CITY OF THE
CITY OF COSTACITY OF MESA, COSTA CALIFORNIA MESA, CALIFORNIA COMPREHENSIVEOPERATING ANNUAL & CAPITAL FINANCIAL IMPROVEMENT REPORT BUDGET FISCAL YEAR ENDED FISCAL JUNE YEAR 30, 2018 2019-2020 | PRELIMINARY CITY OF COSTA MESA, CALIFORNIA
PRELIMINARY OPERATING AND CAPITAL IMPROVEMENT BUDGET FISCAL YEAR 2019-2020
Prepared By the Finance Department
In Collaboration With:
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TABLE OF CONTENTS
PAGE BUDGET MESSAGE
City Manager’s Budget Message...... 1 City Council Goals...... 9
GENERAL INFORMATION
City Leadership ...... 11 Organization Chart ...... 12 Budget Guide ...... 13 Budget Process...... 14 Financial and Budget Policies...... 17 Description of Funds & Fund Types...... 25
SUMMARIES OF FINANCIAL DATA
Calculation of Projected Fund Balances...... 30 Total Resources and Appropriations – All Funds (Including Transfers) – Graphs ...... 32 Four-Year Summary – All Funds (Including Transfers) ...... 33 Schedule of Interfund Transfer ...... 34
Revenue Summaries Total Resources (Including Transfers) – Graphs...... 35 Revenue and Other Financing Sources...... 36 Property Tax...... 45 Sales and Use Tax...... 46 Transient Occupancy Tax ...... 47 Franchise Fees ...... 48 Licenses and Permit ...... 49 Fines and Forfeitures ...... 50 Use of Money and Property ...... 51 Fees and Charges for Services ...... 52
Appropriations Summaries Total Appropriations (Including Transfers) – Graphs...... 53 Summary of Appropriations by Department/by Category – All Fund...... 54 Summary of Appropriations by Department/by Fund – All Fund ...... 56 Summary of Appropriations by Account – All Funds ...... 58 Four-Year Personnel Summary by Department ...... 61 Five Year Financial Forecast ...... 66 TABLE OF CONTENTS (CONTINUED)
PAGE DEPARTMENTAL BUDGET DETAILS
City Council...... 69 City Manager’s Office...... 73 City Attorney’s Office ...... 83 Finance Department ...... 85 Parks and Community Services Department...... 91 Information Technology Department ...... 105 Police Department ...... 111 Fire and Rescue Department...... 123 Development Services Department ...... 131 Public Services Department...... 143 Non-Departmental...... 155
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Budget Guide...... 157 Capital Improvement Project Summaries for FY 2018-19 ...... 163 Ongoing Capital Improvement Projects ...... 167 Adopted Capital Improvement Projects by Category and City Council Goals...... 170 Adopted Capital Improvement Projects by District - Map ...... 177 Adopted Capital Improvement Projects by Funding Source...... 178 Capital Improvement Project Details ...... 182 Five-Year Capital Improvement Project Schedule...... 220
APPENDIX
Community Economic Profile...... 231 History of Costa Mesa ...... 235 Miscellaneous Statistics ...... 236 Glossary of Budget Terms ...... 237 Acronyms ...... 243 Assessed Valuation Last 10 Fiscal Years...... 246 Computation of Legal Debt Margin ...... 247 Ratio of Net General Bonded Debt to Assessed Value and Bonded Debt Per Capita...... 248 Ratio of Annual Debt Service Expenditures for General Obligation Bonded Debt to Total General Government Expenditures...... 249 Description of City’s Current Debt Obligations ...... 250 Schedule of Debt Service Requirements to Maturity ...... 251 Awards ...... 252 )< 35(/,0,1$5<%8'*(7 %8'*(70(66$*(
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WRSURYLGHYHKLFOHIDFLOLWLHVLQWKHGRZQWRZQDUHD )LQDQFLQJLVSURYLGHGWKURXJKVSHFLILFSURSHUW\WD[OHYLHV GOLF COURSE IMPROVEMENT FUND – 413: (VWDEOLVKHGWRDFFRXQWIRUWKH&RVWD0HVD&RXQWU\&OXEFDSLWDOH[SHQGLWXUHV7KH&LW\UHFHLYHVWZRDQGRQH KDOISHUFHQWRIWKHPRQWKO\JURVVUHFHLSWVRIJUHHQDQGWRXUQDPHQWIHHVWRILQDQFHFDSLWDOLPSURYHPHQWV MEASURE "M2" REGIONAL FUND – 415: (VWDEOLVKHG WR DFFRXQW IRU H[SHQGLWXUH RI 0HDVXUH 0 IXQGV DOORFDWHG EDVHG RQ FRPSHWLWLYH EDVLV LQ DFFRUGDQFHZLWKWKH1RYHPEHUYRWHUDSSURYHGRQHKDOISHUFHQWVDOHVWD[IRUORFDOWUDQVSRUWDWLRQ MEASURE "M2" FAIRSHARE FUND – 416: (VWDEOLVKHG WR DFFRXQW IRU H[SHQGLWXUH RI 0HDVXUH 0 IXQGV DOORFDWHG EDVHG RQ )DLUVKDUH EDVLV LQ DFFRUGDQFH ZLWK WKH 1RYHPEHU YRWHUDSSURYHG RQHKDOI SHUFHQW VDOHV WD[ IRU ORFDO WUDQVSRUWDWLRQ LPSURYHPHQWV JACK HAMMETT SC CAPITAL IMPROVEMENT FUND – 417: (VWDEOLVKHG WR DFFRXQW IRU UHFHLSW DQG GLVEXUVHPHQW RI IXQGV UHODWHG WR RQJRLQJ PDLQWHQDQFH RI -DFN +DPPHWW6SRUWV&RPSOH[)XQGLQJLVSURYLGHGE\WKHIDFLOLW\¶VUHQWDOLQFRPH LIONS PARK PROJECT 2017 BOND FUND – 418: (VWDEOLVKHGWRDFFRXQWIRUWKHUHFHLSWDQGGLVEXUVHPHQWRIERQGIXQGVIRUFRQVWUXFWLRQRIDQHZOLEUDU\DQG UHQRYDWLRQRIWKHH[LVWLQJOLEUDU\LQWRWKHQHLJKERUKRRGFRPPXQLW\FHQWHU3URMHFWIXQGLQJLVSDUWLDOO\SURYLGHG E\ERQGSURFHHGVZLWKWKHUHPDLQLQJEDODQFHSURYLGHGE\WKH&DSLWDO,PSURYHPHQWV)XQG3DUN)HHV)XQG DQG*DV7D[)XQG 27 DESCRIPTION OF FUNDS & FUND TYPES (CONTINUED) PROPRIETARY FUNDS INTERNAL SERVICE FUNDS ,QWHUQDO 6HUYLFH )XQGV DUH XVHG WR UHSRUW DQ\ DFWLYLW\ WKDW SURYLGHV JRRGV RU VHUYLFHV WR RWKHU IXQGV GHSDUWPHQWVRUDJHQFLHVRIWKHSULPDU\JRYHUQPHQWDQGLWVFRPSRQHQWXQLWVRUWRRWKHUJRYHUQPHQWVRQD FRVWUHLPEXUVHPHQWEDVLV EQUIPMENT REPLACEMENT FUND – 601: (VWDEOLVKHGWRDFFRXQWIRUDOOPRWRUL]HGHTXLSPHQWXVHGE\&LW\GHSDUWPHQWV SELF-INSURANCE FUND – 602: (VWDEOLVKHGWRDFFRXQWIRUWKHUHFHLSWDQGGLVEXUVHPHQWRIIXQGVXVHGWRSD\ZRUNHUV FRPSHQVDWLRQJHQHUDO OLDELOLW\DQGXQHPSOR\PHQWFODLPVILOHGDJDLQVWWKH&LW\ INFORMATION TECHNOLOGY REPLACEMENT FUND – 603: (VWDEOLVKHGWRSURYLGHIXQGVIRUIXWXUHUHSODFHPHQWDQGXSJUDGHWRWKH&LW\¶VFRPSXWHUHTXLSPHQWV\VWHPV DQGVXSSRUWLQJLQIUDVWUXFWXUH 28 )< 35(/,0,1$5<%8'*(7 6800$5,(62)),1$1&,$/'$7$ 29 3URSRVHG 3URMHFWHG)XQG 3URSRVHG 2SHUDWLQJ %DODQFHV 5HYHQXHV ([SHQGLWXUHV )XQG'HVFULSWLRQ )< )< GOVERNMENTAL FUNDS *HQHUDO)XQG 6SHFLDO5HYHQXH)XQGV *DV7D[)XQG $LU4XDOLW\0DQDJHPHQW'LVWULFW)XQG $40' +20(3URJUDP)XQG &RPPXQLW\'HYHORSPHQW%ORFN*UDQW)XQG &'%* 6XSSOHPHQWDO/DZ(QIRUFHPHQW6HUYLFHV)XQG 5HQWDO5HKDELOLWDWLRQ3URJUDP)XQG 1DUFRWLFV)RUIHLWXUH)XQG 2IILFHRI7UDIILF6DIHW\ 505$*DV7D[)XQG 6XEWRWDO6SHFLDO5HYHQXH)XQGV &DSLWDO3URMHFWV)XQGV 3DUN'HYHORSPHQW)HHV)XQG 'UDLQDJH)HHV)XQG 7UDIILF,PSDFW)HHV)XQG )LUH6\VWHP'HYHORSPHQW)HHV)XQG &DSLWDO,PSURYHPHQW)XQG 9HKLFOH3DUNLQJ'LVWULFW 9HKLFOH3DUNLQJ'LVWULFW *ROI&RXUVH,PSURYHPHQW)XQG 0HDVXUH05HJLRQDO)XQG 0HDVXUH0)DLUVKDUH)XQG -DFN+DPPHWW6&&DSLWDO,PSURYHPHQW)XQG /LRQV3DUN3URMHFW%RQG)XQG 6XEWRWDO&DSLWDO3URMHFWV)XQGV 7RWDO*RYHUQPHQWDO)XQGV INTERNAL SERVICE FUNDS (TXLSPHQW5HSODFHPHQW)XQG 6HOI,QVXUDQFH)XQG ,75HSODFHPHQW)XQG 7RWDO,QWHUQDO6HUYLFH)XQGV GRAND TOTAL ,Q)< 505$IXQGVZHUHVHSDUDWHGLQWRDVHSDUDWHIXQG )XQG WRHQVXUHFRPSOLDQFHZLWKVWDWH 30 CALCULATION OF PROJECTED FUND BALANCES for the Fiscal Year Ending June 30, 2020 (Estimates as of 4/11/19) 3URSRVHG 7RWDO 3URSRVHG &DSLWDO 3URSRVHG 5HYHQXHV 3URMHFWHG ([SHQGLWXUHV ([SHQGLWXUHV 2YHU 8QGHU 3URSRVHG 3URSRVHG %DODQFHV )< )< %XGJHW 7UDQVIHUV,Q 7UDQVIHUV2XW 31 TOTAL RESOURCES AND APPROPRIATIONS - ALL FUNDS (INCLUDING TRANSFERS) Fiscal Year 2019-2020 TOTAL RESOURCES - $171,512,635 Licenses & Permits Taxes 4% 70% Fines & Forfeitures 1% Intergovernmental 8% Transfers In Rental 3% 2% Investment Income Charges for Services Miscellaneous 10% 1% 1% TOTAL APPROPRIATIONS - $173,773,902 Recreation and Public Safety Community Services 45% 5% Public Services 13% Community Development 4% Capital Improvement Projects 11% General Government 17% Transfers Out Principal Payments 1% 3% Interest Payments 1% 32 FOUR-YEAR SUMMARY - ALL FUNDS (INCLUDING TRANSFERS) From Fiscal Year 2016-2017 Through Fiscal Year 2019-2020 The following is a four-year summary that includes all governmental and proprietary funds. The $1.7 million increase represents a modest increase in the economic condition of Sales Tax, Property Tax and Transient Occupancy Tax revenues compared to Fiscal Year 2018-19 Amended Budget. Intergovernmental revenues increased by $3.2 million due to the award of two grants for CIP projects. Charges for services increased by $600 thouand due to proposed increases in planning fees and new fees being introduced. Total Expenditures & Other Uses includes an increase in operating departments which is attributed to the increase in salaries and benefits consistent with new MOUs and the cost of subsidizing the City's homeless shelter. Excess appropriations over total estimated resources were/will be funded from available fund balances. FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Actual Actual Budget Budget Revenues & Other Sources Taxes$ 109,815,477 $ 110,699,878 $ 118,289,932 $ 119,995,740 Licenses & Permits 4,698,881 8,523,675 6,397,541 6,102,947 Fines & Forfeitures 1,352,682 1,612,231 1,554,770 1,623,244 Intergovernmental 12,715,307 10,533,481 11,171,463 14,382,866 Charges for Services 11,100,929 12,401,630 16,163,392 16,766,040 Rental 2,791,744 2,921,618 2,922,689 3,433,988 Investment Income 451,348 666,357 814,060 1,612,777 Miscellaneous 2,420,635 2,042,893 1,647,273 1,930,062 Bond Proceeds - 18,506,603 - - Transfers In 17,465,965 14,025,348 12,473,745 5,664,971 Total Revenues & Other Sources$ 162,812,966 $ 181,933,716 $ 171,434,865 $ 171,512,635 Expenditures & Other Uses General Government$ 26,967,017 $ 19,239,878 $ 27,182,352 $ 29,257,094 Public Safety 63,357,949 67,711,125 75,743,342 77,957,259 Recreation and Community Services 5,124,464 5,702,651 7,376,071 8,034,074 Public Services 18,778,348 21,574,284 23,975,021 22,849,799 Community Development 5,642,546 6,315,471 8,534,644 7,997,551 Capital Improvement Projects 15,544,547 35,572,920 63,280,651 18,982,196 Debt Service: Principal Payments* 2,755,000 4,070,000 1,800,000 1,800,000 Interest Payments* 992,383 1,041,853 1,230,958 1,230,958 Transfers Out* 17,465,964 14,025,348 14,451,570 5,664,971 Total Expenditures & Other Uses$ 156,628,218 $ 175,253,532 $ 223,574,609 $ 173,773,902 Estimated Ending Balances$ 6,184,749 $ 6,680,184 $ (52,139,744) $ (2,261,267) * Included under Non-Departmental in other presentations in the document. 33 SCHEDULE OF INTERFUND TRANSFERS for the Fiscal Year Ending June 30, 2020 )XQG 7UDQVIHUV,Q 7UDQVIHUV2XW *HQHUDO)XQG &DSLWDO,PSURYHPHQW)XQG 7RWDO )XQGLQJRI IRUVXSSRUWRISURMHFWVLQWKH&DSLWDO,PSURYHPHQW)XQG )XQGLQJRIIURP*HQHUDO)XQGUHVHUYHVIRUFRQVWUXFWLRQRI&RVWD0HVD%ULGJH6KHOWHU 34 TOTAL RESOURCES (INCLUDING TRANSFERS) Fiscal Year 2019-2020 727$/5(6285&(6 *(1(5$/)81' 7D[HV /LFHQVHV 3HUPLWV 2WKHU5HYHQXHV 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FORECAST From Fiscal Year 2019-2020 Through Fiscal Year 2024-2025 )< )< )< )< )< )< )< $PHQGHG 3URSRVHG )RUHFDVW )RUHFDVW )RUHFDVW )RUHFDVW )RUHFDVW 81,000 81,000 81,000 81,000 81,000 3,400,000 3,400,000 3,400,000 3,400,000 3,400,000 5,351,601 5,351,601 5,351,601 5,351,601 5,351,601 1$ 1$ 1$ 1$ 1$ 1$ 67 FIVE-YEAR FINANCIAL FORECAST From Fiscal Year 2019-2020 Through Fiscal Year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he Mayor and City Council serve as the elected legislative and policy setting body of the City. City Council duties include establishing goals and policies, enacting legislation, adopting the City’s operating and capital budget, and appropriating the funds necessary to provide services to the City’s residents, businesses and visitors. City Council also participates in a wide variety of community and regional activities and spends a considerable amount of time interacting with residents, business owners, and community stakeholders. The City Council also serves as the governing board for the Successor Agency, Housing Authority, Public Financing Authority and Financing Authority. CITY COUNCIL - 10100 CITY COUNCIL – 50110 This program supports the City Council activities and includes the salaries of seven Council Members, one Chief of Staff, three part-time Management Aides and one Executive Secretary. The Executive Secretary provides administrative support to the City Council Members. The City Council approved the position of one full-time Chief of Staff position and three part-time Management Aides to assist with constituent services. Under the supervision of the City Manager, the role of the Chief of Staff is to work with the City Council to achieve their goals and priorities, and work with staff to implement work plans to achieve these goals. The Chief of Staff is also responsible for the supervision of the three part-time Management Aides that are responsible for responding to constituent needs, assist City Council with legislative research and gathering of information to address important community issues, and attend various special events and community meetings with the City Council. 69 CITY COUNCIL (CONTINUED) CITIZENS OF COSTA MESA CITY COUNCIL City Council Members (7) 1.0 FTE - Chief of Staff 1.0 FTE - Executive Secretary 1.5 FTE - Part-Time Management Aide Park, Arts and Planning Finance and Community Commission Pension Advisory Services Committee Commission Access, Building, Fire and Housing Fairview Park Cultural Arts Board of Appeals Steering Committee Committee Committee Traffic Impact AD Historic Housing and Public HOC Committee Preservation Service Grants Committee Committee Bikeway and Walkability Animal Services Historical Committee Committee Preservation Committee Mobile Home Park Advisory Committee 70 CITY COUNCIL (CONTINUED) WHAT DOES IT COST? BUDGET NARRATIVE 7KH )LVFDO )< )< )< )< $PHQGHG 3URSRVHG ([SHQVHE\)XQG $FWXDOV $FWXDOV %XGJHW %XGJHW CITY COUNCIL BY FUNDING SOURCE *HQHUDO)XQG Total City Council )< )< )< )< $PHQGHG 3URSRVHG ([SHQVH&DWHJRU\E\3URJUDP $FWXDOV $FWXDOV %XGJHW %XGJHW CITY COUNCIL BY PROGRAM ADMINISTRATION - 10100 &LW\&RXQFLO 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV 6XEWRWDO&LW\&RXQFLO TOTAL CITY COUNCIL 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Total City Council 71 72 )< 35(/,0,1$5<%8'*(7 &,7<0$1$*(5 62)),&( CITY MANAGER’S OFFICE WHAT DO WE DO? 7KH&LW\0DQDJHU¶V2IILFHLVD*HQHUDO*RYHUQPHQW6XSSRUWIXQFWLRQ7KH'HSDUWPHQWLVFRPSULVHGRIIRXU GLYLVLRQVVSOLWLQWRGLIIHUHQWSURJUDPVDQGKDVIXOOWLPHVWDIIPHPEHUVFRPSRVHGRIVL[PDQDJHPHQW SURIHVVLRQDO DQG IRXU FOHULFDO SRVLWLRQV 3DUWWLPH VWDIILQJ FRQVLVWV RI IXOOWLPH HTXLYDOHQWV 7KH IRXU GLYLVLRQVDUHDVIROORZV ¾ $GPLQLVWUDWLRQ ¾ &LW\&OHUN ¾ +XPDQ5HVRXUFHV ¾ 5LVN0DQDJHPHQW ADMINISTRATION - 11100 ADMINISTRATION – 50001 7KH&LW\0DQDJHU¶V2IILFHFRRUGLQDWHVDQGGLUHFWVWKH&LW\¶VIXQFWLRQVZLWKLQWKHIUDPHZRUNRISROLF\HVWDEOLVKHG E\ WKH &LW\ &RXQFLO 7KH GXWLHV RI &LW\ 0DQDJHU¶V 2IILFH LQFOXGH OHJLVODWLYH VXSSRUW SROLF\ LPSOHPHQWDWLRQ EXGJHWGHYHORSPHQWDQGVWUDWHJLFSODQQLQJFRRUGLQDWLQJWKHSUHSDUDWLRQRI&LW\&RXQFLODJHQGDVDVVLVWZLWK WKH GHYHORSPHQW RI &LW\ &RXQFLO¶V JRDOV DQG REMHFWLYHV DQG NHHSV WKH &LW\ &RXQFLO DSSULVHG RI LPSRUWDQW FRPPXQLW\LVVXHV7KH2IILFHSURYLGHVOHDGHUVKLSDQGGLUHFWLRQWRWKHRWKHU&LW\GHSDUWPHQWVDQGLVUHVSRQVLEOH IRUHQVXULQJWKHGHOLYHU\RITXDOLW\VHUYLFHVWRLWVFRQVWLWXHQWVDQGEXVLQHVVFRPPXQLW\7KH&LW\0DQDJHU¶V 2IILFHLVDOVRUHVSRQVLEOHIRUUHSUHVHQWLQJWKH&LW\¶VLQWHUHVWVDWWKHORFDOVWDWHDQGIHGHUDOOHYHO COMMUNICATIONS AND MARKETING – 51050 (QVXUHVTXDOLW\FRPPXQLFDWLRQERWKLQWHUQDOO\DQGH[WHUQDOO\XWLOL]LQJDYDULHW\RISODWIRUPVVXFKDVWKHZHEVLWH QHZVEORJVRFLDOPHGLD79FKDQQHOQHZVOHWWHUSULQWDQGPRUH7KHGLYLVLRQVWDIIPDQDJHVWKHIROORZLQJ&LW\ LQLWLDWLYHV x 3XEOLFLQIRUPDWLRQDQGHGXFDWLRQ x 0HGLDUHODWLRQV x 6RFLDOPHGLDSRVWLQJDQGPRQLWRULQJ x 9LGHRSURGXFWLRQ x 0DLOSULQWLQJDQGJUDSKLFGHVLJQVHUYLFHV x :HEVLWHGHYHORSPHQWDQGPDLQWHQDQFH x 6SHFLDO(YHQW x ,QWHUQDOFRPPXQLFDWLRQV CITY CLERK – 11200 ELECTIONS – 50120 $VWKHORFDOHOHFWLRQVRIILFLDOWKH&LW\&OHUNFRQGXFWVWKH*HQHUDO0XQLFLSDO(OHFWLRQE\FRRUGLQDWLQJWKHILOLQJV RIFDQGLGDWHQRPLQDWLRQVLQLWLDWLYHVUHIHUHQGXPVDQGUHFDOODFWLRQV7KH&LW\&OHUNLVWKH)LOLQJ2IILFHUIRUWKH 3ROLWLFDO 5HIRUP $FW DQG FRRUGLQDWHV WKH ILOLQJ RI FDPSDLJQ ILQDQFLDO VWDWHPHQWV DQG &RQIOLFWV RI ,QWHUHVW 6WDWHPHQWV 73 CITY MANAGER’S OFFICE (CONTINUED) COUNCIL MEETINGS – 50410 7KHUROHRIWKH&LW\&OHUNLQFOXGHVVHUYLQJDV&OHUNRIWKH&LW\&RXQFLODQG6HFUHWDU\WRWKH+RXVLQJ$XWKRULW\ DQG 6XFFHVVRU $JHQF\ WR WKH &RVWD 0HVD 5HGHYHORSPHQW $JHQF\ $V WKH %URZQ $FW RIILFLDO WKH &OHUN LV UHVSRQVLEOH IRU SUHSDULQJ DQG UHYLHZLQJ DJHQGDV IRU DOO PHHWLQJV PDQDJHV UHFRUGV SHUWDLQLQJ WR &RXQFLO OHJLVODWLYHDFWLRQVDQGSURFHHGLQJVPLQXWHVRUGLQDQFHVUHVROXWLRQVSXEOLFQRWLFHVDQGLQGLFHVWKHUHRI7KH &LW\&OHUN¶VRIILFHPDQDJHVWKHFRQFLHUJHVHUYLFHVLQWKH&LW\+DOOOREE\ZKLFKLVUHVSRQVLEOHIRUJUHHWLQJWKH SXEOLFFKHFNLQJLQRIJXHVWVDQGDQVZHULQJWKHPDLQWHOHSKRQHOLQHWR&LW\+DOO PUBLIC RECORDS – 50410 $VWKH3XEOLF5HFRUGV$FWRIILFLDO&XVWRGLDQRI5HFRUGVDQG&LW\$UFKLYLVWWKH&OHUNLVWKHDGPLQLVWUDWRUIRU RIILFLDO FLW\ GRFXPHQWV DQG UHFRUGV LQFOXGLQJ LQGH[LQJ SUHVHUYDWLRQ DQG DUFKLYLQJ SURJUDPV UHWHQWLRQ VFKHGXOHVSXEOLFUHFRUGVUHTXHVWVUHVSRQVHVDQGVXESRHQDVIRUUHFRUGV7KH&LW\&OHUNLVUHVSRQVLEOHIRUWKH H[HFXWLRQRIWKH(OHFWURQLF'RFXPHQW,PDJLQJ6\VWHPLQFOXGLQJDGGLQJUHFRUGVWRWKHGDWDEDVHWRSURYLGHWKH SXEOLFJUHDWHUDFFHVVWRSXEOLFGRFXPHQWV HUMAN RESOURCES - 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14400 RISK MANAGEMENT ADMINISTRATION – 50661 3URFXUHV DQG DGPLQLVWHUV WKH &LW\¶V FRPSUHKHQVLYH FRPPHUFLDO LQVXUDQFH SURWHFWLRQ SURJUDP ,QFOXGHV SURSHUW\LQVSHFWLRQVDQGDSSUDLVDOVDVDSDUWRIDFRPSUHKHQVLYHUHDODQGSHUVRQDOSURSHUW\LQVXUDQFHSURJUDP HYDOXDWHOHYHOVRIFRYHUDJHIRUDSSURSULDWHSURWHFWLRQRIDVVHWV 74 CITY MANAGER’S OFFICE (CONTINUED) LIABILITY – 50662 (YDOXDWHVDQGPRQLWRUVWKH&LW\¶VULVNRIORVVPLQLPL]LQJWKHILQDQFLDOLPSDFWRIVXFKULVNVWRWKHORZHVWIHDVLEOH OHYHO DQG SURFXUHV DQG DGPLQLVWHUV WKH &LW\¶V VHOILQVXUHG JHQHUDO OLDELOLW\ DQG HQYLURQPHQWDO LQVXUDQFH SURJUDPV&ODLPVDJDLQVWWKH&LW\DUHMRLQWO\KDQGOHGZLWKWKH&LW\¶VWKLUGSDUW\DGPLQLVWUDWRURULQWHUQDOO\DV DSSURSULDWH ,QFOXGHVORVVFRQWUROSURJUDPWKDWLGHQWLILHVDUHDVRIFRQFHUQVDQGDFWVWRPLWLJDWHIXWXUHLQFLGHQWV 6HUYHV DV VWDIIDGYLVRUV WR WKH &LW\¶V 6DIHW\ &RRUGLQDWLQJ &RPPLWWHH FRQVLVWLQJ RI MRLQW ODERUPDQDJHPHQW UHSUHVHQWDWLYHV3URYLGHVVWDIIVXSSRUWWRWKH&LW\¶V,QVXUDQFH&RPPLWWHH WORKERS’ COMPENSATION – 50663 3URDFWLYHO\ DGPLQLVWHUV VDIHW\ DQG ZHOOQHVV SURJUDPV IRU HPSOR\HHV DV ZHOO DV WKH VHOILQVXUHG :RUNHUV¶ &RPSHQVDWLRQ3URJUDPDQGWKH2FFXSDWLRQDO,QMXU\,OOQHVV3UHYHQWLRQ3ODQ0DLQWDLQVRYHUVLJKWRIWKHWKLUG SDUW\ZRUNHUV¶FRPSHQVDWLRQFODLPVDGPLQLVWUDWRUDQGFRQVXOWDQWVIRUZRUNSODFHVDIHW\HUJRQRPLFVDQGLQGRRU DLUTXDOLW\$GPLQLVWHUVDQGFRRUGLQDWHVZRUNUHODWHGGLVDELOLW\FRPSOLDQFHDQGLQWHUDFWLYHSURFHVVSK\VLFDODQG ILWQHVVIRUGXW\H[DPLQDWLRQVDQGLQIHFWLRQFRQWUROSURJUDP3URYLGHVWUDLQLQJWRGHSDUWPHQWVWRDVVLVWLQFRVW FRQWDLQPHQWDSSURSULDWHXVHRIWKLVSURJUDP CITY MANAGER ADMINISTRATION 1.0 FTE - City Manager 1.0 FTE - Assistant to the City Manager 1.0 FTE - Executive Assistant to the City Manager 1.0 FTE - Executive Secretary 1.73 FTE - Part-Time 1.0 FTE - Assistant City Manager COMMUNICATIONS CITY CLERK HUMAN RESOURCES AND RISK MANAGEMENT MARKETING 1.0 FTE - City Clerk 1.0 FTE - Admin. Secretary 1.0 FTE - HR Manager 2.0 FTE - Deputy City Clerk 2.0 FTE - Public Affairs Manager 1.0 FTE - HR Administrator 3.73 FTE - Part-Time 1.0 FTE - Central Services Supervisor 2.0 FTE - Principal HR Analyst 1.0 FTE - Graphics Designer 3.0 FTE - HR Analyst 1.0 FTE - Video Production Coordinator 1.0 FTE - HR Office Specialist II 1.0 FTE - Video Production Specialist 0.75 FTE - Part-Time 2.0 FTE - Website Coordinator 3.75 FTE - Part-Time 75 CITY MANAGER’S OFFICE (CONTINUED) WHAT DID WE DO IN FISCAL YEAR 2018-2019? x &ROODERUDWHGZLWK2UDQJH&RXQW\3XEOLF/LEUDULHVDQGLWV¶VXSSRUWJURXSVLQWKHFRPPXQLW\RQZD\VWR DXJPHQWOLEUDU\VHUYLFHVWR&RVWD0HVD QHZ'RQDOG'XQJDQ/LEUDU\ x &RPPXQLFDWLRQVDQG0DUNHWLQJ'LYLVLRQDSSULVHGUHVLGHQWVRI&LW\LQIRUPDWLRQLQDWLPHO\DQGHDVLO\ DFFHVVLEOHPDQQHUWKURXJKYDULRXVPHDQV SUHVVUHOHDVHVEURFKXUHVDQGIO\HUV&LW\¶VZHEVLWH&079 VRFLDOPHGLDFKDQQHOVWKH&RVWD0HVD0LQXWH&RVWD0HVD&RQQHFWHGDQG&LW\+DOO6QDSVKRW x &RPPXQLFDWLRQVDQG0DUNHWLQJ'LYLVLRQH[SDQGHGWKH&LW\¶VVRFLDOPHGLDUHDFKE\DFURVVWKHIROORZLQJ SODWIRUPV )DFHERRN7ZLWWHU,QVWDJUDPDQG1H[WGRRU x &RPPXQLFDWLRQVDQG0DUNHWLQJ'LYLVLRQDVVLVWHGLQWKHSURPRWLRQDQGH[HFXWLRQRIQXPHURXVVSHFLDO HYHQWV LQFOXGLQJ )LUH 6WDWLRQ 5LEERQ &XWWLQJ &HUHPRQ\ DQQXDO 6QRRS\ +RXVH HYHQW 76 CITY MANAGER’S OFFICE (CONTINUED) WHAT DO WE PLAN TO DO IN FISCAL YEAR 2019-2020? 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BUDGET NARRATIVE The Fiscal Year 2019-20 budget for the City Manager’s Office for all funds is $15.0 million, an decrease of $4.9 million, or 24%, compared to the amended budget for Fiscal Year 2018-19. Significant changes include the the transfer of the Neighborhood Improvement Task Force program to the Costa Mesa Housing Authority coupled with increases in salaries and benefits. FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense by Fund Actuals Actuals Budget Budget CITY MANAGER'S OFFICE BY FUNDING SOURCE General Fund - 101$ 9,085,913 $ 9,026,239 $ 10,228,806 $ 9,693,957 Self-Insurance Fund - 602 10,683,507 3,264,231 9,621,195 5,303,647 Total City Manager's Office $19,769,420 $ 12,290,469 $ 19,850,000 $ 14,997,604 FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget CITY MANAGER'S OFFICE BY PROGRAM ADMINISTRATION - 11100 City Manager Administration - 50001 Salaries & Benefits$ 1,682,046 $ 1,356,405 $ 1,348,569 $ 1,505,100 Maintenance & Operations 842,414 1,089,683 921,509 1,049,991 Fixed Assets 9,712 1,480 20,000 - Subtotal City Manager Admin $2,534,172 $ 2,447,568 $ 2,290,078 $ 2,555,091 Neighborhood Improv Task Force - 50250(1) Salaries & Benefits$ 35,856 $ 150,363 $- 562,502 $ Maintenance & Operations 132,440 149,203 402,038 - Fixed Assets 470 1,212 710 - Subtotal Neighbor Improv Task Force $168,767 $ 300,778 $- 965,250 $ Communications and Marketing - 51050 Salaries & Benefits$ 1,039,477 $ 1,349,183 $ 1,491,198 $ 1,320,200 Maintenance & Operations 215,866 154,548 190,222 169,900 Fixed Assets 17,959 11,192 49,109 10,900 Subtotal Comm. & Marketing $1,273,302 $ 1,514,923 $ 1,730,529 $ 1,501,000 CITY CLERK - 11200 Elections - 50120 Salaries & Benefits$ 90,678 $ 113,360 $ 98,880 $ 69,280 Maintenance & Operations 269,820 3,239 200,700 25,200 Fixed Assets - - - - Subtotal Elections $360,498 $ 116,600 $ 299,580 $ 94,480 (1)Effective March 2019, the Neighborhood Improvement Task Force was transferred to the Costa Mesa Housing Authority 80 CITY MANAGER'S OFFICE (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget CITY CLERK - 11200 (continued) City Council Meetings - 50410 Salaries & Benefits$ 222,866 $ 219,626 $ 386,539 $ 450,055 Maintenance & Operations 43,840 37,883 31,112 37,427 Fixed Assets - 304 332 - Subtotal City Council Meetings $266,706 $ 257,813 $487,482 417,983 $ Public Records - 50420 Salaries & Benefits$ 268,665 $ 354,370 $ 374,153 $ 433,570 Maintenance & Operations 211,584 65,175 165,440 47,845 Fixed Assets 301 6,996 - 2,000 Subtotal Public Records $480,550 $ 426,541 $483,415 539,593 $ HUMAN RESOURCES - 14100 Recruitment and Selection - 50610 Salaries & Benefits$ 962,457 $ 927,544 $ 917,106 $ 957,635 Maintenance & Operations 507,081 525,132 495,282 630,479 Fixed Assets 25,735 - 20,227 5,800 Subtotal Recruitment and Selection $1,495,274 $ 1,452,676 $ 1,432,615 $ 1,593,914 Employee Benefit Admin - 50630 Salaries & Benefits$ 42,918 $ 65,308 $ 42,788 $ 80,000 Maintenance & Operations 12,088 12,937 - 9,200 Fixed Assets - - - - Subtotal Employee Benefit Admin $55,006 $ 78,245 $ 42,788 $ 89,200 Post-Employment Benefits - 50650 Salaries & Benefits$ 2,039,354 $ 1,998,771 $ 1,987,556 $ 2,611,000 Maintenance & Operations 975 900 900 1,000 Fixed Assets - - - - Subtotal Post Employment Benefits $2,040,329 $ 1,999,671 $ 1,988,456 $ 2,612,000 RISK MANAGEMENT - 14400 Risk Mgmt Admin - 50661 Salaries & Benefits$ 399,405 $ 495,465 $ 500,422 $ 304,075 Maintenance & Operations 66,924 14,235 64,300 53,300 Fixed Assets (15) (30) - - Subtotal Risk Mgmt Admin $466,314 $ 509,670 $357,375 564,722 $ Liability - 50662 Salaries & Benefits$- - $-$$ 114,195 Maintenance & Operations 8,224,965 602,058 6,088,068 2,131,743 Fixed Assets - - - - Subtotal Liability $8,224,965 $ 602,058 $ 6,088,068 $ 2,245,938 81 CITY MANAGER'S OFFICE (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget RISK MANAGEMENT - 14400 (continued) Workers' Comp - 50663 Salaries & Benefits$ 2,136,012 $ 2,308,009 $ 2,985,133 $ 2,617,709 Maintenance & Operations 267,524 275,919 505,205 360,000 Fixed Assets - - - - Subtotal Workers' Comp $2,403,536 $ 2,583,928 $ 3,490,338 $ 2,977,709 TOTAL CITY MANAGER'S OFFICE Salaries & Benefits$ 8,919,735 $ 9,338,403 $ 10,694,846 $ 10,462,819 Maintenance & Operations 10,795,523 2,930,912 9,064,775 4,516,085 Fixed Assets 54,163 21,155 90,378 18,700 Total City Manager's Office $19,769,420 $ 12,290,469 $ 19,850,000 $ 14,997,604 82 )< 35(/,0,1$5<%8'*(7 &,7<$77251(< 62)),&( CITY ATTORNEY’S OFFICE WHAT DO WE DO? 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BUDGET NARRATIVE 7KH )LVFDO )< )< )< )< $PHQGHG 3URSRVHG ([SHQVHE\)XQG $FWXDOV $FWXDOV %XGJHW %XGJHW CITY ATTORNEY'S OFFICE BY FUNDING SOURCE *HQHUDO)XQG Total City Attorney's Office )< )< )< )< $PHQGHG 3URSRVHG ([SHQVH&DWHJRU\E\3URJUDP $FWXDOV $FWXDOV %XGJHW %XGJHW CITY ATTORNEY'S OFFICE BY PROGRAM ADMINISTRATION - 12100 *HQHUDO/HJDO6HUYLFHV 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal General Legal Services TOTAL CITY ATTORNEY'S OFFICE 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Total City Attorney's Office 84 )< 35(/,0,1$5<%8'*(7 ),1$1&('(3$570(17 FINANCE DEPARTMENT WHAT DO WE DO? 7KH)LQDQFH'HSDUWPHQWLVD*HQHUDO*RYHUQPHQW6XSSRUWIXQFWLRQ7KH'HSDUWPHQWKDVIXOOWLPHVWDII PHPEHUVFRPSRVHGRIWZRPDQDJHPHQWWKUHHVXSHUYLVRU\SURIHVVLRQDOVWDIIDQGRQHFOHULFDOSRVLWLRQ7KH GHSDUWPHQWLVFRPSULVHGRIWZRGLYLVLRQVDVIROORZV ¾ Finance Administration ¾ Financial Operations FINANCE ADMINISTRATION - 13100 ADMINISTRATION – 50001 3URYLGHVWKH'HSDUWPHQW¶VRYHUDOODGPLQLVWUDWLYHGLUHFWLRQDQGSROLF\LPSOHPHQWDWLRQ DGYLVHVWKH&LW\0DQDJHU &LW\ &RXQFLO )LQDQFH DQG 3HQVLRQ $GYLVRU\ &RPPLWWHH DQG WKH 'HIHUUHG &RPSHQVDWLRQ &RPPLWWHH DQG SURYLGHVWKHRYHUDOOFRRUGLQDWLRQRIWKH'HSDUWPHQWLQFOXGLQJEXGJHWLQJDFFRXQWLQJSXUFKDVLQJDQGWUHDVXU\ IXQFWLRQV FINANCIAL OPERATIONS - 13200 FINANCIAL SERVICES – 50500 3URYLGHVILQDQFLDODFFRXQWLQJWUHDVXU\SURFXUHPHQWDQGEXGJHWDU\VHUYLFHVIRUDOOGHSDUWPHQWVRIWKH&LW\ 7KH'LYLVLRQLVUHVSRQVLEOHIRUJRYHUQPHQWZLGHILQDQFLDODQDO\VLVIXQGILQDQFLDODQDO\VLVFDVKPDQDJHPHQW LQYHVWPHQWV FDSLWDO DVVHWV GHEW DGPLQLVWUDWLRQ DQG ILQDQFLDO UHSRUWLQJ 7KH 'LYLVLRQ LV DOVR UHVSRQVLEOH IRU PRQLWRULQJ WKH &LW\¶V LQYHVWPHQW SRUWIROLR SURFXUHV VHUYLFHV VXSSOLHV DQG HTXLSPHQW IRU &LW\ GHSDUWPHQWV SUHSDUHV DQG DGPLQLVWHUV WKH &LW\¶V DQQXDO EXGJHW SURYLGHV DFFRXQWLQJ DQG EXGJHWLQJ IRU WKH 6XFFHVVRU $JHQF\WKH+RXVLQJ$XWKRULW\DQGWKH&RVWD0HVD)RXQGDWLRQ PDLQWDLQVHIIHFWLYHLQWHUQDOFRQWUROSROLFLHVDQG SURFHGXUHVWRVDIHJXDUGWKH&LW\¶VDVVHWVDQGPDQDJHLWVUHVRXUFHV DQGFRQGXFWVILVFDODQDO\VLVGXULQJODERU QHJRWLDWLRQV FINANCE ADMINISTRATION 1.00 FTE - Finance Director 1.00 FTE - Management Analyst 1.00 FTE - Executive Secretary 1.00 FTE - Assistant Finance Director FINANCIAL OPERATIONS ACCOUNTING PURCHASING 1.0 FTE - $FFRXQWLQJ6XSHUYLVRU 1.0 FTE - 3XUFKDVLQJ6XSHUYLVRU 2.0 FTE - Accountant 3.0 FTE - Buyer 2.0 FTE - Accounting Specialist II 1.0 FTE - Payroll Coordinator TREASURY 1.0 FTE – Financial Analyst 1.0 FTE - 5HYHQXH6XSHUYLVRU 1.0 FTE - Accounting Specialist I BUDGET 1.0 FTE - Accounting Specialist II 2.0 FTE – Budget Analyst 1.0 FTE - Permit Processing Specialist 1.0 FTE - Treasury Specialist 85 FINANCE DEPARTMENT (CONTINUED) WHAT DID WE DO IN FISCAL YEAR 2018-2019? 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x &RQGXFWDFRPSUHKHQVLYHFLW\ZLGHIHHVWXG\DQGFRVWDOORFDWLRQSODQ x 3URFXUH IRU DQG LPSOHPHQW 3ODQHW%LGV WR SURYLGH HOHFWURQLF YHQGRU DQG ELG PDQDJHPHQW FRQWUDFW PDQDJHPHQW DQG LQVXUDQFH FHUWLILFDWH WUDFNLQJ VHUYLFHV WR LPSURYH WKH &LW\¶V WUDQVSDUHQF\ DQG FRPSHWLWLYHQHVVZKLOHDOVRHQVXULQJHIILFLHQFLHVERWKH[WHUQDOO\DQGLQWHUQDOO\ x 6WUHDPOLQHH[LVWLQJSURFHVVHVDQGSURFHGXUHVLQDQWLFLSDWLRQRIDQ(53VROXWLRQ x &RRUGLQDWHZLWKOHJLVODWLYHVWDIIWRLGHQWLI\H[WHUQDOUHVWULFWHGUHYHQXHVRXUFHV x &RQWLQXHXSGDWLQJWKH&LW\¶VSXUFKDVLQJSROLFLHV x ,QLWLDWHGHSDUWPHQWDOGLJLWDOUHFRUGNHHSLQJDQGHYDOXDWHSDSHUOHVVSURFHVVHVDQGSURFHGXUHV x 'HYHORSILQDQFLDOSROLFLHVPDQXDO x $VDQLQWHUQDO*HQHUDO*RYHUQPHQW6XSSRUWGHSDUWPHQWLPSURYHFXVWRPHUVHUYLFHWRLQWHUQDOGHSDUWPHQWV DQGLQFUHDVHLQWHUGHSDUWPHQWDOFROODERUDWLRQ x &RQWLQXHLPSURYLQJWKH&LW\¶VWUDQVSDUHQF\RI&LW\ILQDQFHVE\ZD\RI6RFUDWDDQGFRPPXQLFDWLRQWRWKH&LW\ &RXQFLODQGFRPPXQLW\ 86 FINANCE DEPARTMENT (CONTINUED) x $FFRXQWIRUWKH&LW\¶VILVFDODFWLYLWLHVLQDQDFFXUDWHDQGWLPHO\PDQQHUZLWKLQ*HQHUDOO\$FFHSWHG$FFRXQWLQJ 3ULQFLSOHV *$$3 DQGRWKHUOHJDOUHTXLUHPHQWV x 6DIHJXDUG WKH &LW\¶V DVVHWV DQG LQYHVW DYDLODEOH FDVK LQ DFFRUGDQFH ZLWK WKH &LW\¶V DGRSWHG LQYHVWPHQW SROLF\ x ,GHQWLI\RSWLRQVIRUUHGXFLQJWKHQHWSHQVLRQOLDELOLW\DQGQHW23(%OLDELOLW\DVZHOODVHYDOXDWHUHILQDQFLQJ WKH)LUH6LGH)XQG GOALS AND OBJECTIVES 7KH JRDOV DQG REMHFWLYHV RI WKH )LQDQFH 'HSDUWPHQW ZHUH GHYHORSHG LQ DOLJQPHQW ZLWK WKH &LW\ &RXQFLO¶V SULRULWLHV η GOALS AND OBJECTIVES ,GHQWLI\DQ(53VROXWLRQWRLPSURYH HIILFLHQFLHVDQGHQVXUHUHOLDELOLW\RI 9 GDWD &RQGXFWDFRPSUHKHQVLYHIHHVWXG\ DQGFRVWDOORFDWLRQSODQ 9 2YHUKDXO&LW\¶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ctual $GRSWHG Proposed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he Fiscal Year 2019-20 budget for the Finance Department is $4.5 million, an increase of $1.2 million, or 37% compared to the amended budget for Fiscal Year 2018-19. The increase was primarily attributed to the inclusion of costs previously netted against revenue and costs such as auditing services and bank fees not budgeted in prior years. In addition, the department added two full-time positions. FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense by Fund Actuals Actuals Budget Budget FINANCE DEPARTMENT BY FUNDING SOURCE General Fund - 101$ 2,640,723 $ 2,811,902 $ 3,288,615 $ 4,508,652 Equipment Replacement Fund - 601 (2,150) 8,694 - - Total Finance Department $2,638,573 $ 2,820,596 $ 3,288,615 $ 4,508,652 FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget FINANCE DEPARTMENT BY PROGRAM ADMINISTRATION - 13100 Finance Administration - 50001 Salaries & Benefits$ 372,907 $ 418,108 $ 459,402 $ 824,000 Maintenance & Operations 142,318 144,248 106,310 363,239 Fixed Assets - - 7,426 7,900 Subtotal Finance Administration $515,225 $ 562,355 $ 573,138 $ 1,195,139 FINANCIAL OPERATIONS - 13200 Financial Services - 50500(1)(2) Salaries & Benefits$ 1,843,253 $ 2,065,372 $ 2,357,373 $ 2,406,100 Maintenance & Operations 278,606 190,657 348,982 878,013 Fixed Assets 1,490 2,212 9,122 29,400 Subtotal Financial Services $2,123,348 $ 2,258,241 $ 2,715,477 $ 3,313,513 TOTAL FINANCE DEPARTMENT Salaries & Benefits$ 2,216,160 $ 2,483,479 $ 2,816,775 $ 3,230,100 Maintenance & Operations 420,924 334,904 455,292 1,241,252 Fixed Assets 1,490 2,212 16,548 37,300 Total Finance Department $2,638,573 $ 2,820,596 $ 3,288,615 $ 4,508,652 (1)As of FY 2019-20, Financial Services consists of Accounting, Treasury, Budget and Purchasing. (2)As of FY 2019-20, the Warehouse operations were transferred from the Finance Department to the Public Services Department. 89 90 )< 35(/,0,1$5<%8'*(7 3$5.6$1'&20081,7< 6(59,&(6'(3$570(17 PARKS AND COMMUNITY SERVICES DEPARTMENT WHAT DO WE DO? The Parks and Community Services Department provides the citizens of Costa Mesa with a diverse variety of high-quality recreation facilities, programs, and services. The Department operates two community centers, the Downtown Aquatic and Recreation Centers, and the Costa Mesa Senior Center; allocates and monitors athletic field use, and provides a large offering of youth, teen, and adult recreation programs and classes. The Department manages the operating agreements for the Costa Mesa Golf and Country Club, the Costa Mesa Tennis Center, the Balearic Community Center, Childs-Pace, Historical Society building, Major League Softball and oversees City contracted animal shelter and adoption locations. The Department also oversees public usage of park facilities and the land management at Fairview Park. The department is budgeted for 19 full-time and 77.09 (FTEs) part-time staff members. PARKS AND COMMUNITY SERVICES - 14300 FAIRVIEW PARK – 20115 Fairview Park is the City’s largest park, hosting 195 acres of open space natural area and 13 acres of manicured landscape for a total of 208 acres. Within the 195 acres of open space, there are two Native American Nationally Registered Historic Sites and five different habitat ecosystems that are home to many rare and endangered plant and animal species. The park acts as a regional gateway to the Santa Ana River Trail and adjacent Orange County parks, offering users multiple passive recreational opportunities such as picnicking, wildlife viewing, miles of trails for walking or bicycling, and enjoyment of nature. The park also hosts a miniature railroad and model airplane flying field run by partnering non-profits. DOWNTOWN RECREATION CENTER (DRC) – 40121 The Downtown Recreation Center, located at 1860 Anaheim Avenue, includes one gymnasium, one gymnastics room, one 25-yard outdoor pool, two multi-purpose rooms, and one kitchen. This facility provides a variety of programs; some free and others fee-based. The gymnasium provides free open gym time for youth to play basketball; free drop-in pickle ball for seniors; fee-based drop-in basketball, volleyball, recreational adult basketball leagues; and is suitable for rentals. Rentals have included City recreation youth basketball league, NLA Sports Dodgeball, Akua Mind & Body, and the MIKA C3 Tournament. The gymnasium also hosts multiple special events for the Teen Center including a movie night and various sports activities. One multi-purpose room, kitchen, and office is designated for the Childs-Pace Inc. program. The gymnastics room is designated for gymnastics contract classes. The open multi-purpose room is suitable for meetings, staff-led birthday rentals and moderately sized contract classes including Tai Chi, CPR, line dancing, and foreign language classes. During the school year, a free Teen Center is offered to teens (grades 7-12). During the summer, a free nine-week summer program for children (grades 1-6) is offered. BALEARIC COMMUNITY CENTER (BCC) – 40122 The Balearic Community Center, located at 1975 Balearic Dr., includes two rental rooms available for meetings and receptions, with a maximum capacity of 125 people. These rooms are utilized for the summer R.O.C.K.S. program, holiday and Summer Day Camps, and the City’s Early Childhood Program, known as L.E.A.P. 2 Success. Adjacent to the center is a fenced playground with play equipment, sandlot park playground, basketball courts, and a large athletic field, which is permitted by the City. 91 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) NEIGHBORHOOD COMMUNITY CENTER – 40123 The Neighborhood Community Center, located at 1845 Park Ave., is a 24,000 square-foot rental facility complete with a large multipurpose hall, including: stage dance floor, and a full-service kitchen. This center also includes five (5) smaller meeting and conference rooms available for the community, educational meetings and contract classes. This facility is regularly rented for large weddings, Quinceanera's, anniversary parties and is used as meeting space for local non-profit groups, City Departments, local businesses, community groups and the Newport Mesa Unified School District. AQUATICS – 40212 The Downtown Aquatic Center, located at 1860 Anaheim Avenue, provides year-round aquatics programming, including adult and youth swim instruction for beginner to advanced swimmers, aqua aerobics, summer youth aquatics camp, junior lifeguard preparation classes, an introduction to competitive swimming, and a swim instructor aid program for advanced youth swimmers. The Aquatics program offers seasonal family open swim as well as year-round drop-in, adult lap swimming and senior aquatics hours. This program provides American Red Cross-certified First Aid, Cardiopulmonary Resuscitation (CPR), Automated External Defibrillator (AED), Lifeguard training, and state-mandated Title 22 training for aquatic staff as well as basic first aid, CPR, and AED training to general recreation staff. TENNIS – 40213 Administers the contract for the Costa Mesa Tennis Center, located at TeWinkle Park, 880 Junipero Drive. The Center, open seven days a week, includes 12 lighted courts and a pro shop with professional tennis staff to assist the public. Programs include lessons, tournaments, leagues and open play. ADULT SPORTS BASKETBALL AND VOLLEYBALL – 40214 Provides year-round adult recreational basketball leagues, weekly open gym volleyball and drop-in, fee-based basketball play in the Downtown Recreation Center gymnasium. ADULTS SPORTS SOFTBALL – 40215 Administers the contract with Major League Softball for the operation of a City softball league. The league operates year-round, Sunday through Friday, for adult men, women, and co-ed teams at TeWinkle Park Athletic Complex. FIELD/AMBASSADORS – 40216 Coordinates athletic field reservations and scheduling of City and Newport Mesa Unified School District (NMUSD) athletic fields in accordance with the Joint Use Agreement. Fields are used by City and community organizations playing soccer, tackle and flag football, rugby, baseball, softball, and other field games. Field ambassadors monitor field use, regulate light use (portable and permanent), and open/close athletic fields. Field ambassadors regularly audit field users to confirm local residency within each organization. Field ambassadors also assist in resolving field disputes in accordance with the Field Use and Allocation Policy. Program staff also assist Park Rangers in patrolling areas such as Lions Park (to ensure the safety of the facility users) and Fairview Park (to ensure that the protected areas remain unused). Other duties include assistance at miscellaneous special events as assigned. 92 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) YOUTH SPORTS – 40218 Includes basketball, cheerleading, running, volleyball and general fitness for children entering into grades 1 - 6. Basketball provides a clinic, practices, and eight (8) weeks of league play (January through March). Cheerleading provides a clinic, practices, and cheering for the eight (8) weeks of league basketball play (January through March). Volleyball provides a clinic, practices and ten (10) weeks of league play (2½ months). General fitness provides nutritional and physical activity once a week for the R.O.C.K.S. after-school program and summer programming. SENIOR CENTER – 40231 Maintains and operates the Costa Mesa Senior Center, located at 695 W. 19th Street. The center is open Monday-Friday for senior services and provides a facility for Costa Mesa seniors to gather and participate in social, recreational, and personal development programs designed to encourage a healthy and active senior social lifestyle. The staff, with assistance from the Senior Commission, have approved the vision as: “The Costa Mesa Senior Center is dedicated to improvement of the lives of older adults by creating a place that offers opportunity to become more educated about health and wellness, share skills and talents with peers, interact and develop communication with friends, family, and others, and be advocates for older adults.” Under the umbrella of the Senior Center, the Senior Mobility Program (SMP), Medical Transportation Program (MTP), and Senior Serv program are administered. The SMP is funded by a grant from the Orange County Transportation Authority (OCTA), while the MTP is funded through a grant by Hoag Hospital. The Senior Serv program is funded by federal grants, as well as private donations. DAY CAMP – 40232 Provides day camp programs for children entering grades 1 - 6. The summer camp program is nine (9) weeks long and is held at Estancia Park. Camp programs run during Winter Recess, Presidents Week, and Spring Break are held at the Balearic Community Center (1-2 weeks long). This program includes daily games, sports, arts and crafts, drama, songs, skits, education/historical classes, character-building activities, and weekly excursions that emphasize active and healthy lifestyles. RECREATION ON CAMPUS FOR KIDS (R.O.C.K.S) – 40233 Provides a fee-based, after-school program for children in grades kindergarten through six at eleven (11) NMUSD elementary schools throughout the school year. Offers free summer activities for children entering grades 1 - 6 for nine (9) weeks at three (3) locations, with an additional week at one (1) location. This program focuses on four areas: education, fitness, recreation, and enrichment in a structured environment. The program also provides staff for a free after-school program at the Orange County Fair Grounds Centennial Farm named the “Ranch Program,” for children interested in the fundamentals of gardening and farm animals. TEEN PROGRAMS – 40236 Provides free after-school activities for teens in grades seven through twelve at three (3) locations: Costa Mesa High School, TeWinkle Middle School, and the Downtown Recreation Center. This program offers games, sports, arts and crafts, and six (6) special teen events throughout the year including, but not limited to, a Back to School Pool Party, Holiday Movie Night, a Themed Dance, and Dodgeball Tournament. Teen Summer Camp is a fee- based summer camp (9 weeks) that offers games, sports, arts and crafts, and weekly excursions that emphasize an active and healthy lifestyle. 93 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) CONCERTS – 40237 The City provides administration and coordination to support the Costa Mesa Foundation’s annual “Concerts in the Park” series. Concerts in the Park take place Tuesday evenings in July in Fairview Park, located at 2525 Placentia Avenue. The free series features live music, gourmet food trucks, a beer and wine garden, and children’s activities. The concerts begin at 5:00 p.m., with live music beginning at 6:00 p.m. EARLY CHILDHOOD (L.E.A.P.) PROGRAM – 40241 This program for children ages 3-5 years, encourages a positive and social learning experience through the implementation of recreation activities that include: directed play, games, arts and crafts, and music. The program is designed to prepare participants for entrance into kindergarten. The program is known as L.E.A.P. 2 Success: Learn, Explore, and Play 2 Success. A summer camp component - Camp Mini Explorers, allows participants to continue growing during the summer months. ADULT INSTRUCTIONAL CLASSES – 40242 A fee-based program that provides quarterly recreational, social, and sports programs for adults at City facilities, parks, and local business establishments. YOUTH INSTRUCTIONAL CLASSES – 40243 A fee-based program that provides quarterly recreational, social, enrichment, arts, adaptive and sports programs for youth at City facilities, parks, and local business establishments. SPECIAL REC EVENTS – 40244 Provides administration and coordination to support the City’s offering of special events. Specific events change annually but they do include the Costa Mesa Community Run, Costa Mesa Fish Fry, Scarecrow Festival and Movies in the Park. These events provide family-friendly fun and recreational opportunities for all Costa Mesa residents. MOBILE RECREATION – 40245 A traveling playground program on wheels that provides enrichment opportunities through both structured and unstructured recreational and educational activities in areas of the community that have insufficient access to, or financial constraints to, City programs and/or parks. The Mobile Recreation Program consists of a van-sized vehicle full of athletic equipment, art supplies, games, puzzles, music, tables, chairs and healthy snacks. Serves as an entertainment and marketing avenue at City special events. BARK PARK – 40248 Provides a social, off-leash, open-play environment for dog owners and their licensed dog(s). Separate areas exist for both small and large dogs. Includes staffing, dog-related special events, classes, workshops, and partnerships with community organizations. COMMUNITY GARDENS – 40249 Provides management and operation of two City-owned community gardens. The Del Mar Community Garden at 170 Del Mar Street, has 60 parcels. The Hamilton Community Garden at 523 Hamilton Street, has 42 parcels. Both gardens have water service, a portable toilet, and a trash dumpster. The parcels are used by Costa Mesa residents to grow vegetables, flowers, fruits and plants for their personal consumption. 94 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) ANIMAL CARE AND SERVICES – 40250 Oversees the contracts for animal sheltering and adoption services and collaborates with Animal Control in the transport and documentation of City impounded animals to the contracted animal shelter facility. Promotes adoptions to local residents and communicates with the contracted adoption agency, as well as rescue organizations, to find placement for City animals. With the assistance of the Animal Services Committee, staff explore and provide the best practices to improve exceptional animal care services within the City. Partners in Bark Park events throughout the year. SENIOR MOBILITY PROGRAM – 40251 Provides free transportation for seniors aged 60+, in and around Costa Mesa, for social, recreational, medical and other services as needed. The program serves more than 300 seniors a year and provides more than 6,500 rides on an annual basis. The Senior Mobility Program (SMP) is operated under the umbrella of the Senior Center and is funded by a grant from the Orange County Transportation Authority (OCTA). ADMINISTRATION – 50001 Based out of City Hall, oversees and manages the administration of parks, reservations, model aircraft fly permits, recreation classes, programs, and activities. Provides staff support to the Parks, Arts and Community Services Commission, the Cultural Arts Committee, the Historical Preservation Committee, the Fairview Park Steering Committee, the Animal Services Committee, and the Youth Sports Council. PARK AND RECREATION COMMISSION – 50125 Assists City Council and various City departments with parks and recreation-related matters. Provides staff support to the Parks & Recreation Commission, a five-member advisory board to the City Council on parks and recreation-related matters. FAIRVIEW PARK STEERING COMMITTEE – 50145 Provides advice and recommendations to the City Council regarding the implementation of the Fairview Park Master Plan (FVP MP); the impacts of Measure AA on Capital Improvement Program projects, maintenance and activities; recommends approval of grant applications, partnerships, and volunteer activities for the maintenance and implementation of the FVP MP. CULTURAL ARTS COMMITTEE – 50190 Maintains, educates, enriches, and promotes cultural arts programs and resources throughout the City. Hosts the annual signature ARTventure event. Donations, sponsorships, and the General Fund provide funding for committee projects and activities. HISTORICAL PRESERVATION COMMITTEE – 50191 Maintains, educates, enriches, and promotes historical programs and resources throughout the City. Donations, sponsorships, and the General Fund provide funding for committee projects and activities. ANIMAL SERVICES COMMITTEE – 50195 Maintains, educates, enriches, and promotes animal service programs and resources throughout the City. The goals of the Committee are to promote pet licensing within the City, assist with the planning of animal related events, and to explore and provide recommendations to improve animal services. 95 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) PARKS AND COMMUNITY SERVICES ADMINISTRATION 1.0 FTE - Parks and Community Services Director RECREATION HOMELESS SUPPORT SERVICES 1.0 FTE - Recreation Manager 1.0 FTE - Neighborhood Improvement Manager 3.0 FTE - Assistant Recreation Supervisor 2.0 FTE – Community Outreach Worker 1.0 FTE - Executive Secretary 1.0 FTE - Senior Code Enforcement Officer 1.0 FTE - Fairview Park Administrator 3.45 FTE - Part-Time Community Outreach Assistance 1.0 FTE - Management Analyst 4.0 FTE - Recreation Coordinator 2.0 FTE - Recreation Supervisor 1.0 FTE - Office Specialist II 73.64 FTE - Part-Time WHAT DID WE DO IN FISCAL YEAR 2018-2019? x Provided monthly environmental education and restoration public events at Fairview and Canyon Parks. x Implemented burrowing owl banding project. x Put in protective temporary fencing around sensitive habitats of vernal pools. x Completed a successful full-year in Animal Care Services’ three-pronged process with Animal Control, Newport Center Animal Hospital and Priceless Pet Rescue. x Provided three inter-generational events to bridge the gap between senior and the community’s youth. x Provided aquatic instructional classes to nearly 900 youth and adult participants. x Successfully held six bi-monthly community-service work parties at the community gardens. x Provided three free after school Teen Centers for Costa Mesa’s young adults. x Successfully launched two seasons of the Youth Volleyball Program with 69 participants. x Filled the summer LEAP Program to capacity for both age groups at 40 participants. x Collaborated with NMUSD to offer a free, four-week summer day “SMART Camp.” x Successfully collaborated with community groups to host multiple community events. x Successfully hosted Concerts in the Park, Movies in the Park, ARTventure, Scarecrow Festival, Fish Fry, Skate Competition, Chargers Training Camp, Costa Mesa Community Run and misc. holiday themed events. x Successfully opened the temporary Bridge Shelter in 40 days. x Entered into agreement with Mercy House for Bridge Shelter Operations. x Purchased property to be upgraded into permanent Bridge Shelter. x Provided outreach services for individuals experiencing homelessness. x Instrumental in ending ongoing litigation related to the OC Catholic Worker case. 96 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) WHAT DO WE PLAN TO DO IN FISCAL YEAR 2019-2020? x Begin the implementation of the Parks, Recreation and Open Space Master Plan. x Restore Fairview Park vernal pools five, six and seven. x Develop adaptive management plan for Fairview Park wetlands. x Enhance the City’s animal-related webpages to provide more information to the public. x Provide services to seniors such as social services, health services, hi-cap, AARP, legal services. x Build and maintain butterfly gardens at each of the community gardens. x Continue to provide competitive softball leagues for all skill levels at quality facilities on a seasonal basis. x Work collaboratively with the Costa Mesa Senior Center to provide additional intergenerational events. x Introduce specialized STEM based program activities into the R.O.C.K.S. Program. x Introduce inter-school competitive element to the Youth Fitness Program. x Increase the number of neighborhoods the Mobile Recreation program implements. x Coordinate four (4) guest speakers to provide lessons and activities on STEM. x Ensure we provide programs and services in a safe environment that are accessible to all. x Successfully execute six (6) Teen Program Events and two (2) large Teen Program Art Projects. x Successfully execute two (2) dog-related public events at the Costa Mesa Bark Park. x Continue to develop outreach efforts to market and attract underserved groups in the community. x Plan a calendar of programs for the grand reopening of the Neighborhood Community Center. x Host a quarterly Surf City Provider Network and Luncheon Meeting at the Costa Mesa Senior Center. x Adoption of the Arts and Culture Master Plan. x Successfully host annual community and special events. x Provide for ongoing operations at the temporary Bridge Shelter facility. x Complete Capital Improvements at the permanent Bridge Shelter facility. x Transfer operations from the temporary to permanent Bridge Shelter facility. 97 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) GOALS AND OBJECTIVES The goals and objectives of the Parks and Community Services Department were developed in alignment with the City Council’s goals and priorities. # GOALS AND OBJECTIVES Continue Fairview Park 1 restoration via public volunteer 9 opportunities. Begin the implementation of the 2 Parks, Recreation and Open 9 Space Master Plan. Increase Animal Awareness 3 including shelter adoption. 9 9 Introduce Specialized STEM 4 programs in R.O.C.K.S. 9 Expand and develop new 5 programs at the Senior Center. 9 Continue outstanding 6 Partnerships with LA Chargers 9 9 9 and NMUSD. Expand and develop new 7 programs at the Senior Center. 9 Increase number of 8 neighborhoods for the Mobile 9 Recreation Program. Ensure we provide programs and 9 services in a safe environment 9 9 that are accessible to all. Continue to develop outreach efforts to market and attract 10 underserved groups in the 9 9 community. 98 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) PERFORMANCE MEASURES/WORKLOAD INDICATORS: FY 17-18 FY 18-19 FY 19-20 Actual $GRSWHG Proposed Percent of Recreation Programs meeting or 100% 100% 100% exceeding Cost Recovery Guidelines Percent of Recreation survey respondents 96% 96% 96% rating overall satisfaction with programs/services as above average Average monthly ridership on City Senior 900 1,200 1,200 Mobility Program (SMP) & Medical Transportation Program (MTP) Number of hours permitted on athletic fields 67,000 80,000 75,000 (all user groups) Number of classes offered and percentage 859 (20%) 980 (20%) 980 (20%) cancelled Number of children served in Day Camp 1,100 1,100 1,100 Programs Number of daily participants in Drop-In 21,150 21,150 21,150 Recreation Programs Annual number of daily R.O.C.K.S. program 110,000 110.000 112,000 participants Park reservations issued and percentage of 800 (8%) 775 (5%) 725 (3%) non-residents Number of individuals placed into permanent 101 50 50 housing Number of individuals placed into temporary 30 16 16 housing Number of individuals successfully housed NA NA 25 from the City’s homeless shelter 99 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) WHAT DOES IT COST? BUDGET NARRATIVE The Fiscal Year 2019-20 budget for the Parks and Community Services Department is $8 million, an increase of $658 thousand, or 9% compared to the amended budget for Fiscal Year 2018-19. The increase was primarily attributed to the inclusion of costs for Fairview Park previously included in the Capital Improvement Program. FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense by Fund Actuals Actuals Budget Budget TOTAL PARKS AND COMMUNITY SERVICES OFFICE BY FUNDING SOURCE General Fund - 101$ 5,124,464 $ 5,702,651 $ 7,376,071 $ 7,298,474 Park Development Fee - 208 - - - 735,600 Total Parks and Community Services Department $5,124,464 $ 5,702,651 $ 7,376,071 $ 8,034,074 FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget PARKS AND COMMUNITY SERVICES DEPARTMENT BY PROGRAM PARKS AND COMMUNITY SERVICES - 14300 Recreation Administration - 50001 Salaries & Benefits$ 694,971 $ 830,296 $ 1,145,121 $ 1,202,586 Maintenance & Operations 226,741 238,622 254,400 416,515 Fixed Assets 533 12,673 8,000 2,000 Subtotal Recreation Administration $922,245 $ 1,081,590 $ 1,407,521 $ 1,621,101 Fairview Park - 20115 Salaries & Benefits$ - $ 131,482 $ 182,990 $ 220,896 Maintenance & Operations - 6,774 8,600 397,700 Fixed Assets - - - 340,400 Subtotal Fairview Park $- $ 138,257 $958,996 191,590 $ Downtown Recreation Center - 40121 Salaries & Benefits$ 119,679 $ 148,084 $ 116,736 $ 119,192 Maintenance & Operations 81,198 84,260 97,691 101,200 Fixed Assets 742 41 - - Subtotal Downtown Recreation Center $201,619 $ 232,384 $220,392 214,427 $ Balearic Community Center - 40122 Salaries & Benefits$ 104,941 $ 169,833 $ 172,201 $ 97,854 Maintenance & Operations 119,561 107,317 119,170 117,900 Fixed Assets 619 619 - 800 Subtotal Balearic Community Center $225,121 $ 277,769 $216,554 291,371 $ 100 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget PARKS AND COMMUNITY SERVICES - 14300 (continued) Neighborhood Community Center - 40123 Salaries & Benefits$ 174,370 $ 160,908 $ 196,354 $ 248,254 Maintenance & Operations 94,961 12,616 201,000 219,400 Fixed Assets ---- Subtotal Neighborhood Community Center $269,331 $ 173,524 $467,654 397,354 $ Aquatics - 40212 Salaries & Benefits$ 180,538 $ 207,897 $ 286,449 $ 250,792 Maintenance & Operations 12,547 20,750 17,749 13,400 Fixed Assets - 360 - - Subtotal Aquatics $193,086 $ 229,007 $264,192 304,198 $ Tennis - 40213 Salaries & Benefits$- - $-$-$ Maintenance & Operations 24,798 25,414 28,216 34,600 Fixed Assets ---- Subtotal Tennis $24,798 $ 25,414 $ 28,216 $ 34,600 Adult Sports Basketball - 40214 Salaries & Benefits$ 10,832 $ 14,598 $ 17,636 $ 54,802 Maintenance & Operations 9,396 9,525 16,870 9,325 Fixed Assets ---- Subtotal Adult Sports Basketball $20,228 $ 24,123 $ 34,506 $ 64,127 Adult Sports Softball - 40215 Salaries & Benefits$ 8,302 $ 10,580 $ 13,114 $ 15,416 Maintenance & Operations - - 700 - Fixed Assets ---- Subtotal Adult Sports Softball $8,302 $ 10,580 $ 13,814 $ 15,416 Fields/ Field Ambassadors - 40216 Salaries & Benefits$ 259,929 $ 300,801 $ 285,440 $ 261,226 Maintenance & Operations 184,867 239,562 237,577 250,700 Fixed Assets ---- Subtotal Fields/Field Ambassadors $444,796 $ 540,363 $511,926 523,017 $ Youth Sports - 40218 Salaries & Benefits$ 72,773 $ 88,811 $ 143,303 $ 163,748 Maintenance & Operations 13,529 9,251 16,100 12,400 Fixed Assets ---- Subtotal Youth Sports $86,302 $ 98,062 $ 159,403 $ 176,148 Adult Sports Futsal - 40222 Salaries & Benefits$ 9,775 $ 13,186 $- 11,114 $ Maintenance & Operations 6,301 155 5,765 500 Fixed Assets ---- Subtotal Adult Sports Futsal $16,077 $ 13,341 $500 16,879 $ 101 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget PARKS AND COMMUNITY SERVICES - 14300 (continued) Senior Center - 40231 Salaries & Benefits$ 461,861 $ 591,938 $ 819,301 $ 573,212 Maintenance & Operations 566,722 505,427 455,844 454,400 Fixed Assets 3,128 13,789 6,221 1,000 Subtotal Senior Center $1,031,711 $ 1,111,153 $ 1,281,367 $ 1,028,612 Day Camp - 40232 Salaries & Benefits$ 83,692 $ 87,586 $90,334 119,271 $ Maintenance & Operations 107,274 86,126 105,351 81,900 Fixed Assets - - 33 - Subtotal Day Camp $190,966 $ 173,712 $172,234 224,655 $ ROCKS (Playgrounds) - 40233 Salaries & Benefits$ 683,757 $ 638,204 $ 772,003 $ 735,456 Maintenance & Operations 39,650 51,101 40,512 32,500 Fixed Assets ---- Subtotal ROCKS (Playgrounds) $723,407 $ 689,305 $767,956 812,515 $ Teen Programs - 40236 Salaries & Benefits$ 110,695 $ 89,771 $ 131,111 $ 131,976 Maintenance & Operations 27,179 24,039 30,450 26,200 Fixed Assets ---- Subtotal Teen Programs $137,874 $ 113,810 $158,176 161,561 $ Concerts - 40237 Salaries & Benefits$- - $-$-$ Maintenance & Operations 1,184 - - 10,000 Fixed Assets ---- Subtotal Concerts $-1,184 $-$$ 10,000 Early Childhood - 40241 Salaries & Benefits$ 147,097 $ 165,722 $ 160,635 $ 155,664 Maintenance & Operations 8,473 12,292 10,053 8,250 Fixed Assets ---- Subtotal Early Childhood $155,571 $ 178,014 $163,914 170,688 $ Adult Instructional Classes - 40242 Salaries & Benefits$ 15,820 $ 9,181 $ 19,055 $ 19,458 Maintenance & Operations 78,516 76,478 109,150 75,000 Fixed Assets ---- Subtotal Adult Instructional Classes $94,336 $ 85,659 $ 128,205 $ 94,458 Youth Instructional Classes - 40243 Salaries & Benefits$ 17,343 $ 8,891 $ 19,055 $ 19,270 Maintenance & Operations 298,155 281,802 268,664 252,300 Fixed Assets ---- Subtotal Youth Instructional Classes $315,498 $ 290,693 $271,570 287,719 $ 102 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget PARKS AND COMMUNITY SERVICES - 14300 (continued) Special Recreation Events - 40244 Salaries & Benefits$ 4,829 $ 8,557 $ 10,000 $ 10,000 Maintenance & Operations 1,471 2,020 343 - Fixed Assets ---- Subtotal Special Recreation Events $6,300 $ 10,577 $ 10,343 $ 10,000 Mobile Recreation - 40245 Salaries & Benefits$ - $ 24,422 $ 117,982 $ 47,564 Maintenance & Operations - 2,922 9,800 3,000 Fixed Assets ---- Subtotal Mobile Recreation $- $ 27,344 $ 127,782 $ 50,564 Bark Park - 40248 Salaries & Benefits$ 34,840 $ 36,851 $ 39,291 $ 42,488 Maintenance & Operations 86 1,575 1,900 1,600 Fixed Assets ---- Subtotal Bark Park $34,926 $ 38,425 $ 41,191 $ 44,088 Community Gardens - 40249 Salaries & Benefits$- - $-$3,572$ Maintenance & Operations 3,496 3,442 2,500 18,600 Fixed Assets ---- Subtotal Community Gardens $3,4423,496 $$ 2,500 $ 22,172 Animal Care Services - 40250 Salaries & Benefits$ - $ 118 $ 35,339 $ 197,682 Maintenance & Operations - 117,261 373,391 436,900 Fixed Assets ---- Subtotal Animal Care Services $- $ 117,380 $634,582 408,730 $ Senior Mobility Program - 40251 Salaries & Benefits$- - $$ 20,000 $ 29,892 Maintenance & Operations - - 86,478 2,800 Fixed Assets ---- Subtotal Senior Mobility Program $-- $$ 106,478 $ 32,692 Parks & Recreation Commission - 50125 Salaries & Benefits$- - $-$-$ Maintenance & Operations 5,870 4,831 6,650 7,950 Fixed Assets 1,434 - - - Subtotal Parks & Recreation Commission $4,8317,304 $$ 6,650 $ 7,950 Senior Commission - 50126 Salaries & Benefits$- - $-$-$ Maintenance & Operations 2,798 2,200 4,650 - Fixed Assets ---- Subtotal Senior Commission $2,2002,798 $$- 4,650 $ 103 PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget PARKS AND COMMUNITY SERVICES - 14300 (continued) Cultural Arts Committee - 50190 Salaries & Benefits$- 250 $-$-$ Maintenance & Operations 6,246 10,692 17,741 13,000 Fixed Assets ---- Subtotal Cultural Arts Committee $6,496 $ 10,692 $ 17,741 $ 13,000 Historic Resource Committee - 50191 Salaries & Benefits$- - $-$-$ Maintenance & Operations 693 1,000 1,000 500 Fixed Assets ---- Subtotal Historic Resource Committee $1,000693 $$500 1,000 $ TOTAL PARKS AND COMMUNITY SERVICES DEPARTMENT Salaries & Benefits$ 3,196,296 $ 3,737,715 $ 4,833,501 $ 4,691,334 Maintenance & Operations 1,921,711 1,937,454 2,528,315 2,998,540 Fixed Assets 6,457 27,482 14,254 344,200 Total Parks and Community Services Department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¶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¾ $GPLQLVWUDWLRQ ¾ &RPSXWHU2SHUDWLRQVDQG1HWZRUNLQJ ¾ 6\VWHPVDQG3URJUDPPLQJ INFORMATION TECHNOLOGY DEPARTMENT - 14600 ADMINISTRATION – 50001 &RRUGLQDWHVDQGVXSHUYLVHVWKH'HSDUWPHQW¶VDFWLYLWLHV PDQDJHVWKHQHWZRUNLQJUHVRXUFHVRIWKH&LW\ DQG DGYLVHVWKH&LW\0DQDJHUDQGWKH&LW\&RXQFLORQFRPSXWHUUHODWHGWHFKQRORJLFDOLVVXHV COMPUTER OPERATIONS AND NETWORKING – 50710 2SHUDWHVDQGPRQLWRUVFRPSXWHUHTXLSPHQWLQVXSSRUWRIERWK3XEOLF6DIHW\DQGJHQHUDO&LW\VHUYLFHVLQD GD\KRXURSHUDWLRQ0DLQWDLQVGDWDILOHVDQGSURFHVVHVEXVLQHVVDSSOLFDWLRQVDQGUHSRUWVGLVWULEXWLRQLQD QHWZRUNHGFOLHQWVHUYHUHQYLURQPHQW SYSTEMS AND PROGRAMMING – 50720 6XSSRUWV DQG HQKDQFHV DSSOLFDWLRQV IRU 3XEOLF 6DIHW\ DQG JHQHUDO &LW\ VHUYLFHV &RRUGLQDWHV V\VWHPV LPSOHPHQWDWLRQV PDLQWHQDQFH DQG SURFHVVLQJ VROXWLRQV IRU DG KRF GDWD SURFHVVLQJ UHTXHVWV LQ QHWZRUNHG FOLHQWVHUYHUDQGLQWHUQHWLQWUDQHWHQYLURQPHQWV INFORMATION TECHNOLOGY ADMINISTRATION 1.0 FTE - Information Technology Director 1.0 FTE - Executive Secretary 0.5 FTE - Part-Time Management Analyst COMPUTER OPERATIONS AND NETWORKING SYSTEMS AND PROGRAMING 1.0 FTE - Computer Operations & Networking Supervisor 1.0 FTE - Systems & Programming Supervisor 4.0 FTE - Network Administrator 3.0 FTE - Senior Programmer Analyst 1.0 FTE – Programmer Analyst II 105 INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED) WHAT DID WE DO IN FISCAL YEAR 2018-2019? x ,PSOHPHQWHGQHZVHUYHUVIRUWKH3ROLFH'HSDUWPHQW UHSODFLQJROGVHUYHUV x ,QVWDOOHGDQGZLOOVRRQEHPLJUDWLQJQHZ6$1VROXWLRQIRU3' x 8SJUDGHGRXU([FKDQJHVHUYHUIURPWR x ,PSOHPHQWHGWKHQHWZRUNFRQQHFWLYLW\DQGFDPHUDVROXWLRQWRWKHEULGJHVKHOWHU x %HJXQWKHGHVNWRSUHSODFHPHQWVSURMHFW x 6RIWODXQFKHG/DVHUILFKHZHEDSSOLFDWLRQIRUGRFXPHQWVHDUFKLQJXVLQJ:HEOLQNIRUXVHE\WKHSXEOLF x 1HZ028LPSOHPHQWDWLRQIRU&0)$&0)0$DQG&03$&030$ x 3HRSOH6RIW)LQDQFLDODQG+53D\UROOPLJUDWLRQWR2UDFOH%LW x ,PSOHPHQWHG)LUHVWDWVIRU)LUH'HSDUWPHQW WHAT DO WE PLAN TO DO IN FISCAL YEAR 2019-2020? x )LQDOL]H,QIRUPDWLRQ7HFKQRORJ\6WUDWHJLF3ODQ x 8SJUDGH$VVHW:RUNVIRU3XEOLF6HUYLFHV x &RQWLQXHUROOLQJRXW3&UHIUHVK x ,PSOHPHQW2QH6ROXWLRQIRU3' x ,PSOHPHQW)UHHGRPIRU2QH6ROXWLRQ x 8SJUDGHVHUYHUVIURP:LQGRZVVHUYHUWRRUODWHUYHUVLRQ x ,PSOHPHQWQHZ/06VRIWZDUHSURMHFW x ,PSOHPHQW(65,$UF*,6(QWHUSULVH6ROXWLRQ x 5HDUFKLWHFWHQKDQFH/DVHUILFKH'RFXPHQW,PDJLQJ6ROXWLRQ x &RQWLQXHFRQGXFWLQJRQOLQHF\EHUVHFXULW\WUDLQLQJIRU&LW\VWDII x &RQWLQXHWRSURYLGHWKHKLJKHVWTXDOLW\VHUYLFHVDQGSURJUDPVWRWKHFRPPXQLW\ x &RQWLQXHWRSURYLGHSURIHVVLRQDOWLPHO\DQGFRVWHIIHFWLYHVHUYLFHVWRWKH&LW\3'DQG)LUHVWDIIV x &RQWLQXH WR IDFLOLWDWH FRPPXQLW\ SUREOHP VROYLQJ WKURXJK D FRPPLWPHQW WR WHDPZRUN DQG FXVWRPHU VHUYLFH 106 INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED) GOALS AND OBJECTIVES 7KHJRDOVDQGREMHFWLYHVRIWKH,QIRUPDWLRQ7HFKQRORJ\'HSDUWPHQWZHUHGHYHORSHGLQDOLJQPHQWZLWKWKH&LW\ &RXQFLO¶VSULRULWLHV η GOALS AND OBJECTIVES &RQWLQXHUROOLQJRXW3&UHIUHVK 9 9 ,PSOHPHQW2QH6ROXWLRQIRU 3ROLFH'HSDUWPHQW 9 9 ,PSOHPHQW)UHHGRPIRU2QH 6ROXWLRQ 9 9 8SJUDGHVHUYHUVIURP:LQGRZV VHUYHUWRRUODWHU 9 9 9 YHUVLRQ ,PSOHPHQWQHZ/DQG 0DQDJHPHQW6\VWHPVRIWZDUH 9 9 9 SURMHFW ,PSOHPHQW(65,$UF*,6 (QWHUSULVH6ROXWLRQ 9 9 9 5HDUFKLWHFWHQKDQFH/DVHUILFKH 'RFXPHQW,PDJLQJ6ROXWLRQV 9 9 9 9 ,GHQWLI\DQ(53VROXWLRQWR LPSURYHHIILFLHQFLHVDQGHQVXUH 9 9 UHOLDELOLW\RIGDWD 107 INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED) PERFORMANCE MEASURES/WORKLOAD INDICATORS: FY 17-18 FY 18-19 FY 19-20 Actual $GRSWHG Proposed 1XPEHURI3ULQWHUV7HUPLQDOVPDLQWDLQHG +HOS'HVNUHTXHVWVUHVROYHG 1XPEHURI&LW\GHYHORSHGVRIWZDUH DSSOLFDWLRQV 1XPEHURIVHUYHUVPDLQWDLQHG 1XPEHURIPLVFHOODQHRXVGHYLFHVPDLQWDLQHG 1XPEHURIYHQGRUVRIWZDUHDSSOLFDWLRQV PDLQWDLQHG ,WLVGLIILFXOWWRGHWHUPLQHWKHH[DFWQXPEHURIYHQGRUVRIWZDUHDSSOLFDWLRQVPDLQWDLQHGDVHDFKGHSDUWPHQWKDV GLIIHUHQWUHTXLUHPHQWV 108 INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED) WHAT DOES IT COST? BUDGET NARRATIVE The Fiscal Year 2019-20 budget for the Information Technology Department is $3.8 million, a decrease of $452 thousand, or 10.6% compared to the amended budget for Fiscal Year 2018-19. The decrease was primarily attributed to the reduction in consulting costs and costs charged to the IT Replacement Fund offset by the addition of two full-time positions. FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense by Fund Actuals Actuals Budget Budget INFORMATION TECHNOLOGY DEPARTMENT BY FUNDING SOURCE General Fund - 101$ 2,941,696 $ 3,149,792 $ 3,893,745 $ 3,674,067 IT Replacement Fund - 603 - - 372,800 139,555 Total Information Technology Department $2,941,696 $ 3,149,792 $ 4,266,545 $ 3,813,622 FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget INFORMATION TECHNOLOGY DEPARTMENT BY PROGRAM INFORMATION TECHNOLOGY - 14600 IT Administration - 50001 Salaries & Benefits$ 417,590 $ 473,289 $ 498,163 $ 451,550 Maintenance & Operations 92,081 97,960 162,987 68,242 Fixed Assets 24,250 - 147 10,000 Subtotal IT Adminstration $533,921 $ 571,249 $ 661,297 $ 529,792 Computer Operations - 50710 Salaries & Benefits$ 628,707 $ 716,185 $ 748,419 $ 946,885 Maintenance & Operations 248,209 63,477 400,482 342,100 Fixed Assets 181,678 490,164 789,010 464,100 Subtotal Computer Operations $1,058,594 $ 1,269,825 $ 1,937,911 $ 1,753,085 Computer Systems Development - 50720 Salaries & Benefits$ 798,751 $ 757,322 $ 941,241 $ 775,295 Maintenance & Operations 290,610 38,752 188,701 142,850 Fixed Assets 259,820 512,644 537,395 612,600 Subtotal Computer Systems Develop. $1,349,181 $ 1,308,718 $ 1,667,337 $ 1,530,745 TOTAL INFORMATION TECHNOLOGY Salaries & Benefits$ 1,845,048 $ 1,946,795 $ 2,187,823 $ 2,173,730 Maintenance & Operations 630,899 200,189 752,170 553,192 Fixed Assets 465,748 1,002,808 1,326,552 1,086,700 Total Information Technology Department $2,941,696 $ 3,149,792 $ 4,266,545 $ 3,813,622 109 110 )< 35(/,0,1$5<%8'*(7 32/,&('(3$570(17 POLICE DEPARTMENT WHAT DO WE DO? The Police Department is tasked with protecting life and property while preserving the peace. The department has 212 full-time positions, of which 136 are sworn and 76 are professional staff. Full-time staffing is composed of 12 management positions, 34 supervisory, and 166 line-level positions. Part-time staffing consists of 22.92 full-time equivalents. The department is comprised of three divisions and each division is further split into different programs. The three divisions are as follows: ¾ Police Administration ¾ Police Field Operations ¾ Police Support Services POLICE ADMINISTRATION - 15100 ADMINISTRATION – 50001 Conducts the department’s overall direction and planning with input from other divisions; provides advice to the City Manager and City Council on public safety issues; provides internal investigations through the Professional Standards Unit; performs public affairs services; and manages department budget and grant administration. TRAINING – 10133 Provides and coordinates training programs, and the recruitment and selection of candidates for vacant positions within the department, adhering to the guidelines established by statutory and state-mandated Peace Officer Standard and Training (POST) requirements for sworn and civilian personnel; develops and evaluates daily in- service programs. POLICE FIELD OPERATIONS - 15300 FIELD OPERATIONS – 10111 Provides public safety services through patrol-related policing activity; coordinates community-oriented policing services; supervises the Police Reserve Program; provides public park safety services through the Park Ranger Unit; and provides business-related services to the public via the front desk. TRAFFIC SAFETY – 10113 Enforces State and City traffic laws; provides follow-up investigation and prosecution of traffic-related criminal cases; and coordinates personnel to respond to and investigate traffic collisions. CONTRACT & SPECIAL EVENTS – 10114 Provides special event public safety and traffic management services requested by the community on a contract- for-pay basis. ANIMAL CONTROL – 10139 Regulates, controls, and prevents rabies in the wild and domesticated animal population in the City; impounds strays or unlicensed animals; and enforces those laws and ordinances applying to animals within the City. 111 POLICE DEPARTMENT (CONTINUED) STEP – 10143 The Selective Traffic Enforcement Program (STEP) is designed to fund traffic safety related enforcement and education efforts to reduce alcohol related traffic collisions; address aggressive driving practices, particularly speed and red light/stop sign violations; and to increase the overall traffic safety in the City. POLICE SUPPORT SERVICES - 15400 ADMINISTRATION – 50001 Provides essential logistical support services to the Police Department through the below-listed programs; responsible for computer-related activities associated with the 24-hour operation of the City’s public safety computer system; and responsible for the research and development of numerous programs, including safety equipment, new laws and regulations, and policy development. HELICOPTER PATROL – 10112 Provides helicopter patrol services through a contract with the City of Huntington Beach. CRIME INVESTIGATION – 10120 Investigates criminal activities including: homicide, rape, robbery, and assault; larcenies, including grand theft, auto theft, and fraud; residential, commercial, and vehicle burglaries reported in the City; fraudulent checks and forgery cases, including identity theft, crimes against persons and property, and where the suspect or victim is a juvenile. The program objective is the investigation of Part I Crimes; case preparation; the apprehension, prosecution and conviction of perpetrators; and the recovery of stolen property. SPECIAL INVESTIGATIONS UNIT – 10127 Investigates illegal narcotics activity with emphasis on traffickers; vice and prostitution; and specialized investigations as determined by the Department. RECORDS/INFORMATION UNIT – 10131 Responsible for the electronic and manual processing, storing, and reporting of all crime and arrest reports, citation processing, and ancillary report processing to meet the Department of Justice crime statistics reporting mandates. CRIME SCENE INVESTIGATIONS/PHOTOS – 10132 Provides investigative support for the collection, processing and preservation of evidence at crime scenes; laboratory and photographic support for evidentiary and non-evidentiary requests. YOUTH CRIME INTERVENTION – 10135 Provides services to local schools; criminal street gang suppression and investigation; and coordinates outreach intervention opportunities through the Gang Investigations Unit. PROPERTY AND EVIDENCE – 10136 Maintains records; stores, preserves, and disposes of property and evidence consistent with legal guidelines. 112 POLICE DEPARTMENT (CONTINUED) JAIL – 10137 Provides jail services through a contract with G4S. EQUIPMENT MAINTENANCE – 10138 Coordinates the maintenance/servicing of police vehicles and pool cars with Fleet Services. TELECOMMUNICATIONS OPERATIONS – 51020 Provides a centralized, computer-aided Communications Dispatch Center that receives citizen requests for emergency fire, paramedics and police services; provides medical pre-arrival instructions using Emergency Medical Dispatch (EMD) procedures; provides a means of contact for emergency Public Services, Water District service and Orange Coast College Security outside of normal business hours. TECHNICAL SUPPORT AND MAINTENANCE – 51020 Provides operational integrity of the City’s telecommunications infrastructure for data and voice; provides systems and equipment installations and electronics maintenance; oversees inter-operation of telephone, radio, audio, fire alerting system and selected data and video assets in buildings and facilities, outside plant, and in automotive/mobile and portable configurations. EMERGENCY SERVICES – 51040 Serves as the office responsible for the City’s disaster preparedness; acts as liaison to other government agencies, private sector, schools and special districts, non-government and volunteer organizations on disaster preparedness; conducts disaster planning meetings, training and exercises; maintains disaster supplies; administers the Emergency Operations Center (EOC), the Joint Information Center (JIC) and the City’s Emergency Operations Plan; and ensures compliance with the National Incident Management System (NIMS). 113 POLICE DEPARTMENT (CONTINUED) POLICE ADMINSTRATION 1.0 FTE - Police Chief 2.0 FTE - Executive Secretary 1.0 FTE - Police Lieutenant 1.0 FTE - Police Officer 2.0 FTE - Police Sergeant 1.0 FTE - Police Training Assistant 1.0 FTE - Public Affairs Manager 1.0 FTE - Range Master 2.06 FTE - Part-Time POLICE FIELD OPERATIONS POLICE SUPPORT SERVICES 1.0 FTE - Police Captain 1.0 FTE - Police Captain 2.0 FTE - Animal Control Officer 1.0 FTE - Administrative Secretary 5.0 FTE - Community Services Specialist 1.0 FTE - Civilian Investigator 6.0 FTE - Park Ranger 1.0 FTE - Communications Installer 3.0 FTE - Police Lieutenant 11.0 FTE - Communications Officer 76.0 FTE - Police Officer 4.0 FTE - Communications Supervisor 17.0 FTE - Police Sergeant 1.0 FTE - Community Services Specialist 1.0 FTE - Senior Police Officer 1.0 FTE - Court Liaison 9.59 FTE - Part-Time 1.0 FTE - Crime Analyst 1.0 FTE - Crime Scene Investigation Supervisor 3.0 FTE - Crime Scene Specialist 1.0 FTE - Electronics Technician 1.0 FTE - Emergency Services Administrator 1.0 FTE - Office Specialist II 2.0 FTE - Police Lieutenant 25.0 FTE - Police Officer 1.0 FTE - Police Records Administrator 1.0 FTE - Police Records Bureau Supervisor 3.0 FTE - Police Records Shift Sup. 1.0 FTE - Police Records Technician 4.0 FTE - Police Sergeant 1.0 FTE - Property/Evidence Specialist 1.0 FTE - Property/Evidence Supervisor 6.0 FTE - Senior Communications Officer 1.0 FTE - Senior Communications Supervisor 1.0 FTE - Senior Police Officer 15.0 FTE - Senior Police Records Technician 11.27 FTE - Part-Time 114 POLICE DEPARTMENT (CONTINUED) WHAT DID WE DO IN FISCAL YEAR 2018-2019? x Accomplished multiple goal activities listed in the Department’s 5-year Strategic Plan. x Aggressively recruited and hired new staff to fill both sworn and civilian vacancies. x Expanded staffing in specialty assignments (i.e., Traffic and CPU). x Purchased additional tablets for the Department’s electronic citation system. x Continued sworn personnel attendance to Crisis Intervention Training (CIT). x Achieved 100% compliance with all State and legislative training mandates for department personnel. x Met all Peace Officers Standards and Training (POST) mandates with 100% compliance. x Obtained grant awards (UASI, JAG, & OTS) to fund department training and initiatives during the fiscal year. WHAT DO WE PLAN TO DO IN FISCAL YEAR 2019-2020? x Continue the Department’s aggressive recruitment and hiring efforts for fill sworn and civilian vacancies. x Purchase new Mobile Command Vehicle (MCV). x Build upon the Department’s collection and utilization of crime data. x Focus on developing the City’s Emergency Preparedness Program. x Continue to update the City’s Emergency Operations Plan (EOP). x Initiate process to prepare City Hazard Mitigation Plan. x Renovate/upgrade the Department’s aging firearms range. x Develop a department Drone Program. x Identify and implement a new digital video and audio recording system to replace outdated version. x Achieve 100% compliance with all State and legislative training mandates for department personnel. x Meet all Peace Officers Standards and Training (POST) mandates with 100% compliance. x Obtain grant awards (UASI, JAG & OTS) to fund department training and initiatives during the fiscal year. 115 POLICE DEPARTMENT (CONTINUED) GOALS AND OBJECTIVES The goals and objectives of the Police Department were developed in alignment with the City Council’s priorities. # GOALS AND OBJECTIVES Invest in its professionals by 1 becoming a fully-staffed and highly 9 9 trained department. Have secured and well-maintained facilities to ensure that personnel 2 are able to perform their duties 9 9 safely and efficiently. Be equipped with the necessary 3 tools to keep the Costa Mesa 9 9 community safe. Enhance internal department communication to enable staff at all 4 levels to be informed and effectively 9 9 carry out the Department’s mission. Continue the Department’s aggressive recruitment and hiring 5 efforts for fill sworn and civilian 9 9 vacancies. Renovate/upgrade the 6 Department’s aging firearms range. 9 Continue to update the City’s 7 Emergency Operations Plan (EOP). 9 9 Develop a department Drone 8 Program. 9 116 POLICE DEPARTMENT (CONTINUED) PERFORMANCE MEASURES/WORKLOAD INDICATORS: 2016 2017 2018 Part 1 Crimes 4,929 4,662 4,051 Part 2 Crimes 6,239 6,247 6,718 Calls for Service 118,107 114,919 136,180 Reports Taken and Processed 19,319 18,382 19,079 Arrests (Felony & Misdemeanor) 6,452 6,133 6,644 Citations Issued (Infractions) 7,102 7,711 9,145 Adult Bookings 4,076 4,202 4,572 Emergency Calls Responded 1,029 882 876 1. Responded within 5 minutes 741 661 631 Effectiveness 72% 75% 72% 2. Responded within 15 minutes 999 856 850 Effectiveness 97% 97% 97% Non-Emergency Calls Responded 55,152 57,783 58,961 1. Responded within 30 Minutes 47,701 51,482 53,236 Effectiveness 86% 89% 90% Property and Evidence – Total Items Booked 13,808 12,494 14,040 Assigned Hit-and-Run Cases Clearance Rate 52% 73% 59% Assigned Robbery Cases Clearance Rate 71% 71% 60% Assigned Burglary Cases Clearance Rate 69% 64% 46% Assigned Juvenile Cases Clearance Rate 100% 94% 93% Assigned Economic/Identity Theft Cases 74% 64% 43% Clearance Rate 911 Emergency/Public Safety Calls Received 55,333 51,005 46,612 911 Calls Answered within 10 Seconds 95% 97% 97.25% Telephone Calls Received 253,433 246,323 216,118 Animal Control – Calls for Service 3,459 3,441 3,986 Animal Control - Impounds 808 635 678 The Police Department’s performance measures and workload indicators are presented on a calendar year basis. 117 POLICE DEPARTMENT (CONTINUED) WHAT DOES IT COST? BUDGET NARRATIVE The Fiscal Year 2019-20 budget for the Police Department is $49.7 million, an increase of $536 thousand, or 1% compared to the amended budget for Fiscal Year 2018-19. The increase was primarily attributed to an increase in salaries and benefits reduced by a vacancy factor of 8%. FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense by Fund Actuals Actuals Budget Budget POLICE BY FUNDING SOURCE General Fund - 101$ 39,581,676 $ 43,421,898 $ 47,582,985 $ 49,482,346 Prop 172 - Public Safety Fund - 202 1,070,951 792,494 1,021,820 - Supp. Law Enforcement COP Fund - 213 338,071 294,382 268,638 237,700 Narcotics Forfeiture Fund - 217 6,307 - 54,068 - Local Law Enforcement Block Grant - 219 34,464 - - - Offic of Trafifc Safety Fund - 220 143,308 187,425 256,743 - Total Police Department $41,174,777 $ 44,696,199 $ 49,184,255 $ 49,720,046 FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget POLICE DEPARTMENT BY PROGRAM ADMINISTRATION - 15100 Administration - 50001 Salaries & Benefits$ 2,411,479 $ 2,993,774 $ 3,189,141 $ 1,677,320 Maintenance & Operations 665,058 805,262 631,640 2,814,079 Fixed Assets 5,457 2,882 12,800 2,500 Subtotal Administration $3,081,994 $ 3,801,919 $ 3,833,581 $ 4,493,899 Training - 10133 Salaries & Benefits$ 707,371 $ 969,861 $ 996,357 $ 925,244 Maintenance & Operations 28,751 46,579 74,024 186,650 Fixed Assets 51,618 68,209 2,141 2,000 Subtotal Training $787,739 $ 1,084,650 $ 1,072,522 $ 1,113,894 BSCC Local Assistance Fund - 71100 Salaries & Benefits$- - $-$-$ Maintenance & Operations 5,439 21,501 - - Fixed Assets 11,015 30,072 - - Subtotal BSCC Local Assistance $16,454 $- 51,573 $-$ POLICE FIELD OPERATIONS - 15300 Field Area Policing - 10111 Salaries & Benefits$ 18,085,504 $ 18,727,245 $ 19,323,687 $ 19,881,904 Maintenance & Operations 671,765 523,372 756,592 832,600 Fixed Assets 4,432 - 14,150 15,400 Subtotal Field Area Policing $18,761,701 $ 19,250,617 $ 20,094,429 $ 20,729,904 118 POLICE DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget POLICE FIELD OPERATIONS - 15300 (continued) Traffic Enforcement - 10113 Salaries & Benefits$ 2,898,980 $ 3,348,411 $ 3,478,418 $ 3,853,756 Maintenance & Operations 475,579 534,844 587,512 567,600 Fixed Assets - 185 30,386 20,000 Subtotal Traffic Enforcement $3,374,559 $ 3,883,439 $ 4,096,316 $ 4,441,356 Contract and Special Events - 10114 Salaries & Benefits$ 496,081 $ 593,156 $ 531,292 $ 523,388 Maintenance & Operations - - - - Fixed Assets ---- Subtotal Contract and Special Events $496,081 $ 593,156 $ 531,292 $ 523,388 Animal Control - 10139 Salaries & Benefits$ 246,288 $ 307,558 $ 295,036 $ 287,868 Maintenance & Operations 96,871 61,067 38,775 23,750 Fixed Assets ---- Subtotal Animal Control $343,159 $ 368,626 $ 333,811 $ 311,618 Office Traffic Safety RAID Grant - 10143 Salaries & Benefits$- - $-$-$ Maintenance & Operations 23,102 25,690 48,376 22,800 Fixed Assets 22,793 69,313 6,400 - Subtotal Office Traffic Safety RAID $45,895 $ 95,003 $ 54,776 $ 22,800 2010 COPS Hiring Grant - 70210 Salaries & Benefits$ 5,574 $- 12,984 $-$ Maintenance & Operations - - - - Fixed Assets ---- Subtotal 2010 COPS Hiring Grant $5,574 $- 12,984 $-$ AB 109 Post Release Comm Sup - 71019 Salaries & Benefits$ 28,515 $ 9,873 $- 10,052 $ Maintenance & Operations - 21,485 24,925 - Fixed Assets 19,378 4,381 - 39,600 Subtotal AB 109 Post Rel Comm Sup $47,893 $ 35,739 $ 34,977 $ 39,600 2016 Step Grant - 71026 Salaries & Benefits$- 23,445 $-$-$ Maintenance & Operations - - - - Fixed Assets ---- Subtotal 2016 Step Grant $-23,445 $-$-$ 2017 Step Grant - 71027 Salaries & Benefits$ 119,863 $- 17,626 $-$ Maintenance & Operations - - - - Fixed Assets ---- Subtotal 2017 Step Grant $119,863 $- 17,626 $-$ 119 POLICE DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget POLICE FIELD OPERATIONS - 15300 (continued) 2018 Step Grant - 71028 Salaries & Benefits$ - $ 144,980 $- 31,818 $ Maintenance & Operations - 6,508 - - Fixed Assets - 18,311 - - Subtotal 2018 Step Grant $- $ 169,799 $- 31,818 $ 2019 Step Grant - 71029 Salaries & Benefits$- - $$- 224,926 $ Maintenance & Operations - - - - Fixed Assets ---- Subtotal 2019 Step Grant $-- $$- 224,926 $ POLICE SUPPORT SERVICES - 15400 Administration - 50001 Salaries & Benefits$ 513,253 $ 526,867 $ 548,124 $ 532,372 Maintenance & Operations 316,127 325,395 365,616 260,473 Fixed Assets 24,394 3,100 102,777 43,000 Subtotal Administration $853,774 $ 855,363 $ 1,016,517 $ 835,845 Helicopter Patrol - 10112 Salaries & Benefits$- - $-$-$ Maintenance & Operations 284,970 267,890 315,000 300,000 Fixed Assets ---- Subtotal Helicopter Patrol $284,970 $ 267,890 $ 315,000 $ 300,000 Crime Investigation - 10120 Salaries & Benefits$ 3,658,958 $ 3,956,072 $ 4,405,587 $ 4,437,036 Maintenance & Operations 105,339 99,900 107,933 133,600 Fixed Assets 3,099 10,605 5,400 4,000 Subtotal Crime Investigation $3,767,396 $ 4,066,577 $ 4,518,920 $ 4,574,636 Vice and Narcotics - 10125 Salaries & Benefits$- - $-$-$ Maintenance & Operations 1,376 - - - Fixed Assets ---- Subtotal Vice and Narcotics $-1,376 $-$-$ Special Investigation Unit - 10127 Salaries & Benefits$ 976,485 $ 1,203,454 $ 1,607,904 $ 1,660,324 Maintenance & Operations 75,302 105,408 219,473 124,700 Fixed Assets 10,342 16,219 11,000 5,000 Subtotal Special Investigation Unit $1,062,129 $ 1,325,082 $ 1,838,377 $ 1,790,024 Records/Information System - 10131 Salaries & Benefits$ 1,696,121 $ 2,063,346 $ 2,293,640 $ 2,249,172 Maintenance & Operations 133,923 147,058 146,230 119,900 Fixed Assets 4,631 961 2,520 2,570 Subtotal Records/Information System $1,834,675 $ 2,211,365 $ 2,442,390 $ 2,371,642 120 POLICE DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget POLICE SUPPORT SERVICES - 15400 (continued) Crime Scene Investigation/Photos - 10132 Salaries & Benefits$ 324,584 $ 264,347 $ 654,772 $ 688,528 Maintenance & Operations 34,717 27,477 63,573 38,600 Fixed Assets 1,662 183 2,900 3,000 Subtotal Crime Scene Invest./Photos $360,963 $ 292,007 $ 721,245 $ 730,128 Youth Crime Intervention - 10135 Salaries & Benefits$ 999,871 $ 1,378,080 $ 1,521,031 $ 1,545,508 Maintenance & Operations 20,398 7,007 29,807 26,800 Fixed Assets 226 2,074 216 1,150 Subtotal Youth Crime Intervention $1,020,494 $ 1,387,160 $ 1,551,054 $ 1,573,458 Property and Evidence - 10136 Salaries & Benefits$ 412,905 $ 494,933 $ 512,168 $ 492,200 Maintenance & Operations 81,952 90,634 108,354 117,100 Fixed Assets ---- Subtotal Property and Evidence $494,857 $ 585,567 $ 620,522 $ 609,300 Jail - 10137 Salaries & Benefits$- - $$- 10,000 $ Maintenance & Operations 667,588 531,641 902,403 915,950 Fixed Assets 2,216 2,368 3,000 1,600 Subtotal Jail $669,804 $ 534,009 $ 915,403 $ 917,550 Equipment Maintenance - 10138 Salaries & Benefits$- - $-$-$ Maintenance & Operations 2,617 7,908 16,323 - Fixed Assets ---- Subtotal Equipment Maintenance $2,617 $ 7,908 $- 16,323 $ Operations - 51010 Salaries & Benefits$ 3,049,683 $ 3,119,810 $ 4,010,409 $ 3,487,504 Maintenance & Operations 198,674 229,073 211,722 239,340 Fixed Assets 1,639 1,865 4,126 2,200 Subtotal Operations $3,249,997 $ 3,350,748 $ 4,226,257 $ 3,729,044 Technical Support/ Maintenance - 51020 Salaries & Benefits$ 218,269 $ 260,047 $ 271,672 $ 273,700 Maintenance & Operations 193,727 167,488 220,118 155,500 Fixed Assets 2,380 1,524 4,000 1,000 Subtotal Technical Support/Mainteance $414,376 $ 429,059 $ 495,790 $ 430,200 Emergency Services - 51040 Salaries & Benefits$- - $$ 157,500 $ 168,360 Maintenance & Operations 1,876 1,776 18,800 13,400 Fixed Assets 16,655 16,556 5,000 - Subtotal Emergency Services $18,530 $ 18,332 $ 181,300 $ 181,760 121 POLICE DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget POLICE SUPPORT SERVICES - 15400 (continued) 2015 Justice Assistance Grant - 70910 Salaries & Benefits$- - $-$-$ Maintenance & Operations 14,460 - - - Fixed Assets - - - - Subtotal 2015 Justice Assist. Grant $-14,460 $-$-$ 2016 Justice Assistance Grant - 70911 Salaries & Benefits$- - $-$-$ Maintenance & Operations - - - - Fixed Assets 20,004 - - - Subtotal 2016 Justice Assist. Grant $-20,004 $-$-$ EMPG - 71300 Salaries & Benefits$- - $-$-$ Maintenance & Operations - - - - Fixed Assets - - 16,710 - Subtotal EMPG $-- $$- 16,710 $ TOTAL POLICE DEPARTMENT Salaries & Benefits$ 36,873,228 $ 40,392,426 $ 44,073,533 $ 42,684,184 Maintenance & Operations 4,099,610 4,054,964 4,887,196 6,892,842 Fixed Assets 201,940 248,809 223,525 143,020 Total Police Department $41,174,777 $ 44,696,199 $ 49,184,255 $ 49,720,046 122 )< 35(/,0,1$5<%8'*(7 ),5($1'5(6&8('(3$570(17 FIRE AND RESCUE DEPARTMENT WHAT DO WE DO? The Fire and Rescue Department is a public safety function that protects life, property and the environment through its mitigation, prevention, preparedness, response, and recovery services. The Fire/Rescue/Emergency Medical Services Division provides response services and staffs six fire stations, 24 hours a day, seven days a week, 365 days a year. The Community Risk Reduction Division provides life and fire safety planning, inspection, preparedness, and overall community risk reduction. Both divisions are supported by the Fire Administration division. The Department is budgeted for 90 full-time staff members; 84 sworn positions and six non-sworn positions. Part-time staffing consists of 5.0 full-time equivalents to serve within the three divisions. The three divisions are as follows: ¾ Fire Administration ¾ Fire/Rescue/Emergency Medical Services ¾ Community Risk Reduction FIRE ADMINISTRATION - 16100 ADMINISTRATION – 50001 The Administration Division is responsible for the delivery of all staff and support services, working towards the most effective and efficient operations of the department. Among these services the division provides direction for strategic, operational, and emergency planning; establishes department policies and procedures; coordinates internal functions of all divisions, programs, and external functions with other City departments and community organizations; develops and manages the budget; provides oversight and coordination for department training and education; represents the department on countywide fire/rescue/emergency medical services committees; coordinates ordering and purchasing; manages the department’s human resources; manages the department’s records and reports; performs additional functions and duties as needed by the City Manager. FIRE/RESCUE/EMERGENCY MEDICAL SERVICES - 16200 FIRE/RESCUE OPERATIONS – 10210 The Operations Division manages Fire, Rescue and Emergency Medical Services and maintains constant readiness to answer calls for assistance from the citizens and visitors of the community. The Division is also tasked with rapid response to life, health, fire, rescue, and environmental emergencies, as well as the protection of property, fire cause and origin determination, and life safety inspections and education. In addition, the fire companies are involved in comprehensive building and fire protection systems inspections, including the high- rise buildings in the South Coast Metro area and South Coast Plaza. EMERGENCY MEDICAL SERVICES – 10230 The Emergency Medical Services Division manages, supervises, and provides the functions required to support these services including; emergency planning, communications, training and education, equipment maintenance and repair, supplies, records, and quality control. Pre-hospital advanced life support (ALS) is provided by a combination of Paramedic Engine Companies and Rescue Ambulances. 123 FIRE AND RESCUE DEPARTMENT (CONTINUED) COMMUNITY RISK REDUCTION - 16300 COMMUNITY RISK REDUCTION – 10220 The Community Risk Reduction Division develops and enforces local fire, life safety, property, and environmental protection standards; enforces state adopted fire and life safety codes; reviews building construction plans; conducts building construction and business inspections; investigates citizen complaints; serves on city-wide committees related to development review, group homes, homeless outreach, and marijuana business; provides training to department personnel in regard to fire and life safety codes; assists professional trades with technical fire code requirements and department community education efforts. Develops, provides, and coordinates community preparedness activities including, volunteer, outreach, education, training, and response program including; Business Preparedness Academies and Community Emergency Response Team Academies and embracing an overall strategy of community risk reduction. FIRE ADMINSTRATION 1.0 FTE - Fire Chief 1.0 FTE - Division Chief - Administration 1.0 FTE - Executive Secretary 1.0 FTE - Fire Captain - Administration 1.0 FTE - Management Analyst 1.75 FTE - Part-Time FIRE OPERATION/EMS COMMUNITY RISK REDUCTION 3.0 FTE - Battalion Chief 1.0 FTE - Fire Marshal 18.0 FTE - Fire Captain 1.0 FTE - Code Enforcement Officer 18.0 FTE - Fire Engineer 2.0 FTE - Fire Protection Specialist 42.0 FTE - Firefighter 3.25 FTE - Part-Time 124 FIRE AND RESCUE DEPARTMENT (CONTINUED) WHAT DID WE DO IN FISCAL YEAR 2018-2019? x Completion and opening of the communities new Fire Station No.1. x Successful implementation of the City's new ambulance transportation and billing programs. x Completion of the updated Fire Station Alerting System in all Fire Stations. x Completion of the diesel exhaust extraction systems being installed in all Fire Stations. x Successful completion of the second year of the Peer Assistance Program and the implementation of the Chaplain Program. x 10 new Firefighters successfully completed their first year with Costa Mesa Fire & Rescue. x Professional Development and Succession Planning efforts with proven results, as evidenced by multiple earned formal degrees (Associate, Bachelor, and Masters) and advanced training certifications being completed through all ranks. x One successful promotion to position of Fire Engineer and two promotions to Fire Captain. WHAT DO WE PLAN TO DO IN FISCAL YEAR 2019-2020? x Initiate an external review and report on Standards of Cover for the Fire and Rescue Department. x Initiate an external review and report of regional Fire and Rescue emergency dispatching. x Evaluate progress of CMFR’s cost recovery programs (i.e., ambulance, CRR, etc.). x Continue to enhance our mental health, wellness, and cancer prevention efforts. x Continue strong professional development and succession planning efforts. x Complete the remodel of the Fire Station no. 4 Training Room. x Initiate the Fire Station no. 2 rebuild project. x Work on completing the final action items of 2015-2020 CMFR Strategic Plan and begin preparations to initiate CMFR 2021-2026 Strategic Plan. 125 FIRE AND RESCUE DEPARTMENT (CONTINUED) GOALS AND OBJECTIVES The goals and objectives of the Fire and Rescue Department were developed in alignment with the City Council’s priorities. # GOALS AND OBJECTIVES Initiate an external review and report on Standards of Cover for 1 the Fire and Rescue 9 9 9 Department. Evaluate progress of CMFR’s 2 cost recovery programs. 9 9 9 Complete the remodel of the 3 Fire Station no. 4 Training 9 9 Room. Continue strong professional 4 development and succession 9 9 planning efforts. Continue to enhance our mental 5 health, wellness, and cancer 9 9 prevention efforts. Initiate the Fire Station no. 2 6 rebuild project. 9 9 9 9 Initiate an external review and 7 report of regional Fire & Rescue 9 9 9 emergency dispatching. Work on completing the final action items of 2015-2020 8 CMFR Strategic Plan and begin 9 9 9 9 preparations to initiate CMFR 2021-2026 Strategic Plan. 126 FIRE AND RESCUE DEPARTMENT (CONTINUED) PERFORMANCE MEASURES/WORKLOAD INDICATORS: 2016 2017 2018 Calls For Service x Fire Incidents 217 218 261 x EMS 9,374 9,603 9,639 x Service Calls 495 430 195 x False Calls 399 447 477 Comm. Risk Reduction Plan Checks x Fire Systems Plans 492 472 531 x Architectural Plans 282 271 380 Inspections x Fire Prevention Inspections 6,791 6,763 6,827 x Sprinklers 602 674 583 x Life Safety 252 209 274 x Haz-Mat Disclosure Program $167,000 $176,000 $0 Fire Prevention Intern Program x Hours worked 2,912 2,080 2,500 x Apartment Inspections 437 379 385 x Fire permit inspection/issued 452 500 523 Community Education Programs x CPR in High Schools 634 1,056 1,000 x Station Tours (participants) 752 951 1,041 x Special Events 29 30 27 x Volunteer Hours - CERT 7,312 9,374 9,912 x Presentations (participants) 22,477 22,239 20,187 The Fire and Rescue Department’s performance measures and workload indicators are presented on a calendar year basis. 127 FIRE AND RESCUE DEPARTMENT (CONTINUED) WHAT DOES IT COST? BUDGET NARRATIVE 7KH )LVFDO )< )< )< )< $PHQGHG 3URSRVHG ([SHQVHE\)XQG $FWXDOV $FWXDOV %XGJHW %XGJHW FIRE DEPARTMENT BY FUNDING SOURCE *HQHUDO)XQG 3URS)XQG Total Fire Department )< )< )< )< $PHQGHG 3URSRVHG ([SHQVH&DWHJRU\E\3URJUDP $FWXDOV $FWXDOV %XGJHW %XGJHW FIRE DEPARTMENT BY PROGRAM FIRE ADMINISTRATION - 16100 )LUH$GPLQLVWUDWLRQ 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Fire Administration EMERGENCY MEDICAL SERVICES - 16200 5HVSRQVHDQG&RQWURO 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Response and Control (PHUJHQF\0HGLFDO$LG 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Emergency Medical Aid COMMUNITY RISK REDUCTION - 16300 )LUH3UHYHQWLRQ 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Fire Prevention 128 FIRE AND RESCUE DEPARTMENT (CONTINUED) )< )< )< )< $PHQGHG 3URSRVHG ([SHQVH&DWHJRU\E\3URJUDP $FWXDOV $FWXDOV %XGJHW %XGJHW TOTAL FIRE DEPARTMENT 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Total Fire Department 129 130 )< 35(/,0,1$5<%8'*(7 '(9(/230(176(59,&(6 '(3$570(17 DEVELOPMENT SERVICES DEPARTMENT WHAT DO WE DO? The Development Services Department is a Community Health and Environment function. The Department has 40 full-time positions composed of one department director, one assistant director, two managers, eight supervisors, 25 professional and three office support positions with some positions remaining vacant. Part-time staffing consists of 6.54 full-time equivalents. The Department is comprised of five divisions, each division allocated into different programs. The five divisions are as follows: ¾ Administration ¾ Planning ¾ Building Safety ¾ Community Improvement ¾ Housing and Community Development DEVELOPMENT SERVICES ADMINISTRATION - 13100 DEVELOPMENT SERVICES ADMINISTRATION AND ECONOMIC DEVELOPMENT – 50001 Administration directs and coordinates the Department’s activities; provides support to the City Manager; and serves as a liaison to the City Council, Planning Commission, Housing and Public Service Grant Committee, Mobile Home Park Advisory Committee, Successor Agency, Oversight Board, and Costa Mesa Housing Authority. Administration directs and coordinates the City’s economic development activities. The Economic Development team works towards attraction and retention of key businesses in Costa Mesa. Efforts to date include streamlining the application and approval processes, marketing Costa Mesa on a regional and nationwide basis, and improving the business climate within the City. Staff has also facilitated new companies getting started and existing companies expanding through responsive customer services. The Economic Development team works closely with the Costa Mesa Chamber of Commerce and Costa Mesa Conference and Visitor Bureau to promote the City. The Economic Development program is focused on promoting a business-friendly atmosphere from very low business license fees to expedited services to facilitating business establishment. The Department monitors economic trends and quarterly financial reports on the City’s sales tax and major retail performance compared to other Orange County cities. Staff helps with the relocation of new businesses, the expansion of existing businesses, promotes shopping within the City and supports the “Harbor Boulevard of Cars,” and “Shop Local This Holiday Season,” campaigns. The team provides updates to the City’s Finance Advisory Committee and elected and appointed officials; updates the Community Economic Profile information; maintains “Space Available” under “Doing Business” on the City’s website; and publishes “An Applicant’s Guide to Entitlement Processing in the City of Costa Mesa.” PLANNING - 18200 PLANNING – 20320 The Planning Division is responsible for implementing the Zoning Code and the goals, policies, and objectives of the City’s General Plan. Planning staff provides comprehensive City planning services in both long-range planning and development review. The division’s role is to promote quality of life in the city and maintain the public health, safety, and general welfare of its business and residential communities. The Planning Division supports City decision-makers including the Zoning Administrator, Planning Commission and City Council. On a daily basis, Planning staff maintains and implements the City’s General Plan, Area Plans and Zoning Ordinance; tracks socio-economic and demographic trends; coordinates with regional planning agencies; provides high- quality customer service to Costa Mesa residents and businesses; and promotes balanced development patterns through the oversight of land use entitlement requests for private development projects. 131 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) PLANNING COMMISSION – 20360 The Planning Division provides staff support to the Planning Commission, a seven-member advisory board to the City Council on land use and community development issues and applications. The Planning Commission decides on discretionary planning applications (e.g. conditional use permits, variances, master plans, design reviews, subdivision maps, and residential developments). As an advisory body to the City Council, the Planning Commission also makes recommendations to the City Council for projects such as rezones, General Plan amendments, Zoning Code amendments, Specific Plans and other planning and land development matters. BUILDING SAFETY - 18300 PERMIT & PLAN CHECK SERVICES – 20410 The Building Division provides local enforcement of mandatory State building codes and standards and municipal ordinances related to the construction, modification, use, and occupancy of private and public buildings and properties. The division enforces the Costa Mesa Municipal Code and provides a variety of daily services such as permit issuance and plan check for new construction and modification of existing structures. The division oversees the routing of plans and coordination of approvals from other city departments. It also calculates and collects fees related to development and other projects requiring plan review and/or a building permit. INSPECTION SERVICES – 20410 The Building Division provides inspection of building construction and tenant improvement activities for compliance with applicable State and local codes; conducts damage assessment, evaluation and determination of building safety following a major disaster, such as an earthquake; investigates building construction, illegal conversions, and disabled access and other building-related complaints generated by the public through Costa Mesa Connect. COMMUNITY IMPROVEMENT - 18400 The Community Improvement Division works in partnership with the public to promote and maintain a safe and desirable living and working environment by applying the division’s resources to the City Council’s priorities. The division achieves this in the following areas of focus: CODE ENFORCEMENT – 20350 Code Enforcement provides strategic enforcement of the Municipal Code related to land use, private property regarding land use, building construction, building occupancy, private property maintenance, and signage. Such enforcement may be the result of complaints received from citizens or may be initiated by code enforcement officers on a proactive basis. Code Enforcement is also responsible for implementation and enforcement of zoning regulations and operating requirements for group homes, residential care facilities, and offsite service providers. Code Enforcement also performs lodging inspections in conjunction with the Orange County Health Department. The division inspects the City’s stock of lodging establishments for compliance with the Municipal Code, State Health & Safety laws, and other concerns that often lead to blighted conditions at these locations. Finally, Code Enforcement is responsible for the enforcement of the City’s restrictions on the illegal cultivation and retail sales of recreational and medical marijuana, including nuisance abatement for any use, structure, or property used for these operations in close collaboration with the Police Department and State of California’s Bureau of Cannabis Control. 132 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) MARIJUANA BUSINESS PERMITTING/INSPECTIONS – 20350 This Community Improvement Division provides inspections related to the issuance of permits to marijuana businesses vetted through the thorough application process outlined in Measure X, as well as close coordination and routine inspections of City-approved businesses to ensure their facilities maintain compliance with all applicable regulations. HOUSING AND COMMUNITY DEVELOPMENT – 11310/11320 PUBLIC SERVICES PROGRAMS – 20421 HCD solicits public service sub-recipient grant applicants for HUD-qualified activities and reviews, recommends and presents preliminary applications to the Housing and Public Service Grants Ad-hoc Committee for recommendation to the City Council. HCD staff coordinates and implements public service grants allocated by the City Council and funded through the CDBG program. Public service grants are awarded to nonprofit agencies that provide services such as homelessness prevention; homeless services; youth, senior and disabled services; and other eligible uses through the City’s annual CDBG funding allocation. The City contracts with the Fair Housing Foundation to provide fair housing services to the community. HCD staff monitors all sub-recipients to insure compliance and performance. SINGLE FAMILY HOUSING REHABILITATION – 20422 HCD promotes the HUD-funded program for eligible, very low-income, single-family Costa Mesa homeowners, by providing technical assistance to program participants including how to apply for grants (up to $15,000) and/or deferred low-interest loans (up to $50,000). Property rehabilitation is limited to interior and exterior residential property improvements addressing basic code and building violations, lead-based paint hazards, and other non- luxury repairs. HCD staff performs income qualification, coordinates homeowner work write-ups, loan documentation, ongoing loan management and monitoring, processes requests for loan refinance, loan subordination and loan payoff, and conducts compliance monitoring through the life of each loan. CDBG ADMINISTRATION – 20427 HCD provides technical assistance to government and nonprofit service providers; administers, coordinates and implements the City’s federally-funded CDBG programs and capital improvement projects, as approved by the City Council; and assures that sub-recipients receiving grant funding maintain HUD compliance. Included in these programs are community outreach, soliciting requests for Capital Improvement Projects from other City divisions and departments, providing technical assistance in meeting HUD requirements, reviewing projects submitted for compliance with HUD requirements, and presentation of projects to the City Council for consideration and coordination of progress reporting requirements on all projects undertaken HOME ADMINISTRATION – 20440 HCD coordinates and implements the City’s federally funded HOME programs, as approved by the City Council to enhance decent housing and suitable living environments for low and moderate-income residents. HCD staff prepares, reviews, implements, and provides updated recommendations to the City Council, as needed, to be consistent with City goals and objectives, and HUD Regulations, as may be changed from time to time. HOME PROJECTS – 20445 HCD supports and presents HOME Projects for review and approval by the City Council and monitors and meets regulatory reporting requirements for the City’s affordable housing projects funded with HOME grant funds. 133 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) DEVELOPMENT SERVICES ADMINSTRATION 1.0 FTE - Economic & Development Services Director 1.0 FTE - Executive Secretary 1.0 FTE - Administrative Secretary 1.0 FTE - Management Analyst 1.00 FTE - Assistant Development Services Director PLANNING HOUSING AND COMMUNITY DEVELOPMENT 3.0 FTE - Associate Planner 2.0 FTE - Assistant Planner 1.0 FTE - Management Analyst 1.0 FTE - Economic Development Administrator 0.49 FTE - Part-Time 1.0 FTE - Principal Planner 1.0 FTE - Senior Planner 1.0 FTE - Zoning Administrator 1.46 FTE - Part-Time BUILDING SAFETY COMMUNITY IMPROVEMENT 1.0 FTE - Building Official 2.0 FTE - Building Inspector 1.0 FTE - Community Improvement Manager 2.0 FTE - Building Technician II 7.0 FTE - Code Enforcement Officer 1.0 FTE - Chief of Inspection 1.0 FTE - Management Analyst 1.0 FTE - Chief Plans Examiner 1.0 FTE - Office Specialist II 3.0 FTE - Combination Inspector 1.0 FTE - Senior Code Enforcement Officer 2.0 FTE - Permit Processing Specialist 2.0 FTE - Part-Time 1.0 FTE - Plan Checker 1.0 FTE – Plan Check Engineer 2.59 FTE - Part-Time 134 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) WHAT DID WE DO IN FISCAL YEAR 2018-2019? x Development Services staff assisted over 17,000 walk-in customers at the Planning and Building counters and over 69,000 customers over the phone in FY 18-19. x Development Services staff maintained an average wait time of less than 15 minutes at the public counter and received a customer service rating of 9.42 out of 10 from customers surveyed. x Planning staff completed updates to the Small Lot Ordinance and the Residential Incentive Overlay districts per City Council’s direction. Both were adopted by City Council in September/October 2018. x The Planning and Building Divisions permitted hundreds of housing units, including entitlements for 393 rental units at 585/595 Anton Boulevard; 28 residential condominium units at Harbor and Hamilton; and 200 rental units at 2277 Harbor Boulevard that includes an affordable housing component. x The Planning and Building Divisions permitted a significant number of commercial, industrial and institutional businesses in FY 18-19, including entitlements for the Orange County Museum of Art, Vanguard University, creative office spaces, event centers, and marijuana industrial uses. x Development Services, along with Fire Department, staff expedited Marijuana Business Permit applications and over 30 Conditional Use Permits for marijuana businesses in FY 18-19, ahead of the State’s mandatory licensing deadline. The first marijuana manufacturing and distribution businesses became operational in FY 18-19 and submitted their first marijuana revenue payments to the City in February 2019. In addition, Community Improvement Division staff identified 14 illegal dispensaries; four of those locations have since closed and 10 have received citations. x The Planning Division completed processing its backlog of sober living permit requests in FY 18-19, and Community Improvement Division staff actively enforced the City’s Group Home Ordinances resulting in the closure of 21 unpermitted locations. x Planning and Building staff expedited permits to allow the temporary homeless shelter at Lighthouse Church to open on time, allowing the City again enforce its anti-camping ordinance. Staff is also expediting a Code Amendment and other entitlements to allow for a potential permanent homeless shelter site in the City. x The Building Division adopted a new fee schedule that allows for full cost recovery, plus an annual escalator. x The Building Division is fully staffed with the exception of one part-time position, thereby lowering reliance on consultants for plan checks and inspections. x In its attempts to improve customer service and satisfaction, the Building Division has reduced in-house plan check turnaround time from fifteen working days to less than five working days and implemented an electronic sign-in system that efficiently routes and tracks customers. The Building Division has also implemented an electronic plan check process. x Community Improvement Division staff completed one neighborhood community event and conducted two receiverships that dealt with nuisance/substandard conditions at residential homes. x CID staff responded to 1,806 complaints and 102 building code violations. 135 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) WHAT DO WE PLAN TO DO IN FISCAL YEAR 2019-2020? x Assist a high volume of customers at the Planning and Building counters with minimal wait times and a high level of customer satisfaction. x Manage a high volume of development applications, while promoting high-quality neighborhoods and businesses in Costa Mesa. Anticipated development projects in FY 19-20 to include: o Processing entitlements for over 1,000 residential units as well as office/commercial space north of the I-405 Freeway; o Processing entitlements for a new Fletcher Jones-Audi car dealership at 1275 Bristol Street; mixed use projects at the Plant and the Campout in the SoBECA area; o Processing entitlements for creative office spaces such as The Press at 1375 Sunflower, also proposed to include 65,000 square feet of retail and restaurant uses; office expansion at Vans Headquarters 1588 South Coast Drive; and the re-use of the Trinity Broadcast site by Education First, an international language school. x Provide the public and decision-makers with high quality, professional staff reports, recommendations, information and materials. x Fill vacant positions and provide adequate staffing and training levels in order to provide excellent customer service. x Implement a fully integrated GIS platform and a new Land Management System and permitting software. The new system will replace 20-year-old technology that is no longer supported and provide for improved efficiency, transparency, and customer service. x Complete the City’s Economic Development Strategic Plan and continue to promote business development and retention of high-quality businesses and jobs in Costa Mesa. x Complete the SoBECA Parking Study and promote parking solutions City-wide. x Adopt new guidelines and significance thresholds consistent with SB 743, which mandates the use of Vehicle Miles Traveled (VMT) as the metric for assessing traffic impacts in environmental documents while still ensuring community-acceptable service levels are maintained. x Assist the remaining approved marijuana businesses through the plan check process toward becoming operational in FY 19-20. Continue to improve and streamline marijuana processes, outreach to local businesses through the Chamber of Commerce, and enforce City ordinances prohibiting illegal dispensaries. x Complete permitting work to allow for a Homeless Shelter location in Costa Mesa and expedite review and inspection of such. x Enforce Group Home Ordinances to ensure Code compliance in the City’s residential neighborhoods. x Adopt California Building Code 2019 and begin preliminary preparations for 2021 Housing Element update. x Monitor, with the intent to continue to improve, customer satisfaction and achieve broader implementation of electronic plan check. x Identify possible nuisance properties through police reports, Community Improvement meetings, field observations, and community complaints. 136 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) GOALS AND OBJECTIVES The goals and objectives of the Development Services Department were developed in alignment with the City Council’s priorities. # GOALS AND OBJECTIVES Ensure that properties are 1 repaired and maintained at the 9 9 highest standards. Enforce Group Home Ordinances to ensure Code compliance in 2 the city’s single family and multi- 9 9 family zones. Improve cooperation with the 3 State to honor the intent of local 9 9 group home regulations. Respond to citizen complaints 4 within two working days from 9 9 9 receipt of complaint. Implement a fully integrated GIS 5 platform and land management 9 9 system with permitting software. Complete the SoBECA Parking 6 Study and promote parking 9 solutions City-wide. Complete permitting work to allow for a Homeless Shelter 7 location in Costa Mesa and 9 expedite review and inspection of such. Provide support to Marijuana Businesses through the 8 permitting process to ensure 9 9 9 compliance with local and State laws. Promote business development 9 (Keeping the City Fiscally 9 Sustainable). 137 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) PERFORMANCE MEASURES/WORKLOAD INDICATORS: FY 17-18 FY 18-19 FY 19-20 Actual Adopted Proposed Customer Satisfaction Rating (out of 10 No data 9.42 9.5 points) Average Wait Time for Counter Customers 15 11.54 12 Customers Assisted at the Planning and 17,300 16,734 16,834 Building Counters Number of Customers Assisted by Phone 70,000 69,746 70,000 Total Planning Applications Received No data 261 260 Number of Report Items to City Council 66 39 40 Number of building permits issued 2,991 3,032 3,000 Number of inspections performed 27,532 28,012 29,000 Number of plan checks performed 250 1,080 1,300 Code Enforcement cases 1,626 1,806 1,900 Number of code violations cleared 1,200 1,633 1,710 Number of criminal court cases 466 Number of administrative citations issued 192 424 450 SUP applications for Group Home received 612 CUP applications for Group Homes received 1 1 2 Director’s Hearings Conducted 042 Marijuana Business Permit applications 20 10 10 received 138 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) WHAT DOES IT COST? BUDGET NARRATIVE The Fiscal Year 2019-20 Proposed budget for the Development Services Department is $8.0 million, an decrease of $537 thousand, or 6.3% compared to the amended budget for Fiscal Year 2018-19. The decrease was primarily attributed to the reduction of consulting costs. FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense by Fund Actuals Actuals Budget Budget DEVELOPMENT SERVICES BY FUNDING SOURCE General Fund - 101$ 4,871,846 $ 5,601,397 $ 7,215,016 $ 6,963,062 HOME Program Fund - 205 255,033 275,946 568,293 306,462 CDBG Fund - 207 515,667 438,128 751,336 728,027 Total Development Services Department $5,642,546 $ 6,315,471 $ 8,534,644 $ 7,997,551 FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget DEVELOPMENT SERVICES DEPARTMENT BY PROGRAM ADMINISTRATION - 18100 Development Services Administration - 50001 Salaries & Benefits$ 496,635 $ 804,427 $ 785,864 $ 728,800 Maintenance & Operations 198,400 194,488 189,904 139,127 Fixed Assets 59 - 36,000 7,200 Subtotal Development Services Admin $695,094 $ 998,915 $ 1,011,768 $ 875,127 PLANNING - 18200 Planning - 20320 Salaries & Benefits$ 1,021,235 $ 1,333,345 $ 1,546,450 $ 1,828,547 Maintenance & Operations 555,242 197,161 527,115 208,520 Fixed Assets 1,290 8,715 6,494 - Subtotal Planning $1,577,767 $ 1,539,221 $ 2,080,059 $ 2,037,067 Planning Commission - 20360 Salaries & Benefits$- 1,230 $600$-$ Maintenance & Operations 25,491 27,589 27,800 36,940 Fixed Assets ---- Subtotal Planning Commission $26,721 $ 27,589 $ 28,400 $ 36,940 BUILDING SAFETY - 18300 Building Safety - 20410 Salaries & Benefits$ 1,245,689 $ 1,394,971 $ 1,983,134 $ 2,245,300 Maintenance & Operations 619,604 295,524 319,058 253,037 Fixed Assets 787 7,439 - 4,000 Subtotal Building Safety $1,866,080 $ 1,697,934 $ 2,302,192 $ 2,502,337 139 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget COMMUNITY IMPROVEMENT - 18400 Code Enforcement - 20350 Salaries & Benefits$ 871,028 $ 1,170,559 $ 1,614,327 $ 1,560,100 Maintenance & Operations 54,973 320,654 433,104 260,217 Fixed Assets 10,582 2,200 5,165 - Subtotal Code Enforcement $936,584 $ 1,493,414 $ 2,052,596 $ 1,820,317 Marijuana Businesses - 20415 Salaries & Benefits$- - $-$-$ Maintenance & Operations 2,625 - - - Fixed Assets ---- Subtotal Marijuana Businesses $-2,625 $-$-$ HOUSING ADMINISTRATION - 11310 Public Service Programs - 20421 Salaries & Benefits$- 14,118 $-$-$ Maintenance & Operations 133,202 144,653 168,798 162,000 Fixed Assets - - - - Subtotal Public Service Programs $147,320 $ 144,653 $ 168,798 $ 162,000 CDBG Administration - 20427 Salaries & Benefits$ 28,720 $ 29,776 $ 54,666 $ 44,800 Maintenance & Operations 106,602 107,663 226,674 169,235 Fixed Assets - - 1,200 - Subtotal CDBG Administration $135,321 $ 137,439 $ 282,540 $ 214,035 CDBG Housing Rehab Admin - 20455 Salaries & Benefits$ - $ 360 $ 39,998 $ 42,600 Maintenance & Operations - - - 666 Fixed Assets - - - - Subtotal CDBG Housing Rehab Admin $360- $$ 39,998 $ 43,266 HOME - 11320 Single Family Housing Rehab - 20422 Salaries & Benefits$ 41,549 $ 49,671 $ 41,122 $ 38,900 Maintenance & Operations 165,733 160,864$ 400,863 234,351 Fixed Assets - - - - Subtotal Single Family Housing Rehab $207,282 $ 210,535 $ 441,985 $ 273,251 HOME Program - 20440 Salaries & Benefits$ 42,592 $ 47,795 $9,000 11,324 $ Maintenance & Operations 5,159 17,616 39,199 23,661 Fixed Assets - - - 550 Subtotal HOME Program $47,751 $ 65,411 $ 50,523 $ 33,211 HOME Projects - 20445 Salaries & Benefits$- - $-$-$ Maintenance & Operations - - 75,785 - Fixed Assets ---- Subtotal HOME Projects $-- $$- 75,785 $ 140 DEVELOPMENT SERVICES DEPARTMENT (CONTINUED) FY 18-19 FY 19-20 FY 16-17 FY 17-18 Amended Proposed Expense Category by Program Actuals Actuals Budget Budget TOTAL DEVELOPMENT SERVICES Salaries & Benefits$ 3,762,797 $ 4,830,905 $ 6,077,485 $ 6,498,047 Maintenance & Operations 1,867,031 1,466,212 2,408,300 1,487,754 Fixed Assets 12,718 18,353 48,859 11,750 Total Development Services Department $5,642,546 $ 6,315,471 $ 8,534,644 $ 7,997,551 141 142 )< 35(/,0,1$5<%8'*(7 38%/,&6(59,&(6'(3$570(17 PUBLIC SERVICES DEPARTMENT WHAT DO WE DO? The Public Services Department provides services related to engineering design, construction management, transportation, street, park and city facilities maintenance, water quality, waste management and recycling, street sweeping, and fleet management. The Department has 67 full-time staff members composed of four management, six clerical, and 57 professional/technical staff. Part-time staffing consists of 9.7 full-time equivalents. The Department is organized in four divisions as follows: ¾ Public Services Administration ¾ Engineering ¾ Transportation Services ¾ Maintenance Services PUBLIC SERVICES ADMINISTRATION - 19100 ADMINISTRATION – 50001 Provides the overall coordination, direction, and oversight for all Department activities, which include four divisions, overseeing 22 municipal services functions. Administrative management includes development of the Department’s operational budget; personnel management; securing and implementing grant programs; providing commercial, multi-family, and construction and demolition waste collection and recycling services; evaluation and monitoring of current and pending legislation’s impact on Department programs and operations; overseeing short and long-range capital improvement planning and development; and accomplishing the Department’s strategic goals, operational goals and objectives within general policy guidelines. RECYCLING – 20230 Implements and monitors the City’s compliance to solid waste and recycling mandates such as the Integrated Waste Management Act 1989 AB939, AB341 Mandatory Recycling for Commercial and Multi-family sectors, AB1826 Mandatory Commercial Organics Recycling, and the California Green Building Standards Code (CALGreen) waste diversion requirements for construction and demolition projects. Administers the non- exclusive Waste Hauling Franchise and Contractor Self-Haul Permit. Manages the City’s participation in State grant and recycling programs including the Used Oil Recycling Grant and Beverage Container Recycling Grant. Responsible for participation in and compliance with the California Department of Resources Recycling and Recovery (CalRecycle) jurisdiction reviews and submission of the Local Jurisdiction Electronic Annual Report (EAR) to CalRecycle. ENGINEERING - 19200 The Engineering Division is responsible for the design and construction of the City’s Capital Improvement Program. The Division is also responsible for the procurement of real property and public right-of-way, the design and development of all parks and open space facilities, administration of water quality regulations, construction management and inspection of public works improvements, development review and processing, and utility coordination. The Engineering Division is organized into nine sections. FAIRVIEW PARK – 20115 Administers design and construction projects aimed at implementing the Fairview Park Master Plan. Manages and coordinates construction activities and projects with regulatory agencies. 143 PUBLIC SERVICES DEPARTMENT (CONTINUED) WATER QUALITY – 20510 Implements and monitors the City’s compliance with the National Pollutant Discharge Elimination System (NPDES). Coordinates and implements the Santa Ana Regional Water Quality Board directives for compliance with the Water Quality Act, as it relates to City draining into the Santa Ana River and the Newport Bay. Prepares the City’s Annual Program Effectiveness Assessment (PEA) and coordinates compliance with Newport Bay Total Maximum Daily Load (TMDL) regulations. STREET IMPROVEMENTS – 30112 Designs plans and specifications for the construction and maintenance of City Capital Improvement Projects. Administers the Pavement Management Program. Administers design consultant contracts. Reviews and approves engineering submittals, including improvement plans, material reports, utility work, engineering estimates, and ADA accessibility. Secures competitive grant funding for street improvement projects. STORM DRAIN IMPROVEMENTS – 30122 Designs and manages the construction of the City’s Storm Drain System (approximately 42 miles of storm drain), as it relates to the implementation of the Master Plan of Drainage. CURB & SIDEWALKS – 30130 Establishes a parkway maintenance program that is essential to remove and replace damaged curb, gutter and sidewalk throughout the City. DEVELOPMENT – 30310 Conducts development review of private development submittals. Permits work in the public right-of-way. Identifies development conditions for Planning Commission hearings. Administers Subdivision Map Act requirements. Provides staff support to the Planning Commission. REAL PROPERTY – 30320 Responsible for land acquisition, vacation, and abandonment of right-of-way. Conducts acquisition negotiations and manages agreements. Responsible for preparing real property documents and administering consultant services related to the acquisition and relinquishment of real property. PARK DEVELOPMENT – 40112 Acquires, develops, and renovates park facilities. Manages the design and construction of new park projects and renovation of existing park facilities. Responsible for master planning new park and open space facilities and managing compliance of Capital Improvement Projects with the Master Plan of Parks and Recreation. Secures park and open space competitive grant funding. 144 PUBLIC SERVICES DEPARTMENT (CONTINUED) CONSTRUCTION MANAGEMENT – 50002 Administers construction contracts. Manages and inspects construction activities and projects in the public right- of-way, City-owned buildings, and facilities. Manages the construction and implementation of the City’s Capital Improvement Program. Administers compliance with Federal and State Labor Laws including Prevailing Wage Regulations, Disadvantaged Business Participation, Equal Opportunity Employment Practices, and Public Contract Laws. TRANSPORTATION - 19300 The Transportation Services Division is responsible for the operation and maintenance of the traffic operations infrastructure including, but not limited to: traffic signals, closed circuit television cameras, Traffic Operations Center, radar feedback signs, implementation of the General Plan Circulation Element, Active Transportation Program and transportation planning activities within the City. Administers programs and projects to promote safe and efficient movement of people and goods throughout the City. Manages the private contract for school crossing guards, in order to enhance the safety of elementary school students walking to and from school. The Transportation Division is organized into three sections: TRAFFIC PLANNING – 30210 Responsible for the implementation of the Circulation Element of the City’s General Plan. Studies and implements short- and long-range transportation improvements in accordance with the General Plan. Manages the City’s traffic model. Participates and monitors development projects. Administers the City’s Trip Fee Program. Coordinates with other agencies on transportation related activities and manages the City’s school crossing guard and bus shelter contracts. TRAFFIC OPERATIONS – 30241 Maintains, operates, and updates traffic signals, traffic control devices, and street lights in the City. Manages the City’s overall traffic flow/movement through Intelligent Transportation Systems (ITS) elements including signal coordination, closed circuit televisions (CCTV), and a centralized traffic operations center. Designs and implements traffic operations improvements such as radar speed feedback signs and in-pavement flashing cross-walks. ACTIVE TRANSPORTATION PROGRAM – 30225 Responsible for development and implementation of City’s Bicycle and Pedestrian Master Plan component of the City’s Circulation Element. Address bikeway and pedestrian issues, bicycle/pedestrian network connectivity and infrastructure maintenance requests. Design and construct bicycle and pedestrian facility improvements, and complete street solutions, where applicable. MAINTENANCE SERVICES - 19500 The Maintenance Services Division is responsible for the care, maintenance, repair and alteration of the City's municipal facilities. This also includes the maintenance of vehicles and equipment, parks and parkways, trees, traffic signs and markings, street sweeping, storm water systems, graffiti abatement and roadways. The Maintenance Services Division is structured in nine programs listed below: 145 PUBLIC SERVICES DEPARTMENT (CONTINUED) MAINTENANCE SERVICES ADMINISTRATION – 50001 Provides overall direction, coordination, and support to the maintenance sections operational and administrative activities and functions. Provides staff support to the Parks & Recreation Commission. STREET CLEANING – 20120 Sweeps and cleans approximately 400 miles of residential, commercial and arterial roadway lanes in the City. GRAFFITI ABATEMENT – 20130 Removes graffiti in the public right-of-way, public parks, City-owned facilities, and on private structures where graffiti is visible from the public right-of-way. Pressure washes city playgrounds, bus stops, sidewalks and city facilities. STREET MAINTENANCE – 30111 Maintains approximately 525 lane miles of streets, 15 miles of City alleys, and miscellaneous easements. STORM DRAIN MAINTENANCE – 30121 Maintains the City’s storm drain system and 1,165 catch basins. SIGNS AND MARKINGS – 30243 Installs and maintains all street and traffic signage and pavement markings in the City. PARK, PARKWAY AND MEDIAN MAINTENANCE – 40111 Maintains the City’s 29 parks, sports fields and related facilities, 13 acres of landscaped street medians, and approximately 22,000 parkway trees. Administers the City’s landscape maintenance and tree maintenance contracts. FACILITY MAINTENANCE – 50910 Maintains, repairs, and rehabilitates 22 City-owned buildings, including those leased to outside agencies. Administers and supervises contract services required for maintaining City facilities. FLEET SERVICES – 50920 Maintains and repairs the City’s fleet of 360 fire, police, general use vehicles, motorcycles, highway equipment, generators, trailers and other miscellaneous equipment. 146 PUBLIC SERVICES DEPARTMENT (CONTINUED) PUBLIC SERVICES ADMINSTRATION 1.0 FTE - Public Services Director 1.0 FTE - Energy and 1.0 FTE - Executive Secretary Sustainability Manager 1.0 FTE - Management Analyst ENGINEERING TRANSPORTATION SERVICES MAINTENANCE SERVICES 1.0 FTE - City Engineer 1.0 FTE - Trans. Services Manager 1.0 FTE – Maint. Services Manager 2.0 FTE - Admin. Secretary 1.0 FTE - Assistant Engineer 1.0 FTE - Administrative Secretary 4.0 FTE - Assistant Engineer 1.0 FTE - Associate Engineer 2.0 FTE - Equipment Mechanic II 2.0 FTE - Associate Engineer 2.0 FTE - Engineering Technician III 2.0 FTE - Equipment Mechanic III 3.0 FTE - Construction Inspector 1.0 FTE - Senior Engineer 1.0 FTE - Lead Equipment Mechanic 1.0 FTE - Contract Administrator 1.2 FTE - Part-Time 1.0 FTE - Executive Secretary 3.0 FTE - Engineering Tech III 2.0 FTE - Facilities Maintenance Tech. 1.0 FTE - Office Specialist II 6.0 FTE - Lead Maintenance Worker 1.0 FTE - Principal Civil Engineer 3.0 FTE - Maint. Superintendent 2.0 FTE - Senior Engineer 5.0 FTE - Maintenance Supervisor 2.25 FTE - Part-Time 6.0 FTE - Maintenance worker 1.0 FTE - Sr. Maintenance Tech. 6.0 FTE - Sr. Maintenance Worker 6.25 FTE - Part-Time 147 PUBLIC SERVICES DEPARTMENT (CONTINUED) WHAT DID WE DO IN FISCAL YEAR 2018-2019? x Completed the construction of the Placentia Avenue Bicycle Signal project at Fairview Channel. x Completed the construction of the Red Hill Avenue and Harbor Boulevard medians. x Completed the reconstruction of the thirteen alleys (The construction cost was $1,200,000). x Started a new underground utility district for Adams Avenue between Placentia Avenue/Mesa Verde Drive West and Mesa Verde Drive East. x Completed Installation of emergency generators at three first-responder facilities. x Completed Fire Station #1 Project. x Completed reconstruction of City Council Chambers upgrades. x Completed construction of Lions Park library and the one-acre open space to the north. x Initiated design of Lions Park playground. x Initiated design of Randolph Avenue parking improvements. x Completed installation of GPS Emergency Vehicle Pre-Emption (EVP’s) devices at 36 locations (Including seven along Newport Blvd.) and established a maintenance program of the EVP’s. x Completed design for the Merrimac Way Active Transportation and roadway improvements. x Replaced the rubberized playground surfacing at sixteen City parks. x City Hall: Replacement of three (3) remaining HVAC unitary controllers, and HVAC chiller tower. x Responded to 2,068 calls for service related to graffiti removal. WHAT DO WE PLAN TO DO IN FISCAL YEAR 2019-2020? x Provide landscape maintenance of 463 acres of City parks, fields, parkways, and medians. x Manage approximately 25,000 City-owned trees. Will Pursue designation of “Tree City USA”. x Abate graffiti within 24 hours of notification or discovery. x Repair potholes on City streets within 24 hours of notification or discovery. x Complete Phase 2 of construction of The Lions Park Projects, including the playground improvements. x Continue with traffic signal synchronization system improvements. x Complete design and implementation of Randolph Avenue parking improvements. x Implement storm drain improvements at locations with potential for chronic flooding issues. x City Wide Street Improvements Project for Fiscal Year 2018-19 - Complete design and construction to maintain Pavement Condition Index (PCI) goal of 85. x Complete design of Adams Avenue Improvement Projects from Harbor Boulevard to Santa Ana River. x Complete construction of Jack Hammett Sports Field Improvements. x Complete construction of five alleys (Construction cost $500,000). x Complete construction of City Hall Electric Vehicle charging stations (estimated construction cost $250,000). 148 PUBLIC SERVICES DEPARTMENT (CONTINUED) GOALS AND OBJECTIVES The goals and objectives of the Public Services Department were developed in alignment with the City Council’s priorities. # GOALS AND OBJECTIVES Provide landscape maintenance of 1 463 acres of City parks and fields. 9 Complete design and construction 2 to maintain Pavement Condition 9 9 Index (PCI) goal of 85. Complete construction of Jack 3 Hammett Sports Field 9 9 Improvements. Complete design and 4 implementation of Randolph 9 9 Avenue parking improvements. Implement storm drain improvements at locations with 5 potential for chronic flooding 9 issues. Complete construction of the Lions 6 Park Playground Improvements. 9 Pursue designation of “Tree City 7 USA”. 9 Complete construction of City Hall 8 Electric Vehicle charging Stations. 9 149 PUBLIC SERVICES DEPARTMENT (CONTINUED) PERFORMANCE MEASURES/WORKLOAD INDICATORS: FY 17-18 FY 18-19 FY 19-20 Actual Adopted Proposed Percent of the total number of City trees 18% 25% 35% trimmed Percent of budgeted building maintenance 90% 75% 90% projects completed Pavement Condition Index (P.C.I.) for streets 86 86.3 86 network Percent of budgeted Capital Improvement 85% 90% 80% Projects completed in budgeted fiscal year Percentage change in bulky items removed 7% 10% 10% from City right of way Number of trees planted 150 200 200 Number of facility work requests 1,000 1,000 1,800 Number of calls for service for Graffiti 2,919 2,068 2,000 Number of facility rehabilitation projects 59 60 44 completed Number of traffic and street signs maintained 867 1,500 1,000 Number of linear feet of lanes repainted 1,014,569 1,250,000 1,250,000 Number of facility rehabilitation projects 47,701 51,482 53,236 completed Number of crosswalks repainted/ reapplied 60 80 60 Number of lineal feet of red curb repainted 263,426 375,000 350,000 Tons of asphalt applied annually by City 411 300 300 forces Tons of debris removed and diverted from the 1,250 1,300 1,400 waterways 150 PUBLIC SERVICES DEPARTMENT (CONTINUED) WHAT DOES IT COST? BUDGET NARRATIVE 7KH )LVFDO )< )< )< )< $PHQGHG 3URSRVHG ([SHQVHE\)XQG $FWXDOV $FWXDOV %XGJHW %XGJHW PUBLIC SERVICES BY FUNDING SOURCE *HQHUDO)XQG *DV7D[)XQG $LU4XDOLW\,PSURYHPHQW)XQG &'%*)XQG &DSLWDO,PSURYHPHQW)XQG *ROI&RXUVH,PSURYHPHQW)XQG 0HDVXUH0)XQG (TXLSPHQW5HSODFHPHQW)XQG Total Public Services Department )< )< )< )< $PHQGHG 3URSRVHG ([SHQVH&DWHJRU\E\3URJUDP $FWXDOV $FWXDOV %XGJHW %XGJHW PUBLIC SERVICES DEPARTMENT BY PROGRAM ADMINISTRATION - 19100 $GPLQLVWUDWLRQ 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Administration 5HF\FOLQJ 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Recycling ENGINEERING - 19200 )DLUYLHZ3DUN 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Fairview Park :DWHU4XDOLW\ 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Water Quality 151 PUBLIC SERVICES DEPARTMENT (CONTINUED) )< )< )< )< $PHQGHG 3URSRVHG ([SHQVH&DWHJRU\E\3URJUDP $FWXDOV $FWXDOV %XGJHW %XGJHW ENGINEERING - 19200 (continued) 6WUHHW,PSURYHPHQWV 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Street Improvements 6WRUP'UDLQ,PSURYHPHQWV 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Storm Drain Improvements 3XEOLF6HUYLFHV'HYHORSPHQW 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Public Services - Develop. 3XEOLF6HUYLFHV5HDO3URSHUW\ 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Public Services - Real Prop. 3DUN'HYHORSPHQW 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Park Development &RQVWUXFWLRQ0DQDJHPHQW 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal Construction Management 505$5RDG0DLQWHQDQFH5HKDE$FFRXQW 6DODULHV %HQHILWV 0DLQWHQDQFH 2SHUDWLRQV )L[HG$VVHWV Subtotal RMRA Road Maint. 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Although the schedule spans five years and future, funds for only the first year are appropriated within the FY 2019-20 Budget. 228 CAPITAL IMPROVEMENT PROGRAM (CONTINUED) Five Year Capital Improvement Program From Fiscal Year 2019-2020 Through Fiscal Year 2023-2024 )< )< )< )< )XWXUH 7RWDO 229 230 )< 35(/,0,1$5<%8'*(7 $33(1',; Costa Mesa Community Economic Profile 2019 This is an annual publication prepared by the Development Basics Services Department including Planning, Building, Housing and Population: 115,296 Average Household Size: 2.74 Community Development and Code Enforcement Divisions. For Median Age: 34.5 Average Family Size: 3.35 any questions regarding current or future development, please Most Recent Data from Dept. of DOF and US Census. contact the department at (714) 754-5245. Location The City of Costa Mesa is located in central Orange County and encompasses 16.8 square miles. It is bordered by the cities of Santa Ana, Newport Beach, Huntington Beach, Fountain Valley, and Irvine. The City is approximately 37 miles southeast of Los Angeles, 88 miles north of San Diego, and 475 miles south of San Francisco. Costa Mesa is accessible from the San Diego Freeway (I-405), the Costa Mesa Freeway (SR-55), and the Corona del Mar Freeway (SR-73). Climate The climate is characterized by mild winters, warm summers, moderate rain fall, and generally year-round sunshine. Average Temperature: January high 63°, low 50° July high 71°, low 64° Average Rainfall: 10.7 inches, 65% humidity City Hall Incorporated in June 1953, Costa Mesa has a Council/City Manager form of government. The 9.5 acre Civic Center is located at 77 Fair Drive. City Hall is a five-story building where the primary City administrative functions are conducted. The Civic Center complex also includes the Council Chambers, the Police Facility, the Communications Building and Fire Stations No. 5. 231 Property Sales Prices Homes 2018 2019 Highest $2,350,000 $2,575,000 Median $815,000 $870,000 Lowest $485,000 $500,000 Condominiums Highest $1,298,000 $1,250,000 Median $540,000 $589,000 Lowest $265,000 $345,000 Torelli Realty, 2019 Average Asking Rental Rates Studio apartments $1,560 One-bedroom apartments $1,825 Land Use Two-bedroom apartments $2,213 A diversity of land uses exists within the City. Costar Data pulled 5/2019 Approximately 46% of area of land within the City is zoned for residential use, 14% is designated for commercial Housing Units Distribution use, 11% is zoned for industrial uses, and 29% is designated Units % for public and semi-public uses. Single Detached: 16,253 38.3% Costa Mesa General Plan 2015 Single Attached: 4,290 10.1% 2 to 4 units/ structure: 5,546 3.1% Growth and Trends 5+ units/ structure: 15,395 36.3% Population Costa Mesa Retail Mobile homes: 973 2.3% O.C. Costa Mesa Sales Tax Revenue Other: 19 0% 1980 1,932,709 82,562 $11.2 million Total housing units: 42,476 100.0% 2000 2,846,289 106,103 $30.3 million Occupied units: 40,557 95.5% 2010 3,010,232 109,960 $40.9 million Vacant units: 1,919 4.5% 2015 3,451,757 112,343 $50.1 million Persons per unit: 2.71 2018 3,533,935 113,850 $57.1 million Center for Demographics Research, Dept. of Finance, City Finance Dept. Most Recent U.S. Census ACS 5 YR Estimate Property Valuation Households Units % In 2018-2019, the total assessed property valuation for the Owner occupied 15,853 39.1% City was $18.5 billion. The total valuation for the City may Renter occupied 24,704 60.9% evaluated within the following categories. Most Recent U.S. Census ACS 5 YR Estimate Residential $11.7 billion Commercial $4.1 billion Industrial $1.5 billion Other $1.2 billion Most Recent Data from County Assessor’s Office 232 Employment Income The major industries in the City are services and trade Median Household Income $75,109 followed by manufacturing. The projection of future em- Income and Benefits ployment within the City is a total of 99,056 jobs in Year Less than $10,000 1,853 4.6% 2020, increasing to a total of 102,506 jobs in Year 2030. $10,000 to $14,999 1,321 3.3% Wages, rates, extent of unionization, fringe $15,000 to $24,999 2,811 6.9% benefits and related information for specific industries $25,000 to $34,999 3,004 7.4% and job classifications may be obtained from the State $35,000 to $49,999 4,547 11.2% Employment Development Department at (714) 558-6406. $50,000 to $74,999 6,715 16.6% General information for the State of California is available $75,000 to $99,999 5,230 12.9% at (916) 445-8008. $100,000 to $199,999 11,140 32.0% $200,000 or more 3,936 9.7% Number Percent of Total Most Recent U.S. Census ACS 5 YR Estimate (2017 Inflation-adjusted dollars) Employed 61,784 92.1% Unemployed 5,213 7.8% Industry Civilian Employed Population Total Labor Force 67,109 100.0% Most Recent U.S. Census ACS 5 YR Estimate Construction 5.1% Manufacturing 9.6% Education Wholesale Trade 3.2% Newport Mesa Unified (No. of Schools) Retail Trade 10.9% School District:: Transportation 2.8% Elementary Schools 10 Information 1.8% Junior High Schools 2 Finance and Insurance 9.1% High Schools 2 Professional, Scientific 17.9% Private Schools 17 Educational Services 16.4% Orange Coast Community College Arts, Entertainment 14.1% Vanguard University Other Services, except 6.3% Whittier Law School Public Administration 2.1% National University Agricultural, Forestry, Fishing 0.8% Most Recent U.S. Census ACS 5 YR Estimate Notable Employers Estimated Employees EPL Intermediate, Inc. 3,998 Experian Information Solutions Coast Community 3,700 College District Orange Coast Community College 2,900 Automobile Club of Southern California 1,200 Dynamic Cooking Systems, Inc. 700 Major Development Projects/ Areas Filenet Corporation 600 Harbor Gateway (78 acres) Vans 520 Segerstrom Home Ranch (43 acres) CDR Progress Report South Coast Plaza Town Center (54 acres) The Met / Experian Solutions (45 acres) Sakioka Farms Lot 2 (33 acres) Major Retail Centers The California by Legacy Partners (2 acres) South Coast Plaza — 3333 Bristol St. Halcyon House Apartments (393 units) Metro Pointe — 901-907 South Coast Dr. Avenue of the Arts Hotel (3 acres) SOCO — South Coast Collection—3303 Hyland Ave. West Gateway (177 ownership units) The Camp — 2937 Bristol St. Lighthouse (89 ownership units) The Lab — 2930 Bristol St. Hive Costa Mesa (13.75 acres) Harbor Center — 2300 Harbor Blvd. The Press (23.4 acres) The Square — 3030 Harbor Blvd. 929 Baker (56 ownership units) The Courtyard — 1835 Newport Blvd. Orange County Museum of Art The Triangle — 1870 Newport Blvd. 233 City Budget The adopted City budget for all funds used for the Fiscal Year 2018- 2019 is $163,198,016. The General Fund portion of the budget is $133,027,741. The approved budget is effective from July 1, 2018, through June 30, 2019 . Transportation Rail AMTRAK stations at the Irvine Transportation Center (949) 753-9713 and the Santa Ana Transportation Center (714) 547-8389. Air City Offices John Wayne Orange County Airport (949) 252-5200 and Police Services Los Angeles International Airport (310) 646-5252. Emergency 911 or (714) 754-5252 Bus Police Information (714) 754-5311 Orange County Transportation Authority, Dial-A-Ride, Animal Control (714) 754-5311 Park-N-Ride (714) 636-RIDE or (800) 636-7433. Highways Fire Services San Diego Freeway (I-405), Costa Mesa Freeway (SR-55), Emergency 911 and Corona del Mar Freeway (SR-73). Administration (714) 754-5106 Water Long Beach Harbor/ Port of Los Angeles (22 miles away). City Council (714) 754-5285 Truck City Manager (714) 754-5328 All major trucking lines serve Orange County. City Clerk (714) 754-5225 Business Assistance Hotline (917) 754-5613 Utilities Electricity Development Services Southern California Edison (800) 655-4555 Administration (714) 754-5270 Natural Gas Plan Check (714) 754-5273 Southern California Gas Company (800) 427-2000 Permit Inspections (714) 754-5626 Telephone Planning (714) 754-5245 AT&T—Hotline (800) 288-2020 Code Enforcement (714) 754-5623 Cable Time Warner Cable (888) 892-2253 Business Licenses (714) 754-5235 Water Mesa Consolidated Water District (949) 631-1200 Public Services (714) 754-5323 Irvine Ranch Water District (949) 453-5300 Engineering (714) 754-5323 Sewer: Transportation (714) 754-5335 Costa Mesa Sanitary District (949) 645-8400 Recreation (714) 754-5300 Housing & Community Dev. (714) 754-4870 Other Offices/ Contacts Costa Mesa Chamber of Commerce (714) 885-9090 Orange County Association of Realtors (949) 722-2300 Newport Mesa Unified School District (714) 424-5000 Orange County Fair & Exposition Center (714) 708-1500 Orange County Department of Education (714) 966-4000 This brochure was prepared by the City of Costa Mesa Planning Division. 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DEBT¬SERVICE REQUIREMENTS TO MATURITY 7KH DQQXDO UHTXLUHPHQWV WR DPRUWL]H ERQGV SD\DEOH E\ WKH &LW\ DV RI -XQH DUH DV IROORZV H[FOXGLQJ ORDQV SD\DEOH DQG DGYDQFHV IURP RWKHU IXQGV IRU ZKLFK PLQLPXP DQQXDO SD\PHQWV KDYH QRW EHHQ HVWDEOLVKHG 3XEOLF)LQDQFLQJ )LQDQFLQJ $XWKRULW\ $XWKRULW\ 7RWDOSULQFLSDO DQGLQWHUHVW /HVVLQWHUHVW SD\PHQWV 2XWVWDQGLQJ SULQFLSDO 251 California Society of Municipal Finance Officers Certificate of Award Excellence Award for Fiscal Year 2018-2019 Operating Budget Presented to the 252 City of Costa Mesa For meeting the criteria established to achieve the CSMFO Excellence Award for Budgeting. December 19, 2018 Margaret Moggia Sara Roush, Chair CSMFO President Recognition Committee Dedicated Excellence in Municipal Financial Reporting COMPREHENSIVE ANNUALWWW.COSTAMESACA.GOV FINANCIAL REPORT FISCAL YEAR ENDED JUNE 30, 2018