City Council Meeting 06-24-19 Item 4.B. Council Agenda Report

To: Mayor Wagner and the Honorable Members of the City Council

Prepared by: Lisa Soghor, Assistant City Manager

Reviewed by: Reva Feldman, City Manager

Date prepared: June 11, 2019 Meeting date: June 24, 2019

Subject: Proposed Budget for Fiscal Year 2019-2020

RECOMMENDED ACTION: 1) Adopt Resolution No. 19-27 adopting the Annual Budget for Fiscal Year 2019-2020; 2) Approve the Annual Work Plan for Fiscal Year 2019-2020 and provide direction to staff on adding the Malibu Lagoon Management Plan; 3) Adopt Resolution No. 19-28 establishing the Appropriations Limit for Fiscal Year 2019-2020; 4) Adopt Resolution No. 19-29 approving the Fiscal Year 2019- 2020 Authorized Positions and Salary Ranges and the Recreation Assistant I, Recreation Assistant II, Media Assistant, Lifeguard, Pool Manager, Parks Maintenance Assistant and Assistant Planning Director Job Specifications; and 5) Adopt Resolution No. 19-30 directing the City Manager to waive certain fees for the period of November 8, 2019 through June 30, 2020 related to the rebuilding of homes on a property where the single-family residence was destroyed by the Woolsey Fire and finding the action to be exempt from the California Environmental Quality Act.

FISCAL IMPACT: The Proposed Budget totals $48.00 million in revenue and $55.11 million in expenses, and includes the General Fund budget, which totals $31.02 million in revenues and $37.39 million in expenses. The decrease of the total Proposed Budget from the prior year is due to the acquisition of the three parcels of vacant land for $42.50 million in Fiscal Year 2018-2019.

Pursuant to Council direction on April 24, 2019, revenue associated with permitting fees for all like-for-like and like-for-like plus 10% Woolsey Fire rebuilds has been removed from the Proposed Budget for Fiscal Year 2019-2020. As a result, the Proposed Budget requires a one-time appropriation from the General Fund Undesignated Reserve in order to achieve a balanced budget.

There are additional one-time costs in the amount of $2.31 million attributable to the rebuilding efforts for the Woolsey Fire, which when added to the $31.67 million Page 1 of 15 Agenda Item # 4.B. 1 General Fund operating costs bring the total expenditure budget to $33.98 million, causing a $2.97 million shortfall from the annual expected revenue of $31.02 million. The $2.31 million is not recoverable from the Federal Emergency Management Agency (FEMA) or the California Office of Emergency Services (CalOES). Staff recommends making a one-time appropriation of $2.97 million from the General Fund Undesignated Reserve to maintain a balanced budget.

DISCUSSION: On April 24, 2019, and May 28, 2019, the Council discussed the Proposed Budget for Fiscal Year 2019-2020 and provided the following direction to staff, which has been included in the Proposed Budget for Fiscal Year 2019-2020 (Attachment 1):

1) Set Council Work Plan priorities as follows:

1. Public Safety 2. Woolsey Fire Recovery 3. School District Separation

2) Directed staff to bring back with the next budget consideration of waiving 100%, or at least 75%, of permitting fees for all (primary residency) like-for-like and like- for-like plus 10% Woolsey Fire rebuilds in Fiscal Year 2019-2020

3) Directed staff to investigate options for crediting applicants already in the queue for all like-for-like and like-for-like plus 10% Woolsey Fire rebuilds

4) Directed staff to bring back an item with the next budget consideration information on putting an increase of Transient Occupancy Tax to 15% on a special election ballot

5) Directed staff to maintain the Undesignated Reserve at 65% of the annual operating budget

6) Directed staff to keep Charmlee Wilderness Park closed during Fiscal Year 2019- 2020

7) Directed staff to bring back an item considering issuing business cards to all City Commissions

8) Directed staff to bring back a cost/benefit analysis of adding a fourth Volunteers on Patrol (VOP) vehicle

9) Directed staff to add funding to the Proposed Budget for Fiscal Year 2019-2020 for the following Fiscal Year 2019-2020 Work Plan items as presented:

Page 2 of 15 Agenda Item # 4.B. 2  Coastal Vulnerability Assessment  Clean Power Alliance (using 100% renewable energy at all City facilities)

10) Directed staff to remove funding from the Proposed Budget for Fiscal Year 2019- 2020 for the following Fiscal Year 2019-2020 Work Plan item as presented:  City Hall Solar Project

11) Directed staff to bring back at the Fiscal Year 2019-2020 mid-year budget review the following Fiscal Year 2019-2020 Work Plan items as presented:

 Business Licenses  Parking Meters Implementation Plan

12) Considered Planning Departmental Tasks listed in the Fiscal Year 2019-2020 Work Plan as presented with priorities beyond Woolsey Fire Recovery as follows:

1. Accessory Dwelling Unit Ordinance 2. Beachfront/Non-Beachfront Development Standards 3. Total Development Square Footage Mansionization Ordinance 4. Short-term Rental Ordinance and Enforcement Program 5. Parking as a Stand Alone Use 6. Overnight Parking Ordinance.

13) Directed staff to: A) not include creation of an Environmental Commission in Fiscal Year 2019-2020 Work Plan but defer it to a future year; and B) schedule regular meetings of the Environmental Sustainability Subcommittee in lieu of creating an Environmental Commission

14) Directed staff to remove the following items listed in the in Fiscal Year 2019-2020 Work Plan and defer them to a future year:

 LCP ESHA Map  Sign Ordinance ZTA  Wireless Communications Facilities Ordinance  Civic Center Specific Plan  Electric Fleet  Balloon Ban  Plastic Dry-Cleaning Bag Ban  No Smoking Ordinance  Polystyrene Ban Additions  Single Use Plastic Beverage Containers Ban  Legacy Park Art Enhancement Plan  Vacant Properties

Page 3 of 15 Agenda Item # 4.B. 3  Metro Freeway Service Patrol (FSP) Pilot Program  Mobile Command Post  Utilities Undergrounding Assessment District Formation / Outreach Program

The attached budget also reflects direction received from the Administration and Finance (A&F) Subcommittee on May 2, 2019, May 7, 2019, and June 10, 2019.

Waiving Fees On April 24, 2019, the Council directed staff to develop a budget for Fiscal Year 2019-2020 that allows for the waiving permit fees for all like-for-like and like-for-like plus 10% of Woolsey Fire rebuilds while maintaining a 65% General Fund Undesignated Reserve. Additionally, Council directed that any fees paid by applicants in the current fiscal year that meet these criteria be refunded. On May 28, 2019, Council also directed that fee waivers will only apply to properties that were primary residences at the time of the Woolsey Fire. Resolution No. 19-30 establishes these fee waivers for the period of November 8, 2019 through June 30, 2020.

Changes to the Proposed Budget since April 24 and May 28, 2019 Staff analyzed the budget implications of waiving 100% of permitting fees for all primary residency like-for-like and like-for-like plus 10% Woolsey Fire rebuilds in Fiscal Year 2019-2020. The projected fees totaled $2.56 million in General Fund revenue.

Other budget expenditure increases were also necessary:

 Per Council direction, staff included $200,000 for the Coastal Vulnerability Assessment  Per Council direction, the operating line items for electricity in the Proposed Budget were increased to account for the City opting in to 100% renewable energy under the Clean Power Alliance for all City properties  The Los Angeles County Department of Animal Control is planning to raise its contract rates. Staff increased the projected contract amount for Fiscal Year 2019-2020. The projected amount for Animal Control in the current year was increased to reflect significantly higher bills as a result of the Woolsey Fire.

 The Professional Services items in the Community Services Department Park Maintenance and Legacy Park programs have been increased to reflect landscape maintenance costs received in the recent RFP for these services.

 The Professional Services item in Media Operations has been increased to reflect new outside services for the closed captioning of City Council and Planning Commission meetings.

Page 4 of 15 Agenda Item # 4.B. 4 Staff implemented several measures to achieve a budget that allows for the waiving of fees and maintains a General Fund Undesignated Reserve of 65%:

 The City Hall Solar Carport capital project was postponed to a future year  The Student Intern program was cut from 3.5 full-time equivalent positions to 0.5 positions  All Department operating expense line items were reduced as much as possible  Special Fund revenues, including Legacy Park Funds, South Coast Air Quality Management District (AQMD) funds and others, replaced the use of the General Fund wherever possible  The current budget does not have any additional funding to allow for the purchase of a fourth VOP vehicle. Preliminary analysis does not indicate that a fourth vehicle would cover its costs. A third vehicle was added to the VOP program in the Mid-Year 2018-2019 budget, and it has not been in service long enough to evaluate its contribution to revenue.

These changes and cuts alone did not maintain the 65% General Fund Undesignated Reserve. Staff also refined the revenue and expenditure projections for the current fiscal year, which increased the starting General Fund Reserve for the upcoming fiscal year.

Staff reviewed fund balances in Special Revenue Funds and identified that the Proposition A fund had a large balance. The City receives approximately $200,000 annually from the Los Angeles County Metropolitan Transit Authority. These funds can only be used for transportation purposes. In Fiscal Year 2018-2019, the City is projected to spend $213,500 to provide Dial-A-Ride services and transit for senior center programming. Due to the limitations of Proposition A funding, the City has accumulated a reserve in the amount of $480,000.

The City of West Hollywood offered to pay $0.75 cents on the dollar for the City’s available funds of $450,000. This will generate $337,500 that can be put into the General Fund for any City General Fund purpose. The exchange of these funds was approved by the Council by Resolution No. 19-21 on June 10, 2019, and the $337,500 has been included in the Proposed Budget.

Revised Proposed Budget The results of the revisions to the Proposed Budget for Fiscal Year 2019-2020 (Attachment 1) are as follows:

The Fiscal Year 2019-2020 Proposed Budget reflects a starting General Fund Undesignated Reserve at July 1, 2019 of $24.06 million. This reserve is higher than

Page 5 of 15 Agenda Item # 4.B. 5 the $23.76 million General Fund Undesignated Reserve that was anticipated in the Proposed Budget presented to Council on May 28, 2019. This change is due to refined revenue and expenditure projections for the current year.

The projected General Fund Undesignated Reserve at June 30, 2020 is $21.10 million. The projected reserve reaches 66% of the annual operating budget. This exceeds the City’s goal of maintaining a minimum of 50% of the operating budget in reserves and meets the 65% goal necessary to retain the highest credit rating for the City. The total projected General Fund balance (including Designated and Undesignated Reserves and the FEMA/CalOES liability) at June 30, 2020 is $17.79 million.

Staff will continue to closely monitor the Undesignated Reserve amount to ensure it does not fall below the current 65% amount, which could jeopardize the City’s exemplary credit rating.

Revenues to the Special Revenue Fund total $12.70 million and expenditures total $4.70 million. Transfers of $7.94 million to other funds will leave a projected reserve of $1.09 million of Special Revenue Funds at Fiscal Year-end. This balance is $152,000 more than the projected reserve in the May 28, 2019, version of the Proposed Budget and reflects refinements to the revenue projections in these funds that more than offset the increased use of Special Revenue Funds to replace General Funds for City expenditures and capital projects.

Revenue to the Legacy Park Project Fund totals $2.00 million and expenditures total $2.44 million. Transfers of $230,000 to other funds will leave a projected Legacy Park Project Fund Reserve of $288,000 at June 30, 2020. This balance is $40,000 less than the projected balance in the May 28, 2019, version of the Proposed Budget and reflects the increased use of Legacy Park Funds to replace General Funds for City expenditures and capital projects and the higher costs for landscape maintenance services at Legacy Park.

Revenue to all funds is projected at $48.00 million and expenditures for all funds are projected at $55.11 million.

General Fund Revenue Several of the City’s major tax revenue sources are budgeted to decrease or remain flat in Fiscal Year 2019-2020.

The City’s major General Fund tax revenue sources are Property Tax, Documentary Transfer Tax, Utility User’s Tax, Transient Occupancy Tax, and Sales Tax. Secured Property Tax revenue (100-0000-3111) is projected to increase $350,000 to total $10.25 million in Fiscal Year 2019-2020. Conservative budgeting in the previous fiscal year means that the loss of assessed value from homes destroyed in the

Page 6 of 15 Agenda Item # 4.B. 6 Woolsey Fire does not diminish this revenue source. There is a decrease projected in Documentary Transfer Tax revenue (100-0000-3131) of $50,000 from the budgeted amount of the prior fiscal year. Utility User’s Tax (100-0000-3132) is projected to decrease by $200,000 from the prior year.

Transient Occupancy Tax (100-0000-3133) from hotel rentals are projected to increase by $300,000 over the budgeted amount of the prior fiscal year, while Transient Occupancy Tax from short-term residential rentals (100-0000-3133-01) is budgeted to increase by $100,000 from the budgeted amount of the prior fiscal year. The increase in Transient Occupancy Tax from hotels reflects actual revenues from previous years. The increase in short-term residential rentals also more accurately reflects the actual revenue received in the past two fiscal years. Franchise Fees (100-0000-3134) are budgeted to decrease by $50,000 to reflect prior year revenues. Sales Tax (100-0000-3137) is projected to decrease $100,000 from the budgeted amount of the prior fiscal year due to residual effects from the Woolsey Fire.

Revenue from Licenses and Permits is budgeted to decrease a total of $496,000 from the prior fiscal year, and revenue from Service Charges is budgeted to decrease by $107,000 from the prior fiscal year. These decreases reflect the waiving of fees for the Woolsey Fire rebuilding process.

The net change of all General Fund revenue represents a decrease of $939,000 in revenue from the Fiscal Year 2018-2019 Adopted Budget.

Special Revenue Funds The Special Revenue Fund totals $12.70 million. Gas Tax revenue is projected at $343,000. Gas Tax revenues are based, in part, on projected fuel costs and sales, and the budgeted amount has increased by $61,000 from the prior year due to higher fuel prices. Traffic Safety revenue is projected at $201,000, which is a $50,000 decrease from the prior year. Proposition A revenue is projected at $264,000 and Proposition C revenue is projected at $220,000. Revenue from the three Landslide Maintenance Districts, the Carbon Beach Undergrounding Community Facilities District, and the Broad Beach Undergrounding Assessment District are also budgeted in Special Revenue Funds. Revenue from the Landslide Maintenance Districts is used for operations and maintenance. Revenue from the other special districts is used to pay debt service and associated administrative costs.

Legacy Park Project Fund The Legacy Park Project Fund reflects revenue and expenditures associated with the City’s three commercial properties, Legacy Park and clean water projects. The Proposed Budget includes $1.53 million of base rental income from three commercial properties and $150,000 of percentage rental income from the Malibu Lumber Yard site for a total of $1.68 million. The percentage rental income has dropped significantly from previous years due to the decline of brick and mortar retail sales

Page 7 of 15 Agenda Item # 4.B. 7 and high vacancy rates at the Lumber Yard. Revenue is used for debt service associated with the Legacy Park acquisition, operations and maintenance of Legacy Park, and other high priority clean water expenses. The available amount in the Legacy Park Project Fund has decreased from prior years as a result of the Civic Center Water Treatment Facility (CCWTF) Assessment District payment necessary for the commercial properties and the ongoing use of these funds for clean water expenses. The City will be reimbursed the total amount of the CCWTF assessment from the commercial property tenants over time.

Expenditures The revised Proposed Budget is based on the Annual Work Plan as amended by Council on April 24, 2019, and reviewed on May 28, 2019, which is included as Attachment 2.

In order to achieve waiving 100% of permitting fees for all primary residency like-for- like and like-for-like plus 10% Woolsey Fire rebuilds in Fiscal Year 2019-2020 as well as accounting for the significant one-time costs associated with the Woolsey Fire rebuilding and recovery effort, staff emphasized streamlining services in order to reduce costs. Each Department went through the budget to identify areas where costs could be trimmed. Special Revenue and Legacy Park Project Funds have been budgeted in lieu of General Funds where appropriate to reduce the use of General Funds.

Internal Service allocations for information technology and vehicles are assigned by department. The Proposed Budget includes an Information Technology (IT) allocation of $4,500 per computer user and $5,000 per vehicle.

The City’s CalPERS contribution rate for Fiscal Year 2019-2020 will be 17.87% of payroll for Classic Employees (hired prior to 2013) and 7.07% of payroll for New Employees (hired after 2013). In Fiscal Year 2018-2019, the City’s contribution rate for Classic Employees was 17.15% and 7.27% for New Employees. The Proposed Budget provides for 45 Classic Full-Time Employees and 37 New Full-Time Employees. Part-Time Employees and Interns do not participate in CalPERS.

Bartel Associates, LLC recently completed an actuarial analysis of the City’s CalPERS pension plans, which indicates that the City can maintain the current and projected PERS rates. Statewide, many municipalities are struggling with the unfunded liabilities of their CalPERS pension programs. As CalPERS adjusts its discount rates and investment portfolio, cities are responsible for higher annual contributions. Staff continues to monitor the City’s contribution rates and the impact they will have on the budget.

Page 8 of 15 Agenda Item # 4.B. 8 Woolsey Fire Impact on Fiscal Year 2019-2020 Expenditure Budget Expenditures related to the Woolsey Fire are included as a new budget program (Account No. 3002), which allows the individual department budgets to reflect ongoing costs only. The new program includes expenditures for the ongoing rebuilding and recovery efforts for Planning, Building Safety, Geology, Biology, Coastal Engineering, Environmental Health, and Public Works as well as various professional services, including contract planners, inspectors, plan checking, and other services needed to facilitate the rebuilding of burned homes and recovery efforts of the City.

Temporary office staff have also been hired to help with the high volume of document research and public records requests. Advertising, website and printing costs have been included to make sure that all the necessary information is being communicated extensively with the community. These costs also include $500,000 for projected expenditures for storm response in the burn areas for Fiscal Year 2019- 2020. Storm response costs in the current year exceeded $1.5 million. These one- time costs are estimated at $2.04 million for the fiscal year and are not recoverable from FEMA or CalOES.

There are also projected capital expenditures to cover the repair and restoration projects necessary after the Woolsey Fire and the subsequent winter storms. These infrastructure and facility repair costs are detailed in a separate Disaster Capital Improvement Projects program (Account No. 9200) for a total $3.55 million in expenditures for Fiscal Year 2019-2020. Costs totaling $3.59 million are projected to be incurred in Fiscal Year 2018-2019.

A large share of these expenses will be reimbursed by FEMA and CalOES. In past disasters, these agencies have taken years to reimburse the City for these costs. Staff is not projecting that any reimbursement will occur in Fiscal Year 2019-2020. The proposed $5.90 million in costs will remain as a liability against the General Fund until reimbursement is received. These disaster-related projects include:

 Corral Canyon Road Bridge Improvements $ 10,000  Corral Canyon Culvert Improvements $ 20,000  Citywide Guardrail Replacement $ 1,770,000  Clover Heights Storm Drain Improvements $ 100,000  Latigo Canyon Road Culvert Improvements $ 15,000  Latigo Canyon Road and Retaining Wall $ 1,175,000  Trancas Canyon Park Improvements $ 231,000  Trancas Canyon Park Slope Improvements $ 100,000  Birdview Avenue Improvements $ 25,000  Broad Beach Water Quality Improvements $ 100,000

Page 9 of 15 Agenda Item # 4.B. 9 These projects costs are estimates based on the best information available at the time of budget preparation. As work progresses and staff receives bids from contractors, these projections will be refined and presented to Council. There are several additional infrastructure repair and restoration projects that are not slated to begin in Fiscal Year 2019-2020. These projects will be included in future year budgets.

On April 8, 2019, the Council voted to terminate the lease agreement with the Santa Monica Mountains Conservancy (Conservancy) for the exchange of Bluffs Open Space for Charmlee Wilderness Park. Charmlee Wilderness Park sustained substantial damage during the Woolsey Fire, and staff is coordinating with the Conservancy and FEMA to address the repairs and determine the costs. Once the costs and FEMA process are established, staff will provide this information to the Council.

Capital Projects The Capital Improvement Projects budget totals $8.20 million for Fiscal Year 2019- 2020, including:

 Annual Street Overlay $ 600,000  PCH Intersection Improvements $ 31,000  PCH Median Improvements $ 245,000  Civic Center Way Improvements $4,600,000  PCH Signal Synchronization System $ 500,000  Civic Center Storm Drain System Improvements $ 195,000  Storm Drain Trash Screens $ 35,000  CC Water Treatment Facility – Phase Two $1,700,000  City Hall Roof Project $ 30,965  Westward Beach Road Improvements $ 150,000  Electric Vehicle Charging Stations $ 110,000

Pursuant to the City’s budgeting policies, unspent capital project funds will be rolled over each year until the project is completed.

Of the total $8.20 million of capital expenditures, $7.26 million is being funded from grants, $660,000 from Special Revenue Funds, $230,000 from the Legacy Park Project Fund, and $31,000 from the General Fund Capital Improvement Projects Designated Reserve.

To achieve the goals set by the Council on April 24, 2019, and May 28, 2019, staff eliminated the use of General Fund dollars for capital projects wherever possible in Fiscal Year 2019-2020. This includes the postponing of the City Hall Solar Carport project and its $1.8 million General Fund allocation to a future year.

Page 10 of 15 Agenda Item # 4.B. 10 Personnel The Proposed Budget for Fiscal Year 2019-2020 provides for 97 full-time equivalent positions comprised of 83 full-time employees, the equivalent of 13.5 full-time employees working as part-time employees, and the equivalent of 0.5 full-time employees working as student interns. For the upcoming Fiscal Year, the equivalent of 3 full-time student intern positions have been eliminated in an effort to reduce General Fund expenditures due to the Council’s goal to waive fees associated with the rebuilding of the Woolsey Fire. The total of 97 full-time equivalent positions is a decrease of 0.5 full-time equivalent positions from the prior fiscal year.

Pending review and approval by the Council, the following personnel changes have been included in the Proposed Budget:

 Add: Public Works Inspector (Street Maintenance/Public Works): The addition of a new full-time Public Works Inspector is needed to assist with the increase in City projects and properties. The new position will assist with the daily operations of street maintenance tasks, conduct construction inspections on the City’s capital improvement projects, and assist with the construction management of infrastructure repair projects resulting from the Woolsey Fire and the subsequent winter storms. The City anticipates that there will be at least five years of potentially severe mud and debris flow during the winter months due to the Woolsey Fire. This new position will serve a critical role during the rainy months.

In Fiscal Year 2019-2020, this position will be funded by the General Fund with a net impact of $91,000.

 Add: Maintenance Worker part-time (City Hall Operations): The City has historically had one full-time employee who is responsible for the maintenance and upkeep of City Hall. A rise in the number of staff and the number of meetings, workshops and events at City Hall have greatly increased the daily workload. This part-time staff position will augment the staff capacity to address building needs.

In Fiscal Year 2019-2020, there is no impact to the General Fund with the addition of this position. Staff has eliminated the landscape maintenance contract for City Hall, which will offset the costs of the new part-time position.

 Add: Assistant Planner (Planning): Over the past year, the Planning Department has been adjusting its staffing levels to better handle the needs of the community. The Department has been hiring more junior level staff as part of its successful strategy to train and promote from within to build capacity and improve efficiency. The additional Assistant Planner position will support this strategy.

Page 11 of 15 Agenda Item # 4.B. 11 In Fiscal Year 2019-2020, this position will be funded by the General Fund with a net impact of $83,000.

 Reclassify: Office Assistant to Senior Office Assistant (Planning): This reclassification reflects increased workload and responsibilities as a result of the increasingly complex digital public records management process. In Fiscal Year 2019-2020, this position will be funded by the General Fund with a net impact of $6,000.

 Retitle: Planning Manager to Assistant Planning Director (Planning): The retitling of this position provides additional senior level management and oversight for the Planning Department.

There is no fiscal impact associated with this action.

The City typically provides an annual cost of living adjustment to employees. The adjustment is derived from the Consumer Price Index (CPI) using an annual percentage from February. The percentage change of the CPI was 2.50% in February. A cost of living adjustment in the amount of 2.50% has been included in the Proposed Budget.

The City Manager has the authority to transfer staff into previously authorized classifications provided there is no fiscal impact as a result of the transfer.

City Work Plan The Fiscal Year 2019-2020 Work Plan (Attachment 2) is included with this report. There is the standard narrative report detailing ongoing staff tasks and responsibilities as well as directives and special projects from the Council. This year, staff has also included a matrix of the Council directives, which details the amount of staff time associated with each task, the need for hiring consultants, and the estimated costs associated with the item.

Due to the increased workload and demand on resources in the aftermath of the Woolsey Fire, the Proposed Budget does not provide funding for all tasks that the Council has added to the Work Plan over the past several years.

Some of the major unfunded items include:

 Mobile Command Post – estimated at $500,000  Community Outreach for vacant land including Trancas Field, Heathercliff/PCH property, Ioki property, Crummer/Case property and La Paz – estimated at $250,000 for a consultant  Development and staffing of an Environmental Commission – estimated at $150,000 a year on an ongoing basis with an additional staff position

Page 12 of 15 Agenda Item # 4.B. 12  Business Licenses – estimated at $100,000 a year on an ongoing basis with an additional staff position and a one-time cost $25,000 to expand the City’s general ledger software

Many of the items in the Work Plan require staff time from multiple departments on an ongoing basis. For example, the development and drafting of an ordinance first requires time from the City Attorney and certain Department Heads. However, after an ordinance is adopted, staff time from multiple departments is required to implement and enforce the ordinance. Due to the large number of existing and proposed ordinances and bans, as well as other assignments, staff requests that Council continue to prioritize the Work Plan and add and remove items as necessary to accommodate shifting priorities throughout the year.

On June 10, 2019, the City Council directed staff to prioritize the development of a management plan for Malibu Lagoon. Based on this direction, Council will need to reprioritize other elements in the Work Plan to accommodate this additional task.

General Fund Grant Program Included in this report is a summary of the General Fund Grant applications for Fiscal Year 2019-2020 (Attachment 2). A total of 39 applications were received totaling $964,252.

The A&F Subcommittee met on May 2, 2019, to discuss the General Fund Grant Applications. The Subcommittee recommended decreasing the amount of funding in this program for Fiscal Year 2019-2020 from $190,000 to $160,000 to reduce General Fund expenditures to achieve the waiving of permit fees for Woolsey Fire rebuilding. The Subcommittee recommended that the following 26 organizations receive grant awards as outlined below:

 Adamson House Foundation $ 1,000  American Tortoise Rescue $ 1,000  Aurelia Foundation $ 2,000  Boys and Girls Club of Malibu $ 75,000  California Wildlife Center $ 4,000  Children’s Creative Workshop $ 1,000  Children’s Lifesaving Foundation $ 1,000  Emily Shane Foundation $ 1,000  Friends of Malibu Urgent Care $ 1,000  Gan Malibu Early Childhood and Infant Center $ 1,000  Juan Cabrillo and Point Dume Elementary Schools $ 1,000  Malibu Coast Surf Lifesaving Association $ 1,000  Malibu Community Assistance Resource Team (CART) $ 1,000  Malibu Community Labor Exchange $ 25,000

Page 13 of 15 Agenda Item # 4.B. 13  Malibu High School 7th Grade Field Trip $ 1,000  Malibu High School Grad Night $ 5,000  Malibu Jewish Center & Synagogue $ 2,000  Malibu Methodist Nursery School $ 1,000  Malibu Search and Rescue $ 10,000  Malibu Special Education Foundation $ 1,000  Meals on Wheels West $ 3,000  Nature of Wildworks $ 1,000  Poison Free Malibu $ 1,000  Shark Fund $ 1,000  Young Actors Project $ 3,000  Zuma Beach FM Emergency & Community Broadcasting $ 15,000 TOTAL $ 160,000

This recommendation was included in the staff report for the Proposed Budget for Fiscal Year 2019-2020 on the May 28, 2019 City Council Agenda. Subsequent to publishing the agenda, Zuma Beach FM Emergency & Community Broadcasting withdrew its application for a General Fund Grant. On May 28, 2019, the City Council directed the A&F Subcommittee to meet and make a recommendation on the reallocation of the $15,000.

On June 10, 2019, the A&F Subcommittee met and recommended that the $15,000 be held in reserve for grant needs that might arise during the upcoming fiscal year.

Appropriations Limit for FY 2019-2020 Article XIIIB of the California State Constitution, commonly referred to as the Gann Appropriations Limit, was adopted in 1979 and placed limits on the amount of proceeds of taxes that State and local agencies can appropriate and spend each year. The Gann Appropriations Limit was modified by Proposition 98 in 1988 and Proposition 111 in 1990.

The limit is different for each agency and changes each year. The annual limit is based on the amount of tax proceeds that were authorized to be spent in fiscal year 1978-1979, modified for changes in inflation and population. Inflationary adjustments are based on increases in the California per capita income or the increase in non- residential assessed valuation due to new construction. An adjustment is also made based on changes in Malibu’s population. The State Department of Finance provides the population growth factor for both the City and the County. The City’s independent auditors, Lance, Soll and Lunghard, recommend that the City calculate the appropriations limit using the higher of the two factors.

For Fiscal Year 2019-2020, the population growth factor for the County of Los Angeles is -0.01% and the population growth factor for the City of Malibu is -7.42%, therefore, the appropriations limit for Fiscal Year 2019-2020 will be based on the Page 14 of 15 Agenda Item # 4.B. 14 County’s factor. For Fiscal Year 2019-2020, the California per capita personal income growth factor is 3.85% as provided by the State Department of Finance.

For Fiscal Year 2019-2020, the estimated tax proceeds appropriated by the City Council are under the limit. The Appropriations Limit for Fiscal Year 2019-2020 is $27,037,945. This is the maximum amount of tax proceeds the City is able to appropriate and spend in Fiscal Year 2019-2020. The Proposed Budget for Fiscal Year 2019-2020 includes $24,648,605 of proceeds subject to Appropriations Limit and $19,928,700 of proceeds not subject to the Appropriations Limit. For Fiscal Year 2019-2020, the City of Malibu is $2,389,340 under the Appropriations Limit.

Section 7910 of the State Government Code requires a governing body to annually adopt, by resolution, an appropriations limit for the upcoming fiscal year. Resolution No. 19-28 establishes the Appropriations Limit of $27,037,945 for Fiscal Year 2019- 2020.

ATTACHMENTS:

1. Fiscal Year 2019-2020 Annual Budget 2. Fiscal Year 2019-2020 Annual Work Plan 3. Resolution No. 19-27 4. Resolution No. 19-28 5. Resolution No. 19-29 6. Resolution No. 19-30

Page 15 of 15 Agenda Item # 4.B. 15 City of Malibu, California Proposed Budget Fiscal Year 2019-2020

City Officials

Jefferson Wagner, Mayor Karen Farrer, Mayor Pro Tern Mikke Pierson, Councilmernber Rick Mullen, Councilrnernber Skylar Peak, Councilrnember

Reva Feldrnan, City Manager Lisa Soghor, Assistant City Manager Christi Hog in, City Attorney Heather Glaser, City Clerk Bonnie Blue, Planning Director Rob Duboux, Public Works Director Craig George, Environrnental Sustainability Director Jesse Bobbett, Cornrnunity Services Director

16 ATTACHMENT 1 THIS PAGE INTENTIONALLY LEFT BLANK

17 SCHEDULE OF FUND BALANCES FY 2019-2020

Fund Balance Fund Balance July 1, 2019 Projected Projected Transfers June 30, 2020 Fund (Projected) Revenues Expenditures lnI(Out) (Projected)

General Fund - Undesignated 24,063,097 31,015,712 31,671,170 (2,307,311) 21,100,328

General Fund - Woolsey Rebuild 2,307,311 2,307,311 - Designated for ClPs 495,380 495,380 Designated for Deferred Maintenance - City Facilities 761,981 35,000 (30,965) 696,016 Designated for Case/Crummer Parcel 1,000,000 1,000,000 Designated for Water Quality Settlement 250,000 90,000 160,000 Designated for Housing Element 240,000 240,000

Designated for FEMA Disaster Capital Projects (2,61 7,499) - 3,282,189 - (5,899,688) Total General Fund $ 24,192,959 $ 31,015,712 $ 37,385,670 $ (30,965) $ 17,792,036

Gas Tax Fund 1,680 343,440 340,000 5,120 Traffic Safety Fund 2,347 200,900 200,000 3,247 Proposition A Fund 142,194 264,210 195,500 210,904 Proposition C Fund 157,419 219,496 (235,000) 141,915 Measure R Fund 123,284 165,140 288,424 Air Quality Management Fund 63,429 16,800 (60,000) 20,229 Solid Waste Management Fund 20,513 143,500 163,601 412 Parkland Development Fund 65,426 21,000 50,000 36,426 Quimby Fund 3,675 100 3,775 COPS (Brulte) Grant Fund 125,000 125,000 Measure M Fund 194,573 186,872 (120,000) 261,445 Road Maintenance and Rehabilitation Fund 57,540 214,447 (245,000) 26,987 Community Development Block Grant 7,404 7,404 Grants Fund 7,576,000 300,000 (7,276,000) Civic Center Water Treatment Facility AD 2,405,056 2,405,056 Big Rock Mesa LMD Fund 81,218 314,244 388,173 7,289 Malibu Road LMD Fund 61,620 57,415 76,747 42,288 Calle Del Barco LMD Fund 59,906 63,780 79,622 44,064 Carbon Beach Undergrounding CFD Fund 230,613 230,613 Broad Beach Assessment District 139.587 139,587 Total Special Revenue Funds $ 1,034,824 $ 12,695,004 $ 4,701,302 $ (7,936,000) $ 1,092,526

Capital Improvements Fund - - 8,196,965 8,196,965 -

Capital Improvements Fund $ - $ - $ 8,196,965 $ 8,196,965 $ -

Legacy Park Project Fund 963,144 1,997,547 2,442,471 (230,000) 288,220 Total Legacy Fund $ 963,144 $ 1,997,547 $ 2,442,471 $ (230,000) $ 288,220

Civic Center Water Treatment Facility 5,776,794 1,644,298 1,610,981 - 5,810,111

Total Civic Center Water Treatment Fac. $ 5,776,794 $ 1,644,298 $ 1,610,981 $ - $ 5,810,111

Vehicle Fund 47,173 85,000 113,000 - 19,173

Information Technology Fund 112,757 563,500 655,880 - 20,377

Total Internal Service Funds $ 159,930 $ 648,500 $ 768,880 $ - $ 39,550

Total All Funds $ 32,127,651 $ 48,001,061 $ 55,106,269 $ $ 25,022,443 I

18 SCHEDULEOFTRANSFERS2019-2020

Transfers Transfers Fund In (Out) Description Reference

General Fund- CIPDesignated (30,965) CapitalImprovements 30,965 CityHallRoofImprovements 9079

PropositionC (235,000) MeasureMFund (120,000) Road Maintenance and Rehabilitation(RMRA) (245,000) Air QualityManagementFund (60,000) CivicCenter WaterTreatment Facility-PhaseTwo,HRL (1,700,000) CapitalImprovements 600,000 Annual Street Overlay 9002 CapitalImprovements 1,700,000 CCWaterTreatmentFacility-PhaseTwo,HRL 9075 CapitalImprovements 60,000 Electric Vehicle Charging Stations 9084

GrantsFund (5,876,000) MeasureR HighwayOperationalImprovementsFunds 5,376,000 CapitalImprovements 310 MeasureR HighwayOperationalImprovementsFunds 300,000 GeneralFund- SalariesandBenefits 3008 MeasureM SubregionalHighwayFund 150,000 WestwardBeachRoad andMalibuCanyonRd 9082& 9087 MobileSource AirPollution Reduction (MSRC) 50,000 ElectricVehicle Charging Stations 9084

LegacyParkProject Fund (230,000) CapitalImprovements 195,000 CivicCenter StormdrainSystemImprovements 9070 CapitalImprovements 35,000 StormdrainTrashScreenImprovements 9073

Totals $ 8A96,965 $ (8,496,965)

19 REVENUE SUMMARY BY FUND

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

100 and 101 General Fund Revenue From Property Taxes 12,749,432 12,315,000 13,331,453 12,650,000 Revenue From OtherTaxes 12,722,094 11,300,000 11,093,637 11,300,000 Revenue From Licenses and Permits 3,303,718 3,011,500 2,734,058 2,516,000 Revenue From Fines and Forfeitures 717,718 625,000 656,703 625,000 Revenue From Other Governments 71,680 201,678 57,897 61,678 Revenue From Service Charges 3,249,988 2,941,750 3,553,625 2,835,250 Use of Money and Property 485,485 275,000 546,037 328,000 Miscellaneous Revenue 299,224 1,284,666 1,381,837 699,784

I Total General Fund $ 33,599,339 $ 31,954,594 $ 33,355,248 $ 31,015,712 I 201 Gas Tax Fund 275,144 282,038 280,539 343,440 202 Traffic Safety Fund 217,849 250,600 201,502 200,900 203 Proposition A Fund 265,147 250,796 260,089 264,210 204 Proposition C Fund 201,668 207,667 210,306 219,496 205 Measure R Fund 151,658 155,754 158,205 165,140 206 Air Quality Management Fund 17,250 16,220 17,604 16,800 207 Solid Waste Management Fund 134,692 143,200 143,470 143,500 208 Parkland Development Fund 13,964 20,250 30,796 21,000 209 Quimby Fund 58 100 72 100 211 COPS (Brulte) Grant Fund 139,416 148,747 148,747 125,000 212 Measure M Fund 134,524 176,337 180,049 186,872 213 Road Maintenance and Rehabilitation Fund 74,899 213,949 207,641 214,447 215 Community Development Block Grant Fund 44,945 6,839 31,839 7,404

225 Grants Fund - 6,246,939 1,391,020 7,576,000 290 Big Rock Mesa LMD Fund 293,144 300,875 306,381 314,244 291 Malibu Road LMD Fund 56,209 53,514 58,020 57,415 292 Calle Del Barco LMD Fund 43,070 53,930 55,454 63,780 712 Carbon Beach Undergrounding CFD Fund 235,781 229,139 229,139 230,613 713 Broad Beach Assessment District 140,345 136,548 136,548 139,587 715 Civic Center Water Treatment Facility AD 15,909,71 1 3,533,487 3,533,487 2,405,056

716 Civic Center Water Treatment Facility Phase 2 - - - -

105 Land Acquisition - 29,500,000 29,500,000 -

I Total Special Revenue Funds $ 18,349,474 $ 41,926,929 $ 37,080,908 $ 12,695,004 500 Legacy Park Fund 2,204,726 2,299,639 2,046,712 1,997,547

I Total Legacy Park Project Fund $ 2,204,726 $ 2,299,639 $ 2,046,712 $ 1,997,547 515 CCWTF Fund 340,991 1,857,616 1,198,616 1,644,298

~ Total CCWTF Fund $ 340,991 $ 1,857,616 $ 1,198,616 $ 1,644,298

601 Vehicle Fund 65,042 75,000 76,340 85,000 602 Information Technology Fund 550,500 553,500 553,500 563,500

~ Total Internal Service Funds $ 615,542 $ 628,500 $ 629,840 $ 648,500

~ Total Revenue-All Funds $ 55,110,072 $ 78,667,278 $ 74,311,324 $ 48,001,061

20 REVENUE DETAIL BY FUND

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed 100 and 101 General Fund 3111 Current Year Secured Property Tax 10,409,059 9,900,000 10,859,223 10,250,000 3112 Current Year Unsecured Property Tax 411,697 385,000 405,082 375,000 3113 Homeowner’s Exemption 63,054 60,000 53,243 60,000 3114 Prior Year Secured Property Tax 83 10,000 37 5,000

3115 Prior Year Unsecured Property Tax - 10,000 12,522 10,000 3118 Property Tax In-Lieu 1,865,539 1,950,000 2,001,346 1,950,000 Revenue From Property Taxes $ 12,749,432 $ 12,315,000 $ 13,331,453 $ 12,650,000 3131 Documentary Transfer Tax 922,919 850,000 750,000 800,000 3132 Utility User’s Tax 2,316,386 2,400,000 2,200,000 2,200,000

3133 Transient Occupancy Tax - Hotels and Motels 2,254,022 1,700,000 1,777,481 2,000,000

3133-01 Transient Occupancy Tax - Private Rentals 2,422,642 1,600,000 1,866,156 1,700,000 3134 Franchise Fees 721,658 750,000 725,000 700,000 3137 Sales and Use Tax 3,664,533 3,600,000 3,400,000 3,500,000 3138 Parking Tax 419,934 400,000 375,000 400,000 Revenue From Other Taxes $ 12,722,094 $ 11,300,000 $ 11,093,637 $ 11,300,000 3201 Alarm Permits 32,479 30,000 31,284 25,000 3202 Film Permits 560,862 400,000 381,381 350,000 3203 Building Permits 772,554 725,000 631,991 700,000 3203-01 Special Investigation Fees 12,642 20,000 15,759 20,000 3204 Wastewater Treatment System Permits 32,798 30,000 34,954 30,000 3205 Plumbing Permits 106,809 95,000 116,992 100,000 3207 Mechanical Permits 82,341 80,000 72,770 75,000 3208 Electrical Permit Fees 140,162 140,000 187,340 140,000 3209 Grading/Drainage Permit Fees 65,914 65,000 55,457 50,000 3210 Miscellaneous Permits 25,521 25,000 41,365 15,000 3418 OWTS Operating Permit Fees 337,758 300,000 241,234 260,000 3420 Parking Permits 1,520 1,500 1,468 1,000 3421 Planning Review Fees 1,132,358 1,100,000 922,062 750,000 Revenue From Licenses and Permits $ 3,303,718 $ 3,011,500 $ 2,734,058 $ 2,516,000 3250 Parking Citation Fines 717,718 625,000 656,703 625,000 Revenue From Fines and Forfeitures $ 717,718 $ 625,000 $ 656,703 $ 625,000

3314 State Mandated Cost Reimbursement - 10,000 - 5,000 3316 Motor Vehicle In-Lieu Fees 6,707 5,000 6,219 5,000 3318 Street Sweeping Reimbursements 51,678 51,678 51,678 51,678

3341 FEMAJOES Reimbursements - 135,000 - -

3373 Proposition A Recreation 13,295 - - - Revenue From Other Governments $ 71,680 $ 201,678 $ 57,897 $ 61,678 3408 Biology Review Fees 137,665 140,000 103,576 104,000 3409 Document Retention Fees 13,264 13,000 13,243 13,000 3410 Building Plan Check Fees 611,456 625,000 1,004,503 625,000 3410-01 Administrative Plan Check Processing Fee 27,901 25,000 36,107 31,750 3411 Inspector Plan Check Fees 155,010 190,000 129,267 120,000 3412 Geo Soils Engineering Fees 604,125 575,000 531,130 450,000 3413 Other Plan Check Fees 46,264 40,000 40,346 35,000 3414 Environmental Health Review Fees 415,583 400,000 351,898 325,000 3415 Grading/Drainage Plan Review Fees 79,660 50,000 30,707 35,000 3416 Code Enforcement Investigation Fees 32,724 25,000 38,789 35,000 3419 Credit Card Fees 28,095 20,000 36,321 25000

21 REVENUE DETAIL BY FUND

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

General Fund (Continued)

3422 OWTS Practitioners Fees 17,598 3,000 3,225 3,000 3425 CA Building Standards Commission Fee 349 1 000 1,033 1,000

3426 EIR Review Fee 11,929 10,000 - - 3427 Technology Enhancement Fee 12,265 10,000 12,506 10,000 3431 Public Works/Engineering Fees 354,301 275,000 371,395 300,000 3432 WQMP Fees 49,021 25,000 67,696 40,000

3433 Banner Hanging Fees - 500 687 500 3434 TOT Registration Fees 550 500 545 500 3435 Administrative Permit Processing Fees 69,090 65,000 85,769 65,000

3436 Electric Vehicle Charger Fees - 1,000 - - 3441 Sale of Publications and Materials 9,190 7,000 2,644.36 7,000

3443 Emergency Preparedness Charges - 1,500 - - 3444 Returned Check Service Fees 692 500 379 500 3446 Vehicle Release Impound Fees 8,820 7,000 2,225 5,000 3447 Election Fees 430 1,000 1,154 1,000 3448 Subpoena Fees 552 1,000 365 500 3449 False Alarm Service Charge 12,936 12,000 16,805 12,000 3450 Residential Decals 845 750 1,151 500 3451 Passport Processing Fees 30,540 25,000 35,842 25,000 3461 Municipal Facility Use Fees 41,352 50,000 239,889 145,000 3464 Sports Program 81,384 70,000 70,293 71,000

3464-01 Girls Youth Sports - 9,000 3466 Aquatics Program 158,692 115,000 137,556 145,000 3467 Day Camp 60,781 36,000 65,600 60,000 3468 Senior Adult Program 26,792 26,000 18,737 20,000 3470 Recreation/Community Class Registration 97,207 80,000 91,300 100,000 3472 Special Events 52,925 15,000 10,941 15,000 Revenue From Service Charges $ 3,249,988 $ 2,941,750 $ 3,553,625 $ 2,835,250 3501 Interest Earnings 449,592 250,000 516,776 300,000 3505 City Hall Use Fees 35,893 25,000 29,261 28,000 Use of Money and Property $ 485,485 $ 275,000 $ 546,037 $ 328,000

3600 Proceeds From Grants 239,990 241,666 241,666 324,284

3602 Proposition A Transportation Funds Exchange - - - 337,500 3901 Settlements 10,150 25,000 8,458 10,000

3902 Legal Fees - 2,500 - 2,500 3904 TOT Private Rental Penalties 18,551 5,000 8,553 7,500 3905 Miscellaneous Reimbursements 15,441 5,000 24,858 10,000

3920 Donations - 1,000,000 1,002,000 - 3940 Sale of Surplus Property 6,401 500 88,524 500 3943 Miscellaneous Revenue 8,691 5,000 7,778 7,500 Miscellaneous Revenue $ 299,224 $ 1,284,666 $ 1,381,837 $ 699,784

I Total General Fund $ 33,599,339 $ 31,954,594 $ 33,355,248 $ 31,015,712 I

22 REVENUE DETAIL BY FUND

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

Special Revenue Funds

105 Land Acquisition - COP! Grant

3600 Land Acquisition - Grants - 7,356,225 7,356,225 -

3950 Land Acquisition - COPs - 22,143,775 22,143,775

Total Land Acquisition $ - $ 29,500,000 $ 29,500,000 $

201 Gas Tax Fund 3315 Highway User’s Fees 272,570 266,903 263,775 327,828

3318 Traffic Congestion Relief - 14,485 14,612 14,612 3501 Interest Earning 2,574 650 2,152 1,000 Total Gas Tax Fund $ 275,144 $ 282,038 $ 280,539 $ 343,440

202 Traffic Safety Fund 3312 Fines & Forfeitures 215,739 250,000 200,000 200,000 3501 Interest Earnings 2,110 600 1,502 900 Total Traffic Safety Fund $ 217,849 $ 250,600 $ 201,502 $ 200,900

203 Proposition A Fund 3371 Prop A Funds 258,638 249,396 249,396 262,210 3501 Interest Earnings 6,509 1,400 10,693 2,000 Total Proposition A Fund $ 265,147 $ 250,796 $ 260,089 $ 264,210

204 Proposition C Fund 3372 Prop C Funds 196,016 206,867 206,867 217,496 3501 Interest Earnings 5,652 800 3,439 2,000 Total Proposition C Fund $ 201,668 $ 207,667 $ 210,306 $ 219,496

205 Measure R Fund 3374 Measure R Annual Allocation 147,245 155,154 155,154 163,140 3501 Interest Earnings 4,413 600 3,051 2,000 Total Measure R Fund $ 151,658 $ 155,754 $ 158,205 $ 165,140

206 Air Quality Management Fund 3377 AQMD Funds 16,186 16,000 16,000 16,000 3501 Interest Earnings 1,064 220 1,604 800 Total Air Quality Management Fund $ 17,250 $ 16,220 $ 17,604 $ 16,800

207 Solid Waste Management Fund 3311 Solid Waste Management Surcharge 112,713 120,000 120,000 120,000 3434 Recycling Fees 17,350 18,000 18,000 18,000 3501 Interest Earnings 955 200 470 500 3600 Grant Proceeds 3,674 5,000 5,000 5,000 Total Solid Waste Management Fund $ 134,692 $ 143,200 $ 143,470 $ 143,500

208 Parkland Development Fund 3135 Parkland Development Fees 12,701 20,000 28,784 20,000 3501 Interest Earnings 1,263 250 2,012 1,000 Total Parkland Development Fund $ 13,964 $ 20,250 $ 30,796 $ 21,000

23 REVENUE DETAIL BY FUND

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

Special Revenue Funds (Continued)

209 Quimby Fund 3501 Interest Earnings 58 100 72 100 Total Quimby Fund $ 58 $ 100 $ 72 $ 100

211 COPS (Brulte) Grant Fund 3600 Proceeds From Grants (Brulte) 139,416 148,747 148,747 125,000 Total COPS (Brulte) Fund $ 139,416 $ 148,747 $ 148,747 $ 125,000

212 Measure M Fund 3375 Measure M Annual Allocation 133,438 175,837 175,837 184,872 3501 Interest Earnings 1,086 500 4,212 2,000 Total Measure M Fund $ 134,524 $ 176,337 $ 180,049 $ 186,872

213 Road Maintenance and Rehabilitation (RMRA) Fund 3319 SBI Annual Allocation 74,662 213,199 204,948 212,947 3501 Interest Earnings 237 750 2,693 1,500 Total Road Maintenance and Rehabilitation Fund $ 74,899 $ 213,949 $ 207,641 $ 214,447

215 Community Development Block Grant Fund 3600 Proceeds From Grants 44,945 6,839 31,839 7,404 Total Comm. Dev. Block Grant Fund $ 44,945 $ 6,839 $ 31,839 $ 7,404

225 Grants Fund

3376 TDA - 33,000 33,000 -

3600 Proceeds From Grants - 6,213,939 1,358,020 7,576,000

Total Grants Fund $ - $ 6,246,939 $ 1,391,020 $ 7,576,000

290 Big Rock LMD Fund 3116 Big Rock Mesa Assessment 289,472 300,375 301,960 312,244 3501 Interest Earnings 3,672 500 4,421 2,000 Total Big Rock LMD Fund $ 293,144 $ 300,875 $ 306,381 $ 314,244

291 Malibu Road LMD Fund 3116 Malibu Road Assessment 55,324 53,414 56,714 56,615 3501 Interest Earnings 885 100 1,306 800 Total Malibu Road LMD Fund $ 56,209 $ 53,514 $ 58,020 $ 57,415

292 Calle Del Barco LMD Fund 3116 CaIle Del Barco Assessment 41,661 53,730 53,730 62,980 3501 Interest Earnings 1,409 200 1,724 800 Total Calle Del Barco LMD Fund $ 43,070 $ 53,930 $ 55,454 $ 63,780

712 Carbon Beach Undergrounding CFD 3915 Carbon Beach Undergrounding Assessment 235,781 229,139 229,139 230,613 Total Carbon Beach Undergrounding CFD $ 235,781 $ 229,139 $ 229,139 $ 230,613

24 REVENUE DETAIL BY FUND

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

Special Revenue Funds (Continued)

713 Broad Beach Assessment District 3915 Broad Beach Undergrounding Assessment 140,345 136,548 136,548 139,587 Total Broad Beach Undergrounding AD $ 140r345 $ 136,548 $ 136,548 $ 139,587

715 Civic Center Water Treatment Facility AD

3600 SWRCB Grant 3,196,419 612,507 612,507 -

3950-01 Recycled Water Loan 6,218,250 495,860 495,860 -

3950-02 Water Loan 6,495,042 505,189 505,189 -

3915 Civic Center Water Treatment Facility AD - 1,919,931 1,919,931 2,405,056 Total Civic Ctr Water Treatment Facility AD $ 15,909,711 $ 3,533,487 $ 3,533,487 $ 2,405,056

Total Special Revenue Funds $ 18,349,474 $ 41,926,929 $ 37,080,908 $ 12,695,004 I

500 Legacy Park Project Fund 3501 Interest Earnings 18,085 7,000 23,261 20,000 3505 Proceeds From Rent 1,919,858 2,019,639 1,582,656 1,682,547 3373 Prop A Recreation 184,841 125,000 292,795 150,000 3905 Miscellaneous Revenue 81,942 148,000 148,000 145,000 Total Legacy Park Project Fund $ 2,204,726 $ 2,299,639 $ 2,046,712 $ 1,997,547

I Total Legacy Park Project Fund $ 2,204,726 $ 2,299,639 $ 2,046,712 $ 1,997,547 I 515 Civic Center Wastewater Treatment Facility (CCWTF) Fund 3501 Interest Earnings 130,347 20,000 5,000 5,000 3510 Sewer Services 210,644 1,837,616 1,193,616 1,639,298 Total CCWTF Fund $ 340,991 $ 1,857,616 $ 1,198,616 $ 1,644,298

[Total CCWTF Fund $ 340,991 $ 1,857,616 $ 1,198,616 $ 1,644,298 I

601 Vehicle Fund

3501 Interest Earnings - - 1,340 - 3951 Vehicle Charges 65,042 75,000 75,000 85,000 Total Vehicle Fund $ 65,042 $ 75,000 $ 76,340 $ 85,000 602 Information Technology Fund 3952 Information Technology Charges 550,500 553,500 553,500 563,500 Total Information Technology Fund $ 550,500 $ 553,500 $ 553,500 $ 563,500

I Total internal Service Funds $ 615,542 $ 628,500 $ 629,840 $ 648,500 I

[Total Revenue - All Funds $ 55,110,072 $ 78,667,278 $ 74,311,324 $ 48,001,061 I

25 EXPENDITURE SUMMARY BY FUND

2017-18 2018-19 2018-19 2019-20 Fund Actual Adopted Projected Proposed

General Fund $ 27,419,196 $ 47,324,125 $ 48,063,933 $ 37,416,635 1 Special Revenue Funds Gas Tax Fund 275,000 295,000 285,000 340,000 Traffic Safety Fund 215,000 225,000 205,000 200,000 Proposition A Fund 167,522 213,500 113,500 195,500 Proposition C Fund 350,000 160,000 135,000 235,000

Measure R Fund 251,308 148,692 120,000 -

Air Quality Management Fund - 60,000 32,520 60,000 Solid Waste Management Fund 155,128 178,076 162,576 163,601

Parkland Development In-Lieu Fund - 50,000 50,000 50,000

Quimby Fund - - - - COPS (Brulte) Fund 139,416 148,747 148,747 125,000

Measure M Fund - 220,000 120,000 120,000

Road Maintenance and Rehabilitation Fund - 225,000 225,000 245,000 Community Development Block Grant Fund 44,945 6,839 31,839 7,404 Grants Fund 1,217,255 6,196,939 1,391,020 7,576,000 Big Rock Mesa LMD Fund 267,230 477,525 466,100 388,173 Malibu Road LMD Fund 45,108 56,801 56,801 76,747 Calle Del Barco LMD Fund 45,856 79,681 79,681 79,622 Carbon Beach Undergrounding CFD Fund 224,228 229,139 229,139 230,613 Broad Beach Undergrounding AD 134,773 136,549 136,548 139,587 Civic Center WaterTreatment FacilityAD 704,434 1,919,932 1,919,931 2,405,056

Civic Center Water Treatment Facility Phase One 15,918,064 1,613,556 1,613,556 -

Land Acquisition - 29,500,000 29,500,000 -

Total Special Revenue Funds $ 20,155,267 $ 42,140,976 $ 37,021,958 $ 12,637,302

Legacy Park Project Fund Legacy Park Project Fund 1,924,954 2,365,397 2,217,955 2,672,471

Legacy Park Project Fund $ 1,924,954 $ 2,365,397 $ 2,217,955 $ 2,672,471

Civic Center Water Treatment Facility Civic Center Water Treatment Facility 180,036 1,637,616 1,087,952 1,610,981

Civic Center Water Treatment Facility $ 180,036 $ 1,637,616 $ 1,087,952 $ 1,610,981 I Internal Service Funds Vehicle Fund 18,551 51,000 105,000 113,000 Information Technology Fund 494,337 585,254 534,904 655,880

Total Internal Service Funds $ 512,888 $ 636,254 $ 639,904 $ 768,880 I

Total All Funds $ 50,192,341 $ 94,104,368 $ 89,031,702 $ 55,106,269 I

26 EXPENDITURE SUMMARY BY DEPARTMENT

2017-18 2018-19 2018-19 2019-20 Department Actual Adopted Projected Proposed General Fund Management and Administration 7001 City Council 600,160 721,985 613,294 572,018 7002 Media Operations 328,129 446,083 407,404 466,219 7003 City Manager 638,566 647,074 628,902 684,862 7005 Legal Counsel 656,013 848,202 902,050 855,657 7007 CityClerk 305,972 448,591 371,410 451,576 7021-31 Public Safety 7,884,099 8,514,149 8,469,662 9,036,209 7054 Finance 1,381,564 1,373,155 1,280,430 1,358,736 7058 Human Resources 271,809 299,885 291,085 314,377 7059 Non-Departmental Services 2,125,650 2,273,537 2,246,881 2,508,200 9050 City Hall 632,417 857,597 730,706 856,759

9088 Land Acquisition - 13,279,500 13,658,342 287,500

9050-74 Debt Service - City Hall and Trancas Field 2,065,050 2,102,150 2,102,150 2,099,750 Total Management and Administration $ 16,889,429 $ 31,811,908 $ 31,702,316 $ 19,491,864 Community Services 4001 General Recreation 566,942 767,633 679,930 702,971 4002 Aquatics 230,269 315,993 234,007 282,129 4004 Day Camp 83,035 98,544 86,286 90,065 4006 Sports 142,123 149,053 141,667 130,094 4007 CommunityClasses 237,510 199,517 191,916 179,400 4008 SeniorAdult Program 150,866 168,133 160,479 188,660 4010 Park Maintenance 779,921 1,062,870 950,194 963,992 4011 Special Events 168,366 177,384 170,575 207,300 4012 Cultural Arts 185,348 248,750 151,237 185,975 Total Community Services $ 2,544,380 $ 3,187,877 $ 2,766,291 $ 2,930,585 Environmental Sustainability Department 2004 Building Safety and Sustainability 2,048,703 2,100,306 2,300,993 2,316,261 2010 Wastewater Management 760,874 884,316 748,178 835,004 3003 Clean Water Program 400,904 651,208 569,153 647,301 Total Environmental Sustainability $ 3,210,481 $ 3,635,830 $ 3,618,324 $ 3,798,567 Planning Department 2001 Planning 2,154,430 2,713,909 2,549,914 2,772,410 2012 Code Enforcement 277,344 380,702 374,417 367,394 Total Planning Department $ 2,431,774 $ 3,094,611 $ 2,924,331 $ 3,139,804 Public Works 3001 Street Maintenance 969,956 1,032,150 1,036,058 1,181,813

3005 Fleet Operations 60,000 150,000 102,500 -

3007 City Facilities - 147,000 - 89,000 3008 Public Works 1,015,379 929,342 869,445 961,298

3010 CCWTF - 200,000 264,869 203,238 Total Public Works $ 2,045,335 $ 2,458,492 $ 2,272,872 $ 2,435,350 Woolsey Fire and 2019 Storm Response

3002 Fire Rebuilds and Storm Response - 775,000 3,585,737 2,043,500

Total Woolsey Fire and 2019 Storm Response $ - $ 775,000 $ 3,585,737 $ 2,043,500

Total General Fund $ 27,121,399 $ 44,963,718 $ 46,869,871 $ 33,839,670

27 EXPENDITURE SUMMARY BY DEPARTMENT

2017-18 2018-19 2018-19 2019-20 Department Actual Adopted Projected Proposed

Special Revenue Funds 3001 Street Maintenance 475000 490,000 460,000 480,000 3004 Solid Waste Management 115,128 163,076 147,576 163,601

3005 Fleet Operations - AQMD - 30,000 30,000 - 3008 Public Works 55,000 345,000 345,000 360,000 3009 Transportation Services 167,522 213,500 113,500 195,500

4010 Park Maintenance - - - 50,000 6002 Big Rock Mesa LMD 267,230 477,525 466,100 388,173 6003 Malibu Road LMD 45,108 56,801 56,801 76,747 6004 Calle Del Barco LMD 45,856 79,681 79,681 79,622 9048 Carbon Beach Undergrounding CFD 224,228 229,139 229,139 230,613 9052 Broad Beach Undergrounding AD 134,773 136,549 136,548 139,587 9049 Civic Center Wastewater Treatment AD 704,434 1,91 9,932 1,91 9,931 2,405,056

9088 Land Acquisition - 29,500,000 29,500,000 - 7031 Public Safety 139,416 148,747 148,747 125,000 7070 Community Development Block Grant (CDBG) 44,945 6,839 31,839 7,404

Total Special Revenue Funds $ 2,418,640 $ 33,796,789 $ 33,664,862 $ 4,701,302 I Capital Project Funds 9002 Annual Street Overlay 601,308 1,274,396 605,000 600,000

9049 Civic Center Wastewater Treatment Facility 15,918,064 1,613,556 1,613,556 -

9057 PCH Regional Traffic Messaging System - 300,000 300,000 - 9058 PCH Intersection Improvements 38,810 156,185 169,000 31,000 9059 PCH Median Improvements 362,580 380,000 144,020 245,000 9061 Civic Center Way Improvements 238,338 3,500,000 160,000 4,600,000

9065 Malibu Community Labor Exchange Trailer - 25,000 - - 9066 PCH Signal Synchronization System Improvements 577,527 350,000 285,000 500,000

9070 Civic Center Stormdrain Improvements - 141,668 42,000 195,000

9072 Marie Canyon Green Streets - 25,000 25,000 -

9073 Stormdrain Trash Screens - 35,000 - 35,000

9075 CCWTF - Phase Two - - - 1,700,000

9076 Kanan Dume Road Widening - 223,754 - -

9077 Paradise Cove Vault Replacement - 60,000 - -

9078 City Hall Solar Power Project 144,438 1,105,562 149,062 - 9079 City Hall Roof Project 27,035 297,965 267,000 30,965

9080 Malibu Road Fence Project 22,500 - - -

9081 CCWTF Lateral Connections Improvements - 150,000 150,000 - 9082 Westward Beach Road Improvements 51,892 598,108 68,000 150,000

9083 Heathercliff Road Safety Improvements 34,452 58,548 33,000 - 9084 Electric Vehicle Charging Stations 17,480 112,520 2,520 110,000

9085 Anchor Sculpture Base - 50,000 50,000 -

9086 Civic Center Flow Sensor - 45,000 - -

9087 Malibu Canyon Road Improvements - 404,000 - -

Disaster Capital Improvement Projects

9200 Woolsey Fire & Storm Response Capital Projects - - 530,000 3,546,000

Total Capital Project Funds $ 18,034,424 $ 10,906,262 $ 4,593,158 $ 11,742,965 I

28 EXPENDITURE SUMMARY BY DEPARTMENT

2017-18 2018-19 2018-19 2019-20 Department Actual Adopted Projected Proposed

Legacy Park Fund 3003 Clean Water Program 300,000 250,000 250,000 400,000 3007 Stormwater Treatment Facilities 180,880 84,000 215,000 150,000 7004 Legacy Park Debt Service 1094,549 1091,890 1 091890 1,091300 7008 Legacy Park Operations 349,525 737,839 619,065 801,171

Total Legacy Park Project Fund $ 1,924,954 $ 2,163,729 $ 2,175,955 $ 2,442,471

Civic Center Water Treatment Facility (CCWTF) Fund 3010 Civic Center Water Treatment Facility 180,036 1,637,616 1,087,952 1,610,981

Total CCWTF Fund $ 180,036 $ 1,637,616 $ 1,087,952 $ 1,610,981

Internal Service Funds 601 Vehicle Fund 18,551 51,000 105,000 113,000 602 Information Systems Fund 494,337 585,254 534,904 655,880

Total Internal Service Funds $ 512,888 $ 636,254 $ 639,904 $ 768,880

Total All Funds $ 50,192,341 $ 94,104,368 $ 89,031,702 $ 55,106,269

29 WOOLSEY FIRE AND 2019 STORM RESPONSE

Department Expenditures by Program

2017-18 2018-19 2018-19 2019-20 Department Program Actual Budgeted Projected Proposed

3002 Woolsey Fire & Storm Response - 775,000 3.585,737 2,043,500

9200 Disaster Capital Improvement Projects - - 530,000 3,546,000

Total $ - $ 775,000 $ 4,115,737 $ 5,589,500

30 WOOLSEY FIRE AND STORM RESPONSE OPERATIONS

Expenditures have been added to the Fiscal Year 2019-2020 Budget to address the ongoing operational costs spanning multiple departments to address recovery and rebuilding efforts as a result of the Woolsey Fire. These costs include additional legal services and various professional services, including contract planners, inspectors, plan checking, and other services. Temporary office staff have been hired to help with the high volume of document research and public records requests. Advertising, website and printing costs have been included to make sure that all the necessary information is being communicated extensively with the community.

Based on the increased storm response needed in Fiscal Year 2018-2019 to safeguard the burned areas of the City, additional funding has been added to cover projected costs for Fiscal Year 2019-2020.

31 EXPENDITURE DETAIL

Fund 100 - General Fund Fund 102- FEMA

Program 3002 - Woolsey Fire/Storm Response

I 2017-18 2018-19 2018-19 2019-20 LObject Description Actual Adopted Projected Proposed

4101 Full-Time Salaries - 165,241 -

4102 Part-Time Salaries - - 2,033 -

4104 Overtime - 75,000 75,000 -

4201 Retirement - - 23,506 -

4202 Health Insurance - - 38 -

4203 Vision Insurance - - 1 -

4204 Dental Insurance - - 3 -

4205 Life Insurance - - - -

4208 Deferred Compensation - - 905 -

4209 Disability Insurance - - 1,586 -

4210 Other - - 5,539 -

Total Salaries & Benefits $ 75,000 $ 273,852 $ -

5100 Professional Services - 325,000 500,000

5100-01 Coastal Dev. Permit Services - 10,000 10,000 10,000

51 00-02 Planning - Fire Rebuilds - - 210,000 500,000

5100-03 ESD - Fire Rebuilds - - 225,000 700,000

5100-04 Public Works - Fire Rebuilds - - - 125,000

5107 Contract Personnel - 25,000 25,000 75,000

5110 Emergency Construction - - 20,000 -

5120 Street Maintenance - - 211,022

5120-01 Debris Removal - - 625,772 -

5123 Storm Response - 100,000 1,200,000 500,000

5126 Wall/Sidewalk Maintenance - - 63,229 -

5200 Tree Maintenance - - 27,255 -

5210 Service Fees & Charges - 7,500 7,500 7,500

5300 Travel & Training - 15,000 16,654 -

5401 Advertising & Noticing - 30,000 34,235 10,000

5405 Printing - 15,000 15,000 10,000

5725 Trash Pickup/Recycling - 100,000 - 100,000

6160 Operating Supplies - 5,000 36,435 5,000

6160-01 Emergency Supplies During Fire - 60,000 75,883 -

6165 WebsiteServices - 7,500 7,500 1,000

6500 Motor Fuels - - 1,400

Total Operating & Maintenance $ - $ 700,000 $ 3,311,885 $ 2,043,500

Total Expenditures $ - $ 775,000 $ 3,585,737 $ 2,043,500 Source of Funds

General Fund 100 - 640,000 1,465,113 2,043,500

General Fund (FEMA) 102 - 135,000 2,120,624 -

Total Source of Funds $ - $ 775,000 $ 3,585,737 $ 2,043,500

32 DISASTER RECOVERY CAPITAL IMPROVEMENT PROJECTS

CORRAL CANYON ROAD BRIDGE REPAIRS (9201)

This project consists of replacing fire damaged existing fencing, and repairing the shoulder embankment that is causing soil and rock erosion along the wing-walls of the bridge on Corral Canyon Road.

CORRAL CANYON ROAD CULVERT REPAIRS (9202)

This project is located several hundred feet up Corral Canyon Road where there is a new depression in the pavement surface that was discovered after the Woolsey Fire. The pipe appears to have been damaged or partially collapsed. The project will include replacing the culvert and drainage inlet and repairing the pavement.

GUARDRAIL REPLACEMENT CITYWIDE (9203)

This project consists of replacing all damaged guardrails throughout the City caused by the Woolsey Fire on Encinal Canyon Road, Birdview Avenue, Wildlife Road, Latigo Canyon Road, Corral Canyon Road, and Kanan Dume Road. The design, permitting, bidding and construction of this project was coordinated with the County since they have similar projects in the area.

CLOVER HEIGHTS STORM DRAIN IMPROVEMENTS (9204)

This project consists of the design and construction to improve permanent drainage from Harvester Road to Clover Heights Avenue. The City will manage the design, permitting, bidding, and construction phase of the project.

CORRAL CANYON ROAD STABILIZATION PROJECT (9205)

This project is located near the top of the City-owned portion of Corral Canyon Road, the edge of the pavement has eroded into the adjacent embankment due to the Woolsey Fire. The dirt shoulder has eroded along with all vegetation exposing the roadway stability. This project consist of stabilizing the roadway and eroded slope.

LATIGO CANYON ROAD CULVERT REPAIRS (9206)

This project consist of repairing the existing storm drain culvert on Latigo Canyon Road located approximately 2,500 feet from PCH that was damaged by the Woolsey Fire. The project also includes the repair of the existing damaged embankments and safety fencing. The City will manage the design, permitting, bidding, and construction phase of the project.

33 LATIGO CANYON ROAD ROADWAYIRETAINING WALL IMPROVEMENTS (9207)

This project consists of repairing the roadway and existing timber retaining walls on Latigo Canyon Road that were damaged from the Woolsey Fire. The City will manage the design, permitting, bidding, and construction phase of the project.

MALIBU EQUESTRIAN PARK REPAIRS (9208)

This project consist of making repairs to the Malibu Equestrian Park Facility that was caused by the Woolsey Fire. The project includes replacing the electrical meter and cleaning the smoke damage to the existing restroom facility. Also damaged were existing 20-Foot storage bins and contents (equipment) destroyed by fire. The City will manage the design, permitting, bidding, and construction phase of the project.

TRANCAS CANYON PARK PLANTING AND IRRIGATION REPAIRS (9209)

This project consists of repairing the damaged planting and irrigation system that was destroyed by the Woolsey Fire. The project also includes the repair of the septic system equipment in Trancas Canyon Park. The City will manage the design, permitting, bidding, and construction phase of the project.

TRANCAS CANYON PARK SLOPE STABILIZATION PROJECT (9210)

The project consists of repairing the existing slope east of Trancas Canyon Park. The Woolsey Fire damaged the slope causing stability issues from soil and rock erosion and damaged concrete benching. The City will manage the design, permitting, bidding, and construction phase of the project.

BIRDVIEW AVENUE ROAD EMBANKMENT REPAIRS (9211)

This project consists of repairing the roadway embankments on Birdview Avenue. The existing roadway embankments were eroded from the severe storm event. The City will manage the design, permitting, bidding, and construction phase of the project.

BROAD BEACH ROAD WATER QUALITY INFRASTRUCTURE REPAIRS (9212)

The City owns several hundred feet (+800’) of water quality permeable payers, landscaping and underground biofiltration devices located on Broad Beach Road. During the 2019 storm events, these items were damaged by silts, mud, and debris. These devices were installed in 2015- 2016 as part of a Clean Water Grant from the State. This project consists of repairing the permeable payers, replacement of media material in the biofilters and replacing damaged landscaping. The City will manage the design, permitting, bidding, and construction phase of the project.

34 ENCINAL CANYON ROAD DRAINAGE AND EROSION IMPROVEMENTS (9213)

This project is located on Encinal Canyon Road where minor erosion areas were discovered after the severe storm events. This project will consist of repairing the minor erosion areas and improving the drainage.

LATIGO CANYON ROAD DRAINAGE AND EROSION IMPROVEMENTS (9214)

Approximately 1,500 linear feet of erosion on Latigo Canyon Road was discovered after severe storm events. This project consists of repairing erosion on embankments and improving drainage.

MALIBU ROAD DRAINAGE REPAIRS (9215)

This project consists of repairing culverts, drains, and eroded areas on Malibu Road that were damaged by the severe storm events.

WESTWARD BEACH ROAD SHOULDER REPAIRS (9216)

This project consists of repairing the shoulder where erosion was discovered after the recent severe storm events on Westward Beach Road.

35 EXPENDITURE DETAIL

Fund 102 - Woolsey Fire & Storm Response Capital Improvement Projects

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

9201 Corral Canyon Road Bridge Improvements - - - 10,000 Source of Funds

General Fund Undesignated - - - 625

FEMA - - - 7,500

Cal QES - - - 1,875

9202 Corral Canyon Culvert Improvements - - - 20,000 Source of Funds

General Fund Undesignated - - - 1,250

FEMA - - - 15,000

Cal OES - - - 3,750

9203 Citywide Guardrail Replacement - - 530,000 1,770,000 Source of Funds

General Fund Undesignated - - 33,125 110,625

FEMA - - 397,500 1,327,500

Cal QES - - 99,375 331,875

9204 Clover Heights Storm Drain Improvements - - - 100,000 Source of Funds

General Fund Undesignated - - - 25,000

HMGP Program - - - 75,000

9206 Latigo Canyon Road Culvert Improvements - - - 15,000 Source of Funds

General Fund Undesignated - - - 937

FEMA - - - 11,250

Cal OES - - - 2,813

9207 Latigo Canyon Road RoadwaylRetaining Wall - - - 1,175,000 Source of Funds

General Fund Undesignated - - - 73,437

FEMA - - - 881,250

Cal OES - - - 220,313

9209 Trancas Canyon Park Improvements - - 231,000 Source of Funds

General Fund Undesignated - - - 14,437

FEMA - - - 173,250

Cal OES - - - 43,313

9210 Trancas Canyon Park Slope Improvements - - - 100,000 Source of Funds

General Fund Undesignated - - - 6,250

FEMA - - - 75,000

Cal OES - - - 18,750

36 EXPENDITURE DETAIL

Fund 102 - Woolsey Fire & Storm Response Capital Improvement Projects

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

9211 Birdview Avenue Improvements - - - 25,000 Source of Funds

Cal DES - - - 18,750

General Fund Undesignated - - - 6,250

9212 Broad Beach Road Water Quality Improvements - - - 100,000 Source of Funds

Cal DES - - - 75,000

General Fund Undesignated - - - 25,000

jotaI Expenditures $ - $ - $ 530,000 $ 3,546,000 I

Source of Funds

General Fund Designated - Storm Response City Match - - - 56,250

General Fund Designated - Woolsey Fire Response City Match - - 33,125 207,561

Cal DES - Storm Response State Share - - - 93,750

Cal DES - Woolsey Fire Response State Share - - 99,375 622,689

FEMA - Woolsey Fire Federal Share - - 397,500 2,490,750

Hazard Mitigation Program Grant - - - 75,000

Total Source of Funds $ - $ - $ 530,000 $ 3,546,000

37 MANAGEMENT AND ADMINISTRATIVE SERVICES

Department Expenditures by Program

2017-18 2018-19 2018-19 2019-20 Department Program Actual Budgeted Projected Proposed 7001 CityCouncil 600,160 721,985 613,294 572,018 7002 Media Operations 328,129 446,083 407,404 466,219 7003 City Manager 638,566 647,074 628,902 684,862 7005 Legal Counsel 656,013 848,202 902,050 855,657 7007 CityClerk 305,972 448,591 371,410 451,576 7021-31 Public Safety 8,023,515 8,662,896 8,618,409 9,161,209 7054 Finance 1,381,564 1,373,155 1,280,430 1,358,736 7058 Human Resources 271,809 299,885 291,085 314,377 7059 Non-Departmental 2,125,650 2,273,537 2,246,881 2,508,200 7060 Information Systems 494,337 585,254 534,904 655,880 7070 Community Development Block Grant 44,945 6,839 31,839 7,404 9050 City HaIl 632,417 857,597 730,706 856,759 9048 Carbon Beach Undergrounding 224,228 229,139 229,139 230,613 9052 Broad Beach Undergrounding 134,773 136,549 136,548 139,587 9049 Civic Center Wastewater Treatment Fac 704,434 1,919,932 1,919,931 2,405,056

9088 Land Acquisition - 42,779,500 43,158,342 287,500 Multiple Debt Service 3,159,599 3,194,040 3,194,040 3,191,050 Total $ 19,726111 $ 65,430,258 $ 65,295~314 $ 24,146,704

38 CITY COUNCIL

The City of Malibu is a general law city and operates under the Council-Manager form of government. The five-member City Council is elected at-large to serve four-year terms. The Mayor’s office is rotated among all Councilmembers. As elected officials, the City Councilmembers represent the citizens of Malibu in the governing process and act on their behalf with regard to regional and local issues, as well as state and federal legislation.

The City Council is the legislative authority and sets the policies under which the City operates. Duties of the City Council include enacting legislation, such as local laws and ordinances, approving City programs, adopting the City’s budget and appropriating the funds necessary to provide service to the City’s residents, businesses and visitors. The City Council provides leadership through policy development regarding the current practices and future direction of the City.

The City Council convenes regular meetings on the second and fourth Mondays of each month and holds occasional special meetings. The City Council appoints the City Manager, City Attorney and City Treasurer, as well as the members of the City’s Boards, Commissions and Committees.

In Fiscal Year 2019-2020, the City Council’s budget contains $150,000 for legislative consulting services. The Community Grants line item is budgeted at $160,000 for the General Fund Grants program awarded by the City Council to non-profit community groups providing services for the benefit of Malibu residents.

The Council’s travel budget of $40,000 consists of $10,000 for the Mayor and $7,500 for each of the four Councilmembers. City Councilmembers have been increasing their presence and influence on several state issues that affect Malibu and this level of involvement requires travel throughout the state.

The Memberships and Dues budget includes costs related to the City’s membership in the Las Virgenes-Malibu Council of Governments (COG), the League of California Cities, the California Contract Cities Association, the Southern California Association of Governments (SCAG), the National League of Cities, Sister Cities International, the California Coastal Coalition and the National Organization to insure a sound-controlled environment (NOISE).

The Events budget covers expenses related to City Council events including the Council reorganization, ribbon cuttings and the holiday open house.

39 EXPENDITURE DETAIL

Fund 100 - General

Program 7001 - City Council

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4102 Part-Time Salaries 33,941 33,941 33,941 33,941 4201 Retirement 4,976 5,150 5,150 3,866 4202 Health Insurance 62,004 61,046 63,353 48,695 4203 Vision Insurance 1,046 1,148 1,097 870 4204 Dental Insurance 6,761 7,204 6,851 5,211 4205 Life Insurance 772 772 772 712 4209 Disability Insurance 332 333 333 333 4210 Other 617 991 991 991 Total Salaries & Benefits $ 110,449 $ 110,585 $ 112,487 $ 94,618

5100 Professional Services 8,800 140,000 50,000 50,000 5104 Legislative Services 150,000 150,000 150,000 150,000 5300 Travel & Training 44,566 40,000 30,000 40,000 5330 Dues & Memberships 37,302 38,000 38,000 38,000

5721 Cellular Data - 900 137 900 5930 Community Grants 216,500 100,000 89,500 85,000

5930.01 Comm Grants - Boys & Girls Club - 100,000 100,000 75,000 6160 Operating Supplies 454 5,000 2,669 3,000 6170 Events 9,589 10,000 18,000 8,000

6201 Community Rewards - 5,000 - 5,000 Total Operating & Maintenance $ 467,211 $ 588,900 $ 478,307 $ 454,900

8500 Information Systems Allocation 22,500 22,500 22,500 22,500 Total Internal Service Charges $ 22,500 $ 22,500 $ 22,500 $ 22,500

Total Expenditures $ 600,160 $ 721,985 $ 613,294 $ 572,018 Source of Funds General Fund 100 600,160 721,985 613,294 572,018 Total Source of Funds $ 600,160 $ 721,985 $ 613,294 $ 572,018

40 MEDIA OPERATIONS

Media Operations is responsible for the management and development of the City’s communications and public relations through the use of traditional media outlets, the internet and social media. Media Operations produces printed material, web slides and videos to promote the City’s programs. This division also oversees the City’s website including the website’s e-notification and advisory features.

The City of Malibu maintains Malibu City TV, which is also available for viewing on the City’s website and YouTube channel. Programming includes live and tape-delay broadcasts of City Council and Planning Commission meetings, Mayor and City Councilmember programming, City produced informational videos, public service announcements and information regarding community events.

The Media Operations budget for Fiscal Year 2019-2020 includes the cost to hire a firm to provide closed captioning services for City Council and Planning Commission meetings.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Media Information Officer 1 .00 1.00 1.00 Senior Media Technician 1.00 1.00 1.00 Media Technician 1.00 1.00 1.00 GraphicArtist 0.00 1.00 1.00 Graphic Design Intern 0.50 0.00 0.00 Total 350 400 400

41 EXPENDITURE DETAIL

Fund 100 - General

Program 7002 - Media Operations

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 194,251 258,343 251,295 273,657

4102 Part-Time Salaries 745 - 269 - 4104 Overtime 198 1,000 1,000 1,000 4201 Retirement 19,493 25,555 25,555 27,174 4202 Health Insurance 30,122 37,223 37,223 38,612 4203 Vision Insurance 317 432 432 454 4204 Dental Insurance 2,490 3,123 3,123 3,123 4205 Life Insurance 376 487 487 439 4209 Disability Insurance 1,876 2,532 2,532 2,682 4210 Other 7,328 11,888 11,888 12,279 Total Salaries & Benefits $ 257,196 $ 340,583 $ 333,804 $ 359,419

5100 Professional Services 6,306 25,000 3,000 25,000

5107 Contract Personnel - 2,000 - 1,000 5300 Travel & Training 868 2,500 2,500 2,500

5330 Dues & Memberships - 500 600 800

5340 Transportation & Mileage - 500 100 500 5401 Advertising & Noticing 5,863 4,000 9,500 6,000

5405 Printing 2,500 - 2,500

5640 Equipment Maintenance - 4,000 800 4,000 6160 Operating Supplies 4,023 5,000 4,000 5,000 6165 Website Services 18,045 15,000 15,000 15,000 6170 Events 174 1,000 100 1,000

6200 Publications - 500 - 500 Total Operating & Maintenance $ 35,279 $ 62,500 $ 35,600 $ 63,800

7600 Other Equipment 1,026 10,000 5,000 10,000 7800 Equipment 16,628 15,000 15,000 15,000 Total Capital Outlay $ 17,654 $ 25,000 $ 20,000 $ 25,000

8500 Information Systems Allocation 18,000 18,000 18,000 18,000 Total Internal Service Charges $ 18,000 $ 18,000 $ 18,000 $ 18,000

Total Expenditures $ 328,129 $ 446,083 $ 407,404 $ 466,219 Source of Funds General Fund 100 328,129 446,083 407,404 466,219 Total Source of Funds $ 328,129 $ 446,083 $ 407,404 $ 466,219

42 CITY MANAGER

The City Manager is appointed by the City Council to carry out its policies and direction. Responsible for oversight of all City operations and delivery of public services, the City Manager provides leadership and direction to the City’s management team in developing policy recommendations and responding to directives of the City Council.

In addition to performing the day-to-day activities associated with management of the organization, the City Manager’s office implements special projects authorized by the City Council, oversees implementation of the Council’s legislative agenda, provides direction of the annual budget process and supports the City Council in the development and adoption of City policy.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed City Manager 1.00 1.00 1.00 Deputy City Manager 0.00 1.00 0.00 Assistant to the City Manager 1.00 1.00 1 .00 Executive Assistant 1.00 1.00 1.00 Total 300 400 300

43 EXPENDITURE DETAIL

Fund 100 - General

Program 7003 - City Manager

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 425,827 422,655 408,983 453,561 4104 Overtime 1,123 2,000 2,000 2,000 4201 Retirement 66,586 72,494 72,494 81,042 4202 Health Insurance 42,170 41,691 41,691 43,982 4203 Vision Insurance 609 624 624 655 4204 Dental Insurance 3,978 3,978 3,978 3,978 4205 Life Insurance 1,197 1,197 1,197 1,077 4208 Deferred Compensation 13,302 13,500 13,500 14,880 4209 Disability Insurance 4,003 2,646 2,646 2,646 4210 Other 8,847 18,289 18,289 19,041 Total Salaries & Benefits $ 567,642 $ 579,074 $ 565,402 $ 622,862

5100 Professional Services 31,088 25,000 25,000 25,000 5300 Travel &Training 21,852 15,000 15,000 15,000 5330 Dues & Memberships 1,644 4,500 2,500 4,000

5340 Transportation & Mileage 562 - - - 5721 Telephone 425 250 500 500 6160 Operating Supplies 1,853 5,000 2,500 4,000

6200 Publications - 250 - - Total Operating & Maintenance $ 57,424 $ 50,000 $ 45,500 $ 48,500

8500 Information Systems Allocation 13,500 18,000 18,000 13,500 Total Internal Service Charges $ 13,500 $ 18,000 $ 18,000 $ 13,500

Total Expenditures $ 638,566 $ 647,074 $ 628,902 $ 684,862 Source of Funds General Fund 100 638,566 647,074 628,902 684,862 Total Source of Funds $ 638,566 $ 647,074 $ 628,902 $ 684,862

44 LEGAL COUNSEL

The City of Malibu contracts for legal services to provide counsel to the City Council, City staff, and City Boards, Commissions and Committees. The City contracts with the firm Best Best & Krieger LLP to represent the City in litigation, manage outside counsel representing the City, draft ordinances and resolutions, review claims and contracts, counsel the City regarding personnel, law enforcement, land use and public works issues, and supervise another firm in the prosecution of violations of the City Municipal Code in criminal court.

45 EXPENDITURE DETAIL

Fund 100 - General

Program 7005 - Legal Counsel

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

5100 Professional Services 3,951 50,000 50,000 50,000 5101 General Legal Counsel 291,600 298,202 298,202 305,657 5102 Litigation 299,625 425,000 516,886 425,000 5103 Criminal Prosecution 60,837 75,000 36,962 75,000 Total Operating & Maintenance $ 656,013 $ 848,202 $ 902,050 $ 855,657

Total Expenditures $ 656,013 $ 848,202 $ 902,050 $ 855,657 Source of Funds General Fund 100 656,013 848,202 902,050 855,657 Total Source of Funds $ 656,013 $ 848,202 $ 902,050 $ 855,657

46 CITY CLERK

The City Clerk is the local official who administers democratic processes, such as elections, access to City records, and all legislative actions ensuring transparency to the public. The City Clerk acts as a compliance officer for federal, state and local statutes, including the Political Reform Act, the Brown Act, and the Public Records Act. The City Clerk manages public inquiries and relationships and arranges for ceremonial and official functions.

As Custodian of Official Records, the City Clerk maintains all official City documents, archives and legislative history. The City Clerk’s Office oversees the document imaging and records management program. Additionally, the City Clerk conducts and certifies all municipal elections, administers oaths and affirmations, and manages legal requirements for public notice and for the filing of referenda, initiatives, recall petitions, annual Statements of Economic Interest and Campaign Disclosure Statements.

The City Clerk serves as Clerk of the Council attending, monitoring and retaining complete records of all City Council proceedings.

The City Clerk’s Office maintains the live web streaming and video archives of City Council meetings and oversees passport acceptance services and document recording with Los Angeles County. Additionally, the City Clerk oversees the City-wide student internship program to encourage high school and college students to participate in local government. The hours of the student internship program have been reduced from the equivalent of 3.5 full-time positions to 0.5 full-time positions in Fiscal Year 2019-2020 to accommodate other budget priorities.

The Fiscal Year 2019-2020 Budget includes $1 11,000 for a possible election for a recall during the Fiscal Year.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed City Clerk 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 Student Interns 3.43 3.43 0.50 Total 543 543 250

47 EXPENDITURE DETAIL

Fund 100 - General

Program 7007 - City Clerk

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Adopted

4101 Full-Time Salaries 168,057 181,295 181,295 194,992 4103 Interns 8,058 43,402 13,753 6,804 4104 Overtime 9 500 500 500 4201 Retirement 21,949 24,946 24,946 27,189 4202 Health Insurance 22,591 22,334 22,334 23,562 4203 Vision Insurance 294 301 301 316 4204 Dental Insurance 1,858 1,858 1,858 1,858 4205 Life Insurance 390 392 392 374 4208 Deferred Compensation 3,000 3,000 3,000 3,000 4209 Disability Insurance 1,645 1,548 1,548 1,585 4210 Other 4,311 5,780 5,780 5,196 Total Salaries & Benefits $ 232,162 $ 285,356 $ 255,707 $ 265,376

5100 Professional Services 38,163 51,500 51,500 30,000 5100-01 Document Imaging Services 7,107 48,000 8,000 10,000 5150 Elections 312 30,000 26,003 111,000 5205 Postage 72 100 100 100 5300 Travel & Training 4,371 6,900 6,900 8,300 5330 Dues & Memberships 445 435 500 500 5340 Transportation & Mileage 452 800 700 800 5401 Advertising & Noticing 1,229 3,000 1,500 3,000 6130 Records Management 930 1,000 500 1,000 6160 Operating Supplies 2,974 3,000 2,000 3,000 6200 Publications 4,255 5,000 4,500 5,000 Total Operating & Maintenance $ 60,310 $ 149,735 $ 102,203 $ 172,700

8500 Information Systems Allocation 13,500 13,500 13,500 13,500 Total Internal Service Charges $ 13,500 $ 13,500 $ 13,500 $ 13,500

Total Expenditures $ 305,972 $ 448,591 $ 371,410 $ 451,576 Source of Funds General Fund 100 305,972 448,591 371,410 451,576 Total Source of Funds $ 305,972 $ 448,591 $ 371,410 $ 451,576

48 PUBLIC SAFETY

The City’s public safety services are comprised of in-house public safety and emergency preparedness programs and contract services, including law enforcement, fire, and animal control, which are provided by the County of Los Angeles.

The Public Safety Manager oversees the in-house public safety and emergency preparedness programs including maintaining the City’s Emergency Operations Center (EOC) and disaster notification systems, City EOC Team Training, City staff safety training on emergency protocols, emergency plan development and maintenance, coordinating with outside agencies to develop and improve interagency response procedures, overseeing the Community Emergency Response Team (CERT), neighborhood fire safety and preparedness, providing support to the Sheriff’s Volunteers on Patrol (VOP), and implementation of the City’s Homelessness Strategic Plan. The Public Safety Manager also interacts with the community to provide public education opportunities, is the primary contact for outside organizations and law enforcement regarding issues related to homelessness and serves as part of the City Manager’s management team.

Law enforcement services provided by the Los Angeles Sheriff’s Department include general law, traffic, and parking enforcement and administration, summer beach enforcement, and specialized community policing services. Parking citation processing and hearings are also contracted.

Fire services provided by the Los Angeles County Fire Department include fire emergency response, paramedic services, and fire prevention and inspections. The residents of Malibu pay for these services annually through their property tax bills. Animal Control services provided by the Los Angeles County Department of Animal Care and Control include animal rescue, licensing, abuse investigation, and pet adoptions. The costs for Animal Control are expected to increase by $20,000 in Fiscal Year 2019-2020.

In Fiscal Year 2019-2020, a new Fire Safety Liaison position has been added to the Department to effectively meet the increased needs for fire safety education and training in the City. $340,000 in funding has been included in the budget to provide outreach services to the homeless population, which is an increase from the prior year amount of $250,000.

This budget also reflects an increase to the contract with the Los Angeles County Sheriff’s Department for the cost of service based on increased operating costs. The cost of service has grown due to increases in administrative costs and the costs of the Liability Trust Fund. In Fiscal Year 2019-2020, the contract will increase by 4.5%, which is an increase of $344,000 from the prior year. The budget also includes the summer enforcement services.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Public Safety Manager 1.00 1.00 1.00 Fire Safety Liaison 0.00 0.00 1.00 Public Safety Specialist 0.00 1.00 1.00 Total 100 200 300

49 L EXPENDITURE DETAIL

Fund 100 - General

Fund 211 - Brulte

Program 7021 - Emergency Management

Program 7031 - Public Safety Services

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 106,998 213,829 204,617 265,089 4201 Retirement 17,734 23,124 23,124 31,683 4202 Health Insurance 18,997 26,801 26,801 28,274 4203 Vision Insurance 311 426 426 447 4204 Dental Insurance 1,993 2,625 2,625 2,625 4205 Life Insurance 154 265 265 384 4209 Disability Insurance 1045 1,375 1,375 2,285 4210 Other 2,874 6,828 6,828 10,735 Total Salaries & Benefits $ 150,106 $ 275,273 $ 266,061 $ 341,523

5100 Professional Services 87,733 100,000 100,000 130,000 5106 L.A. Co. Animal Control 77,815 81,420 97,085 102,940 5114 L.A. Co. Fire Base Year Fee 2,536 3,000 3,000 2,600 5115 L.A. Co. Sheriff’s Services 6,805,414 7,061,927 7,061,927 7,379,714 5116 L.A. Co. Sheriff’s Services-Beach Team 803,455 643,476 643,476 672,432

5119 Homeless Outreach and Support Services - 200,000 200,000 340,000 5300 Travel & Training 7,746 3,500 3,500 5,000 5330 Dues & Memberships 75 500 500 1,000 5340 Transportation & Mileage 57 500 610 500

5405 Printing - 300 - 5,000 5640 Equipment Maintenance 4,919 6,000 5,000 6,000 5721 Telephone 13,286 10,000 10,000 10,000 6160 Operating Supplies 20,309 100,000 50,000 50,000

6160.01 VOP Supplies - - - 2,000 6400 Clothing & Emergency Gear 140 2,500 2,750 5,000 Total Operating & Maintenance $ 7,823,485 $ 8,213,123 $ 8,177,848 $ 8,712,186

7800 Other Equipment 8,924 124,000 124,000 52,000 Total Capital Outlay $ 8,924 $ 124,000 $ 124,000 $ 52,000

8100 Vehicle Allocation 5,000 10,000 10,000 15,000 8500 Information Systems Allocation 36,000 40,500 40,500 40,500 Total Internal Service Charges $ 41,000 $ 50,500 $ 50,500 $ 55,500

Total Expenditures $ 8,023,515 $ 8,662,896 $ 8,618,409 $ 9,161,209 Source of Funds General Fund 100 7,884,099 8,514,149 8,469,662 8,996,209

LA County Measure H Grant - - - 40,000 Brulte Fund 211 139,416 148,747 148,747 125,000 Total Source of Funds $ 8,023,515 $ 8,662,896 $ 8,618,409 $ 9,161,209

50 FKNANCE

As part of the Management and Administration Department, the Finance division is responsible for advising City officials on the City’s financial position and condition, and providing timely financial information necessary for decision making. This is achievedthrough financial reporting and compliance in accordance with generally accepted accounting principles, budget development and financial systems administration.

The Finance division provides the following services: maintenance of accurate, reliable financial information and records for all City funds; bi-weekly payroll; preparation and distribution of warrants for payment of invoices and contracts; coordination of state, federal and independent audits of the City’s financial management systems and records; oversight of the City’s debt service requirements; preparation of accurate and timely annual reports including the annual budget and Comprehensive Annual Financial Report; collection activities to assure payment of accounts receivable; procurement of supplies and equipment; processing of purchase orders; maintenance of fixed asset records; and monitoring of grant administration. The Finance division is also responsible for film permit activities, which are provided by a contract service provider, as indicated in line item 5117. In recent years, the City has issued approximately 700 permits annually for commercial filming and still shoots. Due to the Woolsey Fire, it is anticipated that the number of film permits issued in Fiscal Year 2019-2020 will decrease from prior years. All costs associated with the processing of film permits are recovered through film permit fees.

City Treasurer functions are budgeted in the Finance division (line item 5100-01). The City Treasurer is appointed by and serves at the will of the City Council. The Treasurer assures the administration and management of all City monies and funds and provides accountability to the citizens of Malibu. The Treasurer’s responsibilities include the investment of idle funds and reporting of such activities to the City Council and other government agencies. The City Treasurer oversees the City’s investment portfolio which is invested in accordance with the City’s adopted investment policy.

The Finance budget for Fiscal Year 2019-2020 includes the cost to hire a consultant firm to conduct financial analysis to better understand the short and long term financia[ implications of a potential ban on short-term rentals as well as the financial impacts of the Woolsey Fire.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Assistant City Manager 1.00 1.00 1 .00 FinanceManager 1.00 1.00 1.00 Financial Analyst 1.00 0.87 0.87 Senior Accounting Clerk 0.80 0.80 0.80 Accounting Clerk 1.00 1.00 1.00 Total 4.80 4.67 4.67

51 EXPENDITURE DETAIL

Fund 100 - General

Program 7054 - Finance

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 518,565 523,422 509,328 546,586

4104 Overtime - 500 500 500 4201 Retirement 74,664 80,171 80,171 86,740 4202 Health Insurance 55,034 53,965 53,965 56,681 4203 Vision Insurance 791 800 800 839 4204 Dental Insurance 4,966 4,908 4,908 4,908 4205 Life Insurance 929 918 918 831 4208 Deferred Compensation 3,000 3,000 3,000 3,000 4209 Disability Insurance 4,915 3,483 4,456 3,522 4210 Other 12,580 18,238 18,238 18,828 Total Salaries & Benefits $ 675,444 $ 689,405 $ 676,284 $ 722,436

5100 Professional Services 138,833 175,000 175,000 225,000 5100-01 CityTreasurer 3,950 4,200 4,200 4,800 5117 Film Permit Consultant 438,447 375,000 285,000 262,500 5205 Postage 54 100 100 5211 Bank Service Fees 53,539 45,000 55,846 60,000 5300 Travel &Training 8,031 10,000 10,000 10,000 5330 Dues & Memberships 1,524 3,500 3,500 3,500 5340 Transportation & Mileage 331 750 500 500 5401 Advertising & Noticing 498 700 500 500 5405 Printing 7,377 10,000 10,000 10,000 6120 Computer Software 28,321 30,000 30,000 30,000 6160 Operating Supplies 2,715 7,000 7,000 7,000 Total Operating & Maintenance $ 683,620 $ 661,250 $ 581,646 $ 613,800

8500 Information Systems Allocation 22,500 22,500 22,500 22,500 Total Internal Service Charges $ 22,500 $ 22,500 $ 22,500 $ 22,500

Total Expenditures $ 1,381,564 $ 1,373,155 $ 1,280,430 $ 1,358,736 Source of Funds General Fund 100 1,381,564 1,373,155 1,280,430 1,358,736 Total Source of Funds $ 1,381,564 $ 1,373,155 $ 1,280,430 $ 1,358,736

52 HUMAN RESOURCES

The Human Resources division of the Management and Administration Department provides support services to City employees in the areas of recruitment, selection, classification and compensation; equal employment opportunity; performance evaluation; training and development; employee benefits, services, and programs; personnel record keeping; and employee relations, including discipline and administration of federal and state employment laws.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Human Resources Manager 1.00 1.00 1.00 Human Resources Technician 1.00 1.00 1.00 Total 2.00 2.00 2.00

53 EXPENDITURE DETAIL

Fund 100 - General

Program 7058 - Human Resources

I 2017-18 2018-19 2018-19 2019-20 [~pject Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 151,555 162,367 162,367 171,419 4104 Overtime 66 100 500 100 4201 Retirement 19,299 21,436 21,436 23,235 4202 Health Insurance 22,082 22,249 22,249 23,233 4203 Vision Insurance 294 301 301 316 4204 Dental Insurance 1,858 1,858 1,858 1,858 4205 Life Insurance 265 265 265 241 4209 Disability Insurance 1,483 1,518 1,518 1,553 4210 Other 4,846 6,791 6,791 7,021 Total Salaries & Benefits $ 201,748 $ 216,885 $ 217,285 $ 228,977

5100 Professional Services 13,155 25,000 15,000 25,000 5100-01 Employee Health Awareness 2,584 3,000 3,500 3,000

5205 Postage - 100 100 100 5300 Travel & Training 3,599 4,000 1,000 3,500 5320 Recruitment Expense 22,730 20,000 25,000 20,000 5330 Dues & Memberships 1,855 2,600 2,600 2,000 5340 Transportation & Mileage 31 300 100 300 6160 Operating Supplies 3,597 2,500 7,000 7,000 6170 Events 13,510 16,000 10,000 15,000

6200 Publications - 500 500 500 Total Operating & Maintenance $ 61,061 $ 74,000 $ 64,800 $ 76,400

8500 Information Systems Allocation 9,000 9,000 9,000 9,000 Total Internal Service Charges $ 9,000 $ 9,000 $ 9,000 $ 9,000

Total Expenditures $ 271,809 $ 299,885 $ 291,085 $ 314,377 Source of Funds General Fund 100 271,809 299,885 291,085 314,377 Total Source of Funds $ 271,809 $ 299,885 $ 291,085 $ 314,377

54 NON-DEPARTMENTAL SERVICES

The non-departmental program accounts for the centralization of services provided for the benefit of all departments. These services include fixed asset management: insurance premiums; claims settlements; receptionist services; printing; postage; telephone; and equipment leases. Expenses include retiree health premiums and other post-employment benefit costs.

This program accounts for the expenditures related to the Joint Use Agreement between the Santa Monica-Malibu Unified School District and the City of Malibu. This agreement provides for the joint operation and maintenance of school district facilities including ball fields, tennis courts and the swimming pool at Malibu High School. In Fiscal Year 2019-2020, the cost of this agreement will increase $30,000 to $275,000.

Also included in this program is the risk management function, which maintains responsibility for all the City’s insurance needs, including property, workers’ compensation, fidelity bonds, special events, and auto liability. The goal of the risk management function is to apply loss prevention and control measures through identification and analysis of loss exposure in the areas of liability, workers’ compensation, and property loss. The City is a member of the California Joint Powers Insurance Authority, which provides for the pooling of self-insured losses of its member cities.

In Fiscal Year 2019-2020, there is a projected increase in the City’s insurance premiums of $125,000.

The budget for non-departmental services also includes funding for the City’s required payments under the Governmental Accounting Standards Board (GASB) for retiree health costs and for the City’s CaIPERS liability payment. These costs are reviewed every two years as mandated.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Office Assistant/Receptionist 1 .00 1 .00 1.00 OfficeAssistant 1.00 1.00 1.00 Total 2.00 2.00 2.00

55 EXPENDITURE DETAIL

Fund 100 - General

Program 7059 - Non-Departmental Services

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 92622 92,832 90,919 96,391

4102 Part-Time Salaries - 5,000 - -

4104 Overtime - 250 250 250 4201 Retirement 8,451 11,941 11,941 12,632 4202 Health Insurance 15,061 22,334 22,334 15,278 4203 Vision Insurance 211 301 301 227 4204 Dental Insurance 1,265 1,858 1,858 1,265 4205 Life Insurance 265 309 309 241 4209 Disability Insurance 908 910 910 945 4210 Other 3,888 5,017 5,017 5,108 4212 Retiree Health Insurance 327,572 183,000 183,000 211,000 4217 Other Post Employment Benefits 401,428 541,000 541,000 514,000 4218 CaIPERS Liabilities 198,287 267,785 267,785 347,863 Total Salaries & Benefits $ 1,049,958 $ 1,132,537 $ 1,125,624 $ 1,205,200

5205 Postage 27,550 35,000 35,000 32,000 5210 Service Fees and Charges 7,540 7,000 7,000 7,000 5300 Travel &Training 390 3,000 3,173 3,000 5405 Printing 1,577 3,000 1,000 3,000 5510 Insurance Premiums 471,839 475,000 415,584 600,000 5640 Equipment Maintenance 16,713 25,000 25,000 30,000 5720 Off-site Storage 46,479 45,000 45,000 45,000 5721 Telephone 15,148 22,000 22,000 22,000 5800 Equipment Leases 50,911 66,000 66,000 66,000

5921 Joint Use Agreement - SMMUSD 199,710 245,000 245,000 250,000 6140 Office Equipment 17,126 5,000 5,000 5,000 6160 Operating Supplies 50,709 50,000 50,000 50,000 Total Operating & Maintenance $ 905,692 $ 981,000 $ 919,757 $ 1,113,000

7600 EquipmentJF~rniture - 5,000 46,500 25,000

Total Capital Outlay $ - $ 5,000 $ 46,500 $ 25,000

8100 Vehicle Allocation 20,000 20,000 20,000 20,000 8500 Information Systems Allocation 150,000 135,000 135,000 145,000 Total Internal Service Charges $ 170,000 $ 155,000 $ 155,000 $ 165,000

Total Expenditures $ 2,125,650 $ 2,273,537 $ 2,246,881 $ 2,508,200 Source of Funds General Fund 100 2,125,650 2,273,537 2,246,881 2,508,200 Total Source of Funds $ 2,125,650 $ 2,273,537 $ 2,246,881 $ 2,508,200

56 INFORMATION SYSTEMS

The Information Systems division provides support and advisory services for all City automated information and communications systems. The division supports the City’s telephone system as well as the local area network which consists of 48 servers and over 178 personal computers. The Information Systems Fund derives its revenue from a service charge to each department of $4,500 per computer which contributes towards the maintenance and future replacement of equipment.

The City initiated an Information Technology Strategic Plan in Fiscal Year 2018-2019. The plan was temporarily put on hold due to the Woolsey Fire and is anticipated to be completed in Fiscal Year 2019-2020.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Information Systems Manager 1 .00 1 .00 1 .00 Information Systems Technician 1.00 1.00 1.00 Total 200 200 200

57 EXPENDITURE DETAIL

Fund 602 - Information Systems Fund

Program 7060 - Information Systems

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 169,649 183,180 182,385 193,393

4104 Overtime - 500 574 500 4201 Retirement 23,006 26,057 26,057 28,373 4202 Health Insurance 25,979 26,716 26,716 28,274 4203 Vision Insurance 408 426 426 447 4204 Dental Insurance 2,572 2,625 2,625 2,625 4205 Life Insurance 247 265 265 241 4209 Disability Insurance 1,591 1,414 1,577 1,443 4210 Other 4,887 7,321 7,321 7,582 Total Salaries & Benefits $ 228,339 $ 248,504 $ 247,946 $ 262,880

5100 Professional Services 4,572 80,000 30,000 115,000

5107 Contract Personnel 9,719 - - - 5300 Travel & Training 1,791 4,500 4,500 4,500 5330 Dues & Memberships 843 750 2,000 2,000 5630 Computer Maintenance 2,308 4,000 2,000 4,000 5721 Telephone 20,456 25,000 26,000 25,000 6120 ComputerSoftware 112,586 100,000 100,000 100,000 6160 Operating Supplies 4,655 7,500 7,500 7,500 Total Operating & Maintenance $ 156,930 $ 221,750 $ 172,000 $ 258,000

7400 Computer Equipment 78,768 80,000 84,088 100,000 7500 GIS Software 30,300 35,000 30,870 35,000 Total Capital Outlay $ 109,068 $ 115,000 $ 114,958 $ 135,000

Total Expenditures $ 494,337 $ 585,254 $ 534,904 $ 655,880 Source of Funds Information Systems Fund 494,337 585,254 534,904 655,880 Total Source of Funds $ 494,337 $ 585,254 $ 534,904 $ 655,880

58 COMMUNITY DEVELOPMENT BLOCK GRANT

The Community Support program accounts for funds provided by the Community Development Block Grant (CDBG) program, administered by the Federal Government’s Department of Housing and Urban Development (HUD) and passed through Los Angeles County’s Community Development Commission (CDC) to the City of Malibu.

CDBG funds provide for service programs and capital projects benefiting low and moderate income residents of the community. The City receives approximately $46,000 annually to support such programs. Funding is limited to 15% for public service programs and 85% for capital projects. For Fiscal Year 2019-2020, the service program allocation will be granted to the Malibu Community Labor Exchange.

59 EXPENDITURE DETAIL

Fund 215 - Community Development Block Grant (CDBG)

Program 7070 - CDBG Programs

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

5931 CDBG Grants 6,839 6,839 6,839 7,404 Total Operating & Maintenance $ 6,839 $ 6,839 $ 6,839 $ 7,404

7800 Other Equipment 38,106 - 25,000 -

Total Capital Outlay $ 38,106 $ - $ 25,000 $ -

Total Expenditures $ 44,945 $ 6,839 $ 31,839 $ 7,404 Source of Funds CDBG Fund 215 44,945 6,839 31,839 7,404 Total Source of Funds $ 44,945 $ 6,839 $ 31,839 $ 7,404

60 CITY HALL OPERATIONS

City Hall houses all City Departments in a 35,000 square foot building. Planning, Building Safety, Environmental Health and Public Works all have public counter hours in City Hall. The Community Services Department hosts a wide range of programming in the building, including housing the City’s Senior Center. The building has a civic theater that serves as the City Council chambers and is used for other public meetings and workshops.

The City hosts special community events in the building and makes it available to outside groups for rental. The public lobbies are used for changing art exhibitions throughout the year.

The City Hall Operations budget for Fiscal Year 2019-2020 includes the cost to hire a part-time maintenance worker for City Hall. The cost to fill this position will be offset by a reduction in the cost of professional services including landscape maintenance. In addition, the operating line item for electricity was increased by $10,000 for Fiscal Year 2019-2020 to account for the City opting in to 100% renewable energy under the Clean Power Alliance.

2017-18 2018-19 2019-20 Staffing Actual Budget Adopted Senior Maintenance Worker 1 .00 1 .00 1 .00 Maintenance Worker 0.00 0.00 0.75 Total 100 100 175

61 EXPENDITURE DETAIL

Fund 103 - General

Program 9050 - City Hall Operations

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 63,972 68,619 67,728 117,507 4104 Overtime 2,358 4,000 500 2,000 4201 Retirement 10,602 11,769 11,769 20,996 4202 Health Insurance 15,061 14,889 14,889 31,416 4203 Vision Insurance 189 193 193 405 4204 Dental Insurance 1,226 1,226 1,226 2,452 4205 Life Insurance 154 154 154 285 4209 Disability Insurance 626 672 672 1,152 4210 Other 2,285 3,075 3,075 5,647 Total Salaries & Benefits $ 96,473 $ 104,597 $ 100,206 $ 181,859

5100 Professional Services 102,098 150,000 150,000 110,000

5107 Contract Personnel - 500 - - 5210 Service Fees and Charges 4,359 4,000 4,500 4,400

5401 Advertising & Noticing - 500 - - 5510 Insurance Premiums 150,000 170,000 170,000 185,000 5610 Facilities Maintenance 96,801 95,000 120,000 95,000

5612 SewerService Fees - 31,000 31,000 31,000 5721 Telephone 3,816 4,500 4,000 4,500 5722 Electricity 68,384 75,000 62,000 85,000 5723 Water 7,851 8,000 7,000 8,000 6160 Operating Supplies 6,213 25,000 10,000 15,000 6300 Tools & Minor Equipment 2,346 10,000 2,500 7,500 Total Operating & Maintenance $ 441,868 $ 573,500 $ 561,000 $ 545,400

7300 Leasehold Improvements 66,914 150,000 50,000 100,000 7800 Equipment 22,662 25,000 15,000 25,000 Total Capital Outlay $ 89,576 $ 175,000 $ 65,000 $ 125,000

8500 Information Systems Allocation 4,500 4,500 4,500 4,500 Total Internal Service Charges $ 4,500 $ 4,500 $ 4,500 $ 4,500

Total Expenditures $ 632,417 $ 857,597 $ 730,706 $ 856,759 Source of Funds General Fund 103 632,417 857,597 730,706 856,759 Total Source of Funds $ 632,417 $ 857,597 $ 730,706 $ 856,759

62 CARBON BEACH UNDERGROUNDING COMMUNITY FACILITIES DISTRICT

In 2008-2009, the City assisted a group of 21 property owners in the Carbon Beach area with the formation of a Community Facilities District (CFD). The CFD provides a mechanism for the property owners to finance the undergrounding of utilities in the Carbon Beach area along Pacific Coast Highway. Each property within the CFD pays for the undergrounding project via annual assessments levied against the properties through the Los Angeles County Assessor’s Office.

The CFD places no fiscal impact on the City. Bonds were sold as a part of the process and all costs of issuing the bonds were paid from proceeds of the bond sale. Funds are administered by US Bank, which acts as the fiscal agent and trustee for the CFD.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Senior Accounting Clerk 0.19 0.19 0.19 Total 0.19 0.19 0.19

63 EXPENDITURE DETAIL

Fund 712 - Carbon Beach Undergrounding Communities Facilities District (CFD)

Program 9048 - Carbon Beach Undergrounding

2017-18 2018-19 2018-19 2019-20~ Object Description Actual Adopted Projected Proposed I

4101 Full-Time Salaries 10,140 10,867 10,867 11,139 4201 Retirement 691 790 790 788 4202 Health Insurance 1,431 1,425 1,425 1,504 4203 Vision Insurance 20 21 21 22 4204 Dental Insurance 120 121 121 121 4205 Life Insurance 29 30 30 27 4209 Disability Insurance 98 106 106 109 4210 Other 399 531 531 538 Total Salaries & Benefits $ 12,928 $ 13,891 $ 13,891 $ 14,247

5100 Professional Services 4,562 11,260 11,260 10,753

5810 Debt Service - Interest 96,738 93,988 93,988 90,613 5820 DebtService-Principal 110,000 110,000 110,000 115,000 Total Debt Service $ 211,300 $ 215,248 $ 215,248 $ 216,366

Total Expenditures $ 224,228 $ 229,139 $ 229,139 $ 230,613 Source of Funds Carbon Beach Undergrounding CFD 224,228 229,139 229,139 230,613 Total Source of Funds $ 224,228 $ 229,139 $ 229,139 $ 230,613

64 BROAD BEACH UNDERGROUND UTILITIES ASSESSMENT DISTRICT

In 2009-2010, the City assisted a group of property owners in the Broad Beach Road area with the formation of an Assessment District (AD). The AD provides a mechanism for the property owners to finance the undergrounding of utilities in the Broad Beach Road area along Pacific Coast Highway. Each property within the AD pays for the undergrounding project via annual assessments levied against the properties through the Los Angeles County Assessor’s Office.

The AD does not place any fiscal impact on the City. Bonds were sold as part of the process and all costs of issuing the bonds were paid from proceeds of the bond sale. Funds are administered by US Bank, which acts as the fiscal agent and trustee for the AD.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Senior Accounting Clerk 0.01 0.01 0.01 Total 0.01 0.01 0.01

65 EXPENDITURE DETAIL

Fund 713 - Broad Beach Undergrounding Assessment District (AD)

Program 9052 - Broad Beach Undergrounding

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 317 317 317 325 4201 Retirement 24 23 23 23 4202 Health Insurance 51 42 42 44 4203 Vision Insurance 1 1 1 1 4204 Dental Insurance 4 4 4 4 4205 Life Insurance 1 1 1 1 4209 Disability Insurance 3 3 3 3 4210 Other 14 15 15 16 Total Salaries & Benefits $ 415 $ 406 $ 406 $ 415

5100 Professional Services 3,015 6,400 6,399 6,211

5810 Debt Service - Interest 91,343 89,743 89,743 87,961

5820 Debt Service - Principal 40,000 40,000 40,000 45,000 Total Debt Service $ 134,358 $ 136,143 $ 136,142 $ 139,172

Total Expenditures $ 134,773 $ 136,549 $ 136,548 $ 139,587 Source of Funds Broad Beach Undergrounding AD 134,773 136,549 136,548 139,587 Total Source of Funds $ 134,773 $ 136,549 $ 136,548 $ 139,587

66 CIVIC CENTER WASTEWATER TREATMENT FACILITY ASSESSMENT DISTRICT

On January 25, 2016, the City of Malibu Assessment District (AD) No. 2015-1 was approved for the Civic Center Wastewater Treatment Facility. The AD provided a mechanism for property owners in the Civic Center area to finance the design and construction of the Wastewater Treatment Facility. After the approval of the Assessment District, the City was able to secure funding from the State Water Resources Control Board (SWRCB) State Revolving Fund (SRF) program, including a grant of $9.5 million and $50.7 million in low interest loans. Additional bond funding was issued in the amount of $6.2 million to cover costs ineligible under the SRF funding. Construction of the facility commenced in July 2016. The facility was completed and fully operational in September 2018.

The loan and bonds will be repaid through the AD. Each property within the AD will pay for the project via annual assessments levied against the properties through the Los Angeles County Assessor’s Office. These assessments began in Fiscal Year 2018-2019. The City and the County of Los Angeles prepaid the assessments for their existing properties within Phase One. The annual assessments for the new vacant properties the City purchased in Fiscal Year 2018- 2019 are accounted for in Division 9088.

Costs for the operation and maintenance of the facility are included in the current budget in Division 3010.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Financial Analyst 0.00 0.08 0.13 Total 0~OO 0.08 0.05

67 EXPENDITURE DETAIL

Fund 715 - Civic Center Wastewater Treatment Facility Assessment District (AD)

Program 9049 - Civic Center Wastewater Treatment Plant

2017-18 2018-19 2018-19 2019-20 Lobject Description Actual Adopted Projected Proposed

4101 Full-Time Salaries - 7,591 7,591 -

4201 Retirement - 1,302 1,302 -

4202 Health Insurance - 605 605 -

4203 Vision Insurance - 9 9 -

4204 Dental Insurance - 51 51 -

4205 Life Insurance - 9 9 -

4209 Disability Insurance - 72 72 -

4210 Other - 301 301 -

Total Salaries & Benefits $ - $ 9,940 $ 9,940 $ -

5100 Professional Services 132,307 16,485 16,484 27,257 5810 DebtService- Interest 282,981 141,491 141,491 281,519 5810.01 SRF Repayment- Interest 289,146 577,889 577,889 632,755

5820 Debt Service - Principal - - - 130,000

5820.01 SRF Repayment- Principal - 1,174,127 1,174,127 1,333,525 Total Debt Service $ 704,434 $ 1,909,992 $ 1,909,991 $ 2,405,056

Total Expenditures $ 704,434 $ 1,919,932 $ 1,919,931 $ 2,405,0~] Source of Funds Civic Center Wastewater AD 704,434 1,919,932 1,919,931 2,405,056 Total Source of Funds $ 704,434 $ 1,919,932 $ 1,919,931 $ 2,405,056

68 VACANT PROPERTIES

On November 30, 2016, the City closed escrow on approximately 35 acres of vacant land located at Trancas Canyon Road and Pacific Coast Highway, commonly known as Trancas Field. This $11.4 million acquisition was funded through the issuance of Certificates of Participation (COP) 2016A. The acquisition of the property resolved one of the City’s longest standing legal disputes. The property remains vacant.

On April 23, 2018, the Council authorized a funding plan to purchase three vacant properties totaling 29.24 acres, including 23575 Civic Center Way, which is commonly known as Sycamore Village or the loki parcel and consists of 9.65 acres located on the northeast corner of Civic Center Way and Stuart Ranch Road; a 1.11 acre parcel located on the southwest corner of Civic Center Way and Webb Way, and an 18.48 acre parcel located on the south side of Pacific Coast Highway just east of Heathercliff Road.

The properties at 23575 Civic Center Way and southwest corner of Civic Center Way and Webb Way are both part of City of Malibu Civic Center Wastewater Treatment Facility Assessment District (AD) No. 2015-1 approved on January 25, 2016. The annual assessment for these two parcels is $272,000.

The Fiscal Year 2019-2020 Budget also includes funding to perform brush clearance and general maintenance on all vacant parcels.

69 EXPENDITURE DETAIL

Fund 105 - General

Program 9088 - Vacant Land

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

5100 Professional Services - - 13,385 -

5127 Weed Abatement - 7,500 18,000 10,000

5610 Facilities Maintenance - - 14,000 5,000

5613 Assessment Dist - CCWTF - 272,000 272,000 272,000

5830 Cost of Issuance - - 340,457 -

6160 Operating Supplies - - 500 500

Total Operating & Maintenance $ - $ 279,500 $ 658,342 $ 287,500

7102 Land Acquisition - 42,500,000 42,500,000 -

Total Capital Outlay $ - $ 42,500,000 $ 42,500,000 $ -

Total Expenditures $ - $ 42,779,500 $ 43,158,342 $ 287,500 Source of Funds

General Fund - Reserves - 13,000,000 13,000,000 -

General Fund - Operating Budget - 279,500 658,342 287,500

Certificates of Participation 2018 - 22,143,775 22,143,775 -

LA County - Measure M &R - 7,356,225 7,356,225 -

Total Source of Funds $ - $ 42,779,500 $ 43,158,342 $ 287,500

70 DEBT SERVICE

The City of Malibu has used the issuance of Certificates of Participation (COPs) for a variety of purposes including the acquisition of property and capital improvements. The City used debt to acquire and improve Legacy Park and City Hall. It also used debt to acquire vacant lands including Trancas Field, 23575 Civic Center Way, the parcel located on the southwest corner of Civic Center Way and Webb Way, and the parcel located on the south side of Pacific Coast Highway just east of Heathercliff Road. Rental income from the commercial properties pays for the debt service on Legacy Park. Debt service for City Hall and the vacant lands is paid out of the General Fund. The expenses related to that debt are shown together in one division.

71 . EXPENDITURE DETAIL

Fund 103, Fund 104 and Fund 105 - General Fund 500 Legacy Park Program 7004 Legacy Park Program 9050 City Hall Program 9074 Trancas Field Program 9088 Land Acquisition

2017-18 2018-19 2018.19 2019-20 [~pject Description Actual Adopted Projected Proposed

Program 7004 - Legacy Park

5810 Debt Service - Interest 519,549 511,890 511,890 501,300

5820 Debt Service - Principal 575,000 580,000 580,000 590,000 Total Debt Service $ 1,094,549 $ 1,091,890 $ 1,091,890 $ 1,091,300

Program 9050 - City Hall

5810 Debt Service - Interest 890,950 876,650 876,650 859,075

5820 Debt Service - Principal 595,000 630,000 630,000 645,000 Total Debt Service $ 1,485,950 $ 1,506,650 $ 1,506,650 $ 1,504,075

Program 9074 - Trancas Field

5810 Debt Service - Interest 409,100 405,500 405,500 400,675

5820 Debt Service - Principal 170,000 190,000 190,000 195,000 Total Debt Service $ 579,100 $ 595,500 $ 595,500 $ 595,675

Program 9088 - Land Acquisition

5810 Debt Service - Interest - - - -

5820 Debt Service - Principal - - - -

Total Debt Service $ - $ - $ - $ -

Total Expenditures $ 3,159,599 $ 3,194,040 $ 3,194,040 $ 3,191,050 Source of Funds General Fund 103 1,485,950 1,506,650 1,506,650 1,504,075 General Fund 104 579,100 595,500 595,500 595,675

General Fund 105 - - - - Legacy Park Project Fund 500 1,094,549 1,091,890 1,091,890 1,091,300 Total Source of Funds $ 3,159,599 $ 3,194,040 $ 3,194,040 $ 3,191,050

72 THIS PAGE INTENTIONALLY LEFT BLANK

73 COMMUNITY SERVICES

Department Expenditures by Program

2017-18 2018-19 2018-19 2019-20 Oepartment Program Actual Budgeted Projected Proposed 3009 Transportation Services 167.522 213,500 113,500 195,500 4001 General Recreation 566,942 767,633 679,930 702,971 4002 Aquatics 230,269 315,993 234,007 282,129 4004 Day Camp 83,035 98,544 86,286 90,065 4006 Sports 142,123 149,053 141,667 130,094 4007 CommunityClasses 237,510 199,517 191,916 179,400 4008 Senior Adult Program 150,866 168,133 160,479 188,660 4010 Park Maintenance 779,921 1,062,870 950,194 1,013,992 4011 Special Events 168,366 177,384 170,575 207,300 4012 Cultural Arts 185,348 248,750 151,237 185,975 7008 Legacy Park Operations 349,525 737,839 619,065 801,171 Total $ 3,061,427 $ 4,139,216 $ 3,498,856 $ 3,977,257

74 TRANSPORTATION SERVICES

The Transportation program provides Dial-A-Ride services to Malibu’s senior and disabled citizens (60 years or older). In 2018, Staff completed the Request for Proposals process to secure a new long-term provider and selected Ventura Transit Systems. The service is funded by Proposition A transportation funds which are allocated by the Los Angeles County Metropolitan Transit Authority.

Passengers currently pay $1.00 each way for trips to the Malibu Senior Center, $2.00 each way for trips within City boundaries, and $4.00 each way for trips outside City limits. Currently, 203 people are registered for the service with over 1,000 passenger trips provided under this program annually.

75 EXPENDITURE DETAIL

Fund 203 - Proposition A

Program 3009 - Transportation Services

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4210 Other 2,500 2,500 2,500 2,500 Total Salaries & Benefits $ 2,500 $ 2,500 $ 2,500 $ 2,500

5100 Professional Services - 1,000 1,000 1,000 5145 Dial-A-Ride Services 156,604 200,000 100,000 180,000 5148 Special Events Rec Transit- Seniors 8,418 10,000 10,000 12,000 Total Operating & Maintenance $ 165,022 $ 211,000 $ 111,000 $ 193,000

Total Expenditures $ 167,522 $ 213,500 $ 113,500 $ 195,500 Source of Funds Proposition A Fund 203 167,522 213,500 113,500 195,500 Total Source of Funds $ 167,522 $ 213,500 $ 113,500 $ 195,500

76 GENERAL RECREA11ON

The goal of the Community Services Department is to provide enriching and innovative recreational experiences through well-maintained parks while preserving resources and upholding the values of the Malibu community.

The Department provides a variety of leisure services designed to enhance the quality of life for the residents of Malibu. Services are offered in a professional and cost-efficient manner while responding to the needs and priorities of the community. Department staff regularly work with community stakeholders to gauge interest in City programs and events. New ideas and trends are incorporated into these programs and events while working to maintain their charm and other components that have historically been successful. The Department also partners with various agencies such as the Malibu Library and Malibu businesses to provide programs.

In addition to park development, the Department is also responsible for providing safe and clean parks and recreation facilities. Department staff strives to continually improve facilities while protecting the natural and cultural resources in surrounding areas and the City. The City’s facilities are home to several community organizations such as Malibu Little League, American Youth Soccer Organization, Pony League Baseball, Trancas Riders and Ropers, and the Malibu Water Polo Foundation. The Department also oversees the use of school facilities for these groups through a Joint Use Agreement with the Santa Monica-Malibu Unified School District.

Over the past two years, the Department has increased its social media outreach through platforms such as Instagram and Facebook by dedicating additional resources, budget and staff hours to successfully engage with the public. Staff regularly creates new and exciting content while maintaing a constant online presence to ensure that information is current and relavant to subscribers.

The administrative section of the Department represents all management and operational functions including capital improvement projects, budget administration, grant procurement, production of the City’s Quarterly Newsletter and Recreation Guide, facility use permits, and administrative support for the Cultural Arts Commission, Harry Barovsky Memorial Youth Commission and the Parks and Recreation Commission.

The Department operates with ten full-time employees and 40 part-time and seasonal employees. Contract instructors and volunteers are also used to support programs and activities throughout the year.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Community Services Director 1.00 1.00 0.80 Comm. Services Deputy Director 0.00 0.50 0.70 Recreation Manager 0.50 0.00 0.00 Recreation Supervisor 0.10 0.55 0.45 Senior Recreation Coordinator 0.10 0.00 0.00 Recreation Coordinator 0.50 0.30 0.50 Administrative Assistant 0.95 0.95 0.95 Recreation Assistant 2.71 2.98 3.04 Total 5~86 6.28 6.44

77 r EXPENDITURE DETAIL

Fund 100 - General

Program 4001 - General Recreation

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 274,904 332,635 326,223 349,181 4102 Part-Time Salaries 73,453 102,153 90,000 105,345 4104 Overtime 19 100 762 100 4201 Retirement 39,138 48,062 48,062 51,387 4202 Health Insurance 42,505 55,590 55,590 45,310 4203 Vision Insurance 611 775 775 677 4204 Dental Insurance 3,955 4,931 4,931 4,061 4205 Life Insurance 593 705 705 617 4208 Deferred Compensation 3,000 3,000 3,000 2,400 4209 Disability Insurance 2,648 2,522 2,522 2,623 4210 Other 12,240 14,160 14,160 14,471 Total Salaries & Benefits $ 453,066 $ 564,633 $ 546,730 $ 576,171

5100 Professional Services 11,958 80,000 10,000 5,000 5107 Contract Personnel 1,480 2,400 1,200 1,000 5205 Postage 7,017 7,700 8,000 8,000 5300 Travel & Training 1,721 6,000 5,000 6,000 5330 Dues & Memberships 1,322 2,400 1,300 2,000 5340 Transportation & Mileage 19 300 400 300

5401 Advertising & Noticing - 1,000 1,000 1,000 5405 Printing 37,253 41,000 41,000 41,500 5721 Telephone 10,414 15,500 15,500 15,500 6120 Computer Software 3,000 3,000 3,300 3,000 6160 Operating Supplies 8,063 12,200 15,000 12,000

6170 Events 129 - - - Total Operating & Maintenance $ 82,376 $ 171,500 $ 101,700 $ 95,300

8500 Information Systems Allocation 31,500 31,500 31,500 31,500 Total Internal Service Charges $ 31,500 $ 31,500 $ 31,500 $ 31,500

Total Expenditures $ 566,942 $ 767,633 $ 679,930 $ 702,971 Source of Funds General Fund 100 566,942 767,633 679,930 702,971 Total Source of Funds $ 566,942 $ 767,633 $ 679,930 $ 702,971

78 AQUATICS

The City operates aquatic programming at the Malibu Community Pool located at Malibu High School through a Joint Use Agreement with the Santa Monica-Malibu Unified School District. The Department offers over 1,600 hours of aquatic programming designed for residents of all ages annually.

Swim lessons are offered in the fall, spring and summer for children ages 1-17. Water safety and confidence in the water are included in the basic programs while stroke refinement, conditioning and diving techniques are taught to children in advanced levels. The Malibu Seawolves Swim Team and Youth Water Polo are competitive programs instructed by independent contract coaches for swimmers ages 8-14.

Aquatic programs for adult participants include the Malibu Swim Club in partnership with the Malibu Aquatic Foundation. Senior Aqua aerobics is also offered during the summer and fall sessions.

The City maintains high safety standards for Lifeguards and Managers including over 350 dedicated hours for Lifeguard Certification, First Aid/CPRIAED Certification, Water Safety Instructor Training and Title 22 Training.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Recreation Manager 0.15 0.00 0.00 Recreation Supervisor 0.00 0.30 0.30 Pool Manager 0.00 0.93 0.89 Lifeguard 2.99 2.75 2.19 Total 3.14 3.98 3.38

79 EXPENDITURE DETAIL

Fund 100 - General

Program 4002 - Aquatics

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 7,908 27,773 26,217 28,468 4102 Part-Time Salaries 87,392 131,883 83,000 109,727

4104 Overtime - 100 253 100 4201 Retirement 5,506 10,653 10,653 11,076 4202 Health Insurance 8,104 13,252 13,252 13,980 4203 Vision Insurance 112 204 204 214 4204 Dental Insurance 678 1,230 1,230 1,230 4205 Life Insurance 117 157 157 142 4209 Disability Insurance 209 1,147 1,147 1,147 4210 Other 2,766 5,794 5,794 5,247 Total Salaries & Benefits $ 112,792 $ 192,193 $ 141,907 $ 171,329

5107 Contract Personnel 99,366 113,000 83,000 100,000

5300 Travel & Training - 1,200 1,200 1,200 5330 Dues & Memberships 2,923 3,000 2,100 2,500

5401 Advertising & Noticing - 1,100 300 1,100 6160 Operating Supplies 15,188 5,500 5,500 6,000 Total Operating & Maintenance $ 117,477 $ 123,800 $ 92,100 $ 110,800

Total Expenditures $ 230,269 $ 315,993 $ 234,007 $ 282,129 Source of Funds General Fund 100 230,269 315,993 234,007 282,129 Total Source of Funds $ 230,269 $ 315,993 $ 234,007 $ 282,129

80 DAY CAMP

The day camp program consists of supervised camps and activities during summer months. Most camps take place at Malibu Bluffs Park with the exception of sport specific camps that require specialty facilities such as tennis, basketball, volleyball, and track and field which are held at Santa Monica-Malibu Unified School District facilities.

Sport camps offered by the City include baseball, basketball, flag football, soccer, tennis, softball and volleyball. In addition to athletic programming, the City also offers enrichment camps for children ages 3-6 including Science, Technology, Engineering, Art and Mathematics (STEAM) programming, music, marine biology, animation, animal adventures and LegoTM engineering.

The City’s Surf Camp is extremely popular with more than 125 local youth participating each summer. The camp takes place over several weeks at Surfrider Beach near the Malibu Pier.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Recreation Supervisor 0.20 0.05 0.10 Recreation Coordinator 0.00 0.20 0.20 Recreation Assistant 0.57 0.39 0.34 Total 0.77 0.64 0.64

81 EXPENDITURE DETAIL

Fund 100 - General

Program 4004 - Day Camp

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 18,748 16,531 16,531 21,618 4102 Part-Time Salaries 6,601 14,209 14,209 11,786

4104 Overtime - - 42 - 4201 Retirement 2,938 1,843 1,843 2,706 4202 Health Insurance 3,916 3,946 3,946 2,042 4203 Vision Insurance 62 55 55 56 4204 Dental Insurance 399 345 345 326 4205 Life Insurance 31 39 39 34 4209 Disability Insurance 169 161 161 207 4210 Other 633 1,115 1,115 989 Total Salaries & Benefits $ 33,497 $ 38,244 $ 38,286 $ 39,765

5107 Contract Personnel 43,803 52,000 40,000 42,000

5401 Advertising & Noticing - 800 500 800 6160 Operating Supplies 5,735 7,500 7,500 7,500 Total Operating & Maintenance $ 49,538 $ 60,300 $ 48,000 $ 50,300

Total Expenditures $ 83,035 $ 98,544 $ 86,286 $ 90,065 Source of Funds General Fund 100 83,035 98,544 86,286 90,065 Total Source of Funds $ 83,035 $ 98,544 $ 86,286 $ 90,065

82 SPORTS

Youth sports programs are designed for boys and girls in kindergarten through 8th grade. Programs are comprised of competitive sports leagues which are led by City staff, volunteer coaches or independent contract instructors. Programs for younger athletes include flag football, basketball and coach-pitch baseball with the focus on sportsmanship, fundamentals, and fun. In addition to recreation and instruction, the middle school sports program serves as a feeder program for high school athletics including volleyball, basketball, cheerleading and tennis.

Additional girl-specific sports programs, clinics and sport leagues are offered annually including volleyball, tennis, basketball and softball.

The Itty Bitty sports program gives children under the age of five an introduction to sports over a four to six week period. Contract instructors focus on age appropriate activities and games that include basic fundamentals and sport concepts. Children in the Itty Bitty classes also receive a medal or participation award at the end of the program.

To serve adults in the community, an evening drop-in basketball program is offered at the Malibu High School gymnasium throughout the year. Adult softball leagues are held at Malibu Bluffs Park giving adults the opportunity to engage in athletics during the summer and fall season.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Recreation Manager 0.00 0.00 0.00 Recreation Supervisor 0.50 0.10 0.10 Recreation Coordinator 0.00 0.50 0.30 Recreation Assistant 0.58 0.96 1.02 Total 108 156 142

83 EXPENDITURE DETAIL

Fund 100 - General

Program 4006 - Sports

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 46,140 39,012 37,774 27,682 4102 Part-Time Salaries 27,736 34,048 28,000 35,363

4104 Overtime - 100 100 100 4201 Retirement 7,491 4,192 4,192 3,442 4202 Health Insurance 9,790 9,380 9,380 2,042 4203 Vision Insurance 165 128 128 67 4204 Dental Insurance 1,050 812 812 389 4205 Life Insurance 87 93 93 44 4209 Disability Insurance 470 380 380 266 4210 Other 1,744 2,658 2,658 1,748 Total Salaries & Benefits $ 94,673 $ 90,803 $ 83,517 $ 71,144

5107 Contract Personnel 22,022 30,000 30,000 22,000

5107.01 Contract Personnel - Girls Sports - - - 9,000 5300 Travel&Training 2,417 1,200 600 1,200

5330 Dues & Memberships 70 - 200 250 5340 Transportation & Mileage 145 150 350 500 5401 Advertising & Noticing 305 1,900 4,000 2,000 6160 Operating Supplies 22,491 25,000 23,000 24,000 Total Operating & Maintenance $ 47,450 $ 58,250 $ 58,150 $ 58,950

Total Expenditures $ 142,123 $ 149,053 $ 141,667 $ 130,094 Source of Funds General Fund 100 142,123 149,053 141,667 130,094 Total Source of Funds $ 142,123 $ 149,053 $ 141,667 $ 130,094

84 COMMUNITY CLASSES

Community classes cover a broad spectrum of educational and recreational opportunities for people of all ages and interests. Classes are offered at City facilities as well as shared use facilities. After-school enrichment programs are offered for children at local schools in Kindergarten through 5th grade.

Participation in recreational activities offers a variety of positive experiences for people of all ages. Parent & Me programs (newborn to age 4) focus on providing opportunities for children to develop social, cognitive and motor skills all while bonding with a caregiver. Preschool classes provide children with opportunities to develop social and basic skills, coordination and self- expression through programs such as art classes, music and theater arts. School-aged children continue to develop social skills and explore their interests while participating in programs such as sports, music, acting, computer, dance and art classes.

Programs for adults provide opportunities for social interaction, developing a hobby or improving a skill. The Department offers one-day workshops on a variety of topics including health and wellness, crafts, cooking, writing and more. The workshops give participants a chance to learn something new in a brief one-day class.

The Department coordinates and develops teen programming with thern assistance of the Harry Barovsky Memorial Youth Commission. New teen programs and activities promote self- confidence, health, volunteerism and educational programs.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Recreation Manager 0.05 0.00 0.00 Recreation Supervisor 0.20 0.20 0.25 Recreation Coordinator 0.75 0.90 0.40 Recreation Assistant 0.95 0.48 0.50 Total 1.95 1.58 1.15

85 EXPENDITURE DETAIL 1

Fund 100- General

Program 4007 - Community Classes

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 64,963 72,353 71,321 47,025 4102 Part-Time Salaries 32,587 17,169 12,000 18,187 4104 Overtime 37 100 100 100 4201 Retirement 6,770 5,938 5,938 3,562 4202 Health Insurance 10,368 11,390 11,390 3,142 4203 Vision Insurance 152 159 159 45 4204 Dental Insurance 939 971 971 253 4205 Life Insurance 125 139 139 75 4209 Disability Insurance 646 708 708 461 4210 Other 2,829 3,740 3,740 2,199 Total Salaries & Benefits $ 119,416 $ 112,667 $ 106,466 $ 75,050

5107 Contract Personnel 108,557 75,500 75,500 95,000 5300 Travel &Training 1,303 1,500 100 1,000 5330 Dues & Memberships 1,347 800 800 800 5340 Transportation & Mileage 96 350 350 350 5401 Advertising and Noticing 432 2,700 2,700 2,700

5640 Equipment Maintenance - - - - 6160 Operating Supplies 6,359 4,500 4,500 4,500

6175 Recreation Transportation - - - -

6176 RecreationTripAdmission - 1,500 1,500 - Total Operating & Maintenance $ 118,094 $ 86,850 $ 85,450 $ 104,350

Total Expenditures $ 237,510 $ 199,517 $ 191,916 $ 179,400 Source of Funds General Fund 100 237,510 199,517 191,916 179,400 Total Source of Funds $ 237,510 $ 199,517 $ 191,916 $ 179,400

86 SENIOR ADULTS

Programs for seniors and active adults are offered in the City’s Senior and Active Adult Center located in Malibu City Hall. Various recreational programs are offered at low or no-cost to participants including choir, ballet, tap and chair yoga. Additional outreach programs such as the AARP driver safety program, health screenings, and financial planning provide valuable information to seniors.

Free informational lectures are offered on various topics including fire resilancy, Alzheimer’s awareness, and technology. Emeritus College uses the Center to provide enrichment classes such as modern poetry, autobiography, creative writing and art appreciation.

The Senior Center hosts the Monthly Luncheon event featuring catered food, live entertainment and raffle prizes. Approximately 80 seniors attend the event which partners with local businesses who donate food and raffle prizes.

The Center is open Monday through Friday for social interaction, outreach services and programming. The Center provides access to resources in the form of library materials, DVDs, and computers with internet service and Wi-Fi capabilities. Fitness activities, luncheons, and monthly excursions afford a variety of opportunities for participants to become involved in community programs.

2017-18 2018-19 2019-20 Staffing Actual Budget Adopted Recreation Manager 0.05 0.00 0.00 Recreation Supervisor 0.00 0.10 0.10 Senior Recreation Coordinator 0.85 0.00 0.00 Recreation Coordinator 0.00 0.80 0.80 Recreation Assistant 0.95 0.58 0.98 Total 1.85 1.48 1.88

87 EXPENDITURE DETAIL

Fund 100 - General

Program 4008 - Senior Adults

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 48,291 56,865 55,893 61,258 4102 Part-Time Salaries 32,961 21,013 29,000 37,657 4104 Overtime 24 100 131 100 4201 Retirement 3,600 5,320 5,320 5,846 4202 Health Insurance 4,213 13,847 13,847 7,981 4203 Vision Insurance 66 186 186 124 4204 Dental Insurance 402 1,180 1,180 705 4205 Life Insurance 86 139 139 128 4209 Disability Insurance 470 555 555 596 4210 Other 2,080 3,178 3,178 3,715 Total Salaries & Benefits $ 92,193 $ 102,383 $ 109,429 $ 118,110

5107 Contract Personnel 28,195 32,500 25,000 33,000 5205 Postage 4,000 4,900 4,900 5,000 5300 Travel & Training 238 1,000 1,800 1,200

5340 Transportation & Mileage - 350 350 350 6160 Operating Supplies 17,503 14,000 14,500 22,000 6175 Recreation Transportation 1,231 1,000 500 1,000 6176 Recreation Trip Admissions 7,506 12,000 4,000 8,000 Total Operating & Maintenance $ 58,673 $ 65,750 $ 51,050 $ 70,550

Total Expenditures $ 150,866 $ 168,133 $ 160,479 $ 188,660 Source of Funds General Fund 100 150,866 168,133 160,479 188,660 Total Source of Funds $ 150,866 $ 168,133 $ 160,479 $ 188,660

88 PARK MAINTENANCE

The primary goal of the Park Maintenance Division is to provide safe and clean facilities while protecting the natural resources of each facility and surrounding areas. Landscape and facility maintenance is conducted for the following areas:

• Charmlee Wilderness Park located at 2577 Encinal Canyon Road consists of five hundred thirty-two acres of open space and hiking trails within the Santa Monica Mountains Coastal Slope Environment.

• Malibu Bluffs Park located at 24250 Pacific Coast Highway (PCH) is a ten-acre community park that includes two baseball fields, a multi-use sports field, three playground areas, three picnic areas, a community center building, restrooms (3 sets), parking lot, sidewalks, six acres of turf area, native vegetation, and landscaped areas adjacent to the community center and parking lot.

• Malibu Equestrian Park located at 6225 Merritt Drive consists of two riding arenas, a picnic area, restroom building, riding trails, parking lots and native vegetation.

• Trancas Canyon Park located at 6050 Trancas Canyon Road is a six and one-half acre neighborhood park containing an access road, vehicle parking, playground, decomposed granite dog park, restroom building, picnic shelter, full irrigation system, native vegetation and one and one quarter (1%) acre turf field.

• Las Flores Creek Park located at 3805 Las Flores Creek Road is a four-acre neighborhood park situated along Las Flores Creek with walking paths, restroom building, picnic areas, playground, full irrigation system and native vegetation.

• Legacy Park located at 23500 Civic Center Way is a fifteen-acre park consisting of native vegetation (xeriscape), full irrigation system and pedestrian walkways.

• Three Median Strips are maintained by the Department and are located at John Tyler Ave and PCH, Malibu Canyon Rd and Civic Center Way, PCH at Webb Way.

• Cross Creek Road and Civic Center planters, walkways and native vegetation are also managed by the Department.

On April 8, 2019, the Council voted not to extend the five-year lease agreement between the City and the Santa Monica Mountains Conservancy which will give control of Charmlee Wilderness Park back to the City and control of the Bluffs Open Space back to the Conservancy. On April 24, 2019, the Council directed that Charmlee Park remain closed in Fiscal Year 2019-2020 in order to recover from the Woolsey Fire.

The budget for electricity was increased by $8,000 for Fiscal Year 2019-2020 to account for the City opting in to 100% renewable energy under the Clean Power Alliance.

Maintenance expenses for Legacy Park are covered in the Legacy Park Division 7008.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Parks Supervisor 1.00 0.75 0.75 Park Maintenance Worker 1.00 0.75 0.75 Recreation Assistant 0.52 0.52 0.82 Total 2.52 2.02 2.32

89 EXPENDITURE DETAIL

Fund 100 - General

Program 4010 - Park Maintenance

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 108,024 119,254 117,378 125,143 4102 Part-Time Salaries 21,130 17,701 17,701 29,483 4104 Overtime 467 600 600 600 4201 Retirement 25,486 20,685 20,685 22,744 4202 Health Insurance 39,158 29,034 29,034 30,631 4203 Vision Insurance 622 478 478 501 4204 Dental Insurance 3,985 2,989 2,989 2,989 4205 Life Insurance 309 231 231 213 4209 Disability Insurance 1,488 1,118 1,118 1,158 4210 Other 5,237 5,480 5,480 5,931 Total Salaries & Benefits $ 205,906 $ 197,570 $ 195,694 $ 219,392

5100 Professional Services 239,565 420,000 350,000 350,000 5127 Weed Abatement 18,774 20,000 20,000 35,000 5130 Parks Maintenance 126,494 158,000 150,000 160,000 5300 Travel & Training 1,290 3,000 1,600 1,600

5340 Transportation & Mileage - 300 100 100 5610 Facilities Maintenance 35,063 39,500 26,000 45,000

5612 Sewer Service Fees - 3,000 3,000 5,500 5640 Equipment Maintenance 141 1,300 1,300 1,300 5710 Facilities Rent 4,954 4,700 7,000 5,000 5721 Telephone 5,920 6,000 6,000 8,500 5722 Electricity 10,548 12,000 12,000 20,000 5723 Water 101,363 120,000 100,000 85,000 6160 Operating Supplies 12,104 15,000 15,000 17,000 6300 Tools & Minor Equipment 1,977 4,000 4,000 4,000 6400 Clothing & Emergency Gear 1,322 1,500 1,500 1,600

6600 Equipment Parts - 1,000 1,000 1,000 Total Operating & Maintenance $ 559,515 $ 809,300 $ 698,500 $ 740,600

7300 Capital Outlay - 37,000 37,000 35,000

Total Capital Outlay $ - $ 37,000 $ 37,000 $ 35,000

8100 Vehicle Allocation 10,000 10,000 10,000 10,000 8500 Information Systems Allocation 4,500 9,000 9,000 9,000 Total Internal Service Charges $ 14,500 $ 19,000 $ 19,000 $ 19,000

Total Expenditures $ 779,921 $ 1,062,870 $ 950,194 $ 1,013,992 Source of Funds General Fund 100 779,921 1,062,870 950,194 928,992

Deferred Maintenance - City Facilities Reserve - - - 35,000

Parkland Development Fund - - - 50,000 Total Source of Funds $ 779,921 $ 1,062,870 $ 950,194 $ 1,013,992

90 SPECIAL EVENTS

The Community Services Department coordinates several special events throughout the year, including Spring Hoppening, Chumash Day, Breakfast with Santa, the Halloween Carnival and the Student Art Exhibit. Additional smaller events including Tiny Tot Olympics, CineMalibu, Gold Hunt and Touch-A-Truck are also held each year.

Special event programming has continued to evolve and grow including the City’s Cars and Coffee monthly event as well as teen events sponsored by the Harry Barovsky Memorial Youth Commission.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Recreation Manager 0.50 0.00 0.00 Recreation Supervisor 0.00 0.50 0.60 Senior Recreation Coordinator 0.05 0.00 0.00 Recreation Coordinator 0.25 0.20 0.60 Recreation Assistant 0.64 0.89 0.86 Total 1.44 1.59 2.06

91 EXPENDITURE DETAIL

Fund 100- General

Program 4011 - Special Events

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 71,979 51,392 51,392 89,414 4102 Part-Time Salaries 19,282 31,609 26,000 31,509 4104 Overtime 100 100 100 4201 Retirement 10,241 4,145 4,145 7,757 4202 Health Insurance 11,194 8,934 8,934 5,926 4203 Vision Insurance 117 118 118 101 4204 Dental Insurance 795 739 739 579 4205 Life Insurance 98 99 99 149 4209 Disability Insurance 659 504 504 871 4210 Other 2,219 3,044 3,044 3,894 Total Salaries & Benefits $ 116,584 $ 100,684 $ 95,075 $ 140,300

5107 Contract Personnel 12,274 25,000 25,000 19,000 5330 Dues & Memberships 786 1,200 1,300 2,000 5401 Advertising & Noticing 2,494 8,500 5,000 7,000

5640 Equipment Maintenance - 1,500 1,700 500 6160 Operating Supplies 24,364 28,000 33,000 28,000 6175 Recreation Transportation 7,364 8,000 5,000 6,000 Total Operating & Maintenance $ 47,282 $ 72,200 $ 71,000 $ 62,500

8500 Information Systems Allocation 4,500 4,500 4,500 4,500 Total Internal Service Charges $ 4,500 $ 4,500 $ 4,500 $ 4,500

Total Expenditures $ 168,366 $ 177,384 $ 170,575 $ 207,300 Source of Funds General Fund 100 168,366 177,384 170,575 207,300 Total Source of Funds $ 168,366 $ 177,384 $ 170,575 $ 207,300

92 CULTURAL ARTS

The Community Services Department works with the Cultural Arts Commission to coordinate and produce several programs and projects related to cultural arts within the Malibu community.

The Arts in Education program benefits local schools and features various speakers from different artistic backgrounds and art workshops for children across all grade levels. The program has provided students with insight into potential careers and creative expression that they may not otherwise receive through existing school programs.

The Malibu Poet Laureate Program continues to grow. The program blossomed under its first Poet Laureate, Ricardo Means Ybarra, and is expected to be successful under new Poet Laureate Helen Reich. The program promotes literary arts around the community, coordinates workshops for school-aged children and adults, and hosts poetry programs with the Malibu Library. The Call to the Wall Poetry event showcases professional and emerging poets while visual artwork provides a backdrop to the performance space.

City Hall Art Exhibitions have become a popular mainstay with several exhibits receiving noteworthy praise from the community. Quarterly exhibitions feature local artists and themes, and commence with an opening reception to recognize contributing artists and their work.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Community Services Director 0.00 0.00 0.20 Comm. Services Deputy Director 0.00 0.50 0.30 Recreation Manager 0.75 0.00 0.00 Recreation Supervisor 0.00 0.20 0.10 Recreation Coordinator 0.50 0.10 0.20 Administrative Assistant 0.05 0.05 0.05 Recreation Assistant 0.40 0.22 0.17 Total 1.70 1.07 1.02

93 EXPENDITURE DETAiL

Fund 100 - General

Program 4012 - Cultural Arts

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 44,379 88,258 88,258 94,810 4102 Part-Time Salaries 7,712 8,507 4,000 6,755 4104 Overtime 57 100 194 100 4201 Retirement 3,724 14,353 14,353 15,365 4202 Health Insurance 3,528 16,006 16,006 10,704 4203 Vision InsUrance 30 198 198 158 4204 Dental Insurance 197 1,297 1,297 958 4205 Life Insurance 34 131 131 150

4208 Deferred Compensation - - - 600 4209 Disability Insurance 220 706 706 680 4210 Other 999 3,594 3,594 3,196 Total Salaries & Benefits $ 60,880 $ 133,150 $ 128,737 $ 133,475

5107 Contract Personnel 41,695 44,000 7,000 16,000

5300 Travel & Training 1,000 - 1,000

5330 Dues&Membership - 4,100 1,000 2,000 5401 Advertising & Noticing 6,119 17,000 5,000 15,000 6160 Operating Supplies 72,154 45,000 5,000 14,000 Total Operating & Maintenance $ 119,968 $ 111,100 $ 18,000 $ 48,000

8500 Information Systems Allocation 4,500 4,500 4,500 4,500 Total Internal Service Charges $ 4,500 $ 4,500 $ 4,500 $ 4,500

Total Expenditures $ 185,348 $ 248,750 $ 151,237 $ 185,975 Source of Funds General Fund 100 185,348 248,750 151,237 185,975 Total Source of Funds $ 185,348 $ 248,750 $ 151,237 $ 185,975

94 LEGACY PARK

In 2006, the City of Malibu purchased the 20-acre parcel located in the Civic Center at the southeast corner of Civic Center Way and Webb Way. The site consists of approximately 17 acres of vacant land and 3 acres of commercially developed property. The $25 million property was purchased using a combination of state and local grants, community donations, debt financing and City General Fund dollars.

The vacant property was developed as a passive park and is now used as the dispersal site for treated wastewater and stormwater in the Civic Center area. The three buildings have remained as commercial tenants and provide a revenue source for the City to fund the payments of the debt financing as well as project planning and design costs, insurance, maintenance and property management of the site. Certain clean water related expenses are also funded by this revenue source including Clean Water (3003) and City Facilities (3007).

Debt service is budgeted to Department 7004 and the Operations of the property are budgeted to Department 7008.

Staff salaries directly related to Legacy Park are charged directly to this account. Professional Services has been increased to reflect increases in the landscape maintenance contract. Additionally, there is a new charge for Sewer Service Fees to account for the new connection to the Civic Center Wastewater Treatment Facility. These sewer service fees will be reimbursed by the commercial tenants.

The budget for electricity was increased by $8,000 for Fiscal Year 2019-2020 to account for the City opting in to 100% renewable energy under the Clean Power Alliance.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Parks Supervisor 0.00 0.25 0.25 Park Maintenance Worker 0.00 0.25 0.25 Recreation Assistant 0.50 0.67 0.46 Total 0.50 1.17 0.96

95 EXPENDITURE DETAIL

Fund 500 - Legacy Park

Program 7008 - Legacy Park Operations

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 48559 39,751 39,751 41,714

4102 Part-Time Salaries - 24,276 16,000 16,703

4104 Overtime - 100 - 100

4201 Retirement - 7,134 7,134 7,671

4202 Health Insurance - 9,678 9,678 10,210

4203 Vision Insurance - 159 159 167

4204 Dental Insurance - 996 996 996

4205 Life Insurance - 77 77 71 4209 Disability Insurance 373 373 386

4210 Other - 2,295 2,295 2,152 Total Salaries & Benefits $ 48,559 $ 84,839 $ 76,463 $ 80,171

5100 Professional Services 92,133 220,000 125,000 275,000 5130 Park Maintenance 33,252 100,000 100,000 100,000 5210 Service Fees and Charges 1,101 2,000 2,000 2,000 5510 Insurance Premiums 109,113 115,000 116,952 128,000

5610 Facilities Maintenance - Buildings 39,847 60,000 58,000 60,000

5612 SewerService Fees - 88,000 65,650 88,000 5722 Electricity 11,699 10,000 17,000 18,000 5723 Water 13,454 30,000 30,000 30,000 6160 Operating Supplies 367 20,000 20,000 20,000 Total Operating & Maintenance $ 300,966 $ 645,000 $ 534,602 $ 721,000

7300 Improvements 8,000 8,000 Total Capital Outlay $ 8,000 $ 8,000 $

Total Expenditures $ 349,525 $ 737,839 $ 619,065 $ 801,171 Source of Funds Legacy Park Project Fund 500 349,525 737,839 619,065 801,171 Total Source of Funds $ 349,525 $ 737,839 $ 619,065 $ 801,171

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97 ENVIRONMENTAL SUSTAINABILITY DEPARTMENT

Department Expenditures by Program

2017-18 2018-19 2018-19 2019-20 Department Program Actual Budgeted Projected Proposed 2004 Building Safety/SustainabiIit~ 2,048,703 2,100,306 2,300,993 2,316,261 2010 Wastewater Management 760,874 884,316 748,178 835,004 3003 Clean Water 700,904 901,208 819,153 1,047,301 3004 Solid Waste Management 115,128 163,076 147,576 163,601 Total $ 3,625,609 $ 4,048,906 $ 4,015,900 $ 4,362,168

98 BUILDING SAFETY AND SUSTAINABILITY

The Building Safety and Sustainability Program ensures that building projects within the City comply with all applicable codes to safeguard the health and safety of the community, private and public property, and the environment. Building Safety staff foster a sustainable community by facilitating the implementation of building construction, repair, and maintenance practices that minimize negative environmental impacts. Program staff also oversee the City’s energy and water efficiency incentive programs, and explore innovative options to increase environmental sustainability citywide. The program is funded through the General Fund with revenue support derived from building permit and inspection fees and grant awards.

On April 24, 2019, City Council directed staff to include $200,000 in funding for Professional Services to complete a Coastal Vulnerability Study in Fiscal Year 2019-2020.

Building Safety expenses associated with the Woolsey Fire are accounted for in Division 3002.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed ESD Director/Building Official 0.25 0.25 0.25 ESD Mgr./Deputy Building Official 0.50 0.50 0.50 Certified Plans Examiner 1.00 1.00 1.00 Supervising Building Inspector 0.00 0.00 1.00 Senior Building Inspector 1.00 1.00 0.00 Building Inspector 2.00 2.00 2.00 Environmental Sustainability Analyst 1 .00 1.00 1.00 Senior Permit Services Technician 2.00 2.00 2.00 Administrative Analyst 0.00 1.00 1 .00 Senior Administrative Assistant 1.00 0.00 0.00 Office Assistant 1.50 1.50 2.00 Total 10.25 10.25 10.75

99 EXPENDITURE DETAIL

Fund 101 - General

Program 2004 - Building Safety and Sustainability

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 690,468 859,162 844,674 878,700

4102 Part-Time Salaries - 16,176 16,176 33,978

4104 Overtime - 1,000 2,875 1,000 4201 Retirement 103,504 127,331 127,331 134,293 4202 Health Insurance 107,508 124,613 124,613 117,267 4203 Vision Insurance 1,547 1,839 1,839 1,709 4204 Dental Insurance 9,969 11,473 11,473 10,113 4205 Life Insurance 1,196 1,390 1,390 1,265 4208 Deferred Compensation 766 750 750 750 4209 Disability Insurance 6,718 7,636 7,636 7,800 4210 Other 20,334 34,916 34,916 35,868 Total Salaries & Benefits $ 942,010 $ 1,186,286 $ 1,173,673 $ 1,222,741

5100 Professional Services 964,997 780,000 995,000 960,000 5107 Contract Personnel 31,126 10,000 16,000 11,000 5205 Postage 120 120 120 5210 Service Fees and Charges 11,115 7,500 7,500 7,500 5300 Travel &Training 10,689 13,500 13,500 13,500 5330 Dues & Memberships 1,385 2,500 1,000 2,500 5340 Mileage 393 2,000 1,000 2,000 5401 Advertising & Noticing 66 400 200 400

5405 Printing - 2,000 1,000 2,000 5415 Public Records Printing 8,290 13,000 10,000 13,000 5721 Telephone 2,726 2,500 2,500 2,500 6130 Records Retention 6,506 6,000 6,000 6,000 6160 Operating Supplies 3,518 4,000 4,000 3,000 6200 Publications 1,184 4,000 3,000 4,000 6400 Clothing & Emergency Gear 198 2,000 2,000 1,500 Total Operating & Maintenance $ 1,042,193 $ 849,520 $ 1,062,820 $ 1,029,020

8100 Vehicle Allocation 15,000 15,000 15,000 15,000 8500 Information Systems Allocation 49,500 49,500 49,500 49,500 Total Internal Service Charges $ 64,500 $ 64,500 $ 64,500 $ 64,500

Total Expenditures $ 2,048,703 $ 2,100,306 $ 2,300,993 $ 2,316,261 Source of Funds General Fund 101 2,048,703 2,100,306 2,300,993 2,316,261 Total Source of Funds $ 2,048,703 $ 2,100,306 $ 2,300,993 $ 2,316,261

100 WASTEWATER MANAGEMENT PROGRAM

The Wastewater Management Program administers permitting, plan review, and oversight programs for Onsite Wastewater Treatment Systems (OWTS). Wastewater Management staff reviews development projects for OWTS compliance with Local Coastal Program requirements and state and local ordinances, and strives to maintain OWTS as a sustainable method of sewage disposal within the City. The Statewide OWTS Policy establishes minimum requirements for local agencies permitting OWTS, and Wastewater Management staff maintains City codes and OWTS guidelines in conformance with these requirements. Wastewater Management staff also assist City Code Enforcement and Clean Water Program personnel in conducting investigations of wastewater related spills and illicit discharges. The program is funded through the General Fund with revenue support derived from plan review fees and OWTS permit fees.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed ESD Director/Building Official 0.25 0.25 0.25 ESD Mgr./Deputy Building Official 0.50 0.50 0.50 Environmental Health Administrator 1.00 1.00 1.00 Wastewater Management Program Specialist 1.00 1.00 1.00 Permit Services Technician 1.00 1.00 1.00 Total 375 375 375

101 EXPENDITURE DETAIL

Fund 101 - General

Program 2010 - Wastewater Management

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 364,630 349,362 345,574 372,676 4201 Retirement 55,142 53,626 53,626 59,112 4202 Health Insurance 62,836 57,696 57,696 58,894 4203 Vision Insurance 956 931 931 977 4204 Dental Insurance 6,366 5,772 5,772 5,772 4205 Life Insurance 640 594 594 541 4208 Deferred Compensation 766 750 750 750 4209 Disability Insurance 3,557 2,732 2,732 2,836 4210 Other 10,365 13,553 13,553 14,147 Total Salaries & Benefits $ 505,258 $ 485,016 $ 481,228 $ 515,704

5100 Professional Services 238,014 380,000 250,000 300,000 5300 Travel & Training 2,992 2,500 1,000 2,500

5330 Dues & Memberships - 350 350 350 5340 Transportation & Mileage 85 100 100 100 5405 Printing 150 50 150 5721 Telephone 918 1,200 1,200 1,200 6160 Operating Supplies 107 1,500 750 1,500 Total Operating & Maintenance $ 242,116 $ 385,800 $ 253,450 $ 305,800

8500 Information Systems Allocation 13,500 13,500 13,500 13,500 Total Internal Service Charges $ 13,500 $ 13,500 $ 13,500 $ 13,500

Total Expenditures $ 760,874 $ 884,316 $ 748,178 $ 835,004 Source of Funds General Fund 101 760,874 884,316 748,178 835,004 Total Source of Funds $ 760,874 $ 884,316 $ 748,178 $ 835,004

102 CLEAN WATER PROGRAM

The Clean Water Program serves to protect local surface waters (creeks, streams, and the ocean) and groundwater through actions that minimize and eliminate impacts of human activities that could adversely affect water quality and water supply. Program tasks are implemented using a holistic approach that includes education, outreach, conservation, and regulatory compliance projects. The program implements water quality monitoring and reporting tasks as required for City compliance with regulatory provisions of the Federal Clean Water Act and State Porter Cologne Act. As a local agency member of several regional cooperative partnerships and initiatives, the program contributes support to various water quality control projects and studies within the coastal watersheds of the North Santa Monica Bay, including the Malibu Creek and Lagoon Watershed. The program is funded through a combination of the Legacy Park Fund and the General Fund.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed ESD Director/Building Official 0.25 0.25 0.25 Sr. Env. Program Coordinator 0.80 0.00 0.00 Environmental Program Coordinator 0.00 1.60 1.60 Environmental Program Specialist 1.00 0.00 0.00 Administrative Assistant 1.00 1.00 1.00 Total 305 285 285

103 EXPENDITURE DETAIL

Fund 101 - General

Program 3003 - Clean Water Program

2017-18 2018-19 2018-19 2019-20~ Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 269,411 249,255 239,566 267,312 4104 Overtime 354 1,000 100 250 4201 Retirement 33,419 36,380 36,380 39,735 4202 Health Insurance 34,537 28,662 28,662 40,291 4203 Vision Insurance 438 393 393 589 4204 Dental Insurance 2,744 2,396 2,396 3,484 4205 Life Insurance 479 429 429 422 4208 Deferred Compensation 734 750 750 750 4209 Disability Insurance 2,578 2,208 2,208 2,334 4210 Other 7,221 9,806 9,806 10,268 Total Salaries & Benefits $ 351,915 $ 331,279 $ 320,690 $ 365,434

5100 Professional Services 80,014 262,000 145,000 264,000

5100-01 Water Conservation - - 200 - 5100-02 Coordinated Integrated Monitoring Program 243,986 277,129 324,963 388,467

5205 Postage - 500 500 500 5300 Travel & Training 851 6,500 3,500 5,000 5330 Dues & Memberships 843 1,000 1,000 1,000 5340 Mileage 141 300 200 300 5401 Advertising&Noticing 1,170 1,500 1,500 1,500 5405 Printing 3,244 4,000 4,000 4,000

5721 Telephone 148 - 600 600 6160 Operating Supplies 5,092 3,500 3,500 3,000 Total Operating & Maintenance $ 335,489 $ 556,429 $ 484,963 $ 668,367

8500 Information Systems Allocation 13,500 13,500 13,500 13,500 Total internal Service Charges $ 13,500 $ 13,500 $ 13,500 $ 13,500

Total Expenditures $ 700,904 $ 901,208 $ 819,153 $ 1,047,301 Source of Funds General Fund 101 400,904 561,208 569,153 557,301

General Fund 100 - Water Quality Settlement - 90,000 - 90,000 Legacy Park Fund 500 300,000 250,000 250,000 400,000 Total Source of Funds $ 700,904 $ 901,208 $ 819,153 $ 1,047,301

104 SOLID WASTE MANAGEMENT

The Solid Waste Management Program implements the City’s waste reduction, recycling, household hazardous waste, hauling policies, and other programmatic elements to meet the solid waste collection and diversion requirements mandated by state laws and regulation. Activities of the program include: residential curbside collection of recyclable post-consumer and green waste and refuse; commercial waste disposal, mandatory recycling, and mandatory organics recycling program requirements; inspections and monitoring for commercial business compliance; special collection events for hard to dispose of items; and public outreach. The program is funded through the Solid Waste Management Fund with revenue support derived from waste hauler surcharge and recycling fees, as well as grant proceeds.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed ESD Director/Building Official 0.25 0 25 0.25 Sr. Env. Program Coordinator 0.20 0.00 0.00 Environmental Program Coordinator 0.00 0.40 0.40 Total 045 065 065

105 EXPENDITURE DETAIL

Fund 207 - Waste Management

Program 3004 - Solid Waste Management

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 56,912 79,677 79,677 85,697

4104 Overtime - - - - 4201 Retirement 8,360 12,073 12,073 13,305 4202 Health Insurance 3,158 4,839 4,839 7,618 4203 Vision Insurance 42 70 70 118 4204 Dental Insurance 260 411 411 683 4205 Life Insurance 110 142 142 135 4208 Deferred Compensation 734 750 750 750 4209 Disability Insurance 494 546 546 573 4210 Other 924 2,568 2,568 2,722 Total Salaries & Benefits $ 70,994 $ 101,076 $ 101,076 $ 111,601

5100 Professional Services 35,336 50,000 35,000 40,000 5401 Advertising & Noticing 3,068 4,000 4,000 4,000

5405 Printing - 500 500 500 5850 Recycling Supplies 3,674 5,000 5,000 5,000 6160 Operating Supplies 2,056 2,500 2,000 2,500 Total Operating & Maintenance $ 44,134 $ 62,000 $ 46,500 $ 52,000

Total Expenditures $ 115,128 $ 163,076 $ 147,576 $ 163,601 Source of Funds Solid Waste Management Fund 207 115,128 163,076 147,576 163,601 Total Source of Funds $ 115,128 $ 163,076 $ 147,576 $ 163,601

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107 PLANNING

Department Expenditures by Program

2017-18 2018-19 2018-19 2019-20 Department Program Actual Budgeted Projected Proposed 2001 Planning 2,154,430 2,713.909 2549,914 2,772,410 2012 Code Enforcement 277,344 380,702 374,417 367,394 Total $ 2,431,774 $ 3,094,611 $ 2,924,331 $ 3,139,804

108 PLANNING DEPARTMENT

The Planning Department assists the community in planning for the future and managing development consistent with the community vision, while meeting City regulatory obligations. Staff provides a wide range of professional advice and services to the public, applicants, outside agencies, the Planning Commission and the City Council. The Planning Department provides Current and Long Range Planning, Biological Services and Code Enforcement, as well as a robust public information and records management program.

Current Planning includes reviewing entitlement requests for planning conformance and condition compliance and conducting California Environmental Quality Act environmental review. Long Range Planning includes General Plan, Zoning Ordinance and Local Coastal Program updates in response to Council priorities, regulatory changes and community needs, plus preparation of special studies and coordination with other agencies (e.g., California Coastal Commission and Southern California Association of Governments) on recreational access, natural resources, affordable housing and transportation. The Department also provides GIS mapping and data.

Biological Services include review of project biology reports, landscape plans and landscape water conservation compliance, as well as staff support to the Environmental Review Board and the maintenance of Environmentally Sensitive Habitat Area maps.

The Department provides staff support to the Planning Commission, Zoning Ordinance Revisions and Code Enforcement Subcommittee (ZORACES), Environmental Review Board and Subdivision Review Committee, as well as project-specific committees as needed.

A primary Planning Department focus is improving public engagement and the public’s access to information. Planning and development information may be gathered in person at the public counter, by phone, email, and online. The Department actively uses social media and is continuing to increase the number of planning related public records that are available through OnBase, the City’s online information portal.

For Fiscal Year 2019-2020, an additional Assistant Planner position is proposed as part of the Department’s successful strategy to train and promote from within to build capacity and improve efficiency. One existing Office Assistant position is proposed to be re-classified to Senior Office Assistant, for a total of two, as a reflection of the increasingly complex digital public records management process. The Planning Manager position has been revised to Assistant Planning Director to reflect the responsibility of standing in for the Planning Director in her absence. Planning Department expenses associated with the Woolsey Fire are accounted for in Division 3002.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Planning Director 1.00 1.00 1.00 Assistant Planning Director 0.00 0.00 1.00 Planning Manager 1 .00 1 .00 0.00 Principal Planner 0.00 0.00 1.00 Senior Planner 3.00 2.00 1.00 Associate Planner 3.00 3.00 3.00 Assistant Planner 2.00 3.00 4.00 Planning Technician 2.00 3.00 3.00 Senior Administrative Analyst 1.00 1 .00 1 .00 Senior Office Assistant 1 .00 1 .00 2.00 Office Assistant 3.00 2.75 2.00 Planning Intern 0.50 0.50 0.50 Total 17~50 18.25 19.50

109 EXPENDITURE DETAIL

Fund 101 - General

Program 2001 - CurrentlAdvanced Planning

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 1,103,561 1,473,886 1,432,874 1,585,919 4102 Part-Time Salaries 41,890 15,990 15,990 15,360 4104 Overtime 33,949 20,000 36,317 10,000 4201 Retirement 136,507 180,117 180,117 203,990 4202 Health Insurance 176,411 207,816 207,816 235,986 4203 Vision Insurance 2,525 3,028 3,028 3,624 4204 Dental Insurance 15,998 18,819 18,819 21,444 4205 Life Insurance 2,177 2,573 2,573 2,538 4208 Deferred Compensation 3,000 3,000 3,000 3,000 4209 Disability Insurance 10,972 12,737 12,737 13,641 4210 Other 30,762 56,643 56,643 63,409 Total Salaries & Benefits $ 1,557,752 $ 1,994,609 $ 1,969,914 $ 2,158,910

5100 Professional Services 370,069 475,000 350,000 400,000 5100-01 Coastal Dev. Permit Services 100,385 105,000 100,000 80,000

5205 Postage 8 300 - 5210 ServiceFees&Charges 13,166 13,000 10,000 10,000 5300 Travel & Training 1,423 9,000 6,000 6,000 5330 Dues & Memberships 3,637 3,500 2,500 2,500 5340 Mileage 195 1,000 500 500 5401 Advertising & Noticing 9,777 11,500 11,500 15,000

5405 Printing 383 1,500 - 5721 Telephone 848 500 500 500 6160 Operating Supplies 6,562 7,000 8,000 7,000 6200 Publications 225 2,000 1,000 2,000 Total Operating & Maintenance $ 506,678 $ 629,300 $ 490,000 $ 523,500

8500 Information Systems Allocation 90,000 90,000 90,000 90,000 Total Internal Service Charges $ 90,000 $ 90,000 $ 90,000 $ 90,000

Total Expenditures $ 2,154,430 $ 2,713,909 $ 2,549,914 $ 2,772,410 Source of Funds General Fund 101 2,154,430 2,713,909 2,549,914 2,772,410 Total Source of Funds $ 2,154,430 $ 2,713,909 $ 2,549,914 $ 2,772,410

110 CODE ENFORCEMENT

Code Enforcement is responsible for enforcement of the Malibu Municipal Code, the Local Coastal Program, Building Code, and other State and County laws to promote and protect public health, safety and welfare, and the environment. These duties involve responding to questions on a wide range of code compliance areas from the public and outside agencies, and investigating formal complaints. Code Enforcement performs investigations using records, permitting data and extensive field investigation. Staff also work closely with property owners or other responsible parties to determine the appropriate course of action to resolve issues and provides assistance through the abatement process.

Code Enforcement actively coordinates with other City staff including Planning, Building Safety, Geotechnical, Environmental Health and Public Works staff as well as State and County agencies to share information, clarify requirements, and coordinate solutions for code compliance issues. Voluntary compliance is the preferred and most common path. In cases where standard abatement processes are not successful, the Code Enforcement Program works with the City Attorney and City Prosecuting Attorney on administrative remedies and, when necessary, litigation.

The Fiscal Year 2019-2020 Budget includes three full-time Code Enforcement Officers and one part-time Code Enforcement Officer via contract.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Sr. Code Enforcement Officer 1 .00 1.00 1 .00 Code Enforcement Officer 2.00 2.00 2.00 Total 300 300 300

111 EXPENDITURE DETAIL

Fund 101 - General

Program 2012 - Code Enforcement

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 183,680 239,813 232,728 244,493

4104 Overtime 259 2,000 500 - 4201 Retirement 26,876 33,350 33,350 27,678 4202 Health Insurance 39,924 49,135 49,135 37,979 4203 Vision Insurance 603 714 714 528 4204 Dental Insurance 4,022 4,698 4,698 3,338 4205 Life Insurance 386 463 463 384 4209 Disability Insurance 1,798 2,339 2,339 2,335 4210 Other 4,878 8,140 8,140 8,910 Total Salaries & Benefits $ 262,426 $ 340,652 $ 332,067 $ 325,644

5100 Professional Services - 10,000 16,000 14,000 5210 Service Fees & Charges 64 300 100 300 5300 Travel &Training 121 3,000 250 1,000 5330 Dues & Memberships 95 500 500 500

5340 Transportation & Mileage - 250 100 250 5721 Telephone 638 500 1,400 1,200

6160 Operating Supplies - 2,000 500 1,000 Total Operating & Maintenance $ 918 $ 16,550 $ 18,850 $ 18,250

8100 Vehicle Allocation 5,000 10,000 10,000 10,000 8500 Information Systems Allocation 9,000 13,500 13,500 13,500 Total Internal Service Charges $ 14,000 $ 23,500 $ 23,500 $ 23,500

Total Expenditures $ 277,344 $ 380,702 $ 374,417 $ 367,~] Source of Funds General Fund 101 277,344 380,702 374,417 367,394 Total Source of Funds $ 277,344 $ 380,702 $ 374,417 $ 367,394

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113 PUBLIC WORKS

Department Expenditures by Program

2017-18 2018-19 2018-19 2019-20 Department Program Actual Budgeted Projected Proposed 3001 Street Maintenance 1,444,956 1.522,150 1,496,058 1,661,813 3005 Fleet Operations 78,551 231,000 237,500 113,000 3007 Stormwater Treatment Facilities 180,880 231,000 215,000 239,000 3008 Public Works Engineering 1,070,379 1,274,342 1,214,445 1,321,298 3010 CCWTF 180,036 1,837,616 1,352,821 1,814,219 6002-4 Landslide Maint. Districts 358,194 614,007 602,582 544,541 Total $ 3,312,996 $ 5,710,115 $ 5,118,406 $ 5,693,872

114 STREET MAINTENANCE

The Street Maintenance Program is responsible for all activities related to the repair, replacement, and maintenance of 45 centerlIne miles of City-owned streets. The replacement value of 7,000,000 square feet of pavement is approximately $42,000,000 at the current cost of $6.00 per square foot.

The budget for Fiscal Year 2019-2020 includes the following:

• Maintaining the City-owned streets on a regular basis, including but not limited to filling potholes, replacing street signs, weed abatement, maintaining sidewalks and public walkways, and cleaning and maintaining storm drains. The program also includes street sweeping on City-owned streets and parking lots.

• Perform pavement condition inspections on City streets. This inspection data will be used to update the City’s Pavement Management Plan.

• The City’s street sweeping contractor will conduct weekly sweeping of Pacific Coast Highway and monthly sweeping of City streets, facilities, and parking lots.

• Maintaining the City-owned traffic signals, flashing beacons and speed radar signs.

• In Fiscal Year 2019-2020, Wall and Sidewalk Maintenance has been combined with Street Maintenance for simplicity of operations.

Street Maintenance activities are funded through the General Fund, Gas Tax, Traffic Safety Funds and Waste Management Funds.

The budget for Fiscal Year 2019-2020 includes a new Public Works Inspector position. This position will assist with the daily operations of street maintenance tasks, conduct construction inspections on the City’s capital improvement projects and assist with the construction management of infrastructure repair projects resulting from the Woolsey Fire and subsequent winter storms.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Public Works Superintendent 0.80 0.80 0.80 Senior Public Works Inspector 0.80 0.80 0.80 Public Works Inspector 0.00 0.00 0.80 Total 1.60 1.60 2.40

115 EXPENDITURE DETAIL

Fund 100 - General Fund

Fund 201 - Gas Tax

Program 3001 - Street Maintenance

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 159,225 167,325 159,033 229,171 4104 Overtime 1,948 2,000 2,000 2,000 4201 Retirement 26,001 28,700 28,700 35,278 4202 Health Insurance 31,326 30,970 30,970 45,239 4203 Vision Insurance 497 509 509 696 4204 Dental Insurance 3,188 3,188 3,188 4,169 4205 Life Insurance 247 247 247 342 4209 Disability Insurance 1,523 1,344 1,344 1,894 4210 Other 4,454 6,387 6,387 9,024 Total Salaries & Benefits $ 228,409 $ 240,670 $ 232,378 $ 327,813

5100 Professional Services 5,382 34,000 25,000 34,000 5120 Street Maintenance 712,260 694,200 694,200 688,000 5121-01 Street Sweeping 83,220 85,000 60,000 85,000 5123 Storm Response 66,786 50,000 50,000 50,000 512301 Storm Drain System Maintenance 76,434 74,000 74,000 100,000 5124 Traffic Signal Maintenance 49,289 45,000 80,000 58,000

5126 Wall/Sidewalk Maintenance - 35,000 35,000 - 5127 Weed Abatement 34,508 45,280 45,280 63,500 5200 Tree Maintenance 42,000 45,000 45,000 45,000 5300 Travel & Training 490 2,000 1,000 2,000 5721 Telephone 3,524 5,000 3,200 5,000 5722 Electricity 21,473 33,000 22,000 33,000 5725 Trash Pickup/Recycling 41,449 45,000 45,000 45,000 6160 Operating Supplies 38,892 50,000 45,000 77,000 Total Operating & Maintenance $ 1,175,707 $ 1,242,480 $ 1,224,680 $ 1,285,500

7800 Equipment 21,840 20,000 20,000 20,000 Total Capital Outlay $ 21,840 $ 20,000 $ 20,000 $ 20,000

8100 Vehicle Allocation 10,000 10,000 10,000 15,000 8500 Information Systems Allocation 9,000 9,000 9,000 13,500 Total Internal Services $ 19,000 $ 19,000 $ 19,000 $ 28,500

Total Expenditures $ 1,444,956 $ 1,522,150 $ 1,496,058 $ 1,661,813 Source of Funds General Fund 100 969,956 1,032,150 1,036,058 1,181,813 Gas Tax Fund 201 235,000 275,000 265,000 300,000 Traffic Safety Fund 202 200,000 200,000 180,000 180,000

Solid Waste Management Fund 207 40,000 15,000 15,000 - Total Source of Funds $ 1,444,956 $ 1,522,150 $ 1,496,058 $ 1,661,813

116 FLEET OPERATIONS

The Fleet Operations program is responsible for the cost-effective repair, preventative maintenance, fueling, and eventual replacement of the City’s vehicle fleet. This program has also implemented clean air programs relative to vehicles to ensure that the City is doing its part to reduce pollution and improve air quality. The City currently maintains an Electric Vehicle Charging Station in the Malibu Civic Center area.

Fleet Operations are accounted for in the Vehicle Fund, which generates revenue by charging each department with maintenance and rental fees. The City’s fleet of sixteen vehicles includes two pickup trucks, eight sport utility vehicles, and six sedans. Of these sixteen vehicles, ten operate on gasoline and six are hybrids.

Pursuant to the direction of the City Council, new vehicles will be hybrids. Once the City is able to expand its electric vehicle charging capabilities, older vehicles will be replaced, whenever possible, with electric vehicles.

117 EXPENDITURE DETAIL

Fund 601 - Vehicle; Fund 206 - Air Quality

Program 3005 - Fleet Operations

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

5610 Facility Maintenance 747 2,000 - 2,000 5722 Electricity 4,279 9,000 5,500 6,000 6330 Vehicle Maintenance 19,020 20,000 20,000 25,000 6500 Motor Fuel 25,550 20,000 32,000 40,000 Total Operating & Maintenance $ 49,596 $ 51,000 $ 57,500 $ 73,000

7700 Equipment - Vehicles 28,955 180,000 180,000 40,000

7800 Equipment - - - - Total Capital Outlay $ 28,955 $ 180,000 $ 180,000 $ 40,000

Total Expenditures $ 78,551 $ 231,000 $ 237,500 $ 113,000 Source of Funds

General Fund 100 60,000 150,000 102,500 -

Air Quality Management Fund 206 - 30,000 30,000 - Vehicle Fund 601 18,551 51,000 105,000 113,000 Total Source of Funds $ 78,551 $ 231,000 $ 237,500 $ 113,000

118 STORMWATER TREATMENT FACiLITtES

The Stormwater Treatment Facilities program is responsible for all activities related to the repair and replacement of equipment and the maintenance of these facilities.

In 2007, the City completed the construction of the Civic Center Stormwater Treatment Facility. This facility was the first major component in the implementation of the Malibu Civic Center Integrated Water Quality Management Plan. The facility is a key element in the Legacy Park stormwater management system and is designed to reduce pollution in Malibu Creek, Malibu Lagoon and Surfrider Beach.

Dry weather and first flush runoff flows are pumped from three major storm drains in the Civic Center area and then they are treated in a 3-step process of screening, filtering and disinfecting at a rate of up to 1,400 gallons per minute. The City reuses the treated water for irrigation of landscaping in the Civic Center area and Legacy Park.

In 2010, the City also constructed the Paradise Cove Stormwater Treatment Facility. This facility is designed to capture, clean and disinfect up to approximately 1,000 gallons per minute of stormwater and urban runoff from Ramirez Creek and the surrounding watershed. The facility has three different filtration systems to efficiently remove trash, sediment and bacteria.

Facility Maintenance activities are funded by the General Fund and the Legacy Park Project Fund.

119 EXPENDITURE DETAIL

Fund 100 - General Fund

Program 3007 - Stormwater Treatment Facilities

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

5610 Facilities Maintenance (Civic Center) 54,386 64,000 48,000 47,000 5610-01 Facilities Maintenance (Paradise Cove) 12,766 32,000 47,000 47,000 5655 Stormwater Monitoring 14,565 55,000 10,000 25,000

5656 Water Quality Testing & Monitoring - - - - 5721 Telephone 1,743 2,000 2,000 2,000 5722 Electricity 20,153 35,000 22,000 30,000 5723 Water 7,302 8,000 8,000 8,000 Total Operating & Maintenance $ 110,915 $ 196,000 $ 137,000 $ 159,000

7800 Equipment (Civic Center) 69,965 20,000 63,000 30,000

7800 Equipment (Paradise Cove) - 15,000 15,000 50,000 Total Capital Outlay $ 69,965 $ 35,000 $ 78,000 $ 80,000

Total Expenditures $ 180,880 $ 231,000 $ 215,000 $ 239,000 Source of Funds

General Fund 100 - 147,000 - 89,000 Legacy Park Fund 500 180,880 84,000 215,000 150,000 Total Source of Funds $ 180,880 $ 231,000 $ 215,000 $ 239,000

120 PUBLIC WORKS/ENGINEERING

The Public Works/Engineering Department manages the development and implementation of the Capital Improvement Program, street and maintenance programs, and engineering activities for the City including: review of proposed land development, formation of new special assessment districts, and the issuance of Special Event and Encroachment Permits.

Land development review involves the review of all new building and or grading permit applications for impacts to public infrastructure, off-site drainage impacts, stormwater quality and flood plain management. It also involves review of all proposed land subdivisions in accordance with the Subdivision Map Act.

The Public Works/Engineering Department also provides staff support for the creation of various utility undergrounding districts, manages the implementation of capital improvement and emergency disaster projects, conducts traffic surveys, and manages the preservation of survey monuments that control the location of subdivision boundaries and road right-of-way centerlines.

The budget for Fiscal Year 2019-2020 includes $53,000 for three crossing guards at Malibu High School, Malibu Middle School, and Juan Cabrillo Elementary School.

Public Works/Engineering activities are funded by the General Fund, Gas Tax and Traffic Safety Funds.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Public Works Director 0.90 0.90 0.90 Assistant Public Works Director 1.00 1.00 1.00 Associate Civil Engineer 0.00 1.00 1.00 Assistant Civil Engineer 3.00 2.00 2.00 Public Works Superintendent 0.20 0.20 0.20 Senior Public Works Inspector 0.20 0.20 0.20 Public Works Inspector 0.00 0.00 0.20 Senior Administrative Assistant 0.00 0.00 1.00 Administrative Assistant 2.00 2.00 1.00 Total 7.30 7.30 7.50

121 EXPENDITURE DETAIL

Fund 100 - General

Program 3008 - Public WorkslEngineering

2017-18 2018-19 2018-19 201 9-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 579,292 761,528 705,352 808,086 4104 Overtime 487 2,500 1,500 1,500 4201 Retirement 89,348 98,615 98,615 101,763 4202 Health Insurance 110,776 116,949 116,949 127,211 4203 Vision Insurance 1,671 1,783 1,783 2,000 4204 Dental Insurance 10,817 11,186 11,186 12,025 4205 Life Insurance 1,262 1,290 1,290 1,247 4208 Deferred Compensation 2,700 2,700 2,700 2,700 4209 Disability Insurance 6,834 5,820 5,820 6,092 4210 Other 18,427 27,921 27,921 28,074 Total Salaries & Benefits $ 821,614 $ 1,030,292 $ 973,116 $ 1,090,698

5100 Professional Services 181,527 135,000 160,000 120,000

5107 Contract Personnel - - - - 5125 Traffic Engineering 15,819 45,000 25,000 45,000

5205 Postage - 500 - 500 5210 Service Fees and Charges 8,539 12,000 8,539 12,000 5300 Travel & Training 3,339 5,000 1,000 5,000 5330 Dues & Memberships 3,516 4,000 5,100 5,100 5340 Mileage 601 500 500 500

5401 Advertising & Noticing - 750 - 500

5405 Printing - 500 - 500 5721 Telephone 1,806 1,300 2,000 2,000

6120 ComputerSoftware - 2,000 1,690 2,000 6160 Operating Supplies 2,118 6,000 6,000 6,000 Total Operating & Maintenance $ 217,265 $ 212,550 $ 209,829 $ 199,100

8500 Information Systems Allocation 31,500 31,500 31,500 31,500 Total Internal Service Charges $ 31,500 $ 31,500 $ 31,500 $ 31,500

Total Expenditures $ 1,070,379 $ 1,274,342 $ 1,214,445 $ 1,321,298 Source of Funds General Fund 100 1.015,379 929,342 869,445 961,298 Gas Tax Fund 201 40,000 20,000 20,000 40,000 Traffic Safety Fund 202 15,000 25,000 25,000 20,000

Measure R Highway Operational Fund - 300,000 300,000 300,000 Total Source of Funds $ 1,070,379 $ 1,274,342 $ 1,214,445 $ 1,321,298

122 CIVIC CENTER WASTEWATER TREATMENT FACILITY

In 2011, the Los Angeles Regional Water Quality Control Board (RWQCB) approved a Memorandum of Understanding (MOU) with the City of Malibu. The MOU was amended in 2014 and again in 2017. The MOU is between the City, the RWQCB, and the State Water Resources Control Board (SWRCB). The MOU commits the City to lead the efforts to work with property owners to design and construct a centralized wastewater treatment facility in the Civic Center area. Under the MOU, both commercial and residential property owners in the Civic Center area are required to fund and connect to the centralized wastewater treatment facility in phases. Phase One was completed in September 2018, Phase Two requires connection by November 2024 and Phase Three (if necessary) by November 2028.

The construction of Phase One was completed in Fiscal Year 2017-2018. A wastewater and recycled water rate study was completed to develop the utility rates the City will be assessing the property owners connected to the Civic Center Wastewater Treatment Facility.

Department 3010 reflects the operation, maintenance and management of the Civic Center Wastewater Treatment Facility, treatment plant, collection system and the re-use and dispersal facility. Revenue generated from the utility rates will be used to offset these expenses. Also included is water quality testing and monitoring costs and other expenses as required in the MOU.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Financial Analyst 0.00 0.05 0.05 Total 0.00 0.05 0.05

123 EXPENDITURE DETAIL

Fund 515- CCWTF

Program 3010 - Civic Center Water Treatment Facility

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries - 4,671 4,671 12,945

4201 Retirement - 801 801 2,313

4202 Health Insurance - 372 372 1,031

4203 Vision Insurance - 5 5 15

4204 Dental Insurance - 32 32 83

4205 Life Insurance - 6 6 13

4209 Disability Insurance - 44 44 116

4210 Other - 185 185 504 Total Salaries & Benefits $ 6,116 $ 6,116 $ 17,019

5100 Professional Services 9,064 136,000 10,000 15,000

5210 Service Fees and Charges - 33,000 8,000 37,000

5510 Insurance Premiums - 110,500 110,500 150,000

5611 WTF Maintenance - 1,155,000 854,000 1,155,000 5612 Sewer Service Fees 981 1,200

5613 Assessment District - CCWTF 2,724 3,000

5640 Equipment Maintenance - 10,000 8,000 18,000 5656 Water Quality Testing & Monitoring 115,789 200,000 200,000 200,000 5721 Telephone 2,282 7,000 7,000 13,000 5722 Electricity & Gas 43,414 124,000 100,000 138,000 5723 Water 8,794 3,500 3,500 4,000 5725 Trash Pickup/Recycling 693 1,500 2,500 3,000

5725-01 Biosolids Disposal - 20,000 9,000 10,000

6160 Operating Supplies - 10,000 4,000 10,000

6161 Chemical Supplies - 20,000 25,000 35,000

6500 Motor Fuel - 1,000 1,500 5,000 Total Operating & Maintenance $ 180,036 $ 1,831,500 $ 1,346,705 $ 1,797,200

Total Expenditures $ 180,036 $ 1,837,616 $ 1,352,821 $ 1,814,219 Source of Funds

General Fund 100 - 200,000 264,869 203,238 CCWTF Fund 515 180,036 1,637,616 1,087,952 1,610,981 Total Source of Funds $ 180,036 $ 1,837,616 $ 1,352,821 $ 1,814,219

124 LANDSLIDE MAINTENANCE DISTRICTS

The Landslide Maintenance District Program provides administration and maintenance services for three separate assessment districts including approximately 327 properties in the Big Rock Mesa area, 75 properties in the Calle Del Barco area, and 38 properties in the Malibu Road area. Each year the City renews each assessment district through legal procedures defined in the Streets and Highways code. Property owners within each district pay for the services received through annual assessments levied against the properties by the Los Angeles County Assessor’s Office.

The program’s administrative and maintenance services include the installation and maintenance of dewatering wells, monitoring water levels and slide activities, and preparation of annual assessment and geology reports.

2017-18 2018-19 2019-20 Staffing Actual Budget Proposed Public Works Director 0.10 0.10 0.10 Total 0.10 0.10 010

125 EXPENDITURE DETAIL

Fund 290 - Big Rock Mesa Landslide Maintenance District (LMD)

Program 6002 - Big Rock Mesa LMD

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 9,801 9,572 9,572 9,248 4201 Retirement 1,527 1,642 1,642 1,652 4202 Health Insurance 979 968 968 978 4203 Vision Insurance 16 16 16 17 4204 Dental Insurance 100 100 100 100 4205 Life Insurance 22 22 22 19 4208 Deferred Compensation 150 150 150 150 4209 Disability Insurance 90 44 44 44 4210 Other 145 245 245 237 Total Salaries & Benefits $ 12,830 $ 12,759 $ 12,759 $ 12,446

5100 Professional Services 217,420 251,101 251,101 251,487 5210 Service Fees & Charges 7,177 9,000 9,000 9,000 5401 Advertising & Noticing 32 240 240 240 5722 Electricity 16,196 18,000 18,000 20,000 Total Operating & Maintenance $ 240,825 $ 278,341 $ 278,341 $ 280,727

7903 Storm Drain Improvements 13,575 186,425 175,000 95,000 Total Capital Outlay $ 13,575 $ 186,425 $ 175,000 $ 95,000

Total Expenditures $ 267,230 $ 477,525 $ 466,100 $ 388,173 Source of Funds Landslide Maintenance District Fund 267,230 377,525 291,100 293,173

LMD Contingency Fund - 100,000 175,000 95,000 Total Source of Funds $ 267,230 $ 477,525 $ 466,100 $ 388,173

126 EXPENDITURE DETAIL

Fund 291 - Malibu Road Landslide Maintenance District (LMD)

Program 6003 - Malibu Road LMD

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 4,901 4,786 4,786 4,624 4201 Retirement 764 821 821 826 4202 Health Insurance 489 484 484 489 4203 Vision Insurance 8 8 8 8 4204 Dental Insurance 50 50 50 50 4205 Life Insurance 11 11 11 10 4208 Deferred Compensation 75 75 75 75 4209 Disability Insurance 45 22 22 22 4210 Other 72 123 123 119 Total Salaries & Benefits $ 6,415 $ 6,380 $ 6,380 $ 6,223

5100 Professional Services 37,315 48,181 48,181 48,284 5401 Advertising & Noticing 96 240 240 240 5722 Electricity 1,282 2,000 2,000 2,000 Total Operating & Maintenance $ 38,693 $ 50,421 $ 50,421 $ 50,524

7903 Storm Drain Improvements - - - 20,000

Total Capital Outlay $ - $ - $ - $ 20,000

Total Expenditures $ 45,108 $ 56,801 $ 56,801 $ 76,747 Source of Funds Landslide Maintenance District Fund 45,108 56,801 56,801 76,747 Total Source of Funds $ 45,108 $ 56,801 $ 56,801 $ 76,747

127 EXPENDITURE DETAiL

Fund 292 - Calle del Barco Landslide Maintenance District (LMD)

Program 6004 - Calle del Barco LMD

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

4101 Full-Time Salaries 4,901 4,786 4,786 4,624 4201 Retirement 764 821 821 826 4202 Health Insurance 490 484 484 489 4203 Vision Insurance 8 8 8 8 4204 Dental Insurance 50 50 50 50 4205 Life Insurance 11 11 11 10 4208 Deferred Compensation 75 75 75 75 4209 Disability Insurance 45 22 22 22 4210 Other 73 123 123 119 Total Salaries & Benefits $ 6,417 $ 6,380 $ 6,380 $ 6,223

5100 Professional Services 38,453 51,561 51,561 51,659 5401 Advertising & Noticing 64 240 240 240 5722 Electricity 922 1,500 1,500 1,500 Total Operating & Maintenance $ 39,439 $ 53,301 $ 53,301 $ 53,399

7903 Storm Drain Improvements - 20,000 20,000 20,000

Total Capital Outlay $ - $ 20,000 $ 20,000 $ 20,000

Total Expenditures $ 45,856 $ 79,681 $ 79,681 $ 79,622 Source of Funds Landslide Maintenance District Fund 45,856 79,681 79,681 79,622 Total Source of Funds $ 45,856 $ 79,681 $ 79,681 $ 79,622

128 THIS PAGE INTENTIONALLY LEFT BLANK

129 CAPITAL IMPROVEMENT PROJECTS

2017-18 2018-19 2018-19 2019-20 Projects Actual Budgeted Projected Proposed Annual Street Overlay 601308 1,274,396 605,000 600,000 Civic Center Wastewater Treatment Facility 15,918,064 1,613,556 1,613,556 PCH Regional Traffic Messaging System 300,000 300,000 PCH Intersection Improvements 38,810 156,185 169,000 31,000 PCH Median Improvements 362,580 380,000 144,020 245,000 Civic Center Way Improvements 238,338 3,500,000 160,000 4,600,000 Malibu Community Labor Exchange Trailer 25,000 PCH Signal Synchronization System 577,527 350,000 285,000 500,000 Civic Center Stormdrain System Improvements 141,668 42,000 195,000 Marie Canyon Green Streets 25,000 25,000 Stormdrain Trash Screens 35,000 35,000 Civic Center Water Treatment Facility-Phase Two 1,700,000 Kanan Dume Road Widening 223,754 Paradise Cove Vault Replacement 60,000 City Hall Solar Power Project 144,438 1,105,562 149,062 City Hall Roof Project 27,035 297,965 267,000 30,965 Malibu Road Fence Project 22,500 Civic Center Wastewater Lateral Connections 150,000 150,000 Westward Beach Road Improvements 51,892 598,108 68,000 150,000 Heathercliff Road Safety Improvements 34,452 58,548 33,000 Electric Vehicle Charging Stations 17,480 112,520 2,520 110,000

Anchor Sculpture Base - 50,000 50,000

Civic Center Flow Sensor - 45,000

Malibu Canyon Road Improvements - 404,000 iotai ~ 1tS,U~4,424 ~ 1U~Ub,Z1iZ ~ 4,Uti$,15~ ~ 8,196,965

130 CAPITAL IMPROVEMENT PROJECTS

ANNUAL STREET MAINTENANCE (9002)

This project provides for the reconstruction and maintenance of City streets. Although the City’s streets are in relatively good condition, some street sections require a higher level of maintenance, such as pavement overlays, in order to ensure the roadways do not fall into disrepair. In order to ensure that all City streets are maintained in good condition, the City Council approved an Annual Pavement Management Plan which established the work schedule through Fiscal Year 2020-2021.

CIVIC CENTER WATER TREATMENT FACILITY (9049) and (9075)

On June 27, 2011, the City entered into a Memorandum of Understanding (MOU) between the City and the Regional Water Quality Control Board and the State Water Resources Control Board regarding the implementation of the Basin Plan Amendment for the Malibu Civic Center Area Prohibition. The revised MOU required that commercial properties (Phase One) in the Civic Center Prohibition Area be connected to a centralized wastewater treatment facility by September 2018 and residential properties (Phase Two) by November 2024.

The Civic Center Wastewater Improvements Project is part of the City’s Integrated Water Quality Management Plan that will improve water quality in Malibu Creek, Malibu Lagoon, and Surfrider Beach. The development of a community wastewater collection, treatment, reuse, and dispersal facility will replace existing individual on-site wastewater treatment systems in the City’s Civic Center area.

Phase One construction of this project was completed in Fiscal Year 2018-2019. Phase Two of the project will begin with the selection of a specialized consultant to design the project. The work will include preparing a coastal development permit, construction plans,, project specifications and cost estimates for the design to expand the Civic Center Water Treatment Facility. The work also includes the design of a new wastewater collection system for Phase Two property owners, an additional injection well, and the expansion of the recycled water system. It is anticipated that the project will begin construction in 2022.

PCH REGIONAL TRAFFIC MESSAGING SYSTEMS (9057)

The project will enable the City of Malibu and other agencies to notify travelers of critical regional traffic and safety information and facilitate traffic flow throughout the region. The project consist of the installation of Changeable Message Signs at strategic locations along the Malibu Pacific Coast Highway (PCH) corridor. This project is on hold due to the Woolsey Fire.

PCH INTERSECTION IMPROVEMENTS (9058)

This project will improve key intersections along the PCH corridor in Malibu. The PCH and Big Rock Drive Intersection Improvements Project was successfully completed in Fiscal Year 2014- 2015. The La Costa Pedestrian Improvements Project will upgrade the existing crosswalk in the vicinity of La Costa Beach by installing a pedestrian activated traffic signal. Construction of this project began in Fiscal Year 2018-2019 with completion expected early Fiscal Year 2019-2020.

131 PCH MEDIAN IMPROVEMENT PROJECT (9059)

The project will promote traffic safety by channelizing the highway, regulating turn movements and improving traffic operations. The project will rehabilitate the existing medians and shoulders, and will install new raised medians along PCH from Webb Way to Puerco Canyon Road. This project is currently in the design phase and scheduled to be completed in Fiscal Year 2021-2022.

CIVIC CENTER WAY IMPROVEMENTS PROJECT (9061)

The project consists of widening and improving Civic Center Way from Webb Way to Malibu Canyon Road and Webb Way between PCH and Civic Center Way. The project will improve horizontal and vertical sight distances and create additional space for motorists, pedestrians, cyclists, and transit to travel to improve traffic safety and operational flow. The construction phase is anticipated to begin in Fiscal Year 2019-2020.

MALIBU COMMUNITY LABOR EXCHANGE TRAILER REPLACEMENT (9065)

This project will replace the existing temporary office trailer used by the Malibu Community Labor Exchange (MCLE). This project is scheduled to begin once construction has been completed for the Santa Monica Community College project. This project is currently on hold. Construction is anticipated to begin in Fiscal Year 2021-2022.

PCH SIGNAL SYNCHRONIZATION SYSTEM IMPROVEMENTS (9066)

This project was identified by the PCH Safety Study to improve safety along the Malibu highway corridor. The project limits extend from the intersection of Topanga Canyon Road to John Tyler Drive. The purpose of this project is to provide communication, coordination, and controls between the traffic signals and the Caltrans’ Transportation Management Center (TMC) and install Intelligent Transportation System (ITS) elements. This work is intended to reduce congestion, improve traffic flow along the corridor, and improve safety for all modes of travel. This project is currently in the design phase and scheduled to be completed by Fiscal Year 2021-2022.

CIVIC CENTER STORM DRAIN SYSTEM IMPROVEMENTS (9070)

This project consists of storm drain improvements in the Civic Center area. The improvements will promote the flow and circulation of stormwater into Legacy Park. This project is currently in the design phase and is anticipated to be completed in Fiscal Year 2019-2020.

MARIE CANYON GREEN STREETS (9072)

This project was identified in the City’s Enhanced Watershed Management Plan (EWMP). This project includes the installation of biofilters and other devices to capture and treat stormwater. The project is intended to assist with Municipal Separate Storm Sewer System (MS4) Discharge Permit requirements. This project is on hold due to the Woolsey Fire.

132 STORMDRAIN TRASH SCREENS (9073)

This project was identified in the City’s EWMP. This project includes the installation of trash screens at the City’s stormdrain inlets to prevent debris from entering the stormdrain system and comply with Trash Total Maximum Daily Load (TMDL) requirements. This project is currently in the design phase and is anticipated to be completed in Fiscal Year 2019-2020.

KANAN DUME ROAD WIDENING (9076)

This project will widen a narrow section of Kanan Dume Road approximately 200’ north of Pacific Coast Highway heading northbound. This improvement will allow additional room for motorists, cyclists and pedestrians to travel along Kanan Dume Road. This project is on hold due to the Woolsey Fire.

PARADISE COVE VAULT REPLACEMENT PROJECT (9077)

This project will replace the existing equipment vault door hatches at the Paradise Cove Stormwater Treatment Facility. The equipment vault door hatches need to be removed and replaced due to the impacts of heavy truck traffic. This project is on hold due to the Woolsey Fire.

CITY HALL SOLAR POWER PROJECT (9078)

This project consists of the installation of a solar power system at City Hall. This project will also include electric vehicle charging stations. The project will serve to reduce the City’s overall electricity consumption and cost. This project has been placed on hold for Fiscal Year 2019- 2020 to accommodate other budget priorities resulting from the Woolsey Fire.

CITY HALL ROOF (9079)

When the initial renovations of City Hall were undertaken, there was not enough funding to replace the roof of the building. The roof currently has leaks in several locations. This project will replace the roof at City Hall. This project is currently in the construction phase and is anticipated to be completed in Fiscal Year 2019-2020.

MALIBU ROAD FENCE PROJECT (9080)

This project consists of upgrading the existing fence at the existing beach access stairs on Malibu Road. The project was completed in Fiscal Year 2017-2018.

CIVIC CENTER WASTEWATER TREATMENT FACILITY LATERAL CONNECTIONS (9081)

This project was completed in Fiscal Year 2018-2019.

133 WESTWARD BEACH ROAD IMPROVEMENTS (9082)

This project consists of improving the parking spaces on Westward Beach Road from Birdview Avenue to approximately 1,100 feet west. The project also includes a 12’ wide combination sidewalk and bicycle path and a bicycle connection from PCH to Westward Beach. A new concrete sand barrier will be placed between the beach and the proposed parking area to prevent sand from going on the new sidewalk and parking area. This project is currently in the design phase. V

HEATHERCLIFF ROAD SAFETY IMPROVEMENTS (9083)

This project will address safety issues along Heathercliff Road. The first phase of the project includes engineering and design. This project is currently in the conceptual design phase. This project is on hold due to the Woolsey Fire.

ELECTRIC VEHICLE CHARGING STATIONS (9084)

This project will upgrade the existing charging stations along Civic Center Way and install additional stations on Civic Center Way and at Bluffs Park. This project is currently in the design phase and construction is scheduled to begin in Fiscal Year 2019-2020.

ANCHOR SCULPTURE BASE (9085)

This project consists of installation of a base for the Anchor Sculpture that was donated to the City. The base and sculpture were installed at Legacy Park for public viewing. The project was completed in Fiscal Year 2018-2019.

CIVIC CENTER FLOW SENSORS (9086)

This project will install flow sensors in storm drains in the Civic Center area to monitor dry weather flows. This project is required as part of the City’s settlement with the Natural Resource Defense Council and Los Angeles Waterkeeper. The project and funding were transferred to a Maintenance Agreement. This project has been completed.

MALIBU CANYON ROAD IMPROVEMENTS (9087)

The project includes widening Malibu Canyon Road between the City limits and Malibu Knolls Drive. The road improvements will improve turn movements and traffic flow for all modes of travel through this key regional access point. This project is currently on hold.

134 EXPENDITURE DETAIL

Fund 310 - Capital Improvement Projects

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

9002 Annual Street Overlay 601,308 1,274,396 605,000 600,000 Source of Funds Proposition C 350,000 160,000 135,000 235,000

Measure R Annual Allocation 251,308 148,692 120,000 -

Road Maintenance and Rehabilitation Account - 225,000 225,000 245,000

Measure M Annual Allocation - 220,000 120,000 120,000

General Fund CIP Designated Reserve - 520,704 5,000 -

9049 Civic Center Water Treatment Facility 1 5,91 8,064 1,61 3,556 1,61 3,556 - Source of Funds ~ State Revolving Fund CCWTF Grants 3,196,419 612,507 612,507 ~

State Revolving Fund Loan 12,721,645 1,001,049 1,001,049 -

9057 PCH Regional Traffic Message System - 300,000 300,000 Source of Funds

Measure R Highway Operational Improvements - 300,000 300,000 @1~1 1X1@ll~~

9058 PCH Intersection Improvements 38,810 156,185 169,000 31,000 Source of Funds Measure R Highway Operational Improvements 38,810 156,185 169,000 31,000

9059 PCH Median Improvements 362,580 380,000 144,020 245,000 Source of Funds Measure R Highway Operational Improvements 362,580 380,000 144,020 245,000

9061 Civic Center Way Improvements 238,338 3,500,000 160,000 4,600,000 Source of Funds Measure R Highway Operational Improvements 238,338 3,500,000 160,000 4,600,000

9065 Malibu Community Labor Exchange Trailer - 25,000 - ~ Source of Funds Wlr&A5

General Fund CIP Designated Reserve - 25,000 - ©~

Community Development Block Grant - - - -

9066 PCH Signal Synchronization System Improvements 577,527 350,000 285,000 500,000 Source of Funds Measure R Highway Operational Improvements 577,527 350,000 285,000 500,000

9070 Civic Center Stormdrain System Improvements - 141,668 42,000 195,000 Source of Funds

Legacy Park Project Funds - 141,668 42,000 195,000

9072 Marie Canyon Green Streets - 25,000 25,000 Source of Funds

General Fund CIP Designated Reserve - 25,000 25,000 @1~1 ~

135 EXPENDITURE DETAIL

Fund 310 - Capital Improvement Projects

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

9073 Stormdrain Trash Screen Improvements - 35,000 - 35,000 Source of Funds

Legacy Park Fund - 35,000 - 35,000

9075 Civic Center Water Treatment Facility - Phase Two - - - 1,700,000 Source of Funds

HRL Funding Agreement - - - 1,700,000

9076 Kanan Dume Road Widening - 223,754 - Source of Funds

Surface Transportation Program - Local - 223,754 - @~1 @~E~J~

9077 Paradise Cove Vault Replacement - 60,000 - Source of Funds

Legacy Park Project Funds - 60,000 - @~J 1@L1~I~

9078 City Hall Solar Power Project 144,438 1,105,562 149,062 - Source of Funds General Fund CIP Designated Reserve 144,438 1,105,562 149,062

9079 City Hall Roof Project 27,035 297,965 267,000 30,965 Source of Funds General Fund CIP Designated Reserve 27,035 297,965 267,000 30,965

9080 Malibu Road Fence Project 22,500 - - Source of Funds

General Fund CIP Designated Reserve 22,500 - -

9081 CCWTF Lateral Connections Improvements - 150,000 150,000 Source of Funds

General Fund CIP Designated Reserve - 150,000 150,000

9082 Westward Beach Road Improvements 51,892 598,108 68,000 150,000 Source of Funds

Measure M Subregional Highway Fund - 500,000 - 150,000

General Fund CIP Designated Reserve 51,892 98,108 68,000 -

9083 Heathercliff Road Safety Improvements 34,452 58,548 33,000 - Source of Funds

TDA Article 3 - 33,000 33,000 ©~J ]@~t~

General Fund CIP Designated Reserve 34,452 25,548 -

9084 Electric Vehicle Charging Stations 17,480 112,520 2,520 110,000 Source of Funds

AQMD Fund - 30,000 2,520 60,000

Mobile Source Air Pollution Reduction (MSRC) - 50,000 - 50,000

General Fund CIP Designated Reserve 17,480 32,520 - -

136 EXPENDITURE DETAIL

Fund 310 - Capital Improvement Projects

2017-18 2018-19 2018-19 2019-20 Object Description Actual Adopted Projected Proposed

9085 Anchor Sculpture Base - 50,000 50,000 Source of Funds

Parkiand Development Fund - 50,000 50,000

9086 Civic Center Flow Sensor - 45,000 - Source of Funds ~

General Fund CIP Designated Reserve - 45,000 -

9087 Malibu Canyon Road Improvements - 404,000 - Source of Funds

Measure M Subregional Highway Fund - 404,000 - ©~i 1@l1~1~ -

Total Expenditures $ 18,034,424 $ 10,906,262 $ 4,063,158 $ 8,196,965

Source of Funds

General Fund CIP Designated Reserve 297,797 2,360,407 664,062 30,965

Legacy Park Project Funds - 201,668 42,000 230,000

Measure M Annual Allocation - 220,000 120,000 120,000

Measure M Subregional Highway Funds - 904,000 - 150,000

Measure R Annual Allocation 251,308 148,692 120,000 - Measure R Highway Operational Improvements Funds 1,217,255 4,686,185 1,058,020 5,376,000

Special Revenue Fund - Parkland Development - 50,000 50,000 -

Special Revenue Fund - Proposition C Funds 350,000 160,000 135,000 235,000

Special Revenue Fund - AQMD - 30,000 2,520 60,000

State Revolving Fund CCWTF Grant 3,196,419 612,507 612,507 -

State Revolving Fund Loan Wastewater 12,721,645 1,001,049 1,001,049 -

Surface Transportation Program - Local (STPL-L) - 223,754 - -

Road Maintenance and Rehabilitation Account Fund (58 1) - 225,000 225,000 245,000

Transportation Development Act (TDA) - Article 3 - 33,000 33,000 -

Mobile Source Air Pollution Reduction Review Committee (MSRC) - 50,000 - 50,000

Civic Center Water Treatment Facility - Phase Two, HRL Funding - - - 1,700,000

~ Total Source of Funds $ 18,034,424 $ 10,906,262 $ 4,063,158 $ 8,196,965 I

137 APPROPRIATIONS LIMIT CALCULATION

Article XIIIB of the California State Constitution, commonly referred to as the Gann Appropriations Limit, was adopted by the California voters in 1980 and placed limits on the amount of proceeds of taxes that State and local agencies can appropriate and spend each year.

The limit is different for each agency and changes each year. The annual limit is based on the amount of tax proceeds that were authorized to be spent in Fiscal Year 1978-79, modified for changes in inflation and population. Inflationary adjustments are based on increases in the California per capita income or the increase in non-residential assessed valuation due to new construction. An adjustment is also made based on changes in Malibu’s population.

Section 7910 of the State Government Code requires a governing body to annually adopt, by resolution, an appropriations limit for the upcoming fiscal year. For Fiscal Year 2019-2020, the estimated tax proceeds appropriated by the Malibu City Council are under the limit. The appropriations limit for Fiscal Year 2019-2020 is $27,037,945. This is the maximum amount of tax proceeds the City is able to appropriate and spend in Fiscal Year 2019-2020. The appropriations subject to the limit are $24,648,605, leaving the City with an appropriations capacity under the limit of $2,389,340.

Appropriation Limit Calculation

FY 2018-2019 appropriation limit: $26,038,179

A. Population Adjustment 0.9999

B. Per Capita Income Adjustment 1.0385

Total annual adjustment (AxB) 1.0384

FY 2019-2020 appropriation limit: $27,037,945

Less: total appropriations subject to limit (estimated tax proceeds for FY 2019-2020) $24,648,605

Remaining appropriation capacity $ 2,389,340

Available capacity as a percentage of limit: 10

138 THIS PAGE INTENTIONALLY LEFT BLANK

139 FiscalYear2019-20ProposedOrganizationalChart

CityCommissionsI

CityClerk Administration Emergency CommunitySupport Code Services Capital Projects BuildingSafety Enforcement PassportServices CulturalArts HumanResources Engineering LACountyFire Water Quality CurrentPlanning Records ParksManagement Media Operations PublicWorks LACountySheriff’s Management Wastewater LongRange Department Recreation Management Planning Finance/Accounting Street LACounty Animal Maintenance Environmental Systems SeniorServices Information Control Services Water Treatment Volunteer Services Facilities

140 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

For Fiscal Year 2019-2020, the City Council established Public Safety, Woolsey Fire Recovery and School District Separation as its top three priorities. Other work plan assignments follow those but are not ordered based on priority.

1. Public Safety 2. Woolsey Fire recovery and rebuilding 3. School District Separation 4. Preserve Malibu’s rural residential character 5. Enhance environmental efforts; protect and improve water resources 6. Maintain fiscal sustainability and provide government transparency 7. Engage the community through arts and community programs 8. Improve and maintain the City’s public infrastructure and community spaces

1. Public Safety: protect the community through law enforcement and emergency management

a) Emergency Preparedness (Public Safety, Management Services) Emergency preparedness efforts will continue through outreach to the community, schools and businesses, and coordination with local law enforcement and public safety agencies. City staff will continue to receive required Standard Emergency Management Systems (SEMS) and National Incident Management Systems (NIMS) trainings. At least one functional exercise in the City’s Emergency Operations Center (EOC) will be held in FY 2019-2020 to ensure that the City is ready to respond in the event of a major disaster.

b) Emergency Plan Update (Public Safety, Management Services) The City’s Emergency Operations Plan was adopted in February 2019 under the condition that several sections of the plan would be improved in FY 2019-2020 including, but not limited to, the City’s Emergency Ordinance, evacuation procedures and the repopulation process. City staff will secure a transportation planning consultant to develop evacuation strategies based on traffic data, lessons learned from the Woolsey Fire, and likely evacuation scenarios.

c) Radio Communications Enhancement (Public Safety, Management Services) In FY 2019-2020, the City will contract with a radio communications consultant to develop a plan to improve and expand radio communication capabilities within the City. The goal is to expand and improve hand-held radio capabilities and to ensure that public radio broadcast reception, which is critical to emergency communication and the effectiveness of emergency siren systems, is accessible throughout the City.

d) Volunteers on Patrol (VOP) (Public Safety, Management Services) The City’s robust VOP program provides a valuable service to the Malibu community by providing traffic control, issuing parking citations, and monitoring for code

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enforcement issues and general safety matters. Staff will continue to enhance and improve this program throughout FY 2019-2020. e) Emergency Alert Systems (Public Safety, Management Services) The City has a variety of tools to warn the public about emergency situations, including the City website’s e-notification system, Nixle alerts, emergency hotline, the Everbridge disaster mass notification system. The City was recently approved by FEMA to send Wireless Emergency Alerts (WEA), which go out to all cell phones within range of a specified, activated cell tower. In FY 2019-2020, the City will increase its contract with Everbridge to take advantage of its new ability to acquire cell phone data, which will increase the City’s access to cell phones by 400%. Staff also regularly utilizes the Traffic Advisory and Utility Advisory sections of the e- notification system to notify residents of traffic issues and power interruptions in the Malibu area. This system will continue to be utilized, and improvements and enhancements to the system will be implemented as needed. In FY 2019-2020, the City will develop an Alert and Warning Plan consistent with recently released State guidelines. f) Emergency Warning Sirens (Public Safety, Management Services) An Emergency Warning Siren system will improve the City’s ability to alert the community by providing mechanisms to alert residents in areas without power and those who live in neighborhoods with poor cell service. This project will require two phases. Phase One will be completed in FY 2019-2020 and involves the procurement of a consultant to develop an overall plan that includes location of individual sirens, power and infrastructure requirements, and siren sound range. Phase Two will involve the implementation of this plan, including purchasing, installing, and testing the sirens. It is anticipated that Phase Two may begin in FY 2019-2020 but be completed during FY 2020-2021. g) Community Emergency Response Team (Public Safety, Management Services) The Community Emergency Response Team (CERT) program includes providing CERT training to residents and supporting the Malibu CERT Team. At least three CERT training classes will be held in FY 2019-2020 and one CERT refresher course. The Malibu CERT Team will continue to work on updating all supplies in the City’s five emergency supply bins and expanding the supplies to include equipment for establishing points of information distribution near the bin locations. h) Wildfire Safety Program (Public Safety, Management Services) In FY 2018-2019, the City hired a Fire Safety Liaison to oversee a Wildfire Safety Program, which will include activities such as assisting neighborhoods interested in establishing a volunteer fire fighting brigade, conducting evacuation drills, and developing wildfire prevention and preparedness plans. In addition, the Fire Safety Liaison will work with neighborhoods to ensure proper brush clearance is implemented and to conduct wildfire safety public education.

Page 2 of 24 142 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

i) Earthquake Resiliency Initiative (Public Safety, Management Services) The Earthquake Resiliency Initiative will continue through FY 2019-2020. Public Safety staff will work with Building Safety staff to compile a list of vulnerable structures and develop strategies to encourage property owners to make necessary improvements. Public education regarding personal preparedness and non-structural earthquake hazards will continue with extra emphasis during Preparedness Month in September.

j) Fire Resistant Landscaping and Maintenance (Planning/Public Works) On August 27, 2018, Council directed staff to prepare options for addressing the fire hazards of palm fronds and trimming enforcement. In January 2019, Council also directed staff to prepare an item to address potential restrictions on certain flammable vegetation and materials in landscape plans. Staff will prepare an item for Council in May 2019 and, if directed, will prepare an ordinance in the first half of FY 2019-2020.

k) Homelessness (Public Safety, Management Services) In coordination with the Los Angeles County Sheriff’s Department and The People Concern, Public Safety staff continue to work on solutions to assist the City’s homeless population. The City assumed full financial responsibility for contracting with The People Concern for homelessness services in FY 2018-2019. In FY 2019- 2020, the City will continue implementation of the Homelessness Strategic Plan, which focuses on providing homeless individuals with access to services and housing, while also ensuring public safety for everyone.

l) Santa Monica College Satellite Campus / Sheriff’s Station (Management Services, Public Safety, Planning) Santa Monica College (SMC) commenced construction in September 2018 on a satellite college facility to be located on the County parcel adjacent to the Malibu Library. The 20,000-square foot community college project includes approximately 5,000 square feet of space to be used by the Los Angeles County Sheriff’s Department as a station. Public Safety and Management Services staff are working with the County on future staffing and infrastructure of the station. The satellite campus will also include a space for the permanent installation of a new trailer for the Malibu Community Labor Exchange to operate. SMC expects to open the new college campus in Fall 2022.

2. Woolsey Fire Recovery: facilitate community rebuilding and infrastructure improvements

a) Community Rebuilding (Planning, ESD, Public Works, Management Services) All City departments have been facilitating the rebuilding of home damaged in the Woolsey Fire. A special Fire Rebuild desk has been in place at City Hall since the end of November 2018. Consultants have been hired to assist staff in processing

Page 3 of 24 143 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

permit applications. Staff have held a number of workshops and meetings to provide information and assistance to the public. These efforts will continue in Fiscal Year 2019-2020. b) Guardrail Replacement Citywide (Public Works) This project consists of replacing all guardrails throughout the City damaged by the Woolsey Fire, including guardrails along Encinal Canyon Road, Birdview Avenue, Wildlife Road, Latigo Canyon Road, Corral Canyon Road, and Kanan Dume Road. The design, permitting, bidding and construction of this project was coordinated with the County of Los Angeles as it was conducting similar projects in the area. c) Latigo Canyon Road Culvert Improvements (Public Works) This project to repair the existing storm drain culvert on Latigo Canyon Road, located approximately 2,500 feet from PCH, also includes repair of the existing embankments and safety fencing that were damaged by the Woolsey Fire. The City will manage the design, permitting, bidding, and construction phases of the project. d) Latigo Canyon Road Roadway/Retaining Wall Improvements (Public Works) This project consists of repairing the roadway and existing timber retaining walls on Latigo Canyon Road that were damaged from the Woolsey Fire. The City will manage the design, permitting, bidding, and construction phases of the project. e) Trancas Canyon Park Slope Improvements (Public Works/Community Services) The project consists of repairing damages to the existing slope east of Trancas Canyon Park due to the Woolsey Fire, which caused stability issues from soil and rock erosion and damaged concrete benching. The City will manage the design, permitting, bidding, and construction phases of the project. f) Trancas Canyon Park Planting and Irrigation Improvements (Public Works/Community Services) This project consists of repairing the planting and irrigation system that was destroyed by the Woolsey Fire, as well as repair of the septic system equipment in Trancas Canyon Park. The City will manage the design, permitting, bidding, and construction phases of the project. g) Clover Heights Storm Drain Improvements (Public Works) This project consists of the design and construction to improve permanent drainage from Harvester Road to Clover Heights Avenue.. The City will manage the design, permitting, bidding, and construction phases of the project. h) Birdview Avenue Road Embankment Improvements (Public Works) This project consists of repairs to roadway embankment cut slopes located on Birdview Avenue that have eroded due to severe storm events that caused mud,

Page 4 of 24 144 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

debris, and rock flow within the adjacent street. The City will manage the design, permitting, bidding, and construction phases of the project.

i) Broad Beach Road Water Quality Improvements (Public Works) The City owns over 800 feet of water quality permeable pavers, landscaping and underground biofiltration devices installed in FY 2015-2016 on Broad Beach Road. During the 2019 storm events, these items, which are permanent best management devices required to comply with the City's MS4 NPDES Stormwater Water Quality Permit, were damaged by silts, mud, and debris. This project will consists of repairing the permeable pavers, replaceing media material in the biofilters, and replacing damaged landscaping. The City will manage the design, permitting, bidding, and construction phases of the project.

j) Charmlee Wilderness Park (Community Services/Public Works) On April 8, 2019, the Council voted to terminate the lease agreement with the Santa Monica Mountains Conservancy (SMMC) for the exchange of Bluffs Open Space for Charmlee Wilderness Park. The Charmlee property sustained substantial damage during the Woolsey Fire, so staff is coordinating with SMMC and FEMA to address the repairs and determine the costs. Once a cost and FEMA process are established, staff will provide this information to the Council.

The Proposed Budget includes $100,000 in funding for the operations and maintenance of Charmlee Wilderness Park, however, does not include funding for programming due to damage to the existing buildings from the Woolsey Fire. Once the buildings, picnic areas and trails have been repaired, staff will return to Council to address future programming needs.

On April 24, 2019, Council stated that Charmlee Wilderness Park would remain closed for Fiscal Year 2019-2020 in order to give the land a chance to recover from the fire.

3. School District Separation: Establish a Malibu Unified School District

a) School District Separation (Management Services) On August 31, 2017, the City Council directed the City Manager to send a letter to the Los Angeles County Office of Education (LACOE) officially submitting its petition for the unification of a new Malibu Unified School District (MUSD). On October 9, 2017, the City Council established the School District Separation Ad Hoc Committee for the purpose of monitoring the petition for school unification and making recommendations to the Council with respect to any action required by the City regarding separation from the Santa Monica-Malibu Unified School District (SMMUSD). On April 9, 2018, the Council directed the City Manager and City Attorney to pursue negotiations with SMMUSD under the guidance of the School District Separation Ad Hoc Committee. Since then, staff has been working with the

Page 5 of 24 145 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

Ad Hoc Committee and SMMUSD representatives to develop the framework for school district separation.

4. Preserve Malibu’s rural residential character

On April 24, 2019, the City Council prioritized the order of Planning Department assignments. Those priorities are detailed in this section.

a) Accessory Dwelling Unit Ordinance (Planning Priority 1) Council initiated these code amendments in June 2018, and staff tasked a contract planner with preparing this ordinance. ZORACES and the Planning Commission have considered the draft ordinance. In September 2018, the Planning Commission requested additional information and revisions. Staff anticipates returning to Planning Commission in Summer 2018 and bringing an ordinance to Council in the first quarter of FY 2019-2020.

b) Beachfront / Non-Beachfront Development Standards (Planning Priority 2) In October 2016, Council initiated amendments based on recommendations received from ZORACES in April 2016. Staff will present the item to the Planning Commission in the first quarter of FY 2019-2020.

c) Total Development Square Footage (TDSF) / Mansionization Ordinance (Planning Priority 3) Pursuant to Council direction on February 25, 2019, Planning will utilize contract staff to draft an ordinance for presentation to Planning Commission in May 2019, followed by Council in the first quarter of FY 2019-2020.

d) Short-Term Rental Ordinance and Enforcement Program (Planning Priority 4) A draft ordinance amending the MMC was presented to ZORACES and the Planning Commission in FY 2017-2018. In February 2018, Management Services contracted with Host Compliance, LLC to provide consulting and software services related to permitting, compliance monitoring and enforcement of the City’s ordinances, regulations and tax rules related to short-term rentals. Council held a public hearing on March 26, 2018 and requested changes and additional information related to the ordinance and enforcement. On September 26, 2018, Council directed staff to return with additional information regarding options for a ban including the financial implications and processing an LCP amendment. This work has be delayed due to the Woolsey Fire. A Request for Proposals (RFP) was issued in April 2019 for financial analysis services that would include analysis of financial impacts of banning short-term rentals.

Management staff has put out a request for proposals for financial analysis services which includes examination of a ban on short-term rentals. Staff expects this consultant to begin work in Fiscal Year 2019-2020.

Page 6 of 24 146 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

e) Parking as a Stand-Alone Use (Planning Priority 5) On May 22, 2017, Council adopted a resolution initiating a ZTA/LCPA to allow commercial parking facilities as a stand-alone use and provided further direction on May 29, 2017. Planning used contract planner services to prepare an item for ZORACES in September and November 2018; however, both meetings were cancelled. The item has since been postponed due to the Woolsey Fire. f) Overnight Parking Ordinance (Public Works/Planning Priority 6) Work includes creating an ordinance to amend the MMC to address long-term parking along City streets that interferes with public coastal access. g) LCP Public Access Map (Planning) In March 2017, the California Coastal Commission (CCC) conditionally certified the City’s LCP Public Access Map update, requiring removal of the note regarding the Stout easement at Tivoli Cove. The conditional certification expired in March 2018. On March 9, 2018, the Council directed staff to negotiate with the CCC on a solution to the note to allow certification of the map. In July 2018, CCC counsel and the City Attorney agreed on a new note. Staff resubmitted the amendment to CCC in November 2018 and it was deemed complete. CCC then granted itself a one-year extension to process. In April 2019, CCC informed staff it intended to recommend certification subject to modifying the symbol at the Kiefer property on Sea Level, plus adding four more recorded lateral access easements to the map. CCC expects to hear the item in May 2019. h) Housing Element 6th Cycle RHNA and 2021 Housing Element Update (Planning) Staff entered into an agreement with JH Douglas and is working through the Southern California Association of Governments (SCAG) on the 6th Cycle Regional Housing Needs Assessment (RHNA). These numbers will be the basis for the 2021 Housing Element update. Staff plans to enter into an additional agreement during FY 2019- 2020 with JH Douglas for completion of the 2021 Housing Element Update. i) Cannabis Ordinance (Planning) Measure G became effective in December 2018, allowing recreational retail sales and delivery within the City by two dispensaries. An ordinance is needed to create additional regulations for delivery and other cannabis-related regulations not addressed by Measure G.

Page 7 of 24 147 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

j) Event Permits Amendments (Planning) Several issues have arisen involving the current events permitting process. Enforcement and implementation could be enhanced by amendments to the ordinances. Options for allowing longer term but non-permanent non-event uses would also be useful. Planning expects to propose amendments to ZORACES for recommendation to the City Council for formal initiation in FY 2019-2020.

k) Dark Sky Ordinance Implementation (Planning/Public Works) Ordinance 434 became effective in October 2018 and sets three phased deadlines for existing development to come into compliance with the standards, beginning with gas stations in October 2019, followed by commercial and recreation zones in October 2020, and residential zones by October 2021. Staff will conduct an extensive outreach campaign focused on education and voluntary compliance. In addition, Planning and Public Works staff will conduct an inventory of City-owned streetlights, review for consistency with Dark Sky-friendly color temperature, and report to Council with recommendations.

l) Basement Lightwell Amendments (Planning) Council initiated this LCP/ZTA in June 2018. Staff tasked a contract planner with this project and expects to bring an item to ZORACES in early Summer 2019, followed by the Planning Commission and City Council in the first quarter of FY 2019-2020.

5. Enhance environmental efforts; protect and improve water resources

a) Civic Center Water Treatment Facility (CCWTF) (Public Works, Management Services, Planning, ESD) The construction of CCWTF Phase One was completed in FY 2018-2019. The program includes the operation, maintenance and service billing for the CCWTF.

The design of Phase Two is scheduled for FY 2019-2020, when the City will issue a request for qualifications and hire a consultant to begin the project design.

b) Integrated Pest Management Program / Earth Friendly Management Policy (EFMP) (ESD, Community Services, Planning) On October 28, 2013, the City Council adopted an Integrated Pest Management (IPM) Policy and Program. Staff implemented the IPM principles as best management practices in addressing pests and developed a community outreach brochure describing the dangers that rodenticides pose to local wildlife as well as preventative measures and alternatives to rodenticide use.

In June 2016, the City Council banned the use of pesticides in all City parks and open space. The trapping of rodents such as ground squirrels and gophers was also eliminated. Since that time, Staff has worked to complete a new Earth Friendly

Page 8 of 24 148 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

Management Policy (EFMP) and complete the CEQA review process which resulted in a Mitigated Negative Declaration by the consultant. The policy is under review by the Environmental Sustainability Subcommittee.

Staff has also implemented a Ground Rodent and Raptor Monitoring Program at Bluffs and Legacy Parks. This program will monitor the ground squirrels and predatory birds in each park and includes the installation of new raptor posts, owl boxes and exclusion measures. Once completed, the data will be used to shape future decisions about managing the ground rodent issues at both parks. Staff worked with the Ojai Raptor Center on specific locations for owl boxes and raptor posts, which are expected to be installed during the fourth quarter of FY 2018-2019.

ESD coordinated with Community Services to develop an EFMP for the City, an ecosystem-based strategy for managing pests that uses biological, cultural, mechanical, physical, and/or chemical tools and other management practices to control pests in a safe, cost-effective and environmentally sound manner while contributing to the protection of public health and ecosystem integrity. The intent of a new EFMP is to ensure effective pest management practices while striving to eliminate the use of chemical pest control methods. Staff will bring the Draft EFMP to the Environmental Subcommittee prior to presenting it to the City Council. c) Rainwater Harvesting/Downspout Redirection Program (ESD) The Rainwater Harvesting Program will focus on new projects and incentive programs for existing development. This program will reduce water consumption, maximize the use of existing water resources, and promote sustainable water use solutions in the City. Staff is managing a Prop 84 Integrated Water Resources Management project under the Greater Los Angeles Integrated Regional Water Management Plan (IRWMP) grant awarded by the State Department of Water Resources. Los Angeles County Waterworks District 29 and West Basin Municipal Water District are partners. The IRWMP project, Malibu Smart, relaunched in February 2019 with a focus on assisting property owners affected by the Woolsey Fire. Staff is in the process of scheduling water conservation classes, including a rain barrel distribution event, for Fall 2019. The Malibu Smart project includes conservation incentives and rebates for rain barrels and small cisterns, workshops, outreach, site evaluations, and special one-on-one participant assistance. The Enhanced Watershed Management Program (EWMP) requires the City to develop a downspout redirection program. d) Sustainability Outreach (ESD) Perform community outreach with respect to implementation of City ordinances restricting the use of plastic bags, polystyrene, promoting water conservation, and reducing or eliminating water runoff. ESD outreach includes elements initiated by the City to promote sustainability in the local community, as well as outreach efforts the City is obligated to perform for regulatory compliance purposes. Staff conducted

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annual Clean Bay restaurant inspections and followed up as needed by sending emails and letters regarding each business’ certification status. In addition to inspections, staff visited every restaurant and grocery store to provide education and outreach on the plastic straw, cutlery, and stirrer ban. Staff also responded to complaints for stores providing non-compliant food ware. e) Grease Receptor Program (ESD) Staff is collaborating with RMC Water & Environment, consultants for the City’s Civic Center Wastewater Treatment Facility, to ensure the proposed Grease Receptor Program meets the requirements of the plant design to accept this high strength waste with the efficient and acceptable removal of grease, fats and oils at generating facilities, such as restaurants and fast food establishments. This will reduce the impact to the OWTS servicing these facilities and increasing the sustainability of the OWTS. Staff is developing an Ordinance and expects to present it to Council in early FY 2019-2020. f) Clean Water Monitoring Program (ESD, Public Works) In order to carry out the City’s regulatory obligations under the municipal separate storm sewer system (MS4) permit and related regulations, this program involves stream and ocean monitoring, as well as outreach to promote community-wide use of BMPs. Ongoing monitoring for regulatory compliance includes implementation of the Coordinated Integrated Monitoring Program (CIMP), as required by the MS4 permit. The CIMP integrates stream monitoring events and TMDL monitoring for bacteria and trash at selected beaches and drainage courses, and in Malibu Creek. Special studies may include supplemental monitoring and assessment to develop adaptive management strategies for regulatory compliance. The City is the program manager for cost sharing for the CIMP in a Memorandum of Understanding with the County of Los Angeles and Los Angeles County Flood Control District. Additional opportunities under development include the City’s near-shore ocean water quality project and supplemental assessments of sub-watersheds slated for stormwater treatment projects in the EWMP. ESD staff circulated an addendum to the CIMP modification request to the North Santa Monica Bay Coastal Watershed group for review. This addendum was prepared following a teleconference with the City, Los Angeles County, Los Angeles Flood Control District, and the Regional Water Quality Control Board. g) Clean Water Regulations Compliance (ESD) ESD staff coordinates the Clean Water Team, an interdepartmental working group tasked with ensuring that the City is in compliance with State and Federal water quality-related regulatory requirements. This group meets bimonthly to review progress on meeting regulatory compliance deadlines. The following regulatory and legal obligations are being implemented: Area of Special Biological Significance (ASBS); MS4 Permit (stormwater); NRDC/LA Waterkeeper lawsuit settlement agreement; short- and long-term compliance strategies for seven Total Maximum

Page 10 of 24 150 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks

Daily Load (TMDL) requirements; wastewater systems management; and Civic Center Prohibition/MOU compliance. Staff submitted comments to the Regional Board on the Santa Monica Bay Marine Debris TMDL Basin plan amendment. Staff requested: 1) A three-year extension for municipalities with an adopted polystyrene ban in place prior to March 2015; 2) designating some of the catch basin as rural drainage inlets; and 3) seeking alternative methods of compliance for full capture trash screens for the drainage inlets. h) Water and Energy Conservation (ESD, Public Works) ESD staff is working with partner agencies and the City’s Media Information Officer to conduct ongoing public information and outreach programs, including a water conservation campaign, leveraging resources with the Malibu Area Conservation Coalition (MACC) where feasible. ESD staff is working with partners West Basin Municipal Water District, Los Angeles County Waterworks District 29, and a consultant team on the Malibu Smart project that includes rebates, workshops, outreach, technical assistance, and other incentives for long-term water conservation. Malibu Smart relaunched in February 2019 with a focus on assisting property owners affected by the Woolsey Fire. The project is now targeting the top 1,000 water users rather than the top 500. Staff is in the process of scheduling water conservation classes for 2019. Opportunities to conserve water in Malibu are promoted, and existing water conservation rules are enforced. ESD staff continues to respond to complaints submitted through the Water Waster Report available on the City website. The City joined the Institute for Local Government’s Beacon program and received Spotlight awards. In the area of energy conservation, ESD staff facilitated City participation in the Choice Power Authority of Southern California (the Community Choice Aggregate led by Los Angeles County). Staff anticipates reaching the Gold tier in the West Side Energy Partnership through activities that encourage energy efficiency in the City and community. Malibu's direct install company visited City Hall and the Michael Landon Center and advised that only T8s are eligible for the free lamps and installation while City Hall consists mostly of T5s and the parks are predominantly T12s. The City would have to pay to upgrade lights to LED. i) Solid Waste Management Program Enhancements (ESD) ESD staff has been working on improvements to revise the program with direction from the City Council. The goals are to increase diversion of waste from the landfill in accordance with the new statewide goal of 75% diversion, improve efficiency of the program, increase opportunities for outreach, and bring more sustainability programs to the community, such as organics recycling. Staff is working to improve food waste and organics recycling within commercial areas for compliance with AB 341 (commercial recycling) and AB 1826 (organics recycling). Staff completed inspections with businesses and haulers to fulfill the City’s responsibilities for AB 1826 and will follow up with businesses and provide education and outreach to help facilitate organics recycling. Staff continues working on outreach for the City's plastic

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bans. The annual Clean Bay Certified Restaurant inspections provide an opportunity for City staff to establish a rapport with these business owners/managers and to ensure that trash enclosures and bins are properly maintained. Staff continues to implement the Waste to Waves seasonal collection events in partnership with Sustainable Surf, a non-profit that recycles polystyrene foam into surfboard blanks and used neoprene wetsuits into yoga mats. Staff also continues to organize a community document shred day and is working on a non-exclusive franchise agreement for residential trash and recycling service. The draft agreement is under review by the City Attorney. j) Electric Vehicle Charging Stations (Public Works) This project consists of upgrading the existing electric vehicle charging stations on Civic Center Way and installing new charging stations on Civic Center Way and at Bluffs Park. The City will manage the design, permitting, bidding, and construction phases of the project. k) Legacy Park Rehabilitation and Revegetation (Community Services) This project, approved by Council in FY 2017-2018, will assess the current plant life within Legacy Park and develop a long-term, sustainable plan for rehabilitating and revegetating the park. Staff worked with Studio-MLA, the City’s consultant, to begin initial assessments of the park and complete baseline analysis of the soil and water content within the park.

In FY 2019-2020, the consultant will work with staff to begin in-depth analysis of test results and will provide guidance regarding seasonal hand-weeding work within the larger areas of the park. Test gardens will also be planted in specific areas of the park to determine which plants will grow most effectively in historically troubled areas. l) Coastal Vulnerability Assessment (ESD) ESD staff will engage a coastal engineering consultant to perform an assessment of vulnerabilities along the local shoreline due to erosion and sea level rise. Results of the vulnerability assessment will inform City planning efforts by identifying impact thresholds at which significant planning areas, assets or coastal resources could be impacted by sea level rise. The consequence of the identified impacts will also inform City policies and programs to help minimize risk to important infrastructure, basic services and valuable resources. The vulnerabilities and consequences identified in this assessment will facilitate prioritizing planning efforts to account for the urgency (time horizon) of each impact, and the importance of each impact on the community and resources.

After drafting the Coastal Vulnerability Assessment scope of work and researching costs of other cities' assessments, staff estimates it will cost $200,000 to complete the scope of work and is seeking direction and approval of funding before issuing a Request for Proposals (RFP) for the consultant.

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m) FAA / Airplane Noise (Management Services) In September 2017, the Council appointed Councilmember Mullen and the Public Works Director to participate in the LAX Community Noise Roundtable meetings to help develop solutions to excessive noise from the Next Generation Air Transportation System (NextGen) and SoCal Metroplex projects that have been detrimental to the quality of life of many in the Malibu community.

n) Clean Power Alliance (CPA) (ESD) CPA is a locally controlled electricity provider in Southern California, including Malibu and 30 other communities. CPA would provide the energy for Malibu at a fee that would replace what Southern California Edison (SCE) would have charged. Beginning in May 2019, citizens and businesses can choose the percentage of clean energy delivered, from 36%, 50%, or 100%. The City’s default renewable content is 50% for all customers. If the City chooses to opt up its accounts to 100% renewable electricity content, the cost is estimated at $30,000 per year or $11,000 per year once the City Hall solar carport is online.

o) FEMA Floodplain Maps (Public Works) In December 2011, FEMA began the process of revising the flood maps along the California coastline. FEMA is now in the process of adopting revised flood maps in Southern California based upon new data and coastal engineering analysis, including modifications to base flood elevations. On November 6, 2017, the City submitted an appeal to FEMA’s proposed revisions to the flood maps. FEMA provided comments on November 8, 2018 regarding the City’s appeal. After reviewing FEMA’s comments, the City provided a subsequent response on April 8, 2019 that further supports the City’s appeal.

6. Maintain fiscal sustainability and provide government transparency

a) Budget Management (Management Services, Media Operations) As part of the City’s commitment to providing government transparency, user-friendly budget information will be developed to help the community better understand the City’s finances. Quarterly budget reports will continue to be provided to the Council pursuant to the City’s policies.

b) General Fund Reserves (Management Services) Pursuant to Council Policy No. 3, a minimum of 50% of the General Fund operating budget is to be maintained in the General Fund Undesignated Reserve. The proposed FY 2019-2020 Budget provides for a 64% reserve.

Page 13 of 24 153 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks c) Departmental Audits (Management Services) Pursuant to Council Policy No. 17, a minimum of two departmental audits will be conducted during Fiscal Year 2019-2020. No audits were conducted in FY 2018-2019 due to the Woolsey Fire. d) Debt Service Management (Management Services) The City has issued debt over the past 10 years for the acquisition of Legacy Park, the acquisition and improvements of City Hall, the acquisition of Trancas Field, and the acquisition of three vacant parcels of land. A Debt Management Policy was approved in FY 2017-2018 to provide policy guidance for existing and future debt issuances and to help the City maintain its AA+/AAA credit rating. e) Records Management (City Clerk) This project allows City staff to coordinate with its records storage facility to improve records maintenance and management. The main goals include minimizing offsite storage of records and files, streamlining current records management, digitizing records for the permitting software program, and transferring records to the document imaging program. The intent is to reduce costs and increase efficiencies as the City converts paper originals into a digital format. f) Improve Public Information Availability (City Clerk, Planning, ESD, Management Services) The City will continue to increase records available for public review through OnBase, maintain updated website information on pending projects and agenda items important to the community, improve turnaround times for public records requests, and improve usability of the City website. g) One Call to City Hall (All departments) The City maintains a One Call to City Hall service to provide the community a 24/7 option to report issues. By calling the main line at City Hall (310-456-CITY) and dialing extension 311, callers can speak to a representative who immediately directs the call to the appropriate staff person to respond. This service will continue to be managed in FY 2019-2020. h) City Website and Media Operations (Management Services) The City’s website was updated in FY 2017-2018 to improve the appearance of the site and efficiency for users. Improvements and enhancements to the site continue to be made. In FY 2018-2019, the City added the MalibuRebuilds.org webpage to improve communication about the Woolsey Fire recovery and rebuilding efforts. Media and Management staff oversee maintenance of the Rebuild site, with input from Planning and ESD, in addition to the normal maintenance of the City website. Media staff also worked with Planning and ESD staff to develop numerous brochures, advertisements, pamphlets, and mailers to assist residents affected by the fire with the processes and procedures required for rebuilding. The Media team also

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coordinated with other departments to promote and advertise various workshops, events, and services offered to those affected by the fire. Other media information projects include enhancements to social media and an increase in the number of videos produced, which will include video tours of City Hall and City facilities.

i) Information Technology Strategic Plan (Management Services) The City planned to complete an Information Technology Strategic Plan in FY 2018- 2019 to better coordinate technology for City services and to streamline information access for the public, but the process was delayed due to the Woolsey Fire. The City anticipates completing the plan in FY 2019-2020.

j) Financial Analysis Service (Management Services) In March 2019, the City issued a Request for Proposals for a consultant to conduct a financial analysis of City revenues and expenditures, prepare financial forecasts and projections, and develop recommendations to augment current City revenue sources. The proposal would also include analysis of the fiscal impact of a potential ban on short-term rentals, as well as analysis of costs related to the Woolsey Fire, the fire rebuilding process, and other applicable factors. The consultant is expected to be selected in the fourth quarter of FY 2018-2019 and provide its services during FY 2019-2020.

7. Engage the community through arts and community programs

a) Oversight of Library Services and Use of Library Set Aside Funds (Community Services, Management Services) The Malibu Library is owned and operated by the County of Los Angeles. The City and County work cooperatively to develop programming and improvements using Set Aside Funds for the Malibu community. In Fiscal Year 2018-2019, an updated Library Needs Assessment was conducted. The City and County will now develop a strategic plan for possible capital improvements, program updates and collection enhancements for the Library based on priorities identified in the Needs Assessment. The City and the County Library plan uses of the Set Aside funds based on the terms of the MOU between the two agencies, which is in place until 2044 with two possible five-year extensions.

b) Bluffs Park / Charmlee Park Land Swap (Management Services, Planning, Community Services) In March 2014, the City entered into a five-year lease agreement with the Santa Monica Mountains Conservancy/Mountains Recreation Conservation Authority (MRCA). Pursuant to Council action on April 8, 2019, the lease will terminate on May 28, 2019, at which time, the City will resume control of Charmlee Wilderness Park and the Bluffs Open Space will again be managed by MRCA.

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Components of the Bluffs Parkland Master Plan, such as a skate park, additional field needs and other facilities, will be addressed in upcoming public outreach meetings regarding use of several acres of vacant property acquired by the City in 2018 and prior. c) Skatepark Facility (Community Services) This project was included in the Malibu Bluffs Parkland Master Plan, which will not be completed due to the expiration of the lease agreement between the City and MRCA.

This item is expected to be a high priority during upcoming public outreach meetings regarding the vacant property acquired by the City in 2018. The Parks and Recreation Commission is currently reviewing potential locations so it will be prepared to make a recommendation to the Council at the appropriate time. d) Special Events (Community Services) Staff continued to evaluate and improve City-sponsored special events during FY 2018-2019. The Community Services Department coordinated major events including the 21st Annual Chumash Day Powwow and Intertribal Celebration, Spring Hoppening, Tiny Tot Olympics, and the Halloween Carnival. It is estimated that over 10,000 people attended these events.

While the Department’s larger events are generally well-attended, smaller events such as Touch-A-Truck, the Student Art Show and CineMalibu have continued to see an increase in attendance. These events are expected to be future staples of the Department’s growing lists of successful and well-attended events.

The Malibu Library Speaker Series, presented in partnership with Los Angeles County Public Library and Pepperdine University, was once again extremely successful in FY 2019-2020 and continued to gain traction and notoriety. The event hosted several subject matter experts including authors, professors and sports executives.

These events are a key component of the Department’s core offerings and will continue to improve and grow during FY 2019-2020. e) Cultural Arts Programs and Events (Community Services) Three City Hall Art Exhibitions were held during FY 2018-2019, including local artist Doug Rucker, art from the Student Art Show and from the Malibu High School Senior Portfolio. Upcoming exhibits are currently being planned and are expected to showcase local and area artists work related to the Woolsey Fire and resiliency.

The Malibu Poet Laureate Program reached new heights in its second year under Poet Laureate Ricardo Means Ybarra. Several programs and events were

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coordinated throughout the year, including Arts in Education, Caffeinated Verse, Pizza and Poems, and the Call to the Wall Poet Laureate Summit. The program will also produce the second Malibu Poetry and Art Anthology.

With Laureate Ybarra’s term coming to an end, staff worked with the Poet Laureate Committee to nominate and select the City’s second Poet Laureate, Helen Reich. The new Poet Laureate will continue to showcase the City’s efforts to promote cultural arts in Malibu.

f) Girls Only Programming (Community Services) During FY 2018-2019, Community Services offered several Girls Only programs, including youth sports leagues and clinics for basketball, softball, cross country, tennis, volleyball and yoga. Staff partnered with local female student athletes from Malibu High School and Pepperdine University to conduct the programs in hopes of inspiring young girls. Additionally, the Department implemented its “Play Like a Girl” campaign, which was well received by residents and promoted female participation in the girls only programs.

g) Senior Programs and Trips (Community Services) The Community Services Department offered several senior-related programs and excursions through the Malibu Senior Center in FY 2018-2019. The Senior Wellness Expo saw a 15% increase in attendance, while the popular monthly senior luncheons provide entertainment, catered lunches and opportunities for seniors to interact with one another.

Classes and excursion programs such as choir, bridge, a Dodger Stadium tour, tap dance and chair yoga were enjoyed by hundreds of local seniors during the year. The classes and programs were highlighted in the Senior Monthly Newsletter, which was redesigned to give it a fresh look and improved readability.

Additionally, a new provider for the City’s Dial-A-Ride program was selected and approved by the Council in FY 2018-2019. The new provider offers improved customer service and timely rides at a low cost to seniors while costing the City over $10,000 less than the previous provider.

Staff will continue to expand and try new programs under the new Senior Center Coordinator in the upcoming fiscal year.

8. Improve and maintain the City’s public infrastructure and community spaces

a) Tree Maintenance Program (Public Works) This project requires the identification of priority tree trimming maintenance in accordance with the citywide inventory so that the City’s urban forest is protected, the roadways are clear of potential hazards, and liability to the City is minimized. Staff

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continues to maintain the City’s urban forest in accordance with inventory recommendations. b) Routine Street Maintenance Program (Public Works) City crews maintain the City-owned streets on a regular and ongoing basis, including but not limited to filling potholes, replacing street signs, etc. The program also includes street sweeping on City-owned streets and parking lots, as well as along Pacific Coast Highway (PCH), and maintaining the City’s stormwater drainage facilities. c) Street Sign Retroreflectivity (Public Works) The City is in the process of replacing all City street signs with new, upgraded signs to increase the signs’ retroreflectivity in accordance with the California Manual of Uniform Traffic Control Devices. In Fiscal Year 2019-2020, this program will be completed by replacing the remaining street signs that do not meet the retroreflectivity standards. d) Stormwater Treatment Facilities Program (Public Works, ESD) Work under this program includes the maintenance and operation of the City’s two stormwater treatment facilities: Civic Center Stormwater Treatment Facility and the Paradise Cover Stormwater Treatment Facility. The program also includes two stormwater pump stations located on Cross Creek Road and at Malibu Lagoon. e) Landslide Assessment District (Public Works) The City’s management of three landslide assessment districts (Malibu Road, Calle de Barco, and Big Rock Mesa) includes maintaining and operating the groundwater dewatering equipment, and monitoring groundwater levels and water quality. Work under this program also includes placing special assessments on the properties that are receiving the benefit of the landslide assessment district. f) Annual Street Resurfacing Program (Public Works) This program includes the design and construction management of annual street resurfacing projects throughout the City in accordance with the City’s approved Pavement Management Plan. g) Michael Landon Center Roof and Air Conditioning System Repairs (Community Services) The roof at the Michael Landon Center is deteriorating, leaking and in need of repairs, which will consist of the installation of new shingles and other underlying material. Additionally, one of the two commercial air conditioning systems is over 25 years old and in need of replacement. These projects are expected to be completed in FY 2019-2020.

Page 18 of 24 158 City of Malibu Fiscal Year 2019-2020 City Council Priorities and Departmental Tasks h) Pacific Coast Highway at La Costa Pedestrian Improvements Project (Public Works) This project to install a pedestrian traffic signal on PCH in the La Costa Beach area, between Rambla Vista East and Rambla Vista West, will improve safety for pedestrians and motorists. Construction is scheduled to begin in late FY 2018-2019, with completion expected early in FY 2019-2020. i) PCH Raised Median and Channelization from Webb Way to Puerco Canyon Project (Public Works) The PCH Raised Median and Channelization Project to install raised medians along approximately two miles of PCH, from Webb Way to Puerco Canyon Road, will channelize the highway, improve roadway shoulders, regulate turn movements, and improve the regional operational flow of traffic. The City hired a consultant to design the project, and City staff is managing the design and coordinating the permit process with Caltrans. j) Civic Center Way Improvements Project (Public Works) This project to improve horizontal and vertical sight distance, and create additional space for motorists, pedestrians, bicyclists and public transit to travel along Civic Center Way, will also include installing biofilters in the Winter Canyon area as part of the City’s EWMP to enable the City to meet its TMDL requirements. Funding for the design and construction of this project will be provided through Measure R funds administered by LA Metro. The City hired a consultant to design the project, and City staff will manage the design and permitting, and coordinate the bidding and construction phases of the project. This project is anticipated to be in construction in Fiscal Year 2019-2020. k) Pacific Coast Highway Signal Synchronization Project (Public Works) This project will install communication between the existing traffic signals on PCH, from Topanga Canyon Road to John Tyler Drive, and connect the signals back to the Caltrans Traffic Management Center, allowing Caltrans to control and operate the signals and the signal system remotely. The City hired a consultant to design the project. Staff will manage the design and work with Caltrans to permit the project for construction. l) Civic Center Storm Drain System Improvements (Public Works) This project consists of storm drain improvements in the Civic Center area to promote the flow and circulation of stormwater into Legacy Park. Staff will manage the design and construction process. m) Storm Drain Trash Screens (Public Works) The EWMP identified the need for trash screens on the City’s storm drains in order to comply with trash TMDL requirements. The City will manage the design, permitting, bidding, and construction phases of the project.

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n) Remote Monitoring and Control of Stormwater Treatment Facility (Public Works) The City will upgrade the two stormwater treatment facilities located on Civic Center Way and at Paradise Cove with telemetry equipment that will enable staff to monitor and control the facilities remotely.

o) Paradise Cove Vault Replacement Project (Public Works) The City will manage the design, permitting, bidding, and construction phase of this project to remove and replace the existing equipment vault door hatches at the Paradise Cove Stormwater Treatment Facility that were compromised due to excessive heavy truck traffic. This project is anticipated to be constructed in FY 2019-2020.

p) Westward Beach Road Improvements (Public Works) This project consists of improving the parking spaces on Westward Beach Road, from Birdview Avenue to approximately 1,100 feet west of Birdview. The project also includes installation of a 12-foot wide combination sidewalk and bicycle path, as well as a bicycle connection from PCH to Westward Beach. A new concrete sand barrier will be placed between the beach and the proposed parking area to prevent sand from going on the new sidewalk and parking area. The City will manage the design, permitting, bidding, and construction phases of the project.

q) Lower Rambla Pacifico Utility Undergrounding District (Public Works) This project consists of developing a utility undergrounding assessment district for the Lower Rambla Pacifico neighborhood. Staff will be working with the utility companies to identify the utilities, estimate the total costs to underground the utilities, calculate the special assessments for each parcel, and manage the construction phase of the project.

REVISIT AT MID-YEAR

 Business Licenses (Management Services) On October 22, 2018, the Council directed staff to research and report back to Council about what would be required for the City to issue business licenses and the benefits of assuming that responsibility from the County of Los Angeles.

 Parking Meters Implementation Program (Public Works) Staff will prepare a comprehensive parking meter implementation plan for the Civic Center area, including Cross Creek Road, Civic Center Way, and Malibu Road. The plan will include proposed parking meter locations, types of parking meters and their associated costs and revenues, required permits, ordinances and approvals necessary to implement the parking meter plan, which will identify parking time limits and the timeline for implementation.

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POSTPONED TO A FUTURE FISCAL YEAR

 LCP ESHA Map (Planning) This project includes preparing an update to the existing 2002 LCP ESHA map with parcel-specific data acquired in the last 14 years. Phase 1 of the project will include creating biological assessment guidelines, updating submittal requirements, and data collection. Phase 2 includes final map preparation, review by the City Council, and then map submittal to the CCC as an LCP Amendment (LCPA).

 Sign Ordinance ZTA / LCPA (Planning) Council initiated this effort to comprehensively update the sign code in 2010. It has been postponed multiple times due to staffing resources. A draft ordinance was presented to the Planning Commission in 2014, and the Commission recommended a series of special public meetings on the item. Due to workload and the specialized nature of sign regulations, staff proposed a request for proposals (RFP) for consultant services, which would include an extensive public outreach program, and funding was included in the budget for several years. However, limited staff resources prevented moving the project forward. Currently, an RFP is being prepared by contract staff, who would also ultimately manage the project. The RFP is expected to be completed in early Summer 2019, and a consultant selected in late Summer 2019.

 Wireless Communication Facilities Ordinance (Planning) On November 28, 2016, the City Council initiated this amendment. In 2017, Telecom Law Firm was selected to prepare a complete update of the City’s MMC and LCP ordinances for consistency with current State and Federal law, as well as to maximize available local control and clarify exemptions from coastal development permit (CDP) processing. The Telecom agreement calls for extensive public outreach and participation, as well as a comprehensive staff training program on implementation. Though funding has been budgeted several times, the project has been postponed several times due to limited staff resources.

 Civic Center Specific Plan (Planning) A draft of the Civic Center Design Standards was presented at a City Council and Planning Commission Joint Special meeting on February 10, 2016. The City Council directed staff to return with options for expedited preparation of a specific plan for the Civic Center area in lieu of completing design standards; however, due to the pending litigation with Measure R, further work on the Specific Plan was suspended.

In August 2017, Council directed staff to place an item on an upcoming, broadly noticed, City Council Special meeting agenda to initiate a zoning map amendment and any other necessary corollary legislative actions to create a specific plan overlay district for the Civic Center. Council also directed staff to place an item on an upcoming, broadly noticed, City Council Special meeting agenda to: a) explore alternative methods of regulating community character in commercial zones

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employed by other jurisdictions; and b) evaluate the civic center guidelines that were prepared by the Civic Center Design Standards Task Force. Pending Council priorities, staff will calendar these items.

 Electric Fleet (Public Works) Staff is working to develop a plan that identifies all of the City’s existing fleet with mileage over 75,000 miles in order to transition the fleet to electric vehicles and replace City trucks with hybrid or diesel-powered vehicles in the absence of an electric equivalent. Staff is also working on a project to install solar-powered vehicle charging stations at City Hall.

 City Hall Solar Project (Public Works) This project is to install a solar power system at City Hall, including facilities that will be used to charge electric vehicles, as well as reduce the City’s overall electricity consumption. The City will manage the design, permitting, bidding, and construction phases of the project, which is anticipated to be constructed in FY 2019-2020.

 Balloon Ban (ESD, Media, Code Enforcement) First reading of the balloon ban Ordinance No. 439 took place on October 8, 2018 and Council directed staff to bring the ordinance back altering the definition of “Balloon” to exclude 100% biodegradable latex balloons. This is currently on hold due to the Woolsey Fire. Costs would include code enforcement and public outreach.

 Plastic Dry-Cleaning Bag Ban (ESD, Media, Code Enforcement) On June 9, 2018, staff was directed to bring an ordinance to Council banning plastic dry-cleaning garment bags. Staff has provided a draft ordinance to the City Attorney’s office. This is currently on hold due to the Woolsey Fire. Costs would include code enforcement and public outreach.

 No Smoking Ordinance (ESD, Media, Code Enforcement) With the introduction of e-cigarettes and concerns from the public, staff began to research more restrictive smoking laws for the City, including updating the current code (MMC Chapter 9.34) to include new definitions for e-cigarettes and vaping. Staff also started researching a ban on smoking on sidewalks and outdoor patios. This is currently on hold due to the Woolsey Fire. Costs would include code enforcement and public outreach.

 Polystyrene Ban Additions (ESD, Media, Code Enforcement) The polystyrene ban was formally adopted in 2005 and amended on November 28, 2016. On April 9, 2018, staff was directed to bring back an ordinance amending the polystyrene ban to include rigid polystyrene, banning the sale and distribution throughout the City, including catering and food trucks, and removing definitions for

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“compostable” and “recyclable” in the MMC. This is currently on hold due to the Woolsey Fire. Costs would include code enforcement and public outreach.

 Single Use Plastic Beverage Containers (ESD, Media, Code Enforcement) On June 11, 2018, staff brought an item to Council with recommendations on a size threshold for banning plastic bottles and ways to expand recycling opportunities within the City. Council directed staff to bring back an ordinance for a phased ban of single-use beverage (less than one liter) containers. This is currently on hold due to the Woolsey Fire. Costs would include code enforcement and public outreach.

 Environmental Commission (ESD) On January 14, 2019, the Council directed staff to bring back an item considering establishment of an Environmental Commission. This would require funding for an additional staff position to provide administrative support for the new Commission.

 Legacy Park Art Enhancement Plan (Community Services) Conceptual design plans were proposed to expand art in Legacy Park to aesthetically enhance and attract more visitors to the park. A draft of the Legacy Park Art Enhancement Plan was approved by City Council in December 2015 and sent to the Cultural Arts Commission for review. The final design included project and phasing costs along with identifying potential funding methods. The Commission reviewed the three phases and investigated the possibility of establishing a 501(c)3 non-profit organization to fund phases two and three of the project. The Commission provided input to staff on several projects related to the plan, including the Anchor for Malibu, Legacy Park Rehabilitation and Revegetation Project, and the Ronald Rindge Recognition Project.

 Vacant Properties (Management Services) The purchase of three vacant properties totaling 29.24 acres was completed in September 2018. The City now owns the following vacant parcels: Trancas Field; PCH at Heathercliff Road; Ioki parcel (Chili Cook-Off site); La Paz; and the Crummer/Case property.

The City is conducting negotiations with Los Angeles County to sell a two-acre piece of the Ioki parcel to be utilized for Fire Department purposes.

A robust community outreach effort to determine appropriate usage of the parcels was planned but has been delayed due to the Woolsey Fire and is currently unfunded.

 Metro Freeway Service Patrol (FSP) Pilot Program (Management Services) On May 14, 2018, the Council directed staff to arrange for City participation in a pilot Freeway Service Patrol (FSP) Program on PCH. The Los Angeles County

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Metropolitan Transportation Authority (Metro) FSP Program utilizes fleets of roving tow trucks and service trucks to assist stranded motorists, minimize traffic related impacts, and reduce the likelihood of further incidents. Metro staff evaluated the potential for the FSP along PCH and determined that providing one truck to cover PCH from the I-10 Freeway to Decker Canyon Road for seven hours per day during the week would meet the cost-benefit ratio required for a State funding contribution. In order to implement a pilot program, staff needs to work with Metro, the California Highway Patrol, Los Angeles County Sheriff’s Department, Los Angeles Police Department and Santa Monica Police Department to establish an agreement on program administration, vendor procurement, and local contribution, and present the agreement to Council for approval.

 Mobile Command Post (Public Safety and Management Services) On January 28, 2019, the Council directed staff to bring back an item to consider purchasing a mobile command center. Staff will determine the necessary equipment required to provide services during an emergency.

 Utilities Undergrounding Assessment District Formation Outreach Program (Public Works) Public Works staff will work with the Media Information Office to develop a public outreach program to help residents understand the processes for undergrounding overhead utilities within their neighborhood.

Page 24 of 24 164 FISCAL YEAR 2019‐2020 WORK PLAN CONSULTANT/ EST. CONSULTANT FUNDING TITLE DEPARTMENT EST. STAFF TIME UNFUNDED CONTRACTOR? COST SOURCE PUBLIC SAFETY 1.a. Emergency Preparedness PS/MS 2,600 hrs No Gen 1.b. Emergency Plan Update PS/MS 150 hrs Yes $50,000 Gen 1.c. Radio Communications Enhancement PS/MS 150 hrs Yes $35,000 Gen 1.d. Volunteers on Patrol (VOP) PS/MS 60 hrs No Gen 1.e. Emergency Alert Systems PS/MS 120 hrs No $16,000 Gen 1.f. Emergency Warning Sirens PS/MS 150 hrs Yes $1,000,000 Gen $900,000 1.g. Community Emergency Response Team (CERT) PS/MS 260 hrs No Gen 1.h. Wildfire Safety Program PS/MS 2,080 hrs No Gen 1.i. Earthquake Resiliency Initiative PS/MS 30 hrs No Gen 1.j. Fire Resistant Landscaping and Maintenance PL/PW 50 hrs No Gen 1.k. Homelessness PS/MS 1,040 hrs Yes $315,000 Gen 1.l. Santa Monica College Satellite Campus / Sheriff's MS/PS/PL MS 40 hrs No Gen Substation PS 20 hrs PL 20 hrs

WOOLSEY FIRE RECOVERY 2.a. Community Rebuilding All Departments Gen 2.b. Guardrail Replacement Citywide PW 100 hrs Yes $2,400,000 FEMA 2.c. Latigo Canyon Road Culvert Improvements PW 200 hrs Yes $15,000 FEMA 2.d. Latigo Canyon Road Roadway/Retaining Wall PW 300 hrs Yes $1,175,000 FEMA Improvements 2.e. Trancas Canyon Park Slope Improvements PW/CS 400 hrs Yes $100,000 FEMA 2.f. Trancas Canyon Park Planting and Irrigation PW/CS 300 hrs Yes $231,000 FEMA Improvements 2.g. Clover Heights Storm Drain Improvements PW 200 hrs Yes $100,000 FEMA 2.h. Birdview Avenue Road Embankment Improvements PW 200 hrs Yes $25,000 FEMA 2.i. Broad Beach Road Water Quality Improvements PW 300 hrs Yes $100,000 FEMA 2.j. Charmlee Wilderness Park CS/PW TBD Yes TBD FEMA TBD

SCHOOL DISTRICT SEPARATION 3.a. School District Separation MS 260 hrs Yes $150,000 ‐ $300,000 Gen $250,000

PRESERVE MALIBU'S RURAL RESIDENTIAL CHARACTER 4.a. Accessory Dwelling Unit Ordinance (1) PL 80 hrs Yes $5,000 Gen 4.b. Beachfront / Non‐Beachfront Development Standards (2) PL 150 hrs Yes $10,000 Gen

Page 1 of 5 165 FISCAL YEAR 2019‐2020 WORK PLAN CONSULTANT/ EST. CONSULTANT FUNDING TITLE DEPARTMENT EST. STAFF TIME UNFUNDED CONTRACTOR? COST SOURCE 4.c. TDSF Mansionization Ordinance (3) PL 200 hrs Yes $10,000 Gen 4.d. Short‐Term Rental Ordinance & Enforcement Program (4) PL/MS PL 200 hrs No TBD Gen TBD MS 360 hrs 4.e. Parking as a Stand‐Alone Use (5) PL 200 hrs Yes $5,000 Gen 4.f. Overnight Parking Ordinance (6) PL/PW 100 hrs No Gen 4.g. LCP Public Access Map PL 10 hrs No Gen 4.h. Housing Element 6th Cycle RHNA & 2021 Housing PL 20 hrs Yes $5,500 Gen Element Update 4.i. Cannabis Ordinance PL 100 hrs Yes $5,000 Gen 4.j. Event Permits Amendments PL 100 hrs Yes $5,000 Gen 4.k. Dark Sky Ordinance Implementation PL/PW 100 hrs No Gen 4.l. Basement Lightwell Amendments PL 50 hrs Yes $1,500 Gen

ENHANCE ENVIRONMENTAL EFFORTS 5.a. Civic Center Water Treatment Facility (CCWTF) PW/MS/PL/ESD PW 700 hrs Yes $1,700,000 Grant PL 200 hrs MS 100 hrs 5.b. Integrated Pest Management Program/ Earth Friendly ESD/CS/PL 200 hrs Yes $175,000 increased Gen Management Policy maintenance costs 5.c. Rainwater Harvesting/Downspout Redirection Program ESD 50 hrs No Gen

5.d. Sustainability Outreach ESD 600 hrs Gen 5.e. Grease Receptor Program ESD 60 hrs (ordinance) No Gen 10 hrs/mo ongoing 5.f. Clean Water Monitoring Program ESD/PW 400 hrs Yes $300,000 Legacy 5.g. Clean Water Regulations Compliance ESD 360 hrs Yes $75,000 Legacy 5.h. Water and Energy Conservation ESD/PW 240 hrs No $31,000 Legacy 5.i. Solid Waste Management Program Enhancements ESD 480 hrs Yes $50,000 Solid Waste 5.j. Electric Vehicle Charging Stations PW 300 hrs Yes $110,000 AQMD 5.k. Legacy Park Rehabilitation and Revegetation CS 150 hrs Yes $120,000 Legacy 5.l. Coastal Vulnerability Assessment ESD 100 hrs Yes $200,000 Gen 5.m. FAA / Airplane Noise MS Yes TBD Gen TBD 5.n. Clean Power Alliance (CPA) ESD 80 hrs No $30,000/year or Gen $11,000/year with solar 5.o. FEMA Floodplain Maps PW 250 hrs Yes TBD Gen TBD

FISCAL SUSTAINABILITY AND TRANSPARENCY

Page 2 of 5 166 FISCAL YEAR 2019‐2020 WORK PLAN CONSULTANT/ EST. CONSULTANT FUNDING TITLE DEPARTMENT EST. STAFF TIME UNFUNDED CONTRACTOR? COST SOURCE 6.a. Budget Management MS/Media 3,500 hrs No Gen 6.b. General Fund Reserves MS 60 hrs No Gen 6.c. Departmental Audits MS 100 hrs Yes $20,000 Gen 6.d. Debt Service Management MS 60 hrs Gen 6.e. Records Management CC 8,000 hrs No Gen 6.f. Improve Public Information Availability CC/PL/ESD/MS 4,000 hrs No Gen 6.g. One Call to City Hall All Depts 24 hrs Yes $4,000 Gen 6.h. City Website and Media Operations MS 12,000 hrs Gen 6.i. Information Technology Strategic Plan MS 250 hrs Yes $70,000 Gen 6.j. Financial Analysis Service MS 60 hrs Yes $50,000 Gen

ENGAGE THE COMMUNITY 7.a. Oversight of Library Services & Library Set Aside Funds CS/MS 60 hrs Yes $200,000 Library 7.b. Bluffs Park/Charmlee Park Land Swap MS/PL/CS 240 hrs Yes $100,000 Gen 7.c. Skatepark Facility CS 60 hrs Yes TBD Gen TBD 7.d. Special Events CS 4,300 hrs No $75,000 Gen 7.e. Cultural Arts Programs and Events CS 2,100 hrs No $50,000 Gen 7.f. Girls Only Programming CS 300 hrs No $9,000 Gen 7.g. Senior Programs and Trips CS 3,000 hrs No $68,000 Gen

IMPROVE CITY INFRASTRUCTURE 8.a. Tree Maintenance Program PW 120 hrs Yes $45,000 Gen 8.b. Routine Street Maintenance Program PW 2,000 hrs Yes $688,000 Special Rev 8.c. Street Sign Retroreflectivity PW 200 hrs Yes $10,000 Special Rev 8.d. Stormwater Treatment Facilities Program PW/ESD 220 hrs Yes $140,000 Legacy 8.e. Landslide Assessment District PW 60 hrs LMD 8.f. Annual Street Resurfacing Program PW 200 hrs Yes $600,000 Special Rev 8.g. Michael Landon Center Roof and HVAC System Repairs CS 80 hrs Yes $35,000 Gen

8.h. PCH at La Costa Pedestrian Improvements Project PW 60 hrs Yes $31,000 Special Rev 8.i. PCH Raised Median & Channelization from Webb Way to PW 300 hrs Yes $300,000 Special Rev Puerco Canyon Project 8.j. Civic Center Way Improvements Project PW 1,500 hrs Yes $4,600,000 Special Rev 8.k. PCH Signal Synchronization Project PW 600 hrs Yes $500,000 Special Rev 8.l. Civic Center Storm Drain System Improvements PW 100 hrs Yes $195,000 Legacy 8.m. Storm Drain Trash Screens PW 60 hrs Yes $35,000 Gen

Page 3 of 5 167 FISCAL YEAR 2019‐2020 WORK PLAN CONSULTANT/ EST. CONSULTANT FUNDING TITLE DEPARTMENT EST. STAFF TIME UNFUNDED CONTRACTOR? COST SOURCE 8.n. Remote Monitoring and Control of Stormwater PW 60 hrs Yes $12,000 Legacy Treatment Facility 8.o. Paradise Cove Vault Replacement Project PW 80 hrs Yes $60,000 Legacy 8.p. Westward Beach Road Improvements PW 400 hrs Yes $150,000 Special Rev 8.q. Lower Rambla Pacifico Utility Undergrounding District PW 600 hrs Yes TBD AD

REVISIT AT MIDYEAR Business Licenses MS 200 hrs Yes $125,000 Gen $125,000 Parking Meters Implementation Program PW 200 hrs Yes $210,000 Gen $200,000

POSTPONED TO A FUTURE FISCAL YEAR LCP ESHA Map PL 100 hrs Yes $30,000 Gen $30,000 Sign Ordinance ZTA PL 200 hrs Yes $110,000 Gen $110,000 Wireless Communications Facilities Ordinance PL 200 hrs Yes $54,000 Gen $54,000 Civic Center Specific Plan PL 500 hrs Yes $500,000 Gen $500,000 Electric Fleet PW 200 hrs TBD Gen TBD City Hall Solar Project PW 600 hrs Yes $1,800,000 Gen Balloon Ban ESD/Media/CE ESD 200 hrs No Gen Media 160 hrs CE 100 hrs Plastic Dry Cleaning Bag Ban ESD/Media/CE ESD 120 hrs No Gen Media 160 hrs CE 60 hrs No Smoking Ordinance ESD/Media/CE ESD 80 hrs No Gen Media 100 hrs CE 80 hrs Polystyrene Ban Additions ESD/Media/CE ESD 240 hrs No Gen Media 200 hrs CE 100 hrs Single Use Plastic Beverage Containers Ban ESD/Media/CE ESD 300 hrs No Gen Media 420 hrs CE 200 hrs Environmental Commission ESD 2,000 hrs $150,000 Gen $150,000 Legacy Park Art Enhancement Plan CS 300 hrs Yes $150,000 Legacy $150,000 Vacant Properties MS 200 hrs Yes $250,000 Gen $250,000

Page 4 of 5 168 FISCAL YEAR 2019‐2020 WORK PLAN CONSULTANT/ EST. CONSULTANT FUNDING TITLE DEPARTMENT EST. STAFF TIME UNFUNDED CONTRACTOR? COST SOURCE Metro Freeway Service Patrol (FSP) Pilot Program MS 50 hrs No $50,000 Gen $50,000

Mobile Command Post PS/MS 50 hrs $500,000 Gen $500,000 Utilities Undergrounding Assessment District Formation / PW 1,000 hrs Yes $53,000 Gen $53,000 Outreach Program

Page 5 of 5 169 RESOLUTION NO. 19-27

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU ADOPTING THE ANNUAL BUDGET FOR FISCAL YEAR 2019-2020

The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. The City Council has reviewed the Proposed Budget at which time recommendations of the City Manager were considered, public testimony was received, and changes were made by the City Council.

SECTION 2. The City Council hereby authorizes a one-time appropriation of $2.97 million from the General Fund Undesignated Reserve to maintain a balanced budget.

SECTION 3. The Fiscal Year 2019-2020 Proposed Budget, as presented to the City Council as Attachment No. 1 to Agenda Item No. 4.B., is hereby approved and adopted as the official municipal budget for the City of Malibu.

SECTION 4. Unexpended appropriations may be carried forward to the next fiscal year provided the funds have been previously encumbered for a specific purpose or apply to authorized but incomplete projects in the Capital Improvement Plan.

SECTION 5. This resolution shall become effective as of July 1, 2019.

SECTION 6. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED this 24th day of June 2019.

______JEFFERSON WAGNER, Mayor

ATTEST:

______HEATHER GLASER, City Clerk (seal)

APPROVED AS TO FORM:

______CHRISTI HOGIN, City Attorney

ATTACHMENT 3 170 RESOLUTION NO. 19-28

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU ESTABLISHING THE APPROPRIATIONS LIMIT FOR FISCAL YEAR 2019-2020

The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. Recitals.

A. Article XIIIB of the State Constitution requires the calculation of an annual appropriations limit for state and local government.

B. The required computations to determine the appropriations limit for Fiscal Year 2019- 2020 were performed and are attached as Exhibit A and B. The appropriations limit is $27,037,945.

C. In calculating the appropriations limit for Fiscal Year 2019-2020, the City has used the California per capita personal income growth factor of 3.85% and the population growth factor for the County of Los Angeles of -0.01% as provided by the State Department of Finance.

D. The documentation used in determining the City’s appropriations limit and other necessary and related determinations has been available to the public for at least 15 days prior to the June 24th, 2019, City Council meeting.

SECTION 2. The City Council approves the use of the personal income and population growth factors listed in Section 1 and based thereon establishes the appropriations limit of $27,037,945 for Fiscal Year 2019-2020.

SECTION 3. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED this 24th day of June 2019.

______JEFFERSON WAGNER, Mayor

ATTEST:

______HEATHER GLASER, City Clerk (seal)

APPROVED AS TO FORM:

______CHRISTI HOGIN, City Attorney

171 Resolution No. 19-28 Page 2 of 4 ______

Exhibit A City of Malibu Calculation of Appropriations Limit Fiscal Year 2019-2020

Initial Limit (established by vote) $8,550,962

PRIOR YEAR ADJUSTMENTS Factor Amount 1994-1995 1.02352 8,752,044 1995-1996 1.04720 9,165,141 1996-1997 1.06491 9,760,074 1997-1998 1.07004 10,443,683 1998-1999 1.06483 11,120,742 1999-2000 1.04540 11,625,674 2000-2001 1.08330 12,594,100 2001-2002 1.09976 13,850,538 2002-2003 1.00655 13,941,292 2003-2004 1.04510 14,569,998 2004-2005 1.05253 15,335,309 2005-2006 1.06502 16,332,421 2006-2007 1.04771 17,111,623 2007-2008 1.05172 17,996,606 2008-2009 1.05187 18,930,070 2009-2010 1.01526 19,218,863 2010-2011 0.98269 18,886,169 2011-2012 1.02900 19,433,780 2012-2013 1.04164 20,243,066 2013-2014 1.05845 21,426,340 2014-2015 1.00548 21,543,800 2015-2016 1.04671 22,550,181 2016-2017 1.06266 23,963,095 2017-2018 1.04281 24,988,963 2018-2019 1.04199 26,038,179 CALCULATION OF FACTOR FOR FISCAL YEAR 2019-2020 Per Capita Change in Cost of Living 3.85% Population Change -0.01

Per Capita Change converted to a ratio 1.0385 Population Change converted to a ratio 0.9999 Calculation of factor (1.0385 x 0.9999) 1.03839615

FISCAL YEAR 2019-2020 ESTABLISHED LIMIT $27,037,945

Population adjustment figures are based on the State Department of Finance Reports

Inflation adjustment are based on the State Department of Finance figures used specifically to determine changes in the appropriation limit 172 Resolution No. 19-28 Page 3 of 4 ______

Exhibit B City of Malibu Calculation of Proceeds of Taxes Fiscal Year 2019-2020

Proceeds of Taxes Non-Proceeds of (Subject to Taxes (Not subject Revenue Sources Limitation) to limitation) Discretionary: Property Taxes $ 12,650,000 $ - Documentary Transfer Tax 800,000 - Utility Users Tax 2,200,000 - Transient Occupancy Tax 3,700,000 - City Franchise Fees - 700,000 Sales and Use Tax 3,500,000 - Parking Tax 400,000 - Alarm Permit Fees - 25,000 Film Permit Fees - 350,000 Parking Citations - 625,000 Motor Vehicle In-Lieu Fees 5,000 - Vehicle Impound Fees - 5,000 Interest Earnings - 300,000 City Hall Use Fees - 28,000 Adopt-A-Storm Drain Fee - - All Other Revenue - 17,500 Total Discretionary Taxes 23,255,000 2,050,500

Non-Discretionary: Building Permits - 720,000 Coastal Development Permits - - Building Plan Check Fee - 656,750 Geo Soils Engineering Fee - 450,000 Environmental Health Review Fee - 325,000 Code Enforcement Investigation Fee - 35,000 Planning Review Fee - 750,000 Public Works Project Review Fee - 300,000 SUSMP Fee - 40,000 False Alarm Service Charge - 12,000 Passport Fees - 25,000 Recreation Service Fees - 565,000 Legacy Park - 1,997,547 Civic Center Wastewater Treatment Facility - 1,644,298 All Other Fees - 1,831,562 Total Use and Service Fees - 9,352,157

173 Resolution No. 19-28 Page 4 of 4 ______

City of Malibu Calculation of Proceeds of Taxes Fiscal Year 2019-2020

Proceeds of Taxes Non-Proceeds of (Subject to Taxes (Not subject Revenue Sources Limitation) to limitation) Restricted Revenues: State Gas Tax 343,440 - Community Development Block Grant - 7,404 Slide Assessment District Maintenance - 435,439 Parkland Development Fees - 21,000 Solidwaste Management Surcharge - 143,500 Traffic Safety Fines and Forfeitures - 200,900 Proposition A and C Traffic 483,706 - Grants - 7,576,000 Measure R 165,140 - Measure M 186,872 - RMRA (SB1) 214,447 - Air Quality Management District - 16,800 Law Enforcement Grants - 125,000 Total Restricted Revenue 1,393,605 8,526,043

Total - All Revenue Sources $ 24,648,605 $ 19,928,700

Limit 2019-2020 $ 27,037,945

(Over)/Under Limit $ 2,389,340

Note: since the total proceeds of taxes is lower than the limit, the other schedules were not completed.

174 RESOLUTION NO. 19-29

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU APPROVING THE AUTHORIZED POSITIONS AND SALARY RANGES FOR FISCAL YEAR 2019-2020 AND APPROVING THE RECREATION ASSISTANT I, RECREATION ASSISTANT II, MEDIA ASSISTANT, LIFEGUARD, POOL MANAGER, PARKS MAINTENANCE ASSISTANT AND ASSISTANT PLANNING DIRECTOR JOB SPECIFICATIONS

The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. The City Council has reviewed the Authorized Positions and Salary Ranges for Fiscal Year 2019-2020 as set forth in Exhibit A.

SECTION 2. The Authorized Positions and Salary Ranges for Fiscal Year 2019-2020 incorporated herein by this reference are hereby approved.

SECTION 3. The City Manager has the authority to increase a salary range as needed for authorized positions that are required to be on call for emergency services by a maximum of three percent.

SECTION 4. The Recreation Assistant I, Recreation Assistant II, Media Assistant, Lifeguard, Pool Manager, Parks Maintenance Assistant and Assistant Planning Director Job Specifications, as set forth in Exhibit B, are hereby approved.

SECTION 5. This resolution shall become effective on July 1, 2019.

SECTION 6. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED this 24th day of June 2019.

______JEFFERSON WAGNER, Mayor

ATTEST:

______HEATHER GLASER, City Clerk (seal)

APPROVED AS TO FORM:

______CHRISTI HOGIN, City Attorney

ATTACHMENT 5 175 Resolution No. 19-29 Page 2 of 24 ______

Exhibit A

176 Resolution No. 19-29 Page 3 of 24 ______

177 Resolution No. 19-29 Page 4 of 24 ______

178 Resolution No. 19-29 Page 5 of 24 ______

179 Resolution No. 19-29 Page 6 of 24 ______

Exhibit B CITY OF MALIBU

RECREATION ASSISTANT I Class Description July 2019

FLSA: Unclassified/Part-Time

GENERAL DESCRIPTION

Under the general direction and supervision of the Recreation Supervisor and Recreation Coordinator, the Recreation Assistant I assists in the implementation of recreation programs, activities and events of the City of Malibu Community Services Department.

This position is an entry-level, task-oriented position that assists with general operation of City parks, facilities, and a wide range of recreational programs, activities, and events. The City is committed to providing community services in a professional manner with a strong emphasis on customer service. The Recreation Assistant I is expected to provide services in such a manner.

EXAMPLES OF ESSENTIAL DUTIES Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

 Assists with planning and organizing City programs, activities, and events for participants of all ages  Communicates information and appropriately responds to inquiries from the general public, contract instructors and City staff in person, via telephone, and electronic communication  Collects program registration fees, prepares records, and produces activity reports in accordance with established procedures  Explains and enforces Department rules and regulations governing facilities, parks, and programs  Assists in the development and promotion of programs including marketing and graphic design  Conducts routine facility inspections and documents general usage and issues related to maintenance and safety  Prepares facilities for programs and reservations  Assists with minor maintenance of recreational facilities and equipment including cleaning and stocking facilities  Represents the park and recreation interests of the City  Performs other duties as assigned

QUALIFICATIONS

Knowledge of:

 Recreation programming including community classes, cultural arts, day camps, seniors, and special events  Concepts, principles and practices of parks and recreation programs, activities, and events  General facility and parks operations  Computer applications including the Microsoft Office Suite. Knowledge of the Adobe software suite preferred 180 Resolution No. 19-29 Page 7 of 24 ______

 Standard office administrative procedures including the use of standard office equipment Skill in:

 Providing strong support for recreation programs, activities and events  Displaying a positive attitude and ability to provide excellent customer service to the general public, contractors and City staff  Following written and verbal direction from supervisory staff  Organization, critical thinking and multi-tasking  Punctuality, initiative and common sense  Using English to effectively communicate, both orally and in writing, with the public, contractors and City staff  Understanding and ability to enforce and abide by City and School District policies while utilizing strong decision-making ability  Maintaining safety, cleanliness and general order of recreational facilities

Education and Experience: Any combination of training and experience that would provide the required knowledge, skills and abilities is qualifying. A typical way to obtain the required qualifications would be:

 Completion of High School diploma or equivalent  Minimum of one year of responsible prior experience in related recreational activities  Minimum of one year experience in customer service  Current enrollment in college or a college degree is highly desirable

License/Certifications:

Certification in Cardio-Pulmonary Resuscitation (CPR), Automatic External Defibrillator (AED) and Standard First Aid upon hire. Must possess and maintain a valid California Class C Driver License and have a satisfactory driving record. Other certifications may be required depending on program assignment.

PHYSICAL DEMANDS

Must possess mobility to safely operate a motor vehicle to visit various City and meeting sites; mobility to safely operate an all-terrain utility vehicle for programs and events; ability to work in a standard office setting and use standard office equipment including a computer; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups and over the telephone. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. May walk up to several hundred yards to observe a program, assist participants and patrons, or inspect a facility. Employee will occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employee requires the ability to stand for long periods. Employee must frequently lift and/or move objects up to 25 pounds and occasionally lift and/or move objects up to 75 pounds.

ENVIRONMENTAL ELEMENTS

Employees will regularly work in both indoors and outdoors in all weather conditions including seasonally hot and cold temperatures and may be exposed to loud noises, confined workspaces, chemicals, mechanical and electrical hazards, and blood and body fluids while rendering First Aid, CPR and an AED. Employees are required to wear appropriate attire for office or recreation activities to which they are assigned.

WORKING CONDITIONS

May be required to work evenings, weekends and holidays. 181 Resolution No. 19-29 Page 8 of 24 ______

W CITY OF MALIBU

RECREATION ASSISTANT II Class Description July 2019

FLSA: Unclassified/Part-Time

GENERAL DESCRIPTION

Under the general direction and supervision of the Recreation Supervisor and Recreation Coordinator, the Recreation Assistant II implements and oversees recreation programs, activities, and events of the City of Malibu Community Services Department.

This position is a supervisory position that assists with general operation of City parks and facilities as well as organizes and schedules a wide range of recreational programs, activities, and events with minimal supervision. The City is committed to providing community services in a professional manner with a strong emphasis on customer service. The Recreation Assistant II is expected to provide services in such a manner.

EXAMPLES OF ESSENTIAL DUTIES Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

 Assists with planning, organizing, and supervision for City programs, activities, and events for participants of all ages  Communicates information and appropriately responds to inquiries from the general public, contract instructors and City staff in person, via telephone and electronic communication  Directs, schedules and assigns tasks to part-time/seasonal personnel and communicates performance related concerns to the Recreation Supervisor  Collects program registration fees, prepares records, and activity reports in accordance with established procedures  Explains and enforces Department rules and regulations governing facilities, parks and programs  Assists in the development and promotion of programs including marketing and graphic design  Conducts routine facility inspections and documents general usage and issues related to maintenance and safety  Prepares facilities for programs and reservations  Assists with minor maintenance of recreational facilities and equipment including cleaning and stocking facilities  Represents the park and recreation interests of the City  Performs other duties as assigned

QUALIFICATIONS

Knowledge of:

 Recreation programming including community classes, cultural arts, day camps, seniors and special events  Concepts, principles and practices of parks and recreation programs, activities and events  General facility and parks operations 182 Resolution No. 19-29 Page 9 of 24 ______

 Part-time staff supervision  Computer applications including the Microsoft Office Suite. Knowledge of the Adobe software suite preferred  Standard office administrative procedures including the use of standard office equipment

Skill in:

 Providing strong support for recreation programs, activities and events  Displaying a positive attitude and ability to provide excellent customer service to the general public, contractors and City staff  Following written and verbal direction from supervisory staff  Leadership, organization, critical thinking and multi-tasking  Punctuality, initiative and common sense  Using English to effectively communicate, both orally and in writing, with the general public, contractors and City staff  Understanding and ability to enforce and abide by City and School District policies while utilizing strong decision-making ability  Maintaining safety, cleanliness and general order of recreational facilities

Education and Experience: Any combination of training and experience that would provide the required knowledge, skills and abilities is qualifying. A typical way to obtain the required qualifications would be:

 Candidate must be at least 18 years of age by the time of employment  Completion of high school diploma or equivalent  Minimum of three years of responsible prior experience in related recreational activities and experience in personnel and facility management  Currently enrolled in college or college degree is highly desirable

License/Certifications:

Certification in Cardio-Pulmonary Resuscitation (CPR), Automatic External Defibrillator (AED) and Standard First Aid upon hire. Must possess and maintain a valid California Class C Driver License and have a satisfactory driving record. Other certifications may be required depending on program assignment.

PHYSICAL DEMANDS

Must possess mobility to safely operate a motor vehicle to visit various City and meeting sites; mobility to safely operate an all-terrain utility vehicle for programs and events; ability to work in a standard office setting and use standard office equipment including a computer; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups and over the telephone. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. May walk up to several hundred yards to observe a program, assist participants and patrons, or inspect a facility. Employee will occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employee requires the ability to stand for long periods. Employee must frequently lift and/or move objects up to 25 pounds and occasionally lift and/or move objects up to 75 pounds.

ENVIRONMENTAL ELEMENTS

Employees will regularly work in both indoors and outdoors in all weather conditions including seasonally hot and cold temperatures and may be exposed to loud noises, confined workspaces, chemicals, mechanical and

183 Resolution No. 19-29 Page 10 of 24 ______electrical hazards, and blood and body fluids while rendering First Aid, CPR and an AED. Employees are required to wear appropriate attire for office or recreation activities to which they are assigned.

WORKING CONDITIONS

May be required to work evenings, weekends and holidays.

184 Resolution No. 19-29 Page 11 of 24 ______

CITY OF MALIBU

MEDIA ASSISTANT Class Description July 2019

FLSA: Unclassified/Part-Time

GENERAL DESCRIPTION

Under the general direction and supervision of the Recreation Supervisor and Recreation Coordinator, the Media Assistant assists in the planning and implementation of audio-visual systems and media marketing plans of the City of Malibu Community Services Department.

This position is a mid-level position that assists with the creation of marketing and social media plans and content, designs graphics and other visual products, take photographs of programs and events, and assists with audio/visual equipment with minimal supervision. The City is committed to providing community services in a professional manner with a strong emphasis on customer service. The Media Assistant is expected to provide services in such a manner.

EXAMPLES OF ESSENTIAL DUTIES Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

 Creates marketing plans and content for social media platforms  Researches and compiles media marketing analytic information for social media  Proofreads social media marketing materials for accuracy, completeness, compliance with departmental policies, formatting and correct English usage, including grammar, punctuation and spelling  Designs graphics and other visual products for City events and programs  Takes photographs of City programs, facilities and special events  Assists in the setup and operation of audio-visual equipment for City events and programs  Responsible for audio-visual needs and requests during City events or rentals  Performs maintenance and prepares equipment prior to City events or rentals  Recommends equipment purchases or replacement pieces.  Meets with City staff to prepare an outline of audio-visual equipment needs for events or rentals  Performs other duties as assigned

QUALIFICATIONS

Knowledge of:

 Graphic design and illustrative social media marketing including existing and emerging social media platforms  Technical operation of standard audio, lighting, video and photography equipment that may be used for City events, programs and performances  Experience operating analog audio consoles, lighting consoles, microphones, projectors and other production equipment  Ability to recommend adjustments to existing technical operations to improve the quality or process of the audio-visual needs of a City event or program 185 Resolution No. 19-29 Page 12 of 24 ______

Skill in:

 Prioritizing multiple projects and requests  Adobe PhotoShop, Illustrator, InDesign and/or other design software programs  Operating modern office equipment including telephone, computer equipment and software programs  Using English to effectively communicate in person, over the telephone and in writing  Using initiative and independent judgment with established policy and procedural guidelines  Establishing and maintaining effective working relationships with City employees and the public contacted in the course of the work

Education and Experience: Any combination of training and experience that would provide the required knowledge, skills and abilities is qualifying. A typical way to obtain the required qualifications would be:

 High School Diploma or equivalent  Minimum of one year of responsible part-time experience in stage, theater, social media or event production environment  Currently enrolled in college or college degree is highly desirable

License/Certifications:

Certification in Cardio-Pulmonary Resuscitation (CPR), Automatic External Defibrillator (AED) and Standard First Aid upon hire. Must possess and maintain a valid California Class C Driver License and have a satisfactory driving record. Other certifications may be required depending on program assignment.

PHYSICAL DEMANDS

Must possess mobility to safely operate a motor vehicle to visit various City and meeting sites; mobility to safely operate an all-terrain utility vehicle for programs and events; ability to work in a standard office setting and use standard office equipment including a computer; vision to read printed materials and a computer screen; hearing and speech to communicate in person, before groups and over the telephone. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. May walk up to several hundred yards to observe a program, assist participants and patrons, or inspect a facility. Employee will occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employee requires the ability to stand for long periods. Employee must frequently lift and/or move objects up to 25 pounds and occasionally lift and/or move objects up to 75 pounds.

ENVIRONMENTAL ELEMENTS

Employees will regularly work in both indoors and outdoors in all weather conditions including seasonally hot and cold temperatures and may be exposed to loud noises, confined workspaces, chemicals, and mechanical and electrical hazards. Employees are required to wear appropriate attire for office or recreation activities to which they are assigned.

WORKING CONDITIONS

May be required to work evenings, weekends and holidays.

186 Resolution No. 19-29 Page 13 of 24 ______

CITY OF MALIBU

LIFEGUARD Class Description July 2019

FLSA: Unclassified/Part-Time

GENERAL DESCRIPTION

Under the general supervision of the Recreation Supervisor, Recreation Coordinator, and Pool Manager, the Lifeguard performs general lifeguard duties at City of Malibu managed aquatic facilities administered by the City of Malibu Community Services Department.

This position is an entry level lifeguard position that performs general lifeguard duties, rescue and first aid, instructs swim lessons, works with contract aquatic program, and assists with routine cleaning and maintenance of the pool deck, locker rooms, restrooms, offices, and surrounding areas. The City is committed to providing community services in a professional manner with a strong emphasis on customer service. The Lifeguard is expected to provide services in such a manner.

EXAMPLES OF ESSENTIAL JOB FUNCTIONS (Illustrative Only) Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

 Ensures adherence of proper safety precautions for pool patrons, keeping a close watch of swimmers and spectators  Instructs swim classes and aquatic programming  Interprets, explains and enforces City policies, rules and procedures  Recognizes and responds effectively in emergencies in accordance with the facility emergency action plan  Collects program registration fees and prepares records and activity reports in accordance with established procedures  Conducts facility inspections and tests for appropriate pH and Chlorine levels  Completes safety records and facility maintenance reports on the aquatic facility, locker rooms, showers, restrooms and offices  Participates in training sessions  Completes additional duties as assigned

QUALIFICATIONS

Knowledge of:

 Principles and techniques of American Red Cross Lifeguarding, First Aid, CPR and AED for the professional rescuer  Fundamentals of swim lesson instruction applied from the American Red Cross Water Safety Instructor Program  Aquatic practices and application of new swimming techniques  Facility operations, aquatic policies and procedures

187 Resolution No. 19-29 Page 14 of 24 ______

Skill in:

 Providing positive and helpful customer service to patrons, City staff and contract instructors  Effective oral and written communication with the public, co-workers and supervisory staff  Understanding and enforcing City and School District policy and County health code  Common sense and strong decision making  Following instructions and taking direction from supervisory staff  Maintaining safety, cleanliness and general order of aquatics facilities

Education and Experience: Any combination of training and experience that would provide the required knowledge, skills and abilities is qualifying. A typical way to obtain the required qualifications would be:

 Be at least 16 years of age at the time of employment  Completion of high school diploma is highly desirable  Minimum one year of experience working in the aquatics field or participation in the Junior Lifeguarding program

License/Certifications:

 American Red Cross Lifeguard Training Certification including CPR, First Aid and AED  Water Safety Instruction certification is highly desirable  Title 22 Certification (administered within 12 months of employment)  Must possess and maintain a valid California Class C Driver License and have a satisfactory driving record  Other certifications may be required depending on program assignment

PHYSICAL DEMANDS

Must possess the ability to swim 300 yards continuously while demonstrating breath control and rhythmic breathing; back or side swimming is not allowed. Must possess the ability to tread water for two minutes using only the legs with hands placed under the armpits.

Must complete a timed assessment within 1 minute, 40 seconds without swim goggles including starting in the water and swimming 20 yards, performing a surface dive, (feet-first or head-first) to a depth of 7 to 10 feet to retrieve a 10-pound object. Return to the surface and swim 20 yards returning to the start point with both hands holding the object and keeping the face at or near the surface while maintaining ability to breathe. Exit the water without using a ladder or steps.

Must possess mobility to work in a standard office and recreational facility setting and use standard office and recreation equipment including a computer; have proper vision to read printed materials and a computer screen; have proper hearing and ability to speak to communicate in person and over the telephone. The position involves field work such as, but not limited to, swimming, requiring frequent walking at recreation site areas to monitor performance and to identify problems or hazards. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification frequently bend, stoop, kneel, reach, climb and walk on uneven surfaces to participate in recreational activities; push and pull drawers open and closed to retrieve and file information. Positions in this classification occasionally lift, move and carry objects that typically weigh up to 50 pounds.

188 Resolution No. 19-29 Page 15 of 24 ______

ENVIRONMENTAL ELEMENTS

Employees will regularly work outdoors in all weather conditions including seasonally hot and cold temperatures and may be exposed to loud noises, confined workspaces, chemicals, mechanical and electrical hazards, blood and body fluids while rendering First Aid, CPR and an AED. Employees are required to wear appropriate attire for office or recreation activities to which they are assigned.

WORKING CONDITIONS

May be required to work on evenings, weekends and holidays.

189 Resolution No. 19-29 Page 16 of 24 ______

CITY OF MALIBU

POOL MANAGER Class Description July 2019

FLSA: Unclassified/Part-Time

GENERAL DESCRIPTION

Under the general direction and supervision of the Recreation Supervisor and Recreation Coordinator, the Pool Manager oversees general operations and lifeguards at City-managed aquatic facilities of the City of Malibu Community Services Department.

This position is a supervisory position that oversees lifeguards, City and contract aquatic programming, and general cleaning and maintenance of the pool deck, locker rooms, restrooms, offices, and surrounding areas. The City is committed to providing community services in a professional manner with a strong emphasis on customer service. The Pool Manager is expected to provide services in such a manner.

EXAMPLES OF ESSENTIAL DUTIES Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

 Assists with planning and organizing City aquatic programs, activities and events for participants of all ages  Enforces regulations and proper safety precautions are adhered to by lifeguards, pool patrons, spectators and contract instructors  Directs, schedules and assigns tasks to Lifeguards and part-time/seasonal personnel and communicates performance related concerns to the Recreation Supervisor  Communicates information and appropriately responds to inquiries from the general public, contract instructors and City staff in person, via telephone and electronic communication  Explains and enforces City and District policies and procedures related to the aquatics facility  Completes all required reports and forms related to attendance, safety, maintenance, parent evaluations and financial reports in accordance with established procedures  Collects program registration fees and verifies proper accounting documents are completed in accordance with established procedures  Assists the Recreation Supervisor in the developing, implementing and leading of staff training, meetings and scheduling  Performs and schedules routine cleaning and maintenance of the aquatic facility  Recognizes and responds effectively in emergencies in accordance with facility emergency action plans  Performs other duties as assigned

QUALIFICATIONS

Knowledge of:

 Concepts, principles and practices of pool safety, swimming and diving board practice and use, American Red Cross Lifeguarding, First Aid, and CPR and AED for the professional rescuer  Concepts, principles and practices of aquatic programming and events including swim teams, swim lessons, lap swim, water polo and aqua aerobics. 190 Resolution No. 19-29 Page 17 of 24 ______

 Part-time Lifeguard and staff supervision  Swim lesson instruction as applied by the American Red Cross.  Safe pool operation and maintenance  Microsoft Office software including Word and Excel

Skill in:

 Leadership and supervision of aquatic programs, lifeguards, activities and events  Displaying a positive attitude and ability to provide excellent customer service to the general public, contract instructors and City staff  Following written and verbal direction from supervisory staff  Organization, punctuality, critical thinking, initiative, multi-tasking and common sense  Using English to effectively communicate, both orally and in writing, with the public, co-workers and supervisory staff  Interpretation, understanding and ability to enforce City, School District and County codes and policies  Maintaining safety, cleanliness and general order of recreational facilities  Understanding and enforcing City and School District policy and County health code  Following instructions and taking direction from Supervisory staff  Maintaining safety, cleanliness and general order of aquatics facilities  Understanding and enforcing City and School District policies and County health codes  Assisting with scheduling, supervision, training and development of lifeguards and aquatics staff  Completing water quality logs and appropriate testing  Establishing and maintaining cooperative working relationships with School District personnel, community groups and stakeholders

Education and Experience: Any combination of training and experience that would provide the required knowledge, skills and abilities is qualifying. A typical way to obtain the required qualifications would be:

 Be at least 18 years of age at the time of employment  Completion of high school diploma or equivalent  Graduation from an accredited four-year college or university is desired  Minimum of 3 years of experience working in aquatics or pool management  Prior experience as a swim instructor is desired

License/Certifications:

American Red Cross Lifeguard Certification, or equivalent, Standard First Aid Training, Cardio-Pulmonary Resuscitation (CPR-PR), Automatic External Defibrillator (AED) for adult and infant/child. Water Safety Instructor (WSI), Certified Lifeguard Instructor, Title 22 and/or Certified Pool Operator (CPO) is desired. Title 22 training will be offered by the employer within the first 12 months of employment at City’s expense. Must possess and maintain a valid California Class C Driver License and have a satisfactory driving record. Other certifications may be required depending on program assignment.

PHYSICAL DEMANDS

Must possess the ability to swim 300 yards continuously while demonstrating breath control and rhythmic breathing; back or side swimming is not allowed. Must possess the ability to tread water for two minutes using only the legs and place hands under the armpits.

191 Resolution No. 19-29 Page 18 of 24 ______

Must complete a timed event within 1 minute, 40 seconds without swim goggles including starting in the water and swimming 20 yards, performing a surface dive, (feet-first or head-first) to a depth of 7 to 10 feet to retrieve a 10-pound object. Return to the surface and swim 20 yards to return to the starting point with both hands holding the object and keeping the face at or near the surface while maintaining ability to breathe. Exit the water without using a ladder or steps.

Must possess mobility to work in a standard office and recreational facility setting and use standard office and/or recreation equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone. The job involves field work including swimming, requiring frequent walking at recreation site areas to monitor performance and to identify problems or hazards. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification frequently bend, stoop, kneel, reach, climb, and walk on uneven surfaces to participate in recreational activities; and push and pull drawers open and closed to retrieve and file information. Positions in this classification occasionally lift, move, and carry objects that typically weigh up to 50 pounds.

ENVIRONMENTAL ELEMENTS

Employees will regularly work in both indoors and outdoors in all weather conditions including seasonally hot and cold temperatures and may be exposed to loud noises, confined workspaces, chemicals, mechanical and electrical hazards, and blood and body fluids while rendering First Aid, CPR and an AED. Employees are required to wear appropriate attire for office or recreation activities to which they are assigned.

WORKING CONDITIONS

Will be required to work on evenings, weekends and holidays.

192 Resolution No. 19-29 Page 19 of 24 ______

CITY OF MALIBU

PARKS MAINTENANCE ASSISTANT Class Description July 2019

FLSA: Unclassified/Part-Time

GENERAL DESCRIPTION

Under the general direction and supervision of the Parks Supervisor and Parks Maintenance Worker, the Parks Maintenance Assistant assists and participates in activities related to the maintenance and repair of parks and recreational facilities managed by the City of Malibu Community Services Department.

The position is an entry-level position that assists with the construction, modification, maintenance, and repair of City parks and recreational facilities. The City of Malibu is committed to providing community services in a professional manner with a strong emphasis in sensitive and positive interaction with the public. The Parks Maintenance Assistant is expected to provide services in such a manner.

EXAMPLES OF ESSENTIAL DUTIES Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

 Performs a variety of maintenance work related to public parks and recreational facilities, SMMUSD facilities and other City landscaped areas or City event locations  Conducts facility inspections confirming safe and usable facilities  Removes invasive plant species by hand and/or mechanical methods as directed by the Parks Supervisor; if required, identifies native plants to encourage growth  Removes litter from public parks, recreational facilities, SMMUSD facilities and other City landscaped areas or City event locations  Enforces Departmental rules and regulations that govern facilities  Performs proper equipment maintenance  Ensures the appropriate image of the City is being represented  Performs cleaning and stocking of supplies  Performs other duties assigned by the Parks Supervisor and Parks Maintenance Worker

QUALIFICATIONS

Knowledge of:

 General maintenance principles and practices  Proper and safe use of tools and materials for park maintenance including hand tools, power tools and power equipment  Best safety practices related to maintenance projects  Handling chemical hazards in compliance with the US Department of Labor Occupational Safety and Health Administration (OSHA)  Basic mathematics and arithmetic  Safe driving rules and practices  Customer service skills and ability to apply common sense and critical thinking skills 193 Resolution No. 19-29 Page 20 of 24 ______

Skill in:

 Conducting maintenance and repair work of parks and recreational facilities  Operating specialized equipment for parks, landscapes and related facility maintenance safely and skillfully  Identifying maintenance problems and communicating the problem to the Parks Supervisor  Maintaining accurate maintenance logs and written records  Following written and verbal directions  Prioritizing, organizing and multi-tasking  Using initiative, common sense and independent judgment within established policies  Communicating with park patrons in a clear and concise manner

Education and Experience: Any combination of training and experience which would provide the required knowledge, skills and abilities is qualifying. A typical way to obtain the required qualifications would be:

 High school diploma or equivalent  Minimum of one year of responsible prior experience in the maintenance and repair of landscaping, parks or other facilities

License/Certifications:

Certification in Cardio-Pulmonary Resuscitation (CPR), Automatic External Defibrillator (AED) and Standard First Aid upon hire. Must possess and maintain a valid California Class C Driver License and have a satisfactory driving record. Other certifications may be required depending on maintenance assignment.

PHYSICAL DEMANDS

Must possess mobility to work in an outdoor park setting and use of standard maintenance equipment, including operation of a motor vehicle; mobility to safely operate an all-terrain utility vehicle for maintenance projects; strength, stamina and mobility to perform medium to heavy physical work, operate varied hand and power tools; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone. The job involves field work requiring frequent general maintenance, weed removal, brush clearance, litter pickup/removal. Positions in this classification bend, stoop, kneel, reach and climb to perform work; lift, move, and carry materials and equipment weighing up to 75 pounds and heavier weights with the use of proper equipment.

ENVIRONMENTAL ELEMENTS

Employees will primarily work outdoors in all weather conditions including seasonally hot and cold temperatures and may be exposed to loud noises, confined workspaces, chemicals, and mechanical and electrical hazards. Employees are required to wear appropriate attire for office, recreation or maintenance activities to which they are assigned.

WORKING CONDITIONS

May be required to work evenings, weekends and holidays. Participates in an after-hours emergency response program for on-call and callback assignments.

194 Resolution No. 19-29 Page 21 of 24 ______

CITY OF MALIBU

ASSISTANT PLANNING DIRECTOR Class Description July 2019

FLSA: Exempt

DEFINITION

Under general direction, assists with the planning, organizing, oversight, coordination and review of the work of staff performing difficult and complex professional, technical and office support related to all planning and code enforcement programs and activities of the Planning Department; administers current and long-range planning activities, including serving as project manager for complex development applications; administers complex and sensitive activities in such areas as zoning, redevelopment, housing and advanced planning; provides professional assistance to the Planning Director, the City Council, the Planning Commission and others in areas of expertise; oversees, reviews and performs a variety of studies and prepares and presents staff reports; and performs related work as required. Acts as Planning Director during the Director’s absence.

SUPERVISION RECEIVED AND EXERCISED

Receives direct or general direction by the Planning Director. Exercises general and direct supervision over professional, technical and administrative staff.

CLASS CHARACTERISTICS

This is a single-position mid-management classification in the Planning Department. The incumbent organizes and oversees day-to-day planning activities and is responsible for providing professional-level support to the Planning Director in a variety of areas. Successful performance of the work requires an extensive professional background as well as skill in coordinating departmental work with that of other City departments and public agencies. Responsibilities include performing and directing many of the department’s day-to-day administrative functions. This class is distinguished from the Planning Director in that the latter has overall responsibility for all planning and building functions and for developing, implementing and interpreting public policy.

EXAMPLES OF ESSENTIAL JOB FUNCTIONS (Illustrative Only) Management reserves the right to add, modify, change or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

 Assumes management responsibility for all services and activities of the Planning Department with major emphasis on current and advanced planning, but also including code enforcement  Manages and participates in the development and implementation of goals, objectives, policies and priorities for assigned programs; recommends within departmental policy, appropriate service and staffing levels; recommends and administers policies and procedures  Continuously monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures; assesses and monitors workload, administrative and support systems, and internal reporting relationships; identifies opportunities for improvement and reviews with the Director  Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees to correct deficiencies; implements discipline and termination procedures  Plans, directs, coordinates, and reviews the work plan for the Planning Department; meets with staff to identify and resolve problems; assigns work activities, projects and programs; monitors work flow; reviews and evaluates work products, methods and procedures  Manages and participates in the development and administration of the planning department budget 195 Resolution No. 19-29 Page 22 of 24 ______

 Develops and implements policies and regulations relating to land use, including the City’s General Plan, specific plans, zoning, annexations and other pertinent ordinances and policies  Manages and supervises application and permit review on planned residential, commercial and industrial projects, use permits, variances and zoning changes  Manages preparation of environmental impact reports  Coordinates development monitoring inside and outside the City and assures compliance with CEQA for all City activities/projects  Serves as a liaison for the Planning Department with other City departments, and outside agencies; attends meetings, as necessary; provides staff support to commissions, committees and task forces, as necessary; negotiates and resolves significant and controversial issues  Provides highly complex staff assistance to the Planning Director; prepares and presents staff reports and other necessary correspondence  Conducts a variety of organizational studies, investigations, and operational studies; recommends modifications to Planning Department programs, policies, and procedures, as appropriate  Completes special projects, including system costs and requirements analyses, program analysis and evaluation, and grant applications  Develops and reviews staff reports related to planning activities and services; presents reports to the Planning Commission, City Council and other commissions, committees and boards; performs a variety of public relations and outreach work related to planning activities  Participates on a variety of boards, commissions, committees, and task forces; attends and participates in professional groups and committees; stays abreast of new trends and innovations in the field of Planning and Code Enforcement  Confers with engineers, developers, architects, a variety of agencies and the general public in acquiring information and coordinating planning and zoning matters; provides information regarding City development requirements  Receives, investigates, and responds to problems and complaints from citizens in a professional manner; identifies and reports findings and takes necessary corrective action; participates in resolving code enforcement related issues as necessary.  Conducts site inspections, including determining if projects are in compliance with laws, regulations and ordinances; makes recommendations regarding changes  Performs other duties as assigned

QUALIFICATIONS

Knowledge of:

 Principles, practices and procedures related to city and regional planning, particularly as related to the current planning and redevelopment processes  Geographic, socio-economic, transportation, political and other elements related to City planning  Operational characteristics, services and activities of a Planning Department  Organizational and management practices as applied to the analysis and evaluation of programs, policies and operational needs  Modern and complex principles and practices of program development and administration  Modern principles and practices, technical legal issues, and research methods of City planning, zoning, urban economics, demographics, and environmental management  General concepts of architecture, landscaping, grading, drainage, and traffic and transportation engineering as they relate to the process of urban planning  Local coastal planning  Code enforcement  Recent developments, current literature and sources of information related to municipal planning and administration 196 Resolution No. 19-29 Page 23 of 24 ______

 Practices of researching planning issues, evaluating alternatives, making sound recommendations and preparing and presenting effective staff reports  Modern office methods, practices, procedures and equipment, including computer hardware and software necessary for graphic presentation, mapping and database management, including Microsoft Office, Project, City permitting software, and basic GIS concepts and applications  Principles of contract administration and general principles of risk management related to the functions of the assigned area  Principles and practices of budget preparation and administration  Principles and practices of employee supervision, including work planning, assignment, review and evaluation and the training of staff in work procedures  Applicable Federal, State, and local laws, codes and regulations, such as the California Environmental Quality Act (CEQA)  Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational and regulatory organizations and with property owners, developers, contractors and the public  Techniques for dealing effectively with the public, vendors, contractors and City staff, in person and over the telephone  Techniques for providing a high level of customer service to the public and City staff, in person and over the telephone

Skill in:

 Administering complex, technical and sensitive current planning, development, redevelopment, housing, property acquisition and related programs in an independent and cooperative manner  Recommending and implementing goals, objectives, and practices for providing effective and efficient services  Providing administrative and professional leadership and direction for the Planning Department  Planning, organizing, and carrying out assignments with minimal administrative direction  Conducting complex research projects, evaluating alternatives, making sound recommendations and preparing effective technical staff reports  Analyzing, interpreting, summarizing and presenting administrative and technical information and data in an effective manner  Effectively administering a variety of land use and development programs and activities  Interpreting, applying and explaining complex laws, codes, regulations and ordinances  Planning, organizing, scheduling, assigning, reviewing and evaluating the work of staff  Training staff in work procedures  Evaluating and developing improvements in operations, procedures, policies, or methods  Researching, analyzing, and evaluating new service delivery methods, procedures and techniques  Identifying and responding to Planning Commission and City Council issues and concerns  Making effective public presentations  Effectively representing the department and the City in meetings with governmental agencies, community groups and various business, professional, and regulatory organizations and in meetings with individuals  Interpreting planning and zoning programs to the general public  Preparing clear and concise reports, correspondence, policies, procedures and other written materials  Reading plans and specifications and making effective site visits  Using English effectively to communicate in person, over the telephone and in writing  Using tact, initiative, prudence and independent judgment within general policy, procedural and legal guidelines  Establishing and maintaining effective working relationships with those contacted in the course of the work

197 Resolution No. 19-29 Page 24 of 24 ______

Education and Experience:

Equivalent to graduation from an accredited four-year college or university with major coursework in urban planning, community development, business or public administration or a related field and five (5) years of responsible professional urban planning experience, including supervision. Possession of a Master’s degree in either city planning or public administration with emphasis in city planning and certification by the American Institute of Certified Planners (AICP) are highly desirable.

License:

Must possess and maintain a valid California Class C Driver License and have a satisfactory driving record.

PHYSICAL DEMANDS

Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to inspect City development sites, to operate a motor vehicle and to visit various City and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Positions in this classification occasionally lift and carry objects, reports and records that typically weigh less than 40 pounds.

ENVIRONMENTAL ELEMENTS

Employees work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS

May be required to work on evenings, weekends and holidays.

198 RESOLUTION NO. 19-30

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU DIRECTING THE CITY MANAGER TO WAIVE CERTAIN FEES FOR THE PERIOD OF NOVEMBER 8, 2019 THROUGH JUNE 30, 2020 RELATED TO THE REBUILDING OF HOMES ON A PROPERTY WHERE THE SINGLE- FAMILY RESIDENCE WAS DESTROYED BY THE WOOLSEY FIRE AND FINDING THE ACTION TO BE EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT

The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. Recitals.

A. The 2018 Woolsey Fire destroyed at least 460 single family homes in Malibu.

B. In the public interest of encouraging the rebuilding of homes in the City that were lost in the Woolsey fire, the City desires to waive certain planning and building permit fees related to the rebuilding of homes destroyed by the Woolsey Fire.

C. The waiving of fees will only be applicable to properties that are being rebuilt as a like-for-like or like-for-like plus 10% rebuild and were used as a primary residence by the property owner as of November 8, 2018.

D. Applicants requesting a waiver of fees must demonstrate primary residency with an active voter registration, a valid driver’s license or other government issued identification card with the address of the property that was destroyed by the Woolsey Fire.

E. The waiving of fees will be applicable to all property owners who have applied for planning or building permits for like-for-like or like-for-like plus 10% rebuilds for properties destroyed by the Woolsey Fire as of November 8, 2018 through June 30, 2020. Those applicants that have submitted payment for fees prior to the adoption of this Resolution No. 19-30 are also eligible for reimbursement.

SECTION 2. Action.

Based on the foregoing, during Fiscal Year 2019-2020, the City Council directs the City Manager to waive the following fees for rebuilding of a like-for-like or like-for like plus 10% home where the primary single-family residence was destroyed by the Woolsey Fire: (a) Planning Department Verification Fee, (b) Planning Department Minor Site Plan Review Fee, (c) Planning Department Major Site Plan Review Fee, (d) Building Plan Check Fee, (e) Geology Review Fee, (f) Environmental Health Review Fee, (g) Public Works Review Fee, (h) Building Permit Fee, (i) Electrical Permit Fee, (j) Mechanical Permit Fee, (k) Plumbing Permit Fee, (l) Grading Permit Fee, and (m) Onsite Wastewater Treatment System Permit Fee. Additionally, the City Council directs the City Manager to reimburse the same fees to those applicants that have submitted payment for fees, prior to the adoption of this Resolution No. 19-30, where the residence was used as the primary residence by the property owner as of November 8, 2018. ATTACHMENT 6

199 Resolution No. 19-30 Page 2 of 2 ______

SECTION 3. Environmental Review.

The Council finds that the adoption and implementation of this resolution is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the Ordinance may have a significant effect on the environment, section 15064(e) which exempts purely economic regulations, and Public Resources Code Section 21080(b)(4) regarding actions to mitigate or prevent an emergency.

SECTION 4. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED, and ADOPTED this 24th day of June 2019.

______JEFFERSON WAGNER, Mayor ATTEST:

______HEATHER GLASER, City Clerk (seal)

APPROVED AS TO FORM:

______CHRISTI HOGIN, City Attorney

200