police department - City of Manhattan Beach

Transcription

CITY OF
M A N HA T T A N B E A C H
CALIFORNIA
ADOPTED
FISCAL YEAR
2014-2015
O P E R A T I N G B U D G ET
Mayor
Amy Thomas Howorth
Councilmember
Mark Burton
Mayor Pro-Tem
Wayne Powell
Elected Officials
Councilmember
Tony D’Errico
Councilmember
David J. Lesser
City Treasurer
Tim Lilligren
ELECTED OFFICIALS & EXECUTIVE STAFF
TERM ENDS
ELECTED OFFICIALS
Mayor
Mayor Pro-Tem
City Councilmembers
City Treasurer
Amy Thomas Howorth
March 2015
Wayne Powell
March 2017
Mark Burton
Tony D’Errico
David J. Lesser
March 2017
March 2017
March 2015
Tim Lilligren
March 2017
EXECUTIVE STAFF
Acting City Manager
City Clerk
City Attorney
Director of Finance
Bruce Moe
Liza Tamura
Quinn M. Barrow
Bruce Moe
Director of Human Resources
Cathy Hanson
Director of Parks & Recreation
Mark Leyman
Chief of Police
Fire Chief
Director of Community Development
Director of Public Works
Eve R. Irvine
Robert Espinosa
Richard Thompson
Tony Olmos
TABLE OF CONTENTS
Introduction
Budget Message .................................................................................................. i
Budget User’s Guide ..........................................................................................xx
Department/Fund Matrix .................................................................................. xxiv
Organization Chart ........................................................................................... xxv
Budget Awards ................................................................................................ xxvi
Summaries
Source of Funds by Fund Type – City-Wide ........................................................ 1
Source of Funds – General Fund......................................................................... 2
Schedule of Revenues by Fund & Category – City-Wide ..................................... 3
Schedule of Revenue Detail by Fund – City-Wide ............................................... 4
Comparison of Revenues Graph – City-Wide .................................................... 10
Use of Funds by Fund Type – City-Wide ........................................................... 11
Schedule of Expenditures by Fund – City-Wide ................................................. 12
Use of Funds by Category – City-Wide .............................................................. 13
Schedule of Expenditures by Fund & Category – City-Wide .............................. 14
Use of Funds by Department – City-Wide.......................................................... 15
Expenditures by Department Program – City-Wide............................................ 16
Comparison of Budgeted Expenditures ............................................................. 18
Use of Funds by Category – General Fund ....................................................... 19
Use of Funds by Department – General Fund ................................................... 20
FY 2011-2012 Schedule of Reserved & Designated Fund Balances ................. 21
Management Services
Summary ........................................................................................................... 23
City Council ....................................................................................................... 26
City Manager ..................................................................................................... 28
City Clerk ........................................................................................................... 30
City Treasurer.................................................................................................... 33
City Attorney ...................................................................................................... 34
Finance
Summary ........................................................................................................... 37
Administration.................................................................................................... 40
Accounting ........................................................................................................ 42
Revenue Services ............................................................................................. 44
General Services ............................................................................................... 46
Information Services .......................................................................................... 48
Human Resources
Summary ........................................................................................................... 51
Administration.................................................................................................... 54
Risk Management ............................................................................................. 56
TABLE OF CONTENTS
Parks & Recreation
Summary ........................................................................................................... 59
Administration.................................................................................................... 62
Recreation Services .......................................................................................... 64
Cultural Arts....................................................................................................... 66
Sports & Aquatics .............................................................................................. 68
Volunteers ......................................................................................................... 70
Older Adults....................................................................................................... 72
Transportation ................................................................................................... 74
Police
Summary ........................................................................................................... 77
Administration.................................................................................................... 82
Patrol ................................................................................................................. 86
Investigations .................................................................................................... 88
Technical Support Services ............................................................................... 90
Community Affairs ............................................................................................. 92
Traffic Safety ..................................................................................................... 94
Parking Enforcement ......................................................................................... 96
Animal Control ................................................................................................... 98
Jail Operations ................................................................................................ 100
Asset Forfeiture/Grants ................................................................................... 102
Fire
Summary ......................................................................................................... 103
Administration.................................................................................................. 106
Prevention ....................................................................................................... 110
Fire Operations................................................................................................ 112
Emergency Medical Services .......................................................................... 114
Support Services ............................................................................................. 116
Community Development
Summary ......................................................................................................... 119
Administration.................................................................................................. 122
Planning .......................................................................................................... 124
Building ........................................................................................................... 127
Code Enforcement........................................................................................... 130
Traffic Engineering .......................................................................................... 132
TABLE OF CONTENTS
Public Works
Summary ......................................................................................................... 135
Administration.................................................................................................. 140
Civil Engineering ............................................................................................. 142
Street Maintenance ......................................................................................... 144
Building & Grounds Maintenance .................................................................... 146
Street Lighting & Landscaping ......................................................................... 148
Downtown Streetscape Maintenance .............................................................. 149
Water Division ................................................................................................. 150
Storm Drain Maintenance ................................................................................ 158
Sewer Maintenance ......................................................................................... 160
Refuse Management ....................................................................................... 162
Parking Facilities ............................................................................................. 164
Fleet Management........................................................................................... 166
Appendix
Schedule of Full-Time Positions ...................................................................... 169
Full-Time Staff Count....................................................................................... 170
Schedule of Administrative Service Charges ................................................... 171
Five-Year Forecast .......................................................................................... 172
Schedule of Debt Service & Lease Payments.................................................. 184
Schedule of Capital Improvement Projects by Program ................................... 188
Schedule of Capital Purchases ........................................................................ 189
Schedule of Expenditure Detail – City-Wide .................................................... 190
Schedule of Expenditure Detail – General Fund .............................................. 192
Schedule of Expenditure Detail by Department ............................................... 195
Schedule of Expenditure Detail by Minor Program .......................................... 210
Major Revenue Sources & Basis for Estimates................................................ 212
Resolution Establishing Appropriations Limit ................................................... 214
Resolution Adopting Operating Budget ............................................................ 216
Financial Policies ............................................................................................. 218
Manhattan Beach Facts & Figures................................................................... 227
Glossary of Terms ........................................................................................... 228
INTRODUCTION
CITY MANAGER’S BUDGET MESSAGE
Mayor Thomas Howorth and Members of the City Council:
It is my privilege to present the Fiscal Year (FY) 2014-2015 adopted operating budget. This important
document serves as the basis for Council’s decisions and sets the course for the coming fiscal year and
beyond.
Greek philosopher Aristotle is quoted as saying “First, have a definite, clear practical ideal; a goal, an
objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and
methods. Third, adjust all your means to that end.”
While Aristotle was likely not referring to a budget process, his philosophy applies to how we approach
allocating funds to meet the service goals we value as an organization, which are articulated in the City’s
mission statement:
“The City of Manhattan Beach is dedicated to providing exemplary municipal services, preserving our
small beach town character and enhancing the quality of life for our residents, businesses and visitors.”
Using the mission statement as the foundation, the City Council previously developed strategic goals,
which include: maintaining and enhancing fiscal stability; increasing organizational effectiveness and
efficiency; maintaining and enhancing City facilities, programs and infrastructure; and encouraging
engagement and increased participation of residents and businesses. The FY 2014-2015 adopted budget
has been prepared with these in mind.
The City has a long-standing tradition of being fiscally conservative. It has maintained adequate
reserves, borrowed judiciously, staffed appropriately, and spent only where necessary, all while
providing outstanding city services. In recent years, when the economy deteriorated, the City reduced
costs through belt-tightening without major service impacts to residents and businesses.
Today, the City continues to see overall economic stability and expansion. Major revenues are
advancing along with the overall economy. The housing market is healthy and along with it the City’s
Property Tax revenue. Building activity is robust, and tourism and travel are strong. At the same time,
the City continues to control costs. The City’s major labor contracts provide predictable costs structure
for the City’s largest expense – labor.
The City continues with the budget goals of efficiently maintaining the levels of service currently
provided to residents, reducing expenses wherever practical, meeting employee obligations and
maintaining and enhancing adequate General Fund reserves. The budget endeavors to provide all this
information in an open fashion and provide the City Council with the information to review budget
recommendations.
The City’s product is our service, and we add value to the community through our team of committed
people. The City’s culture is one of hard work, respect and excellent customer service. Our employees
are dedicated to the community and the delivery of outstanding services. After a few lean years, last year
was the beginning of rebuilding that team. This year, in response to community and operational needs,
we are recommending several additional staffing changes.
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One area that is particularly visible to the community is the Dial-A-Ride service that provides safe and
prompt transportation for senior citizens and disabled persons. Part-time drivers, which experience high
turnover, are needed to maintain the daily schedule. In order to continue an optimal level of service to
residents and minimize high turnover impacts, an additional full-time Transportation Services Operator
has been added to the budget. This cost will be offset by the reduced amount of hours that two part-time
drivers provide.
Traffic movement and volume continue to be major issues in our community. Currently, in order to
properly address these concerns, the City retains the services of a contract Traffic Engineer (not a City
employee) who dedicates 14 hours per week to the City’s needs at a cost of approximately $121,000.
However, for a cost increase of approximately 17% the City can triple those hours and have full-time
access to a dedicated City resource needed to address these on-going needs. The Community
Development budget reflects the addition of that full-time employee.
Organizationally, the City communicates with the community through a number of media including
print and web. The effective presentation of important City information, including event flyers,
announcements, and advertisements, generated by all departments, is key to successfully conveying the
message, and are enhanced through the skills of a Graphic Artist. Until now, the City has satisfied this
requirement through part-time staff, however, the demands for graphical artist services continues to
grow. We believe the need can be best met with a full-time dedicated Graphic Artist on staff. This
position is included in the Parks & Recreation budget.
It has been clear for many months that the position of Senior Management Analyst in the Manager’s
office needs to be upgraded to the previous classification of Assistant to the City Manager/Deputy City
Manager. The duties and complexities of the position require the talents of a high level professional who
can assist the Manager in the effective operation of the City, and serve as a liaison to the City Council
and community. Upgrading the position in advance of the arrival of the new manager will fast track the
recruitment once the new manager arrives.
With labor representing two-thirds of the City’s General Fund budget, there is always a focus on
ensuring that the City is efficient and effective with its human resources. To that end, we utilize parttime staff when and where practical. Because part-time positions have not been provided benefits, the
City’s costs have been minimized. However, with the passage of the Affordable Care Act (ACA) and
some key provisions slated to take effect in January 2015, the cost of such part time labor has the
potential to increase as the City must offer healthcare to part-time employees working an average of 30
hours per week. ACA requirements must be balanced vis-à-vis the City’s ability to provide services
through well-trained core service employees working less than full-time. Solutions are being explored
and will be presented in the coming months.
Speaking of medical costs, the budget anticipates continued upward pressure on medical premiums. The
City provides medical benefits to full-time employees through the Public Employees’ Medical and
Hospitalization Care Act (PEMHCA), which is administered by CalPERS. Over the past four years,
premiums have increased by anywhere from 3% to over 10%. Without any clear trends, projecting
medical costs remains a challenge. For FY 2014-2015, a ten percent increase has been included in the
budget. This increase will also be shared by employees who now contribute 3% to 5% of medical
premiums.
Chief among the total compensation issues for the City is retirement system costs. For FY 2014-2015,
the City is budgeting $4.8 million to provide employees with defined benefit pension plans through the
California Public Employees’ Retirement System (CalPERS). This is an increase of 10.5% over last
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year, and the cost of providing this benefit will continue to increase in the coming years as CalPERS
takes steps to ensure adequate funding of pensions.
Recently, CalPERS made changes to certain assumptions including life expectancy. As people live
longer pensions will be paid out for greater periods, resulting in additional costs, which are typically
born by employers through higher rates. These higher costs, which are being phased in beginning in FY
2016-2017, are projected to increase the City’s contributions by approximately $1.7 million by FY
2020-2021. Pension costs continue to be one of the biggest challenges the City faces.
On a positive note for post-employment benefits, the City’s actuarial accrued liabilities for retiree health
benefits are fully funded at 106%. As a result, only the annual required contributions are necessary
(there is no “catch up” for unfunded liabilities). The City’s limited retiree health benefits include a flat
stipend with an end date that coincides with Medicare eligibility, coupled with a CalPERS mandated
minimum retirement health contribution. The City’s plan assets have been deposited in the separate
CalPERS employer trust for this purpose, with positive investment results contributing to the funding
levels for these benefits.
In April 2013, the City Council adopted an Information Systems Master Plan (ISMP), which serves as a
technology roadmap for next several years. The plan identified the priorities and costs for
implementation. The first year projects, which were funded in last year’s budget, included upgrades to
the Community Development permitting system, which will provide on-line services to the residents as
well as more efficient data collection and reporting by the department. It also included enhancements to
the financial system to accommodate fixed asset, inventory and payroll reporting improvements that will
create efficiencies. Replacement of the City’s outdated document management system with a new, more
user-friendly system will support the City’s Open Government initiatives. Finally, upgrades to the
existing Public Works work order management system will improve resource tracking for the various
services provided city-wide. While there was progress on many of the projects in the ISMP this past
year, some have been re-budgeted for FY 2014-2015 to ensure availability of funding to complete the
projects. A complete list of projects related to the Master Plan is located on page 179, and are identified
with “ISMP” in the description.
A few years ago, in an effort to balance the General Fund budget, the City suspended funding of vehicle
replacements. As the economy improved, the City renewed its efforts to maintaining its fleet of vehicles
and provide for orderly replacement at the end of useful life. Whether the vehicle is a fire truck, police
patrol car, or Dial-A-Ride bus, these vehicles are part of the infrastructure of providing services. With
the major catch up on replacement vehicles accomplished over the past three years, this budget reflects a
more normalized schedule by replacing 13 vehicles (the entire list of vehicles is located in the Appendix
on page 179).
As the main funding source for City services, the General Fund gets most of the attention. However,
challenges exist in other funds as well, particularly Proposition “A,” the Storm Water utility, and the
Street Lighting and Landscaping District Fund.
Proposition “A” funds are used primarily for the City’s Dial-A-Ride transportation services, although it
also supports the Beach Cities Transit line and Ocean Express among other transportation purposes.
Over the past few years, the City has expanded service levels without the benefit of increased revenues.
As a result, the Proposition “A” fund has exhausted nearly all of its resources and requires a subsidy
from Measure “R” funds to maintain current service levels. Looking ahead, we will need to review
service levels and funding alternatives for this operation vis-à-vis the City’s other transportation needs
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that Measure “R” funds could be used for such as pothole repairs, major street resurfacing, left-turn
signals, bikeways, pedestrian improvements, streetscapes, traffic signal synchronization, etc.
As we know from past resident satisfaction surveys, clean beaches are a top priority for the community.
The main funding source for this endeavor is the Storm Water Fund. Unfortunately, the fund continues
to absorb additional costs without the benefit of new revenues from assessments (any increase in
assessments requires a successful Proposition 218 vote). Also, the Storm Water fund receives over
$300,000 a year in direct and indirect support from the General Fund. While the General Fund had
received reimbursement in the past, the Storm Water Fund discontinued this transfer due to inadequate
revenues, and the need for future capital projects. At the same time as costs rise, so does the General
Fund subsidy, drawing resources from other services and programs, including capital improvement
funding. With so much emphasis being placed on the environment, and more regulatory standards being
enacted, the Storm Water Fund needs additional revenues. As a result, the City Council approved a
preliminary study of costs and potential fee increases. Study results are expected by fall 2014. At some
point, property owners may wish to consider a fee increase to fund the proper handling and treatment of
storm water runoff.
Another area in need of fiscal attention is the Street Lighting and Landscape Fund. This fund pays for
all costs associated with providing street lighting city-wide, and for the maintenance of Streetscape in
the downtown district. This fund is supported by assessments which have not changed in 18 years (and
cannot be adjusted without a Proposition 218 vote). As a result, the General Fund is subsidizing the
Street Lighting Fund by $251,539 in FY 2014-2015. This deficit is likely to grow larger as energy costs
and general maintenance costs rise. As the General Fund subsidy increases, it results in less available
funding for such activities as Police, Fire, Paramedics, Parks and Recreation, Public Works, etc. A
future vote will be necessary to properly fund operations. City Council authorized an analysis of these
assessments to be performed along with the Storm Water fees, the results of which are expected in fall
2014.
Just as the City’s investment in its employees is a very important element to providing excellent
services, good stewardship demands an investment in general infrastructure such as our community
centers, parks and other facilities. The 2007 Facilities Strategic Plan revealed the poor condition of
many of our most important facilities. While we have begun addressing these needs through renovations
to Begg Pool, Joslyn and Manhattan Heights centers, there is more ahead.
In the past, general improvements were the top funding priority for year-end General Fund surpluses
coupled with certain revenue sources dedicated to the CIP fund. With more demands being placed on the
General Fund (e.g., subsidies of Storm Water, Street Lighting, etc.), and much of the dedicated CIP
revenues being used to pay for the debt service on the Police/Fire headquarters, there are limited funds
available for any future major projects. Further consideration must be given to enhancing funding
sources to achieve long term funding structure. Possible options include an increase in the transient
occupancy tax which would generate new revenue of approximately $800,000, or the implementation of
a utility user tax (UUT), both of which require a vote of the residents. If an election were held, the City
would need approval of a simple majority of the voters if the revenues were used for general purposes
and not dedicated to a specific purpose. Each one percent of a UUT is estimated to generate $650,000 in
new revenue. Using the area average UUT of 5%, the City could generate approximately $3.2 million in
additional revenue. (Manhattan Beach is one of the few cities that does not have a UUT.)
In the City’s overall fiscal health, reserve levels play an important role. For more than fifteen years, the
City by policy has retained twenty percent of the General Fund’s annual budgeted expenditures in
reserve (for FY 2014-2015 that amounts to $12.1 million). Additionally, we prudently reserved an
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additional $4 million for economic uncertainty. The City’s financial policies state that the funds are to
be used “in the event of significant financial emergency.” Even during the financial crisis which
challenged our abilities to fund our programs, the situation did not rise to the level of “significant
financial emergency.” Further, these reserves exist not to cover on-going long-term operational
expenditures, but rather as an emergency cushion for such events as a natural disaster where insurance is
insufficient (or non-existent) to cover major structural losses, or an unforeseen loss of revenue which
needs to be addressed on an emergency basis. We should avoid allocating these reserve funds for
anything other than the most severe of events. It is this approach that has been a contributing factor in
obtaining our Triple-A credit ratings from Standard & Poor’s and Moody’s.
As part of the budgeting process, a five-year forecast of revenues, expenditures and transfers is created.
This tool provides clarity on the effects of immediate budget decisions on future years. It factors known
events, such as the CalPERS pension rate increases in FY 2016-2017, as well as estimates on revenue
development. The forecast will be discussed in detail at the public budget meetings, and will address the
effects of the Storm Water, Street Lighting and Proposition “A” fund subsidies on the General Fund.
Finally, for the past few years, the City Council has focused on open government initiatives. To that end,
we continued our outreach efforts for this year’s budget process. Letters to all households were mailed
in April inviting residents to participate in the four City Council meetings at which the budget will be
reviewed and discussed. E-Notifications were sent as well as our usual advertisement in The Beach
Reporter.
We are pleased to present a budget that continues and enhances the City’s ability to provide exemplary
municipal services.
BUDGET OVERVIEW
While in practice we look at the budget on a fund-by-fund basis, the following is a summary of the
entire adopted budget as it compares to the prior year budget.
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Budgeted Revenues
2013-2014
2014-2015 %-Change
Fund
General
Special Revenue Funds
Street Lighting & Landscape
Gas Tax
Asset Forfeiture & Safety Grants
Police Safety Grants
Federal & State Grants
Proposition A
Proposition C
AB 2766
Measure R
Capital Project Funds
Capital Improvement Project
Underground Assessments District
Enterprise Funds
Water
Stormwater
Wastewater
Refuse
Parking
County Parking Lots
State Pier & Parking Lot
Internal Service Funds
Insurance Reserve
Information Systems
Fleet Management
Building Maintenance & Operations
Trust & Agency Funds
Special Assessment Redepmtion Fund
Pension Trust
Budget Totals
Budgeted Expenditures
2013-2014
2014-2015 %-Change
$57,528,730
$59,846,949
4.0%
$58,938,080
$60,701,205
3.0%
404,491
1,277,766
8,053
1,300
625,314
11,685,108
43,287
380,745
399,620
933,447
7,300
101,200
637,699
5,284,829
51,712
416,577
(1.2%)
(26.9%)
(9.4%)
7,684.6%
0.0%
2.0%
(54.8%)
19.5%
9.4%
629,938
1,115,000
192,615
729,281
12,785,472
97,068
-
651,159
1,715,000
169,023
105,000
804,307
5,895,200
155,068
335,000
3.4%
53.8%
(12.2%)
0.0%
0.0%
10.3%
(53.9%)
59.8%
0.0%
1,365,031
1,125
2,013,901
1,200
47.5%
6.7%
14,252,622
-
2,925,055
-
(79.5%)
0.0%
15,973,827
352,126
3,586,955
4,090,542
2,344,633
638,510
525,229
16,546,891
353,033
3,743,047
3,968,705
2,385,078
775,510
581,729
3.6%
0.3%
4.4%
(3.0%)
1.7%
21.5%
10.8%
13,384,353
832,914
4,053,176
4,052,380
1,987,820
568,498
474,287
13,541,621
1,215,651
1,919,373
4,184,371
2,538,942
644,806
1,517,752
1.2%
46.0%
(52.6%)
3.3%
27.7%
13.4%
220.0%
5,158,460
1,531,297
2,511,752
1,774,165
4,661,672
2,272,016
2,223,625
1,699,779
(9.6%)
48.4%
(11.5%)
(4.2%)
5,205,887
1,831,303
3,510,766
1,774,105
4,702,745
2,685,985
1,834,270
1,689,349
(9.7%)
46.7%
(47.8%)
(4.8%)
957,000
163,264
965,000
180,900
0.8%
10.8%
956,876
216,000
953,389
233,220
(0.4%)
8.0%
$112,928,710 $110,051,419
(2.5%)
$127,588,440
$111,117,491
(12.9%)
Fund Type
Funds
Year-Over-Year Change in Budget
Revenues
% Change
Expenditures
General
General
$2,318,219
Special Revenue
Gas Tax, Prop A, Prop C, Asset
Forfeiture, Street Lighting, etc.
(6,593,680)
Enterprise
Water, Wastewater, Refuse,
Parking, etc.
842,171
3.1%
Capital Projects
CIP Fund
648,945
47.5%
Internal Service
Insurance, Information Systems,
Fleet, Building Maintenance
(118,582)
(1.1%)
Trust & Agency
Underground Assessment,
Pension Trust, UAD Loan
Total Increase
25,636
($2,877,291)
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4.0%
(45.7%)
2.3%
(2.5%)
$1,763,125
(5,719,617)
209,089
(11,327,567)
(1,409,711)
13,733
($16,470,949)
% Change
3.0%
(36.8%)
0.8%
(79.5%)
(11.4%)
1.2%
(12.9%)
Specific information on each of these funds may be found later in this budget message.
Debt Service
Debt service for FY 2014-2015 approximates $4.6 million (excluding administration fees) and includes:
$774,463 for the Police/Fire facility; $960,513 for the Water/Wastewater/Metlox bonds; $765,000 for
the public safety pension obligation bonds; $510,904 for the financing of the Marine Sports Fields; and
$945,389 in underground utility bond debt which exists as an assessment pass-through appropriation on
the City’s books. Debt service also includes $197,860 for lease payments on a fire pumper ($118,220)
and sewer vacuum jet truck ($79,640), and $436,000 in operating leases.
An executive summary schedule of revenues, expenditures, reserves and changes in fund balances is
presented in the Summaries section of this budget.
FUND SUMMARIES
GENERAL FUND
At year-end, current estimates for FY 2013-2014 indicate that revenues will exceed expenditures in the
General Fund by $1,974,246 (excluding a long-term home loan for the new City Manager). An
improving economy and expenditure control are contributing to the projected results.
The unreserved (available) General Fund balance on June 30, 2014 is projected to be $2,867,037 after
accounting for financial policy designations. In addition there is a non-spendable component not shown
which represents the home loan to the City Manager in the amount of $1.7 million. The FY 2014-2015
budget includes transfers of $251,539 to the Street Lighting and Landscape Fund and $290,103 to the
Storm Water Fund to relieve deficits. At the end of FY 2014-2015, the financial policy designation,
which is based on 20% of General Fund expenditures, equals $12,140,241, an increase of $352,625 due
to the increase in General Fund expenditures from the prior year. The Economic Uncertainty reserve
remains at $4 million.
FY 2014-2015 General Fund revenues total $59,846,949. Operating expenditures total $59,682,717,
resulting in an operating budget surplus of $164,232. When considering one-time capital equipment
purchases, which total $1,018,488, General Fund expenditures exceed revenues by $854,256. After the
use of available fund balance for one-time capital equipment purchases, unreserved General Fund
balances are projected to total $1.2 million on June 30, 2015. These moneys provide an opportunity to
further fund capital improvements or bolster reserves as directed by the City Council.
REVENUES:
General Fund revenues are projected to be $59,846,949, an increase of $2,318,219 or 4.0% from last
year’s adopted budget. Increases in Property Tax, Transient Occupancy Tax, Business License Tax,
Building and Planning fees all contribute to the rise in revenue.
Specific revenue highlights include:
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Property Taxes: For FY 2014-2015, we are expecting continued solid improvement in overall property
tax revenues of $1,718,735 over the prior year budget (7.7%), and $1,146,390 (5.0%) over the prior year
estimate. With a resurgent housing market, and residential construction and remodeling on the rise, we
are anticipating an upward trend in the General Fund’s largest revenue source.
FY 2011-2012 Actual:
FY 2013-2014 Budget:
FY 2013-2014 Estimate:
$ 20,408,314
$ 21,626,175
$ 22,192,415
$ 22,764,760
$ 23,911,150
Sales Tax: Sales tax growth slowed in FY 2013-2014 compared to FY 2012-2013 when sales tax
increased by 6.9% from the prior year. FY 2013-2014 is expected to come in $96,753 or 1.0% over FY
2012-2013 results, and $243,634 (2.7%) over budget. Overall retail activity slowed over the past year,
particularly in consumer electronics, resulting in slower growth overall. For FY 2014-2015, the budget
has been reduced as a hedge against the passage of State Senate Bill 983 (Hernandez) which if approved
would eliminate an important source of sales tax revenue for the City (the bill was still in Committee at
the time of this report). As a result, FY 2014-2015 sales tax revenues are expected to perform $285,611
(3.0%) below FY 2013-2014 year end estimates.
$ 8,702,670
$ 9,301,731
$ 9,154,850
$ 9,398,484
$ 9,112,873
Transient Occupancy Tax (TOT): This revenue continues its recent growth patterns after the
economic downturn. TOT is expected to generate approximately $3.7 million in revenue, $344,597
(10.4%) above the prior year budget and $207,809 (6.0%) over the prior year estimate. TOT revenue
also affects the Capital Improvement Fund since 15% of the total TOT is dedicated to that fund (the CIP
amount is not included in the numbers below).
$ 2,671,899
$ 3,221,069
$ 3,324,403
$ 3,461,191
$ 3,669,000
Business License Tax: Budget-to-budget, business license tax is projected to increase by $75,000
(2.5%). During the economic crisis this revenue was resilient and stable. Despite the loss of Marvel
Entertainment, which held several business licenses for operations at the Manhattan Beach Studios, the
overall improvement in the economy is contributing to modest growth in this tax.
$ 3,018,177
$ 3,122,503
$ 3,050,000
$ 3,100,000
$ 3,125,000
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Building Permits: As the housing market has improved, so too has building activity. Building Permits
revenue is expected to increase by $236,000 (25.5%) in FY 2014-2015 over the prior year budget, and
$80,000 (7.4%) over year end estimates. Through March 2014, the number of demolitions (a leading
indicator of construction activity) is up 35% from one year ago to an annualized level of ninety-two.
Further, the number of permits issued is up 33% from last year.
$ 818,418
$ 872,219
$ 924,000
$1,080,000
$1,160,000
Plan Check Fees: Similar to Building Permits, Plan Check Fees in FY 2014-2015 are expected to
surpass the prior year budget by $310,000 (29.8%) and year end estimates by $250,000 (22.7%). The
increased building activity in a rejuvenated housing market affects this revenue which is generated from
the approval of plans prior to building permits being issued.
$ 958,671
$1,041,847
$1,040,000
$1,100,000
$1,350,000
Interest Income: The Federal Reserve continues to suppress interest rates in an effort to stimulate the
economy, resulting in depressed interest earnings on the City’s idle funds. As investments mature,
reinvestment rates in today’s market currently yield less than 2% in the five-year range. A strong
recovery is not expected in the near future. Due to the uncertainty surrounding the investment markets, a
conservative approach is used in budgeting.
$ 564,116
$ 578,873
$ 548,092
$ 486,577
$ 486,600
Marriott Hotel Percentage Rent: Concurrent with Transient Occupancy Tax, this revenue is on an
upward trend. Growing tourism along with a stronger business climate is expected to boost FY 20142015 revenues by 7.4% ($63,291) over the prior year budget.
$ 532,354
$ 809,935
$ 856,709
$ 880,000
$ 920,000
A complete listing of revenues is located in the Summaries section of this document.
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General Fund Expenditure Highlights:
General Fund expenditures equal $60,701,205, an increase from the FY 2013-2014 budget of
$1,763,125 (3.0%) and $4,419,076 (7.9%) over FY 2013-2014 year-end estimates. The following chart
illustrates the specific budget categories and the associated changes:
General Fund Budgeted Expenditures by Category
Expenditure Category
Budget
2013-2014
Estimated
2013-2014
Budget
2014-2015
Budget to Budget Var
Change
Percent
Budget to Estimated Var
Change
Percent
Salaries & Benefits
$38,505,287
$37,505,652
$40,341,875
$1,836,588
4.8%
$2,836,223
7.6%
Materials and Services
$10,315,091
$10,571,765
$11,172,247
857,156
8.3%
600,482
5.7%
Internal Service Charges
$5,981,558
$6,063,477
$6,789,551
807,993
13.5%
726,074
12.0%
Capital Equipment
$1,409,360
$640,383
$1,018,488
(390,872)
(27.7%)
378,105
59.0%
Debt Service
$2,701,493
$1,479,939
$1,357,904
(1,343,589)
(49.7%)
(122,035)
(8.2%)
$25,291
$20,913
$21,140
(4,151)
(16.4%)
227
1.1%
$58,938,080
$56,282,129
$60,701,205
3.0%
$4,419,076
7.9%
Interfund Transfers
Totals
$1,763,125
With a $1.8 million increase (4.8%) from the prior year budget, Salaries and Benefits represent the
largest portion of the increase, and account for two-thirds of expenditures. The increase includes the new
positions previously described (Traffic Engineer, Graphic Artist) and the reclassification of the Senior
Management Analyst to Assistant to the City Manager. It also includes the appointment of a temporary
Battalion Chief in the Fire Department to cover a vacancy, as well as additional part-time labor in
various programs. CalPERS pension contributions are part of this category, as are salary adjustments
and steps included in existing labor agreements.
The decrease in debt service is due to last year’s bond refunding which reflected payoffs of both existing
bonds as well as debt service on the new (refinanced) bonds.
Materials and Services are up 8.3% from last year’s budget by $0.9 million. This category includes
contract services which are up $358,586 (major contributors include Sepulveda Blvd. Specific Plan for
$100,000 and contract plan check services up $100,000). The category also includes a decrease in the
City Council Contingency from $150,000 to $100,000, and an allocation increase for elections of
$85,280. Utilities such as water, electric and natural gas are up a combined $144,500, while supplies and
training have increased $135,931.
Workers’ Compensation costs are decreasing, albeit from very high levels, with claims activity resulting
in reduced costs in the General Fund of $222,600. Workers’ Compensation continues to be a challenge
both in terms of cost control and predictability. For example, there are old cases (20+ years) for which
new reserves must be funded from changes in the former employees’ health status due to their workrelated injuries. These increased costs often raise our liability by tens to hundreds of thousands of
dollars (limited only by the self-insured retention in effect at the time of injury). While proactive work
place injury prevention programs help with our current employees, we are exposed to escalating costs
for many years after separation from employment. In some cases these costs may increase through the
former employee’s inaction in maintaining his or her own health. The State’s Workers’ Compensation
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system continues to be in disrepair, which will challenge us fiscally as we adapt to inconsistent and
unpredictable cost patterns.
Information Systems allocations are increasing city-wide, and by $683,742 (48.4%) in the General Fund.
This is a direct result of technology capital equipment purchases that benefit the entire organization and
therefore are allocated to the departments. For FY 2014-2015 these include a replacement telephone
system ($450,000); wide area network expansion ($300,000); and network switch and access point
devices that have reached end of useful life ($175,793). Additionally, $100,000 has been allocated for
data encryption systems in order to comply with new State laws regarding data security.
The FY 2014-2015 budget includes a 4% vacancy factor for full-time staffing, which equates to $1.4
million across all funds, and approximately $1.3 million in the General Fund. This vacancy factor is in
recognition of the fact that there are times throughout the year that positions are vacant through attrition
and retirements, and that salary savings are achieved during those vacancies. This practice, which was
implemented several years ago, reduces funds allocated for staffing, but may result in insufficient
funding if such vacancies do not occur. The prior practice of fully budgeting staff positions would result
in year-end savings, which would contribute to fund balance or other uses such as capital improvement
projects. This current method simply estimates and recognizes vacancies up-front, with the expected
savings factored into the budget.
Other Fund Highlights
CAPITAL IMPROVEMENT FUND
In years past, City Councils have created dedicated revenue sources for the Capital Improvements Fund
in order to provide reliable funding for important projects (previously, project funding relied on General
Fund surpluses). These revenue sources and the year enacted are as follows:
1998
Transient Occupancy Tax – 15% of the total tax
1998
On-Street Parking Meters - $0.25 per hour
2000
On-Street Parking Meters – additional $0.25 per hour
2000
Parking Citations - $4 of all citations except expired meter cites
These revenues are projected to generate $1,483,961 in FY 2014-2015, $132,832 (9.8%) higher than the
prior year budget. Much of the revenue generated within the CIP Fund is dedicated to funding the Police
& Fire facility debt service. Other projects will be funded from available fund balance and future
General Fund surpluses on a pay-as-you-go basis.
The City’s CIP fund accounts for capital improvement projects funded by general use revenue sources.
Projects totaling $2.1 million are included within the FY 2014-2015 budget as follows:
General City maintenance ($500,000)
Fire Station No. 2 design ($430,000)
Safe Routes to Schools Cycle 3 ($425,600)
Management Services office remodel ($265,000)
Community Development Block Grant Access Ramp Construction ($208,000)
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Veterans Park Phase I ($135,000)
Non-motorized transportation enhancements ($100,000)
City-wide street signage ($40,000)
Fire Station No. 1 Security ($40,000)
The CIP fund is expected to have an unreserved fund balance of $5.4 million at the end of FY 20142015 for use at the discretion of City Council.
SPECIAL REVENUE FUNDS
The Street Lighting and Landscaping Fund derives its revenues from assessments to property owners.
Those assessments, which have not been changed since 1996, will require a successful Proposition 218
vote in order to do so. As a result, the FY 2014-2015 assessment basis remains fixed with no increase
from the prior year. Because expenses for energy and maintenance are not fixed and continue to rise, the
General Fund must contribute increased amounts each year in order to fund this service. For FY 20142015 that subsidy is estimated at $251,539. In addition to the subsidy, the City contributes $21,140 to
cover the City’s portion of the Streetscape zone. This budget presents a fund which has long exhausted
its reserves. During FY 2013-2014 City Council authorized a preliminary study of district costs, the
level of assessment that would be required to sustain the activities, and the community’s willingness to
pay such assessments. The results of that study, which are expected in fall 2014, will help determine the
next steps (e.g., Proposition 218 vote). Until new assessments are in place General Fund transfers will
continue, further straining core municipal services.
The Gas Tax Fund accounts for moneys dedicated to roadway and sidewalk projects. This year’s
budget includes revenues of $933,447 and expenditures of $1,715,000. Projects include street
resurfacing and construction projects, maintenance such as the annual slurry seal program, and annual
concrete curb and gutter replacement.
The Asset Forfeiture Fund includes estimated revenues of $7,300 consisting only of interest earnings
on the fund balance. The City has made it a practice not to budget revenues from asset seizures because
the revenue stream is unpredictable. By doing so, the City avoids the appearance of any impropriety in
the seizing, sale or acquisition of forfeited property. FY 2014-2015 operational expenditures equal
$169,023, and include $69,000 for front-line law enforcement equipment and supplies, $47,800 for
computer-related equipment and contracted services, and $15,000 for training.
The Police Safety Grant Fund has $101,200 of grant fund income, and $105,000 in operating
expenditures for law enforcement supplies and equipment.
The Federal and State Grant Fund has no anticipated or known grant fund income. However, during
the year if such grants are received, the budget will be adjusted accordingly. The fund currently shows a
deficit in the amount of $22,488 due to an expected retention reimbursement for the Rosecrans utility
underground project that will be received once the related project documentation has been fully
completed.
The majority of Proposition “A” Fund revenues are based on a half-cent sales tax in Los Angeles
County, which is then distributed on a per capita basis. FY 2014-2015 revenues are estimated at
$637,699 with expenditures of $804,307. This deficit ($166,608) is covered through the use of fund
balance ($99,026) and a transfer from Measure “R” funds ($67,582). Sustaining the current service
levels will require the City to utilize Measure “R” funds, or exchange General Fund moneys for
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Proposition “A” funds with another agency in the county, as was done in previous years. This year’s
budget includes salary and benefits for the transportation services operators (including the addition of
one full-time operator which is offset by the decreased cost in part-time drivers); $79,000 for an
additional Dial-A-Ride vehicle; $27,600 for Dial-A-Ride software enhancements as part of the
Information Systems Master Plan; $12,500 for support of the Beach Cities Transit replacement service
for the MTA line 439 (which runs through Manhattan Beach); $20,000 for the Ocean Express to support
trips bringing visitors from LAX area hotels to Downtown and the Village Mall; and $55,000 for
recreational bus trips for the various programs put on by the Parks & Recreation department. Bus Pass
subsidies previously budgeted at $16,000 have been reduced to $3,000 to reflect a proposed change
limiting subsidies to Manhattan Beach residents (current practice is first-come, first-served).
The Proposition “C” Fund, established for transportation and street improvement programs, reflects
estimated revenues of $5,284,829 and capital expenditures of $5,895,200 in FY 2014-2015. Revenues
include $4.6 million in an MTA Measure R South Bay allocation; $504,829 in transit sales tax; and
$200,000 in a Federal earmark. These funds will be used for the Sepulveda Bridge Widening Project,
which has an estimated cost of $17.3 million.
The AB 2766 Fund was established in 1990 and provides per capita funding to cities and counties
located in the South Coast District to be used to reduce motor vehicle air pollution. Revenues of $51,712
and expenditures of $155,068 support the City’s clean air efforts in FY 2014-2015. The plan requires the
transfer of $6,923 from the Fleet Fund to support the planned purchase of compressed natural gas
vehicles for $145,000.
During FY 2009-2010, the City began receiving funds from a new sales tax resulting from Measure “R”
which was approved by the County’s voters in November 2008. This half cent sales tax can be used for
projects such as pothole repairs, major street resurfacing, left-turn signals, bikeways, pedestrian
improvements, streetscapes, traffic signal synchronization and local transit services (including
subsidizing Dial-A-Ride services). We anticipate receiving $416,577 in revenue for FY 2014-2015.
Projects totaling $335,000 include a signalized crosswalk at Manhattan Beach Blvd. and the Target
parking lot entrance, and construction of a raised median along Manhattan Beach Blvd. west of
Aviation. This year, $44,620 will be transferred to the Proposition “A” Fund to sustain Dial-A-Ride
programs. The year-end fund balance is projected to be $1,250,497.
ENTERPRISE FUNDS
FY 2014-2015 revenues in the Water Fund are estimated at $16,546,891 while expenditures in this fund
equal $13,541,621. Included in this budget are capital projects totaling $4.4 million – $1.6 million for a
pipe replacement and fire hydrant installations; $1.5 million for Peck ground level reservoir
replacement; and $500,000 to paint Block 35 reservoir. Additional projects detailed in the CIP plan total
$781,000.
Revenues in the Waste Water Fund are projected to be $3,743,047 with expenses and capital estimated
at $1,919,373. The expenses include $400,000 for sewer main rehabilitation and lift station replacement.
Additionally, the Waste Water Fund is equally sharing the cost with the Storm Water Fund for a
replacement closed circuit TV system ($39,250 per fund) which is used to view and investigate sewer
lines and storm water facilities. It is important to note that based on current projections, fund balances
and rates are not sufficient to sustain the level of capital projects required to maintain the system. Loans
from the Water Fund are necessary starting in FY 2016-2017. Future rate increases are necessary.
The Storm Water Fund includes revenues of $353,033 and expenditures of $1,215,651. The deficit of
$862,618 is funded through the use of remaining fund balance ($572,515), and a $290,103 General Fund
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transfer (as predicted during the 2013-2014 midyear budget review). The FY 2014-2015 budget
allocates $440,000 for storm drain projects; $328,700 for street sweeping (which was transferred from
the Refuse Fund in FY 2013-3014 to more closely align the purpose of the service with the benefit
received); $165,000 to mandated National Pollution Discharge Elimination System Permit Compliance
Programs; and $39,250 for the fund’s portion of the closed circuit TV listed in the Waste Water Fund.
Current assessments, last changed in 1996, are not sufficient to sustain the program’s current and future
capital needs. As a result, continued General Fund transfers or a Proposition 218 vote to increase the
assessments will be required to adequately fund this operation. Storm Water runoff is under increased
regulatory and environmental pressures, which has resulted in increased costs. It is important to also
note that charge-outs to cover General Fund support costs have been suspended due to minimal fund
balance. This amounts to approximately $300,000 per year. The General Fund can no longer afford to
subsidize the Storm Water Fund, and the assessments will need to be addressed. During FY 2013-2014
City Council authorized a preliminary study of Storm Water costs, the level of fee that would be
required to sustain the activities, and the community’s willingness to pay such fees. The results of that
study, which are expected in fall 2014, will help determine the next steps (e.g., Proposition 218 vote).
Until new fees are in place General Fund transfers will continue, further straining core municipal
services.
The Refuse Fund includes revenues and expenses for the City’s refuse and recycling activities.
Revenues for FY 2014-2015 are projected to be $3,968,705 and expenditures at $4,184,371. The budget
includes $150,000 for City-owned refuse enclosure improvements. Projected year-end balance is
$446,000 which is held as a reserve in compliance with established City Council policies. On-going
street sweeping refunds, directed by the City Council in FY 2013-2014, will be paid from fund balance.
The Parking Fund accounts for collections and expenditures for street meters and City-owned lots, debt
service on the Metlox parking structure, and maintenance of the Metlox Town Square. For FY 20142015 this fund is projected to have $2,385,078 in revenues and $2,538,942 in expenditures, which
includes debt service on the Metlox parking structure ($710,063 including administrative fees);
$517,000 in capital improvement projects; and $228,000 for service fees (credit card fees, technology
fees) for the new technology parking meters installed over the past three years. An inter-fund loan from
the Capital Improvements Fund for the purchase of the new technology parking meters is paid off in FY
2014-2015 through a transfer of $219,200. Fund revenues and expenditures include the Downtown
Business Improvement District assessments (approximately $100,000) which the City collects and then
remits to the Downtown Business and Professional Association through a contractual agreement. The
projected year-end fund balance is $781,788 and includes policy reserves of $673,981 and unreserved
fund balance is $107,807, which will be needed for future maintenance and replacement of the City’s
aging parking structures.
The County Parking Lot Fund accounts for the two county-owned parking lots commonly referred to as
El Porto and 26th Street. This fund is projected to have $775,510 in revenues and $644,806 in operating
expenditures. Excess funds ($130,704) are transferred to the General Fund after accounting for the
County’s share of revenue.
The State Pier and Parking Lot Fund relates to the operational activity for the State-owned pier parking
lots. This fund is projected to have $581,729 in revenues. Expenditures total $1,517,752 and include
$1,080,000 in capital projects: $1 million of pier improvements and $80,000 of upgrades to the comfort
stations. The balance of the funds are used to maintain and operate the pier and parking lots, and the pier
comfort stations. Due to the aforementioned projects, this fund does not have sufficient balances to
maintain full policy reserves.
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INTERNAL SERVICE FUNDS
The City operates four Internal Service funds that provide for the operation, maintenance and
replacement of facilities or equipment, or serve to spread the cost of an internal function across the user
departments.
The FY 2014-2015 Insurance Reserve Fund budget contains revenues (derived from charge-outs) of
$4,661,672 and expenditures of $4,702,745. The Insurance Reserve allocates charges to other funds
based on recent experience. In FY 2014-2015 charge outs for liability claims paid are down by
$362,020 (42.9%), while Workers Compensation charge outs are lower by $296,811 (10.7%). However,
excess insurance premiums are increasing $111,118 (15.9%). Property Insurance remains unchanged.
Overall, budgeted claims paid for both liability and workers compensation in FY 2014-2015 is estimated
at $3.0 million, a decrease of $658,831 from the prior year budget. Because the City’s self-insured
retention is $500,000 for liability, and $750,000 for Workers Compensation, claims paid will represent
the largest and most varied cost from year to year.
The working capital/fund balance at fiscal year-end is estimated at $4.6 million. This amount includes
all reported liabilities. The amount exceeds the stated policy of the City to maintain at least a working
capital balance of $2 million. However, it is necessary to maintain a larger working capital balance
because in addition to reported liabilities, there are existing liabilities which have been incurred but not
yet reported.
The Information Systems Fund provides for the operation of the City’s Information Systems division,
including maintenance of the City’s computer network and hardware infrastructure. The division’s
budget is charged out to the departments based on the number of devices (workstations and printers)
being utilized. In FY 2014-2015, Information Systems Fund revenues are $2,272,016 and expenditures
are $2,685,985 (the difference is funded through available fund balance). Last fiscal year, City Council
approved the Information Systems Master Plan which addresses the City’s technology needs over a fiveyear period. This fund budget includes $450,000 for replacement of the City’s telephone system,
$300,000 for wide area network expansion, and $175,800 for replacement network components
(switches and wireless access point hardware). The fund is projected to have zero balance at year-end.
The Building Maintenance and Operations Fund consists of programs from two different departments.
The fund provides for Public Work’s Building Maintenance program which maintains City facilities and
grounds, and the Finance Department’s General Services program which ensures that office equipment
such as photocopiers are maintained. The fund’s FY 2014-2015 budget includes revenues of $1,699,779
and expenditures of $1,689,349. Expenditures associated with this fund are allocated to departments
based on their number of employees and the square feet of building they occupy.
The Fleet Management Fund is charged to departments in two separate line items - fleet maintenance
and fleet rental. Fleet maintenance accounts for repairs and routine vehicle maintenance based on the
average maintenance and repair cost according to the type and number of vehicles a department
operates. The fleet rental charge provides for the replacement of City vehicles, and is a straight-line
depreciated charge based on the cost and expected life of each vehicle. This fund’s budget includes
$617,452 for the purchase of eleven vehicles (two additional vehicles will be purchased out of the Prop
A and AB 2766 funds) as well as additional build-out costs for newly purchased vehicles. A list of those
vehicles is included in the Appendix of this document. After a transfer of $6,923 to the AB 2766 Fund
due to unavailable monies to purchase vehicles in that fund, the Fleet Management Fund is expected to
have $992,380 in remaining balance at year-end for future vehicle replacements.
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DEPARTMENTAL HIGHLIGHTS
While the departmental sections later in this budget provide information on the specific program
initiatives and details, the following are a few of the highlights within the FY 2014-2015 operating
budget:
Management Services
By policy, the City Council maintains a contingency account (one-half of one percent of General Fund
expenditures) within the adopted budget. The purpose of the account is to have funds available for City
Council to address unanticipated, unbudgeted expenditures during the year without the need to
appropriate funds. In recent years, in an effort to balance the budget, this contingency was reduced to
$150,000. For FY 2014-2015, that amount has been further reduced to $100,000 to more accurately
reflect actual spend from that account. City Council will be reviewing the policy in the upcoming fiscal
year.
The City Attorney’s budget reflects an increase in legal services of $74,000. These funds will provide
the City with additional City Attorney hours to attend all City Council meetings as well as increase his
regular office hours. Additionally, the City Attorney will now attend selected Planning Commission
meetings to provide legal guidance.
The City Clerk’s budget includes $85,280 to accommodate the biennial City election to be held in
March 2015. Additionally, the budget includes $22,372 for enhanced technologies relating to the
management and execution of City Council meetings.
The 2013 Information Systems Master Plan includes the replacement of the City’s Document
Management System, which is budgeted for $200,000 in the City Clerk’s budget. The new system will
enhance the City’s open government initiatives by providing more robust public search capabilities, and
will be a more efficient searchable archive for important City documents.
Finance
The Finance budget includes $200,000 for upgrades to the Finance Management System, a project
identified in the City’s Information Systems Master Plan. Enhancements include remote timekeeping
entry, capital project management, fixed assets inventory, and accounts payable enhancements among
others. Tangential to the finance systems upgrades, $60,000 has been allocated for a new cashiering
system to replace the antiquated system purchased in 1996 for which obtaining on-going support may be
difficult.
The Information Systems Division budget allocates funds for several network related purchases
including scheduled replacement of network switches and wireless access point devices ($175,800),
which have reached end of useful life. Funds are also allocated to replace the telephone system
($450,000) which is over 13 years old and for which parts are not readily available, as well as
installation of a wide area network in the City ($300,000) which will provide City network access at
remote locations where cabling is either not available or practical.
Human Resources
The budget includes $100,000 for Human Resources Information Systems as provided for in the
Information Systems Master Plan. The system will track applicants, training, certifications, and
personnel action forms as well as other HR data. Funds totaling $45,000 are allocated to provide
leadership training, succession planning, development of performance standards and other management
enhancements.
xvi
Parks & Recreation
For FY 2014-2015, the part-time Graphic Artist has been recommended for full-time status. This is in
response to needs within all departments for necessary skills when creating City communications.
A new Dial-A-Ride bus is included in FY 2014-2015. The bus will be used to accommodate the
increasing number of wheelchair passengers that occasionally are denied a ride due to equipment
limitations. Funding for this vehicle ($79,000) is from Proposition “A.” The addition of a full-time
Transportation Services Operator, offset by the decreased amount of two part-time driver hours, will
further enhance customer satisfaction and increase efficiencies within the program.
Also funded from this source is software, identified in the Information Systems Master Plan, which is
designed to gather data on vehicle locations, routing, calls and stops ($27,600). The ISMP also identified
tennis reservations software as a desired enhancement ($30,000) which is funded in FY 2014-2015.
Additional part-time staff hours (10 hours per week) are included in the budget to plan, coordinate and
supervise the growing number of programs, volunteers and participants in the Older Adults Program.
The number of programs is increasing, along with attendance. The total cost for this service
enhancement is approximately $9,600.
Finally, funding for Metlox Plaza programming ($5,000), which was cut during the economic downturn,
has been reinstated. These funds will be used to provide events that draw people into the plaza such as a
Sunday music series.
Police
The Police Department is replacing 45 tasers (out of a total of 72) for field personnel at a cost of
$44,464. These devices are essential to operations as a less-lethal alternative to other uses of force to
neutralize dangerous, combative, or high-risk subjects who post a threat to law enforcement officers,
innocent citizens, or themselves. The Police Department currently issues a taser to every Police Officer
and Jailer.
K-9 teams are an important part of the Police Department. K-9s assist with a variety of police activities
including suspect searches, finding discarded or hidden evidence, finding missing persons, and locating
illegal drugs and drug paraphernalia. They also participate in community educational programs,
including K-9 demonstrations, elementary school presentations, and Neighborhood Watch presentations.
The recent retirement of K-9 Kraft necessitates his replacement at a total cost of $16,500.
As directed by City Council, an additional $150,000 is included in the budget to account for Police
overtime for special assignments, including high visibility patrol details, and foot and bike patrols.
Fire
The Fire department budget includes funding for a temporary 4th Battalion Chief. This assignment will
allow the department to continue functioning effectively during an expected long-term absence in the
department. This has an estimated cost of $283,000 for FY 2014-2015.
The City’s Information Systems Master Plan includes an upgrade to the Fire Department’s records
management system. The current system is cumbersome, often requires duplication of effort for data
entry of fire inspections, and reporting is difficult. The FY 2014-2015 budget allocates funding to
replace this antiquated system ($100,000).
xvii
Funding for the services of a consultant to review and update the City's Emergency Operation, Hazard
Mitigation, and Tsunami Plans is included in the budget. These are mandated documents and are very
important to the City's emergency preparedness, response, recovery, and reimbursement of related
disaster costs. The total cost for this update is $20,000.
During FY 2013-2014, City Council authorized the procurement of a new automated permitting system.
While the bulk of the $400,000 of budgeted funds were allocated to the system purchase, soft costs such
as temporary staffing to assist during the implementation were also part of that budget. For FY 20142015, the department budget includes $60,733 in support costs for the new permit system
implementation.
A full-time Traffic Engineer is needed due to the ongoing/increasing demand for traffic engineering
services. The City Traffic Engineer is responsible for performing advanced level technical analysis of
traffic safety and parking issues; reviewing and evaluating all traffic requests and implementing traffic
control measures in the right of way; conducting traffic and parking studies; coordinating the Traffic
Committee; and providing technical expertise on development-related traffic issues and project-specific,
traffic-related studies to ensure that safety and liability concerns are thoroughly evaluated. The City
Traffic Engineer also prepares reports, presentations and various studies, and presents at Planning, PPIC
and City Council meetings. The recommended position will be a cost effective replacement of traffic
engineering services obtained by contract. The additional cost is $25,372 while the number of hours will
go from approximately 13 to 40 hours per week.
Funds totaling $100,000 have been included for a Sepulveda Boulevard Specific Plan – a study of
design guidelines/development standards, economics and public improvements. Similar to the
Downtown, Sepulveda Boulevard has been an ongoing concern for City Council. The study will help
establish an appropriate vision for this vital area in the City.
The budget allocates $100,000 to Economic Development – a continuation of last year’s funding which
was utilized for Chamber of Commerce activities for that purpose.
Public Works
The Information Systems Master Plan includes the replacement of the Public Works Work Order
Management System ($150,000). This important system supports city-wide maintenance and operations
activities, and is expected to assist with work scheduling and tracking of human, equipment and
financial resources.
Included in the Waste Water and Storm Water budgets is replacement of the existing 15 year old Closed
Circuit TV unit, which is no longer operational. The system is used for emergency sewer and storm line
event investigations; sewer system overflows; illicit connection and discharge inspections; and data
collection for engineering design on sewer and storm drain projects. The total cost of the equipment is
$78,500 split evenly between the two funds.
Finally, the City’s award-winning environmental programs will benefit from the addition of an intern
who will assist the Environmental Programs Manager with updating the City’s sustainability report,
maintaining the City’s “Going Green” website, outreach for coordination of various programs
(polystyrene, plastic bags, smoking, etc.) and other activities.
xviii
CONCLUSION
This document is the result of an extraordinary effort from staff in every City department. We believe
that we have produced a first-rate document that is thorough and easy to use. We are proud to point out
that last year’s budget once again received awards both from the California Society of Municipal
Finance Officers and from the Government Finance Officers Association.
In our on-going efforts to provide our citizens with ample opportunities to review and comment on the
budget, study sessions were held May 8th, 12th, 21st and 29th, with an additional budget discussion at the
June 3rd regular City Council meeting. Final consideration and budget adoption took place on June 17th.
Copies of the Operating Budget are available for public review at City Hall in the Finance Department
and City Clerk’s Office. The budget is also available on line at the City’s website:
www.citymb.info.
I would like to take this opportunity to thank all the City employees who worked very hard to develop
this year’s budget. Special thanks to the Finance Department, especially Henry Mitzner, Eden Serina,
Jeanne O’Brien, Eugene Wee and Helga Foushanes.
Sincerely,
Bruce Moe
Acting City Manager
xix
BUDGET
USERS
GUIDE
Prior
to July 1st
of each year,
the Manhattan Beach City Council adopts, by formal resolution, an annual budget.
This document serves as a financial plan, the purpose of which is to identify the projected allocation and
application of resources over the budget cycle.
The published Operating Budget is designed to present summary information about the City’s financial plans for
the year in a user-friendly format. The Operating Budget is organized by department, then by program (operating
divisions within the departments). Expenditures are displayed and subtotaled by type: Salaries & Benefits,
Materials & Supplies, and Capital Projects & Equipment. The Source of Funds tables indicate the fund(s) to
which a program allocates its expenditures. The Operating Budget also includes the following sections:
Introduction Section - includes the Table of Contents, List of City Officials, City Manager’s Budget Message,
Budget User’s Guide, Budget Awards, and Organization Chart.
Summaries Section - includes tables and graphs detailing City-wide revenues, expenditures and fund balances.
Operating Budgets - includes program budgets by department, with narratives explaining the function of the
program, staffing levels, uses and sources of funds, and service indicators.
Appendix - includes the City Council’s Work Plan, the City’s Financial Policies, Resolutions for the Adoption of
the Budget and Appropriations Limit, Schedules of Funded Budget Requests Schedule of Administrative Service
Charges, Summary of Debt Service Payments, and demographic information.
BUDGET PROCESS
The City’s budget process begins in January of each year with the distribution of a budget manual prepared by
the Finance Department. The budget manual contains a budget calendar, chart of accounts, forms for requesting
new or additional items, and the general policy and instructions for developing the budget for that fiscal year.
Line-item budget development is accomplished through the City’s financial system, which allows each department
to build its budget using computerized worksheets.
The individual departments are directly responsible for developing the Materials & Supplies line items and parttime employees’ salaries. The remaining Salary & Benefit information is calculated and entered by the Finance
Department. All supplemental budget requests (new personnel, service or equipment) are presented on separate
forms and are subject to City Manager review and approval before becoming part of the operating budget. Once
all the budget data is compiled, it is printed and distributed to the City Manager and the departments.
In March, the Finance Director provides the City Manager with proposed revenue projections. These revenue
estimates are then reviewed with the department budget requests to determine available funding levels for the
fiscal year. The City Manager and Finance Director then hold meetings with the departments to review the
operating and supplemental budget requests.
Once the budget data has been reviewed and any changes have been made by the Finance Department, a
proposed document is prepared. After final review and approval by the City Manager, the proposed budget
document is presented to the City Council in May. At least one study session and public hearing are held by the
City Council, and then the budget is adopted by resolution prior to June 30.
During the fiscal year, the budget can be amended as necessary to meet the City’s needs. The City Council has
the legal authority to amend the budget at any time. Department Heads and their designated representatives may
only authorize expenditures based on appropriations previously approved by City Council action, and only from
accounts under their organizational responsibility. Actual expenditures may exceed budget appropriations by lineitem, but may not exceed the department’s budget. The City Manager has the authority to approve
interdepartmental appropriation transfers as long as they are within the same fund. Interfund transfers require a
budget amendment by the City Council.
BASIC ACCOUNTING
Manhattan Beach’s accounting system is maintained on a fund basis, in accordance with governmental
accounting standards. Each of the City’s twenty-five funds is considered a separate accounting entity with a selfxx
balancing set of accounts that records assets, liabilities, fund equity, revenues and expenditures. Funds are
established and segregated for the purpose of recording specific programs or attaining certain objectives in
accordance with special regulations, restrictions, or limitations.
Funds are classified into one of three categories: governmental (general, special revenue, debt service, and
capital projects), proprietary (enterprise and internal service), and fiduciary (trust and agency). Governmental
funds account for activities usually associated with a typical state or local government’s operation. Proprietary
funds are financed and operated in a manner similar to private business enterprises, where the intent is to recover
the costs of providing goods and services from user charges.
Fiduciary funds are utilized in situations where the government is acting in a fiduciary capacity as a trustee or an
agent.
All governmental funds are budgeted and accounted for using the modified accrual basis of accounting, which
recognizes revenues when they become susceptible to accrual, i.e. measurable and available. Available means
collectible in the current period or soon enough thereafter to be used to pay liabilities of the current period.
Examples of such revenues include property tax, sales tax, and interest earnings. Expenditures are recognized
when the fund liability is incurred.
Proprietary fund revenues and expenses are budgeted and accounted for on an accrual basis. Revenues are
recognized in the period when earned, and expenses are recognized when incurred. The following Classification
of Funds describes, in detail, the various types of funds and their purpose as established by the City of Manhattan
Beach.
CLASSIFICATION OF FUNDS
GOVERNMENTAL FUND TYPES:
General Fund
The General Fund is used to account for resources traditionally associated with general government which are
not required to be accounted for in a separate fund including: sales tax, property tax, transient occupancy tax,
licenses and permits, fines and forfeitures. This fund is used to finance most of the basic municipal functions,
such as general administration, public safety, parks and recreation, and community development.
The Street Lighting & Landscape Fund provides for the power, maintenance, and capital improvements for the
lighting system within the City of Manhattan Beach. Money is received from a special assessment placed on each
tax bill in the City, the amount of which is determined by the benefit received by the owner of each property.
Assessments from Zone 10 of the street lighting district also provide for the maintenance of the street
beautification area in downtown Manhattan Beach.
The Gas Tax Fund is used to account for the City’s share of State and County gasoline tax collection in
accordance with the provisions of the State of California Streets and Highway Code. Revenues are disbursed by
the State based on population and must be used towards the maintenance and repair of City streets that serve as
State and County thoroughfares.
The Asset Forfeiture Fund is used to account for funds received through Federal and State agencies for drug
seizures in which the City participated. These funds must be used to supplement, not supplant, the Police
Department’s normal operating budget. The amount of revenue will vary from year to year based on activity
levels.
The Police Safety Grants Fund is used to account for any Federal, State, or local grants received for law
enforcement purposes.
The Federal & State Grants Fund is used to account for any Federal, State, or local grants received, such as
Block Grant or Park Bond funds.
The Proposition A and C Funds and Measure R Fund are used to account for proceeds from the half-cent sales
taxes generated by the approval of Propositions A and C by Los Angeles County voters. These funds, which are
administered by the Los Angeles County Metropolitan Transportation Authority (MTA), are distributed based on
population and must be used for transportation-related projects.
xxi
The AB 2766 Fund is used to account for proceeds received from the additional vehicle registration fee imposed
by the State and regulated by the Air Quality Management District (AQMD). These funds are distributed based on
population and must be used for programs designed to reduce air pollution from motor vehicles.
Capital Projects Funds
The Capital Improvement Fund is used to account for capital projects not eligible for funding from other specific
funding sources. Funding sources are derived from various sources such as grant funds or transfers from the
General Fund. In 1998-1999, City council acted to designate specific revenue sources for this fund consisting of
the 15% of the City’s transient occupancy tax and the 25 cents incremental increase of parking meter rates.
Additionally, in FY 2000-2001, City Council added to this dedicated revenue stream by increasing street meter
rates by an additional 25 cents per hour and most parking citation rates $ 4. Specific projects and their funding
sources are described in detail in the City’s Capital Improvement Plan.
The Undergrounding Assessment Fund is used to account specifically for the construction of utility
undergrounding in established districts. The fund serves as a pass through of the assessments collected to pay
the debt service for the improvements.
Debt Service Funds
The Special Assessment Redemption Fund is used to account for principal and interest payments on the
Underground Utility Bonds issued in 1989. Proceeds of these bonds were used to relocate utility lines
underground in certain portions of the City. The bonds are being repaid with proceeds from special assessments
levied on the property owners who benefited from the project.
PROPRIETARY FUND TYPES:
Enterprise Funds
The Water Fund is used to account for the operation of the City’s water utility system. Revenues are generated
from user fees, which are adjusted periodically to meet the costs of administration, operation, maintenance, and
capital improvements to the system.
The Stormwater Fund is used to account for the maintenance of, and improvements to, the City’s storm drains.
Revenues are derived from a storm drain assessment to property owners, which is based on size and use of the
parcel, and collected through the property tax roles.
The Wastewater Fund is used to account for the maintenance of, and improvements to, the City’s sewer system.
Revenues are derived from a user charge placed on the water bills.
The Refuse Fund is used to account for the provision of refuse collection and recycling services in the City. The
City bills both residential and commercial properties.
The Parking Fund is used to account for the general operations and maintenance of City parking lots and spaces.
The Parking Fund also accounts for the revenue generated by City parking lots and spaces. The Parking Fund
contains reserves for the Business Improvement Districts (BIDs) to be used for their approved activities.
The County Parking Lots Fund is used to account for the operation and maintenance of parking lots that are
owned by Los Angeles County and leased to the City. Proceeds from the meters and parking permits are divided
55 percent to the County, with an annual guaranteed minimum of $130,000, and 45 percent to the City.
The State Pier & Parking Lot Fund is used to account for the operation and maintenance of the Manhattan Beach
Pier, comfort station, and four adjacent parking lots. These properties are owned by the State, but controlled by
the City through an operating agreement.
The Insurance Reserve Fund is used to account for the City’s self-insured workers’ compensation and general
liability programs. The fund collects premiums from departments based on claims history.
xxii
The Information Systems Fund is used to account for the operation, maintenance and replacement of the City’s
Information Systems including the City-wide network and related hardware and software. Revenues are
generated from charges to departments based on the number of devices in use.
The Fleet Management Fund is used to account for the operation, maintenance and replacement of City vehicles.
Revenues are generated from vehicle rental charges to departments based upon the number, type, and age of
vehicles operated.
The Building Maintenance and Operation Fund is used to account for the operation and maintenance of certain
City facilities. Revenues are generated by charges to user departments based on their number of employees and
square feet of building they occupy.
FIDUCIARY FUND TYPES:
The Pension Trust Fund is used to account for the supplemental retirement and single highest year programs
previously provided by the City. Although the City has replaced these programs, this fund accounts for the former
employees still receiving these benefits.
xxiii
xxiv
Police
Fire
Community
Development
Public
Works
Refuse Fund
Parking Fund
County Parking Lot Fund
State Pier & Parking Lot Fund
Building Maintenance & Ops Fund
Special Assessment
Redemption Fund
Pension Trust Fund
Fleet Management Fund
Information Systems Fund
Wastewater Fund
Stormwater Fund
Insurance Reserve Fund
Water Fund
Measure R Fund
AB 2766 Fund
Capital Improvement Fund
Prop C Fund
Federal & State Grants Fund
Police Grants Fund
Prop A Fund
Asset Forfeiture Fund
Parks and
Recreation
Streets & Highways Fund
Human
Resources
Finance
Management
Services
Street Lighting & Landscape Fund
General Fund
Department / Fund Matrix
xxv
Finance
Administration
~
Accounting
~
Revenue
Services
~
General
Services
~
Information
Systems
Administration
~
Records
Management
~
Elections
~
Conflict of Interest/
Campaign Filing
~
Open Government
Parks &
Recreation
Commission
Administration
~
Recreation
Services
~
Cultural Arts
~
Sports &
Aquatics
~
Volunteers
~
Transportation
Administration
~
Risk
Management
Administration
~
Patrol
~
Investigations
~
Technical
Support
~
Community
Affairs
~
Traffic
Safety
~
Jail Operations
~
Parking
Enforcement
~
Animal Control
~
Asset Forfeiture
Police
City Manager
Parks &
Recreation
Planning
Commission
Human
Resources
City Attorney
Board of Building
Appeals
City Clerk
Parking &
Public Improvements
Commission
City Council
Fire
Administration
~
Planning
~
Building
~
Code
Enforcement
~
Traffic
Engineering
Community
Development
Cultural Arts
Commission
City Treasurer
Administration
~
Prevention
~
Fire
Operations
~
Emergency
Medical
Services
~
Support
Services
CITIZENS OF MANHATTAN BEACH
Administration
~
Civil Engineering
~
Street Maint
~
Bldg & Grounds
Maintenance
~
Transportation
~
Street Lighting &
Landscaping
~
Streetscape Maint
~
Water Programs
~
Storm Drain Maint
~
Sewer Maint
~
Solid Waste Mgmt
~
Parking Facilities
~
Fleet Mgmt
Public
Works
Library
Commission
xxvi
xxvii
_____
Ken Brown, Chair
Professional Standards and
Recognition Committee
Dedicated Excellence in Municipal Financial Reporting
Pauline Marx
CSMFO President
February 11, 2014
For meeting the criteria established to achieve the Operating Budget Excellence Award.
City of Manhattan Beach
Presented to the
Operating Budget Excellence Award
Fiscal Year 2014
Certificate of Award
California Society of
Municipal Finance Officers
xxviii
SUMMARIES
2014-2015 SOURCE OF FUNDS BY FUND TYPE
Source of Funds - City-Wide = $110,051,419
Special Revenue
Funds
$7,832,384
7%
CIP Funds
$2,015,101
2%
Internal Service
Funds
$10,857,092
10%
Trust & Agency
Funds
$1,145,900
1%
Enterprise Funds
$28,353,993
26%
General Fund
$59,846,949
54%
1
2014-2015 SOURCE OF FUNDS - GENERAL FUND
Source of Funds - General Fund = $59,846,949
Other
Governments
$231,500
<1%
Other Revenue
$3,605,138
6%
Sales & Use Tax
$9,112,873
15%
Fines &
Forfeitures
$2,552,500
4%
Business License
Tax
$3,125,000
5%
Transient
Occupancy Tax
$3,669,000
6%
Other Taxes
$2,449,785
4%
Use Of Property
& Money
$3,003,245
5%
Permits
$1,910,705
3%
Service Charges
$6,247,423
11%
Property Taxes
$23,911,150
40%
2
2014-2015 SCHEDULE OF REVENUES BY FUND & CATEGORY
3
2012-2013
Actual
General Fund
Revenue from Property Taxes
Revenue from Sales & Use Tax
Revenue from Transient Occupancy Tax
Revenue from Business License Tax
Revenue from Other Taxes
Revenue from Permits
Revenue from Fines & Forfeitures
Revenue from Use of Property & Money
Revenue from Vehicle License Fee
Revenue from Other Governments
Revenue from Service Charges
Miscellaneous Revenues
Total General Fund
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
Increase
(Decrease)
Percent
Change
$21,626,175
9,301,731
3,221,069
3,122,503
2,391,800
1,499,292
2,466,837
2,538,822
18,887
376,200
5,575,347
3,823,600
$55,962,263
$22,192,415
9,154,850
3,324,403
3,050,000
2,453,347
1,598,905
2,677,500
3,679,366
231,500
5,742,101
3,424,343
$57,528,730
$22,764,760
9,398,484
3,461,191
3,100,000
2,419,805
1,801,500
2,512,800
3,290,194
15,630
288,550
5,835,475
3,367,986
$58,256,375
$23,911,150
9,112,873
3,669,000
3,125,000
2,449,785
1,910,705
2,552,500
3,003,245
15,630
244,500
6,247,423
3,605,138
$59,846,949
$1,718,735
(41,977)
344,597
75,000
(3,562)
311,800
(125,000)
(676,121)
15,630
13,000
505,322
180,795
$2,318,219
7.74%
(0.46%)
10.37%
2.46%
(0.15%)
19.50%
(4.67%)
(18.38%)
5.62%
8.80%
5.28%
4.03%
Street Lighting & Landscaping
Gas Tax
Asset Forfeiture
Proposition A
Proposition C
AB 2766
Measure R
Total Special Revenue Funds
$396,749
1,025,963
32,542
100,899
595,141
703,587
45,523
361,238
$3,261,642
$404,491
1,277,766
8,053
1,300
625,314
11,685,108
43,287
380,745
$14,426,064
$397,542
1,664,294
24,079
101,189
616,163
13,001,796
48,528
387,603
$16,241,194
$399,620
933,447
7,300
101,200
637,699
5,284,829
51,712
416,577
$7,832,384
($4,871)
(344,319)
(753)
99,900
12,385
(6,400,279)
8,425
35,832
($6,593,680)
(1.20%)
(26.95%)
(9.35%)
7684.62%
1.98%
(54.77%)
19.46%
9.41%
(45.71%)
Capital Improvement
Total Capital Projects Funds
$2,356,124
$2,356,124
$1,365,031
$1,365,031
$5,019,809
$5,019,809
$2,013,901
$2,013,901
$648,870
$648,870
47.54%
47.54%
$1,552
$1,552
$1,125
$1,125
$1,247
$1,247
$1,200
$1,200
$75
$75
6.67%
6.67%
Enterprise Funds
Water
Stormwater
Wastewater
Refuse
Parking
County Parking Lots
State Pier & Parking Lot
Total Enterprise Funds
$14,955,337
847,998
3,409,902
4,436,813
2,377,425
671,878
532,921
$27,232,274
$15,973,827
352,126
3,586,955
4,090,542
2,344,633
638,510
525,229
$27,511,822
$16,025,318
351,642
3,625,883
3,715,295
2,380,637
775,510
583,443
$27,457,728
$16,546,891
353,033
3,743,047
3,968,705
2,385,078
775,510
581,729
$28,353,993
$573,064
907
156,092
(121,837)
40,445
137,000
56,500
$842,171
3.59%
0.26%
4.35%
(2.98%)
1.73%
21.46%
10.76%
3.06%
Insurance Reserve
Information Systems
Fleet Management
Total Internal Service Funds
$4,600,859
1,218,173
3,472,251
1,418,748
$10,710,031
$5,158,460
1,531,297
2,511,752
1,774,165
$10,975,674
$5,307,481
1,531,296
2,618,602
1,814,782
$11,272,161
$4,661,672
2,272,016
2,223,625
1,699,779
$10,857,092
($496,788)
740,719
(288,127)
(74,386)
($118,582)
(9.63%)
48.37%
(11.47%)
(4.19%)
(1.08%)
$1,005,174
151,500
$1,156,674
$957,000
163,264
$1,120,264
$957,000
165,905
$1,122,905
$965,000
180,900
$1,145,900
$8,000
17,636
$25,636
$100,680,560
$112,928,710
$119,371,419
$110,051,419
Underground Utility Construction Fund
Underground Utility Construction
Total Underground Utility Construction Fund
Special Assessment Redemption Fund
Pension Trust
Total Trust & Agency Funds
Grand Total
3
($2,877,291)
0.84%
10.80%
2.29%
(2.55%)
2014-2015 SCHEDULE OF REVENUE DETAIL BY FUND
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
Increase
(Decrease)
Percent
Change
General Fund
3101 CYr Secured Property Tax
3102 CYr Unsecured Property Tax
3103 PYr Secured Property Tax
3104 PYr Unsecured Property Tax
3105 Supplemental Property Tax
3106 Property Tax Collection Administration
3107 Interest & Penalties
3108 Property Tax in Lieu of VLF
Revenue from Property Tax
$17,227,956
759,710
256,207
23,567
289,409
(271,150)
126,888
3,213,588
$21,626,175
$17,771,000
791,282
175,000
23,000
250,000
(281,897)
124,148
3,339,882
$22,192,415
$18,200,000
750,000
223,400
23,000
330,000
(281,897)
120,257
3,400,000
$22,764,760
$19,100,000
783,750
223,400
23,000
390,000
(282,000)
120,000
3,553,000
$23,911,150
$1,329,000
(7,532)
48,400
140,000
(103)
(4,148)
213,118
$1,718,735
7.48%
(0.95%)
27.66%
56.00%
0.04%
(3.34%)
6.38%
7.74%
3201 Sales & Use Tax
3202 Franchise Tax
3203 Transient Occupancy Tax
3204 Business License Tax
3205 Property Tax In Lieu of Sales Tax
3206 Real Estate Transfer Tax
3207 PSAF Sales Tax
3215 Vacation Rental TOT
3216 SB 1186 Disability Access & Education
Revenue from Other Taxes
$6,767,523
1,371,198
3,221,069
3,122,503
2,534,208
587,399
339,379
91,681
2,143
$18,037,103
$6,708,500
1,392,303
3,324,403
3,050,000
2,446,350
621,275
349,769
90,000
$17,982,600
$6,837,916
1,392,303
3,461,191
3,100,000
2,560,568
569,277
357,225
100,000
1,000
$18,379,480
$6,630,118
1,407,385
3,669,000
3,125,000
2,482,755
595,000
346,400
100,000
1,000
$18,356,658
($78,382)
15,082
344,597
75,000
36,405
(26,275)
(3,369)
10,000
1,000
$374,058
(1.17%)
1.08%
10.37%
2.46%
1.49%
(4.23%)
(0.96%)
11.11%
2.08%
3301 Building Permits
3302 Other Construction Permits
3303 Home Occupancy Permits
3304 Fire Code Permits
3306 Outdoor Facilities Permits
3307 Film Permits
3309 Building Permits Surcharge
3310 Police Alarm Permits
3350 Other Permits
3361 Animal License Fees
Revenue from Permits
$872,219
307,200
4,355
31,710
442
75,475
85,143
66,401
4,040
52,307
$1,499,292
$924,000
350,000
5,100
36,700
600
70,000
92,400
64,000
3,105
53,000
$1,598,905
$1,080,000
368,000
4,400
50,000
995
70,000
108,000
64,000
3,105
53,000
$1,801,500
$1,160,000
390,000
4,500
50,000
70,000
116,000
64,100
3,105
53,000
$1,910,705
$236,000
40,000
(600)
13,300
(600)
23,600
100
$311,800
25.54%
11.43%
(11.76%)
36.24%
25.54%
0.16%
19.50%
3401 Vehicle Code Fines
3402 Parking Citations
3403 Fire Fines
3421 Municipal Code Fines
Revenue from Fines & Forfeitures
$194,595
2,249,073
23,169
$2,466,837
$220,000
2,440,000
17,500
$2,677,500
$195,000
2,300,000
300
17,500
$2,512,800
$195,000
2,340,000
17,500
$2,552,500
($25,000)
(100,000)
($125,000)
(11.36%)
(4.10%)
(4.67%)
3501 Interest Earnings
3505 Installment Fund Earnings
3506 Unrealized Investment Gain/Loss
3509 Other Interest Income
3510 Loan Principal
3511 Misc. Rents & Concessions
3512 Golf Course Rent
3513 Tennis Club Rent
3514 Tennis Club Percent Rent
3515 Marriott Hotel Rent
3516 Minimum Hotel Rent Payments
3517 Wireless Communication Income
3518 1334 Building Lease
3519 Metlox Lease Payments
3520 Investment Amortization
3521 Interfund Loan Interest
3522 Interfund Loan - Principal
3531 Tennis Club Parking Lot Lease
3532 Mall Parking Lot Lease
3533 Post Office Lease
3534 Library Parking Lot Lease
Revenue from Use of Property & Money
$578,873
132
(81,925)
21,600
35,130
10,362
260,691
115,960
809,935
399,996
131,763
40,920
416,093
(386,026)
31,320
124,714
23,019
6,265
$2,538,822
$548,092
21,600
37,118
9,600
257,028
120,000
856,709
400,000
138,353
41,696
420,000
(338,953)
436,613
530,000
31,944
126,766
42,800
$3,679,366
$486,577
16
10,620
432,000
37,080
10,000
260,000
120,000
880,000
400,000
138,173
41,600
420,000
(153,651)
31,944
126,766
42,800
6,269
$3,290,194
$486,600
47,430
37,080
10,000
265,312
120,000
920,000
400,000
145,082
42,000
420,000
(98,038)
31,944
126,766
42,800
6,269
$3,003,245
($61,492)
25,830
(38)
400
8,284
63,291
6,729
304
240,915
(436,613)
(530,000)
6,269
($676,121)
(11.22%)
119.58%
(0.10%)
4.17%
3.22%
7.39%
4.86%
0.73%
(71.08%)
(18.38%)
4
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
3601 Vehicle in Lieu
3602 Homeowners Property Tax Relief
3604 State Mandated Cost Reimbursement
3605 BCHD Grant
3607 STC Reimbursement
3608 POST Reimbursement
3613 Miscellaneous Revenue
3618 Federal Grant Programs
3622 Proposition A Project Specific
Revenue from Other Governments
$18,887
151,613
5,612
29,359
2,559
56,937
10,223
59,476
60,421
$395,087
$150,000
29,000
2,500
50,000
$231,500
$15,630
150,000
13,783
29,000
2,500
50,000
43,267
$304,180
$15,630
$150,000
13,000
29,000
2,500
50,000
$260,130
3701 New Residential Unit Fee
3702 Building Record Report Fees
3703 Building Plan Check Fees
3704 Planning Filing Fees
3705 Microfilm Fees
3706 Reproduction Fees
3707 Police False Alarm Fees
3708 Police Service Fees
3709 Special Event OT Reimbursement
3710 DUI Cost Recovery
3711 Booking Fees
3712 Book Removal
3713 Vehicle Release Fee
3714 Animal Impound Fees
3715 Fire Services Fees
3716 Ambulance Fees
3717 Fire Plan Check
3718 Fire Inspection Fees
3719 Public Works Misc Fees
3720 Haz Mat Disclosure Fee
3734 Right of Way Permits
3735 Inter-City Median Maintenance
3736 Sepulveda Sweeping Reimbursement
3771 Facility & Parks Reservations
3772 Special Activities Classes
3773 Special Events
3774 Tennis Operations
3776 Arts/Education Classes
3778 Sports Leagues & Tournaments
3779 Sports Classes
3780 Swimming Classes
3784 Concerts in the Park
3786 Older Adults Activities
3791 Returned Check Fees
Revenue from Service Charges
$2,800
70,244
1,041,847
173,540
84,529
5,401
86,405
29,779
131,617
2,852
9,680
4,800
91,140
3,140
63,181
734,769
53,681
174,234
56,649
80
298,991
7,105
2,577
311,209
285,069
170,173
147,938
214,228
361,474
446,320
431,666
21,791
55,913
525
$5,575,347
$60,000
1,040,000
129,000
92,000
5,000
80,000
31,000
60,000
3,000
15,000
5,000
100,000
3,800
52,000
775,000
60,000
180,000
75,000
230,000
7,000
3,866
298,071
357,620
161,730
155,855
255,000
471,000
525,000
424,659
28,000
58,000
500
$5,742,101
$2,800
56,000
1,100,000
196,000
98,000
6,700
82,000
121,000
96,000
11,000
10,000
10,500
90,000
3,000
110,000
775,000
70,000
180,000
55,421
260,000
7,000
3,488
356,000
320,000
162,560
151,000
214,000
281,000
521,600
415,000
10,720
59,000
686
$5,835,475
$1,400
$56,000
1,350,000
197,000
100,000
6,700
82,000
155,000
60,000
10,000
10,000
12,000
90,000
3,000
150,000
775,000
70,000
180,000
55,400
280,000
7,000
2,300
358,071
348,140
162,800
151,605
214,000
322,500
530,000
413,000
28,000
66,007
500
$6,247,423
$1,400
($4,000)
310,000
68,000
8,000
1,700
2,000
124,000
7,000
(5,000)
7,000
(10,000)
(800)
98,000
10,000
(19,600)
50,000
(1,566)
60,000
(9,480)
1,070
(4,250)
(41,000)
(148,500)
5,000
(11,659)
8,007
$505,322
(6.67%)
29.81%
52.71%
8.70%
34.00%
2.50%
400.00%
233.33%
(33.33%)
140.00%
(10.00%)
(21.05%)
188.46%
16.67%
(26.13%)
21.74%
(40.51%)
20.13%
(2.65%)
0.66%
(2.73%)
(16.08%)
(31.53%)
0.95%
(2.75%)
13.81%
8.80%
3896 Operating Service Transfers
Revenue from Interfund Charges & Transfers
$2,913,324
$2,913,324
$2,913,338
$2,913,338
$2,913,338
$2,913,338
$2,913,338
$2,913,338
-
-
$1,200
437,244
232
6,542
10,787
55,000
$511,005
$1,300
8,634
25,119
336,060
13
6,059
8,181
69,282
$454,648
$1,200
619,100
200
6,200
10,000
55,100
$691,800
$0
181,856
(32)
(342)
(787)
100
$180,795
41.59%
(13.79%)
(5.23%)
(7.30%)
0.18%
35.38%
$57,528,730
$58,256,375
$59,846,949
3902 Sale of Property
3905 Cash Over/Short
3907 Resubmittal of Returned Checks
3909 Bad Debt Recovery
3913 Workers Comp Salary Continuation
3941 Employee Phone Charge Reimbursement
3943 Reimb-Phone Charges SBRPCA
3946 Public Works Reimbursement
3994 P-Card Incentive
3995 Miscellaneous Revenues
3996 City Funds Exchange
Miscellaneous Revenue
Total General Fund
$3,286
(115)
19,318
708,426
318
6,604
51,349
9,437
36,562
75,091
$910,276
$55,962,263
5
Increase
(Decrease)
$15,630
13,000
$28,630
$2,318,219
Percent
Change
12.37%
4.03%
Street Lighting & Landscaping Fund
3211 CYr Assessments
3212 PYr Assessments
3213 CYr Streetscape Assessments
3214 PYr Streetscape Assessments
3899 Transfers In
Total Street Lighting & Landscaping Fund
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
$266,318
2,905
106,862
501
20,163
$396,749
$265,400
5,800
107,000
1,000
25,291
$404,491
$265,400
3,229
107,000
1,000
20,913
$397,542
Increase
(Decrease)
Percent
Change
$267,980
3,000
107,000
500
21,140
$399,620
2,580
($2,800)
(500)
(4,151)
($4,871)
0.97%
(48.28%)
(50.00%)
(16.41%)
(1.20%)
Gas Tax Fund
3211 C.Yr Assessments
3609 State Gas Tax 2105
3613 Miscellaneous Grants
3614 SB 821 TDA
Total Gas Tax Fund
$171,535
$27,687
(4,820)
159,411
115,487
267,215
289,448
$1,025,963
$155,000
$25,666
172,113
118,897
262,248
22,364
521,478
$1,277,766
$100,000
23,273
160,000
115,000
250,000
447,500
72,000
496,521
$1,664,294
$0
23,300
160,000
115,000
250,000
385,147
$933,447
($155,000)
(2,366)
(12,113)
(3,897)
(12,248)
(22,364)
(136,331)
($344,319)
(9.22%)
(7.04%)
(3.28%)
(4.67%)
(26.14%)
(26.95%)
3615 Fed Forfeitures - DOJ Local
3630 Fed Forfeitures - Treas Local
3627 State Forfeitures - Regional
Total Asset Forfeiture Fund
$8,636
(1,892)
11,900
10,000
3,898
$32,542
$8,053
$8,053
$7,259
16,820
$24,079
$7,300
$7,300
($753)
($753)
(9.35%)
(9.35%)
Police Safety Grants Fund
3617 State SLES Program
Total Federal Law Enforcement Services Fund
$1,414
(515)
100,000
$100,899
$1,300
$1,300
$1,189
100,000
$101,189
$1,200
100,000
$101,200
($100)
100,000
$99,900
(7.69%)
7684.62%
Proposition A Fund
3221 Transit Sales Tax
3760 Dial-A-Ride Fares
3761 Bus Pass Subsidies
Total Proposition A Fund
$568,233
519
(89)
3,675
6,371
16,432
$595,141
$599,798
716
4,800
6,000
14,000
$625,314
$587,102
436
4,300
6,500
17,825
$616,163
$606,599
400
4,500
6,200
20,000
$637,699
$6,801
(316)
(300)
200
6,000
$12,385
1.13%
(44.13%)
(6.25%)
3.33%
42.86%
1.98%
Proposition C Fund
3221 Transit Sales Tax
3639 MTA Call For Grants
3640 Safetea-Lu Earmark
3641 Measure R SB Highway
Total Proposition C Fund
$472,536
31,390
(5,206)
204,867
$703,587
$497,517
28,266
3,629,325
500,000
7,030,000
$11,685,108
$488,416
30,000
6,813,325
1,120,055
4,550,000
$13,001,796
$504,829
30,000
200,000
4,550,000
$5,284,829
$7,312
1,734
(3,629,325)
(300,000)
(2,480,000)
($6,400,279)
1.47%
6.13%
(60.00%)
(35.28%)
(54.77%)
AB 2766 Fund
3621 AB 2766 Air Quality
Total AB 2766 Fund
$3,652
(638)
42,509
$45,523
$3,287
40,000
$43,287
$3,070
45,458
$48,528
$3,100
48,612
$51,712
($187)
8,612
$8,425
(5.69%)
21.53%
19.46%
Measure R
3224 Proposition R Sales Tax
Total Measure R Fund
$353,076
9,045
(883)
$361,238
$373,137
7,608
$380,745
$380,000
7,603
$387,603
$408,977
7,600
$416,577
$35,840
(8)
$35,832
9.61%
(0.11%)
9.41%
6
3
2012-2013
Actual
3202 Franchise Tax
3203 Transient Occupancy Tax
3308 Park Development/Quimby
3402 Parking Citations
3503 Bond Reserve Earnings
3509 Other Interest Income
3617 State Grant Programs
3751 Parking Meters
3910 Contributions from Private Parties
Total Capital Improvement Fund
Total Underground Utility Construction Fund
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
Increase
(Decrease)
Percent
Change
$100,000
$568,424
14,536
122,028
21,595
968
683,573
845,000
$2,356,124
$586,659
10,902
114,470
3,000
650,000
$1,365,031
610,798
34,523
124,791
3,000
1,196,941
1,637,910
700,000
691,872
19,974
$5,019,809
$647,000
36,340
126,961
3,000
490,600
710,000
$2,013,901
$60,341
25,438
12,491
490,600
60,000
$648,870
10.29%
233.33%
10.91%
9.23%
47.54%
$1,484
68
$1,552
1,125
1,125
1,247
1,247
$1,200
$1,200
$75
$75
6.67%
6.67%
Water Fund
3503 Bond Reserve Fund Earnings
3737 Utility Service Charge
3738 Utility Connection Fees
3740 Meter Installation
3746 Penalties
3909 Bad Debt Recovery
3916 Bad Debt Wrieoff
Total Water Fund
$99,836
5
(10,331)
(61,992)
14,743,017
87,172
32,508
51,290
19,521
5,039
(13,025)
2,297
$14,955,337
$84,666
(38,700)
15,759,361
80,000
31,000
40,000
20,000
7,500
(15,000)
5,000
$15,973,827
$83,918
(48,600)
15,800,000
96,000
38,000
48,000
15,000
7,000
(20,000)
6,000
$16,025,318
$83,900
(31,009)
16,300,000
92,000
40,000
49,000
20,000
7,000
(20,000)
6,000
$16,546,891
($766)
7,691
540,639
12,000
9,000
9,000
(500)
(5,000)
1,000
$573,064
(0.90%)
(19.87%)
3.43%
15.00%
29.03%
22.50%
(6.67%)
33.33%
20.00%
3.59%
Stormwater Fund
3737 Utility Service Charge
Total Stormwater Fund
$11,313
(2,801)
(6,333)
500,000
345,819
$847,998
$11,099
(4,973)
346,000
$352,126
$9,509
(3,867)
346,000
$351,642
$9,500
(2,467)
346,000
$353,033
($1,599)
2,506
$907
(14.41%)
(50.39%)
0.26%
Wastewater Fund
3351 Fats, Oil, Grease Permit
3503 Bond Reserve Fund Earnings
3737 Utility Service Charges
3738 Utility Connection Fees
3746 Penalties
Total Wastewater Fund
15,660
26,657
3
(3,858)
(16,089)
3,316,689
60,313
13,418
(2,891)
$3,409,902
$15,000
23,663
(10,455)
3,493,747
55,000
10,000
$3,586,955
$15,000
22,407
(11,524)
3,500,000
93,000
13,000
(6,000)
$3,625,883
$15,000
22,400
(7,353)
3,610,000
96,000
13,000
(6,000)
$3,743,047
($1,263)
3,102
116,253
41,000
3,000
(6,000)
$156,092
(5.34%)
(29.67%)
3.33%
74.55%
30.00%
4.35%
Refuse Fund
3613 Miscellaneous Grants
3732 Residential City Cost Recovery
3733 Commercial City Cost Recovery
3742 Residential Refuse Fee
3743 Commercial Refuse Fee
3746 Penalties
3747 Recycling
3748 Street Sweeping
3750 Waste Management Plan
Total Refuse Fund
$8,666
(1,003)
(5,426)
11,647
353,229
252,518
1,956,462
1,400,531
12,296
29,000
389,029
33,129
(3,265)
$4,436,813
$7,227
(3,282)
326,104
233,506
2,018,003
1,444,984
12,000
30,000
25,000
(3,000)
$4,090,542
$7,284
(3,284)
9,721
323,000
226,000
1,956,000
1,392,000
7,132
30,000
(250,000)
24,942
(7,500)
$3,715,295
$7,300
(2,095)
10,000
323,000
226,000
1,956,000
1,392,000
8,000
31,000
25,000
(7,500)
$3,968,705
$73
1,187
10,000
(3,104)
(7,506)
(62,003)
(52,984)
(4,000)
1,000
(4,500)
($121,837)
1.01%
(36.17%)
(0.95%)
(3.21%)
(3.07%)
(3.67%)
(33.33%)
3.33%
150.00%
(2.98%)
7
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
Increase
(Decrease)
Percent
Change
$107,327
27,437
29,417
7,094
(4,565)
(18,161)
58,290
1,880,734
231,377
23,460
5,995
7,762
21,258
$2,377,425
$102,000
23,000
25,340
(11,507)
1,935,000
222,000
31,000
2,800
15,000
$2,344,633
$102,000
21,796
24,727
(9,595)
2,010,000
210,000
2,500
19,209
$2,380,637
$102,000
22,000
24,700
(6,122)
2,010,000
210,000
2,500
20,000
$2,385,078
(1,000)
(640)
5,385
75,000
(12,000)
(31,000)
(300)
5,000
$40,445
(4.35%)
(2.53%)
(46.80%)
3.88%
(5.41%)
(10.71%)
33.33%
1.73%
County Parking Lots Fund
3753 Parking Lot B Meters
3754 Parking Lot C Meters
3755 Parking Lot B Spaces
3756 Parking Lot C Spaces
Total County Parking Lots Fund
$135,382
522,786
2,850
10,860
$671,878
$132,000
493,000
2,510
11,000
$638,510
$145,000
617,000
2,510
11,000
$775,510
$145,000
617,000
2,510
11,000
$775,510
3751 Parking Meters
Total State Pier & Parking Lot Fund
$19,533
(4,409)
(11,288)
529,085
$532,921
$18,298
(8,069)
515,000
$525,229
$16,419
(7,320)
570,000
4,344
$583,443
$16,400
(4,671)
570,000
$581,729
Parking Fund
3209 BID - A License Surcharge
3210 BID - B License Surcharge
3751 Parking Meters
3752 Parking Lot Spaces
3758 Cash Key Parking Program
3759 Permit Parking Program
3910 Contribution From Private Parties
Total Parking Meter Fund
$13,000
124,000
$137,000
9.85%
25.15%
21.46%
($1,898)
3,398
55,000
$56,500
(10.37%)
(42.11%)
10.68%
10.76%
(7.44%)
(33.29%)
(15.03%)
900.00%
(9.63%)
3850 Workers Comp Billing
3851 Unemployment Billings
3852 Liability Insurance Billings
3901 Damage Claims
3906 Insurance Recoveries
3911 Cobra Payments
3914 Excess of SIR Reoveries
Total Insurance Reserve fund
$2,777,111
75,040
1,683,979
49,449
113
15,129
38
$4,600,859
$3,245,520
75,120
1,832,820
5,000
$5,158,460
$3,245,520
75,120
1,832,820
3,488
150,000
533
$5,307,481
$3,004,140
50,112
1,557,420
50,000
$4,661,672
($241,380)
(25,008)
(275,400)
45,000
($496,788)
3860 Information Systems Charge
Total Information Systems Fund
$1,218,173
$1,218,173
$1,531,297
$1,531,297
$1,531,296
$1,531,296
$2,272,016
$2,272,016
$740,719
$740,719
3853 Fleet Rental Charge
3854 Fleet Maintenance Charge
3899 Transfers In
3901 Damage Claims
3930 Lease Purchase Proceeds
3942 Reimbursement Gas Charges MBUSD
Total Fleet Management Fund
$10,000
1,034,540
994,545
426,930
552
32,524
949,513
23,647
$3,472,251
$1,143,120
925,632
418,000
25,000
$2,511,752
$10,000
1,143,168
980,800
42,548
418,000
23,902
184
$2,618,602
$1,223,650
975,975
24,000
$2,223,625
$80,530
50,343
(418,000)
(1,000)
($288,127)
7.04%
5.44%
(4.00%)
(11.47%)
Building Maintenance & Operations Fund
3861 Building Maintenance
3862 Warehouse Sales
3863 Garage Sales
Total Building Maintenance & Operation Fund
$1,302,365
87,899
28,484
$1,418,748
$1,654,264
94,901
25,000
$1,774,165
$1,696,546
93,466
24,000
770
$1,814,782
$1,580,084
94,695
25,000
$1,699,779
($74,180)
(206)
($74,386)
(4.48%)
(0.22%)
(4.19%)
3211 CYr Assessments
3936 Bond Redemption
Total Special Assessment Redemption Fund
$965,811
39,363
$1,005,174
$957,000
$957,000
$957,000
$957,000
$965,000
$965,000
8
$8,000
$8,000
48.37%
48.37%
0.84%
0.84%
Pension Trust Fund
3945 Reimbursement Ca Emplr Ret Ben Trust
Total Pension Trust Fund
Grand Total
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
$18,922
(3,385)
135,963
$151,500
$17,264
146,000
$163,264
$15,905
150,000
$165,905
$112,928,710
$119,371,419
$100,680,560
9
Increase
(Decrease)
Percent
Change
$15,900
165,000
$180,900
($1,364)
19,000
$17,636
(7.90%)
13.01%
10.80%
$110,051,419
($2,877,291)
(2.55%)
10
Property Tax
* Includes Trust Funds
$0
$5
$10
$15
$20
$25
$30
Sales & Use
Tax
Other Taxes
Service
Charges
Fines &
Forfeitures
Other
Governments
Other
Revenues
FY 2014-2015: $110.1 Million Proposed
FY 2013-2014: $112.9 Million Adopted
Use of Property
& Money
COMPARISON OF BUDGETED REVENUES
$ in Millions
Special
Revenue
Funds*
Enterprise
Funds
Internal Service
Funds
2014-2015 USE OF FUNDS BY FUND TYPE
Use of Funds - City-Wide = $111,117,491
Internal Service
Funds
$10,912,349
10%
Special Revenue
Funds
$9,829,757
9%
Capital
Improvement
Fund
$2,925,055
3%
Trust & Agency
Funds
$1,186,609
1%
Enterprise
Funds
$25,562,516
23%
General Fund
$60,701,205
54%
11
2014-2015 SCHEDULE OF EXPENDITURES BY FUND
3
2012-2013
Actual
General Fund
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
Increase
(Decrease)
Percent
Change
$53,192,848
$58,938,080
$56,282,129
$60,701,205
$1,763,125
Gas Tax Fund
Proposition A Fund
Proposition C Fund
AB 2766 Fund
Measure R Fund
Total Special Revenue Funds
$638,567
1,127,643
109,957
137,258
851,072
400,883
295,107
$3,560,486
$629,938
1,115,000
192,615
729,281
12,785,472
97,068
$15,549,374
$647,046
3,663,657
212,545
129,711
696,800
14,824,446
97,898
50,000
$20,322,103
$651,159
1,715,000
169,023
105,000
804,307
5,895,200
155,068
335,000
$9,829,757
$21,221
600,000
(23,592)
105,000
75,026
(6,890,272)
58,000
335,000
($5,719,617)
3.37%
53.81%
(12.25%)
10.29%
(53.89%)
59.75%
(36.78%)
$2,741,849
$2,741,849
$14,252,622
$14,252,622
$7,732,802
$7,732,802
$2,925,055
$2,925,055
($11,327,567)
($11,327,567)
(79.48%)
(79.48%)
Water Fund
Stormwater Fund
Wastewater Fund
Refuse Fund
Parking Fund
Total Enterprise Funds
$13,864,073
917,806
4,230,974
4,161,566
13,675,020
471,293
589,704
$37,910,435
$13,384,353
832,914
4,053,176
4,052,380
1,987,820
568,498
474,287
$25,353,427
$13,432,242
1,047,504
4,861,709
4,112,024
2,661,728
539,297
1,627,305
$28,281,809
$13,541,621
1,215,651
1,919,373
4,184,371
2,538,942
644,806
1,517,752
$25,562,516
$157,268
382,737
(2,133,803)
131,991
551,122
76,308
1,043,465
$209,089
1.18%
45.95%
(52.65%)
27.72%
13.42%
220.01%
0.82%
Total Internal Service Funds
4,319,551
1,263,769
4,054,810
1,462,225
$11,100,355
$5,205,887
1,831,303
3,510,766
1,774,105
$12,322,060
$4,798,863
1,467,542
4,542,702
1,771,304
$12,580,411
$4,702,745
2,685,985
1,834,270
1,689,349
$10,912,349
($503,142)
854,682
(1,676,496)
(84,756)
($1,409,711)
(9.66%)
46.67%
(47.75%)
(4.78%)
(11.44%)
$962,033
204,339
$1,166,371
$956,876
216,000
$1,172,876
$955,836
216,010
$1,171,846
$953,389
233,220
$1,186,609
($3,487)
17,220
$13,733
(0.36%)
7.97%
1.17%
Grand Total
$109,672,343
$127,588,440
$126,371,100
$111,117,491
($16,470,949)
(12.91%)
Total Operating Expenses
$101,567,030
$105,005,468
$91,188,921
$94,060,666
($10,944,802)
(10.42%)
$8,105,313
$22,582,972
$35,182,179
$17,056,825
($5,526,147)
(24.47%)
Pension Trust Fund
Total Trust & Agency Funds
Total Capital Projects*
*FY2013-2014 estimate includes carryover projects from the prior year.
12
2.99%
2014-2015 USE OF FUNDS BY CATEGORY
Capital Projects
& Equipment
$20,165,468
18%
Internal Service
Charges
$10,642,178
10%
Debt Service &
Rent
$4,684,054
4%
Materials &
Services
$31,060,179
28%
Salaries &
Benefits
$44,565,612
40%
13
2014-2015 SCHEDULE OF EXPENDITURES BY FUND & CATEGORY
4000
Salaries &
Benefits
General Fund
Gas Tax Fund
6000
Capital
Projects &
Equipment
Materials &
Services
7000
Debt
Service &
Rent
5001
Internal
Service
Charge
Total
Percent
of Total
$40,341,875
$11,193,387
$1,018,488
$1,357,904
$6,789,551
$60,701,205
54.63%
-
547,859
-
-
103,300
651,159
0.59%
-
-
1,715,000
-
-
1,715,000
1.54%
30,023
139,000
-
-
-
169,023
0.15%
-
105,000
-
-
-
105,000
0.09%
-
-
-
-
-
-
-
Proposition A Fund
492,652
132,610
106,623
-
72,422
804,307
0.72%
Proposition C Fund
-
-
5,895,200
-
-
5,895,200
5.31%
9,000
-
145,000
-
1,068
155,068
0.14%
AB 2766 Fund
Measure R Fund
-
-
335,000
-
-
335,000
0.30%
-
4,792
2,143,600
776,663
-
2,925,055
2.63%
980,998
6,303,180
4,381,025
169,018
1,707,400
13,541,621
12.19%
Stormwater Fund
94,050
632,261
479,250
-
10,090
1,215,651
1.09%
Water Fund
Wastewater Fund
312,246
150,866
439,250
83,157
933,854
1,919,373
1.73%
Refuse Fund
126,715
3,519,785
150,000
-
387,871
4,184,371
3.77%
Parking Fund
111,613
998,880
517,000
710,063
201,386
2,538,942
2.28%
31,508
139,493
-
436,000
37,805
644,806
0.58%
32,059
302,752
1,080,000
-
102,941
1,517,752
1.37%
262,719
4,397,887
-
-
42,139
4,702,745
4.23%
789,261
719,964
1,142,580
-
34,180
2,685,985
2.42%
310,777
615,800
617,452
197,860
92,381
1,834,270
1.65%
Building Maintenance Fund
406,896
1,156,663
-
-
125,790
1,689,349
1.52%
-
-
-
953,389
-
953,389
0.86%
233,220
-
-
-
-
233,220
0.21%
Grand Total 2014-2015
$44,565,612
$31,060,179
$20,165,468
$4,684,054
$10,642,178 $111,117,491
100.00%
Grand Total 2013-2014 Adopted
$42,624,405
$30,423,841
$26,979,645
$17,440,177
$10,120,372 $127,588,440
$1,941,207
$636,338
Special Assessment Redemption Bond
Pension Trust Fund
Dollar Change
Percent Change
4.55%
($6,814,177) ($12,756,123)
2.09%
14
(25.26%)
(73.14%)
$521,806
5.16%
($16,470,949)
(12.91%)
2014-2015 USE OF FUNDS BY DEPARTMENT
Human
Resources
$5,940,905
5%
Parks &
Recreation
$8,526,270
8%
Police
$23,869,970
21%
Finance
$6,831,515
6%
Fire
$12,221,236
11%
Management
Services
$2,946,392
3%
Community
Development
$4,104,035
4%
Public Works
$46,677,168
42%
15
2014-2015 EXPENDITURES BY DEPARTMENT PROGRAM
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
$ Change
Prior Year
% Change
Prior Year
($296,997)
305,689
428
122,707
69,425
$201,252
(41.42%)
39.18%
1.11%
17.87%
13.28%
7.33%
Management Services
City Council
City Manager
City Treasurer
City Clerk
City Attorney
Total Management Services
$657,447
663,334
31,532
471,568
586,305
$2,410,186
$716,970
780,129
38,619
686,693
522,729
$2,745,140
$664,017
755,823
33,407
477,092
570,794
$2,501,133
$419,973
1,085,818
39,047
809,400
592,154
$2,946,392
Finance
Administration
Accounting
Revenue Services
General Services
Information Systems*
Total Finance
$1,063,364
558,221
914,693
564,772
1,263,769
$4,364,819
$1,299,492
584,209
1,032,085
614,083
2,182,176
$5,712,046
$1,099,640
618,681
1,012,262
615,602
1,750,011
$5,096,196
$1,452,474
622,756
1,108,730
619,347
3,028,208
$6,831,515
Human Resources
Administration
Risk Management
Total Human Resources
$837,892
4,319,551
$5,157,443
$963,253
5,205,887
$6,169,140
$772,342
4,798,863
$5,571,205
$1,238,160
4,702,745
$5,940,905
$274,907
(503,142)
($228,235)
28.54%
(9.66%)
(3.70%)
Parks & Recreation
Administration
Recreation Services
Cultural Arts
Sports & Aquatics
Volunteers
Older Adults
Transportation
Total Parks & Recreation
$2,427,031
1,817,254
399,459
1,207,109
120,134
251,890
851,072
$7,073,949
$2,328,624
1,927,024
604,044
1,554,435
128,608
278,286
729,281
$7,550,302
$2,958,194
2,078,383
455,028
1,205,425
135,774
286,059
696,800
$7,815,663
$2,891,816
2,234,649
620,898
1,494,261
146,998
333,341
804,307
$8,526,270
$563,192
307,625
16,854
(60,174)
18,390
55,055
75,026
$975,968
24.19%
15.96%
2.79%
(3.87%)
14.30%
19.78%
10.29%
12.93%
Police
Administration
Patrol
Investigations
Technical Support Services
Crime Prevention
Traffic Safety
Jail Operations
Parking Enforcement
Animal Control
Asset Forfeiture
Law Enforcement Grants
Total Police
$5,595,094
8,019,788
2,114,786
3,375,546
241,989
1,446,600
549,399
1,355,411
344,891
109,957
137,258
$23,290,717
$11,810,549
8,125,516
2,336,065
2,438,344
280,885
1,533,754
580,332
1,698,303
323,545
192,615
$29,319,908
$5,949,408
8,574,471
2,414,655
2,381,317
283,420
1,389,091
550,419
1,648,438
332,882
212,545
129,711
$23,866,357
$5,387,664
8,577,940
2,640,318
2,454,279
306,155
1,606,424
629,791
1,669,940
323,436
169,023
105,000
$23,869,970
($6,422,885)
452,424
304,253
15,935
25,270
72,670
49,459
(28,363)
(109)
(23,592)
105,000
($5,449,938)
(54.38%)
5.57%
13.02%
0.65%
9.00%
4.74%
8.52%
(1.67%)
(0.03%)
(12.25%)
(18.59%)
Fire
Administration
Prevention
Fire Operations (formerly Suppression)
Emergency Medical Srvs (frmly Paramedics)
Support Services (frmly Emerg Preparedness)
Total Fire
$3,051,748
784,265
4,670,781
2,876,173
98,012
$11,480,980
$7,983,638
587,283
5,832,157
2,240,197
451,812
$17,095,087
$2,245,629
644,096
5,930,253
1,993,237
497,043
$11,310,259
$3,110,516
770,231
6,013,123
1,705,259
622,107
$12,221,236
($4,873,122)
182,948
180,966
(534,938)
170,295
($4,873,851)
(61.04%)
31.15%
3.10%
(23.88%)
37.69%
(28.51%)
$594,839
892,708
1,443,639
124,048
206,160
$3,261,393
$1,016,580
937,155
1,549,063
197,316
221,258
$3,921,372
$940,376
1,044,852
1,577,756
230,804
236,891
$4,030,679
$776,447
1,024,800
1,721,040
231,737
350,011
$4,104,035
($240,133)
87,645
171,977
34,421
128,753
$182,663
(23.62%)
9.35%
11.10%
17.44%
58.19%
4.66%
Administration
Planning
Building
Code Enforcement
Traffic Engineering
Total Community Development
16
$152,982
38,547
76,645
5,264
846,032
$1,119,469
11.77%
6.60%
7.43%
0.86%
38.77%
19.60%
2014-2015 EXPENDITURES BY DEPARTMENT PROGRAM
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
$ Change
Prior Year
% Change
Prior Year
$1,531,284
9,058,916
4,944,048
2,939,907
155,068
439,760
211,399
6,053,746
4,796,571
1,443,084
1,248,220
1,215,651
1,919,373
4,184,371
4,701,500
1,834,270
$46,677,168
($863,859)
(7,779,965)
1,512,670
121,062
58,000
18,811
2,410
2,284,504
(2,170,571)
(39,016)
82,351
382,737
(2,133,803)
131,991
1,670,896
(1,676,496)
($8,398,278)
(36.07%)
(46.20%)
44.08%
4.29%
59.75%
4.47%
1.15%
60.61%
(31.15%)
(2.63%)
7.06%
45.95%
(52.65%)
3.26%
55.13%
(47.75%)
(15.25%)
Grand Total
$109,672,343 $127,588,440 $126,371,100 $111,117,491
*Beginning Fiscal Year 2013-2014, Geographic Information Systems was transferred from Public Works to Finance.
($16,470,949)
(12.91%)
Public Works
Administration
Civil Engineering
Street Maintenance
Building & Grounds
Transportation
Streetscape Maintenance
Water Administration
Water Source of Supply
Water Pumping/Treatment
Water Maintenance
Storm Drain Maintenance
Sewer Maintenance
Solid Waste Management
Parking Facilities
Fleet Maintenance
Total Public Works
$1,553,127
2,707,685
3,095,302
2,436,114
295,107
413,676
224,891
6,857,872
4,213,940
1,553,683
1,238,578
917,806
4,230,974
4,161,566
14,677,727
4,054,810
$52,632,858
$2,395,143
16,838,881
3,431,378
2,818,845
97,068
420,949
208,989
3,769,242
6,967,142
1,482,100
1,165,869
832,914
4,053,176
4,052,380
3,030,604
3,510,766
$55,075,446
17
$1,287,415
19,685,268
8,767,833
2,869,637
97,898
437,912
209,134
4,864,012
5,467,247
1,978,330
1,122,653
1,047,504
4,861,709
4,112,024
4,828,330
4,542,702
$66,179,608
18
$0
$7
$14
$21
$28
$35
Management
Services
Finance
Human
Resources
Parks &
Recreation
Police
Fire
Community
Development
FY 2014-2015: $111.1 Million Proposed
FY 2013-2014: $127.6 Million Adopted
COMPARISON OF BUDGETED EXPENDITURES
$ in Millions
Public Works
Capital
Improvement
Projects
Debt Service
2014-2015 USE OF FUNDS BY CATEGORY - GENERAL FUND
Use of Funds - General Fund = $60,701,205
Capital Projects
& Purchases
$1,018,488
2%
Internal Service
Charge
$6,789,551
11%
Debt Service &
Rent
$1,357,904
2%
Materials &
Services
$11,193,387
18%
Salaries &
Benefits
$40,341,875
67%
19
2014-2015 USE OF FUNDS BY DEPT - GENERAL FUND
Use of Funds - General Fund = $60,701,205
Management
Services
$2,681,392
4%
Finance
$3,684,973
6%
Public Works
$6,835,162
11%
Human
Resources
$1,238,160
2%
Parks &
Recreation
$7,586,963
13%
Community
Development
$4,104,035
7%
Fire
$11,362,905
19%
Police
$23,207,615
38%
20
21
530,000
$20,570,309
$28,353,993
$16,546,891
353,033
3,743,047
3,968,705
2,385,078
775,510
581,729
5
($18,515,991)
($9,160,596)
(736,401)
(1,480,123)
(4,034,371)
(2,021,942)
(644,806)
(437,752)
($781,455)
($781,455)
-
($781,455)
($1,632,934)
($651,159)
(169,023)
(105,000)
(697,684)
(10,068)
-
($59,682,717)
($59,682,717)
2014-2015
Operating
Expenditures
5
($7,046,525)
($4,381,025)
(479,250)
(439,250)
(150,000)
(517,000)
(1,080,000)
($2,143,600)
($2,143,600)
-
($2,143,600)
($8,196,823)
(1,715,000)
(106,623)
(5,895,200)
(145,000)
(335,000)
($1,018,488)
($1,018,488)
2014-2015
Capital Projects
& Equipment
G:\BUDGET FILES\2014-2015 Budget\Fund Balances and Five Year\ADOPTED FY 14-15 Five Year Forecast with CIP.xlsx
6/22/2014 - 10:40 AM
Total Enterprise Funds Balance
$14,764,182
572,515
1,885,069
661,666
1,154,852
1,002,025
$7,018,877
Total Capital Project Funds Balance
Enterprise Funds
Water
Stormwater* (a)
Wastewater
Refuse*
Parking
County Parking Lots
State Pier & Parking*
Enterprise Fund Reserves:
North Manhattan Beach BID Reserve
$2,013,901
1,200
366,000
$6,431,038
587,839
$2,015,101
$2,013,901
$7,832,384
$399,620
933,447
7,300
101,200
637,699
5,284,829
51,712
416,577
$59,846,949
$59,846,949
$6,065,038
$5,212,028
Total Special Revenue Funds Balance
5
2014-2015
Estimated
Revenues
Transfer from General Fund
Transfer from Parking Fund
Reserve for UAD Loan
$1,219,133
728,756
128,045
(22,488)
99,026
1,749,584
96,433
1,213,540
$18,654,653
11,787,616
4,000,000
-
$2,867,037
-
Gas Tax
Prop A
Prop C
AB 2766
Measure R
Total General Fund Balance
General Fund Undesignated
Transfer from County Lots Parking Fund
Transfer to Street Lighting Fund
Transfer to Stormwater Fund
Transfer to CIP Fund
Financial Policy Designation
Reserve for Economic Uncertainty
Debt Service Reserve
07/01/2014
Opening
Balance
FY 2014-2015 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES
5
($25,562,516)
($13,541,621)
(1,215,651)
(1,919,373)
(4,184,371)
(2,538,942)
(644,806)
(1,517,752)
($2,925,055)
($2,925,055)
-
($2,925,055)
($9,829,757)
($651,159)
(1,715,000)
(169,023)
(105,000)
(804,307)
(5,895,200)
(155,068)
(335,000)
($60,701,205)
($60,701,205)
2014-2015
Total
Expenditures
$23,361,786
530,000
$17,769,452
(290,103)
3,708,743
446,000
1,000,988
130,704
66,002
$6,108,923
366,000
5,519,884
589,039
$5,153,884
$3,214,655
($251,539)
437,580
567,033
124,245
(22,488)
(67,582)
1,139,213
(6,923)
1,295,117
$17,800,397
11,787,616
4,000,000
-
$2,012,781
2014-2015
Fund Balance
Before Xfers
($59,801)
(219,200)
(130,704)
290,103
-
$219,200
$219,200
219,200
$258,462
6,923
(67,582)
67,582
$251,539
($410,938)
($352,625)
130,704
(251,539)
(290,103)
352,625
2014-2015
Fund
Transfers
$23,301,985
530,000
$17,769,452
3,708,743
446,000
781,788
66,002
$6,328,123
366,000
$5,739,084
589,039
$5,373,084
$3,473,117
$437,580
567,033
124,245
(22,488)
1,139,213
1,227,535
$17,389,459
12,140,241
4,000,000
-
$1,249,218
06/30/2015
Total
Fund Balance
$5,262,889
530,000
66,002
$3,053,532
493,374
446,000
673,981
$366,000
366,000
$366,000
-
$16,140,241
12,140,241
4,000,000
-
06/30/2015
Reserves &
Designations
Page 1 of 2
$18,039,096
$14,715,920
3,215,369
107,807
-
$5,962,123
$5,373,084
589,039
$5,373,084
$3,473,117
$437,580
567,033
124,245
(22,488)
1,139,213
1,227,535
$1,249,218
$1,249,218
06/30/2015
Unreserved
Balance
22
($953,389)
(233,220)
5
($20,165,468)
-
-
($1,760,032)
(1,142,580)
(617,452)
-
2014-2015
Capital Projects
& Equipment
6/22/2014 - 10:40 AM
($90,952,023)
$2,180,180
Total Trust Agency Funds Balance
$965,000
180,900
($9,152,317)
($4,702,745)
(1,543,405)
(1,216,818)
(1,689,349)
Grand Total - Adopted Budget
$59,328,461
$110,051,419
(a) Excludes General Fund cost recovery of approximately $400,000 per year.
* Not meeting current Financial Reserve Policy.
$1,796,131
384,049
Underground Assessment Fund
Pension Trust
$10,857,092
$4,661,672
2,272,016
2,223,625
1,699,779
5
2014-2015
Operating
Expenditures
($1,186,609)
$5,692,414
Total Insurance Service Funds Balance
5
2014-2015
Estimated
Revenues
$1,145,900
$4,668,497
413,969
609,948
-
Insurance Reserve
Information Systems
Fleet Management
07/01/2014
Opening
Balance
5
($111,117,491)
($1,186,609)
($953,389)
(233,220)
($10,912,349)
($4,702,745)
(2,685,985)
(1,834,270)
(1,689,349)
2014-2015
Total
Expenditures
$58,262,389
$2,139,471
$1,807,742
331,729
$5,637,157
$4,627,424
999,303
10,430
2014-2015
Fund Balance
Before Xfers
-
-
($6,923)
(6,923)
2014-2015
Fund
Transfers
$58,262,389
$2,139,471
$1,807,742
331,729
$5,630,234
$4,627,424
992,380
10,430
06/30/2015
Total
Fund Balance
$25,908,601
$2,139,471
$1,807,742
331,729
$2,000,000
$2,000,000
06/30/2015
Reserves &
Designations
Page 2 of 2
$32,353,788
-
$3,630,234
$2,627,424
992,380
10,430
06/30/2015
Unreserved
Balance
MANAGEMENT SERVICES
DEPARTMENT
MANAGEMENT SERVICES
Program Expenditures
City Council
City Manager
City Treasurer
City Clerk
City Attorney
Total
Full-Time Positions
2012-2013
Actual
$657,447
663,334
31,532
471,568
586,305
$2,410,186
12
2013-2014
Adopted
$716,970
780,129
38,619
686,693
522,729
$2,745,140
13
2013-2014
Estimate
$664,017
755,823
33,407
477,092
570,794
$2,501,133
13
2014-2015
Adopted
$419,973
1,085,818
39,047
809,400
592,154
$2,946,392
13
Category Expenditures
Salaries & Benefits
Materials & Services
Capital Outlay
Total
2012-2013
Actual
$994,353
1,415,833
$2,410,186
2013-2014
Adopted
$1,244,201
1,275,939
225,000
$2,745,140
2013-2014
Estimate
$1,159,011
1,342,122
$2,501,133
2014-2015
Adopted
$1,288,823
1,192,569
465,000
$2,946,392
23
24
MANAGEMENT SERVICES
Management Services consists of five divisions responsible for the general administration and operation of the
City. The City Council serves as the legislative body, represents the community and residents, and provides
policy direction for City operations. The City Manager serves as the Chief Administrative Officer of the City and
the staff of the City Manager’s Office supports the City Council in its policy making and legislative role; the City
Manager also manages the City through eight operating departments. The City’s chief legal advisor is the City
Attorney, whose office is responsible for developing ordinances and resolutions, providing legal advice to the City
Council and staff, and defending the City in any legal actions. The City Clerk is responsible for the posting of
meeting agendas, preparing meeting minutes, records management including responding to Public Records Act
requests, and to conduct the municipal election every other year. An elected City Treasurer oversees the
investment of City funds.
Recent Accomplishments
The following were key accomplishments of Management Services in Fiscal Year 2013/14:
•
Developed the agreements necessary to allow construction of the new County Library building adjacent to
City Hall to commence
•
Developed ordinances to implement the polystyrene ban and to expand smoking restrictions in support of the
Council’s environmental initiatives
•
Supported and implemented the City Council’s meeting management and open government initiatives
•
Developed the Staying Connected Community Outreach Plan to better engage the community through an
enhanced web and social media presence
•
Facilitated the July 2013 to January 2014 Strategic Plan six-month update
•
Launched the Council’s Policy Governance initiative
•
Embarked on the recruitment and selection process for the next City Manager
•
Implemented e-comment and other improvements to the electronic agenda
•
Advised on high profile code enforcement cases
•
Instituted a pilot program to produce City Council summary minutes in place of action minutes
•
Adopted a protocol on how to address non-city issues
•
Initiated outreach to Southern California Edison to secure improvements to enhance electrical reliability
•
Modified the annual budget adoption process to provide for early input and conducted a public input session
in January 2014
25
MANAGEMENT SERVICES: CITY COUNCIL
MISSION STATEMENT
The City of Manhattan Beach is dedicated to providing exemplary municipal services, preserving our small beach
town character and enhancing the quality of life for our residents, businesses and visitors.
The City of Manhattan Beach 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 which provides approximately nine and one-half months of service as Mayor during each
Councilmember's four-year term of office. As elected officials, the City Councilmembers represent the citizens of
Manhattan Beach in the governing process and act on their behalf with regard to regional and local, as well as
State and Federal issues.
The City Council is the legislative authority and sets the policies under which the City operates. Responsibilities
of the City Council include enacting legislation such as local laws and ordinances; approving City programs;
adopting the City's capital improvement plan and operating 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 first and third Tuesday of each month
and holds occasional special meetings. The City Council appoints the City Manager and City Attorney, as well as
the members of the City's six advisory boards and commissions.
In FY 2014-2015, the City Council will continue to undertake initiatives and establish policies to address
environmental issues and sustainability; focus on local economic development including making progress on a
Downtown Specific Plan; enhance the City’s finances; engage in the development of an updated policy
governance framework; embark on the next generation of strategic planning; and address the City’s infrastructure
and capital facility needs.
Please visit the City’s website at www.citymb.info for more information, or to contact individual Council members.
26
Significant Budget and Staffing Changes
For FY 2014-2015, Council Contingencies (account 5260) returned to its policy level of one-half of one percent of
General Fund expenditures. Conferences & Meetings (account 5204) has been returned to the traditional level.
Funding is also proposed to allow for the retention of a firm to provide State legislative advocacy services on a
monthly retainer to assist the City in identifying and securing grants and in governmental relations (account 5101).
2011-2012
Adopted
5
Authorized Full-Time Positions
City Councilmembers
2012-2013
Adopted
5
2013-2014
Adopted
5
2014-2015
Adopted
5
Total part-time hours proposed for FY 2014-2015 is 104 hours.
City Council
Object Description
4101
Salaries & Allowances
4103
Part-time Salaries
4201
Group Medical Insurance
4202
Medicare Contributions
4211
PERS Regular Contribution
Total Salaries & Benefits
5101
Contract Services
5105
Elections
5108
Legal Services
5202
Membership & Dues
5204
Conferences & Meetings
5205
Training
5207
Advertising
5208
Postage
5217
Departmental Supplies
5218
Recruitment Costs
5225
Printing
5240
Assessments & Taxes
5260
Council Contingencies
5262
Public Relations
5501
Telephone
Total Materials & Services
5611
Warehouse Services
5621
Information Systems Allocation
5631
Insurance Allocation
5651
Building & Operations Allocation
Total Internal Services
Total Operating Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$64,229
960
28,238
876
5,227
$99,531
$29,235
6
42,428
12,197
7,173
3,048
211
28,993
894
23,975
73
$148,279
$122
9,864
352,812
46,840
$409,637
$657,447
2013-2014
Adopted
$63,763
1,140
33,265
567
5,550
$104,285
$1,800
46,975
27,525
11,400
5,200
210
9,900
600
150,000
17,375
75
$271,160
$250
19,632
262,560
59,083
$341,525
$716,970
2013-2014
Y/E Est
$66,985
1,140
27,979
958
4,948
$102,010
$20,000
1,080
46,975
15,000
10,000
7,500
210
20,000
26,500
600
1,715
52,000
17,375
67
$219,122
$100
19,632
262,560
60,593
$342,885
$664,017
2014-2015
Adopted
$63,763
1,201
26,968
568
4,655
$97,155
$1,800
46,975
27,525
11,400
4,148
225
19,900
600
1,715
100,000
17,375
75
$231,838
$250
29,128
4,800
56,802
$90,980
$419,973
$657,447
$657,447
$716,970
$716,970
$664,017
$664,017
$419,973
$419,973
27
Var from
FY 2014 Y/E
(4.8%)
5.4%
(3.6%)
(40.7%)
(5.9%)
(4.8%)
(91.0%)
(100.0%)
83.5%
14.0%
(44.7%)
7.1%
(0.5%)
(100.0%)
92.3%
11.9%
5.8%
150.0%
48.4%
(98.2%)
(6.3%)
(73.5%)
(36.8%)
% of
Total
15.2%
0.3%
6.4%
0.1%
1.1%
23.1%
0.4%
11.2%
6.6%
2.7%
1.0%
0.1%
4.7%
0.1%
0.4%
23.8%
4.1%
0.0%
55.2%
0.1%
6.9%
1.1%
13.5%
21.7%
100.0%
(36.8%)
(36.8%)
100.0%
100.0%
MANAGEMENT SERVICES: CITY MANAGER
The City Manager is appointed by the City Council to carry out
its policies and to ensure that the community is served in a
responsive manner. The City Manager is responsible for the
oversight of all City operations ranging from budget and
purchasing to personnel matters and the delivery of public
services. By providing leadership and direction to the City’s
management team, the City Manager works with all
departments to develop policy recommendations and responds
to City Council directives.
The City Manager's Office is involved in, and responsible for,
projects, programs and services that the City Council has
identified as top priorities for the community and the
organization. Chief among the areas of priority and concern is
providing vigilant oversight of the organization’s budget. The
City Manager’s Office helps to ensure that funds are spent prudently while high-quality services are maintained
for the community.
In addition to performing the day-to-day activities associated with management of the organization, the City
Manager's Office facilitates citizen inquiries regarding public documents and City services, serves as a cable
franchise liaison, implements special projects authorized by the City Council, and supports the City Council in the
development and adoption of City policy.
Performance Measures
Goal
To implement City Council policy directives, provide organizational leadership, coordinate with community
organizations, and ensure the delivery of quality service to the residents of the City of Manhattan Beach
Objectives
• Successfully transition to a new City Manager
• Provide support for the City Council’s policy governance and strategic planning initiatives
• Continue to enhance the City’s web and social media presence including expanding use of the MB Forum
• Undertake an enhanced level of organizational development in order to ensure an engaged and productive
city workforce
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Reports to City Council processed
n/a
n/a
n/a
400
The City Manager’s Office develops or reviews and approves all reports which are included on City Council agendas.
# - Press Release created and distributed
n/a
n/a
n/a
36
The City Manager’s Office develops or reviews and distributes all City press releases as part of efforts to k eep the community
informed and engaged.
The reinstatement of the flexible classification of Assistant to the City Manager/Deputy City Manager is proposed
in-lieu of a Senior Management Analyst position to better reflect the needs of the organization and to
appropriately staff the City Manager’s Office.
2011-2012
Adopted
1
1
1
3
City Manager
Assistant to the City Manager
Senior Management Analyst
Administrative Assistant to the City Manager
Environmental Program Manager
Total
28
2012-2013
Adopted
1
1
1
3
2013-2014
Adopted
1
1
1
3
2014-2015
Adopted
1
1
1
3
City Manager
Object Description
4101
4103
Part-time Salaries
4111
Overtime Regular Employees
4201
4202
4203
Unemployment
4204
401A Plan City Contributions
4205
Worker's Compensation
4206
Medical Retirement Contributions
4211
5101
Contract Services
5102
Contract Personnel
5108
Legal Services
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5208
Postage
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5631
5651
6212
CIP Bldg & Facilities - CYr
Total Capital Projects & Equipment
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$355,883
23,226
476
28,469
5,136
996
14,743
27,108
3,384
59,352
$518,773
$30,039
7,413
6,056
5,587
2,575
368
7,775
8,842
111
7,036
85
2,403
$78,289
$56
$19,728
18,384
28,103
$66,272
$663,334
$663,334
2013-2014
Adopted
$413,100
18,355
29,761
6,609
1,020
18,927
105,180
3,660
44,455
$641,067
$28,780
5,000
5,400
500
11,550
11,480
110
3,000
250
2,250
$68,320
$19,632
15,660
35,450
$70,742
$780,129
$780,129
2013-2014
Y/E Est
$326,836
100,000
12,000
31,181
5,921
1,020
9,345
105,180
3,660
34,732
$629,875
$31,000
5,000
3,500
300
5,000
1,600
110
5,500
250
2,015
$54,275
$25
$19,632
15,660
36,356
$71,673
$755,823
$755,823
2014-2015
Adopted
$489,955
18,355
6,000
61,504
7,622
684
19,961
6,240
4,260
53,809
$668,390
$30,840
5,000
5,400
500
11,550
11,480
120
3,000
250
2,300
$70,440
$29,128
18,780
34,080
$81,988
$820,818
$265,000
$265,000
$1,085,818
Var from
FY 2014 Y/E
49.9%
(81.6%)
(50.0%)
97.2%
28.7%
(32.9%)
113.6%
(94.1%)
16.4%
54.9%
6.1%
(0.5%)
54.3%
66.7%
131.0%
617.5%
9.1%
(45.5%)
14.1%
29.8%
(100.0%)
48.4%
19.9%
(6.3%)
14.4%
8.6%
43.7%
% of
Total
45.1%
1.7%
0.6%
5.7%
0.7%
0.1%
1.8%
0.6%
0.4%
5.0%
61.6%
2.8%
0.5%
0.5%
0.0%
1.1%
1.1%
0.0%
0.3%
0.0%
0.2%
6.5%
2.7%
1.7%
3.1%
7.6%
75.6%
24.4%
24.4%
100.0%
$663,334
$663,334
$780,129
$780,129
$755,823
$755,823
$820,818
265,000
$1,085,818
8.6%
43.7%
75.6%
24.4%
100.0%
29
MANAGEMENT SERVICES: CITY CLERK
The City Clerk’s Office is dedicated to working together with the City
officials and the public to ensure that open and effective government
standards are in place to secure the public trust, and provide a system of
transparency, public participation, collaboration and accountability. City
Clerk serves as the ultimate resource for information for the public, the
City Council, City staff and other governmental agencies; manages legal
requirements for public notices and filing of referendums and initiatives;
and keeps complete and accurate records of Council proceedings. The
City Clerk’s Office continues to work diligently with the City’s Information
Systems Division to provide broadcasting of City Council and Planning
Commission meetings on Manhattan Beach Local Community Cable,
Time Warner Channel 8, Verizon Channel 35 and City Website Live
Streaming Video, ensuring public information and access to the local
government process.
As a custodian of the City’s official records, the office is devoted to maintaining all official City document archives
and legislative history and ensuring the preservation, protection and integrity of the public records. The City
Clerk’s Office commits an ample amount of time coordinating the dissemination of information and managing
public requests in a timely manner. The City Clerk is the City’s Election Officer, and as such, conducts and
certifies the City’s municipal elections for six elected offices (5 City Council and 1 City Treasurer). In addition, the
City Clerk’s Office administers oaths and affirmations, files annual Statements of Economic Interest, and performs
other duties as may be required by law.
Initiatives for the upcoming fiscal year include enhancing the availability of public information and communication
on government activities; conducting a successful March 2015 Municipal Election; implementing the City-wide
document imaging conversion program; and continuing to support the City Council’s open government and
meeting management initiatives.
Goal
To promote public trust in local government by recording and managing the City’s official documents, and
maintaining an accurate record of the City Council proceedings in a timely manner
Objectives
• Maintain complete and accurate City records
• Prepare public meetings and hearings documentation in conformity with internal procedures and the Brown
Act
• Manage the Municipal Code, Ordinances, and Resolutions in conjunction with the City Attorney’s Office
• Implement tools to improve public information and communication of government activities
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Agenda Packages posted in a timely manner
n/a
n/a
n/a
100%
City Council regular meeting agenda and reports are to be posted by the Wednesday preceding the Tuesday meeting
% - Minutes presented for approval by next mtg
n/a
n/a
n/a
100%
With the return to Action Minutes, minutes of City Council meetings will be presented for approval by the next regular meeting.
Goal
To respond to subpoenas and requests for public records in accordance with the federal and state laws
Objectives
• Complete public records requests within a ten-day period
30
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Days to complete Public Records requests (average)
n/a
n/a
n/a
10
By law the City must provide a determination in response to a Public Records request within 10 days of submission; however, the
City Clerk ’s goal to provide is to provide the requested documents within 10 days or less on average.
# - Public Records requests
n/a
n/a
n/a
400
Public records requests have shown a steady increase over the past several years.In an effort to reduce response time and labor
associated with gathering documents, the division is currently look ing into a document management software solution.
The costs for the conduct of the March 2015 Municipal election represent the most significant increase in expense
in the City Clerk’s budget for FY 2014-2015.
2011-2012
Adopted
1
1
2
City Clerk
Senior Deputy City Clerk
Management Analyst
Total
2012-2013
Adopted
1
1
2
2013-2014
Adopted
1
1
1
3
2014-2015
Adopted
1
1
1
3
City Clerk
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5104
Computer Contract Services
5105
Elections
5202
Membership & Dues
5204
5205
Training
5207
Advertising
5208
Postage
5210
Computer Supplies & Software
5212
Office Equip Maintenance
5217
5225
Printing
5501
Telephone
5621
5651
6141
Computer Equipment & Software
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$192,345
16,093
1,039
33,961
2,706
5,293
1,884
31,856
$285,177
$16,264
8,968
77,698
402
2,172
256
1,200
332
27,373
3,262
136
$138,063
$29,592
18,736
$48,328
$471,568
$471,568
2013-2014
Adopted
$273,788
18,355
1,632
41,214
4,502
6,084
2,400
28,764
$376,738
$18,120
1,650
662
2,100
2,700
2,000
330
250
550
100
140
$28,602
$32,720
23,633
$56,353
$461,693
$225,000
$225,000
$686,693
2013-2014
Y/E Est
$217,230
18,355
550
34,408
3,285
5,562
2,400
26,723
$308,513
$100,000
1,650
662
8,500
331
250
100
125
$111,618
$32,724
24,237
$56,961
$477,092
$477,092
2014-2015
Adopted
$285,505
18,355
1,632
51,014
4,578
6,011
2,796
31,973
$401,864
$18,120
22,372
86,930
662
2,100
2,700
2,000
350
250
550
100
135
$136,269
$48,547
22,720
$71,267
$609,400
$200,000
$200,000
$809,400
$471,568
$471,568
$686,693
$686,693
$477,092
$477,092
$809,400
$809,400
31
Var from
FY 2014 Y/E
31.4%
196.7%
48.3%
39.4%
8.1%
16.5%
19.6%
30.3%
(81.9%)
5168.5%
(68.2%)
5.7%
120.0%
8.0%
22.1%
48.4%
(6.3%)
25.1%
27.7%
69.7%
% of
Total
35.3%
2.3%
0.2%
6.3%
0.6%
0.7%
0.3%
4.0%
49.6%
2.2%
2.8%
10.7%
0.1%
0.3%
0.3%
0.2%
0.0%
0.0%
0.1%
0.0%
0.0%
16.8%
6.0%
2.8%
8.8%
75.3%
24.7%
24.7%
100.0%
69.7%
69.7%
100.0%
100.0%
32
MANAGEMENT SERVICES: CITY TREASURER
The City Treasurer is elected at-large and serves a four-year term. Along with Finance
staff, the Treasurer administrates all City funds and provides accountability to the citizens
of Manhattan Beach. The Treasurer's responsibilities include investment of idle funds;
reporting such activities to the City Council; and serving as Chair of the Finance
Subcommittee.
The Treasurer oversees the City's $60 to $70 million investment portfolio. The investment
portfolio contains instruments such as Federal Agencies, high-grade corporate bonds and
Treasury notes. The State's Local Agency Investment Fund is also used to ensure proper
cash flow and liquidity. While investment yields have dropped to some of the lowest levels
in history, the City’s investment strategy continues to place emphasis on safety and liquidity.
Goal
To oversee the City’s investment function and develop prudent investment and banking policies to assure that
investment principal is protected, liquidity is maintained, and portfolio yields are safely maximized
Objectives
• Protect the City’s assets and invest funds safely
• Maintain sufficient liquidity
• Update the annual investment policy and provide monthly reporting
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Average annual portfolio yield
1.06%
0.83%
1.00%
0.80%
The City invests its idle funds in a variety of high-credit, low-risk investments including government securities, high-grade
corporate bonds and certificates of deposit consistent with the adopted investment policy. The portfolio yield is the interest
income on these investments.Due to the historically and sustained low interest rate environment, our average annual portfolio yield
has declined from prior years.
Maintain sufficient liquidity to meet operating needs
Yes
Yes
Yes
Yes
Maintaining sufficient liquidity to meeting operating requirements is mandated by the City's adopted Investment Policy. The City
manages this by investing some of its funds in the Local Agency Investment Fund (LAIF), a program that offers local agencies an
opportunity to invest in a major, pooled portfolio, and allows immediate withdrawals of investment monies.
Update and adopt Investment Policy annually
Yes
No
Yes
Yes
The City endeavors to update and then formally adopt its Investment Policy on an annual basis in order to ensure it is including
new state rules and regulations, and ensure the City Council is aware of changing legislation pertaining to the investment of City
funds.
Provide City Council with required monthly reports
Yes
Yes
Yes
Yes
As required by the Investment Policy, a status report of the City's portfolio shall be distributed to the City Manager, City Council
and City Treasurer on a monthly basis.
2011-2012
Adopted
1
City Treasurer
City Treasurer
Object Description
4101
4201
4202
4211
5104
5202
Membership & Dues
5204
Source of Funds
General Fund
Total Sources
2012-2013
Adopted
1
2013-2014
Adopted
1
2012-2013
Actual
$8,615
17,490
125
1,071
$27,300
$3,006
62
1,163
$4,232
$31,532
2013-2014
Adopted
$12,266
18,633
99
1,110
$32,108
$3,126
300
3,085
$6,511
$38,619
2013-2014
Y/E Est
$7,816
18,721
113
1,161
$27,811
$3,096
300
2,200
$5,596
$33,407
2014-2015
Adopted
$12,038
19,220
99
1,110
$32,467
$3,220
300
3,060
$6,580
$39,047
$31,532
$31,532
$38,619
$38,619
$33,407
$33,407
$39,047
$39,047
33
2014-2015
Adopted
1
Var from
FY 2014 Y/E
54.0%
2.7%
(12.4%)
(4.4%)
16.7%
4.0%
39.1%
17.6%
16.9%
% of
Total
30.8%
49.2%
0.3%
2.8%
83.1%
8.2%
0.8%
7.8%
16.9%
100.0%
16.9%
16.9%
100.0%
100.0%
MANAGEMENT SERVICES: CITY ATTORNEY
The City Attorney's Office consists of a contracted City Attorney
who provides legal services on a flat retainer basis and who is
admitted to practice law by the California Bar Association and
experienced in the practice of Municipal Law, and a legal
secretary employed by the City. City Prosecution services is
provided on an as-needed hourly basis by a part-time contract
deputy prosecutor. The Office has a California law library and
through the City Attorney’s law firm, computer online services
linked to state, federal and out-of-state legal databases.
The City Attorney's Office drafts ordinances, resolutions and
agreements as well as provides general legal services and
advice, oral and written, to all City departments on a daily and
routine basis. Attorneys specializing in areas of real estate,
finance, California Environmental Quality Act, public works, labor and other specialties are all available to the City
Manager, City departments and the City Council at any time. The City Attorney also oversees outside counsel.
The City Attorney serves as advisor by providing legal representation at City Council meetings, and on an asneeded basis to other boards, committees and commissions. The City Attorney also attends weekly City Manager
Department Head meetings and other meetings as requested, and provides support to Risk Management in
processing claims as well as other departments as needed for legal services. The City Attorney assists the City
Clerk’s office with the processing and management of Public Records Act requests and serves as media liaison
on matters of litigation. The City Attorney maintains office hours at City Hall on a regular basis, and any other
attorney in the City Attorney’s law firm is available to the City Manager, City Council and City Staff via telephone
or e-mail. Through the services of the City Prosecutor, the office prosecutes violations of the City Municipal Code
in the form of criminal misdemeanors or through an administrative process.
Goal
To provide high quality legal services to the City Council, City Manager, City department heads, City staff and
commissions; represent the City before judicial and administrative proceedings; and manage outside counsel
representing the City
Objectives
• Advise the City Clerk on any matters associated with the March 2015 Municipal Election
• Undertake a review of the City’s code enforcement and prosecutorial approach and activities
• Provide bi-annual AB 1234 training, Brown Act, Public Records Act and Conflict of Interest training to City
Commissions and City Council
• Continue to provide specific training to the Police Department in the area of Pitchess Motions and other
substantive areas as needed
• Provide City-wide training program in various areas such as contracts, records retention, requests for
proposals, Public Records Act, Brown Act, Conflicts of Interest and the California Environmental Quality Act
• Continue to review the City’s current contract forms and revise and update as necessary
• Continue to review the City’s current practices and policies in various areas citywide and provide
recommendations to increase organization effectiveness, efficiency, legal compliance and streamline
processes
• Continue to provide support for the advancement of the Open Government Initiatives as adopted by the City
Council
• Provide updates to the City Council and City Staff on changes in the laws affecting the City.
• Manage outside litigation in a cost effective manner
2011-2012
Adopted
1
1
2
City Attorney (In-House)
Legal Secretary
Total
34
2012-2013
Adopted
1
1
2013-2014
Adopted
1
1
2014-2015
Adopted
1
1
City Attorney
Object Description
4101
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5108
Legal Services
5203
Reference Materials
5205
Training
5208
Postage
5217
5501
Telephone
5611
Warehouse Services
5621
5651
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$43,565
8,836
632
1,934
936
7,669
$63,572
$117,398
7,205
353,968
13,162
131
622
1,619
$494,105
$28
9,864
18,736
$28,628
$586,305
2013-2014
Adopted
$66,037
11,289
997
3,058
1,440
7,182
$90,003
$100,000
280,000
13,375
600
130
100
1,600
$395,805
$200
13,088
23,633
$36,921
$522,729
2013-2014
Y/E Est
$65,174
11,334
930
2,777
1,440
9,147
$90,802
$130,000
300,000
10,000
600
130
500
1,433
$442,663
13,092
24,237
$37,329
$570,794
2014-2015
Adopted
$65,913
9,909
996
2,988
1,680
7,461
$88,947
$104,128
354,000
1,000
100
140
100
1,600
$461,068
19,419
22,720
$42,139
$592,154
$586,305
$586,305
$522,729
$522,729
$570,794
$570,794
$592,154
$592,154
35
Var from
FY 2014 Y/E
1.1%
(12.6%)
7.1%
7.6%
16.7%
(18.4%)
(2.0%)
(19.9%)
18.0%
(90.0%)
(83.3%)
7.7%
(80.0%)
11.7%
4.2%
48.3%
(6.3%)
12.9%
3.7%
% of
Total
11.1%
1.7%
0.2%
0.5%
0.3%
1.3%
15.0%
17.6%
59.8%
0.2%
0.0%
0.0%
0.0%
0.3%
77.9%
3.3%
3.8%
7.1%
100.0%
3.7%
3.7%
100.0%
100.0%
36
FINANCE
DEPARTMENT
37
FINANCE DEPARTMENT
Administration
Accounting Services
Revenue Services
General Services
Information Systems
Total
Full-Time Positions
2012-2013
Actual
$1,063,364
558,221
914,693
564,772
1,263,769
$4,364,819
20
2013-2014
Adopted
$1,299,492
584,209
1,032,085
614,083
2,182,176
$5,712,046
25
2013-2014
Estimate
$1,099,640
618,681
1,012,262
615,602
1,750,011
$5,096,196
25
2014-2015
Adopted
$1,452,474
622,756
1,108,730
619,347
3,028,208
$6,831,515
25
Salaries & Benefits
Capital Outlay
Total
2012-2013
Actual
$2,659,064
1,648,993
56,762
$4,364,819
2013-2014
Adopted
$3,022,433
1,980,113
709,500
$5,712,046
2013-2014
Estimate
$3,032,221
1,843,916
220,059
$5,096,196
2014-2015
Adopted
$3,237,240
2,119,207
1,475,068
$6,831,515
38
FINANCE DEPARTMENT
The Finance Department's responsibilities include accounting, payroll, investments, and procurement, as well as
business licensing, animal licensing and utility billing, and technology. These services are provided through the
following department functions:
Budget and Accounting
Business and Animal Licensing
Water and Refuse Billing
Parking Services
Filming Permits
Purchasing
Information Systems
The City has maintained its Aaa/AAA rating from Moody’s and Standard and Poor’s. This rating is a testament to
the City’s continued strong financial position, its tradition of prudent fiscal decisions and a resilient economic
base. All departments contribute to this achievement through high levels of service and proactive financial
management.
The Finance Department is staffed by a dedicated, hard-working team of twenty-five full-time professionals.
The City's Comprehensive Annual Financial Report (CAFR) is prepared by finance staff. The City has received
the Certificate of Achievement for Excellence in Financial Reporting issued by the Government Finance Officers
Association (GFOA) for thirteen years. GFOA is the professional association of state/provincial and local finance
officers in the United States and Canada, and is dedicated to the sound management of government financial
resources.
The Finance Department has received GFOA’s Distinguished Budget Presentation Award for the City’s budget
document for seventeen years. The award represents a significant achievement by the City, and reflects the
commitment of the governing body and staff to meeting the highest principles of governmental budgeting. In order
to receive the budget award, the City has to satisfy nationally recognized guidelines for effective budget
presentation. These guidelines are designed to assess how well an entity’s budget serves as: a policy document,
a financial plan, an operations guide and a communications device. Finance continually seeks additional
improvements on its budget document and ways to enhance communication of financial information to the public.
The City’s budget is also an ongoing recipient of the Award for Budget Excellence by the California Society of
Municipal Finance Officers (CSMFO), an organization focused on promoting excellence in financial management
through innovation, continuing education and the professional development of our members.
The City has directed efforts towards reducing its debt obligations to further enhance its liquidity. Since August
2012, the City refunded over $23 million of existing bonds, realizing a present value savings of approximately $4.5
million. The City further reduced its outstanding debt and future interest payments with the early redemption of
$1.4 million of certificates of participation.
Through the Finance Department’s Information Systems division, the City has initiated a five-year Information
Systems Master Plan (ISMP) focused on upgrading and improving technological aspects of the City’s operations
in order to improve service delivery and increase customer satisfaction. As a City Council strategic directive, the
ISMP serves as the strategic road map for development, implementation and utilization of technology in a
coordinated effort City-wide.
39
FINANCE: ADMINISTRATION
The Administration Division of Finance is responsible for creating, monitoring and periodic reporting of the annual
budget; investment of City funds in conjunction with the elected City Treasurer; debt issuance and management;
and creation of the annual financial report in concert with the Accounting Division. Administration also oversees
and supports the other divisions in the Finance department.
Goal
To provide timely, accurate and relevant budgetary and financial information to City Council, the City Manager,
residents and customers
Objectives
• Support the City Council, Treasurer and City Manager in the development of long-term sustainable financial
plans, including capital financing
• Complete all financial plans, including budget and monthly updates, in a timely manner
• Ensure safety of the City’s investment of idle cash
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
Maintain Financial Sustainability as Top Strategic Goal
Yes
Yes
Yes
Yes
Maintaining financial sustainability remains one of the City Council's top strategic goals, allowing the City to create greater
financial stability and build its reserves. The Department's continued focus on reducing debt obligations and maintaining adequate
fund balances and liquidity supports this goal.
Delivery of Adopted Budget Prior to Fiscal Year
Yes
Yes
Yes
Yes
The City has as directive stating that the annual budget must be adopted prior to June 30th, or the beginning of budget's fiscal
year.
Adhere to the Guidelines of the Investment Policy
Yes
Yes
Yes
Yes
Compliance with the City's adopted Investment Policy offers transparency to the City's investing activities, and promotes safety of
principal and liquidity. The Investment Policy can be found on the City's website in the Finance Division.
Goal
To establish strong internal controls in line with City policies, and assure compliance with established budget and
accounting standards
Objectives
• Formally document all desk procedures and established internal controls
• Maintain high standards of excellence through the continuance of the City’s AAA/Aaa bond rating, unmodified
audit opinions, and various budgeting and financial reporting awards
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Processes Formally Documented
n/a
n/a
n/a
10.0%
Finance Administration aims to formally document all processes and procedures in order to maintain consistency and establish
best practices. It also serves as a necessary tool in upholding ethical practices, and succession planning.
Maintain AAA/Aaa GO Bond Rating
Yes
Yes
Yes
Yes
A AAA/Aaa rating is the highest possible rating assigned to government obligation bonds by credit rating agencies and indicates
an exceptional degree of creditworthiness. Few cities within California hold this rating.
Attain an Unmodified audit opinion
Yes
Yes
Yes
Yes
An unmodified audit opinion indicates that the auditor has no reservations concerning the financial statements presented, and that
no deficiencies in the financial statements or the auditing of accounting standards employed were found.
Attain CSMFO and GFOA Annual Budget Awards
Yes
Yes
Yes
Yes
Awards for excellence in budget presentation are presented by the California Society of Municipal Finance Officers and the
Government Finance Officers Association, professional organizations that oversee government agencies.
For FY 2014-2015, Administration will invest in financial software solutions as directed by the Information
Systems Master Plan, and to further transparency efforts. This includes the implementation of a disaster recovery
solution for the financial systems, additional website enhancements for financial transparency, and other financial
enhancements to the existing system (account 6141). In addition, part-time hours were added to backfill a vacant
position as well as assist in the implementation of upgraded/new financials systems and special projects.
40
2011-2012
Adopted
1
1
1
3
Director
Budget/Financial Analyst
Executive Secretary
Total
2012-2013
Adopted
1
1
1
3
2013-2014
Adopted
1
1
1
3
2014-2015
Adopted
1
1
1
3
Total part-time hours budgeted for FY 2014-2015 is 1,250 hours.
Administration
Object Description
4101
4103
Part-time Salaries
4111
4120
Supplemental Pension Plan
4121
Single Highest Year Plan
4124
Fire Retiree's Health Plan
4125
Police Retiree's Health Plan
4126
Miscellaneous Retiree's Health Plan
4201
4202
4203
Unemployment
4204
4205
4206
4211
5101
Contract Services
5103
Audit Services
5104
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5207
Advertising
5214
Employee Awards & Events
5217
5225
Printing
5231
Bank Service Charge
5265
Contributions to Service Agencies
5267
UAD Loan Program
5501
Telephone
5611
Warehouse Services
5621
5631
5651
6141
Total Expenditures
Source of Funds
General Fund
Pension Trust
Total Sources
2012-2013
Actual
$298,721
19,646
48,729
19,200
81,398
35,365
37,598
4,279
1,020
8,742
15,612
3,384
50,394
$624,088
$6,875
26,457
2,898
1,015
50
3,471
394
134
1,783
4,293
118,558
62,464
4,830
4,388
$237,610
$2,609
19,728
20,076
159,254
$201,666
$1,063,364
$1,063,364
2013-2014
Adopted
$323,316
252
20,000
50,000
25,000
85,000
36,000
32,408
4,883
1,020
10,049
11,760
3,480
34,912
$638,080
$8,628
10,000
27,292
3,000
515
550
6,350
400
300
400
825
3,343
115,000
37,315
4,820
4,300
$223,038
$2,200
19,632
15,660
200,882
$238,374
$1,099,492
$200,000
$200,000
$1,299,492
2013-2014
Y/E Est
$289,327
30,000
20,116
49,707
19,274
84,325
42,588
32,416
4,491
1,020
8,735
11,760
3,480
41,223
$638,462
$8,160
27,291
4,476
1,055
198
2,335
400
500
326
825
3,828
122,379
37,315
4,792
3,852
$217,732
$2,137
19,632
15,660
206,017
$243,446
$1,099,640
$1,099,640
2014-2015
Adopted
$332,672
51,788
20,519
50,701
23,000
93,000
46,000
41,652
5,776
684
8,079
37,800
4,056
43,109
$758,836
$8,191
10,000
49,449
4,000
1,055
550
4,973
400
300
400
825
3,957
120,000
37,315
4,792
4,200
$250,407
$2,200
29,128
18,780
193,123
$243,231
$1,252,474
$200,000
$200,000
$1,452,474
$854,195
4,830
204,339
$1,063,364
$1,078,672
4,820
216,000
$1,299,492
$878,838
4,792
216,010
$1,099,640
$1,214,462
4,792
233,220
$1,452,474
41
Var from
FY 2014 Y/E
15.0%
72.6%
2.0%
2.0%
19.3%
10.3%
8.0%
28.5%
28.6%
(32.9%)
(7.5%)
221.4%
16.6%
4.6%
18.9%
0.4%
81.2%
(10.6%)
177.8%
113.0%
(40.0%)
22.7%
3.4%
(1.9%)
9.0%
15.0%
2.9%
48.4%
19.9%
(6.3%)
(0.1%)
13.9%
32.1%
% of
Total
22.9%
3.6%
1.4%
3.5%
1.6%
6.4%
3.2%
2.9%
0.4%
0.0%
0.6%
2.6%
0.3%
3.0%
52.2%
0.6%
0.7%
3.4%
0.3%
0.1%
0.0%
0.3%
0.0%
0.0%
0.0%
0.1%
0.3%
8.3%
2.6%
0.3%
0.3%
17.2%
0.2%
2.0%
1.3%
13.3%
16.7%
86.2%
13.8%
13.8%
100.0%
38.2%
8.0%
46.2%
83.6%
0.3%
16.1%
100.0%
FINANCE: ACCOUNTING
The Accounting Division's primary responsibilities are the maintenance and control of the general ledger,
accounts payable and payroll, and to ensure accountability as well as the timely provision of accurate financial
information. The Division is the liaison between the City and the external auditors, and works closely with Finance
Administration to prepare the City's Comprehensive Annual Financial Report (CAFR). The Accounting Division
participates in budget development by providing historical and projected financial and payroll information, issues
standard monthly revenue and expenditure reports for internal customers, and generates reports required by
external customers, including other governmental agencies, rating agencies and the public. In addition, the
Division manages the City’s grants and related projects in conjunction with other departments.
All City disbursements are the end product of accounts payable and payroll operations and are reflected by the
biweekly generation of vendor and employee checks. The accounts payable processes include: maintenance of
vendor files; disposition of purchase orders and coordination with the Purchasing (General Services) Division;
assisting departments with queries and payment setup; and issuance of 1099 tax forms at year end. With the
purchasing card (Pcard) program a continued reduction in number of accounts payable checks is anticipated.
Payroll processes include: monitoring of the Fair Labor Standards Act; Federal and State tax requirements;
calculation of deductions and benefits; direct deposit of payroll; issuance of W-2 tax forms; and implementation of
labor agreement provisions.
The Division's accounting function involves the maintenance of the City's general ledger, including the generation
and posting of journal entries, preparation of monthly and annual reports, and reconciliation of bank accounts.
Specific responsibilities include preparation of State Controller's Reports, Streets and Highways Report,
Proposition A and Proposition C Reports, submission of direct assessments to the county, and bond/ debt service
accounting. In addition, accounting for Underground Assessment Districts involves maintenance of individual
property assessments and bond balances.
Goal
To maintain and control the general ledger, accounts payable and payroll, and to ensure accountability and timely
provision of accurate financial information
Objectives
• Cross training of staff functions to ensure proper process knowledge redundancy
• Uphold high accounting standards to ensure continued clean audit opinions
• Implement new accounting standards as issued by the Governmental Accounting Standards Board
• Document desk procedures for audit compliance
• Increase payroll and accounts payable efficiency by minimizing the number of paper checks issued and
reissues due to errors
2011-2012
Adopted
1
1
2
4
Controller
Senior Accountant
Accountant
Total
42
2012-2013
Adopted
1
1
2
4
2013-2014
Adopted
1
1
2
4
2014-2015
Adopted
1
1
2
4
Accounting
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
4216
Excise Taxes
5101
Contract Services
5102
Contract Personnel
5103
Audit Services
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5207
Advertising
5208
Postage
5217
5225
Printing
5501
Telephone
5621
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$333,683
25,125
1,028
38,753
3,330
7,928
3,756
60,793
$474,395
$1,751
1,262
45,128
300
695
5,001
459
424
3,735
1,411
1,006
2,925
$64,098
$19,728
$19,728
$558,221
2013-2014
Adopted
$355,496
24,600
1,000
38,388
3,685
9,113
3,660
42,483
$478,425
$15,000
43,907
300
700
3,800
400
350
3,700
1,000
1,007
2,900
$73,064
$32,720
$32,720
$584,209
2013-2014
Y/E Est
$371,714
27,008
45,396
3,620
8,418
3,660
54,065
48
$513,929
$15,000
45,128
300
739
2,000
200
350
3,706
1,000
1,007
2,598
$72,028
$32,724
$32,724
$618,681
2014-2015
Adopted
$364,603
27,000
1,000
51,489
3,805
9,156
4,260
45,742
$507,055
$2,000
50,000
300
1,000
4,304
400
350
3,900
1,000
1,100
2,800
$67,154
$48,547
$48,547
$622,756
$558,221
$558,221
$584,209
$584,209
$618,681
$618,681
$622,756
$622,756
43
Var from
FY 2014 Y/E
(1.9%)
(0.0%)
13.4%
5.1%
8.8%
16.4%
(15.4%)
(100.0%)
(1.3%)
(86.7%)
10.8%
35.3%
115.2%
100.0%
5.2%
9.2%
7.8%
(6.8%)
48.4%
48.4%
0.7%
% of
Total
58.5%
4.3%
0.2%
8.3%
0.6%
1.5%
0.7%
7.3%
81.4%
0.3%
8.0%
0.0%
0.2%
0.7%
0.1%
0.1%
0.6%
0.2%
0.2%
0.4%
10.8%
7.8%
7.8%
100.0%
0.7%
0.7%
100.0%
100.0%
FINANCE: REVENUE SERVICES
The Revenue Services Division administers the billing, cash controls and collection of
direct City revenues, including: business licenses, miscellaneous accounts receivable,
central cashiering, animal licenses, parking citation payments, transient occupancy tax
from hotels and vacation rentals, and residential/commercial water and refuse service
billings. Revenue Services staff administers the taxi cab franchise program, motion
picture film coordination within the City, and is responsible for the analysis and creation
of the City-wide user fees and cost allocation plan. The Division collects Senate Bill
1186 State fees for disability access education. Revenue Services also coordinates the
lease of City commercial parking lot spaces to local merchants, manages the residential
overnight parking program and override parking programs. The Division prepares the
annual possessory interest report to the Los Angeles County Assessor.
In August 2013 Revenue Services successfully launched the new agreement and set
terms for the City’s new ambulance billing service vendor. The new vendor brings many years of experience in
the industry, enhanced technologies, and reporting, collection resources and skip-tracing methods which will result
in a higher percentage of collections. The vendor also utilizes electronic transmitting through the use of Electronic
Patient Care Reporting (ePCR) technology.
In 2014 Revenue Services will initiate a new comprehensive user fee and cost allocation study. The study is
conducted periodically to ensure that the City is accurately identifying and recovering costs for providing services.
The user fees are evaluated and adjusted based on the direct and indirect costs associated with providing
services. Revenue Services will also conduct an implementation of a fully integrated cashiering software solution
to ensure software continuity and support, and allow for easier network communication sharing, real time updates
with utility billing, consistent version updates and back up. Revenue Service processes approximately 40,000
customer transactions per year. The new cashiering system will have improved custom reports, faster processing
times and make for better efficiency at the counter.
Goal
To provide superior customer service and process utility billing, business licensing, citations, cashiering, filming
permits, account receivable billings, cash receipts, provide e-commerce payment solutions and collections in a
professional, effective and timely manner.
Objectives
• Maintain department efficiency through automation and technology.
• Deliver e-commerce services through Electronic Bill Presentment Payment program (EBPP) to allow
customer to make any form of payment online.
• Provide paperless bill delivery by email to water and refuse utility customers.
• Maintain a high percentage rate on collection from utility billing.
• Deliver expedient and professional customer service at the cashier
2011-2012
2012-2013
2013-2014
2014-2015
Performance Measures & Workload Indicators
Actual
Actual
Adopted
Adopted
# - Annual number of customer cashier transactions
36,600
38,400
37,500
39,500
Revenue Services cashiers process nearly 40,000 transaction per year for a wide variety of City services. All City revenue sources
are processed through the cashier.
% - Monthly collection rate on residential utility bill
93%
93%
95%
94%
The City has 13,000 residential water and refuse utiltiy customers billed bi-monthly. The collection rate of greater than 90% is
above municipality standards.
% - Monthy collection rate on commercial refuse bills
91%
92%
94%
93%
The City has 600 commercial refuse billing customers which are billed monthly. The collection rate of greater than 90% is above
municipality standards.
# - Bi-monthly auto debit utility payments EBPP
n/a
1,560
1,500
1,700
Revenue Services initiated the Electronic Bill Presentment Program (EBPP) in December 2012 providing customer with ecommerce solution to mak e any form of online payment.
# - Bi-monthly EBPP paperless customers
n/a
1,910
1,750
2,100
Revenue Services initiated electronic bill presentment program in 2012-13 allowing customers the option to receive a paperless
water and refuse bill by email.
44
The Revenue Services Division is replacing the current cashiering technology (Quadrant Systems) which is not
fully integrated and lacks support with the City’s financial and accounting platform (Tyler/Eden Technology). The
new cashiering software (account 6141) will assure software continuity and support, allow for easier network
communication with integration, real time updates for utility billing, consistent timely version updates and system
backup. The new cashiering platform will allow for multiple cash registers to optimize customer service.
2011-2012
Adopted
1
5
6
Revenue Services Manager
Revenue Services Specialist (renamed from Sr Acct Srvs Rep)
Account Services Representative I
Total
Revenue Services
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5104
5202
Membership & Dues
5204
5205
Training
5207
Advertising
5208
Postage
5209
Tools & Minor Equip
5210
5212
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
6121
Machinery & Equipment
6141
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Adopted
1
5
6
2013-2014
Adopted
1
1
5
7
2012-2013
Actual
$366,438
38,692
1,959
78,554
5,753
3,939
5,616
62,961
$563,912
$108,756
154,150
75
737
112
36,192
399
734
6,044
3,270
$310,469
$856
39,456
$40,312
$914,693
$914,693
2013-2014
Adopted
$427,985
3,991
85,331
6,464
4,528
5,640
46,079
$580,018
$161,120
166,350
100
950
200
34,120
250
16,000
625
1,150
6,800
3,250
$390,915
$1,300
52,352
$53,652
$1,024,585
$7,500
$1,032,085
2013-2014
Y/E Est
$395,971
43,000
3,300
82,465
6,206
4,237
5,640
53,418
$594,237
$148,000
160,413
110
925
200
37,464
445
900
6,000
2,912
$357,369
$800
52,356
$53,156
$1,004,762
$7,500
$1,012,262
2014-2015
Adopted
$462,893
3,127
95,889
6,978
5,721
6,552
52,691
$633,851
$115,240
166,049
125
5,400
1,200
200
36,890
500
1,150
6,500
3,150
$336,404
$800
77,675
$78,475
$1,048,730
$60,000
$60,000
$1,108,730
$914,693
$914,693
$1,032,085
$1,032,085
$1,012,262
$1,012,262
$1,108,730
$1,108,730
45
2014-2015
Adopted
1
1
5
7
Var from
FY 2014 Y/E
16.9%
(100.0%)
(5.2%)
16.3%
12.4%
35.0%
16.2%
(1.4%)
6.7%
(22.1%)
3.5%
13.6%
483.8%
(1.5%)
12.4%
27.8%
8.3%
8.2%
(5.9%)
48.4%
47.6%
4.4%
(100.0%)
9.5%
% of
Total
41.7%
0.3%
8.6%
0.6%
0.5%
0.6%
4.8%
57.2%
10.4%
15.0%
0.0%
0.5%
0.1%
0.0%
3.3%
0.0%
0.1%
0.6%
0.3%
30.3%
0.1%
7.0%
7.1%
94.6%
5.4%
5.4%
100.0%
9.5%
9.5%
100.0%
100.0%
FINANCE: GENERAL SERVICES
The General Services Division of Finance is responsible for procurement and contracting, and also manages the
warehouse, mailing services and surplus property. General Services administers a centralized purchasing system
which standardizes bidding and evaluation procedures, achieves economy of scale benefits and provides
consistency in dealing with suppliers. General Services supports all City departments to ensure that the City
receives maximum value for every expenditure.
Goal
To provide timely and accurate purchases, and manage the acquisition of the City’s materials and contracted
services
Objectives
• Support customers by acquiring goods and services in a timely manner
• Fulfill all warehouse orders within a prescribed time
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Process purchase requests w/in 5 business days
72%
68%
90%
90%
Purchase requests for materials and goods below $20,000 do not require a formal bidding process, and can be fulfilled by the
Purchasing Manager. The timely issuance of purchase orders ensures that the requesting department receives the desired product
or service in order to meet their delivery requirements.
% - Process and delivery of warehouse orders w/in 1 day
97%
99%
100%
100%
The timely receipt of warehouse products ensures that the requesting department receives supplies just-in-time and minimizes any
costs associated with inventory control.
# - Formal Bids Issued*
23
38
n/a
30
Formal bids are required for purchase requests over $20,000. The number of bids is an indication of work load.
* New for Fiscal Year 2014-2015
Goal
To provide cost-effective agreements and contracts for materials and services.
Objectives
• Encourage competition on all acquisitions
• Expand Purchasing Card program to increase efficiency and oversight for small dollar purchases below
$2,500.
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Quotes for purchases below $20k
416
443
400
450
The number of quotes/bids analyzed is an indication of work load and successful vendor outreach.
# - Responses per formal bid request
n/a
n/a
7
7
The number of responses is an indication of successful vendor outreach.
$ - Spend on Purchasing Card (Pcard)
$997,391
$1,054,597
$1,000,000
$1,100,000
A high dollar amount indicates that small dollar purchases are being made by the Pcard holders, affording Purchasing staff
increased ability to focus on products and/or services where there might be potential cost savings and assisting other
departments with their procurement goals.
2011-2012
Adopted
1
1
1
3
General Services Manager
General Services Coordinator
Purchasing Clerk
Total
Total part-time hours budgeted for FY 2014-2015 is 960 hours.
46
2012-2013
Adopted
1
1
1
3
2013-2014
Adopted
1
1
1
3
2014-2015
Adopted
1
1
1
3
General Services
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5202
Membership & Dues
5204
5205
Training
5206
Uniforms/Safety Equip
5208
Postage
5211
Automotive Parts
5217
5222
Warehouse Purchases
5501
Telephone
5611
Warehouse Services
5621
5641
Fleet Rental Allocation
5642
Fleet Maintenance Allocation
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$237,548
196
34,226
3,291
2,712
2,808
38,494
$319,276
$94,415
545
149
118
491
663
29,757
112
86,149
1,149
$213,548
$6,967
19,728
3,564
1,690
$31,949
$564,772
2013-2014
Adopted
$251,594
10,627
1,289
34,843
3,800
3,117
2,760
27,358
$335,388
$127,800
515
2,695
320
1,090
650
25,000
275
82,345
1,100
$241,790
$5,740
26,176
3,560
1,429
$36,905
$614,083
2013-2014
Y/E Est
$255,585
6,000
600
35,508
3,604
2,864
2,760
31,618
$338,539
$130,252
510
4,200
980
651
20,000
150
82,345
985
$240,073
$5,740
26,172
3,564
1,514
$36,990
$615,602
2014-2015
Adopted
$253,643
10,627
1,289
36,801
3,985
3,105
3,216
28,711
$341,377
$109,870
570
4,512
1,300
1,090
690
25,000
200
82,345
1,100
$226,677
$5,740
38,838
3,990
2,725
$51,293
$619,347
$347,487
217,285
$564,772
$373,608
240,475
$614,083
$377,655
237,947
$615,602
$396,802
222,545
$619,347
47
Var from
FY 2014 Y/E
(0.8%)
77.1%
114.8%
3.6%
10.6%
8.4%
16.5%
(9.2%)
0.8%
(15.6%)
11.8%
7.4%
11.2%
6.0%
25.0%
33.3%
11.7%
(5.6%)
48.4%
12.0%
80.0%
38.7%
0.6%
% of
Total
41.0%
1.7%
0.2%
5.9%
0.6%
0.5%
0.5%
4.6%
55.1%
17.7%
0.1%
0.7%
0.2%
0.2%
0.1%
4.0%
0.0%
13.3%
0.2%
36.6%
0.9%
6.3%
0.6%
0.4%
8.3%
100.0%
5.1%
(6.5%)
0.6%
64.1%
35.9%
100.0%
FINANCE: INFORMATION SYSTEMS
Information Systems Division is responsible for overseeing the use of information technology to support the goals
and initiatives of the City of Manhattan Beach; promoting integrated City-wide communications, providing
innovative long term enterprise technology solutions, and supporting current and future technical needs of the City
departments through centrally managed, high quality, cost effective and sustainable information systems service,
telecommunications and infrastructure; coordinating and managing complete, accessible, and accurate
Geographic Information System (GIS) data to support geographic data analysis in effective decision making within
the organization and the unique business needs of City of Manhattan Beach and the community.
The Information Systems (IS) Division is dedicated to maintaining and improving operations, services and
communications through technology, data and voice in support of the City’s strategic and operational needs. As a
central element of the organization, Information Systems provides support for the City’s network environment,
operating systems, office automation programs, telecommunication systems, audio-video services, and city-wide
Geographic Information Systems (GIS) services. The Division is committed to improving fiscal responsibility
through collaboration with other departments and organizations to provide effective technical solutions which
continuously facilitate and improve the City of Manhattan Beach mission of public service. Information Systems
provides support of the City’s cable broadcast of Time Warner Channel 8 and Verizon Channel 35. I.S. is
committed to improving the City’s existing broadcast capabilities by extending the services to Public Safety
Facility and Joslyn Center.
Information Systems completed the Information Systems Master Plan (ISMP) in Fiscal Year 12-13 which will
guide the organization over the next five years in planning, procuring, implementing and managing current and
future technology investments and resources. Major initiatives include City web site enhancements, Financial
System upgrade, GIS expansion, Work Order Management, Wide Area Network expansion, phone system
replacement and so forth. Another ISMP initiative includes the implementation of technology governance through
the process of collaboration, interaction and participation of all the departments to oversee the City’s technology
strategic direction, identify new technology initiatives and prioritize projects and upgrades. Information Systems
Steering Committee (ISSC) meets once a month and is comprised by the City Manager and all Department
Heads. City Council ISSC Subcommittee is briefed on a monthly basis of the ISSC proceedings.
In Fiscal Year 2013-2014, City’s website was redesigned resulting in enhanced functionality, usability, and
transparency by adding new features such as social media and citizen engagement. City Staff will continue efforts
in building website content for improved serviceability and accessibility. Citizen Request System (CRM) has
proven to streamline the service delivery to residents and staff providing an opportunity to initiate direct requests
to Public Works and other City departments with 7125 external requests and 1482 internal requests for the last
fiscal year. The City's e-Government plan remains centered on using the website to streamline service delivery
and accessibility to citizens, reduce paperwork burdens, and apply best practices to improve government
transparency, responsiveness, productivity and effectiveness in a secure and stable environment.
Information Systems continues to ensure the integrity of the City’s data and voice network by maintaining the
City’s infrastructure to accommodate technical advances and growth. The Division’s budget includes expenditures
to support the replacements of network servers, Cisco equipment, desktops, laptops and printers (objects 5210
and 6141).
Goal
To provide innovative long term enterprise technology solutions and support current and future technical needs of
City departments
Objectives
• Implement the Information Systems Master Plan utilizing advanced and fiscally responsible solutions in
alignment with City Council’s Strategic Plan goals
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Applications Supported (Customer Focused Organization)**
n/a
127
n/a
145
Information Systems provides crucial services in supporting all City Departments attaining their respective operational and
strategic goals by supporting various systems and applications throughout the organization
** New for Fiscal Year 2014-2015
48
Goal
To promote digital presence by providing effective technical solutions to continuously facilitate and improve the
City of Manhattan Beach mission of public service
Objectives
• Support the Open Government initiative by broadcasting City meetings on the City’s website and local
government cable channels, and implement further broadcast capabilities in other City locations
• Promote an e-Government plan, enhance the City's website, and use social media to further the goals of the
City and the departments, where appropriate
• Plan for and promote e-Commerce, assuring it exists in a safe and stable environment
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - City Meetings/Events Broadcasted/Recorded (Effectiveness)
57
63
60
65
# - Media Production Hours (pre- & post-production)**
282
342
n/a
525
Provide broadcast services (cable TV, webstream, on-demand stream) to inform the public of government services, City meetings
and information; provide access to City government via broadcast/on-demand stream meetings; provide City departments with inhouse media production and audio/visual services
# - Granicus internet viewers of City meetings (Effectiveness)
3,651
3,935
4,150
4,150
Promote e-Government through the broadcast of City meetings to further Open Government and Transparency initiatives
# - Number of e-Government applications (Effectiveness)**
n/a
16
n/a
23
E-Government applications support transparency and open government by providing new and innovative web services for the City
(i.e. GoReach, Nixle, ActiveNet, Streaming Media, Online Payments, eNotifications, etc.)
# - Website e-Notification Subscribers (Effectiveness)
1,787
1,914
2,250
2,250
Promote an e-Government plan, enhance the City's website, and use social media to further the goals of the City and the
departments
# - Website Visits per Year (Effectiveness)
1,402,433
1,405,105
500,000*
550,000*
Promote e-Government through enhancing City website to further Open Government and Transparency initiatives and to provide for
increasing user demand and usage of the City's web page
** New for Fiscal Year 2014-2015
*Google Analytics has replaced the previous City website measurement tool
Goal
To maintain City operations and continuously facilitate and improve municipal services through centrallymanaged, high-quality, cost-effective and sustainable information systems service, telecommunications and
infrastructure
Objectives
• Provide City-wide information technology services in support of City departments’ goals and initiatives
• Ensure the effective and efficient use of existing and emerging technologies in government operations as well
as deliver information while safekeeping data
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Enterprise Staff Supported (Workload)**
n/a
n/a
467
470
Includes all Full-Time Employees (FTEs) (262) & Part-Time Employees (PTEs) (205) in payroll system reported for fiscal year
2013-2014
% - I.S. FTEs as a % of Enterprise (Efficiency)**
n/a
n/a
1.71%
<=3.6%
I.S. FTEs of 8 divided by 467 total employees. Benchmark ed against multiple industry standards per Gartner*** (2012: all industry
standard of 5.3%; Local/State Government standard of 3.6%). Additional measure of IT support and IT intensity (effectiveness)
$ - I.S. Spending per Enterprise employee (Efficiency)**
n/a
n/a
$4,673
<=$7,060
Adopted expenditures for I.S. divided by number of total employees. Benchmark ed against multiple industry standards per Gartner
(2012: all industry standard of $13,197; Local/State Government standard of $7,060). Determines the amount of IT support the
average enterprise employee receives
# - Service requests received (Customer Focused Org)
7,037
7,138
7,100
7,200
Maintain a technology Help Desk to continue providing high customer service for using departments
# - Units Supported (Effectiveness)
414
417
419
419
Units include Network Servers, Work stations, Printers & Tablets. Maintaining the City network environment to facilitate and
streamline the City operations and services
# - Telephone (Handsets & Mobile) Supported (Effectiveness)
448
452
448
458
Maintain the City telecommunications in support of City operations and services
**New for Fiscal Year 2014-2015
Gartner - World's leading information technology research and advisory company providing technology related insight
49
Goal
To coordinate and manage complete, accessible, and accurate Geographic Information System (GIS) data to
support geographic data analysis in effective decision making within the organization and the unique business
needs of City of Manhattan Beach and the community
Objectives
• Develop, maintain, and support the City’s Geographic Information System (GIS) through continued update of
GIS data and application enhancements
• Update and innovate the GIS data model to provide customized mapping and analysis so that it supports
enterprise-wide access, maintenance and solutions
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Custom GIS maps (Customer-Focused Org; Workload)
247
243
225
245
Geographic Information Systems (GIS) provides maps to support all City Departments in attaining their respective operational and
strategic goals, as well as supporting day-to-day operations. This measure of production varies with demand and staffing levels.
# - GIS Data Layers Added/Updated (Effectiveness/Efficiency)
90
80
75
80
Geographic Information Systems (GIS) provides crucial layers of information (streets, parcels, addresses, etc.) to support all City
Departments in mak ing operational and strategic decisions. In order to effectively provide the most accurate information, the GIS
data must be constantly updated, added to, and improved upon.
2011-2012
Adopted
1
2
1
4
Information Systems Manager
Network Administrator
Information Systems Specialist
GIS Analyst*
GIS Technician*
Total
2012-2013
Adopted
1
2
1
4
2013-2014
Adopted
1
2
3
1
1
8
2014-2015
Adopted
1
2
3
1
1
8
*GIS Analyst & Technician moved to Finance from Public Works b eginning in Fiscal Year 2013-2014
Total part-time hours budgeted for FY 2014-2015 is 2,000 hours for interns.
Information Systems
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5104
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5210
5212
5213
Computer Maintenance & Repairs
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5651
6111
Furniture & Fixtures
6141
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
416,713
97,213
16,976
59,197
7,573
6,043
3,756
69,922
$677,393
70,335
148,560
305
216
2,093
639
273,182
3,181
326
28
2,612
$501,477
33
28,103
$28,137
$1,207,007
$750
56,012
$56,762
$1,263,769
2013-2014
Adopted
749,334
24,480
24,605
87,309
11,124
9,617
5,460
78,592
$990,521
20,843
284,362
1,580
270
19,855
2,500
303,055
2,000
12,440
4,500
2,700
$654,105
100
35,450
$35,550
$1,680,176
502,000
$502,000
$2,182,176
2013-2014
Y/E Est
651,989
81,653
28,243
78,884
10,956
8,809
5,460
81,060
$947,054
22,765
241,343
1,580
124
14,326
12,500
238,609
13,217
7,090
2,419
$553,973
69
36,356
$36,425
$1,537,452
212,559
$212,559
$1,750,011
2014-2015
Adopted
732,583
24,480
28,600
99,906
11,421
9,530
6,360
83,241
$996,121
50,130
290,872
1,580
470
12,855
15,000
390,432
2,000
16,300
600
2,600
$782,839
100
34,080
$34,180
$1,813,140
15,000
1,200,068
$1,215,068
$3,028,208
$1,263,769
$1,263,769
$350,873
$1,831,303
$2,182,176
$282,469
$1,467,542
$1,750,011
$342,223
2,685,985
$3,028,208
50
Var from
FY 2014 Y/E
12.4%
(70.0%)
1.3%
26.6%
4.2%
8.2%
16.5%
2.7%
5.2%
120.2%
20.5%
279.0%
(10.3%)
20.0%
63.6%
23.3%
(91.5%)
7.5%
41.3%
44.9%
(6.3%)
(6.2%)
17.9%
464.6%
464.6%
73.0%
% of
Total
24.2%
0.8%
0.9%
3.3%
0.4%
0.3%
0.2%
2.7%
32.9%
1.7%
9.6%
0.1%
0.0%
0.4%
0.5%
12.9%
0.1%
0.5%
0.0%
0.1%
25.9%
0.0%
1.1%
1.1%
59.9%
0.5%
39.6%
40.1%
100.0%
21.2%
83.0%
73.0%
11.3%
88.7%
100.0%
HUMAN RESOURCES
DEPARTMENT
51
HUMAN RESOURCES
Administration
Risk Management
Total
Full-Time Positions
2012-2013
Actual
$837,892
4,319,551
$5,157,443
6
2013-2014
Adopted
$963,253
5,205,887
$6,169,140
6
2013-2014
Estimate
$772,342
4,798,863
$5,571,205
6
2014-2015
Adopted
$1,238,160
4,702,745
$5,940,905
6
Salaries & Benefits
Capital Outlay
Total
2012-2013
Actual
$605,589
4,543,323
8,531
$5,157,443
2013-2014
Adopted
$830,764
5,338,376
$6,169,140
2013-2014
Estimate
$669,778
4,901,427
$5,571,205
2014-2015
Adopted
$991,726
4,849,179
100,000
$5,940,905
52
HUMAN RESOURCES DEPARTMENT
The Human Resources Department provides support services to the City’s full-time and part-time employees.
Human Resources is set up with an Administrative division and Risk Management division comprised of staff who
work together in order to provide resources and support for the City. The services include recruitment and
selection, benefits, classification and compensation, employee and labor relations, training and safety training,
leadership development, employment/labor legal compliance, wellness initiatives and workers’ compensation.
Services for the City as a whole include securing insurance for all City property, providing excess insurance for
Workers’ Compensation, liability and property through the Joint Powers Authority Insurance Pool, ICRMA, and
insurance coverage for various City exposures.
The department focus for the upcoming year is to provide the workforce with the necessary training to help
employees succeed in customer service, competent computer skills and assisting departments with leadership
development. Human Resources is exploring insurance coverage options for new areas of exposure with social
media risk and potential cyber risk for the City. The department will also continue to review with department
management the Workers’ Compensation process in order to mitigate losses and cost. Human Resources
continues to seek out ways to keep employees productive, healthy and safe.
•
Actively participated and supported the negotiations process with 3 of the City’s bargaining groups
(Teamsters, Firefighter Association and Police Officer Association) resulting in long-term contracts that
addressed pension reform and health care costs
•
As part of the City Council’s Strategic Plan, staff worked with a consultant on succession development
planning which will continue into Fiscal Year 2013-2014
•
Participated and supported the negotiation process with the newly formed Police Management Association
resulting in a long-term contract
•
Worked with department staff to recruit 16 full-time employees and 71 part-time employees
•
Completed a comprehensive total compensation survey for management/confidential employees. The
bargaining group surveys will follow
•
Partnered with Finance and various departments to determine the impact of the Affordable Healthcare Act
and to develop strategies to contain costs when the Act is implemented
•
Coordinated efforts with our liability defense attorney and ICRMA to settle a potential high costing claim within
the City’s self-insured retention level
53
HUMAN RESOURCES: ADMINISTRATION
The Human Resources Administration Division provides support services to
the City's full-time and part-time employees in areas such as recruitment and
selection, classification and compensation, employee and labor relations,
training, interpretation of rules, regulations and policies, and
employment/labor legal compliance.
Human Resources is committed to continually search for innovative state of
the art means and methods to provide services to our client groups in the
most effective and efficient manner. To accomplish this, staff will evaluate
human resources information systems as well as seek out best practices
from both the public and private sector organizations. Human Resources
will review HRIS systems to assist the department with efficiencies for
recruitment, training, employee benefits, and HR data management as well
as improve employee access to their own information.
Additionally, thirty-eight percent (38%) of the City’s first line supervisors
through department heads are eligible to retire now or within the next five
years. In order to plan for these vacancies, Human Resources staff will
continue to work on identifying key personnel with the aptitude and ability to
step into these positions, assist with identifying necessary training and skill development, and encourage
knowledge sharing within and across the organization in order to help ensure a smooth transition.
Goal
To provide professional assistance and guidance to departments in recruitment and retention by developing and
managing a highly qualified workforce that provides quality customer service
Objectives
• Continue working with departments on implementing leadership development
• Complete the implementation of the Employee Recognition Program by working with the employee committee
• Ensure efficiency in Human Resources process for recruitment and new hire processing
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Employee newsletters issued per year
3
2
3
3
Employee newsletters are produced and distributed throughout the year to inform and udpate employees of current events, new
processes/procedures, and other internal matters.
# - Succession Planning Meetings per year
n/a
2
2
2
With the number of eligible retirees increasing, the department is focused on succession planning for a smooth transition and
internal development. This meetings are conducted in a small group format to review potential candidates and duties.
% - Completion of employee recognition program
n/a
10%
50%
100%
The employee recognition program honors employees who have demonstrated exemplary service and a commitment to
excellence.The program will be current by the end of FY 2014-2015 and continually look ing for new ways to recognize employees.
# - Semi-annual New Employee Orientations
1
2
2
New Employee Orientations are provided as a means to educate new hires about the City as a whole operation, processes and
procedures that will assist them in their jobs, and meet colleagues of other departments.
Goal
To improve and streamline the new hire process as efficiently as possible
Objectives
• Ensure efficiency in the new hire process for minimal department interruptions
• Evaluate human resources information systems to increase efficiency and enhance customer service
54
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Complete new hire processing in 10 days
100%
89%
100%
100%
Given the complexities of the hiring process, the goal of 10 days is standard among government agencies of this size. The
department endeavors to complete the process as quick ly and efficiently as possible.
% - Complete recruitment process in 75 business days
n/a
54%
100%
100%
The recruitment process for each new hire is lengthy, from the announcement of open position to the completion of the hiring
process. 75 days is the current standard for government agencies of this size and the department endeavors to complete the
entire process as quick ly and efficiently as possible.
2011-2012
Adopted
1.00
1
1
1
4
Director
Risk Manager
Senior Human Resources Analyst
Human Resources Analyst
Human Resources Technician
Total
2012-2013
Adopted
0.75
0.25
1
1
1
4
2013-2014
Adopted
0.75
0.25
1
1
1
4
2014-2015
Adopted
0.75
0.25
1
1
1
4
Total part-time hours proposed for FY 2014-2015 is 4,836 hours.
Administration
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4203
Unemployment
4204
4205
4206
4211
5101
Contract Services
5104
5107
Physical/Psych Exams
5108
Legal Services
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5208
Postage
5214
5216
Tuition Reimbursement
5217
5218
Recruitment Costs
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5631
5651
6111
6141
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
276,798
53,932
5,073
40,388
4,415
1,020
7,913
17,076
4,176
44,572
$455,364
26,320
6,449
22,159
138,781
4,300
930
165
257
6,089
2,657
9,143
23,032
16
24,338
55
2,612
$267,304
321
39,456
20,076
46,840
$106,693
$829,361
8,531
$837,892
2013-2014
Adopted
399,530
68,843
1,722
61,481
6,488
1,020
11,721
19,500
5,400
43,111
$618,816
13,521
6,604
21,215
80,000
2,500
1,919
435
5,480
19,298
2,640
13,500
24,000
29,874
100
2,600
$223,686
200
45,808
15,660
59,083
$120,751
$963,253
$963,253
2013-2014
Y/E Est
294,422
56,626
3,200
42,243
4,915
1,020
10,902
19,500
5,400
39,309
$477,537
10,000
6,604
19,000
66,500
2,500
1,115
400
5,075
8,000
2,644
10,000
17,260
71
21,000
50
2,329
$172,548
200
45,804
15,660
60,593
$122,257
$772,342
$772,342
2014-2015
Adopted
392,460
82,132
1,722
60,367
6,884
684
14,745
120,120
6,288
43,605
$729,007
63,596
6,769
21,215
70,000
2,500
2,019
435
10,480
15,618
2,800
13,500
24,000
29,874
100
2,500
$265,406
200
67,966
18,780
56,801
$143,747
$1,138,160
100,000
$100,000
$1,238,160
$837,892
$837,892
$963,253
$963,253
$772,342
$772,342
$1,238,160
$1,238,160
55
Var from
FY 2014 Y/E
33.3%
45.0%
(46.2%)
42.9%
40.1%
(32.9%)
35.3%
516.0%
16.4%
10.9%
52.7%
536.0%
2.5%
11.7%
5.3%
81.1%
8.8%
106.5%
95.2%
5.9%
35.0%
39.0%
(100.0%)
42.3%
100.0%
7.3%
53.8%
48.4%
19.9%
(6.3%)
17.6%
47.4%
60.3%
% of
Total
31.7%
6.6%
0.1%
4.9%
0.6%
0.1%
1.2%
9.7%
0.5%
3.5%
58.9%
5.1%
0.5%
1.7%
5.7%
0.2%
0.2%
0.0%
0.8%
1.3%
0.2%
1.1%
1.9%
2.4%
0.0%
0.2%
21.4%
0.0%
5.5%
1.5%
4.6%
11.6%
91.9%
8.1%
8.1%
100.0%
60.3%
60.3%
100.0%
100.0%
HUMAN RESOURCES: RISK MANAGEMENT
The Risk Management Division oversees general liability, workers’
compensation, property insurance, unemployment claims, employee
health benefits programs, safety training/programs and other
wellness initiatives/programs. Risk Management partners with the
Independent Cities Risk Management Authority (ICRMA), an
insurance pool, in order to pool resources to increase purchasing
power for insurance. With the changing insurance markets, ICRMA
and staff continue to seek out cost effective alternatives for
insurance coverage.
The State of California Department of Industrial Relations oversees
the Workers’ Compensation benefits for all employers in the state.
Recently the State Senate and Governor approved an increase in
Workers’ Compensation benefits which will directly affect the City’s budget. With changes beyond the City’s
control, Risk Management is proactively seeking different ways to stabilize costs in the workers’ compensation
budget despite trending losses.
One of Risk Management’s goals for FY 2014-2015 is to implement a City-wide wellness program. Another goal is
to revitalize the City’s safety program to help departments target areas of high risk and protect against accidental
losses. These are a few Risk Management focuses to assist departments in keeping employees healthy and
safe.
Goal
To find different ways to handle Workers’ Compensation claims effectively and efficiently
Objectives
• Continue working with ICRMA, the third Party Administrator and the department to improve the WC process
• Implement a Wellness Program to help employees target health areas
• Safety Program to help reduce accidental loss and keep employees aware of their work situations
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Workers Comp claims review mtgs to reduce costs
2
2
3
3
Discussion on Work ers Compensation (WC) claims in order to seek out ways to help mak e the process more effective, to k eep
on top of any issues with the claims and allow departments to be involved with the WC process.
# - Workers Comp claims open
18
27
22
n/a
Work load Indicator - number of claims are opened in a fiscal year.
# - Workers Comp claims average days open
236
91
282
n/a
Work load Indicator - Average number of days a claims stay open in a fiscal year.
# - Workers Comp claims days lost: sworn positions
1,568
1,913
1,506
n/a
Work load Indicator - How many days a sworn employee is off of work due to an injury on duty. Sworn employees reside in the
Police and Fire departments.
# - Workers Comp claims days lost: non-sworn positions
68
16
40
n/a
Work load Indicator - How many days a non-sworn employee is off of work due to an injury on duty.
% - Wellness program participation*
n/a
n/a
n/a
30%
The employee wellness program is focused on improving employees health and wellness, and ensuring a more balanced and
enjoyable work environment for overall increased productivity.
* New for fiscal year 2014-2015
56
Goal
To ensure Liability claims are efficiently processed
Objectives
• Continue working with ICRMA, the third Party Administrator, Defense Attorneys and the City Attorney to
ensure claims are working through the process
• Work with departments to identify liability areas of high risk and ways to prevent/reduce accidental loss on
City right of way areas
• Review City insurance policies, processes, and verification for contractors and vendors conducting work in the
City and in the City’s right of way areas
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Liability claims review meetings to reduce costs
2
1
2
3
Per a new requirement from the insurance pool we participate in - we are required to meet with the liability Third Party Administrator
and the Independent Cities Risk Management Authority (ICRMA) litigation management representative quarterly. Discussion about
status of claims and potential direction for claims.
# - Liability claims open
7
42
11
n/a
Work load Indicator - number of claims are opened in a fiscal year.
# - Liability claims average days open
219
111
227
n/a
Work load Indicator - average number of days a claim stay open in a fiscal year.
2011-2012
Adopted
1.00
1
2
Director
Risk Manager
Human Resources Technician
Total
Risk Management
Object Description
4101
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5214
5250
Insurance Premiums
5251
Claims Paid
5252
Claims Admin
5253
Faithful Performance Bond
5254
Unemployment Claims
5255
Property Insurance
5501
Telephone
5621
5651
Source of Funds
Total Sources
2012-2013
Adopted
0.25
0.75
1
2
2013-2014
Adopted
0.25
0.75
1
2
2014-2015
Adopted
0.25
0.75
1
2
2012-2013
Actual
102,921
588
21,870
1,126
4,058
2,016
17,647
$150,225
17,352
29,215
100
404
6,066
601,695
2,980,869
123,278
1,937
5,436
366,122
8,253
$4,140,726
9,864
18,736
$28,600
$4,319,551
2013-2014
Adopted
157,465
3,443
24,492
1,834
6,447
1,380
16,886
$211,948
21,001
520
305
1,450
5,000
5,000
698,882
3,610,831
124,004
3,019
75,000
404,106
8,100
$4,957,218
13,088
23,633
$36,721
$5,205,887
2013-2014
Y/E Est
140,970
1,800
21,698
1,958
5,634
1,380
18,801
$192,241
21,027
540
305
1,200
16,513
5,000
706,091
3,300,000
123,372
2,536
13,000
372,453
7,256
$4,569,293
13,092
24,237
$37,329
$4,798,863
2014-2015
Adopted
191,733
3,443
34,246
2,896
7,335
1,608
21,458
$262,719
60,837
440
305
2,445
8,000
5,000
810,000
2,952,000
124,004
2,550
20,000
404,106
8,200
$4,397,887
19,419
22,720
$42,139
$4,702,745
Var from
FY 2014 Y/E
36.0%
91.3%
57.8%
47.9%
30.2%
16.5%
14.1%
36.7%
189.3%
(18.5%)
103.8%
(51.6%)
14.7%
(10.5%)
0.5%
0.6%
53.8%
8.5%
13.0%
(3.8%)
48.3%
(6.3%)
12.9%
(2.0%)
% of
Total
4.1%
0.1%
0.7%
0.1%
0.2%
0.0%
0.5%
5.6%
1.3%
0.0%
0.0%
0.1%
0.2%
0.1%
17.2%
62.8%
2.6%
0.1%
0.4%
8.6%
0.2%
93.5%
0.4%
0.5%
0.9%
100.0%
$4,319,551
$4,319,551
$5,205,887
$5,205,887
$4,798,863
$4,798,863
$4,702,745
$4,702,745
(2.0%)
(2.0%)
100.0%
100.0%
57
58
PARKS AND RECREATION
DEPARTMENT
59
PARKS AND RECREATION
Administration
Recreation Services
Cultural Arts
Sports & Aquatics
Volunteers
Older Adults
Transportation
Total
2012-2013
Actual
$2,427,031
1,817,254
399,459
1,207,109
120,134
251,890
851,072
$7,073,949
2013-2014
Adopted
$2,328,624
1,927,024
604,044
1,554,435
128,608
278,286
729,281
$7,550,302
2013-2014
Estimate
$2,958,194
2,078,383
455,028
1,205,425
135,774
286,059
696,800
$7,815,663
2014-2015
Adopted
$2,891,816
2,234,649
620,898
1,494,261
146,998
333,341
804,307
$8,526,270
Program Revenues
Recreation Services
Cultural Arts
Sports & Aquatics
Older Adults
Total
Full-Time Positions
2012-2013
Actual
$914,389
236,019
1,239,460
55,913
$2,445,781
20
2013-2014
Adopted
$973,276
283,000
1,420,659
58,000
$2,734,935
21
2013-2014
Estimate
$989,560
224,720
1,217,600
59,000
$2,490,880
21
2014-2015
Adopted
$1,020,616
242,000
1,265,500
66,007
$2,594,123
23
2012-2013
Actual
$3,129,457
2,371,434
1,051,511
380,615
140,931
$7,073,949
2013-2014
Adopted
$3,442,942
3,454,739
60,075
592,546
$7,550,302
2013-2014
Estimate
$3,175,461
3,261,884
1,033,718
344,600
$7,815,663
Salaries & Benefits
Capital Outlay
Debt Service
Interfund Transfers
Total
60
2014-2015
Adopted
$3,767,673
3,894,070
271,623
592,904
$8,526,270
PARKS AND RECREATION DEPARTMENT
The Parks and Recreation Department provides a wide variety of programs and services for all ages. These
services are provided through the following department divisions: Administration, Recreation Services, Cultural
Arts, Sports and Aquatics, Volunteers, Older Adults, and Transportation.
The Parks and Recreation Department has a team of twenty-one full time and over one hundred seasonal and
part-time professional staff who provide innovative, collaborative, effective and efficient programs and services.
The Department has adopted the “Parks Make Life Better” brand promise to promote the benefits of Parks and
Recreation. This promise makes lives and the community better now and in the future by providing:
•
•
•
•
•
•
•
Access to the serenity and inspiration of nature, outdoor space to play and exercise
Facilities for self-directed and organized recreation
Positive alternatives for youth which help lower crime and mischief
Activities that facilitate social connections
Human development
The Arts
Life-long learning
Accomplishments
New Programs and Collaborative Efforts
Collaboration efforts include the following organizations which enabled additional programming to be offered:
Beach Cities Health District, Manhattan Beach Rotary Club, AARP; Cal State University, Dominguez Hills; Center
for Healthcare Rights (HICAP), Alzheimers Association, Los Angeles County Department of Mental Health and
the Marriott Golf Club. New programs include: Manhattan Beach Youth Volleyball Club, Junior Golf, Medicare
Counseling, Healthier Living; managing ongoing health conditions, Life Planning, Song Jam Sing-a-Long, Tai-chi,
Art camps, Teen Night Out and cooking classes for special needs participants.
Improved On-line Registration
The user interface for the department’s registration software, ActiveNet, has been reconfigured and enhanced.
The enhancements include a modern re-design, user-friendly categorized menu, and improved search function.
ActiveNet has recognized the City of Manhattan Beach as one of their few Beta testing sites for innovative
practices.
Joint Use Agreement with MBUSD
Through a joint use agreement with the MBUSD, the department has facilitated reservations for all
blacktop/basketball court areas, and reservation and pool operations for Mira Costa Pool during non-school
hours. In addition, aquatics programming has been added to include community lap swim, the Dolphin’s swim
team and partnering with the Women’s Olympic Water Polo team for practices.
Marine Avenue Turf Soccer Field
The Marine Avenue Turf Soccer field was installed in a private/public partnership with AYSO. This new synthetic
turf field will provide much needed field space and allow year-round play.
Manhattan Beach Youth Basketball Donation
The Manhattan Beach Youth Basketball League donated $20,000 for four new basketball hoops along with the
resurfacing/restriping of the Live Oak basketball courts. Two of the new basketball hoops are adjustable,
providing flexibility in programming for youth and adults.
Scout House Agreement
The City approved an MOU with the Manhattan Beach Property Owners and the Manhattan Beach Scouts to
begin the process of fundraising for a new Scout and Senior Facility.
61
PARKS AND RECREATION: ADMINISTRATION
The Parks and Recreation Department provides a
comprehensive level of leisure and community services
to enhance the quality of life for the residents of
Manhattan Beach. The Department strives to provide
these programs in a professional and cost-efficient
manner, while being responsive to changing community
needs and priorities.
The Administration Division oversees all operating
functions of the Department including administration of
capital improvement projects; coordination of the Parks
and Recreation Commission, Library Commission,
Cultural Arts Commission, and ad-hoc committees; budget development; and coordination of City-wide
community events. This division provides vision, direction, and support resources to Department staff and City
Council.
Goal
To respond to community needs by providing the most effective and efficient Parks and Recreation programs, and
the highest level of customer service
Objectives
• Provide excellent customer service for all registrations and reservations
• Increase the number of online registrations for maximum staff efficiency and customer ease
• Enhance and support all on-line reservations through the ActiveNet registration system
• Publish four activity guides and continue to develop an interactive digital City-wide activities guide that
includes hyperlinks, web-clips and interactive pictures
• Implement a new department marketing plan with innovative practices and increased partnerships with local
Manhattan Beach based businesses
• Provide a safe and positive park environment through the department’s Parks Services Enforcement Officer
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Favorable customer rating of registration process
95%
100%
100%
100%
Surveys are administered quarterly via email to all class participants.
# - Online registrations processed
7,761
8,100
9,700
10,000
The number of online registrations processed - Registration for classes can be done in person, by mail, by phone and online. The
City implemented the online registration process in the Summer of 2004.
# - In-house registrations processed
5,164
5,374
7,000
5,000
As online registrations increase, this number is expected to decrease. Most in-house registrations are made by older adults and
those not wishing to pay a convenience fee.
# - Online facility reservations processed
65
68
75
75
The number of online facility reservations processed - Facility reservations are required for use of the Joslyn Center and
Manhattan Heights.
# - In-house facility reservations processed
575
908
800
900
As online reservations increase, this number is expected to decrease. Most in-house reservations are made for facilities that do
not accept online reservations.
The Fiscal Year 2014-2015 budget includes estimated General Fund revenue of $2.6 million from class
registration activities, facility reservations and recreation events, and debt service cost of $0.6 million for the
previous acquisition of the Marine Avenue sports field facility (Land Leases, 7100 object series). Administration
added a full-time Graphic Artist (replacing a part-time Graphic Artist and Intern) due to the increase in marketing
and promotional materials City-wide. The position will also aide in the maintenance and creative expansion of the
City’s website, and ensure quality control and consistency throughout the City’s social media networks.
62
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Director
1
1
1
1
Executive Secretary
1
1
1
1
Recreation Services Manager (allocated)*
Park Services Enforcement Officer
1
1
1
1
Graphic Artist
1
Administrative Clerk II
1
1
1
1
Receptionist Clerk
1
1
1
1
Total
5
5
5
6
* This Recreation Services Manager is charged to multiple programs based on actual time spent in those programs. For purposes of
this budget document, it was historically placed in Administration due to its supervisory by the Director; however to accurately reflect
the financials by program, this position will now show its division among the various programs. Prior years have been adjusted.
Administration
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4203
Unemployment
4204
4205
4206
4211
5101
Contract Services
5102
Contract Personnel
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5207
Advertising
5208
Postage
5210
5214
5217
5218
Recruitment Costs
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5631
5641
5642
5651
6202
Studies Audits & Analysis
6212
6252
CIP Landscape & Site - CYr
7101
Bond Principal
7102
Bond Interest
7103
Bond Administration Fee
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
351,080
38,993
916
64,800
5,578
22,500
5,457
15,012
5,256
57,530
$567,120
24,601
7,050
27,339
954
260
400
1,242
1,075
8,473
26,527
2,317
44
11,782
2,112
56,901
9,765
$180,842
1,272
34,524
47,700
30,012
26,131
112,414
$252,054
$1,000,016
38,199
589,447
418,753
$1,046,400
245,000
13,899
121,717
$380,615
$2,427,031
2013-2014
Adopted
366,775
54,522
6,541
65,081
6,330
24,240
6,531
15,180
5,100
43,107
$593,407
572,959
20,000
1,420
400
90
2,374
350
6,939
26,250
1,036
10,315
1,600
54,698
9,600
$708,031
1,500
78,528
158,460
30,820
23,533
141,799
$434,640
$1,736,078
255,000
255,546
82,000
$592,546
$2,328,624
2013-2014
Y/E Est
323,705
57,022
4,790
52,573
5,242
24,240
6,162
15,180
5,100
43,580
$537,594
568,221
41,062
1,640
274
729
819
200
7,456
26,278
1,036
10,492
1,696
42,457
9,170
$711,530
940
78,528
158,460
30,816
24,936
145,423
$439,103
$1,688,227
100,000
88,700
736,667
$925,367
255,000
6,600
83,000
$344,600
$2,958,194
2014-2015
Adopted
428,102
4,858
5,511
76,583
7,002
16,164
8,737
37,500
5,940
51,918
$642,315
580,675
43,500
1,700
300
90
3,000
200
9,559
26,800
700
8,965
1,600
64,198
9,400
$750,687
1,000
116,514
442,680
48,420
25,974
136,322
$770,910
$2,163,912
135,000
$135,000
265,000
245,904
82,000
$592,904
$2,891,816
$1,380,631
1,046,400
$2,427,031
$2,328,624
$2,328,624
$2,032,827
925,367
$2,958,194
$2,756,816
135,000
$2,891,816
63
Var from
FY 2014 Y/E
32.3%
(91.5%)
15.1%
45.7%
33.6%
(33.3%)
41.8%
147.0%
16.5%
19.1%
19.5%
2.2%
5.9%
3.7%
9.5%
(87.7%)
266.3%
28.2%
2.0%
(32.4%)
(14.6%)
(5.7%)
51.2%
2.5%
5.5%
6.4%
48.4%
179.4%
57.1%
4.2%
(6.3%)
75.6%
28.2%
(100.0%)
(100.0%)
(81.7%)
(85.4%)
3.9%
3625.8%
(1.2%)
72.1%
(2.2%)
% of
Total
14.8%
0.2%
0.2%
2.6%
0.2%
0.6%
0.3%
1.3%
0.2%
1.8%
22.2%
20.1%
1.5%
0.1%
0.0%
0.0%
0.1%
0.0%
0.3%
0.9%
0.0%
0.3%
0.1%
2.2%
0.3%
26.0%
0.0%
4.0%
15.3%
1.7%
0.9%
4.7%
26.7%
74.8%
4.7%
4.7%
9.2%
8.5%
2.8%
20.5%
100.0%
35.6%
(85.4%)
(2.2%)
95.3%
4.7%
100.0%
PARKS AND RECREATION: RECREATION SERVICES
The Recreation Services Division oversees a variety of large community
wide special events, specialty classes, nature and outdoor recreation
activities, facility, park and field reservations and operations, tennis
operations and reservations, REC Program, and The Teen Center.
For 2014-2015, a major focus will be to maintain a high customer
satisfaction rating and increase attendance and participation in family
special events, specialty classes, and REC Afterschool, Teen Center
Programs, and facility reservations. Major initiatives will include
investigating the feasibility of establishing a skateboard park in the City,
establishing a Teen Garden at Manhattan Heights, and additional youth
safety special events, outdoor recreation programs, specialty classes and camps.
Goal
To implement the department’s brand “Parks Make Life Better” promise, core values, vision and missions by
providing a wide range of recreational opportunities through safe and clean parks, facilities, fields and programs
that provide positive physical, social, environmental, and economic benefits to the community
Objectives
• Maintain at least 95% favorable customer satisfaction rating across all program offerings
• Increase special events, specialty class and tennis participation
• Continue to implement “Parks Make Life Better” branding campaign in all division activities
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Specialty classes rated favorably
98%
99%
100%
100%
Specialty classes include, but are not limited to: dog obedience, cook ing and game design. Surveys are administered quarterly via
email to all class participants.
% - Facility reservations rated favorably
97%
100%
100%
100%
Surveys are administered quarterly via email to all class participants regarding the reservation process.
% - Teen Center programs rated favorably
96%
95%
100%
100%
Customer satisfaction with the Teen Center is measured by how well it engages teens in programs that increase physical, social,
and mental well-being. Surveys are administered quarterly via email to the parents of all participants.
% - Playground programs rated favorably
91%
95%
100%
100%
Customer satisfaction for the Playground programs is measured by how well it engages school-age children in programs that
increase physical, social, and mental well-being. Surveys are administered quarterly via email to the parents of all class
# - Specialty class participants
3,295
4,384
3,400
4,500
The number of participants has seen a steady incline as additional specialty classes lik e Kitchen Kids classes and camps, Do U
Dance classes and events, Yoga for Tots, Yoga for Kids, Beginning Bridge, Easybridge! Part II have been added.
# - Family special event participants
21,690
19,312
25,000
23,000
The number of participants who attended Family Special Events - Family Special Events include Family Camp Out, Fishing Derby
and Movie in the Park .
# - Tennis participants
44,673
53,127
45,000
50,000
The number of participants in Tennis programs - The City currently offers a wide range of tennis programs including private
lessons, group classes and tournaments.
For FY 2014-2015, the Division will add a daytime Facility Porter Service (account 5101) due to the increase in
facility usage. Due to multiple activities happening throughout the day, the porter will ensure that the facility is
clean and ready for the next reservation. The daytime porter will ensure that all facilities meet expectations in the
cleanliness of the auditorium, halls, kitchens, meeting rooms and restrooms throughout the day.
Recreation Services will improve and upgrade all facility chairs to correspond with the updates to the Joslyn
Community Center and Manhattan Heights Community Center. The previous chairs have become outdated and
are beginning to wear and tear to a point where older adults have recommended replacement chairs. The addition
of new chairs (account 5217) with the addition of the new facility tables will finalize the updating and new look of
our two largest facilities.
64
To meet facility user needs and enhance a proactive approach to customer service, the Division is adding a
seasonal part-time Recreation Leader I - Facility Attendant to assist the Recreation Supervisor and Park-Building
attendant staff during the morning and early afternoon hours (8am-2pm), Monday - Friday for all tasks in parks
and facilities west of Pacific Coast Highway. The seasonal Recreation Leader I (account 4103) will assist the
Recreation Supervisor in multiple tasks throughout the summer including, but not limited to, purchasing runs at
local vendors, distributing flyers and advertising material for summer events and programs to facilities and local
businesses, and assisting the regular Building-Park attendant with the multiple set-up and breakdowns due to
expanded programming during the summer months.
In addition, 50% of one Recreation Supervisor has been reallocated from Sports and Aquatics to Recreation
Services to better reflect actual work performed.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Recreation Services Manager
1
1
1
1
Recreation Supervisor
2.0
2.0
2.0
2.5
Facilities Reservations Clerk
1
1
1
1
0.25
0.30
0.34
0.37
Administrative Clerk I/II (allocated)*
0.25
0.30
0.34
0.37
Total
4.50
4.60
4.68
5.24
* The Recreation Services Manager and Admin Clerk I/II are charged to multiple programs based on actual time spent in those
programs. For purposes of this budget document, it was historically placed in Administration and Recreation Services, respectively;
however to accurately reflect the financials by program, these positions will now show its division among the various programs. Prior
years have been adjusted.
Recreation Services
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5207
Advertising
5210
5217
5218
Recruitment Costs
5225
Printing
5501
Telephone
5502
Electricity
5503
Natural Gas
5611
Warehouse Services
5621
5641
5642
6111
6141
6212
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$255,578
623,547
4,592
55,744
13,039
2,653
4,308
62,904
$1,022,365
$166,587
134,689
2,505
95
128
8,254
2,278
22,033
1,749
122,462
224
6,787
4,711
216,099
8,014
$696,615
$11,439
73,980
3,576
4,167
$93,163
$1,812,143
$5,111
$5,111
$1,817,254
2013-2014
Adopted
$325,677
632,491
1,643
57,925
14,089
3,333
4,260
68,133
$1,107,552
$361,736
1,300
16,195
6,000
27,750
72,400
1,920
8,080
4,750
211,862
8,052
$720,045
$12,000
52,352
$64,352
$1,891,949
$10,075
25,000
$35,075
$1,927,024
2013-2014
Y/E Est
$332,266
667,151
3,118
56,251
14,798
3,102
4,260
61,244
$1,142,190
$354,552
1,457
25
12,542
9,000
23,097
101,500
1,200
7,275
4,698
239,546
8,606
$763,498
$12,000
52,344
$64,344
$1,970,032
$10,075
98,276
$108,351
$2,078,383
2014-2015
Adopted
$362,796
750,357
1,654
61,474
16,349
3,465
4,968
73,245
$1,274,308
$424,361
1,300
12,662
8,500
26,750
103,900
1,920
7,080
4,800
240,744
8,649
$840,666
$12,000
77,675
$89,675
$2,204,649
30,000
$30,000
$2,234,649
$1,817,254
$1,817,254
$1,927,024
$1,927,024
$1,980,107
98,276
$2,078,383
$2,234,649
$2,234,649
65
Var from
FY 2014 Y/E
9.2%
12.5%
(47.0%)
9.3%
10.5%
11.7%
16.6%
19.6%
11.6%
19.7%
(10.8%)
(100.0%)
1.0%
(5.6%)
15.8%
2.4%
60.0%
(2.7%)
2.2%
0.5%
0.5%
10.1%
48.4%
39.4%
11.9%
(100.0%)
(100.0%)
(72.3%)
7.5%
% of
Total
16.2%
33.6%
0.1%
2.8%
0.7%
0.2%
0.2%
3.3%
57.0%
19.0%
0.1%
0.6%
0.4%
1.2%
4.6%
0.1%
0.3%
0.2%
10.8%
0.4%
37.6%
0.5%
3.5%
4.0%
98.7%
1.3%
1.3%
100.0%
12.9%
(100.0%)
7.5%
100.0%
100.0%
PARKS AND RECREATION: CULTURAL ARTS
The Cultural Arts Division provides the community with visual,
literary, musical, performing and public art programs and
exhibitions.
Visual and performing arts programming is supported by staff
and over 30 contract professionals. Programming is offered year
round at the Creative Art Center, Ceramic Studio, Joslyn Center,
Manhattan Heights, Polliwog Park and at several local studios.
Each location houses programming such as art exhibitions,
lectures and workshops, concerts, ceramic classes, craft,
painting, drawing, dance and performing classes and camps for
all ages and abilities. Staff continues to strategize and develop
art classes that reflect current trends and community interests.
Each of the program areas of the Cultural Arts Division, with the expectation of art exhibitions, is revenue
generating. In addition to the current programs, new art awareness programming will be offered in the area of film
by partnering with local artists, Creative Arts Center, Concerts in the Park, Art Camps, Ceramics, etc.
Goal
To provide quality arts experiences for every member the community for sustainable experiences through arts
education, public programs/performances and exhibitions
Objectives
Maintain quality visual arts classes while being mindful of new technical opportunities in the field
• Increase the enrollment of performing arts programs and Art Adventure Camps, and partnerships with local
artists for arts programs
• Provide a diverse Summer Concerts in the Parks Series which will appeal to participants of all ages while
maintaining donation and sponsorships levels
• Deliver lectures and workshops for each art exhibition and book/poetry readings in local Manhattan Beach
book stores
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Overall programs rated favorably
95%
96%
100%
100%
$ - Concert donation/sponsorship (including in-kind)
$11,088
$11,028
$28,000
$20,000
Total donations received to help offset the costs of the Concerts in the Park , an annual summer series that showcases local
talent at Polliwog Park . The City hosts the free event in conjuction with local sponsors.
# - Total benches donated (goal over time = 44)
14
15
17
25
Number of benches donated by private citizens to the Strand Bench Program. The Strand Bench Program was developed to
enhance the Strand with artist-rendered benches. The cost of these benches are funded through private donations.
# - Creative Arts Center participants
5,800
5,183
5,700
5,100
The number of attendees annually to art exhibitions only. Eight to ten art exhibitions are held throughout the year.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Cultural Arts Manager
1
1
1
1
1
1
1
1
0.15
0.12
0.12
0.12
0.15
0.12
0.12
0.12
Total
2.30
2.24
2.24
2.24
66
Cultural Arts
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5207
Advertising
5217
5218
Recruitment Costs
5225
Printing
5611
Warehouse Services
5621
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$85,372
68,922
1,258
3,268
2,418
158
2,112
13,046
$176,554
$19,960
150,044
184
35
165
694
2,677
21,518
192
1,748
$197,218
$1,027
24,660
$25,687
$399,459
2013-2014
Adopted
$176,755
109,933
1,314
19,593
4,263
2,559
2,100
19,420
$335,937
$207,023
640
200
4,400
3,148
13,855
256
4,715
$234,237
$1,150
32,720
$33,870
$604,044
2013-2014
Y/E Est
$74,436
98,182
1,339
3,850
2,656
258
2,100
12,561
$195,382
$188,968
640
200
4,400
3,673
23,830
256
3,605
$225,572
$1,350
32,724
$34,074
$455,028
2014-2015
Adopted
$178,514
101,808
1,314
30,693
4,202
4,889
2,448
20,049
$343,917
$182,802
640
200
3,000
7,492
28,400
4,750
$227,284
$1,150
48,547
$49,697
$620,898
$399,459
$399,459
$604,044
$604,044
$455,028
$455,028
$620,898
$620,898
67
Var from
FY 2014 Y/E
139.8%
3.7%
(1.9%)
697.2%
58.2%
1795.0%
16.6%
59.6%
76.0%
(3.3%)
(31.8%)
104.0%
19.2%
(100.0%)
31.8%
0.8%
(14.8%)
48.4%
45.9%
36.5%
% of
Total
28.8%
16.4%
0.2%
4.9%
0.7%
0.8%
0.4%
3.2%
55.4%
29.4%
0.1%
0.0%
0.5%
1.2%
4.6%
0.8%
36.6%
0.2%
7.8%
8.0%
100.0%
36.5%
36.5%
100.0%
100.0%
PARKS AND RECREATION: SPORTS & AQUATICS
The Sports, Fitness and Aquatics Division provides a multitude of quality
year-round programs and events encompassing sports and fitness classes,
camps, leagues and tournaments, and a variety of beach and swim
programs for all ages. The division manages a comprehensive aquatics
program at Mira Costa High School and Begg pool, coordinating swim
classes and water safety awareness programs for all ages and abilities, and
schedules use and special events for local, state, and national organizations.
The division manages the sport field allocations in collaboration with the
youth sport organizations. Highlights of the division include: successfully
renovating and opening the Marine Avenue Turf Field; establishing
relationships with pool users and allocating pool space at Mira Costa High
School pool, maintaining divisions revenue at 113% of divisions
expenditures; launching Starting New At Golf (SNAG) program, and
establishing the Manhattan Beach youth volleyball club.
Goal
To promote health and safety throughout the community by providing and managing a variety of recreational
sports facilities, sports leagues, fitness classes, aquatics programs, sports camps/clinics and special events
Objectives
• Maintain a highly favorable rating on swim programs, fitness classes and sport leagues
• Expand aquatics programming at Mira Costa High School to meet the needs of Manhattan Beach community
• Maintain division revenues at 100% of operating expenditures
• Provide special events and tournaments, including the Extreme Muddy Buddy Run, Fathers Day Volleyball
Tournament, Manhattan Beach Open Volleyball Tournament, and International Surf Festival Youth Six Kid
Volleyball Tournament and Charlie Saikley Six Person Volleyball Tournament.
• Collaborate with community partners, agencies and independent contractors to provide facilities and
programming, with high quality instruction year-round
• Continue to develop a wide variety of sport and fitness classes that address the needs of tots, youth and
adults
• Manage the City adult sports leagues and the sports field allocation program in collaboration with youth sport
organizations
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Swim programs rated favorably
98%
98%
100%
100%
% - Aquatics revenue as a % of expenditures
99%
97%
100%
100%
Revenues are derived through seasonal classes and camps, swim team, recreation swim and swim birthday parties. Expenditures
include facility maintenance, full time staffing, part time staffing, supplies and contract services.
# - Sports and fitness class participants
3,023
5,413
6,000
6,000
The number of participants registered in sports and fitness classes. The number of participants has increased over the past few
years due to collaborations with local businesesses to offer programs at their facilities as well as expanded offerings.
# - Adult sports league teams
412
386
400
350
Total number of teams in adult sports leagues. Adult sports league teams include Softball, 7 on 7 and Kick ball.
# - Begg Pool aquatic participants
3,002
2,395
3,000
2,500
Total number of participants registered for aquatic programs at Begg Pool. The appearance of a decline in attendance results from
a change in duration of the class session - the length of classes doubled, resulting in the number of classes and registrations
decreasing. However, the total number of participants per class remains the same.
# - Recreational swim and swim event users
10,209
9,412
10,000
9,500
Total number of swim users for Recreational Swim, water aerobics and lap swim.
Each of the program areas of the Sports, Fitness and Aquatics Division is revenue generating. The Fiscal Year
2014-2015 budget anticipates approximately $1.3 million in gross revenue for the Division which includes sports
leagues, sports and fitness classes, and aquatics. With the City Council approval to expand aquatics
68
programming at Mira Costa High School Pool beginning in September 2013, the Aquatics Division has added a
part-time Pool Manager to assist the Recreation Supervisor in providing supervision to lifeguards and swim
instructors and ensuring a safe and well-rounded aquatics program exists at Begg Pool (account 4103). In
addition, 50% of one Recreation Supervisor has been reallocated from Sports and Aquatics to Recreation
Services to better reflect actual work performed.
Funding for a tennis reservation system (account 6141) has been carried over from the prior year to provide better
service to the tennis community (approximately 45,000 tennis players play at Live Oak Park & Mira Costa High
School annually). The software will allow tennis players to make reservations from the comfort of their own home
on a computer or mobile device, will reduce cash handling, and will increase accurate record keeping and
reservations.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
1
1
1
1
1.0
1.0
2.0
1.5
0.55
0.55
0.51
0.48
0.55
0.55
0.51
0.48
Total
3.10
3.10
4.02
3.46
Sports & Aquatics
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5204
5205
Training
5206
5207
Advertising
5214
5217
5218
Recruitment Costs
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5641
5642
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$197,397
269,071
4,325
37,613
6,822
2,462
2,916
52,022
$572,628
$164,582
320,421
1,625
956
1,441
2,469
9,338
364
105,801
832
7,151
$614,978
$539
14,796
4,167
$19,503
$1,207,109
2013-2014
Adopted
$288,468
239,707
6,684
40,977
7,831
3,363
2,760
34,279
$624,069
$730,290
4,775
5,000
2,500
12,000
133,610
1,500
700
6,500
$896,875
$1,600
26,176
2,190
3,525
$33,491
$1,554,435
2013-2014
Y/E Est
$161,235
255,000
18,085
21,694
6,149
2,347
2,760
35,115
$502,385
$530,000
4,700
3,500
2,500
12,000
110,000
200
6,037
$668,937
$2,000
26,172
2,196
3,735
$34,103
$1,205,425
2014-2015
Adopted
$273,468
307,260
6,684
42,528
8,248
3,611
3,216
31,513
$676,528
$593,990
4,775
4,000
2,500
12,000
144,620
200
6,400
$768,485
$2,000
38,838
5,050
3,360
$49,248
$1,494,261
$1,207,109
$1,207,109
$1,554,435
$1,554,435
$1,205,425
$1,205,425
$1,494,261
$1,494,261
69
Var from
FY 2014 Y/E
69.6%
20.5%
(63.0%)
96.0%
34.1%
53.9%
16.5%
(10.3%)
34.7%
12.1%
1.6%
14.3%
31.5%
6.0%
14.9%
48.4%
130.0%
(10.0%)
44.4%
24.0%
% of
Total
18.3%
20.6%
0.4%
2.8%
0.6%
0.2%
0.2%
2.1%
45.3%
39.8%
0.3%
0.3%
0.2%
0.8%
9.7%
0.0%
0.4%
51.4%
0.1%
2.6%
0.3%
0.2%
3.3%
100.0%
24.0%
24.0%
100.0%
100.0%
PARKS AND RECREATION: VOLUNTEERS
The objective of the City's centrally-coordinated volunteer program is to
increase the level and quality of City services while promoting enrichment
and minimizing expenditures. The Volunteer Program is designed to provide
citizens with job skills, training, personal fulfillment, and opportunities to
become more involved in municipal government. Volunteers offer support to
various City departments including: City Hall ambassadors, general clerical
positions, Older Adult Program volunteers, special event positions,
playground and pool assistants, sports league coaches, and various
positions within the Police Department.
On average, volunteers donate over 18,000 hours of service each year
resulting in a savings of over $400,000 for the City. The American
Association of Retired Persons (AARP) has calculated that the current
average value for volunteering in California is $23.42 per hour, which is an increase from calculations in previous
years.
Goal
To provide a wide range of volunteer opportunities and training to individuals in the community for personal
enrichment, while increasing the level of City services
Objectives
• Increase volunteer opportunities for Older Adults for ongoing related programs
• Reinstate the volunteer ambassador position at the Joslyn Center
• Continue to coordinate with the Police Department to offer annual Volunteer Recognition event(s) for City
volunteers
• Collaborate with schools and community groups to offer volunteer service opportunities that enhance parks
and open space areas in the community
• Offer diverse volunteer opportunities and maintain a high level of volunteer satisfaction
• Meet the volunteer needs of City departments
• Increase the number of volunteer hours for increased savings to the City
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Volunteer experience rated favorably
100%
100%
100%
100%
Short surveys are emailed to volunteers after large events, ask ing volunteers to rate their experience.
# - "Active" volunteers
422
388
400
400
Total number of active volunteers. Active volunteers are defined as those who have volunteered in the past year.
# - New volunteers recruited annually
64
48
80
50
New volunteers are typically recruited for special events, older adult program activities and sports coaching.
# - Hours donated by volunteers annually
18,400
18,955
19,000
19,000
The hours indicated as donated by volunteers annually include ongoing volunteer hours, as well as special event volunteer hours.
$ - Annual savings from use of volunteers
$277,840
$443,926
$290,000
$444,980
American Association of Retired Persons (AARP) has calculated that the current average value for volunteering in California is
$23.42/ hour, which is an increase from calculations in previous years.
# - Events and programs supported by volunteers
30
34
30
34
The majority of events supported by volunteers are in the Older Adults program, as well as City-wide special events.
One to two annual recognition events are held each year to celebrate the year's accomplishments—one for adult
volunteers and the other for youth volunteers. If youth volunteers are not available for an event, movie passes are
purchased as a volunteer gift for the youth volunteers. The Fiscal Year 2014-2015 Parks and Recreation
Volunteer budget includes $13,000 for these events, with the costs shared between the Police and Parks and
Recreation departments. Volunteers continue to be critical to the success of the Older Adults Program activities,
particularly Lunch Bunch, Dine ‘N Discover, Older Adult Health Fair, Flu Shot Clinics, Older Adult sports activities,
arts and culture programs, seminars, income tax assistance program, discussion groups, acting, play reading,
poetry and writing groups, book club, Senior Advisory Committee and subcommittees. Recent volunteers to the
Older Adults Program include Medicare HICAP volunteers.
70
2011-2012
Adopted
1
2012-2013
Adopted
1
2013-2014
Adopted
1
2014-2015
Adopted
1
Volunteers
Object Description
4101
4103
Part-time Salaries
4201
4202
4204
4206
4211
5101
Contract Services
5202
Membership & Dues
5205
Training
5207
Advertising
5217
5218
Recruitment Costs
5501
Telephone
5621
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$78,540
2,791
6,482
1,176
1,882
936
13,439
$105,246
$5,943
184
2,755
604
470
$9,955
$4,932
$4,932
$120,134
2013-2014
Adopted
$86,205
4,177
7,801
1,363
2,164
900
9,149
$111,759
$6,500
250
50
300
1,745
1,000
460
$10,305
$6,544
$6,544
$128,608
2013-2014
Y/E Est
$91,815
4,177
5,738
1,445
2,148
900
12,754
$118,977
$6,500
250
50
300
1,745
1,000
412
$10,257
$6,540
$6,540
$135,774
2014-2015
Adopted
$98,782
4,177
8,074
1,553
2,440
1,044
10,964
$127,034
$6,500
250
300
1,745
1,000
460
$10,255
$9,709
$9,709
$146,998
$120,134
$120,134
$128,608
$128,608
$135,774
$135,774
$146,998
$146,998
71
Var from
FY 2014 Y/E
7.6%
40.7%
7.5%
13.6%
16.0%
(14.0%)
6.8%
(100.0%)
11.7%
(0.0%)
48.5%
48.5%
8.3%
% of
Total
67.2%
2.8%
5.5%
1.1%
1.7%
0.7%
7.5%
86.4%
4.4%
0.2%
0.2%
1.2%
0.7%
0.3%
7.0%
6.6%
6.6%
100.0%
8.3%
8.3%
100.0%
100.0%
PARKS AND RECREATION: OLDER ADULTS
The Older Adults Division provides a variety of quality
programs in the areas of health and fitness, arts and
crafts, table games, outdoor activities, drama,
literature, movies, creative writing, educational
programs, discussion groups, luncheons and dance.
The Fiscal Year 2014-2015 budget addresses a wide
range of programs. There will continue to be monthly
“Dine ‘N Discover” programs, weekly “Lunch Bunch”
programs, and specialized classes and workshops.
The Older Adult Health Fair will be held in May in
conjunction with South Bay Family Health Care, and
will offer free and low cost medical screenings and
information. The Flu Shot Clinic, free to Older Adults,
will be offered in the fall. The Division collaborates with the Alzheimer’s Association, American Association of
Retired People (AARP), Arthritis Foundation, Beach Cities Health District, Braille Institute, Center for Health Care
Rights, L.A. County Department of Health, L.A. County Department of Mental Health, Manhattan Beach Unified
School District, the Rotary Club, and California State University Dominguez Hills, bringing the Osher Lifelong
Learning Institute (OLLI) to Manhattan Beach. New groups led by volunteers include Acting Out Again, Your Book
Club, Let’s Talk Woman to Woman and HICAP Medicare Assistance.
Goal
To provide diverse programs and services to meet the intellectual, leisure, health and creative needs of the older
adult population of Manhattan Beach
Objectives
• Continue to create programs to meet the needs of the older adult population
• Outreach to all older adults in the City of Manhattan Beach by conducting three to four outreach activities
each month, and maintain at least four health & wellness programs a year
• Establish relationships and build a network of service providers to address the needs of older adult residents
of Manhattan Beach
• Initiate and maintain new volunteer ambassador program at Joslyn Center
• Increase volunteer opportunities for older adults in the Older Adults program, including maintaining the new
volunteer ambassador position at the Joslyn Center
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% -Older Adult programs rated favorably
96%
95%
100%
100%
Surveys are distributed to get feedback on older adult activities. Surveys are distributed at Lunch Bunch, health fair, special
classes, seminars, Osher Lifelong Learning Institue and trips. For the current year, a survey will be sent to all 900+ people on the
# - Outreach activities
38
19
36
36
Outreach activities include collaborations with outside organizations lik e CSUDH for OLLI, Medicare for HICAP Counseling, AARP
for Income tax assistance.
# - Health & wellness programs
20
18
20
20
Health and wellness programs include collaborations with outside organizations lik e Braille Institute and Beach Cities Health
District.
# - Health & Wellness programs participants
n/a
1,589
1,500
1500
The number of participants annually in Health & Wellness programs
The Older Adults Program added additional staffing hours for the Senior Recreation Leader II position (account
4103), to plan, coordinate and supervise the growing number of programs, volunteers and participants in the
Older Adults Program. The Division also increased its budget for advertising with the goal of reaching more Older
Adults to attend valuable City Programs (account 5207). Many Older Adults do not leave their homes and would
benefit physically and emotionally from attending many of the programs offered by the City.
72
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Older Adults Programs Supervisor
1
1
1
1
0.05
0.03
0.03
0.03
0.05
0.03
0.03
0.03
Total
1.10
1.06
1.06
1.06
Older Adults
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5207
Advertising
5217
5225
Printing
5611
Warehouse Services
5621
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$70,107
63,429
85
7,691
1,986
2,919
996
15,618
$162,831
$51,879
10,563
1,144
115
919
23,634
504
$88,757
$302
$302
$251,890
2013-2014
Adopted
$77,572
89,106
66
7,112
2,206
3,375
960
8,188
$188,584
$46,850
1,320
250
250
1,700
18,500
1,000
$69,870
$200
$19,632
$19,832
$278,286
2013-2014
Y/E Est
$76,956
89,050
66
7,336
2,289
3,104
960
15,890
$195,651
$49,500
1,320
250
250
2,346
15,910
1,000
$70,576
$200
$19,632
$19,832
$286,059
2014-2015
Adopted
$79,145
107,096
66
6,621
2,550
3,366
1,116
10,959
$210,919
$64,510
1,320
250
250
1,000
6,264
18,500
1,000
$93,094
$200
29,128
$29,328
$333,341
$251,890
$251,890
$278,286
$278,286
$286,059
$286,059
$333,341
$333,341
73
Var from
FY 2014 Y/E
2.8%
20.3%
(9.7%)
11.4%
8.4%
16.3%
(31.0%)
7.8%
30.3%
167.0%
16.3%
31.9%
48.4%
47.9%
16.5%
% of
Total
23.7%
32.1%
0.0%
2.0%
0.8%
1.0%
0.3%
3.3%
63.3%
19.4%
0.4%
0.1%
0.1%
0.3%
1.9%
5.5%
0.3%
27.9%
0.1%
8.7%
8.8%
100.0%
16.5%
16.5%
100.0%
100.0%
PARKS AND RECREATION: TRANSPORTATION
The Transportation Division is funded predominantly by
Proposition "A" Local Return transportation funds. These
monies, which are administered by the Los Angeles
Metropolitan Transportation Authority (MTA), are generated by
a one-half cent sales tax approved by the voters for use in
transportation related services. These services include the
Dial-A-Ride program, bus pass subsidies, recreation bus trips
for all ages, and fixed route bus service provided by both
Ocean Express Trolley and the Beach Cities Transit.
Dial-A-Ride transports customers to a variety of locations
throughout the City including shopping centers, community
centers, and medical facilities, as well as to designated medical
facilities in neighboring communities. Fares are $0.25 one-way
within the City and $0.50 one-way outside the City. The Fiscal
Year 2014-2015 budget includes $20,000 for the continuation of the Ocean Express Trolley and $12,500 for the
continuation of Beach Cities Transit Bus Service.
Goal
To help residents fifty-five and over and those with disabilities maintain their independence and improve their
quality of life by providing safe, responsive and clean transportation
Objectives
• Continue to offer Dial-A-Ride service seven days a week to destinations in Manhattan Beach, as well as five
days a week to select medical facilities
• Collaborate with senior housing facilities to provide effective transportation options for their residents
• Provide driver and dispatch training to improve efficiency, safety and customer service
• Assist the Older Adults Program staff to plan and implement bimonthly local bus trips and offer a flexible
schedule to include after-hours events like the Manhattan Beach Unified School District free events for Older
Adults
• Furnish cab rides to Dial-A-Ride customers to medical facilities when Dial-A-Ride direct service is unavailable,
and fund cab service for Dial-A-Ride customers to medical facilities out of the service area (within a 20 mile
radius), with a maximum of 65 trips per year
• Offer the Older Adults Night on the Town Dinner Program every Wednesday evening
• Continue to obtain a high satisfaction rating of drivers and dispatchers
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Patrons rating drivers favorably
100%
100%
100%
100%
Surveys are distributed to all riders every two years.
# - Registered DAR patrons.
1,264
1,117
1,200
1,200
The number of registered Dial-A-Ride patrons. Dial-A-Ride service is available to all residents age 55 and over, and residents with
disabilities.
# - DAR trips annually
18,899
16,039
19,000
19,000
This is the number of one-way trips provided for Dial-A-Ride patrons.
# - Passenger miles
70,465
65,649
70,000
70,000
This is the total number of miles driven for all passenger trips combined.
# - Bus excursions
64
60
60
60
Bus excursions are funded by Proposition A funds, monies which are administered by the Los Angeles Metropolitan Transportation
Authority (MTA) that are generated by a one-half cent sales tax approved by the voters for use in transportation related services.
Bus excursions are for the general public and people of all ages, and include: the Getty Villa, Mick ey’s Halloween PartyDisneyland, Carlsbad Village Street Fair, and the Rose Parade.
$ - Cost per passenger mile
$8.37
$10.09
$9.00
$9.75
The cost per passenger mile is calculated by dividing the number of passenger miles by the total budget of $662,187.
74
Dial-A-Ride added an additional bus to the existing fleet (account 6131), primarily to accommodate the growing
number of riders who use wheelchairs, thus needing to use the wheelchair lift on the bus. In the past, City pool
cars have been used for busy service days, which is no longer adequate to meet the needs of riders. In addition,
a full-time transportation services operator was added to reduce the number of part-time drivers and maintain the
high level of customer service.
In last year’s budget, the Dial-A-Ride mobile data system was approved to improve data collection and overall
efficiency. This item will be carried forward in the budget, as implementation has not yet occurred (account 6141).
2011-2012
Adopted
2
1
3
Transportation Services Operator
Total
2012-2013
Adopted
2
1
3
2013-2014
Adopted
2
1
3
2014-2015
Adopted
3
1
4
Transportation
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4205
4206
4211
5101
Contract Services
5104
5202
Membership & Dues
5205
Training
5206
5208
Postage
5217
5218
Recruitment Costs
5223
Bus Pass Subsidies
5224
Recreation Bus Trips
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5631
5642
6131
Vehicles
6141
9101
Transfers Out
Total Transfers
Total Expenditures
Source of Funds
Prop A
Measure R Transfer
Total Sources
2012-2013
Actual
$159,895
209,290
3,635
30,106
5,370
66,336
2,808
45,273
$522,712
$43,334
11,509
745
11
1,977
1,621
4,094
17,658
39,688
529
633
$121,797
$408
24,660
12,540
28,024
$25,701
$710,141
$140,931
$140,931
$851,072
2013-2014
Adopted
$160,569
221,800
4,382
30,325
5,641
13,560
2,760
42,597
$481,634
$56,300
11,510
965
2,235
3,360
1,600
3,100
250
16,000
55,000
600
600
$151,520
$250
19,632
27,540
23,705
$71,127
$704,281
$25,000
$25,000
$729,281
2013-2014
Y/E Est
$167,899
221,800
3,000
27,238
5,680
13,560
2,760
41,345
$483,282
$44,300
12,210
965
2,235
3,360
1,603
5,100
14,000
55,000
1,500
555
$140,828
$400
19,632
27,540
25,118
$72,690
$696,800
$696,800
2014-2015
Adopted
$210,691
183,406
4,382
28,856
6,307
6,060
3,216
49,734
$492,652
$47,300
12,210
965
2,235
3,360
1,700
5,390
250
3,000
55,000
600
600
$132,610
$400
29,128
9,000
33,894
$72,422
$697,684
$79,000
27,623
$27,623
$804,307
Var from
FY 2014 Y/E
25.5%
(17.3%)
46.1%
5.9%
11.0%
(55.3%)
16.5%
20.3%
1.9%
6.8%
6.1%
5.7%
(78.6%)
(60.0%)
8.1%
(5.8%)
48.4%
(67.3%)
34.9%
(0.4%)
0.1%
15.4%
% of
Total
26.2%
22.8%
0.5%
3.6%
0.8%
0.8%
0.4%
6.2%
61.3%
5.9%
1.5%
0.1%
0.3%
0.4%
0.2%
0.7%
0.0%
0.4%
6.8%
0.1%
0.1%
16.5%
0.0%
3.6%
1.1%
4.2%
9.0%
86.7%
9.8%
3.4%
3.4%
100.0%
$522,903
328,169
$851,072
$625,314
103,967
$729,281
$696,800
$696,800
$759,687
44,620
$804,307
9.0%
15.4%
94.5%
5.5%
100.0%
75
76
POLICE
DEPARTMENT
77
78
POLICE DEPARTMENT
Administration
Patrol
Investigations
Technical Services
Crime Prevention
Traffic Safety
Jail Operations
Parking Enforcement
Animal Control
Asset Forfeiture
Law Enforcement Grants
Total
Full-Time Positions
2012-2013
Actual
$5,595,094
8,019,788
2,114,786
3,375,546
241,989
1,446,600
549,399
1,355,411
344,891
109,957
137,258
$23,290,717
101
2013-2014
Adopted
$11,810,549
8,125,516
2,336,065
2,438,344
280,885
1,533,754
580,332
1,698,303
323,545
192,615
$29,319,908
105
2013-2014
Estimate
$5,949,408
8,574,471
2,414,655
2,381,317
283,420
1,389,091
550,419
1,648,438
332,882
212,545
129,711
$23,866,357
105
2014-2015
Adopted
$5,387,664
8,577,940
2,640,318
2,454,279
306,155
1,606,424
629,791
1,669,940
323,436
169,023
105,000
$23,869,970
104.8
Salaries & Benefits
Capital Outlay
Debt Service
Total
2012-2013
Actual
$15,916,849
4,639,137
65,681
2,669,050
$23,290,717
2013-2014
Adopted
$17,342,903
5,032,211
50,000
6,894,794
$29,319,908
2013-2014
Estimate
$17,427,492
5,177,034
84,003
1,177,828
$23,866,357
2014-2015
Adopted
$17,693,548
5,225,086
44,000
907,336
$23,869,970
79
POLICE DEPARTMENT
The Manhattan Beach Police Department is a premiere, full-service law enforcement organization. The dedicated
men and women of this Police Department are an integral part of this community, and the community is an
integral part of the Police Department. We count on each other to keep this community safe and to work on
quality of life issues so that residents love living here, businesses thrive, and visitors enjoy their stay.
The Police Department employs approximately 65 sworn and 40 civilian full-time employees, and operates under
two Bureaus - Administration/Investigations and Field Operations.
The Police Department is constantly trying to enhance the way we communicate with our community. Our newest
communication venture is the launch of a Public Safety Notification tool, Nixle, where subscribers can receive text
and email messages directly from the Manhattan Beach Police Department regarding community events and
critical incidents. Since the service was launched on October 1, 2013, the community response has been
tremendously positive. To begin receiving text and/or email alerts and tips from Manhattan Beach Police, sign up
at www.nixle.com.
The partnership between the Police and the community, which includes our fantastic Neighborhood Watch
program, epitomizes the best in community policing. We have one of the most active Neighborhood Watch
programs in the nation, with nearly 500 residents currently participating as Neighborhood Watch block captains,
covering the majority of our four square miles.
We are more than one year into our 2013 – 2015 Strategic Plan and we have much to report on our progress and
accomplishments. The plan was created through the participation of all levels within the Police Department.
Workshops, surveys, and meetings were conducted with sworn and civilian personnel representing every rank
and Bureau. Community input was gathered through interactive community workshops. As a result of the
workshops and planning sessions, three goals were identified:
Goal 1: Our Police Department is a highly effective organization where community members are
engaged and employees have the resources they need to carry out the Department’s mission.
Goal 2: Our employees are trained to deliver the highest levels of police services to the City of
Manhattan Beach.
Goal 3: Our Police Department operates as a professional and committed team of community-minded,
dependable, proactive, responsive, and caring employees.
Within each of these goals are quantifiable objectives and action items which outline how the Department will
work to attain these goals. The success of the Strategic Plan involves the actions of all Department supervisors
and employees, and we are committed to providing excellent service to our community.
•
•
•
•
•
•
•
•
Initiated 2013-2015 Police Department Strategic Plan, completed stated goals by their due dates, and are
reporting progress to the community every six months
Implemented innovative crime fighting efforts to combat the effects of AB109 Realignment with crimereducing results, including: Burglary suppression details, Crime Impact Team, and South Bay AB109
Realignment taskforce participation (Full-time grant-funded assignment)
Re-instituted the Bicycle Patrol Program to augment crime fighting efforts
Implemented the 3/12 patrol work schedule on a trial basis to increase officer presence in the field despite
short staffing. Sworn staffing, performance indicators, and overtime are monitored to ensure operational
effectiveness and efficiency are maintained and enhanced.
Evaluated professional staffing needs and added 4 key civilian positions to maintain and enhance
organizational effectiveness (Information Systems Specialist, Administrative Clerk for the Parking & Animal
Control Desk, Administrative Clerk to manage Public Records Requests and Subpoenas, and an additional
Community Services Officer. All positions have been filled.
Restored participation in Los Angeles Interagency Metropolitan Police Apprehension Crime Taskforce (LA
IMPACT), a full-time assignment which was unfilled for over a year due to short staffing
Expanded PACS Desk hours based on community needs
Coordinated the installation of an ATM machine in a safe location for the public to use (Police Station lobby)
80
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Provided Safe Drug Disposal options for controlled substances (Drug Drop Box in the Police Station lobby
and DEA Take Back Events)
Expanded the use of Social Media through Nixle public notification service
Hosted Community Events to promote Community Engagement: Town Hall Meetings, Neighborhood Watch
Meetings, Coffee with a Cop Program, Open House, Pizza with a Cop Program, Dunk a Cop Event (All
proceeds for the Wounded Warrior Project), Tip-A-Cop Event (All proceeds for the Special Olympics), visits to
the elderly over the holidays, and Map Your Neighborhood Training to name a few
Implemented Community Awareness Campaigns (Distracted Driver Awareness, Lock it or Lose It)
Implemented the Chief’s monthly internal newsletter to enhance internal communications
Conducted Department-wide Training Needs Assessment and Created a Master Training Plan;
Implementation of the plan is in progress.
Recruited and hired excellent staff with a goal to achieve full-staffing levels in coming months
Enhancing investigations through upgraded Cell phone investigation equipment
Improved Traffic Collision Investigation Capabilities through the purchase of and training on Total Station
Forensic Mapping System
Completed the RFP process and are in the process of upgrading the Jail and Station Video System
Expanded Access to free equipment through participation in the Federal Government’s Equipment
Transfer/Sharing Program (1033 Program)
Improved Reverse 9-1-1 system reliability by implementing a hosted solution
Enhanced our Alcoholic Beverage education and enforcement efforts, funded by $43,267 Alcoholic Beverage
Control (ABC) Grant
Deployed additional speed radar signs to augment our speed awareness and education efforts, with plans to
add additional grant-funded radar signs in FY 2014-2015
81
POLICE DEPARTMENT: ADMINISTRATION
The Administration & Investigations Bureau is responsible for the day-to-day
management of law enforcement services to the City of Manhattan Beach.
Functions include Department policy review and development, management of the
Department's budget, implementation of the 2013-2015 Police Department Strategic
Plan, managing communication with the public, payroll and accounting functions,
conducting internal affairs investigations, responding to claims against the City,
responding to citizen complaints, and Department-specific grant funding.
The Personnel and Training Section is funded within this program. Functions
include coordinating training for sworn and civilian personnel, managing testing,
selection, background and hiring of all Department employees, and providing
oversight of Department-issued equipment. This fiscal year, this section will produce
a Master Training plan which outlines training expectations for positions/assignments
within the Department.
The Department continues to maintain 100% compliance with Peace Officer Standards and Training (POST) and
Standards and Training for Corrections (STC) requirements. This training is of direct importance to residents, as it
ensures that officers and staff are prepared and trained to respond to community issues and problems. POST
Training (object 5220) and STC Training (object 5219) are reimbursed in part by the State of California.
The Department has obtained POST certification for several in-house training programs which are mandated for
all sworn officers to attend, including Drivers Training, Arrest and Control Tactics, and Tactical Firearms. These
in-house training courses are delivered at a lower cost and can be tailored to meet Department-specific needs.
Goal
To provide leadership for the Police Department with a focus on development of personnel
Objectives
• Maintain compliance with Peace Officer Standards and Training (POST) and Standards and Training for
Corrections (STC)
• Offer career development and policy and procedure training for sworn and civilian personnel
• Provide in-house training programs to maintain and enhance skills while minimizing operational disruptions
and reducing expenses
• Enhance internal communication
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Compliance with POST & STC Training
100%
100%
100%
100%
The Commission on Peace Officer Standards and Training (POST) and the Commission on Standards and Training for
Corrections (STC) set hiring and training standards for California law enforcement. The Department continually strives to achieve
100% compliance with POST and STC training requirements
# - In-house training programs
15
10
10
10
The Police Department provides several in-house training programs for its officers, many of which are POST certified courses.
These in-house training courses minimize operational disruptions, are delivered at a lower cost, and can be tailored to meet
Department-specific needs.
%- Maintain Vacancy Factor below 5%
8%
6%
<5%
<5%
Continue to recruit and hire qualified individuals to fill Department full-time sworn and civilian vacancies to maintain at least 95%
fully staffed (less than a 5% vacancy factor)
# - Training bulletins to sworn personnel
13
27
18
18
Training bulletins are provided to k eep officers up to date on officer safety issues and case law topics affecting law enforcement.
# - Policy & procedure training
25
48
24
24
Policy and procedure training k eeps officers abreast of changes to Department policy and industry best practices. FY 2012/2013
numbers were high due to policy and procedure updates resulting from the comprehensive review of the Policy Manual, as directed
by the Strategic Plan.
# - Internal Department-wide meetings
n/a
n/a
4
4
Internal department-wide meetings provide an opportunity for interaction between the various divisions and shifts of the department
and serve as an opportunity for the Chief to address topics of mutual interest or concern to Department personnel.
82
Goal
Enhance our communication and collaboration with the community and respond to all who need police services in
the City
Objectives
• Provide leadership in the implementation of the 2013-2015 Police Department Strategic Plan and report
progress to the community
• Enhance communication with the public through social media
• Provide opportunities for positive face-to-face interaction with the public through Department-hosted events
• Continue to provide a high level of service to the community
2011-2012
2012-2013
2013-2014
2014-2015
Performance Measures & Worlkload Indicators
Actual
Actual
Adopted
Adopted
# - Strategic Plan community updates
n/a
n/a
2
2
These biannual updates, posted online and available in hardcopy at the Police front desk and in the City Clerk 's Office, inform the
community regarding the Police Department's progress on achieving the goals and objectives of the 2013-2015 Strategic Plan.
# - Social Media Subscribers/Followers
n/a
n/a
n/a
4,500
The Police Department launched Nixle in October 2013 as a means by which to expand our communication with the public. MBPD
will continue to encourage residents to sign up, with a goal of 4,000 subscribers by the end of Fiscal Year 2014-2015.
# - Social Media Notifications Distributed to the Public
n/a
n/a
n/a
60
The Police Department currently uses Nixle to directly communicate with the public important public safety information, including
public safety press releases, notifications, and tips. We will continue to look for ways to expand communication efforts.
# - Department-hosted Community Events
n/a
7
10
10
To enhance the partnership between the community and the Police Department, numerous events are held throughout the year for
the community to interact with Police personnel (i.e. Open House, Coffee with a Cop, and Town Hall Meetings).
In Fiscal Year 2014-2015, funding includes maintenance and repairs of Department-wide equipment and
technology, transcription services, range maintenance and lead decontamination services, annual gas mask
fittings for field officers, Department policy manual revision and review, and livescan fingerprinting for Police and
City applicants and the public (object 5101). It includes the funding for ammunition, less-than-lethal munitions,
targets for quarterly range training, and firearm repair and replacement (object 5217).
A one-time purchase of 45 replacement Tasers for sworn officers was added to object 5206 in the amount of
$44,465. Tasers are an essential less lethal alternative to other uses of force to neutralize dangerous, combative,
or high-risk subjects who pose a threat to law enforcement officers, innocent citizens, or themselves. The current
inventory of Tasers were purchased in 2007 and are beyond the recommended useful life of five years.
The Fiscal Year 2014-2015 budget also includes $20,000 (object 6111) for replacement of heavily used office
chairs throughout the Station which are showing significant wear due to the 24/7 nature of the Police Department
(including Watch Commanders Office, front desk area, jail, etc.).
The full-time public safety IS Specialist position approved in the FY 2013/2104 budget was reallocated from
Technical Support Services to Administration. Costs are shared with the Fire Department, 80% to Police and
20% to Fire.
2011-2012
2012-2013
Adopted
Adopted
Police Chief
1
1
Captain
1
1
Lieutenant
1
2
Sergeant
1
1
Police Officer
Management Analyst
1
1
Executive Secretary
2
2
Information Systems Specialist*
Total
7.0
8.0
*Moved from Technical Support Services; will also be proportioned with the Fire Department.
83
2013-2014
Adopted
1
1
2
1
1
2
8.0
2014-2015
Adopted
1
1
2
1
1
2
0.8
8.8
84
Administration
Object Description
4101
4102
Sworn Salaries
4103
Part-time Salaries
4111
4112
Overtime Sworn Employees
4201
4202
4203
Unemployment
4204
4205
4206
4211
4212
PERS Sworn Contribution
5101
Contract Services
5104
5107
5108
Legal Services
5109
Background Investigations
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5207
Advertising
5214
5217
5219
STC Training
5220
POST Training
5263
City Funds Match
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
5621
5631
5641
5642
5651
6111
6121
6141
7101
Bond Principal
7102
Bond Interest
7103
7106
Bond Redemption Call
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$200,043
827,842
56,627
3,181
23,773
112,771
15,434
22,504
6,130
1,692,791
7,356
32,393
291,544
$3,292,389
$17,194
1,259
15,925
18,252
9,772
22,309
3,104
1,599
5,859
8,122
19,260
1,555
41,963
4,425
60,560
10,820
30,926
119,542
6,142
11,618
$410,206
$73,980
524,947
4,656
3,379
327,345
$934,307
$4,636,903
$55,166
$55,166
$209,957
204,599
77,892
410,576
$903,025
$5,595,094
2013-2014
Adopted
$209,948
893,705
61,053
3,463
18,772
115,454
17,605
26,940
7,136
2,279,580
3,780
24,078
232,935
$3,894,450
$29,929
1,320
14,175
35,000
4,894
33,290
3,775
1,800
4,980
10,850
19,605
400
1,500
33,530
2,850
49,700
12,683
30,700
120,934
5,802
12,959
$430,676
$111,249
674,880
16,130
4,287
419,373
$1,225,919
$5,551,045
50,000
$50,000
$5,903,276
300,228
6,000
$6,209,504
$11,810,549
2013-2014
Y/E Est
$233,567
771,687
61,000
1,500
18,000
105,913
15,572
26,940
6,991
2,279,580
3,780
27,968
246,080
$3,798,578
$29,900
1,260
13,000
20,000
9,000
25,000
3,850
1,600
5,200
9,000
20,000
100
1,350
36,000
2,850
48,000
16,000
28,586
132,150
6,751
11,802
$421,399
$111,252
674,880
16,128
4,543
430,092
$1,236,895
$5,456,872
$320,777
169,709
2,050
$492,536
$5,949,408
2014-2015
Adopted
$270,895
923,621
60,649
4,021
18,391
132,990
18,972
17,964
7,382
1,657,740
4,404
30,688
261,431
$3,409,148
$32,684
1,260
13,000
25,000
8,960
27,900
3,670
1,650
5,180
8,450
66,419
300
1,500
36,060
2,850
49,700
12,000
30,000
132,810
6,785
12,203
$478,381
$165,068
449,940
16,170
6,811
397,381
$1,035,370
$4,922,899
$20,000
$20,000
281,433
162,232
1,100
$444,765
$5,387,664
Var from
FY 2014 Y/E
16.0%
19.7%
(0.6%)
168.1%
2.2%
25.6%
21.8%
(33.3%)
5.6%
(27.3%)
16.5%
9.7%
6.2%
(10.3%)
9.3%
25.0%
(0.4%)
11.6%
(4.7%)
3.1%
(0.4%)
(6.1%)
232.1%
200.0%
11.1%
0.2%
3.5%
(25.0%)
4.9%
0.5%
0.5%
3.4%
13.5%
48.4%
(33.3%)
0.3%
49.9%
(7.6%)
(16.3%)
(9.8%)
(12.3%)
(4.4%)
(46.3%)
(9.7%)
(9.4%)
% of
Total
5.0%
17.1%
1.1%
0.1%
0.3%
2.5%
0.4%
0.3%
0.1%
30.8%
0.1%
0.6%
4.9%
63.3%
0.6%
0.0%
0.2%
0.5%
0.2%
0.5%
0.1%
0.0%
0.1%
0.2%
1.2%
0.0%
0.0%
0.7%
0.1%
0.9%
0.2%
0.6%
2.5%
0.1%
0.2%
8.9%
3.1%
8.4%
0.3%
0.1%
7.4%
19.2%
91.4%
0.4%
0.4%
5.2%
3.0%
0.0%
8.3%
100.0%
$4,766,906
828,188
$5,595,094
$5,686,648
6,123,901
$11,810,549
$5,541,476
407,932
$5,949,408
$4,999,332
388,332
$5,387,664
(9.8%)
(4.8%)
(9.4%)
92.8%
7.2%
100.0%
85
POLICE: PATROL
Patrol is comprised of three shifts of uniformed police officers that provide services 24 hours a day. Patrol officers
are the first responders to emergencies, and their emergency response time averages approximately two minutes
– when a resident or business calls dispatch with an emergency, the average time it takes an officer to arrive on
scene is two minutes.
Patrol officers respond to immediate and routine service calls, crime-related incidents, and quality of life issues.
They conduct preliminary investigations, collect evidence, and arrest offenders. Other responsibilities include
recovering lost or stolen property, ensuring the safety and protection of persons and property through proactive
and directed patrol, enforcing traffic laws, providing high visibility enforcement during events, rendering aid to the
community as needed, and providing the highest level of quality service through problem solving and communityoriented policing. Officers strive to provide an excellent level of service and take pride in building partnerships with
residents and businesses in the community.
Special programs currently operated under Patrol include K-9 Program, Special Weapons and Tactics (SWAT)
Team, Crisis Negotiation Team, South Bay Platoon, Beach Patrol, Crime Scene Investigations (CSI), Field
Training Officer Program, and Reserve Officer Program.
Goal
To provide fast and efficient response to community emergencies while addressing crime trends in a proactive
manner, reducing crime and the fear of crime, and enhancing the quality of life for residents and visitors
Objectives
• Ensure rapid response times to calls for service, and improve service levels and response times whenever
possible
• Provide the highest levels of service to the community while maintaining a friendly and professional demeanor
• Identify crime trends and provide directed patrols in an effort to reduce crime
• Enhance visibility and communication within the community with footbeat patrols
2011-2012
Actual
1:50
Minutes - Average response time to emergency calls
2012-2013
Actual
2:09
2013-2014
Adopted
2:00
2014-2015
Adopted
2:00
Crimes in progress involving life threatening circumstances and situations that are likely to produce serious b odily injury are classified as
Emergency Calls.
Minutes - Average response time to priority 1 calls
4:44
4:51
4:30
4:30
Priority 1 calls include felony crimes in progress or that have just occurred, or incidents in progress that present the potential for
injury or property damage/loss.
Minutes - Average response time to priority 2 calls
5:41
5:58
5:30
5:30
Priority 2 calls include misdemeanor crimes in progress or that have just occurred, suspicious circumstances with no threat of
injury, and incidents that do not require an officer immediately, but need investigation, mediation, or intervention.
# - Review/Evaluate Sworn Staffing Schedule
n/a
n/a
4
4
Review and sworn staffing and scheduling every three months to most efficiently meet operational requirements; reassign
personnel as needed to meet current and future demands.
%- Reduce Violent Crimes by 3%*
n/a
n/a
n/a 3% Reduction
Part One Violent Crime (Murder, Rape, Robbery, Assault), as defined by the Federal Bureau of Investigations Uniform Crime
Reporting Program
%- Reduce Property Crime by 3%*
n/a
n/a
n/a 3% Reduction
Part One Property Crime (Burglary, Theft, Motor Vehicle Theft), as defined by the Federal Bureau of Investigations Uniform Crime
Reporting Program
# - Foot beat patrols
1,727
2,262
2,000
2,400
The Department deploys foot patrols to combat crime and increase visibility and face to face contact with our community.
86
Calls for
Service
19,624
18,907
17,684
17,049
17,139
17,838
Statistics (Fiscal Year)
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
Officer Initiated
Contacts
32,241
38,849
42,963
34,193
37,840
31,838
Violent
Crime
57
52
55
36
53
62
Property
Crime
1,006
876
892
856
894
899
In response to the uptick in crime resulting from State Assembly Bill 109 (AB109), Fiscal Year 2014-2015 includes
$78,000 in additional funding for crime suppression details (object 4112). These additional funds will help the
Police Department to address current and future impacts of the criminal justice realignment plan on the City of
Manhattan Beach.
K-9 teams are an important part of the Police Department and assist with suspect searches, locating evidence,
finding missing persons and locating illegal drugs. Over the past 30 years, the Police Department has operated
two (and sometimes three) K-9 teams at a time to ensure adequate K-9 availability across all days of the week.
K-9 Kraft retired in January 2014, leaving the Department with only one K-9 team. The one-time purchase of a
replacement K-9 was added to object 5217. Additional funding was also added to object 5205 for basic K-9
handler training for the new K-9 team.
2011-2012
2012-2013
2013-2014
2014-2015
Authorized Full-Time Positions*
Adopted
Adopted
Adopted
Adopted
Captain
1
1
1
1
Lieutenant
2
3
3
3
Sergeant
7
7
7
7
Police Officer
26
28
29
29
Total
36
39
40
40
*Table reflects staffing at time of budget adoption. Personnel changes among programs may occur during the fiscal year.
Patrol
Object Description
4101
4102
Sworn Salaries
4111
4112
4114
Overtime Special Events
4201
4202
4206
4211
4212
5101
Contract Services
5202
Membership & Dues
5204
5205
Training
5206
5217
5501
Telephone
5611
Warehouse Services
5621
5641
5642
7101
Bond Principal
7102
Bond Interest
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$33,696
4,043,932
109
601,117
145,586
470,116
62,250
35,374
3,257
1,388,494
$6,783,931
$18,640
1,059
1,203
11,761
35,202
11,891
376
$80,132
$59
113,405
179,144
422,518
$715,126
$7,579,189
$403,374
37,224
$440,599
$8,019,788
2013-2014
Adopted
4,392,112
2,400
644,211
162,912
462,312
64,281
37,260
1,142,036
$6,907,524
$23,550
1,554
2,965
10,000
35,472
6,750
370
$80,661
58,896
203,350
403,269
$665,515
$7,653,700
$455,857
15,959
$471,816
$8,125,516
2013-2014
Y/E Est
$12,875
4,447,522
1,000
800,000
163,000
516,031
77,213
37,260
1,418
1,247,302
$7,303,621
$41,000
1,350
2,300
13,000
35,500
16,000
331
$109,481
58,896
203,352
427,304
$689,552
$8,102,654
$455,858
15,959
$471,817
$8,574,471
2014-2015
Adopted
4,555,216
1,800
744,268
313,566
521,410
66,536
43,416
1,253,406
$7,499,618
$21,050
1,385
2,585
11,200
35,712
27,450
370
$99,752
87,385
177,320
395,389
$660,094
$8,259,464
$318,476
$318,476
$8,577,940
$8,019,788
$8,019,788
$8,125,516
$8,125,516
$8,574,471
$8,574,471
$8,577,940
$8,577,940
87
Var from
FY 2014 Y/E
(100.0%)
2.4%
80.0%
(7.0%)
92.4%
1.0%
(13.8%)
16.5%
(100.0%)
0.5%
2.7%
(48.7%)
2.6%
12.4%
(13.8%)
0.6%
71.6%
11.8%
(8.9%)
48.4%
(12.8%)
(7.5%)
(4.3%)
1.9%
(30.1%)
(100.0%)
(32.5%)
0.0%
% of
Total
53.1%
0.0%
8.7%
3.7%
6.1%
0.8%
0.5%
14.6%
87.4%
0.2%
0.0%
0.0%
0.1%
0.4%
0.3%
0.0%
1.2%
1.0%
2.1%
4.6%
7.7%
96.3%
3.7%
3.7%
100.0%
0.0%
0.0%
100.0%
100.0%
POLICE: INVESTIGATIONS
The Investigations Section provides services to the community
which ensures professional and thorough investigation of reported
criminal acts. Investigators follow-up on crime reports from Patrol,
and conduct a variety of proactive investigations and enforcement
efforts. Some of these investigations require detectives to conduct
surveillance and undercover operations, work closely with other
agencies, and serve search and arrest warrants.
The detectives investigate many different types of crimes: crimes
against persons, property crimes, fraud/forgery cases, narcoticrelated cases, and juvenile crimes. One officer is assigned as
Court Liaison and is responsible for filing felony and misdemeanor
court packages, issuing subpoenas, and assisting the detectives in
investigating crimes.
Two officers serve as School Resource Officers (SRO) and work at the local schools. They work in collaboration
with school officials to promote a safe environment in and around our local elementary, junior high, and high
schools. The SROs strive to promote harmonious relationships by presenting themselves as positive role models,
maintaining dialogue with students and staff, and participating in school and youth events. They also participate in
after-school and summer programs.
Detectives attend intelligence-sharing meetings with local and regional police and government agencies.
Meetings include robbery, sexual assault, property crime investigation meetings, regional Child Protection Task
Force, and Joint Terrorism Task Force hosted by the F.B.I.
Goal
To conduct thorough and comprehensive investigations leading to the arrest and successful prosecution of
offenders while communicating with crime victims and addressing their concerns
Objectives
• Aggressively pursue leads in an effort to solve crimes, and successfully arrest and prosecute criminals
• Respond proactively to issues and concerns that affect the community, including periodic interviews with local
sex registrants, probationers, and parolees
• Coordinate patrol and detective response to crime trends
• Be responsive and compassionate with crime victims
• Promote and maintain a safe environment in and around the local schools
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Contact victims of assigned cases
100%
100%
>95%
>98%
Detectives mak e every effort to communicate with crime victims to ensure successful prosecution of offenders and to address the
victims' concerns.
# - Fingerprints submitted for analysis
151
141
150
150
Prints lifted at crime scenes are converted into a digital format and analyzed by the Department's Fingerprint Analyst; readable
prints are compared the National Integrated Automated Fingerprint Identification Systems database for matches and identification
%- Maintain Part I crimes clearance > 21%*
21%
24%
>21%
>21%
Part One crimes clearance is defined by FBI’s Uniform Crime Reporting (UCR) Program as the number of part one crimes cleared
by arrest or exceptional means.
# - SRO presentations per school year
19
44
80
80
The School Resources Officers are each to present on average 4 presentations to students and/or parents each month of the
school year.
The Fiscal Year 2014-2015 Contract Services budget (object 5101) includes analysis of fingerprints collected at
crime scenes, sexual assault exams, police online records searches, and radio and technology repair.
88
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Sergeant
1
1
1
1
Police Officer
12
12
11
11
Secretary
1
1
1
1
1
1
1
1
Total
15
15
14
14
*Table reflects staffing at time of budget adoption. Personnel changes among programs may occur during the fiscal year.
Investigations
Object Description
4101
4102
Sworn Salaries
4111
4112
4201
4202
4206
4211
4212
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5204
5205
Training
5206
5217
5501
Telephone
5621
5641
5642
7101
Bond Principal
7102
Bond Interest
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$98,249
1,041,128
72,634
142,679
16,674
13,678
14,867
352,129
$1,752,038
$4,675
5,475
525
2,283
90
6,738
8,404
9,664
$37,854
$69,048
39,348
69,293
$177,689
$1,967,581
$134,767
12,437
$147,204
$2,114,786
2013-2014
Adopted
$102,307
1,216,180
452
120,252
162,545
20,036
14,280
11,137
295,646
$1,942,836
$21,930
715
2,650
1,400
9,349
6,895
9,400
$52,339
$85,072
65,100
61,472
$211,644
$2,206,819
$124,874
4,372
$129,246
$2,336,065
2013-2014
Y/E Est
$108,296
1,249,516
118,500
150,821
20,481
14,280
11,955
348,856
$2,022,705
$18,000
680
2,650
1,400
9,300
6,800
8,569
$47,399
$85,068
65,100
65,136
$215,304
$2,285,408
$124,875
4,372
$129,247
$2,414,655
2014-2015
Adopted
$107,373
1,355,385
484
122,041
180,018
22,216
16,632
12,305
381,366
$2,197,820
$21,590
755
3,150
1,400
9,349
6,895
9,200
$52,339
$126,223
76,050
100,645
$302,918
$2,553,077
$87,241
$87,241
$2,640,318
Var from
FY 2014 Y/E
(0.9%)
8.5%
3.0%
19.4%
8.5%
16.5%
2.9%
9.3%
8.7%
19.9%
11.0%
18.9%
0.5%
1.4%
7.4%
10.4%
48.4%
16.8%
54.5%
40.7%
11.7%
(30.1%)
(100.0%)
(32.5%)
9.3%
% of
Total
4.1%
51.3%
0.0%
4.6%
6.8%
0.8%
0.6%
0.5%
14.4%
83.2%
0.8%
0.0%
0.1%
0.1%
0.4%
0.3%
0.3%
2.0%
4.8%
2.9%
3.8%
11.5%
96.7%
3.3%
3.3%
100.0%
$2,114,786
$2,114,786
$2,336,065
$2,336,065
$2,414,655
$2,414,655
$2,640,318
$2,640,318
9.3%
9.3%
100.0%
100.0%
89
POLICE: TECHNICAL SUPPORT
The Technical Support Services Section processes and maintains all reports
produced by police personnel, including crime, arrest, and traffic reports. Working
24 hours a day, staff-members greet visitors at the main lobby of the public safety
facility, answer phones, process evidence, and enter stolen property, vehicles,
missing persons, and warrants into local and regional databases. They frequently
provide statistical data and assist officers in locating information pertinent to their
investigations, including running criminal background checks of suspects and
arrested persons, and preparing documents which aid in prosecution of criminals.
The Section also prepares local crime statistics for State and Federal agencies,
assembles report packages for filing cases with the District Attorney's office,
transfers information and bail money to court, and processes all citations and
warrants that are issued.
Technology is utilized to enhance the tracking of stored evidence and property,
resulting in a more efficient and secure property and evidence retention process.
Audits are performed regularly to ensure that property held as evidence is
accurately labeled and stored.
Goal
To greet the public, maintain records, process evidence, enter data into local and regional computer databases,
respond to subpoenas and requests for documents, prepare court packages and submit required reports and
documents, and provide support to other Department Sections and outside agencies
Objectives
• Conduct audits of property held as evidence and of stolen property and missing persons reports in
conjunction with the Department of Justice
• Efficiently enter and manage data for various Department needs using the Records Management System;
assist officers in gathering data for field investigations
• Provide continued support for the jail and officers in conducting matron duties
• Timely prepare monthly crime reports and respond to public records requests
• Continually review, update, and revise Department forms to ensure completeness, currency, and viability
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Random audits of property held as evidence*
1,509
130
120
120
Random audits are performed regularly to ensure that property held as evidence is accurately labeled, track ed, and stored. Fiscal
year 2011-2012 numbers were unusually high because it included audits of all property held as evidence.
% - Uniform Crime Report completed by 15th of month
100%
100%
100%
100%
Timely completion of the monthly Uniform Crime Report for the FBI; uniform crime statistics collected for the FBI’s Uniform Crime
Reporting (UCR) Program.
% - Public records requests responded to within 10 days
100%
100%
100%
100%
Timely response to public records requests
% - Public records requests completed within 10 days
n/a
n/a
n/a
95%
Timely completion of public records requests within 10 days, whenever possible.
# - Department forms reviewed/edited/revised
24
22
24
24
Ensure Department forms are complete, current, and viable.
The Fiscal Year 2013-2014 budget includes additional part-time hours for Records Technician/Matrons to assist
the Records Manager with property and evidence management and fulfilling an increasing number of records
requests (object 4103). The full-time Information Systems Specialist has been reallocated 80% to the Police
Administration budget and 20% to the Fire Administration budget to support the entire public safety facility.
Contract services (object 5101) includes Department-wide photocopier, scanner, fax, and printer usage,
maintenance and repairs to station video security system, shredding services, emergency subscriber telephone
list updates, and service agreement for livescan fingerprint machine.
90
Dispatch and communications operations are contracted through the South Bay Regional Public Communications
Authority (SBRPCA), which provides emergency dispatch and communication functions for both Police and Fire
services (object 5106).
2011-2012
Adopted
1
1
9
11
Police Records Manager
Police Services Officer
Police Records Technician/Matron
Administrative Clerk I
Information Systems Specialist
Total
2012-2013
Adopted
1
1
9
11
2013-2014
Adopted
1
1
9
1
1
13
2014-2015
Adopted
1
1
9
1
12
Technical Support
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5104
5106
SBRPCA Communications
5202
Membership & Dues
5204
5206
5208
Postage
5210
5212
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
7101
Bond Principal
7102
Bond Interest
7103
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$637,514
65,194
19,414
103,580
10,141
1,727
10,296
99,854
$947,718
$48,042
56,442
1,139,157
145
4,909
4,984
4,288
3,608
7,566
9,541
2,974
$1,281,657
$665
54,252
$54,917
$2,284,292
$1,083,750
1,967
5,537
$1,091,253
$3,375,546
2013-2014
Adopted
$770,296
35,000
17,079
121,733
12,595
1,985
10,080
83,267
$1,052,035
$40,360
60,540
1,157,752
300
5,375
7,300
5,200
1,600
100
5,160
13,650
2,900
$1,300,237
$1,000
85,072
$86,072
$2,438,344
$2,438,344
2013-2014
Y/E Est
$714,267
40,000
17,500
104,345
10,820
1,855
10,080
80,986
$979,853
$54,000
60,500
1,157,752
250
7,100
7,000
5,230
1,600
6,500
13,000
2,664
$1,315,596
$800
85,068
$85,868
$2,381,317
$2,381,317
2014-2015
Adopted
$714,113
47,252
17,522
118,216
11,471
2,033
11,736
81,481
$1,003,824
$57,815
64,995
1,157,752
255
5,775
7,100
5,500
1,600
6,160
13,650
2,830
$1,323,432
$800
126,223
$127,023
$2,454,279
$2,454,279
$3,375,546
$3,375,546
$2,438,344
$2,438,344
$2,381,317
$2,381,317
$2,454,279
$2,454,279
91
Var from
FY 2014 Y/E
(0.0%)
18.1%
0.1%
13.3%
6.0%
9.6%
16.4%
0.6%
2.4%
7.1%
7.4%
2.0%
(18.7%)
1.4%
5.2%
(5.2%)
5.0%
6.2%
0.6%
48.4%
47.9%
3.1%
3.1%
% of
Total
29.1%
1.9%
0.7%
4.8%
0.5%
0.1%
0.5%
3.3%
40.9%
2.4%
2.6%
47.2%
0.0%
0.2%
0.3%
0.2%
0.1%
0.3%
0.6%
0.1%
53.9%
0.0%
5.1%
5.2%
100.0%
100.0%
3.1%
3.1%
100.0%
100.0%
POLICE: COMMUNITY AFFAIRS (FORMERLY CRIME PREVENTION)
The Community Affairs Section strengthens relations between the
Police Department and the public, disseminates press releases,
interfaces with the media, provides a variety of crime prevention and
safety programs, manages the false alarm program, and coordinates
volunteer activities. The Neighborhood Watch Program, Victim
Assistance Team (VAT), and Volunteers in Policing (VIP) are three
invaluable volunteer programs coordinated out of the Crime
Prevention Section.
Neighborhood Watch, together with the Crime Prevention Section and
Manhattan Beach Fire Department, offers disaster response training
for neighborhoods known as Map Your Neighborhood (MYN). This
specialized training helps prepare residents to care for themselves and their neighborhoods in the event of a
disaster. The active participation of nearly 500 block captains in the Neighborhood Watch Program, coupled with
new and innovative programs like the Map Your Neighborhood program, helps to maintain strong neighborhoods
and improve quality of life in the community.
False burglary and robbery alarms are a daily occurrence, and Manhattan Beach police officers respond to over
one thousand false alarm calls each year. Managed out of the Community Affairs Section since 2004, the False
Alarm Reduction Program proactively addresses the problem by educating alarm owners on the impact that false
alarms have on public safety and implementing a fee schedule for repeated false alarms. Since the inception of
this program, false alarm occurrences have decreased by more than 50%.
Goal
To educate residents and businesses about crime prevention techniques to help them protect themselves and
their property, provide assistance to crime victims, reduce the number of false alarm calls, and maintain a positive
and progressive work place for our volunteers who contribute thousands of hours of work for the welfare and
safety of the entire community
Objectives
• Present crime prevention and safety presentations to residents, businesses, and community groups
• Coordinate Department and community-based events and volunteer programs
• Support Neighborhood Watch activities
• Provide assistance and referrals to crime victims
• Reduce the incidence of false alarm activations through the management of the false alarm program and
issuance of alarm permits
• Produce and distribute press releases, and maintain contact with local media
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Neighborhood Watch Meetings
39
30
36
36
Support the Neighborhood Watch Program and enhance communication with the community through Neighborhood Watch
meetings (block , area, and City-wide meetings).
# - Neighborhood Watch volunteer hours
11,031
12,482
11,000
11,000
Encourage and support Neighborhood Watch events, training, and programs; communicate regularly with block captains and area
coordinators, and ensure that they share this information with their neighbors.
# - Victim Assistance Team volunteer hours
1,320
891
1,200
1,000
Activate the Victims Assistance Team to support victims of crime, as needed; provide support to Victim Assistance Team
activities and training; provide the team the necessary resources to complete notifications to crime victims, as directed.
# - Volunteers in Policing (VIP) Hours
n/a
2,505
1,500
2,500
Manage the Volunteers in Policing program; facilitate opportunities for volunteers to provide support to police activities and events;
support the volunteer program through training opportunities; recruit new volunteers.
# - False alarms
978
983
<1000
<1000
Reduce false alarm activations through the management of the false alarm program
# - Police Department Press Releases
33
27
24
36
Maintain communication with the media through distribution of press releases regarding significant incidents, arrests, and events.
92
The Fiscal Year 2014-2015 budget includes funding for the annual Volunteer Appreciation Dinner, Youth
Volunteer Appreciation Event, Police Department Open House, Police Memorial Ceremony, Community Police
Academy, and National Night Out. It also includes Child Safety information and pamphlets, Child Fingerprinting
Kits, and handouts/supplies for community presentations, station tours, Victim Assistance, Neighborhood Watch,
Volunteers in Policing, and other community events (Object 5217).
2011-2012
Adopted
1
Police Officer
2012-2013
Adopted
1
2013-2014
Adopted
1
2014-2015
Adopted
1
Community Affairs
Object Description
4102
Sworn Salaries
4103
Part-time Salaries
4112
4201
4202
4206
4212
5101
Contract Services
5104
5202
Membership & Dues
5205
Training
5206
5217
5225
Printing
5501
Telephone
5621
7101
Bond Principal
7102
Bond Interest
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$107,433
19,603
2,477
17,992
1,746
912
37,734
$187,896
$2,360
3,150
280
988
1,099
13,990
701
136
$22,703
$19,728
$19,728
$230,327
$10,676
985
$11,661
$241,989
2013-2014
Adopted
$109,737
33,293
6,677
18,055
2,151
1,020
30,782
$201,715
$3,200
5,470
315
1,500
1,100
14,925
1,600
140
$28,250
$39,264
$39,264
$269,229
$11,262
394
$11,656
$280,885
2013-2014
Y/E Est
$117,631
25,000
8,000
18,675
2,147
1,020
32,432
$204,905
$3,200
4,650
320
1,500
1,200
15,000
1,600
125
$27,595
$39,264
$39,264
$271,764
$11,262
394
$11,656
$283,420
2014-2015
Adopted
$116,007
33,293
6,863
19,600
2,245
1,188
32,154
$211,350
$3,200
4,670
420
1,725
1,700
15,225
1,600
140
$28,680
$58,257
$58,257
$298,287
$7,868
$7,868
$306,155
$241,989
$241,989
$280,885
$280,885
$283,420
$283,420
$306,155
$306,155
93
Var from
FY 2014 Y/E
(1.4%)
33.2%
(14.2%)
5.0%
4.6%
16.5%
(0.9%)
3.1%
0.4%
31.3%
15.0%
41.7%
1.5%
12.0%
3.9%
48.4%
48.4%
9.8%
(30.1%)
(100.0%)
(32.5%)
8.0%
% of
Total
37.9%
10.9%
2.2%
6.4%
0.7%
0.4%
10.5%
69.0%
1.0%
1.5%
0.1%
0.6%
0.6%
5.0%
0.5%
0.0%
9.4%
19.0%
19.0%
97.4%
2.6%
2.6%
100.0%
8.0%
8.0%
100.0%
100.0%
POLICE: TRAFFIC SAFETY
The Traffic Section is responsible for the enforcement of State
and local traffic laws, the investigation of traffic collisions, and
traffic control management within the City of Manhattan
Beach. It also performs directed traffic enforcement in
identified areas of concern.
Since traffic is one of the community's greatest concerns,
officers spend a significant amount of time addressing the
issues brought to their attention. Using directed enforcement
details, DUI checkpoints, commercial enforcement, and traffic
data surveys, officers can address these issues identified as
potential problems that could negatively impact the
community.
Manhattan Beach is host to many special events, including Six Man Volleyball Tournament, Manhattan Beach
Open, Holiday Fireworks and Pier Lighting, Hometown Fair, Pumpkin Race, Tour de Pier and many more.
Special events deployment is overseen by the Traffic Sergeant and special event operational plans are reviewed
annually to ensure the safety of residents and visitors.
The Traffic Section maintains communication with the community through the Area Traffic Officer Program and
attendance at community meetings. The Area Traffic Officer Program divides the City into four beats, assigning a
traffic officer to each beat. Citizens and local businesses are provided with the officer's name and contact number
for their area. This gives citizens direct contact with a traffic officer who will address their concerns.
In partnership with the City Traffic Engineer and other City staff, the Traffic Section analyzes traffic patterns within
the City and works to minimize traffic problems. This includes exploring traffic calming measures and working to
reduce traffic collisions by ensuring the safe movement of vehicles and pedestrians throughout the City. The use
of speed trailers, message boards, and patrols provide motorists with added awareness of traffic laws. When
deployed in areas identified as having frequent traffic violations or collisions, these traffic calming measures can
help to change motorist behavior and encourage safe driving habits.
The Traffic Section participates in the South Bay Regional DUI Task Force, a group of officers representing
agencies across the South Bay who participate in monthly deployments, DUI checkpoints, and DUI-related
warrant sweeps. The Task Force is funded by a State grant from the Office of Traffic Safety (OTS).
Goal
To enforce traffic laws and work with the public and City Traffic Engineer to promote safe and efficient traffic flow
throughout the City
Objectives
• Promote traffic safety through enforcement and education
• Increase officer availability and efficiency with the deployment of speed radar trailers and pole-mounted
speed radars
• Work with other City departments to ensure effective traffic management and pedestrian movement, including
safe movement of vehicles and pedestrians around schools
• Utilize traffic calming measures, proactive enforcement, and education to reduce the number of traffic
collisions
• Identify issues and communicate with the public regarding traffic concerns
• Manage special events deployment and operational plans
94
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Hours portable speed trailer(s) deployed
6,478
8,323
5,500
8,000
Increase officer availability and efficiency with the deployment of speed radar trailers to educate drivers on safe driving speeds
# - Speed Radar signs deployed on poles year-around
1
2
4
4
Utilize traffic calming tools to mak e drivers aware of speed laws and to encourage safe speeds
# - Traffic enforcement details
36
94
40
80
Implement directed traffic enforcement details to address identified problems and to educate drivers on safe driving habits (i.e.
pedestrian safety, cell phone / distracted driving violations, seat belt safety)
# - School Zone Patrols
n/a
n/a
n/a
100
Encourage safe movement of vehicles and pedestrians in and around school zones through education and enforcement
%- Reduction in Traffic Collisions
13%
(15%)
(5%)
(5%)
Utilize traffic calming measures and proactive enforcement to ensure safe movement of vehicles and pedestrians; in partnership
with the Traffic Engineer, analyze traffic patterns and work to minimize traffic problems through traffic calming measures. A
negative percentage indicates a reduction in traffic collisions, a positive percentage indicates an increase in traffic collisions.
# - Community Meetings Attended by Traffic Officers
44
54
48
48
Work with the community to address traffic concerns and problem-solve issues
% - Special Events Operation Plans Reviewed Annually
100%
100%
100%
100%
Manhattan Beach is host to numerous special events. Special event operational plans are reviewed annually to ensure the safety
of residents and visitors
The Fiscal Year 2014-2015 contract services budget (object 5101) includes funding for crossing guard services at
21 locations throughout the City to ensure the safe passage of children to and from school, private security
services to augment police staffing at special events, and maintenance and repairs to radar equipment and
portable alcohol screening devices.
2011-2012
Adopted
1
1
5
7
Lieutenant
Sergeant
Police Officer
Total
Traffic Safety
Object Description
4102
Sworn Salaries
4112
4201
4202
4206
4212
5101
Contract Services
5202
Membership & Dues
5205
Training
5206
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5641
5642
7101
Bond Principal
7102
Bond Interest
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Adopted
1
5
6
2013-2014
Adopted
1
5
6
2012-2013
Actual
$621,655
55,384
52,161
9,524
5,448
212,362
$956,534
$230,181
6,665
4,222
2,349
700
$244,118
$630
29,592
43,980
96,438
$170,640
$1,371,292
$68,945
6,362
$75,307
$1,446,600
2013-2014
Adopted
$683,305
98,566
58,968
10,383
6,240
163,380
$1,020,841
$240,100
36
565
9,875
4,137
2,000
700
$257,413
$500
52,352
55,150
74,926
$182,928
$1,461,182
$70,117
2,455
$72,572
$1,533,754
2013-2014
Y/E Est
$568,666
85,000
42,857
9,286
6,240
157,743
$869,792
$242,000
200
9,000
5,500
2,000
627
$259,327
$500
52,356
55,152
79,392
$187,400
$1,316,519
$70,117
2,455
$72,572
$1,389,091
2014-2015
Adopted
$693,476
95,296
71,796
10,536
7,272
195,709
$1,074,085
$252,000
36
565
8,960
4,787
2,000
700
$269,048
$500
77,676
59,060
77,069
$214,305
$1,557,438
$48,986
$48,986
$1,606,424
$1,446,600
$1,446,600
$1,533,754
$1,533,754
$1,389,091
$1,389,091
$1,606,424
$1,606,424
95
2014-2015
Adopted
1
5
6
Var from
FY 2014 Y/E
21.9%
12.1%
67.5%
13.5%
16.5%
24.1%
23.5%
4.1%
182.5%
(0.4%)
(13.0%)
11.6%
3.7%
48.4%
7.1%
(2.9%)
14.4%
18.3%
(30.1%)
(100.0%)
(32.5%)
15.6%
% of
Total
43.2%
5.9%
4.5%
0.7%
0.5%
12.2%
66.9%
15.7%
0.0%
0.0%
0.6%
0.3%
0.1%
0.0%
16.7%
0.0%
4.8%
3.7%
4.8%
13.3%
97.0%
3.0%
3.0%
100.0%
15.6%
15.6%
100.0%
100.0%
POLICE: PARKING ENFORCEMENT
Parking Enforcement duties are provided by Community Services Officers and include
enforcing local and State parking regulations, providing traffic control at traffic collisions
and crime scenes, participating in parking utilization surveys, assisting at DUI
checkpoints, and enforcing municipal code violations (e.g. illegal dumping of debris into
the storm drain system, construction site violations, leaf-blower violations, Strand/bike
path violations, etc.).
Community Services Officers respond to parking complaints and calls for service, and
are proactive in the implementation of new programs which address community parking
concerns, including providing special parking enforcement patrols when needs are
identified. During special events and summer weekends, Community Services Officers
help with traffic and parking management by overseeing street closures, directing pedestrians at intersections,
and educating event participants of local parking laws.
Over time, Community Services Officers have been tasked with more duties to assist officers and fire personnel to
increase their availability for calls for service. They are also tasked with education and enforcement of many
municipal code violations, including leaf blowers, oversized vehicles, Strand/bike path enforcement, sidewalk
parking, etc. Community Services Officers also work in partnership with other City departments to ensure
efficient parking management. This includes meeting regularly with the Community Development Department,
general contractors, and sub-contractors to address construction parking issues. They conduct joint code
enforcement inspections, provide input to special event planners for parking management, and assist in
enforcement of environmental laws.
Goal
To promote quality of life in the City through effective enforcement of parking laws and regulations that provide for
the safe and efficient flow of traffic, emergency access and turnover of parking spaces in both residential and
commercial areas
Objectives
• Provide consistent and efficient enforcement of parking laws and ordinances, and ongoing education to the
public regarding parking restrictions
• Promptly identify and address parking concerns
• Be responsive to the parking needs of residents and businesses
• Work with other City departments to ensure effective parking management
• Assist police officers, traffic officers, and other departments with the management of special events/details
• Ensure compliance of parking regulations to promote turnover, maintain quality of life and provide a safe
environment for residents and visitors.
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Directed parking enforcement details
256
348
250
300
Implement directed park ing enforcement details to address identified problems and to educate residents and visitors regarding
local park ing regulations and to be responsive to park ing issues and needs of residents and businesses.
# - Bike, EPMD, and Foot Patrols
n/a
n/a
n/a
300
Deploy foot patrols, bik e patrols, and Electric Personal Mobility Device (EMPD) patrols to increase visibility and face to face
contact with our community.
# - School Zone Patrols
n/a
n/a
n/a
200
Encourage safe park ing habits and safe movement of vehicles in and around school zones through education and enforcement
# - Assists to Patrol, Traffic, and other City departments
n/a
n/a
n/a
1,200
Provide assistance to Patrol, Traffic, and other City departments: Includes traffic control at traffic collision or crimes scenes;
conducting park ing utilization surveys; and enforcement of municipal code violations (i.e. construction site violations, leaf blower
violations, and illegal dumping violations, etc.)
# - Community presentations
11
4
10
4
Update and educate the community on services and issues regarding park ing; work with the community to address park ing
concerns and problem-solve issues
% - Accuracy of parking citations issued
99.8%
99.8%
>99.5%
>99.5%
Audit citations issued; ensure accurate and appropriately documented park ing citations
% - 72-hr violations checked within move date
100%
100%
100%
100%
Vehicles park ed on public streets are required to be moved within 72 hours; all vehicles mark ed for 72 hour park ing violations will
be check ed within the must-move date to ensure park ing turnover.
96
The Fiscal Year 2014-2015 budget includes funding for part-time, seasonal Community Services Officers (object
4103) who are deployed as needed for summer weekends, holidays and major events. With the addition of the
new full-time Administrative Clerk in Fiscal Year 2013-2014, the Police Department has been able to expand
Parking and Animal Control Desk coverage to Monday through Friday, 8:00 a.m. to 6:00 p.m.
2011-2012
Adopted
1
11
12
Sergeant
Community Services Officer
Administrative Clerk I
Total
2012-2013
Adopted
1
11
12
2013-2014
Adopted
1
12
1
14
2014-2015
Adopted
1
12
1
14
Parking Enforcement
Object Description
4101
4102
Sworn Salaries
4103
Part-time Salaries
4111
4112
4201
4202
4205
4206
4211
4212
5101
Contract Services
5104
5205
Training
5206
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5631
5641
5642
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$604,103
141,797
131,983
25,566
3,153
138,355
11,224
12,024
11,208
93,962
49,679
$1,223,054
$4,903
16,375
9,952
1,507
9,602
2,912
$45,251
$54
19,728
1,680
41,316
24,329
$87,106
$1,355,411
2013-2014
Adopted
$732,162
146,359
104,105
24,366
4,407
162,227
13,560
178,200
11,100
80,890
40,992
$1,498,368
$7,600
17,200
150
10,222
30,155
10,700
3,000
$79,027
$200
45,808
1,680
52,640
20,580
$120,908
$1,698,303
2013-2014
Y/E Est
$680,236
154,449
125,000
22,000
6,800
137,098
12,149
178,200
11,100
77,863
42,753
$1,447,648
$7,200
17,200
150
10,600
30,000
10,500
3,005
$78,655
$200
45,804
1,680
52,644
21,807
$122,135
$1,648,438
2014-2015
Adopted
$728,963
152,771
114,509
24,890
5,655
167,992
13,201
116,580
12,924
85,349
42,468
$1,465,302
$7,200
17,200
150
10,680
1,955
10,700
3,000
$50,885
$200
67,966
4,800
54,450
26,337
$153,753
$1,669,940
$1,355,411
$1,355,411
$1,698,303
$1,698,303
$1,648,438
$1,648,438
$1,669,940
$1,669,940
97
Var from
FY 2014 Y/E
7.2%
(1.1%)
(8.4%)
13.1%
(16.8%)
22.5%
8.7%
(34.6%)
16.4%
9.6%
(0.7%)
1.2%
0.8%
(93.5%)
1.9%
(0.2%)
(35.3%)
48.4%
185.7%
3.4%
20.8%
25.9%
1.3%
% of
Total
43.7%
9.1%
6.9%
1.5%
0.3%
10.1%
0.8%
7.0%
0.8%
5.1%
2.5%
87.7%
0.4%
1.0%
0.0%
0.6%
0.1%
0.6%
0.2%
3.0%
0.0%
4.1%
0.3%
3.3%
1.6%
9.2%
100.0%
1.3%
1.3%
100.0%
100.0%
POLICE: ANIMAL CONTROL
Animal Control Officers are responsible for handling animal welfare incidents,
facilitating veterinary care for injured animals, and providing for the safe return of
lost animals to their owners. All lost and stray domesticated animals taken into
custody are checked for identifying implanted chips; every effort is made to return
animals to their owners. Animal Control Officers also educate pet owners about
the enforcement of municipal code ordinances related to dogs-at-large, animal
bites, dog licensing, barking dogs, and leash laws.
Animal sheltering and disposition are provided by the Society for the Prevention of
Cruelty to Animals Los Angeles (SPCA-LA), an independent, nonprofit animal welfare organization with a primary
shelter location in Hawthorne, California (budgeted in object 5101). Animals whose owners cannot be located are
taken to the SPCA-LA, which shelters the stray animals and makes every effort to find adoptive families.
Deceased animals found on roadways or along the beach, or deceased pets of residents, are brought to SPCALA for disposition.
Animal Control Officers attend training classes which keep them well-informed about current animal control laws
and regulations, techniques on how to pick up loose animals and control an aggressive animal, the proper
transportation methods for injured animals, the care and feeding of the animals in their care, and the maintenance
of a clean and healthy kennel. Manhattan Beach Animal Control Officers also coordinate with other state,
municipal, and private animal welfare agencies to remain current on new laws, regulations, and animal health
issues.
Self-initiated contacts with the public are a common practice throughout a shift. This interaction with residents and
visitors helps with the education of local animal control regulations. Officers also conduct frequent checks at our
Dog Parks, present educational seminars, assist the Finance Department with maintaining current dog licensing
information, and participate in community special events to promote awareness of animal safety.
Goal
To provide quality animal control services to our residents while educating the community about laws, regulations
and animal diseases
Objectives
• Identify issues and communicate with the public regarding animal concerns
• Continually offer animal control training classes and informational bulletins for officers
• Provide pet education, conduct directed enforcement, and dog bite investigations
• Facilitate the safe return of pets to their owners
• Communicate with the public regarding animal laws and issues
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Dog Park Patrols
478
223
420
365
Perform patrols at dog park s, provide educate regarding park rules, and ensure the safety of dogs and their owners
# - Animal Control training and updates for officers
16
13
12
12
Training is provided to k eep patrol officers up to date on animal-related topics and issues
# - Self-initiated Services/Investigations
1,100
948
1,000
1,000
Animal Control Officers are encouraged to proactively initiate services, contacts, and investigations, including identifying
opportunities to educate residents and visitors regarding local animal control regulations
% - Domestic animals returned to owner
66%
60%
75%
75%
Facilitate the safe return of pets to their owners, including check ing every stray animal for microchips and posting lost animals to
the lost and found pet page of the city website.
# - Community presentations
6
6
6
6
Present educational seminars and participate in community special events to promote awareness of animal safety
This year’s proposed budget includes additional funding for training, allowing each officer to attend a one-time
basic animal control academy and an annual safe animal handling update course offered by the SPCA-LA.
98
2011-2012
Adopted
3
Animal Control
Object Description
4101
4111
4201
4202
4205
4206
4211
5101
Contract Services
5205
Training
5206
5217
5611
Warehouse Services
5631
5641
5642
Source of Funds
General Fund
Total Sources
2012-2013
Adopted
3
2013-2014
Adopted
3
2012-2013
Actual
$193,100
5,251
26,781
2,926
27,696
2,808
27,780
$286,344
$8,674
2,746
1,661
3,705
$16,786
$288
1,680
23,124
16,670
$41,762
$344,891
2013-2014
Adopted
$195,186
6,927
28,135
2,760
11,700
2,760
19,546
$267,014
$9,880
2,600
2,000
2,950
$17,430
$200
1,680
23,120
14,101
$39,101
$323,545
2013-2014
Y/E Est
$205,366
5,800
27,929
3,038
11,700
2,760
21,494
$278,087
$9,650
500
1,800
2,900
$14,850
$200
1,680
23,124
14,941
$39,945
$332,882
2014-2015
Adopted
$196,029
5,948
29,652
2,760
6,060
3,216
20,940
$264,605
$9,720
2,600
2,000
2,950
$17,270
$200
4,800
23,120
13,441
$41,561
$323,436
$344,891
$344,891
$323,545
$323,545
$332,882
$332,882
$323,436
$323,436
99
2014-2015
Adopted
3
Var from
FY 2014 Y/E
(4.5%)
2.6%
6.2%
(9.2%)
(48.2%)
16.5%
(2.6%)
(4.8%)
0.7%
420.0%
11.1%
1.7%
16.3%
185.7%
(0.0%)
(10.0%)
4.0%
(2.8%)
% of
Total
60.6%
1.8%
9.2%
0.9%
1.9%
1.0%
6.5%
81.8%
3.0%
0.8%
0.6%
0.9%
5.3%
0.1%
1.5%
7.1%
4.2%
12.8%
100.0%
(2.8%)
(2.8%)
100.0%
100.0%
POLICE: JAIL OPERATIONS
The Manhattan Beach Police Department jail is a short-term, Type 1 facility
mainly used for housing arrestees awaiting arraignment in court, after which,
arrestees are either transferred to County jail or released on bail, bond, or their
own recognizance.
Jailers are on duty 24 hours a day and are assigned duties to provide for the
booking, housing, and welfare of inmates. In cases where prisoners have not
posted bail or bond, jailers transport prisoners to court for arraignment
proceedings. Jailers obtain DNA samples from eligible arrestees where required
by State Proposition 69. Samples are sent to the State of California DNA bank
to help identify felony suspects and solve serious crimes.
Each year, various agencies such as the Los Angeles County Grand Jury and
the County Board of Health conduct jail inspections in line with Title 15 jail
standards. In addition, staff conducts regular safety inspections of the jail to ensure equipment and maintenance
issues are up to date and meet safety regulations. Jail management’s goal is to provide adequate care and
custody of inmates in the jail facility and provide staff with the necessary training and resources to safely carry out
those duties.
Goal
To provide a safe and secure environment for inmates and staff while assuring the rights of inmates afforded by
statue and policy
Objectives
• Comply with all State and County jail regulations
• Provide on-going professional training to all jail staff
• Conduct DNA collection from eligible arrestees
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Compliance with all State/County jail inspections
100%
100%
100%
100%
Each year, various agencies such as the Los Angeles County Grand Jury and the County Board of Health conduct jail inspections
in line with Title 15 jail standards
# - In house Jail safety inspections
12
12
12
12
Staff conducts in-house safety inspections of the jail to ensure equipment and maintenance issues are up to date and that the jail
facility and operations meet all applicable local, state, and federal jail safety standards and regulations
% - DNA collection from eligible arrestees
100%
100%
100%
100%
Jailers obtain DNA samples from eligible arrestees, where required by State Proposition 69. Samples are sent to the State of
California DNA bank to help identify felony suspects and solve serious crimes.
In Fiscal Year 2014-2015, the Police Department budget includes funding for blood-alcohol lab analysis of DUI
suspects, inmate pre-booking medical screenings and emergency medical care, jail cleaning services to meet
Health Code requirements, and Los Angeles County booking fees (object 5101). The Jail budget also includes
inmate meals, uniforms, and repair/maintenance of jail equipment and security systems (object 5217), and the
one-time replacement of the Jail’s automated jail/cell door system (object 6141).
2011-2012
Adopted
5
100
2012-2013
Adopted
6
2013-2014
Adopted
6
2014-2015
Adopted
6
Jail Operations
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4206
4211
5101
Contract Services
5206
5217
5611
Warehouse Services
5621
6141
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$314,712
1,399
55,447
50,306
4,295
5,628
48,250
$480,037
$16,872
5,144
12,509
$34,526
$312
34,524
$34,836
$549,399
$549,399
2013-2014
Adopted
$369,766
1,457
48,480
57,338
4,610
5,520
40,949
$528,120
$20,990
3,900
7,320
$32,210
$370
19,632
$20,002
$580,332
$580,332
2013-2014
Y/E Est
$340,561
50,000
58,470
4,465
5,520
37,621
$496,637
$23,000
3,800
7,000
$33,800
$350
19,632
$19,982
$550,419
$550,419
2014-2015
Adopted
$372,695
486
48,480
62,308
4,662
6,432
42,710
$537,773
$27,530
3,900
7,090
$38,520
$370
29,128
$29,498
$605,791
$24,000
$24,000
$629,791
$549,399
$549,399
$580,332
$580,332
$550,419
$550,419
$629,791
$629,791
101
Var from
FY 2014 Y/E
9.4%
(3.0%)
6.6%
4.4%
16.5%
13.5%
8.3%
19.7%
2.6%
1.3%
14.0%
5.7%
48.4%
47.6%
10.1%
14.4%
% of
Total
59.2%
0.1%
7.7%
9.9%
0.7%
1.0%
6.8%
85.4%
4.4%
0.6%
1.1%
6.1%
0.1%
4.6%
4.7%
96.2%
3.8%
3.8%
100.0%
14.4%
14.4%
100.0%
100.0%
POLICE: ASSET FORFEITURE / GRANTS
The Asset Forfeiture fund has been established in accordance
with Federal and State requirements to account for revenues
derived from monies and property seized in drug-related incidents.
The primary purpose of narcotics asset forfeiture is to deter drugrelated crimes by depriving criminals of the profits and proceeds
acquired through illegal drug transactions. The forfeiture laws are
intended to be harsh on those individuals distributing drugs and
are designed to enhance the enforcement revenues provided to
Federal, State, and municipal agencies.
Proceeds from asset forfeitures are designed to provide law
enforcement with equipment and resources to supplement but not
supplant the Department's normal operating budget. Asset
Forfeiture funds can be used in support of front-line law
enforcement purposes, as approved by the Chief of Police.
The Police Department also receives monies through the
California Supplemental Law Enforcement Services (SLES)
Fund. These funds are designed to supplement but not supplant the Police Department operating budget. In
Fiscal Year 2012-2013, funds were expended on communications equipment for patrol vehicles and field officers,
law enforcement software, and front-line law enforcement equipment.
Goal
Deter drug-related crimes by depriving criminals of the profits and proceeds acquired through illegal drug
transactions
Objective
• Fund new equipment and resources to enhance front-line law enforcement, as afforded by State and Federal
Asset Forfeiture laws
Asset Forfeiture/Grants
Object Description
4112
4201
4202
5101
Contract Services
5104
5202
Membership & Dues
5204
5205
Training
5206
5210
5217
6121
6141
Total Expenditures
Source of Funds
Asset Forfeiture
SLES Grant
Total Sources
2012-2013
Actual
$6,556
256
95
$6,907
$33,243
18,289
9,204
169,056
$229,792
$236,699
10,515
$10,515
$247,214
2013-2014
Adopted
$30,000
$30,000
$35,800
9,424
75
1,200
20,000
9,600
12,516
74,000
$162,615
$192,615
$192,615
2013-2014
Y/E Est
$24,000
1,475
191
$25,666
$30,000
12,500
6,000
22,500
161,587
$232,587
$258,253
$84,003
$84,003
$342,256
2014-2015
Adopted
$30,023
$30,023
$35,800
15,000
7,200
12,000
174,000
$244,000
$274,023
$274,023
$109,957
137,258
$247,214
$192,615
$192,615
$212,545
129,711
$342,256
$169,023
105,000
$274,023
102
Var from
FY 2014 Y/E
25.1%
(100.0%)
(100.0%)
17.0%
19.3%
(100.0%)
20.0%
(46.7%)
7.7%
4.9%
6.1%
(100.0%)
(100.0%)
(19.9%)
% of
Total
11.0%
11.0%
13.1%
5.5%
2.6%
4.4%
63.5%
89.0%
100.0%
100.0%
(20.5%)
(19.1%)
(19.9%)
61.7%
38.3%
100.0%
FIRE
DEPARTMENT
103
FIRE DEPARTMENT
Administration
Prevention
Fire Operations
Emergency Medical Services
Support Services
Total
Full-Time Positions
2012-2013
Actual
$3,051,748
784,265
4,670,781
2,876,173
98,012
$11,480,980
31
2013-2014
Adopted
$7,983,638
587,283
5,832,157
2,240,197
451,812
$17,095,087
31
2013-2014
Estimate
$2,245,629
644,096
5,930,253
1,993,237
497,043
$11,310,259
31
2014-2015
Adopted
$3,110,516
770,231
6,013,123
1,705,259
622,107
$12,221,236
32.2
Salaries & Benefits
Capital Outlay
Debt Service
Total
2012-2013
Actual
$8,357,901
1,515,738
59,497
1,547,845
$11,480,980
2013-2014
Adopted
$8,644,531
1,729,429
230,785
6,490,342
$17,095,087
2013-2014
Estimate
$8,528,139
1,774,205
234,541
773,374
$11,310,259
2014-2015
Adopted
$9,006,111
1,948,798
632,000
634,327
$12,221,236
104
FIRE DEPARTMENT
The mission of the Manhattan Beach Fire Department is to preserve life, property, and the environment through
decisive action, strong leadership, teamwork, and dedicated community partnerships. The vision for the
Department is “Manhattan Beach Firefighters shall be innovative leaders, engaged members in the community,
and accountable and decisive in their actions.”
The Manhattan Beach Fire Department is the City’s lead department in emergency response training, including
the Federal-mandated National Incident Management System (NIMS) and Standardized Emergency Management
System (SEMS). The Department maintains and updates the City’s Hazard Mitigation Plan and Emergency
Operating Center procedures.
The Fire Department provides local, area, and state level leadership through participation in various organizations
and committees, including the California Fire Chiefs, Los Angeles Area Fire Chiefs, South Bay Fire Chiefs,
League of California Cities, Los Angeles Area, Fire Marshals, Southern Division of the Fire Prevention Officers,
Los Angeles Area G Operations and Training Committees, Area G and Los Angeles County Emergency
Managers group, and many more.
•
Emergency Operations Center Exercise
•
Public Safety Open house
•
Grants- Beach Cities ($29,364), Homeland Security ($77,000 Smart Classroom and $43,000 radios)
•
CERT- 50 academy graduates
•
JAC Sub-committee purchased $10,000 in training equipment
•
Town Hall meetings- Map Your Neighborhood, Neighborhood Watch
•
Personal Protective Equipment Program- second set of turnouts and compliant cleaning policy
•
Fire Reserves- hired new19 and 8 resigned to accept full time firefighters’ positions
•
New Command vehicle
•
Telestaff software for payroll and daily roster
•
Quarterly Newsletter
•
Citywide CPR and AED Training- 96 city employees completed
•
Firefighter Training- over 14,000 hours, including 1,300 in paramedic
•
Three Strike Team Deployments (Madison, Powerhouse, and Springs fires)
•
Advanced CERT Rescue Training- heavy rescue and trauma triage
•
Number of emergency responses- 3,309 (2113 EMS/Rescue)
•
Sidewalk CPR campaign- trained 186 people in hands-only CPR
•
2013 Fire Department Volunteer Recognition Muster
•
Fire Prevention Inspections completed – 960
•
Completed Fire Apparatus Engineer promotional examination
105
FIRE: ADMINISTRATION
The primary mission of Fire Administration is to support the activities of each of the
Department’s Divisions: Fire Prevention, Fire Operations, Emergency Medical
Services, and Support Services. The Fire Chief manages the Administrative
Division and is responsible for providing equipment, training, resources, and
financial management to achieve the department’s goals. This is accomplished
through procurement, budgetary control, information management, strategic
planning, supporting volunteer programs, and management of local and area
emergencies.
The Administration Bureau establishes annual priorities with the Office of the City
Manager to maximize operational efficiencies and service expectations, and with
the Finance Department to minimize the financial impact to the community.
Goal
Support organizational and individual career goals for managers and line supervisors, reduce workplace injuries
by implementing a nationally recognized health and safety program, and ensure city employees complete
federally mandated Incident Command System (ICS) classes
Objectives
• Ensure employees complete scheduled physicals compliant with National Fire Protection Association
standards
• Develop training and educational programs for personal safety and workplace hygiene
• Create a worksite inspection program to reduce common workplace hazards
• Provide specific and customized training using qualified instructors and a structured programs
• Create individualized achievement profiles for participating employees to measure effectiveness of the
program
• Provide instruction and training for city employees to complete ICS training
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Avg training hours in leadership & mgmt techniques*
n/a
n/a
20
20 hours
Administration is focused on succession planning and the career development of its internal work force. Average training hours are
on a per person basis for Battalion Chiefs and Fire Captains.
# - Reduce hrs timeoff for work-related injuries/illnesses*
n/a
n/a
n/a
2,592 hours
Fire Administration has assigned a Health and Safety Officer to develop a compliant program using a National Fire Protection
Association Program.
% - City employees completing ICS mandated training*
n/a
n/a
n/a
95%
Public employees are required by state and federal law to have a level of disaster training appropriate to their role and
responsibilities.
* New for FY 2014-2015
Goal
Increase participation for department volunteers by providing challenging opportunities and meaningful training
Objectives
• Provide fire academy and firefighter recruit level training to the volunteer Fire Reserves to prepare them for
full-time positions
• Provide CERT academy and advanced emergency preparedness training to CERT volunteers to keep team
members engaged, qualified, and challenged
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Annual Volunteer hours
n/a
n/a
11,500
12,000
The department is investing time, money, and resources in support of our volunteer corps. We believe that if we create positive
experiences and meet the expectations of the volunteer, the city,community and volunteer will all benefit.
106
Goal
Enforce the adopted fire fee schedule to offset the general fund expenditures used to support the fire department
Objectives
• Review the adopted fee schedule and bill appropriately to recovery costs of services
• Research fee types and amounts used by fire department that deliver similar services
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Increase in fire service fee revenue
n/a
n/a
4%
4%
The division is focused on increasing the efficiency of the collection process for fire service fees in an effort to offset the
increasing cost of providing services. This effort includes the implementation of a user fee study.
In an effort to provide better oversight and accounting for overtime, Fire Administration has better detailed the
type and amount of training under each budgeted program. Fire Administration started using Telestaff for payroll
and maintaining daily rosters, and detailed overtime reports can be provided. In FY 2014-2015, the Information
Systems Specialist originally budgeted 100% in the Police Department will be split 80% in Police and 20% in Fire
to serve the entire public safety facility. Leadership and Coaching training has been added to provide individual
and group training, and counseling for managers and line supervisors. This training will help individuals deal with
personnel issues, personal productivity, team building, and career planning.
Overtime
With some very minor exceptions, overtime can be placed in three categories: minimum constant staffing,
mandated by labor law or contractually, and discretionary.
Minimum constant staffing applies to the majority of overtime (approximately 80%), and is used to staff the daily
nine positions (one Battalion Chief, two Fire Captains, two Fire Apparatus Engineers, and four firefighters) in the
fire stations. Roster vacancies due to personal or sick leave, work-related injury, or administrative requirement
where positions are filled by using overtime to maintain a minimum staffing level of nine.
Mandated or contractual is the second most used type of overtime (approximately 10%). Under the federal law,
the Fair Labor Standards Act (FLSA) requires that any hours worked over 53 hours per week are paid at the
overtime rate (time and a half). The average workweek for firefighters is 56 hours, so under FLSA about 5% of the
firefighter’s annual salary is paid at the overtime rate. Contractual overtime is used for personnel to maintain
required certifications, and each firefighter has the option of taking one training class per year.
The third use of overtime is discretionary (approximately 10%), and includes meetings, conferences, special
projects, fire investigations, training required by fire management, and other times when deemed necessary for
efficiently running the Fire Department.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Fire Chief
1
1
1
1
Executive Secretary
1
1
1
1
Information Systems Specialist*
0.2
Total
2.0
2.0
2.0
2.2
* Information Systems Specialst was approved in FY 2013-2014 in the Police Department. Beginning in FY 2014-2015, this position
will be assist in the operations of the entire Public Safety facility, and will be split 80% in Police and 20% in Fire.
107
108
Administration
Object Description
4101
4102
Sworn Salaries
4103
Part-time Salaries
4112
4201
4202
4203
Unemployment
4204
4205
4206
4211
4212
5101
Contract Services
5104
5106
5107
5108
Legal Services
5109
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5214
5217
5501
Telephone
5503
Natural Gas
5611
Warehouse Services
5621
5631
5641
5642
5651
6121
6141
6212
7101
Bond Principal
7102
Bond Interest
7103
7106
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Capital Improvement
Total Sources
2012-2013
Actual
$66,248
191,329
15,622
30,239
3,915
3,480
4,375
712,692
1,512
10,214
63,790
$1,103,416
$24,214
32,160
379,723
2,099
5,896
2,414
(473)
11,140
1,886
10,137
2,635
4,794
21,892
4,287
$502,804
$87
9,864
64,440
5,448
1,690
122,754
$204,283
$1,810,503
$31,416
$31,416
$519,070
200,444
79,738
410,576
$1,209,829
$3,051,748
2013-2014
Adopted
$67,109
207,115
60,672
30,224
4,474
2,700
5,117
527,460
900
7,389
45,977
$959,137
$52,150
32,742
385,917
3,800
2,800
6,605
2,300
5,600
2,500
23,650
4,009
$522,073
$200
19,632
76,860
5,450
1,429
157,265
$260,836
$1,742,046
100,000
$100,000
$5,837,660
297,932
6,000
$6,141,592
$7,983,638
2013-2014
Y/E Est
$70,169
205,417
55,000
28,863
5,035
2,700
4,727
527,460
900
7,728
57,285
$965,284
$46,000
32,742
385,917
2,500
3,800
3,304
4,500
2,000
4,600
2,500
330
21,336
4,632
$514,161
19,632
76,860
5,448
1,514
161,285
$264,739
$1,744,184
76,823
$76,823
$255,160
167,412
2,050
$424,622
$2,245,629
2014-2015
Adopted
$80,357
214,935
41,125
106,560
32,710
5,065
1,800
5,198
786,960
1,044
9,209
51,418
$1,336,381
$55,530
38,510
385,917
800
614
3,800
2,979
8,430
2,300
5,600
3,500
6,000
21,500
4,655
$540,135
$200
29,128
79,920
5,450
1,362
149,018
$265,078
$2,141,594
$100,000
$470,000
$570,000
$235,591
162,231
1,100
$398,922
$3,110,516
Var from
FY 2014 Y/E
14.5%
4.6%
(25.2%)
13.3%
0.6%
(33.3%)
10.0%
49.2%
16.0%
19.2%
(10.2%)
38.4%
20.7%
17.6%
(100.0%)
(9.8%)
87.3%
15.0%
21.7%
40.0%
1716.5%
0.8%
0.5%
5.1%
48.4%
4.0%
0.0%
(10.0%)
(7.6%)
0.1%
22.8%
30.2%
30.2%
(7.7%)
(3.1%)
(46.3%)
(6.1%)
38.5%
% of
Total
2.6%
6.9%
1.3%
3.4%
1.1%
0.2%
0.1%
0.2%
25.3%
0.0%
0.3%
1.7%
43.0%
1.8%
1.2%
12.4%
0.0%
0.0%
0.1%
0.1%
0.3%
0.1%
0.2%
0.1%
0.2%
0.7%
0.1%
17.4%
0.0%
0.9%
2.6%
0.2%
0.0%
4.8%
8.5%
68.9%
3.2%
15.1%
18.3%
7.6%
5.2%
0.0%
12.8%
100.0%
$2,223,560
828,188
$3,051,748
$1,859,737
6,123,901
$7,983,638
$1,837,698
407,931
$2,245,629
$2,252,185
858,331
$3,110,516
22.6%
110.4%
38.5%
72.4%
27.6%
100.0%
109
FIRE: PREVENTION
The major function of the Fire Prevention Division is to prevent
fires and reduce fire loss. This is accomplished by adopting and
enforcing the California Fire Code (with local amendments),
providing routine annual inspections, completing plan checks,
conducting permit inspections, issuing permits, providing public
education, and delivering other prevention services as needed.
The most effective way to protect people and property from the
hazards of fires is to prevent fires from occurring. Through
comprehensive inspection and education programs, the Fire
Prevention Division reduces the number of fires and fire loss in
the community. The role of the Fire Prevention program has
evolved from dealing strictly with fire safety issues to educating
the public on topics such as home and workplace safety.
The motion picture industry operates fifteen sound stages and other supporting infrastructure in the City of
Manhattan Beach. Motion picture and television productions are dynamic and often times require the Division to
provide immediate fire prevention services so they can maintain their complex schedules. The studios provide
funding for one-half of the Fire Inspector’s time, as well as reimburse for the cost of on-site fire personnel.
A major Division activity for the coming year will be to develop ways to improve the permit inspection program.
There are about 1,500 inspection required annually. The goal is to develop the inspection and permit fee program
to support personnel to complete all scheduled inspections and offset General Fund subsidy of inspection costs.
Currently, permit fee revenue covers only about half of the program expenses.
Goal
Develop a comprehensive, efficient, and self-sustaining fire inspection and permit fee program
Objectives
• Create an inspection inventory of building and processes that require scheduled fire inspections
• Return in-house review of tenant improvement and special event plans in a timely manner
• Inspect fire protection systems to assure functionality and reliability
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - City occupancies inspected
n/a
65%
100%
1500
Fire Code requires annual inspections of many occupancies and processes. Additionally, new construction projects will require
multiple re-inspections before Fire Prevention approves a certificate of occupancy.
% - On-site plan check completed in 5 working days
n/a
100%
100%
100%
Quick turn-around of construction plans saves developers and homeowners time and money. Improves construction efficiency for
residential and commercial projects.
% - Working residential smoke detectors inspected
n/a
n/a
75%
80%
Firefighters will offer to test residential smok e detectors for the community. Statistics show work ing smok e detectors saves lives
and property. If a detector fails a test, firefighters will replace the batteries or the entire unit if defective or missing.
Goal
Develop qualified and competent Fire Prevention Inspectors
Objectives
• Provide training for part time Fire Inspectors to perform a variety of inspection types
• Provide advance and technical training for full time Fire Inspectors
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - PT fire inspectors certified Fire Protection Specialist
n/a
n/a
3
5
Using part-time (PT) inspectors is efficient and economical. To be proficient and k nowledgeable requires continuous training. The
State's certification program is the minimum standard to which inspectors should be trained.
110
Goal
Ensure high-occupancy and particular need groups are familiar with exiting and emergency drills
Objectives
• Provide fire and emergency exit drills to public and private schools (K-12)
• Provide fire and emergency exit drills and special emergency operations to occupants of high rise
buildings and other high occupant load buildings
• Provide emergency exit drills and procedures for older adult multi-unit resident buildings
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Emergency evac drills/school fire alarm exercises
n/a
n/a
15
15
High rise, schools, and other occupancies require annual emergency exit drills. Many multi-unit residential building are not required
to have an emergency exit drill, but building and property mangers may request a exiting drill.
Funding for Fire Prevention training has been increased to provide part-time inspectors completion of their State
Fire Marshal's certification for Fire Inspector. Also, the new Fire Inspector (Firefighter) and current Fire Marshal
(Fire Captain) need specialized training for inspecting fire protection systems and design fire plans.
2011-2012
Adopted
1
1
1
3
Fire Battalion Chief
Fire Captain/Paramedic
Firefighter/Paramedic (assigned as Fire Inspector)
Total
2012-2013
Adopted
1
1
1
3
2013-2014
Adopted
1
1
2
2014-2015
Adopted
1
1
2
Prevention
Object Description
4102
Sworn Salaries
4103
Part-time Salaries
4112
4115
Cooperative Resources
4201
4202
4206
4212
5101
Contract Services
5202
Membership & Dues
5203
Reference Materials
5205
Training
5206
5217
5225
Printing
5501
Telephone
5621
5641
5642
6121
7101
Bond Principal
7102
Bond Interest
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$428,228
45,541
39,099
41,590
7,430
1,704
137,098
$700,689
$8,943
605
1,155
3,908
1,886
1,670
1,410
$19,578
$4,932
9,420
8,335
$22,687
$742,954
$37,821
3,490
$41,311
$784,265
2013-2014
Adopted
$310,193
42,043
26,331
31,320
5,313
1,320
66,800
$483,320
$28,250
935
1,750
5,300
1,450
550
750
1,400
$40,385
$19,632
9,420
7,050
$36,102
$559,807
$26,547
929
$27,476
$587,283
2013-2014
Y/E Est
$340,069
52,000
27,462
27,723
5,311
1,320
76,285
$530,170
$27,350
935
1,750
5,300
1,450
3,150
750
1,254
$41,939
$19,632
9,420
7,470
$36,522
$608,631
$7,988
$7,988
$26,548
929
$27,477
$644,096
2014-2015
Adopted
$353,420
42,043
48,240
91,200
29,558
3,488
1,536
74,276
$643,761
$28,940
1,035
1,750
12,600
7,400
550
750
1,400
$54,425
$29,128
17,650
6,721
$53,499
$751,685
$18,546
$18,546
$770,231
$784,265
$784,265
$587,283
$587,283
$644,096
$644,096
$770,231
$770,231
111
Var from
FY 2014 Y/E
3.9%
(19.1%)
75.7%
6.6%
(34.3%)
16.4%
(2.6%)
21.4%
5.8%
10.7%
137.7%
410.3%
(82.5%)
11.6%
29.8%
48.4%
87.4%
(10.0%)
46.5%
23.5%
(100.0%)
(100.0%)
(30.1%)
(100.0%)
(32.5%)
19.6%
% of
Total
45.9%
5.5%
6.3%
11.8%
3.8%
0.5%
0.2%
9.6%
83.6%
3.8%
0.1%
0.2%
1.6%
1.0%
0.1%
0.1%
0.2%
7.1%
3.8%
2.3%
0.9%
6.9%
97.6%
2.4%
2.4%
100.0%
19.6%
19.6%
100.0%
100.0%
FIRE: FIRE OPERATIONS
The Fire Operations Division’s primary responsibility is responding to fires, medical
aids, all types of accidents, physical entrapments, hazardous conditions, hazardous
materials incidents, service calls, and requests for mutual aid assistance.
In addition, the Division has responsibility for department training. Training accounts
for the portion of firefighters’ day. A minimum average of two hours per day is spent
preparing for activities ranging from the most common to the most complex.
Nine emergency responders are staffed for each shift: one Battalion Chief, two
Captain/Paramedics, two Engineer/Paramedics, and four Firefighter/Paramedics. All
firefighters in the ranks of Fire Captain and below are certified paramedics. Response vehicles include one
Battalion Chief Command unit, two Paramedic fire engines, and one Paramedic rescue/ambulance 24 hours a
day, every day.
The crews operate from two fire stations: Fire Station 1 at the Police/Fire Safety Facility, adjacent to City Hall at
400 15th Street, and Fire Station 2 is on the east side of Sepulveda, at 1400 Manhattan Beach Boulevard.
Goal
Develop and provide emergency operations training to firefighters and other stakeholders
Objectives
• Provide disaster worker training during realistic and challenging exercises for city employees
• Coordinate training opportunities with South Bay and other Los Angeles County fire departments
• Document an average of two hours of training each shift for firefighters
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Hours of field exercises with FFs & city employees
n/a
n/a
3
24
Many emergencies, small or large, require intervention by multiple city departments and employees. The 9 firefighters (FFs)
staffed each day manage numerous emergency responses, but often assistance is needed due to the quantity and magnitude of
some incidents.
# - Hours of multi-agency drills per month
n/a
n/a
6
6
Training with local partners increases safety and efficiencies while reducing the risk of personal injuries to employees and the
community.
# - Average hours per shift of firefighter training
n/a
4.15
2
2
Besides creating a safer and more efficient environment, the Fire Department has contracts with the State Fire Marshal's office and El
Camino College to reimb urse us for training costs up to two hours per shift.
Goal
Respond to all emergencies promptly and effectively
Objectives
th
• Ensure a paramedic arrives to a medical aid call within five minutes or less from dispatch using the 90
percentile measurement for response times
th
• Ensure a firefighter arrives to a fire call in six minutes or less after dispatch notification using the 90
percentile measurement for response times
• Create a pre-incident database of information pertinent to building and structure of interest accessible using
mobile devices
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - First-arriving paramedic within 5:00 min
n/a
73.7%
90%
90%
In many circumstances, a patient's outcome is determined by the definitive care received in the first few minutes of advanced life
support intervention. This response time measure the time in which the first paramedic arrives on scene of a medical aid call.
% - First-arriving unit to fire calls within 6:00 min
n/a
71.9%
90%
90%
Response times to fire calls are critical to life safety for the public and first responders. There are a as many as six timed
components used to analyze emergency response. Reducing these times can affect life and property losses.
# - Completed pre-incident plans for critical structures
n/a
n/a
10
15
The Insurance Services Office provides our city with a Public Protection Classification every 10 years. An item the department can
improve on to maintain our Class 3 rating is pre-incident planning.
112
Statistics
2009
2010
2011
2012
2013
Fires
94
98
97
95
105
Fire Losses
$220,000
1,269,000
1,300,000
263,895
433,300
A temporary Fire Battalion Chief is added in FY 2014-2015 to fill the current Fire Battalion Chief position that is
vacant due to medical leave. In addition, exhaust removal fans were added to replace the diesel exhaust removal
motors on the roof of the Public Safety Building that are use old technology and produce excessive noise which
disturbs the neighbors. Two smaller and quieter motor will replace the large single motor.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Fire Battalion Chief (a)
1
1
1
2
6
6
6
6
Fire Engineer/Paramedic
6
6
6
6
Firefighter/Paramedic (b)
6
6
Total
13
13
19
20
(a) A temporary Fire Battalion Chief position was added to cover the Fire Battalion Chief that is on medical leave.
(b) Reflects move of six firefighter/paramedics from Emergency Medical Services to more accurately reflect staffing of fire engines.
Fire Operations
Object Description
4102
Sworn Salaries
4112
4113
Overtime Mutual Aid
4114
4115
4116
Training & Special Detail
4201
4202
4206
4212
5101
Contract Services
5203
Reference Materials
5204
5205
Training
5206
5208
Postage
5210
5217
5221
Auto Repair
5225
Printing
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
5611
Warehouse Services
5621
5641
5642
6121
7101
Bond Principal
7102
Bond Interest
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$1,999,212
1,064,311
51,110
248,249
29,041
7,368
641,418
$4,040,709
$6,523
161
24,637
40,323
221
5,684
37,659
73,143
411
4,305
62,833
1,386
5,999
$263,286
$5,081
29,592
142,116
15,882
$192,671
$4,496,665
$159,405
14,710
$174,116
$4,670,781
2013-2014
Adopted
$2,766,981
1,317,177
11,616
12,772
14,000
317,062
32,095
11,760
602,252
$5,085,715
$11,000
750
1,600
23,000
59,402
560
1,000
36,250
66,700
400
4,300
63,425
1,439
6,784
$276,610
$4,500
52,352
142,120
13,434
$212,406
$5,574,731
$248,719
8,707
$257,426
$5,832,157
2013-2014
Y/E Est
$2,889,532
1,130,000
70,000
8,000
14,000
334,060
47,051
11,760
671,359
$5,175,762
$11,500
750
1,600
23,000
60,000
574
1,000
36,000
66,700
350
4,499
70,082
1,249
6,553
$283,857
$4,500
52,356
142,116
14,235
$213,207
$5,672,826
$248,720
8,707
$257,427
$5,930,253
2014-2015
Adopted
$3,048,990
911,504
74,000
11,840
177,600
349,958
38,198
13,704
651,830
$5,277,624
$15,700
750
1,600
48,300
34,402
600
1,000
56,630
66,700
400
4,400
70,432
1,255
6,776
$308,945
$4,500
77,676
141,950
16,166
$240,292
$5,826,861
$12,500
$12,500
$173,762
$173,762
$6,013,123
Var from
FY 2014 Y/E
5.5%
(19.3%)
5.7%
48.0%
(100.0%)
4.8%
(18.8%)
16.5%
(2.9%)
2.0%
36.5%
110.0%
(42.7%)
4.5%
57.3%
14.3%
(2.2%)
0.5%
0.5%
3.4%
8.8%
48.4%
(0.1%)
13.6%
12.7%
2.7%
(30.1%)
(100.0%)
(32.5%)
1.4%
% of
Total
50.7%
15.2%
1.2%
0.2%
3.0%
5.8%
0.6%
0.2%
10.8%
87.8%
0.3%
0.0%
0.0%
0.8%
0.6%
0.0%
0.0%
0.9%
1.1%
0.0%
0.1%
1.2%
0.0%
0.1%
5.1%
0.1%
1.3%
2.4%
0.3%
4.0%
96.9%
0.2%
0.2%
2.9%
2.9%
100.0%
$4,670,781
$4,670,781
$5,832,157
$5,832,157
$5,930,253
$5,930,253
$6,013,123
$6,013,123
1.4%
1.4%
100.0%
100.0%
113
FIRE: EMERGENCY MEDICAL SERVICES
The Emergency Medical Services Division provides Advanced Life
Support (ALS) and Basic Life Support (BLS) emergency services to
all residents and visitors. All personnel up to and including the rank of
Fire Captain are certified Paramedics. Nearly 65 percent of the
Department’s responses are requests for emergency medical
assistance.
ALS is emergency medical care that requires paramedic level
treatment: intravenous fluids, medications, heart monitoring,
defibrillation, and other advanced medical treatment. In conjunction
with the Reserve Firefighter program, the Division is able to provide
ALS and BLS transportation with Fire Department personnel in Fire
Department ambulances. ALS services are delivered by a two-person
Paramedic ambulance and two, three-person paramedic engine companies. The Fire Department’s annual
budget includes funds for medical supplies and equipment.
In fiscal year 2013-2014 as in years past, an annual audit by the Los Angeles County Department of Health
Services Emergency Medical Service Authority (EMSA) has shown that the Department is in continual compliance
with State and County requirements. The Division contracts with the University of California Los Angeles (UCLA)
for continuing education and quality improvement oversight provided by a Nurse Educator, who is partially funded
by Beach Cities Health District (BCHD). BCHD also helps defray the costs of medical supplies through an
ongoing grant program that aids local fire department paramedic programs serving the beach cities.
Goal
To provide both Basic and Advanced Life Support Emergency Medical Service (EMS) response and
transportation, and enhance capabilities for patient care data collection and reporting
Objectives
• Utilize volunteer Fire Reserves to staff Basic Life Support (BLS) ambulances
• Staff certified Paramedics on Engine 21, Engine 22 and Rescue 21
• Obtain software and equipment to ensure compliance
• Provide employee training for documentation and reporting
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - BLS ambulance transports by MBFD
n/a
n/a
75%
75%
Transporting patients to local hospitals via a Manhattan Beach Fire Department (MBFD) basic life support ambulance reduces the
time spend on location by advance life support units and k eeps paramedics available for critical care of citizens.
% - Patient data records sent electronically
n/a
n/a
50%
50%
In January 2016, the Emergency Medical Services Authority in Los Angeles County has an unfunded mandated that we submit
patient care reports electronically.
Goal
Provide community based Automatic External Defibrillator (AED) programs
Objectives
• Maintain City-based Automatic External Defibrillators and equipment
• Provide community training and awareness for AED’s
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Attendance for AED classes
n/a
n/a
2
100
Early external defibrillation of a person having a critical cardiac problem provides best chance for a full recovery. The department
has placed and maintains automatic external defibrillators (AED) in public facilities and provides training to city employees and
residents.
114
2011-2012
2012-2013
2013-2014
Adopted
Adopted
Adopted
1
1
1
Firefighter/Paramedic*
12
12
6
Total
13
13
7
* Reflects move of six firefighter/paramedics to Fire Operations to more accurately reflect staffing of fire engines.
Object Description
4102
Sworn Salaries
4112
4114
4115
4116
Training & Special Detail
4201
4202
4206
4212
5101
Contract Services
5102
Contract Personnel
5205
Training
5206
5217
5621
5641
5642
6121
7101
Bond Principal
7102
Bond Interest
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$1,387,389
453,966
309
171,620
23,253
7,368
448,986
$2,492,892
$13,384
25,305
7,732
54,347
$100,769
$29,592
112,536
17,796
$159,924
$2,753,585
$112,233
10,355
$122,588
$2,876,173
2013-2014
Adopted
$747,973
787,178
82,856
8,329
3,900
170,311
$1,800,547
$39,781
4,201
49,000
$92,982
$13,088
115,890
23,057
$152,035
$2,045,564
$130,785
$130,785
$61,688
2,160
$63,848
$2,240,197
2013-2014
Y/E Est
$806,452
450,000
4,967
81,444
11,959
3,900
195,263
$1,553,985
$38,000
4,200
49,000
$91,200
$13,092
115,896
24,431
$153,419
$1,798,604
$130,785
$130,785
$61,688
2,160
$63,848
$1,993,237
2014-2015
Adopted
$812,932
197,876
5,328
53,280
44,400
92,477
9,293
4,548
176,444
$1,396,578
$40,175
7,200
4,201
62,300
$113,876
$19,419
117,940
14,349
$151,708
$1,662,162
$43,097
$43,097
$1,705,259
$2,876,173
$2,876,173
$2,240,197
$2,240,197
$1,993,237
$1,993,237
$1,705,259
$1,705,259
115
2014-2015
Adopted
1
6
7
Var from
FY 2014 Y/E
0.8%
(56.0%)
7.3%
13.5%
(22.3%)
16.6%
(9.6%)
(10.1%)
5.7%
0.0%
27.1%
24.9%
48.3%
1.8%
(41.3%)
(1.1%)
(7.6%)
(100.0%)
(100.0%)
(30.1%)
(100.0%)
(32.5%)
(14.4%)
% of
Total
47.7%
11.6%
0.3%
3.1%
2.6%
5.4%
0.5%
0.3%
10.3%
81.9%
2.4%
0.4%
0.2%
3.7%
6.7%
1.1%
6.9%
0.8%
8.9%
97.5%
2.5%
2.5%
100.0%
(14.4%)
(14.4%)
100.0%
100.0%
FIRE: SUPPORT SERVICES
The Support Services Division encompasses Emergency
Preparedness, Community Emergency Response Team (CERT),
Reserve Firefighter volunteer program, Communications, and
Public Education.
Throughout the year, the Division creates opportunities to train
citizens in Emergency Preparedness and response through CERT,
Map Your Neighborhood and other volunteer organizations.
Support Services work with community partners to deliver
comprehensive information on earthquake, tsunami, and other
natural and man-made disasters. This ensures the community is
prepared to respond, mitigate and recover from these events.
CERT academies and field training exercises are conducted
throughout the year to enhance the community’s ability to deploy
additional resources during an emergency. CERT personnel are trained to assist City staff with disaster response
and the Emergency Operations Center (EOC), and provide event support during other local emergencies as
needed. CERT participates in manipulative classroom and online training to ensure operational readiness. Last
year, eleven CERT volunteers were trained and equipped as an advanced emergency medical call-out team.
This group will be able to assist the community and Fire Department with emergency medical assessment and
treatment during local events and disasters.
The Reserve Firefighter program provides volunteer staffing for limited assistance to the Fire Department’s fulltime emergency forces. This program consists of an authorized strength of 31 personnel that are required to work
a minimum of 72 hours per month and staff the Basic Life Support (BLS) transport ambulance. The Reserve
Firefighters also provide additional fire engine and paramedic rescue staffing when three reserves are scheduled
on the same day.
Communications during an emergency is a critical component of the successful management of an incident
requiring a fire department response. This section plans, supports and funds communication resources within the
department. Radio equipment, mobile data computers (MDC), vehicle and station alerting systems are critical to
ensure timely response to the community. With technology changing so quickly, this section must plan and be
prepared to adapt to local, regional, state, and federal mandates for interoperable communication changes
between fire, police and other emergency response agencies.
Public Education continues to prepare, prevent, and protect the community by actively educating citizens,
businesses, and community partners. This section provides an effective avenue for proactively reducing hazards
and loss of life and property while strengthening ties between the department and people served. Public
education is involved in programs like Exit Drills in the Home for second graders, Sidewalk CPR for residents,
Map Your Neighborhood training, and other community risk reduction programs.
Goal
Increase membership and retain active CERT volunteers, and provide education in fire, life safety, and community
risk reduction
Objectives
• Support CERT instructors with planning, recruiting, developing curriculum for two academies
• Conduct multiple Community Emergency Response Team exercises and advanced training in first aid,
search and rescue, triage and treatment skills
• Develop outreach programs that address all ages and demographics
• Partner with local schools to develop home safety programs
116
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Hours of public education in Emergency Preparedness
n/a
n/a
104
104
Public education in awareness and emergency preparedness for the community combined with training staff and volunteers helps
residents and businesses rely less on outside resources and speeds recovery.
# - Hours of CERT training provided by MBFD
n/a
n/a
100
100
The Fire Department partners with CERT instructors to provide training by experienced first responders in realistic training
environments. This accompanies the goals to increase volunteer hours by providing a valuable experience
% - 2nd graders participating in Home Exit Plan
n/a
n/a
80%
80%
The Fire Department endorses the National Fire Prevention Week campaign by educating second grade students in fire/life safety.
This campaign encourages students to create a home exit drill for them and their family.
Goal
Prepare City staff to respond, mitigate, and recover from natural and man-made disasters, staff the basic life
support ambulance with volunteer Fire Reserves, and improve local resource deployment, safety, and response
by utilizing enhanced technologies
Objectives
• Conduct training to prepare city management to staff the EOC, and conduct field exercises that prepare mid
and upper managers to integrate into incident command positions in the field
• Recruit, train, and provide opportunities for volunteer Fire Reserves to become skilled entry level firefighters
• Encourage volunteer Fire Reserves to work an average of 72 hours per month
• Employ software mapping, routing, and vehicle location
• Identify locations in the City that cause gaps in data transfer
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Avg hours mgrs trained in Emergency Preparedness
n/a
n/a
8
9
During major disasters the city must provide coordination and management of personnel, resources, and finances to mitigate the
long term affects to the community and begin recovery.
% - Shifts Basic Life Support Ambulance is Staffed
n/a
n/a
90%
90%
The Fire Department uses Fire Reserves to staff the basic life support ambulance to improve services to the community and
provides Fire Reserves with positive experiences as volunteers.
% - Reliability of field data transfer
n/a
n/a
90%
90%
Each emergency fire vehicle has a mobile computer used for dispatching and sending and receiving emergency information. There
are void areas in the city that cellular data transmission identifying these areas will help improve system reliability.
For FY 2014-2015, additional funding is budgeted to support the Public Works department operating center and
the EOC with additional equipment such as computers, printers, monitors and other vital operational equipment
(account 6141). The Division has also budgeted funds to support updating the current emergency operations,
hazard mitigation and tsunami plans (account 5101). These plans are required to be updated by Cal OES and
FEMA on defined basis.
According to the California Emergency Management Agency, the City’s Emergency Operations Plans should be
reviewed and updated every three years. The Hazard Mitigation Plan should be updated every five years
according to FEMA. The budget includes funds for a consultant to collect data, obtain mapping, schedule projects,
review existing measures, develop future measures, conduct team meetings, present the documents to City
Council, and ensure finalized plans are approved by the respective agency.
2011-2012
Adopted
-
Total part-time hours proposed for FY 2014-2015 is 1,000 hours
117
2012-2013
Adopted
-
2013-2014
Adopted
1
2014-2015
Adopted
1
Support Services
Object Description
4102
Sworn Salaries
4103
Part-time Salaries
4112
4201
4202
4212
5101
Contract Services
5107
5109
5202
Membership & Dues
5204
5205
Training
5206
5209
Tools & Minor Equip
5210
5214
5217
5225
Printing
6141
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$12,750
6,774
459
210
$20,194
$9,352
6,074
11,991
823
914
540
19,958
85
$49,738
$69,931
$28,081
$28,081
$98,012
2013-2014
Adopted
$194,106
$37,200
23,787
19,756
3,479
37,484
$315,812
$20,340
150
750
14,950
50,850
3,000
7,700
1,500
35,760
1,000
$136,000
$451,812
$451,812
2013-2014
Y/E Est
$192,408
$600
34,877
18,874
3,187
52,991
$302,937
$55,825
150
750
14,950
50,850
3,000
12,786
500
35,350
1,000
$175,161
$478,098
$18,945
$18,945
$497,043
2014-2015
Adopted
$201,140
31,000
49,506
19,062
3,497
47,562
$351,767
$99,620
6,400
4,000
150
750
20,750
21,600
1,000
64,770
1,800
$220,840
$572,607
$49,500
$49,500
$622,107
$98,012
$98,012
$451,812
$451,812
$497,043
$497,043
$622,107
$622,107
118
Var from
FY 2014 Y/E
4.5%
5066.7%
41.9%
1.0%
9.7%
(10.2%)
16.1%
78.5%
38.8%
(57.5%)
(100.0%)
(100.0%)
100.0%
83.2%
80.0%
26.1%
19.8%
161.3%
161.3%
25.2%
% of
Total
32.3%
5.0%
8.0%
3.1%
0.6%
7.6%
56.5%
16.0%
1.0%
0.6%
0.0%
0.1%
3.3%
3.5%
0.2%
10.4%
0.3%
35.5%
92.0%
8.0%
8.0%
100.0%
25.2%
25.2%
100.0%
100.0%
COMMUNITY DEVELOPMENT
DEPARTMENT
119
COMMUNITY DEVELOPMENT
Administration
Planning
Building
Code Enforcement
Traffic Engineering
Total
2012-2013
Actual
$594,839
892,708
1,443,639
124,048
206,160
$3,261,393
2013-2014
Adopted
$1,016,580
937,155
1,549,063
197,316
221,258
$3,921,372
2013-2014
Estimate
$940,376
1,044,852
1,577,756
230,804
236,891
$4,030,679
2014-2015
Adopted
$776,447
1,024,800
1,721,040
231,737
350,011
$4,104,035
Program Revenues
Building Permits
Other Permits
Plan Check Fees
Plan Filing & Report Fees
Total
Full-Time Positions
2012-2013
Actual
$957,362
615,028
1,041,847
328,313
$2,942,550
20
2013-2014
Adopted
$1,016,400
588,805
1,040,000
281,000
$2,926,205
21
2013-2014
Estimate
$1,188,000
636,500
1,100,000
350,000
$3,274,500
21
2014-2015
Adopted
$1,276,000
677,605
1,350,000
353,000
$3,656,605
22
2012-2013
Actual
$2,274,709
986,684
$3,261,393
2013-2014
Adopted
$2,419,757
1,101,615
400,000
$3,921,372
2013-2014
Estimate
$2,349,774
1,341,638
339,267
$4,030,679
2014-2015
Adopted
$2,672,542
1,431,493
$4,104,035
Salaries & Benefits
Capital Outlay
Total
120
COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department is responsible for reviewing all private development proposals, and
issuing building permits and other similar permits. The department also conducts special studies and prepares
ordinances related to land use and building regulations as directed by the City Council.
The department provides the community with “one stop operation" staff and services for customers to obtain the
necessary permits for construction and other private property activities. This is accomplished through planning,
building and safety, code enforcement, traffic engineering, and the administration of these department divisions.
Staff serves the public to assist with a large variety of tasks and inquiries, such as traffic analysis, parking
concerns, permitting, zoning, plan review, inspections, signs, right of way (sidewalk, curbs, gutters, driveway
approaches), walk street and parkway encroachments, and code enforcement services.
The Department issued over 1,400 various permits this past fiscal year. Development activity in Manhattan Beach
will continue to increase. New residential construction activity has increased along with remodeling and
nonresidential development. Overall construction activity continues to trend upward with a nearly 10% increase in
cumulative building valuation and construction activity compared to last year. The demand for departmental
services has been steady with over 70 customers visiting the counter each day.
121
COMMUNITY DEVELOPMENT: ADMINISTRATION
Administration oversees the Community
Development Department functions to ensure
private development is reviewed expeditiously,
and in conformance with the Municipal Code
and the goals of the General Plan. The division
aims to provide effective and efficient
management of the department in order to
achieve individual program goals.
Responsibilities include payroll, invoice
payments, statistic tracking for various reports,
and account monitoring to ensure
expenditures stay within budget.
This past year the Department coordinated
with Los Angeles County to ensure the Library
project was approved at the local level, and
that Downtown and residential neighbors’
concerns were addressed in the planning and
construction phases.
Goal
To fulfill Strategic and General Plan and City Council directives, and educate and inform the public and staff
Objectives
• Initiate and complete approved Strategic Plan items.
• Implement projects identified in the General Plan as directed by City Council.
• Enhance user-friendly computerized databases (planning and zoning, traffic, building and code enforcement
information) for the public and City staff.
• Ensure staff is continually educated and trained on pertinent rules and regulations
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Times public use of computerized databases
n/a
n/a
500
550
Computerized databases are available for public use at the department counter and provide information on a variety of issues. The
availability of the databases reduces counter traffic and wait time, allowing for an easier way for the public to obtain information.
% - Staff attending training classes/conferences
90%
80%
100%
100%
Due to continually changing regulations, staff education is a priority for the department. The division is also focused on providing
training for better succession planning and career development.
In FY 2013-2014, City Council approved the Accela Automation project, which will replace the City’s current
outdated permitting system in order to provide greater efficiency and improved customer service. These carryover
funds (accounts 4103 and 5210) are necessary for successfully converting to the new software system by Spring
2016.
2011-2012
Adopted
1
1
2
Director
Executive Secretary
Total
122
2012-2013
Adopted
1
1
2
2013-2014
Adopted
1
1
2
2014-2015
Adopted
1
1
2
Administration
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4203
Unemployment
4204
4205
4206
4211
5101
Contract Services
5104
5201
Office Supplies
5202
Membership & Dues
5204
5205
Training
5208
Postage
5210
5212
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5631
5651
6141
Total Expenditures
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$234,162
28,121
845
34,671
3,785
1,020
6,927
65,712
2,436
42,135
$419,814
$89,386
2,664
3,711
570
3,424
950
118
3,737
1,567
$106,127
$493
29,592
20,076
18,736
$68,897
$594,839
$594,839
2013-2014
Adopted
$242,394
39,520
31,117
4,234
1,020
7,963
11,700
2,400
30,489
$370,837
$120,880
30,900
3,000
755
5,276
1,000
100
325
2,250
100
1,600
$166,186
$1,000
39,264
15,660
23,633
$79,557
$616,580
$400,000
$400,000
$1,016,580
2013-2014
Y/E Est
$239,517
35,000
21,813
3,852
1,020
7,149
11,700
2,400
36,429
$358,880
$120,000
29,000
3,200
755
5,000
130
300
2,250
100
1,433
$162,168
$900
39,264
15,660
24,237
$80,061
$601,109
$339,267
$339,267
$940,376
2014-2015
Adopted
$238,849
79,520
19,258
4,181
684
7,635
6,060
2,796
31,838
$390,821
$124,880
34,550
3,500
755
5,126
170
20,733
325
8,330
100
1,500
$199,969
$1,000
58,257
103,680
22,720
$185,657
$776,447
$776,447
$594,839
$594,839
$1,016,580
$1,016,580
$940,376
$940,376
$776,447
$776,447
123
Var from
FY 2014 Y/E
(0.3%)
127.2%
(11.7%)
8.5%
(32.9%)
6.8%
(48.2%)
16.5%
(12.6%)
8.9%
4.1%
19.1%
9.4%
2.5%
30.8%
8.3%
270.2%
4.7%
23.3%
11.1%
48.4%
562.1%
(6.3%)
131.9%
29.2%
(100.0%)
(100.0%)
(17.4%)
% of
Total
30.8%
10.2%
2.5%
0.5%
0.1%
1.0%
0.8%
0.4%
4.1%
50.3%
16.1%
4.4%
0.5%
0.1%
0.7%
0.0%
2.7%
0.0%
1.1%
0.0%
0.2%
25.8%
0.1%
7.5%
13.4%
2.9%
23.9%
100.0%
100.0%
(17.4%)
(17.4%)
100.0%
100.0%
COMMUNITY DEVELOPMENT: PLANNING
The core services provided by the Planning Division include the review of all
discretionary land use applications such as use permits, variances, and
coastal permits, as well as updates to the General Plan, Zoning Map,
Municipal Code and the Local Coastal Program. The City has a Certified
Local Coastal Program so we are able to issue our own coastal permits,
instead of relying on the California Coastal Commission. Planning reviews
plan checks and permits to ensure conformance with local zoning and State
regulations, including the California Environmental Quality Act (CEQA).
Planning pursues programs, code amendments and studies as directed by
the City Council through the Strategic Plan.
Planning prides itself on quality customer service, working on balanced,
creative solutions to help homeowners, business owners, neighbors, architects, and contractors achieve their
goals while complying with the City’s regulations. Many Minor Exceptions applications are approved allowing
homeowners to keep their existing older smaller non-conforming homes and upgrade them, instead of tearing
them down and building new larger homes.
The City Council approved the preparation of a Downtown Specific Plan. Staff will work with a consultant to meet
the needs of the community with a plan that addresses design guidelines/development standards including land
uses, economics, and public improvements. In the upcoming year, staff will also work on the Sepulveda
Boulevard Specific Plan to update the existing guidelines, review development standards, address economics,
and refresh public improvements.
Goal
To meet the demand for Planning reviews in a timely manner
Objective
• Provide 4-6 week (30 to 45 days) initial plan check and planning application turnaround
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Average days to complete a plan check
41
38
35
35
The plan check s that are less complex are completed first, which tak e less time. More applications are approved over-the-counter
instead of tak en in through the formal plan check process.
# - Plan check reviews
914
900
930
1,030
Planning reviews almost all of the applications that are submitted to plan check to ensure that Zoning and Municipal Code
standards are met.
# - Permit reviews
254
273
276
365
Manhattan Beach has some unique circumstances in that Encroachment Permits for private use of public property are allowed and
Tree Permits are required for the protection or removal of large private property trees in front yards, all which require Planning
review. The contract services account provides a Certified Arborist to review the Tree Permits on an as-needed basis to provide
timely expertise prior to processing a permit.
Goal
Continue to provide a forum for public review and comments on planning projects through Planning Commission
Objective
• Hold Planning Commission meetings twice a month and provide an opportunity for public input on agenda
items
124
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Applications received
91
100
90
105
Discretionary land use applications and updates to the General Plan, Zoning Map, Municipal Code and the Local Coastal Program
require Planning Commission review and action. Public notice is provided on all applications to ensure the opportunity for public
participation. The Manhattan Village Mall Enhancement project was approved by the Planning Commission and City Council final
action on the appeal is underway, after more than a dozen public hearings. An Economic consultant provided assistance to the
City in work ing with the applicants.
# - Planning Commission Hearings
25
25
25
25
Planning staff pursues programs, code amendments and studies as directed by the City Council through the Strategic Plan, and
presents these to Planning Commission for review and action. Staff also reviews plans to ensure conformance with CEQA and
presents these to the Planning Commission. The new 2014-2022 General Plan Housing Element Update was approved by the City
Council and California Coastal Commission, and will be followed by related Code Amendments. A consultant that specializes in
Housing Elements assisted staff in this process. As part of the Strategic Plan items Code amendments related to Mansionization
and regulation of offices in the Downtown and North End were reviewed, and assistance on the Mobility Plan was provided. A
contract minutes secretary records the official records of the meetings.
Goal
Maintain up-to-date zoning and land use maps
Objectives
• Update Zoning and land use maps on a regular basis
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Update zoning and land use maps (per year)
1
1
1
1
The Zoning Map and General Plan land use maps are reviewed on a regular basis to ensure they are accurate. Any
inconsistencies are updated annually. Any changes approved by the City Council through Amendments to the Maps are updated
as soon as they are effective.
In FY 2014-2015, funding was added to hire a consultant to prepare specific plan for Sepulveda Boulevard
(account 5101) to update the existing guidelines, review development standards, address economics, and refresh
public improvements. A request for proposals will be presented to City Council for approval prior to proceeding
with the study.
2011-2012
Adopted
1
1
3
5
Planning Manager
Associate Planner
Assistant Planner
Total
125
2012-2013
Adopted
1
2
3
6
2013-2014
Adopted
1
2
3
6
2014-2015
Adopted
1
2
3
6
Planning
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5207
Advertising
5208
Postage
5225
Printing
5501
Telephone
5621
5651
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$463,058
7,066
4,455
70,959
6,683
2,577
5,616
72,035
$632,450
$101,170
4,653
1,480
450
4,919
1,127
252
3,207
$117,259
$49,320
93,679
$142,999
$892,708
2013-2014
Adopted
$523,941
17,200
3,286
75,412
8,162
2,962
5,520
57,343
$693,826
$63,000
2,365
200
3,900
2,340
2,500
1,600
250
3,200
$79,355
$45,808
118,166
$163,974
$937,155
2013-2014
Y/E Est
$545,859
17,200
3,600
73,290
8,019
2,771
5,520
63,268
$719,527
$145,500
2,365
200
1,100
1,600
3,000
1,603
100
2,867
$158,335
$45,804
121,186
$166,990
$1,044,852
2014-2015
Adopted
$537,064
17,200
3,286
71,825
8,361
3,038
6,432
61,191
$708,397
$119,000
2,365
200
2,900
2,340
3,000
1,680
250
3,100
$134,835
$67,966
113,602
$181,568
$1,024,800
$892,708
$892,708
$937,155
$937,155
$1,044,852
$1,044,852
$1,024,800
$1,024,800
126
Var from
FY 2014 Y/E
(1.6%)
(8.7%)
(2.0%)
4.3%
9.6%
16.5%
(3.3%)
(1.5%)
(18.2%)
163.6%
46.3%
4.8%
150.0%
8.1%
(14.8%)
48.4%
(6.3%)
8.7%
(1.9%)
% of
Total
52.4%
1.7%
0.3%
7.0%
0.8%
0.3%
0.6%
6.0%
69.1%
11.6%
0.2%
0.0%
0.3%
0.2%
0.3%
0.2%
0.0%
0.3%
13.2%
6.6%
11.1%
17.7%
100.0%
(1.9%)
(1.9%)
100.0%
100.0%
COMMUNITY DEVELOPMENT: BUILDING
The core services provided by the Building Division include regulating building
construction activity through permit processing, plan review, and inspection and
education in a timely, knowledgeable and professional manner in order to
protect the health, safety and welfare of the community.
The Building and Safety Division provides a high level of service in response to
fluctuating construction demands. Staff reviews and inspects an increasing
number of construction projects, including new residential and commercial,
commercial tenant improvements and residential remodels. City Building
Inspectors are responsible for inspecting construction for new and remodeled
buildings and structures for conformity with approved plans and permits, and
ensuring compliance with adopted codes and regulations.
The Permit Processing Center serves as a one-stop shop for City permitting services and thrives on providing
excellent customer service to residents, business owners and construction community. Various services are
handled at the counter, including but not limited to: building and planning permit issuance and inspection services
for private property, including new residential and commercial projects; residential additions and remodels and
commercial tenant improvements; all corresponding mechanical, electrical and plumbing permits; and all public
right-of-way and grading permits, fire sprinklers and fire suppression permits, and construction parking permits.
In compliance with the California Public Records Act, the Building Division digitizes all public record building
documents and plans upon completion of each project. These records are available for viewing by the public at
the public counter.
Goal
Ensure requested inspections are performed in a timely manner
Objective
• Perform requested inspections by the next business day
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Inspections performed by next business day
98%
98%
98%
98%
It is imperative to perform next day inspections to k eep projects moving forward and meet construction schedules.
# - Inspections requests
11,432
10,965
11,800
14,200
Inspections are trending upward in correlation with increased construction activity.
# - Citizen requests for actions
889
1,165
1,250
1,290
Citizen requests for action includes direct contact to Community Development regarding items relating to building, planning and
traffic issues. More construction activity results in more requests for action by residents.
Goal
Ensure plan check services are performed in a timely manner
Objective
• Maintain an average plan check turnaround of six weeks or less
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Plan checks performed within 6 weeks
85%
85%
85%
85%
Plan check turnaround time by industry standards is six to eight week s. We are maintaining an average of six week s by
streamliing the plan check process.
# - New housing units
51
73
63
90
We are seeing an Increase in new housing units as the economy is recovering.
# - Residential remodel permits issued
1,306
1,061
1,320
1,180
There is steady activity in remodels and additions.
# - Tenant Improvement permits issued
303
278
250
300
Tenant improvements are on the rise with increase in business opportunities.
# - Plans reviewed
1,280
1,138
1,330
1,360
There is steady activity in plan reviews with larger and more complex projects.
127
Goal
Educate construction and design communities and homeowners on the latest building code developments and
City policies and construction rules, and ensure that Building public record documents and plans are easily
accessible for viewing by the public
Objective
• Maintain current forms and provide timely technical information and updates to City procedures and
construction rules on the City website making them accessible to construction and design communities and
homeowners
• Provide handouts, educational material and knowledgeable resources in the Community Development office
• Have 100% of completed Building public record documents and plans scanned, converted to digital format
and available for public viewing at our service counter
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Educational construction updates/meetings
4
5
5
5
Web updates and meetings are an effective and efficient tool for the City to share new code developments and City policies and
rules with the construction community and public.
# - Residential building record requests
498
582
510
530
More home sales result in increased building record requests.
Goal
Ensure our plan check process, permit tracking and inspection services are customer accessible and efficient (to
be completed in 2016)
Objective
• Implement a new web-based automated permit tracking system that offers modules which allow on-line permit
processing and land management services. It will enable electronic document review and electronic mobile
inspection services. The system will have GIS capabilities providing residents access to information via a
customized citizens’ access module.
One of the three-year goals identified in the City’s Strategic Plan is to increase the department’s organizational
effectiveness and efficiency. As a priority item in the Information Systems Master Plan, the Community
Development Department has initiated upgrades to the existing permit tracking system to help the department
streamline permit processing, plan checking, inspections and other land management services. This will greatly
enhance customer service to our residents and the construction community. The system will be completed in
Spring 2016.
Two years ago, the Principal Plan Check Engineer position was eliminated and those responsibilities were added
to the Building Official position. The loss of one key Plan Check Engineer position, combined with increased
construction activity for the past two years and continued increases for this fiscal year, necessitate a greater need
for contract plan check services, which is entirely funded by applicants. Use of contract services (account 5101)
allows building plan checks to be accelerated, reducing processing and wait time for the applicant. This service
also provides building inspectors during illness, vacations and unexpectedly large inspection volume days,
allowing the Building Division to maintain next day inspection service.
2011-2012
Adopted
1
1
1
2
1
1
1
1
9
Building Official
Senior Plan Check Engineer
Principal Building Inspector/Safety
Senior Building Inspector/Safety
Building Inspector
Senior Permits Technician
Permits Technician
Secretary
Total
128
2012-2013
Adopted
1
1
1
2
1
1
1
1
9
2013-2014
Adopted
1
1
1
2
1
1
2
1
10
2014-2015
Adopted
1
1
1
2
1
1
2
1
10
Buliding
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5208
Postage
5210
5217
5225
Printing
5501
Telephone
5621
5641
5642
5651
Source of Funds
General Fund
Total Sources
2012-2013
Actual
$732,218
27,476
110,654
10,805
5,628
8,436
120,860
$1,016,076
$239,985
1,932
2,491
6,287
1,428
1,668
1,127
1,350
5,939
4,283
$266,490
$49,320
20,928
15,882
74,943
$161,073
$1,443,639
2013-2014
Adopted
$843,260
438
122,956
12,735
6,471
8,280
91,445
$1,085,585
$240,200
2,310
6,800
5,575
5,565
2,840
1,600
2,200
480
4,000
4,200
$275,770
$65,440
15,730
12,005
94,533
$187,708
$1,549,063
2013-2014
Y/E Est
$723,262
26,000
4,300
103,178
10,688
5,977
8,280
91,538
$973,223
$380,000
2,300
6,500
3,350
7,600
2,600
1,603
1,900
480
3,600
3,762
$413,695
$65,436
15,732
12,721
96,949
$190,838
$1,577,756
2014-2015
Adopted
$833,329
6,000
100
130,943
12,675
6,504
9,648
94,787
$1,093,986
$378,200
2,510
2,400
5,575
8,000
2,840
1,680
1,200
480
4,000
4,000
$410,885
$97,095
16,750
11,443
90,881
$216,169
$1,721,040
$1,443,639
$1,443,639
$1,549,063
$1,549,063
$1,577,756
$1,577,756
$1,721,040
$1,721,040
129
Var from
FY 2014 Y/E
15.2%
(76.9%)
(97.7%)
26.9%
18.6%
8.8%
16.5%
3.5%
12.4%
(0.5%)
9.1%
(63.1%)
66.4%
5.3%
9.2%
4.8%
(36.8%)
11.1%
6.3%
(0.7%)
48.4%
6.5%
(10.0%)
(6.3%)
13.3%
9.1%
% of
Total
48.4%
0.3%
0.0%
7.6%
0.7%
0.4%
0.6%
5.5%
63.6%
22.0%
0.1%
0.1%
0.3%
0.5%
0.2%
0.1%
0.1%
0.0%
0.2%
0.2%
23.9%
5.6%
1.0%
0.7%
5.3%
12.6%
100.0%
9.1%
9.1%
100.0%
100.0%
COMMUNITY DEVELOPMENT: CODE ENFORCEMENT
The core service provided by Code Enforcement is to ensure
compliance with municipal codes and applicable health and
safety codes to protect the health, safety, and welfare of the
community. To achieve compliance, Staff educates and informs
the community in a sensitive and timely manner as issues arise
and prior to work commencing. Staff provides code enforcement
services and conduct investigations during construction activity.
The Code Enforcement Officer responds to complaints regarding
potential noncompliant dwelling units and business signage,
property maintenance, trash and debris, as well as zoningrelated concerns. Examples of zoning concerns include fence
height, parking, tree removal, drainage, construction, and noise.
The Code Enforcement Officer also provides education to the
public through personal visits, information brochures, and the
City's website.
Most code enforcement actions are initiated by public complaints. A single complaint may generate many followup inspections. If voluntary compliance is not met, legal action may be required. Some investigations may find
that the complaint is not a violation of the Municipal Code, but rather a civil matter or neighbor dispute. This type
of complaint is referred to the South Bay Center for Dispute Resolution Services.
The Residential Construction Officer (RCO) program has successfully reduced the number of construction related
complaints. The RCO, a code enforcement officer, acts as a liaison between residents and builders to resolve
construction issues. As such, the RCO conducts educational meetings with builders before permit issuance, and
jobsite meetings with the residents and builders. The RCO proactively assists residents and builders to remedy
issues associated with parking, property damage and vandalism, noise, debris, storm water, air quality, and tree
protection.
Code Enforcement Officers are authorized to issue citations for violations, which enables staff to more effectively
enforce the Municipal Code and maintain a high level of service to residents.
Goal
Respond to all complaints in a timely manner.
Objective
• Acknowledge and confirm the complaint within 24 hours or less, and conduct first inspections soon thereafter
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Cases responded within two business days
100%
100%
100%
100%
It is important to respond to cases in a timely manner. Cases are responded to by phone and/or site visit. First inspection of
violation is also conducted within two days.
# - Annual new cases reported (Workload)
451
486
500
520
A increasing number of cases are reported every year. Cases reported include illegal units/unpermitted living quarters, zoning
violations, property maintenance, commercial and residential trash issues, business signage, noise-related issues, and
stormwater violations.
% - Annual cases resolved completely
84%
83%
80%
85%
Some cases tak e months to resolve due to court timeframes.These types of cases include zoning violations, illegal units, property
maintenance, and building violations (nonpermitted work ).Unresolved cases are referred to private attorneys or dispute resolution.
Dispute resolution and mediation certification
Yes
Yes
Yes
Yes
Dispute resolution and mediation training allow for improved facilitation of an agreement between the complaining party and
violator. The City acts as the mediator in these circumstances.
130
Goal
Proactively conduct ongoing inspections of residential and commercial districts, resolve potential construction
issues that impact residents’ quality of life, and ensure construction sites are in full compliance with Best
Management Practices
Objectives
• Educate, address and resolve any code violations, including trash and public nuisance sites, sign issues,
outdoor merchandise and waste management violations and/or issues
• Inform contractors of noise, tree protection and parking issues, and suggest parking alternatives to
contractors and sub-contractors
• Educate builders and subcontractors on Clean Water Act state mandates
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Inspections per year (Workload)
1,046
1,260
1,050
1,970
Inspections are made to ensure compliance with codes.
# - RCO neighborhood meetings
80
99
90
100
Residential Construction Officer (RCO) meetings are used to set expectations and build cooperation between residents and the
construction community in advance of a major construction project.
2011-2012
Adopted
2
Code Enforcement Officer
Code Enforcement
Object Description
4101
4201
4202
4206
4211
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5208
Postage
5225
Printing
5501
Telephone
5621
5641
5642
Source of Funds
General Fund
Total Sources
2012-2013
Adopted
2
2013-2014
Adopted
2
2012-2013
Actual
$84,238
10,960
1,208
1,884
12,651
$110,941
$75
437
36
670
312
686
261
$2,477
$4,932
4,008
1,690
$10,630
$124,048
2013-2014
Adopted
$139,742
14,065
2,111
1,860
15,386
$173,164
$200
175
1,900
650
1,110
330
1,000
260
$5,625
$13,088
4,010
1,429
$18,527
$197,316
2013-2014
Y/E Est
$160,334
24,155
2,268
1,860
17,659
$206,276
$225
175
1,900
900
1,000
331
1,150
233
$5,914
$13,092
4,008
1,514
$18,614
$230,804
2014-2015
Adopted
$153,331
24,855
2,316
2,172
17,572
$200,246
$275
175
1,900
950
1,110
390
1,200
250
$6,250
$19,419
4,460
1,362
$25,241
$231,737
$124,048
$124,048
$197,316
$197,316
$230,804
$230,804
$231,737
$231,737
131
2014-2015
Adopted
2
Var from
FY 2014 Y/E
(4.4%)
2.9%
2.1%
16.8%
(0.5%)
(2.9%)
22.2%
5.6%
11.0%
17.8%
4.3%
7.3%
5.7%
48.3%
11.3%
(10.0%)
35.6%
0.4%
% of
Total
66.2%
10.7%
1.0%
0.9%
7.6%
86.4%
0.1%
0.1%
0.8%
0.4%
0.5%
0.2%
0.5%
0.1%
2.7%
8.4%
1.9%
0.6%
10.9%
100.0%
0.4%
0.4%
100.0%
100.0%
COMMUNITY DEVELOPMENT: TRAFFIC ENGINEERING
The core services of the Traffic Engineering Division is
to provide effective management of transportation and
land use-related activities involving public property in
order to enhance and maintain the quality of life in the
City of Manhattan Beach. The Division’s
responsibilities include reviewing traffic requests,
implementing traffic control measures such as red
curbs, stop signs, loading zones, crosswalks, restrictive
parking signs, parking permits, enhancing pedestrian
and bicycle facilities, as well as conducting various
transportation and parking studies to improve overall
circulation throughout the City.
Traditionally, traffic engineering has focused on
roadways, automobiles and vehicular circulation
issues. However, in recent years, there has been a
much greater emphasis placed on active transportation options. While the Division will continue to address
vehicular circulation issues, a more holistic approach has been taken during the planning process to include all
road users such as bicyclists, pedestrians and public transit users. This has been demonstrated by a newly
implemented bikeway on Manhattan Avenue as well as approved Bike Lanes on Rosecrans Avenue as
recommended in the South Bay Cities Master Bike Plan. Other programs such as the Walking School Bus at our
Elementary Schools has encouraged walking to school to further reduce vehicular congestion. Staff will continue
to proactively seeking grant funds for improvements related to non-motorized transportation to further expand
active transportation options for the Community.
Goal
To ensure that public property has proper signage and pavement markings for effective and efficient
transportation for all modes of travel
Objectives
• Prepare and execute planning directives issued by the City Council
• Process traffic and parking requests in a timely manner
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Completion of Initiative plans and improvements
n/a
n/a
100%
100%
The City Council's Strategic Plan is completed annually. In 2014, the Division completed the Strategic Plan goal to integrate the
Bicycle Master Plan into the Mobility Plan. For 2015, the Division will provide an update to the 2010 Downtown Park ing
Management Plan.
# - Traffic/parking requests & concerns processed
191
236
200
300
The Division receives and processes traffic and park ing requests from internal staff, residents and businesses from throughout
the community. Typical requests include additional street signage for park ing prohibitions, red curb mark ings, crosswalk s, stop
signs, and park ing permit requests.
% - Traffic/parking requests processed within 30 days
75%
81%
80%
80%
The Division aims to process all traffic requests within 30 days. Responding to requests in a timely manner helps improve traffic
flow and safety as well as ensuring that traffic regulations are properly signed and mark ed for enforcement purposes.
The Traffic Engineering Division added a full-time City Traffic Engineer (replacing a contract Traffic Engineer) due
to the increasing workload and time needed to complete routine traffic requests, ongoing projects, and responding
to City Council priorities. The Traffic Engineer’s technical expertise will be of utmost importance to ensure traffic
safety as well as minimizing the City’s liability in the public right-of-way.
132
2011-2012
Adopted
1
1
Traffic Engineer
Total
Traffic Engineering
Object Description
4101
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5207
Advertising
5225
Printing
5501
Telephone
5621
Source of Funds
General Fund
Total Sources
2012-2013
Adopted
1
1
2013-2014
Adopted
1
1
2012-2013
Actual
$63,240
18,142
901
1,500
936
10,709
$95,427
$99,693
966
75
459
1,208
1,816
364
1,219
$105,801
$4,932
$4,932
$206,160
2013-2014
Adopted
$69,322
16,062
1,047
1,724
900
7,290
$96,345
$104,400
75
150
3,000
200
2,000
700
1,300
$111,825
$13,088
$13,088
$221,258
2013-2014
Y/E Est
$61,965
17,860
860
2,235
900
8,048
$91,868
$125,000
75
12
3,000
2,000
600
1,244
$131,931
$13,092
$13,092
$236,891
2014-2015
Adopted
$208,676
35,135
3,077
7,953
1,044
23,207
$279,092
$44,400
75
2,925
300
2,000
500
1,300
$51,500
$19,419
$19,419
$350,011
$206,160
$206,160
$221,258
$221,258
$236,891
$236,891
$350,011
$350,011
133
2014-2015
Adopted
1
1
2
Var from
FY 2014 Y/E
236.8%
96.7%
257.8%
255.8%
16.0%
188.4%
203.8%
(64.5%)
(100.0%)
(2.5%)
(16.7%)
4.5%
(61.0%)
48.3%
48.3%
47.8%
% of
Total
59.6%
10.0%
0.9%
2.3%
0.3%
6.6%
79.7%
12.7%
0.0%
0.8%
0.1%
0.6%
0.1%
0.4%
14.7%
5.5%
5.5%
100.0%
47.8%
47.8%
100.0%
100.0%
134
PUBLIC WORKS
DEPARTMENT
135
PUBLIC WORKS DEPARTMENT
Administration
Civil Engineering
Street Maintenance
Building & Grounds Maintenance*
Transportation
Street Lighting and Landscaping
Water Division
Sewer Maintenance
Solid Waste Management
Parking Facilities
Fleet Management
Total
2012-2013
Actual
$1,553,127
2,707,685
3,095,302
2,436,114
295,107
413,676
224,891
13,864,073
917,806
4,230,974
4,161,566
14,677,727
4,054,810
$52,632,858
2013-2014
Adopted
$2,395,143
16,838,881
3,431,378
2,818,845
97,068
420,949
208,989
13,384,353
832,914
4,053,176
4,052,380
3,030,604
3,510,766
$55,075,446
2013-2014
Estimate
$1,287,415
19,685,268
8,767,833
2,869,637
97,898
437,912
209,134
13,432,242
1,047,504
4,861,709
4,112,024
4,828,330
4,542,702
$66,179,608
2014-2015
Adopted
$1,531,284
9,058,916
4,944,048
2,939,907
155,068
439,760
211,399
13,541,621
1,215,651
1,919,373
4,184,371
4,701,500
1,834,270
$46,677,168
Enterprise Revenues
Water
Stormwater
Wastewater
Refuse
Parking
State & County Lots
Total
Full-Time Positions
2012-2013
Actual
$14,955,337
847,998
3,409,902
4,436,813
2,377,425
1,204,799
$27,232,274
58
2013-2014
Adopted
$15,973,827
352,126
3,586,955
4,090,542
2,344,633
1,163,739
$27,511,822
56
2013-2014
Estimate
$16,025,318
351,642
3,625,883
3,715,295
2,380,637
1,358,953
$27,457,728
56
2014-2015
Adopted
$16,546,891
353,033
3,743,047
3,968,705
2,385,078
1,357,239
$28,353,993
56
136
Salaries & Benefits
Capital Outlay
Debt Service
Interfund Transfers
Total
2012-2013
Actual
$5,426,699
19,503,185
10,065,540
17,331,272
306,162
$52,632,858
137
2013-2014
Adopted
$5,676,875
20,606,500
25,304,285
3,462,495
25,291
$55,075,446
2013-2014
Estimate
$5,110,657
20,770,185
37,757,893
2,519,960
20,913
$66,179,608
2014-2015
Adopted
$5,907,949
21,020,815
17,177,777
2,549,487
21,140
$46,677,168
Public Works is one of the City’s largest departments, responsible for the operation and maintenance of all public
infrastructure located in the public right-of-way and City properties. Public Works is composed of five divisions
including Engineering, Utilities, Maintenance, Environmental Programs, and Waste & Recycling. In general,
Engineering develops and manages the City’s Capital Improvement Plan. The Utilities division operates and
maintains the City’s sewer, storm drain, and water systems. Maintenance oversees the upkeep of City streets,
parks, facilities, fleet, and street sweeping. Environmental Programs implements the City’s goals towards
sustainability including energy efficiency and environmental policies. Waste & Recycling oversees the City’s
waste management contract and monitors recycling thresholds in conformance with State laws.
This department is essential to the quality of life experienced by the Manhattan Beach community. Standard
elements of urban living such as access to high quality running water, a reliable sewer system, well-maintained
roads and cleanliness through convenient refuse and street sweeping programs are crucial. A superior level of
service is provided by the Public Works Department and its contractors, which sets Manhattan Beach apart from
other communities.
The Utilities Division has had a successful year. The Water Division installed 1,350 water meters, completing
year 6 of a 10-year water meter replacement program, which is intended to better account for water purchases
versus sales. The 2013 Storm Drain Condition Assessment study was completed, giving the City a full Closed
Circuit Television record of the entire 21 mile storm drain system, from which an analysis was conducted,
enabling the development of a 10-year Capital Improvement Program to perform system upgrades and repairs.
The Sewer Division completed its five-year Wastewater Infrastructure Closed Circuit Television Inspections and
Condition Assessment study of the system’s entire 85 miles of sewer line and manholes, enabling the
development of operations, maintenance and Capital Improvement programs. Lastly, the final 1,050 “smart”
parking meters were installed. Presently, all of the City’s 1808 parking meters are capable of accepting coin and
credit cards as option for payment.
The Street Maintenance Division accomplished a variety of projects. Section 1 concrete repairs were completed
successfully, including six ADA ramps and sidewalks adjoining Meadows Elementary. A street tree inventory was
completed, and the City contracted with West Coast Arborists to provide comprehensive tree care. The Live Oak
Park Tot Lot refurbishment, funded by Leadership Manhattan, was performed by Public Works staff. Also, a new
Petanque court was installed near the Joslyn Center, funded by the Kiwanis organization. A volunteer honeybee
rescue program was implemented, and a new Teen Center Garden was planted at Manhattan Heights.
Facilities were improved in many ways. LED lighting was installed in several city facilities, parking lots, recreation
areas and plazas. Select restrooms were renovated and select roofs were improved at Marine Ave Park and Live
Oak Park. Southern California Edison light surveys and County street light surveys were conducted. Electrical
infrastructure was improved at Marine Ave Park, Manhattan Heights Park, Lots 3 & 4, and the Pier.
The Fleet Division is replacing the Fleet with more fuel efficient, cleaner burning and alternative fueled vehicles. In
Fiscal year 2013-2014, 54 vehicles were purchased and put into service or are in the process of going into
service. Meanwhile, 47 older, less-efficient and higher-operating-cost vehicles have been surplused to date.
The Engineering Division completed many Capital Improvement projects including the Facilities Assessment
Study and Parking Structure Assessment Study, which provided City Council with information necessary to form
valuable projects. Other notable projects completed were the Marine Park Synthetic Field, Valley/Ardmore
pavement rehabilitation, sewer manhole rehabilitation, water main replacements, and the Sand Dune/Marine Ave
Park fencing.
Numerous environmental accomplishments occurred in FY 2013-2014. The City of Manhattan Beach recently
received a Project of the Year award in the Storm Water Quality category from the American Public Works
Association (APWA) Southern California Chapter for its work to protect beach health and water quality. The
“Greenbelt Low Flow Infiltration Project” utilizes the Greenbelt to intercept and infiltrate dry weather and wet
weather low flows from the existing storm drain system, which includes a 55.2 acre tributary area. The City has
been awarded a grant to implement projects identified in the Landscape Master Plan Guidelines that will improve
accessibility and landscaping on Veteran’s Parkway. The City received State of California Beacon Awards in the
Best Practices and Electricity Savings categories, recognizing Manhattan Beach’s efforts to reduce greenhouse
gas emissions, save energy and adopt policies and programs that promote sustainability. The City utilized a grant
by the Department of Water Resources and West Basin Municipal Water District to convert an existing planter on
138
the Strand into an Ocean-Friendly Garden. The City was awarded the Green Leader Award by the LA County
Board of Supervisors in recognition of the City’s environmental projects and Sona Coffee, the Environmental
Programs Manager.
Through MSRC and AB2733 funding, the City has installed six public Electric Vehicle charging stations (four at
the City Hall lot, two at Lot 4). Two stations for city-owned fleet are located at the Public Works Yard. The City
continued its first commercial and residential food waste collection pilot program, with over 20 commercial and
775 residential participants, diverting food waste from the landfill. Work continues expanding the City’s existing
smoking ban. All food service establishments are now required to adhere to the plastic bag ban along with all
retail establishments. The City of Manhattan Beach adopted an ordinance prohibiting the use of polystyrene food
service ware (foam and plastics #6), including at City-permitted events, on September 10, 2013 and became
effective as of October 10, 2013. Expansion of the ban includes lids, straws and utensils.
139
PUBLIC WORKS: ADMINISTRATION
The responsibilities within the Administration Division include customer service;
preparing department billing and payroll; filing and management of Public Works
grants; managing government contracts; providing administrative support to the
various functions of the Public Works Department; and housing the City’s
Environmental Program. The Department’s budget and the City’s Capital
Improvement Plan are created and managed by the Administrative, Streets,
Water and Engineering staff.
Environmental initiatives have been an area of priority for the community, and
Fiscal Year 2013-2014 saw the successful implementation of the initiatives
outlined in the City’s Environmental Work Plan relating to energy efficiency and
renewable energy, sustainable landscaping and water conservation, and waste
reduction initiatives. These efforts will be carried forward into the 2014-2015
fiscal year. Many of the program efforts align with the City’s Strategic Goals of:
“Maintain and Enhance City Facilities, Programs, and Infrastructure” and “Enhance, Preserve, and Protect the
Environment and Health of our Beach Community.”
Major program initiatives include: energy efficiency strategies, community-wide electric vehicle policy, sustainable
landscape efforts to promote water conservation, and implementation of policies that impact pollution prevention
through ordinances on smoking and polystyrene.
Goal
To provide leadership and management to ensure the most effective delivery of services to our citizens and to
unite the community in a comprehensive effort to promote sustainable living in the City of Manhattan Beach
Objectives
• Provide superior service to the community
• Deliver overall direction and leadership for the variety of Public Works services provided to the residents
• Ensure compliance with County, State and Federal requirements
• Implement programs and seek grant funding to assist with Public Works projects
• Continue environmental initiatives through the City’s Environmental Program
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Govt Outreach Surveys w/ Superior/Good Ratings*
n/a
n/a
n/a
95%
Surveys are automatically sent to those who include an email address in their Government Outreach Work Order. The survey
requests a rating from Superior to Poor for Employee Effectiveness, Time to Respond, and Employee Courtesy. This measure
averages the percentage of those who rated PW with Superior or Good in those categories.
# - Public Info Pieces on Environmental Initiatives*
n/a
n/a
n/a
12
The Environmental Programs Manager delivers timely public information via website announcements, citywide newsletter articles,
advertisements in the local papers, presentations to community groups, and staff reports on environmental initiatives.
n/a
n/a
n/a
6
# - Civic Engagement Events on Environmental Initiatives*
The Environmental Programs Manager oversees community-wide events to raise awareness on climate change, energy efficiency,
water conservation, sustainable landscape, and pollution prevention. These events include two annual city-wide events and
quarterly community events/forums.
The FY 2014-2015 budget includes a Work Order Management System project (account 6141) carried over from
the prior year. This project is part of the IS Master Plan, and will centralize and integrate software under one
vendor. Administration will also be adding a part-time intern position to provide crucial support for Environmental
Programs to update the City's sustainability report, maintain the Going Green website, create media notices to
advertise upcoming programs, provide outreach and organization of businesses responding to existing
ordinances (plastic, polystyrene, and smoking), assist with environmental programs and events, and process
Construction & Demolition recycling tickets. A Senior Management Analyst will be split 50% in Administration,
50% in Engineering, so as to assist more with the Capital Improvement Plan. Previously, this position was split
75% in Administration, 25% in Engineering.
140
2011-2012
Adopted
1
1
1
1
1
1
1
7.00
Director
Utilities Manager
Wastewater & Electrical Supervisor
Maintenance Superintendent
Environmental Programs Manager
Senior Management Analyst (Refuse/Admin)
Senior Management Analyst (Engineering/Admin)
Management Analyst
Executive Secretary
Total
2012-2013
Adopted
1
1
1
1
1
0.25
1
1
7.25
2013-2014
Adopted
1
1
1
1
1
0.25
0.75
1
7.00
2014-2015
Adopted
1
1
1
1
1
0.25
0.50
1
6.75
Total part-time hours proposed for FY 2014-2015 is 960 hours (intern).
Administration
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4203
Unemployment
4204
4205
4206
4211
5101
Contract Services
5102
Contract Personnel
5108
Legal Services
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5207
Advertising
5208
Postage
5210
Computers, Supplies & Software
5214
5217
5225
Printing
5501
Telephone
5502
Electricity
5503
Natural Gas
5611
Warehouse Services
5621
5631
5641
5642
6141
6212
7101
Bond Principal
7102
Bond Interest
7103
Total Debt Service
9101
Transfers Out
Total Transfers
Total Expenditures
Source of Funds
General Fund
Capital Improvement
Parking Fund
Total Sources
2012-2013
Actual
$721,989
1,372
66,142
10,379
25,479
20,676
7,356
110,569
$963,963
$17,084
118,978
2,355
12,102
1,698
370
3,496
9,053
226
47
195
130,000
181
9,307
23,668
7,817
$336,578
$760
73,980
132,144
5,076
14,192
$226,153
$1,526,694
$6,270
$6,270
$20,163
$20,163
$1,553,127
2013-2014
Adopted
$812,536
78,492
12,273
1,020
31,677
11,700
7,500
88,169
$1,043,368
$14,540
13,460
3,185
100
3,500
300
7,000
180
1,746
12,000
150
9,300
23,558
6,650
$95,669
$1,000
58,896
32,460
6,270
10,576
$109,202
$1,248,239
$150,000
$150,000
$530,000
436,613
5,000
$971,613
$25,291
$25,291
$2,395,143
2013-2014
Y/E Est
$703,634
220
75,317
10,065
1,020
25,761
11,700
7,500
92,764
$927,981
$39,000
785
12,000
3,430
100
3,500
300
7,000
186
3,610
123
12,000
350
8,290
27,804
8,260
$126,738
$1,200
58,896
32,460
6,276
11,206
$110,038
$1,164,757
$101,745
$101,745
$20,913
$20,913
$1,287,415
2014-2015
Adopted
$794,290
12,950
99,621
11,997
684
29,450
29,400
8,736
89,504
$1,076,632
$29,080
10,500
4,460
100
4,500
500
12,000
190
1,745
24,655
150
8,600
27,943
8,301
$132,724
$1,000
87,385
32,760
18,200
11,443
$150,788
$1,360,144
$150,000
$150,000
$21,140
$21,140
$1,531,284
Var from
FY 2014 Y/E
12.9%
(100.0%)
32.3%
19.2%
(32.9%)
14.3%
151.3%
16.5%
(3.5%)
16.0%
(25.4%)
(100.0%)
(12.5%)
30.0%
28.6%
66.7%
71.4%
2.2%
(51.7%)
(100.0%)
105.5%
(57.1%)
3.7%
0.5%
0.5%
4.7%
(16.7%)
48.4%
0.9%
190.0%
2.1%
37.0%
16.8%
(100.0%)
47.4%
1.1%
1.1%
18.9%
% of
Total
51.9%
0.8%
6.5%
0.8%
0.0%
1.9%
1.9%
0.6%
5.8%
70.3%
1.9%
0.7%
0.3%
0.0%
0.3%
0.0%
0.8%
0.0%
0.1%
1.6%
0.0%
0.6%
1.8%
0.5%
8.7%
0.1%
5.7%
2.1%
1.2%
0.7%
9.8%
88.8%
9.8%
9.8%
1.4%
1.4%
100.0%
$1,488,567
6,270
58,290
$1,553,127
$2,395,143
$2,395,143
$1,185,670
101,745
$1,287,415
$1,531,284
$1,531,284
29.1%
(100.0%)
18.9%
100.0%
100.0%
141
PUBLIC WORKS: CIVIL ENGINEERING
The Engineering Division of the Public Works Department
is tasked with improving the City’s infrastructure and
facility assets. The Division completes capital
improvement projects to improve City streets, sewers,
water mains, storm drains, pump stations, City buildings,
parks and other City-owned assets. The Engineering
Division also manages traffic signal maintenance, and
reviews and inspects private development work in the
public right-of-way.
Significant projects to be pursued in Fiscal Year 20142015 include water main replacements east of Sepulveda
Boulevard, as well as other City water system
improvements including the Larsson pump station, Block
35 pump station and Peck Avenue reservoir sites.
Construction of the Manhattan Avenue/Highland Avenue
Street Resurfacing Project (1st Street to 8th Street) will
be performed. Design will start on street improvements
for Manhattan Beach Boulevard (Sepulveda Blvd to
Aviation Blvd) and Morningside Drive (10th Place to
Manhattan Beach Blvd). Design will continue for the
Strand Stairs Improvements with a construction start
estimated for Fall 2014. Design will also start for City sewer system improvements including sewer mains east of
Sepulveda Boulevard and upgrades at the Poinsettia lift station site. An annual City facility building rehabilitation
project and a City parking structure rehabilitation project will be performed based on findings of assessment
studies completed in FY 2013-2014. In addition, a Pier Improvements project will start design which includes
rehabilitation of the Roundhouse, comfort station and Pier utilities.
Goal
To ensure that the City's infrastructure is in good working condition and meets the needs of the community by
implementing projects to maintain and improve public infrastructure
Objectives
• Implement water and wastewater system improvement projects
• Work with Community Development Department staff to implement community vehicle, bicycle and pedestrian
improvements.
• Rehabilitate arterial streets and slurry seal 15% of residential streets
• Continue design efforts for the Sepulveda Bridge Widening Project
• Provide coordination and oversight of utility undergrounding work including design, construction, assessments
and Proposition 218 balloting
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Projects: completed design/awarded contracts*
n/a
n/a
n/a
30%
The Engineering Division oversees capital improvement projects. Most projects are multi-year phased and this measure highlights
progress of projects authorized by the City Council. Awarded contracts for construction phase only.
% - First developed plan checks processed*
n/a
n/a
n/a
TBD
Process first development plan check s within 10 business days of receipt.The performance measure goal will be determined upon
the completion of the first year of data collection.
A Senior Management Analyst will now be split 50% in Administration, 50% in Engineering, so as to assist more
with the Capital Improvement Plan. Previously, this position was split 75% in Administration, 25% in Engineering.
142
City Engineer
Principal Civil Engineer
Senior Civil Engineer
Engineering Technician I/II
GIS Analyst*
Public Works Inspector
Senior Management Analyst (Engineering/Admin)
Secretary
GIS Tecnhician*
Total
2011-2012
Adopted
1
1
2
1
1
1
1
8
2012-2013
Adopted
1
1
2
1
1
1
1
0.2
8.20
2013-2014
Adopted
1
1
2
1
1
0.25
1
7.25
2014-2015
Adopted
1
1
2
1
1
0.50
1
7.50
*GIS Analyst & Technician moved to Finance from Public Works b eginning in Fiscal Year 2013-2014
Total part-time hours proposed for FY 2014-2015 is 1,000 hours (intern).
Civil Engineering
Object Description
4101
4103
Part-time Salaries
4111
4201
4202
4204
4206
4211
5101
Contract Services
5104
5108
Legal Services
5201
Office Supplies
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5207
Advertising
5208
Postage
5210
5212
5217
5225
Printing
5501
Telephone
5611
Warehouse Services
5621
5641
5642
5651
6121
6141
6202
Studies, Audits & Analysis
6222
CIP Street Improvement - CYr
6232
CIP Utility Improvements - CYr
6252
6263
Infrastructure Improvements
7101
Bond Principal
7102
Bond Interest
7103
Total Debt Service
Total Expenditures
Source of Funds
General Fund
Prop C
Capital Improvement
Underground Assessment
Total Sources
2012-2013
Actual
$734,345
7,062
106,269
10,454
14,227
7,692
120,770
$1,000,820
$133,008
19,223
2,634
1,151
690
105
1,377
456
441
140
9,442
9
2,345
6,295
85
8,462
$185,863
$367
34,524
5,112
5,857
56,208
$102,068
$1,288,751
$15,844
14,832
$397,819
434
27,973
$456,902
$510,000
444,113
7,920
$962,033
$2,707,685
2013-2014
Adopted
$722,674
12,240
1,012
105,496
11,092
16,015
7,440
78,957
$954,926
$110,000
2,000
912
300
2,235
1,500
335
750
7,100
5,000
2,000
2,700
150
8,500
$143,482
$650
52,352
9,270
4,954
70,899
$138,125
$1,236,533
12,745,472
1,900,000
$14,645,472
$525,000
422,876
9,000
$956,876
$16,838,881
2013-2014
Y/E Est
$501,383
3,000
500
67,337
7,004
8,748
7,440
65,595
$661,007
$200,000
7,000
130
915
500
1,500
1,000
335
450
7,212
5,000
2,000
1,700
95
7,614
$235,451
$500
52,356
9,276
5,249
72,711
$140,092
$1,036,550
100,000
14,932,165
208,399
1,889,818
562,500
$17,692,882
$525,000
422,916
7,920
$955,836
$19,685,268
2014-2015
Adopted
$755,558
12,240
1,015
88,269
11,589
16,072
8,664
85,775
$979,182
$111,220
2,000
915
500
2,235
1,500
335
750
8,000
3,000
3,010
150
8,000
$141,615
$650
77,676
12,720
4,723
68,161
$163,930
$1,284,727
$5,895,200
925,600
$6,820,800
$545,000
400,389
8,000
$953,389
$9,058,916
$1,319,427
398,253
27,973
962,033
$2,707,685
$1,236,533
12,745,472
1,900,000
956,876
$16,838,881
$1,036,550
14,441,123
3,251,759
955,836
$19,685,268
$1,284,727
5,895,200
925,600
953,389
$9,058,916
143
Var from
FY 2014 Y/E
50.7%
308.0%
103.0%
31.1%
65.5%
83.7%
16.5%
30.8%
48.1%
(44.4%)
(71.4%)
(100.0%)
49.0%
50.0%
66.7%
10.9%
(100.0%)
50.0%
77.1%
57.9%
5.1%
(39.9%)
30.0%
48.4%
37.1%
(10.0%)
(6.3%)
17.0%
23.9%
(100.0%)
(60.5%)
(100.0%)
(100.0%)
64.6%
(61.4%)
3.8%
(5.3%)
1.0%
(0.3%)
(54.0%)
% of
Total
8.3%
0.1%
0.0%
1.0%
0.1%
0.2%
0.1%
0.9%
10.8%
1.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.1%
1.6%
0.0%
0.9%
0.1%
0.1%
0.8%
1.8%
14.2%
65.1%
10.2%
75.3%
6.0%
4.4%
0.1%
10.5%
100.0%
23.9%
(59.2%)
(71.5%)
(0.3%)
(54.0%)
14.2%
65.1%
10.2%
10.5%
100.0%
PUBLIC WORKS: STREET MAINTENANCE
The Street Maintenance Division is shifting its pavement marking resource emphasis on annual curb markings,
parking lot markings, and modifications to existing inventory, having completed the thermoplastic conversion
process. Staff continues to drive repairs by cycling through the established seven maintenance districts whereby
every area of the City is routinely inspected for pavement defects, condition of signs and markings, sidewalk
displacements and tree related issues.
Staff will be targeting faster graffiti removal from private property to meet the City’s 24 hour abatement window,
and ensuring all field staff have supplies and materials on hand to abate minor tagging when encountered
The Fiscal Year 2014-2015 initiatives include the introduction of long lasting MMA to complement thermoplastic
pavement markings on concrete streets. Also, having completed a full cycle of sidewalk repairs, annual capital
costs associated with this repair program are forecast to drop. Through the use of Community Development Block
Grant funding, staff will be completing an ADA access ramp project and anticipates installing or repairing
approximately 90 ramps. The budget includes funds for landscaping, tree trimming, street medians maintenance,
and Supplies such as cement, concrete, asphalt, and other related materials are budgeted in departmental
supplies (object 5217).
Goal
To provide clean and safe roadways, sidewalks, medians, and traffic signage through proactive inspections,
maintenance, repair services, and an aggressive graffiti removal program
Objectives
• Maintain thermoplastic markings and add MMA (Meth methacrylate) resin markings to concrete streets to
complement pavement marking program.
• Complete Section 3 concrete repairs through the identification of displaced sidewalks and the notification of
property owners
• Develop and seek approval of Tree Master Plan to optimize trimming cycles, reduce liability exposure, and
holistically manage the urban forest
• Apply field gathered metrics to sign inventory to ensure all signs meet standards for reflectivity and project
upcoming sign needs for budget forecasting
• Continue view obstruction abatements as part of the sign management program
• Assist with street improvements for annual slurry program, upcoming sewer and water line replacement
projects, and other capital improvement street projects
• Continue Sepulveda sidewalk repairs through the subsidized Caltrans Delegated Maintenance Agreement
• Emphasize speedy response to pothole repairs and other pavement defects
• Provide support for special events, partner with event coordinators to reduce costs, and use the GovOutreach
work order system to streamline processes and job costing
• Continue to pursue the use of environmentally sustainable and/or recycled materials. Investigate ways to
conserve resources and employ energy saving methodologies
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Potholes filled w/in 10 days of work order placement
73%
98%
75%
99%
Timely pothole repair stops water infiltration into the roadbed, arresting further damage. Asphalt repairs maintain street safety,
ride, and appearance. The City's pothole repair program is also coordinated with the annual slurry seal program, reducing the
number of pothole calls from the public. The City employs a state of the art pothole repair truck that is heated and insulated,
which has allowed Public Work s to quick ly and efficiently k eep up on smaller asphalt repairs.
%- Traffic signs replaced/installed*
n/a
n/a
n/a
10%
The City's inventory of 13,234 signs includes regulatory, warning, wayfinding, and informational signs. Most sheeting used on
aluminum signs has an average useful life of 10 years dependent upon sun exposure, proximity to the ocean, and damage of
various k inds. In order to maintain the City's sign inventory, a goal of replacing 10% of all signs per year ensures all signs are
legible and meet reflectivity standards.
# - Graffiti sites abated
411
225
400
300
The City prides itself on an aggressive graffiti abatement program, and graffiti should be removed within 24 hours per Municipal
Code. This ordinance extends to private property. In order for City staff to enter and abate graffiti on private property, a release
waiver signed by the property owner is required. Additionally, only egregious defacement is addressed as an emergency standby
issue on week ends, holidays or after hours.
144
A decrease in overall budget in FY2014-2015 is due to a decrease in cement and concrete costs. The cities’
seven-year repair cycle has completed one full cycle, so repairs will transition to preventative maintenance rather
than emergency repairs. In addition, the Electrician will be reallocated to more accurately reflect the actual time
spent on in-house electrical work.
2011-2012
Adopted
2
1
1
9
13.0
Maintenance Worker IV
Secretary
Maintenance Worker III
Maintenance Worker I/II
Electrician
Total
Street Maintenance
Object Description
4101
4111
4114
4201
4202
4203
Unemployment
4204
4205
4206
4211
5101
Contract Services
5108
Legal Services
5202
Membership & Dues
5204
5205
Training
5206
5207
Advertising
5209
Tools & Minor Equip
5210
5217
5225
Printing
5502
Electricity
5504
Water
5611
Warehouse Services
5621
5631
5641
5642
6121
6202
6222
Total Expenditures
Source of Funds
General Fund
Gas Tax Fund
Prop C
Measure R
Total Sources
2012-2013
Adopted
2
1
1
9
0.2
13.2
2013-2014
Adopted
2
1
10.5
0.2
13.7
2012-2013
Actual
$770,572
11,037
13,823
163,881
10,351
22,500
3,301
53,736
12,384
118,367
$1,179,952
$175,190
3,191
173
571
5,172
364
3,546
157,919
113
38,709
40,143
$425,090
$5,139
34,524
93,312
127,488
99,525
$359,988
$1,965,029
$1,130,273
$1,130,273
$3,095,302
2013-2014
Adopted
$830,516
9,842
20,488
168,104
11,212
16,140
3,795
36,600
12,540
89,095
$1,198,332
$234,666
319
2,484
5,738
3,000
3,492
204,365
37,366
40,321
$531,751
$7,395
45,808
140,040
142,640
99,412
$435,295
$2,165,378
$11,000
$1,255,000
$1,266,000
$3,431,378
2013-2014
Y/E Est
$785,531
9,130
22,000
154,920
10,491
16,140
3,672
36,600
12,540
89,625
$1,140,649
$230,500
1,500
320
75
1,000
5,750
1,990
210,000
39,582
52,267
$542,984
$7,395
45,804
140,040
142,644
105,337
$441,220
$2,124,853
$11,000
80,000
6,551,980
$6,642,980
$8,767,833
2014-2015
Adopted
$824,114
9,830
26,080
171,361
11,065
10,764
4,109
181,500
15,384
93,098
$1,347,305
$256,800
320
2,340
6,120
3,490
181,020
39,780
54,044
$543,914
$7,395
67,966
302,820
177,310
99,338
$654,829
$2,546,048
$2,398,000
$2,398,000
$4,944,048
$1,965,029
1,127,643
2,630
$3,095,302
$2,176,378
1,115,000
40,000
100,000
$3,431,378
$2,135,853
3,663,657
383,323
50,000
2,535,000
$8,767,833
$2,546,048
1,715,000
335,000
348,000
$4,944,048
145
2014-2015
Adopted
2
1
10.5
13.5
Var from
FY 2014 Y/E
4.9%
7.7%
18.5%
10.6%
5.5%
(33.3%)
11.9%
395.9%
22.7%
3.9%
18.1%
11.4%
(100.0%)
(100.0%)
134.0%
6.4%
(100.0%)
(13.8%)
0.5%
3.4%
0.2%
48.4%
116.2%
24.3%
(5.7%)
48.4%
19.8%
(100.0%)
(100.0%)
(63.4%)
(63.9%)
(43.6%)
% of
Total
16.7%
0.2%
0.5%
3.5%
0.2%
0.2%
0.1%
3.7%
0.3%
1.9%
27.3%
5.2%
0.0%
0.0%
0.1%
0.1%
3.7%
0.8%
1.1%
11.0%
0.1%
1.4%
6.1%
3.6%
2.0%
13.2%
51.5%
48.5%
48.5%
100.0%
19.2%
(53.2%)
(100.0%)
570.0%
(86.3%)
(43.6%)
51.5%
34.7%
6.8%
7.0%
100.0%
PUBLIC WORKS: BUILDING & GROUNDS
The Building and Grounds maintenance services are
delivered through a combination of skilled City maintenance
employees and competitively bid outside service contracts.
This program is responsible for the preparation and
maintenance of parks facilities, school athletic fields which are
under City control, City Buildings, and select capital
improvement projects. This division also provides electrical
support to numerous special events such as the Pier lighting,
Pier fireworks, Old Hometown Fair, and Earth Day, as well as
reviews of all Public Works construction projects that involve
electrical systems.
Goal
To provide a clean, safe and accessible environment for all
users of City-owned public facilities through responsive maintenance, remodeling and repair services, and to
maintain and repair all electrical systems and apparatus throughout City facilities in order to provide reliable
services to the community
Objectives
• Develop and seek approval of Tree Master Plan to optimize trimming cycles, reduce liability exposure, and
holistically manage the urban forest
• Continue to monitor service contracts to ensure quality service is delivered in a timely and cost effective
manner
• Assist project team with implementation of rehabilitation and repair projects as identified in the Facilities
Master Plan
• Rebuild Manhattan Heights outdoor restrooms
• Continue monitoring all street lighting through routine night inspections and work closely with Southern
California Edison to ensure outage notifications and service obligations are met
• Continue partnership with the Manhattan Beach Little League and American Youth Soccer Organization to
continue sustainable maintenance programs and raise level of field playability and aesthetics.
• Continue partnership with various businesses and groups during the year to support the many events that
occur throughout the City, and work on ways to contain event costs
• Continue to monitor landscape maintenance contract through use of new radio-frequency identification based
inspection, with an emphasis on maximizing services and lowering liability exposure
• Utilize all sustainable environmental practices at the City’s disposal to implement City’s Green Initiative
• Develop and implement new janitorial maintenance contract to maximize budget savings without
compromising sanitary and cleanliness standards
• Track electrical performance and assess needs through Government Outreach work order application
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - All work orders requiring emergency response
2%
2%
1%
1%
Emergency work orders are those that require immediate attention such as clogged drains, brok en valves or pipes, tripped
electrical circuits, and unscheduled requests that demand immediate response. Active preventative maintenance is k ey to the
reduction of emergency responses.
% - Facilities work orders responded to w/in 10 days*
n/a
n/a
n/a
100%
Facilities refers to the physical structures, including civic buildings, restrooms, and storage and maintenance facilities. This will
measure proper management of staff and staffing levels. Unattended work orders can become emergency work orders if not
addressed in a timely manner. Emergency work comes at a premium cost, and proper managing and correct staffing are critical
to minimizing response time.
% - Facilities work orders completed
88%
89%
99%
90%
Facilities refers to the physical structures, including civic buildings, restrooms, and storage and maintenance facilities. This will
measure proper management of staff and staffing levels. All task s are assigned a work order, regardless of the source of the
request. Track ing measures efficiency, and new staff members are dedicated to organizing and standardizing materials to
increase productivity. The division is on track to be fully staffed by FY14-15 which will create a proactive, rather than reactive,
work order approach.
* Changed from just Electrical to all division work orders for FY2014-2015
146
The overall Buildings & Grounds budget will decrease due to the implementation of the first group of projects
identified in the Facilities Assessment Report. The majority of cost savings is in painting contracts. In addition,
the Electrician will be reallocated to more accurately reflect the actual time spent on in-house electrical work.
2011-2012
Adopted
1
3
1
1.0
6.0
Building Repair Craftsperson
Electrician*
Total
2012-2013
Adopted
1
3
1
1.2
6.2
2013-2014
Adopted
1
3
1
1.2
6.2
2014-2015
Adopted
1
4
1
6.0
* In Fiscal Year 2011-2012, the Electrical program was rolled into Building & Grounds. Historicals have been adjusted to reflect that change.
Building & Grounds
Object Description
4101
4111
4201
4202
4204
4206
4211
5101
Contract Services
5102
Contract Personnel
5108
Legal Services
5205
Training
5206
5207
Advertising
5209
Tools & Minor Equip
5210
5217
5225
Printing
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
5611
Warehouse Services
5621
5631
5641
5642
Source of Funds
General Fund
Building Maintenance
Total Sources
2012-2013
Actual
$270,358
1,428
51,895
2,925
1,717
5,820
41,437
$375,580
$1,025,729
144,882
150
725
2,570
790
309,926
235
139,142
4,560
353,723
$1,982,433
$21,173
1,680
26,076
29,172
$78,101
$2,436,114
2013-2014
Adopted
$396,097
24,594
57,936
4,980
1,974
5,640
43,504
$534,725
$1,416,791
9,272
4,725
1,000
1,873
270,774
150
230
140,703
3,809
330,696
$2,180,023
$24,663
19,632
2,040
29,560
28,202
$104,097
$2,818,845
2013-2014
Y/E Est
$397,748
22,500
62,631
5,434
1,863
5,640
45,256
$541,072
$1,388,900
8,225
4,725
500
1,000
1,630
276,425
206
156,279
4,027
381,577
$2,223,494
$23,960
19,632
2,040
29,556
29,883
$105,071
$2,869,637
2014-2015
Adopted
$371,072
5,720
63,568
5,561
2,054
5,784
42,105
$495,864
$1,491,170
10,120
4,320
1,000
1,000
10,140
236,105
150
230
157,061
4,047
394,550
$2,309,893
$24,660
29,128
4,800
48,680
26,882
$134,150
$2,939,907
$1,191,175
1,244,940
$2,436,114
$1,285,216
1,533,630
$2,818,845
$1,336,280
1,533,357
$2,869,637
$1,473,103
1,466,804
$2,939,907
147
Var from
FY 2014 Y/E
(6.7%)
(74.6%)
1.5%
2.3%
10.3%
2.6%
(7.0%)
(8.4%)
7.4%
23.0%
(8.6%)
100.0%
522.1%
(14.6%)
11.7%
0.5%
0.5%
3.4%
3.9%
2.9%
48.4%
135.3%
64.7%
(10.0%)
27.7%
2.4%
% of
Total
12.6%
0.2%
2.2%
0.2%
0.1%
0.2%
1.4%
16.9%
50.7%
0.3%
0.1%
0.0%
0.0%
0.3%
8.0%
0.0%
0.0%
5.3%
0.1%
13.4%
78.6%
0.8%
1.0%
0.2%
1.7%
0.9%
4.6%
100.0%
10.2%
(4.3%)
2.4%
50.1%
49.9%
100.0%
PUBLIC WORKS: STREET LIGHTING & LANDSCAPING
In the early 1970's, the City formed several Street
Lighting & Landscaping Assessment Districts
pursuant to the Landscaping and Lighting Act of
1972. Through an assessment paid by property
owners, this program provides for the payment of
energy and maintenance costs of one thousand,
eight hundred and eighty five (1,885) street lights.
The method of assessment, which was approved
at the time of the district's formation, is a
proportion of the estimated benefit to be received
by such lots and parcels. It is collected by Los
Angeles County through the property tax rolls, and
remitted to the City.
For Fiscal Year 2014-2015, the assessment rate
will be reviewed and recommendations developed
through an assessment engineering study. If the
City were to recommend a future change in the
assessment rate, ratification would be required
through a Proposition 218 vote. The current assessments are insufficient to cover operating costs without General
Fund subsidies. A future rate increase is necessary to sustain service levels.
Goal
To administer funds received from the Street Lighting & Landscaping Assessment Districts to fund energy and
maintenance costs of streetlights within the City
Objectives
• Continue to seek grant funding to offset energy efficient lighting retrofits costs throughout the City
• Continued use of the Government Outreach web application to manage failed lamp reporting
• Analyze current rate structure and develop recommendations
• Perform quarterly lighting surveys to ensure street lights are working properly
• Continue to retrofit City owned street lighting to LED as parts wear and fail
Object Description
5101
Contract Services
5217
5502
Electricity
5503
Natural Gas
5601
Administrative Service Charge
Source of Funds
Subsidy from General Fund (Transfer In)
Total Sources
2012-2013
Actual
$11,680
3,914
291,595
63,240
$370,428
$43,248
$43,248
$413,676
2013-2014
Adopted
$11,500
9,950
294,708
61,541
$377,699
$43,250
$43,250
$420,949
2013-2014
Y/E Est
$15,000
9,950
289,562
80,150
$394,662
$43,250
$43,250
$437,912
2014-2015
Adopted
$15,000
9,950
291,009
80,551
$396,510
$43,250
$43,250
$439,760
$269,224
144,452
$413,676
$274,200
146,749
$420,949
$268,629
169,283
$437,912
$270,980
168,780
$439,760
148
Var from
FY 2014 Y/E
0.5%
0.5%
0.5%
0.4%
% of
Total
3.4%
2.3%
66.2%
18.3%
90.2%
9.8%
9.8%
100.0%
0.9%
(0.3%)
0.4%
61.6%
38.4%
100.0%
PUBLIC WORKS: DOWNTOWN STREETSCAPE
Zone 10 of the Manhattan Beach Street Lighting & Landscaping
Assessment District was established as a Streetscape District. The method
of assessment to the property owners, which was approved at the time of
the district's formation, was in proportion to the property's street frontage in
the Downtown area. This assessment is collected by Los Angeles County
through the property tax rolls and remitted to the City.
In Fiscal Year 2014-2015 the total assessments collected for this zone,
which have remained unchanged for several years, will total approximately
$107,500, while total operating expenditures are estimated at $211,399.
The City’s General Fund subsidizes this shortfall. An Assessment District
vote would be required to correct this imbalance. The Fiscal Year 20142015 budget includes power washing, landscape maintenance and pest
control which appear under Contract Services (object 5101).
Goal
To provide high quality maintenance and repair services for the downtown streetscape area in order to beautify
and improve the aesthetics of downtown
Objectives
• Work in conjunction with Engineering staff, Downtown Business Association, and all other stakeholders in
developing a rehabilitation plan for Downtown Streetscape
• Assist in completing a refreshing of the downtown area including stamped asphalt pavement treatments to
deteriorating tile in crosswalks, minor pavement repairs, slurry seal, and new traffic markings.
• Ensure high level landscape and custodial maintenance in the Downtown area through continued weekend
powerwashing service during peak season (April through September)
• Continue monitoring maintenance contract
There is a slight increase in contract services (account 5101) in FY2014-2015 due to an increased power washing
schedule for the Downtown Streetscape area.
2011-2012
Adopted
0.5
Object Description
4101
4201
4202
4206
4211
5101
Contract Services
5206
5217
5502
Electricity
5504
Water
5601
5611
Warehouse Services
5641
5642
Source of Funds
Streetlighting & Landscape
City Assessment
Subsidy from General Fund (Transfer In)
Total Sources
2012-2013
Adopted
0.5
2012-2013
Actual
$28,710
8,170
390
468
4,369
$42,107
$98,962
77
5,538
10,075
7,065
$121,717
$41,988
12,072
7,006
$61,066
$224,891
2013-2014
Adopted
$113,727
17,000
10,571
7,366
$148,664
$41,986
343
12,070
5,926
$60,325
$208,989
2013-2014
Y/E Est
$113,730
17,000
9,781
8,186
$148,697
$41,986
100
12,072
6,279
$60,437
$209,134
2014-2015
Adopted
$116,055
17,000
9,830
8,464
$151,349
$41,986
345
12,070
5,649
$60,050
$211,399
$107,363
20,163
97,365
$224,891
$105,000
25,291
78,698
$208,989
$108,000
20,913
80,221
$209,134
$107,500
21,140
82,759
$211,399
149
2013-2014
Adopted
-
2014-2015
Adopted
-
Var from
FY 2014 Y/E
2.0%
0.5%
3.4%
1.8%
245.0%
(0.0%)
(10.0%)
(0.6%)
1.1%
% of
Total
54.9%
8.0%
4.6%
4.0%
71.6%
19.9%
0.2%
5.7%
2.7%
28.4%
100.0%
(0.5%)
1.1%
3.2%
1.1%
50.9%
10.0%
39.1%
100.0%
PUBLIC WORKS: WATER DIVISION
ADMINISTRATION
The City's water system is comprised of two reservoirs with a combined storage capacity of 10 million gallons;
one elevated storage tank with a storage capacity of 300,000 gallons; one imported water connection with the
Metropolitan Water District of Southern California with a production capacity of 5,000 gallons per minute; two
groundwater wells with a total production capacity of 3,500 gallons per minute; booster stations with a total
delivery capacity of 14,800 gallons per minute; five emergency generators at the wells and booster stations;
approximately 112 miles of water distribution pipelines ranging in diameter from 4” to 24”; 1700 gate valves; and
230 backflow devices.
Goal
To provide highly qualified personnel for the daily administrative, planning and operations functions of the City's
water system and to direct all field activities in frequent collaboration with the Engineering Division
Objectives
• Provide excellent customer service by way of rapid response to service interruption, water quality inquiries
and advance notification of the Water Division’s field activities.
• Operate and maintain the water Plant and Distribution systems infrastructure consistent with industry-wide
preventative maintenance standards.
• Perform water conservation outreach to the community emphasizing the need to continue conserving water,
and encourages water conservation measures that permanently reduce water use.
• Maintain reporting requirements to all regulatory agencies, including the Environmental Protection Agency
and the California Department of Health
Historically, the budget presented all staff in the entire Water Division in Water Administration. However, to
accurately reflect program activities and financials, these full-time positions have been allocated to their
respective areas within the Water Division (Water Pumping, Water Maintenance). Historicals in the staffing table
have been adjusted.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
GIS Technician
0.5
0.5
Total
0.5
0.5
*Historically, this budget document presented all employees across all Water programs in Water Administration. However to
accurately reflect program financials, these full-time positions have been allocated to the Water programs (Water Pumping, Water
Maintenance) in which they charge.
150
Object Description
4101
4201
4202
4206
4211
4220
Accrued Leave
5101
Contract Services
5202
Membership & Dues
5217
5225
Printing
5231
Bank Service Charge
5501
Telephone
5503
Natural Gas
5601
5611
Warehouse Services
5621
5641
5642
5651
6212
6232
6242
CIP Line Improvements - CYr
7101
Bond Principal
7102
Bond Interest
7103
7401
Interfund Loans Principal
7402
Interfund Loans Interest
7403
Interfund Loan Admin Fees
Total Debt Service
Total Expenditures
Source of Funds
Water
Total Sources
2012-2013
Actual
$17,650
1,791
255
468
2,543
650
$23,358
$1,854
200
34
9,840
2,757
185
$14,869
$1,349,184
4,932
98,204
$1,452,320
$1,490,547
17,570
3,028,977
$3,046,548
$2,245,326
74,781
670
$2,320,778
$6,857,872
2013-2014
Adopted
$2,025
150
250
1,250
11,000
2,700
185
$17,560
$1,349,188
50
4,160
2,858
125,812
$1,482,068
$1,499,628
2,100,000
$2,100,000
107,240
61,362
1,012
$169,614
$3,769,242
2013-2014
Y/E Est
$1,500
500
300
1,300
21,000
2,110
183
$26,893
$1,349,188
100
4,164
3,028
129,028
$1,485,508
$1,512,401
$568,627
258,060
2,355,990
$3,182,677
$107,240
61,361
333
$168,934
$4,864,012
2014-2015
Adopted
$1,597
500
250
250
22,000
2,300
184
$27,081
$1,349,188
50
8,170
119,214
$1,476,622
$1,503,703
$2,000,000
705,125
$1,675,900
$4,381,025
$110,591
58,077
350
$169,018
$6,053,746
$6,857,872
$6,857,872
$3,769,242
$3,769,242
$4,864,012
$4,864,012
$6,053,746
$6,053,746
151
Var from
FY 2014 Y/E
6.5%
(16.7%)
(80.8%)
4.8%
9.0%
0.5%
0.7%
(50.0%)
96.2%
(100.0%)
(7.6%)
(0.6%)
(0.6%)
251.7%
173.2%
(28.9%)
37.7%
3.1%
(5.4%)
5.1%
0.0%
24.5%
% of
Total
0.0%
0.0%
0.0%
0.0%
0.4%
0.0%
0.0%
0.4%
22.3%
0.0%
0.1%
2.0%
24.4%
24.8%
33.0%
11.6%
27.7%
72.4%
1.8%
1.0%
0.0%
2.8%
100.0%
24.5%
24.5%
100.0%
100.0%
152
SOURCE OF SUPPLY
Approximately 80% of the City’s water supply is provided by the
Metropolitan Water District (MWD) and 20% is supplied through Cityowned groundwater rights in the West Coast Groundwater Basin. The
City offsets the cost of higher priced MWD of Southern California water
through leasing of less expensive groundwater rights from agencies
with surplus groundwater rights, while maintaining high water quality.
The City is in the third year of a three-year agreement with a local
groundwater purveyor to lease 950 acre feet of water, which has
resulted in a 17% decrease in MWD water purchases.
Goal
Provide customers with a reliable source of water supply at the lowest possible cost, and reduce overall water
consumption by 20% in response to the current Water Shortage Emergency that was declared by Governor
Brown though a water conservation outreach program
Objectives
• Decrease higher-cost imported water
• Achieve and maintain a 20% reduction in water demand through a water conservation outreach program to
address the current water drought and to comply with the water conservation requirement of the Urban Water
Management Plan
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Imported water purchase reductions
24%
22%
17%
21%
In order to provide the community with the highest quality water at the least possible cost, the City reduces purchases of highercost imported water by leasing lesser-cost groundwater at a quantity that preserves water quality.
% - Reduction of water use related to conservation
15%
16%
18%
18%
As a response to the California drought, the City has committed to reduce water use to an amount 20% below the average 5-year
use totals from 2004-2008.
A 10% increase in Metropolitan Water District rates is included in the FY2014-2015 budget.
Water Source of Supply
Object Description
5101
Contract Services
5202
Membership & Dues
5217
5502
Electricity
6212
Total Expenditures
Source of Funds
Water
Total Sources
2012-2013
Actual
$4,192,802
2,923
1,297
$4,197,022
$4,197,022
$16,917
$16,917
$4,213,940
2013-2014
Adopted
$4,454,030
11,874
1,238
$4,467,142
$4,467,142
$2,500,000
$2,500,000
$6,967,142
2013-2014
Y/E Est
$4,454,000
11,900
49
1,298
$4,467,247
$4,467,247
$1,000,000
$1,000,000
$5,467,247
2014-2015
Adopted
$4,783,571
11,696
1,304
$4,796,571
$4,796,571
$4,796,571
$4,213,940
$4,213,940
$6,967,142
$6,967,142
$5,467,247
$5,467,247
$4,796,571
$4,796,571
153
Var from
FY 2014 Y/E
7.4%
(1.7%)
(100.0%)
0.5%
7.4%
7.4%
(100.0%)
(100.0%)
(12.3%)
% of
Total
99.7%
0.2%
0.0%
100.0%
100.0%
100.0%
(12.3%)
(12.3%)
1
100.0%
PUMPING & TREATMENT
All cities and companies who use private ground water pay an assessment fee to the
Water Replenishment District (WRD) to preserve the quantity and quality of the
ground water basin. WRD was appointed by the State Water Master to perform these
functions. For the City of Manhattan Beach, this payment is found in the
“Assessments & Taxes” account 5240.
Goal
To provide a reliable and safe source of high quality potable water that meets all State
and Federal drinking water standards, and to maintain adequate water system
pressures and flows that meet customer demand and fire protection requirements
Objectives
• Assure that all water quality regulations are strictly adhered to through routine
testing, annual flushing of the water pipelines and reservoirs, and maintaining
appropriate disinfection levels in the water system at all times
• Maintain normal and emergency water system performance reliability through preventative maintenance
practices on pump/well motor control centers, emergency generators, critical water system isolation valves
and disinfection systems
• Complete upgrade of the computerized water system control center (Supervisory Control and Data
Acquisition) to include radio frequency and fiber optics redundant control capabilities
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Motor control center preventative maint. performed
14
14
14
14
Annual preventative maintenance inspections of the motor control electrical components, diagnostic testing, equipment
calibrations and repairs assures normal operational reliability. The practice of preventative versus run-to-fail maintence, while more
costly and labor intensive, assures a high level of operational reliability.
# - Emergency generator testing - wells/boosters
12
4
4
4
Annual preventative maintenance inspections of the critical components of the emergency generators assures operational
reliability in the event of an Edison power outage, either planned or unplanned. The practice of preventative versus run-to-fail
maintence, while more costly and labor intensive, assures a high level of operational reliability.
# - Critical facilities isolation valve exercising
108
112
112
112
Excercising of the isolation valves allows for rapid emergency isolation of critical water facilities in the event of catastrophic failure
due to an earth quak e. Isolating a failed facility from the remaining of the water system would be necessary in order to preserve
the ability to deliver water to the ramaining water system.This operation is in addition to the routine valve excercising program.
# - Chlorination systems preventative maintenance
2
2
8
8
Annual preventative maintenance inspections of the motor control electrical components, diagnostic testing, equipment
calibrations and repairs assures normal operational reliability. The practice of preventative versus run-to-fail maintence, while more
costly and labor intensive, assures a high level of operational reliability.
There is a reduction in contract services in FY2014-2015; two items are eliminated from the budget because they
were one-time purchases in FY2013-2014 (Well painting and an actuator rehabilitation at Peck reservoir). The
assessment fee to the Water Replenishment District (Assessments and Taxes) includes a 10% increase for
FY2014-2015.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Water Distribution Supervisor
0.5
0.5
0.5
Senior Water Plant Operator
1
1
1
1
Water Plant Operator
2
1
1
1
0.5
0.5
Electrician
0.75
0.20
0.20
0.35
Total
4.75
2.70
2.70
2.85
154
Water Pumping & Treatment
Object Description
4101
4111
4201
4202
4204
4206
4211
5101
Contract Services
5104
5108
Legal Services
5202
Membership & Dues
5205
Training
5206
5207
Advertising
5209
Tools & Minor Equip
5210
5217
5225
Printing
5240
Assessments & Taxes
5501
Telephone
5502
Electricity
5611
Warehouse Services
5621
5641
5642
6121
6232
Total Expenditures
Source of Funds
Water
Total Sources
2012-2013
Actual
$197,527
1,582
25,127
2,840
789
2,532
28,819
$259,215
$167,133
6,020
60
1,366
1,285
857
140
2,719
87,107
511,619
71,179
258,275
$1,107,760
$185
39,456
8,676
11,714
$60,030
$1,427,005
$38,953
$87,725
$126,678
$1,553,683
2013-2014
Adopted
$205,823
3,611
28,780
2,988
1,086
2,460
21,737
$266,485
$117,765
6,240
1,742
3,445
1,350
4,600
2,619
65,660
83
557,976
68,000
258,636
$1,088,116
$375
26,176
4,950
8,480
$39,981
$1,394,582
$87,518
$87,518
$1,482,100
2013-2014
Y/E Est
$201,410
5,300
30,457
2,919
527
2,460
20,326
$263,399
$158,800
6,200
1,700
3,400
1,400
4,600
65,700
100
558,000
70,339
276,874
$1,147,113
$400
26,172
4,956
8,985
$40,513
$1,451,025
$36,165
$491,140
$527,305
$1,978,330
2014-2015
Adopted
$222,740
5,500
37,564
3,130
1,027
2,868
23,703
$296,532
$90,820
6,430
1,480
3,024
1,167
1,700
2,618
75,536
557,976
71,000
278,258
$1,090,009
$500
38,838
7,760
9,445
$56,543
$1,443,084
$1,443,084
$1,553,683
$1,553,683
$1,482,100
$1,482,100
$1,978,330
$1,978,330
$1,443,084
$1,443,084
155
Var from
FY 2014 Y/E
10.6%
3.8%
23.3%
7.2%
94.9%
16.6%
16.6%
12.6%
(42.8%)
3.7%
(12.9%)
(11.1%)
(16.6%)
(63.0%)
15.0%
(100.0%)
(0.0%)
0.9%
0.5%
(5.0%)
25.0%
48.4%
56.6%
5.1%
39.6%
(0.5%)
(100.0%)
(100.0%)
(100.0%)
(27.1%)
% of
Total
15.4%
0.4%
2.6%
0.2%
0.1%
0.2%
1.6%
20.5%
6.3%
0.4%
0.1%
0.2%
0.1%
0.1%
0.2%
5.2%
38.7%
4.9%
19.3%
75.5%
0.0%
2.7%
0.5%
0.7%
3.9%
100.0%
100.0%
(27.1%)
(27.1%)
100.0%
100.0%
MAINTENANCE
Goal
To provide highly qualified personnel for the daily operations and
maintenance of the City's water distribution and delivery systems
including meter replacements, pipe line/service line/fire hydrant/gate
valve repairs and installations, and to provide reliable fire, business
and domestic water service to the community
Objectives
• Ensure accurate water meter registers for accountability of water
consumed by each of the City’s 13,500 water users. The City is
in year six of a ten-year water meter replacement program,
having replaced approximately 6,500 water meters to date.
• Perform preventive maintenance/repairs/installations in the
following areas: fire hydrants, gate valve exercising, system flushing, small and larger meter testing, backflow
and cross connection inspections
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Meters replaced per year
1,202
1,360
1,360
1,360
In a commitment to excellence by maintaining a strict meter replacement schedule according to inductry standard, the water meter
replacement program is in the 6th of a 10 year system wide change out. Scheduled meter replacements assures accuracy in water
billing charges and water revenue generation.
# - Distribution system flushing (miles)
112
112
112
160
Flushing the water distribution pipelines removes sediment build-up and enhances water quality.While the American Water Work s
Association recommends flushing of a water distribution system at a frequency of 1 to 3 years, the City's system is flushed
annually in order to provide superior water quality.
# - Fire hydrant maintenance
n/a
n/a
680
680
The American Water Work s Association recommends hydrant valve and fixture maintenance at a frequency of 1 to 3 years. The
City's fire hydrants are maintaned annually in order to assure that fire hydrants are always functional for fire suppression purposes.
# - Gate valve exercise*
n/a
n/a
660
660
The City adheres to the American Water Work s Association standard of exercising gate valves once every 3 years. Gate valves
are vital to shutting off water in emergency situations, such as water main break s. It is imperative that that gate valve exercise
program be fully completed on schedule, assuring efficient emergency response.
The increase in Departmental Supplies (account 5217) is due to an increase in the cost of meter boxes and fire
hydrants.
2011-2012
2012-2013
2013-2014
2014-2015
Adopted
Adopted
Adopted
Adopted
Water Distribution Supervisor
0.5
0.5
0.5
Water Meter Reader
1
1
1
1
0.5
0.5
6
6
6
6
Secretary
1
1
1
1
Total
9.0
8.5
8.5
8.5
156
Water Maintenance
Object Description
4101
4111
4201
4202
4204
4205
4206
4211
5101
Contract Services
5102
Contract Personnel
5104
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5209
Tools & Minor Equip
5217
5225
Printing
5501
Telephone
5504
Water
5611
Warehouse Services
5621
5631
5641
5642
6121
Total Expenditures
Source of Funds
Water
Total Sources
2012-2013
Actual
$485,700
29,020
114,397
7,333
789
12,024
7,968
69,918
$727,147
$36,670
4,350
3,578
248
478
35
3,675
4,043
8,878
257,511
2,745
188
30,458
$352,857
$1,833
4,932
38,460
53,052
42,486
$140,763
$1,220,766
17,812
$17,812
$1,238,578
2013-2014
Adopted
$487,104
10,460
113,939
7,169
1,086
11,700
8,700
51,174
$691,332
$30,251
3,578
360
500
3,449
4,050
5,016
248,949
180
30,462
$326,795
$2,250
13,088
29,640
56,250
46,514
$147,742
$1,165,869
$1,165,869
2013-2014
Y/E Est
$443,035
13,300
103,853
6,469
527
11,700
8,700
46,808
$634,392
$40,000
3,600
400
500
4,600
4,100
5,000
248,900
100
161
30,326
$337,687
$2,300
13,092
29,640
56,256
49,286
$150,574
$1,122,653
$1,122,653
2014-2015
Adopted
$477,528
14,300
115,258
7,010
1,027
6,060
10,140
53,143
$684,466
$31,175
3,685
372
515
7,300
4,893
10,200
299,752
100
170
31,357
$389,519
$2,300
19,419
32,760
73,420
46,336
$174,235
$1,248,220
$1,248,220
$1,238,578
$1,238,578
$1,165,869
$1,165,869
$1,122,653
$1,122,653
$1,248,220
$1,248,220
157
Var from
FY 2014 Y/E
7.8%
7.5%
11.0%
8.4%
94.9%
(48.2%)
16.6%
13.5%
7.9%
(22.1%)
2.4%
(7.0%)
3.0%
58.7%
19.3%
104.0%
20.4%
5.6%
3.4%
15.3%
48.3%
10.5%
30.5%
(6.0%)
15.7%
11.2%
11.2%
% of
Total
38.3%
1.1%
9.2%
0.6%
0.1%
0.5%
0.8%
4.3%
54.8%
2.5%
0.3%
0.0%
0.0%
0.6%
0.4%
0.8%
24.0%
0.0%
0.0%
2.5%
31.2%
0.2%
1.6%
2.6%
5.9%
3.7%
14.0%
100.0%
100.0%
11.2%
11.2%
100.0%
100.0%
PUBLIC WORKS: STORM DRAIN
The Storm Drain system is comprised of: 83,538 ft. of City owned
storm lines and 43,805 feet of Los Angeles County owned storm
lines; 800 catch basins; eight continuous deflection systems; two
dry weather storm water diversions; five storm water sumps; and
one lift station.
Goal
To maintain and operate the City’s storm drain system and promote
storm water pollution awareness to the citizens of Manhattan Beach
in order to prevent property damage due to flooding, and minimize
pollution run-off into the ocean consistent with the National
Pollutions and Discharge Elimination System requirements
Objectives
• As mandated by the new National Pollutant Discharge Elimination System (NPDES) permit, develop an
Enhanced Watershed Management Program to create storm water runoff monitoring and capture programs
that will reduce trash and pollutants that enter the sea; and identify and mitigate storm system Illicit Discharge
and Illicit Connections
• Maintain dry weather diversion sump to assure dry weather run-off is conveyed away from the ocean and to
the Los Angeles Sanitation District in an effort to reduce pollutant conveyance at the shore line
• Perform maintenance of catch basins, continuous deflector separators and Polliwog Pond to minimize trash
conveyance to the sea in compliance with NPDES Total Daily Maximum Load (TMDL) requirements for trash
and bacteria
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Catch basins cleaned per NPDES
727
520
700
600
Catch basins intercept stromwater and debris, and diverts it from flood prone areas. The cleaning schedule fluctuates depending
upon annual weather and debris accumulation conditions.
% - Weekly dry weather diversion inspections
100%
100%
100%
100%
Specific locations in the City have "dry weather diversion" systems which diverts dry weather runoff (ie: irrigation overflow) entering
the storm drain to the LA County Sanitation District for treatment, and not into the ocean.
# - Continuous deflector separator inspections (8 @ 4x/Yr)
32
32
32
32
Continuous deflector separators (CDS) are cylinder shaped units placed in line with storm drains and serve to capture strom
debris. Inspections of CDS units minimize debris deposition into the ocean and reduce the lik elihood of clogged storm drains.
# - Maintenance of Polliwog Pond performed
104
104
104
104
The Polliwog Pond acts as a holding place for excess stormwater that eventually is pumped to the ocean. In k eeping with strict
NPDES standards, the City maintains an aggressive cleaning schedule to remove any possible debris which may have entered the
pond.
For FY 2014-2015, a Sewer/Storm Closed Circuit TV (CCTV) project has been added to allow the purchase of a
CCTV camera to use for emergency sewer and storm line event investigations, sewer system overflow
investigations, illicit connection and discharge inspections, and data collection for engineering design or sewer
and storm projects. The City’s current CCTV camera has exceeded its “useful-life” and the City is no longer able
to acquire service and parts. The cost of the project is split evenly between the Storm Drain and Sewer funds.
2011-2012
Adopted
1
0.1
1.1
Sewer Maintenance Worker
GIS Technician
Total
158
2012-2013
Adopted
1
0.1
1.1
2013-2014
Adopted
1
1.0
2014-2015
Adopted
1
1.0
Storm Drain
Object Description
4101
4111
4201
4202
4206
4211
5101
Contract Services
5104
5205
Training
5206
5217
5225
Printing
5502
Electricity
5504
Water
5611
Warehouse Services
5651
6121
6202
6212
6242
CIP Line Improvememnts - CYr
Total Expenditures
Source of Funds
Stormwater
Total Sources
2012-2013
Actual
$13,064
2,747
189
1,032
2,121
$19,154
$96,996
663
280
15,951
10,610
2,011
$126,511
78
8,183
$8,261
$153,927
$263,954
499,925
$763,879
$917,806
2013-2014
Adopted
$61,716
3,932
16,515
932
6,778
$89,872
$665,314
2,340
20,000
675
10,047
20,000
11,769
2,263
$732,408
150
10,484
$10,634
$832,914
$832,914
2013-2014
Y/E Est
$71,357
500
15,491
1,015
7,108
$95,471
$635,400
2,300
2,000
700
10,000
2,000
9,927
2,417
$664,744
100
10,752
$10,852
$771,067
$160,257
116,180
$276,437
$1,047,504
2014-2015
Adopted
$66,796
3,515
15,734
932
7,073
$94,050
$595,188
2,410
2,000
1,422
8,764
10,000
9,977
2,500
$632,261
155
9,935
$10,090
$736,401
$39,250
440,000
$479,250
$1,215,651
$917,806
$917,806
$832,914
$832,914
$1,047,504
$1,047,504
$1,215,651
$1,215,651
159
Var from
FY 2014 Y/E
(6.4%)
603.0%
1.6%
(8.2%)
(0.5%)
(1.5%)
(6.3%)
4.8%
103.1%
(12.4%)
400.0%
0.5%
3.4%
(4.9%)
55.0%
(7.6%)
(7.0%)
(4.5%)
(100.0%)
278.7%
73.4%
16.1%
% of
Total
5.5%
0.3%
1.3%
0.1%
0.6%
7.7%
49.0%
0.2%
0.2%
0.1%
0.7%
0.8%
0.8%
0.2%
52.0%
0.0%
0.8%
0.8%
60.6%
3.2%
36.2%
39.4%
100.0%
16.1%
16.1%
100.0%
100.0%
PUBLIC WORKS: SEWER MAINTENANCE
The City’s sanitary sewer system is comprised of six pump lift
stations that convey sewage out of areas of geographic
depression and eighty-six miles of sewer lines.
Goal
To maintain and operate the City's sanitary sewer collection
system to assure the efficient and safe conveyance of sewage to
the Los Angeles County Sanitation District's Joint Water Pollution
Control Plant in the City of Carson
Objectives
• Continue on-going preventative maintenance programs on
sewer lift station motor/pump control centers and emergency
stand-by generators
• Perform twice yearly cleaning of entire City sewer collection system, monthly cleaning of high sewer volume
areas and bi-weekly maintenance at the six sewer lift stations
• Minimize sewer system overflows through proactive identification and enhanced maintenance of “hot spots”,
along with continued implementation of the Fats, Oils and Grease (FOG) inspection program for 130 food
service establishments
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Sewer lines cleaned (miles)
88
120
176
176
The sewer system is currently cleaned twice per year as opposed to the standard once per year; the superior cleaning schedule
minimizes sewer flows.
# - Total miles of extra attention lines cleaned
36
36
36
36
The extra cleaning addresses "hot spot" areas which contain excessive grease, roots, and high volume sewage which may affect
flow.
# - Weekly sewer lift stations inspected
14
16
16
16
The City's sewage is ultimately delivered to a treatment plant in the City of Carson. The City has 8 sewer lift stations that assist in
this delivery of sewage from a lower elevation to a higher elevation.
# - Annual Fats, Oils, Grease restaurant inspections*
n/a
n/a
n/a
130
Restaurant Fat, Oils and Grease inspections are required by an ordinance to minimize sewer system overflows.
There is a significant decrease in contract services because a 5-year sewer inspection contract completed in
FY2013-2014. For FY 2014-2015, a Sewer/Storm Closed Circuit TV (CCTV) project has been added to allow the
purchase of a CCTV camera to use for emergency sewer and storm line event investigations, sewer system
overflow investigations, illicit connection and discharge inspections, and data collection for engineering design or
sewer and storm projects. The City’s current CCTV camera has exceeded its “useful-life” and the City is no
longer able to acquire service and parts. The cost of the project is split evenly between the Storm Drain and
Sewer funds.
In addition, the Electrician will be reallocated to more accurately reflect the actual time spent on in-house
electrical work.
2011-2012
Adopted
3
0.1
0.25
3.35
Sewer Maintenance Worker
GIS Technician
Electrician
Total
160
2012-2013
Adopted
3
0.1
0.20
3.30
2013-2014
Adopted
3
0.20
3.20
2014-2015
Adopted
3
0.45
3.45
Sewer Maintenance
Object Description
4101
4111
4201
4202
4206
4211
5101
Contract Services
5104
5202
Membership & Dues
5204
5205
Training
5206
5207
Advertising
5217
5225
Printing
5231
Bank Service Charge
5502
Electricity
5504
Water
5601
5611
Warehouse Services
5631
5641
5642
5651
6121
6212
6242
7101
Bond Principal
7102
Bond Interest
7103
7401
7402
7403
Total Debt Service
Total Expenditures
Source of Funds
Wastewater
Total Sources
2012-2013
Actual
$211,576
9,552
37,649
2,229
3,096
30,166
$294,267
$118,025
4,476
47
171
1,246
140
20,336
28
2,468
22,975
3,264
$173,176
$808,128
1,372
303,864
126,948
18,179
24,551
$1,283,042
$1,750,485
98,498
4,113
1,236,099
$1,338,710
$1,104,674
36,775
330
$1,141,778
$4,230,974
2013-2014
Adopted
$208,776
10,869
37,784
2,127
2,940
22,300
$284,796
$175,582
7,020
298
1,200
2,395
32,839
5,080
2,800
23,167
2,784
$253,165
$808,133
850
344,940
126,490
18,903
31,453
$1,330,769
$1,868,730
$18,500
1,982,500
100,000
$2,101,000
$0
52,760
30,188
498
$83,446
$4,053,176
2013-2014
Y/E Est
$211,473
11,200
37,529
2,178
2,940
22,382
$287,702
$289,900
7,000
300
200
2,400
32,800
5,100
6,500
23,203
4,408
$371,811
$808,133
1,500
344,940
126,492
20,030
32,257
$1,333,352
$1,992,865
$82,392
324,895
2,378,442
$2,785,729
$52,761
30,189
165
$83,115
$4,861,709
2014-2015
Adopted
$228,495
13,182
39,468
2,400
3,420
25,281
$312,246
$72,425
7,230
310
400
2,850
29,401
5,082
7,000
23,319
2,849
$150,866
$808,133
1,000
4,800
69,810
20,307
29,804
$933,854
$1,396,966
$39,250
300,000
100,000
$439,250
$54,409
28,573
175
$83,157
$1,919,373
$4,230,974
$4,230,974
$4,053,176
$4,053,176
$4,861,709
$4,861,709
$1,919,373
$1,919,373
161
Var from
FY 2014 Y/E
8.0%
17.7%
5.2%
10.2%
16.3%
13.0%
8.5%
(75.0%)
3.3%
3.3%
100.0%
18.8%
(10.4%)
(0.4%)
7.7%
0.5%
(35.4%)
(59.4%)
(33.3%)
(98.6%)
(44.8%)
1.4%
(7.6%)
(30.0%)
(29.9%)
(52.4%)
(7.7%)
(95.8%)
(84.2%)
3.1%
(5.4%)
6.1%
0.1%
(60.5%)
% of
Total
11.9%
0.7%
2.1%
0.1%
0.2%
1.3%
16.3%
3.8%
0.4%
0.0%
0.0%
0.1%
1.5%
0.3%
0.4%
1.2%
0.1%
7.9%
42.1%
0.1%
0.3%
3.6%
1.1%
1.6%
48.7%
72.8%
2.0%
15.6%
5.2%
22.9%
2.8%
1.5%
0.0%
4.3%
100.0%
(60.5%)
(60.5%)
100.0%
100.0%
PUBLIC WORKS: REFUSE MANAGEMENT
In Fiscal Year 2011-2012, the City began a new seven-year franchise
agreement for solid waste services with Waste Management Inc., a private
refuse and recycling hauler. Waste Management provides exclusive service to
over 13,000 residential households for trash, commingled recycling, green
waste and bulky item pickup programs. Waste Management also provides
refuse and recycling services to the City's commercial sector and coordinates
recycling programs at Manhattan Beach schools. The overall diversion rate
achieved by the City and its residents is steadily above the State mandated 50
percent. In addition to residential recycling and green waste, diversion has
been achieved through the community's source reduction and business
recycling practices. Residential recycling continues to be a significant source
of diversion.
Solid Waste outreach is evolving through the concept of “Zero Waste,” a
paradigm shift from traditional diversion. It requires the rethinking of what is
traditionally regarded as garbage into materials that can be used as valued
resources. Zero Waste entails shifting consumption patterns, more carefully
managing purchases, and maximizing the reuse of materials at the end of their
useful life. Zero waste takes into account the whole materials management
system: product design and the extraction of natural resources, manufacturing
and distribution, product use and reuse, and recycling or disposal. In summary,
Zero Waste focuses on refusing waste into the stream through environmental
purchasing, reuse and repair, recycling, then disposal.
In Fiscal Year 2014-2015, the City will sponsor two document shredding events, in addition to the event held by
Waste Management. The City will continue to work with Waste Management toward a long term solution for food
waste recycling through the composting program and future curbside food waste collection.
Goal
To provide efficient and cost effective solid waste services including refuse collection, recycling, and household
hazardous waste disposal
Objectives
• Remain in compliance with AB 939 State mandates, monitor waste diversion results and report findings to the
community
• Collaborate with the Los Angeles Regional Agency to promote waste reduction and the message of “Zero
Waste” in order to meet solid waste landfill diversion goals
• Work with the commercial districts to reduce visible trash, develop commercial waste reduction and recycling
programs, and ensure businesses receive adequate solid waste services
• Provide information, and manage issues, complaints and service requests in an efficient and professional
manner
2011-2012
Adopted
1
0.5
0.2
1.70
Senior Management Analyst (Refuse/Admin)
Maintenance Workers I/II
GIS Technician
Total
162
2012-2013
Adopted
0.75
0.5
1.25
2013-2014
Adopted
0.75
0.5
1.25
2014-2015
Adopted
0.75
0.5
1.25
Refuse Management
Object Description
4101
4111
4114
4201
4202
4204
4206
4211
5101
Contract Services
5202
Membership & Dues
5203
Reference Materials
5204
5205
Training
5206
5207
Advertising
5217
5225
Printing
5231
Bank Service Charge
5501
Telephone
5601
5611
Warehouse Services
5631
6212
Total Expenditures
Source of Funds
Refuse
Total Sources
2012-2013
Actual
$59,500
1,120
472
15,740
838
1,327
1,176
9,634
$89,808
$3,663,171
717
57
87
10,536
5,771
3,631
371
$3,684,341
$359,112
17,420
10,884
$387,416
$4,161,566
$4,161,566
2013-2014
Adopted
$93,459
416
3,173
14,025
1,411
2,893
1,140
10,024
$126,541
$3,470,153
5,100
150
800
200
675
8,000
50,500
1,000
4,100
350
$3,541,028
$359,111
17,000
8,700
$384,811
$4,052,380
$4,052,380
2013-2014
Y/E Est
$93,307
400
1,000
14,735
1,280
2,629
1,140
11,969
$126,460
$3,400,000
4,100
100
300
100
340
8,000
30,000
500
9,500
313
$3,453,253
$359,111
17,000
8,700
$384,811
$3,964,524
$147,500
$147,500
$4,112,024
2014-2015
Adopted
$93,386
400
2,000
14,922
1,411
2,830
1,332
10,434
$126,715
$3,462,900
5,325
150
1,000
200
360
8,000
30,500
1,000
10,000
350
$3,519,785
$359,111
17,000
11,760
$387,871
$4,034,371
150,000
$150,000
$4,184,371
$4,161,566
$4,161,566
$4,052,380
$4,052,380
$4,112,024
$4,112,024
$4,184,371
$4,184,371
163
Var from
FY 2014 Y/E
0.1%
100.0%
1.3%
10.2%
7.6%
16.8%
(12.8%)
0.2%
1.9%
29.9%
50.0%
233.3%
100.0%
5.9%
1.7%
100.0%
5.3%
11.8%
1.9%
35.2%
0.8%
1.8%
1.7%
1.7%
1.8%
% of
Total
2.2%
0.0%
0.0%
0.4%
0.0%
0.1%
0.0%
0.2%
3.0%
82.8%
0.1%
0.0%
0.0%
0.0%
0.0%
0.2%
0.7%
0.0%
0.2%
0.0%
84.1%
8.6%
0.4%
0.3%
9.3%
96.4%
3.6%
3.6%
100.0%
1.8%
1.8%
100.0%
100.0%
PUBLIC WORKS: PARKING FACILITIES
City Parking Lots & Meters
The Parking Fund includes revenue generated from metered City
streets and parking lots, and from the sale of merchant parking
permits and cash keys. These revenues are used to operate and
maintain the City's ten public parking lots, which contain 836
spaces and 440 on-street parking meters.
County Parking Lots
The City operates and maintains two Los Angeles County-owned
parking lots. The two County-owned lots are the El Porto parking
th
lot with 231 spaces, and the 27 Street parking lot with 68 spaces.
Use of the revenue generated through parking meters and the sale
of overnight permits is governed by an agreement with the County
of Los Angeles which dictates that the City provides the County
with 55% of the gross annual revenue.
State Parking Lots
The City also operates and maintains 118 parking meters at the Upper and Lower Pier parking lots, which are
owned by the State of California. Under agreement with the State of California, revenue generated through
parking fees and overnight parking permits from the Pier lots may only be used for the operation and maintenance
of these parking lots and the comfort station located adjacent to the pier.
Goal
To maintain the City's parking meters and lots in order to provide adequate and safe parking for the City’s
residents and visitors.
Objectives
• Maximize collections, repair time response and customer service through use of real-time data provided
through the existing of 1,800 IPS “smart” meters.
• Repair/replace malfunctioning parking meters within 24 hours of being reported as broken.
• Perform annual preventative maintenance on all parking meters
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
# - Parking meter repairs as needed
2,700
3,000
1,500
3,600
Meters are repaired within one day of reporting to maintain good customer service and meter availability. The City has converted
all of its metered spaces from coin-only meters to automated meters which accept both coin and credit cards. Typical repairs
include clearing coin jams, credit card reader malfunctions, and part replacements.
% - Parking meters receiving Winter preventative maint.
100%
100%
100%
100%
The Winter season generally sees less meter traffic, and allows staff to perform necessary maintenance to prevent emergency
repairs. Maintenance includes battery exchange, full service tune-up, solar panel cleaning, credit card slot, lock and hinge
maintenance. Staff aims to perform these task s on all 1,800 meters during off-peak (Winter) season.
The budget for lighting upgrades has been eliminated from the parking meter program operational budget as they
are now included as structural repairs in the projects assigned from the Facilities Assessment.
2011-2012
Adopted
2
0.1
2.1
Meter Repair Worker
GIS Technician
Electrician
Total
164
2012-2013
Adopted
2
0.1
0.2
2.3
2013-2014
Adopted
2
0.2
2.2
2014-2015
Adopted
2
0.2
2.2
Parking Facilities
Object Description
4101
4111
4201
4202
4206
4211
5101
Contract Services
5102
Contract Personnel
5104
5206
5217
5225
Printing
5231
Bank Service Charge
5266
DMBBPA Allocation
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
5601
5611
Warehouse Services
5621
5641
5642
6202
6212
6222
7101
Bond Principal
7102
Bond Interest
7103
7104
Bond Delivery Fee
7401
7402
7403
Total Debt Service
7301
Land Leases
Total Property & Equipment Leases
Total Expenditures
Source of Funds
Parking Meter
County Parking Lots
State Pier & Parking
Total Sources
2012-2013
Actual
$76,450
82
18,120
1,072
2,184
11,604
$109,512
$679,144
25,748
351
550
94,708
2,884
168,858
102,042
4,176
98,349
637
41,913
$1,219,360
$310,596
5,088
4,932
6,864
8,335
$335,815
$1,664,687
$305,302
35,562
$340,863
$11,530,000
609,996
2,000
160,649
$12,302,645
$369,531
$369,531
$14,677,727
2013-2014
Adopted
$124,078
1,491
24,818
1,875
1,980
13,644
$167,886
$827,686
1,350
218,362
3,730
156,000
102,000
4,240
99,109
2,090
35,881
$1,450,448
$310,602
5,015
6,544
6,780
10,576
$339,517
$1,957,851
370,000
345,063
3,490
$718,553
$354,200
$354,200
$3,030,604
2013-2014
Y/E Est
$77,876
800
17,478
1,105
1,980
8,600
$107,839
$633,100
200
700
221,400
3,730
212,000
107,330
4,163
112,432
4,147
36,408
$1,335,610
$310,602
4,700
6,540
6,780
11,206
$339,828
$1,783,277
$75,000
$1,703,464
152,374
$1,930,838
$370,000
345,063
1,152
$716,215
$398,000
$398,000
$4,828,330
2014-2015
Adopted
$124,241
1,536
30,996
1,877
2,292
14,238
$175,180
$754,295
1,420
198,088
3,842
221,000
103,500
4,170
112,995
4,168
37,647
$1,441,125
$310,602
5,030
9,709
6,710
10,081
$342,132
$1,958,437
1,597,000
$1,597,000
$375,000
333,863
1,200
$710,063
$436,000
$436,000
$4,701,500
$13,616,730
471,293
589,704
$14,677,727
$1,987,820
568,498
474,287
$3,030,604
$2,661,728
539,297
1,627,305
$4,828,330
$2,538,942
644,806
1,517,752
$4,701,500
165
Var from
FY 2014 Y/E
59.5%
92.0%
77.3%
69.9%
15.8%
65.6%
62.4%
19.1%
(100.0%)
102.9%
(10.5%)
3.0%
4.2%
(3.6%)
0.2%
0.5%
0.5%
3.4%
7.9%
7.0%
48.5%
(1.0%)
(10.0%)
0.7%
9.8%
(100.0%)
(6.2%)
(100.0%)
(17.3%)
1.4%
(3.2%)
4.2%
(0.9%)
9.5%
9.5%
(2.6%)
% of
Total
2.6%
0.0%
0.7%
0.0%
0.0%
0.3%
3.7%
16.0%
0.0%
4.2%
0.1%
4.7%
2.2%
0.1%
2.4%
0.1%
0.8%
30.7%
6.6%
0.1%
0.2%
0.1%
0.2%
7.3%
41.7%
34.0%
34.0%
8.0%
7.1%
0.0%
15.1%
9.3%
9.3%
100.0%
(4.6%)
19.6%
(6.7%)
(2.6%)
54.0%
13.7%
32.3%
100.0%
PUBLIC WORKS: FLEET MANAGEMENT
The Fleet Management Division implements Clean Air
programs as part of its fleet operations and ensures that
the City does its part to reduce pollution and improve air
quality. The program is handled as a user-pay system
with repairs charged to the departments for services
rendered. The Fiscal Year 2014-2015 budget includes
funds for fuel, tank/dispensing systems maintenance,
hazardous waste disposal, and other fleet related costs
(object 5101).
Personnel assigned to Fleet Management include an
Equipment Maintenance Supervisor and two Mechanics.
The General Services Division of the Finance Department
supports the fleet by managing the vehicle replacement
fund and the auto parts warehouse. Fleet Management
also maintains an inventory of commonly used tools for
quick and efficient repair of the fleet. The Fiscal Year
2014-2015 budget includes funds for major automotive and other specialized repairs (object 5221).
All government agencies located in the South Coast Air Quality Management District (SCAQMD) with a fleet of 15
or more non-emergency vehicles must comply with the SCAQMD 1190 Series Rules. Agencies must purchase
alternative fuel vehicles (AFV) or low emission vehicles for new additions and the replacement of light and
medium-duty, non-emergency vehicles. The AB2766 Subvention Fund can be used to offset the differential cost
of these AFV. As of spring 2014, Thirty-Five alternative fuel vehicles and equipment have been purchased. This
includes a mix of compressed natural gas, propane, electric, and hybrid technologies.
Goal
To provide cost-effective and preventative maintenance to City vehicles and equipment in order to minimize
downtime and maintain a reliable City fleet
Objectives
• Continue Fleet replacement program to clear deferred purchase backlog and forecast vehicle replacement
needs through Fiscal Year 2017-2018
• Maintain GPS Vehicle Tracking system to maintain efficient and effective use of vehicles through reduced
fuel consumption and lower mileage for a cleaner environment
• Continue to “right size” the fleet through annual fleet utilization monitoring and sharing of vehicles
• Complete repairs in a timely and cost effective manner
• Utilize preventative maintenance services to maximize the useful life of vehicles and recoup the highest
resale value
• Perform comparative analysis of current fleet and fuel management software versus other solutions
• Continue to formulate vehicle and equipment specifications that will meet the needs of the City and be
environmentally friendly
• Train fleet services staff on alternative fueled vehicle repairs to provide a higher level of support in efforts to
promote a clean environment
2011-2012
2012-2013
2013-2014
2014-2015
Actual
Actual
Adopted
Adopted
% - Preventive maintenance labor hours
17%
23%
25%
30%
Performed as required by manufacturer standards and to diagnose mechanical issues before they progress or become dangerous.
# - Average time for preventative maintenance (hours)
1.4
1.5
1.5
1.5
Derived from actual times and standards from other cities; time is considered by type of vehicle and includes a complete safety
inspection.
There is an increase to contract services for a temporary mechanic to assist the division during a staffing
adjustment.
166
2011-2012
Adopted
1
2
3
Equipment Maintenance Supervisor
Equipment Mechanic I/II
Total
Fleet Management
Object Description
4101
4111
4201
4202
4204
4205
4206
4211
5101
Contract Services
5104
5202
Membership & Dues
5204
5205
Training
5206
5209
Tools & Minor Equip
5211
Automotive Parts
5217
5221
Auto Repair
5225
Printing
5226
Auto Fuel
5611
Warehouse Services
5612
Garage Purchases
5631
5621
5641
5642
6121
6131
Vehicles
6141
7302
Property & Equipment Leases
7303
Property & Equipment Interest
7305
Lease Admin Fees
Total Expenditures
Source of Funds
Fleet Management
Total Sources
2012-2013
Adopted
1
2
3
2013-2014
Adopted
1
2
3
2012-2013
Actual
$214,947
214
38,773
2,018
1,864
38,616
2,808
34,535
$333,775
$60,932
2,375
200
334
2,340
(449)
70,606
12,071
103,299
1,236
364,355
$617,300
$833
28,483
19,224
$48,540
$999,615
$2,811,478
9,210
$2,820,688
$230,171
3,586
750
$234,507
$4,054,810
2013-2014
Adopted
$225,863
2,140
40,088
2,156
2,144
11,700
2,760
24,761
$311,612
$55,880
3,500
75
150
3,760
1,744
1,400
65,000
7,650
80,000
1,150
351,525
$571,834
$500
25,000
8,700
19,632
$53,832
$937,278
$19,000
$2,346,295
$2,365,295
$190,358
17,835
$208,193
$3,510,766
2013-2014
Y/E Est
$231,706
2,140
36,348
2,154
1,982
11,700
2,760
28,065
$316,855
$77,000
3,500
350
150
760
1,745
1,400
65,000
8,000
85,000
1,150
350,000
$594,055
$800
24,000
8,700
19,632
$53,132
$964,042
$16,758
$3,364,042
$3,380,800
$184,499
13,361
$197,860
$4,542,702
2014-2015
Adopted
$228,143
2,140
40,853
2,156
2,157
6,060
3,216
26,052
$310,777
$86,405
3,500
350
150
3,760
1,860
1,400
65,000
9,150
70,000
1,150
373,075
$615,800
$800
25,000
11,760
29,128
20,970
4,723
$92,381
$1,018,958
$617,452
$617,452
$187,522
10,338
$197,860
$1,834,270
$4,054,810
$4,054,810
$3,510,766
$3,510,766
$4,542,702
$4,542,702
$1,834,270
$1,834,270
167
2014-2015
Adopted
1
2
3
Var from
FY 2014 Y/E
(1.5%)
12.4%
0.1%
8.8%
(48.2%)
16.5%
(7.2%)
(1.9%)
12.2%
394.7%
6.6%
14.4%
(17.6%)
6.6%
3.7%
4.2%
35.2%
48.4%
73.9%
5.7%
(100.0%)
(81.6%)
(81.7%)
1.6%
(22.6%)
(59.6%)
% of
Total
12.4%
0.1%
2.2%
0.1%
0.1%
0.3%
0.2%
1.4%
16.9%
4.7%
0.2%
0.0%
0.0%
0.2%
0.1%
0.1%
3.5%
0.5%
3.8%
0.1%
20.3%
33.6%
0.0%
1.4%
0.6%
1.6%
1.1%
0.3%
5.0%
55.6%
33.7%
33.7%
10.2%
0.6%
10.8%
100.0%
(59.6%)
(59.6%)
100.0%
100.0%
168
APPENDIX
2014-2015 SCHEDULE OF FULL-TIME POSITIONS
Department
2012-2013
Adopted
2013-2014
Adopted
2014-2015
Adopted
Management Services
12.0
13.0
13.0
Finance
20.0
25.0
25.0
6.0
6.0
6.0
20.0
21.0
23.0
101.0
105.0
104.8
Fire
31.0
31.0
32.2
20.0
21.0
22.0
Public Works
58.0
56.0
56.0
268.0
278.0
282.0
Human Resources
Parks and Recreation
Police
Total
Discussion of Changes in Full-Time Equivalent Positions
The Fiscal Year 2014-2015 Budget includes 282 positions. The following staffing changes are
introduced in the fiscal year:
Management Services : Upgrade of Senior Management Analyst to Assistant to City Manager/
Deputy City Manager (no additional position)
Parks and Recreation: Addition of a full-time Graphic Artist which replaces a part-time Graphic
Artist and Intern, and a full-time Dial-A-Ride bus operator which replaces two part-time positions
Police: The full-time Information System Specialist, originally 100% in Police, will be shared 80%/20%
with Fire to provide technology support to the entire Safety facility.
Fire : Temporary addition of a Battalion Chief to fill the current vacancy due to medical leave
Community Development: Addition of a full-time Traffic Engineer which replaces the contract Traffic
Engineer
169
2014-2015 FULL-TIME STAFF COUNT
Department/Title
Management Services
City Clerk
City Manager
City Treasurer
Councilmember
Executive Secretary
Legal Secretary
Sr Deputy City Clerk
Sr Management Analyst
Management Analyst
Management Services Total
1.0
1.0
1.0
5.0
1.0
1.0
1.0
1.0
1.0
13.0
Finance
Accountant
Acct Services Rep I
Controller
Director
Executive Secretary
Financial Analyst
General Services Coordinator
GIS Analyst
GIS Tech
IS Specialist
Manager
Network Administrator
Purchasing Clerk
Revenue Specialist
Sr Accountant
Finance Total
2.0
5.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.0
3.0
2.0
1.0
1.0
1.0
25.0
Human Resources
Director
HR Tech
Risk Manager
Sr HR Analyst
HR Analyst
Human Resources Total
1.0
2.0
1.0
1.0
1.0
6.0
Department/Title
Admin Clerk I/II
Director
Executive Secretary
Graphic Artist (new)
Manager
Park Enforcement Officer
Rec Supervisor
Receptionist Clerk
Reservation Clerk
Supervisor
Transportation Operator (1 new)
Parks and Recreation Total
Police
Admin Clerk I/II
Chief of Police
Executive Secretary
IS Specialist (shared with Fire)
Manager
Police Captain
Police Lieutenant
Police Officer
Police Sergeant
Records Tech
Secretary
Police Total
Fire
Battalion Chief (a)
Executive Secretary
Fire Chief
Fire Engineer/Paramedic
Fire Marshal/Captain
Firefighter/Paramedic
IS Specialist (shared with Police)
Fire Total
3.0
1.0
1.0
1.0
5.0
1.0
2.0
1.0
1.0
4.0
3.0
23.0
3.0
1.0
2.0
0.8
1.0
2.0
5.0
46.0
11.0
7.0
9.0
1.0
1.0
15.0
104.8
4.0
1.0
6.0
1.0
6.0
1.0
13.0
0.2
32.2
Department/Title
Assistant Planner
Associate Planner
Building Official
Code Enforcement Officer
Director
Executive Secretary
Inspector
Manager
Permits Tech
Principal Inspector
Secretary
Sr Building Inspector
Sr Permits Tech
Sr Plan Check Engineer
Traffic Engineer (new)
Community Development Total
3.0
2.0
1.0
2.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
2.0
1.0
1.0
1.0
1.0
22.0
Public Works
Building Repair
City Engineer
Director
Electrician
Engineering Tech
Equip Mechanic I/II
Executive Secretary
Inspector
Maint Worker I/II
Maint Worker IV
Maintenance Superintendent
Manager
Meter Reader
Meter Worker
Plant Operator
Principal Engineer
Secretary
Sewer Maint Worker
Sr Civil Engineer
Sr Plant Operator
Supervisor
Public Works Total
4.0
1.0
1.0
1.0
1.0
2.0
1.0
1.0
18.0
3.0
1.0
2.0
1.0
2.0
1.0
1.0
3.0
4.0
2.0
2.0
1.0
3.0
56.0
Total City-Wide
282.0
(a) Includes one new temporary Battalion Chief
to fill a vacancy due to medical leave.
170
2014-2015 SCHEDULE OF ADMINISTRATIVE SERVICE CHARGES
In Fiscal Year 2010-2011, the City retained the services of Revenue & Cost Specialist, a firm that specializes
in municipal cost allocations. Based on their analysis, the following funds receive support from the
General Fund in the form of salary and benefits of support staff, utilities, deprectiation on buildings,
and other indirect costs. A new study will be performed in FY 2014-2015.
Fund
FY2015 General Fund Support Cost
$85,236
AB 2766 Fund
1,068
Water Fund
1,349,188
Wastewater Fund
808,133
Refuse Fund
359,111
Parking Fund
174,356
37,805
98,441
Total
$2,913,338
Administrative service charges do not apply to Metropolitan Transportation Authority funds, funds supported by
subventions, and internal service funds.
171
172
6/22/2014 - 10:50 AM
Water Fund
* Water rates experienced its last increase in January 2014. Rates in outlying years remain flat.
* MWD rates increase by 10% in the outlying years.
* Consumption rates reflect conservation efforts.
Street Lighting Fund
* Assessments remain fixed (Prop 218 vote required to change).
* General Fund continues to subsidize this program through transfers.
* Utility costs, which make up a large portion of the cost of this program, are estimated to increase by 2.5% annually.
Page 1 of 12
Expenditures
* 3% salary and benefit adjustments after expiration of the existing MOU's in FY 2015-2016. Step increases continue.
* Includes an across-the-board 4% staffing vacancy funding reduction which is continued in the outlying years
* Medical increases 8% per year.
* New School Agreement is in place until its expiration in FY 2015-2016. Amounts in the final third year of contract are carried forward through FY 2018-2019.
* PERS costs are escalated in line with rate forecasts from PERS. FY 2016-2017 rates reflect phase in of new assumptions on life expectancy.
* Line items including material & supplies, contract services, utilities, internal services, etc. (unless otherwise noted) are adjusted annually by 2.5%.
* Pension Obligation Bonds, with debt service of approximately $1 million per year, are paid off in FY 2014-2015, resulting in less debt service scheduled for
FY 2015-2016 and beyond.
* Election costs of approximately $86,000 (with inflation adjustments) scheduled in the odd years.
* Council contingency estimated at $100,000 per year.
General Fund
Revenues
* Property taxes are forecast at 4% growth annually.
* Sales Tax, Business License Tax and Hotel Bed Tax are forecast at 3% growth annually.
* Building permits and Plan Check fees are expected to increase 4% annually.
* Interest Income and Parking Citations expected to remain flat.
* Parks & Recreation Fees increase by 2% per year.
* Administrative Service Charge to reimburse the General Fund for overhead costs remains flat. Due to inadequate fund balance, the Stormwater Fund is exempt from
paying this charge.
* No State takeaways are projected.
* Remaining revenues are forecast at 2% growth annually.
MAJOR ASSUMPTIONS
FIVE YEAR FORECAST ASSUMPTIONS - FY 2014-2015 THROUGH 2018-2019
173
6/22/2014 - 10:50 AM
Parking Fund
* $.50/hr dedicated from on-street meters to CIP fund remains in place.
* Repayment of loan to the CIP Fund ending in FY 2014-2015 ($219,200) for parking meter purchase.
Page 2 of 12
Refuse Fund
* Revenues estimated to coincide with new contract rates as a pass through, plus other program related expenses. Fund balances reflect street sweeping refunds
processed to date.
Storm Water Fund
* Assessments remain fixed (Prop 218 vote required to change).
* Administrative Service Charge to the General Fund has been discontinued due to inadequate Storm Water fund balance.
* General Fund begins to subsidize this program in FY 2014-2015 through transfers.
* Mandated projects are expected in the future.
Waste Water Fund
* Wastewater rates experienced its last increase in January 2014. Rates in outlying years remain flat.
* Consumption rates reflect conservation efforts
FIVE YEAR FORECAST ASSUMPTIONS - FY 2014-2015 THROUGH 2018-2019
174
530,000
$20,570,309
$28,353,993
$16,546,891
353,033
3,743,047
3,968,705
2,385,078
775,510
581,729
5
($18,515,991)
($9,160,596)
(736,401)
(1,480,123)
(4,034,371)
(2,021,942)
(644,806)
(437,752)
($781,455)
($781,455)
-
($781,455)
($1,632,934)
($651,159)
(169,023)
(105,000)
(697,684)
(10,068)
-
($59,682,717)
($59,682,717)
2014-2015
Operating
Expenditures
5
($7,046,525)
($4,381,025)
(479,250)
(439,250)
(150,000)
(517,000)
(1,080,000)
($2,143,600)
($2,143,600)
-
($2,143,600)
($8,196,823)
(1,715,000)
(106,623)
(5,895,200)
(145,000)
(335,000)
($1,018,488)
($1,018,488)
2014-2015
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
$14,764,182
572,515
1,885,069
661,666
1,154,852
1,002,025
$7,018,877
Enterprise Funds
Water
Stormwater* (a)
Wastewater
Refuse*
Parking
County Parking Lots
State Pier & Parking*
$2,013,901
1,200
366,000
$6,431,038
587,839
$2,015,101
$2,013,901
$7,832,384
$399,620
933,447
7,300
101,200
637,699
5,284,829
51,712
416,577
$59,846,949
$59,846,949
$6,065,038
$5,212,028
5
2014-2015
Estimated
Revenues
$1,219,133
728,756
128,045
(22,488)
99,026
1,749,584
96,433
1,213,540
$18,654,653
11,787,616
4,000,000
-
$2,867,037
-
Gas Tax
Prop A
Prop C
AB 2766
Measure R
07/01/2014
Opening
Balance
FIVE YEAR FORECAST
5
($25,562,516)
($13,541,621)
(1,215,651)
(1,919,373)
(4,184,371)
(2,538,942)
(644,806)
(1,517,752)
($2,925,055)
($2,925,055)
-
($2,925,055)
($9,829,757)
($651,159)
(1,715,000)
(169,023)
(105,000)
(804,307)
(5,895,200)
(155,068)
(335,000)
($60,701,205)
($60,701,205)
2014-2015
Total
Expenditures
$23,361,786
530,000
$17,769,452
(290,103)
3,708,743
446,000
1,000,988
130,704
66,002
$6,108,923
366,000
5,519,884
589,039
$5,153,884
$3,214,655
($251,539)
437,580
567,033
124,245
(22,488)
(67,582)
1,139,213
(6,923)
1,295,117
$17,800,397
11,787,616
4,000,000
-
$2,012,781
2014-2015
Fund Balance
Before Xfers
($59,801)
(219,200)
(130,704)
290,103
-
$219,200
$219,200
219,200
$258,462
6,923
(67,582)
67,582
$251,539
($410,938)
($352,625)
130,704
(251,539)
(290,103)
352,625
2014-2015
Fund
Transfers
$23,301,985
530,000
$17,769,452
3,708,743
446,000
781,788
66,002
$6,328,123
366,000
$5,739,084
589,039
$5,373,084
$3,473,117
$437,580
567,033
124,245
(22,488)
1,139,213
1,227,535
$17,389,459
12,140,241
4,000,000
-
$1,249,218
06/30/2015
Total
Fund Balance
$5,262,889
530,000
66,002
$3,053,532
493,374
446,000
673,981
$366,000
366,000
$366,000
-
$16,140,241
12,140,241
4,000,000
-
06/30/2015
Reserves &
Designations
Page 3 of 12
$18,039,096
$14,715,920
3,215,369
107,807
-
$5,962,123
$5,373,084
589,039
$5,373,084
$3,473,117
$437,580
567,033
124,245
(22,488)
1,139,213
1,227,535
$1,249,218
$1,249,218
06/30/2015
Unreserved
Balance
175
($953,389)
(233,220)
5
($20,165,468)
-
-
($1,760,032)
(1,142,580)
(617,452)
-
2014-2015
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
($90,952,023)
$2,180,180
$965,000
180,900
($9,152,317)
($4,702,745)
(1,543,405)
(1,216,818)
(1,689,349)
$59,328,461
$110,051,419
$1,796,131
384,049
Pension Trust
$10,857,092
$4,661,672
2,272,016
2,223,625
1,699,779
5
2014-2015
Operating
Expenditures
($1,186,609)
$5,692,414
5
2014-2015
Estimated
Revenues
$1,145,900
$4,668,497
413,969
609,948
-
Insurance Reserve
Information Systems
Fleet Management
07/01/2014
Opening
Balance
FIVE YEAR FORECAST
5
($111,117,491)
($1,186,609)
($953,389)
(233,220)
($10,912,349)
($4,702,745)
(2,685,985)
(1,834,270)
(1,689,349)
2014-2015
Total
Expenditures
$58,262,389
$2,139,471
$1,807,742
331,729
$5,637,157
$4,627,424
999,303
10,430
2014-2015
Fund Balance
Before Xfers
-
-
($6,923)
(6,923)
2014-2015
Fund
Transfers
$58,262,389
$2,139,471
$1,807,742
331,729
$5,630,234
$4,627,424
992,380
10,430
06/30/2015
Total
Fund Balance
$25,908,601
$2,139,471
$1,807,742
331,729
$2,000,000
$2,000,000
06/30/2015
Reserves &
Designations
Page 4 of 12
$32,353,788
-
$3,630,234
$2,627,424
992,380
10,430
06/30/2015
Unreserved
Balance
176
$6,328,123
530,000
$23,301,985
6
6
$28,532,419
$16,564,027
354,099
3,748,403
4,047,550
2,432,173
791,020
595,147
($19,301,022)
($9,759,779)
(756,723)
(1,501,850)
(4,128,586)
(2,057,376)
(649,776)
(446,933)
($775,128)
($775,128)
-
$1,851,736
1,200
$1,852,936
($775,128)
($1,658,819)
($665,307)
(152,298)
(107,625)
(723,521)
(10,068)
-
($59,727,129)
($59,727,129)
2015-2016
Operating
Expenditures
$1,851,736
$7,121,924
$400,149
3,951,650
17,300
101,200
650,231
1,524,926
51,712
424,757
$61,628,781
$61,628,781
2015-2016
Estimated
Revenues
6
($11,375,750)
($5,675,750)
(650,000)
(4,500,000)
(550,000)
-
($1,397,825)
($1,397,825)
-
($1,397,825)
($7,110,000)
($4,015,000)
(1,980,000)
(1,115,000)
($283,313)
($283,313)
2015-2016
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
$17,769,452
3,708,743
446,000
781,788
66,002
$5,373,084
366,000
$5,739,084
589,039
Enterprise Funds
Water
Stormwater* (a)
Wastewater
Refuse*
Parking*
County Parking Lots
$3,473,117
$437,580
567,033
124,245
(22,488)
1,139,213
1,227,535
$17,389,459
12,140,241
4,000,000
-
$1,249,218
-
Gas Tax
Prop A
Prop C
AB 2766
Measure R
07/01/2015
Opening
Balance
FIVE YEAR FORECAST
($30,676,772)
($15,435,529)
(1,406,723)
(6,001,850)
(4,128,586)
(2,607,376)
(649,776)
(446,933)
($2,172,953)
($2,172,953)
-
($2,172,953)
($8,768,819)
($665,307)
(4,015,000)
(152,298)
(107,625)
(723,521)
(1,980,000)
(10,068)
(1,115,000)
($60,010,442)
($60,010,442)
2015-2016
Total
Expenditures
$21,157,631
530,000
$18,897,950
(1,052,624)
1,455,297
364,964
606,585
141,244
214,215
$6,008,106
366,000
5,417,867
590,239
5,051,867
$1,826,222
($265,159)
374,230
432,035
117,820
(22,488)
(73,290)
684,138
41,644
537,291
$19,007,798
12,140,241
4,000,000
-
$2,867,557
2015-2016
Fund Balance
Before Xfers
$911,380
(141,244)
1,052,624
-
-
-
-
$265,159
(73,290)
73,290
$265,159
($1,176,539)
$138,153
141,244
(265,159)
(1,052,624)
(138,153)
2015-2016
Fund
Transfers
$22,069,011
530,000
18,897,950
1,455,297
364,964
606,585
214,215
$6,008,106
366,000
5,417,867
590,239
$5,051,867
-
$2,091,380
$374,230
432,035
117,820
(22,488)
684,138
41,644
464,002
$17,831,260
12,002,088
4,000,000
-
$1,829,172
06/30/2016
Total
Fund Balance
$5,404,403
530,000
148,978
$3,253,260
500,617
364,964
606,585
$366,000
366,000
$366,000
-
$16,002,088
12,002,088
4,000,000
-
06/30/2016
Reserves &
Designations
Page 5 of 12
$16,664,608
$15,644,691
954,680
65,237
$5,642,106
5,051,867
590,239
-
$5,051,867
$2,091,380
$374,230
432,035
117,820
(22,488)
684,138
41,644
464,002
$1,829,172
$1,829,172
06/30/2016
Unreserved
Balance
177
($949,538)
(242,744)
6
($21,199,776)
-
-
($1,032,888)
(400,000)
(632,888)
-
2015-2016
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
($91,999,160)
$2,139,471
$965,000
180,900
($9,344,779)
($4,761,006)
(1,596,313)
(1,248,191)
(1,739,270)
$58,262,389
$110,420,375
$1,807,742
331,729
Pension Trust
$10,138,415
$4,761,006
1,996,313
1,641,826
1,739,270
6
2015-2016
Operating
Expenditures
($1,192,282)
$5,630,234
6
2015-2016
Estimated
Revenues
$1,145,900
$4,627,424
992,380
10,430
Insurance Reserve
Information Systems
Fleet Management
07/01/2015
Opening
Balance
FIVE YEAR FORECAST
($113,198,936)
($1,192,282)
($949,538)
(242,744)
($10,377,668)
($4,761,006)
(1,996,313)
(1,881,079)
(1,739,270)
2015-2016
Total
Expenditures
$55,483,828
$2,093,089
$1,823,204
269,885
$5,390,982
$4,627,424
753,128
10,430
2015-2016
Fund Balance
Before Xfers
-
-
-
2015-2016
Fund
Transfers
$55,483,828
$2,093,089
$1,823,204
269,885
$5,390,982
$4,627,424
753,128
10,430
06/30/2016
Total
Fund Balance
$25,865,580
$2,093,089
$1,823,204
269,885
$2,000,000
$2,000,000
06/30/2016
Reserves &
Designations
Page 6 of 12
$29,618,248
-
$3,390,982
$2,627,424
753,128
10,430
06/30/2016
Unreserved
Balance
178
$6,008,106
530,000
$22,069,011
7
7
$28,718,295
$16,583,746
355,364
3,754,398
4,128,123
2,480,652
806,841
609,171
($20,174,952)
($10,441,195)
(778,554)
(1,527,461)
(4,226,635)
(2,089,178)
(655,228)
(456,702)
($771,328)
($771,328)
-
$1,588,387
1,200
$1,589,587
($771,328)
($1,713,119)
($679,809)
(156,257)
(110,316)
(756,669)
(10,068)
-
($62,260,404)
($62,260,404)
2016-2017
Operating
Expenditures
$1,588,387
$3,192,457
$400,690
970,217
17,300
101,200
663,014
555,224
51,712
433,100
$63,479,642
$63,479,642
2016-2017
Estimated
Revenues
7
($18,888,750)
($13,974,250)
(650,000)
(3,800,000)
(464,500)
-
($1,250,000)
($1,250,000)
-
($1,250,000)
($1,555,000)
($1,155,000)
(400,000)
($284,145)
($284,145)
2016-2017
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
$18,897,950
1,455,297
364,964
606,585
214,215
$5,051,867
366,000
$5,417,867
590,239
Enterprise Funds
Water
Stormwater* (a)
Wastewater*
Refuse*
Parking*
County Parking Lots
$2,091,380
$374,230
432,035
117,820
(22,488)
684,138
41,644
464,002
$17,831,260
Gas Tax
Prop A
Prop C
AB 2766
Measure R
$12,002,088
4,000,000
-
$1,829,172
-
07/01/2016
Opening
Balance
FIVE YEAR FORECAST
($39,063,702)
($24,415,445)
(1,428,554)
(5,327,461)
(4,226,635)
(2,553,678)
(655,228)
(456,702)
($2,021,328)
($2,021,328)
-
($2,021,328)
($3,268,119)
($679,809)
(1,155,000)
(156,257)
(110,316)
(756,669)
(10,068)
(400,000)
($62,544,550)
($62,544,550)
2016-2017
Total
Expenditures
$11,723,604
530,000
$11,066,252
(1,073,190)
(117,766)
266,453
533,559
151,613
366,684
$5,576,365
366,000
$4,984,926
591,439
$4,618,926
$2,015,718
($279,119)
189,447
293,077
108,704
(22,488)
(93,655)
1,239,363
83,288
497,101
$18,766,353
12,002,088
4,000,000
-
2,764,265
2016-2017
Fund Balance
Before Xfers
$921,577
(151,613)
($117,766)
1,073,190
117,766
-
-
-
$279,119
(93,655)
93,655
$279,119
($1,200,696)
($506,822)
151,613
(279,119)
(1,073,190)
506,822
2016-2017
Fund
Transfers
$12,645,181
530,000
$10,948,486
266,453
533,559
366,684
$5,576,365
366,000
4,984,926
591,439
$4,618,926
$2,294,837
$189,447
293,077
108,704
(22,488)
1,239,363
83,288
403,446
$17,565,657
12,508,910
4,000,000
-
$1,056,747
06/30/2017
Total
Fund Balance
$4,962,643
530,000
152,234
$3,480,398
266,453
533,559
$366,000
366,000
$366,000
-
$16,508,910
12,508,910
4,000,000
-
06/30/2017
Reserves &
Designations
Page 7 of 12
$7,682,538
$7,468,087
214,450
$5,210,365
4,618,926
591,439
-
$4,618,926
$2,294,837
$189,447
293,077
108,704
(22,488)
1,239,363
83,288
403,446
$1,056,747
$1,056,747
06/30/2017
Unreserved
Balance
179
($944,261)
(252,703)
7
($23,026,606)
-
-
($1,048,711)
(400,000)
(648,711)
-
2016-2017
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
($95,678,493)
$2,093,089
$965,000
180,900
($9,561,726)
($4,823,059)
(1,659,418)
(1,283,952)
(1,795,298)
$55,483,828
$108,485,928
$1,823,204
269,885
Pension Trust
$10,360,046
$4,823,059
2,059,418
1,682,272
1,795,298
7
2016-2017
Operating
Expenditures
($1,196,964)
$5,390,982
7
2016-2017
Estimated
Revenues
$1,145,900
$4,627,424
753,128
10,430
Insurance Reserve
Information Systems
Fleet Management
07/01/2016
Opening
Balance
FIVE YEAR FORECAST
($118,705,099)
($1,196,964)
($944,261)
(252,703)
($10,610,437)
($4,823,059)
(2,059,418)
(1,932,662)
(1,795,298)
2016-2017
Total
Expenditures
$45,264,657
$2,042,025
$1,843,943
198,082
$5,140,591
$4,627,424
502,737
10,430
2016-2017
Fund Balance
Before Xfers
-
-
-
2016-2017
Fund
Transfers
$45,264,657
$2,042,025
$1,843,943
198,082
$5,140,591
$4,627,424
502,737
10,430
06/30/2017
Total
Fund Balance
$25,879,579
$2,042,025
$1,843,943
198,082
$2,000,000
$2,000,000
06/30/2017
Reserves &
Designations
Page 8 of 12
$19,385,078
-
$3,140,591
$2,627,424
502,737
10,430
06/30/2017
Unreserved
Balance
180
$5,576,365
530,000
$12,645,181
8
8
$28,882,266
$16,589,069
355,478
3,757,006
4,209,309
2,527,180
822,977
621,247
($21,094,683)
($11,168,490)
(799,892)
(1,548,505)
(4,325,580)
(2,125,411)
(660,454)
(466,352)
($772,156)
($772,156)
-
$1,623,753
1,200
$1,624,953
($772,156)
($1,761,116)
($694,673)
(160,320)
(113,074)
(782,981)
(10,068)
-
($64,346,098)
($64,346,098)
2017-2018
Operating
Expenditures
$1,623,753
$3,244,003
$401,245
989,155
17,300
101,200
676,052
565,729
51,712
441,610
$65,348,067
$65,348,067
2017-2018
Estimated
Revenues
8
($6,950,000)
($4,000,000)
(650,000)
(2,300,000)
-
($1,450,000)
($1,450,000)
-
($1,450,000)
($715,000)
($715,000)
-
($284,999)
($284,999)
2017-2018
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
$10,948,486
266,453
533,559
366,684
$4,618,926
366,000
$4,984,926
591,439
Enterprise Funds
Water
Stormwater* (a)
Wastewater*
Refuse*
Parking
County Parking Lots
$2,294,837
$189,447
293,077
108,704
(22,488)
1,239,363
83,288
403,446
$17,565,657
Gas Tax
Prop A
Prop C
AB 2766
Measure R
$12,508,910
4,000,000
-
$1,056,747
-
07/01/2017
Opening
Balance
FIVE YEAR FORECAST
($28,044,683)
($15,168,490)
(1,449,892)
(3,848,505)
(4,325,580)
(2,125,411)
(660,454)
(466,352)
($2,222,156)
($2,222,156)
-
($2,222,156)
($2,476,116)
($694,673)
(715,000)
(160,320)
(113,074)
(782,981)
(10,068)
-
($64,631,097)
($64,631,097)
2017-2018
Total
Expenditures
$13,482,765
530,000
$12,369,065
(1,094,414)
(91,499)
150,182
935,328
162,524
521,579
$4,979,162
366,000
$4,386,523
592,639
$4,020,523
$3,062,724
($293,428)
463,603
150,057
96,830
(22,488)
(106,929)
1,805,091
124,932
845,056
$18,282,626
12,508,910
4,000,000
-
1,773,716
2017-2018
Fund Balance
Before Xfers
$931,890
(162,524)
($91,499)
1,094,414
91,499
-
-
-
$293,428
(106,929)
106,929
$293,428
($1,225,318)
($417,309)
162,524
(293,428)
(1,094,414)
417,309
2017-2018
Fund
Transfers
$14,414,655
530,000
12,277,566
150,182
935,328
521,579
$4,979,162
366,000
4,386,523
592,639
$4,020,523
$3,356,152
$463,603
150,057
96,830
(22,488)
1,805,091
124,932
738,127
$17,057,308
12,926,219
4,000,000
-
$131,089
06/30/2018
Total
Fund Balance
$5,266,933
530,000
155,451
$3,722,830
150,182
708,470
$366,000
366,000
$366,000
-
$16,926,219
12,926,219
4,000,000
-
06/30/2018
Reserves &
Designations
Page 9 of 12
$9,147,723
8,554,736
226,858
366,129
$4,613,162
4,020,523
592,639
-
$4,020,523
$3,356,152
$463,603
150,057
96,830
(22,488)
1,805,091
124,932
738,127
$131,089
$131,089
06/30/2018
Unreserved
Balance
181
($947,439)
(263,116)
8
($10,464,927)
-
-
($1,064,928)
(400,000)
(664,928)
-
2017-2018
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
($98,896,748)
$965,000
180,900
($9,712,140)
($4,882,817)
(1,714,413)
(1,267,480)
(1,847,431)
$45,264,657
$110,813,578
$2,042,025
Pension Trust
$10,568,389
$4,882,817
2,114,413
1,723,729
1,847,431
8
2017-2018
Operating
Expenditures
($1,210,555)
$1,843,943
198,082
8
2017-2018
Estimated
Revenues
$1,145,900
$4,627,424
502,737
10,430
$5,140,591
Insurance Reserve
Information Systems
Fleet Management
07/01/2017
Opening
Balance
FIVE YEAR FORECAST
($109,361,675)
($1,210,555)
($947,439)
(263,116)
($10,777,069)
($4,882,817)
(2,114,413)
(1,932,409)
(1,847,431)
2017-2018
Total
Expenditures
$46,716,559
$1,977,370
$1,861,504
115,866
$4,931,911
$4,627,424
294,057
10,430
2017-2018
Fund Balance
Before Xfers
-
-
-
2017-2018
Fund
Transfers
$46,716,559
$1,977,370
$1,861,504
115,866
$4,931,911
$4,627,424
294,057
10,430
06/30/2018
Total
Fund Balance
$26,536,522
$1,977,370
$1,861,504
115,866
$2,000,000
$2,000,000
06/30/2018
Reserves &
Designations
Page 10 of 12
$20,180,037
-
$2,931,911
$2,627,424
294,057
10,430
06/30/2018
Unreserved
Balance
182
$4,979,162
530,000
$14,414,655
9
9
$29,047,467
$16,593,315
355,500
3,759,385
4,292,038
2,574,405
839,437
633,386
($22,082,487)
($11,966,521)
(822,185)
(1,571,447)
(4,427,580)
(2,152,398)
(665,962)
(476,395)
($777,454)
($777,454)
-
$1,660,032
1,200
$1,661,232
($777,454)
($1,812,854)
($709,909)
(164,489)
(115,900)
(812,488)
(10,068)
-
($66,765,225)
($66,765,225)
2018-2019
Operating
Expenditures
$1,660,032
$3,296,583
$401,815
1,008,472
17,300
101,200
689,351
576,443
51,712
450,290
$67,278,467
$67,278,467
2018-2019
Estimated
Revenues
9
($9,250,000)
($5,700,000)
(650,000)
(2,900,000)
-
($1,100,000)
($1,100,000)
-
($1,100,000)
($715,000)
($715,000)
-
($285,874)
($285,874)
2018-2019
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
$12,277,566
150,182
935,328
521,579
$4,020,523
366,000
$4,386,523
592,639
Enterprise Funds
Water
Stormwater* (a)
Wastewater*
Refuse*
Parking
County Parking Lots
$3,356,152
$463,603
150,057
96,830
(22,488)
1,805,091
124,932
738,127
$17,057,308
Gas Tax
Prop A
Prop C
AB 2766
Measure R
$12,926,219
4,000,000
-
$131,089
-
07/01/2018
Opening
Balance
FIVE YEAR FORECAST
($31,332,487)
($17,666,521)
(1,472,185)
(4,471,447)
(4,427,580)
(2,152,398)
(665,962)
(476,395)
($1,877,454)
($1,877,454)
-
($1,877,454)
($2,527,854)
($709,909)
(715,000)
(164,489)
(115,900)
(812,488)
(10,068)
-
($67,051,099)
($67,051,099)
2018-2019
Total
Expenditures
$12,129,635
530,000
$11,204,361
(1,116,685)
(712,062)
14,640
1,357,336
173,475
678,571
$4,762,940
366,000
$4,169,101
593,839
$3,803,101
$4,124,880
($308,094)
757,075
2,868
82,130
(22,488)
(123,137)
2,381,534
166,576
1,188,416
$17,284,676
12,926,219
4,000,000
-
$358,457
2018-2019
Fund Balance
Before Xfers
$943,211
(173,475)
($712,062)
1,116,685
712,062
-
-
-
$308,094
(123,137)
123,137
$308,094
($1,251,305)
($484,001)
173,475
(308,094)
(1,116,685)
484,001
2018-2019
Fund
Transfers
$13,072,845
530,000
$10,492,298
14,640
1,357,336
678,571
$4,762,940
366,000
4,169,101
593,839
$3,803,101
$4,432,975
$757,075
2,868
82,130
(22,488)
2,381,534
166,576
1,065,279
$16,033,371
13,410,220
4,000,000
-
($1,376,849)
06/30/2019
Total
Fund Balance
$5,409,744
530,000
158,798
$3,988,840
14,640
717,466
$366,000
366,000
$366,000
-
$16,033,371
13,410,220
2,623,151
-
06/30/2019
Reserves &
Designations
Page 11 of 12
$7,663,101
$6,503,458
639,870
519,773
$4,396,940
3,803,101
593,839
-
$3,803,101
$4,432,975
$757,075
2,868
82,130
(22,488)
2,381,534
166,576
1,065,279
-
-
06/30/2019
Unreserved
Balance
183
($939,047)
(274,005)
9
($12,432,425)
-
-
($1,081,551)
(400,000)
(681,551)
-
2018-2019
Capital Projects
& Equipment
6/22/2014 - 10:50 AM
($102,426,794)
$1,977,370
$965,000
180,900
($9,775,721)
($4,944,623)
(1,774,340)
(1,153,949)
(1,902,809)
$46,716,559
$113,217,643
$1,861,504
115,866
Pension Trust
$10,787,994
$4,944,623
2,174,340
1,766,222
1,902,809
9
2018-2019
Operating
Expenditures
($1,213,052)
$4,931,911
9
2018-2019
Estimated
Revenues
$1,145,900
$4,627,424
294,057
10,430
Insurance Reserve
Information Systems
Fleet Management
07/01/2018
Opening
Balance
FIVE YEAR FORECAST
($114,859,219)
($1,213,052)
($939,047)
(274,005)
($10,857,273)
($4,944,623)
(2,174,340)
(1,835,501)
(1,902,809)
2018-2019
Total
Expenditures
$45,074,982
$1,910,218
$1,887,457
22,761
$4,862,633
$4,627,424
224,779
10,430
2018-2019
Fund Balance
Before Xfers
-
-
-
2018-2019
Fund
Transfers
$45,074,982
$1,910,218
$1,887,457
22,761
$4,862,633
$4,627,424
224,779
10,430
06/30/2019
Total
Fund Balance
$25,719,334
$1,910,218
$1,887,457
22,761
$2,000,000
$2,000,000
06/30/2019
Reserves &
Designations
Page 12 of 12
$19,355,648
-
$2,862,633
$2,627,424
224,779
10,430
06/30/2019
Unreserved
Balance
184
Pension Obligation Bonds
In March 2007 the City issued Pension Obligation Bonds to payoff unfunded pension liabilities due to the sworn Police and Fire retirement
plans. These unfunded liabilities were scheduled to be amortized over a remaining period of 7 years at an interest rate of 7.75%. By issuing
bonds the City realized a present value savings of $433,156. The term of the bonds matches the amortization period. Debt service for Fiscal
Police Fire Facility Refunding Certificates of Participation
In February 2013, the City issued $10,510,000 of Certificates of Participation to advance refund the 2004 Police Fire Facility Certificates of
Participation. This refunding mirrors that of the Metlox and Water/Wastewater refunding in that the City took advantage of the reduced
interest rate environment. This advance refunding will reduce debt service payments over 19 years by $3,608,790. The 2004 Certificates of
Participation were redeemed in January 2014. The original certificates were issued to complete financing for the January 2007 construction
of the Police/Fire/Civic Center.
Water/Wastewater Refunding Certificates of Participation
In Fiscal Year 2012-2013, the City was able to take advantage of the current interest rate market and refund existing debt that carried
interest rates that were substantially higher than current rates. The existing debt, issued in 1996 was used to finance 1996 and 1997 water
and wastewater projects. Since these bonds could be called without penalty, the City issued $2,765,000 of Certificate of Participation
refunding bonds in July 2012 (concurrent with the Metlox refunding bonds) and the 1996 issued was refunded in August 2012.
Metlox Refunding Certificates of Participation
In January 2003 the City issued Certificates of Participation to Finance public improvements at the Metlox site. These funds were used to
construct a two level underground parking garage as well as a 45,000 square foot town square open space to complement the retail
developments. The amount of the bond was $13,350,000. In July 2012 with the call date of January 2013 approaching, the City determined
to take advantage of a substantially improved interest rate environment by issuing $10,210,000 of Certificates of Participation to refund the
2003 Metlox Public Improvements Certificates of Participation. The refunding took place in January 2013
Marine Sports Fields Lease
In Fiscal Year 2000-2001, the City entered into a Sale/Leaseback transaction with the Beach Cities Health District (BCHD). This transaction
was a result of the City purchasing from TRW (now Northrup Grumman) seven acres of property located at the corner of Marine and Aviation
within the City of Manhattan Beach. The City subsequently sold the property to BCHD with an exclusive agreement to lease back six of the
seven acres. The lease authorized BCHD to spend funds up to $2.5 million to construct recreational facilities on the property. These
improvements were completed in Fiscal Year 2000-2001. In Fiscal Year 2001-2002, the City issued variable rate Certificates of Participation
to effect a full internal financing of the Sports Fields. The proceeds were used to pay in full all principal and interest obligations under the
aforementioned lease with BCHD. Debt service scheduled for Fiscal Year 2014-2015 of $510,904 can be found in the Parks & Recreation
administration budget. The term of the financing is thirty years (fully amortized principal and interest) based on a variable rate which has
calculated for budgeting purposes at a conservative 3.58%.
2014-2015 SCHEDULE OF DEBT SERVICE & LEASE PAYMENTS
185
Legal Debt Limit
The City is subject to a legal general bonded debt limit equal to 3.75 percent of the total assessed value of property in Manhattan Beach.
The City’s total net taxable assessed property value is approximately $13.45 billion, resulting in a legal general bonded debt limit of
$504,000,000. The City has no general bonded debt subject to the debt limit.
Underground Utility Assessment Bonds
In fiscal years 2004-2005 and 2005-2006 the City issued 1915 Act Underground Utility Assessment Bonds that financed the undergrounding
of overhead appurtenances in five districts within the City. The two series mature in fiscal years 2024-2025 and 2026-2027. These bonds
are not debt of the City, which acts a conduit between the property owners and the bond holders. Assessments are placed on the property
tax bill in order to fund annual debt service.
Fire and Sewer Truck Capital Leases
During the Fiscal Year 2012-2013, the City entered into two lease agreements for financing the acquisition of one fire truck and one sewer
truck valued at $568,208 and $ 381,305, respectively. The trucks each have an estimated life of ten years. The term of each lease is five
years and the effective annual interest rate is 1.57% for the fire truck and 1.72% for the sewer truck.
Year 2014-2015 is $765,000 – principal only. Interest is recognized on the modified accrual basis and will be recognized in Fiscal Year
2013-2014. After the July 1, 2014 payment, the bonds will be paid in full
186
187
$2,752,522
$187,522
-
$112,582
74,940
$187,522
$265,000
165,000
375,000
450,000
765,000
545,000
$2,565,000
$1,401,607
$10,338
-
$5,638
4,700
$10,338
400,389
$1,391,269
$245,904
86,650
333,863
324,463
2014-2015
Interest
Excludes Administration Costs. Interest calculated on modified accrual basis
Marine Ave Sports Field estimated letter of credit fees $82,000.
Pension Plan payoff date 07/01/2014.
Total
Total Lease Payments
Operating Leases - County Lots
Total Operating Lease
Fire Truck
Vacuum Hydro
Total Capital Lease
Marine Avenue Sports Field Bonds
Water Wastewater Refunding Bonds
Metlox Refunding Bonds
Police/Fire FacilityRefunding Bonds
Public Safety Pension Bonds
Utility Assessment Districts
Total Bonded Debt Service
Description
2014-2015
Principal
$436,000
$436,000
$436,000
$436,000
$4,590,129
$633,860
$436,000
$436,000
$118,220
79,640
$197,860
$510,904
251,650
708,863
774,463
765,000
945,389
$3,956,269
2014-2015
2014-2015
Lease Total Payment
2014-2015 SCHEDULE OF DEBT SERVICE & LEASE PAYMENTS
$36,426,821
$531,821
-
$299,120
$232,701
$531,821
8,140,000
$35,895,000
$6,715,000
2,355,000
9,105,000
9,580,000
Principal
Remaining
$11,689,974
$12,500
-
$6,282
6,218
$12,500
$2,737,670
487,175
3,037,994
2,925,250
2,489,385
$11,677,474
Interest
Remaining
$48,116,795
$544,321
-
$305,402
$238,919
$544,321
$9,452,670
2,842,175
12,142,994
12,505,250
10,629,385
$47,572,474
Total
Remaining
FY 2014-2015 SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS BY TYPE
Project
Facilities
Pier Improvements
Facility Improvements
Fire Station 2 Design Development and Interim Improvements
Management Services Office Remodel
City-owned Refuse Enclosure Improvements
Veterans Park Phase I
Pier Comfort Station (13839E)
City-wide Sign Program
Fire Station Security Card Installation
Source of Funds
State Pier Fund
CIP Fund
CIP Fund
CIP Fund
Refuse Fund
CIP Fund
State Pier Fund
CIP Fund
CIP Fund
Total Facilities
FY 2014-2015
Adopted
$1,000,000
500,000
430,000
265,000
150,000
135,000
80,000
40,000
40,000
$2,640,000
Parking
Parking Structure Structural Rehab/Reinvestment
Lot 1 Retaining Wall (10th & Bayview)
Parking Fund
Parking Fund
Total Parking
$417,000
100,000
$517,000
Streets / Transportation
Sepulveda Bridge Measure R
Sepulveda Bridge Prop C
FY 14/15-18/19 Annual Slurry Seal Program
FY 14/15-18/19 Annual Curb, Gutter and Ramp Replacement Project
Cycle 3 Safe Routes to School
Morningside Drive Rehabilitation (10th Place to MBB)
CDBG Access Ramp Construction Project
Sepulveda Bridge Safetea-Lu
Signalized Croswalk: MBB @ Target Driveway
Raised Median Construction: MBB, west of Aviation
Street Resurfacing Project: Oak and 11th St
Street Resurfacing Project: Blanche, Marine, and 27th St
Street Resurfacing Project: MBB, Sepulveda to Aviation
FY 14/15-18/19 Non-Motorized Transportation Crosswalks, Bikes Lanes, etc.
Prop C Fund / Grant
Prop C Fund
Gas Tax Fund
Gas Tax Fund
CIP Fund / Grant
Gas Tax Fund
CIP Fund
Prop C Fund / Grant
Measure R Local
Measure R Local
STPL / Gas Tax Fund
Gas Tax Fund
Gas Tax Fund
CIP Fund
Total Streets / Transportation
$4,550,000
1,145,200
700,000
515,000
425,600
75,000
208,000
200,000
185,000
150,000
250,000
75,000
100,000
100,000
$8,678,800
Stormwater
Storm Drain Projects (spot repairs & sections)
Stormwater Fund
Total Stormwater
$440,000
$440,000
Wastewater
Poinsettia Sewage Lift Station Replacement and Force Main Replacement
FY 14/15 Rehabilitation of Gravity Sewer Mains (Spot Repairs)
Wastewater Fund
Wastewater Fund
Total Wastewater
$300,000
100,000
$400,000
Water Division
Pipe Repl & Fire Hydrant Install Area 2
Peck Ground Level Reservoir Replacement
Paint Block 35 Elevated Tank
Chloramination System at Wells 11 & 15
Block 35 Booster Discharge Line Replacement
Peck Reservoir Booster Pump Variable Frequency
Herrin/Maine Pipe Installation
Water Fund
Water Fund
Water Fund
Water Fund
Water Fund
Water Fund
Water Fund
Total Water Division
$1,600,000
1,500,000
500,000
352,000
253,125
100,000
75,900
$4,381,025
Total New Capital Improvement Projects
$17,056,825
188
SCHEDULE OF FUNDED CAPITAL PURCHASES - EQUIPMENT & VEHICLES
Department
EQUIPMENT
Finance
Finance
Management Services
Finance
Public Works
Fire Department
Human Resources
Finance
Finance
Finance
Finance
Public Works
Finance
Fire Department
Finance
Police Department
Finance
Fire Department
Police Department
Description / Vehicle to Be Replaced
Expenditure
Type
Prior Year
Carryforward
Phone System Replacement (ISMP)
Wide Area Network Expansion (ISMP)
Citywide Document Imaging Upgrade (ISMP)
Financial System Enhancements (ISMP)
Work Order Management (ISMP)
Fire Records Mgmt System Upgrade (ISMP)
HR Information System (ISMP)
GIS Expansion (ISMP)
Tennis Reservation Software (ISMP)
Dial A Ride, Mobile Data System (ISMP)
WAPs and Switches Replacements
AB1149 Data Security
Server Replacement/Refresh
Sewer/Storm Clsd Circt TV
New Central Cashiering
Emergency Preparedness Equipment (ISMP)
TVs for City Conference Rooms
Office Chair Replacement
IS Lab Double Door
Exhaust Removal System
Replace Automated Jail Door System
Replacement
Upgrade
Replacement
Upgrade
New
Upgrade
New
New
New
New
Replacement
New
Replacement
Replacement
Replacement
New
New
Replacement
New
Replacement
Replacement
$450,000
300,000
200,000
200,000
150,000
100,000
100,000
72,488
30,000
27,623
Total Equipment Purchases
VEHICLES
Additional Build-Out Costs for Prior Year Vehicle Purchases
Public Works
Vac-con
Police Department
Explorer Detective
Police Department
Express Van
Police Department
Honda motorcycle
Police Department
Honda motorcycle
Police Department
Go-4
Police Department
Go-4
Public Works
F250
Public Works
F250 CNG
Police Department
Accord
Finance
Transit Van
Public Works
F250 CNG
Police Department
C-Max
Police Department
GEM - shortbed
Public Works
GEM - longbed
$1,630,111
Additional Build-out
Subtotal Additional Build-Out Costs for Prior Year Vehicle Purchases
Replacement Vehicles for FY 2014-2015
2008 GLAVAL UNIVERSAL CNG BUS
DAR BUS
Police Department
FORD CROWN VIC B & W 2009 K9
Police Department
FORD CROWN VIC B & W 2008
Police Department
Police Department
FORD CROWN VIC B & W 2009 K9
Police Department
Police Department
Police Department
Police Department
DECT UNIT F-150 XTL 2007
Public Works
FORD RANGER XL 2004
Public Works
FORD RANGER 2002
Public Works
FORD RANGER 2005
Replacement
New
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
TOTAL CAPITAL PURCHASES BY DEPARTMENT
Management Services
Finance
Human Resources
Police Department
Fire Department
Public Works
FY 2014-2015
Adopted
$175,793
100,000
79,200
78,500
60,000
49,500
22,587
20,000
15,000
12,500
24,000
$450,000
300,000
200,000
200,000
150,000
100,000
100,000
72,488
30,000
27,623
175,793
100,000
79,200
78,500
60,000
49,500
22,587
20,000
15,000
12,500
24,000
$637,080
$2,267,191
$36,695
13,230
11,381
5,483
5,483
4,510
4,510
3,000
3,000
2,396
2,000
1,500
1,230
286
184
$94,889
Subtotal Replacement Vehicles for FY 2014-2015 (13 vehicles)
Total Vehicle Purchases
Total Funded Capital Purchases - Equipment & Vehicles
Adopted
Expenditure
$36,695
13,230
11,381
5,483
5,483
4,510
4,510
3,000
3,000
2,396
2,000
1,500
1,230
286
184
-
$94,889
$145,000
79,000
55,000
54,000
54,000
54,000
54,000
54,000
54,000
39,563
38,000
38,000
28,000
$145,000
79,000
55,000
54,000
54,000
54,000
54,000
54,000
54,000
39,563
38,000
38,000
28,000
$94,889
$1,725,000
$746,563
$746,563
$1,383,643
$746,563
$841,452
$3,108,643
$200,000
1,024,488
100,000
$57,623
48,509
100,000
194,379
$452,580
224,000
462,563
62,000
182,500
$200,000
1,477,068
100,000
281,623
511,072
162,000
376,879
Grand Total
$1,725,000
$1,383,643
$3,108,643
Represents capital expenditures (units > $5k) only. ISMP = Information Systems Master Plan, adopted in April 2013.
A majority of the vehicles are purchased by Public Works through the Fleet Fund. A rental charge is then assessed to the respective departments for the
estimated life of the vehicle.
189
SCHEDULE OF EXPENDITURE DETAIL - CITY-WIDE
Object
Description
3
2012-2013
Actual
4
2013-2014
Adopted
5
2014-2015
Adopted
% of
Total
% Change
fr Prior
4101
4102
Sworn Employee Salaries
4103
Part Time Employee Salaries
4111
4112
4113
Overtime Mutual Aid
4114
4115
4116
Overitme Training & Special Detail
4120
4121
4123
Commuter Pay
4124
Fire Retiree's Health Ins
4125
4126
Miscellaneous Retirees Health Plan
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
Workers Compensation
4206
4211
PERS Regular Contributions
4212
PERS Sworn Contributions
4220
Accrued Leave
$11,422,398
10,789,945
1,949,727
211,821
2,329,243
51,110
160,190
19,646
48,729
8,040
19,200
81,398
35,365
3,136,523
348,448
75,040
157,194
2,777,111
236,000
1,883,606
3,623,234
650
$39,364,619
$13,409,773
11,667,767
1,961,919
233,822
3,077,358
11,616
199,345
14,000
20,000
50,000
7,000
25,000
85,000
36,000
3,340,801
380,950
75,120
198,014
3,245,520
236,100
1,520,705
2,828,596
$42,624,405
$13,907,296
12,427,893
2,191,167
230,093
2,336,223
74,000
358,814
144,480
222,000
20,519
50,701
9,000
23,000
93,000
46,000
3,671,171
403,697
50,112
211,608
3,004,140
275,004
1,647,630
3,168,064
$44,565,612
12.5%
11.2%
2.0%
0.2%
2.1%
0.1%
0.3%
0.1%
0.2%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
3.3%
0.4%
0.0%
0.2%
2.7%
0.2%
1.5%
2.9%
40.1%
3.7%
6.5%
11.7%
(1.6%)
(24.1%)
537.1%
80.0%
932.0%
2.6%
1.4%
28.6%
(8.0%)
9.4%
27.8%
9.9%
6.0%
(33.3%)
6.9%
(7.4%)
16.5%
8.3%
12.0%
4.6%
5101
5102
5103
5104
5105
5106
5107
5108
5109
5201
5202
5203
5204
5205
5206
5207
5208
5209
5210
5211
5212
5213
5214
5216
5217
5218
5219
5220
5221
5222
5223
5224
5225
5226
5231
5240
5250
5251
5252
$12,451,443
1,007,187
45,128
517,156
77,705
1,518,880
38,084
527,546
9,772
85,293
75,838
21,956
79,085
111,633
200,270
75,726
89,043
16,306
316,232
100,363
2,744
3,181
14,610
23,032
1,840,402
28,302
4,425
60,560
176,442
86,149
17,658
39,688
116,077
364,355
303,355
511,619
601,695
2,980,869
123,278
$15,311,521
53,907
681,518
1,650
1,543,669
35,390
395,000
4,894
84,050
109,831
29,760
137,641
232,332
270,213
80,537
86,410
18,266
359,837
90,000
5,300
12,440
24,400
24,000
1,735,983
36,400
2,850
49,700
146,700
82,345
16,000
55,000
150,886
351,525
288,900
557,976
698,882
3,610,831
124,004
$15,737,625
60,000
737,381
86,930
1,543,669
41,415
449,000
13,574
100,700
112,769
13,300
143,325
268,469
270,570
96,413
91,825
14,300
445,658
90,000
6,075
16,300
24,900
24,000
1,943,658
34,644
2,850
49,700
136,700
82,345
3,000
55,000
149,259
373,075
380,000
559,691
810,000
2,952,000
124,004
14.2%
0.1%
0.7%
0.1%
1.4%
0.0%
0.4%
0.0%
0.1%
0.1%
0.0%
0.1%
0.2%
0.2%
0.1%
0.1%
0.0%
0.4%
0.1%
0.0%
0.0%
0.0%
0.0%
1.7%
0.0%
0.0%
0.0%
0.1%
0.1%
0.0%
0.0%
0.1%
0.3%
0.3%
0.5%
0.7%
2.7%
0.1%
2.8%
11.3%
8.2%
5168.5%
17.0%
13.7%
177.4%
19.8%
2.7%
(55.3%)
4.1%
15.6%
0.1%
19.7%
6.3%
(21.7%)
23.8%
14.6%
31.0%
2.0%
12.0%
(4.8%)
(6.8%)
(81.3%)
(1.1%)
6.1%
31.5%
0.3%
15.9%
(18.2%)
-
Contract Services
Contract Personnel
Audit Services
Elections
Physical/Psychological Exams
Legal Services
Office Supplies
Memberships & Dues
Reference Books & Periodicals
Training
Uniforms/Safety Equipment
Advertising
Postage
Tools & Minor Equipment
Automotive Parts
Office Equipment Maintenance
Computer Maintenance & Repairs
Recruitment Costs
STC Training
POST Training
Automotive Repair Services
Warehouse Inventory Purchases
Bus Pass Subsidies
Printing
Automotive Fuel
Bank Service Charge
Assessments & Taxes
Insurance Premiums
Claims Paid
Claims Administration
190
SCHEDULE OF EXPENDITURE DETAIL - CITY-WIDE
Object
Description
3
2012-2013
Actual
4
2013-2014
Adopted
5
2014-2015
Adopted
% of
Total
% Change
fr Prior
5253
Miscellaneous Bonds/Insurance
5254
Unemployment Claims
5255
Property Insurance
5260
5262
Public Service Events
5263
City Funds Match
5265
Service Agency Contributions
5266
DMBBPA Allocation
5267
UAD Loan Program
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
5601
1,937
5,436
366,122
23,975
10,820
62,464
102,042
4,830
234,677
1,293,170
96,267
496,194
2,913,324
$30,274,342
3,019
75,000
404,106
150,000
17,375
12,683
37,315
102,000
4,820
231,545
1,297,046
93,577
469,516
2,913,338
$33,311,888
2,550
20,000
404,106
100,000
17,375
12,000
37,315
103,500
4,792
228,830
1,395,462
118,595
550,390
2,913,338
$33,952,377
0.0%
0.0%
0.4%
0.1%
0.0%
0.0%
0.0%
0.1%
0.0%
0.2%
1.3%
0.1%
0.5%
2.6%
30.6%
(15.5%)
(73.3%)
(33.3%)
(5.4%)
1.5%
(0.6%)
(1.2%)
7.6%
26.7%
17.2%
1.9%
5611
Warehouse Purchases
5612
Garage Purchases
5621
5631
5641
5642
5651
$87,899
28,483
1,218,173
1,683,979
1,034,540
994,546
1,302,366
$6,349,985
$94,901
25,000
1,531,297
1,832,820
1,143,120
925,632
1,654,264
$7,207,034
$94,695
25,000
2,272,016
1,557,420
1,223,650
975,975
1,580,084
$7,728,840
0.1%
0.0%
2.0%
1.4%
1.1%
0.9%
1.4%
7.0%
(0.2%)
48.4%
(15.0%)
7.0%
5.4%
(4.5%)
7.2%
$447,093
$447,093
$25,291
$25,291
$21,140
$21,140
0.0%
0.0%
(16.4%)
(16.4%)
$76,436,040
$83,168,618
$86,267,969
77.6%
3.7%
6111
6121
6131
Vehicles
6141
6202
6212
CIP Bldg & Facility - CYr
6222
CIP Street Improvements - CYr
6232
6242
CIP Line Improvememnts - CYr
6252
6263
$9,281
257,689
2,811,478
123,761
302,153
939,621
1,563,653
88,159
4,765,001
446,727
$11,307,522
$10,075
$274,303
2,435,295
1,677,000
4,482,500
14,000,472
2,200,000
1,900,000
$26,979,645
$35,000
91,000
841,452
2,141,191
5,222,000
8,293,200
705,125
1,775,900
135,000
925,600
$20,165,468
0.0%
0.1%
0.8%
1.9%
4.7%
7.5%
0.6%
1.6%
0.1%
0.8%
18.1%
247.4%
(66.8%)
(65.4%)
27.7%
16.5%
(40.8%)
(19.3%)
(51.3%)
(25.3%)
7101
Bond Principal
7102
Bond Interest
7103
7104
Bond Delivery Cost
7106
7301
Land Leases
7302
Property & Equipment Principal
7303
7305
Lease Admin Fees
7401
7402
7403
Total Debt Service
$18,375,000
1,672,138
295,804
160,649
821,153
369,531
230,171
3,586
750
$21,928,781
$14,050,000
1,748,171
108,000
354,200
190,358
17,835
530,000
436,613
5,000
$17,440,177
$2,565,000
1,391,269
93,925
436,000
187,522
10,338
$4,684,054
2.3%
1.3%
0.1%
0.4%
0.2%
0.0%
4.2%
(81.7%)
(20.4%)
(13.0%)
23.1%
(1.5%)
(42.0%)
(100.0%)
(100.0%)
(100.0%)
(73.1%)
Total Capital Expenditures & Debt Service
$33,236,304
$44,419,822
$24,849,522
22.4%
(44.1%)
$109,672,343
$127,588,440
$111,117,491
100.0%
(12.9%)
9101
Transfers Out
Total Transfers
Total City-Wide Expenditures
191
SCHEDULE OF EXPENDITURE DETAIL - GENERAL FUND
Object
Description
4101
4102
4103
4111
4112
4113
Overtime Mutual Aid
4114
4115
4116
Overtime Training & Special Detail
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
PERS Regular Contributions
4212
5101
Contract Services
5102
Contract Personnel
5103
Audit Services
5104
5105
Elections
5106
5107
5108
Legal Services
5109
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5206
5207
Advertising
5208
Postage
5209
5210
5212
5214
5216
5217
5218
Recruitment Costs
5219
STC Training
5220
POST Training
5221
5225
Printing
5231
Bank Service Charge
5240
Assessments & Taxes
5260
5262
5263
City Funds Match
5265
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
3
2012-2013
Actual
4
2013-2014
Adopted
5
2014-2015
Adopted
% of
Total
% Change
fr Prior
$9,225,367
10,789,945
1,643,224
148,356
2,322,687
51,110
159,718
2,726,812
315,020
75,040
140,607
2,660,135
200,804
1,524,280
3,623,234
$35,606,340
$10,765,549
11,667,767
1,715,639
145,422
3,047,358
11,616
196,172
14,000
2,895,106
342,128
75,120
175,438
3,208,560
203,580
1,213,236
2,828,596
$38,505,287
$11,188,617
12,427,893
1,983,281
148,095
2,306,200
74,000
356,814
144,480
222,000
3,180,882
362,008
50,112
188,260
2,985,960
238,512
1,316,697
3,168,064
$40,341,875
18.4%
20.5%
3.3%
0.2%
3.8%
0.1%
0.6%
0.2%
0.4%
5.2%
0.6%
0.1%
0.3%
4.9%
0.4%
2.2%
5.2%
66.5%
3.9%
6.5%
15.6%
1.8%
(24.3%)
537.1%
81.9%
932.0%
9.9%
5.8%
(33.3%)
7.3%
(6.9%)
17.2%
8.5%
12.0%
4.8%
$2,618,013
802,991
45,128
321,335
77,705
1,518,880
38,084
527,486
9,772
85,293
69,752
20,858
76,194
98,800
178,089
64,909
87,422
5,159
43,050
2,744
14,610
23,032
916,653
28,302
4,425
60,560
73,143
108,627
118,558
23,975
10,820
62,464
144,509
518,319
28,303
397,221
$9,225,185
$4,414,041
53,907
389,164
1,650
1,543,669
35,390
395,000
4,894
84,050
87,442
28,535
116,741
162,895
241,639
72,537
84,810
7,250
39,774
5,300
19,400
24,000
836,926
36,150
2,850
49,700
66,700
117,843
115,000
150,000
17,375
12,683
37,315
144,675
513,936
26,524
375,326
$10,315,091
$4,772,627
60,000
464,514
86,930
1,543,669
41,415
449,000
13,574
100,700
90,101
12,060
129,430
205,000
243,158
87,413
90,125
1,000
31,968
6,075
19,900
24,000
930,752
34,394
2,850
49,700
66,700
127,085
120,000
1,715
100,000
17,375
12,000
37,315
139,440
578,179
30,257
451,826
$11,172,247
7.9%
0.1%
0.8%
0.1%
2.5%
0.1%
0.7%
0.0%
0.2%
0.1%
0.0%
0.2%
0.3%
0.4%
0.1%
0.1%
0.0%
0.1%
0.0%
0.0%
0.0%
1.5%
0.1%
0.0%
0.1%
0.1%
0.2%
0.2%
0.0%
0.2%
0.0%
0.0%
0.1%
0.2%
1.0%
0.0%
0.7%
18.4%
8.1%
11.3%
19.4%
5168.5%
17.0%
13.7%
177.4%
19.8%
3.0%
(57.7%)
10.9%
25.8%
0.6%
20.5%
6.3%
(86.2%)
(19.6%)
14.6%
2.6%
11.2%
(4.9%)
7.8%
4.3%
(33.3%)
(5.4%)
(3.6%)
12.5%
14.1%
20.4%
8.3%
192
SCHEDULE OF EXPENDITURE DETAIL - GENERAL FUND
Object
Description
5611
Warehouse Purchases
5621
5631
5641
5642
5651
9101
Transfers Out
Total Transfers
6111
6121
6141
7101
Bond Principal
7102
Bond Interest
7103
Total General Fund Expenditures
3
2012-2013
Actual
4
2013-2014
Adopted
5
2014-2015
Adopted
% of
Total
% Change
fr Prior
$33,402
1,129,397
1,299,007
800,852
853,797
1,124,588
$5,241,044
$38,318
1,413,505
1,413,300
905,010
783,993
1,427,432
$5,981,558
$37,315
2,097,247
1,487,340
981,300
822,018
1,364,331
$6,789,551
0.1%
3.5%
2.5%
1.6%
1.4%
2.2%
11.2%
(2.6%)
48.4%
5.2%
8.4%
4.9%
(4.4%)
13.5%
$20,163
$20,163
$25,291
$25,291
$21,140
$21,140
0.0%
0.0%
(16.4%)
(16.4%)
$50,092,732
$54,827,227
$58,324,813
96.1%
6.4%
$8,531
102,426
48,024
$2,700,000
109,726
131,409
$3,100,116
$10,075
$149,285
1,250,000
$1,880,000
730,493
91,000
$4,110,853
$20,000
$12,500
985,988
1,030,000
245,904
82,000
$2,376,392
0.0%
0.0%
1.6%
1.7%
0.4%
0.1%
3.9%
98.5%
(91.6%)
(21.1%)
(45.2%)
(66.3%)
(9.9%)
(42.2%)
$53,192,848
$58,938,080
$60,701,205
100.0%
3.0%
193
194
SCHEDULE OF EXPENDITURE DETAIL BY DEPARTMENT
Management Services
Object
Description
4101
4103
4111
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
Medical Retirement Contribution
4211
4
2012-2013
Actual
$664,637
40,279
1,515
116,995
9,475
996
21,969
27,108
6,204
105,175
$994,353
5
2013-2014
Adopted
$828,956
37,850
1,632
134,161
12,774
1,020
28,069
105,180
7,500
87,060
$1,244,201
6
2014-2015
Adopted
$917,174
37,911
7,632
168,615
13,863
684
28,960
6,240
8,736
99,008
$1,288,823
% of
Total
31.1%
1.3%
0.3%
5.7%
0.5%
0.0%
1.0%
0.2%
0.3%
3.4%
43.7%
% Change
fr Prior
10.6%
0.2%
367.6%
25.7%
8.5%
(32.9%)
3.2%
(94.1%)
16.5%
13.7%
3.6%
5101
Contract Services
5102
Contract Personnel
5104
5105
Elections
5108
Legal Services
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5207
Advertising
5208
Postage
5210
5212
5217
Special Departmental Supplies
5225
Printing
5240
Assessments & Taxes
5260
5262
5501
Telephone
$192,936
23,585
3,006
77,705
360,024
5,587
45,467
13,576
23,307
16,271
4,248
785
27,373
39,912
979
23,975
4,231
$862,968
$148,700
3,126
1,650
280,000
5,000
53,337
13,975
44,260
26,180
7,200
780
250
13,550
950
150,000
17,375
4,065
$770,398
$154,888
25,592
86,930
354,000
5,000
53,337
1,600
44,235
25,680
6,148
835
250
23,550
950
1,715
100,000
17,375
4,110
$906,195
5.3%
0.9%
3.0%
12.0%
0.2%
1.8%
0.1%
1.5%
0.9%
0.2%
0.0%
0.0%
0.8%
0.0%
0.1%
3.4%
0.6%
0.1%
30.8%
4.2%
718.7%
5168.5%
26.4%
(88.6%)
(0.1%)
(1.9%)
(14.6%)
7.1%
73.8%
(33.3%)
1.1%
17.6%
5611
Warehouse Purchases
5621
5631
5651
$206
69,048
371,196
112,415
$552,865
$450
85,072
278,220
141,799
$505,541
$250
126,222
23,580
136,322
$286,374
0.0%
4.3%
0.8%
4.6%
9.7%
(44.4%)
48.4%
(91.5%)
(3.9%)
(43.4%)
$2,410,186
$2,520,140
$2,481,392
84.2%
(1.5%)
-
$225,000
$225,000
$200,000
265,000
$465,000
6.8%
9.0%
15.8%
(11.1%)
106.7%
$1,415,833
$1,500,939
$1,657,569
56.3%
10.4%
Total Expenditures
Source of Funds
General Fund
Total Source of Funds
$2,410,186
$2,745,140
$2,946,392
100.0%
7.3%
$2,410,186
$2,410,186
$2,745,140
$2,745,140
$2,681,392
265,000
$2,946,392
91.0%
(2.3%)
7.3%
6141
6212
195
100.0%
Finance
Object
Description
4101
4103
4111
4120
4121
4124
Fire Retiree's Health Insurance
4125
4126
Miscellaneous Retirees Health Plan
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
2012-2013
Actual
$1,653,102
161,030
20,160
19,646
48,729
19,200
81,398
35,365
248,327
24,226
1,020
29,364
15,612
19,320
282,563
$2,659,064
2013-2014
Adopted
$2,107,725
59,707
31,137
20,000
50,000
25,000
85,000
36,000
278,279
29,956
1,020
36,424
11,760
21,000
229,425
$3,022,433
2014-2015
Adopted
$2,146,394
113,895
34,016
20,519
50,701
23,000
93,000
46,000
325,737
31,965
684
35,591
37,800
24,444
253,494
$3,237,240
% of
Total
31.4%
1.7%
0.5%
0.3%
0.7%
0.3%
1.4%
0.7%
4.8%
0.5%
0.0%
0.5%
0.6%
0.4%
3.7%
47.4%
% Change
fr Prior
1.8%
90.8%
9.2%
2.6%
1.4%
(8.0%)
9.4%
27.8%
17.1%
6.7%
(32.9%)
(2.3%)
221.4%
16.4%
10.5%
7.1%
5101
Contract Services
5102
Contract Personnel
5103
Audit Services
5104
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5206
5207
Advertising
5208
Postage
5209
5210
5211
Automotive Parts
5212
5213
Computer Maintenance & Repair
5214
5217
5222
Warehouse Inventory Purchases
5225
Printing
5231
Bank Service Charge
5265
5267
UAD Loan Program
5501
Telephone
$282,132
1,262
45,128
329,167
2,898
2,240
961
11,450
1,216
491
930
40,589
273,182
29,757
399
3,181
134
4,367
86,149
11,372
118,558
62,464
4,830
14,343
$1,327,201
$333,391
53,907
478,004
3,000
3,010
1,520
33,650
3,620
1,090
850
38,470
250
319,055
25,000
2,625
12,440
400
7,750
82,345
11,150
115,000
37,315
4,820
14,250
$1,582,912
$285,431
60,000
506,370
4,000
3,630
2,020
32,044
18,300
1,090
850
41,480
390,432
25,000
2,500
16,300
400
3,775
82,345
11,557
120,000
37,315
4,792
13,850
$1,663,481
4.2%
0.9%
7.4%
0.1%
0.1%
0.0%
0.5%
0.3%
0.0%
0.0%
0.6%
5.7%
0.4%
0.0%
0.2%
0.0%
0.1%
1.2%
0.2%
1.8%
0.5%
0.1%
0.2%
24.4%
(14.4%)
11.3%
5.9%
33.3%
20.6%
32.9%
(4.8%)
405.5%
7.8%
22.4%
(4.8%)
31.0%
(51.3%)
3.7%
4.3%
(0.6%)
(2.8%)
5.1%
5611
Warehouse Purchases
5621
5631
5641
5642
5651
$10,465
98,640
20,076
3,564
1,690
187,357
$321,792
$9,340
130,880
15,660
3,560
1,429
236,332
$397,201
$8,840
194,188
18,780
3,990
2,725
227,203
$455,726
0.1%
2.8%
0.3%
0.1%
0.0%
3.3%
6.7%
(5.4%)
48.4%
19.9%
12.1%
90.7%
(3.9%)
14.7%
$4,308,057
$5,002,546
$5,356,447
78.4%
7.1%
196
Finance
2012-2013
Actual
2013-2014
Adopted
6111
6121
6141
$750
$56,012
$56,762
$7,500
$702,000
$709,500
$56,762
Object
Description
Total Expenditures
Source of Funds
General Fund
Pension Trust Fund
% of
Total
% Change
fr Prior
$15,000
1,460,068
$1,475,068
0.2%
21.4%
21.6%
108.0%
107.9%
$709,500
$1,475,068
21.6%
107.9%
$4,364,819
$5,712,046
$6,831,515
100.0%
19.6%
$2,674,596
4,830
1,263,769
217,285
204,339
$4,364,819
$3,419,448
4,820
1,831,303
240,475
216,000
$5,712,046
$3,684,973
4,792
2,685,985
222,545
233,220
$6,831,515
53.9%
0.1%
39.3%
3.3%
3.4%
100.0%
7.8%
(0.6%)
46.7%
(7.5%)
8.0%
19.6%
197
2014-2015
Adopted
198
Human Resources
Object
Description
4101
4103
4111
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
2012-2013
Actual
$379,719
53,932
5,661
62,258
5,541
1,020
11,971
17,076
6,192
62,219
$605,589
2013-2014
Adopted
$556,995
68,843
5,165
85,974
8,322
1,020
18,168
19,500
6,780
59,997
$830,764
2014-2015
Adopted
$584,193
82,132
5,165
94,613
9,780
684
22,080
120,120
7,896
65,063
$991,726
% of
Total
9.8%
1.4%
0.1%
1.6%
0.2%
0.0%
0.4%
2.0%
0.1%
1.1%
16.7%
% Change
fr Prior
4.9%
19.3%
10.0%
17.5%
(32.9%)
21.5%
516.0%
16.5%
8.4%
19.4%
5101
Contract Services
5102
Contract Personnel
5104
5107
5108
Legal Services
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5208
Postage
5214
5216
5217
5218
Recruitment Costs
5225
Printing
5250
Insurance Premiums
5251
Claims Paid
5252
Claims Administration
5253
Miscellaneous Bonds/Insurance
5254
Unemployment
5255
Property Insurance
5501
Telephone
$43,672
29,215
6,449
22,159
138,781
4,300
1,030
569
257
12,155
2,657
9,143
23,032
16
24,338
55
601,695
2,980,869
123,278
1,937
5,436
366,122
10,865
$4,408,030
$34,522
6,604
21,215
80,000
2,500
2,439
740
6,930
24,298
2,640
18,500
24,000
29,874
100
698,882
3,610,831
124,004
3,019
75,000
404,106
10,700
$5,180,904
$124,433
6,769
21,215
70,000
2,500
2,459
740
12,925
23,618
2,800
18,500
24,000
29,874
100
810,000
2,952,000
124,004
2,550
20,000
404,106
10,700
$4,663,293
2.1%
0.1%
0.4%
1.2%
0.0%
0.0%
0.0%
0.2%
0.4%
0.0%
0.3%
0.4%
0.5%
0.0%
13.6%
49.7%
2.1%
0.0%
0.3%
6.8%
0.2%
78.5%
260.4%
2.5%
(12.5%)
0.8%
86.5%
(2.8%)
6.1%
15.9%
(18.2%)
(15.5%)
(73.3%)
(10.0%)
5611
Warehouse Purchases
5621
5631
5651
$321
49,320
20,076
65,576
$135,293
$200
58,896
15,660
82,716
$157,472
$200
87,385
18,780
79,521
$185,886
0.0%
1.5%
0.3%
1.3%
3.1%
48.4%
19.9%
(3.9%)
18.0%
$5,148,912
$6,169,140
$5,840,905
98.3%
(5.3%)
6111
6141
$8,531
$8,531
-
$100,000
$100,000
1.7%
1.7%
-
$8,531
-
$100,000
1.7%
-
$5,157,443
$6,169,140
$5,940,905
100.0%
(3.7%)
$837,892
4,319,551
$5,157,443
$963,253
5,205,887
$6,169,140
$1,238,160
4,702,745
$5,940,905
20.8%
79.2%
100.0%
28.5%
(9.7%)
(3.7%)
Total Expenditures
Source of Funds
General Fund
Insurance Reserve
199
Object
Description
4101
4103
4111
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
2012-2013
Actual
$1,197,969
1,276,042
14,811
205,703
36,389
22,500
15,531
81,348
19,332
259,831
$3,129,457
2013-2014
Adopted
$1,482,021
1,351,736
20,630
228,814
41,723
24,240
21,325
28,740
18,840
224,872
$3,442,942
2014-2015
Adopted
$1,631,498
1,458,962
19,611
254,829
46,211
16,164
26,508
43,560
21,948
248,382
$3,767,673
% of
Total
19.1%
17.1%
0.2%
3.0%
0.5%
0.2%
0.3%
0.5%
0.3%
2.9%
44.2%
% Change
fr Prior
10.1%
7.9%
(4.9%)
11.4%
10.8%
(33.3%)
24.3%
51.6%
16.5%
10.5%
9.4%
5101
Contract Services
5102
Contract Personnel
5104
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5206
5207
Advertising
5208
Postage
5210
5214
5217
5218
Recruitment Costs
5223
Bus Pass Subsidies
5224
5225
Printing
5501
Telephone
5502
Electricity
5503
Natural Gas
$476,886
622,766
11,509
27,339
7,341
504
1,648
11,642
7,798
43,439
28,148
4,066
408
292,046
3,964
17,658
39,688
66,469
22,731
216,099
8,014
$1,910,162
$1,981,658
11,510
20,000
10,670
850
340
30,254
12,210
51,837
27,850
1,036
253,525
6,526
16,000
55,000
69,793
21,910
211,862
8,052
$2,790,883
$1,900,138
12,210
43,500
10,950
750
340
25,897
14,560
62,365
28,500
700
311,520
4,770
3,000
55,000
77,828
21,660
240,744
8,649
$2,823,081
22.3%
0.1%
0.5%
0.1%
0.0%
0.0%
0.3%
0.2%
0.7%
0.3%
0.0%
3.7%
0.1%
0.0%
0.6%
0.9%
0.3%
2.8%
0.1%
33.1%
(4.1%)
6.1%
117.5%
2.6%
(11.8%)
(14.4%)
19.2%
20.3%
2.3%
(32.4%)
22.9%
(26.9%)
(81.3%)
11.5%
(1.1%)
13.6%
7.4%
1.2%
$14,988
177,552
60,240
33,588
62,490
112,414
$461,272
$16,700
235,584
186,000
33,010
50,763
141,799
$663,856
$16,750
349,539
451,680
53,470
63,228
136,322
$1,070,989
0.2%
4.1%
5.3%
0.6%
0.7%
1.6%
12.6%
0.3%
48.4%
142.8%
62.0%
24.6%
(3.9%)
61.3%
$5,500,891
$6,897,681
$7,661,743
89.9%
11.1%
6111
6131
Vehicles
6141
6202
6212
6252
$5,111
38,199
589,447
418,753
$1,051,511
10,075
50,000
$60,075
$79,000
$57,623
135,000
$271,623
0.9%
0.7%
1.6%
3.2%
15.2%
352.1%
5611
Warehouse Purchases
5621
5631
5641
5642
5651
200
Description
2012-2013
Actual
2013-2014
Adopted
2014-2015
Adopted
% of
Total
% Change
fr Prior
7101
Bond Principal
7102
Bond Interest
7103
Total Debt Service
$245,000
13,899
121,717
$380,615
$255,000
255,546
82,000
$592,546
$265,000
245,904
82,000
$592,904
3.1%
2.9%
1.0%
7.0%
3.9%
(3.8%)
0.1%
9101
Transfers Out
Total Transfers
$140,931
$140,931
$0
$0
$0
$0
Total Capital Ex, Debt Service & Transfers
$1,573,057
$652,621
$864,527
10.1%
32.5%
Total Expenditures
Source of Funds
General Fund
Proposition A Fund
$7,073,949
$7,550,302
$8,526,270
100.0%
12.9%
$5,176,477
851,072
1,046,400
$7,073,949
$6,821,020
729,281
$7,550,302
$7,586,963
804,307
135,000
$8,526,270
89.0%
9.4%
1.6%
100.0%
11.2%
10.3%
12.9%
Object
201
-
-
Police
Object
Description
4101
4102
4103
4111
4112
4114
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
4212
2012-2013
Actual
$2,081,417
6,783,786
274,806
108,968
765,094
145,586
1,114,996
134,311
22,504
7,857
1,732,511
92,708
320,363
2,331,942
$15,916,849
2013-2014
Adopted
$2,379,666
7,441,398
234,908
103,167
922,885
162,912
1,186,767
147,981
26,940
9,121
2,469,480
92,040
259,866
1,905,772
$17,342,903
2014-2015
Adopted
$2,390,068
7,796,476
256,189
103,145
1,022,537
313,566
1,303,982
152,599
17,964
9,415
1,780,380
107,220
273,473
2,166,534
$17,693,548
% of
Total
10.0%
32.7%
1.1%
0.4%
4.3%
1.3%
5.5%
0.6%
0.1%
0.0%
7.5%
0.4%
1.1%
9.1%
74.1%
% Change
fr Prior
0.4%
4.8%
9.1%
(0.0%)
10.8%
92.5%
9.9%
3.1%
(33.3%)
3.2%
(27.9%)
16.5%
5.2%
13.7%
2.0%
5101
Contract Services
5102
Contract Personnel
5104
5106
5107
5108
Legal Services
5109
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5206
5207
Advertising
5208
Postage
5210
5212
5214
5217
5219
STC Training
5220
POST Training
5225
Printing
5240
Assessments & Taxes
5263
City Funds Match
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
$384,784
5,475
95,515
1,139,157
15,925
18,252
9,772
22,309
5,113
1,599
14,254
23,706
99,911
4,288
3,608
1,555
274,815
4,425
60,560
22,193
10,820
47,688
119,542
6,142
11,618
$2,403,025
$433,339
93,954
1,157,752
14,175
35,000
4,894
33,290
6,770
1,800
17,170
47,065
108,423
400
5,200
14,116
100
1,500
185,822
2,850
49,700
27,950
12,683
47,210
120,934
5,802
12,959
$2,440,858
$468,589
88,125
1,157,752
13,000
25,000
8,960
27,900
6,521
1,650
16,690
41,090
153,020
300
5,500
13,600
1,500
282,572
2,850
49,700
27,950
12,000
46,240
132,810
6,785
12,203
$2,602,307
2.0%
0.4%
4.9%
0.1%
0.1%
0.0%
0.1%
0.0%
0.0%
0.1%
0.2%
0.6%
0.0%
0.0%
0.1%
0.0%
1.2%
0.0%
0.2%
0.1%
0.1%
0.2%
0.6%
0.0%
0.1%
10.9%
8.1%
(6.2%)
(8.3%)
(28.6%)
83.1%
(16.2%)
(3.7%)
(8.3%)
(2.8%)
(12.7%)
41.1%
(25.0%)
5.8%
(3.7%)
52.1%
(5.4%)
(2.1%)
9.8%
16.9%
(5.8%)
6.6%
5611
Warehouse Purchases
5621
5631
5641
5642
5651
$2,008
414,257
528,307
331,568
632,627
327,345
$2,236,112
$2,270
497,345
678,240
415,490
578,635
419,373
$2,591,353
$2,070
737,926
459,540
406,170
619,692
397,381
$2,622,779
0.0%
3.1%
1.9%
1.7%
2.6%
1.7%
11.0%
(8.8%)
48.4%
(32.2%)
(2.2%)
7.1%
(5.2%)
1.2%
$20,555,986
$22,375,114
$22,918,634
96.0%
2.4%
202
Police
2012-2013
Actual
2013-2014
Adopted
2014-2015
Adopted
% of
Total
% Change
fr Prior
$55,166
10,515
$65,681
$50,000
$50,000
$20,000
24,000
$44,000
0.1%
0.1%
0.2%
(52.0%)
(12.0%)
7101
Bond Principal
7102
Bond Interest
7103
Bond Administraton
7106
Total Debt Service
$1,911,469
263,575
83,429
410,576
$2,669,050
$6,565,386
323,408
6,000
$6,894,794
$744,004
162,232
1,100
$907,336
3.1%
0.7%
0.0%
3.8%
(88.7%)
(49.8%)
(81.7%)
(86.8%)
$2,734,731
$6,944,794
$951,336
4.0%
(86.3%)
$23,290,717
$29,319,908
$23,869,970
100.0%
(18.6%)
$22,215,315
109,957
137,258
828,188
$23,290,717
$23,003,392
192,615
6,123,901
$29,319,908
$23,207,615
169,023
105,000
388,332
$23,869,970
97.2%
0.7%
0.4%
1.6%
100.0%
0.9%
(12.2%)
(93.7%)
(18.6%)
Object
Description
6111
6121
6141
Total Expenditures
Source of Funds
General Fund
Asset Forfeiture
203
Fire
2012-2013
Actual
$66,248
4,006,158
73,913
1,564,149
51,110
309
492,157
63,850
3,480
4,375
712,692
17,952
10,214
1,291,292
$8,357,901
2013-2014
Adopted
$67,109
4,226,369
139,915
2,154,473
11,616
12,772
14,000
481,217
53,690
2,700
5,117
527,460
17,880
7,389
922,824
$8,644,531
2014-2015
Adopted
$80,357
4,631,417
114,168
1,313,686
74,000
17,168
144,480
222,000
523,765
59,541
1,800
5,198
786,960
20,832
9,209
1,001,530
$9,006,111
% of
Total
0.7%
37.9%
0.9%
10.7%
0.6%
0.1%
1.2%
1.8%
4.3%
0.5%
0.0%
0.0%
6.4%
0.2%
0.1%
8.2%
73.7%
% Change
fr Prior
19.7%
9.6%
(18.4%)
(39.0%)
537.1%
34.4%
932.0%
8.8%
10.9%
(33.3%)
1.6%
49.2%
16.5%
24.6%
8.5%
4.2%
5101
Contract Services
5102
Contract Personnel
5104
5106
5107
5108
Legal Services
5109
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5206
5208
Postage
5209
5210
5214
5217
5221
5225
Printing
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
$62,417
25,305
32,160
379,723
2,099
5,896
3,019
843
11,140
36,505
72,069
221
823
6,598
3,176
118,429
73,143
495
27,607
62,833
5,672
5,999
$936,174
$151,521
32,742
385,917
3,800
3,885
2,500
8,955
45,550
121,503
560
3,000
8,700
4,000
121,560
66,700
2,150
29,350
63,425
5,448
6,784
$1,068,050
$239,965
38,510
385,917
7,200
4,614
3,800
4,164
2,500
10,780
91,150
73,203
600
1,000
4,500
190,250
66,700
2,950
27,300
70,432
5,910
6,776
$1,238,221
2.0%
0.3%
3.2%
0.1%
0.0%
0.0%
0.0%
0.0%
0.1%
0.7%
0.6%
0.0%
0.0%
0.0%
1.6%
0.5%
0.0%
0.2%
0.6%
0.0%
0.1%
10.1%
58.4%
17.6%
7.2%
20.4%
100.1%
(39.8%)
7.1%
(88.5%)
12.5%
56.5%
37.2%
(7.0%)
11.0%
8.5%
(0.1%)
15.9%
5611
Warehouse Purchases
5621
5631
5641
5642
5651
$5,168
73,980
64,440
269,520
43,702
122,754
$579,564
$4,700
104,704
76,860
272,880
44,970
157,265
$661,379
$4,700
155,351
79,920
282,990
38,598
149,018
$710,577
0.0%
1.3%
0.7%
2.3%
0.3%
1.2%
5.8%
48.4%
4.0%
3.7%
(14.2%)
(5.2%)
7.4%
$9,873,639
$10,373,960
$10,954,909
89.6%
5.6%
Object
Description
4101
4102
4103
4112
4113
Overtime Mutual Aid
4114
4115
4116
Overitme Training & Special Detail
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
4212
204
Fire
2012-2013
Actual
2013-2014
Adopted
2014-2015
Adopted
% of
Total
% Change
fr Prior
$31,416
28,081
$59,497
$130,785
$100,000
$230,785
$12,500
149,500
470,000
$632,000
0.1%
1.2%
3.8%
5.2%
(90.4%)
49.5%
173.8%
7101
Bond Principal
7102
Bond Interest
7103
Bond Administraton
7106
Total Debt Service
$828,531
229,000
79,738
410,576
$1,607,342
$6,174,614
309,728
6,000
$6,721,127
470,996
162,231
1,100
$1,266,327
3.9%
1.3%
0.0%
10.4%
(92.4%)
(47.6%)
(81.7%)
(81.2%)
$1,607,342
$6,721,127
$1,266,327
10.4%
(81.2%)
$11,480,980
$17,095,087
$12,221,236
100.0%
(28.5%)
$10,652,792
828,188
$11,480,980
$10,971,186
6,123,901
$17,095,087
$11,362,905
858,331
$12,221,236
93.0%
7.0%
100.0%
3.6%
(86.0%)
(28.5%)
Object
Description
6121
6141
6212
Total Expenditures
Source of Funds
General Fund
205
206
Object
Description
4101
4103
4111
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
2012-2013
Actual
$1,576,915
62,663
5,300
245,386
23,382
1,020
16,632
65,712
19,308
258,390
$2,274,709
2013-2014
Adopted
$1,818,660
56,720
3,724
259,612
28,289
1,020
19,120
11,700
18,960
201,952
$2,419,757
2014-2015
Adopted
$1,971,249
102,720
3,386
282,016
30,610
684
25,130
6,060
22,092
228,595
$2,672,542
% of
Total
48.0%
2.5%
0.1%
6.9%
0.7%
0.0%
0.6%
0.1%
0.5%
5.6%
65.1%
% Change
fr Prior
8.4%
81.1%
(9.1%)
8.6%
8.2%
(32.9%)
31.4%
(48.2%)
16.5%
13.2%
10.4%
5101
Contract Services
5102
Contract Personnel
5104
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5206
5207
Advertising
5208
Postage
5210
5212
5217
5225
Printing
5501
Telephone
$530,234
5,619
2,664
3,711
4,132
2,950
11,356
2,863
2,338
6,735
2,685
1,350
3,737
7,241
10,538
$598,153
$528,480
30,900
3,000
5,705
7,325
19,651
9,755
3,950
4,500
3,630
2,200
325
2,730
6,050
10,560
$638,761
$666,480
34,550
3,500
5,980
2,775
18,426
11,590
3,950
5,000
3,920
21,933
325
8,810
6,050
10,150
$803,439
16.2%
0.8%
0.1%
0.1%
0.1%
0.4%
0.3%
0.1%
0.1%
0.1%
0.5%
0.0%
0.2%
0.1%
0.2%
19.6%
26.1%
11.8%
16.7%
4.8%
(62.1%)
(6.2%)
18.8%
11.1%
8.0%
897.0%
222.7%
(3.9%)
25.8%
5611
Warehouse Purchases
5621
5631
5641
5642
5651
$493
138,096
20,076
24,936
17,572
187,358
$388,531
$1,000
176,688
15,660
19,740
13,434
236,332
$462,854
$1,000
262,156
103,680
21,210
12,805
227,203
$628,054
0.0%
6.4%
2.5%
0.5%
0.3%
5.5%
15.3%
48.4%
562.1%
7.4%
(4.7%)
(3.9%)
35.7%
$3,261,393
$3,521,372
$4,104,035
100.0%
16.5%
6111
6141
-
$400,000
$400,000
-
-
-
$400,000
-
- -
$3,261,393
$3,921,372
$4,104,035
100.0%
4.7%
$3,261,393
$3,261,393
$3,921,372
$3,921,372
$4,104,035
$4,104,035
100.0%
100.0%
4.7%
4.7%
Total Expenditures
Source of Funds
General Fund
207
-
Public Works
Object
Description
4101
4103
4111
4114
4123
Commuter Pay
4201
4202
Medicare
4203
Unemployment
4204
401A Plan City
4205
4206
4211
4220
Accrued Leave
2012-2013
Actual
$3,802,390
7,062
55,406
14,295
8,040
650,701
51,274
22,500
49,493
125,052
54,984
584,851
650
$5,426,699
2013-2014
Adopted
$4,168,642
12,240
68,367
23,661
7,000
685,977
58,215
17,160
60,670
71,700
53,100
450,144
$5,676,875
2014-2015
Adopted
$4,186,363
25,190
57,138
28,080
9,000
717,614
59,128
11,448
58,726
223,020
61,836
470,406
$5,907,949
% of
Total
9.0%
0.1%
0.1%
0.1%
0.0%
1.5%
0.1%
0.0%
0.1%
0.5%
0.1%
1.0%
12.7%
% Change
fr Prior
0.4%
105.8%
(16.4%)
18.7%
28.6%
4.6%
1.6%
(33.3%)
(3.2%)
211.0%
16.5%
4.5%
4.1%
5101
Contract Services
5102
Contract Personnel
5104
5108
Legal Services
5201
Office Supplies
5202
Memberships & Dues
5203
5204
5205
Training
5206
5207
Advertising
5208
Postage
5209
5210
5211
Automotive Parts
5212
5214
5217
5221
Automotive Repair Service
5225
Printing
5226
Automotive Fuel
5231
Banking Service Fees
5240
Assessments & Taxes
5266
DMBBPA Allocation
5501
Telephone
5502
Electricity
5503
Natural Gas
5504
Water
5601
5611
Warehouse Purchases
5612
Garage Purchases
5621
5631
5641
5642
5651
9101
Transfers Out
Total Transfers
$10,478,381
293,959
36,686
8,390
13,252
7,497
953
5,672
7,275
17,663
20,373
9,668
15,484
56
70,606
2,345
195
1,107,080
103,299
7,273
364,355
184,797
511,619
102,042
96,675
894,695
76,439
478,577
$14,915,305
$2,913,324
54,250
28,483
197,280
599,568
371,364
236,465
$187,146
$4,587,880
$306,162
$306,162
$11,699,910
24,678
13,460
24,015
1,050
6,685
45,610
23,037
15,750
7,280
15,016
14,730
65,000
2,000
1,151,046
80,000
32,743
351,525
173,900
557,976
102,000
93,500
900,825
74,275
449,773
$15,925,784
$2,913,338
60,241
25,000
242,128
566,520
398,440
236,401
$238,648
$4,680,716
$25,291
$25,291
$11,897,701
25,255
10,500
25,728
1,265
7,885
31,144
24,747
21,750
8,190
14,300
17,993
65,000
3,000
1,123,181
70,000
21,874
373,075
260,000
557,976
103,500
94,820
951,476
97,251
531,411
$16,339,022
$2,913,338
60,885
25,000
359,249
401,460
455,820
238,927
$227,114
$4,681,793
$21,140
$21,140
25.5%
0.1%
0.0%
0.1%
0.0%
0.0%
0.1%
0.1%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
2.4%
0.1%
0.0%
0.8%
0.6%
1.2%
0.2%
0.2%
2.0%
0.2%
1.1%
35.0%
6.2%
0.1%
0.1%
0.8%
0.9%
1.0%
0.5%
0.5%
10.0%
0.0%
0.0%
1.7%
2.3%
(22.0%)
7.1%
20.5%
18.0%
(31.7%)
7.4%
38.1%
12.5%
(4.8%)
22.2%
50.0%
(2.4%)
(12.5%)
(33.2%)
6.1%
49.5%
1.5%
1.4%
5.6%
30.9%
18.2%
2.6%
1.1%
48.4%
(29.1%)
14.4%
1.1%
(4.8%)
0.0%
(16.4%)
(16.4%)
$25,236,046
$26,308,666
$26,949,904
57.7%
2.4%
208
Public Works
Object
Description
6121
6131
Vehicles
6141
6202
6212
CIP Bldg. & Facility - CYr
6222
CIP Street Improvements - CYr
6232
6242
6252
6263
7101
Bond Principal
7102
Bond Interest
7103
Bond Administration
7104
Bond Delivery Cost
Total Debt Service
7301
Land Leases
7302
Property & Equipment Principal
7303
7305
Lease Admin Fees
7401
7402
7403
Total Property & Equipment Leases
2012-2013
Actual
171,107
$2,811,478
24,043
263,954
350,173
1,563,653
88,159
4,765,001
27,973
$10,065,540
$15,390,000
1,165,665
10,920
160,649
$16,727,234
$369,531
230,171
3,586
750
$604,038
2013-2014
Adopted
$136,018
2,435,295
150,000
4,482,500
14,000,472
2,200,000
1,900,000
$25,304,285
$1,055,000
859,489
14,000
$1,928,489
$354,200
190,358
17,835
530,000
436,613
5,000
$1,534,006
2014-2015
Adopted
$78,500
762,452
150,000
4,487,000
8,293,200
705,125
1,775,900
925,600
$17,177,777
$1,085,000
820,902
9,725
$1,915,627
$436,000
187,522
10,338
$633,860
% of
Total
0.2%
1.6%
0.3%
9.6%
17.8%
1.5%
3.8%
2.0%
36.8%
2.3%
1.8%
0.0%
4.1%
0.9%
0.4%
0.0%
1.4%
% Change
fr Prior
(42.3%)
(68.7%)
0.1%
(40.8%)
(19.3%)
(51.3%)
(32.1%)
2.8%
(4.5%)
(30.5%)
(0.7%)
23.1%
(1.5%)
(42.0%)
(58.7%)
$27,396,812
$28,766,780
$19,727,264
42.3%
(31.4%)
Total Expenditures
$52,632,858
$55,075,446
$46,677,168
100.0%
(15.2%)
Source of Funds
General Fund
Gas Tax
Proposition C Fund
AB 2766 Fund
Measure R
Underground Assessment Districts
Water Fund
Stormwater Fund
Wastewater Fund
Refuse Fund
Parking Fund
State Pier and Parking Lot Fund
$5,964,197
638,567
1,127,643
400,883
295,107
34,243
13,864,073
917,806
4,230,974
4,161,566
13,675,020
471,293
589,704
4,054,810
1,244,940
962,033
$52,632,858
$7,093,269
629,938
1,115,000
12,785,472
97,068
2,000,000
13,384,353
832,914
4,053,176
4,052,380
1,987,820
568,498
474,287
3,510,766
1,533,630
956,876
$55,075,446
$6,835,162
651,159
1,715,000
5,895,200
155,068
335,000
1,273,600
13,541,621
1,215,651
1,919,373
4,184,371
2,538,942
644,806
1,517,752
1,834,270
1,466,804
953,389
$46,677,168
14.6%
1.4%
3.7%
12.6%
0.3%
0.7%
2.7%
29.0%
2.6%
4.1%
9.0%
5.4%
1.4%
3.3%
3.9%
3.1%
2.0%
100.0%
(3.6%)
3.4%
53.8%
(53.9%)
59.8%
(36.3%)
1.2%
46.0%
(52.6%)
3.3%
27.7%
13.4%
220.0%
(47.8%)
(4.4%)
(0.4%)
(15.2%)
209
2014-2015 SCHEDULE OF EXPENDITURE BY MINOR PROGRAM
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
Amount
Change
Percent
Change
$419,973
1,085,818
39,047
809,400
592,154
$2,946,392
($296,997)
305,689
428
122,707
69,425
$201,252
(41.42%)
39.18%
1.11%
17.87%
13.28%
7.33%
$1,099,640
618,681
434,457
115,060
232,249
230,496
377,655
237,947
1,467,542
282,469
$5,096,196
$1,452,474
622,756
564,995
114,747
240,087
188,901
396,802
222,545
2,685,985
342,223
$6,831,515
$152,982
38,547
62,169
(677)
3,926
11,227
23,194
(17,930)
854,682
(8,650)
$1,119,469
11.77%
6.60%
12.36%
(0.59%)
1.66%
6.32%
6.21%
(7.46%)
46.67%
(2.47%)
19.60%
$963,253
276,957
1,802,624
3,126,306
$6,169,140
$772,342
268,319
1,481,470
3,049,074
$5,571,205
$1,238,160
370,666
1,443,486
2,888,593
$5,940,905
$274,907
93,709
(359,138)
(237,713)
($228,235)
28.54%
33.84%
(19.92%)
(7.60%)
(3.70%)
$2,290,003
137,028
976,949
590
89,302
235,214
191,500
127,356
196,342
173,216
188,119
38,123
227,626
416,217
444,824
118,442
120,134
63,589
188,302
851,072
$7,073,949
$2,182,255
146,369
1,045,174
5,459
100,258
301,790
162,188
128,535
183,619
315,802
234,635
53,607
382,668
437,212
590,378
144,177
128,608
71,839
206,448
729,281
$7,550,302
$2,823,720
134,474
1,077,820
87,901
274,796
180,172
123,851
333,842
192,332
226,847
35,849
289,710
398,214
422,986
94,515
135,774
73,161
212,898
696,800
$7,815,663
$2,881,816
10,000
1,116,649
5,320
102,220
353,482
161,920
161,620
333,438
364,123
216,310
40,465
324,442
494,814
508,498
166,507
146,998
105,710
227,631
804,307
$8,526,270
$699,561
(136,369)
71,475
(139)
1,962
51,692
(268)
33,085
149,819
48,321
(18,325)
(13,142)
(58,226)
57,602
(81,880)
22,330
18,390
33,871
21,183
75,026
$975,968
32.06%
(93.17%)
6.84%
(2.54%)
1.96%
17.13%
(0.17%)
25.74%
81.59%
15.30%
(7.81%)
(24.52%)
(15.22%)
13.17%
(13.87%)
15.49%
14.30%
47.15%
10.26%
10.29%
12.93%
$5,595,094
8,019,788
2,092,082
22,703
1,144,609
2,230,937
241,989
1,446,600
549,399
1,355,411
344,891
79,835
30,121
137,258
$23,290,717
$11,810,549
8,125,516
2,311,784
24,281
1,280,092
1,158,252
280,885
1,533,754
580,332
1,698,303
323,545
180,099
12,516
$29,319,908
$5,949,408
8,574,471
2,387,994
26,661
1,223,038
1,158,279
283,420
1,389,091
550,419
1,648,438
332,882
175,163
37,382
129,711
$23,866,357
$5,387,664
8,577,940
2,615,882
24,436
1,295,997
1,158,282
306,155
1,606,424
629,791
1,669,940
323,436
142,023
27,000
105,000
$23,869,970
($6,422,885)
452,424
304,098
155
15,905
30
25,270
72,670
49,459
(28,363)
(109)
(38,076)
14,484
105,000
($5,449,938)
(54.38%)
5.57%
13.15%
0.64%
1.24%
0.00%
9.00%
4.74%
8.52%
(1.67%)
(0.03%)
(21.14%)
115.72%
(18.59%)
Program
Management Services
City Council
City Manager
City Treasurer
City Clerk
City Attorney
Total Management Services
$657,447
663,334
31,532
471,568
586,305
$2,410,186
$716,970
780,129
38,619
686,693
522,729
$2,745,140
$664,017
755,823
33,407
477,092
570,794
$2,501,133
Finance
Administration
Accounting
Revenue Services
Business Licensing
Parking Citations
Utility Billing
Purchasing
General Services
Information Systems
Geographic Information Services*
Total Finance
$1,063,364
558,221
387,817
101,729
220,202
204,946
347,487
217,285
1,263,769
$4,364,819
$1,299,492
584,209
502,826
115,424
236,161
177,674
373,608
240,475
1,831,303
350,873
$5,712,046
Human Resources
Administration
Risk Management
Liability
Total Human Resources
$837,892
230,350
811,229
3,277,972
$5,157,443
Parks & Recreation
Administration
Registration Services
Recreation Services
Playground
Teen Drop In Center
Special Activity Classes
Special Events
Tennis Operations
Facility & Parks Reservations
Cultural Arts
Art Classes
Concerts In The Park
Sports Leagues & Tournaments
Sports Classes
Swimming Activities
Sports & Aquatics Administration
Volunteers
Older Adults Activities
Senior Services
Transportation
Total Parks & Recreation
Police Department
Administration
Patrol
Investigations
School Resource Officer
Technical Support Services
Communications
Crime Prevention
Traffic Safety
Jail Operations
Parking Enforcement
Animal Control
Treasury Regional
DOJ Regional
State SLES Grant
Total Police Department
7
2014-2015
Adopted
210
2014-2015 SCHEDULE OF EXPENDITURE BY MINOR PROGRAM
Program
Fire Department
Administration
Prevention
Hazardous Materials
Fire Investigation
Fire Operations
Support Services
Emergency Preparedness
Fire Reserves
CERT
Communications
Public Education
Total Fire Department
3
2012-2013
Actual
4
2013-2014
Adopted
6
2013-2014
Estimate
7
2014-2015
Adopted
Amount
Change
Percent
Change
$3,051,748
773,820
3,972
6,474
4,670,781
2,876,173
88
27,054
60,577
10,294
$11,480,980
$7,983,638
576,577
10,706
5,832,157
2,240,197
254,886
40,388
100,280
22,682
18,510
15,066
$17,095,087
$2,245,629
633,248
10,848
5,930,253
1,993,237
283,723
42,631
122,383
15,110
18,100
15,096
$11,310,259
$3,110,516
733,431
36,800
6,013,123
1,705,259
272,491
115,650
128,026
21,350
54,390
30,200
$12,221,236
($4,873,122)
156,854
26,094
180,966
(534,938)
17,605
75,262
27,746
(1,332)
35,880
15,134
($4,873,851)
(61.04%)
27.20%
243.73%
3.10%
(23.88%)
6.91%
186.35%
27.67%
(5.87%)
193.84%
100.45%
(28.51%)
$594,839
390,883
501,824
681,928
761,711
124,048
206,160
$3,261,393
$1,016,580
468,789
468,365
722,472
826,591
197,316
221,258
$3,921,372
$940,376
484,037
560,815
833,498
744,258
230,804
236,891
$4,030,679
$776,447
484,877
539,923
834,283
886,757
231,737
350,011
$4,104,035
($240,133)
16,088
71,558
111,811
60,166
34,421
128,753
$182,663
(23.62%)
3.43%
15.28%
15.48%
7.28%
17.44%
58.19%
4.66%
$1,553,127
2,707,685
2,147,337
684,878
263,087
1,244,972
891,610
299,533
295,107
411,442
2,234
224,891
6,857,872
4,213,940
1,473,143
80,540
1,238,578
917,806
4,230,974
4,161,566
13,616,730
589,704
135,645
335,647
1,008,826
3,045,984
$52,632,858
$2,395,143
16,838,881
2,655,739
365,000
410,638
1,533,630
1,040,930
244,286
97,068
416,175
4,774
208,989
3,769,242
6,967,142
1,410,436
71,664
1,165,869
832,914
4,053,176
4,052,380
1,987,820
474,287
161,208
407,289
956,278
2,554,488
$55,075,446
$1,287,415
19,685,268
6,865,376
1,070,243
832,214
1,533,357
1,083,412
252,868
97,898
432,865
5,047
209,134
4,864,012
5,467,247
1,901,330
77,000
1,122,653
1,047,504
4,861,709
4,112,024
2,661,728
1,627,305
151,134
388,163
980,800
3,561,902
$66,179,608
$1,531,284
9,058,916
3,360
4,548,685
392,003
1,466,804
1,073,367
399,736
155,068
434,701
5,059
211,399
6,053,746
4,796,571
1,355,885
87,199
1,248,220
1,215,651
1,919,373
4,184,371
2,538,942
1,517,752
174,529
470,277
1,018,958
815,312
$46,677,168
($863,859)
(7,779,965)
3,360
1,892,946
(365,000)
(18,635)
(66,826)
32,437
155,450
58,000
18,526
285
2,410
2,284,504
(2,170,571)
(54,551)
15,535
82,351
382,737
(2,133,803)
131,991
551,122
1,043,465
13,321
62,988
62,680
(1,739,176)
($8,398,278)
(36.07%)
(46.20%)
71.28%
(100.00%)
(4.54%)
(4.36%)
3.12%
63.63%
59.75%
4.45%
5.97%
1.15%
60.61%
(31.15%)
(3.87%)
21.68%
7.06%
45.95%
(52.65%)
3.26%
27.72%
220.01%
8.26%
15.47%
6.55%
(68.08%)
(15.25%)
Total
$109,672,343
$127,588,440
$126,371,100
$111,117,491
*Beginning Fiscal Year 2013-2014, Geographic Information Systems was transferred from Public Works to Finance.
($16,470,949)
(12.91%)
Administration
Current Planning
Advance Planning
Plan Check
Inspection
Code Enforcement
Traffic Engineering
Total Community Development
Public Works
Administration
Civil Engineering
Street Maintenance
Street Repair
Sidewalk Repair
Traffic Control
Bldg & Grounds Maintenance
Parks Maintenance
School District Maintenance
Transportation
Street Lighting
Arbolado Tract Lighting
Water Source Of Supply
Water Pumping
Water Treatment
Water Maintenance
Sewer Maintenance
Refuse Management
Street Meters & City Lots
State Lot A Pier
County Lot B - 26th St
County Lot C - El Porto
Fleet Maintenance
Fleet Replacement
Total Public Works
211
MAJOR REVENUE SOURCES & BASIS FOR ESTIMATES
The following are the major revenue sources and basis for estimates for the General Fund. These
revenue sources comprise over 77% percent of the City’s General Fund revenues. Other revenues not
detailed here are estimated based on local economic trends and historical data.
Property Tax
Property Tax remains the largest component of
General Fund revenues (40% of total), and is
expected to increase by 5.3% in FY 2013-2014.
Steady growth is expected in FY 2014-2015 and
beyond due to an improving housing market.
Property tax is estimated based on historical
data, local economic trends, and independent
third party analysis.
Sales & Use Tax
After a few years of steady increases after the
economic downturn, Sales & Use Tax is
expected to level as it finds its equilibrium state.
For FY 2014-2015, this tax is forecasted to
perform slightly below the prior year estimate.
This conservative forecast includes provisions
for the potential impact of state legislature on
particular retailers. Sales & Use tax is estimated
based on historical data, local economic trends,
independent third party analysis, and research
with individual retailers.
Transient Occupancy Tax
The City levies a 10% Transient Occupancy Tax
on hotel/motel rooms. Overall growth in the
sector has been strong over the past few years,
and is expected to continue with FY 2014-2015
forecasted at 6% above the prior year estimate.
Fifteen percent of this revenue source is
dedicated to the Capital Improvement Fund (not
included in the figures here). This tax is
estimated based on local economic trends,
research with individual properties, and historical
data.
Parking Citations
Parking Citation revenues in FY 2012-2013 were
impacted by two vacancies in the division. Since
then, the filling of those vacancies coupled with
an additional Community Services Officer is
expected to see an increasing trend in this
revenue. A portion of parking citation revenues
($4 of all citations except expired meter cites) is
dedicated to the Capital Improvement Fund (not
included in the figures here).
212
MAJOR REVENUE SOURCES & BASIS FOR ESTIMATES
Interest Earnings
The City invests a portion of its reserved funds
as authorized by the Investment Policy. These
high-grade investments include Federal agency
securities, medium-term notes, and certificates
of deposit. Interest rates continue to remain at
low levels, and consequently, interest earnings
are projected to be level with the prior year
estimate.
Business License Tax
The City issues over 5,000 business licenses
annually, and revenue from this tax is based
primarily on the type of business and gross
receipts reported. This tax has been resilient in
economic downturns and has remained
consistent over the past few years. FY 20142015 is expected to come in slightly higher than
the prior year estimate.
Building Permits & Plan Check Fees
Increased building activity and new permit
valuations have raised both building permit
revenues and plan check fees. FY 2014-2015 in
both these areas is expected to show continued
growth with a combined 15% over the prior year
estimate. Note that one component of Building
Permits, Police Alarm Permits, has been
segregated into a separate revenue line and is
therefore removed in FY 2011-2012 and
beyond.
Ambulance and Police False Alarm Fees
Beginning in FY 2010-2011, ambulance service
fees are matched to those of the County, and
the number of free police false alarms per 12month period was reduced from two to one
resulting in a jump in those fees that year. Since
then, these fees have leveled off and are
expected to remain steady in FY 2014-2015
from the prior year estimate.
*2014E = FY2014 Estimate; 2015B = FY2015 Budget
213
214
APPROPRIATIONS LIMIT CALCULATION
Article XIIIB of the California State Constitution, commonly referred to as the Gann Initiative or Gann
Appropriations Limit, was adopted by 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 every 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 Manhattan Beach’s population or County population.
For fiscal year 2014-2015, the estimated tax proceeds appropriated by the Manhattan Beach City
Council are under the Limit. The adjusted Appropriation Limit for fiscal year 2014-2015 is $65,706,566.
This amount is the maximum amount of tax proceeds the City is able to appropriate and spend in fiscal
year 2014-2015. The appropriations subject to the Limit are $40,117,351, leaving the City with an
appropriations capacity under the Limit of $25,589,215.
Section 7910 of the State Government Code requires a governing body to annually adopt, by
resolution, an Appropriations Limit for the upcoming fiscal year.
SPENDING LIMIT CALCULATION - FISCAL YEAR 2014-2015
Appropriations subject to limit
Fiscal year 2014-2015 Revenues (all funds)
Less: Nonproceeds of tax
Plus: User fees in excess of costs
Total appropriations subject to limit
$110,051,419
69,934,068
$40,117,351
Appropriation limit
Fiscal year 2013-2014 adjusted appropriation limit
A. Population adjustment (Based on change in City/County population)
B. New non-residential construction as a % of total taxable value increase
Total Annual Adjustment = (A multiplied by B)
Increase in appropriation limit
Fiscal year 2014-2015 appropriation limit
$64,879,496
1.0078
1.0049
1.0127478
$827,070
$65,706,566
Appropriations subject to limit
Remaining appropriation capacity
$40,117,351
$25,589,215
Available capacity as a percent of appropriation limit
SEE “APPROPRIATIONS LIMIT CALCULATION.XLS” FOR PICTURE
215
38.94%
216
217
($898,284)
$54,437
($781,553)
-
$25,000
$25,000
($756,553)
Gas Tax
($153,335)
-
$9,689
$2,432
$7,257
($143,646)
Prop A
$3,005,270
-
($584,426)
28,897
($557,109)
(56,214)
$2,420,844
Water
Impacted Funds
($862,618)
-
$5,076
$5,076
($857,542)
Stormwater
$1,823,674
-
$7,893
$7,893
$1,831,567
Wastewater
6/10/201411:13 AM
and intern = $14,600 net cost. Additional cost for full-time Traffic Engineer: $162,873 (salary & benefits) less offset of $137,500 in current contracted amount = $25,372 net cost.
* Removed from Proposed Budget pending further review by the incoming City Manager. Additional cost for a full-time Graphic Artist: $64,622 (salary and benefits) less offset of $50,022 for current part-time Graphic Artist
Surplus/(Deficit) After Changes - Operating & Capital
Subtotal Estimated Revenues
$47,430
7,007
General Fund
General Fund
Estimated Revenues
Interest on the New City Manager housing loan
Increase Senior lunches to two times per week
26,279
$27,260
13,242
3,800
(200,000)
28,582
24,267
21,707
(14,600)
150,000
12,480
13,880
5,500
(25,372)
20,000
21,265
$128,290
Management Srvs
Management Srvs
Management Srvs
Management Srvs
Finance
Parks & Rec
Parks & Rec
Parks & Rec
Police
Police
Fire
Comm Dev
Comm Dev
Public Works
Public Works
Public Works
Public Works
Public Works
Multiple
($824,431)
General Fund
Subtotal Increase/(Decrease) in Expenditures
Increase/(Decrease) in Expenditures
New City Manager relocation/temp housing costs
Former City Manager severance (July - November)
New City Manager adjusted benefits
Reduce Council Contingency to prior year level
Increase in salary & benefits for Revenue Services Manager
Adjustment for minimum wage requirements
Increase Senior lunches to two times per week
Remove Graphic Artist*
Funding for Police overtime for special assignments
Jail Door funds - Capital only
Fire Supplemental - Water Rescue supplies
Funding of MB Cultural Heritage Conservancy
Remove full-time Traffic Engineer*
Outreach for Smoke-Free City Campaign
Additional day of power-washing on the Strand
Reduction in Water Source of Supply estimates
Reduction in Water Pumping assessment estimates
Adjustment to FY 14/15 CIP Projects
Standby pay
Proposed Surplus/(Deficit) - Operating & Capital
Adjustments
Dept/Fund
Changes from the FY 2014-2015 Proposed Budget - FINAL
June 10, 2014
Page 1
($1,096,827)
$54,437
$47,430
7,007
($408,478)
$27,260
13,242
3,800
(200,000)
28,582
24,267
28,964
(14,600)
150,000
12,480
13,880
5,500
(25,372)
20,000
21,265
(557,109)
(56,214)
25,000
70,577
($1,559,742)
City-Wide
(All Funds)
City of Manhattan Beach
Financial Policies
Revised/Adopted by City Council June 21, 2011
218
Statement of Purpose
The financial integrity of our City government is of utmost importance. To discuss, write, and adopt
a set of financial policies is a key element to maintaining this integrity. Our City has evolved with a
variety of financial policies that can be found in many different sources, including: City Council
Resolutions; Budget documents; and Capital Improvement Programs. The set of policies within this
document, adopted contemporaneously each year with our budget, serves as a central reference
point of the most important of our policies, which are critical to the continued financial health of our
local government. .
Written, adopted financial policies have many benefits, such as assisting the elected officials and
staff in the financial management of the City, saving time and energy when discussing financial
matters, engendering public confidence, and providing continuity over time as elected officials and
staff members change. While these policies will be amended periodically, they will provide the
basic foundation and framework for many of the issues and decisions facing the City. They will
promote sound financial management and assist in the City's stability, efficiency and effectiveness.
The following policies are divided into eight (8) general categories for ease of reference. These
categories include: 1) General Policies; 2) Accounting, Auditing, and Financial Reporting Policies;
3) General Fund Balance Policies; 4) Debt Policies; 5) Revenue Policies; 6) Capital Improvement
Policies; 7) Capitalization & Depreciation Policies; 8) Cash Management Investment Policies; and
9) Operating Budget Policies. Except as otherwise noted, all policies included in this document are
currently adhered to.
219
GENERAL POLICIES
The City will:
manage its financial assets in a sound and prudent manner;
maintain and further develop programs to ensure its long term ability to pay all costs
necessary to provide the level and quality of service required by its citizens;
establish and maintain investment policies that are in accordance with State laws;
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
FINANCIAL INFORMATION
It is the policy of the City of Manhattan Beach to provide all financial information in a thorough,
timely fashion, and in a format that is easy for Council, citizens, and City employees to understand
and utilize.
ACCOUNTING STANDARDS
The City's accounting of financial systems shall be maintained in accordance with Generally
Accepted Accounting Principles (GAAP), standards of the Governmental Accounting Standards
Board (GASB), and the Government Finance Officers Association (GFOA).
ANNUAL AUDIT
An independent public accounting firm will perform an annual audit and its opinions will be included
in the comprehensive annual financial report.
The independent audit firm will be selected through a competitive process at least once every five
years. The contract will be for an initial period of three years with two additional one-year options at
the City Council’s discretion. The Finance Subcommittee, City Manager and Finance Director will
review the qualifications of prospective firms and make a recommendation to the City Council. The
audit contract, and any extensions, will be awarded by the City Council.
An Annual Financial Report shall be prepared within six months of the close of the previous fiscal
year. It will be reviewed with the Finance Subcommittee, and presented to the City Council and
community at a public meeting no later than February 1st of the following year.
It is the City’s goal to maintain accounting records, processes and procedures in such a manner as
to receive an unqualified audit opinion and to maintain a Certificate of Achievement for Excellence
in Financial Reporting from the GFOA.
220
FUND BALANCE POLICIES
The City utilizes a variety of accounting funds for recording revenues and expenditures. At each
fiscal year-end, budgeted/appropriated expenditure authority lapses with the exception of capital
project spending, and operating expenses that have been incurred but not paid (encumbered). The
remaining dollars left in each fund that are Unassigned constitute available funds of the City. The
Unassigned fund balance shall include the City’s Financial Policy components. The Council
authorizes the City Manager or Director of Finance to make assignment of funds. Where Council
has not established a formal policy the Governmental Accounting Standards Board Statement 54
will be operative.
GENERAL FUND
The General Fund Unassigned Fund Balance will be maintained in an amount equal to at least 20
percent of the annual General Fund expenditure budget. These funds are designed to be used in
the event of significant financial emergency. Council may, at its discretion, set aside additional
funds above the 20% minimum. Such additional amounts may be allocated for specific purposes,
such as capital projects or for known significant future cost items. Any residual balance shall be
available for general operational working capital uses.
CITY COUNCIL CONTINGENCY ACCOUNT
A contingency account in an amount not to exceed one-half of one percent (0.5 percent) of the
City’s General Fund expenditure budget will be maintained annually in the City Council’s budget.
This account will be available for unanticipated, unbudgeted expenditures and will require City
Council approval to spend. The purpose of this account is to provide some flexibility for unforeseen
events without the necessity to appropriate additional funds from the City's Unassigned Fund
Balance.
ENTERPRISE FUNDS
The City's Enterprise Funds will maintain reserves equal to four months of operating expenses.
FLEET MANAGEMENT FUND
Through the use of the Fleet Management Fund, the City will annually budget sufficient funds to
provide for the orderly maintenance, repair and replacement of the City's vehicles. This fund is
supported by charges to user departments which are adjusted annually based on the department’s
proportionate share of estimated fleet management expenses. Sufficient working capital will be
maintained in the fund to provide for the scheduled replacement of fleet vehicles at the end of their
useful lives.
INFORMATION SYSTEMS FUND
Through the use of the Information Systems Fund, the City will annually budget sufficient funds to
provide for the orderly maintenance, repair and replacement of the City's technology infrastructure.
This fund is supported by charges to user departments which are adjusted annually based on
departments’ proportionate share of estimated expenses. Such share may be determined based
upon the departments’ number of devices supported by the IS Division. Sufficient reserves will be
maintained in the fund to provide for the scheduled replacement of equipment at the end of their
useful lives.
221
RISK MANAGEMENT FUND
The City maintains a self-insurance fund for the purpose of property, liability, and workers'
compensation expenses. This fund pays insurance premiums, benefit and settlement payments,
and administrative and operating expenses. The Risk Management Fund is supported by charges
to other City funds for the services it provides. These annual charges for service shall reflect
historical experience and shall be established to approximately equal the annual expenses of the
fund. Separate reserves shall be maintained for current and long term general liability and workers’
compensation liability at a level which will adequately fund the City’s potential loss exposure in each
area as determined by historical loss data. The Risk Management Fund shall maintain an annual
working capital balance of $2 million.
TRUST AND AGENCY FUNDS
The City maintains funds on a trustee basis for a number of purposes, including
Citysponsored post employment benefits programs and trust accounts for such purposes as utility
underground projects. These funds shall be segregated from the City’s general funds.
The estimated cost of City-sponsored retirement programs will be actuarially valued biennially. Ongoing annual normal costs for such programs will be budgeted in the department receiving the
benefit. Unfunded liabilities will be disclosed and accounted for in accordance with Generally
Accepted Accounting Principles (GAAP).
DEBT POLICIES
ISSUANCE OF DEBT
The City will not use long-term debt to pay for current operations.
The use of bonds or certificates of participation will only be considered for significant capital and
infrastructure improvements.
The term of the debt shall never extend beyond the useful life of the improvements to be financed.
CREDIT RATING
It is the City’s goal to maintain our AAA/Aaa credit rating from all three major rating agencies. The
factors that contribute to our high rating include the City’s strong financial management, low debt
levels, budgetary and fiscal controls, and accountability. To support this policy, the City will
continue to maintain its position of full financial disclosure and proactive fiscal planning.
LEASE-PURCHASE
The City will lease-purchase equipment if necessary because of funding availability, or if lease rates
are more favorable than the rate attained from investment return. Equipment may also be leased if
the lease terms compare favorably when reviewing the total life cycle cost of the equipment. In no
case shall the City lease-purchase equipment whose useful life is not greater than the term of the
lease.
222
REVENUE POLICIES
GENERAL FUND REVENUE
The City will strive to develop and maintain a diversified and reliable revenue stream so as to avoid
becoming overly dependent on any single type of revenue. Efforts will be directed to optimize
existing revenue sources while periodically reviewing potential new revenue sources.
Budgeted revenues will be estimated conservatively using accepted standards and estimates
provided by the state, other governmental agencies or reliable economic forecasters when
available.
If revenues from “one-time” or limited duration sources are used to balance the City’s annual
operating budget, it is to be fully disclosed and explained at the time the budget is presented. It is
the City’s goal to not rely on these types of revenues to balance the operating budget.
The City will pursue revenue collection and auditing to assure that moneys due the City are
accurately received in a timely manner.
The City will seek reimbursement for State and Federal mandated costs whenever possible.
GRANTS AND GIFTS
The City shall actively pursue federal, state and other grant opportunities when deemed
appropriate. Before accepting any grant the City shall thoroughly consider the implications in terms
of ongoing obligations that will be required in connection with acceptance of said grant.
ENTERPRISE FUND CHARGES
The City will set user fees for each enterprise fund at a rate that fully covers direct and indirect
costs of providing the service, as well as planned capital improvements that may be necessary from
time to time.
PARKS AND RECREATION FEES
All Parks and Recreation department expenses and revenues will flow through the General Fund
(except those transactions related to Proposition A). The goal of the Parks and Recreation
Department shall be to generate General Fund revenue equal to at least 35 percent of the total
General Fund expenditures of the department.
Recreation fees for such activities as classes and room rentals shall be established and reviewed
periodically. The purpose of these fees is to recover the direct cost of the program, and to generate
additional revenues to support the overall operation of the Parks and Recreation department and
programs. As appropriate within the marketing of the recreation programs, higher non-resident fees
are charged, as well as priority registration procedures for Manhattan Beach residents.
223
USER SERVICE FEES
The City may impose user fees wherever appropriate. Such fees will recover the cost of providing
the service, including all direct and indirect costs, administrative overhead, depreciation, etc. By
policy, Council may direct certain fees to be lowered for particular purposes. Waivers of user fees
will be presented for Council approval as appropriate. Fees will be reviewed periodically, but not
less than every five years, to ensure that full cost recovery levels are identified.
Fees such as space rental, parking meter rates, etc. are based upon market conditions and are not
subject to the limitations of cost recovery. These fees may be adjusted periodically by the City
Council.
CAPITAL IMPROVEMENT POLICIES
DEDICATED CIP FUNDING SOURCES
Most of the City's infrastructure has a designated revenue source to pay for its upgrade or
replacement as appropriate. For example, water/wastewater rates fund utility infrastructure needs;
gas tax revenues fund street needs; and storm drainage needs are paid for with related fees and
assessments. However, our public buildings and our park system are the primary beneficiaries of
the City's Capital Improvement Fund (CIP). Specific revenue sources have been designated to
provide permanent funding in support of general operational infrastructure. In particular, the City
has dedicated:
15% of annual hotel transient occupancy tax (1.5% of the 10% tax);
Fifty cents of the per hour charge for all on-street city parking meter collections;
$4 of each parking citation (with the exception of expired meter cites).
Transfers into the CIP Fund will be processed by the Finance Department on a monthly basis and
recorded as such in the annual adopted budget.
FIVE YEAR CAPITAL IMPROVEMENT PROGRAM (CIP)
The City shall annually prepare a capital improvement spending program projecting capital needs
for a five year period. This CIP shall address all of the City’s funds.
The first year of the five year CIP will be consistent with, and adopted as a component of, the
annual operating budget.
In the development of the Capital Improvement Program, the operating costs associated with the
capital project will be projected and considered in conjunction with the CIP.
ENTERPRISE FUND CAPITAL IMPROVEMENTS
Capital Improvements funded from the Enterprise Funds shall be paid for in combination of "pay-asyou-go" financing and the use of long-term debt. The City shall periodically review its enterprise
capital needs and establish capital spending plans that are appropriate and reflect a combination of
debt and "pay-as-you-go," while attempting to keep our rates competitive with those in the
surrounding area.
224
CAPITALIZATION & DEPRECIATION POLICIES
The City shall capitalize equipment and facilities within the following parameters:
Equipment - $5,000 per unit
Buildings & Facilities - $100,000
Minor equipment that falls below the $5,000 threshold, but is subject to shrinkage, such as cellular
telephones and computers, shall have a non-numbered City of Manhattan Beach property tag
affixed when placed into City service.
The City shall depreciate capital assets such as machinery, equipment, buildings and
improvements, and infrastructure (roads, sidewalks, parks, etc.). Depreciation shall be performed
on a straight line basis over the expected useful life of the asset and in accordance with Generally
Accepted Accounting Principles (GAAP).
CASH MANAGEMENT & INVESTMENT POLICIES
The Finance Subcommittee & City Council shall annually review and update, or modify as
appropriate, the City’s investment policy. Reviews shall take place at public meetings and the
policy shall be adopted by minute action of the City Council based upon the Finance
Subcommittee’s recommendations
Reports on the City's investment portfolio and cash position shall be developed and presented to
the City Council monthly. Additionally, expenditure reporting showing year-to-date budgeted and
actual expenditures shall be prepared monthly and distributed to all departments.
City funds will be managed in a prudent and diligent manner with emphasis on safety, liquidity, and
yield, in that order.
OPERATING BUDGET POLICIES
BALANCED OPERATING BUDGET
It is the City’s policy to adopt a balanced budget where operating revenues are equal to, or exceed,
operating expenditures. In the event a balanced budget is not attainable, and the cause of the
imbalance is expected to last for no more than one year, the planned use of reserves to balance the
budget is permitted. In the event that a budget shortfall is expected to continue beyond one year,
the planned use of reserves must be developed as part of a corresponding strategic financial plan
to close the gap through revenue increases or expenditure decreases.
Any year end operating surpluses will revert to unappropriated balances for use in maintaining
reserve levels set by policy and will be available for capital projects and/or "one-time only" General
Fund expenditures.
225
BUDGET DOCUMENT
The operating budget shall serve as the annual financial plan for the City. It will serve as the policy
document of the City Council for implementing Council goals and objectives. The budget shall
provide the staff the resources necessary to accomplish City Council determined service levels.
The City Manager shall annually prepare and present a proposed operating budget to the City
Council no later than the second regular Council meeting in May of each year; and Council will
adopt said budget no later than June 30 of each year. Funds may not be expended or encumbered
for the following fiscal year until the budget has been adopted by the City Council.
The City’s annual budget will be presented by department, with a logical breakdown of programs
and proposed expenses. The budget document will also summarize expenditures at the personnel,
operating and maintenance, and capital levels.
Where practical, the City's annual budget will include measures of workload, efficiency, and
effectiveness.
BUDGET CONTROL AND ACCOUNTABILITY
Budget control is maintained at the departmental level. The City Manager has the authority to
approve appropriation transfers between programs or departments. In no case may total
expenditures of a particular fund exceed that which is appropriated by the City Council without a
budget amendment. Amendments to the budget are approved by the City Council with the
exception of the appropriation and transfer of funds from employee leave reserves to a specific
department’s program budget to cover unplanned customary termination leave expenditures within
a given year. Such amendments may be approved by the City Manager.
Budget accountability rests primarily with the operating departments of the City.
CAPITAL PLANT AND EQUIPMENT
The annual budget will provide for adequate maintenance and replacement of capital assets.
ENTERPRISE FUNDS
The Enterprise Funds shall be supported by their own rates and not subsidized by the General
Fund.
The Enterprise Funds will pay their share of overhead services provided by the General Fund.
226
CITY OF MANHATTAN BEACH FACTS & FIGURES
Date of Incorporation: December 2, 1912 as a General Law City
Form of Government: City Council - City Manager
Municipal Employees Authorized: 282 full-time
Public Safety: Two fire stations with 31 authorized sworn personnel; One police station with 65 sworn personnel
Parks & Public Facilities
• 2.1 miles of beach front
• 40 acres of recreational beach
• 928 foot long pier
• 54 acres of developed parks
•
•
•
21 acre parkway
Nine hole golf course
Two community centers
Libraries: One Los Angeles County branch library (currently under construction)
Population & Area: 35,738 (2012 US Census Bureau estimate); 3.88 square miles
Location: 19 miles southwest of downtown Los Angeles on the southerly end of Santa Monica Bay; 3 miles south
of Los Angeles International Airport
Climate: Avg. temperature: 70ο F (summer) to 55ο F (winter); Annual rainfall: 12.07 inches
Elevation: 120 feet above sea level
Housing Units (U.S. Census Bureau, 2008-2012 American Community Survey Estimates)
1-Unit Detached
1-Unit Attached
2-4 Units
5+ Units
Other
Total Housing Units
10,896
1,375
2,409
931
16
15,627
70%
8%
15%
6%
<1%
100%
Assessed Valuation: $13.453 billion (Office of the Assessor, Los Angeles County, 2013 Report)
http://assessor.lacounty.gov/extranet/news/annualreports.aspx
Median Household Income: $134,445 (U.S. Census Bureau, 2008-2012 American Community Survey)
Median Home Sale Price: $2,005,000 (as of February 2014 – LA County DataQuick Property Data)
http://www.dqnews.com/
Business Mix (as of April 2014) from Steve C.
Services
Contractors
Home Occupation
Retail
Professionals
Apartment Houses
Commercial Property
Miscellaneous
Total
1,047
2,318
509
394
292
292
145
92
5,089
227
20.6%
45.5%
10.0%
7.7%
5.7%
5.7%
2.8%
1.8%
100.0%
GLOSSARY OF TERMS & ABBREVIATIONS
Administrative Service Charge: A transfer of moneys to the General Fund to reimburse the General Fund for
work performed in other funds by an employee whose salary is budgeted in the General Fund.
Appropriation: Legal authorization by the City Council to make expenditures and to incur obligations for specific
purposes.
Appropriations Limit: Article XIIIB, of the California Constitution, was amended by Proposition 4, "The Gann
Initiative," in 1979. This Article limits growth in government spending to changes in population and inflation, by
multiplying the limit for the prior year, by the percentage change in the cost of living (or per capital personal
income, whichever is lower); then multiplying the figure resulting from the first step, by the percentage change in
population. The base year limit (FY 1978-79) amount consists of all tax proceeds appropriated in that year. The
Appropriations Limit calculation worksheet can be found in the Appendix of the budget.
ARRA: American Recovery and Reinvestment Act
Assessed Valuation: A dollar value placed upon real estate or other property, by Los Angeles County, as a
basis for levying property taxes.
Beginning Fund Balance: Fund balance of a fund, from the end of the prior year, including both available,
designated and restricted reserves carrying over into the following year.
BIDs:
Business Improvement Districts
Bond: A city may raise capital by issuing a written promise to pay a specified sum of money called the face
value, or principal amount, at a specified date or dates in the future, together with periodic interest, at a special
rate.
Budget: The financial plan for the operation of a program or organization that includes an estimate of proposed
expenditures for a given period of time and the proposed means of financing those expenditures.
Budget Message: A general outline of the budget which includes comments regarding the City’s financial status
at the time of the message, and recommendations regarding the financial policies for the coming period.
Capital Improvement Plan (CIP): A financial plan of proposed capital improvement projects. CIP projects
typically improve City owned assets such as buildings, parks, streets and other infrastructure components.
Capital projects often span more than one fiscal year.
Capital Projects & Purchases:
improvement projects.
A budget category which budgets major equipment purchases and capital
Capital Projects: Improvements costing $10,000 or more, that have a useful life of one year or more, and
selected studies costing in excess of $5,000, that are expected to lead to a capital project. Examples include
constructing a new park, street resurfacing, building remodels/repairs, and construction of water mains.
CIP:
Capital Improvement Project/Capital Improvement Plan/Capital Improvement Program
Debt Service: Annual principal and interest payments owed on money has borrowed.
Department: An organizational unit comprised of divisions, or programs. The City of Manhattan Beach has eight
departments: Management Services, Finance, Personnel, Parks & Recreation, Police, Fire, Community
Development and Public Works.
Division: A program, or activity, within a department, which furthers the objectives of the City Council by
providing services, or a product.
Encumbrances: Financial commitments related to unperformed contracts for goods, or services, for which part
of an appropriation is reserved. Encumbrances end when the obligations are paid, or otherwise terminated.
Enterprise Funds: Funds established to account for the total costs of those governmental facilities and services
that are operated in a manner similar to private enterprise. These programs are entirely, or predominately, selfsupporting.
Expenditure: The cost of goods received or services rendered for the government unit.
Fiscal Year: A 12-month period of time to which an annual operating budget applies. The City of Manhattan
Beach’s fiscal year is July 1 through June 30.
228
Fund: A self-balancing set of accounts. Governmental accounting information is organized into funds, each with
separate revenues, expenditures and fund balances. There are four major types of funds: General, Proprietary,
Special Revenue, and Trust & Agency.
Fund Balance: The difference between a fund’s assets and its liabilities. Portions of the fund balance may be
reserved for various purposes, such as contingencies or encumbrances.
GAAP: Generally Accepted Accounting Principles
GASB: Governmental Accounting Standards Board
General Fund: The primary fund of the City, used to account for all revenues and expenditures of the City not
legally required to be accounted for in another fund.
GFOA: Government Finance Officers Association
Grant: Contributions, or gifts of cash, or other assets from another entity. Grants are typically to be used, or
expended for a specific purpose.
HVAC: Heating, Ventilation & Air Conditioning
Infrastructure: The underlying foundation or basic framework of a system or organization, such as the roads,
sewers, and storm drains, etc.
Internal Service Charge: A charge to departments’ budgets designed to provide the operation, maintenance
and replacement of some shared City function. The City of Manhattan Beach uses internal service charges to
provide for its City-wide computer network, operation and replacement of its vehicle fleet, allocation of insurance
costs and the maintenance and operation of City facilities.
Internal Service Fund: The City of Manhattan Beach operates four internal service funds: Insurance Reserve;
Information Systems; Fleet Management and Building Maintenance and Operation. Internal service funds provide
for the operation, maintenance and replacement of some shared City functions.
Line-item: Refers to any individual expenditure object or appropriation detailed in the department’s budget.
Materials & Services: This budget category accounts for all non-personnel, and non-capital expenses. Such
expenditures include building maintenance, contract services, equipment maintenance, office supplies, and utility
costs.
MTA:
Metropolitan Transportation Authority
Municipal Code: The collection of City Council approved ordinances currently in effect. The Municipal Code
defines City policy in various categories (i.e., building regulations, planning and zoning regulations, sanitation and
health standards, and traffic regulations).
Operating Budget: The financial plan for the operation of a program or organization that includes an estimate of
proposed expenditures for a given period of time and the proposed means of financing those expenditures.
Ordinance: A formal legislative enactment by the City Council. An ordinance has the full force and effect of law
within the City boundaries, unless it is in conflict with any higher form of law, such as a State statute or
constitutional provision. An ordinance has a higher legal standing than a resolution.
Overhire: An authorized position without moneys budgeted for salary and fringe benefits. The overhire concept
assumes that a department (particularly Police and Fire) experiences several position vacancies during a fiscal
year, and that the salary and fringe benefit savings from these vacancies will off-set the cost of the overhire
personnel. The overhire personnel in-turn ensures that the department will not be forced to limit operations
because of staffing shortages and can better control overtime expenditures.
Performance Measure: Indicators used in budgets to show, for example, the amount of work accomplished, the
efficiency with which tasks are accomplished, or the effectiveness of a program.
Program: An activity, or division, within a department, which furthers the objectives of the City Council, by
providing services or a product.
RCC:
South Bay Regional Public Communications Authority
Reserve: Used to earmark a portion of the fund balance as segregated for a specific use.
229
Resolution: A special order of the City Council, which requires less legal formality than an ordinance in terms of
public notice and the number of public readings prior to approval. A resolution has lower legal standing than an
ordinance. The Operating Budget is approved by resolution, and requires a majority vote of the Council Members
present.
Salaries & Benefits: A budget category, which accounts for full-time and part-time employees, overtime
expenses, and fringe benefits.
Service Indicator: Indicators used in budgets to show, for example, the amount of work accomplished, the
efficiency with which tasks are accomplished, or the effectiveness of a program.
Special Revenue Funds: Funds used to account for proceeds of specific revenue sources that are legally
restricted to expenditures for specified purposes.
TOT:
Transient Occupancy Tax
Transfer: Moneys appropriated from one fund to another, in order to reimburse the fund for expenses, or to
finance the operation of the other fund. Transfers between a Proprietary Fund and a Governmental Fund are
budgeted as revenues and expenditures in the various funds, to comply with governmental accounting principles.
Trust & Agency Funds: A classification of funds, which temporarily holds cash for other agencies or legal
entities.
UUT:
Utility User Tax
230

police department - City of Manhattan Beach

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