ADOPTED FY 2009/10
OPERATING BUDGET & Capital Improvement Program
ANAHEIM, CALIFORNIA FY 2009/10 Adopted Budget City of Anaheim, California Fiscal Year (FY) 2009/10 Adopted Budget
FY 2009/10 - FY 2013/14 Adopted Capital Improvement Program
Curt Pringle, Mayor
Robert Hernandez, Mayor Pro Tem
Lorri Galloway, Council Member
Lucille Kring, Council Member
Harry S. Sidhu, P.E., Council Member
Thomas J. Wood, City Manager
Marcie L. Edwards, Assistant City Manager
Prepared by the Department of Finance
William G. Sweeney, Finance Director
City of Anaheim, California
City of Anaheim, California i FY 2009/10 Adopted Budget The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Anaheim, California for its annual budget for the fiscal period beginning July 1, 2008.
In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and we are submitting it to GFOA for award consideration.
FY 2009/10 Adopted Budget ii City of Anaheim, California TABLE OF CONTENTS
Executive Summary City Manager’s Transmittal Letter ...... 1 City of Anaheim Organizational Chart...... 3 Directory of Officials ...... 4 Executive Summary ...... 6 City Profile ...... 15 City Financial Information ...... 18 Financial Management Policies ...... 20 Full-Time Position Comparison ...... 23 Summary of Full-Time Position Adjustments...... 25
Fund Summaries A Look at the Budget by Fund ...... 27 Expenditure Appropriations by Department (All Funds)...... 28 Expenditures by Category (All Funds) ...... 31 Financial Sources and Uses...... 32 Expenditures by Fund...... 43 Projected Resources Available by Fund ...... 45 General Fund Expenditures by Category ...... 46 General Fund Expenditures by Department ...... 47 General Fund Expenditures by Department and Category ...... 48 Ten-Year History of General Fund Expenditures by Department ...... 50 General Fund Revenues ...... 52 General Fund Revenues by Category ...... 53 General Fund Revenue, Detail of Major Revenue Sources ...... 54 General Fund Transfers ...... 57 General Fund ...... 58 Other General Purpose Funds ...... 60
City of Anaheim, California iii FY 2009/10 Adopted Budget Table of Contents
Special Revenue Funds ...... 62 Gas Tax and Roads ...... 62 Workforce Development...... 64 Community Development Block Grant (CDBG) ...... 66 Community Services Facilities ...... 68 Sewer & Storm Drain Construction ...... 70 Grants...... 72 Anaheim Resort Maintenance District ...... 74 Narcotic Asset Forfeiture ...... 76 Housing Authority...... 78 Redevelopment Housing Set-Aside ...... 80 Debt Service Funds...... 82 Capital Projects Funds ...... 84 Redevelopment Agency ...... 84 Other Capital Improvements ...... 86 Enterprise Funds...... 88 Water Utility ...... 88 Electric Utility ...... 90 Sanitation ...... 92 Golf Courses ...... 94 Convention, Sports & Entertainment Venues...... 96 Internal Service Funds ...... 98 General Benefits and Insurance...... 98 Motorized Equipment ...... 100 Duplicating and Printing ...... 102 Information Services...... 104 Municipal Facilities Maintenance ...... 106 Fiduciary Funds...... 108
Department Summaries Department Summaries ...... 111 City Council ...... 113
FY 2009/10 Adopted Budget iv City of Anaheim, California Table of Contents
City Administration ...... 117 City Manager's Office ...... 120 Audit ...... 121 External Affairs...... 122 City Attorney ...... 125 Civil...... 128 Prosecution ...... 129 City Clerk ...... 131 City Treasurer ...... 135 Community Development ...... 139 Community Development Administration ...... 142 Workforce Development...... 143 Housing ...... 144 CDBG Administration ...... 146 Anaheim Redevelopment Agency ...... 147 Community Services...... 149 Community Services Administration...... 152 Parks ...... 153 Golf Operations ...... 155 Recreation/Human and Neighborhood Services ...... 156 Library Services ...... 158 Convention, Sports and Entertainment...... 161 Convention Center Operations...... 164 Visitor & Convention Bureau ...... 165 Stadium Operations ...... 166 Arena Operations ...... 167 Grove Operations...... 168 Finance...... 169 Finance Administration...... 172 Accounting ...... 173 Purchasing ...... 175 Information Services...... 176 Budget ...... 177 Risk Management ...... 178
City of Anaheim, California v FY 2009/10 Adopted Budget Table of Contents
Fire ...... 181 Fire Administration ...... 184 Fire Operations...... 186 Emergency Preparedness ...... 187 Human Resources...... 189 Human Resources Administration ...... 192 Organizational Development and Training ...... 193 Classification and Compensation...... 194 Benefits ...... 195 Recruitment ...... 196 Employee Relations ...... 197 Human Resources Information Services ...... 198 Planning ...... 199 Planning Administration ...... 202 Planning Services...... 204 Building Services ...... 206 Community Preservation and Licensing...... 207 Police ...... 209 Chief of Police ...... 212 Special Operations...... 213 Operations ...... 215 Operations Support ...... 216 Investigations ...... 218 Public Utilities ...... 221 Utilities Administration and Joint Services ...... 224 Water Utility ...... 226 Financial Management Services ...... 228 Electric Utility ...... 229 Public Works ...... 231 Public Works Administration...... 236 Engineering ...... 238 Public Works Operations ...... 240 Fleet and Facility Services ...... 242 Construction Services ...... 243 Financial and Administrative Services ...... 245
FY 2009/10 Adopted Budget vi City of Anaheim, California Table of Contents
Capital Improvement Program FY 2009/10 - FY 2013/14 Capital Improvement Program ...... 247 CIP Funding Sources Summary...... 249 Recreation/Parks ...... 250 Libraries ...... 252 Street Improvements...... 253 Downtown Projects/Municipal Facilities ...... 255 Wastewater...... 256 Electric Systems ...... 257 Water Systems...... 259 Commercial Entertainment Venues ...... 260
Appendix Definition of Terms ...... 261 Index ...... 267
City of Anaheim, California vii FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget viii City of Anaheim, California City Manager’s Transmittal Letter
Executive Summary
City Manager’s Transmittal Letter July 22, 2009
To the Honorable Mayor and City Council:
Transmitted herewith is the adopted budget for FY 2009/10. The adopted budget balances the use of reductions, one-time revenues, and reserves to ensure the City remains fiscally sound while continuing to provide quality services to its citizens and visitors. This adopted budget does not consider potential budgetary action(s) by the State that may impact local governments, requiring further policy guidance from the Council.
During the past year the economy has faced significant challenges, and it is likely these struggles will continue into FY 2009/10. As updated information has become available, we have kept you informed and worked together to establish the priorities for the City and implement the steps necessary to remain fiscally sound.
In order to meet these objectives a hiring freeze was instituted, departments reduced expenditures, and, where feasible, the timing of transfers to the General Fund were adjusted. As a result of these efforts, we are projecting to end the current fiscal year with a General Fund reserve of approximately $40 million, or more than 15 percent of projected expenditures.
The adopted budget for FY 2009/10 continues to use the same balanced approach of utilizing reserves, one-time resources, and budget reductions to offset the impact of declining revenues. With this prudent budget plan, we project the City’s General Fund reserves will be approximately $28 million, or 11 percent of expenditures, at the end of FY 2009/10, which meets the Council reserve policy of a minimum of 7 to 10 percent.
The FY 2009/10 adopted budget totals $1,318,399,925. This represents a 0.6 percent decrease from the FY 2008/09 adopted budget. The FY 2009/10 adopted General Fund budget totals $255,470,177, a 4.9 percent decrease from the FY 2008/09 adopted budget. An executive summary of the adopted budget follows this transmittal letter and provides an overview of the budget by fund.
Maintaining these strategies will allow the City to weather these uncertain economic times while providing quality services and maintaining financial strength. I am proud to present to you an adopted budget that provides the quality programs and services our residents and visitors have come to expect and enjoy. As we plan for the future, we strive to ensure the City of Anaheim continues to be a great place to live, work and play.
Respectfully submitted,
Thomas J. Wood City Manager
City of Anaheim, California 1 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 2 City of Anaheim, California City of Anaheim Organizational Chart City of Anaheim Organizational Chart
Citizens of Anaheim
City Council
City Treasurer City Manager City Attorney City Clerk
Audit
Deputy Assistant City Manager City Manager
Planning Police Finance
Community Fire Human Development Resources
Public Public Convention, Works Utilities Sports & Entertainment
Community Services
External Affairs
City of Anaheim, California 3 FY 2009/10 Adopted Budget Directory of Officials Directory of Officials
City Council
Curt Pringle, Mayor
Robert Hernandez, Mayor Pro Tem
Lorri Galloway Lucille Kring Harry S. Sidhu, P.E. Council Member Council Member Council Member
FY 2009/10 Adopted Budget 4 City of Anaheim, California Directory of Officials
Appointed Officials Thomas J. Wood, City Manager Cristina L. Talley, City Attorney Linda N. Andal, City Clerk Henry W. Stern, City Treasurer
Executive Management Marcie L. Edwards, Assistant City Manager Elisa Stipkovich, Executive Director Community Development Terry D. Lowe, Community Services Director Thomas Morton, Executive Director Convention, Sports and Entertainment William G. Sweeney, Finance Director Roger E. Smith, Fire Chief Kristine Ridge, Human Resources Director Sheri Vander Dussen, Planning Director John Welter, Chief of Police Natalie Meeks, Director of Public Works
Budget Staff Blaze Bruney, Budget Manager D'Anne Lee, Senior Management Analyst Eileen Fortin, Senior Management Analyst Tania White, Management Analyst
City of Anaheim, California 5 FY 2009/10 Adopted Budget Executive Summary Executive Summary
How the Budget is Organized new and inventive ways of providing for our residents This document is divided into four sections. The first throughout these challenging times. section contains introductory and summary information regarding the formation of this budget. The second As we chart our course for the next few years, it is section breaks down the adopted budget by fund important to note that Anaheim’s fiscal responsibility and grouping and is presented in a manner that is generally vision over the past decade have not only improved the consistent with the fund groupings identified in the City’s quality of life for all residents within the City, but have Comprehensive Annual Financial Report (CAFR), which also positioned us well for future challenges. In addition is produced every fall to present financial data for the to securing our long-term well-being through the fiscal year ending on the prior June 30th. The third establishment of budgetary reserves, over the past five section provides detail on adopted individual years our City leaders have embarked on an departmental budgets, with an emphasis on goals, unprecedented Capital Improvement Program, objectives, and performance measures. The final representing one of the most ambitious periods of section of this document is the City’s five-year Capital development and community investment in Anaheim’s Improvement Program (CIP). history. Over this short period, the City has made significant improvements to water and electrical The Foundation for the Adopted Budget systems, replaced aging roads and sewage infrastructure, added and improved public parks and Since its founding, the City of Anaheim and its residents facilities, added and enhanced popular venues, and have demonstrated a unique sense of vision, innovation modernized many City services. The importance of this and progress, catapulting this once small farming investment is that the City of Anaheim is now able to community into a world class destination. With a implement a budget plan that will focus on targeted steadfast commitment to these tenets, the City has reductions without negatively impacting critical City continually reinvented itself, allowing Anaheim to evolve services or projects. and ultimately thrive in times of both prosperity and uncertainty. Today is no different. While we have taken Some examples of the broad size and scope of the the time to recognize our achievements and celebrate capital improvements completed during this timeframe over 150 years of innovation and success, our City include: construction of the West Anaheim Youth and leaders are committed to identifying new objectives and Police Center; establishment of the Anaheim Family initiatives that will establish the framework for Anaheim’s Justice Center; the construction of two new fire stations future. in the City; the construction of two new libraries, as well as improvements made to the Anaheim Central Library; As with all municipalities, Anaheim is not immune from critical improvements to our water infrastructure, as well certain national and international economic trends. as the construction of three electric substations; Recognizing that the volatility of certain revenue streams redevelopment of the Anaheim Convention Center is a critical factor in the recent downturn, the City has put Arena and Plaza; the acquisition of the Grove of in place a responsible long-term plan that implements Anaheim; the development of the Anaheim Hills Golf sensible and targeted reductions where necessary, while Course Clubhouse; the opening of the Tiger Woods ensuring a consistency of service that our businesses Learning Center; and the opening of the Muzeo in and residents have come to expect. Additionally, the downtown Anaheim. Moreover, throughout this City will continue to modernize City services and unveil timeframe, Anaheim has been committed to modernizing
FY 2009/10 Adopted Budget 6 City of Anaheim, California Executive Summary our core services and changing the way business is projects will continue to reestablish a vibrant and conducted here in the City. With new initiatives such as active downtown. Anaheim Anytime, 311, EZ RecConnect, Anaheim Alert and Anaheim Utilities’ “e-Pay,” an automated account Celebrating Anaheim’s Beginnings. Anaheim management system, we have enhanced customer continues to connect to the Santa Ana River and service while changing the way in which residents and recognize itself as a “home by the river.” Beginning businesses connect with City Hall. with the Anaheim Coves project at the Burris Basin, the City is committed to creating new green spaces Anaheim continues to be focused on a successful long- and trails along the Santa Ana River, reintroducing term, multiyear strategy to maintain public services and natural river habitats and revitalizing our community priorities. Our intent is that this budget neighborhoods along the Santa Ana River corridor. positions the City to lead the region in challenging times, Through a County-City partnership, Anaheim is also as well as emerge from the current economic climate developing Heritage Park, a historically themed park stronger and better prepared for future growth. It is built around the Mother Colony House, Woelke- through this prudent fiscal management and clear, Stoffel House, and an iconic Morten Bay fig tree consistent priorities that Anaheim will continue to recently named Anaheim’s first landmark tree, all strengthen its communities, enhance economic vitality located in the Colony District. The purpose of and expand service initiatives. Heritage Park is to properly showcase historic properties and artifacts to the public, and to share COMMUNITY the life of Anaheim in the late 19th and early 20th Throughout Anaheim, changes are taking place that centuries. enhance the way residents feel about their neighborhoods. New and improved amenities, from Enhancing Livability. For the past few years, the libraries and youth centers to police and fire stations, City has embarked on an aggressive capital now dot every portion of our City, reminding everyone of improvement program aimed at improving livability the significant investments needed to ensure our City within Anaheim’s neighborhoods. During this time, stays vibrant and active for years to come. This budget the City has opened or renovated multiple supports the belief that building a safe, clean and community facilities including the Central Library’s attractive community is why local government exists. new Children’s Room, the East Anaheim Library, the With a sound group of projects on the horizon, this East Anaheim Gym, Haskett Library, and the West budget protects the continued provision of amenities, Anaheim Youth Center. Building on these further supporting the livability of Anaheim’s diverse and successes, the City will continue to enhance unique neighborhoods. Anaheim neighborhoods with future projects, many of which are already underway, including the Reestablishing Downtown Anaheim. The Muzeo, Brookhurst Community Center expansion, the a one-of-a-kind center for arts, knowledge, Anaheim Wetlands project, Anaheim Tennis Center entertainment and culture, continues to present renovation, Ross Park expansion, and Anaheim acclaimed art exhibits in Anaheim, hosting three Energy Field. Beautification of existing communities travelling shows a year, in addition to special is not just about public facilities. Anaheim continues programs, events and activities. The Muzeo is one aggressive anti-graffiti initiatives including the of the elements of the City’s vision for a pedestrian removal of graffiti and the formation of the Anaheim oriented street environment for the downtown Community Anti-Graffiti Effort, to develop a Anaheim area. Public spaces and venues like the comprehensive strategy to combat graffiti before it Muzeo are part of the continued redevelopment of occurs. Anaheim also continues to actively downtown through innovative mixed-use and underground utility transmission lines to improve residential projects. A new electrical substation was reliability and aesthetic appeal. To date, the City opened to provide service to the downtown area. has undergrounded more than 97 circuit miles, with The substation is not only smaller and more projects in 15 additional underground districts efficient, but is designed to be visually appealing. It already underway along major arterials throughout preserves and enhances the downtown aesthetic the City. appeal through a design replicating the architecture of Anaheim’s old Light and Water Works. The Creating Vibrant Neighborhoods. In addition to Colony Park development and other redevelopment new collaborations between City staff and residents to preserve and protect historical homes within our
City of Anaheim, California 7 FY 2009/10 Adopted Budget Executive Summary City, entire new neighborhoods are taking shape as public utility services. The survey was completed in the City works to create additional housing for those fall 2008, and the survey results were delivered at who wish to call Anaheim home. In this regard, the end of the year. Since that time, all four Anaheim was one of the first local cities to adopt an surveyed service areas have completed action Affordable Housing Strategic Plan, establishing the plans in response to the results and have begun to City’s commitment to ensuring that more people carry out changes to enhance customer service have the opportunity to live and work in Anaheim. efforts. It is our hope this program will continue to Through public-private partnerships, the Strategic set the standard for customer service in local Plan has provided more than 520 affordable government. housing units, and has 376 units in development. Additionally, Anaheim is working closely with the Increasing Accessibility to City Services. For the Orange County Local Agency Formation past few years, Anaheim has been a leader in Commission (LAFCO) to unify the City through applying new technologies and systems that seek to continued voluntary annexation efforts in the embrace the new 24/7 lifestyle and increase citizen County’s southwest Anaheim island. Anaheim is access to services and information via a virtual City committed to annexing these few remaining island Hall. Anaheim Anytime and the 311 community residences and providing them with the same information hotline were launched to make City enhanced services on which existing Anaheim services available to the public by phone or online, residents have come to rely. As the County and to make information and select services continues to move away from the business of available around the clock. The Anaheim Anytime providing municipal services, Anaheim is the logical program has continued to expand service offerings choice to annex this community and ensure that this and to improve results. The adopted budget southwest Anaheim community continues to enjoy includes initiatives to enhance service levels and clean, safe and attractive neighborhoods. efficiency by making more processes available online and upgrading the City website, SERVICE www.anaheim.net. In Anaheim, we pride ourselves on building a culture committed to service. Each day, the goal of our City Anaheim Alert. In order to build upon the employees is to exceed expectations in the delivery of successful launch and continued growth of Anaheim municipal services and to create an environment where Anytime and the accompanying 311 information businesses and residents thrive. In an effort to hotline, the City has initiated a community alert constantly improve upon this goal, employees are messaging system that allows residents, empowered to look beyond Anaheim for best practices. businesses and visitors the ability to receive In the current environment, our City employees are important notifications from the City of Anaheim via called upon to be more available to those we serve. To text messages and e-mail. Anaheim Alert that end, we are committed to implementing new and messages include time-sensitive information related innovative technologies that allow us to be responsive to to unplanned road closures, power outages, event our residents regardless of the day of the week or time of venue traffic congestion, fires, and natural disasters. day. This budget provides the necessary funding to Subscribers can choose from the message maintain and improve our service programs, including categories in order to customize their account new technology initiatives that build upon our dedication according to interest, location and need. With to the efficient and cost effective delivery of quality Anaheim Alert, messages and updates can services. immediately be sent to a large audience of users notifying them of important information. By sending Commitment to Customer Satisfaction. In an a simple text message, residents can be instantly effort to boldly renew the City’s commitment to registered to receive community alerts and have the customer service and satisfaction, the City of ability online to self-manage the type of information Anaheim embarked on a new and innovative they would like to receive from the City. The partnership with J.D. Power and Associates in order Anaheim Alert messaging system will continue to to develop a customer satisfaction assessment and grow and add information services to meet the report. This new partnership began by examining needs of subscribers. four critical service areas: planning services, the building and permit process, law enforcement, and Securing our Community. As part of the City’s dedication to providing our residents with safe and
FY 2009/10 Adopted Budget 8 City of Anaheim, California Executive Summary vibrant neighborhoods in a challenging fiscal transportation projects in the country, utilizing the environment, the City’s police and fire services have principles of an innovative public-private implemented initiatives Citywide that maintain public partnership. The Anaheim Regional Transportation safety services as well as increase community Intermodal Center (ARTIC) will soon become the participation in public safety activities. With the largest transportation hub in Southern California, completion of two new community facilities in both connecting people to numerous transportation East and West Anaheim, the Police Department has options. Buses, conventional rail service, high improved its youth outreach programs and has also speed rail, and a fixed-guideway system will all expanded its volunteer patrol programs. intersect at the ARTIC with links to critical sites Additionally, the Fire Department added much throughout Anaheim and the region, including the needed support to West Anaheim via the completion Anaheim Resort, the Platinum Triangle, Ontario of the Twila Reid Station and has begun the design International Airport, the Canyon Business Center and planning for a new Fire Station to be located and beyond. In conjunction with ARTIC, Anaheim within the Platinum Triangle. The Police and Fire continues to work toward the implementation of the Departments continue to manage to the economic California High Speed Rail system. The ARTIC environment by making prudent adjustments to station will become the southern terminus of the first maintain service levels and public safety. completed segment of the California High Speed Rail system as well as the western terminus of the ECONOMIC VITALITY California-Nevada Interstate Maglev project, The City’s unique past and diverse economic base is providing a high speed maglev connection between one of Anaheim’s key strengths and a driving factor from Anaheim and Las Vegas. More locally oriented which it can draw resources to sustain its provision of development continues with the extension of Gene municipal services. Building on this success and Autry Way and the creation of an ARTIC to Anaheim utilizing the principles of sound fiscal management, the Resort transit system connecting transportation City continues to look for ways in which to maximize our centers to popular destinations. City-owned assets as well as exploring new areas of economic growth and opportunity. This budget, despite Stimulating Development. Residential and the immediate fiscal environment, focuses on promoting commercial developers have helped to spark a new capital formation and innovation that will continue to help vitality in Anaheim with the development of the fuel economic vitality in Anaheim. Platinum Triangle. With high profile mixed-use developments planned for the area, the Platinum Growing Anaheim’s Economy. The Anaheim Triangle is on track to become a true Orange Canyon Business Center, the industrial heart of County destination that will provide a vibrant 24- North Orange County, has become a key area of hour urban environment unique to the area. In order growth for the City and will continue to play a critical to facilitate increased development within this area, role in the development of future economic the City recently approved the Platinum Triangle opportunities. With the departure of the Boeing Expansion Project that significantly increased the Company from the Canyon Business Center, the amount of allowable residential units and City of Anaheim established the Anaheim Center for commercial space that can be built. Despite the New Energy Technologies (AC-NET) in partnership current economic environment, development in the with California State University Fullerton in order to Platinum Triangle continues. Anaheim has taken create an energy research center that will enhance additional action to sustain new development Anaheim and Orange County’s overall economic through economic stimulus initiatives to encourage vitality and quality of life. AC-NET is an exciting continued residential and commercial building endeavor that addresses a vital component in activity throughout the City for years to come. sustaining economic and creative growth while promoting technologies necessary to fulfill national Maximizing our Assets. Few cities our size have sustainability and efficiency goals. the entertainment venues and world-class convention facilities that inherently make the City of Providing Transportation Solutions. In Anaheim a more exciting place to live, work and partnership with the Orange County Transportation play. However, those resources require a significant Authority (OCTA), the City of Anaheim continues the amount of fiscal responsibility to ensure they are development of one of the most ambitious properly managed. In Anaheim, we have experienced continued success at many of our City-
City of Anaheim, California 9 FY 2009/10 Adopted Budget Executive Summary owned venues, including the Honda Center, the Economic Outlook Anaheim Convention Center, Angel Stadium of As the City of Anaheim begins planning for the next Anaheim, and the Grove of Anaheim. Building on decade and beyond, we look forward with confidence this success, the Anaheim Convention Center that the City will continue to grow and prosper even in continues to move toward a significant expansion of these difficult economic times. Through a tradition of its facilities through public-private partnership, innovation and forward-thinking, what once began as a ensuring that Anaheim remains the premier small settlement along the Santa Ana River is now one convention destination on the West Coast. of the nation’s premier municipalities and California’s Anaheim also continues to support long-term growth 10th most populous city. With over 20 million visitors in the resort district through the diversification of annually, Anaheim has become a world class transient occupancy taxes by encouraging the destination, renowned not only for its distinctive development of high-end projects. entertainment venues, but also for its attractive business climate and revitalized neighborhoods. Ensuring Sustainability. Implemented by Anaheim Public Utilities, the City has embarked on During the past year, the nation has undergone a campaign to ensure water and electric significant financial hardship. The downturn in the sustainability for our future generations while economy also has affected the City, as businesses and mitigating the impact we, as a community, have on consumers have become wary and reduced spending. the environment. The City is pursuing a number of As a result, revenue collections during the current fiscal recycled water projects that will diversify and add to year are not only below budgeted levels, but have the City’s overall water supply. For example, the declined below the level of the previous year’s revenues. Anaheim Recycled Water project is being built near In order to address these issues, management has met City Hall to demonstrate the feasibility of localized continuously with the Mayor and City Council to develop water recycling. Anaheim Public Utilities and Public and implement strategies that will preserve prudent Works are also replacing natural grass in some City levels of reserves while continuing to provide quality public spaces with over 68,000 square feet of services for the citizens and businesses of Anaheim. artificial turf, saving more than three million gallons During the current fiscal year several steps were taken of irrigation water every year. Additionally, Anaheim to manage to budgeted levels: a hiring freeze was Public Utilities is on the leading edge of sustainable implemented, departments were asked to make budget alternative power sources, becoming the first city to reductions, and transfers from other funds were use energy from a low to medium temperature accelerated. As a result of these actions, it is projected geothermal plant to serve more than 10,000 the City will increase its General Fund reserves at the customers. This is one step closer to the City’s goal end of the current fiscal year to approximately $40.4 of supplying 20% of retail electric sales from million. renewable resources before 2015. Recognizing that decisions made today significantly impact future The development of the FY 2009/10 adopted General generations and the overall vitality of our City, Fund budget was made challenging by the rapid decline Anaheim is committed to the promotion of new and in City revenues. As a means of maintaining essential innovative techniques to reduce or eliminate our services, a combination of expenditure reductions, one- impact on the environment. time revenues, and reserves were used to construct the adopted budget. The reserves and one-time revenues The City of Anaheim’s commitment to community, are used to partially offset an operating shortfall of $20.7 service and economic vitality, as reflected through these million, or 8.1% of expenses. Utilizing this strategy, the accomplishments and future investments, is the adopted budget will draw down on General Fund continuing foundation upon which we endeavor to further reserves by $12.2 million. The projected General Fund resident, business and employee pride in Anaheim. The unrestricted reserve at the end of FY 2009/10 will be adopted budget for FY 2009/10, discussed herein, will $28.2 million, or 11.0% of operating expenses. This is continue this commitment and the City Council policy consistent with the minimum of 7% to 10% reserve direction of fostering a City that is truly unique and one of policy of the City. which to be proud. While the adopted budget uses reserves to mitigate the gap between ongoing revenues and expenditures, the City’s five-year financial plan estimates the elimination of
FY 2009/10 Adopted Budget 10 City of Anaheim, California Executive Summary the structural shortfall through a combination of Adopted Budget moderate revenue growth and significant restrictions on expenditure increases. Succeeding with this plan will Projecting revenues in the current economic require fiscal discipline and prudent resource environment is difficult. Most experts currently agree management. that the economy will continue to slow in 2009, although at a more moderate rate of decline than seen in the A Look Back second half of 2008. In 2010, the economy is expected to stabilize with little growth, if any, until the second half When the FY 2008/09 budget was built, it assumed the of the year. Based on this information, the FY 2009/10 economic downturn would be mild and limited in adopted budget assumes revenues will decline slightly. duration. The budget was built on forecasts of moderate revenue growth in each of the three major revenue TOT revenues are projected to decrease an additional sources, transient occupancy tax (TOT), sales tax and 4% when compared to the current fiscal year. However, property tax. Even with this moderate growth, there was the expansion of Disney’s Grand Californian Hotel and a reliance on one-time revenues to reduce a structural new Disney Vacation Club timeshares are expected to shortfall of approximately $11 million to a $3 million draw generate additional TOT revenue in FY 2009/10. As a on reserves. However, shortly after the fiscal year result, this revenue source is expected to decline only began, signs indicated the economy was slowing further $1.2 million, or 1.5% in total. and might be headed toward recession. The State of California is projecting that sales tax The Orange County Tax Assessor revealed that revenue will continue to decline for the next four assessed property values were lower than previously quarters. The fourth quarter of 2008 saw this revenue anticipated and that delinquency rates were climbing. source drop by almost 12% in Anaheim in comparison to The first quarter of sales tax results showed a decline of the same quarter of the previous year. Sales tax more than 8% from the previous year. TOT was flat over revenues are expected to decrease by $1.6 million, or the summer months and below budget projections. 2.7% in FY 2009/10. Nationally it was recognized that the country was indeed in a recession; the credit markets began to freeze up and The Orange County Tax Assessor is projecting the a number of major businesses went bankrupt. change in assessed property values will range from a decrease of 1% to an increase of 1% countywide. In an attempt to offset the increasing loss of revenue and Based on anticipated increases in delinquency rates, it is maintain the draw on reserves at the budgeted level, anticipated that property tax revenues will drop by several steps were taken immediately. A hiring freeze $500,000, or 0.8% next year. was implemented for all full-time vacancies and departments were asked to provide structural budget Other revenues, such as motor vehicle license fees, reductions that would save the City’s General Fund in interest income, fees and permits, and reimbursements excess of $5 million. Departments with a reliance on are expected to remain sluggish and will increase by construction related fee revenue began to make less than $200,000, or 0.3% in FY 2009/10. Net additional reductions to offset declining revenues. A transfers will decline as a result of lower revenues. Net review of all funds was conducted and additional savings revenues will be virtually unchanged from the FY 2008/ were realized in the workers’ compensation fund. The 09 projected amount. The final payment of an RDA loan Utilities’ funds adjusted the timing of their transfers to the through the Convention, Sports, and Entertainment General Fund on a one-time basis in FY 2008/09 to yield Venues fund to the General Fund and a refunding of increased revenues. As a result of these actions, and bonds will provide $8 million in one-time resources to others, the General Fund reserves are expected to help offset the structural deficit. receive a net contribution at the end of the current fiscal year of $7 million. However, the structural deficit Departments were asked to reduce their adopted (ongoing revenues less ongoing expenditures) has budgets by more than $14 million in the General Fund. grown to $24 million, or 9.3% of expenses from the In addition to these department reductions, costs for budgeted $11 million, or 4.1% of expenses in FY 2008/ workers’ compensation were reduced and negotiations 09. While this amount is higher than we would like, the with all bargaining units were opened to discuss five year forecasts do reflect ongoing revenues and opportunities to further reduce labor costs to the City. expenditures returning to a balanced level. These negotiations continue at the time of this writing and an estimate of savings is included in the adopted
City of Anaheim, California 11 FY 2009/10 Adopted Budget Executive Summary budget. If the negotiations do not yield the anticipated development of Burris Basin, including a bike trail, results, additional reductions will be necessary unless landscaping and picnic space. The budget also provides revenues out-perform current projections. funding for the development of additional park space, upgrades to restrooms and children’s play areas, and for Five Year Projections renovation of other recreational facilities such as Glover Stadium at La Palma Park. Although the adopted budget is built with a structural deficit and a planned draw on reserves, the City has The adopted budget continues to provide funding for the implemented reductions and policies that will allow the City’s neighborhoods, including maintenance programs General Fund to emerge from this problem over the for sidewalks and curbs, tree trimming, and right-of-way forecasted horizon of 5 years. landscaping. These funds are critical to enhancing the visual experience and safety for residents and guests as It is projected that moderate revenue growth will begin in they travel on Anaheim’s arterial streets and highways. FY 2010/11. TOT and sales tax are estimated to grow at a rate of 3% while property tax will remain sluggish with Finally, the adopted budget incorporates the operating growth of less than 1%. In the following 3 years, both expenses and costs to fund our libraries, youth centers TOT and sales tax are projected to grow 3-4% while and public safety facilities. While departments were property tax grows at the legislated rate of 2% per year. asked to reduce budgets in order to address the Overall, revenues are estimated to grow at structural deficit, departments prioritized their reductions approximately 4-5% for those 3 years. in an effort to maintain services at the highest possible level. This budget continues to provide the funding The key to eliminating the structural deficit will be in necessary to keep Anaheim’s streets and public places holding expenditure growth to absolute minimums. clean and beautiful. Expenses must be reduced further in FY 2010/11, either through negotiated concessions with employee labor The Budget in Brief groups or by maintaining a greater number of full-time The FY 2009/10 adopted budget totals $1,318,399,925. vacancies in all departments, including public safety. In This represents a decrease of 0.6% from the FY 2008/09 the following 3 years, expenditure growth must be limited adopted budget. The FY 2009/10 adopted General to 1-2% in order to eliminate the structural deficit and Fund budget totals $255,470,177, a decrease of 4.9% annual draw on reserves. Even with this strategy, the from the FY 2008/09 adopted budget. Both the Fund General Fund reserve level would drop to 5% of Summaries section and the Departments section of this expenses, which is below the minimum policy level of adopted budget document provide the detail behind the 7% to 10%. numbers.
Issues Addressed in Building the Budget The adopted budget for FY 2009/10 provides funding for As mentioned within the earlier sections, the economic services at a level our residents, businesses and guests recession has had a significant impact on City revenues. have come to expect and enjoy. As a result, spending has been reduced through a hiring freeze and departmental budget reductions. These Because of the economic downturn and the uncertain policies will remain in effect for the adopted FY 2009/10 recovery, this budget does propose to draw from budget, but not at the expense of core services. reserves to pay for various Citywide services. Even with these expenditures, Anaheim’s General Fund reserves In addition to maintaining services at acceptable levels, are projected to remain at a sufficient level. A further the adopted budget provides funding for improvements discussion of our reserves can be found in the “Financial to the Anaheim Tennis Center and other capital Assessment” portion of this Executive Summary. improvement projects. Funding is provided for the
FY 2009/10 Adopted Budget 12 City of Anaheim, California Executive Summary A Fund by Fund Look at the Budget adopted FY 2008/09. This decrease is directly related to The second section of this document breaks down the the pay-off of one debt issue in FY 2008/09. adopted budget by fund and offers additional detail to that provided here. Amounts presented have been Capital Projects Funds (Redevelopment Agency and adjusted for comparative purposes to reflect Other Capital Improvements funds) have an adopted FY departmental reorganizations. The following table 2009/10 budget of $42,896,278, a 25.0% decrease from depicts the total adopted budget by fund grouping. adopted FY 2008/09. This decrease is primarily the result of decreased spending in Redevelopment areas. In FY 2008/09, spending was higher than normal as a Fund FY 2008/09 FY 2009/10 Percent result of Redevelopment Agency bond proceeds. Grouping Adopted Adopted Change General Fund $268,730,740 $255,470,177 -4.9% Enterprise Funds (Water Utility, Electric Utility, Sanitation, Golf Courses, Convention, Sports and Other General 8,922,557 8,884,437 -0.4% Purpose Entertainment Venues funds) have an adopted FY 2009/ 10 budget of $637,715,980, a 0.8% decrease from Special 117,304,389 139,214,802 18.7% Revenue adopted FY 2008/09, primarily due to a decrease in Debt Service 48,204,338 46,851,180 -2.8% spending by the Electric Utility and Sanitation funds. These changes are identified in the CIP section of this Capital 57,197,702 42,896,278 -25.0% document. Projects Enterprise 642,644,994 637,715,980 -0.8% Internal Service Funds (General Benefits and Insurance, Motorized Equipment, Duplicating and Internal 174,727,501 179,384,980 2.7% Printing, Information Services, and Municipal Facilities Service Maintenance funds) have an adopted FY 2009/10 Fiduciary 8,112,027 7,982,091 -1.6% budget of $179,384,980, a 2.7% increase from adopted FY 2008/09 due to increases in employee benefit costs. Total City $1,325,844,248 $1,318,399,925 -0.6% Fiduciary Funds (Metro Cities, Deferred Compensation, and the Mello-Roos Agency funds) have General Fund adopted expenditures for FY 2009/10 an adopted FY 2009/10 budget of $7,982,091, a 1.6% total $255,470,177, a 4.9% decrease from adopted FY decrease from adopted FY 2008/09. 2008/09. The decreases are the result of departmental reductions, partially offset by previously negotiated Personnel Requirements to Support this Budget salary and benefit costs. The adopted FY 2009/10 budget funds 2,163 authorized Other General Purpose Funds (Arena, Economic full-time positions. This is a net decrease of 8 positions Development, Police Outside Reimbursements, and from FY 2008/09; however, there are 49 positions in the several deposit/donations funds) have adopted FY 2009/ General Fund proposed to remain vacant for the entire 10 expenditures of $8,884,437, a 0.4% decrease from fiscal year. The funding for these positions is not adopted FY 2008/09. included in the adopted budget. The decrease of 8 authorized positions is broken down as follows: Special Revenue Funds (Gas Tax and Roads, Workforce Development, CDBG, Community Services The Community Services Department is eliminating Facilities, Sewer and Storm Drain Construction, Grants, three vacant Park Maintenance Worker positions. Anaheim Resort Maintenance District, Narcotic Asset Planning is eliminating one Planner, who will be Forfeiture, Housing Authority, and Redevelopment transferred to an open position in Public Utilities. This is Housing Set-Aside funds) have adopted FY 2009/10 a net decrease of four positions in the General Fund. expenditures of $139,214,802, an 18.7% increase from adopted FY 2008/09. The increase is primarily the result The Finance Department is eliminating one Mail Clerk in of higher capital spending and an increase in grant the Duplicating and Printing fund. Community funding. Development is eliminating three positions; one Housing Services Manager, one Neighborhood Development Debt Service Funds have adopted FY 2009/10 Coordinator, and one Relocation Specialist. expenditures of $46,851,180, a 2.8% decrease from
City of Anaheim, California 13 FY 2009/10 Adopted Budget Executive Summary Capital Improvements Water projects ($61,478,019 over five years). The total Capital Improvement Program (CIP) for FY The Capital Improvement Program submitted herein will 2009/10 is $143,265,208. There are no projects make a major contribution towards meeting the needs of adopted for the General Fund; projects are supported by our community. These and other adopted capital funding sources that are primarily restricted. The CIP projects are described in greater detail in the Capital section of this document breaks down the adopted Improvement Plan section of this document. projects into Commercial Entertainment Venues, Downtown Projects/Municipal Facilities, Libraries, Financial Assessment Recreation/Parks, Street Improvements, Wastewater, Over the years, through sound fiscal management, Water Systems, and Electric Systems projects. Anaheim has positioned itself well to weather economic Highlights of the adopted CIP include: downturns, create a positive atmosphere for economic development, and allow flexibility in addressing Expansion of exhibit space at the Victorian House budgetary challenges. This approach provides options ($100,000 in FY 2009/10); as we examine the budgetary issues lying ahead. Renovation of parking areas, roof replacement, and other improvements at the Anaheim Convention One measure of a city’s financial strength is the size of Center ($7,425,000 in FY 2009/10; $12,525,000 over its General Fund unrestricted fund balance. The City’s five years); estimated beginning unrestricted fund balance in the Improvements to the Anaheim Tennis Center General Fund is $40.4 million, which represents 15.8% ($4,000,000 in FY 2009/10); of the FY 2009/10 adopted General Fund budget. The FY 2009/10 adopted budget reduces the General Fund Development of park space around the perimeter of unrestricted fund balance by $12.2 million, producing a Burris Basin including a class 1 biking trail, year-end balance of $28.2 million or 11.0%. landscaping, picnic space, and bird observation Traditionally, our policy has been to maintain the General areas ($6,502,000 in FY 2009/10); Fund unrestricted fund balance at a minimum of Addition of athletic field lighting, restroom and between 7% to 10% of General Fund expenditures. basketball court at Colony Park ($1,055,000 in FY 2009/10); Another indicator of a city’s financial strength is the level of its financial reserves. The City has a long-standing Other recreation projects including lighting at various practice to recognize and reserve for known and locations, refurbishment of existing restrooms, and anticipated liabilities. This adopted budget recognizes upgrading play areas ($2,681,101 in FY 2009/10); the City’s future obligations for employee leaves and Design and renovation of Glover Stadium at La potential insurance claims, and appropriates amounts Palma Park ($200,000 in FY 2009/10; $2,500,000 required to reserve for such future expenditures. The over five years); City also recognizes its obligation for the cost of future employee and retiree health benefits and has set up an Installation of cap and remediation systems for the irrevocable trust to ensure these future obligations are Westgate project ($4,150,000 in FY 2009/10); funded. Upgrade of downtown parking structures, including equipment and software ($850,000 in FY 2009/10; A city’s bond ratings are further evidence of its financial $1,650,000 over five years); strength. Anaheim’s general obligation bonds are currently rated Aa2 by Moody’s Investors Service and Wastewater projects including major sewer AA by Standard & Poor’s Corporation. Such ratings rehabilitation funded by sewer bonds ($20,094,250 indicate the City’s bonds are considered to be of over five years); excellent investment quality, meaning lower interest Street and traffic improvement projects ($68,645,852 rates on bonds with corresponding lower interest over five years); payments. Having solid financial policies and strong financial reserves are principal reasons for these Electric projects ($330,431,162 over five years); excellent bond ratings.
FY 2009/10 Adopted Budget 14 City of Anaheim, California City Profile City Profile Until the 1950s, Anaheim was best known as an Types of Industry agricultural town producing the region's finest oranges, Professional, Engineering, Scientific & Business 20% chili peppers, and grapes. But that all changed when Services Disneyland opened its gates in July of 1955, ushering Wholesale & Retail Trade 18% the City into a modern era of unprecedented growth. Leisure & Hospitality Services 12% Manufacturing 12% Today, Anaheim is a bustling hub of industry, tourism, Government 11% professional sports, and convention activities, visited by Education, Social and Health Services 10% more than 20 million people from around the world each Financial, Insurance & Real Estate Services 8% year. While the high profile venues of the Disneyland Resort, the Anaheim Convention Center, Angel Stadium Construction, Agriculture, Mining & Natural 6% Resources of Anaheim and the Honda Center have brought the City Other Services 3% much notoriety, Anaheim enjoys a progressive economic Source: Inside Prospects Database, March base that extends beyond the entertainment sector. The 2009 City is a diverse metropolis with more than 15,000 businesses and a labor force divided among manufacturing, retail and service industries. Workforce Anaheim has an estimated labor force of 179,100 Anaheim was founded in 1857 and incorporated in 1876 people1. The unemployment rate as of January 2009 with a population of 881. Today it is the second most was 10.1% in Anaheim and 7.8% for all of Orange populous city in Orange County and tenth largest in County2. California. It has grown from 2.6 square miles at the time of its incorporation to over 50 square miles today. Top Private Employers in Anaheim (2008) Walt Disney Resort The City operates under a charter with a Council- AT&T Inc. Manager form of government. The four elected Council Kaiser Permanente Foundation Hospital Members serve four-year terms in alternate slates every Northgate Gonzalez Supermarkets two years. The Mayor is elected at-large to a four-year term and with one vote, presides over the City Council Anaheim Memorial Medical Center meetings. The City Council appoints the City Attorney, Honda Center City Clerk, City Treasurer, and City Manager. The City Hilton Anaheim Manager directs the administrative and operational West Anaheim Medical Center functions of the City through his appointed department Alstyle Apparel heads. Source: Inside Prospects Database, March 2009
Industry Lifestyle Anaheim is part of Orange County's vast economic base serving more than 3 million people in the County and Anaheim owes much of its growth to an ideal climate and more than 17 million people in the greater Los Angeles location. Average temperatures range between 53 and region. The City has a multifaceted economy, which 70 degrees with only 9.8 inches of rainfall annually. includes more than 2,000 manufacturing industries, most Situated in the heart of Orange County, Anaheim is 28 notably electronics, machinery, computers and food miles southeast of downtown Los Angeles, 450 miles product manufacturers. There are over 20,000 active south of San Francisco, 270 miles southwest of Las business licenses, of which 15,000 are businesses Vegas and 90 miles north of San Diego, conveniently operating within the City’s boundaries. located near the beaches of the Pacific Ocean and mountains of the Sierra Nevada.
The City is well suited to the active lifestyles a favorable climate can offer. Anaheim has more than 45 parks and playgrounds, a nature center with miles of hiking trails, 2
1. Labor and Market Division of the California State Employment Development Department (EDD), February 2009. 2. Ibid.
City of Anaheim, California 15 FY 2009/10 Adopted Budget City Profile public golf courses, 12 public tennis courts and Anaheim residents also enjoy enviable health facilities, extensive bike paths and trails providing affordable which are among the finest in the region, with five recreation for residents. Air travel is as close as the general hospitals offering state-of-the-art care and Fullerton (6 miles), John Wayne International (15 miles) almost 1,000 beds. Educational opportunities are and Long Beach (15 miles) airports. Los Angeles impressive. In the vicinity are 46 elementary schools, 9 International and Ontario International airports are both junior high schools, 14 senior high schools, 10 within an hour's drive. community colleges, 3 colleges and universities and a number of specialty institutions offering training in medicine, dentistry, business, and other professions.
Economic Growth and Trends 1970 1980 1990 2007 Orange County Total Taxable Sales (in thousands)1 $2,876,776 $12,666,296 $27,767,317 $57,293,471
Anaheim Total Taxable Sales (in thousands)2 $446,576 $1,692,887 $3,005,793 $5,694,919
Housing Units3 54,700 82,778 92,522 101,791
1. State of California, Board of Equalization, December 2008. 2. Ibid. 3. State of California, Department of Finance, January 2008.
Anaheim Population Tourism and Entertainment Based on the 2000 census the population of Anaheim The City of Anaheim welcomes more than 20 million was 328,014. This is an increase of 23.1% over 1990’s visitors annually. Much of the City’s tourist activity is population. As of January 1, 2008, the California State centered in the Anaheim Resort, an 1,100 acre district Department of Finance estimates that Anaheim’s encompassing the Disneyland Resort, the Anaheim population increased to 346,823. Convention Center and a majority of the City’s 20,000 hotel and motel rooms. The resort is a pedestrian- Anaheim % Increase From friendly garden district that is known for its lush Population Previous Year landscaping. 1950 14,556 31.96 1955 30,059 106.51 The Anaheim Resort is home to the Anaheim 1960 104,184 246.60 Convention Center; Disneyland; Disney’s California 1965 146,000 40.14 Adventure, Disney’s second gated theme park; Disney’s 1970 166,701 14.18 Grand Californian Hotel; Downtown Disney, a 1975 191,800 15.06 destination offering retail, dining and entertainment opportunities; and GardenWalk, which opened in late 1980 219,312 14.34 2007 and features an extensive offering of unique 1985 234,700 7.02 restaurants, shopping and entertainment venues. The 1990 266,406 13.51 Anaheim Convention Center, the largest facility of its 1995 291,500 1.32 type on the West Coast, offers over 1.6 million square 2000 328,014 6.60 feet of space, including over 813,000 square feet of 2001 331,686 1.12 exhibit space. As one of the busiest convention centers 2002 335,197 1.06 in the United States, the Anaheim Convention Center 2003 337,975 0.83 and its 8,000 seat arena, host approximately 350 events 2004 341,044 0.91 per year attracting over 1,100,000 guests annually. 2005 341,808 0.22 2006 342,410 0.18 Visitors will find additional entertainment possibilities just 2007 345,556 0.92 beyond the boundaries of the Anaheim Resort. Angel 2008 346,823 0.37 Stadium of Anaheim, home to Major League Baseball’s 2002 World Champion Anaheim Angels and host of the
FY 2009/10 Adopted Budget 16 City of Anaheim, California City Profile 2010 Major League Baseball All-Star Game, is complete with fireworks and geysers erupting from beyond the centerfield wall. At the Honda Center, visitors can watch the National Hockey League’s 2007 Stanley Cup Champion Anaheim Ducks or see their favorite performer in concert. The Grove of Anaheim offers intimate performances from top entertainers. In addition, several new retail, dining and entertainment establishments will be incorporated into the Platinum Triangle Development.
For more information, visit us on the Web at www.anaheim.net.
City of Anaheim, California 17 FY 2009/10 Adopted Budget City Financial Information City Financial Information
Statement of General Obligation Debt Limit Anaheim General Obligation Bond Tax Rate The City of Anaheim has a general obligation debt limit 1986/87 0.00166 that cannot exceed 15% of the total assessed valuation 1987/88 0.01194 of all real and personal property within the City. Further, 1988/89 0.01127 no bonded indebtedness, which represents a general 1989/90 0.00569 obligation of the City, may be created unless authorized 1990/91 0.00478 by two-thirds of the electors voting on such a proposition 1991/92 0.00510 in any election in which the question is submitted to the 1992/93 0.00858 voters. Currently, the total amount of the City's 1993/94 0.00488 outstanding bonded indebtedness is $4,750,000 in the 1994/95 0.00381 form of general obligation bonds. Based upon a FY 2008/09 assessed valuation for taxation purposes of 1995/96 0.00406 $29,329,061,551, Anaheim has a debt limit of 1996/97 0.00488 $4,399,359,233 or 15%. Since the outstanding bond 1997/98 0.00470 principal totals only $4,750,000, the City has a debt limit 1998/99 0.00447 margin of $4,394,609,233. 1999/00 0.00434 2000/01 0.00383 The outstanding general obligation bond debt originated 2001/02 0.00352 with a 1986 $10,055,000 bond issue for storm drain 2002/03 0.00287 improvements that was refunded and subsequently 2003/04 0.00345 reissued in 1993. The 1993 issue will mature in FY 2004/05 0.00301 2016/17. The debt service requirements for the next 2005/06 0.00267 year are as follows: 2006/07 0.00225 2007/08 0.00225 Fiscal Year 2009/10 2008/09 0.00208 Principal $495,000 Interest 194,331 Total $689,331 In addition to the property tax revenue received for debt service requirements, the City receives a portion of the 1% basic levy tax rate. For example, in FY 2008/09 the distribution of property tax revenue generated from the basic levy tax rate for a home with an assessed value of $150,000 in Tax Rate Area 01-007, which is not in a Redevelopment area, would be as in Figure 1. Total Basic Levy $1,500
City Government, 19%
County School Districts, Government, 59% 13%
Special Districts*, 9% Figure 1
*Special Districts include water, flood control, vector control, sanitation and transit districts.
FY 2009/10 Adopted Budget 18 City of Anaheim, California City Financial Information The distribution illustrated in the above graph differs significantly from the distribution of past years’ property tax revenues. The amount of the basic levy that goes to City Government has increased from 11% in past years to the current 19% due to a permanent structural shift in City Government revenue sources. Through action by the State, revenue to City Government from motor vehicle license fees (VLF) has been permanently reduced and replaced with a larger share of property tax revenues. There is no net effect on City Government.
Appropriations Limit As a governmental entity, the City is subject to the Gann Spending Limitation Initiative, which limits the amount of annual appropriations of tax proceeds. The limitation is based upon the prior fiscal year amount adjusted for changes in population combined with the change in California per capita personal income.
The following summarizes the FY 2009/10 Appropriations Limit:
FY 2008/09 Appropriations Limit $737,294,546 Adjustment Factor (rounded) 1.0153 FY 2009/10 Appropriations Limit $748,542,564 FY 2009/10 Appropriations Subject to Limit $250,060,553 FY 2009/10 Appropriations Limit Margin $498,482,011 Limit Margin 66.59%
City of Anaheim, California 19 FY 2009/10 Adopted Budget Financial Management Policies Financial Management Policies
Budgetary Practices Citywide revenues and expenditures for the upcoming fiscal year. 1. Budget Practices: Typically in March, the City Manager and Budget Each department prepares its own budget for Staff meet with each department in order to conduct review by the City Manager. The budget is a final review of their respective budgets and to approved by motion by the City Council at an resolve any final issues. Once all the final issues are advertised public hearing. By City of Anaheim decided by the City Manager, the Budget Division Charter, the operating and capital budgets (together, begins to prepare the proposed budget document. the “budget”) are adopted at the department level. The proposed budget is brought forth to the City During the year, it is the responsibility of the City Council during a public hearing, at which time the Manager to administer the budget. The City City Council may propose any revisions to the City Manager has the authority to transfer budgeted Manager’s proposed budget. The City Council amounts within departments, but changes in the approves the budget at the second advertised total appropriation level for any given department public hearing in June. can only be enacted by the Council through an amendment to the current budget. The City will Citizen participation in the budget planning process strive to adopt an annual General Fund budget in is encouraged through several Council-appointed which expenditures, net of one-time expenditures, boards and commissions. In addition, public do not exceed projected recurring revenues. As a hearings are held to address the entire plan and for management policy, budgetary control is maintained specific funds, such as Housing Authority and in all funds at the program level by the Community Development Block Grant monies. The encumbrance of estimated purchase amounts prior Budget Advisory Commission reviews the budget to the release of purchase orders to vendors. A and presents its findings and recommendations to five-year projection of revenues and expenditures the City Council. for all departments and all funds is prepared each year to provide strategic perspective to the annual Action Date budget process. Budget Advisory Commission Meeting November 19, 2008 Capital Project Budgets Entered into December 15, 2008 2. Budget Process: Budget System Overall, the budget process takes approximately Mid-Year City Manager Budget Review January 2009 eight months, ending in June with the adoption of FY 2009/10 Budget Kickoff Meeting January 5, 2009 the budget. The process begins each November Department Budget Requests and Goals February 6 & with the City Council reviewing/establishing the & Objectives submitted February 13, goals upon which the City’s budget will be built. 2009 Departments usually begin preparation of their Final Department Review with City February 25 – March individual budgets in December. Manager 25, 2009 Finalize Proposed FY 2009/10 Budget April 1 – May 15, In January, the Finance Department provides a mid- 2009 year budget review to the City Council and City Budget Advisory Commission reviews March 18, April 15 & proposed budget May 19, 2009 Manager, during which Citywide goals are discussed and re-affirmed. In February, every Distribute proposed budget to City May 15, 2009 Council/Public/Budget Advisory department submits its budget to the Budget Commission Division for review. From February through April, Public Hearings for FY 2009/10 Budget June 9 & June 23, the Budget Division carefully reviews, evaluates and 2009 prioritizes each department’s budget submissions City Council adopts FY 2009/10 Budget June 23, 2009 for new and additional services, positions, capital projects and supplemental budget requests. During this time the Budget Office also begins to study the
FY 2009/10 Adopted Budget 20 City of Anaheim, California Financial Management Policies 3. Basis of Budgeting: the City Council. This document provides information on improvements to the City’s public Budgets for all Governmental Funds (for example, facilities for the ensuing fiscal year and four years the General Fund) and Fiduciary Funds are thereafter. The first year of the plan establishes a prepared on a modified accrual basis. Briefly, this capital budget for the new fiscal year. The means that obligations of the City are budgeted as remaining four years serve as a guide for use in expenditures, but revenues are recognized only determining the long-term capital priorities of the when they are both measurable and available. City. The CIP is adopted at the department level. CIP expenditures are accounted for in a variety of The Proprietary Funds (for example the Electric funds including, but not limited to, the Capital Utility fund) also recognize expenditures as Projects Funds and the Enterprise Funds and are encumbrances when a commitment is made, such funded by a variety of sources. The City strives to as through a purchase order. Revenues, however, maintain a high reliance on pay-as-you-go financing are recognized when they are obligated to the City. for its capital improvements in order to maintain As an example, revenue from the sale of electricity debt within prudent limits. The City’s most recent is recognized when the service is provided. bond ratings received for general obligations bonds are “Aa2” issued by Moody’s Investors Service and In all cases (Governmental, Proprietary and “AA” issued by Standard and Poor’s Corporation. Fiduciary Funds), when goods and services are not received by year-end, the encumbrances lapse. Cash Management/Investment Practices The Comprehensive Annual Financial Report (CAFR) shows the status of the City’s finances on 1. The majority of unrestricted cash is combined into the basis of U. S. generally accepted accounting one pooled operating account to facilitate effective principles (GAAP). In most cases this conforms to management of the City’s resources. the way the City prepares its budget. Exceptions 2. The City Treasurer invests temporarily idle funds in are generally as follows: accordance with Government Code Sections 53600 et al, 16429.1 and 53684 and a formal investment a. The compensated absences liability is accrued policy approved by the City Council and the as an expense when earned by employees Investment Advisory Commission. Permissible (GAAP) as opposed to being expended when investments include obligations of the U.S. paid (budget). Government, Federal Agencies, Government b. Principal payments on long-term debt within the Sponsored Enterprises Medium Term Notes, Proprietary Funds are applied to the Certificates of Deposit, Bankers’ Acceptances, outstanding liability on a GAAP basis, as Commercial Paper rated A-1 by Standard and opposed to being expended on a budget basis. Poor’s Corporation, P-1 by Moody’s Investors Service or F-1 by Fitch Ratings, State of California c. Capital outlay within the Proprietary Funds are Local Agency Investment Fund, Repurchase recorded as assets on a GAAP basis and Agreements, Reverse Repurchase Agreements, expended on a budget basis. and Money Market Mutual Funds. d. Depreciation expense is recorded on a GAAP basis only. Accounting, Auditing and Reporting Practices e. Sales of land held for resale are recorded as a gain or loss (GAAP) as opposed to a revenue 1. The basis of accounting within Governmental Fund when land is sold (budget). types used by the City is modified accrual. Under f. Purchases of land held for resale are recorded this method of accounting, revenue is recorded as assets on a GAAP basis and expended on a when susceptible to accrual, which is when both budget basis. measurable and available for the funding of current appropriations. Further, expenditures are 4. Capital Improvement Program Practices: recognized when the related fund liability is Along with the operating budget, the City Manager incurred. Under the modified accrual basis of submits a Capital Improvement Program (CIP) to accounting, principal and interest on long-term debt are recorded as fund liabilities when due. All
City of Anaheim, California 21 FY 2009/10 Adopted Budget Financial Management Policies Proprietary Funds follow the accrual basis of the expected useful lives of the improvements accounting. Under this method of accounting, financed by the debt. revenues are recognized when earned and 3. The City will strive to maintain a high reliance on expenses are recorded when incurred. pay-as-you-go financing for its capital 2. The City places continued emphasis on improvements. maintenance of an accounting system that provides 4. The City will maintain a minimum unreserved fund strong internal budgetary and accounting controls. balance in the General Fund of between 7% to 10% It is designed to provide reasonable assurances of General Fund budgeted expenditures. regarding both the safeguarding of assets against loss from unauthorized use or disposition, and the 5. Annually, a five-year budget will be developed reliability of financial records for preparing financial analyzing all anticipated operating and capital statements and reports, such as the budget and the expenditures by year and identifying associated City’s CAFR, as well as the maintenance and funding sources. accountability of assets. 3. The City of Anaheim issues a CAFR prepared in accordance with GAAP outlined by the Governmental Accounting Standards Board (GASB). 4. An independent audit of the City’s CAFR is performed annually.
Revenue and Expenditure Policies
1. The City will strive to adopt an annual General Fund budget in which expenditures, net of one-time expenditures, do not exceed projected recurring revenues. 2. A five-year budget, including revenues and expenditures, is prepared annually for all funds to provide strategic perspective to each annual budget process. 3. On an annual basis, the City will set fees and rates at levels that attempt to fully recover total direct and indirect costs. In the case of certain fees the City Council has chosen to limit increases that might negatively impact the citizens of Anaheim. 4. If new budget appropriation needs are identified at an interim period during the fiscal year, at the department level, formal budgetary authority will be requested from the City Council.
Capital Financing and Debt Management Policies
1. Long-term borrowing will not be used to finance current operations or normal maintenance. 2. All debt issued, including use of the lease-purchase method, will be repaid within a period not to exceed
FY 2009/10 Adopted Budget 22 City of Anaheim, California Full-Time Position Comparison Full-Time Position Comparison 2005/06 2006/07 2007/08 2008/09 2009/10 Increase/ Department Actual Actual Actual Actual Adopted (Decrease)
City Council 5 5 5 5 5 0
City Administration 21 24 26 26 26 0
City Attorney 32 35 35 35 35 0
City Clerk 7 7 7 7 7 0
City Treasurer 12121212120
Community Development 120 114 108 109 106 (3)
Community Services 183 183 184 183 180 (3)
Conv., Sports & Entertainment 86 88 88 91 91 0
Finance 55 55 55 54 53 (1)
Fire 288 290 290 289 289 0
Human Resources 25 27 27 27 27 0
Planning 95 96 97 94 93 (1)
Police 582 591 604 610 610 0
Public Utilities 337 354 367 377 377 0
Public Works 247 249 252 252 252 0
Total 2,095 2,130 2,157 2,171 2,163 (8)
City of Anaheim, California 23 FY 2009/10 Adopted Budget Full-Time Position Comparison Full-Time Position Comparison
Total City
2,300 2,239 2,250 2,171 2,200 2,157 2,163 2,127 2,130 2,150 2,107 2,081 2,099 2,100 2,095 2,100 2,060 2,068 2,057 2,063 2,067 2,070 2,046 2,039 2,025 2,050
2,000
1,950
1,900 1990/91 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 Adopted Adopted 2009/10
Cumulative City Less Police, Fire and Redevelopment/Housing Increase (Decrease)
0 0
-50 1990/91 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09
-100
-115 Adopted 2009/10 -150 -156 -200 -201 -250 -238 -257 -249 -254 -270 -277 -300 -298 -302 -303 -314 -306 -313 -304 -310 -316 -307 -350
FY 2009/10 Adopted Budget 24 City of Anaheim, California Summary of Full-Time Position Adjustments Summary of Full-Time Position Adjustments
Additions/ Department (Deletions) Position Descriptions
Community Development (3) Delete Housing Services Manager Delete Neighborhood Development Coordinator Delete Relocation Specialist
Community Services (3) Delete Park Maintenance Workers (3)
Finance (1) Delete Mail Clerk
Planning (1) Delete Planner
(8)
City of Anaheim, California 25 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 26 City of Anaheim, California A Look at the Budget by Fund Fund Summaries A Look at the Budget by Fund One way of looking at the budget is by fund. A fund is a and the payment of, general long-term debt separate accounting entity created to track specific principal and interest. revenue and expense activity. The City of Anaheim has several fund groupings, which are reviewed herein. On Capital Projects Funds - established to account for the following pages, a summary is provided for each of resources used for the acquisition and construction the fund groupings that comprise the financial structure of capital facilities by the City, except those financed of the City. The FY 2008/09 Amended Budget is as of by proprietary funds. Capital Projects funds of the May 1, 2009. City include Mello-Roos Projects, Redevelopment Agency and Other Capital Improvements. The fund groupings outlined in the following pages are listed below. Proprietary Funds - funds that focus on the determination of operating income, changes in net Governmental Funds - funds generally used to account assets (or cost recovery), financial position, and cash for tax-supported activities. There are five different flows. There are two different types of proprietary funds: types of governmental funds. Anaheim's governmental Enterprise funds and Internal Service funds. funds include the General Fund, Other General Purpose Funds, Special Revenue Funds, Debt Service Funds Enterprise Funds - established to account for the and Capital Projects Funds. operations and financing of self-supporting activities of a governmental unit that renders services on a General Fund - one of five governmental fund types user charge basis to the general public, similar to that typically serves as the chief operating fund of a private business enterprises. Enterprise funds of government. The General Fund is used to account the City include Electric Utility, Water Utility, for all financial resources except those required to Sanitation, Golf Courses, Stadium and Convention be accounted for in another fund. Center.
Other General Purpose Funds - these specialized Internal Service Funds - used to account for the funds represent General Fund obligations and are financing of centralized services to different funds reported with the General Fund in the City’s and City departments on a cost reimbursement Comprehensive Annual Financial Report (CAFR). basis (including replacement costs). Internal Other General Purpose funds of the City include Service funds of the City include General Benefits the Half Cent Sales Tax for Public Safety, Arena, and Insurance, Motorized Equipment, Duplicating Police Outside Reimbursements, Economic and Printing, Information Services, and Municipal Development, Mother Colony, Library Donations, M. Facilities Maintenance. Roston Memorial, Deposits, Disaster and Drainage Assessments funds. Fiduciary Funds - used to report assets held in a trustee or agency capacity for others and which Special Revenue Funds - used to account for the therefore cannot be used to support the government’s revenue derived from specific taxes or other own programs. The fiduciary category includes pension earmarked revenue sources (other than for major (and other employee benefit) trust funds, investment capital projects) that are restricted by law or trust funds, private-purpose trust funds, and agency administrative action to expenditures for specified funds. Fiduciary funds of the City include Metro Cities, purposes. Special Revenue funds of the City Deferred Compensation and Mello-Roos Agency funds. include Gas Tax and Roads, Workforce Development, CDBG, Community Services Facilities, Sewers and Storm Drains, Grants, Anaheim Resort Maintenance District, Narcotic Asset Forfeiture, Housing Authority, and Redevelopment Housing Set-Aside.
Debt Service Funds - governmental fund type used to account for the accumulation of resources for,
City of Anaheim, California 27 FY 2009/10 Adopted Budget Expenditure Appropriations by Department (All Funds) Expenditure Appropriations by Department (All Funds) FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
CITY COUNCIL City Council $592,969 $748,446 $748,446 $780,009 Total City Council $592,969 $748,446 $748,446 $780,009
CITY ADMINISTRATION City Manager's Office $1,833,230 $1,959,416 $1,959,416 $1,715,946 Audit 1,122,130 1,264,499 1,264,499 1,121,733 External Affairs 2,063,301 2,258,664 2,259,919 2,124,080 Total City Administration $5,018,661 $5,482,579 $5,483,834 $4,961,759
CITY ATTORNEY Civil $3,354,258 $3,434,985 $3,434,985 $3,807,446 Prosecution 2,222,298 2,216,547 2,216,547 2,241,230 Total City Attorney $5,576,556 $5,651,532 $5,651,532 $6,048,676
CITY CLERK City Clerk $908,249 $1,171,001 $1,179,201 $969,884 Total City Clerk $908,249 $1,171,001 $1,179,201 $969,884
CITY TREASURER City Treasurer $2,750,765 $2,839,897 $2,851,206 $2,952,612 Total City Treasurer $2,750,765 $2,839,897 $2,851,206 $2,952,612
COMMUNITY DEVELOPMENT Community Development Administration $2,811,312 $3,265,668 $3,265,668 $3,127,848 Workforce Development 3,237,873 3,698,188 4,727,391 3,738,561 Housing 76,997,984 81,542,753 87,115,337 85,606,512 CDBG Administration 1,296,197 1,299,245 1,299,571 964,832 Anaheim Redevelopment Agency 68,196,660 47,512,987 49,558,283 41,199,842 Capital Improvements 12,398,127 23,060,000 25,481,735 12,193,767 Total Community Development $164,938,153 $160,378,841 $171,447,985 $146,831,362
COMMUNITY SERVICES Community Services Administration $543,914 $514,922 $514,922 $612,055 Parks 11,009,377 11,382,581 11,390,823 10,955,046 Golf Operations 4,356,970 4,491,531 4,609,134 4,484,989 Recreation/Human and Neighborhood Services 12,180,581 12,589,792 13,398,498 11,956,418 Library Services 11,442,250 11,902,508 12,142,032 10,712,037 Capital Improvements 5,016,783 11,467,551 17,412,781 13,898,101 Total Community Services $44,549,875 $52,348,885 $59,468,190 $52,618,646
CONVENTION, SPORTS AND ENTERTAINMENT Convention Center $39,762,573 $40,030,164 $40,361,707 $36,828,006 Visitor and Convention Bureau 6,126,232 7,523,493 7,523,493 6,600,205 Stadium Operations 4,839,555 4,856,782 4,871,832 4,768,492 Arena Operations 2,149,268 2,273,609 2,273,609 2,204,640 Grove Operations 25,762 0 30,960 30,500 Capital Improvements 5,446,567 3,250,000 7,552,334 7,425,000 Total Convention, Sports and Entertainment $58,349,957 $57,934,048 $62,613,935 $57,856,843
FY 2009/10 Adopted Budget 28 City of Anaheim, California Expenditure Appropriations by Department (All Funds)
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
FINANCE Finance Administration $381,619 $314,207 $314,207 $329,894 Accounting 4,836,215 5,023,893 5,023,893 4,983,607 Purchasing 2,707,293 2,691,185 2,726,417 2,622,676 Information Services 12,448,202 15,084,755 15,343,325 14,983,427 Budget 901,244 978,969 987,732 945,301 Risk Management 1,964,527 2,157,423 2,158,928 2,208,727 Subtotal $23,239,100 $26,250,432 $26,554,502 $26,073,632 Resort and Fiduciary Debt Service 25,305,511 29,502,460 29,502,460 30,164,678 Insurance 11,678,615 15,146,400 15,146,400 14,459,400 Total Finance $60,223,226 $70,899,292 $71,203,362 $70,697,710
FIRE Fire Administration $6,277,090 $6,838,476 $7,211,777 $7,265,630 Fire Operations 51,034,044 53,549,855 53,624,738 51,677,616 Emergency Preparedness 587,054 981,579 1,220,205 1,214,599 Total Fire $57,898,188 $61,369,910 $62,056,720 $60,157,845
HUMAN RESOURCES Human Resources Administration $649,726 $816,001 $816,001 $941,806 Organizational Development & Training 778,408 789,782 789,782 671,708 Classification & Compensation 813 378,586 518,586 248,416 Benefits 1,172,981 1,089,718 1,089,718 1,069,421 Recruitment 760,492 803,229 803,229 822,170 Employee Relations 487,338 298,136 298,136 319,404 Human Resource Information Services 1,214,243 1,210,101 1,210,101 1,174,135 Subtotal $5,064,001 $5,385,553 $5,525,553 $5,247,060 Employee Benefits 113,023,961 115,416,324 115,416,324 120,872,247 Total Human Resources $118,087,962 $120,801,877 $120,941,877 $126,119,307
PLANNING Planning Administration $1,352,790 $1,506,409 $1,506,409 $2,150,617 Planning Services 3,908,693 3,812,581 3,817,099 3,472,813 Building Services 5,124,372 5,788,355 5,866,285 4,407,525 Community Preservation & Licensing 5,563,010 5,737,462 6,074,025 6,289,162 Total Planning $15,948,865 $16,844,807 $17,263,818 $16,320,117
POLICE Chief of Police $9,444,045 $9,013,752 $10,176,234 $7,271,571 Special Operations 15,422,884 16,422,772 17,671,505 16,581,548 Operations 38,503,783 41,107,598 41,463,485 39,611,131 Operations Support 29,840,621 29,944,687 30,833,937 29,087,154 Investigations 20,315,437 21,815,844 22,093,788 21,858,618 Subtotal $113,526,770 $118,304,653 $122,238,949 $114,410,022 Urban Area Security Initiative (UASI) Grant 6,891,914 4,730,600 14,993,200 6,893,366 Total Police $120,418,684 $123,035,253 $137,232,149 $121,303,388
City of Anaheim, California 29 FY 2009/10 Adopted Budget Expenditure Appropriations by Department (All Funds)
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
PUBLIC UTILITIES Utilities Administration and Joint Services $18,710,680 $20,473,560 $21,478,875 $20,093,063 Water Services 36,179,709 40,013,272 40,335,018 44,049,330 Financial Management Services 70,934,487 76,814,681 77,818,252 81,680,580 Electric Services 289,403,540 289,141,488 290,270,087 292,192,277 Capital Improvements 90,098,552 95,637,072 146,881,989 73,743,483 Total Public Utilities $505,326,968 $522,080,073 $576,784,221 $511,758,733
PUBLIC WORKS Public Works Administration $1,803,095 $1,910,937 $1,910,937 $1,785,294 Engineering Services 3,982,236 7,393,662 6,962,683 6,509,781 Public Works Operations 63,617,443 70,098,166 69,894,097 69,847,776 Fleet and Facility Services 25,323,433 21,668,117 24,532,396 21,913,256 Construction Services 1,563,337 2,270,971 2,327,674 1,694,032 Financial and Administrative Services 1,264,205 1,475,483 1,391,426 1,268,038 Capital Improvements 50,915,378 19,440,471 107,372,170 36,004,857 Total Public Works $148,469,127 $124,257,807 $214,391,383 $139,023,034
Total City $1,309,058,205 $1,325,844,248 $1,509,317,859 $1,318,399,925
Operating $1,145,182,798 $1,172,989,154 $1,204,616,850 $1,175,134,717 Capital Improvements 163,875,407 152,855,094 304,701,009 143,265,208 Total City $1,309,058,205 $1,325,844,248 $1,509,317,859 $1,318,399,925
FY 2009/10 Adopted Budget 30 City of Anaheim, California Expenditures by Category (All Funds) Expenditures by Category (All Funds) FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
TOTAL CITY Personnel Services $410,543,292 $434,979,982 $436,590,480 $439,206,595 Other Operating 629,982,651 669,536,697 742,753,064 658,410,021 Debt Service 135,459,514 127,720,748 127,720,748 124,274,738 Capital Outlay 133,072,748 93,606,821 202,253,567 96,508,571 Total $1,309,058,205 $1,325,844,248 $1,509,317,859 $1,318,399,925
FY 2009/10 Adopted
33.3% Personnel Services
7.3% Capital Outlay
49.9% Other Operating 9.4% Debt Service
May not sum to 100% due to rounding
City of Anaheim, California 31 FY 2009/10 Adopted Budget Financial Sources and Uses Financial Sources and Uses Governmental Funds General Fund FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $26,352,632 $25,362,230 $25,367,130 $22,552,253 Local Taxes 217,118,673 232,689,107 232,689,107 203,568,982 Transfers From (To) Other Funds (23,686,439) (18,334,571) (19,482,419) (8,529,655) Intergovernmental 3,491,524 3,457,880 3,457,880 2,903,364 Intragovernmental Service Charges 12,763,889 12,389,845 12,389,845 12,715,283 All Other Revenues 11,607,936 9,845,655 9,840,755 10,052,857 Total Financial Sources $247,648,215 $265,410,146 $264,262,298 $243,263,084
EXPENDITURES City Administration $5,018,661 $5,482,579 $5,483,834 $4,961,759 City Attorney 5,456,556 5,531,532 5,531,532 5,928,676 City Clerk 908,249 1,171,001 1,179,201 969,884 City Council 592,969 748,446 748,446 780,009 City Treasurer 2,750,765 2,839,897 2,851,206 2,952,612 Community Services 33,744,433 34,236,223 34,841,554 31,525,841 Convention, Sports and Entertainment 6,126,232 7,523,493 7,523,493 6,600,205 Finance 6,695,424 6,903,263 6,912,026 6,860,093 Fire 54,306,888 56,195,884 56,479,235 54,725,450 Human Resources 2,169,120 1,872,412 2,012,412 1,944,946 Planning 14,560,932 15,425,264 15,844,275 13,585,817 Police 103,815,522 108,283,560 108,471,915 104,995,954 Public Utilities 1,940,363 2,312,964 2,312,964 1,973,202 Public Works 19,692,121 20,204,222 20,272,151 17,665,729 Total Expenditures $257,778,235 $268,730,740 $270,464,244 $255,470,177
Net Cost (Surplus) $10,130,020 $3,320,594 $6,201,946 $12,207,093
FY 2009/10 Adopted Budget 32 City of Anaheim, California Financial Sources and Uses Governmental Funds Other General Purpose Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $936,778 $1,190,546 $1,153,664 $1,180,546 Local Taxes 1,055,819 1,182,802 1,182,802 1,018,202 Transfers From (To) Other Funds (571,069) 1,529,927 1,529,927 1,691,798 Intragovernmental Service Charges 254,612 200,000 236,882 251,347 All Other Revenues 8,055,831 4,646,084 4,646,084 4,280,885 Total Financial Sources $9,731,971 $8,749,359 $8,749,359 $8,422,778
EXPENDITURES Community Development $1,136,641 $911,000 $911,000 $232,036 Community Services 534,293 403,900 607,358 607,289 Convention, Sports and Entertainment 2,149,268 2,273,609 2,273,609 2,204,640 Planning 0 0 0 678,000 Police 5,514,623 5,334,048 5,334,048 5,162,472 Total Expenditures $9,334,825 $8,922,557 $9,126,015 $8,884,437
Net Cost (Surplus) $(397,146) $173,198 $376,656 $461,659
City of Anaheim, California 33 FY 2009/10 Adopted Budget Financial Sources and Uses Governmental Funds Special Revenue Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $1,254,176 $1,487,520 $1,487,520 $302,000 Local Taxes 11,675,384 4,248,627 4,248,627 4,344,580 Transfers From (To) Other Funds (3,580,151) 5,525,625 6,783,473 6,582,618 Intergovernmental 118,722,882 100,897,737 168,096,748 112,122,116 Intragovernmental Service Charges 4,130 0 0 4,000 All Other Revenues 18,187,985 12,262,427 23,142,514 13,519,643 Total Financial Sources $146,264,406 $124,421,936 $203,758,882 $136,874,957
EXPENDITURES City Attorney $120,000 $120,000 $120,000 $120,000 Community Development 89,153,027 90,979,907 100,320,087 97,137,965 Community Services 4,926,292 6,594,864 10,266,152 3,809,742 Fire 415,398 472,320 710,946 680,513 Planning 1,387,933 1,419,543 1,419,543 1,606,300 Police 9,715,145 7,365,094 20,997,813 11,069,962 Public Works 36,966,427 10,352,661 78,642,940 24,790,320 Total Expenditures $142,684,222 $117,304,389 $212,477,481 $139,214,802
Net Cost (Surplus) $(3,580,184) $(7,117,547) $8,718,599 $2,339,845
FY 2009/10 Adopted Budget 34 City of Anaheim, California Financial Sources and Uses Governmental Funds Debt Service Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Local Taxes $38,789,214 $45,598,889 $45,598,889 $43,512,787 Transfers From (To) Other Funds 16,874,743 12,689,098 12,689,098 147,865 Intergovernmental 5,875 0 0 0 All Other Revenues 1,963,499 965,710 965,710 508,900 Total Financial Sources $57,633,331 $59,253,697 $59,253,697 $44,169,552
EXPENDITURES Community Development $34,288,746 $19,017,109 $19,017,109 $19,026,807 Finance 22,498,821 26,455,789 26,455,789 27,133,286 Police 0 2,042,551 2,042,551 0 Public Works 720,694 688,889 688,889 691,087 Total Expenditures $57,508,261 $48,204,338 $48,204,338 $46,851,180
Net Cost (Surplus) $(125,070) $(11,049,359) $(11,049,359) $2,681,628
City of Anaheim, California 35 FY 2009/10 Adopted Budget Financial Sources and Uses Governmental Funds Capital Projects Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $803,027 $7,572,787 $7,783,830 $695,000 Transfers From (To) Other Funds 17,012,116 16,896,985 16,896,985 23,383,500 Intergovernmental 0 0 285,331 300,000 All Other Revenues 8,782,735 27,453,276 27,453,276 5,933,384 Total Financial Sources $26,597,878 $51,923,048 $52,419,422 $30,311,884
EXPENDITURES Community Development $40,197,739 $49,240,825 $50,969,789 $30,204,554 Community Services 433,891 6,110,167 8,631,792 11,678,123 Convention, Sports and Entertainment 824,086 0 0 0 Fire 0 0 164,833 164,833 Police 1,373,394 10,000 385,822 75,000 Public Works 6,154,893 1,836,710 5,648,833 773,768 Total Expenditures $48,984,003 $57,197,702 $65,801,069 $42,896,278
Net Cost (Surplus) $22,386,125 $5,274,654 $13,381,647 $12,584,394
FY 2009/10 Adopted Budget 36 City of Anaheim, California Financial Sources and Uses Governmental Funds Total Governmental Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $29,346,613 $35,613,083 $35,792,144 $24,729,799 Local Taxes 268,639,090 283,719,425 283,719,425 252,444,551 Transfers From (To) Other Funds 6,049,200 18,307,064 18,417,064 23,276,126 Intergovernmental 122,220,281 104,355,617 171,839,959 115,325,480 Intragovernmental Service Charges 13,022,631 12,589,845 12,626,727 12,970,630 All Other Revenues 48,597,986 55,173,152 66,048,339 34,295,669 Total Financial Sources $487,875,801 $509,758,186 $588,443,658 $463,042,255
EXPENDITURES City Administration $5,018,661 $5,482,579 $5,483,834 $4,961,759 City Attorney 5,576,556 5,651,532 5,651,532 6,048,676 City Clerk 908,249 1,171,001 1,179,201 969,884 City Council 592,969 748,446 748,446 780,009 City Treasurer 2,750,765 2,839,897 2,851,206 2,952,612 Community Development 164,776,153 160,148,841 171,217,985 146,601,362 Community Services 39,638,909 47,345,154 54,346,856 47,620,995 Convention, Sports and Entertainment 9,099,586 9,797,102 9,797,102 8,804,845 Finance 29,194,245 33,359,052 33,367,815 33,993,379 Fire 54,722,286 56,668,204 57,355,014 55,570,796 Human Resources 2,169,120 1,872,412 2,012,412 1,944,946 Planning 15,948,865 16,844,807 17,263,818 15,870,117 Police 120,418,684 123,035,253 137,232,149 121,303,388 Public Utilities 1,940,363 2,312,964 2,312,964 1,973,202 Public Works 63,534,135 33,082,482 105,252,813 43,920,904 Total Expenditures $516,289,546 $500,359,726 $606,073,147 $493,316,874
Net Cost (Surplus) $28,413,745 $(9,398,460) $17,629,489 $30,274,619
City of Anaheim, California 37 FY 2009/10 Adopted Budget Financial Sources and Uses Proprietary Funds Enterprise Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $112,947 $159,544 $159,544 $119,804 Transfers From (To) Other Funds (6,749,200) (13,981,930) (14,091,930) (23,276,126) Intergovernmental 260,031 90,000 90,000 440,000 Intragovernmental Service Charges 1,037,731 1,601,100 1,601,100 1,518,704 All Other Revenues 511,639,691 541,227,732 527,901,300 655,097,584 Total Financial Sources $506,301,200 $529,096,446 $515,660,014 $633,899,966
EXPENDITURES Community Development $162,000 $230,000 $230,000 $230,000 Community Services 4,910,966 5,003,731 5,121,334 4,997,651 Convention, Sports and Entertainment 49,250,371 48,136,946 52,816,833 49,051,998 Finance 0 0 0 11,926 Planning 0 0 0 450,000 Public Utilities 503,386,605 519,767,109 574,471,257 509,785,531 Public Works 59,611,559 69,507,208 84,606,174 73,188,874 Total Expenditures $617,321,501 $642,644,994 $717,245,598 $637,715,980
Net Cost (Surplus) $111,020,301 $113,548,548 $201,585,584 $3,816,014
FY 2009/10 Adopted Budget 38 City of Anaheim, California Financial Sources and Uses Proprietary Funds Internal Service Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Transfers From (To) Other Funds $700,000 $(4,333,176) $(4,333,176) $0 Intergovernmental 6,097 0 0 0 Intragovernmental Service Charges 38,619,307 36,734,912 36,849,745 35,531,234 All Other Revenues 133,221,070 140,637,767 140,687,767 141,933,371 Total Financial Sources $172,546,474 $173,039,503 $173,204,336 $177,464,605
EXPENDITURES Finance $27,858,641 $34,129,919 $34,425,226 $33,297,363 Human Resources 115,918,842 118,929,465 118,929,465 124,174,361 Public Works 25,323,433 21,668,117 24,532,396 21,913,256 Total Expenditures $169,100,916 $174,727,501 $177,887,087 $179,384,980
Net Cost (Surplus) $(3,445,558) $1,687,998 $4,682,751 $1,920,375
City of Anaheim, California 39 FY 2009/10 Adopted Budget Financial Sources and Uses Proprietary Funds Total Proprietary Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $112,947 $159,544 $159,544 $119,804 Transfers From (To) Other Funds (6,049,200) (18,315,106) (18,425,106) (23,276,126) Intergovernmental 266,128 90,000 90,000 440,000 Intragovernmental Service Charges 39,657,038 38,336,012 38,450,845 37,049,938 All Other Revenues 644,860,761 681,865,499 668,589,067 797,030,955 Total Financial Sources $678,847,674 $702,135,949 $688,864,350 $811,364,571
EXPENDITURES Community Development $162,000 $230,000 $230,000 $230,000 Community Services 4,910,966 5,003,731 5,121,334 4,997,651 Convention, Sports and Entertainment 49,250,371 48,136,946 52,816,833 49,051,998 Finance 27,858,641 34,129,919 34,425,226 33,309,289 Human Resources 115,918,842 118,929,465 118,929,465 124,174,361 Planning 0 0 0 450,000 Public Utilities 503,386,605 519,767,109 574,471,257 509,785,531 Public Works 84,934,992 91,175,325 109,138,570 95,102,130 Total Expenditures $786,422,417 $817,372,495 $895,132,685 $817,100,960
Net Cost (Surplus) $107,574,743 $115,236,546 $206,268,335 $5,736,389
FY 2009/10 Adopted Budget 40 City of Anaheim, California Financial Sources and Uses Fiduciary Funds Fiduciary Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Local Taxes $3,154,741 $3,405,321 $3,405,321 $3,315,842 Transfers From (To) Other Funds 0 8,042 8,042 0 All Other Revenues 3,338,233 4,706,706 4,706,706 4,891,509 Total Financial Sources $6,492,974 $8,120,069 $8,120,069 $8,207,351
EXPENDITURES Finance $3,170,340 $3,410,321 $3,410,321 $3,395,042 Fire 3,175,902 4,701,706 4,701,706 4,587,049 Total Expenditures $6,346,242 $8,112,027 $8,112,027 $7,982,091
Net Cost (Surplus) $(146,732) $(8,042) $(8,042) $(225,260)
City of Anaheim, California 41 FY 2009/10 Adopted Budget Financial Sources and Uses Total Funds Total Budgetary Funds FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted FINANCIAL SOURCES Fees and Permits $29,459,560 $35,772,627 $35,951,688 $24,849,603 Local Taxes 271,793,831 287,124,746 287,124,746 255,760,393 Intergovernmental 122,486,409 104,445,617 171,929,959 115,765,480 Intragovernmental Service Charges 52,679,669 50,925,857 51,077,572 50,020,568 All Other Revenues 696,796,980 741,745,357 739,344,112 836,218,133 Total Financial Sources $1,173,216,449 $1,220,014,204 $1,285,428,077 $1,282,614,177
EXPENDITURES City Administration $5,018,661 $5,482,579 $5,483,834 $4,961,759 City Attorney 5,576,556 5,651,532 5,651,532 6,048,676 City Clerk 908,249 1,171,001 1,179,201 969,884 City Council 592,969 748,446 748,446 780,009 City Treasurer 2,750,765 2,839,897 2,851,206 2,952,612 Community Development 164,938,153 160,378,841 171,447,985 146,831,362 Community Services 44,549,875 52,348,885 59,468,190 52,618,646 Convention, Sports and Entertainment 58,349,957 57,934,048 62,613,935 57,856,843 Finance 60,223,226 70,899,292 71,203,362 70,697,710 Fire 57,898,188 61,369,910 62,056,720 60,157,845 Human Resources 118,087,962 120,801,877 120,941,877 126,119,307 Planning 15,948,865 16,844,807 17,263,818 16,320,117 Police 120,418,684 123,035,253 137,232,149 121,303,388 Public Utilities 505,326,968 522,080,073 576,784,221 511,758,733 Public Works 148,469,127 124,257,807 214,391,383 139,023,034 Total Expenditures $1,309,058,205 $1,325,844,248 $1,509,317,859 $1,318,399,925
Net Cost (Surplus) $135,841,756 $105,830,044 $223,889,782 $35,785,748
FY 2009/10 Adopted Budget 42 City of Anaheim, California Expenditures by Fund Expenditures by Fund FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
General Fund General Fund $257,778,235 $268,730,740 $270,464,244 $255,470,177
Other General Purpose Other General Purpose Funds $9,334,825 $8,922,557 $9,126,015 $8,884,437 Funds
Special Revenue Funds Gas Tax and Roads $31,746,722 $5,267,434 $72,183,378 $18,514,748 Workforce Development 3,334,002 3,618,468 4,647,671 3,650,864 Community Development Block Grant (CDBG) 6,989,203 5,910,931 11,640,200 9,035,737 Community Services Facilities 3,679,874 4,969,769 7,481,811 2,677,454 Sewer & Storm Drain Construction 49,845 275,000 951,324 660,000 Grants 9,889,531 9,613,913 25,347,127 14,151,079 Anaheim Resort Maintenance District 3,972,147 4,560,227 4,560,227 5,415,572 Narcotic Asset Forfeiture 1,261,127 1,100,000 2,998,488 2,351,504 Housing Authority 70,694,684 69,947,491 70,195,382 72,583,167 Redevelopment Housing Set- Aside 11,067,087 12,041,156 12,471,873 10,174,677 Total Special Revenue Funds $142,684,222 $117,304,389 $212,477,481 $139,214,802
Debt Service Funds Municipal Improvements $720,694 $688,889 $688,889 $691,087 Redevelopment Agency 34,288,746 19,017,109 19,017,109 19,026,807 Certificates of Participation 0 2,042,551 2,042,551 0 Anaheim Resort Improvements 22,498,821 26,455,789 26,455,789 27,133,286 Total Debt Service Funds $57,508,261 $48,204,338 $48,204,338 $46,851,180
Capital Projects Funds Redevelopment Agency $39,098,394 $48,155,491 $49,920,255 $29,433,419 Other Capital Improvements 9,885,609 9,042,211 15,880,814 13,462,859 Total Capital Projects Funds $48,984,003 $57,197,702 $65,801,069 $42,896,278
Enterprise Funds Water Utility 62,408,063 69,123,532 92,914,133 68,504,160 Electric Utility 441,704,136 451,385,777 482,299,324 442,024,033 Sanitation 59,611,559 69,507,208 84,606,174 73,650,800 Golf Courses 4,347,372 4,491,531 4,609,134 4,484,989 Convention, Sports & Entertainment Venues 49,250,371 48,136,946 52,816,833 49,051,998 Total Enterprise Funds $617,321,501 $642,644,994 $717,245,598 $637,715,980
Internal Service Funds General Benefits and Insurance $129,566,732 $136,253,613 $136,255,118 $140,859,190 Motorized Equipment 15,358,914 12,405,245 15,209,527 11,541,116 Duplicating and Printing 1,757,134 1,703,610 1,738,842 1,614,777 Information Services 11,859,107 14,337,630 14,596,200 14,166,713 Municipal Facilities Maintenance 10,559,029 10,027,403 10,087,400 11,203,184 Total Internal Service Funds $169,100,916 $174,727,501 $177,887,087 $179,384,980
Fiduciary Funds Fiduciary Funds $6,346,242 $8,112,027 $8,112,027 $7,982,091
Total City $1,309,058,205 $1,325,844,248 $1,509,317,859 $1,318,399,925
City of Anaheim, California 43 FY 2009/10 Adopted Budget Expenditures by Fund
FY 2009/10 Adopted
10.6% Total Special Revenue Funds 3.6% Total Debt Service Funds 0.7% Total Other General Purpose Funds 3.3% Total Capital Projects Funds 19.4% Total General Fund
0.6% Total Fiduciary Funds
13.6% Total Internal Service Funds 48.4% Total Enterprise Funds
May not sum to 100% due to rounding
FY 2009/10 Adopted Budget 44 City of Anaheim, California Projected Resources Available by Fund Projected Resources Available by Fund The schedule below outlines the estimated resources available for appropriation after consideration of both the current and long-term funded liabilities. The table projects the resources available in each of the City’s major fund groupings.
Available Available Resources Total Total Available Total Resources 7/1/09 Revenues Resources Expenditures 6/30/10
GENERAL FUND $40,437,243 $243,263,084 $283,700,327 $255,470,177 $28,230,150
OTHER GENERAL PURPOSE FUNDS $3,317,841 $8,422,778 $11,740,619 $8,884,437 $2,856,182
SPECIAL REVENUE FUNDS Gas Tax and Roads $1,899,006 $17,099,723 $18,998,729 $18,514,748 $483,981 Workforce Development 40,000 3,630,435 3,670,435 3,650,864 19,571 Community Development Block Grant (CDBG) 0 9,035,737 9,035,737 9,035,737 0 Community Services Facilities 2,775,008 886,315 3,661,323 2,677,454 983,869 Sewer & Storm Drain Construction 3,725,303 202,000 3,927,303 660,000 3,267,303 Grants 0 14,249,318 14,249,318 14,151,079 98,239 Anaheim Resort Maintenance District 4,328,315 4,675,434 9,003,749 5,415,572 3,588,177 Narcotic Asset Forfeiture 2,019,670 1,210,000 3,229,670 2,351,504 878,166 Housing Authority 3,652,181 75,432,100 79,084,281 72,583,167 6,501,114 Redevelopment Housing Set-Aside 3,267,501 10,453,895 13,721,396 10,174,677 3,546,719 Total Special Revenue Funds $21,706,984 $136,874,957 $158,581,941 $139,214,802 $19,367,139
DEBT SERVICE FUNDS $5,248,563 $44,169,552 $49,418,115 $46,851,180 $2,566,935
CAPITAL PROJECTS FUNDS Redevelopment Agency $5,813,939 $28,768,749 $34,582,688 $29,433,419 $5,149,269 Other Capital Improvements 24,810,859 1,543,135 26,353,994 13,462,859 12,891,135 Total Capital Projects Funds $30,624,798 $30,311,884 $60,936,682 $42,896,278 $18,040,404
ENTERPRISE FUNDS Water Utility $32,292,291 $58,301,368 $90,593,659 $68,504,160 $22,089,499 Electric Utility 177,857,665 475,910,510 653,768,175 442,024,033 211,744,142 Sanitation 57,801,981 52,566,700 110,368,681 73,650,800 36,717,881 Golf Courses 19,165 4,599,278 4,618,443 4,484,989 133,454 Convention, Sports & Entertainment Venues 11,173,767 42,522,110 53,695,877 49,051,998 4,643,879 Total Enterprise Funds $279,144,869 $633,899,966 $913,044,835 $637,715,980 $275,328,855
INTERNAL SERVICE FUNDS General Benefits and Insurance $5,689,765 $141,244,272 $146,934,037 $140,859,190 $6,074,847 Motorized Equipment 2,748,406 12,138,948 14,887,354 11,541,116 3,346,238 Duplicating and Printing 506,689 1,610,000 2,116,689 1,614,777 501,912 Information Services 3,719,551 13,264,361 16,983,912 14,166,713 2,817,199 Municipal Facilities Maintenance 3,333,800 9,207,024 12,540,824 11,203,184 1,337,640 Total Internal Service Funds $15,998,211 $177,464,605 $193,462,816 $179,384,980 $14,077,836
FIDUCIARY FUNDS $0 $8,207,351 $8,207,351 $7,982,091 $225,260
Total City $396,478,509 $1,282,614,177 $1,679,092,686 $1,318,399,925 $360,692,761
City of Anaheim, California 45 FY 2009/10 Adopted Budget General Fund Expenditures by Category General Fund Expenditures by Category FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
TOTAL CITY Personnel Services $181,673,012 $194,741,157 $194,794,575 $188,780,842 Other Operating 67,715,425 69,988,764 70,757,866 65,231,252 Debt Service 3,825,694 1,796,738 1,796,738 1,192,331 Capital Outlay 4,564,104 2,204,081 3,115,065 265,752 Total $257,778,235 $268,730,740 $270,464,244 $255,470,177
FY 2009/10 Adopted
73.9% Personnel Services
0.1% Capital Outlay 0.5% Debt Service
25.5% Other Operating
May not sum to 100% due to rounding
FY 2009/10 Adopted Budget 46 City of Anaheim, California General Fund Expenditures by Department General Fund Expenditures by Department FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Department Actual Adopted Amended Adopted
City Council $592,969 $748,446 $748,446 $780,009 Total City Council $592,969 $748,446 $748,446 $780,009
Community Services $33,744,433 $34,236,223 $34,841,554 $31,525,841 Total Community Services $33,744,433 $34,236,223 $34,841,554 $31,525,841
Safety Police $103,815,522 $108,283,560 $108,471,915 $104,995,954 Fire 54,306,888 56,195,884 56,479,235 54,725,450 Total Safety $158,122,410 $164,479,444 $164,951,150 $159,721,404
Convention, Sports and Entertainment $6,126,232 $7,523,493 $7,523,493 $6,600,205 Total Convention, Sports and Entertainment $6,126,232 $7,523,493 $7,523,493 $6,600,205
Public Works and Streets Public Works $19,692,121 $20,204,222 $20,272,151 $17,665,729 Public Utilities 1,940,363 2,312,964 2,312,964 1,973,202 Total Public Works and Streets $21,632,484 $22,517,186 $22,585,115 $19,638,931
Planning $14,560,932 $15,425,264 $15,844,275 $13,585,817 Total Planning $14,560,932 $15,425,264 $15,844,275 $13,585,817
General Government City Administration $5,018,661 $5,482,579 $5,483,834 $4,961,759 City Attorney 5,456,556 5,531,532 5,531,532 5,928,676 City Clerk 908,249 1,171,001 1,179,201 969,884 City Treasurer 2,750,765 2,839,897 2,851,206 2,952,612 Finance 6,695,424 6,903,263 6,912,026 6,860,093 Human Resources 2,169,120 1,872,412 2,012,412 1,944,946 Total General Government $22,998,775 $23,800,684 $23,970,211 $23,617,970
Total General Fund Expenditures $257,778,235 $268,730,740 $270,464,244 $255,470,177
FY 2009/10 Adopted
62.5% Safety 12.3% Community Services
0.3% City Council
9.2% General Government
5.3% Planning 7.7% Public Works and Streets 2.6% Convention, Sports and Entertainment May not sum to 100% due to rounding
City of Anaheim, California 47 FY 2009/10 Adopted Budget General Fund Expenditures by Department and Category General Fund Expenditures by Department and Category This schedule summarizes the General Fund adopted expenditures for FY 2009/10 by department and major category.
% Total % Total % Total % Total % Total Fund % Total Fund Dept Fund Other Dept Other Debt Dept Debt Labor Budget Labor Operating Budget Operating Service Budget Service
Police $87,315,720 83.2 46.3 $17,102,096 16.3 26.2 $578,138 0.6 48.5 Fire 46,562,589 85.1 24.7 8,041,734 14.7 12.3 0 0.0 0.0 Total Safety 133,878,309 83.8 70.9 25,143,830 15.7 38.5 578,138 0.4 48.5
City Council $554,720 71.1 0.3 $225,289 28.9 0.3 $0 0.0 0.0
Community Services $20,235,667 64.2 10.7 $11,290,174 35.8 17.3 $0 0.0 0.0
Convention, Sports and $0 0.0 0.0 $6,600,205 100.0 10.1 $0 0.0 0.0 Entertainment
Public Works $8,854,414 50.1 4.7 $8,193,122 46.4 12.6 $614,193 3.5 51.5 Public Utilities 532,774 27.0 0.3 1,440,428 73.0 2.2 0 0.0 0.0 Total Public Works and Streets $9,387,188 47.8 5.0 $9,633,550 49.1 14.8 $614,193 3.1 51.5
Planning $9,254,413 68.1 4.9 $4,311,079 31.7 6.6 $0 0.0 0.0
City Administration $3,208,404 64.7 1.7 $1,748,355 35.2 2.7 $0 0.0 0.0 City Attorney 5,090,676 85.9 2.7 736,500 12.4 1.1 0 0.0 0.0 City Clerk 721,233 74.4 0.4 243,351 25.1 0.4 0 0.0 0.0 City Treasurer 1,240,301 42.0 0.7 1,712,311 58.0 2.6 0 0.0 0.0 Finance 3,609,982 52.6 1.9 3,241,611 47.3 5.0 0 0.0 0.0 Human Resources 1,599,949 82.3 0.8 344,997 17.7 0.5 0 0.0 0.0 Total General Government $15,470,545 65.5 8.2 $8,027,125 34.0 12.3 $0 0.0 0.0
Total Category $188,780,842 100.0 $65,231,252 100.0 $1,192,331 100.0 Category % of Total 73.9% 25.5% 0.5%
The General Fund other operating expenditures in the Convention, Sports and Entertainment Department is the contractual obligation to support the Visitor and Convention Bureau (V&CB) and other Citywide promotional events.
FY 2009/10 Adopted Budget 48 City of Anaheim, California General Fund Expenditures by Department and Category
Net Cost by Department % Total % Total Fund Less Capital Dept Capital Total Dept % Total Department % Net Outlay Budget Outlay Budget Fund Revenue % of Budget Net Cost Cost Police $0 0.0 0.0 $104,995,954 41.1 $(3,177,067) 3.0 $101,818,887 47.7 Fire 121,127 0.2 45.6 54,725,450 21.4 (9,426,120) 17.2 45,299,330 21.2 Total Safety $121,127 0.1 45.6 $159,721,404 62.5 $(12,603,187) 7.9 $147,118,217 69.0
City Council $0 0.0 0.0 $780,009 0.3 $(383,954) 49.2 $396,055 0.2
Community Services $0 0.0 0.0 $31,525,841 12.3 $(4,531,768) 14.4 $26,994,073 12.7
Convention, Sports and $0 0.0 0.0 $6,600,205 2.6 $0 0.0 $6,600,205 3.1 Entertainment
Public Works $4,000 0.0 1.5 $17,665,729 6.9 $(7,725,786) 43.7 $9,939,943 4.7 Public Utilities 0 0.0 0.0 1,973,202 0.8 0 0.0 1,973,202 0.9 Total Public Works and Streets $4,000 0.0 1.5 $19,638,931 7.7 $(7,725,786) 39.3 $11,913,145 5.6
Planning $20,325 0.1 7.6 $13,585,817 5.3 $(7,438,798) 54.8 $6,147,019 2.9
City Administration $5,000 0.1 1.9 $4,961,759 1.9 $(2,712,083) 54.7 $2,249,676 1.1 City Attorney 101,500 1.7 38.2 5,928,676 2.3 (966,806) 16.3 4,961,870 2.3 City Clerk 5,300 0.5 2.0 969,884 0.4 (262,276) 27.0 707,608 0.3 City Treasurer 0 0.0 0.0 2,952,612 1.2 (1,929,838) 65.4 1,022,774 0.5 Finance 8,500 0.1 3.2 6,860,093 2.7 (2,919,441) 42.6 3,940,652 1.8 Human Resources 0 0.0 0.0 1,944,946 0.8 (755,635) 38.9 1,189,311 0.6 Total General Government $120,300 0.5 45.3 $23,617,970 9.2 $(9,546,079) 40.4 $14,071,891 6.6
Total Category $265,752 100.0 $255,470,177 100.0 $(42,229,572) 16.5 $213,240,605 100.0 Category % of Total 0.1%
City of Anaheim, California 49 FY 2009/10 Adopted Budget Ten-Year History of General Fund Expenditures by Department Ten-Year History of General Fund Expenditures by Department This schedule details the General Fund expenditures history from FY 1999/00 to the present.
(in millions)
$300
$250
$202.2 $200 General Gov $177.5 $179.0 $170.7 $161.5 City Council $154.8
V&CB $150
Fire
Police $100
Comm Svcs
Comm Dev $50
Planning
Public Works $0 FY 1999/00 FY 2000/01 FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 Actual Actual Actual Actual Actual Actual
FY 1999/00 FY 2000/01 FY 2001/02 FY 2002/03 FY 2003/04 FY 2004/05 Actual Actual Actual Actual Actual Actual Public Works/Streets $ 14.3 $ 14.9 $ 16.0 $ 15.0 $ 15.6 $ 17.8 Planning 8.0 8.6 10.3 9.9 10.4 11.0 Community Development 0.0 0.0 0.0 0.0 0.0 0.0 Community Services 20.9 22.4 24.0 24.8 24.1 24.8 Police 61.3 63.1 66.4 71.9 71.5 82.4 Fire 31.3 31.7 34.7 35.7 36.3 43.6 Convention, Sports & Entertainment 4.3 5.0 4.2 4.1 4.4 4.7 City Council 0.2 0.2 0.3 0.3 0.4 0.4 General Government 14.5 15.6 14.8 15.8 16.3 17.5 Total $ 154.8 $ 161.5 $ 170.7 $ 177.5 $ 179.0 $ 202.2
FY 2009/10 Adopted Budget 50 City of Anaheim, California Ten-Year History of General Fund Expenditures by Department
(in millions)
$300
$268.7 $270.5 $257.8 $255.5 $237.5 $250
$218.0
$200 General Gov
City Council
V&CB $150
Fire
Police $100
Comm Svcs
Comm Dev $50
Planning
Public Works $0 FY 2005/06 FY 2006/07 FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Actual Actual Adopted Amended Adopted
FY 2005/06 FY 2006/07 FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Actual Actual Adopted Amended Adopted Public Works/Streets $ 18.3 $ 20.4 $ 21.6 $ 22.5 $ 22.6 $ 19.6 Planning 12.5 13.6 14.6 15.4 15.8 13.6 Community Development 0.0 0.0 0.0 0.0 0.0 0.0 Community Services 26.7 31.6 33.7 34.2 34.8 31.5 Police 89.1 95.9 103.8 108.3 108.5 105.0 Fire 46.6 48.0 54.3 56.2 56.5 54.7 Convention, Sports & Entertainment 5.3 5.8 6.1 7.5 7.5 6.6 City Council 0.5 0.6 0.6 0.7 0.7 0.8 General Government 19.0 21.6 23.0 23.8 24.0 23.6 Total $ 218.0 $ 237.5 $ 257.8 $ 268.7 $ 270.5 $ 255.5
*May not sum due to rounding
City of Anaheim, California 51 FY 2009/10 Adopted Budget General Fund Revenues General Fund Revenues General Fund revenues include property taxes, sales 2. Motor vehicle license fees (VLF), which has and use taxes, transient occupancy taxes (TOT), fees, historically been a major revenue source for permits and other charges, and a host of miscellaneous Anaheim, has been permanently reduced and revenues. replaced with an equal amount of property tax revenue. This action was part of the State’s 2004 General Fund Revenue Overview budget act, and it has the effect of permanently Adopted General Fund revenues for FY 2009/10 total shifting revenues (which we project to be $243,263,084, which represents a decrease of $25,916,061 for FY 2009/10) from the VLF category $22,147,062 or 8.3% from the FY 2008/09 adopted to the property tax category. The effects of this revenue budget. The decrease is primarily related to the action on each of these categories are further economic climate and projected decreases in all major explained under “Property Taxes” later in this General Fund revenue categories. section.
TOT projections are based on analysis and trending of Lease Payment Measurement Revenues each of the City’s hotels (both occupancy and average In 1997, the Anaheim Public Financing Authority issued daily rates) plus a projection of new hotel construction. lease revenue bonds to finance the construction of Sales and use tax projections are based on analysis of improvements in the Anaheim Resort. The amount of each sales tax sector in the City, plus a review of current each lease payment to be made by the City under the economic data. Property tax projections are based on lease agreement is measured by Lease Payment an analysis of Orange County’s parcel information, Measurement Revenues (LPMR), which in general including a projection of the impact of new construction means an amount equal to the sum of the following will on total property valuations. All revenue projections be transferred into a debt service fund: include an analysis of economic forecasts generated by selected universities within the region. 1. 3% of the 15% TOT rate (i.e. 20% of the City’s total TOT revenue) for all hotel properties in the City, Two significant events occurred at the State level during excluding Disney properties; 2004 that affect the General Fund revenue sources of 2. 100% of the TOT and 100% of the sales tax Anaheim and of every other California city: revenues from all Disney properties over the 1995 base (adjusted annually by the CPI change) with a 1. In March 2004, California voters approved the minimum 2% increase; Governor’s budget measure which called for (among other things) the implementation of the 3. 100% of the City’s property tax revenues from “Triple Flip” to generate a dedicated revenue stream Disney properties in excess of the 1995 base for bond repayment. As a result, one-quarter of property tax amount, adjusted annually by 2%. Anaheim’s sales tax revenues (which we project to The following pages detail General Fund revenues by be $14,668,545 for FY 2009/10) has been re- category, and review the assumptions for its three major directed by the State, and has been replaced with revenue sources: an equal amount of property tax revenues. Because the basis for the calculation of this 3 Transient Occupancy Taxes replacement revenue continues to be the amount of sales generated in Anaheim, the City is recording 3 Sales Tax and Use Taxes this replacement revenue in the sales tax category. 3 Property Taxes
FY 2009/10 Adopted Budget 52 City of Anaheim, California General Fund Revenues by Category General Fund Revenues by Category FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
MAJOR REVENUES Business License Taxes $5,831,606 $5,955,411 $5,955,411 $5,930,100 Fees, Permits & Other Charges 26,352,632 25,362,230 25,367,130 22,552,253 Property Taxes 58,885,859 60,792,006 60,792,006 59,373,807 Sales and Use Taxes 64,295,841 66,478,647 66,478,647 57,712,890 Transfers from Other Funds 29,433,811 37,301,171 36,153,323 34,062,364 Transient Occupancy Taxes 87,183,474 97,638,743 97,638,743 79,632,185 Total Major Revenues $271,983,223 $293,528,208 $292,385,260 $259,263,599
OTHER REVENUES Donations/Contributions $37,301 $46,100 $46,100 $58,100 Fines, Forfeitures, and Penalties 3,767,372 3,576,600 3,576,600 3,695,562 Intergovernmental Revenue 3,491,524 3,457,880 3,457,880 2,903,364 Intragovernmental Services 12,763,889 12,389,845 12,389,845 12,715,283 Property Transfers Taxes 921,893 1,824,300 1,824,300 920,000 Refunds and Reimbursements 5,388,595 4,063,391 4,058,491 3,714,595 Use of Money and Property 2,414,668 2,159,564 2,159,564 2,584,600 Total Other Revenues $28,785,242 $27,517,680 $27,512,780 $26,591,504
Total General Fund Revenues $300,768,465 $321,045,888 $319,898,040 $285,855,103
TRANSFERS Less Transfers to Other Funds $(53,120,250) $(55,635,742) $(55,635,742) $(42,592,019) Total Transfers (To) $(53,120,250) $(55,635,742) $(55,635,742) $(42,592,019)
Net General Fund Revenues $247,648,215 $265,410,146 $264,262,298 $243,263,084
FY 2009/10 Adopted
20.8% Property Tax
20.2% Sales and Use Tax 7.9% Fees and Permits
2.1% Business License Tax
9.3% Other Revenues 11.9% Transfer From
27.9% Transient Occupancy Tax May not sum to 100% due to rounding
City of Anaheim, California 53 FY 2009/10 Adopted Budget General Fund Revenue, Detail of Major Revenue Sources General Fund Revenue, Detail of Major Revenue Sources
Transient Occupancy Taxes This revenue is derived from hotel/motel stays of less Conversely, when the City experiences a loss in TOT than thirty days. The transient occupancy tax (TOT) is revenue, the loss is shared between all these obligations estimated to total $79,632,185 in FY 2009/10, which is a and partially shields general City services from the entire decrease of $18,006,558 or 18.4% from the adopted FY loss. 2008/09 budget of $97,638,743. TOT revenue began to decline in the last quarter of FY 2007/08 and weakened After a flat revenue period during the five-year throughout FY 2008/09. We are projecting to end FY construction of the Anaheim Resort, TOT increased 2008/09 below budget by $16,788,474 or 17.2%. The significantly in 2001 when construction was completed adopted budget for FY 2009/10 anticipates a decline of and Disney’s California Adventure theme park opened. 1.5% from the FY 2008/09 projection. However, TOT did not grow as expected from 2001 through 2004 as a result of reduced tourist travel It is important to note that increases from Disney hotel immediately after the terrorist events of September 11, properties above an established base are allocated to 2001 and the subsequent economic slowdown. 2005 paying the LPMR. Although raw numbers indicate that began the resurgence of tourists to Anaheim, and our TOT is the City’s single largest source of General Fund TOT revenue was reflective of this resurgence. Despite revenue, much of the proceeds from this tax are allotted the current economic downturn, there continue to be to specific functions including support to the Visitor and additional hotel properties in various stages of planning Convention Bureau (V&CB), debt service on prior and construction and the future for TOT revenue Anaheim Convention Center expansions and debt continues to be very promising. service on the Anaheim Resort improvements.
Transient Occupancy Tax Revenue (in millions) $120.0 $97. 6 $97. 6 $100.0 $83.9 $87.2 $79.6 $80.0 $76.0 $63.3 $67.1 $58.1 $57.8 $56.8 $60.0 $45. 2 $46.2 $40.0
$20.0
$- 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 08/09 09/10 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Adopted Amended Adopted Tax Rate: 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% 15%
FY 2009/10 Adopted Budget 54 City of Anaheim, California General Fund Revenue, Detail of Major Revenue Sources Sales and Use Taxes rate is distributed as follows: Orange County The City’s share of sales and use tax is equal to 1% of Transportation Authority (0.75%), Health and Welfare total taxable sales generated within the City (or 1.00% of (0.50%), Local Public Safety (0.50%), and the State of the 8.75% sales tax rate). The balance of the sales tax California (6.00%).
Orange County Sales Tax Distribution (8.75%) HlhdHealthand Welfare OCMassTransit (MeasureM)
LocalPublicSafety (Prop172)
State LocalCityor County
Local Transportation/ RoadMaintenance
This tax is estimated to total $57,712,890 in FY 2009/10, and continued to decline throughout FY 2008/09. As which is a decrease of $8,765,757 or 13.2% from the FY with transient occupancy tax revenues, sales tax 2008/09 adopted budget. We are projecting to finish FY revenues from Disney properties above an established 2008/09 under budget by $7,137,197 or 10.7%. Sales base are allocated to paying the LPMR. and use taxes began to decline slightly in FY 2007/08
Sales and Use Tax Revenue (in millions) $65.7 $66.5 $66.5 $70.0 $65.0 $64.3 $59.0 $57.7 $60. 0 $49.9 $51.6 $53.2 $54.6 $50.0 $46.1 $42.5 $40.0
$30.0
$20.0
$10.0
$- 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 08/09 09/10 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Adopted Amended Adopted
City of Anaheim, California 55 FY 2009/10 Adopted Budget General Fund Revenue, Detail of Major Revenue Sources Property Taxes property tax revenues from Disney properties above an All real and tangible personal property in the State is established base are allocated to paying the LPMR. In subject to a property tax equal to 1% of its “full cash FY 2009/10, the property tax base (excluding Disney value.” Valuations of real property are frozen at the properties) is projected to decrease as a result of the value of the property in 1975, with an allowable reassessment of over-valued properties to current adjustment up to 2% per year for inflation. However, market value. property is reassessed to its current value when a change of ownership occurs. New construction, This tax revenue is estimated to total $59,373,807 in FY including tenant improvements, is assessed at its current 2009/10, which is a decrease of $1,418,199 or 2.3% value. from the FY 2008/09 adopted budget. The FY 2008/09 projection is $59,847,320, a decrease of $944,686 or Property tax revenue moderated in FY 2008/09, and is 1.6% from the FY 2008/09 adopted budget. projected to be slightly lower in FY 2009/10 due to reassessments associated with the decline in the real The material increase in revenue in FY 2004/05 is the estate market. Development in GardenWalk has result of a structural change in the allocation of VLF and provided additional stability for this revenue source. As property tax revenue, often referred to as the VLF swap. with transient occupancy tax revenues and sales tax, This change results in no net revenue increase to cities.
Property Tax Revenue (in millions) $70.0 $58.9 $60.8 $60.8 $59.4 $60. 0 $57.3 $48.7 $50.0 $42.9 $40.0
$30.0 $21. 8 $25.4 $24.8 $18.8 $20. 6 $20.0 $16.8
$10.0
$- 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 08/09 09/10 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Adopted Amended Adopted
FY 2009/10 Adopted Budget 56 City of Anaheim, California General Fund Transfers General Fund Transfers This schedule details transfers into and out of the General Fund. The “From Other Funds” section details increases to General Fund revenues. The “To Other Funds” from the General Fund section details decreases to General Fund revenues as a result of obligations to other funds.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Actual Adopted Amended Adopted
FROM OTHER FUNDS TO THE GENERAL FUND Convention Center $0 $200,000 $550,000 $750,000 Municipal Facilities Maintenance 0 701,868 701,868 0 Motorized Equipment 0 2,298,132 2,298,132 0 General Capital Outlay 327,388000 Stadium 1,000,000 6,350,000 6,110,000 6,000,000 Half Cent Sales Tax 1,055,819 1,182,802 1,182,802 1,018,202 Golf Courses 1,750,000 1,800,000 1,800,000 1,500,000 Water Utility 2,008,360 1,913,539 1,913,539 2,388,100 Sanitation 2,332,707 2,390,436 2,390,436 2,546,264 Economic Development 3,201,503000 Gas Tax 2107 5,364,394 6,748,027 5,490,179 4,579,983 Electric Utility 12,393,640 13,716,367 13,716,367 15,279,815 Total From Other Funds $29,433,811 $37,301,171 $36,153,323 $34,062,364
TO OTHER FUNDS FROM THE GENERAL FUND Anaheim Resort Debt Service- LPMR $(35,799,865) $(39,174,098) $(39,174,098) $(29,778,365) Convention Center (12,470,159) (12,337,895) (12,337,895) (9,338,053) Arena (1,800,000) (1,800,000) (1,800,000) (1,800,000) Police Outside Reimbursements (1,017,508) (0) (0) (0) Economic Development (865,530) (910,000) (910,000) (910,000) Anaheim Redevelopment (484,752) (510,000) (510,000) (0) Neighborhood Improvements (250,000) (250,000) (250,000) (150,000) Anaheim Resort Maintenance District (200,000) (200,000) (200,000) (200,000) Plaza Redevelopment (169,271) (392,000) (392,000) (352,000) Air Quality Improvement Trust (59,950) (61,749) (61,749) (63,601) Disaster Fund (3,215) (0) (0) (0) Total To Other Funds $(53,120,250) $(55,635,742) $(55,635,742) $(42,592,019)
Net Transfer $(23,686,439) $(18,334,571) $(19,482,419) $(8,529,655)
City of Anaheim, California 57 FY 2009/10 Adopted Budget General Fund General Fund The General Fund is one of five governmental fund types which typically serves as the chief operating fund of a government. The General Fund is used to account for all financial resources, except those required to be accounted for in another fund.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $181,673,012 $194,741,157 $194,794,575 $188,780,842 Other Operating 67,715,425 69,988,764 70,757,866 65,231,252 Debt Service 3,825,694 1,796,738 1,796,738 1,192,331 Capital Outlay 4,564,104 2,204,081 3,115,065 265,752 Total Expenditures $257,778,235 $268,730,740 $270,464,244 $255,470,177
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Donations $37,301 $46,100 $46,100 $58,100 Fees and Permits 26,352,632 25,362,230 25,367,130 22,552,253 Local Taxes 217,118,673 232,689,107 232,689,107 203,568,982 Use of Money and Property 2,414,668 2,159,564 2,159,564 2,584,600 Fines, Forfeitures and Penalties 3,767,372 3,576,600 3,576,600 3,695,562 Reimbursements 5,388,595 4,063,391 4,058,491 3,714,595 Intergovernmental 3,491,524 3,457,880 3,457,880 2,903,364 Intragovernmental Service Charges 12,763,889 12,389,845 12,389,845 12,715,283 Subtotal Revenues $271,334,654 $283,744,717 $283,744,717 $251,792,739 Transfers From (To) Other Funds (23,686,439) (18,334,571) (19,482,419) (8,529,655) Total Revenues $247,648,215 $265,410,146 $264,262,298 $243,263,084
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
City Council $592,969 $748,446 $748,446 $780,009 City Administration 5,018,661 5,482,579 5,483,834 4,961,759 City Attorney 5,456,556 5,531,532 5,531,532 5,928,676 City Clerk 908,249 1,171,001 1,179,201 969,884 City Treasurer 2,750,765 2,839,897 2,851,206 2,952,612 Community Services 33,744,433 34,236,223 34,841,554 31,525,841 Convention, Sports and Entertainment 6,126,232 7,523,493 7,523,493 6,600,205 Finance 6,695,424 6,903,263 6,912,026 6,860,093 Fire 54,306,888 56,195,884 56,479,235 54,725,450 Human Resources 2,169,120 1,872,412 2,012,412 1,944,946 Planning 14,560,932 15,425,264 15,844,275 13,585,817 Police 103,815,522 108,283,560 108,471,915 104,995,954 Public Utilities 1,940,363 2,312,964 2,312,964 1,973,202 Public Works 19,692,121 20,204,222 20,272,151 17,665,729 Total Expenditures by Department $257,778,235 $268,730,740 $270,464,244 $255,470,177
FY 2009/10 Adopted Budget 58 City of Anaheim, California General Fund
General Fund Expenditures FY 2009/10 Adopted
73.9% Personnel Services
0.1% Capital Outlay 0.5% Debt Service
25.5% Other Operating
May not sum to 100% due to rounding
General Fund Revenues FY 2009/10 Adopted
9.0% Fees and Permits
80.9% Local Taxes 5.1% Intragovernmental Service Charges 1.2% Intergovernmental 1.5% Reimbursements 1.5% Fines, Forfeitures and Penalties 1.0% Use of Money and Property
May not sum to 100% due to rounding
City of Anaheim, California 59 FY 2009/10 Adopted Budget Other General Purpose Funds Other General Purpose Funds This fund group includes the Half Cent Sales Tax for Public Safety, Arena, Police Outside Reimbursements, Economic Development, Mother Colony, Library Donations, M. Roston Memorial, Deposits, Disaster and Drainage Assessments funds. The specialized funds represent General Fund obligations and are reported with the General Fund in the City's Comprehensive Annual Financial Report (CAFR).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $5,653,879 $5,484,150 $5,484,150 $5,313,865 Other Operating 1,700,753 1,619,957 1,823,415 1,748,597 Debt Service 1,979,665 1,718,450 1,718,450 1,721,975 Capital Outlay 528 100,000 100,000 100,000 Total Expenditures $9,334,825 $8,922,557 $9,126,015 $8,884,437
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Donations $92,011 $97,025 $97,025 $47,083 Fees and Permits 936,778 1,190,546 1,153,664 1,180,546 Local Taxes 1,055,819 1,182,802 1,182,802 1,018,202 Use of Money and Property 832,810 368,907 368,907 266,573 Reimbursements 7,131,010 4,180,152 4,180,152 3,967,229 Intragovernmental Service Charges 254,612 200,000 236,882 251,347 Subtotal Revenues $10,303,040 $7,219,432 $7,219,432 $6,730,980 Transfers From (To) Other Funds (571,069) 1,529,927 1,529,927 1,691,798 Total Revenues $9,731,971 $8,749,359 $8,749,359 $8,422,778
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $1,136,641 $911,000 $911,000 $232,036 Community Services 534,293 403,900 607,358 607,289 Convention, Sports and Entertainment 2,149,268 2,273,609 2,273,609 2,204,640 Planning 0 0 0 678,000 Police 5,514,623 5,334,048 5,334,048 5,162,472 Total Expenditures by Department $9,334,825 $8,922,557 $9,126,015 $8,884,437
FY 2009/10 Adopted Budget 60 City of Anaheim, California Other General Purpose Funds
Other General Purpose Funds Expenditures FY 2009/10 Adopted
59.8% Personnel Services
1.1% Capital Outlay
19.4% Debt Service
19.7% Other Operating May not sum to 100% due to rounding
Other General Purpose Funds Revenues FY 2009/10 Adopted
15.1% Local Taxes
4.0% Use of Money and Property
17.5% Fees and Permits
0.7% Donations 3.7% Intragovernmental Service Charges
58.9% Reimbursements May not sum to 100% due to rounding
City of Anaheim, California 61 FY 2009/10 Adopted Budget Special Revenue Funds Special Revenue Funds Special Revenue Funds are used to account for the revenue derived from specific taxes or other earmarked revenue sources (other than for major capital projects) that are restricted by law or administrative action to expenditures for designated purposes.
Gas Tax and Roads The Gas Tax and Roads fund accounts for the construction and maintenance of the road network system of the City. Financing is provided by the City's share of Federal, State and local gasoline taxes. State, Federal and local regulations require that these gasoline taxes be used to maintain streets. The capital nature of these activities results in material budget fluctuations from year to year.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $3,142,705 $4,390,606 $4,390,606 $4,903,436 Other Operating 4,337,902 609,602 10,430,739 999,992 Capital Outlay 24,266,115 267,226 57,362,033 12,611,320 Total Expenditures $31,746,722 $5,267,434 $72,183,378 $18,514,748
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Benefits $65,333 $69,000 $69,000 $69,000 Fees and Permits 22,800 100,000 100,000 0 Use of Money and Property (145,909) 188,789 188,789 0 Reimbursements 113,721 101,650 101,650 102,650 Intergovernmental 34,340,208 16,125,770 73,906,130 21,444,455 Subtotal Revenues $34,396,153 $16,585,209 $74,365,569 $21,616,105 Transfers From (To) Other Funds (6,225,191) (6,685,377) (5,427,529) (4,516,382) Total Revenues $28,170,962 $9,899,832 $68,938,040 $17,099,723
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Public Works $31,746,722 $5,267,434 $72,183,378 $18,514,748 Total Expenditures by Department $31,746,722 $5,267,434 $72,183,378 $18,514,748
FY 2009/10 Adopted Budget 62 City of Anaheim, California Special Revenue Funds
Gas Tax and Roads Expenditures FY 2009/10 Adopted
5.4% Other Operating 26.5% Personnel Services
68.1% Capital Outlay May not sum to 100% due to rounding
Gas Tax and Roads Revenues FY 2009/10 Adopted
0.5% Reimbursements 99.2% Intergovernmental 0.3% Benefits
May not sum to 100% due to rounding
City of Anaheim, California 63 FY 2009/10 Adopted Budget Special Revenue Funds Workforce Development The Workforce Development fund accounts for the City's involvement in Federal programs (and previously included in the Job Training Partnership Act) to create jobs and provide unemployed citizens in the Anaheim area with job training opportunities.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $1,543,079 $1,589,864 $1,589,864 $1,660,467 Other Operating 1,777,417 2,028,604 3,057,807 1,990,397 Capital Outlay 13,506000 Total Expenditures $3,334,002 $3,618,468 $4,647,671 $3,650,864
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Reimbursements $113 $0 $0 $0 Intergovernmental 3,462,413 3,618,468 4,225,911 3,630,435 Total Revenues $3,462,526 $3,618,468 $4,225,911 $3,630,435
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $3,334,002 $3,618,468 $4,647,671 $3,650,864 Total Expenditures by Department $3,334,002 $3,618,468 $4,647,671 $3,650,864
FY 2009/10 Adopted Budget 64 City of Anaheim, California Special Revenue Funds
Workforce Development Expenditures FY 2009/10 Adopted
45.5% Personnel Services
54.5% Other Operating May not sum to 100% due to rounding
Workforce Development Revenues FY 2009/10 Adopted
100.0% Intergovernmental
May not sum to 100% due to rounding
City of Anaheim, California 65 FY 2009/10 Adopted Budget Special Revenue Funds Community Development Block Grant (CDBG) The CDBG fund accounts for Federal monies whose objective is the development of viable urban communities through the provision of decent housing, a suitable living environment and economic opportunity, principally for low and moderate income persons.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $2,713,174 $2,630,298 $2,630,298 $3,044,399 Other Operating 1,716,760 2,796,685 6,027,847 4,082,570 Capital Outlay 2,559,269 483,948 2,982,055 1,908,768 Total Expenditures $6,989,203 $5,910,931 $11,640,200 $9,035,737
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $115,804 $85,000 $85,000 $30,000 Reimbursements 355,249 400,000 400,000 120,000 Intergovernmental 6,641,973 5,982,556 11,391,169 8,885,737 Subtotal Revenues $7,113,026 $6,467,556 $11,876,169 $9,035,737 Transfers From (To) Other Funds (417,102) (362,673) (362,673) 0 Total Revenues $6,695,924 $6,104,883 $11,513,496 $9,035,737
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
City Attorney $120,000 $120,000 $120,000 $120,000 Community Development 3,302,779 3,126,193 8,157,451 6,273,737 Community Services 987,312 995,195 995,195 835,700 Planning 1,387,933 1,419,543 1,419,543 1,606,300 Public Works 1,191,179 250,000 948,011 200,000 Total Expenditures by Department $6,989,203 $5,910,931 $11,640,200 $9,035,737
FY 2009/10 Adopted Budget 66 City of Anaheim, California Special Revenue Funds
Community Development Block Grant (CDBG) Expenditures FY 2009/10 Adopted
33.7% Personnel Services
45.2% Other Operating
21.1% Capital Outlay
May not sum to 100% due to rounding
Community Development Block Grant (CDBG) Revenues FY 2009/10 Adopted
1.3% Reimbursements 0.3% Use of Money and Property 98.3% Intergovernmental
May not sum to 100% due to rounding
City of Anaheim, California 67 FY 2009/10 Adopted Budget Special Revenue Funds Community Services Facilities The Community Services Facilities fund accounts for the development of new parksite, playground and library facilities. State and Federal reimbursement programs, in conjunction with fees charged to residential and commercial developers, provide financing. Much of this revenue is used to support the capital construction of parks and other recreational facilities throughout the City. Budget fluctuations from year to year are the result of variations in the capital program.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $143,490 $158,217 $158,217 $85,056 Other Operating 371,519 776,818 1,188,046 135,000 Debt Service 51,997 51,997 51,997 51,997 Capital Outlay 3,112,868 3,982,737 6,083,551 2,405,401 Total Expenditures $3,679,874 $4,969,769 $7,481,811 $2,677,454
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Fees and Permits $811,815 $1,067,520 $1,067,520 $0 Use of Money and Property 224,393 55,500 55,500 190,500 Intergovernmental 4,179,265 3,619,782 3,283,782 691,815 Intragovernmental Service Charges 4,130 0 0 4,000 Total Revenues $5,219,603 $4,742,802 $4,406,802 $886,315
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Services $3,673,340 $4,969,769 $7,481,811 $2,677,454 Public Works 6,534000 Total Expenditures by Department $3,679,874 $4,969,769 $7,481,811 $2,677,454
FY 2009/10 Adopted Budget 68 City of Anaheim, California Special Revenue Funds
Community Services Facilities Expenditures FY 2009/10 Adopted
1.9% Debt Service 5.0% Other Operating
3.2% Personnel Services
89.8% Capital Outlay
May not sum to 100% due to rounding
Community Services Facilities Revenues FY 2009/10 Adopted
21.5% Use of Money and Property
0.5% Intragovernmental Service Charges
78.1% Intergovernmental
May not sum to 100% due to rounding
City of Anaheim, California 69 FY 2009/10 Adopted Budget Special Revenue Funds Sewer & Storm Drain Construction The Sewer & Storm Drain Construction fund accounts for the construction of the City's wastewater collections and disposal system. Fees charged to residential and commercial developers provide financing. Much of this funding is restricted for use in specific areas of the City and is therefore unavailable to address the City's infrastructure deficiency.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $24,814 $0 $0 $0 Other Operating 25,031 0 350,000 360,000 Capital Outlay 0 275,000 601,324 300,000 Total Expenditures $49,845 $275,000 $951,324 $660,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Fees and Permits $307,886 $220,000 $220,000 $202,000 Use of Money and Property 223,024 47,191 47,191 0 Subtotal Revenues $530,910 $267,191 $267,191 $202,000 Transfers From (To) Other Funds (1,268,058) 0 0 0 Total Revenues $(737,148) $267,191 $267,191 $202,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Public Works $49,845 $275,000 $951,324 $660,000 Total Expenditures by Department $49,845 $275,000 $951,324 $660,000
FY 2009/10 Adopted Budget 70 City of Anaheim, California Special Revenue Funds
Sewer & Storm Drain Construction Expenditures FY 2009/10 Adopted
54.5% Other Operating
45.5% Capital Outlay May not sum to 100% due to rounding
Sewer & Storm Drain Construction Revenues FY 2009/10 Adopted
100.0% Fees and Permits
May not sum to 100% due to rounding
City of Anaheim, California 71 FY 2009/10 Adopted Budget Special Revenue Funds Grants The Grants fund accounts for small miscellaneous grants requiring segregated fund accounting and includes the Urban Area Security Initiative (UASI) grant; library, fire and law enforcement grants; the Brownsfield Act and the Brownsfield Economic Development Initiative (BEDI) grant; the HOME Investment Partnership (HOME) program for housing rehabilitation and first-time homebuyer loans; and the Emergency Shelter Grant for the homeless. Financing is provided by various Federal, State and County agencies.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $1,734,274 $2,219,475 $2,788,317 $1,840,393 Other Operating 3,205,932 4,186,704 13,573,315 9,176,124 Capital Outlay 4,949,325 3,207,734 8,985,495 3,134,562 Total Expenditures $9,889,531 $9,613,913 $25,347,127 $14,151,079
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $125,839 $73,616 $73,616 $68,616 Reimbursements 10,087,485 5,486,027 16,366,114 8,750,028 Intergovernmental 5,454,333 3,205,315 6,943,910 5,430,674 Subtotal Revenues $15,667,657 $8,764,958 $23,383,640 $14,249,318 Transfers From (To) Other Funds (3,449,813) 0 0 0 Total Revenues $12,217,844 $8,764,958 $23,383,640 $14,249,318
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $754,475 $2,246,599 $4,847,710 $4,455,520 Community Services 265,640 629,900 1,789,146 296,588 Fire 415,398 472,320 710,946 680,513 Police 8,454,018 6,265,094 17,999,325 8,718,458 Total Expenditures by Department $9,889,531 $9,613,913 $25,347,127 $14,151,079
FY 2009/10 Adopted Budget 72 City of Anaheim, California Special Revenue Funds
Grants Expenditures FY 2009/10 Adopted
13.0% Personnel Services 64.8% Other Operating
22.2% Capital Outlay
May not sum to 100% due to rounding
Grants Revenues FY 2009/10 Adopted
61.4% Reimbursements
0.5% Use of Money and Property
38.1% Intergovernmental May not sum to 100% due to rounding
City of Anaheim, California 73 FY 2009/10 Adopted Budget Special Revenue Funds Anaheim Resort Maintenance District The Anaheim Resort Maintenance District fund accounts for the levy and collection of special assessments to pay the cost of annual maintenance improvements within the district against those parcels that specifically benefit from the enhanced maintenance and improvements.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $504,101 $493,981 $493,981 $568,911 Other Operating 3,468,046 4,065,746 4,065,746 4,846,661 Capital Outlay 0 500 500 0 Total Expenditures $3,972,147 $4,560,227 $4,560,227 $5,415,572
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Local Taxes $4,039,772 $4,248,627 $4,248,627 $4,344,580 Use of Money and Property 162,996 126,854 126,854 126,854 Reimbursements 10,958 4,000 4,000 4,000 Subtotal Revenues $4,213,726 $4,379,481 $4,379,481 $4,475,434 Transfers From (To) Other Funds 200,000 211,462 211,462 200,000 Total Revenues $4,413,726 $4,590,943 $4,590,943 $4,675,434
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Public Works $3,972,147 $4,560,227 $4,560,227 $5,415,572 Total Expenditures by Department $3,972,147 $4,560,227 $4,560,227 $5,415,572
FY 2009/10 Adopted Budget 74 City of Anaheim, California Special Revenue Funds
Anaheim Resort Maintenance District Expenditures FY 2009/10 Adopted
10.5% Personnel Services
89.5% Other Operating
May not sum to 100% due to rounding
Anaheim Resort Maintenance District Revenues FY 2009/10 Adopted
97.2% Local Taxes 2.8% Use of Money and Property
May not sum to 100% due to rounding
City of Anaheim, California 75 FY 2009/10 Adopted Budget Special Revenue Funds Narcotic Asset Forfeiture The Narcotic Asset Forfeiture fund accounts for funds received from State and Federal agencies, which are derived from monies and property seized by the Police Department in drug-related incidents. These funds are used to supplement existing resources of the City's law enforcement activities. Future changes in the revenue source are difficult to predict; however, a decrease in this revenue would not adversely impact frontline police services, as much of the revenue is used to fund capital purchases of technology and other equipment.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $297,835 $160,000 $1,142,398 $1,160,000 Other Operating 509,568 695,000 994,470 885,200 Debt Service 0 0 0 206,304 Capital Outlay 453,724 245,000 861,620 100,000 Total Expenditures $1,261,127 $1,100,000 $2,998,488 $2,351,504
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $158,974 $53,000 $53,000 $53,000 Reimbursements 2,174,961 1,100,000 1,100,000 1,157,000 Total Revenues $2,333,935 $1,153,000 $1,153,000 $1,210,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Police $1,261,127 $1,100,000 $2,998,488 $2,351,504 Total Expenditures by Department $1,261,127 $1,100,000 $2,998,488 $2,351,504
FY 2009/10 Adopted Budget 76 City of Anaheim, California Special Revenue Funds
Narcotic Asset Forfeiture Expenditures FY 2009/10 Adopted
49.3% Personnel Services
4.3% Capital Outlay
8.8% Debt Service
37.6% Other Operating May not sum to 100% due to rounding
Narcotic Asset Forfeiture Revenues FY 2009/10 Adopted
4.4% Use of Money and Property
95.6% Reimbursements
May not sum to 100% due to rounding
City of Anaheim, California 77 FY 2009/10 Adopted Budget Special Revenue Funds Housing Authority The Housing Authority fund accounts for several community housing programs benefiting low and moderate income residents. The programs are financed by Federal Housing and Urban Development grants and include Section 8 rental assistance.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $4,220,997 $4,529,414 $4,529,414 $4,789,736 Other Operating 61,575,052 65,148,057 65,199,686 67,630,131 Debt Service 0 0 0 143,300 Capital Outlay 4,898,635 270,020 466,282 20,000 Total Expenditures $70,694,684 $69,947,491 $70,195,382 $72,583,167
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Donations $657,244 $0 $0 $0 Fees and Permits 111,675 100,000 100,000 100,000 Use of Money and Property 2,143,740 1,676,900 1,676,900 612,000 Reimbursements 881,249 360,000 360,000 1,675,000 Intergovernmental 64,644,690 68,345,846 68,345,846 72,039,000 Subtotal Revenues $68,438,598 $70,482,746 $70,482,746 $74,426,000 Transfers From (To) Other Funds 1,596,603 1,260,307 1,300,307 1,006,100 Total Revenues $70,035,201 $71,743,053 $71,783,053 $75,432,100
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $70,694,684 $69,947,491 $70,195,382 $72,583,167 Total Expenditures by Department $70,694,684 $69,947,491 $70,195,382 $72,583,167
FY 2009/10 Adopted Budget 78 City of Anaheim, California Special Revenue Funds
Housing Authority Expenditures FY 2009/10 Adopted
6.6% Personnel Services 0.2% Debt Service 93.2% Other Operating
May not sum to 100% due to rounding
Housing Authority Revenues FY 2009/10 Adopted
2.3% Reimbursements 0.8% Use of Money and Property 0.1% Fees and Permits 96.8% Intergovernmental
May not sum to 100% due to rounding
City of Anaheim, California 79 FY 2009/10 Adopted Budget Special Revenue Funds Redevelopment Housing Set-Aside The Redevelopment Housing Set-Aside fund accounts for money received for the purpose of increasing and improving the community's supply of low and moderate income housing in accordance with California Community Redevelopment Law. Beginning in FY 2007/08, property tax increment allocation to the fund increased from 20% to 30%. Financing is also provided from loan proceeds, the HOME program, and sale of Redevelopment Agency-owned housing sites. The capital nature of these activities causes budget fluctuations from year to year.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $2,358,826 $2,724,898 $2,724,898 $1,935,313 Other Operating 2,923,638 5,156,821 5,587,538 5,611,488 Debt Service 2,763,699000 Capital Outlay 3,020,924 4,159,437 4,159,437 2,627,876 Total Expenditures $11,067,087 $12,041,156 $12,471,873 $10,174,677
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Donations $4,650 $5,000 $5,000 $0 Local Taxes 7,635,612000 Use of Money and Property 361,235 2,329,900 2,329,900 250,995 Reimbursements 466,926 100,000 100,000 310,000 Subtotal Revenues $8,468,423 $2,434,900 $2,434,900 $560,995 Transfers From (To) Other Funds 5,983,410 11,101,906 11,061,906 9,892,900 Total Revenues $14,451,833 $13,536,806 $13,496,806 $10,453,895
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $11,067,087 $12,041,156 $12,471,873 $10,174,677 Total Expenditures by Department $11,067,087 $12,041,156 $12,471,873 $10,174,677
FY 2009/10 Adopted Budget 80 City of Anaheim, California Special Revenue Funds
Redevelopment Housing Set-Aside Expenditures FY 2009/10 Adopted
19.0% Personnel Services
55.2% Other Operating
25.8% Capital Outlay
May not sum to 100% due to rounding
Redevelopment Housing Set-Aside Revenues FY 2009/10 Adopted
44.7% Use of Money and Property
55.3% Reimbursements May not sum to 100% due to rounding
City of Anaheim, California 81 FY 2009/10 Adopted Budget Debt Service Funds Debt Service Funds The Debt Service Funds account for the payment of interest and principal on general debt of the City and related entities. Financing is provided by the LPMR (which is described in more detail in the General Fund Revenues section), the general obligation bond rate, property tax increment and the General Fund.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Other Operating $5,124,785 $4,742,963 $4,742,963 $5,012,406 Debt Service 52,383,476 43,461,375 43,461,375 41,838,774 Total Expenditures $57,508,261 $48,204,338 $48,204,338 $46,851,180
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Local Taxes $38,789,214 $45,598,889 $45,598,889 $43,512,787 Use of Money and Property 1,963,499 965,710 965,710 508,900 Intergovernmental 5,875000 Subtotal Revenues $40,758,588 $46,564,599 $46,564,599 $44,021,687 Transfers From (To) Other Funds 16,874,743 12,689,098 12,689,098 147,865 Total Revenues $57,633,331 $59,253,697 $59,253,697 $44,169,552
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $34,288,746 $19,017,109 $19,017,109 $19,026,807 Finance 22,498,821 26,455,789 26,455,789 27,133,286 Police 0 2,042,551 2,042,551 0 Public Works 720,694 688,889 688,889 691,087 Total Expenditures by Department $57,508,261 $48,204,338 $48,204,338 $46,851,180
FY 2009/10 Adopted Budget 82 City of Anaheim, California Debt Service Funds
Debt Service Expenditures FY 2009/10 Adopted
10.7% Other Operating
89.3% Debt Service
May not sum to 100% due to rounding
Debt Service Revenues FY 2009/10 Adopted
98.8% Local Taxes 1.2% Use of Money and Property
May not sum to 100% due to rounding
City of Anaheim, California 83 FY 2009/10 Adopted Budget Capital Projects Funds Capital Projects Funds Capital Projects Funds are established to account for resources used for the acquisition and construction of capital facilities by the City, except for those financed by proprietary funds. The Capital Projects funds include the Redevelopment Agency Fund and the Other Capital Improvements Fund. These funds are detailed separately on the following pages.
Redevelopment Agency The Redevelopment Agency fund accounts for resources used for the acquisition, relocation, demolition and sales of property for those portions of Anaheim earmarked as in need of redevelopment-related activities. Financing is provided by property tax increment and bond proceeds. The capital nature of these activities causes budget fluctuations from year to year.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $2,406,668 $2,655,895 $2,655,895 $3,180,110 Other Operating 7,789,424 18,378,790 19,713,148 9,786,609 Debt Service 5,001,060 5,918,000 5,918,000 5,292,200 Capital Outlay 23,901,242 21,202,806 21,633,212 11,174,500 Total Expenditures $39,098,394 $48,155,491 $49,920,255 $29,433,419
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $6,731,394 $22,111,478 $22,111,478 $5,361,384 Reimbursements 191,074 5,055,636 5,055,636 0 Intergovernmental 0 0 200,000 300,000 Subtotal Revenues $6,922,468 $27,167,114 $27,367,114 $5,661,384 Transfers From (To) Other Funds 15,641,500 16,099,651 16,099,651 23,107,365 Total Revenues $22,563,968 $43,266,765 $43,466,765 $28,768,749
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $39,098,394 $48,155,491 $49,884,455 $29,433,419 Public Works 0 0 35,800 0 Total Expenditures by Department $39,098,394 $48,155,491 $49,920,255 $29,433,419
FY 2009/10 Adopted Budget 84 City of Anaheim, California Capital Projects Funds
Redevelopment Agency Expenditures FY 2009/10 Adopted
33.2% Other Operating
10.8% Personnel Services
18.0% Debt Service
38.0% Capital Outlay May not sum to 100% due to rounding
Redevelopment Agency Revenues FY 2009/10 Adopted
94.7% Use of Money and Property
5.3% Intergovernmental
May not sum to 100% due to rounding
City of Anaheim, California 85 FY 2009/10 Adopted Budget Capital Projects Funds Other Capital Improvements The Other Capital Improvements fund accounts for miscellaneous capital projects as determined by the City Council. Included in this fund grouping are the Neighborhood Improvements Fund, the Citywide Transportation Fees Fund and the Platinum Triangle Fund.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $599,588 $54,530 $54,530 $216,318 Other Operating 2,492,318 955,310 3,019,905 1,078,305 Debt Service 1,098,535 1,081,524 1,081,524 771,135 Capital Outlay 5,695,168 6,950,847 11,724,855 11,397,101 Total Expenditures $9,885,609 $9,042,211 $15,880,814 $13,462,859
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Donations $51,820 $50,000 $50,000 $50,000 Fees and Permits 803,027 7,572,787 7,783,830 695,000 Use of Money and Property 1,639,147 61,162 61,162 250,000 Reimbursements 169,300 175,000 175,000 272,000 Intergovernmental 0 0 85,331 0 Subtotal Revenues $2,663,294 $7,858,949 $8,155,323 $1,267,000 Transfers From (To) Other Funds 1,370,616 797,334 797,334 276,135 Total Revenues $4,033,910 $8,656,283 $8,952,657 $1,543,135
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $1,099,345 $1,085,334 $1,085,334 $771,135 Community Services 433,891 6,110,167 8,631,792 11,678,123 Convention, Sports and Entertainment824,086000 Fire 0 0 164,833 164,833 Police 1,373,394 10,000 385,822 75,000 Public Works 6,154,893 1,836,710 5,613,033 773,768 Total Expenditures by Department $9,885,609 $9,042,211 $15,880,814 $13,462,859
FY 2009/10 Adopted Budget 86 City of Anaheim, California Capital Projects Funds
Other Capital Improvements Expenditures FY 2009/10 Adopted
5.7% Debt Service
8.0% Other Operating
1.6% Personnel Services
84.7% Capital Outlay
May not sum to 100% due to rounding
Other Capital Improvements Revenues FY 2009/10 Adopted
54.9% Fees and Permits
3.9% Donations
21.5% Reimbursements
19.7% Use of Money and Property May not sum to 100% due to rounding
City of Anaheim, California 87 FY 2009/10 Adopted Budget Enterprise Funds Enterprise Funds Enterprise Funds are used to account for the operations that are financed and operated in a manner similar to private business enterprises where the cost of expense, including other operations and capital, are financed or recovered primarily through user-related charges. Individual operations which the City of Anaheim has designated as enterprise funds include: Electric Utility, Water Utility, Sanitation, Golf Courses, Stadium and Convention Center. Enterprise funds are detailed individually on the following pages.
Water Utility The Water Utility fund accounts for the operation of the City's Water Utility, a self-supporting activity that renders services on a user charge basis to residents and businesses located in Anaheim.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $11,883,651 $11,783,818 $11,803,164 $12,681,689 Other Operating 46,613,203 50,169,973 73,383,947 49,208,865 Debt Service 3,040,197 5,282,698 5,282,698 5,364,644 Capital Outlay 871,012 1,887,043 2,444,324 1,248,962 Total Expenditures $62,408,063 $69,123,532 $92,914,133 $68,504,160
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Donations $0 $100,000 $100,000 $0 Fees and Permits 109,163 148,350 148,350 113,750 Use of Money and Property 1,606,472 1,221,750 1,221,750 729,000 Reimbursements 718,626 281,000 281,000 260,800 Utilities Enterprise 48,014,884 48,572,921 48,572,921 59,330,680 Intergovernmental 2,007000 Intragovernmental Service Charges 297,004 247,804 247,804 255,238 Subtotal Revenues $50,748,156 $50,571,825 $50,571,825 $60,689,468 Transfers From (To) Other Funds (2,008,360) (1,646,245) (1,646,245) (2,388,100) Total Revenues $48,739,796 $48,925,580 $48,925,580 58,301,368
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Public Utilities $62,408,063 $69,123,532 $92,914,133 $68,504,160 Total Expenditures by Department $62,408,063 $69,123,532 $92,914,133 $68,504,160
FY 2009/10 Adopted Budget 88 City of Anaheim, California Enterprise Funds
Water Utility Expenditures FY 2009/10 Adopted
18.5% Personnel Services
1.8% Capital Outlay 71.8% Other Operating 7.8% Debt Service
May not sum to 100% due to rounding
Water Utility Revenues FY 2009/10 Adopted
0.4% Reimbursements 1.2% Use of Money and Property 0.2% Fees and Permits 97.8% Utilities Enterprise 0.4% Intragovernmental Service Charges
May not sum to 100% due to rounding
City of Anaheim, California 89 FY 2009/10 Adopted Budget Enterprise Funds Electric Utility The Electric Utility fund accounts for the operation of the City's Electric Utility, a self-supporting activity that renders services on a user charge basis to residents and businesses located in Anaheim. It is projected that electric rates in Anaheim will continue to be stable during the next fiscal year. Rate action could be required if an unplanned loss of a generating resource or new legislation places unforeseen financial burdens on the Utility. Anaheim has taken steps to protect its ratepayers from the financial impacts of these external factors by establishing a power cost/rate stabilization account and allocation of funds towards purchasing green power in advance of the adoption of any proposed green power portfolio mandate.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $34,275,451 $37,757,254 $37,737,908 $40,744,738 Other Operating 329,862,244 341,075,551 360,047,828 333,237,382 Debt Service 45,047,350 47,529,548 47,529,548 49,223,227 Capital Outlay 32,519,091 25,023,424 36,984,040 18,818,686 Total Expenditures $441,704,136 $451,385,777 $482,299,324 $442,024,033
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Donations $5,610,079 $2,950,000 $2,950,000 $2,000,000 Use of Money and Property 14,959,230 12,141,300 12,141,300 102,055,300 Reimbursements 333,162 187,700 187,700 210,700 Utilities Enterprise 340,815,488 357,288,366 357,288,366 385,333,372 Intergovernmental 127,023 0 0 350,000 Intragovernmental Service Charges 697,066 1,331,217 1,331,217 1,240,953 Subtotal Revenues $362,542,048 $373,898,583 $373,898,583 $491,190,325 Transfers From (To) Other Funds (12,820,255) (13,211,277) (13,211,277) (15,279,815) Total Revenues $349,721,793 $360,687,306 $360,687,306 $475,910,510
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Development $162,000 $230,000 $230,000 $230,000 Community Services 563,594 512,200 512,200 512,662 Public Utilities 440,978,542 450,643,577 481,557,124 441,281,371 Total Expenditures by Department $441,704,136 $451,385,777 $482,299,324 $442,024,033
FY 2009/10 Adopted Budget 90 City of Anaheim, California Enterprise Funds
Electric Utility Expenditures FY 2009/10 Adopted
9.2% Personnel Services 75.4% Other Operating
4.3% Capital Outlay
11.1% Debt Service
May not sum to 100% due to rounding
Electric Utility Revenues FY 2009/10 Adopted
20.8% Use of Money and Property
0.4% Donations 0.3% Intragovernmental Service Charges
78.5% Utilities Enterprise
May not sum to 100% due to rounding
City of Anaheim, California 91 FY 2009/10 Adopted Budget Enterprise Funds Sanitation The Sanitation fund accounts for the operation of the City's solid waste, street sweeping, and wastewater collection and disposal system maintenance programs, a self-supporting activity which provides services on a user charge basis to residents and businesses located in Anaheim.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $5,188,610 $5,131,629 $5,131,629 $5,652,038 Other Operating 43,528,919 46,978,634 48,242,360 45,852,499 Debt Service 1,531,749 2,223,506 2,223,506 2,998,506 Capital Outlay 9,362,281 15,173,439 29,008,679 19,147,757 Total Expenditures $59,611,559 $69,507,208 $84,606,174 $73,650,800
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Fees and Permits $3,784 $11,194 $11,194 $6,054 Sanitation Enterprise 52,768,569 54,921,634 54,921,634 56,441,549 Use of Money and Property 3,410,665 14,439,209 1,112,777 1,112,777 Fines, Forfeitures and Penalties 1,391,594 1,365,071 1,365,071 1,590,071 Reimbursements 6,265000 Intergovernmental 131,001 90,000 90,000 90,000 Intragovernmental Service Charges 43,661 22,079 22,079 22,513 Subtotal Revenues $57,755,539 $70,849,187 $57,522,755 $59,262,964 Transfers From (To) Other Funds (1,640,744) (3,232,077) (3,232,077) (6,696,264) Total Revenues $56,114,795 $67,617,110 $54,290,678 $52,566,700
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Finance $0 $0 $0 $11,926 Planning 0 0 0 450,000 Public Works 59,611,559 69,507,208 84,606,174 73,188,874 Total Expenditures by Department $59,611,559 $69,507,208 $84,606,174 $73,650,800
FY 2009/10 Adopted Budget 92 City of Anaheim, California Enterprise Funds
Sanitation Expenditures FY 2009/10 Adopted
62.3% Other Operating
7.7% Personnel Services
26.0% Capital Outlay
4.1% Debt Service May not sum to 100% due to rounding
Sanitation Revenues FY 2009/10 Adopted
95.3% Sanitation Enterprise 0.2% Intergovernmental 2.7% Fines, Forfeitures and Penalties 1.9% Use of Money and Property
May not sum to 100% due to rounding
City of Anaheim, California 93 FY 2009/10 Adopted Budget Enterprise Funds Golf Courses The Golf Courses fund accounts for the operation of the City's golf courses, Anaheim Municipal (Dad Miller) Golf Course and the Anaheim Hills Golf Course. It is a self-supporting activity that renders services on a user charge basis.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $544,433 $557,459 $557,459 $587,305 Other Operating 3,205,431 3,166,072 3,170,530 3,329,684 Debt Service 548,000 548,000 548,000 548,000 Capital Outlay 49,508 220,000 333,145 20,000 Total Expenditures $4,347,372 $4,491,531 $4,609,134 $4,484,989
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Golf Enterprise $5,931,814 $6,285,790 $6,285,790 $6,095,878 Use of Money and Property 34,473 19,400 19,400 3,400 Reimbursements 697000 Subtotal Revenues $5,966,984 $6,305,190 $6,305,190 $6,099,278 Transfers From (To) Other Funds (1,750,000) (1,795,364) (1,795,364) (1,500,000) Total Revenues $4,216,984 $4,509,826 $4,509,826 $4,599,278
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Community Services $4,347,372 $4,491,531 $4,609,134 $4,484,989 Total Expenditures by Department $4,347,372 $4,491,531 $4,609,134 $4,484,989
FY 2009/10 Adopted Budget 94 City of Anaheim, California Enterprise Funds
Golf Courses Expenditures FY 2009/10 Adopted
13.1% Personnel Services
74.2% Other Operating 0.4% Capital Outlay
12.2% Debt Service
May not sum to 100% due to rounding
Golf Courses Revenues FY 2009/10 Adopted
100.0% Golf Enterprise
May not sum to 100% due to rounding
City of Anaheim, California 95 FY 2009/10 Adopted Budget Enterprise Funds Convention, Sports & Entertainment Venues Convention, Sports & Entertainment Venues include the Convention Center and Stadium funds. The Convention Center fund accounts for the operation of the Anaheim Convention Center, which is the largest facility of its type on the West Coast, with over 1.6 million square feet of space, including over 813,000 square feet of exhibit space and an 8,000 seat arena. The Stadium fund accounts for the cost to administer the lease of Angel Stadium of Anaheim (home of the 2002 World Champion Anaheim Angels), the City's capital reserve payment, debt service, insurance costs, and continuing operation of City parking lot events. Additionally, the fund accounts for the operation of the Sportstown complex, which includes the Grove of Anaheim, the Stadium Gateway Office Complex and the Amtrak/Metrolink station, and costs associated with the future development of the Sportstown project area.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $16,808,363 $17,641,120 $17,646,960 $17,678,861 Other Operating 10,401,772 11,075,603 11,358,131 11,012,413 Debt Service 15,194,188 14,917,673 14,917,673 11,746,867 Capital Outlay 6,846,048 4,502,550 8,894,069 8,613,857 Total Expenditures $49,250,371 $48,136,946 $52,816,833 $49,051,998
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Convention Center Enterprise $27,615,928 $28,518,197 $28,518,197 $27,533,996 Use of Money and Property 3,186,343 2,698,639 2,698,639 2,589,352 Fines, Forfeitures and Penalties 26,785 26,000 26,000 23,000 Reimbursements 2,486,000 7,494,620 7,494,620 7,519,472 Stadium Enterprise 2,722,617 2,716,135 2,716,135 2,268,237 Subtotal Revenues $36,037,673 $41,453,591 $41,453,591 $39,934,057 Transfers From (To) Other Funds 11,470,159 5,903,033 5,793,033 2,588,053 Total Revenues $47,507,832 $47,356,624 $47,246,624 $42,522,110
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Convention, Sports and Entertainment $49,250,371 $48,136,946 $52,816,833 $49,051,998 Total Expenditures by Department $49,250,371 $48,136,946 $52,816,833 $49,051,998
FY 2009/10 Adopted Budget 96 City of Anaheim, California Enterprise Funds
Convention, Sports & Entertainment Venues Expenditures FY 2009/10 Adopted
36.0% Personnel Services
22.5% Other Operating
17.6% Capital Outlay
23.9% Debt Service May not sum to 100% due to rounding
Convention, Sports & Entertainment Venues Revenues FY 2009/10 Adopted
69.0% Convention Center Enterprise
5.7% Stadium Enterprise
18.8% Reimbursements 6.5% Use of Money and Property May not sum to 100% due to rounding
City of Anaheim, California 97 FY 2009/10 Adopted Budget Internal Service Funds Internal Service Funds The Internal Service Funds account for the financing of centralized services to different funds and City departments on a cost reimbursement basis (including replacement costs). Internal Service Funds of the City include General Benefits and Insurance, Motorized Equipment, Duplicating and Printing, Information Services, and Municipal Facilities Maintenance. The Internal Service Funds are detailed on the following pages.
General Benefits and Insurance The General Benefits and Insurance fund accounts for employee compensated absences, retirement and health benefits, and self-insurance programs. The annual budget increases are the result of an overall increase in Citywide labor-related costs.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $123,695,886 $128,041,338 $128,041,338 $132,064,181 Other Operating 5,863,419 8,202,300 8,203,805 8,788,034 Debt Service 2,964 3,000 3,000 0 Capital Outlay 4,463 6,975 6,975 6,975 Total Expenditures $129,566,732 $136,253,613 $136,255,118 $140,859,190
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Benefits $125,499,976 $137,030,946 $137,030,946 $139,944,197 Use of Money and Property 5,633,962 2,600,000 2,600,000 1,300,000 Reimbursements 521,373 75 75 75 Subtotal Revenues $131,655,311 $139,631,021 $139,631,021 $141,244,272 Transfers From (To) Other Funds 0 15,658 15,658 0 Total Revenues $131,655,311 $139,646,679 $139,646,679 $141,244,272
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Finance $13,647,890 $17,324,148 $17,325,653 $16,684,829 Human Resources 115,918,842 118,929,465 118,929,465 124,174,361 Total Expenditures by Department $129,566,732 $136,253,613 $136,255,118 $140,859,190
FY 2009/10 Adopted Budget 98 City of Anaheim, California Internal Service Funds
General Benefits and Insurance Expenditures FY 2009/10 Adopted
93.8% Personnel Services
6.2% Other Operating
May not sum to 100% due to rounding
General Benefits and Insurance Revenues FY 2009/10 Adopted
99.1% Benefits 0.9% Use of Money and Property
May not sum to 100% due to rounding
City of Anaheim, California 99 FY 2009/10 Adopted Budget Internal Service Funds Motorized Equipment The Motorized Equipment fund accounts for motorized equipment used by City departments.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $3,853,184 $4,276,269 $4,276,269 $4,227,252 Other Operating 5,723,927 5,742,673 5,742,673 5,837,178 Debt Service 323,317 318,703 318,703 318,086 Capital Outlay 5,458,486 2,067,600 4,871,882 1,158,600 Total Expenditures $15,358,914 $12,405,245 $15,209,527 $11,541,116
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $642,027 $430,800 $480,800 $120,331 Reimbursements 366,741 350,000 350,000 355,000 Intragovernmental Service Charges 13,899,534 12,816,865 12,931,698 11,663,617 Subtotal Revenues $14,908,302 $13,597,665 $13,762,498 $12,138,948 Transfers From (To) Other Funds 0 (3,473,979) (3,473,979) 0 Total Revenues $14,908,302 $10,123,686 $10,288,519 $12,138,948
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Finance $0 $5,802 $5,802 $4,777 Public Works 15,358,914 12,399,443 15,203,725 11,536,339 Total Expenditures by Department $15,358,914 $12,405,245 $15,209,527 $11,541,116
FY 2009/10 Adopted Budget 100 City of Anaheim, California Internal Service Funds
Motorized Equipment Expenditures FY 2009/10 Adopted
36.6% Personnel Services
10.0% Capital Outlay
50.6% Other Operating 2.8% Debt Service
May not sum to 100% due to rounding
Motorized Equipment Revenues FY 2009/10 Adopted
2.9% Reimbursements 1.0% Use of Money and Property 96.1% Intragovernmental Service Charges
May not sum to 100% due to rounding
City of Anaheim, California 101 FY 2009/10 Adopted Budget Internal Service Funds Duplicating and Printing The Duplicating and Printing fund accounts for centralized duplicating, printing and mailing services provided to City departments.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $377,097 $387,151 $387,151 $341,230 Other Operating 1,364,892 1,306,459 1,341,691 1,263,547 Capital Outlay 15,145 10,000 10,000 10,000 Total Expenditures $1,757,134 $1,703,610 $1,738,842 $1,614,777
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $24,055 $20,000 $20,000 $20,000 Intergovernmental 6,097000 Intragovernmental Service Charges 1,835,940 1,757,474 1,757,474 1,590,000 Subtotal Revenues $1,866,092 $1,777,474 $1,777,474 $1,610,000 Transfers From (To) Other Funds 0 9,566 9,566 0 Total Revenues $1,866,092 $1,787,040 $1,787,040 $1,610,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Finance $1,757,134 $1,703,610 $1,738,842 $1,614,777 Total Expenditures by Department $1,757,134 $1,703,610 $1,738,842 $1,614,777
FY 2009/10 Adopted Budget 102 City of Anaheim, California Internal Service Funds
Duplicating and Printing Expenditures FY 2009/10 Adopted
21.1% Personnel Services
0.6% Capital Outlay
78.2% Other Operating
May not sum to 100% due to rounding
Duplicating and Printing Revenues FY 2009/10 Adopted
1.2% Use of Money and Property 98.8% Intragovernmental Service Charges
May not sum to 100% due to rounding
City of Anaheim, California 103 FY 2009/10 Adopted Budget Internal Service Funds Information Services The Information Services fund accounts for all data processing services provided to City departments.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $406,979 $526,463 $526,463 $416,794 Other Operating 11,017,188 12,586,427 12,586,427 12,450,179 Capital Outlay 434,940 1,224,740 1,483,310 1,299,740 Total Expenditures $11,859,107 $14,337,630 $14,596,200 $14,166,713
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $229,269 $25,000 $25,000 $50,000 Reimbursements 72,667 2,000 2,000 2,000 Intragovernmental Service Charges 12,860,670 12,990,414 12,990,414 13,212,361 Subtotal Revenues $13,162,606 $13,017,414 $13,017,414 $13,264,361 Transfers From (To) Other Funds 700,000 19,641 19,641 0 Total Revenues $13,862,606 $13,037,055 $13,037,055 $13,264,361
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Finance $11,859,107 $14,337,630 $14,596,200 $14,166,713 Total Expenditures by Department $11,859,107 $14,337,630 $14,596,200 $14,166,713
FY 2009/10 Adopted Budget 104 City of Anaheim, California Internal Service Funds
Information Services Expenditures FY 2009/10 Adopted
87.9% Other Operating 2.9% Personnel Services
9.2% Capital Outlay
May not sum to 100% due to rounding
Information Services Revenues FY 2009/10 Adopted
99.6% Intragovernmental Service Charges 0.4% Use of Money and Property
May not sum to 100% due to rounding
City of Anaheim, California 105 FY 2009/10 Adopted Budget Internal Service Funds Municipal Facilities Maintenance The Municipal Facilities Maintenance fund accounts for City office maintenance services and equipment used by City departments.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $3,461,151 $3,683,859 $3,683,859 $3,834,815 Other Operating 7,021,807 6,250,830 6,310,827 7,275,655 Capital Outlay 76,071 92,714 92,714 92,714 Total Expenditures $10,559,029 $10,027,403 $10,087,400 $11,203,184
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Use of Money and Property $213,212 $121,316 $121,316 $114,688 Reimbursements 17,788 57,630 57,630 27,080 Intragovernmental Service Charges 10,023,163 9,170,159 9,170,159 9,065,256 Subtotal Revenues $10,254,163 $9,349,105 $9,349,105 $9,207,024 Transfers From (To) Other Funds 0 (904,062) (904,062) 0 Total Revenues $10,254,163 $8,445,043 $8,445,043 $9,207,024
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Finance $594,510 $758,729 $758,729 $826,267 Public Works 9,964,519 9,268,674 9,328,671 10,376,917 Total Expenditures by Department $10,559,029 $10,027,403 $10,087,400 $11,203,184
FY 2009/10 Adopted Budget 106 City of Anaheim, California Internal Service Funds
Municipal Facilities Maintenance Expenditures FY 2009/10 Adopted
34.2% Personnel Services
0.8% Capital Outlay
64.9% Other Operating May not sum to 100% due to rounding
Municipal Facilities Maintenance Revenues FY 2009/10 Adopted
0.3% Reimbursements 1.2% Use of Money and Property 98.5% Intragovernmental Service Charges
May not sum to 100% due to rounding
City of Anaheim, California 107 FY 2009/10 Adopted Budget Fiduciary Funds Fiduciary Funds The Fiduciary Funds account for assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government's own programs. The Fiduciary funds include the Metro Cities, Deferred Compensation, and Mello-Roos Agency funds.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures Actual Adopted Amended Adopted
Personnel Services $3,032,045 $3,361,137 $3,361,137 $3,498,846 Other Operating 646,279 1,832,354 1,832,354 1,579,853 Debt Service 2,667,623 2,869,536 2,869,536 2,857,392 Capital Outlay 295 49,000 49,000 46,000 Total Expenditures $6,346,242 $8,112,027 $8,112,027 $7,982,091
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Revenues Actual Adopted Amended Adopted
Local Taxes $3,154,741 $3,405,321 $3,405,321 $3,315,842 Use of Money and Property 151,025 5,000 5,000 70,200 Reimbursements 3,187,208 4,701,706 4,701,706 4,821,309 Subtotal Revenues $6,492,974 $8,112,027 $8,112,027 $8,207,351 Transfers From (To) Other Funds 0 8,042 8,042 0 Total Revenues $6,492,974 $8,120,069 $8,120,069 $8,207,351
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Expenditures by Department Actual Adopted Amended Adopted
Finance $3,170,340 $3,410,321 $3,410,321 $3,395,042 Fire 3,175,902 4,701,706 4,701,706 4,587,049 Total Expenditures by Department $6,346,242 $8,112,027 $8,112,027 $7,982,091
FY 2009/10 Adopted Budget 108 City of Anaheim, California Fiduciary Funds
Fiduciary Funds Expenditures FY 2009/10 Adopted
43.8% Personnel Services
0.6% Capital Outlay 19.8% Other Operating
35.8% Debt Service May not sum to 100% due to rounding
Fiduciary Funds Revenues FY 2009/10 Adopted
40.4% Local Taxes
0.9% Use of Money and Property
58.7% Reimbursements May not sum to 100% due to rounding
City of Anaheim, California 109 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 110 City of Anaheim, California Department Summaries Department Summaries Department Summaries Below is a list of City departments detailed in the following pages:
City Council Police City Administration Includes the Chief of Police; Special Operations; Operations; Operations Support; and Investigations. City Attorney City Clerk Public Utilities City Treasurer Includes Utilities Administration and Joint Services; Community Development Water Utility; Financial Management Services; and Electric Utility. Includes Community Development Administration; Workforce Development; Housing; Community Public Works Development Block Grant (CDBG) Administration; and the Anaheim Redevelopment Agency. Includes Public Works Administration; Engineering Services; Public Works Operations; Fleet and Community Services Facility Services; Construction Services; and Financial and Administrative Services. Includes Community Services Administration; Parks; Golf Operations; Recreation/Human and Neighborhood Services; and Library Services.
Convention, Sports and Entertainment Includes Convention Center Operations; Visitor and Convention Bureau (V&CB); Stadium Operations (Angel Stadium of Anaheim); Arena Operations (Honda Center); and Grove Operations.
Finance Includes Finance Administration; Accounting; Purchasing; Information Services; Budget; and Risk Management.
Fire Includes Fire Administration; Emergency Preparedness; and Operations.
Human Resources Includes Human Resources Administration; Organizational Development and Training; Classification and Compensation; Benefits; Recruitment; Employee Relations; and Human Resources Information Services.
Planning Includes Planning Administration; Planning Services; Building Services; and Community Preservation and Licensing.
City of Anaheim, California 111 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 112 City of Anaheim, California City Council City Council
Citizens of Anaheim
Council Council Council Council Mayor Member Member Member Member
City of Anaheim, California 113 FY 2009/10 Adopted Budget City Council Description The City Council consists of the Mayor and four City Council Members elected at-large by the citizens of Anaheim to serve as their representatives at the local government level.
Mission Statement To preserve and enhance the City's identity and quality of life for those who live, work, and play in Anaheim by providing direction, leadership, and specific initiatives to ensure the effective and efficient development and administration of City services, policies, and laws.
Fund Support The City Council is supported by the General Fund.
Goals The Mayor and City Council are committed to set the City's direction and fulfill the promise of Anaheim for residents, businesses and visitors by providing:
3 A unified, inspirational vision for our City. 3 A sense of pride instilled in neighborhoods. 3 A fiscally responsible course for our highly 3 A dedication to deliver unparalleled service. valuable assets.
Significant Changes 3 In November 2008, two City Council representatives were re-elected.
FY 2009/10 Objectives Support City Goals by:
3 Providing the leadership for Anaheim to continue 3 Ensuring the accuracy of the City's fiscal as an outstanding place to live, work and play. condition by employing a qualified accounting firm to audit City financial statements at fiscal 3 Providing policy direction to City staff and citizen year end and receive an unqualified opinion boards and commissions. regarding the City's financial statements. 3 Allocating resources and ensuring balanced 3 Consistently delivering the core services that financial planning by adopting the City Budget result in a livable community and taking basic before the beginning of each fiscal year. operations and services to new levels.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $422,860 $553,340 $553,340 $554,720 Other Operating 160,462 195,106 195,106 225,289 Capital Outlay 9,647000 Operating Expenditure Total $592,969 $748,446 $748,446 $780,009
FY 2009/10 Adopted Budget 114 City of Anaheim, California City Council
City Council Operating Budget of $780,009
71.1% Personnel Services
28.9% Other Operating May not sum to 100% due to rounding
City Council Operating Expenditure History
$748,446 $748,446 $780,009 $800,000 $700,000 $592,969 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 115 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 116 City of Anaheim, California City Administration City Administration
City Administration
City Manager’s External Audit Office Affairs
City of Anaheim, California 117 FY 2009/10 Adopted Budget City Administration Description The City Administration Department is led by the City Manager, who is the chief administrative officer of the City, administering local government projects and programs on behalf of the governing body. The City Manager serves the Mayor, City Council and the community by delivering public services effectively and efficiently.
Mission Statement The City Administration Department implements official policies of the Mayor and City Council by coordinating City services to meet the needs of all who live, work, and play in the City of Anaheim. The professional staff provides support, guidance, communications and leadership to assure that quality municipal services are provided to the members of our community.
Goals 3 Provide City Council with complete and objective 3 Oversee the timely completion of major projects information, including recommended courses of and community capital/park improvements. action. 3 Develop Citywide strategies to guide the City's 3 Ensure all departments achieve their program long-range development. objectives while adhering to City policies and maintaining appropriate management procedures.
Significant Changes 3 None to report.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
City Manager's Office $1,833,230 $1,959,416 $1,959,416 $1,715,946 Audit 1,122,130 1,264,499 1,264,499 1,121,733 External Affairs 2,063,301 2,258,664 2,259,919 2,124,080 Operating Expenditure Total $5,018,661 $5,482,579 $5,483,834 $4,961,759
FY 2009/10 Adopted Budget 118 City of Anaheim, California City Administration
City Administration Operating Budget of $4,961,759
64.7% Personnel Services
0.1% Capital Outlay
35.2% Other Operating May not sum to 100% due to rounding
City Administration Operating Budget by Division
$2,124,080 $2,500,000 $1,715,946 $2,000,000 $1,121,733 $1,500,000
$1,000,000
$500,000
$0 City Audit External Managers Affairs Office
City Administration Operating Expenditure History
$6,000,000 $5,482,579 $5,483,834 $5,018,661 $4,961,759 $5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 119 FY 2009/10 Adopted Budget City Administration City Manager's Office
Mission Statement The City Manager's Office is responsible for the administration and management of the City to ensure efficient day-to- day Citywide operations, as well as taking a long-term view of the City's goals and objectives and making recommendations to ensure the needs of citizens are acknowledged and addressed.
Fund Support The City Manager's Office is supported by the General Fund.
FY 2009/10 Objectives 3 Provide City Council with complete and objective 3 Continually seek ways to improve the delivery of recommendations. cost-effective, quality services. 3 Establish and maintain appropriate management 3 Manage all aspects of the City Council Agenda procedures to ensure all departments meet their review process. program objectives. 3 Continue to provide responsive assistance to citizen/public inquiries and concerns.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,582,308 $1,557,552 $1,557,552 $1,433,150 Other Operating 249,850 398,864 398,864 282,796 Capital Outlay 1,072 3,000 3,000 0 Total $1,833,230 $1,959,416 $1,959,416 $1,715,946
FY 2009/10 Adopted Budget 120 City of Anaheim, California City Administration Audit
Mission Statement To serve as the City's independent appraisal activity for the review of operations as requested by City Management and as determined through a risk assessment plan.
Fund Support The Audit Division is supported primarily through user charges to other departments for audit services and receives General Fund money directly for non-billable audit services.
FY 2009/10 Objectives 3 Complete the approved Annual Audit Plan with 3 Contribute to City resources by identifying due professional care and proficiency using the monetary findings through contract compliance guidance of the International Standards for the and tax revenue audits. Professional Practice of Internal Auditing as set 3 Add value to City operations by providing forth by the Institute of Internal Auditors (IIA). economical recommendations to improve management processes and strengthen internal controls.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness The number of times monies recovered through audit 7.75 6.00 6.00 3.50 efforts covers total costs. Percentage of audit recommendations implemented by 90% 90% 90% 90% City departments. Amount of monetary findings identified. $8,763,879 $6,000,000 $6,000,000 $4,000,000 Efficiency Average cost per audit hour. $86 $92 $92 $102 Workload Number of audit engagements completed by fiscal year 84 70 50 30 end.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $962,575 $1,120,802 $1,120,802 $941,884 Other Operating 158,049 141,697 141,697 179,849 Capital Outlay 1,506 2,000 2,000 0 Total $1,122,130 $1,264,499 $1,264,499 $1,121,733
City of Anaheim, California 121 FY 2009/10 Adopted Budget City Administration External Affairs
Mission Statement The mission of External Affairs is to promote and advance the City of Anaheim through external media relations and internal communications including overseeing the "Anaheim" brand, strategic advertising and community outreach through various forms of media. In addition, through the City's legislative strategy, External Affairs works closely with the Mayor, the City Council, and the City Management team in coordination with other local, state and federal levels of government, to advance the City's initiatives and strives to serve as the central source of contact with public policy makers, government officials and community leaders.
Fund Support The External Affairs Division is supported by the General Fund and receives reimbursement through the cost allocation plan.
FY 2009/10 Objectives 3 Secure critical resources and shape State and 3 Oversee the content/production of Anaheim Federal policy through legislative advocacy. Magazine and all other marketing/communication materials, including the City’s website. 3 Provide in depth policy analysis and recommendations to the City Council and the 3 Oversee the content/production of the City’s Executive Management Team on legislative and cable channel and video production services. regional policy issues impacting the City. 3 Consistent with the City’s communication goals, 3 Implement a strong relationship management provide strategic input and execute programs, program based on outreach and aggressive projects and special events for departments, coalition building amongst the City’s elected elected/appointed officials, and management. representatives and other regional partners and 3 Respond to requests for information by the stakeholders. media, citizens, businesses, visitors, and other 3 Establish and administer a Citywide grant public agencies. management strategy in an effort to secure 3 Manage special projects or Citywide initiatives as funding for priority City projects and initiatives. assigned by the Mayor, City Council or City Manager.
FY 2009/10 Adopted Budget 122 City of Anaheim, California City Administration
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of policy-related events, conferences and 18 25 25 25 meetings successfully executed. Percentage of renegotiated advocacy agreements with 100% 100% 100% 100% Sacramento and Washington, D.C. advocates. Number of Anaheim Magazine issues published per year.4444 Number of Anaheim website hits per month. 7,100,000 7,000,000 7,000,000 7,000,000 Number of website page views per month. 1,300,000 1,200,000 1,300,000 1,200,000 Efficiency Number of legislative, regulatory and administrative items 25 25 25 25 that have been successfully advocated. Percentage of responses to City Council's legislative 95% 99% 95% 99% requests within 5 working days. Percentage of responses to City departments and the 95% 98% 98% 98% community within 5 working days. Average cost per issue of Anaheim Magazine. $0.45 $0.45 $0.45 $0.45 Percentage of responses to press inquiries within 5 95% 98% 98% 99% working days. Workload Number of grant proposals identified, coordinated and/or 11 13 13 15 pursued on behalf of City Departments. Percentage of responses to City Council's requests to N/A 99% 99% 99% regional appointments, boards and commissions. Number of press inquiries received per year. 1,000 1,000 1,500 1,000 Number of Anaheim Magazines issues per quarter. 140,000 140,000 140,000 140,000 Number of pages per Anaheim Magazine. 24 24 24 24 Number of cable television calls received per month. 47 35 35 35
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $778,216 $907,676 $907,676 $833,370 Other Operating 1,285,085 1,350,488 1,351,743 1,285,710 Capital Outlay 0 500 500 5,000 Total $2,063,301 $2,258,664 $2,259,919 $2,124,080
City of Anaheim, California 123 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 124 City of Anaheim, California City Attorney City Attorney
City Attorney
Civil Prosecution
Special Counsel
General Counsel
Land Use Counsel
City of Anaheim, California 125 FY 2009/10 Adopted Budget City Attorney Description The City Attorney's Department provides legal advice and services to the City Council, City officials, staff, departments, boards, commissions and related City entities and enterprises; protects the interests of the City and its taxpayers; and assures that actions by, or on behalf of, the City and its related entities are in accordance with all applicable legal requirements. The department represents the City, its officers and employees in civil litigation matters; prepares contracts, ordinances, resolutions and other legal documents involving the City or its related entities; and is responsible for the criminal prosecution of all misdemeanor and infraction offenses occurring within the jurisdictional limits of the City.
Mission Statement The mission of the City Attorney's Department is to provide the highest quality legal services to the City at the lowest possible cost to the taxpayers; to provide sound and objective legal advice and representation to City officials and staff; to earn and keep the respect and trust of those for whom and with whom we work; and to act in accordance with the highest ethical and professional standards.
Goals 3 Provide high quality legal services to the City, and 3 Effectively prosecute misdemeanor and infraction its officials, staff, departments, boards, offenses within the jurisdiction of the City commissions and related City entities and Attorney. enterprises. 3 Effectively control the costs of all legal services provided to the City.
Significant Changes 3 None to report.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Civil $3,354,258 $3,434,985 $3,434,985 $3,807,446 Prosecution 2,222,298 2,216,547 2,216,547 2,241,230 Operating Expenditure Total $5,576,556 $5,651,532 $5,651,532 $6,048,676
FY 2009/10 Adopted Budget 126 City of Anaheim, California City Attorney
City Attorney Operating Budget of $6,048,676
86.1% Personnel Services
1.7% Capital Outlay
12.2% Other Operating
May not sum to 100% due to rounding
City Attorney Operating Budget by Division
$5,000,000 $3,807,446 $4,000,000
$3,000,000 $2,241,230
$2,000,000
$1,000,000
$0 Civil Prosecution
City Attorney Operating Expenditure History $6,048,676 $5,576,556 $5,651,532 $5,651,532 $6,000,000
$5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000
FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 127 FY 2009/10 Adopted Budget City Attorney Civil
Mission Statement The mission of the Civil Division is to provide high quality and cost effective legal advice and services relating to property development, zoning, subdivision, redevelopment, housing, public utilities, administrative and general matters, including the preparation of ordinances, resolutions, contracts, franchises and legal opinions; represent the City, its officials and employees in litigation, personnel and workers' compensation matters and advise departments of changes in applicable laws and monitor the work of specialized outside counsel.
Fund Support The Civil Division is supported by the General Fund.
FY 2009/10 Objectives 3 Provide quality, timely and proactive legal 3 Handle at least 90% of all new litigation matters services to the City Council, its boards and with in-house attorney staff. commissions, and to all City departments and 3 Provide in-house legal services for lower costs staff. than such services could be provided by outside 3 Effectively control costs of all normal legal counsel. services by performing services within budget limits.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Efficiency Savings per hour using in-house attorney services rather $208$220$220$225 than outside counsel services. Workload Number of cases resolved annually. 59 56 52 48 Number of new cases filed annually. 50 44 44 45
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $2,827,425 $2,818,650 $2,818,650 $3,047,498 Other Operating 526,833 609,335 609,335 658,448 Capital Outlay 0 7,000 7,000 101,500 Total $3,354,258 $3,434,985 $3,434,985 $3,807,446
FY 2009/10 Adopted Budget 128 City of Anaheim, California City Attorney Prosecution
Mission Statement The mission of the Prosecution Division is to protect the health, safety and welfare of the public through the effective prosecution of misdemeanor and infraction offenses within the jurisdiction of the Anaheim City Attorney in accordance with ethical obligations and professional standards.
Fund Support The Prosecution Division is supported by the General Fund and the Community Development Block Grant Fund.
FY 2009/10 Objectives 3 Effectively prosecute misdemeanor and infraction 3 Provide all prosecution services within offenses within the jurisdiction of the Anaheim established budgetary amounts. City Attorney. 3 Provide legal services to the Anaheim Family 3 Provide proactive advice and training to law Justice Center on a daily basis. enforcement personnel to aid in the effective prosecution of criminal cases.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of criminal cases filed annually. 11,326 10,750 10,750 10,870 Percentage of case filings prosecuted within statutory and 100% 100% 100% 100% constitutional time limits. Number of Attorney contacts with law enforcement 1,091 1,000 1,000 1,024 personnel providing advice or training. Efficiency Number of cases dismissed for lack of an available 0000 prosecutor. Workload Average number of cases handled by each Prosecutor per 1,259 1,195 1,195 1,087 year.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $2,108,521 $2,138,583 $2,138,583 $2,163,178 Other Operating 88,827 74,464 74,464 78,052 Capital Outlay 24,950 3,500 3,500 0 Total $2,222,298 $2,216,547 $2,216,547 $2,241,230
City of Anaheim, California 129 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 130 City of Anaheim, California City Clerk City Clerk
City Clerk
Official Passport Elections Records Services
City of Anaheim, California 131 FY 2009/10 Adopted Budget City Clerk Description The City Clerk is appointed by and reports to the City Council. The Office of the City Clerk is responsible for a myriad of services and is comprised of three core functions: official records/records management, elections and passport services. The City Clerk is the designated official responsible for administering all local elections, as well as the official filing officer for the Fair Political Practice Commission (campaign statements, Statements of Economic Interests and AB1234). The City Clerk further maintains the City's legislative history, City Charter and Municipal Code and coordinates and administers all activities of Council meetings in compliance with the Brown Act and related Government Codes, while ensuring all records and information concerning the business and decisions of the Council are made available in accordance with the Public Records Act.
Mission Statement The City Clerk's office is dedicated to providing exceptional quality service by presenting avenues to allow the public to fully participate in the governmental process and by facilitating access to public records through the advancement of technology.
Fund Support The City Clerk's Department is supported by the General Fund.
Goals 3 Continue to provide City Council with accurate 3 Ensure all transactions are handled in and complete Council agenda material. accordance with all statutes governing business records. 3 Through a Citywide collaborative process, further enhance the Records Management Program to 3 Ensure all City documents are kept in ensure consistent record information and online accordance with current record retention accessibility. schedules. 3 Continue to provide City records management 3 Ensure the proper posting, filing, processing, and training classes to ensure department administration of City records. compliance with applicable statutes and policies. 3 Maintain statutory compliance of the Maddy Act, 3 Create a quick-reference manual to all Boards Political Reform Act, AB1234, and Conflict of and Commissions for staff use, as well as update Interest Code. the introductory manual for Board and Commission members' use.
Significant Changes 3 None to report.
FY 2009/10 Objectives 3 Ensure City Council minutes are available within 3 Continue to implement and improve the City's ten working days of the meeting. Records Management Program, as set forth in the Anaheim Municipal Code. 3 Maintain the Interactive online agenda system and streaming video system to ensure continual 3 Increase the types of records training classes ease of access to public documents. offered to City employees. 3 Maintain the City's obligation of insurance and 3 Provide timely and accurate responses to public contract administration through continuous records requests to the City's internal and training of department contract liaisons and external customers. administrators. 3 Continue to pursue various methods to further enhance the delivery of quality services in the most efficient and cost effective manner.
FY 2009/10 Adopted Budget 132 City of Anaheim, California City Clerk
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of candidates receiving election assistance. 0 14 10 0 Number of departments revising retention schedules.3444 Percent of record requests fulfilled by end of business day. 96% 96% 96% 96% Efficiency Number of hours scanning documents. 2,600 2,700 2,700 2,700 Number of hours preparing election materials and 01501250 assisting candidates. Number of hours per fiscal year for the transcription of 700 700 700 700 minutes. Workload Number of pages/documents scanned. 28,000 30,000 30,000 30,000 Number of Council meetings supported. 24 24 24 24 Number of candidates. 0 11 10 0 Number of passport applications accepted. 1,757 2,200 1,500 1,500
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $611,162 $698,271 $698,271 $721,233 Other Operating 296,941 467,430 475,630 243,351 Capital Outlay 146 5,300 5,300 5,300 Operating Expenditure Total $908,249 $1,171,001 $1,179,201 $969,884
City of Anaheim, California 133 FY 2009/10 Adopted Budget City Clerk
City Clerk Operating Budget of $969,884
74.4% Personnel Services
0.5% Capital Outlay
25.1% Other Operating
May not sum to 100% due to rounding
City Clerk Operating Expenditure History $1,171,001 $1,179,201 $1,200,000 $969,884 $908,249 $1,000,000
$800,000
$600,000
$400,000 $200,000
$ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
FY 2009/10 Adopted Budget 134 City of Anaheim, California City Treasurer City Treasurer
City Treasurer
Investment Cash Management - Debt Management Collections Management
City of Anaheim, California 135 FY 2009/10 Adopted Budget City Treasurer Description The Office of the Treasurer has the primary goal of managing the City's cash management program, which encompasses the collection and receipt of revenues, the administration of the City's banking relationship, investment of the City's portfolio and directing the investment of City debt issued funds.
Mission Statement To act in a fiduciary role to protect and manage City assets while providing a market rate of return; administer banking relationships and collection of City revenues; and plan and execute the placement of bond proceeds.
Fund Support The City Treasurer is supported by the General Fund, portfolio management fees, and intragovernmental service charges.
Goals 3 Direct and administer the portfolio of all pooled 3 Provide treasury and accounting services for the investments and bond proceeds to ensure the Supplemental Law Enforcement Services safety and liquidity of funds for budgetary Program, and the HAZMAT and Metro Cities requirements of the City. Joint Powers Authorities. 3 Manage and perform daily banking activities, providing all City departments an efficient and effective cash management program.
Significant Changes 3 The City's Deferred Compensation (457) and 3 Beginning in FY 2009/10, the department's cash Retiree Health Savings (RHS) programs have management function will be fully funded by a fee been transferred from the City Treasurer's Office assessed against the earnings of the City's to the Human Resources Department, and Cash portfolio for expenses associated with execution Collections & Deposits has been transferred from of the program. The funding change will result in the Finance Department to the City Treasurer's an annual savings of over $420,000 to the Office. General Fund.
FY 2009/10 Objectives 3 As a fiduciary, protect City assets under the 3 Review cost and expenses of Treasury management of the Treasurer during volatile operations to present management with potential economic times. savings for the General Fund and explore increased revenue sources. 3 Perform all investment activities in accordance with the State of California's laws and the City's 3 Effectively evaluate the City's collection/ investment policy and provide for a market rate of cashiering activities by reviewing manual and return. current technology and working with the City's banking partner to develop and adopt new technology to increase productivity and provide a continually high level of customer service.
FY 2009/10 Adopted Budget 136 City of Anaheim, California City Treasurer
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Portfolio average balance (in millions). $480.8 $390.0 $390.0 $375.0 Average percentage rate of return on investments. 4.52% 3.10% 3.10% 2.20% Percent of available funds invested. 99% 100% 100% 100% Portfolio interest earned annually (in millions). $22.1 $13.5 $13.5 $8.7 Average life of the Portfolio (years). 1.0 1.8 1.8 1.8 Efficiency Number of days to reconcile bank statements.7777 Number of days to reconcile trustee statements.7777 Cost per electronic funds transfer (ACH/Wires). $0.09 $0.09 $0.09 $0.09 Portfolio management fee (basis points) 4.6 4.6 4.6 21.0 Workload Number of checks transmitted and reconciled annually. 54,900 54,000 54,000 53,000 Number of investments made annually. 423 416 416 440 Number of journal entries prepared annually. 290 285 285 295
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,158,383 $1,193,116 $1,193,116 $1,240,301 Other Operating 1,592,104 1,644,281 1,655,590 1,712,311 Capital Outlay 278 2,500 2,500 0 Operating Expenditure Total $2,750,765 $2,839,897 $2,851,206 $2,952,612
City of Anaheim, California 137 FY 2009/10 Adopted Budget City Treasurer
City Treasurer Operating Budget of $2,952,612
42.0% Personnel Services
58.0% Other Operating May not sum to 100% due to rounding
City Treasurer Operating Expenditure History $2,952,612 $2,750,765 $2,839,897 $2,851,206 $3,000,000 $2,500,000
$2,000,000
$1,500,000
$1,000,000 $500,000
$ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
FY 2009/10 Adopted Budget 138 City of Anaheim, California Community Development Community Development
Community Development
Anaheim Workforce CDBG Administration Housing Redevelopment Development Administration Agency
City of Anaheim, California 139 FY 2009/10 Adopted Budget Community Development Description The Community Development Department implements a variety of programs to assist in the development of the City's economic future and to foster a better quality of life for its residents. The following divisions carry out these programs: Administration, Workforce Development, Housing, CDBG Administration, and the Anaheim Redevelopment Agency.
Mission Statement To create livable neighborhoods, provide quality housing, and strengthen the economy.
Goals 3 Implement programs and services to attract, 3 Promote the revitalization of the Merged Project retain and expand business and employment Area. opportunities in the City. 3 Enhance affordable housing opportunities within the City.
Significant Changes 3 None to report.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Community Development Administration $2,811,312 $3,265,668 $3,265,668 $3,127,848 Workforce Development 3,237,873 3,698,188 4,727,391 3,738,561 Housing 76,997,984 81,542,753 87,115,337 85,606,512 CDBG Administration 1,296,197 1,299,245 1,299,571 964,832 Anaheim Redevelopment Agency 68,196,660 47,512,987 49,558,283 41,199,842 Operating Expenditure Total $152,540,026 $137,318,841 $145,966,250 $134,637,595
Capital Improvements 12,398,127 23,060,000 25,481,735 12,193,767 Non-operating Expenditure Total $12,398,127 $23,060,000 $25,481,735 $12,193,767 Department Expenditure Total $164,938,153 $160,378,841 $171,447,985 $146,831,362
FY 2009/10 Adopted Budget 140 City of Anaheim, California Community Development
Community Development Operating Budget of $134,637,595
72.6% Other Operating 9.3% Personnel Services
3.0% Capital Outlay
15.0% Debt Service
May not sum to 100% due to rounding
Community Development Operating Budget by Division
$85,606,512 $100,000,000
$80,000,000
$60,000,000 $41,199,842
$40,000,000 $3,738,561
$20,000,000 $3,127,848 $964,832
$0 Community Workforce Housing CDBG Anaheim Development Development AdministrationRedevelopment Administration Agency
Community Development Operating Expenditure History $152,540,026 $145,966,250 $160,000,000 $137,318,841 $134,637,595 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 141 FY 2009/10 Adopted Budget Community Development Community Development Administration
Mission Statement The Administration Division is comprised of the Executive Director and administrative and financial services staff. The mission of the Administration Division is to provide executive oversight, personnel administration and financial services in support of the Community Development Department's five divisions.
Fund Support Community Development Administration is supported by Anaheim Redevelopment Agency funds and Federal and State grants.
FY 2009/10 Objectives 3 Provide executive management and leadership, 3 Develop, administer and control the department's program oversight, policy formulation and budget, including the accounting, financial and strategic direction to the five divisions of the reporting requirements of the Housing Authority, Community Development Department. Anaheim Redevelopment Agency, Workforce Development, Community Development Block 3 Enhance management of the Community Grant, HOME, Emergency Shelter and other Development Department, including systems Federal and State grants. operations, organizational and staff development and personnel and labor relations.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of contracts executed. 100 120 120 120 Efficiency Number of financial reports prepared per fiscal staff 16 15 16 19 member. Workload Number of staff reports submitted. 90 100 100 100 Number of financial reports generated. 125 115 129 148
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,539,508 $1,595,111 $1,595,111 $1,755,883 Other Operating 1,269,566 1,541,127 1,541,127 1,345,965 Capital Outlay 2,238 129,430 129,430 26,000 Total $2,811,312 $3,265,668 $3,265,668 $3,127,848
FY 2009/10 Adopted Budget 142 City of Anaheim, California Community Development Workforce Development
Mission Statement The Workforce Development Division provides a wide range of employment and training services to job-seekers and employers through its comprehensive one-stop workforce center. Programs are designed to match employer needs to qualified local job seekers. Employer benefits include recruitment and training services, wage subsidies, technical assistance during lay-off or closure and other employment and training assistance. Additionally, special funds provide a comprehensive mix of employment activities and services to targeted populations including veterans, welfare recipients and dislocated workers.
Fund Support This division is supported by Department of Labor Federal grant funds allocated through the State of California Employment Development Department/Workforce Investment Division.
FY 2009/10 Objectives 3 Provide strategic planning, policy development 3 Manage the City's one-stop workforce investment and oversight of the local workforce investment delivery system, thereby maximizing our system in partnership with the local Workforce customers' employment potential, providing Investment Board. employers with a skilled workforce and supporting Anaheim's local economic growth.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Adult employment retention rate.1 81% 87% 87% 85% Dislocated worker employment retention rate. 93% 91% 91% 91% Youth diploma/equivalent attainment rate.2 91% 69% 69% 70% Efficiency Number of customers placed in jobs. 299 200 200 200 Number of new employer accounts developed for 28 20 20 15 incentive training programs. Workload Number of customers assisted. 3,231 1,700 1,700 1,850 Number of businesses assisted. 385 160 160 350 1. Employment retention rate refers to the number of customers still employed six months after obtaining employment/total number of customers. 2. Diploma/equivalent rate refers to the number of youth customers who attain high school diploma or equivalency degree/total number of youth customers.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,447,184 $1,669,584 $1,669,584 $1,748,164 Other Operating 1,785,956 2,028,604 3,057,807 1,990,397 Capital Outlay 4,733000 Total $3,237,873 $3,698,188 $4,727,391 $3,738,561
City of Anaheim, California 143 FY 2009/10 Adopted Budget Community Development Housing
Mission Statement The Housing Division provides affordable housing opportunities to eligible residents in the community and aims to preserve, improve and expand the supply of affordable housing in the City by providing direct financial assistance to renters, homeowners and affordable housing development.
Fund Support The Housing Division receives funding from several Federal housing programs, including the Section 8 Housing Choice Voucher Program and the HOME Investment Partnership (HOME) program, as well as Redevelopment Housing Set-Aside property tax-increment, State housing program, the Public Benefits Fund (an Electric Utility fund) and the Community Development Block Grant Fund.
FY 2009/10 Objectives 3 Maintain lease-up of 6,254 families under the 3 Preserve and improve our neighborhoods Section 8 Program. through strategic planning, housing rehabilitation, historic preservation, home ownership loans and comprehensive housing counseling services. 3 Expand the City's stock of affordable housing.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of completed rehabilitation and home ownership 68 80 80 80 loans. Number of families receiving affordable housing.1 6,155 6,254 6,254 6,258 Number of new units to be developed by agreement.2 168 772 406 414 Number of new rehabilitation units to be developed by 36 36 0 48 agreement. Efficiency Intake and annual interviews: Number of interviews.3 8,375 8,400 8,400 8,400 Cost per interview. $200 $200 $200 $200 Rehabilitation and home ownership loans processed: Number of loans. 218 250 250 250 Cost per loan. $679 $647 $679 $679 Set-aside administrative cost per unit produced and $702$420$648$666 monitored. Workload Number of eligibility intake interviews. 1,600 1,900 1,900 1,500 Number of recertification interviews. 6,775 6,500 6,500 6,600 Number of annual housing quality standards inspections. 9,940 10,800 10,800 10,000 Number of rehabilitated and home ownership loans and 870 950 950 1,000 applications processed; homeownership services rendered. Number of affordable units constructed.4 131 140 315 302 Number of affordable units monitored.5 2,598 2,738 2,571 2,571 1. Families leased under program. 2. The number of units produced is highly dependent upon a number of factors. These factors include, but are not limited to, the following: 1) ability to receive an allocation of bond funding from the California Debt Limit Allocation Committee (CDLAC); 2) ability to receive an allocation of 4% or 9% tax credits from the Tax Credit Allocation Committee (TCAC); 3) ability of Developers or the City to purchase properties and obtain entitlements and project financing. 3. Clients interviewed for all programs. 4. The number of affordable units can vary depending on available sites, private or non-profit developers with ability to finance projects and obtain necessary entitlement approvals. 5. Ibid.
FY 2009/10 Adopted Budget 144 City of Anaheim, California Community Development
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $6,006,730 $6,737,792 $6,737,792 $6,198,355 Other Operating 64,594,810 72,229,672 77,605,994 78,721,981 Debt Service 3,156,926 2,121,885 2,121,885 143,300 Capital Outlay 3,239,518 453,404 649,666 542,876 Total $76,997,984 $81,542,753 $87,115,337 $85,606,512
City of Anaheim, California 145 FY 2009/10 Adopted Budget Community Development CDBG Administration
Mission Statement This division administers the Community Development Block Grant Program.
Fund Support Support for this division comes from the Community Development Block Grant Fund.
FY 2009/10 Objectives 3 To administer the CDBG program in compliance with Federal regulations and successfully implement the priority funding allocation program.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of time annual CDBG application submitted on 100% 100% 100% 100% time. Efficiency Administrative costs as a percent of CDBG total budget. 15% 20% 20% 20% Workload Number of CDBG activities. 31 33 33 26
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Other Operating $879,870 $900,350 $900,676 $964,832 Debt Service 416,327 398,895 398,895 0 Total $1,296,197 $1,299,245 $1,299,571 $964,832
FY 2009/10 Adopted Budget 146 City of Anaheim, California Community Development Anaheim Redevelopment Agency
Mission Statement To provide for the economic revitalization of the City's Merged Project Area, the Anaheim Redevelopment Agency initiates development and public improvement projects, manages community-based programs, and acquires property to increase the economic vitality of the project areas.
Fund Support The Anaheim Redevelopment Agency is primarily funded by the tax increment generated within the project area and other funding sources as they become available.
FY 2009/10 Objectives 3 Initiate and manage development projects, 3 Work to retain and attract businesses to implement urban revitalization plans and redevelopment project areas that offer high- development programs and create new, desirable growth/high-wage employment opportunities, development in the project areas. increase revenues and assist in maximizing public utilities. 3 Initiate acquisition and assemble parcels of land to be used in redevelopment efforts. 3 Provide support to Citywide economic development outreach activities and efforts. 3 Identify and manage public improvement projects.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Tax increment from all project areas (in millions). $45.7 $44.9 $47.3 $49.7 Efficiency Square feet of development and revitalization projects 113,000 168,000 168,000 122,000 managed per staff. Value of property acquisitions managed per staff (in $10.0 $35.0 $35.0 $2.5 millions). Value of public improvement projects managed per staff $4 $5 $5 $7 (in millions). Workload Square feet of development and revitalization projects 0.9 1.1 1.1 0.7 managed (in millions). Value of properties managed (in millions). $120 $178 $178 $150 Value of public improvement projects managed (in $12 $15 $15 $21 millions).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $2,375,324 $2,391,989 $2,391,989 $2,866,356 Other Operating 12,876,804 20,726,219 22,771,515 14,708,494 Debt Service 34,787,909 18,786,403 18,786,403 20,111,492 Capital Outlay 18,156,623 5,608,376 5,608,376 3,513,500 Total $68,196,660 $47,512,987 $49,558,283 $41,199,842
City of Anaheim, California 147 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 148 City of Anaheim, California Community Services Community Services
Community Services
Administration
Recreation/Human Library Golf Parks and Neighborhood Services Operations Services
Park Special Populations Branch Maintenance Corp./Volunteers Services
Urban Human User Support Forestry Services Services
Park Arts, Special Services Collection Planning & Youth Programming Management
Classes/Aquatics/ Literacy Adult Sports/Facilities
Neighborhood Youth Services/CDBG Services Citizen Participation
Adult Services
Heritage Services
City of Anaheim, California 149 FY 2009/10 Adopted Budget Community Services Description The Community Services Department is dedicated to providing innovative and creative facilities, programs and services that have been designed to meet the diverse needs of the constituents it serves throughout the City in a caring, courteous and timely manner. The Department strives to ensure customer satisfaction by having community facilities and public places that are vibrant, safe, inviting, accessible and well maintained.
Mission Statement To enrich individuals, families and the community through the provision of services, facilities and programs that improve the quality of life in Anaheim.
Goals 3 Foster a sense of community. 3 Encourage community involvement in the provision of services. 3 Provide safe and secure facilities and services. 3 Strive to make programs and services accessible 3 Develop and maintain facilities and services to all. based upon community need and best professional practices. 3 Maintain and improve Anaheim's overall visual appeal in public spaces.
Significant Changes 3 Initiate the planning process for developer fee 3 Begin the construction phase for the Anaheim formula for library services/facilities in the Tennis Center renovation. Platinum Triangle. 3 Identify and implement equitable reductions of 3 Begin the construction phase of the development library service hours, staff assistance, library of the Burris Pit Recreation Area. collections, public access computers, and free programming throughout the City of Anaheim. 3 Monitor the construction process for joint school/ public library adjacent to Ponderosa Park.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Community Services Administration $543,914 $514,922 $514,922 $612,055 Parks 11,009,377 11,382,581 11,390,823 10,955,046 Golf Operations 4,356,970 4,491,531 4,609,134 4,484,989 Recreation/Human and Neighborhood Services 12,180,581 12,589,792 13,398,498 11,956,418 Library Services 11,442,250 11,902,508 12,142,032 10,712,037 Operating Expenditure Total $39,533,092 $40,881,334 $42,055,409 $38,720,545
Capital Improvements 5,016,783 11,467,551 17,412,781 13,898,101 Non-operating Expenditure Total $5,016,783 $11,467,551 $17,412,781 $13,898,101 Department Expenditure Total $44,549,875 $52,348,885 $59,468,190 $52,618,646
FY 2009/10 Adopted Budget 150 City of Anaheim, California Community Services
Community Services Operating Budget of $38,720,545
57.4% Personnel Services
0.5% Capital Outlay 1.5% Debt Service
40.6% Other Operating May not sum to 100% due to rounding
Community Services Operating Budget by Division
$11,956,418 $14,000,000 $10,955,046 $10,712,037 $12,000,000 $10,000,000 $8,000,000 $4,484,989 $6,000,000
$4,000,000 $612,055 $2,000,000 $0 Community Parks Golf Recreation_Human Library Services Operations and Services Administration Neighborhood Services
Community Services Operating Expenditure History
$40,881,334 $42,055,409 $45,000,000 $39,533,092 $38,720,545 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 151 FY 2009/10 Adopted Budget Community Services Community Services Administration
Mission Statement To enrich individuals, families and the community through the provision of services, facilities and programs that improve the quality of life in Anaheim.
Fund Support Community Services Administration is supported entirely by the General Fund.
FY 2009/10 Objectives 3 Implement the Community Services Strategic 3 Implement the Library Services Strategic Plan to Plan to provide a foundation for developing the provide a foundation for developing the performance objectives of the organization's performance objectives of the organization's parks, park planning & development, urban library management team. forestry, golf, recreation, human services and 3 Provide support to the City Manager's Office as neighborhood services management team. needed. 3 Implement an aggressive capital project program within established timelines and budget.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $431,769 $448,044 $448,044 $463,527 Other Operating 111,940 60,646 60,646 148,528 Capital Outlay 205 6,232 6,232 0 Total $543,914 $514,922 $514,922 $612,055
FY 2009/10 Adopted Budget 152 City of Anaheim, California Community Services Parks
Mission Statement The Parks Division is responsible for park and tree maintenance, as well as the acquisition, development and rehabilitation of any new or existing parks and playgrounds.
Fund Support Parks is supported by the General Fund, the Parksites and Playgrounds Fund (a Community Services Facilities fund) and the Public Benefits Program Fund (an Electric Utility fund). In addition, fees and reimbursements partially offset the services of the division.
FY 2009/10 Objectives 3 Maintain City parks in a clean, safe and 3 Trim trees near electrical distribution lines, as aesthetically pleasing manner. needed, to deter electrical outages and ensure uninterrupted electrical services to Anaheim 3 Maintain sports fields in a clean, safe and residents and business owners. professional manner. 3 Complete the budgeted capital project plan. 3 Prune City street and park trees to protect and improve the health of the City's urban forest in order to prevent injury to citizens and damage to private property.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Maintain parks in accordance with the adopted safety and 3333 appearance standards within 3% of the work hours allotted by Park Acreage Standard System (PASS). Percentage of league sports fields prepared per schedule. 100% 100% 100% 100% Percentage of City trees pruned to the standards 97% 97% 97% 97% established by the International Society of Arboriculture (ISA). Efficiency Cost per acre of parks maintained. $11,014 $12,115 $12,115 $12,478 Cost per sports field maintained. $5,322 $5,322 $5,322 $5,482 Cost per tree pruned per ISA standards. $114.27 $101.30 $119.36 $123.00 Cost per tree pruned for line clearance and CPUC $127.41 $120.13 $129.67 $133.21 GO#95.1 Workload Number of park acres maintained per FTE. 10.52 10.52 10.52 10.73 Number of sports fields prepared. 70 70 70 71 Number of City street and park trees pruned. 9,686 7,800 12,450 12,200 Number of trees pruned for line clearance. 8,704 8,500 8,600 8,800 Number of capital projects under design. 9 10 10 6 Number of capital projects under construction/in 1824 acquisition. Number of capital projects completed. 3 4 12 1 1. California Public Utilities Code, General Order #95.
City of Anaheim, California 153 FY 2009/10 Adopted Budget Community Services
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $6,333,746 $6,667,510 $6,667,510 $6,504,701 Other Operating 4,623,634 4,663,074 4,671,316 4,398,348 Debt Service 51,997 51,997 51,997 51,997 Total $11,009,377 $11,382,581 $11,390,823 $10,955,046
FY 2009/10 Adopted Budget 154 City of Anaheim, California Community Services Golf Operations
Mission Statement To provide a quality golf experience producing the highest possible return to the General Fund, while sustaining and improving golf facilities and services in the City of Anaheim.
Fund Support Golf is an Enterprise Fund supported entirely by the Golf Fund and fee revenues.
FY 2009/10 Objectives 3 Improve revenues by competitive fee structuring 3 Reduce expenses wherever possible, while and implementation of contemporary revenue maintaining the environmental assets of the golf development strategies. courses at a quality level consistent with the best standards of the industry.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Total revenue collected per capita. $36.98 $40.80 $38.42 $40.29 Percentage of golfers rating facility as good or better. 75% 75% 75% 75% Efficiency Total cost to maintain golf courses. $2,123,454 $2,213,298 $2,185,010 $2,240,130 Cost per acre maintained. $10,617 $11,066 $10,925 $11,201 Workload Number of rounds played. 153,662 154,000 143,000 145,150 Number of acres maintained. 200 200 200 200
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $553,111 $557,459 $557,459 $587,305 Other Operating 3,206,351 3,166,072 3,170,530 3,329,684 Debt Service 548,000 548,000 548,000 548,000 Capital Outlay 49,508 220,000 333,145 20,000 Total $4,356,970 $4,491,531 $4,609,134 $4,484,989
City of Anaheim, California 155 FY 2009/10 Adopted Budget Community Services Recreation/Human and Neighborhood Services
Mission Statement The Recreation/Human and Neighborhood Services Division is responsible for providing and facilitating opportunities for personal growth and improved health for residents of all ages and abilities while encouraging individual and social responsibility. The division works to improve the "livability" of Anaheim neighborhoods by enabling residents to assist themselves through the creation of partnerships between the City and other community resources.
Fund Support The Recreation/Human and Neighborhood Services Division is supported by the General Fund, Community Development Block Grant Fund, the Neighborhood Improvement Fund (an Other Capital Improvements Fund), and the Public Benefits Program Fund (an Electric Utility Fund). Other sources of revenue include program fees, grants from nonprofit and government agencies, donations and facility rentals.
FY 2009/10 Objectives 3 Create a healthy community through diverse and 3 Provide a "single point of contact" to assist innovative programming in the areas of sports, residents in resolving neighborhood issues by special events, cultural arts, classes, aquatics, responding to resident inquiry contacts within 72 education, leadership development, hours. volunteerism, and day care that will increase 3 Foster and build leadership within neighborhoods cultural unity, provide positive community by creating a leadership training opportunity experiences, foster human development for whereby individuals trained are representative of children, youth and seniors, and create safe at least 75% of the organized neighborhoods in neighborhood parks and facilities. the City. 3 Facilitate collaborative efforts to address social 3 Implement a citizen participation component of problems that impact Anaheim residents, the City's CDBG process in accordance with the including but not limited to: assistance with adopted citizen participation plan. housing, nutrition, health services, educational enhancement, teen pregnancy, substance abuse, 3 Develop partnerships with community-based youth crime/violence, motel and chronic organizations and businesses to expand homelessness, senior nutrition and recreation programs, human services and transportation, continuing education, day care, neighborhood improvement opportunities. therapeutic recreation, child and senior abuse. 3 Continue the renovation of the Anaheim Tennis 3 Facilitate implementation of neighborhood Center. improvement opportunities to assist residents in 3 Solicit funding from public and private grant attaining a better quality of life. programs to subsidize recreation and human 3 Facilitate interdepartmental improvement efforts services programs. in 12 priority neighborhoods through the Neighborhood Improvement Program (NIP).
FY 2009/10 Adopted Budget 156 City of Anaheim, California Community Services
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of NIP priority neighborhoods improved. 12 12 12 12 Number of Priority Neighborhood newsletters distributed. 23,528 35,306 17,653 12,000 Number of Neighborhood Council meetings held per year. 16 16 16 16 Number of residents involved with the CDBG 778 750 810 891 neighborhood councils. Number of neighborhood meetings. 164 141 155 171 Number of residents involved with neighborhood 3,170 1,911 3,496 3,846 improvement assistance meetings. Number of resident inquiry contacts (calls). 805 304 706 777 Total number of Neighborhood Services staff contacts. 28,281 38,383 22,665 17,514 Efficiency Percent of direct operating costs covered by fees: Adult Recreation/Sports Leagues. 100% 100% 100% 100% Youth Recreation/Sports Leagues. 32% 35% 31% 33% Number of Park Ranger contacts. 158,575 127,000 153,000 150,000 Number of Oak Canyon Nature Center participants. 39,568 25,000 35,503 30,000 Workload Number of participants served by: Neighborhood Centers (DTCC/PPFRC/MPFRC). 174,438 175,000 155,000 155,000 Youth Centers (DTYC/WAYC). 211,003 390,000 154,433 131,700 Kids in Action (Participants). 1,285 1,823 1,440 1,200 Project SAY. 23,812 20,477 19,112 20,500 Youth Sports Program. 2,855 3,200 2,600 2,900 Day Camps. 728 575 400 400 Tiny Tots. 383 410 450 500 Recreation Classes/Aquatics. 15,319 14,828 14,400 13,500 Adult Sports Teams. 873 755 876 865 Pearson Park Theater- City Sponsored Shows. 5,822 3,500 6,250 5,000 Public Swim (1 Sa & 1 Su Session per week only) N/A 5,054 6,075 6,350 (New measure for FY 2008/09). Facility Use Permits Processed (New measure for FY N/A N/A N/A 1,480 2009/10).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $7,355,446 $7,530,931 $7,530,931 $7,339,506 Other Operating 4,795,415 5,057,061 5,403,651 4,590,912 Capital Outlay 29,720 1,800 463,916 26,000 Total $12,180,581 $12,589,792 $13,398,498 $11,956,418
City of Anaheim, California 157 FY 2009/10 Adopted Budget Community Services Library Services
Mission Statement Anaheim Public Library opens doors and builds connections to credible resources and collections designed to educate, entertain and enlighten. We promote literacy, lifelong learning, and a love of reading for a more informed and connected community.
Fund Support Library Services is funded by the General Fund, Community Development Block Grant Fund, Library Grants, Developer Fees and donations.
FY 2009/10 Objectives 3 Support neighborhoods through Central, branch, 3 Develop literacy skills through programs and bookmobile and outreach library services. collections that enhance reading. 3 Collaborate with schools to support student 3 Continue capital projects for the renovation of the reading, learning and research. Central and Ponderosa Joint School/City Library. 3 Develop a regional model of service delivery to 3 Celebrate Anaheim's diversity and heritage provide equitable access to core library services through cultural and historical collections and throughout Anaheim programs. 3 Promote the understanding and use of electronic resources and services.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of items circulated annually. 1,653,120 1,500,000 1,600,000 1,500,000 Percent of library card holders. 43% 43% 40% 41% Number of public computer sessions annually. 326,236 310,000 310,000 320,000 Number of public computer assistance transactions 126,709 120,000 149,000 130,000 annually. Efficiency Children's circulation. 1,003,162 915,000 976,000 915,000 Circulation per capita. 4.8 3.9 4.5 4.2 Children's circulation per capita. 11.1 10.9 10.6 9.9 Library collections. 651,976 660,000 655,506 650,000 Collection items per capita. 1.9 1.9 1.8 1.8 Children collections. 260,467 260,467 260,467 260,467 Children’s items per capita. 2.9 2.8 2.8 2.8 Patron assistance per capita. 1.04 0.90 1.05 0.98 Internet computers per 1,000 population. 0.6 0.5 0.5 0.5 Attendance at programs annually. 152,608 120,000 156,738 145,000 Number of programs. 4,406 4,200 4,137 4,000 Audience per program. 35 27 38 36 Number of bookmobile stops scheduled. 943 950 880 865 Percentage of bookmobile stops met. 95% 93% 97% 96%
FY 2009/10 Adopted Budget 158 City of Anaheim, California Community Services
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Workload Hours of service. 19,788 20,000 18,788 17,708 Number of library visits annually. 1,522,883 1,375,000 1,441,000 1,350,000 Number of registered borrowers. 150,156 174,000 140,222 145,000 Number of materials loaned daily. 4,683 4,500 4,500 4,500 Number of materials loaned hourly. 84 84 85 85 Number of information/reference/reader's advisory 360,702 320,000 372,000 350,000 questions answered annually. Number of information/reference queries daily. 1,022 907 1,240 1,167 Number of youth reading program registrants. 8,976 8,600 8,500 8,500
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $7,083,240 $7,577,788 $7,612,788 $7,317,808 Other Operating 4,107,386 3,817,413 4,021,937 3,261,728 Capital Outlay 251,624 507,307 507,307 132,501 Total $11,442,250 $11,902,508 $12,142,032 $10,712,037
City of Anaheim, California 159 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 160 City of Anaheim, California Convention, Sports and Entertainment Convention, Sports and Entertainment
Convention, Sports & Entertainment
Convention Visitor & Grove Arena Stadium Center Convention Operations Operations Operations Operations Bureau
Financial Administration Operations Sportstown Services
Booking and Event Crowd Contract Accounting Services Control Administration
Office Purchasing/ Parking Nursing Automation Stores
Anaheim Box Office/ Facility Receptionists Way Gift Shop Services
Facility Wardrobe Security Maintenance
City of Anaheim, California 161 FY 2009/10 Adopted Budget Convention, Sports and Entertainment Description The Convention, Sports & Entertainment Department manages the operation of the Anaheim Convention Center, administers the management contracts for Angel Stadium of Anaheim, the Honda Center and the Grove of Anaheim, and serves as property manager for the Sportstown Owners' Association responsible for maintaining the common areas of the Sportstown development on the Stadium parking lot.
Mission Statement To serve as an organization dedicated to excellence in its operation and service delivery and to serve as a positive force for community identity and City image.
Goals 3 Plan for future use, development, and 3 Operate and maintain the City of Anaheim's improvements to the City of Anaheim's sports, entertainment facilities in an efficient and cost convention, and entertainment facilities. effective manner. 3 Pursue all opportunities to bring new sports 3 Maximize the City of Anaheim's assets by franchises and events to Anaheim and new maintaining its entertainment facilities in good public facilities for sporting, entertainment and working condition. convention events.
Significant Changes 3 None to report.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Convention Center Operations $39,762,573 $40,030,164 $40,361,707 $36,828,006 Visitor & Convention Bureau 6,126,232 7,523,493 7,523,493 6,600,205 Stadium Operations 4,839,555 4,856,782 4,871,832 4,768,492 Arena Operations 2,149,268 2,273,609 2,273,609 2,204,640 Grove Operations 25,762 0 30,960 30,500 Operating Expenditure Total $52,903,390 $54,684,048 $55,061,601 $50,431,843
Capital Improvements 5,446,567 3,250,000 7,552,334 7,425,000 Non-operating Expenditure Total $5,446,567 $3,250,000 $7,552,334 $7,425,000 Department Expenditure Total $58,349,957 $57,934,048 $62,613,935 $57,856,843
FY 2009/10 Adopted Budget 162 City of Anaheim, California Convention, Sports and Entertainment
Convention, Sports and Entertainment Operating Budget of $50,431,843
35.3% Personnel Services
2.5% Capital Outlay 35.5% Other Operating
26.7% Debt Service May not sum to 100% due to rounding
Convention, Sports and Entertainment Operating Budget by Division
$36,828,006 $40,000,000
$30,000,000
$20,000,000 $6,600,205 $2,204,640 $10,000,000 $4,768,492 $30,500
$0 Convention Visitor Stadium Arena Grove Center and Operations Operations Operations Operations Convention Bureau
Convention, Sports and Entertainment Operating Expenditure History
$52,903,390 $54,684,048 $55,061,601 $60,000,000 $50,431,843 $50,000,000
$40,000,000
$30,000,000
$20,000,000
$10,000,000
$ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 163 FY 2009/10 Adopted Budget Convention, Sports and Entertainment Convention Center Operations
Mission Statement To provide a versatile, first class venue, reflecting the pride of Anaheim that offers people from throughout the world an opportunity to learn, interact and exchange ideas.
Fund Support The Convention Center is funded from space rental, parking fees, food and beverage revenues, utility revenues, and miscellaneous sources, and funds its operations without a General Fund subsidy for operating expenses.
FY 2009/10 Objectives 3 Develop and implement an expansion plan for 3 Enhance the facility recycling program and obtain the Convention Center. LEEDS certification. 3 Operate the Convention Center with all expenses 3 Upgrade access control throughout the facility. (other than debt service and district fees) paid for 3 Upgrade the website. from operating revenues. 3 Add a second freight elevator to the second and 3 Maintain the Convention Center in excellent third floor meeting room levels. working condition and a high standard of cleanliness. 3 Upgrade and expand the security office. 3 Fund all capital projects and capital maintenance 3 Finalize the telecommunications agreement. from Convention Center reserves. 3 Increase sponsorship relationships. 3 Increase bookings of short-term business including meetings, concerts, sporting events and filming/photo shoots.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Annual percent of occupancy.1 60% 70% 57% 67% Contribution/(Draw) from fund balance. $(2,224,000) $(5,531,000) $(5,881,000) $(6,583,000) Percentage of scheduled preventative maintenance 100% 100% 100% 100% completed annually. Efficiency Operating revenue per guest.2 $26.08 $23.37 $23.37 $23.71 Operating cost per guest.3 $24.39 $22.72 $22.93 $23.60 Workload Number of events serviced per year. 339 350 315 304 Number of guests per year. 1,008,000 1,150,000 1,050,000 1,100,000 1. Based on 365 days per year. Occupancy based only on Exhibit Halls A-D. 2. Excludes net income from the Grove. 3. Excludes debt, capital outlay, resort maintenance and City indirect overhead.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $16,541,465 $17,338,724 $17,344,564 $17,359,932 Other Operating 10,022,431 9,953,071 10,189,589 9,904,599 Debt Service 12,329,249 12,039,782 12,039,782 8,884,775 Capital Outlay 869,428 698,587 787,772 678,700 Total $39,762,573 $40,030,164 $40,361,707 $36,828,006
FY 2009/10 Adopted Budget 164 City of Anaheim, California Convention, Sports and Entertainment Visitor & Convention Bureau
Mission Statement To position Anaheim and Orange County as a premier visitor and convention destination.
Fund Support The Anaheim/Orange County Visitor and Convention Bureau receives funding from the City of Anaheim, which contributes 12% of 12/15ths of the net transient occupancy taxes collected (after adjustment for Anaheim Resort Bonds) and supplements this with dues from Bureau members.
FY 2009/10 Objectives 3 To aggressively sell, promote and market the 3 To provide benefit to the City of Anaheim Anaheim Resort and Orange County as the (transient occupancy tax) as well as our premier convention and leisure destination while members and marketing partners. being the authoritative source of travel industry information for consumers, clients, media and members.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of events during the year. 783 710 710 740 Number of room nights per year. 722,000 745,000 745,000 715,000 Economic impact per delegate.1 $989$989$989$989 Economic impact per visitor. $179 $156 $188 $183 Efficiency Booking cost per delegate.2 $5.13 $5.38 $5.38 $4.76 Booking cost per visitor.3 $0.14 $0.15 $0.15 $0.14 Workload Number of delegates/attendees per year. 1,193,000 1,295,000 1,295,000 1,230,000 Number of visitors per year. 44,120,000 45,500,000 45,500,000 42,000,000 1. The DMA (formerly IACVB) has revised the spending amount per delegate for first tier cities from $1,400 to $989 per delegate. 2. The efficiency measures shown do not include the V&CB's entire budget and therefore should not be used in comparison with other V&CB measures where the entire budget is included. Also, the efficiency measures shown exclude expenses for City promotions. 3. Ibid.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Other Operating $6,126,232 $7,523,493 $7,523,493 $6,600,205 Total $6,126,232 $7,523,493 $7,523,493 $6,600,205
City of Anaheim, California 165 FY 2009/10 Adopted Budget Convention, Sports and Entertainment Stadium Operations
Mission Statement Administer the lease with the Angels Baseball, LP for operation of Angel Stadium of Anaheim, and oversee the Sportstown development and operation.
Fund Support The Stadium is funded from Sportstown land leases and parking license fees, baseball threshold revenues, City parking lot event rentals, and Anaheim Redevelopment Agency tax increment revenues.
FY 2009/10 Objectives 3 Maximize the number of revenue generating 3 Adhere to the terms and provisions of the events in the Stadium parking lot. Stadium and Sportstown tenant agreements. 3 Serve as property manager for the Sportstown complex in accordance with the Sportstown Declaration of Covenants, Conditions, and Restrictions.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of Stadium/Sportstown expense recovery. 131% 130% 129% 121% Total City revenues. $356,000 $219,000 $219,000 $121,000 Percentage of Stadium ongoing administrative overhead 145% 87% 85% 48% costs (excluding insurance, Amtrak & legal fees) recovered through City parking lot revenues. Efficiency Total number of City parking lot events. 15 11 11 5 Total number of City parking lot event days. 71 48 48 20 Percentage of Sportstown Tenant requests addressed 100% 100% 100% 100% within two business days. Workload Total Stadium events held per year. 114 111 111 105
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $303,588 $302,396 $302,396 $318,929 Other Operating 1,123,364 1,122,532 1,137,582 1,027,314 Debt Service 2,864,939 2,877,891 2,877,891 2,862,092 Capital Outlay 547,664 553,963 553,963 560,157 Total $4,839,555 $4,856,782 $4,871,832 $4,768,492
FY 2009/10 Adopted Budget 166 City of Anaheim, California Convention, Sports and Entertainment Arena Operations
Mission Statement To provide a first class Arena for professional sports franchises and entertainment events.
Fund Support The Arena is funded through proceeds received from several bond re-financings and a transfer from the General Fund.
FY 2009/10 Objectives 3 Inspect Arena maintenance on a regular basis to 3 Conduct necessary audits of Arena operation to provide any areas of concern to Arena ensure City's rights under the management management. agreement. 3 All debt service and contract administration costs are to be covered by the 1% Transient Occupancy Tax transfer from the General Fund.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Annual percentage of occupancy. 43% 43% 43% 42% Efficiency Dollar amount of profit share to City.1 $0 $0 $0 $0 Workload Number of events held per year. 158 157 157 153 Number of guests per year. 1,475,000 1,520,000 1,520,000 1,345,000 1. City of Anaheim shares in Net Profit only when Honda Center profit exceeds $12 million per year in accordance with the agreement.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $149,432 $143,745 $143,745 $143,846 Other Operating 290,336 411,414 411,414 338,819 Debt Service 1,709,500 1,718,450 1,718,450 1,721,975 Total $2,149,268 $2,273,609 $2,273,609 $2,204,640
City of Anaheim, California 167 FY 2009/10 Adopted Budget Convention, Sports and Entertainment Grove Operations
Mission Statement To administer the agreement with Nederlander-Grove for the management of the Grove of Anaheim.
Fund Support The purchase of the Grove of Anaheim was accomplished with a one-time transfer from the Convention Center Fund. The Grove of Anaheim's operations are funded from space rental, food and beverage revenues, parking revenues and miscellaneous sources. The facility funds its operations without a General Fund subsidy. The City of Anaheim and Nederlander-Grove share 50/50 in the net operating revenues as well as the operating losses; however, the City of Anaheim's potential share of an operating loss is capped at $200,000 per year. The Grove of Anaheim pays an annual parking license fee to the City in the amount of $315,000 (adjusted annually for CPI) for Sportstown common area maintenance.
FY 2009/10 Objectives 3 Ensure operation of the Grove of Anaheim 3 Conduct necessary audits of the Grove of sustains positive fiscal results. Anaheim operations to ensure City's rights under the management agreement. 3 Inspect the Grove of Anaheim maintenance on a regular basis to provide any areas of concern to Grove management.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Annual percentage of occupancy. 77% 82% 82% 67% Percentage of operating expenditures covered by 100% 100% 100% 100% operating revenues. Efficiency Dollar amount of annual net profit realized at the Grove of $377,000 $379,000 $379,000 $322,000 Anaheim. Workload Number of events held per year. 280 300 300 244 Attendance at Grove events. 195,000 225,000 225,000 196,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Other Operating $25,762 $0 $30,960 $30,500 Total $25,762 $0 $30,960 $30,500
FY 2009/10 Adopted Budget 168 City of Anaheim, California Finance Finance
Finance
Risk Information Budget Accounting Purchasing Management Services
Risk Information Accounting Purchasing Management Services
Safety Communication Payroll Reprographics Administration Services
Debt Administration Mail
Central Store/ Warehouse
City of Anaheim, California 169 FY 2009/10 Adopted Budget Finance Description The Finance Department assists other departments in the City in meeting their service objectives by allocating and monitoring the City's financial resources, processing payroll and other financial transactions and procuring goods and services. The department bills most City revenues, monitors the City's debt and trustee activity and oversees all City computer systems, including personal computers and network infrastructure. The department is also responsible for administering a comprehensive risk management program designed to protect the City's assets and resources from loss, as well as administering the City's safety program.
Mission Statement To provide professional support to City management for making fiscal and organizational decisions necessary to plan and implement the optimum use of City resources.
Goals 3 Maintain the City's financial health and sound 3 Minimize the exposure to loss of the City's financial condition. resources and assets, both human and financial, through effective utilization of professional risk 3 Monitor and report on the financial position of the management techniques. City and serve as a support service for other City departments.
Significant Changes 3 Cash Collections & Deposits has been transferred from the Finance Department to the City Treasurer's Office.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Finance Administration $381,619 $314,207 $314,207 $329,894 Accounting 4,836,215 5,023,893 5,023,893 4,983,607 Purchasing 2,707,293 2,691,185 2,726,417 2,622,676 Information Services 12,448,202 15,084,755 15,343,325 14,983,427 Budget 901,244 978,969 987,732 945,301 Risk Management 1,964,527 2,157,423 2,158,928 2,208,727 Operating Expenditure Total $23,239,100 $26,250,432 $26,554,502 $26,073,632
Resort and Fiduciary Debt Service 25,305,511 29,502,460 29,502,460 30,164,678 Insurance 11,678,615 15,146,400 15,146,400 14,459,400 Non-operating Expenditure Total $36,984,126 $44,648,860 $44,648,860 $44,624,078 Department Expenditure Total $60,223,226 $70,899,292 $71,203,362 $70,697,710
FY 2009/10 Adopted Budget 170 City of Anaheim, California Finance
Finance Operating Budget of $26,073,632
24.0% Personnel Services
5.4% Capital Outlay
70.6% Other Operating
May not sum to 100% due to rounding
Finance Operating Budget by Division
$14,983,427
$15,000,000
$10,000,000 $4,983,607 $2,208,727 $2,622,676 $5,000,000 $329,894 $945,301
$0 Finance Accounting Purchasing Information Budget Risk Administration Services Management
Finance Operating Expenditure History
$26,250,432 $26,554,502 $26,073,632 $23,239,100 $25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 171 FY 2009/10 Adopted Budget Finance Finance Administration
Mission Statement The Finance Administration Division establishes goals and priorities for the Department and provides leadership and support to the five operating divisions. The Division ensures excellent service delivery, while maintaining conformance with standard accounting and budgetary principles.
Fund Support Finance Administration is supported by the General Fund.
FY 2009/10 Objectives 3 Provide direction, coordination and oversight for 3 Serve as the liaison to the City Manager for all all activities of the five operating divisions of the relevant departmental activities. department.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $356,548 $291,069 $291,069 $307,206 Other Operating 25,071 23,138 23,138 22,688 Total $381,619 $314,207 $314,207 $329,894
FY 2009/10 Adopted Budget 172 City of Anaheim, California Finance Accounting
Mission Statement The Accounting Division monitors and reports on the financial position of the City and functions as a support service for other City departments. It monitors, records and reports all financial transactions, coordinates and prepares the City's annual financial statements and administers the City's outstanding debt to ensure the legal requirements of bond documents are met. The Division also provides oversight for the City's system of internal controls to safeguard the assets of the City, administers the reporting of capital assets, processes miscellaneous billings for amounts owed to the City (with the exception of utility billings), and processes all invoices to the City for goods and services purchased, and generates and distributes the City's payroll.
Fund Support The Accounting Division is supported by the General Fund and Internal Service Funds.
FY 2009/10 Objectives 3 Provide exceptional, responsive service to both 3 Process payments for goods and services and internal and external customers. pay all vendors with accuracy and timeliness taking advantage of any discounts offered and 3 Prepare the City's Comprehensive Annual paying within the terms agreed upon. Financial Report (CAFR) in conformance with standards of the Governmental Finance Officers 3 Generate miscellaneous City invoices (non-utility Association of the United States and Canada's customers) for entities and individuals owing the (GFOA) Certificate of Achievement for City money. Excellence in Financial Reporting Program. 3 Administer the capital asset system to record and 3 Monitor the City's debt to ensure principal and track the acquisition and disposal of all City interest payments are accurate and timely, capital assets. monitor trustee activity to ensure trustees are 3 Process and distribute payroll for all City meeting all the requirements of the indentures employees accurately and timely, prepare and monitor market conditions to take advantage quarterly and annual tax reports, and process of favorable rates to minimize the cost of debt. and distribute W-2 forms.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of consecutive years receiving GFOA Certificate 33 34 34 35 for Annual Financial Report. Percentage of invoices paid within 30 days. 99.5% 99.5% 99.5% 99.5% Percentage of paychecks via direct deposit. 78% 75% 78% 78% Collection rate of accounts receivable. 98% 98% 98% 98% Efficiency Number of accounts payable checks processed per FTE 5,207 4,940 5,215 5,215 assigned. Number of payroll checks processed per FTE assigned. 28,473 26,540 28,276 28,276 Number of accounts receivable invoices processed per 7,865 7,960 7,712 7,712 FTE assigned. Workload Number of accounts payable checks issued. 27,336 25,935 27,377 27,377 Number of accounts receivable invoices processed. 10,225 10,344 10,026 10,026
City of Anaheim, California 173 FY 2009/10 Adopted Budget Finance
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,964,603 $2,005,108 $2,005,108 $1,971,781 Other Operating 2,861,016 3,001,785 3,001,785 3,011,826 Capital Outlay 10,596 17,000 17,000 0 Total $4,836,215 $5,023,893 $5,023,893 $4,983,607
FY 2009/10 Adopted Budget 174 City of Anaheim, California Finance Purchasing
Mission Statement The Purchasing Division is responsible for the procurement of all materials, supplies and contractual services and provides copying, printing, mailing and warehouse services for all City departments. The Purchasing Division also manages surplus disposal and operates the City's Purchasing Card program.
Fund Support The Purchasing Division is supported by the General Fund and the Duplicating and Printing Fund, which consists of intragovernmental charges for services from user departments.
FY 2009/10 Objectives 3 Timely and cost-effective procurement of the 3 Provide quality in-house copying, printing and goods and services required by the various City related services and coordinate outside printing programs in compliance with all applicable services for City departments. provisions of the City Charter, Municipal Code, 3 Sort and distribute all City mail in a timely, Council Policies and Administrative Regulations. accurate and cost-effective manner.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Average days to process a purchase order (all purchase 5555 order values are included in average). Percentage of incoming/outgoing mail processed the 98% 98% 98% 98% same day. Percentage of in-house print jobs completed within 24 98% 98% 99% 99% hours. Efficiency Number of master agreements. 1,177 900 950 950 Number of delivery orders issued. 13,605 13,000 13,500 14,000 Number of staff reports issued per buyer. 21 30 30 25 Number of purchasing card transactions. 31,835 33,000 33,000 31,000 Average cost of black and white photocopies in $0.057 $0.053 $0.047 $0.047 Reprographics (each). Workload Number of formal solicitations per buyer. 59 64 60 60 Number of purchase order documents. 16,174 17,000 17,000 16,500 Average pieces of mail handled each day. 5,600 5,600 5,500 5,500 Number of printing requisitions and copies processed in- 2,609 3,100 2,300 2,300 house. Number of print jobs outsourced. 1,419 1,400 1,200 1,200
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,128,384 $1,146,585 $1,146,585 $1,126,206 Other Operating 1,562,528 1,530,183 1,565,415 1,477,970 Capital Outlay 16,381 14,417 14,417 18,500 Total $2,707,293 $2,691,185 $2,726,417 $2,622,676
City of Anaheim, California 175 FY 2009/10 Adopted Budget Finance Information Services
Mission Statement Information Services Division ensures user departments are supported with current technology and expertise at the lowest possible cost and with a system that is responsive to future technological improvements. The Division maintains and manages the City's telephone and computer systems including the AS/400 computer, application, database and file servers, personal computers and the network infrastructure.
Fund Support The Information Services Division is supported by intragovernmental service charges within the Information Services and Municipal Facilities Maintenance Funds.
FY 2009/10 Objectives 3 Work closely with the City's Information Services 3 Provide support for all the existing software contractor to ensure all tasks identified on the applications operating on the City's various Annual Work Plan are completed accurately and computing platforms. efficiently. 3 Continue to support the City's internal and 3 Ensure the Information Services Contractor external websites. maintains the Help Desk and all trouble tickets 3 Maintain the service and reliability of the City's in- are resolved within three working days. house telephone systems.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Total AS/400 transactions processed (in millions). 34 45 45 45 Percentage of telephone outages repaired within 24 100% 100% 100% 100% hours. Efficiency Number of PCs, printers and PDAs per technical support 432 420 420 420 person. Number of trouble tickets per help desk FTE. 8,700 8,000 8,000 8,000 Number of servers per technical network person. 30 28 28 28 Workload Number of network accounts supported. 2,150 2,200 2,200 2,200 Number of repair tickets. 27,800 24,000 25,000 25,000 Number of new service requests. 7,250 7,500 7,500 7,500 Number of servers supported. 283 280 285 270
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $560,790 $639,562 $639,562 $609,913 Other Operating 11,379,841 13,132,739 13,132,739 12,986,060 Capital Outlay 507,571 1,312,454 1,571,024 1,387,454 Total $12,448,202 $15,084,755 $15,343,325 $14,983,427
FY 2009/10 Adopted Budget 176 City of Anaheim, California Finance Budget
Mission Statement The Budget Division oversees the administration of the City's annual budget and collection of revenues due to the City.
Fund Support The Budget Division is supported by the General Fund.
FY 2009/10 Objectives 3 Develop and report revenue projections to the 3 Report to the City Manager on transient City Manager. occupancy tax (TOT) revenue monthly and sales tax revenue quarterly. 3 Review and analyze budget proposals for all City programs and projects, make recommendations 3 Review and process requests for appropriation to the City Manager and produce a balanced and allotment adjustments and enter appropriate budget in accordance with City, State and changes into the financial system within two Federal requirements. working days. 3 Administer the City's annual budget through 3 Review office automation requests and respond monthly review and analysis of the City's within two working days. revenues and expenditures and coordinate with 3 Provide oversight of the City's five-year Capital City departments to ensure they are operating Improvement Program (CIP) to ensure the within the budget and fund balances are appropriateness of proposed funding. maintained as projected.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of time a balanced budget is presented to the 100% 100% 100% 100% City Manager by May. Number of TOT reports provided to the City Manager. 12 12 12 12 Efficiency Percentage of time appropriation and allotment change 98% 96% 96% 98% requests are responded to within two working days. Percentage of time office automation requests are 99% 99% 99% 99% responded to within two working days. Workload Number of expenditure change documents processed 1,262 1,500 1,500 1,500 annually. Number of revenue change documents processed 371 330 330 330 annually.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $510,450 $564,730 $564,730 $588,977 Other Operating 385,706 406,239 415,002 356,324 Capital Outlay 5,088 8,000 8,000 0 Total $901,244 $978,969 $987,732 $945,301
City of Anaheim, California 177 FY 2009/10 Adopted Budget Finance Risk Management
Mission Statement Minimize the exposure to loss of the City's resources and assets, both human and financial, through effective utilization of professional risk management techniques, such as risk identification and evaluation, risk control (pre- and post-loss), risk transfer (insurance and non-insurance), and risk financing (traditional and non-traditional).
Fund Support The Risk Management Division is fully supported by the Insurance Fund (part of the General Benefits and Insurance Fund grouping) through interest on reserves and intragovernmental charges to user departments.
FY 2009/10 Objectives 3 Continue to implement new, and manage 3 Manage the City's self-insured, self-administered existing, risk management programs to achieve a civil liability claims program in a professional and balance of the lowest cost-of-risk at the lowest efficient manner and treat claimants fairly and practical operating cost. courteously, while properly applying applicable law to ensure the City pays what it owes and 3 Provide knowledgeable and professional-level does not pay what it does not owe. consulting advice to City departments on all aspects of risk management, with an emphasis 3 Manage the City's industrial safety, health, and on managing risk rather than simply utilizing risk regulatory compliance programs to ensure that avoidance. departments are provided with competent, timely and professional-level consulting, direction, 3 Manage the City's self-insured, self-administered guidance and support: to (i) protect employees workers' compensation claims program in a from, or minimize the severity of, workplace injury professional and efficient manner that is openly and illness, and (ii) ensure a high level of accessible to injured employees and sensitive to compliance with Federal, State, and local their needs, while properly applying applicable regulations. State law to ensure the City pays what it owes, in a full and timely manner, and does not pay what it does not owe.
FY 2009/10 Adopted Budget 178 City of Anaheim, California Finance
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Hard dollar City cost saving from Risk Management 980% 750% 750% 850% programs, as a percentage of the Division's operating budget. Regarding workers' compensation claims: Percentage of medical bills paid in less than 45 days 98% 90% 90% 90% from the date of receipt (including time allowance for outside bill review and adjustment). Percentage of all indemnity employees contacted 96% 90% 90% 90% within three working days of receipt of claim. Percentage of all civil liability claims closed within six 51% 40% 40% 40% months of inception. Maintain an industrial safety and health disabling injury 62% 25% 25% 25% incident rate at least 25% below the average for public entities in California. Efficiency Number of FTEs required to develop, implement, and 13.5 13.5 13.5 13.5 manage top-quality programs. Workload Number of risk management-related consults or contract 1,660 1,640 1,640 1,625 reviews/negotiations with departments (includes safety office). Number of workers' compensation claims (filed). 330 333 333 320 Number of workers' compensation claims (open). 629 632 632 620 Number of civil liability claims (filed). 421 475 475 475
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,450,043 $1,519,708 $1,519,708 $1,661,379 Other Operating 510,021 630,740 632,245 540,373 Capital Outlay 4,463 6,975 6,975 6,975 Total $1,964,527 $2,157,423 $2,158,928 $2,208,727
City of Anaheim, California 179 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 180 City of Anaheim, California Fire Fire
Fire
Emergency Administration Operations Preparedness
Emergency Fire Support Homeland Metro Net Medical Administration Services Security Dispatch Services
Fire Suppression Community Fire Disaster Hazardous and Relations Mapping Preparedness Materials Rescue
Emergency Metro Medical Disney Used Oil Life Operations Response Paramedic Block Grant Safety Center System Services
Hazmat Admin North Net Fire Environmental Urban Search Arson Joint Powers Training Protection and Rescue Investigations Authority Center
City of Anaheim, California 181 FY 2009/10 Adopted Budget Fire Description The Fire Department is an "all-risk" public safety agency, consisting of the Administration Division, Operations Division, and Emergency Preparedness Division. Fire Department responsibilities include: fire, rescue and emergency medical services, homeland security defense, disaster response coordination, public safety education, fire suppression training, planning and development services, GIS mapping, fire code enforcement, fire/arson investigation, hazardous materials emergency response and remediation, wild land defense, 9-1-1 communications and dispatch services and inter-regional emergency response coordination.
Mission Statement The Anaheim Fire Department, a nationally recognized provider of fire services, will:
3 Be the ultimate resource for fire protection, 3 Create an environment where employees are prevention, rescue, emergency services and life- valued and nurtured, career development and safety educational assistance. mentoring is paramount to employee growth, and that focuses on three qualities of leadership, trust and accountability. 3 Be financially responsible with all department resources.
Goals 3 Manage department operations efficiently, so that 3 Provide and maintain a safe environment for the the highest quality of service is provided to residents and businesses of Anaheim through a Anaheim in the protection of life, property and professional balance of education, engineering environment. and enforcement. 3 Provide excellent fire, rescue and emergency 3 Provide a safe work environment with the goal to medical services. reduce employee injury rates and severity. 3 Provide quality training to ensure proficiency in all 3 Continue to seek alternate funding sources, such areas of responsibilities. as grants, to offset costs and continue to ensure preparation for response to and recovery from, all 3 Promote safety awareness through community hazards including terrorism. education. 3 Continue to maintain the operational readiness of the Emergency Operations Center and manage the disaster reimbursement process.
Significant Changes 3 The Platinum Fire Station 12 project has been 3 Budget reductions may have an impact on delayed due to economic conditions. emergency response times.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Fire Administration $6,277,090 $6,838,476 $7,211,777 $7,265,630 Fire Operations 51,034,044 53,549,855 53,624,738 51,677,616 Emergency Preparedness 587,054 981,579 1,220,205 1,214,599 Operating Expenditure Total $57,898,188 $61,369,910 $62,056,720 $60,157,845
FY 2009/10 Adopted Budget 182 City of Anaheim, California Fire
Fire Operating Budget of $60,157,845
84.0% Personnel Services
0.6% Capital Outlay
15.5% Other Operating
May not sum to 100% due to rounding
Fire Operating Budget by Division
$51,677,616 $60,000,000 $50,000,000 $40,000,000 $30,000,000
$20,000,000 $7,265,630 $1,214,599 $10,000,000 $0 Fire Fire Emergency Administration Operations Preparedness
Fire Operating Expenditure History
$61,369,910 $62,056,720 $57,898,188 $60,157,845 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 183 FY 2009/10 Adopted Budget Fire Fire Administration
Mission Statement To coordinate and manage the support functions of the Fire Department and to ensure Anaheim has the highest quality of service in the protection of life, property and environment. Our position as a target hazard due to our resort destination has necessitated our efforts, which is directed towards the safety of our customers from terrorist actions. The Fire Department, in conjunction with the Police Department and surrounding communities, is tasked with oversight of grant funds enabling us to improve the communications and interoperability between Federal and State agencies, and numerous cities and counties in the case of a mass casualty or weapons of mass destruction event.
Fund Support The Administration Division is supported through a combination of user fees, reimbursements, State and Federal grants and the General Fund.
FY 2009/10 Objectives 3 Develop, monitor and administer the 3 Provide timely plan checks and inspection department's annual operating budget in a services to further the economic development of fiscally responsible manner. the City. 3 Administer the department's payroll function and 3 Beginning in 2009, Hazardous Materials Section implement policy enhancements to ensure will connect to the State data exchange system. compliance with all City policies and procedures. 3 Implement Best Practices. 3 Coordinate the implementation of information 3 Develop a long term capital plan. technology in department operations. 3 Continue to provide technical expertise, training 3 Ensure the proper maintenance of apparatus and and management to support the Engine facilities so all local, State and Federal standards Company Fire Inspection Program. are met. 3 Continue to provide plan check and inspection 3 Maintain the department's fixed assets through services to ensure that State mandated Safety the development of a purchasing and inventory and Panic Standards are met at the numerous system. trade shows and special events that are 3 Expand department involvement in public prominent throughout the City. education programs, specifically in primary schools.
FY 2009/10 Adopted Budget 184 City of Anaheim, California Fire
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Efficiency Cost of staff time dedicated to payroll/staffing policy $63,000 $64,890 $64,890 $64,890 development and refinement. Cost of technology upgrades and enhancements, mobile $85,000 $150,000 $150,000 $65,000 data computers (MDC), wireless connectivity. Workload Hours needed to administer the payroll function. 1,888 1,888 1,888 1,888 Number of apparatus or facilities that require repair. 38 42 42 42 Number of visitations and presentations provided. 250 325 325 275 Total number of business inspections scheduled for 9,177 8,800 8,800 8,500 engine companies and Fire Prevention staff. Number of operational permits (regulated by the fire code) 1,656 1,648 1,648 1,625 issued per calendar year. Number of trade show and special event plan checks and 424 391 391 375 inspections. Number of new construction plan checks. 1,100 1,300 1,300 900 Number of new construction inspections. 1,850 1,950 1,950 1,600 Number of underground storage tank inspections. 255 190 190 251 Number of hazardous materials business plan inspections. 940 830 830 903 Number of hazardous waste inspections. 667 590 590 592 Number of above ground storage tank inspections. 52 42 42 37 Number of Cal ARP (California Accidental Release 6335 Prevention) inspections. Number of tiered permitting program inspections. 45 34 30 30 Number of hazardous materials plan check inspections. 113 205 205 90
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $3,308,585 $3,963,752 $3,963,752 $4,240,414 Other Operating 2,846,016 2,715,689 2,920,026 2,745,100 Capital Outlay 122,489 159,035 327,999 280,116 Total $6,277,090 $6,838,476 $7,211,777 $7,265,630
City of Anaheim, California 185 FY 2009/10 Adopted Budget Fire Fire Operations
Mission Statement To provide excellent fire, rescue and emergency medical services to all those who live, work and play in the City of Anaheim, so the number of fires, deaths and injuries are minimized. Evaluate effectiveness of Fire Department in all areas of emergency management to include fire suppression, hazardous materials release, emergency medical service, fire prevention and technical rescue; initial training and supervision of the probationary period training and performance of all new recruit firefighters; and employee and supervisory development training to all employees.
Fund Support The General Fund, service fees, contract revenues and reimbursements support the Fire Operations Division.
FY 2009/10 Objectives 3 Manage the budget for the Operations Division in 3 Ensure contract compliance for paramedic a fiscally responsible manner. services in the Disney Resort area. 3 Ensure contract compliance with Care 3 Continuation of department suppression training. Ambulance, Inc. by conducting a quality 3 Continuation of department suppression training. assurance program for ambulance transports and billing/collections for the paramedic program.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Efficiency Cost per advanced life safety (ALS) emergency medical $620$657$657$696 incident response. Paramedic revenue collected (ALS transport). $720,000 $720,000 $720,000 $650,000 EMS response billed service fees. $960,000 $960,000 $960,000 $900,000 Paramedic Subscription Program fees. $1,651,646 $1,629,803 $1,629,803 $1,580,000 Amount of medical supply reimbursements. $240,000 $260,000 $260,000 $280,000 Actual ambulance response time compliance rate. 95% 95% 95% 95% (Contract specifies a 90% response time standard). Proficiency rate in all skill areas for entire suppression 100% 100% 100% 100% force. (Goal is to maintain 80% proficiency). Fire Investigation: determination of cause and origin rates. 100% 100% 100% 100% Number of ambulance calls. 22,379 23,452 23,452 24,500 Workload Amount of outstanding receivables or bad debt collected. $10,000 $45,000 $45,000 $65,000 Number of unit responses in Anaheim. 57,972 58,700 58,700 59,000 Number of incident responses reported in NFIRS.1 30,000 28,314 28,314 30,000 Staff time (in hours) committed to administering budget 240 265 265 300 within approved levels. Number of arson cases investigated. 256 135 135 140 1. National Fire Incident Reporting System (NFIRS).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $43,859,201 $46,778,884 $46,778,884 $45,296,794 Other Operating 5,458,084 6,706,341 6,733,194 6,334,822 Capital Outlay 1,716,759 64,630 112,660 46,000 Total $51,034,044 $53,549,855 $53,624,738 $51,677,616
FY 2009/10 Adopted Budget 186 City of Anaheim, California Fire Emergency Preparedness
Mission Statement The Homeland Security Bureau, in collaboration with Anaheim Police, is responsible for oversight of State and Federal grant programs including; the State Homeland Security and Federal Urban Area Security Initiative funds. Additionally, the bureau oversees planning and command functions for special events occurring in the City.
The Training Section is tasked with providing 240 annual hours of in-service training to each Fire Department member in all areas of technical rescue; initial training and supervision of the probationary period training and performance of all new recruit firefighters; and employee and supervisory development training to all employees. The Training Section Also manages the North Net Regional Fire Training Center.
The Office of Disaster Preparedness primary mission is to ensure the operational readiness of the City of Anaheim Emergency Operations Center and to ensure compliance with emergency disaster plans. The office is also responsible for disaster recovery operations including financial recover with FEMA and Cal EMA. The office ensures that both City employees and residents are as prepared as possible for disasters that are natural or man-made. This is accomplished by providing: employee and citizen education in preparedness, training employees in disaster response, management, and recovery.
Fund Support The Emergency Preparedness Division is supported through a combination of the General Fund, Federal grants, State grants, and reimbursements.
FY 2009/10 Objectives 3 Manage the budget for the Emergency 3 Ensure State and Federal grant guidelines and Preparedness Division in a fiscally responsible deadlines are met. manner. 3 Update the City of Anaheim Hazard Mitigation 3 Meet local, State and Federal mandates relating Plan. to emergency medical service and emergency 3 Develop the City of Anaheim Continuity of response training. Operations Plan. 3 Coordinate planning and development for 3 Continue expansion of the Fire Department Homeland Security and Anti-terrorism response. Terrorism Liaison Officer Program. 3 Elevate the City’s level of preparedness to 3 Continue to implement the Hazardous Materials respond as a whole to a disaster through programs and improve efficiency by advancing continued development and expansion of the portable technical capabilities to the Hazardous Enterprise Virtual Operations Center (EVOC) and Materials Section field personnel. other technology.
City of Anaheim, California 187 FY 2009/10 Adopted Budget Fire
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Efficiency Number of NIMS trained employees. 3,080 3,141 3,141 3,200 Percent of cost recovery on school disaster preparedness N/A N/A N/A 100% training (new measure for FY 2009/10). Percent of cost recovery on CPR and first aid classes N/A 100% 100% 100% (new measure for FY 2008/09). Workload Annual training hours per firefighter. 240 260 260 240 Hours spent revising City Disaster and Hazard Mitigation 250 1,000 1,000 1,200 Plan and development of Continuity of Operation Plan. Number of disaster response training hours delivered to 1,200 4,532 4,532 1,600 City residents (CERT). Number of in-service skills maintenance training hours 57,600 57,600 57,600 57,600 delivered. Number of recruit training hours delivered. 10,000 10,000 10,000 2,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $325,648 $656,461 $895,087 $985,173 Other Operating 240,412 299,532 299,532 223,582 Capital Outlay 20,994 25,586 25,586 5,844 Total $587,054 $981,579 $1,220,205 $1,214,599
FY 2009/10 Adopted Budget 188 City of Anaheim, California Human Resources Human Resources
Human Resources
Administration
Human Organizational Classification & Employee Resources Development & Benefits Recruitment Compensation Relations Information Training Services
City of Anaheim, California 189 FY 2009/10 Adopted Budget Human Resources Description The Human Resources Department provides expert, comprehensive and cost effective services and advice to all City departments by conducting recruitments, providing employee development, handling all labor relations, and managing a responsive employee benefits program. The department is also responsible for maintaining job classification and compensation information and oversees the Human Resources Information System database.
Mission Statement To provide effective, timely and innovative human resource services and leadership to attract, retain and develop quality employees making Anaheim a special place to live, work and play.
Goals 3 Attract and retain qualified employees through 3 Administer the activities of the Deferred the use of progressive recruitment techniques Compensation and Retiree Health Savings and competitive compensation and benefit programs in accordance with the plan documents systems. and City policies, while providing excellent customer service to both active and retiree plan 3 Provide services and resources to department participants. managers and supervisors to help them strategically manage the City's workforce and 3 Supply accurate and accessible information effectively address work place issues. systems, management and resources. 3 Provide employees and managers with tools and resources to enhance individual and team performance as a means of achieving organizational excellence.
Significant Changes 3 The City's Deferred Compensation & Retiree Health Savings programs have been transferred from the City Treasurer's Office to the Human Resources Department.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Human Resources Administration $649,726 $816,001 $816,001 $941,806 Organizational Development and Training 778,408 789,782 789,782 671,708 Classification and Compensation 813 378,586 518,586 248,416 Benefits 1,172,981 1,089,718 1,089,718 1,069,421 Recruitment 760,492 803,229 803,229 822,170 Employee Relations 487,338 298,136 298,136 319,404 Human Resources Information Services 1,214,243 1,210,101 1,210,101 1,174,135 Operating Expenditure Total $5,064,001 $5,385,553 $5,525,553 $5,247,060
Employee Benefits 113,023,961 115,416,324 115,416,324 120,872,247 Non-operating Expenditure Total $113,023,961 $115,416,324 $115,416,324 $120,872,247 Department Expenditure Total $118,087,962 $120,801,877 $120,941,877 $126,119,307
FY 2009/10 Adopted Budget 190 City of Anaheim, California Human Resources
Human Resources Operating Budget of $5,247,060
59.9% Personnel Services
40.1% Other Operating May not sum to 100% due to rounding
Human Resources Operating Budget by Division
$1,174,135 $1,400,000 $1,069,421 $1,200,000 $941,806 $822,170 $1,000,000 $671,708 $800,000 $600,000 $319,404 $248,416 $400,000 $200,000 $0 Human Organizational Classification Benefits Recruitment Employee Human Resources Development and Relations Resources Administration and Compensation Information Training Services
Human Resources Operating Expenditure History
$5,385,553 $5,525,553 $6,000,000 $5,064,001 $5,247,060 $5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 191 FY 2009/10 Adopted Budget Human Resources Human Resources Administration
Mission Statement Provide strategic leadership and support to the six core functions of the Human Resources Department while establishing priorities and ensuring excellent service delivery.
Fund Support Administration is supported by both the General Fund and the Employee Benefits fund.
FY 2009/10 Objectives 3 Provide direction, coordination and oversight for 3 Effectively employ the allocated resources to all activities of the department. ensure the department and employee human resources needs are met using the most 3 Maintain a professional, competent staff capable appropriate and efficient methods. of providing the necessary service levels.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $331,721 $508,368 $508,368 $559,202 Other Operating 317,118 307,633 307,633 382,604 Capital Outlay 887000 Total $649,726 $816,001 $816,001 $941,806
FY 2009/10 Adopted Budget 192 City of Anaheim, California Human Resources Organizational Development and Training
Mission Statement Provide employee development and training opportunities to enhance employees' abilities to meet the competencies and organizational skills necessary to fulfill their work assignment responsibilities and individual department's goals and objectives. In addition, deliver customized training solutions on an as needed basis to meet specific challenges faced by operating departments.
Fund Support Organizational Development and Training is supported by the Employee Benefits Fund.
FY 2009/10 Objectives 3 Deliver employee training programs and services 3 Develop organizational leadership to ensure to ensure specific competencies are developed continued commitment to community service. by individual contributors, supervisors and 3 Provide continuing support to Citywide programs managers. that ensure organizational excellence.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Graduation percentage rate from Leadership programs. 100% 99% 99% 100% Training class evaluation ratings on a scale of 1-7 (new N/A N/A N/A 6 measure for FY 2009/10). Workload Number of employee training hours offered. 640 728 728 700
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $499,906 $542,534 $542,534 $368,823 Other Operating 278,502 247,248 247,248 302,885 Total $778,408 $789,782 $789,782 $671,708
City of Anaheim, California 193 FY 2009/10 Adopted Budget Human Resources Classification and Compensation
Mission Statement To ensure that the City has a comprehensive personnel system complete with current job specifications, accurate classifications, and competitive compensation in order to attract and retain quality employees.
Fund Support Classification and Compensation is supported by the General Fund.
FY 2009/10 Objectives 3 Conduct studies of labor market information and 3 Conduct the necessary research and analysis to recommend classification and compensation develop compensation policies and to provide revisions to maintain pay equity and external requested information to constituents. competitiveness. 3 Administer the Management Merit Plan in conformance with the Personnel Rules and Management Pay Policies.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Classification plan is equitable and provides a competitive 98% 98% 98% 98% compensation plan to attract and retain quality employees - percentage of employment retention rate.1 Workload Number of labor market studies for attraction & retention 13 15 15 8 and labor negotiations issues. Number of information requests from other agencies. 810 850 850 340 Number of classification specifications created and/or 103 600 600 200 updated. Number of job audits, department/division reorganization 141 150 150 15 evaluations and classification reviews. 1. Employment retention rate refers to the number of employees still employed six months after obtaining employment.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $813 $366,226 $366,226 $240,670 Other Operating 0 12,360 152,360 7,746 Total $813 $378,586 $518,586 $248,416
FY 2009/10 Adopted Budget 194 City of Anaheim, California Human Resources Benefits
Mission Statement To develop a competitive benefits system; to manage and administer the City’s defined contribution program and employee recognition program to ensure attraction and retention of qualified employees.
Fund Support The Benefit group is supported by the Employee Benefits Fund.
FY 2009/10 Objectives 3 Manage cost effective and responsive employee 3 Administer the defined contribution plans in benefits programs to maintain a healthy accordance with the Internal Revenue Service workforce and retain qualified employees. regulations and the City’s plan document while providing excellent customer service to both 3 Administer plan enrollment, invoice processing, active participants and retirees. flexible spending accounts and retiree medical billing in the most effective and efficient manner. 3 Provide for an employee reward and recognition program based on individual employee’s years of dedicated service.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of health communications distributed to raise 13,032 13,232 13,232 27,000 awareness of key health messages (monthly distribution of active bulletin and quarterly distribution of retiree bulletin). Defined Contribution balances (in millions). $165 $178 $178 $178 Defined Contribution participation rate. 67% 68% 68% 68% Retiree Health Savings balances (in millions). $12.0 $13.5 $13.5 $13.5 Workload Number of Service Awards. 348 350 350 350 Number of covered lives- medical insurance (active/ 7,235 7,300 7,300 7,400 retired).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $825,099 $600,616 $600,616 $615,996 Other Operating 347,882 489,102 489,102 453,425 Total $1,172,981 $1,089,718 $1,089,718 $1,069,421
City of Anaheim, California 195 FY 2009/10 Adopted Budget Human Resources Recruitment
Mission Statement Attract and hire qualified employees through the use of progressive recruitment and selection techniques.
Fund Support Recruitment efforts are supported by the General Fund.
FY 2009/10 Objectives 3 Recruit highly skilled and experienced applicants 3 Conduct reviews of delegated employment for selection to fill vacant positions. activities to ensure sound hiring practices and principles are upheld. 3 Administer the necessary employment testing in an effective and efficient manner.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Recruitment: User Satisfaction. 95% 95% 95% 98% Number of new hires welcomed (full-time and part-time). 304 142 142 100 Workload Number of recruitments conducted. 140 85 85 40 Number of applications processed. 8,787 1,500 1,500 1,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $697,535 $723,389 $723,389 $796,286 Other Operating 62,957 79,840 79,840 25,884 Total $760,492 $803,229 $803,229 $822,170
FY 2009/10 Adopted Budget 196 City of Anaheim, California Human Resources Employee Relations
Mission Statement Provide strategic planning and intervention, consultation and creative problem solving resolution assistance to supervisors and managers regarding a broad range of employee-related issues. Negotiate and administer employee memorandums of understanding.
Fund Support Employee Relations is supported by the General Fund.
FY 2009/10 Objectives 3 Provide consultation and advice to department 3 Represent City interests to the various employee managers and supervisors in the management of organizations in matters of employee-employer employee grievances, Department of Fair relations and serve as the central liaison for Employment and Housing (DFEH) and Equal purposes of administering the City's multiple Employment Opportunity Commission (EEOC) labor agreements while providing complaints, and employment-related claims recommendations for contract changes. against the City to resolve complaints and minimize City liability.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of grievances satisfactorily resolved before 99% 83% 83% 95% arbitration. Workload Number of disciplinary notices reviewed and executed. 118 81 81 90 Number of workplace complaints and investigations. 50 60 60 60
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $458,245 $280,810 $280,810 $307,185 Other Operating 29,093 17,326 17,326 12,219 Total $487,338 $298,136 $298,136 $319,404
City of Anaheim, California 197 FY 2009/10 Adopted Budget Human Resources Human Resources Information Services
Mission Statement Facilitate Human Resource and Citywide objectives by maintaining and enhancing Human Resource Information Systems; ensuring accuracy, integrity and completeness of data; delivering high quality and timely services; and providing information in a variety of formats.
Fund Support Human Resources Information Services is supported by the Employee Benefits Fund.
FY 2009/10 Objectives 3 Ensure accuracy and integrity of automated 3 Provide information as required while ensuring human resource information and records. integrity of data. 3 Provide efficient and timely transactional services associated with the employee life cycle.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of employee actions processed accurately 99.1% 99.5% 99.5% 99.5% (i.e. hires, promotions, transfers, demotions, reclassifications, terminations). Workload Number of personnel transactions processed. 10,816 13,175 13,175 9,276 Number of ad hoc information requests completed (new N/A N/A N/A 300 measure for FY 2009/10).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $346,940 $309,727 $309,727 $255,015 Other Operating 867,303 900,374 900,374 919,120 Total $1,214,243 $1,210,101 $1,210,101 $1,174,135
FY 2009/10 Adopted Budget 198 City of Anaheim, California Planning Planning
Planning
Community Building Preservation Planning Administration Services & Licensing Services
Building Field Business Current Financial/Administrative Operations License Planning Services
Plan Check & Permit Code Advanced Economic Counter Services Enforcement Planning Development
Graffiti Public Planning Removal Information Technology Systems
City of Anaheim, California 199 FY 2009/10 Adopted Budget Planning Description The Planning Department guides Citywide growth and the use and maintenance of property to enhance the physical and economic well-being of the City.
Mission Statement To enhance the City of Anaheim by developing and implementing land use policies that reflect the goals of the community; ensuring safe and code compliant development; attracting and retaining businesses that contribute towards a healthy economy; and providing exceptional service.
Goals 3 Continue to deliver responsive, high-quality 3 Allocate resources to effectively address key services to internal and external customers. priorities. 3 Continuously improve systems, processes and 3 Implement relevant economic development tools procedures to conduct the City's business to position the City and its business community to efficiently and effectively. weather economic uncertainties. 3 Expand the services and information available through the City's website.
Significant Changes 3 Due to the sharp decline of development 3 In the coming year, three programs are being revenue, the number of positions in the Building transferred from the Public Works Department to Services and Planning Services Divisions has the Planning Department: the Fat, Oil, and been reduced to lower expenses. This has been Grease (FOG) Control Program, the Industrial/ achieved by holding positions vacant and Commercial NPDES Program and the Illegal transferring staff to other departments. The Discharge/Illicit Connection Program. These Department will continue to focus on the delivery programs involve inspections on private property. of core services and improving systems and The inspectors associated with these programs processes to enhance efficiency and respond to will be in the Building Services Division and the customers' needs. Community Preservation Division. Funding for these two programs is provided by the Sanitation 3 The City of Anaheim is eligible to participate in Fund. the State of California’s Abandoned Vehicle Abatement (AVA) Program. The AVA allows the 3 We are changing the name of the Geographic City to receive funding to help defray the costs of Information Systems (GIS) unit to Planning removing abandoned vehicles within our Technology Systems and transferring the unit jurisdiction. We expect to collect $180,000 in AVA from Building Services to Planning fees during FY 2009/10. Administration. These changes reflect the unit’s responsibility for department-wide technology and information systems management.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Planning Administration $1,352,790 $1,506,409 $1,506,409 $2,150,617 Planning Services 3,908,693 3,812,581 3,817,099 3,472,813 Building Services 5,124,372 5,788,355 5,866,285 4,407,525 Community Preservation and Licensing 5,563,010 5,737,462 6,074,025 6,289,162 Operating Expenditure Total $15,948,865 $16,844,807 $17,263,818 $16,320,117
FY 2009/10 Adopted Budget 200 City of Anaheim, California Planning
Planning Operating Budget of $16,320,117
67.3% Personnel Services
0.1% Capital Outlay
32.6% Other Operating May not sum to 100% due to rounding
Planning Operating Budget by Division
$8,000,000 $6,289,162 $7,000,000 $6,000,000 $4,407,525 $5,000,000 $3,472,813 $4,000,000 $2,150,617 $3,000,000 $2,000,000 $1,000,000 $0 Planning Planning Building Community Administration Services Services Preservation and Licensing
Planning Operating Expenditure History
$16,844,807 $17,263,818 $18,000,000 $15,948,865 $16,320,117 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 201 FY 2009/10 Adopted Budget Planning Planning Administration
Mission Statement The Administration Division provides leadership and support to the Planning Department to ensure efficient implementation of the goals and priorities established by the City Council and the City Manager.
The Economic Development section facilitates the retention, growth and expansion of businesses by communicating and providing business-friendly programs and services aimed towards a balanced economy, a net increase in City revenues and a positive City image.
The Planning Technology Systems section strategically plans and implements the use of technology and GIS within the Planning Department to enhance customer service, ensure efficient business practices and provide accurate and complete information.
Fund Support The Administration Division is primarily supported by the General Fund. The Building Services Division and Planning Services Divisions offset some of the services provided by this division. The Economic Development program is partially supported by Redevelopment and Public Utility funds. The General Fund and the Community Development Department partially fund the Planning Technology Systems section.
FY 2009/10 Objectives 3 Provide direction, coordination and oversight for 3 Implement the Anaheim Enterprise Zone upon all department activities. approval of designation by the State of California. 3 Serve as the liaison to the City Manager and City 3 Support Anaheim's small businesses by Council for all departmental activities. providing consulting services, training opportunities, and permitting assistance. 3 Participate in cross-departmental efforts to improve service, enhance technology and 3 Facilitate commercial and industrial development address key priorities. projects and business relocations by coordinating the City's development review process. 3 Implement improvements to systems and processes in response to customer feedback. 3 Continue to maintain the Planning Department's core spatial databases (land use, zoning, general 3 Coordinate the preparation and implementation plan, and addresses) for Citywide GIS usage. of the department's budget, including monitoring of fee programs, revenues and expenditures. 3 Automate the creation, storage and retrieval of spatial information in GIS and Tidemark to 3 Provide administrative support in the areas of simplify access for staff and the public. accounting services, human resources coordination, training and professional 3 Develop desktop and/or Web based applications development. for the Planning and Community Development Departments to enhance access to GIS data. 3 Implement the on-line fee payment process for certain fees and deposits.
FY 2009/10 Adopted Budget 202 City of Anaheim, California Planning
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of Department employee performance 98% 98% 98% 98% evaluations completed within designated timeframes. Percentage of Department's City Council and City 100% 100% 100% 100% Manager requests processed within designated timeframes. Workload Number of records requests completed. 153 50 80 50 Number of events promoting Anaheim to target 4333 businesses. Number of businesses assisted by Economic 975 200 200 200 Development Program. Number of development or relocation projects assisted by 103555 the Economic Development Program.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,079,477 $1,151,055 $1,151,055 $1,181,586 Other Operating 271,421 340,647 340,647 969,031 Capital Outlay 1,892 14,707 14,707 0 Total $1,352,790 $1,506,409 $1,506,409 $2,150,617
City of Anaheim, California 203 FY 2009/10 Adopted Budget Planning Planning Services
Mission Statement The Planning Services Division provides responsive service to residents, business owners and developers while promoting a quality environment for all of Anaheim's community members and visitors through the thoughtful implementation of our General Plan and Zoning Code.
The Current Planning Section provides the City Council, Planning Commission and Zoning Administrator with analyses and recommendations pertaining to development and land use.
The Advanced Planning Section develops and implements programs in response to General Plan policies; processes City initiated amendments to the General Plan; reviews land use proposals in surrounding communities for compatibility with the City's General Plan; maintains land use databases; provides planning information and demographic projections; participates in regional planning activities; and provides assistance to other departments when projects are subject to the California Environmental Quality Act (CEQA).
The Public Information Section staffs the Planning Services Division's front counter to provide general information related to the City's land use policies and programs, including the General Plan and Zoning Code, and helps residents, businesses and developers file and obtain applications and permits.
Fund Support The General Fund supports the Planning Services Division. Application fees significantly offset the cost of development review services.
FY 2009/10 Objectives 3 Provide responsive service to both internal and 3 Process environmental documents in accordance external customers. with the CEQA; prepare environmental determinations for City-initiated projects; and 3 Enhance our development review procedures in coordinate City responses to all environmental response to feedback from customers. documents received from outside agencies. 3 Process discretionary applications for 3 Monitor and participate in regional planning development proposals in a thorough and efforts, ensuring effective representation of the accurate manner within designated timeframes. City’s interests. 3 Conduct thorough zoning plan checks and site 3 Disseminate demographic/population data for the inspections to ensure compliance with applicable City. codes, standards and conditions of approval. 3 Oversee implementation of the General Plan 3 Implement the Affordable Housing Strategic Plan. Housing Element, including preparation of State- 3 Provide technical assistance to the Public Works mandated progress reports. Department in implementing the planned ARTIC 3 Analyze and respond to significant land use facility. legislation (AB32 and SB375) related to required reductions in greenhouse gas emissions.
FY 2009/10 Adopted Budget 204 City of Anaheim, California Planning
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of Anaheim Anytime customers rating our 89% 90% 90% 85% effectiveness as "Good" or "Superior." Percentage of Anaheim Anytime customers rating our 97% 98% 98% 95% courtesy as "Good" or "Superior." Percentage of Anaheim Anytime customers stating that 84% 95% 98% 85% expectations were "Met" or "Exceeded." Percentage of customers rating our service as "Excellent" 94% 95% 98% 90% or "Good" on customer service surveys provided at the conclusion of discretionary permit process. Efficiency Percentage of environmental reviews for City capital 100% 100% 100% 90% improvement projects processed within 10 working days. Percentage of customers served at the Planning Services public counter: Within 5 minutes. 57% 65% 65% 50% Between 5 and 10 minutes. 17% 20% 20% 25% Over 10 minutes. 26% 15% 15% 25% Workload Number of Responsible Agency documents processed. 17 20 14 15 Number of Capital Projects documents processed 57 46 29 35 (environmental compliance). Number of discretionary cases processed through 364 385 300 300 Planning Commission and Zoning Administrator. Number of building permit plan checks reviewed. 1,996 1,800 1,800 1,600 Number of administrative/regulatory permits reviewed. 2,891 2,880 2,500 2,400 Number of public information service contacts (including 21,272 17,500 18,000 18,000 counter, phone calls, e-mail and Anaheim Anytime inquiries).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $2,911,372 $3,070,774 $3,070,774 $2,814,480 Other Operating 996,813 718,107 722,625 645,633 Capital Outlay 508 23,700 23,700 12,700 Total $3,908,693 $3,812,581 $3,817,099 $3,472,813
City of Anaheim, California 205 FY 2009/10 Adopted Budget Planning Building Services
Mission Statement The Building Division is dedicated to ensuring the highest standard of safety while facilitating progress and growth. We value the diverse needs of our community and believe that public confidence and satisfaction is achieved through timely response, consistency, professional competence, integrity, and courtesy.
The Division enforces codes and ordinances through plan review, the issuance of permits, and the inspection of new construction and improvements to existing residential, commercial and industrial structures.
Fund Support The Building section is a fee for service operation. Fees collected by the Division offset the cost of services provided.
FY 2009/10 Objectives 3 Provide timely, responsive and accurate review of 3 Continue implementation of Web based services all plan check applications. and other automation improvements to simplify processes for our customers. 3 Provide thorough building, electrical, plumbing and mechanical inspections to ensure public 3 Enhance the plan check, permit, and inspection safety. processes in response to feedback from customers.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Maximum number of days required to conduct initial 20 20 20 20 review of major project plans. Maximum number of days required to conduct initial N/A N/A N/A 10 review of medium project plans (new measure for FY 2009/10). Maximum number of days required to conduct initial 5555 review of minor project plans. Efficiency Number of plan checks/person/month. 54 45 37 42 Number of inspections/person/day. 15 16 15 15 Numbers of permits/person/month (new measure for FY N/A N/A N/A 95 2009/10). Workload Number of permits issued. 6,247 9,500 4,624 4,750 Number of plan checks conducted. 2,598 3,000 1,766 2,000 Number of GIS projects or maps completed. 529 450 485 450 Number of address cases processed. 159 150 140 130 Number of addresses issued. 607 2,000 850 500 Number of inspections completed. 59,096 52,988 52,988 52,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $3,647,004 $3,961,987 $3,961,987 $3,508,113 Other Operating 1,458,243 1,788,368 1,866,298 897,787 Capital Outlay 19,125 38,000 38,000 1,625 Total $5,124,372 $5,788,355 $5,866,285 $4,407,525
FY 2009/10 Adopted Budget 206 City of Anaheim, California Planning Community Preservation and Licensing
Mission Statement The Community Preservation and Licensing Division promotes and maintains standards to preserve and enhance the quality of life and public safety in Anaheim. This goal is achieved through community involvement, education and regulation.
The Code Enforcement section responds to concerns about the use and maintenance of properties throughout the City and takes appropriate steps to achieve compliance with the City’s standards and regulations. This section is also responsible for the prompt removal of graffiti throughout the community.
The Business License program administers the collection of revenues derived from the Business License tax, transient occupancy tax (TOT) and various permits in compliance with City ordinances and policies.
Fund Support The Community Preservation and Licensing Division is primarily supported by the General Fund and Community Development Block Grant Fund. Fees and fines offset some of the services provided by this division.
FY 2009/10 Objectives 3 Respond to all complaints and concerns within 3 Remove graffiti within 24 hours when painting is designated timeframes, and follow up on required, and 48 hours when sandblasting is violations accordingly. required. 3 Monitor customer feedback to identify 3 Work with the community and other City opportunities to make system improvements. departments to implement the strategies in the Anaheim Community Anti-Graffiti Effort. 3 Maintain effective public relationships by collaborating with residents at neighborhood 3 Process all remittances and notices within meetings to resolve issues that detract from the established timeframes. desired quality of life. 3 Process all regulatory permit applications within established timeframes.
City of Anaheim, California 207 FY 2009/10 Adopted Budget Planning
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of customers rating our service as "Good" to 85% 88% 88% 88% "Excellent." Percentage of code complaints resolved after first 65% 72% 72% 72% courtesy notice. Percentage of code complaints resolved after second civil 92% 93% 93% 93% notice. Percentage of code complaints responded to within 7 92% 94% 94% 94% working days from the date of receipt concerning various violations such as nuisance, substandard housing and zoning. Total square footage of graffiti removed. 1,164,761 1,500,000 1,500,000 1,550,000 Percentage of Business License Tax applications 90% 90% 90% 90% processed within 5 working days. Percentage of delinquency notices sent to licensee within 95% 99% 95% 95% 10 working days of delinquency date. Percentage of TOT receipts processed within 1 working 100% 100% 100% 100% day. Efficiency Average time (in hours) to respond to requests for graffiti 96 72 48 48 removal. Average time (in minutes) spent per graffiti removal 20 20 20 20 location. Average time (in hours) spent per code complaint. 1111 Average wait time (in minutes) for business license 4555 counter service. Average service time (in minutes) for business license 6777 counter service. Cost per Business License application processed. $35 $29 $29 $28 Workload Number of Business License applications and renewals 23,531 25,500 22,000 20,500 processed. Number of code violations addressed. 73,146 65,000 75,000 80,000 Number of violations per FTE per year (excluding graffiti). 5,851 5,192 6,000 6,400 Number of graffiti removal cases. 37,365 30,000 40,000 45,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $3,062,202 $3,283,900 $3,337,318 $3,473,614 Other Operating 2,419,698 2,403,737 2,644,406 2,805,548 Capital Outlay 81,110 49,825 92,301 10,000 Total $5,563,010 $5,737,462 $6,074,025 $6,289,162
FY 2009/10 Adopted Budget 208 City of Anaheim, California Police Police
Police
Chief of Special Operations Operations Investigations Police Operations Support
City of Anaheim, California 209 FY 2009/10 Adopted Budget Police Description The Anaheim Police Department provides crime prevention, law enforcement and public safety services by using allocated resources to prevent, detect and investigate crimes; respond to calls for service; and maintain pedestrian and vehicular safety, thereby maintaining Anaheim as a safe place to live, work and visit.
Mission Statement The members of the Anaheim Police Department are devoted to the community by providing excellence in police services. We recognize our responsibility to maintain order and protect our residents and the visitors to our City. We strive to build active community partnerships to improve the quality of life in our residential and business neighborhoods.
Goals 3 Utilize a community policing and problem solving 3 Work in partnership with the high schools and approach to provide a safe environment for the feeder schools in the City to diminish the citizens of Anaheim. potential impact of youth crime. 3 Prevent crime through enhanced and expanded 3 Continue the District policing concept (a outreach to youth through programs such as decentralized service delivery approach) for Cops for Kids (C4K), formerly called the Police increased problem-solving capabilities including Activities League (PAL), CalGRIP, Junior Cadets the Citywide Neighborhood Improvement and Safe Schools; and to engage the community Program. through the Retired Senior Volunteer Program 3 Improve Homeland Security through increased (RSVP), Volunteers in Police Service (VIP), outreach to business and community members. advisory boards and other efforts.
Significant Changes 3 The Justice Assistance Grant (JAG) for FY 2009/ 10 will be significantly increased as a result of the American Recovery and Reinvestment Act of 2009.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Chief of Police $9,444,045 $9,013,752 $10,176,234 $7,271,571 Special Operations 15,422,884 16,422,772 17,671,505 16,581,548 Operations 38,503,783 41,107,598 41,463,485 39,611,131 Operations Support 29,840,621 29,944,687 30,833,937 29,087,154 Investigations 20,315,437 21,815,844 22,093,788 21,858,618 Operating Expenditure Total $113,526,770 $118,304,653 $122,238,949 $114,410,022
Urban Area Security Initiative (UASI) Grant 6,891,914 4,730,600 14,993,200 6,893,366 Non-operating Expenditure Total $6,891,914 $4,730,600 $14,993,200 $6,893,366 Department Expenditure Total $120,418,684 $123,035,253 $137,232,149 $121,303,388
FY 2009/10 Adopted Budget 210 City of Anaheim, California Police
Police Operating Budget of $114,410,022
82.9% Personnel Services
0.7% Debt Service
16.4% Other Operating
May not sum to 100% due to rounding
Police Operating Budget by Division
$50,000,000 $39,611,131
$40,000,000 $29,087,154
$30,000,000 $21,858,618 $16,581,548 $20,000,000 $7,271,571 $10,000,000
$0 Chief Special Operations Operations Investigations of Operations Support Police
Police Operating Expenditure History $122,238,949 $113,526,770 $118,304,653 $114,410,022 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 211 FY 2009/10 Adopted Budget Police Chief of Police
Mission Statement The Division of the Chief of Police includes: Chief, Deputy Chief, Internal Affairs, Public Information Office, the Budget and Finance Bureau, the Department Psychologist, and the Senior Assistant City Attorney. The offices of the Chief and Deputy Chief provide law enforcement leadership both in the community and within the Department. Internal Affairs serves as a mechanism of internal accountability by receiving, processing and investigating complaints concerning alleged police misconduct. These complaints may allege violations of criminal law or Department policy and may originate from outside sources or from within the Department. The Public Information Office provides an effective communication link between the Department and media sources. The Budget and Finance Bureau provides the financial and budget controls for the Department. The Department Psychologist provides as needed psychological services and consultation. The Senior Assistant City Attorney provides legal counsel to the Department.
Fund Support The Division of the Chief of Police is supported by the General Fund, Law Enforcement Grant Funds and the Supplemental Law Enforcement Services Fund (SLESF).
FY 2009/10 Objectives 3 Provide appropriate leadership to meet the goals 3 Provide appropriate leadership for the of the Police Department's annual budget development of police/community partnerships through the efficient and effective utilization of through training and implementation of proactive allocated resources. policing techniques and development of various community advisory boards. 3 Provide appropriate leadership for the continued development of resources, support of geographic 3 Provide leadership in achieving the Police police stations (east, west and south), expansion Department's strategic initiatives for FY 2009/10. of appropriate technologies and strategies to 3 Provide sound financial reporting and direction ensure efficient response to public safety issues for the Department through timely and accurate in the community. reporting and discussions.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $4,507,772 $4,328,673 $4,597,141 $4,229,120 Other Operating 2,766,538 2,637,682 3,448,978 3,042,451 Debt Service 2,038,936 2,032,147 2,032,147 0 Capital Outlay 130,799 15,250 97,968 0 Total $9,444,045 $9,013,752 $10,176,234 $7,271,571
FY 2009/10 Adopted Budget 212 City of Anaheim, California Police Special Operations
Mission Statement The Special Operations Division includes: Records; Vice, Narcotics and Criminal Intelligence (V.N.C.I.); Homeland Security; Strategic Services, the Orange County Intelligence Assessment Center (OCIAC); and the Resort Policing Team. The Records Bureau processes, maintains and disseminates information associated with police reports, criminal citations and arrests; runs automated computer checks; and oversees the Court Liaison office at the North Orange County Superior Court. The V.N.C.I Bureau investigates and apprehends persons involved in trafficking of narcotics and committing vice-related crimes. The Bureau also identifies and investigates organized crime and hate groups, and works with various agencies in investigating potential terrorism related activities. Homeland Security ensures a consistent working relationship between all public and private, local, State, and Federal agencies for Homeland Security related matters. The Strategic Services Bureau includes Training, Special Events and Reserves. Training provides required and supplemental classes and also coordinates training and certification for Police personnel to ensure mandates are met. Special Events includes management of all outside events that require the Police Department’s attention: coordinating, planning and implementing security services for a wide variety of events. The Reserve Program allows for additional limited duty sworn personnel which supplements the sworn force. The OCIAC provides an integrated, multi-disciplined, information and intelligence sharing network related to criminal risks and safety threats. Under contract with Disneyland, the Resort Policing Team provides police services, i.e., respond to calls for service, initial criminal investigations, and ongoing investigative follow-up. The Resort Policing Team works in partnership with Disney security personnel, retail partners, and other stakeholders.
Fund Support The Division is supported by the General Fund, the Narcotic Asset Forfeiture Fund, outside reimbursements, and Federal Urban Area Security Initiative (UASI) funding.
FY 2009/10 Objectives 3 Proactively impact vice and street narcotic 3 Ensure efficient Records Bureau document activities in the City of Anaheim. processing. 3 Maintain a proactive approach to discovering, 3 Ensure a consistent working relationship investigating, and preventing criminal activities between all public, private, local, State and related to terrorism while improving information Federal agencies for all City of Anaheim sharing by increasing participation in the Homeland Security related matters. Terrorism Liaison Officer program. 3 Provide Police Department staffing and services 3 Ensure over 90% compliance of public safety for the Disneyland Resort. personnel receiving mandatory P.O.S.T. training.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of Vice Detail arrests. 81 100 100 100 Number of Street Narcotic arrests. 188 140 180 180 Number of Field Reports processed by Records Bureau. 40,232 45,000 38,000 38,000 Efficiency P.O.S.T. training compliance rate.1 100% 91% 91% 91% Workload Average number of arrests per Vice Investigator. 24 25 25 25 Average number of arrests per Street Narcotics 38 35 36 36 Investigator. 1. Commission on Peace Officers Standards and Training.
City of Anaheim, California 213 FY 2009/10 Adopted Budget Police
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $13,747,422 $14,655,748 $14,988,391 $14,589,745 Other Operating 1,218,263 1,486,024 1,810,494 1,685,499 Debt Service 0 0 0 206,304 Capital Outlay 457,199 281,000 872,620 100,000 Total $15,422,884 $16,422,772 $17,671,505 $16,581,548
FY 2009/10 Adopted Budget 214 City of Anaheim, California Police Operations
Mission Statement The Operations Division includes the Patrol Bureau and the Districts Bureau. The Patrol Bureau enhances the quality of life in the City by responding to calls for assistance and by reducing crime through proactive actions. The Patrol Bureau uses high visibility patrol tactics, problem solving techniques, partnership with the community and other City departments, timely response to calls for service and vigorous enforcement of Federal, State and local laws to meet this goal. The Districts Bureau divides the City into four districts. Each district supervisor acts as a conduit to translate information regarding their districts to and from patrol to target issues. They also act as primary contact for residents and businesses in their designated areas. The K9 Team is also included in the Division.
Fund Support The Division is supported by the General Fund and Law Enforcement Grants.
FY 2009/10 Objectives 3 Maintain lowest Part I crime rate for any city our 3 Strengthen partnerships with other City size in the U.S. departments and the community to help improve the quality of life in all areas of the City. 3 Participate in Homeland Security strategies.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of calls for service. 196,241 210,000 195,000 195,000 Efficiency Maintain calls for service response below the times shown for 75% of calls received: Priority 1 Goal: 7 minutes (new measure for FY 2008/ N/A N/A 75% 75% 09) Priority 2 Goal: 10 minutes (new measure for FY N/A N/A 75% 75% 2008/09). Priority 3 Goal: 30 minutes (new measure for FY N/A N/A 75% 75% 2008/09). Reduce calls for service to targeted repeat locations by 50% 50% 50% 50% 50%.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $35,722,171 $38,628,911 $38,774,007 $37,159,941 Other Operating 2,453,363 2,346,373 2,474,921 2,451,190 Capital Outlay 328,249 132,314 214,557 0 Total $38,503,783 $41,107,598 $41,463,485 $39,611,131
City of Anaheim, California 215 FY 2009/10 Adopted Budget Police Operations Support
Mission Statement The Operations Support Division includes: Communications, Traffic, Detention, Information Technology, Air Support, Personnel, Community Services, and Special Tactics. The Communications Bureau provides a reliable and accurate communications link between the Department and the public. The Traffic Bureau promotes the safe and orderly flow of traffic, provides accident investigations, enforcement of traffic laws and traffic control. The Detention Bureau provides safe and humane treatment of pre-trial detainees and transportation of detainees to and from court. The Information Technology (IT) Bureau provides research, implementation and support of new and existing computer hardware and software. This bureau includes the Crime Analysis Unit that provides timely and accurate information to police personnel regarding crime trends and patterns. The Air Support Bureau provides rapid response for crimes in progress and threats to Homeland Security, provides aerial assessment of disaster areas, searches for fleeing or lost persons, and provides other types of support for patrol functions. The Personnel Bureau, in coordination with the City's Human Resources Department, is responsible for advertising, recruiting, and testing for all employee classifications within the Department. This bureau also provides background investigations for all sworn and civilian police candidates. The Community Services Bureau coordinates the volunteer programs for the Police Department, including RSVP and Volunteers in Service to Anaheim (VISTA). In addition, the bureau provides leadership for the Explorer Post and Cops for Kids, which includes the Junior Cadet Program. The Special Tactics Detail consists of Special Weapons and Tactics, Snipers, Tactical Negotiations, Mounted Unit and Primary Response Officers. This unit consists of officers who are regularly assigned throughout the Department who have been specially trained and are assembled when they are needed.
Fund Support Operations Support is supported by the General Fund, Supplemental Law Enforcement Services Funds, Office of Traffic Safety grant funds and State Criminal Alien Assistance Program funds.
FY 2009/10 Objectives 3 Answer 9-1-1 calls within ten seconds. 3 Respond to non-emergency service requests for Department computers within two hours of 3 Maintain or reduce the number of DUI-related receipt of request. traffic collisions in proportion to the population in Anaheim, thereby improving public safety. 3 Maintain staffing at acceptable levels. 3 Maintain or reduce the number of repetitive traffic 3 Increase RSVP to 100 volunteers. complaints and thus improve the quality of life 3 Provide 16,000 hours of volunteer service and the safety of citizens of Anaheim. annually. 3 Maintain the monthly time savings for sworn 3 Provide after school programs to youth at the patrol officers by having Detention Officers West Station. conduct prisoner transportation. 3 Participate in Homeland Security strategies.
FY 2009/10 Adopted Budget 216 City of Anaheim, California Police
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of 9-1-1 calls received, including cell phones. 125,174 140,000 130,000 135,000 Number of DUI-related traffic collisions. 466 225 400 378 Number of citizen traffic complaints. 143 150 114 100 Patrol hours saved annually due to Detention Officer 650 650 650 650 transportation. Number of IT service requests annually. 3,078 3,150 3,200 3,300 Hours of volunteer service. 16,820 16,200 16,200 16,550 Number of youth enrolled in West Station afternoon 711 650 1,100 800 program. Efficiency Average time, in seconds, it takes to answer 9-1-1 calls. 6.0 7.0 8.0 8.5 Average response time, in hours, to IT requests. 2.00 1.75 1.75 1.75 Workload Average number of 9-1-1 calls per person. 4,636 4,000 5,000 5,000
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $20,405,936 $21,466,577 $21,725,147 $21,426,553 Other Operating 7,580,250 7,088,623 7,562,355 7,082,463 Debt Service 1,156,276 1,156,276 1,156,276 578,138 Capital Outlay 698,159 233,211 390,159 0 Total $29,840,621 $29,944,687 $30,833,937 $29,087,154
City of Anaheim, California 217 FY 2009/10 Adopted Budget Police Investigations
Mission Statement The Investigations Division includes the Detective, Anaheim Family Justice Center (AFJC), and Crime Suppression Bureaus. The Detective Bureau reviews and conducts follow-up investigations. This bureau investigates homicides, major assaults, robberies, economic crimes, auto thefts, burglaries and processes warrants. The Bureau takes an active role in identifying crime trends and developing crime prevention strategies. The Forensic Services Detail supplies expertise for the collection, processing and preservation of evidence at crime scenes. The Anaheim Family Justice Center is a one-stop location, staffed by public and private professionals, where victims whose lives have been affected by family violence can receive the services they need. The Center provides a multi-disciplinary team approach to identify strategies to reduce domestic violence, child abuse, elder abuse or sexual assault and provide crucial services to these victims should these crimes occur. The Crime Suppression Bureau proactively seeks out violent and repeat criminal violators. Through enforcement and intervention, the Bureau addresses gang activity and school related crime. The Property Detail is responsible for maintaining, storing, and disposing of all property and evidence taken into police custody. Property taken as evidence must be carefully safeguarded to prevent contamination and ensure its value in court. This bureau also manages the Police Department's nine facilities.
Fund Support The Investigations Division is supported by the General Fund, outside reimbursements, and grants.
FY 2009/10 Objectives 3 Provide an acceptable level of investigative 3 Continue efforts towards disrupting the cycle of follow-up to crimes against the community. domestic violence by expanding the reach of the Anaheim Family Justice Center through 3 Protect the health, safety and general welfare of increased community outreach and education. the community by arresting gang members involved in criminal activity.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Number of Part I Crimes committed per 100,000 2,900 3,400 3,000 3,100 population. AFJC Sexual registrant proactive contacts. 284 200 290 300 AFJC Temporary Restraining Orders obtained. 403 351 440 450 AFJC Walk-in clients without a prior police report. 280 500 300 320 AFJC Walk-in clients with a prior police report. 586 500 600 620 AFJC Proactive client follow-ups. 4,348 2,500 4,500 4,700 Efficiency Clearance rate for all Part I crimes reported (maintain 25% 16 25 20 20 minimum). Number of suspects arrested through proactive efforts for 500 500 500 500 gang related criminal offenses. Workload Working caseload of Part I Crime investigations per 25 25 25 25 detective (average). AFJC Working caseload of Part I Crime Investigations per 42 40 40 42 detective (average).
FY 2009/10 Adopted Budget 218 City of Anaheim, California Police
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $15,543,643 $16,847,405 $17,120,242 $17,367,546 Other Operating 4,161,023 4,619,856 4,674,832 4,491,072 Capital Outlay 610,771 348,583 298,714 0 Total $20,315,437 $21,815,844 $22,093,788 $21,858,618
City of Anaheim, California 219 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 220 City of Anaheim, California Public Utilities Public Utilities
Public Utilities
Utilities Administration Water Financial Management Electric & Utility Services Utility Joint Services
Utilities Water Services Financial Management Electric Services Administration Administration Services Administration
Electric Water Planning Customer Joint Services Transmission & & Resources Service Distribution
Energy Risk Management Product Development/ Water Field/ Electric & Legislative Business Programs Operations Field Regulatory Affairs
Public Utilities Water Engineering/ Integrated Administration Capital Design Resources
Water Supply Operations
Water Power Capital Projects Supply
Environmental Electric Substation Services Automation
Electric System Planning
Electric T & D Capital
Substation Automation Capital
Electric System Planning Capital
City of Anaheim, California 221 FY 2009/10 Adopted Budget Public Utilities Description Anaheim Public Utilities serves power and water to Anaheim's residents, businesses and visitors. It is Orange County's only customer-owned, not-for-profit power and water utility.
Mission Statement To be an agile, customer-focused, water and power utility operating in an ever-changing world capable of: (1) Providing reliable, high quality, and competitively priced water and power, and (2) Delivering the maximum, environmentally sustainable return to our customer-owners in order to help ensure Anaheim's continued health and prosperity.
Goals 3 Deliver excellent water and power system 3 Provide water and power to our customers that is performance that encompasses safety, reliability, available whenever they need it 24/7, protect the quality, operations efficiency and effectiveness, public's health, and safeguard the environment at customer-focused service, and environmental customer rates that are 15% below our nearest protection. competitor for electric and rank within the first quartile of Orange County providers for lowest 3 Deliver water and power programs and initiatives water rates. that our customers value, and are consistent with generating benefits to the company, our 3 Enhance our competitive edge by building upon community, and the environment. our rate advantage versus our competitors through continued development of customer- 3 Plan for and construct electric and water facilities focused initiatives and effective enterprise risk and information systems needed to effectively management and legislative and regulatory serve our customers. programs. 3 Attract, maintain, and develop productive employees. 3 Enhance the financial strength that has earned us a AA+ rating for our Water Utility and a AA rating for our Electric Utility.
Significant Changes 3 None to report.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Utilities Administration and Joint Services $18,710,680 $20,473,560 $21,478,875 $20,093,063 Water Utility 36,179,709 40,013,272 40,335,018 44,049,330 Financial Management Services 70,934,487 76,814,681 77,818,252 81,680,580 Electric Utility 289,403,540 289,141,488 290,270,087 292,192,277 Operating Expenditure Total $415,228,416 $426,443,001 $429,902,232 $438,015,250
Capital Improvements 90,098,552 95,637,072 146,881,989 73,743,483 Non-operating Expenditure Total $90,098,552 $95,637,072 $146,881,989 $73,743,483 Department Expenditure Total $505,326,968 $522,080,073 $576,784,221 $511,758,733
FY 2009/10 Adopted Budget 222 City of Anaheim, California Public Utilities
Public Utilities Operating Budget of $438,015,250
10.0% Personnel Services 76.3% Other Operating 1.2% Capital Outlay
12.5% Debt Service
May not sum to 100% due to rounding
Public Utilities Operating Budget by Division
$350,000,000 $292,192,277 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $81,680,580 $44,049,330 $100,000,000 $20,093,063 $50,000,000 $0 Utilities Water Financial Electric Administration Utility Management Utility and Services Joint Services
Public Utilities Operating Expenditure History $438,015,250 $415,228,416 $426,443,001 $429,902,232 $400,000,000
$300,000,000
$200,000,000
$100,000,000
$ FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 223 FY 2009/10 Adopted Budget Public Utilities Utilities Administration and Joint Services
Mission Statement Utilities Administration and Joint Services is dedicated to providing enhanced services and programs in support of supplying electricity and water to Anaheim customers.
Fund Support Split of Electric Utility and Water Utility revenues.
FY 2009/10 Objectives 3 Ensure a safe work environment. 3 Develop and implement an array of sustainability programs that address green building, solar, 3 Minimize the number of grievances through renewable energy resources, alternative fuel greater employee-management interaction. vehicles, greenhouse gas emissions, and 3 Attract, maintain, and develop productive reductions in our carbon footprint. employees. 3 Continue to deploy productivity and information 3 Develop and implement energy and water management enhancing technologies that efficiency programs that address customer and improve operations. department needs, while meeting legislatively 3 Deploy automated metering technology that will driven goals and objectives. More specifically, support time-of-use rates, remote connect and Assembly Bill 2021 pertains to energy efficiency disconnections, outage management, and and demand reduction over a 10-year period. greater customer usage information for system 3 Reduce on-peak energy demand through planning. Demand Side Management programs.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Disabling injury incidence rate: (disabling injuries per 100 1.52 0.50 0.50 0.50 employees). Days away from work rate: (lost workdays per 100 105 80 100 80 employees). Number of labor grievances reported. 10434 Employee turnover rate: Utility-wide - includes retirees. 8.52 6.00 6.00 6.00 Workload Energy efficiency goals: Energy (kWh) reduced. 15,924,662 16,117,000 26,926,961 27,523,519 Water savings (acre feet) realized (1993 base year). 38,600 38,800 38,800 38,800 Demand (kW) reduced. 8,047 3,400 5,665 5,762 Demand Response (kW) available for emergency 30,000 50,000 30,000 50,000 curtailment from customer programs. Number of Certified Green Buildings in Anaheim: Multi-family and single-family homes. 0 619 700 492 Commercial. 0124 Number of documents scanned into Laserfiche. 862,261 1,000,000 1,000,000 750,000 Number of automated meters deployed. 0 2,000 2,500 9,600
FY 2009/10 Adopted Budget 224 City of Anaheim, California Public Utilities
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $5,698,194 $6,259,644 $6,259,644 $6,783,239 Other Operating 12,899,270 13,726,300 14,697,493 13,107,014 Capital Outlay 113,216 487,616 521,738 202,810 Total $18,710,680 $20,473,560 $21,478,875 $20,093,063
City of Anaheim, California 225 FY 2009/10 Adopted Budget Public Utilities Water Utility
Mission Statement Provide reliable, high quality water at competitive rates.
Fund Support The Water Utility is supported by retail water sales.
FY 2009/10 Objectives 3 Maintain and enhance water system security 3 Plan and construct water system capital projects improvements. as identified and prioritized in the Water System Planning Study, including rehabilitation and 3 Ensure delivery of safe, high quality water by replacement of aging infrastructure, maintaining 100% compliance with State and improvements to service levels and delivery Federal environmental and water quality capabilities, and enhancements to water supply regulations. reliability. 3 Ensure adequate cost effective water supplies 3 Maintain the transmission and distribution sufficient to meet current and future demands. system, including fire hydrants and valves 3 Expand Geographical Information System exercising to ensure the continuous delivery of information and interactive Web services to water safely and reliably. provide greater public access to these services in 3 Maintain and enhance water system security support of the Citywide effort to develop a Virtual improvements. City Hall. 3 Reduce water system operating costs and 3 Continue groundwater protection programs, improve operational efficiency. including proper destruction of abandoned water wells. 3 Develop enhanced water conservation measures and programs in accordance with Best Management Practices as listed in the California Urban Water Conservation Council's Memorandum of Understanding.
FY 2009/10 Adopted Budget 226 City of Anaheim, California Public Utilities
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of water samples complying with water quality 100% 100% 100% 100% regulations. Number of water quality or environmental regulation 0000 violations. Number of unplanned water outages. 36 33 33 36 Percentage increase in number of customer meters. 0.1% 0.3% 0.3% 0.1% Workload Number of water system facility locations added to fiber 611113 optic network for security and operational monitoring. Number of water quality analyses conducted. 46,435 35,000 35,000 45,000 Number of abandoned wells destroyed. 0200 Number of new wells put into service. 1110 Number of new pressure regulating stations put into 0231 service. Number of state certifications maintained for analyses at 7777 the Water Quality Lab. Number of backflow devices tested. 8,269 8,000 8,000 8,200 Miles of water mains replaced or rehabilitated. 2232 Number of water storage tanks under design.2202 Number of large valves, large meter vaults, ad M-vaults 51060 (water production facility vaults) being rehabilitated or replaced. Number of major pump station upgrades being designed. 0211 Number of enhanced water use efficiency measures 2222 developed. Total annual budget for water capital projects. $13,885,804 $15,089,000 $37,792,000 $16,574,000 Number of tests completed on: Valves. 1,850 4,800 4,800 7,000 Fire hydrants.1 550 4,000 4,000 7,800 Pumps.2 52 74 74 74 1. Fire hydrant tests currently consist of flow testing, not fire hydrant maintenance. 2. Number of pumps tested for efficiency.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $6,964,009 $7,871,520 $7,871,520 $8,201,385 Other Operating 28,898,553 31,578,152 31,775,184 35,207,745 Capital Outlay 317,147 563,600 688,314 640,200 Total $36,179,709 $40,013,272 $40,335,018 $44,049,330
City of Anaheim, California 227 FY 2009/10 Adopted Budget Public Utilities Financial Management Services
Mission Statement To provide support in the area of Customer Service, Energy Risk Management and a full range of fiscal services that will ensure the Department maintains a strong and competitive financial position.
Fund Support Split of Electric Utility and Water Utility revenues.
FY 2009/10 Objectives 3 Maintain the Electric and Water Utility's overall 3 Maintain a meter reading accuracy of 1 error per financial strength. 2,000 reads. 3 Improve the 10-year financial planning model to 3 Answer 80% of customer calls within 20 seconds aid debt and cash reserve management, of less. feasibility of future supply sources, and identify 3 Continue to improve wholesale credit review revenue requirements for capital purchases. methods and monitoring to maintain 100% 3 Develop rate mechanisms that reduce rate and wholesale sales collection levels. revenue volatility from uncertain supply 3 Ensure the Wholesale Energy Risk Management conditions, as well as maintain competitiveness, Program meets changing market needs and adequately recover costs, reduce revenue risk, continues monitoring compliance with program. and comply with legislation or regulatory requirements. 3 Maintain Enterprise Risk Management Program and ensure potential significant risks are 3 Minimize bad debt write-off. identified and mitigated as appropriate. 3 Continue service excellence by meeting enhanced service delivery goals.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Electric Utility Debt Service Coverage Ratio. 1.6 1.6 1.6 1.6 Water Utility Debt Service Coverage Ratio. 3.17 2.00 2.00 2.25 Estimated savings per month for average residential $14.91 $13.37 $13.37 $14.00 customer (in dollars/versus SCE). Estimated savings per month for average commercial $708.89 $778.53 $778.53 $700.00 customer (in dollars/versus SCE). Rank of Water Utility among Orange County water 6666 providers (1 being lowest cost per hcf). Bad debt write-off (as a percent of sales). 0.17% 0.02% 0.25% 0.33% Meter reading error rate (1 error per 2,000 = 0.0005). 0.00038 0.00050 0.00050 0.00050 Percentage of calls answered in 20 seconds or less. 78% 80% 74% 80% Percentage of wholesale revenues collected from N/A 100% 100% 100% counterparties (new measure for FY 2008/09).
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $7,841,953 $7,737,539 $7,834,267 $9,109,991 Other Operating 13,876,856 16,004,296 16,730,139 17,818,718 Debt Service 48,087,547 52,812,246 52,812,246 54,587,871 Capital Outlay 1,128,131 260,600 441,600 164,000 Total $70,934,487 $76,814,681 $77,818,252 $81,680,580
FY 2009/10 Adopted Budget 228 City of Anaheim, California Public Utilities Electric Utility
Mission Statement The Electric Utility is committed to adding value to the community through a customer-focused approach to providing reliable, high quality power at competitive rates.
Fund Support The Electric Utility is supported by retail electric sales.
FY 2009/10 Objectives 3 Increase annually the share of renewable energy 3 Extend fiber optic access to provide in the power portfolio to meet the goal of 20% by telecommunication capabilities to water and 2015. municipal facilities. 3 Optimize wholesale power/transmission sales 3 Continue to implement the current Five-year and purchases to meet forecasted net revenue Underground Conversion Plan meeting the projections. budget and schedules annually within the plan. 3 Maintain electric system performance standards 3 Initiate strategic deployment of advanced at or above industry first quartile benchmarks. metering for targeted residential areas and for new development areas. 3 Install additional substation, transmission and distribution system capacity to support Citywide 3 Continue service excellence by meeting residential and commercial growth. enhanced service delivery goals. 3 Provide compliance processes for the North American Electric Reliability Corporation Standards.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness SAIFI (Industry average first quartile). Used as a reliability 0.8965 0.6900 0.6900 0.6900 indicator. It is the average number of interruptions that a customer would experience over the course of a year.1 SAIDI (Industry average first quartile) is the average 41.45 52.30 52.30 52.30 outage duration for each customer served. It is measured in units of time such as minutes over the course of a year.2 CAIDI (industry average first quartile). The average 46.24 65.70 65.70 65.70 restoration time in minutes.3 MAIFI Interruptions per year less than five minutes per 0.3 0.8 0.8 0.8 average customer.4 Combustion Turbine availability rate (percent). 93% 90% 90% 90% Workload Number of streetlight heads replaced. 221 312 312 300 Number of commercial and industrial automated meters 75 150 150 150 installed. Cumulative overhead miles placed underground. 97 103 98 100 Number of primary switches and disconnects maintained. 35 50 50 50 Number of substation power circuit breakers maintained. 109 55 55 55 1. System Average Interruption Frequency Index. 2. System Average Interruption Duration Index. 3. Customer Average Interruption Duration Index. 4. Momentary Average Interruption Frequency Index. 5. CT operation is market-driven. Higher natural gas prices and lower wholesale electricity prices have decreased expected generation.
City of Anaheim, California 229 FY 2009/10 Adopted Budget Public Utilities
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Number of substation transformers undergoing dissolved 33 33 33 33 gas analysis testing. Number of electric meters tested for accuracy. 3,954 4,000 4,000 4,000 Number of protective relays tested. 202 220 150 150 Number of maintenance and security inspections on 306 324 306 306 distribution and consumer substations. Miles of overhead distribution system inspected with the 92 230 115 115 infrared scanner. Number of Advanced Meters installed for residential 50 3,000 3,000 3,000 customers. Cumulative miles of direct buried cable replaced. 150 164 151 165 Number of facilities where automation equipment was 45 80 45 80 installed. Number of 69kV digital relays installed and other 65 60 60 60 protective devices. Feet of service wire replaced. 113,441 40,000 40,000 40,000 Combustion Turbine - hours in operation.5 1,346 1,200 1,075 1,068 Renewable Energy serving retail customers (as a percent 8.02% 8.90% 11.20% 13.70% of overall portfolio). Net revenues above/(below) budget (in millions). $13.0 $0.0 $(0.7) $0.0 Number of facilities to add fiber optic access.10777 Violations of NERC standards (new measure for FY 2008/ N/A000 09). Inventory accuracy for Warehouse materials (new N/A N/A 98% 98% measure for FY 2008/09 amended). Warehouse response time (in minutes) for Field deliveries N/A N/A 20 20 (new measure for FY 2008/09 amended). 1. System Average Interruption Frequency Index. 2. System Average Interruption Duration Index. 3. Customer Average Interruption Duration Index. 4. Momentary Average Interruption Frequency Index. 5. CT operation is market-driven. Higher natural gas prices and lower wholesale electricity prices have decreased expected generation.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $16,396,539 $18,796,526 $18,699,798 $19,888,395 Other Operating 261,762,547 266,706,311 267,079,832 268,198,492 Capital Outlay 11,244,454 3,638,651 4,490,457 4,105,390 Total $289,403,540 $289,141,488 $290,270,087 $292,192,277
FY 2009/10 Adopted Budget 230 City of Anaheim, California Public Works Public Works
Public Works
Financial & Fleet & Facility Public Works Construction Engineering Administrative Administration Services Operations Services Services
Financial and Fleet Street & Alley Solid Waste Traffic Transit Subdivisions Inspection Administrative Services Maintenance Disposal Planning Planning Services
Wastewater Street Signs Employee Traffic Real Facility Collection & & Safety Survey Transportation Engineering Property Services Disposal Devices Center
ROW Street Traffic Contract Landscape Records Cleaning Management Administration Maintenance
Sidewalk & Resort Design Curb Maintenance Services Maintenance District
Traffic Systems Services
City of Anaheim, California 231 FY 2009/10 Adopted Budget Public Works Description The Public Works Department provides a wide range of comprehensive services to meet the City's infrastructure, construction, development, internal fleet and facility needs, and manages the Anaheim Resort Maintenance District. The Department provides all City entities with efficient, professional and progressive service with the following six divisions: Administration, Engineering, Construction Services, Operations, Fleet and Facility Services, and Financial and Administrative Services.
Mission Statement The Department of Public Works is dedicated to delivering engineering and operational services that provide the Anaheim community with pride in their City and its work force.
Goals 3 Maintain and improve the basic physical needs of the City and provide high quality public works services.
Significant Changes STREETS
3 The City's Gas Tax revenue is down 3 Construction is expected to begin in FY 2009/10 approximately 10 percent compared to prior year on the Katella Smart Street project from Humor to actuals, decreasing the level of funding available Jean; intersection widening of La Palma and for street repair and rehabilitation. Kraemer Boulevard; widening of East Street under the 91 Freeway; and Gene Autry Way and 3 Proposition 42 revenues from the State have I-5 interchange. been intermittent and are projected to continue as such until the State budget crisis is resolved. The State also suspended payment of the second half of the City's Proposition 1B allocation, which amounts to $5.1 million needed to complete four street rehabilitation projects and one storm drain project. DEVELOPMENT SERVICES
3 A new National Pollutant Discharge Elimination System (NPDES - storm water quality) permit is expected to be issued by the State in FY 2009/ 10. This permit is expected to impact City and private development projects. The Department is aggressively pursuing more balance in the permit and more substantial improvements to water quality. OPERATIONS
3 Overall, while the Operations Division is innovations, and partnerships with other challenged with reduced and limited resources divisions, departments, and agencies. due to current economic conditions, staff are taking this as an opportunity to reevaluate maintenance work plans, identify opportunities to increase efficiency in daily operations, and shift to new ways of doing business utilizing other strengths, such as technology, industry
FY 2009/10 Adopted Budget 232 City of Anaheim, California Public Works 3 The Street Maintenance Program has a 3 Funding for the Traffic Operations Management significant revenue shortfall due to decreased Program has been reduced, resulting in less Gas Tax revenues. This shortfall, coupled with contract maintenance of the Citywide traffic eight field staff vacancies, will limit the capacity to signal network. Non-emergency repairs are complete all planned pavement rehabilitation and being deferred. replacement projects and will result in shifts in 3 The Sanitation Program will establish its own workloads and functions of remaining field staff. vehicle replacement program in FY 2009/10 as a 3 Funding for the Sidewalk Maintenance Program result of the separation from the Fleet Services has been significantly reduced, limiting the ability Division. The Sanitation Fund replacement to complete planned projects and to reduce the reserve will need to be earmarked for 40 existing backlog. vehicles, valued at approximately $6.7 million, most of which are specialized for sewer 3 Funding for the Right-of-Way Landscape maintenance and street cleaning. The Maintenance Program has been reduced while anticipated capital cost for vehicle replacements the inventory to be maintained has increased. in FY 2009/10 is $750,000. Contract costs for daily landscape services and tree trimming of mature trees along arterial roadways has also increased. These conditions make it very challenging to accomplish the goal of maintaining aesthetically pleasing landscaping in the public right-of-way. FLEET
3 Alternative fuel vehicle purchases by Public 3 Fleet Services will spend approximately Utilities in FY 2009/10 will increase the $585,000 in FY 2009/10 to purchase and install percentage of the City's fleet that qualifies as particulate filters on diesel-powered vehicles to alternate fuel and/or hybrid from 26.79% to comply with California Air Resources Board 27.52%. (CARB) and California Environmental Protection Agency (CalEPA) regulations. FACILITIES
3 Replacement of the Anaheim Police Department chiller, originally slated for FY 2008/09, has been scheduled for FY 2009/10. The replacement cost is estimated at $375,000 and will provide a more energy efficient unit. TRANSIT
3 The Department, in collaboration with OCTA, will initiate Architectural and Engineering design for Phase I of the ARTIC project (total project cost is approximately $180 million), which focuses on the transit center component, Metrolink Service Expansion and Bus Rapid Transit. Funding will be comprised of Renewed Measure M's Project T, remaining Proposition 116, STIP, M1 and Federal funds. The Proposition 116 funding also holds opportunities for funding of the Anaheim Canyon Station improvements for a pedestrian under-crossing, second track and platform improvements through STIP.
City of Anaheim, California 233 FY 2009/10 Adopted Budget Public Works PLATINUM TRIANGLE
3 Implementation of the first phase of Platinum State College Boulevard from 1,000 feet Triangle infrastructure improvements is south of Orangewood Avenue to scheduled for FY 2009/10 and will include the Orangewood Avenue. following: Orangewood Avenue from Anaheim Way to Katella Avenue from Anaheim Way to 700 west of State College Boulevard. feet east of State College Boulevard. Gene Autry Way from the I-5 Freeway to State College Boulevard from Orangewood State College Boulevard. Avenue to 300 feet south of Katella Avenue. Gene Autry Way from the I-5 Freeway to Haster Street.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Public Works Administration $1,803,095 $1,910,937 $1,910,937 $1,785,294 Engineering 3,982,236 7,393,662 6,962,683 6,509,781 Public Works Operations 63,617,443 70,098,166 69,894,097 69,847,776 Fleet and Facility Services 25,323,433 21,668,117 24,532,396 21,913,256 Construction Services 1,563,337 2,270,971 2,327,674 1,694,032 Financial and Administrative Services 1,264,205 1,475,483 1,391,426 1,268,038 Operating Expenditure Total $97,553,749 $104,817,336 $107,019,213 $103,018,177
Capital Improvements 50,915,378 19,440,471 107,372,170 36,004,857 Non-operating Expenditure Total $50,915,378 $19,440,471 $107,372,170 $36,004,857 Department Expenditure Total $148,469,127 $124,257,807 $214,391,383 $139,023,034
FY 2009/10 Adopted Budget 234 City of Anaheim, California Public Works
Public Works Operating Budget of $103,018,177
22.2% Personnel Services
3.7% Capital Outlay
4.5% Debt Service 69.7% Other Operating
May not sum to 100% due to rounding
Public Works Operating Budget by Division
$90,000,000 $69,847,776 $80,000,000 $70,000,000 $60,000,000 $50,000,000 $40,000,000 $21,913,256 $30,000,000 $6,509,781 $20,000,000 $1,785,294 $1,694,032 $10,000,000 $1,268,038 $0 Public Engineering Public Fleet Construction Financial Works Works and Services and Administration Operations Facility Administrative Services Services
Public Works Operating Expenditure History
$104,817,336 $107,019,213 $103,018,177 $97,553,749 $100,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
FY FY FY FY 2007/08 2008/09 2008/09 2009/10 Actual Adopted Amended Adopted
City of Anaheim, California 235 FY 2009/10 Adopted Budget Public Works Public Works Administration
Mission Statement Administration provides general planning and management of the Department, including policy direction, program evaluation and capital project delivery. The Director of Public Works also provides direct oversight of Transit Planning. The Transit Planning section promotes transit initiatives that enable the transportation system to carry more people with less roadway congestion in order to improve the quality of life in the City and region and address transportation challenges resulting from current and planned economic growth. Transit Initiatives, such as expansion of the Metrolink service, provision of transit connections to Metrolink stations, developing new regional rail systems using high speed and/or magnetically-levitated trains, and developing the ARTIC will improve the transit services for existing riders, attract new riders to bus and rail systems, improve internal and external access and circulation, and relieve pressure on the region's overcrowded airports, streets and freeways.
Fund Support Public Works Administration is supported by the General Fund with supplements from OCTA, State and Federal grants.
FY 2009/10 Objectives 3 Coordinate intradepartmental efforts to provide Pursue partnerships with OCTA and Anaheim efficient and effective delivery of services. Transportation Network to jump-start the near-term Go Local concepts and to improve 3 Monitor regional Public Works issues that impact local circulator services. Anaheim and provide the City Manager with advice and recommendations. Conduct a project study report and preliminary engineering for the improvements 3 Review Department objectives concerning identified in the Anaheim Canyon Station delivery of services. Master Site Plan. Recommend transit 3 Develop new and innovative ways of using the projects the City should further pursue for existing transportation network more efficiently implementation and nominate projects for and create new ways of moving more people and Renewed Measure M transit funds, as well as not necessarily vehicles: State and Federal grants. Partner with OCTA on the rollout of the 3 Pursue new sources of capital project funds by Metrolink Service Expansion Program's 30- seeking grant opportunities and encouraging minute service in Orange County and startup public-private partnerships: of the Bus Rapid Transit line on Harbor Explore the potential for Federal funding for Boulevard. the Anaheim Fixed-Guideway project. In conjunction with OCTA, initiate Phase I of Conduct design work to expedite the delivery the ARTIC transit center, including completion of Phase I of ARTIC. of a master site plan, conceptual engineering and environmental clearance, as well as Pursue grant funds to improve access to and begin the relocation of the existing Anaheim expand the Anaheim Canyon Station. Station. Pursue Federal economic stimulus funds for Conduct an alternatives analysis, the City's transit projects and continue to seek environmental clearance and conceptual Federal earmark appropriations. engineering on the Anaheim Fixed-Guideway project.
FY 2009/10 Adopted Budget 236 City of Anaheim, California Public Works
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $312,262 $429,945 $429,945 $357,333 Other Operating 140,618 148,397 148,397 124,437 Debt Service 1,349,940 1,327,595 1,327,595 1,303,524 Capital Outlay 275 5,000 5,000 0 Total $1,803,095 $1,910,937 $1,910,937 $1,785,294
City of Anaheim, California 237 FY 2009/10 Adopted Budget Public Works Engineering
Mission Statement The Engineering Division includes Design Services, Traffic and Transportation, Subdivisions, Real Property and Engineering Records. Design Services is responsible for the master planning and design of all arterial street, storm drain and sewer improvements involving City Public Works projects. Traffic and Transportation plans, designs, manages and operates Intelligent Transportation Systems (ITS), traffic signals, roadway signing and striping. Development Services provides development-related services for private sector development. Real Property coordinates the acquisition and sale of public property. Engineering Records maintains maps, improvement plans, and other engineering records to provide accurate information to the public and City staff.
Fund Support The Engineering Division is supported by Federal, State and regional grants, Measure M, Gas Tax, sewer and storm drain fees, service and permit fees and the General Fund.
FY 2009/10 Objectives 3 Prepare and update Citywide Master Plans 3 Explore spillover parking and/or traffic calming including sewers, storm drains and arterial options with neighborhoods. highway pavements. 3 Review plans and process permit applications for 3 Pursue grant funding for street rehabilitation, transportation, right-of-way construction, grading street widening, traffic improvement, water permits, and subdivision maps for compliance quality enhancement, landscape beautification, with City standards and policies. sewer and storm drain capacity enhancements. 3 Acquire right-of-ways and easements as required 3 Improve coordination interdepartmentally and to facilitate the construction of infrastructure with Public Utilities with the implementation of proposed by City departments and private GIS-based mapping software to identify potential developers. Prepare and process abandonments conflicts with projects in close proximity. and encroachments. Maximize revenue on the sale, rental or lease of unused property. 3 Manage the Platinum Triangle Community Facilities District and design, acquire right-of-way 3 Maintain compliance with the National Pollutant and construct backbone infrastructure financed Discharge Elimination System (NPDES) by and to support the Platinum Triangle. requirements. 3 Plan and implement City Public Works projects 3 Manage the storage, access and retrieval of including sewers, storm drains and arterial Public Works engineering records. highways. 3 Implement internal staff training program for 3 Provide a safe traffic circulation system through procedures, policies and new software. design and traffic management. 3 Perform sanitary sewer system repair and 3 Encourage multimodal service improvements, rehabilitation work to maintain compliance with including bus rapid transit and bicycle lanes. Statewide waste discharge requirements.
FY 2009/10 Adopted Budget 238 City of Anaheim, California Public Works
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Centerline miles of arterial highway pavement conditions 9.06 6.80 8.10 8.50 improved. Number of Utility Coordination Meetings. 11 11 11 11 Centerline miles of sewer improved (new measure for FY N/A N/A 11.17 15.90 2008/09). Number of Master Plans (such as the Anaheim-Barber 2432 City and Stanton Channel) prepared or updated. Improved traffic safety. OTS ranking for traffic safety 8787 amount large cities.1 Improved mobility as measured by number of intersections 8455 operating below LOS D.2 Percentage of first plan checks with a maximum 20-day 88% 90% 90% 90% turnaround (15 days for subsequent checks). Efficiency Number of CIP Special Programs (such as Gene Autry 6675 Way West & East Street/SR-91 Interchange) managed. Staff hours per safety audit. 8888 Staff hours per spillover parking or traffic calming issue 100 40 100 100 Percentage of abandonments completed with a maximum 90% 90% 90% 90% of 20 staff hours and encroachment licenses completed with a maximum of 12 staff hours. Percentage of plans and subdivisions approved in three 91% 90% 90% 90% (3) plan check cycles. Percentage of customer records requests responded to 97% 95% 99% 99% within three (3) business days. Workload Number of events served by the Traffic Management 322 270 320 320 Center. Number of traffic work orders completed. 621 600 600 600 Number of safety audits. 15 20 20 20 Number of grading, right-of-way construction, and 2,251 2,300 1,600 1,800 transportation permits issued annually. Number of properties or easements acquired or sold 78 135 135 120 annually. 1. Office of Transportation and Safety (OTS). 2. The number of intersections operating at or below a "D-rated" level of service (LOS) as determined by industry standards.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $2,986,886 $3,518,857 $3,518,857 $3,248,055 Other Operating 975,050 3,855,505 3,424,526 3,261,726 Capital Outlay 20,300 19,300 19,300 0 Total $3,982,236 $7,393,662 $6,962,683 $6,509,781
City of Anaheim, California 239 FY 2009/10 Adopted Budget Public Works Public Works Operations
Mission Statement The Public Works Operations Division oversees solid waste collection and disposal, performs residential street and sidewalk maintenance, wastewater collection and disposal system maintenance, weed and litter abatement, right-of- way maintenance, street and regulatory sign maintenance, street sweeping, parking enforcement, traffic systems maintenance, and maintenance of the Anaheim Resort District.
Fund Support Public Works Operations is supported by solid waste, street cleaning and sewer maintenance fees, Gas Tax, the Anaheim Resort Maintenance District Fund, and the General Fund.
FY 2009/10 Objectives 3 Maintain the City's network of streets and alleys 3 Provide street sweeping services to keep all in a safe and usable condition to facilitate the flow public streets, alleys and parking facilities free of traffic and minimize traffic congestion. from litter and debris; to maintain street durability and beautiful neighborhoods; and enforce 3 Maintain all City sidewalks and curbs in a safe parking restrictions to minimize the number of and usable condition. vehicles parked on public streets during 3 Provide landscape maintenance services on all sweeping activities. public streetscapes to create aesthetically 3 Maintain the City's networks of sanitary sewer pleasing neighborhoods and environments lines, storm drains, pumping stations, drainage throughout the City. easements, and related facilities in optimum 3 Maintain the City's traffic systems and operating condition to provide a safe and healthy infrastructure in an optimal condition. environment. 3 Install and maintain required regulatory, warning, 3 Perform sanitary sewer system repair and guide and street name signs. rehabilitation work to maintain compliance with 3 Install and maintain required roadway the statewide waste discharge requirements. delineation. 3 Administer the solid waste franchise to maintain a 3 Keep all public streets and alleys free from clean and attractive environment and eliminate weeds, litter and debris. health hazards. 3 Maintain the Anaheim Resort in a manner consistent with the established standards.
FY 2009/10 Adopted Budget 240 City of Anaheim, California Public Works
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of sewer spill calls responded to within one (1) 100% 100% 100% 100% hour. Percentage of hazardous road repair complaints 100% 100% 100% 100% responded to within 24 hours. Efficiency Percentage of citizen requests for pothole repairs 100% 100% 100% 100% completed within one (1) working day. Percentage of critical sign repairs completed within four 100% 100% 100% 100% (4) hours. Number of traffic intersections per technician. 63.2 64.2 63.6 53.5 Workload Square feet of deteriorated pavement replaced. 890,500 720,500 780,500 820,000 Square feet of deteriorated pavement slurry sealed. 3,483,000 2,280,000 2,532,000 1,975,000 Number of potholes repaired (new measure for FY 2009/ N/A N/A N/A 525 10). Square feet of deteriorated sidewalk replaced. 50,200 50,200 50,500 60,000 Linear feet of damaged curb and gutter replaced. 11,500 12,750 12,500 11,500 Number of tree wells maintained (new measure for FY N/A N/A 6,196 6,196 2008/09). Square feet of medians and parkways maintained. 5,350,000 5,450,000 5,350,000 5,400,000 Number of traffic intersections maintained. 316 321 318 318 Number of traffic control hubs maintained. 16 18 17 18 Number of storm drain inlets inspected/cleaned (new N/A N/A N/A 2,720 measure for FY 2009/10). Miles of open/closed storm drains cleaned (new measure N/A N/A N/A 13 for FY 2009/10). Miles of sanitary sewers cleaned (new measure for FY N/A N/A N/A 448 2009/10). Miles of sanitary sewer lines inspected (CCTV) (new N/A N/A N/A 50 measure for FY 2009/10). Street miles swept annually (new measure for FY 2008/ N/A N/A 68,720 68,720 09). Alley miles swept annually (new measure for FY 2008/09). N/A N/A 3,076 3,076 Tons of debris removed by street sweepers (new measure N/A N/A 5,980 5,980 for FY 2008/09). Tons of debris removed from public right-of-way by crews N/A N/A 423 423 and contractors (new measure for FY 2008/09). Square feet of landscape maintained in the Anaheim 1,419,286 1,430,486 1,419,286 1,430,486 Resort. Square feet of hardscape maintained in the Anaheim 858,828 858,828 858,828 858,828 Resort.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $8,710,334 $9,578,785 $9,578,785 $9,376,756 Other Operating 53,355,751 55,401,215 55,197,146 54,823,007 Debt Service 1,531,749 2,223,506 2,223,506 2,998,506 Capital Outlay 19,609 2,894,660 2,894,660 2,649,507 Total $63,617,443 $70,098,166 $69,894,097 $69,847,776
City of Anaheim, California 241 FY 2009/10 Adopted Budget Public Works Fleet and Facility Services
Mission Statement The mission of Fleet Services is to provide quality and competitive equipment, transportation, and maintenance to our customers in a timely, economical, environmentally friendly and efficient manner, while maintaining a safe and wholesome work environment and opportunity for all employees. The mission of Facility Services is to provide and maintain clean, safe and aesthetically pleasing buildings and grounds and various services in an efficient, expedient and cost effective manner. To provide vision, direction and management in the maintenance and improvements of City buildings and related infrastructure assuring long-term and maximum use while protecting and maintaining the asset value.
Fund Support Fleet and Facility Services is supported by intergovernmental service funds that are sometimes referred to as quasi enterprise funds.
FY 2009/10 Objectives 3 Maintain the City's motorized equipment in a safe 3 Maintain City facilities at a level to prevent any and reliable operating condition. interruptions of occupancy. 3 Utilize City and contract labor forces and 3 Maintain City facilities in a secure, clean and materials in an efficient, productive and cost aesthetically acceptable condition. effective manner.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of Fleet preventative maintenance completed 73% 80% 73% 75% on-time. Efficiency Number of vehicles per mechanic. 58.74 50.04 55.46 50.00 Number of facilities square feet per worker (interior). 103,631 103,631 103,631 103,631 Workload Number of vehicles maintained by Fleet. 1,351 1,351 1,331 1,331 Number of work orders processed by Fleet. 8,719 8,800 8,004 8,000 Number of alternative fuel and Hybrid vehicles added to 18 18 19 8 Fleet. Total square feet of interior space maintained. 2,176,265 2,176,265 2,176,265 2,176,265 Total square feet of exterior space maintained. 39,138,187 39,138,187 39,138,187 39,138,187
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $7,155,109 $7,829,623 $7,829,623 $7,854,618 Other Operating 12,383,081 11,447,191 11,507,188 12,576,952 Debt Service 323,317 318,703 318,703 318,086 Capital Outlay 5,461,926 2,072,600 4,876,882 1,163,600 Total $25,323,433 $21,668,117 $24,532,396 $21,913,256
FY 2009/10 Adopted Budget 242 City of Anaheim, California Public Works Construction Services
Mission Statement The Construction Services Division surveys and inspects all City capital improvement projects. Additionally, Construction Services provides inspection services for privately funded right-of-way improvements and grading. The Contract Administration section manages contracts for all City capital improvement projects and coordinates with other departments to ensure adequate communication, acceptable contractor performance and conformance with contract documents.
Fund Support Construction Services is supported by the General Fund, capital projects funds and through interdepartmental charges to Public Utilities and other special funds.
FY 2009/10 Objectives 3 Ensure the quality of the infrastructure by 3 Manage the contracts for all City capital inspecting and surveying public right-of-way improvement projects to ensure administrative improvements. conformance with the contract documents. 3 Provide survey and inspection services within a 3 Mitigate and enforce proper traffic control during reasonable response time to contractors and construction. other departments and divisions.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of permit inspections performed in a timely 96% 96% 96% 96% manner. Percentage of topographic surveys completed on time per 98% 97% 95% 97% agreed upon scheduling. Percentage of written requests for construction staking 99% 97% 98% 98% beginning within one (1) working day, or as agreed upon. Efficiency Percentage of permit requested inspections performed 96% 96% 96% 96% within 24-hours of request. Percentage of topographic surveys completed to include 98% 96% 97% 97% all available information per written survey request. Percentage of written requests for construction staking 98% 98% 98% 98% completed without causing an attributable construction delay. Workload Annual number of construction projects. 132 160 130 130 Annual number of permit inspections. 802 1,500 800 800 Annual number of requests for survey from Public Works, 220 150 150 120 other departments and contractors. Annual number of Corner Records filed with County 85 100 100 150 Surveyor.
City of Anaheim, California 243 FY 2009/10 Adopted Budget Public Works
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $1,157,187 $1,468,749 $1,468,749 $1,219,397 Other Operating 382,100 793,322 784,749 470,635 Capital Outlay 24,050 8,900 74,176 4,000 Total $1,563,337 $2,270,971 $2,327,674 $1,694,032
FY 2009/10 Adopted Budget 244 City of Anaheim, California Public Works Financial and Administrative Services
Mission Statement The Financial and Administrative Services Division provides departmental budget, accounting, special analyses and administrative support services. The Division has overall responsibility for the compilation of the operating and Capital Improvement Program (CIP) budgets, and oversees the City's Employee Transportation Center.
Fund Support Financial and Administrative Services is supported by Federal, State and regional grants, Measure M, Gas Tax, the Air Quality Management District (AQMD), sewer and storm drain fees and the General Fund.
FY 2009/10 Objectives 3 Coordinate the preparation of the Public Works 3 Prepare special financial analyses as needed to operating and five-year CIP budget documents. determine feasibility, and maintain or obtain funding for CIP and/or special projects. 3 Provide administrative support in the areas of website development and maintenance, departmental clerical and accounting services, training and professional development and departmental human resource coordination.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Performance Measures Actual Adopted Amended Adopted
Outcome/Effectiveness Percentage of quarterly CIP reports issued within 30 days 100% 100% 100% 100% of quarter-end. Number of annual Employee Transportation outreach 9999 events. Efficiency Average number of staff hours needed to produce all 30 35 35 20 quarterly CIP reports. Number of new City employees participating in Employee 35 40 40 45 Transportation programs. Workload Number of quarterly CIP reports issued on time. 4444 Number of City employees participating in Employee 300 330 330 380 Transportation programs.
FY 2007/08 FY 2008/09 FY 2008/09 FY 2009/10 Budget Summary Actual Adopted Amended Adopted
Personnel Services $682,879 $754,331 $754,331 $764,287 Other Operating 539,837 567,747 623,690 503,751 Capital Outlay 41,489 153,405 13,405 0 Total $1,264,205 $1,475,483 $1,391,426 $1,268,038
City of Anaheim, California 245 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 246 City of Anaheim, California FY 2009/10 - FY 2013/14 Capital Improvement Program Capital Improvement Program FY 2009/10 - FY 2013/14 Capital Improvement Program
Introduction as the five year cost of the project, and a brief description of each project. For one-time projects and projects that will have an operational cost impact, this The Capital Improvement Program (CIP) is a projection information is included in the description. of the City’s capital investments plan over a five-year period. The CIP is both a fiscal and planning device that allows the City to monitor all capital project costs, Financing the CIP funding sources, departmental responsibilities, and The following are the major sources used to finance the timing. Each year the CIP is reviewed within the context projects presented in the CIP: of ongoing City, County, State, and Federal planning programs and policies. Capital investments involve Redevelopment Agency Funds – A group of funds major City projects that normally have long and useful established to account for the acquisition, relocation, lives. demolition, construction, and sale of property for those portions of Anaheim eligible for redevelopment The CIP contained herein includes five years of related activities. Financing is provided by property projected capital needs. The first year of the program tax increment and bond proceeds. will become the capital budget for which project money Community Development Block Grant (CDBG) – the will be authorized. The remaining four years of the CIP Federal Housing and Community Development Act will serve as a financial plan for capital investments. The provides financing. The funds are used to financial plan will be reviewed each year as the CIP is rehabilitate privately held homes and government updated and prepared. infrastructures. The Platinum Triangle is scheduled to have significant Gas Tax – Financing is provided by the City’s share capital improvements over the next eight to fifteen years. of Federal, State and local gasoline taxes. State law Due to the uncertainty in the timing of the projects, a requires that gasoline taxes be used to improve and need to approve appropriate financing methods, and a maintain streets. lack of sufficiently detailed cost estimates, the majority of Measure M – an initiative passed by Orange County these projects have not been included in the capital voters to fund transportation improvements using budget. The total costs for all the improvements are revenue generated by a countywide half-cent sales estimated in excess of $160 million. Several projects, tax. The various cities of Orange County receive including the Anaheim Tennis Center, Burris Basin, funding from the Orange County Transportation Brookhurst Park, Juarez Park, and Ponderosa Park Authority and are required to spend the monies on improvements, are sufficiently developed to include in transportation projects. this plan. Sewer and Storm Drain Construction Funds – These Organization of the CIP funds are established by fees charged to residential and commercial developers to provide financing for The CIP is broken down into three sections. The first capital improvements. section, following, describes some of the various funding sources used in the five-year capital plan. The second Sewer Bonds – The City issued revenue bonds of section is a one page summary of the funding sources approximately $47 million. The funds are being used by year and the projected costs for the eight categories. to improve approximately 58,000 linear feet of sewer The third section displays projects grouped into one of pipeline in various pipe dimensions. the eight categories. Parksites and Playgrounds – State and Federal reimbursement programs provide financing in The eight categories are: Recreation/Parks; Libraries; conjunction with fees charged to residential and Street Improvements; Downtown Projects/Municipal commercial developers. The fund accounts for the Facilities; Wastewater; Electric Systems; Water development of new parksites and playground Systems; and Commercial Entertainment Venues. Each facilities. of the categories displays the projected costs for each of the next five years as well as the projects included in that category. Each project has the FY 2009/10 cost as well
City of Anaheim, California 247 FY 2009/10 Adopted Budget FY 2009/10 - FY 2013/14 Capital Improvement Program Electric Utility – Funding from the services rendered on a user surcharge basis to residents and businesses located in Anaheim. These sources also support the operation of the utility. The capital portion is used in part for underground conversions, transmission and distribution, and substations. Water Utility – Funding from the services rendered on a user surcharge basis to residents and businesses located in Anaheim. This revenue source also supports the operation of the utility. The capital portion is used in part for new transmission and distribution systems, production system improvements, production system replacements, and special facility projects. Convention Center – Funding from operational revenues generated by the Convention, Sports, and Entertainment Department to improve, upgrade and remodel the various facilities managed by this department.
FY 2009/10 Adopted Budget 248 City of Anaheim, California CIP Funding Sources Summary CIP Funding Sources Summary Adopted [------Information Only------] Funding Sources of Funding FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Totals Sewer Construction & Maintenance $190,000 $300,000 $200,000 $320,000 $320,000 $1,330,000 Storm Drain Construction 360,000 300,000 0 0 0 660,000 Sewer Bonds 16,604,250 0 0 0 0 16,604,250 State Infrastructure Bonds 8,881,822 0 0 0 0 8,881,822 Parksites & Playgrounds 2,540,401 400,000 980,300 0 0 3,920,701 Platinum Triangle Fees 11,257,700 200,000 0 0 0 11,457,700 Measure M 4,297,800 4,307,256 4,393,401 4,481,269 4,570,894 22,050,620 Gas Tax 1,862,011 365,000 520,000 300,000 300,000 3,347,011 Measure M-Competitive Grants 1,603,794 0 0 0 0 1,603,794 P W Transportation Grants 731,412 0 898,367 0 0 1,629,779 Citywide Transportation Fees 773,768 650,473 384,818 345,000 225,000 2,379,059 Traffic Signal Systems 500,000 0 0 0 0 500,000 Library Donations 100,000 0 0 0 0 100,000 Water Utility 11,650,086 26,573,174 8,079,222 8,090,099 8,718,438 63,111,019 Electric Utility 62,093,397 119,687,936 57,614,003 52,809,917 36,592,909 328,798,162 Convention Center 7,425,000 1,700,000 1,200,000 1,150,000 1,050,000 12,525,000 Redevelopment 6,270,000 7,550,000 13,650,000 8,900,000 1,700,000 38,070,000 Westgate Project Fund 4,150,000 0 0 0 0 4,150,000 CDBG 1,973,767 0 0 0 0 1,973,767 Total Sources of Funding $143,265,208 $162,033,839 $87,920,111 $76,396,285 $53,477,241 $523,092,684
Adopted [------Information Only------] Expenditure Summary by Program Funding Area FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Totals Commercial Entertainment Venues $7,425,000 $1,700,000 $1,200,000 $1,150,000 $1,050,000 $12,525,000 Downtown Projects 5,200,000 3,800,000 5,000,000 0 0 14,000,000 Electric Systems 62,453,397 120,048,936 57,941,003 53,091,917 36,895,909 330,431,162 Libraries 100,000 0 0 0 0 100,000 Recreation/Parks 14,238,101 600,000 980,300 0 0 15,818,401 Street Improvements 23,904,374 9,072,729 14,846,586 14,026,269 6,795,894 68,645,852 Water Systems 11,290,086 26,212,174 7,752,222 7,808,099 8,415,438 61,478,019 Wastewater 18,654,250 600,000 200,000 320,000 320,000 20,094,250 Total Expenditures $143,265,208 $162,033,839 $87,920,111 $76,396,285 $53,477,241 $523,092,684
City of Anaheim, California 249 FY 2009/10 Adopted Budget Recreation/Parks Recreation/Parks FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $14,238,101 $600,000 $980,300 $0 $0 $15,818,401
FY 2009/10 Project Name Adopted 5 Year Total Description Anaheim Tennis Center $4,000,000 $4,000,000 Renovations of tennis center at Boysen Park. Construction to start during FY 2009/10 with completion the following year. Total project cost: $4,612,500 Annual operating impact: $10,000 Mother Colony Park 963,272 963,272 Design and construction of a one acre park, including restroom storage/display area, interpretive gardens and signage, parking lot, landscaping and seating. Total project cost: $985,272 Annual operating impact: Unknown Colony Park 1,055,000 1,055,000 Project on hold pending Mountain Park development. Installation of athletic field lighting on fields, a restroom and basketball courts. Total project cost: $1,055,000 Annual operating impact: $10,000 Park Restroom Replacement 407,229 407,229 Replace existing restrooms at different parks to meet ADA compliance. FY 2009/10 will include expansion and upgrade at Twila Reid. Total project cost: $1,600,000 Annual operating impact: None Pearson Amphitheater 0 200,000 Design phase for renovations to the theater. Construction costs to Preliminary Design be determined. Total project cost: $200,000 (design only) Annual operating impact: Unknown Twila Reid Spray Park 0 380,000 Install a spray pad at Twila Reid Park. Total project cost: $380,000 Annual operating impact: $10,000 Burris Basin Park Development 6,502,000 6,502,000 Develop park space around perimeter of Burris Basin, an OC Water District recharge basin. Includes Class 1 biking trail, landscaping, picnic space, and bird observation areas. Total project cost: $7,202,300 Annual operating impact: $247,000 Imperial Park 0 200,000 Renovations of play area. Total project cost: $200,000 Annual operating impact: None Ponderosa Park Design 400,000 400,000 Master planning for Ponderosa Park and a new community center as a result of a new school facility to be built adjacent to the park. Total project cost: $400,000 (design only) Annual operating impact: Unknown Chapparal Park 0 200,300 Expansion of existing tot lot area and installation of water play area in existing wading pool. Total project cost: $200,300 Annual operating impact: None
FY 2009/10 Adopted Budget 250 City of Anaheim, California Recreation/Parks
FY 2009/10 Project Name Adopted 5 Year Total Description Pioneer Park Play Area $119,900 $119,900 Play area improvements. Total project cost: $320,000 Annual operating impact: None Juarez Park Master Plan 20,700 20,700 Development of a master plan for Juarez Park. Total project cost: $100,000 Annual operating impact: None Athletic Field Improvements 200,000 200,000 Design upgrades to athletic fields Citywide over the next several years. Total project cost: On-going Annual operating impact: None Brookhurst Park Play Area 70,000 470,000 Design of a fully ADA accessible park play area. Total project cost: $470,000 Annual operating impact: None Various Park Improvements 500,000 700,000 Various updates and repairs to existing parks. Total project costs: On-going Annual operating impact: None
City of Anaheim, California 251 FY 2009/10 Adopted Budget Libraries Libraries FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $100,000 $0 $0 $0 $0 $100,000
FY 2009/10 Project Name Adopted 5 Year Total Description Victorian House $100,000 $100,000 Donation to expand exhibit space at the West Street Historic Park site. Total project cost: $100,000 Annual operating impact: $140,000
FY 2009/10 Adopted Budget 252 City of Anaheim, California Street Improvements Street Improvements FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $23,904,374 $9,072,729 $14,846,586 $14,026,269 $6,795,894 $68,645,852
FY 2009/10 Project Name Adopted 5 Year Total Description Street Construction/ $14,679,927 $35,766,405 Includes projects to provide and operate a safe, well-maintained Reconstruction (Arterials) and efficient transportation system. These public improvement projects include participation with other governmental agencies for improvements to intersections, arterial streets and freeway ramp interchanges. Provides for the rehabilitation/ reconstruction of a street to restore the structural integrity and extend the service life of the street. In addition, corridor beautification, street trees, signage, historic street lighting, landscaping of parkways and enhancement of public easements are undertaken. Traffic Signal Modification 235,000 875,000 Includes undergrounding of existing overhead interconnect cables in conjunction with Utilities undergrounding efforts. Additional signal modification projects are identified throughout the year as needs arise and funding becomes available. Colony Park Utility 2,638,767 2,638,767 Underground 12kv and communications on Olive St. (south to Underground & Street Santa Ana) and Santa Ana (Olive to Vine). Improvements Total project cost: $2,940,000 New Traffic Signals 500,000 750,000 Installation of new traffic signals to provide safe and efficient movement of vehicular traffic at intersections. Traffic Systems Management 1,647,680 2,312,680 Projects will provide improvements in traffic signal system operations by installing system detectors, Split Cycle Offset Optimization Technique (SCOOT) loops, video detection, CCTV cameras, controllers, and controller cabinet upgrades, fiber optics, electrical service cabinet upgrades, communication hubs, signal interconnect upgrades, and pullboxes identified for each project scope. Lemon Street Phase I & II 0 2,500,000 Eliminate northbound left turn from Lincoln to one-way north of Connectivity Lemon. Open Lemon through Watt Center to Oak St. Total project cost: $2,500,000 Anaheim Blvd. Improvements 0 600,000 Remove and replace median and realign street to accommodate onstreet parking and development parcels on east and west side of street. Total project cost: $600,000 Brookhurst Streetscape 180,000 4,080,000 Design and construct new streetscape from Crescent to south of Ball. Total project cost: $4,080,000 Quiet Zone 850,000 850,000 Medians and crossing gates at Vermont, South, Santa Ana, and Broadway. Total project cost: $1,000,000 Guinida Lane Streetlights and 355,000 355,000 Streetlight installation in South District, parking lots on Guinida. Parking Total project cost: $355,000 Civic Center New Street 0 1,950,000 New street from Anaheim Blvd. to 42nd Street. Includes sidewalks from parking structure to front of City Hall, new elevator at parking structure, additional street parking. Total project cost: $1,950,000 Broadway Phase II 0 3,400,000 Remove medians and recontour street grade Anaheim to Harbor; Enhancements onstreet parking; install bullouts and streetscape. Total project cost: $3,400,000
City of Anaheim, California 253 FY 2009/10 Adopted Budget Street Improvements
FY 2009/10 Project Name Adopted 5 Year Total Description Civic Center Plaza $0 $2,000,000 Reconstruction of public areas in front of City Hall, including usable public space in conjunction with pedestrian improvements and potential water element. Total project cost: $2,000,000 Canyon Station Underpass and 150,000 4,600,000 Construction of underpass. Extension of Platform Total project cost: $4,600,000 Anaheim Blvd at Center St. 0 1,800,000 Remove medians, realign Anaheim Blvd. on east side to increase Promenade area in front of City Hall. Total project cost: $1,800,000 Streetlights on Pine, Janss and 180,000 180,000 New streetlight installation on Pine, Janss and Resh streets. Resh Streets Total project cost: $180,000 Olive Street Streetlight 0 500,000 Realign edge, new streetscape on east side from South to north of Water. Total project cost: $500,000 Colony Park Street 1,200,000 2,200,000 On-street parking and new streetscape on Santa Ana. Improvements Total project cost: $2,200,000 ARTIC-OCTA 588,000 588,000 On-street parking, new curb alignment and streetscape between Muzeo and Lemon. Paid for with OCTA grant. Total project cost: $588,000 Kraemer-La Palma Intersection 700,000 700,000 Undergrounding of utilities at intersection of Kraemer and La Undergrounding Palma. Total project cost: $700,000
FY 2009/10 Adopted Budget 254 City of Anaheim, California Downtown Projects/Municipal Facilities Downtown Projects/Municipal Facilities FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $5,200,000 $3,800,000 $5,000,000 $0 $0 $14,000,000
FY 2009/10 Project Name Adopted 5 Year Total Description Westgate Project $4,150,000 $4,150,000 Installation of cap and remediation systems. Total project cost: $4,150,000 Annual operating impact: None Angel Stadium 0 200,000 Restripe a portion of Angel Stadium parking lot to create a 50-acre Development development site. Total project cost: $4,000,000 Annual operating impact: None Parking Structure 850,000 1,650,000 New parking equipment/software for City Hall West, AT&T and Upgrade – Phase I & CIM parcel A parking. New parking equipment/software for II City Hall East and Center Street parking. Total project cost: $1,650,000 Annual operating impact: None YMCA Public Pool 0 1,500,000 Construct enclosed pool adjacent to new YMCA facility on Center Street east of Community Center. Total project cost: $1,500,000 Annual operating impact: Unknown Packing House Parking 0 500,000 Construction of 100 space surface lot. Total project cost: $500,000 Annual operating impact: None Boys and Girls Club 0 3,500,000 Contribution to construction of City building adjacent to existing Facility gym to be leased to Boys and Girls Club. Total project cost: $3,500,000 Annual operating impact: None Glover Stadium 200,000 2,500,000 Rehabilitation of the Glover Stadium at La Palma Park. Total project cost: $2,500,000 Annual operating impact: None
City of Anaheim, California 255 FY 2009/10 Adopted Budget Wastewater Wastewater FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $18,654,250 $600,000 $200,000 $320,000 $320,000 $20,094,250
FY 2009/10 Project Name Adopted 5 Year Total Description Storm Drain Construction $1,860,000 $2,160,000 Provides for the construction of storm drain facilities to prevent flooding of streets, improve road surface conditions during a storm and conform to current design standards. Total project cost: On-going Annual operating impact: None Sewer Construction 16,794,250 17,934,250 Funding for the construction and major repair of sewers and to conduct studies that assess the physical condition of the sanitary sewer system. Sewer bonds will provide a majority of the funding. Total project cost: On-going Annual operating impact: None
FY 2009/10 Adopted Budget 256 City of Anaheim, California Electric Systems Electric Systems FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $62,453,397 $120,048,936 $57,941,003 $53,091,917 $36,895,909 $330,431,162
FY 2009/10 Project Name Adopted 5 Year Total Description Transmission and $17,463,776 $66,708,274 Enhance the reliability and capacity of the 69kV and the Distribution Upgrades 12kV systems throughout the City. System Capital Project 752,120 4,731,160 Allows for electric systems planning/reliability infrastructure Management improvement projects, such as a new local generation project, future generation and additional 230 kV ties to the grid. System Undergrounding 25,368,721 99,690,793 The program converts overhead power and communication lines to new underground electrical and communication systems along major thoroughfares. Projects are implemented using the criteria of geographical diversity, coordination with other City projects, City image, engineering options, and available funds. Property Acquisition 68,620 5,361,206 This program allows for the procurement and leasing of land for generation, transmission, substations, easements, etc., to support the 69kV and 12kV systems. Examples are recent land purchases for a new generation facility and a proposed substation in the Platinum Triangle. Transformers/ 2,868,072 19,437,588 Provide distribution transformers, overhead, pad-mounted Capacitors and submersible, and capacitor banks for all electric transmission and distribution capital projects. New Substation 417,413 52,813,939 This program provides for the construction of new Construction substations. The Anaheim Substation was recently completed. Currently planned are the Harbor and Platinum Triangle substations and the transmission and distribution upgrade of Clair Substation. Substation Improvements 2,150,000 18,740,000 Upgrade/replace substation equipment such as transformers, circuit breakers, switchgears, and various switches in the ten existing 69kV/12kV substations. System Expansion 2,560,185 13,786,045 Expansion of electrical facilities to serve new and/or upgraded residential, commercial, or industrial properties/developments, and related underground line extensions to meet forecasted growth. Control Improvements 1,500,000 6,800,000 Fifty overhead switches and five underground vaults have been identified for automation. SCADA & Telecommunica- 1,865,000 9,869,000 System Control and Data Acquisition (SCADA) tion communication infrastructure is being expanded to support distribution automation, substation automation, and NERC Critical Infrastructure Protection projects. Outage Management System is being integrated with other systems to improve outage detection and response.
City of Anaheim, California 257 FY 2009/10 Adopted Budget Electric Systems
FY 2009/10 Project Name Adopted 5 Year Total Description Telecommunication $1,100,000 $5,410,000 Implements design and construction of projects to upgrade Projects and expand the fiber optic infrastructure to the Electric, Water and City facilities; purchases 800 MHz dispatch radios and implements cell site, Wi-Fi and spare fiber optic leasing. System Protection 777,000 3,770,000 Upgrade protective relays, which enhance reliability and provide necessary features to the protection, testing and monitoring of the system. System Reliability 304,660 1,259,311 This program allows for electrical system planning/reliability Improvements studies including required California Environmental Quality Act (CEQA) studies and reviews, studies for modeling and analyzing the electric system for new, replacement, and upgraded infrastructure, new generation studies and its electric system impacts. Streetlight Requests 501,896 2,268,914 Install streetlights at the request of various City departments. Expenses are reimbursed by the department requesting the streetlights. Service Enhancement 4,755,934 19,784,932 Projects include automatic meter reading; improvements in Projects E-commerce; computer equipment replacement; replacement of CIS, document imaging; field mobile data; and work management system.
FY 2009/10 Adopted Budget 258 City of Anaheim, California Water Systems Water Systems FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $11,290,086 $26,212,174 $7,752,222 $7,808,099 $8,415,438 $61,478,019
FY 2009/10 Project Name Adopted 5 Year Total Description Water Storage $1,940,000 21,061,752 Install new storage facilities or replace/modify existing water storage facilities. Projects in FY 2009/10 include construction of the new 10-million gallon Nohl Canyon tank, designing replacement of earthen lined reservoir with new concrete storage tanks at Linda Vista and designing a new 1.6-million gallon tank in East Anaheim. Water Main Upgrades 633,000 16,269,902 Funding to replace water mains throughout the City to improve water quality, improve the system’s capability to meet fire flow requirements, raise water pressures, and increase service reliability. Install new transmission and distribution mains where necessary. FY 2009/10 projects include installation of a 12” water main along Lincoln Ave. from East to La Plaza, design of the replacement of a 12” transmission main on Maychelle Dr. and rehabilitation of various large water vaults. Well Upgrades 366,000 3,275,682 Improve overall supply reliability, increase pumping efficiency, and meet projected water demands. Projects in FY 2009/10 include construction and equipping of site improvements of Well 54, next to Anaheim Substation and Well 56 in Willow Park. Pumping/ 2,580,000 4,089,130 Replace, upgrade or install pumping stations and pressure Regulating Stations regulating stations to improve system supply and service reliability. Major projects in FY 2009/10 include design and construction of the Hidden Canyon Pump Station and construction of the Parkview Pump Station expansion. Water Services 314,215 1,647,398 Engineering and field staff activities associated with the inspection of customer-contributed capital facilities. Other Capital 5,041,720 12,049,254 Replacement, upgrades or new installation of miscellaneous water facilities such as treatment devices, security equipment, and motors. FY 2009/10 projects include design and construction of a water recycling demonstration project, improving water security system and enhancing the water system’s fire protection capabilities. Service Enhancement Projects 415,151 3,084,901 Projects include automatic meter reading; improvements in E- commerce; computer equipment replacement; replacement of CIS, document imaging; field mobile data, and work management system.
City of Anaheim, California 259 FY 2009/10 Adopted Budget Commercial Entertainment Venues Commercial Entertainment Venues FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 FY 2013/14 Total $7,425,000 $1,700,000 $1,200,000 $1,150,000 $1,050,000 $12,525,000
FY 2009/10 Project Name Adopted 5 Year Total Description Carpark Capital Improvements $750,000 $1,350,000 Repairs to maintain integrity of the Hilton garage; install a “matt” material prior to resurfacing Carpark 7 and 5; recoat level 5 of Carpark 4 with elastomeric coating to waterproof and prevent deterioration. Total project cost: $1,350,000 Re-roofing Projects 650,000 1,000,000 Replacement of 25 year old roof on Exhibit Hall “C” to ensure protection of exhibit hall structure, contents, and patrons. Replace the 40 year old Administration building roof. Total project cost: $1,000,000 Katella Avenue Message 0 500,000 Funding to upgrade or replace the existing electronic display built Reader Board into the Katella Avenue reader board, which would be reaching the end of its usable life after ten years of operation. Total project cost: $500,000 Various Facility Capital 2,775,000 6,225,000 Various capital projects that include: lobby carpet; lobby furniture; Improvements exhibit hall enhancements; meeting room carpet; large mechanical equipment; security office upgrade; West facility upgrade; replacement of Arena chillers; Arena carpet; retrofit of Hall D concession stand; and Lanai Courtyard upgrade. Total project cost: $6,225,000 North Freight Elevator 3,250,000 3,250,000 Addition of a new freight elevator to be located at the north end of the main building to expedite movement of exhibitors, materials, and equipment and to provide back-up for the south freight elevator. Total project cost: $3,250,000 Above Ground Fuel Storage 0 200,000 Removal of existing underground fuel storage tanks and installation Tanks of new above ground tanks due to EPA requirements and in lieu of constant repair and monitoring. Total project cost: $322,000
FY 2009/10 Adopted Budget 260 City of Anaheim, California Definition of Terms Appendix Definition of Terms Definitions of terms and acronyms used in the Operating and Capital sections of the budget are listed and defined below:
Accrual basis of accounting – the method of is a measure of risk associated with a debt issuer’s accounting under which transactions are recognized ability to pay its debt. when they occur and are measurable, regardless of the timing of related cash flows. Budget
AC-NET – Anaheim Center for New Energy Capital – (see Capital). Technologies. Operating – a fiscal plan detailing current operating AFJC – Anaheim Family Justice Center. programs, including an estimate of proposed expenditures and the proposed means to finance Appropriation – an authorization made by the City them. Council that permits City departments to make expenditures of governmental resources. All Budgetary control – the control or management of a appropriations that have not been expended or lawfully government in accordance with the approved budget for encumbered lapse at the end of the fiscal year. The City the purpose of keeping expenditures within the Council may increase or decrease appropriations by limitations of available appropriations and resources. majority vote. The City Manager may transfer appropriations within a department. All transfers CAFR – (see Comprehensive Annual Financial between departments must be approved by the City Report). Council. CARB – California Air Resources Board. Appropriations Limit – as a governmental entity in the State of California, the City is subject to the Gann CalTrans – California Department of Transportation. Spending Limit Initiative, which limits the amount of annual appropriations of tax proceeds. See City Capital Financial Information to review the calculation. Capital improvement (also, Capital Project) – refers AQMD – Air Quality Management District. to a specific project in the CIP. The City of Anaheim budgets at the project level. Capital projects are ARTIC – Anaheim Regional Transportation Intermodal major projects (water lines, streets, parks, buildings, Center. etc.) having a long-term nature/life, constructed or acquired for the public good. Asset – resources owned or held by a government that have monetary value. Capital Improvement Program (CIP) – a five-year fiscal plan detailing the amount and timing of Balanced budget – a budget in which income (revenue) anticipated capital expenditures. The City Council is equal to expenditures. A budget may also be adopts the first year of the CIP and approves the balanced with the use of operating reserves. entire five-year plan in concept. It is updated annually with the adoption of the budget. The last Bond – a written promise to pay a designated amount section of this budget document contains the City’s (called the principal), at a specific date in the future, adopted CIP. together with periodic interest at a specified rate. In the budget, these payments are identified as debt service. Capital outlay – one of four categories of expense Bonds are usually used to obtain long-term financing for (see expense category). Capital outlay capital improvements. expenditures result in the acquisition of, or addition of, capital assets or infrastructure. These Bond rating – an opinion of a credit rating agency as to expenditures may occur in either an operating a debt issuer’s overall financial capacity and willingness program (e.g., the purchase of a computer) or a to meet its financial commitments as they come due. It capital project (e.g., land acquisition). Conversely, a
City of Anaheim, California 261 FY 2009/10 Adopted Budget Definition of Terms capital project may have other categories of Comprehensive Annual Financial Report (CAFR) – expense (e.g., labor costs for administrative the official annual financial report of a government, personnel working on the project or other operating which encompasses all funds. costs for materials and/or supplies that are not capital items). Consumer Price Index (CPI) – an index that tracks the prices of a specified set of goods and services Capital Projects funds – established to account for purchased by consumers, providing a measure of resources used for the acquisition and construction inflation (often considered a cost-of-living index). of capital facilities by the City, except those financed by proprietary funds. The individual funds Debt service – the repayment of principal and/or comprising this grouping are as follows: Mello-Roos interest on borrowed funds. Projects, Redevelopment Agency, Other Capital Improvements and Anaheim Resort Improvements. Debt Service funds – governmental fund type used to These and other funds (including Special Revenue, account for the accumulation of resources for, and the Enterprise and General Fund) comprise the funding payment of, general long-term debt principal and sources for the CIP. interest.
Capital assets – assets of long-term character that are Department – a major administrative unit of the City, intended to continue to be held or used for a period of which indicates overall management responsibility for an more than one year, such as land, buildings, machinery, operation or a group of related operations within a furniture, and other equipment. functional area, and the organizational level at which the budget is adopted. Capital budget – (see Capital, Capital Improvement Program). Depreciation – expiration in the service life of capital assets attributable to wear and tear, deterioration, action Capital improvements – (see Capital, Capital Project). of the physical elements, inadequacy or obsolescence.
Capital Improvement Program (CIP) – (see Capital). Division – an organizational unit that indicates management responsibility for an operation or group of Capital outlay – (see Capital). related operations within a functional area, subordinate to the department level of the organization. Cash basis of accounting – a basis of accounting under which revenue and expenses are recognized Encumbrance – commitment related to unperformed when cash is received and cash is paid. (executory) contracts for goods or services.
Category of expense – (see Expense Category). Enterprise funds – funds established to account for the operations and financing of self-supporting activities of a CDBG – (see Community Development Block Grant). governmental unit that renders services on a user charge basis to the general public, similar to private CIP – (see Capital). business enterprises. The following funds operate on an enterprise basis: Electric Utility, Water Utility, Sanitation, Community Development Block Grant (CDBG) – a Golf Courses, Stadium and Convention Center. federally funded program, the main objective of which is the development of viable urban communities through Expenditure – the payment of cash on the transfer of the provision of decent housing, a suitable living property or services for the purpose of acquiring an environment and economic opportunity, principally for asset, service or settling a loss. low to moderate income persons. Expense – charges incurred (whether paid immediately Community Improvements Fund (Comm. Imp.) – a or accrued) for operations, maintenance, interest or fund of the City that was created in FY 2001/02 to other charges. account for funds set aside for making improvements to neighborhoods. For reporting purposes, this fund is Expense category – there are four expense categories: included in the Other Capital Improvements fund Personnel (also referred to as Labor), Other Operating, grouping. Debt Service, and Capital Outlay.
FY 2009/10 Adopted Budget 262 City of Anaheim, California Definition of Terms Fees – (see User Charges). Goal – a broad statement of intended accomplishments, which normally covers long periods of time and explains FERC – Federal Energy Regulatory Commission. the basic purpose for which a department was established. Elected officials and senior management Fiduciary funds – funds used to report assets held in a are responsible for establishing goals. trustee or agency capacity for others and which therefore cannot be used to support the government’s Governmental funds – funds generally used to account own programs. The fiduciary category includes pension for tax-supported activities. There are five different (and other employee benefit) trust funds, investment types of governmental funds. Anaheim’s governmental trust funds, private-purposed trust funds, and agency funds include the General Fund, Other General Purpose funds. funds, Special Revenue funds, Debt Service funds and Capital Projects funds. Fiscal Year (FY) – any yearly accounting period, regardless of its relationship to a calendar year. The Grant – a monetary contribution by a government or fiscal year for the City begins on July 1 of each year and other organization to support a particular function. ends on June 30 of the following year. It is designated Grants may be classified as either operational or capital, by the calendar year in which it ends. For example, depending on the grantee. fiscal year 2009/10 begins on July 1, 2009 and ends on June 30, 2010. Indirect cost – a cost necessary for the functioning of the organization as a whole, but which cannot be directly FTE (full-time equivalent) – The equivalent of a full- assigned to one service. time position for one year, based on 1.0 FTE equaling 2,080 hours. Infrastructure – the physical assets of a government (e.g., streets, sewers, public buildings and parks). Full Cost Recovery – includes recovery of all costs attributable directly to a service or program, as well as a Internal Service funds – used to account for the reasonable share of indirect costs related to the service financing of centralized services to different funds and or program. City departments on a cost reimbursement basis (including replacement costs). Internal Service funds of Fund – an independent fiscal and accounting entity with the City include General Benefits and Insurance, a self-balancing set of accounts. Motorized Equipment, Duplicating and Printing, Information Services, and Municipal Facilities FY – (see Fiscal Year). Maintenance.
Geographic Information System (GIS) – a computer Lease Payment Measurement Revenues (LPMR) – in system capable of integrating, storing, editing, analyzing, 1997, the Anaheim Public Financing Authority issued sharing, and displaying geographically-referenced lease revenue bonds to finance the construction of information. improvements in the Anaheim Resort. The amount of each lease payment to be made by the City under the General Fund – this fund is one of five governmental lease agreement is measured by Lease Payment fund types and typically serves as the chief operating Measurement Revenues. fund of a government. The General Fund is used to account for all financial resources except those required LPMR – (see Lease Payment Measurement Revenues). to be accounted for in another fund. Measure M – an initiative passed by Orange County Generally accepted accounting principles (GAAP) – voters to fund transportation improvements using the conventions, rules, and procedures that serve as the revenue generated by a countywide half-cent sales tax. norm for the fair presentation of financial statements. The various cities of Orange County receive funding from the Orange County Transportation Authority General obligation bonds – bonds that are issued and (OCTA) and are required to spend the monies on backed by the full faith and credit of the issuing transportation projects. government.
GFOA – Government Finance Officers Association.
City of Anaheim, California 263 FY 2009/10 Adopted Budget Definition of Terms Metro Cities Joint Powers Authority – provides fire General Purpose funds of the City include the Half Cent emergency dispatch services for seven cities in Orange Sales Tax for Public Safety, Arena, Police Outside County. Reimbursements, Economic Development, Mother Colony, Library Donations, M. Roston Memorial, Modified accrual basis of accounting – the basis of Deposits, and Drainage Assessments funds. accounting, according to which (a) revenues are recognized in the accounting period in which they PAL – Police Activities League. become available and measurable and (b) expenditures are recognized in the accounting period in which the Pay-as-you-go basis – a term used to describe a fund liability is incurred, if measurable, except for financial policy by which capital outlays are financed unmatured interest on general long-term debt and from current revenues rather than through borrowing. certain similar accrued obligations, which should be recognized when due. Performance indicators – specific quantitative and qualitative measures of work performed as an objective NAC – Neighborhood Advisory Councils. The of specific departments or divisions. leadership group of a neighborhood association that formally advises City staff to create and implement a Personnel services – a budget category used to neighborhood improvement action plan. capture the costs associated with employing full-time and part-time employees. Net Cost/Surplus – annual deficiency or excess of revenues over expenses, which decreases or increases Proprietary fund – funds that focus on the the available balance of a particular fund. determination of operating income, changes in net assets (or cost recovery), financial position, and cash NPDES – National Pollutant Discharge Elimination flows. There are two different types of proprietary funds: System. Enterprise funds and Internal Service funds.
Objective – a specific, measurable goal, formally Revenue – sources of income financing the operations established at the division level of the organization. of government.
OCTA – Orange County Transportation Authority. RFP – Request for Proposal.
Operating budget – (see Budget). Special Revenue funds – used to account for the revenue derived from specific taxes or other earmarked Operating category – a category of expense that revenue sources (other than for major capital projects) includes materials, supplies and small equipment. It can that are restricted by law or administrative action to be found in both operating and capital budgets. expenditures for specified purposes. The City’s Special Revenue funds include: Gas Tax and Roads, Workforce Operating expenditure – divided into four categories, Development, CDBG, Community Services Facilities, personnel, other operating, debt service and capital Sewers and Storm Drains, Grants, Anaheim Resort outlay; expenses required for a department to function. Maintenance District, Narcotic Asset Forfeiture, Housing Authority, and Redevelopment Set-Aside. Operating reserves – unrestricted funds, usually accumulated over several years, that are available for Structural deficit – a fiscal imbalance created when appropriation (also see Unreserved Fund Balance). ongoing expenditures exceed ongoing revenues.
Operating revenues – funds the government receives Structural reductions – measures taken by a as income to pay for ongoing operations, such as taxes, department that either decrease or eliminate ongoing fees from specific services, interest earnings, and grant costs or generate new, ongoing revenues. revenues. TOT – (see Transient Occupancy Tax). Other General Purpose funds – these specialized funds represent General Fund obligations and are Transfers To/From – amounts transferred from one reported with the General Fund in the City’s fund to another to assist in financing the services for the Comprehensive Annual Financial Report (CAFR). Other recipient fund.
FY 2009/10 Adopted Budget 264 City of Anaheim, California Definition of Terms Transient Occupancy Tax (TOT) – a tax on hotel/motel stays of less than 30 days. The rate is currently 15%.
Triple Flip – in March 2004, California voters approved the Governor’s budget measure which called for (among other things) the implementation of the “Triple Flip” to generate a dedicated revenue stream for bond repayment. One-quarter of Anaheim’s sales tax revenues are re-directed by the State and replaced with an equal amount of property tax revenues. Because the basis for the calculation of this replacement revenue will continue to be the amount of taxable sales generated in Anaheim, the City will record this replacement revenue in the sales tax category.
UASI – (see Urban Area Security Initiative).
Unreserved fund balance (also known as unrestricted fund balance) – the portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation.
Urban Area Security Initiative (UASI) –sponsored by the United States Office of Domestic Preparedness, a grant program to make funds available to cities to enhance security and overall preparedness to prevent, respond to, and recover from acts of terrorism.
User charges – the payment of a fee for direct receipt of a public service by the party who benefits from the service.
Visitor and Convention Bureau (V&CB) – an independent organization that contracts with the City to promote conventions and other tourism in Anaheim. The payment to the V&CB is budgeted in the Convention, Sports and Entertainment Department.
City of Anaheim, California 265 FY 2009/10 Adopted Budget FY 2009/10 Adopted Budget 266 City of Anaheim, California Index
A Fire ...... 181 Accounting ...... 173 Fire Administration ...... 184 Anaheim Redevelopment Agency ...... 147 Fire Operations ...... 186 Arena Operations ...... 167 Fleet and Facility Services ...... 242 Audit ...... 121 G B General Fund Expenditures by Category ...... 46 Benefits ...... 195 General Fund Expenditures by Department ...... 47 Budget ...... 177 General Fund Expenditures by Department and Building Services ...... 206 Category ...... 48 General Fund Revenue, Detail of Major Revenue Sources ...... 54 C General Fund Revenues ...... 52 Capital Improvement Program ...... 247 General Fund Revenues by Category ...... 53 CDBG Administration ...... 146 General Fund Transfers ...... 57 Chief of Police ...... 212 Golf Operations ...... 155 City Administration ...... 117 Grove Operations ...... 168 City Attorney ...... 125 City Clerk ...... 131 City Council ...... 113 H City Manager's Office ...... 120 Housing ...... 144 City Treasurer ...... 135 Human Resources ...... 189 Civil ...... 128 Human Resources Administration ...... 192 Classification and Compensation ...... 194 Human Resources Information Services ...... 198 Community Development ...... 139 Community Development Administration ...... 142 I Community Preservation and Licensing ...... 207 Information Services ...... 176 Community Services ...... 149 Investigations ...... 218 Community Services Administration ...... 152 Construction Services ...... 243 Convention Center Operations ...... 164 L Convention, Sports and Entertainment ...... 161 Library Services ...... 158
E O Electric Utility ...... 229 Operations ...... 215 Emergency Preparedness ...... 187 Operations Support ...... 216 Employee Relations ...... 197 Organizational Development and Training ...... 193 Engineering ...... 238 Expenditure Appropriations by Department P (All Funds) ...... 28 Parks ...... 153 Expenditures by Category (All Funds) ...... 31 Planning ...... 199 Expenditures by Fund ...... 43 Planning Administration ...... 202 External Affairs ...... 122 Planning Services ...... 204 Police ...... 209 F Projected Resources Available by Fund ...... 45 Finance ...... 169 Prosecution ...... 129 Finance Administration ...... 172 Public Utilities ...... 221 Financial and Administrative Services ...... 245 Public Works ...... 231 Financial Management Services ...... 228 Public Works Administration ...... 236 Financial Sources and Uses ...... 32 Public Works Operations ...... 240
City of Anaheim, California 267 FY 2009/10 Adopted Budget Index Purchasing ...... 175
R Recreation/Human and Neighborhood Services . . . 156 Recruitment ...... 196 Risk Management ...... 178
S Special Operations ...... 213 Stadium Operations ...... 166
T Ten-Year History of General Fund Expenditures by Department ...... 50
U Utilities Administration and Joint Services ...... 224
V Visitor & Convention Bureau ...... 165
W Water Utility ...... 226 Workforce Development ...... 143
FY 2009/10 Adopted Budget 268 City of Anaheim, California