City of Torrance, California

ProposedProposed RevisionsRevisions SecondSecond Year Year

City Hall

James R. R. Armstrong Theatre

Katy Geissert Civic Center Library

TABLE OF CONTENTS

Budget Message...... i-viii Recommended Program Modifications 1 Budget Overview Elected and Appointed Officials Organization Chart...... 13 City Departmental Organization Chart...... 14 City Departmental Functions - General Fund 15 City Departmental Functions - Other Funds 17 Operating Budget Summary 18 Revenue Summary - All Funds...... 22 Expenditure Summary - All Funds...... 23 Expenditure Budget by Category...... 24 General Fund and Self Insurance Fund Reserves...... 30 Reserve Description and Funding Policy...... 31 Long Term Debt Schedule 34 5 Year Budget Projections . General Fund...... 38 Airport 40 Air Quality Management District...... 42 Animal Control...... 44 Cable & Community Relations and Public Access...... 46 Cable Public Educational Government Access (PEG) 48 Funds Cultural Arts Center...... 50 Emergency Medical Services...... 52 Fleet Services...... 54 Parks & Recreation...... 56 Sanitation 58 Self-Insurance... 60 Sewer...... 62 Transit...... 64 Vanpool/Rideshare...... 66 Water 68 Operating Transfers In and Out 70 Personnel Summary...... 73 Personnel Vacancies...... 74 Revenue Overview Revenue Projection Detail - General Fund...... 78 General Fund Total Revenue Graph (1976 - 2014) 82 Top General Fund Revenue Graphs (1976 - 2014) 83 Secured Property Tax Allocation 85 Sales Tax Allocation...... 86 Revenue Projection Detail - Enterprise Funds...... 88 Revenue Projection Detail - Internal Service Funds 90 Revenue Projection Detail - External Funds 91 TABLE OF CONTENTS (continued)

Departments City Attorney...... 93 City Clerk...... 99 City Council...... 105 City Manager...... 109 City Treasurer...... 117 Civil Service...... 123 Communications & Info Technology 129 Community Development...... 135 Community Services...... 147 Finance 159 Fire 165 General Services...... 173 Human Resources...... 187 Police 193 Public Works...... 201 Transit...... 217 Non-Departmental...... 223 Financial Statements Airport...... 229 Cultural Arts Center 232 Fleet Services...... 235 General Fund...... 238 Parks & Recreation...... 242 Sanitation...... 245 Self-Insurance 248 Sewer 251 Transit...... 254 Water...... 257 Credit Ratings Moody's Investors Service Credit Rating Reports...... 261-278 Standard & Poor's Global Ratings Reports...... 279-288

Council Meeting of May 8,2018

Honorable Mayor and Members of the City Council City Hall Torrance, California

Members of the Council:

The City Manager respectfully transmits his 2018-19 fiscal year proposed budget amendments for the 2nd year of the 2017-19 Two-Year Operating Budget. The 2018-19 fiscal year Operating Budget was originally adopted in May 2017 as part of the 2017-2019 Two-Year Operating Budget.

The budget continues to emphasis a safe and secure community, services and programs for youth and seniors. Some additional priorities of the City Council has been economic development, roadway improvements and reducing the City's carbon footprint. While economic uncertainties are a major concern, Torrance continues on a path of sound fiscal management.

As mentioned in prior budget messages, the demographics and attributes of the City and the South Bay makes Torrance an ideal destination for prime businesses and coveted retailers. Retailers and restaurants continue to open their doors in the Del Amo Fashion Center, along "the Boulevard", and other areas of Torrance. The Del Amo Fashion Center renovation continues as construction of Dave & Busters and the relocation of Marshall's are nearing completion and slated to this summer. The Del Amo Crossings (Financial Center), which is across from the Del Amo Fashion Center, is undergoing major improvements and renovations which include a "24 Hour Fitness", restaurants, high-end senior living complex and parking structure.

Hawthorne Boulevard, or "the Boulevard", is home to many existing, new and renovated auto dealerships such as Audi, BMW, Cadillac, Chevrolet, Chrysler/Jeep, Ferrari Honda, Hyundai, Mazda, and Nissan. Renovations and site improvements are also occurring at many of our Pacific Coast Highway and Crenshaw Boulevard dealerships - Lexus, Acura, Infiniti, Land Rover/Jaguar, Mercedes Benz, Toyota, Volvo and Ford. Health care also continues to grow as both our hospitals continue to expand their footprint and those businesses and centers supporting health care. Torrance is also well on its way to becoming a mecca of micro-breweries.

Roadway improvements continue throughout the City. During the current fiscal year, roadway pavement improvements were completed on Anza Avenue from 1901h Street to Del Amo Boulevard, and on Crenshaw Boulevard from Sepulveda Boulevard to Skypark Drive and from Pacific Coast Highway to Rolling Hills Road. The residential slurry seal and arterial sealing programs continue. These programs resurfaced over 16 miles of residential streets and 4.4 miles of arterial and collector streets. In the last five and a half years, 28% of the City's street pavement has been improved. This aggressive pavement program will continue in FY 2018-2019 with further improvements through the residential slurry seal and arterial sealing programs and projects planned on arterials including Anza Avenue from Del Amo Boulevard to Sepulveda Boulevard and Crenshaw Boulevard from Redondo Beach Boulevard to 182nd Street.

The City also continued efforts to improve sidewalks, curbs and gutters city-wide. Through the use of Community Development Block Grant (CDBG) funds, curbs, gutters and sidewalks in the area north of Del Amo Boulevard and west of Hawthorne Boulevard were improved. Sidewalk i work will continue in FY2018-2019 in neighborhoods south of Torrance Boulevard. A special grant-funded project will bring long-awaited sidewalk improvements to the downtown area bounded by Torrance Boulevard, Cabrillo Avenue, Plaza Del Amo and Cota Avenue. The construction of the Torrance Park and Ride Regional Terminal continues.

General Fund Revenues

General Fund revenues continue to grow steadily. Revenues are projected to slightly increase by approximately 2.6% over the 2017-18 fiscal year. With a few exceptions such as sales tax and utility user tax, General Fund revenues for the City are reflecting a modest but steady growth as we enter into fiscal year 2018-19. Revenues for the upcoming fiscal year 2018-19 are projected to be at $203.5 million, a growth of approximately $5.2 million over fiscal year 2017-18.

The five largest revenue sources of the General Fund (Sales Tax, Property Tax, Utility Users' Tax, Occupancy Tax and Business License Tax) represent about 82% of General Fund budgeted revenues: Sales Tax ($57.7M), Property Tax ($51.4M) and Utility Users' Tax ($34.2M), Occupancy Tax ($12.8M) and the City's Business License Tax ($1O.4M).

Sales tax represents 28% of General Fund revenues. Torrance is the 4th largest sales tax producer in the County with approximately $5 billion in retail sales. Sales continue to be strong with continued building activity throughout the City and is projected to increase by 5.6% in the upcoming fiscal year. The retail industry continues to transition to the "Millennials" from "Boomers" and "Generation X", with the future driven by the "IGen" or "GenZ" population. The Del Amo Fashion Center continues to evolve as 30 stores are currently under construction. One of the stores under construction is a 42,000 square foot Dave & Buster's, a high-tech arcade with restaurant and bar, which is expected to succeed given the trend in consumer spend on "experiences" versus commodities. While the City has experienced elevated sales growth rates in the past few years, growth rate is expected to return to normal levels in the forward years, partly due to stabilization of the Del Amo Fashion Center, shift of sales from retail brick and mortar stores to on-tine sales and a steady decline in luxury auto dealership revenues.

Top 10 Sales Tax Producers by Economic Segment Projected Y.E. Actuals Y.E. 1-Year 06/30/18 06/30/17 Variance % Auto Sales - New $ 9,639,403 $ 9,702,994 $ (63,591) -0.7% Department Stores 6,122,972 5,775,354 347,618 6.0% Restaurants 6,206,457 5,797,159 409,298 7.1% Miscellaneous Retail 3,876,757 3,871,992 $4,765 0.1% Apparel Stores 3,476,993 3,373,001 103,992 3.1% Leasing 3,037,179 2,871,361 165,818 5.8% Furniture/Appliance 2,458,132 2,438,445 19,687 0.8% Service Stations 2,126,550 2,222,476 (95,926) -4.3% Building Materials 2,116,898 2,040,296 76,602 3.8% Food Markets 1,818,874 1,784,109 34,766 1.9% Sub Total $40,880,215 $39,877,187 $1,003,029 2.5% Total Sales Tax $51,682,000 $50,132,686 $1,549,314 3.1% Top 10 as a % of Total 79.1% 79.5%

ii Property Tax - Torrance continues to have a strong property tax base of $29.4 billion consisting of about Year Assessed Valuation % Change 41,000 parcels, of which 35,800 are single family 2014 $26,103,635,864 4.08% residential. Property base in Torrance continues to be strong and Torrance ranks 7th highest in Los 2015 $27,026,132,965 3.53% Angeles County and has grown steadily over the 2016 $27,593,192,502 2.09% years. Assessed valuation has increased between 3.5 to 6.6% over the last four (4) years, or 2017 $29,403,919,276 6.56% approximately 4.0% annually. The increase in the 2017 assessed valuation compared to 2016 is partly due to the completion of major improvements to the refinery, the Del Amo Fashion Center, and Torrance Memorial.

Utility Users' Tax - UUT represents the 3rd largest revenue source of the General Fund at just over $34.2 million, of Projected which the majority is generated from users of electricity and Utility Users' Tax: 2018-19 natural gas. This revenue source is challenged not only by Electricity $ 15,348,829 the move to solar and more energy efficient appliances and Co-gen 1,280,000 lighting but also the maturation of the telecom and cellular Gas: industry. Refineries 3,344,357 Other 2,551,000 Occupancy Tax - The City's twenty-three (23) hotels Water 2,670,000 generate about $12.8 million (2018-19 est.) annually or about Cable 1,640,000 6% of General Fund revenues. This revenue has grown over Cellular 3,530,000 the past several years as reflected in the chart. Telecom 3,880,000

Occupancy % #of #of Total $ 34,244,186 Year Tax Change Hotels Rooms 2014 9,291,676 7.6% 23 2,750 2015 10,529,084 13.3% 23 2,750 2016 11,918,604 13.2% 23 2,750 2017 12,014,738 0.80% 23 2,750 2018 12,388,839 3.1% 23 2,750 * 2019 12,822,449 3.5% 23 2,750 * * Projected

Business License Tax accounts for about $10.0 million annually or about 5% of the General Fund revenues. The Business License tax is primarily based on the number of employees levied on the City's 13,900 businesses, of which about 3,950 are located outside the City. User and Regulatory Fee Study

Prior to the budget workshop, the City will be conducting a public hearing to consider adoption of a proposed resolution revising the user and regulatory fees and rates for various City services. User fees are intended to cover all, or a portion of, the costs incurred by the City for providing the services that are not otherwise provided to those not paying the fee. In accordance with California law, specifically California Government Code Section 66014 and Article 13C of the California Constitution, the proposed fees as a result of the study are no more than necessary to cover the reasonable costs of the City's activities and services. Several fees are currently set below full cost recovery, with the remainder of costs subsidized by the General Fund. If proposed fees are approved and adopted, the potential decrease to General Fund subsidies is anticipated to be

iii approximately $570,000. Many of the proposed fees adopted under Resolution 2009-66 will remain unchanged and will continue to follow the annual CPI index pattern. The addition of new fees, of which only one (1) a Long Range Community Planning fee that has an estimable impact of $210,000, will be used to re-capture a portion of the costs (in-house staff and third party consultants) of preparing and maintaining the City's General Plan and Housing Element updates, which are updated every 15-25 years. The cost recovered is recommended to be transferred to increase the subsidy for the Cultural Arts Center and Parks and Recreation Enterprise Funds ($100,000 each) and to the Self Insurance Fund ($160,000).

Self-Insurance Fund

The Reserve for Self-Insurance has been declining over the past several years. The plan before you increases the General Fund's contribution by an additional $100K annually for the 2018-19 fiscal year and through the five-year forecast.

Enterprise Funds

In the aggregate, all of the major enterprise funds - Water, Sewer, Sanitation, Airport and Transit - are operating within their budgetary parameters.

The following chart shows two of the five-year projection for these funds. The entire five-year projection can be viewed under the "Budget Overview" tab.

2 YEAR REVENUES AND EXPENSES

WATER FUND SEWER FUND SANITATION FUND 2017·18 2018-19 2017-18 2018-19 2017-18 2018-19 Revenues $39,153,700 $43,853,400 $6,426,896 $5,742,559 $13,789,707 $13,971,603

Expenditures 38,805,370 41,552,377 5,726,395 5,742,559 13,789,707 13.971,603 RevenueslessExpenditures $ 348,330 $ 2,301,023 $ 705,501

2 YEAR PROJECTION OF REVENUES AND EXPENSES

AIRPORT FUND TRANSIT FUND 2017-18 2018-19 2017-18 2018-19 Revenues $13,766,310 $13,807,590 $33,460,703 $33,449,691 Expenditures 13,766,310 13,807,590 33.460,703 33.449,691 RevenueslessEx enditures

Use of One-Time Reserves

The City's current funding policy for the Economic Anomaly Reserve is up to 10% of the combined General Fund, Parks & Recreation Fund, Cultural Arts Center Fund, Animal Control Fund and the Emergency Medical Service Fund net adopted appropriation level, or about $20.9 million. This fund has a current balance of $14.5 million (see Reserve Description and Funding Policy under the Budget Overview tab). These reserves provide some flexibility to smooth out economic swings, buffer the loss of State and Federal revenues, and support City operations during emergencies such as natural disasters.

iv Pension Costs

Pension costs continue to increase as the California Public Employees' Retirement System (CaIPERS) continues to change their actuarial assumptions. The most recent changes is targeting return on investments to be 6% over the 20+ years and amortizes gains/losses over 20 years rather than 30 years. The reduced amortization policy will be effective for the June 30, 2019 valuation. As you may recall, last year CalPERS decreased the assumption on rate of return on investments by 0.5% from 7.5% to 7.0% over a three year period. And that assumption change was in addition to changes that included decreasing the return on investments by 0.25% from 7.75% to 7.5%; limiting the amortization to no greater than 30 years (fixed); and increasing the mortality age. The goal of these changes is to stabilize rates, reduce investments' risks and earnings volatility; however, these changes result in increasing pension costs for the City. Currently, CalPERS pension costs, as a percentage of the General Fund budget, is 20% and projected to peak at 22.7% of budget in the 2023-24 fiscal year. The City is primarily a service organization and approximately 70% of the budget is labor.

In order to mitigate current and future pension costs, the City has implemented "Tiered" pension benefits for new employees that transfers more of the cost of the pension to the employee and reduces pension benefits. The City is currently saving over $2.7 million annually and those savings will increase with each passing year. In 2015-16 the City made additional contributions to CalPERS in of $3.2 million and continues to make an additional $210,000 payment annually to CaIPERS. In addition the City has set aside another $3.4 million offsetting pension obligations bringing the total to $6.6 million.

Pension Tiers Miscellaneous

.v>.. •.••••"•••.. Description PERS Benefit Rate

Tier I Classic 2%@55

Tier II 7% Contribution (beginning 812010) 2%@55

Tier III PEPRA 50% Normal Cost (beg. 1/1/2013) 2%@62 Safety (Police and Fire)

I-,_Tier__, -+_D_e_$C_r_iP_ti_o_n f-P_~efit Rate

Tier I 3%@50

Tier II 9% Contribution (beginning 1/2012) 3%@50

Tier III PEPRA 50% Normal Cost, 90% Industrial 2.7%@57 Disability Retirement (beg. 1/1/2013)

Tier IV PEPRA 50% Normal Cost, 50% Industrial 2.7%@57 Disability Retirement (beg. 1/1/2014)

The City continues to fully fund "Other Post Employment Benefits" (OPEB) including the actuarial change to not have current employees subsidizing retirees. OPEB is mainly for health benefits for retirees of roughly $115 a month for Miscellaneous employees and up to an additional $130 to $225 a month for Fire and Police employees.

v City Manager Proposed Program Modifications (see program modification tab):

City Attorney • Criminal Prosecution - Add 1.0 Deputy City Attorney I

City Manager • Recurrent subsidy requests

Communications and Information Technology • Interoperability Network of the South Bay (INSB) Annual Membership Assessment

Community Services • Swim Classes • Farmers'Market

Summary

The budget before you demonstrates the continuing effort to use the economic resources of the City to address the principle needs of the community. It preserves necessary reserves, operates within the boundaries of current revenue sources and continues to use one-time funding for one- time budget modification requests, capital outlays and capital projects.

Council should be commended for its fiscally conservative approach. This stable methodology is evidenced by the City's long-term issuer rating of "AA+" from Standard & Poor's (S&P) and "Aa2" from Moody's, both in the "High" to "Prime" quality investment grade.

Long Term Bond Ratings City of Torrance

Standard & Poor's Moody's Quality

Scale Issuer Lease Scale Issuer Lease

AAA Aaa Prime/Highest Grade Credit

AA+ Aa1

AA AA Aa2 Aa2 Very High Grade Credit

AA- Aa3 Aa3

A+ A1

A A2 High Grade Credit

A- A3

BBB+ Baa1

BBB Baa2 Good Grade Credit

BBB- Baa3

BB+ Ba1 Non-Investment Grade/ Thru Thru Speculative Grade Credit D C

vi The City of Torrance continues to have an "Issuer" credit rating of one notch below AM by S&P and two notches below Aaa by Moody's. Lease ratings are typically "one" to "two" notches below the "issuer" rating because the security pledge upon which it is based - the use/occupancy of the leased asset - is of a weaker (Le. less secure) nature. The "credit" rating is one of the principal tools used by investors to assess credit worthiness or risk of default. "AM" and "AA" are considered high credit quality and have a very high capacity to repay loans and debt, with AM rated companies having the highest capacity to repay. The next category down includes "single rated "A" and also has a strong capacity to repay. These companies are currently stable and are easily able to repay their debt but could face challenges if economic conditions deteriorate. The City of Torrance is in the AA credit tier. There are only two AM rated companies in the U.S. - Microsoft and Johnson & Johnson. Other notable credit ratings of prominent corporations would be Apple Aa1; Intel AA-; Toyota A+; BMW A- and IBM A+. Given the current long term and short term credit ratings from both Standard & Poor's and Moody's, the City is able to meet all of its short and long term obligations.

The operating budget, as submitted, is balanced for the 2018-19 fiscal year and forecasts a balanced budget throughout the five-year forecast. The forecast includes minimal wage adjustments. As displayed below, the five-year projection reflects revenue growth between 2.6% to 3.4%.

5 YEAR PROJECTION OF REVENUES AND EXPENSES GENERAL FUND 2018·19 2019-20 2020.21 2021·22 2022-23 228,624,000 Revenues 203,676,000 210,543,000 216,723,000 222,845,000 228,624,000 Expenditures 203,676,000 210,543,000 216,723,000 222,845,000

Revenues less Expenditures

Wage and benefit packages have been completed for both Police and Fire, while continued discussions with the remaining bargaining groups are on-going and progressing.

The proposal before you is a financial reflection of City policies and goals, is consistent with the City's Strategic Plan and addresses long-term strategies. The budget modifications included in this proposal are recommended for approval by the City Manager. The proposed amended budget document is now before you and, with the concurrence of the Council, may be revised, and when/if revised and/or amended, will become the City's operating budget for the 2018-19 fiscal year. Please note that any additional funding requirements would require offsets to other areas of the budget and would require staff to return with funding options.

C;;;:UIIY submitted, LeRoy ,~J-.-. CitYMa~son

vii (THIS PAGE LEFT INTENTIONALLY BLANK)

viii

FORM H-l CITY OF TORRANCE PROPOSED PROGRAM REVISION

Department: City Attorney Fiscal Year 2018-19

Program Name/Number Proposed Change Amount Criminal Prosecutionl430 103 Add 1.0 FTE Deputy City Attorney I position $134,500 Less: NPDES professional services budget <25,000> Less: Hearing Officer budget <4,800> Net Cost 104,700

Has this program change been submitted before? No X Yes Year(s) Degree of impact in meeting City and Department Goals, Objectives and priorities: High X Medium Low

Impact Statement [Must include the following information: 1) space allocation for additional personnel, 2) time frame for hiring additional personnel (coordinate with Civil Service,) 3) effect on other departments (such as increased custodial services or increased vehicle maintenance (coordinate with impacted department)]

Due to safety concerns for the community as outlined below, the City Attorney's office is requesting funding to hire an additional prosecutor to ensure that it can continue to serve the public fairly and justly as outlined in our department's mission statement. Due to the changing environment in the criminal justice system in Los Angeles County, each criminal case requires more staffing than it did in previous years. At least three judges in the Torrance Courthouse, including the supervising judge, have specifically requested that the City Attorney hire an additional prosecutor due to staffing issues at the courthouse. Please see the attached email from Presiding Judge Eric Taylor of the Southwest Judicial District of the Los Angeles Superior Court.

Recently, the Los Angeles Superior Court has changed the way in which misdemeanor cases are handled in our courthouse. The cases are handled in one courtroom through arraignment and are then transferred to a calendar courtroom for the remainder of the proceedings. Currently, our criminal division is staffed with two prosecutors handling cases in two separate courtrooms. Since many courtrooms in the Torrance Courthouse are consistently engaged in trials, trials are often ordered to courtrooms away from the Torrance Courthouse. Thus, if one prosecutor is ordered to another courthouse for trial, this leaves one prosecutor to handle two separate courtrooms. This creates difficulties for the judges, as we are not able to have a prosecutor present in the courtroom when a case is called. This situation provides a significant impediment to both prosecutors being engaged in trial at the same time. Additionally, felony courtrooms routinely need our prosecutors present for felony defendants that have either open misdemeanor cases or probation violation cases. Similarly, sick leaves or vacations leave just one prosecutor to contend with all the courtroom appearances as well as the trial calendar.

Additionally, the rise of mental health-related cases will have a significant and immediate impact on our office. All criminal cases involving defendants with mental health issues have historically been handled by Deputy District Attorneys assigned to Department 95 (Mental Health Court), currently located in the Metro Courthouse in downtown Los Angeles. However, because the Mental Health Court misdemeanor case load has almost doubled since 2013, the Los Angeles County District Attorney's office is no longer going to appear at these hearings on behalf of the various City Attorneys' Offices. They have requested that all cities start appearing on their own misdemeanors immediately. Some cities have already started this process, but due to our current difficulties covering the Torrance Courthouse, we have not yet complied. This new requirement will require 1 our prosecutors to appear in the Downtown Los Angeles Mental Health Court (which is moving to the old Hollywood Courthouse as soon as renovations are complete) on a routine basis when a Torrance case is to be heard regarding: status of defendants' treatment; release of the mental health defendants within the community that has jurisdiction of the case during the pendency of the matter; and whether bail will be required before release. Last year our office had 60 new cases heard in the Mental Health Court and that number is expected to increase each year. These hearings will have one of our prosecutors out of the office for approximately 4 to 5 hours. This creates a void for the office since it leaves one prosecutor to handle the in-custody filings, cover the arraignment calendar, the calendar in another courtroom, and potentially leaves them unable to proceed to trial.

Our Prosecution Division has office space available for an additional position. Although the Deputy City Attorney I position is a Civil Service position, the Civil Service process will not be required for hiring. The City Attorney may recommend that the City Council appoint Deputy City Attorneys pursuant to Torrance City Charter Section 10W( f). The additional personnel should not have any impact on other city department personnel.

It is worth noting that other Southern California cities have proportionally more criminal prosecution staff as compared to their respective population.

City Population Number of Cases City Prosecution staff

Torrance 147,000 2,000 2 Prosecutors Pasadena 142,000 5,000 6 Prosecutors Inglewood 110,000 1,300 2 Prosecutors Burbank 104,000 Unavailable 3 Prosecutors Santa Monica 92,000 7,000 6 Prosecutors Redondo Beach! Hermosa Beach 88,000 2,100 3 Prosecutors Hawthorne 88,000 Unavailable 3 Prosecutors

Other Alternatives Considered

Continuing trial cannot be considered due to defendants' constitutional right to a speedy trial within a specified time period. Deputizing a contract attorney is not a viable option due to the limited number of qualified part- time, experienced prosecutor candidates. Although our civil attorneys are fully cross trained in prosecution, we are rarely able to provide coverage in criminal prosecution due to the current workload in the Civil Litigation and General Support divisions.

Impact o(Non-approval

Los Angeles County's requirement of a prosecutor to appear in the Mental Health Court will significantly impact our ability to cover the Torrance Courthouse, not to mention trials away from the Torrance Courthouse. When we do not have prosecutors available to staff the courtrooms and we cannot give them a reasonable expected time of arrival, judges can and have considered our presence "waived" and make orders without our input, which depending on the number and severity of charges, has and will continue to result in more lenient plea agreements. Additionally, judges may fail to issue complete stay away protective orders in domestic violence cases without a prosecutor present to give their input. This could further result in criminal defendants being released during the pendency of their case, placed in our community while their case is adjudicated in the mental health court, or outright dismissal of the cases.

Finally, challenging criminal cases that we would have traditionally taken to trial, including but not limited to domestic violence cases, have had to be plea bargained down or outright dismissed because prosecutors were 2 already engaged in trial and the defendants all have a constitutional right to a speedy trial within a specified time frame. Lack of a prosecutor does not constitute good cause to continue a trial for the court's purposes.

Funding The City Attorney's Office has $25,000 that has been set aside for NPDES consulting services, but it has not been used. We would propose using this $25,000 towards the position. Additionally, the City Attorney's Office used to pay $4,800 per year for a Parking Citation Appeal Hearing Officer for handling appeals in person and by mail. The Finance Department has contracted with Data Ticket, Inc. for handling parking citations and the appeals. We would propose using the $4,800 previously spent on the Hearing Officer towards this position.

$104,700 Priority No. ~1~_

3 FORM H-l CITY OF TORRANCE PROPOSED PROGRAM REVISION

Department: City Manager Fiscal Year 2018-19

Program NamelNumber Proposed Change Amount

Community Events Support Pre-approve the following annual contributions: Starting Amount: 1001-40-4001-400102-4711 $10,000

American Cancer Society - (1) Subsidy of equipment Annual Contribution fees for the rental of a portable stage for the Relay for Not-to-Exceed Life Event and (2) Subsidy of rental fees for the use of (NTE) Wilson Park for the Bark for Life Event. -$1,600

Torrance Artists Guild - Subsidy of rental fees for the use of the Ken Miller Recreation Center for monthly Annual Contribution meetings. NTE -$900

Remaining Amount Available: $7,500

Has this program change been submitted before? No Yes Year(s) Degree of impact in meeting City and Department Goals, Objectives and priorities: High Medium Low

Impact Statement (Must include the following information: 1) space allocation for additional personnel, 2) time frame for hiring additional personnel (coordinate with Civil Service, 3) effect on other departments (such as increased custodial services or increased vehicle maintenance; coordinate with impacted department)

On January 23, 2018, Your Honorable Body asked staff to consider funding recurrent subsidy requests on an annual basis as part of the Annual Budget process. This proposed program modification would allow Council to pre-approve annual contributions made by the City to the American Cancer Society and the Torrance Artists Guild. Staff recommends that these subsidies are to be reviewed and re-considered by Council every five years, unless Council directs otherwise.

4 The following chart shows the American Cancer Society and the Torrance Artists Guild, two organizations who have the most recurrent subsidy requests throughout the last five fiscal years:

Community Organization and Event Subsidies American Cancer Society Torrance Artists Guild FY Total Expenditure (TAG) Amounts FY 2013-2014 $859.05 $859.05 FY 2014-2015 $761.35 $846.00 $1,607.35 FY 2015-2016 $770.25 $705.00 $1,475.25 FY 2016-2017 $1,514.95 $705.00 $2,219.95 FY2017-2018 $1,538.05 $846.00 $2,384.05 Totals: $5,443.65 $3,102.00 $8,545.65

Please note that of the $10,000 budget, these contributions only account for a not-to-exceed amount of $2,500, or 25% of the budget. This allows for a minimum of$7,500 to be donated annually toward other community events and/or non-profit organizations not listed above.

This program modification would not require additional personnel, nor would it effect any departments within the City.

Other Alternatives Considered

Due to subsidy request items for various recurring community organizations, events, and meetings, Your Honorable Body may wish to explore and request staff to bring back an item to Council to consider funding recurring subsidy requests on an annual basis as part of the Annual Budget process.

Ilnpaclo(lVon-approval

Subsidy request items for various recurring community organizations, events, and meetings will continue to be presented to Council on an annual basis.

Not-to-Exceed $ 2,500 Priority No. __

5 FORM H-l CITY OF TORRANCE PROPOSED PROGRAM REVISION

Department: Communications & Information Technology Fiscal Year 2018-19

Program NamelNumber Proposed Change Amount Interoperability Network of Establish budget to pay INSB annual membership $52,071 the South Bay (INSB) assessments.

Has this program change been submitted before? No X Yes Year(s) Degree of impact in meeting City and Department Goals, Objectives and priorities: High X Medium Low

Impact Statement No space or personnel impact.

City departments that use two-way radio services, in particular police and fire, will benefit from the improved regional radio infrastructure provided by INSB. Assessments are set and imposed by the INSB Governance Board upon its Joint Powers Authority (JPA) members. Member assessments are necessary to fund the operation and maintenance of the shared INSB infrastructure.

The City Council approved joining the INSB JPA and signed the JPA agreement on April 26, 2016. The City was assessed by INSB and paid $66,439.40 for the partial FY 2017/18 operating period. The INSB Finance Committee approved the two-year FY 2018/19 budget package on February 26, 2018. The INSB Board is set to approve the budget package at the April 17, 2018 governance meeting.

Other Alternatives Considered None

Impacto(lVon-approval The JPA agreement describes member obligations to make financial contributions and potential consequences if a member fails its obligations. Failure to pay the INSB assessment is grounds for withdrawal from the JPA.

$ 52,071 Priority No. _1_

6 FORM H-l CITY OF TORRANCE PROPOSED PROGRAM REVISION

Department: _~C~o~m~m~u~n~i~tvL...::::S~e:-rv~i~c~es~/~R~e~c~r~ea::.:t~io:;:.;n~D~i~v~is~io::::.;n:.:....-_ Fiscal Year 2018-19

Program NamelNumber Proposed Change Amount Senior and Adult Aqua Zumba, Daytime children swim Aquatics - Various c1asseslrentals classes, private lessons, Jr. Lifeguard training, and pool rentals Revenue account: 6902-93-9305-930536-1680 or 1682 Expenditures: Expense account: Direct Cost 6902-93-9305-930536-3062 Addition of 0.2 Assistant Pool Manager (416) $7,340 Addition of 0.3 Aquatics Instructor (624) $9,960 Addition of 0.3 Lifeguard (624) $9,480 Addition of 0.2 Locker Room Attendant (416) $4,440 Addition of 0.1 * Instructor I (208)* $4,890* $36,110

Revenue Offset: Program Revenue Senior/Adult Aqua Zumba $4,480 Daytime Children swim classes $5,600 Private Swim lessons $5,500 Jr. Lifeguard Training $2,600 Pool Rentals $20,280 $38,460

Revenues less Expenditures $2,350

(*We only need 60 Instructor I hours, but position quotients require a minimum of 208 hours)

Has this program change been submitted before? No x Yes Year(s) Degree of impact in meeting City and Department Goals, Objectives and priorities: High X Medium Low

Impact Statement

Statement of Need: The Torrance Unified School District has vacated the City of Torrance Plunge pool and moved to their new facility. This has created time and space that can now be made available to the Torrance Community Services Department to offer additional programs and to the community for pool rentals.

Department staff has evaluated the aquatics industry and determined swim classes during the day for students who do not attend public schools is an expressed need in our community. Staff also determine that senior citizen and adult classes (including Aqua Zumba) are in high demand. During the afterschool hours from Sept to June, parents and adults have asked for private swim lessons. Staff have also received numerous inquiries for Jr. Lifeguard classes. Lastly, Torrance has a non-profit swim team that currently rents The Plunge but has

7 expressed the desire for additional hours in the pool for many years but the City was unable to grant this request as the availability of the pool was limited in large part due to the TUSD's use.

All proposed new or expanded classes, and rentals, reflected in the funds being requested are to expand pool usc during times when the pool will be available and are not displacing any existing programs.

Revenue projections reflected herein are conservative and are based on class minimum enrollments and projected expanded rental opportunities. Staff anticipate class enrollments will likely exceed minimum . enrollments and result in higher revenue than identified herein. Conversely, if individual class minimums are not reached, these individual class offerings will be cancelled, resulting in less expenditures and less revenue.

There will be no anticipated effects on other City Departments.

This program will require the following:

I) Use of the Victor E. Benstead Plunge. 2) Additional funds as identified for staff, which will result in additional hours offered to existing staff.

Other Alternatives Considered

The pool's usage could be left:as is and left vacant during those hours now vacated by the TUSD.

Impact of Non-approval

The City's Aquatics program will not be able to provide new and expanded program or increased pool rental opportunities to the community, which the City is now able to provide as a result of the TUSD's vacated use of The Plunge.

$----- Priority No. __

8 FORM H-l CITY OF TORRANCE PROPOSED PROGRAM REVISION

Department: Community Services Fiscal Year 2018-19

Program Name/Number Proposed Change Amount Farmers' Market 6903-93-9307 -930713 Expenditures: Direct Cost

STAFFING Convert 0.6 Comm. Svcs. Ldr. IV to 1.0 Program Coordinator $60,040 Convert 1.2 Comm. Svcs. Ldr. I to 1.2 Comm. Svcs. Ldr. II (3 CSLII's) $ 6,000 Convert .4 Comm. Svs. Ldr. I to .4 Comm. Svcs. Ldr. III $ 5,480 Subtotal $71,520

NEW ON-GOING ANNUAL EXPENSES Armored Transport $3,500 Security Camera Maintenance Contract $2,504 Annual Audits $3,520 Computer Maintenance $ 305 Subtotal $9,829

TOTAL: $81,349

Revenues: Increase revenue expectation for 1502 $81,349 Farmers' Market Other Rev

Net difference between Expenses and Revenue o

Has this program change been submitted before? No x Yes Year(s) Degree of impact in meeting City and Department Goals, Objectives and priorities: High x Medium Low

Impact Statement (Must include the following information: 1) space allocation for additional personnel, 2) time frame for hiring additional personnel (coordinate with Civil Service, 3) effect on other departments (such as increased custodial services or increased vehicle maintenance; coordinate with impacted department)

The Torrance Certified Farmers' Market (TCFM) is a very popular program which functions as a large community gathering place for a wide range of people from throughout the community and greater region. The Farmers' Market has enjoyed an increase in customer attendance and revenue since 2014. From 2014 to 2017, revenue to the City went from $528,267 to $634,111 (20% increase) and customer attendance went from 26,413 to 31,705 (20% increase) and continues to grow annually. In this fiscal year alone, revenue has already increased by $32,668 from last February. 9 This past year, TCFM was awarded a three year grant from the USDA to implement an EBT program. The bulk of the funds will be used to hire a part time employee to establish protocols, train staff and vendors, publicize the program and perform outreach, and actually implement it. The new computer mentioned above is being purchased for this new employee, as now only the Farmers' Market Manager and the market assistants each have access to one.

Additionally TCFM was audited by the Finance Department who recommended many prudent suggestions having to do with safety and money handling, such as installing security cameras and contracting with armed security to pick up and deposit cash.

Within the last several years, two other substantial changes have also been made to TCFM: both temporary and permanent bollards were installed to delineate the market footprint, and the Expressive Conduct Users' Zone was created. Both these additions require additional staff time.

Given these improvements, staff is recommending the following changes to the existing staffing allocation to better handle operations, create a succession plan, and establish different levels of responsibility for market set up.

1. Increase 0.6 FTE Community Services Leader IV (Assistant Farmers' Market Manager) to 1.0 FTE Program Coordinator. Since the current Farmers' Market Manager was hired in 2013, the need for more consistent and professional help has become increasingly clear. Many changes have taken place in these 5 years, including: increased sales and customers, the implementation of the Expressive Conduct Users' Zone, the implementation of an EBT program, and installation of many safety measures such as retractable bollards and security cameras.

When researching other City-operated Farmers' Market Manager positions, those Cities with multiple markets on different days, have a full-time assistant in addition to a full time farmers' market manager. The Farmers' Market Manager in Torrance has two of the biggest markets in LA County on different days, and the responsibility of managing two Community Gardens in Torrance, overseeing 256 garden plots. The Farmers' Market Manager has only part-time assistant managers and CSL 1's, largely on market days.

Currently two different part-time people hold the 0.6 position. In this scenario, the Assistant Market Managers have more limited responsibilities than could be assigned if there was one full time person. The Assistant Farmers' Market Managers work on the actual Tuesday or Saturday of the market, and not much during the week. This scenario allows for less investment into the market by the assistant manager, and a lack of follow-through. Thus, the Farmers' Market Manager's time is spent taking care of important tasks that could easily be delegated, such as communications with the public, vendors who want to get in to the market, Expressive Conduct Users Zone applications, etc. If the manager had more consistent help, the manager's time could be spent growing the market, expanding farmers' market programs, and more big picture items that would increase sales and Torrance Certified Farmers' Market longevity.

The Farmers' Market Manager's administrative time has increased due to the combination of a busier market, and the creation of the very popular Expressive Conduct Users Zone. Because of this, the assistant managers time is needed more in the office helping with administrative duties, rather than outside at the market, assisting the Farmers' Market Manager. Therefore, much of the market oversight, events, issues, and programs fall solely onto the Farmers' Market Manager.

10 The development of one full-time assistant manager would allow opportunity for community- related Farmers' Market programs. For example, the Farmers' Market manager would like to create regularly scheduled food contest events at the market, engaging Torrance residents. If there was increased hours for an assistant Farmers' Market Manager, the food contest preparation and event work would be divided among two people, with follow-through from start to finish, rather than just the Farmers' Market Manager. It is nearly impossible, with the current staffing, to start or expand any community engagement programs.

The EST program will also create more administrative work for a Farmers' Market. We envision more accounting and data-reporting for the Administrative team. The EST coordinator is a limited position, whose main task is to help launch EST at the Farmers' Market and to train staff and farmers. Thus, when the position is over, after three years, there will be additional EST- related work that will need to fold into an Assistant Manager's duties.

A full time Assistant Market Manager would also allow for someone to be in the office on the Market Manager's OFF days. Therefore, someone would always be in the office to answer questions or handle emergency situations. There would also be back up in case the Manager gets ill, or goes on vacation.

The current two part-time assistant managers will be invited to apply for a full-time assistant farmers' market manager position if approved.

Furthermore, the creation of a full-time assistant would lead the way into secession planning. A well-trained and experienced Assistant Farmers' Market Manager could easily compete for the Manager's position, when the time comes.

2. Convert 1.2 Community Services Leader I to 1.2 Community Services Leader II (3 CSLlI's) CSLlI Essential Duties and Abilities: Currently there are 1.7 FTE hired as Community Service Leader I's; 4 people currently hold these positions; we are proposing to reduce that to 3 people. Staff is recommending that 1.2 FTE CSLI be reclassified to 1.2 FTE CSLlI because the work requires some experience and close interaction both with vendors and volunteers. Examples of essential duties more in line with CSL II are as follows: • Assists in the development and implementation of CS programs, plans, promotes and conducts activities, provides direction to subordinate staff and/or volunteers. FM staff assist in all aspects of running the FM, including general programming, special events, enforcement of CDFA regulations, paperwork compliance, sampling regulations, health department rules for food vendors, hand-washing sink compliance, etc. FM staff also directs the volunteers in market set-up, market on-going operations, market tear down, and cash sales for FM bags, T-Shirts, etc. • Monitors facility and equipment; reports safety issues to a supervisor; reviews equipment and supplies inventory and recommends items to be purchased, repaired and/or replaced. FM Staff operate and connect the FM trailer with two sinks and the Farmers' Market truck. Staff also inventory supplies. FM Staff have also been trained on bollard maintenance and replacement, thus, saving money for the City by not having to contract out an outside bollard maintenance company. FM Staff are the only City staff that have been trained and know how to operate and maintain the bollards. • Runs financial reports and balances daily activities Due to the grant, FM Staff will need to monitor the information booth and perform EST purchases. Staff has hired a temporary employee, but the temporary employee's job task will be to train staff and farmers on EST purchases.

11 Currently staff are also responsible for daily updating the paperwork checklist to include farmers' certificates, avocado exemption permits, FM rules acknowledgement, Organic certificates, CDFA Organic Registration, Food Processing Kitchen Permits, Health Department Event permits, and Liability Insurance. This reporting is complicated because 99% of these permits expire at any day throughout the year, not just all on one month. • Follow health Department regulations for distributing and maintaining food - FM Staff helps monitor and enforce the up to 50 farmers and 59 food vendors for Environmental Health Department regulation compliance such as hand-washing stations, samples covered, grease floor catcher, food stall walls, etc.

3. Convert 0.4 Community Services Leader I to 0.4 Community Services Leader III. Currently the majority of staff working at the Farmers' Market are all CSL I. Staff recommends creating a new CSLlII position held by one person whose duties will be to supervise, organize and delegate to the rest of the set up and tear down crew.

The following items were recommended by the Finance Department as part of their audit:

1. Contract with an armored transport company to deposit cash directly at the bank after each market, both for safety and to comply with City of Torrance cash handling procedures. This new procedure is already in process.

2. Annual audits for monitoring cash reporting of farmers and vendors. The Farmers' Market started conducting quarterly audits on its farmers and vendors in February, 2017. Previously, the market had not conducted an audit since 2011. Since re-implementing the audits, the TCFM has cited four vendors for under-reporting their gross sales with a $300 fine. Because the vendors know that the TCFM now conducts sporadic audits, staff feels that the gross sales reports have risen in amount and accuracy. In the most recent audit, there were no findings of under-reporting.

ItnpactoflVon-approval

Staffing Reallocation and Improvements These staffing improvements at the Farmers' Market will positively impact market operations by creating a hierarchy within the staff group who set up and take down each market. The full-time Farmers' Market Assistant Manager will be responsible for oversight of administrative tasks and cash handling, as well as scheduling staff, allowing time for the Farmers' Market Manager to focus on growing the market, developing relationships with local restaurants and businesses, connecting with the public through food programs and demonstrations, and participating in the regional and state-wide Farmers' Market community. Establishing a full time Assistant Farmers' Market Manager also establishes a secession plan for future Farmers' Market leadership.

If not approved, the Torrance Farmers' Market will not be able to realize its potential as a state-wide leader in the Farmers' Market community and staff will be unable to take the market to the next level. Additionally the future of the Torrance Farmers' Market will be more precarious if there is no strong leadership development through staffing.

Security Enhancements If not approved, the market will remain vulnerable to thefts and dishonest farmers and vendors.

Other Alternatives Considered None.

$._~O Priority No. ..-'1::0-_ 12

I ELECTED AND APPOINTED OFFICIALS I

Electorate City of Torrance

I I

City Clerk City Council City Treasurer

I I

City Manager City Attorney

.....•. co I I I I I I

Airport Commission Traffic Commission Social Services Commission Civil Service Commission Planning Commission Youth Council

I I I I I I Environmental Quality & Parks & Recreation Commission on Aging Library Commission Energy Conservation Cultural Arts Commission Water Commission Commission Commission

Historic Preservation Commission I CITY DEPARTMENTS I

City Manager

I I

General Services Community Development

.....•. .j::>.. I I I I

Communications & Information Community Services Finance Fire Technology

I I Police Public Works Transit I CITY DEPARTMENTAL FUNCTIONS GENERAL FUND

PUBLIC SAFETY Fire PUBLIC WORKS Operations Division Administration Administrative Division Streetscape Community Risk Reduction Operations and Maintenance Engineering Police Inspection Administrative Bureau Project Design and Administration Support Services Bureau City Yard Patrol Bureau Special Operations Bureau GENERAL GOVERNMENT

COMMUNITY SERVICES City Attorney Administration General Support Library Programs Civil Litigation Youth Services Criminal Prosecution Outreach Services Administrative Staff Cultural Services Direction and Control Reference Services Library Collections City Clerk Borrower Services Administration Technical Support Records Park Services Council & Commission Support

COMMUMTYDEVELOPMENT City Manager Administration Operations Development Review Employee Relations Building and Safety Economic Development Geographic Information Systems/Automation Community Relations Subdivisions/Plan Check Council Support/Citizen Interface Inspection Administrative Support Mapping Office Management Comprehensive Planning Redevelopment and Housing Transportation Planning Building Regulations Environmental

15 CITY DEPARTMENTAL FUNCTIONS GENERAL FUND CONTINUED

GENERAL GOVERNMENT CONTINUED City Treasurer General Services Treasury Cash Management Facility Services Bond Maintenance Building Maintenance Deferred Compensation Administration Heating/Air Conditioning/Electrical Director & Control Custodial Office Services Civil Service Central Services Commission and Council Support Graffiti Program Employee Relations Committee Volunteer Program Human Resources Certification HR Operations Onboarding Communications & Info. Technology Employee Benefits Communications Program Compliance Data Networks Recognition Telecommunications Mandatory Training Wireless/Radio Communications Department Support Information Technology Grievances City Program Automation/Technology Deployment Recruitment and Testing System Application Maintenance and Management Classification & Compensation Software Analysis Training & Development Technology Training Labor Relations Support Personal Computer Hardware Support Employee Relations

Finance Financial Reporting Payroll Customer Services Administration Budget Audit Purchasing Risk Management Revenue

16 CITY DEPARTMENTAL FUNCTIONS OTHER FUNDS

ENTERPRISE FUNDS INTERNAL SERVICES Airport (General Services) Fleet Services (General Services) Administration Acquisition and Replacement Airport Commission Support Maintenance and Repair Airfield Leased Land Operations and Maintenance Warehouse Operations Airport Operations, Maintenance and Administration Airport Public Areas Operations and Maintenance Self-Insurance (Finance) Noise Abatement Liability Non-Aeronautical Leased Land Operations Insurance Administration Workers' Compensation Transit Health and Safety Motor Bus & Paratransit Administration Motor Bus & Paratransit Operations Dial-A-Lift EXTERNAL FUND Measure R Operations Cable (City Manager) Water (Public Works) Station Operations Water Supply Office Operations Water Operations Water Resources VanpoollRideshare (Community Development) Water Administration Vanpool Operation Water Financial Obligations WRD Goldsworthy Desalter Animal Control (Police)

Sanitation (Public Works) Solid Waste Collection and Disposal Green Waste Residential Recycling Waste Management AB939 Residential Street Cleaning

Cultural Arts Center (General Services) Theater Meeting Rooms Classrooms

Sewer (Public Works) Sanitary Sewer System Management Wastewater System Maintenance

Community Services Recreation Services Cultural Services

Emergency Medical Services (Fire)

17 2017 -18 ADOPTED (YEAR 1 of 2 YEAR BUDGET) OPERATING BUDGET SUMMARY

Proposed Liquidation of Program Ending Revenues Fund Balance Available Appropriations Balance

GENERAL FUND $ 197,227,378 $ 3,567,219 $ 200,794,597 $ 200,794,597 $

INTERNAL SERVICE Fleet Services 6,113,548 6,113,548 5,835,142 278,406 Self Insurance 4,994,153 731,298 5,725,451 5,725,451 Subtotal 11,107,701 731,298 11,838,999 11,560,593

ENTERPRISE FUNDS Airport 12,945,000 821,710 13,766,710 13,766,710 Transit 30,529,913 2,930,790 33,460,703 33,460,703 Water 39,153,700 39,153,700 38,805,370 348,330 Sanitation 13,482,161 307,546 13,789,707 13,789,707 Cultural Arts Center 2,282,285 147,176 2,429,461 2,429,461 Sewer 6,426,896 6,426,896 5,726,395 700,501 Emergency Medical Svcs. 12,884,747 4,660 12,889,407 12,889,407 Parks & Recreation 7,884,564 209,714 8,094,278 8,094,278 Subtotal 125,589,266 4,421,596 130,010,862 128,962,031

EXTERNAL FUNDS Animal Control 604,455 604,455 604,455

Section 8 Rental Assist. 6,465,000 132,984 6,597,984 6,597,984

Downtown RDA Successor Agency 2,828,860 534,258 3,363,118 3,363,118

Meadow Park Parking Lot 38,145 38,145 38,145

Government Cable Communications 2,079,800 340,866 2,420,666 2,420,666

Cable TV Public Access 424,312 424,312 404,509 19,803

Cable Public Educ. Gov. 370,000 370,000 60,000 310,000

Police Inmate Welfare Fund 10,000 10,000 10,000

Street Lighting District 3,182,377 8,249 3,190,626 3,190,626

Air Quality Management 185,000 185,000 181,022 3,978

VanpoollRideshare 285,755 285,755 285,755

Gas Tax* 1,040,000 1,040,000 1,040,000

PropC 1,471,755 1,471,755 1,471,755

Public Property Financing 3,901,794 1,085,388 4,987,182 4,987,182 Subtotal 22,887,253 2,101,745 24,988,998 24,655,217

Less: Internal Service (11,107,701) (731,298) (11,838,999) (11,560,593) Internal Transfers** (42,593,810) (42,593,810) (42,593,810)

TOTAL $ 303,110,087 $ 10,090,560 $ 313,200,647 $ 311,818,035

* Annual Gas Tax revenue is approx. $3.5 million with $1,040,000 used for operations. **Includes all internal transfers.

18 2018-19 ADOPTED 2ND YEAR (YEAR 2 of 2 YEAR BUDGET) (7-1-17) OPERATING BUDGET SUMMARY

Proposed Liquidation of Program Ending Revenues Fund Balance Available Appropriations Balance

GENERAL FUND $ 203,822,012 $ 184,980 $ 204,006,992 $ 204,006,992 $

INTERNAL SERVICE Fleet Services 6,113,548 6,113,548 5,896,740 216,808 Self Insurance 5,094,153 644,410 5,738,563 5,738,563 Subtotal 11,207,701 644,410 11,852,111 11,635,303

ENTERPRISE FUNDS Airport 12,945,000 845,015 13,790,015 13,790,015 Transit 30,529,913 3,279,523 33,809,436 33,809,436 Water 39,153,700 39,153,700 38,907,530 246,170 Sanitation 13,482,161 376,952 13,859,113 13,859,113 Cultural Arts Center 2,289,097 155,627 2,444,724 2,444,724 Sewer 6,489,766 6,489,766 5,777,411 712,355 Emergency Medical Svcs. 13,178,947 4,660 13,183,607 13,183,607 Parks & Recreation 7,884,564 254,620 8,139,184 8,139,184 Subtotal 125,953,148 4,916,397 130,869,545 129,911,020

EXTERNAL FUNDS Animal Control 610,961 610,961 610,961

Section 8 Rental Assist. 6,465,000 144,495 6,609,495 6,609,495

Downtown RDA Successor Agency 2,828,860 534,238 3,363,098 3,363,098

Meadow Park Parking Lot 38,145 38,145 38,145

Government Cable Communications 2,079,800 370,287 2,450,087 2,450,087

Cable TV Public Access 424,312 424,312 404,520 19,792

Cable Public Educ. Gov. 370,000 370,000 60,000 310,000

Police Inmate Welfare Fund 10,000 10,000 10,000

Street Lighting District 3,182,377 20,349 3,202,726 3,202,726

Air Quality Management 185,000 185,000 181,922 3,078

Vanpool/Rideshare 285,755 285,755 285,755

Gas Tax* 1,040,000 1,040,000 1,040,000

PropC 1,471,755 1,471,755 1,471,755

Public Property Financing 3,889,031 1,093,273 4,982,304 4,982,304 Subtotal 22,880,996 2,162,642 25,043,638 24,710,768

Less: Internal Service (11,207,701 ) (644,410) (11 ,852,111) (11,635,303) Internal Transfers** (42,078,658) (42,078,658) (42,078,658)

TOTAL $ 310,577,498 $ 7,264,019 $ 317,841,517 $ 316,550,122

* Annual Gas Tax revenue is approx. $3.5 million with $1,040,000 used for operations. **Includes all internal transfers.

19 2018-19 AMENDED OPERATING BUDGET SUMMARY

Proposed Liquidation of Program Budget Modifications Ending Revenues Fund Balance Available Appropriations Revenues Expenses Balance

GENERAL FUND $ 203,491,312 $ 184,980 $ 203,676,292 $ 203,519,521 $156,771 $

INTERNALSERVICE Fleet Services 6,085,548 6,085,548 5,895,737 189,811 Self Insurance 5,094,153 720,445 5,814,598 5,814,598 Subtotal 11,179,701 720,445 11,900,146 11,710,335

ENTERPRISE FUNDS Airport 13,268,000 539,590 13,807,590 13,807,590 Transit 31,907,838 1,541,853 33,449,691 33,449,691 Water 43,853,400 43,853,400 41,552,377 2,301,023 Sanitation 12,947,322 1,024,281 13,971,603 13,971,603 Cultural Arts Center 2,223,097 176,184 2,399,281 2,399,281 Sewer 5,529,965 212,594 5,742,559 5,742,559 Emergency Medical Svcs. 13,119,464 13,119,464 13,119,464 Parks & Recreation 7,889,064 266,328 8,155,392 8,153,042 117,459 119,809 Subtotal 130,738,150 3,760,830 134,498,980 132,195,607 117,459 119,809

EXTERNALFUNDS Animal Control 597,689 597,689 597,689

Section 8 Rental Assist. 6,575,000 125,899 6,700,899 6,700,899

Downtown RDA Successor Agency 3,252,546 3,252,546 3,024,275 228,271

Meadow Park Parking Lot 38,145 38,145 38,145

Government Cable Communications 1,830,500 620,093 2,450,593 2,450,593

Cable TV Public Access 404,523 404,523 404,523

Cable Public Educ. Gov. 350,000 350,000 60,000 290,000

Police Inmate Welfare Fund 10,000 10,000 10,000

Street Lighting District 3,196,503 3,196,503 3,196,503

Air Quality Management 185,000 185,000 182,122 2,878

VanpoollRideshare 287,739 287,739 287,739

Gas Tax' 1,040,000 1,040,000 1,040,000

Prop C 1,480,739 1,480,739 1,480,739

Public Property Financing 3,777,063 3,777,063 3,727,063 50,000 Subtotal 23,025,447 745,992 23,771,439 23,200,290

Less: Internal Service (11,179,701) (720,445) (11,900,146) (11,710,335) Internal Transfers" (42,145,218) (42,145,218) (42,145,218)

TOTAL $ 315,109,691 $ 4,691,802 $ 319,801,493 $ 316,770,200 $ 117,459 $276,580

, Annual Gas Tax revenue is approx. $3.5 million with $1,040,000 used for operations. " Includes all internal transfers.

20 THIS PAGE INTENTIONALLY LEFT BLANK

21 REVENUE SUMMARY ALL FUNDS

2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Description Actual Actual Actual Adopted (7-1-17) Amended General Fund $ 183,371,580 $ 184,659,733 $ 184,554,683 $ 197,227,378 $ 203,822,012 $ 203,491,312 Internal Service Funds 13,222,881 13,486,955 11,132,802 11,107,701 11,207,701 11,179,701 Enterprise Funds 108,009,803 107,483,057 114,556,406 125,589,266 125,953,148 130,738,150 External Funds 18,960,767 20,046,253 45,352,426 22,887,253 22,880,996 23,025,447

Grand Total All Funds $ 323,565,031 $ 325,675,998 $ 355,596,317 $ 356,811,598 $ 363,863,857 $ 368,434,610

GENERAL FUND REVENUES Property Taxes $ 44,795,062 $ 46,229,423 $ 47,860,086 $ 49,647,912 $ 51,362,295 $ 51,362,295 Taxes Other Than Property 103,655,003 105,972,600 110,429,938 119,995,985 124,684,419 124,284,419 Licenses and Permits 2,741,240 2,953,518 3,497,208 3,444,215 3,507,454 3,507,454 Revenues from Other Agencies 2,969,517 1,685,909 1,315,581 1,380,000 1,380,000 1,360,000 Fines and Forfeitures 1,245,062 1,558,573 1,151,651 1,330,000 1,330,000 1,850,000 Use of Money and Property 3,228,478 3,593,502 1,796,996 3,663,714 3,734,496 3,294,456 Charges for Current Service 5,255,297 5,548,206 5,889,504 6,713,521 6,824,425 6,844,425 Other Revenues 19,481,921 17,118,002 12,613,719 11,052,031 10,998,923 10,988,263 Non-Recurring Revenues

Total General Fund $ 183,371,580 $ 184,659,733 $ 184,554,683 $ 197,227,378 $ 203,822,012 $ 203,491,312

INTERNAL SERVICE FUND REVENUES Fleet Services $ 6,730,881 $ 5,396,923 $ 6,183,398 $ 6,113,548 $ 6,113,548 $ 6,085,548 Self Insurance 6,492,000 8,090,032 4,949,404 4,994,153 5,094,153 5,094,153 Total Internal Service Fund $ 13,222,881 $ 13,486,955 $ 11,132,802 $ 11,107,701 $ 11,207,701 $ 11,179,701

ENTERPRISE FUNDS REVENUES Airport $ 12,489,244 $ 12,869,406 $ 12,894,091 $ 12,945,000 $ 12,945,000 $ 13,268,000 Transit System 24,659,585 24,794,003 25,361,444 30,529,913 30,529,913 31,907,838 Waler 36,188,325 33,778,285 37,212,731 39,153,700 39,153,700 43,853,400 Emergency Medical Services 11,164,964 11,988,394 12,640,158 12,884,747 13,178,947 13,119,464 Sanitation 11,694,956 11,894,556 12,965,486 13,482,161 13,482,161 12,947,322 Cultural Arts Center 1,853,750 2,303,180 2,118,062 2,282,285 2,289,097 2,223,097 Sewer 2,774,162 2,460,821 3,951,911 6,426,896 6,489,766 5,529,965 Parks and Recreation 7,184,817 7,394,412 7,412,523 7,884,564 7,884,564 7,889,064 Total Enterprise Funds $ 108,009,803 $ 107,483,057 $ 114,556,406 $ 125,589,266 $ 125,953,148 $ 130,738,150

EXTERNAL FUND REVENUES Animal Control $ 380,049 $ 399,855 $ 447,731 $ 604,455 $ 610,961 $ 597,689 Home Improvement Employ Program Section 8 Rental Assistance 6,121,772 6,231,500 6,498,091 6,465,000 6,465,000 6,575,000 Rehabilitation Loan Program (HCD) Downtown RDA Successor Agency 3,073,900 3,380,259 3,628,647 2,828,860 2,828,860 3,252,546 RDA Successor Agency - Housing Redev. Meadow Park Parking Lot 36,089 36,089 37,339 38,145 38,145 38,145 Government Cable Communications 1,804,984 2,113,047 1,896,176 2,079,800 2,079,800 1,830,500 Cable TV Public Access 243,643 388,758 406,963 424,312 424,312 404,523 Cable TV Public Educ. Government 354,457 407,393 374,953 370,000 370,000 350,000 Police Inmate Welfare Fund 10,000 10,000 10,000 Street Lighting District 2,819,304 2,968,832 2,813,487 3,182,377 3,182,377 3,196,503 VanpoollRideshare 210,549 203,207 203,958 285,755 285,755 287,739 Air Quality Management 184,811 189,763 192,414 185,000 185,000 185,000 Gas Tax 1,040,000 1,040,000 1,040,000 Prop. C 1,471,755 1,471,755 1,480,739 Public Property Financing 3,731,209 3,727,550 28,852,667 3,901,794 3,889,031 3,777,063 Total External Funds $ 18,960,767 $ 20,046,253 $ 45,352,426 $ 22,887,253 $ 22,880,996 $ 23,025,447

22 EXPENDITURE SUMMARY ALL FUNDS 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (7-1-17) Amended General Fund Operating Budget: City Attorney $ 2,332,440 $ 2,542,988 $ 2,486,869 $ 2,514,754 $ 2,558,466 $ 2,481,486 City Clerk 986,043 1,134,756 957,441 1,251,747 1,119,656 1,152,964 City Council/Commissions 465,445 470,266 492,447 537,021 538,074 543,047 City Manager 2,663,146 2,908,352 3,106,186 3,282,099 3,339,831 3,338,420 City Treasurer 761,653 778,267 772,989 819,104 832,507 629,833 Civil Service 445,457 502,463 438,068 501,222 509,023 492,801 Communications & Info System 4,333,846 4,333,492 4,549,669 4,871,088 4,994,410 5,053,428 Community Development 6,906,257 7,173,336 7,587,302 8,694,138 8,848,803 8,715,032 Community Services 14,954,630 15,641,887 16,326,878 16,619,979 16,822,541 16,829,226 Finance 4,166,193 3,955,280 4,402,786 4,869,558 4,959,344 5,216,680 Fire 27,638,353 28,622,670 29,133,618 30,172,771 30,708,754 30,842,774 General Services 3,570,668 3,996,532 3,714,081 4,276,437 4,349,446 4,424,830 Human Resources 1,785,831 2,134,018 2,129,634 2,475,000 2,483,420 2,369,994 Police 70,079,387 72,163,583 75,351,647 79,229,730 81,099,988 80,853,292 Public Works 11,373,769 11,442,940 11,790,449 12,572,907 12,743,992 12,710,155 Non-Departmental/Insurance 23,645,797 34,866,870 28,265,131 28,107,042 28,098,737 27,865,559 Total General Fund $ 176,108,915 $ 192,667,700 $ 191,505,195 $ 200,794,597 $ 204,006,992 $ 203,519,521

Internal Service: Fleet Services 5,382,889 4,578,510 6,016,124 5,835,142 5,896,740 5,895,737 Self Insurance 6,851,197 6,355,348 7,574,192 5,725,451 5,738,563 5,814,598 Total Internal Service $ 12,234,086 $ 10,933,858 $ 13,590,316 $ 11,560,593 $ 11,635,303 $ 11,710,335

Enterprise Funds: Airport 11,877,721 15,585,590 13,326,446 13,766,710 13,790,015 13,807,590 Transit 27,920,864 27,878,512 27,937,872 33,460,703 33,809,436 33,449,691 Water 41,194,531 30,941,999 25,050,109 38,805,370 38,907,530 41,552,377 Sanitation 11,155,438 11,509,196 12,845,980 13,789,707 13,859,113 13,971,603 Cultural Arts Center 2,148,655 2,134,112 2,172,948 2,429,461 2,444,724 2,399,281 Sewer 4,663,798 4,582,015 4,642,676 5,726,395 5,777,411 5,742,559 Emergency Medical Services 11,239,873 12,003,989 12,505,120 12,889,407 13,183,607 13,119,464 Parks and Recreation 7,110,732 7,450,399 7,620,739 8,094,278 8,139,184 8,153,042 Total Enterprise $ 117,311,612 $ 112,085,812 $ 106,101,890 $ 128,962,031 $ 129,911,020 $ 132,195,607

External Funds: Home Improv. Empl. Program Animal Control 380,049 399,855 445,516 604,455 610,961 597,689 Section 8 Rental Assistance 6,202,469 6,296,002 6,367,228 6,597,984 6,609,495 6,700,899 Downtown RDA Successor Agency 408,587 481,669 899,154 3,363,118 3,363,098 3,024,275 RDA Successor Agency - Housing Meadow Park Parking Lot 43,478 26,607 34,206 38,145 38,145 38,145 Gov. Cable Communications 1,690,370 2,064,196 2,316,758 2,420,666 2,450,087 2,450,593 Cable TV Public Access 375,025 399,678 413,312 404,509 404,520 404,523 Cable Public Educ. Gov. 253,650 298,742 571,727 60,000 60,000 60,000 Police Inmate Welfare Fund 10,000 10,000 10,000 Air Quality Management 146,649 146,821 146,219 181,022 181,922 182,122 Vanpool/Rideshare 210,549 203,207 203,958 285,755 285,755 287,739 Gas Tax 1,040,000 1,040,000 1,040,000 1,040,000 1,040,000 1,040,000 General Fund Capital Projects Prop C 275,919 263,738 277,189 1,471,755 1,471,755 1,480,739 Asset Forfeiture 62,000 Street Lighting District 2,855,112 2,944,488 2,812,195 3,190,626 3,202,726 3,196,503 Community Dev. Block Grant (CDBG) Public Property Financing 3,739,864 3,723,488 11,859,791 4,987,182 4,982,304 3,727,063 Total External $ 17,683,721 $ 18,288,491 $ 27,387,253 $ 24,655,217 $ 24,710,768 $ 23,200,290

Less: Internal Service Charges (12,234,086) (10,933,858) (13,590,316) (11,560,593) (11,635,303) (11,710,335) Internal Transfers (37,574,000) (45,505,000) (46,877,000) (42,593,810) (42,078,658) (42,145,218)

TOTAL $ 273,530,248 $ 277,537,003 $ 278,117,338 $ 311,818,035 $ 316,550,122 $ 316,770,200

23 2017 -18 ADOPTED (YEAR 1 OF 2 YEAR BUDGET) EXPENDITURE BUDGET BY CATEGORY

Net Salary and Materials & Professional Travel & Interdept. Benefit Costs Supplies Services Training Charges General Fund Operating Budget: City Attorney 2,146,844 35,938 204,358 44,537 55,417 City Clerk 916,344 40,914 191,414 13,630 77,385 City Council/Commissions 74,700 39,016 118,600 209,679 89,944 City Manager 2,367,580 161,690 503,205 133,806 81,240 City Treasurer 654,398 7,559 159,830 7,550 19,165 Civil Service 357,354 18,550 71,600 6,450 19,929 Commun. & Info. Technology 3,970,613 860,447 729,971 44,754 230,917 Community Development 7,533,210 239,923 369,456 57,663 355,767 Community Services 12,354,627 1,928,828 1,577,453 47,426 597,208 Finance 4,176,318 98,880 244,829 20,830 259,600 Fire 27,953,527 965,067 480,470 61,620 570,093 General Services 2,967,238 1,441,177 723,898 17,070 104,101 Human Resources 1,700,739 277,460 331,195 61,201 104,011 Police 73,546,741 2,344,978 903,814 268,962 1,545,114 Public Works 7,666,536 2,997,500 1,540,906 26,938 273,705 Non-Departmental/Insurance 2,526,048 1,878,948 605,000 23,665 Total General Fund $ 150,912,817 $ 13,336,875 $ 8,755,999 $ 1,045,781 $ 4,383,596

Internal Service: Fleet Services 3,526,835 349,419 62,016 20,300 114,265 Self Insurance 761,700 30,895 163,379 6,800 27,264 Total Internal Service $ 4,288,535 $ 380,314 $ 225,395 $ 27,100 $ 141,529

Enterprise Funds: Airport 1,795,735 405,994 584,051 26,700 496,900 Transit 17,964,986 3,544,635 2,891,420 139,000 4,042,237 Water 6,333,156 2,500,472 1,277,560 42,275 1,436,139 Sanitation 4,723,364 2,836,904 2,364,346 11,355 839,206 Cultural Arts Center 1,699,208 140,158 371,248 12,400 115,766 Sewer 2,347,766 360,319 1,020,017 11,014 504,827 Emergency Medical Services 12,417,477 358,582 83,871 18,000 Parks and Recreation 4,769,504 1,020,664 1,153,240 9,539 801,356 Total Enterprise $ 52,051,196 $ 11,167,728 $ 9,745,753 $ 270,283 $ 8,236,431

External Funds: Home Improv. Empl. Program Animal Control 405,400 9,000 169,000 3,000 18,055 Section 8 Rental Assistance 560,100 5,814,115 43,027 5,000 125,742 Downtown RDA Successor Agency 65,260 16,000 35,875 Meadow Park Parking Lot 27,145 Gov. Cable Communications 1,483,023 69,463 242,837 7,500 88,061 Cable TV Public Access 316,248 20,011 19,500 3,100 37,305 Cable Public Educ. Gov. Police Inmate Welfare Fund 10,000 Air Quality Management 47,900 65,402 67,720 Vanpool/Rideshare 89,395 190,510 5,600 250 Gas Tax Prop C Asset Forfeiture Street Lighting District 737,992 592,716 1,859,918 Community Dev. Block Grant (CDBG: Public Property Financing Total External $ 3,705,318 $ 6,787,217 $ 2,470,622 $ 18,850 $ 269,163

Less: Internal Service Charges $ (4,288,535) $ (380,314) $ (225,395) $ (27,100) $ (141,529) Internal Transfers

TOTAL $ 206,669,331 $ 31,291,820 $ 20,972,374 $ 1,334,914 $ 12,889,190

24 2017 -18 ADOPTED (YEAR 1 OF 2 YEAR BUDGET) EXPENDITURE BUDGET BY CATEGORY (Continued)

Capital Material Net Acquisitions Other Reimbursements Total General Fund Operating Budget: City Attorney 27,660 $ 2,514,754 City Clerk 12,060 $ 1,251,747 City Council/Commissions 5,082 $ 537,021 City Manager 11,500 23,078 $ 3,282,099 City Treasurer 2,500 8,102 (40,000) $ 819,104 Civil Service 27,339 $ 501,222 Commun. & Info. Technology 1,000 150,956 (1,117,570) $ 4,871,088 Community Development 2,200 170,034 (34,115) $ 8,694,138 Community Services 41,500 234,987 (162,050) $ 16,619,979 Finance 69,101 $ 4,869,558 Fire 202,644 219,002 (279,652) $ 30,172,771 General Services 5,500 64,059 (1,046,606) $ 4,276,437 Human Resources 21,694 (21,300) $ 2,475,000 Police 674,587 (54,466) $ 79,229,730 Public Works 28,750 710,388 (671,816) $ 12,572,907 Non-Departmental/Insurance 30,064,740 (6,991,359) $ 28,107,042 Total General Fund $ 295,594 $ 32,482,869 $ (10,418,934) $ 200,794,597

Internal Service: Fleet Services 2,108,660 (346,353) $ 5,835,142 Self Insurance 4,735,413 $ 5,725,451 Total Internal Service $ 2,108,660 $ 4,389,060 $ $ 11,560,593

Enterprise Funds: Airport 10,457,330 $ 13,766,710 Transit 4,878,425 $ 33,460,703 Water 456,200 26,868,201 (108,633) $ 38,805,370 Sanitation 2,000,000 1,052,132 (37,600) $ 13,789,707 Cultural Arts Center 90,681 $ 2,429,461 Sewer 12,058 1,473,394 (3,000) $ 5,726,395 Emergency Medical Services 47,000 (35,523) $ 12,889,407 Parks and Recreation 72,100 267,875 $ 8,094,278 Total Enterprise $ 2,587,358 $ 45,052,515 $ (149,233) $ 128,962,031

External Funds: Home Improv. Empl. Program $ Animal Control $ 604,455 Section 8 Rental Assistance 50,000 $ 6,597,984 Downtown RDA Successor Agency 3,245,983 $ 3,363,118 Meadow Park Parking Lot 11,000 $ 38,145 Gov. Cable Communications 551,982 (22,200) $ 2,420,666 Cable TV Public Access 8,345 $ 404,509 Cable Public Educ. Gov. 60,000 $ 60,000 Police Inmate Welfare Fund $ 10,000 Air Quality Management $ 181,022 VanpoollRideshare $ 285,755 Gas Tax 1,040,000 $ 1,040,000 Prop C 1,471,755 $ 1,471,755 Asset Forfeiture $ Street Lighting District $ 3,190,626 Community Dev. Block Grant (CDBG) $ Public Property Financing 4,987,182 $ 4,987,182 Total External $ 110,000 $ 11,316,247 $ (22,200) $ 24,655,217

Less: Internal Service Charges $ (2,108,660) $ (4,389,060) $ $ (11,560,593) Internal Transfers (42,593,810) $ (42,593,810)

TOTAL $ 2,992,952 $ 46,257,821 $ (10,590,367) $ 311,818,035

25 2018-19 ADOPTED (YEAR 2 OF 2 YEAR BUDGET) (7-1-17) EXPENDITURE BUDGET BY CATEGORY

Net Salary and Materials & Professional Travel & Interdept. Benefit Costs Supplies Services Training Charges General Fund Operating Budget: City Attorney 2,190,544 35,938 204,358 44,537 55,429 City Clerk 933,244 40,914 41,414 13,630 78,394 City Council/Commissions 75,000 39,016 118,600 209,679 90,697 City Manager 2,414,280 161,690 503,205 143,828 82,250 City Treasurer 667,798 7,559 159,830 7,550 19,168 Civil Service 365,154 18,550 71,600 6,450 19,930 Commun. & Info. Technology 4,048,814 905,678 729,471 44,754 231,084 Community Development 7,690,220 239,923 364,956 57,663 357,922 Community Services 12,552,839 1,928,828 1,577,453 47,426 601,558 Finance 4,263,318 98,880 244,829 20,830 262,386 Fire 28,629,427 965,067 335,160 61,620 575,486 General Services 3,040,229 1,441,177 723,898 17,070 104,131 Human Resources 1,734,139 277,460 306,195 61,201 104,031 Police 75,404,170 2,344,978 903,814 268,962 1,557,943 Public Works 7,837,141 2,995,500 1,540,906 26,938 276,185 Non-Departmental/Insurance 4,753,152 2,595,745 605,000 23,665 Total General Fund $ 156,599,469 $ 14,096,903 $ 8,430,689 $ 1,055,803 $ 4,416,594

Internal Service: Fleet Services 3,587,825 349,419 62,016 20,300 114,873 Self Insurance 774,800 30,895 163,379 6,800 27,276 Total Internal Service $ 4,362,625 $ 380,314 $ 225,395 $ 27,100 $ 142,149

Enterprise Funds: Airport 1,814,535 405,994 584,051 26,700 501,405 Transit 18,249,045 3,544,635 2,890,720 139,000 4,107,611 Water 6,419,115 2,496,972 1,277,560 42,275 1,455,840 Sanitation 4,791,055 2,824,904 2,364,346 11,355 852,921 Cultural Arts Center 1,714,348 140,158 371,248 12,400 115,889 Sewer 2,389,666 360,319 1,020,017 11,014 513,943 Emergency Medical Services 12,711,677 358,582 83,871 18,000 Parks and Recreation 4,807,004 1,020,664 1,153,240 9,539 808,762 Total Enterprise $ 52,896,445 $ 11,152,228 $ 9,745,053 $ 270,283 $ 8,356,371

External Funds: Home Improv. Empl. Program Animal Control 411,900 9,000 169,000 3,000 18,061 Section 8 Rental Assistance 569,500 5,814,115 43,027 5,000 127,853 Downtown RDA Successor Agency 65,260 16,000 35,855 Meadow Park Parking Lot 27,145 Gov. Cable Communications 1,511,423 69,463 242,837 7,500 89,082 Cable TV Public Access 316,248 20,011 19,500 3,100 37,316 Cable Public Educ. Gov. Police Inmate Welfare Fund 10,000 Air Quality Management 48,800 65,402 67,720 Vanpool/Rideshare 89,395 190,510 5,600 250 Gas Tax Prop C Asset Forfeiture Street Lighting District 750,092 592,716 1,859,918 Community Dev. Block Grant (CDBG; Public Property Financing Total External $ 3,762,618 $ 6,787,217 $ 2,470,602 $ 18,850 $ 272,312

Less: Internal Service Charges $ (4,362,625) $ (380,314) $ (225,395) $ (27,100) $ (142,149) Internal Transfers

TOTAL $ 213,258,532 $ 32,036,348 $ 20,646,344 $ 1,344,936 $ 13,045,277

26 2018-19 ADOPTED (YEAR 2 OF 2 YEAR BUDGET) (7-1-17) EXPENDITURE BUDGET BY CATEGORY (Continued)

Capital Material Net Acquisitions Other Reimbursements Total General Fund Operating Budget: City Attorney 27,660 s 2,558,466 City Clerk 12,060 s 1,119,656 City Council/Commissions 5,082 $ 538,074 City Manager 11,500 23,078 $ 3,339,831 City Treasurer 2,500 8,102 (40,000) $ 832,507 Civil Service 27,339 s 509,023 Commun. & Info. Technology 1,000 150,956 (1,117,347) $ 4,994,410 Community Development 2,200 170,034 (34,115) $ 8,848,803 Community Services 41,500 234,987 (162,050) $ 16,822,541 Finance 69,101 $ 4,959,344 Fire 202,644 219,002 (279,652) $ 30,708,754 General Services 5,500 64,059 (1,046,618) $ 4,349,446 Human Resources 21,694 (21,300) $ 2,483,420 Police 674,587 (54,466) $ 81,099,988 Public Works 28,750 710,388 (671,816) s 12,743,992 Non-Departmental/Insurance 27,219,502 (7,098,327) $ 28,098,737 Total General Fund s 295,594 $ 29,637,631 $ (10,525,691 ) $ 204,006,992

Internal Service: Fleet Services 2,108,660 (346,353) $ 5,896,740 Self Insurance 4,735,413 $ 5,738,563 Total Internal Service $ 2,108,660 $ 4,389,060 $ $ 11,635,303

Enterprise Funds: Airport 10,457,330 $ 13,790,015 Transit 4,878,425 $ 33,809,436 Water 456,200 26,868,201 (108,633) $ 38,907,530 Sanitation 2,000,000 1,052,132 (37,600) $ 13,859,113 Cultural Arts Center 90,681 $ 2,444,724 Sewer 12,058 1,473,394 (3,000) $ 5,777,411 Emergency Medical Services 47,000 (35,523) $ 13,183,607 Parks and Recreation 72,100 267,875 $ 8,139,184 Total Enterprise $ 2,587,358 $ 45,052,515 $ (149,233) $ 129,911,020

External Funds: Home Improv. Empl. Program $ Animal Control $ 610,961 Section 8 Rental Assistance 50,000 $ 6,609,495 Downtown RDA Successor Agency 3,245,983 $ 3,363,098 Meadow Park Parking Lot 11,000 $ 38,145 Gov. Cable Communications 551,982 (22,200) $ 2,450,087 Cable TV Public Access 8,345 $ 404,520 Cable Public Educ. Gov. 60,000 $ 60,000 Police Inmate Welfare Fund $ 10,000 Air Quality Management $ 181,922 Vanpool/Rideshare $ 285,755 Gas Tax 1,040,000 $ 1,040,000 Prop C 1,471,755 s 1,471,755 Asset Forfeiture s Street Lighting District $ 3,202,726 Community Dev. Block Grant (CDBG) $ Public Property Financing 4,982,304 $ 4,982,304 Total External $ 110,000 $ 11,311,369 $ (22,200) $ 24,710,768

Less: Internal Service Charges $ (2,108,660) $ (4,389,060) $ $ (11,635,303) Internal Transfers (42,078,658) $ (42,078,658)

TOTAL $ 2,992,952 $ 43,922,857 $ (10,697,124) $ 316,550,122

27 2018-19 AMENDED EXPENDITURE BUDGET BY CATEGORY

Net Salary and Materials & Professional Travel & Interdept. Benefit Costs Supplies Services Training Charges General Fund Operating Budget: City Attorney 2,113,447 36,138 204,258 44,537 55,529 City Clerk 958,744 42,414 41,414 13,630 76,794 City Council/Commissions 74,900 38,816 123,600 209,679 89,097 City Manager 2,411,473 161,490 503,205 143,828 81,250 City Treasurer 501,663 4,759 179,600 7,150 14,854 Civil Service 348,912 17,800 70,800 7,250 19,930 Commun. & Info. Technology 4,063,989 937,362 729,750 44,754 232,084 Community Development 7,525,223 240,323 382,956 57,413 354,822 Community Services 12,555,027 1,929,628 1,605,153 47,426 600,458 Finance 4,219,190 110,042 530,067 23,730 263,900 Fire 28,691,756 981,356 366,950 64,920 575,086 General Services 2,981,048 1,440,977 857,428 17,070 104,331 Human Resources 1,621,141 277,460 305,895 61,201 103,631 Police 75,203,134 2,348,577 857,960 265,662 1,557,766 Public Works 7,809,546 2,994,800 1,543,892 25,688 276,185 Non-Departmental/Insurance 5,638,689 1,878,013 605,000 28,665 Total General Fund $ 156,717,882 $ 13,439,955 $ 8,907,928 $ 1,062,603 $ 4,405,717

Internal Service: Fleet Services 3,586,565 338,089 73,346 20,300 115,273 Self Insurance 746,900 28,495 163,379 9,200 27,276 Total Internal Service $ 4,333,465 $ 366,584 $ 236,725 $ 29,500 $ 142,549

Enterprise Funds: Airport 1,832,977 405,394 685,563 26,700 506,984 Transit 17,892,568 3,543,935 2,865,685 149,000 4,022,600 Water 6,260,397 2,471,972 1,285,090 45,275 1,624,795 Sanitation 4,737,720 2,824,904 2,371,467 11,355 971,652 Cultural Arts Center 1,668,922 135,058 371,248 12,400 115,989 Sewer 2,360,409 360,319 1,027,528 10,614 501,237 Emergency Medical Services 12,627,377 366,582 93,221 18,000 Parks and Recreation 4,765,304 1,028,164 1,172,740 9,539 802,783 Total Enterprise $ 52,145,674 $ 11,136,328 $ 9,872,542 $ 282,883 $ 8,546,040

External Funds: Home Improv. Empl. Program Animal Control 398,500 9,000 169,000 3,000 18,189 Section 8 Rental Assistance 564,000 5,914,115 43,027 5,000 124,757 Downtown RDA Successor Agency 65,260 9,000 21,760 Meadow Park Parking Lot 27,145 Gov. Cable Communications 1,492,123 69,463 280,712 7,500 88,282 Cable TV Public Access 316,248 20,011 19,500 3,100 37,316 Cable Public Educ. Gov. Police Inmate Welfare Fund 10,000 Air Quality Management 49,000 64,402 67,720 1,000 VanpoollRideshare 91,379 189,510 5,600 1,250 Gas Tax PropC Asset Forfeiture Street Lighting District 763,912 595,702 1,836,889 Community Dev. Block Grant (CDBG: Public Property Financing Total External $ 3,740,422 $ 6,881,203 $ 2,471,353 $ 20,850 $ 268,544

Less: Internal Service Charges $ (4,333,465) $ (366,584) $ (236,725) $ (29,500) $ (142,549) Internal Transfers

TOTAL $ 212,603,978 $ 31,457,486 $ 21,251,823 $ 1,366,336 $ 13,220,301

28 2018-19 AMENDED EXPENDITURE BUDGET BY CATEGORY (Continued)

Capital Material Net Acquisitions Other Reimbursements Total General Fund Operating Budget: City Attorney 27,577 $ 2,481,486 City Clerk 19,968 $ 1,152,964 City Council/Commissions 6,955 $ 543,047 City Manager 11,500 25,674 $ 3,338,420 City Treasurer 7,307 (85,500) $ 629,833 Civil Service 28,109 $ 492,801 Commun. & Info. Technology 1,000 167,527 (1,123,038) $ 5,053,428 Community Development 2,200 173,810 (21,715) $ 8,715,032 Community Services 41,500 239,784 (189,750) $ 16,829,226 Finance 2,500 67,251 $ 5,216,680 Fire 202,644 239,714 (279,652) $ 30,842,774 General Services 5,500 64,815 (1,046,339) $ 4,424,830 Human Resources 21,966 (21,300) $ 2,369,994 Police 674,659 (54,466) $ 80,853,292 Public Works 28,750 706,096 (674,802) $ 12,710,155 Non-Departmental/Insurance 27,003,371 (7,288,179) $ 27,865,559 Total General Fund $ 295,594 $ 29,474,583 $ (10,784,741) $ 203,519,521

Internal Service: Fleet Services 2,108,660 (346,496) $ 5,895,737 Self Insurance 4,839,348 $ 5,814,598 Total Internal Service $ 2,108,660 $ 4,492,852 $ $ 11,710,335

Enterprise Funds: Airport 10,349,972 $ 13,807,590 Transit 4,975,903 $ 33,449,691 Water 456,200 29,816,648 (408,000) $ 41,552,377 Sanitation 2,000,000 1,092,105 (37,600) $ 13,971,603 Cultural Arts Center 95,664 $ 2,399,281 Sewer 12,058 1,473,394 (3,000) $ 5,742,559 Emergency Medical Services 47,000 (32,716) $ 13,119,464 Parks and Recreation 43,600 330,912 $ 8,153,042 Total Enterprise $ 2,558,858 $ 48,101,882 $ (448,600) $ 132,195,607

External Funds: Home Improv. Empl. Program $ Animal Control $ 597,689 Section 8 Rental Assistance 50,000 $ 6,700,899 Downtown RDA Successor Agency 2,928,255 $ 3,024,275 Meadow Park Parking Lot 11,000 $ 38,145 Gov. Cable Communications 534,713 (22,200) $ 2,450,593 Cable TV Public Access 8,348 $ 404,523 Cable Public Educ. Gov. 60,000 $ 60,000 Police Inmate Welfare Fund $ 10,000 Air Quality Management $ 182,122 VanpoollRideshare $ 287,739 Gas Tax 1,040,000 $ 1,040,000 Prop C 1,480,739 $ 1,480,739 Asset Forfeiture $ Street Lighting District $ 3,196,503 Community Dev. Block Grant (CDBG) $ Public Property Financing 3,727,063 $ 3,727,063 Total External $ 110,000 $ 9,730,118 $ (22,200) $ 23,200,290

Less: Internal Service Charges $ (2,108,660) $ (4,492,852) $ $ (11,710,335) Internal Transfers (42,145,218) $ (42,145,218)

TOTAL $ 2,964,452 $ 45,161,365 $ (11,255,541 ) $ 316,770,200

29 GENERAL FUND AND SELF INSURANCE FUND RESERVES

Projected Reserve Reserve Balances 2017-18 Balances Funding 6/30/2017 Sources (Uses) 6/30/2018 Goal

CATEGORY 1: CONTINGENCY RESERVES

Economic Anomaly $ 14,534,645 $ - $ 14,534,645 $ 20,900,934 A) Program Contingencies 489,492 489,492 (n/a) Tota/ $ 15,024,137 s - $ 15,024,137 $ 20,900,934

CATEGORY 2: SPECIFIC PURPOSE RESERVES

Economic Development s 1,539,743 $ (100,000) $ 1,439,743 (n/a) Litigation 500,000 500,000 (n/a) Program Innovation 195,433 195,433 (n/a) Revolving Nuisance Abatement 80,000 80,000 (n/a) Security Improvements 109,206 109,206 (n/a) Alernative Fuel Vehicles 939,756 939,756 (n/a) Rose Float Parade 250,000 (125,000) 125,000 (n/a) Crossing Guards 84,900 (42,450) 42,450 (n/a) Tota/ s 3,699,038 $ (267,450) $ 3,431,588 $

CATEGORY 3: FUNDING OF LIABILITIES RESERVES Outstanding Compensated Absences $ 1,000,000 $ - $ 1,000,000 $ 22,539,001

General LiabilitylWorkers' Compensation Claims 1,463,847 (571,000) 892,847 41,939,018 B) Tota/ $ 2,463,847 $ (571,000) $ 1,892,847 $ 64,478,019

A) Funding Goal is 10% of combined General Fund, Parks & Recreation Fund, Cultural Arts Center Fund, Animal Control Fund and Emergency Medical Services Fund net adopted 2017-18 appropriation level.

B) Based on the Actuarial Study of the Self Insurance Program Report as of fiscal year ending May 22,2017. A percentage of this balance is funded by annual departmental budget for workers compensation and liability.

30 RESERVE DESCRIPTION AND FUNDING POLICY

Economic Anomaly Reserve: This reserve was established in fiscal year 1987-88 with two goals. The first was to provide a reserve that would assist the City in the reduction of reliance on year-end carryover to balance the next year's budget. Prior to 1988, the City relied upon generating between $4 million and $5 million in savings to balance the next fiscal year. Pursuant to Council direction, the reserve was established and the use of carryover was phased back over three year period to the current targeted limited use of $600,000. The second goal of the reserve was to achieve a balance equal to 10% of the General Fund, Parks & Recreation Fund, Cultural Arts Center Fund, Animal Control Fund and the Emergency Medical Services Fund net adopted appropriation level as approved by Council for 2017-18. The projected balance of this reserve as of June 30,2018 is $14,534,645.

Program Contingencies Reserve: This reserve is to provide funding for program needs or special studies that arise throughout the year that were not anticipated during preparation of the budget. The projected balance of this reserve as of June 30, 2018 is $489,492.

Economic Development Reserve: This reserve was established as part of the 1993 Capital Improvement Budget. Criteria for the use of funds to stimulate growth in the community were established during fiscal year 1993-94. As funds became available and return is received on the economic investments, the funding goal for this reserve is a minimum of $500,000. $100,000 of this reserve funds the annual budget of Economic Development program. The projected balance of this reserve as of June 30, 2018 is $1,439,743.

Litigation Reserve: This reserve was established in April 1990 to provide a funding source for unanticipated, unbudgeted litigation expenses. Additions to the reserve have been through subsequent year-end carryover allocations, with appropriations from the reserve as approved by City Council during the budqet years. There is no firm reserve addition policy; allocations to the reserve from carryover have been based on litigation likely tempered by other reserve requirements. The projected balance of this reserve as of June 30, 2018 is $500,000.

Program Innovation Reserve: This reserve was established in the adopted 1995-97 annual budget as a result of budget streamlining. A committee will refine application requirements and review applications, with approval concurrence by the City Manager. The broad principals for department application of the innovation funds are uses of the funds for the following items:

Reduction of a departmental program cost. Holding the line on program costs. Improving services to clients (internal and external). Improving efficiency of a program or operation.

The projected balance of this reserve as of June 30, 2018 is $195,433.

31 Revolving Nuisance Abatement Reserve: This reserve was established in May 1996 for the amount of $100,000 from the Innovation Fund Reserve to fund maintenance for enforcing building standard codes when property owners are unable to comply. The reserve will be used for contract services to abate building nuisances and hazard on private property. The projected balance of this reserve as of June 30,2018 is $80,000.

Security Improvements Reserve: This reserve was established and approved by Council on December 11, 2001 to be use for City facilities security improvements. The projected balance of this reserve as of June 30,2018 is $109,206.

Alternative Fuel Vehicles Reserve: This reserve was established and approved by Council on January 10, 2006 for the mandated use of alternative fuel vehicles and funded by the 2004-05 General Fund carryover. The projected balance of this reserve as of June 30,2018 is $939,756.

Rose Float Parade Reserve: This reserve was approved by Council on May 23, 2017 in the amount of $250,000 from one-time monies from the repayment of the monies loaned to the City's Water Enterprise Fund. $125,000 will be used for 2017-18 Rose Float Parade and $125,000 for the 2018-19 parade. The projected balance of this reserve as of June 30, 2018 is $125,000.

Crossing Guards Reserve: This reserve was approved by Council on July 7,2015 in the amount of $169,800 from the boundary modification funds to fund the crossing guards' program modifications from fiscal year 2015-16 through fiscal year 2018-19 (four years). $84,900 was used for fiscal years 2015-16 and 2016-17. $42,450 will be used for fiscal year 2017-18 leaving a balance of $42,450 for fiscal year 2018-19.

Torrance Cultural Arts Center Foundation: This reserve was approved by Council on May 23, 2017 in the amount of $60,000 from one-time monies from the repayment of the monies loaned to the City's Water Enterprise Fund. $40,000 is set aside for fiscal year 2018-19 and $20,000 for fiscal year 2019-20. The projected balance of this reserve as of June 30, 2018 is $60,000.

Compensated Absences Reserve: This reserve is to provide funding for those employees who exercise individual options to cash in portions of their accrued sick leave and vacation in excess of that provided for annually within the base budget which cannot be absorbed by the departments through year-end salary savings. The reserve has not been drawn upon because year-end salary savings have been available to absorb cash- out overages. The projected balance of this reserve as of June 30, 2018 is $1,000,000.

General LiabilitylWorkers Compensation Reserve: This reserve was established to be use to fund excess workers compensation and liability claims than what was annually budgeted for in the Self Insurance Fund. The reserves were funded from the General Fund year end carryover from prior fiscal years. The projected balance as of June 30, 2018 is $892,847.

32 THIS PAGE INTENTIONALLY LEFT BLANK

33 CITY OF TORRANCE Long-Term Debt Schedule Outstanding Original Maturity Principal Indebtedness Principal date As of 6-30-17 FY'17-18 FY'18-19 FY'19-20

Series 2016 Public Property Financing COP s 22,135,000 11/01/2046 s 22,135,000 $ 1,255,344 $1,255,319 $ 1,257,944 2,475,444 2,472,943 Series 2014 Public Property Financing COP 40,445,000 06/01/2044 38,340,000 2,471,744 3,730,887 Subtotal 62,580,000 60,475,000 3,730,788 3,727,063

Series 2009 Land Acquisition Refunded (a) 18,880,000 09/01/2019 16,515,000 1,256,394 1,255,241 16,140,944 Bank of New York Mellon Escrow Account (a) (16,515,000) (1,256,394) (1,255,241 ) (16,140,944)

3,730,887 Total 81,460,000 60,475,000 3,730,788 3,727,063 Admin. Fees 17,750 17,750 17,750 1,650 Audit Fees 1,650 1,650

3,750,287 TOTAL $ 81,460,000 $ 60,475,000 $ 3,750,188 $ 3,746,463 $

(a) - The Series 2009 Land Acquisition debt was refunded October 26, 2016. Funds are being held in escrow for principal and interest payments through September 2019.

34 13 YEAR FY'20-21 FY'21-22 FY'22-23 FY'23-24 FY'24-25 FY'25-26 FY'26-27 FY'27-28 FY'28-29 FY'29-30 TOTAL

S 1,257,944 $ 1,255,244 $ 1,256,843 $ 1,257,644 $ 1,257,644 $ 1,256,844 $ 1,255,244 $1,259,744 $ 1,259,993 $ 1,258,744 $ 16,344,495 2,471,544 2,470,344 2,472,143 2,473,344 2,478,044 2,474,081 2,472,800 2,472,300 2,474,050 2,475,050 32,153,831 48,498,326 3,729,488 3,725,588 3,728,986 3,730,988 3,735,688 3,730,925 3,728,044 3,732,044 3,734,043 3,733,794

18,652,579 (18,652,579)

3,733,794 48,498,326 3,729,488 3,725,588 3,728,986 3,730,988 3,735,688 3,730,925 3,728,044 3,732,044 3,734,043 17,750 230,750 17,750 17,750 17,750 17,750 17,750 17,750 17,750 17,750 17,750 21,450 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650

$ 3,748,888 $ 3,744,988 $ 3,748,386 $ 3,750,388 $ 3,755,088 $ 3,750,325 $ 3,747,444 $ 3,751,444 $ 3,753,443 $ 3,753,194 $ 48,750,526

35 SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY OF THE CITY OF TORRANCE Long-Term Debt Schedule Outstanding Original Maturity Principal Indebtedness Principal date As of 6-30-17 FY'17-18 FY'18-19 FY'19-20

1998 Industrial Refunding, B 12,770,000 09/01/2028 5,580,000 644,313 639,766 639,234 1999 Industrial Refunding, C 18,500,000 09/01/2028 11,185,000 1,280,806 1,277,520 1,277,000 1998 Downtown Project, A 8,500,000 09/01/2028 5,015,000 577,064 574,720 576,320

Total Debt Service 39,770,000 21,780,000 2,502,183 2,492,006 2,492,554

Admin. Fees 5,800 5,800 5,800 Audit Fees 300 300 300

$ 2,498,106 $ 2,498,654 TOTAL $ 39,770,000 $ 21,780,000 $ 2,508,283

36 13 YEAR FY'20-21 FY'21-22 FY'22-23 FY'23-24 FY'24-25 FY'25-26 FY'26-27 FY'27-28 FY'28-29 FY'29-30 TOTAL

642,437 639,375 640,047 639,313 637,172 638,484 638,109 636,047 632,297 7,666,594 1,274,100 1,273,863 1,271,150 1,270,825 1,272,612 1,271,375 1,267,113 1,264,687 1,263,825 15,264,876 576,720 576,000 574,160 571,200 571,980 571,360 569,340 570,780 570,540 6,880,184

2,493,257 2,489,238 2,485,357 2,481,338 2,481,764 2,481,219 2,474,562 2,471,514 2,466,662 29,811,654

5,800 5,800 5,800 5,800 5,800 5,800 5,800 5,800 5,800 69,600 300 300 300 300 300 300 300 300 300 3,600

$ 2,499,357 $ 2,495,338 $ 2,491,457 $ 2,487,438 $ 2,487,864 $ 2,487,319 $ 2,480,662 $ 2,477,614 $ 2,472,762 $ $ 29,884,854

37 5 YEAR PROJECTION OF REVENUES AND EXPENSES GENERAL FUND

2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Adopted Projected Projected Projected Projected Projected

Revenues Property Taxes 49,648,000 51,363,000 52,975,000 54,638,000 56,361,000 58,138,000 Sales Tax 54,682,000 57,739,000 60,917,000 63,527,000 66,364,000 68,819,000 Other Tax 65,314,000 66,546,000 68,101,000 69,695,000 70,986,000 71,961,000 Licenses and Permits 3,444,000 3,507,000 3,572,000 3,638,000 3,705,000 3,774,000 Grants and Subventions 1,380,000 1,370,000 1,370,000 1,370,000 1,370,000 1,370,000 Fines and Forfeitures 1,330,000 1,850,000 1,850,000 1,850,000 1,850,000 1,850,000 Use of Money and Property 3,664,000 3,294,000 3,367,000 3,443,000 3,520,000 3,600,000 Charges for Services 6,714,000 6,834,000 6,954,000 7,078,000 7,205,000 7,336,000 Other Revenues 697,000 521,000 521,000 521,000 521,000 521,000 Transfers-In 13,922,000 10,652,000 10,916,000 10,963,000 10,963,000 11,255,000 Total Recurring Revenue $ 200,795,000 $ 203,676,000 $ 210,543,000 $ 216,723,000 $ 222,845,000 $ 228,624,000

Expenditures Salaries & Employee Benefits 166,543,000 170,409,000 175,509,000 181,246,000 186,387,000 191,510,000 Materials Suppl & Maintenance 13,337,000 13,440,000 14,413,000 14,182,000 14,611,000 14,848,000 Prof Services/Contracts & Util 8,756,000 8,908,000 9,193,000 9,367,000 9,545,000 9,726,000 Travel,Training & Membership Dues 1,046,000 1,063,000 1,072,000 1,093,000 1,113,000 1,135,000 Depreciation & Amortization 1,000 1,000 1,000 1,000 1,000 1,000 Liabilities & Other Insurance 1,644,000 1,645,000 1,698,000 1,730,000 1,763,000 1,796,000 Interdepartmental Charges 4,384,000 4,406,000 4,547,000 4,633,000 4,721,000 4,811,000 Debt Service 3,750,000 3,746,000 3,750,000 3,749,000 3,745,000 3,745,000 Capital Acquisitions 296,000 296,000 296,000 296,000 296,000 296,000 Other Expenditures 109,000 109,000 109,000 109,000 109,000 109,000 Operating Transfers Out 24,599,000 23,972,000 24,753,000 25,564,000 26,254,000 26,804,000 Other Financing Uses Salaries & Benefit Reimb (13,251,000) (13,691,000) (13,991,000) (14,291,000) (14,591,000) (14,891,000) Reimbursements From Other Fund (3,428,000) (3,497,000) (3,497,000) (3,497,000) (3,497,000) (3,497,000) Reimbursements-Indirect Costs (6,991,000) (7,288,000) (7,467,000) (7,653,000) (7,806,000) (7,963,000) Total Recurring Expenditures $ 200,795,000 $ 203,519,000 $ 210,386,000 $ 216,529,000 $ 222,651,000 $ 228,430,000

Proposed Program Modifications (157,000) (157,000) (194,000) (194,000) (194,000)

Operation Budget Excess/(Deficit) $ $ $ $ $ $

38 THIS PAGE INTENTIONALLY LEFT BLANK

39 5 YEAR PROJECTION OF REVENUES AND EXPENSES AIRPORT ENTERPRISE FUND

2016-17 2017-18 2017-18 Actual Amended Projected

OPERA TlNG REVENUES Leased land area rentals $ 10,159,292 $ 9,977,000 $ 10,291,332 Hangar and building rentals 2,510,497 2,713,000 2,632,610 Airfield fees and charges 162,599 166,000 163,815 Other 27,199 30,000 33,435

ITotal Operating Revenues 12,859,587 12,886,000 13,121,192

OPERA TlNG EXPENSES Salaries and benefits 1,708,805 1,795,735 1,768,459 Materials and supplies 312,408 405,704 320,031 Professional services 640,333 765,235 698,235 Depreciation and amortization 236,859 375,000 222,785 Insurance and claims 17,674 28,169 14,064 Interdepartmental charges 506,389 496,900 509,605 Debt service 11,161 87 Other 2,579 10,790 7,615 I Total Operating Expenses 3,425,047 3,888,694 3,540,881

IOPERA TlNG INCOME (LOSS) 9,434,540 8,997,306 9,580,311

NON-OPERATING REVENUES Interest income - Operations 34,504 59,000 59,590

I Total Non-Operating Revenues 34,504 59,000 59,590

[Income (Loss) Before Transfers 9,469,044 9,056,306 9,639,901

OPERATING TRANSFERS TO GENERAL FUND (9,541,109) (10,360,173) (10,329,095) OPERA TlNG TRANSFERS TO OTHER FUNDS

INET INCOME (LOSS) (72,065) (1,303,867) (689,194)

Add: Depreciation 236,859 375,000 222,785

CASH, JULY 1 4,143,770 4,167,900 4,167,900

ADJUSTMENT Changes in Balance Sheet Accounts (Net) (134,448) Capital Expenditures (6,216) (897,331) (897,331)

IProjected cash, ending $ 4,167,900 $ 2,341,702 $ 2,804,160 Cash Balances by type: Cash for Operations 2,683,879 (244,988) 217,470 Cash for Appropriated Capital Projects 1,484,021 586,690 586,690 Cash Reserved for Future Ca ital Protects 2,000,000 2,000,000 Pro tected cash, endin $ 4,167,900 $ 2,341,702 $ 2,804,160

40 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 10,300,000 $ 10,506,000 $ 10,716,000 $ 10,930,000 $ 11,149,000 2,713,000 2,794,000 2,878,000 2,964,000 3,053,000 166,000 169,000 172,000 175,000 179,000 30,000 31,000 32,000 33,000 34,000

13,209,000 13,500,000 13,798,000 14,102,000 14,415,000 I

1,832,977 1,910,000 1,987,000 2,066,000 2,142,000 405,394 418,000 418,000 426,000 436,000 685,563 708,000 708,000 721,000 738,000 275,000 275,000 275,000 275,000 275,000 28,169 29,000 29,000 30,000 31,000 506,984 522,000 522,000 532,000 545,000 15,000 15,000 15,000 15,000 15,000 26,700 27,000 27,000 27,000 27,000 3,775,787 3,904,000 3,981,000 4,092,000 4,209,000 I

9,433,213 9,596,000 9,817,000 10,010,000 10,206,000 I

59,000 65,000 71,000 77,000 83,000

59,000 65,000 71,000 77,000 83,000 [

9,492,213 9,661,000 9,888,000 10,087,000 10,289,000 I

(10,031,803) (10,032,000) (10,032,000) (10,032,000) (10,032,000)

(539,590) (371,000) (144,000) 55,000 257,000 I

275,000 275,000 275,000 275,000 275,000

2,804,160 2,291,403 1,942,403 1,812,403 1,876,403

(248,167) (253,000) (261,000) (266,000) (271,000)

$ 2,291,403 $ 1,942,403 $ 1,812,403 $ 1,876,403 $ 2,137,403 I

(47,120) (143,120) (187,597) (123,597) 137,403 338,523 85,523 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 $ 2,291,403 $ 1,942,403 $ 1,812,403 $ 1,876,403 $ 2,137,4031

41 5 YEAR PROJECTION OF REVENUES AND EXPENSES AIR QUALITY MANAGEMENT DISTRICT

42 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 183,000 187,000 187,000 187,000 187,000 185,000 189,000 189,000 189,000 189,000 I

49,000 51,000 53,000 55,000 57,000 64,402 64,000 64,000 64,000 63,000 2,200 2,000 2,000 2,000 2,000 66,520 67,000 67,000 67,000 67,000 182,122 184,000 186,000 188,000 189,000 I

$ 2,878 $ 5,000 $ 3,000 $ 1,000 $ -I

304,644 307,522 312,522 315,523 316,523

$ 307,522 $ 312,522 $ 315,523 $ 316,523 $ 316,5231

43 5 YEAR PROJECTION OF REVENUES AND EXPENSES ANIMAL CONTROL FUND

44 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 274,000 $ 276,000 $ 278,000 $ 280,000 $ 282,000

274,000 276,000 278,000 280,000 282,000 I

398,500 415,000 432,000 449,000 465,000 9,000 9,000 9,000 9,000 9,000 169,000 174,000 177,000 180,000 184,000 18,189 19,000 19,000 19,000 19,000 3,000 3,000 3,000 3,000 3,000

597,689 620,000 640,000 660,000 680,000 I

(323,689) (344,000) (362,000) (380,000) (398,000)1

323,689 344,000 362,000 380,000 398,000

$ - $ - $ - $ - $ -I

$ - $ - $ - $ - $ -I

45 5 YEAR PROJECTION OF REVENUES AND EXPENSES CABLE & COMMUNITY RELATIONS AND PUBLIC ACCESS - COMBINED

2016-17 2017-18 2017·18 Actual Amended Projected

OPERA TlNG REVENUES Franchise Fees $ 1,736,399 $ 1,880,000 $ 1,716,106 Miscellaneous 543 6,500 565 TCTV Workshops 490 412 715 ITotal operating Revenues 1,737,432 1,886,912 1,717,386

OPERA TlNG EXPENSES

Salaries and employee benefits 1,557,336 1,799,271 1,828,137 Materials and supplies 39,435 42,274 34,666 Professional services 259,538 358,971 319,444 Insurance and Claims 6,614 13,021 6,614 Interdepartmental charges 120,265 125,366 125,366 Capital outlay 4,402 Other 8,984 10,600 4,477 ITotal Operatmg Expenses 1,996,574 2,349,503 2,318,704

IOPERATING INCOME (LOSS) (259,142) (462,591) (601,318)

NON-OPERA TlNG REVENUES Interest Income 19,307 55,800 18,765 ITotal Non-Operatmg Revenues 19,307 55,800 18,765

I/ncome (Loss) before transfers (239,835) (406,791 ) (582,553)

Operating Transfers In 546,400 561,400 535,606 Operating Transfers Out (733,497) (1,017,306) (991,512)

INET INCOME (LOSS) $ (426,932) $ (862,697) $ (1,038,459)

Cash Beginning 2,969,056 2,755,210 2,755,210

Change in Balance Sheet Accounts 376,889 Capital Expenditures (163,803)

IProjected cash, endmg $ 2,755,210 $ 1,892,513 $ 1,716,751

Cash Balance by type Cash for Operations 2,326,254 1,200,779 1,025,017 Cash Appropriated for Capital Projects 428,956 691,734 691,734

IProjected cash, ending $ 2,755,210 $ 1,892,513 $ 1,716,751

46 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 1,670,000 $ 1,653,000 $ 1,636,000 $ 1,620,000 $ 1,604,000 500 500 500 500 500 400 400 400 400 400 1,670,900 1,653,900 1,636,900 1,620,900 1,604,900 I

1,808,371 1,900,000 2,002,000 2,078,000 2,154,000 67,274 70,000 71,000 72,000 74,000 300,212 310,000 316,000 322,000 329,000 13,021 14,000 14,000 14,000 14,000 125,598 131,000 134,000 137,000 140,000

10,600 11,000 11,000 11,000 11,000 2,325,076 2,436,000 2,548,000 2,634,000 2,722,000 I

(654,176) (782,100) (911,100) (1,013,100) (1,117,100)1

20,000 20,000 20,000 20,000 -I

(634,176) (762,100) (911,100) (1,013,100) (1,117,100)1

544,123 421,600 435,600 449,600 464,600 (530,040) (528,600) (523,600) (518,600) (514,600)

$ (620,093) $ (869,100) $ (999,100) $ (1,082,100) $ (1,167,100)1

1,716,751 1,096,658 227,558 (771,542) (1,853,642)

$ 1,096,658 $ 227,558 $ (771,542) $ (1,853,642) $ (3,020,742)1

1,096,658 227,558 (771,542) (1,853,642) (3,020,742)

$ 1,096,658 $ 227,558 $ (771,542) $ (1,853,642) $ (3,020,742)1

47 5 YEAR PROJECTION OF REVENUES AND EXPENSES CABLE PUBLIC EDUCATIONAL GOVERNMENT ACCESS (PEG) FUND

2016-17 2017-18 2017-18 2018-19 Actual Amended Projected Proposed

OPERA TING REVENUES Public Educational Gov. Fee $ 347,953 $ 370,000 $ 343,894 $ 350,000 Miscellaneous ITotal Operating Revenues 347,953 370,000 343,894 350,000

OPERA TING EXPENSES

Capital outlay 6;726 60:000 21;933 60:000 ITotal Operating Expenses 6726 60000 21 933 60000

Operating Transfers In 565,000 Operating Transfers Out (565,000)

INET INCOME (LOSS) $ 341,227 $ 310,000 $ 321,961 $ 290,000

Cash Beginning 1,882,022 2,162,558 2,162,558 2,484,519

Change in Balance Sheet Accounts 37,013 Capital Expenditures (97,704) (842,536)

I Projected cash, ending $ 2,162.558 $ 2,472.558 $ 2,484.519 $ 1.931.983

Cash Balance by type Cash for Operations 379,857 853,657 865,618 1,155,618 Cash Appropriated for Capital Projects 1,782,701 1,618,901 1,618,901 776,365

I Projected cash, ending $ 2.162.558 $ 2,472.558 $ 2,484.519 $ 1.931.983

48 2019-20 2020-21 2021-22 2022-23 Projected Projected Projected Projected

$ 350,000 $ 350,000 $ 350,000 $ 350,000 - 350,000 350,000 350,000 350,000 I

61;000 60000 61 000

49 5 YEAR PROJECTION OF REVENUES AND EXPENSES CULTURAL ARTS CENTER ENTERPRISE FUND

2016-17 2017-18 2017-18 Actual Amended Projected

OPERATING REVENUES Meeting rooms $ 444,865 $ 406,323 $ 454,296 Classroom 212,352 286,090 219,004 Theater 360,263 431,723 365,912 Grant Programs 109,440 102,628 105,503 ITotal Operating Revenues 1,126,920 1,226,764 1,144,715

OPERATING EXPENSES Salaries and benefits 1,525,494 1,699,208 1,591,558 Materials and supplies 80,605 137,658 97,566 Professional services 345,075 367,748 360,393 Interdepartmental charges 113,467 115,766 115,766 Depreciation and Amortization 23,018 29,000 23,018 Other 31,139 18,400 4,021 I Total Operating Expenses 2,118,798 2,367,780 2,192,322 I OPERATING INCOME (LOSS) BEFORE TRANSFERS (991,878) (1,141,016) (1,047,607)

Operating transfer In 991,142 1,055,521 1,055,521 Operating transfer Out (12,163) (61,681) (62,163)

INET INCOME (LOSS) $ (12,899) $ (147,176) $ (54,249)

Add: Depreciation 23,018 29,000 23,018

CASH, JULY 1 36,824

Adjustments Changes in Balance Sheet Accounts (Net) (77,908) Capital Expenditures (23,114) Transfers from Fund Balance for Capital Projects 30,965 50,000 18,485 IProjected cash (deficit), ending $ $ (68,176) $ (35,860)

Cash Balances by type: Cash for Operations (Deficit) (41,802) (118,176) (73,033) Cash Appropriated for Capital Projects 41,802 50,000 37,173

IProjected cash (deficit), ending $ $ (68,176) $ (35,860)

50 2018·19 2019·20 2020·21 2021·22 2022·23 Proposed Projected Projected Projected Projected

$ 463,323 $ 486,000 $ 510,000 $ 536,000 $ 563,000 226,090 237,000 249,000 261,000 274,000 368,723 372,000 376,000 380,000 384,000 109,440 109,000 109,000 109,000 109,000 1,167,576 1,204,000 1,244,000 1,286,000 1,330,000 I

1,668,922 1,772,000 1,900,000 1,973,000 2,045,000 135,058 110,000 110,000 110,000 110,000 371,248 371,000 371,000 371,000 371,000 115,989 121,000 125,000 129,000 133,000 29,000 29,000 29,000 29,000 29,000 17,400 30,000 30,000 30,000 30,000 2,337,617 2,433,000 2,565,000 2,642,000 2,718,000 I (1,170,041 ) (1,229,000) (1,321,000) (1,356,000) (1,388,000)1

1,055,521 1,056,000 1,056,000 1,056,000 1,056,000 (61,664) (62,000) (62,000) (62,000) (62,000)

$ (176,184) $ (235,000) $ (327,000) $ (362,000) $ (394,000)1

29,000 29,000 29,000 29,000 29,000

(35,860) (183,044) (389,044) (687,044) (1,020,044 )

(50,000) (50,000) (50,000) (50,000) (50,000) 50,000 50,000 50,000 50,000 50,000 $ (183,044) $ (389,044) $ (687,044) $ (1,020,044) $ (1,385,044)1

(183,044) (389,044) (687,044) (1,020,044) (1,385,044)

$ (183,044) $ (389,044) $ (687,044) $ (1,020,044) $ (1,385,044)1

51 52 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 200,000 $ 238,000 $ 248,000 $ 258,000 $ 268,000 200,000 208,000 216,000 225,000 234,000 200,000 208,000 216,000 225,000 234,000 680,000 707,000 735,000 764,000 795,000

1,280,000 1,361,000 1,415,000 1,472,000 1,531,000 1

12,627,377 13,256,000 13,884,000 14,504,000 15,106,000 366,582 378,000 385,000 392,000 401,000 93,221 96,000 98,000 100,000 102,000 4,660 2,000 2,000 2,000 2,000

18,000 19,000 19,000 19,000 19,000

13,109,840 13,751,000 14,388,000 15,017,000 15,630,000 1

(11,829,840) (12,390,000) (12,973,000) (13,545,000) (14,099,000)1

(11,829,840) (12,390,000) (12,973,000) (13,545,000) (14,099,000)1

11,839,464 12,400,000 13,555,000 (9,624) 10,000) (10,000) $ - $ - $ - $

$ - $ - $ • $ • $ . 1

53  2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 3,130,108 $ 3,257,000 $ 3,373,000 $ 3,494,000 $ 3,620,000 3,130,108 3,257,000 3,373,000 3,494,000 3,620,000 1

3,586,565 3,720,000 3,854,000 3,982,000 4,109,000 411,435 425,000 433,000 439,000 450,000 1,580,000 1,604,000 1,628,000 1,652,000 1,677,000 23,943 25,000 25,000 25,000 26,000 115,273 118,000 120,000 122,000 124,000 20,300 21,000 21,000 21,000 22,000 5,737,516 5,913,000 6,081,000 6,241,000 6,408,000 1

(2,607,408) (2,656,000) (2,708,000) (2,747,000) (2,788,000)1

230,000 237,000 242,000 247,000 253,000 80,464 80,000 80,000 80,000 80,000

310,464 317,000 322,000 327,000 333,000 I

80,000 90,000 90,000 90,000 90,000 60,000 60,000 60,000 60,000 60,000 45,000 185,000 150,000 150,000 150,000 150,000 I

(2,481,944) (2,489,000) (2,536,000) (2,570,000) (2,605,000)1

244,976 245,000 245,000 245,000 245,000 (18,221) (18,000) (18,000) (18,000) (18,000) 1,580,000 1,604,000 1,628,000 1,652,000 1,677,000

(675,189) (658,000) (681,000) (691,000) (701,000)1

2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 (2,008,660) (2,009,000) (2,009,000) (2,009,000) (2,009,000) 391,340 391,000 391,000 391,000 391,000

$ (283,849) $ (267,000) $ (290,000) $ (300,000) $ (310,000)1

11,671,161 10,830,645 10,563,645 10,273,646 9,973,648 (556,667)

$ 10,830,645 $ 10,563,645 $ 10,273,646 $ 9,973,648 $ 9,663,650 I

(3,132,965) (3,965,965) (4,810,964) (5,654,962) (6,498,960) 13,447,181 14,013,181 14,568,181 15,112,181 15,646,181 438,929 438,929 438,929 438,929 438,929 77,500 77,500 77,500 77,500 77,500

$ 10,830,645 $ 10,563,645 $ 10,273,646 $ 9,973,648 $ 9,663,650 I

55 5 YEAR PROJECTION OF REVENUES AND EXPENSES PARKS & RECREATION ENTERPRISE FUND

2016-17 2017-18 2017-18 Actual Amended Projected

OPERATING REVENUES Recreation Services $ 3,058,096 $ 3,108,106 $ 3,160,329 Cultural Services 1,762,412 2,180,068 1,825,768 I Total Operating Revenues 4,820,508 5,288,174 4,986,097

OPERATING EXPENSES Salaries and employee benefits 4,621,996 4,769,504 4,697,302 Services and supplies 840,571 1,028,664 846,555 Other professional services 785,667 1,173,204 726,536 Interdepartmental charges 790,272 801,356 801,356 Other 37,903 55,389 15,038 ITotal Operating Expenses 7,076,409 7,828,117.00 7,086,787

IOperating Income (Loss) (2,255,901 ) (2,539,943) (2,100,690)

1,250 5,035 1,250 5,035

IIncome (Loss) before transfers (2,259,027) (2,538,693) (2,095,655)

Operating Transfers In 2,595,140 2,595,140 2,595,140 Operating Transfers Out (483,173) (326,661 ) (326,661 )

INET INCOME (LOSS) $ (147,060) $ (270,214) $ 172,824

Add: Depreciation 875 2,250 2,126

Cash, July 1 621,741 475,522 475,522 Changes in Balance Sheet Accounts (Net) (34)

I Projected cash, ending $ 475,522 $ 207,558 $ 650,472

56 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 3,108,106 $ 3,201,000 $ 3,297,000 $ 3,396,000 $ 3,498,000 2,180,068 2,245,000 2,312,000 2,381,000 2,452,000 5,288,174 5,446,000 5,609,000 5,777,000 5,950,000 I

4,765,304 5,136,000 5,634,000 5,849,000 6,064,000 1,028,164 1,061,000 1,081,000 1,102,000 1,128,000 1,172,740 1,210,000 1,233,000 1,256,000 1,286,000 802,783 835,000 866,000 896,000 927,000 55,411 57,000 58,000 59,000 60,000 7,824,402 8,299,000 8,872,000 9,162,000 9,465,000 I

(2,536,228) (2,853,000) (3,263,000) (3,385,000) (3,515,000}1

5,750 5,000 5,000 5,000 5,000 5,750 5,000 5,000 5,000 5,000 I

(2,530,478) (2,848,000) (3,258,000) (3,380,000) (3,510,000}1

2,595,140 2,595,000 2,595,000 2,595,000 2,595,000 (328,640) (329,000) (329,000) (329,000) (329,000)

$ (263,978) $ (582,000) $ (992,000) $ (1,114,000) $ (1,244,000}1

2,272 2,272 2,272 2,272 2,272

650,472 388,766 (190,962) (1,180,690) (2,292,418)

$ 388,766 $ (190,962) $ (1,180,690) $ (2,292,418) $ (3,534,146) I

57 58 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 9,247,668 $ 9,525,000 $ 9,811,000 $ 10,105,000 $ 10,408,000 1,261,221 1,261,000 1,261,000 1,261,000 1,261,000 809,178 809,000 809,000 809,000 809,000 11,318,067 11,595,000 11,881,000 12,175,000 12,478,000 I

4,737,720 4,937,000 5,136,000 5,332,000 5,528,000 2,787,304 2,876,000 2,931,000 2,987,000 3,059,000 2,371,467 2,447,000 2,493,000 2,540,000 2,601,000 1,471,100 1,518,000 1,547,000 1,576,000 1,614,000 971,652 1,011,000 1,048,000 1,085,000 1,123,000 157,374 162,000 165,000 168,000 172,000 64,215 66,000 67,000 68,000 70,000 12,560,832 13,017,000 13,387,000 13,756,000 14,167,000 I

(1,242,765) (1,422,000) (1,506,000) (1,581,000) (1,689,000) I

145,000 159,500 175,450 175,450 175,450

90,000) (90,000) (90,000) (90,000) (1,187,765) (1,352,500) (1,420,550 (1,671,000

(1,320,771) (1,321,000) (1,321,000) (1,321,000) (1,321,000) 1,484,255 1,484,000 1,484,000 1,484,000 1,484,000 (1,024,281 ) (1,189,500) (1,257,550) (1,508,000) (1,616,000) I

1,471,100 1,518,000 1,547,000 1,576,000 1,614,000

844,720 1,068,539 1,167,039 1,219,489 1,043,489

(223,000) (230,000) (237,000) (244,000 (251,000 $ 1,068,539 $ 1,167,039 $ 1,219,489 $ 1,043,489 $ 790,489

(5,090,873) (4,937,373) (5,058,946) (5,409,946) (5,837,946) 5,649,795 5,749,795 5,849,795 5,949,795 6,049,795 230,977 977 278,640 353,640 428,640 503,640 578,640 $ 1,068,539 $ 1,167,039 $ 1,219,489 $ 1,043,489 $ 790,489 I

59 5 YEAR PROJECTION OF REVENUES AND EXPENSES SELF INSURANCE FUND

2016-17 2017-18 2017-18 Actual Amended Projected

$ 1,230,176 $ 1,190,630 $ 1,218,053 255,706 240,000 245,528 1 003523 1 003523 1 026636 2,489,404 2,434,153 2,490,217

OPERATING EXPENSES

Salaries and employee benefits 651,216 761,700 723,615 Services and supplies 80,500 221,338 124,359 Depreciation and amortization 2,356 200 196 Insurance and Claims 6,833,542 6,854,298 5,998,624 Other 3,371 6,800 6,460 ITotal Operating Expenses 7,570,985 7,844,336 6,853,254

IIncome (Loss) before transfers (5,081,581 ) (5,410,183) (4,363,037)

Operating Transfers In 2,460,000 3,360,000 3,360,000 Operating Transfers Out (3,207) (3,134) (3,134)

INET INCOME (LOSS) $ (2,624,788) $ (2,053,317) $ (1,006,171)

Add: Depreciation 2,356 200 196

Cash Beginning 6,669,115 5,166,633 5,166,633 Changes in balance sheet accounts (Net) 1,119,950

I Projected cash, ending $ 5,166,633 $ 3,113,516 $ 4,160,658

60 2018-19 2019·20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 1,190,630 $ 1,191,000 $ 1,191,000 $ 1,191,000 $ 1,191,000 240,000 240,000 240,000 240,000 240,000 1,003,523 1,004,000 1,004,000 1,004,000 1,004,000 2,434,153 2,435,000 2,435,000 2,435,000 2,435,000 I

746,900 778,000 809,000 840,000 871,000 219,150 226,000 230,000 234,000 240,000

4,832,279 4,832,000 4,832,000 4,832,000 4,832,000 9,200 9,000 9,000 9,000 9,000

5,807,529 5,845,000 5,880,000 5,915,000 5,952,000 1

(3,373,376) (3,410,000) (3,445,000) (3,480,000) (3,517,000)1

2,660,000 2,760,000 2,860,000 2,960,000 3,060,000 (7,069) (7,OOO) (7,OOO) (7,000) (7,000)

$ (720,445) $ (657,000) $ (592,000) $ (527,000) $ (464,000)1

4,160,658 3,440,213 2,783,213 2,191,213 1,664,213

$ 3,440,213 $ 2,783,213 $ 2,191,213 $ 1,664,213 $ 1,200,213 1

61 62 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 5,286,000 $ 5,339,000 $ 5,395,000 $ 5,449,000 $ 5,503,000 40,804 41,000 41,000 42,000 43,000 8,161 8,000 8,000 8,000 8,000 5,334,965 5,388,000 5,444,000 5,499,000 5,554,000 I

2,360,409 2,460,000 2,559,000 2,657,000 2,755,000 357,319 369,000 376,000 383,000 392,000 1,027,528 1,060,000 1,080,000 1,101,000 1,127,000 1,325,094 1,417,000 1,444,000 1,471,000 1,506,000 501,237 521,000 540,000 559,000 578,000 200,000 204,000 208,000 213,000 33,064 34,000 35,000 36,000 37,000 5,604,651 6,061,000 6,238,000 6,415,000 6,608,000 I

(269,686) (673,000) (794,000) (916,000) (1,054,000) I

55,000 55,000 55,000 55,000 55,000 (214,686) (618,000) (739,000) (861,000) (999,000)1

(214,686) (618,000) (739,000) (861,000) (999,000)1

1,325,094 1,417,000 1,444,000 1,471,000 1,506,000

3,066,098 3,799,840 4,214,840 4,527,840 4,737,842

(384,000) (392,000) (400,000 (408,000) $ $ 4,214,840 $ 4,527,840 $ 4,737,842 $ 4,836,844

1,832,480 2,621,480 3,316,480 3,916,482 4,336,844 460,000 470,000 480,000 490,000 500,000 1,507,360 1,123,360 731,360 331,360 $ 3,799,840 $ 4,214,840 $ 4,527,840 $ 4,737,842 $ 4,836,844 I

63 5 YEAR PROJECTION OF REVENUES AND EXPENSES TRANSIT ENTERPRISE FUND

2016-17 2017-18 2017·18 Actual Amended Projected

OPERATING REVENUES Passenger cash fares $ 2,643,500 $ 3,461,200 $ 2,636,050 Advertising 216,369 160,000 168,076 Miscellaneous 70,903 830 2,075 ITotal Operating Revenues $ 2,930,772 $ 3,622,030 $ 2,806,201

NON-OPERATING REVENUES Transportation Development Act (TDA) 6,418,216 6,150,429 6,126,528 Prop A 40% Discretionary 4,008,181 4,058,737 4,042,964 Prop C 40% - BSIP Bus System Improvement Plan 236,562 240,702 240,702 Prop C 5% Security 184,244 252,968 252,968 Prop C 40% Disc. - Foothill Transit Mitigation 181,530 180,570 179,149 Prop C 40% Disc. - Svc Exp (TSE) 795,677 781,224 809,601 Prop C 40% Disc. - Base Restructuring 712,731 725,204 725,204 Transit STA 455,925 231,780 230,879 SBI - State Transit Assistance Interest Income 73,205 83,500 181,085 Cap and Trade Revenue 60,000 233,317 Line 4 Express - Local Service 700,000 350,000 Line 4 Express - Expansion 1,117,995 558,998 Municipal Operators Service Program 784,727 1,243,352 1,087,872 Federal Grant 1,081,007 55,895 Capital Maintenance Revenue 2,250,000 2,250,000 2,250,000 Prop 1B-Security 34,346 123,305 Measure M 2,549,123 2,366,679 Measure R 2,532,998 2,493,976 2,484,959 Proceeds from Sale of Capital Assets 7,000 53,610 ITotal Non-Operating Revenues $ 19,756,349 $ 23,119,560 $ 22,353,715

ITotal Revenues/Resources $ 22,687,121 $ 26,741,590 $ 25,159,916

OPERATING EXPENSES

Salaries and employee benefits 14,387,714 17,964,986 15,168,979 Services and supplies 2,418,515 3,503,099 2,544,642 Other professional services 1,527,901 2,790,026 1,680,690 Depreciation and amortization 4,807,182 4,514,089 4,514,089 Insurance and Claims 853,129 973,652 885,500 Interdepartmental charges 3,576,302 4,042,237 4,038,665 Other 131,211 139,000 125,175 ITotal Operating Expenses $ 27,701,954 $ 33,927,089 $ 28,957,740

IIncome (Loss) before transfers $ (5,014,833) $ (7,185,499) $ (3,797,824)

Operating Transfers In 2,674,323 3,788,323 2,674,323 Operating Transfers Out (60,918) (53,404) (53,404)

Add: Depreciation 4,807,182 4,514,089 4,514,089

INET INCOME (LOSS) $ 2,405,754 $ 1,063,509 $ 3,337,184

Cash Beginning 14,585,315 15,425,931 15,425,931

Adjustments Changes in balance sheet accounts (200,604) Capital Expenditures (1,364,534) (3,188,000) (3,600,000)

I Projected cash, ending $ 15,425,931 $ 13,301,440 $ 15,163,115

Cash Balance by type Cash for Operations 9,263,128 10,987,497 12,525,312 Cash Appropriated for Capital Projects 6,162,803 2,313,943 2,637,803

I Projected cash, ending $ 15,425,931 $ 13,301,440 $ 15,163,115

64 2018-19 2019-20 2020-21 2021-22 2022-23 Proposed Projected Projected Projected Projected

$ 2,700,000 $ 2,700,000 $ 2,700,000 $ 2,700,000 $ 2,700,000 168,000 171,000 174,000 177,000 181,000 830 1,000 1,000 1,000 1,000 $ 2,868,830 $ 2,872,000 $ 2,875,000 $ 2,878,000 $ 2,882,000 I

6,375,596 6,567,000 6,764,000 6,967,000 7,176,000 4,122,813 4,246,000 4,373,000 4,504,000 4,639,000 247,327 255,000 263,000 271,000 279,000 285,655 294,000 303,000 312,000 321,000 228,595 235,000 242,000 249,000 256,000 831,885 857,000 883,000 909,000 936,000 745,165 768,000 791,000 815,000 839,000 1,037,566 1,069,000 1,101,000 1,134,000 1,168,000 610,879 611,000 611,000 611,000 611,000 181,500 182,000 182,000 182,000 182,000 60,000 60,000 60,000 60,000 60,000 700,000 700,000 700,000 700,000 700,000 1,117,995 1,118,000 1,118,000 1,118,000 1,118,000 1,248,610 1,286,000 1,325,000 1,365,000 1,406,000

2,250,000 2,250,000 2,250,000 2,250,000 2,250,000

2,616,003 2,616,000 2,616,000 2,616,000 2,616,000 2,591,096 2,591,000 2,591,000 2,591,000 2,591,000

$ 25,250,685 $ 25,705,000 $ 26,173,000 $ 26,654,000 $ 27,148,000 I

$ 28,119,515 $ 28,577,000 $ 29,048,000 $ 29,532,000 $ 30,030,000 1

17,892,568 18,644,000 19,397,000 20,138,000 20,877,000 3,543,935 3,657,000 3,726,000 3,797,000 3,888,000 2,865,685 2,957,000 3,013,000 3,070,000 3,144,000 4,514,089 4,514,000 4,514,000 4,514,000 4,514,000 408,187 421,000 429,000 437,000 447,000 4,022,600 4,185,000 4,339,000 4,491,000 4,646,000 149,000 154,000 157,000 160,000 164,000 $ 33,396,064 $ 34,532,000 $ 35,575,000 $ 36,607,000 $ 37,680,000 I

$ (5,276,549) $ (5,955,000) $ (6,527,000) $ (7,075,000) $ (7,650,000)1

3,788,323 4,089,000 4,171,000 4,255,000 4,255,000 (53,627) (47,000) (47,000) (47,000) (47,000)

4,514,089 4,514,000 4,514,000 4,514,000 4,514,000

$ 2,972,236 $ 2,601,000 $ 2,111,000 $ 1,647,000 $ 1,072,000 I

15,163,115 17,697,851 20,111,351 22,097,351 16,181,851

(437,500) (187,500) (125,000) (7,562,500) (7,562,500)

$ 17,697,851 $ 20,111,351 $ 22,097,351 $ 16,181,851 $ 9,691,351 I

15,060,048 17,473,548 13,509,548 7,594,048 8,603,548 2,637,803 2,637,803 8,587,803 8,587,803 1,087,803

$ 17,697,851 $ 20,111,351 $ 22,097,351 $ 16,181,851 $ 9,691,351 I

65 5 YEAR PROJECTION OF REVENUES AND EXPENSES VANPOOLIRIDESHARE FUND

2016-17 2017-18 2017·18 Actual Amended Projected

OPERA TlNG REVENUES Cash Fare $ 54,524 $ 58,000 $ 53,979 Other Grants 42,245 40,000 37,200 Prop C fund 107,189 187,755 118,285

ITotal Operating Revenues 203,958 285,755 209,464

OPERA TlNG EXPENSES Salaries and employee benefits 73,757 89,395 80,902 Services and supplies 125,555 190,510 124,299 Other professional services 4,646 5,600 4,614 Others 250 250

I Total Operating Expenses 203,958 285,755 210,065

INET INCOME (LOSS) before transfers (601 )

INet income (loss) $ - $ - $ (601)

Cash Beginning 1,933 601 601 Return to Prop C Fund Chan es in Balance Sheet Accounts Net 1,332 Pro "ectedcash, endin $ 601 $ 601 $

66 2018·19 2019·20 2020·21 2021·22 2022·23 Proposed Projected Projected Projected Projected

$ 54,000 $ 54,000 $ 54,000 $ 54,000 $ 54,000 37,000 37,000 37,000 37,000 37,000 196,739 207,000 215,000 223,000 232,000

287,739 298,000 306,000 314,000 323,000 I

91,379 95,000 99,000 103,000 107,000 189,510 196,000 200,000 204,000 209,000 5,600 6,000 6,000 6,000 6,000 1,250 1,000 1,000 1,000 1,000

287,739 298,000 306,000 314,000 323,000 I -I

$ . $ . $ . $ . $ .I

$ • $ • $ . $ • $ .I

67 5 YEAR PROJECTION OF REVENUES AND EXPENSES WATER ENTERPRISE FUND

2016-17 2017-18 2017-18 Actual Amended Projected Operating Revenues Wholesale water sales $ 763,732 $ 820,000 $ 811,800 Metered water sales 17,093,295 17,500,000 17,325,000 Metered Water Sales-Commercial 6,020,048 6,800,000 6,732,000 Metered Water Sales-Industrial 1,210,759 1,600,000 1,584,000 Refinery potable water sales 2,945,929 2,400,000 2,376,000 Sales to City 729,881 767,000 759,330 Residential low income discount 89,734 150,000 148,500 Recycled-Landscape irrigation' 393,208 311,000 307,890 Recycled Sales Refinery 5,143,999 5,800,000 5,742,000 Refinery reclaimed fixed contrib pymt 1,072,103 1,181,700 1,169,883 Direct & indirect labor fee 195,333 235,000 196,266 Chemical fee revenue 11,509 120,000 76,856 Water quality analysis 20,000 18,841 Repairs & maintenance fee 3,258 75,000 2,606 Other related fee revenue 7,114 45,000 5,691 Late charge 80,804 100,000 64,643 Water disconnect fees 90,811 25,000 72,649 Fire protection charges 682,827 550,000 546,262 Pumping charges 107,181 105,000 85,745 Water start service fee 65,000 Fire flow test 4,700 4,000 3,760 Misc services 235 25,000 196 Engineering, overhead & inspection 150,715 100,000 80,572 Capital Received-Parts & Installation 50,716 35,000 51,462 Weathermatic Rebates 126,200 Total operating revenues 36,974,091 38,833,700 38,161,952

Operating Expenses Salaries 5,343,423 6,333,156 5,725,719 Materials 2,049,922 2,616,043 2,177,683 Cost of Water 22,875,030 24,435,000 22,851,931 Professional Services 1,371,839 1,277,560 1,103,025 Travel, Training 34,352 42,275 10,000 Depreciation/Amortization 1,978,479 2,139,000 2,103,529 Litigation Expense 47,634 92,109 51,708 Interdepartmental Charges 1,323,899 1,436,139 1,361,672 Others 422,952 80,000 8,636 I Total operating expenses 35,447,530 38,451,282 35,393,903

[Operating Income (Loss) 1,526,561 382,418 2,768,049

Non-Operating Revenue Investment earnin s 253,308 205,000 218,281 Total Non -0 eratin Income 253,308 205,000 218,281

Non-Operating Expenses Interest expense 349,622 6,064 Principal payment 195,000

[Income (Loss) before transfers 1,779,869 237,796 2,785,266

Operating Transfers In 115,000 115,000 Operating Transfers Out (20,308) (1,208,737) (1,208,737) Proceeds from Loan 500,000 Transfers from Fund Balance 855,941 [Net Income (Loss) 1,759,561 2,191,529

Add: Depreciation 1,978,479 2,139,000 2,103,529

Cash, July 1 23,689,817 17,719,710 17,719,710

$

Cash Balances by type: Cash for Operations 8,144,720 9,402,268 12,740,431 Cash for Vehicle Replacement 1,338,228 1,232,158 832,158 Cash Appropriated for Capital Projects 7,236,762 5,512,273 4,330,168 Water Financial Reserve 1,000,000 1,000,000 1,000,000 I Projected cash, ending $ 17,719,710 $ 17,146,699 $ 18,902,757

68 2018-19 2019·20 2020-21 2021·22 2022-23 Proposed Projected Projected Projected Projected

$ 780,000 $ 780,000 $ 780,000 $ 780,000 $ 780,000 19,525,000 19,525,000 19,525,000 19,525,000 19,525,000 7,150,000 7,150,000 7,150,000 7,150,000 7,150,000 1,670,000 1,670,000 1,670,000 1,670,000 1,670,000 2,730,000 2,730,000 2,730,000 2,730,000 2,730,000 900,000 900,000 900,000 900,000 900,000 130,000 130,000 130,000 130,000 130,000 440,000 440,000 440,000 440,000 440,000 6,900,000 6,900,000 6,900,000 6,900,000 6,900,000 1,530,000 1,530,000 1,530,000 1,530,000 1,530,000 235,000 235,000 235,000 235,000 235,000 120,000 120,000 120,000 120,000 120,000 20,000 20,000 20,000 20,000 20,000 75,000 75,000 75,000 75,000 75,000 45,000 45,000 45,000 45,000 45,000 125,000 125,000 125,000 125,000 125,000 90,000 90,000 90,000 90,000 90,000 605,000 605,000 605,000 605,000 605,000 115,000 115,000 115,000 115,000 115,000 50,000 50,000 50,000 50,000 50,000 5,000 5,000 5,000 5,000 5,000 10,000 10,000 10,000 10,000 10,000 90,000 90,000 90,000 90,000 90,000 75,000 75,000 75,000 75,000 75,000

43,415,000 43,415,000 43,415,000 43,415,000 43,415,000 I

6,260,397 6,523,000 6,787,000 7,046,000 7,305,000 2,463,972 2,543,000 2,591,000 2,640,000 2,703,000 27,220,000 28,081,000 28,985,000 29,934,000 30,931,000 1,285,090 1,326,000 1,351,000 1,377,000 1,410,000 45,275 47,000 48,000 49,000 50,000 2,139,000 2,159,000 2,169,000 2,169,000 2,169,000 92,109 95,000 97,000 99,000 101,000 1,624,795 1,690,000 1,752,000 1,813,000 1,876,000 60,000 62,000 63,000 64,000 66,000 41,190,638 42,526,000 43,843,000 45,191,000 46,611,000 I

2,224,362 889,000 (428,000) (1,776,000) (3,196,000)1

291,400 291,000 291,000 291,000 291,000 291,400 291,000 291,000 291,000 291,000 I

196,612 185,000 172,000 159,000 146,000 516,461 503,000 490,000 477,000 464,000

1,802,689 492,000 (799,000) (2,121,000) (3,515,000)1

147,000 147,000 147,000 147,000 147,000 (165,127) (165,000) (165,000) (165,000) (165,000) 8,154,350

9,938,912 474,000 (817,000) (2,139,000) (3,533,000)1

2,139,000 2,159,000 2,169,000 2,169,000 2,169,000

18,902,757 23,150,501 21,783,501 20,481,151 20,511,151

(7,830,168) (4,000,000) (2,654,350) $ 23,150,501 $ 21,783,501 $ 20,481,151 $ 20,511,151 $ 19,147,151 1

16,613,993 18,196,993 18,498,993 18,478,993 17,064,993 882,158 932,158 982,158 1,032,158 1,082,158 4,654,350 1,654,350 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 $ 23,150,501 $ 21,783,501 $ 20,481,151 $ 20,511,151 $ 19,147,151 1

69 OPERATING TRANSFERS IN AND OUT Adopted Fiscal Year 2017·18 (Year 1 of 2 Year Budget)

Operating Operating Fund transfers out Fund transfers in General Fund $ 24,598,617 Special Revenue Fund: Street Lighting Assessment $ 1,780,771 General Fund -Reserve 153,108 Cable Communications 140,000

Enterprise Funds: Cultural Services 463,435 Parks and Recreation 2,131,705 Cultural Arts Center 1,055,521 Emergency Medical Services 11,861,747 Animal Control 290,455 Sanitation 137,696

Internal Service Fund: Self-Insurance 2,560,000 Fieet Services 244,976

General Fund Sub-Fund: Police Computer Fund 1007 75,000 Fire Apparatus Fund 1006 400,000 Telephone Replacement Fund 1008 89,944 Copier Replacement Fund 1020 1,686 Data Communications Replacement Fund 102 I 83,647 Radio Replacement Fund 1022 207,396 PC Replacement Fund 1023 372,425 Defibrillator Replacement Fund 1028 89,463

General Fund - Operations 153,108 General Fund - Capital Projects 2,612,750

$ 24,751,725 $ 24,751,725

Special Revenue Funds: General Fund 1,210,000 State Gas Tax 1,040,000 General Fund Sub-Fund: Government Cable Communications 435,388 Telephone Replacement 766 Data Communications Replacement 1,322 Proposition C Local Return 1,471,755 Radio Replacement 232 PC Replacement 7,886 Proposition A 2,674,323 Special Revenue Fund: Cable TV Public Access 421,400 VanpoollRideshare 187,755 Enterprise Fund: Sanitation 3,782 Transit 3,788,323 $ 5,621,466 $ 5,621,466

Capital Project Funds:

Inmate Welfare Fund - Capital 10,000 Inmate Welfare Fund - Operations 10,000 $ 10,000 $ 10,000

Enterprise Fund: General Fund 10,031,823 Airport - Aeronautical 866,338 Airport - Non Aeronautical 9,162,823 General Fund Sub-Fund: Cultural Arts Center 61,681 Telephone Replacement 22,290 Parks and Recreation 326,625 Data Communications Replacement 10,331 Transit 53,084 Radio Replacement 29,675 Water 128,037 PC Replacement 129,469 Sanitation 1,320,798 Sewer 140,000 Special Revenue Fund: Emergency Medical Service 6,817 Street Lighting Assessment District 72,500

Enterprise Fund: Sanitation 1,342,777 Water 115,000 Internal Service Fund: Sewer 140,000 Self Insurance 3,134 Fleet Services 18,364 Internal Service Fund: Fleet Services

Capital Project Fund: Special Revenue Fund: Cultural Arts Center 50,000 Gov. Cable Communications 108,000 Recreation Fund (Toyota Sports Complex) 255,754 Meadow Park Parking Lot 11,000 Meadow Park Parking Lot Projects 11,000 Cable TV Public Access 3,918 $ 12,210,619 $ 12,210,619

Total Transfers $ 42,593,810 $ 42,593,810

70 OPERATING TRANSFERS IN AND OUT Adopted Fiscal Year 2018-19 (Year 2 of 2 Year Budget) (7-1-17)

Operating Operating Fund transfers out Fund transfers in General Fund $ 24,136,573 Special Revenue Fund: Street Lighting Assessment $ 1,780,771 General Fund -Reserve 100,000 Cable Communications 140,000

Enterprise Funds: Cultural Services 463,435 Parks and Recreation 2,131,705 Cultural Arts Center 1,055,521 Emergency Medical Services 12,155,947 Animal Control 296,961 Sanitation 137,696

Internal Service Fund: Self-Insurance 2,660,000 Fleet Services 244,976

General Fund Sub-Fund: Police Computer Fund 1007 75,000 Fire Apparatus Fund 1006 400,000 Telephone Replacement Fund 1008 89,944 Copier Replacement Fund 1020 1,686 Data Communications Replacement Fund 1021 83,647 Radio Replacement Fund 1022 207,396 PC Replacement Fund 1023 372,425 Defibrillator Replacement Fund 1028 89,463

General Fund - Operations 100,000 General Fund - Capital Projects 1,750,000

$ 24,236,573 $ 24,236,573

Special Revenue Funds: General Fund 1,210,000 State Gas Tax 1,040,000 General Fund Sub-Fund: Government Cable Communications 435,388 Telephone Replacement 766 Data Communications Replacement 1,322 Proposition C Local Return 1,471,755 Radio Replacement 232 PC Replacement 7,886 Proposition A 2,674,323 Special Revenue Fund: Cable TV Public Access 421,400 Vanpool/Rideshare 187,755 Enterprise Fund: Sanitation 3,782 Transit 3,788,323 $ 5,621,466 $ 5,621,466

Capital Project Funds:

Inmate Welfare Fund - Capital 10,000 Inmate Welfare Fund - Operations 10,000 $ 10,000 $ 10,000

Enterprise Fund: General Fund 10,031,823 Airport - Aeronautical 866,338 Airport - Non Aeronautical 9,162,823 General Fund Sub-Fund: Cultural Arts Center 61,681 Telephone Replacement 22,290 Parks and Recreation 326,625 Data Communications Replacement 10,331 Transit 53,084 Radio Replacement 29,675 Water 128,037 PC Replacement 129,469 Sanitation 1,320,798 Sewer 140,000 Special Revenue Fund: Emergency Medical Service 6,817 Street Lighting Assessment District 72,500

Enterprise Fund: Sanitation 1,342,777 Water 115,000 Internal Service Fund: Sewer 140,000 Self Insurance 3,134 Fleet Services 18,364 Internal Service Fund: Fleet Services

Capital Project Fund: Special Revenue Fund: Cultural Arts Center 50,000 Gov. Cable Communications 108,000 Recreation Fund (Toyota Sports Complex) 255,754 Meadow Park Parking Lot 11,000 Meadow Park Parking Lot Projects 11,000 Cable TV Public Access 3,918 $ 12,210,619 $ 12,210,619

Total Transfers $ 42,078,658 $ 42,078,658

71 OPERATING TRANSFERS IN AND OUT Amended Fiscal Year 2018·19

Operating Operating Fund transfers out Fund transfers In General Fund $ 23,971,625 Special Revenue Fund: Street Lighting Assessment $ 1,793,245 General Fund -Reserve 265,000 Cable Communications 140,000

Enterprise Funds: Cultural Services 463,435 Parks and Recreation 2,131,705 Cultural Arts Center 1,055,521 Emergency Medical Services 11,839,464 Animal Control 323,689 Sanitation 137,696

Internal Service Fund: Self-Insurance 2,660,000 Fleet Services 244,976

General Fund Sub-Fund: Police Computer Fund 1007 75,000 Fire Apparatus Fund 1006 400,000 Telephone Replacement Fund 1008 89,944 Copier Replacement Fund 1020 1,686 Data Communications Replacement Fund 1021 83,647 Radio Replacement Fund 1022 207,396 PC Replacement Fund 1023 424,758 Defibrillator Replacement Fund 1028 89,463 Fire Turnout Coats Replacement Fund 1029 60,000 General Fund - Operations 265,000 General Fund - Capital Projects 1,750,000

$ 24,236,625 $ 24,236,625

Special Revenue Funds: General Fund 1,210,000 State Gas Tax 1,040,000 General Fund Sub-Fund: Government Cable Communications 418,119 Telephone Replacement 766 Data Communications Replacement 1,322 Proposition C Local Return 1,480,739 Radio Replacement 232 PC Replacement 7,894 Proposition A 2,674,323 Special Revenue Fund: Cable TV Public Access 404,123 VanpoollRideshare 196,739 Enterprise Fund: Sanitation 3,782 Transit 3,788,323 $ 5,613,181 $ 5,613,181

Capital Project Funds:

Inmate Welfare Fund - Capital 10,000 Inmate Welfare Fund - Operations 10,000 $ 10,000 $ 10,000

Enterprise Fund: General Fund 10,031,823 Airport- Aeronautical 868,980 Airport - Non Aeronautical 9,162,823 General Fund Sub-Fund: Cultural Arts Center 61,664 Telephone Replacement 22,290 Parks and Recreation 328,640 Data Communications Replacement 10,331 Transit 53,627 Radio Replacement 29,675 Water 165,127 PC Replacement 146,317 Sanitation 1,320,771 Sewer 140,000 Special Revenue Fund: Emergency Medical Service 9,624 Street Lighting Assessment District 72,500

Enterprise Fund: Sanitation 1,342,777 Water 147,000 Internal Service Fund: Sewer 140,000 Self Insurance 7,069 Fleet Services 18,221 Internal Service Fund: Fleet Services

Capital Project Fund: Special Revenue Fund: Cultural Arts Center 50.000 Gov. Cable Communications 108,000 Recreation Fund (Toyota Sports Complex) 255,754 Meadow Park Parking Lot 11,000 Meadow Park Parking Lot Projects 11,000 Cable TV Public Access 3,921 $ 12,259,467 $ 12,259,467

Trust Fund: Redevelopment Obligation $ 25,945 Redevelopment Successor Agency $ 25,945

Total Transfers $ 42,145,218 $ 42,145,218 72 PERSONNEL SUMMARY

2014-15 Adopted 2015-16 Adopted 2016-17 Adopted 2018 2017-18 Adopted 2018-19 Adopted {7-1-171 2018-19 Amended General Other General Other General Other Actual General Other General Other General Other Fund Funds Fund Funds Fund Funds (1/1/18) Fund Funds Fund Funds Fund Funds

City Council 7.0 7.0 7.0 7.0 7.0 7.0 7.0 City Allomey 12.5 12.6 12.6 11.0 12.6 12.6 12.6 City Clerk 9.0 9.0 9.0 7.0 9.0 9.0 9.0 City Treasurer 7.0 7.0 7.0 3.7 7.0 7.0 4.0 City Manager 15.0 15.0 15.0 15.0 15.0 15.0 15.0 Cable Television 17.3 18.3 18.3 18.7 21.3 21.3 21.3 Civil Service 3.8 3.8 3.8 2.4 3.3 3.3 3.3 Commun. & Info. Tech. 40.5 40.5 40.5 41.5 42.0 42.0 42.0 Community Development 56.0 5.5 56.5 5.0 56.5 5.0 66.7 64.5 5.0 64.5 5.0 64.5 5.0 Community Svcs .• Full Tim 105.1 18.8 105.1 18.8 109.3 18.8 114.0 109.1 18.8 109.1 18.8 109.1 18.8 Community Svcs .• Recurre 46.5 76.4 46.5 76.8 43.5 77.4 63.4 43.5 77.4 43.5 77.4 42.6 78.3 Finance 45.5 44.0 44.0 44.1 44.0 44.0 47.0 Fire 113.5 50.0 113.5 50.0 113.5 51.0 155.2 113.0 50.5 113.0 50.5 115.0 50.5 General Services 55.0 55.0 55.0 56.0 56.0 56.0 56.0 CAC' - full time 9.5 9.5 9.5 9.0 9.5 9.5 9.5 CAe· . recurrent 17.8 17.8 17.8 7.6 17.8 17.8 17.8 Airport 9.5 9.5 9.5 9.0 9.5 9.5 9.5 Fleet 32.5 34.5 34.5 32.2 34.5 34.5 34.5 Human Resources 13.2 13.7 13.7 12.8 14.7 14.7 14.7 Police· full time 334.3 5.0 336.8 4.0 338.8 4.0 313.0 338.8 4.0 338.8 4.0 336.8 4.0 Police· recurrent 13.0 13.0 13.0 8.6 13.0 13.0 13.0 Public Works 102.5 102.5 103.5 113.8 103.5 103.5 103.5 Sanitation 42.4 42.4 42.4 32.0 42.4 42.4 42.4 Water 41.4 43.4 43.4 31.0 43.4 43.4 43.4 Sewer 20.2 20.2 22.2 21.0 22.2 22.2 22.2 Transit 150.3 156.3 167.3 132.0 168.8 168.8 168.8

Total full time positions 919.9 402.4 922.0 411.9 929.2 425.9 1,248.1 939.5 429.9 939.5 429.9 939.5 429.9 Total recurrent positions 59.5 94.2 59.5 94.6 56.5 95.2 79.6 56.5 95.2 56.5 95.2 55.6 96.1

Total 979.4 496.6 981.5 506.5 985.7 521.1 1,327.7 996.0 525.1 996.0 525.1 995.1 526.0

City Total 1,476.0 1,488.0 1,506.8 1,327.7 1,521.1 1,521.1 1,521.1

'Cultural Arts Center

73 Personnel Vacancies as of April 1, 2018

DEPARTMENT FUND VACANCY NUMBER

City Clerk General Fund Deputy City Clerk I 1.0

City Manager - Cable Enterprise Fund Announcer 1.0 Enterprise Fund Production Assistant 1.0 Enterprise Fund Staff Assistant (Interactive Communication Officer) 0.5

City Attorney General Fund Deputy City Attorney 1.0

City Manager - Human Resources General Fund Human Resources Senior Management Associate 1.0

City Treasurer General Fund Account Clerk 1.0

Comm. & Info Technology (CIT) General Fund IT Analyst 1.0 General Fund IT Specialist 1.0

Community Development General Fund Structural Plans Examiner 1.0 General Fund Permit Technician I 2.0 General Fund Planning Associate 1.0 General Fund Engineering Technician I 1.0 General Fund Office Assistant 1.0 General Fund Associate Engineer 1.0 General Fund Assistant Building Regulations Manager 1.0

Community Services General Fund Library Page 2.0 General Fund Library Technician 2.5 General Fund Librarian 0.5 General Fund Senior Library Technician 3.0 General Fund Program Coordinator (Park Ranger Supervisor) 1.0 General Fund Program Coordinator (Special Needs Recreation Programs) 1.0 General Fund Lead Maintenance Worker 2.0 General Fund Senior Library Page 2.0

Finance General Fund Claims Technician 1.0 General Fund Office Assistant 1.0

Fire Safety Firefighter 14.0

General Services General Fund Mechanic 1.0 General Fund Custodian 3.0 General Fund Facility Operations Chief 0.5

Police General Fund Police Records Technician 3.0 General Fund Juvenile Counseling Intern (Diversion) 1.0 General Fund Admin Analyst - Tier I (Crime Intel Analyst - S.LD.) 1.0 General Fund Police Operations Supervisor (Animal Control) 1.0 General Fund Police Operations Supervisor (Records) 1.0 General Fund Public Safety Dispatcher 2.0 General Fund Police Services Officer 1.0 Safety Police Officer Recruit 8.0 Safety Police Captain 1.0 Safety Police Lieutenant 1.0 Safety Police Sergeant 1.0

Public Works General Fund Assistant Engineer 1.0 General Fund Engineering Technician I 1.0 General Fund Water Systems Operator III 1.0 General Fund Administrative Assistant 1.0 General Fund Associate Engineer 1.0 General Fund Traffic Signal Technician 1.0 General Fund Water Operations Supervisor 1.0 General Fund Maintenance Worker (Streetscape) 2.0

74 Personnel Vacancies as of April 1, 20 18 (continued)

Transit Enterprise Fund Transit Supervisor 5.0 Enterprise Fund Bus Operator 18.0 Enterprise Fund Equipment Attendant 2.0 Enterprise Fund Relief Bus Operator 4.0 Enterprise Fund Admin Analyst 1.0

Total 111.0

Vacancies Summary: Safety 25.0 General Fund 53.5 Enterprise Fund 32.5 Total 111.0

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77 REVENUE PROJECTION DETAIL GENERAL FUND 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2nd Yr. 2018-19 Description Actual Actual Actual Adopted (as of 7/2017) Amended Summary Property Taxes 44,795,062 46,229,423 47,860,086 49,647,912 51,362,295 51,362,295 Sales Tax 43,740,631 48,254,977 50,132,686 54,682,178 57,738,762 57,738,762 Other Taxes 59,914,372 57,717,623 60,297,252 65,313,807 66,945,657 66,545,657 Licenses and Permits 2,741,240 2,953,518 3,497,208 3,444,215 3,507,454 3,507,454 Grants and Subventions 2,969,517 1,685,909 1,315,581 1,380,000 1,380,000 1,360,000 Fines and Forfeitures 1,245,062 1,558,573 1,151,651 1,330,000 1,330,000 1,850,000 Use of Money and Property 3,228,478 3,593,502 1,796,996 3,663,714 3,734,496 3,294,456 Charges for Services 5,255,297 5,548,206 5,889,504 6,713,521 6,824,425 6,844,425 Other Revenues 19,481,921 17,118,002 12,613,719 11,052,031 10,998,923 10,988,263 Non-Recurring Revenues

Total General Fund Revenues 183,371,580 184,659,733 184,554,683 197,227,378 203,822,012 203,491,312

Detail Property Taxes Secured 29,075,299 30,009,242 30,219,587 32,330,437 33,622,298 33,622,298 VLF Swap 12,233,844 12,667,233 12,929,703 13,368,251 13,769,299 13,769,299 Unsecured 1,230,670 1,233,444 2,179,962 1,278,200 1,278,200 1,278,200 Supplemental 729,411 858,033 765,046 545,900 545,900 545,900 Redemptions 484,120 422,242 410,106 966,400 966,400 966,400 Real property transfer 741,530 757,786 892,676 715,824 737,298 737,298 Aircraft assessment 149,744 131,884 324,927 185,400 185,400 185,400 Penalties and interest 150,444 149,559 138,079 257,500 257,500 257,500 Total Property Taxes 44,795,062 46,229,423 47,860,086 49,647,912 51,362,295 51,362,295

Sales Taxes 43,740,631 48,254,977 50,132,686 54,682,178 57,738,762 57,738,762 Other Taxes Utility Users 32,038,113 29,078,293 30,687,074 34,186,065 34,844,186 34,244,186 Business Licensing 8,796,808 8,857,367 9,249,818 10,012,132 10,361,200 10,361,200 Occupancy 10,529,084 11,918,604 12,014,738 12,388,839 12,822,449 12,822,449 Prop 172 Saies Tax 1,525,064 1,544,573 1,585,141 1,671,673 1,721,823 1,721,823 Franchise payments 5,257,991 4,611,507 4,953,499 5,957,833 6,076,989 6,076,989 Construction 1,754,593 1,698,996 1,800,207 1,087,265 1,109,010 1,309,010 Oil Severance 12,719 8,283 6,775 10,000 10,000 10,000 Total Other Taxes 59,914,372 57,717,623 60,297,252 65,313,807 66,945,657 66,545,657

Licenses and Permits Construction permits 2,601,566 2,817,382 3,364,077 3,276,726 3,336,615 3,336,615 Other licenses and permits 139,674 136,136 133,131 167,489 170,839 170,839 Total LIcenses and Permits 2,741,240 2,953,518 3,497,208 3,444,215 3,507,454 3,507,454

Grants and Subventions Motor vehicle licenses 61,477 59,888 65,932 Gasoline tax 1,040,000 1,040,000 1,040,000 1,040,000 1,040,000 1,040,000 State homeowner prop tax 216,169 208,864 200,393 250,000 250,000 250,000 Other state revenues 1,651,871 377,157 9,255 90,000 90,000 70,000 Total Grants and Subventions 2,969,517 1,685,909 1,315,581 1,380,000 1,380,000 1,360,000

78 SIGNIFICANT CHANGE/PROJECTION ASSUMPTIONS - General Fund

Property Tax Projected budget for 2018-19 reflects a 3.5% increase over fiscal year 2017-18 budget. The increase represents a change in the local economy in housing sales and home prices.

Sales Tax Sales tax revenues in 2018-19 are projected to be approximately 5.6% greater than fiscal year 2017-18 budget projection. Sales tax revenues are directly impacted by the economy. 30 additional stores under construction at the local mall along with Ganahl Lumber sales picking up, and a few high end auto dealerships is projected to increase the sales tax base.

Utility User's Tax The tax rate for electricity, telecommunications, gas and cable is 6.5%. The rate for water is 6%. The projected increase of 0.2% in fiscal year 2018-19 relates the decrease in Telcom/Cellular revenues and electricity usage, partly due to users' conservation attempts (solar) and partly due to emissions credits offered by So. Cal. Edison.

Business License Tax This revenue source is projected to increase by 3.5% in fiscal year 2018-19. In 2018-19 the City will match data with the Franchise Tax Board to assist businesses in obtaining new business licenses.

Occupancy Tax Occupancy tax revenues are being increased by 3.5% to reflect a recovery in the economy resulting in increases in consumer spending, business travel and tourism. Additionally, the increase adjust the budget to align it more closely to the activities of the occupancy market.

Prop 172 Sales Tax This revenue which is sensitive to the economy is projected to grow slightly by 3%.

Franchise Payments - Other This revenue source is being projected to increase 2.0% for fiscal year 2018-19.

Construction Tax

It is projected that the construction industry will continue to improve, and is being projected to increase by 20.4% for fiscal year 2018-19 budget.

Oil Severance Tax This revenue remains constant and is not being changed for fiscal year 2018-19 .

Licenses and Permits This revenue source is projected to reflect a 1.8% increase for fiscal year 2018-19 budget. New construction activity for phase two and three of the local mall is the primary source for the anticipated increase in permit fees.

Motor Vehicle Licenses

This revenue source was discontinued in 2012-13 by the State.

79 REVENUE PROJECTION DETAIL GENERAL FUND 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2nd Yr. 2018-19 Description Actual Actual Actual Adopted (as of 7/2017) Amended Fines and Forieitures General court fines 890,669 1,264,040 908,662 850,000 850,000 1,370,000 Traffic fines 354,393 294,533 242,988 480,000 480,000 480,000 Total Fines and Forfeitures 1,245,062 1,558,573 1,151,651 1,330,000 1,330,000 1,850,000

Use of Money and Property Investment earnings 804,185 875,840 688,487 1,254,340 1,254,340 810,000 Rents and royalties 2,079,260 2,078,755 2,089,673 2,409,374 2,480,156 2,484,456 Franchise payments 345,033 638,907 (981,165) Total Use of Money and Property 3,228,478 3,593,502 1,796,996 3,663,714 3,734,496 3,294,456

Charges for Services Indirect charges Construction related fees 2,144,147 2,403,038 2,828,514 3,576,892 3,667,702 3,667,702 Engineering fees 250,293 246,548 287,508 269,248 277,326 277,326 Police Department services 625,845 527,521 473,409 604,935 616,440 637,840 Fire inspection fees 1,364,353 1,536,285 1,441,254 1,402,446 1,402,957 1,402,957 Other charges 201,263 202,604 213,878 221,100 221,100 219,700 Library fines and fees 136,923 113,729 108,694 136,200 136,200 136,200 Recreation Processing/Facility Fees 532,473 518,481 536,248 502,700 502,700 502,700 Total Charges for Services 5,255,297 5,548,206 5,889,504 6.713,521 6,824,425 6,844,425

Other Revenues Contributions Other revenue 10,488,192 924,625 2,597,546 697,100 697,100 521,440 Transfers-in 8,993,729 16,193,377 10,016,173 10,354,931 10,301,823 10,466,823 Total Other Revenues 19,481,921 17,118,002 12,613,719 11,052,031 10,998,923 10,988,263

Total General Fund Revenues 183,371,580 184,659,733 184,554,683 197,227,378 203,822,012 203,491,312

The General Fund is used to account for financial resources applicable to the general government operations of the Ctty of Torrance, which are not required to be accounted for in another fund.

80 SIGNIFICANT CHANGE/PROJECTION ASSUMPTIONS - General Fund (Continued)

Fines and Forfeitures This revenue source is expected to increase by 61.2% for fiscal year 2018-19 due to a change in accounting treatment of parking citations. Previously parking citation revenue was reported net of amounts owed to the County and the parking citation processing vendor. Starting FY 2018-19 revenue and expenses will be booked separately. The budget for Data Ticket and L.A. County have been increased accordingly.

Investment Earnings Interest income is expected to decrease by 35.4% for 2018-19 due to the discontinuation of interest received from the Water Fund (account 0504 Interest Advances).

Rents and Royalties This revenue is projected to grow by 3.1% in fiscal year 2018-19.

Waste Hau/ers Franchise This revenue source, has been consolidated with the general franchise tax mentioned above. Waste Haulers Franchise is expected to remain relatively constant for fiscal year 2018-19.

Charges for Services This revenue source represents general government charges for an array of services such as permits, engineering fees, fire service charges, etc. This revenue source is projected to increase by 1.9% due to the increase in construction activities anticipated for 2018-19.

Operating Transfers This revenue source is relatively stable and varies based on internal transfers from fund to fund.

81 GENERAL FUND TOTAL REVENUE Actual vs. Constant Dollars*

Millions / $200 I III Actual [IIJ Constant $

$150

$100

$50

/ 7 $0 V II I 76 78 80 82 84 86 88 90 92 94 96 98 '00 '02 '04'06'08 '10'12 '14'16

Fiscal Year End

Actual average annual growth rate of 5.0%. Constant dollars (real growth) average annual growth rate of 1.1% *Constant dollar figure adjusts for inflation using CPI (base year = 1976).

82 TOP GENERAL FUND REVENUES Actual vs. Constant Dollars"

SALES AND USE TAX UTILITY USERS' TAX Millions Millions

$50 IIActual IIIConstant $40 $45 $35 $40 $30 $35 $25 $30 $25 $20 $20 $15 $15$10 t:~~~::::;;;~~~~~~~~~~~1 $10 $5 $5 $0 $0 1':...,.."··r· ,··-·r-~··_"--_··--r···'--·__·"--""···T···-r--·,··_·--·-·....,.--,_._..,-~ 76 80 84 88 92 96 '00 '04 '08 '12 '16 76 80 84 88 92 96 '00 '04 '08 '12 '16

Fiscal Year End Fiscal Year End

Actual average annual growth rate of 4.9% Actual average annual growth rate of 4.8% Constant dollars (real growth) average annual growth rate of 1.1% Constant dollars (real growth) average annual growth rate of 0.9%

SECURED PROPERTY TAX BUSINESS LICENSE TAX

Millions Millions

$35

$30

$25

$20

$15

$10

$5

$0 76 80 84 88 92 96 '00 '04 '08 '12 '16 76 78 80 82 84 86 88 90 92 94 96 98 '00'02'04'06'08'10'12'14'16

Fiscal Year End Fiscal Year End

Actual average annual growth rate of 4.4% Actual average annual growth rate of 4.9% Constant dollars (real growth) average annual growth rate of 0.6% Constant dollars (real growth) average annual growth rate of 1.0%

*Constant dollar figure adjusts for inflation using CPI (base year = 1976)

83 TOP GENERAL FUND REVENUES Actual vs. Constant Dollars*

MOTOR VEHICLE TAX OCCUPANCY TAX

Millions Millions

$12 $8 .J •Actual [] Constant $ ///

$6 $8

$4 $6

$4

$2

$2 $0 k=::::~~~~:::~~ •. $0 t~;;;~~~~;~~;~=~~;~~ 76 78 80 82 84 86 88 90 92 94 96 98 '00'02'04'06'08'10'12'14'16

Fiscal Year End Fiscal Year End

Actual average annual growth rate of -7.5% Actual average annual growth rate of 11.4% Constant dollars (real growth) average annual growth rate of -10.8% Constant dollars (real growth) average annual growth rate of 7.3%

Note - during FY 1982-84,the State reduced subventions to cities which were subsequently reinstated. In 2004-05 the State replaced $7.8 million of Motor Vehicle Tax with property tax revenue.

SALES, UTILITY USERS', SECURED PROPERTY, BUSINESS LICENSE, MOTOR VEHICLE, AND OCCUPANCY TAXES

Millions

$140 .L__.•_~~tu._a.1__ [.)C_o.ns.t.a.n.t.$__ $120 '

$100

$80

$60

$40

$20

$0 76 78 80 82 84 86 88 90 92 94 96 98 '00 '02 '04 '06 '08 '10 '12 '14 '16

Fiscal Year End

Actual average annual growth rate of 4.8% Constant dollars (real growth) average annual growth rate of 0.9%

*Constant dollar figure adjusts for inflation using CPI (base year = 1976).

84 Secured Property Tax* Allocation of 1% County-wide Tax Rate (in OOO's)

County $49,439 21.7% ------~;~

City $30,985 TUSD,96.6% 13.6% Schools $104,801 46.0%

Special Districts $14,453 6.3% --- EI Camino, 3.4% Water District ------Successor Agency $27,567 ------$683 --- 12.1% 0.3%

* Secured Property Tax - levied on real properties in the City which are secured by liens on the properties.

Note: Allocation based on 2016-17 actual secured property tax of $30,984,634.

Distribution of Property Tax

Schools Assessed Value = $434,000 Successor (TUSD & EI Camino) County 1% Rate $ 4,340 City Agency $1,996 $590 $525 46.0% 13.6% 12.1%

Special County Water Districts $942 District $273 21.7% $13 6.3% 0.3%

85 Sa les Tax AI ocatio 'I DistribuUon of 9.5%~ LA. County Sales Tax Rate (in OOO's)

Co.Tronsp. $13,671 0.25% MIA $109,364 200%

S ote of CA .$273.4 10 Co. Health 5.0% $27,341 0.50%

Public Safety (CA' $27,341 O.50~

Measure H Iorronce $]3,671 $5·t682 '0.25% 1.00%

Based on 2017-18 adopted sales tax of 554.682. 178. Inclusive of IJ 5% increase resulli ng from easure R, an approved LA County Transit measure, Note that a 1% sales tax expired 7/11201 , Ar,so includes 0,25% for Measure H whtch is effec ive 7/112017 and increase of 0,5% for Measure M.

Note - $1,671,'673 of Proposition 172 (Public Safety 0.5% sales tax) funds are bud gleted for 2017-18.

86 THIS PAGE INTENTIONALLY LEFT BLANK

87 REVENUE PROJECTION DETAIL ENTERPRISE FUNDS

2018·19 2014·15 2015·16 2016·17 2017·18 Adopted 2nd Yr. 2018·19 Description Actual Actual Actual Adopted (as of 7/2017) Amended

Airport 12,489,244 12,869,406 12,894,091 12,945,000 12,945,000 13,268,000 Transit 24,659,585 24,794,003 25,361,444 30,529,913 30.529,913 31,907,838 Water 36,188,325 33,778,285 37,212,731 39,153,700 39,153,700 43,853,400 Emergency Medical Services 11,164,964 11,988,394 12,640,158 12,884,747 13,178,947 13,119,464 Sanitation 11,694,956 11,894,556 12,965,486 13,482,161 13,482,161 12,947,322 Cultural Arts Center 1,853,750 2,303,180 2,118,062 2,282,285 2,289,097 2,223,097 Sewer 2,774,162 2,460,821 3,951,911 6,426,896 6,489,766 5,529,965 Parks and Recreation 7,184,817 7,394,412 7,412,523 7,884,564 7,884,564 7,889,064 Total Enterprise Funds 108,009,803 107,483,057 114,556,406 125,589,266 125,953,148 130,738,150

Airport Aeronautical revenues 4,268,944 4,350,361 4,368,077 4,550,000 4,550,000 4,873,000 Non-Aeronautical revenues 8,220,300 8,519,045 8,526,014 8,395,000 8,395,000 8,395,000 Total Airport Revenues 12,489,244 12,869,406 12,894,091 12,945,000 12,945,000 13,268,000

Transit Total Transit Revenues 24,659,585 24,794,003 25,361,444 30,529,913 30,529,913 31,907,838

Water Water sales 36,001,412 33,447,037 36,974,091 38,948,700 38,948,700 43,562,000 Other 186,913 331,248 238,640 205,000 205,000 291,400 Total Water Revenues 36,188,325 33,778,285 37,212,731 39,153,700 39,153,700 43,853,400

Emergency Medical Services Fee revenue 900,674 1,243,772 1,092,880 1,023,000 1,023,000 1,280,000 General fund subsidy 10,264,290 10,744,622 11,547,278 11,861,747 12,155,947 11,839,464 Total Emergency Medical Services 11,164,964 11,988,394 12,640,158 12,884,747 13,178,947 13,119,464

Sanitation Fee revenue 11,694,956 11,894,556 12,965,486 13,482,161 13,482,161 12,947,322 Other Total Sanitation Revenues 11,694,956 11,894,556 12,965,486 13,482,161 13,482,161 12,947,322

Cultural Arts Center Fee and donation revenue 1,048,229 1,043,819 1,126,920 1,226,764 1,233,576 1,167,576 General fund subsidy 805,521 1,259,361 991,142 1,055,521 1,055,521 1,055,521 Total Cultural Arts Center Revenues 1,853,750 2,303,180 2,118,062 2,282,285 2,289,097 2,223,097

Sewer Fee revenue 2,730,528 2,412,566 3,927,160 6,376,896 6,439,766 5,474,965 Other 43,634 48,255 24,751 50,000 50,000 55,000 Total Sewer Revenues 2,774,162 2,460,821 3,951,911 6,426,896 6,489,766 5,529,965

Parks and Recreation Fee and donation revenue 4,697,608 4,771,931 4,817,383 5,289,424 5,289,424 5,293,924 General fund subsidy 2,487,209 2,622,481 2,595,140 2,595,140 2,595,140 2,595,140 Total Parks & Recreation Revenues 7,184,817 7,394,412 7,412,523 7,884,564 7,884,564 7,889,064

The Enterprise Funds are used to account for City operations that are financed and operated in a manner similar to private business enterprises. The intent of the City in using this type of fund is to see that the costs (expenses, including depreciation) of providing these services to the general public on a continuing basis are financed or recovered primarily through user charges.

88 SIGNIFICANT CHANGE/PROJECTION ASSUMPTIONS - Enterprise Funds

A/RPORT Revenues are projected to increase 2.5% in fiscal year 2018-19. Sales tax revenues derived from land rental agreements will grow as the economy recovers.

TRANSIT Revenues projected to increase by 4.5% due primarily to line 4 expansion in fiscal year 2018-19.

WATER Water revenues are projected to remain constant.

EMERGENCY MEDICAL SERVICES

The increase in revenues represents an increase in General Fund subsidies for Emergency Medical Services. SANITATION The Sanitation Fund revenues are projected to decrease 4.0% due to reduced recycling revenues.

CUL TURAL ARTS CENTER This revenue source is being reduced to reflect a slight decrease in the facility usage.

SEWER The Sewer Fund revenues is projected to decrease by 14.0% in 2018-19 as result of reduced water use.

PARKS AND RECREA nON Revenues projected to remain level for fiscal year 2018-19.

89 REVENUE PROJECTION DETAIL INTERNAL SERVICE FUNDS

2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2nd Yr. 2018-19 Description Actual Actual Actual Adopted (as of 7/2017) Amended

Fleet Services 6,730,881 5,396,923 6,183,398 6,113,548 6,113,548 6,085,548 Self Insurance 6,492,000 8,090,032 4,949,404 4,994,153 5,094,153 5,094,153 Total Internal Service Funds 13,222,881 13,486,955 11,132,802 11,107,701 11,207,701 11,179,701

Fleet Services Operating revenues 6,171,095 5,125,729 5,235,420 5,788,108 5,788,108 5,760,108 Non-Operating revenues and transfers in 559,786 271,194 947,978 325,440 325,440 325,440 Total Fleet Services Revenues 6,730,881 5,396,923 6,183,398 6,113,548 6,113,548 6,085,548

Self Insurance Operating revenues 2,711,663 2,530,032 2,489,404 2,434,153 2,434,153 2,434,153 Operating transfers in 3,780,337 5,560,000 2,460,000 2,560,000 2,660,000 2,660,000 Total Self-Insurance Revenues 6,492,000 8,090,032 4,949,404 4,994,153 5,094,153 5,094,153

The Internal Service funds are used to account for financing of goods or services provided by one City department to other departments of the City and to other governmental units on a

SIGNIFICANT CHANGEIPROJECTION ASSUMPTIONS - Internal Service Funds

Fleet Services Fund This fund is projected to decrease by <0.5%> due to lower investment earnings.

Self-Insurance Fund Workers' Compensation and Unemployment Insurance reimbursements This fund is reflecting higher revenues due to an increase in operating transfers to enhance the cash balance for future claims.

90 REVENUE PROJECTION DETAIL EXTERNAL FUND and DEBT SERVICE FUNDS

2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2nd Yr. 2018-19 Description Actual Actual Actual Adopted (as of 7/2017) Amended

Home Improvement Employ Program Section 8 Rental Assistance 6.121.772 6.231.500 6,498.091 6,465.000 6,465.000 6,575,000 Rehabilitation Loan Program (HCD) Downtown RDA Successor Agency 3,073,900 3,380,259 3,628,647 2,828,860 2,828,860 3,252,546 RDA Successor Agency - Housing Redev. Meadow Park Parking Lot 36,089 36,089 37,339 38,145 38,145 38,145 Government Cable Communications 1,804,984 2,113,047 1,896,176 2,079,800 2,079,800 1,830,500 Cable TV Public Access 243,643 388,758 406,963 424,312 424,312 404,523 Cable TV Public Educ. Government 354,457 407,393 374,953 370,000 370,000 350,000 Animal Control 380,049 399,855 447,731 604,455 610,961 597,689 Police Inmate Welfare Fund 10,000 10,000 10,000 Street Lighting District 2,819,304 2,968,832 2,813,487 3,182,377 3,182,377 3,196,503 Vanpool/Rideshare 210,549 203,207 203,958 285,755 285,755 287,739 Air Quality Management 184,811 189,763 192,414 185,000 185,000 185,000 Capital Improvements Gas Tax 1,040,000 1,040,000 1,040,000 Prop. C 1,471,755 1,471,755 1,480,739 Public Property Financing 3,731,209 3,727,550 28,852,667 3,901,794 3,889,031 3,777,063 Total External Funds 18,960,767 20,046,253 45,352,426 22,887,253 22,880,996 23,025,447

Industrial Redevelopment Total Redevelopment Revenues

SUCCESSOR REDEVELOPMENT AGENCY

Successor Agency Low Mod 15,125 15,696 70,874 18,200 18,200 64,445

Successor Agency Debt Service Fund Obligation Retirement Fund Downtown 580,050 755,204 776,716 720,350 720,350 711,600 Industrial 2,209,299 2,040,936 2,074,454 2,090,310 2,090,310 2,476,501 Skypark 269,426 568,423 706,603 3,058,775 3,364,563 3,557,773 2,810,660 2,810,660 3,188,101

Public Property Financing 1995,1998 & 2004A&B COP Refunding $3,730,191 $3,727,550 $28,852,667 $3,901,794 $3,889,031 $3,777,063 Total Revenues 3,730,191 $3,727,550 28,852,667 3,901,794 3,889,031 3,777,063

Animal Control Fee revenue 274,856 241,680 235,649 314,000 314,000 274,000 General fund subsidy 105,193 158,175 212,082 290,455 296,961 323,689 Total Animal Control Revenues 380,049 399,855 447,731 604,455 610,961 597,689

91 THIS PAGE INTENTIONALLY LEFT BLANK

92

I CITY ATTORNEY I

Mission Statement: To provide the City Council and City Departments with the highest quality legal services in a professional and timely manner. We are committed to serving the public fairly and just/yo

I DEPARTMENT ORGANIZATION I

City Attorney

CRIMINAL CIVIL GENERAL SUPPORT ADMINISTRATIVE PROSECUTION LITIGATION City Attorney

MISSION STATEMENT

The Office of the City Attorney will provide the City Council and City Departments with the highest quality legal services in a professional and timely manner. We are committed to serving the public fairly and justly.

FUNCTIONAL RESPONSIBILITIES

The function of the City Attorney's Office is to advise the City Council, the City, the Successor Agency to the former Redevelopment Agency, and all officers and employees in matters of law related to their offices and duties; to appear in court, or to otherwise provide legal counsel for the City officials, City employees, Successor Agency to the Former Redevelopment Agency officials or employees, in matters to which the City or the Agency is a party; to prepare various legal documents, ordinances, resolutions, letters or opinions for the City or the Agency; to prosecute all misdemeanors or infractions occurring within the City limits; to attend various meetings, seminars and conferences to meet with other attorneys or experts in order to stay abreast of current law, trends, problems and processes to protect the City, the Agency and officers and employees, and to better advise them.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Division/Program Title Actual Actual Actual Adopted (Asof7/2017) Amended Direction and Control $ 683,847 $ 674,622 $ 686,595 $ 726,907 $ 740,510 $ 662,791 Civil Litigation 792,933 907,461 875,375 852,476 867,179 864,354 Criminal Prosecution 490,760 580,168 555,008 559,292 568,995 571,481 General Support 364,900 380,737 369,891 351,079 356,782 357,860 Nat. Pol. Disch. Elim. System (NPDES) 25,000 25,000 25,000 General Fund Total $ 2,332,440 $ 2,542,988 $ 2,486,869 $ 2,514,754 $ 2,558,466 $ 2,481,486

General Fund Revenues $ - $ - $ - $ - $ - $

EXPENDITURES

$1 ,500,000 ---~ ~------1. ~H~~:~~~$1 ,000,000 ---~ $500,000 [II III I il $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

City Attorney

$1,000,000 $900,000 g2014:151 $800.000 D2015-16 $700,000 $600,000 132016-17 $500,000 :: ~;~ - §'-l------.-,nn{I_· •••~~~t::::J7,~,f51~=~.•.10~======j $400,000 El2017-18 $300,000 ':'. != : I'.: ,I, - ''\Ir-~''l::~'~ ,'1:=i-=~~1;'Fx:'§r=~~======j 02018-19 $200,000 :: §:~ :::'~:~ ::. ~:r,,'~l------1_~"'ollll,:,'.El.:.·:.~"N'l'~...-_.--_-__-._-_--__-__-_._-_.----1__ $100,000 :' ~ :K'- ::: '~:0: ': . ==:: ~~"I- 1!iJ2018-19 I $0 x ...-. -~ Direction and Control Civil Litigation Criminal Prosecution General Support NPDES

94 D' PAR '1~ 'r n nn .T,G. ERA'

21H4·15 _Ol ·'6 2016-]7 201 19 cl\ml ciual Amended

2.112.092 2.271.700 2.247. 22 _._31.)rnl \I~nillll: 2.995 716 545 5.700 · ttlati~"!i- Total 2.115.ltG 2.272.500 2.2.47.967 2.23 008 • tIlmi _ ·Re~mbul"Sem~nl (14.<12) ( 7. 7) { ~.769} 90,1 ) Sal ni • Labor Chaeges S. laric_ • Total cl 2.]90.544 2.11 ,447 'Ilppl ic and er ices 675)22 6 .039 Capilal ~.tli)' General Fund Total

VEPAIUi'otE T B D ET

• IlalJ"ic~lind Elllrlo)'~-eBelldia ,I 11")' Acne'lil Rciml ursemenu tll[~lJ"ii" •• 'u?!p1ies and aillle~l.nce Prole lonal 'crvl-ce Conlm t 226.02t'i Travel, Training 8:. i1cmbc:rship Due ' 20. 05 Liabil hies Oihcr In lU:ancc 4.1)90 Inlerdef)3r1l11en:tal eh. rges .5 .2_ Capital cqui jtion~ .724 Reimbllrs meni from Other Fund Opcr-dling Transfers Oul General Fund Tota]

Cit torne tudge b ategor (General U nd)*

• a1. eie • 'Iota I 04%

Liabil hie (Othcr lnsu rilrt\.1C 0.4%

I'r fc 'lOll I er ices ,1%

Inrerdepanreemal Ch, _. % Adopied Budget. '------

95 CITY ATTORNEY DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of 712017) Amended City Attorney 1.0 1.0 1.0 1.0 1.0 1.0 Assistant City Attorney 1.0 1.0 1.0 1.0 1.0 1.0 Law Office Administrator 1.0 1.0 1.0 1.0 1.0 1.0 Deputy City Attorney III 2.0 2.0 2.0 2.0 2.0 2.0 Deputy City Attorney II 2.0 2.0 2.0 2.0 2.0 2.0 Deputy City Attorney I 1.0 1.0 1.0 1.0 1.0 1.0 Legal Assistant II 2.0 2.0 2.0 Legal Assistant I 2.0 2.0 2.0 Legal Secretary 4.0 4.0 4.0 Office Assistant 0.6 0.6 0.6 0.6 0.6 Typist Clerk 0.5 Total 12.5 12.6 12.6 12.6 12.6 12.6

96 CITY ATTORNEY City Council No. of Employees = 12.6 Work Years

FunctionalOrganizational Chart 2018-19 Proposed

ADMINISTRATIVE

Work Requests Business Management Claims Review Transactional Law Misdemeanor Prosecution Finance, Personnel & Tort Litigation Land Management Code Enforcement General Administration Civil Rights  Planning Commission Police Coordination Strategic Planning

I ,r------~ i I Systems I Analyst I • Legal i Assistant II 1.0 r---- I Budgeted in Comm. & I Info. Tech. Dept .. reports I to City Attomey's Office

Legal Assistant I 2.0

r---- I BUdgeted in City I Attomey's Office. reports I to City Manager's Office. THIS PAGE INTENTIONALLY LEFT BLANK

98 -

I CITY CLERK I

Mission Statement: To be the driver for open and transparent government, caretaker and custodian of public records, steward for the elections process and ambassador to and the conduit for the democratic processes of the City. We balance the public's need to know with the individual's right to privacy.

I DEPARTMENT ORGANIZATION I

City Clerk

COUNCIL COMMISSION ADMINISTRATION RECORDS SUPPORT SUPPORT City Clerk

MISSION STATEMENT

The mission of the City Clerk's Office is to be the driver for open and transparent government, caretaker and custodian of public records, steward for the elections process and ambassador to and the conduit for the democratic processes of the City. We balance the public's need to know with the individual's right to privacy.

FUNCTIONAL RESPONSIBILITIES

The City Clerk is the custodian of City records and keeper of the City Seal. The City Clerk is the agent for service oflegal processes and accepts claims in actions against the City, administers oaths or affirmations, maintains the City's Records Retention Schedule, and serves as Clerk of the City Council. The City Clerk is elected by the people and is responsible to the voters. The City Clerk is the City's Election Officer and as such conducts municipal elections. The City Clerk is the filing officer for the City for Conflict of Interest and Campaign Statement Forms. The City Clerk's Office also provides minute secretarial services for City Council and advisory commission meetings, maintenance of the Municipal Code and conducts the opening ofa11 formal City bids.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Division/Program Title Actual Actual Actual Adopted (As of 7/201 7) Amended Direction and Control $ 174,913 $ 199,745 $ 204,901 $ 191,092 $ 194,492 $ 194,192 City Documents and Admin. Records 773,619 739,180 745,961 899,455 913,964 947,572 Special Services 26,132 1,780 453 1,200 1,200 1,200 Citizen Participation in Elections * 11,379 194,051 6,126 160,000 10,000 10,000 General Fund Total $ 986,043 $ 1,134,756 $ 957,441 $ 1,251,747 $ 1,119,656 $ 1,152,964

General Fund Revenues $ 5,593 $ 3,848 $ 3,871 $ 7,800 $ 7,800 $ 7,800

Note: Negative amounts reflect actual expenditures which were less than budgeted reimbursements.

* Elections are held on even numbered years.

EXPENDITURES

• City Clerk

$1,400,000

$1,200,000

$1,000,000

$800,000

$600,000

$400,000

$200,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

100 City Clerk

$1,000,000

$900,000

$800,000 g2014-15

$700,000 &12015-16 02016-17 $600,000 III2017-18 $500,000 02018-19 ~2018-19 $400,000

$300,000

$200,000

$100,000

$0 Direction and Control City Documents and Admin. Special Citizen Participation in Elections Records Services

Note - reimbursements for minute secretary flat rate costs reflect anticipated expenditures that currently exceed budgeted costs.

DEPARTMENT BUDGET (GENERAL FUND) 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of 7120 17) Amended

Salaries $ 786,915 $ 774,636 $ 797,201 $ 913,844 $ 930,744 $ 955,944 Overtime 2,607 3,737 3,848 2,500 2,500 2,800 Salaries - Total 789,522 778,373 801,049 916,344 933,244 958,744 Salaries - Reimbursements (275) Salaries - Labor Charges 2,805 Salaries - Total Net 789,522 778,098 803,854 916,344 933,244 958,744 Supplies and Services 196,521 356,658 153,587 335,403 186,412 194,220 Capital Outlay General Fund Total $ 986,043 $ 1,134,756 $ 957,441 $ 1,251,747 $ 1,119,656 $ 1,152,964

DEPARTMENT BUDGET 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of7/2017) Amended

Salaries and Employee Benefits $ 789,522 $ 778,373 $ 803,854 $ 916,344 $ 933,244 $ 958,744 Salary & Benefit Reimbursements (275) Materials, Supplies and Maintenance 55,678 37,697 31,709 40,914 40,914 42,414 Professional ServiceslContracts 54,592 228,972 29,810 191,414 41,414 41,414 Travel, Training & Membership Dues 2,731 4,804 6,466 13,630 13,630 13,630 Liabilities & Other Insurance 2,454 2,454 2,454 5,703 5,703 5,703 Interdepartmental Charges 73,557 75,057 75,857 77,385 78,394 76,794 Capital Acquisitions Reimbursements from Other Funds Operating Transfer Out 7,509 7,674 7,291 6,357 6,357 14,265 General Fund Total $ 986,043 $ 1,134,756 $ 957,441 $ 1,251,747 $ 1,119,656 $ 1,152,964

101 lty lerk Budget b atego

(. I eneral .' und)*

atanes - Tolal 'ct 73.2%

Liiabiliti .tlJler lnsurance 0,% lllteJdepmmmla! CIJI~gc 6,7%

Eft ME 20U·-19 2014·1 S 2015-]6 20]6-]7 20l -18 Adopted 201 -19 l"osition Title At pted Adrplcd AdeplCd Atlogtcd (As of 1201?) Amcndcd Cit Clerk 1.0 1.0· 1.0 1.0 1.0 1.0 De-pili. ' Cit ' Clerk III 1.0 DCpUl' ]l ' ler]; 1.0 1.0 1.0 1.0 1.0 [)qll.u' ill' . krk II 2_0 Hccord Man llcrncrll upt'rvisor Ul 1.0 10 Record M ana,gcmcnl Coordinator 1.0 1.0 Deputy Cit)' Clerk I 20 dminislrati ssislanl ~,O .0 3_0 3_0 K"lill)' J.O Record MllniLgemcnI , r ialiM 1.0 10 Ul 1.0 Office Assistant J.O 2_0 ::itO 2.0 20 Typisl Clerk 3.0 Tma! 9,0 9,0 9,0 9_0 9_0 9JI

102 CITY CLERK Electorate I No. of Employees = 9.0 Work Years

Functional Organizational Chart City Clerk 1 2018-19 Proposed

Deputy Oty Clerk III 1

I 1 RECORDS ) ADMINISTRATION ) LEGISLATIVE/ELECTlO~

All Public Records Act Requests Timekeeping Agenda Preparation & Distribution Records Management & Operations Invoices/Financial Matters Granicus Support Records Research Boards & Commission Meeting Posting Council Ceremonial Details Records Management & Destruction and Support Council Mi nutes Management of Records Policies & Maddy Act Compliance Resolution & Ordinances Procedures Claims and Appeals Acceplance Community Calendar

 Management ofCity-Wde ECMS .....•. Notices of M eeti ngs & Public Hearings (Electronic Content Management Website Updates/Management o Municipal Code Updates co System) City Hall Central Phone Une Deeds/Recorded Document Processing Front Counterllnformation Council Liaisons Contracts, Leases & Agreements Elections Commission Support Subpoena Processing Bids I I Deputy Oty Offioe Assistant 2 Deputy Oty Clerk II Clerk II 1 I Records Management Deputy Oty Specialist 1 Clerk I 2 THIS PAGE INTENTIONALLY LEFT BLANK

104 e I:: := _.s:a.

City Council

FUNCTIONAL RESPONSIBILITIES

The City Council consists of Mayor and six Council members who are elected by the citizens of Torrance. They serve as representatives at large to establish policy, levy taxes, secure revenues, authorize expenditures, adopt an annual budget and conduct weekly City Council meetings and various workshops and committee meetings.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of7/20 17) Amended Municipal Legis. and Policy Formulation $ 267,472 $ 259,750 $ 260,583 $ 253,480 $ 254,433 $ 254,606 Public Associations 90,165 98,487 100,498 100,068 100,068 100,068 Citizens' Legislative Advisory and Support 82,185 79,985 80,323 120,063 120,063 124,863 Legislative: Comm. and Inter-Agency ReI. 25,623 32,044 51,043 63,410 63,510 63,510 General Fund Total $ 465,445 $ 470,266 $ 492,447 $ 537,021 $ 538,074 $ 543,047

General Fund Revenues $ 5,500 $ 4,000 $ 4,000 $ - $ - $

EXPENDITURES

[ • City Council --_._._ .._--~---_ .._. __ ._---.. -

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

City Council

$300,000 r;;J2014=1Sl !rn2015-16!

:92016-171 CJ2017-18I' ~2018-19

liJ2018-191

Municipal Legis. and Policy Public Associations Citizens' Legislative Advisory and Legislative: Comm. and Inter- Formulation Support Agency ReI.

105 I};P RT 1E T D 'DGET{ F m 2018-19 201 ·15 2015·16 2016-17 Adopted 2018·19 A,(Mi.1 A mal Actual of7n()I7L Am Il{led

i1lilfl~~ 85,087 6 , 4 71,102 14,700 75,000 7 ,00() Overtime 131i~ • -1"01 1 85,087 68,734 1.702 74,700 75,000 7 ..C>OO alaries • I~cimbtlrscl!l~nt

Salancs « UlIJor Cn~ .1. ies- -1"01.8] Ncl. 85,087 68,734 71.702 4,100 7,000 74,900 SlIppl i nnd erviees 80, :!I 401,532 42.0.74~ 462.321 4 ,014 468,141 CapitalOulla General fund Total 4§}.445 470.266 543.047

n PART 20111-19 2014-1 2015-16 2016·17 2017·111 I\dopl~d 201 -19 clu~1 Ae\u!ll Ae[II~1 Adoptoo (Asof7f2-01 Amend«!

Sularie and "tlplo. e Benefits 8 -,07 68,'1 41 11,702 74.700 75.000 74,900 .alary H~nd'il Reimbun 'illell[S Materi I ,S~lpplic and MainK"JI.097 Capnal Acquishions R imlrlUfsemelits from Other Funds Op(r

City - ouncl Budget Catego Ge era] Fund. >Ii

alerlal .Uflpl i~ 1, %\

a.lllJi~~ - ow:1 13.9% iO'lI~1, cn.'iQe~ 22.1%

11I[~Ill~paitlii~'llJ.l Charges 17. 'Yo

dopted Budget,

'JTli 'Ol N' IL V P.\B,TM ~ '1' P .USO EI_ . 11M ARY 201 -l9 2014-15 2015·16 2016·17 2.01 ·18 Aooptcd 2018-19 I'osllion Tille Adopted Adoploo Adopled Adopted (As of 120m AJllCRi;kd a.yor 1.0 UI 1.0 LO 1.0 1.0 COUll iln1i:mber 6,0 ,(I 6,0 6-0 6.0 6,0 Total 7,0 7.0 7,0 1_0 '-0 7.0

106 CITY COUNCIL

No. of Employees = 7.0 Work Years

I Electorate I

.....•. -...Jo I Council member I I Councilmember I I Councilmember I I Mayor I I Councilmember I I Councilmember I I Councilmember I THIS PAGE INTENTIONALLY LEFT BLANK

108

.:;. I CITY MANAGER I

Mission Statement: To guide and coordinate the efforts of the City departments in carrying out the policies formulated by the City Council. The City Manager's goal is to develop and implement a strategic plan that provides a maximum quality of life for the residents of the community at the optimum cost, and to facilitate the implementation of the City's mission statement, General Plan, and the priorities of the Strategic Plan. The City Manager also directs the activities of the Cable Television Division and manages the community relations efforts of the City.

I DEPARTMENT ORGANIZATION I

.....•. o

City Manager

CABLE & OFFICE ECONOMIC & COMMUNITY MANAGEMENT OPERATIONS COMMUNITY DEVELOPMENT RELATIONS

CITY COUNCIL EMPLOYEE LEGISLATIVE LAND SUPPORT RELATIONS TRACKING MANAGEMENT City Manager

MISSION STATEMENT

The mission of the City Manager and the City Manager's Office is to guide and coordinate the efforts of the City departments in carrying out the policies formulated by the City Council. The City Manager's goal is to develop and implement a strategic plan that provides a maximum quality of! ife for the residents of the community at the optimum cost, and to facilitate the implementation of the City's mission statement, General Plan, and the priorities of the Strategic Plan. The City Manager also directs the activities of the Cable Television Division and manages the community relations efforts of the City.

FUNCTIONAL RESPONSIBILITIES

The function of the City Manager's office is to manage all municipal activities as provided by the City Charter; to advise the City Council on the City's financial and capital improvement needs and other municipal matters; to ensure enforcement of all City laws and ordinances; to manage the City's properties; to submit a balanced budget; to direct all City departments; to appoint department heads and authorize appointment of all other employees of the City; to direc the City's capital improvement programs; to inform the public of City activities and services through various media; and to represent management in employer-employee relations matters. The City Manager's office is the focal point for economic and community development.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of 7/201 7) Amended General Fund: Policy, Program & Budget Admin. &Ctrl. $ 2, I02,776 $ 2,237,378 $ 2,287,055 $ 2,348,603 $ 2,400,735 $ 2,398,496 City Land Management 111,899 156,853 155,618 140,250 142,350 142,350 Economic Development 222,511 220,585 248,556 317,922 321,422 322,122 Community Relations Training & Development Program 14,917 26,104 70,423 109,424 109,424 109,552 Community Promotion 211,043 267,432 344,534 365,900 365,900 365,900 Cable TV Community Relations General Fund Total $ 2,663,146 $ 2,908,352 $ 3,106,186 $ 3,282,099 $ 3,339,831 $ 3,338,420

General Fund Revenues $ 16,654 $ 163,640 $ 165,575 $ 10,000 $ 10,000 $ 10,000

Externally Funded: Cable TV - Admin. and Control $ 1,690,370 $ 2,064,196 $ 2,316,758 $ 2,420,666 $ 2,450,087 $ 2,450,593 Cable TV - Public Access Foundation 375,025 399,678 413,312 404,509 404,520 404,523 Cable TV - Public Educational Government 253,650 298,742 571,727 60,000 60,000 60,000 Externally Funded Total $ 2,319,045 $ 2,762,616 $ 3,301,797 $ 2,885,175 $ 2,914,607 $ 2,915,116

Externally Funded Revenues Cable TV - Admin. and Control $ 1,804,984 $ 2,113,047 $ 1,896,176 $ 2,079,800 $ 2,079,800 $ 1,830,500 Cable TV - Public Access Foundation 243,643 388,758 406,963 424,312 424,312 404,523 Cable TV - Public Educational Government 354,457 407,393 347,953 370,000 370,000 350,000 Externally Funded Revenues Total $ 2,403,084 $ 2,909,198 $ 2,651,092 $ 2,874,112 $ 2,874,112 $ 2,585,023

110 EXPENDITURES

.City Manager (General Fund)

$4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000

$500,000 $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7117)

City Manager (General Fund)

$3,000,000 ,------,

$2,500,000 02014-15 $2,000,000 02015-16 02016-17 $1,500,000 112017-18

$1,000,000 02018-19 i12018-19 $500,000

$0 Policy, Program & Budget Admin. & Ctrl. City Land Management Economic Development

City Manager (General Fund· continued) $400,000

$350,000

$300,000 82014-15 02015-16 $250,000 02016-17 $200,000 1;12017-18 f12018-19 $150,000 02018-19 $100,000

$50,000

$0 Community Relations Training & Development Program Community Promotion

111 City Manager (Externally Funded)

$3,000,000 ..------,

$2,500,000 1~~~--;;;;~~~~~~~~~~~~~~~~~~~~~~~~~~~~~1 02014-15 m2015-16 $2,000,000 t-~lrmrrE~E:;~~~;:s~~~~~~~~~~~~~~~~~~~~~~~~-l82016·17 ~2017-18 $1,500,000 Cl2018-19

$1,000,000 02019-20

$500,000

Cable TV - Admin. and Control Cable TV - Public Access Foundation Cable TV - Public Educational Government

DEPARTMENT BUDGET (GENERAL FUND) 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of7/2017) Amended

Salaries $ 2,160,235 $ 2,402,574 $ 2,483,570 $ 2,483,969 $ 2,530,669 $ 2,525,369 Overtime 40,114 30,232 17,702 23,900 23,900 23,100 Salaries - Total 2,200,349 2,432,806 2,501,272 2,507,869 2,554,569 2,548,469 Salaries - Reimbursements (230,460) (239,838) (235,964) (234,689) (234,689) (231,396) Salaries - Labor Charges 48,605 45,076 81,781 94,400 94,400 94,400 Salaries - Total Net 2,018,494 2,238,044 2,347,089 2,367,580 2,414,280 2,411,473 Supplies and Services 600,658 651,694 755,280 903,019 914,051 915,447 Capital Outlay 43,994 18,614 3,817 11,500 11,500 11,500 General Fund Total $ 2,663,146 $ 2,908,352 $ 3,106,186 $ 3,282,099 $ 3,339,831 $ 3,338,420

DEPARTMENT BUDGET (GENERAL FUND) 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of7/2017) Amended

Salaries and Employee Benefits $ 2,248,954 $ 2,477,882 $ 2,583,053 $ 2,602,269 $ 2,648,969 $ 2,642,869 Salary & Benefit Reimbursements (230,460) (239,838) (235,964) (234,689) (234,689) (231,396) Materials, Supplies and Maintenance 35,181 36,242 54,873 161,690 161,690 161,490 Professional Services/Contracts 355,897 440,864 478,561 503,205 503,205 503,205 Travel, Training & Membership Dues 118,412 81,661 123,783 133,806 143,828 143,828 Liabilities & Other Insurance 4,399 4,399 4,399 10,175 10,175 10,175 Interdepartmental Charges 76,473 78,373 79,273 81,240 82,250 81,250 Capital Acquisitions 43,994 18,614 3,817 11,500 11,500 11,500 Reimbursements from Other Funds Operating Transfers Out 10,296 10,155 14,391 12,903 12,903 15,499 General Fund Total $ 2,663,146 $ 2,908,352 $ 3,106, 186 $ 3,282,099 $ 3,339,831 $ 3,338,420

112 ana er Budg t b Cat oory ( neral Fund *

pitnl c:qUl:iilmm 04%

S31ar~ - ToUl1 7] 1%

1_~ Uabilith: ,her I~Ur.lncc O. % MaWrillls &:. ur;pIIC~ 49%

Trammg Interdepartrnental 1% harges -%

T'M N.GER IlEIMR. ~I' 'fli' RON r. . MlI:I.\lU' .01 -19 20l4·1 _01&-17 .:!O11-18 J\dOPlllll 20] .]9 l'oSlllolll"llic Adopted dOJlt~ dO(l1cdI (Ason _0Il) Amended Cit" ·1I11l.1 er 1.0 l.0 1.0 10 10 A~sI liiJllCil}"~i3n3g.:r 10 1.0 LO 1.0 10 A5~I:iLilnll.oClly 1~~~g~r 2.0 .0 _.0 20 20 F-eonomlt Devefopment Manwr l.0 10 10 10 M:lfl:igl:fllimt OI:i~[e 30 3.0 3.0 0 '0 AI"C2I(i E.'(f.'\CutlvcDlr~r l.0 1,0 1.0 10 1.0 .Ilpervi inS Admin istrauvc iMant 10 1.0 1.0 10 I.[) Semer Adrrun i!;:lrilll\'eA~si tam 10 10 1.0 10 1.0 • tlllT it.mt 20 1.0 10 10 1.0 A(iImni If:ui\'e c\ ssisl~nI. 2.0 2.0 20 :2[) . tCrel3ry 20 hnern 10 1.0 10 1.0 10 LO OIillGeneral FlUid 150 15.0 IS.O 15.0 rs 0 150

llbtc T~k~'l5Io~: b~ilnd omlIlU~it ' Relations bn3~r 10 1.0 10 10 10 1.0 MaMgeliielll J\ iale 1.0 10 1.0 10 10 Operauons sl~lilnl 0 '0 3D 3.0 ~Cl 0 PmducllDll supen'I5m 10 1.0 10 10 r.n 1.0 IlIJe 'I ing Produ cr Vntcr 10 1.0 HI 10 PrOOuCC'r rner 10 1 [) A lst:lm rroducer riler 10 1.0 10 1.0 I o 1.0 l'roouctlOIl ssmam ~,- 15 4.5 4.5 4. ll!c TV i\n1l011l~r I 1. I.S 1 18 1. 'li"IITJ\ iSI:lfl[ 10 1.0 10 4.0 o ~,o mtem 10 ] e 10 1.0 10 1.0 AdllUnI~tmli\'e Assi51allt 1.0 10 10 I o 1.0 ~crl:lil' 10 0ll1i:1:M11 nl 10 10 1.0 I (I 10 T)PI'!>lCbk 10 Tol~1 C8bl~ Td~'fI:5101lFund 17:l :21.3 ]13 ~lJ

Department Tntul 363 30.3 36.3

01£ - elly Counc I]'S 'tlff ASSI~1.;)nll~m.dudLodin Cit)" M n ;( personnel mrn ry.

113 CITY MANAGER

No. of Employees = 36.3 Work Years

Functional Organizational Chart (1 of 2) City Council 2018-19 Proposed

._----i Executive Staff

CABLE& ) \COMMUNITY I I I RELATIONS :& I See next page EMPLOYEE CITY COUNCIL'\ LEGISLATIVE COMMUNITY .•.. RELATIONS ) LAND MANAGEMENT SUPPORT ~ TRACKING DEVELOPMENT I I I Secretary to City Economic Staff to City Council Land Management Legislative Manager and Asst. Development Commissioner Training Franchise Negotiation Tracking City Manager Citizen Assistance Liaison Employee Sister City Liaison City Operations Interagency Liaison Administrative Back up Public Rose Float Association Budget Review Relations Capital Projects SMART Team Support to Information Officer Armed Forces Parade Team Chair .....•. Chief Labor Oversight Chair Executive Staff Council Agenda Filming and Special Negotiator Committee Chair EOC Director Employee .j::>...... •. Clerical Supervision Intern Program Events City Operations EPREP Team Recognition Community NPDES Compliance Claims Board Chair Streetscape Special Projects Recognition Special Projects Special Projects I Supervising Admin. I Economic Develop. I A"i'''"~to Ci~ ~ Assistant 1 I Manager 1 Manager 1 I

I Management I Intern II 1 Associate 1 ~ I

Admin. Assistant 2 CITY MANAGER

No. of Employees 36.3 Work Years = City Council Functional Organizational Chart (2 of 2) 2018-19 Proposed •IExecutive Staff

Community Outreach Public Information Officer City Web Page Oversight Cable TV

.....•.

01.....•.

Office Assistant

Management Associate 1

I I Operations Assistant 2

Production Cable TV Intern II 0.5 Assistant 3.5 Announcer 1.8 THIS PAGE INTENTIONALLY LEFT BLANK

116

I CITY TREASURER I

Mission Statement: To be responsible to the electorate for overseeing the safekeeping of all City funds and for the investment of surplus cash in accordance with the City's investment policy.

I DEPARTMENT ORGANIZATION I

.....•. -...J.....•.

City Treasurer

CASH BOND DEFERRED DIRECTION MANAGEMENT MAINTENANCE COMPENSATION & CONTROL City Treasurer

MISSION STATEMENT

The Office of the City Treasurer is responsible to the electorate for overseeing the safekeeping of all City funds; and for the investment of surplus cash in accordance with the City's investment policy.

FUNCTIONAL RESPONSIBILITIES

The function of the City Treasurer's Office is to be responsible for the maintenance and balancing of records of disbursements; to maintain a computer fund balance report monthly in cooperation with the Finance Director; to responsibly invest City monies through secured, approved methods; to prepare for submission to the legislative body monthly investment reports in demonstration of compliance with published investment policies; to keep and monitor as to sufficiency for both active and inactive deposit accounts, records for collateral pledged by banks as security for municipal monies; to provide for the maintenance of bond registers, billing, receipts, transfers and disbursements relative to bond administration. The Treasurer's Office disburses petty cash to departments, receives and disburses bail monies, and acts as administrator of the City's deferred compensation program.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of712017) Amended Direction and Control $ 193,573 $ 129,720 $ 192,091 $ 125,693 $ 127,694 $ 128,294 Treasury Cash Management 231,515 272,603 270,387 260,531 263,032 249,497 Bond Maintenance 4,190 4,781 4,378 4,432 4,432 4,497 Central Cashiering 176,794 262,270 209,684 287,869 294,169 74,600 Deferred Compensation Administration 155,581 108,893 96,449 140,579 143,180 172,945 General Fund Total $ 761,653 $ 778,267 $ 772,989 $ 819,104 $ 832,507 $ 629,833

General Fund Revenues $ $ $ $ $ $

EXPENDITURES

• City Treasurer

$900,000

$800,000

$700,000

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

118 City Treasurer $300,000 ~------_ .._._.__ .__._------,

$250,000 1:12014-15

$200,000 li2015-16 102016-17

$150,000 ~2017-18 B2018-19 (;)2018-19 $100,000

$50,000

$0 Direction and Control Treasury Cash Management Bond Maintenance

City Treasurer (continued)

$350,000 B2014-15 $300,000 ~2015-16 $250,000 02016-17 $200,000 Sl2017-18 $150,000 02018-19 $100,000 1!:12018-19

$50,000

$0 Central Cashiering Deferred Compensation Administration

DEPARTMENT BUDGET (GENERAL FUND) 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of 7/2017) Amended

Salaries $ 667,937 s 640,819 $ 559,890 $ 747,863 $ 761,263 $ 499,663 Overtime 4,668 4,168 6,046 2,100 2,100 2,000 Salaries - Total 672,605 644,987 565,936 749,963 763,363 501,663 Salaries - Reimbursements (84,900) (90,075) (23,966) (95,565) (95,565) Salaries - Labor Charges 1,844 Salaries - Total Net 587,705 554,912 543,814 654,398 667,798 501,663 Supplies and Services 169,173 220,855 226,953 162,206 162,209 128,170 Capital Outlay 4,775 2,500 2,222 2,500 2,500 General Fund Total $ 761,653 s 778,267 s 772,989 s 819,104 s 832,507 s 629,833

119 0'11' In'MENT BUIlG 'T ,G -

20ll-l 201·Hi 2016·17 20H·18 20 -]9 cillal csual cmal Adopled l\mclJldOO

•J arie and Empleycc BC1]Cli,t. 567.780 763.363 50],(,63 'al ~I')' &. BCl1cfu Rc'imom cmcnts (2 .9(6) (9 -.-6) Mat rials. 'IlPP Ii and Mainlcnanee 6.8 7,559 4.7 -9 I'ro reosionnl ·ervice· fCon;U. ets 257.75 9. '30 179.600 ·t'm I. Training embe hl]}Due ~.821 7. 0 7.150 Li biliti Iher Insurance 1.6 6 3J!0:2 H02 InleNfepartmlmlal Cnar!!~s 18. 24 19.16g 14Jl54 Caphal cqui 'ilion 2.222 2.00 I imburscmenl_ rom Otacr -]Illds (68,406 (40.000 pcrating ran .fer ul .940 .300 cneral Fund mal

l " Trea l rer Bud' e b ategor (General Fund '*

.abilitic. OLhcr Insurance 0,50

sional rvicc 1.6%

ravel & T~ilillill ·BB ed 011 2017-I S tlflrl[edBudgel 0.9%

2018-19 Pas ition Title mended il)' Treasurer 1.1) DcpUl)' Chr Trc urcr 1.0 cuior CCQuiH lcrk eeount lert:: 2.0 4.0

120 CITY TREASURER

No. of Employees = 4.0 Work Years

FunctionalOrganizational Chart 2018-19 Proposed I Electorate I I I City Treasurer 1 I I I I I I DEFERRED ) DIRECTION & :CASH MANAGEMEN1 BOND MAINTENANC~ COMPENSATION CONTROL I I I I

.....•. Investment Policy Record Keeping Record Keeping .....•.1'0 Budget Investment Report Transfers Account Maintenance Personnel Matters Investment of Funds Disburse Checks Liaison Procedures Deposit Preparation Audit - Statement Information -, I I I I I I Deputy City Treasurer 1 I

I Account Clerk 2 I THIS PAGE INTENTIONALLY LEFT BLANK

122

..... --.::: I CIVIL SERVICE I

Mission Statement: To provide a quality of work force through timely, effective, selection processes within the structure of consistently administered policies and procedures. Our responsibility to the Civil Service Commission is to facilitate a forum for resolving issues and to communicate standards of clarity, openness and support.

I DEPARTMENT ORGANIZATION I

.....•. 1'0 W

Civil Service Manager

COMMISSION AND EMPLOYEE RELATIONS EMPLOYEE TRAINING & VOLUNTEER PROGRAM RECRUITMENT CERTIFICATION COUNCIL SUPPORT COMMITIEE DEVELOPMENT Civil Service

MISSION STATEMENT

The mission of the Civil Service Department is to provide a quality work force through timely, effective, selection processes within the structure of consistently administered policies and procedures. Our responsibility to the Civil Service Commission is to facilitate a forum for resolving issues, and to communicate standards of clarity, openness and support.

FUNCTIONAL RESPONSIBILITIES

The Civil Service Commission is responsible for all examinations for original selection and promotion of employees of the City. The Commission acts as a board of review in all employee disciplinary cases where a hearing is requested. The Employee Relations Committee, composed of Commission members, administers the City's Employee Relations Ordinance. The Commission is advisory to the City Council on all personnel related matters. Commission staff recruits applicants, prepares and conducts examinations, interprets policies and rules, prepares Commission agendas, implements Commission actions, and maintains liaison with all City departments.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (Asof7/2017) Amended Commission and Council Support $ 143,064 $ 171,467 $ 118,163 $ 161,839 $ 163,740 $ 162,407 Employee Relations Committee 1,305 1,305 1,305 1,305 1,305 1,305 Certification 23,268 22,968 35,695 70,689 71,889 66,689 Volunteer Program 92,520 94,415 100,292 126,800 128,100 120,700 Training and Development 121,529 130,178 130,739 94,547 96,747 93,494 Recruitment and Marketing 63,771 82,130 51,874 46,042 47,242 48,206 General Fund Total $ 445,457 $ 502,463 $ 438,068 $ 501,222 $ 509,023 $ 492,801

General Fund Revenues $ $ - $ - $ - $ $

Note - Training and Development was transferred to the City Manager's Office and Recruitment and Marketing transferred to I-Iuman Resources in 2013-14.

EXPENDITURES

• Civil Service '------~~------~~_.- :=J

$600,000

$500.000

$400,000

$300,000

$200,000

$100,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

124 Civil Service

$200,000 $180,000 $160,000 r::~~:~:-:! $140,000 02016-17 $120,000 1;12017-18: $100,000 $80,000 02018-19 $60,000 1Z12018-19 $40,000

$20,000 '_.1~~::::L-.t~~§~~ ~~~~ __.J~;e§l&~~ SOl Commission and Council Support Employee Relations Committee Certification

Civil Service (continued)

$140,000

$120,000 $100,000 ~~::~~-:: 102016-171 $80,000 I i~2017-181 $60,000 !82018-19!

$40,000 !1lI2018-19'

$20,000

$0 Volunteer Program Training and Development Recruitment and Marketing

DEPARTMENT BUDGET (GENERAL FUND) 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As 01'7/2017) Amended

Salaries s 390,847 $ 374,651 $ 374,786 s 408,618 $ 416,418 $ 392,818 Overtime 1,532 5,319 4,270 600 600 600 Salaries - Total 392,379 379,970 379,056 409,218 417,018 393,418 Salaries - Reimbursements (37,947) (40,919) (45,361 ) (51,864) (51,864) (44,506) Salaries - Labor Charges Salaries - Total Net 354,432 339,051 333,695 357,354 365,154 348,912 Supplies and Services 91,025 163,412 104,373 143,868 143,869 143,889 Capital Outlay General Fund Total $ 445,457 $ 502,463 $ 438,068 $ 501,222 s 509,023 $ 492,801

125 OF,;P;\RT '1 • BUD, :T 2014·15 _01 ·16 _016-17 2017·' 201 -19 crual Acl~1i ~ ~Itl~l~ Adopled mended

S;t1ark-; nnd Emph r~o:BC'r'I~lils -,~'~J9 1V.97U 79,OS(; 409.21 41 ,01' l) ,41 Salaf)' &: fl<:n ·Iil R<:ilntmt~O:lnelUs .' ,\,,14 I (.10.919} (45. (1) 5 I. 64 51. {I l ( 4. (6) ,1:llcrials., :upplie~ and aint enanee 1-1.14H 16.667 16,464 1 ,550 I ~.550 Ii. 00 Iln) I~ ~illna I:~ -lce~I 'onlr:lct 20.126 97.3 34.110 71.600 lI.6()O 70. 00 lrave I 'I'r, i11~n,g I.'mbcrship 1)11:-s :lA..J 6.51 6 9 ()A50 6, SO 7.2'0 Li. bililic • Uthcr In 'limn 'c _0. 16 ~I,94S 2~,S6 25.m: _5.5~ 26.27 II1lCnkl1 lrtmCI1l~J1 harge . 1 .M6 1 ,M6 1<.1, 6 19,929 '9.9~O 19.930 Capilal cquish ions l~dU1hllr.scml:llts 1"1\1111 Iho:r Fumh IJCraling Tran 'rc~ Out (icneral hind T{IL~I

i iI er lee Deparunent udget b ( n ral Fund)"

Trainillg %

Prol~, sienal S~I"v lees 1 •..>%

Li. bilhies ther Insurance 5,1%

Il1Icmcpafllllcnt:Jl barge .30/.

ON EL :!OI~-1 201 -16 2016-17 201 ·19 l'o'iliol1Till.: , dopl~"(1 AdLlrl~'\i AdLlrl~d Amended l'ivii' , 'f"i .mp, I)~"V, anr ger 1.0 1.0 1.0 Civil. ervice hlnugcr I.ll 1.0 1.0 II1IID;ln RC~H\II\."l.:'SAlia I)'~I 1.0 1.0 1.0 1.1 1.0 1.0 SI,llf As.~istiml O,~ o.s O. 0. O. O. !111I11:111 Re, 1I1"\.~s. Technician 0,5 U,,5 O. 0. 0.) 0.5 In1etn II 0,5 0,5 0. Total u: J.l"o: J. 3.3 ..1'' ••...••~

126 CIVIL SERVICE

No. of Employees = 3.3 Work Years

FunctionalOrganizational Chart 2018-19 Proposed City Council

Civil Service Commission

Commission & Council Support Employee Relations Committee Certification .....•. Volunteer Program -...J1'0 Employee Training and Development THIS PAGE INTENTIONALLY LEFT BLANK

128

COMMUNICATIONS & INFORMATION TECHNOLOGY

Mission Statement: To strategically plan and support all communication and automation needs of the City in an accountable and responsive manner by providing effective technology solutions to serve the dynamic and diverse needs of the community and the City of Torrance.

I DEPARTMENT ORGANIZATION I

.....•. 1'0

Information Technology Director

INFORMATION ADMINISTRATION COMMUNICATIONS TECHNOLOGY Communications & Information Technology

MISSION STATEMENT

The mission of the Communications & Information Technology Department is to strategically plan and support all communication and automation needs of the City in an accountable and responsive manner by providing effective technology solutions to serve the dynamic and diverse needs of the community and the City of Torrance,

FUNCTIONAL RESPONSIBILITIES

- Administer, Support and Maintain the City's Telephone System, - Plan, Install and Maintain all Wireless Communication Projects in the City, - Support/Maintain Departmental software applications, databases and host systems, - Support/Maintain the City's Local Area and Wide Area Networks, - Provide technical assistance and support for all user PC problems, - Administer/Maintain the City's Internet and Intranet Web Pages, - Act as a liaison between vendors and City Departments in troubleshooting computer problems, - Research, Analyze and Recommend Communication and Technology-related contracts, agreements, and purchases entered into by the City, - Administer the PC Replacement Program for the City, - Modify/Support Application Systems to meet Departmental Operational needs, - Support/Maintain the City's Internet and Intranet. - Support the City's GIS mapping technology, - Provide computer related training for city employees as needed,

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Division/Program Title Actual Actual Actual Adopted (As of7/2017) Amended Direction and Control $ 614,541 $ 607,716 $ 661,956 $ 692,345 $ 701,650 $ 698,417 Information Technology Services 3,802,910 3,882,487 3,916,269 4,178,743 4,292,760 4,355,011 Information Technology Training Radio (24,326) 3,437 65,939 Telephone Services (91,566) (199,728) (126,700) Data Communications Support 32,287 39,580 32,205 General Fund Total $ 4,333,846 $ 4,333,492 $ 4,549,669 $ 4,871,088 $ 4,994,410 $ 5,053,428

General Fund Revenues $ - $ - $ - $ - $ - $

Note: Negative amounts reflect actual expenditures which were less than budgeted reimbursements Note: Department name changed from lnfonnation Systems to Communications & lnformation Technology

EXPENDITlJ RES

• Communications & Information Technology

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

130 Communications & Information Technology

$5,000,000 ,..------...,

$4,500,000

$4,000,000

$3,500,000 82014-15 l!2015-16 $3,000,000 02016-17 $2,500,000 c2017-18

$2,000,000 82018-19 ~2018-19 $1,500,000

$1,000,000

$500,000

$0 Direction and Control Information Technology Services

Communications & Information Technology (continued)

$100,000

r-- $50,000

92014-15 $0 _. f ~- ~ D2015-16 I -=:;:: ($50,000) 02016-17! I ~V: 5iJ2017-18 I ~~.:-: ($100,000) ==~~ .... [12018-19 ~~~.. _X-:f--- 1Z12018-19 ($150,000)

($200,000) .- 8 --

($250,000) Radio Telephone Services Data Communications Support

Note - Actual Radio, Telephone Services, and Data Communications flat rate reimbursements exceeded expenditures resulting in negative actual costs.

131 20]6·l7 018-19 .\ ~~Llli rOOluled

6.405.250 6,4 2,650 94.700 95,300 0,49'9.950 e, 27. 0 · alilri.;: - RC~lI1'lbur~<:mi.~J1IS t2,451, lJ6) 2,463.%1) •• Ian • Labor II:lrg) • !IlilJio:. - Total ~I ~.970.613 4.048.814 4.063.989 uppH and "crvi - 'W,'l - 941, . 9 -8,49 LiJPil.L1 OUlla)' 1,000 1,000 1,000 G~IU.'nd "U11t11'otal ,5.49.669 S 4.871.08.8 4,994,410 S 5.053,428

-01 -i 201 - Lt. 2018-19 A lLlal Actual mended

• itlilJie and Employee Benefits 5. 94,411 5.996573 S 6. 27.950 "mary Benefit Rcmtbur effiCnts (2.21IPl (2.14 .oF7) ( ,4 ,%1) ·blcrial , upplie5 and >'hLinlcnanCt: 14-1,284 10 ,Qi6 931,362 Prof\: sional ervi onuaees 602. ~O 667.101 7 9, ~I) Travel, Training & ~ 'l11her::;lllp Dues 3 .681 31, .754 ~ Llabilni OOlcr lnsutaaec 9, 9, n, lIlWrd~~ilrtlliclIl, I haru 202.997 201,397 232.084 apital oqui-Ition 1,000 Rcimbnrsement from Other FUllo . (1,1)3 ,5 72) (1,123.03 ) perming Trim rcrs ut 126,112 144,944 cnw,L1 -unt! foilal .549.669 S 5.05J.ot2

om munieation & Information T chnolog Budget b Categor

alaries • TOI:l1 29.1%

LiabiliH- Othcr Insurance 0.• Inlcr'dcpU!m('IlIil:l '1lIugo: 11.(1% Trawl . Training ices 1.6.

132 COMMUNICA TIONS & INFORMATION TECHNOLOGY DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended Information Technology Director 1.0 1.0 1.0 1.0 1.0 1.0 Information Technology Manager 1.0 1.0 1.0 1.0 1.0 1.0 Communications Manager 1.0 1.0 1.0 1.0 1.0 1.0 Info. Tech. Specialist 7.0 7.0 7.0 7.0 70 7.0 Systems Analyst 9.0 9.0 9.0 10.0 10.0 10.0 Information Technology Analyst 7.0 7.0 7.0 7.0 7.0 7.0 Info. Tech. Analyst (Networks) 1.0 1.0 1.0 1.0 1.0 1.0 Communications SupervisorlTelecom. 1.0 1.0 1.0 1.0 1.0 1.0 Communications Supervisor/Wireless 1.0 1.0 1.0 1.0 1.0 1.0 Wireless Technician 4.0 4.0 4.0 4.0 4.0 4.0 Telecommunications Technician 2.0 2.0 2.0 2.0 2.0 2.0 Storekeeper 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.5 0.5 0.5 1.0 1.0 1.0 Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Secretary 1.0 Office Assistant 1.0 1.0 1.0 1.0 1.0 Typist Clerk 1.0 Intern 1.0 1.0 1.0 1.0 1.0 1.0 Total 40.5 40.5 40.5 42.0 42.0 42.0

133 COMMUNICATIONS & INFORMATION

No. of Employees = 42.0 Work Years

.....•. .j::>..co ,ao i! ~.,~

I COMMUNITY DEVELOPMENT I

Mission Statement: To guide and support the orderly development of the City, City infrastructure and the continued revitalization of the City to maintain a balanced community to meet present and future needs; and To ensure standards of development and quality of environment in the community by providing responsive services in a cooperative and innovative manner for the safe construction and maintenance of property.

I DEPARTMENT ORGANIZATION I

.....•. W 01 Community Development Director

TRANSPORTATION BUILDING ADMINISTRATION DEVELOPMENT REVIEW GENERAL PLAN lit.. ( ENVIRONMENTAL PLANNING • REGULATIONS DESIGN

AIRPORT (NOISE ENGINEERING & HOUSING PUBLIC WORKS ABATEMENT) RECORDS PERMIT CENTER ., INSPECTION INSPECTION Community Development

MISSION STATEMENT

The Community Development Department guides and supports the orderly development of the City, City infrastructure and the continued revitalization of the City to maintain a balanced community to meet present and future needs.

FUNCTIONAL RESPONSIBILITIES

The Community Development Department: - Maintains the Comprehensive General Plan to provide the research and administrative capabilities to assist City Departments, Boards, Commissions, and the City Council in adopting and implementing policies to meet Community goals; - Coordinates Federal, State and regional planning, transportation, and infrastructure legislation with local planning to continually improve the physical and social environment; - Creates and maintains maps, records and data of the City's infrastructure; - Permits and inspects construction in the public right-of-way; - Reviews and makes recommendations to Traffic Commission, Planning Commission, Redevelopment Agency and City Council regarding transportation and development related issues; - Administers the Redevelopment project areas and the Section 8 Rental Assistance Program; and - Develops strategies to meet the diverse housing needs in the Community.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of 712017) Amended General Fund: Direction and Control $ 849,479 $ 791,442 $ 836,803 $ 895,260 $ 909,589 $ 900,069 Comprehensive Planning 568,872 452,287 463,747 610,155 619,155 585,614 Development Review 824,622 1,024,875 1,117,239 1,299,233 1,323,933 1,274,275 Property Rehabilitation Loan Admin. Section 8 Rental Assistance Admin. Redevelopment Agency Administration (45,405) Transportation Planning 244,724 249,405 259,326 286,679 289,879 270,326 Building & Safety 1,243,522 1,280,338 1,212,405 1,484,646 1,515,672 1,495,154 Permits and Records (8,416) (1,265) Building Regulations 2,318,349 2,456,428 2,684,340 3,129,249 3,183,449 3,135,249 Environmental Design and Protection 821,824 830,913 937,210 861,834 878,344 874,675 Conservation Code Enforcement Downtown RDA Successor Agency (GF) 46,386 51,662 40,047 49,600 49,600 80,000 Nat. Pol. Disch. Elim. System (NPDES) 42,300 37,251 36,185 77,482 79,182 99,670 General Fund Total $ 6,906,257 $ 7,173,336 $ 7,587,302 $ 8,694,138 $ 8,848,803 $ 8,715,032

General Fund Revenues $ 4,758,920 $ 5,247,013 $ 6,344,036 $ 6,810,966 $ 6,969,743 $ 6,974,043

Externally Funded: Section 8 Rental Assistance Program $ 6,202,469 $ 6,296,002 $ 6,367,228 $ 6,597,984 $ 6,609,495 $ 6,700,899 Rehabilitation Loan Program (HCD) Downtown RDA Successor Agency 408,587 481,669 899,154 3,363,118 3,363,098 3,024,275 Air Quality Management" 146,649 146,821 146,219 181,022 181,922 182,122 Vanpool/Rideshare" 210,549 203,207 203,958 285,755 285,755 287,739 Externally Funded Total $ 6,968,254 $ 7,127,699 $ 7,616,559 $ 10,427,879 $ 10,440,270 $ 10,195,035

Externally Funded Revenues Section 8 Rental Assistance Program $ 6,121,772 $ 6,231,500 $ 6,498,091 $ 6,465,000 $ 6,465,000 $ 6,575,000 Rehabilitation Loan Program (HCD) Downtown RDA Successor Agency 3,073,900 3,380,259 3,628,647 2,828,860 2,828,860 3,252,546 Air Quality Management" 184,81 I 189,763 192,414 185,000 185,000 185,000 Vanpool/Rideshare" 210,549 203,207 203,958 285,755 285,755 287,739 Externally Funded Revenues Total $ 9,591,032 $ 10,004,729 $ 10,523,110 $ 9,764,615 $ 9,764,615 $ 10,300,285

·Note - Air Quality Management and VanpoollRideshare Funds were transferred from the Human Resources Department in 20 I0-11.

136 EXPENDITURES ------~------~~------I • Community Development (General Fund)

$10,000,000 $9,000,000 $8,000,000--- --~------$7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2016-19 Adopted (7/17) 2018-19 Amended

Community Development (General Fund) $1,400,000 .------,

$1,200,000 82014·15 $1,000,000 +------l;W;'o;IT~r~~ 132015-16 02016-17 $800,000 02017·18 $600,000 02018-19 1I!)2018-19 $400,000 ~l~lilll-I:)~~ $200,000 1

$0 Direction and Control Comprehensive Pianning Deveiopment Review

Community Development (General Fund - continued) $1,600,000

$1,400,000 :02014·15 i $1,200,000 ,_2015-161 $1,000,000 !02016-171 $800,000 1112017-181

$600,000 182018.191 1"'J2018·19 $400,000

$200,000

$0 Transportation Planning Buiiding & Safety Permits and Records

137 Community Development (General Fund - continued)

$3,500,000

$3,000,000 02014-151 $2,500,000 .2015-16 i

02016·17 $2,000,000 El2017·18 $1,500,000 El2018-19

O~ll!~ $1,000,000

$500,000 •

$0 Building Regulations Environmental Design and Protection

___ ... J

Community Development (General Fund - continued) $120,000

$100,000 - ---- ...------.---.------..-. ,e2014-15 02015·16 $80,000 02016-17 ClI2017·18 $60,000 ,02018-19 I $40,000 i.c"20_18-19

$20,000

$0 Downtown RDA Successor Agency (GF) Nat. Pol. Disch. Elim. System (NPDES)

.Section 8 Rental Assistance Program (Externally Funded)

$8,000,000 .,.------,

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

138 .Downtown RDA Successor Agency (Externally Funded)

$6,000,000

$3,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

[------.Air Quality Management

$400,000

$300,000

$200,000

$100,000 -----

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

I .Vanpool/Rideshare __ ---.J

$500,000

$400,000

$300,000

$200,000

$100,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

139 201 ·L9 20 ~ • ~- 201-·16 2016·17 ZQ17-13 Adopted 2(1] 19 Aetual Aelual Actual Adopkd of 71'2017) Amended

SalanL'S ,447 Overume 42,400 ulanes - Total ,910,8.47 alene • Re'irnbur ements (I,) 1,02 ) 'Blillll:'S- Luber Charges 1,400 alall • Total el 7,-2 ,223 upphes and ervices 1,1 1,009 '\lPlIBI OUtla)' 1.200 Gl::nCr:)LFund TOllil 115,0}2

Ii) .P;\RTM 11

alanes and 'ITlplO} e Ek!nef~tlI "lIlil1)' &: El~l1ICfltR~lmbu=m~l1ls Millerials.. uppl ie~ and 'ainleflallCt eni(}(fMobile Horne Sub:ml)' l'mfe5SlonBI Cn.'It(~ enuaets 161.0 141,909- 25 ,0&5 369,456 .956 } 2,956 Travel, Tr ining M~ll1bc hip Dues 41,301 n.1 S7 :M,16 57,663 -7.66} 57, ~3 I...illbililies Other I urance 49,21Z S1,404 49,21~ 114,JT 114, '7 114,~7 In~rdqr.anml::ntlll hIIrg.cs 2'J,OS2 6,2 2 • 1,952 355,161 357,922 }54, 22 Debt erviee 1,300 Cllpillll A!::qui. ,nOM 2,1 306, 1 2)00 2,200 2,200 1l.I::1I11bllr$l::rnentsfmlll Other Funds (5,$14) (L3, 12) (34,IISJ 134.115) (21.7~5) Bad Debts llDdOther LoMc~ Ope ding ransfers Out 101).800 59,4)7 Gcnl::l"lIl Fund Total b.,906)57 S 8,715,032

ommunity De elopm nt Bud ' t b Cat 2:0r (General .una)"

::'lIflllBIAcquesmons 00% [nlerdl:'partrnelllal Charge 0% Travel&. rnnung 0,7% aterial~ & S r,pplil::5 24% LiBOll ili~510lh~r IIl.$\Ir:)ncc 1'%

140 IJEI ARDI Ei,,j"rIIl'Dfa:T (oS.C I ix R I" "Ii. L ,\ 1sr ,\, PR ~\1'T~\'[ll

2-01 ·19 2014-15 2015·16 ~OI6·17 201/-1 .Moplcd 201 -19 l\etLlal C'1~al CIU.ll dopted (As of 7120 17) mended

'alllll~ 54011 556.957 497,009 52(,,~OO I ,000 Ovcrnme l. 91 (," 61- 1.LOO J.Ooo ai' I~' T tal 45, '22 557,5 0 497,624 -.19500 -[9.000 :alllll\:$ - RClmbLU~~ITl~l1ts :~lanl:'5 - labol Churge 40.000 45.000 ai, I~'S· Tou 1 • c~ S. 22 557.590 497,614 569,).00 5 11,000 :IIPFflll:'~ and ,"I.''rVICl:'S 5, 56, 7 -.13 .1.1 5. 69,604 S. 9,995 6,0 .9'9 apnal OUlla.y ~.OOO SiO.ooo TOI~l cellon Rcnt;III\S»I~Lilln ulld 6.609,495 6.700.899

ahmes ;md Emplo 'I."C: Bl"lldils , lary B~ll~1i1 RClrnbuJcmenrs Mil1crmls,,"upphc~ and MBIIlIl:'I1Bn c 5,493,647 5,59~.1Jl -.731JQ3 1.~,ll - , 14,11 5,914,1 L5 PmltlslDnal ervices CClJIlrm."ls J I, 2 l,oJ9-.j, 19,6 • 43. 7 4 '.021 3,027 T \ 'I. Tr flUng crnbcrslll p I Jt: 349 1,.265 ',000 -.000 ,iJC)(J II1!erdcplullllcl'llal ChB~S 121,172 12 • 36 11 ,-0' 125,742 127. 51 124,7S7 Capuul • "'1UI~IIII.mS 50.000 50.000 -0.000 RClmbu ernem from th r runds Oper, 1m' Trims cr Out Total Secnon R('JILal /1.!iSIStill1tFund 6.20'1,469

OlD munl , eelopment - ection 8 Budget by ategor'

E ternall Funded >I< Travel ' mUlIng 01'0 .btcnals "uppllc 1% Salanes - To-l.l· "~[ '5%

'aplUlI AeqmsIII0l15 O. %

1ntl"Td~paTlm~nl~1 Chnrge 19% PrGl~ssior\;jl ervi us 0.7%

141 WI ·19 2015-16 2016·17 l!lI7-1 do-pL<.'d 2.01 ·19

clu~1 I\(l~ 1 Adoptoo lAs L~ 7 017} Amended

,,~8IlLn~.5 65.260 73,141 Overtime 6-9 alane - T 65.260 T, ~LlIJlc • IlCllnbur5CIn~I1!~ '40 8LlLTl~.5- labor Charges 65,260 ~1,;jJil:-s, mill <11 6 -.260 73,760 {J - ,_00 'upr1lC5 'I1d "CrI I CS 40~, 7 L6,40') _-:94 3,291, .s l: pltal OLltll1~' '1"01.1.1Roo~,'C'loprn~n' \ ~11 'Fund 1,024.275

D "r ,\I~ "M " r InlDG Irr (DOW ''I."OWN Ril \ ,'l'CCES "on A -"F.:"Inr "TN Il)

,,~lu.T1C'Sand ,"mplo 'i.'(: B~lldils ~liU. Bl:illelil Re imbur semens M ten I, uppllc and M~lmcl,~r,cc Pro fcsslDnill " ~rvl(lC'.5lC[)nLrnc1.5 Travel, Tmnung & Mcmbt.'nhlIJ Due [rltcrckp; rtm 'nl~1 ,~r:c- lJ~bl Service Lo~I' III .1E pendnLlre~ PIt.1.I"\ q Lll5lUml~ R:Clm"urs~rn~llts from Other Funds Bad DL'bts 01.111." l Othel '~pclldll It:S Oper;lll~ Trnn fers t Tol.11Rede\'C'IQprn:cnt C'1l' l:ulJd

om m u airy e elopment- RlIcce or gene Budget b' at gor" ( xrernall Funded)"

.-rs.lColllrlLCIS 11%

Oth r ;~~nditUrl:5 7 %

~1~ri~ls& uppllt.'!i 0.5% illilH' - Total CI I."'A,

142 COMMUNITY DEVELOPMENT DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/20 17) Amended Community Development Director LO LO LO LO LO LO Deputy Community Development Director LO LO LO LO LO LO Principal Planner LO LO LO 2.0 2.0 2.0 Planning Associate 8.5 8.5 8.5 9.5 9.5 9.5 Planning Assistant 4.0 4.0 4.0 4.0 4.0 4.0 Associate Engineer 3.0 3.0 3.0 2.0 2.0 2.0 Assistant Engineer 3.0 3.0 3.0 4.0 4.0 4.0 Public Works Inspector 2.0 2.0 2.0 3.0 3.0 3.0 Building Regulations Administrator LO LO LO LO LO LO Assistant Building Regulations Administrator LO LO LO Building Inspection Supervisor LO LO LO LO LO LO Structural Plans Examiner LO LO LO LO LO LO Permit Center Supervisor 1.0 LO LO LO LO Plans Examiner 2.0 3.0 3.0 3.0 3.0 3.0 Senior Building Inspector 3.0 3.0 3.0 3.0 3.0 3.0 Senior Electrical Inspector LO LO LO LO LO LO Senior Mechanical & Plumbing Inspector 2.0 2.0 2.0 2.0 2.0 2.0 Senior Grading Inspector LO Senior Environmental Quality Officer 2.0 2.0 2.0 2.0 2.0 2.0 Environmental Qual ity Officer 5.0 5.0 5.0 5.0 5.0 5.0 Building Inspector 2.0 LO LO 2.0 2.0 2.0 Permit Technician II 2.0 2.0 2.0 3.0 3.0 3.0 Permit Technician I 3.0 3.0 3.0 JO 3.0 3.0 Engineering Technician 1lI 2.0 2.0 2.0 3.0 3.0 3.0 Engineering Technician II LO LO LO LO LO LO Administrative Analyst LO LO LO LO LO LO Senior Administrative Assistant LO LO LO LO LO LO Housing Specialist 3.0 3.0 3.0 3.0 JO 3.0 Rehabilitation Specialist LO LO LO LO LO LO Administrative Assistant 2.0 2.0 2.0 2.0 2.0 Secretary 2.0 Office Assistant 1.0 LO 2.0 2.0 2.0 Typist Clerk LO Total 6L5 6L5 6L5 69-5 69.5 69.5

143 COMMUNITY DEVELOPMENT City Council r---1 PLANNING COMMISSION I No. of Employees = 69.5 Work Years ENVIRONMENTAL QUALITY & Functional Organizational Chart (1 of 3) '-----j ENERGY CONSERVATION 2018-19 Proposed COMMISSION

Community Development Director 1

Sr. Administrative I 1------1 Analyst 1

DEVELOPMENT BUILDING & SAFETY ADMINISTRATION J SERVICES ADMINISTRATION i Deputy Community Development See next page See following page Director 1 Studies & Reports Program Management Payroll HOUSING .....•. j .j::>.. Legal Records Request .j::>.. HUD Section 8 Housing Assistance I Program Senior Admin. I Housing Rehab. Loan Assistant 1 Program I Sr. Housing Rental I Subsidy Program

I Admin. Assistant 2 I

Office Assistant 2 COMMU JNITY DEVELOPMENT

No. of Empiloyees = 69.5 Work Years

Functional

.....•• .j::>.. 01

* 1.0 Supervising Sr. Planning Associate position will be frozen until the Deputy Community Development Director retires. COMMUNITY DEVELOPMENT I City Council I No. of Employees = 69.5 Work Years I I PLANNING COMMISSION I I I I City Manager Functional Organizational Chart (3 of 3) I 2018-19 Proposed

Community Development Director

Deputy Community Development Director

Building Regulations Administrator 1

Assistant Regulations Administrator 1 I I I I I I GIS BUILDING PUBLIC WORKS ")

 PERMIT CENTER INSPECTION .....•. j REGULATIONS ) INSPECTION .j::>.. ) (J) I I I Review Development Projects for Maintain City-wide Permit Issuance Plan Review Construction Inspection Infrastructure GIS Maps Public Record Project Facilitation Pre-permit Inspection Inspect Public Provide Maps, Maintenance Seismic Upgrade Code Hillside Overlay District Infrastructure Infrastructure Building Code Updates Inspections Process Information Information Construction Information Encroachments Right of Way Records ~ ___ l ___ ~ I I I I I ~ GIS Systems Bldg. Inspection I Associate Analyst 1 Permit Center I I I I Structural Plans Plans Examinerl Supervisor 1 Engineer 1 Supervisor 1 II Examiner 1 Grading 1 I I I I I I I I Assistant I I I I I Public Works Engineer 2 PermitTech. II I Plans Examiner Sr. Electrical I Sr. Building Inspector 3 I 3 21 I I Inspector 1 I Inspector 3 I I I I Engineering I I I I Engineering Tech. III 3 Building I Permit Tech. I 2 I Tech. II 1 I I Sr. Mech. & I Inspector 2 I Plumbing Insp. 2 I I Comm~&lnfo·-11 : Tech. Dept., reports to I Community Development L Director.

.~ ;= =o I COMMUNITY SERVICES I

Mission Statement: To enrich the community through the provision of recreational, cultural and educational opportunities for persons of all ages and abilities; and to provide management, maintenance and stewardship of the City's public open space including parks, landscaped areas, and natural resources. To provide materials and services in the variety offormats that satisfy the educational, informational, recreational, and cultural needs of our diverse community. The Library supports lifelong independent learning and the individual's need for current, popular and informational materials; and To serve as a center for community information, services and activities using traditional and innovative methods and technologies to provide quality Library collections, efficient services, and programs in easily accessible locations throughout the community.

.....•. .j::>.. -...J

I DEPARTMENT ORGANIZATION I

Community Services Director

LIBRARY SERVICES ADMINISTRATION PARK SERVICES CULTURAL RECREATION SERVICES DIVSION DIVISION SERVICES DIVSION DIVISION Community Services

MISSION STATEMENT

It is the mission of the Community Services Department to enrich the community through the provision of recreational, cultural and educational opportunities for persons of all ages and abilities; and to provide management, maintenance and stewardship of the City's public open space including parks, landscaped areas, and natural resources. We provide quality service in a cooperative, responsive and cost-effective manner.

FUNCTIONAL RESPONSIBILITY

The functions of the Community Services Department include the provision of affordable leisure and learning opportunities for all citizens with an emphasis on serving the City's youth; the management and maintenance of public facilities and open space that result in a safe and enriching environment; and the delivery of a wide range of services and programs that recognize and respect the differences that exist in our diverse population, foster a sense of personal growth and belonging, and contribute to an improved quality of life within our community.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of7l2017) Amended General Fund: Direction and Control $ 2,331,546 $ 2,105,201 $ 2,211,209 $ 2,226,018 s 2,257,418 s 2,249,125 Park Operations 5,712,400 6,453,249 6,790,602 6,842,249 6,913,188 6,791,237 Library Services 6,910,684 7,083,437 7,325,067 7,551,712 7,651,935 7,788,864 General Fund Total $ 14,954,630 $ 15,641,887 $ 16,326,878 $ 16,619,979 $ 16,822,541 $ 16,829,226

General Fund Revenues $ 810,953 $ 727,193 $ 780,433 688,900 s 688,900 $ 688,900

Enterprise Funded: Recreation Services s 5,220,507 $ 5,428,835 $ 5,648,032 5,749,848 $ 5,780,552 $ 5,808,910 Cultural Services 1,890,225 2,021,564 1,972,707 2,344,430 2,358,632 2,344,132 Parks & Recreation Enterprise Total $ 7,110,732 $ 7,450,399 $ 7,620,739 s 8,094,278 $ 8,139,184 s 8,153,042

Parks & Recreation Enterprise Revenues $ 7,184,817 s 7,394,412 $ 7,412,523 $ 7,884,564 $ 7,884,564 s 7,889,064

Community Development Block Grant (CDBG) Funded: Home Improvement Program s 159,105 s $ $ $ s

Home Improvement Program Revenues $ 159,105 $ $ $ $

EXPENDITURES

.Community Services (General Fund)

$18,000,000

$16,000,000

$14,000,000

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000 $2,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

148 Community Services (General Fund)

$9,000,000

$8,000,000

$7,000,000 1:12014·15

$6,000,000 112015-16 02016·17 $5,000,000 02017·18 $4,000,000 02018·19 $3,000,000 02018·19

$2,000,000

$1,000,000

$0 Direction and Control Park Operations Library Services

1- .Community Services (Enterprise Fund)

$9,000,000

$8,000,000

$7,000,000

$6,000,000

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

Community Services (Enterprise Fund) $7,000,000

$6,000,000 '12014·15

$5,000,000 112015-16 02016·17 $4,000,000 02017-18 r:2018·19 i!2018-19 :::$3,000,000 LlUI[j[[~:;:;~;:~ $0 Social and Cultural Cultural Services

.Community Development Block Grant (CDBG)

$200,000

$100,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

149 'ER.\' II ll) 201·19 201,~·IS 2.015·16 2016·17 2017·IS AiIoplcd 201 .19 ~lgnl Ael",,1 A~11I81 i\~,,~1 lAs "r 71201 7) AJI1C11dcd

$. $. 10.7'7Q.9J1J ~ 11.~1~.S2I S 11.11 '.(148 $. 12.2 9.'))3 S 12.~~ .12 U.490,42S ""ertlnlle l ~5.0.35 L6'I.~79 1SI.'IQi 211.MIQ 27,900 27, 00 S 1l11ie;s·ToloJ 1.0.926,01 1l.S ,000 11.865.016 12,31~. 1 12.S16,62S 12.518,225 Silbrie.s. . R~il11lKlrscm¢l\ls ~S2,12S1 (32,1~4) (S111) . 1;Ui~ . Labor CIIiaI~ J1,IB )?J31 30.911 J6.,ll~ 36.214 6"s02 al:mC'5 • Tol~1 ~[ 10,90S ,/)1i6 Lt.s ,'m 11,895,415 12,lS4,627 12.SS2,&j9 12.555,027 Supplies and Services ~,O2&52.0 ~,QOS,O 1 4,) 5 4,2:23,8S2 4,WI,202 4) 2.699 41..500 :';lp,I, Ollll~}' 21,O4>l ~6.MJ 4DS 41,SOO ~1,SOO Gffift31 F~nd Total 14,9S4,6lO S IS,64I,,887 S ~.1l\. $ L6.,619,979 S 16, 22,S4l s 16.1\.29)26

2013--19 2014·1 .QI .16 2016·1, 2017-L A<~lcd 2111 19 MILdI MIWlI /\<;~•••I I\

:lIanes and ,Hmp:ltl)" [lc~cfil s IO,957.1~1 S 11.6~2.1-' S IIjl9S,991 s 12,3 M27 S 12,5S2 :w S 12,SS5.021 S;',bi)' Belldi[ R~JI1bw semesns (52.125) (32.1~4) (I) M~Cif131., SlIl'pli. "".... ~u'letl:llle~ UlOl.510 I, 14,~19 2,021,.368 1.92 .1l2S 1,92U28 L,929,6.2 Pro(=L'OI1 ] SCf\>l;C ' ,ml,.,tt 1,62 .246 1.411 )~ 1,611,79 I 11.45 1.s17.~Sl 1,6OS,IS3 Trli\ocl, Trammg &. M~mbi:r.sl:up DWl's 32.,332 J ,610 6.61$ ~7.~J6 4 ,426 ~'.4,:U; l)e~'Ir~Ia'IJiOII 99 998 9911 lia.blhlics 01l1Cf l~sllf<1l1f;C' 125,021 210.1 2 1 . ,070 153.010 IB,Om I'll ••,dtparumotlllil1 Cb8~~S S76. 11 S7 ,461 S'n.2~ !WI, 6OO,4S Cl!:pl[nl A"J.Il""i Ill; ~6,lI..lJ 4 .35 41,SOO 41.S00 41, 00 R~imOOrscmc[\ls rrtll~ O1ber F~,••"" (l15,lDS) ~I Si.412) (162,0 0) (162.050) (l89, 0) Qpe,,,,;ng Tf:lllsfers Om 86~ 119,"~2 oW,91? .919 5.116 OCflcr;'lll'm ••1T01il1 15.641, 111 ~ '16,326,87 10.619,919- s '16,8n,S~1 S 16 29,2~6

ervle Budgetb ategery (Gen ral Fund)

MalC'nnls . uppli 106%

Capil8l A(Ilj~isllitl"5 S.alanc - Total cl o.m 1~J%

- L~blli[i"l"'Ot:I •• r lesuraece 9%

In[cl't1

150 DEP R"f",U: BUD, (PAR' &I RE R ",U"ION .N .• RPRI ru ~D~

201S·19 ;NlL4·1 2015.16 Adopled 201--19 MLual ~{"t1 (As orimlli, mended

lanC'~ s ,n~,8 $ ~.s47,271 S 4,642,6 1 So S 4, 'ffi"J,S'1'1 $ 4,611 )91 Ovcnuue ~,7 lol,1l),l 40,5m 9,700 9.600

lotTie.- TOlarl 4,27 I S? U81,97S. ,6 3,ISol ,li9.S9i Mil '17 . lanes- IIc,m 1[.9TJeri'1 lanes - 1..100rCb3r~c~ 60') 142 7,"01 7,4iH II ,40'1 4, u.s,30.1 Si1r~m:5• 1:Ili 01 4,214,19 4,52.717 ,169)04 4, 07,00<1 lJflIlIi~.l.3I1d cm.«~ 2,36.462 2,~66,2.4 J,:! Vi74 l,200,OW J,~J,6J Cnpt'1~1 \Ilby 12 1,448 12,100 12,100 4J.LOO Tol, r~;1II-~ R r~ion Enletpli~c i'lII1d S 1,110.132 S 7.4S0~W9 S S S,094,,27S S ,I 9,184 s S,m,042

tPARK &lRECR ,\ iOr-.1:f~i'>" .!U'RI. F' ml 201 ·19 ;Nl14·1 !

Sal:m~ lind ',,"pIO}'cl:' fie, •••!]rs i 4,2 4,19Ji J.SIt2, 71i s 4,6 \LS4 So 4.769.S04 S 4.1100.004 $ 4,16 ,~O4 Sala:f)l & &lK'rLI RCIITIOOncmenlS 1,(12 ,1M t~~enah, . UPJ>1~i3Ild Mailll~1liaOOC 900,247 ')LU6S O. 0 1,020,!M 1,020,&1).1 Prort'5~iDf)31~rv1"n' 'n'_t$ 746,9 6 1 MOO 7SS,66 1,1$3,240 l,m,l40 1,112,40 T[~ 1.TraricillS &:. • cm~r.lrip~~ 17,1S9 6,47 4,11'>4 '.l,B9 9,SJ9' 9,539 De;prc~BlLOOlIRd 1\'" rn•..~Lio" (!(I 500 87S 2,2SO 2,2S0 2)12 llil\bililL;::i&:. OIber IltS-urancc IlllcrdeIIllrf"'Ollf". C'IW~i 116,122 78S,()22 90,212 80L,l~6 OI{,162 Sm.1 J C3ptl~1 l~q!l15L'1QII1 12 1,44S 46,91(1 12.100 7l,IOO 44.100 ( (0) Cl CODlJa Aci:olll1l (14,106) (61,000) (61,000) Rr:'1IJ1bur~r:rTLel~ frol'l atlltr FlJI1dg (,.lll Opm.lm Tran ers Ouf II 1'0'131 P:ul:s RCi:rc,llnoll1'1"CIl>ne fund S S a,1SJ,0.12

Com Iluni. ervice Bud - t b (Enterpris Fund)

IJeprC"~"('" 'Ulld AmorllmllOll T,;!l,'(:l & Trainin 11.0% 01%

_~ __ M~teri[J15 :s.upplics 12.)% Salancs • 701\11f',1e1 S% Capital oq1Ji5ilroJT 09%

Pl'Of;::5.1iDlUliServices L~.I%

I.I[Jb,1It,~·Od •• r IMunnc 00"/9

151 DEPARTMENT BUDGET (COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND)

2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of 7/201 7) Amended

Salaries $ $ $ $ $ $ Overtime Salaries - Total Salaries - Reimbursements Salaries - Labor Charges Salaries - Total Net Supplies and Services 159,105 Capital Outlay Total CDBG Fund $ 159,105 $ $ $ $

DEPARTMENT BUDGET (COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND)

2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of 712017) Amended

Salaries and Employee Benefits Salary & Benefit Reimbursements Materials, Supplies and Maintenance Professional Services/Contracts 159,105 Travel, Training & Membership Dues Depreciation and Amortization Liabilities & Other Insurance Interdepartmental Charges Capital Acquisitions Asset Contra Account Reimbursements from Other Funds Operating Transfers Out Total CDBG Fund $ 159,105 $ $ $ $ s

152 COMMUNITY SERVICES DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended 1.0 1.0 1.0 Community Services Director 1.0 1.0 1.0 1.0 1.0 1.0 Recreation Services Manager 1.0 1.0 1.0 1.0 1.0 Cultural Services Manager 1.0 1.0 1.0 1.0 1.0 Admin Services Manager 1.0 1.0 1.0 Senior Business Manager 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 Program Coordinator 2.0 2.0 3.0 3.0 3.0 3.0 1.0 1.0 1.0 Nature Center Manager 1.0 1.0 1.0 1.0 1.0 Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 Home Improvement Program Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Home Improvement Program Coordinator 1.0 1.0 1.0 1.0 2.4 2.4 2.4 Environmental Aide 2.4 2.4 2.4 1.7 1.7 Community Services Leader IV 1.7 1.7 Recreation Specialist II 2.5 2.5 Community Services Leader III 5.6 5.6 5.6 5.6 Recreation Specialist 2.8 2.8 Community Services Leader II 6.7 6.7 6.7 6.7 Senior Recreation Leader 9.1 9.1 Community Services Leader I 0.7 0.7 0.7 0.7 Recreation Leader 0.7 0.7 Recreation Assistant Intern 0.5 0.5 1.0 1.0 Park Services Manager 1.0 1.0 1.0 1.0 Park Services Supervisor 3.0 3.0 3.0 3.0 3.0 3.0 Irrigation Systems Technician 1.0 1.0 1.0 Pest Control Technician 1.0 1.0 1.0 Lead Maintenance Worker 15.0 15.0 15.0 16.0 16.0 16.0 Maintenance Worker 23.6 23.6 24.8 23.6 23.6 23.6 Administrative Assistant 3.0 3.0 3.0 3.0 3.0 Secretary 3.0 1.0 1.0 1.0 Office Assistant 1.0 1.0 Typist Clerk 1.0 1.0 1.0 1.0 City Librarian 1.0 1.0 1.0 Principal Librarian 2.0 2.0 2.0 2.0 2.0 2.0 Senior Librarian 6.0 6.0 6.0 6.0 6.0 6.0 Librarian 13.5 13.5 13.5 13.5 13.5 13.5 11.0 11.0 Sr. Library Technician 11.0 11.0 Library Assistant II 11.0 11.0 Library Technician 15.0 15.0 15.0 15.0 Library Assistant I 13.0 13.0 Sr. Library Page 6.5 6.5 6.5 6.5 Junior Library Clerk I - recurrent 7.0 7.0 Junior Library Clerk II - recurrent 2.5 2.5 Library Page - recurrent 19.0 19.0 19.0 19.0 19.0 19.0 151.7 Total General Fund 151.6 151.6 151.9 151.7 151.7

153 2018·19 Parks and Recreation Enterprise Fund 2014·15 2015·16 2016·17 2017·18 Adopted 2018·19 Adopted Adopted Adopted Adopted (As of7/2017) Amended Recreation Services Manager Cultural Services Manager Senior Recreation Supervisor 6.0 6.0 6.0 6.0 6.0 6.0 Recreation Supervisor 6.0 6.0 6.0 6.0 6.0 6.0 Aquatics Program Coordinator 1.0 1.0 1.0 1.0 1.0 Program Coordinator 3.8 2.8 2.8 2.8 2.8 2.8 Farmer's Market Manager 1.0 1.0 1.0 1.0 1.0 1.0 Market Manager Nature Center Manager Lead Maintenance Worker Administrative Assistant 2.0 2.0 2.0 2.0 2.0 Secretary 2.0 Typist Clerk Community Services Leader IV 6.8 6.8 6.8 6.8 Recreation Specialist II 6.6 6.6 Community Services Leader III 13.2 13.2 13.2 13.2 Recreation Specialist 12.9 12.9 Community Services Leader II 22.6 22.6 22.6 22.6 Senior Recreation Leader 21.6 21.6 Community Services Leader I 19.0 19.0 19.0 19.0 Recreation Leader 18.6 19.0 Recreation Assistant Pool Manager Assistant Pool Manager 1.8 1.8 1.8 1.8 1.8 1.8 1.2 1.2 Instructor II 1.2 1.2 1.2 1.2 Instructor 1 3.0 3.0 3.0 3.0 3.0 3.0 Intern Aquatics Instructor 4.7 4.7 4.7 4.7 4.7 4.7 Lifeguard 2.8 2.8 2.8 2.8 2.8 2.8 0.4 Pool Cashier/Clerk 0.4 0.4 0.4 0.4 0.4 Pool Locker Room Attendant 2.8 2.8 2.8 2.8 2.8 2.8 Total Parks & Recreation Enterprise Fund 95.2 95.6 97.1 97.1 97.1 97.1

Community Development Block Grant (CDBG) Fund Home Improvement Program Supervisor Home Improvement Program Coordinator Environmental Aide Total CDBG Fund

Grand Total 246.8 247.2 249.0 248.8 248.8 248.8

154 COMMUNITY SERVICES I City Council I I PARK & REC. COMMISSION I No. of Employees = 248.8 Work Years I YOUTH COUNCil I City Manager FunctionalOrganizationalChart (1 of 4) I I 2018-19 Proposed I

Community Services : LIBRARY COMMISSION Director 1 I

Sr. Administrative : CULTURAL ARTS COMMISSION Assistant 1 I I COMMISSION ON AGING I I I I I RECREATION) LIBRARY CULTURAL SERVICES ADMINISTRATION ") PARK SERVICE~ SERVICES SERVICES ) DIVISION

See next page t page See following page I I Fine Art Classes Torrance Art Museum Program Management

 Torrance Theatre Company .....•. Legislation Torrance Civic Chorale 01 BUdget 01 Cultural Arts Commission Council/Commission Agendas Cultural Festivals & Special Events Payroll Nonprofit Arts Grants Performing Arts and Music Classes Excellence in Arts Awards Farmer's Market Community Gardens Torrette's Exercise and Martial Arts Classes Administrative H Administrative H Program Analyst 1 Services Mgr. 1 Coordinator 3 I I I Cultural Svcs. I Manager 1 I I Administrative I I Farmer's Market Community Services I I Home Improv. I Administrative Assistant 1 I Manager 1 Leader IV 0.9 Program Supv. 1 I Assistant 1 I I I I I Sr. Recreation I Supervisor 2 Community Services I I Home Improv. I Leader III 3.5 Program Coord. 1 I Office Assistant 1 Program I I Cultural Svcs. I I I I Supervisor 1 I I Coordinator 1.8 I I Community Services I Environmental I I Recurrent: Leader II 6.7 Aide 2.4 I Instructor II 1.2 Torrance Art Museum (Gen. Fund) I Instructor I 3.0 C.S. Ldr. IV 0.9 Recurrent: Community Services C.S. Ldr. III 0.1 I I C.S. Ldr.IV 0.8 Leader I 0.7 C.S. Ldr. II 0.7 C.S. Ldr.1 2.5 C.S. Ldr.11I 1.3 C.S. Ldr. I 0.4 COMMUNITY SERVICES City Council No. of Employees = 248.8 Work Years I I City Manager FunctionalOrganizationalChart (2 of 4) I 2018-19 Proposed 1

Community Services Director

I

PARK SERVICES RECREATION DIVISION } SERVICES DIV. ) I

Seniors & Teens Park Maintenance Afterschool Clubs, Park Drop Park RenovationlTurf In, Day Camps, Special Maintenance Needs, Special Events Pest Control Youth Sports, Early Childhood, Aquatics Adult Sports, Golf Course

....•. 01 (J) I Park Services Manager 1

Administrative Administrative Assistant 1 Assistant 1

Park Services Supervisor 3

Pest Control Technician 1.0 Lead Maintenance Worker 15.0 p",g,,~ Coordinator 1 Maintenance Worker 23.6 I

Recurrent: Recurrent: C.S. Ldr.IV 5.1 Asst. Pool Manager 1.8 C.S. Ldr.1I1 11.8 Aquatics Instructor 4.7 C.S. Ldr.1I 21.9 Lifeguard 2.8 0.4 C.S. Ldr.1 16.1 Pool Cashier/Clerk I Pool Locker Room Attendant 2.8 COMMUNITY SERVICES

No. of Employees = 248.8 Work Years

Fu

.....•. -...J01 COMMUNITY SERVICES City Council

No. of Employees = 248.8 Work Years City Manager

Functional Organizational Chart (4 of 4) 2018-19 Proposed

ECHNICAL SERVICES'

Borrower Services Reference Services Cataloging Research Assistance Registration Reader's Advisory Service Fines, Fees, Overdues, & Audiovisual Services .....•. Collections Exhibits & Displays 01 ex>

TECHNICAL CIRCULATION PROCESSING

REFERENCE

Library Library Tech. 3 Tech. 0.5

Library Page 11 (R Library Tech.

Sr. Library Page 2 Library Page

I FINANCE I

Mission Statement: To provide and support the Torrance Community with Sound Financial Advice in a timely, cost effective and professional manner.

I DEPARTMENT ORGANIZATION I

.....•. 01

Finance Director

OPERATIONS OFFICE OF THE DIRECTOR Finance

MISSION STATEMENT

Protect the City's Assets While Providing and Supporting the Torrance Community with Sound Financial Advice in a Timely, Cost-Effective and Professional Manner.

FUNCTIONAL RESPONSIBILITIES

The function of the Finance Department is to be responsible for the financial administration, budgeting, purchasing, accounting and auditing of City fiscal resources, the issuing of business licenses, and the billing and collection of all monies due the City. The Finance Director assists the City Manager in preparing and administering the operating and capital improvement budgets, serves as advisor to the Land Management Team, and presents to the City Council, through the City Manager, an annual audited statement of the City's financial condition, prepared in accordance with governmental reporting standards promulgated by the Governmental Accounting Standards Board (GASB). The department administers risk management programs whose objectives are to contain costs related to liability and workers' compensation loss.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Division/Program Title Actual Actual Actual Adopted (As of7/2017) Amended Office of the Director $ 2,247,392 $ 2,114,241 $ 2,138,151 $ 2,365,527 $ 2,403,696 $ 2,419,901 Operations 1,918,801 1,841,039 2,264,635 2,504,031 2,555,648 2,796,779 General Fund Total $ 4,166,193 $ 3,955,280 $ 4,402,786 $ 4,869,558 $ 4,959,344 $ 5,216,680

General Fund Revenues $ $ $ $ $ $

EXPE]\;DITlJRES

.Finance $6,000,000 ======--=.._=------, $5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 2014-1 5 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

Finance $3,000,000

$2,500,000 92014·15 &]2015-16 $2,000,000 02016-17 $1,500,000 ~2017-18

$1,000,000 02018-19 !'J2018-19 $500,000

$0 Office of the Director Operations

160 D. P R. ME, BUD T ( '. 'RA Fl', Il)

201-15 201-·16 _016-17 2017-[ , 201 -19- Act·al Aclu I tual Adopted mended

Salane 5,692,276 O~"l;rllnlC 00.600 S~IBrics - Total 5.7.)2, 7b alanes - Reimb rsements 1,53 ,b b) ;l1~nC''• Laboq Charge ~Iarl • Toml XeL u~lll: and er~'IC'L CapltalOuli G nI.'II'al ~und Total

J} PARTM :"'T D' • E 201 ·19 20L4-15 2015-L6 dopsed 2{l1."19 etual I\cu.ml (As of7 _017 Amended

, l;llle~ IKlEmployee Bell rfit ~, Il,On .1,5 4,1 4,,9 1,6 5,152, 76 'lar)' 'Bene:li L Reimb r elnenl (1,277, ~F) (1,2 _,67(,) (1,277, 71) (l.5l3,6 6) M~qenal, tlpI'11e-lind M~1n1;;n~l1ee 6(\6'5 77,~ 2 95,05{i llO, 2 I'rore. IQI1~!, 'Cr'o'Ie<:SJ '(lntrncts 259,701 232,1 1 2 .976 -JO,067 Tmv I, Trainm & Mcmb~rsllIp Dues 9. % 9,962 6, 9 2',7 0 tlBhlhllcs & Other Insurance 13.939 U.939 l l,9J9 '_, N In1erdC'p~rtm~/JIBICharaea ?l 251.%.:1 .• -2.< 01 26 .900 De L ervice J.900 ~pllal A~qui il/(Jns 2..500 BOldJ) 'bts and Other Los e R,ellllbu~Jncnl:'i. from OCh~r Funds Opcrnlmg Trnmfers Oul General Fund oLal

i anee Bud - t at or (General und)"

Travel flllllmg O~%

Inlcrdcp'.lr!rnenlal harges 61% Matcri I Suppues 2.0% ·B~scJ on ~O17- I Adopted Budgel

161 FINANCE DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended Finance Director 1.0 1.0 1.0 1.0 1.0 1.0 Assistant Finance Director 1.0 1.0 1.0 1.0 1.0 1.0 Accounting Manager 1.0 1.0 1.0 1.0 1.0 1.0 Risk Manager 1.0 1.0 1.0 1.0 1.0 1.0 Workers' Compensation Manager 1.0 1.0 1.0 1.0 1.0 1.0 Audit Manager 1.0 1.0 1.0 1.0 1.0 1.0 Budget Manager 1.0 1.0 1.0 1.0 1.0 1.0 Purchasing Agent 1.0 1.0 1.0 Revenue Manager 1.0 1.0 1.0 1.0 1.0 Systems Analyst 1.0 1.0 1.0 1.0 1.0 1.0 Senior Accountant 4.0 4.0 4.0 4.0 4.0 4.0 License Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Buyer 1.0 1.0 1.0 Accountant 7.0 6.0 6.0 6.0 6.0 6.0 Administrative Analyst 1.0 1.0 1.0 1.0 1.0 1.0 Staff Assistant 1.0 1.0 1.0 1.0 1.0 1.0 Workers' Compensation Claims Examiner 2.0 2.0 2.0 2.0 2.0 2.0 Claims Technician 3.0 3.0 3.0 3.0 3.0 3.0 Buyer 1.0 1.0 1.0 1.0 1.0 Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 Senior Account Clerk 6.0 5.0 5.0 6.0 6.0 7.0 Account Clerk 4.0 4.0 4.0 4.0 4.0 6.0 Administrative Assistant 2.0 2.0 1.0 1.0 1.0 Secretary 2.5 Office Assistant 1.0 1.0 1.0 1.0 1.0 Typist Clerk 1.0 Intern 4.0 2.0 2.0 2.0 2.0 2.0 Total 45.5 44.0 44.0 44.0 44.0 47.0

162 FINANCE City Council

No. of Employees = 47.0 Work Years

Functional Organizational Chart (1 of 2) 2018-19 Proposed

Systems •I I Asst. Finance Analyst Director 1

OFFICE OF THE OPERATIONS DIRECTOR

See next page Financial Reporting Revenue Forecasting Revenue Audits Accounts Payable Business License Internal Audits General Ledger Utility Billing Purchasing Accounting Billing/Collection Cashiering Payroll Capital Budget

.....•. (J) co

ACCOUNTING REVENUE

Accounting Revenue Manager Manager

Sr. Accountant 1

Sr. Buyer

Accountant 1 Buyer

Sr. Account Clerk FINANCE City Council

No. of Employees = 47.0 Work Years

Functional Organizational Chart (2 of 2) 2018-19 Proposed

Administration Liability Legislative Analysis Insurance Administration Operating Budget Worker's Compensation Health & Safety Consulting

.....•. (J) .j::>..

....'E' I FIRE I

Mission Statement: We are a unified department - honored to serve our community tnrouqt: proactive emergency response, risk reduction and community engagement.

I DEPARTMENT ORGANIZATION I

.....•. (J) 01

Fire Chief

ADMINISTRATION DIVISION COMMUNITY RISK OPERATIONS DIVISION REDUCTION Fire

MISSION STATEMENT

We are a unified department - honored to serve our community through proactive emergency response, risk reduction, and community engagement.

FUNCTIONAL RESPONSIBILITIES

The function of the Fire Department is to ensure the safety of life and property from fires, explosions, hazardous conditions and natural disasters occurring within the City of Torrance, and the inspection and correction of any fire or life hazard found; to enforce the penal provisions of ordinances of the city and laws of the State and Federal governments; to investigate, gather, and preserve evidence, apprehend and prosecute arsonists; to educate the public on fire prevention, fire safety, CPR (cardiopulmonary resuscitation) and first aid, and to provide emergency medical care for life-threatening or traumatic injuries.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Division/Program Title Actual Actual Actual Adopted (As of? /2017) Amended Administration $ 3,420,558 $ 3,568,585 $ 3,800,067 $ 3,859,591 $ 3,853,299 $ 3,942,140 Operations 22,072,900 22,815,130 23,272,143 24,097,028 24,700,628 24,692,207 Community Risk Reduction Division • Hazardous Materials Administration 865,514 997,503 704,364 604,933 513,808 537,708 . NPDES 135,282 137,082 137,882 - Hazardous Waste 149,237 150,537 150,837 - Fire Prevention 1,279,381 1,241,452 1,357,044 1,326,700 1,353,400 1,382,000 General Fund Total $ 27,638,353 $ 28,622,670 $ 29,133,618 $ 30,172,771 $ 30,708,754 $ 30,842,774

General Fund Revenues $ 1,787,515 $ 1,981,921 $ 1,811,260 $ 1,875,212 $ 1,878,622 $ 1,878,622

Emergency Medical Services Fund Emergency Medical Services Expenditures $ 11,239,873 $ 12,003,989 $ 12,505,120 $ 12,889,407 $ 13,183,607 $ 13,119,464

Emergency Medical Services Revenues $ 11,164,964 $ 11,988,395 $ 12,640,158 $ 12,884,747 $ 13,178,947 $ 13,119,464

Note - The Community Risk Reduction Division was created in 2017-18 and includes Hazardous Materials Admin., NPDES, Hazardous Waste, and Fire Prevention programs Note - The Emergency Medical Services fund was created in 2003-04.

EXPENDITURES

• Fire (General Fund) ]

$35,000,000 ------_.------_.------._----'------,

$30,000,000

$25,000,000

$20.000.000

$15,000,000

$10,000,000

$5,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018·19 Amended (7/17)

166 Fire (General Fund)

$30,000,000 ,---.------.--.- ..- ..------. --.-. -....------.--.-.-.------.-.-.--.------.------.,

$20,000,000 -i:i2014-15] []2015-16 []2016-17 $15,000,000 c2017-18 02018-19 '-12018-19 $10,000,000 +------~.J

$5,000,000 +------

Administration Operations Hazardous Materials Fire Prevention Administration

---_._------

• Fire (Emergency Medical Svc. Fund)

$14,000,000 ------... --- -.------.------...------.- ... -•...------,

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017 -18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

167 201 -I' 2015-16 Mopttd _01ll-19 A tUBI (As of 7/2011) mend d

, lane O~'l"fllm~ " nlarres - TDI~I alan . - R.:irnburs~mellL: :~I~J1C"S- I~'lbm Ch~rgC"S alaJl~ ·1'0131 N'C1 u1lPhe-s a1ld • rvree C~~'l!Il Outlay General und eial

DU AR. M ' NT 111'IlG KT

~OL -1(, _OHi.11 2017-1 A~lual «ual AdoptlXl

Snkmes ~md 'nipltty~l" l)~m~l11l. ~S, 66,611 26,1(, ,200 _7, 'r., 94 ~7,9S3S17 :~I>1l)'& Ilcnl"flt Rl"lInmm;ememls ( ~51 17.7 I) (4,20 l M.ler! 1", uppll" and M 11iten/lDCt; 1,012,67<1 960.493 1.01 ,530 96S.067 %5,061 9 US6 Profe~51011~1 l"r. Ice' Coolr~t1l. ,~ Q -.2~6 216,1 4 ~ OA70 335.160 JfJ6,90 Travel, Tmll1m,g & "1crnl'lt."'l"shlp [)~e~ 51, 1~ $ .O~2 15,293 61,6_0 61,620 6'l,9~O rabrhu ," Other In urance 4 ",007 .,13.100 41,319 95. 9s.oo16 Q5, ·6 [111l"rdl'f.!ilflmenl;.dCharges SI1, _Q _Q.6::'9 -2 ,"4 "70,()93 575,4 6 575,0 fJ Capn I f\. qUI 1l10rt:5 30,505 6~. G 41,$45 202, . ~ ~02. 2(12,(, Rl"lm u _~n~"I1t from O.h "1 Fmld (30"/. _ (300.65.11 {300.6S_ (179.G Jl (21~.652, (219,0 21 lnterfund 1..o~11Pnnclp;ll RcpilYln.=nl pi:rlllln.c 1'I'llmsfl"r~O~t neral furld Total

ire Department Bud~et b atego (General und)*

Sl!Il:tTlC"S-Toto] er I 917%

Ll~hJhllC51'Oth<=r IIJ~ur.iI1'.e 030/. Prafessmml SelVlC~~ 16% - 1l}~r

168 JOI 19 ~OI4·15 1{]! -,e. :2016-17 ,\dcpted 201 ·19 J\clual \ua1 I\clual of7f2(117) mended

9,7 .7 LO,677._77 10,974,577 10,~26._17 2,241.206 1.140.200 1.731.100 1,701.100 L. 17.477 1 ~.711,677-- 12,6.:l7,317

12,021,311 445.0 7 7,000 12.ooJ.9S9 I', 11~.464

nEI'ARl.·~'I~:NTBUnG':T 201 19 2014·1 201 ·16 2.016·17 2017·1 doptccl 201 ·19 Actua; cusnl Aclmll Adopl(od (J\s of 112(117) ArrnelJd~d

_ nlanes and EmplDyL"C Ikl1dils 10. S.Ol L II.S40,6 4 12,03_.019 12A 17,477 12.711.671 12,o27.~11 al~I)' B neli R.~lfnbtlrscmcnt5 , I,ll) 'I, 1~r1,h. 'uppl i~s and bml~~, ~ '~ J 6.907 .11 29,011 'S. 2 ~5 .. 2 366,5 1 l'rofL"55lonnl " L"T'I~(lL"S. onuaets .11••134 103,1 L 61.516 .81L • 71 9~.2_1 Tm~~I, Tr 11U11l:, • tCll1be~hlP Dues 1_. ~O 14,490 H ~ 18.000 l ,000 1 .000 Dcl re lal i011$;. J\moolzm ian .012 ,179 S I)n 47.000 RL"lIl100=mcn1.5 from OlhL"r 1'~~d5 ( 7.(00) 0PCr.lUng TrnI15t••••.s 0ut 9.624 '111erg<:n iedical ervice 1mal 13,1 L9.464

ire D partm nt Budget b Cat go (Emergency Medical ervice - Fund)'"

".nl~r1cs - Total ,~ % J% ------.

r>rofL"~~Km I er ice 07%

Operam\g 'rmt:>fer 0.1%

Tr.lv.:1 &: TrnllJll1g 01%

169 FIRE DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended Fire Chief" 1.0 1.0 1.0 1.0 1.0 1.0 Deputy Fire Chief" 1.0 1.0 1.0 1.0 1.0 1.0 Battalion Chiefs': Administrative Chief 1.0 1.0 1.0 0.5 0.5 0.5 Community Risk Reduction 0.5 0.5 0.5 Support Services 1.0 1.0 1.0 Training Officer 0.5 0.5 0.5 Platoon Commander 3.0 3.0 2.0 3.0 3.0 3.0 Fire Captains": Assistant Fire Marshall Training Officer 1.0 1.0 1.0 Special Services 1.0 1.0 1.0 Company Commander 27.0 270 270 270 27.0 270 Fire Engineer' 270 270 270 27.0 270 27.0 Senior Fire Inspector' 1.0 1.0 1.0 Fire Fighter' 330 330 33.0 330 330 33.0 Fire Prevention Manager 1.0 1.0 1.0 1.0 1.0 1.0 Emergency Services Manager 1.0 Administrative Services Manager 1.0 1.0 1.0 Sf Business Manager 1.0 1.0 1.0 Senior Fire Prevention Specialist 2.0 2.0 2.0 2.0 2.0 2.0 Senior Fire Prevention Officer Hazardous Materials Analyst Hazardous Materials Specialist Fire Prevention Specialist 7.0 7.0 7.0 7.0 7.0 7.0 Administrative Analyst 1.0 1.0 2.0 2.0 2.0 2.0 Staff Assistant 1.0 Administrative Assistant 3.0 3.0 3.0 3.0 3.0 Secretary 3.0 Office Assistant 2.0 2.0 2.0 2.0 2.0 Typist Clerk 2.0 Intern 0.5 0.5 0.5 0.5 0.5 0.5 Total General Fund 113.5 113.5 113.5 113.0 113.0 115.0

Emergency Medical Services Fund Fire Battalion Chief 1.0 0.5 0.5 0.5 Fire Captain (Paramedic Coordinator)' 1.0 1.0 1.0 1.0 1.0 1.0 Fire Fighter' 48.0 48.0 48.0 48.0 48.0 48.0 Emergency Medical Services Coordinator 1.0 1.0 1.0 1.0 Emergency Medical Services Nurse 1.0 1.0 50.0 50.0 51.0 50.5 50.5 50.5

Department Total 163.5 163.5 164.5 163.5 163.5 165.5

Sworn Personnel' 145.0 145.0 145.0 144.0 144.0 144.0 Civilian Personnel 18.5 18.5 19.5 19.5 19.5 21.5 163.5 163.5 164.5 163.5 163.5 165.5

170 City Council FIRE I I I Support Services t---1 Admin. Services Batt. Chief 0.75 Manager 1 I N~O. of Employees = 165.5 Work Years City Manager I I I I Administrative I Administrative Assistant 1 Functional Organizational (1 of 2) Analyst 2 I 2018-19 Proposed I Fire Chief 1 I I Intern II 0.51 Administrative Sworn: 144.0 Employees Assistant 1 I Non-Sworn: 21.5 Employees I Departrnent Oversight BUdget Promotional Exams Payroll Office Assistant 1 I Recruitment Prornotional Exams Adrninistration Info. Technology

Professional Standards Communications Accreditation

I ,,- <, Community Risk RedUCti1 EMS Division Division Operations Division j ~ "- I See next page NPDES Mobil Oil Consent Decree Chemical Disclosure! Risk Mgmt. Plans Underground Tanks Site Remediation Legislative Review CUPA Business Plan Hazardous Waste Fire Cause!Arson Fire Prevention & .....•. Emergency ) -...J Medical Services Tracking Development Review Weed Abatement Investigation Hazardous Mat'ls .....•. Code Development Plan Check Public Education Inspections

I Community Risk Reduction Division Community and Public Affairs I Battalion Chief! I Battalion Chief! EMS 0.5 Battalion Chief 0.25 Fire Marshal 0.5

I Administrative I Fire Captain! I Assistant 1 EMS 1 I I

I EMS I Coordinator 1 I I Fire Prevention Mgr./ I Fire Prevention Mgr./ Haz. Mat. Admin. 0.3 I FPD 0.7 I I I I I I I I Sr. Fire Prevention I I Fire Prevention I I Fire Prevention I Sr. Fire Prevention I I Fire Prevention I Specialist 1.25 Specialist 0.4 Spec./NPDES 0.5 Specialist 0.75 Specialist 4.6

Fire Prevention Spec./ Fire Prevo Spec. I Office Assistant 1 I I I Haz. Waste 0.5 (PUb. Educ.) 1 I I City Council I I City Manager I I Fire Chief I OPERATIONS) DIVISION _ .... - .. - ... r-._J ---

Emergency Responses Specialty/Miscellaneous Suppression Procurement Facility/Equipment Fire Prevention Equipment Maintenance Inspections Vehicle Maintenance Emergency Scene Technical Rescue Pre-Incident Planning Hazardous Materials Incident Reporting/ Management Vehicle Facility Inspections Documentation Management Organizational Planning Hazardous Materials Training/Coordinating/Planning Mutual Aid Coordination

I OPERATIONS DIVISION I I Deputy Fire Chief 1 I

I I I .....•. -...J I Org. Planning I I Platoon Commander I Training Officer I I Emergency Services I 1'0 (Battalion Chief) 0.5 Battalion Chief 3 (Battalion Chief) 0.5 Manager 1

I Staff Assistant 1 I I I I I I FIRE STATION #1 I FIRE STATION #2 FIRE STATION #3 FIRE STATION #4 FIRE STATION #5 FIRE STATION #6 I II ND II II I 1701 CRENSHAW BLVD. 25135 DOUGLAS WAY 3535 W. 182 STREET I 5205 CALLE MAYOR 3940 DEL AMO BLVD. 21401 DEL AMO CIR. DR. I I I I ENGINE CO. 91 TRUCK CO. 91 ENGINE CO. 97 ENGINE CO. 92 ENGINE CO. 93 ENGINE CO. 94 ENGINE CO. 95 ENGINE CO. 96 TRUCK CO. 96

Company Company Company Company Company Company Company Company Company Commander Commander Commander Commander Commander Commander Commander Commander Commander (Fire Capt) 3 (Fire Capt.) 3 (Fire Capt.) 3 (Fire Capt.) 3 (Fire Capt.) 3 (Fire Capt.) 3 (Fire Capt.) 3 (Fire Capt)/HM 3 (Fire Capt.) 3 I I I I I I RESCUE CO. 93 RESCUE CO. 94 RESCUE CO. 95 I Fire Engr.lHM 3 Fire Engineer 3 Fire Engineer 3 Fire Engineer 3 Fire Engr./HM 3 Fire Engineer 3 Fire Fighter 3 Fire Fighter/ FICe Fighter 3 Fire Fighter 3 Fire FighterlHM 3 I Fire Fighter/ Fire Fighter/ Fire Fighter/ Fire Fighter/HM 3 Tiller Operator 3 FICe Fighter/PM Fire Fighter/ FICe Fighter/PM 3 3 Fire Fighter/PM 3 Tiller Operator 3 Fire Fighter 2 Paramedic 6 Paramedic 6 Paramedic 6 Fire Fighter/PM 1 RESCUE CO. RESCUE CO. 91 Fire Engineer Fire Engineer Fire Engineer Fire Fighter/ Fire Fighter Fire Fighter Fire Fighter Paramedic 6 Fire Fighter! Fire Fighter/PM Fire FighterlPM Fire Fighter/PM ~I Paramedic 6 ~I ~I

I GENERAL SERVICES I

Mission Statement: To provide quality services that support City departments in a manner which enable them to carry out their community missions; to provide these services in a cost effective and efficient manner which best serves the operational needs of the City departments and the community. The General Services Director also directs the activities of Zamperini Field - Torrance Municipal Airport.

I DEPARTMENT ORGANIZATION I

.....•. -...J W

General Services Director

FACILITY SERVICES FLEET SERVICES FACILITY OPERATIONS ADMINISTRATION DIVISION DIVISION DIVISION General Services MISSION STATEMENT The mission of the Department of General Services is to provide quality services that support City departments in a manner which enable them to carry out their community missions; to provide these services in a cost effective and efficient manner which best serves the operational needs of City departments and the community. The General Services Director also directs the activities of Zamperini Field - Torrance Municipal Airport.

FUNCTIONAL RESPONSIBILITIES

Functional responsibilities of the Department are to maintain all City buildings and building systems in good, presentable, clean condition; and to provide a healthy, comfortable environment within the buildings in a manner which meets the operational needs of City departments and the community.

To provide other essential support services required by City departments, including a City - wide graffiti eradication program.

To provide these services efficiently in a cost - effective manner.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Division/Program Title Actual Actual Actual Adopted (As of7/2017) Amended Direction and Control $ 488,816 $ 396,979 $ 528,590 $ 450,683 $ 458,086 $ 446,659 Building Maintenance Services 425,070 522,025 484,419 535,418 545,820 542,418 Custodial Services 1,294,525 1,329,234 1,317,698 1,429,830 1,460,608 1,435,318 Air Conditioning/Heating Services 744,998 834,654 864,655 941,821 951,947 961,420 Central Services (283,577) (91,188) (342,026) City-wide Graffiti Removal Service 245,806 244,536 244,579 300,000 300,900 434,130 Facility Utilities 337,892 355,223 346,953 336,065 336,065 336,065 Facility Services Administration 317,138 405,069 269,213 282,620 296,020 268,820 General Fund Total $ 3,570,668 $ 3,996,532 $ 3,714,081 $ 4,276,437 $ 4,349,446 $ 4,424,830

General Fund Revenues $ $ - $ $ $ $

Cultural Arts Enterprise Fund Cultural Arts Center Expenditures $ 2,148,655 $ 2,134,112 $ 2,172,948 $ 2,429,461 $ 2,444,724 $ 2,399,281

Cultural Arts Center Revenues $ 1,853,750 $ 2,303,180 $ 2,118,062 $ 2,282,285 $ 2,289,097 $ 2,223,097

Airport Enterprise Fund Airport Administration $ 1,885,502 $ 1,921,628 $ 2,206,961 $ 2,467,667 $ 2,480,353 $ 2,476,009 Airport Commission Support 2,982 3,338 3,309 12,400 12,500 12,500 Airfield Leased Land Operations & Maint. 78,694 96,319 112,123 115,344 115,344 115,673 Airport Operations, Maintenance & Admin. 913,762 1,055,672 971,072 1,114,556 1,124,745 1,141,528 Airport Public Areas Operations & Maint. 79,751 72,432 80,830 89,494 89,494 89,494 Noise Abatement 357,658 372,054 392,550 449,026 449,356 450,994 Non-Aeronautical Leased Land Operations 8,559,372 12,064,147 9,559,601 9,518,223 9,518,223 9,521,392 Airport Fund Total $ 11,877,721 $ 15,585,590 $ 13,326,446 $ 13,766,710 $ 13,790,015 $ 13,807,590

Airport Fund Revenues $ 12,489,244 $ 12,869,406 $ 12,894,091 $ 12,945,000 $ 12,945,000 $ 13,268,000

Fleet Services Fund: Direction and Control $ 537,293 $ 653,374 $ 574,874 $ 496,472 $ 500,680 $ 502,195 Acquisition and Replacement 94,848 21,317 30,011 Vehicle and Equipment Maintenance Svcs. 2,460,893 2,482,762 2,575,808 2,782,771 2,823,661 2,795,333 Warehouse Operations 499,763 456,846 440,127 474,499 484,099 510,309 Inventory Program Vehicle Replacement Fund 1,790,092 964,211 2,395,304 2,081,400 2,088,300 2,087,900 Total $ 5,382,889 $ 4,578,510 $ 6,016,124 $ 5,835,142 $ 5,896,740 $ 5,895,737

Fleet Services Fund Revenues $ 6,730,881 $ 5,396,923 $ 6,183,398 $ 6,113,548 $ 6,113,548 $ 6,085,548

174 EXPENDITURES l _

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted (7/17) 2018-19 Amended

General Services (General Fund)

$1,600,000

$1,400.000

$1,200,000 F2014-15 11!2015-16 $1,000,000 2016_17 $800,000 132017-18

$600,000 02018-19 1il2018-19 $400,000 ~

$200,000

$0 Direction and Control Building Maintenance Services Custodial Services

General Services (General Fund - continued)

$500,000

$400,000

$300,000 g2014-15 1;12015-16 $200,000 El2016-17 $100,000 ------~-~------~~~~ iIil2017-18 $0 ! i 02018-19 ($100,000) --..•...... ·§:muITI· IQ2018-19 L__ . ($200,000) t--l==~--r,' 11------1

($300,000)

($400,000) 1.-- --'

Central Services City-wide Graffiti Removal Service t .. . . Note - Actual Central Services flat rate reimbursements exceeded expenditures resulting in negative actual costs.

175 General Services (General Fund· continued)

$450,000 ,------

$400,000 -----.-.-

02014-15!

112015-161 $300,000 02016-17 $250,000 l!2017-18 $200,000 02018-19

$150,000 t'J2018-19

$100,000

$50,000

$0 Facility Utilities Facility Services Administration

I •c~i;~~;i-~-~~Center (Enterprise F~-~~)----- .--'1 1__ _. . ..._._------_..1

$2,700,000

$2,400,000

$2,100,000

$1,800,000

$1,500,000

$1,200,000

$900,000

$600,000

$300,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17) f·------..-.....------

!

• Airport (Enterprise Funded) i _____..._._.._.._.. _ .. _ .._. .. _... J

$18,000,000

$16,000,000

$14,000,000

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

176 Airport (Enterprise Fund)

$3,000,000

$2,500,000 ------:02014-15

$2,000,000 102015-16 ! 02016-17

$1,500,000- 1~2017-18 182018-19

$1,000,000 ---F"I"II/',H!![, .•• i (l20!8-1~J

$500,000

$0 Airport Administration Airport Commission Support Airfield Leased Land Operations Airport Operations, Maintenance & Maint & Admin. I _I

Airport (Enterprise Fund· continued)

$14,000,000

$12,000,000

$10,000,000 ------.-.-----.---.- 62014-15 OOI-r=~r--=lrTTJ 112015-16

$8,000,000 ------.. - - - - 02016-17 l:!2017-18 02018-19 $6,000,000 ! D2018:19

$4,000,000 --

$2,000,000 ------

$0 Airport Public Areas Operations & Maint Noise Abatement Non-Aeronautical Leased Land Operations ------

177 · __ ._--_ .. - -...-...--.-.------..--~------..---.---J_-_._ .. ---_. • Fleet Services (Internal Service Fund)

------

$7,000,000,------,

$6,000,000 +------

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 2014·15Actual 2015·16Actual 2016·17Actual 2017·16Adopted 2018·19Adopted(7/17) 2018·19Amended I ••. ._...... J

Fleet Services (Internal Services Fund)

$3,000,000 ,------,

$2,500,000 18"2014-15 I $2,000,000 lil2015-16 I02016-17 $1,500,000 ---.- ...-..--.-- ...----.---.-- .... - ....-.. s2017·18': 1:12018·19 $1,000,000 ------..-·..·····------··-··-·-E~~I+II\.~ 02018·19 I ._-_._.-

$500,000

Direction and Control Acquisition and Vehicleand Equipment WarehouseOperations VehicleReplacement Replacement Maintenance Svcs. Fund

178 nEI' nTJlU::-nr]l IlC tr ( .N R~\L II D)

2014-1 s 201 .16 _OI.fJ·17 ~oI1·18 J\clu~1 1\ L~iil A lU31 Adopted

S31uriL:'S 5,49U,ol $.461.661 O\'el'ltlme 127.400 128500 _ 31. ries • 1'0131 S.::!I .~/' ~. .lan(:S • T NijL '011 ~. IS.400 3.0-10,229 2.981.0J -upplil:.~ ~Ild e" i ~ 755.2112 1.J03. 17 I. .2 2 C~pi'31 OU,J3~' 5.500 5500 G ·n,:••.~l FI.Jnd 1"1, I .J.2-1.830

DEI' Iff 1 T rw~

. larics and EUlplu)'eoo::B~1lCfi . 0.1 t)' & BCI.elit Reill1b~r;>(:lnenIS 13tmBls. .upplies and ,lill'~n3n I'rof~55ional ~kr\'iceslConlrncl~ Tr.Ii~d.lrrailling &: kmb<'rship Dues I.i. bilili~ Ol,l-':f 1nsuranee I"t~·inj~p;1r1ll'1l:.nlalCh rg~ C3pitull'~'lui~ILiun RdlnbuJ'5~lnen's frtllll lh~r 'uud Opcralil1' Transf~rs Oul n~ral Fund T 0131

en ral er ice epa rtment Budge b ategory . ell ral Fund '"

Copil31 A qulshlons 0.1% S",13nes . rolnl MI.-I% 'el~

- __ .J"til.~ri31s&, ~11I'l1ie 9.2%

l.i3biliLie 'Otl-':f 1t15tJ IM:~ 1nrcrdepanmeu nl Charges 1.0% __9%

• 1h5.:-d 00 2Q 17-1 Ad(llJlC"!llllli ·~I. ere • In~h.d e"'LlI1i1[<1t1",,1aJ}'""i"liltu "mffil~ fcl [(',j to n:1.l ml~ rt'imburscmo:r1

179 _01 S.L9 ~Ol~-15 ~1I15-16 2016-17 2017·18 /\OOPl~ ~O~g·19 !\clu31 Actuat Actual Adopted (Asof ~017) Amended

.l:J.ri~ LAi.IJ9 1.6_9,610 1.6 U60 l.60l.9 . O\'~r1il~e 21.6~ ~I'ri(,'~• TIJI~I L508,8~1 1,629. 20 I.6JJ.76(1 1.603.98 - lilril.'S- Rc:imoon~lntm -. Illri~ - Labor 'h~rgcs 49'.16.) SS.9 ') 55.15') 6'1.99 -~lllri~S- Tol31 :-lei LS

m:PAR 1E "T IUfO .~T 'JLTl.Jn L R ,.- n:N- I!.I~)

_014-15

lari~ 'llld '1"1)1~~e I) ~elil lilT)' , B~m;:li~Reimoo ~emCIIIS laleri Is.' "lIpplrcs 311d 13illll:nillW~ 101,01<) fi.73~ 80,605 140,15 14Oc.IS 135M Professional Service 'C'olllrac-ts 361,6b9 340,11)7 '45.075 311,248 31U 371.:!4 Travel, "l'raillilll;, MCillbo,!l'$hil-"D~ i.' 1 I.' 622 U.Joo 12.400 12.4,00 ~reci"llion and /\I~ r1il.ilit>ll 2~.s3 2",63 23.01 29'.000 29.000 2:9,00 Inl~rd:cpilrtlncn'lIl ChllJ~~S I L7.13') 122.13') 113,467 115.766 115.8 9 11$.989' Debt Service J,8L U73 J,OJJ 5.000 Capilal cquisilioms O~r.1li~l\ Ttllli fel'S Cu1M,11/\rt~ Cenler Fund ot I

enera rice Deparnn nt Bud t b ategor . (Cultural Arts TIleI' III rpri Fund)

, 13r1C's-1"0131~CI __ ....r ~9"'l"!o

Dcp CI:iiIIOIi 1.2%

M~lcrin.1s& -uppli~s 5, •..•• Inlerdcpilrtmcnt:d O"lJI!,"'S 1,3%

180 eneral erviees Deps tment Budget b ateger (Airport "Ill rpri Fund)

U30boLi[i~btr 1".ul\t1lcr rrn~1 T",i~iJ1i (l.]% 0-2%

Bod L)';b1~ Md Otl1c'r ~ 0.2%

~~_~_ Prg(eu;g ••••1Sen.';"", ~.:2%

1.11cri 15 Supplies 2.9%

~pr'CeillLiQIl ~_1%

~[j•.sed 011 20 17-1 doprcd [luJl\i:'L

181 201~-L9 2014-15 2015-16 2111-17 201 -I i\OOplL."d ~OI8-19 /\~L~~I Actuul /\~Lual ,"d'opu~"d [As of/flO 111 Ami.'IMlL."d

~lu.ri~ ;, .05] OY~r1I"i1e .900 '3IilTi~ - 1<.11i11 3,J2b,N M06.9~1

"3IilriL." - f{dmOOnL."11 'II ( 4,507) l 6.020) S~lilrii.'s - Lubor h3I"gCS 35,8_6 19' '4 • 31:uks • T{lI~1 Xci ~.;n"},~61 356Q.S6S uppoli .~ I 6SS.20S :!:!~5L C~pi131 ullil)' toS3.352 2.10 .6(,0 fli:>:1 ~I'\'it;~,Fund T0131 6.016.124 U95,137

101 -I~ 2014-15 ,o\CILl31 '31~ri •••s lind I:lI1plo)"I.'" ~,,~1i, ~.L6I, 5' 3.lb2,014 -31~ry& Iknc n L Ilcimbu=n1I."IILs t9Q.,OOO) • 4,501} M1a1cri~15, Supplii.'S and Ialntennnce 311.203 ~2 211, POlrt 3nd rLld Ir'l\ cnlOOf' MS5,6J4 230.107 In"(:uLOfi)" (COIILr1l i ~oull~ P.655,6J4) (2,430,701) pror=i{ln31 SL."ryiCL."5iConlr3~L5 J9,o.l7 41,~'9 T~\ I. Trainin ML."lnbershlpDIli.'S 3,3'14 9.,169 [Jepn:~iil1 ion • nd 1'\01'1 izm iOIl I, 16,5 SS .00 I..mbiliLics Iher IlmJl,JIK:e 7,5 . 1,55, Intcrdl."pilT'lnlL."llw1 hr f!\'" II' ,302 111, O:! l)L."bI rviee I ,J7 4,(>06 apital i\~11 isilloU5 1.271,~ 2 2. ' '2 I>.,d l)L."bls and Oil..:! L..o55L."" Fi: W t\ sc (orltf3 .~p

General ervlees Departm nt Bud t b at gor (Fleet. lees Fund)'"

IJcpn.'Ci3livn 27.1%

Iht,.Y !nsur-mc 0.4%

" 1~n~5 - llJl~1 M!A%

InlL."rdcp;al1mcnl~1CluIr!,'CS ~,3%

182 GENERAL SERVICES DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended General Services Director 1.0 1.0 1.0 1.0 1.0 1.0 Building Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Facilities Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 Facilities Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Air Conditioning/Heating/Electrical Supv. 1.0 1.0 1.0 1.0 1.0 1.0 Air Conditioning/Heating Supervisor Senior Building Maintainer 1.0 1.0 1.0 1.0 1.0 1.0 Senior Business Manager 1.0 1.0 1.0 1.0 1.0 1.0 Business Manager Senior Building Inspector 1.0 1.0 1.0 1.0 1.0 1.0 Building Maintainer 6.0 6.0 6.0 6.0 6.0 6.0 Electrician 2.0 2.0 2.0 2.0 2.0 2.0 Air Conditioning/Heating Technician 3.0 3.0 3.0 3.0 3.0 3.0 Central Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Central Services Coordinator 2.0 2.0 2.0 2.0 2.0 2.0 Reprographic Specialist 3.0 3.0 3.0 3.0 3.0 Duplicating Equipment Operator 1.0 Reprographic Equipment Operator 2.0 Graphics Designer 2.0 2.0 2.0 2.0 2.0 2.0 Delivery Driver/Clerk 1.0 1.0 1.0 1.0 1.0 1.0 Senior Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Secretary 1.0 Staff Assistant 1.0 1.0 1.0 Office Assistant 1.0 1.0 1.0 1.0 1.0 Typist Clerk 1.0 Senior Custodian 3.0 3.0 3.0 3.0 3.0 3.0 Custodian 21.0 21.0 21.0 21.0 21.0 21.0 Total General Fund 55.0 55.0 55.0 56.0 56.0 56.0

Cultural Arts Enterprise Fund Senior Business Manager 1.0 1.0 1.0 1.0 1.0 1.0 Business Manager Box Office Manager 1.0 1.0 1.0 1.0 1.0 1.0 Facility Operations Chief 1.5 1.5 1.5 1.5 1.5 1.5 Bookkeeper 1.0 1.0 1.0 1.0 1.0 1.0 Box Office Attendant 2.1 2.1 2.1 2.1 2.1 Senior Recreation Leader 1.1 Recreation Leader 1.0 Theater Technician Coordinator 1.2 1.2 1.2 1.2 1.2 1.2 Sr. Box Office Attendant 1.6 1.6 1.6 1.6 1.6 Recreation Specialist 1.6 Stage Manager 1.1 1.1 1.1 1.1 1.1 1.1 Customer Service Representative 1.5 1.5 1.5 1.5 1.5 1.5 Booking Manager 2.0 2.0 2.0 2.0 2.0 2.0 Assistant Booking Manager 2.0 2.0 2.0 2.0 2.0 2.0 Theater Technical Director 1.0 1.0 1.0 1.0 1.0 1.0 Sr. Facilities Operations Attendant 4.0 4.0 4.0 4.0 4.0 4.0 Facilities Operations Attendant 5.0 5.0 5.0 5.0 5.0 5.0 Theatre Technician 1.3 1.3 1.3 1.3 1.3 1.3 Total Cultural Arts Enterprise Fund 27.3 27.3 27.3 27.3 27.3 27.3

Airport Fund: Facility Operations Manager 1.0 1.0 1.0 1.0 1.0 1.0 Senior Business Manager 1.0 1.0 1.0 Business Manager 1.0 1.0 1.0 Senior Account Clerk 1.0 1.0 1.0 1.0 1.0 1.0 Customer Service Representative 0.5 0.5 0.5 0.5 0.5 0.5 Lead Airport Worker 1.0 1.0 1.0 1.0 1.0 1.0 Airport Worker 4.0 4.0 4.0 4.0 4.0 4.0 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Secretary 1.0 Total Airport Enterprise Fund 9.5 9.5 9.5 9.5 9.5 9.5

183 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Fleet Services Fund: Adopted Adopted Adopted Adopted (As of? /2017) Amended Fleet Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 Fleet Services Supervisor 2.0 2.0 2.0 2.0 2.0 2.0 Warehouse Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Senior Business Manager 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 1.0 Staff Assistant 1.0 1.0 1.0 Senior Welder 1.0 1.0 1.0 1.0 1.0 1.0 Senior Mechanic 9.0 9.0 9.0 9.0 9.0 9.0 Mechanic 6.0 7.0 7.0 7.0 7.0 7.0 Equipment Attendant 4.0 4.0 4.0 4.0 4.0 4.0 Auto Parts Storekeeper 1.0 1.0 1.0 1.0 1.0 1.0 Storekeeper 2.0 2.0 2.0 2.0 2.0 2.0 Delivery Driver/Clerk 0.5 0.5 0.5 0.5 0.5 0.5 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Secretary 1.0 Office Assistant 2.0 2.0 2.0 2.0 2.0 Typist Clerk 2.0 Facility Operations Attendant 1.0 1.0 1.0 1.0 1.0 1.0 Total Fleet Services Fund 32.5 34.5 34.5 34.5 34.5 34.5

Department Total 124.3 126.3 126.3 127.3 127.3 127.3

184 GENERAL SERVICES

N\Jo. of Employees = 127.3 Work Years

.....•. ex> 01 GENERAL SERVICES

No. of Employees = 127.3 Work Years

.....•. ex> (J)

I HUMAN RESOURCES I

Mission Statement: To promote organizational effectiveness by providing quality human resource services and programs to line departments, employees and business community.

I DEPARTMENT ORGANIZATION I

.....•. -...Jex>

Human Resources Administrator

OPERATIONS DEPARTMENT SUPPORT Human Resources

MISSION STATEMENT

The Human Resources Department promotes organizational effectiveness by providing quality human resource services and programs to line departments, employees, the public and business community.

FUNCTIONAL RESPONSIBILITIES

The Department manages a comprehensive human resources program that provides support to the employee workforce and the City's line departments. Program highlights include recruitment and selection, classification and compensation, benefit administration and organizational development.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (7/2017) Amended General Fund: Benefits $ 433,510 $ 409,723 $ 504,889 $ 434,136 $ 440,141 $ 426,309 Mandatory Training 75,482 88,442 92,337 161,576 162,081 161,937 Program Compliance 469,472 534,512 410,207 562,216 567,921 552,014 Recruitment & Testing 372,456 598,945 630,833 686,729 672,129 633,429 Employee Relations 301,985 359,046 337,523 438,601 446,101 411,701 Classification & Compensation 132,926 143,350 153,845 191,742 195,047 184,604 General Fund Total $ 1,785,831 $ 2,134,018 $ 2,129,634 $ 2,475,000 $ 2,483,420 $ 2,369,994

General Fund Revenues $ - $ $ - $ - $ - $

- - ._. u •• - _-.._.-.. u nn__n ------.-.1 • Human Resources (General Fund)

$3,000,000

$2,500,000

$2,000,000

$1,500,000

$1,000,000

$500,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

Human Resources (General Fund)

$600,000 ,..------..,

$500,000 +-----r....-rr------,lI~:I~_4~ 82014-151 D2015-16, $400,000 02016-17! I $300,000 1512017-18: i Cl2018-19i $200,000 02018-191

$100,000

$0 Benefits Mandatory Training Program Compliance

188 Human Resources (General Fund - continued)

$800,000

$700,000

$600,000 iC2014.1S I IC201S-16I $500,000 102016-17 : $400,000 c2017·18 ! : i $300,000 ;02018-19; 1i!12018·19 $200,000 j

$100,000

$0 Recruitment and Testing Employee Relations Classification and Compensation

DEPARTMENT BUDGET (GENERAL FUND) 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (7/2017) Amended

Salaries $ 1,288,889 $ 1,539,028 $ 1,588,734 $ 1,768,825 $ 1,802,225 $ 1,692,725 Overtime 2,551 6,018 13,029 4,900 4,900 4,600 Salaries - Total 1,291,440 1,545,046 1,601,763 1,773,725 1,807,125 1,697,325 Salaries - Reimbursements (70,176) (65,142) (77,497) (72,986) (72,986) (76,184) Salaries - Labor Charges 1,375 Salaries - Total Net 1,221,264 1,479,905 1,525,641 1,700,739 1,734,139 1,621,141 Supplies and Services 564,567 654,113 603,993 774,261 749,281 748,853 Capital Outlay General Fund Total $ 1,785,831 $ 2,134,018 $ 2,129,634 $ 2,475,000 $ 2,483,420 $ 2,369,994

DEPARTMENT BUDGET (GENERAL FUND) 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (7/2017) Amended

Salaries and Employee Benefits $ 1,291,440 $ 1,545,047 $ 1,603,138 $ 1,773,725 $ 1,807,125 $ 1,697,325 Salary & Benefit Reimbursements (70,176) (65,142) (77,497) (72,986) (72,986) (76,184) Materials, Supplies and Maintenance 192,695 192,076 191,203 277,460 277,460 277,460 Professional Services/Contracts 230,973 315,606 255,499 331,195 306,195 305,895 Travel, Training & Membership Dues 30,416 35,196 45,657 61,201 61,201 61,201 Liabilities & Other Insurance 3,917 3,917 3,917 9,036 9,036 9,036 Insurance Claims Interdepartmental Charges 98,462 100,062 100,362 104,011 104,031 103,631 Capital Acquisitions Reimbursements from Other Funds (8,4 I9) (6,065) (6,335) (21,300) (21,300) (21,300) Operating Transfer Out 16,523 13,320 13,690 12,658 12,658 12,930 General Fund Total $ 1,785,831 $ 2,134,018 $ 2,129,634 $ 2,475,000 $ 2,483,420 $ 2,369,994

189 I rman Reseuree epartment Budget b Categ (General Fund)*

Llabilitic lher hl~lmult>C 0.4% Pro~~ toful rvi ;(. alarics • Tol I ~---- 13.4% 6. %

- Ti\:~1 &. milling 2.5%

llilerdtpanmental Charges 4.7%

Maleliill~ & llpplies 10.3·/0 Based on 20 l7·].S Adoptoo B udgcl

In" 201 -19 2014·1· 201 ·16 2{116·1 2{11 -I Mo~t~ 2018-19 Pu~ilioll iHe Moptoo Adopted Adogted Adopted (112m ) mmcfc:d Hum"n Resources Ac!Illi!listmlOr 1.0 1.0 1.0 1.0 1.0 1.0 Human Resources ~ma~r 2,0 1,0 1.0 1.0 1.0 1.0 Human Resourees S niar anagemc.Jll A IXiatc. 1.0 1.0 1.0 1.0 1.0 I hifllilr'l Re. ur s Mll'st .5 4,) 5,0 5,0 SO \JilT 5. L51iUU Human Resources TttllnlciiIJI 2,5 2.5 H 25 2.5 Personnel T«lmici811 2, Admin i Irali Assistant 2,7 .2. 2.7 2,1 27 eerei 2.2 Offl e si lilJJ1:t 1.0 1.0 1.0 1.0 1.0 T)'Pi~ Clerk 1.0 lntern II 0.5 0.5 Total General Fund 14.7 14.7

DqmtmcJll T Q(a] 13,2 D. 14.7 14.7 14.7

190 HUMANN RESOURCES City Council I No. of Employ-ees = 14.7 Work Years City Manager Functiona mal Chart I 201 ied I Human Resources Administrator 1 I

I 1 DEPARTMENT) OPERATIONS) SUPPORT I I Legislative/Policy Program Compliance Employee Recognition Employee Relations Onboarding & Benefit Recruitment & Testing Administration Automation Classification & Mandatory Training ) Compensation DOT Compliance Labor Relations Support Central Personnel Training & Development Records

.....•. .....•.

192

I POUCE I

Mission Statement: To focus resources to serve the community with an emphasis on crime and its effects; To address the very real issues associated with the fear of crime through application of a problem solving approach; To proactively address the social and physical disorders that create the opportunity for crime, and To be sensitive to community needs and issues that affect the quality of life.

I DEPARTMENT ORGANIZATION I

.....•.

Police Chief

Community Affairs .- -1------...,------I 1 I I I I I I I I Deputy Chief of Police

Chaplains Volunteer Services

'SPECIAL OPERATIONS' ADMINISTRATIVE SUPPORT SERVICES PATROL BUREAU BUREAU BUREAU BUREAU Police

MISSION STATEMENT With a commitment to full service community policing, the Mission of the Torrance Police Department is to: • Focus resources to serve the community with an emphasis on crime and its effects; • Address the very real issues associated with the fear of crime through the application of a problem solving approach; • Proactively address the social and physical disorders that create the opportunity for crime; and • Be sensitive to community needs and issues that affect the quality of life.

FUNCTIONAL RESPONSIBILITIES The function of the Police Department is to enforce the penal provisions of the City Charter, City ordinances, and State, and Federal laws for the purpose of protecting persons and property and the preservation of peace within the community. To these ends, the Department engages in patrol, crime prevention, investigation of crimes, apprehension of criminals, gathering of evidence, custody of prisoners, rehabilitation of offenders, regulation of traffic, investigation of traffic collisions, custody of property, coordination of all major disaster plans, and all such training and support necessary for these activities.

DEPARTMENT BUDGET SUMMARY

2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of7/2017) Amended Office of Chief of Police $ 2,388,461 $ 2,665,030 $ 2,806,341 $ 2,853,169 $ 2,932,269 $ 2,688,100 Personnel 3,647,047 3,742,338 3,825,908 4,232,469 4,292,569 4,366,669 Research and Training 2,094,064 2,324,410 2,575,367 2,249,822 2,294,022 2,292,122 Records 1,419,687 1,530,997 1,522,885 1,709,600 1,739,300 1,717,700 Technical Services 6,672,076 6,798,536 6,997,305 6,898,589 6,975,855 6,903,460 Patrol 24,890,863 24,097,024 25,095,180 26,271,474 26,994,503 27,069,403 Traffic and Special Events 5,880,629 6,078,126 6,543,861 7,152,337 7,326,937 7,321,937 Detectives 9,351,188 9,313,233 9,033,950 11,750,226 12,054,726 11,974,426 Special Investigations 4,687,950 6,316,888 6,856,856 6,677,200 6,852,400 6,869,300 Community Affairs (was Emerg. Svcs.) 2,358,199 2,072,184 2,149,159 2,424,060 2,488,060 2,484,760 Communications 6,689,223 7,224,817 7,944,835 7,010,784 7,149,347 7,165,415 General Fund Total $ 70,079,387 $ 72,163,583 $ 75,351,647 $ 79,229,730 $ 81,099,988 $ 80,853,292

General Fund Revenues $ 691,400 $ 640,701 $ 541,163 $ 718,858 $ 730,814 $ 730,814

Animal Control Fund Animal Control $ 380,049 $ 399,855 $ 445,516 $ 604,455 $ 610,961 $ 597,689

Animal Control Revenues $ 380,049 $ 399,855 $ 447,731 $ 604,455 $ 610,961 $ 597,689

Asset Forfeiture Fund' $ 62,000 $ $ $ - $ $

• Asset Forfeiture funds are used to fund an L.A. Impact Police Officer position.

EXPENDITURES

• Police

$90,000,000 $80,000,000 $70, 000, 000 $60, 000, 000 $50, 000, 000 $40,000,000 $30, 000, 000 $20,000,000 $10,000,000 $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7117)

194 Police

$5,000,000 ~------, 82014·15 $4,500,000 -1------::::==.,------1 $4,000,000 +------:~ 1;12015·16 $3,500,000 ,02016.17 $3,000,000 $2,500,000 +r~~~:r1\~==n'}------l::=:::l~ 02017·18 $2,000,000 : 02018·19 $1,500,000 , $1,000,000 1~_2~18.19 $500,000 $0 Office of Chief of Police Personnel Research and Training Records

Police (continued)

02014·15 $32,000,000 02015·16 $28,000,000 $24,000,000 +------11=10-:1'""" 02016·17 $20,000,000 l:l2017·18 $16,000,000 +------II="-""IIj $12,000,000 02018-19 [,)2018-19 $4,000,000 $8,000,000 t=~~S8Lt~~E~~~E==~~~@tl~[~tj~a:t]~~[=~~[~[~~ $0 Technical Services Patrol Traffic and Special Events Detectives

Police (continued)

$9,000,000 $8,000,000 82014·15 $7,000,000 1;12015·16 $6,000,000 02016·17 $5,000,000 $4,000,000 02017·18 $3,000,000 02018·19 $2,000,000 "2018·19 $1,000,000 $0 Special Investigations Emergency Services Communications

.Animal Control

$700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 2014·15 Actual 2015·16 Actual 2016-17 Actual 2017-18 Adopted 2018·19 Adopted 2018·19 Amended (7/17)

195 m:lf'J\ RT U:NT mrnc IlT 201~-IS 2015-Ui _OI!)-17 2017-18 WI -19 i\.clINlI ctual AClll~1 Adopted Am~~ded

~1:Jiries~~d Inpl~ e Benfil (; -,O~7,771 66,fiOO,4N 73,969,98 S 75,t_t,417 75,637,681 ~IMy Bener.t R~.mburs<:lJ11~nl (Mb,576l (427.200) ( :l.J.2 7) (42 ,2.41) (4 4, ;) M~tcrmls, uppll~ and tanuenance 2.350.530 2,41 US'.! 2.344.91 2. 4.918 2.34 ,571 Pfofc ional crvice oll1ra.::1 I,OI6,2LS 1,090, 2 9OJ.l1l4 903,814 857,960 Trn~1. Tr:JiLlll~g&. lcnlbers~ ip Dues 274,l64 j.s9.602 26 .96_ 268,%2 :2 ,(>lJ2 1.L1J:bIlLll~&. Other InlSurnl1>Ce ,096 4 3502 4b2560 462,560 462,560 Inlcrdep:!.Tln1Cnl~1 Charges 1,423,499 1,468,11 1,54S,[ 14 1,S5t,IN} I,S57,7M Cllpital 1-\ qui~.[. II Reimbursements rrom OI~<:r Funds Operel ing Tra~~ren 0111 Gi:JIl."Tiil und oliil

------, Police D partment Budget b ate gory (General Fund)"

SaL

- '-iIlbi 1iliC$(Q~hc;r ImwTJIDCC 06% Int~ r'dcp

Prof imml s.cn.'.~s 1.1%

196 D-P RTME, T B D ROL F· Nil) JOI -IS 2QH·16 2016-17 2Q17·lll 2fH8·19 Actual tWll1 J\~[u~1 i\do(!led ( mcnded

S3L

m;p R 1l?; TO IlGKT 20l8·19 2QI4·1" 201 -16 2016·17 _011.1 Adoplod 2C11~-19 1\~11131 AClu~1 /\~Iu I Adopted s of71'2Q17) Amended

lafle~ and 'mployee Denelil 294,46 S. 2 2.-0'2 _7 • S 0,00 4 II, 'ilOO 39'll,500 ~Iary & Eknefi l Ri."unbm5~mi."nI5 (3S1} MalCfl

Pone Department B dgct b Category (Animal ontr I Fund)'" Trth'i."1 T"'dini~g O.~

S~laTics • Tetnl 671%

ites

Inl~rdep;il1Jnenl~1 Charg("S "BllSCd on ~0I7-1 S Adopted l3ud,gcl 3.0%

197 POLICE DEPARTMENT PERSONNEL SUMMARY- 2018-19 General Fund 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended Police Chief" 1.0 1.0 1.0 1.0 1.0 1.0 Police Captain" 4.0 4.0 4.0 4.0 4.0 4.0 Police Lieutenant" 14.0 14.0 14.0 14.0 14.0 14.0 Police Sergeant" 33.0 33.0 33.0 33.0 33.0 33.0 Police Officer" 174.5 175.0 175.0 175.0 175.0 175.0 Administrative Services Manager 1.0 Police Records Administrator 1.0 1.0 1.0 1.0 1.0 Police Services Officer 29.0 30.0 30.0 30.0 30.0 30.0 Forensic Identification Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Sr. Forensic Identification Specialist 2.0 2.0 2.0 2.0 2.0 2.0 Forensic Identification Specialist 4.0 4.0 4.0 4.0 4.0 4.0 Juvenile Diversion Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 Juvenile Diversion Caseworker 1.0 1.0 1.0 1.0 1.0 1.0 Systems Analyst 1.0 1.0 1.0 1.0 1.0 1.0 Information Technology Analyst 2.0 2.0 2.0 2.0 2.0 2.0 Senior Business Manager 1.0 1.0 1.0 1.0 1.0 1.0 Staff Assistant 3.8 3.8 4.8 4.8 4.8 4.8 Emergency Services Manager 1.0 1.0 1.0 1.0 Emergency Services Coordinator 1.0 Emergency Services Staff Assistant 1.0 1.0 1.0 1.0 Administrative Analyst 2.0 2.0 3.0 3.0 3.0 3.0 Info Tech Specialist 2.0 2.0 2.0 2.0 2.0 2.0 Administrative Assistant 11.0 11.0 11.0 11.0 11.0 Secretary 11.0 Police Operations Supervisor 3.0 3.0 3.0 3.0 3.0 3.0 Public Safety Communications Supervisor 2.0 2.0 2.0 2.0 2.0 2.0 Public Safety Dispatcher 23.0 23.0 23.0 23.0 23.0 23.0 Police Records Technician 17.0 17.0 17.0 17.0 17.0 17.0 Crossing Guard 130 130 13.0 13.0 13.0 13.0 General Fund Total 347.3 349.8 351.8 351.8 351.8 349.8

Animal Control Fund Police Operations Supervisor 1.0 Animal Control Supervisor 1.0 1.0 1.0 1.0 1.0 Animal Control Officer 3.0 3.0 3.0 3.0 3.0 3.0 Total Animal Control Fund 4.0 4.0 4.0 4.0 4.0 4.0

Asset Forfeiture Fund Police Officer" 1.0

Grand Total 352.3 353.8 355.8 355.8 355.8 353.8

Sworn Personnel" 227.5 227.0 227.0 227.0 227.0 227.0 Civilian Personnel 124.8 126.8 128.8 128.8 128.8 126.8 352.3 353.8 355.8 355.8 355.8 353.8

198 POLICE City Council

No. of Employees 353.8 Work Years = City Manager Functional Organizational (1 of 2) 2018-19 Proposed Adjutant Police Police Chief 1 Sworn: 227.0 Employees Sergeant Civilian: 126.8 Employees

Administrative Deputy Chief of Assistant Police 1

ADMINISTRATIVE SUPPORT PATROL BUREAU BUREAU SERVICES BUREAU

Jail Operations See next page Department Operations Property Room Operations Enforcement of Local/State/Federal Recruiting & Hiring Law Fleet Operations Internal Affairs Respond to Calls for Service Investigations Court Liaison Conduct Field Investigations Training Plan & Activities Subpoena Processing & Manage Field Operations Budget/Payroll/Purchasing Service Provide Direct Field Supervision Staff Report Records Processing Statistical Reporting

.....•.

Communications Records Division Services Division Community Affairs Research & Division Patrol Division Division ,Training Division i Administrative Police Lieutenant 1 Police Lieutenant 1 Police Lieutenant 1 Police Lieutenant 1 Services Mgr. Police Lieutenant 6 Police Lieutenant 1

Police Sergeant 1 Police Operations Police Sergeant 2 Police Sergeant Supervisor 2 Police Sergeant 13 Police Sergeant 3 Police Sergeant 2

Police Services Police Officer 7 Police Records Officer 22 Police Officer 2 Police Officer 84 Technician 17 Police Officer 5 Police Officer Public Safety Comm. Administrative Supv. 2 Assistant Sr. Business Manager Staff Assistant Staff Assistant Public Safety Dispatcher 23

Administrative Police Services Analyst Systems Analyst 1 Officer 1

Staff Assistant 2 IT Analyst 2 Volunteer Chaplains Explorers Administrative Services Info. Tech. Assistant 3 Specialist 2 POLICE City Council

No. of Employees 353.8 Work Years = City Manager Functional Organizational (2 of 2) 2018-19 Proposed Sworn: 227.0 Employees Police Chief Civilian: 126.8 Employees

Deputy Chief of Police

SPECIAL OPERATIONS BUREAU

Investigation of: Property Crimes, Force Related Crimes, Economic Crimes, Juvenile Crimes, Vice & Narcotics, Crime Analysis, Traffic Enforcement, Parking Enforcement, Accident Investigation, Animal Control

Special Operations Bureau Captain 1

1'0 o Detectives Traffic Division Division

Police Lieutenant 1 Police Lieutenant 1 Police Lieutenant

Police Sergeant 2 Police Sergeant Police Sergeant 4

Police Officer

Police Officer 35 Police Officer 19 Police Operations Supervisor 1

Forensic Juvenile Diversion Administrative Supervisor Coordinator 1 Analyst Police Services Officer 7 Sr. Forensic ID Juvenile Diversion Administrative Specialist 2 Case Worker 1 Police Operations Assistant Supervisor 1

Forensic ID Administrative Specialist 4 Analyst Animal Control Officer 3

Staff Assistant 0.8 Administrative Assistant

Administrative Assistant 2 Crossing Guard 13

I PUBLIC WORKS I

Mission Statement: To provide a superior level of public service and interdepartmental support in the most practical and competent manner possible. Through innovative methods, we seek to ensure a sound infrastructure and a healthy, aesthetic environment that contributes to the overall mission of the City.

I DEPARTMENT ORGANIZATION I

1'0 .....•.o Public Works Director

ADMINISTRATION WATER SERVICES OPERATIONS STREETSCAPE ENGINEERING SANITATION SEWER Public Works

MISSION STATEMENT

The Public Works Department is committed to providing a superior level of public service and interdepartmental support in the most practical and competent manner possible. Through innovative methods, we seek to ensure a sound infrastructure and a healthy, aesthetic environment that contributes to the overall mission of the City.

FUNCTIONAL RESPONSIBILITIES Maintain sewer and storm drain infrastructure, including pump stations, catch basins and storm water retention basins. • Street sweeping and residential refuse and recycling collection. • Maintain concrete sidewalks, curbs, and gutters throughout the City. • Maintain City owned parkway trees and landscaped street medians, and parkways. • Maintain roadway surfaces along with traffic signals, traffic striping, pavement markings, and street signage. • Maintain the airport runways, taxiways and other ground surface areas at the Torrance Municipal Airport (Zamperini Field) as well as provides operational services to pilots and aircraft in conjunction with FAA Control Tower. • Maintain and operate the Torrance Municipal Water System that includes transmission and distribution mains, storage reservoirs, pump stations, groundwater production wells and imported water connections, as well as performs water quality assurance testing.

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of7/2017) Amended General Fund: Direction & Control $ 1,521,156 $ 1,567,598 $ 1,879,415 $ 1,683,198 $ 1,701,669 $ 1,679,922 Commercial Street Cleaning 454,108 381,396 358,310 417,110 421,210 415,958 Street Maintenance and Repair 2,554,433 2,554,226 2,512,883 2,534,045 2,551,090 2,552,600 Painting and Signs 584,454 618,588 644,686 636,552 643,952 639,817 Street Lights & Signals 106 (113) Streetscape - Landscape 4,082,313 4,259,878 4,259,746 4,648,380 4,704,540 4,673,818 Streetscape Concrete Concrete 1,395,910 1,498,584 1,398,226 1,708,414 1,725,014 1,710,214 Airport Maintenance 1,460 Design and Project Administration 423,896 240,997 445,426 586,683 637,992 679,023 City Yard Services 357,393 321,786 290,297 358,525 358,525 358,803 Nat. Pol. Disch. Elim. System (NPDES) General Fund Total $ 11,373,769 $ 11,442,940 $ 11,790,449 $ 12,572,907 $ 12,743,992 $ 12,710,155

General Fund Revenues $ 364,069 $ 359,555 $ 371,150 $ 370,000 $ 370,000 $ 370,000

Sanitation Enterprise Fund Residential Street Cleaning $ 851,784 $ 996,833 $ 960,644 $ 811,063 $ 817,963 $ 809,683 Solid Waste Collection and Disposal 7,803,748 7,876,804 8,519,217 8,446,421 8,487,924 7,324,787 Green Waste 562,335 710,724 718,878 585,900 595,600 1,876,930 Residential Recycling 1,608,951 1,565,470 1,548,061 2,024,724 2,046,068 2,024,546 Waste Management (AB939) 291,461 285,885 277,568 345,544 335,503 360,402 Nat. Pol. Disch Elim. System (NPDES) 52 81 29,955 29,955 29,155 Container Replacement 37,159 73,428 32,998 75,000 75,000 75,000 Sanitation Vehicle Replacement 788,533 1,471,100 1,471,100 1,471,100 Sanitation Enterprise Fund Total $ 11,155,438 $ 11,509,196 $ 12,845,980 $ 13,789,707 $ 13,859,113 $ 13,971,603

Sanitation Enterprise Fund Revenues $ 11,694,956 $ 11,894,556 $ 12,965,486 $ 13,482,161 $ 13,482,161 $ 12,947,322

Sewer Enterprise Fund Wastewater $ 2,074,268 $ 1,699,576 $ 1,808,730 $ 2,047,616 $ 2,070,311 $ 2,029,626 Sanitary Sewer System Planning and Dev. 2,589,530 2,882,439 2,710,068 3,554,779 3,583,100 3,588,933 Sewer Replacement Fund 123,878 124,000 124,000 124,000 $ 4,663,798 $ 4,582,015 $ 4,642,676 $ 5,726,395 $ 5,777,411 $ 5,742,559

Sanitary Sewer System Revenues $ 2,774,162 $ 2,460,821 $ 3,951,911 $ 6,426,896 $ 6,489,766 $ 5,529,965

Water Enterprise Fund Water Supply $ 22,383,660 $ 19,825,988 $ 22,962,229 $ 24,260,000 $ 24,260,000 $ 27,045,000 Water Operations 14,151,669 6,296,420 (2,811,004 ) 6,509,161 6,567,220 6,431,450 Water Resources 460,233 458,390 492,845 589,482 600,682 592,611 Water Administration 2,467,585 2,687,261 2,822,262 2,926,269 2,938,026 2,929,827 Water Financial Obligations 1,275,614 1,217,287 1,204,007 3,669,962 3,688,311 3,704,922 WRD Goldsworthy Desalter 455,770 456,653 322,173 711,496 714,291 709,567 Water Vehicle Replacement 57,597 139,000 139,000 139,000 Water Enterprise Fund Total $ 41,194,531 $ 30,941,999 $ 25,050,109 $ 38,805,370 $ 38,907,530 $ 41,552,377

Water Enterprise Fund Revenues $ 36,188,325 $ 33,778,285 $ 37,509,758 $ 39,153,700 $ 39,153,700 $ 43,853,400

202 EXPENDITURES

• Public Works (General Fund)

$14,000,000

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

Public Works (General Fund)

$3,000,000

$2,500,000 - === ~=z $2,000,000 r- c2014·15 ~-= m2015·16 $1,500,000 ~~ t\ _- ~ ~ -- 1= 02016·17 1= ~ -- s-= $1,000,000 1= - 1= -- t12017·18 - == $500,000 == == ~-=- 02018·19 1= --- - ~ I -- === !~ - ~,Rt=-~-=~ r.il2018·19 $0 -, ~ I -+-- --t--- ..----. Direction & Control Commercial Street Street Maint Painting and Signs Street tights & Signals Cleanino ($500,000)

Public Works (General Fund - continued) $5,000,000 .------,~ •...•

$4,000,000$4,500,000 ~~~~~~======j+-1= [I _l'I 02014·15 $3,500,000 '1- ~ -~ 02015·16 $3,000,000 = r;.; [;J 2016·17 :~:~~:~: ••.·.·I~~ : ll2017·18 $1,500,000 -r [I , ------~ ::: 1------132018·19 $1,000,000 ,t- 1§12018·19 $500,000 :1'= ~ 'S -~ :"I $0 j....D..L...l[=-L~"'::""': s~ .,~1o.1."'"'--"l£l,dl~u...,....J-~:lo..-:L.-..;,--'-O!~ :..a..::.aJ--,--I-I'30.-":--L:;.'-J..,' -=-l-;.~'~•.•.-.L~:!IL-~-_--_---- ___1 Streetscape - Streetscape Concrete Design and City Yard Services Nat Pol. Disch. Landscape Concrete Project Elim_ System Administration (NPDES)

203 • Public Works (Sanitation Fund)

$14,000,000

$12,000,000

$10,000,000

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

Public Works (Sanitation Fund)

$9,000,000 .,------,

$8,000,000 l:i2014-15 $7,000,000 02015-16 $6,000,000 +------l.I"."\j.. 02016-17 $5,000,000 +------Jl •••••~ (;]2017-18

$4,000,000 02018-19

$3,000,000 ~2018-19

$2,000,000

$1,000,000

$0 Residential Street Cleaning Solid Waste Collection and Disposal Green Waste

Public Works (Sanitation Fund)

$2,500,000

El2014-15 $2,000,000 02015-16 02016-17 $1,500,000 '12017-18 132018-19 $1,000,000 ~2018-19

$500,000

$0 Residential Recycling Waste Management (AB939) Nat. Pol. Disch. Elim. System Container Replacement (NPDES)

204 • Sanitary Sewer System Planning and Develop. (Enterprise Funded)

$7,000,000 ,------~

$6,000,000 +------

$5,000,000

$4,000,000

$3,000,000

$2,000,000

$1,000,000

$0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

._-_._._----~

• Water Division (Enterprise Funded) I ~ _ .~J

$45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

Water Division (Enterprise Funded)

$30,000,000 02014-15 $25,000,000 tlI2015·16 $20,000,000 02016·17 $15,000,000 02017-18' fJ2018-19 $10,000,000 ~2018·19 $5,000,000

Water Financial Water WRD ($5,000,000) L- ~~=~__'O""b""Ii"'a""tl""·on"'s'__~A~dmJ..!Ci~nj~st:!.!ra!'ltio~n'"__-"'G:;;OI""dSe!w';;O~rth!2.L _ Desalter

205 DF'PARTII1I! r B Il ,1:T (CEi 2018-19 2014-15 2015-16 2016-17 2017-1 Adopled 201 ·19 /\tltll'll AtlUll.1 At'lll~1 J\dnpted S ofl12(17) mended

'~liinL"S OVcr1~m~ alanes -lo.~1 '~tane.s - R imbuf ernl:'lIts 31n.r1~5- tabor aw~es alaTics • T(I\~I et 'upplies alia ervi C3PI1.il! 'OutLay G~rner~1 Fmlll a-Ial

I)' rAR'HU: :T II I} ~Ii..]'(GI ' R,.\L F' N"

~01 -15 20IS-If! 2016·11 I 19 C:l1ml AOlu31 AcllJiill Am~nded

, lanes and Emplo}'>L"<:Benefit 9,75_,_5_ 9'.143. 65 '~I') Bcnc:fil Reimburs~lnC'nls (2, ,'" (_.336.5fB) bt riat .' up~ics II blnlc:n3no~ 2.]45,562 2,706.152 Pro C"S51Onal ermx'SJConltilCIS l,J.06,2l8 1.159.035 Tr ~1. TllIinill& MC:ITl~rslllp 1)1l~.5 12,1 (I 1 ,376 ll~rnhlies ,a,hilf Insuranoe 630,17S 691.97 Jn~dcpartlni:'rn[lll Ch;u~~s • ,97 160.697 Cap'lal cqtli~ition 15, 0 J8.'I55j R~lmbursemenl$ rfCNl\ Other Funds (543,191J ( 1.71) OptF;)t1n;g Trans crs Out 64,IU'; 5M37 G-ener 1 Fund Tot~1 S L1,31J.169 11,790.449

Public Works Departmes t Budget b Category Gene ral Fund)" Caplllli Arqmsuiens 0.2% [

Sa13rlcs - 01j1 L'l 61.0%

Im\ I8.'.Trainmg 02%

ional ervi C1l 12. %

Inl~rd(:pal'tll1enll1l ClhargC"S ·Ba~d M_2_Q_11_-1-.:'dop[_c-d_B_IId-=~_t _ 2.6%

206 Till DG.E ( [ .\TJO:, F. nlll:I']U Ii: F D}

3tanes S OV~r1irnc alanes - TOlal , lanes- R im'btl sement S3111.n~5- tabor ChiIJ~~s ~lariC5 - Total et Supplies and e ices pILlI:10utlay anil31lo11 ~i e tl d olal So

201 -19 Adopted 201 19 s on .O~7) Amcn~dJ

13ties and EmpLo '~ Ben~tlls 4,8111,_44 :$ 4.105.223 131)' & I:kndil IlClmbursellwJlls (27,1 9' (21, OJ) btcf'1~15. Upp11C5ana M3rnlcn3nOl: 2. 24,904 2.824.9 Prof lon!lll I Conu 01 2,3M,]. 6 2.31L.461 Travel, Traimng t~rn~rshlp Dues II 5 11,l5S Depreci rien 1.411.l00 I. 11.100 l~3rnlillies '.OdwI lnsuranee 157,314 157,314 Int<."ifdOflillrtrn~flt~1Clulr~1:'.!i 8 2,921 971,652 Debt et"'ice 51),000 90.000 LO

Pu lie orks Depart ent Budget b atego (Sanitation Flllnd ,*

briC5 - Tetal 1'11'1:'1 .•••• ',3%

l.;~bll itic. Utho:r ImullInoe 1.3·..•• Bad D b and Other 1.0 s 04%

prof~sslOlI.'Il ~I"V~~ [ntL'Td~pGrlm1l:'nlAil 19.2% harges 175% ·D~5Cd on 2017-1 ;\dopll:d Bud8,et

207 u '.'AR 201 19 201&-11 2017·1 Adopted 2018·19 AClual MOple{j t/\ (Of 712011) AlDmilcd

Salanes O\'crtiln~ lanes· otal alanes . R~~llIbursel'lienl$ Iaries - Labor Charges aries- 10lal el S~N-'~ltsand erviees a:p1tal Oull~' L."nor EnLt..•pnse unll, olal

II)I!.PART 1KJ T B U , T( , 'ERPR1. F. F Dl'

2017-1 .0]8·19 dO'pted Amended alar~ and -mplo>'Oi:B~l1d;IS 2.922,592 VJ16.9J7 S~Ii1I}' &. Bcne:fi L Reimbursement S7~, 16) (56.Sl ) 'Malcrillis. uppllcs and Mam1.cnaoce 3~, 19 360,319 'Profe iOllal crvic onlrn Is I.oJO,011 1,0_1,528 TnJ\'~1. Tr~lnlm:g&. Membersh ip Dues 11.014 10,61 Depreciation I.32.S.094 1,3.25.094 Llahd rue .& Other IMul'8nce SOS. b3 16. 16 Inlcf'

Pub ie or Deartment Budg t b atege (-e\'. er , ,nlerp' i Fund)'"

1m, IntcrQep:utl11l'1l~1 harges 11.}%

B d DetMUM Other Los 02% I'rof~ion;rl • ices 11. % DcprOi:iatinn - 1% B sed on 2.~11·1 A$.)p!cd_B_IJ_d~=-~_t _

208 , IillfD ,1'1' (W!\ ~:I~F..NTIlRI'IU I F J 0) 20111·19 W14·15 2015-16 2016-11 2017-1 d pted lual Attulli J\ .Lual Moptcd ~A5 of7f2(17)

~1JlIl"1C:S 4,303.969 Owrtime 263.191 ~11!,T1i;5- T",llll 4,'7,766 etanes • lWimblJrSi;lni;IU (521,344) alanes ' Labor aliiJg,~S 1.4~0.50S lliariC5 ,TGIllI er .)O~9"n uppl ie and ervicc 2S.:W7,:m CapLI.il1 O~IIi1y 31.193 '-V.ater ruerpn fullcl Tol;.,l 30.941.999 S

Dil 1'1\ IHiMEl" ,

Salaries und Empl!o)'t'C Bellelils a1i11}' Be~cl1t R,cimcurSi;lncnts M3teri Is.' 'IIpplies .and blnlcnllncc l'rorC-55Ionn1 si:'rvlcl:'SlCOnlri1l;l \ aLef uppl' os 27,22fl,OOO Parts & l'u~llnv~nll)I)' SW.OOO tor~ Wllicr Rights Inventory I'~KMses 591.119 J\fWD IJhr<1"Low' low Rebiatc Prog Travel, Tmuung & Membership Due _2,731 21.62S 2 42,275 42.275 S.215 Depreciation and Arncrti7Jllltln S1,597 2.139,000 2,139.000 _,ll9'.OOO Liabi Iiues OIlier I~. uraRCC 02.932 5 • 9 46.,9&11 92.109 92.109 92,109 Inti:'rdepal1mcnllll <-DiITg,~S 1,I7,9rYl 1.3-11.20 lJ23, 99 I, 6,139 lASS, 40 1.62095 Debt erviee 4 .999 4 0,278 6,4'1J9,43fJ SO,lSS ~)0.2 713,rYl3 Loans COnlrtl "Xpc~Jilures (-75,143.) (424. 3 ) l6. (1<),436) (100,633) (100,633) (SI6, 61) In\ ~IOf)' ontra A~OUI1I (3 .6 4) l 9,!!H) 4fJU 7 (5So.o00) ( 0,(00) (5S0.ooo) '1,0000 ~,rater 'Riglll onua (~94.202) ( 70,2(5) (29'4,202 (591.779) (591.719) 1}1,719') Capillll ACqUlSliioos 1U 31.193 71,076 4 ;.100 4Sb.,~OO 4 6,200 IkJd Debt iliad Other L()5~S SI.\94 L3 6S0 .000 80,000 ee.eoo I'lxro AsselS omra 'xpcndllur (27,09') (468,10) (456.200) (456,200) ( 56,:!OO) ReimbtlJ CI11CI115from OthN Funds 1 198) (1,537 (2,4 ) (8.000) (. ,(00) ( ,0(0) Orne, E pend;lUrr;s ()pl...-ii.tUIg, rillisfers Olll 75,457 910,490 ( .155,279) ]28.037 12 ,037 105.L21 F.~1rnllrdmlll)' Loss W~ter EnlC!J'll'lsc Fund Total 38,907,.HO S US2 77

Pubhc Wor s Depa tmeat udget b Category Bad D;;l;its lind Other (\ater Enterprise Fund)· Losses w [~ ~pl)' 0.2% 6~0%

alaries ' T 0I111 ct 163%

Travel &. Trammg 0_1%

~ MaI.eri31 &. upplies Profe ional 1«5 ~ 64% % Usbll illL"~lhL"r Il1SUmlJCe 02%

·B~d (I'll 2017-1 Adopted Budgl:"l

209 PUBLIC WORKS DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended All Funds Public Works Director 1.0 1.0 1.0 1.0 1.0 1.0 Deputy Public Works Director - Engineering 1.0 1.0 1.0 1.0 1.0 1.0 Deputy Public Works Director - Operations 1.0 1.0 1.0 1.0 1.0 1.0 Sanitation Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 Streetscape Manager 1.0 1.0 1.0 1.0 1.0 1.0 Street Operations Manager 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 3.0 3.0 3.0 3.0 3.0 3.0 Waste Management Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 Public Works Supervisor 7.0 7.0 7.0 7.0 7.0 7.0 Street Maintenance Leader 3.0 3.0 3.0 3.0 3.0 3.0 Lead Maintenance Worker 13.0 13.0 13.0 13.0 13.0 130 Tree Trimmer 7.0 7.0 7.0 7.0 7.0 7.0 Pest Control Technician 1.0 1.0 1.0 1.0 1.0 1.0 Maintenance Worker 43.0 43.0 44.0 44.0 44.0 44.0 Cement Finisher 2.0 2.0 2.0 2.0 2.0 2.0 Sanitation Equipment Operator 30.0 30.0 30.0 30.0 30.0 30.0 Equipment Operator 11.0 11.0 11.0 11.0 11.0 11.0 Traffic and Lighting Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Traffic Painter 3.0 3.0 3.0 3.0 3.0 3.0 Traffic Signal Technician 4.0 4.0 4.0 4.0 4.0 4.0 Electrician Helper 1.0 1.0 1.0 1.0 1.0 1.0 Wastewater Technician 6.0 6.0 7.0 7.0 7.0 7.0 Airport Worker 2.0 2.0 2.0 2.0 2.0 2.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 Water Operations Superintendent 1.0 1.0 1.0 1.0 1.0 1.0 Sr. Water Service Supervisor Water Operations Supervisor 3.0 3.0 3.0 3.0 Water Service Supervisor 3.0 3.0 Senior Business Manager 1.0 1.0 1.0 1.0 Engineering Manager - Major Projects 1.0 1.0 1.0 1.0 1.0 Engineering Manager 4.0 3.0 3.0 3.0 3.0 3.0 Associate Engineer 9.0 9.0 9.0 9.0 9.0 9.0 Assistant Engineer 4.0 4.0 4.0 4.0 4.0 4.0 Public Works Inspector - Capital Proj. 2.0 2.0 2.0 2.0 2.0 2.0 Public Works Inspector Engineering Technician III 3.0 3.0 3.0 3.0 3.0 3.0 Water System Operator III 11.0 11.0 11.0 11.0 Water Service Tech III 11.0 11.0 Water System Operator II 5.0 5.0 5.0 5.0 Water Service Tech II 5.0 5.0 Water System Operator I 13.0 13.0 13.0 13.0 Water Service Tech I 12.0 12.0 Water Service Intern 2.0 2.0 2.0 2.0 2.0 Irrigation Systems Technician 1.0 1.0 Engineering Technician I 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 5.0 5.0 5.0 5.0 5.0 Secretary 5.0 Office Assistant 0.5 0.5 0.5 0.5 0.5 Typist Clerk 0.5 Total 206.5 208.5 211.5 211.5 211.5 211.5

210 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of 712017) Amended General Fund Public Works Director 0.8 0.8 0.8 0.8 0.8 0.8 Deputy Pub Iic Works Director - Engineering 1.0 1.0 1.0 1.0 1.0 1.0 Deputy Public Works Director - Operations 0.1 0.1 0.1 0.1 0.1 0.1 Senior Business Manager 1.0 1.0 1.0 1.0 Engineering Manager - Major Projects 1.0 1.0 1.0 1.0 1.0 Engineering Manager 2.0 1.0 1.0 1.0 1.0 1.0 Associate Engineer 6.0 6.0 6.0 6.0 6.0 6.0 Assistant Engineer 3.0 3.0 3.0 3.0 3.0 3.0 Public Works Inspector - Capital Proj. 2.0 2.0 2.0 2.0 2.0 2.0 Publ ic Works Inspector Engineering Technician III 2.0 2.0 2.0 2.0 2.0 2.0 Streetscape Manager 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Street Operations Manager 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.8 0.8 0.8 0.8 0.8 0.8 Public Works Supervisor 4.0 4.0 4.0 4.0 4.0 4.0 Street Maintenance Leader 2.0 2.0 2.0 2.0 2.0 2.0 Lead Maintenance Worker 13.0 13.0 130 13.0 13.0 130 Tree Trimmer 7.0 7.0 7.0 7.0 7.0 7.0 Pest Control Technician 1.0 1.0 1.0 1.0 1.0 1.0 Airport Worker 2.0 2.0 2.0 2.0 2.0 2.0 Maintenance Worker 27.4 27.4 27.4 27.4 27.4 27.4 Cement Finisher 2.0 2.0 2.0 2.0 2.0 2.0 Sanitation Equipment Operator 2.3 2.3 2.3 2.3 2.3 2.3 Equipment Operator 10.0 10.0 10.0 10.0 10.0 10.0 Traffic and Lighting Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Traffic Painter 3.0 3.0 3.0 3.0 3.0 3.0 Traffic Signal Technician 4.0 4.0 4.0 4.0 4.0 4.0 1.0 Electrician Helper 1.0 1.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.6 Administrative Assistant 1.6 1.6 1.6 1.6 Secretary 1.6 Office Assistant 0.5 0.5 0.5 0.5 0.5 Typist Clerk 0.5 General Fund Total 102.5 102.5 103.5 103.5 103.5 103.5

Sanitation Enterprise Fund 0.2 Public Works Director 0.2 0.2 0.2 0.2 0.2 Deputy Public Works Director - Operations 0.3 0.3 0.3 0.3 0.3 0.3 Sanitation Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 0.2 Administrative Analyst 0.2 0.2 0.2 0.2 0.2 Waste Management Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 Public Works Supervisor 2.0 2.0 2.0 2.0 2.0 2.0 Sanitation Equipment Operator 27.7 27.7 27.7 27.7 27.7 27.7 Maintenance Worker 8.6 8.6 8.6 8.6 8.6 8.6 Wastewater Technician Administrative Assistant 1.4 1.4 1.4 1.4 1.4 Secretary 1.4 Total Sanitation Enterprise Fund 42.4 42.4 42.4 42.4 42.4 42.4

211 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of7/2017) Amended Sewer Enterprise Fund Deputy Public Works Director - Operations 0.2 0.2 0.2 0.2 0.2 0.2 Engineering Manager 1.0 1.0 1.0 1.0 1.0 1.0 Associate Engineer 2.0 2.0 2.0 2.0 2.0 2.0 Engineering Technician III 1.0 1.0 1.0 1.0 1.0 1.0 Street Maintenance Leader 1.0 1.0 1.0 1.0 1.0 1.0 Public Works Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Equipment Operator 1.0 1.0 1.0 1.0 1.0 1.0 Wastewater Technician 6.0 6.0 7.0 7.0 7.0 7.0 Maintenance Worker 7.0 7.0 8.0 8.0 8.0 8.0 Total Sewer Enterprise Fund 20.2 20.2 22.2 22.2 22.2 22.2

Water Enterprise Fund Deputy Public Works Director - Operations 0.4 0.4 0.4 0.4 0.4 0.4 Water Operations Superintendent 1.0 1.0 1.0 1.0 1.0 1.0 Sr. Water Service Supervisor Water Operations Supervisor 3.0 3.0 3.0 3.0 Water Service Supervisor 3.0 3.0 Engineering Manager 1.0 1.0 1.0 1.0 1.0 1.0 Associate Engineer 1.0 1.0 1.0 1.0 1.0 1.0 Assistant Engineer 1.0 1.0 1.0 1.0 1.0 1.0 Water System Operator III 11.0 11.0 11.0 11.0 Water Service Tech III 11.0 11.0 Water System Operator II 5.0 5.0 5.0 5.0 Water Service Tech II 5.0 5.0 Water System Operator I 13.0 13.0 130 13.0 Water Service Tech I 120 12.0 Water Service Intern 2.0 2.0 2.0 2.0 2.0 Irrigation Systems Technician 1.0 1.0 Administrative Analyst 2.0 2.0 2.0 2.0 2.0 2.0 Engineering Technician 1 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 2.0 2.0 2.0 2.0 2.0 Secretary 2.0 Total Water Enterprise Fund 41.4 43.4 43.4 43.4 43.4 43.4

Grand Total 206.5 208.5 211.5 211.5 211.5 211.5

212 City Council PUBLIC WORKS I ~ I No. of Employees = 211.5 Work Years I City Manager I Functional Organizational Chart (1 of 3) r TRAFFIC 2018-19 Proposed r I COMMISSION I I Public Works Director 1 I ENGINEERING ~ I Deputy Public I Works Dir. (Ops.) 1 I Deputy Public Works I I Eng. Manager Dir.lCity Engineer 1 Major Projects 1 I I I I T I I WATER SERVICES) ADMINISTRATION) OPERATIONS) STREETSCAP1 SANITATION) SEWER j

see next page See next page See next page See next page Water System Operation Maintenance & Repair Legislation/Grants Water Quality Sampling Budget I Customer Field Service Interagency Liaison/Coordination Capital Improvement Projects Water Conservation Programs Water Administration (Rate Major Projects Develop & Administer 5-year Southem California  Meter Reading 1'0 Structure Capital Project Plan .....•. SCADA Edison Water Supply (Water Forecast & Comprehensive Assessment & Water Security Undergrounding W Master Plan Development for ProductionlWater Quality Planning) Street Lighting Program Management City Public Infrastructure i.e. Traffic Commission Customer Service Sewer, Water, Pavement I Project Managers (Construction Phone Inquiries Water Operations Mgmt., Contract Mgmt., I Supply Orders Superintendent 1 Supervision, Proj. Dev. & I Billing Design) I Payroll Hydraulic Modeling City Yard Management NPDES I Water Operations Traffic Engineering Supervisor 3 1 I Administrative r T I I Analyst 3 I Senior Business II Engineering Engineering I Engineering Water System I Water System Manager 1 Manager 1 Manager 1 Manager 1 Operator III 11 Operator II 5 I I I 1 I I Supervising Admin. ~ Assistant 1 I Associate Engineer 3 Associate Engineer 2 I I I Associate Engineer 2 I I Associate Engineer 21 Water System I I Water System I Administrative I Operator I 12 Operator I 1 I Assistant 5 I I Engineering Tech. III 1l Assistant Engineer 1 I I Assistant Engineer 2 I I Assistant Engineer 1 1 Water Service I Office Intern 2 I Assistant 0.5 I Engineering Tech. III 1 I Engineering Tech. III 1 I Pub. \/\/ks. Inspector I I Cap. Proj. 2 I Engineering Tech. 1 1 I PUBLIC WORKS

No. of Employees = 211.5 Work Years

Functional Organizational Chart (2 of 3) 2018-19 Proposed

STREETSCAPE SANITATION

Street tree trimming, removal & replacement Residential Solid Waste Collection Center Median and special & Disposal Wastewater parkway maintenance Residential Recycling Collection & Sewer maintenance and cleaning Disposal

 Storm drain maintenance and .....•.1'0 Waste Management (AB939 cleaning .j::>. Compliance) Community Outreach Waste Reduction Programs Street Sweeping

Waste Management Coordinator 1

Lead Maintenance Worker 12 Wastewater Sanitation Equip. Technician 7 Operator 30

Pest Control Technician Maintenance Maintenance Worker 8 Worker 8

Tree Trimmer 7

Maintenance • I I Airport Worker 16 Worker 2 PUBLIC WORKS City Council

No. of Employees = 211.5 Work Years City Manager FunctionalOrganizationalChart (3 of 3) 2018-19 Proposed Public Works Director

Deputy Public Works Oir. (Ops.)

OPERATIONS

Public Works Street Maintenance Traffic & Lighting Curb, Gutter, & Sidewalk Repair

Street Operations Manager 1  .....•.1'0 01 TRAFFIC & LIGHTING CONCRETE STREET MAINTENANCE

Street Maintenance & Repair Operate & maintain City Storm Water Channel and Signals and Lights Drainage Retention Basin Maintain and install city Street (sump) maintenance Signs (regulatory, warning, name) Provide emergency & special Cement events traffic control and Public Works Finisher 2 barricading Supervisor Street painting

Equipment Operator 2 Sump & Channel Street Maintenance Maintenance -• Maintenance Worker 6 Lead Maintenance Worker 1

Equipment Operator

Maintenance Worker THIS PAGE INTENTIONALLY LEFT BLANK

216

..... -.:1: I': « -J-; I TRANSIT I

Mission Statement: To provide reliable, safe, inexpensive, and courteous transportation to our customers- the people who live, work, and do business in the City of Torrance.

I DEPARTMENT ORGANIZATION I  .....•.1'0 -...j

Transit Director

MOTOR BUS & PARA MOTOR BUS & PARA MOTOR BUS & PARA TRANSIT ADMIN. TRANSIT OPERATIONS TRANSIT MAINTENANCE Transit

MISSION STATEMENT

The mission of the Torrance Transit System is to provide reliable, safe, inexpensive, and courteous transportation to our customers -- the people who live, work and do business in the City of Torrance

FUNCTIONAL RESPONSIBILITIES

Torrance Transit System operates and administers the City's Transit System, including maintaining and repairing all transit vehicles: all planning, marketing, financial monitoring and reporting; grants administration, inter-agency liaisons and transit scheduling. Transit supervises and administers all privately contracted transit services: Dial-A-Lift, Senior Ride and the Municipal Area Express commuter bus service.

DEPARTMENT BlJDGET SlJMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of712017) Amended Transit Enterprise Fund Transit Administration - Motor Bus $ 1l,315,262 $ 11,749,290 $ 11,432,732 $ 11,662,808 $ 1l,742,061 $ 11,773,724 Transit Maintenance - Motor Bus 3,450,712 3,366,606 3,382,126 4,839,034 4,897,240 4,791,340

Transit Operations > Motor Bus 9,663,518 9,462,712 9,732,260 12,145,246 12,329,730 12,065,785 Transit - Dial-A-Lift 995,914 882,026 857,756 1,502,876 1,506,766 1,505,503 Transit - Measure R Operations 2,495,458 2,417,878 2,532,998 3,310,739 3,333,639 3,313,339 Transit Enterprise Fund Total $ 27,920,864 $ 27,878,512 $ 27,937,872 $ 33,460,703 $ 33,809,436 $ 33,449,691

Transit Enterprise Fund Revenues $ 24,659,585 $ 24,794,003 $ 25,361,444 $ 30,529,913 $ 30,529,913 $ 31,907,838

EXPENDITlJRES

• Transit System (Enterprise Fund)

$36,000,000 $33,000,000 $30,000,000 $27,000,000 $24,000,000 $21,000,000 $18,000,000 $15,000,000 $12,000,000 $9,000,000 $6,000,000 $3,000,000 $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

218 Transit System (Enterprise Fund)

$14,000,000

$12,000,000 02014·15

$10,000,000 52015·16

$8,000,000 02016·17

$6,000,000 02017·18

$4,000,000 02018·19

$2,000,000 lO!l2018-19

$0 Transit Administration - Motor Bus Transit Maintenance - Motor Bus

Transit System (Enterprise Fund - continued)

$14,000,000 ------_. 62014·15 $12,000,000 +------;;:"'I;""Ii~::-::'-:-:::n~n_------___l ~2015·16 02016·17 $10,000,000 rl~~~~~=r=~~~ ~2017-18 $8,000,000 l=j~II;~~~§~ 02018-19 $6,000,000 ~2018-19

$4,000,000 -I-----E=:::::r~: ,••••H-f-+--l.:

$2,000,000 +------1===1.

Transit Operations - Motor Bus Transit- DiaI-A-Lift

219 I) 'PIUH~ • I Dl D (TR!\N. I • TERl'RI' E FlO)

2014-1 201.6-]7 201·19 A tual 1\.clllill Aracnded

'~]ari 1f.,tlM,OOf. O~rI;mc 910,300 , lari . ~ Ql~1 17,394.306 , Iaries ~ Rcimbul1>cmClllS Iaries ~ Lab r Clmrgc lane ~ oral 0\ upplies and ervi c~ 'Ipiltd OU[llJr U'allsLI Enlerprist,; Fund TOlal 33,449.691

VET'ARTM . IT ENTEIUIU :. 2014·15 20111·19 Actual Amended

'alaric and -mploycc Benefns •~51.063 16.71 .961 1.8,249:045 t 7.892. 6 'al J)' Bcncfil, Rcimbur~cmcllls (19,008) Matcri~1 • 'lippli '11(1Mauncaancc .311.102 2.762. ]4 3. 44.63 3. rn.93 Pan" and Fuel Inveruory 1.&40.171 1,1119.1164 2.66J .440 116lA 10 Jnvc:nlOry Cemra Ace iuu (1.8,40.171 ) t 1.1119.11(4) (2.66].44 0) (1l6UW) Prof iOlml 'crvLccsfC ntra Is 1,674.907 1A39.198 2. 90.120 2.116 .611 Travel. Traieing '. embes 'hip Due M,945 103,975 l39.000 l49,000 Depree ial ion and men ie:.li n ;640.114 2,981.86 - 4. l,t09 4, 14,0119 Uabililics & tiler Insurance 644.197 373,371 11.2 2 4011,1117 ]nterdepartmental eh, rge;s 3.16 .07f. .339,263 4,107.6l1 4,022.600 Dcl'lt.cl'\'i Lll

Transit Department Blldget b ategory ( n ral Fund)*

Tm\'1 Tr;Linil'lg 0.4% rlll~·rd~"'ll.i_lrlmelUal • alaries - -I"otal et____.... Charge 12,2~ .1 i) ~~~;)£B~~~~~~--_I.i bililie_/Olher /' lnsnrancc 0.9%

1~ICTials ' lJpplic' IIJ.()%

Depn."Ciillttln ~B ell OIl 2017-1 AdopleQ Budgel 13.%

220 DEPARTMENT PERSONNEL SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Position Title Adopted Adopted Adopted Adopted (As of 712017) Amended Transit Enterprise Fund Transit Director 1.0 1.0 1.0 1.0 1.0 1.0 Deputy Transit Director 1.0 1.0 1.0 1.0 1.0 Assistant Manager - Administrative 1.0 1.0 1.0 1.0 1.0 1.0 Assistant Manager - Operations 1.0 1.0 1.0 1.0 1.0 1.0 Fleet Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 Transit Supervisor 7.0 9.0 11.0 11.0 11.0 11.0 Fleet Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 Facilities Service Supervisor 1.0 1.0 1.0 1.0 Senior Business Manager 1.0 1.0 1.0 2.0 2.0 2.0 Business Manager Transit Training Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 Human Resource Analyst 1.0 1.0 1.0 1.0 1.0 1.0 Human Resources Technician 1.0 1.0 1.0 1.0 Administrative Analyst 2.0 4.0 4.0 4.0 4.0 4.0 Transit Planner/Scheduler 1.0 1.0 1.0 1.0 1.0 Staff Assistant 1.0 1.0 2.0 2.0 2.0 2.0 Customer Service Representative 0.8 0.8 2.8 2.8 2.8 2.8 Transit Dispatcher 5.0 3.0 3.0 3.0 3.0 3.0 Bus Operator 88.0 88.0 88.0 88.0 88.0 88.0 Relief Bus Operator 11.5 11.5 11.5 11.5 11.5 11.5 Senior Mechanic 9.0 9.0 11.0 11.0 11.0 11.0 Mechanic 2.0 3.0 3.0 3.0 3.0 Auto Parts Storekeeper 1.0 1.0 1.0 1.0 1.0 1.0 Storekeeper 1.0 1.0 1.0 1.0 1.0 1.0 Equipment Attendant 12.0 12.0 13.0 13.0 13.0 13.0 Maintenance Worker 0.5 0.5 0.5 1.0 1.0 1.0 Delivery Driver/Clerk 0.5 0.5 0.5 0.5 0.5 0.5 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Secretary 1.0 Office Assistant 2.0 2.0 2.0 2.0 2.0 Typist Clerk 2.0 Total Transit Enterprise Fund 150.3 156.3 167.3 168.8 168.8 168.8

221 TRANSIT City Council I No. of Employees = 168.8 Work Years City Manager Functional Organizational Chart Human Resources Technician 1 2018-19 Proposed Sr. Business Transit Director 1 Manager 1 r Staff T H Assistant I IAdministrative I I Deputy Transit I Analyst 1 Director 1 Human Resources Analyst 1 I I MOTOR BUS & I MOTOR BUS & PARA PARA TRANSIT MOTOR BUS & PARA'\. TRANSIT OPERATIONS TRANSIT ADMIN. ~ MAINTENANCE

Service Schedule Development Staff Support to Director Registration of Qualified Citizens Vehicle Acquisition Replacement Long & Short Term Planning for Para Transit Service & Disposal Personnel Management Radio Dispatch & Support Vehicle Maintenance and Repair Public Outreach/Communications Fare Media & Schedule Warehouse Operations &  Liaison to FTA, MTA, & SCAG 1'0 Distribution Inventory 1'0 Local, State & Federal Operating & Driver Training & Safety 1'0 Capital Funding Program Program Administration Fleet Services -. Service Contract Administration Manager (a.m.) 1 I Manager, Operations 1 Manager, I I 1 Office Administration 1 ~~~~~~~~ Assistant 1 I Sr. Business I Staff Assistant 1 Manager 1 H I ~ Administrative ~ Administrative Transit Training Administrative Fleet Services --~ Auto Parts Analyst 1 Coordinator 1 L-J Assistant 1 Supv. (p.m.) 1 ~ I Storekeeper 1 I I I Analyst 1 I Maintenance Transit Supervisor Worker 1 Sr. Mechanic 11 Office (Marketing & Planner/ Assistant 0.5 Passenger Svc.) 1 Scheduler 1 I Transit I H Maintenance Supervisor 10 Operation Mech. 1 I Customer Service IJ Office I I Rep. 2.8 I Assistant 0.5 Auto Body I I Transit I Relief Bus Mechanic 1 I Dispatcher 3 I Operator 11.5 Electronic Component Mech. 1 I"B~d9~ed i~ Co~;. 8: !r;f-;;-. ~s~e~; - - - -, I I 'Hi Bus I Tech. Dept., reports to Analyst 1 ! , I Transit. I. _ I Operator 88 Equipment I a Attendant 13

Non-Departmental

MISSION STATEMENT

The non-departmental programs provide specialized budgetary services to citizens and City departments,

FUNCTIONAL RESPONSIBILITIES

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of ?/2017) Amended Fiduciary Services and Provisions $ 23,645,797 $ 34,866,870 $ 28,265,131 $ 28,107,042 $ 28,098,737 $ 27,865,559 General Fund Total $ 23,645,797 $ 34,866,870 $ 28,265,131 $ 28,107,042 $ 28,098,737 $ 27,865,559

General Fund Revenues $ 174,930,975 $ 175,531,861 $ 174,533,195 $ 186,745,642 $ 193,166,133 $ 192,831,133

DEPARTMENT BUDGET SUMMARY 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 DivisionlProgram Title Actual Actual Actual Adopted (As of7/2017) Amended Selflnsurance $ 6,851,197 $ 6,355,348 $ 7,574,192 $ 5,725,451 $ 5,738,563 $ 5,814,598 Selflnsurance Fund Total $ 6,851,197 $ 6,355,348 $ 7,574,192 $ 5,725,451 $ 5,738,563 $ 5,814,598

Self Insurance Fund Revenues $ 6,492,000 $ 8,090,032 $ 4,949,404 $ 4,994,153 $ 5,094,153 $ 5,094,153

EXPENDITURES

• Fiduciary Services and Provisions (General Fund)

$40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

I' i • Self Insurance Fund

$8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Adopted 2018-19 Adopted 2018-19 Amended (7/17)

223 1'0 ·ll'P R 1F. TAL nu (;F..T (G. N RALF • Dl _018-1 2014·1 2015-16 2016-11 2017·1 cfop~~ 2018-19- AClual A~luel ,o\~ltJal AdoplM e f71.20 17) Amendc

Gcn~rnl FlUId Tlllal 211.265.131 S 2H65j 59

•• r HIML ru 'Il) 201 ·19 2014·15 20L5-16 2016-17 2017·1 S doptcd 201 ,19 J\c(ual etual Actu31 Adopted (As Q.f1120l1) Amended

31nTlC5 amd mplDrce- flcnefil 61.671 s 3,009)17 :$ 41,103 3,1998J21) (7.2 .179) OIlier 96.056 109. llO 109',440 1t>9,440 Other Fin~D .irig U $ So So G~n~rnl lind ,miil 23,6'15,797 211,107.~~ 2 ,()98.7 7 S 27,865,559 ------en-Departmental Bud et b ategory (General Fund Only * Travel Training 0.1%

rro;f=ional Services _2%

Olher OA%

224 on-Departmental Budget b atege ( el f-l nsurance lind Only)"

rawl Trninim O.l%

. Inll:rdllpal'tlllllnl~1 Cliarge-s (lS%

Dt.'J}rc<:i3Iiil)n Male ia~ & upp1ic.s O.1l% Q %

225 NON-DEPARTMENTAL DEPARTMENT PERSONNEL SUMMARY NON-DEPARTMENTAL - FIDUCIARY SERVICES AND PROVISIONS

PROGRAM GOAL

To act in a fiduciary capacity; to maintain financial reserves.

PROGRAM OBJECTIVES

To provide budgetary provisions for the City's share of employee benefits and other City expenses not part of a department's budget.

PROGRAM BUDGET 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of7/2017) Amended Salaries $ 61,671 $ 3,105,629 $ 253,704 $ 5,559,977 $ 5,807,612 $ 6,693,149 Overtime Salaries - Total 61,671 3,105,629 253,704 5,559,977 5,807,612 6,693,149 Salaries - Reimbursements Salaries - Labor Charges Salaries - Total Net 61,671 3,105,629 253,704 5,559,977 5,807,612 6,693,149 Supplies and Services 23,584,126 31,761,241 28,011,427 22,547,065 22,291,125 21,172,410 Capital Outlay Program Total $ 23,645,797 $ 34,866,870 $ 28,265,131 $ 28,107,042 $ 28,098,737 $ 27,865,559

PROGRAM REVENUES $ 174,930,975 $ 175,531,861 $ 174,533,195 $ 186,745,642 $ 193,166,133 $ 192,831,133

Retirement, Social Security and Miscellaneous Benefits Retirement $ $ $ - $ - $ $ Social Security and miscellaneous benefits 65,766 3,108,674 256,714 5,574,977 5,822,612 6,708,149 Less: Reimbursements from other departments and programs for benefits Employee Relations 34,668 33,409 22,290 22,290 27,290

Insurance Employee insurance benefits Retiree Health Insurance Health Insurance Rebate Program Fire/Property insurance Employee life insurance Professional services 13,932 14,157 14,264 25,000 25,000 25,000 Miscellaneous insurance Less: Reimbursements from other departments and programs (5,590,978) (6,026,057) (6,358,591 ) (6,991,359) (7,098,327) (7,288,179)

Transfers Transfer to Selflnsurance 3,780,337 4,160,000 2,460,000 2,560,000 2,660,000 2,660,000 Transfer to Capital Improvement 2,881,235 10,549,683 4,533,628 2,612,750 1,750,000 1,750,000 Transfer to Cultural Arts Center 805,521 1,259,361 991,142 1,055,521 1,055,521 1,055,521 Transfer to Parks and Recreation Enterprise 2,487,209 2,622,481 2,595,140 2,595,140 2,595,140 2,595,140 Transfer to Fleet Services 450,050 227,250 227,250 227,250 227,250 227,250 Transfer to State Gas Tax Transfer to Asset Forfeiture Transfer to Torrance Public Financing Transfer to Animal Control Fund 105,193 158,175 212,083 290,455 296,961 323,689 Transfer to Sanitation Fund 137,696 137,696 137,696 137,696 137,696 137,696 Transfer to Employee Benefit Fund 1,375,000 2,544,287 Transfer to CAC Grant 96,056 109,401 109,440 109,440 109,440 109,440 Transfer to Reorganization Fund Transfer to Fire EMS Fund 10,264,290 10,744,623 11,547,278 11,861,747 12,155,947 11,839,464 Transfer to Street Lighting District 1,483,027 1,600,415 1,445,422 1,780,771 1,780,771 1,793,245 Transfer to PERS Mitigation Transfer to Cable Fund 140,000 140,000 140,000 140,000

226 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of 712017) Amended

Lease-back Payments General Fund 3,581,495 3,563,469 3,689,533 3,750,038 3,746,313 3,746,463

Classification Study Torrance CAC Foundation Grant Fire Apparatus Replacement 400,000 400,000 400,000 400,000 400,000 400,000 Defibrilator Replacement 89,463 89,463 89,463 89,463 Fire Turnout Coat Replacement 60,000 Telephone Replacement Computer Loan Program Police Computer Replacement 75,000 75,000 75,000 75,000 75,000 75,000 Infrastructure Reserve 450,000 400,000 2,820,189 1,375 1,375 1,375 State Mitigation Reserve Organizational Efficiency Reserve City Bond Buy Back 389,060 Extraordinary Loss Economic Development Reserve Property Tax Admin. Cost 399,150 713,021 422,707 450,000 450,000 451,000 Training Reserve Other Cost Increases 42,127 1,168,434 1,863,948 2,580,745 1,863,013 Repayment ofRDA Debt Other Reimbursements (104,037) (142,913) (147,286) (664,460) (1,064,460) (1,064,460) Community Clean-Up 24,000 24,000 26,363 40,000 40,000 40,000 Right-of-Way Investment 100,000 100,000 100,000 Total $ 23,645,797 $ 34,866,870 $ 28,265,131 $ 28,107,042 $ 28,098,737 $ 27,865,559

227 NON-DEPARTMENTAL - SELF INSURANCE

PROGRAM GOAL

To act in a fiduciary capacity; to maintain financial reserves.

PROGRAM OBJECTIVES To provide budgetary provisions for the City's share of employee benefits and other City expenses not part of a department's budget.

PROGRAM BUDGET 2018-19 2014-15 2015-16 2016-17 2017-18 Adopted 2018-19 Actual Actual Actual Adopted (As of7/2017) Amended Salaries $ - $ $ $ - $ $ Overtime Salaries - Total Salaries - Reimbursements Salaries - Labor Charges 698,882 618,168 651,216 761,700 774,800 746,900 Salaries - Total Net 698,882 618,168 651,216 761,700 774,800 746,900 Supplies and Services 6,152,315 5,737,180 6,922,976 4,963,751 4,963,763 5,067,698 Capital Outlay Program Total $ 6,851,197 $ 6,355,348 $ 7,574,192 $ 5,725,451 $ 5,738,563 $ 5,814,598

PROGRAM REVENUES $ 6,492,000 $ 8,090,032 $ 4,949,404 $ 4,994,153 $ 5,094,153 $ 5,094,153

INSURANCE TYPE Worker's Compensation Insurance $ 3,823,287 $ 3,724,566 $ 4,307,687 $ 4,215,715 $ 4,226,421 $ 4,250,963 Liability Insurance 2,895,170 2,530,742 3,231,481 1,269,736 1,272,142 1,323,635 Unemployment Insurance 132,740 100,040 35,024 240,000 240,000 240,000 Program Total $ 6,851,197 $ 6,355,348 $ 7,574,192 $ 5,725,451 $ 5,738,563 $ 5,814,598

228

AIRPORT ENTERPRISE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 6,543,260 $ 4,143,770 $ 4,167,900 Accounts receivable 497,338 359,331 346,533 Accrued interest receivable 20,442 13,867 6,526 Total Current Assets 7,061,040 4,516,968 4,520,959

Capital assets, net 6,832,971 6,786,217 6,559,823

Deferred Outflows of Resources: Pension contributions 82,091 89,301 314,588

Total Assets and Deferred Outflows of Resources $ 13,976,102 $ 11,392,486 $ 11,395,370

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Current Liabilities: Accounts payable $ 93,195 $ 85,436 $ 105,363 Accrued liabilities 112,919 140,372 117,214 Unearned revenues 188,465 328,855 164,843 Total Current Liabilities 394,579 554,663 387,420

Noncurrent Liabilities: Accrued liabilities - long term 37,195 Net pension liability 736,395 816,184 1,095,455 Total Noncurrent Liabilities 736,395 816,184 1,132,650

Deferred Inflows of Resources: Pension actuarial 288,279 147,103 72,829

Total Liabilities and Deferred Inflows of Resources 1,419,253 1,517,950 1,592,899

Net Position Investment in capital assets 6,832,971 6,786,217 6,559,823 Unrestricted 5,723,878 3,088,319 3,242,648 Total Net Position 12,556,849 9,874,536 9,802,471

Total Liabilities, Deferred Inflows of Resources and Net Position $ 13,976,102 $ 11,392,486 $ 11,395,370

229 AIRPORT ENTERPRISE FUND STA TEMENT OF REVENUES AND EXPENSES - ACTUALS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 OPERATING REVENUES Leased land area rentals $ 9,699,827 $ 10,048,826 $ 10,159,292 Hangar and building rentals 2,557,527 2,553,934 2,510,497 Airfield fees and charges 146,314 149,368 162,599 Other 28,806 43,892 27,199

Total Operating Revenues 12,432,474 12,796,020 12,859,587

OPERATING EXPENSES Salaries and employee benefits 1,473,820 1,579,287 1,708,805 Services and supplies 326,304 313,968 312,408 Other professional services 484,838 586,903 640,333 Depreciation and amortization 330,240 240,694 236,859 Insurance and claims 24,307 21,005 17,674 City charges 579,457 635,728 506,389 Other 60,698 44,156 2,579

Total Operating Expenses 3,279,664 3,421,741 3,425,047

OPERATING INCOME 9,152,810 9,374,279 9,434,540

NON-OPERATING REVENUES (EXPENSES) Investment earnings 56,771 73,385 34,504 Interest expense (21,418) (11,059) Total Non-Operating Revenues (Expenses) 35,353 62,326 34,504

Income before transfers 9,188,163 9,436,605 9,469,044

Transfers Out (8,583,699) (12,118,918) (9,541,109)

CHANGE IN NET POSITION $ 604,464 $ (2,682,313) $ (72,065)

230 AIRPORT ENTERPRISE FUND

STATEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating income $ 9,152,810 $ 9,374,279 $ 9,434,540 Adjustments to reconcile operating income to net cash provided by operating activities: Depreciation 330,240 240,694 236,859 (Increase) decrease in accounts receivable (161,308) 138,006 12,798 (Increase) decrease in pension contributions (82,091) (7,210) (225,287) Increase (decrease) in deposits and guarantees (460) (5,526) 8,203 Increase (decrease) in accounts payable (8,407) 4,188 17,586 Increase (decrease) in accrued salaries and benefits (6,485) 27,159 3,926 Increase (decrease) in unearned revenues 18,824 140,390 (164,012) Increase (decrease) in other accrued liabilities (381) 295 Increase (decrease) in net pension liability (238,011) 79,789 279,271 Increase (decrease) in pension actuarial 288,279 (141,176) (74,274)

Net cash provided by operating activities 9,293,010 9,850,888 9,529,610

Cash flows from capital financing activities: Payments for capital additions (875,074) (200,361) (6,216) Payments for long-term obligations (21,418) (11,059)

Net cash used by capital financing activities (896,492) (211,420) (6,216)

Cash flows from noncapital financing activities: Cash paid to other funds (8,583,699) (12,118,918) (9,541,109)

Net cash used by noncapital financing activities (8,583,699) (12,118,918) (9,541,109)

Cash flows from investing activities: Cash received from interest on investments 57,347 79,960 41,845

Net cash provided by investing activities 57,347 79,960 41,845

Net increase (decrease) in cash and cash equivalents (129,834) (2,399,490) 24,130

Cash and cash equivalents, JUly 1 6,673,094 6,543,260 4,143,770

Cash and cash equivalents, June 30 $ 6,543,260 $ 4,143,770 $ 4,167,900

231 CULTURAL ARTS CENTER ENTERPRISE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 16,069 $ 36,824 $ Accounts receivable 58,875 50,381 15,250 Accrued interest receivable 51 52 Total Current Assets 74,944 87,256 15,302

Capital assets, net 429,543 405,909 373,692

Deferred Outflows of Resources: Pension contributions 144,587 164,884 589,449

Total Assets and Deferred Outflows of Resources $ 649,074 $ 658,049 $ 978,443

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Current Liabilities: Accounts payable $ 194,095 $ 247,850 $ 369,447 Accrued liabilities 110,336 104,397 66,269 Due to other funds 376,732 136,560 325 Total Current Liabilities 681,163 488,807 436,041

Noncurrent Liabilities: Net pension liability 1,362,558 1,512,175 2,038,193

Deferred Inflows of Resources: Pension actuarial 543,626 276,639 136,680

Total Liabilities and Deferred Inflows of Resources 2,587,347 2,277,621 2,610,914

Net Position: Investment in capital assets 429,543 405,909 373,692 Unrestricted (2,367,816) (2,025,481 ) (2,006,163) Total Net Position (1,938,273) (1,619,572) (1,632,471)

Total Liabilities, Deferred Inflows of Resources and Net Position $ 649,074 $ 658,049 $ 978,443

232 CULTURAL ARTS CENTER ENTERPRISE FUND

STATEMENT OF REVENUES AND EXPENSES - ACTUALS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 OPERA TING REVENUES Charges for services $ 941,674 $ 934,418 $ 1,017,480 Other 10,500

Total Operating Revenues 952,174 934,418 1,017,480

OPERA TlNG EXPENSES Salaries and employee benefits 1,451,235 1,380,236 1,525,494 Services and supplies 101,019 76,734 80,605 Other professional services 361,669 340,107 345,075 Depreciation and amortization 24,538 23,634 23,018 City charges 117,139 122,139 113,467 Other 27,199 25,027 28,106

Total Operating Expenses 2,082,799 1,967,877 2,115,765

OPERA TlNG LOSS (1,130,625) (1,033,459) (1,098,285)

NON-OPERA TlNG REVENUES (EXPENSES) Grants 96,056 109,401 109,440 Interest expense (3,812) (3,374) (3,033)

Total Non-Operating Revenues (Expenses) 92,244 106,027 106,407

Loss before transfers (1,038,381) (927,432) (991,878)

Transfers In 805,521 1,257,947 991,142 Transfers Out (12,465) (11,814) (12,163)

CHANGE IN NET POSITION $ (245,325) $ 318,701 $ (12,899)

233 CULTURAL ARTS CENTER ENTERPRISE FUND

STA TEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating loss $ (1,130,625) $ (1,033,459) $ (1,098,285) Adjustments to reconcile operating loss to net cash used by operating activities: Depreciation 24,538 23,634 23,018 (Increase) decrease in accounts receivable (25,292) 8,494 35,131 (Increase) decrease in pension contributions (144,587) (20,297) (424,565) Increase (decrease) in due to other funds 310,935 (240,172) (136,235) Increase (decrease) in accounts payable (8,259) (20,773) 33,768 Increase (decrease) in accrued salaries and benefits 10,231 (12,203) (20,549) Increase (decrease) in other accrued liabilities 10,717 7,466 (8,499) Increase (decrease) in deposits and guarantees 5,116 74,528 87,829 Increase (decrease) in net pension liability (451,393) 149,617 526,018 Increase (decrease) in pension actuarial 543,626 (266,987) (139,959)

Net cash used by operating activities (854,993) (1,330,152) (1,122,328)

Cash flows from noncapital financing activities: Cash received from grants and subsidies 96,056 109,401 109,440 Cash received from other funds 805,521 1,257,947 991,142 Cash paid to other funds (12,465) (11,814) (12,163)

Net cash provided by noncapital financing activities 889,112 1,355,534 1,088,419

Cash flows from capital financing activities: Payments for capital additions (15,332)

Net cash used by capital financing activities (15,332)

Cash flows from investing activities: Cash paid for interest on debt (2,718) (4,627) (2,915)

Net cash used by investing activities (2,718) (4,627) (2,915)

Net increase (decrease) in cash and cash equivalents 16,069 20,755 (36,824)

Cash and cash equivalents, July 1 16,069 36,824

Cash and cash equivalents, June 30 $ 16,069 $ 36,824 $

234 FLEET SERVICES FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 19,841,295 $ 11,994,180 $ 11,611,773 Accounts receivable 3,108 Accrued interest receivable 61,566 39,996 18,196 Inventories 1,104,751 1,081,791 936,001 Total Current Assets 21,007,612 13,119,075 12,565,970

Capital assets, net 7,215,443 2,922,458 4,053,691

Deferred Outflows of Resources: Pension contributions 295,381 332,464 1,137,327

Total Assets and Deferred Outflows of Resources $ 28,518,436 $ 16,373,997 $ 17,756,988

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Current Liabilities: Accounts payable $ 181,121 $ 186,225 $ 293,958 Accrued liabilities 394,046 375,065 316,825 Capital lease payable - current 90,312 65,541 Tom/Cu"entLmbiliues 665,479 626,831 610,783

Noncurrent Liabilities: Capital lease payable - long-term 64,988 Net pension liability 2,730,267 3,018,278 4,017,121 Total Noncurrent Liabilities 2,795,255 3,018,278 4,017,121

Deferred Inflows of Resources: Pension actuarial 1,028,542 527,860 262,450

Total Liabilities and Deferred Inflows of Resources: 4,489,276 4,172,969 4,890,354

Net Position: Net investment in capital assets 7,060,143 2,856,917 4,053,691 Unrestricted 16,969,017 9,344,111 8,812,943 Total Net Position 24,029,160 12,201,028 12,866,634

Total Liabilities, Deferred Inflows of Resources and Net Position $ 28,518,436 $ 16,373,997 $ 17,756,988

235 FLEET SERVICES FUND STATEMENT OF REVENUES AND EXPENSES - ACTUALS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 OPERA TlNG REVENUES Charges for services $ 6,009,477 $ 4,835,372 $ 5,127,894 Other 218 6,217 25,691 Total Operating Revenues 6,009,695 4,841,589 5,153,585

OPERA TlNG EXPENSES Salaries and employee benefits 2,965,816 3,026,580 3,206,135 Materials and services 311,263 299,531 328,208 Other professional services 49,048 39,446 41,359 Insurance and claims 7,555 7,555 7,555 Depreciation 1,728,016 738,975 912,603 City charges 113,302 114,602 112,802 Other 6,954 24,702 18,685 Total Operating Expenses 5,181,954 4,251,391 4,627,347

OPERA TlNG INCOME 827,741 590,198 526,238

NON-OPERA TlNG REVENUES (EXPENSES) Investment earnings 157,308 286,891 43,217 Gain on sale of capital assets 92,010 11,807 50,280 Interest expense (35,708) (36,836) (35,988) Total Non-Operating Revenues (Expenses) 213,610 261,862 57,509

Net Income Before Transfers 1,041,351 852,060 583,747

Transfer of Capital Assets (12,918,139) Transfers In 471,868 256,635 912,527 Transfers Out (18,004) (18,688) (830,668)

CHANGE IN NET POSIT/ON $ 1,495,215 $ (11,828,132) $ 665,606

236 FLEET SERVICES FUND

STATEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating income $ 827,741 $ 590,198 $ 526,238 Adjustments to reconcile operating income to net cash provided by operating activities: Depreciation 1,728,016 738,975 912,603 (Increase) decrease in accounts receivable 1,586 (3,108) 3,108 (Increase) decrease in inventories 88,252 22,960 145,790 (Increase) decrease in pension contributions (295,381 ) (37,083) (804,863) Increase (decrease) in accounts payable (93,637) 5,104 70,728 Increase (decrease) in accrued salaries and benefits (34,196) (19,929) (57,355) Increase (decrease) in other accrued liabilities 948 (885) Increase (decrease) in net pension liability (839,098) 288,011 998,843 Increase (decrease) in pension actuarial 1,028,542 (500,682) (265,410) Net cash provided by operating activities 2,411,825 1,085,394 1,528,797

Cash flows from capital financing activities: Payments for interest on capital debt (36,836) (35,988) Payments for capital additions (1,926,846) (831,255) (2,072,371 ) Proceeds from sale of capital assets 92,010 11,807 50,280 Net cash used by capital financing activities (1,834,836) (856,284) (2,058,079)

Cash flows from noncapital financing activities: Cash received from other funds 471,868 256,635 912,527 Cash paid to other funds (18,004) (18,688) (830,668) Cash transfer due to reorganization (8,622,633) Net cash provided (used) by noncapital financing activities 453,864 (8,384,686) 81,859

Cash flows from investing activities: Cash received from interest on investments 117,176 308,461 65,016

Net cash provided by investing activities 117,176 308,461 65,016

Net increase (decrease) in cash and cash equivalents 1,148,029 (7,847,115) (382,407)

Cash and cash equivalents, July 1 18,693,266 19,841,295 11,994,180

Cash and cash equivalents, June 30 $19,841,295 $11,994,180 $11,611,773

237 GENERAL FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS Current Assets: Pooled cash and investments $ 61,883,774 $ 20,005,826 $ 66,617,587 Accounts receivable 17,963,762 8,497,735 8,531,920 Accrued interest receivable 254,442 193,257 158,605 Due from other funds 3,377,182 3,719,100 2,246,636 Due from other governments 9,005,864 14,873,359 12,808,921 Interfund advances receivable 25,015,829 25,049,101 29,050,350 Prepaids 246,277 108,414 250,782

Total Assets $ 117,747,130 $ 72,446,792 $ 119,664,801

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND FUND BALANCE Liabilities: Accounts payable $ 2,304,170 $ 1,613,800 $ 2,038,782 Accrued liabilities 13,644,915 7,351,494 6,045,584 Deposits and guarantees 46,914 39,305 204,243 Notes payable 31,000,000 42,100,000 Interfund advances payable 600,000 600,000 600,000 Total Liabilities 47,595,999 9,604,599 50,988,609

Deferred Inflows of Resources: Unavailable revenue 3,417,075 3,550,980 13,815,797 Total Deferred Inflows of Resources 3,417,075 3,550,980 13,815,797

Fund Balance: Nonspendable - Advances, net 20,998,754 21,498,121 15,234,553 Prepaids 246,277 108,414 250,782 Restricted for - Culture and recreation 579,748 688,399 464,625 Assigned to - Culture and recreation 4,483,706 4,687,637 4,762,930 Public safety 63,075 9,575 30,742 Special project reserves 4,203,835 4,094,390 3,542,283 Capital projects 6,719,600 7,103,423 6,495,092 Unassigned 29,439,061 21,101,254 24,079,388 Total Fund Balance 66,734,056 59,291,213 54,860,395

Total Liabilities, Deferred Inflows of Resources and Fund Balance $ 117,747,130 $ 72,446,792 $ 119,664,801

238 GENERAL FUND

STATEMENT OF REVENUES - ACTUALS FOR FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Local Taxes Property Taxes: Current secured taxes $ 29,121,330 $ 30,058,454 $ 30,245,338 Current unsecured taxes 1,195,231 1,210,103 1,174,818 Prior years' secured taxes (46,031) (49,212) (25,749) Prior years' unsecured taxes 35,438 23,341 1,005,145 Property/sales flip taxes 10,555,574 8,876,753 VLF swap and repayment taxes 12,233,844 12,667,233 12,929,703 Aircraft assessment taxes 149,744 131,884 324,926 Penalties and interest 150,444 149,559 138,079 Supplemental current year secured taxes 729,411 858,033 765,046 Redemption 484,120 422,242 410,106 54,609,105 54,348,390 46,967,412

Taxes Other Than Property: Sales and use tax 33,185,057 39,378,224 50,132,686 Prop 172 sales tax 1,525,064 1,544,573 1,585,141 Business license tax 8,411,787 8,480,188 8,880,658 Business and alarm permit tax 547,200 535,842 510,716 Utility users' tax 30,709,802 28,347,949 30,094,669 Construction tax 1,754,593 1,698,996 1,800,207 Real property transfer tax 741,530 757,786 892,676 Franchise tax - all other 7,025,974 6,644,599 6,689,897 Public education government fees 354,457 407,393 347,953 Occupancy tax 10,529,084 11,918,604 12,014,738 Oil severance tax 12,719 8,283 6,775 Congeneration tax 1,328,311 730,344 592,405 96,125,578 100,452,781 113,548,521

Total Local Taxes 150,734,683 154,801,171 160,515,933

Licenses, Fees and Permits: Fire permits 125,552 120,781 123,957 Construction/excavation permits 43,380 59,722 63,353 Grading permits 47,774 40,676 50,086 Building permits 1,732,657 1,768,434 2,099,232 Plumbing permits 291 114 Electrical permits 134,896 155,312 163,024 Mechanical permits 54,464 72,402 84,823 Special energy inspection fees 517,114 636,609 827,911 Sign permits and filing fees 52,487 59,176 53,856 Other licenses and permits 1,888 4,084 763 Oversized vehicle permits 12,233 11,271 8,411 Building TEQECC filing fees 18,503 24,937 21,791 Total Licenses, Fees and Permits 2,741,239 2,953,518 3,497,207

Fines, Forfeitures and Penalties: Parking citations 697,965 1,155,518 796,003 Traffic fines 354,393 294,533 242,988 General fines 192,704 108,522 112,660 Total Fines, Forfeitures and Penalties 1,245,062 1,558,573 1,151,651

239 GENERAL FUND

STATEMENT OF REVENUES - ACTUALS FOR FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 Revenue From Use of Money and Property: Investment earnings $ 1,185,234 $ 1,594,945 $ (272,755) Rents and concessions 2,065,633 2,061,953 2,068,373 Royalties 13,627 16,801 21,300 Total Revenue From Use of Money and Property 3,264,494 3,673,699 1,816,918

Revenue From Other Intergovernmental Agencies: State motor vehicle licenses 61,477 59,888 65,932 State homeowners' property tax relief 216,169 208,864 200,394 Other state grants 1,651,871 377,157 9,255 Total Revenue From Other Intergov't Agencies 1,929,517 645,909 275,581

Charges For Current Services: TUSD collection fees 16,147 13,900 19,376 Planning and zoning fees 370,396 381,869 336,376 Traffic signal maintenance 184,312 186,002 198,060 Vacation processing fees 2,152 2,886 6,561 State encroachment collection fees 1,318 1,665 2,463 Grading 36,851 35,078 38,104 Plan check fees - building 1,068,978 1,186,017 1,504,634 Plan check fees - engineering 7,786 7,446 12,292 Oil related inspection fees 13,084 (6,222) 22,019 Appeal fees 2,549 2,597 2,269 Other inspection fees 377,435 459,181 609,700 Engineering mapping fees 19,267 13,919 14,967 Engineering inspection fees 223,240 225,183 260,249 General government service charges 1,586 2,075 1,520 Microfilming fees 255,237 326,067 287,013 Police charges-copies and photos 8,523 7,416 7,320 Police charges-fingerprinting and other 458,011 362,674 325,921 Fire department fees 620,894 784,113 699,055 Fire department fees-hazardous materials fees 743,459 752,173 742,199 Parks and recreational fees 532,470 518,480 536,246 Miscellaneous 14,083 15,371 14,430 Library revenues 136,923 113,729 108,694 Total Charges For Current Services 5,094,701 5,391,619 5,749,468

Other Revenues: Donations-private sources 128,872 102,410 291,412 Miscellaneous 10,097,235 362,487 212,724 Premium tax revenue anticipation notes 268,460 446,688 562,877 Proceeds from sale of property 1,551,812 Total Other Revenues 10,494,567 911,585 2,618,825

Total Revenues $ 175,504,263 $ 169,936,074 $ 175,625,583

240 GENERAL FUND

STATEMENT OF EXPENDITURES - ACTUALS FOR FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

General Government: City Council $ 381,010 $ 388,017 $ 406,282 Commissions/Committees - Parks and Recreation 31,009 30,254 29,606 Planning 15,520 15,770 14,419 Environmental Quality 3,890 2,906 4,050 Cultural Arts 9,096 9,349 9,326 Traffic 3,035 2,699 2,421 Youth Council 10,632 8,231 7,760 Civil Service 140,812 169,213 116,261 Commission on Aging 2,883 2,534 2,313 Library 6,120 5,737 6,092 Social Services 2,504 4,336 City Manager 4,776,620 4,715,616 5,012,672 City Attorney 2,310,620 2,526,021 2,469,745 City Clerk 978,534 1,146,826 950,150 City Treasurer 757,323 774,363 769,049 Finance 4,130,363 3,917,450 4,365,509 Human Resources 1,769,308 2,120,698 2,115,944 Civil Service 302,392 330,997 319,906 Communications and Information Technology 4,845,086 4,653,793 5,222,787 General Services 3,494,555 3,876,635 3,693,088 Less: indirect cost allocation,other funds (5,590,979) (6,026,057) (6,358,591 ) Total General Government 18,377,829 18,673,556 19,163,125

Nondepartmental: Insurance, net 13,932 14,157 14,264 Leaseback payments 3,581,495 3,563,469 3,689,533 Community promotion 211,043 267,432 344,534 Employee benefits, net 407,584 4,134,195 1,828,541 Other 1,231,227 676,570 545,821 Total Nondepartmental 5,445,281 8,655,823 6,422,693

Public Safety: Police 69,904,474 72,031,435 75,146,982 Fire 28,622,103 29,103,923 30,193,880 Building and Safety 3,182,474 3,324,592 3,657,735 Total Public Safety 101,709,051 104,459,950 108,998,597

Public Works: Street 11,309,683 11,267,749 11,736,012 Total Public Works 11,309,683 11,267,749 11,736,012

Culture and Recreation: Community Services 14,853,552 15,554,940 16,236,926 Total Culture and Recreation 14,853,552 15,554,940 16,236,926

Community Development Planning 3,622,984 3,789,936 3,868,792 Total Community Development 3,622,984 3,789,936 3,868,792

Total Expenditures $ 155,318,380 $ 162,401,954 $ 166,426,145

241 PARKS AND RECREATION ENTERPRISE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 685,722 $ 621,741 $ 475,522 Accounts receivable 21,608 12,654 11,197 Accrued interest receivable 2,104 3,156 1,171 Prepaids 643 1,855 Total Current Assets 710,077 637,551 489,745

Capital assets, net 14,333 13,833 27,064

Deferred Outflows of Resources: Pension contributions 234,260 261,875 936,185

Total Assets and Deferred Outflows of Resources $ 958,670 $ 913,259 $ 1,452,994

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Current Liabilities: Accounts payable $ 93,196 $ 104,261 $ 101,875 Accrued liabilities 96,556 117,269 53,088 Unearned revenue 685,722 636,905 777,114 Total Current Liabilities 875,474 858,435 932,077

Noncurrent Liabilities: Net pension liability 2,164,062 2,401,689 3,237,131

Deferred Inflows of Resources: Pension actuarial 863,407 439,368 217,079

Total Liabilities and Deferred Inflows of Resources 3,902,943 3,699,492 4,386,287

Net Position Investment in capital assets 14,333 13,833 27,064 Unrestricted (2,958,606) (2,800,066) (2,960,357) Total Net Position (2,944,273) (2,786,233) (2,933,293)

Total Liabilities, Deferred Inflows of Resources and Net Position $ 958,670 $ 913,259 $ 1,452,994

242 PARKS AND RECREATION ENTERPRISE FUND

STATEMENT OF REVENUES AND EXPENSES - ACTUALS RSCALYEARSENDEDJUNE30

Audited Audited Audited 14-15 15-16 16-17 OPERA TING REVENUES Charges for services $ 4,675,660 $ 4,739,547 $ 4,789,660 Other 14,915 20,095 30,848 Total Operating Revenues 4,690,575 4,759,642 4,820,508

OPERA TlNG EXPENSES Salaries and employee benefits 4,186,426 4,368,690 4,621,996 Services and supplies 909,247 914,365 840,571 Other professional services 746,977 783,403 785,667 Depreciation and amortization 500 500 875 City charges 776,722 788,622 790,272 Other 17,860 7,923 37,028 Total Operating Expenses 6,637,732 6,863,503 7,076,409

OPERA TlNG LOSS (1,947,157) (2,103,861 ) (2,255,901 )

NON-OPERA TlNG REVENUES (EXPENSES) Investment earnings 2,534 12,289 Grants 4,500 Interest expense (3,126) Total Non-Operating Revenues (Expenses) 7,034 12,289 (3,126)

Loss before transfers (1,940,123) (2,091,572) (2,259,027)

Transfers In 2,487,209 2,622,481 2,595,140 Transfers Out (385,228) (372,869) (483,173)

CHANGE IN NET POSITION $ 161,858 $ 158,040 $ (147,060)

243 PARKS AND RECREATION ENTERPRISE FUND

STATEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating loss $ (1,947,157) $ (2,103,861) $ (2,255,901) Adjustments to reconcile operating loss to net cash used by operating activities: Depreciation 500 500 875 (Increase) decrease in accounts receivable (10,024) 8,954 1,457 (Increase) decrease in prepaids (643) 643 (1,855) (Increase) decrease in pension contributions (234,260) (27,615) (674,310) Increase (decrease) in accounts payable (21,331) 19,629 (6,580) Increase (decrease) in other accrued salaries and benefits 16,935 12,149 (59,987) Increase (decrease) in unearned revenue (6,901) (48,817) 140,209 Increase (decrease) in net pension liability (716,919) 237,627 835,442 Increase (decrease) in pension actuarial 863,407 (424,039) (222,289) Net cash used by operating activities (2,056,393) (2,324,830) (2,242,939)

Cash flows from capital financing activities: Payments for capital additions (14,106) Net cash used by capital financing activities (14,106)

Cash flows from noncapital financing activities: Cash received from grants and subsidies 4,500 Cash received from other funds 2,487,209 2,622,481 2,595,140 Cash paid to other funds (385,228) (372,869) (483,173) Net cash provided by noncapital financing activities 2,106,481 2,249,612 2,111,967

Cash flows from investing activities: Cash paid for interest on debt (1,141) Cash received from interest on investments 2,366 11,237 Net cash provided (used) by investing activities 2,366 11,237 (1,141)

Net increase (decrease) in cash and cash equivalents 52,454 (63,981) (146,219)

Cash and cash equivalents, July 1 633,268 685,722 621,741

Cash and cash equivalents, June 30 $ 685,722 $ 621,741 $ 475,522

244 SANITATION ENTERPRISE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 320,220 $ 7,183,547 $ 5,795,941 Accounts receivable 2,041,523 2,649,577 2,458,187 Accrued interest receivable 9,079 17,592 16,594 Prepaids 2,494 Total Current Assets 2,370,822 9,853,210 8,270,722

Capital assets, net 3,285,807 5,149,102

Deferred Outflows of Resources: Pension contributions 363,175 410,400 1,392,671

Total Assets and Deferred Outflows of Resources $ 2,733,997 $ 13,549,417 $ 14,812,495

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Liabilities: Accounts payable $ 219,121 $ 277,259 $ 643,722 Contract retainage payable 1,210 1,210 1,210 Accrued liabilities 422,203 396,814 325,128 Total Current Liabilities 642,534 675,283 970,060

Noncurrent Liabilities: Net pension liability 3,366,524 3,719,043 4,938,432

Deferred Inflows of Resources: Pension actuarial 1,254,775 645,010 321,079

Total Liabilities and Deferred Inflows of Resources 5,263,833 5,039,336 6,229,571

Net Position Investment in capital assets 3,285,807 5,149,102 Unrestricted (2,529,836) 5,224,274 3,433,822 Total Net Position (2,529,836) 8,510,081 8,582,924

Total Liabilities, Deferred Inflows of Resources and Net Position $ 2,733,997 $ 13,549,417 $ 14,812,495

245 SANITATION ENTERPRISE FUND STATEMENT OF REVENUES AND EXPENSES - ACTUALS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

OPERA TlNG REVENUES Refuse fee revenue $ 8,771,510 $ 8,849,293 $ 8,807,355 Recycling fee revenue 1,805,786 1,805,306 1,715,717 AS 939 fee revenue 806,991 849,981 855,780 Total Operating Revenues 11,384,287 11,504,580 11,378,852

OPERA TlNG EXPENSES Salaries and employee benefits 4,047,236 3,927,964 4,426,874 Services and supplies 3,878,325 3,171,544 3,170,217 Other professional services 2,193,627 2,120,055 2,306,881 Depreciation and amortization 761,992 788,533 Insurance and claims 122,415 109,098 84,791 City charges 735,818 752,108 830,693 Other 3,551 13,711 12,017 Total Operating Expenses 10,980,972 10,856,472 11,620,006

OPERA TING INCOME (LOSS) 403,315 648,108 (241,154)

NON-OPERA TlNG REVENUES (EXPENSES) Interest expense (619) Investment earnings 26,766 73,060 Grants 40,947 95,388 78,716 Total Non-Operating Revenues (Expenses) 40,328 122,154 151,776

Income (Loss) Before Transfers 443,643 770,262 (89,378)

Transfer of Capital Assets 10,105,047 Transfers In 163,511 171,686 171,686 Transfers Out (7,078) (7,078) (9,465)

CHANGE IN NET POSITION $ 600,076 $ 11,039,917 $ 72,843

246 SANITATION ENTERPRISE FUND

STATEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating income $ 403,315 $ 648,108 $ (241,154) Adjustments to reconcile operating income to net cash provided by operating activities: Depreciation 761,992 788,533 (Increase) decrease in accounts receivable 51,684 (608,054) 191,390 (Increase) decrease in prepaids (2,494) 2,494 (Increase) decrease in pension contributions (363,175) (47,225) (982,271) Increase (decrease) in accounts payable 9,493 58,138 366,463 Increase (decrease) in other accrued liabilities 10,912 (9,177) Increase (decrease) in due to other funds (245,710) Increase (decrease) in accrued salaries and benefits (5,652) (25,901) (75,911 ) Increase (decrease) in contract retainage payable 1,210 Increase (decrease) in net pension liability (1,020,157) 352,519 1,219,388 Increase (decrease) in pension actuarial 1,254,775 (609,765) (323,931)

Net cash provided by operating activities 85,783 538,230 935,824

Cash flows from capital financing activities: Payments for capital additions (630,020) (2,651,827)

Net cash used by capital financing activities (630,020) (2,651,827)

Cash flows from noncapital financing activities: Cash received from grants 79,460 95,388 78,716 Cash received from other funds 163,511 171,686 171,686 Cash paid to other funds (7,078) (7,078) (9,465) Transfer due to reorganization 6,687,269

Net cash provided by noncapital financing activities 235,893 6,947,265 240,937

Cash flows from investing activities: Cash paid for interest on debt (1,456) Cash received from interest on investments 7,852 87,460 Net cash provided (used) by investing activities (1,456) 7,852 87,460

Net increase (decrease) in cash and cash equivalents 320,220 6,863,327 (1,387,606)

Cash and cash equivalents, July 1 320,220 7,183,547

Cash and cash equivalents, June 30 $ 320,220 $ 7,183,547 $ 5,795,941

247 SELF INSURANCE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS Current Assets: Pooled cash and investments $ 3,991,469 $ 6,669,115 $ 5,166,633 Total Current Assets 3,991,469 6,669,115 5,166,633

Capital assets, net 4,909 2,553 196

Total Assets $ 3,996,378 $ 6,671,668 $ 5,166,829

LIABILITIES AND NET POSITION Liabilities: Current Liabilities: Accounts payable $ 143,983 $ 127,869 $ 159,929 Accrued liabilities 11,226 67,946 7,121 Accrued liability for self-ins claims-current 7,068,546 7,968,546 7,068,546 Total Current Liabilities 7,223,755 8,164,361 7,235,596

Accrued liability for self-ins claims-long term 32,821,758 32,821,758 34,870,472

Total Liabilities 40,045,513 40,986,119 42,106,068

Net Position: Net investment in capital assets 4,909 2,553 196 Unrestricted (36,054,044) (34,317,004) (36,939,435) Total Net Position (36,049,135) (34,314,451) (36,939,239)

Total Liabilities and Net Position $ 3,996,378 $ 6,671,668 $ 5,166,829

248 SELF INSURANCE FUND STATEMENT OF REVENUES AND EXPENSES - ACTUALS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 OPERA TING REVENUES Charges for services $ 2,711,663 $ 2,530,032 $ 2,489,404

Total Operating Revenues 2,711,663 2,530,032 2,489,404

OPERA TING EXPENSES Salaries and benefits 698,882 618,168 651,216 Materials and services 13,893 15,718 17,925 Other professional services 171,630 86,025 37,449 Insurance and claims 5,468,239 5,601,484 6,833,542 Depreciation 2,356 2,356 2,356 City charges 25,126 25,126 25,126 Other 3,171 3,264 3,371 Total Operating Expenses 6,383,297 6,352,141 7,570,985

OPERA TlNG LOSS (3,671,634) (3,822,109) (5,081,581)

Transfers In 3,780,337 5,560,000 2,460,000 Transfers Out (467,900) (3,207) (3,207)

CHANGE IN NET POSITION $ (359,197) $ 1,734,684 $ (2,624,788)

249 SELF INSURANCE FUND

STATEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating loss $ (3,671,634) $ (3,822,109) $ (5,081,581) Adjustments to reconcile operating loss to net cash used by operating activities: Depreciation 2,356 2,356 2,356 (Increase) decrease in accounts receivable 26,585 Increase (decrease) in accounts payable (325,102) (16,114) 32,061 Increase (decrease) in other accrued liabilities 55,932 (52,982) Increase (decrease) in accrued salaries and benefits (2,818) 788 (7,843) Increase (decrease) in accrued insurance and claims 900,000 1,148,714

Net cash used by operating activities (3,970,613) (2,879,147) (3,959,275)

Cash flows from noncapital financing activities: Cash received from other funds 3,780,337 5,560,000 2,460,000 Cash paid to other funds (467,900) (3,207) (3,207)

Net cash provided by noncapital financing activities 3,312,437 5,556,793 2,456,793

Increase (decrease) in cash and cash equivalents (658,176) 2,677,646 (1,502,482)

Cash and cash equivalents, July 1 4,649,645 3,991,469 6,669,115

Cash and cash equivalents, June 30 $ 3,991,469 $ 6,669,115 $ 5,166,633

250 SEWER ENTERPRISE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 5,282,230 $ 3,512,307 $ 2,721,115 Accounts receivable 433,618 583,524 1,011,150 Accrued interest receivable 16,414 12,005 4,260 Prepaids 172 Total Current Assets 5,732,262 4,107,836 3,736,697

Noncurrent Assets: Capital assets, net 42,128,880 41,621,463 40,739,874 Advance to other funds 419,028 419,028 419,028 To~/Noncu"entAsse~ 42,547,908 42,040,491 41,158,902

Deferred Outflows of Resources: Pension contributions 201,620 240,177 751,548

Total Assets and Deferred Outflows of Resources $ 48,481,790 $ 46,388,504 $ 45,647,147

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Current Liabilities: Accounts payable $ 440,430 $ 70,829 $ 37,006 Accrued liabilities 267,344 300,171 215,950 Contract retainage payable 23,106 19,402 43,439 Total Current Liabilities 730,880 390,402 296,395

Noncurrent Liabilities: Accrued liabilities-long term 79,874 Net pension liability 1,948,952 2,138,312 2,775,328 Total Noncurrent Liabilities 1,948,952 2,138,312 2,855,202

Deferred Inflows of Resources: Pension actuarial 650,532 340,361 171,609

Total Liabilities and Deferred Inflows of Resources 3,330,364 2,869,075 3,323,206

Net Position: Net investment in capital assets 42,128,880 41,621,463 40,739,874 Unrestricted 3,022,546 1,897,966 1,584,067 Total Net Position 45,151,426 43,519,429 42,323,941

Total Liabilities, Deferred Inflows of Resources and Net Position $ 48,481,790 $ 46,388,504 $ 45,647,147

251 SEWER ENTERPRISE FUND

STATEMENT OF REVENUES AND EXPENSES - ACTUALS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

OPERA TlNG REVENUES Sewer charges $ 2,676,398 $ 2,374,547 $ 3,771,491 Sewer revolving fees 1,491 4,287 4,317 Other 52,639 38,116 7,163 Total Operating Revenues 2,730,528 2,416,950 3,782,971

OPERA TlNG EXPENSES Salaries and employee benefits 1,693,479 1,833,074 1,847,789 Services and supplies 437,682 265,003 264,484 Other professional services 492,642 776,597 722,162 Depreciation and amortization 1,049,089 1,252,447 1,294,831 Insurance and claims 518,077 173,612 97,999 City charges 375,483 448,100 435,095 Other 830,716 760,474 423,325 Total Operating Expenses 5,397,168 5,509,307 5,085,685

OPERA TlNG LOSS (2,666,640) (3,092,357) (1,302,714)

NON-OPERA TlNG REVENUES Investment earnings 9,499 45,305 24,751 Gain on sale of capital assets 1,642

Loss Before Transfers (2,657,141) (3,045,410) (1,277,963)

Transfer of Capital Assets 1,413,413

CHANGE IN NET POSITION $ (2,657,141) $ (1,631,997) $ (1,277,963)

252 SEWER ENTERPRISE FUND

STATEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating loss Adjustments to reconcile operating loss to net cash used by operating activities: Depreciation (Increase) decrease in accounts receivable (Increase) decrease in prepaids (Increase) decrease in pension contributions Increase (decrease) in accounts payable Increase (decrease) in other accrued liabilities Increase (decrease) in accrued salaries and benefits Increase (decrease) in net pension liability Increase (decrease) in pension actuarial

Net cash used by operating activities

Cash flows from capital financing activities: Payments for capital additions

Net cash used by capital financing activities

Cash flows from noncapital financing activities: Transfer due to reorganization

Net cash provided by noncapital financing activities

Cash flows from investing activities: Cash received from interest on investments Net cash provided by investing activities

Net decrease in cash and cash equivalents

Cash and cash equivalents, July 1

Cash and cash equivalents, June 30

253 TRANSIT SYSTEM ENTERPRISE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14·15 15·16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 15,726,956 $ 14,585,315 $ 15,425,931 Accounts receivable 65,810 126,583 99,281 Accrued interest receivable 53,570 47,810 24,160 Inventory 1,342,309 1,317,034 1,310,899 Due from other governments 2,902,885 4,307,773 3,535,588 Prepaids 23,176 1,501 Total Current Assets 20,114,706 20,384,515 20,397,360

Capital assets, net 23,181,015 36,342,173 32,899,525

Deferred Outflows of Resources: Pension contributions 1,031,128 1,169,966 4,033,586

Total Assets and Deferred Outflows of Resources $ 44,326,849 $ 57,896,654 $ 57,330,471

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Current Liabilities: Accounts payable $ 594,219 $ 808,822 $ 766,154 Contract retainage payable 14,814 14,814 52,642 Accrued liabilities 1,750,935 2,181,020 1,034,550 Unearned revenues 7,077,282 5,692,591 5,883,685 Tom/Cu"entL~bHn~s 9,437,250 8,697,247 7,737,031

Noncurrent Liabilities: Accrued liabilities - long term 187,006 Net pension liability 9,618,463 10,640,337 14,193,038 Total Noncurrent Liabilities 9,618,463 10,640,337 14,380,044

Deferred Inflows of Resources: Pension actuarial 3,660,758 1,875,844 931,598

Total Liabilities and Deferred Inflows of Resources 22,716,471 21,213,428 23,048,673

Net Position: Net investment in capital assets 23,181,015 36,342,173 32,899,525 Unrestricted (1,570,637) 341,053 1,382,273 Total Net Position 21,610,378 36,683,226 34,281,798

Total Liabilities, Deferred Inflows of Resources and Net Position $ 44,326,849 $ 57,896,654 $ 57,330,471

254 TRANSIT SYSTEM ENTERPRISE FUND

STATEMENT OF REVENUES AND EXPENSES - ACTUALS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

OPERA TlNG REVENUES Passenger cash fares $ 3,162,790 $ 2,945,881 $ 2,643,500 Advertising 187,835 218,034 216,369 Miscellaneous 6,456 108,624 70,903

Total operating revenues 3,357,081 3,272,539 2,930,772

NON-OPERA TlNG REVENUES Proposition A funds 3,781,247 3,937,292 4,008,181 Proposition C funds 2,664,158 2,393,192 2,895,471 Measure R 2,495,458 2,418,356 2,532,998 Proposition 1B funds 98,250 34,346 SB-325 allocation 6,135,999 5,939,241 6,418,216 Capital maintenance revenue 2,250,000 2,250,000 2,250,000 Transit STAF 770,110 930,966 455,925 Capital grants 3,536,608 14,982,559 1,081,007 Investment earnings 111,394 193,883 73,205 Gain on sale of capital assets 3,200 7,000

Total non-operating revenues 21,748,174 33,143,739 19,756,349

Total revenues 25,105,255 36,416,278 22,687,121

OPERA TlNG EXPENSES Salaries and employee benefits 13,354,007 13,036,195 14,387,714 Services and supplies 3,311,103 2,762,513 2,418,515 Other professional services 1,674,907 1,439,198 1,527,901 Depreciation and amortization 2,640,114 2,981,865 4,807,182 Insurance and claims 644,197 373,371 853,129 City charges 3,163,076 3,339,263 3,576,302 Other 144,783 223,221 131,211

Total operating expenses 24,932,187 24,155,626 27,701,954

Income (loss) before transfers 173,068 12,260,652 (5,014,833)

TRANSFERS IN 2,193,000 2,874,323 2,674,323 TRANSFERS OUT (54,892) (62,127) (60,918)

CHANGE IN NET POSITION $ 2,311,176 $ 15,072,848 $ (2,401,428)

255 TRANSIT SYSTEM ENTERPRISE FUND

STATEMENT OF CASH FLOWS FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating loss $ (21,575,106) $ (20,883,087) $ (24,771,182) Adjustments to reconcile operating loss to net cash used by operating activities: Depreciation and amortization 2,640,114 2,981,865 4,807,182 (Increase) Decrease in inventory 107,499 25,275 6,135 (Increase) Decrease in accounts receivable (10,997) (60,773) 27,302 (Increase) Decrease in prepaids (22,476) 23,176 (1,501 ) (Increase) Decrease in pension contribution (1,031,128) (138,838) (2,863,620) Increase (Decrease) in contract retainage payable 13,674 Increase (Decrease) in accounts payable (132,466) 214,603 (4,840) Increase (Decrease) in accrued salaries and benefits 19,829 (27,053) (191,608) Increase (Decrease) in other accrued liabilities 302,279 457,138 (767,856) Increase (Decrease) in net pension liability (2,996,206) 1,021,874 3,552,701 Increase (Decrease) in pension actuarial 3,660,758 (1,784,914) (944,246) Net cash used by operating activities (19,024,226) (18,170,734) (21,151,533)

Cash flows from capital financing activities: Payments for capital additions (2,893,728) (16,143,023) (1,364,534) Cash received from grants and subsidies 2,703,258 14,707,971 1,081,007 Proceeds from the sale of capital assets 3,200 7,000 Net cash used by capital financing activities (187,270) (1,435,052) (276,527)

Cash flows from noncapital financing activities: Cash received from grants and subsidies 20,155,139 15,452,306 19,558,416 Cash received from other funds 2,193,000 2,874,323 2,674,323 Cash transfers paid to other funds (54,892) (62,127) (60,918) Net cash provided by noncapital financing activities 22,293,247 18,264,502 22,171,821

Cash flows from investing activities: Cash received from interest on investments 96,385 199,643 96,855 Net cash provided by investing activities 96,385 199,643 96,855

Increase (decrease) in cash and cash equivalents 3,178,136 (1,141,641) 840,616

Cash and cash equivalents, July 1 12,548,820 15,726,956 14,585,315

Cash and cash equivalents, June 30 $ 15,726,956 $ 14,585,315 $ 15,425,931

256 WATER ENTERPRISE FUND

BALANCE SHEET FISCAL YEARS ENDED JUNE 30

Audited Audited Audited 14-15 15-16 16-17 ASSETS AND DEFERRED OUTFLOWS OF RESOURCES Current Assets: Pooled cash and investments $ 20,319,279 $ 23,689,817 $ 17,719,710 Accounts receivable 5,510,647 6,753,283 6,440,885 Accrued interest receivable 63,190 79,424 27,754 Inventory 690,986 383,503 665,800 Prepaids 104 15,790 16,155 Total Current Assets 26,584,206 30,921,817 24,870,304

Noncurrent Assets: Capital assets, net 71,254,028 70,575,002 71,786,646 Advance to other funds 1,206,566 1,215,228 1,843,458 Total Noncurrent Assets 72,460,594 71,790,230 73,630,104

Deferred Outflows of Resources: Pension contributions 461,841 546,582 1,721,239

Total Assets and Deferred Outflows of Resources $ 99,506,641 $ 103,258,629 $100,221,647

LIABILITIES, DEFERRED INFLOWS OF RESOURCES AND NET POSITION Current Liabilities: Accounts payable $ 2,996,078 $ 4,634,695 $ 4,343,244 Contract retainage payable 44,612 Deposits payable 44,570 44,570 44,570 Accrued liabilities 1,064,999 233,869 376,854 Easement payable-current 58,116 Due to other funds 124,997 129,807 Total Current Liabilities 4,230,644 5,042,941 4,867,396

Noncurrent Liabilities: Accrued liabilities - long term 27,225 Interfund advance payable 6,364,201 6,263,568 Easement payable - long term 1,452,900 1,452,900 1,394,784 Net pension liability 4,438,971 4,872,817 6,335,661 Toml Noncurrent Lffibilities 12,256,072 12,589,285 7,757,670

Deferred Inflows of Resources: Pension actuarial 1,494,839 780,952 393,339

Total Liabilities and Deferred Inflows of Resources 17,981,555 18,413,178 13,018,405

Net Position: Net investment in capital assets 69,801,128 69,122,102 70,333,746 Unrestricted 11,723,958 15,723,349 16,869,496 Total Net Position 81,525,086 84,845,451 87,203,242

Total Liabilities, Deferred Inflows of Resources and Net Position $ 99,506,641 $ 103,258,629 $100,221,647

257 WATER ENTERPRISE FUND STATEMENT OF REVENUES AND EXPENSES - ACTUALS RSCALYEARSENDEDJUNE30

Audited Audited Audited 14-15 15-16 16-17

OPERA TING REVENUES Charges for services $ 34,643,875 $ 31,757,986 $ 35,462,688 Other 1,357,537 1,715,213 1,511,403 Total Operating Revenues 36,001,412 33,473,199 36,974,091

OPERA TlNG EXPENSES Salaries and employee benefits 4,977,605 5,142,145 5,343,423 Services and supplies 2,156,902 2,022,154 2,049,922 Other professional services 1,124,897 1,124,756 1,371,839 Depreciation and amortization 1,958,473 1,954,185 1,978,479 Insurance and claims 114,126 59,451 47,634 City charges 1,174,907 1,311,208 1,323,899 Cost of water 22,395,443 19,943,663 22,875,030 Other 299,319 260,188 457,304 Total Operating Expenses 34,201,672 31,817,750 35,447,530

OPERA TlNG INCOME 1,799,740 1,655,449 1,526,561

NON-OPERA TING REVENUES (EXPENSES) Investment earnings 186,913 306,160 253,308 Interest expense (211,857) (25,440) Total Non-Operating Revenues (Expenses) (24,944) 280,720 253,308

Income Before Transfers 1,774,796 1,936,169 1,779,869

Transfer of Capital Assets 1,399,679 Transfers Out (15,483) (15,483) (20,308)

CHANGE IN NET POSITION $ 1,759,313 $ 3,320,365 $ 1,759,561

258 WATER ENTERPRISE FUND

STATEMENT OF CASH FLOWS RSCALYEARSENDEDJUNE30

Audited Audited Audited 14-15 15-16 16-17

Cash flows from operating activities: Operating income $ 1,799,740 $ 1,655,449 $ 1,526,561 Adjustments to reconcile operating income to net cash provided by operating activities: Depreciation and amortization 1,958,473 1,954,185 1,978,479 (Increase) decrease in inventories (270,059) 307,483 (282,297) (Increase) decrease in accounts receivable 2,315,190 (1,222,635) 292,398 (Increase) decrease in prepaids 6,035 (365) (Increase) decrease in pension contributions (461,841 ) (84,741) (1,174,657) Increase (decrease) in accounts payable (1,821,928) 1,636,993 (594,201) Increase (decrease) in other accrued liabilities 391,357 (791,921) 284,510 Increase (decrease) in accrued salaries and benefits 15,802 (21,020) (104,715) Increase (decrease) in deposits and guarantees 4,000 Increase (decrease) in net pension liability (1,173,317) 433,846 1,462,844 Increase (decrease) in pension actuarial 1,494,839 (713,887) (387,613) Net cash provided by operating activities 4,258,291 3,153,752 3,000,944

Cash flows from capital financing activities: Payments for capital additions (933,680) (1,125,301) (2,832,346) Payments for long-term obligations principal (95,386) Payments for long-term obligations interest (214,638) (121,263) Payments for capital advances (6,393,375) Net cash used by capital financing activities (1,243,704) (1,246,564) (9,225,721)

1,197,570 (15,483) (15,483) (15,483) 1,182,087

Cash flows from investing activities: Cash received from interest on investments 167,655 281,263 274,978 Net cash provided by investing activities 167,655 281,263 274,978

Net increase (decrease) in cash and cash equivalents 3,166,759 3,370,538 (5,970,107)

Cash and cash equivalents, July 1 17,152,520 20,319,279 23,689,817

Cash and cash equivalents, June 30 $ 20,319,279 $ 23,689,817 $ 17,719,710

259 THIS PAGE INTENTIONALLY LEFT BLANK

260

ISSUER COMMENT City of Torrance, CA 12 April 2017 Annual Comment on Torrance RATING General Obligation (or GO Related) 1 Issuer Profile Aa2 St>.1bl~ The City of Torrance is located in Los Angeles County in southern CaUfornia, bounded by the Palos Verdes Peninsula on the south, dnd the cities of Redondo Beach and Gardena on the north. Los Angeles County has a population of 10,116.705 and a population density of 2,493 people per square mile. The county's per capita personal income is $49,400 (tst Contacts quartile) and the November 2016 unemployment rate was 4.8% (3rd quartile). 2 Los Angetes Nat.han Carley 312·-7069958 A!\50dat~ An;:l/y.st County is commonly associated with the entertainment industry. All six major film studios, nathan.(aftey~,t)moodys,corn inclUding Paramount Pictures, 21st Century Fox, Sony, Warner sros., Universal Pictures, and

Eric Hoffmann 415 ..274-1702 Walt Disney Studios, are located within the county. Los Angeles County has a very diverse Seniof Vi{;~ President economy beyond entertainment. The other largest industry sectors that drive the local eric hoffrnann@moodys com economy are health services, retail trade, and professional/scientifidtechnical services.

Credit Overview Torrance has a high quality credit position, and its Aa2 rating is slightly above the median rating of Aa3 for cities natlonwide. The notable credit factors include a strong socioeconomic profile with an extensive tax base, and a satisfactory financial position. It also incorporates a low debt liability and an outsized pension burden.

Economy and Tax Base: The economy and tax base of the city are exceptionally healthy and are relatively strong with respect to the assigned rating of Aa2. Torrance's total full value ($25.8 billion) is significantly above the US median. Furthermore, the full value per capita ($175,253) is much stronger than other f'.1oody's-rated cities nationwide and grew from 2013 to 2016. Lastly, the median family income equals a significant 143.6% of the US leveL

Finances: The financial position of the city is satisfactory. Yet, it is slightly weak when compared to its AaZ rating. Torrance's available fund balance as a percent of operating revenues (23.5%) falls just short of the US median. Moreover, the net cash balance as a percent of revenues (13.7%) is much lower than other Moody's-rated cities nationwide and contracted between 2013 and 2016.

Debt and Pensions: The city has an extremely small debt liability that is favorable when compared with the assigned rating of Aa2. The net direct debt to full value (0.2%) is materially below the US median. However. Torrance has an elevated pension burden that is a credit weakness compared to the AaZ rating The Moody's-adjusted net pension liability to operating revenues (48x) is significantly above the US median and increased markedly between 2013 and 2016 .

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261 MOODY'S INVESTORS SERVICE •. ' . U.S. PUBLIC FINANCE

Management and Governance: Balanced financial operations indicate sound financial management. In this case, Torrance's operations were approximately break-even while the tax base generally grew.

California dties have an Institutional Framework score' of A, which is moderate compared to the nation. Institutional Framework scores measure a sector's legal ability to increase revenues and decrease expenditures. California cities' major revenue sources can only be raised with voter approval, or, in the case of ad valorem property taxes, cannot be raised except to meet GO bond payments. Ad valorem property tax rates cannot be increased above 1% except to meet GO bond payments, and assessed valuation growth is also generally limited to 2% annually unless a property changes ownership. Unpredictable revenue fluctuations tend to be moderate, or between 5-10% annually. Across the sector, fixed and mandated costs are generally less than 25% of expenditures. However, California has strong public sector unions, which can limit the ability to cut expenditures. Unpredictable expenditure fluctuations tend to be moderate, between 5-10% annually. Sector Trends - California Cities California cities will continue to benefit from a strong and improving state economy. Growing assessed value trends and resulting property taxes, as well as robust statewide sales tax growth, will continue to raise city property tax and sales tax revenues. Housing values statewide continue to increase and provide long-term strength to the state's cities. E.mployment trends are positive and will continue to boost the statewide economy, particularly in the high tech sector. California cities, however, remain exposed to growing iong term pension and OPEB liabilities.

EXHIBITl Key Indlcators·4. ~ Torrance,CA 2013 2014 2015 2016 US Motdhm CrotdlHflImd E\'.onomyI Ta.xease _ _. Total FullValue $Z4.024M $24,903M ~2S,9Z7M $25,793M S1,722M Improved FullVatue Per capita S164.n·~8:--:":S':'16:=:9~.1=::-9=-7 -":":S::=1=75':::',6=7=-1-~S:=1=75':::',2:=5-:'3--":S~8~S,:::19:"':5-::'lm:.:l:p;;';ro:"':v':':ed:"'--

~M_ed--,-illO--,-F.:.cam.:.cl-",ly,-l_nc_o_m_e-'.(%_o_fU.:.cS--'-M'-ed'-l.:.can.2)Finances . •._ ..._. __ ...,_!~!.A%--...:..::..~--'---...:..:.:::..:..:....:..:.:---=...:..:..:.:...:..::----=.=-=-:..::.--=-=:::.:.:...... 143.8% 143.6% 143.6% 115.2% Stable ...... -----=-::-::-:----c::-::-=:-:-----=--=...... ,.-....,....,--- .:.cA:..;..V=.ili:.=W=.lJI::-e..:.,:Fu:.:nd;.:··...:Ba:.::. ·=la:..::nc:::e...:a=.$..::%:...:o::.f-=02::pe.:.:r=a.:.:tin~g~R;.::.e..:..ve:.:n;.::.u.:.:es=-- ...... ::..25.3% 23.6% 27.1% 235% 32.1% Stable NelCash Balance as% of Operating Revenues 19,0% 20.5% 19.3% 13..7% 34.4% Weakened Debt I Pensions ..------.. ------.

Net O~oebtl FunValue ---"---"'-·-"-O:250~---""""""'------0-.2-2o/c-o---·1-.2-%-S-Ulb--Ie---0.23% 0.22% .._----,.~,~,-_ .._.~~<-_...._...•.__ ...._..._._ ..__.... _._--_._----"" ...... _~-_.---_._._ ..._--,._--..::...... ::...... :.:..;..--- Net Oirf:C;t Debtl Op«etitlg Rel/¢(l\l~_" ."__,~. __ ~:~~,,.. O.35x O.32x O.3Zx O.94x Stable Moody's-adjusted Net Pension Liability -----..::...... -----...:::...::-----....:...:.:.:.::..:----=:::...:=-.:::::::::.--- 2.7% 2.7% (3-yr average) to FullValue 2.3% 3.2% 1.7% Weakened MOi.ldy·S·adjUstedNe\Pension Liability 3.S5x 4.0Ox 395:<: 4.79x 1.35x Weakened (3-yr average) to Operating Revenues

Source: MOO

This fubU:':"<~bn c-C'~:-' not ..)lW()\Ho(~ ~ cn~,hr. r.1tinr; adi:.;!: h.'1"~ny::l'(·dit (;~;th~,:,>~•.)k'~~;i::c:j \h::,V'}b~;<.()t,,,.P. ~)~v~::,·,}~)t) (roo.' i~lt>l).~~tJb en tlw 1'·~,~J-l:l/UIUty~"g(~

lZ Aplit zotr

262 t~OOD,{ 5 I~J'IESTOliS SHVICE US. PUBli( rINj,NCE

EXHIBIT 2 Aval!ablefund balance as a percent of operating revenues decreased from 2013 to 2016 _ AY.lilable fund 8al

30%

25%

}on 2014 2015 2016

sburce: Issuer flrwtcJal statements; Moody's InV'lstors Servia>

EXHIBIT3 Total fuR value Increased between 2013 and 2016 (mllllons) _ Tot'" Fuil Va/"" - YOY % Chango if! full Vaille

$26,000 4.0%

$25,000 2.0%

0.0% $24,000

2013 2014 2015 2016

So

EXHIBIT 4 Moody's-adjusted net pension liability to operating revenues grew from 2013 to 2016 .o,,\>t I'JlI P~I:li0l15

4.Ox

2.Ox

o.ox 2013 201-4 2015 7.016

Soun:e: Issuer flnilldl/ stat.menu; Cowmment data sources; Offering statements; Moodj's Investors Service

12 "Prll ZOIT City of Torrinu. CA: Annual C'om'n.nt on TOr'HU'Cl!

263 MOODY'S INVESTORS SERVICE US PUllllC FINANCE

Endnotes The fdUng ref"rel1ced in this •••port is lhe govprl1lnent's Cen001 Obligation (;0) rating or Its highest pUbiic ra! Ing that Is GO ·related. A GO bond Is generally a sewrit.y backed by the lull taith and credit pledge and total taxing POWN of tne local govt'mnwl1l S"t' local Govermnent GO Pled!:"s Vary A.C.fQS.~..s.t;it\!s for more details, GO-reiat"d ratings include Issuer ratings, whkh are GO-equivalent ratl',,;s for government, that do not Issue GO debt. GO-related ratings also include ,,,tlngs on other securities that are notched (1' other wise related to what the govornment's GO rating would be, such as annual appropriation, lea'" rel/enul', non-ad valorem. and moral obligaton debt Ttl" referencltd r"tlngs (",H~ct t.1l., iPv"I'nl1wnt\ \lndprlying credit quality without regard !." state- gual\~nt.e<, or "nhanr0m,'nt pmgram< or bond il1<"r,)n(~

? The pel' (~pita pt>fsonal mcorn« data and unemplovrnent d"ta fOf ,1ii cOlll1ti"$ in the>US (el1~l" are ~lio(ated to quartiles. The quartiles M~ ordered from strongest-to-weakest froll) J rred't. p"rspcetivl" the highe. I, fi"t. qli,vtil~, and the lowf>st unemployment (,It.e Is first quartile, Tn" first quart.il" consists r,t.t.h~ top IS<;\, of ob. consists ')1 fl1e next 25%, and so 011. The m"dlan per capita personal mcome for us counnes b 546.049 for 2014. The medlan unemployment ratp fLll US counties i, 5.1 % Ior Jlin~ l016.

3 The institutional frdmewcrk ~Cl)fe rnsasuras a munlripallty's l~gal abtU)' tl1 match (('"pml'" with expemnu,es based on its consutunonally and ll'gislatively mnferrpd pOWNS and responsibilities. 5""l,JSl.Q~!)J <;;(lY!1rnm~m.tCi~n~taLOb{iIWionp~bl (jilnlJary2()J4} rOI lilOft' details

:1 for definitions of the rnetrtcs in the Key Indicators Table. US l.ecal COVHnrnent Gereral Obllgati')n M,·thodology and Swreca,d User Gnide (jUly 2014) The population figure used in th.> full Val"" P"r Ctpitil ,atit> is the rnovt r~G'Otly available, most often sourced frorn either the US (emu, or the American Communlty ~urwy.

Similarly, the Median family lncome data reported as of l012 and later I~alway' the most recentlv ,•• ailoble data and is sourced from the American Community Survey. The Median Family Income data pr.or to 2012 IS >ovcltd from the 2010 US Cltl1sm. The Foil V••iue figllre used In the Net Direct Debt and f'1cody's·adjusted Net P,ms;on li~lbility (J'yll'" averaglt ANPL) ratios is IT\atcheo to the "mit y"<1' as audi:ed fi,,~,"cial data, 01 if not available, (>lgsby one or two years

(p.rtain state-specnk rules atso apply to Full V,ll:J~. For example, in California and Washington, <1S5f>SWctvatlJ'~i, the best aveilable proxy for full Value. Certain state specific full" also apply to indil/idual data points and ranos Moody's makes adjustments +o New Jersey Iocat government.s' reported financial statements to make it more r.ompareble to GAM'

Additionally, Noody'> ANPls ,,'fI"'t analy~1 adjust "",nts, If ;.my. for I)(~nsiollmntributll1i1 support Irom nOIH)j>erating funds dud selt-supportmg enterprises. Many local ~OVernmltflt pension \i"biliti~ls are associated with Its p~r UclpaUoli in the statewide multtplc-emptoyer cost- sharing plans. Metrics represented as Ni A lndlcate the data were not available at the time of publicauon.

5 The medians come from our most re,,>ntly p"blj>J~"d local government rnt'dldlls report. M!!4Ia.,n,s.c·. yrQWH1Zla)t.l?\!$ <)0.9?\il.!>leF~nd ~~Ian,e~support ?~.!;J9r·$:l~!>.m\y(MaI<:O?9J§) IhI'. medians conform to our lJ~ LOOi Covornment General Obllg;lrinf! Dd)t eilting methodology published In JanuMy 2014.

A~such. t.he medians presented here are based on the. key rnetrlcs outlined In the methodology ,n<1the JSso(i"t.ed srorecard. 1he appendix of this report provides additional rnatrlcs broken out by sector. ,athg (at,>go(y, and population WI! u,e dJt~ from il l/<1ri,'lyof sources to cakutate the medians, many "I which h,we differing reporting schedules, When"ver possible, we calculated these median, using avaiiabte dat,. fVI tisldl y'ear 2014

However, the!" are SOlTie exceptions. Population data is bused Oil th" 2010 Cen,us and Median Fa"'ily Incolile ls derive d from (he 2012 American Community survey, Hedl'll)s lor some rating levels aro based on 'elatively srnal! <""nple sizes. Th0s!' m~di"w" therefore, rn~y b~'libj",.t to potentialiv substantial YCM..over-year variatton. Our ratings relii'd our forward iooking opinion (terlv~d from f()I'\,GHt'·.of fll1anci,li portorma nee aod qualitative factors, as opposed to strictly historical quantitative dat

our expectation 0\ future p€r!orrnan, dnd rating withdrawals

12.•p'il20l'

264 MOODY'S INVESTORS SERVICE U.S PUBLIC FINANCE

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REPORT NUMBER 1066979

Moo DY)S INVESTORS SERVICE

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265 THIS PAGE INTENTIONALLY LEFT BLANK

266 MOODY'S INVESTORS SERVICE Rating Action: Moody's Upgrades City of Torrance, CA Lease Revenue Obligations to Aa3 from A1

Global Credit Research· 11 Oct 2016

New York, October 11,2016 -- SUMMARY RATING RATIONALE

Moody's Investors Service has upgraded the City of Torrance, CA's outstanding lease-backed obligation ratings. We upgraded to Aa3 from A1 the Certificates of Participation Series 2009. The rating applies to $18 million of COPS. The Aa3 rating is one notch lower than the city's Aa2 Issuer Rating.

The one notch difference between the city's Issuer and COPS rating reflects the standard legal structure for these California abatement lease financings and "more essential" leased assets. These leased assets include the city's city hall complex. The notching also reflects certain strong legal features of California general obligation bonds that are not shared by lease-backed obligations.

The COPs benefit from a cash funded reserve fund equal to the lesser of 10% of the principal lease payments, 125% of average annual lease payments, or maximum annual lease payments. The city also maintains other standard lease provisions including two-years of rental interruption insurance.

This rating action concludes a review undertaken in conjunction with the publication on July 26,2016 of the Lease, Appropriation, Moral Obligation, and Comparable Debt of US State and Local Governments Methodology.

Rating Outlook

The outlook on the lease obligations reflects the stable outlook on the city's Issuer rating.

Factors that Could Lead to an Upgrade

- Improvement of the general credit profile of the issuer

Factors that Could Lead to a Downgrade

- Deterioration in the general credit profile of the issuer

Legal Security

The Lease Revenue Bonds are secured by lease payments made by the City of Torrance use and occupancy of the leased assets. The leased asset is the city's city hall complex.

Methodology·

The principal methodology used in this rating was Lease, Appropriation, Moral Obligation, and Comparable Debt of US State and Local Governments published in July 2016. Please see the Rating Methodologies page on www.moodys.com for a copy of this methodology.

Regulatory Disclosures

For ratings issued on a program, series or category/class of debt, this announcement provides certain regulatory disclosures in relation to each rating of a subsequently issued bond or note of the same series or category/class of debt or pursuant to a program for which the ratings are derived exclusively from existing ratings in accordance with Moody's rating practices. For ratings issued on a support provider, this announcement provides certain regulatory disclosures in relation to the credit rating action on the support provider and in relation to each particular credit rating action for securities that derive their credit ratings from the support provider's credit rating. For provisional ratings, this announcement provides certain regulatory disclosures in relation to the provisional rating assigned, and in relation to a definitive rating that may be assigned subsequent to the final issuance of the debt, in each case where the transaction structure and terms have not changed prior to the assignment of the definitive rating in a manner that would have affected the

267 rating. For further information please see the ratings tab on the issuer/entity page for the respective issuer on www.moodys.com.

Regulatory disclosures contained in this press release apply to the credit rating and, if applicable, the related rating outlook or rating review.

Please see www.moodys.com for any updates on changes to the lead rating analyst and to the Moody's legal entity that has issued the rating.

Please see the ratings tab on the issuer/entity page on www.moodys.com for additional regulatory disclosures for each credit rating.

Michael Wertz Lead Analyst Regional PFG West Moody's Investors Service, Inc. One Front Street Suite 1900 San Francisco 94111 US JOURNALISTS: 212-553-0376 SUBSCRIBERS: 212-553-1653

Christian Ward Additional Contact Regional PFG West JOURNALISTS: 212-553-0376 SUBSCRIBERS: 212-553-1653

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270 U.S. PUBLIC FINANCE

CREDIT OPINION Torrance (City of), CA 25 July 2016 Rating Update - Moody's Affirms Torrance, CA's Aa2 Issuer Update Rating and A1 COP Rating, Outlook Remains Stable

Summary Rating Rationale Rate this Research Moody's Investors Service has affirmed an Aa2 rating to Torrance, California's issuer rating. II Moody's has also affirmed the Al rating on the city's outstanding Series 2009 Certificates of Participation (COPs) totaling $17.3 million. The outlook remains stable.

The Aa2 issuer rating reflects the city's large and diverse tax base that is supported by strong Contacts resident wealth indicators. We expect continued moderate growth in the district's tax in the

Steven Goodman- +1415-274-1723 near term. The rating also reflects the district's stable financial profile that is characterized Leibof by ample reserves with a narrow but stable general fund cash position that is likely to remain Associate Analyst below-average going forward. The city's debt burden should remain low and manageable steven.goocrnen-lercctssrnoodys com given the strong economic growth. The city's elevated pension burden and high fixed costs Alexandra J. 415-274-1754 (lease payments, OPEB and pension contributions) have also been incorporated into the Cimmiyotti VP-Senior Analvst rating.

The two notch rating distinction between the A1 rating on the city's lease-backed obligations and the Aa2 issuer rating represents the weaker security pledge for standard California abatement lease obligations and the additional risk to bondholders from the city's financial, operational, and economic conditions over the more secure general obligation pledge. A "lease pledge" is a contractual obligation, conditioned on use and/or occupancy of the least asset, effectively on parity with a city's other unsecured obligations. The city's issuer rating reflects what its secured, general obligation rating would be if the city issued such debt.

Moody's is currently evaluating comments we received on our proposed, methodological revisions to rating state and local government lease-backed obligations. Our comment period closed on December 2, 2015, and the publication of the final, revised methodology could affect the city's lease-backed obligation ratings. With respect to the city's abatement lease rating, we note that we have proposed to "eliminate the additional downward notch we currently assign for lease-backed obligations with abatement risk relative to lease-backed obligations with appropriation risk." (p.2)

Credit Strengths

» Large and diverse tax base

» Strong financial operations featuring sizeable reserves

» Sound resident wealth levels

271 I MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE

Credit ChaLLenges

» Elevated pension liability

» Risingpension costs

» High public safety expenditures

Rating OutLook The outlook is stable and reflects the city's demonstrated ability to maintain a healthy financial position aswell as the city's growing tax baseand local economy.

Factors that CouLd Lead to an Upgrade

» Continued growth in assessedvaluation

» Significant improvement in the city's financial position

» Continued work to address city's pension and benefit obligations

Factors that CouLd Lead to a Downgrade

» Significant deterioration in the city's financial position

» Protracted decline in the city's assessedvaluation

» Weakening of the city's economic activity

» Inability to effectively manage retirement costs

Key Indicators

Exhibit 1

Torrance (City of) CA 2011 2012 2013 2014 2015 Economy/Tax Base

Total Full Value ($000) $ 23,4S0,789 $ 23,904,302 $ 24,024,022 $ 24,902,529 $ 25,927,077

Full Value Per Capita $ 162,152 $ 164,355 $ 164,338 $ 169,197 $ 174,679

Median Family Income (% of US Median) 141.6% 140.8% 141.4% 143.8% 143.8%

Finances

Operating Revenue ($000) $ 153,467 $ 157,442 $ 158,795 $ 167,694 $ 179,235

Fund Balance as a % of Revenues 25.9% 35.0% 25.3% 23.6% 27.1%

Cash Balance as a % of Revenues 19.5% 19.7% 19.0% 20.5% 19.3%

Debt/Pensions

Net Direct Debt ($000) $ 62,175 $ 60,695 $ 59,470 $ 58,279 $ 57,300

Net Direct Debt / Operating Revenues (x) O.4x O.4x O.4x O.3x 0.3x

Net Direct Debt / Full Value (%) 0.3% 0.3% 0.2% 0.2% 0.2%

Moody's - adjusted Net Pension Liability (3-yr average) to Revenues (x) N/A 3.2x 3.5x 4.0x 3.9x

Moody's - adjusted Net Pension Liability (3-yr average) to Full Value (%) N/A 2.1% 2.3% 2.7% 2.7%

Source: Moody's Investors SetVice

Thj~ publication d<)(·:~not announ('-p i~(J::.:dit fating i~(\:i{);:. For .:my credit :,.;,tings rekrpnL~'d j,j P"li" publkatk!\ pk •.;,,;\".<.;ef'th(~rating:,; tc~b(in Hu) is::;w.>rh:ntity Pil~.U·:on www.moodys.com for the- most updated credit rating aCtiOn !nfol""l"lation and rating histOIY

2 2S July 2016 Torran,o (City of), CA; Rating update . ~1oody's Affirms Torrance. CA's Aa2 Issuer Rating and Al COP Rating, Outlook Remains Stable

272 MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE

Detailed Rating Considerations Economy and Tax Base: Moderate Growth in Tax Base Expected; Solid Socioeconomic Profile Moody's expects moderate growth in the tax base to continue in the near term due to the large number of homes assessed below market value as well as new commercial development underway .. The fiscal 2016 total assessed value (AV) reached $26.8 billion, and far exceeds the median for the rating category of $14.9 billion for California and $2.6 billion nationally, with 3.6% growth over the prior year and a three-year growth rate of 2.7%. Torrance weathered the Great Recession better than most of California with only one small 1.3% decline in fiscal 2011. With two thirds of the secured AV in residential property and only modest recessionary drop in the median home sale price, that number is currently up over $600,000 and increasing, Torrance is a largely built-out community that has shown remarkable resilience in the tax base.

We expect the city's economy to remain healthy because of its location in the Greater Los Angeles area and the presence of large industrial employers. The city's proximity to the port complexes of Long Beach Port Facility (Aa2/Stable Revenue Bonds) and Los Angeles Harbor Department (Aa2/Stable Revenue Bonds), the Los Angeles International Airport (Aa3/Positive revenue bonds), and several major freeways make it an active player in the local economy with attractive infrastructure benefits to companies. The city has experienced significant growth in the retail sector in 2015 with a large expansion to Del Amo Fashion Center mall adding roughly 100 new stores and restaurants and the addition of two new high end car dealerships that will yield healthy sales tax receipts for the city.

There is some concentration in the tax base with the top ten taxpayers equaling 11.2% of AV. The taxpayers do however represent a diverse mix of industrial, retail, office, hotel, and multi-family residential properties. The top taxpayer in fiscal 2016 was ExxonMobil, owner of a petroleum refinery that suffered a catastrophic fire in February 2015. The property was sold to PBF Energy on July 1, 2016 for an undisclosed price, it will remain to be seen the impact this has on the tax base. Also of note is the divestment of Toyota Motor Sales USA Inc. Toyota is moving the majority of its operations to Texas and will leave a much smaller, one-third the size, footprint in Torrance. Management expects the ovearll impact to assessed value to be neutral as new businesses move into the current Toyota facility.

The city's fiscal 2016 full value per capita of $180,922 and MFI equal to 143.8% of US are somewhat higher than the medians for the Aa2 rating category of 119.6% nationally and 114% for California. Positively, employment in Torrance continues to increase and the unemployment rate was an extremely low 3.2% in April 2016, compared to 5.3% in California and 5.0% nationally for the same period.

Financial Operations and Reserves: Conservative Management Healthy Results Despite Volatile Revenue Source We anticipate that as the economy continues to improve, the city's financial position will continue to strengthen though that may be somewhat muted by rising pension costs. Based on year-to-date figures, fiscal 2016 will mark the city's third consecutive operating surplus, maintain reserves at healthy levels.

While the city suffered decreasing revenues and deficit spending through the recession, in recent years the city has enjoyed stronger financial results as expenditure cuts and revenue increases have led to significant surpluses of 5% and 3% of general fund revenues in fiscal years 2014 and 2015, respectively. The fiscal 2015 total fund balance of $66.7 million (36% of revenues) is comparable to the median for national and state Aa2-rated cities. The year to date actuals for fiscal 2016 results indicate slight total fund balance increase of around $1.5 million due to revenues coming in higher than expected from increased sales tax and recovery of the utility user tax.

The Los Angeles metro area has been in a state of economic expansion which has led to an improved funding environment that should continue in the near term. Torrance, as a part of the this area has enjoyed in the economic gains. General fund revenues for the city have been steadily increasing over the last four fiscal years growing 15.6% since 2011. The city's utility users tax, which accounts for 18% of revenues, continues to be the most volatile revenue source for the city as utility usage fluctuates depending on the economic activity of the city's industries and residents. Recent disruptions in service of the Exxon-Mobil refinery slowed overall utility user tax receipts leading to a readjustment of projected revenue increases from a 3% increase to a 1.6% increase in fiscal 2016.

Historically, city management has adjusted expenditures when revenues have diminished. Moody's expects the city's expenditure reduction practices to help address the risks posed by the prevalence of economically sensitive city tax revenues. The city's practice of holding vacant positions open and cutting administrative expenses when revenues fall short is a credit positive.

3 25 July 2016 Torrence (City of), CA: Rating Updatt:·· Moody's Affirms Torrance, CA's:A<:12Issuer Rating and A1 COP Rating, Outlook Remains Stable

273 MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE

As with many full service cities. public safety costs as a percentage of total operating expenditures continues be a large portion of the city's operating expenditures and will likely remain so for the predictable future. Public safety costs have increased from approximately $86.9 million or 54% of total operating expenditures in fiscal 2008 to $101.7 million or 58.6% of operating expenditures in fiscal 2015. Public safety costs will continue to be a high portion of the city's overall expenditures and has the potential to crowd out future financial flexibility.

LIQUIDITY The city's year-end net cash balances have remained relatively stable and are expected to remain adequate for the rating category. Ending net cash balances (excluding TRAN receipts). have declined from a high of $44.7 million (26.5% of revenues) in fiscal 2007 to $30.9 million (16.7% of revenues) in fiscal 2015. Similar to the city's reserve position. we expect its liquidity position to remain stable.

Debt and Pensions: Low Direct Debt with Moderate Lease Burden; Outsized Pension Liability that Could Pose Budget Constraints in the Long-Term The fiscal 2015 net direct debt represents just 0.2% of AV and $386 per capita. while the lease burden as a percentage of general fund expenditures is low at 2%. Payout of principal is slow but comparable to other California cities at 25.2% in ten years. Moody's expects the debt burden to decrease in the near term as management cited a City Council mandate to pay down existing debt and liabilities prior to issuing any future debt.

DEBT STRUCTURE The city has all fixed rate certificates of participation ($57.1 million currently outstanding) and a small $155 thousand in capital lease obligations.

DEBT -RELATED DERIVATIVES The city has not entered into any derivative agreements.

PENSIONS AND OPEB The city's pension obligation continues to be a financial pressure point. Current contribution levels are manageable given the city's strong financial position. however California Public Employees' Retirement System (CaIPERS) is projecting escalating contribution rates for all of its participants through 2021 which will create future budgetary pressure. The city has acknowledged this financial pressure and has taken some measures to address the unfunded liability such as contributing above its 2015 annual contribution ($3 million from one-time revenues related to a sale of property) and adjusted benefits for new hires.

As of fiscal 2015. the city contributed $30 million on behalf of their employees to the city's defined pension benefit plan provided through the CaIPERS. The city's fiscal 2015 contribution to CalPERS as a percentage of general fund expenditures was 16.35%. These pension costs are projected to increase for the foreseeable future. When combining the city's fiscal 2015 CalPERS contribution with the fiscal 2015 debt service on the lease obligations. and OPEB contribution the city's debt burden as a percentage of total general fund expenditures increases to 19.67%. an above-average general fund obligation burden. The city also runs a small single employer pension plan that contributed $1.3 million in 2015.

Moody's 3-year average adjusted net pension liability (ANPL) for the city. under our methodology for adjusting reported pension data. is $707 million or. compared to other California cities. an elevated 3.95 times operating revenues and 2.73% of AV in FY 2015. Moody's ANPL reflects certain adjustments we make to improve comparability of reported pension liabilities. The adjustments are not intended to replace the city's reported liability information, but to improve comparability with other rated entities.

OPEB

The city's OPEB plan currently has an unfunded actuarial accrued liability of $73.2 million or 69.7% of covered payroll at the end of fiscal year 2015. The city contributed 39.8% of the annual OPEB cost in 2015. The city has adopted a policy in fiscal year 2017 to pre- fund 100% of the OPEB annual required contribution at the beginning of the fiscal year which is seen as credit positive.

Management and Governance California cities have an institutional framework score of "A,u or moderate. Revenue predictability is moderate. because the primary sources are property taxes and sales taxes. Property taxes are very predictable. given the state's constitutional formula, known as Proposition 13. while sales taxes are economically sensitive. Revenue-raising ability is moderate because increases almost always

4 25 July 2016 Torrance {City of}. CA: Rating Updat;,::·· Moody's Affirms Torrance, (A's Aa2lssuer Rating and A1 COP Rating, Outlook R(!ll'h1ins Stable

274 MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE

require voter approval. Expenditure reduction ability is moderate, because of collective bargaining and growing pension and OPEB pressures.Expenditure predictability is high, as police and fire typically make up 60% of discretionary spending in full-service cities.

legal Security The leaserevenue bonds are secured by payments made by the Public Facilities Financing Authority of the City of Torrance, which are the derived from rental payments made by the city to the authority for the use and occupancy of leased property.

Use of Proceeds Not applicable

Obligor Profile The City of Torrance is located in Los Angeles County (Issuer Rating Aa2/Positive) and has a large and diverse tax basethat should remain healthy for the foreseeable future. The city is LosAngeles County's sixth largest with a population of 145,927 as of 2011 and borders the Pacific Ocean. Economic activity incorporates a wide range of services, including the headquarters of several auto manufacturers, auto dealerships, and a large regional shopping mall. Notable corporations headquartered in Torrance include Toyota Motor SalesUSA,American Honda Motor Company, and ExxonMobil Torrance Refinery.

Methodology The principal methodology used in this rating was US Local Government General Obligation Debt published in January 2014. An additional methodology used in rating the lease rental debt was The Fundamentals of Credit Analysis for Lease-BackedMunicipal Obligations published in December 20n Pleasesee the Ratings Methodologies page on www.moodys.com for a copy of these methodologies.

5 25 July 2016 Torrance {City of). CA: Riltlng Upd~t~:·· t-1oody's Affirms Torrance, CA's Ai,2 Issuer Rating and Al COP Rating, Outlook Remains Stable

275 MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE

CREDIT RAflNCS1S5Ul[) BY ~·10(h)'l'S lNVTSTORS SLRVICL, iNC AND ITS R,'i.TiNCSf\fT:LlAHS{l ..11S")..:'dLMOODY'S CURR[\lTOPI\HO~,b or HE. RllAn\/L fUTURl (RLDn KiSJ(0' lN1frllS, CReDIT CQM!'-1IH1ENTS, OR orsr OR mBT·lWL SlCURlns. AND CRlDl1 ,AnNes AN[) RlSliWCH PUlUCAfiONS PUl'USHlD BY MOOD""S ("MOODY'S PUeUC4T1QNS"1!'-1AYiNCLLJDf MOODY'S CUf,RFNT OPIN:ONS OF THE RftATIVE HiflJRE CRED:T RiSK C' FNTiHS, CRWIT cm"r!'-"ITMENTS, OR DEBT OR DFBTuKE SECURITiES,MOobYs DEFINfS CRWIT RISK45 THE R'SK THAT AN fWTI HAY Nt)' HFfT ITS CONTRACTUN, FINANCIAL OBUCATIONS AS THEY COME DUF AND ANY FSTP"tATfDFNANCtAI.l.OSS IN ThE EVft'H C= DEFAULT. (PEDIT RATINGS DC) N(iT .A.DDRY.5S;\t-f/ OTHER '~ISK, INC ur>r--~c SUT NCT L.frvllTFD TO; UQUDTY R.ISK,"~Af{Kn VALUE R'SK.OR PRIG VOLATiLITY, CREDIT RATINCS A,ND !'-WODY'S OPINIO\1S :NClLJDW IN HOor)'{S ;>U3UCP:O~lS Af{f NOT STAnl'-1ENTS OF CURf{ENT OR HISWf

MOODY'S CRWIT RAfiNCS AND !'-100DY'S "UliU'LAI ","1'; NOT INUNDlD lOR USEBY REll.1e 'j,NESTORS AND II WOULD Bl RECKLLSSAND IN,~Fi'R()Pill,'.TE I'OR RETAILINVESTORS TO USE PU81.1CATlONS \/-JHFN t~AKiNG AN INVESTMENT DEClSiON,IF IN D(JURTYOU Y"'ULJLLJU,",""A"" YOUR fiNANCiAL OR OTHER PROfESSIONAl. ADVISER

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Toths(·}xt~nt penTl!tted by taw, f'.100DY'S ar:d its directors. officers, pmphyet:s, i~gN:b. ~(·:';n~')t':nt2Hv;.:s; <:Jnd~}t"ppjf.';'S <':i.~;{kim Uability to a.ny p~>rsor: or ;~nU~'f to; any indimct,s.pedal, consequential, or incidental h\,se~,; Of darnag,-::-i wha.t.''>Oi':.~VNarisingfmrn Dr h infnrnh1tion conti-:.lfwd hNt~;n or the use of or inability to use any such informatlon,~ven jf MOODY'S or any of its directors, officers. employees. agents, repres€ntc1th,es, licensors or ~,upph~rs1$ ~d'·/,sed~nBdvanc12of the possibility of such losses or damages. indudinebut not lin:;ited to: (a) any k1$S of present or prospective profits or (b) any loss or damage .arising wht:'l"~ the relevant fillan(iallnstrun~ent is not the subject of d palticularcredit(eting assigned 'c!yfvl00DY·S.

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f'>loody'sInvestors Service, Inc. a -'Nh-;.:dy~ol,cvned credit ratingagec:cy subsidiary of 1v1<:ody'$Cx)or2bO:1 f"HCG"), hereby discloses that !"'0vst issuers of debt securities {inciuding corporate and municipal bonds, debentures, notes and (ol~:m~rcial paper) and p:'efer:-ed stock rated by r-tcody's investors Service, Inc have. pnfJr to ass.gnment of any rating, agreed to pay to ~·1oody'sInvestors SeIV!Ce, Inc. ror 2Piyaisal and rendered by it fees ranging from S1.500 to c.pproxknatdy $2500,000, MeG fH·:ndence of HIS'\ proc:e~;s(·:s. 'nfo:matior, rega~ding cHtain affHiar:ions that n thaI15'%iis pasted annually at www.moodys.corn urd.~rtho>heading "lnv~'>:;tGr Relations D!r~·'{·tcr ;-lnd Sh':H'.~ho[der AffiU':F:fon Polky

Additional terms for Aust:a.liH only: .A.ny pubHGiUOn into Austc3n<:i (yfthh dOOlfn"ml: is pus;;;-mt to the Au:;t:'a.H<:~r: Fin,·)!'":;:ial S.:'rviu."; ~.i(pn)e of 1'v'leIODY'S Moody's Investors SNvke Pty l.imitt:

Additional terms for Japan only: r-tocdy's japan K.K. ("i'1jK.K") is J wholly-owned c:-edit r2t!ng agency subsidiary of r-toooy's Group Japan CK , wh;ch is whCUY-OWI1€dby Moody's

Overseas Inc., a '.vh{..iHy-ownedsubskk3ry of Heel. ~;10()dy'ssr Japdi: ~.:.K.,C'1v'SFJ") is J whol.y-owned credIt fat;ng agc'ncy SUDSldi(1!}(Jf MJKK, MS;:J is not a Nationally Rating (irg,:u1:lzatinn ("NRSRO··i. Ttw~efO!r, uedit r~!Ung(1d~(,~gped by :'-'lSi:l dri~ Non·NRSRO CH'lfHt HdUngs. NGp ..i'Jf{SRO Cn>dit Ra.tings are l~~>~jg'h:dby an ''''I';lvl""tl> nQl a ·NRSRIC)and, conSNiuentiy, the ra;:t.~dotAigatic;n wit; not qU<1Hry for ct?:ftdin typt's 01-trGitrrwnt undN l;;iws. !'1jKK and t"lSFJ are nedil: ratinE agt?:nd(~.:; rt~gi~;!x~rcd Agen(:y and thpir H·.~gistrat:(ln nurntwrs an~ FS.A.((Imrnl'i::,;one (Ratings} No,? and:3 re\twetiv(~[y.

g~:'Y(a>app\k ,H'I,»"e,'oby disciose thdt most: iss;.;crs Df debt securities (;::(Lding ""'Poral" and,n;r1i,jp;,l bCld~; d;>k'l1turf':~' r"lQh:s' and cGmn:;~rcial paper) a.nd pref~·:rred {as ,-:pplicab1f-:} have, prior 10 fbsignrr:ent cf (my ralhg, ai~ri~ed or I'~SFJ fa:; <::cDpik;-:ble) tel' dpprai~al ;-:nd ra,ting ~,\"r\:ice, n~nd{l:n·:d by it fef.>s w"gi'lg j'tnrljJ,PY;'OCI.01JOtoapproKimatl'iy lPY1 SO,OOO,OOO.

REPORT NUMBER 1035113

6 25 July 2016 Torrance {City of), CA: Rating tjpdate. Moody's Affirms Torrence, CA's Aa2 Issuer Rating and A1 COP Rating, Outlook Remains Stable

276 MOODY'S INVESTORS SERVICE U.S. PUBLIC FINANCE

Contacts CLIENT SERVICES

Sleven Goodman-Leibof +1415-274-1723 415-274-1754 Americas 1-212-553-1653 Associate Analyst vP- Senior Analyst Asia Pacific 852-3551-3077 steven goodrnan··!'eibcf(y')rnc:odys corn ,,~h?:<.:,,'F"dr2L(irnmiyctt ();tTl0c:d'r_~ corn Japan 81-3-5408-4100

EMEA

MOODY'S INVESTORS SERVICE

25 July 2016 Torrance (City of), CA: Rating Upde te. Moody's Affirms Torrance, CA's Aa2 Issuer Rating and Al COP Rating, Outlook Remains Stable

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278 S&PGlobal Ratings

RatingsDirect®

••••••••••••••.••••••••••••••••••••••••••••••••••••••••••••••••••••••••• , •••••••••••••••••••••••••••••••••••.•••••••• 0

Summary: Torrance, California; Note

Primary Credit Analyst: Jean C Lee, San Francisco (415) 371-5057;[email protected]

Secondary Contact: Chris Morgan, San Francisco (1) 415-371-5032; [email protected]

Table Of Contents

••••••••••••••• ~ ••••••• - •••••••••••••.•••••••••••••••••••••••• < •••••••••••••••••.••••••••••••••••••••••••••••• "' •. , ••• "' , •• <.. • . > • o .•• _ •••••• ~ ••.•••••• Rationale

Related Criteria And Research

WWW.STANDARDANDPOORS.COM/RATINOSDlRECT JUNE 8, 2016 t ; 6523~:; I 30233431 B

279 Summary: Torrance, California; Note

Credit Profile US$42.6 miltax rev and antic nts ser 2016-17 due 07/0612017 Short Term Rating SP -1 + New

Rationale

S&P Global Ratings assigned its 'SP-1 +' short-term rating to Torrance, Calif.'s series 2016-2017 tax revenue anticipation notes (TRANs).

The rating reflects our opinion of the city'S:

• Good coverage at maturity by projected general fund balances, and • Significant alternate liquidity that is available in the event of a general fund cash deficiency at note maturity.

Unrestricted taxes, income, revenue, cash, and other money received for, or allocable to, the general fund in fiscal 2016-2017 secure the TRANs. We understand Torrance officials intend to use TRAN proceeds to fund seasonal cash-flow deficits during the fiscal year. The notes mature on July 6,2017.

Torrance is projecting net available general fund cash balances will likely provide what we consider good 1.62x debt service coverage (DSC) of the total repayment amount at the TRANs' maturity. The city notes that it has additional reserve designations, including program contingency and special projects. These designated reserves are available through a city council vote, and can bring ending the TRANs' coverage up to 1.66x. In addition, city management expects to have access to an estimated $73.2 million of other borrowable funds, in the event of a cash deficiency in the general fund at the set-aside dates or note maturity.

Alternate liquidity would increase projected DSC at the TRANs' maturity to 2.84x. We understand the resolution requires pledged revenue to be segregated in a separate note repayment account. This is specified in the note as amounts sufficient to pay 50% of note principal in January 2017 and the remaining 50% of principal in May 2017, as well as 100% interest in June 2017. In our view, projected DSC at the set-aside dates is a good 1.9x in January and May 2017. City projections have interest coverage well in excess of 2.0x.

Coverage for 2016 is anticipated it be slightly higher than the city's original projections based on current estimates by the city. Projections have tended to be conservative.

For fiscal 2017, management is projecting a slight increase in revenues and expenditures over the prior-year taxes. The city projects slight increases in sales, property, and occupancy taxes. Approximately 70% of the city's general fund revenues in fiscal 2016-2017 are projected to be generated from sales tax (22.5%), property tax (20,7%), and other taxes (26.7%). Assessed value (AV)in the city has continued to increase, standing at $27.02 billion in fiscal 2016. Management reports that a major tax generator, Exxon-Mobil, is expected to return its processing facility to 100%

JUNE 8, :.1016 Z WWW.STANDAIlDANDPOORS.COM/RATINOSDlRECT 1652383 .1023J4318

280 Summary: Torrance, California; Note capacity by July 1 (currently operating at 75% capacity) following an emergency shutdown in 2015.

We view Torrance's economy as strong, with per capita effective buying income at 125% of the national level. Median household effective buying income is very strong at 134% of the national level. The area economy is broad and diverse, with access to the Los Angeles-Long Beach-Anaheim, Calif. metropolitan statistical area (MSA). The city's unemployment rate was 3.5% as of March 2016. Torrance covers 21 square miles in western Los Angeles County, where it provides a range of services, including: police and fire protection; libraries; sanitation and water; airport and bus transit; street and infrastructure construction and maintenance; recreational activities; and cultural events. The population has modestly increased during the past few years to approximately 150,275.

Torrance has consistently maintained what we consider very strong budgetary flexibility. Audited fiscal 2015 indicates a $45 million available reserve, or about 28.9% of expenditures. The fiscal 2016 budget is currently balanced; based on previous years of performance and management expectations. we do not expect a major draw on reserves such that they would decrease below the current level. Torrance has some receivables based on a loan with a former redevelopment agency. but we understand that those receivables are offset in the nonspendable portion of general fund reserves. Therefore, we do not view available reserves as having any remaining questionable receivables.

Related Criteria And Research

Related Criteria USPF Criteria: Short-Term Debt, June 15,2007

Certain terms used in this report, particularly certain adjectives used to express our view on rating relevant factors, have specific meanings ascribed to them in our criteria, and should therefore be read in conjunction with such criteria. Please see Ratings Criteria at www.standardandpoors.com for further information. Complete ratings information is available to subscribers of RatingsDirect at www.globalcreditportal.com. All ratings affected by this rating action can be found on the S&P Global Ratings public website at www.standardandpoors.com. Use the Ratings search box located in the left column.

WWW.STANDARDANDPOORS.COM/RATINGSDIRECT JUNE 8, 2016 3

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282 STANDARD &POOR'S RATINGS SERVICES o McGRAW HILL FINANCIAL

RatinlsDirecte ...... " " t·· .

Summary: Torrance, California; Appropriations

Primary Creclit Analy.t: LlslI R Schroeer, Chariottesvllle (1) 434-220·0692; [email protected] Secondary Contact: Chris Morgan, San Francisco (1) 415-371-5032; [email protected]

Table Of Contents ••••••••.•••.•••••.•.•••.•••.•.•.••• I •.• , .•••••.••••••••••.•••••.••••••.••••.••• ~ •. ,. ~ .••• , .•.• > Y •• - .•• " •• '" ••.•.•.••••.••.••• ,; ••.••.••••••.••••.••.•••••••• .; .•.••• ,.., Rationale Outlook

Related Criteria And Research

WWW.8TAJlDUDAlfDPQOIlS.COM/RATUlOSDIUCT MARCH 20, 3014 1

1280687 I JO I 59049 1

283 Summary: Torrance, California; Appropriations

Credit Profile US$39.465 mil certe otpart (Refunding And Capital Proja) ser 2014A due 08/3012044 Long T,rm Rating AA/Stabie New

TorraDCtl ceria of part Hr ABeB

U",nhQIICfd Rating AA(SPUR)/Stable Amnned

Rationale

Standard & Poor's Ratings Services assigned Its 'AN rating and stable outlook to Torrance, ClIlif.'s series 2014A capital projects and refunding certificates of participation (COPs).

The city's general creditworthiness is based on Standard & Poor's local GO criteria. publ1shed Sept. 12.2013. on RatlngsDtrect.

At the same time, Standard & Poor's affirmed its 'AA' rating, with a stable outlook, on Torrance's existing COPs.

The rating reflects our opinion of Torrance's:

• General creditworthiness, and • Covenant to budget and appropriate lease payments.

COPs represent an interest in the city'S lease payments, Through Its lease agreement, Torrance has agreed to budget and appropriate annual lease payments. A debt service reserve and business interruption insurance provide additional security to the COPs.

The rating also reflects our opinion ofthe city's general creditworthiness, Including Its:

• Strong economy with strong projected per capita effective buying income and market value per capita; • Strong and very strong financial metncs, Including very strong budgetary flexiblllty and liquidity; and • Strong financial management conditions,

We believe what we consider the clty's high annual pension contrtbutions somewhat offset these strengths. Strong economy We view Torrance's economy as strong with projected per capita effectiVe buying Income at 13i % of the national level. Market value is $164,000 per capita. The city is in Los Angeles County; 2012 county unemployment was more than 10%. We, however. view the area economy as broad and diverse, offsetting the county's high unemployment rate. The 21-square-mlle Torrance is in western Los Angeles County, where it provides a range of services, including police and fire protection, library, sanitation and water. airport and bus transit, street and InlTastructure construction and maintenance, and recreational activities and cultural events. The population has increased steadily over the past few

WWW.STAIlDAJWAKDPOORS.COM/RATINOSDIJlECT MARCR 20, 2014 2 IUOO01 I J01590491

284 Summary: Torrance, California; Appropriations years to approximately 147,000.

Assessed value (AY) has grown by a modest average over the past several fiscal years. Unlike many California cities, Torrance experienced a mild AV decrease in fiscal 2011. AVis $24 billion in fiscal 2014.

Very strong budgetary flexibility Torrance has consistently maintained, what we consider, very strong budgetary flexibility. Audited fiscal 2013 indicates a $35.663 million available reserve, or about 22% of expenditures and, what we consider, recurrent transfers out. The fiscal 2014 budget is currently balanced; based on previous years of performance and management expectations, we do not expect a major draw on reserves such that they would decrease below 15%. Torrance has some receivables based on a loan with the former redevelopment agency; we, however, understand those receivables are offset In the nonspendable portion of general fund reserves. Therefore, we do not view available reserves as having any remaining questionable receivables.

Strong budgetary performance We view budgetary performance as strong with relatively balanced general fund and total governmental funds operations In fiscal 2013. We expect similar performance in the medium term. General fund revenue is split relatively evenly between three major revenue sources: sales, property, and utility users taxes.

Strong management conditions We consider Torrance's management conditions strong with "good" financial management practices under Its Financial Management Assessment methodology, indicating financial practices exist in most areas but that governance omcials might not formalize or regularly monitor all of them. Highlights include management's comprehensive revenue and expenditure assumptions that feed Into five-year financial projections and capital-outlay planning. Torrance lacks a formal debt management polley.

Very strong liqUidity Torrance has, what we consider, a very strong liquidity position with total government cash of more than 90% of total governmental funds expenditures and well in excess of 120% of tot a! governmental funds debt service. We also view Torrance as having strong access to the external market due to its history of ISSUingCOPs, tax and revenue anticipation notes, and tax allocation debt over the past years.

Strong debt and contingent liability position In our opinion. Torrance's debt and contingent liablllty position Is strong with low debt service carrying charges ofless than 8% and net direct debt of about 46% of total governmental funds revenue. Torrance benefits from having, what we consider, low overall market value net debt that is below 3%. We, however. view the city's annual pension contributions a large 18.3%. Torrance has built expected increased pension contributions into its budget for its forecast years.

Torrance participates in the California Public Employees' Retirement System; It has consistently made 100% of the annual required contrtbutlon, Torrance also has an other postemployment benefits (OPEB) health plan. Pay-as-you-go OPEB costs are, what we view as, a modest 1.2% of governmental fund expenditures. We understand that Torrance has not established a separate OPEB trust but that it has set aside $3 million to support these costs.

WWW.STARDABDARDPOOU.COM/RATIl.fOSDUUlCT MAIlCR 20, zotc 3 l28068"' I 301590491

285 Summary: Torrance, California; Appropriations

Strong Infrastructure Framework We consider the Institutional Framework score for California cities required to submit a federal single audit strong.

Outlook

The stable outlook reflects Standard & Poor's view that the strength of Torrance's built-out and established property tax base provides a relatively stable core of tax revenue. We believe management's close monltorlng of revenue trends and use of multiyear forecasting position Torrance to respond to revenue changes so that it will likely maintain, what we consider, its structurally balanced operations and strong reserves. We do not expect to raise the rating within the two-year outlook period due to high annual pension contributions. We, however, could raise the rating if those costs were to decrease over time.

Related Criteria And Research

Related Criteria • USPF Criteria: Local Government GO Ratings Methodology And Assumptions, Sept. 12,2013 • USPF Criteria: Appropriation-Backed Obligations. June 13. 2007 Related Research • S&P Public Pinance Local GO Criteria: How We AcljU5tData For Analytic Consistency, Sept. 12, 2013 • Institutional Framework Overview: California Local Governments

Ratings Detail (As Of March 20, 2014)

Torrance certs of part (Land Aqulsltion Project) ser 2009 Long Term Rating AA/Stable Affirmed Unenhanctd Rating NR(SPUR) WIthdrawn

Torr.nee 1898 rfdi certa of part dtd 12/01/1998 due 12/0 11 199D-2018 2023 2028 Un,nhanetd Rating M(SPUR)/Stable Afflrmed Many issuesereenhancedby bond Insurance.

Complete ratings information is available to subscribers of RatlngsDirect at www.globalcreditportal.com. All ratings affected by this rating action can be found on Standard & Poor's public Web site at www.standardandpoors.com. Use the Ratings search box located in the left column.

MARCH 20, 2014 4 WWW.STAlDARDANDPOOIUl.COM/RATINGSDIRECT It80667 I 30 j 590491

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