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City Council - 2024-29
RESOLUTION NO. 2024-29 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HUNTINGTON BEACH ADOPTING A BUDGET FOR THE CITY FOR FISCAL YEAR 2024/25 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 2024/25, 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 2024/25, 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 2024/25, 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 2024/25 are sufficient to fund the appropriations set forth in Proposed Budget for Fiscal Year 2024/25. SECTION 3: That the Proposed Appropriations and Transfers Out for Fiscal Year 2024/25, 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. 2024-29 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 2024/25 (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 2024/25 (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 is automatically carried over from fiscal year to fiscal year, until the funds of the individual capital project are expended or the capital project is canceled. Following the completion of the individual capital projects, the unexpended appropriations of each completed capital project shall be canceled and the capital projects funding sources shall be released from their unexpended funding commitment. SECTION 10: That the City Manager or Chief Financial Officer may, as necessary, increase appropriations for donations, grants, and other instances where there is an offsetting source of revenue received, up to $250,000 per source or grantor. Donations and grant awards with matching requirements, or exceeding $250,000 from a single source or grantor, require City Council approval. Any resolutions authorizing budget amendments related to donations, grants, and other instances where there is an offsetting source of revenue received in conflict herewith are hereby repealed. SECTION 11: At the close of Fiscal Year 2023/24, unexpended appropriations may be carried forward to FY 2024/25 upon review of the Finance Department and approval of the City Manager for the expense of outstanding purchase commitments and programs. 24-14691/342488 2 Resolution No. 2024-29 PASSED AND ADOPTED by the City Council of the City of Huntington Beach at a regular meeting thereof held on the 4th day of June , 2024. Mayor REVIEWED AN ROVED: APPROVED AS T RM: Ci y Manage Ci Attorney INITIATED AND APPROVED: Chief Fin,nci. u fficer List of Exhibits: Exhibit A: Proposed Budget for Fiscal Year 2024/25 as of June 4, 2024 Exhibit Al: Proposed Budget for Fiscal Year 2024/25 Revisions Exhibit B: Estimated Revenue and Transfers In for Fiscal Year 2024/25 Exhibit C: Proposed Appropriations and Transfers Out for Fiscal Year 2024/25 Exhibit D: Tables of Organization 24-14691/342488 3 ••1 :i:T 0 ... ;\ /7,.,, 00 c: _doe r_o P P 1)R . . 65 " % S . 1 : •CC 6 V-57 • .....'. (k 6...• ' . 0 )(` ...•. ••• 00 ',1•4 p, .•••••••...,\., a CITY OF OF HUNTINGTON BEACH 2024 ., 2025 Proposed Budget . __.. . . . ,..: .. ._ _ ..,..., ,,4 , ...„. ...1 vr;.-, •. V.,'-x ,,,' 4.... —— ) '' tio1.1,:51o. . Ilk 114v - , sotesik . _ , ,.. , 1111111111i 11111111. I ... 1.,:. .'0 'IF .,.„ _ ,„• - ....,... INN 11111111P 11111111k ...mow ii -ailig • 414, • ON. City of Huntington Beach Proposed Budget Fiscal Year 2024/2025 �NTINGi .... ......... 04/ t. ODUNP? V;a11 Submitted by Eric Parra, Interim City Manager City of Huntington Beach Table of Contents Proposed Budget - FY 2024/25 City Council Directory I DEPARTMENT BUDGETS City Officials Directory II Organizational Chart III Fire 172 Human Resources 194 COMMUNITY PROFILE Information Services 204 Police 216 Community Profile 1 Public Works 230 Non-Departmental 258 STRATEGIC PLAN CAPITAL IMPROVEMENT PROGRAM Strategic Plan Framework and Goals 9 CIP Narrative 275 FINANCIAL POLICIES & PROCEDURES New Appropriations 282 Continuing Appropriations 284 Budget Process and Calendar 11 Five-Year CIP 286 Financial Policies 13 Drainage 288 AB1234 Disclosures 20 Facilities 289 Neighborhood 301 FUND SUMMARIES Parks and Beaches 303 Sewer 314 Estimated Changes to Fund Balances 25 Streets and Transportation 315 Revenues and Expenditures Summary 27 Water 323 Department/ Fund Matrix 29 Fund Descriptions 32 DEBT AND UAL REVENUE Unfunded Liability Overview 333 Debt Services Overview 335 Revenue Summary by Fund 45 Debt Service & Interfund Interest 337 All Funds Revenue by Object 48 Amortization Schedules& Debt Service 339 General Fund Revenue by Object 50 ACRONYMS AND GLOSSARY EXPENDITURES Expenditures by Department 52 Acronyms341 Glossary of Terms 342 Expenditure Summary by Fund 53 All Funds Expenditures by Object 56 General Fund Expenditures by Object 57 TABLE OF ORGANIZATION Authorized FTE Personnel Summary 58 Authorized FTE Personnel by Dept. 59 DEPARTMENT BUDGETS City Council 75 City Attorney 80 City Clerk 88 City Treasurer 97 City Manager 104 Community Development 120 Community& Library Services 137 Finance 160 Return to Table of Contents City of Huntington Beach City Council Directory Proposed Budget — FY 2024/25 g:-. Y'7 ' d 1 Gracey Van Der Mark Pat Burns Mayor Mayor Pro Tempore 1 (7) 4D... \ 11,11! 7 i , ,, _ 1 i--? i i' Rhonda Bolton Dan Kalmick Casey McKeon Council Member Council Member Council Member te .) F: far , R 1 \ 1 , Natalie Moser Tony Strickland Council Member Council Member 1 Return to Table of Contents City of Huntington Beach City Officials Directory Proposed Budget - FY 2024/25 Elected Officials City Attorney Michael Gates City Clerk Robin Estanislau City Treasurer Alisa Backstrom City Manager's Office Interim City Manager Eric Parra Assistant City Manager Travis Hopkins Department Directors Community Development Jennifer Villasenor Community & Library Services Ashley Wysocki Finance Sunny Han Fire Scott Haberle Human Resources Marissa Sur Information Services John Dankha Police Eric Parra Public Works Chau Vu I I Return to Table of Contents ?` : � ; t, FY 2024 - 25 Organizational Chart • Elected Offices 7. 1.7.• „' • Appointed Departments THE PEOPLE OF HUNTINGTON BEACH 1 City Attorney City Clerk City Council City Treasurer i Advisory Admin, Public Support & Elections Mayor Investments Mayor Pro-Tempore Community Prosecution Records Management Revenue Services City Council Members Litigation City Manager I Assistant City Manager I r r T T T 1 17 T 1 I I I I I Communit City Council Community y Human Information Support & Library FinanceIII Police Public Works pp Development Services Resources Services i Communications & HBTV Building Events & Accounting Emergency Benefits & Business Administrative Engineering Rentals Services Response Training Applications Operations I Code Maintenance Homelessness Enforcement Library & Budget Marine Safety Labor Relations Infrastructure Investigations & Operations & Behavioral Cultural Management Systems Health Services Services Economic Professional Recruitment Patrol Transportation i Development Business Standards & Selection Technology License Engagement Sustainability Program & Special Utilities Housing Services Risk & Support Operations Management Permit Counter Facilities & Support Development Services Planning Return to Table of Contents City of Huntington Beach Community Profile Proposed - FY 2024/25 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 ! j s _ Treasurer positions are also elected and serve � {l�Ili ���� 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 � ti ;• • with high property values make this community a valuable addition to the City. Sunset Beach features one of the widest and most pristine beaches in Southern California and is home to the historic Sunset Beach Arts Festival. Location Huntington Beach is located on the shore of the Pacific Ocean in j � northwestern Orange County. � , Huntington Beach is bordered by the cities of Westminster to the ��;�� 5 � northwest, Fountain Valley to the northeast, Costa Mesa to the east, t it , *t Newport Beach to the southeast, *�� •-� and Seal Beach to the west. The Ada\ � � 6 City is positioned for the global market at 18 miles southeast of the 11111116. Port of Long Beach and Los Angeles Harbor, 35 miles southeast of Los 1111 Angeles, and 95 miles northwest of San Diego. 1 Return to Table of Contents City of Huntington Beach Community Profile Proposed - FY 2024/25 Lifestyle The City of Huntington Beach is located on the Orange County coast. With a population of 195,130 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 , •,r of coastline to boast of, Huntington Beach plays host to over 15 million visitors annually �M. City residents earn an annual median household income of $120,983, 22 percent higher than the Median household income for the State of California and 2 percent higher than Orange County. In addition, almost half of its residents, or 46 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 2023) and is considered one of the top three "Best Cities to Live In" by the Orange County Register for the past eight consecutive years. Huntington Beach was also ranked #14 in the nation for"Best Places to Raise a Family" by WalletHub (May 2023). 411t1 ', tl' Huntington Beach is home to a thriving beach community, ` j ti s+ " M +, consistently ranked in the top 16 best beaches in the State of + ,. , California. A world-class Central Library with four branch libraries, many picturesque parks including the 343-acre =GI Central Park, numerous cultural and sporting events, and a r; wr�.�a►�a+� M t - variety of restaurants from casual to fine dining make - Huntington Beach an ideal location to live, work, visit and play. Fourth of July Celebration A proud tradition since 1904, the City's most iconic event- the Fourth of July Fireworks Show and Parade- has over 500,000 in- a person attendees at this multi-day event and is known as "the i largest Independence Day Celebration west of the Mississippi." n • -A °M �I:c r • gn The annual events include a Surf City 5K fun run, a + ... - £ • parade including floats, bands, equestrian units and local dignitaries, Fireworks at the Pier, a home decorating contest, and a neighborhood bicycle parade. 2 Return to Table of Contents City of Huntington Beach Community Profile Proposed - FY 2024/25 Sports Events Huntington Beach is also home to national events such as the U.S. Open of Surfing which is held in August each year. The event includes the best in surfing, skateboarding and BMX competitions. This event attracts 500,000 � �..� ' visitors annually and is the world's largest = action sports festival. In February, the annual Surf City USA Marathon attracts over 9,200 IIN 1 runners m a pa Boston-Qualifyingfro ll over course to in articip addition te toin the �" half-marathon and 5K events held on the same day. In May the Association of , a Volleyball Professionals (AVP) holds an r lit annual Huntington Beach Open Pro Series volleyball tournament with 2024 being the 23rd straight year for this event in the City. The Pacific Airshow Huntington Beach is also the destination for the Pacific Airshow-the only beachfront air show on the West Coast. Held in September, the 2024 repertoire is scheduled to include the CF Snowbirds, USAF F-22 Raptor Demonstration Team, and the USAF Thunderbirds, among many others. This unique airshow has gained tremendous popularity since premiering in October 2016 and now attracts a crowd of over 1.2 million from around the world to view the three-day event r, ' ( w'. +�;:. A+ r �"�` t dt it -, TE which includes live music performed at the beach -i'' "�'" " ` - and over—the-water aerobatic demonstrations. it TIFF' 3 Return to Table of Contents City of Huntington Beach Community Profile Proposed - FY 2024/25 Joint Youth Training Center In November of 2023 the City's Police and Fire Departments broke ground on the new Joint Youth Training Center which will replace the existing 50- year-old Search & Rescue structure. This state-of- the-art training center will be home to the City's Fire & Police Explorer Program and provide a much- needed space to train the City's future public safety leaders. The Explorer programs are vital in teaching the City's youth not only the technical skills MOM _ necessary to pursue a career in public safety, but i _£! I I 4-`„_ } also leadership and character building that will benefit the youth regardless of what career path they choose to pursue. Infrastructue Report Card The City is preparing an infrastructure Report Card that will serve as a high-level summary to highlight the current condition of the City's infrastructure. This report card will assign grades (A-F) to various infrastructure categories communicating the status of each and identifying priorities for improvement. Resident participation is being sought through •' <. the Outreach and Communications Committee that is made `}' • `" ; � �,'ra ; ir•`"- up of 100 Huntington Beach residents who will act as ambassadors in the process through their networks. This will '2" • promote resident participation, education, and awareness of - ; ;+ '� - the project both during the assessments and after the final �" - report is released. One Stop Shop --cwran The City is in the process of developing a "One Stop Shop"to 1P HIM 11111111 facilitate the permitting process. The new "One Stop Shop" will provide applicants with direct and efficient permitting I ireS7 ..: :n .r ,� guidance through a dedicated team of Streamline Surf City i Specialists. The Streamline Surf City team aims to make the •= 1l permitting process more efficient so that businesses and 'rti 4 ,. +� residents experience quicker and easier access in acquiring \ l , 'i 1. permits for business licenses, short-term rentals and building _• _ permits. 4 Return to Table of Contents City of Huntington Beach Community Profile Proposed - FY 2024/25 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 ,ales 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 18% of population,there are over 110,057 people employed by public State&County Pools 16% and private entities in Huntington Beach. Restaurant& Hotels 15% Fuel & Service Stations 9% The Huntington Beach business community is well-diversified Business& Industry 9% with no single industry or business dominating the local Building & Construction 6% economy. Local businesses include aerospace and high Food and Drugs 6% 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 Return to Table of Contents City of Huntington Beach Community Profile Proposed - FY 2024/25 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 advertise the community to encourage visitors and residents to support the local economy by shopping in town. Huntington Beach demographics bring impressive buying power to a wide variety of retail and service businesses. acts and Figures \ ill III y I N Population: 195,130 (2023 4 • Estimate) _ ' = 1=:. , a _____ _. • Fourth largest City (by L; = _ population) in -.; i� =_ - Orange County �t_. • `°h • 23rd largest in California ` _ srw11 i Land Area: 28 Square Miles • Fourth largest City (by land area) in ' Orange County • ;., • 78th largest in California Median Family Household Income: $120,983 / City Facilities • 10 miles of beaches • 1,850 foot long pier - • 79 parks • 3 community centers ' • 343.2 acre Central Park t �; e r ' • Senior Center '" : ''` r ° • • 45 acre Sports Complex � off,, � _" a.t; $, .:,,Y ,,' ti' '� ., � ' a, ,L ,,, , _ ,� " . "' ;fi which includes: N >� 0 4 turf fields lix - -- 0 8 baseball & softball fields .ter „ 0 7 soccer fields vo batting cages ♦ • " ` 1 0 2 playgrounds 0 2 concession stands Return to Table of Contents City of Huntington Beach Community by the Numbers Proposed Budget - FY 2024/25 Geography Education Population per Land Area in High School Diploma Square Mile co Square Miles HB 92.6% County 87.5% HB 7,2810 HB 26.8(a) Bachelor's Degree or Higher 411110 County 4,007 County 790.6 HB 46.0% County 43.9% Income Housing Median Household Income Median Home Value Owner Occupied HB $976,800 Housing HB $120,983 © County$862,900 HB 55.8% County$118,382 County 55.9% Per-Capita Income ti° Median Gross Rent HB $60,654 HB $2,318 County$50,683 County$2,248 Age and Gender Population by Age Population by Gender ■ ■ ovrsons over 65 Persons HB 50.3% HB 49.7% 19-64 County 50.4% County 49.6% Persons 20 and under 0% 10% 70% 30% 40% 50% 60% /0% 7 Return to Table of Contents City of Huntington Beach City Services Highlights Proposed Budget - FY 2024/25 ANNUAL SERVICE DATA MAINTAIN .�� • I ; I it 0,0 O -0 316 Miles of Residential Streets 21,652 calls for 54,846 calls for Fire Service Police Service t, 3,765 Park, A Parking Lot and Ilk 7 ,I� Street Lights • ./-_ I 0 _ la/ III 3.4 Million Sq. Ft. 5,599 Code MI1.1I 1 of Landscaping Enforcement 19,309 Business Maintained Cases Licenses 611 Miles of Water Mains 423 _4i' _• ii. R 4 fr. o A I", PEA dl t hi16i"A API. A.A.: I Nu a 79 Parks-760 Acres 24 City Council 263 Meetings for 20 Meetings Held 84,000 Meals Brown Act Citizen Delivered to Committees, Boards Seniors and Commissions 8 + A gli _ , w Tom., . _ IN, 1 ' 1 , I ' it 1 I m si I Ja i i i On June 8, 2023,the City Council held a Strategic Plan Workshop where Council Members identified their major goals and priorities for the Fiscal Year 2023-2027 Strategic Plan. The Strategic Plan framework is built around 6 key elements that are rooted in the City's Service Vision statement. Furthermore, the Strategic Plan is accomplished through the successful implementation of 8 goals and 23 strategies over the next four years. The compass that aligns everything the City does: Service "Committed to Responsive and Exceptional Public Service for All." Vision The foundation that the City's services are based on: OneHB humility, exceptionality, social awareness, passion, and integrity Values 6 The 8 highest priorities identified by City Council at Goals the June 8, 2023 Strategic Plan Workshop at The outcome of successfully addressing the City Success Council's 8 Goals or priorities Indicators Steps required to achieve City Council's Strategies Ins 8 Goals Implementation 6 A tool to track the City's Action Plan 9 progress towards each Goal t` r r� ����, s - ReturI to$ble of Contents W I 1 r , F . i roryw,�w,�,�a F, �+ i v F 1 -. I —_ t',®®fig • u t f r" ��; %�'� ',w . , ! ' ili! 4 E-gyp* 'r . ._ -. _ - it • . � 111 .7 ,, i ., i ' 1 .' �: Ali 4zti ' f GoAl.s (Listed in no particular order) • HIGH PERFORMING ORGANIZATION Mil MI An engaged City workforce committed to responsive and exceptional public service for all FISCAL STABILITY Available funding to support a high-quality level of programs, services &capital investments PUBLIC ENGAGEMENT 1r.°114 A community that has easy access to clear, accurate &timely City information PUBLIC SAFETY Ensure the safety and protection of all community members, both efficiently and effectively •A HOMELESSNESS Al. A continuum of care that reduces homelessness rates and maintains quality of life for the entire community ._ INFRASTRUCTURE INVESTMENT ■ • . Maintain and upgrade infrastructure that supports the community's day-to-day needs nTitHOUSING Proactive programs to address diverse housing matters within the City's jurisdiction ECONOMIC DEVELOPMENT .11 Greater business retention, investments and job growth in Huntington Beach 10 https://hu ntingtonbeachca.gov/departments/city_manager/strategic_plan.php Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 Budget Process and Calendar The Fiscal Year Budget Process and Adjustments to the Annual Budget The FY 2024/25 Annual Budget covers the period of July 1, 2024 through June 30, 2025. 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 12/6/2023 A Budget Kick-Off meeting is held to review the directive Chief Financial Officer for preparation of the FY 2024/25 budget. Finance Manager-Budget 1/17/2024 Individual Capital Improvement Project (CIP) requests Departments are completed and submitted to the Public Works Department. 1/31/2024 Departments prepare their respective budgets including Departments submitting proposed budgets to the Budget Management Division. 1/31/2024 Revenue projections are completed and submitted to the Departments Budget Management Division. 3/1/2024 The City Manager's Office conducts meetings with all City Manager, Departments Through departments to review budget development forms and Chief Financial Officer 3/31/2024 supplemental budget requests. Finance Manager-Budget 4/19/2024 Departments and Budget Management are advised City Manager regarding final budget adjustments prior to preparation of Chief Financial Officer the Proposed FY 2024/25 Budget Document. Budget Finance Manager-Budget Management prepares the document for submission to the City Council. 5/8/2024 Accounting and Purchasing staff begin working with Accounting Staff departments regarding encumbrance carry-overs and the Purchasing Staff pending closure of"Open Purchase Orders" prior to the Departments new fiscal year. 5/10/2024 The Proposed Budget for FY 2024/25 is submitted to the City Manager City Council per City Charter. 5/21/2024 The City Manager conducts a budget study session and City Manager presentation of the Proposed FY 2024/25 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. 11 Return to Table of Contents City of Huntington Beach i� i Proposed Budget — FY 2024/25 ` Budget Process and Calendar 6/4/2024 A City Council public hearing is conducted for the City City Manager Manager's Proposed Budget/CIP for FY 2024/25. City City Council Council adopts budget by Resolution or public hearing Departments continued to June 18th if needed. 6/18/2024 Proposed Budget/CIP for FY 2024/25 public hearing City Manager continued from June 4th. City Council adopts FY 2024/25 City Council Budget/CIP by Resolution. Departments 7/1/2024 FY 2024/25 begins, and the new budget goes into effect. Accounting Staff Departments Adjustments to the Annual Budget During the fiscal year, certain situations arise that may result in changes to departmental spending priorities. The Budget Resolution, included in the Council Action Section describes the process for making adjustments to the Adopted Budget. Budget appropriation requests that include the transfer of personnel services (i.e., permanent salaries, temporary salaries, overtime and benefits) require the City Manager's approval. The City Manager may also transfer funds from one object or purpose to another within the same fund or agency. City Council approval is required for budget adjustments that require an increase to the total appropriation or transfer between funds. The annual budget is developed and monitored throughout the year as depicted below: Budget Preparation Budget Development Revenue Projections •Finance Department develops •Departments review needs for •Finance Department projects materials for budget upcoming fiscal year and revenues for the upcoming development prepare bugdets accordingly ' year and updates Long Range Financial Plan - i Budget Review Proposed Budget City Council Budget •Supplemental items submitted Development Workshop by Departments are analyzed i • Funded requests are added •Proposed Budget is presented and reviewed for funding and the document is finalized to City Council for review and considerations for City Council review comments Budget Adoption Budget Monitoring Budget Amendments •Changes from City Council •Spending is monitored •Budgets may be amended incorporated and Budget is throughout the year and > throughout the year as allowed adopted by City Council at a I departments are notified of per policy. Public Hearing concerns. 12 Return to Table of Contents II ,, City of Huntington Beach Proposed Budget — FY 2024/25 ` M°' �''s 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. FINANCIAL REPORTING AND ACCOUNTING STANDARDS ❑ The City's accounting system will be maintained in accordance with generally accepted accounting practices and the standards of the Government Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). ❑ The Annual Comprehensive Financial Report (ACFR) will be prepared within six months of the close of the previous fiscal year. The City will use generally accepted accounting principles in preparing the ACFR and will attempt to qualify for the GFOA's Excellence in Financial Reporting Program. ❑ The City will strive for an unqualified audit opinion. An unqualified opinion is rendered without reservation by the independent auditor that financial statements are fairly presented. ❑ The City will contract for an annual audit by a qualified independent certified public accounting firm. The independent audit firm will be selected through a competitive process at least once every four years. The contract period will be for an initial period of three years, with one one-year option to extend. BUDGETING POLICIES AND STANDARDS ❑ The budget will be prepared consistent with the standards developed by the Government Finance Officers Association and California Society of Municipal Finance Officers (CSMFO). ❑ The City will maintain a balanced operating budget for all funds with estimated revenues being equal to, or greater than, estimated expenditures, and with periodic City Council reviews and necessary adjustments to maintain balance. ❑ On-going revenues will support on-going expenditures. Revenues from one-time or limited duration sources will not be used to balance the annual operating budget. ❑ Support function appropriations will be placed in the department in which they are managed. ❑ 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 subject 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. 13 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 Financial Policies ❑ 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. GENERAL FUND BALANCE The General Fund is the main operating fund that pays for general services provided by the City, such as public safety, parks, and public works. The General Fund accounts for all general revenues of the City and for expenditures related to the rendering of the City's general services. The General Fund is considered to have a high level of risk to operations due to its dependence on revenue streams that are susceptible to economic downturns and revenue reduction impacts from outside agency actions. In addition, the General Fund is the main funding source when responding to unexpected events or emergencies. Consideration of potential risk and other drivers influence the targeted minimum level of total Economic Uncertainties Fund Balance that should be maintained. 14 Return to Table of Contents City of Huntington Beach ,: Proposed Budget — FY 2024/25 ,, Financial Policies The Government Finance Officers Association (GFOA) recommends a minimum of two months of operating expenditures be set aside for unforeseen events. The City desires to maintain a prudent level of reserves based on the revenue impacts described above and the City's desire to maintain strong bond ratings to minimize borrowing costs. ❑ 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 a 6/7th vote of the City Council. 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 ❑ The Economic Uncertainties Reserve will not be accessed to fund new programs or personnel. ❑ 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 Chief Financial Officer will bring forward a proposed plan to City Council to replenish the fund within three fiscal years as soon as practicable. ❑ 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 15 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 Financial Policies ❑ 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. ❑ A minimum of 25% of unrestricted one-time General Fund revenues will be transferred to the City's Section 115 Trust. 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 CalPERS costs to reduce volatility and offset unexpected pension rate increases. 16 Return to Table of Contents II City of Huntington Beach , Proposed Budget — FY 2024/25 � Financial Policies • Perpetual set-aside of 50% of Pension Refinance Savings. 100% of the amount of the savings achieved in Year 1 related to the refinancing, and 50% of that savings amount in each following fiscal year thereafter(to be adjusted annually by CPI), will be budgeted on an annual basis for deposit into the City's Section 115 Trust to offset any future 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. • 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://cros3.revize.com/revize/huntingtonbeachca/Documents/Departments/Fi nance/Budget%20&%20Financial%20Reports/Financial%20Policies/Resolutio n-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 ❑ 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 u An Enterprise Fund is a type of proprietary fund used to report an activity for which a fee is charged to external users for goods or services. The City will set users fees for each enterprise fund at a rate that fully recovers the direct and indirect costs of providing service. ❑ The City will adjust user fees as necessary to ensure that enterprise funds do not collect revenues at a rate in excess of the fund's operating, capital, and reserve requirements. ❑ Enterprise funds will be supported by their own rates and not subsidized by the General Fund. 17 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 ;''' Financial Policies ❑ 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. u 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 u The City will not use long-term debt to pay for current operations. u 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://cros3.revize.com/revize/huntingtonbeachca/Documents/Departments/Fin ance/Budget%208,%20Financial%20Reports/Financial%20Policies/Debt- Management-Policy.pdf 18 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 Financial Policies CHARGES & USER FEES ❑ "User Fees" are fees for services that are exclusively provided by the City and cannot legally exceed the cost of the service provided nor the statutory limit (if lower). User Fees will be reviewed and/or revised periodically by the City Council. User Fees that do not recover all direct and indirect costs of service will be clearly identified and must be approved by the City Council. ❑ "Charges" are fees that have no statutory limit and typically are set at "market rates" since the public can choose to obtain these services from other sources. Charges will be reviewed and/or revised periodically by the City Council. Charges that do not recover all direct and indirect costs of service will be clearly identified and must be approved by the City Council. ❑ The City Council will be presented annually with a list of all User Fees and Charges indicating when they were last changed. ❑ Fees for infrastructure improvements required by new development will be reviewed annually to ensure that the fees recover development related expenditures. CAPITAL MANAGEMENT ❑ The City will prepare a five-year Capital Improvement Plan (CIP). The plan will be developed biannually and updated annually. The Capital Improvement Plan will include current operating maintenance expenditures, funding to support repair and rehabilitation of deteriorating infrastructure, and the construction of new infrastructure projects. ❑ Prior to planning the construction of new infrastructure, the improvement's future operating, maintenance, and replacement costs will be forecast and matched to available revenue sources in the operating budget. 19 Return to Table of Contents "ioli .. City of Huntington Beach Proposed Budget — FY 2024/25 AB1234 Disclosure Reimbursement Expenses City Council The following are activities on which the Mayor and City Council Members could expend City funds: • Orange County Division monthly general membership meetings. • Orange County Division Board of Directors or Executive Committee 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 community organizations' events and 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. • 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. 20 Return to Table of Contents ' City of Huntington Beach " ` w Proposed Budget — FY 2024/25 _ AB1234 Disclosure Reimbursement Expenses ' City Manager The following are activities on which the City Manager could expend City funds: • 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, Municipal Management Assistants of Southern California, Alliance for Innovation Government, including specialized conferences for work-specific topics; reimbursement may include parking, transit, airfare, mileage, and other incidental expenses. • Occasional trips for lobbying on specific City issues to Sacramento, California or Washington, D.C. • Books and publications relevant to the work environment. • City events and City-supported functions such as 4th of July, Association of Volleyball Professionals (AVP), Art Center features, activities, and expenses related to the events. 21 Return to Table of Contents ,1,6T N`�T" City of Huntington Beach �''�� Proposed Budget — FY 2024/25 "'j _ � AB1234 Disclosure Reimbursement Expenses =r -t p • - .�ro City Attorney '-s00.. T' ''>,' 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, 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. 22 Return to Table of Contents ""- City of Huntington Beach Proposed Budget — FY 2024/25 AB1234 Disclosure Reimbursement Expenses City Treasurer The following are activities on which the City Treasurer could expend City funds: • Various business meetings/events with business leaders, owners, consultants, or vendors. • Community meetings or events on general or City-specific issues. • Attendance at annual professional conferences, board meetings, and other meetings such as the California Municipal Treasurers Association, the Association of Public Treasurers of the United States and Canada, the 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. 23 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 AB1234 Disclosure Reimbursement Expenses City Clerk The following are activities on which the City Clerk could expend City funds: • Various business meetings/events with business leaders, consultants, vendors, and media. • Community meetings or events on general, City, and/or department-specific issues. • Attendance at professional conferences, board meetings and other meetings and events such as the Southern California City Clerks Association (SCCCA),the Orange County City Clerks Association (OCCCA), the Beach Cities Clerks Association, the City Clerks Association of California (CCAC), the International Institute of Municipal Clerks (IIMC), the 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. 24 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Estimated Changes to Fund Balances* ALL FUNDS Estimated Estimated Percent Change Fund Balance Estimated Available Operating Change in Fund Balance to Fund Fund Description 7/1/2024 Revenue Transfers In Sources Expenditures Transfers Out Total Uses Fund Balance 6/30/2025 Fund Balance 100 General Fund,z) $ 96,683,456 $294,242,450 $ 7,452,795 $301,695,245 $237,524,037 $ 62,471,244 $299,995,281 1,699,964 $ 98,383,420 1.76% Special Revenue Funds 201 Air Quality Fund 147,468 250,000 250,000 250,000 250,000 147,468 0.00% 206 Traffic Impact), 1,697,765 100,000 100,000 155,000 155,000 (55,000) 1,642,765 -3.24% 207 Gas Tax Fund. 495,004 3,708,083 3,708,083 3,072,586 103,592 3,176,178 531,905 1,026,909 107.45% 211 Drainage,=, 188,097 200,000 200,000 200,000 388,097 106.33% 212 Narcotics Forfeiture-Federal,,, 55,347 50,000 50,000 (50,000) 5,347 -90.34% 213 Measure M Fund)) 628,053 5,117,910 5,117,910 5,346,815 181,213 5,528,028 (410,118) 217,935 -65.30% 219 Traffic Congestion Relief 42,z, 49,031 1,762,366 1,762,366 1,140,000 1,140,000 622,366 671,397 1269.33% 226 Quimby Fund)) 5,224,222 400,000 400,000 2,865,000 2,865,000 (2,465,000) 2,759,222 -47.18% 228 Park Dev Impact-Res„) 625,231 425,000 425,000 1,001,305 17,220 1,018,525 (593,525) 31,706 -94.93% 229 Library Dev Impact), 802,228 75,000 75,000 400,000 400,000 (325,000) 477,228 -40.51% 233 Housing Residual Receipts 2,104,919 30,000 30,000 30,000 30,000 2,104,919 0.00% 234 Disability Access Fund 457,991 74,000 74,000 74,000 74,000 457,991 0.00% 235 Park Dev Impact-Non-Res,:, 1,002,284 50,000 50,000 50,000 1,052,284 4.99% 236 Public Art in Parks(1) 16,295 8,500 8,500 8,500 24,795 52.16% 239 CDBG)) 94,590 1,121,195 1,121,195 1,176,934 38,851 1,215,785 (94,590) -100.00% IV 240 HOME)i 567,361 538,328 538,328 1,099,707 5,982 1,105,689 (567,361) -100.00% cn 243 Surf City"3"Cable Channel,], 1,327,308 480,000 480,000 150,000 150,000 330,000 1,657,308 24.86% 322 ELM Automation Fund,,, 729,256 450,000 450,000 845,193 845,193 (395,193) 334,063 -54.19% 716 Section 115 Trust(:) 21,496,571 3,169,981 3,169,981 85,000 85,000 3,084,981 24,581,552 14.35% 807 Energy Efficiency 119,191 19,200 19,200 19,200 19,200 119,191 0.00% 960 Used Oil Grant 559 26,614 26,614 26,614 26,614 559 0.00% 963 Sr Mobility Program 159,453 344,829 344,829 324,235 20,594 344,829 159,453 0.00% 979 AB109 Public Safety Realignment,z) 85,136 100,000 100,000 96,000 96,000 4,000 89,136 4.70% 984 SLESF Grant,2, 822,316 475,000 475,000 420,000 420,000 55,000 877,316 6.69% 1228 CalRecycle City/County CRV,z) 49,015 49,223 49,223 49,015 49,015 208 49,223 0.42% 1246 CENIC E-Rate,3) (14,683) 60,000 60,000 60,000 60,000 (14,683) 0.00% 1247 Arterial Rehab)) 345,137 5,079,187 5,079,187 5,400,000 5,400,000 (320,813) 24,324 -92.95% 1276 SB1383 Local Assistance OWR1 61,193 514,832 514,832 514,832 514,832 61,193 0.00% 1285 National Opioids Settlement,,, 702,292 192,306 192,306 893,400 893,400 (701,094) 1,198 -99.83% 1293 BPMP Federal 424,300 424,300 424,300 424,300 0.00% 40,038,630 22,075,873 3,169,981 25,245,854 25,969,136 367,452 26,336,588 (1,090,734) 38,947,896 -2.72% Capital Project Funds 210 Sewer,, 1,084,779 167,310 167,310 167,310 1,252,089 15.42% 217 Affordable Housing In-Lieu,z, 9,695,403 100,000 100,000 100,000 9,795,403 1.03% 308 In-Lieu Parking Downtown,z) 725,076 56,970 56,970 56,970 782,046 7.86% 314 Infrastructure Fund(2) 1,528,883 14,500,000 14,500,000 14,286,714 212,277 14,498,991 1,009 1,529,892 0.07% 324 Equipment Fund 3,360,692 8,105,358 8,105,358 8,105,358 8,105,358 3,360,692 0.00% 16,394,833 324,280 22,605,358 22,929,638 22,392,072 212,277 22,604,349 325,289 16,720,122 1.98% Debt Service Funds 401 Debt Svc HBPFA 3,386,619 2,967,748 2,967,748 2,967,748 2,967,748 3,386,619 0.00% 412 Pension Liability,1, 31,437,475 7,148,310 16,927,768 24,076,078 22,576,078 22,576,078 1,500,000 32,937,475 4.77% 34,824,094 7,148,310 19,895,516 27,043,826 25,543,826 25,543,826 1,500,000 36,324,094 4.31% Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Estimated Changes to Fund Balances* ALL FUNDS Estimated Estimated Percent Change Fund Balance Estimated Available Operating Change in Fund Balance to Fund Fund Description 7/1/2024 Revenue Transfers In Sources Expenditures Transfers Out Total Uses Fund Balance 6/30/2025 Fund Balance Enterprise Funds 501 CUPA,,) 318,916 262,500 262,500 225,544 35,364 260,908 1,592 320,508 0.50% 504 Refuse Collection Service a 923,330 16,186,708 70,000 16,256,708 16,050,188 42,602 16,092,790 163,918 1,087,248 17.75% 506 Water,,, 18,196,166 47,615,920 47,615,920 50,454,946 1,036,232 51,491,178 (3,875,258) 14,320,908 -21.30% 507 Water Master Plan,,, 19,560,806 4,030,752 4,030,752 5,262,451 13,660 5,276,111 (1,245,359) 18,315,447 -6.37% 511 Sewer Service Fund,,, 13,935,941 11,637,108 11,637,108 12,217,045 467,407 12,684,452 (1,047,344) 12,888,597 -7.52% 52,935,159 79,732,988 70,000 79,802,988 84,210,174 1,595,265 85,805,439 (6,002,451) 46,932,708 -11.34% Internal Service Funds 551 Self Insurance Workers'Comp,,, 10,519,112 11,431,172 1,500,000 12,931,172 11,800,420 68,297 11,868,717 1,062,455 11,581,567 10.10% 552 Self Insurance General Liab(2) 4,759,430 17,552,066 17,552,066 14,558,195 14,558,195 2,993,871 7,753,301 62.90% 702 Retiree Insurance Fund,,, 31,520,532 1,285,901 1,285,901 (1,285,901) 30,234,631 -4.08% 703 Retirement Supplement,,, 58,889,268 1,434,000 1,434,000 6,368,047 6,368,047 (4,934,047) 53,955,221 -8.38% 105,688,342 12,865,172 19,052,066 31,917,238 34,012,563 68,297 34,080,860 (2,163,622) 103,524,720 -2.05% Trust&Agency Funds 350 RORF,,, 7,307,650 8,405,859 8,405,859 3,541,177 8,627,263 12,168,440 (3,762,581) 3,545,069 -51.49% 352 LMIHAF,2, 1,785,768 200,000 1,719,142 1,919,142 408,378 41,622 450,000 1,469,142 3,254,910 82.27% 405 Debt Svc Grand Coast CFD 2000-1 1,012,192 1,092,308 1,092,308 1,084,565 7,743 1,092,308 1,012,192 0.00% � 408 Debt Svc McDonnell CFD 2002-1 371,752 448,648 448,648 440,905 7,743 448,648 371,752 0.00% 410 Debt Svc Bella Terra 1,471,516 2,955,654 2,955,654 1,661,178 1,294,476 2,955,654 1,471,516 0.00% 508 WOCWB,,, 4,804,300 1,665,300 1,665,300 4,365,300 4,365,300 (2,700,000) 2,104,300 -56.20% 704 Fire JPA Fund,,, 180,532 405,866 405,866 469,922 26,127 496,049 (90,183) 90,349 -49.95% 709 BID-Hotel/Motel 114,215 6,712,000 6,712,000 6,712,000 6,712,000 114,215 0.00% 710 BID-Downtown 151,678 125,000 125,000 125,000 125,000 151,678 0.00% 711 Parking Structure-Bella Terra 356,858 1,286,733 1,286,733 1,286,733 1,286,733 356,858 0.00% 712 Parking Structure-Strand,,, 3,691,580 1,630,000 1,630,000 1,189,400 530,000 1,719,400 (89,400) 3,602,180 -2.42% 21,248,041 23,640,635 3,005,875 26,646,510 21,284,558 10,534,974 31,819,532 (5,173,022) 16,075,019 -24.35% Other Funds 101 Specific Events 170,783 944,825 944,825 942,743 2,082 944,825 170,783 0.00% 122 Inmate Welfare Fund,,, 84,012 40,000 40,000 (40,000) 44,012 -47.61% 216 Property and Evidence,,, 93,233 30,000 30,000 50,000 50,000 (20,000) 73,233 -21.45% 348,028 974,825 974,825 1,032,743 2,082 1,034,825 (60,000) 288,028 -17.24% Total $368,160,583 $441,004,533 $75,251,591 $516,256,124 $451,969,109 $ 75,251,591 $527,220,700 $ (10,964,576) $357,196,007 -2.98% 'Includes only funds with estimated activities(Revenue and/or Expense)for FY 2024/25. Explanation of change in fund balance: (1)A portion of fund balances from prior 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. Return to Table of Contents City of Huntington Beach Proposed Budget - FY 2024/25 Revenues and Expenditures Summary -All Funds FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Actual Actual Actual Adopted Proposed Revenues Property Tax $ 113,204,975 $ 118,878,114 $ 131,857,939 $ 135,006,125 $ 135,040,251 Sales Tax 51,161,877 57,652,522 57,164,470 57,725,149 58,606,363 Franchises 8,049,736 10,379,784 15,071,436 11,750,000 10,620,000 In-Lieu Tax 88,850 25,000 Transient Occupancy Tax 10,378,662 15,753,576 17,318,115 16,580,000 16,780,000 Utility Users Tax 18,374,351 19,528,404 22,558,477 21,245,000 23,000,000 License and Permits 8,213,873 9,597,379 15,686,445 12,179,885 8,967,733 Fines and Forefeitures 4,618,717 5,144,470 3,944,925 5,061,300 4,624,720 Use of Money and Property 41,242,547 (7,689,129) 30,759,777 23,814,906 24,772,375 Revenue from Other Agencies 37,720,146 21,285,578 56,316,915 20,107,719 25,681,214 Charges from Current Services 99,327,898 125,421,733 139,618,769 128,460,490 130,678,246 Other Revenue 2,594,386 5,038,097 12,047,519 2,573,984 2,040,031 Proceeds of Long-Term Debt* 1,174,079 372,462,722 867,779 Non-Operating Revenue^ 394,414,901 (321,200,460) 109,899,812 69,569,878 75,445,191 Total Revenue 790,476,147 432,341,638 613,137,377 504,074,436 516,256,124 Expenditures Personnel Services* 530,987,340 180,746,106 193,842,609 194,841,483 203,109,480 Utilities 7,165,290 8,428,677 9,170,017 9,412,368 9,464,608 Purchased Water 17,143,545 17,289,474 17,981,050 19,900,000 21,400,000 Equipment and Supplies 7,992,142 9,846,592 10,148,183 8,726,447 9,650,923 Repairs and Maintenance 18,153,719 19,074,667 20,339,650 23,311,793 24,994,721 Conferences and Training 692,258 939,925 1,000,202 1,144,169 1,122,319 Professional Services 8,395,743 12,179,967 13,089,130 15,064,217 13,046,427 Other Contract Services 24,201,250 29,306,433 32,785,283 31,645,787 33,676,842 Rental Expense 321,453 342,909 328,697 293,712 313,782 Claims Expense 17,698,397 18,005,757 20,822,557 13,259,779 16,515,000 Insurance 4,749,634 4,563,543 5,538,662 6,210,276 7,063,865 Pension Payments 5,493,973 5,668,053 5,712,268 5,850,000 5,850,000 Contribution to Private Agency 80,000 255,000 84,423 380,854 393,179 Payments to Other Governments 9,236,058 3,758,330 4,458,050 5,770,073 8,232,995 Interdepartmental Charges 8,837,995 8,765,929 9,028,907 9,480,353 9,446,700 Expense Allowances 725,334 770,932 792,069 659,945 754,765 Other Expenses 2,772,557 3,671,809 4,104,331 3,570,503 3,701,003 Capital Expenditures 40,898,674 28,650,965 39,029,399 50,963,254 47,189,421 Non-Operating Expense 67,802,217 89,685,204 142,769,301 107,518,108 111,294,670 Total Expenditures $ 773,347,578 $ 441,950,272 $ 531,024,789 $ 508,003,121 $ 527,220,700 *FY 2020/21 Actual reflects issuance of the City's Pension Obligation Bonds(POBs)and corresponding pay down of 85%of the City's CaIPERS unfunded liability. ^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. Budgeted and actual expenditures may exceed revenues in some fiscal years due to the planned use of reserves for large capital projects and equipment purchases. 27 Return to Table of Contents City of Huntington Beach Proposed Budget - FY 2024/25 Revenues and Expenditures Summary - General Fund FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Actual Actual Actual Adopted Proposed Revenues Property Tax $ 91,708,460 $ 94,627,362 $ 101,035,757 $ 104,197,377 $ 108,152,472 Sales Tax 47,675,808 53,362,468 52,599,338 53,553,960 53,488,453 Franchises 8,049,736 10,379,784 15,071,436 11,750,000 10,620,000 Transient Occupancy Tax 10,378,662 15,753,576 17,318,115 16,580,000 16,780,000 Utility Users Tax 18,374,351 19,528,404 22,558,477 21,245,000 23,000,000 License and Permits 7,805,341 8,668,132 10,630,284 9,140,019 8,836,763 Fines and Forefeitures 4,618,717 5,144,470 3,944,925 5,061,300 4,624,720 Use of Money and Property 14,183,189 12,247,096 19,897,755 21,740,906 22,583,375 Revenue from Other Agencies 9,868,881 5,095,962 3,980,542 2,706,282 8,803,181 Charges from Current Services 21,865,244 28,946,889 32,026,278 33,395,905 35,703,469 Other Revenue 1,355,223 1,993,852 1,822,284 1,735,928 1,650,017 Non-Operating Revenue 1,085,945 497,692 31,832,111 2,787,145 7,452,795 Total Revenue 236,969,556 256,245,686 312,717,301 283,893,822 301,695,245 Expenditures Personnel Services 167,968,095 160,400,953 168,354,689 168,801,547 176,614,626 Utilities 5,532,436 6,352,004 6,912,412 7,313,628 7,213,188 Equipment and Supplies 5,341,277 7,003,216 7,277,277 6,610,582 6,654,764 Repairs and Maintenance 11,965,824 12,422,345 13,069,364 15,165,255 16,104,295 Conferences and Training 607,506 811,615 841,914 882,319 875,869 Professional Services 2,456,500 4,532,833 6,822,961 8,584,779 7,082,920 Other Contract Services 5,459,530 6,636,003 8,273,589 7,186,371 8,131,185 Rental Expense 290,556 306,877 306,773 257,712 276,782 Claims Expense 11,122 500,000 500,000 Insurance 10,637 78 Contribution to Private Agency 175,000 225,000 225,000 Payments to Other Governments 3,268,709 3,265,742 3,808,253 4,836,390 7,079,840 Expense Allowances 690,814 723,209 746,005 628,045 721,065 Other Expenses 1,754,045 2,622,771 3,029,642 2,415,003 2,509,003 Capital Expenditures 374,798 2,468 217,044 Non-Operating Expense 21,102,512 46,542,174 72,335,315 61,782,677 66,006,744 Total Expenditures 226,834,361 251,797,286 291,995,239 285,189,308 299,995,281 Planned Increase/(Use)of Reserves* HB Recovery Reserves 10,886,120 AES Reserve (4,900,000) Equipment Replacement Reserve (3,903,803) Total Increase/(Use)of Reserves 10,886,120 (8,803,803) Operating Surplus/(Deficit) $ 10,135,194 $ 4,448,400 $ 9,835,942 $ 7,508,317 $ 1,699,964 *In FY 2022/23,$10,886,120 was set aside for unspent 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. 28 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Department/Fund Matrix Department Comm.& City Comm. Library Human Public Non- Fund Name(Fund Number) Elected' Manager Dvlpmt. , Svcs. Finance Fire Rscs. Info.Svcs. Police Works Dept. General Fund(100) ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Special Revenue Funds Air Quality Management District(201) ✓ Traffic Impact(206) ✓ Gas Tax(207) ✓ Park Acquisition&Development(209) ✓ Drainage(211) ✓ Narcotics Forfeiture-Federal(212) ✓ Measure M(213) ✓ Narcotics Forfeiture-State(214) ✓ Traffic Congestion Relief Prop.42(219) ✓ Gun Range Settlement(225) ✓ Quimby Fund(226) ✓ Police Facilities Development Impact Fee(227) ✓ Park Development Impact Fee-Residential(228) ✓ Library Development Impact Fee(229) ✓ Fire Facilities Development Impact Fee(231) ✓ Housing Residual Receipts(233) ✓ Disability Access Fund(234) ✓ Park Development Impact Fee-Non Res(235) ✓ Public Art in Parks(236) ✓ Community Development Block Grant(239) ✓ ✓ ✓ HOME(240) ✓ Narcotics Forfeiture-Treasury(242) ✓ Surf City"3"Cable Channel Operations(243) ✓ American Rescue Plan Act(249) ✓ ELM Automation(322) 1 Section 115 Trust(716) 1 Energy Efficiency(807) ✓ Proprosition 68 Per Capita Grant(810) ✓ Jail Training Grant(838) ✓ OCTA Grant(873) ✓ Used Oil Grant(960) ✓ Highway Bridge Replacement&Rehab(961) 1 Senior Mobility Program(963) ✓ Master Plan of Arterial Highways(965) 1 Bridge Prevention Maintenance Program(970) ✓ 29 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Department/Fund Matrix Department Comm.& City Comm. Library Human Public Non- Fund Name(Fund Number) Elected Manager Dvlpmt. Svcs. Finance Fire Rscs. Info.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) ✓ Sustainable Business Cert Program(1234) 1 Library CaIREN Reimbursement E-rate(1246) 1 Arterial Rehab-RMRA(1247) ✓ OCTA-405 Widening(1254) ✓ SB 2 Reimbursement(1267) ✓ ✓ CRRSAA(1273) ✓ OCTA Project X(1275) ✓ SB 1383 OWR(1276) ✓ AES Mitigation(1284) 1 National Opioids Settlement(1285) ✓ BPMP Federal(1293) ✓ Capital Projects Funds Sanitary Sewer Facilities(210) 1 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 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Department I Fund Matrix Department Comm.& City Comm. Library Human Public Non- Fund Name(Fund Number) Elected* Manager Dvlpmt. Svcs. Finance Fire Rscs. Info.Svcs. Police Works Dept. Internal Service Fund Self-Insurance Workers Comp(551) ✓ Self-Insurance General Liability(552) 1 Retiree Insuance(702) ✓ Retiree Supplemental(703) ✓ Trust and Agency Funds RORF(350) ✓ LMIHAF(352) ✓ Debt Service Grand Coast CFD 2000-1(405) ✓ Debt Service McDonnell CFD 2002-1(408) ✓ Debt Service Bella Terra(410) ✓ WOCWB(508) ✓ Central Net Operations Authority(704) 1 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 --,-,,,_-_ Return to Table of Contents City of Huntington Beach '1 Proposed Budget FY 2024/25 - 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 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 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 is 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 Return to Table of Contents City of Huntington Beach rw, Proposed Budget FY 2024/25 - - 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 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 ---- 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 239) The City receives Federal Grant funds from the Department of Housing and Urban Development (HUD)to be used to fund various projects as listed under the City's Consolidated Plan. The Citizen Participation Advisory Board (CPAB) makes recommendations in March based on current year's allocation. Any amount of carry-over and unallocated funds are regularly reviewed. HOME (Fund 240) HOME programs fund a wide range of activities involving affordable housing in the City including Affordable Housing Projects, TBRA programs, and Administration. The Federal funds received are based on Housing and Urban Development's (HUD) annual allocation. 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 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 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 J'I Return to Table of Contents ir."11 ', City of Huntington Beach ,k Proposed Budget FY 2024/25 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. Bridge Preventive Maintenance Program (Fund 970) A federal grant fund used for major preventive maintenance projects on several of the City's bridges. Asset Forfeiture 15% State (Fund 971) Asset Forfeiture funds come from the seizure and eventual forfeiture of property and/or currency used in criminal activities. The State forfeitures are divided into two funds with Fund 214 receiving 85% of the revenue and the remaining 15% being allocated to Fund 971. The 15% portion going to Fund 971 is to be used for funding programs to combat drug abuse and divert gang activity. AB 109 Public Safety Realignment (Fund 979) Public Safety Realignment was enacted in 2011 with the signing of Assembly Bill 109 which provided a portion of the Vehicle License Fees go to local law enforcement. SLESF Grant (Fund 984) Supplemental Law Enforcement Services Funds (SLESF) are allocated to local law enforcement agencies for front line law enforcement services and must be used to supplement existing funding. Highway Safety Improvement Program (HSIP) (Fund 995) A federal grant fund for traffic signal improvement projects at several locations in the City. Hazard Mitigation Grant Program (Fund 1222) A federal grant program to provide funding for eligible mitigation measures that reduce or eliminates long-term risk to people and property from future disasters. Hazard mitigation includes long-term solutions that reduce the impact of disasters in the future. CalRecycle City/County CRV (Fund 1228) This is an annual payment grant program which provides cities and counties with funds from CalRecycle's beverage container recycling program. Funding per jurisdiction is pre-determined by the State on a per capita basis. Funds shall only be used for activities related to beverage container recycling and litter reduction. OC Recycling Market Development Zone (RMDZ) (Fund 1233) The City is part of the Recycling Market Development Zone - this is an incentive program from the State of California (CalRecycle) and is not a grant. This program covers funds to market and develop the Zone. Funds will be used for marketing, education and outreach, Zone Works Training in Sacramento (2 x per year for 2 people), media and graphic services, and various registration at conferences. 37 Return to Table of Contents ;�' " �► City of Huntington Beach Proposed Budget FY 2024/25 Fund Descriptions 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." 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. SB 1383 Local Assistance OWR (Fund 1276) The State of California passed legislation to reduce organic waste. The requirement for local jurisdictions includes organic collection, edible food recovery program, community outreach. 38 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 Fund Descriptions 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. National Opioids Settlement (Fund 1285) The City is receiving a portion of National Opioid Settlement funds based on a 2021 nationwide settlement reached against pharmaceutical distributors and manufactures. The settlement funds are to be paid over 18 years. The funds are to be used for abatement of the opioid epidemic. BPMP Federal (Fund 1293) Federal funds to be used for the replacement or rehabilitation of public highway bridges over waterways, other topographical barriers, other highways, or railroads when the State and the Federal Highway Administration determine that a bridge is significantly important and qualifies under the HBP program guidelines. 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. 39 Return to Table of Contents ,'' "�► :'; City of Huntington Beach 0,0 Proposed Budget FY 2024/25 Fund Descriptions 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. 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 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 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 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 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 1X 26. Debt Service Grand Coast CFD 2000-1 (Fund 405) The CFD 2000-1 is a Community Facilities District (CFD) created in 2000 for the Grand Coast Resort (Waterfront). This is a fiduciary fund created for the purpose of collecting the special tax assessment(Mello-Roos)and paying debt service and related expenses on behalf of the CFD. The amount of special tax assessed each year and the related expenses paid is determined by Willdan Group, Inc. and the City of Huntington Beach Finance Department in late July/early August (after the start of the County's fiscal year) and submitted to the County of Orange for levy. Debt Service McDonnell CFD 2002-1 (Fund 408) The CFD 2002-1 is a Community Facilities District (CFD)created in 2002 for the McDonnell Center Business Park. This is a fiduciary fund created for the purpose of collecting the special tax assessment(Mello-Roos)and paying debt service and related expenses on behalf of the CFD. The amount of special tax assessed each year and the related expenses paid is determined by Willdan Group Inc., and the City of Huntington Beach Finance Department in late July/early August (after the start of the County's fiscal year) and submitted to the County of Orange for levy. 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 Return to Table of Contents • l "`"‘ City of Huntington Beach Proposed Budget FY 2024/25 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 Return to Table of Contents 0111P'` City of Huntington Beach s. , Proposed Budget FY 2024/25 ' , 1e> = 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. 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 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Revenue Summary by Fund ALL FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Fund Actual Actual Actual Adopted Revised Proposed Prior Year 00100 General Fund 236,969,556 256,245,686 312,717,301 283,893,822 283,894,322 301,695,245 6.27% 00101 Specific Events 11,671 483,174 805,222 748,500 748,500 944,825 26.23% 00103 Donations Fund 532,746 788,428 679,039 538,771 00107 Evidence Seizure 401 (131) 57 00122 Inmate Welfare Fund 1,199 560 1,397 00127 Prop Tax in Lieu of Sales Tax (20) (8,475) 6,764 00128 Housing Agreement 73,208 1,483,471 00201 Air Quality Fund 270,932 200,901 338,351 250,000 250,000 250,000 0.00% 00204 Fourth of July Parade 62,136 28 00206 Traffic Impact 234,126 259,454 1,575,381 100,000 100,000 100,000 0.00% 00207 Gas Tax Fund 3,088,799 3,258,798 3,421,425 3,693,743 3,693,743 3,708,083 0.39% 00209 Park Acquisition&Development 14 1,004 1,766 00210 Sewer 104,516 199,524 1,387,923 167,310 167,310 167,310 0.00% 00211 Drainage 230,020 765,599 1,035,331 200,000 200,000 200,000 0.00% 00212 Narcotics Forfeiture Federal 48,912 3,513 317,665 175,000 175,000 -100.00% 00213 Measure M Fund 3,521,469 4,327,338 4,622,446 4,171,189 4,171,189 5,117,910 22.70% 00214 Narcotics Forfeiture State 954 44,675 16,330 00215 Rehabilitation Loans 130,887 38,821 29,906 00216 Property and Evidence 126,825 20,925 93,469 50,000 50,000 30,000 -40.00% 00217 Affordable Housing In-Lieu 316,095 3,093,945 5,047,584 2,901,400 2,901,400 100,000 -96.55% 00219 Traffic Congestion Relief42 1,459,096 1,589,828 1,648,173 1,971,422 1,971,422 1,762,366 -10.60% 00225 Gun Range Settlement 1,207 (19,698) 5,430 00226 Quimby Fund (5,877) 1,086,994 4,437,921 400,000 400,000 400,000 0.00% 00227 Police Facilities Dev Impact 164,848 169,684 862,437 00228 Park Dev Impact Res 538,830 416,112 570,590 750,000 750,000 425,000 -43.33% 00229 Library Dev Impact 105,382 87,063 119,781 50,000 50,000 75,000 50.00% 00231 Fire Facilities Dev Impact 104,603 74,854 96,381 00233 Housing Residual Receipts 32,425 26,392 26,524 790,201 790,201 30,000 -96.20% 00234 Disability Access Fund 71,247 71,936 75,999 84,000 84,000 74,000 -11.90% 00235 Park Dev Impact Non Res 241,316 91,542 454,757 100,000 100,000 50,000 -50.00% 00236 Public Art in Parks 11,900 (5,510) 13,900 15,000 15,000 8,500 -43.33% 00238 Emergency Operations Center 49,092 1,079,452 148,917 00239 CDBG 1,124,653 1,791,522 1,361,790 1,171,668 1,171,668 1,121,195 -4.31% 00240 HOME 676,139 1,021,733 2,433,991 668,370 668,370 538,328 -19.46% 00242 Narcotics Forteiture-Treasury 1,407 26 287,058 00243 Surf City"3"Cable Channel 539,482 534,303 520,586 490,000 490,000 480,000 -2.04% 00244 CARES Act(OC Small Bus Supp) 5,410,070 826 00245 CARES Act(OC City Allocation) 4,729,769 00246 CARES Act(CESF) 93,800 (111) 111 00247 CARES Act(State of CA) 2,488,021 416,947 00248 CDBG CARES Funding 101,754 179,360 1,868,008 00249 American Rescue Plan Act 29,606,925 00250 American Rescue Plan Act(OC) 200,000 00308 In-Lieu Parking Downtown 115,018 65,717 56,120 54,466 54,466 56,970 4.60% 00314 Infrastructure Fund 9,472,876 14,301,238 27,677,144 14,900,000 14,900,000 14,500,000 -2.68% 00319 Senior Center Development 0 49 00321 Lease Capital Project Fund 12,753,176 874,810 8,068,301 00322 ELM Automation Fund 334,660 393,973 670,293 400,000 400,000 450,000 12.50% 00323 Technology Fund 7,378 (177,580) 3,184,264 1,000,000 1,000,000 -100.00% 00324 Equipment Fund 4,991,601 7,217,089 8,513,814 6,735,581 6,735,581 8,105,358 20.34% 00350 RORF 5,210,487 6,093,220 11,650,447 12,897,830 12,897,830 8,405,859 -34.83% 00352 LMIHAF 964,254 1,513,830 79,134 4,001,050 4,001,050 1,919,142 -52.03% 00401 Debt Svc HBPFA 21,060,804 2,963,898 2,984,812 2,967,681 2,967,681 2,967,748 0.00% 00405 Debt Svc Grand Coast CFD 2000-1 1,102,173 1,106,893 1,145,938 1,091,307 1,091,307 1,092,308 0.09% 00406 Debt Svc Mello Roos 873 220 00408 Debt Svc McDonnell CFD 2002-1 416,812 441,944 459,351 442,692 442,692 448,648 1.35% 00410 Debt Svc Bella Terra 2,444,573 2,439,902 2,510,538 2,638,306 2,638,306 2,955,654 12.03% 00412 Pension Liability* 350,477,726 24,867,771 25,332,540 29,432,240 29,432,240 24,076,078 -18.20% 00501 Certified Unified Program Agency 268,464 280,992 284,138 262,500 262,500 262,500 0.00% 00504 Refuse Collection Service 13,066,619 13,705,150 14,953,818 15,799,711 15,799,711 16,256,708 2.89% 00505 Systems Fund 357 (5,810) 1,601 45 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Revenue Summary by Fund ALL FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Fund Actual Actual Actual Adopted Revised Proposed Prior Year 00506 Water 39,465,757 38,885,049 44,737,726 44,783,425 44,783,425 47,615,920 6.32% 00507 Water Master Plan 3,177,854 2,236,517 5,002,793 3,957,600 3,957,600 4,030,752 1.85% 00508 WOCWB 571,930 511,817 745,807 1,557,000 1,557,000 1,665,300 6.96% 00511 Sewer Service Fund 10,961,471 8,945,726 11,518,735 10,747,168 10,747,168 11,637,108 8.28% 00551 Self Insurance Workers'Comp 6,798,938 8,989,612 14,519,787 11,164,142 11,164,142 12,931,172 15.83% 00552 Self Insurance General Liability 2,320,439 5,837,550 11,230,954 11,738,297 17,049,297 17,552,066 49.53% 00702 Retiree Insurance Fund 6,128,364 (3,442,606) 2,172,271 00703 Retirement Supplement 16,778,380 (5,220,633) 10,984,357 1,434,000 1,434,000 1,434,000 0.00% 00704 Fire JPA Fund 487,785 331,725 434,191 405,866 405,866 405,866 0.00% 00709 BID Hotel/Motel 4,003,460 6,239,378 6,845,808 6,632,000 6,632,000 6,712,000 1.21% 00710 BID Downtown 89,372 116,059 113,558 107,000 107,000 125,000 16.82% 00711 Parking Structure-Bella Terra 740,482 768,370 770,163 967,698 967,698 1,286,733 32.97% 00712 Parking Structure-Strand 1,231,822 1,528,759 1,625,064 1,615,000 1,615,000 1,630,000 0.93% 00715 State Grants 125,967 73,276 67,055 00716 Section 115Trust 2,923,411 3,116,570 4,789,266 1,435,593 1,435,593 3,169,981 120.81% 00807 Energy Efficiency 41,449 32,406 36,487 19,200 19,200 19,200 0.00% 00810 Prop 68 Per Capita Grant 177,952 00838 Jail Training Grant 9,465 12,792 12,008 12,714 00854 HOME Program 06 62,018 00873 OCTA/Cip Grant 1,273,265 13,033 1,822 00880 Library Equipment 126 423 692 00892 Storm Water Quality 3,549,159 00894 WMD DHHS (1) 1 5 00922 Fire Grants-Other 3,000 5,500 118 00955 Prop 69 Funding 45,678 21,842 00960 Used Oil Grant (3,655) 47,906 29,667 26,614 100.00% 00961 Hwy Bridge Replacement&Rehab 13,884 351,027 86,518 00963 Sr Mobility Program 252,050 311,585 338,415 356,293 356,293 344,829 -3.22% 00965 Master Plan of Arterial Hwys 44,566 00969 Calif 911 Emergency Comm Fund 20,000 00971 Asset Forfeiture 15%State Set 7,416 2,282 00978 US Secret Services(USSS) 27,931 19,088 33,302 17,330 00979 AB109 Public Safety Realignment 90,852 85,126 98,160 112,067 112,067 100,000 -10.77% 00984 SLESF Grant 491,216 514,631 538,914 475,000 475,000 475,000 0.00% 00985 State Literacy Grant 58,141 78,294 93,366 95,759 00995 Hwy Safety Improvement Program 1,264,564 312,272 675,090 675,090 -100.00% 01215 Immigration&Customs Enforce 50,000 01226 Library Grants 4,803 60,652 51,821 01228 CalRecycle City/County CRV 49,530 48,834 49,015 49,015 49,015 49,223 0.42% 01233 OC Recycling Market Development Zone 1,004 01238 EMPG 16/17 25,799 10,009 57,894 33,420 01240 EPIC Challenge 42,533 01244 BSCC 16/17 148,842 01246 CENIC E-Rate 56,313 63,433 60,000 60,000 60,000 0.00% 01247 Arterial Rehabilitation 3,731,456 4,010,174 4,475,715 4,917,993 4,917,993 5,079,187 3.28% 01248 Central Park Trail Rehab 28,000 01251 HHW Grant Cycle HD31 37,050 01254 OCTA-405 Widening 2,058 6,878 11,281 01255 LSTA 9,476 18,000 20,000 01256 Blufftop Path 1,239,949 01257 Office of Traffic Safety 19/20 279,727 01258 OTS Bike Ped Safety 19/20 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 4,881 32,410 01262 BSCC Mental Health Training 7 4 01263 OCTA PROJECT V 806,240 01264 Domestic Violence 2020 275,332 206,727 199,293 (82,066) 01265 ABC Grant FY 20/21 16,141 10,643 26,575 01266 OTS Bike Ped Safety 20/21 15,154 1,623 01267 SB 2 Reimbursement 2,010 559,035 852,531 46 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Revenue Summary by Fund ALL FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Fund Actual Actual Actual Adopted Revised Proposed Prior Year 01268 Office of Traffic Safety 20/21 262,045 304,803 01269 Operation Stonegarden 94,870 115,824 530,717 01270 OTS Bike Ped Safety 21/22 15,604 7,694 01271 Office of Traffic Safety 21/22 527,612 171,770 01272 Local Road Safety Plan(LRSP) 28,896 33,327 01274 FBI JTTF 1,000 01276 SB1383 Local Assistance OWR1 521 5,232 514,832 100.00% 01277 Clean California 36,701 01278 Office of Traffic Safety 22/23 470,009 319,991 01279 OTS Bike Ped Safety 22/23 16,133 27,902 01280 OTS Child Passenger 22/23 26,147 26,206 01281 Homeless Prey&Behvrl Health 311,294 2,600,000 01282 Boise Chica TS Synchronization 2,014,403 01283 OCTA Trash Removal Phase II 500,000 500,000 -100.00% 01284 AES Mitigation 4,900,000 4,900,000 -100.00% 01285 National Opioids Settlement 191,609 192,306 100.00% 01286 CHP-Cannabis Grant 84,480 01287 Lot BB Buffer Maintenance 8,684 01288 Office of Traffic Safety 23/24 800,000 01289 OTS Bike Ped Safety 23/24 42,895 01293 BPMP Federal 424,300 100.00% GRAND TOTAL 790,476,147 432,341,638 613,137,377 504,074,436 518,340,317 516,256,124 2.42% *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 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Revenue Summary by Object Account ALL FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 40060 Basic Levy 61,072,136 62,798,335 67,058,076 70,152,223 70,152,223 73,112,587 4.22% 40160 Prior Year Property Taxes 573,848 582,861 535,975 500,000 500,000 500,000 0.00% 40305 Supp Roll Property Taxes 1,227,427 1,473,040 2,841,207 1,473,040 1,473,040 1,500,000 1.83% 40350 Other Property Taxes 42,216,224 43,631,452 50,399,790 51,907,557 51,907,557 48,529,054 -6.51% 40500 Assessments 8,115,341 10,392,426 11,022,892 10,973,305 10,973,305 11,398,610 3.88% 40010 PROPERTY TAXES 113,204,975 118,878,114 131,857,939 135,006,125 135,006,125 135,040,251 0.03% 41100 Sales Tax 51,161,877 57,652,522 57,164,470 57,725,149 57,725,149 58,606,363 1.53% 41200 Franchises 8,049,736 10,379,784 15,071,436 11,750,000 11,750,000 10,620,000 -9.62% 41300 In-Lieu Tax 88,850 25,000 41400 Transient Occupancy Tax 10,378,662 15,375,976 16,346,910 16,000,000 16,000,000 16,000,000 0.00% 41450 Transient Occ Tax-STVR 377,600 971,205 580,000 580,000 780,000 34.48% 41500 Utility Users Tax 18,374,351 19,528,404 22,558,477 21,245,000 21,245,000 23,000,000 8.26% 41000 OTHER LOCAL TAXES 87,964,624 103,403,136 112,137,497 107,300,149 107,300,149 109,006,363 1.59% 42100 License General 2,748,871 2,960,181 2,952,095 3,079,493 3,079,493 3,116,493 1.20% 42150 License and Permits Public Works 320,138 277,208 425,116 341,500 341,500 380,000 11.27% 42300 License and Permits Buildings 3,629,925 3,915,824 5,955,001 4,669,446 4,669,446 4,463,768 -4.40% 42400 License and Permits Planning 1,514,939 2,444,167 6,354,233 4,089,446 4,089,446 1,007,472 -75.36% 42000 LICENSE AND PERMITS 8,213,873 9,597,379 15,686,445 12,179,885 12,179,885 8,967,733 -26.37% 42905 Court/Traffic Fines 434,433 401,005 268,156 350,000 350,000 350,000 0.00% 42910 Library Fines 5,930 8,857 3,662 42940 Parking Fines 4,146,999 4,672,947 3,651,815 4,681,300 4,681,300 4,244,720 -9.33% 42950 Police Alarm Fines (2,139) 496 941 42951 Fire Alarm Fines 33,495 61,165 20,350 30,000 30,000 30,000 0.00% 42900 FINES AND FORFEITURES 4,618,717 5,144,470 3,944,925 5,061,300 5,061,300 4,624,720 -8.63% 42960 Interest Income 24,421,778 (29,348,082) 10,763,850 1,159,000 1,159,000 1,759,000 51.77% 42980 Loan Payments 1,297,009 2,252,804 54,758 200,000 200,000 300,000 50.00% 43055 Lease and Concession Income 1,455,884 4,457,281 4,897,908 4,633,352 4,633,852 5,026,210 8.48% 43200 Event Ticket Fees 200,000 100.00% 43900 Royalties 139,964 186,788 141,104 160,000 160,000 160,000 0.00% 44000 Parking Revenue 13,523,624 14,367,528 14,353,102 17,187,554 17,187,554 16,852,165 -1.95% 45000 Contract Jail Bookings 88,123 (571) 45110 PCS Wireless 316,165 395,122 549,055 475,000 475,000 475,000 0.00% 42955 USE OF MONEY AND PROPERTY 41,242,547 (7,689,129) 30,759,777 23,814,906 23,815,406 24,772,375 4.02% 46100 State of California Agencies 9,406,071 10,752,522 12,211,711 9,359,697 13,077,002 16,103,009 72.05% 46300 Federal Agencies 15,234,662 4,676,038 36,880,345 2,690,128 4,534,370 2,083,823 -22.54% 46400 County Agencies 2,772,490 1,049,729 1,881,603 1,236,885 3,779,074 735,733 -40.52% 46500 Gas Tax Revenues 3,051,825 3,092,204 3,393,077 3,693,743 3,693,743 3,708,083 0.39% 46600 WOCWB Revenue 583,201 230,883 565,129 1,587,000 1,587,000 1,695,300 6.82% 46700 Other Agencies 6,671,897 1,484,202 1,385,050 1,540,266 1,852,140 1,355,266 -12.01% 46000 REVENUE FROM OTHER AGENCY 37,720,146 21,285,578 56,316,915 20,107,719 28,523,329 25,681,214 27.72% 47100 Public Works 835,235 2,957,213 9,086,536 1,238,000 1,238,000 1,230,000 -0.65% 47200 Building 3,544,468 4,174,200 7,260,840 6,389,794 6,389,794 4,872,523 -23.75% 47300 Library 55,461 158,502 202,210 143,500 143,500 143,500 0.00% 47400 Special City Services 416,213 511,330 372,692 330,000 330,000 385,000 16.67% 47500 Recreational Classes 1,597,758 3,413,414 3,848,330 3,648,812 3,648,812 4,381,905 20.09% 47600 Special Events 59,380 330,939 724,749 751,000 751,000 947,325 26.14% 47700 Utility Charges 66,273,423 67,229,764 70,224,529 74,329,593 74,329,593 79,200,780 6.55% 47800 Fire Med Fees 7,565,720 11,433,415 11,900,811 13,363,057 13,363,057 16,012,612 19.83% 47860 Emergency Response 121,488 83,742 36,646 74,995 74,995 74,995 0.00% 47900 Hazmat Fees 273,596 288,230 287,964 269,000 269,000 274,000 1.86% 47925 Fire 498,825 1,009,755 1,272,557 721,594 721,594 721,594 0.00% 47950 Miscellaneous 9,248,336 25,065,302 25,371,999 17,720,792 33,291,014 12,919,972 -27.09% 48053 Prop Fund Charges-Water 5,821,924 5,909,886 6,087,183 6,391,542 6,391,542 6,391,542 0.00% 48 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Revenue Summary by Object Account ALL FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 48054 Prop Fund Charges-WMP 340,109 350,312 360,821 378,862 378,862 12,451 -96.71% 48055 Prop Fund Charges-Refuse 707,825 652,808 672,392 706,012 706,012 706,012 0.00% 48057 Prop Fund Charges-Sewer 1,538,598 1,410,498 1,452,813 1,525,454 1,525,454 1,843,857 20.87% 48058 From Retiree Medical Trust 117,479 121,003 124,633 130,865 130,865 134,791 3.00% 48059 From Retirement Supplement Trust 312,060 321,422 331,065 347,618 347,618 358,047 3.00% 48065 Public Notice Fee 67,340 100.00% 47000 CHARGES FOR CURRENT SERVICES 99,327,898 125,421,733 139,618,769 128,460,490 144,030,712 130,678,246 1.73% 48110 Sales 151,252 2,120,875 267,232 138,000 138,000 138,000 0.00% 48200 General Sales 100,179 122,804 159,347 133,950 133,950 89,150 -33.45% 48300 Donations 508,218 781,330 694,250 538,771 48350 Sponsorships 24,340 153,170 213,585 170,000 170,000 182,367 7.27% 48370 Reimbursables 903,681 1,012,574 5,664,845 958,556 2,438,556 338,208 -64.72% 48500 Settlements 105,476 34,140 3,798,739 50,000 50,000 242,306 384.61% 48510 Other 801,242 813,205 1,249,520 1,123,478 1,123,478 1,050,000 -6.54% 48100 OTHER REVENUE 2,594,386 5,038,097 12,047,519 2,573,984 4,592,755 2,040,031 -20.74% 49100 Operating Transfers In 22,272,022 49,813,416 102,187,435 69,376,278 57,637,056 75,251,591 8.47% 49300 Proceeds of Long Term Debt 372,462,722 867,779 7,742,143 49350 Prior Period Adjustment 438,684 49400 Joint Venture Income 415,552 581,066 838,013 193,600 193.600 193600 0.00% 49000 NON-OPERATING REVENUE 395,588,980 51,262,261 110,767,592 69,569,878 57,830,656 75,445,191 8.45% 40000 REVENUES 790,476,147 432,341,638 613,137,377 504,074,436 518,340,317 516,256,124 2.42% 49 Return to Table of Contents City of Huntington Beach Proposed Budget - FY 2024/25 Revenue Summary by Object Account GENERAL FUND Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 40060 Basic Levy 61,072,136 62,798,335 67,058,076 70,152,223 70,152,223 73,112,587 4.22% 40160 Prior Year Property Taxes 573,848 582,861 535,975 500,000 500,000 500,000 0.00% 40305 Supp Roll Property Taxes 1,227,427 1,473,040 2,841,207 1,473,040 1,473,040 1,500,000 1.83% 40350 Other Property Taxes 28,765,263 29,711,585 30,535,111 32,010,114 32,010,114 32,974,885 3.01% 40500 Assessments 69,786 61,542 65,389 62,000 62,000 65,000 4.84% 40010 PROPERTY TAXES 91,708,460 94,627,362 101,035,757 104,197,377 104,197,377 108,152,472 3.80% 41100 Sales Tax 47,675,808 53,362,468 52,599,338 53,553,960 53,553,960 53,488,453 -0.12% 41200 Franchises 8,049,736 10,379,784 15,071,436 11,750,000 11,750,000 10,620,000 -9.62% 41400 Transient Occupancy Tax 10,378,662 15,375,976 16,346,910 16,000,000 16,000,000 16,000,000 0.00% 41450 Transient Occ Tax-STVR 377,600 971,205 580,000 580,000 780,000 34.48% 41500 Utility Users Tax 18,374,351 19,528,404 22,558,477 21,245,000 21,245,000 23,000,000 8.26% 41000 OTHER LOCAL TAXES 84,478,556 99,024,231 107,547,366 103,128,960 103,128,960 103,888,453 0.74% 42100 License General 2,679,402 2,890,497 2,882,282 2,995,493 2,995,493 3,042,493 1.57% 42150 License and Permits Public Works 320,138 277,208 425,116 341,500 341,500 380,000 11.27% 42300 License and Permits Buildings 3,629,925 3,915,824 5,955,001 4,669,446 4,669,446 4,463,768 -4.40% 42400 License and Permits Planning 1,175,875 1,584,604 1,367,885 1,133,580 1,133,580 950,502 -16.15% 42000 LICENSE AND PERMITS 7,805,341 8,668,132 10,630,284 9,140,019 9,140,019 8,836,763 -3.32% 42905 CourUTraffic Fines 434,433 401,005 268,156 350,000 350,000 350,000 0.00% 42910 Library Fines 5,930 8,857 3,662 42940 Parking Fines 4,146,999 4,672,947 3,651,815 4,681,300 4,681,300 4,244,720 -9.33% 42950 Alarm Fines (2,139) 496 941 42951 Fire Alarm Fines 33,495 61,165 20,350 30,000 30,000 30,000 0.00% 42900 FINES AND FORFEITURES 4,618,717 5,144,470 3,944,925 5,061,300 5,061,300 4,624,720 -8.63% 42960 Interest Income (132,855) (5,667,045) 1,539,985 900,000 900,000 1,500,000 66.67% 42980 Loan Payments 33,520 40,340 43055 Lease and Concession Income 1,455,884 4,457,278 4,897,907 4,633,352 4,633,852 5,026,210 8.48% 43200 Event Ticket Fees 200,000 100.00% 43900 Royalties 139,964 186,788 141,104 160,000 160,000 160,000 0.00% 44000 Parking Revenue 12,282,388 12,835,184 12,769,704 15,572,554 15,572,554 15,222,165 -2.25% 45000 Contract Jail Bookings 88,123 (571) 45110 PCS Wireless 316,165 395,122 549,055 475,000 475,000 475,000 0.00% 42955 USE OF MONEY AND PROPERTY 14,183,189 12,247,096 19,897,755 21,740,906 21,741,406 22,583,375 3.88% 46100 State of California Agencies 3,498,200 4,155,090 2,976,547 1,755,000 1,755,000 8,016,587 356.79% 46300 Federal Agencies 65,233 46400 County Agencies 497,045 483,421 517,993 368,282 368,282 378,594 2.80% 46700 Other Agencies 5,808,404 457,450 486,002 583,000 583,000 408,000 -30.02% 46000 REVENUE FROM OTHER AGENCY 9,868,881 5,095,962 3,980,542 2,706,282 2,706,282 8,803,181 225.29% 47100 Public Works 299,980 327,130 633,738 383,000 383,000 375,000 -2.09% 47200 Building 2,062,077 3,030,237 4,599,971 5,074,794 5,074,794 3,864,023 -23.86% 47300 Library 55,461 158,502 202,210 143,500 143,500 143,500 0.00% 47400 Special City Services 416,213 349,856 277,023 265,000 265,000 320,000 20.75% 47500 Recreational Classes 1,597,758 3,413,414 3,848,330 3,648,812 3,648,812 4,381,905 20.09% 47600 Special Events 46,671 75,121 60,041 75,000 75,000 75,000 0.00% 47700 Utility Charges 353,757 286,138 150,465 153,000 153,000 153,000 0.00% 47800 Fire Med Fees 7,565,720 11,433,415 11,900,811 13,363,057 13,363,057 16,012,612 19.83% 47860 Emergency Response 121,488 83,742 36,646 74,995 74,995 74,995 0.00% 47900 Hazmat Fees 7,347 12,152 12,209 8,000 8,000 13,000 62.50% 47925 Fire 498,825 1,009,755 1,272,557 721,594 721,594 721,594 0.00% 47950 Miscellaneous 1,950 1,500 3,371 4,800 4,800 54,800 1041.67% 48053 Prop Fund Charges-Water 5,821,924 5,909,886 6,087,183 6,391,542 6,391,542 6,391,542 0.00% 48054 Prop Fund Charges-WMP 340,109 350,312 360,821 378,862 378,862 12,451 -96.71% 48055 Prop Fund Charges-Refuse 707,825 652,808 672,392 706,012 706,012 706,012 0.00% 50 Return to Table of Contents City of Huntington Beach Proposed Budget - FY 2024/25 Revenue Summary by Object Account GENERAL FUND Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Object Account Actual Actual Actual Adopted Revised Proposed Prior Year 48057 Prop Fund Charges-Sewer 1,538,598 1,410,498 1,452,813 1,525,454 1,525,454 1,843,857 20.87% 48058 From Retiree Medical Trust 117,479 121,003 124,633 130,865 130,865 134,791 3.00% 48059 From Retirement Supplement Trust 312,060 321,422 331,065 347,618 347,618 358,047 3.00% 48065 Public Notice Fee 67,340 100.00% 47000 CHARGES FOR CURRENT SERVICES 21,865,244 28,946,889 32,026,278 . 33,395,905 33,395,905 35,703,469 6.91 48110 Sales 138,752 421,071 25,052 138,000 138,000 138,000 0.00% 48200 General Sales 99,796 122,804 159,263 133,950 133,950 89,150 -33.45% 48350 Sponsorships 24,340 134,182 197,835 170,000 170,000 182,367 7.27% 48370 Reimbursables 537,392 568,066 95,750 200,500 200,500 200,500 0.00% 48500 Settlements 105,476 14,140 57,971 50,000 50,000 50,000 0.00% 48510 Other 449,467 733,589 1,259,012 1,043,478 1,043,478 990,000 -5.12% 48100 OTHER REVENUE 1,355,223 1,993,852 1,822,284 1,735,928 1,735,928 1,650,017 -4.95% 49100 Operating Transfers In 647,261 446,578 31,832,111 2,787,145 2,787,145 7,452,795 167.40% 49350 Prior Period Adjustment 438,684 49400 Joint Venture Income 51,115 49000 NON-OPERATING REVENUE 1,085,945 497,692 31,832,111 2,787,145 2,787,145 7,452,795 167.40% 40000 REVENUES 236,969,556 256,245,686 312,717,301 283,893,822 283,894,322 301,695,245 6.27% 51 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 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 494,879 494,879 City Attorney 4,252,769 4,252,769 City Clerk 1,438,904 1,438,904 City Treasurer 1,892,847 1,892,847 City Manager 3,585,283 150,000 65,000 3,800,283 Community Development 10,252,741 2,321,474 12,574,215 Community&Library Services 16,239,674 158,202 4,688,354 879,825 21,966,055 Finance 5,609,226 85,000 7,653,948 13,348,174 Fire 62,525,176 260,908 893,400 496,049 64,175,533 Human Resources 2,864,232 26,426,912 29,291,144 Information Services 8,450,864 845,193 9,296,057 Police 91,846,590 566,000 90,000 92,502,590 Public Works 24,434,788 14,340,789 85,544,531 16,683,167 4,365,300 145,368,575 Non-Departmental 66,107,308 8,105,358 25,543,826 104,000 26,958,183 126,818,675 Grand Total 299,995,281 22,604,349 25,543,826 85,805,439 26,336,588 34,080,860 31,819,532 1,034,825 527,220,700 All Funds Expenditures by Fund Debt Service Funds Other Funds Internal Service Fund 4.8% 6.5% 0.2% r1 '. Capital Projects Funds 4.3% Special Revenue Funds 5.0% Trust and Agency Funds 6.0% General Fund 56.9% Enterprise Funds 16.3% 52 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 From Prior Fund Actual Actual Actual Adopted Revised Proposed Year 00100 General Fund 226,834,361 251,797,286 291,995,239 285,189,308 299,394,984 299,995,281 5.19% 00101 Specific Events 20,065 762,112 851,651 748,500 748,500 944,825 26.23% 00103 Donations Fund 604,917 778,205 774,549 1,185,667 00122 Inmate Welfare Fund 6,849 3,343 2,168 40,000 40,000 40,000 0.00% 00127 Prop Tax in Lieu of Sales Tax 147,299 630,945 116,238 00128 Housing Agreement 1,657,338 00201 Air Quality Fund 15,378 503,786 515,233 387,500 1,325,888 250,000 -35.48% 00204 Fourth of July Parade 99,405 00206 Traffic Impact 52,308 534,056 41,428 496,010 2,604,696 155,000 -68.75% 00207 Gas Tax Fund 5,036,650 3,834,197 2,064,747 3,164,188 4,999,927 3,176,178 0.38% 00209 Park Acquisition&Development 3,800 00210 Sewer 2,954,357 2,163,140 1,231,594 800,000 1,480,204 -100.00% 00211 Drainage 26,749 669 393,410 424,000 4,229,446 -100.00% 00212 Narcotics Forfeiture Federal 228,262 224,542 295,080 175,000 199,499 50,000 -71.43% 00213 Measure M Fund 3,123,030 3,928,740 3,889,277 3,500,516 5,766,272 5,528,028 57.92% 00214 Narcotics Forfeiture State 49,712 97,958 52,331 00215 Rehabilitation Loans 886,444 44,995 63,731 00216 Property and Evidence 53,163 39,625 100,000 285,000 50,000 -50.00% 00217 Affordable Housing In-Lieu 715 00219 Traffic Congestion Relief 42 1,207,687 1,447,559 2,494,041 2,140,000 3,201,968 1,140,000 -46.73% 00226 Quimby Fund 557,527 1,196,210 405,428 554,000 562,400 2,865,000 100.00% 00227 Police Facilities Dev Impact 150,335 488,233 1,188,258 00228 Park Dev Impact Residential 3,466,058 5,097,520 2,768,862 522,152 2,667,920 1,018,525 95.06% 00229 Library Development Impact 349,272 83,528 88,860 299,348 400,000 100.00% 00231 Fire Facilities Dev Impact 72,914 1,499 825,587 00233 Housing Residual Receipts 1,755 420 30,000 31,038 30,000 0.00% 00234 Disability Access Fund 11,077 21,642 6,140 84,000 84,000 74,000 -11.90% 00236 Public Art in Parks 90,000 75,000 202,500 2,500 00238 Emergency Operations Ctr 2,156,864 3,708,050 566,988 50,000 00239 CDBG 2,095,989 1,209,890 1,067,133 1,560,363 2,062,097 1,215,785 -22.08% 00240 HOME 649,434 3,106,847 336,547 913,370 3,631,917 1,105,689 21.06% 00242 Narcotics Forteiture-Treasury 12,121 160,000 161,506 -100.00% 00243 Surf City"3"Cable Channel 371,471 636,022 308,715 490,000 707,123 150,000 -69.39% 00244 CARES Act(OC Small Bus Supp) 5,423,872 19 00245 CARES Act(OC City Allocation) 4,734,455 25 00246 CARES Act(CESF) 93,800 00247 CARES Act(State of CA) 1,453,172 2,573 00248 CDBG CARES Funding 281,114 239,051 1,628,957 10,652 00249 American Rescue Plan Act 29,606,925 00250 American Rescue Plan Act(OC) 200,000 00308 In-Lieu Parking Downtown 5,074 6,100 50,000 153,838 -100.00% 00314 Infrastructure Fund 4,565,771 10,881,529 14,762,937 14,765,028 46,953,243 14,498,991 -1.80% 00319 Senior Center Development 16,664 00321 Lease Capital Project Fund 5,178,185 6,354,132 10,818,108 00322 ELM Automation Fund 427,894 394,527 286,047 452,751 452,751 845,193 86.68% 00323 Technology Fund 255,157 81,246 8,140 3,004,386 00324 Equipment Fund 2,833,020 2,731,409 3,477,668 6,735,581 14,683,133 8,105,358 20.34% 00350 RORF 2,044,559 1,775,128 1,496,334 13,029,888 13,031,768 12,168,440 -6.61% 00352 LMIHAF 6,827,997 280,951 14,973 25,000 2,433,148 450,000 1700.00% 00401 Debt Svc HBPFA 25,751,902 2,966,184 2,956,754 2,967,681 2,967,681 2,967,748 0.00% 00405 Debt Svc Grand Coast CFD 2000-1 1,089,637 1,084,312 1,087,300 1,091,307 1,091,846 1,092,308 0.09% 00406 Debt Svc Mello Roos 195,889 00408 Debt Svc McDonnell CFD 2002-1 414,167 423,746 432,257 442,692 443,154 448,648 1.35% 00410 Debt Svc Bella Terra 2,410,414 2,434,360 2,430,538 2,638,306 2,638,735 2,955,654 12.03% 00412 Pension Liability 341,394,724 21,082,037 21,079,474 22,569,835 22,569,835 22,576,078 0.03% 00501 CUPA 254,350 248,815 116,110 259,932 259,932 260,908 0.38% 00504 Refuse Collection Service 12,934,825 13,737,748 14,933,846 15,704,174 15,717,429 16,092,790 2.47% 00506 Water 42,084,504 41,490,309 44,846,573 52,394,268 53,610,072 51,491,178 -1.72% 00507 Water Master Plan 3,970,253 2,687,724 3,125,638 2,723,519 5,567,723 5,276,111 93.72% 00508 WOCWB 303,096 254,726 213,237 857,000 3,898,746 4,365,300 409.37% 00511 Sewer Service Fund 9,283,115 10,389,945 11,422,480 18,474,918 30,557,277 12,684,452 -31.34% 53 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 From Prior Fund Actual Actual Actual Adopted Revised Proposed Year 00551 Self Insurance Workers'Comp 12,207,363 16,110,995 12,153,863 11,661,463 11,661,463 11,868,717 1.78% 00552 Self Insurance General Liab 12,242,607 7,810,156 15,847,621 10,567,555 16,289,285 14,558,195 37.76% 00702 Retiree Insurance Fund 990,683 1,132,753 1,058,390 1,306,975 1,306,975 1,285,901 -1.61% 00703 Retirement Supplement 5,936,961 6,142,531 6,158,211 6,371,618 6,371,618 6,368,047 -0.06% 00704 Fire JPA Fund 582,801 314,025 373,580 512,530 518,490 496,049 -3.22% 00709 BID Hotel/Motel 4,027,673 6,087,671 6,888,757 6,632,000 6,824,329 6,712,000 1.21% 00710 BID Downtown 94,108 125,091 114,939 107,000 107,000 125,000 16.82% 00711 Parking Structure-Bella Terra 627,170 800,189 769,681 967,698 967,698 1,286,733 32.97% 00712 Parking Structure-Strand 1,328,403 1,316,406 1,543,481 1,709,350 1,833,175 1,719,400 0.59% 00715 State Grants 231,626 176,707 276,877 129,790 00716 Section 115 Trust 48,461 67,104 75,333 75,000 75,000 85,000 13.33% 00807 Energy Efficiency 32,145 344,836 1,021,936 18,600 432,845 19,200 3.23% 00810 Prop 68 Per Capita Grant 177,952 00838 Jail Training Grant 15,415 12,792 12,008 12,714 00854 HOME Program 06 464,879 822,115 216,681 00873 OCTA/Cip Grant 406,511 277,749 00892 Storm Water Quality 50,000 00922 Fire Grants-Other 1,500 2,500 9,841 00949 SLESF Grant 10/11 954 00955 Prop 69 Funding 45,678 21,842 105,000 00960 Used Oil Grant 51,735 40,875 5,123 34,707 26,614 100.00% 00961 Hwy Bridge Replacement&Rehabilitation 134,286 140,224 160,204 3,970,495 00963 Sr Mobility Program 224,715 266,154 269,792 356,293 356,293 344,829 -3.22% 00969 Calif 911 Emergency Comm Fund 20,000 00970 Bridge Preventative Maintenance Program 217,308 00971 Asset Forfeiture 15%State Set 27,488 00978 US Secret Services(USSS) 28,188 21,942 27,448 17,330 00979 AB109 Public Safety Realignment 100,746 92,575 82,447 95,555 220,614 96,000 0.47% 00984 SLESF Grant 12/13 337,291 320,575 935,063 450,000 2,491,254 420,000 -6.67% 00985 State Literacy Grant 57,979 78,472 92,752 95,759 00995 Hwy Safety Improvement Program 634,860 285,276 675,090 675,090 -100.00% 01215 Immigration&Customs Enforce 50,000 01222 Hazard Mitigation Grant Program 6,598,950 01226 Library Grants 4,803 60,843 51,821 01228 CalRecycle City/County CRV 63,429 50,412 63,145 94,397 95,397 49,015 -48.08% 01230 AB 109 Reimbursement 21,273 1,216 01234 Sust Bus Cert Program 36,210 36,210 -100.00% 01238 EMPG 16/17 36,965 18,100 30,416 33,420 01240 EPIC Challenge 28,861 13,672 01244 BSCC 16/17 973 147,868 01246 CENIC E-Rate 54,045 34,421 34,858 60,000 60,000 60,000 0.00% 01247 Arterial Rehab 6,221,116 506,158 6,633,477 4,600,000 7,342,420 5,400,000 17.39% 01248 Central Park Trail Rehab 4,449 01251 HHW Grant Cycle HD31 3,430 16,111 01252 Office of Traffic Safety 18/19 1,759 01255 LSTA 29,925 3,355 14,957 20,000 01256 Bluff Top Path 82,961 1,512,264 28,507 01257 Office of Traffic Safety 19/20 279,727 01258 OTS Bike Ped Safety 19/20 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 38,256 10,249 1,595 32,410 01262 BSCC Mental Health Training 3,002 01263 OCTA PROJECT V 806,240 01264 Domestic Violence 2020 224,410 206,727 209,684 71,676 01265 ABC GRANT FY 20/21 26,784 42,833 01266 OTS Bike Ped Safety 20/21 15,154 1,623 01267 SB 2 Reimbursement 2,010 495,179 55,482 852,531 01268 Office of Traffic Safety 20/21 422,975 143,873 01269 Operation Stonegarden 94,870 125,938 530,717 01270 OTS Bike Ped Safety 21/22 15,604 7,694 54 Return to Table of Contents City of Huntington Beach Proposed Budget FY 2024/25 Expenditure Summary by Fund ALL FUNDS Percent Change FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 From Prior Fund Actual Actual Actual Adopted Revised Proposed Year 01271 Office of Traffic Safety 21/22 527,612 171.770 01272 Local Road Safety Plan(LRSP) 84,657 54.993 01273 CRRSAA 578,011 01274 FBI JTTF 1,000 01275 OCTA PROJECT X 500,000 01276 SB1383 Local Assistance OWR1 223,043 514,832 100.00% 01277 Clean California 489,613 4,510,387 01278 Office of Traffic Safety 22/23 470,009 319,991 01279 OTS Bike Ped Safety 22/23 16,133 27,902 01280 OTS Child Passenger 22/23 26,147 26,206 01281 Homeless Prey&Behvrl Health 299,388 2,800,612 01282 Bolsa Chica TS Synchronization 2,014,403 01283 OCTA Trash Removal Phase II 500,000 500,000 -100.00% 01284 AES Mitigation 4,545,000 4,705,500 -100.00% 01285 National Opioids Settlement 173,106 893,400 100.00% 01286 CHP-Cannabis Grant 84,480 01288 Office of Traffic Safety 23/24 800,000 01289 OTS Bike Ped Safety 23/24 42,895 01293 BPMP Federal 424,300 100.00% Grand Total 773,347,578 441,950,272 531,024,789 508,003,121 657,167,395 527,220,700 3.78% 55 Return to Table of Contents City of Huntington Beach Proposed Budget-FY 2024/25 Expenditure Summary by Object Account ALL FUNDS FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Percent Change Object Account Actual Actual Actual Adopted Revised Proposed From Prior Year All Funds PERSONNEL SERVICES Salaries,Permanent 88,477,515 94,695,460 99,682,769 111,634,127 111,708,742 116,468,501 4.33% Salaries,Temporary 6,312,736 6,406,463 6,251,090 6,183,420 6,571,930 6,069,550 -1.84% Salaries,Overtime 16,216,604 17,382,580 18,524,383 15,002,511 16,002,608 15,941,165 6.26% Leave Payout 10,402,997 4,258,441 5,464,420 4,862,460 4,862,460 5,022,108 3.28% Benefits 409,577,488 58,003,163 63,919,947 57,158,965 73,117,069 59,608,156 4.28% PERSONNEL SERVICES 530,987,340 180,746,106 193,842,609 194,841,483 212,262,809 203,109,480 4.24% OPERATING EXPENSES Utilities 7,165,290 8,428,677 9,170,017 9,412,368 9,412,368 9,464,608 0.56% Purchased Water 17,143,545 17,289,474 17,981,050 19,900,000 19,900,000 21,400,000 7.54% Equipment and Supplies 7,992,142 9,846,592 10,148,183 8,726,447 11,626,580 9,650,923 10.59% Repairs and Maintenance 18,153,719 19,074,667 20,339,650 23,311,793 25,441,492 24,994,721 7.22% Conferences and Training 692,258 939,925 1,000,202 1,144,169 1,387,257 1,122,319 -1.91% Professional Services 8,395,743 12,179,967 13,089,130 15,064,217 28,157,931 13,046,427 -13.39% Other Contract Services 24,201,250 29,306,433 32,785,283 31,645,787 34,504,036 33,676,842 6.42% Rental Expense 321,453 342,909 328,697 293,712 294,162 313,782 6.83% Claims Expense 17,698,397 18,005,757 20,822,557 13,259,779 18,970,779 16,515,000 24.55% Insurance 4,749,634 4,563,543 5,538,662 6,210,276 6,210,276 7,063,865 13.74% Pension Payments 5,493,973 5,668,053 5,712,268 5,850,000 5,850,000 5,850,000 0.00% Contribution to Private Agency 80,000 255,000 84,423 380,854 380,854 393,179 3.24% Payments to Other Governments 9,236,058 3,758,330 4,458,050 5,770,073 8,854,786 8,232,995 42.68% Interdepartmental Charges 8,837,995 8,765,929 9,028,907 9,480,353 9,480,353 9,446,700 -0.35% Expense Allowances 725,334 770,932 792,069 659,945 659,945 754,765 14.37% Other Expenses 2,772,557 3,671,809 4,104,331 3,570,503 3,880,851 3,701,003 3.65% OPERATING EXPENSES 133,659,347 142,867,997 155,383,480 154,680,276 185,011,671 165,627,129_ 7.08% CAPITAL EXPENDITURES Land Purchase 6,781,329 Improvements 34,386,633 32,495,633 32,948,946 41,271,673 125,988,724 34,798,700 -15.68% Equipment 3,862,759 3,528,980 9,652,410 8,021,581 21,288,666 11,321,383 41.14% Vehicles 3,255,414 2,094,106 4,664,190 1,488,500 14,139,652 849,338 -42.94% Capital-Software 416,888 754,096 123,169 181,500 181,987 220,000 21.21% Capitalized PP&E Offset (7,804,349J (10,221,849) (8,359,316) CAPITAL EXPENDITURES 40,898,674 28,650,965 39,029,399 50,963,254 161,599,028 47,189,421 -7.41% NON-OPERATING EXPENSES Debt Service Expenses 38,539,571 32,264,539 32,051,785 38,139,074 38,139,074 36,040,323 -5.50% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 22,272,022 49,813,416 102,187,435 69,376,278 57,637,056 75,251,591 8.47% Depreciation 6,990,624 7,548,372 8,440,195 Loans Made 58,876 89,885 2,515,000 NON-OPERATING EXPENSES 67,802,217 89,685,204 142,769,301 107,518,108 98,293,886 111,294,670 3.51% Grand Total 773,347,578 441,950,272 531,024,789 508,003,121 657,167,395 527,220,700 3.78% 56 Return to Table of Contents I City of Huntington Beach Proposed Budget- FY 2024/25 Expenditure Summary by Object Account GENERAL FUND FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Percent Change Object Account Actual Actual Actual Adopted Revised Proposed From Prior Year General Fund PERSONNEL SERVICES Salaries,Permanent 77,768,689 81,856,912 86,328,450 95,983,428 95,501,178 100,236,172 4.43% Salaries,Temporary 5,464,140 5,753,641 5,625,990 5,585,525 5,581,031 5,714,080 2.30% Salaries,Overtime 13,829,710 15,408,371 16,098,752 13,519,232 13,523,726 14,540,421 7.55% Leave Payout 9,738,434 3,474,064 4,852,042 4,432,460 4,432,460 4,592,108 3.60% Benefits 61.167,123 53,907,964 55,449,455 49,280.902 62,542,775 51,531,845 4.57% PERSONNEL SERVICES 167,968,095 160,400,953 168,354,689 168,801,547 181,581,170 176,614,626 4.63% OPERATING EXPENSES Utilities 5,532,436 6,352,004 6,912,412 7,313,628 7,313,628 7,213,188 -1.37% Equipment and Supplies 5,341,277 7,003,216 7,277,277 6,610,582 7,796,971 6,654,764 0.67% Repairs and Maintenance 11,965,824 12,422,345 13,069,364 15,165,255 16,417,270 16,104,295 6.19% Conferences and Training 607,506 811,615 841,914 882,319 1,050,851 875,869 -0.73% Professional Services 2,456,500 4,532,833 6,822,961 8,584,779 13,181,071 7,082,920 -17.49% Other Contract Services 5,459,530 6,636,003 8,273,589 7,186,371 8,103,977 8,131,185 13.15% Rental Expense 290,556 306,877 306,773 257,712 258,162 276,782 7.40% Claims Expense 11,122 500,000 500,000 500,000 0.00% Insurance 10,637 78 Contribution to Private Agency 175,000 225,000 225,000 225,000 0.00% Payments to Other Governments 3,268,709 3,265,742 3,808,253 4,836,390 7,118,840 7,079,840 46.39% Expense Allowances 690,814 723,209 746,005 628,045 628,045 721,065 14.81% Other Expenses 1,754,045 2,622,771 3,029,642 2,415,003 2,723,212 2,509,003 3.89% OPERATING EXPENSES 37,388,956 44,851,692 51,088,191 54,605,084 65,317,027 57,373,911 5.07% CAPITAL EXPENDITURES Land Purchase 370,432 Improvements 2,620 1,022 112,711 Equipment 1,745 1,445 2,677 Vehicles 214,367 32,273 CAPITAL EXPENDITURES 374,798 2,468 217,044 144,983 NON-OPERATING EXPENSES Debt Service Expenses 1,911,431 2,981,695 3,021,830 3,030,842 3,030,842 3,535,500 16.65% Transfers to Other Funds 19,191,081 43,560,478 69,313,485 58,751,835 49,320,962 62,471,244 6.33% NON-OPERATING EXPENSES 21,102,512 46,542,174 72,335,315 61,782,677 52,351,804 66,006,744 6.84% Grand Total 226,834,361 251,797,286 291,995,239 285,189,308 299,394,984 299,995,281 5.19% 57 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 15.00 15.00 15.00 0.00 City Clerk 4.00 5.00 6.00 6.00 6.00 0.00 City Treasurer 1.50 9.50 9.50 9.50 9.50 0.00 City Manager 8.00 14.00 16.00 16.00 16.00 0.00 Community Development 57.50 57.50 60.50 60.50 61.50 1.00 Community& Library Services 62.25 62.25 62.25 62.25 62.25 0.00 Finance 32.50 28.50 28.50 28.50 28.50 0.00 Fire 201.00 201.00 201.00 201.00 202.00 1.00 Human Resources 13.00 13.00 14.00 15.00 15.00 0.00 Information Services 25.00 25.00 25.00 26.00 26.00 0.00 Police 357.00 353.00 353.00 350.00 351.00 1.00 Public Works 207.00 211.00 211.00 211.00 212.00 1.00 Total 980.75 991.75 1,002.75 1,001.75 1,005.75 4.00 GENERAL FUND FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 15.00 15.00 15.00 0.00 City Clerk 4.00 5.00 6.00 6.00 6.00 0.00 City Treasurer 1.50 8.75 8.75 8.75 8.75 0.00 City Manager 8.00 14.00 15.90 15.90 14.39 (1.51) Community Development 53.02 52.85 56.52 56.52 56.90 0.38 Community&Library Services 58.41 58.50 59.00 59.00 59.15 0.15 Finance 31.10 26.85 26.85 26.85 26.69 (0.16) Fire 197.30 197.30 197.30 197.30 196.80 (0.50) Human Resources 10.70 10.70 11.70 12.20 12.20 0.00 Information Services 24.47 24.47 24.47 25.47 25.47 0.00 Police 355.00 351.00 351.00 348.00 349.00 1.00 Public Works 55.90 56.40 58.70 58.70 60.10 1.40 Total 811.40 817.82 832.19 830.69 831.45 0.76 Note: Reflects the Table of Organization for Fiscal Year 2024/25; however, 12 positions are defunded. 58 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 Chief Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 Chief Litigation Counsel 1.00 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 1.00 Deputy Community Prosecutor 1.00 1.00 2.00 2.00 1.00 ' Legal Assistant 1.00 1.00 1.00 1.00 1.00 Senior Deputy City Attorney 3.00 3.00 5.00 5.00 5.00 Senior Deputy Community Prosecutor 1.00 ' Senior Legal Assistant 2.00 2.00 3.00 3.00 3.00 Total -City Attorney 11.00 11.00 15.00 15.00 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 1.00 1.00 Records Specialist 1.00 1.00 1.00 1.00 Senior Deputy City Clerk 2.00 2.00 2.00 2.00 2.00 Total -City Clerk 4.00 5.00 6.00 6.00 6.00 59 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed CITY TREASURER Accounting Technician ** 3.00 3.00 2.50 2.50 Accounting Technician Supervisor** 1.00 1.00 1.00 1.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 Deputy City Treasurer 1.00 1.00 1.00 1.00 Senior Accountant** 1.00 1.00 1.00 1.00 Senior Accounting Technician ** 1.00 1.00 1.00 1.00 Senior Administrative Assistant 0.50 0.50 0.50 1.00 1.00 Treasury Manager** 1.00 1.00 1.00 1.00 Total -City Treasurer 1.50 9.50 9.50 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 1.00 Deputy City Manager 1.00 1.00 1.00 1.00 Director of Homelessness & Behavioral Health Services *** 1.00 Executive Assistant to the City Manager 1.00 1.00 1.00 1.00 Graphic Designer 1.00 1.00 1.00 Homeless Services Manager 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 1.00 Multimedia Coordinator 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 Public Affairs Manager 1.00 1.00 1.00 1.00 1.00 Public Affairs Officer 1.00 1.00 1.00 1.00 1.00 Social Services Supervisor*** 1.00 1.00 1.00 1.00 Social Worker*** 2.00 2.00 3.00 3.00 Volunteer Services Coordinator*** 1.00 1.00 Total -City Manager 8.00 14.00 16.00 16.00 16.00 *** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 60 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 4.00 4.00 4.00 4.00 4.00 Building Inspection Manager 1.00 1.00 1.00 1.00 1.00 Building Inspection Supervisor 1.00 2 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 3.00 3.00 3.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Permit Technician 1.00 1.00 1.00 1.00 1.00 Plan Check Engineer 1.00 1.00 2.00 2.00 2.00 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 31.00 31.00 34.00 34.00 35.00 61 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 1.50 1.50 1.50 1.50 1.50 Subtotal Community Enhancement 17.50 17.50 17.50 17.50 17.50 Total -Community Development 57.50 57.50 60.50 60.50 61.50 62 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed COMMUNITY&LIBRARY SERVICES Deputy Director of Community&Library Services 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 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 Subtotal Administration 5.00 5.00 5.00 4.00 4.00 Community& Library Services Coordinator 2.00 2.00 2.00 2.00 2.00 Community& Library Services Supervisor 1.00 1.00 1.00 Deputy Director of Community& Library Services 1.00 1.00 Senior Community&Library Svcs Supervisor 1.00 1.00 Subtotal Events&Rentals 3.00 3.00 3.00 4.00 4.00 Administrative Assistant 1.00 1.00 Community& Library Services Manager 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 3.00 3.00 3.00 3.00 3.00 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&Development 8.00 8.00 8.00 9.00 9.00 Administrative Assistant 1.00 1.00 1.00 Community& Library Services Coordinator 5.00 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 5.00 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 Supervisor 1.00 1.00 1.00 1.00 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 16.00 16.00 63 Return to Table of Contents 1 City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed COMMUNITY& LIBRARY SERVICES (continued) 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 1.00 1.00 Facilities Security Coordinator 1.00 1.00 1.00 1.00 1.00 Librarian I 6.00 6.00 6.00 5.00 5.00 Librarian II 1.00 1.00 Library Services Assistant 6.50 6.50 6.50 6.50 6.50 Library Specialist 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 Supervisor 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 1.75 1.75 1.75 1.75 Subtotal Library& Cultural Services 29.25 29.25 29.25 29.25 29.25 Total -Community& Library Services 62.25 62.25 62.25 62.25 62.25 64 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed FINANCE Accounting Technician 1.00 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 1.00 Principal Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 0.50 0.50 0.50 0.50 0.50 Subtotal Finance Administration 4.50 5.50 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 1.00 Principal Finance Analyst 1.00 1.00 1.00 2.00 2.00 Senior Buyer 1.00 1.00 1.00 1.00 1.00 Senior Finance Analyst 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 2.00 2.00 2.00 2.00 2.00 Finance Manager 1.00 1.00 1.00 1.00 1.00 Payroll Specialist 2.00 2.00 2.00 2.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 1.00 Senior Accountant 2.00 2.00 2.00 2.00 2.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 Senior Payroll Specialist 2.00 1.00 1.00 1.00 1.00 Subtotal Accounting Services 11.00 13.00 13.00 13.00 13.00 65 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed FINANCE (continued) Accounting Technician ** 5.00 2.00 2.00 2.00 2.00 Accounting Technician Supervisor** 1.00 Business License Supervisor 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 Senior Accountant** 1.00 Senior Accounting Technician ** 2.00 1.00 1.00 1.00 1.00 Subtotal Revenue Services 12.00 5.00 5.00 5.00 5.00 Total -Finance 32.50 28.50 28.50 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 Fire Chief 1.00 1.00 1.00 1.00 1.00 S Management Aide 1.00 1.00 1.00 4.00 5.00 3 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 7.00 8.00 Management Analyst 1.00 1.00 1.00 2.00 2.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 Administrative Fire Captain ^ 2.00 2.00 2.00 2.00 2.00 S Administrative Assistant 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 17.00 17.00 17.00 16.00 16.00 66 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 51.00 51.00 51.00 51.00 52.00 Total -Fire 201.00 201.00 201.00 201.00 202.00 67 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed HUMAN RESOURCES Director of Administrative Services 1.00 Director of Human Resources 1.00 1.00 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 Human Resources Analyst 1.00 1.00 2.00 2.00 2.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 Principal Human Resources Analyst 2.00 3.00 3.00 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 1.00 1.00 1.00 1.00 1.00 Senior Human Resources Technician 3.00 2.00 2.00 2.00 2.00 Total -Human Resources 13.00 13.00 14.00 15.00 15.00 INFORMATION SERVICES Chief Information Officer 1.00 1.00 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 Information Tech Manager 2.00 1.00 2.00 2.00 2.00 Information Tech Project Coordinator 1.00 1.00 1.00 1.00 1.00 Information Tech Supervisor 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst**** 3.00 3.00 3.00 5.00 5.00 Information Technology Technician 2.00 2.00 2.00 2.00 2.00 Lead IT Technician 2.00 2.00 2.00 2.00 2.00 Management Aide 1.00 1.00 Network Systems Administrator 1.00 1.00 1.00 1.00 1.00 Principal Information Technology Analyst 3.00 4.00 4.00 3.00 3.00 Senior Administrative Assistant 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 Senior Information Technology Analyst 4.00 4.00 4.00 4.00 4.00 Senior IT Technician **** 2.00 2.00 2.00 2.00 2.00 Total -Information Services 25.00 25.00 25.00 26.00 26.00 **** 1 FTE transferred from the Police Department to the Information Services Department beginning FY 2023/24 68 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed POLICE Office Assistant II 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 2.00 2.00 Community Relations Specialist*** 2.00 1.00 1.00 1.00 1.00 Detention Administrator 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 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 30.00 29.00 29.00 30.00 30.00 Community Services Officer 1.00 1.00 1.00 Civilian Investigator 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 39.00 39.00 S Police Sergeant 6.00 6.00 6.00 5.00 5.00 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 63.00 60.00 60.00 61.00 61.00 69 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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^ 111.00 111.00 111.00 110.00 110.00 S Police Sergeant 14.00 14.00 14.00 13.00 13.00 S Subtotal Patrol 130.00 130.00 130.00 128.00 128.00 Civilian Investigator 5.00 5.00 Community Services Officer 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 1.00 Crime Scene Investigator 5.00 4.00 4.00 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 38.00 38.00 S Police Sergeant 5.00 5.00 5.00 7.00 7.00 S Police Services Specialist 2.00 2.00 2.00 2.00 2.00 Subtotal Investigations 64.00 64.00 64.00 64.00 64.00 Accounting Technician 2.00 2.00 2.00 1.00 1.00 Civilian Police Services Commander 1.00 1.00 1.00 1.00 1.00 Police Communications Operator^ 18.00 18.00 18.00 18.00 18.00 Police Communications Supervisor 6.00 6.00 6.00 6.00 6.00 Community Services Officer 2.00 2.00 2.00 3.00 3.00 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst**** 1.00 1.00 1.00 Management Analyst 1.00 1.00 Police Services Manager 3.00 3.00 3.00 2.00 2.00 Police Records Specialist 4.00 4.00 4.00 4.00 4.00 Police Records Supervisor 4.00 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 Management Analyst 1.00 1.00 Principal Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 70 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 Real Time Crime Center Supervisor 1.00 4 Senior Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior IT Technician **" 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 Senior Police Records Specialist 10.00 10.00 10.00 10.00 10.00 Subtotal Support Services 67.00 67.00 67.00 65.00 66.00 Subtotal Sworn 233.00 233.00 233.00 233.00 233.00 S Subtotal Non-Sworn 124.00 120.00 120.00 117.00 118.00 Total - Police 357.00 353.00 353.00 350.00 351.00 *** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 **** Position transferred from the Police Department to the Information Services Department beginning FY 2023/24 PUBLIC WORKS Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 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 1.00 5 Deputy Public Works Director/City Engineer 1.00 15 Director of Public Works 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 Management Aide 1.00 2.00 2.00 3.00 3.00 Management Analyst 2.00 2.00 2.00 3.00 3.00 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 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 21.00 21.00 21.00 22.00 22.00 71 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 5.00 6.00 6.00 6.00 6.00 Fleet Maint Crewleader 2.00 2.00 2.00 2.00 3.00 6 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 4.00 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 8.00 7.00 7.00 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 7.00 Senior Public Works Maint Worker 7.00 7.00 7.00 7.00 7.00 Subtotal Maintenance & Operations 62.00 62.00 62.00 62.00 64.00 Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 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 2.00 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 11.00 11.00 11.00 11.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 SCADA Technician 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer 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 4.00 4.00 4.00 4.00 72 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 10.00 10.00 10.00 10.00 Utility Field Representative 2.00 Utility Locator 1.00 2.00 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 4.00 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 89.00 91.00 91.00 91.00 91.00 Assistant Engineer 1.00 1.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 Senior Public Works Maint Worker 2.00 3.00 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 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 11.00 11.00 11.00 11.00 73 Return to Table of Contents City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) 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 Capital Projects Administrator 6.00 7.00 7.00 6.00 5.00 8 Capital Projects Supervisor 1.00 8 City Engineer 1.00 1.00 1.00 1.00 5 Construction Inspector II 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 Principal Civil Engineer 2.00 2.00 2.00 2.00 2.00 Senior Civil Engineer 4.00 4.00 4.00 4.00 4.00 Senior Construction Inspector 3.00 4.00 4.00 4.00 4.00 Senior Engineering Technician 1.00 1.00 1.00 Senior Permit Technician 1.00 1.00 Subtotal Engineering 25.00 26.00 26.00 25.00 24.00 Total -Public Works 207.00 211.00 211.00 211.00 212.00 GRAND TOTAL 980.75 991.75 1,002.75 1,001.75 1,005.75 NOTES: s Sworn Public Safety position ^There are 12 defunded positions included in the FTE count as follows: (2)Administrative Fire Captain (9)Police Officer (1)Police Communications Operator Position upgrade to lead the City's prosecutorial efforts for complex misdemeanor cases 2 Position to provide staff supervision and training and meet demand for complex residential and commercial projects 3 Limited-term position(dependent on continued opioid settlement funds)to serve as a community engagement coordinator "New position to provide oversight of the Police Department Real Time Crime Center(RTCC) 5 Position restructuring to oversee the Engineering and Transportation Divisions and provide assistance to the Public Works Director 6 Position added to coordinate fuel sites and fuel system compliance oversight 7 Additional position to meet demand for heavy equipment and safety fleet vehicle maintenance and repairs 6 Upgrade of 1 Capital Projects Administrator to Capital Projects Supervisor to oversee construction project management and contract administration 74 Return to Table of Contents City Council tmom FY 2024-25 Organizational Chart 111111� ' . ; �i 111 Mayor Mayor Pro-Tempore City Council Member (5) Senior Administrative Assistant 75 CITY OF HUNTINGTON BEACH Return to Table of Contents 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 adopted a 4-year strategic plan (Fiscal Year 2023-2027) to incorporate and implement short-term and long-term goals and projects effectively and efficiently. In 2024, the City Council adopted the 2024 Legislative Platform to set the legislative priorities for the City. These documents will be used as a frame of reference in evaluating requests for action brought before the City Council. •*ram r 10 dip It V iii.-4 itt---.'s -. '''. %.* '4**7-1; \I ' / .> •AO * . , , ...„. ,. . lc ,4\ i.- (,, 1 .4%.„ 0 , . . i . .,_ ..,.., . A 'ii ;. r .. Oh .. 76 Return to Table of Contents City Council Proposed Budget - FY 2024/25 Summary Charts 1 DEPARTMENT Expenditures by Category Operating Expenses 53% (4111", , \ Non-Operating 111111* Expenses \ 3% Personnel Services 44% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 207,883 198,452 198,854 215,456 229,478 216,477 Operating Expenses 148,673 166,160 181,327 261,966 261,966 264,701 Non-Operating Expenses 14,022 13,701 Total Expenditures by Category 356,556 364,612 380,181 491,444 491,444 494,879 Expenditures by Fund 100 General Fund 100% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 356,556 364,612 380,181 491,444 491,444 494,879 Total Expenditures by Fund 356,556 364,612 380,181 491,444 491,444 494,879 77 Return to Table of Contents City Council Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 90,068 90,778 92,172 96,387 96,387 96,387 0.00% Salaries, Overtime 2,875 2,717 2,143 Leave Payouts 8,753 8,058 8,016 8,000 8,000 8,000 0.00% Benefits 106,187 96,899 96,522 111.069 125,091 112,090 0.92% PERSONNEL SERVICES 207,883 198,452 198,854 215,456 229,478 216,477 0.47% OPERATING EXPENSES Utilities 179 Equipment and Supplies 3,409 12,877 7,535 27,250 27,250 27,265 0.06% Conferences and Training 13,459 15,937 25,577 53,000 53,000 53,000 0.00% Professional Services 1,043 Other Contract Services 565 25,000 25,000 19,500 -22.00% Expense Allowances 131,806 136,782 146,993 156,716 156,716 164,936 5.25% OPERATING EXPENSES 148,673 166,160 181,327 261,966 261,966 264,701 1.04% NON-OPERATING EXPENSES Transfers to Other Funds 14.022 13,701 -2.29% NON-OPERATING EXPENSES 14,022 13,701 -2.29% Grand Total 356,556 364,612 380,181 491,444 491,444 494,879 0.70% General Fund 356,556 364,612 380,181 491.444 491,444 494,879 0.70% Grand Total 356,556 364,612 380,181 491,444 491,444 494,879 0.70% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 78 Return to Table of Contents City Council Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 90,068 90,778 92,172 96,387 96,387 96,387 0.00% Salaries, Overtime 2,875 2,717 2,143 Leave Payouts 8,753 8,058 8,016 8,000 8,000 8,000 0.00% Benefits 106,187 96,899 96,522 111,069 125,091 112,090 0.92% PERSONNEL SERVICES 207,883 198,452 198,854 215,456 229,478 216,477 0.47% OPERATING EXPENSES Utilities 179 Equipment and Supplies 3,409 12,877 7,535 27,250 27,250 27,265 0.06% Conferences and Training 13,459 15,937 25,577 53,000 53,000 53,000 0.00% Professional Services 1,043 Other Contract Services 565 25,000 25,000 19,500 -22.00% Expense Allowances 131,806 136,782 146,993 156,716 156,716 164,936 5.25% OPERATING EXPENSES 148,673 166,160 181,327 261,966 261,966 264,701 1.04% NON-OPERATING EXPENSES Transfers to Other Funds 14.022 13,701 -2.29% NON-OPERATING EXPENSES 14,022 13,701 -2.29% Total 356,556 364,612 380,181 491,444 491,444 494,879 0.70% Personnel Summary 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Significant Changes Changes in Operating Expenses reflect a realigment of funding between expenditure categories. 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 normal fluctuations in personnel costs. 79 Return to Table of Contents City Attorney FY 2024-25 Organizational Chart 4t.1-'+# , 1111111 ! f� City Attorney Chief Assistant City Attorney r Administration Senior Legal Assistant (3) Legal Assistant J I I I ! Community Prosecution Litigation Advisory Senior Deputy Chief Litigation Counsel Senior Deputy Community Prosecutor City Attorney (2) Senior Deputy Deputy Community City Attorney (3) Prosecutor Deputy City Attorney II 80 CITY OF HUNTINGTON BEACH Return to Table of Contents 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 oft services to the City Council, and to prosecute violations of the City Charter, Municipal Code, State misdemeanors, and to zealously ,r �� defend the City from civil lawsuits. iiiThe 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 bk, defends the City in every lawsuit, prepares and/or reviews all City Ordinances, Resolutions, contracts and other legal documents, and, attends City Council meetings, Planning Commission meetings, and 'IC 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. 81 Return to Table of Contents City Attorney Ongoing Activities & Projects Municipal Advisory Services • Interpret the City Charter and all City Ordinances; • Provide ongoing legal advice to all City Departments; • Attend, advise, and prepare for City Council meetings and Planning Commission meetings; • Coordinate Public Records Act responses; • Prosecute all criminal violations of the Municipal and Zoning Codes; • Provide for or assist in civil citation hearings; • Research, advise, and prepare all Ordinances, Resolutions, and agreements; • Review and approve all insurance forms and indemnification waivers submitted to the City; • Maintain standardized agreements and contract processing; • Review and advise regarding changes in State law impacting the City; 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. 82 Return to Table of Contents City Attorney Accomplishments & Objectives FY 2023/24 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 2024/25 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 83 Return to Table of Contents City Attorney Accomplishments & Objectives 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 represent 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. 84 Return to Table of Contents City Attorney Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating lifike.,. Expenses ..._s 10% . AA Personnel Services 82% Non-Operating Expenses 8% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 2,336,461 2,092,614 2,260,968 3,033,530 3,173,329 3,485,156 Operating Expenses 298,421 470,433 593,215 434,251 589,951 434,251 Non-Operating Expenses 289,799 333,362 Total Expenditures by Category 2,634,882 2,563,047 2,854,183 3,757,580 3,763,280 4,252,769 Expenditures by Fund 100 General Fund FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 2,634,882 2,563,047 2854,183 3,757,580 3763,280 4,252,769 Total Expenditures by Fund 2,634,882 2,563,047 2,854,183 3,757,580 3,763,280 4,252,769 85 Return to Table of Contents City Attorney Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 1,431,287 1,358,457 1,445,859 2,279,320 2,129,320 2,670,139 17.15% Salaries, Temporary 6,065 Salaries, Overtime (117) 561 28 Leave Payouts 74,426 54,898 106,195 65,000 65,000 65,000 0.00% Benefits 830,866 678,697 702,820 689,210 979,009 750,017 8.82% PERSONNEL SERVICES 2,336,461 2,092,614 2,260,968 3,033,530 3,173,329 3,485,156 14.89% OPERATING EXPENSES Utilities 62 Equipment and Supplies 16,753 33,389 32,881 22,800 22,800 22,800 0.00% Conferences and Training 3,254 4,766 4,142 1,875 1,875 1,875 0.00% Professional Services 13,052 149,834 226,030 342,865 342,865 342,865 0.00% Other Contract Services 250,326 270,337 318,224 48,711 204,411 48,711 0.00% Expense Allowances 15,036 12,046 11,938 18,000 18,000 18,000 0.00% OPERATING EXPENSES 298,421 470,433 593,215 434,251 589,951 434,251 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 289,799 333,362 15.03% NON-OPERATING EXPENSES 289,799 333,362 15.03% Grand Total 2,634,882 2,563,047 2,854,183 3,757,580 3,763,280 4,252,769 13.18% General Fund 2,634,882 2,563047 2854183 3,757,580 3,763.280 4,252.769 13.18% Grand Total 2,634,882 2,563,047 2,854,183 3,757,580 3,763,280 4,252,769 13.18% Personnel Summary 11.00 11.00 11.00 15.00 15.00 15.00 0.00 86 Return to Table of Contents City Attorney Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 1,431,287 1,358,457 1,445,859 2,279,320 2,129,320 2,670,139 17.15% Salaries, Temporary 6,065 Salaries, Overtime (117) 561 28 Leave Payouts 74,426 54,898 106,195 65,000 65,000 65,000 0.00% Benefits 830,866 678,697 702,820 689,210 979,009 750,017 8.82% PERSONNEL SERVICES 2,336,461 2,092,614 2,260,968 3,033,530 3,173,329 3,485,156 14.89% OPERATING EXPENSES Utilities 62 Equipment and Supplies 16,753 33,389 32,881 22,800 22,800 22,800 0.00% Conferences and Training 3,254 4,766 4,142 1,875 1,875 1,875 0.00% Professional Services 13,052 149,834 226,030 342,865 342,865 342,865 0.00% Other Contract Services 250,326 270,337 318,224 48,711 204,411 48,711 0.00% Expense Allowances 15,036 12,046 11,938 18,000 18,000 18.000 0.00% OPERATING EXPENSES 298,421 470,433 593,215 434,251 589,951 434,251 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 289,799 333,362 15.03% NON-OPERATING EXPENSES 289,799 333,362 15.03% Total 2,634,882 2,563,047 2,854,183 3,757,580 3,763,280 4,252,769 j 13.18% Personnel Summary 11.00 11.00 11.00 15.00 15.00 15.00 0.00 Significant Changes Increases in Personnel Services (Permanent and Benefits)are for normal fluctuations in personnel costs coupled with strategic salary increases to key positions to assist with attraction and retention of talent and to fill critical vacancies. 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. 87 Return to Table of Contents City Clerk � 1 FY 2024-25 Organizational Chart ' ' � f � �° City Clerk Administration, Public Support & Elections Records Management Assistant City Clerk Municipal Records Manager Senior Deputy City Clerk (2) Records Specialist 88 CITY OF HUNTINGTON BEACH Return to Table of Contents 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 41, go regarding the operations and legislative history of the City. The City tooClerk serves as the liaison between the public and City Council and provides related municipal services. 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 and Parking Authorities; providing support to the City Council, City staff and the public in a timely, courteous, and fiscally responsible manner; overseeing a centralized records management process; and administering open and free elections in accordance with statutory law. 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. Services include preparation, publication, and distribution of City Council meeting agenda materials, and documentation of City Council meeting minutes. Staff also executes ordinances (law) and resolutions (policy), electronically records agreements, deeds, and other official documents with the County of Orange, and codifying 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. • 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 integrates rich media such as documents and slides into webcasts. Records Management The City Clerk is the City's official custodian of records and is in the process of implementing a centralized Records Management Program. In 2023, a Municipal Records Manager position was added to the Clerk's department staff, and plans are being developed to assume responsibility for record-keeping practices citywide, excluding Police and other public safety records. All documents certifying City Council action dating back to the City's February 17, 1909, incorporation continue to be preserved and maintained in protective custody. Original minutes of City Council meetings, City ordinances (law), and City resolutions (policy) adopted by the City Council are maintained in a temperate, humidified, and light-controlled vault. Documents such as deeds, agreements, annexation records, infrastructure documentation and many other vital records are stored in this protective environment; including a vast collection of historical photographs which are available in digital format online. The City Clerk's Office responds to public records requests 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 also 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, while a department Records Specialist guides and assists department Records Liaisons to deliver responsive information. A 365-day snapshot of GovQA activity shows 498,085 total page views, 1,365 average daily page views, 12,018 unique visitors, 3,447 new issues, and 3,564 requests/customers. 89 Return to Table of Contents City Clerk Department Description Elections The City of Huntington Beach in coordination with the County of Orange conducts General Municipal, Primary and Special elections. The City Clerk's Office works YOU closely with the Orange County Registrar of Voters(ROV)to execute Vote Center license and other election-related agreements, oversees and informs the public 7\ L ,J .4 of municipal election matters,and consults with candidates for elective office and �J U proponents of ballot measures. As an Elections Official,the City Clerk maintains Statement of Economic Interests (SEI) 700 forms required of City elected COUNTS officials, designated City employees, and members of certain City boards and commissions. 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 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 Center operations for all General Municipal, Primary and Special elections. 4 1 City Clerk Staff—2024 Top left to right:Renee Van Arsdale, Dawn Deny,Linda Wentzel, Tania Moore,Donna Switzer,Jessica Serpas, Virginia Dodge Bottom left to right:Dwight Bejec,Robin Estanislau,Juan Esquivel 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 PASSPORT authorized Passport Acceptance Facility for the past 24 years. Here, members of the public can access passport services by appointment in a courteous and family-friendly environment...a one-stop shop that includes production of federally compliant passport 44 it? photos. Untied Sternoplmerica • Processes passport applications by exceptional in-person agents • Offers customer service by email and telephone • Provides oversight of customers eligible to self-renew by mail 90 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic Plan ACTUAL ACTUAL PROPOSED Goal Goal: 1. Utilize part and full-time staff to successfully • manage high demand for passport acceptance i1f3i services. Each passport application fee deposits M IN $35.00 and a potential$15.00 photo fee into the City's General Fund. Measure: #of passport customers 6,754 5,573 6,000 Goal: 2. Codify 100%of municipal,zoning and subdivision ordinances adopted by the City Council within 14 �� f1� 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- Sii;l adopted Records Retention Schedule. M MS Measure: #of events 2 1 2 Goal: 4. Host at least one internal event to educate staff liaisons to boards and commission of duties and li[ responsibilities. Measure: #of events 2 2 2 Goal: 5. Attend/host at least one community event to promote voter registration. Measure: N/A 1 1 #of events 91 Return to Table of Contents City Clerk Accomplishments & Objectives FY 2023/24 Accomplishments High Performing Organization • Hired Municipal Records Manager to implement a centralized Records Management Program. • Contracted with a qualified records consultant to update records retention guidelines for 2024. • Established a Records Management Division to centralize record keeping citywide. • Submitted for a new Administrative Regulation for a centralized Records Management Program for legal review. • Coordinated with various department key staff members to identify records management needs and provided essential solutions to recordkeeping issues requiring immediate action. • Assisted the Orange County Registrar of Voters to administer the March 5, 2024, Statewide Primary election by executing Vote Center entry permit(license) agreements for six City properties. • Administered 253 SEI—Form 700 forms filed through NetFile's hosted online application. • Administered FPPC campaign disclosure filings for 63 active committees through NetFile's hosted online application. • Received 100% Passport Acceptance Agent recertification with the U.S. Department of State. • Hired an Assistant City Clerk. • 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). • Produced and received City Council approval for meeting minutes at each regularly scheduled meeting per documented performance measure. • Assisted in staff training of duties and responsibilities for liaisons to boards and commissions. r Public Engagement • Received close to 500K 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. • Published agenda notification bi-monthly to over 1,800 subscribers. • Facilitated the 2024 Safe and Sane Fireworks Lottery and Application Process to qualify 15 non- profits from a large pool of applicants to sell fireworks during the July 4th holiday. 92 Return to Table of Contents City Clerk Accomplishments & Objectives FY 2024/25 Objectives High Performing Organization • Finalize Records Management Division operations. • Implement new Records Retention Schedule to improve functionality; centralize offsite records storage. • Records Specialist to host a GovQA training event on navigating the application for best practices in California Public Records Act(CPRA)compliance, and distribution of GovQA quick tips. ft Public Engagement • Obtain Council approval to procure/install electronic bulletin boards at select facilities to display City calendar events including meeting information, highlight special projects, advertise City services, etc. • Host at least one community event to promote voter registration. • Successfully facilitate the 2025 Safe and Sane Fireworks Lottery and Application Process. • Continue public outreach efforts to promote open government and transparency. 93 Return to Table of Contents City Clerk Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 26% Non-Operating Expenses Personnel Services 6% 68% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 734,439 739,405 836,085 1,021,495 1,117,689 975,442 Operating Expenses 222,122 368,569 372,164 83,096 550,224 372,096 Non-Operating Expenses 96,194 91,366 Total Expenditures by Category 956,561 1,107,974 1,208,249 1,200,785 1,667,913 1,438,904 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 956,561 1,107 974 1,208,249 1,200,785 1,667,913 1,438.904 Total Expenditures by Fund 956,561 1,107,974 1,208,249 1,200,785 1,667,913 1,438,904 94 Return to Table of Contents City Clerk Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 401,793 408,905 456,674 661,223 661,223 642,751 -2.79% Salaries,Temporary 69,215 96,380 105,152 118,525 118,525 107,000 -9.72% Salaries, Overtime 1,635 3,381 10,070 3,050 3,050 3,050 0.00% Leave Payouts 9,794 8,268 8,801 8,000 8,000 8,000 0.00% Benefits 252,002 222,471 255,388 230,697 326,891 214,641 -6.96% PERSONNEL SERVICES 734,439 739,405 836,085 1,021,495 1,117,689 975,442 -4.51% OPERATING EXPENSES Utilities 90 247 138 Equipment and Supplies 23,580 32,505 30,526 27,846 27,846 27,846 0.00% Repairs and Maintenance 344 125 5,000 5,000 -100.00% Conferences and Training 2,550 3,794 1,060 3,750 3,750 3,750 0.00% Professional Services 500 500 700 1,000 1,000 1,000 0.00% Other Contract Services 189,035 325,759 333,863 39,000 506,128 333,000 753.85% Expense Allowances 6,023 5,639 5,848 6,000 6,000 6,000 0.00% Other Expenses 30 500 500 500 0.00% OPERATING EXPENSES 222,122 368,569 372,164 83,096 550,224 372,096 347.79% NON-OPERATING EXPENSES Transfers to Other Funds 96.194 91,366 -5.02% NON-OPERATING EXPENSES 96,194 91,366 -5.02% Grand Total 956,561 1,107,974 1,208,249 1,200,785 1,667,913 1,438,904 19.83% General Fund 956.561 1,107,974 1208.249 1,200,785 1,667,913 1,438,904 19.83% Grand Total 956,561 1,107,974 1,208,249 1,200,785 1,667,913 1,438,904 19.83% 'Personnel Summary 4.00 4.00 5.00 6.00 6.00 6.00 0.00 I 95 Return to Table of Contents City Clerk Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 401,793 408,905 456,674 661,223 661,223 642,751 -2.79% Salaries,Temporary 69,215 96,380 105,152 118,525 118,525 107,000 -9.72% Salaries, Overtime 1,635 3,381 10,070 3,050 3,050 3,050 0.00% Leave Payouts 9,794 8,268 8,801 8,000 8,000 8,000 0.00% Benefits 252,002 222,471 255,388 230,697 326,891 214,641 -6.96% PERSONNEL SERVICES 734,439 739,405 836,085 1,021,495 1,117,689 975,442 -4.51% OPERATING EXPENSES Utilities 90 247 138 Equipment and Supplies 23,580 32,505 30,526 27,846 27,846 27,846 0.00% Repairs and Maintenance 344 125 5,000 5,000 -100.00% Conferences and Training 2,550 3,794 1,060 3,750 3,750 3,750 0.00% Professional Services 500 500 700 1,000 1,000 1,000 0.00% Other Contract Services 189,035 325,759 333,863 39,000 506,128 333,000 753.85% Expense Allowances 6,023 5,639 5,848 6,000 6,000 6,000 0.00% Other Expenses 30 500 500 500 0.00% OPERATING EXPENSES 222,122 368,569 372,164 83,096 550,224 372,096 347.79% NON-OPERATING EXPENSES Transfers to Other Funds 96,194 91.366 -5.02% NON-OPERATING EXPENSES 96,194 91,366 -5.02% Total 956,561 1,107,974 1,208,249 1,200,785 1,667,913 1,438,904 19.83% Personnel Summary 4.00 4.00 5.00 6.00 6.00 6.00 0.00 Significant Changes Decreases in Temporary Salaries reflect a full year of expenditure cuts approved as part of the FY 2023/24 Budget Balancing Plan. Decreases in Repairs and Maintenance are the result of a citywide effort to realign costs and preserve funding for core services. Other Contract Services includes an increase of$300,000 for the 2024 General Municipal Election. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from normal fluctuations in personnel costs. 96 Return to Table of Contents City Treasurer FY 2024-25 Organizational Chart T. k 1y� City Treasurer r � Deputy CityTreasurer Senior Administrative Assistant Treasury Manager Senior Accountant Accounting Technician Supervisor Senior Accounting Technician Accounting Technician (2.5) 97 CITY OF HUNTINGTON BEACH Return to Table of Contents 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, (41\\ custody and safekeeping of all City funds. The City Treasurer is accountable for the investment management (A 1, of City funds. Investments are consistently reviewed for compliance with the City's approved investment policy and :1: • governmental regulations. Through prudent fiscal investment -',,!r' 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. Ongoing Activities & Projects Investments Highlights: • Through prudent investment management, oversee and ensure the safety and preservation of funds within the City's pooled investment portfolio. • 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. • Prepare monthly and quarterly investment reports and provide to City Council and appropriate Boards. • Prepare and present City's pooled investment portfolio information for review at quarterly Investment Advisory Board meetings, which are open to the public. • Provide investment management oversight of City's Deferred Compensation Plan, Supplemental Pension Plan, Section 115 Trust account, bond reserve accounts and Retiree Medical investment accounts. • Serve as Treasurer for the City's Central Net Operating Authority and West Orange County Water Board. 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 98 Return to Table of Contents City Treasurer Ongoing Activities & Projects 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$23.5 million in revenue annually at City Hall from permits and fees. • Process over$19.0 million in revenue annually for off-site locations including parking meter revenue and recreation fees. • Process and collect miscellaneous receivables of over$19.9 million from over 57,000 invoices,follow up on delinquent accounts, and answer payment questions. • Collect and process payments of over $17.3 million annually for Transient Occupancy Taxes and over$6.9 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, Monday through Friday. • Assist in the upgrade and implementation of software programs to enhance management of City revenues and deposits. Accomplishments & Objectives FY 2023/24 Accomplishments Fiscal Stability • Received the California Municipal Treasurers Association's Investment Policy Certification. • The City's investment portfolio is expected to generate approximately$9 million in earnings over the 2023/24 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 $350 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. • Effectively managed internal cash flow forecast to ensure the City's daily cash flow demands are met. • Maintained and updated investment policies for the City and for Joint Powers Authorities where the City is the administrator. • Served as the City liaison to the Investment Advisory Board and presented the Annual Report to City Council. 99 Return to Table of Contents City Treasurer Accomplishments & Objectives • Completed transition of banking relationship to U.S. Bancorp(purchase of Union Bank)and continue to investigate potential products and technological enhancements to improve efficiencies and security. • Collaborated with Community Development Department to improve and enhance the revenue receipt and collections processes of the City's Short-Term Rental program. (Ongoing) FY 2024/25 Objectives High Performing Organization • Develop and provide additional training to various City departments that collect funds. • Provide additional customer service training opportunities for all departmental staff. • Pursue innovative efficiencies to provide additional customer service improvements. Fiscal Stability • Evaluate and maintain strong internal controls. • Continue to meet core investment policy objectives of safety, liquidity and obtaining a market yield through budgetary and market cycles with no compliance issues. • In conjunction with the Information Services Department, continue to monitor and improve cash collection systems and software to enhance security of funds. • Enhance the revenue receipt and collections processes within the Short-Term Rental program through collaboration with the Community Development Department and associated vendors. • Achieve cost savings and labor efficiencies through increased electronic payments citywide. • Improve upon the City's cash forecasting to appropriately meet liquidity requirements and enhance earnings. • Identify and implement additional business process improvements. 100 Return to Table of Contents City Treasurer Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 24% -'41414.11/4 Non-Operating Expenses Personnel Services 7%( 69% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 261,716 243,414 316,021 1,285,504 1,419,856 1,302,767 Operating Expenses 24,117 35,368 33,443 441,060 441,060 459,260 Non-Operating Expenses 134,352 130,820 Total Expenditures by Category 285,833 278,783 349,464 1,860,916 1,860,916 1,892,847 Expenditures by Fund 100 General Fund 100% 1, __ \ Y FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 285,833 278,783 349,464 1,860,916 1,860,916 1,892,847 Total Expenditures by Fund 285,833 278,783 349,464 1,860,916 1,860,916 1,892,847 101 Return to Table of Contents City Treasurer Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 153,498 161,757 220,749 923,192 923,192 919,930 -0.35% Salaries, Overtime 14 83 Leave Payouts 7,776 4,430 5,286 30,000 30,000 30,000 0.00% Benefits 100,429 77.144 89,986 332.312 466,664 352.837 6.18% PERSONNEL SERVICES 261,716 243,414 316,021 1,285,504 1,419,856 1,302,767 1.34% OPERATING EXPENSES Equipment and Supplies 6,453 3,222 6,213 13,948 13,948 13,948 0.00% Repairs and Maintenance 10,836 20,797 15,000 27,904 27,904 27,904 0.00% Conferences and Training 175 1,036 2,512 3,966 3,966 3,966 0.00% Professional Services 630 4,290 2,904 Other Contract Services 10 383,142 383,142 401,342 4.75% Expense Allowances 6,023 6,023 6,778 12,100 12,100 12,100 0.00% Other Expenses 26 OPERATING EXPENSES 24,117 35,368 33,443 441,060 441,060 459,260 4.13% NON-OPERATING EXPENSES Transfers to Other Funds 134,352 130,820 -2.63% NON-OPERATING EXPENSES 134,352 130,820 -2.63% Grand Total 285,833 278,783 349,464 1,860,916 1,860,916 1,892,847 1.72% General Fund 285,833 278,783 349.464 1,860.916 1,860.916 1,892,847 1.72% Grand Total 285,833 278,783 349,464 1,860,916 1,860,916 1,892,847 1.72% Personnel Summary 1.50 1.50 9.50 9.50 9.50 9.50 0.00 Note:0.75 FTE is charged to the Water Fund(506). Corresponding salary and benefit costs are reflected in the Water Fund expenditure page in the Public Works section. 102 Return to Table of Contents City Treasurer Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 153,498 161,757 220,749 923,192 923,192 919,930 -0.35% Salaries, Overtime 14 83 Leave Payouts 7,776 4,430 5.286 30,000 30,000 30,000 0.00% Benefits 100,429 77,144 89,986 332,312 466,664 352,837 6.18% PERSONNEL SERVICES 261,716 243,414 316,021 1,285,504 1,419,856 1,302,767 1.34% OPERATING EXPENSES Equipment and Supplies 6,453 3,222 6,213 13,948 13,948 13,948 0.00% Repairs and Maintenance 10,836 20,797 15,000 27,904 27,904 27,904 0.00% Conferences and Training 175 1,036 2,512 3,966 3,966 3,966 0.00% Professional Services 630 4,290 2,904 Other Contract Services 10 383,142 383,142 401,342 4.75% Expense Allowances 6,023 6,023 6,778 12,100 12,100 12,100 0.00% Other Expenses 26 OPERATING EXPENSES 24,117 35,368 33,443 441,060 441,060 459,260 4.13% NON-OPERATING EXPENSES Transfers to Other Funds 134,352 130,820 -2.63% NON-OPERATING EXPENSES 134,352 130,820 -2.63% Total 285,833 278,783 349,464 1,860,916 1,860,916 1,892,847 1.72% Personnel Summary 1.50 1.50 8.75 8.75 8.75 8.75 0.00 Significant Changes As of May 2023,the reporting relationship of the City's Revenue Services Division was reinstated under the City Treasurer's Department to ensure compliance with the City Charter. The approved re-organization plan included the transfer of six positions from Finance to the City Treasurer, plus the addition of two new positions and elimination of one part-time position. Increases in Other Contract Services are for increased costs of normal business activities. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from normal fluctuations in personnel costs. 103 Return to Table of Contents City Manager's OfficeTR FY 2024-25 Organizational Chart --4.4 444 : fill f II l ! City Manager Assistant Cit Manager Deputy City Manager Administration & Communications and Homelessness and City Council Support HBTV Behavioral Health Assistant to the Homeless Services Public Affairs Manager City Manager Manager Council Policy Analyst Public Affairs Officer Social Services Supervisor Executive Assistant to Multimedia Coordinator Social Worker (3) the City Manager Graphic Designer Management Aide 104 CITY OF HUNTINGTON BEACH Return to Table of Contents City Manager Department Description City Manager's Office The City of Huntington Beach operates under a Council-Manager form of government, whereby the City Manager is authorized by the City Council to oversee the City's day-to-day operations and carry out the policies set by the • City Council. The City Manager provides executive supervision over the City's 12 departments and serves as the primary liaison to Council Members. The City Manager's Office consists of 3 divisions: Administration & City i Council Support; Office of Communications; and Homelessness & Behavioral yy / Health Services. J dp l'.M1 !� Administration & City Council Support The Administration and City Council Support Division works with the City's departments to coordinate and implement Council policies and procedures; participates in labor negotiations with 9 bargaining units; and coordinates strategic planning efforts, budget development, and special projects. Interim City Manager Eric G.Parra Administration is also responsible for monitoring federal, state, and regional legislation that may impact the City and coordinates with all departments to secure outside funding sources to support major initiatives. Finally, Administration oversees a citywide system of approximately 30 Boards, Commissions,and Committees(BCCs)and provides direct staff support to 6 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, websites, public service announcements, events, and social media. The Office of Communications also maintains working relationships with media outlets and implements strategies for improved communication throughout the community. This team is also responsible for managing the operation and programming of HBTV3, a City-operated cable TV station that broadcasts City Council and Planning Commission meetings, as well as creative content tailored to the interests of the Huntington Beach community. Homelessness & Behavioral Health Services Homelessness & Behavioral Health Services offers support services focused on individuals experiencing homelessness and/or 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 volunteers, donations, and supportive services. 105 Return to Table of Contents City Manager Ongoing Activities & Projects Administration & City Council Support • Under the vision and direction of the City Council, provide citywide leadership, management,strategic planning, and financial planning for 12 City departments. • Manage the City Council meeting agenda process in coordination with the City Clerk's Office. • Manage labor relations with the City's 9 employee bargaining units. • Coordinate and enforce internal policies and procedures. • Provide staff assistance to 6 Boards, Commissions, and Committees (BCCs) to further the policy goals of the City Council: • City Celebration Committee • Communications Council Committee • Homeless Task Force/Community Meetings • Intergovernmental Relations Committee • School District/City Community Meeting • Southeast Area Council Committee • Provide legislative analysis and advocacy on state and federal legislation that may impact the City. • Coordinate grant-writing efforts and collaborate with departments to secure outside funding. • Coordinate the City's and City Council Members' participation with regional and state agencies and policy bodies. • Receive and coordinate responses to citizen inquiries sent to the City Council and City Manager. • Provide administrative support and responsive customer service. Office of Communications & HBTV • Manage and administer public information and cable ,,,„, CITY Of television functions. ` � " ''` HUNTINGTON • Establish and maintain relationships with, as well as .k BEACH respond to inquiries from, members of national and local broadcast and print media. • Establish and maintain relationships with community groups and City stakeholders to support the City's outreach and messaging. '~` • Oversee citywide communications and outreach efforts Wit ', �� including creating and disseminating information through is various channels such as the City's website, Surf City l�'� li�,�l► l�llII1(lh11I1I ! �' 6+ Break, HBTV3, press releases, social media, email Pf 11 i� MIill marketing, and community engagement activities. I_ , • • Develop and manage the citywide branding guide to provide consistent messaging as well as a new Official Brandin Community Engagement Policy and Toolkit that will be 9 used for City programs and initiatives. Guidelines • Oversee the redesign and reorganization of the City's website. • 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, movies, and shows. 106 Return to Table of Contents City Manager Ongoing Activities & Projects Homelessness & Behavioral Health Services • The first segment of the Huntington Beach System of Care, the �NVNTINCrO Homeless Task Force, is a dedicated team of full-time police �O 4, officers, social workers, and outreach staff members that provide Addl OIL<?-7 street outreach, engagement, and case management services to (� Cs individuals experiencing homelessness; this includes connecting S them to a shelter, permanent and transitional housing, and supportive services. EN • The Huntington Beach Navigation Center provides services for up to 174 individuals experiencing homelessness. The Navigation Center offers safe shelter, meals, housing navigation, and supportive services that help reduce barriers to housing. • The City is engaged in the planning and development of the ySr�M OF G�� Huntington Beach Pathways Project, which is an integrated approach to provide both temporary shelter and permanent supportive housing on one site. • The Be Well Huntington Beach mobile crisis response program, the first of its kind in Orange County, responds to non-emergency calls for mental health concerns, which frees the City's public safety personnel to respond to more emergent situations. The Be Well vans are staffed with trained Crisis Intervention Specialists,who respond directly to cases at homes, businesses, schools, parks,street and community locations,to de-escalate those in a mental health or substance use crisis. They also facilitate hospitalizations/detox, linkage to ongoing supportive services, and treatment for both housed and unhoused individuals. • The City also maintains partnerships with local organizations and agencies to expand the City's reach and provide additional services to individuals experiencing homelessness. 107 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal 1. Manage City resources to ensure expenditures do not exceed Council approved spending authority by presenting a balanced budget to the City Council, including use of required reserves. Measure: Balanced budget presented to City Council. Yes Yes Yes Consider new revenue sources to support Yes Yes Yes priority initiatives and projects. Goal 2. Review legislation for potential impact on the City; assist the City Council in participating in •ii,• regional, state, and federal policy bodies, and 01 assist City departments in identifying potential funding opportunities. Measure: Maintain regional appointments and establish Yes Yes Yes an ongoing program to identify and secure new state and/or federal funding. Goal 3. Plan and coordinate a 4-year strategic plan working closely with the City Council and 13. leadership team. 01 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. Goal: 4. Strengthen organizational leadership capacity for internal support structure and succession planning. 4 01 Measure: Provide proactive communication and training Yes Yes Yes opportunities to Executive Leadership(ELT)and Deputy Leadership Team (DLT). Coordinate at least two ELT/DLT 2 2 2 meetings/retreats a year. 108 Return to Table of Contents City Manager Performance Measures FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 5. Expand high quality and timely public ,� it 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 4 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. Implement high quality, robust multimedia Yes Yes Yes communication tools (i.e. websites, social media, videos,etc.) Goal: 6. Continue open communication with employees and labor groups through regular meetings,the li[;• meet & confer process, and employee M in newsletters. Measure: Maintain open and frequent communication Yes Yes Yes with all labor groups and employees. Goal: 7. Continue to provide staff support for the citizen led boards and commissions overseen by the ,*°• City Manager's Office. Measure: Provide training and ongoing support to the 2 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 all 2 2 1 the Boards and Commissions,and Committees members(e.g.media training). 109 Return to Table of Contents City Manager Performance Measures FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 8. 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 209 209 system of care programs. Sustain or increase the number of volunteers and partnerships with community-based organizations to provide direct services to NA 20 30 prevent or reduce homelessness. Accomplishments & Objectives FY 2023/24 Accomplishments High Performing Organization • Successfully negotiated and approved Memorandums of Understanding with four labor unions. • Restructured the city's Boards, Commissions, and Committees (BCCs) for greater efficiency and efficacy. • Hosted the citywide Boards, Commissions, and Committees Reception and Onboarding training session, 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. • Implemented a Council-approved 4-year Strategic Plan to identify and lay out a road map to effectuate the City Council's priorities and goals. • Implemented the first of an ongoing, statistically valid, biennial Quality of Life survey to gauge the needs and priorities of residents. • Implemented online and in person citywide customer service training to develop a standard City level of service excellence across all City departments. • Completed the 2024 Legislative Platform. • Completed a revised City Council Manual to serve as a more comprehensive guide that includes Council rules and procedures. • Completed a comprehensive review of the Charter and placed three ballot measures on the March 2024 Primary Election for voter consideration. Fiscal Stability • Contracted with state and federal lobbyists to identify legislation and possible funding for City projects and programs. Received $1.45 million in state funding for Navigation Center operations and the Circuit Downtown Shuttle program with Senator Dave Min's partnership and advocacy; received $500K in federal funding to support the Be Well mobile crisis response program in partnership with Senator Diane Feinstein. • Initiated efforts to begin centralizing citywide real property leases. 110 Return to Table of Contents City Manager Accomplishments & Objectives Homelessness • Completed the third year of operations for the City's Navigation Center with a maximum bed capacity of 174, providing much needed shelter, services, and housing opportunities. Last year, the Huntington Beach Navigation Center(HBNC)served 209 homeless individuals (unduplicated). With the help of Mercy House Housing Navigators and the City's Homeless Outreach Social Workers, 56 individuals have successfully transitioned from the streets to housing. The Navigation Center served 155,327 meals and provided 58,660 bed nights with an average occupancy rate of 93%. • 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 2023 alone, the HB CARES volunteers, HTF officers, and social workers conducted over 6,227 outreach contacts and connected them to various resources. • Completed another successful year of operations for Be Well OC in Huntington Beach, whose Crisis Interventionist spent 4,424 hours on mental health-related calls. They transported clients to crisis stabilization units, detox centers, or sobering centers 380 times and provided 7,852 services, including resource linkage, follow-up check-ins, transports, and intakes. • Hosted a Community Connections event at Edison Park to spread awareness of our programs while giving back to our community. • Established Social Worker Office Hours at the Police Department, and at other locations with community partners, to increase access points for the community members in need of assistance. After receiving additional support and guidance from the City Council, staff continues to work with Jamboree Housing on development of the Pathways Project. • Launched data dashboards to monitor the progress of both the Navigation Center and Be Well. The annual report was published to the City website. • Established the HB CARES Volunteer Program consisting of trained volunteers. Additionally, a network of partnerships with community-based organizations was developed to provide various services and resources aimed to help reduce or prevent homelessness. ft Public Engagement • Continued updating and utilizing a one-stop shop for City news, SurfCityBreak.com,to help the public remain abreast of what's happening at City Hall. • Completed 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 members. • Introduced new communications tools and technology to provide a better overall customer experience and easier access to public information. • Developed new digital content, informational collateral, public service announcements, and press releases to keep the community informed. • Started buildout of a new HBTV studio to allow for higher quality and more timely digital content. • Implemented the City's Celebration Calendar and Committee to provide a more cohesive and streamlined approach to public announcements and celebrations. Developed new monthly themed content built around the Celebration Calendar monthly themes. • 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 HBTV3 operations, including launching livestreaming capabilities, as well as Roku and Apple TV players. Expanded its presence on YouTube, along with greater viewership of content online. 111 Return to Table of Contents City Manager Accomplishments & Objectives • Established the weekly email newsletter "Surf City Weekly" sent to a distribution of over 80,000 individuals with the latest events and news happening in Huntington Beach. • Continued to provide original programming for HBTV3 including Hidden Huntington Beach, Surf Scene, Mayor's Roundtable, and FlasHBack, which provided valuable content on local history and culture. • Coordinated the Citizen's Academy Program (23 participants) and the Junior Citizens Academy targeting middle-school students(24 participants). • Planned and supported several special events including: State of the City, Mayor's Breakfast, 9/11 Memorial Ceremony, Oak View Neighborhood Beautification Groundbreaking, Coastal Sand Replenishment Kickoff, Mayor's Town Halls, etc. • Managed and issued nearly 60 film permits that provided the City with an additional source of revenue and greater exposure in local media and the entertainment industry. FY 2024/25 Objectives High Performing Organization • Continue to develop the City's first one-stop-shop to better facilitate development services for our community. • Continue to provide staff support to over 6 Boards, Commissions, and Committees within the City Manager's Office. • Develop and complete the next statistically valid Quality of Life Community Survey project. Fiscal Stability • Continue to provide fiscally responsible leadership and strategies to maintain a balanced budget and strong fiscal outlook for future years. • Oversee development of the City's annual budget and financial forecasting. Monitor actual revenues received and update financial forecasting. • Aggressively pursue grant funding opportunities in collaboration with City departments to achieve the City Council's Strategic Goals. • Establish a grant application and management program in coordination with all City departments. • Establish a real estate program to centralize, evaluate, and manage all City leases more uniformly. ft Public Engagement • Strengthen the function of the Office of Communications to effectively communicate news to all demographics and react quickly to emergent situations. • Continue to build a unique brand for the City and standardize the external look and messaging across all departments. • Work with the Fire and Police Departments to develop a comprehensive Crisis Communications Plan and modernize the existing emergency notification system and to develop a comprehensive recruitment campaign to attract talent to the City. • Incorporate new community engagement technology to make finding information easier. • Continue to update and streamline existing website content and create a user-friendly experience for visitors. • Expand in-person community engagement and provide more opportunities for residents and partners to engage with elected officials and City staff. • Enhance the City's MyHB application and make it easier for residents to submit requests and communicate with City Council and staff. 112 Return to Table of Contents City Manager Accomplishments & Objectives • Look into opportunities for revenue generation,such as paid HBTV sponsorships and online Huntington Beach apparel and accessories store. • Create a central data platform and performance dashboard. a Homelessness • Oversee design and funding opportunities for the new Pathways Project as a permanent navigation center and permanent supportive housing site, beyond the current temporary navigation center. • Identify programmatic and operations needs at the future Pathways Project. • Identify infrastructure repairs and upgrades needed to continue operations of the temporary navigation center through 2026. • Continue to identify opportunities to increase access to transitional or permanent supportive housing for the homeless. • Obtain an integrated data system that allows for client information exchange to facilitate their care and future housing placement. • Enhance and refine data dashboards to monitor the progress of both the Navigation Center and Be Well. • Publish an annual report for the community to demonstrate how Homelessness and Behavioral Health resources are being utilized to support all the community. 113 Return to Table of Contents City Manager Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 19% /Sol Capital ` Expenditures 4% Non-Operating Personnel Services ‘1,,_, Expenses 70% Ni4 7% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 1,497,822 1,652,406 2,558,229 2,814,184 3,118,028 2,648,590 Operating Expenses 639,141 900,578 1,071,201 901,140 2,387,700 723,040 Capital Expenditures 143 243,706 10,144 490,000 699,000 150,000 Non-Operating Expenses 3,120 1004 303,844 278,653 Total Expenditures by Category 2,137,106 2,799,811 3,640,579 4,509,168 6,204,728 3,800,283 Expenditures by Fund 100 General Fund 94% (11, 101 Specific Events 2% ., ) 243 Surf City Channel 3 Cable 4% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 1,726,164 2,108,671 3,317,116 3,954,168 5,425,732 3,585,283 101 Specific Events 10,159 38,153 13,298 65,000 65,000 65,000 103 Donations 450 3,294 1,450 6,872 243 Surf City Channel 3 Cable 371,471 636,022 308,715 490,000 707,123 150,000 1240 EPIC Challenge 28,861 13,672 Total Expenditures by Fund 2,137,106 2,799,811 3,640,579 4,509,168 6,204,728 3,800,283 114 Return to Table of Contents City Manager Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 867,745 921,116 1,622,509 2,050,540 2,050,540 1,960,296 -4.40% Salaries,Temporary 10,187 126,927 20,060 34,161 34,161 12,741 -62.70% Salaries,Overtime 9,217 31,288 9,812 43,285 43,285 41,893 -3.22% Leave Payouts 32,439 24,062 54,140 25,000 25,000 25,000 0.00% Benefits 578,233 549,013 851,709 661,198 965,042 608,660 -7.95% PERSONNEL SERVICES 1,497,822 1,652,406 2,558,229 2,814,184 3,118,028 2,648,590 -5.88% OPERATING EXPENSES Utilities 199 16 2,595 Equipment and Supplies 89,071 90,854 164,448 86,500 93,372 85,250 -1.45% Repairs and Maintenance 3,004 6,779 41,555 10,500 10,500 35,550 238.57% Conferences and Training 8,961 25,051 22,925 28,200 28,200 29,450 4.43% Professional Services 442,694 636,533 765,959 615,000 2,094,687 475,000 -22.76% Other Contract Services 75,496 125,580 48,095 129,240 129,240 61,290 -52.58% Expense Allowances 19,716 15,765 25,624 31,700 31,700 36,500 15.14% OPERATING EXPENSES 639,141 900,578 1,071,201 901,140 2,387,700 723,040 -19.76% CAPITAL EXPENDITURES Improvements 227,524 2,439 209,000 Equipment 143 16,182 7,706 490,000 490,000 75,000 -84.69% Vehicles 75,000 100.00% CAPITAL EXPENDITURES 143 243,706 10,144 490,000 699,000 150,000 -69.39% NON-OPERATING EXPENSES Transfers to Other Funds 3,120 1,004 303,844 278,653 -8.29% NON-OPERATING EXPENSES 3,120 1,004 303,844 278,653 -8.29% Grand Total 2,137,106 2,799,811 3,640,579 4,509,168 6,204,728 3,800,283 -15.72% General Fund 1,726,164 2,108,671 3,317,116 3,954,168 5,425,732 3,585,283 -9.33% Other Funds 410,941 691,140 323,463 555,000 778,996 215,000 -61.26% Grand Total 2,137,106 2,799,811 3,640,579 4,509,168 6,204,728 3,800,283 -15.72% Personnel Summary 7.00 8.00 14.00 16.00 16.00 16.00 0.00 115 Return to Table of Contents City Manager Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 867,745 918,296 1,621,615 2,037,000 2,037,000 1,945,652 -4.48% Salaries, Temporary 10,187 126,691 19,887 34,161 34,161 12,741 -62.70% Salaries, Overtime 170 727 1,662 Leave Payouts 32,439 24,062 54,140 25,000 25,000 25,000 0.00% Benefits 577,121 544,478 850,628 656,493 958,367 603,779 -8.03% PERSONNEL SERVICES 1,487,663 1,614,254 2,547,931 2,752,654 3,054,528 2,587,172 -6.01% OPERATING EXPENSES Utilities 199 16 2,595 Equipment and Supplies 87,621 84,430 112,229 86,500 86,500 85,250 -1.45% Repairs and Maintenance 739 100 2,010 10,500 10,500 35,550 238.57% Conferences and Training 8,961 25,051 22,925 28,200 28,200 29,450 4.43% Professional Services 112,025 292,799 557,701 615,000 2,086,564 475,000 -22.76% Other Contract Services 9,241 76,255 45,095 127,740 127,740 59,790 -53.19% Expense Allowances 19,716 15,765 25,624 31,700 31,700 36,500 15.14% OPERATING EXPENSES 238,502 494,417 768,180 899,640 2,371,204 721,540 -19.80% NON-OPERATING EXPENSES Transfers to Other Funds 1.004 301.874 276,571 -8.38% NON-OPERATING EXPENSES 1,004 301,874 276,571 -8.38% Total 1,726,164 2,108,671 3,317,116 3,954,168 5,425,732 3,585,283 -9.33% Personnel Summary 7.00 8.00 14.00 15.90 15.90 14.39 (1.51) Significant Changes Decreases in Personnel Services (Permanent and Benefits) are due to a reallocation of eligible Homelessness & Behavioral Health salaries to the Low and Moderate Income Housing Asset Fund (LMIHAF) Fund 352. Changes in Operating Expenses and Temporary Salaries reflect the realignment of funding between expenditure categories and divisions, as well as a citywide effort to realign costs and preserve funding for core services. 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. 116 Return to Table of Contents City Manager Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Specific Events on PERSONNEL SERVICES Salaries, Permanent 2,821 894 13,540 13,540 14,644 8.15% Salaries,Temporary 235 173 Salaries, Overtime 9,047 30,561 8,150 43,285 43,285 41,893 -3.22% Benefits 1,112 4,535 1,081 4,705 6,675 4,881 3.74% PERSONNEL SERVICES 10,159 38,153 10,298 61,530 63,500 61,418 -0.18% OPERATING EXPENSES Other Contract Services 3,000 1,500 1,500 1,500 0.00% OPERATING EXPENSES 3,000 1,500 1,500 1,500 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 1,970 2,082 5.69% NON-OPERATING EXPENSES 1,970 2,082 5.69% Total 10,159 38,153 13,298 65,000 65,000 65,000 0.00% Significant Changes This fund accounts for film permit issuance, which includes revenue associated with permit applications, and covers 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00101 Specific Events 161,474 95,669 65,000 65.000 65,000 Total 161,474 95,669 65,000 65,000 65,000 117 Return to Table of Contents City Manager Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Surf City"3" Cable Channel(243) OPERATING EXPENSES Equipment and Supplies 400 50,768 Repair&Maintenance 2,264 6,679 39,544 Professional Services 302,808 335,912 208,258 8.123 Other Contract Services 66,255 49,325 OPERATING EXPENSES 371,328 392,315 298,571 8,123 CAPITAL EXPENDITURES Improvements 227,524 2,439 209,000 Equipment 143 16,182 7,706 490,000 490,000 75,000 -84.69% Vehicles 75,000 100.00% CAPITAL EXPENDITURES 143 243,706 10,144 490,000 699,000 150,000 -69.39% Total 371,471 636,022 308,715 490,000 707,123 150,000 -69.39% 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 the cities of 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00243 Surf City"3" Cable Channel 539,482 534.303 520,586 490,000 490.000 480,000 (10,000) Total 539,482 534,303 520,586 490,000 490,000 480,000 (10,000) 118 Return to Table of Contents City Manager Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Donations (103), and Sustainability (1233,1240) OPERATING EXPENSES Equipment and Supplies 1,450 6,024 1.450 6,872 Professional Services 27,861 7,822 OPERATING EXPENSES 29,311 13,846 1,450 6,872 NON-OPERATING EXPENSES Transfers to Other Funds 3,120 NON-OPERATING EXPENSES 3,120 Total 29,311 16,966 1,450 6,872 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023124 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00103 Donations 667 415 01233 OC Recycling Market Dev Zone 1,004 01240 EPIC Challenge 42,533 Total 43,200 1,419 119 Return to Table of Contents Community Development - ---- . FY 2024-25 Organizational Chart , . 4:,;I )..... fig,1t _. �I i .. .! '... . Director of Community Development Administration i'rincipal Managcl7u,nt :,rrolyst Management Analyst Senior GIS Analyst Senior Administrative Assistant Administrative Assistant(2) r -- ----- Development Services Community Enhancement Deputy Director of Community Development Deputy Director of Community Development I i I I I i I I I I I Planning Permit Center Building Housing Code Enforcement Economic Development Planning Manager Permit&Plan Check Building Official Housing Manager Code Enforcement Economic Development Supervisor ---- - - - - .._ _.—_...__..___.____ Manager Manager Principal Planner Plan Check Engineer(2) Senior Management ----------------- ----------- ----- Senior Permit Analyst(1.5) Principal Code Economic Development Senior Planner(2) Technician(4) Building Inspection --------------- Enforcement Officer(2) Project Manager Manager Management Aide Associate Planner(3) Permit Technician Senior Code Building Inspection Enforcement Officer(4) Associate Planner Supervisor — Code Enforcement Assistant Planner(2) Principal Combination Officer(3) Inspector(2) Administrative Code Enforcement Assistant Senior Combination Technician Inspector(6) Office Assistant II Office Assistant II Combination Inspector(3) Building Inspector 120 CITY OF HUNTINGTON BEACH Return to Table of Contents 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 to: 1) Promote a high-quality built environment by planning for future growth and development of the City while ensuring development proposals conform to the City's vision and implementing documents. 2) Ensure that current construction is safe and in alignment with the City's vision and complies with all Federal, State and local regulations. 3) Enhance inclusive prosperity by promoting attainable housing, preserving quality neighborhoods, providing necessary public services and facilities, and creating job opportunities by growing the local economy. The Community Development Department is comprised of two primary areas: Development 1 -- —. : Services and Community Enhancement. ---,.. -�~' ' '', . -- Development Services consist of the following ; Y1h= divisions: Planning, Building and the Permit Center. ` - ---it.....--- `---`" 3 ' ,_yam �: - ,,tr.-i`- Community Enhancement includes Housing, Code s � � • . ;-. Enforcement and Economic Development. The `"" '` '"'"'..-- Community sue,= b o -�'1,...- _.: Community Development Department strives to behave in a team-oriented way with humility, social 11 'At, ` " awareness, passion, exceptionality, and integrity ' , ~� z. through the provision of services that reflect the ,_ i, " /� goals of the City Council and community while _,. .- ' -- _,ice/-" r ensuring the health, safety, and welfare of the .�N- '1`' public. Huntington Gateway Business Park 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. A. . ri , 11 LI A .. . ,.. . .., p,_e 0,, ‘‘'''''' 1(1 41 P v f, " A c . .., , i. , (El ' ��^ r_ 121 Return to Table of Contents 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 - Planning). Current Planning is responsible , for coordinating the review of development ;'< '�+, .,�__ • _ • proposals to ensure compliance with the rr 7 City's General Plan and Zoning and ;f` 6 4 {E , FS, Subdivision Ordinance as well as Federal and '•'a . of State regulations. This effort includes ,�;� A-• `.'``y L " processing applications for entitlements ;,:,,•74a-.A.. °., .,_A= - (permits, subdivisions, variances, etc.), •�•• •a , . _ 11 environmental review, and plan check •,-: . •,�...: _ services. Advance Planning involves •y-�.:' .. updating the City's General Plan, Local =_Alt 7`►"- ;�,'ti<' •;; Coastal Program and Specific Plans. These c&_ �+o':`igttV,,ti":� 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 ensures projects are constructed pursuant to the approved plans once ue.s,:- a permit has been issued. The purpose of 1.- Arie• itiii, ,te ._ inspections is to safeguard construction in town `- 'r from unsafe work, protectingthe owners and ' tW* �uurri,�tt1 I I ilwn�r11� ir_�'eIani n Wni Ia 11111 'I ,,.I Ilf'!�I�iE�1111i Yaa ,.,.,.0. ��Mel i„ i I,�l Imuni®11lt. occupants of buildings. Once a construction ," project has passed all inspections and is rilioeilmitraeii-,,v, R~'"�'" l :' �'` '�° r + complete, a Certificate of Occupancy is issued, is -11 1j��11—ii � !� �l 1 r in the case of non-residential buildings, or the ,tl �i��, y = "' I,' permit is finaled for residential construction. �11BiI s�it��M �� r- j 11;�„i' Building Inspectors most often deal directly with 1.1 GI r6H ;w' ►�° "+� T - '• contractors but occasionally will interact directly in i 1 _ r �m _-- _ ,Il with owners on an owner-builder situation. :his — -41.7 3 , 122 Return to Table of Contents 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 The Code Enforcement Division works to maintain an attractive, safe community, which .S•°'" ''"•',: helps improve both property values and the quality of life within the City. Code I;,,, , 11' + Enforcement Officers interact with residents and businesses daily to enforce certain ll1 ; Ili provisions of the City's Municipal Code, primarily through voluntary compliance with !lliii,' escalated enforcement as needed. ' o Economic Development Division Economic Development activities include business development efforts via business retention, expansion, * . and attraction programs which strive to grow the local , . _.,;,, ,'f" ' " tax base, create jobs, and generate wealth by which 'i ite', ' community benefits are derived. The Division acts as �_ ;.'' � } liaison with the Chamber of Commerce, Visit _-- Huntington Beach (VHB), the Downtown Business Improvement District(BID),Golden West College, local _,-- I I, lenders, the Small Business Development Center, the ,u''? iii,', Orange County Business Council, and the Workforce A " A '.4 r: s a'; • ' ' , t Investment Board. These strategic partnerships allow ' ' ,,.rti:, - �'., ` . the City to leverage resources and relationships to ,, f g L! 4• provide businesses the support to grow and r ' ' " . ' ,?,s, _ expand. The Division also helps to manage the leasing w,I: �', •Ar f.. of certain City real estate assets, including the Pier. Housing Division The Housing Division administers the third largest portfolio of affordable housing in the County. The team monitors affordable — • z _, , • units to ensure compliance with regulatory agreements and tracks �`:' f r ' _ ,, —: loan repayments. Additionally, the team assists residents seeking rr ° m r r. information on housing-related services and affordable housing - i r wel e Q' r— e' ,i — opportunities, manages the Community Development Block Grant I t , Program, HOME Investment Partnerships Act Program, Tenant " ."ft`#%. �" K_ Based Rental Assistance (TBRA) Program, and contracts for *'W' k , '- # - - -= ` ' ' public services programs and capital improvement projects. The City owns a mobile home park and management of the park is overseen by the Housing Division. 123 Return to Table of Contents Community Development Ongoing Activities & Projects Administration Division • Accounts Receivable-$10,038,250 payments received (fees, rent, etc.) • Coordinated 10 Planning Commission meetings, 17 Zoning Administrator meetings, and five Design Review Board meetings. • Processed all legally required mailings and public notices—over 25,000 annually. Planning Division • Completed two new or amended zoning ordinances. • Completed one General Plan Amendment. Permit Center & Building Divisions • Permitted 593,074 SF of new residential development. cwt.\ i • Permitted 137,740 SF of residential remodels. + • Permitted 36,986 SF of new non-residential development. r 1 • Reviewed and approved 11,626 permits with a construction } ? • i �` A. valuation of$250 million. i 4i. ` • Received $6.1 million in fee revenue. Ii { A �' ��. i l • 116 residential units finaled. !' ,t;i,4 ,64 j , It I • Processed 670 certificates of occupancy for new and ;,� i s change of business. • Performed over 44,486 building, mechanical, plumbing, - and certificate of occupancy inspections. • Permitted 654 solar photovoltaic systems, including 195 Solar App+ Instant Permits. • Issued 122 Short-Term Rental Permits. Code Enforcement Division • Processed 5,599 code enforcement reports. • Confirmed 3,240 code violations. • Resolved 2,701 violations through voluntary compliance. • Issued $114,750 in citations. • Collected $81,000 in citations. Economic Development Division • Managed leases with annual revenue to the City of over$900,000, not including beach concessions. Housing Division • Provided emergency rental assistance to 33 low-income households through the Tenant Based Rental Assistance (TBRA) Program. • Provided emergency rental assistance to 51 senior, very-low .. income, mobile homeowners through the TBRA program. �� U • Provided final occupancy for five moderate-income housing I� - units. • li +` • Assisted 370 at-risk seniors with Care Management services. UUf - • Helped 18 homeless youth through StandUp for Kids OC. • Provided 253 youth with after school programs through the - - _ Oak View Children's Bureau. Provided fair housing counseling services to 405 households Five Points Senior Apartments • through the Fair Housing Foundation. 124 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 1. Perform 95% of construction inspections on the same day scheduled. Measure: % of construction inspections performed on 98% 99% 99% same day scheduled Goal: 2. Complete 85% of projects submitted (first submittal) for initial plan check within 20 business days. lI — Measure: % of first submittal plan checks completed 92% 96% 88% within 20 business days Goal: 3. Process 95% of building, electrical, plumbing, and mechanical plan checks electronically. Measure: of building, electrical, plumbing, and 94% 99% 99% mechanical plans reviewed electronically instead of on paper Goal: 4. Perform enforcement actions and close 50%of cases within 30 days. Measure: I I % of enforcement action cases closed within 53% 53% 50% 30 days Goal: 5. Process 100% of entitlement applications and environmental reviews within State of rrs California recommended guidelines. Measure: of entitlement applications processed within 100% 100% 100% recommended guidelines 125 Return to Table of Contents Community Development Accomplishments & Objectives FY 2023/24 Accomplishments High Performing Organization • Integrated Accela with Solar App+to comply with SB 379 and issue instant solar permits. • Implemented electronic plan review for planning applications enabling the entire planning entitlement process to be conducted online. • Obtained State grant funding to implement an online permitting platform for standard residential solar and storage systems. • Completed a draft Coastal Resiliency Plan through continued work on the City's certified Local Coastal Program Update. • Cross-trained Senior Permit Technicians to learn how to process and issue several Planning Permits. Fiscal Stability • Monitored City real estate assets and managed leases with annual revenue to the City of over $900,000, not including pier and beach concessions. • 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. fr Public Engagement • Posted approved permits and sample projects on the Community Development website consistent with AB 2234. ki Homelessness • Completed plan check for Homekey Housing's second phase to convert existing short-term living units into long-term care 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. • Aided 18 homeless youth through StandUp for Kids OC. Infrastructure Investment • Constructed new curb ramps and replaced outdated curb ramps in Maintenance Zone 1. Housing • Provided plan check and inspection services for 269 new units of vital senior living at Jamboree Senior Living and Seacliff Senior Living facilities. • 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. 126 Return to Table of Contents Community Development Accomplishments & Objectives Housing • Provided emergency rental assistance to 33 low-income households and 51 very low-income senior, mobile homeowners through the Tenant Based Rental Assistance (TBRA) Program. • 43 lower-income (Jamboree Senior Project) housing units under construction. • Received tax credits and full financing for 62 extremely low,permanent supportive housing at HB Oasis. • Completed five moderate-income housing units. • Provided fair housing counseling services to 405 households through the Fair Housing Foundation. • Completed entitlements for the development of 129 townhomes, including 13 affordable homes, on a 5.6-acre site on the north side of Edinger Avenue west of Gothard Street. • Assisted 370 at-risk seniors with Care Management services. • Provided 253 youth with after-school programs through the Oak View Children's Bureau. Economic Development • Completed phase two and commenced phase three of Huntington Gateway tilt-up buildings. • Renewed the Business Improvement District (BID)with a levy of an assessment for FY 2023/24, and approval of the FY 2023/24 Annual Report for Visit Huntington Beach. • Met regularly with businesses under the business retention and expansion program, as well as supported the business community through the BID, Visit Huntington Beach (VHB), Orange County Business Council (OCBC), Orange County Small Business Development Center (SBDC), Chamber meetings and events, and the Mayor's Economic Development Summit. • Advanced City real estate projects by executing agreements, amendments, and assignments for pier and beach concessions and other City-owned properties. • Conducted an assessment on downtown's social economy which included community outreach and actions steps for the following focus areas: social venues, public space, public safety, venue safety, quality of life, and mobility. • Completed final inspections for new businesses in the City including Fogo De Chao, D1 Training, Mattress Firm, Ike's Sandwiches, Sweetgreen, Snooze AM Eatery, Crumbl Cookies, &Chick-Fil-A. • Launched Streamline Surf City to better assist businesses through the permitting process. FY 2024/25 Objectives 1_11 High Performing Organization • Develop a program for preapproval of accessory dwelling units to comply with AB 1332. • 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. • Complete the Zoning Map Amendment/General Plan Land Use Map consistency project through City Council approval. • Continue processing zoning entitlements in a timely manner and in accordance with Permit Streamlining laws. • 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. 127 Return to Table of Contents Community Development Accomplishments & Objectives n• Housing • Continue processing homebuyer program resale and refinancing requests in a timely manner in compliance with City program guidelines. Fiscal Stability • Collaborate with the City Treasurer and associated vendors to enhance the revenue receipt and collections processes within the Short-Term Rental Program. fir Public Engagement • 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. • Continue to promote the QLess app 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. Economic Development • Continue to work on the Streamline Surf City initiatives to promote the Streamline Specialist Program and develop improvements in the permitting process utilizing the experience and input from the program participants. • Update and implement the City's Economic Development Strategy and work with key stakeholders to solicit input. • Execute a new lease at 21 Main Street(pier concession)for a new visitor-serving restaurant and retail establishment. • Provide instant issuance of express permits upon payment, resulting in faster permitting turnaround times. • Develop a plan and associated fees to allow for expedited plan review services. 128 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 7.......-"*---------Al 22% Capital ----•—n .. _Expenditures 1% . Non-Operating Personnel Services Expenses 70% 7% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 7,059,663 7,703,620 8,428,716 8,519,607 9,517,534 8,755,233 Operating Expenses 3,726,585 2,992,495 5,286,012 3,407,867 7,698,193 2,806,212 Capital Expenditures 55,019 41,332 427,498 459,771 109,385 Non-Operating Expenses 1,271,367 3,763,093 370,297 906,659 115,000 903,385 Total Expenditures by Category 12,112,634 14,500,540 14,085,025 13,261,631 17,790,498 12,574,215 Expenditures by Fund 100 General Fund_ C., 81% 240 HOME Program 9% 239 CDBG 10% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 7,985,880 9,139,699 10,524,519 10,737,898 11,802,203 10,252,741 240 HOME Program 1,114,313 3,928,962 553,227 913,370 3,631,917 1,105,689 308 In-Lieu Parking Downtown 5,074 6,100 50,000 153,838 715 State Grants 196,626 176,707 276,877 129,790 239 CDBG 2,815,815 1,250,098 2,724,302 1,560,363 2,072,750 1,215,785 Total Expenditures by Fund 12,112,634 14,500,540 14,085,025 13,261,631 17,790,498 12,574,215 129 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 4,143,276 4,780,858 5,370,921 6,139,897 6,188,297 6,432,132 4.76% Salaries, Temporary 284,151 186,058 151,583 172,241 210,615 55,417 -67.83% Salaries, Overtime 19,274 25,348 26,290 74,532 79,026 43,896 -41.10% Leave Payouts 111,360 115,314 106,839 104,000 104,000 104,000 0.00% Benefits 2,501,602 2,596,042 2,773,084 2,028,937 2,935,596 2,119,788 4.48% PERSONNEL SERVICES 7,059,663 7,703,620 8,428,716 8,519,607 9,517,534 8,755,233 2.77% OPERATING EXPENSES Utilities Equipment and Supplies 103,680 96,113 118,246 127,442 149,603 107,942 -15.30% Repairs and Maintenance 19,611 48,737 60,736 106,745 157,422 101,745 -4.68% Conferences and Training 22,201 35,752 33,495 65,100 66,300 63,100 -3.07% Professional Services 2,353,496 2,225,912 4,428,278 2,455,930 5,694,266 1,573,049 -35.95% Other Contract Services 310,247 200,238 382,635 152,596 328,285 94,242 -38.24% Insurance 78 Contribution to Private Agency 80,000 80,000 84,423 155,854 155,854 168,179 7.91% Payments to Other Governments 817,052 276,295 124,911 287,000 1,089,263 640,755 123.26% Expense Allowances 20,299 29,354 53,271 57,200 57,200 57,200 0.00% Other Expenses 15 17 OPERATING EXPENSES 3,726,585 2,992,495 5,286,012 3,407,867 7,698,193 2,806,212 -17.65% CAPITAL EXPENDITURES Land Purchase 55,019 Improvements 427,498 427,498 109,385 -74.41 Vehicles 41,332 32,273 CAPITAL EXPENDITURES 55,019 41,332 427,498 459,771 109,385 -74.41% NON-OPERATING EXPENSES Transfers to Other Funds 1,271,367 3,704,217 280,412 906,659 903,385 -0.36% Loans Made 58,876 89,885 115,000 NON-OPERATING EXPENSES 1,271,367 3,763,093 370,297 906,659 115,000 903,385 -0.36% Grand Total 12,112,634 14,500,540 14,085,025 13,261,631 17,790,498 12,574,215 -5.18% General Fund 7,985,880 9,139,699 10,524,519 10,737,898 11,802,203 10,252,741 -4.52% Other Funds 4,126,754 5,360,841 3,560,507 2,523,733 5,988,295 2,321,474 -8.01% Grand Total 12,112,634 14,500,540 14,085,025 13,261,631 17,790,498 12,574,215 -5.18% Personnel Summary 54.00 57.50 57.50 60.50 60.50 61.50 1.00 130 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 3,902,553 4,641,269 5,208,451 5,945,854 5,945,854 6,132,488 3.14% Salaries,Temporary 249,041 186,058 88,410 76,346 71,852 39,947 -47.68% Salaries, Overtime 17,362 22,303 23,242 27,200 31,694 28,200 3.68% Leave Payouts 111,360 115,314 106,839 104,000 104,000 104,000 0.00% Benefits 2,369,516 2,510,740 2.692,383 1,960,484 2,838,914 2,018,840 2.98% PERSONNEL SERVICES 6,649,833 7,475,684 8,119,324 8,113,884 8,992,314 8,323,475 2.58% OPERATING EXPENSES Equipment and Supplies 103,233 96,113 118,246 127,442 129,603 107,942 -15.30% Repairs and Maintenance 19,611 48,737 60,736 106,745 157,422 101,745 -4.68% Conferences and Training 22,201 35,752 33,495 65,100 66,300 63,100 -3.07% Professional Services 712,513 1,139,677 1,930,503 1,286,397 2,262,079 646,485 -49.74% Other Contract Services 237,628 120,540 205,855 102,700 105,013 94,242 -8.24% Insurance 78 Payments to Other Governments 165,543 187,339 3,072 Expense Allowances 20,299 29,354 53,271 57,200 57,200 57,200 0.00% Other Expenses 15 17 OPERATING EXPENSES 1,281,028 1,657,605 2,405,194 1,745,584 2,777,617 1,070,714 -38.66% CAPITAL EXPENSES Land Purchase 55,019 Vehicles 32,273 CAPITAL EXPENDITURES 55,019 32,273 NON-OPERATING EXPENSES Transfers to Other Funds 6,411 878,430 858,552 -2.26% NON-OPERATING EXPENSES 6,411 878,430 858,552 -2.26% Total 7,985,880 9,139,699 10,524,519 10,737,898 11,802,203 10,252,741 -4.52% Personnel Summary 49.52 53.02 52.85 56.52 56.52 56.90 0.38 Significant Changes Increases in Personnel Services (Permanent and Benefits) are for normal fluctuations in personnel costs and the addition of a new Buiding Inspection Supervisor. Decreases in Temporary Salaries and Operating Expenses reflect a full year of expenditure cuts approved as part of the FY 2023/24 Budget Balancing Plan, as well as a citywide effort to realign costs and preserve funding for core services. Decreases in Professional Services are also due to one-time increases in contracted plan check and building inspection services that were included as part of the FY 2023/24 Adopted 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. 131 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Community Development Block Grant(215,239,248) PERSONNEL SERVICES Salaries, Permanent 226,483 139,589 162,471 168,923 168,923 263,223 55.82% Salaries, Temporary 35,109 63,173 94,729 94,729 15,470 -83.67% Salaries, Overtime 1,912 3,045 3,048 47,332 47,332 15,696 -66.84% Benefits 124,046 85.302 80.701 61.556 86.131 89,518 45.43% PERSONNEL SERVICES 387,550 227,937 309,392 372,540 397,115 383,907 3.05% OPERATING EXPENSES Equipment and Supplies 447 Professional Services 1,388,754 639,392 1,918,919 243,000 673,610 244,078 0.44% Other Contract Services 72,619 79,698 166,780 49,896 121,673 -100.00% Contribution to Private Agency 80,000 80,000 84,423 155,854 155,854 168,179 7.91% Payments to Other Governments 79,956 77,869 91,172 287.000 182,000 271,385 -5.44% OPERATING EXPENSES 1,621,777 876,959 2,261,294 735,750 1,133,137 683,642 -7.08% CAPITAL EXPENDITURES Improvements 427,498 427,498 109,385 -74.41% Vehicles 41.332 CAPITAL EXPENDITURES 41,332 427,498 427,498 109,385 -74.41% NON-OPERATING EXPENSES Transfers to Other Funds 806,488 44,995 63,731 24.575 38,851 58.09% Loans Made 58,876 89,885 115,000 NON-OPERATING EXPENSES 806,488 103,871 153,616 24,575 115,000 38,851 58.09% Total 2,815,815 1,250,098 2,724,302 1,560,363 2,072,750 1,215,785 -22.08% Significant Changes The FY 2024/25 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 and Housing Preservation Projects include ADA Curb Cuts/Ramps within Maintenance Zone 2, Tenant Based Rental Assistance Program, Special Code Enforcement and the Housing Rehabilitation Loan Program. The budget includes spending down $94,591 of prior year anticipated fund balance. 132 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Community Development Block Grant(215,239,248) (continued) FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00215 Rehabilitation Loans 130,887 38,821 29,906 00239 CDBG^ 676,921 1,547,684 1,326,271 1,171,668 1,171,668 1,121,195 (50,473) 00248 CDBG CARES Funding 101,754 179,360 1,868,008 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 909,563 1,765,866 3,224,185 1,171,668 1,171,668 1,121,195 133 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year HOME Program (240,854) PERSONNEL SERVICES Salaries, Permanent 14,240 25,120 25,120 36,421 44.99% Salaries,Temporary 1,166 44,034 -100.00% Benefits 8,039 6,897 10,551 11,430 65.72% PERSONNEL SERVICES 22,280 33,183 79,705 47,851 44.20% OPERATING EXPENSES Professional Services 55,602 265,083 305,879 876,533 2,644,948 682,486 -22.14% Payments to Other Governments 571,553 11.067 30.668 907,263 369,370 100.00% OPERATING EXPENSES 627,154 276,150 336,547 876,533 3,552,212 1,051,856 20.00% NON-OPERATING EXPENSES Transfers to Other Funds 464,879 3,652,812 216,681 3.654 5,982 63.71% NON-OPERATING EXPENSES 464,879 3,652,812 216,681 3,654 5,982 63.71% Total 1,114,313 3,928,962 553,227 913,370 3,631,917 1,105,689 21.06% Significant Changes HOME funds are being used for three Tenant Based Rental Assistance (TBRA) Programs, as well as administration costs. The budget includes spending down$567,361 of prior year anticipated fund balance. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00240 HOME Program 676,139 1,021,733 2,433,991 668,370 668,370 538,328 (130,042) 00854 HOME Program 06/07 62,018 Total 676,139 1,021,733 2,496,009 668,370 668,370 538,328 134 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Parking In-Lieu (308) OPERATING EXPENSES Professional Services 5,054 6,100 50,000 53,838 -100.00% Other Contract Services 100,000 Payments to Other Governments 20 OPERATING EXPENSES 5,074 6,100 50,000 153,838 -100.00% Total 5,074 6,100 50,000 153,838 -100.00% 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. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00308 In-Lieu Parking Downtown 115,018 65,717 56,120 54,466 54,466 56,970 2,504 Total 115,018 65,717 56,120 54,466 54,466 56,970 2,503 135 Return to Table of Contents Community Development Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Donations and Other Grants PERSONNEL SERVICES Salaries, Permanent 48,400 PERSONNEL SERVICES 48,400 OPERATING EXPENSES Equipment and Supplies 20,000 Professional Services 196,626 176,707 266,877 59,790 Contribution to Private Agency 10,000 1,600 OPERATING EXPENSES 196,626 176,707 276,877 81,390 Total 196,626 176,707 276,877 129,790 Significant Changes No significant changes. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00715 State Grants 90,967 73,276 67,055 Total 90,967 73,276 67,055 136 Return to Table of Contents Community & Library ,,, ,, ,f w . II Services C��` � � � 11 E IF FY 2024-25 Organizational Chart Director of Community& Library Services Administration IL f Principal Ma ragt.ntcnt A,alvst Management Aide Senior Administrative Assistant r Z ` T 1 I I I i I I I Program&Services Facilities& Events& Library&Cultural Services W Development Rentals Community&Library Community&Library Deputy Director of Community&Library Services Manager Services Manager Community&Library Services Manager Services* g I I I I I I I I Technology& City Gym&Pool Parking&Camping Specific Events Cultural Services Public&Community Support Services Outreach Services Community&Library Parking&Camping Senior Community& Senior Community& Community&Library Services Supervisor Operations Supervisor Library Services Library Services Senior Librarian(2) Services Supervisor ' — Supervisor Supervisor ._ �.�__._._ Community&Library Parking&Camping Librarian II Services Coordinator Crewleader Community&Library Community&Library Senior Services —.— Services Coordinator Services Coordinator Librarian I Parking&Camping --- Edison Community Operations Lead(2) Senior Library & Center .....__ __._._____.. Library Services Specialist Senior Community Administrative Facility Rentals Library Services Supervisor Assistant Principal Librarian Library Services Community&Library Assistant(2.5) Services Supervisor Community&Library ---- Social Services Senior Administrative Parking Meters Supervisor Services Coordinator Assistant Technology& Community&Library Volunteer Services Services Coordinator Literacy Program Support Services Coordinator Parking&Camping Specialist(2) Operations Lead Senior Services Murdy Community .__.—... �__� _ Facilities security Senior Librarian Transportation Center Parking Meter Coordinator Librarian I(2) Coordinator Technician(2) Facilities Maintenance Office Assistant II Community&Library Coordinator Senior Library Services Supervisor Facility& Specialist(0.75) Concession Community&Library Library Services Senior Recreation Services Coordinator Agreements Assistant Youth&Family Community&LibraryPark Development Programming Services Accounting P Technician(2) Services Supervisor Senior Librarian Community&Library _..,._ Services Coordinator(2) Librarian 1(2) Library Services Assistant(3) *Underfilled with Community & Library Services Manager 137 CITY OF HUNTINGTON BEACH Return to Table of Contents Community & Library Services Department Descriptions The mission 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 11 ;-;. Department carries out this mission by providing a full spectrum of year-round �— I and seasonal recreational, cultural, HUNTINGTON BEACH human, and library services programs. CITY SURF CONTEST These include special events at the City's parks, beaches, and community facilities, DUK including major annual events, such as HUNTI JAs. •. 11114r/ the U.S. Open of Surfing and the Pacific :1. BE .. ? �' ; Airshow. The Department also manages ' �" " `. the City's off-street parking lots, the Main 't . ; . _s i M `i 6- Promenade Parking Structure, and all on- - f'IL I. y ' . , jl` i. , street metered parking throughout the L. Li .'` `�. City. The Department participates on 18 ., ,1 .0 Nil �4' - _'� tr j; " - boards, commissions, committees, -. • t foundations, and community groups. ,,,,- .. Traditional library services continue to . ;.. _ provide seniors, children, and students a - book and information rich environment, while our literacy programs and online presence use evolving tools to help users change their(and our)future. Community & Library Services Administration 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. .1101.1 4 r3 % � Administration creates public and �r , Ie.; ,� T, ,4, private partnerships with corporations, agencies, and non-profits such as the ,/,-t .b •• y5 , ,. , Huntington Beach Council on Aging, ' $ HoagMemorial Hospital Presbyterian, ! ." Orange Coast Memorial Medical Center, 4 ` ;° '\' _j Yilt , and Children's Bureau of Southern .'till, - ,R "-1' i- ,i '` r. %,- . California that allow the City to provide a � .' �� i , , %� higher level of service and a greater number of programs. Support staff r4a `� process requisitions and refunds, LL �� !� perform payroll and hiring functions, as • • well as administrative assistance with _t., �r ,x Requests for Council Actions (RCAs), ;' ='^ ',;� IN, °1'°'�!"' *K- N Requests for Legal Services (RLSs), • �> c i '' drafting contracts and agreements, and ---- " , �'� concession leases. 138 Return to Table of Contents Community & Library Services Department Descriptions Events & Rentals Division -- -. This Division coordinates the multi-departmental ti t-^-� �... Specific Event permit process for major events like the —s' - � - U.S. Open of Surfing and the Pacific Airshow at the Y"71 aY h,� r e ',, ,�;, . =s,,,.:0 .,, ; beach, Pier Plaza, parks, and other locations, as well -�" i `S .� ` as the beach special event permittingprocess and '� ; a , *.. it I, - special permits for park use throughout Huntington • „ Z; c� ".�, Beach. As part of the Specific Events process, this {.,. ,�� .a k* ,,.,�{, �, ,. division is responsible for coordinating the Citywide i „.-. } ;.;; ,, f1;� s�s,` ,, r Pennant and Banner Program. a'i s. � a' "wy� ..y`,/i The Division is also responsible for oversight of the �r • ` •%� 3'.,/ ,r City's clubhouse facilityrentals, includingthe Newland ,+ `.n '4'`•; , ''"' . / '; ' Barn, Lake Park Clubhouse and BBQ facility, Harbour s «',5 k ; ,'F' �t'+, `: 'f''` rf�, View Clubhouse, and Memorial Hall. Aiii Facilities & Development Division The Division oversees facility and lease agreements in City parks and beaches, participates in the planning of all park-concession and park development related activities, and manages the Parking/Camping and Parking Meter Sections. The Division is also responsible for the oversight of the Huntington Central Park(HCP)Sports Complex contractor. •~ , Park Development is another function within ` ' '' this Division which oversees collaboration i *- l with various departments on the design, rehabilitation, and construction of new . �.i,,ke-?, " m . i , t projects in City parks and beaches, as well - �! i_ `'--" 2 p;*._ ,i_ as recreational and library facilities. s�`' Responsibilities also include authoring and Yam. if,ftl: ' I ris ! ,;,- -. O4x 1 managing various grants and public/private . partnerships to help fund these projects, _ _. . r „ while engaging the community to keep the ,. Parks& Recreation Master Plan up-to-date. 111 U. _, " `� ' } , �' ! ,;: The Parking/Camping and Parking Meter �-- t �"t`` ° •', _-_., Sections manage the Huntington Beach RV 7,y,f r ' `` Campground, the Main Promenade Parking 1114,11,- �ilat° f Structure (MPPS), the City's attended lots i _ south of the pier, on-street meters and off- street lots. Responsibilities include revenue collection, traffic management, staffing, facility maintenance and equipment repairs. 139 Return to Table of Contents Community & Library Services Department Descriptions Library & Cultural Services Division Library and Cultural Services is - responsible for the operation of Huntington Central Library located in -.; Huntington Central Park and four 7 * 1 $ * a • f branch libraries (Main Street, Oak , „ ,� View, Banning, and Helen Murphy), *' - P Y), s'._ ' , lit 1� s as well as the Huntington Beach Art x° s 4.� " �., Center. This Division serves as the ': ti --Itr r� "% TI" - .1 ! �F_ K , �. 1 , / liaison to various library affiliated �� •' .41 . , a community groups, such as the = . l Friends of the Library and the L. � . �r � '�' Friends of the Children's Library, as , well as the Art Center Foundation. ,� '. 1 v Library Services includes Youth 'x , __ �. Services and Family Programming, `- Public Services and Community ' x '',, ', Outreach, Literacy Services, 4: r Technology and Support Services. •0'1' - _ Youth Services and Family Programming offers monthly, seasonal, and year-long reading programs for children and teens. Committed to fostering a love of reading and creating lifelong readers, the Youth Services and Family Programming section offers a variety of story times 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. Cultural Services coordinates art programming, including the - annual Centered-on-the-Center - . community exhibition, as well as - - juried and non-juried exhibitions. t The Huntington Beach Art Center �- i presents the works of artists in all r t. 4 media, including exhibitions, IN�� - _ r performances, film and video e , `�. ' screenings, and lectures. The Art �[, , - 4 Center also provides a variety of ,, tli r IRO- instructional classes for children �' ', and adults,as well as summer day I ,r< 1 camps. 1 — m yt 14( Return to Table of Contents Community & Library Services Department Descriptions Programs & Services Division This Division is responsible for planning, coordinating, and staffing the City's Recreation and Human Services - programs. The Recreation Section manages and operates the Murdy and I Edison Community Centers, as well as - _ - r the City Gym and Pool. In addition, ����,� -�'A I Recreation is responsible for ram. E' ,\, - programming the Senior Center in - ?; " `' ` Central Park (Senior Center) as well as r ' . , N - N the ever-popular Adventure Playground .* "r'. in Huntington Central Park during the q lkti summer season. ;et itoi, t Recreation programs are available 3 0 ' \ 10) through the SANDS Community and ' .16 Library Services Guide and can be , .-. . found online at hbsands.org. Programs _. i ., ...f. _, ---- - •_,,• include year-round activities such as instructional classes; adult, youth, and -_ peewee sports; aquatics, recreation events and programs such as the Pier Swim, the Family Camp Out, Breakfast with Santa,and the City Surf Contest,as well as seasonal programs such as summer sports and Camp HB. ..--- ' Senior Services liaises with the Huntington 70 �! . Beach Council on Aging (HBCOA) and it n� r:-_: ,,„, oversees the operation of the Senior i i # I - '. Center, as well as the management and ,1� I • j , development of senior programs, including .�.,t.ail senior recreation, transportation, meals, A and care management. A fitness center • r - i � " and fitness programs are also featured in u t the Senior Center. _ Programs and Services also provides contract management for the Oak View Family Resource Center and liaises with the various collaborative partners in the Oak View area. 141 Return to Table of Contents Community & Library Services Ongoing Activities & Projects Community & Library Services Administration • 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 . k ,. _ needed. • Manage the Department, rk-=, . , .li• 1 r i s,%. . ` i .,.,, — providing oversight, planning, r r 1'. , ,` . , . . �� a .41 budget preparation and ,' = $ ,,, - / = '1 �, management, as well as clerical I1K �[ r j; _ 1, . \ � 4 1 r . ,� �! support. -= � e • Implement the citywide i ' °;• `; _� `^ Strategic Planning Objectives, as ( \ • 'j I well as the goals and objectives „"" .. . _ — of the Department. a • Liaise with City boards, commissions, committees, --_ ` foundations, and other community groups. • Develop partnerships/sponsorships with private and non-profit organizations. • Process refunds, special permits, and contract negotiation and administration. • Prepare and coordinate Capital Improvement Program (CIP) park/facility project submissions and development. • Prepare grant applications and monitor funds. Events & Rentals Division • Coordinate clubhouse facility rentals and ,# ' maintenance. "k • Oversee Special and Specific events. . _, • y • Facilitate special beach permits and special ! ( ` ��,, permits for City parks. . 'ti$t" ,A ' i�,r p • Coordinate the Citywide Pennant and Banner s : t, i ! �\_ \' , Program. N ' ' l �•1�, • Serve as staff liaison to various Boards and ! ef, 1. .,1 Commissions, including the Independence • i r i ; . .4 s! `...�,� ' Day Executive Board, Youth Citizen Leaders it . qc'�'irf !�, Committee, and Sister City Association. 11 , ta_ „ 142 Return to Table of Contents Community & Library Services Ongoing Activities & Projects Facilities & Development Division • Manage concession agreements in City parks, beaches, Equestrian Center, Yacht Club, and ` 1 Meadowlark Golf Club. ;fi —. • Manage and resolve park use issues. t imiwr a) p. ital • Oversee the Departments annual Cap .r mit — Improvement Program (CIP) projects in \ 1 L. t conjunction with Public Works. — t �.. ; • Manage Memorandum of Understandings with _� � ` ' L HB Community Garden and HB Historical ;. Society. • Manage License Agreements with Huntington • Valley, Huntington West, and Seaview Little Leagues. • • Liaise with the Friends of Shipley Nature Center, A -.r' ,�r� '' Huntington Central Park Collaborative, and the A, Huntington Beach Community Garden ,,_. organizations. • Oversee contracted management of the HCP Sports Complex including eight softball fields,four artificial turf soccer fields, and batting cages. • Collect revenue from the South Beach attended lots, Pier Plaza, MPPS, Sports Complex, Bluff Top lots, Warner Fire Station and all metered spaces. • Operate and manage the beach and Pier Plaza parking lots, MPPS and the Huntington Beach RV Campground. Programs & Services Division , Operate Murdy and Edison �N i Community Centers, City Gym 1:' W and Pool, and the Senior _ ami' Center. • Oversee the License Al Agreement with the Children's II Mi ; i7 1 Bureau of Southern California ,a,' :tdth for the operation of the Oakview _ a Community Center. „ ,` Provide recreation classes, ,4 R —,, workshops, summer camps, V" _., , fa- • Lt- "'- i y ' n j tennis, aquatics, and special '„ } i er �4 ' 1 events for all ages. f • Process recreational class , .., , .� di�1 $t instructor payments for over ail 'i •-�iille 0 instructors. 8 "st'4 ' ,'. ''.• - -, • Produce and distribute the _IN aIR#wnm - SANDS Community & Library ,,A ' w Services Guide both online and in print to approximately 82,000 households. • Provide senior programs, including volunteer coordination, recreation, fitness, transportation, case management and nutrition. • Recruit and train volunteers to serve in support of Senior Services programs. • Provide youth, adult and adaptive sports programs. 143 Return to Table of Contents Community & Library Services Ongoing Activities & Projects Library & Cultural Services 0, Division la or • Collaborate with various library ,3 • '" support groups and charitable —"'"•- -;f ,,, _ <, `�'�• 7 --iE organizations in their fundraising ,:, a__ ....ir.t_-.„...i. , . activities and programs for the , 1 d ` , ' r 0. ' y• .4 Library. - ., ..} ,. t ktp • Provide a variety of story times ,: s` +� ` .' ;1 , a throughout the community to � }, y ,1 b � ,�,, foster early childhood literacy. f . , 4„ i .,1 • Offer engagement activities for .• -,„ children and teens, including ,,4., classes, author talks, crafts and • =' �" +'s41 more. • Recruit teen and adult volunteers 1u` • e•Mk l to assist with programs and 9' ;, - _ support group activities. I` 1' 4 1` • Offer a variety of programs and ., . - ! "` ` ! i ►, i J workshops for adults in the community, including training in computers and digital resources. • Recruit and train volunteer literacy tutors and students. • Support and coordinate activities associated with the Veteran's Resource Center at the Central Library. • Manage the print and electronic collection by ordering,cataloging,processing and sorting through materials. • Support public computing via computer labs, internet access,websites and databases. • Support library functions utilizing technology. • Continue to assess the Library's digital collections to expand and improve access to eBooks and other digital resources. • Program art camps, art classes, and special exhibitions and programs at the Huntington Beach Art Center. 144 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal EVENTS&RENTALS Goal: 1. Process a minimum of 75 Specific Event permits and 70 Special Event permits annually. 'Ft Measure: #of Specific Event/Special Event Permits 73/60 77/60 75/70 FACILITIES&DEVELOPMENT Goal: 2. 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: — -- - --- 3. Perform audits of meter revenue on a quarterly basis Measure: #of audits performed 4 4 4 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 41,000 55,000 55,000 (approximate) 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 (approximate) 900,000 970,000 900,000 145 Return to Table of Contents Community & Library Services Performance Measures FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal PROGRAMS&SERVICES Goal: 7. Coordinate a minimum of two community recreation events per center per year f�, Measure: #of coordinated community recreation events 6 6 6 Goal: 8. Recruit and train new volunteers to enhance programs and service delivery. �. f{iw Measure: #of new volunteers 120 75 75 Goal: 9. Expand the number of instructional recreation classes offered in the SANDS Program Guide ,•°• Measure: 0 11 # of new classes presented in the SANDS Program 2 2 2 Guide each season 146 Return to Table of Contents Community & Library Services Accomplishments & Objectives FY 2023/24 Accomplishments High Performing Organization • Reorganized the Department to include a fourth operating division known as Events & Rentals without any changes to the Department's total of 62.25 full-time employees. • Continued the design phase of the Edison Park Reconfiguration project. • Implemented approved City Council policies within the City's Library Services Division. • Implemented a new software program that will facilitate the Specific and Special event permit processes. • Continued the deployment of a new vehicle-mounted License Plate Reader(LPR)system in conjunction with 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. • Installed a new autonomous exit gate at the Main Promenade Parking Structure(MPPS)to allow visitors the option of exiting more quickly. • Installed Wi-Fi for guests of the Huntington Beach RV Campground. • Awarded $98,574 in California State Library grants for Literacy, ESL, and Zip Book ongoing programs. • Received$14,500 in California State Library funds for the"Explore the Outdoors in Huntington Beach"project to provide parks passes and outdoor kits for checkout; a total of 312 State Park Passes have circulated over 2,000 times. • Awarded $50,120 in federal Library Services and Technology Act (LSTA) funds for eBooks and preschool early learning activity kits. • Received commendation from Sea and Sage Audubon Society for the bird strike window film installed at Central Library. • Partnered with the Oak View Children's Bureau for a California Natural Resources Agency Community Outdoors Access Grant in the amount of $298,908 to provide outdoor recreational programming for low- income and underserved youth. • Awarded Parenting OC Magazine's Readers' Choice Award for Best Story Time in Orange County—for the second year in a row. • Awarded a new Request for Proposal (RFP) to OC Racquet Sports for the provision of tennis/pickleball instructional services. • Conducted and awarded a Request for Qualifications(RFQ)for janitorial services for the community centers and senior center in partnership with Public Works. Fiscal Stability • Installed parking meters on the 400 block of Main Street. • Replaced obsolete pay station technology with new pay-by-plate pay stations at the Sports Complex. • Rolled out the Passport Parking Mobile Payment App for on and off-street parking spaces. • Replaced entrance/exit gates at MPPS with advanced, well-lit arms for enhanced pedestrian &auto safety. • 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. • Increased Senior Center Fitness Center membership by 15%, logging nearly 49,000 participant check-ins for the year, an average of 190 per day for 1,750 members. 147 Return to Table of Contents Community & Library Services Accomplishments & Objectives f9' Public Engagement • Library volunteers provided over 33,000 hours of service at all library locations valued at$1.2 million. • Library patrons checked out approximately 970,000 pieces of digital and physical material. • Registered 9,588 new library patrons. • Circulated mobile hotspot devices to over 250 patrons, increasing digital equity in our community. • Offered approximately 1,200 programs for children,teens, and their families, including more than 600 early- learning story times, with over 55,000 participants in attendance. • Provided 5,200 hours of Literacy Services to over 235 adult learners and 50 families at Huntington Central Library and Oak View Branch Library. • Offered approximately 279 individual classes in reading comprehension, citizenship exam preparation, English conversation, and digital literacy, in addition to basic literacy and ESL tutoring. • Generated three Career Online High School graduates. • Assisted 11 students in becoming U.S. citizens after taking the citizenship preparation classes. • Assisted over 437 students with Homework Help and summer education assistance programs at the Oak View Branch Library. • Welcomed over 3,000 visitors to the galleries at the Art Center. • Offered 76 different community art classes and hosted 11 public art events. • Provided a variety of recreation events to the community, including Breakfast with Santa, Pier Swim, Falloween, Overnight Family Campout, Easter Hunt, City Surf Contest, Parent's Night Out as well as senior dances and outdoor concerts. • Hosted over 3,600 HB SANDS classes and generated over 40,800 registrations. • Over 200 people attended the first annual Grandparent's Day Intergenerational event at the Senior Center. • Over 1,000 youth participated in the City facilitated youth sports leagues and clinics including basketball, volleyball and soccer. A new youth summer basketball league was created hosting 190 youth. • Offered ten weeks of staff-led Camp HB with a total participation of 600 youth. • Over 1,900 youth participated in Learn to Swim programs at the City Gym and Pool and over 3,100 people participated in recreation swim at the City Gym and Pool. • Hosted over 2,800 field rentals and repaired Bocce ball courts at Murdy Park. • Recorded over 55,000 check-ins for classes, socialization, events, leisure time, on-site social services and nutrition programs at the Senior Center. • Partnered with the HBCOA to host "Active Living Expo," a Senior Resource Fair, drawing over 1,000 participants providing over 100 resources. • Managed over 40,000 volunteer hours in support of Senior Services programs valued at$1.5 million. • Delivered almost 84,000 meals to nutritionally at-risk seniors through the Home Delivered Meals (HDM) program to support aging within the community. • Partnered with Meals on Wheels Orange County to provide over 10,000 donation-based on-site lunches to over 650 unduplicated individuals at the Senior Café. • Provided direct, in-person services to over 700 older adults in need of services to support optimal aging. • Logged nearly 20,000 Seniors on the Go rides for approximately 480 unduplicated passengers. • Hosted over 8,000 personal fitness training sessions at the Senior Center. 148 Return to Table of Contents Community & Library Services Accomplishments & Objectives Infrastructure Investment • Completed playground improvement projects at Trinidad and Seely Parks in partnership with Public Works. • Initiated construction of softball field upgrades at Murdy Park. • Completed construction of the Huntington Central Library Lower-Level Restrooms in partnership with Public Works. • Continued Carr Park, Edison Park, and Marina Park Master Plan projects. • Continued the Huntington Central Library Children's-Teen Reconfiguration and Exterior Fountain Redesign projects. • Began construction of the LeBard Park tennis courts rehabilitation project. • Replaced attendant booths at the Main Promenade Parking Structure. • Unveiled seven pickleball courts at Edison Community Center for public enjoyment in March 2024, complemented by City programs attracting 200 enrollees into various classes. • Replaced the deteriorated north softball field backstop at Edison Park in partnership with Public Works. Economic Development • Processed over 77 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 404 clubhouse rental reservations. • Permitted seven events with attendance over 25,000 and the first large-scale music festival on the beach. FY 2024/25 Objectives High Performing Organization • 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. • Develop a new system for inspecting leased facilities on a regular basis. • Transition the purchase of Residential Meter Permits from in-person to online. • 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. Fiscal Stability • Increase visibility and marketing of rental opportunities at clubhouse facilities. • Work with Public Works, Finance and Community Development to streamline rent collection processes. • Collaborate with HBCOA to continue to raise funds for Senior Services. • Continue to pursue grants and fundraising opportunities to support and enhance Library&Cultural Services. • Evaluate and implement sponsorship opportunities to support cost recovery initiatives. • Implement a new parking enforcement program within the vicinity of the beach, downtown, and the Sports Complex. 149 Return to Table of Contents Community & Library Services Accomplishments & Objectives fr Public Engagement • Develop a process specifically for permitting block parties. • 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 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. • Host four school visits to the Art Center. • Collaborate with health care providers and stakeholders to assist seniors in remaining independent. • Implement a variety of recreational programming to meet the various community needs. • Continue to expand the roster of contract instructors and classes offered. Public Safety • Update the surveillance system in the MPPS. • Update and replace signage at beach facilities and the MPPS. • Continue to collaborate with the Police Department to decrease unpermitted activities, while providing safe and high-quality recreational opportunities throughout beaches and parks. J, Homelessness • Develop, implement, and evaluate strategies to reduce homeless activity in parks. "fiii Infrastructure Investment • Complete the design and plan specifications phase of Edison Park Reconfiguration project. • Complete the design and plan specifications phase of Marina and Carr Park Master Plans. • Complete rehabilitation of Worthy and Greer Softball field improvements in partnership with Public Works. • Oversee the management of concession leases on park and beach property. • Replace the remaining booth at the MPPS with an automated exit gate. Economic Development • Continue researching and attracting new special events that bolster business in the City. • Continue streamlining Specific Events permitting process with implementation of the new online permitting software and updates to the municipal code. • Continue increased collaboration with community stakeholders affected by events such as VisitHB, the Huntington Beach Business Improvement District, and the HB Collection of Resorts. 150 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses lip 28% r Capital Expenditures 16% \\\\ 1 Non-Operating Expenses 3% Personnel Services 53% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 9,545,046 10,739,791 11,835,769 11,386,412 12,685,523 11,612,597 Operating Expenses 3,028,726 4,900,906 5,337,975 4,865,264 5,853,105 6,107,207 Capital Expenditures 3,996,153 6,537,179 3,499,828 820,000 3,310,077 3,480,000 Non-Operating Expenses 442,881 210,281 794,956 766,251 Total Expenditures by Category 17,012,806 22,388,158 20,673,572 17,866,632 21,848,705 21,966,055 Expenditures by Fund 101 Specific Events 4% Donations&Grants /' 1% 100 General Fund _ 74% Park Funds 18% Other Funds 3% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 11,360,145 13,463,539 14,717,805 15,532,485 15,654,777 16,239,674 101 Specific Events 9,906 723,959 838,354 683,500 683,500 879,825 Donations&Grants 964,356 1,473,437 1,228,388 356,293 1,693,637 344,829 Park Funds 4,113,585 6,372,530 3,376,791 1,076,152 3,232,820 3,883,525 Other Funds 564,814 354,692 512,234 218,202 583,972 618,202 Total Expenditures by Fund 17,012,806 22,388,158 20,673,572 17,866,632 21,848,705 21,966,055 151 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 4,204,669 4,714,485 5,071,330 5,392,704 5,531,739 5,327,442 -1.21% Salaries,Temporary 2,085,501 2,527,237 2,805,065 2,903,416 3,229,555 3,103,065 6.88% Salaries, Overtime 24,750 354,182 624,149 679,470 679,470 777,945 14.49% Leave Payouts 194,379 244,832 245,654 175,000 175,000 175,000 0.00% Benefits 3,035,748 2,899,054 3,089,571 2,235,822 3,069,760 2,229,145 -0.30% PERSONNEL SERVICES 9,545,046 10,739,791 11,835,769 11,386,412 12,685,523 11,612,597 1.99% OPERATING EXPENSES Utilities 99,315 111,650 122,110 185,800 185,800 189,360 1.92% Equipment and Supplies 1,051,195 1,272,963 1,345,619 804,625 1,573,942 921,219 14.49% Repairs and Maintenance 346,659 504,662 518,065 660,987 712,707 645,831 -2.29% Conferences and Training 409 3,524 3,717 4,600 4,600 23,900 419.57% Professional Services 295,470 348,225 155,609 164,322 231,101 769,675 368.39% Other Contract Services 1,190,098 2,599,591 3,143,145 2,990,233 3,090,258 3,482,955 16.48% Rental Expense 13,538 30,346 23,380 25,697 25,697 45,767 78.10% Insurance 7,410 Expense Allowances 22,821 28,282 26,592 28,200 28,200 28,200 0.00% Other Expenses 1,811 1,662 (261) 800 800 300 -62.50% OPERATING EXPENSES 3,028,726 4,900,906 5,337,975 4,865,264 5,853,105 6,107,207 25.53% CAPITAL EXPENDITURES Land Purchase 316,050 Improvements 3,680,103 6,359,448 3,473,144 820,000 3,310,077 3,480,000 324.39% Equipment 177,731 Vehicles 26,685 CAPITAL EXPENDITURES 3,996,153 6,537,179 3,499,828 820,000 3,310,077 3,480,000 324.39% NON-OPERATING EXPENSES Transfers to Other Funds 442,881 210,281 794,956 766,251 -3.61% NON-OPERATING EXPENSES 442,881 210,281 794,956 766,251 -3.61% Grand Total 17,012,806 22,388,158 20,673,572 17,866,632 21,848,705 21,966,055 22.94% General Fund 11,360,145 13,463,539 14,717,805 15,532,485 15,654,777 16,239,674 4.55% Other Funds 5,652,661 8,924,619 5,955,767 2,334,147 6,193,929 5,726,381 145.33% Grand Total 17,012,806 22,388,158 20,673,572 17,866,632 21,848,705 21,966,055 22.94% Personnel Summary 60.25 62.25 62.25 62.25 62.25 62.25 I 0.00 152 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 3,915,459 4,360,587 4,696,818 5,109,928 5,109,928 5,061,419 -0.95% Salaries,Temporary 1,810,763 2,236,665 2,540,239 2,813,416 2,813,416 3,028,065 7.63% Salaries, Overtime 18,246 22,731 23,166 23,470 23,470 21,120 -10.01% Leave Payouts 190,970 238,422 241,923 175,000 175,000 175,000 0.00% Benefits 2,842,666 2,697,921 2,857,438 2,124,318 2,878,136 2,110,764 -0.64% PERSONNEL SERVICES 8,778,103 9,556,327 10,359,584 10,246,132 10,999,950 10,396,368 1.47% OPERATING EXPENSES Utilities 45,270 77,228 87,252 125,800 125,800 129,360 2.83% Equipment and Supplies 526,842 742,151 879,406 758,098 768,598 870,883 14.88% Repairs and Maintenance 343,354 501,686 504,374 650,987 706,207 625,831 -3.86% Conferences and Training 409 3,524 3,717 4,600 4,600 23,900 419.57% Professional Services 131,690 111,559 134,322 163,237 177,875 32.42% Other Contract Services 1,188,046 2,188,152 2,706,154 2,815,531 2,843,188 3,224,753 14.53% Rental Expense 3,470 22,556 12,744 14,697 14,697 33,767 129.75% Insurance 7,410 Expense Allowances 22,821 28,282 26,592 28,200 28,200 28,200 0.00% Other Expenses 1,539 1,662 (261) 300 300 300 0.00% OPERATING EXPENSES 2,139,161 3,696,931 4,331,537 4,532,535 4,654,827 5,114,869 12.85% CAPITAL EXPENDITURES Equipment 26,685 CAPITAL EXPENDITURES 26,685 NON-OPERATING EXPENSES Transfers to Other Funds 442,881 210,281 753,818 728,437 -3.37% NON-OPERATING EXPENSES 442,881 210,281 753,818 728,437 -3.37% Total 11,360,145 13,463,539 14,717,805 15,532,485 15,654,777 16,239,674 4.55% Personnel Summary 56.41 58.41 58.50 59.00 59.00 59.15 0.15 Significant Changes Changes in Temporary Salaries, Overtime, and Operating Expenses reflect the realignment of funding between expenditure categories and divisions, as well as a citywide effort to realign costs and preserve funding for core services. Increases in these expenditure categories are due to increased costs of normal business activities, higher demand for recreation classes, implementation of an online permitting platform for major special events,and funding for the Facilities and Development Division to assist with enforcement of paid on-street and off-street parking and other basic parking violations within the vicinity of the beach,downtown, and the Sports Complex. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from normal fluctuations in personnel costs. 153 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 72,046 65.183 97,474 131,256 131,256 121,143 -7.70% Salaries,Temporary 24,083 15,201 13,483 15,000 15,000 -100.00% Benefits 42,099 38,143 51,837 36,801 55,896 46,362 25.98% PERSONNEL SERVICES 138,228 118,527 162,795 183,057 202,152 167,505 -8.50% OPERATING EXPENSES Equipment and Supplies 10,200 5,771 11,000 11,000 15,000 36.36% Professional Services 29,977 133,007 35,280 30,000 37,386 191,800 539.33% Other Contract Services 1,252 301 611 1,500 1,500 -100.00% Rental Expense 10,068 7,539 10,635 11,000 11,000 12,000 9.09% Other Expenses 500 500 -100.00% OPERATING EXPENSES 41,297 151,047 52,297 54,000 61,386 218,800 305.19% CAPITAL EXPENDITURES Land Purchase 316.050 Improvements 3.618.010 6,102.955 3,161,698 820.000 2,969.282 3.480.000 324.39% CAPITAL EXPENDITURES 3,934,060 6,102,955 3,161,698 820,000 2,969,282 3,480,000 324.39% NON-OPERATING EXPENSES Transfers to Other Funds 19,095 17.220 -9.82% NON-OPERATING EXPENSES 19,095 17,220 -9.82% Total 4,113,585 6,372,530 3,376,791 1,076,152 3,232,820 3,883,525 260.87% 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 normal 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 2024/25 CIP includes funds for softball field improvements at Greer and Worthy Parks, playground improvements at Pleasant View and Langenbeck Parks, preparation of a new Huntington Central Park Master Plan, and continued funding for the Edison Park Reconfiguration project. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00209 Park Acquisition and Dvlpmt 14 1,004 1,766 00226 Quimby Fund (5,877) 1,086,994 4,437,921 400,000 400,000 400,000 00228 Park Dev Impact-Residential 538,830 416,112 570,590 750,000 750,000 425,000 (325,000) 00235 Park Dev Impact-Non-Residential 241,316 91,542 454,757 100,000 100,000 50,000 (50,000) 00236 Public Art in Parks 11,900 (5,510) 13,900 15.000 15,000 8,500 (6,500) Total 786,183 1,590,142 5,478,934 1,265,000 1,265,000 883,500 (381,500) 154 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 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 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00226 Quimby Fund 1,383,989 1,274,773 5,307,265 5,224,222 2,465,000 2,759,222 (2,465,000) 00228 Park Dev Impact-Residential 9,369,361 4,957,953 2,759,680 625,231 593,525 31,706 (593,525) Total 10,753,350 6,232,726 8,066,945 5,849,453 3,058,525 2,790,928 _ (3,058,525) 155 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Specific Events (1o1) _PERSONNEL SERVICES Salaries, Permanent 1,596 21,153 21,433 Salaries,Temporary 606 14,993 11,923 Salaries, Overtime 6,504 331,384 600,956 656,000 656,000 756,825 15.37% Benefits 1,200 15,244 PERSONNEL SERVICES 9,906 367,529 649,556 656,000 656,000 756,825 15.37% OPERATING EXPENSES Equipment and Supplies 1,881 1,950 2,500 2,500 3,000 20.00% Repairs and Maintenance 999 8,833 10,000 6,500 20,000 100.00% Other Contract Services 175,819 178,015 15,000 18,500 100,000 566.67% OPERATING EXPENSES 178,699 188,798 27,500 27,500 123,000 347.27% CAPITAL EXPENDITURES Equipment 177,731 CAPITAL EXPENDITURES 177,731 Total 9,906 723,959 838,354 683,500 683,500 879,825 28.72% 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 and the preliminary Specific Event calendar for FY 2024/25. Operating increases also reflect additional as-needed contracted services associated with the preliminary FY 2024/25 calendar. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00101 Specific Events 11,671 321,700 709,554 683,500 683,500 879,825 196,325 Total 11,671 321,700 709,554 683,500 683,500 879,825 196,325 156 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Donations and Grants (various) PERSONNEL SERVICES Salaries, Permanent 215,568 267,563 255,606 151,520 290,555 144,880 -4.38% Salaries, Temporary 250,050 260,379 239,419 75,000 401,139 75,000 0.00% Salaries,Overtime 68 27 Leave Payouts 3,409 6,410 3,731 Benefits 149,783 162,989 165.052 74.703 135,728 72,019 -3.59% PERSONNEL SERVICES 618,809 697,408 663,835 301,223 827,421 291,899 -3.10% OPERATING EXPENSES Equipment and Supplies 342,242 518,731 458,493 33,027 791,844 32,336 -2.09% Repairs and Maintenance 3,305 1,977 4,857 Professional Services 1,040 Other Contract Services 77,117 100,163 68,868 Rental Expense 252 OPERATING EXPENSES 345,547 598,077 564,553 33,027 860,712 32,336 -2.09% CAPITAL EXPENDITURES Improvements 177,952 5.503 CAPITAL EXPENDITURES 177,952 5,503 NON-OPERATING EXPENSES Transfers to Other Funds 22,043 20.594 -6.57% NON-OPERATING EXPENSES 22,043 20,594 -6.57% Total 964,356 1,473,437 1,228,388 356,293 1,693,637 344,829 -3.22% Significant Changes The Community & Library Services Department receives multiple grants and donations associated with various programs. The FY 2024/25 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. 157 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Donations and Grants (various) (Continued) FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00103 Donations 508,108 695,218 663,937 538.771 (538,771) 00239 CDBG^ 54,000 43,556 35,519 00250 American Rescue Plan Act(OC) 200,000 00810 Prop 68 Per Capita Grant 177,952 00880 Library Equipment 126 423 692 00963 Sr Mobility Program 252,050 311,585 338,415 356,293 356,293 344,829 (11,464) 00985 State Literacy Grant 58,141 78,294 93,366 95,759 (95,759) 01226 Library Grants 4,803 60,652 51,821 (51,821) 01248 Central Park Trail Rehab 28,000 01255 LSTA 9,476 18,000 20,000 (20,000) ^CDBG Fund is managed by the Community Development Department,however,program funds are allocated across multiple departments. Funding reflected here only pertains to the Community&Library Services Department. Total 909,900 1,333,879 1,388,533 356,293 1,062,644 344,829 (717,815)1 158 Return to Table of Contents Community & Library Services Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Other Funds (204,225,229,314,1246) OPERATING EXPENSES Utilities 54,045 34,421 34,858 60,000 60,000 60,000 0.00% Equipment and Supplies 182,111 Professional Services 265,493 83,528 7,729 30,478 400,000 100.00% Other Contract Services 800 158,202 158,202 158,202 158,202 158,202 0.00% Other Expenses 272 OPERATING EXPENSES 502,721 276,152 200,789 218,202 248,680 618,202 183.32% CAPITAL EXPENDITURES Improvements 62,092 78,541 311,445 335,292 CAPITAL EXPENDITURES 62,092 78,541 311,445 335,292 Total 564,814 354,692 512,234 218,202 583,972 618,202 183.32% 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,the preparation of a Library Facilities Master Plan, as well as the City's share of the Main Promenade Inc. agreement for common area maintenance of the Main Promenade Parking Structure, FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00204 Fourth of July Parade 62,136 28 00225 Gun Range Settlement 1,207 (19,698) 5,430 00229 Library Dev Impact 105,382 87,063 119,781 50,000 50,000 75,000 25,000 00314 Infrastructure Fund^ 62,092 236,743 388,516 158,202 224,625 158,202 (66,423) 01246 CENIC E-Rate 56,313 63,433 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 230,818 360,421 577,188 268,202 334,625 293,202 (41,423) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00229 Library Dev Impact 1,229,988 989,634 1,020,554 802,228 325,000 477,228 (325,000) Total 1,229,988 989,634 1,020,554 802,228 325,000 477,228 (325,000) 159 Return to Table of Contents Finance gF '� iliili FY 2024-25 Organizational Chart ..A` 'f. rl I` Chief Financial Officer Assistant Chief Financial Officer J_ I I I Administration Accounting Services Budget Management Business License Finance Manager Finance Manager Finance Manager I I Accounting Technician General Accounting Budget et Senior Accounting Management Aide Technician Principal IT Analyst Principal Finance Principal Finance Analyst Analyst (2) Accounting Technician(2) Senior Admin Assistant(.5) Senior Accountant(2) Field Services Procurement Representative Accounts Payable Senior Buyer Accounting Technician Buyer Supervisor Accounting Technician Reprographics Payroll Mail Senior Payroll Specialist Payroll Specialist (2) Municipal Services Accounting Technician Supervisor Senior Accounting Technician Accounting Technician(2) 160 CITY OF HUNTINGTON BEACH Return to Table of Contents 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. I ` ' 41* r .A ..f r • __ _ ...._teas _ - , ' 4._ �, ... , 4i f . i ii $#I f I 4 { 5 - 1.11181111111 - r . . Ai y, Finance Administration Division Finance Administration is responsible for the day-to-day operations . of the Finance Department. The Chief Financial Officer and the i, MiF Assistant Chief Financial Officer review operations to ensure ; - I -, Li. i"r compliance with federal, state, and local laws, as well as City _ i wA^4 • regulations and financial policies. Administration manages the „_ annual operating and capital budgets, long-term financial plan, financial enterprise system, citywide cost allocations, fixed asset r. inventory, financial reporting, annual audits, and operations of the �= - „' HB Ready call center which was set up to provide information to the - a_ 1 . community during COVID. This Division is also responsible for �. i; t.: providing staff support to the City Council appointed seven-member _ -----; Finance Commission established pursuant to Chapter 2.109 of the ,'' Municipal Code. w -' 161 Return to Table of Contents Finance Department Descriptions Accounting Services Division CITY OF The Accounting Services Division consists of General Accounting, Payroll, HUNTINGTON BEACH Accounts Payable, Financial Reporting, and Municipal Services. General California 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 --- M • for all departments and as the City's liaison for all financial audits of the City. f Financial Reporting prepares the Annual Comprehensive Financial Report ortIkli ^ (ACFR), the Popular Annual Financial Report (PAFR), annual bond disclosures, and other financial reports. Accounts Payable is responsible for Annual Comprehensive Financial Report the processing and payment of all City obligations. Payroll is responsible for :1' , tthe processing of employee paychecks Federal and State tax reporting, 4, F retirement plan payments, and maintenance of all relevant records related to payroll. Municipal Services processes all utility service start-ups and 'f disconnections (water, sewer and refuse). In addition, the Division handles most billingquestions on the utilitybillingstatements that include water, refuse, For Ile Fuca! e use, Year Ended , sewer, and utility tax amounts. late 30,2023 Budget Management Division The Budget Management Division is responsible for assisting the City Council and Executive Management team in managing the City's resources, developing, and maintaining the City's long-range financial projections, and ANNUAL UDGE evaluating the fiscal impact of legislative initiatives and judicial decisions BOPERATING � BUDGET affecting the City. Budget Management coordinates the development and FY 2023/2024 preparation of the annual budget. Quarterly revenue and expenditure reports are prepared and provided to City management to assist with budget -- monitoring and forecasting. Budget management also assists in the labor negotiations process by providing cost projections and related analyses to the City's negotiations team pursuant to Ordinance No.4154—Openness in Labor Negotiations requirement. The Division also provides and/or coordinates the citywide purchase of goods and services, coordinates the competitive bidding I' process,and maintains the list of qualified vendors. Furthermore,the Division administers office supply orders, procurement cards, leasing, equipment replacement, professional services, and copy machine programs. CITY OF Reprographics printingservices to all Citydepartments, and mail - • HUNTINGTON provides P �� BEACH operations provides for the daily collection, sorting, metering, and delivery of Californ;,; City interoffice, U.S. Postal Service mail, and special deliveries for all City departments. 162 Return to Table of Contents 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 VW r �' other City departments. This Division assists the business community in obtaining a new business license as well as processing renewals. 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 call center. 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 36,000 accounts payable invoices annually within 30 days. • Maintain accounts payable records and respond to departmental and vendor inquiries. • Understand and implement Memoranda of Understanding changes to the payroll system. • Process over 34,000 payroll advices and checks annually. • Annually produce and distribute approximately 1,700 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 735 retirees. • Process retiree medical payments and subsidies according to required timelines. • Maintain records for and distribute 5,800 accounts receivable invoices within 30 days of rendering service. • Prepare annual employee compensation report pursuant to the State Controller's Office's guidelines. • Provide billing services for 53,000 accounts for water, sewer, and trash/recycling services. 163 Return to Table of Contents Finance Ongoing Activities & Projects Budget Management Division • Manage and coordinate the annual budget development process. • 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. • 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 19,000 business licenses and issue over 3,000 new business licenses annually. • Annually process over 17,000 business license renewal notices and 4,000 second and final notices. • 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 13 operators reporting annual revenue of approximately$398,000 from 134 wells. • Manage the records of more than 262 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. 164 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 1. Prepare the Annual Comprehensive Financial Report and complete the Schedule of Expenditures of Federal Awards(SEFA)for the Federal Single Audit within six months and nine months of fiscal year-end, respectively. Measure: Report prepared within six months of fiscal Yes Yes Yes year-end. SEFA prepared within nine months of fiscal Yes Yes Yes year-end. Goal: 2. Achieve Certificate of Excellence in Financial Reporting for the Annual Comprehensive Financial Report. Measure: Certificate of Excellence awarded. Yes Yes Yes Goal: 3. Achieve Government Finance Officers Association's (GFOA) Excellence in Budgeting Award. Measure: GFOA Excellence in Budgeting Award Yes Yes Yes achieved. Goal: 4. Receive unmodified(clean)audit opinion on the Annual Financial Report. Measure: Unmodified (clean)audit opinion received. Yes Yes Yes 165 Return to Table of Contents Finance Accomplishments & Objectives FY 2023/24 Accomplishments Fiscal Stability • Reaffirmed the City's "AAA" Implied General Obligation credit rating from Fitch Ratings in February 2024, one of the few cities in California to achieve this prestigious recognition. • Received an 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 37th 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 17th consecutive year the City has received this award. • The Department earned the Government Finance Officers Association's Distinguished Budget Award for FY 2023/24, with a special recognition for strategic goals. To receive the award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This was the 30th year the City has received this award. • The City received unmodified (clean) audit opinions for the FY 2022/23 Annual Comprehensive Financial Report and Federal Single Audit by the independent audit firm Davis Farr LLP. • Successfully implemented 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$21.5 million deposited as of June 30, 2024, 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. • Worked with the Police, Community Development and the City Treasurer departments on the expansion of citation management and collection services to include civil citations issued by both Police and Community Development. • 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. • FEMA obligated seven additional projects totaling $695,305, bringing the total cost recovery for COVID-19 claims either paid or obligated to $892,042. • Implemented all payroll changes resulting from labor negotiations with the City's public safety unions. • 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. • Completed a comprehensive study to update the City's Master Fee and Charges Schedule. 166 Return to Table of Contents Finance Accomplishments & Objectives FY 2024/25 Objectives Fiscal Stability • Work with departments to control costs and ensure a balanced FY 2025/26 Budget as well as future fiscal stability. • Receive an unmodified(clean)audit opinion for the FY 2023/24 Annual Comprehensive Financial Report and Federal Single Audit(s). • Complete the update to 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. • Implement a new online purchasing platform including contract management and insurance. • Continue to provide strategic options to address the City's unfunded liabilities. • Provide costing for upcoming labor negotiations in accordance with Ordinance No.4154—Openness in Labor Negotiations. • Support ongoing improvements and problem resolution with the Enterprise Land Management System (ELM). • Upgrade the City's timekeeping software. • Earn recognition from GFOA for the ACFR, PAFR and Adopted Budget. High Performing Organization • Continue to pursue innovative efficiencies to provide additional customer service improvements. • Develop and provide citywide training on the City's updated purchasing policies. 167 Return to Table of Contents Finance Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Non-Operating Expenses 3% Peery 39% Operating Expenses 58% ,01 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 4,996,141 5,285,630 5,389,027 5,151,151 5,510,682 5,208,633 Operating Expenses 7,332,387 7,868,449 8,009,241 7,685,096 7,940,622 7,760,451 Non-Operating Expenses 375,531 379,090 Total Expenditures by Category 12,328,528 13,154,079 13,398,268 13,211,778 13,451,304 13,348,174 Expenditures by Fund 703 Retirement 100 General Fund Supplement 42% 48% -702 Retiree Insurance Fund 10% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 5,352,424 5,811,690 6,106,334 5,458,185 5,697,711 5,609,226 702 Retiree Insurance Fund 990,683 1,132,753 1,058,390 1,306,975 1,306,975 1,285,901 703 Retirement Supplement 5,936,961 6,142,531 6,158,211 6,371,618 6,371,618 6,368,047 716 Section 115 Trust 48,461 67,104 75,333 75,000 75,000 85,000 Total Expenditures by Fund 12,328,528 13,154,079 13,398,268 13,211,778 13,451,304 13,348,174 168 Return to Table of Contents Finance Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 2,286,213 2,471,682 2,627,238 2,732,872 2,732,872 2,787,611 2.00% Salaries,Temporary 138,337 238,727 188,633 223,008 207,008 223,008 0.00% Salaries,Overtime 2,593 2,243 2,858 Leave Payouts 167,787 155,326 157,032 100,000 100,000 100,000 0.00% Benefits 2,401,211 2,417,651 2,413,266 2,095.271 2,470,802 2,098,014 0.13% PERSONNEL SERVICES 4,996,141 5,285,630 5,389,027 5,151,151 5,510,682 5,208,633 1.12% OPERATING EXPENSES Utilities 110 795 Equipment and Supplies 421,327 434,413 398,363 405,239 505,239 405,239 0.00% Repairs and Maintenance 151,251 210,362 205,523 162,913 162,913 252,913 55.24% Conferences and Training 4,855 5,222 4,213 16,132 16,132 16,132 0.00% Professional Services 170,270 225,431 135,589 234,871 325,397 195,871 -16.60% Other Contract Services 650,780 870,222 1,084,811 526,958 591,958 536,958 1.90% Pension Payments 5,493,973 5,668,053 5,712,268 5,850,000 5,850,000 5,850,000 0.00% Interdepartmental Charges 429,539 442,425 455,698 478,483 478,483 492,838 3.00% Expense Allowances 10,445 11,525 12,775 10,500 10,500 10,500 0.00% Other Expenses (164) OPERATING EXPENSES 7,332,387 7,868,449 8,009,241 7,685,096 7,940,622 7,760,451 0.98% NON-OPERATING EXPENSES Transfers to Other Funds 375,531 379,090 0.95% NON-OPERATING EXPENSES 375,531 379,090 0.95% Grand Total 12,328,528 13,154,079 13,398,268 13,211,778 13,451,304 13,348,174 1.03% General Fund 5,352,424 5,811,690 6,106,334 5,458,185 5,697,711 5,609,226 2.77% Other Funds 6,976,105 7,342,389 7,291,935 7,753,593 7,753,593 7.738,948 -0.19% Grand Total 12,328,528 13,154,079 13,398,268 13,211,778 13,451,304 13,348,174 1.03% Personnel Summary 31.50 32.50 28.50 28.50 28.50 28.50 0.00 169 Return to Table of Contents Finance Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,286,213 2,471,682 2,627,238 2,732,872 2,732,872 2,787,611 2.00% Salaries,Temporary 138,337 238,727 188,633 223,008 207,008 223,008 0.00% Salaries, Overtime 2,593 2,243 2,858 Leave Payouts 167,787 155,326 157,032 100,000 100,000 100,000 0.00% Benefits 1,559,044 1,462,381 1,509,148 984,161 1,359,692 986,904 0.28% PERSONNEL SERVICES 4,153,974 4,330,360 4,484,910 4,040,041 4,399,572 4,097,523 1.42% OPERATING EXPENSES Utilities 110 795 Equipment and Supplies 421,327 434,413 398,363 405,239 505,239 405,239 0.00% Repairs and Maintenance 151,251 210,362 205,523 162,913 162,913 252,913 55.24% Conferences and Training 4,855 5,222 4,213 16,132 16,132 16,132 0.00% Professional Services 165,670 182,831 130,389 185,871 276,397 185,871 0.00% Other Contract Services 444,955 636,182 870,161 261,958 326,958 261,958 0.00% Expense Allowances 10,445 11,525 12,775 10,500 10,500 10,500 0.00% Other Expenses (164) OPERATING EXPENSES 1,198,450 1,481,330 1,621,424 1,042,613 1,298,139 1,132,613 8.63% NON-OPERATING EXPENSES Transfers to Other Funds 375,531 379,090 0.95% NON-OPERATING EXPENSES 375,531 379,090 0.95% Total 5,352,424 5,811,690 6,106,334 5,458,185 5,697,711 5,609,226 2.77% Personnel Summary 29.92 31.10 26.85 26.85 26.85 26.69 (0.16) Significant Changes As of May 2023, the reporting relationship of the City's Revenue Services Division was reinstated under the City Treasurer's Department to ensure compliance with the City Charter. The approved re-organization plan included the transfer of six positions from Finance to the City Treasurer. Increases in Operating Expenses have been included for various software upgrades to improve efficiencies and provide for better tracking of contracts citywide. 170 Return to Table of Contents Finance Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 842,167 955,270 904,118 1,111,110 1,111,110 1,111,110 0.00% PERSONNEL SERVICES 842,167 955,270 904,118 1,111,110 1,111,110 1,111,110 0.00% OPERATING EXPENSES Professional Services 4,600 42,600 5,200 49,000 49,000 10,000 -79.59% Other Contract Services 205,826 234,040 214,651 265,000 265,000 275,000 3.77% Pension Payments 5,493,973 5,668,053 5,712,268 5,850,000 5,850,000 5,850,000 0.00% Interdepartmental Charges 429,539 442,425 455,698 478.483 478,483 492,838 3.00% OPERATING EXPENSES 6,133,937 6,387,118 6,387,817 6,642,483 6,642,483 6,627,838 -0.22% Total 6,976,105 7,342,389 7,291,935 7,753,593 7,753,593 7,738,948 -0.19% 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 2024/25 the General Fund Transfer to the Section 115 Trust totals $3,169,981, 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00702 Retiree Insurance Fund 6,128,364 (3,442,606) 2,172,271 00703 Retirement Supplement 16,778,380 (5,220,633) 10,984,357 1,434,000 1,434,000 1,434,000 00716 Section 115 Trust 2,923,411 3,116,570 4,789,266 1,435,593 1,435,593 3,169,981 1,734.388 Total 25,830,156 5,546,669 17,945,893 2,869,593 2,869,593 4,603,981 1,734,388 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00702 Retiree Insurance Fund 36,288,986 31,713,627 32,827,507 31,520,532 1,285,901 30,234,631 (1,285,901) 00703 Retirement Supplement 70,363,905 59,000,741 63,826,886 58,889,268 4,934,047 53,955,221 (4,934,047) Total 106,652,891 90,714,368 96,654,393 90,409,800 6,219,948 84,189,852 (6,219,948) 171 Return to Table of Contents Fire s� r. FY 2024-25 Organizational Chart• �# ?=1�fi I 1111I Fire Chief r r I I Professional Standards Emergency Response Marine Safety Fire Deputy Chief Fire Deputy Chief Marine Safety Division Chief Principal Management Analyst Fire Division Chief Fire Division Chief Senior Management Analyst Administrative Fire Captain ' i Management Aide(5)n Senior Management Analyst Management Analyst Fire Suppression Marine Safety Operations &Emergency Response Fire Battalion Chief (3) Marine Safety Battalion Community Risk Fire captain (24) Chief Reduction Fire Engineer (24) Marine Safety Captain(6) Firefighter Paramedic (36) Marine Safety Specialist(3) Fire Marshal Firefighter(12) Administrative Assistant Deputy Fire Marshal(2) Senior Fire Prevention Emergency Management& Rescue Vessel Operations Inspector(3) Homeland Security Marine Safety Captain(4) Certified Unified Program Emergency Management Agency Administrator Training& Special Teams Senior Fire Prevention Hazmat Response Inspector Marine Safety Battalion Fire Prevention Inspector Chief Fire Captian(6) Training Fire Engineer(6) Marine Safety Captain Firefighter Paramedic(12) Central Net Operations Administrative Fire Captain Authority Emergency Medical Services &Firemet Administration Marine Safety Net Operations Battalion Authority Chief Fire Medical Coordinator — Marine Safety Captain Fire Training Administrative Fire Captain* Maintenance Technician Management Analyst Emergency Transport Program Ambulance Operator(30) • Defunded Position-Admin Fire Captain (2) n Limited Term Position (1) 172 CITY OF HUNTINGTON BEACH Return to Table of Contents F i re Department Descriptions The Huntington Beach Fire Department provides the highest quality fire, marine safety and emergency medical '—'41711444,.„,tiservices to protect the community. A balanced approach �,;, to life safety, data driven community risk reduction and • property protection supports this mission. The Department ±'�' z provides "all-risk" services and response for fire ,. suppression, community risk reduction, technical rescue, hazardous materials and weapons of mass destruction, • , disaster preparedness, marine safety, emergency medical it • ' Nf and ambulance transport. Fire training is provided through .. the regional Central Net Training Center. The FireMed paramedic subscription program reduces or eliminates out • of pocket expenses for patients while offsetting the cost of delivering emergency medical services. Fire Administration The purpose of the Fire Administration Division is to provide management, research, clerical, financial, and records support for all Fire Department programs. Fire Administration establishes and modifies Fire Department strategies, tactics, and policies; administers the Central Net Operations Joint Powers Authority Training Center; and is a member of MetroNet, a seven-city Joint Powers Authority for fire and medical emergency communications. The Fire Department is also a member of the Orange County-City Hazardous Materials Emergency Response Authority. Community Risk Reduction The Community Risk Reduction (CRR) Division has responsibility for enforcing local, state, and federal codes to reduce the loss of life and property from preventable fires and other emergencies. This is accomplished by providing comprehensive inspections, plan review services, public education, fire investigations and public engagement. The CRR Division works closely with the business community, other City departments, and fire companies to ensure the safety of residents and response personnel and to protect the economic well-being of the City. CRR Inspectors conduct 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, life safety, and 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 provides 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 Fire Protection Association's Fire Prevention Week in October every year. The Open House attracts families from around the Huntington Beach area for live demonstrations, static displays, tours and family-friendly activities. Emergency Response and Marine Safety The Emergency Response Division provides a professionally trained and well-equipped emergency force for fire, medical, rescue, 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 in each of 173 Return to Table of Contents Fire Department Descriptions the stations, Marine Safety Headquarters and the Marine Safety Training 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, two State Office of Emergency Services engines, a hazardous materials response vehicle, 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 Division coordinates with the Public Works Fleet Services staff 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 special event management and 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. '! l allicy t 151git�°. L i �+' ■ n. i- t� - '` I� i` �to _ I t' �-r�-- 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 include 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 185 seasonal 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. ‘. 174 Return to Table of Contents Fire Ongoing Activities & Projects Fire Administration • Maintain auto aid agreements with surrounding fire suppression and medical response agencies. • Administer federal, state, local and private grants. • Administer homeland security measures, ( 111111 �II���f purchase designated equipment, and IItIIII��II II coordinate City weapons of mass f 1 destruction training. �� i91I��� 111 y • Continue strategic planning and accomplish [ . HUNTINGTON BEACH FIRE M all goals identified in the three-year plan. ! elm, _• Represent the City of Huntington Beach on . IF 4g. MetroNet Joint Powers Authority Board, �`�_,, I• - a , _ ,�_ '_ Central Net Training Authority Board, ' ''`' ® , . Orange County-City Hazardous Materials r g *• - be 'j '�_ a Emergency Response Authority, Orange ,r_ ` a County Intelligence Assessment Center, Orange County Emergency Management _ Organization and Urban Area Working Group. 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 Development Department. • Perform methane barrier and oil well plan reviews and inspections. � • Conduct hazardous materials disclosure inspections and maintain hazardous materials disclosure records HUNTINGTON BEACH FIRE REPARTAIPIT -I • and emergency plans. �, r • Respond to citizen inquiries regarding fire prevention, inspection and education. 3AI� • Provide Community Risk Reduction support and or sr i training to emergency response personnel. f '� ' • Develop, implement, and maintain land management - �,� software that tracks fire construction permits and r ! G, - ' annual fire and life safety inspections. , '° -\ • Manage recruitment-to-retirement program, including 1_11- continual improvement and innovation in education, training, and mentorship. 175 Return to Table of Contents Fire Ongoing Activities & Projects 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. • Continue to evaluate response protocols and response grids based on current data and analytics. • Coordinate inspections, repairs and/or preventive maintenance `.: •_ on emergency response apparatus and facilities. F"ft�n !+ • Perform CRR events for public education and engagement with ` _ ,.4 ` on-duty crews and apparatus. - • Continue to provide training and education to 45 Fire Explorers through the Explorer cadre as well on-duty crews. • 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 Cal OES Type 1, Type 1 Hazmat, Type 1 USAR, Type 1 Mass Decontamination Unit, strike team deployments and single resource deployments. • 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 Orr buildings, trench rescues, confined space rescues and machine rescues. Is • Assist in the build-out of the updated Fire 800 MHz radio system. • Continue to develop USAR Regional Task Force (RTF)with agencies in the operational area. • 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. • Provide Firefighter Rehabilitation during large scale incidents to Orange County Fire Agencies. 176 Return to Table of Contents Fire Ongoing Activities & Projects • Coordinate offshore rescue activity with the Police Department, U.S. Coast Guard and Orange County Sheriffs Harbor Patrol. • Continue to provide training of Marine Safety Division personnel to maintain operational readiness. • Meet all training and other requirements to maintain Advance Lifeguard Agency N908KB '= Certification through the United States ,w' ' '`� '"�'' ' Lifesaving Association. 's • . �; a;l i i,—." "----c • Provide real-time beach safety, parking and environmental warnings using a public dashboard. • Continue to monitor and develop response plans and recommendations for the Huntington Harbour response division. • Provide 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 surfing community as well as local high school and college surf teams. • Participated in Surf City Nights Public Education on the Tuesday night Street Fair, which includes equipment set up and hands only CPR. • Hold Water 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. o Junior Lifeguard Program (June-August) - Enrollment of approximately 900-1,100 participants annually. Ages 9-17 years old. Provides ocean and water safety education as =- well as career pathways to Marine Safety and other public safety disciplines. o After-School Junior Lifeguard Program (year-round)-Ages 9-17 years old. Provides ocean and water safety education. o Beach Rangers (July-August) - Introduces the beach and \`beach hazards, as well as introducing participants to r 19 multiple bodies of water in Huntington Beach. The Beach Rangers program is a free community-risk reduction 10117 �' ytlz! '-" ' 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. lnlrGORKB 177 Return to Table of Contents Fire Performance Measures Results for the City's performance measure program for the past two fiscal years, in addition to goals and objectives for FY 2024/25, are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 1. Receive the American Heart Association (AHA) Mission: Lifeline EMS Recognition by meeting or exceeding all four measures of the AHA standard for excellent pre-hospital heart attack care. All measures must be kept in at least 75% of cases for two or more full and consecutive 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 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% 95% 100% Goal: 3. Continually maintain 250 Community Emergency Response Team (CERT) and 75 Radio Amateur Civil Emergency Services (RACES)volunteers. Measure: #CERT volunteers 615 691 725 #of RACES volunteers 69 78 85 Goal: 4. Ensure 100% of Lifeguards, Marine Safety Captains and Marine Safety Specialists complete United States Lifesaving Association (USLA) requirements to maintain Advanced Certified Lifeguard Agency status. Measure: % of Advanced Certified Lifeguard Agency 100% 100% 100% maintained 178 Return to Table of Contents Fire Performance Measures FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 5. Maintain training requirements for fire suppression • staff by training two hours per day per person. Measure: %Completion of training requirement of two hours 100% 100% 100% 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 3 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 45 45 50 Goal: 8. Complete and update a responsibility matrix that encompasses all Chief Officer responsibilities. dola 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 100% 100% 100% complete Goal: �o. Complete and update Community Risk Assessment(Fire Accreditation Process). Measure: % completion of Standards of Cover document 100% 100% 100% Goal: �1. Complete and update Strategic Plan (Fire Accreditation Process). Measure: % completion of Strategic Plan document 50% 100% 100% 179 Return to Table of Contents Fire Performance Measures FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 12. Complete and update Facilities Master Plan (Fire Accreditation Process). Measure: % completion of Facilities Master Plan document 50% 100% 100% Goal: 13. Complete and update software needed for operational readiness: National Fire Incident 1146, Reporting System, preplanning software, Marine Safety dashboard, and Lexipol policy software. Measure: #of updated software 2 2 4 Goal: 14. Implement and maintain Chief Officers credentialing program. . Measure: completion of Chief Officer credentialing 10% 10% 75% program Goal: 15. Achieve 100% of data submission to the cardiac arrest registry for enhanced survival. Measure: % completion of data submission to the cardiac 100% 100% 100% arrest registry 180 Return to Table of Contents Fire Accomplishments and Objectives FY 2023/24 Accomplishments St Public Safety • Provided 21,652 medical, fire, hazardous materials and other emergency responses in 2023. • Provided 13,654 emergency medical transports generating approximately$9 million in revenue. • Graduated two classes of Fire Explorer as part of the Fire Explorers program for 14-20-year-olds. • Enhanced the Firefighter Trainee position to include eligibility for all HBFD Ambulance Operators and select Marine Safety personnel to compete for hiring opportunities. • Fire Companies attempted 1,722 general fire and life safety inspections. • CRR Division conducted 1,451 life safety inspections, 2,571 apartment inspections, 62 school inspections, 14 high rise inspections, 26 --- t' hotel/motel inspections, 26 state fire clearance _ inspections, 33 oil well inspections, 645 CUPA -.. • • 1 `` -git --s u 1"141r ' y-� inspections, 129 event inspections, 323 u - ~' unscheduled inspections, and 2 institutional '/_' " inspections, including initial and follow-up Y,- ,`. • _ _ - !!!/// '�, inspections. • Conducted 3,329 plan reviews (all submittals) with an overall average of 7.4 days or less for turnaround to customers. Conducted 420 building fire final inspections, 300 rough-in inspections, 71 i,= 'c" �•- I 11 J hydrostatic (pipe/underground) inspections, 127 - --'' t `7il� l`. A+ —• methane barrier inspections, 62 underground g5lrt+-•4 - ¢-!, ''- ';,' °I--�! --- inspections, 8 pipe inspections, and 20 oil well top t ..' = plate/vent cone inspections. • Developed multiple guidelines for the public to " 10!'�_ ` assist with development such as alternative means, . ✓ ' "x., methods and materials (AM&M). Fire Master Plan, ^ " , , �, x and CUPA compliance guidance. � , �f ' '*a: s • Launched automated Fire Watch program to assist •-�" • - • community in meeting Fire Watch requirements when fire systems are disabled or non-functioning. • Established part time Fire Inspector program to assist with low-risk occupancies, providing the department with agile and cost-effective inspection services. The Peer Support Team provided ,t , � numerous contacts and follow-ups to support our fire family's " �"" behavioral health and presented at numerous recruit academies. ,` • � • Hosted a Significant Other Survival class designed to provide Y awareness and tools for the loved ones of first responders. A rr 1� ..- r _,1VA 181 Return to Table of Contents Fire Accomplishments and Objectives • Provided training and equipment to support a i, I ' functional fitness program that will promote injury ' �t ow i "' prevention, longevity in the profession and general ,', ! wellness. ". • Initiated a cancer awareness and prevention , 1. campaign to address modifiable practices and j` • `.tk. --11 infrastructure that would reduce exposure risks, with r: ✓ x • exploration of additional therapeutic testing with Hoag r - r, ' ` - Concierge and was awarded grant funding. j: _j► • Helped facilitate numerous projects from Ideas for --,,, Change within the Fire Department. • Coordinated public safety planning and G / ,A.1 provided fire and emergency medical ,i`''- ".i� 1nti. _ services for large special events, __ including Surf City Marathon, 4th of f � i>ae ��` 7!' ', July, US Open of Surfing, Pacific Air �� ;y� Show and Darker Waves Festival. - r ( ,4. . ',• I r!f A • Trained Liberty Christian School in t'• , l ' `,r;., , Stop the Bleed (STB).All high schools r., +. I are now trained and outfitted with STB r :. �' ' -i ill �+a,, . • kits in each classroom. • Participated in joint Fire Department/Marine Safety and Coastguard Marine Helo Operations drills and off-shore SAR exercise with regional stakeholders. • Acquired Public Safety Diver certifications and provided ongoing training of all Dive Team members. • Maintained United States Lifesaving Association Advanced Lifeguard Agency Certification. • Performed 76,717 lifeguard preventative actions and conducted approximately 2,783 water rescues in Calendar Year 2023. • Continued enhancements to Harbour Commission management and completion of a strategic plan, gathered data and identified operational and safety needs within Huntington Harbour. • Continued enhancing the Marine Safety public facing dashboard: safebeachday.com. • Increased Marine Safety and CRR off-season classes. • Continued to pursue initial phases of Fire Department accreditation. • Conducted numerous department trainings, including: two ! t , ^� Multi-Company drills for all personnel, RT-130 for all �,,o.I p , , t personnel, EMT classes, HAZMAT FRO training, Cal-OES . ,k F Certified 14 Hazmat personnel to Assistant Safety Officer, -,,,i`/ , countywide USAR drill at AES, live burn training with the SWAT =k__ . i *'4< 5r Team, live burn training with Newport Beach and Laguna .t, a' ■I •• -.,;' Beach fire departments, budget classes with safety and non- �f--' 4 fit*;r,,. _+J safety staff, behavioral health classes, Orange County , '° Emergency Medical Training (OCEMT) Paramedic Program, )1; /fit "`. new AED training, and company officer series classes. To ' . • f _ assist in training the City acquired structure for hands-on training and installed Stop the Bleed kits. submitted final plans . 3 to building department to build the Joint Youth Training Center ;,- • Five Fire Department members completed the didactic . ._ - Paramedic Training at OCEMT, and one is currently in , ,ANts, , progress. 4•1' N f` s .',tr, , F ti '' _ +",_ • Ali!wrx..'I•y W `;•X 182 Return to Table of Contents Fire Accomplishments and Objectives • Successfully completed 25 recruitment,promotion and administrative assignment selection processes, including processing 1,200 applicants for 140 selections. • Recruited six Fire Suppression Firefighter Trainees and completed a comprehensive, 12-week Huntington Beach Fire Department Academy. • Recruited 50 Ambulance Operators and completed four two-week and one three-week academies. • Conducted more than 6,900 hours of new-hire academy training for new Firefighter Trainee and Ambulance Operator personnel. • Activated the EOC for winter storm events. • Upgraded audiovisual equipment in the classrooms at CNET, new entry door installed on drill tower, and boardroom has been professionally upgraded. • Helped facilitate the sponsorship of six Ambulance Operators/Marine Safety personnel into regional college fire academies. • Hosted five Ambulance Operator academies. • Continued partnership with Santa Ana College who hosted two basic fire academies(total of 92 recruits) completing 55,200 hours of training, held a Driver Operator 1A class, and held 12 Biddle Days __, _ -_- • Maintained operational readiness/availability to the �r . Office of Emergency Services by providing Type-3 : mot Y �„ if Urban Search & Rescue services and Type-1 1! , --- 1., firefighting capabilities to the State of California on t ' ki- our Type-1 OES Engine. - -- • As part of the statewide mutual aid system, responded to eight strike team requests in FY 23/24 as of March 2023 to assist with major fires and other � , _. serious disasters. - • Began the build process for two new Fire Engines, one Fire Truck, and one Fire Command Vehicle • 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. • HB Junior Lifeguard Joules Akoubian was voted the California JG of the Year and received the California Surf Lifesaving Associations heroic acts award for her lifesaving actions that were performed on scene of an aquatic cervical spine injury. • Implemented new Cal OES Type VI engine program. Fiscal Stability • Received a $10,000 grant from The ='.''' _,,,_ =- Hartford to enhance public education - - r H program to school-aged children. • ( ,.:r r '•` k. f,� • Awarded Consumer Product Safety (4 ‘- `., A• ` r r t , '4,-n Commission "Pool Safely" grant for Ay __ - $140,000 and the California Coastal ,, . t ,• :, 4 , ' •■ ,` 4 4 Commission "Whale Tail" grant for 1. $50,000. 183 Return to Table of Contents Fire Accomplishments and Objectives fret Public Engagement • Received a 98% overall Emergency Medical Services (EMS) service rating of meeting or exceeding customer expectations for 2023 from 277 randomly selected survey respondents. • Trained over 8,079 people in hands-only CPR. • Expanded the Fire Open House and created new obstacle challenges with the Kid's Agility Course, making the 2023 Open House one of the largest attended events with approximately 2,500 attendees. • 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 10,000 toys to local organizations. • Kingman recertified as a peer support dog and was activated about 100 times during various occasions, including multiple deployments to assist regional public safety agencies with crisis intervention and incident debriefings. • Fire Engineer Kane assisted numerous local fire agencies and one department in Maine with the development of their own peer support dog programs. • Kingman promoted mental health and wellness through kingmanthefiredog Instagram account with over 1,700 followers. • Increased Beach Rangers participation to 80 students. Community sponsorships were provided by the Huntington Beach Surf Lifesaving Association, Vans Shoes, Chick-Fil-A and Oakview Elementary school. • 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 162 smoke alarms in 65 homes for calendar year 2023. • HBFD continues the HEARTSafe HB Initiative, which is a s collaborative program focused on increasing survival rate from out- of-hospital sudden cardiac arrest (SCE) and is a long-term effort F ' that seeks to strengthen every link in the chain of survival. '.H • Junior Lifeguards were taught hands only CPR as part of the Heart Safe initiative.They were encouraged to bring these technics home R to teach their families and neighbors. r,__ `` • Fire Department education presented at regular Surf City Nights in • downtown with participation from all Fire Divisions. • In 2023 CERT Volunteers donated 5,748 hours to the City; ' delivered 2,555 sandbags to 160 residents who are seniors or have access and functional needs; assisted with communication at the Surf City Marathon and Pacific Air Show; participated in several county exercises, including the John Wayne Tri-Annual Airport Exercise; staffed first aid booths the Cherry Blossom Festival, Independence Day Parade, US Open of Surfing, the Pacific Air Show and American Legion Car Show; assisted in teaching at the gym. " March and September CERT class, which graduated 97 students, and staffed disaster preparedness information booths downtown at Surf City nights and other events. 184 Return to Table of Contents Fire Accomplishments and Objectives FY 2024/25 Objectives Public Safety • 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 lirill". ''1r-' all-risk emergency incidents. K _ .�_ • Complete all components of Fire "` r -1 Department Accreditation, including: I . 1_�,� a ' Standards of Cover, Community Risk �'1` ® i _ II Assessment, Strategic Plan and Self- i� �1 lj Assessment. Share findings with �- T emergency operations and administrative 0.44 : ,. x g — staff to maximize Fire Department efficiency, ,k #_! , � i professionalism and services. ... w - ' * i ` • Marine Safety Division integration of iy ; Electronic Patient Care reporting (ePCR) { and analysis of medical aid reporting requirements. • Review and evaluate administrative processes. • Improve leave time management with active tracking and support throughout all phases of the industrial injury and recovery process. • Maintain the Recruitment to Retirement Plan 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. • Complete the Fire Captain Pathway for succession planning to ensure employees are ready to assume higher positions. r, _ • Provide leadership opportunities to all members of the ---- • rt F` Fire Department and inspire a culture of success . k.`.• !' 4._ through education, citywide engagement and inclusivity. '�'-,..._— •- rt. • Implement Chief Officer Responsibility Matrix S ‘ throughout all Fire Divisions. 47.• Focus on employee health including cancer reduction, functional fitness and mental wellness through f -- development and implementation of a department- ~� wide wellness program that address physical fitness, mental health, nutrition, rest and recover, pre-hab and 4 s 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. • Upgrade HBFD's Swift Water response capabilities and obtain Office of Emergency Services Type-1 certification to provide the community with comprehensive response to swift and still water emergencies. • Maintain Hazardous Materials Team response capabilities and Office of Emergency Services Type 1 status to provide the community with comprehensive response to environmental emergencies including oil spills, the accidental or criminal release of toxic materials and reducing the hazard of combustible products entering sensitive areas. 185 Return to Table of Contents Fire Accomplishments and Objectives • - • Teach State Certified Hazmat FRO, Auto Extrication, Firefighter Survival, II r•' ' o A" and Confined Space Awareness to our new Fire Recruits 11' . °•', • r-ki" • Complete a Two-Year Training Plan for all Fire Divisions. 1,f; - , �"' • Continue implementation of credential program for Chief Officer and Fire k 4.:',;'4.-.Z.d.4vt-1••-; •' •ir, Captain.:-. . t/. d 'r • Integrate Community Risk Reduction (CRR) into all Operations. i ;p Continue to enhance the records management system for emergency, l R. - response to improve quality of data collection, resulting in effective, f K- meaningful metrics for community risk reduction. ( r-;, • Establish an Accreditation Team and assign tasks that would fully develop the Strategic Plan and Self-Assessment. • Complete the enhanced training records management system to allow for a more efficient report generation. • Increase State Certified Training Instructors within the department to provide more professional qualifications to personnel and new recruits. • Research and implement standard operating guidelines to exceed the safety standards and recommended tactics for new technologies that can harm firefighters. • Increase intradepartmental training opportunities to build relationships with other employees within the City. • Lead a community wide comprehensive risk ,iv reduction strategy and culture to minimize incidents f�, and optimize emergency response. op ' , -j 1 WI • Cultivate a business centered customer service culture fostered on communication, consistency and transparency. I, • Implement an emergency pre-plan program. :. il,J"� • Utilize analytics to implement targeted risk reduction "" ' campaigns designed to reduce emergency response ar` i ') • Establish a full-time Fire Department community . : engagement coordinator. M , ° 1620 • Integration of interdepartmental opioid prevention E tr_ and community. Fiscal Stability • 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. • Research and apply for more grants to enhance the City of Huntington Beach and public safety. ft Public Engagement • 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. • Continue to advance a community risk reduction culture through outreach efforts. • Update emergency preparedness plans and special events management plans via the Emergency Operations Center • Continue the HEARTSafe HB Initiative to increase neuro-intact survival from sudden cardiac arrest in our community. We are looking to be able to achieve the HEARTSafe Community designation by the end of FY25/26. 186 Return to Table of Contents Fire Accomplishments and Objectives • Continue to evaluate opportunities to enhance services to our emergency responders, staff and community members through our Support Canine program — Kingman. This highly trained dog has tremendous potential to reach, address and reduce the harmful effects of stress and behavioral health compromise. • Continue with disaster preparedness public education through CERT classes, presentations, information booths and the City's website. r ; 4. 'A* r f f I' '�_` r S ii l� y - `*�' �.'V 1 t� Y�,IR War It �'fl ell aif.f i1 ' tip' "�y�w� Y{ F 4 if f " `. • _-- 1 E t !' `K.. e { U ..L. ' ' li ' - - — , _____-,_ • 71141i6h.... 187 Return to Table of Contents Fire Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 14% Personnel Services 81% Non-Operating Expenses 5% Capital Expenditures represent less than 1%of expenditures and is not labeled on this chart FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 47,549,504 48,072,017 50,428,770 48,152,698 51,422,697 52,106,724 Operating Expenses 4,132,237 4,360,907 5,150,177 5,773,761 8,336,713 8,825,811 Capital Expenditures 273,334 117,524 68,202 69,400 924,982 69,400 Non-Operating Expenses 16,101 21,076 28,438 3,279,574 13,000 3,173,598 Total Expenditures by Category 51,971,177 52,571,524 55,675,587 57,275,433 60,697,392 64,175,533 Expenditures by Fund 100 General Fund _704 Fire JPA Fund 98% 1% 1285 National Opioids Settlement 1% Fund 501 represents less than 1%of expenditures and is not labeled on this chart FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 51,095,562 51,915,169 55,142,255 56,502,971 59,054,317 62,525,176 231 Fire Facilities Dev Impact 72,914 1,499 825,587 501 Certified Unified Program Agency 254,350 248,815 116,110 259,932 259,932 260,908 704 Fire JPA Fund 582,801 314,025 373,580 512,530 518,490 496,049 1285 National Opioids Settlement 893,400 Other Funds 38,464 20,600 42,143 39,066 Total Expenditures by Fund 51,971,177 52,571,524 55,675,587 57,275,433 60,697,392 64,175,533 188 Return to Table of Contents Fire Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 20,301,580 22,479,369 23,929,693 26,380,044 26,380,044 28,425,875 7.76% Salaries,Temporary 2,028,771 1,677,722 1,665,236 1,492,649 1,492,649 1,467,649 -1.67% Salaries, Overtime 7,949,797 8,722,066 8,829,231 6,322,435 6,325,860 6,887,160 8.93% Leave Payouts 654,603 401,259 396,854 369,000 369,000 406,873 10.26% Benefits 16,614,754 14,791,601 15,607,756 13,588,570 16,855,144 14,919,167 9.79% PERSONNEL SERVICES 47,549,504 48,072,017 50,428,770 48,152,698 51,422,697 52,106,724 8.21% OPERATING EXPENSES Utilities 41,377 59,931 59,837 57,150 57,150 58,330 2.06% Equipment and Supplies 1,222,719 1,423,888 1,399,734 1,106,719 1,307,878 1,660,151 50.01% Repairs and Maintenance 257,452 248,820 222,024 374,035 380,197 361,923 -3.24% Conferences and Training 76,799 91,472 124,931 108,280 99,060 112,780 4.16% Professional Services 445,785 603,197 573,960 649,629 721,069 860,329 32.43% Other Contract Services 79,719 47,187 72,103 124,738 135,698 134,738 8.02% Rental Expense 96,387 93,978 96,790 91,015 91,015 91,015 0.00% Insurance 5,600 5,600 7,500 33.93% Payments to Other Governments 1,877,598 1,754,772 2,569,287 3,229,890 5,512,340 5,512,340 70.67% Expense Allowances 16,200 16,350 16,950 15,705 15,705 15,705 0.00% Other Expenses 18,200 21,312 14,561 11,000 11,000 11,000 0.00% OPERATING EXPENSES 4,132,237 4,360,907 5,150,177 5,773,761 8,336,713 8,825,811 52.86% CAPITAL EXPENDITURES Improvements 271,589 74,314 68,202 69,400 894,987 69,400 0.00% Equipment 1,745 1,442 Vehicles 41,768 29,995 CAPITAL EXPENDITURES 273,334 117,524 68,202 69,400 924,982 69,400 0.00% NON-OPERATING EXPENSES Debt Service 3.101 8.076 8.046 Transfers to Other Funds 13.000 13,000 20392 3,279,574 13,000 3.173.598 -3.23% NON-OPERATING EXPENSES 16,101 21,076 28,438 3,279,574 13,000 3,173,598 -3.23% Grand Total 51,971,177 52,571,524 55,675,587 57,275,433 60,697,392 64,175,533 12.05% General Fund 51,095,562 51,915,169 55,142,255 56,502,971 59,054,317 62,525,176 10.66% Other Funds 875,615 656,355 706,439 772,462 1,643,075 1,650,357 113.65% Grand Total 51,971,177 52,571,524 55,848,693 57,275,433 60,697,392 64,175,533 12.05% Personnel Summary 200.00 201.00 201.00 201.00 201.00 202.00 1.00 189 Return to Table of Contents • Fire Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 20,039,035 22,191,769 23,789,509 26,045,326 26,045,326 27,949,748 7.31% Salaries,Temporary 2,025,235 1,672,919 1,636,806 1,457,649 1,457,649 1,457,649 0.00% Salaries,Overtime 7,929,541 8,717,830 8,808,787 6,304,123 6,304,123 6,868,848 8.96% Leave Payouts 639,683 391,930 400,719 369,000 369,000 406,873 10.26% Benefits 16,428,429 14,683,168 15,493,728 13,448,616 16,670,955 14,719,051 9.45% PERSONNEL SERVICES 47,061,923 47,657,616 50,129,549 47,624,714 50,847,053 51,402,169 7.93% OPERATING EXPENSES Utilities 4,444 10,748 4,976 4,650 4,650 4,650 0.00% Equipment and Supplies 1,169,656 1,396,464 1,343,738 1,067,718 1,263,319 1,140,250 6.79% Repairs and Maintenance 252,464 244,721 220,632 356,753 362,915 356,753 0.00% Conferences and Training 76,799 91,256 119,229 106,530 97,310 106,530 0.00% Professional Services 441,885 585,097 573,147 649,629 720,982 649,629 0.00% Other Contract Services 79,020 47,187 56,720 123,028 128,028 123,028 0.00% Rental Expense 96,387 93,978 96,170 91,015 91,015 91,015 0.00% Payments to Other Government 1,877,598 1,754,772 2,569,287 3,229,890 5,512,340 5,512,340 70.67% Expense Allowances 16,200 16,350 16,950 15,705 15,705 15,705 0.00% Other Expenses 17,439 15,538 11,856 11,000 11,000 11,000 0.00% ^_OPERATING EXPENSES 4,031,894 4,256,112 5,012,705 5,655,918 8,207,264 8,010,900 41.64% CAPITAL EXPENDITURES Equipment 1,745 1,442 CAPITAL EXPENDITURES 1,745 1,442 _ NON-OPERATING EXPENSES Transfers to Other Funds 3,222,339 3,112,107 -3.42% NON-OPERATING EXPENSES 3,222,339 3,112,107 -3.42% Total 51,095,562 51,915,169 55,142,255 56,502,971 59,054,317 62,525,176 10.66% I ersonnel Summary 196.20 197.30 197.30 197.30 197.30 196.80 l (0.50)1 Significant Changes Changes in Personnel Services are a result of Memorandums of Understanding(MOUs)that were entered into with the City's Fire Management(FMA)and Firefighters'Association(HBFA)labor unions during FY 2023/24. 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 one-time costs related to the FireMed membership program and implementation of a new platform for fire inspections. Operating increases also include the full-year payments related to the Department of Health Care Services(DHCS)Public Provider Ground Emergency Medical Transportation Intergovernmental Transfer(PP-GEMT-IGT)Program, which proivdes a greater net revenue than the previous programs after transferring the non-federal share to the state.The department also participates in the Voluntary Rate Range Intergovernmental Transfer(VRRP IGT)Program,which also provides greater net revenue to the City. 190 Return to Table of Contents Fire Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year National Opioids Settlement (1285) PERSONNEL SERVICES Salaries, Permanent 135,000 100.00% Benefits 63,500 100.00% PERSONNEL SERVICES 198,500 100.00% OPERATING EXPENSES Equipment and Supplies 484,200 100.00% Professional Services 210,700 100.00% Other Expenses 173.106 OPERATING EXPENSES 173,106 694,900 100.00% Total 173,106 893,400 100.00% Significant Changes In July 2021, a$26 billion offer to settle was made by opioid manufacturer Janssen Pharmaceuticals and the"big three"distributors, McKesson,AmerisourceBergen,and Cardinal Health,to resolve their liabilities in over 3,000 opioid crisis-related lawsuits nationwide. It is estimated that California will receive approximately$2.05 billion from the Janssen and Distributors(J&D)Settlement Agreements over the next 18 years.The majority of this money will be provided to Participating Subdivisions to be used for opioid abatement activities. To comply with the requirements of the settlement agreements,the Fire Department has proposed a spending plan to utilize the funds for High Impact Abatement Activities(HIM), including costs for a chief medical officer to create programs designed to provide Opioid Use Disorder(OUD)healthcare and community engagement services. The groundwork laid in year one will support ongoing efforts and generate additional revenue streams for subsequent years. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 1285 National Opioids Settlement 191,609 192,306 192.306 Total 191,609 192,306 192,306 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 1285 National Opioids Settlement 191.609 702.292 701,094 1,198 (701.094) Total 191,609 702,292 701,094 1,198 (701,094) 191 Return to Table of Contents Fire Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year HAZMAT CUPA(501), Training Center(704), Grants (various) PERSONNEL SERVICES Salaries, Permanent 262,545 287,600 140,184 334,718 334,718 341,127 1.91% Salaries, Temporary 3,535 4,802 28,430 35,000 35,000 10,000 -71.43% Salaries, Overtime 20,255 4,237 20,444 18,312 21,737 18,312 0.00% Leave Payouts 14,920 9,329 (3,865) Benefits 186,324 108,433 114,028 139,954 184,189 136,616 -2.39% PERSONNEL SERVICES 487,581 414,401 299,221 527,984 575,644 506,055 -4.15% OPERATING EXPENSES Utilities 36,933 49,182 54,862 52,500 52,500 53,680 2.25% Equipment and Supplies 53,063 27,424 55,996 39,001 44,559 35,701 -8.46% Repairs and Maintenance 4,988 4,098 1,392 17,282 17,282 5,170 -70.08% Conferences and Training 216 5,701 1,750 1,750 6,250 257.14% Other Contract Services 699 15,383 1,710 7,670 11,710 584.80% Rental Expense 620 Insurance 5,600 5.600 7,500 33.93% Other Expenses 761 5,774 2,705 OPERATING EXPENSES 100,343 104,795 137,471 117,843 129,449 120,011 1.84% CAPITAL EXPENDITURES Improvements 271,589 74,314 68,202 69,400 894,987 69,400 0.00% Vehicles 41,768 29,995 CAPITAL EXPENDITURES 271,589 116,082 68,202 69,400 924,982 69,400 0.00% NON-OPERATING EXPENSES Debt Service Expenses 3,101 8,076 8,046 Transfers to Other Funds 13,000 13,000 20.392 57,235 13,000 61,491 7.44% NON-OPERATING EXPENSES 16,101 21,076 28,438 57,235 13,000 61,491 7.44% Total 875,615 656,355 533,333 772,462 1,643,075 756,957 -2.01% 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. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from normal fluctuations in personnel costs. Changes in Operating Expenses and Temporary Salaries reflect a reallocation of funds between expenditure categories. 192 Return to Table of Contents Fire Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS HAZMAT CUPA(501),Training Center(7o4i, Grants(various) (Continued) FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00103 Donations 2,048 00231 Fire Facilities Dev Impact 104,603 74,854 96,381 00501 Certified Unified Program Agency 268,464 280,992 284,138 262,500 262,500 262,500 00704 Fire JPA Fund 487,785 331,725 434,191 405,866 405,866 405,866 00894 W MD-DHHS (1) 1 5 00922 Fire Grants-Other 3,000 5,500 118 01238 EMPG 16/17 25,799 10,009 57,894 33,420 (33,420) Total 889,651 703,081 874,775 668,366 701,786 668,366 (33,420) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00704 Fire JPA Fund 243,712 261,412 322,022 180,532 90.183 90,349 (90,183) Total 243,712 261,412 322,022 180,532 90,183 90,349I (90,183) 193 Return to Table of Contents Human Resources1.14 �- FY 2024-25 Organizational Chart I T Director of Human Resources Deputy Director of Administrative Services Senior Administrative Assistant r Human Resources Risk Management Human Resources Manager Risk Manager I I Principal HR Analyst (3) HR Analyst Senior HR Analyst Risk Management Specialist HR Analyst Senior HR Technician (2) HR Technician 194 CITY OF HUNTINGTON BEACH Return to Table of Contents Human Resources Department Descriptions -%-li,•,—,,z,, i,.•7.,-- r;,,,,, , -,e : , ' pqf b 41`. : ' c1A 1 i e l 4'c Cl e`T' f yQ L ,4 S if t, ,., 6 '.'z -ifft .._ it .0 ,,,,wric • _ 1" \ '4 1 1 4 ( I •I•e ct .,..,.�.,..� 1 tom' iw` z, 1 . �. 11, The Human Resources Department provides essential internal services to all City departments, striving to create a safe, equitable, and connected workplace. We believe that people are an organization's greatest asset, and seek to select, train, and retain staff who behave in a team-oriented manner with humility, exceptionality, social awareness, passion, and integrity. Human Resources and Risk Management 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. 195 Return to Table of Contents Human Resources 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 contract interpretation issues, and manage the negotiations process. Department Liaisons • Manage the recruitment,testing,and selection processes,including administration of the NEOGOV online recruitment system. • Administer the City's health and retirement plans, including the annual health fair and open enrollment period. • Administer the classification and compensation plan, including updating job classification specifications, addressing classification issues, and conducting periodic market studies. • Coordinate leaves, disability, and return-to-work programs. 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. r s ' ' I 196 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 1. Complete recruitments (from posting • to creation of eligibility list) in 60 days ;M; MO MD or less. Measure: % of recruitments completed in 60 days or less 95% 98% 95% Goal: 2. Continue open communication with • employees and labor groups through ;iE;; AM lin regular meetings, the meet & confer process, and employee newsletters. Measure: Maintain open and frequent communication with all labor groups N/A Yes Yes and employees. Goal: 3. Provide quarterly organized citywide • training opportunities including safety ;M; training Measure: #of training opportunities provided N/A 12 (Non- 6 Safety) Goal: 4. Provide employee health and wellness • fairs and/or workshops twice annually /"'N 110 AS Measure: #of wellness fairs/workshops provided N/A 1 2 197 Return to Table of Contents Human Resources Accomplishments & Objectives FY 2023/24 Accomplishments High Performing Organization • Recruited, assessed, selected, and onboarded over 300 full and part-time employees. • Facilitated over 200 new job postings for full and part-time positions, processing over 12,000 job applications. • Conducted recruitments—from job posting to creation of eligibility list—in an average of 36 days. • Created and/or revised 22 job classification specifications in order to meet the needs of departments and the City's Classification Plan. • Conducted 11 new employee orientation sessions to promote the City's values and behavioral expectations. • Implemented the use of the Laserfiche platform for electronic personnel files and records. • Reviewed and updated key Administrative Regulations pertaining to the Human Resources Department. • Facilitated monthly training webinars for staff in partnership with Liebert Cassidy Whitmore,Concern EAP, and MissionSquare Retirement. • Implemented an online training platform to facilitate anti-harassment training for 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. Fiscal Stability • Worked with insurance brokers to forecast, tailor, and negotiate the most appropriate, quality, and cost- effective workers' compensation and liability insurance programs. • Conducted two Requests for Proposals (RFPs) and selected Third-Party Administrators to continue developing the best Workers' Compensation and General Liability insurance programs for the City. • Reviewed and processed 150 liability claims and 1,250 insurance certificates. FY 2024/25 Objectives High Performing Organization • Continue to review and update key Administrative Regulations pertaining to the Human Resources Department. • Continue tailoring professional development training programs to meet employee needs. • Develop a basic Human Resources 101 curriculum and training program for new supervisors and managers citywide. • 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. • Continue to identify areas for improving efficiencies within the department's processes and procedures in support of providing optimal customer service to both internal and external customers. 198 Return to Table of Contents Human Resources Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category .111100 Non-Operating Expenses 1% Operating �`� Expenses 90% Personnel Services 9% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 1,933,031 1,551,289 2,016,866 2,338,277 2,609,053 2,508,021 Operating Expenses 24,247,387 24,182,783 28,050,977 22,249,308 28,129,793 26,504,935 Non-Operating Expenses 9,925 25.844 25,747 270,776 278,188 Total Expenditures by Category 26,190,343 25,759,915 30,093,591 24,858,361 30,738,846 29,291,144 Expenditures by Fund 552 Self Insurance General Liability 50% • • 551 Workers Compensation 100 General Fund 40% 10% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 1,740,373 1,838,765 2,092,107 2,629,343 2,788,098 2,864,232 551 Workers Compensation 12,207,363 16,110,995 12,153,863 11,661,463 11,661,463 11,868,717 552 Self Insurance General Liability 12,242,607 7,810,156 15,847,621 10,567,555 16,289,285 14,558,195 Total Expenditures by Fund 26,190,343 25,759,916 30,093,590 24,858,361 30,738,846 29,291,144 199 Return to Table of Contents Human Resources Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds _1 PERSONNEL SERVICES Salaries, Permanent 1,140,890 1,068,441 1,245,627 1,709,418 1,709,418 1,835,767 7.39% Salaries,Temporary 58,779 68,738 93,953 52,704 52,704 52,704 0.00% Salaries,Overtime 5,186 5,155 590 Leave Payouts 32,602 26,183 37,477 16,000 16,000 16,000 0.00% Benefits 695,573 382,771 639,220 560,155 830,931 603,550 7.75% PERSONNEL SERVICES 1,933,031 1,551,289 2,016,866 2,338,277 2,609,053 2,508,021 7.26% OPERATING EXPENSES Utilities 18 299 63 Equipment and Supplies 18,158 23,143 27,893 40,275 40,275 40,275 0.00% Repairs and Maintenance 150,198 55,881 45,835 63,500 63,500 63,500 0.00% Conferences and Training 64,619 118,459 104,147 182,795 332,795 182,795 0.00% Professional Services 1,240,547 999,790 945,386 2,274,000 2,293,485 2,559,000 12.53% Other Contract Services 125,274 92,427 85,409 92,000 92,000 92,000 0.00% Claims Expenses 17,687,275 18,005,757 20,822,557 12,759,779 18,470,779 16,015,000 25.51 Insurance 4,731,069 4,554,972 5,532,388 6,195,176 6,195,176 7,046,365 13.74% Payments to Other Governments 226,563 325,149 480,466 635,783 635,783 500,000 -21.36% Expense Allowances 3.667 6.905 6.833 6.000 6.000 6,000 0.00% OPERATING EXPENSES 24,247,387 24,182,783 28,050,977 22,249,308 28,129,793 26,504,935 19.13% _NON-OPERATING EXPENSES Debt Service Expense 9,925 25,844 25.747 Transfers to Other Funds 270.776 278,188 2.74% NON-OPERATING EXPENSES 9,925 25,844 25,747 270,776 278,188 2.74% Grand Total 26,190,343 25,759,915 30,093,591 24,858,361 30,738,846 29,291,144 17.83% General Fund 1,740,373 1,838,765 2,092,107 2,629,343 2,788,098 2,864,232 8.93% Other Funds 24,449,970 23,921,151 28,001,483 22,229,018 27,950,748 26,426,912 18.88% Grand Total 26,190,343 25,759,916 30,093,590 24,858,361 30,738,846 29,291,144 17.83% Personnel Summary 12.00 13.00 13.00 14.00 15.00 15.00 0.00 200 Return to Table of Contents Human Resources Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 847,692 803,468 992,711 1,391,753 1,391,753 1,476,389 6.08% Salaries,Temporary 58,779 45,079 71,757 52,704 52,704 52,704 0.00% Salaries, Overtime 4,749 3,278 590 Leave Payouts 14,695 21,900 25,855 16,000 16,000 16,000 0.00% Benefits 533,472 450,910 519,650 465,097 667,591 492,953 5.99% PERSONNEL SERVICES 1,459,387 1,324,635 1,610,563 1,925,554 2,128,048 2,038,046 5.84% OPERATING EXPENSES Utilities 18 299 63 Equipment and Supplies 17,434 23,072 27,476 35,000 35,000 35,000 0.00% Repairs and Maintenance 11,849 54,671 45,835 63,500 63,500 63,500 0.00% Conferences and Training 64,470 115,152 100,920 170,795 320,795 170,795 0.00% Professional Services 61,258 224,645 228,281 134,000 142,755 249,000 85.82% Other Contract Services 122,865 90,047 72,151 92,000 92,000 92,000 0.00% Expense Allowances 3,092 6,244 6,818 6,000 6,000 6,000 0.00% OPERATING EXPENSES 280,986 514,130 481,544 501,295 660,050 616,295 22.94% CAPITAL EXPENDITURES Transfers to Other Funds 202,494 209,891 3.65% NON-OPERATING EXPENSES 202,494 209,891 3.65% Total 1,740,373 1,838,765 2,092,107 2,629,343 2,788,098 2,864,232 8.93% Personnel Summary 9.40 10.70 10.70 11.70 12.20 12.20 0.00 Significant Changes Changes in Personnel Services (Permanent and Benefits) and Transfers to Other Funds are a reflection of normal fluctuations in personnel costs and the corresponding redistribution of expenditures related to the City's Pension Obligation Bonds. Changes in Professional Services are due to increased costs of normal business activities, including pre-employment medical expenses and centralization efforts of citywide workplace investigations. 201 Return to Table of Contents Human Resources Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Self Insurance Workers' Comp(551) PERSONNEL SERVICES Salaries, Permanent 271,254 264,973 110,731 191,346 191,346 233,059 21.80% Salaries, Temporary 23,659 22,196 Overtime 437 1,877 Leave Payouts 17,907 4,284 7,413 Benefits 150,655 (72,324) 76,680 56,317 124,599 71,361 26.71% PERSONNEL SERVICES 440,253 222,469 217,020 247,663 315,945 304,420 22.92% OPERATING EXPENSES Equipment and Supplies 717 72 418 3,000 3,000 3,000 0.00% Conferences and Training 149 1,565 3,228 7,000 7,000 7,000 0.00% Professional Services 516,310 531,588 526,481 690,000 690,000 785,000 13.77% Other Contract Services 188 Claims Expenses 10,667,421 14,556,432 10,419,430 9,347,779 9,347,779 9,350,000 0.02% Insurance 345,264 447,216 481,060 661,956 661,956 851,000 28.56% Payments to Other Governments 226,563 325,149 480,466 635,783 635,783 500,000 -21.36% Expense Allowances 575 660 14 OPERATING EXPENSES 11,757,185 15,862,682 11,911,096 11,345,518 11,345,518 11,496,000 1.33% NON-OPERATING EXPENSES Debt Service Expense 9.925 25,844 25,747 Transfers to Other Funds 68,282 68,297 0.02% NON-OPERATING EXPENSES 9,925 25,844 25,747 68,282 68,297 0.02% Total 12,207,363 16,110,995 12,153,863 11,661,463 11,661,463 11,868,717 1.78%1 Significant Changes Changes in Personnel Services(Permanent and Benefits)are due to a reallocation of personnel costs from the General Fund to the Workers'Compensation Fund to align with actual staff time dedicated to managing this program. Increases in Operating Expenses reflect the general increase in normal business activities and insurance costs. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00551 Self Insurance Workers'Comp 6,798,938 8,989,612 14.519.787 11,164,142 11,164,142 12,931,172 1,767,030 Total 6,798,938 8,989,612 14,519,787 11,164,142 11,164,142 12,931,172 1,767,030 202 Return to Table of Contents Human Resources Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Self Insurance General Liab (552) PERSONNEL SERVICES Salaries, Permanent 21,945 142,186 126,319 126,319 126,319 0.00% Leave Payouts 4,209 Benefits 11,446 4,186 42,890 38,741 38.741 39,236 1.28% PERSONNEL SERVICES 33,391 4,186 189,285 165,060 165,060 165,555 0.30% OPERATING EXPENSES Equipment and Supplies 8 2,275 2,275 2,275 0.00% Repairs and Maintenance 138,349 1,210 Conferences and Training 1,742 5,000 5,000 5,000 0.00% Professional Services 662,979 243,557 190,622 1,450,000 1,460,730 1,525,000 5.17% Other Contract Services 2,221 2,380 13,258 Claims Expenses 7,019,854 3,449,325 10,403,127 3,412,000 9,123,000 6,665,000 95.34% Insurance 4,385,805 4,107,756 5,051,328 5,533,220 5,533,220 6,195,365 11.97% OPERATING EXPENSES 12,209,216 7,805,970 15,658,336 10,402,495 16,124,225 14,392,640 38.36% Total 12,242,607 7,810,156 15,847,621 10,567,555 16,289,285 14,558,195 37.76% Significant Changes Increases in Operating Expenses reflect the general increase in insurance costs and anticipated claims expenses. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00552 Self Insurance General Liability 2,320,439 5,837,550 11,230,954 11,738,297 17,049,297 17,552,066 502,769 Total 2,320,439 5,837,550 11,230,954 11,738,297 17,049,297 17,552,066 502,769 203 Return to Table of Contents Information Services FY 2024-25 Organizational Chart .ill��11 i �I Chief Information Officer IT Project Coordinator Management Aide r i I i Infrastructure Systems Business Applications Technology Engagement & Support IT Manager IT Manager IT Supervisor Network Systems Admin Principal IT Analyst (2) IT Analyst Principal IT Analyst Senior IT Analyst (3) Lead IT Technician Senior IT Analyst Senior GIS Analyst Senior IT Technician (2) IT Analyst (2) IT Analyst (2) IT Technician (2) Lead IT Technician 204 CITY OF HUNTINGTON BEACH Return to Table of Contents Information Services Department Description 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. A :?'.it 1 .4 :., •',ht.., -. .: , s3 .t` � _;: i; . ' . 1. titer IAA ' 41 1 "Y n !a • ae: a i •0 w. .T' Y f vo r �,,�, . t.f t • l me V ' .A. --v. T,.s ea _. ,e IIIIIIIIIIIIIII -' _.--;rR..—- a e'"rw-- 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. 205 Return to Table of Contents Information Services Department Description 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 multiple departments and other Federal, State, and County databases to create efficiencies, track projects, and plan for 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 help desk 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 using 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. 206 o Table of Contents 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 Ilik -_ Mt i , 1 ______Ti .1 i y,_ il ` 1,,,t...,..,R4r,,,ei,t_,ur_i_ii_t1 •... ;�'� r :it 0\411NGT0► aae = - t 4 y ?•"_ le 7 ..".61.2111.1.11.1.—,. _ .____ r r AR 4' ,*1.a .'_".:- j..>:__ _ - ',Paw- 41111°1111%1 -.4,11411" , M! 1.""F'- -z • Partner with the Police and Fire Departments to support a variety of public safety systems and applications. • Support Computer Aided Dispatch and Records Management System (CAD/RMS). • Support County applications in support of the public safety systems departments. • Manage and support mobile data computers, tablets, and specialized systems in Police and Fire vehicles, stations, and facilities. 207 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 1. Resolve 8,000+ tickets per year to • 90%+ positive feedback Measure: of positive feedback 94% 98.7% 90+% Goal: 2. Maintain reliability of City network by • having less than 0.02% of ;M; 'iz!� unscheduled downtime. Measure: % of unscheduled network downtime 0.01% 0.01% 0.01 208 Return to Table of Contents Information Services Accomplishments & Objectives FY 2023/24 Accomplishments High Performing Organization • Maintained high-level services and support, and high availability of infrastructure and applications to all City departments, employees, and facilities. • Successfully completed upgrades to several City systems including: Enterprise Resource Planning (ERP), CCTV and Public Safety scheduling system. • Completed modernization of Office 365 productivity applications. • Completed migration of intranet website to the cloud. • Rolled out a continuous and recurring cyber security training awareness program across the City. • Replaced aging internal network cabling and added capacity. • Replaced aging servers. • Implemented an enterprise volunteer management system. • Replaced aging and end of life network equipment. • Continued to implement updated versions of several aging desktop applications. Fiscal Stability • Continued the digital transformation of the City's paper forms and workflow into digital forms. ft Public Engagement • Initiated a library laptop loaner program. CI Public Safety • Continued the project to replace the CAD/RMS for the Police Department. • Successfully relocated the PD dispatch to a temporary location in advance of the dispatch remodeling project. • Successfully implemented state of the art Jail Management System. i Infrastructure Investment • Upgraded citywide communications infrastructure and field employees' mobile equipment. • Modernized and upgraded existing storage connectivity infrastructure. • Continued the expansion of City operated dark fiber and connected several additional City locations through the fiber network. Economic Development • Provided infrastructure support for multiple special events including the Pacific Air Show,4th of July, Surf City Marathon and Darker Waves Concert. 209 Return to Table of Contents Information Services Accomplishments & Objectives FY 2024/25 Objectives High Performing Organization • Replace network equipment that is reaching the end of its useful life. • Modernize and upgrade the Business License system. • Continue scheduled replacement of computers in the organization to current hardware. • Migrate the City's timekeeping systems to the cloud. • Migrate the City's enterprise land management system to the cloud. • Modernize desktop management tools. • Partner with Human Resources to deploy a modernized performance evaluation tool. Fiscal Stability • Continue development of the Enterprise Asset Management system. St Public Safety • Deploy the replacement of the CAD/RMS for the Police Department. • Modernize fleet of police officer mobile workstations. • Modernize and upgrade the Fire Inspection system. • Revamp PD mobile data workflow and retrofit police vehicles with modern technology. • Formalize Information Services Disaster Recovery(ISDR) plan. • Continue enhancing the City's cyber security through consolidating authentication and multifactor access systems. • Upgrade perimeter network security systems. • Partner with the Police Department to implement an integrated real-time crime center to provide real-time information to responding officers from public safety cameras and technology. • Work with various vendors and PD to relocate PD dispatch back to the newly remodeled state of the art dispatch center. Infrastructure Investment • Expand high speed network connectivity to additional City facilities. • Initiate a Fiber Master Plan. 210 Return to Table of Contents Information Services Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 51% x Non-Operating Expenses 5% diti. _. . , Personnel Services 44% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 3,928,345 3,512,648 3,560,664 4,303,666 4,710,724 4,123,621 Operating Expenses 2,956,798 3,241,642 3,667,908 3,844,966 4,196,872 4,749,098 Capital Expenditures 64,877 45,582 2,997,100 Non-Operating Expenses 454,308 423,338 Total Expenditures by Category 6,950,019 6,799,873 7,228,572 8,602,940 11,904,696 9,296,057 Expenditures by Fund 100 General Fund 91% Wgilir 322 AutomationELM Fund a1 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 6,266,968 6,324,100 6,934,385 8,150,189 8,447,559 8,450,864 322 ELM Automation Fund 427,894 394,527 286,047 452,751 452,751 845,193 323 Technology Fund 255,157 81,246 8,140 3,004,386 Total Expenditures by Fund 6,950,019 6,799,873 7,228,572 8,602,940 11,904,696 9,296,057 211 Return to Table of Contents Information Services Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 2,281,170 2,113,966 2,142,750 3,122,532 3,075,282 2,977,467 -4.65% Salaries,Temporary 102,075 79,000 80,821 84,842 84,842 84,842 0.00% Salaries, Overtime 87,791 57,293 43,853 43,410 43,410 43,410 0.00% Leave Payouts 100,967 66,905 85,321 65,000 65,000 65,000 0.00% Benefits 1,356,342 1,195,484 1,207,919 987,882 1,442,190 952,902 -3.54% PERSONNEL SERVICES 3,928,345 3,512,648 3,560,664 4,303,666 4,710,724 4,123,621 -4.18% OPERATING EXPENSES Utilities 731,858 709,390 825,437 881,598 881,598 781,598 -11.34% Equipment and Supplies 257,448 207,229 67,392 82,343 82,343 82,343 0.00% Repairs and Maintenance 1,824,048 2,172,000 2,559,728 2,720,766 2,758,320 3,674,898 35.07% Conferences and Training 7,704 28,948 16,812 37,071 37,071 37,071 0.00% Professional Services 38,360 38,760 26,524 22,988 290,090 72,988 217.50% Other Contract Services 43,273 26,127 112,110 30,000 77,250 30,000 0.00% Expense Allowances 54,107 59,091 59,603 70,200 70,200 70,200 0.00% Other Expenses 99 302 OPERATING EXPENSES 2,956,798 3,241,642 3,667,908 3,844,966 4,196,872 4,749,098 23.51% CAPITAL EXPENDITURES Equipment 1,600 2,997,100 Capital-Software 64,877 43,982 CAPITAL EXPENDITURES 64,877 45,582 2,997,100 NON-OPERATING EXPENSES Transfers to Other Funds 454,308 423,338 -6.82% NON-OPERATING EXPENSES 454,308 423,338 -6.82% Grand Total 6,950,019 6,799,873 7,228,572 8,602,940 11,904,696 9,296,057 8.06% General Fund 6,266,968 6,324,100 6,934,385 8,150,189 8,447,559 8,450,864 3.69% Other Funds 683,051 475,773 294,187 452,751 3,457,137 845,193 86.68% Grand Total 6,950,019 6,799,873 7,228,572 8,602,940 11,904,696 9,296,057 8.06% Personnel Summary 21.00 25.00 25.00 25.00 26.00 26.00 0.00 212 Return to Table of Contents Information Services Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 2,175,120 2,006,299 2,142,750 3,000,107 2,952,857 2,977,467 -0.75% Salaries,Temporary 102,075 79,000 80,821 84,842 84,842 84,842 0.00% Salaries, Overtime 86,458 57,018 43,853 43,410 43,410 43,410 0.00% Leave Payouts 100,967 66,905 85,321 65,000 65,000 65,000 0.00% Benefits 1,289,810 1,136,522 1,207,919 946,513 1,383,011 952,902 0.68% PERSONNEL SERVICES 3,754,430 3,345,744 3,560,664 4,139,872 4,529,120 4,123,621 -0.39% OPERATING EXPENSES Utilities 713,618 689,050 784,757 861,258 861,258 761,258 -11.61% Equipment and Supplies 94,707 207,229 67,393 82,343 82,343 82,343 0.00% Repairs and Maintenance 1,588,309 1,952,452 2,313,060 2,469,959 2,507,513 2,850,045 15.39% Conferences and Training 7,704 28,948 16,812 37,071 37,071 37,071 0.00% Professional Services 10,820 15,360 19,684 22,988 282,804 72,988 217.50% Other Contract Services 43,273 26,127 112,110 30,000 77,250 30,000 0.00% Expense Allowances 54,107 59,091 59,603 70,200 70,200 70,200 0.00% Other Expenses 99 302 OPERATING EXPENSES 2,512,538 2,978,356 3,373,721 3,573,819 3,918,439 3,903,905 9.24% CAPITAL EXPENDITURES Transfers to Other Funds 436.498 423,338 -3.01% NON-OPERATING EXPENSES 436,498 423,338 -3.01% Total 6,266,968 6,324,100 6,934,385 8,150,189 8,447,559 8,450,864 3.69% Personnel Summary 21.00 24.47 24.47 24.47 25.47 25.47 0.00 Significant Changes Decreases in Utilities are the result of a citywide effort to realign costs and preserve funding for core services. The overall increase in Operating Expenses are due to increased costs of normal business activities and one-time costs to upgrade the City's time management software. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension' Obligation Bonds resulting from normal fluctuations in personnel costs. 213 Return to Table of Contents r- Information Services Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year ELM Automation Fund(322) PERSONNEL SERVICES Salaries, Permanent 106,050 107,667 122,425 122,425 -100.00% Salaries, Overtime 1,333 275 Benefits 66,532 58,962 41,369 59,179 -100.00% PERSONNEL SERVICES 173,915 166,903 163,794 181,604 -100.00% OPERATING EXPENSES Utilities 18,240 20,340 40,680 20,340 20,340 20,340 0.00% Repairs and Maintenance 235,739 207,284 245,367 250,807 250,807 824,853 228.88% OPERATING EXPENSES 253,979 227,624 286,047 271,147 271,147 845,193 211.71% NON-OPERATING EXPENSES Transfers to Other Funds 17,810 -100.00% NON-OPERATING EXPENSES 17,810 -100.00% Total 427,894 394,527 286,047 452,751 452,751 845,193 86.68% Significant Changes Decreases in Personnel Services(Permanent and Benefits)and Transfers to Other Funds is due to a reallocation of personnel from the Enterprise Land Management(ELM) Fund to the General Fund. Increases in Operating Expenses are due to increased licensing costs and one-time implementation to upgrade the City's ELM system to the cloud. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00322 ELM Automation Fund 334,660 393,973 670,293 400,000 400,000 450,000 50,000 Total 334,660 393,973 670,293 400,000 400,000 450,000 50,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance Summary 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00322 ELM Automation Fund 266,863 266,309 650,554 729,256 395,193 334,063 (395.193) Total 266,863 266,309 650,554 729,256 395,193 334,063 (395,193) 214 Return to Table of Contents Information Services Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Technology Fund (323) OPERATING EXPENSES Equipment and Supplies 162,741 Repairs and Maintenance 12,263 1,300 Professional Services 27,540 23,400 6,840 7.286 OPERATING EXPENSES 190,281 35,663 8,140 7,286 CAPITAL EXPENDITURES Equipment 1,600 2,997.100 Capital-Software 64.877 43,982 CAPITAL EXPENDITURES 64,877 45,582 2,997,100 Total 255,157 81,246 8,140 3,004,386 Significant Changes Technology funds are transferred in from the General Fund for various technology upgrades. In 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. Unspent funds have been carried over into FY 2023/24 for continuation of the approved projects. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00323 Technology Fund 7.378 (177,580) 3,184,264 1,000,000 1,000,000 (1.000,000) Total 7,378 (177,580) 3,184,264 1,000,000 1,000,000 (1,000,000) 215 Return to Table of Contents Police FY 2024-25 Organizational Chart i� i ri 4 ,t el: , 1 Police Chief L Senior Administrative Assistant r T -r r 1 1 I 1 I 1 Police Captain Police Captain Police Captain Police Captain Civilian Police Services Commander Police Lieutenant I I I I I I I I Traffic Patrol Investigations Professional Standards Communications Police Lieutenant Police Lieutenant(4) Police Lieutenant Police Lieutenant Police Services Manager Police Sergeant Police Sergeant(13) Police Sergeant(4) Police Sergeant(2) Police Comms.Supervisor(6) -- Police Officer(20) Police Officer"(110) Police Officer(24) Police Comms.Operator'(18) Backgrounds/Hiring Civilian Investigator Forensic Systems Specialist Community Services Police Sergeant Officer (3) Crime Analyst Senior g Special Events Crime Analyst Police Officer Real Time Crime Center Supervisor Police Sergeant Police Services Specialist Training Personnel Civilian Investigator(4) Parking Enforcement Police Sergeant --- ---- Principal Human Narcotics/Vice Police Officer(2) Resource Analyst Parking/Traffic - -_-- ----------- Control Supervisor Police Lieutenant Police Services Specialist Human Resources Technician ___. Parking/Traffic Police Sergeant Finance Control Officer(10) ,.-. Community Support Police Officer(7) Community Relations Principal Management Analyst Air Support Police Services Specialist Specialist Civilian Investigator ------ -- Management Analyst Police Sergeant Public Affairs Officer _._......_._.__ Accounting Technician Police Officer(6) RNSP Task Force Senior Helicopter Jail Property&Evidence Maint.Technician(2) Police Sergeant ----- - ---- --------- -- Detention Administrator Police Officer Property&Evidence Homeless Task Force Detention Shift Supervisor(4) Supervisor Detention Officer,Nurse(4) Property&Evidence Police Sergeant Crime Lab Administration Officer(3) - — Detention Officer(9) Police Officer(4) Latent Print Examiner(2) Records Crime Scene Investigator(4) Special Enforcement Police Services Manager Police Sergeant CTF/Gangs Police Records Supervisor(4) Police Officer(7) Sr.Police Records Specialist(10) Police Sergeant Police Records Specialist(4) School Resource Officer Police Officer(6) Police Services Specialist(6) Police Officer(2) Police Systems Coordinator Information Technology 216 Senior IT Analyst CITY OF HUNTINGTON BEACH Return to Table of Contents Police Department Descriptions The Police Department delivers professional and ' t,,,, MS responsive public safety to the City's residents, • visitors, schools and businesses. These include �' �A u; - emergency and non-emergency response toL„„R y`F{. °. { crimes, incidents and events; crime prevention; t' ,:;",ia P r . proactive enforcement of laws; traffic related _ 4_ • services including collision investigation, DUI t: enforcement and prevention, traffic safety illy l education and traffic control; criminal ', •„t• 77 'if investigation; community policing to reduce crime i ! T ' AP a and improve quality of life in neighborhoods and the business community; homeless services ' �, i 1 1 * iii 1,. including dedicated full-time outreach and I t 0 _ i 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. f" ;> . Patrol Division r � .. .: ; � °`C The Patrol Division is the most visible of the Police k . " Department and performs core law enforcement " ,i functions. It is comprised of both sworn and civilian r employees and includes Uniform Patrol and the Canine ' I .• _ , ,7 , Unit. Patrol Officers are assigned to designated geographical areas called beats. Officers respond to calls for service, document incidents and crimes, and handle ' critical incidents using specialized teams such as Special Weapons and Tactics (SWAT), Mobile Force Field (MFF), H14111111 i },. iYcf{? and Crisis Negotiation Team (CNT). r/ Administrative Operations Division a The Administrative Operations Division includes the POLICE Training Unit, Professional Standards Unit, Background `, Unit,Community Relations Unit, Jail Bureau and liaison for animal and facility issues. t`- . i \Are iNth Primary duties of the Division include management of all capital improvement projects and daily maintenance of police facilities and the department's fleet of vehicles. The Background Unit is responsible for processing the background and hiring of Police Department candidates for employment in both civilian and sworn positions. The Professional Standards Unit is responsible for receiving and investigating citizen and internally generated complaints regarding allegations of employee misconduct, auditing of police services and policy management. The Training Unit is responsible for ensuring department employees are provided 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. 217 Return to Table of Contents Police Department Descriptions and providing transportation of arrestees to the Orange County Jail or the Orange County Court system. Department volunteers are also part of this division. •t Investigation Division o ' `i. The Investigation Division includes the Investigations Bureau, ii • the Special Investigations Bureau, Crime Scene Investigators II ,1;Ae and the Crime Lab. The Investigations Bureau is comprised of _ ,E Crimes Against Persons, General Investigations (Property _ i-i Crimes), and Economic Crimes. The Special Investigations Bureau consists of Narcotics, Vice, Gangs, Crime Task Force, = " Intelligence, and the Regional Narcotics Suppression ' _'" ` , Program. The Investigations Bureau performs four primary Ark duties: providing investigative follow-ups for all non-traffic s , • • related crimes; identifying, apprehending, and prosecuting criminal suspects; assisting crime victims and the department • %• in suppression of crime; and the recovery of property. r = The Special Investigations Bureau enforces laws related to the sale, manufacturing, transportation and use of illegal drugs; ' f : " :. „ -- reviews and issues permits for a wide variety of regulated O. 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 Special Operations Division.A police 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' calls, burglary 016 • incidents, locating DUI offenders, and acts as a lir general crime deterrent. There are six Officer it. Pilots, two Mechanics and one Sergeant Pilot. The unit provides contracted helicopter services to the cities of Costa Mesa, Irvine, and Newport Beach. They work with lifeguards in Huntington 1111 Beach and Newport Beach, locating swimmers and boats in distress, and can drop lifeguards in the ocean for rescues. 218 Return to Table of Contents Police Department Descriptions 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. Support Services Division l air The Support Services Division is comprised of Communications, Personnel, Property/Evidence, ' 1 Records, Front Desk and Finance. Communications _" { k r' Dispatcher's primary duties include receiving and gi = , f w+.t -; •'•� processing 911 calls and routine business requests for . 4 _ l ;i police services. Dispatchers are typically the first, first t responder any citizen encounters in an emergency.The . _+. dispatch center serves as a lifeline to citizens on the ° T-- .- ." `.,,. 9► phone and officers in the field: coordinating resources, - making notifications, running checks, and getting help 0q l when and where they need it. At the front desk, F "" Community Services Officers (CSOs) are responsible r----✓` for being the face of the Department at the public service counter ensuring they receive the proper assistance for t` their visit. These skilled professionals author crime and incident reports, allowing Patrol Officers to stay proactive in the field. They also help with payments, citation signoffs, report requests and other various tasks. The Records Bureau is charged with the responsibility of providing a state-of-the-art record keeping function, preparing and maintaining Police Department documents and records in a manner that ensures accuracy, completeness, and expedient recovery.They distribute "—'11.11 ti ; ,%'�< +1 police reports, teletype messages and court . q or!' 1 / �. ,,,' ill documents,and process vehicles stolen,impounded or ;: repossessed. The unit registers sex and arson / i - rt r.. :;1 i I offenders, processes bookings of all arrestees, runs l--, �J� + , ;, warrant checks for officers in the field and prepares . �1- 7Il iI i' -- court packages. The Property Unit provides for the y + proper collection, storage, security, and disposition of r -i' a evidence and other property, including items taken for IC safekeeping and found property, and ensures chain of " F0444. custody procedures. Their duties also include tc - purchasing and issuing all equipment and maintaining 5,1° 1 `' #:•-) \ ' • current registration on the department's fleet. wp> `� The Personnel Division is responsible for conducting °`�v ' I recruitments for all positions within the Police \-- ' 1 l il';,, , Department. They maintain a high level of - 't _ , t a�?. confidentiality and demonstrate excellent ' > ,t` +1`F communication skills as they follow up with prospective i ,0; • I' 1 Y candidates. The Finance Division is responsible for iiiiii- ',s•,, ' h\,,,, j administrating the Department's $90M budget and serving as a liaison with the Information Services Department. They also prepare the Police Department's payroll and handle purchasing and material requisitions. 219 Return to Table of Contents Police Ongoing Activities & Projects Patrol Division • Patrol generated over 17,000 police reports. • Arrested more than 6,000 individuals. • Officers dispatched to 54,846 calls for service. • Officers initiated 28,905 calls for service. Special Operations Division • Investigated 1,736 traffic collisions (868 injuries/ 16 fatalities). • Issued 6,527 traffic citations. • Identified, interdict, and arrested 610 DUI offenders. • Issued 69,041 parking citations. • Conducted over 4,400 1st level parking citation reviews. • Made 1,847 Homeless outreach contacts. • Made 142 Homeless referrals for service to the City's Navigation Center and 21 referrals to other shelters. Investigation Division • Investigated 2,728 crimes against persons. • Investigated 5,515 property crimes. • Investigated 917 economic crimes. • Investigated 109 human trafficking and Internet/sex crimes cases. • Performed 21,500 crime analyses to identify crime trends. • Assisted 460 domestic violence victims through Victim Assistance Program. • Investigated 133 narcotic related citizen complaints. • Reviewed and processed 313 Entertainment, Facility Use, Massage, Alcohol Beverage Control and Conditional Use Permits. • Performed 67 intelligence assessments for various events in the City. Administrative Operations Division • Investigated 58 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 Police Open House. • Volunteers removed over 1,442 signs from public property. • Volunteers completed 1,142 vacations house checks. • Coordinated 12 Neighborhood Watch Board meetings and 11 Neighborhood Watch Block meetings. • Volunteers donated over 4,000 hours to the Police Department and community. Support Services Division • Conducted 28 recruitments, processed 2,952 applications, promoted 15 employees and hired 36 employees. • Received/initiated 230,200 incoming/outgoing calls in the 9-1-1 center. • Created 141,171 calls in the CAD system, documenting officer-initiated activity and calls for service. • Received 169 text to 911 requests. • Average response time for priority one calls for service was 4 minutes and 15 seconds. • Front Desk CSOs wrote 811 crime reports. • Processed 26,485 crime, incident, supplemental reports and traffic reports. • Processed over 6,273 bookings, including want/warrant checks, records management system (RMS) entry, and logging/copying. • Processed and filed 6,300 electronic and physical court packages. • Handled 63,500 incoming/outgoing calls received/initiated in the Records Bureau. • Processed over 13,000 subpoenas. 220 Return to Table of Contents Police Ongoing Activities & Projects • Processed over 12,000 Public Records Requests. • Processed, secured, and tracked over 14,749 pieces of evidence and property. • Disposed of 18,178 pieces of evidence and destroyed 845 pounds of narcotics. • Returned 1,906 property items to rightful owners and sent 449 items to auction. • Received and assisted over 4,278 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 1. Reduce Part 1 crimes using crime analysis to identify crime trends and repeat offenders responsible for those crimes. The information will be disseminated to the appropriate units to organize surveillances and proactive patrols. Measure: 3% reduction in Part 1 crimes 5.9% 10.9% 3% Increase Decrease 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 .001% 3.1% 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 continued 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 14.5% 10.1% 5% Increase Increase Decrease 221 Return to Table of Contents Police Performance Measures FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL ADOPTED Plan Goal Goal: 4. Reduce the number of Police Department calls for service related to individuals experiencing !•0 homelessness, through proactive community and stakeholder engagement by our Homeless Task Force officers; supported by BeWell Mobile Crisis Response Teams, the Huntington Beach Navigation Center, city Homeless and Behavioral Health Services Social Workers, and the City Attorney's Office Deputy Community Prosecutors. Measure: 5% decrease in calls for service related to 12.3% 15% 5% homeless individuals experiencing Decrease Decrease Decrease homelessness Accomplishments & Objectives FY 2023/24 Accomplishments ri High Performing Organization • Reorganized the Investigation Division to add a fourth unit for Major Crimes. • Added an Administrative Sergeant for recruitment and hiring. In Public Engagement • Conducted several community meetings with area commanders to target crime trends. • Volunteers conducted numerous presentations on mail theft, phone scams and identity theft. Public Safety • Took delivery of three new MD500F helicopters for the ASU Unit. • Successfully staffed a concert on the beach with over 30,000 people in attendance. • Upgraded 911 phone lines to improve accuracy of caller locations. • Implemented Peregrine software for better information and situational awareness. FA Infrastructure Investment • Successfully built a temporary 911 center during the construction of a new 911 center. 222 Return to Table of Contents Police Accomplishments & Objectives FY24/25 Objectives High Performing Organization • Reach full staffing for all positions. Public Safety • Add five public safety cameras annually to various locations throughout the City. • Implement new Policing system to include CAD/RMS, Mobile Reporting, Property, and Jail. • Use analysis from crime trends and intelligence to enhance resources and effectiveness Citywide. Ails Infrastructure Investment • Build Police Department training facility to include a K9 training course. 223 Return to Table of Contents Police Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 8% Personnel Services 86% Non-Operating Expenses 6% Capital Expenditures represents less than 1%and is not labeled in the above chart. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 75,055,593 73,492,981 73,192,830 76,898,160 84,079,316 79,736,109 Operating Expenses 6,853,936 6,972,038 7,699,815 7,176,895 9,269,821 6,816,940 Capital Expenditures 224,592 147,870 774,734 450,000 3,369,566 240,000 Non-Operating Expenses 111 5,731,650 5,709,541 Total Expenditures by Category 82,134,122 80,612,889 81,667,490 90,256,705 96,718,702 92,502,590 Expenditures by Fund 100 General Fund 99% 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 80,106,295 78,596,824 78,635,698 89,236,150 89,696,874 91,846,590 122 Inmate Welfare 6,849 3,343 2,168 40,000 40,000 40,000 212/214/242 Narcotics Forfeiture 240,383 274,254 393,038 335,000 413,335 50,000 216 Property and Evidence 53,163 39,625 100,000 285,000 50,000 227 Police Facilities Dev Impact 150,335 488,233 1,188,258 984 SLESF Grant 337,291 320,575 935,063 450,000 2,639,080 420,000 979 AB109 Public Safety Realignment 100,746 92,575 82,447 95,555 220,614 96,000 Other Funds 1,289,394 1,135,358 1,130,843 2,235.542 Total Expenditures by Fund 82,134,122 80,612,889 81,667,490 90,256,705 96,718,702 92,502,590 224 Return to Table of Contents Police Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 36,658,942 38,011,509 37,651,510 44,683,352 44,767,782 46,264,707 3.54% Salaries, Temporary 685,254 754,528 485,844 362,954 386,952 362,954 0.00% Salaries, Overtime 5,989,217 6,857,058 7,526,235 6,444,636 7,436,814 6,799,450 5.51% Leave Payouts 1,128,328 1,236,431 1,556,698 1,191,000 1,191,000 1,306,944 9.74% Benefits 30,593,852 26,633,455 25,972,543 24,216,218 30,296,768 25,002,054 3.25% PERSONNEL SERVICES 75,055,593 73,492,981 73,192,830 76,898,160 84,079,316 79,736,109 3.69% OPERATING EXPENSES Utilities 22,057 47,250 43,794 19,920 19,920 15,920 -20.08% Equipment and Supplies 1,567,978 1,957,025 2,101,003 1,422,060 2,320,949 1,430,105 0.57% Repairs and Maintenance 1,073,446 792,935 1,052,715 1,651,687 1,845,475 1,371,687 -16.95% Conferences and Training 363,502 393,028 500,349 361,500 440,258 306,500 -15.21% Professional Services 466,319 460,253 567,971 277,743 661,639 262,743 -5.40% Other Contract Services 2,246,211 2,028,926 2,483,564 2,382,561 2,920,155 2,330,561 -2.18% Rental Expense 8,518 9,284 8,487 Payments to Other Governments 760,641 859,661 603,397 897,000 897,000 855,000 -4.68% Expense Allowances 341,160 350,770 325,907 163,424 163,424 243,424 48.95% Other Expenses 4,104 72,906 12,629 1,000 1,000 1,000 0.00% OPERATING EXPENSES 6,853,936 6,972,038 7,699,815 7,176,895 9,269,821 6,816,940 -5.02% CAPITAL EXPENDITURES Improvements 82,894 504,164 400,000 1,515,699 -100.00% Equipment 124,282 21,842 270,570 50,000 280,000 50,000 0.00% Vehicles 90,510 43,134 1,573,866 190,000 100.00% Capital-Software 9,800 CAPITAL EXPENDITURES 224,592 147,870 774,734 450,000 3,369,566 240,000 -46.67% NON-OPERATING EXPENSES Transfers to Other Funds 111 5.731,650 5.709,541 -0.39% NON-OPERATING EXPENSES 111 5,731,650 5,709,541 -0.39% Grand Total 82,134,122 80,612,889 81,667,490 90,256,705 96,718,702 92,502,590 2.49% General Fund 80,106,295 78,596,824 78,635,698 89,236,150 89,696,874 91,846,590 2.93% Other Funds 2,027,826 2,016,066 3,031,792 1,020,555 7,021,828 656,000 -35.72% Grand Total 82,134,122 80,612,889 81,667,490 90,256,705 96,718,702 92,502,590 2.49% Personnel Summary 356.00 357.00 353.00 353.00 350.00 351.00 1.00 225 Return to Table of Contents Police Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES 1 Salaries, Permanent 36,472,411 37,821,138 37,436,158 44,683,352 44,398,352 46,264,707 3.54% Salaries, Temporary 584,277 684,874 419,150 362,954 362,954 362,954 0.00% Salaries, Overtime 5,445,710 6,282,654 6,904,432 6,291,636 6,291,636 6,749,450 7.28% Leave Payouts 1,128,328 1,236,431 1,556,698 1,191,000 1,191,000 1,306,944 9.74% Benefits 30,428,512 26,471,061 25,813,484 24,216,218 29,947,868 25,002,054 3.25% PERSONNEL SERVICES 74,059,238 72,496,158 72,129,922 76,745,160 82,191,810 79,686,109 3.83% OPERATING EXPENSES Utilities 20,919 45,608 42,260 19,920 19,920 15,920 -20.08% Equipment and Supplies 934,278 1,335,422 1,433,500 1,184,505 1,509,407 1,064,105 -10.16% Repairs and Maintenance 1,070,176 792,935 873,820 1,501,687 1,480,643 1,371,687 -8.66% Conferences and Training 341,322 384,719 449,394 331,500 358,052 306,500 -7.54% Professional Services 322,228 300,022 427,481 277,743 605,702 262,743 -5.40% Other Contract Services 2,243,711 2,016,826 2,333,803 2,382,561 2,469,916 2,330,561 -2.18% Rental Expense 8,518 9,284 8,487 Payments to Other Governments 760,641 859,661 603,397 897,000 897,000 855,000 -4.68% Expense Allowances 341,160 350,770 325,907 163,424 163,424 243,424 48.95% Other Expenses 4.104 5,418 5,116 1,000 1,000 1,000 0.00% OPERATING EXPENSES 6,047,058 6,100,666 6,503,163 6,759,340 7,505,064 6,450,940 -4.56% CAPITAL EXPENDITURES Equipment 2,501 CAPITAL EXPENDITURES 2,501 NON-OPERATING EXPENSES Transfers to Other Funds 111 5,731.650 5,709,541 -0.39% NON-OPERATING EXPENSES 111 5,731,650 5,709,541 -0.39% Total 80,106,295 78,596,824 78,635,698 89,236,150 89,696,874 91,846,590 2.93% rersonnel Summary 353.00 355.00 351.00 351.00 348.00 349.00 1.00 Significant Changes Changes in Personnel Services are a result of Memorandums of Understanding(MOUs)that were entered into with the City's Police Management(PMA)and Police Officers'Association (POA)labor unions beginning FY 2023/24. Changes in Operating Expenses reflect a reallocation of funds between expense categories and divisions,as well as a citywide effort to realign costs and preserve funding for core services. 226 Return to Table of Contents Police Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 pis) PERSONNEL SERVICES Salaries, Overtime 166,263 139,434 137,078 153,000 153,000 50,000 -67.32% PERSONNEL SERVICES 166,263 139,434 137,078 153,000 153,000 50,000 -67.32% OPERATING EXPENSES Utilities 1,138 1,642 1,534 Equipment and Supplies 130,494 174,477 216,697 142,000 280,335 40,000 -71.83% Conferences and Training 1,668 39,897 30,000 30,000 -100.00% Other Contract Services 2,500 OPERATING EXPENSES 134,132 177,788 258,128 172,000 310,335 40,000 -76.74% CAPITAL EXPENDITURES Improvements 100,000 100,000 -100.00% Equipment 50,000 175.000 50.000 0.00% CAPITAL EXPENDITURES 150,000 275,000 50,000 -66.67% Total 300,395 317,222 395,206 475,000 738,335 140,000 -70.53% 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 2022/23. $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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00122 Inmate Welfare Fund 1,199 560 1,397 00212 Narcotics Forfeiture Fed 48,912 3,513 317,665 175,000 175,000 (175,000) 00214 Narcotic Forfeiture/State 954 44,675 16,330 00216 Property and Evidence 126,825 20,925 93,469 50,000 50,000 30,000 (20,000) 00242 Narcotics Forfeiture/Treas 1,407 26 287,058 Total 179,297 69,699 715,920 225,000 225,000 30,000 (195,000) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00122 Inmate Welfare Fund 94,802 92,019 91,248 84,012 40,000 44,012 (40,000) 00212 Narcotics Forfeiture Fed 413,684 192,656 215,241 55,347 50,000 5,347 (50,000) 00216 Property and Evidence 283,830 265,130 358,599 93,233 20,000 73,233 (20,000) Total 792,316 549,805 665,088 232,592 110,000 122,592 (110,000) 227 Return to Table of Contents Police Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Grants (various) PERSONNEL SERVICES Salaries, Permanent 186,531 190,371 215,352 369,430 Salaries, Temporary 100,977 69,654 66,694 23,998 Salaries, Overtime 377,243 434,970 484,726 992,178 Benefits 165,341 162,393 159,059 348,900 PERSONNEL SERVICES 830,092 857,389 925,831 1,734,506 OPERATING EXPENSES Equipment and Supplies 503,206 447,126 450,806 95,555 531,207 326,000 241.16% Repairs and Maintenance 3,270 178,895 150,000 364,831 -100.00% Conferences and Training 22,179 6,640 11,058 52,206 Professional Services 144,091 160,231 140,491 55,938 Other Contract Services 12,100 149,761 450,239 Other Expenses 67,487 7,513 OPERATING EXPENSES 672,747 693,585 938,523 245,555 1,454,422 326,000 32.76% CAPITAL EXPENDITURES Improvements 82,894 504,164 300,000 1,415,699 -100.00% Equipment 124,282 21,842 268,069 105,000 Vehicles 90,510 43,134 1,573,866 190,000 100.00% Capital-Software 9,800 CAPITAL EXPENDITURES 224,592 147,870 772,233 300,000 3,094,566 190,000 -36.67% Total 1,727,431 1,698,844 2,636,587 545,555 6,283,493 516,000 -5.42% 3,031,792 Significant Changes AB 109 funds support the Automated License Plate Reader program. The annual data base subscription fees are $96,000. The Supplemental Law Enforcement Services Fund includes budget for training materials and supplies, laptop equipment for transition to a new CAD/RMS sytem,and a new horse trailer and truck for the Mounted Enforcement Unit. 228 Return to Table of Contents Police Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants (various) (continued) FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00103 Donations 75,345 450 00107 Evidence Seizure 401 (131) 57 00227 Police Facilities Dev Impact 164,848 169,684 862,437 00246 CARES Act(CESF) 93,800 (111) 111 00838 Jail Training Grant 9,465 12,792 12,008 12,714 (12,714) 00955 Prop 69 Funding 45,678 21,842 00969 CA 911 Emergency Comm Fund 20,000 (20,000) 00971 Asset Forfeiture 15%State 7,416 2,282 00978 US Secret Svcs(USSS) 27,931 19,088 33,302 17,330 (17,330) 00979 AB109 Pub Sfty Realignmt 90,852 85,126 98,160 112,067 112,067 100,000 (12,067) 00984 SLESF Grant 491,216 514,631 538,914 475,000 475,000 475,000 01215 Homeland Security Invest. 50,000 (50,000) 01244 BSCC 16/17 148,842 01257 Office of Traffic Sfty 19/20 279,727 01258 OTS Bike Ped Sfty 19/20 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 4,881 32,410 (32,410) 01262 BSCC Mental Hlth Training 7 4 01264 Domestic Violence 2020 275,332 206,727 199,293 (82,066) 82,066 01265 ABC GRANT FY 20/21 16,141 10,643 26,575 01266 OTS Bike Ped Sfty 20/21 15,154 1,623 01267 SB 2 Reimbursement 2,010 2,166 01268 Office of Traffic Sfty 20/21 262,045 304,803 01269 Operation Stonegarden 94,870 115,824 530,717 (530,717) 01270 OTS Bike Ped Sfty 21/22 15,604 7,694 01271 Office of Traffic Sfty 21/22 527,612 171,770 01274 FBI JTTF 1,000 01278 Office of Traffic Safety 22/23 470,009 319,991 (319,991) 01279 OTS Bike Ped Safety 22/23 16,133 27,902 (27,902) 01280 OTS Child Passenger 22/23 26,147 26,206 (26,206) 01286 CHP-Cannabis Grant 84,480 (84,480) 01288 Office of Traffic Safety 23/24 800,000 (800,000) 01289 OTS Bike Ped Safety 23/24 42,895 (42,895) Total 1,784,596 2,167,079 2,737,054 587,067 2,528,503 575,000 (1,953,503) 229 Return to Table of Contents Public Works : -,; ...:: . . _... ,� V9Uu0� , I III .iIIj1,, ,1....._. :. FY 2024-25 Organizational Chart tat , ..•. .piii t fi , __ ,..... Director of Public Works I I- 1 Deputy Public Works Director/ City Engineer Deputy Director of Public Works 1 r 1 I r 1 I Maintenance Administra on up Engineerf' Utilities rPT:' ' , ... ,..——..— &Operations 1 i Public Works Administrative I Traffic& 1 Operations Manager Services Manager Transportation Manager Construction Water&Sewer Water Quality I I Engineering I Administration Water Quality Supervisor Administrative Sr.Management Construction Manager Engineering/CIP Administrative Assistant Assistant Analyst(2) Water Quality Coordinator Capital Projects Supervisor Management Analyst(3) Water Quality Specialist(3) i Capital Project Princi al Civil En sneer SCADA/GIS/ Real Estate& P g Administrator(5) Survey Street Maintenance Project Manager Senior Traffic Engineer(2) Wastewater Management Aide(3) Sr.Construction Inspector(4) Assistant Engineer Utilities Technology PW Maint.Supervisor Sr.Accounting Technician Supervisor P Wastewater Supervisor PW Maint.Crewleader Accounting Technician Design Engineering Signal&Lights SCADA Technician Wastewater Crewleader Lead PW Maint.Worker(2) Sr.Administrative Maintenance Sr.Survey Technician(2) Lead Wastewater PW Equipment Assistant Principal Civil Engineer Sr.GIS Analyst(2) Worker(3) Operator( ) Code Enforcement Officer Sr.Civil Engineer(2) Traffic Signals Utility Equip. Sr.PW Maint.Worker(5) Crewleader Utility Locator(2) Office Assistant II(5) Assistant Engineer Operator(5) Traffic Signal Warehouse Coordinator Assistant Civil Sr.Wastewater Landscape Electrician(2) Warehouse Clerk Pump Technician Maintenance Engineer Sr.PW Maint.Worker(3) Wastewater Pump Technician PW Maint.Supervisor Development Water Production PW Maint.Crewleader Engineering Water Utility Worker(7) Landscape Maint. ._. Water Utility Supervisor :n .,.,.. Inspector(4) Principal Civil Engineer Water Utility Crewleader(2) Pest Control Specialist Sr.Civil Engineer(2) Lead Water Utility Water&Sewer Irrigation Specialist Fleet Maintenance Sr.Permit Worker(2) Engineering Sr.PW Maint.Worker Technician Sr.Water Utility Worker(4) Fleet Ops.Supervisor Assistant Civil Water Utility Worker(5 ) Principal Civil Engineer Tree Maintenance Fleet Maint.Crewleader(3) Engineer Senior Civil Engineer Lead Fleet Maint. Mechanic(3) Water Associate Civil Engineer PW Maint.Supervisor Storm Water Quality Distribution/Meters Equip.Parts Inventory PW Maint.Crewleader Supply Clerk Lead PW Maint.Worker Senior Mechanic(7) Environmental Utilities Superintendent Services Manager PW Equipment Operator(3) Mechanic(3) Water Utility Environmental Crewleader(2) Specialist(2) Water Conservation Beach Maintenance Facility Maintenance Coordinator Engineering Aide PW Maint.Supervisor PW Maint.Supervisor Lead Water Utility PW Maint.Crewleader(2) PW Maint.Crewleader(2) Worker(9) PW Equipment Electrician Utility Equip.Operator(5) Operator(2) Sr.Facilities Maint. Water Utility Worker(13) Sr.Facilities Maint. Technician Technician Facilities Maint. Water Meter Repair Technician(4) Sr.PW Maint.Worker Technician(6) Field Service Representative(2) Accounting Technician 230 CITY OF HUNTINGTON BEACH Return to Table of Contents 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. Hamilton Ave. Improvements Warner Ave. Improvements ,r-- Ir ,« . ter • J ti, t•. Before Beforev. . ja3'_ / After After 231 Return to Table of Contents Public Works Department Descriptions Maintenance Operations Division The Maintenance Operations Division is responsible for all citywide facilities, fleet, beach, landscaping, street, and tree maintenance. Facilities staff performs a variety of building maintenance, repair, and equipment replacement activities on two million square feet of City facilities including the Civic Center, fire stations, libraries, recreation centers, marine safety lifeguard buildings, and the pier. Maintenance Operations is also 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. Fleet Operations has Automotive Service Excellence (ASE) certified mechanics that provide comprehensive maintenance and repair services on 905 City vehicles and large equipment that range from fire apparatus, paramedic vehicles, police vehicles, lifeguard marine safety vessels, ATV's, sweepers, 10-ton dump trucks and numerous alternative fuel vehicles. Localized Street Maintenance _ - 1 - i a iiin _ , .....;,. ,_ .., ...,. ... „ /.. _ _ ..:. --.;. ' `" "-,. X , ,—",_ A \ :I .. e ,_ . Beach Maintenance Operations is responsible for cleaning the pier, beach, fire rings, bike paths, parking lots, Huntington Harbor, Main Street Promenade Parking Structure, beach restrooms and Pier Plaza. They are also responsible for cleaning the beaches in Huntington Harbour and Sunset Beach. Landscape Maintenance Operations keeps the City parks, play areas, City facilities, landscaped medians, bluff top, and roadside areas in a safe and attractive condition. Street Maintenance Operations maintains and repairs City streets, sidewalks, parking lots and provides slurry paving and concrete repairs as part of the ongoing zone maintenance program. Tree Maintenance Operations provides routine and emergency trimming, removal, and planting at City parks, facilities, and along the City's right of way(s). The Operations Division contracts most citywide services including landscape maintenance, scheduled tree trimming, harbor cleaning, park restroom janitorial, and street sweeping. Staff members respond to requests for service from residents and the public, supervise contracted services, and provide support at special events. 'yG 101% 4 a .' 1'I ,,—,.l...i 'i i_i I,---,,,---_1-_.-.: ... ,r. FF ..._. .,..„.:_i_ ;__ . _ • ,:__. ........ . .. _ . __ 1 .,,,;: , . .4. . J = y , . . ._ .k 232 Return to Table of Contents 1 Public Works Department Descriptions Transportation Division The purpose of the Transportation Division is to provide a safe and efficient transportation system supporting vehicular, pedestrian,transit,and bicycle activity while servicing the needs of the community.Transportation oversees the design and maintenance of all traffic control devices and pole lighting on City property. Staff reviews development projects, provides advance transportation planning for both local and regional activities, and responds to public requests related to traffic concerns. The Signal and Lighting Maintenance Section provides service to all traffic signals, City streetlights, parks, and sports field lighting. The Traffic Engineering staff manage contracts for the maintenance of all required traffic delineation, signage, pavement, and curb markings. Staff provides traffic control planning services for City sponsored special events. Utilities Division Utilities staff operates and maintains the City's water,wastewater, and storm drain systems. Water services include groundwater and import 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 using 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. New Booster Pump Installation q / �, P91 i Underground Storm Drain System Improvement 'TjfAMF/F-- 1_,,, ... /- `l• , (ice e q. 7 .$ ;' r. , S 1i .! I r .,": ` ;, r- ' . 233 Return to Table of Contents 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 reported issues. • Process development project entitlements and plan checks within specified period. • Issue encroachment permits and grading permits. • Perform over 229 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). • Manage janitorial services for the Civic Center(City Hall & PD)and four City Yards. • 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 2,800 graffiti incidents annually. • Maintain 3.4 million square feet of landscaping. • Mow, edge, remove trash, and clean play areas for 660 acres in 73 park sites each week. • Inspect and repair 190 play equipment structures citywide. • Maintain and repair poured-in-place playground protective surfaces. • Provide ongoing encampment clean-up services support to the Police Department Homeless Task Force. • Inspect and repair all City benches, tables and picnic tables. • Manage Main St. Promenade Parking Structure and all City parks restroom janitorial services. • Maintain and trim trees for two maintenance zones per year citywide and in City parks. • Respond to 500+tree related calls per year. • Maintain 905 assets/vehicles with 91% of vehicles being always available and in operation. • Receive 2,996 fleet work order requests per year, performed by six full time mechanics. • Resolve an average of up to 2,400 fleet repair requests. • Provide approximately 1,600 preventive fleet maintenance inspections. • Maintain nine fixed fuel sites with 23 underground fuel storage tanks. • Manage the ordering and delivery of up to 500,000 gallons of fuel. • Sweep debris from 29,000 curb miles of public streets and parking lots. • Provide residential paving, concrete and sidewalk repairs as part of the Zone Maintenance Program. • Maintain all beaches, including Huntington Harbor and Sunset Beach. • Manage the Huntington Harbor cleaning (skimming)contract. • Sweep and clean beach parking lots and multi-use paths and remove debris from 115 fire pits. • Maintain and operate 148 traffic signals, over 1,500 street, park, parking lot and sports field/court lights. • Manage and direct maintenance 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 '"''"r Caltrans, including coordination of construction activities for the I-405 Improvement Project. 1 • Install and maintain traffic signs and markings for 1,120 lane miles of public streets and facilities. • Read 53,000 customer water meters monthly. • Clean and inspect the entire sanitary sewer system on an 18-month cycle. • Manage the City's sewer lateral repair program. may: • Clean 2,000 catch basins,drain inlets and 12 miles of channels to comply with State and Federal water quality regulations. 234 Return to Table of Contents Public Works Ongoing Activities & Projects • Perform over 30,000 water system water quality tests annually. • Operate and maintain eight water wells, four reservoirs,four booster pump stations, three imported water connections, and over 600 miles of distribution mains to provide 26,000 acre-feet of high- quality drinking water per year. • Inspect and service over 5,800 fire hydrants to maintain our Huntington Beach's rating as a Class 1 System. • Perform over 30,000 water quality tests annually. • Maintain 360 miles of sewer pipeline and 27 lift stations that pump 9.5 million gallons of sewage daily. • Operate and maintain 15 flood control stations to provide urban runoff diversion and flood protection. • Clean and inspect approximately 2,000 catch basins and 12 miles of flood control channels to comply with State and Federal water quality regulations and to ensure proper operation during storm events. ill + t1. .1 :- jJ} vF i' f 1 p .. -- ,,,., ...1 , :.i _ :—..' _ g . ' rpr_ i', L '_ff ori l. , �wf ` 111 '` ! (0zi , / )1ii.e Ieart ,� d - we. a 'it b , . v w ', , o .410/0 235 Return to Table of Contents 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 2024/25 are presented below. FY 2022/23 FY 2023/24 FY 2024/25 Strategic ACTUAL ACTUAL PROPOSED Plan Goal Goal: 1. Process 85%of first development plan checks within 20 business days of receipt. Measure: %of first development plan checks processed 95% 96% 85% Goal: 2. Award 80%of Capital Improvement Program (CIP)projects indicated in the annual CIP. A Measure: %of CIP projects awarded as indicated 90% 90% 92% Goal: 3. Maintain fleet operational service at 90%or more for 905 assets Measure: 94.55% 91% 92% %of fleet available and in operational service. Goal: 4. Respond to and address 95%of Water Quality, NPDES, and Fats, Oils, and Grease (FOG) complaints within 24 hours. Measure: %of water quality complaints responded to and 92% 92% 95% addressed within 24 hours Goal: 5. Pump 100%of Basin Pumping Percentage set by Orange County Q, Water District li Measure: 100% 100% 100% Amount of water pumped equals the maximum allowed of Basin Pumping Percentage set by Orange County Water District Goal: 6. Minimize Number of Water Main Breaks tta Measure: 4 2 <1 f #of Water Main break repair work orders Goal: 7. Minimize Number of Public Sanitary Sewer Overflows Measure: 1 1 <3 #of Sewer line overflows response work orders 236 Return to Table of Contents Public Works Accomplishments & Objectives FY 2023/24 Accomplishments High Performing Organization • Continued a cross training program for customer service staff. • Provided 70 Operations staff 15 specialized field safety trainings (Haz Mat, CPR, etc.). Fiscal Stability • Successfully completed all required financial reporting for the department, including various reports to outside agencies. • Oversaw the development of the annual department operating budget and budgets for citywide CIP and equipment replacement. • Continued to work with Finance to streamline processes. fj. Public Engagement • Completed design and construction of a grant funded project for neighborhood improvements in the Oak View Neighborhood. Provided elements that beautify the neighborhood, encourage safer driving habits and improve facilities for pedestrians throughout the area. • Provided traffic control planning services in support of the many large special events hosted by the City, including the weekly Surf City Nights, 4th of July, Pacific Air Show, Surf City Marathon, and the Darker Waves concert. CIPublic Safety • Replaced 19 cracked /broken beach firepits with upgraded steel lined pits. • Conducted 229 inspections of industrial and commercial facilities as part of the stormwater compliance inspection program and 439 inspections of restaurants/food facilities under control of the FOG program. • Responded to 209 water quality complaints, 690 construction site inspections and 122 other inspections. as Homelessness • Successfully provided encampment clean-up support to the Police Department Homeless Task Force. Infrastructure Investment • Bid and awarded new contracts for citywide facilities janitorial services. • Bid and awarded numerous maintenance service contracts. • Completed scheduled annual pier maintenance. • Completed 2,000 facilities services requests. • Completed 2,800 graffiti removal abatement requests. • Completed air handler replacements at Lifeguard Headquarters and Jr. Lifeguard Headquarters. 237 Return to Table of Contents Public Works Accomplishments & Objectives • Completed exterior painting at Central Library and City Gym facilities. • Provided residential paving, concrete and sidewalk repairs in Maintenance Zone 1. • Repaired numerous block walls related to vehicle accidents. • Maintained and repaired poured-in-place playground protective surfaces. • Managed citywide park restrooms janitorial services. • Maintained a six-year tree trimming cycle citywide. • Maintained and trimmed 7,500 arterial and residential trees citywide and an additional 600 trees in City parks. • Responded to over 500 tree-related calls. • Managed and maintained 905 fleet assets. • Completed 2,362 fleet repair requests. • Completed 1,595 fleet preventive maintenance inspections. • Managed the purchase and delivery of 493,000 gallons of fuel. • Managed 9 fuel sites with 23 Underground Storage Tanks (UST)'s (Unleaded, Diesel, Premium, Propane and Jet-A fuels). • Completed the permitted removal and closure of an unused waste oil tank at Parks, Trees and Landscape Yard. • Completed the Jet-A fuel site remodel. • Completed the Corporate Yard waste oil UST upgrade to meet new compliance requirements. • Completed the remodel and relocation of Civic Center Police Department fuel island. • Complete the remodel at Warner Fire fuel station island. • Completed design for C6-SC-1 storm channel repairs. • Started construction of Humbolt Sewer Lift Station. • Completed construction of Edinger Avenue Sewer Replacement Project. • Completed installation of air scrubbers at Edgewater, Slater and Station C Lift Stations. • Completed installation of sidewalk between Manitoba Lane and Delaware Street on old drainage channel. • Completed design of Hartlund Lane Water Main Replacement Project. • Rehabilitated Saybrook Lane, from Heil Avenue to Edinger Avenue. • Rehabilitated Banning Avenue, from Magnolia Street to Bushard, including installing new median islands and street trees. • Rehabilitated Hamilton Avenue, from Newland Street to Magnolia Street. • Completed two West Orange County Water Board vault upgrades. • Replaced Reservoir Hill Booster Engine#5. • Flushed 80 percent of the City using a No-Des Truck eliminating most of the water waste associated with flushing. • Completed Phase 3 of the closed-circuit television (370,869 feet) inspection of sewer lines. • Purchased two new 30 horse power pumps for Sewer Lift Station D. • Removed over 120 tons of material from the City's storm drain system. • Completed facility and forebay maintenance at five flood control stations. • Completed the Lead Service Line Replacement Inventory. Completed construction of Well 9 roof replacement. �� • �..Y.E • Completed relocation of 5 streetlights in Sunset Beach to facilitate Caltrans'ADA access project on PCH. .� • Completed construction of fiber optic communications to the Central Library in coordination with the Information Services Department. • Installed 500 street name signs within residential tracts as part of a multiyear effort to replace/update all street name signs in the City. • Coordinated ongoing construction activities with Orange County Public Works to reconstruct three bridges over the East Garden Grove/Wintersburg Channel to maintain traffic flow through the construction area. 238 Return to Table of Contents Public Works Accomplishments & Objectives • Completed traffic safety improvements, signal coordination upgrades, fiber optic installations and closed-circuit TV camera installations along Warner Avenue, Bolsa Chica Street and Edinger Avenue as part of multiple grant projects in coordination with the Orange County Transportation Authority(OCTA). • Continued to coordinate with OCTA and the OC-405 contractor as the 1-405 project elements are completed and opened to traffic. Significant elements completed in FY2023/24 include: Newland roadway and bridge reconstruction, including the replacement of the import water line. • Installation of decorative street lighting on the McFadden, Edinger, Newland and Magnolia bridges. • Completion of landscaping and irrigation work on City property along the entire freeway corridor. • Finalized the City's first Mobility Plan, identifying goals and treatments to enhance and improve facilities and options for pedestrians, cyclists and other roadway users. • Successfully received grant funding for traffic safety improvements for the Heil Avenue and Edinger Avenue corridors, and initiated design efforts to complete the work. FY 2024/25 Objectives s, High Performing Organization • Increase ASE certifications and cross training for mechanics. • Procure and implement the AMI Customer Service Portal. • Begin implementation of an asset management software. 1f° Public Engagement • Continue to support Special Events in the City by providing traffic engineering services to manage traffic around and through the many special events hosted by the City each year. ki Infrastructure Investment • Replacement of the main electrical switchgear at Central Library. • Remove and replace the failed diesel UST at Gothard fire station. • Continue to maintain 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 2. • Replace irrigation isolation valves in Central Park. • Upgrade irrigation controls to solar technology controllers in public right of way areas. • Continue Central Park rehabilitation. • Continue development of facilities equipment inventory and preventive maintenance program. • Continue development of deferred maintenance and equipment replacement plans. • Increase fleet equipment availability. • Rehabilitate Talbert Avenue, from West City Limits to Edwards Street. • Rehabilitate Edinger Drive, from Countess Street to Saybrook Lane. • Complete Well#4 upgrades design and bid the project. • Design and construct new enclosure for WOCWB OC-9 turn out. • Construct Phase 1 of C6-SC-1 storm channel repairs. 239 Return to Table of Contents Public Works Accomplishments & Objectives • Design and bid FY 24/25 sewer lining project. • Complete construction of Humbolt Sewer Lift Station. • Complete design and construction of Well 3A manganese treatment system and chlorine generation system. • Complete design and construction of chlorine generation systems for Wells 4,7 and 13. • Complete construction of Hartlund Lane Water Main Replacement Project. • Prepare and submit grant applications for Greer Park storm drain upgrades. • Complete construction of traffic signal modifications at the intersections of Warner Avenue/Ash Lane and Main Street/Delaware Street intersections. • Complete construction of the City's first modern roundabout at the intersection of Bushard Street and Banning Avenue. • Complete installation of 500 new street name signs within residential tracts to update installations to the current national standard for design. • Complete design and construction of traffic signal improvements and traffic signal coordination upgrades on Bolsa Chica Street as part of a multi-agency effort led by Huntington Beach and partially funded by a grant from OCTA. • Coordinate with OCTA and Caltrans to finalize and complete all elements of the 1-405 Improvement Project including finalizing all maintenance agreements and outstanding project elements. • Coordinate with Caltrans on the completion of current and future efforts to construct improvements along Pacific Coast Highway that are planned for the next two years. • Design and complete rehabilitation of Well 4 to bring the well back into service. • Conduct feasibility studies for a minimum of three new well sites. • Complete Phase 4 of the close-circuit television inspection of sewer lines. • Complete a sewer audit and billing correction for all sewer service customers. 11_1- J .+ r _. • 1-I Zi • 240 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Operating Expenses 52% Capital fill Expenditures 24% ...._ Non-Operating Expenses 2% Personnel Services 22% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services 25,864,704 23,324,444 30,182,233 30,931,381 33,858,718 31,235,512 Operating Expenses 60,161,046 65,311,651 68,364,499 73,674,589 78,570,574 75,651,487 Capital Expenditures 21,890,169 19,168,289 26,630,728 41,970,775 124,224,581 35,035,278 Non-Operating Expenses 6.915,120 7,830,064 7,081,327 3,454,592 543,255 3,446,298 Total Expenditures by Category 114,831,039 115,634,449 132,258,787 150,031,337 237,197,128 145,368,575 Expenditures by Fund 1247 Arterial Grants and 511 Sewer Rehab Restricted Funds Service Fund 4% 4% 100 General Fund 9% 17% 507 Water Master- Plan 207 Gas Tax Fund 4% '� 2% 213 Measure M Fund V 4% SO6 Water 314 Infrastructure Fund 10% efuse Collection Service Funds 201 and 206 represent less than 1%of expenditures and are not labeled on this chart 11% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 21,666,049 20,835,966 23,349,353 23,889,121 24,440,108 24,434,788 201 Air Quality Fund 15,378 503,786 515,233 387,500 1,325,888 250,000 206 Traffic Impact 52,308 534,056 41,428 496,010 2,604,696 155,000 207 Gas Tax Fund 5,036,650 3,834,197 2,064,747 3,164,188 4,999,927 3,176,178 213 Measure M Fund 3,123,030 3,928,740 3,889,277 3,500,516 5,766,272 5,528,028 314 Infrastructure Fund 4,503,679 10,644,787 14,374,421 14,606,826 46,728,618 14,340,789 504 Refuse Collection Service 13,001,684 13,804,271 14,996,991 15,834,781 16,072,079 16,656,637 506 Water 42,084,504 41,490,309 44,846,573 52,394,268 53,610,072 51,491,178 507 Water Master Plan 3,970,253 2,687,724 3,125,638 2,723,519 5,567,723 5,276,111 511 Sewer Service Fund 9,283,115 10,389,945 11,422,480 18,474,918 30,557,277 12,684,452 1247 Arterial Rehab 6,221,116 506,158 6,633,477 4,600,000 7,342,420 5,400,000 Grants and Restricted Funds 5,873,273 6,474,510 6,999,169 9,959,690 38,182,047 5,975,414 Total Expenditures by Fund 114,831,039 115,634,449 132,258,787 150,031,337 237,197,128 145,368,575 241 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 13,702,080 15,557,178 17,442,336 19,915,659 19,915,659 20,275,559 1.81% Salaries,Temporary 603,597 582,516 640,425 738,920 754,920 600,170 -18.78% Salaries,Overtime 939,466 975,889 1,183,327 891,693 891,693 843,343 -5.42% Leave Payouts 966,384 998,006 901,538 667,000 667,000 667,000 0.00% Benefits 9.653.176 5.210,855 10.014,607 8.718.109 11,629.446 8.849,440 1.51% PERSONNEL SERVICES 25,864,704 23,324,444 30,182,233 30,931,381 33,858,718 31,235,512 0.98% OPERATING EXPENSES Utilities 1,525,995 1,976,164 2,126,828 1,965,900 1,965,900 2,117,400 7.71% Purchased Water 17,143,545 17,289,474 17,981,050 19,900,000 19,900,000 21,400,000 7.54% Equipment and Supplies 2,731,688 3,978,966 4,273,309 4,259,400 4,561,135 4,526,540 6.27% Repairs and Maintenance 14,087,263 14,915,251 15,525,700 17,342,756 18,455,775 18,323,770 5.66% Conferences and Training 83,950 154,062 155,407 202,300 224,650 221,400 9.44% Professional Services 1,597,612 2,712,472 2,714,203 3,828,200 6,345,946 2,303,000 -39.84% Other Contract Services 13,060,475 14,404,025 15,581,993 15,460,560 16,399,106 15,956,112 3.21% Rental Expense 51,498 49,886 51,462 37,000 37,450 37,000 0.00% Insurance 7,929 8,493 6,274 9,500 9,500 10,000 5.26% Payments to Other Governments 30,891 101,756 69,328 42,000 42,000 44,500 5.95% Interdepartmental Charges 8,408,456 8,323,504 8,573,209 9,001,870 9,001,870 8,953,862 -0.53% Expense Allowances 71,665 88,153 86,886 84,200 84,200 86,000 2.14% Other Expenses 1.360,080 1,309,445 1,218,849 1.540,903 1,543,042 1.671,903 8.50% OPERATING EXPENSES 60,161,046 65,311,651 68,364,499 73,674,589 78,570,574 75,651,487 2.68% CAPITAL EXPENDITURES Improvements 26,144,335 25,750,430 28,833,890 39,554,775 119,499,399 31,139,915 -21.27% Equipment 874,136 490,035 346,704 746,000 1,205,071 3,091,025 314.35% Vehicles 716,278 875,417 530,144 1,488,500 3,338,612 584,338 -60.74% Software-Capital 123,169 181,500 181,500 220,000 21.21% Capitalized PP&E Offset (5,844,580) (7,947,593) (3,203,179) CAPITAL EXPENDITURES 21,890,169 19,168,289 26,630,728 41,970,775 124,224,581 35,035,278 -16.52% NON-OPERATING EXPENSES I Debt Service Expenses 570,867 535,649 564,353 475,000 475,000 480,000 1.05% Transfers to Other Funds 67,164 758,083 50,500 2,979,592 68,255 2,966,298 -0.45% Depreciation 6,277,089 6.536,332 6,466.474 NON-OPERATING EXPENSES 6,915,120 7,830,064 7,081,327 3,454,592 543,255 3,446,298 -0.24% Grand Total 114,831,039 115,634,449 132,258,787 150,031,337 237,197,128 145,368,575 -3.11% General Fund 21,666,049 20,835,966 23,349,353 23,889,121 24,440,108 24,434,788 2.28% Other Funds 93,164,990 94,798,483 108,909,434 126,142,216 212,757,020 120,933,787 -4.13% Grand Total 114,831,039 115,634,449 132,258,787 150,031,337 237,197,128 145,368,575 -3.11% Personnel Summary 199.00 207.00 211.00 211.00 211.00 212.00 I 1.00 I 242 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 5,184,024 4,622,204 5,597,269 5,669,114 5,669,114 5,903,484 4.13% Salaries,Temporary 416,230 387,247 460,597 361,920 377,920 345,170 -4.63% Salaries,Overtime 320,473 292,846 277,920 326,343 326,343 326,343 0.00% Leave Payouts 340,219 233,653 300,881 237,000 237,000 237,000 0.00% Benefits 3,689,850 2,833,118 3,294,922 2,455,714 3,280,586 2,555,013 4.04% PERSONNEL SERVICES 9,950,796 8,369,068 9,931,588 9,050,091 9,890,963 9,367,010 3.50% OPERATING EXPENSES Utilities 3,497 5,077 1,157 Equipment and Supplies 1,797,201 2,398,649 2,653,091 2,471,893 2,475,118 2,471,893 0.00% Repairs and Maintenance 8,440,825 8,507,875 8,735,604 9,624,307 10,070,973 10,283,367 6.85% Conferences and Training 30,865 52,279 57,918 59,800 59,800 59,800 0.00% Professional Services 486,666 524,305 495,337 855,200 939,845 489,700 -42.74% Other Contract Services 454,177 484,034 982,862 445,000 445,000 270,000 -39.33% Rental Expense 34,891 34,009 40,794 12,000 12,450 12,000 0.00% Payments to Other Governments 30,591 30,245 27,061 39,500 39,500 39,500 0.00% Expense Allowances 41,894 44,990 45,782 52,300 52,300 52,300 0.00% Other Expenses 344,147 334,933 327,485 385,903 385,903 479,903 24.36% OPERATING EXPENSES 11,664,752 12,416,394 13,367,089 13,945,903 14,480,890 14,158,463 1.52% CAPITAL EXPENDITURES Equipment 4 176 CAPITAL EXPENDITURES 4 176 NON-OPERATING EXPENSES Transfers to Other Funds 50,500 50,500 50,500 893,127 68,255 909,315 1.81% NON-OPERATING EXPENSES 50,500 50,500 50,500 893,127 68,255 909,315 1.81% Total 21,666,049 20,835,966 23,349,353 23,889,121 24,440,108 24,434,788 2.28% Personnel Summary 53.00 55.90 56.40 58.70 58.70 60.10 1.40 Significant Changes Increases in Personnel Services (Permanent and Benefits) are for the addition of a Fleet Maintenance Crew Leader and a Senior Mechanic to the Fleet Maintenance Division. Changes in Operating Expenses and Temporary Salaries reflect a citywide effort to realign costs and preserve funding for core services, while increases in the various operating expenditure categories are due to increased costs of normal business activities. 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. 243 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Traffic Impact(206) OPERATING EXPENSES Professional Services 90,000 OPERATING EXPENSES 90,000 CAPITAL EXPENDITURES Improvements 52,308 507,412 41,428 496,010 2,514,696 155,000 -68.75% CAPITAL EXPENDITURES 52,308 507,412 41,428 496,010 2,514,696 155,000 -68.75% NON-OPERATING EXPENSES Transfers to Other Funds 26,644 NON-OPERATING EXPENSES 26,644 Total 52,308 534,056 41,428 496,010 2,604,696 155,000 -68.75% Significant Changes Funds are budgeted in the FY 2024/25 CIP for the Citywide Mobility project.The department is allowing the fund balance to build up to fund larger projects in the future. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00206 Traffic Impact 234,126 259,454 1,575,381 100,000 100,000 100,000 Total 234,126 259,454 1,575,381 100,000 100,000 100,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00206 Traffic Impact 2,921,233 2,646,631 4,180,583 1,697,765 55,000 1,642,765 (55,000) Total 2,921,233 2,646,631 4,180,583 1,697,765 55,000 1,642,765 (55,000) 244 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Gas Tax Fund (207) PERSONNEL SERVICES Salaries, Permanent 362,035 580,861 635,164 725,406 725,406 728,692 0.45% Salaries, Overtime 33,737 50,930 63,466 Benefits 267,150 390,508 402,268 333,239 438,782 343,894 3.20% PERSONNEL SERVICES 662,923 1,022,299 1,100,898 1,058,645 1,164,188 1,072,586 1.32% OPERATING EXPENSES Expense Allowances 384 1,907 1,595 OPERATING EXPENSES 384 1,907 1,595 CAPITAL EXPENDITURES Improvements 4373.344 2.740341 962,255 2,000,000 3,835,739 2,000,000 0.00% CAPITAL EXPENDITURES 4,373,344 2,740,341 962,255 2,000,000 3,835,739 2,000,000 0.00% NON-OPERATING EXPENSES Transfers to Other Funds 69,649 105,543 103,592 -1.85% NON-OPERATING EXPENSES 69,649 105,543 103,592 -1.85% Total 5,036,650 3,834,197 2,064,747 3,164,188 4,999,927 3,176,178 0.38% Significant Changes Gas Tax funds are restricted to expenditures on street right-of-way improvements. Capital Expenditures are for residential pavement rehab in FY 2024/25. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00207 Gas Tax Fund 3,088,799 3,258,798 3,421,425 3,693,743 3,693,743 3,708,083 14,340 Total 3,088,799 3,258,798 3,421,425 3,693,743 3,693,743 3,708,083 14,340 245 Return to Table of Contents • Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Measure M Fund (213) PERSONNEL SERVICES Salaries, Permanent 634,243 808,915 1,113,449 1,210,026 1,210,026 1,274,816 5.35% Salaries,Temporary 39,479 Salaries, Overtime 27,515 19,702 27,457 Leave Payouts 9,151 11,079 10,981 Benefits 397,159 461,101 586,820 409,457 585,490 421,384 2.91% PERSONNEL SERVICES 1,107,547 1,300,797 1,738,707 1,619,483 1,795,516 1,696,200 4.74% OPERATING EXPENSES Equipment and Supplies 7,766 37,161 2,556 5,000 5,000 5,000 0.00% Repairs and Maintenance 749,272 8,186 108,956 936 Conferences and Training 790 2,027 Professional Services 145,512 51,296 200,000 231,144 200,000 0.00% _Expense Allowances 1,577 2,628 4,089 OPERATING EXPENSES 758,615 194,276 168,924 205,000 237,080 205,000 0.00% CAPITAL EXPENDITURES Improvements 1,256,867 2,433,504 1,981,646 1,500,000 3,733,676 3.445,615 129.71% CAPITAL EXPENDITURES 1,256,867 2,433,504 1,981,646 1,500,000 3,733,676 3,445,615 129.71% NON-OPERATING EXPENSES Transfer to Other Funds 163 176,033 181,213 2.94% NON-OPERATING EXPENSES 163 176,033 181,213 2.94% Total 3,123,030 3,928,740 3,889,277 3,500,516 5,766,272 5,528,028 57.92% 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 2024/25 include the residential curb ramp project, a portion of the annual arterial rehabilitation program,and bridge maintenance projects. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Summary Actual Actual Actual Adopted Revised Proposed Prior Year 213 Measure M Fund 3,521,469 4,327,338 4,622,446 4,171,189 4,171,189 5,117.910 946,721 Total 3,521,469 4,327,338 4,622,446 4,171,189 4,171,189 5,117,910 946,721 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00213 Measure M Fund 2,818,038 2,316,636 3,949,804 628,053 410,118 217.935 (410,118) Total 2,818,038 2,316,636 3,949,804 628,053 410,118 217,935 (410,118) 246 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 1,147,241 1,472,454 1,472,454 1,493,174 1.41 Salaries-Overtime 72,692 142,390 169,742 34,600 34,600 -100.00% Termination Pay Outs 81,406 106,444 Benefits 403,464 722,938 744,052 675,865 890,148 683,389 1.11% PERSONNEL SERVICES 1,094,880 2,071,697 2,061,035 2,182,919 2,397,202 2,176,563 -0.29% OPERATING EXPENSES Equipment and Supplies 15,934 10,767 Repairs and Maintenance 555,175 1,537,342 1,767,111 1,980,949 1,980,949 1,980,949 0.00% Conferences and Training 625 Professional Services 117,564 415,883 579,839 40,000 953,186 40,000 0.00% Other Contract Services 13,000 Rental Expense 2,727 Expense Allowances 498 2,838 2,960 Other Expenses 57,198 OPERATING EXPENSES 691,899 1,979,830 2,407,732 2,020,949 2,934,135 2,020,949 0.00% CAPITAL EXPENDITURES Improvements 2,716,899 6,288,328 9,905,653 10,188,675 41,224,154 8,036,000 -21.13% Equipment 304,932 173,127 1,895,000 100.00% CAPITAL EXPENDITURES 2,716,899 6,593,260 9,905,653 10,188,675 41,397,282 9,931,000 -2.53% NON-OPERATING EXPENSES Transfers to Other Funds 214,283 212.277 -0.94% NON-OPERATING EXPENSES 214,283 212,277 -0.94% Total 4,503,679 10,644,787 14,374,421 14,606,826 46,728,618 14,340,789 -1.82% Significant Changes Expenditures from the Infrastructure Fund are restricted to infrastructure related expenses as identified in City Charter section 617. The capital budget for FY 2024/25 includes a variety of citywide facility improvements including residential zone maintenance, fueling station canopies, fire station butler buildings, HVAC installation at the Main Street library, and development of a fiber master plan and facilities master plan. The change in Transfers to Other Funds is due to a reallocation of expenditures related to the City's Pension Obligation Bonds resulting from normal fluctuations in personnel costs. The expenditures in the Capital Improvement Program and Temporary Salaries are lower in FY 2024/25 in an effort to fund key equipment replacements. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00314 Infrastructure Fund^ 9,410,784 14,064,495 27,288,628 14,741,798 14,675,375 14,341,798 (333,577) ^Infrastructure Fund is managed by Public Works,however,program funds are also allocated to the Community&Library Services Department, Total 9,410,784 14,064,495 27,288,628 14,741,798 14,675,375 14,341,798 (333,577) 247 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 180,918 241,158 290,040 289,514 289,514 299,698 3.52% Salaries, Overtime 2,670 798 Leave Payouts 3,761 15,350 12,609 10,000 10,000 10,000 0.00% Benefits 118.944 31,035 140,473 106,970 149,088 108.480 1.41% PERSONNEL SERVICES 303,622 290,213 443,920 406,484 448,602 418,178 2.88% OPERATING EXPENSES J Utilities 222 167 Equipment and Supplies 14,454 61,349 50,610 141,607 364,650 609,847 330.66% Repairs and Maintenance 10,691 192 337 Conferences and Training 110 754 139 2,000 2,000 2,000 0.00% Professional Services 3,167 49,267 43,489 75,000 88,255 40,000 -46.67% Other Contract Services 11,935,452 12,714,289 13,750,917 14,461,560 14,462,560 14,837,998 2.60% Interdepartmental Charges 707,825 652,808 672,392 706,012 706,012 706,012 0.00% _Expense Allowances 35 1,089 978 OPERATING EXPENSES 12,671,734 13,479,970 14,519,030 15,386,179 15,623,477 16,195,857 5.26% NON-OPERATING EXPENSES Debt Service Expenses 4,838 12,599 12,552 Transfers to Other Funds 42,118 42,602 1.15% Depreciation 21,490 21,490 21,490 NON-OPERATING EXPENSES 26,328 34,089 34,042 42,118 42,602 1.15% Total 13,001,684 13,804,271 14,996,991 15,834,781 16,072,079 16,656,637 5.19% 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 are also included. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00504 Refuse Collection Service 13,066,619 13,705,150 14,953,818 15,799,711 15,799,711 16,256,708 456,997 01228 Cal Recycle 49,530 48,834 49,015 49,015 49,015 49,223 208 01251 HHW Grant Cycle HD31 37,050 01276 SB 1383 Local Assistance OWR1 521 5,232 514,832 514,832 Total 13,116,149 13,791,555 15,008,065 15,848,726 15,848,726 16,820,763 972,037 248 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Water(506) PERSONNEL SERVICES Salaries, Permanent 4,886,516 5,688,818 6,089,311 7,265,318 7,265,318 7,288,267 0.32% Salaries,Temporary 109,598 179,365 146,909 327,000 327,000 215,000 -34.25% Salaries, Overtime 366,154 367,215 504,426 405,750 405,750 392,000 -3.39% Leave Payouts 394,214 444,711 428,468 300,000 300,000 300,000 0.00% Benefits 3,471,784 472,510 3,405,915 3,320,461 4,377,558 3,323,820 0.10% PERSONNEL SERVICES 9,228,265 7,152,618 10,575,029 11,618,529 12,675,626 11,519,087 -0.86% OPERATING EXPENSES Utilities 1,365,778 1,776,434 1,890,178 1,761,400 1,761,400 1,911,900 8.54% Purchased Water 17,143,545 17,289,474 17,981,050 19,900,000 19,900,000 21,400,000 7.54% Equipment and Supplies 671,472 1,123,519 1,147,027 1,227,300 1,302,767 1,055,600 -13.99% Repairs and Maintenance 2,026,334 2,235,799 1,999,642 2,252,500 2,710,992 2,774,454 23.17% Conferences and Training 37,984 73,337 82,042 105,000 127,350 124,100 18.19% Professional Services 544,847 578,234 640,921 1,435,000 1,880,321 955,000 -33.45% Other Contract Services 588,879 762,844 692,620 379,000 395,609 659,000 73.88% Rental Expense 9,576 14,801 10,668 21,500 21,500 21,500 0.00% Payments to Other Governments 69,512 41,367 Interdepartmental Charges 5,821,924 5,909,886 6,087,183 6,391,542 6,391,542 6,391,542 0.00% Expense Allowances 18,468 24,401 22,318 23,900 23,900 25,900 8.37% Other Expenses 979.061 955.196 835,087 1.055,500 1,057,639 1.112,500 5.40% OPERATING EXPENSES 29,207,869 30,813,438 31,430,103 34,552,642 35,573,020 36,431,496 5.44% CAPITAL EXPENDITURES Improvements 895,657 886,415 271,314 3,230,000 2,586,863 629,000 -80.53% Equipment 874,136 157,664 230,505 521,000 576,546 1,196,025 129.56% Vehicles 178,393 543,013 102,912 1,233,500 2,016,517 459,338 -62.76% Capital-Software 123,169 181,500 181,500 220,000 21.21% Capitalized PP&E Offset (712,809) (711,651) (432,152) CAPITAL EXPENDITURES 1,235,377 875,441 295,748 5,166,000 5,361,426 2,504,363 -51.52% NON-OPERATING EXPENSES Debt Service Expenses 142,297 370,536 369,151 Transfers to Other Funds 1.057,097 1,036,232 -1.97% Depreciation 2,270,696 2,278,275 2,176,542 NON-OPERATING EXPENSES 2,412,992 2,648,811 2,545,692 1,057,097 1,036,232 -1.97% Total 42,084,504 41,490,309 44,846,573 52,394,268 53,610,072 51,491,178 -1.72% 249 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Water(5o6) (continued) 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. 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 includes the purchase of a Hydro Excavator, which is needed for repairs in areas with a high water table. Temp Salaries for water billing staff have been moved to Other Contract Services as these positions are being hired from a Temp Agency. Capital improvements include funding the water production building rehabilitation project in FY 2024/25. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00506 Water 39,465,757 38,885,049 44,737,726 44,783,425 44,783,425 47,615,920 2,832,495 Total 39,465,757 38,885,049 44,737,726 44,783,425 44,783,425 47,615,920 2,832,495 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00506 Water 28,182,833 24,436,883 26,133,520 18,196,166 3,875,258 14,320.908 (3,875,258) Total 28,182,833 24,436,883 26,133,520 18,196,166 3,875,258 14,320,908 (3,875,258) 250 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Water Master Plan (507) PERSONNEL SERVICES Benefits (6,938) (23,699) 27,061 13,657 PERSONNEL SERVICES (6,938) (23,699) 27,061 13,657 OPERATING EXPENSES Equipment and Supplies 2,590 6,175 Professional Services 89,115 185,059 48,740 400,000 656,608 100,000 -75.00% Interdepartmental Charges 340,109 350,312 360,821 378,862 378,862 12,451 -96.71% OPERATING EXPENSES 429,224 537,961 415,736 778,862 1,035,470 112,451 -85.56% CAPITAL EXPENDITURES Improvements 4,142,283 2,504,058 2,510,237 1,931,000 4,518,596 5,150,000 166.70% Capitalized PP&E Offset (2,659,978) (2,446,110) (1,639,442) CAPITAL EXPENDITURES 1,482,305 57,949 870,795 1,931,000 4,518,596 5,150,000 166.70% NON-OPERATING EXPENSES Debt Service Expenses 350,588 5,169 5,149 Transfers to Other Funds 336,238 13,657 13,660 0.02% Depreciation 1,715,074 1,774,107 1,806,896 NON-OPERATING EXPENSES 2,065,662 2,115,514 1,812,045 13,657 13,660 0.02% Total 3,970,253 2,687,724 3,125,638 2,723,519 5,567,723 5,276,111 93.72% 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. A five-year rate plan was approved in April 2024 resulting in a 2% increase effective July 2024. Projects undertaken in this fund are in accordance with the Water Master Plan adopted in FY 2023/24. Projects budgeted for FY 2024/25 include water main replacements, Well No. 3A Treatment, Well No. 4 Rehabilitation, and plans and specifications for Peck Reservoir and Well No. 14. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00507 Water Master Plan 3,177,854 2,236,517 5,002,793 3,957,600 3,957,600 4,030,752 73,152 Total 3,177,854 2,236,517 5,002,793 3,957,600 3,957,600 4,030,752 73,152 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00507 Water Master Plan 20,356,976 19,202,595 21,252,056 19,560,806 1,245,359 18,315,447 (1,245,359) Total 20,356,976 19,202,595 21,252,056 19,560,806 1,245,359 18,315,447 (1,245,359) 251 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Sewer Service Fund (511) PERSONNEL SERVICES Salaries, Permanent 1,902,708 2,506,992 2,569,786 3,283,827 3,283,827 3,287,428 0.11% Salaries,Temporary 38,290 15,904 31,435 50,000 50,000 40,000 -20.00% Salaries, Overtime 118,895 100,136 139,517 125,000 125,000 125,000 0.00% Leave Payouts 137,634 186,769 148,600 120,000 120,000 120,000 0.00% Benefits 1,304,400 320,225 1,413,015 1,416,403 1,894,137 1,413,460 -0.21% PERSONNEL SERVICES 3,501,928 3,130,025 4,302,353 4,995,230 5,472,964 4,985,888 -0.19% OPERATING EXPENSES Utilities 153,783 191,215 232,297 200,000 200,000 201,000 0.50% Equipment and Supplies 143,778 270,090 253,176 205,000 205,000 175,000 -14.63% Repairs and Maintenance 1,442,757 1,699,899 1,758,818 2,400,000 2,475,292 2,200,000 -8.33% Conferences and Training 14,991 26,902 12,657 35,000 35,000 35,000 0.00% Professional Services 111,593 618,643 671,847 475,000 945,466 470,000 -1.05% Other Contract Services 66,843 102,678 78,897 115,000 115,000 70,000 -39.13% Rental Expense 4,304 1,076 3,500 3,500 3,500 0.00% Interdepartmental Charges 1,538,598 1,410,498 1,452,813 1,525,454 1,525,454 1,843,857 20.87% Expense Allowances 8,688 10,272 9,164 8,000 8,000 7,800 -2.50% Other Expenses 35,944 18,104 (2,210) 95,000 95,000 75,000 -21.05% OPERATING EXPENSES 3,521,278 4,349,377 4,467,459 5,061,954 5,607,712 5,081,157 0.38% CAPITAL EXPENDITURES Improvements 2,021,989 4,854,518 1,183,649 7,715,000 18,664,131 2,150,000 -72.13% Equipment 27,435 116,023 225,000 225,000 -100.00% Vehicles 502,885 332,404 587,469 Capitalized PP&E Offset (2,471,793) (4,789,832) (1,131,585) CAPITAL EXPENDITURES 53,082 424,525 168,087 7,940,000 19,476,600 2,150,000 -72.92% NON-OPERATING EXPENSES Debt Service Expenses 53,966 140,526 140,001 Transfers to Other Funds 477,734 467,407 -2.16% Depreciation 2,152,862 2,345,493 2,344,580 NON-OPERATING EXPENSES 2,206,828 2,486,018 2,484,580 477,734 467,407 -2.16% Total 9,283,115 10,389,945 11,422,480 18,474,918 30,557,277 12,684,452 -31.34% 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. Budgeted Capital Improvement Projects include reconstruction of the McFadden wet well, forcemain and gravity sewer located at South Greer Park. 252 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Sewer Service Fund (511) (continued) FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00511 Sewer Service Fund 10,961,471 8,945,726 11,518,735 10,747,168 10,747,168 11,637108 889,940 Total 10,961,471 8,945,726 11,518,735 10,747,168 10,747,168 11,637,108 889,940 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00511 Sewer Service Fund 35,575,464 30,682,388 31,267,453 13,935,941 1,047,344 12,888,597 (1,047,344) Total 35,575,464 30,682,388 31,267,453 13,935,941 1,047,344 12,888,597 (1,047,344) 253 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Air Quality (2ot) PERSONNEL SERVICES Salaries, Permanent 2,956 5,701 76 Benefits 1,555 2,023 30 PERSONNEL SERVICES 4,511 7,724 107 OPERATING EXPENSES Equipment and Supplies 8,362 13,103 16,278 30,000 30,000 30,000 0.00% Repairs and Maintenance 1,455 875 Conferences and Training 500 500 500 0.00% Professional Services 22,781 3,300 40,000 40,330 -100.00% Other Contract Services 293,151 66,151 60,000 139,990 92,500 54.17% Expense Allowance 122 29 Other Expenses 928 1,212 1,291 2,000 2,000 2,000 0.00% OPERATING EXPENSES 10,867 330,276 87,894 132,500 212,820 125,000 -5.66% CAPITAL EXPENDITURES Improvements 165,787 378,442 Vehicles 427,232 255,000 734,626 125,000 -50.98% CAPITAL EXPENDITURES 165,787 427,232 255,000 1,113,068 125,000 -50.98% Total 15,378 503,786 515,233 387,500 1,325,888 250,000 -35.48% Significant Changes The Air Quality Fund receives quarterly subventions from the State to use towards air quality improvement efforts. The FY 2024/25 budget includes the purchase of a low emission vehicle. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Summary Actual Actual Actual Adopted Revised Proposed Prior Year 0201 Air Quality Fund 270.932 200,901 338,351 250,000 250,000 250,000 Total 270,932 200,901 338,351 250,000 250,000 250,000 254 Return to Table of Content] Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Arterial Rehab (1247) CAPITAL EXPENDITURES Improvements 6,221,116 506,158 6,633,477 4,600,000 7,342,420 5,400,000 17.39% CAPITAL EXPENDITURES 6,221,116 506,158 6,633,477 4,600,000 7,342,420 5,400,000 17.39% Total 6,221,116 506,158 6,633,477 4,600,000 7,342,420 5,400,000 17.39% 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 2024/25 arterial rehabilitation project. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 01247 Arterial Rehabilitation 3,731,456 4,010,174 4,475,715 4,917,993 4,917,993 5,079,187 161,194 Total 3,731,456 4,010,174 4,475,715 3,354,156 3,354,156 5,079,187 161,194 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 01247 Arterial Rehabilitation 1,589,723 5,093,738 2,935,976 345,137 320,813 24,324 (320,813) Total 1,589,723 5,093,738 2,935,976 345,137 320,813 24,324 (320,813) 255 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 Salaries,Temporary 1,483 Benefits 5,807 1,098 51 PERSONNEL SERVICES 17,169 3,703 1,534 OPERATING EXPENSES Utilities 2,937 3,215 3,029 4,500 4,500 4,500 0.00% Equipment and Supplies 72,720 61,738 144,396 178,600 178,600 179,200 0.34% Repairs and Maintenance 860,753 925,958 1,154,356 1,085,000 1,216,633 1,085,000 0.00% Professional Services 244,661 172,788 179,434 308,000 520,791 8,300 -97.31% Other Contract Services 15,124 34,029 10,546 840,947 26,614 100.00% Insurance 7,929 8,493 6,274 9,500 9,500 10,000 5.26% Payments to Other Governments 300 2,000 900 2,500 2,500 5,000 100.00% Other Expenses 2,500 2,500 2,500 0.00% OPERATING EXPENSES 1,204,423 1,208,222 1,498,936 1,590,600 2,775,971 1,321,114 -16.94% CAPITAL EXPENDITURES Improvements 4,463,872 4,863,908 5,344,231 7,894,090 34,700,679 4,174,300 -47.12% Equipment 230,398 Vehicles 35,000 CAPITAL EXPENDITURES 4,498,872 4,863,908 5,344,231 7,894,090 34,931,077 4,174,300 -47.12% NON-OPERATING EXPENSES Debt Service Expenses 19,178 6,820 37,500 475,000 475,000 480,000 1.05% Transfers to Other Funds 16,664 274,889 Depreciation 116,967 116,967 116,967 NON-OPERATING EXPENSES 152,810 398,677 154,467 475,000 475,000 480,000 1.05% (Total 5,873,273 6,474,510 6,999,169 9,959,690 38,182,047 5,975,414 -40.00% 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 signage, striping, and traffic signal maintenance. The West Orange County Water Board (508) will be used to retrofit 0C9 pipeline and the 0C35 vault relocation. The Federal Bridge Preventative Maintenance Program (BPMP) Fund (1293) will fund the design for the Gilbert bridge rehabilitation project. 256 Return to Table of Contents Public Works Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Grants and Restricted Funds (continued) FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00103 Donations 10,100 00210 Sewer Impact Fee 104,516 199,524 1,387,923 167,310 167,310 167,310 00211 Drainage 230,020 765,599 1,035,331 200,000 200,000 200,000 00219 Traffic Congestion Relief 42 1,459,096 1,589,828 1,648,173 1,971,422 1,971,422 1,762,366 (209,056) 00239 CDBG A 393,732 200,283 00508 WOCWB 571,930 511,817 745,807 1,557,000 1,557,000 1,665,300 108,300 00715 State Grants 35,000 00807 Energy Efficiency Fund 41,449 32,406 36,487 19,200 19,200 19,200 00873 OCTA/Cip Grant 1,273,265 13,033 1,822 00892 Storm Water Quality 3,549,159 00960 Used Oil OPP1 (3,655) 47,906 29,667 26,614 26,614 00961 Hwy Bridge Replace Rehab 13,884 351,027 86,518 00965 Master Plan of Arterial Highways 44,566 00995 Hwy Safety Improve Program 1,264,564 312,272 675,090 675,090 (675,090) 01254 OCTA-405 Widening 2,058 6,878 11,281 01256 Blufftop Path 1,239,949 01263 OCTA Project V 806,240 (806,240) 01272 Local Road Safety Plan(LRSP) 28,896 33,327 01277 Clean California 36,701 01282 Bolsa Chica TS Synchronization 2,014,403 (2,014,403) 01283 OCTA Trash Removal Phase II 500,000 500,000 (500,000) 01284 AES Mitigation 4,900,000 4,900,000 (4,900,000) 01287 Lot BB Buffer Maintenance 8,684 01293 BPMP Federal 424,300 424,300 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 5,430,425 4,069,568 9,850,829 9,990,022 12,810,665 4,265,090 (8,545,575) 257 Return to Table of Contents 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 2024/25 Equipment Replacement budget totals$8.1 million to fund the replacement of the City's aging equipment. Infrastructure Improvements Non-Departmental also helps to support the City's General Fund share of infrastructure spending. Per the City's Charter, Section 617, General Fund expenditures for infrastructure improvements and maintenance shall not be reduced below 15%of General Fund revenues based on a five-year rolling average.The Capital Improvement Program Section provides detailed information regarding the infrastructure projects funded by the General Fund and other funds, including grants. Debt Service Non-Departmental includes annual debt service payments for the City's bonded debt. The City's Charter limits General Obligation debt to 12 percent (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 Fiscal Year 2023/24 was approximately $51.2 billion, • resulting in a debt limit of$6.1 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. 258 Return to Table of Contents 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 r r The Housing Authority administers the housing assets of the a' ' 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 available housing programs and policies. 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 May 2022 and will be completed during FY 2024-25.The project serves extremely low and very low income tenants complete with supportive services and activities. 1 •• _� iN + ii turn NIIl !I i • me el ra I. la , . ,h 111 259 Return to Table of Contents Non-Departmental Proposed Budget-FY 2024/25 Summary Charts DEPARTMENT Expenditures by Category Non-Operating Expenses 74% g11//14-.' ---------. Illp Personnel Services" -1% Operating Expenses Capital Expenditures 19% 6% FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Expense Category Actual Actual Actual Adopted Revised Proposed Personnel Services" 350,016,991 2,137,395 2,637,576 (1,210,038) (1,189,818) (805,402) Operating Expenses 19,887,769 21,096,020 21,392,420 23,881,017 30,785,077 24,151,640 Capital Expenditures 14,394,386 2,349,483 8,045,762 6,735,581 25,613,952 8,105,358 Non-Operating Expenses 59,146,824 77,831,724 135,262,376 91,411,851 97,622,631 95,367,079 Total Expenditures by Category 443,445,970 103,414,622 167,338,134 120,818,411 152,831,842 126,818,675 "Includes negative budget for anticipated savings resulting from vacant positions throughout the fiscal year. Expenditures by Fund RORF Administration(350) BID-Hotel/Motel(709), 10% BID-Downtown(710) 5% Debt Service& Transfers^ Bella Terra Parking 24% Structure(711) 1% Strand Parking I Structure(712) 100 General Fund Equipment Replacement(324) 7% 52% Fund 233,Fund 234,and Fund 352 represent less than 1%of expenditures and are not labeled in the above chart. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Fund Actual Actual Actual Adopted Revised Proposed 100 General Fund 35,300,667 57,448,450 86,383,591 61,788,073 68,604,052 66,107,308 Debt Service&Transfers^ 371,256,733 27,990,640 27,986,323 29,709,821 29,711,252 30,040,436 Disability Access(234) 11,077 21,642 6,140 84,000 84,000 74,000 RORF Administration(350) 2,044,559 1,775,128 1,496,334 13,029,888 13,031,768 12,168,440 Housing Authority(217,233,352) 6,828,712 282,706 15,393 55,000 2,464,185 480,000 BID-Hotel/Motel(709),BID-Downtown(710) 4,121,781 6,212,762 7,003,696 6,739,000 6,931,329 6,837,000 Bella Terra Parking Structure(711) 627,170 800,189 769,681 967,698 967,698 1,286,733 Strand Parking Structure(712) 1,328,403 1,316,406 1,543,481 1,709,350 1,833,175 1,719,400 Equipment Replacement(324) 2,833,020 2,731,409 3,477,668 6,735,581 14,683,133 8,105,358 Lease Capital Project(321) 5,178,185 6,354,132 10,818,108 EOC(238),CARES Grants(244,245,247),ARPA(249) 13,768,364 3,710,623 30,173,957 50,000 Other Funds(127,128,1267,1281) 147,299 1,124,666 2,127,737 3,653,143 Total Expenditures by Fund 443,445,970 103,414,621 167,338,133 120,818,411 152,831,842 126,818,675 ^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. 260 Return to Table of Contents Non-Departmental Proposed Budget- FY 2024/25 Department Budget Summary All Funds by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year All Funds PERSONNEL SERVICES Salaries, Permanent 814,303 556,957 363,400 (4,453,013) (4,453,013) (4,147,562) 6.86% Salaries,Temporary 246,869 68,630 8,255 Salaries,Overtime 1,184,906 345,316 265,796 500,000 500,000 501,018 0.20% Leave Payouts 6,913,399 914,467 1,794,570 2,039,460 2,039,460 2,045,291 0.29% Benefits 340,857,514 252,026 205,556 703,515 723,735 795,851 13.12% PERSONNEL SERVICES 350,016,991 2,137,395 2,637,576 (1,210,038) (1,189,818) (805,402) 33.44% OPERATING EXPENSES Utilities 4,744,271 5,522,875 5,989,036 6,302,000 6,302,000 6,302,000 0.00% Equipment and Supplies 478,684 280,005 175,021 300,000 900,000 300,000 0.00% Repairs and Maintenance 229,607 98,317 92,770 185,000 861,779 135,000 -27.03% Conferences and Training 39,820 58,876 915 75,600 75,600 66,600 -11.90% Professional Services 1,331,007 3,774,770 2,544,975 4,197,669 9,156,385 3,630,907 -13.50% Other Contract Services 5,980,314 8,315,449 9,139,321 9,261,048 9,621,405 10,155,433 9.66% Rental Expense 151,513 159,414 148,578 140,000 140,000 140,000 0.00% Claims Expense 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 5,523,313 440,696 610,662 678,400 678,400 680,400 0.29% Expense Allowances 6,366 4,246 6,071 Other Expenses 1,388,525 2,266,372 2,685,072 2,016,300 2,324,509 2,016,300 0.00% OPERATING EXPENSES 19,887,769 21,096,020 21,392,420 23,881,017 30,785,077 24,151,640 1.13% CAPITAL EXPENDITURES Land Purchase 6,410,260 Improvements 4,290,607 1,022 67,108 132,064 Equipment 2,862,451 2,820,147 9,027,430 6,735,581 16,316,496 8,105,358 20.34% Vehicles 2,448,626 1,092,456 4,107,362 9,164,905 Software-Capital 342,211 710,113 487 Capitalized PP&E Offset (1,959,769) (2.274,256) (5.156,138) CAPITAL EXPENDITURES 14,394,386 2,349,483 8,045,762 6,735,581 25,613,952 8,105,358 20.34% NON-OPERATING EXPENSES Debt Service Expenses 37,955,678 31,694,970 31,453,639 37,664,074 37,664,074 35,560,323 -5.59% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 20,477,611 45,124,714 101,835,016 53,745,021 57,555,801 59,804,000 11.27% Depreciation 713,535 1,012,040 1,973,721 Loans Made 2,400,000 NON-OPERATING EXPENSES 59,146,824 77,831,724 135,262,376 91,411,851 97,622,631 95,367,079 4.33% Grand Total 443,445,970 103,414,622 167,338,134 120,818,411 152,831,842 126,818,675 4.97% General Fund 35,300,667 57,448,450 86,383,591 61.788,073 68,604,052 66,107,308 6.99% Other Funds 408.145,303 45.966,171 80,954,543 59,030,338 84,227,790 60,711,367 2.85% Grand Total 443,445,970 103,414,621 167,338,133 120,818,411 152,831,842 126,818,675 4.97% Personnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 0.00 261 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary General Fund by Object Account DEPARTMENT Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year General Fund PERSONNEL SERVICES Salaries, Permanent 1,792 303 478 (4,592,000) (4,592,000) (4,592,000) 0.00% Salaries,Temporary 8,473 Salaries, Overtime 500,000 500,000 500,000 0.00% Leave Payouts 6,911,238 914,467 1,794,337 2,039,460 2,039,460 2,045,291 0.29% Benefits 159,219 42,454 65,438 660,000 660,000 660,000 0.00% PERSONNEL SERVICES 7,072,249 957,223 1,868,727 (1,392,540) (1,392,540) (1,386,709) 0.42% OPERATING EXPENSES Utilities 4,744,271 5,522,875 5,989,036 6,302,000 6,302,000 6,302,000 0.00% Equipment and Supplies 138,784 203,282 166,681 300,000 850,000 300,000 0.00% Repairs and Maintenance 76,065 87,881 92,770 185,000 861,779 135,000 -27.03% Conferences and Training 30,482 44,181 Professional Services 129,252 981,784 2,118,202 4,079,764 5,356,841 3,529,764 -13.48% Other Contract Services 197,251 353,992 236,581 310,000 370,203 842,300 171.71 Rental Expense 147,291 147,050 148,578 140,000 140,000 140,000 0.00% Claims Expense 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 434,336 433,725 605,437 670,000 670,000 673,000 0.45% Expense Allowances 2,194 346 1,126 Other Expenses 1.386,979 2,265,107 2.685,072 2,016,300 2.324.509 2.016,300 0.00% OPERATING EXPENSES 7,301,254 10,215,223 12,043,482 14,728,064 17,600,332 14,663,364 -0.44% CAPITAL EXPENDITURES Land Purchase 315,413 Improvements 2,620 1,022 112,711 Vehicles 187,682 CAPITAL EXPENDITURES 318,033 1,022 187,682 112,711 NON-OPERATING EXPENSES Debt Service Expenses 1,911,431 2,981,695 3,021,830 3,030,842 3,030,842 3,535,500 16.65% Transfers to Other Funds 18.697,700 43.293,286 69,261,870 45,421,707 49,252,707 49,295,153 8.53% NON-OPERATING EXPENSES 20,609,131 46,274,981 72,283,700 48,452,549 52,283,549 52,830,653 9.04% Total 35,300,667 57,448,450 86,383,591 61,788,073 68,604,052 66,107,308 6.99% Lersonnel Summary 0.00 0.00 0.00 0.00 0.00 0.00 I 0.00 I Significant Changes The Non-Departmental Department tracks citywide expenditures that are not accounted for in individual departments, including debt service expenses and transfers to other funds. Changes in Operating Expenses reflect a reallocation of funds between expense categories and divisions, as well as a citywide effort to realign costs and preserve funding for core services. Increases in Non-Operating Expenses are for debt service payments for new Fire and Police Department equipment and vehicles approved as part of the FY 2023/24 Adopted Budget,as well as increased transfers related to higher costs of workers'compensation and general liability insurance. 262 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 9,012 9,246 8.439 15.627 17.058 15,627 0.00% OPERATING EXPENSES 9,012 9,246 8,439 15,627 17,058 15,627 0.00% NON-OPERATING EXPENSES Debt Service Expenses 30,174,134 27,198,146 27,195,283 28,701,189 28,701,189 28,712,091 0.04% Pass Through Payments 2,756 2,756 2,756 0.00% Transfers to Other Funds 780,371 783,247 782,601 990,249 990,249 1,309,962 32.29% NON-OPERATING EXPENSES 30,954,505 27,981,393 27,977,884 29,694,194 29,694,194 30,024,809 1.11% Total 371,256,733 27,990,640 27,986,323 29,709,821 29,711,252 30,040,436 1.11% 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00401 Debt Svc HBPFA 21,060,804 2,963,898 2,984,812 2,967,681 2,967,681 2,967,748 67 00405 Debt Svc Grand Coast CFD2000-1 1,102,173 1,106,893 1,145,938 1,091,307 1,091,307 1,092,308 1,001 00406 Debt Svc Mello Roos 873 220 00408 Debt Svc McDonnell CFD 2002-1 416,812 441,944 459,351 442,692 442,692 448,648 5,956 00410 Debt Svc Bella Terra 2,444,573 2,439,902 2,510,538 2,638,306 2,638,306 2,955,654 317,348 00412 Pension Liability* 350,477,726 24,867,771 25,332,540 29,432,240 29,432,240 24,076,078 (5,356,162) Total 375,502,962 31,820,628 32,433,178 36,572,226 36,572,226 31,540,436 (5,031,790) *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. 263 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Disability Access (234) OPERATING EXPENSES Conferences and Training 390 14,671 915 75,600 75,600 66,600 -11.90% Payments to Other Governments 10,687 6.971 5,225 8,400 8.400 7,400 -11.90% OPERATING EXPENSES 11,077 21,642 6,140 84,000 84,000 74,000 -11.90% Total 11,077 21,642 6,140 84,000 84,000 74,000 -11.90% 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00234 Disability Access 71,247 71,936 75,999 84,000 84,000 74,000 (10,000) Total 71,247 71,936 75,999 84,000 84,000 74,000 (10,000) 264 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year RORF Administration (350) PERSONNEL SERVICES Salaries, Permanent 155,917 178,998 179,193 138,987 138,987 151,632 9.10% Leave Payouts 233 Benefits 64,262 63,890 65,157 43,515 63,735 46,297 6.39% PERSONNEL SERVICES 220,179 242,888 244,582 182,502 202,722 197,929 8.45% OPERATING EXPENSES Professional Services 840 4,140 280 47,278 49.158 30.516 -35.45% Expense Allowances 1,662 2,972 4,945 OPERATING EXPENSES 2,502 7,112 5,225 47,278 49,158 30,516 -35.45% NON-OPERATING EXPENSES I Debt Service Expenses 1,763,623 1,515,128 1,236,527 5,932,043 5,932,043 3,312,732 -44.16% Transfers to Other Funds 58,255 10,000 10,000 6,868,065 6,847,845 8,627,263 25.61% NON-OPERATING EXPENSES 1,821,878 1,525,128 1,246,527 12,800,108 12,779,888 11,939,995 -6.72% Total 2,044,559 1,775,128 1,496,334 13,029,888 13,031,768 12,168,440 -6.61% 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, and Strand development projects. The increase in Transfers to Other Funds is for the receipt and transfer of revenues related to the Waterfront Hilton loan, which was approved as an enforceable obligation by the Department of Finance(DOF). FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00350 RORF Administration 5,210,487 6,093,220 11,650,447 12,897,830 12,897.830 8,405.859 (4.491.971) Total 5,210,487 6,093,220 11,650,447 12,897,830 12,897,830 8,405,859 (4,491,971) Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00350 RORF Administration 2,062,611 1,619,807 7,441,588 7,307,650 3,762,581 3,545,069 (3,762,581) Total 2,062,611 1,619,807 7,441,588 7,307,650 3,762,581 3,545,069 (3,762,581) 265 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Housing Authority(217,233,352) PERSONNEL SERVICES Salaries, Permanent 120,863 32,333 292,806 100.00% Salaries, Overtime 1,541 1,284 1,018 100.00% Leave Payouts 2,161 _Benefits 93,708 16.535 1,721 89,554 100.00% PERSONNEL SERVICES 218,273 50,152 1,721 383,378 100.00% OPERATING EXPENSES Professional Services 108,711 8.518 13,673 55,000 64,185 55,000 0.00% Other Contract Services 715 Expense Allowances 436 OPERATING EXPENSES 109,426 8,954 13,673 55,000 64,185 55,000 0.00% CAPITAL EXPENDITURES Land Purchase 6,094,847 CAPITAL EXPENDITURES 6,094,847 NON-OPERATING EXPENSES Transfers to Other Funds 406,166 223,600 41,622 100.00% Loans Made 2,400,000 NON-OPERATING EXPENSES 406,166 223,600 2,400,000 41,622 100.00% Total 6,828,712 282,706 15,393 55,000 2,464,185 480,000 772.73% Significant Changes The City's Housing Authority manages the City's Housing Assets. On December 21, 2015, City Council approved to fund one Homeless Liaison Police Officer 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 2024/25 are for administrative costs associated with managing the program, as well as funding for Homeless and Behavioral Health Services staff previously charged to the General Fund, as allowable under SB 341. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00217 Affordable Housing In-Lieu 316,095 3,093,945 5,047,584 2,901,400 2,901,400 100,000 (2,801,400) 00233 Housing Residual Receipts 32,425 26,392 26,524 790,201 790,201 30.000 (760,201) 00352 LMIHAF 964,254 1,513,830 79,134 4,001,050 4,001,050 1,919,142 (2,081,908) Total 1,312,773 4,634,167 5,153,243 7,692,651 7,692,651 2,049,142 (5,643,509) 266 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 4,120,726 6,212,762 7,003,696 6,739,000 6,931,329 6,837,000 1.45% Other Expenses 1,055 OPERATING EXPENSES 4,121,781 6,212,762 7,003,696 6,739,000 6,931,329 6,837,000 1.45% Total 4,121,781 6,212,762 7,003,696 6,739,000 6,931,329 6,837,000 1.45% 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 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00709 BID-Hotel/Motel 4,003,460 6,239,378 6,845,808 6,632,000 6,632,000 6,712,000 80,000 00710 BID-Downtown 89,372 116,059 113,558 107,000 107,000 125,000 18,000 Total 4,092,832 6,355,437 6,959,366 6,739,000 6,739,000 6,837,000 98,000 267 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Bella Terra Parking Structure (711) OPERATING EXPENSES Other Contract Services 627,170 800.189 769,681 967,698 967,698 1,286.733 32.97% OPERATING EXPENSES 627,170 800,189 769,681 967,698 967,698 1,286,733 32.97% Total 627,170 800,189 769,681 967,698 967,698 1,286,733 32.97% 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 elevator cabin remodel and anticipated increases in insurance premiums and labor and supply costs. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00711 Parking Structure-Bella Terra 740,482 768,370 770,163 967,698 967,698 1,286,733 319,035 Total 740,482 768,370 770,163 967,698 967,698 1,286,733 319,035 268 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Strand Parking Structure (712) PERSONNEL SERVICES Salaries, Overtime 546 Benefits 72 PERSONNEL SERVICES 617 OPERATING EXPENSES Professional Services 13.500 16,000 Other Contract Services 928,403 916,406 1.129.363 1,244,350 1,352,175 1,189.400 -4.42% OPERATING EXPENSES 928,403 916,406 1,142,863 1,244,350 1,368,175 1,189,400 -4.42% NON-OPERATING EXPENSES Transfers to Other Funds 400,000 400,000 400,000 465,000 465,000 530.000 13.98% NON-OPERATING EXPENSES 400,000 400,000 400,000 465,000 465,000 530,000 13.98% Total 1,328,403 1,316,406 1,543,481 1,709,350 1,833,175 1,719,400 0.59% 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 5th&PCH LLC/Boardwalk Investments Group 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 costs, maintenance and new parking equipment. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00712 Parking Structure-Strand 1,231,822 1,528,759 1,625,064 1,615,000 1,615,000 1,630,000 15,00.0 Total 1,231,822 1,528,759 1,625,064 1,615,000 1,615,000 1,630,000 Actual as of Actual as of Actual as of Estimated Use of Fund Estimated Change from Fund Balance 6/30/2021 6/30/2022 6/30/2023 6/30/2024 Balance 6/30/2025 Prior Year 00712 Parking Structure-Strand 3.615,819 3,828,172 3,909,755 3.691.580 89.400 3,602.180 (89.400) Total 3,615,819 3,828,172 3,909,755 3,691,580 89,400 3,602,180 (89,400) 269 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 67,108 19,354 Equipment 2,303,301 2,820,147 2,933,448 6,735,581 6,518,338 8,105,358 20.34% Vehicles 1,376,930 1,092,456 3,659,529 8,144,955 Capital-Software 200,051 79,169 487 Capitalized PP&E Offset (1,959,769) (2,274,256) (5,156,138) CAPITAL EXPENDITURES 2,032,418 1,717,516 1,503,948 6,735,581 14,683,133 8,105,358 20.34% NON-OPERATING EXPENSES Depreciation 713,535 1,012,040 1,973,721 NON-OPERATING EXPENSES 713,535 1,012,040 1,973,721 Total 2,833,020 2,731,409 3,477,668 6,735,581 14,683,133 8,105,358 20.34% 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. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00324 Equipment Fund 4,991,601 7,217,089 8,513,814 6,735,581 6,735,581 8.105,358 1,369.777 Total 4,991,601 7,217,089 8,513,814 6,735,581 6,735,581 8,105,358 1,369,777 270 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Lease Capital Project(321) CAPITAL EXPENDITURES Equipment 6,093,982 9,798,158 Vehicles 1,071,696 260,150 1,019,951 CAPITAL EXPENDITURES 1,071,696 6,354,132 10,818,108 NON-OPERATING EXPENSES Debt Service 4,106,489 NON-OPERATING EXPENSES 4,106,489 Total 5,178,185 6,354,132 10,818,108 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, 4 ambulances, self-contained breathing appratus (SCBA) units, an Aerial Quint Truck, three Police helicopters,a rescue boat,and various Police Department vehicles. FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00321 Lease Capital Project Fund 12,753,176 874,810 8,068,301 Total 12,753,176 874,810 8,068,301 271 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 535,730 345,323 183,728 Salaries,Temporary 246,869 68,630 (219) Salaries, Overtime 1,183,365 344,032 265,250 _Benefits 247,110 129,147 73,169 PERSONNEL SERVICES 2,213,074 887,131 521,928 OPERATING EXPENSES Equipment and Supplies 282,631 76,723 8,340 50 000 Repairs and Maintenance 153,542 8,582 Conferences and Training 8,948 24 Professional Services 1,048,254 2,277,361 36,720 Other Contract Services 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 6,684,938 2,408,911 45,060 50,000 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 29,606,969 NON-OPERATING EXPENSES 135,120 414,581 29,606,969 Total 13,768,364 3,710,623 30,173,957 50,000 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. 272 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Emergency Operations Center(238),CARES Grants (244,245,247),ARPA(249) (continued) FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00238 Emergency Operations Ctr 49,092 1,079,452 148,917 00244 CARES Act(OC Small Bus Supp) 5,410,070 826 00245 CARES Act(OC City Allocation) 4,729,769 00247 CARES Act(State of CA) 2,488,021 416,947 00249 American Rescue Plan Act 29,606,925 Total 12,676,952 1,497,226 29,755,842 273 Return to Table of Contents Non-Departmental Proposed Budget - FY 2024/25 Department Budget Summary Other Funds by Object Account OTHER FUNDS Percent FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change From Expenditure Object Account Actual Actual Actual Adopted Revised Proposed Prior Year Other Funds (127,128,1267,1281) OPERATING EXPENSES Professional Services 5,139 493,722 354,162 3,653,143 OPERATING EXPENSES 5,139 493,722 354,162 3,653,143 CAPITAL EXPENDITURES Capital, Software 142,160 630,945 CAPITAL EXPENDITURES 142,160 630,945 NON-OPERATING EXPENSES Transfers to Other Funds 1,773,575 NON-OPERATING EXPENSES 1,773,575 Total 147,299 1,124,666 2,127,737 3,653,143 Significant Changes Capital expenditures and other costs funded by Non-General Fund sources, including grants, are budgeted within this Division. This includes the portion of the ELM Permit System 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 and Navigation Center operations(Fund 1281). FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Change from Revenue Summary Actual Actual Actual Adopted Revised Proposed Prior Year 00127 Prop Tax in Lieu of Sales Tax (20) (8,475) 6,764 00128 Housing Agreement 73,208 1,483,471 01267 SB 2 Reimbursement 556,869 852,531 (852,531) 01281 Homeless Prey&Behvrl Health 311,294 2,600,000 (2,600,000) Total 73,188 1,474,996 874,927 3,452,531 (2,600,000) 274 Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROGRAM Fiscal Years 2024/25 through 2028/29 Introduction The Capital Improvement Program (CIP)identifies major public � '` improvements to the City's infrastructure over the next five years and includes new projects and upgrades to existing z' facilities of$50,000 or more. Funding is authorized for the first . year of the program with adoption of the Fiscal Year 2024/25 `,- , A r budget. Future years include planned programs and are i:r . k„ /, described more generally. The CIP is a comprehensive I-► —map- • . document that includes projects with unexpended funds from ;411#'; the previous year. Organization of the CIP The CIP is arranged in sections. The narrative identifies funding sources and categories of projects. The second section summarizes the projects by year, showing total costs for each project. The final section contains individual project sheets for each category, organized alphabetically by type of improvement. The project sheets identify the estimated cost of the project design and construction. Staff time for design, project management, and inspection are included within the individual project budgets. CIP Goals The CIP is developed to address elements in the City's General Plan, as well as City Council adopted planning documents and master plans. Projects correspond to the Strategic Plan Goals adopted by the City Council. The Strategic Plan Goals identified in the CIP include Infrastructure Investment, however projects may also support Fiscal Stability, Public Safety and Public Engagement. CIP Preparation Process The CIP is prepared with the annual budget process. Proposed projects are submitted to the Public Works Department and staff compiles the documents and prepares the draft program in conjunction with City Administration. The CIP is then presented to the Public Works Commission (PWC)for review. During the year, individual projects are taken to the PWC prior to advertising for bids. The Planning Commission reviews the CIP to ensure conformance with the General Plan. The final CIP is adopted by the City Council with the budget. 275 Return to Table of Contents CIP FUNDING SOURCES Funds for capital improvement projects are provided through a variety of sources. Two major sources for the CIP are Special Revenue Funds and Enterprise Funds. Both categories are restricted, with expenditures limited to certain types of projects. ` <"``_-_ �'' Special Revenue Funds are• I t� �+'��". \� used to account for the proceeds �f, ��z of revenue sources that are �i.. " , s.,— ----'�' restricted to expenditure for specific purposes. Special IIr—= -- ^'al! ._ " •---- • Revenue Funds include r '; w __ -- =_ entitlement or subvention funds . c.....i, • and developer fee funds. Examples of entitlement funds `� are Gas Tax or Measure M A'''', -', ,'Y whereby funds are distributed .,;::, .ay . based on population. Developer ='' ,l;. : ,r' : Bj � � . funds, such as Traffic Impact .\ - Fee, Park Development Impact, :+ • '.' ? Quimby or Drainage Fee, must -� c -� f • ,, be used to mitigate demands on : - ..k,, -_-_,A,`,? / ""! : :� the infrastructure from new development in accordance with ,- 4 - �. '. "'�"°*- ,. — an adopted plan. ,,; •, - L-I -)1 Enterprise Funds are proprietary funds used to ' ,;1 , account for activities with an associated user charge. Enterprise Funds are maintained by adopted rates `�t 9i, I � '' and are not subsidized bythe General Fund. User ' rates support the full cost of operations,maintenance, :( - �W . capital, and reserve requirements. Water and Sewer Service are the two enterprise funds most often used .1546",- - _ Imp _. - j.11!"11111 for CIP projects. _ e a; .. \ \\ : 276 Return to Table of Contents SPECIAL REVENUE FUNDS Air Quality Fund 201 The Air Quality Fund revenue is from AB 2766,which apportions a percentage of the air quality fee from motor vehicle registrations to local jurisdictions. Eligible expenditures must show a quantifiable reduction in exhaust emissions. An annual report on qualifying expenditures is submitted to the Southern California Air Quality Management District (SCAQMD). Capital project expenditures must meet minimum requirements for emission reductions. The Air Quality Program partially funds the replacement of certain vehicles within the City's Fleet with alternate fuel vehicles. Traffic Impact Fund 206 The Traffic Impact Fee (TIF) program was established to implement the goals and objectives of the Circulation Element of the General Plan. Revenues ensure that the adopted Level of Service standards • is � ; for arterial roadways and signalized intersections are maintained •• r - when new development occurs. Fees are calculated on a per trip generated basis. Projects eligible for TIF funding include roadway widening, certain new traffic signals, and signal modifications that " � improve traffic circulation. • ' _ ^; , Gas Tax Fund 207 Gas Tax funds support the overall planning, maintenance,and operation of the City's transportation system. Funds may be used for development review, transportation modeling, traffic signal operation and coordination, and streetlight system maintenance. Gas Tax use complies with State regulations and is directly related to street construction or maintenance. Revenue is distributed by the State according to established percentages and based on population. �* � 40- • °' q Park Acquisition and • _ _ Development Impact 1111r ,-�` A , , Funds 226 and 228 * • � ;�' �s. .,'.-• " The Park Acquisition and Development (PAD) Fund ` and the Park Development 1 "' Impact Fund are comprised 1 of developer fees to be used f Z. for acquisition, development, and renovation of parks, beaches, recreation facilities, • / and amenities. The goal is to improve the quality of life in Huntington Beach by ' creating facilities that meet the needs and desires of the community. Fees are collected for parkland and open space acquisition with the intent of providing a variety of recreational opportunities for all age groups. Funds cannot be used for maintenance activities. State law requires annual and special financial reports. 277 Return to Table of Contents Sewer Development Fee Fund 210 The Sewer Development Fee is collected as a condition precedent to granting applications for sewer connections, or an increase in an applicant's water meter size. The fund can be used for the construction or reimbursement of new sewer facilities to rehabilitation of existing facilities within the city's service area. The cost may include engineering and construction services for eligible projects. Measure M2 Fund 213 Measure M2 expenditures are programmed for street and transportation system enhancements. Costs include engineering and construction for projects ' such as street rehabilitation, pedestrian concrete d maintenance, and street tree replacements. The use „. ', ; l of Measure M2 funds must comply with County ' ` � s t .. .i ' 4 regulations and directly relate to street j 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 Before presents a seven year proposed project plan to the Orange County Transportation Authority (OCTA) to II maintain eligibility for Measure M2 funds. In addition ',. to funds distributed directly to the City, the OCTA N II'1, • administers competitive grant programs known as �'" the Combined Transportation Funding Program � , ,�� ia r�M� - 40 (CTFP)that has resulted in several million dollars for �i•� c�pCa +s .. street improvement funds to the City of Huntington `, +_ . _ - Beach. i / a'm"" ha IN& • Traffic Congestion Relief(Proposition '�/ 9 p 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. 278 Return to Table of Contents ENTERPRISE FUNDS Water Fund 506 Water user rates fund the Water Fund Capital Improvement Program. In addition to operations and maintenance, water rates are committed for major maintenance and rehabilitation of water facilities such as wells, reservoirs, water distribution lines, and water meters. The water system operation is assisted by a sophisticated data transmission program. System upgrades, water facility security improvements, and water main replacement are anticipated expenditures. Water Master Plan Fund 507 The current Water Master Plan (WMP), updated in 2016, recommends new facilities to provide the City with adequate water production and storage capabilities. The majority of projects included in the WMP are complete, including three storage reservoirs, three water wells, and various pipeline improvements. In the next two years, the WMP focus is on corrosion control and transmission main improvements. Design and construction of the Southeast Reservoir, booster station and transmission lines are planned during the next ten years. Sewer Service Fund 511 The Sewer Service Fund was established to maintain, rehabilitate, and replace sewer facilities. Revenue is derived from user charges to residents and businesses with connections q w to the City sewer lines. Capital projects include rebuilding sewer - ' lift stations and lining or replacement of sewer lines, as designated in the Sewer Master Plan. Facilities are evaluated ° regularly to determine priorities to repair or replace facilities. The capital project program includes design, engineering, and all - aspects of construction management. It g. l ' 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 2024/25 CIP. • Community Development Block Grant(CDBG) Sidewalk, curb, and gutter construction in enhancement areas; community center renovations and citywide Americans with Disabilities Act (ADA) improvements. • Bridge Preventive Maintenance Program (BPMP) replace or rehabilitate public highway bridges over waterways, other topographical barriers, other highways, or railroads. 279 Return to Table of Contents 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 t residential or other specific areas are included in this •� , category. Annual projects include residential pavement overlays, concrete, and street tree replacement. "y !i Neighborhood projects may be in the enhancement areas t� -a • and eligible for CDBG funding. Parks and Beaches: Parks and beaches projects include new park construction and renovation, including === = improvements to City beach facilities. Funding sources may include Park Acquisition and Development, State bond allocations, grants, or the Capital Improvement Reserve. The park system is developed in accordance with the Park Strategy Fee and Nexus Study (2001), as well as the City General Plan, and Community Services and Recreation component. Parks and beaches contribute to the quality of life in Huntington Beach by preserving open space and providing recreational opportunities for residents and visitors. Sewer: Improvements to the City sewer system consist of sewer line and sewer lift station rehabilitation as well as routine maintenance. Improvement projects are based upon the 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. Seventeen stations have been rebuilt since 2000. Streets and Transportation: This category highlights � improvements to the City's arterial streets and traffic control systems. - Projects may include street widening, pavement rehabilitation, and traffic signal installation. Funding sources are primarily Gas Tax, Measure M, ' a` Federal grants, and Traffic Impact Fees. The Pavement Management ,, Plan,General Plan Circulation Element,and Traffic Signal Priority List are Won. source documents for these projects. Typical street improvements are pavement and concrete replacement, road widening, and grade adjustments. Improvements to the citywide transportation system include new traffic signals, signal modifications, and signal communications s P ! _ ,. ., 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. 280 Return to Table of Contents Capital Improvement Program Fiscal Year 2024/25 In Fiscal Year 2024/25, new improvement programs total approximately$35.3 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 continued funding for the McFadden sewer lift station construction project. Water line replacements, Peck reservoir roof placement,well projects,and facility improvements are included in the Water capital improvement program. Measure M and RMRA provide funds to be used for rehabilitation of two arterial highway segments consistent with the City's Pavement Management Plan. Gas Tax provides funding for local street rehabilitation. Other transportation improvements include design and construction of various bikeway and pedestrian facilities. Local neighborhood improvements include installation of ADA ramps where warranted, and residential street overlays. Park projects include Pleasant View and Langenbeck Park playground improvements, softball field improvements, and Edison Park reconfiguration projects. 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 httos://huntinatonbeachca.gov/departments/public works/engineering/major proiects.t ho. CIP SPENDING BY CATEGORY 1% 10% •Drainage&Storm Water 27%41) •Facilities •Neighborhood ■Parks&Beaches •Sewer •Streets&Transportation 23% ■Water 6% Drainage &Storm Water $300,000 Facilities 3,997,000 Neighborhood 7,050,000 Parks& Beaches 4,585,800 Sewer 2,000,000 Streets &Transportation 7,984,300 Water 9,379,000 Total $35,296,100 281 Return to Table of Contents City of Huntington Beach Capital Improvement Program New Appropriations Fiscal Year 2024/25 Fiscal Year Gas Tax/ Infrastructure Grams/Other Department 2024/25 Park Funds prop 42 RMRA Measure M Sewer Funds Water Funds Fund TIF Funds rDRAINAGE&STORM WATER Tide Check Valves to Harbour Storm Drains Public Works $300,000 $300,000 TOTAL $300,000 $300,000 FACILITIES PD South Substation Improvements Police $109,000 $109,000 Newland House Museum Rehabilitation Community&Library Services $100,000 $100,000 Park Bench Cafe Roof&Siding Replacement Community&Library Services $110,000 $110,000 Library Facilities Master Plan Community&Library Services $400,000_ $400,000 Main Street Branch Library HVAC Installation Community&Library Services _ $650,000 $650,000 Upgrade Central Plant Cooling Tower at Civic Center Public Works $768,000 $768,000 Civic Center Water Leak Assessment Public Works $100,000 $100,000 Facilities Master Plan Public Works $600,000 $600,000 Fueling Station Canopies Public Works $410,000 $410,000 Replace R22 Air Conditioning Equipment Public Works $150,000 $150,000 Fire Station Butler Buildings Fire $600,000 $600,000 TOTAL $3,997,000 $3,597,000 $400,000 NEIGHBORHOOD Curb Ramp Program Public Works $700,000 $590,615 $109,385 Residential Overlay and Slurry Seal Program Public Works $6,350,000_ $2,000,000 $1,600,000 $150,000 $150,000 $2,450,000 co co TOTAL $7,050,000 $2,000,000 $2,190,615 $150,000 $150,000 $2,450,000 $109,385 IV PARKS AND BEACHES Edison Park Reconfiguration Community&Library Services $2,000,000 $2,000,000 All-Inclusive Playground at the Beach(9th St) Community&Library Services $120,000 $120,000 Softball Field Improvements Community&Library Services $565,000 $565,000 Huntington Central Park Master Plan Update Community&Library Services $181,800 $181,800 Langenbeck Park Playground Improvements Community&Library Services $300,000 $300,000 Pleasant View Park Playground Improvements Community&Library Services $600,000 $600,000 Discovery Well Park Pump Replacement Public Works $90,000 $90,000 Beach Restroom Analysis Public Works $200,000 $200,000 PCH&6th St Pedestrian Ramp Public Works $65,000 $65,000 Huntington Harbour Bulkhead Improvements Public Works $400,000 $400,000 Bluff Top Pathway Area Lighting Public Works $64,000 $64,000 TOTAL $4,585,800 $3,646,800 I $939,000 SEWER _ McFadden Sewer Lift Station,Wet Well Public Works $2,000,000 $2,000,000 TOTAL $2,000,000 $2,000,000 New 2024-25 Return to Table of Contents City of Huntington Beach Capital Improvement Program New Appropriations Fiscal Year 2024/25 Fiscal Year Gas Tax/ Infrastructure Grants/Other Department 2024/25 Park Funds Prop 42 RMRA Measure M Sewer Funds Water Funds Fund TIF Funds STREETS&TRANSPORTATION ADA Improvement Program Public Works $250,000 $250,000 Fiber Optic Master Plan Information Services $100,000 $100,000 Citywide Mobility and Corridor Improvements Public Works $155,000 $155,000 Downtown Street Lighting Public Works $400,000 $400,000 Arterial Rehabilitation Program Public Works $6,000,000 $5,400,000 $600,000 BPMP(Federal) Public Works $424,300 $424,300 Bridge Preventive Maintenance Program Public Works $655,000 $655,000 TOTAL $7,984,300 $5,400,000 $1,255,000 $750,000 $155,000 $424,300 WATER Annual Water Main Replacement Project Public Works $150,000 $150,000 Peck Reservoir Roof Replacement Public Works $500,000 $500,000 Water Treatment for Well 3A Public Works $2,200,000 $2,200,000 Well 4 Rehabilitation Public Works $1,500,000 $1,500,000 Well 14 Drilling and Casing Project Public Works $250,000 $250,000 Well 14 Storm Drain Project Public Works $50,000 $50,000 Well 14 Well House Project Public Works $500,000 $500,000 WOCWB OC9 CP Retrofit Public Works $3,700,000 $3,700,000 0C35 Seal Beach Vault Relocation Public Works $50,000 $50,000 Water Production Building Rehabilitation Public Works $479,000 $479,000 N TOTAL $9,379,000 $9,379,000 Co W CIP TOTAL $35,296,100 $3,646,800 $2,000,000 $5,400,000 $3,445,615 $2,150,000 $9,529,000 $8,036,000 $155,000 $933,685 New 2024-25 Return to Table of Contents City of Huntington Beach Capital Improvement Program Continuing Appropriations Fiscal Year 2024/25 Fiscal Year Gas Tax/ Infrastructure Grants/Other 2024/25 Park Funds Prop 42 RMRA Measure M Sewer Funds Water Funds Fund TIF Funds FACILITIES Fueling Station Canopies $500,000 $500,000 Downtown Parking Structure Improvements $923,000 $923,000 TOTAL $1,423,000 I $1,423,000 PARKS AND BEACHES Edison Park Reconfiguration $1,975,000 $775,000 $1,200,000 TOTAL $1,975,000 $775,000 $1,200,000 SEWER McFadden Sewer Lift Station,Wet Well $3,400,000 $3,400,000 TOTAL $3,400,000 $3,400,000 STREETS&TRANSPORTATION ADA Improvement Program $250,000 $250,000 N 03 A Main Street Specific Plan Implementation $250,000 $250,000 TOTAL $500,000 I $500,000 WATER Water Treatment for Well 3A $130,000 $130,000 Well 4 Rehabilitation $60,000_ $60,000 WOCWB 0C9 CP Retrofit $300,000 $300,000 Water Production Building Rehabilitation $355,000 $355,000 TOTAL $845,000 I $845,000 TOTAL CONTINUING $8,143,000 $775,000 $3,400,000 $845,000 $1,923,000 $1,200,000 Continue 2024-25 Return to Table of Contents Capital Improvement Program FY 2024/25 New Appropriations by Funding Source $35,296,100 RMRA Park Funds 15% 10% Gas Tax/Prop 42 6% Grants/Other 3% Measure M N 10% Sewer Funds 6% Water Funds Infrastructure 27% Fund 23% Return to Table of Contents City of Huntington Beach Capital Improvement Program FY 2024/25 through 2028/29 By Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 5 Year CIP 2024/25 2025/26 2026/27 2027/28 2028/29 DRAINAGE& STORM WATER Tide Check Valves to Harbour Storm Drains 300,000 300,000' TOTAL $300,000 $300,000 FACILITIES PD South Substation Improvements 109,000 109,000 Newland House Museum Rehabilitation 100,000 100,000 Park Bench Café Roof&Siding Replacement 110,000 110,000 Library Facilities Master Plan 400,000 400,000 Main Street Branch Library HVAC Installation 650,000 650,000 Upgrade Central Plant Cooling Tower at Civic Center $768,000 $768,000 Civic Center Water Leak Assessment $100,000 $100,000 Facilities Master Plan $600,000 $600,000 $300,000 $1,500,000 Fueling Station Canopies $410,000 $410,000 ►v Replace R22 Air Conditioning Equipment $150,000 $150,000 $150,000 $450,000 rn Fire Station Butler Buildings $600,000 $600,000 TOTAL $3,997,000 $750,000 $450,000I $5,197,000 NEIGHBORHOOD Curb Ramp Program 700,000 700,000 700,000 700,000 700,000 3,500,000 Residential Overlay and Slurry Seal Program 6,350,000 7,350,000 7,350,000 7,350,000 7,350,000 35,750,000 TOTAL $7,050,000 $8,050,000 $8,050,000I $8,050,000 $8,050,000 $39,250,000 PARKS&BEACHES Edison Park Reconfiguration $2,000,000 $2,000,000 All-Inclusive Playground at the Beach(9th St) 120,000 120,000 Softball Field Improvements 565,000 565,000 Huntington Central Park Master Plan Update 181,800 181,800 Langenbeck Park Playground Improvements 300,000 300,000 Pleasant View Park Playground Improvements 600,000 600,000 Discovery Well Park Pump Replacement 90,000 90,000 Beach Restroom Analysis $200,000 $200,000 PCH&6th St Pedestrian Ramp $65,000 $65,000 Huntington Harbour Bulkhead Improvements $400,000 $400,000 Bluff Top Pathway Area Lighting $64,000 $64,000 TOTAL $4,585,800 $4,585,800 5 yr CIP by year Return to Table of Contents City of Huntington Beach Capital Improvement Program FY 2024/25 through 2028/29 By Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Total 5 Year CIP 2024/25 2025/26 2026/27 2027/28 2028/29 SEWER McFadden Sewer Lift Station,Wet Well $2,000,000 i $2,000,000 TOTAL $2,000,000 $2,000,000 STREETS& TRANSPORTATION ,Citywide Mobility-Corridor $250,000 $250,000 $250,000 $250,000 $1,000,000 Fiber Optic Master Plan $100,000 $100,000 Citywide Mobility and Corridor Improvements $155,000 $155,000 $155,000 $155,000 $155,000 $775,000 Downtown Street Lighting $400,000 $3,550,000 $1,590,000 $1,550,000 $730,000 $7,820,000 Arterial Rehabilitation Program $6,000,000 $6,000,000 $6,000,000 $6,000,000 $6,000,000 $30,000,000 BPMP(Federal) $424,300 $2,377,300 $2,801,600 Bridge Preventive Maintenance Program $655,000 $655,000 $655,000 $655,000 $655,000 $3,275,000 TOTAL $7,984,300 $10,610,000 $11,027,300 $8,610,000 $7,540,000 $45,771,600 co WATER Annual Water Main Replacement Project $150,000 $1,850,000 $2,000,000 Peck Reservoir Roof Replacement $500,000 $1,500,000 $2,000,000 Water Treatment for Well 3A 2,200,000 2,200,000 Well 4 Rehabilitation 1,500,000 1,500,000 Well 14 Drilling and Casing Project $250,000 $1,650,000 $1,900,000 Well 14 Storm Drain Project $50,000 $1,271,000 $1,321,000 Well 14 Well House Project $500,000 $3,500,000 $4,000,000 ,WOCWB 0C9 CP Retrofit $3,700,000 $3,700,000 0C35 Seal Beach Vault Relocation $50,000 $50,000 Water Production Building Rehabilitation $479,000 $479,000 TOTAL $9,379,000 $9,771,000 $19,150,000 TOTAL 5 Year CIP $35,296,100 $29,181,000 $19,527,300 $16,660,000 $15,590,000 $116,254,400 5 yr CIP by year Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) PROJECT TITLE: Tide Check Valves to PROJECT DESCRIPTION: This project will install nine Tide Flex rubber check valves to existing storm drain Harbour Storm Drains infrastructure located in the Huntington Harbour. The valves will be installed at Anderson St,Admiralty Dr, Intrepid Ln, Bluewater Ln, and five valves along PCH. PROJECT NEED: City Utility staff are required to mobilize during King Tide Cycles (ultra high tides, FUNDING DEPARTMENT: greater than 7.0), to install air bladders within the storm drains to minimize dry Public Works weather flooding of PCH with salt water from the Harbour. DEPT. PROJECT MGR: SOURCE DOCUMENT: NA Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 30,000 Construction Complete: FY 2024/25 Construction $ 250,000 Project Management $ 20,000 Supplementals R/W oo PROJECT LOCATION Other TOTAL $ 300,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 lnfr Fund(314) $ 300,000 TOTAL $ 300,000 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: Drainage COMMENTS ON GRANTS I OTHER FUNDS: Drainage Harbour SD Check Valves Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) ,PROJECT TITLE: PD South Substation PROJECT DESCRIPTION: Retrofit and bring building up to current standards and building code. This first Improvements phase of the improvements include, but are not limited to, adding a public counter,furniture, painting and flooring replacement into the building to accommodate the public and PD. PROJECT NEED: Building was constructed in 1913. The City has been using the building as a FUNDING DEPARTMENT: substation since 1991. The building needs improvements and refurbishing. Police DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Captain Ryan Reilly STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 l FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 99,000 Project Management $ 5,000 Supplementals $ 5,000 ry R/W co co PROJECT LOCATION Other TOTAL $ 109,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 PD Infr Fund(314) $ 109,000 South Substation �' CL, / / %. _h: , TOTAL $ 109,000 / `'.;, MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 109,000 / Additional annual cost: $0 f 7 7 Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation .o� / /i included in Public Works Operating Budget. >.4+ CATEGORY: Facilities �sf COMMENTS ON GRANTS/OTHER FUNDS: Facilities PD South Substation Imp Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Newland House Museum PROJECT DESCRIPTION: Refurbishment of the historic Newland House Museum including exterior paint Rehabilitation and wood damage repair opportunities. PROJECT NEED: The Newland House Museum is in need of a complete exterior paint job to FUNDING DEPARTMENT: preserve the integrity of the structure and prevent deterioration. Community&Library Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Contactor Estimate Public Works Capital Projects Administrator STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 100.000 Project Management Supplementals N R/W o PROJECT LOCATION Other TOTAL $ 100,000 Yoan.n Ave . ra.s c .�bn ' g `wtUm O, D` FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 k. Infr Fund(314) $ 100,000 • Balu.n Pad. Los.Baaaqua st Salk Mu S a": E ` NuvMEll D. TOTAL $ 100,000 nl I "lothat andAt•"" DrymrtD MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 100,000 and K,Yn 1111rn0 —�^ i Additional annual cost: $0* K•'gsAak Df rage k "` a = Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation ✓. US Bank w Faanwn Dr _ y included in Public Works Operating Budget. ....e" ' 2 CATEGORY: Facilities Adams Ave - ---_ 1 aS"..,,„D, _ COMMENTS ON GRANTS/OTHER FUNDS: �,Irl l `Nil DI IC 6 a m 3 R k Facilities Newland Museum and Barn Rehab Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Park Bench Café Roof& PROJECT DESCRIPTION: The project consists of replacing the roof, rotted plywood and fascia board. As Siding Replacement part of the replacement,the exterior will be repainted. PROJECT NEED: The existing roof and structure siding and fascia is failing. FUNDING DEPARTMENT: Community& Library Services DEPT. PROJECT MGR: SOURCE DOCUMENT: Contractor Estimate Public Works Capital Projects Administrator STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 r FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 110,000 Project Management Supplementals N R/W PROJECT LOCATION Other TOTAL $ 110,000 8 ;!11107malY;rl8 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Park Bench Cafe Infr Fund(314) $ 110,000 TOTAL $ 110,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 110,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Facilities COMMENTS ON GRANTS I OTHER FUNDS: . Facilities Park Bench Cafe Repairs Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Library Facilities Master PROJECT DESCRIPTION: The Library Facilities Master Plan will include an evaluation of the Library's Plan existing facilities and programs in order to identify needed improvements for the delivery of services over the next 20 years. The findings of this Master Plan will provide the framework for future investment in the City's Library facilities. PROJECT NEED: The Huntington Beach Public Library does not have a current Master Plan for the FUNDING DEPARTMENT: development of its libraries and services. The last Master Plan was completed in Community& Library Services the 1980s. DEPT. PROJECT MGR: SOURCE DOCUMENT: HB General Plan Goal PSI-3. Libraries are central community facilities&library Public Works Capital Projects Administrator services respond to changing community needs. STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2025/26 Design/Environmental $ 400,000 Construction Complete: N/A Construction Project Management Supplementals N R/W N PROJECT LOCATION Other TOTAL $ 400,000 1 1------1 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 ---� Library Impact Fee(229) $ 400,000 r� —�- .s Ir _ —3 L'-., =II ii= TOTAL $ 400,000 11 --- y T MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 400,000 a` Additional annual cost: SO i+ mi None PROJECT TYPE: Studies .W CATEGORY: Facilities �+'— COMMENTS ON GRANTS/OTHER FUNDS: Facilities Library Facilities Master Plan Return to Table of Contents CITY OF HUNTINGTON BEACH PROJECT TITLE: Main Street Branch Library PROJECT DESCRIPTION: The project includes the installation of HVAC in the library. Installation of the HVAC Installation system will also require upgrading the building's electrical and ducting. PROJECT NEED: Install new HVAC and electical in the Main Street Library. FUNDING DEPARTMENT: Community&Library Services DEPT.PROJECT MGR: SOURCE DOCUMENT: Staff Recommendation Public Works Capital Projects Administrator STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 50,000 Construction Complete: FY 2024/25 Construction $ 600,000 Project Management Supplementals N R/W w PROJECT LOCATION Other J TOTAL $ 650,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 lnfr Fund(314) $ 650,000 Project Area ,c �-11 ; _1id � 4 ,, --1!J ,. TOTAL $ 650,000 .. Acacia ye. 00 HB Art , La MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 650,000 Q° Center = Et Additional annual cost: $0 Triangle Main Any unanticipated maintenance cost will be PROJECT TYPE: New Construction Street 6th included in Public Works Operating Budget. Braneh'w Library COMMENTS ON GRANTS/OTHER FUNDS: CATEGORY: Facilities /7.--- —"Pecan Ave. \.. or i r— %\ n_, >ar_ . Townsquare Facilities Main St Library HVAC Install Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Upgrade Central Plant PROJECT DESCRIPTION: Central plant cooling tower at Civic Center is in need of an upgrade. Cooling Tower at Civic Center PROJECT NEED: Central plant cooling tower at Civic Center is in need of an upgrade to ensure FUNDING DEPARTMENT: HVAC system operation and optimization. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Kevin Dupras STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 768,000 Project Management Supplementals R/W PROJECT LOCATION Other TOTAL $ 768,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Ink Fund(314) $ 768,000 Un►on 9 TOTAL $ 768,000 IP Civic Center MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 768,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation included in Public Works Operating Budget. Parks' CATEGORY: Facilities tr COMMENTS ON GRANTS I OTHER FUNDS: Facilities Civic Center Cooling Tower Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Civic Center Water Leak PROJECT DESCRIPTION: Water is leaking through concrete deck into basement, behind the elastomeric Assessment coating and overhangs at Civic Center.Assessment required to determine to identify causes. PROJECT NEED: Assessment needs to be completed to determine where building failures exist FUNDING DEPARTMENT: and possible solutions. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Kevin Dupras STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 100,000 Construction Complete: TBD Construction Project Management Supplementals N R/W co ccn PROJECT LOCATION Other TOTAL ' $ 100,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 lnfr Fund(314) $ 100,000 ii TOTAL $ 100,000 s . 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. ' CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: Facilities Civ Ctr Water Leak Assess Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Facilities Master Plan PROJECT DESCRIPTION: Create a facilities master plan including all City facility buildings. This will be the first of three phases. PROJECT NEED: A facilites master plan is needed to establish a framework for orderly growth and FUNDING DEPARTMENT: development for facilities capital improvement projects throughout the city. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Kevin Dupras STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28129 Design Complete: FY 2026/27 Design/Environmental ' $• 600,000 $ 600,000 $ 300,000 Construction Complete: Construction Project Management Supplementals N R/W co PROJECT LOCATION Other TOTAL $• 600,000 $ 600,000 $ 300,000 L FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 - Infr Fund(314) $ 600,000 ' $ 600,000 $ 300,000 f j ._W.mn.A I '\b I 4 TOTAL ' $• 600,000 ' $ 600,000 $ 300,000 \ � r / _1 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,500,000 -. J. Additional annual cost: $0 • �LML JI Any unanticipated maintenance cost will be PROJECT TYPE: New Li i ,. , r, included in Public Works Operating Budget. ti r / CATEGORY: Facilities \ti \ COMMENTS ON GRANTS/OTHER FUNDS: NI Facilities Facilities Master Plan Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Fueling Station Canopies PROJECT DESCRIPTION: Design and construct four(4) new fuel canopies at the Parks Trees and Landscape Yard (PTL), Corporate Yard, Lake Fire Station and Beach Maintenance Yard. PROJECT NEED: PTL and Lake Fire Station do not have canopies and are out of compliance. Corporate Yard canopies are out of compliance and require replacement per FUNDING DEPARTMENT: AQMD regulations. Beach Maintenance Yard canopies are severely rusted and in Public Works need of replacement. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Cody Jahn STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 r FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 700,000 $ 410,000 Project Management $ 50,000 Supplementals ry R/W co PROJECT LOCATION Other TOTAL $ 750,000 $ 410,000 0 Public Public Works-City 0 43 Works-Landscap Corporation Yard FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 c Infr Fund(314) $ 750,000 $ 410,000 ^J a. 1 9SLake Station 5 City TOTAL $ 750,000 $ 410,000 • of Huntington Beach MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,160,000 Additional annual cost: $0 U.In+inn+. Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation t 1= -.y- included in Public Works Operating Budget. t)aity()men Ham,;IN; readquarters T CATEGORY: Facilities z. 9AAAAril Hospital < g COMMENTS ON GRANTS/OTHER FUNDS: B 111 ton By The Sea - Facilities Fueling Station Canopies Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Replace R22 Air PROJECT DESCRIPTION: Multi-year project to replace all existing Air Conditioning equipment containing Conditioning Equipment R22 refrigerant at various city facility locations. PROJECT NEED: Federal regulation prohibits the manufacture and import of R22 refrigerant FUNDING DEPARTMENT: effective 1/1/2020. Equipment containing R22 is now obsolete and retrofit to a Public Works new refrigerant is cost prohibitive. DEPT. PROJECT MGR: SOURCE DOCUMENT: EPA.gov Phase Out of Ozone Depleting Substances Kevin Dupras STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24125 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: Design/Environmental Construction Complete: FY 2026/27 Construction $ 150,000 $ 150,000 $ 150,000 Project Management Supplementals ry R/W w PROJECT LOCATION Other TOTAL $ 150,000 . $ 150,000 $ 150,000 l ? I FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28129 Infr Fund(314) ' $ 150,000 $ 150,000 $ 150,000 N':: '- .• _ _vt.„, . i 1 l _'y -_- 1 TOTAL $ 150,000 $ 150,000 $ 150,000 �� _ 7 1Wc[LAae \ I ,/g 1 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 450,000 J •• ' Additional annual cost: $0 r ,_ / Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation _ i _s , r' included in Public Works Operating Budget. \ ---- I-- / CATEGORY: Facilities \N' }� COMMENTS ON GRANTS I OTHER FUNDS: /r , Facilities R22 HVAC Replacement Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: Downtown Parking PROJECT DESCRIPTION: Improvements to Downtown on Main Street including the Main Promenade Structure Improvements Parking Structure. Phased improvements include, but are not limited to doors, stairs, hardscape, pavement, equipment furnishing, signage, railings, and elevators. PROJECT NEED: Downtown Huntington Beach is in need of improvements. There is a need to FUNDING DEPARTMENT: prioritize the parking structure to improve parking services. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Main Promenade Parking Structure Assessment. TBD STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25/26 FY 26127 FY 27/28 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 923,000 Project Management Supplementals ry R/W COC PROJECT LOCATION Other TOTAL $ 923,000 ��. FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Infr Fund(314) $ 923,000 a` TOTAL $ 923,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 923,000 63' Additional annual cost: $0 'tic Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Facilities COMMENTS ON GRANTS/OTHER FUNDS: Facilities Downtown Parking Structure Imp Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Fire Station Butler Buildings PROJECT DESCRIPTION: Metal type storage building to park emergency fire apparatuses. Some apparaturuses are currently being stored outside of Murdy and Gothard Fire Stations,which causes more wear and tear on the vehicles. PROJECT NEED: Install a butler building at Murdy and Gothard Fire Stations.There are added FUNDING DEPARTMENT: additional ambulances to the fleet with no place to store them. This would help Fire with operational readiness. DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Eric McCoy STRATEGIC PLAN GOAL: Public Safety SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 600,000 Project Management Supplementals w __ R/W o PROJECT LOCATION Other TOTAL $ 600,000 l ��I • j FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 lnfr Fund(314) $ 600,000 1 \ I r.a■«...: TOTAL $ 600,000 '' c.,.■.s- MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 600,000 . j a Additional annual cost: SO .+ r..1_.�. _. 1 .■. _ Any unanticipated maintenance cost will be PROJECT TYPE: New I , • 1 included in Public Works Operating Budget. CATEGORY: Facilities 1 COMMENTS ON GRANTS/OTHER FUNDS: \ l Facilities Fire Station Butler Bldgs Return to Table of Contents CITY OF HUNTINGTON BEACH -mseorrau— PROJECT TITLE: Curb Ramp Program PROJECT DESCRIPTION: Installation of curb access ramps in conjunction with maintenance improvements within Maintenance Zone 2. PROJECT NEED: Curb access ramps are required when adjacent streets are altered or FUNDING DEPARTMENT: rehabilitated Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2022 Pavement management Plan Max Olin STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 I FY 26/27 _ FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2028/29 Construction $ 650,000 $ 650,000 $ 650,000 $ 650,000 $ 650,000 Project Management $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Supplementals co RIW o PROJECT LOCATION Other _, FJ. 7 TOTAL $ 700,000 $ 700,000' $ 700,000 $ 700,000 $ 700,000 — f 'mum ..-L. . 5_11_, Li, FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 — ...1 Tti � • r- 7 1^� mu Measure M(213) $ 590,615 $ 700,000 $ 700,000 $ 700,000 $ 700,000 I ,i , _ 4_, y. �,ui. (239) $ 109,385 hn,. ._ ' t N, ,lit' i- ilii �' TOTAL $ 700,000 $ 700,000 $ 700,000 $ 700,000 $ 700,000 `vJIr '. _ - MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3,500,000 ` " -IJ 1 —J — 'I'(� Additional annual cost: $0 4, . I i = Any unanticipated maintenance cost will be 'PROJECT TYPE: Rehabilitation y+_�,•.., included in Public Works Operating Budget. \,� I i � CATEGORY: Neighborhood COMMENTS ON GRANTS/OTHER FUNDS: Neighborhood Zone 2 ADA Ramps Return to Table of Contents . 111 CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) " IR PROJECT TITLE: Residential Overlay and PROJECT DESCRIPTION: Rehabilitation of residential streets with asphalt overlay,slurry seal, and sidewalk Slurry Seal Program and tree improvements within Maintenance Zone 2. PROJECT NEED: Extend the useful life and improve the appearance and function of residential 'FUNDING DEPARTMENT: streets. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2022 Pavement Management Plan Max Olin STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2028/29 Construction $ 6,275,000 $ 7,275,000 $ 7,275,000 $ 7,275,000 $ 7,275,000 Project Management $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 Supplementals w R/W oN PROJECT LOCATION Other - 1 �_ -� TOTAL $ 6,350,000 $ 7,350,000 $ 7,350,000 $ 7,350,000 $ 7,350,000 L-I il FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 1 fil L ' Gas Tax(207) ' $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 f --1 ---'- Measure M(213) $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 I u T Sewer Service Fund(511) $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 `i,� +- nWater FundFund (314)(506) $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 - I i, -, 1 Infr Fund(314) _ $ 2,450,000 $ 3,450,000 $ 3,450,000 $ 3,450,000 $ 3,450,000 - ll pii TOTAL $ 6,350,000 $ 7,350,000 $ 7,350,000 ' $ 7,350,000 $ 7,350,000 ...04�-Ld to ., - I, Irll.. �- MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 35,750,000 ' .' ,�--L Additional annual cost: $0 t ,•-ci. , Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation :VA j r included in Public Works Operating Budget. tti 1 CATEGORY: Neighborhood —1 I +' U COMMENTS ON GRANTS/OTHER FUNDS: 1 i _ rt.'el 't. '. ! I I I i Neighborhood Zone 2 Overlay Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Edison Park PROJECT DESCRIPTION: The full 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 2024/25 request is for Ph. 1 construction upon final approval. 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: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2024/25 Design/Environmental $ 1,975,000 Construction Complete: FY 2025/26 Construction $ 2,000,000 Project Management Supplementals co R/W co PROJECT LOCATION Other TOTAL $ 1,975,000 $ 2,000,000 FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Quimby Fees (226) $ 2,000,000 Park Dev. Impact(228) $ 775,000 Aroma Ave AES $ 1,200,000 T. TOTAL $ 1,975,000 $ 2,000,000 Ceisun Palk c -- MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3,975,000 H Din II;On avB 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: Parks& Beaches Edison Park Reconfiguration Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: All-Inclusive Playground at PROJECT DESCRIPTION: Redesign and rehabilitation of existing playground equipment. the Beach (9th St) PROJECT NEED: Due to the harsh marine environment,the playground needs to be rehabilitated FUNDING DEPARTMENT: using wood and other materials more conducive to the harsh marine Community& Library Services environment. DEPT. PROJECT MGR: SOURCE DOCUMENT: Staff recommendation. Public Works Capital Projects Administrator STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 i FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 120,000 Project Management Supplementals co R/W o PROJECT LOCATION Other TOTAL $ 120,000 7t ,. ` �� FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 •--4 V' , o\.t•. lnfr Fund(314) $ 120,000 . • »-.. ,-,i7fr-•.-: i . _ siliZ Ate i S TOTAL $ 120,000 4 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 120,000 e y•r Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation ''''t s 1 ) • r included in Public Works Operating Budget. 7 CATEGORY: Parks& Beaches '41( �� COMMENTS ON GRANTS/OTHER FUNDS: IW I. Parks&Beaches All-Inclusive Playground Repair Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Softball Field Improvements PROJECT DESCRIPTION: Improvements to the softball fields at Greer and Worthy Parks, including turf replacement,field leveling, irrigation, and other associated 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 Public Works Capital Projects Administrator STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 35,000 Construction Complete: FY 2024/25 Construction $ 480,000 Project Management Supplementals $ 50,000 R/W PROJECT LOCATION Other TOTAL $ 565,000 = uti� FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Huntington Beach High P Quimby Fees(226) $ 565,000 School Wur:r.y Park TOTAL $ 565,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 565,000 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: Parks& Beaches Softball Field Improvements Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Huntington Central Park PROJECT DESCRIPTION: The project includes a complete update of the existing Huntington Central Park Master Plan Update Master Plan (HCP). Project includes conditions assessment, community outreach and engagement, recommendations and a final report. PROJECT NEED: The original HCP Master Plan was completed in April 2012 and updated in FUNDING DEPARTMENT: February 2016. Community& Library Services DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach 2023-2027 Strategic Plan, Infrastructure Investment, Public Works Capital Projects Administrator Goal 6 STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 181,800 Construction Complete: TBD Construction Project Management Supplementals co R/W PROJECT LOCATION Other Slater TOTAL $ 181,800 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Park Dev. Impact(228) $ 181,800 a 3 c v TOTAL $ 181,800 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 181,800_ Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Studies included in Public Works Operating Budget. CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: I F s t* rbR.al I :Rtlaxw Parks& Beaches HB Cent Park Master Plan Update Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITA OVEMENT PROJECT INFO : ew) PROJECT TITLE: Langenbeck Park PROJECT DESCRIPTION: Installation of new custom play units for ages 5-12 years and installation of new Playground Improvements ADA compliant rubberized safety surfacing. PROJECT NEED: Playground equipment is past its useful life cycle. The units are in significant FUNDING DEPARTMENT: disrepair and beyond retrofitting. Complete replacement along with ADA Community& Library Services surfacing is needed. DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List Public Works Capital Projects Administrator STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 300,000 Project Management Supplementals R/W PROJECT LOCATION Other 1 _ _ _ -Geffietd Ave-_ TOTAL $ 300,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Quimby Fees(226) $ 300,000 /.. Yorktown Ave ao 0 d TOTAL $ 300,000 ,z MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 300,000 Additional annual cost: SO Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation included in Public Works Operating Budget. CATEGORY: Parks & Beaches COMMENTS ON GRANTS I OTHER FUNDS: Parks&Beaches Langenbeck Park Playground Impv Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Pleasant View Park PROJECT DESCRIPTION: Installation of new custom play units for ages 2-12 years, including partial Playground Improvements coverage of pour-in-place rubberized safety surfacing that will bring the play area into ADA compliance. PROJECT NEED: Playground equipment is past its useful life cycle. The units are in significant FUNDING DEPARTMENT: disrepair and beyond retrofitting. Complete replacement along with ADA Community& Library Services surfacing is needed. DEPT. PROJECT MGR: SOURCE DOCUMENT: 2018 City Council approved Playground Replacement Priority List Public Works Capital Projects Administrator STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28129 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 600,000 Project Management Supplementals co R/W co PROJECT LOCATION Other TOTAL $ 600,000 - — — — ----- ---R Heil Ave FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Park Dev. Impact(228) $ 600,000 N c \ m \ o ' Ocean Vievi I TOTAL $ 600,000 Fiepatalory Prex '' MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 600,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation l i included in Public Works Operating Budget. CATEGORY: Parks& Beaches COMMENTS ON GRANTS/OTHER FUNDS: Parks&Beaches Pleasant View Park Playground Return to Table of Contents CITY OF HUNTINGTON BEACH e.. ..-° w - -- -•-r CAPITAL IMPROVEMENT PROJECT IN PROJECT TITLE: Discovery Well Park Pump PROJECT DESCRIPTION: Replace a non-functioning irrigation booster pump at Discovery Well Park. Replacement PROJECT NEED: Replacing the non-functioning irrigation booster pump will restore and improve FUNDING DEPARTMENT: the irrigation coverage and make the park safer and more visually attractive Public Works (green grass)to park visitors. DEPT. PROJECT MGR: SOURCE DOCUMENT: NA Justin Torres STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 1 FY 27/28 FY 28129 _ Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 90,000 Project Management Supplementals co R/W coo PROJECT LOCATION Other TOTAL $ 90,000 FUNDING SOURCES FY24/25 FY25/26 FY26127 FY27/28 FY28/29 '6.1:.;,I Infr Fund(314) $ 90,000 • 'Ralph Fresh Fare Ralphs!Loaf DiscoveryhYellPk pa'P^ir TOTAL $ 90,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 90,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation included in Public Works Operating Budget. ' LP,Fitness 9 CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: 0. Justin Holmes, ARPPIfnrd;nIdwPil R; Parks&Beaches Disc Well Park Irrig Booster Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Beach Restroom Analysis PROJECT DESCRIPTION: Provide analysis of Measure C to potentially replace restrooms along PCH from Seapoint to Beach Boulevard PROJECT NEED: Restrooms along PCH from Seapoint to Beach Boulevard are in need of FUNDING DEPARTMENT: upgrades. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Strategic Plan Joseph Fuentes STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24125 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 200,000 Construction Complete: NA Construction Project Management Supplementals c, R/W o PROJECT LOCATION Other s TOTAL $ 200,000 v --. FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 ____J— :if Infr Fund(314) $ 200,000 \ TOTAL $ 200,000 �� MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 200,000 Additional annual cost: $0 '%:,, f Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation \F included in Public Works Operating Budget. `, \, CATEGORY: Parks & Beaches "� COMMENTS ON GRANTS/OTHER FUNDS: N Parks& Beaches Beach Restroom Analysis Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) PROJECT TITLE: PCH &6th St Pedestrian PROJECT DESCRIPTION: This project will construct a pedestrian ramp at the beach parking lot north of the Ramp pier. PROJECT NEED: There is currently no straightforward pedestrian access from PCH to the Beach at FUNDING DEPARTMENT: the 6th St parking lot entrance. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Staff Recommendation Eduardo Cerda STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2024/25 Construction $ 65,000 Project Management Supplementals w R/w PROJECT LOCATION Other TOTAL �$ 65,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 A s. Infr Fund(314) $ 65,000 oe te 'Dd sp, \... , ._, y 43, Soutattl, Su&slo TOTAL $ 65,000 0 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 65,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: A, ac;) r Parks&Beaches PCH-6th St Pedistrian Ramp Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Huntington Harbour .PROJECT DESCRIPTION: Repair of City-owned bulkheads within the Huntington Harbour. Project will repair Bulkhead Improvements 1 cracks, spelling,guardrails, and portions of the concrete cap and wall. PROJECT NEED: Improvements are needed to maintain structural integrity and prevent further FUNDING DEPARTMENT: deterioration of bulkhead structures. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Huntington Harbour Bulkhead Study Jo Claudio STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 400,000 Construction Complete: TBD Construction Project Management Supplementals co R/w N PROJECT LOCATION Other o� $— ,4c TOTAL $ 400,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 e 1 } ' l InfrFund(314) $ 400,000 NAhr Via b '..4', A!*:? ',: '7'z;..,...7f 41.v 6,, . ' '''. - ..q\--okt,tr-mtai Nt 1,..-. _i-, .,,:: •., ..:, , ..,,,..,L , • -....... Na ,,! ;,a , !...t,:t.t.,:: , P t`., ,. �°a,, ror TOTAL $ 400,000 - fa. . 4 aa a ` s , s �;, MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 400,000_ ti • ,� ` t"iirin �. Additional annual cost: $0 \ti t;•) . A 4 . Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation • °‘114::., �`, included in Public Works Operating Budget. tj�� �'lu• � . 5 CATEGORY: Parks&Beaches ., 74,4 .„� "N; COMMENTS ON GRANTS I OTHER FUNDS: r Parks&Beaches HH Bulkhead Improvement Return to Table of Content-al CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Bluff Top Pathway Area PROJECT DESCRIPTION: The project would add 3 area lights, similar to those used in the bluff top parking Lighting lots along a 800 foot long area along the beach path between the two existing bluff top parking lots (between Goldenwest and Seapoint). PROJECT NEED: Add new lighting along the paved path between the two existing parking lots. FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: Staff Recommendation William Janusz STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS I FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 5,000 Construction Complete: FY 2024/25 Construction $ 58,000 Project Management $ 1,000 Supplementals coR/W w PROJECT LOCATION Other TOTAL $ 64,000 A do , % FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 0pd lnfr Fund(314) $ 64,000 spy g TOTAL $ 64,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 64,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New included in Public Works Operating Budget. CATEGORY: Parks & Beaches COMMENTS ON GRANTS/OTHER FUNDS: Parks&Beaches Bluff Top Pathway Lighting Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: McFadden Sewer Lift PROJECT DESCRIPTION: This project will reconstruct the wet well,forcemain and the gravity sewer, located Station,Wet Well at South Greer Park. PROJECT NEED: The existing facilities were constructed in 1972 and are near the end of their FUNDING DEPARTMENT: functional life. The wet well and the forcemain are in a deteriorated condition and Public Works are in need of replacement. DEPT. PROJECT MGR: SOURCE DOCUMENT: 2024 Sewer Master Plan Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior 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 $ 3,000,000 $ 1,600,000 Project Management $ 100,000 $ 300,000 Supplementals $ 100,000 $ 100,000 co R/W PROJECT LOCATION Other h b TOTAL $ 3,400,000 $ 2,000,000 e ' ti1cFadder Lift Aft" FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 S72tidn Sewer Service Fund(511) ' $ 1,900,000 $ 2,000,000 ,,,,,1,0.1-;, Sewer Development Fee(210) $ 1,500,000 1 t TOTAL $ 3,400,000 $ 2,000,000 i L . MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 5,400,000 Additional annual cost: $0 41 :oadt-X. Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation v Grtrr included in Public Works Operating Budget. M 5 Scull . .g .3a:'�;A:Or 7' CATEGORY: Sewer v COMMENTS ON GRANTS/OTHER FUNDS: ZkN,e-r07. .- 7rT+sYelt r % 17, _?nlri _Li o f:.Ua�7! Sewer McFadden SLS Wet Well Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(Continuing Project) PROJECT TITLE: ADA Improvement PROJECT DESCRIPTION: Bring into ADA compliance select areas at City facilities, parks and public right-of- Program way. 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-way. DEPT. PROJECT MGR: SOURCE DOCUMENT: ADA Transition Plan TBD STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25/26 FY 26/27 I FY 27/28 Design Complete: FY 2024/25 Design/Environmental Construction Complete: FY 2028/29 Construction $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Project Management Supplementals c,,, R/W cn PROJECT LOCATION Other L-- --, TOTAL $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 'i 1- rI !r f I it FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 iMINE ,J It, infr Fund(314) $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 ,Y T 1101111117 - ;\ ,,..1 yr, p.,. ���. Ella i ,;, \, �� %=--, TOTAL $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 `• \, � / L \ AIM - ' `.,'.. MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,250,000 t"... Additional annual cost: $0 ,� i1■,.. Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation MIN 1 included in Public Works Operating Budget. `;I III CATEGORY: Streets &Transportation il 'COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation ADA Improvement Program Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) PROJECT TITLE: Fiber Optic Master Plan PROJECT DESCRIPTION: IS will refine a multi-year detailed scope to connect City facilities and main business/event hubs with fiber optic cable. PROJECT NEED: Conduct and adopt Fiber Master Plan to allow the City to plan future projects. FUNDING DEPARTMENT: Information Services DEPT. PROJECT MGR: SOURCE DOCUMENT: 2023-2027 Strategic Plan John Dankha STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 100,000 Construction Complete: NA Construction Project Management Supplementals w R/W 8 PROJECT LOCATION Other L. TOTAL $ 100,000 _balm FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 tdwuW� lnfr Fund(314) $ 100,000 ^ Ilk \,• n _Warms Ai 1 _. TOTAL $ 100,000 s. '' •rr ' MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 100,000 -p , Additional annual cost: SO \\ `� b �-- Any unanticipated maintenance cost will be PROJECT TYPE: New / included in Operating Budget. -�AT .i CATEGORY: Streets &Transportation NNIX\ ._::._ it- COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation Fiber Optic Master Plan Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT PROJECT TITLE: Citywide Mobility and PROJECT DESCRIPTION: Design and construction of various bikeway and aesthetic infrastructure on key I Corridor Improvements routes where enhanced bicycle and pedestrian facilities can be implemented with minimal roadway restructuring. 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: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 20,000 Construction Complete: FY 2024/25 Construction $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 Project Management $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 Supplementals $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 co R/W PROJECT LOCATION Other w--- TOTAL $ 155,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000 M` el FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27128 Ir FY 28/29 Amer J Traffic Impact Fee(206) $ 155,000 $ 155,000 $ 155,000 $ 155,000 $ 155,000 Iu®el11111U it ■u_11■ 11��:s TOTAL _$ _ 155,000 $ 155,000 $ 155,000 $ 155,000 i $ 155,000 Ali1;i MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 775,000 3 31111.1111i Additional annual cost: $0 HMI Any unanticipated maintenance cost will be PROJECT TYPE: New&Rehabilitation noose included in Public Works Operating Budget. '\74�®1 CATEGORY: Streets&Transportation !ow COMMENTS ON GRANTS I OTHER FUNDS: Streets&Transportation Citywide Mobility-Corridor Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Downtown Street Lighting PROJECT DESCRIPTION: This project will replace high voltage street light circuits in the downtown area. This multiyear undertaking will address a circuit each year. The FY 24/25 design and materials purchase is along Main Street from 14th Street to Pecan Avenue. PROJECT NEED: The current circuits are severely deteriorated and operate at a very high voltage FUNDING DEPARTMENT: which is not fully supported by Southern California Edison. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A William Janusz STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 200,000 $ 60,000 $ 60,000 $ 60,000 $ 40,000 Construction Complete: FY 2028/29 Construction $ 3,400,000 $ 2,400,000 $ 2,400,000 $ 600,000 Project Management $ 50,000 $ 50,000 $ 50,000 $ 50,000 Supplementals $ 200,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 w R/W $ 40,000 OD PROJECT LOCATION Other t l TOTAL $ 400,000 $ 3,550,000 ' $ 2,590,000 $ 2,550,000 $ 730,000 lii i FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 "1 InfrFund(314) $ 400,000 $ 3,550,000 $ 1,590,000 $ 1,550,000 $ 730,000 y. � L , „..,,, t ,. ' TOTAL $ 400,000 $ 3,550,000 $ 1,590,000' $ 1,550,000 ' $ 730,000 i *-1 I- I ' MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 7,820,000 Additional annual costa $0 Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation included in Public Works Operating Budget. CATEGORY: Streets&Transportation COMMENTS ON GRANTS I OTHER FUNDS: X ° Streets&Transportation Downtown Street Lighting Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) 4111.111111Z PROJECT TITLE: Arterial Rehabilitation PROJECT DESCRIPTION: Streets planned for overlay include Bolsa (Bolsa Chica St.to Edwards)and 17th Program Street(Main to Palm), as budget allows. PROJECT NEED: Required to meet the goals for the Pavement Management Plan FUNDING DEPARTMENT: Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2022 Pavement Management Plan Joseph Fuentes STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27128 FY 28/29 Design Complete: FY 2023/24 Design/Environmental Construction Complete: FY 2028/29 Construction $ 5,760,000 $ 5,760,000 $ 5,760,000 $ 5,760,000 $ 5,760,000 Project Management $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 Supplementals $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 c, R/w co PROJECT LOCATION Other TOTAL $ 6,000,000 $ 6,000,000 $ 6,000,000 $ 6,000,000 $ 6,000,000 Ali � - 7.'i t EM n. I f FUNDING SOURCES FY24/25 FY25/26 FY26/27 FY27/28 FY28/29 •N��� ,Tit_ Measure M(213) $ 600,000 $ 600,000 ' $ 600,000 $ 600,000 $ 600,000 "'- �� = , RMRA (1247) $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 ., ■U I II MEM Nouni Mi■` TOTAL $ 6,000,000 $ 6,000,000 $ 6,000,000 $ 6,000,000 $ 6,000,000 ,CAM IN A.�`.'■■�. MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 30,000,000 \ W Ul il / Additional annual cost: $0 • „■.■© Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation NAIIIIIINE included in Public Works Operating Budget. �, �.I CATEGORY: Streets &Transportation a�� I COMMENTS ON GRANTS/OTHER FUNDS: Streets&Transportation Arterial Rehabilitation Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: BPMP (Federal) PROJECT DESCRIPTION: Program will correct minor structural defects, repair deficiencies and extend the service life of the Gilbert Dr. bridge. PROJECT NEED: The Gilbert Dr. bridge is in need of preventive maintenance and is eligible to FUNDING DEPARTMENT: receive federal grant funding. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: 2007 Highway Bridge Preventive Maintenance Plan and Consultant Estimates Joseph Fuentes STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2025/26 Design/Environmental $ 424,300 Construction Complete: FY 2026/27 Construction $ 2,377,300 Project Management Supplementals c) R/W o PROJECT LOCATION Other TOTAL $ 424,300 ' '$ 2,377,300 M1 ',' ., c `�` i ad FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 BPMP(1293) ' $ 424,300 ' $ 2,377,300 t,y. i , n/ ,i;a',., .:; // ,;�// TOTAL $ 424,300 $ 2,377,300 naaa ,, le, /2/,,I., l i - MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 2,801,600 ' `'a, ' i 1.r Additional annual cost: $0 i �' G� /�: ". Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation ;r `,/ //g' N: included in Public Works Operating Budget. Ns ;t ,,/ ,,, (s,5 / CATEGORY: Streets&Transportation �g,°�so� ,",' COMMENTS ON GRANTS/OTHER FUNDS: /�'. , ///• / .a 4 //, Streets&Transportation BPMP-Gilbert Dr. Bridge Return to Table of Contents CITY OF HUNTINGTON BEACH ` ••• PITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Bridge Preventive 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 35 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 Eduardo Cerda STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 Construction Complete: FY 2028/29 Construction $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 Project Management Supplementals $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 coR/W PROJECT LOCATION Other TOTAL $ 655,000 $ 655,000 $ 655,000 $ 655,000 $ 655,000 t, II fit 0 I FUNDING SOURCES FY24/25 FY25/26 FY26/27 FY27/28 FY28/29 �EM 111= Measure M(213) $ 655,000 $ 655,000 $ 655,000 $ 655,000 $ 655,000 EMI III! TOTAL $ 655,000 $ 655,000 $ 655,000 $ 655,000 $ 655,000 villi ARM MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 3,275,000 ���nY111111 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation \ '�• included in Public Works Operating Budget. iU CATEGORY: Streets&Transportation ll! I COMMENTS ON GRANTS/OTHER FUNDS: girt Streets&Transportation Bridge Preventive Maint Prog Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Main Street Specific Plan PROJECT DESCRIPTION: Conceptual design and phasing plan for the entire Downtown Specific Plan and Implementation final design for 2nd block of Main Street. PROJECT NEED: This project will enhance connectivity, revitalize businesses, and provide for FUNDING DEPARTMENT: increased activities for downtown visitors. Public Works DEPT. PROJECT MGR: SOURCE DOCUMENT: N/A Joseph Fuentes STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2024/25 Design/Environmental ' $ 250,000 Construction Complete: FY 2025/26 Construction Project Management Supplementals co R/W r.) PROJECT LOCATION Other s;` -/\n,'aP ,uv„i4ualr TOTAL $ 250,000 / Ln r.` FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 ink Fund(314) $ 250,000 co South TOTAL $ 250,000 Substaion $ \ MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 250,000 ✓ ,-` Additional annual cost: $0 / /;\ j Any unanticipated maintenance cost will be PROJECT TYPE: New& Rehabilitation . included in Public Works Operating Budget. w �� �^� CATEGORY: Streets i\ / • a ` COMMENTS ON GRANTS/OTHER FUNDS: Streets&Transportation Main St Specific Plan Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) PROJECT TITLE: Annual Water Main PROJECT DESCRIPTION: Replace water mains in areas with insufficient water main size, or in areas where Replacement Project pipelines are at the end of their functional lifetime. The specific location of the pipelines will be determined based on pipeline age and break history. PROJECT NEED: The majority of the City's potable water pipelines are asbestos cement pipe which FUNDING DEPARTMENT: is subject to both internal and external corrosion. The replacement of these Public Works pipelines is warranted to provide a reliable potable water infrastructure. DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach 2023 Water Master Plan Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 150,000 Construction Complete: FY 2024/25 Construction $ 1,650,000 Project Management $ 150,000 Supplementals $ 50,000 c, R/W co PROJECT LOCATION Other 1 - TOTAL $ 150,000 $ 1,850,000 1 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 __ �� Water Master Plan(507) �$ 150,000 $ 1,850,000 PI _ Mrrw Ai,: m ____I i\:;,,,-, 1 `l'~ TOTAL $ 150,000 $ 1,850,000 `� '; g .' A.-7 � MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 2,000,000 ¢ I Additional annual cost: $0 / .Ad...A...FL 4 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation . may • ,included in Public Works Operating Budget. \ CATEGORY: Water j . / COMMENTS ON GRANTS/OTHER FUNDS: Water Annual Water Main Replace Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) PROJECT TITLE: Peck Reservoir Roof PROJECT DESCRIPTION: Peck Reservoir Roof Replacement Project will provide an evaluation of the l Replacement corroded structural members of the roof structure, and provide a design to either rehabilitate or replace the roof. The design will be in 2024/25 and the construction in 2025/26. PROJECT NEED: An internal SCUBA inspection of the Peck Reservoir revealed corrosion above FUNDING DEPARTMENT: the high water line on steel columns and struts. This project will do a drained Public Works inspection and design in 2024/25 with construction in 2025/26. DEPT. PROJECT MGR: SOURCE DOCUMENT: SCUBA Reservoir Inspection Report from Municipal Diving Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 500,000 Construction Complete: FY 2025/26 Construction $ 1,500,000 Project Management Supplementals w R/W N PROJECT LOCATION Other ��c , i •7. ''nit k " ,.,- TOTAL $ 500,000 $ 1,500,000 ' " I_ 'S+ $ —1,',y, .,`� "�. k=1 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 �` Water Master Plan (507) $ 500,000 $ 1,500,000 TOTAL $ 500,000 $ 1,500,000 • I r MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 2,000,000 Additional annual cost: $0 4.1 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. 1 r"' CATEGORY: Water �`�,�� i '�� . COMMENTS ON GRANTS/OTHER FUNDS: . "Peck Reservoir _,I. , ;mot Water Peck Reservoir Roof Replace Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Water Treatment for Well PROJECT DESCRIPTION: This project will retrofit Well 3A with a water treatment system to address the high 3A levels of Manganese present in this well. The project will also add de-sanders to the well. PROJECT NEED: Manganese has been detected at Well 3A above the Maximum Contaminant FUNDING DEPARTMENT: Level (MCL). This well has been taken out of service. The water treatment Public Works system will remove the Manganese from the effluent of Well 3A. DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach 2023 Water Master Plan Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25126 FY 26/27 FY 27/28 Design Complete: FY 2024/25 Design/Environmental $ 400,000 $ 200,000 Construction Complete: FY 2024/25 Construction $ 2,000,000 Project Management Supplementals _ R/W ccnn PROJECT LOCATION Other TOTAL $ 400,000 $ 2,200,000 FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Water Master Plan(507) $ 400,000 $ 2,200,000 EMIZEM Warm Iv Dv TOTAL $ 400,000 $ 2,200,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 2,600,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Water- COMMENTS ON GRANTS/OTHER FUNDS: Water Well 3A Water Treatment Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Well 4 Rehabilitation PROJECT DESCRIPTION: The Water Utility is having the Well 4 casing rehabilitated. This project will rehabilitate the above ground facilities including the installation of a new pump, electric motor and variable frequency drive. The well house will be improved to protect electrical equipment from the elements. PROJECT NEED: The completion of this project will restore an additional 1000 gallons per minute FUNDING DEPARTMENT: capacity to the City's well field. Well water is approximately half the cost of Public Works imported water. This project will pay for itself in cost savings in 2.5 years. DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach 2023 Water Master Plan Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2024/25 Design/Environmental $ 400,000 Construction Complete: FY 2024/25 Construction $ 1,350,000 Project Management $ 100,000 Supplementals $ 50,000 co R/W rn PROJECT LOCATION Other TOTAL $ 400,000 $ 1,500,000 FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Water Fund(506) $ 400,000 s Water Master Plan(507) $ 1,500,000 r TOTAL $ 400,000 $ 1,500,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,900,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Water COMMENTS ON GRANTS I OTHER FUNDS: Water Well 4 Rehabilitation Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORM PROJECT TITLE: Well 14 Drilling and Casing PROJECT DESCRIPTION: The Well 14 Drilling Project will provide all underground work for Well 14, Project including the well drilling, zone aquifer testing, and the casing installation. PROJECT NEED: The capacity of the City's Well Field is barely adequate to meet the basin FUNDING DEPARTMENT: pumping percentage(BPP)of 85%. The cost to produce well water is half the Public Works cost of imported water, so it is financially imperative to meet the BPP. DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach 2023 Water Master Plan Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY24/25 Design/Environmental $ 250,000 Construction Complete: FY 26/27 Construction $ 1,500,000 Project Management $ 150,000 Supplementals R/W PROJECT LOCATION Other _ TOTAL $• 250,000 $ 1,650,000 FUNDING SOURCES FY 24/25 1 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Water Master Plan(507) ' $• 250,000 $ 1,650,000 • TOTAL $• 250,000 $ 1,650,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,900,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New ° " F, , included in Public Works Operating Budget. CATEGORY: Water COMMENTS ON GRANTS/OTHER FUNDS: 9 _ o Water Well 14 Drilling and Casing Return to Table of Contents CITY OF HUNTINGTON BEACH Imo CAPITAL IMPROVEMENT PROJECT INFORMATION(New) 1111111111111111111.111111111 PROJECT TITLE: Well 14 Storm Drain Project PROJECT DESCRIPTION: This project will construct a storm drain for the proposed Well 14 located in the City of Westminster. The project will construct 1800 linear feet of 24-inch concrete pipeline. PROJECT NEED: The proposed potable water well needs a storm drain to prevent"pump-to-waste FUNDING DEPARTMENT: well water"from flooding McFadden Avenue. The well "pumps to waste"on an Public Works intermittent basis during the well start up process. DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach 2023 Water Master Plan Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: 2018 Design/Environmental $ 50,000 Construction Complete: FY 2026/27 Construction $ 1,121,000 Project Management $ 100,000 Supplementals $ 50,000 c, R/W co PROJECT LOCATION Other TOTAL $ 50,000 $ 1,271,000 FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 --r Water Master Plan(507) $ 50,000 $ 1,271,000 TOTAL $ 50,000 -$ 1,271,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 1,321,000 ` Additional annual cost: $0 , Any unanticipated maintenance cost will be PROJECT TYPE: Newl included in Public Works Operating Budget. - LI CATEGORY: Water COMMENTS ON GRANTS/OTHER FUNDS: This project is funded by the Water Master Plan O Fund. This project is necessary solely due to proposed Well 14 project. Water Well 14 Storm Drain Proj Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION(New) PROJECT TITLE: Well 14 Well House Project PROJECT DESCRIPTION: The Well 14 Well House Project will provide the well house, the dual drive pump, chlorination and fluoridation equipment, and underground pipe to connect the well to the water distribution system. PROJECT NEED: The capacity of the City's Well Field is barely adequate to meet the basin FUNDING DEPARTMENT: pumping percentage (BPP)of 85%. The cost to produce well water is half the Public Works cost of imported water, so it is financially imperative to meet the BPP. DEPT. PROJECT MGR: SOURCE DOCUMENT: City of Huntington Beach 2023 Water Master Plan Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 500,000 Construction Complete: FY 2025/26 Construction $ 3,500,000 Project Management Supplementals R/W co PROJECT LOCATION Other TOTAL $ 500,000 $ 3,500,000 aQ r FUNDING SOURCES FY 24/25 FY 25/26 FY 26127 FY 27/28 FY 28/29 Water Master Plan(507) $ 500,000 $ 3,500,000 \s' 'estl'n SiN 'cA 9 TOTAL $ 500,000 $ 3,500,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 4,000,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: New o wmcF.„,,d included in Public Works Operating Budget. CATEGORY: Water COMMENTS ON GRANTS/OTHER FUNDS: Water Well 14 Well House Proj Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: WOCWB 0C9 CP Retrofit PROJECT DESCRIPTION: This project will provide internal joint bonding on the 0C9 pipeline. The cathodic protection (CP)infrastructure will also include three impressed current rectifiers and CP test stations. PROJECT NEED: WOCWB 0C9 pipeline was installed in 1956. Studies have shown that the CML FUNDING DEPARTMENT: coating is no longer effective at passivating corrosion on this pipeline. Cathodic Public Works Protection (CP)will provide corrosion protection for this critical pipeline. DEPT. PROJECT MGR: SOURCE DOCUMENT: WOCWB project approval by the WOCWB member agencies Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment Approved Requested SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2024/25 Design/Environmental $ 300,000 Construction Complete: FY 2025/26 Construction $ 3,500,000 Project Management $ 100,000 Supplementals $ 100,000 co R/W o PROJECT LOCATION Other �_.t ..^r_, TOTAL $ 300,000 $ 3,700,000 �� t a�6 FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 ��"' ` �. WOCWB(508) $ 300,000 $ 3,700,000 4.'' 23j3 u sacs - — —.,._...... ��_ 2416 TOTAL $ 300,000 $ 3,700,000 2313 I 7 2'-- ‘1 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 4,000,000 I 11 2613 3 - 2616._„_,., Additional annual cost: SO :p" +1J it. ` L Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation }J"1i" 3816 --'—" included in Public Works Operating Budget. LJ CATEGORY: Water . -. ., i COMMENTS ON GRANTS/OTHER FUNDS: ■ J The City of Huntington Beach pays 56.1%of I. ICWOCWB projects. Funds in this CIP show the WOCWB budget amount. Water WOCWB 0C9 CP Retrofit Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (New) PROJECT TITLE: 0C35 Seal Beach Vault PROJECT DESCRIPTION: Relocate the Seal Beach Vault to the northeast corner of Mahogany and Relocation Springdale, and install a blow off on the north side of the vault. PROJECT NEED: Seal Beach has been experiencing water quality problems on the downstream FUNDING DEPARTMENT: side of the Seal Beach Vault. This project will install facilities that will facilitate Public Works flushing and disinfection North of the Seal Beach Vault. DEPT. PROJECT MGR: SOURCE DOCUMENT: WOCWB project approval by the WOCWB member agencies Lili Hernandez STRATEGIC PLAN GOAL: Infrastructure Investment SCHEDULE: PROJECT COSTS FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Design Complete: FY 2024/25 Design/Environmental $ 50,000 Construction Complete: FY 2024/25 Construction $ 350,000 Project Management Supplementals coR/W co PROJECT LOCATION Other TOTAL $ 50,000 $ 350,000 `i,estminster BIw1 _ Chah ails B FUNDING SOURCES FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 u a,QExperrnici Pedicures W WOCWB (508) $ 50,000 $ 350,000 E Casca 13 Lancashire Ave a T Relocate existing v TOTAL $ 50,000 $ 350,000 Seal Beach'.'ault Villa Toscana,;par, — Ti- a MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 400,000 Additional annual cost: $0 Camphor Ave Camphor Ave Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation CO included in Public Works Operating Budget. a pr.r-tr1 v n 9CATEGORY: Water ko d COMMENTS ON GRANTS/OTHER FUNDS: i The City of Huntington Beach pays 56.1%of ,y Chinook Dr (Chinook Ave WOCWB projects. Funds in this CIP show the WOCWB budget amount. Water 0C35 Sale Beach Vault Return to Table of Contents CITY OF HUNTINGTON BEACH CAPITAL IMPROVEMENT PROJECT INFORMATION (Continuing Project) PROJECT TITLE: Water Production Building PROJECT DESCRIPTION: In FY 22/23,the leaky and failing roof was repaired. FY 23/24 and FY 24/25 will Rehabilitation continue the renovation of the restroom and breakroom facilities. 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: Infrastructure Investment Approved Requested 'SCHEDULE: PROJECT COSTS Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Design Complete: FY 2022/23 Design/Environmental $ 44,000 Construction Complete: FY 2024/25 Construction $ 305,000 $ 385,000 Project Management $ 50,000 $ 50,000 Supplementals R/W rcov PROJECT LOCATION Other TOTAL $ 355,000 $ 479,000 FUNDING SOURCES Prior FY 24/25 FY 25/26 FY 26/27 FY 27/28 Water Fund(506) $ 355,000 $ 479,000 „- Garfield 0,..• TOTAL $ 355,000 $ 479,000 MAINTENANCE COST IMPACT: TOTAL PROJECT COST: $ 834,000 Additional annual cost: $0 Any unanticipated maintenance cost will be PROJECT TYPE: Rehabilitation included in Public Works Operating Budget. CATEGORY: Water 1 COMMENTS ON GRANTS/OTHER FUNDS: Water Water Production Rehabilitation Return to Table of Contents - City of Huntington Beach Proposed Budget — FY 2024/25 • Z 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. The City Council also approved an action on June 28, 2023 to transfer a minimum of 25%of unrestricted one-time General Fund revenues to the City's Section 115 Trust to address rising pension costs. This funding has never been utilized and approximately$21.5 million is deposited in the Section 115 Trust as of June 30, 2024. 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 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 a return of -7.5%, as reported in the City's most recent Annual Comprehensive Financial Report (ACFR), the City's unfunded liabilities total $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. 333 Return to Table of Contents t0°, .. 44 u� ' City of Huntington Beach -, ' Proposed Budget — FY 2024/25 _;_,,r# �' Unfunded Liabilities Overview - 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 2022/23 Annual Comprehensive Financial Report (Notes to Financial Statements, footnotes 6-8, pages 63-88) https://cros3.revize.com/revize/huntingtonbeachca/Documents/Departments/Finance/Budget%20&%20Fi nancial%20Reports/Financial%20Reports/Annual%20Comprehensive%20Financial%20Reports/Annual- Comprehensive-Financial-Report-Year-Ending-2023.pdf and a copy of the City's UAL Policy can be found on the City's website at the following link: https://cros3.revize.com/revize/huntingtonbeachca/Documents/Departments/Finance/Budget%20&%20Fi nancial%20Reports/Financial%20Policies/Resolution-2021-19-Unfunded-Accrued-Pension-Liability- Policv.pdf. 334 Return to Table of Contents City of Huntington Beach 1' Proposed Budget — FY 2024/25 Debt Services The City's Debt Management Policy(located on the City of Huntington Beach website at the following link: https://cros3.revize.com/revize/hu ntingtonbeachca/Documents/Departments/Finance/Bud get%20&%20Fi nancial%20Reborts/Financial%20Policies/Debt-Management-Policy.pdf) provides that the City will not use long-term debt to pay for current operations and will strive to construct capital and infrastructure improvements without incurring debt. Debt financing will be considered for capital and infrastructure improvements when one or more of the following circumstances exist: when the term of the debt does not extend beyond the useful life of the improvements, when projected revenues or specific resources are sufficient to service the long-term debt, and/or when the cost of the debt is less than the impact of the cost caused by delaying the project. Bond Ratings The City's bond ratings are strong. Fitch Rating Agency Debt Instrument S&P Fitch reaffirmed its AAA General Obligation credit rating in Tax Allocation Refunding Bonds AA- N/A February 2024. The current bond specific ratings are Lease Revenue Bonds AA AA+ reflective of the City's strong and diverse tax base, as Pension Obligation Bonds AA+ AA+ well as rating agency 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. 335 Return to Table of Contents ICI" ��o� "" - � City of Huntington Beach 4-1 - - Proposed Budget - FY 2024/25 Debt Services Fiscal Year Ending Long-Term Indebtedness 6/30/2020 6/30/2021 6/30/2022 6/30/2023 6/30/2024 (In Thousands) Governmental Activities: Pension Obligation Bonds $ 341,501 $ 330,642 $ 318,005 $ 305,322 Public Financing Authority 35,665 29,545 27,365 25,160 22,910 Other Long-Term Obligations 10,546 17,524 15,924 23,715 18,686 Total Governmental Activities: $ 46,211 $ 388,570 $ 373,931 $ 366,880 $ 346,918 Business Activities: Pension Obligation Bonds 22.144 21.368 20 480 19.589 Total Business Activities: 22,144 21,368 20,480 19,589 Total Long-Term Indebtedness: $ 46,211 $ 410,714 $ 395,299 $ 387,360 $ 366,507 Per -Capita Debt Ratio: Population 200,748 198,039 197,437 198,373 195,130 Debt Per-Capita: $ 230 $ 2,074 $ 2,002 $ 1,953 $ 1,878 336 Return to Table of Contents City of Huntington Beach ; FY 2020/21 Through FY 2024/25 Debt Service & Interfund Interest Expenditures Fund/Business Object Account& FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Unit Description Actual Actual Actual Adopted Revised Proposed Non-Departmental 10040101 88030-Principal 1,609,093 2,597,577 2,637,191 2,682,126 2,682,126 3,064,616 10040101 88070-Interest 163,957 246,605 248,014 206,847 206,847 394,949 Total Non-Departmental 1,773,051 2,844,182 2,885,204 2,888,973 2,888,973 3,459,565 Capital Projects-Public Works 10040314 88030-Principal 114,268 118,186 122,239 126,431 126,431 64,832 10040314 88070-Interest 17,599 13,681 9,629 5,438 5,438 1,103 Total Capital Projects-Public Works 131,868 131,868 131,868 131,869 131,869 65,935 800 MHz CCS 32140101 88070-Interest 21,586 Total 800 MHz CCS 21,586 Engine&Ambulance Purchase 32140103 88070-Interest 3,013 Total Engine&Ambulance Purchase 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 RDA Project Debt Payments 35080201 88030-Principal 2,929,822 3,202,995 3,373,457 4,137,014 4,137,014 1,809,545 35080201 88070-Interest 1,505,569 1,317,945 1,103,094 355,204 355,204 330,487 Total RDA Project Debt Payments 4,435,391 4,520,940 4,476,551 4,492,218 4,492,218 2,140,032 RDA 1999 Tax Allocation Bond 35080202 88030-Principal 365,000 380,000 405,000 425,000 425,000 360,000 35080202 88070-Interest 80,021 61,083 40,938 28,625 28,625 9,000 Total RDA 1999 Tax Allocation Bond 445,021 441,083 445,938 453,625 453,625 369,000 RDA 2002 Tax Allocation Bond 35080203 88030-Principal 800,000 840,000 875,000 920,000 920,000 780,000 35080203 88070-Interest 174,083 132,250 88,646 62,000 62,000 19,500 Total RDA 2002 Tax Allocation Bond 974,083 972,250 963,646 982,000 982,000 799,500 HBPFA 2020A 40140108 88070-Interest 160,868 223,600 223,600 223,600 223,600 223,600 Total HBPFA 2020A 160,868 223,600 223,600 223,600 223,600 223,600 HBPFA 2020B 40140109 88030-Principal 1,610,000 1,515,000 1,520,000 1,530,000 1,530,000 1,545,000 40140109 88070-Interest 108,427 145,413 138,307 129,355 129,355 117,222 Total HBPFA 2020B 1,718,427 1,660,413 1,658,307 1,659,355 1,659,355 1,662,222 HBPFA Senior Center 40140107 88030-Principal 650,000 665,000 685,000 720,000 720,000 750,000 40140107 88070-Interest 430,744 411,019 383,919 352,394 352,394 319,244 Total HBPFA Senior Center 1,080,744 1,076,019 1,068,919 1,072,394 1,072,394 1,069,244 Debt Svc Grand Coast CFD 2000-1 2013 Refund 40540105 88030-Principal 625,000 645,000 675,000 705,000 705,000 740,000 40540105 88070-Interest 452,313 426,913 399,669 367,700 367,700 333,425 Total Debt Svc Grand Coast CFD 2000-1 1,077,313 1,071,913 1,074,669 1,072,700 1,072,700 1,073,425 Debt Svc Special Tax CFD 1990-1 40640101 88030-Principal 170,000 40640101 88070-Interest 4,590 Total Debt Svc Special Tax CFD 1990-1 174,590 Debt Svc McDonnell CFD 2002-1 40840101 88030-Principal 160,000 180,000 200,000 220,000 220,000 240,000 40840101 88070-Interest 241,818 231,528 219,888 206,918 206,918 192,598 Total Debt Svc McDonnell CFD 2002-1 401,818 411,528 419,888 426,918 426,918 432,598 337 Return to Table of Contents 77+ City of Huntington Beach : . FY 2020/21 Through FY 2024/25 Debt Service & Interfund Interest Expenditures Fund/Business Object Account& FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Unit Description Actual Actual Actual Adopted Revised Proposed Debt Svc Bella Terra CFD 2003-1 2013 Refund 41040105 88030-Principal 855,000 890,000 925,000 965,000 965,000 1,010,000 41040105 88070-Interest 803,506 768,606 731,150 689,782 689,782 642,819 Total Debt Svc Bella Terra CFD 2003-1 1,658,506 1,658,606 1,656,150 1,654,782 1,654,782 1,652,819 Pension Obligation Bond-2021 Various 88030-Principal 11,635,000 13,525,000 13,575,000 13,575,000 13,665,000 Various 88070-Interest 138,467 10,821,410 9,046,219 8,994,835 8,994,835 8,911,078 Total Pension Obligation Bond-2021 138,467 22,456,410 22,571,219 22,569,835 22,569,835 22,576,078 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 415,737 415.737 415,737 420,000 420,000 420,000 50885102 88070-Interest 19,178 6.820 37,500 55,000 55,000 60,000 Total West Orange County Water Board: Pipeline 434,916 422.557 453,237 475,000 475,000 480,000 GRAND TOTAL(S) 15,008,626 37,891,369 38,029,195 38,103,269 38,103,269 36,004,018 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 2023/24 was approximately$51.2 billion,resulting in a debt limit of $6.1 billion. The City currently holds no general bonded debt subject to the debt limit. 338 Return to Table of Contents • .•v City of Huntington Beach t�<„;. ,'�?; e,' Proposed Budget - FY 2024/25 - •....:.<. PI T:--0°. Amortization Schedules & Debt Service _ o�;N1v cP,0ir Type Object Account& FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY29/30 FY30/31 FY31/32 Description Projected Projected Projected Projected Projected Projected Projected HBPFA 2014A 88030-Principal 785,000 810,000 835,000 860,000 885,000 915,000 945,000 88070-Interest 288,719 264,794 240,119 214,694 187,966 159,269 129,044 Total 1,073,719 1,074,794 1,075,119 1,074,694 1,072,966 1,074,269 1,074,044 HBPFA 2020A 88030-Principal 1,295,000 1,725,000 1,815,000 88070-Interest 223,600 223,600 223,600 223,600 223,600 158,850 72,600 Total 223,600 223,600 223,600 223,600 1,518,600 1,883,850 1,887,600 HBPFA 2020B 88030-Principal 1,560,000 1,575,000 1,600,000 1,625,000 360,000 88070-Interest 102,652 83,402 60,816 34,720 6,592 Total 1,662,652 1,658,402 1,660,816 1,659,720 366,592 Pension Obligation Bonds 2021 88030-Principal 13,805,000 13,995,000 14,225,000 14,500,000 14,815,000 15,160,000 15,535,000 88070-Interest 8,764,314 8,578,775 8,343,519 8,071,679 7,755,144 7,410,992 7,039,117 Total 22,569,314 22,573,775 22,568,519 22,571,679 22,570,144 22,570,992 22,574,117 Debt Svc Grand Coast CFD 2000-1 88030-Principal 775,000 810,000 850,000 890,000 940,000 985,000 1,035,000 88070-Interest 297,400 257,775 216,275 172,775 127,025 78,284 26,522 Total 1,072,400 1,067,775 1,066,275 1,062,775 1,067,025 1,063,284 1,061,522 Debt Svc McDonnell CFD 2002-1 88030-Principal 265,000 290,000 320,000 345,000 380,000 410,000 450,000 88070-Interest 176,816 159,473 140,410 119,543 96,705 71,820 44,730 Total 441,816 449,473 460,410 464,543 476,705 481,820 494,730 Debt Svc Huntington CFD 2003-1 88030-Principal 1,055,000 1,115,000 1,175,000 1,235,000 1,295,000 1,360,000 1,435,000 88070-Interest 589,875 532,913 474,269 414,019 349,150 279,456 205,191 Total 1,644,875 1,647,913 1,649,269 1,649,019 1,644,150 1,639,456 1,640,191 I-Bank CLEEN 88030-Principal 326,339 332,891 88070-Interest 11,463 3,850 Total 337,802 336,741 California Energy Commission 88030-Principal 274,332 277,082 279,844 282,665 142,392 88070-Interest 11,881 9,131 6,369 3,548 714 Total 286,213 286,213 286,213 286,213 143,106 2021 Helicopter/Engine/Rescue 88030-Principal 866,230 881,605 897,254 913,180 929,389 945,886 88070-Interest 96,445 81,070 65,421 49,495 33,286 16,789 Total 962,675 962,675 962,675 962,675 962,675 962,675 2021 Equipment Lease Refinance 88030-Principal 155,911 157,858 88070-Interest 3,919 1,972 Total 159,830 159,830 2022 Vehicle Lease Financing 88030-Principal 176,989 180,563 88070-Interest 7,219 3,646 Total 184,208 184,209 339 Return to Table of Contents 0NTING70 ., ��` - `'.ems , City of Huntington Beach o s Q Proposed Budget - FY 2024/25 �r ‘Qe.,�• ._ F�;4 Amortization Schedules & Debt Service _,CoUNTt,, Object Account& FY 25/26 FY 26/27 FY 27/28 FY 28/29 FY29/30 FY30/31 FY31/32 Type Description Projected Projected Projected Projected Projected Projected Projected 2023 Lease Financing 88030-Principal 1,067,136 1,103,536 1,141,178 1,180,103 1,220,356 88070-Interest 194,847 158,447 120,805 81,880 41,627 Total 1,261,983 1,261,983 1,261,983 1,261,983 1,261,983 GRAND TOTAL 31,881,087 31,887,382 31,214,878 31,216,900 31,083,946 29,676,346 28,732,203 340 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 "..A" Acronyms & Glossary of Terms Acronyms HUD— U. S. Department of Housing and Urban Development ACFR—Annual Comprehensive Financial Report JPA—Joint Powers Authority ADA—Americans with Disabilities Act LMIHAF— Low and Moderate Income Housing AHA—Affordable Housing Agreement Asset Fund AQMD—Air Quality Management District MOU—Memorandum of Understanding ARPA—American Rescue Plan Act MPPS—Main Promenade Parking Structure BID—Business Improvement District NPDES—National Pollution Discharge Elimination System CAGBN—California Green Business Network OCTA—Orange County Transportation Authority CaIPERS — California Public Employees' Retirement System OPA—Owners Participation Agreement CASp—Certified Access Specialist OPEB—Other Post Employment Benefits CDBG—Community Development Block Grant PEPRA—Public Employee Pension Reform Act CFD—Community Facilities District POB— Pension Obligation Bond CIP—Capital Improvement Program RDA—Redevelopment Agency CNOA—Central Net Operations Authority RMDZ— Recycle Market Development Zone CPA—Certified Public Accountant RORF — Redevelopment Obligation Retirement Fund CPI—Consumer Price Index SCAQMD—Southern California AQMD CTFP — Combined Transportation Funding Program SLESF — Supplemental Law Enforcement Service Fund CUPA—Certified Unified Program Agency TAB—Tax Allocation Bond ELM— Enterprise Land Management TBRA—Tenant Based Rental Assistance FOG— Fats Oil and Grease TIF—Fair Share Traffic Impact Fee Program FTE—Full-Time Equivalent Position TOT—Transient Occupancy Tax FY—Fiscal Year UUT—Utility Users Tax GAAP — Generally Accepted Accounting Principles VLF—Vehicle License Fee GASB — Governmental Accounting Standards WMP—Water Master Plan Board WOCWB—West Orange County Water Board GFOA — Government Finance Officers Association 341 Return to Table of Contents / City of Huntington Beach : r Proposed Budget — FY 2024/25 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 investing of tax-exempt debt proceeds in higher yielding taxable securities, resulting in a profit. The dollar profit earned from arbitrage must be paid back (or rebated)to the federal government. 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. 342 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 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(CalPERS)—Statewide retirement system that covers most City of Huntington Beach employees. Capital Assets—Assets of long-term character that are intended to continue to be held or used for a period of more than one year, such as land, buildings, machinery, furniture, and other equipment. Capital Improvement Program (CIF')—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. 343 Return to Table of Contents City of Huntington Beach Proposed Budget — FY 2024/25 '� Acronyms & Glossary of Terms ,T 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. 344 Return to Table of Contents City of Huntington Beach ' Proposed Budget — FY 2024/25 Acronyms & Glossary of Terms 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. 345 Return to Table of Contents City of Huntington Beach • Proposed Budget — FY 2024/25 -. _ 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. 346 Return to Table of Contents City of Huntington Beach Aperw-` ' : Proposed Budget — FY 2024/25 Acronyms & Glossary of Terms .fir:;• ,,0 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. 347 Return to Table of Contents ,' ` City of Huntington Beach Proposed Budget — FY 2024/25 • 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 15t 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 former Redevelopment Area (RDA). Tax Rate—The amount of assessment stated in terms of a unit of the tax base. 348 Resolution No. 2024-29 Exhibit Al ATTACHMENT 2 EXHIBIT A-1 City of Huntington Beach FY 2024/2025 Proposed Budget Appropriation Revisions General Fund Amount Department FY 2024/2025 Proposed Budget presented on May 21, 2024 299,633,031 Citywide Salary and benefit restructuring for key positions within the City Attorney's Office 362,250 City Attorney Total FY 2024/2025 General Fund Revised Proposed Budget 299,995,281 All Funds FY 2024/2025 Proposed Budget presented on May 21, 2024 526,858,450 Citywide General Fund Revision (see above) 362,250 City Attorney Total FY 2024/2025 All Funds Revised Proposed Budget 527,220,700 Resolution No. 2024-29 Exhibit B ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2024/25 Budget Fund Title Revenue & Transfers In - 100 General Fund 301,695,245 101 Specific Events 944,825 201 Air Quality Fund 250,000 206 Traffic Impact 100,000 207 Gas Tax Fund 3,708,083 210 Sewer 167,310 211 Drainage 200,000 213 Measure M Fund 5,117,910 216 Property and Evidence 30,000 217 Affordable Housing In-Lieu 100,000 219 Traffic Congestion Relief 42 1,762,366 226 Quimby Fund 400,000 228 Park Dev Impact Res 425,000 229 Library Development Impact 75,000 233 Housing Residual Receipts 30,000 234 Disability Access Fund 74,000 235 Park Dev Impact Non Res 50,000 236 Public Art in Parks 8,500 239 CDBG 1,121,195 240 HOME 538,328 243 Surf City"3" Cable Channel 480,000 308 In-Lieu Parking Downtown 56,970 314 Infrastructure Fund 14,500,000 322 ELM Automation Fund 450,000 323 Technology Fund 324 Equipment Fund 8,105,358 350 RORF 8,405,859 352 LMIHAF 1,919,142 401 Debt Svc HBPFA 2,967,748 405 Debt Svc Grand Coast CFD 2000-1 1,092,308 408 Debt Svc McDonnell CFD 2002-1 448,648 410 Debt Svc Bella Terra 2,955,654 412 Pension Liability 24,076,078 501 Certified Unified Program Agency 262,500 504 Refuse Collection Service 16,256,708 506 Water 47,615,920 507 Water Master Plan 4,030,752 508 WOCWB 1,665,300 511 Sewer Service Fund 11,637,108 551 Self Insurance Workers' Comp 12,931,172 552 Self Insurance General Liability 17,552,066 703 Retirement Supplement 1,434,000 704 Fire JPA Fund 405,866 709 BID Hotel/Motel 6,712,000 710 BID Downtown 125,000 711 Parking Structure-Bella Terra 1,286,733 ATTACHMENT 2 EXHIBIT B City of Huntington Beach Estimated Revenue and Transfers In Fiscal Year 2024/25 Budget Fund Title Revenue & Transfers In 712 Parking Structure-Strand 1,630,000 716 Section 115 Trust 3,169,981 807 Energy Efficiency 19,200 960 Used Oil Grant 26,614 963 Sr Mobility Program 344,829 979 AB109 Public Safety Realignment 100,000 984 SLESF Grant 475,000 1228 CalRecycle City/County CRV 49,223 1246 CENIC E-Rate 60,000 1247 Arterial Rehabilitation 5,079,187 1276 SB1383 Local Assistance OWR1 514,832 1285 National Opioids Settlement 192,306 1293 BPMP Federal 424,300 Total Revenue 516,256,124 Resolution No. 2024-29 Exhibit C ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2024/25 Budget Appropriations & Department/Fund Title Transfers Out General Fund (Company 100) City Council 494,879 City Attorney 4,252,769 City Clerk 1,438,904 City Treasurer 1,892,847 City Manager 3,585,283 Community Development 10,252,741 Community& Library Services 16,239,674 Finance 5,609,226 Fire 62,525,176 Human Resources 2,864,232 Information Services 8,450,864 Police 91,846,590 Public Works 24,434,788 Non-Departmental 66,107,308 Sub-Total General Fund 299,995,281 Other Funds (Company Number and Title) 101 Specific Events 944,825 122 Inmate Welfare Fund 40,000 201 Air Quality Fund 250,000 206 Traffic Impact 155,000 207 Gas Tax Fund 3,176,178 212 Narcotics Forfeiture Federal 50,000 213 Measure M Fund 5,528,028 216 Property and Evidence 50,000 219 Traffic Congestion Relief 42 1,140,000 226 Quimby Fund 2,865,000 228 Park Dev Impact Residential 1,018,525 229 Library Development Impact 400,000 233 Housing Residual Receipts 30,000 234 Disability Access Fund 74,000 239 CDBG 1,215,785 240 HOME 1,105,689 243 Surf City"3" Cable Channel 150,000 308 In-Lieu Parking Downtown 314 Infrastructure Fund 14,498,991 322 ELM Automation Fund 845,193 324 Equipment Fund 8,105,358 350 RORF 12,168,440 352 LMIHAF 450,000 5 of 23 ATTACHMENT 2 EXHIBIT C City of Huntington Beach Proposed Appropriations & Transfers Out Fiscal Year 2024/25 Budget Appropriations & Department/Fund Title Transfers Out Other Funds (Company Number and Title - Continued) 401 Debt Svc HBPFA 2,967,748 405 Debt Svc Grand Coast CFD 2000-1 1,092,308 408 Debt Svc McDonnell CFD 2002-1 448,648 410 Debt Svc Bella Terra 2,955,654 412 Pension Liability 22,576,078 501 CUPA 260,908 504 Refuse Collection Service 16,092,790 506 Water 51,491,178 507 Water Master Plan 5,276,111 508 WOCWB 4,365,300 511 Sewer Service Fund 12,684,452 551 Self Insurance Workers' Comp 11,868,717 552 Self Insurance General Liab 14,558,195 702 Retiree Insurance Fund 1,285,901 703 Retirement Supplement 6,368,047 704 Fire JPA Fund 496,049 709 BID Hotel/Motel 6,712,000 710 BID Downtown 125,000 711 Parking Structure-Bella Terra 1,286,733 712 Parking Structure-Strand 1,719,400 716 Section 115 Trust 85,000 807 Energy Efficiency 19,200 960 Used Oil Grant 26,614 963 Sr Mobility Program 344,829 979 AB109 Public Safety Realignment 96,000 984 SLESF Grant 12/13 420,000 1228 CalRecycle City/County CRV 49,015 1246 CENIC E-Rate 60,000 1247 Arterial Rehab 5,400,000 1276 SB1383 Local Assistance OWR1 514,832 1285 National Opioids Settlement 893,400 1293 BPMP Federal 424,300 Sub-Total Other Funds 227,225,419 Total City Appropriations 527,220,700 6 of 23 Resolution No. 2024-29 Exhibit D ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel ALL FUNDS FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 15.00 15.00 15.00 0.00 City Clerk 4.00 5.00 6.00 6.00 6.00 0.00 City Treasurer 1.50 9.50 9.50 9.50 9.50 0.00 City Manager 8.00 14.00 16.00 16.00 16.00 0.00 Community Development 57.50 57.50 60.50 60.50 61.50 1.00 Community&Library Services 62.25 62.25 62.25 62.25 62.25 0.00 Finance 32.50 28.50 28.50 28.50 28.50 0.00 Fire 201.00 201.00 201.00 201.00 202.00 1.00 Human Resources 13.00 13.00 14.00 15.00 15.00 0.00 Information Services 25.00 25.00 25.00 26.00 26.00 0.00 Police 357.00 353.00 353.00 350.00 351.00 1.00 Public Works 207.00 211.00 211.00 211.00 212.00 1.00 Total 980.75 991.75 1,002.75 1,001.75 1,005.75 4.00 GENERAL FUND FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 15.00 15.00 15.00 0.00 City Clerk 4.00 5.00 6.00 6.00 6.00 0.00 City Treasurer 1.50 8.75 8.75 8.75 8.75 0.00 City Manager 8.00 14.00 15.90 15.90 14.39 (1.51) Community Development 53.02 52.85 56.52 56.52 56.90 0.38 Community&Library Services 58.41 58.50 59.00 59.00 59.15 0.15 Finance 31.10 26.85 26.85 26.85 26.69 (0.16) Fire 197.30 197.30 197.30 197.30 196.80 (0.50) Human Resources 10.70 10.70 11.70 12.20 12.20 0.00 Information Services 24.47 24.47 24.47 25.47 25.47 0.00 Police 355.00 351.00 351.00 348.00 349.00 1.00 Public Works 55.90 56.40 58.70 58.70 60.10 1.40 Total 811.40 817.82 832.19 830.69 831.45 0.76 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 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 Tern pore* 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 Chief Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 Chief Litigation Counsel 1.00 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 1.00 Deputy Community Prosecutor 1.00 1.00 2.00 2.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 1.00 Senior Deputy City Attorney 3.00 3.00 5.00 5.00 5.00 Senior Deputy Community Prosecutor 1.00 Senior Legal Assistant 2.00 2.00 3.00 3.00 3.00 Total -City Attorney 11.00 11.00 15.00 15.00 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 1.00 1.00 Records Specialist 1.00 1.00 1.00 1.00 Senior Deputy City Clerk 2.00 2.00 2.00 2.00 2.00 Total -City Clerk 4.00 5.00 6.00 6.00 6.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed CITY TREASURER Accounting Technician ** 3.00 3.00 2.50 2.50 Accounting Technician Supervisor** 1.00 1.00 1.00 1.00 City Treasurer 1.00 1.00 1.00 1.00 1.00 Deputy City Treasurer 1.00 1.00 1.00 1.00 Senior Accountant** 1.00 1.00 1.00 1.00 Senior Accounting Technician ** 1.00 1.00 1.00 1.00 Senior Administrative Assistant 0.50 0.50 0.50 1.00 1.00 Treasury Manager** 1.00 1.00 1.00 1.00 Total -City Treasurer 1.50 9.50 9.50 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 1.00 Deputy City Manager 1.00 1.00 1.00 1.00 Director of Homelessness & Behavioral Health Services *** 1.00 Executive Assistant to the City Manager 1.00 1.00 1.00 1.00 Graphic Designer 1.00 1.00 1.00 Homeless Services Manager 1.00 1.00 1.00 Management Aide 1.00 1.00 1.00 1.00 1.00 Multimedia Coordinator 1.00 1.00 1.00 Principal Management Analyst 1.00 1.00 1.00 Public Affairs Manager 1.00 1.00 1.00 1.00 1.00 Public Affairs Officer 1.00 1.00 1.00 1.00 1.00 Social Services Supervisor*** 1.00 1.00 1.00 1.00 Social Worker*** 2.00 2.00 3.00 3.00 Volunteer Services Coordinator*** 1.00 1.00 Total -City Manager 8.00 14.00 16.00 16.00 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 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 4.00 4.00 4.00 4.00 4.00 Building Inspection Manager 1.00 1.00 1.00 1.00 1.00 Building Inspection Supervisor 1.00 2 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 3.00 3.00 3.00 Office Assistant II 1.00 1.00 1.00 1.00 1.00 Permit& Plan Check Supervisor 1.00 1.00 1.00 1.00 1.00 Permit Technician 1.00 1.00 1.00 1.00 1.00 Plan Check Engineer 1.00 1.00 2.00 2.00 2.00 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 31.00 31.00 34.00 34.00 35.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 1.50 1.50 1.50 1.50 1.50 Subtotal Community Enhancement 17.50 17.50 17.50 17.50 17.50 Total -Community Development 57.50 57.50 60.50 60.50 61.50 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed COMMUNITY&LIBRARY SERVICES Deputy Director of Community&Library Services 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 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 Subtotal Administration 5.00 5.00 5.00 4.00 4.00 Community& Library Services Coordinator 2.00 2.00 2.00 2.00 2.00 Community& Library Services Supervisor 1.00 1.00 1.00 Deputy Director of Community&Library Services 1.00 1.00 Senior Community& Library Svcs Supervisor 1.00 1.00 Subtotal Events &Rentals 3.00 3.00 3.00 4.00 4.00 Administrative Assistant 1.00 1.00 Community&Library Services Manager 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 3.00 3.00 3.00 3.00 3.00 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&Development 8.00 8.00 8.00 9.00 9.00 Administrative Assistant 1.00 1.00 1.00 Community& Library Services Coordinator 5.00 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 5.00 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 Supervisor 1.00 1.00 1.00 1.00 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 16.00 16.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed COMMUNITY& LIBRARY SERVICES (continued) 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 1.00 1.00 Facilities Security Coordinator 1.00 1.00 1.00 1.00 1.00 Librarian I 6.00 6.00 6.00 5.00 5.00 Librarian II 1.00 1.00 Library Services Assistant 6.50 6.50 6.50 6.50 6.50 Library Specialist 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 Supervisor 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 1.75 1.75 1.75 1.75 Subtotal Library& Cultural Services 29.25 29.25 29.25 29.25 29.25 Total -Community& Library Services 62.25 62.25 62.25 62.25 62.25 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed FINANCE Accounting Technician 1.00 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 1.00 Principal Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant 0.50 0.50 0.50 0.50 0.50 Subtotal Finance Administration 4.50 5.50 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 1.00 Principal Finance Analyst 1.00 1.00 1.00 2.00 2.00 Senior Buyer 1.00 1.00 1.00 1.00 1.00 Senior Finance Analyst 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 2.00 2.00 2.00 2.00 2.00 Finance Manager 1.00 1.00 1.00 1.00 1.00 Payroll Specialist 2.00 2.00 2.00 2.00 Principal Finance Analyst 1.00 1.00 1.00 1.00 1.00 Senior Accountant 2.00 2.00 2.00 2.00 2.00 Senior Accounting Technician 1.00 1.00 1.00 1.00 Senior Payroll Specialist 2.00 1.00 1.00 1.00 1.00 Subtotal Accounting Services 11.00 13.00 13.00 13.00 13.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed FINANCE (continued) Accounting Technician ** 5.00 2.00 2.00 2.00 2.00 Accounting Technician Supervisor** 1.00 Business License Supervisor 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 Senior Accountant** 1.00 Senior Accounting Technician ** 2.00 1.00 1.00 1.00 1.00 Subtotal Revenue Services 12.00 5.00 5.00 5.00 5.00 Total - Finance 32.50 28.50 28.50 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 Fire Chief 1.00 1.00 1.00 1.00 1.00 S Management Aide 1.00 1.00 1.00 4.00 5.00 3 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 7.00 8.00 Management Analyst 1.00 1.00 1.00 2.00 2.00 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 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 17.00 17.00 17.00 16.00 16.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed FIRE (continued) Administrative Fire Captain ^ 1.00 1.00 1.00 1.00 1.00 S Ambulance Operator 30.00 30.00 30.00 30.00 30.00 Emergency 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 51.00 51.00 51.00 51.00 52.00 Total -Fire 201.00 201.00 201.00 201.00 202.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed HUMAN RESOURCES Director of Administrative Services 1.00 Director of Human Resources 1.00 1.00 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 Human Resources Analyst 1.00 1.00 2.00 2.00 2.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 Principal Human Resources Analyst 2.00 3.00 3.00 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 1.00 1.00 1.00 1.00 1.00 Senior Human Resources Technician 3.00 2.00 2.00 2.00 2.00 Total - Human Resources 13.00 13.00 14.00 15.00 15.00 INFORMATION SERVICES Chief Information Officer 1.00 1.00 1.00 1.00 Deputy Director of Administrative Services 1.00 1.00 Information Tech Manager 2.00 1.00 2.00 2.00 2.00 Information Tech Project Coordinator 1.00 1.00 1.00 1.00 1.00 Information Tech Supervisor 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst**** 3.00 3.00 3.00 5.00 5.00 Information Technology Technician 2.00 2.00 2.00 2.00 2.00 Lead IT Technician 2.00 2.00 2.00 2.00 2.00 Management Aide 1.00 1.00 Network Systems Administrator 1.00 1.00 1.00 1.00 1.00 Principal Information Technology Analyst 3.00 4.00 4.00 3.00 3.00 Senior Administrative Assistant 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 Senior Information Technology Analyst 4.00 4.00 4.00 4.00 4.00 Senior IT Technician **** 2.00 2.00 2.00 2.00 2.00 Total -Information Services 25.00 25.00 25.00 26.00 26.00 **** 1 FTE transferred from the Police Department to the Information Services Department beginning FY 2023/24 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed POLICE Office Assistant II 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 2.00 2.00 Community Relations Specialist*** 2.00 1.00 1.00 1.00 1.00 Detention Administrator 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 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 30.00 29.00 29.00 30.00 30.00 Community Services Officer 1.00 1.00 1.00 Civilian Investigator 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 39.00 39.00 S Police Sergeant 6.00 6.00 6.00 5.00 5.00 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 63.00 60.00 60.00 61.00 61.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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^ 111.00 111.00 111.00 110.00 110.00 S Police Sergeant 14.00 14.00 14.00 13.00 13.00 S Subtotal Patrol 130.00 130.00 130.00 128.00 128.00 Civilian Investigator 5.00 5.00 Community Services Officer 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 1.00 Crime Scene Investigator 5.00 4.00 4.00 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 38.00 38.00 s Police Sergeant 5.00 5.00 5.00 7.00 7.00 S Police Services Specialist 2.00 2.00 2.00 2.00 2.00 Subtotal Investigations 64.00 64.00 64.00 64.00 64.00 Accounting Technician 2.00 2.00 2.00 1.00 1.00 Civilian Police Services Commander 1.00 1.00 1.00 1.00 1.00 Police Communications Operator^ 18.00 18.00 18.00 18.00 18.00 Police Communications Supervisor 6.00 6.00 6.00 6.00 6.00 Community Services Officer 2.00 2.00 2.00 3.00 3.00 Human Resources Technician 1.00 1.00 1.00 1.00 1.00 Information Technology Analyst**** 1.00 1.00 1.00 Management Analyst 1.00 1.00 Police Services Manager 3.00 3.00 3.00 2.00 2.00 Police Records Specialist 4.00 4.00 4.00 4.00 4.00 Police Records Supervisor 4.00 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 Management Analyst 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 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 Real Time Crime Center Supervisor 1.00 4 Senior Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Senior IT Technician *'' 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 Senior Police Records Specialist 10.00 10.00 10.00 10.00 10.00 Subtotal Support Services 67.00 67.00 67.00 65.00 66.00 Subtotal Sworn 233.00 233.00 233.00 233.00 233.00 s Subtotal Non-Sworn 124.00 120.00 120.00 117.00 118.00 Total -Police 357.00 353.00 353.00 350.00 351.00 "** Position transferred from the Police Department to the City Manager's Office beginning FY 2022/23 *' Position transferred from the Police Department to the Information Services Department beginning FY 2023/24 PUBLIC WORKS Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 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 1.00 5 Deputy Public Works Director/City Engineer 1.00 5 Director of Public Works 1.00 1.00 1.00 1.00 1.00 Field Service Representative 1.00 1.00 1.00 Management Aide 1.00 2.00 2.00 3.00 3.00 Management Analyst 2.00 2.00 2.00 3.00 3.00 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 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 21.00 21.00 21.00 22.00 22.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 5.00 6.00 6.00 6.00 6.00 Fleet Maint Crewleader 2.00 2.00 2.00 2.00 3.00 6 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 4.00 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 8.00 7.00 7.00 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 7.00 ' Senior Public Works Maint Worker 7.00 7.00 7.00 7.00 7.00 Subtotal Maintenance & Operations 62.00 62.00 62.00 62.00 64.00 Accounting Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 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 2.00 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 11.00 11.00 11.00 11.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 SCADA Technician 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer 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 4.00 4.00 4.00 4.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 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 10.00 10.00 10.00 10.00 Utility Field Representative 2.00 Utility Locator 1.00 2.00 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 4.00 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 89.00 91.00 91.00 91.00 91.00 Assistant Engineer 1.00 1.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 Senior Public Works Maint Worker 2.00 3.00 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 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 11.00 11.00 11.00 11.00 ATTACHMENT 2 EXHIBIT D City of Huntington Beach FY 2024/25 Authorized Full-Time Equivalent Personnel All Funds FY 2021/22 FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25 Actual Actual Adopted Revised Proposed PUBLIC WORKS (continued) 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 Capital Projects Administrator 6.00 7.00 7.00 6.00 5.00 8 Capital Projects Supervisor 1.00 8 City Engineer 1.00 1.00 1.00 1.00 5 Construction Inspector II 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 Principal Civil Engineer 2.00 2.00 2.00 2.00 2.00 Senior Civil Engineer 4.00 4.00 4.00 4.00 4.00 Senior Construction Inspector 3.00 4.00 4.00 4.00 4.00 Senior Engineering Technician 1.00 1.00 1.00 Senior Permit Technician 1.00 1.00 Subtotal Engineering 25.00 26.00 26.00 25.00 24.00 Total -Public Works 207.00 211.00 211.00 211.00 212.00 GRAND TOTAL 980.75 991.75 1,002.75 1,001.75 1,005.75 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)Police Communications Operator Position upgrade to lead the City's prosecutorial efforts for complex misdemeanor cases 2 Position to provide staff supervision and training and meet demand for complex residential and commercial projects 3 Limited-term position(dependent on continued opioid settlement funds)to serve as a community engagement coordinator °New position to provide oversight of the Police Department Real Time Crime Center(RTCC) 5 Position restructuring to oversee the Engineering and Transportation Divisions and provide assistance to the Public Works Director 6 Position added to coordinate fuel sites and fuel system compliance oversight Additional position to meet demand for heavy equipment and safety fleet vehicle maintenance and repairs 6 Upgrade of 1 Capital Projects Administrator to Capital Projects Supervisor to oversee construction project management and contract administration Res. No. 2024-29 STATE OF CALIFORNIA COUNTY OF ORANGE ) ss: CITY OF HUNTINGTON BEACH ) I, ROBIN ESTANISLAU, the duly elected, qualified City Clerk of the City of Huntington Beach, and ex-officio Clerk of the City Council of said City, do hereby certify that the whole number of members of the City Council of the City of Huntington Beach is seven; that the foregoing resolution was passed and adopted by the affirmative vote of at least a majority of all the members of said City Council at a Regular meeting thereof held on June 4, 2024 by the following vote: AYES: Moser, Bolton, Burns, Van Der Mark, Strickland, McKeon, Kalmick NOES: None ABSENT: None RECUSE: None City Clerk and ex-officio Clerk of the City Council of the City of Huntington Beach, California