,968,095 160,400,953 156,302,044 166,822,639 Utilities 5,076,683 5,532,436 6,352,004 6,519,820 7,313,628 Equipment and Supplies 5,474,845 5,341,277 7,003,216 5,950,887 6,640,582 Repairs and Maintenance 11,333,450 11,965,824 12,422,345 13,536,265 15,370,255 Conferences and Training 718,415 607,506 811,615 990,119 884,519 Professional Services 3,688,814 2,456,500 4,532,833 6,944,622 8,677,278 Other Contract Services 5,259,312 5,459,530 6,636,003 6,796,242 7,531,715 Rental Expense 337,382 290,556 306,877 293,212 293,212 Claims Expense 47,430 11,122 500,000 500,000 Insurance 37,511 10,637 78 , Contribution to Private Agency 175,000 225,000 225,000 Payments to Other Governments 3,541,097 3,268,709 3,265,742 3,473,390 4,836,390 Expense Allowances 690,813 690,814 723,209 611,379 628,045 Other Expenses 1,097,356 1,754,045 2,622,771 2,725,600 2,415,003 Capital Expenditures 140,848 374,798 2,468 Non-Operating Expense 21,339,924 21,102,512 46,542,174 64,128,607 63,425,974 Total Expenditures 223,492,900 226,834,361 251,797,286 268,997,187 285,564,240 Planned Increase/(Use)of Reserves* HB Recovery Reserves 13,471,925 AES Reserve (4,900,000) Equipment Replacement Reserve (3,903,803) Total Increase/(Use)of Reserves 13,471,925 (8,803,803) Operating Surplus/(Deficit) $ 1,703,680 $ 10,135,194 $ 4,448,400 $ 689,888 $ 3,636,029 *In FY 2022/23,$13,471,925 is set aside for HB Recovery projects previously identified by City Council. In FY 2023/24,the AES Reserve is being transferred to a separate fund for use on eligible capital improvement projects and a portion of Equipment Replacement Reserves are being transferred to the Equipment Replacement Fund for the replacement of aging vehicles and equipment. 27 Intentionally Left Blank O '-N"V City of Huntington Beach Proposed Budget-FY 2023/24 Department/Fund Matrix Department City Comm. Comm.& Human Info. Public Non- Fund Name(Fund Number) Elected* Manager Dvlpmt. Library Svcs. Finance Fire Rscs. Svcs. Police Works Dept. General Fund(100) ✓ ✓ 1 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 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) 1 Gun Range Settlement(225) ✓ Quimby Fund(226) 1 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) 1 Disability Access Fund(234) ✓ Park Development Impact Fee-Non Res(235) 1 Public Art in Parks(236) 1 Community Development Block Grant(239) 1 1 ✓ HOME(240) 1 Narcotics Forfeiture-Treasury(242) ✓ Surf City"3"Cable Channel Operations(243) ✓ American Rescue Plan Act(249) ✓ ELM Automation(322) ✓ Section 115 Trust(716) 1 Energy Efficiency(807) Proprosition 68 Per Capita Grant(810) 1 Jail Training Grant(838) 1 OCTA Grant(873) Used Oil Grant(960) ✓ Highway Bridge Replacement&Rehab(961) 1 Senior Mobility Program(963) 1 Master Plan of Arterial Highways(965) 1 Bridge Prevention Maintenance Program(970) 1 29 City of Huntington Beach Proposed Budget-FY 2023/24 Department I Fund Matrix Department City Comm. Comm.& Human Info. Public Non- Fund Name(Fund Number) Elected Manager Dvlpmt. Library Svcs. Finance Fire Rscs. Svcs. 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) 1 Sustainable Business Cert Program(1234) ✓ Library CaIREN Reimbursement E-rate(1246) ✓ Arterial Rehab-RMRA(1247) ✓ OCTA-405 Widening(1254) ✓ SB 2 Reimbursement(1267) ✓ CRRSAA(1273) 1 OCTA Project X(1275) ✓ AES Mitigation(1284) 1 Capital Projects Funds Sanitary Sewer Facilities(210) ✓ Affordable Housing In-Lieu(217) ✓ In-Lieu Parking Downtown(308) ✓ Infrastructure Fund(314) ✓ ✓ ✓ 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) ✓ 30 City of Huntington Beach Proposed Budget-FY 2023/24 Department/Fund Matrix Department City Comm. Comm.& Human Info. Public Non- Fund Name(Fund Number) Elected* Manager Dvlpmt. Library Svcs. Finance Fire Rscs. Svcs. Police Works Dept. Internal Service Fund Self-Insurance Workers Comp(551) ✓ Self-Insurance General Liability(552) ✓ Retiree Insuance(702) 1 Retiree Supplemental(703) 1 Trust and Agency Funds RORF(350) ✓ LMIHAF(352) ✓ Debt Service Grand Coast CFD 2000-1(405) 1 Debt Service McDonnell CFD 2002-1(408) 1 Debt Service Bella Terra(410) ✓ WOCWB(508) 1 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. 31 /11114 City of Huntington Beach /' Proposed Budget FY 2023/24 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. 32 111'/' 01""ik \° City of Huntington Beach 11 Proposed Budget FY 2023/24 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. 33 0.111`",4 z City of Huntington Beach Proposed Budget FY 2023/24 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. 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. 34 i aVN�G City of Huntington Beach 1 Proposed Budget FY 2023/24 Fund Descriptions 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 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 239i 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. Narcotics Forfeiture-Treasury (Fund 242) This fund is used for the receipt of equitable sharing of funds seized by the US Department of Treasury and the participating agencies of IRS, ICE, CBP and USSS. Surf City "3" Cable Channel Operations (Fund 243) A fee for cost of public, educational and governmental (PEG) access channels are received from cable operators in the City (1% of gross cable revenues beyond the franchise fee cap). PEG funds are restricted and can only be used for capital costs including equipment (e.g. HBTV station and fiber optic acquisition and improvement projects to enable/improve broadcasting of the City Council and Planning Commission meetings among others). 35 /111"lk City of Huntington Beach I Proposed Budget FY 2023/24 = Fund Descriptions 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 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. 36 ,�✓�NTIN o CTp ; rev City of Huntington Beach Proposed Budget FY 2023/24 �ac0u ,,r# Fund Descriptions 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. 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. 37 111/', �' �'"�► ;\ City of Huntington Beach Proposed Budget FY 2023/24 Fund Descriptions 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. 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." 38 II,�O'�. 99 � _ City of Huntington BeachProposed Budget FY 2023/24 Fund Descriptions 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. Clean California (Fund 1277) The California Department of Transportation has a grant program to beautify and improve local streets and roads, parks, pathways and transit centers. This is accomplished by adding beautification measures and art in public spaces along with litter and debris removal. AES Mitigation (Fund 1284) The City entered into an agreement with AES Southland Development to amend a previous agreement related to Architectural Improvements for the AES Power Plant. As part of the amendment AES provide funds to the City for additional community benefit. CAPITAL PROJECTS FUNDS Sanitary Sewer Facilities (Fund 210) Expenditures are restricted to sanitary sewer capacity enhancements to mitigate the impacts of development. Revenues are from development impact fees levied on new development in the City. Affordable Housing In-Lieu Fund (Fund 217) In-lieu fees/payments are approved through Planning Commission CUP and an Affordable Housing Agreement. Fees are due to the City at the building permit and are used for building or creating affordable housing. The Administration of the City's three Tenant-Based Rental Assistance (TBRA) programs are used from this fund. The City is working on creating additional housing projects. In-Lieu Parking 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. 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 Project 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. 39 IIII, I ?' �"''�► City of Huntington Beach / Proposed Budget FY 2023/24 Fund Descriptions 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, technology systems and other equipment 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. 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. 40 1_1 City of Huntington Beach 9 ' Proposed Budget FY 2023/24 Fund Descriptions 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 municipal 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. 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. 41 /111/11'"4 41 City of Huntington Beach •, Proposed Budget FY 2023/24 Fund Descriptions 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 1 X 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. 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. 42 I � N C/o J�°'? ev 1-1 City of Huntington Beach k y±.sass +w Proposed Budget FY 2023/24 CUNT�� Fund Descriptions 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. 5th and PCH Parking Structure (formally the Strand) (Fund 712) City owns the parking structure at 5th and PCH which is managed by 5th & PCH, 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 City Manager's Office. 43 1111', lam"\, City of Huntington Beach Proposed Budget FY 2023/24 Fund Descriptions 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. 44 City of Huntington Beach Proposed Budget-FY 2023/24 Revenue Summary by Fund ALL FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Fund Actual Actual Actual Adopted Revised Poposed Prior Year 00100 General Fund 225,196,580 236,969,556 256,245,686 283,159,000 285,273,179 280,396,466 -0.98% 00101 Specific Events 606,169 11,671 483,174 699,500 713,750 748,500 7.01% 00103 Donations Fund 613,311 532,746 788,428 601,443 00107 Evidence Seizure 528 401 (131) 00122 Inmate Welfare Fund 6,198 1,199 560 00125 Donations Veterans Memorial (3,677) 00127 Prop Tax in Lieu of Sales Tax 27,423 (20) (8,475) 00128 Housing Agreement 44,496 73,208 1,483,471 00201 Air Quality Fund 293,442 270,932 200,901 250,000 250,000 250,000 0.00% 00204 Fourth of July Parade 258,014 62,136 00206 Traffic Impact 647,895 234,126 259,454 100,000 100,000 100,000 0.00% 00207 Gas Tax Fund 3,089,826 3,088,799 3,258,798 3,788,219 3,788,219 3,693,743 -2.49% 00209 Park Acquisition&Development 120 14 1,004 00210 Sewer 606,504 104,516 199,524 167,310 167,310 167,310 0.00% 00211 Drainage 777,222 230,020 765,599 200,000 200,000 200,000 0.00% 00212 Narcotics Forfeiture Federal 208,434 48,912 3,513 95,000 95,000 175,000 84.21% 00213 Measure M Fund 3,615,688 3,521,469 4,327,338 4,056,410 4,056,410 4,171,189 2.83% 00214 Narcotics Forfeiture State 66,253 954 44,675 00215 Rehabilitation Loans 805,417 130,887 38,821 00216 Property and Evidence 63,445 126,825 20,925 10,000 10,000 50,000 400.00% 00217 Affordable Housing In-Lieu 2,931,222 316,095 3,093,945 746,811 746,811 2,901,400 288.51% 00219 Traffic Congestion Relief 42 1,691,694 1,459,096 1,589,828 1,939,011 1,939,011 1,971,422 1.67% 00225 Gun Range Settlement 10,335 1,207 (19,698) 00226 Quimby Fund 59,477 (5,877) 1,086,994 400,000 100.00% 00227 Police Facilities Dev Impact 228,012 164,848 169,684 00228 Park Dev Impact Res 681,163 538,830 416,112 625,000 625,000 750,000 20.00% 00229 Library Dev Impact 164,477 105,382 87,063 42,000 42,000 50,000 19.05% 00231 Fire Facilities Dev Impact 126,227 104,603 74,854 00233 Housing Residual Receipts 830,542 32,425 26,392 32,000 32,000 790,201 2369.38% 00234 Disability Access Fund 81,339 71,247 71,936 84,000 84,000 84,000 0.00% 00235 Park Dev Impact Non Res 70,656 241,316 91,542 368,000 368,000 100,000 -72.83% 00236 Public Art in Parks 16,995 11,900 (5,510) 15,000 100.00% 00238 Emergency Operations Center 78,313 49,092 1,079,452 00239 CDBG 1,461,986 1,124,653 1,791,522 1,413,939 1,409,458 1,171,668 -17.13% 00240 HOME 560,137 676,139 1,021,733 760,225 760,225 668,370 -12.08% 00242 Narcotics Forteiture-Treasury 353 1,407 26 00243 Surf City"3"Cable Channel 1,577,861 539,482 534,303 500,000 500,000 490,000 -2.00% 00244 CARES Act(OC Small Bus Supp) 12,996 5,410,070 826 00245 CARES Act(OC City Allocation) 4,711 4,729,769 00246 CARES Act(CESF) 93,800 (111) 00247 CARES Act(State of CA) 2,488,021 416,947 00248 CDBG CARES Funding 101,754 179,360 00250 American Rescue Plan Act(OC) 200,000 00308 In-Lieu Parking Downtown 18,336 115,018 65,717 393,809 393,809 54,466 -86.17% 00314 Infrastructure Fund 5,124,801 9,472,876 14,301,238 24,355,000 26,290,000 15,000,000 -38.41% 00319 Senior Center Development 8,467 0 00321 Lease Capital Project Fund 1,176,607 12,753,176 874,810 00322 ELM Automation Fund 426,645 334,660 393,973 477,949 477,949 400,000 -16.31% 00323 Technology Fund 109,037 7,378 (177,580) 3,300,000 3,300,000 1,000,000 -69.70% 00324 Equipment Fund 4,805,536 4,991,601 7,217,089 10,052,909 8,930,000 7,140,581 -28.97% 00350 RORF 5,475,633 5,210,487 6,093,220 5,030,666 5,030,666 12,897,830 156.38% 00352 LMIHAF 5,687,929 964,254 1,513,830 200,000 200,000 4,001,050 1900.53% 00401 Debt Svc HBPFA 5,111,238 21,060,804 2,963,898 2,963,159 2,963,159 2,967,681 0.15% 00405 Debt Svc Grand Coast CFD 2000-1 1,121,828 1,102,173 1,106,893 1,092,817 1,092,817 1,091,307 -0.14% 00406 Debt Svc Mello Roos 97,335 873 220 00408 Debt Svc McDonnell CFD 2002-1 422,596 416,812 441,944 435,203 435,203 442,692 1.72% 00410 Debt Svc Bella Terra 2,446,820 2,444,573 2,439,902 2,432,661 2,432,661 2,638,306 8.45% 00412 Pension Liability* 7,860,326 350,477,726 24,867,771 23,946,365 23,946,365 29,432,240 22.91% 00501 Certified Unified Program Agency 293,974 268,464 280,992 262,500 262,500 262,500 0.00% 00504 Refuse Collection Service 12,630,399 13,066,619 13,705,150 14,473,228 15,004,228 15,799,711 9.17% 00505 Systems Fund 3,048 357 (5,810) 45 City of Huntington Beach Proposed Budget-FY 2023/24 Revenue Summary by Fund ALL FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Fund Actual Actual Actual Adopted Revised Poposed Prior Year 00506 Water 38,093,615 39,465,757 38,885,049 42,099,072 42,099,072 44,783,425 6.38% 00507 Water Master Plan 4,209,861 3,177,854 2,236,517 3,957,600 3,957,600 3,957,600 0.00% 00508 WOCWB 708,593 571,930 511,817 1,627,000 1,627,000 1,557,000 -4.30% 00511 Sewer Service Fund 11,837,547 10,961,471 8,945,726 10,747,168 10,747,168 10,747,168 0.00% 00551 Self Insurance Workers'Comp 7,771,902 6,798,938 8,989,612 7,789,449 12,089,449 11,164,142 43.32% 00552 Self Insurance General Liability 5,356,050 2,320,439 5,837,550 6,250,000 6,250,000 11,738,297 87.81% 00702 Retiree Insurance Fund 3,023,437 6,128,364 (3,442,606) 00703 Retirement Supplement 6,224,987 16,778,380 (5,220,633) 1,434,000 1,434,000 1,434,000 0.00% 00704 Fire JPA Fund 272,963 487,785 331,725 405,866 405,866 405,866 0.00% 00709 BID Hotel/Motel 3,841,628 4,003,460 6,239,378 6,635,000 6,635,000 6,632,000 -0.05% 00710 BID Downtown 120,460 89,372 116,059 106,000 106,000 107,000 0.94% 00711 Parking Structure-Bella Terra 759,135 740,482 768,370 761,427 761,427 967,698 27.09% 00712 Parking Structure-Strand 1,426,857 1,231,822 1,528,759 1,450,000 1,450,000 1,550,000 6.90% 00715 State Grants 125,967 73,276 535,757 00716 Section 115Trust 1,289,206 2,923,411 3,116,570 1,422,906 1,422,906 2,573,890 80.89% 00807 Energy Efficiency 21,852 41,449 32,406 18,600 18,600 19,200 3.23% 00810 Prop 68 Per Capita Grant 177,952 00838 Jail Training Grant 12,085 9,465 12,792 12,640 00854 HOME Program 06 1,591,189 00863 CDBG 13/14 36,346 00873 OCTA/Cip Grant 1,273,265 13,033 00880 Library Equipment 1,270 126 423 00894 WMD DHHS (88) (1) 1 00909 UASI/OCIAC Program 2,184 00922 Fire Grants-Other 3,000 5,500 00955 Prop 69 Funding 45,678 21,842 00960 Used Oil Grant 54,699 (3,655) 47,906 26,127 26,127 -100.00% 00961 Hwy Bridge Replacement&Rehab 13,884 351,027 3,280,000 3,280,000 -100.00% 00963 Sr Mobility Program 252,712 252,050 311,585 292,968 292,968 356,293 21.61% 00965 Master Plan of Arterial Hwys 1,000 44,566 00970 Bridge Prevention Maintenance Program 281,325 00971 Asset Forfeiture 15%State Set 10,289 7,416 00978 US Secret Services(USSS) 11,763 27,931 19,088 27,448 00979 AB109 Public Safety Realignment 96,863 90,852 85,126 103,567 103,567 112,067 8.21% 00984 SLESF Grant 549,156 491,216 514,631 400,000 400,000 475,000 18.75% 00985 State Literacy Grant 57,728 58,141 78,294 92,882 00995 Hwy Safety Improvement Program 1,235,936 1,264,564 312,272 675,090 100.00% 01215 Immigration&Customs Enforce 50,000 01220 HOME Program 15/16 148,678 01222 Hazard Mitigation Grant Program 43,732 6,598,950 6,598,950 -100.00% 01226 Library Grants 4,803 95,179 01228 CalRecycle City/County CRV 49,984 49,530 48,834 48,834 48,834 49,015 0.37% 01233 OC Recycling Market Development Zone (20) 6,000 6,000 -100.00% 01234 Sustainable Business Certification Pgrm 10,000 01236 HOME Program 16/17 247,451 01238 EMPG 16/17 25,391 25,799 10,009 22,647 01240 EPIC Challenge 42,533 01246 GENIC E-Rate 54,984 56,313 60,000 60,000 60,000 0.00% 01247 Arterial Rehabilitation 3,635,752 3,731,456 4,010,174 4,487,676 4,487,676 4,917,993 9.59% 01248 Central Park Trail Rehab 28,000 4,450 01251 HHW Grant Cycle HD31 37,050 01252 Office of Traffic Safety 18/19 146,609 01253 Domestic Violence 2019 203,143 01254 OCTA-405 Widening 24,382 2,058 6,878 01255 LSTA 54,000 9,476 18,374 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 30,091 01260 Justice Assistance Grant 2018 26,309 28,766 01261 Justice Assistance Grant 2019 45,219 1,835 01262 BSCC Mental Health Training 4,320 7 4 46 City of Huntington Beach Proposed Budget- FY 2023/24 Revenue Summary by Fund ALL FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Fund Actual Actual Actual Adopted Revised Poposed Prior Year 01264 Domestic Violence 2020 43,716 275,332 206,727 281,359 01265 ABC Grant FY 20/21 16,141 10,643 71,763 01266 OTS Bike Ped Safety 20/21 15,154 1,623 01267 SB 2 Reimbursement 2,010 852,531 856,531 -100.00% 01268 Office of Traffic Safety 20/21 262,045 304,803 01269 Operation Stonegarden 94,870 288,030 01270 OTS Bike Ped Safety 21/22 15,604 27,191 01271 Office of Traffic Safety 21/22 527,612 260,388 01272 LRSP 28,896 01273 CRRSAA 578,011 578,011 -100.00% 01274 FBI JTTF 1,000 18,000 01275 OCTA PROJECT X 500,000 500,000 -100.00% 01276 SB1383 Local Assistance OWR1 521 278,482 01277 Clean California 5,000,000 01278 Office of Traffic Safety 22/23 790,000 01279 OTS Bike Ped Safety 22/23 44,035 01280 OTS Child Passenger 22/23 52,353 01281 Homeless Prey&Behvrl Health 500,000 01282 Bolsa Chica TS Synchronization 2,014,403 01283 OCTA Trash Removal Phase II 500,000 100.00% 01284 AES Mitigation 4,900,000 100.00% GRAND TOTAL 394,530,950 790,476,147 432,341,638 490,391,443 509,487,949 502,155,377 2.40% *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. 47 City of Huntington Beach Proposed Budget - FY 2023/24 Revenue Summary by Object Account ALL FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 40060 Basic Levy 58,395,301 61,072,136 62,798,335 66,291,489 66,291,489 70,152,223 5.82% 40160 Prior Year Property Taxes 469,544 573,848 582,861 573,848 573,848 500,000 -12.87% 40305 Supp Roll Property Taxes 1,199,225 1,227,427 1,473,040 1,199,225 1,199,225 1,473,040 22.83% 40350 Other Property Taxes 39,393,971 42,216,224 43,631,452 41,808,307 41,808,307 51,907,557 24.16% 40500 Assessments 8,029,241 8,115,341 10,392,426 10,740,276 10,740,276 10,973,305 2.17% 40010 PROPERTY TAXES 107,487,283 113,204,975 118,878,114 120,613,145 120,613,145 135,006,125 11.93% 41100 Sales Tax 44,616,369 51,161,877 57,652,522 57,399,504 57,399,504 57,725,149 0.57% 41200 Franchises 7,861,706 8,049,736 10,379,784 8,604,349 8,604,349 11,750,000 36.56% 41300 In-Lieu Tax 88,850 41400 Transient Occupancy Tax 9,637,206 10,378,662 15,375,976 14,470,699 14,470,699 16,000,000 10.57% 41450 Transient Occ Tax-STVR 377,600 580,000 100.00% 41500 Utility Users Tax 18,148,622 18,374.351 19.528.404 18.457,076 18,457,076 21,245,000 15.10% 41000 OTHER LOCAL TAXES 80,263,904 87,964,624 103,403,136 98,931,628 98,931,628 107,300,149 8.46% 42100 License General 3,149,667 2,748,871 2,960,181 2,918,228 2,918,228 3,079,493 5.53% 42150 License and Permits Public Works 536,752 320,138 277,208 342,500 342,500 341,500 -0.29% 42300 License and Permits Buildings 3,631,733 3,629,925 3,915,824 3,669,000 3,669,000 4,669,446 27.27% 42400 License and Permits Planning 3,949,044 1,514,939 2,444,167 2,496,192 2,496,192 4,089,446 63.83% 42000 LICENSE AND PERMITS 11,267,196 8,213,873 9,597,379 9,425,920 9,425,920 12,179,885 29.22% 42905 Court/Traffic Fines 368,351 434,433 401,005 400,000 400,000 350,000 -12.50% 42910 Library Fines 24,569 5,930 8,857 42940 Parking Fines 2,932,090 4,146,999 4,672,947 4,100,000 4,100,000 4,600,000 12.20% 42950 Police Alarm Fines 57,142 (2,139) 496 42951 Fire Alarm Fines 20,485 33,495 61,165 33,981 33,981 30,000 -11.72% 42900 FINES AND FORFEITURES 3,402,638 4,618,717 5,144,470 4,533,981 4,533,981 4,980,000 9.84% 42960 Interest Income 12,989,864 24,421,778 (29,348,082) 749,000 749,000 1,159,000 54.74% 42980 Loan Payments 7,984,262 1,297,009 2,252,804 200,000 200,000 200,000 0.00% 43055 Lease and Concession Income 3,407,722 1,455,884 4,457,281 3,576,527 3,576,527 4,633,352 29.55% 43900 Royalties 216,929 139,964 186,788 135,000 135,000 160,000 18.52% 44000 Parking Revenue 12,083,145 13,523,624 14,367,528 13,620,000 13,620,000 14,913,445 9.50% 45000 Contract Jail Bookings 242,638 88,123 (571) 45110 PCS Wireless 477,336 316,165 395,122 475,000 475,000 475,000 0.00% 42955 USE OF MONEY AND PROPERTY 37,401,896 41,242,547 (7,689,129) 18,755,527 18,755,527 21,540,797 14.85% 46100 State of California Agencies 8,424,053 9,406,071 10,752,522 9,697,346 16,495,450 9,359,697 -3.48% 46300 Federal Agencies 4,116,815 15,234,662 4,676,038 12,726,125 15,139,513 2,690,128 -78.86% 46400 County Agencies 888,857 2,772,490 1,049,729 1,163,529 3,034,478 1,236,885 6.30% 46500 Gas Tax Revenues 3,008,856 3,051,825 3,092,204 3,788,219 3,788,219 3,693,743 -2.49% 46600 WOCWB Revenue 728,650 583,201 230,883 1,657,000 1,657,000 1,587,000 -4.22% 46700 Other Agencies 1,536,550 6,671,897 1,484,202 1,575,266 1,876,367 1,540,266 -2.22% 46000 REVENUE FROM OTHER AGENCY 18,703,781 37,720,146 21,285,578 30,607,485 41,991,028 20,107,719 -34.30% 47100 Public Works 2,128,220 835,235 2,957,213 886,000 886,000 1,238,000 39.73% 47200 Building 3,418,213 3,544,468 4,174,200 3,990,356 4,690,356 6,025,378 51.00% 47300 Library 148,855 55,461 158,502 104,000 104,000 143,500 37.98% 47400 Special City Services 371,927 416,213 511,330 477,000 477,000 325,000 -31.87% 47500 Recreational Classes 3,384,762 1,597,758 3,413,414 2,654,374 3,191,374 3,522,629 32.71% 47600 Special Events 605,654 59,380 330,939 580,000 580,000 751,000 29.48% 47700 Utility Charges 64,413,108 66,273,423 67,229,764 71,238,604 71,769,604 74,329,593 4.34% 47800 Fire Med Fees 8,210,384 7,565,720 11,433,415 9,448,500 9,623,500 12,894,930 36.48% 47860 Emergency Response 140,559 121,488 83,742 74,995 74,995 74,995 0.00% 47900 Hazmat Fees 286,880 273,596 288,230 269,000 269,000 269,000 0.00% 47925 Fire 867,969 498,825 1,009,755 867,970 867,970 721,594 -16.86% 47950 Miscellaneous 13,707,188 9,248,336 25,065,302 9,224,674 25,174,727 17,720,792 92.10% 48053 Prop Fund Charges-Water 5,820,895 5,821,924 5,909,886 6,087,183 6,087,183 6,391,542 5.00% 48054 Prop Fund Charges-WMP 330,203 340,109 350,312 360,821 360,821 378,862 5.00% 48 City of Huntington Beach Proposed Budget-FY 2023/24 Revenue Summary by Object Account ALL FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 48055 Prop Fund Charges-Refuse 742,605 707,825 652,808 672,392 672,392 706,012 5.00% 48057 Prop Fund Charges-Sewer 1,832,548 1,538,598 1,410,498 1,452,813 1,452,813 1,525,454 5.00% 48058 From Retiree Medical Trust 206,562 117,479 121,003 124,633 124,633 130,865 5.00% 48059 From Retirement Supplement Trust 428,256 312,060 321,422 331,065 331,065 347,618 5.00% 47000 CHARGES FOR CURRENT SERVICES 107,044,786 99,327,898 125,421,733 108,844,380 126,737,433 127,496,764 17.14% 48110 Sales 2,730,352 151,252 2,120,875 103,000 743,000 138,000 33.98% 48200 General Sales 122,486 100,179 122,804 88,275 88,275 133,950 51.74% 48300 Donations 553,665 508,218 781,330 601,443 48350 Sponsorships 85,556 24,340 153,170 182,000 196,250 170,000 -6.59% 48370 Reimbursables 775,843 903,681 1,012,574 378,464 555,543 958,556 153.28% 48500 Settlements 1,231,669 105,476 34,140 50,000 50,000 50,000 0.00% 48510 Other 221,343 801,242 813,205 1,034,036 1,034,136 945,257 -8.59% 48100 OTHER REVENUE 5,720,915 2,594,386 5,038,097 1,835,775 3,268,647 2,395,763 30.50% 49100 Operating Transfers In 21,849,412 22,272,022 49,813,416 96,650,002 85,037,040 70,954,575 -26.59% 49300 Proceeds of Long Term Debt 1,174,079 372,462,722 867,779 49350 Prior Period Adjustment 438,684 49400 Joint Venture Income 215,061 415.552 581,066 193,600 193,600 193,600 0.00% 49000 NON-OPERATING REVENUE 23,238,552 395,588,980 51,262,261 96,843,602 85,230,640 71,148,175 -26.53% 40000 REVENUES 394,530,950 790,476,147 432,341,638 490,391,443 509,487,949 502,155,377 2.40% 49 City of Huntington Beach Proposed Budget-FY 2023/24 Revenue Summary by Object Account GENERAL FUND Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 40060 Basic Levy 58,395,301 61,072,136 62,798,335 66,291,489 66,291,489 70,152,223 5.82% 40160 Prior Year Property Taxes 469,544 573,848 582,861 573,848 573,848 500,000 -12.87% 40305 Supp Roll Property Taxes 1,199,225 1,227,427 1,473,040 1,199,225 1,199,225 1,473,040 22.83% 40350 Other Property Taxes 27,393,862 28,765,263 29,711,585 30,156,329 30,156,329 32,010,114 6.15% 40500 Assessments 38,595 69,786 61,542 38,595 38,595 62,000 60.64% 40010 PROPERTY TAXES 87,496,527 91,708,460 94,627,362 98,259,486 98,259,486 104,197,377 6.04% 41100 Sales Tax 41,063,042 47,675,808 53,362,468 53,343,094 53,343,094 53,553,960 0.40% 41200 Franchises 7,861,706 8,049,736 10,379,784 8,604,349 8,604,349 11,750,000 36.56% 41400 Transient Occupancy Tax 9,637,206 10,378,662 15,375,976 14,470,699 14,470,699 16,000,000 10.57% 41450 Transient Occ Tax-STVR 377,600 580,000 100.00% 41500 Utility Users Tax 18,148,622 18,374,351 19,528,404 18,457,076 18,457.076 21,245,000 15.10% 41000 OTHER LOCAL TAXES 76,710,576 84,478,556 99,024,231 94,875,218 94,875,218 103,128,960 8.70% 42100 License General 3,075,215 2,679,402 2,890,497 2,834,228 2,834,228 2,995,493 5.69% 42150 License and Permits Public Works 536,752 320,138 277,208 342,500 342,500 341,500 -0.29% 42300 License and Permits Buildings 3,631,733 3,629,925 3,915,824 3,669,000 3,669,000 4,669,446 27.27% 42400 License and Permits Planning 1,124,431 1,175,875 1,584,604 1,355,572 1,355,572 1,133,580 -16.38% 42000 LICENSE AND PERMITS 8,368,131 7,805,341 8,668,132 8,201,300 8,201,300 9,140,019 11.45% 42905 Court/Traffic Fines 368,351 434,433 401,005 400,000 400,000 350,000 -12.50% 42910 Library Fines 24,569 5,930 8,857 42940 Parking Fines 2,932,090 4,146,999 4,672,947 4,100,000 4,100,000 4,600,000 12.20% 42950 Alarm Fines 57,142 (2,139) 496 42951 Fire Alarm Fines 20,485 33,495 61,165 33,981 33,981 30,000 -11.72% 42900 FINES AND FORFEITURES 3,402,638 4,618,717 5,144,470 4,533,981 4,533,981 4,980,000 9.84% 42960 Interest Income 2,229,342 (132,855) (5,667,045) 640,000 640,000 900,000 40.63% 42980 Loan Payments 26,776 33,520 40,340 43055 Lease and Concession Income 3,407,722 1,455,884 4,457,278 3,576,527 3,576,527 4,633,352 29.55% 43900 Royalties 216,929 139,964 186,788 135,000 135,000 160,000 18.52% 44000 Parking Revenue 10,547,673 12,282,388 12,835,184 12,060,000 12,060,000 13,363,445 10.81% 45000 Contract Jail Bookings 242,638 88,123 (571) 45110 PCS Wireless 477,336 316,165 395,122 475,000 475,000 475,000 0.00% 42955 USE OF MONEY AND PROPERTY 17,148,415 14,183,189 12,247,096 16,886,527 16,886,527 19,531,797 15.66% 46100 State of California Agencies 2,342,197 3,498,200 4,155,090 1,755,000 2,280,000 1,755,000 0.00% 46300 Federal Agencies 65,233 46400 County Agencies 573,175 497,045 483,421 358,251 358,251 368,282 2.80% 46700 Other Agencies 668,352 5,808,404 457,450 608,000 608,000 583,000 -4.11% 46000 REVENUE FROM OTHER AGENCY 3,583,723 9,868,881 5,095,962 2,721,251 3,246,251 2,706,282 -0.55% 47100 Public Works 455,136 299,980 327,130 431,000 431,000 383,000 -11.14% 47200 Building 2,228,228 2,062,077 3,030,237 2,595,356 3,295,356 4,710,378 81.49% 47300 Library 148,855 55,461 158,502 104,000 104,000 143,500 37.98% 47400 Special City Services 354,339 416,213 349,856 427,000 427,000 260,000 -39.11% 47500 Recreational Classes 3,385,189 1,597,758 3,413,414 2,654,374 3,191,374 3,522,629 32.71% 47600 Special Events 63,064 46,671 75,121 60,000 60,000 75,000 25.00% 47700 Utility Charges 281,215 353,757 286,138 325,000 325,000 153,000 -52.92% 47800 Fire Med Fees 8,207,648 7,565,720 11,433,415 9,448,500 9,623,500 12,894,930 36.48% 47860 Emergency Response 140,559 121,488 83,742 74,995 74,995 74,995 0.00% 47900 Hazmat Fees 7,656 7,347 12,152 8,000 8,000 8,000 0.00% 47925 Fire 867,969 498,825 1,009,755 867,970 867,970 721,594 -16.86% 47950 Miscellaneous 466 1,950 1,500 1,225 1,225 4,800 291.84% 50 City of Huntington Beach Proposed Budget- FY 2023/24 Revenue Summary by Object Account GENERAL FUND Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 48053 Prop Fund Charges-Water 5,820,895 5,821,924 5,909,886 6,087,183 6,087,183 6,391,542 5.00% 48054 Prop Fund Charges-WMP 330,203 340,109 350,312 360,821 360,821 378,862 5.00% 48055 Prop Fund Charges-Refuse 742,605 707,825 652,808 672,392 672,392 706,012 5.00% 48057 Prop Fund Charges-Sewer 1,832,548 1,538,598 1,410,498 1,452,813 1,452,813 1,525,454 5.00% 48058 From Retiree Medical Trust 206,562 117,479 121,003 124,633 124,633 130,865 5.00% 48059 From Retirement Supplement Trust 428,256 312,060 321,422 331,065 331,065 347,618 5.00% 47000 CHARGES FOR CURRENT SERVICES 25,501,392 21,865,244 28,946,889 26,026,327 27,438,327 32,432,179 24.61% 48110 Sales 953,360 138,752 421,071 103,000 103,000 138,000 33.98% 48200 General Sales 100,298 99,796 122,804 88,275 88,275 133,950 51.74% 48350 Sponsorships 75,756 24,340 134,182 170,000 170,000 170,000 0.00% 48370 Reimbursables 321,441 537,392 568,066 200,500 377,579 200,500 0.00% 48500 Settlements 139,053 105,476 14,140 50,000 50,000 50,000 0.00% 48510 Other 705,099 449,467 733,589 992,036 992,136 865,257 -12.78% 48100 OTHER REVENUE 2,295,007 1,355,223 1,993,852 1,603,811 1,780,990 1,557,707 -2.87% 49100 Operating Transfers In 690,169 647,261 446,578 30,051,099 30,051,099 2,722,145 -90.94% 49350 Prior Period Adjustment 438,684 49400 Joint Venture Income 51,115 49000 NON-OPERATING REVENUE 690,169 1,085,945 497,692 30,051,099 30,051,099 2,722,145 -90.94% 40000 REVENUES 225,196,580 236,969,556 256,245,686 283,159,000 285,273,179 280,396,466 -0.98% 51 Intentionally Left Blank -vow MINIM 6 52 City of Huntington Beach Proposed Budget-FY 2023/24 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 491,444 491,444 City Attorney 3,757,580 3,757,580 City Clerk 1,212,310 1,212,310 City Treasurer 1,860,916 1,860,916 City Manager 4,057,778 490,000 65,000 4,612,778 Community Development 11,003,285 50,000 2,473,733 13,527,018 Community&Library Services 15,885,029 158,202 1,492,445 683,500 18,219,176 Finance 5,458,185 75,000 7,678,593 13,211,778 Fire 56,502,971 259,932 512,530 57,275,433 Human Resources 2,664,343 22,229,018 24,893,361 Information Services 8,230,189 452,751 8,682,940 Police 84,590,019 880,555 140,000 85,610,574 Public Works 24,141,821 15,506,826 89,296,879 20,581,511 857,000 150,384,037 Non-Departmental 65,708,370 7,140,581 25,537,516 114,000 26,578,241 125,078,708 Grand Total 285,564,240 22,855,609 25,537,516 89,556,811 26,559,995 29,907,611 27,947,771 888,500 508,818,053 All Funds Expenditures by Fund Internal Service Fund Debt Service Funds Other Funds 5.0% 0.2% 5.9% -, -- Capital Projects Funds 4.5% Special Revenue Funds 5.2% Trust and Agency Funds 5.5% illabasaa.... General Fund 56.1% lir Enterprise Funds i 17.6% 53 City of Huntington Beach Proposed Budget FY 2023/24 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 From Prior Fund Actual Actual Actual Adopted Revised Proposed Year 00100 General Fund 223,492,900 226,834,361 251,797,286 268,997,187 285,974,116 285,564,240 6.16% 00101 Specific Events 545,559 20,065 762,112 853,250 868,859 748,500 -12.28% 00103 Donations Fund 781,118 604,917 778,205 1,203,405 00122 Inmate Welfare Fund 1,456 6,849 3,343 40,000 40,000 40,000 0.00% 00127 Prop Tax in Lieu of Sales Tax 244,196 147,299 630,945 117,949 117,949 -100.00% 00128 Housing Agreement 1,523,837 00201 Air Quality Fund 102,149 15,378 503,786 788,188 1,178,304 387,500 -50.84% 00204 Fourth of July Parade 368,468 99,405 00206 Traffic Impact 2,157,222 52,308 534,056 290,000 1,931,483 496,010 71.04% 00207 Gas Tax Fund 3,089,234 5,036,650 3,834,197 3,662,154 4,060,148 3,164,188 -13.60% 00209 Park Acquisition&Development 3,800 00210 Sewer 85,394 2,954,357 2,163,140 1,900,205 800,000 100.00% 00211 Drainage 26,749 669 2,845,000 3,830,431 424,000 -85.10% 00212 Narcotics Forfeiture Federal 135,734 228,262 224,542 97,000 319,578 175,000 80.41% 00213 Measure M Fund 3,156,679 3,123,030 3,928,740 4,378,615 6,417,286 3,500,516 -20.05% 00214 Narcotics Forfeiture State 10,716 49,712 60,000 150,288 -100.00% 00215 Rehabilitation Loans 326,414 886,444 44,995 00216 Property and Evidence 594 53,163 39,625 185,000 185,000 100,000 -45.95% 00217 Affordable Housing In-Lieu 2,265,471 715 00219 Traffic Congestion Relief 42 1,152,069 1,207,687 1,447,559 2,134,789 3,506,739 2,140,000 0.24% 00226 Quimby Fund 1,202,784 557,527 1,196,210 425,237 554,000 100.00% 00227 Police Facilities Dev Impact 150,335 415,000 1,528,665 -100.00% 00228 Park Dev Impact Residential 2,949,744 3,466,058 5,097,520 1,663,361 5,106,895 522,152 -68.61% 00229 Library Development Impact 156,639 349,272 83,528 350,000 388,208 -100.00% 00231 Fire Facilities Dev Impact 72,914 827,086 00233 Housing Residual Receipts 44,576 1,755 32,000 33,038 30,000 -6.25% 00234 Disability Access Fund 12,254 11,077 21,642 84,000 84,000 84,000 0.00% 00236 Public Art in Parks 90,000 75,000 205,000 00238 Emergency Operations Ctr 1,314,334 2,156,864 3,708,050 599,599 00239 CDBG 1,308,856 2,095,989 1,209,890 1,413,939 1,878,856 1,560,363 10.36% 00240 HOME 578,608 649,434 3,106,847 760,225 2,906,970 913,370 20.14% 00242 Narcotics Forteiture-Treasury 12,121 1,506 160,000 100.00% 00243 Surf City"3"Cable Channel 286,277 371,471 636,022 623,000 751,839 490,000 -21.35% 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 2,573 00248 CDBG CARES Funding 281,114 239,051 1,639,609 00249 American Rescue Plan Act 29,606,925 29,606,925 -100.00% 00250 American Rescue Plan Act(OC) 200,000 00308 In-Lieu Parking Downtown 5,074 100,000 109,938 50,000 -50.00% 00314 Infrastructure Fund 3,080,342 4,565,771 10,881,529 25,083,211 44,432,322 14,865,028 -40.74% 00319 Senior Center Development 830,108 16,664 00321 Lease Capital Project Fund 8,775 5,178,185 9,617,779 00322 ELM Automation Fund 360,178 427,894 394,527 439,194 439,194 452,751 3.09% 00323 Technology Fund 195,523 255,157 81,246 1,000,000 3,094,299 -100.00% 00324 Equipment Fund 2,708,843 2,833,020 2,731,409 11,552,909 19,573,187 7,140,581 -38.19% 00350 RORF 2,171,922 2,044,559 1,775,128 6,724,331 6,726,231 13,029,888 93.77% 00352 LMIHAF 1,744,048 6,827,997 280,951 25,000 2,425,420 25,000 0.00% 00401 Debt Svc HBPFA 5,014,747 25,751,902 2,966,184 2,963,159 2,963,159 2,967,681 0.15% 00405 Debt Svc Grand Coast CFD 2000-1 1,088,893 1,089,637 1,084,312 1,092,817 1,092,817 1,091,307 -0.14% 00406 Debt Svc Mello Roos 269,125 195,889 00408 Debt Svc McDonnell CFD 2002-1 407,748 414,167 423,746 435,203 435,203 442,692 1.72% 00410 Debt Svc Bella Terra 2,411,658 2,410,414 2,434,360 2,432,661 2,432,661 2,638,306 8.45% 00412 Pension Liability 341,394,724 21,082,037 23,571,365 23,571,365 22,569,835 -4.25% 00501 CUPA 247,775 254,350 248,815 267,989 267,989 259,932 -3.01% 00504 Refuse Collection Service 12,609,084 12,934,825 13,737,748 14,491,848 15,072,113 15,704,174 8.37% 00506 Water 41,362,339 42,084,504 41,490,309 47,887,385 49,368,319 52,394,268 9.41% 00507 Water Master Plan 3,100,231 3,970,253 2,687,724 2,855,478 5,864,285 2,723,519 -4.62% 00508 WOCWB 305,207 303,096 254,726 1,627,000 3,662,246 857,000 -47.33% 00511 Sewer Service Fund 9,827,898 9,283,115 10,389,945 19,378,288 28,327,314 18,474,918 -4.66% 54 City of Huntington Beach Proposed Budget FY 2023/24 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 From Prior Fund Actual Actual Actual Adopted Revised Proposed Year 00551 Self Insurance Workers'Comp 9,757,914 12,207,363 16,110,995 7,242,851 11,542,851 11,661,463 61.01% 00552 Self Insurance General Liab 3,949,524 12,242,607 7,810,156 7,554,316 7,797,802 10,567,555 39.89% 00702 Retiree Insurance Fund 1,070,643 990,683 1,132,753 1,270,743 1,270,743 1,306,975 2.85% 00703 Retirement Supplement 5,572,099 5,936,961 6,142,531 6,334,065 6,334,065 6,371,618 0.59% 00704 Fire JPA Fund 310,101 582,801 314,025 447,815 479,534 512,530 14.45% 00709 BID Hotel/Motel 3,741,079 4,027,673 6,087,671 6,635,000 6,786,707 6,632,000 -0.05% 00710 BID Downtown 82,599 94,108 125,091 106,000 106,000 107,000 0.94% 00711 Parking Structure-Bella Terra 701,025 627,170 800,189 761,427 761,427 967,698 27.09% 00712 Parking Structure-Strand 1,461,773 1,328,403 1,316,406 1,547,243 1,865,630 1,644,350 6.28% 00715 State Grants 231,626 176,707 326,667 00716 Section 115 Trust 36,234 48,461 67,104 75,000 100.00% 00807 Energy Efficiency 398,570 32,145 344,836 1,098,600 1,458,370 18,600 -98.31% 00810 Prop 68 Per Capita Grant 177,952 00838 Jail Training Grant 6,135 15,415 12,792 12,640 00854 HOME Program 06 464,879 822,115 00873 OCTA/Cip Grant 784,545 684,260 00894 WMD-DHHS 18,091 00909 UASI/OCIAC Program 2,184 00922 Fire Grants-Other 1,500 2,500 00949 SLESF Grant 10/11 4,255 954 00955 Prop 69 Funding 45,678 21,842 00960 Used Oil Grant 44,812 51,735 40,875 26,127 10,163 -100.00% 00961 Hwy Bridge Replacement&Rehabilitation 41,774 134,286 140,224 3,280,000 4,130,699 -100.00% 00963 Sr Mobility Program 256,480 224,715 266,154 292,968 292,968 356,293 21.61% 00970 Bridge Preventative Maintenance Program 217,308 00971 Asset Forfeiture 15%State Set 1,000 27,488 00978 US Secret Services(USSS) 13,242 28,188 21,942 27,448 00979 AB109 Public Safety Realignment 66,439 100,746 92,575 130,155 252,506 95,555 -26.58% 00984 SLESF Grant 12/13 256,733 337,291 320,575 728,716 1,543,317 450,000 -38.25% 00985 State Literacy Grant 63,728 57,979 78,472 92,882 00995 Hwy Safety Improvement Program 2,032,102 634,860 285,276 675,090 100.00% 01215 Immigration&Customs Enforce 50,000 01220 HOME Program 15/16 141,523 01222 Hazard Mitigation Grant Program 20,029 6,598,950 6,598,950 -100.00% 01226 Library Grants 4,803 95,312 01228 CalRecycle City/County CRV 16,899 63,429 50,412 48,834 67,272 94,397 93.30% 01230 AB 109 Reimbursement 21,317 21,273 1,216 01233 OC Recycling Market Dvlpmt Zone 6,000 6,000 -100.00% 01234 Sust Bus Cert Program 981 36,210 100.00% 01236 HOME Program 16/17 190,908 01238 EMPG 16/17 8,212 36,965 18,100 22,647 01240 EPIC Challenge 28,861 13,672 01246 GENIC E-Rate 40,585 54,045 34,421 60,000 60,000 60,000 0.00% 01247 Arterial Rehab 3,361,778 6,221,116 506,158 4,600,000 9,375,897 4,600,000 0.00% 01248 Central Park Trail Rehab 5,300 4,450 01251 HHW Grant Cycle HD31 10,048 3,430 16,111 01252 Office of Traffic Safety 18/19 146,609 1,759 01253 Domestic Violence 2019 112,654 01255 LSTA 33,177 29,925 3,355 15,019 01256 Bluff Top Path 21,292 82,961 1,512,264 28,723 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 28,766 01261 Justice Assistance Grant 2019 38,256 10,249 1,835 01262 BSCC Mental Health Training 1,325 3,002 01264 Domestic Violence 2020 94,640 224,410 206,727 281,359 01265 ABC GRANT FY 20/21 26,784 71,763 01266 OTS Bike Ped Safety 20/21 15,154 1,623 01267 SB 2 Reimbursement 2,010 495,179 852,531 911,304 -100.00% 01268 Office of Traffic Safety 20/21 422,975 143,873 55 City of Huntington Beach Proposed Budget FY 2023/24 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 From Prior Fund Actual Actual Actual Adopted Revised Proposed Year 01269 Operation Stonegarden 94,870 288,030 01270 OTS Bike Ped Safety 21/22 15,604 27,191 01271 Office of Traffic Safety 21/22 527,612 260,388 01272 LRSP 84,657 54,993 01273 CRRSAA 578,011 578,011 -100.00% 01274 FBI JTTF 1,000 18,000 01275 OCTA PROJECT X 500,000 500,000 -100.00% 01276 SB1383 Local Assistance OWR1 278,482 01277 Clean California 5,000,000 01278 Office of Traffic Safety 22/23 790,000 01279 OTS Bike Ped Safety 22/23 44,035 01280 OTS Child Passenger 22/23 52,353 01281 Homeless Prey&Behvrl Health 500,000 01283 OCTA Trash Removal Phase II 500,000 100.00% 01284 AES Mitigation 4,545,000 100.00% Grand Total 371,741,243 773,347,578 441,950,272 532,025,772 649,176,533 508,818,053 -4.36% 56 City of Huntington Beach Proposed Budget- FY 2023/24 Expenditure Summary by Object Account ALL FUNDS FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Percent Change Object Account Actual Actual Actual Adopted Revised Proposed From Prior Year All Funds _PERSONNEL SERVICES Salaries,Permanent 90,174,508 88,477,515 94,695,460 106,612,090 106,719,781 110,982,558 4.10% Salaries,Temporary 5,222,349 6,312,736 6,406,463 6,223,653 6,624,651 6,411,218 3.01% Salaries,Overtime 13,547,538 16,216,604 17,382,580 12,987,121 14,452,922 14,450,325 11.27% Leave Payout 4,485,321 10,402,997 4,258,441 4,787,460 4,787,460 4,862,460 1.57% Benefits 74,624,180 409,577,488 58,003,163 50,303,204 66,577,425 56,156,014 11.64% PERSONNEL SERVICES 188,053,895 530,987,340 180,746,106 180,913,528 199,162,238 192,862,575 6.60% OPERATING EXPENSES Utilities 6,323,431 7,165,290 8,428,677 8,075,060 8,325,060 9,412,368 16.56% Purchased Water 16,386,899 17,143,545 17,289,474 18,655,000 18,655,000 19,900,000 6.67% Equipment and Supplies 8,185,057 7,992,142 9,846,592 8,521,032 12,654,353 8,756,447 2.76% Repairs and Maintenance 16,825,083 18,153,719 19,074,667 21,688,436 24,243,192 23,516,793 8.43% Conferences and Training 820,800 692,258 939,925 1,221,569 1,295,748 1,146,369 -6.16% Professional Services 7,279,529 8,395,743 12,179,967 14,516,651 27,678,833 15,156,716 4.41% Other Contract Services 23,583,476 24,201,250 29,306,433 29,965,889 33,022,154 31,991,131 6.76% Rental Expense 393,544 321,453 342,909 329,212 338,073 329,212 0.00% Claims Expense 7,726,047 17,698,397 18,005,757 6,759,779 11,059,779 13,259,779 96.16% Insurance 3,777,228 4,749,634 4,563,543 5,620,320 5,620,320 6,210,276 10.50% Pension Payments 5,008,769 5,493,973 5,668,053 5,850,000 5,850,000 5,850,000 0.00% Contribution to Private Agency 65,000 80,000 255,000 310,000 310,000 380,854 22.86% Payments to Other Governments 4,711,245 9,236,058 3,758,330 4,031,439 3,827,439 5,770,073 43.13% Interdepartmental Charges 9,361,069 8,837,995 8,765,929 9,028,907 9,028,907 9,480,353 5.00% Expense Allowances 721,650 725,334 770,932 637,079 637,079 659,945 3.59% Other Expenses 2,002,821 2,772,557 3,671,809 3,841,100 3,876,007 3,570,503 -7.04% OPERATING EXPENSES 113,171,649 133,659,347 142,867,997 139,051,473 166,421,944 155,390,819 11.75% CAPITAL EXPENDITURES Land Purchase 6,781,329 Improvements 25,066,824 34,386,633 32,495,633 62,204,841 116,987,943 41,371,673 -33.49% Equipment 1,545,740 3,862,759 3,528,980 11,366,265 25,813,709 8,426,581 -25.86% Vehicles 3,631,803 3,255,414 2,094,106 1,746,188 12,085,283 1,488,500 -14.76% Capital-Software 442,308 416,888 754,096 365,335 1,420,236 181,500 -50.32% Capitalized PP&E Offset (5,509,068) (7,804,349) (10,221,849) CAPITAL EXPENDITURES 25,177,607 40,898,674 28,650,965 75,682,629 156,307,171 51,468,254 -31.99% NON-OPERATING EXPENSES Debt Service Expenses 12,279,984 38,539,571 32,264,539 39,725,384 39,725,384 38,139,074 -3.99% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 21,849,412 22,272,022 49,813,416 96,650,002 85,037,040 70,954,575 -26.59% Depreciation 6,652,272 6,990,624 7,548,372 Loans Made 4,556,425 58,876 2,520,000 NON-OPERATING EXPENSES 45,338,093 67,802,217 89,685,204 136,378,142 127,285,180 109,096,405 -20.00% Grand Total 371,741,243 773,347,578 441,950,272 532,025,772 649,176,533 508,818,053 -4.36% 57 City of Huntington Beach Proposed Budget- FY 2023/24 Expenditure Summary by Object Account GENERAL FUND FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Percent Change Object Account Actual Actual Actual Adopted Revised Proposed From Prior Year General Fund PERSONNEL SERVICES 1 Salaries,Permanent 80,139,436 77,768,689 81,856,912 91,569,566 91,226,238 95,331,859 4.11% Salaries,Temporary 4,296,033 5,464,140 5,753,641 5,637,029 5,614,029 5,813,323 3.13% Salaries,Overtime 11,004,205 13,829,710 15,408,371 11,662,046 12,172,046 12,967,046 11.19% Leave Payout 3,969,215 9,738,434 3,474,064 4,432,460 4,432,460 4,432,460 0.00% Benefits 65,300,132 61,167,123 53,907,964 43,000,943 56,591,153 48,277,951 12.27% PERSONNEL SERVICES 164,709,020 167,968,095 160,400,953 156,302,044 170,035,926 166,822,639 6.73% OPERATING EXPENSES 1 Utilities 5,076,683 5,532,436 6,352,004 6,519,820 6,769,820 7,313,628 12.18% Equipment and Supplies 5,474,845 5,341,277 7,003,216 5,950,887 8,189,793 6,640,582 11.59% Repairs and Maintenance 11,333,450 11,965,824 12,422,345 13,536,265 15,487,851 15,370,255 13.55% Conferences and Training 718,415 607,506 811,615 990,119 1,040,823 884,519 -10.67% Professional Services 3,688,814 2,456,500 4,532,833 6,944,622 11,551,589 8,677,278 24.95% Other Contract Services 5,259,312 5,459,530 6,636,003 6,796,242 7,845,764 7,531,715 10.82% Rental Expense 337,382 290,556 306,877 293,212 302,073 293,212 0.00% Claims Expense 47,430 11,122 500,000 500,000 500,000 0.00% Insurance 37,511 10,637 78 Contribution to Private Agency 175,000 225,000 225,000 225,000 0.00% Payments to Other Governments 3,541,097 3,268,709 3,265,742 3,473,390 3,431,390 4,836,390 39.24% Expense Allowances 690,813 690,814 723,209 611,379 611,379 628,045 2.73% Other Expenses 1,097,356 1,754,045 2,622,771 2,725,600 2,731,600 2,415,003 -11.40% OPERATING EXPENSES 37,303,108 37,388,956 44,851,692 48,566,536 58,687,083 55,315,627 13.90% CAPITAL EXPENDITURES Land Purchase 370,432 Improvements 83,849 2,620 1.022 112,711 Equipment 50,156 1,745 1,445 Vehicles 6,843 CAPITAL EXPENDITURES 140,848 374,798 2,468 112,711 NON-OPERATING EXPENSES Debt Service Expenses 1,863,181 1,911,431 2,981,695 768,923 3,031,832 3,030,842 294.17% Transfers to Other Funds 19,476,744 19,191,081 43,560,478 63,359,684 54,106,565 60,395,132 -4.68% NON-OPERATING EXPENSES 21,339,924 21,102,512 46,542,174 64,128,607 57,138,397 63,425,974 -1.10% Grand Total 223,492,900 226,834,361 251,797,286 268,997,187 285,974,116 285,564,240 6.16% 58 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 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 15.00 4.00 City Clerk 4.00 4.00 5.00 5.00 6.00 1.00 City Treasurer 1.50 1.50 1.50 9.50 9.50 0.00 City Manager 7.00 8.00 14.00 14.00 16.00 2.00 Community Development 54.00 57.50 57.50 57.50 60.50 3.00 Community& Library Services 60.25 62.25 62.25 62.25 62.25 0.00 Finance 31.50 32.50 34.50 28.50 28.50 0.00 Fire 200.00 201.00 201.00 201.00 201.00 0.00 Human Resources 12.00 13.00 13.00 13.00 14.00 1.00 Information Services 21.00 25.00 25.00 25.00 25.00 0.00 Police 356.00 357.00 353.00 353.00 353.00 0.00 Public Works 199.00 207.00 211.00 211.00 211.00 0.00 Total 958.25 980.75 989.75 991.75 1,002.75 11.00 GENERAL FUND FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 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 15.00 4.00 City Clerk 4.00 4.00 5.00 5.00 6.00 1.00 City Treasurer 1.50 1.50 1.50 8.75 8.75 0.00 City Manager 7.00 8.00 14.00 14.00 15.90 1.90 Community Development 49.52 53.02 52.85 52.85 56.52 3.67 Community&Library Services 56.41 58.41 58.50 58.50 59.00 0.50 Finance 29.92 31.10 32.10 26.85 26.85 0.00 Fire 196.20 197.30 197.30 197.30 197.30 0.00 Human Resources 9.40 10.70 10.70 10.70 11.70 1.00 Information Services 21.00 24.47 24.47 24.47 24.47 0.00 Police 353.00 355.00 351.00 351.00 351.00 0.00 Public Works 53.00 55.90 56.40 56.40 58.70 2.30 Total 792.95 811.40 815.82 817.82 832.19 14.38 Note: Reflects the Table of Organization for Fiscal Year 2023/24; however, 12 positions are defunded. 59 Intentionally Left Blank 4gsift *imolai! man 60 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed CITY COUNCIL Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Council Member* 5.00 5.00 5.00 5.00 5.00 Mayor* 1.00 1.00 1.00 1.00 1.00 Mayor Pro Tempore* 1.00 1.00 1.00 1.00 1.00 Total -City Council 8.00 8.00 8.00 8.00 8.00 * Mayor, Mayor Pro Tempore and Council Members are not included in the FTE Count. CITY ATTORNEY Assistant City Attorney 1.00 Chief Assistant City Attorney 2.00 1.00 1.00 1.00 1.00 Chief Litigation Counsel 1.00 1.00 1.00 1.00 City Attorney 1.00 1.00 1.00 1.00 1.00 Deputy City Attorney II 1.00 1.00 1.00 1.00 Deputy Community Prosecutor 1.00 1.00 1.00 1.00 2.00 Legal Assistant 2.00 1.00 1.00 1.00 1.00 Senior Deputy City Attorney 3.00 3.00 3.00 3.00 5.00 2 Senior Legal Assistant 1.00 2.00 2.00 2.00 3.00 3 Total -City Attorney 11.00 11.00 11.00 11.00 15.00 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 Municipal Records Manager 1.00 4 Records Specialist 1.00 1.00 1.00 Senior Deputy City Clerk 2.00 2.00 2.00 2.00 2.00 Total -City Clerk 4.00 4.00 5.00 5.00 6.00 61 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed CITY TREASURER Accounting Technician ** 3.00 3.00 Accounting Technician Supervisor** 1.00 1.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 Deputy City Treasurer 1.00 1.00 Senior Accountant** 1.00 1.00 Senior Accounting Technician ** 1.00 1.00 Senior Administrative Assistant 0.50 0.50 0.50 0.50 0.50 Treasury Manager** 1.00 1.00 Total -City Treasurer 1.50 1.50 1.50 9.50 9.50 ** Position transferred from the Finance Department to the City Treasurer's Department beginning FY 2022/23 CITY MANAGER Assistant City Manager 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Council Policy Analyst 1.00 1.00 1.00 1.00 Deputy City Manager 1.00 1.00 Director of Homelessness & Behavioral 1.00 1.00 1.00 Health Services*** Executive Assistant to the City Manager 1.00 1.00 1.00 Graphic Designer 1.00 5 Management Aide 1.00 1.00 1.00 1.00 Multi-Media Officer 1.00 6 Principal Management Analyst 2.00 1.00 1.00 1.00 1.00 Public Affairs Manager 1.00 1.00 1.00 1.00 Public Affairs Officer 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 Social Services Supervisor*** 1.00 1.00 1.00 Social Worker*** 2.00 2.00 2.00 Volunteer Services Coordinator*** 1.00 1.00 1.00 Total -City Manager 7.00 8.00 14.00 14.00 16.00 *** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 62 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT Administrative Assistant 2.00 2.00 2.00 2.00 2.00 Deputy Director of Comm Dvlpmt 2.00 2.00 2.00 2.00 2.00 Director of Community Development 1.00 1.00 1.00 1.00 1.00 Management Analyst 1.00 1.00 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 9.00 9.00 9.00 9.00 9.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Assistant Planner 2.00 2.00 2.00 2.00 2.00 Associate Planner 3.00 4.00 4.00 4.00 4.00 Building Inspection Manager 1.00 1.00 1.00 1.00 Building Inspector 1.00 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 1.00 1.00 1.00 Combination Inspector 1.00 1.00 1.00 1.00 3.00 Inspection Supervisor 1.00 Office Assistant II 1.00 1.00 1.00 1.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Permit Technician 1.00 1.00 1.00 1.00 Plan Check Engineer 1.00 1.00 1.00 1.00 2.00 8 Planning Manager 1.00 1.00 1.00 1.00 1.00 Principal Combination Inspector 2.00 2.00 2.00 2.00 2.00 Principal Planner 1.00 1.00 1.00 1.00 1.00 Senior Combination Inspector 6.00 6.00 6.00 6.00 6.00 Senior Permit Technician 4.00 4.00 4.00 4.00 4.00 Senior Planner 2.00 2.00 2.00 2.00 2.00 Subtotal Development Services 28.00 31.00 31.00 31.00 34.00 63 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT(continued). Code Enforcement Manager 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 3.00 3.00 3.00 3.00 3.00 Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00 Economic Development Manager 1.00 1.00 1.00 1.00 1.00 Economic Development Project Manager 1.00 1.00 1.00 1.00 1.00 Housing Manager 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Principal Code Enforcement Officer 2.00 2.00 2.00 2.00 2.00 Senior Code Enforcement Officer 4.00 4.00 4.00 4.00 4.00 Senior Management Analyst 1.00 1.50 1.50 1.50 1.50 Subtotal Community Enhancement 17.00 17.50 17.50 17.50 17.50 Total -Community Development 54.00 57.50 57.50 57.50 60.50 COMMUNITY& LIBRARY SERVICES Administrative Assistant 1.00 Deputy Director of Community&Library Services 1.00 1.00 1.00 1.00 1.00 Director of Community&Library Services 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 Subtotal Administration 5.00 5.00 5.00 5.00 5.00 Community& Library Services Coordinator 2.00 2.00 2.00 2.00 2.00 Community&Library Services Manager 1.00 1.00 1.00 1.00 1.00 Community&Library Services Supervisor 1.00 1.00 1.00 1.00 1.00 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 Operations Lead 2.00 2.00 2.00 2.00 2.00 Parking &Camping Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Parking Meter Technician 2.00 2.00 2.00 2.00 2.00 Subtotal Facilities&Events 11.00 11.00 11.00 11.00 11.00 64 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed COMMUNITY& LIBRARY SERVICES (continued) Administrative Assistant 1.00 1.00 1.00 1.00 Community&Library Services Coordinator 6.00 5.00 5.00 5.00 5.00 Community& Library Services Manager 1.00 1.00 1.00 1.00 1.00 Community& Library Services Supervisor 4.00 5.00 5.00 5.00 5.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Senior Community& Library Svcs Supervise 1.00 1.00 1.00 1.00 1.00 Senior Services Assistant 1.00 Senior Services Transportation Coordinator 1.00 1.00 1.00 1.00 1.00 Social Services Supervisor 1.00 1.00 1.00 1.00 1.00 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1.00 Subtotal Programs& Services 17.00 17.00 17.00 17.00 17.00 Accounting Technician 2.00 2.00 2.00 2.00 2.00 Community&Library Services Coordinator 1.00 1.00 1.00 1.00 1.00 Community&Library Services Manager 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Coordinator 1.00 1.00 Facilities Security Coordinator 1.00 1.00 1.00 1.00 1.00 Librarian I 4.00 6.00 6.00 6.00 6.00 Library Services Assistant 5.50 6.50 6.50 6.50 6.50 Library Specialist 2.00 2.00 2.00 Literacy Program Specialist 2.00 2.00 2.00 2.00 2.00 Principal Librarian 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Community& Library Svcs Supervise 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 1.75 1.75 Volunteer Services Coordinator 1.00 Subtotal Library& Cultural Services 27.25 29.25 29.25 29.25 29.25 Total -Community& Library Services 60.25 62.25 62.25 62.25 62.25 65 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed FINANCE Accounting Technician 1.00 1.00 1.00 Assistant Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 Principal Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.50 0.50 0.50 0.50 0.50 Subtotal Finance Administration 4.50 4.50 5.50 5.50 5.50 Buyer 1.00 1.00 1.00 1.00 1.00 Finance Manager 1.00 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 1.00 Senior Buyer 1.00 1.00 1.00 1.00 1.00 Senior Finance Analyst 2.00 1.00 1.00 1.00 1.00 Subtotal Budget Management 5.00 5.00 5.00 5.00 5.00 Accounting Technician 3.00 3.00 3.00 3.00 3.00 Accounting Technician Supervisor 1.00 2.00 2.00 2.00 2.00 Finance Manager 1.00 1.00 1.00 1.00 1.00 Payroll Specialist 1.00 2.00 2.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 1.00 Senior Accountant 1.00 2.00 2.00 2.00 2.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 Senior Finance Analyst 1.00 Senior Payroll Specialist 1.00 2.00 2.00 1.00 1.00 Subtotal Accounting Services 11.00 11.00 12.00 13.00 13.00 66 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed FINANCE (continued) Accounting Technician ** 5.00 5.00 5.00 2.00 2.00 Accounting Technician Supervisor** 1.00 1.00 1.00 Business License Supervisor 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Finance Manager** 1.00 1.00 1.00 Management Analyst 1.00 Senior Accountant** 1.00 1.00 Senior Accounting Technician ** 1.00 2.00 2.00 1.00 1.00 Subtotal Revenue Services 11.00 12.00 12.00 5.00 5.00 Total -Finance 31.50 32.50 34.50 28.50 28.50 ** Position transferred from the Finance Department to the City Treasurer's Department beginning FY 2022/23 FIRE Accounting Technician 2.00 2.00 2.00 2.00 2.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 S Management Aide 1.00 1.00 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 6.00 6.00 6.00 6.00 6.00 Management Analyst 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Fire Captain A 2.00 2.00 2.00 2.00 2.00 S Administrative Assistant 2.00 2.00 2.00 2.00 2.00 Deputy Fire Marshal 2.00 2.00 2.00 2.00 2.00 Fire Deputy 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 1.00 Fire Prevention Inspector 1.00 1.00 1.00 1.00 1.00 Senior Fire Prevention Inspector 4.00 4.00 4.00 4.00 4.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Professional Standards 16.00 17.00 17.00 17.00 17.00 67 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed FIRE (continued) 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 Management Administrator 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief 3.00 3.00 3.00 3.00 3.00 S Fire Captain 30.00 30.00 30.00 30.00 30.00 S Fire Deputy 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 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 158.00 158.00 158.00 158.00 158.00 Administrative Assistant 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 12.00 12.00 12.00 12.00 12.00 s Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 s Marine Safety Specialist 3.00 3.00 3.00 3.00 3.00 s Subtotal Marine Safety 20.00 20.00 20.00 20.00 20.00 Subtotal Sworn 150.00 150.00 150.00 150.00 150.00 S Subtotal Non-Sworn 50.00 51.00 51.00 51.00 51.00 Total - Fire 200.00 201.00 201.00 201.00 201.00 68 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed HUMAN RESOURCES Director of Administrative Services 1.00 1.00 1.00 Director of Human Resources 1.00 1.00 Human Resources Analyst 2.00 1.00 1.00 1.00 2.00 9 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Human Resources Technician 2.00 1.00 1.00 1.00 1.00 Principal Human Resources Analyst 1.00 2.00 2.00 3.00 3.00 Risk Management Specialist 1.00 1.00 1.00 1.00 1.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Human Resources Analyst 2.00 1.00 1.00 1.00 1.00 Senior Human Resources Technician 3.00 3.00 2.00 2.00 Total -Human Resources 12.00 13.00 13.00 13.00 14.00 INFORMATION SERVICES Chief Information Officer 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 1.00 1.00 10 Information Tech Manager 2.00 2.00 2.00 1.00 2.00 10 Information Tech Project Coordinator 1.00 1.00 1.00 1.00 Information Tech Supervisor 1.00 1.00 1.00 1.00 Information Technology Analyst 4.00 3.00 3.00 3.00 3.00 IT Technician 1.00 2.00 2.00 2.00 2.00 Lead IT Technician 2.00 2.00 2.00 2.00 2.00 Network Systems Administrator 1.00 1.00 1.00 1.00 1.00 Principal Information Technology Analyst 2.00 3.00 3.00 4.00 4.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst 1.00 1.00 1.00 1.00 1.00 Senior Info Tech Manager 1.00 1.00 1.00 Senior Information Technology Analyst 3.00 4.00 4.00 4.00 4.00 Senior IT Technician 2.00 2.00 2.00 2.00 2.00 Total -Information Services 21.00 25.00 25.00 25.00 25.00 69 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed POLICE Assistant Chief of Police 1.00 S Office Assistant II 1.00 1.00 1.00 1.00 Police Chief 1.00 1.00 1.00 1.00 1.00 S Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 3.00 3.00 3.00 3.00 3.00 Community Relations Specialist*** 2.00 2.00 1.00 1.00 1.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 Detention Officer- Nurse 4.00 4.00 4.00 4.00 4.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 Police Captain 1.00 1.00 1.00 1.00 S Police Lieutenant 1.00 1.00 1.00 1.00 1.00 s Police Officer 3.00 3.00 3.00 3.00 3.00 s Police Sergeant 4.00 4.00 4.00 4.00 4.00 S Police Services Specialist 1.00 1.00 1.00 1.00 1.00 Public Affairs Officer 1.00 1.00 1.00 1.00 1.00 Subtotal Administrative Operations 29.00 30.00 29.00 29.00 29.00 Community Services Officer 3.00 1.00 1.00 1.00 1.00 Director of Homelessness & Behavioral 1.00 Health Services*** Parking/Traffic Control Officer 10.00 10.00 10.00 10.00 10.00 Parking/Traffic Control Supervisor 1.00 1.00 1.00 1.00 1.00 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 Officer 37.00 37.00 37.00 37.00 37.00 s Police Sergeant 5.00 6.00 6.00 6.00 6.00 s Senior Helicopter Maintenance Technician 2.00 2.00 2.00 2.00 2.00 Social Services Supervisor*** 1.00 Volunteer Services Coordinator*** 1.00 Subtotal Special Operations 61.00 63.00 60.00 60.00 60.00 70 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed POLICE(continued) 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 Officer^ 112.00 111.00 111.00 111.00 111.00 S Police Sergeant 14.00 14.00 14.00 14.00 14.00 S Subtotal Patrol 131.00 130.00 130.00 130.00 130.00 Community Services Officer 6.00 5.00 5.00 6.00 6.00 Crime Analyst 1.00 1.00 1.00 1.00 1.00 Crime Analyst Senior 1.00 1.00 1.00 1.00 Crime Scene Investigator 4.00 5.00 5.00 4.00 4.00 Forensic Systems Specialist 1.00 1.00 1.00 1.00 1.00 Latent Print Examiner 2.00 2.00 2.00 2.00 2.00 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 Officer 39.00 39.00 39.00 39.00 39.00 S Police Sergeant 5.00 5.00 5.00 5.00 5.00 s Police Services Specialist 2.00 2.00 2.00 2.00 2.00 Subtotal Investigations 63.00 64.00 64.00 64.00 64.00 Accounting Technician 3.00 2.00 2.00 2.00 2.00 Civilian Police Services Commander 1.00 1.00 1.00 1.00 1.00 Communications Operator-PD ^ 18.00 18.00 18.00 18.00 18.00 Communications Supervisor-PD 6.00 6.00 6.00 6.00 6.00 Community Services Officer 1.00 2.00 2.00 2.00 2.00 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Police Administrative Services Manager 1.00 3.00 3.00 3.00 3.00 Police Communications Manager 1.00 Police Records Administrator 1.00 Police Records Specialist 5.00 4.00 4.00 4.00 4.00 Police Records Supervisor 3.00 4.00 4.00 4.00 4.00 Police Services Specialist 6.00 6.00 6.00 6.00 6.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Principal Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 71 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed POLICE(continued) Property and Evidence Officer 3.00 3.00 3.00 3.00 3.00 Property and Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 Public Works Maint Crewleader 1.00 Senior Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior IT Technician 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 Senior Police Records Specialist 11.00 10.00 10.00 10.00 10.00 Subtotal Support Services 69.00 67.00 67.00 67.00 67.00 Subtotal Sworn 233.00 233.00 233.00 233.00 233.00 S Subtotal Non-Sworn 123.00 124.00 120.00 120.00 120.00 Total -Police 356.00 357.00 353.00 353.00 353.00 *** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 PUBLIC WORKS Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 Administrative Services Manager 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works 2.00 2.00 2.00 2.00 2.00 Director of Public Works 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 2.00 2.00 Management Analyst 2.00 2.00 2.00 2.00 2.00 Office Assistant II 5.00 5.00 5.00 5.00 5.00 Real Estate& Project Manager 1.00 1.00 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 2.00 2.00 2.00 2.00 2.00 Subtotal Administration 19.00 21.00 21.00 21.00 21.00 72 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 1.00 Equipment Parts Inventory Supply Clerk 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician 3.00 5.00 5.00 6.00 6.00 Fleet Maint Crewleader 2.00 2.00 2.00 2.00 2.00 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 Maint Inspector 2.00 4.00 4.00 4.00 4.00 Lead Fleet Maint Mechanic 3.00 3.00 3.00 3.00 3.00 Lead Public Works Maint Worker 3.00 3.00 3.00 3.00 3.00 Mechanic 3.00 3.00 3.00 3.00 3.00 Pest Control Specialist 1.00 1.00 1.00 1.00 1.00 Public Works Equip Operator 7.00 7.00 7.00 7.00 7.00 Public Works Maint Crewleader 7.00 8.00 8.00 7.00 7.00 Public Works Maintenance Supervisor 5.00 5.00 5.00 5.00 5.00 Public Works Operations Manager 1.00 1.00 1.00 1.00 1.00 Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00 Senior Mechanic 6.00 6.00 6.00 6.00 6.00 Senior Public Works Maint Worker 8.00 7.00 7.00 7.00 7.00 Subtotal Maintenance & Operations 58.00 62.00 62.00 62.00 62.00 Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Engineering Aide 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 2.00 2.00 2.00 Lead Wastewater Worker 3.00 3.00 3.00 3.00 3.00 Lead Water Utility Worker 10.00 10.00 11.00 11.00 11.00 SCADA Technician 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst 2.00 2.00 2.00 2.00 2.00 Senior Survey Technician 2.00 2.00 2.00 2.00 2.00 Senior Wastewater Pump Technician 1.00 1.00 1.00 1.00 1.00 Senior Water Utility Worker 3.00 3.00 4.00 4.00 4.00 73 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Utilities Superintendent 1.00 1.00 1.00 1.00 1.00 Utilities Technology Supervisor 1.00 1.00 1.00 1.00 1.00 Utility Equipment Operator 9.00 9.00 10.00 10.00 10.00 Utility Field Representative 2.00 2.00 Utility Locator 1.00 1.00 2.00 2.00 2.00 Warehouse Clerk 1.00 1.00 1.00 1.00 1.00 Warehouse Coordinator 1.00 1.00 1.00 1.00 1.00 Wastewater Crewleader 1.00 1.00 1.00 1.00 1.00 Wastewater Pump Technician 1.00 1.00 1.00 1.00 1.00 Wastewater Supervisor 1.00 1.00 1.00 1.00 1.00 Water Conservation Coordinator 1.00 1.00 1.00 1.00 1.00 Water Meter Repair Technician 5.00 5.00 4.00 4.00 4.00 Water Quality Coordinator 1.00 1.00 1.00 1.00 1.00 Water Quality Specialist 3.00 3.00 3.00 3.00 3.00 Water Quality Supervisor 1.00 1.00 1.00 1.00 1.00 Water Utility Crew Leader 4.00 4.00 4.00 4.00 4.00 Water Utility Supervisor 1.00 1.00 1.00 1.00 1.00 Water Utility Worker 25.00 25.00 25.00 25.00 25.00 Subtotal Utilities 86.00 86.00 88.00 88.00 88.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 Senior Public Works Maint Worker 2.00 2.00 3.00 3.00 3.00 Senior Traffic Engineer 2.00 2.00 2.00 2.00 2.00 Traffic and Transportation Manager 1.00 1.00 1.00 1.00 1.00 Traffic Engineering Technician 1.00 1.00 1.00 1.00 1.00 Traffic Signal Electrician 2.00 2.00 2.00 2.00 2.00 Traffic Signals Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Transportation 10.00 10.00 11.00 11.00 11.00 Assistant Civil Engineer 2.00 2.00 2.00 2.00 2.00 Assistant Engineer 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00 Capital Projects Administrator 3.00 6.00 7.00 7.00 7.00 City Engineer 1.00 1.00 1.00 1.00 1.00 74 City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued). Construction Inspector II 1.00 1.00 1.00 Construction Manager 1.00 1.00 1.00 1.00 1.00 Environmental Services Manager 1.00 1.00 1.00 1.00 1.00 Environmental Specialist 2.00 2.00 2.00 2.00 2.00 Park Development Project Coordinator 1.00 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 4.00 4.00 Senior Engineering Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Engineering 26.00 28.00 29.00 29.00 29.00 Total -Public Works 199.00 207.00 211.00 211.00 211.00 GRAND TOTAL 958.25 980.75 989.75 991.75 1,002.75 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 support increased caseload 2 Two additional positions(Advisory and Litigation)to assist with increased caseload and demand for services 3 Position to provide additional support for the City Attorney's Office °New position to facilitate centralization of record keeping,including oversight of the Records Division within the City Clerk's Office 5 New position to assist with citywide public information materials in the Office of Communications and the City's Cable"3"Channel, bringing part of contracted services in-house 6 New position to oversee the operations of the City's Cable"3"Channel,YouTube Channel,and online digital content,bringing part of contracted services in-house Two positions added to mitigate backlog and provide more timely inspections 8 Position added to meet demand for plan check services and bring part of contracted consulting work in-house 9 Position assigned to Risk Management to support inceased workload,mitigate risk and ensure compliance with regulatory requirements 10 Position exchange to better meet the administrative and leadership needs of the Information Services Department. 75 Intentionally Left Blank •N IL3 o V r,, O„,,.NGT City of Huntington Beach -j City Council v�CCOU `\r��; Proposed — FY 2023/24 Mayor Mayor Pro-Tern City Council Member (5) Senior Administrative Assistant 77 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 2023, the City Council embarked on a comprehensive program to develop a 4-year strategic plan (Fiscal Year 2023-2027)to incorporate and implement both short-and long-term goals and projects effectively and efficiently, rather than a year-to-year annual planning. This strategic plan will be shared with the public once finalized and adopted by the City Council. These goals will be used as a frame of reference in evaluating requests for action brought before the City Council throughout the four-year period. Based on this strategic plan, City staff will present a formal report to City Council. 1. Ong ... *1. ..-- x. 411411) - *. ,..* _ 1,p.- --1.-4*...., Amili v.a k\''\,' ..44‘ i , \';F, ` V ( li• I ve1, ;$ ii 'A i . I 78 City Council Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 53% '\ ) IIIIOPP Non-Operating Expenses 3% Personnel Services 44% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 215,075 207,883 198,452 205,489 220,262 215,456 Operating Expenses 144,079 148,673 166,160 176,920 177,367 261,966 Non-Operating Expenses 14,773 14,022 Total Expenditures by Category 359,153 356,556 364,612 397,182 397,629 491,444 Expenditures by Fund 100 General Fund 100% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 359,153 356,556 364,612 397,182 397,629 491,444 Total Expenditures by Fund 359,153 356,556 364,612 397,182 397,629 491,444 79 City Council Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 89,686 90,068 90,778 96,399 96,399 96,387 -0.01 Salaries, Overtime 1,152 2,875 2,717 Leave Payouts 7,786 8,753 8,058 8,000 100.00% Benefits 116,451 106,187 96,899 109,090 123,863 111,069 1.81% PERSONNEL SERVICES 215,075 207,883 198,452 205,489 220,262 215,456 4.85% OPERATING EXPENSES Equipment and Supplies 2,122 3,409 12,877 4,970 5,417 27,250 448.29% Conferences and Training 12,404 13,459 15,937 26,100 26,100 53,000 103.07% Other Contract Services 565 25,000 100.00% Expense Allowances 129,552 131,806 136,782 145,850 145,850 156,716 7.45% OPERATING EXPENSES 144,079 148,673 166,160 176,920 177,367 261,966 48.07% NON-OPERATING EXPENSES Transfers to Other Funds 14,773 14,022 -5.08% NON-OPERATING EXPENSES 14,773 14,022 -5.08% Grand Total 359,153 356,556 364,612 397,182 397,629 491,444 23.73% General Fund 359.153 356,556 364.612 397,182 397,629 491,444 23.73% Grand Total 359,153 356,556 364,612 397,182 397,629 491,444 23.73% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 80 City Council Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 89,686 90,068 90,778 96,399 96,399 96,387 -0.01% Salaries, Overtime 1,152 2,875 2,717 Leave Payouts 7,786 8,753 8,058 8,000 100.00% Benefits 116,451 106,187 96,899 109,090 123,863 111,069 1.81 PERSONNEL SERVICES 215,075 207,883 198,452 205,489 220,262 215,456 4.85% OPERATING EXPENSES Equipment and Supplies 2,122 3,409 12,877 4,970 5,417 27,250 448.29% Conferences and Training 12,404 13,459 15,937 26,100 26,100 53,000 103.07% Other Contract Services 565 25,000 100.00% Expense Allowances 129,552 131,806 136,782 145,850 145,850 156,716 7.45% OPERATING EXPENSES 144,079 148,673 166,160 176,920 177,367 261,966 48.07% NON-OPERATING EXPENSES Transfers to Other Funds 14,773 14,022 -5.08% NON-OPERATING EXPENSES 14,773 14,022 -5.08% Total 359,153 356,556 364,612 397,182 397,629 491,444 23.73% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Significant Changes Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. The increases in Equipment and Supplies and Other Contract Services are to fund new initiatives such as monthly neighborhood-based town halls, Coffee with the Mayor events, State of the City, and other community engagement events. The increase in Conferences and Training reflects the City Council's priority to conduct more robust State and Federal advocacy activities including trips to Sacramento and Washington D.C. to represent the City of Huntington Beach. Expense Allowances increase annually per Ordinance No. 4044 by the Consumer Price Index(CPI). 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. 81 Intentionally Left Blank o V 82 ----- ...\ r ,,%„, City of Huntington Beach ti 9 p_ ` ca City Attorney ! }s :!LWilmo,,,� Proposed — FY 2023/24 City Attorney Chief Assistant City Attorney C PROSECUT OY N J/ \` LITIGATION ) ( ADVISORY ) Deputy Community Prosecutor(2) Chief Litigation Counsel Senior Deputy City Attorney(2) Senior Deputy City Attorney(3) Deputy City Attorney II ADMINISTRATION Senior Legal Assistant(3) Legal Assistant 83 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. Ab 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, AV, attends City Council meetings, Planning Commission meetings, and Ii 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 two Deputy Community Prosecutors, a Chief Litigation Counsel, five Senior Deputy City Attorneys, a Deputy City Attorney, four 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 Prosecution Program At the direction of the City Attorney,the Deputy Community Prosecutors lead 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 Prosecutors conduct 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 Prosecutors provide legal advice, legal opinions and training to law enforcement personnel. 84 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. 85 City Attorney Accomplishments & Objectives FY 2022/23 Accomplishments • Brought nearly all of the lawsuit (litigation) handling in-house, saving taxpayers millions of dollars. Currently, approximately 95% of all legal matters are handled in-house by the City Attorney's Office, sparing the excessive expense of hiring outside legal counsel; • Provided consistent, firm enforcement of all City Ordinances, which requires many times obtaining Court orders for enforcement; • Facilitated City response to concerns regarding the care of Jack Green Park (Central Park) and addressing/dealing with tree and plant overgrowth (although not completely resolved as of yet); • Facilitated coordinating a City response to countless calls and/or complaints from the community regarding various issues for Public Works, Code Enforcement, and other departments; • Provided hundreds of legal opinions to other departments and countless hours of legal Counsel to the City and City Council;and much more. Civil Citation Hearings • Managed 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 2023/24 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 sixth 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 Prosecutors provide legal advice/opinions and training to law enforcement personnel. They work closely with the Huntington Beach Police Department and the Orange County District Attorney's Office and 86. City Attorney Accomplishments & Objectives 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. 87 Intentionally Left Blank o� V 88 City Attorney Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 11% \\/' Personnel Services 81% Non-Operating Expenses 8% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 2,382,746 2,336,461 2,092,614 2,177,365 2,427,867 3,033,530 Operating Expenses 255,314 298,421 470,433 434,251 442,360 434,251 Non-Operating Expenses 250,502 289,799 Total Expenditures by Category 2,638,060 2,634,882 2,563,047 2,862,118 2,870,227 3,757,580 Expenditures by Fund 100 General Fund 100% • (// FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 2,638,060 2,634,882 2,563,047 2,862,118 2,870,227 3,757,580 Total Expenditures by Fund 2,638,060 2,634,882 2,563,047 2,862,118 2,870,227 3,757,580 89 City Attorney Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,462,780 1,431,287 1,358,457 1,686,322 1,686,322 2,279,320 35.17% Salaries, Overtime 496 (117) 561 Leave Payouts 61,598 74,426 54,898 65,000 100.00% Benefits 857,873 830,866 678.697 491,043 741,545 689,210 40.36% PERSONNEL SERVICES 2,382,746 2,336,461 2,092,614 2,177,365 2,427,867 3,033,530 39.32% OPERATING EXPENSES Utilities 1,893 62 Equipment and Supplies 30,029 16,753 33,389 22,800 22,800 22,800 0.00% Conferences and Training 2,236 3,254 4,766 1,875 1,875 1,875 0.00% Professional Services 46,030 13,052 149,834 342,865 350,974 342,865 0.00% Other Contract Services 157,448 250,326 270,337 48,711 48,711 48,711 0.00% Expense Allowances 17,677 15,036 12,046 18,000 18,000 18,000 0.00% OPERATING EXPENSES 255,314 298,421 470,433 434,251 442,360 434,251 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 250,502 289,799 15.69% NON-OPERATING EXPENSES 250,502 289,799 15.69% Grand Total 2,638,060 2,634,882 2,563,047 2,862,118 2,870,227 3,757,580 31.29% General Fund 2,638,060 2,634,882 2,563.047 2,862,118 2,870,227 3,757,580 31.29% Grand Total 2,638,060 2,634,882 2,563,047 2,862,118 2,870,227 3,757,580 31.29% Personnel Summary 11.00 11.00 11.00 11.00 11.00 15.00 I 4.00 I 90 City Attorney Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 1,462,780 1,431,287 1,358,457 1,686,322 1,686,322 2,279,320 35.17% Salaries,Overtime 496 (117) 561 Leave Payouts 61,598 74,426 54,898 65,000 100.00% Benefits 857,873 830,866 678,697 491,043 741,545 689,210 40.36% PERSONNEL SERVICES 2,382,746 2,336,461 2,092,614 2,177,365 2,427,867 3,033,530 39.32% OPERATING EXPENSES Utilities 1,893 62 Equipment and Supplies 30,029 16,753 33,389 22,800 22,800 22,800 0.00% Conferences and Training 2,236 3,254 4,766 1,875 1,875 1,875 0.00% Professional Services 46,030 13,052 149,834 342,865 350,974 342,865 0.00% Other Contract Services 157,448 250,326 270,337 48,711 48,711 48,711 0.00% Expense Allowances 17,677 15,036 12,046 18,000 18,000 18,000 0.00% OPERATING EXPENSES 255,314 298,421 470,433 434,251 442,360 434,251 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 250,502 289,799 15.69% NON-OPERATING EXPENSES 250,502 289,799 15.69% Total 2,638,060 2,634,882 2,563,047 2,862,118 2,870,227 3,757,580 31.29% Personnel Summary 11.00 11.00 11.00 11.00 11.00 15.00 4.00 Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions during FY 2021/22 and the addition of 4 new positions requested as part of the FY 2023/24 budget. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's 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. 91 Intentionally Left Blank •NtI-fi Ov � 92 o0,V.�.'_%. City of Huntington Beach e"p =Q)impi City Clerk i9 w�; Proposed — FY 2023/24 �cdUNTY CA�- - — / City Clerk r-- ADMINISTRATION, RECORDS MANAGEMENT PUBLIC SUPPORT& ELECTIONS Assistant City Clerk Municipal Records Manager Senior Deputy City Clerk Senior Deputy City Clerk Records Specialist 93 City Clerk Department Description The Office of the City Clerk is a service department within the municipal government upon which the City Council, all City departments, and members of the public rely for information regarding the operations and 41' legislative history of the City. The City Clerk serves as the liaison between lop 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) and 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 oversees 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 the department's Records Specialist guides and assists department Records Liaisons to deliver information through GovQA for CPRA compliance. A 365-day snapshot of GovQA activity shows 348,673 total page views, 955 average daily page views, 12,357 unique visitors, 7,718 new issues, and 12,357 customers. 94 City Clerk Department Description Elections The City of Huntington Beach consolidates with the County of Orange to conduct YOU 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 election-related agreements; oversees, informs the �f l public of municipal election matters and consults with candidates for elective office and proponents of ballot measures. As the Elections Official, the City Clerk COUNTS maintains Statement of Economic Interests (SEI)700 forms required of City elected officials, designated City employees, and board and commission members. The City Clerk also receives and files Fair Political Practices Commission (FPPC) campaign disclosure documents via mandatory electronic filing online to prevent errors and increase public transparency. • Subscribes to NetFile, a web-based, unlimited user, data entry and report generation system publicly accessible from the City's website for the financial and campaign management of SEI filers and FPPC campaign disclosure committees. • Adheres to the California Voters' Rights Act by publishing election information in four languages (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. 401, / ii'ii DIP*, ....r. '� e E • 1� .. _ iiiiipmi.rit, ..16., .. zsi-, . ,,„,,::..,, d "i-,?.,,,qt.i-cop ,. .„ , -. N. tyogi c . 0441,‘,., 04.,-,, o, City Clerk Staff-2023 Top left to right:Robin Estanislau,Linda Wentzel,Donna Switzer, Patty Esparza,Anne Mueller Bottom left to right: Renee Van Arsdale,Dana Lesinski,Dawn Derry, Tania Moore Passport Acceptance Services The U.S. Department of State, Bureau of Consular Affairs has authorized the Huntington Beach City Clerk's Office to serve as an authorized l)XSSPORT Passport Acceptance Facility for the past 23 years. Here, members of the i public can access passport services in a courteous and family-friendly ,,,, r • environment ... a one-stop shop that includes production of federally- _:., ,, ) _. compliant passport photos. ';.= r •3 Processes passport applications by exceptional in-person agents • • Offers customer service by telephone and takes passport photos ihrirrdSfale3 ••• Advertises and markets passport acceptance services a A:writ-a i ❖ Provides oversight of customers eligible to self-renew by mail 95 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 23/24 are presented below.The last performance measure listed below is a new goal and has no historical data. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 1. Utilize part and full-time staff to successfully manage high demand for passport acceptance services. Each passport application fee deposits $35.00 and a potential$15.00 photo fee into the City's General Fund. Measure: #of passport customers 5,766 6,754 7,000 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. 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 2 2 Goal: 4. Host at least one internal event to educate staff liaisons to boards and commission of duties and responsibilities. Measure: #of events 1 2 2 Goal: 5. Attend/host at least one community event to promote voter registration. Measure: N/A N/A 1 #of events 96 City Clerk Accomplishments &.Goals r FY 2022/23 Accomplishments Administration and Records Management • Assisted the Orange County Registrar of Voters with administering the June 7, 2022 Statewide Primary and November 8, 2022 General Municipal elections by executing Vote Center entry permit (license)agreements for ten City properties. • Administered 287 SEI—Form 700 forms filed through NetFile's hosted online application. • Administered FPPC campaign disclosure filings for 56 active committees through NetFile's hosted online application. • Received 100% Passport Acceptance Agent Recertification with the U.S. Department of State. • Worked with a qualified records consultant to update the City's Records Retention Guidelines for 2023. • Hosted two records training events via Zoom with department records liaisons on best practices in managing the Council-adopted Citywide Records Retention Schedule. • 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 305 boxes of paper destroyed. • Facilitated the 2023 Safe and Sane Fireworks Lottery and Application Process to qualify 15 non- profits from a large pool of applicants to sell fireworks during the 4th of July holiday. • Hired a new Assistant City Clerk to replace a retired employee. • Assisted in conducting staff training on duties and responsibilities for liaisons to boards and commissions. • Hired a qualified records consultant to provide an assessment of record keeping practices citywide, and make recommendations. City Council Agenda and Minute Preparation; Municipal/Zoning Code Codification • Administered the production of approximately twenty-two (22) regular and two (2)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 over 1,800 subscribers. • Produced and received City Council approval for meeting minutes at each next regularly scheduled meeting per documented performance measure. • Codified municipal, zoning and subdivision ordinances adopted by the City Council within 14 business days of the date they become effective. • Hosted 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 2023/24 Goals ' • Recruit and hire a Municipal Records Manager to oversee implementation of a centralized records management process. • Begin to build a Records Management Division to centralize record keeping citywide. • Stay apprised of new legislation that effects statutory duties. • Attend/host at least two community events to promote voter registration. • Host a training event with department Records Liaisons on navigating the GovQA application for best practices in.California Public Records Act(CPRA)compliance, including publication and distribution of helpful documentation. • .Host an 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. • Recruit and hire a Deputy City Clerk to assist in managing the duties and responsibilities of liaisons to all City boards, commissions and committees. 97 Intentionally Left Blank f., ._ Tip:: 98 City Clerk Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating ______K Expenses 7% 'r -41111114 Personnel Services 85% '44i` Non-Operating Expenses 8% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 732,806 734,440 739,406 831,909 913,240 1,033,021 Operating Expenses 62,735 222,121 368,568 252,695 412,828 83,095 Non-Operating Expenses 81,331 96,194 Total Expenditures by Category 795,541 956,561 1,107,974 1,165,935 1,326,068 1,212,310 Expenditures by Fund 100 General Fund 100% ( , . 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 100 General Fund 795,541 956,561 1,107,974 1,165,935 1,326,068 1,212,310 Total Expenditures by Fund 795,541 956,561 1,107,974 1,165,935 1,326,068 1,212,310 99 City Clerk Proposed Budget- FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 386,818 401,793 408,905 545,634 545,634 661,223 21.18% Salaries,Temporary 91,114 69,215 96,380 107,000 107,000 130,050 21.54% Salaries, Overtime 2,806 1,635 3,381 3,050 3,050 3,050 0.00% Leave Payouts 827 9,794 8,268 8,000 100.00% Benefits 251,241 252,002 222,471 176,224 257,555 230,697 30.91% PERSONNEL SERVICES 732,806 734,440 739,406 831,909 913,240 1,033,021 24.17% OPERATING EXPENSES Utilities 90 247 Equipment and Supplies 21,585 23,580 32,505 27,446 33,677 27,846 1.46% Repairs and Maintenance 337 344 125 5,000 5,000 5,000 0.00% Conferences and Training 7,130 2,550 3,794 3,750 2,550 3,750 0.00% Professional Services 500 500 500 1,000 1,000 1,000 0.00% Other Contract Services 27,137 189,035 325,759 209,000 364,102 39,000 -81.34% Expense Allowances 6,046 6,023 5,639 6,000 6,000 6,000 0.00% Other Expenses 500 500 500 0.00% OPERATING EXPENSES 62,735 222,121 368,568 252,695 412,828 83,095 -67.12% NON-OPERATING EXPENSES Transfers to Other Funds 81,331 96,194 18.27% NON-OPERATING EXPENSES 81,331 96,194 18.27% Grand Total 795,541 956,561 1,107,974 1,165,935 1,326,068 1,212,310 3.98% General Fund 795,541 956,561 1,107.974 1,165,935 1,326,068 1,212,310 3.98% Grand Total 795,541 956,561 1,107,974 1,165,935 1,326,068 1,212,310 3.98% Personnel Summary 4.00 4.00 4.00 5.00 5.00 6.00 1.00 100 City Clerk Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES J Salaries, Permanent 386,818 401,793 408,905 545,634 545,634 661,223 21.18% Salaries,Temporary 91,114 69,215 96,380 107,000 107,000 130,050 21.54% Salaries, Overtime 2,806 1,635 3,381 3,050 3,050 3,050 0.00% Leave Payouts 827 9,794 8,268 8,000 100.00% Benefits 251,241 252,002 222,471 176,224 257,555 230,697 30.91% PERSONNEL SERVICES 732,806 734,440 739,406 831,909 913,240 1,033,021 24.17% OPERATING EXPENSES Utilities 90 247 Equipment and Supplies 21,585 23,580 32,505 27,446 33,677 27,846 1.46% Repairs and Maintenance 337 344 125 5,000 5,000 5,000 0.00% Conferences and Training 7,130 2,550 3,794 3,750 2,550 3,750 0.00% Professional Services 500 500 500 1,000 1,000 1,000 0.00% Other Contract Services 27,137 189,035 325,759 209,000 364,102 39,000 -81.34% Expense Allowances 6,046 6,023 5,639 6,000 6,000 6,000 0.00% Other Expenses 500 500 500 0.00% OPERATING EXPENSES 62,735 222,121 368,568 252,695 412,828 83,095 -67.12% NON-OPERATING EXPENSES Transfers to Other Funds 81,331 96.194 18.27% NON-OPERATING EXPENSES 81,331 96,194 18.27% Total 795,541 956,561 1,107,974 1,165,935 1,326,068 1,212,310 3.98% Personnel Summary 4.00 4.00 4.00 5.00 5.00 6.00 1.00 Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of Memorandums of Understanding (MOUs)that Were entered into with the City's various labor unions during FY 2021/22 and the addition of 1 new position requested as part of the FY 2023/24 budget. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. Election related services only affect the budget every other year, and election costs have not been included in the FY 2023/24 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. 101 Intentionally Left Blank Effs—ce 0 -12611.11) ' 1OZ City of Huntington Beach `, ,, , 1 City Treasurer you U Proposed — FY 2023/24 City Treasurer Deputy City Treasurer ADMINISTRATION Administrative Assistant(0.50) INVESTMENTS ) (TREASURY SERVICES) Treasury Manager Accounting Technician Supervisor Senior Accountant Senior Accounting Technician Accounting Technician (3) 103 City Treasurer Department Descriptions The City Treasurer is an elected official who serves a four-year term. Per the City Charter, the City Treasurer is responsible to the electorate for overseeing the receipt,collection,disbursement, custody and safekeeping of all City funds. The City Treasurer is accountable for the investment management of City funds, including pooled funds, bond reserve investments and trust funds, as well as the funds of Joint Powers Authorities for which the City is the administrator. Investments are consistently reviewed for compliance with the City's approved tx (, 1r investment policy and governmental regulations.Through prudent fiscal investment management, the City Treasurer ensures the City's cash liquidity needs are met and principal is preserved. As a member of the City's Supplemental Pension Plan and Deferred Compensation Plan Boards, the City Treasurer, in conjunction with the Finance Department and City Manager's Office, oversees the management of these plans. Re-organization of the City Treasurer's Department As of May 2023, the reporting relationship of the City's Treasury Services area was reinstated under the City Treasurer's Department to ensure compliance with the City Charter. The City Treasurer's Department now consists of two areas of operations: 1) Administration and Investments, and 2) Treasury Services. Together, the City Treasurer's Department, Finance Department, and the City Manager's Office carry out Huntington Beach Charter and Municipal Code financial and budgetary responsibilities. Ongoing Activities & Projects Administration and Investments Highlights: • Oversee and ensure the preservation of funds for the City's pooled investment portfolio through prudent investment management. • Perform investment management activities including developing and executing investment strategies, analyzing investment performance and purchasing securities. • Analyze citywide daily, monthly and annual cash flow projections to determine short and long-term liquidity and operating cash requirements. • Develop and maintain investment policy statements and ensure ongoing compliance for the City,trust funds and Joint Powers Authorities. • Prepare quarterly investment reports and present such reports to the City Council and Joint Powers Authorities. • Oversee investment management of City's Deferred Compensation Plan, Supplemental Pension Plan, Section 115 Trust account, bond reserve accounts and Retiree Medical investment account. • Prepare and present investment information for review at quarterly Investment Advisory Board meetings. • Provide oversight as a Board Member of City's Deferred Compensation and Supplemental Retirement Plans. • Serve as Treasurer for the City's Joint Powers Authorities. 104 City Treasurer Ongoing Activities & Projects Treasury Services The Treasury Services area is responsible for receiving, depositing, and collecting on behalf of the City, all taxes, assessments,fees,and other revenues. This area processes and records all revenue received at City Hall and all City off-site,locations, and deposits such revenue in a timely manner into the City's financial depository accounts. This area plays a critical role ensuring proper controls over cash deposits are developed and followed. Additionally, the Treasury Services area is responsible for disbursing all approved funds and processing all checks and electronic payments for the payment of goods and services approved in the Adopted Budget and reflected in the City's financial system. With significant technological improvements in payment methods, this area is continually offering new services to customers and vendors resulting in increased efficiencies and customer satisfaction. Highlights: • Process over$11.5 million in revenue annually at City Hall from permits and fees. • Process over$22.1 million in revenue annually for off-site locations including parking meter revenue and recreation fees. • Process and collect miscellaneous receivables of over$22.9 million from over 57,000 invoices,follow up on delinquent accounts, and answer payment questions. • Collect and process payments of over$17 million annually for Transient Occupancy Taxes and over $6.3 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 the upgrade and implemention of software programs to enhance management of City revenues and deposits. Accomplishments & Objectives FY 2022/23 Accomplishments • Received the California Municipal Treasurers Association's Investment Policy Certification. • The City's investment portfolio is expected to generate approximately$5 million in earnings over the 2022/23 fiscal year to be utilized to augment taxpayer funds for operating expenses,debt repayment and other financial obligations of the City. • Prudently managed the City's approximately $320 million investment portfolio to meet core investment policy objectives of safety, liquidity and obtaining a market yield through budgetary and market cycles,with no compliance issues. 105 City Treasurer Accomplishments &Objectives • Moved to an improved investment,management software to provide accurate and timely reporting and assist with investment analytics. • Effectively managed internal cash flow forecast to ensure the City's daily cash flow demands are met. • In conjunction with the City Attorney's Office,performed City Charter review related to City Treasurer Powers and Duties and presented findings to the City Council. • Maintained and updated investment policies for the City and for Joint Powers Authorities where the City is the administrator. • Served as the City liason to the Investment Advisory Board and presented the Annual Report to City Council. FY 2023/24 Goals and Objectives • Safeguard public funds through strong financial management: o Develop, implement and maintain strong internal controls. o Continue to meet core investment policy objectives of safety, liquidity and obtaining a market yield through budgetary and market cycles, with no compliance issues. o Develop,and provide additional training to various City departments that collect funds. o Successfully complete transition of banking relationship to U.S. Bancorp (purchase of Union Bank) and investigate potential products and technological enhancements to improve efficiencies and security. o In conjunction with the Information Services Department, continue to monitor and improve cash collection systems and software to enhance security of funds. •• Optimize the City's financial resources: o Enhance the revenue receipt and collections processes within the Short-Term Rental program through collaboration with the Community Development Department and / associated vendors. o Achieve cost savings and labor efficiencies through increased electronic payments citywide. o Continuously improve upon the City's cash forecasting to appropriately meet liquidity ' requirements and enhance earnings. o Continue to identify and implement additional business process improvements. • Provide excellent customer service both internally and externally: o Participate in citywide OneHB Customer Service Excellence. o Provide additional customer service training opportunities for all departmental staff. o Always strive to exceed expectations. o Continue to pursue innovative efficiencies to provide additional customer service improvements. 106 City Treasurer Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 1 ill \ 24% 'NINi 11 Non-Operating Expenses Personnel Services 7% 69% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 250,458 261,716 243,414 231,113 248,751 1,285,504 Operating Expenses 19,827 24,117 35,368 29,618 32,270 441,060 Non-Operating Expenses 17,638 134,352 Total Expenditures by Category 270,284 285,833 278,783 278,369 281,021 1,860,916 Expenditures by Fund 100 General Fund ,Th 100% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 270,284 285,833 278,783 278,369 281,021 1,860,916 Total Expenditures by Fund 270,284 285,833 278,783 278,369 281,021 1,860,916 107 City Treasurer Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 156,543 153,498 161,757 121,871 121,871 923,192 657.52% Salaries,Temporary 61,500 61,500 -100.00% Salaries, Overtime 14 83 Leave Payouts 5,038 7,776 4,430 30,000 100.00% Benefits 88.877 100,429 77.144 47,742 65,380 332,312 596.06% PERSONNEL SERVICES 250,458 261,716 243,414 231,113 248,751 1,285,504 456.22% OPERATING EXPENSES Equipment and Supplies 2,776 6,453 3,222 5,498 5,498 13,948 153.69% Repairs and Maintenance 10,420 10,836 20,797 15,020 15,020 27,904 85.78% Conferences and Training 652 175 1,036 2,700 2,700 3,966 46.89% Professional Services 630 4,290 2,652 Other Contract Services 383,142 100.00% Expense Allowances 6,046 6,023 6,023 6,400 6,400 12,100 89.06% Other Expenses (67) OPERATING EXPENSES 19,827 24,117 35,368 29,618 32,270 441,060 1389.16% NON-OPERATING EXPENSES Transfers to Other Funds 17,638 134,352 661.72% NON-OPERATING EXPENSES 17,638 134,352 661.72% Grand Total 270,284 285,833 278,783 278,369 281,021 1,860,916 568.51% General Fund 270,284 285,833 278,783 278,369 281,021 1,860,916 568.51% Grand Total 270,284 285,833 278,783 278,369 281,021 1,860,916 568.51% Personnel Summary 2.00 1.50 1.50 1.50 9.50 9.50 0.00 108 City Treasurer Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 156,543 153,498 161,757 121,871 121,871 923,192 657.52% Salaries,Temporary 61,500 61,500 -100.00% Salaries, Overtime 14 83 Leave Payouts 5,038 7,776 4,430 30,000 100.00% Benefits 88,877 100,429 77,144 47,742 65,380 332,312 596.06% PERSONNEL SERVICES 250,458 261,716 243,414 231,113 248,751 1,285,504 456.22% OPERATING EXPENSES Equipment and Supplies 2,776 6,453 3,222 5,498 5,498 13,948 153.69% Repairs and Maintenance 10,420 10,836 20,797 15,020 15,020 27,904 85.78% Conferences and Training 652 175 1,036 2,700 2,700 3,966 46.89% Professional Services 630 4,290 2,652 Other Contract Services 383,142 100.00% Expense Allowances 6,046 6,023 6,023 6,400 6,400 12,100 89.06% Other Expenses (67) OPERATING EXPENSES 19,827 24,117 35,368 29,618 32,270 441,060 1389.16% NON-OPERATING EXPENSES Transfers to Other Funds 17,638 134,352 661.72% NON-OPERATING EXPENSES 17,638 134,352 661.72% Total 270,284 285,833 278,783 278,369 281,021 1,860,916 568.51% Personnel Summary 2.00 1.50 1.50 1.50 8.75 8.75 0.00 Significant Changes As of May 2023,the reporting relationship of the City's Treasury Services area was reinstated under the City Treasurer's Department to ensure compliance with the City Charter. The approved re-organization plan includes the transfer of six positions from Finance to the City Treasurer, plus the addition of two new positions and the elimination of one part-time position. While Treasury Services staff have been transferred to the City Treasurer's Department effective May 2023,the corresponding personnel and operating budgets are being moved from the Finance Department to the City Treasurer's Department beginning FY 2023/24. Also beginning FY 2023/24,a portion of Leave Payouts has been redistributed from Non-Departmental to each department's 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. 109 Intentionally Left Blank isior issorma „o /// City of Huntington Beach // N i ,��rmecrah. l yt ko;- ----• I- City Manager i ..i=,:. ---t ,, °.,,,, °� Proposed — FY 2023/24 aN City Manager Assistant City Manager Deputy City Manager V (Homdessness&BehavioralAdministration,City CouncilCommunications and HBTV Health Support&Sustainability Principal Management Analyst Public Affairs Manager Director of Homelessness Council Policy Analyst Public Affairs Officer &Behavioral Health Services Executive Assistant to the City Manager Multi-Media Officer Sodal Services Supervisor Management Aide Graphic Designs Social Worker(2) Volunteer Services Coordinator 111 City Manager Department Description City Manager's Office 1 The City of Huntington Beach operates under a Council-Manager form of government,whereby the City Manager provides professional leadership in the management of the City. The City Manager is responsible for the coordination k of all municipal programs and the executive supervision of all City departments we. .4.r ;4 and agencies. Working in a collaborative environment with a team-based ', '"�' ` * approach,the City Manager implements the vision of the City Council. The City t '_ Manager assists members of the City Council in formulating policies and responds to City Council concerns to recommend potential solutions. t. In addition to managing the administrative functions of the City, the City , r �. ' 1 Manager also ensures the effective coordination and implementation of public .4 •' 4 , policies, programs,and initiatives by utilizing the talents of 12 City departments. Ff !`1 + t\ tad The City Manager's Office consists of Administration/City Council support, Communications, Homelessness & Behavioral Health, and Environmental City Manager Al Zelinka Sustainability. The Administration/City Council Division implements City policies and procedures; participates in labor negotiations with 9 bargaining units; and coordinates strategic planning efforts, budget development, and special projects that require interdepartmental support. Administration is also responsible for monitoring federal, state, and regional legislation that may impact the City and securing outside funding sources to support the City's ongoing initiatives. Finally, Administration oversees a citywide system of approximately 35 Boards, Commissions, and Committees (BCCs)and provides direct staff support to approximately 9 BCCs. 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. Office of Communications The Office of Communications develops strategies to communicate City news, programs and policies to the community. It generates outreach and marketing materials, including press releases, multiple websites, public service announcements, crisis communications, town halls, community events, and social media postings. The Office of Communications also implements the City's communication plan, maintains strong working relationships with media outlets, and implements various strategies for improved communication within the community. This team is also responsible for managing the operation and programming of HBTV3, the local cable TV station that broadcasts creative content tailored to the interests of the Huntington Beach community as well as 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 identifies ways to integrate 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). Homelessness & Behavioral Health Services Homelessness&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. 112 City Manager Ongoing Activities & Projects Administration/City Council Support • Under the vision and direction of the City Council, 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's Office. • 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 9 BCCs overseen by the City Manager's Office. • Manage interdepartmental initiatives and projects. • Receive and coordinate responses to citizen inquiries to the City Council and City Manager. Provide administrative support, customer service, and reception to visitors. • Manage labor relations with the City's 9 employee bargaining units. • Coordinate grant-writing efforts and facilitate collaboration amongst City departments to identify and secure outside funding. • Coordinate and enforce internal policies and procedures (e.g., Administrative Regulations). • Continually establish and modernize standard practices for Boards, Commissions, and Committees (BCCs)to ensure the most efficient use of City resources while maintaining an effective level of civic engagement in City affairs. Communications & HBTV —�r _r,�/jV� > �q � • Manage and administer public information and cable television functions. • ' - �a . • Establish and maintain relationships with,as well as j i b respond to, inquiries from members of national and w �� ..Ni local broadcast and print media. s `= • Establish and maintain relationships with 411 ' IiV community groups and City stakeholders to support HE DOG 'CENTRAL VET the City's outreach and messaging. PIER BEACH LIBRARY PARK LANDS • Oversee citywide communications and outreach efforts including creating and disseminating information through various channels such as the City's website, Surf City Break, HBTV3, press releases, social media, email marketing, and community engagement activities. • Develop and manage the citywide branding guide to provide consistent messaging and a new Community Engagement Policy and Toolkit that will be used for City programs and initiatives. • Oversee the redesign and reorganization of the City's website to be more user-friendly and to serve as a central repository of all City information. • Oversee and manage the City's HBTV Channel 3 programming through the development and broadcast of original television content based on Huntington Beach culture and events as well as City Council and Planning Commission meetings. • Oversee issuance and coordination of film permits for student filming, commercials and shows for Amazon and Netflix, generating approximately$100K annually. 113 City Manager Ongoing Activities & Projects Environmental Sustainability ow- fsr4 • Serve as a founding member of the Orange County Power Authority (OCPA), a - community choice energy program launched in 2022, offering residents and businesses options to choose three renewable energy rates or opt out. OCPA strives to generate a higher proportion of its energy from renewable sources such as wind and solar. 4, • Develop and oversee the implementation of the Sustainability Master Plan, an _, ‘77 interdepartmental effort to establish more sustainable operations and programs and yield greater energy savings for the City. Homeless & Behavioral Health Services or • The Homeless Task Force, a dedicated team of full-time police officers and outreach staff, provides street outreach, engagement and case management services to individuals experiencing homelessness, NVNTINGtO including connecting them to a shelter, permanent and transitional LtiOI � housing and supportive services. CZ • The Huntington Beach Navigation Center provides individuals experiencing homelessness with safe shelter,meals,housing navigation and supportive services that help reduce barriers to housing. • The Be Well Huntington Beach mobile crisis response program,the first- of-its-kind in Orange County, responds to non-emergency 911 calls for mental health concerns, which frees the City's public safety personnel Sy N((' to respond to more emergent situations or crime prevention. The Be STEM OF Well vans are staffed with trained counselors who respond directly to cases at homes, businesses, schools, parks, street and community locations to de-escalate those in mental health and substance use crisis. They also facilitate hospitalizations/detox, linkage to ongoing supportive services and treatment for both housed and unhoused individuals. • The City is engaged in the planning and development of the Huntington Beach Healing Center—an integrated approach to provide both temporary shelter and supportive housing on one site. • The City also identifies partnerships with local organizations and agencies to expand the City's reach and provide additional services to the local homeless population. Legislative and Advisory Bodies • The City Manager's Office facilitates and oversees the following Boards, Commissions, and Committees (BCCs) and Council Committees and oversees a system of the City's 35+ BCCs to further the policy goals of the City Council. o Communications Council Committee o Environmental and Sustainability Board o Homeless Task Force/Community Meetings o Human Relations Committee o Intergovernmental Relations Committee o Jet Noise Commission o Mobile Home Advisory Board o School District/City Community Meeting o Southeast Area Council Committee 114 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 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED 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 1 funding opportunities. Measure: Maintain regional appointments and identify and Yes Yes Yes secure new state and/or federal funding. Coordinate regular Intergovernmental Relations Yes Yes Yes Committee(IRC)meetings and timely reports to City Council: Goal 3. Plan and coordinate a 4-year strategic plan working closely with the City Council and leadership team. Measure: Create and implement regular project update N/A N/A Yes sessions and submit a progress report to the City Council and the public. r. Goal: 4. Strengthen organizational leadership capacity for internal support structure and succession planning. Measure: Provide proactive communication and.training N/A Yes , Yes opportunities to Executive Leadership(ELT)and Deputy Leadership Team(DLT). Coordinate at least two combined ELT and DLT N/A 2 2 meetings/retreats a year. 115 City Manager Performance Measures FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 5. Expand high quality and timely public information across all demographics to promote transparency' and increase community engagement. Expand the reach of the Office of Communications across all demographics. Measure: Coordinate at least 10 Neighborhood Town N/A 4 10 Halls or Listening Sessions in different geographic areas of the City to inform residents of citywide and neighbor-specific projects and gather community input. Develop a new Community Engagement Policy N/A Yes Yes and Toolkit and provide staff training for citywide implementation. Goal: 6. Continue open communication with employees and labor groups through regular meetings,the meet & confer process, and employee newsletters. Measure: Maintain open and frequent communication Yes Yes Yes with all labor groups and employees. Goal: 7. Continue to implement programs and policies that encourage sustainable practices within City programs and operations. Measure: Development, publication, and monitoring Yes Yes Yes implementation process of the Sustainability Master Plan. Goal: 8. Continue to provide staff support for the 10 citizen led boards and commissions overseen by the City Manager's Office. Measure: Ensure regular meetings of the boards and commissions are held effectively and efficiently. Provide training and ongoing support to the 3 2 2 Staff Liaison Working Group at least two times per year. Continue providing updated templates and Yes Yes Yes manuals for staff liaisons to ensure the consistent, uniform interface with BCC members. Host at least 1 citywide training session for N/A 2 1 all the Boards and Commissions, and Committees members (e.g. media training). 116 City Manager Performance Measures FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 1. Continue to provide evidence-based behavioral health and homeless services as part of the City's System of Care. Measure: Continue data-driven outcomes demonstrating significant numbers of individuals served in Yes Yes Yes system of care programs. Accomplishments & Objectives FY 2022/23 Accomplishments Administration and City Council Support • Working with a citizen-led Charter Revision Ad Hoc Committee, completed a comprehensive review of the Charter and placed three ballot measures at the November 2022 General Election for voter consideration. • Conducted a comprehensive review of a regulatory framework for commercial cannabis activities and coordinated two open forums to engage and solicit feedback from community stakeholders for a potential cannabis business program. o Initiated and implemented a City Council-sponsored initiative to place two separate tax ballot measures in the.June.2022 State Primary Election as Special Tax and subsequently in the November 2022 General Election as General Tax. • Worked with state and federal lobbyists to identify legislation and possible funding for City projects and programs and obtained over$17.5 million in funding with the assistance of lobbyists. • 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. o Successfully launched and administered the Oak View Pilot Parking Program (OV3P), a one- year pilot to provide 50 low-cost parking spaces to qualified residents in a parking structure in the Oak View Community 24/7. • Hosted the first-ever citywide Boards, Commissions, and Committees Reception and Onboarding training, an opportunity for all appointed officials to review City policies, common roles and responsibilities,the Brown Act, California Public Records Act(CPRA), and other helpful resources. • Led 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. • Working with the Police Department and Huntington Beach Human Relations Committee(HBHRC), published its first report on hate crimes and hate incidents and established an internal process to increase transparency on related data, which will guide the City, HBPD, and HBHRC on community education activities. • Initiated citywide efforts to bring LA2028 action sports to Huntington Beach. • Launched a new Deputy Leadership Team(DLT)to strengthen the City leadership team and structure for succession planning and strategic organizational growth to match priorities. • Engaged a professional consulting firm to conduct a comprehensive review of the City's management systems throughout the organization to identify any deficiencies and recommendations for process improvements and decision making towards a more high-performing government. • Led a comprehensive review of the City's series of 93+Administrative Regulations in partnership with DLT members and made significant updates and improvement for its standard operating procedures. Began the process to research and plan a comprehensive 311 system — one call/App for all HB service requests and inquires with feedback loop to customer. 117 City Manager Accomplishments &Objectives • Initiated a citywide customer service training for City leaders and employees and refinement of customer-facing processes to elevate HB service to world class levels • Coordinated and facilitated citywide onboard training for newly elected City Council members in coordination with the City Attorney's Office and the City Clerk's Office • Engaged in a 4-year Strategic Planning process to identify the City Council's priorities and establish goals to achieve them • Hosted a citywide 100-Day Event with City Manager Zelinka and the Executive Leadership Team to share the City's accomplishments and ongoing initiatives. Homelessness&Behavioral Health Services • Completed the second year of operations for the City's Navigation Center with the non-COVID maximum bed capacity of 174 beginning in December 2022,providing much needed shelter,services and housing opportunities. For two years, the Huntington Beach Navigation Center(HBNC) served 504 homeless individuals (unduplicated), 32% of whom (162 housed by the Homeless Task Force and Mercy House) have successfully transitioned from streets to housing. The Center provided 55,072 bed nights with the average length of stay of 71 days. • Enhanced the Homeless Task Force (HTF)'s functions to support shelter operations and conducted regular quality of life enforcement activities. • Implemented a multi-pronged approach to conduct regular street outreach activities to inform the community about the City's homeless services and resources through the Navigation Center, HTF, and local partnerships. In 2022 alone, the HTF and social workers conducted over 3,588 outreach contacts and connected them to various resources. • Completed the successful year and half of operations for Be Well OC in Huntington Beach, whose team members .responded to nearly 40 mental health-related calls each day on average(over 14,500 calls per year)and connected them to appropriate services. • Published Be Well's first annual report online and reported to the City Council and the public • Secured $1.5M in state funding and$500,000 in federal funding to support Be Well operations. • Partnered 'with the County of Orange in its Project Homekey to be awarded $17M in funding to purchase and convert a local motel to permanent supportive housing with critical onsite services. • Hosted a citywide Community Stakeholder meeting to present data and progress made thus far and brainstorm ways to enhance the City's approach to addressing issues of homelessness. • Hired a full-time Volunteer Coordinator and established a unique Volunteer Program "HBCare" to engage and activate community members for the City's homeless prevention and intervention efforts • Hired two (2)full-time Social Workers (from part-timers)and one (1)Supervisor to provide ongoing, proactive street outreach and case management to homeless individuals in need of shelter and/or services. • Pursued City-supported development of the Huntington Beach Healing Center to provide a local continuum of care that integrates resources from regional agencies, nonprofits, and community- based groups. • Launched data dashboards to monitor the progress of both the Navigation Center and Be Well and published its annual report on the City website. Communications &HBTV • Continued updating and utilizing a one-stop shop for City news,SurfCityBreak.com,to help the public keep abreast of what's happening at City Hall. • Continued an interdepartmental project to modernize the City's website and create an ADA compliant, more user friendly interface that will improve public access to City information. • Created a citywide branding guide and revamped standardized templates and graphics. • Implemented a new social media policy and management platform for elected representatives and staff. • Conducted a social media audit and expanded social media engagement on Facebook, Instagram, Twitter, and YouTube. • Introduced new media management tools and technology to stay up to date on all publicity regarding Huntington Beach and to better connect with the press. • Developed new digital content, informational collateral, public service announcements, and press releases to keep the community informed. 118 City Manager Accomplishments & Objectives • 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 and FlasHBack,which provided valuable content on local history and culture. • Coordinated the Citizen's Academy Program with 33 participants and successfully launched a new Junior Citizens Academy targeting middle-school students(38 participants). • Successfully facilitated a Youth in Government Day to teach 40 local teens about City functions. • Planned and supported a number of special events including: a modified 114th Annual 4th of July Parade, 9/11 Memorial Dedication Ceremony, Veterans Day Ceremony, Bluff Top-Park Ribbon Cutting, rededication of the Murdy and Edison Community Centers, etc. • Expanded the scope of the Communications Committee to incorporate citywide communications and initiatives instead of just HBTV3 content. • Managed and issued nearly 70 film permits that provided the City with an additional source of revenue and greater exposure in local media and the entertainment industry. 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. • Coordinates interdepartmental efforts for the Sustainability Master Plan to implement more sustainable operations and programs while also achieving energy savings. • Provided information, conducted community education events, and responded to inquiries regarding the OCPA Program that was successfully launched in 2022.The OCPA Program offers residents and businesses options to choose three renewable energy rates or opt out. FY 2023/24 Objectives Administration and City Council Support • 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. • Update the City Council Manual into a more comprehensive guide that includes Council rules and procedures. • Begin work to develop the City's first one-stop-shop to better facilitate development services for our community. • Launch the City's new 311 System, bringing all relevant City services and information within on system that can be accessed via telephone and online. • Complete the City's 4-Year Strategic Plan. • 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 to provide staff support to over 9 Boards, Commissions, and Committees within the City Manager's-Office. • Develop and complete an independent, statistically valid Quality of Life Community Survey project • Create a central data platform and performance dashboard. • Centralize the City's records and Public Records Act(PRA)management systems,working with the City Clerk's Office. 119 City Manager Accomplishments & Objectives Communications&HBTV • Strengthen the staffing and function of the Office of Communications (previously the Public Information Office)to effectively communicate news to all demographics and react quickly to emergent situations. • Build a unique brand for the City and standardize the external look and messaging across all Departments. • Continue developing and implementing media strategies to bolster the City's tourism and local economic recovery efforts. •_ Continue to transition the City's current website to a modern platform that can be easily updated, streamlining existing content and creating a user-friendly experience for visitors and continue to update the City's web page to ensure open and transparent governance. • Expand in-person community engagement and provide more opportunities for residents to engage with elected officials and City staff. • Revamp the City's internal communications and implement strategies to strengthen communication between City staff and City partners. • Modernize the existing emergency notification system and constituent communications tool. • Launch a neighborhood-focused town hall program citywide. • Develop age-friendly outreach, programs and communications infrastructure for all age groups. Homelessness&Behavioral Health Services • Develop a system of care and coordinate future projects to support the homeless population including the Healing Center, Project Homekey, 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. Environmental Sustainability • 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. • Create an internal working group to support main objectives of the Sustainability Master Plan and improve recycling and energy-saving efforts. 120 City Manager Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 20% Capital Expenditures 11% Non-Operating Expenses Personnel Services 6% 63% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 1,593,907 1,497,822 1,652,406 2,470,041 2,739,065 2,902,794 Operating Expenses 427,380 639,141 900,578 1,059,264 2,949,271 916,140 Capital Expenditures 98,708 143 243,706 142,000 130,624 490,000 Non-Operating Expenses 3,120 270,524 303,844 Total Expenditures by Category 2,119,996 2,137,106 2,799,811 3,941,829 5,818,959 4,612,778 Expenditures by Fund 100 General Fund 88% 101 Specific Events 1% 243 Surf City Channel 3 Cable 11% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 1,807,770 1,726,164 2,108,671 3,262,829 5,002,833 4,057,778 101 Specific Events 25,948 10,159 38,153 50,000 50,000 65,000 103 Donations 450 3,294 8,288 243 Surf City Channel 3 Cable 286,277 371,471 636,022 623,000 751,839 490,000 1233 OC Recycling Market Dvlpmt Zone 6,000 6,000 1240 EPIC Challenge 28,861 13,672 Total Expenditures by Fund 2,119,996 2,137,106 2,799,811 3,941,829 5,818,960 4,612,778 121 City Manager Proposed Budget- FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 898,981 867,745 921,116 1,827,553 1,827,553 2,115,767 15.77% Salaries,Temporary 81,814 10,187 126,927 33,329 33,329 34,161 2.50% Salaries, Overtime 19,593 9,217 31,288 50,000 48,500 43,285 -13.43% Leave Payouts 36,297 32,439 24,062 25,000 100.00% Benefits 557,222 578,233 549.013 559,159 829,683 684,581 22.43% PERSONNEL SERVICES 1,593,907 1,497,822 1,652,406 2,470,041 2,739,065 2,902,794 17.52% OPERATING EXPENSES Utilities (19) 199 16 Equipment and Supplies 54,242 89,071 90,854 104,800 113,118 86,500 -17.46% Repairs and Maintenance 20,146 3,004 6,779 33,000 39,409 10,500 -68.18% Conferences and Training 28,587 8,961 25,051 34,200 34,200 28,200 -17.54% Professional Services 246,898 442,694 636,533 666,824 2,536,112 630,000 -5.52% Other Contract Services 60,520 75,496 125,580 188,740 194,732 129,240 -31.52% Expense Allowances 17,007 19,716 15,765 31,700 31,700 31,700 0.00% OPERATING EXPENSES 427,380 639,141 900,578 1,059,264 2,949,271 916,140 -13.51% CAPITAL EXPENDITURES Improvements 227,524 132,000 120,624 -100.00% Equipment 98,708 143 16,182 10,000 10,000 490,000 4800.00% CAPITAL EXPENDITURES 98,708 143 243,706 142,000 130,624 490,000 245.07% NON-OPERATING EXPENSES Transfers to Other Funds 3,120 270524 303,844 12.32% NON-OPERATING EXPENSES 3,120 270,524 303,844 12.32% Grand Total 2,119,996 2,137,106 2,799,811 3,941,829 5,818,960 4,612,778 17.02% General Fund 1,807,770 1,726,164 2.108.671 3,262.829 5,002.833 4,057,778 24.36% Other Funds 312,226 410,941 691,140 679,000 816,127 555,000 -18.26% Grand Total 2,119,996 2,137,106 2,799,811 3,941,829 5,818,960 4,612,778 17.02% Personnel Summary 8.00 7.00 8.00 14.00 14.00 16.00 2.00 122 City Manager Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES A Salaries, Permanent 896,690 867,745 918,296 1,827,553 1,827,553 2,102,227 15.03% Salaries, Temporary 80,408 10,187 126,691 33,329 33,329 34,161 2.50% Salaries, Overtime 804 170 727 Leave Payouts 36,297 32,439 24,062 25,000 100.00% Benefits 553,934 577,121 544,478 559,159 829,683 679,876 21.59% PERSONNEL SERVICES 1,568,133 1,487,663 1,614,254 2,420,041 2,690,565 2,841,264 17.41% OPERATING EXPENSES Utilities 199 16 Equipment and Supplies 51,146 87,621 84,430 103,800 103,830 86,500 -16.67% Repairs and Maintenance 739 100 1,000 1,000 10,500 950.00% Conferences and Training 27,930 8,961 25,051 27,700 27,700 28,200 1.81% Professional Services 130,582 112,025 292,799 296,824 2,036,798 630,000 112.25% Other Contract Services 12,972 9,241 76,255 111,240 111,240 127,740 14.83% Expense Allowances 17,007 19,716 15,765 31,700 31,700 31,700 0.00% OPERATING EXPENSES 239,638 238,502 494,417 572,264 2,312,268 914,640 59.83% NON-OPERATING EXPENSES Transfers to Other Funds 270,524 301,874 11.59% NON-OPERATING EXPENSES 270,524 301,874 11.59% Total 1,807,770 1,726,164 2,108,671 3,262,829 5,002,833 4,057,778 24.36% Personnel Summary 6.15 7.00 8.00 14.00 14.00 15.90 1.90 Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22 and the addition of 2 new positions requested as part of the FY 2023/24 budget. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. Changes in Operating Expenses reflect a reallocation of budget between expense catergories and the transfer of Surf City"3" Cable Channel operating and programming costs to the General Fund. 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. 123 City Manager Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Donations(103), and Sustainability (1233,1240) OPERATING EXPENSES Utilities Equipment and Supplies 1,450 6,024 8,288 Conferences and Training 6.000 6,000 -100.00% Professional Services 27,861 7,822 OPERATING EXPENSES 29,311 13,846 6,000 14,288 -100.00% NON-OPERATING EXPENSES Transfers to Other Funds 3,120 NON-OPERATING EXPENSES 3,120 Total 29,311 16,966 6,000 14,288 -100.00% Significant Changes The City is no longer the lead agency for the OC Recycling Market Development Zone so the costs associated with the program will not be incurred by the City. The City also completed two grant-funded energy projects, EPIC Challenge I and II,for the Oak View Community. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 01233 OC Recycling Market Dev Zone (20) 6,000 6.000 (6,000) 01240 EPIC Challenge 42,533 Total (20) 42,533 6,000 6,000 (6,000) 124 City Manager Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Surf City"3" Cable Channel(243) OPERATING EXPENSES Utilities (19) Equipment and Supplies 3,096 400 1,000 1,000 -100.00% Repair&Maintenance 20,146 2,264 6,679 32,000 38,409 -100.00% Conferences and Training 657 500 500 -100.00% Professional Services 116,316 302,808 335,912 370,000 499,314 -100.00% Other Contract Services 47,374 66,255 49,325 77,500 81,992 -100.00% OPERATING EXPENSES 187,569 371,328 392,315 481,000 621,215 -100.00% CAPITAL EXPENDITURES Improvements 227,524 132,000 120,624 -100.00% Equipment 98,708 143 16,182 10,000 10,000 490,000 4800.00% CAPITAL EXPENDITURES 98,708 143 243,706 142,000 130,624 490,000 245.07% Total 286,277 371,471 636,022 623,000 751,839 490,000 -21.35% 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. Beginning FY 2023/24, operating and programming expenses have been transferred to the General Fund and budgeted expenditures are for HBTV studio equipment upgrades in the Civic Center, as these funds are restricted to capital costs. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00243 Surf City"3"Cable Channel 1,577,861 539.482 534,303 500,000 500,000 490,000 (10,000) Total 1,577,861 539,482 534,303 500,000 500,000 490,000 (10,000) 125 City Manager Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Specific Events(1o1) PERSONNEL SERVICES Salaries, Permanent 2,291 2,821 13,540 100.00% Salaries,Temporary 1,406 235 Salaries,Overtime 18,790 9,047 30,561 50,000 48,500 43,285 -13.43% Benefits 3,287 1,112 4,535 4,705 100.00% PERSONNEL SERVICES 25,774 10,159 38,153 50,000 48,500 61,530 23.06% OPERATING EXPENSES Other Contract Services 174 1,500 1,500 100.00% OPERATING EXPENSES 174 1,500 1,500 100.00% NON-OPERATING EXPENSES Transfers to Other Funds 1,970 100.00% NON-OPERATING EXPENSES 1,970 100.00% Total 25,948 10,159 38,153 50,000 50,000 65,000 30.00% 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. Changes in Personnel Services(Permanent and Benefits)and Other Contract Services are for staff oversight and processing of permits, while the overtime appropriation covers overtime costs incurred by the Police Department and the Marine Safety Division of the Fire Department. Transfers to Other Funds accounts for Pension Obligation Bond (POB)costs and is tied to personnel costs. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00101 Specific Events 17,588 161.474 50.000 50,000 65,000 15,000 Total 17,588 161,474 50,000 50,000 65,000 15,000 126 '/ IO% 9a awAs, City of Huntington Beach in` -1 Community Development V> z P V . . -='c. T: Proposed — FY 2023/24 °L: Director of Community Development Deputy Director of Community Deputy Director of Community Development Development ADMINISTRATION Princi pal Management Analyst Management Analyst Senior GIS Analyst Senior Administrative Assistant Administrative Assistant(2) C DEVELOPMENT SERVICES )_ ( COMMUNITY ENHANCEMENT ) ' 1 PLANNING PERMIT CENTER BUILDING HOUSING CODE ENFORCEMENT ECONOMIC Planning Manager Permit&Plan Check Building Official Housing Manager Code Enforcement Manager DEVELOPMENT Principal Planner Supervisor Plan Check Engineer(2) Senior Management Principal Code Enforcement Economic Development Senior Planner(2) Senior Permit Building Inspection Manager Analyst(1.5) Officer(2) Manager Associate Planner(3) Technician(4) Principal Combination Management Aide Economic Development Senior Code Enforcement Permit Technician Inspector(2) Officer(4) Project Manager Associate Planner Senior Combination Code Enforcement Officer(3) Assistant Planner(2) Inspector (6) Code Enforcement Technician Administrative Combination Inspector(4) Office Assistant II Assistant Office Assistant II 127 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 Department is comprised of two primary areas: Development Services and = ` " " * ' Community Enhancement. Development �� ~I.va `' Services is comprised of the following "' to ,' "� »- ., L'..~ . ,t". , divisions: Planning, Building and the 4 A;� 1 ._ ^}n-, Permit Center. Community Enhancement , ,6- -_ is comprised of the Housing, Code "` ' Enforcement and Economic -,. '.."6 V s- - ; + is F"-. ;,;,I Development divisions. The Community - • K ;.-- , ,,°�;2 1`us\ +, Development Department strives to 14 + !44 behave in a team-oriented way with �� a � 1 humility, social awareness, passion, - ��£ '- its r. ,,", , , ''"'r exceptionality, and inte integrity through the -" 4 a �"'` 7 9 Y 9 provision of services that reflect the goals ` gib ' c _ /,>f , _. of the City Council and community while Z t'' r� ensuring the health, safety and welfare of - a.., _ - _ 1 1,"'' j i the public. Administration Division The Administration Division provides back-end support to the department as well as front-end concierge service to the public. The day-to-day operations of the department are largely driven by the Administrative Division. Budgeting, payroll, evaluations, training, recruitments, communications, reports, contract administration, data analysis, forms, public notices, purchasing, etc. are all functions of the Administrative Division. Planning Commission The Planning Commission is a quasi-judicial decision making body with authority over development proposals that require discretionary permits. Each City Council member makes an individual appointment to the Planning Commission. The Planning Commission meets twice a month. The City's budget accounts for the Planning Commission as its own separate division to account for meeting expenses as well as provide educational and conference/workshop opportunities for Planning Commissioners. ,,,,- 1:13 ) •,'`ter. a •ti . . to SF rj 1 , ,h i -_ , u 128 Community Development Department Descriptions Development Services Development Services is responsible for a myriad of services that promote a quality built environment including the following divisions; Planning, Permit Center, and Building. Planning Division _ The Planning Division is responsible for Entitlement Processing (i.e. Current Planning) and Policy and Ordinance Development (i.e. Advance/ Long Range `1-2-• / l Planning). Current Planning is responsible for coordinating the review of development proposals to ensure compliance ''',,, with the City's General Plan and Zoning and Subdivision .b � � Ordinance as well as Federal and State regulations. This _ - -,; , , effort includes processing applications for entitlements , .� , (permits, subdivisions, variances, etc.), environmental • t 'lia review, and plan check services. Advance Planning � - —l" %� 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. Planning staff work directly with residents, businesses and developers. The Planning Division is responsible for staffing the Planning Commission, Zoning Administrator and Design Review Board. 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, routing plans, reviewing 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 1. '1, :-I ensuring projects are constructed pursuant to Rom, " r • j,. ,.. the approved plans once a permit has been t.1 ' "" <-I' 4- r issued. The purpose of inspections is to -4 ` '0 - at.: safeguard construction in town from shoddy - = - jr and unsafe work, protecting the owners and occupants of buildings. Once a construction t� _ --Y" _. - 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. 129 Community Development Department Descriptions Community Enhancement Community Enhancement is responsible for a myriad of services that promote quality of life including the following divisions; Code Enforcement, Economic Development, and Housing. Code Enforcement Division Code Enforcement's responsibilities include enforcing certain provisions of the City's . Municipal Code, primarily through voluntary compliance with escalated enforcement as needed. The Code Enforcement Division works to maintain an attractive, safe community, which helps improve both property values and the quality of life within the - I. ti , ' City. Code Enforcement Officers interact with residents and businesses on a daily basis. a-I V*! Economic Development Division Economic Development - — ' activities include business �. .V" iii development efforts via , *i ----- Business Retention, Expansion _ .' ..____ _o„Li a and Attraction programs which - -. I• =r ` 1 i strive to grow the local tax base, .�create jobs,and generate wealth - - ,y I i _ ri s 2* by which community benefits are �'�;,: ' ,'11;' T f1 trsi _ II NI—. + Itii�:.I'2. 11. derived. The Division acts as , ;��„• ,�" r, liaison with the Chamber of � ' Commerce, Visit Huntington ,17 r I v':. w �~ Beach, the Downtown Business ° 1t 1ti" (1 I ,4 I r Improvement District (BID), t�N ) 1 1 ,.,i , _, Golden West College, local 'i'� f' '' _r ��'l " iy�.!i,��/ lenders, the Small Business sue„1�•, Development Center, the _ __, ___ ;.!---. ,,-- .. Orange County Business Sammy Hoped Cabo Wabo Bwrn Clubvneupan n rebuary al The Watamunt Beath Rosa(in limbo/on Beath(Courtesy or Sammy Hager Cabo Viabo Bauch Council, and the Workforce ""b' Investment Board. These strategic partnerships allow the City to leverage resources and relationships to provide businesses the support to grow and expand. The Division also helps to manage the leasing of certain City real estate assets, including the Pier, and works to attract investment and assist with economic recovery needs. Housing Division The City has the third largest portfolio of affordable housing in the County which can be accessed at https://www.huntinatonbeachca.gov/government/departments/community-development/affordable-housinq- viewer/. This inventory is accomplished by leveraging funds generated through a myriad of programs including the City's Inclusionary Housing Ordinance, leveraging former redevelopment dollars set aside for affordable housing, HOME Investment Partnerships Program as well as other grant programs. Staff monitors these units to ensure compliance with regulatory agreements and tracks the residual receipts as part of the debt service payments. The Housing Division manages the City's local Tenant Based Rental Assistance (TBRA) Program, a key effort to help with homeless prevention and assists the Police Department with homeless response. The City owns a mobile home park and management of the park is overseen by the Housing Division. 130 Community Development Department Descriptions 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 Investment 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. City of Huntington Beach Affordable Housing ,..o4St =iaoo.ra.ma..«rweh•m.merym...+,rb.w..w�oar�.n:.m.w.'nom.nma..e."amu.ww�+++..m• +s.""." '''.vdba.'.r. 0 on.y..:.. - -n.: �2m..r,..+mtwm.nea.mm.nun.,u.p.m....w�me msw.wn wmw,y Ca.. *,,,rb.ra...na,oroy.ya.aa mrrdm..a+•+m.u+�et ' pip +rafi- ,// Iria....... I .. ._,.. I-., °, ;enrorHou,FtlgPraps' err . �a� .� 0 .': �... is .,,� a ■,,.'owl. w ! e . .. i s MITAi �� w�' • = Y# 11 r • _': @fateaba, � ., I 'R ,;1, I1C.Ck il%,-0.0C. _ gum.... m.. _., Ir sucav VALI 40r."1"-'*-14i151:11.47' ' '— ' jv . .C);4.'Y:'1-- --1 1- , ' ... ..:� maxvi R mom® e -._ __•'•.OM yM a f https://www.huntingtonbeachca.gov/government/departments/community-development/affordahie-housing-viewer/ The City of Huntington Beach has over 75 `'it . -, affordable rental and ownership housing projects totaling almost 3,000 units that are occupied by extremely low, very low, low, and w e .Li ii i�o l+ - "' moderate income level households. All �' ' :o • affordable properties in Huntington Beach are ' i °. a ` t ,- owned and managed byprivate companies or ``1( '', � l'�Ei 9 p l� r- i _ ,' ;,e I Ik l �; E• - nonprofit organizations. ___._� _ / - - �, Beach and Ocean: 17 Affordable Rental Units All properties that are currently operating with affordable , ' � F , units are displayed on the City website. Click on the photos or map icons to learn about each property. Contact -information for for each property is provided for residents to inquire about waiting list status. Property searches can be narrowed to "Rental Properties", "Ownership Properties", or "Senior Housing Properties"specifically. Luce:51 Affordable Rental Units 131 Community Development By the Numbers Administration Division • Accounts Receivable- $4,038,277 payments received (fees, rent, etc) • Procured $11,332,473 in goods and services(equipment, supplies, contracts, etc.) • Facilitated 1,037 hours of training. • Facilitated the hiring of 11 new employees. Planning Division • Completed 3 new or amended zoning ordinances. • Completed 1 General Plan Amendments. Permit Center & Building Divisions • Permitted 388,208 SF of new residential development. • Permitted 140,196 SF of residential remodels. • Permitted 861,280 SF of new non-residential f development. I , r> r • • Reviewed and approved 11,139 permits with ax '� � _,;` ^ construction valuation of approximately `. i• $263,122,160. Ki t111�s � i4 • Received $6,142,348 in fee revenue $ I�- Ilt'� 1I��gli S!_o • 123 residential units finaled. ar • Processed 657 certificates of occupancy for new =iG , and change of business. Sew NNW • Performed over 32,823 building, mechanical, epp: .� `-m plumbing, and certificate of occupancy inspections. • Processed 136 applications for Short-Term Rentals. • Issued 63 Short-Term Rental Permits. Code Enforcement Division • 5,327 complaints received. • 3,545 violations confirmed. • 2,284 violations resolved via voluntary compliance. • $73,500 worth of citations issued. • $56,500 worth of citations collected. Economic Development Division • Managed leases with annual revenue to the City of over$900,000. Housing Division • Provided emergency rental assistance to 22 low- income households through the Tenant Based Rental Assistance (TBRA) Program. • • 8 moderate-income housing units finaled • Provided English education to 139 adults through /"e.M g - D the Oak View Family Literacy Program. s r • Assisted 442 at-risk seniors with Care TJ �r � "^Management services. j' R"_— '2. • Provided assistance to 26 homeless youth through s•t_. StandUp for Kids OC. • Provided 162 youth with after school programs through the Oak View Children's Bureau. Five Points Senior Apartments • Constructed 25 new curb ramps. • Provided fair housing counseling services to 325 households through the Fair Housing Foundation 132 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 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 1. Perform 95%of construction inspections on the same day scheduled. Measure: % of construction inspections performed on 98% 98% 99% same day scheduled Goal: 2. Complete 85% of projects submitted (first submittal) for initial plan check within 20 business days. Measure: %of first submittal plan checks completed within 96% 92% 85% 20 business days Goal: 3. Process 95% of building, electrical, plumbing, and mechanical plan checks electronically. Measure: % of building, electrical, plumbing, and 92% 94% 95% mechanical plans reviewed electronically instead of on paper Goal: 4. Perform enforcement actions and close 50%of cases within 30 days. Measure: %of enforcement action cases closed within 30 47% 53% 50% days Goal: 5. Process 100% of entitlement applications and environmental reviews within State of California recommended guidelines. Measure: % of entitlement applications processed within 100% 100% 100% recommended guidelines 133 Community Development Accomplishments &Objectives FY 2022/23 Accomplishments • Held.a public study session of the Planning Commission to provide training on state housing legislation • Implemented electronic plan review for planning applications enabling the entire planning entitlement process to be conducted online. • As of February 2023, 100 percent of new plan submittals are electronic. • Obtained State grant funding to implement an online permitting platform for standard residential solar and storage systems. • Further streamlined customer service by providing more services through the online portal (Accela) for permit and plan submittals such as increasing the number of permits that are available on Accela and online inspection scheduling; provided direct permit center email for 24-48 hour responses on all general inquiries (this eliminated the need for in-person visits for inquiries, reflecting an 80% reduction of in-person services). • Pre-Accela Building Division documents in Laserfiche were integrated with Accela. They are now available directly through Accela. • Conducted community outreach for the Downtown Urban Design Study to identify proposed improvements and worked to reopen the second block of Main Street. • Provided plan check and inspection services for the conversion of the Quality Inn and Suites to 62 housing units for people experiencing homelessness or at-risk of homelessness. Due to the associated project funding,the project had an accelerated plan check and construction schedule. • Completed amendments to the Beach and Edinger Corridors Specific Plan to allow more uses within existing,commercial centers, which ensures that retail center operators are able Ito attract tenants and keep business spaces occupied • Completed entitlements for the development of the Holly triangle, an approximately two acre property that has been primarily vacant for decades,with 35 townhomes, including five affordable homes. • Completed entitlements for the development of 34 townhomes, including three affordable homes, at the northwest corner of Talbert and Newland. • Completed entitlements for the development of 48 rental townhomes, including five affordable homes along Ellis Avenue just east of Beach Boulevard. • Completed entitlements for the development of 346 apartment units, including 70 affordable units on Delaware Street near Main Street. • Established a Mobile Home Tenant Based Rental Assistance program to assist seniors(over 62)in the very low-income or lower category to pay for a portion of their mobile home space rent. • Extended the life of Ocean View Estates Mobile Home Park by 15 years with a new closure date of October 2039. • Established permanent objective development standards for SB 9 development projects in accordance with State law. • Completed entitlements for the revitalization of the Bella Terra mixed use shopping center with 25,000 square feet of new retail and restaurant space, 300 residential units, demolition of obsolete big box retail, construction of a new parking garage and pedestrian and vehicular circulation improvements. • Completed final inspections for new businesses in the City including: Amazon Fresh, In-N-Out, Huntington Gateway(tenants include Amazon, Epson,Cambro),McKenna Subaru,Target,Beachwood BBQ& Brewing, and TS Conductors. • Completed the following housing and federal funding activities: o Provided emergency rental assistance to 22 low-income households through the Tenant Based Rental Assistance(TBRA) Program. O 43 lower-income(Jamboree Senior Project)housing units financed. O 62 lower-income housing units and 10 moderate-income housing units completed. o Provided outreach services to 10 homeless individuals. o Provided English education to 139 adults through the Oak View Family Literacy Program. o Assisted 442 at-risk seniors with Care Management services. o Provided assistance to 26 homeless youth through StandUp for Kids OC. o Provided 162 youth with after school programs through the Oak View Children's Bureau. o Constructed 25 new curb ramps and 325 existing outdated curb ramps. o Provided fair housing counseling services to 325 households through the Fair Housing Foundation. 134 Community Development Accomplishments & Objectives • Renewal of the Business Improvement District(BID)with a levy of an assessment for FY 22-23 and execution of an agreement with the BID. • Continue to meet regularly with businesses under the business retention and expansion program,as well as support the business community through BID, Visit Huntington Beach (VHB), Orange County Business Council (OCBC), Orange County Small Business Development Center(SBDC), and Chamber meetings and events. • Advanced City real estate projects by executing agreements, amendments, and assignments for pier and beach concessions and other City-owned properties. • Monitored City real estate assets and managed leases with annual revenue to the City of over $900,000. • Completed a draft Coastal Resiliency Plan-through continued work on the City's certified Local Coastal Program Update. • Obtained recertification of the Community Rating System (CRS)and achieved a lower CRS classification,which enables residents with properties located within a Federal.Emergency Management Agency(FEMA)flood zone to receive discounted flood insurance rates. • Eliminated paper permits, inspection correction lists and job cards. • Prepared the City's update to the 2022 California Building Standards Code, in accordance with the California Health and Safety Code, and presented to.the City Council for adoption. • Cross-trained Senior Permit Technicians to learn how to process and issue several Planning Permits. FY 2023/24 Objectives • Prepare an outreach strategy and complete community outreach on the Local Coastal Program Update and hold a public study session with the City Council. • Post approved permits and sample projects on the Community Development website consistent with AB 2234. • Integrate Accela with Solar App+to comply with SB 379 and issue instant solar permits. • Continue to promote the QLess app as a way to get in line for City services before arriving at City Hall, which will save customers'time. • Enhance access and availability of department and project information to the public via regular updates to the department website, timely removal of outdated information, and easy-to-use tools such as the Geographical Information System(GIS)Story Map for major projects and the GIS Zoning Look-Up Tool. • Complete a clean-up amendment to the Zoning Code by updating definitions,and processes, removing outdated code sections, clarifying development standards and creating more efficient entitlement processes for residents and businesses. • Establish objective standards for residential uses in non-residential zones pursuant to AB 2011 and SB 6. • Create an application and submittal checklist for housing development projects subject to by- right approvals in accordance with State housing laws. • Update the zoning and municipal code to identify and revise existing subjective standards and design guidelines. Establish new objective standards to achieve quality architecture and building and site design. • Continue processing zoning entitlements in a timely manner and in accordance with Permit Streamlining laws. • Continue processing density bonus and affordable housing agreements in a timely manner and in accordance with State housing laws. • Continue processing homebuyer program resale and refinancing requests in a timely manner in compliance with City program guidelines. • Assist other departments with development review and permitting of City facilities, including California Environmental Quality Act (CEQA) review and compliance, Coastal Commission review, and Design Review Board. • Create smaller building inspection areas,which will cut down on driving time between inspections resulting in an increase in total daily inspections and a decrease in gas use and wear and tear on city vehicles. • Monitor and maintain compliance with changing California State Laws related to land use. 135 Intentionally Left Blank Ojar Community Development Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 25% Capital ..n_..___ Expenditures 3% Non-Operating Expenses Personnel Services 7% 65% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 7,316,061 7,059,663 7,703,620 8,184,711 9,080,906 8,750,245 Operating Expenses 2,588,386 3,726,585 2,992,495 3,036,051 9,155,578 3,442,616 Capital Expenditures 249,989 55,019 41,332 415,621 415,621 427,498 Non-Operating Expenses 205,433 1,271,367 3,763,094 898,259 120,000 906,659 Total Expenditures by Category 10,359,869 12,112,634 14,500,540 12,534,642 18,772,105 13,527,018 Expenditures by Fund 00100 General Fund 81% 00240 HOME elr Program 7% 00239 CDBG 12% Fund 308 represents less than 1%of expenditures and are not labeled in the above chart. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 00100 General Fund 8,360,096 7,985,880 9,139,699 10,300,478 11,945,583 11,003,285 00240 HOME Program 911,039 1,114,313 3,928,962 760,225 2,906,970 913,370 00308 In-Lieu Parking Downtown 5,074 100,000 109,938 50,000 00715 State Grants 196,626 176,707 326,667 00239 CDBG 1,088,734 2,815,815 1,250,098 1,373,939 3,482,946 1,560,363 Total Expenditures by Fund 10,359,869 12,112,634 14,500,540 12,534,642 18,772,105 13,527,018 137 Community Development Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 4,251,450 4,143,276 4,780,858 5,909,393 5,904,597 6,231,434 5.45% Salaries,Temporary 131,155 284,151 186,058 261,243 266,377 267,514 2.40% Salaries, Overtime 11,839 19,274 25,348 70,613 70,613 80,032 13.34% Leave Payouts 140,773 111,360 115,314 104,000 100.00% Benefits 2,780,844 2,501,602 2,596,042 1,943,462 2,839,319 2,067,265 6.37% PERSONNEL SERVICES 7,316,061 7,059,663 7,703,620 8,184,711 9,080,906 8,750,245 6.91% OPERATING EXPENSES Utilities 340 Equipment and Supplies 95,338 103,680 96,113 141,373 166,586 144,942 - 2.52% Repairs and Maintenance 656 19,611 48,737 80,720 90,671 106,745 32.24% Conferences and Training 34,877 22,201 35,752 58,100 58,100 65,100 12.05% Professional Services 1,122,636 2,353,496 2,225,912 2,238,778 8,317,342 2,460,429 9.90% Other Contract Services 212,550 310,247 200,238 152,880 320,679 165,346 8.15% Insurance 78 Contribution to Private Agency 65,000 80,000 80,000 85,000 85,000 155,854 83.36% Payments to Other Governments 1,037,307 817,052 276,295 222,000 60,000 287,000 29.28% Expense Allowances 19,681 20,299 29,354 57,200 57,200 57,200 0.00% Other Expenses 15 OPERATING EXPENSES 2,588,386 3,726,585 2,992,495 3,036,051 9,155,578 3,442,616 13.39% CAPITAL EXPENDITURES Land Purchase 55.019 Improvements 249989 415,621 415,621 427,498 2.86% Vehicles 41,332 CAPITAL EXPENDITURES 249,989 55,019 41,332 415,621 415,621 427,498 2.86% NON-OPERATING EXPENSES Transfers to Other Funds 159.008 1,271.367 3704.218 898,259 906,659 0.94% Loans Made 46,425 58,876 120,000 NON-OPERATING EXPENSES 205,433 1,271,367 3,763,094 898,259 120,000 906,659 0.94% Grand Total 10,359,869 12,112,634 14,500,540 12,534,642 18,772,105 13,527,018 7.92% General Fund 8,360,096 7,985,880 9,139,699 10,300,478 11,945,583 11,003,285 6.82% Other Funds 1,999,773 4,126,754 5,360,841 2,234,164 6,826,522 2,523,733 12.96% Grand Total 10,359,869 12,112,634 14,500,540 12,534,642 18,772,105 13,527,018 7.92% Personnel Summary 49.50 54.00 57.50 57.50 57.50 60.50 3.00 138 Community Development Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 4,010,483 3,902,553 4,641,269 5,650,630 5,650,630 6,037,391 6.84% Salaries,Temporary 95,722 249,041 186,058 171,619 171,619 171,619 0.00% Salaries,Overtime 11,629 17,362 22,303 32,700 32,700 32,700 0.00% Leave Payouts 140,161 111,360 115,314 104,000 100.00% Benefits 2,641,718 2,369,516 2,510,740 1,855,250 2,713,349 1,998,812 7.74% PERSONNEL SERVICES 6,899,713 6,649,833 7,475,684 7,710,199 8,568,298 8,344,522 8.23% OPERATING EXPENSES Utilities 340 Equipment and Supplies 95,338 103,233 96,113 141,373 166,386 144,942 2.52% Repairs and Maintenance 656 19,611 48,737 80,720 90,671 106,745 32.24% Conferences and Training 34,877 22,201 35,752 58,100 58,100 65,100 12.05% Professional Services 978,115 712,513 1,139,677 1,288,407 2,879,322 1,290,896 0.19% Other Contract Services 146,746 237,628 120,540 106,380 125,606 115,450 8.53% Insurance 78 Payments to Other Governments 184,629 165,543 187,339 Expense Allowances 19,681 20,299 29,354 57,200 57,200 57,200 0.00% Other Expenses 15 OPERATING EXPENSES 1,460,383 1,281,028 1,657,605 1,732,180 3,377,285 1,780,333 2.78% CAPITAL EXPENSES Land Purchase 55,019 CAPITAL EXPENDITURES 55,019 NON-OPERATING EXPENSES Transfers to Other Funds 6,411 858,099 878,430 2.37% NON-OPERATING EXPENSES 6,411 858,099 878,430 2.37% Total 8,360,096 7,985,880 9,139,699 10,300,478 11,945,583 11,003,285 6.82% Personnel Summary 45.17 49.52 53.02 52.85 52.85 56.52 3.67 Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22 and the addition of 3 new positions requested as part of the FY 2023/24 budget. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. Increases in Operating Expenses are due to increased costs of normal business activities and one-time funding for additional maintenance projects for Ocean View Estates. 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. 139 Community Development Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Community Development Block Grant(215,239,248,863) PERSONNEL SERVICES Salaries, Permanent 225,052 226,483 139,589 235,556 227,000 168,923 -28.29% Salaries,Temporary 35,433 35,109 60,772 61,232 94,729 55.88% Salaries, Overtime 210 1,912 3,045 37,913 37,913 47,332 24.84% Leave Payouts 612 Benefits 128,198 124,046 85,302 82,049 118,809 61,556 -24.98% PERSONNEL SERVICES 389,505 387,550 227,937 416,290 444,954 372,540 -10.51% OPERATING EXPENSES Equipment and Supplies 447 200 Professional Services 83,003 1,388,754 639,392 151,969 2,162,099 243,000 59.90% Other Contract Services 65,804 72,619 79,698 46,500 195,073 49,896 7.30% Contribution to Private Agency 65,000 80,000 80,000 85,000 85,000 155,854 83.36% Payments to Other Governments 30,000 79,956 77,869 222,000 60,000 287,000 29.28% OPERATING EXPENSES 243,807 1,621,777 876,959 505,469 2,502,371 735,750 45.56% CAPITAL EXPENDITURES Improvements 249,989 415,621 415,621 427,498 2.86% Vehicles 41,332 CAPITAL EXPENDITURES 249,989 41,332 415,621 415,621 427,498 2.86% -Transfers EXPENSES Transfers to Other Funds 159.008 806,488 44,995 36,559 24,575 -32.78% Loans Made 46,425 58,876 120,000 NON-OPERATING EXPENSES 205,433 806,488 103,871 36,559 120,000 24,575 -32.78% Total 1,088,734 2,815,815 1,250,098 1,373,939 3,482,946 1,560,363 13.57% Significant Changes The FY 2023/24 Community Development Block Grant (CDBG) from the Federal Department of Housing and Urban Development (HUD)is$1,171,668. 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. Capital Improvement Projects include a Central Library ADA Restroom Project and ADA Curb Cuts/Ramps within Maintenance Zone 4.The budget includes spending down$388,695 of prior year anticipated fund balance. 140 Community Development Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Community Development Block Grant(215,239,248,863) (continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00215 Rehabilitation Loans 805,417 130,887 38,821 00239 CDBG^ 915,450 676,921 1,547,684 1,373,939 1,373,939 1,171,668 (202,271) 00248 CDBG CARES Funding 101,754 179,360 00863 CDBG 13/14 36,346 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. Total 1,757,212 909,563 1,765,866 1,373,939 1,373,939 1,171,668 (202,271) 141 Community Development Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year HOME Program (240,843,854, 1209,1220,1236) PERSONNEL SERVICES Salaries, Permanent 15,915 14,240 23,207 26,967 25,120 8.24% Salaries, Temporary 28,852 33,526 1,166 -95.96% Benefits 10,929 8,039 6,163 7,161 6,897 11.91% PERSONNEL SERVICES 26,844 22,280 58,222 67,654 33,183 -43.01% OPERATING EXPENSES Professional Services 61,517 55,602 265,083 698,402 2,839,316 876,533 25.51% Payments to Other Governments 822,678 571,553 11,067 OPERATING EXPENSES 884,195 627,154 276,150 698,402 2,839,316 876,533 25.51% NON-OPERATING EXPENSES Transfers to Other Funds 464,879 3,652,812 3,601 3,654 1.47% NON-OPERATING EXPENSES 464,879 3,652,812 3,601 3,654 1.47% Total 911,039 1,114,313 3,928,962 760,225 2,906,970 913,370 20.14% Significant Changes HOME funds are being used for two Tenant Based Rental Assistance(TBRA)Programs,as well as administration costs. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00240 HOME Program 560,137 676,139 1,021.733 760,225 760,225 668.370 (91,855) 00854 HOME Program 06/07 1,591,189 01220 HOME Program 15/16 148,678 01236 HOME Program 16/17 247,451 Total 2,547,456 676,139 1,021,733 760,225 760,225 668,370 (91,855) 142 Community Development Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Parking In-Lieu (308) OPERATING EXPENSES Professional Services 5,054 100,000 109,938 50,000 -50.00% Payments to Other Governments 20 OPERATING EXPENSES 5,074 100,000 109,938 50,000 -50.00% Total 5,074 100,000 109,938 50,000 -50.00% 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 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00308 In-Lieu Parking Downtown 18,336 115,018 65,717 393,809 393,809 54,466 (339,343) Total 18,336 115,018 65,717 393,809 393,809 54,466 (339,344) 143 Community Development Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Donations and Other Grants OPERATING EXPENSES Professional Services 196,626 176,707 326,667 OPERATING EXPENSES 196,626 176,707 326,667 Total 196,626 176,707 326,667 Significant Changes No significant changes. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00715 State Grants 125,967 73,276 535,757 (535,757) Total 125,967 73,276 535,757 1 (535,757) 144 City of Huntington Beach I. Community & Library Services �--: '--r'' Proposed — FY 2023/24 Director of Community&Library Services Deputy Director of Community&Library Services ADMINISTRATION Principal Management Analyst Management Aide Senior Administrative Assistant �CE FACILITIES&EVENTS CPROGRAMS&SERVICES ) ( LIBRARY&CULTURAL SERVICES ) Community&Library Services Manager Community&Library Services Manager Community&Library Services Manager PARKING&CAMPING Community&Library Services Supervisor CULTURAL SERVICFS Parking&Camping Operations Supervisor Parking&Camping Crewleader SENIOR SERVICES Senior Community&Library Supervisor Parking&Camping Operations Lead Senior Community&Library Svcs Supervisor Community&Library Services Coord. Parking&Camping Assistant Administrative Assistant Community&Library Services Coord. Social Services Supervisor LIBRARY SERVICES Volunteer Services Coordinator Principal Librarian PARKING METERS Senior Services Transportation Coordinator Librarian I Parking&Camping Operations Lead Office Assistant II Senior Administrative Assistant Parking Meter Technician(2) Senior Library Specialist SFNIOR RFSREATION. Facilities Security Coordinator SPECIFIC EVFNTS Community&Library Services Supervisor Facilities Maintenance Coordinator Community&Library Services Supervisor Community&Library Services Coord.(2) Community&Library Services Coord. YOUTH &FAMILY PROGRAMMING. CITY GYM&POOL SERVICES FACILITY RENTAL S Community&Library Services Supervisor Senior Librarian Community&Library Services Coord. Librarian I(2) FACILITY&CONCFSSION AGREEMFNTS Library Services Assistant(3) FPISON COMMUNITY CENTER Community&Library Services Supervisor PUBLIC&COMMUNITY OUTREACH Community&Library Services Coord. SERVICES Senior Librarian(2) MURDY COMMUNITY CENTER Librarian I(2) Community&Library Services Supervisor Literacy Program Specialist(2) Community&Library Services Coord. Library Specialist Library Services Assistant(2.50) TECHNOI OGY&SUPPORT SERVICFS Senior Librarian Librarian I Senior Library Specialist(.75) Library Services Assistant Accounting Technician (2) 145 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 / j(•- - , seasonal recreational, cultural, human, and t •lilt- _.3.. library services programs. These include -- ''01 0 special events at the City's parks, beaches, \ II 1'f ` A � " -. i~.°. y and community facilities, including major ,Av. ,01 j. IL °_ '.- iik,- annual events, such as the U.S. Open of ..t:: �'>.'' ►h; v`tv 4c.•'` 4,.. L "f Surfing and the Pacific Airshow. The ; s��-'`. e..+,'' i Department also manages the City's off- "N �� '' II street parking lots, the Main Promenade - A �"` q... i v i Parking Structure, and all on-street metered 4 i - parking throughout the City. The , Department participates on 17 boards, . 4,-1 '' commissions, task forces, and community groups. Traditional Library Services _ _ continue to provide seniors, children, and ' students a book and information rich environment, while our literacy programs ''.„t * 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 x� " """" partnerships with corporations, agencies, and non-profits such as the Huntington Beach Council on Aging, Hoag Memorial Hospital Presbyterian, Orange Coast Memorial Medical Center, and Children's Bureau of Southern California that . tl.� _ allow the City to provide a higher level of service 4 A.. . #, and a greater number of programs. Support staff s • : .,-.r.,'` �,y`` . t"' - process requisitions and refunds, perform payroll a.5 ' f x '"gi'Ft �' t `' y , , A and hiring functions, as well as administrative " ® .— ,; 'Q' ` lit j - - 1-Zt assistance with Requests for Council Actions - i ..L�i aki (RCAs), Requests for Legal Services (RLSs), drafting contracts and agreements, and '�"' concession leases. Park Development is another function within the Administration Division and oversees collaboration 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. 146 Community & Library Services Department Descriptions Facilities & Events Division ' • This Division coordinates the multi-departmental Specific Event permit process for major events like the U.S. Open . . of Surfing and the Pacific Airshow at the beach, Pier ' • ' •• •• • •• . Plaza, parks, and other locations, as well as the beach • • . - special event permitting process. • .•'.'•,'.'•,' •• ' ' The Division oversees facility and lease agreements in • City parks and beaches, and participates in the planning of all park-concession related activities. The Division is 7 ' ifirli ' . , also responsible for the oversight of the Huntington �,-4-5 iv'' Central Park (HCP) Sports Complex, Adventure Playground and Clubhouse facility rentals. _' The Parking/Camping and Parking Meter Sections of this V_ Division include the management of the Huntington Beach 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 1 - staffing the City's Recreation and Human Services programs. The Recreation Section manages and operates '� , the Murdy and Edison Community Centers, as well as the u'' 11111 City Gym and Pool. In addition, Recreation is responsible ', • for programming the Senior Center in Central Park. ,� R+4 Recreation programs are available through the SANDS i :P 4 x Recreation, Community and Library Services Guide and f• o,can be found online at hbsands.org. Programs include E ,. '°•,' year-round activities such as instructional classes; adult, 1 youth,and peewee sports;aquatics,recreation events and • - * I programs such as the"Pier Swim,"the"Family Camp Out," -'F . "Dinner with Santa", and the "Summer Surf Contest;" as ,r well as seasonal programs such as summer sports programs and Camp HB. Senior Services liaises with the Huntington Beach • Council on Aging (HBCOA) and oversees the :'".d et ".• operation of the Senior Center in Central Park, as !✓ • • t: , well as the management and development of r . #s , F •"' • ^ ' senior programs, including senior recreation, ', i transportation, meals, and care management. A s ' '� i '.I + _ fitness center and fitness programs are also r�ry �[j` - 4 _, '� ' r. ` 'I featured in the Senior Center in Central Park. x ' Programs and Services also provides contract —'- t_ management for the Oak View Family Resource i 1 1Il . Center and liaises with the various collaborative -- - partners in the Oak View area. 147 Community & Library Services Department Descriptions Library & Cultural Services Division Library and Cultural Services is responsible for the -.Ow `gh:lb, operation of Huntington Central Library located in 1'� orik vol Huntington Central Park and four branches (Main "mew �►, Street, Oak View, Banning, and Helen Murphy), as .`�, _ „ 6- . j well as the Huntington Beach Art Center. This - - __- ---,_ Division serves as the liaison to various library - ---. affiliated community groups, such as the Friends of the Library and the Friends of the Children's Library, >c�,; djIIIF4 as well as the Art Center Foundation. _ ^ w , ': Library Services includes Youth Services and Family v $ ` ,i Programming, Public Services and Community a �,'` y t; Outreach, Literacy Services, Technology and '�''-r `, -i2-, -:II° "f Support Services. A Youth Services and Family Programming offers I. monthly,seasonal,and year-long reading programs fory. ii children and teens. Committed to fostering a love of r , reading and creating lifelong readers, the Youth t 11°0R y Services and Family Programming section offers a �� P a variety of story times six 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. , • � l Cultural Services coordinates art \- , programming, including the annual Centered-on-the-Center community " exhibition, as well as juried and non- Q juried exhibitions. The Art Center s presents the works of artists producing 1 ' in all media through their exhibitions, 1 - ~, ` ` ' performances, film/video screenings it `,, *, F ,` - and lectures and provides a variety of ./ � instructional classes for children and ._ . n + } 1 adults, as well as summer day camps. {a 1u. 148 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 Objectives, as well as the goals and objectives of the Department. « • Serve as Manager/Staff Liaison to the Community & Library Services Commission. ' id • Liaise with City boards, commissions, task forces, committees, foundations, • and other community groups. - • "t' ,1' , f' , • � r . ? $.1.10.. Develop partnerships/sponsorships with i ka' i� private and non-profit organizations. ;` >`• `' •:••• • Liaise with the Friends of Shipley Nature +`;',, '�� ' 1 - Center, Huntington Central Park ^--, st.. VI 7 h I' V;` . U�� 1.• Collaborative, and the Huntington �p ,''' • �i 7 ;';\ Beach Community Garden organizations. p ► • Process refunds, special permits, and rfTh- .�®�- '°"'' \I" L 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. • Manage concession agreements in City parks, beaches, Equestrian Center, and Meadowlark Golf Club. y • Oversee Special and Specific events. _ tk 4 . '' • Operate and manage the beach and Pier f T-- • �i7��Plaza parking lots, Main Promenade - -_ _:a -="4 Parking Structure (MPPS), and the - • �- , Huntington Beach RV Campground. r 11 'e - - •: , • Oversee contracted management of the a , — 1�A. '': •+-.k".i•+`,- = HCP Sports Complex including eight - • �e+�3rialti„�y+ '� _ softball fields,four artificial turf soccer fields, _. -- , batting cages and a team room. _ `u i,f „�� • Collect revenue from the South Beach ,Jri - \ attended lots, Pier Plaza, MPPS, Sports �y s _` I. - - Complex, Bluff Top lots, Warner Fireip* r;i Station, and all metered spaces. i • Manage Memorandum Of Understandings with HB Community Garden and HB Historical Society. • Manage License Agreements with Huntington Valley, Huntington West, and Seaview Little Leagues. 149 Community & Library Services Ongoing Activities & Projects Programs & Services Division • Provide coordinated recreation classes, I _ workshops, summer camps, tennis, aquatics, - f`= - �.--. ' _ and special events for all ages. '.`.,<r • Process recreational class instructor payments " for over 125 instructors. 4i -- s JA. -- • Operate Murdy and Edison Community Centers, ",.-, = , -' , -4I I" . \ City Gym and Pool, and the Senior Center in ,R ' :- -- ' Central Park. ' • Produce and distribute the SANDS Recreation, . j _ ®' Community&Library Services Guide both online •- ••' ` ^ -.)_ and in print to approximately 80,000 households. • Provide senior programs, including 1�' IP .. volunteer 1 - coordination, recreation, fitness, transportation, IN, 1 I ' �i case management, and nutrition. • Oversee Oak View Center licensee. • Provide youth, adult, and adaptive sports programs. 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 �alliklir community to foster early childhood literacy. +� • Offer engagement activities for children and ....... —mb teens, including classes, author talks, crafts and more. • Recruit teen and adult volunteers to assist with ---,r-----_— i -_- programs and support group activities. c a • Offer a variety of programs and workshops for '.�= - adults in the community, including training in -^, _ - ,"c ,, .016 .,-,I 1.,f computers and digital resources. f , N t A. • Recruit and train volunteer literacy tutors and T, -� ' students. i ;, OY_."L ._-, • Support and coordinate activities associated ,t, Y rl with the Veteran's Resource Center at the i �' ' _ I► . Central Library. ��' • „�, •• Manage the print and electronic collection by 'i ' '� `'f ordering, cataloging, processing, and sorting '' i through materials. a-. - • Support public computing via computer labs, 5 - internet access,websites, and databases. y • Support library functions utilizing technology. !' t %r • Continue to assess the Library's digital collections to expand and improve access to r eBooks and other digital resources. _ - `, • Program art camps, art classes, and special exhibitions and programs at the Huntington Beach Art Center. 150 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 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED 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 35 Goal: 2. Perform audits of meter revenue on a quarterly basis. Measure: #of audits performed. 4 4 4 Goal: 3. Process a minimum of 70 Specific Event permits and 100 Special Event permits annually. Measure: #of Specific Event/Special Event Permits. 68/69 73/60 75/100 LIBRARY&CULTURAL SERVICES Goal: 4. Provide youth engagement opportunities through online and in-person story times and programming. Measure: #of participants in children's programs and events. 18,000 41,000 45,000 Goal: 5. Expand the number of instructional arts classes offered in the SANDS Program Guide. Measure: #of new classes presented in the SANDS Program 2 2 2 Guide each season. Goal: 6. Provide library materials to enrich the community by circulating books, media,and digital content. Measure: #of items circulated 900,000 900,000 900,000 151 • Community & Library Services Performance Measures FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED PROGRAMS&SERVICES Goal: 7. Coordinate a minimum of two (2) community recreation events per center per year. Measure: #of coordinated special events 6 6 6 Goal: 8. Offer six (6) new online or outdoor classes annually.* Measure: #of new classes offered. 6 N/A N/A Goal: 9. Present two new recreational classes in the SANDS per quarter.* Measure: # of new classes in the SANDS Program Guide N/A 2 2 each season. Goal: 10. Recruit and train new volunteers to enhance programs and service delivery. Measure: #of volunteers ( 200 120 75 After COVID reopening *Goal 8 is being replaced by Goal 9 beginning FY 2022/23 152 1 Community & Library Services Accomplishments &Objectives FY 2022/23 Accomplishments 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. • Completed the commissioning and installation of the Central Park Public Art project,entitled"To See Yourself in Nature." • Completed the Bluff Top Park State and Park funded project with Public Works. • Continued the design phase of the Edison Park Reconfiguration project. • Completed construction of the Rodgers Seniors' Center Site Redevelopment project in partnership with Public Works. • Completed the Central Park West, Booster, Hope View, and Pattinson Parks playground improvement projects in partnership with Public Works. • Initiated design improvements to the Huntington.Central Park Disc.Golf Course. • Completed Ph. 2 of the Huntington Central Park Sports Complex LED lighting retrofit in partnership with Public Works • Completed construction of the 6th and final Gotthard-side restroom replacement in Huntington Central Park. • Initiated the Marina Park and Carr Park Master Plan reconfiguration projects. • Initiated the Huntington Central Library Children's-Teen Reconfiguration, Huntington Central Library Exterior Fountain Redesign, and Banning Branch Master Plan projects. • Completed construction of the Harbor View Clubhouse Rehabilitation and Reconfiguration. • Began construction of the LeBard Park tennis courts rehabilitation project. • Completed the installation and implementation of new Civic Rec recreation registration software funded through the City's equipment replacement program. Facilities& Events Division - • Installed new turf and other improvements at the Huntington Central Park Sports Complex outdoor soccer arena in partnership with Public Works. • Completed the remodel and grand opening of Memorial Hall, the City's newest clubhouse. • Completed the remodel and reopening of Harbour View Clubhouse. • Coordinated another successful season of the Surf City Winter Wonderland Ice Rink at Pier Plaza. • Processed over 73 permits for major citywide events on the beach, Pier Plaza or other locations. • Processed over 60 permits for special events on the beach. • Processed over 375 clubhouse rental reservations. • Provided parking for 840,000 vehicles at beach lots and the MPPS. • Provided over 2.6 million hours of paid parking at smart meters and pay stations. • Rebranded the Sunset Vista RV Campground, now known as Huntington Beach RV Campground. • Launched a new camping website and began taking reservations on our new camping reservations system. • Installed new touch-screen pay stations throughout off-street lots and switched to a pay-by-plate system to save on paper and easier enforcement. • Deployed a new vehicle-mounted License Plate Reader(LPR)system in conjunction with the Police Department Parking Control to improve enforcement and the ability to track stolen vehicles. • Replaced remaining coin-only meters along Beach Blvd. and on 22nd Street. • Expanded the online parking permit system to include more permit options. • Installed a new autonomous exit gate at the Main Promenade Parking Structure to allow visitors the option to exit more quickly. • Launched a new Point of Service (POS) Parking Lot application that will provide more accurate collection and permit data at attended gates. • Added new LED lighting to the Main Promenade Parking Structure hallways/stairwells. • Selected and deployed a new mobile payment vendor. • Updated municipal-codes to improve enforcement of quality of life and parking issues. • Installed Wi-Fi for guests of the Huntington Beach RV Campground. 153 Community & Library Services Accomplishments &Objectives Programs&Services Division • Provided a variety of recreation events to the community, including Dinner with Santa, Pier Swim,Community Picnic, Fall Festival, Overnight Family Campout, Easter Hunt,City Surf Contest,as well as senior dances and outdoor concerts. • Released and awarded a Request for Proposal (RFP)for Adult Sand Sports on the beach. • Released and awarded an RFP for Personal Training at the Senior Center in Central Park. ,• Successfully launched a new recreation software, CivicRec, and redesigned the SANDS guide to be more user friendly. • Provided a two-week summer sports camp to the Oak View community. • Supported monthly Oak View community clean-ups. • Grew the Youth Sports Basketball program by 115%and Volleyball program by 54%since last fiscal year. • Offered ten weeks of a staff led.Camp HB with a total participation of 450 youth. • Over 1,900 youth participated in Learn to Swim programsat the City Gym and Pool. • Successfully partnered with the Huntington Beach Council on Aging to provide a Senior Resource Fair,"Active Aging Expo"to the senior community. ' • Managed over 38,000 volunteer hours in support of Senior Services programs valued at over$1.3 million. • Delivered almost 84,000 meals to seniors through the Home Delivered Meals (HDM)program. • In partnership with Meals on Wheels, served over 5,000 congregate meals to over 450 unduplicated individuals at the Senior Center. • Developed a shared housing resource connection at the Senior Center to those seniors who are seeking alternative ways to find housing. • Supported over 400 ongoing clients through senior care management in-person direct services. • Logged nearly 17,000 free"Seniors on the Go"transportation trips for 480 unduplicated passengers. • Upgraded the"Surf City Seniors on the Go"transportation software and GPS system. • Acquired four new minivans for the"Seniors on the Go"transportation program through HB Recovery funds to provide rides to seniors in the community. • Increased senior center fitness center membership by 50%, logging nearly 45,000 participant check-ins for the year, an average of 165 per day for 1,500 members. • Grew social media presence by 50%on Instagram and 10% on Facebook. • Programmed the Winter Wonderland ice rink at Pier Plaza for seven weeks including sponsorships, the "Chilling with Santa"event, and themed DJ nights. Library&Cultural Services Division • Awarded $122,000 in grants received for programs and services, including $99,000 to create a teen internship program that will hire and pay26 teens over 1.5 years, offering them real-world work experience and leadership training. • Awarded $91,000 in annual California State Library Literacy Services grants for continued programming. • Awarded an"Explore the Outdoors"California State Library$5,000 grant for the provision of California State Parks passes to Huntington Central Library materials available for check-out; a total of 90 passes have circulated over 500 times. • Offered approximately 900 programs for children and families with an estimated attendance of 41,000, including 550 story times. • Awarded "Parenting OC" Magazine's Best Story time in Orange County Reader's Choice Award. • Implemented a fines free program for Children's, regular, and media overdue materials. • Provided Literacy Services to 235 adult learners and 45 families at Huntington Central Library and Oak View Branch Library, including tutoring, citizenship classes, Career Online High School, conversation classes, Reading Lab, and more. • Served over 5,000 adults through programs and classes and expanded adult programs to all branch locations. • Installed a new Automated Materials Handling system for the return of all books and materials at Huntington Central Library funded through the City's FY 2021/22 equipment replacement program. • Moved the Surf City Arts Festival to Huntington Central Park, increasing traffic significantly and selling 15% more booths than the previous location at Triangle Park. 154 Community & Library Services Accomplishments &Objectives Library&Cultural Services Division (continued) • Presented a traveling summer exhibition at the HB Art Center entitled"Childhood Classics," in partnership with the Library. • Expanded social media marketing efforts within our community with a 12% increase in Facebook engagement and over 1,000 new Instagram followers. • Scheduled over 2,000 appointments in the Makerspace. • Assisted over 120 students with Homework Help at the Oak View Branch Library. • Booked 50%of the available time slots in the Huntington Central Library Theater and almost 700 internal/external.programs and events in the Theater and meeting rooms. FY 2023/24 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 the statewide Parks Make Life Better campaign. • Implement the objectives associated with the Department's Strategic Plan goals of creating a user-friendly environment for internal and external customers;attracting,developing and retaining quality part and full-time staff;increasing visibility of and participation in our events and programs;developing and implementing a park and beach safety and enforcement program; and maintaining and increasing funding. Park Development&Acquisition • Complete the design phase.of Edison Park Reconfiguration project. • Complete the design phase of the Marina Park and Carr Park Master Plan Reconfiguration projects. • Complete the design phase of the Huntington Central Library Children's-Teen Reconfiguration, Huntington Central Library Exterior Fountains, and Banning Master Plan projects. • Complete rehabilitation of LeBard Park tennis courts. • Complete playground improvement projects at Trinidad and Seely Parks. • Complete softball field upgrades at Murdy Park. • Complete construction of the Huntington Central Library Lower Level Restrooms in partnership with Public Works. • Present the final draft of the updated Parks and Recreation Master Plan 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. • Develop a new system for inspecting leased facilities on a regular basis. • Implement a new software program that will facilitate the Specific and Special event permit processes. • Replace remaining pay-by-plate pay stations at the Sports Complex. • Transition the purchase of Residential Meter Permits from in-person to online. • Replace the remaining b?oth at the MPPS.with new technology. • Update the surveillance system in the MPPS in order to enhance public safety. • Update and replace signage at beach facilities and the MPPS. 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&Library Services Department Marketing Plan and Social Media Guidelines to increase accessibility to programs, services and events that enhance and maintain high quality city services. • Collaborate with Huntington Beach Council on Aging (HBCOA)to continue to raise funds that support Senior Services. • Collaborate with health care providers and stakeholders to assist seniors in remaining independent. 155 Community & Library Services Accomplishments &Objectives Programs&Services Division (continued) • Develop, implement and evaluate strategies to reduce homeless activity in parks. • Implement a variety of recreational programming to meet the various community needs. • Release an RFP for pickle ball and tennis instructors to provide lessons on City courts. • Evaluate and implement 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. • Grow programs and engagement for adults in the community. • Expand learning opportunities for adult learners through Literacy Services programs. • Continue to pursue grants and fundraising opportunities to support and enhance Library&Cultural Services. • Continue to expand community outreach and partnerships. • Expand the roster of Art Class contract instructors and classes offered. • Focus on new concepts for exhibitions at the Art Center, lengthening each exhibit to eight weeks, and incorporating contemporary themes. r 156 Community & Library Services Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 28% Capital Expenditures 5% Non-Operating Personnel Services Expenses 4% 63% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 10,560,931 9,545,046 10,739,791 10,904,254 12,138,413 11,510,862 Operating Expenses 4,216,309 3,028,726 4,900,906 4,287,386 5,960,032 5,093,358 Capital Expenditures 4,069,536 3,996,153 6,537,179 1,770,000 6,134,046 820,000 Non-Operating Expenses 442,881 442,881 210,281 811,514 794,956 Total Expenditures by Category 19,289,657 17,012,806 22,388,158 17,773,154 24,232,492 18,219,176 Expenditures by Fund 100 General Fund IOW 87% 101 Specific Events 4% Donations&Grants 2% Park Funds Other Funds 6% 1% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 12,734,747 11,360,145 13,463,539 14,405,373 15,071,258 15,885,029 101 Specific Events 519,610 9,906 723,959 803,250 818,859 683,500 Donations&Grants 1,197,918 964,356 1,473,437 332,968 1,702,096 356,293 Park Funds 4,152,528 4,113,585 6,372,530 1,663,361 5,737,132 1,076,152 Other Funds 684,854 564,814 354,692 568,202 903,147 218,202 Total Expenditures by Fund 19,289,657 17,012,806 22,388,158 17,773,154 24,232,492 18,219,176 157 Community & Library Services Proposed Budget- FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 4,342,414 4,204,669 4,714,485 5,220,696 5,336,648 5,392,704 3.29% Salaries, Temporary 2,262,037 2,085,501 2,527,237 2,925,806 3,231,104 3,024,416 3.37% Salaries, Overtime 526,604 24,750 354,182 638,470 638,470 679,470 6.42% Leave Payouts 247,756 194,379 244,832 175,000 100.00% Benefits 3,182,120 3,035,748 2,899,054 2,119,282 2,932,192 2,239,272 5.66% PERSONNEL SERVICES 10,560,931 9,545,046 10,739,791 10,904,254 12,138,413 11,510,862 5.56% OPERATING EXPENSES Utilities 100,080 99,315 111,650 174,000 174,000 185,800 6.78% Equipment and Supplies 1,276,619 1,051,195 1,272,963 779,932 1,634,781 817,125 4.77% Repairs and Maintenance 354,699 346,659 504,662 554,744 637,188 660,987 19.15% Conferences and Training 4,734 409 3,524 4,600 4,600 4,600 0.00% Professional Services 178,554 295,470 348,225 156,429 221,603 186,822 19.43% Other Contract Services 2,152,269 1,190,098 2,599,591 2,522,084 3,192,264 3,147,827 24.81% Rental Expense 83,721 13,538 30,346 61,197 61,197 61,197 0.00% Insurance 37,511 7,410 Expense Allowances 21,771 22,821 28,282 33,600 33,600 28,200 -16.07% Other Expenses 6,351 1,811 1,662 800 800 800 0.00% OPERATING EXPENSES 4,216,309 3,028,726 4,900,906 4,287,386 5,960,032 5,093,358 18.80% CAPITAL EXPENDITURES Land Purchase 316,050 Improvements 4,027,034 3,680,103 6,359,448 1,770,000 6,134,046 820,000 -53.67% Equipment 177,731 Vehicles 42,502 CAPITAL EXPENDITURES 4,069,536 3,996,153 6,537,179 1,770,000 6,134,046 820,000 -53.67% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442,881 210,281 811,514 794,956 -2.04% NON-OPERATING EXPENSES 442,881 442,881 210,281 811,514 794,956 -2.04% Grand Total 19,289,657 17,012,806 22,388,158 17,773,154 24,232,492 18,219,176 2.51% General Fund 12,734,747 11,360,145 13,463,539 14,405,373 15,071,258 15,885,029 10.27% Other Funds 6,554,910 5,652,661 8,924,619 3,367,781 9,161,234 2,334,147 -30.69% Grand Total 19,289,657 17,012,806 22,388,158 17,773,154 24,232,492 18,219,176 2.51% Personnel Summary 64.25 60.25 62.25 62.25 62.25 62.25 0.00 158 Community & Library Services Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 4,078,452 3,915,459 4,360,587 4,973,189 4,973,189 5,109,928 2.75% Salaries,Temporary 1,919,308 1,810,763 2,236,665 2,805,806 2,782,806 2,934,416 4.58% Salaries, Overtime 21,082 18,246 22,731 18,470 18,470 23,470 27.07% Leave Payouts 234,876 190,970 238,422 175,000 100.00% Benefits 2,999,803 2,842,666 2,697.921 2,013,649 2,786,754 2,127,768 5.67% PERSONNEL SERVICES 9,253,522 8,778,103 9,556,327 9,811,114 10,561,219 10,370,582 5.70% OPERATING EXPENSES Utilities 59,050 45,270 77,228 114,000 114,000 125,800 10.35% Equipment and Supplies 563,517 526,842 742,151 755,652 810,093 770,598 1.98% Repairs and Maintenance 340,227 343,354 501,686 542,744 625,188 650,987 19.94% Conferences and Training 4,734 409 3,524 4,600 4,600 4,600 0.00% Professional Services 131,690 126,429 141,429 156,822 24.04% Other Contract Services 1,960,959 1,188,046 2,188,152 2,193,632 2,730,632 2,973,125 35.53% Rental Expense 50,073 3,470 22,556 50,197 50,197 50,197 0.00% Insurance 37,511 7,410 Expense Allowances 21,771 22,821 28,282 33,600 33,600 28,200 -16.07% Other Expenses 502 1,539 1,662 300 300 300 0.00% OPERATING EXPENSES 3,038,344 2,139,161 3,696,931 3,821,154 4,510,039 4,760,629 24.59% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 442,881 210,281 773,105 753,818 -2.49% NON-OPERATING EXPENSES 442,881 442,881 210,281 773,105 753,818 -2.49% Total 12,734,747 11,360,145 13,463,539 14,405,373 15,071,258 15,885,029 10.27% Personnel Summary 58.91 56.41 58.41 58.50 58.50 59.00 0.50 Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22 and the reallocation of 0.50 FTE previously funded by donations to the General Fund. Beginning FY 2023/24,a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. Increases in Operating Expenses,Temporary Salaries and Overtime are due to increased costs of normal business activities,growing demand for recreation and Art Center classes,and funding for year 3 of the Winter Wonderland Ice Rink at Pier Plaza. 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. 159 Community & Library Services Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Park Special Revenue Funds (209,226,228,235,236) PERSONNEL SERVICES Salaries, Permanent 39,969 72,046 65,183 108,357 108,357 131,256 21.13% Salaries,Temporary 38,778 24,083 15,201 30,000 30,000 15,000 -50.00% Salaries, Overtime 111 Benefits 57,151 42,099 38,143 34,189 51,004 36,801 7.64% PERSONNEL SERVICES 136,009 138,228 118,527 172,546 189,361 183,057 6.09% OPERATING EXPENSES Equipment and Supplies 5,400 10,200 11,000 11,000 11,000 0.00% Professional Services 88,987 29,977 133,007 30,000 41,966 30,000 0.00% Other Contract Services 9,733 1,252 301 1,500 1,500 1,500 0.00% Rental Expense 9,775 10,068 7,539 11,000 11,000 11,000 0.00% Other Expenses 52 500 500 500 0.00% OPERATING EXPENSES 113,947 41,297 151,047 54,000 65,966 54,000 0.00% CAPITAL EXPENDITURES Land Purchase 316,050 Improvements 3,902,572 3,618,010 6,102,955 1,420,000 5,481,805 820,000 -42.25% CAPITAL EXPENDITURES 3,902,572 3,934,060 6,102,955 1,420,000 5,481,805 820,000 -42.25% NON-OPERATING EXPENSES Transfers to Other Funds 16,815 19,095 13.56% NON-OPERATING EXPENSES 16,815 19,095 13.56% Total 4,152,528 4,113,585 6,372,530 1,663,361 5,737,132 1,076,152 -35.30% Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions 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. Funding for Capital Expenditures fluctuates annually based on park development projects scheduled in the City's Capital Improvement Program (CIP). The proposed FY 2023/24 CIP includes funding for softball field improvements at Murdy Community Center, Seely Park playground improvements,and Trinidad Park playground improvements. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00209 Park Acquisition and Dvlpmt 120 14 1,004 00226 Quimby Fund 59,477 (5,877) 1,086,994 400,000 400,000 00228 Park Dev Impact-Residential 681,163 538,830 416,112 625,000 625,000 750,000 125,000 00235 Park Dev Impact-Non-Residential 70,656 241,316 91,542 368,000 368,000 100,000 (268,000) 00236 Public Art in Parks 16,995 11,900 (5,510) 15,000 15,000 Total 828,411 786,183 1,590,142 993,000 993,000 1,265,000 272,000 160 Community & Library Services Proposed Budget - FY 2023/24 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 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00226 Quimby Fund 1,947,392 1,383,989 1,274,773 1,626,177 154,000 1,472,177 (154,000) Total 1,947,392 1,383,989 1,274,773 1,626,177 154,000 1,472,177 (154,000) 161 Community & Library Services Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Specific Events (um PERSONNEL SERVICES Salaries, Permanent 22,618 1,596 21,153 Salaries,Temporary 17,545 606 14,993 Salaries, Overtime 453,427 6,504 331,384 620,000 620,000 656,000 5.81% Benefits 1,200 PERSONNEL SERVICES 493,590 9,906 367,529 620,000 620,000 656,000 5.81% OPERATING EXPENSES Equipment and Supplies 209 1,881 2,500 2,500 2,500 0.00% Repairs and Maintenance 13,452 999 12,000 12,000 10,000 -16.67% Other Contract Services 12,360 175,819 168,750 184,359 15,000 -91.11 Expense Allowances OPERATING EXPENSES 26,020 178,699 183,250 198,859 27,500 -84.99% CAPITAL EXPENDITURES Equipment 177.731 CAPITAL EXPENDITURES 177,731 Total 519,610 9,906 723,959 803,250 818,859 683,500 -14.91% Significant Changes The Specific Events Fund is used for major reimbursable events held in the City, such as the Surf City Marathon, 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 decrease in operating expenses reflects the transfer of the Winter Wonderland Ice Rink at Pier Plaza to the General Fund. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00101 Specific Events 588,581 11,671 321,700 649,500 663,750 683,500 19,750 Total 588,581 11,671 321,700 649,500 663,750 683,500 19,750 162 Community & Library Services Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Donations and Grants (various) PERSONNEL SERVICES Salaries, Permanent 201,376 215,568 267,563 139,150 255,102 151,520 8.89% Salaries,Temporary 282,868 250,050 260,379 90,000 418,298 75,000 -16.67% Salaries,Overtime 31 68 Leave Payouts 12,880 3,409 6,410 Benefits 125,165 149,783 162,989 71,444 94,434 74,703 4.56% PERSONNEL SERVICES 622,320 618,809 697,408 300,594 767,833 301,223 0.21% OPERATING EXPENSES Utilities 445 Equipment and Supplies 515,515 342,242 518,731 10,780 811,188 33,027 206.37% Repairs and Maintenance 1,020 3,305 1,977 Other Contract Services 10,815 77,117 117,571 Rental Expense 252 OPERATING EXPENSES 527,796 345,547 598,077 10,780 928,759 33,027 206.37% CAPITAL EXPENDITURES Improvements 5,300 177,952 5,504 Vehicles 42,502 CAPITAL EXPENDITURES 47,802 177,952 5,504 NON-OPERATING EXPENSES Transfers to Other Funds 21,594 22,043 2.08% NON-OPERATING EXPENSES 21,594 22,043 2.08% Total 1,197,918 964,356 1,473,437 332,968 1,702,096 356,293 7.01% Significant Changes The Community & Library Services Department receives multiple grants and donations associated with various programs. The FY 2023/24 budget includes OCTA Senior Mobility Grant funding for the "Seniors on the Go" Transportation Program. Per the City's annual budget resolution, grants and donations up to $250,000 per source or grantor are appropriated as received throughout the fiscal year. 163 Community & Library Services Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Donations and Grants (various) (Continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00103 Donations 613,311 532,746 788,428 601,443 (601,443) 00125 Donations Veterans Memorial (3,677) 00239 CDBG^ 59,669 54,000 43,555 40,000 35,519 (35,519) 00250 American Rescue Plan Act(OC) 200,000 00810 Prop 68 Per Capita Grant 177,952 (177,952) 00880 Library Equipment 1,270 126 423 00963 Sr Mobility Program 252,712 252,050 311,585 292,968 292,968 356,293 63,325 00985 State Literacy Grant 57,728 58,141 78,294 92,882 (92,882) 01226 Library Grants 4,803 95,179 (95,179) 01248 Central Park Trail Rehab 28,000 4,450 (4,450) 01255 LSTA 54,000 9,476 18,374 (18,374) ^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 1,035,012 934,538 1,427,088 332,968 1,318,767 356,293 (962,474) 164 Community & Library Services Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Other Funds (204,225,229,314,1246) PERSONNEL SERVICES Salaries, Temporary 3,538 Salaries, Overtime 51,952 PERSONNEL SERVICES 55,490 OPERATING EXPENSES Utilities 40,585 54,045 34,421 60,000 60,000 60,000 0.00% Equipment and Supplies 191,979 182,111 Professional Services 89,567 265,493 83,528 38,208 Other Contract Services 158,402 800 158,202 158,202 158,202 158,202 0.00% Rental Expense 23,873 Other Expenses 5,797 272 OPERATING EXPENSES 510,201 502,721 276,152 218,202 256,410 218,202 0.00% CAPITAL EXPENDITURES Improvements 119,163 62,092 78,541 350,000 646,737 -100.00% CAPITAL EXPENDITURES 119,163 62,092 78,541 350,000 646,737 -100.00% Total 684,854 564,814 354,692 568,202 903,147 218,202 -61.60% 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. No Capital Expenditures are programmed for FY 2023/24. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00204 Fourth of July Parade 258,014 62,136 00225 Gun Range Settlement 10,335 1,207 (19,698) 00229 Library Dev Impact 164,477 105,382 87,063 42,000 42,000 50,000 8,000 00314 Infrastructure Fund" 119,163 62,092 236,743 158,202 454,939 158,202 (296,737) 01246 CENIC E-Rate 54,984 56,313 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 606,973 230,818 360,421 260,202 556,939 268,202 (288,737) 165 Intentionally Left Blank 4111i2111/AM MIN 166 �,,0,..,. "G'_�,�, City of Huntington Beach 9 9� = ,;Qp Finance F Proposed — FY 2023/24 Chief Financial Officer Assistant Chief Financial Officer ADMINISTRATION Accounting Technician Management Aide Senior Admin.Assistant(0.5) Principal IT Analyst ACCOUNTING SERVICES) (BUDGET MANAGEMENT) C BUSINESS LICENSE Finance Manager Finance Manager BUSINESS LICENSE Business License Supervisor GENERAL ACCOUNTING BUDGET Senior Accounting Technician Principal Finance Analyst Principal Finance Analyst Accounting Technician(2) Senior Accountant(2) Senior Finance Analyst Field Service Representative ACCOUNTS PAYARI F PROCUREMENT Accounting Technician Supervisor Senior Buyer Accounting Technician Buyer PAYROI I REPROGRAPHICS Senior Payroll Specialist Payroll Spedalist(2) MAIL MUNICIPAL SFRVICFS Accounting Technician Supervisor Senior Accounting Technician Accounting Technician(2) • 167 Finance Department Descriptions The Finance Department, through its three 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; payroll and accounts payable services; utility billing; and business license customer service. II 1 I t7 - _., _ .._,ra. :..„ pp_. ,,,. ei 1 ,.., -,--.,,,,,n ,.-, . ,-, , , - -, . . +lam di ,_._...,-_ . .„, - . , _ _ -._ . 44* - . viiFj ) i , s ��- t filit ... 1.7.„,„: , „. f , / c ff. . . , s.: J� um { fK; a c#b. 1f t ilis- T fi1181 -,Wr '�. 1 o 4 taiiii Finance Administration Division Finance Administration is responsible for the day-to-day operations ,'' of the Finance Department. The Chief Financial Officer and the _ l 1/ � Assistant Chief Financial Officer review operations to ensure '' -1j compliance with federal, state, and local laws, as well as City +, - t°,; . Z .. regulations and financial policies. Administration manages the u �� annual operating and capital budgets, long-term financial plan, '-e' �� j .- j financial enterprise system, citywide cost allocation, fixed asset �, , 4 inventory, financial reporting, annual audits, and operations of the 14 — HB Ready call center which was set up to provide information to the - � ----- u community during COVID. Additionally, this division manages the , concierge desk in the CityHall lobbyto assist incomingvisitors and _ ' direct them to the correct location. This Division is also responsible ` for providing staff support to the City Council appointed seven- li member Finance Commission established pursuant to Chapter .y 2.109 of the Municipal Code. 168 Finance Department Descriptions Accounting Services Division 1,:`'° The Accounting Services Division consists of General Accounting, Payroll, "-1 iG'.ON BEJ-Cr„-, ,c.iflornia Accounts Payable, Financial Reporting, and Municipal Services. General Accounting is responsible for maintaining a system of internal controls that preserves and safeguards the City's assets and implementing new accounting requirements. This Division is also responsible for serving as the audit liaison for all departments and serves as the City's liaison for all financial audits of the City. Accounts Payable is responsible for the processing and payment of all • City obligations. Financial Reporting prepares the Annual Comprehensive Annnalcemisrerenshra _ Financial Report(ACFR), the Popular Annual Financial Report(PAFR), annual finnncinlWort bond disclosures, and other financial reports. Payroll is responsible for the For The Fear processing of employee paychecks, Federal and State tax reporting, retirement Sear Ended June30.2022 plan payments, and maintenance of all relevant records related to payroll. if��—,.� �p Municipal Services processes all utility service start-ups and disconnections --r --- - (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, City of developing and maintaining the City's long-range financial projections, and HiUNTIINGTON BEA(41 evaluating the fiscal impact of legislative initiatives and judicial decisions - . . California � affecting the City. Budget Management coordinates the development and -" ................ preparation of the annual budget. Quarterly revenue and expenditure reports . a , are prepared and provided to City management to assist with budget v s })'.' , + .,-3 I S �-',‘• monitoring and forecasting. Budget management also assists in the labor . a, _ -,-t-. e _,a-...- ' negotiations process by providing cost projections and related analyses to the -*. - , -. . City's negotiations team pursuant to Ordinance No.4154-Openness in Labor e -_ _ - Negotiations requirement. The Division also provides and/or coordinates the Annual citywide purchase of goods and services, coordinates the competitive bidding process, and maintains the list of qualified vendors. Furthermore,the Division Operating Budget administers office supply orders, procurement cards, leasing, equipment replacement, professional services, and copy machine programs. Fiscal Year 2022/2023 - Reprographics provides printing services to all City departments, and mail operations provides for the daily collection, sorting, metering, and delivery of - - . -- City interoffice, U.S. Postal Service mail and special deliveries for all City ' NE departments. - 169 Finance Department Descriptions Business License Division The Division licenses all individuals and companies doing business in the City _in accordance with the Municipal Code, and may issue permits on behalf of pl other City departments. 1.. , - 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. • Participate in labor negotiations. • Oversee and coordinate the City's long-term financial plan. • Oversee HB Ready telephone hotline. • Operate concierge services in the City Hall lobby. Accounting Services Division • Prepare the Annual Comprehensive Financial Report(ACFR)and Popular Annual Financial Report(PAFR). • 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 41,369 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 33,944 payroll advices and checks annually • Annually produce and distribute approximately 1,669 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 5,631 accounts receivable invoices within 30 days of rendering service. • Prepare annual employee compensation report pursuant to the State Controller's Office's guidelines. 170 Finance Ongoing Activities & Projects 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. Business License Division • _ Provide front counter customer service in City Hall to the public daily, Monday through Friday.. • 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. 171 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 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED 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 172 Finance Accomplishments & Objectives FY 2022/23 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 2021/22. This was the 36th 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 2021/22. This was the 16th consecutive year the City has received this award. • The Department earned the Government Finance Officers Association's Distinguished Budget Award for FY 2022/23. 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 31St year the City has received this award. • The City received unmodified (clean) audit opinions for the FY 2022/23 Annual Comprehensive Financial Report and Federal Single Audit by the independent audit firm Davis Farr LLP. • Begin implementation of GASB 96 related to the accounting and financial reporting of the City's Subscription- Based Information Technology Arrangements. • Worked closely with the City's negotiating team by providing labor cost projections to facilitate the development of labor contracts in accordance with Ordinance No.4154-Openness in Labor Negotiations. • The City continued its efforts to reduce pension liabilities and deposited funds to the Pension Rate Stabilization Plan (PRSP). The PRSP, an IRS Section 115 Trust, has a total of$16.8 million deposited as of June 30, 2023 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. • Increased businesses registered in the City's online database, PlanetBids, by 8% and local vendor registration by 9%. • Worked with the Police Department on the implementation of a new citation management contract. • 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 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 12 FEMA Claims for COVID eligible expenses totaling$3.6 Million. To date the City has submitted 23 claims totaling$4.8 Million. • Implemented all the payroll changes from the City's classification and compensation study. • Participate in the transition of cashiering functions from the Finance Department to the City Treasurer's Department. • Began a comprehensive review and update of the City's purchasing policies. • Responded to FEMA Requests for Information related to the City's claims for COVID-19 related costs. • 173 Finance Accomplishments &Objectives FY 2023/24 Objectives • Work with departments to control costs and ensure a balanced FY 2024/25 Budget. • Continue to pursue innovative efficiencies to provide additional customer service improvements. • Update the City's purchasing policies and bring items to City Council that require a change in the Municipal Code. • Update the City's procurement manual to serve as a comprehensive guide for all of the City's purchasing related policies and workflows. • Develop and provide citywide training on the City's updated purchasing policies. • Research and issue a Request for Proposals (RFP) for a contract management system in conjunction with the Information Services Department. • Continue to provide strategic options to address the City's unfunded liabilities. - • Provide costing for upcoming labor negotiations. • Submit final FEMA reimbursement claims for eligible COVID-19 expenditures. • Complete a comprehensive study to update the City's Master Fee and Charges Schedule. • Support ongoing improvements and problem resolution with the Enterprise Land Management System (ELM). • Earn recognition from GFOA for the ACFR, PAFR and Adopted Budget. • Continue implementation of GASB 96 related to the accounting and financial reporting of the City's Subscription-Based Information Technology Arrangements. 174 Finance Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Non-Operating (........, Expenses 3% Personnel Services 39% Operating Expenses 58% ilL /1f FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 5,081,840 4,996,141 5,285,630 5,678,721 6,140,968 5,151,151 Operating Expenses 7,180,745 7,332,387 7,868,449 8,017,753 8,518,077 7,685,096 Non-Operating Expenses 462,247 375,531 Total Expenditures by Category 12,262,585 12,328,528 13,154,079 14,158,721 14,659,045 13,211,778 Expenditures by Fund 100 General Fund 703 Retirement 42% Supplement 48% 1 \ i'/// -----702 Retiree Insurance Fund 10% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 5,583,609 5,352,424 5,811,690 6,553,913 7,054,237 5,458,185 702 Retiree Insurance Fund 1,070,643 990,683 1,132,753 1,270,743 1,270,743 1,306,975 703 Retirement Supplement 5,572,099 5,936,961 6,142,531 6,334,065 6,334,065 6,371,618 716 Section 115 Trust 36,234 48,461 67,104 75,000 Total Expenditures by Fund 12,262,585 12,328,528 13,154,079 14,158,721 14,659,045 13,211,778 175 Finance Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 2,364,018 2,286,213 2,471,682 3,201,332 3,201,332 2,732,872 -14.63% Salaries,Temporary 155,183 138,337 238,727 223,008 223,008 223,008 0.00% Salaries,Overtime 51 2,593 2,243 Leave Payouts 104,317 167,787 155,326 100,000 100.00% Benefits 2,458,272 2,401,211 2,417,651 2,254,381 2,716,628 2,095,271 -7.06% PERSONNEL SERVICES 5,081,840 4,996,141 5,285,630 5,678,721 6,140,968 5,151,151 -9.29% OPERATING EXPENSES Utilities 675 110 795 Equipment and Supplies 360,733 421,327 434,413 433,689 546,891 405,239 -6.56% Repairs and Maintenance 74,387 151,251 210,362 105,797 135,797 162,913 53.99% Conferences and Training 12,194 4,855 5,222 17,398 17,398 16,132 -7.28% Professional Services 301,715 170,270 225,431 195,871 312,493 234,871 19.91% Other Contract Services 777,637 650,780 870,222 947,600 1,188,100 526,958 -44.39% Claims Expense 2,880 Pension Payments 5,008,769 5,493,973 5,668,053 5,850,000 5,850,000 5,850,000 0.00% Interdepartmental Charges 634,818 429,539 442,425 455,698 455,698 478,483 5.00% Expense Allowances 6,937 10,445 11,525 11,700 11,700 10,500 -10.26% Other Expenses (164) OPERATING EXPENSES 7,180,745 7,332,387 7,868,449 8,017,753 8,518,077 7,685,096 -4.15% _ NON-OPERATING EXPENSES Transfers to Other Funds 462,247 375,531 -18.76% NON-OPERATING EXPENSES 462,247 375,531 -18.76% Grand Total 12,262,585 12,328,528 13,154,079 14,158,721 14,659,045 13,211,778 -6.69% General Fund 5,583,609 5,352,424 5,811,690 6,553,913 7,054,237 5,458,185 -16.72% Other Funds 6,678,976 6,976,105 7,342,389 7,604,808 7,604,808 7,753,593 1.96% Grand Total 12,262,585 12,328,528 13,154,079 14,158,721 14,659,045 13,211,778 -6.69% Personnel Summary 33.00 31.50 32.50 34.50 28.50 28.50 0.00 176 Finance Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,364,018 2,286,213 2,471,682 3,201,332 3,201,332 2,732,872 -14.63% Salaries,Temporary 155,183 138,337 238,727 223,008 223,008 223,008 0.00% Salaries, Overtime 51 2,593 2,243 Leave Payouts 104,317 167,787 155,326 100,000 100.00% Benefits 1,644,273 1,559,044 1,462,381 1,143,271 1,605,518 984,161 -13.92% PERSONNEL SERVICES 4,267,840 4,153,974 4,330,360 4,567,611 5,029,858 4,040,041 -11.55% OPERATING EXPENSES Utilities 675 110 795 Equipment and Supplies 360,733 421,327 434,413 433,689 546,891 405,239 -6.56% Repairs and Maintenance 74,387 151,251 210,362 105,797 135,797 162,913 53.99% Conferences and Training 12,194 4,855 5,222 17,398 17,398 16,132 -7.28% Professional Services 261,315 165,670 182,831 185,871 302,493 185,871 0.00% Other Contract Services 599,528 444,955 636,182 769,600 1,010,100 261,958 -65.96% Expense Allowances 6,937 10,445 11,525 11,700 11,700 10,500 -10.26% Other Expenses (164) OPERATING EXPENSES 1,315,769 1,198,450 1,481,330 1,524,055 2,024,379 1,042,613 -31.59% NON-OPERATING EXPENSES Transfers to Other Funds 462,247 375,531 -18.76% NON-OPERATING EXPENSES 462,247 375,531 -18.76% Total 5,583,609 5,352,424 5,811,690 6,553,913 7,054,237 5,458,185 -16.72% Personnel Summary 31.42 29.92 31.10 32.10 26.85 26.85 0.00 Significant Changes As of May 2023,the reporting relationship of the City's Treasury Services area was reinstated under the City Treasurer's Department to ensure compliance with the City Charter. The approved re-organization plan includes the transfer of six positions from Finance to the City Treasurer, plus the addition of two new positions and the elimination of one part-time position. While Treasury Services staff have been transferred to the City Treasurer's Department effective May 2023, the corresponding personnel and operating budgets are being moved from the Finance Department to the City Treasurer's Department beginning FY 2023/24. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's 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. 177 Finance Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Retiree Insurance Fund (702), Retirement Supplement(703), Section 115 Trust(716) PERSONNEL SERVICES Benefits 814,000 842,167 955,270 1,111,110 1,111,110 1,111,110 0.00% PERSONNEL SERVICES 814,000 842,167 955,270 1,111,110 1,111,110 1,111,110 0.00% OPERATING EXPENSES Professional Services 40,400 4,600 42,600 10,000 10,000 49,000 390.00% Other Contract Services 178,109 205,826 234,040 178,000 178,000 265,000 48.88% Claims Expense 2,880 Pension Payments 5,008,769 5,493,973 5,668,053 5,850,000 5,850,000 5,850,000 0.00% Interdepartmental Charges 634,818 429,539 442,425 455,698 455,698 478,483 5.00% OPERATING EXPENSES 5,864,976 6,133,937 6,387,118 6,493,698 6,493,698 6,642,483 2.29% 'Total 6,678,976 6,976,105 7,342,389 7,604,808 7,604,808 7,753,593 1.96% 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 2023/24 the General Fund Transfer to the Section 115 Trust totals$2,573,890, and is reflective of the City's UAL Policy adopted in conjunction with issuance of the Pension Obligation Bonds, plus additional one-time funding. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00702 Retiree Insurance Fund 3,023,437 6,128,364 (3,442,606) 0 0 00703 Retirement Supplement 6,224,987 16,778,380 (5,220,633) 1,434,000 1,434,000 1,434,000 00716 Section 115 Trust 1,289,206 2,923,411 3,116,570 1,422,906 1,422,906 2,573,890 1,150,984 Total 10,537,629 25,830,156 5,546,669 2,856,906 2,856,906 4,007,890 1,150,984 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00702 Retiree Insurance Fund 31,151,306 36,288,986 31,713,627 30,442,884 1,306,975 29,135,909 (1,306,975) 00703 Retirement Supplement 59,522,485 70,363,905 59,000,741 54,100,676 4,937,618 49,163,058 (4,937,618) Total 90,673,791 106,652,891 90,714,368 84,543,560 6,244,593 78,298,967 (6,244,593) 178 City of Huntington Beach Ts: Fire ri 71 `.CF�QUNIYCP�\oQlr Proposed — FY 2023/24 Fire Chief CADMINISTRATION 11 PSTANDAIRDS L (EMERGENCY RESPONSE) ( MARINE SAFETY Principal Management Analyst Fire Deputy Chief Marine Safety Division Chief Senior Management Analyst Fire Deputy Chief Accounting Technician(2) Administrative Fire Captain* MARINE SAFETY Senior Management Analyst Management Aide FIRE SUPPRESSION OPERATIONS COMMUNITY RISK Fire Battalion Chief(3) &EMERGENCY RESPONSE REDUCTION Fire Captain(27) Marine Safety Battalion Chief Fire Engineer(27) Marine Safety Captain(6) Fire Marshal Firefighter Paramedic(42) Marine Safety Specialist(3) Deputy Fire Marshal(2) Firefighter(12) Administrative Assistant Senior Fire Prevention Inspector(3) EMERGENCY MANAGEMENT RESCUE VESSEL Management Analyst &HOMELAND SECURITY OPERATIONS CERTIFIED UNIFIED Emergency Management Marine Safety Captain(4) PROGRAM AGENCY Administrator Senior Fire Prevention TRAINING&SPECIAL TEAMS Inspector HAZMAT RESPONSE Marine Safety Battalion Chief Fire Captain(3) Marine Safety Captain Fire Prevention Inspector Fire Engineer(3) Administrative Assistant Firefighter Paramedic(6) CRR.EDUCATION.JUNIOR TRAINING GUARD PROGRAMS FMF&GFNCY MFntCAI Marine Safety Battalion Chief Fire Division Chief SERVICES&FIREMED Marine Safety Captain Administrative Fire Captain ADMINISTRATION CENTRAL NET OPERATIONS Fire Division Chief AUTHORITY Fire Medical Coordinator Administrative Fire Captain* Fire Training Maintenance Technician EMERGENCY TRANSPORT Administrative Assistant PROGRAM Ambulance Operator(30) * Defunded positions: Administrative Fire Captian (2) 179 Fire Department Descriptions The Huntington Beach Fire Department is dedicated to providing ' the highest quality fire, marine safety and emergency medical ak a services to protect the community. A balanced approach to life ' 77 %1'.•. safety, data driven community risk reduction and property r�:�- protection supports this mission. The Department provides "all- 1 ," , risk" services and response for fire suppression, community risk ., ,,,;E' reduction, technical rescue, hazardous materials and weapons of ar r •��. • HT mass destruction, disaster preparedness, marine safety, k;�`c, emergency medical and ambulance transport. Fire training is fit"" 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 residents and response personnel, as well as protecting the economic well-being of the City. CRR 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 CRR 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. The 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. Staff training is conducted through the Central Net Training Center which provide mandated training for Fire Department personnel. Public education is developed and conducted through a variety of means including school visits, social media, and participation with CRR booths at events as well as participation with the Red Cross Home Fire Campaign. The CRR Division also coordinates the annual Fire Department Open House, which corresponds with the national National Fire Protection Association'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. surfing Emergency Response and Marine Safety The Emergency Response Division provides a professionally trained and well-equipped emergency force for fire, medical, rescue, and hazardous materials response, and Marine Safety. 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, staffed by four personnel, are located in each of the eight stations, Marine Safety Headquarters and Marine Safety Trainining Center (home of the Junior Lifeguards). 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 180 Fire Department Descriptions response vehicle, a mobile decontamination unit, an urban search and rescue(USAR)/light and air vehicle, Type 1 USAR, Type 1 Hazmat, Type 1 Mass Decontamination Unit, 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 emergency service delivery through cross training of personnel in various disciplines. 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. • 1 '- ter' — ,\, _ Vikamei. !i �'.ial _ 9i a" V): - �r� I, .____ , . _ , , , ,. _-_ ___-- v__LL „ f : .11 :1 :._1 slfiltr rr 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 response 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 20 permanent Marine Safety employees and management staff, and is supported by more than 175 recurrent ocean lifeguards. The Marine Safety Division also supports several specialty teams that include Swiftwater and Public Safety dive teams that are available 365 days a year. �. im. _r Sri-k� ; __. fii wt.% .„. uvenuano . 181 Fire Ongoing Activities & Projects Fire Administration • Provide overall administration, leadership, management, financial analysis, and support for the Fire Department. • Maintain auto aid agreements with surrounding fire suppression and medical response agencies. • Administer federal, state, local and private grants. • Administer Homeland Security, 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 MetroNet Joint Powers Authority Board, Central Net Training Authority Board, Orange County-City Hazardous Materials Emergency Response Authority, and Orange County Emergency Management Organization. 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 for 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 the 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 ` REEDUc Tt01 Development Department. IMMUNITY ROSK R • Perform methane barrier and oil well plan reviews and inspections. • Conduct hazardous materials disclosure inspections and maintain mr, hazardous materials disclosure records and emergency plans. 01. • Respond to citizen inquiries regarding fire prevention, inspection, and education. - fY Fte� r= • Provide Community Risk Reduction support and training to emergency response personnel. • Develop, implement,and maintain land management software that tracks t ' fire construction permits and annual fire and life safety inspections. ) P • Analyze operational data set for community risk reduction. • Recruitment-to-retirement program development including continual L improvement and innovation in education,training, and mentorship. Emergency Response and Marine Safety • 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. 182 Fire Ongoing Activities & Projects • Complete the purchase of fire apparatus and continue the ongoing purchase of firefighter turnouts, hoses, self-contained breathing apparatus (SCBAs), 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. • Participate in California master mutual aid, including Type 1 Hazmat, Type 1 USAR, Type 1 Mass Decontamination Unit, strike team deployments, and single resource deployments. 1 • � +—^.•k�'y -._'�{ 111.1$ rat _J tf•- r.% � ^ - fit, + �' • 7 1 _ c:OM 4 - t _. err • 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 (USAR), 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. • Provide year-round lifeguard, medical and enforcement services to a three-and-a-half mile City beach area, Sunset Beach and Huntington Harbour. • Provide search and rescue dive team response to incidents throughout Orange County. • Train Fire Suppression personnel on water survival tactics. • Provide water Rapid Intervention Crew(RIC)team response to fire incidents adjacent to waterways. • Provide Swiftwater and Flood response teams. • Coordinate off-shore rescue activity with the Police Department, U.S.Coast Guard and Orange County Sheriff's Harbor Patrol. • Continue to provide training of Marine Safety Division personnel in order to maintain operational readiness for responses in the marine environment, medical aids and enforcement incidents. • Meet all training and other requirements in order to maintain Advance Lifeguard Agency Certification through the United States Lifesaving Association. • Through data driven statistics, provide community risk education and prevention activities to the community and many visitors. • Provide real-time beach safety, parking and environmental warnings through the use of a public dashboard. • Continue to monitor and develop response plans and recommendations for the Huntington Harbour 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. • Conducted a training program targeting surfers called Surfers Awareness in Lifesaving Techniques (SALT). It was modeled based on similar bystander rescue education initiatives implemented in other countries, but specifically tailored to local hazards. The program teaches basic lifesaving awareness and hazard recognition to the local surfing community. 183 Fire it Ongoing Activities & Projects • Participated in Surf City Nights Public Education on the Tuesday night Street Fair, which includes equipment set up and hands only CPR. • Held Water Safety Day, formerly Ocean Safety Day, and Marine Safety Open House at 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. vb.L ` • 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- 4 round)-Ages 9-17 years old. Provides ocean and -- 'r =^ water safety education. 411 lit- ?`: " r `': 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. Performance Measures Results for the City's performance measure program for the past two fiscal years, in addition to goals and objectives for FY 2023/24, are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: �. 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 years to achieve Gold, the immediate full prior year to achieve Silver and one quarter in the prior year to receive Bronze. Plus recognition includes 12-lead EKG within 10 minutes of first EMS contact. Measure: American Heart Association Recognition Gold Plus Gold Plus Gold Plus 184 Fire Performance Measures FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 2. Complete 100% of life safety and fire permit inspections and 100% of State mandated occupancy inspections assigned. Measure: % of State mandated occupancy inspections completed 100% 100% 100% Goal: 3. Continually maintain 250 Community Emergency Response Team (CERT) and 75 Radio Amateur Civil Emergency Services(RACES)volunteers. Measure: #CERT volunteers 597 675 700 #of RACES volunteers 55 100 55 Goal: 4. Ensure 100% of Lifeguards and Marine Safety Officers complete United. States Lifesaving Association (USLA) 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 N/A 100% 100% hours per day per person Goal: 6. Maintain three special operations (Hazmat, USAR, Decon) training and equipment per Firescope Type 1 requirements. Measure: Meet FireScope Type Requirements 2 of 3 3 of 3 3 of 3 Goal: 7. Continually engage in the Fire Explorer Program with the enrollment of 30+youth members. Measure: #of Fire.Explorers 29 45 50 185 Fire Performance Measures FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 8. Complete and update a responsibility matrix that encompasses all Chief Officer responsibilities. Measure: Completed and updated responsibility matrix. 100% 100% 100% Goal: 9. Complete and update Standards of Cover (Fire Accreditation Process). Measure: % completion of Standards of Cover document 50% 100% 100% complete Goal: 10. Complete and update Community Risk Assessment(Fire Accreditation Process). Measure: % completion of of Standards of Cover document 50% 100% 100% Goal: ii. Complete and update Strategic Plan (Fire Accreditation Process). Measure: %completion of Strategic Plan document 0% 50% 100% Goal: 12. Complete and update Facilities Master Plan Fire Accreditation Process). Measure: %completion of Facilities Master Plan document 50% 100% r 100% Goal: 13._ Complete and update software needed for operational readiness: National Fire Incident Reporting System system,preplanning software, Marine Safety dashboard, and Lexipol policy software. Measure: #of updated software 1 2 4 'Goal: 14. Implement and maintain Chief Officers credentialing program. Measure: %completion of Chief Officer credentialing N/A 10% 75% program 186 Fire Performance Measures FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 15. Achieve 100% of data submission to the cardiac arrest registry for enhanced survival. Measure: % completion of data submission to the cardiac N/A 100% 100% arrest registry Accomplishments FY 2022/23 Accomplishments • Provided 22,429 medical, fire, hazardous materials and other emergency responses in 2022. • Provided 14,245 emergency medical transports generating approximately$9 million in revenue. • Received a 99.5% overall Emergency Medical Services(EMS)service rating of meeting or exceeding customer expectations for 2022 from 212 randomly selected survey respondents. • Trained over 3,064 people in hands-only CPR. • First in the nation to be certified as a Type 1 California Office of Emergency Services Decontamination Unit. r 1' 1„„ ,-_-. 4.. . _' ,-. -i. 9 IP C' ,, r • Lie tt Sr it, Al • Graduated two classes of Fire Explorer as part of the Fire Explorers program for 14-21 year olds. • Maintained an available Employee Health Team, designed to provide a central point of contact for our 1,000+ City employees to assist with COVID-19 related testing, treatment, quarantine and back to work procedures. • Enhanced the Firefighter Trainee position to include eligibility for all HBFD Ambulance Operators and select Marine Safety personnel to compete for hiring opportunities. • Implemented a successful part-time inspector program to assist with increasing workloads. • Amended and adopted the 2022 California Fire Code through Council resolution. • Conducted first firework turn-in program and collected 60 pounds of illegal fireworks. • Expanded the Fire Open House and added a Kid's Agility Course, making the 2022 Open House one of the largest attended events with nearly 3,000 attendees. • Reintroduced Sparky the Fire Dog mascot used in multiple fire prevention outreach events. 187 Fire Accomplishments • Fire Companies attempted 1,992 general fire and life safety inspections, 2,468 apartment (state-mandated) inspections,and 19 hotel/motel(state-mandated)inspections. • CRR Division inspectors attempted 880 inspections, :---- including general life safety, high rise, state-mandated '%' schools, oil production faciilties and hazardous material 1�� {to business plan (CUPA) inspections. t x�e' ` • Conducted 3,178 plan reviews (all submittals) with k � an overall average of 7.85 days turnaround. • t • Continued to develop outreach materials for the s�,• E public on how to effectively use the HB Customer Portal, : � ,6. �"�� +�'*_ _s1 o, r Accela Citizens Access for permits and payments. :,,,..Vi' • 1 •' " ` "` r z• • Continued improvements to data collected in "The `'P'i: ! - Compliance Engine" cloud-based fire protection inspection --.1 - 4,1 tracking system and selected an improved incident reporting 4 , �, i software platform in order to increase data reporting and "'`�''". • 5i11!!� ® boy, collection. Q$4* . �_�4 ill =' • The CRR team continuously captured incident data �� - - �� to track fire trends within the community and created ,_ .. responsive educational posts to try and curve the rate of incident. • Managed the Spark of Love team that collected toys and purchased toys through cash donations collected by HB Fire Outreach Foundation. Collected and distributed over 9,000 toys to local organizations. • Added Kingman, HBFD's Peer Support Dog, to the Peer . - Support Team who helped during various occasions, and , expanded peer support and behavioral health services, �.- ��Z ' • including multiple deployments to assist regional public I - ,% safety agencies with crisis intervention and incident Jo "1) , N debriefings. r • 4 co 4 • Assisted local fire agencies with the development of their " l t- own comfort dog program. A, • Promote mental health and wellness through • �`, kingmanthefiredog Insta ram account with over 1,100 I!, ' ' N'io 4 9 9 9 followers • Offered department wide mental health check-ins with a - - - licensed therapist. 4 _ _-_ • Hosted a Significant Other Survival class designed to provide awareness and tools for the loved ones of first responders. • Added additional Peer Support team members to provide assistance to previously unrepresented groups such as the seasonal Marine Safety personnel and Administrative staff. • Provided training and equipment to support a functional fitness program that will promote injury prevention, longevity in the profession and general wellness. • The Fitness Engagement Team initiated a new fitness and training program for entry level recruits. • Huntington Beach Fire Outreach Foundation donated a stair mill to the Training Center. • Initiated a cancer awareness and prevention campaign to address modifiable practices and infrastructure that would reduce exposure risks,with exploration of additional therapeutic testing with Hoag Concierge and applied for grant funding. • Helped facilitate numerous projects from Ideas for Change within the Fire Department. • 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 356 smoke alarms in 99 homes for calenar year. 188 Fire Accomplishments • Coordinated public safety planning and provided fire and emergency medical services for large special events, including Surf City Marathon, 4th of July, US Open of Surfing and Pacific Air Show. • In June 2022, HBFD launched the HEARTSafe HB Initiative, which is a collaborative program focused on increasing survival rate from out-of-hospital sudden cardiac arrest(SCE)and is a long- term effort that seeks to strengthen every link in the chain of survival. • Updated the Tactical Paramedic Policy and continued to develop and enhance our Tactical Paramedic Program that works directly with the Huntington Beach Police Department. • Trained Ocean View High School staff and City staff members in Stop the Bleed (STB). • Received the 2023 National Drowning Prevention Alliance (NDPA) Community Lifesaver Award for their advocacy and ►+ur+Tir+GTON eEcH Fisk --- i "r outstanding contributions to water safety -- and drowning prevention. • The Marine Safety Division was recognized � t , by the United States Lifesaving Association }► �•z „ . _ 4 for maintaining its Advanced Lifeguard - �-` fr.. • Agency Certification. ' � poi t, • Performed approximately 77,997 lifeguard preventative actions and conducted ,p approximately 3,796 water rescues in y��..,�'i 6 - Calendar Year 2022. — "` • Continued enhancements to Harbour Commission management and completion �, mil• of a strategic plan, gathered data and identified operational and safety needs :° . , • I within Huntington Harbour. I. * 'r • Continued enahcing the Marine Safety '. t{ public facing dashboard safebeachday.com. • Increased Marine Safety and CRR off- season classes. • Completed Community Risk Analysis and Standards of Cover study. • Continued to pursue initial phases of Fire Department accreditation, including the completion the Fire Department Self-Assessment and Strategic Plan. • Successfully recruited fifteen (15) Fire Suppression Firefighter Trainees and Firefighter Paramedics and completed a comprehensive, 8-week Huntington Beach Fire Department Academy. • Allowed entry level recruits to enter HBFD academy with no previous firefighter experience of regional academy, allowing all Ambulance Operators and Marine Safety personnel with EMT certification to apply. • Conducted more than 5,055 hours of new-hire academy training for fifteen (15)new Fire Department personnel. • Conducted numerous department trainings including: two Multi-Company drills for all personnel, RT- 130 for all personnel, EMT classes, HAZMAT FRO training, countywide USAR drill at AES, live burn training with the SWAT Team, live burn training with Newport Beach and Laguna Beach fire departments, budget classes with safety and non-safety staff, behavioral health classes, Orange County Emergency Medical Training (OCEMT) Paramedic Program, new AED training, and chief officer series classes. To assist in training the City acquired structure for hands-on training and installed Stop the Bleed kits. • Began the design process for the Joint Youth Training Center with the Police Department. • Five (5) Fire Department members graduated from Paramedic Training at OCEMT. • Five (5) Fire Department members graduated from a California Specialized Training Institute (CSTI) Hazardous Materials—Specialist program. • Coordinated schedule to allow USAR 42 to attend OCFA USAR Training. • Received approximately$100,000 in funding for HBFD student contact hour funding for CNET. 189 Fire Accomplishments • Activated the EOC for winter storm events. - • Upgraded audiovisual equipment in the :' f ` j classrooms at CNET. i - -� tl i • Helped facilitate the sponsorship of five "'" �; .41 Ambulance Operators/Marine Safety personnel _ f Iv __: into regional college fire academies. f • Continued partnership with Santa Ana College for V . _ a:lir:t ' two basic fire academies and Biddle Days. ass 1• Fire Department education presented at regular - ,,,t Surf City Nights in downtown with participation from t I 4. ;L ;: all Fire Divisions. 1110"` 'S - • Maintained operational readiness/availability to the ,,' ,' A Office of Emergency Services by providing Type-3 i R Urban Search & Rescue services and Type-1 firefighting capabilities to the State of California on i I I . 1 9(a Ir /ANIIour Type-1 OES Engine. P • As part of the statewide mutual aid system, responded to 18 strike team - requests in FY 22/23 to assist with major fires and other serious -- disasters. • Began the build process for a new Urban Search & Rescue apparatus and two rescue vessels. • Received approval for Toyota agreement for Marine Safety, Beach Parking, and Beach Maintenance vehicles. • Provided additional Emergency Operations Center training and exercises to ensure City staff members are fully equipped to �`�� assume their roles in the event of a major emergency. 4 t 1 CERT Volunteers donated 2,812 hours to the City, delivered 220 sandbags to people with access and functional needs, handed out over 2,500 free masks downtown on the low ',. COMMUNITY RI weekends,assisted at two _ •‘. COM IY , - -." COVID-19 vaccination centers in the Oak View Community, assisted with communication at the Surf City - esfr+- - ;1 p` • ,s1 Marathon and Pacific Air Show, staffed first aid booths at the 1 1 ,f r . Pro Diversity Event, the US Open of Surfing, and the Pacific I i 1 / '6 i ' ' `" 1$ Air Show, assisted with the oil spill clean up efforts, assisted • r— _ I �' in teaching at the October CERT class, assisted Marine 7 . ' . _ r,! .• Safety at a stingray treatment booth, and staffed disaster T preparedness information booths. j,I` ,,, ` 84 .7" PEN • Increased Beach Rangers participation from 40 students to 80 1" _, o -s ' `, listudents. J — 1 eid , as:isilli i ,.., - ''.worre414 4 ' 44 4.44 ; ..�r',0.... ' s :..ter 190 Fire Objectives FY 2023/24 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 response to fire, medical, hazardous materials, marine safety, urban search and rescue and other all-risk emergency incidents. • Complete all components of Fire Department Accreditation including: 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. • 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 HTE • the COVID-19 pandemic, which includes updating critical 1 information services, infrastructure, and programs. • Marine Safety Division integration of Electronic Patient Care • 'i' reporting (ePCR) and analysis of medical aid reporting �, ,- 1 requirements. la , • Review and evaluate administrative processes. ' t' ` `` `' • • Improve leave time management with active tracking and support rik;-31 throughout all phases of the industrial injury and recovery process. i/ E '�` • 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. • Implement a formal succession planning program to ensure employees are ready to assume higher positions. • Provide leadership opportunities to all members of the Fire Department and inspire a culture of success through education, 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, J,, 4 ��MI membersstaff through community a '7 ' G a/ey.7 `- '- . _. Support Canine program _ ‘.:� '* ' �"ll '� '14`°,..11; i i — Kingman. This highly 4 yt y . ` , ' trained dog has V'* *"" - tremendous potential to iiw 1 ® I.j� reach, address and '!' b `+ '� _ reduce the harmful `� ba. - I 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 development and implementation of a department-wide wellness program that address physical fitness, mental health, nutrition, rest and recover, pre-hab and chronic disease prevention • 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. 191 Fire Objectives • 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. ;,'a • Maintain 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 -4 emergencies including oil spills, the accidental or criminal release of toxic materials and reducing the hazard of combustible products entering sensitive areas. ,_ '". - - --- • Complete a Two-Year Training '°`r. . Plan for all Fire Divisions. _ ---- -- Maintain Paramedic School at CNET, fire academy and paramedic school sponsorship process. • Implement credential program for Chief Officer and Fire Captain. • 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 tl 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. • Conduct long-range planning on department apparatus, facilities and equipment, including completion of a Ten-Year Facility Master Plan and Twenty-Year Apparatus Replacement Schedule. • Complete transition of our Ambulance Operator program to the Professional Services Division with associated enhancements and oversight. • Finalize Accreditation Team and assign tasks that would fully develop the Strategic Plan and Self- Assessment. lir _ f\ FIRE I to;P //•"\--/' ♦ `PTO B . FIRE . 0.6 IIIIIINtruii c pf - - _ :,,r - 192 Fire Proposed Budget- FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category eir_,_ , ___.........,..\\ Operating Expenses 10% W7- PersonnelServices 84% Non-Operating "A_ Expenses 6% Capital Expenditures represent less than 1%of expenditures and is not labeled on this chart FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 46,318,268 47,549,505 48,072,017 45,478,857 49,374,228 48,152,698 Operating Expenses 4,361,329 4,132,237 4,360,907 4,149,161 4,514,791 5,773,761 Capital Expenditures 24,934 273,334 117,524 42,920 901,725 69,400 Non-Operating Expenses 13,000 16,101 21,076 3,398,371 13,000 3,279,574 Total Expenditures by Category 50,717,531 51,971,177 52,571,524 53,069,309 54,803,744 57,275,433 Expenditures by Fund 100 General Fund 99% 704 Fire JPA Fund 1% Fund 501 represents less than 1%of expenditures and is not labeled on this chart FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 50,090,020 51,095,562 51,915,169 52,353,505 53,201,389 56,502,971 231 Fire Facilities Dev Impact 72,914 827,086 501 Certified Unified Program Agency 247,775 254,350 248,815 267,989 267,989 259,932 704 Fire JPA Fund 310,101 582,801 314,025 447,815 479,534 512,530 Other Funds 69,635 38,464 20,600 27,746 Total Expenditures by Fund 50,717,531 51,971,177 52,571,524 53,069,309 54,803,744 57,275,433 193 Fire Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 20,812,873 20,301,580 22,479,369 25,733,195 25,733,195 26,380,044 2.51% Salaries,Temporary 1,255,079 2,028,771 1,677,722 1,441,121 1,441,121 1,492,649 3.58% Salaries, Overtime 6,167,651 7,949,797 8,722,066 6,338,435 6,848,435 6,322,435 -0.25% Leave Payouts 517,208 654,603 401,259 369,000 100.00% Benefits 17,565,456 16,614,754 14,791,601 11,966,106 15,351,477 13,588,570 13.56% PERSONNEL SERVICES 46,318,268 47,549,505 48,072,017 45,478,857 49,374,228 48,152,698 5.88% OPERATING EXPENSES Utilities 38,978 41,377 59,931 41,150 41,150 57,150 38.88% Equipment and Supplies 1,085,775 1,222,719 1,423,888 971,719 1,300,826 1,106,719 13.89% Repairs and Maintenance 311,088 257,452 248,820 374,035 356,658 374,035 0.00% Conferences and Training 62,649 76,799 91,472 108,280 108,280 108,280 0.00% Professional Services 677,993 445,785 603,197 534,029 573,068 649,629 21.65% Other Contract Services 121,554 79,719 47,187 124,738 124,738 124,738 0.00% Rental Expense 97,633 96,387 93,978 91,015 99,876 91,015 0.00% Insurance 5,600 5,600 5,600 0.00% Payments to Other Governments 1,936,847 1,877,598 1,754,772 1,871,890 1,871,890 3,229,890 72.55% Expense Allowances 18,473 16,200 16,350 15,705 15,705 15,705 0.00% Other Expenses 10,339 18,200 21,312 11,000 17,000 11,000 0.00% OPERATING EXPENSES 4,361,329 4,132,237 4,360,907 4,149,161 4,514,791 5,773,761 39.15% CAPITAL EXPENDITURES Improvements 271,589 74,314 42,920 901,725 69,400 61.70% Equipment 1,745 1,442 Vehicles 24.934 41,768 CAPITAL EXPENDITURES 24,934 273,334 117,524 42,920 901,725 69,400 61.70% NON-OPERATING EXPENSES Debt Service 3.101 8.076 Transfers to Other Funds 13,000 13,000 13,000 3,398,371 13,000 3,279,574 -3.50% NON-OPERATING EXPENSES 13,000 16,101 21,076 3,398,371 13,000 3,279,574 -3.50% Grand Total 50,717,531 51,971,177 52,571,524 53,069,309 54,803,744 57,275,433 7.93% General Fund 50,090,020 51,095,562 51,915,169 52,353,505 53,201,389 56,502,971 7.93% Other Funds 627,511 875,615 656,355 715,804 1,602,355 772,462 7.92% Grand Total 50,717,531 51,971,177 52,571,524 53,069,309 54,803,744 57,275,433 7.93% Personnel Summary 198.00 200.00 201.00 201.00 201.00 201.00 0.00 194 Fire Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 20,585,772 20,039,035 22,191,769 25,418,232 25,418,232 26,045,326 2.47% Salaries,Temporary 1,246,250 2,025,235 1,672,919 1,406,121 1,406,121 1,457,649 3.66% Salaries, Overtime 6,152,250 7,929,541 8,717,830 6,304,123 6,814,123 6,304,123 0.00% Leave Payouts 509,899 639,683 391,930 369,000 100.00% Benefits 17,378,510 16,428,429 14,683,168 11,841,217 15,177,711 13,448,616 13.57% PERSONNEL SERVICES 45,872,681 47,061,923 47,657,616 44,969,693 48,816,187 47,624,714 5.90% OPERATING EXPENSES Utilities 4,558 4,444 10,748 4,650 4,650 4,650 0.00% Equipment and Supplies 1,001,045 1,169,656 1,396,464 932,718 1,234,078 1,067,718 14.47% Repairs and Maintenance 295,582 252,464 244,721 356,753 339,376 356,753 0.00% Conferences and Training 62,161 76,799 91,256 106,530 106,530 106,530 0.00% Professional Services 668,910 441,885 585,097 534,029 573,068 649,629 21.65%, Other Contract Services 115,904 79,020 47,187 123,028 123,028 123,028 0.00% Rental Expense 97,633 96,387 93,978 91,015 99,876 91,015 0.00% Payments to Other Government 1,936,796 1,877,598 1,754,772 1,871,890 1,871,890 3,229,890 72.55% Expense Allowances 18,473 16,200 16,350 15,705 15,705 15,705 0.00% Other Expenses 9,433 17,439 15,538 11,000 17,000 11,000 0.00% OPERATING EXPENSES 4,210,496 4,031,894 4,256,112 4,047,318 4,385,202 5,655,918 39.74% CAPITAL EXPENDITURES Equipment 1,745 1,442 Vehicles 6,843 CAPITAL EXPENDITURES 6,843 1,745 1,442 NON-OPERATING EXPENSES Transfers to Other Funds 3,336,494 3,222,339 -3.42% NON-OPERATING EXPENSES 3,336,494 3,222,339 -3.42% Total 50,090,020 51,095,562 51,915,169 52,353,505 53,201,389 56,502,971 7.93% Personnel Summary 194.10 196.20 197.30 197.30 197.30 197.30 0.00 Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's 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 for increased medical supply costs, annual physicals and Tuberculosis testing for all sworn suppression staff, and payments related to the Department of Health Care Services(DHCS)Public Provider Ground Emergency Medical Transportation Intergovernmental Transfer (PP-GEMT IGT)Program. The costs related to the PP-GEMT IGT Program are fully offset by Medi-Cal reimbursements from the state and federal governments. 195 Fire Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year HAZMAT CUPA(50-0, Training Center(704), Grants (various) PERSONNEL SERVICES Salaries, Permanent 227,101 262,545 287,600 314,963 314,963 334,718 6.27% Salaries,Temporary 8,829 3,535 4,802 35,000 35,000 35,000 0.00% Salaries,Overtime 15,402 20,255 4,237 34,312 34,312 18,312 -46.63% Leave Payouts 7,309 14,920 9,329 Benefits 186,946 186,324 108,433 124,889 173,766 139,954 12.06% PERSONNEL SERVICES 445,587 487,581 414,401 509,164 558,041 527,984 3.70% OPERATING EXPENSES Utilities 34,420 36,933 49,182 36,500 36,500 52,500 43.84% Equipment and Supplies 84,729 53,063 27,424 39,001 66,747 39,001 0.00% Repairs and Maintenance 15,506 4,988 4,098 17,282 17,282 17,282 0.00% Conferences and Training 488 216 1,750 1,750 1,750 0.00% Professional Services 9,083 3,900 18,100 Other Contract Services 5,650 699 1,710 1,710 1,710 0.00% Insurance 5,600 5,600 5,600 0.00% Payments to Other Governments 51 Other Expenses 906 761 5,774 OPERATING EXPENSES 150,833 100,343 104,795 101,843 129,589 117,843 15.71 CAPITAL EXPENDITURES Improvements 271,589 74.314 42.920 901.725 69,400 61.70% Vehicles 18.091 41.768 CAPITAL EXPENDITURES 18,091 271,589 116,082 42,920 901,725 69,400 61.70% NON-OPERATING EXPENSES Debt Service Expenses 3.101 8,076 Transfers to Other Funds 13.000 13,000 13.000 61,877 13,000 57.235 -7.50% NON-OPERATING EXPENSES 13,000 16,101 21,076 61,877 13,000 57,235 -7.50% Total 627,511 875,615 656,355 715,804 1,602,355 772,462 7.92% Significant Changes 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. Changes in Personnel Services(Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions 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. Changes in Operating Expenses and Overtime Salaries reflect a reallocation of funds between expenditure categories,while the increase in Improvements is to fund needed upgrades at the Central Net Training Facility. 196 Fire Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS HAZMAT CUPA(so1), Training Center(704), Grants (various) (Continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00231 Fire Facilities Dev Impact 126,227 104,603 74,854 00501 Certified Unified Program Agency 293,974 268,464 280,992 262,500 262,500 262,500 00704 Fire JPA Fund 272,963 487,785 331,725 405,866 405,866 405,866 00894 WMD-DHHS (88) (1) 1 00922 Fire Grants-Other 3,000 5,500 01238 EMPG 16/17 25,391 25,799 10,009 22,647 (22,647) Total 718,467 889,650 703,081 668,366 691,013 668,366 (22,647) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00704 Fire JPA Fund 338,727 243,712 261,412 137,380 106,664 30,716 (106,664) Total 338,727 243,712 261,412 137,380 106,664 30,716 (106,664) 197 Intentionally Left Blank O 198 City of Huntington Beach Iti�i� ydv Human Resources `oy.,; ;,,r Proposed — FY 2023/24 Director of Human Resources Human Resources Manager Senior Admin.Assistant HUMAN RESOURCES RISK MANAGEMENT Principal HR Analyst(3) Senior HR Analyst Risk Manager HR Analyst HRAnalyst Senior HR Technician(2) Risk Management Specialist HR Technician 199 Human Resources Department Descriptions The Human Resources Department provides essential internal services to all City departments, striving to create a safe, equitable, and connected HUMAN RESOURCTS workplace.We believe that people are an organization's greatest asset, and RISK'MANAGEMENT seek to select,train, and retain staff who behave in a team-oriented manner with humility, exceptionality, social awareness, passion, and integrity. -� sue Firt7 ` +i Human Resources and Risk Management •. Human Resources provides exceptional internal and external customer �r 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 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 and provides administrative support for the activities of the City of Huntington Beach Personnel Commission. The Risk Management Division is responsible for managing the City's risk-related programs. 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. Ongoing Activities & Projects Administration • Provide overall administration, leadership, management, and support for the Human Resources 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 . a - • contract interpretation issues, and manage the negotiations process. �,� i i7e �T r. Department Liaisons ;3 41'' ' • Manage the recruitment, testing, and selection processes, including administration of the NEOGOV = online recruitment system. •0 I • Administer the City's health and retirement plans, m including the annual health fair and open enrollment Ice,-=:, period. 4- . . • :r 200 Human Resources Ongoing Activities & Projects • 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. 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 vendor insurance certificates and evaluate for compliance with insurance requirements. • Provide resources to enable departments to maintain an occupational health and safety program. Legislative and Advisory Bodies • Oversee the Personnel Commission. Olt 9. . • 201 Human Resources Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED 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 95% 96% 95% Goal: 2. Continue open communication with employees and labor groups through regular meetings, the meet & confer process, and employee newsletters. Measure: Maintain open and frequent communication with all labor groups N/A N/A Yes and employees. Goal: 3. Provide quarterly organized citywide training opportunities including safety training Measure: #of training opportunities provided N/A N/A 4 Goal: 4. Provide employee health and wellness fairs and/or workshops twice annually Measure: #of wellness fairs/workshops provided N/A N/A 2 202 Accomplishments & Objectives Human Resources � FY 2022/23 Accomplishments • Recruited, assessed, selected, and onboarded over 310 full and part-time employees. • Facilitated over 160 new job postings for full and part-time positions, processing over 11,000 job applications. • Conducted recruitments—from job posting to creation of eligibility list—in an average of 37 days. • Completed the citywide Classification and Compensation Implementation Plan, working closely with our 9 bargaining groups and 12 departments, resulting in 247 changes to the classification and compensation plan. • 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 including the online completion of open enrollment for all City employees. • Reviewed and updated key Administrative Regulations pertaining to the Human Resources Department. • Worked with insurance brokers to forecast, tailor, and negotiate the most appropriate, quality, and cost-effective workers'compensation and liability insurance programs. • Identified six positions most affected by workers'compensation injuries and created the Essential Functions Job Analysis for each of these positions. • Reviewed and processed 161 liablilty claims and 1,203 insurance certificates. • 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. FY 2023/24 Objectives • Conduct and complete recruitments (from posting date to creation of eligible list) in an average of 35 days or less. • Continue to review and update key Administrative Regulations pertaining to the Human Resources Department. • Continue tailoring professional development training programs to meet employee needs. • Continue to enhance employer branding with streamlined recruitment postings and social media outreach. • Develop and implement an Alternative Dispute Resolution program for non-safety employees citywide. • Conduct a Request for Proposals(RFP)process to select,a Third-Party Administrator to continue developing the best workers'compensation and liability insurance programs for the City. • Continue to identify areas for improving effiiciences within the department's processes and procedures in support of providing optimal customer service to both internal and external customers. 203 Intentionally Left Blank 0 •NEFE3k.t7 204 Human Resources Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Non-Operating Expenses 1% Operating Expenses__ 90% Personnel Services 9% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 2,257,221 1,933,031 1,551,289 1,894,512 2,128,400 2,338,277 Operating Expenses 13,324,006 24,247,387 24,182,783 15,033,718 19,582,042 22,284,308 Non-Operating Expenses 9,925 25,844 233,888 270,776 Total Expenditures by Category 15,581,228 26,190,344 25,759,915 17,162,118 21,710,442 24,893,361 Expenditures by Fund 552 Self Insurance General Liability 42% 551 Workers . Compensation 47% 100 General Fund 11% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 1,873,790 1,740,373 1,838,765 2,364,951 2,369,789 2,664,343 551 Workers Compensation 9,757,914 12,207,363 16,110,994 7,242,851 11,542,851 11,661,463 552 Self Insurance General Liability 3,949,524 12,242,607 7,810,156 7,554,316 7,797,802 10,567,555 Total Expenditures by Fund 15,581,228 26,190,343 25,759,915 17,162,118 21,710,442 24,893,361 205 Human Resources Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,293,932 1,140,890 1,068,441 1,372,057 1,372,057 1,709,418 24.59% Salaries,Temporary 18,193 58,779 68,738 52,704 52,704 52,704 0.00% Salaries,Overtime 369 5,186 5,155 Leave Payouts 23,621 32,602 26,183 16,000 100.00% Benefits 921,106 695,573 382,771 469,751 703,639 560,155 19.25% PERSONNEL SERVICES 2,257,221 1,933,031 1,551,289 1,894,512 2,128,400 2,338,277 23.42% OPERATING EXPENSES Utilities 7 18 299 Equipment and Supplies 46,744 18,158 23,143 40,275 45,113 40,275 0.00% Repairs and Maintenance 138,071 150,198 55,881 63,500 63,500 63,500 0.00% Conferences and Training 58,131 64,619 118,459 332,795 332,795 182,795 -45.07% Professional Services 1,297,717 1,240,547 999,790 2,309,000 2,552,486 2,309,000 0.00% Other Contract Services 72,226 125,274 92,427 92,000 92,000 92,000 0.00% Claims Expenses 7,675,737 17,687,275 18,005,757 6,259,779 10,559,779 12,759,779 103.84% Insurance 3,732,332 4,731,069 4,554,972 5,605,220 5,605,220 6,195,176 10.53% Payments to Other Governments 301,178 226,563 325,149 325,149 325,149 635,783 95.54% Expense Allowances 1,862 3,667 6,905 6,000 6,000 6,000 0.00% OPERATING EXPENSES 13,324,006 24,247,387 24,182,783 15,033,718 19,582,042 22,284,308 48.23% NON-OPERATING EXPENSES Debt Service Expense 9,925 25,844 Transfers to Other Funds 233,888 270,776 15.77% NON-OPERATING EXPENSES 9,925 25,844 233,888 270,776 15.77% Grand Total 15,581,228 26,190,343 25,759,915 17,162,118 21,710,442 24,893,361 45.05% General Fund 1,873,790 1,740,373 1.838,765 2,364,951 2,369,789 2,664,343 12.66% Other Funds 13,707,438 24,449,970 23,921,150 14,797,167 19,340,653 22.229,018 50.22% Grand Total 15,581,228 26,190,343 25,759,915 17,162,118 21,710,442 24,893,361 45.05% Personnel Summary 14.00 12.00 13.00 13.00 13.00 14.00 1.00 206 Human Resources Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 890,880 847,692 803,468 1,080,453 1,080,453 1,391,753 28.81% Salaries,Temporary 18,193 58,779 45,079 52,704 52,704 52,704 0.00% Salaries, Overtime 369 4,749 3,278 Leave Payouts 30,855 14,695 21,900 16,000 100.00% Benefits 587,346 533,472 450,910 379.896 545,499 465,097 22.43% PERSONNEL SERVICES 1,527,643 1,459,387 1,324,635 1,513,053 1,678,656 1,925,554 27.26% OPERATING EXPENSES Utilities 18 299 Equipment and Supplies 42,207 17,434 23,072 35,000 39,838 35,000 0.00% Repairs and Maintenance 38,528 11,849 54,671 63,500 63,500 63,500 0.00% Conferences and Training 55,848 64,470 115,152 320,795 320,795 170,795 -46.76% Professional Services 142,326 61,258 224,644 169,000 169,000 169,000 0.00% Other Contract Services 65,796 122,865 90,047 92,000 92,000 92,000 0.00% Expense Allowances 1,442 3,092 6,245 6,000 6,000 6,000 0.00% OPERATING EXPENSES 346,147 280,986 514,130 686,295 691,133 536,295 -21.86% CAPITAL EXPENDITURES Transfers to Other Funds 165,603 202,494 22.28% NON-OPERATING EXPENSES 165,603 202,494 22.28% Total 1,873,790 1,740,373 1,838,765 2,364,951 2,369,789 2,664,343 12.66% Personnel Summary 10.20 9.40 10.70 10.70 10.70 11.70 1.00 Significant Changes Changes in Personnel Services (Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22 and the addition of 1 new position requested as part of the FY 2023/24, budget. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's 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. The change in Operating Expenses is due to one-time funding for Citywide Leadership Training&Development that was included as part of the FY 2022/23 Adopted Budget. 207 Human Resources Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Self Insurance Workers' Comp(551) PERSONNEL SERVICES Salaries, Permanent 335,367 271,254 264,973 177,069 177,069 191,346 8.06% Salaries,Temporary 23,658 Overtime 437 1,877 Leave Payouts 22,350 17,907 4,284 Benefits 269,598 150,655 (72.324) 52,569 120,854 56,317 7.13% PERSONNEL SERVICES 627,315 440,253 222,468 229,638 297,923 247,663 7.85% OPERATING EXPENSES Utilities 7 Equipment and Supplies 1,508 717 72 3,000 3,000 3,000 0.00% Conferences and Training 149 1,565 7,000 7,000 7,000 0.00% Professional Services 488,464 516,310 531,588 690,000 690,000 690,000 0.00% Other Contract Services 5,798 188 Claims Expenses 7,968,626 10,667,421 14,556,432 5,347,779 9,647,779 9,347,779 74.80% Insurance 364,598 345,264 447,216 572,000 572,000 661,956 15.73% Payments to Other Governments 301,177 226,563 325,149 325,149 325,149 635,783 95.54% Expense Allowances 421 575 660 OPERATING EXPENSES 9,130,599 11,757,185 15,862,682 6,944,928 11,244,928 11,345,518 63.36% NON-OPERATING EXPENSES Debt Service Expense 9,925 25,844 Transfers to Other Funds 68,285 68,282 0.00% NON-OPERATING EXPENSES 9,925 25,844 68,285 68,282 0.00% Total 9,757,914 12,207,363 16,110,994 7,242,851 11,542,851 11,661,463 61.01% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22. Increases in Operating Expenses reflect the general increase in insurance and workers'compensation claims expenses. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00551 Self Insurance Workers'Comp 7,771,902 6,798,938 8,989,612 7,789,449 12,089.449 11,164,142 (925,307) Total 7,771,902 6,798,938 8,989,612 7,789,449 12,089,449 11,164,142 (925,307) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00551 Self Insurance Workers'Comp 11,036,429 10,144,935 10,076,104 12,130.988 497,321 11,633,667 (497,321) Total 11,036,429 10,144,935 10,076,104 12,130,988 497,321 11,633,667 (497,321) 208 Human Resources Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Self Insurance General Liab (552) PERSONNEL SERVICES Salaries, Permanent 67,685 21,945 114,535 114,535 126,319 10.29% Leave Payouts (29,584) Benefits 64,163 11,446 4,186 37,286 37,286 38,741 3.90% PERSONNEL SERVICES 102,264 33,391 4,186 151,821 151,821 165,060 8.72% OPERATING EXPENSES I Equipment and Supplies 3,029 8 2,275 2,275 2,275 0.00% Repairs and Maintenance 99,543 138,349 1,210 Conferences and Training 2,283 1,742 5,000 5,000 5,000 0.00% Professional Services 666,927 662,979 243,557 1,450,000 1,693,486 1,450,000 0.00% Other Contract Services 632 2,221 2,380 Claims Expenses (292,888) 7,019,854 3,449,325 912,000 912,000 3,412,000 274.12% Insurance 3,367,734 4,385,805 4,107,756 5,033,220 5,033,220 5,533,220 9.93% OPERATING EXPENSES 3,847,260 12,209,216 7,805,970 7,402,495 7,645,981 10,402,495 40.53% Total 3,949,524 12,242,607 7,810,156 7,554,316 7,797,802 10,567,555 39.89% Significant Changes Changes in Personnel Services(Permanent and Benefits)are a result of Memorandums of Understanding(MOUs)that were entered into with the City's various labor unions during FY 2021/22. Increases in Operating Expenses reflect the general increase in insurance costs and anticipated claims expenses. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00552 Self Insurance General Liability 5,356,050 2,320,439 5,837,550 6,250,000 6,250,000 11,738,297 5,488,297 Total 5,356,050 2,320,439 5,837,550 6,250,000 6,250,000 11,738,297 5,488,297 209 Intentionally Left Blank 1111 frraf 210 City of Huntington Beach ��NTINfif) Information Services 1 uFrdi Proposed — FY 2023/24 Chief Information Officer IT Project Coordinator Senior Administrative Assistant INFRASTRUCTURE SYSTEMS TECHNOLOGY ENGAGEMENT &SUPPORT BUSINESS APPLICATIONS IT Manager IT Manager IT Supervisor g Network Systems Admin Principal IT Analyst(2) Lead IT Technician Principal IT Analyst(2) Senior IT Analyst Senior IT Technician(2) Senior IT Analyst(3) IT Analyst(2) IT Technician(2) Senior GIS Analyst Lead ITTechnidan IT Analyst li 211 Information Services Department Descrion The Information Services (IS) Department provides essential internal services to all City departments through the integration of people, processes and technology to increase efficiencies and effectiveness, serving as the technology foundation that enables the City to function securely and reliably. We recognize the importance of partnering with City departments to develop technology solutions that are innovative, secure, reliable, cost effective and scalable. We believe in the concept of future proofing these solutions to ensure a sustainable working model that continues to deliver successful results. Information Services is organized into three divisions: Technology Engagement & Support, Business Applications and Infrastructure Systems. Additional responsibilities such as administration, cyber security, Geographic Information Systems (GIS) and public safety are distributed equally throughout the department. rr"lall . a �4' r::r rs. s iiir ! 1Y ..',� le far At n ',r r ' ir it e 14 e 1 l.I f ` •`' 4 116 A F 1► A a . 11 t f I ,, r14 „..,,,t_.., sir 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. Technology Engagement & Support provides helpdesk and technical support for a wide variety of software and hardware appliances deployed to all City employees. Infrastructure Systems is responsible for maintenance and support of datacenters, data storage, voice and data communications, local and wide area network (LAN/WAN) assets, backup and recovery, and network security. 212 Information Services Department DescrionJ Business Applications is responsible for all facets of the City's enterprise applications, database administration, process automation and programming, web services, application delivery platforms, and electronic messaging applications. Information Services also manages the City's Geographic Information Systems(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 and engineering. GIS 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 specialized applications and databases to ensure Police Officers and Firefighters have the tools they need to respond quickly and effectively when working to keep the community safe. Ongoing Activities & Projects Infrastructure Systems • Provide support for servers, physical and virtual data centers, storage devices, uninterruptible power supplies, and LAN/WAN network. • Manage a complex mesh of networking infrastructure that connects all City facilities. • Manage various wired and wireless telecommunication systems encompassing phones, voice, and data. • Manage an advanced hybrid cloud and physical platforms. • Manage backup and recovery of data storage. Technology Engagement & Support • Provide technical support for all City end-user appliances. • Conduct helpdesk troubleshooting services for internal users. • Manage lifecycle replacement of City desktop, laptop, cell phones and other devices. • Support computer operations for all City facilities. • Support citywide special and spontaneous events. Business Applications • Streamline business processes through the use of technology and automation. • Support all City enterprise applications such as financial, 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 and Internet websites and online applications. • Administer and manage all citywide databases. • Implement and support application delivery platforms. • Manage electronic messaging infrastructure and applications. 213 Information 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 IIPT-gs, -- _,,r-„......_ 00,11"11111."-- I '''...:1 .„ . 'P// Ilk . I r i \ i t/' 4-1 .vim. ,� I EE€€_ ' '�i t li,. ��1 sty 41/111,, • , ,r� 11 ,....t..1 Hu�11114GTON iv) _*.v----, / CO1 I • Partner with the Police and Fire Departments to support a variety of public safety systems 1 y: { and applications. �T .t I`�''rw. • Support Computer Aided Dispatch and f , . ti 3 Records Management System (CAD/RMS). f Ir. ) ' hip, •, -w. ;, :_ • Support County applications in support of the f : ' �.- 1 - public safety systems departments. irk 1'' • Manage and support mobile data computers, •—-_ ,. tablets,and specialized systems in Police and u :-4 ... All Fire vehicles, stations, and facilities. 214 Information Services Performance Measures Results of the City's performance measure program for the past two fiscal years in addition to goals and objectives for FY 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 1. Resolve 10,000+ tickets per year to 94%+ positive feedback Measure: %of positive feedback N/A 94% 90+% Goal: 2. 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% 215 Information Services Accomplishments &Objectives FY 2022/23 Accomplishments • 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. • Initiated the project to replace the Computer Aided Dispatch (CAD)and Records Management System (RMS)for the Police Department. • Partnered with the Police Department(PD)to finish the preliminary designs for the dispatch center expansion project. • Worked with PD to design the technology powering the new real time crime center(RTCC). • Successfully completed upgrades to several City systems including: Enterprise Resource Planning (ERP), Utility Biling Systems and Fleet Management System. • Completed a comprehensive migration to a new Integrated Library System. • Enhanced cyber security resiliency through modernizing email and endpoint protection systems. • Partnered with the Fire Department to deploy a state-of-the-art.Mobile Response System, complete with new Mobile Data Terminals. • Completed the roll out of cyber security training awareness program across the City. • Completed overhaul of the park and recreation reservation and management system (HB SANDS magazine). • Continue modernizing the City's internal services websites. • Standardized the City's secure messaging and collaboration system. • Replaced aging servers. • Modernized multiple backup solutions. • Replaced aging and end of life network equipment. • Upgraded citywide communications infrastructure and field employees' mobile equipment. • Continued to implement updated versions of several aging desktop applications. • Continued the expansion of City operated dark fiber and connected several additional City locations through the fiber network. • Continued the digital transformation of the City's paper forms and workflow into digital forms. FY 2023/24 Objectives • Continue the replacement of the CAD/RMS for the Police Department. • Implement the City's intranet for departmental portals. • Continue development of the Enterprise Asset Management system. • Replace network equipment that is reaching the end of its useful life. • Continue scheduled replacement of computers in the organization to current hardware. • Expand high speed network connectivity to additional City facilities. • Upgrade Police Department mobile data computers with new hardware. • Continue enhancing the City's cyber security through consolidating authentication and multifactor access systems. • Modernize and upgrade existing storage connectivity infrastructure. • Upgrade perimeter network security systems. • Modernize and upgrade capacity of internal network cabling. 216 Information Services Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 45% ,--,...>--- ---„,„\._ dilip Non-Operating ( / Expenses 5% Personnel Services 50% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 4,743,384 3,928,345 3,512,647 4,217,140 4,426,221 4,303,666 Operating Expenses 2,923,617 2,956,798 3,241,641 3,542,031 4,148,321 3,924,966 Capital Expenditures 64,877 45,582 1,000,000 3,014,525 Non-Operating Expenses 471,409 454,308 Total Expenditures by Category 7,667,002 6,950,020 6,799,870 9,230,580 11,589,066 8,682,940 Expenditures by Fund 100 General Fund 95% '411111111114111W 322 ELM Automation Fund --''N'''N''(\\' .,-- f 5% r FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 7,111,301 6,266,969 6,324,097 7,791,386 8,055,573 8,230,189 322 ELM Automation Fund 360,178 427,894 394,527 439,194 439,194 452,751 323 Technology Fund 195.523 255.157 81,246 1,000,000 3,094,299 Total Expenditures by Fund 7,667,002 6,950,020 6,799,870 9,230,580 11,589,066 8,682,940 217 Information Services Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 2,748,324 2,281,170 2,113,966 3,106,853 2,844,525 3,122,532 0.50% Salaries,Temporary 118,155 102,075 79,000 84,842 84,842 84,842 0.00% Salaries, Overtime 47,613 87,791 57,293 43,410 43,410 43,410 0.00% Leave Payouts 78,046 100,967 66,905 65,000 100.00% Benefits 1,751,246 1,356,341 1,195,483 982,035 1,453,444 987,882 0.60% PERSONNEL SERVICES 4,743,384 3,928,345 3,512,647 4,217,140 4,426,221 4,303,666 2.05% OPERATING EXPENSES Utilities 576,781 731,858 709,390 849,590 849,590 881,598 3.77% Equipment and Supplies 264,158 257,448 207,229 82,343 147,505 82,343 0.00% Repairs and Maintenance 1,811,090 1,824,048 2,171,999 2,454,039 2,677,060 2,800,766 14.13% Conferences and Training 27,320 7,704 28,948 37,071 37,071 37,071 0.00% Professional Services 108,954 38,360 38,760 22,988 287,614 22,988 0.00% Other Contract Services 78,547 43,273 26,127 30,000 83,480 30,000 0.00% Expense Allowances 56,562 54,107 59,091 66,000 66,000 70,200 6.36% Other Expenses 206 99 OPERATING EXPENSES 2,923,617 2,956,798 3,241,641 3,542,031 4,148,321 3,924,966 10.81% CAPITAL EXPENDITURES Equipment 1.600 799,665 1,796,765 -100.00% Capital-Software 64,877 43.982 200.335 1,217,760 -100.00% CAPITAL EXPENDITURES 64,877 45,582 1,000,000 3,014,525 -100.00% NON-OPERATING EXPENSES Transfers to Other Funds 471,409 454,308 -3.63% NON-OPERATING EXPENSES 471,409 454,308 -3.63% Grand Total 7,667,002 6,950,020 6,799,870 9,230,580 11,589,066 8,682,940 -5.93% General Fund 7,111,301 6,266,969 6,324,097 7,791,386 8,055,573 8.230,189 5.63% Other Funds 555,701 683,051 475,773 1,439,194 3,533,493 452,751 -68.54% Grand Total 7,667,002 6,950,020 6,799,870 9,230,580 11,589,066 8,682,940 -5.93% Personnel Summary 30.00 21.00 25.00 25.00 25.00 25.00 0.00 218 Information Services Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,642,697 2,175,120 2,006,299 2,993,254 2,730,926 3,000,107 0.23% Salaries,Temporary 118,155 102,075 79,000 84,842 84,842 84,842 0.00% Salaries, Overtime 47,308 86,458 57,018 43,410 43,410 43,410 0.00% Leave Payouts 78,046 100,968 66,905 65,000 100.00% Benefits 1,686,820 1,289,810 1,136,521 941,911 1,395,691 946,513 0.49% PERSONNEL SERVICES 4,573,026 3,754,431 3,345,743 4,063,417 4,254,869 4,139,872 1.88% OPERATING EXPENSES Utilities 576,781 713,618 689,050 829,250 829,250 861,258 3.86% Equipment and Supplies 143,199 94,707 207,228 82,343 83,394 82,343 0.00% Repairs and Maintenance 1,574,640 1,588,309 1,952,452 2,206,537 2,428,021 2,549,959 15.56% Conferences and Training 27,320 7,704 28,947 37,071 37,071 37,071 0.00% Professional Services 81,020 10,820 15,360 22,988 273,488 22,988 0.00% Other Contract Services 78,547 43,273 26,127 30,000 83,480 30,000 0.00% Expense Allowances 56,562 54,107 59,091 66,000 66,000 70,200 6.36% Other Expenses 206 99 OPERATING EXPENSES 2,538,275 2,512,538 2,978,354 3,274,189 3,800,704 3,653,819 11.59% CAPITAL EXPENDITURES Transfers to Other Funds 453.780 436,498 -3.81% NON-OPERATING EXPENSES 453,780 436,498 -3.81% Total 7,111,301 6,266,969 6,324,097 7,791,386 8,055,573 8,230,189 5.63% Personnel Summary 27.00 21.00 24.47 24.47 24.47 24.47 0.00 Significant Changes Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's 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. The increase in Operating Expenses is due to inflationary impacts on software licensing and increases in data lines. 219 Information Services Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year ELM Automation Fund(322) PERSONNEL SERVICES Salaries, Permanent 105,627 106,050 107,667 113,599 113,599 122,425 7.77% Salaries, Overtime 305 1,333 275 Benefits 64,426 66,532 58,962 40,124 57,753 41,369 3.10% PERSONNEL SERVICES 170,358 173,915 166,903 153,723 171,352 163,794 6.55% OPERATING EXPENSES Utilities 18,240 20,340 20,340 20,340 20,340 0.00% Repairs and Maintenance 189,820 235,739 207.284 247,502 247,502 250,807 1.34% OPERATING EXPENSES 189,820 253,979 227,624 267,842 267,842 271,147 1.23% NON-OPERATING EXPENSES Transfers to Other Funds 17,629 17,810 1.03% NON-OPERATING EXPENSES 17,629 17,810 1.03% Total 360,178 427,894 394,527 439,194 439,194 452,751 3.09% Significant Changes Changes in Personnel Services (Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions 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. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00322 ELM Automation Fund 426,645 334,660 393.973 477,949 477,949 400,000 (77,949) Total 426,645 334,660 393,973 477,949 477,949 400,000 (77,949) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00322 ELM Automation Fund 360,097 266,863 266,309 485,652 52,751 432,901 (52,751) Total 360,097 266,863 266,309 485,652 52,751 432,901 (52,751) 220 Information Services Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Technology Fund (323) OPERATING EXPENSES Equipment and Supplies 120,959 162,741 64,112 Repairs and Maintenance 46,630 12,263 1,537 Professional Services 27,934 27,540 23,400 14,126 OPERATING EXPENSES 195,523 190,281 35,663 79,774 CAPITAL EXPENDITURES Equipment 1,600 799,665 1,796,765 -100.00% Capital-Software 64,877 43,982 200,335 1,217,760 -100.00% CAPITAL EXPENDITURES 64,877 45,582 1,000,000 3,014,525 -100.00% Total 195,523 255,157 81,246 1,000,000 3,094,299 -100.00% Significant Changes Technology funds are transferred in from the General Fund for various technology upgrades. For FY 2022/23, funds were programmed for upgrades to the City's Computer-Aided Dispatch (CAD) and Records Management Systems (RMS) and for various technology upgrades within the Police Department. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00323 Technology Fund 109,037 7,378 (177,580) 3,300,000 3,300,000 1,000,000 (2,300,000) Total 109,037 7,378 (177,580) 3,300,000 3,300,000 1,000,000 (2,300,000) 221 Intentionally Left Blank "law E NE O 222 ��_,,,:„.,,,,,, City of Huntington Beach l`g =' 'y .,; ,�; Police � ,E'' Proposed — FY 2023/24 I Police Chief Senior Administrative Assistant Office Assistant II (SPECIAL OPERATION) PATROL (INVESTIGATIONS) ( OPERAT ONSE ) SUPPPORT SERVICES )) Police Captan Police Captain Police Captain Police Captan Civilian Police Services Police Lieutenant Commander PATROL INVESTIGATIONS PROFESSIONAL Police Admin Services Manager TRAFFIC Police Lieutenant(4) Police Lieutenant STANDARDS Police Lieutenant Police Sergeant(14) Police Sergeant(3) Police Lieutenant COMMUNICATIONS Police Sergeant Police Officer(111)' Police Officer(24) Police Sergeant(2) Police Admin Services Manager Police Officer(18) Forensic Systems Specialist Public Affairs Officer Police Communications Community Services Officer Crime Analyst Senior Supervisor(6) Crime Analyst BACKGROUNDS/HIRING Police Communications SPECIAL EVENTS Police Services Specialist Police Officer Operator(18)• Police Sergeant Community Services Officer(4) Community Services Officer(3) TRAINING PARKING ENFORCEMENT NARCOTICSNICE Police Sergeant PERSONNEL Parking/Traffic Control Police Lieutenant Police Officer(2) Principal Human Resources Supervisor Police Sergeant Police Services Specialist Analyst ParkingfTraffic Control Police Officer(7) Human Resources Technician Officer(10) Police Services Specialist COMMUNITY SUPPORT Community Services Officer Community Relations FINANCE AIR SUPPORT Specialist Senior Management Analyst Police Sergeant ,1 I I r Accounting Technician(2) Police Officer(7) Police Officer Al Senior Helicopter Police Sergeant PROPERTY AM)EVIDENCE Maintenance Technician(2) JZNISP TASK FORCE Detection Shift Supervisor(4) Property and Evidence Police Sergeant Detention Officer,Nurse(4) Supervisor HOMELESS TASK FORCE Police Officer Detection Officer(9) Property and Evidence Police Sergeant Officer(3) Police Officer(4) CRIME LAB ADMIN. Latent Print Examiner(2) J3FC,ORRS SPECIAL ENFORCEMENT Crime Scene Investigator(4) Police Admin Services Manager Police Sergeant Police Records Supervisor(4) Police Officer(7) CTF/GANGS Senior Police Records Police Sergeant Specialist(10) SRO Police Officer(6) Police Records Specialist(4) Police Officer Police Services Specialist(6) Police Systems Coordinator INFORMATION TECHNOLOGY Senior IT Analyst IT Analyst Senior IT Technician *Defunded positions: Police Officer(9)and Communications Operator(1) 223 Police Department Descriptions The Police Department delivers professional and ;,, �-r responsive public safety to the City's residents, "`�", visitors, schools and businesses. These include r , �� emergency and non-emergency response to 1i t.fi i 4 ,'`-', crimes, incidents and events; crime prevention; .'!:. @@` _,„....-le: ,:t: proactive enforcement of laws; traffic related . --- `:,i'' 4. » •. `'�''�a4 services including collision investigation, DUI - ' -'= 'b re ," ;;' 1 e 1, ' .: - • enforcement and prevention, traffic safety f' education and traffic control;criminal investigation; ,,` �,. • i community policing to reduce crime and improve l• i " il, '‘ hp quality of life in neighborhoods and the business community; homeless services including i A , , dedicated full-time outreach and engagement; and School Resource Officers to engage local children in positive activities and civic engagement. Police Chief The Chief of Police leads and directs the department by providing 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. Patrol Division '+ The Patrol Division is the most visible of the Police I) , ,.� Department and performs core law enforcement functions. It is comprised of both sworn and civilian '�`, i, , employees and includes Uniform Patrol and the i Canine Unit. Patrol Officers are assigned to ® 1 designated geographical areas called beats. Officers respond to calls for service, document incidents and crimes, and handle critical jjr incidents through the use of specialized teams such } '1 '� as Special Weapons and Tactics (SWAT), Mobile �.. f ` ' , ,� '' Force Field (MFF), and Crisis Negotiation Team / . .,.,i .$ (CNT). _.- k 41M L- ` \ —j 3,$' Administrative Operations Division * The Administrative Operations Division includes the ParCE ` Training Unit, Professional Standards Unit, . j‘, ' Background Unit, Community Relations Unit, Jail �� Bureau and liaison for animal and facility issues. Primary duties of the Division include management of all capital improvement projects and daily maintenance of 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 all mandated training as well as advanced training where 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 Jail Bureau 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. Department volunteers are also part of this division. 224 Police Department Descriptions Investigation Division The Investigation Division includes the Investigations Bureau, the Special Investigations Bureau, Crime Scene ....Investigators and the Crime Lab. The Investigations Bureau is comprised of Crimes Against Persons,General Investigations (Property Crimes), and Economic Crimes. l„ The Special Investigations Bureau consists of Narcotics, ;i Vice, Gangs, Crime Task Force, Intelligence, and the Regional Narcotics Suppression Program. The Investigations Bureau performs four primary duties: MI. providing investigative follow-up for all non-traffic related • _ Ilia -. crimes; identifying, apprehending, and prosecuting , criminal suspects; assisting crime victims and the -I department in suppression of crime; and the recovery of property. . =, ' The Special Investigations Bureau enforces laws related L L "-tf_ �;�"�. ' ,- to the sale, manufacturing, transportation and use of , '��" "`� illegal drugs; reviews and issues permits for a wide • - �..: :;„*oi 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 Print Examiners who have the responsibility to gather and process evidence, including photographic evidence, DNA, and the recovery of latent fingerprints. Special Operations Division The Special Operations Division manages the areas within the Police Department which are responsible for unique and specialized functions of law enforcement. This division is comprised of both sworn and civilian employees and includes traffic enforcement/investigations, DUI enforcement, School Resource 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 Air Support Unit(ASU) is also part of the t k.— Special Operations Division. A police ido helicopter is a force multiplier, equaling up to _ . -- , 10 patrol cars on the ground.The ASU assists patrol units in vehicle/foot pursuits, area searches, surveillances, missing persons' ilk calls, burglary incidents, locating DUI 90 offenders, and acts as a general crime deterrent. There are six Officer Pilots, two Mechanics and one Sergeant Pilot. The unit provides contracted helicopter services to the •1 cities of Costa Mesa, Irvine, and Newport Beach. They work with lifeguards in Huntington Beach and Newport Beach, V° locating swimmers and boats in distress and can drop lifeguards in the ocean for rescues. The Special Operations Division is also responsible for overseeing the department's use of special teams who respond to tactical situations, as well as planned and unplanned protests or events. These teams include SWAT, CNT and the MFF Team, which handles any civil unrest or unlawful gatherings. 225 Police Department Descriptions Support Services Division The Support Services Division is comprised of Communications, Personnel, Property/Evidence, Records, Front Desk and Finance. Communications Dispatcher's primary duties include receiving and processing 911 calls and routine business requests for police __ _11 services. Dispatchers are typically the first, first P. E responder any citizen encounters in an emergency. _ = ' f---• The dispatch center serves as a lifeline to citizens on the phone and officers in the field: coordinating , I r - 7 I resources, making notifications, running checks, and = �, ', getting help when and where they need it.At the front _.__ \ -„ _-, l! '. desk, Community Services Officers are responsible " , '1 for being the face of the Department at the public �` :'- service counter ensuring they receive the proper r'•s°J _ y ,, assistance for their visit. These skilled professionals author crime and incident reports, allowing Patrol I Officers to stay proactive in the field. They also help _ with payments, citation sign-offs, report requests and ~ r>t' Ilk other various tasks. ` -. t. The Records Bureau is charged with the responsibility of providing a state-of-the-art records keeping function, preparing and maintaining Police Department documents and records in a manner that ensures accuracy, completeness, and expedient recovery.They distribute police reports,teletype messages,court documents,and process vehicles stolen, impounded or repossessed. The unit registers sex and arson offenders, processes bookings of all arrestees, run warrant checks for officers in the r'.qc !,, i field and prepare court packages. The Property �E f ► iUnitprovidesforthepropercollection, storage,a - fl,,-!-1 .1"v !�1�, j � ;.f. __ � I security, and disposition of evidence and other, �Y f I; I property, including items taken for safekeeping, 404 + � ,, "// f1 found property, and ensure chain of custody I. ;.. r „ I;+ / procedures. Their duties also include •n ��- 1 �-� _` , purchasing and issuing all equipment and i ,'"'IA i 1,_ a� maintaining current registration on the .? r- -- department's fleet. The Personnel Division is responsible for oN �l +si conducting recruitments for all positions within • �\cE` ,,t '� the Police Department. They maintain a high level of confidentiality and demonstrate ,�e`y _ !, excellent communication skills as they follow up ^� --. �' with prospective candidates. The Finance Division is responsible for administrating the - .�_+ �}, 1 ►. Department's $82M budget and liaison with . s Information Services Department. They also .�� , ;`? prepare the Department's bi-weekly payroll and _ *..••^• handle purchasing and material requisitions. 226 Police Ongoing Activities & Projects Patrol Division • Patrol generated over 15,272 police reports. a t • Arrested more than 6,500 individuals. 'r . `-- ;r. • Officers dispatched to 41,360 calls for service. + : ! sjF * .,'; 41 .4 • Special Operations Division s - • Investigated 1,387 traffic collisions (739 injuries, - 17fatalities). _ Pe • Issued 7,574 traffic citations. , ' • Identified, interdict, and arrested 674 DUI offenders. _f'' • Issued 88,016 parking citations. ' ream • Conducted over 6,200 1st level parking citation �"+ reviews. s - • Made 3,588 homeless outreach contacts. • A- • Made 481 homeless referrals for service to the City's Navigation Center and 85 referrals to other shelters. ` jaiminy Investigation Division • Investigated 1,923 crimes against persons. • Investigated 6,607 property crimes. • Investigated 1,172 economic crimes. • Investigated 135 human trafficking and internet/sex crimes cases. • Performed 18,000 crime analyses to identify crime trends. • Assisted 499 domestic violence victims through the Victim Assistance Program. • Investigated 136 narcotic related citizen complaints. • Reviewed and processed 331 Entertainment, Facility Use, Massage, ABC and Conditional Use Permits. • Performed 32 intelligence assessments for various events in the City. Administrative Operations Division • Investigated 51 internal affairs complaints. • Conducted over 50 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 the Police Department Open House. • Coordinated 12 holiday events with community partners, school requests ( Family Literacy Nights, Read across America, Community Helpers Day, Summer Camps, dept. tours), quarterly Coffee with a Cop, Coyote Wildlife Watch, sales of Pink Patch and Autism Awareness patches for charity and Citizen's Academy. • Volunteers removed over 2,100 signs from public property. • Volunteers completed 1,256 vacations house checks. • Coordinated 12 Neighborhood Watch Board meetings and 10 Neighborhood Watch Block meetings. • Volunteers donated a total of over 3,500 hours to the police department and community. Support Services Division • Conducted 46 recruitments, processed 3,087 applications and hired 35 employees. Additionally, 11 employees were promoted. • Received/initiated 254,113 incoming/outgoing calls in the 911 center. • Created 148,079 calls in the CAD system, documenting officer-initiated activity and calls for service. • Received 438 text to 911 requests. • Priority one calls for service response time was 4 minutes and 25 seconds. • Processed 26,678 crime, incident, supplemental reports and traffic reports. 227 • Police Ongoing Activities & Projects • Processed over 6,500 bookings, including want/warrant checks, RMS entry, and logging/copying. • Processed and filed 5,496 court packages both electronically and physical packages. • Handled 69,000 incoming/outgoing calls received/initiated in the Records Bureau. • Processed 12,500 subpoenas. • Processed 12,000 Public Records Requests. • Processed, secured, and tracked over 15,549 pieces of evidence and property. • Processed and disposed of 21,052 pieces of evidence, 228 guns and 998 pounds of narcotics. • Received and assisted over 4,446 alarm-related-calls. Performance Measures Results of the City's performance measure program for the past two calendar years in addition to goals and objectives for FY 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED 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 4.3% 5.9% 3% Increase Increase Decrease Goal: 2. Reduce the number of injury traffic collisions, HBPD will utilize directed enforcement and continue collaboration with the Public Works Department to assure our City roadways and thoroughfares are properly maintained and engineered. Measure: 5%reduction in injury traffic collisions 14.4% 001% 5% Increase Increase Decrease 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: 5% reduction in DUI related traffic collisions 7 2% 14.5% 5% Decrease Increase Decrease 228 Police Performance Measures FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED 4. Goal: In an effort to develop strategies to increase Homeless Task Force outreach and engagement with the homeless community, the Police Department will increase proactive contacts with the homeless population, even when no crime is being committed and no call for service has been generated. Measure: 3% increase in number of contacts with homeless individuals accepting of resources 683 17% 3% Contacts Decrease Increase Accomplishments & Objectives FY 2022/23 Accomplishments • Remodel of the traffic unit and homeless task force office. • Created and expand the recruitment team to conduct oral interview panels, assist in the testing process and participate in recruitment events. • Continued to support the Navigation Center and facilitated ordinances and policy changes to meet community needs. • Digitized all homicide and fatal traffic collision reports and evidence documents. • Awarded grant funding for new property and evidence refrigerator. • Awarded grant funding for officer and employee wellness services. • Added second full time crime analyst to assist in identifying crime trends and track crime rates. • Fully staffed crime scene investigation unit to assist officers with gathering evidence at crime scenes. • Extended property release days and hours. FY 2023/24 Objectives • Capital project to modernize and remodel the dispatch center and patrol operations offices. • Addition of a real time crime center. • Addition of 5 public safety cameras. • Reach full staffing for all positions. • Implement new policing system to ' include CAD, RMS, Mobile Reporting, HUNTINGTON BEACH POLICE DEPARTMENT Property, and Jail. • Move toward beingcompletely naMTAA93O 3�i "��+yrI Lit•I • paperless in the Records p y Unit. ~'B ;: • Expand abilities of the HB crime lab 6EAGH including DNA analysis. " _ • _ t• Evaluate the organization of the Detective Bureau to increase efficiency — d • Use analysis from crime trends and ': °f S� •. IN intelligence to enhance resources and (ft y. „„„ REA effectiveness citywide. ' *M� 229 Intentionally Left Blank fan OR PP IN 4111nr•N I13 IMO o V 230 Police Proposed Budget - FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating ,\(._ ._Expenses Aida 8% Capital ._.Expenditures -4411111111118 Personnel Services 84% Non-Operating Expenses ,001 7% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 73,042,242 75,055,593 73,492,981 68,074,161 75,879,014 72,252,029 Operating Expenses 6,430,015 6,853,936 6,972,038 6,951,211 9,453,849 7,176,895 Capital Expenditures 35,916 224,592 147,870 840,000 1,952,972 450,000 Non-Operating Expenses 6,091,950 5,731,650 Total Expenditures by Category 79,508,173 82,134,122 80,612,889 81,957,322 87,285,836 85,610,574 Expenditures by Fund we General Fund • l 9996 984 SLESF Grant 1% Funds 122,212,214,242,216,and 979 represent less than 1%of expenditures and are not labeled in the above chart. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 78,278,455 80,106,295 78,596,824 80,301,451 81,254,393 84,590,019 122 Inmate Welfare 1,456 6,849 3,343 40,000 40,000 40,000 212/214/242 Narcotics Forfeiture 146,450 240,383 274,254 157,000 471,372 335,000 216 Property and Evidence 594 53,163 39,625 185,000 185,000 100,000 227 Police Facilities Dev Impact 150,335 415,000 1,528,665 984 SLESF Grant 260,988 338,246 320,575 728,716 1,543,317 450,000 979 AB109 Public Safety Realignment 66,439 100,746 92,575 130,155 252,506 95,555 Other Funds 753,792 1288,440 1,135.358 2,010,583 Total Expenditures by Fund 79,508,173 82,134,122 80,612,889 81,957,322 87,285,836 85,610,574 231 Police Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 35,449,952 36,658,942 38,011,509 42,084,307 42,424,169 41,663,019 -1.00% Salaries, Temporary 433,590 685,254 754,528 360,000 450,566 362,954 0.82% Salaries, Overtime 4,699,292 5,989,217 6,857,058 5,008,950 5,966,251 5,886,950 17.53% Leave Payouts 1,334,717 1,128,328 1,236,431 1,191,000 100.00% Benefits 31,124,691 30,593,852 26,633,455 20,620,904 27,038,028 23,148,106 12.26% PERSONNEL SERVICES 73,042,242 75,055,593 73,492,981 68,074,161 75,879,014 72,252,029 6.14% OPERATING EXPENSES Utilities 33,302 22,057 47,250 19,920 19,920 19,920 0.00% Equipment and Supplies 1,634,901 1,567,978 1,957,025 1,698,860 2,646,250 1,422,060 -16.29% Repairs and Maintenance 939,237 1,073,446 792,935 1,249,113 1,568,884 1,651,687 32.23% Conferences and Training 427,993 363,502 393,028 321,500 392,767 361,500 12.44% Professional Services 625,289 466,319 460,253 242,743 797,226 277,743 14.42% Other Contract Services 1,809,181 2,246,211 2,028,926 2,357,651 3,001,865 2,382,561 1.06% Rental Expense 13,651 8,518 9,284 Payments to Other Governments 601,008 760,641 859,661 897,000 855,000 897,000 0.00% Expense Allowances 345,455 341,160 350,770 163,424 163,424 163,424 0.00% Other Expenses 4,104 72,906 1,000 8,513 1,000 0.00% OPERATING EXPENSES 6,430,015 6,853,936 6,972,038 6,951,211 9,453,849 7,176,895 3.25% CAPITAL EXPENDITURES Improvements 82,894 415,000 1,456,106 400,000 -3.61% Equipment 10,716 124,282 21,842 425,000 425,000 50,000 -88.24% Vehicles 90,510 43,134 71,866 Capital-Software 25,200 9,800 CAPITAL EXPENDITURES 35,916 224,592 147,870 840,000 1,952,972 450,000 -46.43% NON-OPERATING EXPENSES Transfers to Other Funds 6,091,950 5,731,650 -5.91% NON-OPERATING EXPENSES 6,091,950 5,731,650 -5.91% Grand Total 79,508,173 82,134,122 80,612,889 81,957,322 87,285,836 85,610,574 4.46% General Fund 78.278.455 80,106,295 78,596,824 80,301,451 81,254,393 84,590,019 5.34% Other Funds 1.229.718 2,027,827 2,016,065 1,655,871 6,031,443 1,020,555 -38.37% Grand Total 79,508,173 82,134,122 80,612,889 81,957,322 87,285,836 85,610,574 4.46% Personnel Summary 365.50 356.00 357.00 353.00 353.00 353.00 0.00 232 Police Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 35,314,538 36,472,411 37,821,138 42,039,307 42,039,307 41,663,019 -0.90% Salaries,Temporary 346,890 584,277 684,874 360,000 360,000 362,954 0.82% Salaries,Overtime 4,357,004 5,445,710 6,282,654 4,933,950 4,933,950 5,733,950 16.21% Leave Payouts 1,334,717 1,128,328 1,236,431 1,191,000 100.00% Benefits 31,002,333 30,428,512 26,471,061 20,620,904 26,712,854 23,148,106 12.26% PERSONNEL SERVICES 72,355,482 74,059,238 72,496,158 67,954,161 74,046,111 72,099,029 6.10% OPERATING EXPENSES Utilities 32,019 20,919 45,608 19,920 19,920 19,920 0.00% Equipment and Supplies 1,264,034 934,278 1,335,422 1,131,705 1,502,833 1,184,505 4.67% Repairs and Maintenance 939,237 1,070,176 792,935 1,120,397 1,290,168 1,501,687 34.03% Conferences and Training 417,013 341,322 384,719 321,500 373,274 331,500 3.11% Professional Services 501,376 322,228 300,022 242,743 600,798 277,743 14.42% Other Contract Services 1,809,181 2,243,711 2,016,826 2,357,651 2,401,865 2,382,561 1.06% Rental Expense 13,651 8,518 9,284 Payments to Other Governments 601,008 760,641 859,661 897,000 855,000 897,000 0.00% Expense Allowances 345,455 341,160 350,770 163,424 163,424 163,424 0.00% Other Expenses 4,104 5,418 1,000 1,000 1,000 0.00% OPERATING EXPENSES 5,922,973 6,047,058 6,100,666 6,255,340 7,208,282 6,759,340 8.06% NON-OPERATING EXPENSES Transfers to Other Funds 6,091,950 5,731,650 -5.91% NON-OPERATING EXPENSES 6,091,950 5,731,650 -5.91% Total 78,278,455 80,106,295 78,596,824 80,301,451 81,254,393 84,590,019 5.34% Personnel Summary 362.50 353.00 355.00 351.00 351.00 351.00 0.00 Significant Changes Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. Changes in Benefits is due to an increase in the Workers'Compensation rates for sworn personnel to adequately offset rising claims costs,while 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. Overtime Salaries were increased to align with prior year actuals.Changes in Operating Expenses reflect a reallocation of funds between expense categories, an increase in the City's share of the 800MHz backbone cost sharing agreement managed by the Orange County Sheriffs Department,and an increase in the annual software maintenance cost of the City's Computer-Aided Dispatch(CAD)and Records Management Systems(RMS). 233 Police Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Inmate Welfare (122), Narcotic Forfeiture State and Federal (212,214,242), Property and Evidence(216) PERSONNEL SERVICES Salaries, Overtime 114,146 166,263 139.434 75,000 135,000 153,000 104.00% PERSONNEL SERVICES 114,146 166,263 139,434 75,000 135,000 153,000 104.00% OPERATING EXPENSES Utilities 1,283 1,138 1,642 Equipment and Supplies 22,354 130,494 174,477 182,000 436,372 142,000 -21.98% Conferences and Training 1,668 30,000 100.00% Other Contract Services 2,500 OPERATING EXPENSES 23,638 134,132 177,788 182,000 436,372 172,000 -5.49% CAPITAL EXPENDITURES Improvements 100,000 100.00% Equipment 10,716 125,000 125,000 50,000 -60.00% CAPITAL EXPENDITURES 10,716 125,000 125,000 150,000 20.00% Total 148,499 300,395 317,222 382,000 696,372 475,000 24.35% Significant Changes Equitably shared funds are federal and state financial assistance used to supplement local law enforcement resources. The Police Department is appropriating $153,000 for a detective and a sergeant working overtime on the Orange County Regional Narcotics Suppression Program and $22,000 for the annual software subscription Vintra's Team Plus Plan. Fund 216 is being used for the Property and Evidence Unit remodel that was started during FY 22/23. $40,000 of the operating expense budget is for the Inmate Welfare Fund (122). This fund covers reading materials, cable TV, clothing, and bus passes for the inmates, as well as improvements to inmate housing. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00122 Inmate Welfare Fund 6,198 1,199 560 00212 Narcotics Forfeiture Fed 208,434 48,912 3,513 95,000 95,000 175,000 80,000 00214 Narcotic Forfeiture/State 66,253 954 44,675 00216 Property and Evidence 63,445 126,825 20,925 10,000 10,000 50,000 40,000 00242 Narcotics Forfeiture/Treas 353 1,407 26 Total 344,683 179,297 69,699 105,000 105,000 225,000 120,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00122 Inmate Welfare Fund 100,452 94,802 92,019 52,019 40,000 12,019 (40,000) 00216 Property and Evidence 210,168 283,830 265,130 168,333 50,000 118,333 (50,000) 00242 Narcotics Forfeiture/Treas 12,121 1,407 1,433 286,433 160,000 126,433 (160,000) Total 322,741 380,039 358,582 506,785 250,000 256,785 (250,000) 234 Police Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Grants (various) PERSONNEL SERVICES Salaries, Permanent 135,415 186,531 190,371 45,000 384,862 -100.00% Salaries, Temporary 86,700 100,977 69,654 90,566 Salaries, Overtime 228,141 377,243 434,970 897,301 Benefits 122,358 165,341 162,393 325,174 PERSONNEL SERVICES 572,614 830,092 857,389 45,000 1,697,903 -100.00% OPERATING EXPENSES Equipment and Supplies 348,513 503,206 447,126 385,155 707,044 95,555 -75.19% Repairs and Maintenance 3,270 128,716 278,716 150,000 16.54% Conferences and Training 10,979 22,179 6,640 19,493 Professional Services 123,912 144,091 160,231 196,428 Other Contract Services 12,100 600,000 Other Expenses 67,487 7,513 OPERATING EXPENSES 483,404 672,747 693,585 513,871 1,809,195 245,555 -52.21% CAPITAL EXPENDITURES Improvements 82,894 415,000 1,456,106 300,000 -27.71% Equipment 124,282 21,842 300,000 300,000 -100.00% Vehicles 90,510 43,134 71,866 Capital-Software 25,200 9,800 CAPITAL EXPENDITURES 25,200 224,592 147,870 715,000 1,827,972 300,000 -58.04% Total 1,081,219 1,727,431 1,698,844 1,273,871 5,335,070 545,555 -57.17% Significant Changes AB 109 funds support the Automated License Plate Reader program. The cost of the data base subscriptions provided by Flock and Vigilant are estimated at $95,555. The Supplemental Law Enforcement Services Fund is funding the Peregrine software annual subscription of$150,000 and contributing$300,000 to the Police Department Communication Center remodel. 235 , Police Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants (various) (continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00107 Evidence Seizure 528 401 (131) 00227 Police Facilities Dev Impact 228,012 164,848 169,684 00246 CARES Act(CESF) 93,800 (111) 00838 Jail Training Grant 12,085 9,465 12,792 12,640 (12,640) 00909 UASI-OCIAC Prgm 2007 2,184 00955 Prop 69 Funding 45,678 21,842 00971 Asset Forfeiture 15%State 10,289 7,416 00978 US Secret Svcs(USSS) 11,763 27,931 19,088 27,448 (27,448) 00979 AB109 Pub Sfty Realignmt 96,863 90,852 85,126 103,567 103,567 112,067 8,500 00984 SLESF Grant 549,156 491,216 514,631 400,000 400,000 475,000 75,000 01215 Immigr&Customs Enfcmt 50,000 (50,000) 01252 Office of Traffic Sfty 18/19 146,609 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 30,091 (30,091) 01260 Justice Assist Grant 2018 26,309 28,766 (28,766) 01261 Justice Assist Grant 2019 45,219 1,835 (1,835) 01262 BSCC Mental Hlth Training 4,320 7 4 01264 Domestic Violence 2020 43,716 275,332 206,727 281,359 (281,359) 01265 ABC GRANT FY 20/21 16,141 10,643 71,763 (71,763) 01266 OTS Bike Ped Sfty 20/21 15,154 1,623 01267 SB 2 Reimbursement 2,010 4,000 (4,000) 01268 Office of Traffic Sfty 20/21 262,045 304,803 01269 Operation Stonegarden 94,870 288,030 (288,030) 01270 OTS Bike Ped Sfty21/22 15,604 27,191 (27,191) 01271 Office of Traffic Sfty 21/22 527,612 260,388 (260,388) 01274 FBI JTTF 1,000 18,000 (18,000) 01278 Office of Traffic Safety 22/23 790,000 (790,000) 01279 OTS Bike Ped Safety 22/23 44,035 (44,035) 01280 OTS Child Passenger 22/23 52,353 (52,353) Total 1,662,608 1,784,596 2,091,734 503,567 2,491,465 587,067 (1,904,398) 236 e ,i r Tlec °4�° ....,. �jj City of Huntington Beach tiC , k+ - yi Public Works �- °uNrY�a�;E�Qe' Proposed - FY 2023/24 Director of Public Works (MAINTENANCE AND) ) Deputy Director of Deputy Director of OPERATIONS ADMINISTRATION Public Works Public Works ` Public Works Operations Manager Administrative Svcs Manager p UTILITIES ) ( TRANSPORTATION ) ( ENGINEERING Administrative Assistant Senior Management Analyst(2) Management Analyst(2) STREET MAINTENANCE Real Estate Project Manager Traffic and Transportation Manager Public Works Maintenance Supervisor Management Aide(2) WATER&SEWER ADMINISTRATION Public Works Maintenance Crewleader Senior Accounting Technician City Engineer Lead Public Works Maint.Worker(2) Accounting Tectnidan Water Conservation Coordinaor ENGINEERING/CIP Public Works Equipment Operator(2) Senior Administrative Assistant Warehouse Coordinator Principal CNil Engineer CONSTRUCTION ENGINEERING Senior Public Works Maint.Worker(5) Field Service Representative Warehouse perk Senior Traffic Engineer(2) Construction Manager Code Enforcement Officer Administrative Assistant TraRc Engineering Technician Senior Construction Inspector(4) LANDSCAPE MAINTENANCE Office Assistant II(5) Capital Project Administrator(7) Public Works Maintenance Supervisor SCADA/GIS/SURVEY SIGNAL&LIGHTS MAINTENANCE Utilities Public Works Maintenance Crewleader Technology Supervisor Traffic Signals Crewieader DESIGN ENGINEERING Landscape Maint.Inspector(4) SCADA Technician Traffic Signal Electrician(2) Principal Cml Engineer Pest Control Specialist Senor Survey Technician(2) Senior Public Works Maint Worker(3) Senior Civil Engineer(2) Irrigation Specialist Senior GIS Analyst(2) Assistant Engineer Senior Public Works Maint.Worker Utility Locator(2) Assistant Civil Engineer TREE MAINTFNANCF WATER PRODUCTION DEVELOPMENT ENGINEERING Public Works Maintenance Supervisor Water Utility Supervisor Principal Civil Engineer Public Works Maintenance Crewleader Water Utility Crewleader Senior Civil Engineer(2) Lead Public Works Maint.Worker Lead Water Utility Worker(2) Senior Engineering Technician Public Works Equipment Operator(3) Senior Water Utility Worker(4) Assistant Civil Engineer Water Utility Worker(5) ),FACH MAINTFNANCF WATFR AND SEWER Public Works Maintenance Supervisor WATER DISTRIR I tTION/MFTFRS FNCIN FFRIN(t Public Works Maint.Crewleader(2) Utilities Superintendent Principal Civil Engineer Public Works Equipment Operator(2) Water Utility Crewieader(3) Senior Civil Engineer Sr.Facilities Maintenance Technician Engineering Aide Associate Civil Engineer Senior Public Works Maint.Worker Lead Water Utility Worker(9) Utility Equipment Operator(5) STORM WATFR QUAI ITY FLEET MAINTFNANCF Water Utility Worker(13) Environmental Service Manager Fleet Operations Supervisor Water Meter Repair Technician(4) Environmental Specialist(2) Fleet Maint.Crewleader(2) Field Service Representative(2) Lead Reet Maint.Mechanic(3) Accounting Technician Equipment Parts Inventory Supply Clerk Senior Mechanic(6) Mechanic(3) WATFR DUAI ITY Water Quality Supervisor FACILITY MAINTFNANCF or Public Works Maintenance Supervisor Water Qualityit Specialistal (3 Water (3) Public Works Maint.Crewleader(2) Electrician WASTEWATER Sr.Facilities Maint.Technician Wastewater Supervisor Facilities Maintenance Technician(6) Wastewater Crewleader Lead Wastewater Worker(3) Utility Equipment Operator(5) Senior Wastewater Pump Technician Wastewater Pump Technician Water Utility Worker(7) 237 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 (CIP). 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 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. �FL -ti4; — 1 ir:Air, - I ' '1 I1 I Y it li s ! .1 L .r—►, r a lik < —x { z 4 7 74 "S ., 1,1 nrir A ,,t1, r { 1 of i itl9f r 238 Public Works Department Descriptions Maintenance and Operations Division The Maintenance and Operations Division is responsible for facility, fleet, beach, landscaping, street and tree maintenance. Staff perform a variety of maintenance, repair and equipment replacement activities on two million square feet of City facilities including the Civic Center, police department, fire stations, libraries, recreation centers, marine safety and junior lifeguard buildings, and the pier. Maintenance and Operations is responsible for various renovation and infrastructure improvement projects to maintain a safe and comfortable environment for residents, visitors and employees; and to preserve the value of facilities and equipment.Automotive Service Excellence(ASE)-certified mechanics provide comprehensive maintenance and repair services on 884 City vehicles and large equipment that range from fire apparatus, police vehicles, lifeguard marine safety vessels, and ATV's to 10-ton dump trucks. The Beach Maintenance Section is responsible for cleaning the pier, beach, fire rings, bike paths, parking lots, Main Promenade Parking Structure and Pier Plaza. They're also responsible for cleaning the beaches at Huntington Harbour and Sunset Beach. The Landscape Maintenance Section keeps the City parks, play areas, City facilities, landscaped medians and roadside areas in a safe and attractive condition. The Street Maintenance Section cleans, maintains, and repairs City streets, sidewalks, and parking lots. The Tree Maintenance Section provides routine and emergency trimming, removal, and planting at City parks, facilities, and the City's right of way. The Division contracts out for most of its services including landscape maintenance, scheduled tree trimming, harbor cleaning, and street sweeping. Staff members respond to requests for service from the public, supervise contract services, and provide support at special events and activities. / .' , i .,..,... , . . .. , ...r , ,j ,, L. i iitila;e...,,:-,,-:-... ,- .1.f r— , (----, t,r, /iir . . 239 Public Works Department Descriptions Transportation Division The purpose of the Transportation Division is to provide a safe and efficient +q +� -mg transportation system supporting vehicular, pedestrian, transit, and bicycle _® --ail activity while servicing the needs of the community. Transportation """ /f oversees the design and maintenance of all traffic control devices and pole ''--- lighting on City Staff reviews development projects, provides 1` 9 9P P J { 1 I 1; - advance transportation planning for both local and regional activities, and = ` 3I U 44) responds to public requests related to traffic concerns. The Signal and .... I ., , `"� Lighting Maintenance Section provides service to all traffic signals, City '�/� streetlights, parks and sports field lighting. The Traffic Engineering staff -� r I Nu , /." manage contracts for the maintenance of all required traffic delineation, 6•' `�` signage, pavement and curb markings. Staff provides traffic control "" 1119_■. r " planning services for City sponsored special events. ,„I—..........,,. „:*_ '... ° 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. q Ow R ` !� ' f iqF ,_ t ir i ., i , , L_ ! i . x 4 iiiVi'''.!;"."'�� t� �! I f3 -It g ,,,. �� I.t ` ill 240 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. • Maintain 2 million square feet of facilities(mechanical, electrical, plumbing,fire/life safety,carpentry, roofing, painting and flooring). • Complete 2,000 service work orders for facilities maintenance. • Clean and maintain the pier(above and below the waterline)and Pier Plaza • Respond and remove over 2,762 graffiti incidents annually. • Maintain 3.4 million square feet of landscaping. • Mow, edge, remove trash, and clean play areas for 760 acres in 79 park sites each week. • Inspect and repair over 200 pieces of play equipment, benches, tables, and picnic facilities. • Maintain and trim trees for two maintenance zones per year citywide and in City parks. • Respond to 500+tree related calls per year.. • Maintain 884 assets/vehicles with 95% of vehicles being available and in operation at all times. • Receive 2,996 fleet work order requests per year and nine(9)mechanics turn around 75% of these requests in 24 hours or less. • Maintains nine(9)fixed fuel sites with 24 underground fuel storage tanks. • Sweep debris from 29,000 curb miles of public streets and parking lots. • Maintain all beaches, including Huntington Harbor and Sunset Beach. I • Sweep and clean beach parking lots and multi-use paths and remove debris from 120 fire pits. • Maintain and operate 147 traffic signal, over 1,500 street, park, parking lot and sports field/court lights. • Manage and direct maintenance contract for over 10,800 streetlights throughout the City • Coordinate and design traffic control plans for special events throughout the year including major events such as the Surf City Marathon,,4th of July Parade, weekly Surf City Nights, and the Pacific Air Show. • Coordinate traffic operations and construction work with Caltrans on Beach Blvd. and Pacific Coast Highway. • Participate in regional transportation issues and activities with adjacent jurisdictions,,the Orange County Transportation Authority (OCTA), and Caltrans, including coordination of construction activities for the 1-405 Improvement Project. • Install and maintain traffic signs and markings for 1,120 lane miles of public streets and 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, service, and maintain 15 pump stations for both storm water and urban runoff diversion. • 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 per year. 241 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 2023/24 are presented below. FY 2021/22 FY 2022/23 FY 2023/24 ACTUAL ACTUAL PROPOSED Goal: 1. Process 85% of first development plan checks within 20 business days of receipt. Measure: %of first development plan checks 98% 95% 95% processed Goal: 2. Award 80%of Capital'Improvement Program (CIP)projects indicated in the annual CIP. Measure: 90% 90% 85% %of CIP projects awarded as indicated Goal: 3. Abate 100% of graffiti on City property within three business days of report. Measure: 100% 100% 100% %of graffiti abated within three business days Goal: 4. Maintain in operational service fleet availability at 90%or more for 884 assets. Measure: %of fleet available and in operational 94.63% 94.55% 92% service. 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% 92% 95% and addressed within 24 hours 242 Public Works Accomplishments & Objectives FY 2022/23 Accomplishments • Successfully bid out and processed numerous maintenance service contracts. • Completed beautification of Central Park lake embankment. • Installed bike racks at Bluff Top Park. • Installed skateboard locker at Z-park. • Installed Sunset Beach play structure fencing. • Successfully bid and awarded new contract for Landscape Maintenance at all City facilities. • Completed pier piling maintenance CIP. • Completed 1,800 facilities services requests. • Completed 2,762 graffiti removal abatement requests. • Completed HVAC replacement upgrades at City Gym. • Completed Gothard Fire and Murdy Fire stations rooftop HVAC replacement. • Replaced chiller at Junior Lifeguard headquarters. • Successfully bid and awarded multiple maintenance service agreements for general maintenance, painting, electrical, mechanical, general contracting, pest control, plumbing, doors, fence and locksmith , et. services. wItt 4 j " ti ,. f • Provided residential paving, concrete and sidewalk 0, _ R w': , repairs in Maintenance Zone 2. � � ' '# � �' • Completed construction of HollyLane curb,gutter and �. �"c sidewalk. yt • Maintained a six-year tree trimming cycle citywide. 1101 . • Maintained and trimmed 7,500 arterial and residential • trees citywide and an additional 600 trees in City parks. . w \ kq• r, ti • Responded to over 500 tree-related calls. , • ?„' ' • • Managed and maintained 884 fleet assets. �� • Completed 2,996 fleet repair requests. : ; 'g ' sfi• nr • Completed 2,247 fleet repair requests in less than 24 °�'"� hours with nine (9) mechanics. • Completed 2,000 fleet preventive maintenance ' • •6, inspections and service. ; f;` ar; • Managed the purchase and delivery of 500,000 gallons of fuel. • Managed 9 fuel sites with 24 Underground Storage Tanks (UST)'s (Unleaded, Diesel, Premium, Propane and Jet-A fuels). • Successfully completed Gothard Fire fuel site remodel. • Completed Heliport UST upgrade. • Installed five Big Belly trash receptacles in downtown. • Successfully bid and awarded multiple service agreements for fleet shop repairs, specialty vehicle repair and tire services. • Successfully bid and awarded a new beach restroom janitorial service agreement • Completed fiber optic communication upgrades between City Hall and the Utilities Operation facility • Completed construction of the City's first"Bike Boulevard"on Utica Avenue including the installation of a new traffic signal at the intersection of Utica Avenue and Lake Street under an OCTA/Federal grant project. • Added nearly 3 miles of new fiber optic communications serving the City's traffic signal system and several City facilities through a combination of grant and locally funded projects. • Completed installation of 6 Rectangular Rapid Flashing Beacon at uncontrolled, marked crosswalks on arterial streets throughout the City. • Implemented the City's first parking protected bike lanes on Springdale Street. 243 Public Works Accomplishments & Objectives • Completed construction of 25 blocks of streetlight system upgrades in the downtown area (Palm Avenue, Orange Avenue, Crest Avenue) Outdated high voltage systems were replaced with standard voltage, energy efficient, long-life LED streetlights and new underground electrical systems(77 total lights). • Replaced more than 1,000 neighborhood street name signs as part of an on-going effort to update signs to latest national standards and eliminate faded/worn street name signs. • Provided emergency response and repair to the traffic signal system at the intersection of Brookhurst Street/Atlanta Avenue due to two separate incidents of major electrical damage arising from damaged power lines. • Completed modification of street lighting along the Sunset Belt greenbelt to add lighting to the greenbelt/park. • Replaced 2,000 water meters as part of the 15 year meter change out program. • Inspected approximately 20,000 square feet of turf removal to residential and business customers. • Replaced 320 linear feet of 4" main with 6" PVC pipe and upgraded 19 service lines with 1"copper in the 200 block alley between Memphis/Lincoln. • Completed construction of Slater Sewer Lift Station. • Completed construction of Saybrook Sewer Lift Station. • Completed in-house testing of 750 City owned backflow devices, saving the City$35,000. • Successfully collected and analyzed over 44,000 water quality samples with no adverse results. • Installed two (2) new chlorine/fluoride analyzer units at Well#7 and the OC-35 Import Feeder. • Upgraded program logic controllers (PLCs)and supervisory control and data acquisition (SCADA) components at Trinidad Lift Station (LS), Slater LS, Saybrook LS,Well#9, OC-44 Import Connection, and the 1st Street Diversion. • Completed the SCADA Platform Upgrade (6-year cycle)and installed new servers,firewalls, and backup power supply. • Successfully deployed Cityworks"pilot" program for the Wastewater Section and Park, Trees, and Landscape (PTL)workforce management. • Installed seven (7)Verisafe devices that increase field worker safety by mitigating shock and electrocution risk around high voltage equipment. • Completed underground service alert(USA) markings for 9,639 water and 4,029 sewer USA tickets. • Replaced right-angle gear drive at Well#13. • Completed roof rehabilitation and facilities maintenance at six(6)flood control stations. • Replaced gas engine and repaired the engine foundation at Well#10. • Rehabilitated two (2) import feeder vaults for the West Orange County Water Board (WOCWB). • Created Operations and Maintenance (O&M) Manuals for fifteen (15)flood control facilities. wormingp 4 244 Public Works Accomplishments & Objectives • Completed 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 to streamline processes. • Reviewed and edited as necessary all department Request for Council Action (RCA)s. • Installed "radar speed feedback"signs at three locations along the City's beach path/bluff top path to increase bicyclists awareness of their travel speeds and the paths's existing speed limits. • Completed the City's first Long Range Safety Plan to help identify and prioritize locations and corridors for future traffic safety improvement projects. • Conducted 218 inspections of industrial and commercial facilities as part of the9 stormwater compliance inspection '`' _ • : program and 446 inspections of . .. . -4. restaurants/food facilities under control of , f the FOG program. t, • ,1,` ` : ` • Responded to 138 water quality complaints and issued 37 Notices of Non- Compliance (written warnings)and 26 - administrative citations. OPP • Completed the City's first Citywide Mobility Plan outlining key improvement steps to accommodate all modes of transportation with greater safety and convenience. • Continued homeless encampment cleanup to enhance cleanliness and safety in parks and public areas. • Conducted a public outreach effort and completed the design of the first modern roundabout treatment for the intersection of Bushard Street/Banning Avenue as part of a larger pavement management/beautification project on Banning Avenue. FY 2023/24 Objectives • Continue Flood Station Controls Upgrades; eleven (11)of fifteen (15)sites remaining. • Complete remaining West Orange County Water Board (WOCWB)vault upgrades. • Continue replacement of Reservoir Hill Booster engines#4 &#5. • Upgrade and replace Reservoir Hill Variable Frequency Drive (VFD)and pump. • Repair Bluff Top (9th Street) playground equipment. • Install and repair poured in place playground protective surfaces. • Continue fixed fuel site fuel canopy and equipment upgrades. • Replace Civic Center cooling tower. • Continue to replace R22 air conditioning equipment. • Complete residential paving, concrete, sidewalk and ADA ramp repairs in Maintenance Zone 4 of the 12-maintenance zone program. • Maintain the six-year tree trimming cycle and continue to work towards achieving a four-year tree trimming cycle. • Continue Central Park rehabilitation. • Continue development of facilities equipment inventory and preventive maintenance program. • Continue development of deferred maintenance and equipment replacement plans. 245 Public Works Accomplishments & Objectives • Increase fleet equipment availability. • Increase technician efficiency. • Increase ASE certifications and cross training for mechanics. • Achieve 99% preventive maintenance completion status for fleet vehicles. • Complete construction of 20 block high voltage streetlight replacement circuit in downtown area (streets include 12th Street, 13th Street,Walnut Ave., and Orange Ave.) • Complete construction of fiber optic communications to the Central Library in coordination with the Information Services Department. • Complete construction of the City's first modern roundabout at the intersection of Bushard Street and Banning Avenue. • Install 1,000 or more street name signs within residential tracts as part of our multiyear effort to replace/update all street name signs in the City of Huntington Beach • Complete construction of signal modifications at the intersections of Warner Avenue and Ash Lane and Main Street and Delaware • Flush 25 percent of the City with the No-Des flushing truck • Maintain the sewer system to avoid sanitary sewer overflow(SSO). • Complete phase three of the closed circuit television (370,869 If) inspection of sewer lines. • Purchase two new 30HP Hidrostal pumps for Lift Station D. • Remove minimum 120 tons of material from the storm drain system. • Complete at least 50% of the new Federally mandated Environmental Protection Agency(EPA) Lead Service Line Inventory Program. • Install four(4) new chlorine/fluoride analyzer units at Well#3, #5, #6, and#10. • Upgrade Programmable Logic Controllers (PLC)and SCADA components at two (2)sewer lift stations and the OC-9 Import Feeder Connection. • Create automated reports for rainfall data and reservoir levels as needed to meet State water audit requirements. • Replace two (2)gas engines at Reservoir Hill Booster Station for Air Quality Management District (AQMD)compliance. • Complete facility and forebay maintenance at six(6)flood control stations. • Complete design of Well#4 Rehabilitation Project. • Locate and acquire new potential well site. • Direct the development of the annual department operating budget and budgets for citywide CIP and equipment replacement. • Continue 100% accident free work environment. • Identify Mobility Improvement projects to implement throughout the City, targeting improved circulation and facilities for pedestrians and cyclists. �� " - 11 • Continue implementing space- !!. 'r y li amour = • planning guidelines for recycling, } � organics and solid waste containers for -- distribution to development project - applicants. _ • Monitor the implementation of the new •- - - organic waste program in conjunction with Rainbow/Republic Services. Draft and propose new citywide programs ~ IN° and implementation schedule for .:, residential food waste recycling and edible food recovery as mandated by k CalRecycle under the Climate 44001•4.,,.rmats,40s.. Pollutants Reduction Act(SB1383). 246 Public Works Proposed Budget- FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses Capital 49% { `� Expenditures 28% } Non-Operating Expenses 2% Personnel Services 21% FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 30,118,120 25,864,704 23,324,444 28,702,996 31,643,443 30,931,381 Operating Expenses 57,744,054 60,161,046 65,311,651 68,972,019 74,491,296 73,927,289 Capital Expenditures 18,134,732 21,890,169 19,168,289 62,192,088 114,463,982 42,070,775 Non-Operating Expenses 6,787,505 6,915,120 7,830,064 3,515,947 575,500 3,454,592 Total Expenditures by Category 112,784,412 114,831,039 115,634,449 163,383,050 221,174,220 150,384,037 Expenditures by Fund 1247 Arterial Grants and Restricted Funds Rehab 7% 3% 511 Sewer Service 100 General Fund Fund 12% 207 Gas Tax Fund 507 Water Master 2% Plan 2% _.213 Measure M Fund 2% 314 Infrastructure 506 Water Fund as% �_.504 Refuse 10% Collection Service 11% Fund 206 represents less than 1%of expenditures and is not labeled on this chart FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 24,868,447 21,666,049 20,835,966 21,388,774 23,094,838 24,141,821 201 Air Quality Fund 102,149 15,378 503,786 788,188 1,178,304 387,500 206 Traffic Impact 2,157,222 52,308 534,056 290,000 1,931,483 496,010 207 Gas Tax Fund 3,089,234 5,036,650 3,834,197 3,662,154 4,060,148 3,164,188 213 Measure M Fund 3,156,679 3,123,030 3,928,740 4,378,615 6,417,286 3,500,516 314 Infrastructure Fund 2,961,179 4,503,679 10,644,787 24,925,009 43,977,383 14,706,826 504 Refuse Collection Service 12,636,030 13,001,684 13,804,271 14,540,682 15,417,867 15,798,571 506 Water 41,362,339 42,084,504 41,490,309 47,887,385 49,368,319 52,394,268 507 Water Master Plan 3,100,231 3,970,253 2,687,724 2,855,478 5,864,285 2,723,519 511 Sewer Service Fund 9,827,898 9,283,115 10,389,945 19,378,288 28,327,314 18,474,918 1247 Arterial Rehab 3,361,778 6,221,116 506,158 4,600,000 9,375,897 4,600,000 Grants and Restricted Funds 6,161,226 5,873,273 6,474,510 18,688,477 32,161,098 9,995,900 Total Expenditures by Fund 112,784,412 114,831,039 115,634,449 163,383,050 221,174,220 150,384,037 247 Public Works Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 15,208,401 13,702,080 15,557,178 18,976,703 18,976,703 19,915,659 4.95% Salaries,Temporary 337,159 603,597 582,516 673,100 673,100 738,920 9.78% Salaries,Overtime 930,538 939,466 975,889 834,193 834,193 891,693 6.89% Leave Payouts 1,100,984 966,384 998,006 355,000 355,000 667,000 87.89% Benefits 12,541,039 9,653,176 5,210,855 7,864,000 10,804,447 8,718,109 10.86% PERSONNEL SERVICES 30,118,120 25,864,704 23,324,444 28,702,996 31,643,443 30,931,381 7.76% OPERATING EXPENSES Utilities 1,170,552 1,525,995 1,976,164 1,438,400 1,438,400 1,965,900 36.67% Purchased Water 16,386,899 17,143,545 17,289,474 18,655,000 18,655,000 19,900,000 6.67% Equipment and Supplies 2,705,668 2,731,688 3,978,966 3,907,327 5,083,405 4,259,400 9.01% Repairs and Maintenance 13,061,396 14,087,263 14,915,251 16,458,468 17,682,528 17,402,756 5.74% Conferences and Training 128,459 83,950 154,062 197,600 201,713 204,500 3.49% Professional Services 1,827,823 1,597,612 2,712,472 3,607,200 6,051,927 3,843,700 6.56% Other Contract Services 12,317,938 13,060,475 14,404,025 14,497,815 15,146,720 15,635,560 7.85% Rental Expense 42,486 51,498 49,886 37,000 37,000 37,000 0.00% Insurance 7,385 7,929 8,493 9,500 9,500 9,500 0.00% Payments to Other Governments 31,945 30,891 101,756 42,000 42,000 42,000 0.00% Interdepartmental Charges 8,726,251 8,408,456 8,323,504 8,573,209 8,573,209 9,001,870 5.00% Expense Allowances 72,251 71,665 88,153 75,500 75,500 84,200 11.52% Other Expenses 1,265,001 1,360,080 1,309,445 1,473,000 1,494,394 1,540,903 4.61% OPERATING EXPENSES 57,744,054 60,161,046 65,311,651 68,972,019 74,491,296 73,927,289 7.18% CAPITAL EXPENDITURES Improvements 20,705,952 26,144,335 25,750,430 59,429,300 107,641,602 39,654,775 -33.27% Equipment 154,366 874,136 490,035 851,600 3,582,769 746,000 -12.40% Vehicles 381,425 716,278 875,417 1,746,188 3,074,610 1,488,500 -14.76% Software-Capital 165,000 165,000 181,500 10.00% Capitalized PP&E Offset (3.107.011) (5,844,580) (7.947.593) CAPITAL EXPENDITURES 18,134,732 21,890,169 19,168,289 62,192,088 114,463,982 42,070,775 -32.35% NON-OPERATING EXPENSES Debt Service Expenses 67,611 570,867 535,649 525,000 525,000 475,000 -9.52% Transfers to Other Funds 585,180 67,164 758,083 2,990,947 50,500 2,979,592 -0.38% Depreciation 6,134,714 6,277,089 6,536,332 NON-OPERATING EXPENSES 6,787,505 6,915,120 7,830,064 3,515,947 575,500 3,454,592 -1.75% Grand Total 112,784,412 114,831,039 115,634,449 163,383,050 221,174,220 150,384,037 -7.96% General Fund 24,868,447 21.666,049 20.835,966 21.388,774 23.094,838 24,141,821 12.87% Other Funds 87,915,965 93,164,990 94,798,483 141,994,276 198,079,382 126,242,216 -11.09% Grand Total 112,784,412 114,831,039 115,634,449 163,383,050 221,174,220 150,384,037 -7.96% Personnel Summary 207.00 199.00 207.00 211.00 211.00 211.00 0.00 248 Public Works Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 7,259,176 5,184,024 4,622,204 5,335,390 5,335,390 5,669,114 6.25% Salaries,Temporary 211,233 416,230 387,247 331,100 331,100 361,920 9.31% Salaries,Overtime 409,255 320,473 292,846 326,343 326,343 326,343 0.00% Leave Payouts 510,062 340,219 233,653 237,000 100.00% Benefits 5,439,152 3,689,850 2,833,118 2,161,587 2,975,751 2,455,714 13.61% PERSONNEL SERVICES 13,828,878 9,950,796 8,369,068 8,154,420 8,968,584 9,050,091 10.98% OPERATING EXPENSES Utilities 4,510 3,497 5,077 Equipment and Supplies 1,692,851 1,797,201 2,398,649 1,973,893 2,762,572 2,471,893 25.23% Repairs and Maintenance 8,013,762 8,440,825 8,507,875 8,743,797 9,522,633 9,684,307 10.76% Conferences and Training 48,875 30,865 52,279 62,000 62,130 62,000 0.00% Professional Services 521,555 486,666 524,305 520,700 659,120 870,700 67.22% Other Contract Services 242,654 454,177 484,034 610,000 610,000 620,000 1.64% Rental Expense 33,686 34,891 34,009 12,000 12,000 12,000 0.00% Payments to Other Governments 19,607 30,591 30,245 39,500 39,500 39,500 0.00% Expense Allowances 43,576 41,894 44,990 49,800 49,800 52,300 5.02% Other Expenses 367,993 344,147 334,933 358,000 358,000 385,903 7.79% OPERATING EXPENSES 10,989,069 11,664,752 12,416,394 12,369,690 14,075,754 14,198,603 14.79% CAPITAL EXPENDITURES Equipment 4 CAPITAL EXPENDITURES 4 NON-OPERATING EXPENSES Transfers to Other Funds 50,500 50,500 50,500 864,664 50,500 893,127 3.29% NON-OPERATING EXPENSES 50,500 50,500 50,500 864,664 50,500 893,127 3.29% Total 24,868,447 21,666,049 20,835,966 21,388,774 23,094,838 24,141,821 12.87% Personnel Summary 97.75 53.00 55.90 56.40 56.40 58.70 2.30 Significant Changes Changes in Personnel Services (Permanent and Benefits) are a result of Memorandums of Understanding (MOUs) that were entered into with the City's various labor unions during FY 2021/22. Beginning FY 2023/24, a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. Increases in Operating Expenses are due to increased costs of normal business activities and one-time funding for consultant costs related to the petition to the State to relinquish Pacific Coast Highway (PCH) and outreach for the design of new beach restrooms. 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. 249 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Traffic Impact (206) PERSONNEL SERVICES Salaries, Permanent 2,141 Benefits 937 PERSONNEL SERVICES 3,078 OPERATING EXPENSES Professional Services 90,000 OPERATING EXPENSES 90,000 CAPITAL EXPENDITURES Improvements 2,154,144 52,308 507,412 290,000 1,841,483 496,010 71.04% CAPITAL EXPENDITURES 2,154,144 52,308 507,412 290,000 1,841,483 496,010 71.04% NON-OPERATING EXPENSES Transfers to Other Funds 26,644 NON-OPERATING EXPENSES 26,644 Total 2,157,222 52,308 534,056 290,000 1,931,483 496,010 71.04% Significant Changes Funds are budgeted in the FY 2023/24 CIP for signal improvements at Murdy Fire Station and for Endinger&Heil Corridors Traffic and Pedestrian Safety Improvements. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00206 Traffic Impact 647,895 234,126 259,454 100,000 100,000 100,000 Total 647,895 234,126 259,454 100,000 100,000 100,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00206 Traffic Impact 2,739,414 2,921,233 2,646,631 1,513,009 396,010 1,116,999 (396,010) Total 2,739,414 2,921,233 2,646,631 1,513,009 396,010 1,116,999 (396,010) 250 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Gas Tax Fund (207) PERSONNEL SERVICES Salaries, Permanent 98,894 362,035 580,861 786,876 786,876 725,406 -7.81% Salaries, Overtime 705 33,737 50,930 Benefits 31,304 267,150 390,508 353,104 475,278 333,239 -5.63% PERSONNEL SERVICES 130,902 662,923 1,022,299 1,139,980 1,262,154 1,058,645 -7.13% OPERATING EXPENSES Repairs and Maintenance 250,000 Expense Allowances 384 1,907 OPERATING EXPENSES 250,000 384 1,907 CAPITAL EXPENDITURES Improvements 2,708,332 4,373,344 2,740,341 2,400,000 2,797,994 2,000,000 -16.67% CAPITAL EXPENDITURES 2,708,332 4,373,344 2,740,341 2,400,000 2,797,994 2,000,000 -16.67% NON-OPERATING EXPENSES Transfers to Other Funds 69,649 122,174 105,543 -13.61% NON-OPERATING EXPENSES 69,649 122,174 105,543 -13.61% Total 3,089,234 5,036,650 3,834,197 3,662,154 4,060,148 3,164,188 -13.60% Significant Changes Gas Tax funds are restricted to expenditures on street right-of-way improvements. The change in Personnel Services and Transfers to Other Funds is due to the redistribution of personnel to the General Fund to better align with job duties. Funds are budgeted in capital for residential pavement rehab in FY2023/24. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00207 Gas Tax Fund 3,089,826 3,088,799 3,258,798 3,788,219 3,788,219 3,693,743 (94,476) Total 3,089,826 3,088,799 3,258,798 3,788,219 3,788,219 3,693,743 (94,476) 251 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Measure M Fund (213) PERSONNEL SERVICES Salaries, Permanent 607,126 634,243 808,915 1,337,924 1,337,924 1,210,026 -9.56% Salaries,Temporary 39,479 Salaries, Overtime 23,435 27,515 19,702 Leave Payouts 1,123 9,151 11,079 Benefits 450,230 397,159 461,101 418,061 625,691 409,457 -2.06% PERSONNEL SERVICES 1,081,914 1,107,547 1,300,797 1,755,985 1,963,615 1,619,483 -7.77% OPERATING EXPENSES Equipment and Supplies 6,513 7,766 37,161 5,000 100.00% Repairs and Maintenance 499,965 749,272 8,186 35 Conferences and Training 790 677 Professional Services 161,582 145,512 200,000 243,095 200,000 0.00% Expense Allowances 1,076 1,577 2,628 OPERATING EXPENSES 669,136 758,615 194,276 200,000 243,808 205,000 2.50% CAPITAL EXPENDITURES Improvements 1,405,629 1,256,867 2,433,504 2,215,000 4,209,863 1,500,000 -32.28% CAPITAL EXPENDITURES 1,405,629 1,256,867 2,433,504 2,215,000 4,209,863 1,500,000 -32.28% NON-OPERATING EXPENSES Transfer to Other Funds 163 207,630 176,033 -15.22% NON-OPERATING EXPENSES 163 207,630 176,033 -15.22% total 3,156,679 3,123,030 3,928,740 4,378,615 6,417,286 3,500,516 -20.05% 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 2023/24 include the residential curb ramp project and a portion of the annual arterial rehab program. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00213 Measure M Fund 3615,688 3,521,469 4,327,338 4,056,410 4.056,410 4,171,189 114,779 Total 3,615,688 3,521,469 4,327,338 4,056,410 4,056,410 4,171,189 114,779 252 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Infrastructure Fund (314) PERSONNEL SERVICES Salaries, Permanent 537,318 1,099,925 1,401,931 1,401,931 1,472,454 5.03% Salaries-Overtime 72,692 142,390 34,600 34,600 34,600 0.00% Termination Pay Outs 81,406 106,444 Benefits 403,464 722,938 608,896 826,479 675,865 11.00% PERSONNEL SERVICES 1,094,880 2,071,697 2,045,427 2,263,010 2,182,919 6.72% OPERATING EXPENSES Equipment and Supplies 15,934 10,767 Repairs and Maintenance 6,966 555,175 1,537,342 1,980,949 1,981,876 1,980,949 0.00% Professional Services 117,564 415,883 40,000 1,104,042 40,000 0.00% Other Contract Services 13,000 Rental Expense 2,727 Expense Allowances 498 2,838 OPERATING EXPENSES 6,966 691,899 1,979,830 2,020,949 3,085,918 2,020,949 0.00% CAPITAL EXPENDITURES Improvements 2,954,213 2,716,899 6,288,328 20,641,050 36,250,328 10,288,675 -50.15% Equipment 304,932 2,378,127 CAPITAL EXPENDITURES 2,954,213 2,716,899 6,593,260 20,641,050 38,628,455 10,288,675 -50.15% NON-OPERATING EXPENSES Transfers to Other Funds 217,583 214,283 -1.52% NON-OPERATING EXPENSES 217,583 214,283 -1.52% Total 2,961,179 4,503,679 10,644,787 24,925,009 43,977,383 14,706,826 -41.00% Significant Changes Expenditures from the Infrastructure Fund are restricted to infrastructure related expenses as identified in City Charter section 617. Changes in Personnel Services (Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22. The capital budget for FY 2023/24 includes a variety of citywide facility improvements including Rehabilitation of the PD Women's Locker Room, Police Communications Center Improvements, and Installation of Fueling Station Canopies. 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 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00314 Infrastructure Fund A 5,005,638 9,410,784 14,064,495 24,196,798 25,380,122 14,841,798 (10,538,324) ^Infrastructure Fund is managed by Public Works,however,program funds are also allocated to the Community&Library Services Department. Total 5,005,638 9,410,784 14,064,495 24,196,798 25,380,122 14,841,798 (10,538,324) 253 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Refuse Collection Service (504,1228,1234,1251,1276) PERSONNEL SERVICES Salaries, Permanent 177,803 180,918 241,158 312,767 312,767 289,514 -7.43% Salaries, Overtime 2,670 Leave Payouts 12,736 3,761 15,350 5,000 5,000 10,000 100.00% Benefits 145,412 118,944 31,035 120,262 168,501 106,970 -11.05% PERSONNEL SERVICES 335,951 303,622 290,213 438,029 486,268 406,484 -7.20% OPERATING EXPENSES Utilities 222 Equipment and Supplies 11,131 14,454 61,349 94,834 373,316 140,397 48.05% Repairs and Maintenance 10,691 192 Conferences and Training 110 754 2,000 2,000 2,000 0.00% Professional Services 4,595 3,167 49,267 40,000 87,972 40,000 0.00% Other Contract Services 11,520,259 11,935,452 12,714,289 13,245,188 13,795,919 14,461,560 9.18% Interdepartmental Charges 742,605 707,825 652,808 672,392 672,392 706,012 5.00% Expense Allowances 35 1,089 OPERATING EXPENSES 12,278,589 12,671,734 13,479,970 14,054,414 14,931,599 15,349,969 9.22% NON-OPERATING EXPENSES Debt Service Expenses 4.838 12,599 Transfers to Other Funds 48,239 42.118 -12.69% Depreciation 21,490 21,490 21,490 NON-OPERATING EXPENSES 21,490 26,328 34,089 48,239 42,118 -12.69% Total 12,636,030 13,001,684 13,804,271 14,540,682 15,417,867 15,798,571 8.65% 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 prevention 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. Various CalRecycle grants for recycling and green business certification programs are also included. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00504 Refuse Collection Service 12,630,399 13,066,619 13,705,150 14,473,228 15,004,228 15,799,711 795,483 01228 Cal Recycle 49,984 49,530 48,834 48,834 48,834 49,015 181 01234 Sust Bus Cert Program 10,000 01251 HHW Grant Cycle HD31 37,050 01276 SB 1383 Local Assistance OWR1 521 278,482 (278,482) Total 12,690,383 13,116,149 13,791,555 14,522,062 15,331,544 15,848,726 517,182 254 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Refuse Collection Service (504,1228,1234,1251,1276) (continued) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 01228 Cal Recycle 153,944 140,045 138,467 120,029 45,382 74,647 (45,382) 01234 Sust Bus Cert Program 36,210 36,210 36,210 36,210 36,210 0 (36,210) Total 190,154 176,255 174,677 156,239 81,592 74,647 (81,592) 255 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Water ow PERSONNEL SERVICES Salaries, Permanent 5,092,527 4,886,516 5,688,818 6,759,732 6,759,732 7,265,318 7.48% Salaries,Temporary 105,634 109,598 179,365 277,000 277,000 327,000 18.05% Salaries, Overtime 310,098 366,154 367,215 368,250 368,250 405,750 10.18% Leave Payouts 398,056 394,214 444,711 250,000 250,000 300,000 20.00% Benefits 4,742,455 3,471,784 472,510 2,942,095 3,988,598 3,320,461 12.86% PERSONNEL SERVICES 10,648,770 9,228,265 7,152,618 10,597,077 11,643,580 11,618,529 9.64% OPERATING EXPENSES Utilities 1,021,544 1,365,778 1,776,434 1,283,900 1,283,900 1,761,400 37.19% Purchased Water 16,386,899 17,143,545 17,289,474 18,655,000 18,655,000 19,900,000 6.67% Equipment and Supplies 724,515 671,472 1,123,519 1,296,000 1,393,417 1,227,300 -5.30% Repairs and Maintenance 1,848,331 2,026,334 2,235,799 2,123,722 2,291,037 2,252,500 6.06% Conferences and Training 39,567 37,984 73,337 129,100 130,938 105,000 -18.67% Professional Services 885,406 544,847 578,234 913,500 1,299,400 1,435,000 57.09% Other Contract Services 431,952 588,879 762,844 396,500 408,358 379,000 -4.41% Rental Expense 8,800 9,576 14,801 21,500 21,500 21,500 0.00% Payments to Other Governments 69,512 Interdepartmental Charges 5,820,895 5,821,924 5,909,886 6,087,183 6,087,183 6,391,542 5.00% Expense Allowances 22,165 18,468 24,401 19,900 19,900 23,900 20.10% Other Expenses 890,778 979,061 955,196 1,035,500 1,056,894 1,055,500 1.93% OPERATING EXPENSES 28,080,853 29,207,869 30,813,438 31,961,805 32,647,527 34,552,642 8.11% CAPITAL EXPENDITURES Improvements 194,000 895,657 886,415 2,375,500 2,535,605 3,230,000 35.97% Equipment 154,366 874,136 157,664 621,000 754,042 521,000 -16.10% Vehicles 37,203 178,393 543,013 1,120,500 1,622,564 1,233,500 10.08% Capital-Software 165,000 165,000 181,500 10.00% Capitalized PP&E Offset (712,809) (711,651) CAPITAL EXPENDITURES 385,569 1,235,377 875,441 4,282,000 5,077,211 5,166,000 20.64% NON-OPERATING EXPENSES Debt Service Expenses 142,297 370,536 Transfers to Other Funds 1,046,503 1,057,097 1.01% Depreciation 2,247,147 2,270,696 2,278,275 NON-OPERATING EXPENSES 2,247,147 2,412,992 2,648,811 1,046,503 1,057,097 1.01% Total 41,362,339 42,084,504 41,490,309 47,887,385 49,368,319 52,394,268 9.41% 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. Changes in Personnel Services (Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22 and increases in Operating Expenses are for the increased cost of normal business activities. 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). The vehicle request from the FY 2022/23 budget was not fulfilled due to supply chain issues. This request is reprogrammed into the FY 2023/24 request, adjusting for inflation. Budgeted Improvements are for water well improvements. 256 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Water(506)(continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00506 Water 38,093,615 39,465,757 38,885,049 42,099,072 42,099,072 44,783,425 2,684,353 Total 38,093,615 39,465,757 38,885,049 42,099,072 42,099,072 44,783,425 2,684,353 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00506 Water 29,995,778 28,182,833 24,436,883 20,261,326 7,610,843 12,650,483 (7,610,843) Total 29,995,778 28,182,833 24,436,883 20,261,326 7,610,843 12,650,483 (7,610,843) 257 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Water Master Plan (507) PERSONNEL SERVICES Benefits 9.117 (6.938) (23,699) 13,657 PERSONNEL SERVICES 9,117 (6,938) (23,699) 13,657 OPERATING EXPENSES Equipment and Supplies 2,590 Repairs and Maintenance 402,741 Professional Services 75,510 89,115 185,059 500,000 555,348 400,000 -20.00% Interdepartmental Charges 330,203 340,109 350,312 360,821 360,821 378,862 5.00% OPERATING EXPENSES 808,453 429,224 537,961 860,821 916,169 778,862 -9.52% CAPITAL EXPENDITURES Improvements 1,680,192 4,142,283 2,504,058 1,981,000 4,934,459 1,931,000 -2.52% Capitalized PP&E Offset (1,060,747) (2,659,978) (2,446,110) CAPITAL EXPENDITURES 619,445 1,482,305 57,949 1,981,000 4,934,459 1,931,000 -2.52% NON-OPERATING EXPENSES Debt Service Expenses 350,588 5,169 Transfers to Other Funds 336,238 13,657 13,657 0.00% Depreciation 1,663,215 1,715,074 1,774,107 NON-OPERATING EXPENSES 1,663,215 2,065,662 2,115,514 13,657 13,657 0.00% Total 3,100,231 3,970,253 2,687,724 2,855,478 5,864,285 2,723,519 -4.62% 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 2023/24 are for water main replacements. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00507 Water Master Plan 4,209,861 3,177,854 2,236,517 3,957,600 3,957,600 3,957,600 Total 4,209,861 3,177,854 2,236,517 3,957,600 3,957,600 3,957,600 258 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Sewer Service Fund (511) PERSONNEL SERVICES Salaries, Permanent 1,970,684 1,902,708 2,506,992 3,042,083 3,042,083 3,283,827 7.95% Salaries,Temporary 20,292 38,290 15,904 65,000 65,000 50,000 -23.08% Salaries,Overtime 187,045 118,895 100,136 105,000 105,000 125,000 19.05% Leave Payouts 179,007 137,634 186,769 100,000 100,000 120,000 20.00% Benefits 1,721,078 1,304,400 320,225 1,259,995 1,730,492 1,416,403 12.41% PERSONNEL SERVICES 4,078,106 3,501,928 3,130,025 4,572,078 5,042,575 4,995,230 9.26% OPERATING EXPENSES Utilities 141,862 153,783 191,215 150,000 150,000 200,000 33.33% Equipment and Supplies 193,670 143,778 270,090 334,000 345,500 205,000 -38.62% Repairs and Maintenance 1,252,853 1,442,757 1,699,899 2,505,000 2,618,264 2,400,000 -4.19% Conferences and Training 21,946 14,991 26,902 4,000 5,468 35,000 775.00% Professional Services 147,280 111,593 618,643 1,100,000 1,594,858 475,000 -56.82% Other Contract Services 62,529 66,843 102,678 70,000 70,000 115,000 64.29% Rental Expense 4,304 1,076 3,500 3,500 3,500 0.00% Interdepartmental Charges 1,832,548 1,538,598 1,410,498 1,452,813 1,452,813 1,525,454 5.00% Expense Allowances 5,432 8,688 10,272 5,800 5,800 8,000 37.93% Other Expenses 5,113 35,944 18,104 75,000 75,000 95,000 26.67% OPERATING EXPENSES 3,663,234 3,521,278 4,349,377 5,700,113 6,321,202 5,061,954 -11.20% CAPITAL EXPENDITURES Improvements 1,702,704 2,021,989 4,854,518 8,345,000 16,085,467 7,715,000 -7.55% Equipment 27,435 230,600 230,600 225,000 -2.43% Vehicles 344,222 502,885 332,404 60,000 647,469 -100.00% Capitalized PP&E Offset (2,046,264) (2,471,793) (4,789,832) CAPITAL EXPENDITURES 663 53,082 424,525 8,635,600 16,963,536 7,940,000 -8.06% NON-OPERATING EXPENSES Debt Service Expenses 53,966 140,526 Transfers to Other Funds 470,497 477,734 1.54% Depreciation 2,085,895 2,152,862 2,345,493 NON-OPERATING EXPENSES 2,085,895 2,206,828 2,486,018 470,497 477,734 1.54% Total 9,827,898 9,283,115 10,389,945 19,378,288 28,327,314 18,474,918 -4.66% 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. Changes in Personnel Services (Permanent and Benefits)are a result of Memorandums of Understanding (MOUs)that were entered into with the City's various labor unions during FY 2021/22. Increases in Operating Expenses are for the increased cost of normal business activities. Budgeted Capital Improvement Projects include installation of a PCH restroom sewer lift station and lining of sewer mains. 259 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Sewer Service Fund (511) (continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00511 Sewer Service Fund 11,837,547 10,961,471 8,945,726 10,747,168 10,747,168 10,747,168 Total 11,837,547 10,961,471 8,945,726 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 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00511 Sewer Service Fund 34,474,826 35,575,464 30,682,388 20,644,883 7,727,750 12,917,133 (7,727,750) Total 34,474,826 35,575,464 30,682,388 20,644,883 7,727,750 12,917,133 (7,727,750) 260 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Air Quality(201) PERSONNEL SERVICES Salaries, Permanent 50 2,956 5,701 Benefits 1,354 1,555 2,023 PERSONNEL SERVICES 1,404 4,511 7,724 OPERATING EXPENSES Equipment and Supplies 124 8,362 13,103 30,000 30,000 30,000 0.00% Repairs and Maintenance 400 1,455 Conferences and Training 17,518 500 500 500 0.00% Professional Services 22,781 40,000 40,000 40,000 0.00% Other Contract Services 56,994 293,151 150,000 252,280 60,000 -60.00% Expense Allowance 2 122 29 Other Expenses 1,118 928 1,212 2,000 2,000 2,000 0.00% OPERATING EXPENSES 76,156 10,867 330,276 222,500 324,780 132,500 -40.45% CAPITAL EXPENDITURES Improvements 24,589 165,787 48,946 Equipment Vehicles 565,688 804,578 255,000 -54.92% CAPITAL EXPENDITURES 24,589 165,787 565,688 853,524 255,000 -54.92% Total 102,149 15,378 503,786 788,188 1,178,304 387,500 -50.84% Significant Changes The Air Quality Fund receives quarterly subventions from the State to use towards air quality improvement efforts. The FY 2023/24 budget includes the purchase of electric vehicles. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00201 Air Quality Fund 293,442 270,932 200,901 250,000 250,000 250,000 Total 293,442 270,932 200,901 250,000 250,000 250,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00201 Air Quality Fund 1,261,957 1,517,511 1,214,625 162,872 137,500 25,372 (137,500) Total 1,261,957 1,517,511 1,214,625 162,872 137,500 25,372 (137,500) 261 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Arterial Rehab (1247) CAPITAL EXPENDITURES Improvements 3,361,778 6,221,116 506,158 4,600,000 9,375,897 4,600,000 0.00% CAPITAL EXPENDITURES 3,361,778 6,221,116 506,158 4,600,000 9,375,897 4,600,000 0.00% Total 3,361,778 6,221,116 506,158 4,600,000 9,375,897 4,600,000 0.00% 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 2023/24 arterial rehabilitation project. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 01247 Arterial Rehabilitation 3.635,752 3,731,456 4,010,174 4,487,676 4,487,676 4,917,993 430,317 Total 3,635,752 3,731,456 4,010,174 3,354,156 3,354,156 4,917,993 430,317 262 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Grants and Restricted Funds PERSONNEL SERVICES Salaries, Permanent 11,361 2,605 Benefits 5,807 1,098 PERSONNEL SERVICES 17,169 3,703 OPERATING EXPENSES Utilities 2,636 2,937 3,215 4,500 4,500 4,500 0.00% Equipment and Supplies 76,864 72,720 61,738 178,600 178,600 179,810 0.68% Conferences and Training 553 Repairs and Maintenance 786,378 860,753 925,958 1,105,000 1,268,684 1,085,000 -1.81% Professional Services 31,896 244,661 172,788 253,000 378,092 343,000 35.57% Other Contract Services 3,549 15,124 34,029 26,127 10,163 -100.00% Insurance 7,385 7,929 8,493 9,500 9,500 9,500 0.00% Payments to Other Governments 12,337 300 2,000 2,500 2,500 2,500 0.00% Other Expenses 2,500 2,500 2,500 0.00% OPERATING EXPENSES 921,597 1,204,423 1,208,222 1,581,727 1,854,539 1,626,810 2.85% CAPITAL EXPENDITURES Improvements 4,520,371 4,463,872 4,863,908 16,581,750 29,561,559 7,894,090 -52.39% Equipment 220,000 Vehicles 35,000 CAPITAL EXPENDITURES 4,520,371 4,498,872 4,863,908 16,581,750 29,781,559 7,894,090 -52.39% NON-OPERATING EXPENSES Debt Service Expenses 67,611 19,178 6,820 525,000 525,000 475,000 -9.52% Transfers to Other Funds 534,680 16,664 274,889 Depreciation 116,967 116,967 116,967 NON-OPERATING EXPENSES 719,258 152,810 398,677 525,000 525,000 475,000 -9.52% Total 6,161,226 5,873,273 6,474,510 18,688,477 32,161,098 9,995,900 -46.51% Significant Changes Funds are budgeted in the Drainage Fund (211) for flood station forebay and building improvements. Funds budgeted in Traffic Congestion Relief (219) are for bridge preventative maintenance projects. The West Orange County Water Board (508) will be used to retrofit OC9 pipeline. The Hwy Safety Improvement Program Fund (995)will be used towards the Edinger and Heil corridor project. AES Mitigation Funds (1284)will be used towards projects at the Banning Branch Library, Sealy, Eader, and Edison parks, and a streetscape improvement project. 263 Public Works Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants and Restricted Funds (continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00210 Sewer Impact Fee 606,504 104,516 199,524 167,310 167,310 167,310 00211 Drainage 777,222 230,020 765,599 200,000 200,000 200,000 00219 Traffic Congestion Relief 42 1,691,694 1,459,096 1,589,828 1,939,011 1,939,011 1,971,422 32,411 00239 CDBG^ 486,867 393,732 200,283 00319 Senior Center Development 8,467 00505 Systems Fund 3,048 357 (5,810) 00508 WOCWB 708,593 571,930 511,817 1,627,000 1,627,000 1,557,000 (70,000) 00807 Energy Efficiency Fund 21,852 41,449 32,406 18,600 18,600 19,200 600 00873 OCTA/Cip Grant 1,273,265 13,033 00960 Used Oil OPP1 54,699 (3,655) 47,906 26,127 26,127 (26,127) 00961 Hwy Bridge Replace Rehab 13,884 351,027 3,280,000 3,280,000 (3,280,000) 00965 Master Plan of Arterial Highways 1,000 44,566 00970 Bridge Prevent Maint Program 281,325 00995 Hwy Safety Improve Program 1,235,936 1,264,564 312,272 675,090 675,090 01222 Hazard Mitigation Grant Program 43,732 6,598,950 6,598,950 (6,598,950) 01254 OCTA-405 Widening 24,382 2,058 6,878 01272 Local Road Safety Plan (LRSP) 28,896 0 01273 CRRSAA 578,011 578,011 (578,011) 01275 OCTA Project X 500,000 500,000 (500,000) 01277 Clean California 5,000,000 01282 Bolsa Chica TS Synchronization 2,014,403 01283 OCTA Trash Removal Phase II 500,000 500,000 01284 AES Mitigation 4,900,000 4,900,000 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 5,945,321 5,395,782 4,053,658 14,935,009 21,949,412 9,990,022 1 (11,959,390) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00210 Sewer Impact Fee 7,084,170 4,234,329 2,270,713 689,476 632,690 56,786 (632,690) 00211 Drainage 2,518,623 2,721,894 3,486,824 595,170 224,000 371,170 (224,000) 00219 Traffic Congestion Relief 42 1,782,616 2,034,025 2,176,294 377,256 168,578 208,678 (168,578) Total 11,385,409 8,990,248 7,933,831 1,661,902 1,025,268 636,634 (1,025,268) 264 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 2023/24 Equipment Replacement budget totals $6.5 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 5 y , Beach. The City's total net taxable assessed property value - aZtV%V --__ in Fiscal Year 2022/23 was approximately $48.8 billion, .^�,.,1„ ' -< resulting in a debt limit of$5.9 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. 265 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." :+ i, k • 4 'The Housing Authority administers the housing assets of they ;- former Redevelopment Agency; manages the Inclusionary ! ,> 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 Spring of 2024.The project serves extremely low and very low income tenants complete with supportive services and activities. u.11:1 a ,t ID 6; { n. El , i 1 I is YI.1 cm 1n Illt Ei INII � . r lc4 ` t `n F 266 Non-Departmental Proposed Budget-FY 2023/24 Summary Charts DEPARTMENT Expenditures by Category Non-Operating _ Expenses 74% A \ Personnel Services* 1% Operating Expenses Capital 19% Expenditures... FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services* 3,440,835 350,016,991 2,137,395 1,862,260 1,801,460 1,001,962 Operating Expenses 13,493,853 19,887,769 21,096,019 23,109,394 26,583,861 23,946,017 Capital Expenditures 2,563,791 14,394,386 2,349,483 9,280,000 29,293,677 7,140,581 Non-Operating Expenses 37,889,273 59,146,824 77,831,724 119,859,789 126,576,680 92,990,148 Total Expenditures by Category 57,387,753 443,445,970 103,414,621 154,111,443 184,255,678 125,078,708 Expenditures by Fund RORF Administration(350) BID-Hotel/Motel(709), 10% BID-Downtown(710) S% Debt Service& Transfers" Bella Terra Parking 24% - Structure(711) <1% Strand Parking Structure(712) 1% Equipment Replacement(324) 6% 100 General Fund 53% Fund 234 and Fund 352 represent less than 1%of expenditures and are not labeled in the above chart. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 28,721,626 35,300,667 57,448,450 65,570,923 74,049,278 65,708,370 Debt Service&Transfers* 9,192,170 371,256,733 27,990,640 30,495,205 30,495,205 29,709,821 Disability Access(234) 12,254 11,077 21,642 84,000 84,000 84,000 RORF Administration(350) 2,171,922 2,044,559 1,775,128 6,724,331 6,726,231 13,029,888 Housing Authority(217,233,352) 4,054,095 6,828,712 282,706 57,000 2,458,458 55,000 BID-Hotel/Motel(709),BID-Downtown(710) 3,823,678 4,121,781 6,212,762 6,741,000 6,892,707 6,739,000 Bella Terra Parking Structure(711) 701,025 627,170 800,189 761,427 761,427 967,698 Strand Parking Structure(712) 1,461,773 1,328,403 1,316,406 1,547,243 1,865,630 1,644,350 Equipment Replacement(324) 2,708,843 2,833,020 2,731,409 11,552,909 19,573,187 7,140,581 Lease Capital Project(321) 8,775 5,178,185 9,617,779 E0C(238),CARES Grants(244,245,247),ARPA(249) 2,763,558 13,768,364 3,710,623 29,606,925 30,206,524 Other Funds(127,128,1267,1281) 1,768,033 147,299 1,124,666 970,480 1,525,253 Total Expenditures by Fund 57,387,753 443,445,970 103,414,621 154,111,443 184,255,678 125,078,708 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 267 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 708,335 814,303 556,957 (3,270,225) (3,351,225) (2,241,013) -31.47% Salaries,Temporary 338,869 246,869 68,630 Salaries,Overtime 1,139,536 1,184,906 345,316 500,000 100.00% Leave Payouts 826,355 6,913,399 914,467 4,432,460 4,432,460 2,039,460 -53.99% Benefits 427,740 340,857,514 252,026 700,025 720,225 703,515 0.50% PERSONNEL SERVICES 3,440,835 350,016,991 2,137,395 1,862,260 1,801,460 1,001,962 -46.20% OPERATING EXPENSES Utilities 4,400,842 4,744,271 5,522,875 5,552,000 5,802,000 6,302,000 13.51% Equipment and Supplies 604,368 478,684 280,005 300,000 902,486 300,000 0.00% Repairs and Maintenance 103,556 229,607 98,317 295,000 971,477 250,000 -15.25% Conferences and Training 13,434 39,820 58,876 75,600 75,600 75,600 0.00% Professional Services 845,420 1,331,007 3,774,769 4,198,924 5,674,335 4,197,669 -0.03% Other Contract Services 5,796,468 5,980,314 8,315,449 8,794,670 9,264,763 9,261,048 5.30% Rental Expense 156,053 151,513 159,414 140,000 140,000 140,000 0.00% Claims Expense 47,430 11,122 500,000 500,000 500,000 0.00% Insurance 3,227 Contributions to Private Agency 175,000 225,000 225,000 225,000 0.00% Payments to Other Governments 802,961 5,523,313 440,696 673,400 673,400 678,400 0.74% Expense Allowances 2,330 6,366 4,246 Other Expenses 720,992 1,388.525 2,266,372 2,354,800 2,354,800 2,016,300 -14.37% OPERATING EXPENSES 13,493,853 19,887,769 21,096,019 23,109,394 26,583,861 23,946,017 3.62% CAPITAL EXPENDITURES Land Purchase 6,410,260 Improvements 83,849 4,290,607 1,022 318,219 Equipment 1,281,950 2,862,451 2,820,147 9,280,000 19,999,175 7,140,581 -23.05% Vehicles 3,182,941 2,448,626 1,092,456 8,938,806 Software-Capital 417,108 342,211 710,113 37,477 Capitalized PP&E Offset (2,402,057) (1,959,769) (2,274,256) CAPITAL EXPENDITURES 2,563,791 14,394,386 2,349,483 9,280,000 29,293,677 7,140,581 -23.05% NON-OPERATING EXPENSES Debt Service Expenses 12,212,373 37,955,678 31,694,970 39,200,384 39,200,384 37,664,074 -3.92% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 20,649,343 20,477,611 45,124,714 80,656,649 84,973,540 55,323,318 -31.41% Depreciation 517,558 713,535 1,012,040 Loans Made 4,510,000 2.400,000 NON-OPERATING EXPENSES 37,889,273 59,146,824 77,831,724 119,859,789 126,576,680 92,990,148 -22.42% Grand Total 57,387,753 443,445,970 103,414,621 154,111,443 184,255,678 125,078,708 -18.84% General Fund 28,721,626 35,300,667 57,448,450 65,570,923 74,049,278 65,708,370 0.21% Other Funds 28,666,127 408,145,303 45,966,171 88,540,520 110,206,400 59,370,338 -32.95% Grand Total 57,387,753 443,445,970 103,414,621 154,111,443 184,255,678 125,078,708 -18.84% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 268 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 903 1,792 303 (3,400,000) (3,481,000) (2,380,000) 30.00% Salaries,Temporary 13,578 Salaries,Overtime 500,000 100.00% Leave Payouts 914,738 6,911,238 914,467 4,432,460 4,432,460 2,039,460 -53.99% Benefits 51,801 159,219 42,454 660,000 660,000 660,000 0.00% PERSONNEL SERVICES 981,019 7,072,249 957,223 1,692,460 1,611,460 819,460 -51.58% OPERATING EXPENSES Utilities 4,396,857 4,744,271 5,522,875 5,552,000 5,802,000 6,302,000 13.51% Equipment and Supplies 204,264 138,784 203,282 300,000 872,486 300,000 0.00% Repairs and Maintenance 45,673 76,065 87,881 295,000 971,477 250,000 -15.25% Conferences and Training 5,040 30,482 44,181 Professional Services 357,083 129,252 981,784 3,213,766 3,561,447 4,079,764 26.95% Other Contract Services 42,439 197,251 353,992 145,000 145,000 310,000 113.79% Rental Expense 142,339 147,291 147,050 140,000 140,000 140,000 0.00% Claims Expense 47,430 11,122 500,000 500,000 500,000 0.00% Insurance 3,227 Contributions to Other Agencies 175,000 225,000 225,000 225,000 0.00% Payments to Other Governments 799,056 434,336 433,725 665,000 665,000 670,000 0.75°A) Expense Allowances 588 2,194 346 Other Expenses 719,290 1,386,979 2,265,107 2,354,800 2,354,800 2,016,300 -14.37% OPERATING EXPENSES 6,760,059 7,301,254 10,215,223 13,390,566 15,237,210 14,793,064 10.47% CAPITAL EXPENDITURES Land Purchase 315,413 Improvements 83,849 2,620 1,022 112,711 Equipment 50,156 CAPITAL EXPENDITURES 134,005 318,033 1,022 112,711 NON-OPERATING EXPENSES Debt Service Expenses 1,863,181 1,911,431 2,981,695 768,923 3,031,832 3,030,842 294.17% Transfers to Other Funds 18,983,363 18,697,700 43,293,286 49,718,974 54,056,065 47,065,004 -5.34% NON-OPERATING EXPENSES 20,846,543 20,609,131 46,274,981 50,487,897 57,087,897 50,095,846 -0.78% Total 28,721,626 35,300,667 57,448,450 65,570,923 74,049,278 65,708,370 0.21% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Significant Changes The Non-Departmental Department tracks citywide expenditures that are not accounted for in individual departments. Beginning FY 2023/24,a portion of Leave Payouts has been redistributed from Non-Departmental to each department's budget. Changes in Operating Expenses reflect a reallocation of budget between expense categories, utility rate increases, the transfer of credit card processing fees from the Finance Department, and one-time funding for a California Environmental Quality Act (CEQA) consultant. Debt service payments related to equipment were transferred to the Equipment Relacement Fund for centralized tracking of all equipment costs in FY 2022/23, but are being transferred back to the General Fund for FY 2023/24, resulting in a corresponding decrease in Transfers to Other Funds. 269 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed 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 11,801 9,012 9,246 15,627 15,627 15,627 0.00% OPERATING EXPENSES 11,801 9,012 9,246 15,627 15,627 15,627 0.00% NON-OPERATING EXPENSES Debt Service Expenses 8,329,790 30,174,134 27,198,146 29,694,221 29,694,221 28,701,189 -3.34% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 850,580 780,371 783,247 782,601 782,601 990,249 26.53% NON-OPERATING EXPENSES 9,180,370 30,954,505 27,981,393 30,479,578 30,479,578 29,694,194 -2.58% Total 9,192,170 371,256,733 27,990,640 30,495,205 30,495,205 29,709,821 , -2.58% 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 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00401 Debt Svc HBPFA 5,111,238 21,060,804 2,963,898 2,963,159 2,963,159 2,967,681 4,522 00405 Debt Svc Grand Coast CFD2000-1 1,121,828 1,102,173 1,106,893 1,092,817 1,092,817 1,091,307 (1,510) 00406 Debt Svc Mello Roos 97,335 873 220 00408 Debt Svc McDonnell CFD 2002-1 422,596 416,812 441,944 435,203 435,203 442,692 7,489 00410 Debt Svc Bella Terra 2,446,820 2,444,573 2,439,902 2,432,661 2,432,661 2,638,306 205,645 00412 Pension Liability* 7,860,326 350,477,726 24,867,771 23,946,365 23,946,365 29,432,240 5,485,875 Total 17,060,144 375,502,962 31,820,628 30,870,205 30,870,205 36,572,226 5,702,021 *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. 270 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Disability Access (234) OPERATING EXPENSES Utilities 3,069 Conferences and Training 5,280 390 14,671 75,600 75,600 75,600 0.00% Payments to Other Governments 3,905 10,687 6.971 8,400 8,400 8,400 0.00% OPERATING EXPENSES 12,254 11,077 21,642 84,000 84,000 84,000 0.00% Total 12,254 11,077 21,642 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, 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 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00234 Disability Access 81,339 71,247 71.936 84,000 84.000 84,000 Total 81,339 71,247 71,936 84,000 84,000 84,000 271 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year RORF Administration (350) PERSONNEL SERVICES Salaries, Permanent 153,397 155,917 178,998 129,775 129,775 138,987 7.10% Leave Payouts (96,509) Benefits 66,322 64,262 63,890 40,025 60,225 43,515 8.72% PERSONNEL SERVICES 123,209 220,179 242,888 169,800 190,000 182,502 7.48% OPERATING EXPENSES Professional Services 28,539 840 4,140 60,000 61,900 47,278 -21.20% Expense Allowances 1,742 1,662 2,972 OPERATING EXPENSES 30,281 2,502 7,112 60,000 61,900 47,278 -21.20% NON-OPERATING EXPENSES Debt Service Expenses 2,008,432 1,763,623 1,515,128 6,464,331 6,464,331 5,932,043 -8.23% Transfers to Other Funds 10,000 58,255 10.000 30,200 10,000 6,868,065 22641.94% NON-OPERATING EXPENSES 2,018,432 1,821,878 1,525,128 6,494,531 6,474,331 12,800,108 97.09% Total 2,171,922 2,044,559 1,775,128 6,724,331 6,726,231 13,029,888 93.77% 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. The increase in Transfers to Other Funds is for the receipt and transfer of revenues related to the Emerald Cove loan,which was approved as an enforceable obligation by the Department of Finance(DOF). FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00350 RORF Administration 5,475,633 5,210,487 6,093,220 5,030,666 5,030,666 12,897,830 7,867,164 Total 5,475,633 5,210,487 6,093,220 5,030,666 5,030,666 12,897,830 7,867,164 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00350 RORF Administration 3,217,085 2.062,611 1,619.807 1,906,642 132,058 1,774,584 (132,058) Total 3,217,085 2,062,611 1,619,807 1,906,642 132,058 1,774,584 (132,058) 272 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Housing Authority(217,233,352) PERSONNEL SERVICES Salaries, Permanent 127,091 120,863 32,333 Salaries,Overtime 2,921 1,541 1,284 Leave Payouts 8,127 2,161 Benefits 94,935 93,708 16,535 PERSONNEL SERVICES 233,074 218,273 50,152 OPERATING EXPENSES Professional Services 250,000 108,711 8,518 57,000 58,458 55,000 -3.51% Other Contract Services 165,621 715 Expense Allowances 436 OPERATING EXPENSES 415,621 109,426 8,954 57,000 58,458 55,000 -3.51% CAPITAL EXPENDITURES Land Purchase 6,094,847 CAPITAL EXPENDITURES 6,094,847 NON-OPERATING EXPENSES Transfers to Other Funds 405,400 406,166 223,600 l� Loans Made 3,000,000 2,400,000 NON-OPERATING EXPENSES 3,405,400 406,166 223,600 2,400,000 Total 4,054,095 6,828,712 282,706 57,000 2,458,458 55,000 -3.51% 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 2023/24 are limited to professional service expenditures in order to preserve these funds for use in future housing developments. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00217 Affordable Housing In-Lieu 2,931,222 316,095 3,093,945 746,811 746,811 2,901,400 2,154,589 00233 Housing Residual Receipts 830,542 32,425 26,392 32,000 32,000 790,201 758,201 00352 LMIHAF 5,687,929 964,254 1,513,830 200,000 200,000 4,001,050 3,801,050 Total 9,449,693 1,312,773 4,634,167 978,811 978,811 7,692,651 6,713,840 273 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year BID-Hotel/ Motel (709), BID- Downtown (710) OPERATING EXPENSES Other Contract Services 3,821,976 4,120,726 6,212,762 6,741,000 6,892,707 6,739,000 -0.03% Other Expenses 1,702 1,055 OPERATING EXPENSES 3,823,678 4,121,781 6,212,762 6,741,000 6,892,707 6,739,000 -0.03% Total 3,823,678 4,121,781 6,212,762 6,741,000 6,892,707 6,739,000 -0.03%1 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 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00709 BID-Hotel/Motel 3,841,628 4,003,460 6,239,378 6,635,000 6,635,000 6,632,000 (3,000) 00710 BID-Downtown 120,460 89,372 116,059 106,000 106,000 107,000 1,000 Total 3,962,088 4,092,832 6,355,437 6,741,000 6,741,000 6,739,000 (2,000) 274 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Bella Terra Parking Structure (711) OPERATING EXPENSES Other Contract Services 701,025 627,170 800,189 761,427 761,427 967,698 27.09% OPERATING EXPENSES 701,025 627,170 800,189 761,427 761,427 967,698 27.09% Total 701,025 627,170 800,189 761,427 761,427 967,698 27.09% 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. Increases in Operating Expenses are due to planned one-time exterior painting and garage camera hardware and software upgrades. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00711 Parking Structure-Beta Terra 759.135 740,482 768,370 761,427 761,427 967,698 206,271 Total 759,135 740,482 768,370 761,427 761,427 967,698 206,271 275 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Strand Parking Structure (712) OPERATING EXPENSES Other Contract Services 1,061,773 928,403 916,406 1,147,243 1,465,630 1.244,350 8.46% OPERATING EXPENSES 1,061,773 928,403 916,406 1,147,243 1,465,630 1,244,350 8.46% 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 1,461,773 1,328,403 1,316,406 1,547,243 1,865,630 1,644,350 6.28% 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. Increases in Operating Expenses are due to inflationary cost increases and funding for an approved parking consultant agreement. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00712 Parking Structure-Strand 1,426,857 1.231,822 1,528,759 1,450,000 1,450,000 1,550,000 100,000 Total 1,426,857 1,231,822 1,528,759 1,450,000 1,450,000 1,550,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2020 6/30/2021 6/30/2022 6/30/2023 Balance 6/30/2024 Prior Year 00712 Parking Structure-Strand 3,712,400 3,615,819 3,828.172 3,574,008 94,350 3,479,658 (94,350) Total 3,712,400 3,615,819 3,828,172 3,574,008 94,350 3,479,658 (94,350) 276 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Equipment Replacement(324) OPERATING EXPENSES Equipment and Supplies 57,269 Repairs and Maintenance 1 853 Professional Services 29,798 OPERATING EXPENSES 87,067 1,853 CAPITAL EXPENDITURES Improvements 111,905 205,509 Equipment 1,233,990 2,303,301 2,820,147 9,280,000 11,249,175 7,140,581 -23.05% Vehicles 3,182,941 1,376,930 1,092,456 8,071,027 Capital-Software 176,410 200,051 79,169 37,477 Capitalized PP&E Offset (2,402,057) (1,959,769) (2,274,256) CAPITAL EXPENDITURES 2,191,285 2,032,418 1,717,516 9,280,000 19,563,187 7,140,581 -23.05% NON-OPERATING EXPENSES Debt Service Expenses 2,272,909 10,000 -100.00% Depreciation 517,558 713,535 1,012,040 NON-OPERATING EXPENSES 517,558 713,535 1,012,040 2,272,909 10,000 -100.00% Total 2,708,843 2,833,020 2,731,409 11,552,909 19,573,187 7,140,581 -38.19% 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. In FY 2022/23, Equipment Expenses reflected the purchase of equipment designated to be funded by one-time HB Recovery Funds and the use of fund balance accumulated over the past several years. In addition, equipment lease payments were transferred back to the General Fund for centralized tracking of the City's debt service expenses. FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00324 Equipment Fund 4,805,536 4,991,601 7,217,089 10,052,909 8,930,000 7,140,581 (1,789,419) Total 4,805,536 4,991,601 7,217,089 10,052,909 8,930,000 7,140,581 (1,789,419) 277 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Lease Capital Project (321) CAPITAL EXPENDITURES Equipment (2,196) 8,750,000 Vehicles 1,071,696 867,779 CAPITAL EXPENDITURES (2,196) 1,071,696 9,617,779 NON-OPERATING EXPENSES Debt Service 10,971 4.106,489 NON-OPERATING EXPENSES 10,971 4,106,489 Total 8,775 5,178,185 9,617,779 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 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00321 Lease Capital Project Fund 1,176.607 12,753.176 874,810 Total 1,176,607 12,753,176 874,810 278 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Emergency Operations Center(238),CARES Grants (244,245,247),ARPA(249) PERSONNEL SERVICES Salaries, Permanent 426,945 535,730 345,323 Salaries,Temporary 325,292 246,869 68,630 Salaries, Overtime 1,136,614 1,183,365 344,032 Benefits 214,682 247,110 129,147 PERSONNEL SERVICES 2,103,533 2,213,074 887,131 OPERATING EXPENSES Utilities 916 Equipment and Supplies 400,104 282,631 76,723 30,000 Repairs and Maintenance 57,592 153,542 8,582 Conferences and Training 3,114 8,948 24 Professional Services 194,790 1,048,254 2,277,361 569,599 Other Contract Services 3,510 106,049 32,099 Rental Expense 4,222 12,364 Payments to Other Governments 5,078,290 Expense Allowances 2,511 492 Other Expenses 491 1.265 OPERATING EXPENSES 660,025 6,684,938 2,408,911 599,599 CAPITAL EXPENDITURES Improvements 4,176,082 Equipment 559,150 CAPITAL EXPENDITURES 4,735,232 NON-OPERATING EXPENSES Transfers to Other Funds 135,120 414.581 29,606,925 29,606,925 -100.00% NON-OPERATING EXPENSES 135,120 414,581 29,606,925 29,606,925 -100.00% Total 2,763,558 13,768,364 3,710,623 29,606,925 30,206,524 -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 were 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. 279 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Emergency Operations Center(238),CARES Grants (244,245,247),ARPA(249) (continued) FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00238 Emergency Operations Ctr 78,313 49,092 1,079,452 00244 CARES Act(OC Small Bus Supp) 12,996 5,410,070 826 00245 CARES Act(OC City Allocation) 4,711 4,729,769 00247 CARES Act(State of CA) 2,488,021 416,947 Total 96,020 12,676,952 1,497,226 280 Non-Departmental Proposed Budget - FY 2023/24 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Other Funds (127,128,1267,1281) OPERATING EXPENSES Repairs and Maintenance 292 Professional Services 3,207 5,139 493,722 852,531 1,407,304 -100.00% Other Contract Services 124 Rental Expense 13,713 OPERATING EXPENSES 17,335 5,139 493,722 852,531 1,407,304 -100.00% CAPITAL EXPENDITURES Capital, Software 240,698 142,160 630.945 CAPITAL EXPENDITURES 240,698 142,160 630,945 NON-OPERATING EXPENSES Transfers to Other Funds 117,949 117,949 -100.00% Loans Made 1,510,000 NON-OPERATING EXPENSES 1,510,000 117,949 117,949 -100.00% Total 1,768,033 147,299 1,124,666 970,480 1,525,253 -100.00%j Significant Changes Capital expenditures and other costs funded by Non-General Fund sources, including grants, 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 (Fund 1267)and U.S. Department of Health and Human Services, Substance Abuse and Mental Health Services Administration (SAMHSA)funding received for BeWell OC operations(Fund 1281). FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00127 Prop Tax in Lieu of Sales Tax 27,423 (20) (8,475) 00128 Housing Agreement 44,496 73,208 1,483,471 01267 SB 2 Reimbursement 852,531 852,531 (852,531) 01281 Homeless Prey&Behvrl Health 500,000 (500,000) Total 71,919 73,188 1,474,996 852,531 1,352,531 (500,000) 281 Intentionally Left Blank 4T_ /AIM ..i 282 CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROGRAM Fiscal Years 2023/24through 2027/28 Introduction . . "IPP• 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 2023/24 budget. Future years include planned programs and are described more generally. The fsj; CIP is a comprehensive document that includes projects with unexpended funds from the previous year. r 1 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 and impact to operating expenses. 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. 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. 283 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. qy Special Revenue Funds are used to account for the proceeds of revenue sources that are restricted to s expenditure for specific purposes. Special Revenue Funds include entitlement or subvention funds and developer fee funds. Examples of entitlement funds are - Gas Tax or Measure M whereby funds are distributed based on population. Developer funds, such as Traffic Impact Fee, Park Development Impact, Quimby or Drainage Fee, must be used to mitigate demands on the infrastructure from new development in accordance with an adopted plan. Enterprise Funds are proprietary funds used to account for activities with an associated user charge. Enterprise _ Funds are maintained by adopted rates and are not .. subsidized by the General Fund. User rates support the full cost of operations, maintenance, capital, and reserve L. requirements. Water and Sewer Service are the two enterprise funds most often used for CIP projects. .,` _ . a _ 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 can also be used to fund the replacement of certain vehicles within the City's Fleet with alternate fuel vehicles. 284 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 [17` for arterial roadways and signalized intersections are maintained t • �. ;„i 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. f r 0. ,t 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. Quimby and Development Impact Funds 226, ..� 228 and 235 • .'� q� � '- •z " • a r The Park Acquisition and Development (PAD) Fund and the Park Development Impact Fund are comprised of developer ;. a , a . �;`► ' fees to be used for acquisition, development, and renovation �• � .` a c �� g m of parks, beaches, recreation facilities, and amenities. The '! "':, goal is to improve the quality of life in Huntington Beach by k • creating facilities that meet the needs and desires of the community. Fees are collected for parkland and open space ' acquisition with the intent of providing a variety of recreational opportunities for all age groups. Funds cannot be used for maintenance activities. State law requires annual a � • K .•� . and special financial reports. �! h1 r } Sewer Development Fee Fund 210 ,,' The Sewer Development Fee is collected as a condition ,. Agpir • 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. Drainage Fund 211 The Sanitary Sewer Fund is comprised of development fees charged when an increase is sewage flow occurs due to development of property. When development occurs within the City, the amount of sewage is increased and components of the system have to be upsized to accommodate flow. The cost of these improvements is not born by the existing ratepayers in their monthly bills. Rather impact fees are charged to the developers of the property to fund those needed improvements. The use of those fees are restricted to increasing the capacity of the sewer system to accommodate the flow from that development. The fee is unrelated to the monthly Sewer Service Charge used for operations and maintenance of the existing sewer system. 285 Measure M2 Fund 213 Measure M2 expenditures are programmed for street and ' < transportation system enhancements. ,''f 7 Costs include engineering and �f '141 t f construction for projects such as street �`' > ,'�:, ' i , : ! i . , rehabilitation, pedestrian concrete "!�'� �F'�,, • ;�) ;� "; v`° f,' maintenance, and street tree replacements. The use of Measure M2 funds must comply with County regulations and directly relate to street improvements. Measure M2 revenues are derived from the 1/2-cent sales tax approved by voters and levied by the County of Orange. Funds are dispersed to cities on a per capita basis. Annually,the City presents a seven year proposed project plan to the Orange County Transportation Authority(OCTA)to maintain eligibility for Measure M2 funds. In addition to funds distributed directly to the City, the OCTA administers competitive grant programs known as the Combined Transportation Funding Program (CTFP)that has resulted in several million dollars for street improvement funds to the City of Huntington Beach. Traffic Congestion Relief(Proposition 42) Fund 219 Assembly Bill 2928 established the Traffic Congestion Relief Fund to allocate funds to cities and counties for roadway maintenance purposes. Allocations are calculated per capita, in the proportion that the total population of a city bears to the total population of all cities in the state. Road Maintenance Rehabilitation Account Fund 1247 On April 6, 2017, the Road Recovery and Accountability Act was passed. This legislation provides funding to the City of Huntington Beach through Senate Bill 1 and the Highway Users Trust Account (HUTA) revenues. These funds are designated for maintenance and rehabilitation of roadways. AES Southland Development Mitigation Fund 1284 In consideration of the City's recommendation and the California Energy Commission's subsequent approval of a mural-based design at the Huntington Beach Energy Project, AES Southland Development, LLC (AES) agreed to fund certain identified Capital Improvement Projects (CIPs) and Programs that will benefit the City and its residents. On November 3, 2020, the City of Huntington Beach entered into a Memorandum of Understanding (MOU) with AES to memorialize the agreement. The City Council shall have the discretion to allocate an amount not to exceed$4.9M, at its sole discretion, between the following CIPs and Programs: a) Neighborhood Mitigation Program; b) Homeless Response Program; c) Southeast Neighborhood Improvements;and d) Downtown Connectivity Project Economic Development. In the event the allocated costs exceed the actual costs of the listed CIPs and Programs,the City may retain the excess payment exclusively for other CIPs designated by the City for construction. 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. 286 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. Ell -7, , . - Sewer Service Fund 511 ...: .: The Sewer Service Fund was established to maintain, T rehabilitate, and replace sewer facilities. Revenue is derived f•; .,;• from user charges to residents and businesses with connections �`"' .‘-`""""'a to the City sewer lines. Capital projects include rebuilding sewer - - lift stations and lining or replacement of sewer lines, as `.- r;`' 11 1-1, designated in the 2003 Sewer Master Plan. Facilities are •:**'''' _'_ /, 1 i� .-- evaluated regularly to determine priorities to repair or replace { ,; ;. facilities. The capital project program includes design, 4` N ��2 engineering, and all aspects of construction management. OTHER FUNDING SOURCES 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. The following grants are providing funding for the 2023/24 CIP. • Community Development Block Grant (CDBG) Sidewalk, curb, and gutter construction in enhancement areas, library renovations and citywide Americans with Disabilities Act(ADA) improvements. • Federal Highway Safety Improvement Program (HSIP) helps fund traffic signal modifications to include left-turn arrows at intersections and other operational improvements to improve traffic safety. • OCTA Grant funds the construction and installation of an in-line trash removal device at the Atlanta Pump Station. 287 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. Neighborhood: Localized improvements to limited k,.. residential or other specific areas are included in this category. Annual projects include residential pavement overlays, concrete, and street tree replacement. ;4 Neighborhood projects may be in the enhancement areas .. and eligible for CDBG funding. ...... i...,1 Parks and Beaches: Parks and beaches projects • , include new park construction and renovation, including i.. 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. evo . Seton highlt imtrprovementses toand theTra City'ns sportati arterial streets: This and traffic category control syst em igh ss11117111 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 11' source documents for these projects. Typical street improvements are - — — pavement and concrete replacement, road widening, and grade 'jam` _ 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. 288 Capital Improvement Program Fiscal Year 2023/24 In Fiscal Year 2023/24, new improvement programs total approximately$41.2 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 construction of a sewer lift station to serve the beach restrooms on Pacific Coast Highway and a new sewer from Murdy Channel, the annual sewer lining project, and hydrogen sulfide odor removal for the Slater Lift Station. Water line replacements, production system improvements, and facility 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 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, and residential street overlays. Park projects include Seely and Trinidad Park playground improvements, softball field improvements Surfside-Sunset Beach sand nourishment, Eader Park parking lot improvements, and further work on the design for the Edison Park reconfiguration project. 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 HB Major Projects Interactive Map CIP SPENDING BY CATEGORY 12% 4% ■Drainage&Storm Water 10% •Facilities 111 •Neighborhood 18% •Parks&Beaches 29% •Sewer •Streets&Transportation •Water 20% Drainage&Storm Water $1,758,000 Facilities 4,021,150 Neighborhood 7,400,000 Parks& Beaches 2,850,517 Sewer 8,315,000 Streets &Transportation 11,841,606 Water 5,005,000 Total $41,191,273 289 City of Huntington Beach Capital Improvement Program New Appropriations Fiscal Year 2023/24 Fiscal Year Gas Tax/ Infrastructure Grants/Other 2023/24 Park Funds Prop 42 RMRA Measure M Sewer Funds Water Funds Fund TIF Funds DRAINAGE&STORM WATER Fueling Station Canopies $500,000 $500,000 Storm Drain Pump Station Forebay Improvements $187,000 $187,000 Storm Drain Pump Station Building Improvements $187,000 $187,000 HB Trash Removal Project-Phase II $884,000 $384,000 $500,000 TOTAL $1,758,000 I I $884,000I $874,000 FACILITIES ADA Improvement Program-Citywide $250,000 $250,000 Civic Center Hot Water System Replacement $50,000 I 1 $50,000 Ocean View Estates Roadways and Driveways $346,150 $346,150 Banning Branch Library Master Plan $335,000 $335,000 Police Womens Locker Room $1,940,000 $1,940,000 City Hall Treasurer's Office Remodel $100,000 $100,000 City Hall Clerk's Office Remodel $100,000 $100,000 PD Communications Center Remodel $600,000 $300,000 $300,000 Central Library Lower Level ADA Restrooms $300,000 $300,000 N TOTAL $4,021,150 I $3,086,150 I $935,000 r9 0 NEIGHBORHOOD Zone 4 Curb Ramps $700,000 $500,0001_ $72,502 $127,498 Zone 4 Residential Overlay and Slurry Seal $6,700,000 $2,000,000 $100.000 $150.000 $4,450,000 TOTAL $7,400,000 $2,000,000 I $500,0001 $100,000I $150,000 $4,522,502 $127,498 PARKS AND BEACHES Seely Park Playground Improvements $389,000 $39,000 $350,000 Softball Field Improvements $554,000 $554,000 Trinidad Park Playground Improvements $197,000 $197,000 Surfside-Sunset Beach Nourishment Project $410,517 $410.517 Eader Park Parking Lot Resurfacing $100,000 $100,000 Edison Park Reconfiguration $1,200,000 $1,200,000 TOTAL $2,850,517 $790,000 I I I I $410,5171 $1,650,000 SEWER PCH Restroom Sewer Lift Station $5,000,000 $5,000,000 Sewer Lining $1,375,000 • $1,375,000 Odor Control for Slater Lift Station $140,000 _ $140,000 Edinger Sewer Murdy Channel to Beach Bvld. $1,800,000 $1,800,000 TOTAL $8,315,000 I $8,315,000 I I 5/2/2023 New 2023-24 City of Huntington Beach Capital Improvement Program New Appropriations Fiscal Year 2023/24 Fiscal Year Gas Tax/ Infrastructure Grants/Other 2023/24 Park Funds Prop 42 RMRA Measure M Sewer Funds Water Funds Fund TIF Funds STREETS& TRANSPORTATION AES Complete Streets Improvements $2,560,000 $2,56.0,000 Oak View Streetscape Improvements _ $1,245,506 $1,245,506 Arterial Rehabilitation $5,600,000 $4,600,000 $1,000,000' Goldenwest Median Turf Replacement $125,000 $125,000 Bella Terra Police Substation Fiber Optic $140,000 $140,000 Fire Station Signal-Murdy Fire Station $345,000 $345,000 Bridge Preventative Maintenance Program $1,000,000 $1,000,000 Improvements $826,100 $151,010 $675,090 (TOTAL $11,841,606 $1,000,0001 $4,600,0001 $1,000,0001 I $125,0001 $1,385,5061 $496,010 $3,235,090 WATER Utilities Yard Parking Lot Paving $200,000 $100,000 $100,000 Water Production Rehabilitation $355,000 $355,000 On Site Gas Generation Wells 5 and 9 $1,000,000 _ $1,000,000 WOCWB CP Retrofit of OC9 $300,000 $300,000 Hartlund Lane Water Main Replacement Project $1,250,000 $1,250000 Well 3A Treatment System for dissolved manganese $1,900,000 $1,900,030 ry TOTAL $5,005,000 I I I $100,0001 $4,905,000I CO CIP TOTAL $41,191,273 $790,000 $3,000,000 $4,600,000 $1,500,000 $8,515,000 $5,180,000 $10,288,675 $496,010 $6,821,588 5/2/2023 New 2023-24 City of Huntington Beach Capital Improvement Program Continuing Appropriations Fiscal Year 2023/24 Fiscal Year Gas Tax/ Infrastructure Grants/Other 2023/24 Park Funds Prop 42 RMRA Measure M Sewer Funds Water Funds Fund TIF Funds FACILITIES Police Womens Locker Room $120,188 $120,188 PD Communications Center Remodel $3,842,953 $3,242,953 � $600,000 TOTAL $3,963,141 I I I I I I $3,363,1411 $600,000 PARKS AND BEACHES Edison Park Reconfiguration $399,000 $399,000 TOTAL $399,000 $399,000I I I I I I I I STREETS& TRANSPORTATION Oak View Streetscape Improvements $1,000,000 $1,000,000' TOTAL $1,000,000 I I I I I I $1,000,000I I TOTAL CONTINUING $5,362,141 $399,000 $4,363,141 $600,000 N CO N) 5/2/2023 Continue 2023-24 Capital Improvement Program FY 2023/24 New Appropriations by Funding Source $41,191,273 RMRA Park Funds Gas Tax/Prop 42 11% 2% 7% Grants/Other 17% Water Funds 13% CO W Measure M 4% Infrastructure Fund 25% Sewer Funds 21% City of Huntington Beach Capital Improvement Program FY 2023/24 through 2027/28 By Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 5 Year CIP 2023/24 2024/25 2025/26 2026/27 2027/28 DRAINAGE& STORM WATER Fueling Station Canopies $500,000 $500,000 $1,000,000 Storm Drain Pump Station Building Improvements 187,000 187,000 187,000 561,000 Storm Drain Pump Station Forebay Improvements 187,000 187,000 187,000 r 561,000 HB Trash Removal Project-Phase II $884,000 $884,000 TOTAL $1,758,0001 $874,0001 $374,000 I I $3,006,000 FACILITIES ADA Improvement Program-Citywide $250,000 $250,000 $250,000' $250,000 $250,000 $1,250,000 Civic Center Hot Water System Replacement 50,000 10,000,000 10,050,000 Ocean View Estates Roadways and Driveways 346,150 346,150 Banning Branch Library Master Plan 335,000 365,000 700,000 Police Womens Locker Room $1,940,000 $1,940,000 City Hall Treasurer's Office Remodel $100,000 $100,000 N City Hall Clerk's Office Remodel $100,000 $100,000 CD PD Communications Center Remodel $600,000 $600,000 Central Library Lower Level ADA Restrooms $300,000 $300,000 TOTAL $4,021,1501 $10,615,0001 $250,000I $250,000 $250,000 $15,386,150 NEIGHBORHOOD Zone 4 Curb Ramps 700,000 700,000 _ 700,000 700,000 700,0001 3,500,000 Zone 4 Residential Overlay and Slurry Seal 6,700,000 7,000,000 7,000,000 7,000,000 7,000,000 34,700,000 TOTAL $7,400,0001 $7,700,0001 $7,700,0001 $7,700,0001 $7,700,000 $38,200,000 PARKS &BEACHES Seely Park Playground Improvements 389,000 389,000 Softball Field Improvements 554,000 508,000 1,062,000 Trinidad Park Playground Improvements 197,000 197,000 Surfside-Sunset Beach Nourishment Project _ 410,517 410,517 Eader Park Parking Lot Resurfacing 100,000 100,000 Edison Park Reconfiguration $1,200,000'g $1,200,000 TOTAL $2,850,517 $508,0001 I $3,358,517 5 yr CIP by year City of Huntington Beach Capital Improvement Program FY 2023/24 through 2027/28 By Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 5 Year CIP 2023/24 2024/25 2025/26 2026/27 2027/28 SEWER PCH Restroom Sewer Lift Station $5,000,000 $5,000,000 Sewer Lining 1,375,000 1,375,000 1,375,000 1,375,000 1,375,000 6,875,000 Odor Control for Slater Lift Station $140,000 $140,000 Edinger Sewer Murdy Channel to Beach Bvld. $1,800,000 $1,800,000 TOTAL $8,315,000 $1,375,000 $1,375,000 $1,375,000 $1,375,000 $13,815,000 STREETS & TRANSPORTATION AES Complete Streets Improvements $2,560,000 $2,560,000 Oak View Streetscape Improvements 1,245,506 1,245,506 Arterial Rehabilitation 5,600,000 5,600,000 5,600,000 5,600,000 5,600,000 28,000,000 Goldenwest Median Turf Replacement 125,000 125,000 • Bella Terra Police Substation Fiber Optic 140,000 140,000 Fire Station Signal-Murdy Fire Station 345,000 345,000 Bridge Preventative Maintenance Program 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 IvEdinger&Heil Corridors Traffic/Pedestrian Safety Improvements 826,100. 826,100 ccn TOTAL $11,841,6061 $6,600,000, $6,600,000 $6,600,000 $6,600,0001 $38,241,606 WATER Utilities Yard Parking Lot Paving $200,000 $200,000 Water Production Rehabilitation $355,000 $479,000 $834,000 On Site Gas Generation Wells 5 and 9 1,000,000 3,300,000 4,300,000 WOCWB CP Retrofit of OC9 300,000 4,100,000 4,400,000 Hartlund Lane Water Main Replacement Project 1,250,000 1,250,000 Well 3A Treatment System for dissolved manganese $1,900,0001 $1,900,000 TOTAL $5,005,0001 $7,879,0001 $12,884,000 TOTAL $41,191,273 $35,551,000 $16,299,000 $15,925,000 $15,925,000 $124,891,273 5 yr CIP by year CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Fueling Station Canopies PROJECT DESCRIPTION: This is a multi year project to install three(3) new fuel island canopies and replace two(2)old canopies. Warner Fire Station is the prior year project. FY 23/24 will install one each at PTL Yard and Lake Fire Station. FY 24/25 will install two at Corporate Yard. PROJECT NEED: The City is required to install/replace fuel island canopies at five (5)City facility FUNDING DEPARTMENT: locations-three(3)locations have no existing canopies and two(2) Public Works have outdated canopies. Canopies are necessary to comply with NPDES DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A B. Polivka STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental Construction Complete: FY 2023/24 Construction $ 500,000 $ 500,000 $ 500,000 Project Management $ 50,000 Supplementals N R/W co PROJECT LOCATION Other rTOTAL $ 550,000 $ 500,000 $ 500,000 MIN___� FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 �II� ■, 1M lnfr Fund(314) $ 550,000 $ 500,000 $ 500,000 ;,k„ . ■■fad ili■.l :..� / ' TOTAL $ 550,000 $ 500,000 $ 500,000 �, IMEMM L MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,550,000 # r111111.1 ' Additional annual cost: $60,000 MN/ Annual maintenance for fueling equipment and PROJECT TYPE: Rehabilitation limn storage tanks ,n CATEGORY: Drainage •,' p _ L\s COMMENTS ON GRANTS/OTHER FUNDS: drainage Fueling Station Canopies CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Storm Drain Pump Station PROJECT DESCRIPTION: General Building rehabilitation including roof and fascia replacement, minor Building Improvements structural and other associated building maintenance improvements. PROJECT NEED: The City's 15 storm drain pump station buildings are over 50 years old and are in need FUNDING DEPARTMENT: of rehabilitation due to age and the marine environment to protect the equipment inside. Previously, approximately 5 buildings have been improved to date. In FY 23/24, 3 Public Works buildings will be improved for various building maintenance repairs. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Chris Cassotta STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2021/22 Design/Environmental Construction Complete: FY 2025/26 Construction $ 750,000 $ 137,000 $ 137,000 $ 137,000 Project Management $ 125,000 $ 50,000 $ 50,000 $ 50,000 Supplementals N R/W co PROJECT LOCATION Other TOTAL $ 875,000 $ 187,000 $ 187,000 $ 187,000 _ City of - _ ' Y .. Huntington He cii FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Drainage Fund(211) $ 875,000 $ 187,000 $ 187,000 $ 187,000 t, f `C .. -... llTOTAL $ 875,000 $ 187,000 $ 187,000 $ 187,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,436,000 Additional annual cost: $0 is Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation ?. :a',:�1 ._ included in Public Works Operating Budget. _ - CATEGORY: Drainage COMMENTS ON GRANTS/OTHER FUNDS: drainage Storm Drain PS Bldg Imp CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Storm Drain Pump Station PROJECT DESCRIPTION: Replace deteriorated trash racks and sump pumps as well as debris removal in Forebay Improvements the pump station forebays. PROJECT NEED: The City's 15 storm drain pump stations are over 50 years old and are in need of FUNDING DEPARTMENT: rehabilitation due to age and marine environment in order to maintain operational effectiveness. Currently, 6 pump stations forebays are in progress and FY 23/24 will Public Works improve 2 pump station forebays. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Chris Cassotta STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2021/22 Design/Environmental Construction Complete: FY 2025/26 Construction $ 750,000 $ 137,000 $ 137,000 $ 137,000 Project Management $ 125,000 $ 50,000 $ 50,000 $ 50,000 Supplementals R/W co PROJECT LOCATION Other TOTAL $ 875,000 $ 187,000 $ 187,000 $ 187,000 City or .. Huntington Beach - R' . i.2.;;_.... FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 t•,,. t - 4" _ j.=i z. Drainage Fund(211) $ 875,000 $ 187,000 $ 187,000 $ 187,000 • riA • • "r— TOTAL $ 875,000 $ 187,000 $ 187,000 $ 187,000 F- ) , MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,436,000 t• ' Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation • included in Public Works Operating Budget. CATEGORY: Drainage COMMENTS ON GRANTS/OTHER FUNDS: drainage Storm Drain PS Forebay CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: HB Trash Removal Project- PROJECT DESCRIPTION: Construction and installation of an in-line trash removal device(TrashTrap)at Phase II the Atlanta Pump Station (8151 Atlanta Avenue). The device is an extra large fixed basket designed to remove trash/debris larger than 5mm in size. PROJECT NEED: The basis for this project is in compliance with the State's Trash Provisions FUNDING DEPARTMENT: which requires the City to implement trash removal devices to remove trash Public Works 5mm or greater from the storm drain system. DEPT. PROJECT MGR: SOURCE DOCUMENT: Trash Provisions regulation as adopted by the State Water Resources Control Jim Mend Board in 2017. Consultant Cost estimate STRATEGIC PLAN GOAL: Develop a plan to address major facility needs SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $30,000 Construction Complete: FY 2023/24 Construction $ 752,000 Project Management $ 33,000 Supplementals N R/W co PROJECT LOCATION Other $ 69,000 Ttg :4 t, I - TOTAL $ 884,000 _ ��.1 lid re FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 9 i. . 6;4 InfrFund(314) $ 384,000 ;w i, i ! 0 1!fid;._,, ` F,;� OCTA New Fund(1283) $ 500,000 I. 11, bad . J' I f Oki dB..t:.1'.- 7--::,,,,, ., ! _ _ TOTAL $ 884,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 884,000 t Tic- `" Additional annual cost: $60,000 =1 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation - , -- - FR 1 ... v- - _ - lo included in Public Works Operating Budget. A XI �1• 1 V -- ''`''_'" CATEGORY: Drainage i !, COMMENTS ON GRANTS/OTHER FUNDS: i� Imo': `41... • , kori ! ;it _ , . . .n_.1 _ , drainage HB Trash Removal Proj-Ph II CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: ADA Improvement Program PROJECT DESCRIPTION: Bring into ADA compliance select areas at City facilities, parks and public right-of- -Citywide ways. PROJECT NEED: As mandated by the ADA and the State of California Access Codes, this project FUNDING DEPARTMENT: will remove physical barriers limiting accessibility to and from City buildings, Public Works parks,facilities, and within the City right-of-ways. DEPT. PROJECT MGR: SOURCE DOCUMENT: ADA Transition Plan Chris Tanio STRATEGIC PLAN GOAL: Develop a plan to address major facility needs SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2027/28 Construction $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Project Management Supplementals R/W o PROJECT LOCATION Other D � / `-- I—1 TOTAL $ 250,000 ' $ 250,000 $ 250,000 $ 250,000 $ 250,000 ' j r L 1r l �•, L�l �� FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 CO, N. - Infr Fund(314) $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 �i I i_ TOTAL $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 4 ''} ,OM n '\ �1I1■®�`i1:�, MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,250,000 1111.nO I Additional annual cost: $0 uuuiIr; Any unanticipated maintenance cost will be ;PROJECT TYPE: Rehabilitation '11111MI included in Public Works Operating Budget. qui,: �.� CATEGORY: Facilities N®rit COMMENTS ON GRANTS/OTHER FUNDS: facilities ADA Imp Prog-Citywide CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Civic Center Hot Water PROJECT DESCRIPTION: Civic Center domestic hot water system replacement. System Replacement PROJECT NEED: The copper piping is deteriorating and failing.The project requires copper pipe FUNDING DEPARTMENT: replacement throughout the facility and replacement of two(2)hot water tanks Public Works and pumps. Costs for hazardous materials testing and abatement included. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Kevin Dupras STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 50,000 Construction Complete: FY 2024/25 Construction $ 10,000,000 Project Management Supplementals co R/W PROJECT LOCATION Other TOTAL $ 50,000 $ 10,000,000 FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 lnfr Fund(314) $ 50,000 $ 10,000,000 TOTAL $ 50,000 $ 10,000,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 10,050,000 Additional annual cost: $0 F.� Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation '� included in Public Works Operating Budget. v CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: facilities CC Hot Water System Replacement CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Ocean View Estates PROJECT DESCRIPTION: Repair deteriorated roadways and mobile home driveways.Asphalt surfaces are Roadways and Driveways raveling and cracked. Depressions in the roadways are prone to flooding,and pot holes. Existing driveway conditions pose trip hazards due to severe cracks, graveled surface and pot holes. PROJECT NEED: California Mobile Home Residency law(Civil Code Chapter 2.5)and the City's FUNDING DEPARTMENT: Rental Agreement with each homeowner require the City to maintain Community& Library Services driveways/roadways.Asphalt surfaces are deteriorated and sub-standard. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Kim Radding STRATEGIC PLAN GOAL: Develop a plan to address major facility needs SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 ! FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 346,150 Project Management Supplementals co R/W N.) PROJECT LOCATION Other a _ TOTAL ' $ 346,150 v►. + FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 0 0.51E11 i / Is�AYe,_ � u Infr Fund(314) $ 346,150 4 . ,A�Huntihs1On B0ch7C4 f t y . X ' l + f TOTAL $ 346,150 _ MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 346,150 p a .I Additional annual cost: $0 I 1 i t f.i • �. ` L '� Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation ,, �� , ,: included in Public Works Operating Budget. IIP CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: . Ellis Ave .,r1 This City collects approximately$685,635 in IN _ . .1 M Id space rent revenue annually, which is deposited to the General Fund. facilities Ocean View Roadway Driveway CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Banning Branch Library PROJECT DESCRIPTION: Year 1 of a multi-year project to evaluate, with community input,options for a Master Plan new 12,000 sq.ft. branch library, small park and parking on the existing site. The current facility includes a 2,400 sq.ft. library, park, playground and surface parking with 63 spaces. PROJECT NEED: The current building is a temporary portable real estate sales office building built in 1962 that was moved and reopened in 1967. The building is past its useful life, has FUNDING DEPARTMENT: numerous structural&ADA compliance issues and is inadequate for the services Community& Library Services provided. DEPT. PROJECT MGR: SOURCE DOCUMENT: The draft October 2022 Library Facilities Master Plan recommends the proposed Ashley Wysocki expansion. STRATEGIC PLAN GOAL: Prioritize park and community center improvements in CIP SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 335,000 $ 365,000 Construction Complete: FY 2024/25 Construction Project Management Supplementals (..,) R/W co o PROJECT LOCATION Other _ TOTAL ; $ 335,000 $ 365,000 rOlt .,c,ht us► FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 AES Funds(1284) $ 335,000 $ 365,000 - Yv,;f,♦. C4,, ,• 4� I~ TOTAL $ 335,000 $ 365,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 700,000 • . , '' ISIW Additional annual cost: $0 eammnBGRQ Banningaz Any unanticipated maintenance cost will be PROJECT TYPE: Studies _ included in Public Works Operating Budget. CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: Funding of$700,000 is part of the pending MOU between the City and AES Southland Development. facilities Banning Library Master Plan CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Police Womens Locker PROJECT DESCRIPTION: Remodel&expand Women's Locker Room,add showers, modernizing and Room reducing physical footprint of Records Storage to accommodate additional needed lockers. PROJECT NEED: Remodel&expand Women's Locker Room, add showers&additional lockers to FUNDING DEPARTMENT: comply with State Law gender accomodations. Police DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Captain Reilly STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2023/24 Design/Environmental $ 130,000 Construction Complete: FY 2024/25 Construction $ 1,820,000 Project Management $ 15,000 $ 120,000 Supplementals R/W PROJECT LOCATION Other TOTAL $ 145,000 $ 1,940,000 FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 lnfr Fund(314) $ 145,000 $ 1,940,000 Yorktown Ave TOTAL $ 145,000 $ 1,940,000 in r 1 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 2,085,000 x Additional annual cost: $0 3 Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation Utica Ave included in Public Works Operating Budget. CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: facilities Police Womens Locker Room CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: City Hall Treasurer's Office PROJECT DESCRIPTION: Remodel City Treasurer's Office Remodel PROJECT NEED: The office is out of date and project is needed to update to current office FUNDING DEPARTMENT: standards. City Treasurer DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Alisa Backstrom STRATEGIC PLAN GOAL: Develop a plan to address major facility needs SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $100,000 Construction Complete: FY 2023/24 Construction Project Management Supplementals R/W cn PROJECT LOCATION Other TOTAL $ 100,000 FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 lnfr Fund(314) $ 100,000 TOTAL $ 100,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 100,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget.IP Civic Center CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: 111 facilities City Treasurers Ofice CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: City Hall Clerk's Office PROJECT DESCRIPTION: Remodel City Clerk's Office Remodel PROJECT NEED: The office is out of date and project is needed to update to current office FUNDING DEPARTMENT: standards. City Clerk DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Robin Estanislau STRATEGIC PLAN GOAL: Develop a plan to address major facility needs SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $100,000 Construction Complete: FY 2023/24 Construction Project Management Supplementals w R/W a) PROJECT LOCATION Other TOTAL ' $ 100,000 FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Infr Fund(314) .,$ 100,000 TOTAL $ 100,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 100,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation ii iipi t Civic Center included in Public Works Operating Budget. CATEGORY: Facilities 111 COMMENTS ON GRANTS I OTHER FUNDS: facilities City Hall Clerks Ofc Remodel CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: PD Communications PROJECT DESCRIPTION: Improve a 4,300 sq ft area in the PD lower level, including an expanded 911 Center Remodel communications center, renovated watch commander station,and improved support staff offices. This project is partially funded from grant funds and a previously deferred PD locker room project. PROJECT NEED: The lower level of the PD station has received minor upgrades since its FUNDING DEPARTMENT: completion in 1975. This project will modernize the lower level of the station to Police accommodate current policing needs. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Captain Reilly STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2023/24 Design/Environmental $ 151,620 Construction Complete: FY 2024/25 Construction $ 3,453,000 $ 600,000 Project Management Supplementals $ 331,200 co R/W o� PROJECT LOCATION Other /. TOTAL $ 3,935,820 $ 600,000 Y FUNDING SOURCES Prior FY23/24 FY24/25 FY25/26 FY26/27 Infr Fund(314) $ 2,555780,820 $ 300,000 SLESF Grant(984) $ 600,000 $ 300,000 Police Fac. Dev. Impact(227) $ ,000 own Ave TOTAL $ 3,935,820 $ 600,000 6 ! a MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 4,535,820 r (7) Additional annual cost: $0 A Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation UMa�w J included in Public Works Operating Budget. leyCATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: facilities PD Comm Ctr Remodel CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Central Library Lower PROJECT DESCRIPTION: Year 2 of a two-year project to remodel and modernize the Lower Level Level ADA Restrooms Restrooms at Huntington Central Library to provide ADA accessibility. The plans and specifications were approved in August 2022 and the project is shelf ready. PROJECT NEED: The project is necessary to further the City's compliance with the Americans with FUNDING DEPARTMENT: Disabilities Act. Community& Library Services DEPT. PROJECT MGR: SOURCE DOCUMENT: FY 15/16 Facilities Condition Assessment; Project Plans completed by PRKWLC. John Martin STRATEGIC PLAN GOAL: Prioritize park and community center improvements in CIP Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26127 Design Complete: FY 2022/23 Design/Environmental $ 30,000 ' Construction Complete: FY 2023/24 Construction ' $ 300,000 Project Management Supplementals w R/W co PROJECT LOCATION Other TOTAL $• 30,000 $ 300,000 5 1 FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 1 FY 26/27 V"O°Sd" i Infr Fund(314) $• 30,000 ` vw;,,ma Ora CDBG(239) $ 300,000 R o liai D.1 .. -- I TOTAL $• 30,000 $ 300,000 _; MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 330,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation • included in Public Works Operating Budget. CATEGORY: Facilities r COMMENTS ON GRANTS I OTHER FUNDS: facilities Central Lib LL ADA RR CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Zone 4 Curb Ramps PROJECT DESCRIPTION: Installation of curb access ramps in conjunction with maintenance improvements within Maintenance Zone 4. PROJECT NEED: Curb access ramps are required when adjacent streets are altered or FUNDING DEPARTMENT: rehabilitated Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2020 Pavement Management Plan Max Olin STRATEGIC PLAN GOAL: Enhance and Maintain infrastructure SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 635,000 $ 635,000 $ 635,000 $ 635,000 $ 635,000 Project Management $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 Supplementals R/W co PROJECT LOCATION Other co , I/ — ' &:.� TOTAL ' $ 700,000 I $ 700,000 $ 700,000 $ 700,000 $ 700,000 a �. FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 j IR= n It ��,a ' Measure M(213) $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 Es Infr Fund(314) $ 72,502 $ 200.000 $ 200,000 $ 200,000 $ 200,000 IIi s .., 1 CDBG(239) $ 127,498 - `"1 1.11 i I�y 9l ji C1i lip . 4 ; -h ; , : IF7 TOTAL $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 =11 I _ �� , ! _ 'T" jI h i MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3,500,000 ^ a 1.J g 1 ., Also �I Additional annual cost: $0 I Any unanticipated maintenance cost will be PROJECT TYPE: New 1 included in Public Works Operating Budget. ^' all COMMENTS ON GRANTS I OTHER FUNDS: CATEGORY: Neighborhood \ \ , neighborhood Zone 4 Curb Ramps CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Zone 4 Residential Overlay PROJECT DESCRIPTION: Rehabilitation of residential streets with asphalt overlay, slurry seal, and sidewalk and Slurry Seal and tree improvements within Maintenance Zone 4 . PROJECT NEED: Extend the useful life and improve the appearance and function of residential FUNDING DEPARTMENT: streets. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2020 Pavement Management Plan Max Olin STRATEGIC PLAN GOAL: Enhance and Maintain Infrastructure SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 6,635,000 $ 6,935,000 $ 6,935,000 $ 6,935,000 $ 6,935,000 Project Management $ 65,000 $ 65,000 $ 65,000 $ 65,000 $ 65,000 Supplementals R/W co —, PROJECT LOCATION Other 0 _'.� TOTAL $ 6,700,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 } 'j FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 iii I MR. Gas Tax(207) $ 2,000,000 $ 2,000,000 ' $ 2,000,000 $ 2,000,000 $ 2,000,000 _ � 14 1 Sewer Service Fund(511) $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 €��, Water Fund(506) $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 ;le 1a1 } - 1 r ima m Imo* �_ 9 ! , )-Ti lnfrFund(314) $ 4,450,000 $ 4,750,000 $ 4,750,000 $ 4,750,000 $ 4,750,000 4711 ' IP 1-41 r TOTAL $ 6,700,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 ''� --, MAINTENANCE COST IMPACT: TOTAL PROJECT COST: 34,700,000 b 1 Additional annual cost: $0 $ "--------.....„,..„.....„ Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation - -...:-.. included in Public Works Operating Budget. CATEGORY: Neighborhood COMMENTS ON GRANTS/OTHER FUNDS: neighborhood Zone 4 Res Overlay-Slurry CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Seely Park Playground PROJECT DESCRIPTION: Installation of new custom play units for ages 2-5 and 5-12 years and ADA Improvements compliant rubberized safety surfacing. PROJECT NEED: Playground equipment last installed in 2008. The units are in significant FUNDING DEPARTMENT: disrepair and beyond retrofitting of parts to address the current condition. Community& Library Services Complete replacement is needed. DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List Ashley Wysocki STRATEGIC PLAN GOAL: Prioritize park and community center improvements in CIP SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 389,000 Project Management Supplementals R/W - PROJECT LOCATION Other t TOTAL $ 389,000 ' 5 _, H , ar, Ave. 1 1 FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 lti ± 1 Park Dev. Impact(228) $ 39,000 r r AES Funds(1284) $ 350,000 r-IFIT:1,2 +r i .�in l I 1I i i t " I' / TOTAL $ 389,000 — p 1 r m `, J i MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 389,000 i Additional annual cost: 0 I Any unanticipated maintenance cost will be PROJECT TYPE: New & Rehabilitation ij I/ i included in Public Works Operating Budget. I._ 1 CATEGORY: Parks & Beaches '" Bnnnidi Ave. _.__________J COMMENTS ON GRANTS/OTHER FUNDS: Funding of$350,000 is part of the pending MOU between the City and AES Southland Development. parks& beaches Seely Park Playground CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Softball Field Improvements PROJECT DESCRIPTION: Year 1 of a two-year project to rehabilitate the City's softball fields. Year 1 includes Murdy Park and Year 2 includes Greer and Worthy Park softball fields. Improvements to include turf replacement, field leveling, and irrigation improvements. PROJECT NEED: There have been no significant improvements made to the City's softball fields in FUNDING DEPARTMENT: approximately 20 years. Community& Library Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Staff Recommendation Ashley Wysocki STRATEGIC PLAN GOAL: Prioritize park and community center improvements in CIP SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 35,000 $ 32,000 Construction Complete: FY 2023/24 Construction $ 476,000 $ 436,000 Project Management Supplementals $ 43,000 $ 40,000 co R/W ry PROJECT LOCATION Other liii.. Est , .,,ir TOTAL $ 554,000 $ 508,000 OFF ' iir IP°1114° FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Quimby Fees(226) $ 554,000 $ 508,000 Iry 4 s TOTAL $ 554,000 $ 508,000 i !j MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,062,000 Additional annual cost: $0 o 4. Any unanticipated maintenance cost will be PROJECT TYPE: New & Rehabilitation g'► _ included in Public Works Operating Budget. Z1 CATEGORY: Parks & Beaches '" COMMENTS ON GRANTS/OTHER FUNDS: 6 6 1 parks&beaches Softball Field Imp CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Trinidad Park Playground PROJECT DESCRIPTION: Installation of new custom play units for ages 2-5 and 5-12 years and as needed Improvements refurbishing of ADA compliant rubberized safety surfacing. PROJECT NEED: Playground equipment last installed in 2008. The units are in significant FUNDING DEPARTMENT: disrepair and beyond retrofitting of parts to address the current condition. Community& Library Services Complete replacement along with ADA surfacing is needed. DEPT. PROJECT MGR: SOURCE DOCUMENT: Public Works staff recommendation Ahley Wysocki STRATEGIC PLAN GOAL: Prioritize park and community center improvements in CIP _ SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 197,000 Project Management Supplementals co R/W w PROJECT LOCATION Other TOTAL $ 197,000 bra r,q.0r 11Me Cr FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Park Dev. Impact(228) $ 197,000 III IL1.4a TOTAL $ 197,000 •Cab' MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 197,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New & Rehabilitation included in Public Works Operating Budget. ;—__ . I CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: parks& beaches Trinidad Park Playground CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Surfside-Sunset Beach PROJECT DESCRIPTION: Collaborative project with the US Army Corps of Engineers, cities of Newport Nourishment Project Beach, Seal Beach, the Surfside Stormwater Protection Division, and County of Orange. Project entails dredging 1.75 million cubic yards of sand from off shore site to replenish eroded beach sand. This is the 13th stage of the project. PROJECT NEED: Project is needed to restore eroded beach sand which acts as a natural buffer FUNDING DEPARTMENT: from damaging waves and provides recreational amenities for residents and Public Works visitors alike. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Jim Merid STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2020/21 Design/Environmental Construction Complete: FY 2023/24 Construction $410,517 Project Management Supplementals co R/W PROJECT LOCATION Other TOTAL $ 410,517 FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Infr Fund(314) $ 410,517 • • = -+ � '�- TOTAL $ 410,517 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 410,517 i Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: parks&beaches Surfside-Sunset Bch Nourishment CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Eader Park Parking Lot PROJECT DESCRIPTION: Resurface pavement at Eader Park parking lot. Resurfacing PROJECT NEED: Pavement is deteriorated and is in need of resurfacing. FUNDING DEPARTMENT: Community& Library Services DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Ashley Wysocki STRATEGIC PLAN GOAL: Prioritize park and community center improvements in CIP SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27128 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 100,000 Project Management Supplementals w R/W cn PROJECT LOCATION Other TOTAL $ 100,000 P FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 ,. AES Funds(1284) $ 100,000 S e rw0 ° TOTAL $ 100,000 0 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 100,000 j$ Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation Q. included in Public Works Operating Budget. 4• CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: parks&beaches Eader Park Parking Lot Resurfac CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Edison Park PROJECT DESCRIPTION: The project includes the reconfiguration of Edison Park to include relocation of Reconfiguration tot lots,walkways, dual use tennis and pickle ball courts, other recreation amenities, as well as parking &hardscape improvements to mitigate settlement issues. The FY 23/24 request is for additional design work. PROJECT NEED: Improvements are needed to address land settlement issues impacting park FUNDING DEPARTMENT: amenities and to meet current recreational needs of the community. Community& Library Services DEPT. PROJECT MGR: SOURCE DOCUMENT: City Council action on 3/1/22 to conduct community outreach and analysis of the Public Works Capital Projects Administrator Edison reconfiguration conceptual plan previously approved on 11/16/21. STRATEGIC PLAN GOAL: Prioritize park and community center improvements in CIP Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2023/24 Design/Environmental $ 775,000 $ 1,200,000 Construction Complete: FY 2024/25 Construction Project Management Supplementals w R/W rn PROJECT LOCATION Other TOTAL $ 775,000 $ 1,200,000 FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 •• -:I Park Dev. Impact(228) $ 775,000 7: t' ' AES Funds (1284) $ 1,200,000 y . TOTAL $ 775,000 $ 1,200,000 ' MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,975,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New & Rehabilitation included in Public Works Operating Budget. CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: Funding of$1,200,000 is part of the MOU between the City and AES Southland Development. parks&beaches Edison Park Reconfiguration CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: PCH Restroom Sewer Lift PROJECT DESCRIPTION: Construct a gravity sewer main between four public restrooms along the lower Station beach path on PCH between 9th St.and 22nd St. The proposed gravity sewer will then connect to the existing City sewer line via a sewer lift station at 18th St. in the alley between PCH and Walnut Ave. PROJECT NEED: The City has 4 public restroom on a septic tank system that are pumped twice a FUNDING DEPARTMENT: week. Replacing with a gravity sewer system will provide an enhanced sewer Public Works infrastructure with ability to upsize the restrooms. DEPT. PROJECT MGR: SOURCE DOCUMENT: Consultant Estimate Joseph Fuentes STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental $ 520,000 Construction Complete: FY 2024/25 Construction $ 4,500,000 Project Management $ 50,000 $ 300,000 Supplementals $ 200,000 R/W PROJECT LOCATION Other TOTAL $ 570,000 $ 5,000,000 9 ' e o _ - o ` FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26127 Sewer Service Fund(511) $ 570,000 $ 5,000,000 • P • C + TOTAL $ 570,000 $ 5,000,000 O O . MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 5,570,000 Additional annual cost: $25,000 Any unanticipated maintenance cost will be PROJECT TYPE: New Construction included in Public Works Operating Budget. CATEGORY: Sewer COMMENTS ON GRANTS/OTHER FUNDS: sewer PCH Restroom SLS CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Sewer Lining PROJECT DESCRIPTION: This program will line various sewer mains throughout the City as identified through closed circuit television (CCTV)inspection. PROJECT NEED: This project will extend the life of existing sewer mains. It will also reduce FUNDING DEPARTMENT: infiltration and inflow of ground water,and calcite build up within existing sewer Public Works mains. DEPT. PROJECT MGR: SOURCE DOCUMENT: 2003 Sewer Master Plan Andrew Ferrigno STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 I Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 1,250,000 $ 1,250,000 $ 1,250,000 $ 1,250,000 $ 1,250,000 Project Management $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 Supplemental w R/W w PROJECT LOCATION Other TOTAL $ 1,375,000 $• 1,375,000 $• 1,375,000 $• 1,375,000 $ 1,375,000 i.` FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Sewer Service Fund(511) $ 1,375,000 $• 1,375,000 $• 1,375,000 $• 1,375,000 $ 1,375,000 ;-_ Mar. TOTAL $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,375,000 LW�' MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 6,875,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation % , ,,,,,Pas. , included in Public Works Operating Budget. CATEGORY: Sewer COMMENTS ON GRANTS/OTHER FUNDS: sewer 23-24 Sewer Lining CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Odor Control for Slater Lift PROJECT DESCRIPTION: Install hardware that will reduce the hydrogen sulfide odors from the existing Station Slater Lift Station. PROJECT NEED: The City is receiving odor complaints from the Slater Lift Station. This project will FUNDING DEPARTMENT: retrofit the Station with hardware that will effectively reduce the odors. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Andrew Ferrigno STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 20,000 Construction Complete: FY 2023/24 Construction $ 100,000 Project Management $ 20,000 Supplementals co R/W co PROJECT LOCATION Other TOTAL $ 140,000 _ m n 5 o y c -5, -. w U r = FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 ' (j - Y u- Z Dor".Dr _ M , Sonoma Dr Sewer Service Fund(511) $ 140,000 ' 5 Cr Norna Dr- - cal. Pomr Loma Dr TOTAL $ 140,000 Pnce Dr. ' - - ' Fnn oy Dr - --- - Moss Dr` - ?i= E — Nllfwood Ci p " Additional annual cost: $0 - - Mc "Or, Knlley CI Lourdes Dr. - --s Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation s included in Public Works Operating Budget. o U - Ur Raphael Dr i Gat.vz' CATEGORY: Sewer $ s COMMENTS ON GRANTS/OTHER FUNDS: Pawn Ur.'- 1 'm Anowfisah -. m - Dr. - ' 3 �Fnu:h Or-,_i.J-, - - . Temor Dr ' Wmle/green Dr t sewer Slater LS Odor Contr CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Edinger Sewer Murdy PROJECT DESCRIPTION: Construct new sewer from the Murdy Channel east to Beach Boulevard. Channel to Beach Bvld. PROJECT NEED: The existing 10-inch sewer lacks capacity to serve existing development along FUNDING DEPARTMENT: Edinger Avenue. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Proposed development flow monitoring and sewer studies. Andrew Ferrigno STRATEGIC PLAN GOAL: Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental $ 150,000 Construction Complete: FY 2023/24 Construction $ 1,500,000 $ 1,800,000 Project Management $ 150,000 Supplementals $ 100,000 co R/W o PROJECT LOCATION Other _ TOTAL $ 1,900,000 $ 1,800,000 / FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Sewer Service Fund(511) $ 1,900,000 $ 1,000,000 ,ii i ili Tara Sewer Development Fee(210) $ 800,000 . c 1 J , i — . 1 I:, �j 1_1ii_ TOTAL $ 1,900,000 $ 1,800,000 1 rJ MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3,700,000 - J 5 Additional annual cost: $0 -- I:,' ! Any unanticipated maintenance cost will be PROJECT TYPE: New Construction u 0r ; included in Public Works Operating Budget. 11:1t. ` �i i CATEGORY: Sewer —1 COMMENTS ON GRANTS/OTHER FUNDS: IE L--j Sewer Development Fees IJ. -1 1 111 1 1 1 1 1 i l r-: --_j' 1 ( I' sewer Edinger Sewer Murdy Ch to Beach CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) PROJECT TITLE: AES Complete Streets PROJECT DESCRIPTION: Complete Streets Improvements include bike lanes on Newland, Magnolia, and Improvements Bushard, 4 radar feedback signs, pedestrian improvements, and installing landscaped medians on Magnolia St. and Hamilton St. PROJECT NEED: Project goals support overall desire to improve pedestrian and bicycle safety FUNDING DEPARTMENT: while promoting alternative modes of transportation. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz STRATEGIC PLAN GOAL: Develop multi-modal and active transit infrastructure, especially in downtown SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2023/24 Construction $ 2,560,000 Project Management Supplementals co R/W N PROJECT LOCATION Other TOTAL $ 2,560,000 !? rr l , Rt p- t FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 ,� - ■EM j1 �-�"`,— —} AES Funds(1284) $ 2,560,000 \ .��®■fie hi ■rem ;i \, Asf'I1■ ari ' / TOTAL $ 2,560,000 11>f®11Y 11•■II•/ MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 2,560,000 \®1fYlt�r Additional annual cost: $0 lir ir c Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation '\4-)�I`----N„., included in Public Works Operating Budget. CATEGORY: Transportation COMMENTS ON GRANTS/OTHER FUNDS: streets&transportation AES Complete Streets Imp CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Oak View Streetscape PROJECT DESCRIPTION: Beautify various streets in the Oak View Neighborhood with streetscape Improvements improvements including artistic crosswalk painting, traffic striping, traffic and street signage, and alley improvements; new trees, landscaping, and irrigation; pedestrian lights, sidewalk paving, stormwater infrastructure, curb ramps, tactile warning strips, and artistic neighborhood signage to create a sense of community identity. PROJECT NEED: Project will reduce trash &illegal dumping, beautify& improve public space, FUNDING DEPARTMENT: improve&encourage walking/biking, and safety. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Oak View Livability -Clean CA Grant B. Polivka STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental $ 1,100,000 Construction Complete: FY 2023/24 Construction $ 4,148,000 $ 1,245,506 Project Management co Supplementals N R/W PROJECT LOCATION Other , _ L; TOTAL $ 5,248,000 $ 1,245,506� \ E"'M FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 , lnfr Fund(314) $ 248,000 $ 1,245,506 \4'o Clean California Grant(1277) $ 5,000,000 ..� re Oat View • TOTAL $ 5,248,000 $ 1,245,506 LLetAvn \--> m MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 6,493,506 f _ ENO.y 6 Additional annual cost: $15,000 I Update street paint graphics, bioswale monitoring,light PROJECT TYPE: Rehabilitation $' GoeJ Ave fixtures, street trees, landscaping. 5$ CATEGORY: Streets , u/ I 4 COMMENTS ON GRANTS/OTHER FUNDS: streets&transportation Oak View Streetscape CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Arterial Rehabilitation PROJECT DESCRIPTION: Streets for overlay include: Magnolia (Atlanta-Indianapolis), Hamilton (Magnolia- Bushard), Orange (Goldenwest to 17th)and for slurry include: Heil (Saybrook- Bolsa Chica), Garfield (Brookhurst to East City Limit)as budget allows. PROJECT NEED: Required to meet the goals of the Pavement Management Plan. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2022 Pavement Management Plan Joseph Fuentes STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2022/23 Design/Environmental Construction Complete: FY 2023/24 Construction $ 5,360,000 $ 5,360,000 $ 5,360,000 $ 5,360,000 $ 5,360,000 Project Management $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 Supplementals $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 w R/W iv c..) PROJECT LOCATION Other TOTAL $ 5,600,000 $ 5,600,000 $ 5,600,000 $ 5,600,000 $ 5,600,000 i FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 �"1' Measure M(213) $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 t...1 RMRA (1247) $ 4,600,000 $ 4,600,000 $ 4,600,000 $ 4,600,000 $ 4,600,000 j "' \ J t.•da... TOTAL $ 5,600,000 $ 5,600,000 $ 5,600,000 $ 5,600,000 $ 5,600,000 F Grftl A.. t MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 28,000,000 -- ,V.!. t A fi Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation -• included in Public Works Operating Budget. i ' �M CATEGORY: Streets ,• COMMENTS ON GRANTS/OTHER FUNDS: 4 streets&transportation Arterial Rehab CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Goldenwest Median Turf PROJECT DESCRIPTION: This project will replace existing, non-functional turf at Goldenwest Street and Replacement Ellis Ave and in the medians along Goldenwest Street, from Yorktown Avenue to Pacific Coast Highway with water efficient, California native, drought tolerant landscaping. PROJECT NEED: In October 2021, Governor Newsom issued a Statewide Drought Proclamation, FUNDING DEPARTMENT: followed by emergency water use regulations in January 2022. The new Public Works regulations prohibit irrigation of turf on public medians. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Rafael Suarez STRATEGIC PLAN GOAL: Develop a plan to address major facility needs Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental $ 50,000 Construction Complete: FY 2024/25 Construction $ 100,000 $ 100,000 Project Management $ 25,000 $ 25,000 Supplementals R/W PROJECT LOCATION Other TOTAL $ 175,000 $ 125,000 - •� •- FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 �4S 4MWd•vy f.dwldA• - - Water Fund(506) $ 175,000 $ 125,000 TOTAL $ 175,000 $ 125,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 300,000 Additional annual cost: $0 - Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Streets COMMENTS ON GRANTS/OTHER FUNDS: streets&transportation GW Median Turf Replcmnt CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Bella Terra Police PROJECT DESCRIPTION: Install fiber optic conduit and cable from the intersection of Edinger Avenue and Substation Fiber Optic Sher Lane to the Police Substation located at Bella Terra. The project provides improved communications between the substation and City Hall with a direct fiber optic connection. Design in FY 22/23 PROJECT NEED: This project will provide reliable communication between the Bella Terra Police FUNDING DEPARTMENT: Substation and City Hall. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental $ 25,000 Construction Complete: FY 2023/24 Construction $ 120,000 Project Management $ 15,000 Supplementals $ 5,000 w R/W cN» PROJECT LOCATION Other a`�c y TOTAL $ 25,000 $ 140,000 s 1 t a. ii S FUNDING SOURCES Prior FY 23/24 _ FY 24/25 FY 25/26 FY 26/27 Cent)* t Ink Fund(314) $ 140,000 PEG Fund(243) $ 25,000 j _. _ TOTAL $ 25,000 $ 140,000 6oa4 a ke!i Term XSiiisia N. MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 165,000 NI Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Streets 5 S COMMENTS ON GRANTS/OTHER FUNDS: I amen) ° b e streets&transportation Bella Terra PD Fiber Optic CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Fire Station Signal-Murdy PROJECT DESCRIPTION: Install new fire station traffic signal at Murdy Fire Station on Gothard Street Fire Station between Edinger Avenue and Heil Avenue. PROJECT NEED: Improve safety by installing a fire signal which will enable the Fire Department to FUNDING DEPARTMENT: stop traffic on Gothard Street while egressing the fire station. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz STRATEGIC PLAN GOAL: Implement solutions to enhance public safety Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental $ 35,000 Construction Complete: FY 2023/24 Construction $ 300,000 Project Management $ 30,000 Supplementals $ 15,000 co R/W rn PROJECT LOCATION Other TOTAL $ 35,000 $ 345,000 FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Infr Fund(314) $ 30,000 Traffic Impact Fee(206) $ 5,000 $ 345,000 i i '"''°` TOTAL $ 35,000 $ 345,000 04 ), F.weu F j Strom MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 380,000 614, Additional annual cost: $1,000 ,,, i i1 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation §l included in Public Works Operating Budget. Mrkfn ' _ 1 Oa CATEGORY: Transportation COMMENTS ON GRANTS/OTHER FUNDS: i streets&transportation Fire St Signal-Murdy FS CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Bridge Preventative PROJECT DESCRIPTION: Program will correct minor structural defects, repair deficiencies, and extend the Maintenance Program service life of existing bridges. PROJECT NEED: The City has 37 bridges that are in need of preventive maintenance due to their FUNDING DEPARTMENT: age,weathering, and vehicular use. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2007 Highway Bridge Preventive Maintenance Plan and Consultant Estimates Jo Claudio STRATEGIC PLAN GOAL: Develop a plan to address major facility needs SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Construction Complete: FY 2027/28 Construction $ 700,000 $ 700,000 ' $ 700,000 $ 700,000 $ 700,000 Project Management Supplementals $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 RIW PROJECT LOCATION Other TOTAL $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 • Prop 42(219) $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 f \. - it- 1: `� - 1 )__s i TOTAL $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 j — MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 5,000,000 I Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation %I— included in Public Works Operating Budget. CATEGORY: Transportation COMMENTS ON GRANTS/OTHER FUNDS: streets&transportation Bridge Preventitive Maint CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Edinger&Heil Corridors PROJECT DESCRIPTION: Corridor traffic signal and operational improvements to enhance traffic and Traffic/Pedestrian Safety pedestrian safety. Improvements PROJECT NEED: Project targets common accident patterns involving pedestrians and motor FUNDING DEPARTMENT: vehicles at key intersections. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2022 Local Roadway Safety Plan Bill Janusz STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete. FY 2023/24 Design/Environmental $ 76,000 Construction Complete: FY 2023/24 Construction $ 653,100 Project Management $ 52,000 Supplementals $ 20,000 w R/W N 0o PROJECT LOCATION Other $ 25,000 • TOTAL $ 826,100 FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Traffic Impact Fee(206) $ 151,010 __ ' • "' ` • HSIP Fund(995) $ 675,090 s TOTAL $ 826,100 I "'°` MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 826,100 N,0 triton e t ' laa..t, i , ' Additional annual cost: $1,000 r Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget. • a�«,l««�, CATEGORY: Transportation "per°1 __ COMMENTS ON GRANTS/OTHER FUNDS: Q.,sdelwu4h.m r State Highway Safety Improvement Program Project LocationNicinity Map ;�,, grant streets&transportation Edinger& Heil Corridors Safety CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Utilities Yard Parking Lot PROJECT DESCRIPTION: Rehabilitate the pavement at the Water Production Utilities Yard parking lot Paving PROJECT NEED: The pavement of the parking area used for maintenance vehicles and equipment FUNDING DEPARTMENT: storage is failing. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Rafael Suarez STRATEGIC PLAN GOAL: Enhance and maintain the infrastructure SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 30,000 Construction Complete: FY 2023/24 Construction $ 170,000 Project Management Supplementals co R/W co PROJECT LOCATION Other TOTAL $ 200,000 ut �`� c°nw•w wrcwe rr• FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 .F' °�°°°�°• Galwid;ve Sewer Service Fund(511) $ 100,000 Water Fund(506) $ 100,000 TOTAL $ 200,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 200,000 t Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Water COMMENTS ON GRANTS/OTHER FUNDS: water Utilities Yard Parking Lot Pay CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Water Production PROJECT DESCRIPTION: In FY 22/23 roof was repaired. FY 23/24,will renovate restrooms and repair Rehabilitation drywall and in FY 24/25 additional repairs will be made to increase operation efficiency. PROJECT NEED: Production building was not included in 2010 Utility Yard renovation project.The FUNDING DEPARTMENT: roof of the building leaks severely during rain events and the restrooms are Public Works inadequate for current staff. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Rafael Suarez STRATEGIC PLAN GOAL: Develop a plan to address major facility needs Approved Requested SCHEDULE: PROJECT COSTS Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Design Complete: FY 2022/23 Design/Environmental $ 82,500 $ 44,000 Construction Complete: FY 2024/25 Construction $ 305,000 $ 385,000 Project Management $ 50,000 $ 50,000 Supplementals co R/W PROJECT LOCATION Other --.t TOTAL $ 82,500 $ 355,000 $ 479,000 GO..AV. Garfield Are FUNDING SOURCES Prior FY 23/24 FY 24/25 FY 25/26 FY 26/27 Garfield Are Water Fund(506) $ 82,500 $ 355,000 $ 479,000 TOTAL $ 82,500 $ 355,000 $ 479,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 916,500 $ Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Water COMMENTS ON GRANTS I OTHER FUNDS: water Water Production Rehab CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: On Site Gas Generation PROJECT DESCRIPTION: Retrofit the existing Water Production Facilities with On Site Gas Generation at Wells 5 and 9 Wells 5 and 9. PROJECT NEED: Convert the City's Water Wells and Booster Pump Stations to on site generated FUNDING DEPARTMENT: chlorine and fluoride. On site generated gas (OSG)facilities are safer and less Public Works sensitive to industrial scale accidents. OSG is now the industry standard. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Andrew Ferrigno STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 1,000,000 Construction Complete: FY 2024/25 Construction $ 3,000,000 Project Management $ 300,000 Supplementals co R/W c'. PROJECT LOCATION I Other ! ! "' TOTAL $ 1,000,000 ' $ 3,300,000 ' �..,,,... FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 " I Water Fund(506) ' $ 1,000,000 $ 3,300,000 Warner Ave. _ , Iwece �'weue 1 TOTAL $ 1,000,000 $ 3,300,000 r5 j ]._ r t —°_ I i MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 4,300,000 F J Additional annual cost: $0 Werner Ave. Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation J..-1 - •N,A ,�� included in Public Works Operating Budget. —' iI �1 '� CATEGORY: Water I -,ar Of _I� IJ1J1J J COMMENTS ON GRANTS/OTHER FUNDS: I .a.e I water On Site Gas Gen Wells 5,9 CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: WOCWB CP Retrofit of PROJECT DESCRIPTION: This program will provide Cathodic Protection retrofit to the West Orange County 0C9 Water Board (WOCWB)0C9 pipeline. PROJECT NEED: The 0C9 pipeline was constructed in 1956. The life of this critical pipeline facility FUNDING DEPARTMENT: can be extended by the application of cathodic protection Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: WOCWB project approval by the WOCWB member agencies. Andrew Ferrigno STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental ' $• 300,000 Construction Complete: FY 2024/25 Construction $ 3,700,000 Project Management $ 300,000 Supplementals $ 100,000 co R/W co PROJECT LOCATION Other TOTAL ' $• 300,000 ' $ 4,100,000 Vicinity Map _ .:,,. ..J FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Stanton =— Anaheim Cypress 1� �7-- WOCWB(508) $ 300,000 $ 4,100,000 Los Alamitos I 2113 211:2115 2116 r'-- 2213 - 22-16 ) 1 2313 2316 2413 I 2416 Garden Grave TOTAL $• 300,000 $ 4,100,0001 2513 2516 Seal 1 2613 Beach! 2616 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 4,400,000 ,vn 2712" ,2716 ' Additional annual cost: $0 /I —, --- -: Any unanticipated maintenance cost will be PROJECT TYPE: New&Rehabilitation 1 i i tE1 -'' included in Public Works Operating Budget. 1 Santa Hunlingl: 8II 1—'1-!20'0 ypestminsler Ana CATEGORY: Water I ... J016' COMMENTS ON GRANTS/OTHER FUNDS: I. i �` The WOCWB will pay for this project. The City of Fountain Valley Huntington Beach is responsible to pay 52%of the WOCWB. water WOCWB CP Retrofit-OC9 CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Hartlund Lane Water Main PROJECT DESCRIPTION: This project will construct an 8-inch PVC water pipeline along Hartlund Lane Replacement Project from Talbert Avenue to end of the cul de sac. PROJECT NEED: This project will replace an existing 6-inch asbestos cement water pipeline FUNDING DEPARTMENT: constructed in 1957. The pipeline is corroding due to high groundwater and Public Works located under the parkway and trees limiting access for maintenance. DEPT. PROJECT MGR: SOURCE DOCUMENT: Water Master Plan Fund Andrew Ferrigno STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 125,000 Construction Complete: FY 2024/25 Construction $ 950,000 Project Management $ 125,000 Supplementals $ 50,000 co R/W w PROJECT LOCATION Other TOTAL ; $ 1,250,000 Y if( / \ FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 --- 'AC""•k - Water Master Plan(507) $ 1,250,000 / isaMw i =\L 41VC CA ; Y r 3 1 I I I .«o,z TOTAL $ 1,250,000 _ nxa a L 1 y MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,250,000 3 1 Additional annual cost: $0 2 —1ll Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. \ ais wig CATEGORY: Water -- COMMENTS ON GRANTS/OTHER FUNDS: water Hartlund Ln Water Main Repl CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Well 3A Treatment System PROJECT DESCRIPTION: This project will devise a water treatment system for the removal of dissolved for dissolved manganese manganese for Well 3A. PROJECT NEED: City Water Quality staff have detected dissolved manganese in excess of the FUNDING DEPARTMENT: maximum contaminant level at Water Well 3A. This well has been removed from Public Works service. DEPT. PROJECT MGR: SOURCE DOCUMENT: This project is requested by the City's Water Quality Staff. Andrew Ferrigno STRATEGIC PLAN GOAL: Implement solutions to enhance public safety SCHEDULE: PROJECT COSTS FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2023/24 Design/Environmental $ 200,000 Construction Complete: FY 2024/25 Construction $ 1,500,000 Project Management $ 150,000 Supplementals $ 50,000 co R/W Wp PROJECT LOCATION Other -...J J J ,- _1 : 1 j 11 Li TOTAL , $ 1,900,000 l 3{ o j 'J J i 1----' ' _ FUNDING SOURCES FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 —� - Water Fund(506) $ 1,900,000 1^" Warner Ave. i J i Weu3A -J ,�_) TOTAL ' $ 1,900,000 J _ 1 _jj : Erlh- MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,900,000 1 ,--.1,--.1 ( i � it Additional annual cost: $0 1 ,__ ;J - -j�.J ,. -_ Any unanticipated maintenance cost will be PROJECT TYPE: New *awe included in Public Works Operating Budget. a j .,—.1j J—i j r CATEGORY: Water .®_i Y —_____l J , _ COMMENTS ON GRANTS/OTHER FUNDS: Potable Water Well 3A water Well 3A Treatment System romplio4i` „ City of Huntington Beach Proposed Budget — FY 2023/24 r'.. Unfunded Liabilities Overview UNFUNDED LIABILITIES OVERVIEW The City of Huntington Beach continues to utilize innovative approaches to pay down its pension liabilities. Beginning fiscal year 2013-14, the City implemented a unique "One Equals Five" plan for reducing its unfunded liability for the City's CaIPERS pension plans. Based on an analysis conducted by the City's actuary, each additional $1 million contributed to the City's pension plans will potentially benefit the City five times over resulting in $5 million in taxpayer savings over a 25-year period. The City has set aside a minimum of $1 million each year towards this plan since its establishment. This funding has never been utilized and is set aside in a Section 115 Trust. Funding of approximately$16.8 million is deposited in the Section 115 Trust as of June 30, 2023. 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 factors in issuance of the POBs and reflects an unusually high investment return of 22.4%, the City had zero unfunded liabilities as reported in the City's most recent Annual Comprehensive Financial Report(ACFR). The upcoming CaIPERS valuation will reflect a return of -7.5% and a new unfunded liability totaling $168.3 million, which would have been larger had the City not issued the POBs. 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. 335 City of Huntington Beach „5...:. `44 Proposed Budget — FY 2023/24 Unfunded Liabilities Overview C, /;1' - Annual set-aside of an additional 50%of General Fund surplus at year-end. This amount will be held in the City's General Fund Pension Rate Stabilization Reserve,to be restricted and only accessed to pay CaIPERS costs to reduce volatility and offset unexpected pension rate increases. - Establishment of accelerated UAAL payment schedule. This schedule provides parameters for the payment for any new UAAL, only using available amounts in the Section 115 Trust and the General Fund Pension Rate Stabilization Reserve to meet this accelerated schedule. - Annual assessment of Additional Discretionary Payments("ADP") to be made to 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 2021/22 Annual Comprehensive Financial Report (Notes to Financial Statements, footnotes 6-8, pages 63-88) https://huntingtonbeachca.gov/files/users/finance/Annual-Comprehensive-Financial-Report-Year-Endinq- 2022.pdf and a copy of the City's UAL Policy can be found on the City's website at the following link: https://www.huntingtonbeachca.gov/files/users/finance/Resolution-2021-19-Unfunded-Accrued-Pension- Liability-Policv.pdf. 336 �,,��,;,,, City of Huntington Beach • s' Proposed Budget — FY 2023/24 : ;_ti , Debt Services The City's Debt Management Policy (located on the City of Huntington Beach website at the following link: https://huntincitonbeachca.gov/files/users/finance/Debt-Manaqement-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 AA+ 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. 337 ,, �;- City of Huntington Beach • o�ANA Proposed Budget - FY 2023/24 Debt Services :mac•••• • oQ� zNT ;,O Fiscal Year Ending Long-Term Indebtedness 6/30/2019 6/30/2020 6/30/2021 6/30/2022 6/30/2023 (In Thousands) Governmental Activities: Pension Obligation Bonds $ 341,501 $ 330,642 $ 318,005 Public Financing Authority 39,150 35,665 29,545 27,365 25,160 Redevelopment Successor Agency Trust 39,104 33,816 29,721 25,298 20,793 Other Long-Term Obligations 11,011 10,546 17,524 15,924 13,026 Total Governmental Activities: $ 89,265 $ 80,027 $ 418,291 $ 399,229 $ 376,984 Business Activities: Pension Obligation Bonds 22,144 21,368 20,480 Total Business Activities: 22,144 21,368 20,480 Total Long-Term Indebtedness: $ 89,265 $ 80,027 $ 440,435 $ 420,597 $ 397,464 Per - Capita Debt Ratio: Population 202,265 199,223 200,748 198,039 197,437 Debt Per-Capita: $ 441 $ 402 $ 2,194 $ 2,124 $ 2,013 338 A-'t.1in oy-- '��' 9z City of Huntington Beach? =i FY 2019/20 Through FY 2023/24 • \%•F ;Fo Debt Service & Interfund Interest Expenditures 0UNTV 0�ii .mow„ Fund/Business Object Account& FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Unit Description Actual Actual Actual Adopted Revised Proposed Non-Departmental 10040101 88030-Principal 1,526,971 1,609,093 2,597,577 573,805 2,641,949 2,682,126 10040101 88070-Interest 196,981 163,957 246,605 53,250 248,015 206,847 Total Non-Departmental 1,723,952 1,773,051 2,844,182 627,055 2,889,964 2,888,973 Capital Projects-Public Works 10040314 88030-Principal 110,480 114,268 118,186 122,239 122,239 126,431 10040314 88070-Interest 21,388 17,599 13,681 9,629 9,629 5,438 Total Capital Projects-Public Works 131,868 131,868 131,868 131,868 131,868 131,869 800 MHz CCS 32140101 88070-Interest 21,586 Total 800 MHz CCS 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 3,293,461 2,929,822 3,202,995 4,643,834 4,643,834 4,137,014 35080201 88070-Interest 1,688,869 1,505,569 1,317,945 380,047 380,047 355,204 Total RDA Project Debt Payments 4,982,330 4,435,391 4,520,940 5,023,881 5,023,881 4,492,218 RDA 1999 Tax Allocation Bond 35080202 88030-Principal 625,000 365,000 380,000 405,000 405,000 425,000 35080202 88070-Interest 99,354 80,021 61,083 49,375 49,375 28,625 Total RDA 1999 Tax Allocation Bond 724,354 445,021 441,083 454,375 454,375 453,625 RDA 2002 Tax Allocation Bond 35080203 88030-Principal 1,370,000 800,000 840,000 875,000 875,000 920,000 35080203 88070-Interest 216,458 174,083 132,250 106,875 106,875 62,000 Total RDA 2002 Tax Allocation Bond 1,586,458 974,083 972,250 981,875 981,875 982,000 HBPFA 2010A 40140105 88030-Principal 825,000 40140105 88070-Interest 391,125 Total HBPFA 2010A 1,216,125 HBPFA 2011A 40140106 88030-Principal 2,045,000 40140106 88070-Interest 674,369 Total HBPFA 2011A 2,719,369 HBPFA 2020A 40140108 88070-Interest 160,868 223,600 223,600 223,600 223,600 Total HBPFA 2020A 160,868 223,600 223,600 223,600 223,600 HBPFA 2020B 40140109 88030-Principal 1,610,000 1,515,000 1,520,000 1,520,000 1,530,000 40140109 88070-Interest 108,427 145,413 138,308 138,308 129,355 Total HBPFA 2020E 1,718,427 1,660,413 1,658,308 1,658,308 1,659,355 HBPFA Senior Center 40140107 88030-Principal 615,000 650,000 665,000 685,000 685,000 720,000 40140107 88070-Interest 455,869 430,744 411,019 383,919 383,919 352,394 Total HBPFA Senior Center 1,070,869 1,080,744 1,076,019 1,068,919 1,068,919 1,072,394 339 ;. -<°,;_t.;,..:: City of Huntington Beach FY 2019/20 Through FY 2023/24 '= 01 Debt Service & Interfund Interest Expenditures =FCoUN,,to , Fund/Business Object Account& FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Unit Description Actual Actual Actual Adopted Revised Proposed Debt Svc Grand Coast CFD 2000-1 2013 Refund 40540105 88030-Principal 600,000 625,000 645,000 675,000 675,000 705,000 40540105 88070-Interest 476,813 452,313 426,913 399,669 399,669 367,700 Total Debt Svc Grand Coast CFD 2000-1 1,076,813 1,077,313 1,071,913 1,074,669 1,074,669 1,072,700 Debt Svc Special Tax CFD 1990-1 40640101 88030-Principal 160,000 170,000 40640101 88070-Interest 13,500 4,590 Total Debt Svc Special Tax CFD 1990-1 173,500 174,590 Debt Svc McDonnell CFD 2002-1 40840101 88030-Principal 145,000 160,000 180,000 200,000 200,000 220,000 40840101 88070-Interest 250,895 241,818 231,528 219,888 219,888 206,918 Total Debt Svc McDonnell CFD 2002-1 395,895 401,818 411,528 419,888 419,888 426,918 Debt Svc Bella Terra CFD 2003-1 2013 Refund 41040105 88030-Principal 820,000 855,000 890,000 925,000 925,000 965,000 41040105 88070-Interest 837,006 803,506 768,606 731,151 731,151 689,782 Total Debt Svc Bella Terra CFD 2003-1 1,657,006 1,658,506 1,658,606 1,656,151 1,656,151 1,654,782 Pension Obligation Bond-2021 Various 88030-Principal 11,635,000 14,525,000 14,525,000 13,575,000 Various 88070-Interest 138,467 10,821,410 9,046,365 9,046,365 8,994,835 Total Pension Obligation Bond-2021 138,467 22,456,410 23,571,365 23,571,365 22,569,835 WMP Eng Design/Construction 50785201 88030-Principal 348,603 Total WMP Eng Design/Construction 348,603 West Orange County Water Board:Pipeline 50885102 88030-Principal 633,111 415,737 415,737 450,000 450,000 420,000 50885102 88070-Interest 67,611 19,178 6,820 75,000 75,000 55,000 Total West Orange County Water Board: Pipeline 700,722 434,916 422,557 525,000 525,000 475,000 GRAND TOTAL(S) 18,168,732 15,008,626 37,891,369 39,679,863 39,679,863 38,103,269 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 2022/23 was approximately$48.8 billion, resulting in a debt limit of $5.9 billion. The City currently holds no general bonded debt subject to the debt limit. 340 ~ �vNTINGTp.c? j CV City of Huntington Beach µ__ 1 Proposed Budget - FY 2023/24 \V\�UNT°,, .;-"l'''s �a� Amortization Schedules & Debt Service N�ji�Il Type Object Account& FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY29/30 FY30/31 Description Projected Projected Projected Projected Projected Projected Projected RDA 1999 Tax Allocation Bond 88030-Principal 360,000 88070-Interest 9,000 Total 369,000 RDA 2002 Tax Allocation Bond 88030-Principal 780,000 88070-Interest 19,500 Total 799,500 HBPFA 2014A 88030-Principal 750,000 785,000 810,000 835,000 860,000 885,000 915.000 88070-Interest 319,244 288,719 264,794 240,119 214,694 187,966 159.269 Total 1,069,244 1,073,719 1,074,794 1,075,119 1,074,694 1,072,966 1,074,269 HBPFA 2020A 88030-Principal 1,295,000 1,725,000 88070-Interest 223,600 223,600 223,600 223,600 223,600 223,600 158,850 Total 223,600 223,600 223,600 223,600 223,600 1,518,600 1,883,850 HBPFA 2020B 88030-Principal 1,545,000 1,560,000 1,575,000 1,600,000 1,625,000 360,000 88070-Interest 117,222 102,652 83,402 60,816 34,720 6,592 Total 1,662,222 1,662,652 1,658,402 1,660,816 1,659,720 366,592 Pension Obligation Bonds 2021 88030-Principal 13,665,000 13,805,000 13,995,000 14,225,000 14,500,000 14,815,000 15,160,000 88070-Interest 8,911,076 8,764,314 8,578,775 8,343,519 8,071,679 7,755,144 7,410,992 Total 22,576,076 22,569,314 22,573,775 22,568,519 22,571,679 22,570,144 22,570,992 Debt Svc Grand Coast CFD 2000-1 88030-Principal 740,000 775,000 810,000 850,000 890,000 940,000 985,000 88070-Interest 333,425 297,400 257,775 216,275 172,775 127,025 78,284 Total 1,073,425 1,072,400 1,067,775 1,066,275 1,062,775 1,067,025 1,063,284 Debt Svc McDonnell CFD 2002-1 88030-Principal 240,000 265,000 290,000 320,000 345,000 380,000 410,000 88070-Interest 192,598 176,816 159,473 140,410 119,543 96,705 71,820 Total 432,598 441,816 449,473 460,410 464,543 476,705 481,820 Debt Svc Huntington CFD 2003-1 88030-Principal 1,010,000 1,055,000 1,115,000 1,175,000 1,235,000 1,295,000 1,360,000 88070-Interest 642,819 589,875 532,913 474,269 414,019 349,150 279,456 Total 1,652,819 1,644,875 1,647,913 1,649,269 1,649,019 1,644,150 1,639,456 LED Lighting Phasel 88030-Principal 64,832 88070-Interest 1,102 Total 65,934 I-Bank CLEEN 88030-Principal 319,935 326,339 332,891 88070-Interest 18,903 11,463 3,850 Total 338,838 337,802 336,741 California Energy Commission 88030-Principal 271,609 274,332 277,082 279,844 282,665 142,392 88070-Interest 14,604 11,881 9,131 6,369 3,548 714 Total 286,213 286,213 286,213 286,213 286,213 143,106 2021 Helicopter/Engine/Rescue Boat 88030-Principal 851,122 866,230 881,605 897,254 913,180 929,389 945.886 88070-Interest 111,553 96,445 81,070 65,421 49,495 33,286 16789 Total 962,675 962,675 962,675 962,675 962,675 962,675 962,675 341 '0o�r�. City of Huntington Beach pair_ _- :`: Proposed Budget - FY 2023/24 0# ��0 Amortization Schedules & Debt Service 01/NPt Type Object Account& FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY29/30 FY30/31 Description Projected Projected Projected Projected Projected Projected Projected 2021 Equipment Lease Refinance 88030-Principal 416,526 155,911 157,858 88070-Interest 9,121 3,919 1,972 Total 425,647 159,830 159,830 2022 Vehicle Lease Financing 88030-Principal 173,487 176.989 180,563 88070-Interest 10.722 7,219 3,646 Total 184,209 184,208 184,209 GRAND TOTAL 32,121,999 30,619,104 30,625,399 29,952,895 29,954,917 29,821,963 29,676,346 342 1 Nr D :.._�_'y City of Huntington Beach tity '� sj Proposed Budget — FY 2023/24 3,' "= Acronyms & Glossary of Terms .COUNTY 9;i01 Acronyms MOU— Memorandum 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 OPEB—Other Post Employment Benefits CAGBN—California Green Business Network PEPRA— Public Employee Pension Reform Act CaIPERS — California Public Employees' Retirement System POB— Pension Obligation Bond CASp— Certified Access Specialist RDA — Redevelopment Agency CDGB—Community Development Block Grant SCAQMD — Southern California Air Quality Management District CFD—Community Facilities District TAB—Tax Allocation Bond CIP—Capital Improvement Program TBRA—Tenant Based Rental Assistance CNOA—Central Net Operations Authority TIF— Fair Share Traffic Impact Fee Program CPA—Certified Public Accountant TOT—Transient Occupancy Tax CPI—Consumer Price Index UUT— Utility Users Tax CTFP — Combined Transportation Funding Program VLF—Vehicle License Fee ELM—Enterprise Land Management WMP—Water Master Plan FTE— Full Time Equivalent Position WOCWB—West Orange County Water Board 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 343 City of Huntington Beach Proposed Budget — FY 2023/24 Acronyms & Glossary of Terms Glossary of Terms Accounting Method— The City of Huntington Beach accounts for its financial position and operations according to generally accepted accounting principles (GAAP) for governmental units prescribed by the Government Accounting Standards Board (GASB). A fund or account group is an accounting entity with a self-balancing set of accounts recording the financial position and results of operations of a specific governmental activity. The City prepares financial statements on the modified accrual basis for all governmental fund types except for the financial statements of the proprietary fund types, which are prepared on the accrual basis. Accrual Basis — The basis of accounting under which transactions are recognized when they occur regardless of the timing of related cash flows. Adopted Budget — The City Council approved annual budget establishing the legal authority for the expenditure of funds set forth in the adopting City Council budget resolution. Affordable Housing Agreement(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. 344 si4eI1iNcro = City of Huntington Beach (z-i7j1i t Proposed Budget — FY 2023/24 Acronyms & Glossary of Terms Bond—A written promise issued by the City to pay a specific sum of principal amount, at a specified date(s) in the future, together with periodic interest at a special rate to raise capital, usually to pay for the construction of long-term infrastructure projects. Two major types of bonds include General Obligation Bonds and Revenue Bonds. Bond Proceeds—Funds received from the sale or issuance of bonds. Budget—A plan of financial operation embodying a summary and detail of authorized expenditures for a given period and the proposed means of financing them. Business Improvement District (BID) — Is a financing mechanism that is used to provide revenue for a variety of local improvements and services that enhance, not replace, existing municipal services. In California, there are several types of BIDs, including property based, business based, and tourism based. Business Unit — An eight or nine digit accounting reference comprised of the fund, department, and program. Expenditures and revenues are budgeted within business units. 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(CaIPERS)—Statewide retirement system that covers most City of Huntington Beach employees. Capital Assets—Assets of long-term character that are intended to continue to be held or used for a period of more than one year, such as land, buildings, machinery, furniture, and other equipment. Capital Improvement Program (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. 345 '` ,, .. City of Huntington Beach ''� '"" 1: _ Proposed Budget — FY 2023/24 s= -=r 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. 346 �'P,,N. o� _.-. '.."�Fz` City of Huntington Beach U 2 --:_-7_ -.; Proposed Budget — FY 2023/24 �, Q= Acronyms & Glossary of Terms room-- I 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. 347 City of Huntington Beach ifrw"11 =; Proposed Budget — FY 2023/24 y•` -= 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. Long-Term Debt—Debt with a maturity of more than one year after the date of issue. Long Term Financial Plan — A combination of financial forecasting and strategizing to identify future challenges and opportunities, causes of fiscal imbalances and strategies to secure financial sustainability. Mandate—Legislation passed by the state or federal government requiring action or provision of services or programs. Measure M— An initiative passed by Orange County voters to fund transportation improvements using revenue generated by a countywide sales tax. Memorandum 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. 348 f��µTiNGT0 air" `'• `� City of Huntington Beach �; �-;_) Proposed Budget — FY 2023/24 A: ►;= Acronyms & Glossary of Terms COUNT�p�1I y r00° 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. 349 = ;. City of Huntington Beach Proposed Budget — FY 2023/24 Acronyms & Glossary of Terms Proprietary Fund— Funds used to account for City activities that are similar to businesses found in the private sector. These funds are considered self-supporting in that the services rendered by them are generally financed through user charges on a cost reimbursement basis. There are two types of proprietary funds: Enterprise Funds and Internal Service Funds. Public Employees'Pension Reform Act(PEPRA)—The California Public Employees' Pension Reform Act, which includes Assembly Bill (AB) 340 and AB 197, was signed into law by Governor Jerry Brown on September 12, 2012, and it took effect on January 1, 2013. 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. 350 City of Huntington Beach 4100 . Proposed Budget — FY 2023/24 Acronyms & Glossary of Terms 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. 351 Intentionally Left Blank 352 Resolution No. 2023-24 Exhibit B' ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In - Fiscal Year 2023/24 Budget Fund Title Revenue & Transfers In 100 General Fund 280,396,466 101 Specific Events 748,500 201 Air Quality Fund 250,000 206 Traffic Impact 100,000 207 Gas Tax Fund 3,693,743 210 Sewer 167,310 211 Drainage - 200,000 212 Narcotics Forfeiture Federal 175,000 213 Measure M Fund 4,171,189 216 Property and Evidence 50,000 217 Affordable Housing In-Lieu 2,901,400 219 Traffic Congestion Relief 42 1,971,422 226 Quimby Fund 400,000 228 Park Dev Impact Res 750,000 229 Library Development Impact 50,000 233 Housing Residual Receipts 790,201 234 Disability Access Fund 84,000 235 Park Dev Impact Non Res 100,000 236 Public Art in Parks 15,000 239 CDBG 1,171,668 240 HOME 668,370 243 SUrf City"3" Cable Channel 490,000 308 In-Lieu Parking Downtown 54,466 314 Infrastructure Fund 15,000;000 322 ELM Automation Fund 400,000 323 Technology Fund 1,000,000 324 Equipment Fund 7,140,581 350 RORF 12,897,830 352 LMIHAF 4,001,050 401 Debt Svc HBPFA 2,967,681 405 Debt Svc Grand Coast CFD 2000-1 1,091,307 408 Debt Svc McDonnell CFD 2002-1 442,692 410 Debt Svc Bella Terra 2,638,306 412 Pension Liability 29,432,240 501 'Certified Unified Program Agency 262,500 504 Refuse Collection Service 15,799,711 506 Water 44,783,425 507 Water Master Plan 3,957,600 508 WOCWB. 1,557,000 511 Sewer Service Fund 10,747,168 551 Self Insurance Workers' Comp 11,164,142 552 Self Insurance General Liability 11,738,297 703 Retirement Supplement 1,434,000 704 Fire JPA Fund 405,866 709 BID Hotel/Motel 6,632,000 710 BID Downtown 107,000 • ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2023/24 Budget Fund Title Revenue & Transfers In 711 Parking Structure-Bella Terra 967,698 712 Parking Structure-Strand 1,550,000 716 Section 115 Trust 2,573,890 807 Energy Efficiency 19,200 963 Sr Mobility Program 356,293 979 AB109 Public Safety Realignment 112,067 984 SLESF Grant 475,000 995 Hwy Safety Improvement Program 675,090 1228 CalRecycle City/County CRV 49,015 1246 CENIC E-Rate 60,000 1247 Arterial Rehabilitation 4,917,993 1283 OCTA Trash Removal Phase II 500,000 1284 AES Mitigation 4,900,000 Total Revenue 502,155,377 Resolution No. 2023-24 Exhibit ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations &Transfers Out Fiscal Year 2023/24 Budget Appropriations & Department/Fund Title Transfers Out General Fund (Company 100) City Council 491,444 City Attorney 3,757,580 City Clerk 1,212 310 City Treasurer 1,860 916 City Manager 4,057,778 Community Development 11,003,285 Community&Library Services 15,885,029 Finance 5,458,185 Fire 56,502,971 Human Resources 2,664,343 Information Services 8,230,189 Police 84,590,019 Public Works 24,141,821 Non-Departmental 65,708,370 Sub-Total General Fund 285,564,240 Other Funds (Company Number and Title) 101 Specific Events 748,500 122 Inmate Welfare Fund 40,000 201 Air Quality Fund 387,500 206 Traffic Impact 496,010 207 Gas Tax Fund 3,164,188 210 Sewer 800,000 211 Drainage 424,000 212 Narcotics Forfeiture Federal 175,000 213 Measure M Fund 3,500,516 216 Property and Evidence 100,000 219 Traffic Congestion Relief 42 2,140,000 226 Quimby Fund 554,000 228 Park Dev Impact Residential 522,152 233 Housing Residual Receipts 30,000 234 Disability Access Fund 84,000 239 CDBG 1,560,363 240 HOME 913,370 242 Narcotics Forfeiture-Treasury 160,000 243 Surf City"3" Cable Channel 490,000 308 In-Lieu Parking Downtown 50,000 314 Infrastructure Fund 14,865,028 322 ELM Automation Fund 452,751 324 Equipment Fund 7,140,581 4 of 21 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2023/24 Budget Department/Fund Title Appropriations & Transfers Out Other Funds (Company Number and Title - Continued) 350 RORF 13,029,888 352 LMIHAF 25,000 401 Debt Svc HBPFA 2,967,681 405 Debt Svc Grand Coast CFD 2000-1 1,091,307 408 Debt Svc McDonnell CFD 2002-1 442,692 410 Debt Svc Bella Terra 2,638,306 412 Pension Liability 22,569,835 501 CUPA 259,932 504 Refuse Collection Service 15,704,174 506 Water 52,394,268 507 Water Master Plan 2,723,519 508 WOCWB 857,000 511 Sewer Service Fund 18,474,918 551 Self Insurance Workers' Comp 11,661,463 552 Self Insurance General Liab 10,567,555 702 Retiree Insurance Fund 1,306,975 703 Retirement Supplement 6,371,618 704 Fire JPA Fund 512,530 709 BID Hotel/Motel 6,632,000 710 BID Downtown 107,000 711 Parking Structure-Bella Terra 967,698 712 Parking Structure-Strand 1,644,350 716 Section 115 Trust 75,000 807 Energy Efficiency 18,600 963 Sr Mobility Program 356,293 979 AB109 Public Safety Realignment 95,555 984 SLESF Grant 12/13 450,000 995 Hwy Safety Improvement Program 675,090 1228 CalRecycle City/County CRV 94,397 1234 Sustainable Business Cert Program 36,210 1246 CENIC E-Rate 60,000 1247 Arterial Rehab 4,600,000 1283 OCTA Trash Removal Phase II 500,000 1284 AES Mitigation 4,545,000 Sub-Total Other Funds 223,253,813 Total City Appropriations 508,818,053 5 of 21 Resolution No. 2023-24 Exhibit 'D' ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 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 15.00 4.00 City Clerk 4.00 4.00 5.00 5.00 6.00 1.00 City Treasurer 1.50 1.50 1.50 9.50 9.50 0.00 City Manager 7.00 8.00 14.00 14.00 16.00 2.00 Community Development 54.00 57.50 57.50 57.50 60.50 3.00 Community&Library Services 60.25 62.25 62.25 62.25 62.25 0.00 Finance 31.50 32.50 34.50 28.50 28.50 0.00 Fire 200.00 201.00 201.00 201.00 201.00 0.00 Human Resources 12.00 13.00 13.00 13.00 14.00 1.00 Information Services 21.00 25.00 25.00 25.00 25.00 0.00 Police 356.00 357.00 353.00 353.00 353.00 0.00 Public Works 199.00 207.00 211.00 211.00 211.00 0.00 Total 958.25 980.75 989.75 991.75 1,002.75 11.00 GENERAL FUND FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 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 15.00 4.00 City Clerk 4.00 4.00 5.00 5.00 6.00 1.00 City Treasurer 1.50 1.50 1.50 8.75 8.75 0.00 City Manager 7.00 8.00 14.00 14.00 15.90 1.90 Community Development 49.52 53.02 52.85 52.85 56.52 3.67 Community&Library Services 56.41 58.41 58.50 58.50 59.00 0.50 Finance 29.92 31.10 32.10 26.85 26.85 0.00 Fire 196.20 197.30 197.30 197.30 197.30 0.00 Human Resources 9.40 10.70 10.70 10.70 11.70 1.00 Information Services 21.00 24.47 24.47 24.47 24.47 0.00 Police 353.00 355.00 351.00 351.00 351.00 0.00 Public Works 53.00 55.90 56.40 56.40 58.70 2.30 Total 792.95 811.40 815.82 817.82 832.19 14.38 Note: Reflects the Table of Organization for Fiscal Year 2023/24;however, 12 positions are defunded. ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed CITY COUNCIL Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Council Member* 5.00 5.00 5.00 5.00 5.00 Mayor* 1.00 1.00 1.00 1.00 1.00 Mayor Pro Tempore* 1.00 1.00 1.00 1.00 1.00 Total -City Council 8.00 8.00 8.00 8.00 8.00 * Mayor, Mayor Pro Tempore and Council Members are not included in the FTE Count. CITY ATTORNEY Assistant City Attorney 1.00 Chief Assistant City Attorney 2.00 1.00 1.00 1.00 1.00 Chief Litigation Counsel 1.00 1.00 1.00 1.00 City Attorney 1.00 1.00 1.00 1.00 1.00 Deputy City Attorney II 1.00 1.00 1.00 1.00 Deputy Community Prosecutor 1.00 1.00 1.00 1.00 2.00 Legal Assistant 2.00 1.00 1.00 1.00 1.00 Senior Deputy City Attorney 3.00 3.00 3.00 3.00 5.00 2 Senior Legal Assistant 1.00 2.00 2.00 2.00 3.00 3 Total -City Attorney 11.00 11.00 11.00 11.00 15.00 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 Municipal Records Manager 1.00 4 Records Specialist 1.00 1.00 1.00 Senior Deputy City Clerk 2.00 2.00 2.00 2.00 2.00 Total -City Clerk 4.00 4.00 5.00 5.00 6.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed CITY TREASURER Accounting Technician** 3.00 3.00 Accounting Technician Supervisor** 1.00 1.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 Deputy City Treasurer 1.00 1.00 Senior Accountant" 1.00 1.00 Senior Accounting Technician ** 1.00 1.00 Senior Administrative Assistant 0.50 0.50 0.50 0.50 0.50 Treasury Manager** 1.00 1.00 Total -City Treasurer 1.50 1.50 1.50 9.50 9.50 ** Position transferred from the Finance Department to the City Treasurer's Department beginning FY 2022/23 CITY MANAGER Assistant City Manager 1.00 1.00 1.00 1.00 1.00 Assistant to the City Manager 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 1.00 Council Policy Analyst 1.00 1.00 1.00 1.00 Deputy City Manager 1.00 1.00 Director of Homelessness& Behavioral 1.00 1.00 1.00 Health Services*** Executive Assistant to the City Manager 1.00 1.00 1.00 Graphic Designer 1.00 5 Management Aide 1.00 1.00 1.00 1.00 Multi-Media Officer 1.00 6 Principal Management Analyst 2.00 1.00 1.00 1.00 1.00 Public Affairs Manager 1.00 1.00 1.00 1.00 Public Affairs Officer 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 Social Services Supervisor*** 1.00 1.00 1.00 Social Worker*** 2.00 2.00 2.00 Volunteer Services Coordinator*** 1.00 1.00 1.00 Total -City Manager 7.00 8.00 14.00 14.00 16.00 *** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT Administrative Assistant 2.00 2.00 2.00 2.00 2.00 Deputy Director of Comm Dvlpmt 2.00 2.00 2.00 2.00 2.00 Director of Community Development 1.00 1.00 1.00 1.00 1.00 Management Analyst 1.00 1.00 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 9.00 9.00 9.00 9.00 9.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Assistant Planner 2.00 2.00 2.00 2.00 2.00 Associate Planner 3.00 4.00 4.00 4.00 4.00 Building Inspection Manager 1.00 1.00 1.00 1.00 Building Inspector 1.00 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 1.00 1.00 1.00 Combination Inspector 1.00 1.00 1.00 1.00 3.00 Inspection Supervisor 1.00 Office Assistant II 1.00 1.00 1.00 1.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Permit Technician 1.00 1.00 1.00 1.00 Plan Check Engineer 1.00 1.00 1.00 1.00 2.00 8 Planning Manager 1.00 1.00 1.00 1.00 1.00 Principal Combination Inspector 2.00 2.00 2.00 2.00 2.00 Principal Planner 1.00 1.00 1.00 1.00 1.00 Senior Combination Inspector 6.00 6.00 6.00 6.00 6.00 Senior Permit Technician 4.00 4.00 4.00 4.00 4.00 Senior Planner 2.00 2.00 2.00 2.00 2.00 Subtotal Development Services 28.00 31.00 31.00 31.00 34.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed COMMUNITY DEVELOPMENT(continued) Code Enforcement Manager 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 3.00 3.00 3.00 3.00 3.00 Code Enforcement Technician 1.00 1.00 1.00 1.00 1.00 Economic Development Manager 1.00 1.00 1.00 1.00 1.00 Economic Development Project Manager 1.00 1.00 1.00 1.00 1.00 Housing Manager 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 1.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Principal Code Enforcement Officer 2.00 2.00 2.00 2.00 2.00 Senior Code Enforcement Officer 4.00 4.00 4.00 4.00 4.00 Senior Management Analyst 1.00 1.50 1.50 1.50 1.50 Subtotal Community Enhancement 17.00 17.50 17.50 17.50 17.50 Total -Community Development 54.00 57.50 57.50 57.50 60.50 COMMUNITY& LIBRARY SERVICES Administrative Assistant 1.00 Deputy Director of Community&Library Services 1.00 1.00 1.00 1.00 1.00 Director of Community& Library Services 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 Subtotal Administration 5.00 5.00 5.00 5.00 5.00 Community&Library Services Coordinator 2.00 2.00 2.00 2.00 2.00 Community&Library Services Manager 1.00 1.00 1.00 1.00 1.00 Community& Library Services Supervisor 1.00 1.00 1.00 1.00 1.00 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 Operations Lead 2.00 2.00 2.00 2.00 2.00 Parking &Camping Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Parking Meter Technician 2.00 2.00 2.00 2.00 2.00 Subtotal Facilities&Events 11.00 11.00 11.00 11.00 11.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed COMMUNITY& LIBRARY SERVICES(continued). Administrative Assistant 1.00 1.00 1.00 1.00 Community&Library Services Coordinator 6.00 5.00 5.00 5.00 5.00 Community&Library Services Manager 1.00 1.00 1.00 1.00 1.00 Community&Library Services Supervisor 4.00 5.00 5.00 5.00 5.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Senior Community&Library Svcs Supervise 1.00 1.00 1.00 1.00 1.00 Senior Services Assistant 1.00 Senior Services Transportation Coordinator 1.00 1.00 1.00 1.00 1.00 Social Services Supervisor 1.00 1.00 1.00 1.00 1.00 Volunteer Services Coordinator 1.00 1.00 1.00 1.00 1.00 Subtotal Programs& Services 17.00 17.00 17.00 17.00 17.00 Accounting Technician 2.00 2.00 2.00 2.00 2.00 Community& Library Services Coordinator 1.00 1.00 1.00 1.00 1.00 Community&Library Services Manager 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Coordinator 1.00 1.00 Facilities Security Coordinator 1.00 1.00 1.00 1.00 1.00 Librarian I 4.00 6.00 6.00 6.00 6.00 Library Services Assistant 5.50 6.50 6.50 6.50 6.50 Library Specialist 2.00 2.00 2.00 Literacy Program Specialist 2.00 2.00 2.00 2.00 2.00 Principal Librarian 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Community& Library Svcs Supervise 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 1.75 1.75 Volunteer Services Coordinator 1.00 Subtotal Library& Cultural Services 27.25 29.25 29.25 29.25 29.25 Total -Community& Library Services 60.25 62.25 62.25 62.25 62.25 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed FINANCE Accounting Technician 1.00 1.00 1.00 Assistant Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 Chief Financial Officer 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 Principal Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.50 0.50 0.50 0.50 0.50 Subtotal Finance Administration 4.50 4.50 5.50 5.50 5.50 Buyer 1.00 1.00 1.00 1.00 1.00 Finance Manager 1.00 1.00 1.00 1.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 1.00 Senior Buyer 1.00 1.00 1.00 1.00 1.00 Senior Finance Analyst 2.00 1.00 1.00 1.00 1.00 Subtotal Budget Management 5.00 5.00 5.00 5.00 5.00 Accounting Technician 3.00 3.00 3.00 3.00 3.00 Accounting Technician Supervisor 1.00 2.00 2.00 2.00 2.00 Finance Manager 1.00 1.00 1.00 1.00 1.00 Payroll Specialist 1.00 2.00 2.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 1.00 Senior Accountant 1.00 2.00 2.00 2.00 2.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 Senior Finance Analyst 1.00 Senior Payroll Specialist 1.00 2.00 2.00 1.00 1.00 Subtotal Accounting Services 11.00 11.00 12.00 13.00 13.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed FINANCE (continued) Accounting Technician ** 5.00 5.00 5.00 2.00 2.00 Accounting Technician Supervisor** 1.00 1.00 1.00 Business License Supervisor 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Finance Manager** 1.00 1.00 1.00 Management Analyst 1.00 Senior Accountant** 1.00 1.00 Senior Accounting Technician ** 1.00 2.00 2.00 1.00 1.00 Subtotal Revenue Services 11.00 12.00 12.00 5.00 5.00 Total -Finance 31.50 32.50 34.50 28.50 28.50 ** Position transferred from the Finance Department to the City Treasurer's Department beginning FY 2022/23 FIRE Accounting Technician 2.00 2.00 2.00 2.00 2.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 S Management Aide 1.00 1.00 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 6.00 6.00 6.00 6.00 6.00 Management Analyst 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Fire Captain A 2.00 2.00 2.00 2.00 2.00 S Administrative Assistant 2.00 2.00 2.00 2.00 2.00 Deputy Fire Marshal 2.00 2.00 2.00 2.00 2.00 Fire Deputy 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 1.00 Fire Prevention Inspector 1.00 1.00 1.00 1.00 1.00 Senior Fire Prevention Inspector 4.00 4.00 4.00 4.00 4.00 Fire Training Maintenance Technician 1.00 1.00 1.00 1.00 1.00 Subtotal Professional Standards 16.00 17.00 17.00 17.00 17.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed FIRE (continued) 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 Management Administrator 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief 3.00 3.00 3.00 3.00 3.00 S Fire Captain 30.00 30.00 30.00 30.00 30.00 S Fire Deputy 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 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 158.00 158.00 158.00 158.00 158.00 Administrative Assistant 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 12.00 12.00 12.00 12.00 12.00 s Marine Safety Division Chief 1.00 1.00 1.00 1.00 1.00 S Marine Safety Specialist 3.00 3.00 3.00 3.00 3.00 s Subtotal Marine Safety 20.00 20.00 20.00 20.00 20.00 Subtotal Sworn 150.00 150.00 150.00 150.00 150.00 S Subtotal Non-Sworn 50.00 51.00 51.00 51.00 51.00 Total -Fire 200.00 201.00 201.00 201.00 201.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed HUMAN RESOURCES Director of Administrative Services 1.00 1.00 1.00 Director of Human Resources 1.00 1.00 Human Resources Analyst 2.00 1.00 1.00 1.00 2.00 9 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Human Resources Technician 2.00 1.00 1.00 1.00 1.00 Principal Human Resources Analyst 1.00 2.00 2.00 3.00 3.00 Risk Management Specialist 1.00 1.00 1.00 1.00 1.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Human Resources Analyst 2.00 1.00 1.00 1.00 1.00 Senior Human Resources Technician 3.00 3.00 2.00 2.00 Total -Human Resources 12.00 13.00 13.00 13.00 14.00 INFORMATION SERVICES Chief Information Officer 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 1.00 1.00 10 Information Tech Manager 2.00 2.00 2.00 1.00 2.00 t0 Information Tech Project Coordinator 1.00 1.00 1.00 1.00 Information Tech Supervisor 1.00 1.00 1.00 1.00 Information Technology Analyst 4.00 3.00 3.00 3.00 3.00 IT Technician 1.00 2.00 2.00 2.00 2.00 Lead IT Technician 2.00 2.00 2.00 2.00 2.00 Network Systems Administrator 1.00 1.00 1.00 1.00 1.00 Principal Information Technology Analyst 2.00 3.00 3.00 4.00 4.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst 1.00 1.00 1.00 1.00 1.00 Senior Info Tech Manager 1.00 1.00 1.00 Senior Information Technology Analyst 3.00 4.00 4.00 4.00 4.00 Senior IT Technician 2.00 2.00 2.00 2.00 2.00 Total -Information Services 21.00 25.00 25.00 25.00 25.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed POLICE Assistant Chief of Police 1.00 S Office Assistant II 1.00 1.00 1.00 1.00 Police Chief 1.00 1.00 1.00 1.00 1.00 S Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Subtotal Administration 3.00 3.00 3.00 3.00 3.00 Community Relations Specialist*** 2.00 2.00 1.00 1.00 1.00 Detention Officer 9.00 9.00 9.00 9.00 9.00 Detention Officer- Nurse 4.00 4.00 4.00 4.00 4.00 Detention Shift Supervisor 4.00 4.00 4.00 4.00 4.00 Police Captain 1.00 1.00 1.00 1.00 S Police Lieutenant 1.00 1.00 1.00 1.00 1.00 S Police Officer 3.00 3.00 3.00 3.00 3.00 s Police Sergeant 4.00 4.00 4.00 4.00 4.00 S Police Services Specialist 1.00 1.00 1.00 1.00 1.00 Public Affairs Officer 1.00 1.00 1.00 1.00 1.00 Subtotal Administrative Operations 29.00 30.00 29.00 29.00 29.00 Community Services Officer 3.00 1.00 1.00 1.00 1.00 Director of Homelessness & Behavioral 1.00 Health Services'''* Parking/Traffic Control Officer 10.00 10.00 10.00 10.00 10.00 Parking/Traffic Control Supervisor 1.00 1.00 1.00 1.00 1.00 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 Officer 37.00 37.00 37.00 37.00 37.00 S Police Sergeant 5.00 6.00 6.00 6.00 6.00 S Senior Helicopter Maintenance Technician 2.00 2.00 2.00 2.00 2.00 Social Services Supervisor*** 1.00 Volunteer Services Coordinator*** 1.00 Subtotal Special Operations 61.00 63.00 60.00 60.00 60.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed POLICE(continued) 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 Officer^ 112.00 111.00 111.00 111.00 111.00 S Police Sergeant 14.00 14.00 14.00 14.00 14.00 S Subtotal Patrol 131.00 130.00 130.00 130.00 130.00 Community Services Officer 6.00 5.00 5.00 6.00 6.00 Crime Analyst 1.00 1.00 1.00 1.00 1.00 Crime Analyst Senior 1.00 1.00 1.00 1.00 Crime Scene Investigator 4.00 5.00 5.00 4.00 4.00 Forensic Systems Specialist 1.00 1.00 1.00 1.00 1.00 Latent Print Examiner 2.00 2.00 2.00 2.00 2.00 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 Officer 39.00 39.00 39.00 39.00 39.00 s Police Sergeant 5.00 5.00 5.00 5.00 5.00 S Police Services Specialist 2.00 2.00 2.00 2.00 2.00 Subtotal Investigations 63.00 64.00 64.00 64.00 64.00 Accounting Technician 3.00 2.00 2.00 2.00 2.00 Civilian Police Services Commander 1.00 1.00 1.00 1.00 1.00 Communications Operator-PD ^ 18.00 18.00 18.00 18.00 18.00 Communications Supervisor-PD 6.00 6.00 6.00 6.00 6.00 Community Services Officer 1.00 2.00 2.00 2.00 2.00 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Police Administrative Services Manager 1.00 3.00 3.00 3.00 3.00 Police Communications Manager 1.00 Police Records Administrator 1.00 Police Records Specialist 5.00 4.00 4.00 4.00 4.00 Police Records Supervisor 3.00 4.00 4.00 4.00 4.00 Police Services Specialist 6.00 6.00 6.00 6.00 6.00 Police Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Principal Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed POLICE (continued) Property and Evidence Officer 3.00 3.00 3.00 3.00 3.00 Property and Evidence Supervisor 1.00 1.00 1.00 1.00 1.00 Public Works Maint Crewleader 1.00 Senior Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior IT Technician 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 Senior Police Records Specialist 11.00 10.00 10.00 10.00 10.00 Subtotal Support Services 69.00 67.00 67.00 67.00 67.00 Subtotal Sworn 233.00 233.00 233.00 233.00 233.00 S Subtotal Non-Sworn 123.00 124.00 120.00 120.00 120.00 Total -Police 356.00 357.00 353.00 353.00 353.00 *'`' Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 PUBLIC WORKS Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 Administrative Services Manager 1.00 1.00 1.00 1.00 1.00 Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 Deputy Director of Public Works 2.00 2.00 2.00 2.00 2.00 Director of Public Works 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 1.00 1.00 Management Aide 1.00 1.00 2.00 2.00 Management Analyst 2.00 2.00 2.00 2.00 2.00 Office Assistant II 5.00 5.00 5.00 5.00 5.00 Real Estate& Project Manager 1.00 1.00 1.00 1.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 2.00 2.00 2.00 2.00 2.00 Subtotal Administration 19.00 21.00 21.00 21.00 21.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 1.00 Equipment Parts Inventory Supply Clerk 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Technician 3.00 5.00 5.00 6.00 6.00 Fleet Maint Crewleader 2.00 2.00 2.00 2.00 2.00 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 Maint Inspector 2.00 4.00 4.00 4.00 4.00 Lead Fleet Maint Mechanic 3.00 3.00 3.00 3.00 3.00 Lead Public Works Maint Worker 3.00 3.00 3.00 3.00 3.00 Mechanic 3.00 3.00 3.00 3.00 3.00 Pest Control Specialist 1.00 1.00 1.00 1.00 1.00 Public Works Equip Operator 7.00 7.00 7.00 7.00 7.00 Public Works Maint Crewleader 7.00 8.00 8.00 7.00 7.00 Public Works Maintenance Supervisor 5.00 5.00 5.00 5.00 5.00 Public Works Operations Manager 1.00 1.00 1.00 1.00 1.00 Senior Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00 Senior Mechanic 6.00 6.00 6.00 6.00 6.00 Senior Public Works Maint Worker 8.00 7.00 7.00 7.00 7.00 Subtotal Maintenance & Operations 58.00 62.00 62.00 62.00 62.00 Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Engineering Aide 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 2.00 2.00 2.00 Lead Wastewater Worker 3.00 3.00 3.00 3.00 3.00 Lead Water Utility Worker 10.00 10.00 11.00 11.00 11.00 SCADA Technician 1.00 1.00 1.00 1.00 1.00 Senior GIS Analyst 2.00 2.00 2.00 2.00 2.00 Senior Survey Technician 2.00 2.00 2.00 2.00 2.00 Senior Wastewater Pump Technician 1.00 1.00 1.00 1.00 1.00 Senior Water Utility Worker 3.00 3.00 4.00 4.00 4.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Utilities Superintendent 1.00 1.00 1.00 1.00 1.00 Utilities Technology Supervisor 1.00 1.00 1.00 1.00 1.00 Utility Equipment Operator 9.00 9.00 10.00 10.00 10.00 Utility Field Representative 2.00 2.00 Utility Locator 1.00 1.00 2.00 2.00 2.00 Warehouse Clerk 1.00 1.00 1.00 1.00 1.00 Warehouse Coordinator 1.00 1.00 1.00 1.00 1.00 Wastewater Crewleader 1.00 1.00 1.00 1.00 1.00 Wastewater Pump Technician 1.00 1.00 1.00 1.00 1.00 Wastewater Supervisor 1.00 1.00 1.00 1.00 1.00 Water Conservation Coordinator 1.00 1.00 1.00 1.00 1.00 Water Meter Repair Technician 5.00 5.00 4.00 4.00 4.00 Water Quality Coordinator 1.00 1.00 1.00 1.00 1.00 Water Quality Specialist 3.00 3.00 3.00 3.00 3.00 Water Quality Supervisor 1.00 1.00 1.00 1.00 1.00 Water Utility Crew Leader 4.00 4.00 4.00 4.00 4.00 Water Utility Supervisor 1.00 1.00 1.00 1.00 1.00 Water Utility Worker 25.00 25.00 25.00 25.00 25.00 Subtotal Utilities 86.00 86.00 88.00 88.00 88.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 Senior Public Works Maint Worker 2.00 2.00 3.00 3.00 3.00 Senior Traffic Engineer 2.00 2.00 2.00 2.00 2.00 Traffic and Transportation Manager 1.00 1.00 1.00 1.00 1.00 Traffic Engineering Technician 1.00 1.00 1.00 1.00 1.00 Traffic Signal Electrician 2.00 2.00 2.00 2.00 2.00 Traffic Signals Crewleader 1.00 1.00 1.00 1.00 1.00 Subtotal Transportation 10.00 10.00 11.00 11.00 11.00 Assistant Civil Engineer 2.00 2.00 2.00 2.00 2.00 Assistant Engineer 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00 Capital Projects Administrator 3.00 6.00 7.00 7.00 7.00 City Engineer 1.00 1.00 1.00 1.00 1.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2023/24 Authorized Full-Time Equivalent Personnel All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2023/24 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) Construction Inspector II 1.00 1.00 1.00 Construction Manager 1.00 1.00 1.00 1.00 1.00 Environmental Services Manager 1.00 1.00 1.00 1.00 1.00 Environmental Specialist 2.00 2.00 2.00 2.00 2.00 Park Development Project Coordinator 1.00 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 4.00 4.00 Senior Engineering Technician _ 1.00 1.00 1.00 1.00 1.00 Subtotal Engineering 26.00 28.00 29.00 29.00 29.00 Total -Public Works 199.00 207.00 211.00 211.00 211.00 GRAND TOTAL 958.25 980.75 989.75 991.75 1,002.75 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 support increased caseload 2 Two additional positions(Advisory and Litigation)to assist with increased caseload and demand for services 3 Position to provide additional support for the City Attorney's Office °New position to facilitate centralization of record keeping,including oversight of the Records Division within the City Clerk's Office 5 New position to assist with citywide public information materials in the Office of Communications and the City's Cable"3"Channel, bringing part of contracted services in-house 6 New position to oversee the operations of the City's Cable"3"Channel,YouTube Channel,and online digital content,bringing part of contracted services in-house Two positions added to mitigate backlog and provide more timely inspections 8 Position added to meet demand for plan check services and bring part of contracted consulting work in-house 9 Position assigned to Risk Management to support inceased workload,mitigate risk and ensure compliance with regulatory requirements 10 Position exchange to better meet the administrative and leadership needs of the Information Services Department. Res. No. 2023-24 , STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU, the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the - members of said City Council at an adjourned regular meeting thereof held on June 26, 2023 by the following vote: AYES: Kalmick, Moser, Van Der Mark, Strickland, McKeon, Bolton, Burns NOES: None ABSENT: None ABSTAIN: None 1/7 City Clerk and ex-officioClerk of the City Council of the City of Huntington Beach, California