HomeMy WebLinkAbout11 - PH-2 - Adoption of the FY16-17 Budget - 6/21/2016CITY COUNCIL AGENDA REPORT
MEETING DATE: June 21, 2016
SUBJECT: ADOPTION OF THE FISCAL YEAR 2016-17 BUDGET
ITEM NUMBER: PH -2
DATE: June 16, 2016
FROM: FINANCE DEPARTMENT
PRESENTATION BY: STEPHEN DUNIVENT, INTERIM FINANCE DIRECTOR
FOR FURTHER INFORMATION CONTACT: STEPHEN DUNIVENT, INTERIM FINANCE DIRECTOR,
(714) 754-5243
RECOMMENDED ACTIONS:
1. Approve Resolution 16- (Attachment 1) adopting the City of Costa Mesa FY 16-
17 Operating and Capital Budget including the Budget Addendum (Attachment 6).
2. Approve Parks & Recreation Commission and CEO recommended FY 15-16 capital
project budget adjustments included on the Budget Addendum (Attachment 6).
3. Approve job descriptions and recommended salary resolutions for the following
(Attachments 7, 8, 9, 10, 11, 12, 13 & 14):
a. Senior Code Enforcement Officer
b. Senior Management Analyst
c. Senior Management Analyst - Confidential
d. Management Aide
e. Management Aide — Confidential
f. Additional Confidential Unit designations
g. Website Coordinator
4. Direct staff to review existing fees for potential update for additional cost recovery.
BACKGROUND:
The FY 16-17 budget development process officially started on January 6, 2016 with a
kickoff meeting including the CEO, Finance Department Staff and department
representatives. Since that meeting, departments prepared their budget requests and
submitted them to the Finance Department for review. Finance Staff prepared revenue
projections and forecasts, reviewed departmental requests and met with the departments to
discuss their budget requests. These meetings were followed by joint budget hearings
involving the CEO, Finance Department and department representatives.
Out of these discussions and further meetings, the FY 16-17 Operating and Capital Budget
was developed. The recommendations are consistent with current financial and budget
policies and the reserves study as recommended by the Finance Advisory Committee and
approved by the City Council. This includes:
• General fund appropriations balanced to realistic revenue forecasts
• 6.5% of general fund revenues dedicated to capital projects
• Fully funding the annual required contribution for pension costs including an
additional $500,000 to reduce pension liability
• Fully funding existing annual debt service payments
• Contingency appropriations of $1,000,000
ANALYSIS:
Table 1 summarizes the City's budget for FY 16-17 for all funds (before changes in the
addendum) compared to the FY 15-16 adopted budget:
Table 1
PRELIMINARY BUDGET - ALL FUNDS
Approprations/
Adopted
Preliminary
Increase (Decrease)
All Funds
FY 15-16
FY 16-17
Amount
Percent
Operating Budget
$ 119,009,800
$ 120,809,731
$ 1,799,931
1.5%
Transfers Out
9,416,140
7,752,242
$ (1,663,898)
-17.7%
Capital Budget
25,763,929
15,994,334
$ (9,769,595)
-37.9%
Total
$ 154,189,869
$ 144,556,307
$ (9,633,562)
-6.2%
The General Fund provides 90.7% of the total operating budget for all governmental funds.
The total General Fund budget is $117 million, an increase of $2.2 million or 1.9% from the
current year adopted budget.
The FY 2016-17 Operating & Capital Budget in Brief (Attachment 2) contains the City Chief
Executive Officer's Budget Message provides highlights of the financial and budget policies
and how they relate to this budget, a description of the budget preparation and balancing
process, overview charts of the City-wide budget and the General Fund, a brief financial
outlook, budget highlights, a recap of reserves and an overview of capital improvement
projects. It also includes additional summary charts, analysis of changes in the primary
funding sources and expense categories, a brief discussion of internal service funds, a
review of capital improvement project expense trends over the past ten years and a recap
of use of fund balances in certain special funds.
Each departmental budget section of the budget book contains a section on goals. The City
Council's Goal section will be updated to include the fact that the City will be working to
advocate for Costa Mesa regionally with the League of California Cities and Southern
California Association of Governments.
The recommended FY 16-17 Capital Improvement Program (CIP) includes 38 projects and
$15,994,334 from various funding sources including $7,752,242 from the General Fund. A
summary of Recommended Capital Improvement Projects (Attachment 3) displays the
projects by category and funding source.
2
The Council discussed the preliminary budget recommendations during the May 10, 2016
budget study session. A summary of the follow-up report to this study session is included
as Attachment 4. Based on public input at this session, CEO recommends reallocation of
$100,000 of existing FY 15-16 CIP funds to the Tewinkle Park Picnic Shelter project.
A community budget meeting was held on May 19, 2016. The CEO, Department heads,
staff and members of the public attended. The CEO, Interim Finance Director and Public
Services Director presented an overview of the FY 16-17 Preliminary Operating and Capital
Budget recommendations. This presentation was followed by a question and answer period
with a good dialogue on many issues. Follow up information from this meeting is also
included in Attachment 4.
The Parks & Recreation Commission reviewed the proposed Capital Improvement Program
on May 26, 2016. A copy of a memo from the Public Services Director summarizing these
items is included as Attachment 5. The Commission recommended two changes to the FY
16-17 capital improvement program and three changes to the seven-year Capital
Improvement Program:
1. Move the Costa Mesa High School Bleacher project (#31) to FY 17-18.
Implementation of this recommendation is subject to Council direction; the project is
included in the CIP.
2. Increase Jack Hammett Field Upgrades project (#34) by $295,035 to $ $2,666,000.
The CEO recommends increasing the project by $300,000 to $2,670,965 with the
increase funded by current year capital appropriations for field improvements at
various locations. This is included in the FY 15-16 section of the addendum
(Attachment 6).
3. Add a project for safety lighting at Wilson Park in FY 18-19 (amount unspecified).
This will be considered in the next update of the plan.
4. Move the Vista Park Veteran's Memorial project ($60,000) from FY 18-19 to FY 17-
18. This will be reflected in the final published FY 16-17 budget document.
5. Remove the Lions Park (Davis Field) scoreboard project ($30,000) from the plan.
This will be considered in the next update of the plan.
The Finance Advisory Committee reviewed the budget recommendations on May 31, 2016.
Their comments and suggestions were:
1. Include filled position count by fiscal year. This will be added as an additional line on
the full-time position count chart on page 72 of the budget book.
2. Consider the adequacy of the $1,000,000 contingency account. The CEO believes
that the amount is adequate for the coming year.
The Budget Addendum (Attachment 6) displays other recommended changes that were
recommended after the budget book printing deadline. The FY 16-17 recommended budget
changes include:
• Position exchange for an Emergency Services Administrator as approved by Council
on May 3, 2016.
• Addition of the Emergency Management Performance Grant ($16,710) approved by
Council on May 17, 2016.
• Various position exchanges within Development Services.
• Various position transfers between programs within Public Services.
3
• Addition of a $44,544 General Fund operating transfer to the Supplemental Law
Enforcement Fund.
• Addition of the Highway Safety Improvement Program grant ($63,000).
• Other miscellaneous corrections and adjustments.
Included as part of the proposed 2016-17 Fiscal Year Budget adoption are the
reclassification of one (1) Code Enforcement Officer classification to Senior Code
Enforcement Officer and the creation of the Senior Management Analyst classification.
Specifically, as discussed and approved by the Chief Executive Officer the following
recommendations are made:
• The reclassification of one (1) existing Code Enforcement Officer position to Senior
Code Enforcement Officer position.
• The Human Resources Division recommends expanding the Management Analyst
classification series to include an advanced journey -level position called Senior
Management Analyst and conversely an entry-level position titled Management Aide
complementing the existing Management Analyst classification. As approved by the
CEO, this will provide the City with alternative and flexible options for filling existing
Management Analyst positions.
• There are a few positions that, since the establishment of the Confidential Unit, have
been designated as "Confidential." As such, these identified positions will receive a
1.5% differential to be included on a separate resolution. The estimated cost is
included in the Budget Addendum (Attachment 6). Those positions are the following:
o Budget Analyst — Finance
o Budget Specialist — Finance
o Management Analyst — CEO, Finance
o Deputy City Clerks — CEO
o Administrative Secretary — CEO
o Computer Operations& Networking Supervisor — IT
o Systems & Programming Supervisor — IT
• The re -titling of the Personal Computer/Networking Assistant to Website Coordinator
will more accurately reflect the duties and responsibilities for the position.
The preceding recommendations more accurately reflect the duties being performed by
each respective department organizationally and at a level commensurate with the
responsibilities proposed for new positions. The respective job descriptions and
recommended salary resolutions are being finalized for consideration and adoption by
Council as part of the 2016-2017 Fiscal Year Budget Adoption to be read by title only, and
waive further reading.
The next steps in the budget cycle include:
• Fiscal year end closing in the months following June 30, 2016.
• Publish the Adopted FY 16-17 Operating and Capital Budget Book.
• Mid -year Budget Report in February, 2017.
M
ALTERNATIVES CONSIDERED:
Staff considered many options for the use of funds including requested budget increases
and capital improvement projects. Options were evaluated and assigned priorities.
Recommended budget amounts are balanced to estimated available resources.
CONCLUSION:
As presented, this represents a balanced budget for the coming fiscal year consistent with
Council approved budget & financial policies, without the use of General Fund reserves and
provides the highest level of service to the community within existing financial resources.
Stephen Dunivent Thomas R. Hatch
Interim Finance Director City CEO
Attachments:
1. Budget Resolution
2. FY 2016-17 Operating & Capital Budget in Brief
3. Summary of Recommended Capital Improvement Projects
4. Follow-up Items from the May 10, 2016 Council Budget Study Session
5. Memo regarding Parks & Recreation recommendations
6. Budget Addendum
7. Job description for new Senior Code Enforcement Officer
8. Job description for Senior Management Analyst
9. Job description for Senior Management Analyst - Confidential
10. Job description for Management Aide
11. Job description for Management Aide - Confidential
12. Salary resolution for Management Aide, Senior Code Enforcement Officer, Senior
Management Analyst, Website Coordinator
13. Salary resolution for additional Confidential Unit designations
14. Job description for Website Coordinator
5
Attachment 1
RESOLUTION NO. 16-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COSTA MESA,
CALIFORNIA, ADOPTING A BUDGET FOR THE FISCAL YEAR 2016-2017
THE CITY COUNCIL OF THE CITY OF COSTA MESA DOES HEREBY RESOLVE AS
FOLLOWS:
WHEREAS, the Proposed Budget for Fiscal Year 2016-2017 year has been prepared
in compliance with Section 2-153 of the Costa Mesa Municipal Code.
NOW, THEREFORE, BE IT RESOLVED as follows:
SECTION 1: To ensure appropriate service levels, the Chief Executive Officer is
authorized to reallocate staffing resources within adopted appropriations as needed.
SECTION 2: The annual budget for the City of Costa Mesa for the Fiscal Year
beginning July 1, 2016 and ending June 30, 2017 is hereby adopted as set forth in the
Proposed 2016-2017 Budget.
PASSED AND ADOPTED this 21St day of June, 2016.
Stephen M. Mensinger
Mayor
ATTEST:
Brenda Green
City Clerk
APPROVED AS TO FORM:
Thomas Duarte
City Attorney
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss
CITY OF COSTA MESA )
I, BRENDA GREEN, City Clerk of the City of Costa Mesa, DO HEREBY CERTIFY
that the above and foregoing is the original of Resolution No. 16-_ and was duly passed
and adopted by the City Council of the City of Costa Mesa at a regular meeting held on
the 21St day of June, 2016, by the following roll call vote, to wit:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
IN WITNESS WHEREOF, I have hereby set my hand and affixed the seal of the
City of Costa Mesa this 22nd day of June, 2016.
BRENDA GREEN
CITY CLERK
(SEAL)
Attachment 10
CITY OF COSTA MESA Management Aide / Class Code:
Established Date: May 1, 1996 0243/5243 (Aide)
Revision Date: Management Analyst 0074/5074 (Analyst)
DESCRIPTION:
Under general supervision, provides professional, technical, administrative, and analytical assistance in
conducting a variety of comprehensive analyses and coordinating municipal policies, procedures and
services in various City departments.
CLASS CHARACTERISTICS:
An incumbent in these classes is expected to carry out general administrative assignments with only
minimal supervision and refers to supervisory personnel those matters which involve policy and
procedure decisions, technical questions, deviations from standard practice and unusual public relations
problems. Work is reviewed through daily/weekly consultation for accuracy, conformance with
established standards and quality and adherence to instructions. The Management Analyst is
distinguished from the Management Aide position by the years of experience and education required.
ESSENTIAL FUNCTIONS:
These functions may not be present in all positions in this class. When a position is to be filled, the essential
functions will be noted in the announcement of position availability. Management reserves the right to add,
modify, change or rescind work assignments as needed.
Positions in the Management Aide and Analyst series have analytical, administrative and/or management
duties and responsibilities in various administrative staff functions including, but not limited to, the
following which are described at the journey level:
BUDGET/FINANCIAL ANALYSIS
Annual budget preparation; budgetary monitoring and control; revenue and expenditure forecasting and
research; prepare equipment and personnel justifications.
PROGRAM/ORGANIZATIONAL ANALYSIS
Analysis and evaluation of department objectives, programs, organizational structures, operations and
control systems; City or department -wide coordination of major programs; analyze data and prepare
written and/or oral conclusions and recommendations on assigned projects; observe operations and
prepare forms, procedures, manuals and regulations aimed toward more effective methods of operation.
LEGISLATIVE ANALYSIS/DEVELOPMENT
Evaluate effects of current and pending legislation on department programs and operations; develop
response and legislative proposals; act as liaison with State and federal officials; may assist with the
design and preparation of informational materials and literature.
PERSONNEL ADMINISTRATION
Initiate and process departmental personnel actions; interact with City Personnel Department on
recruitment, selection, classification, benefit, training, workers' compensation, disability and related
issues; monitor position control and performance review systems; provide departmental support during
contract negotiation process.
CONTRACT ADMINISTRATION
Research contract service and supply needs; develop and negotiate contract terms; monitor contract
compliance; mediate user/provider complaints; conduct on-site inspections to determine need or
compliance; provide information to public on contracts or available loan or grant programs.
SPACE MANAGEMENT/FIXED ASSET CONTROL
Evaluate operational needs for office or building space, office modification, equipment and
communications systems; analysis of current staff, equipment and space use; coordinate installation
and/or modification of facilities, systems and equipment.
STAFF SUPERVISION
Assist management in scheduling and coordinating manpower, equipment and materials; participate in
training sessions on methods, task instruction and related activities; assist in the identification of work to
be accomplished and determination of processes, methods and procedures to be used; assist in the
development of standards for work to be performed by using established formulas and prepared data.
AUTOMATION COORDINATION
Supervise work of computer operations personnel and schedule work flow to facilitate production
requirements; develop operational procedures and methods for production and establish priority
schedules; coordinate system testing, and emergency and preventative maintenance; develop
implementation and training plans for the installation of new software and/or hardware.
FIRE ADMINISTRATION
Provides administrative support to the various Fire Department committees including Apparatus, Tools
and Equipment, Emergency Medical Services, Recruitment and Technology; workers compensation
administration; oversees private, state and federal grants, assists with application, tracks spending,
authorizes invoices for payment and assures compliance with grant protocol; files requests for state and
federal reimbursement for mutual aid expenses; reviews claims for motor vehicle accident cost recovery;
point of contact for all emergency medical services billing matters.
Perform other related work as required.
QUALIFICATIONS GUIDELINES:
A typical way to obtain the requisite knowledge and abilities to perform the duties and responsibilities of this
classification is as follows:
EDUCATION, TRAINING AND/OR EXPERIENCE:
Management Aide: Graduation from an accredited four-year college or university with major coursework
in business administration, public administration, or a closely -related field; or current enrollment in a four-
year college or university as a junior or senior with major coursework in business administration, public
administration, or a closely -related field. Previous administrative work experience in a public agency is
desirable.
Management Analyst: Graduation from an accredited four-year college or university with major
coursework in business administration, public administration, or a closely -related field. Responsible
professional experience equivalent to two years of full-time experience in a public agency performing
administrative work. A pertinent graduate degree can substitute for one year of the required experience.
LICENSE AND/OR CERTIFICATE:
Class C California Driver's License. Revocation of license during employment may result in disciplinary
action or reassignment.
REQUISITE KNOWLEDGE AND SKILL LEVELS:
Principles and practices of administration including program monitoring, personnel policy, project
measurement and control administration.
Municipal operations, procedures, policies, laws, objectives and organization.
Research methods and techniques, statistical and work measurements, and standards development and
implementation.
Computer literacy.
Modern office practices, procedures and equipment.
Recordkeeping techniques and procedures.
Correct English usage, grammar, spelling, punctuation and vocabulary.
Budget systems and procedures.
REQUISITE ABILITIES:
Interpret specific rules, laws and policies and apply them in a variety of procedural situations.
Perform responsible and difficult administrative work with accuracy, speed and initiative.
Conduct analytical studies and surveys.
Prepare analytical reports and critiques of both policy and administrative matters.
Communicate effectively both orally and in writing.
Analyze situations accurately and adopt an effective course of action.
Establish and maintain effective and cooperative working relationships with department managers and
supervisors, co-workers and the general public.
Organize workload to ensure responsibilities are carried out in a timely manner.
SUPPLEMENTAL INFORMATION:
PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS:
Please contact Human Resources for a summary of the essential tasks and environmental factors for this
classification.
Employee accommodations for physical or mental disabilities will be considered on a case-by-case basis.
Attachment 11
CITY OF COSTA MESA Management Aide - Confidential / Class Code:
Established Date: April 7, 2015 0245/5245 (Aide)
Revision Date: Management Analyst - Confidential 0084/5084 (Analyst)
DESCRIPTION:
Under general supervision, provides professional, technical, administrative, and analytical assistance in
conducting a variety of comprehensive analyses and coordinating municipal policies, procedures and
services in the Chief Executive Officer and Finance departments.
CLASS CHARACTERISTICS:
An incumbent in these classes is expected to carry out general administrative assignments with only
minimal supervision and refers to supervisory personnel those matters which involve policy and
procedure decisions, technical questions, deviations from standard practice and unusual public relations
problems. Work is reviewed through daily/weekly consultation for accuracy, conformance with
established standards and quality and adherence to instructions. The Management Analyst (Confidential)
is distinguished from the Management Aide (Confidential) position by the years of experience and
education required.
CONFIDENTIAL EMPLOYEE DESIGNATION:
An employee in this classification may have access to decisions or the decision-making process of the City
concerning matters related to employer-employee relations and may have access to or may prepare
confidential materials and/or information and/or recommendations on behalf of the City in matters relating to
employer-employee relations.
ESSENTIAL FUNCTIONS:
These functions may not be present in all positions in this class. When a position is to be filled, the essential
functions will be noted in the announcement of position availability. Management reserves the right to add,
modify, change or rescind work assignments as needed.
Positions in the Management Aide and Analyst series have analytical, administrative and/or management
duties and responsibilities in various administrative staff functions including, but not limited to, the
following which are described at the journey level:
BUDGET/FINANCIAL ANALYSIS
Annual budget preparation; budgetary monitoring and control; revenue and expenditure forecasting and
research; prepare equipment and personnel justifications.
FINANCE ADMINISTRATION
Identify and resolve budgetary and financial issues and problems; provide timely, accurate, and
informative financial analysis; perform financial analysis and financial forecasting as assigned; review and
evaluate cost benefit proposals; make recommendations for improvements; participate in the production
of financial reports and budget reports for department use and attend and provide support to the Pension
Oversight Committee.
PROGRAM/ORGANIZATIONAL ANALYSIS
Analysis and evaluation of department objectives, programs, organizational structures, operations and
control systems; City or department -wide coordination of major programs; analyze data and prepare
written and/or oral conclusions and recommendations on assigned projects; observe operations and
prepare forms, procedures, manuals and regulations aimed toward more effective methods of operation.
LEGISLATIVE ANALYSIS/DEVELOPMENT
Evaluate effects of current and pending legislation on department programs and operations; develop
response and legislative proposals; act as liaison with State and federal officials; may assist with the
design and preparation of informational materials and literature.
PUBLIC INFORMATION PROGRAM
Gather information and composes press releases, publicity, announcements, online communications,
articles and letters on City programs, policies and actions as well as for community events and activities;
assist in creating presentations, printed materials and related community outreach materials; and assist
department representatives in preparing public information materials for presentation and distribution as
requested.
PERSONNEL ADMINISTRATION
Initiate and process departmental personnel actions; interact with the City's Human Resources Division
on recruitment, selection, classification, benefit, training, workers' compensation, disability and related
issues; and monitor position control and performance review systems.
LABOR RELATIONS
Conduct research and analysis; calculate costs and prepare confidential materials, reports and
recommendations on behalf of the City in matters relating to labor relations.
CONTRACT ADMINISTRATION
Research contract service and supply needs; prepare requests for proposals; develop and negotiate
contract terms; monitor contract compliance; mediate user/provider complaints; conduct on-site
inspections to determine need or compliance; provide information to public on contracts or available loan
or grant programs.
SPACE MANAGEMENT/FIXED ASSET CONTROL
Evaluate operational needs for office or building space, office modification, equipment and
communications systems; analysis of current staff, equipment and space use; coordinate installation
and/or modification of facilities, systems and equipment.
STAFF SUPERVISION
Assist management in scheduling and coordinating manpower, equipment and materials; participate in
training sessions on methods, task instruction and related activities; assist in the identification of work to
be accomplished and determination of processes, methods and procedures to be used; assist in the
development of standards for work to be performed by using established formulas and prepared data.
AUTOMATION COORDINATION
Supervise work of computer operations personnel and schedule work flow to facilitate production
requirements; develop operational procedures and methods for production and establish priority
schedules; coordinate system testing, and emergency and preventative maintenance; develop
implementation and training plans for the installation of new software and/or hardware.
FIRE ADMINISTRATION
Provide administrative support to the various Fire Department committees including Apparatus, Tools and
Equipment, Emergency Medical Services, Recruitment and Technology; workers compensation
administration; oversee private, state and federal grants, assist with application, tracks spending,
authorize invoices for payment and assure compliance with grant protocol; file requests for state and
federal reimbursement for mutual aid expenses; review claims for motor vehicle accident cost recovery;
point of contact for all emergency medical services billing matters.
Perform other related work as required.
QUALIFICATIONS GUIDELINES:
A typical way to obtain the requisite knowledge and abilities to perform the duties and responsibilities of this
classification is as follows:
EDUCATION, TRAINING AND/OR EXPERIENCE:
Management Aide (Confidential): Graduation from an accredited four-year college or university with
major coursework in business administration, public administration, or a closely -related field; or current
enrollment in a four-year college or university as a junior or senior with major coursework in business
administration, public administration, or a closely -related field. Previous administrative work experience
in a public agency is desirable.
Management Analyst (Confidential): Graduation from an accredited four-year college or university with
major coursework in business administration, public administration, or a closely -related field.
Responsible professional experience equivalent to two years of full-time experience in a public agency
performing administrative work. A pertinent graduate degree can substitute for one year of the required
experience.
LICENSE AND/OR CERTIFICATE:
Class C California Driver's License. Revocation of license during employment may result in disciplinary
action or reassignment.
REQUISITE KNOWLEDGE AND SKILL LEVELS:
Principles and practices of administration including program monitoring, personnel policy, project
measurement and control administration.
Municipal operations, procedures, policies, laws, objectives and organization.
Research methods and techniques, statistical and work measurements, and standards development and
implementation.
Computer literacy.
Modern office practices, procedures and equipment.
Recordkeeping techniques and procedures.
Correct English usage, grammar, spelling, punctuation and vocabulary.
Budget systems and procedures.
REQUISITE ABILITIES:
Interpret specific rules, laws and policies and apply them in a variety of procedural situations.
Perform responsible and difficult administrative work with accuracy, speed and initiative.
Conduct analytical studies and surveys.
Prepare analytical reports and critiques of both policy and administrative matters.
Communicate effectively both orally and in writing.
Analyze situations accurately and adopt an effective course of action.
Establish and maintain effective and cooperative working relationships with department managers and
supervisors, co-workers and the general public.
Organize workload to ensure responsibilities are carried out in a timely manner.
SUPPLEMENTAL INFORMATION:
PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS:
Please contact Human Resources for a summary of the essential tasks and environmental factors for this
classification.
Employee accommodations for physical or mental disabilities will be considered on a case-by-case basis.
Attachment 12
RESOLUTION NO. 16 -
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COSTA MESA, CALIFORNIA,
AMENDING RESOLUTION NO. 15-34 BY ESTABLISHING NEW CLASSIFICATIONS
REPRESENTED BY THE COSTA MESA CITY EMPLOYEES ASSOCIATION.
THE CITY COUNCIL OF THE CITY OF COSTA MESA DOES HEREBY RESOLVE AS
FOLLOWS:
SECTION 1. The Costa Mesa City Council hereby amends Resolution 15-34 to establish
the new job classifications of Management Aide, Senior Code Enforcement Officer, Senior
Management Analyst and Website Coordinator.
SECTION 2. The following job classifications are hereby placed under the Basic Salary
Administration Plan at the salary ranges and monthly rates of pay specified effective June 26,
2016. The monthly rate of pay may also be in increments between the monthly minimum and
maximum pay step.
Class
Class
Salary
Grade
Step
Code
Title
Plan
1
2
3
4
5
6
7
0243
Management Aide
CMC
892 $4,833
$5,075
$5,328
$5,595
$5,874
$6,168
$6,477
Monthly
$57,996
$60,900
$63,936
$67,140
$70,488
$74,016
$77,724
Annual
Tier 1
$27.88
$29.28
$30.74
$32.28
$33.89
$35.58
$37.37
Hourly
5243
Management Aide
CM2
892 $4,384
$4,602
$4,833
$5,075
$5,328
$5,595
$5,874
Monthly
$52,608
$55,224
$57,996
$60,900
$63,936
$67,140
$70,488
Annual
Tier 2
$25.29
$26.55
$27.88
$29.28
$30.74
$32.28
$33.89
Hourly
0119
Senior Code Enforcement
CMC
896 $4,993
$5,242
$5,505
$5,780
$6,069
$6,372
$6,691
Monthly
Officer
$59,916
$62,904
$66,060
$69,360
$72,828
$76,464
$80,292
Annual
Tier 1
$28.81
$30.24
$31.76
$33.35
$35.01
$36.76
$38.60
Hourly
5119
Senior Code Enforcement
CM2
896 $4,528
$4,755
$4,993
$5,242
$5,505
$5,780
$6,069
Monthly
Officer
$54,336
$57,060
$59,916
$62,904
$66,060
$69,360
$72,828
Annual
Tier 2
$26.12
$27.43
$28.81
$30.24
$31.76
$33.35
$35.01
Hourly
0244
Senior Management Analyst
CMC
895 $5,835
$6,128
$6,433
$6,756
$7,094
$7,448
$7,820
Monthly
$70,020
$73,536
$77,196
$81,072
$85,128
$89,376
$93,864
Annual
Tier 1
$33.66
$35.35
$37.11
$38.98
$40.93
$42.97
$45.13
Hourly
5244
Senior Management Analyst
CM2
895 $5,293
$5,557
$5,835
$6,128
$6,433
$6,756
$7,094
Monthly
$63,516
$66,684
$70,020
$73,536
$77,196
$81,072
$85,128
Annual
Tier 2
$30.54
$32.06
$33.66
$35.35
$37.11
$38.98
$40.93
Hourly
0038
Website Coordinator
CMC
896 $3,908
$4,104
$4,309
$4,524
$4,751
$4,988
$5,237
Monthly
$46,900
$49,246
$51,705
$54,288
$57,009
$59,854
$62,849
Annual
Tier 1
$22.55
$23.68
$24.86
$26.10
$27.41
$28.78
$30.22
Hourly
5038
Website Coordinator
CM2
896 $3,546
$3,723
$3,908
$4,104
$4,309
$4,524
$4,751
Monthly
$42,550
$44,670
$46,900
$49,246
$51,705
$54,288
$57,009
Annual
Tier 2
$20.46
$21.48
$22.55
$23.68
$24.86
$26.10
$27.41
Hourly
SECTION 3. All parts of resolutions in conflict herewith are hereby rescinded.
PASSED AND ADOPTED this 21St day of June, 2016.
Stephen M. Mensinger, Mayor
ATTEST:
Brenda Green, City Clerk
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss
CITY OF COSTA MESA )
APPROVED AS TO FORM:
Thomas Duarte, City Attorney
I, Brenda Green, City Clerk of the City of Costa Mesa, DO HEREBY CERTIFY that the
above and foregoing is the original of Resolution No. 16- and was duly passed and
adopted by the City Council of the City of Costa Mesa at a Regular Meeting held on the 21 st day
of June, 2016, by the following roll call vote, to wit:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
IN WITNESS WHEREOF, I have hereby set my hand and affixed the seal of the City of
Costa Mesa this 22nd day of June, 2016.
BRENDA GREEN, CITY CLERK
(SEAL)
Attachment 13
RESOLUTION NO. 16 -
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COSTA MESA, CALIFORNIA,
AMENDING RESOLUTION NO. 15-35 BY ESTABLISHING NEW CLASSIFICATIONS AND
REVISING THE SALARY RANGES FOR JOB CLASSIFICATIONS WITHIN THE
CONFIDENTIAL EMPLOYEES UNIT.
THE CITY COUNCIL OF THE CITY OF COSTA MESA DOES HEREBY RESOLVE AS
FOLLOWS:
SECTION 1. The Costa Mesa City Council hereby amends Resolution 15-35 to establish
the new job classifications of Management Aide (Confidential) and Senior Management Analyst
(Confidential).
SECTION 2. The following job classifications are hereby placed under the Basic Salary
Administration Plan at the salary ranges and monthly rates of pay specified effective June 26,
2016. The monthly rate of pay may also be in increments between the monthly minimum and
maximum pay step.
Class
Class
Salary
Grade
Step
Code
Title
Plan
1
2
3
4
5
6
7
0245
Management Aide
CON
892 $4,905
$5,151
$5,408
$5,679
$5,963
$6,261
$6,574
Monthly
(Confidential)
$58,860
$61,812
$64,896
$68,148
$71,556
$75,132
$78,888
Annual
Tier 1
$28.30
$29.72
$31.20
$32.76
$34.40
$36.12
$37.93
Hourly
5245
Management Aide
CO2
892 $4,449
$4,671
$4,905
$5,151
$5,408
$5,679
$5,963
Monthly
(Confidential)
$53,388
$56.052
$58,860
$61,812
$64,896
$68,148
$71,556
Annual
Tier 2
$25.67
$26.95
$28.30
$29.72
$31.20
$32.76
$34.40
Hourly
0246
Senior Management
CON
895 $5,923
$6,219
$6,530
$6,857
$7,200
$7,560
$7,938
Monthly
Analyst (Confidential)
$71,076
$74,628
$78,360
$82,284
$86,400
$90,720
$95,256
Annual
Tier 1
$34.17
$35.88
$37.67
$39.56
$41.54
$43.62
$45.80
Hourly
5246
Senior Management
CO2
895 $5,372
$5,641
$5,923
$6,219
$6,530
$6,857
$7,200
Monthly
Analyst (Confidential)
$64,464
$67,692
$71,076
$74,628
$78,360
$82,284
$86,400
Annual
Tier 2
$30.99
$32.54
$34.17
$35.88
$37.67
$39.56
$41.54
Hourly
SECTION 3. The following positions of the Office of the Chief Executive Officer, Finance
Department and Information Technology Department, placed under the Confidential Employees
Unit Salary Schedule, are hereby revised to reflect the salary ranges and monthly pay rates of
pay specified, effective June 26, 2016.
Class
Class
Salary
Grade
Step
Code
Title
Plan
1
2
3
4
5
6
7
0026
Administrative Secretary
CON
593 $3,989
$4,188
$4,397
$4,617
$4,848
$5,090
$5,345
Monthly
(Confidential)
$47,868
$50,256
$52,764
$55,404
$58,176
$61,080
$64,140
Annual
Tier 1
$23.01
$24.16
$25.37
$26.64
$27.97
$29.37
$30.84
Hourly
5026
Administrative Secretary
CO2
593 $3,618
$3,799
$3,989
$4,188
$4,397
$4,617
$4,848
Monthly
(Confidential)
$43,416
$45,588
$47,868
$50,256
$52,764
$55,404
$58,176
Annual
Tier 2
$20.87
$21.92
$23.01
$24.16
$25.37
$26.64
$27.97
Hourly
0063
Budget Analyst
CON
679 $6,234
$6,546
$6,873
$7,217
$7,578
$7,957
$8,354
Monthly
$74,808
$78,552
$82,476
$86,604
$90,936
$95,484
$100,248
Annual
Tier 1
$35.97
$37.77
$39.65
$41.64
$43.72
$45.91
$48.20
Hourly
5063
Budget Analyst
CO2
679 $5,654
$5,937
$6,234
$6,546
$6,873
$7,217
$7,578
Monthly
$67,848
$71,244
$74,808
$78,552
$82,476
$86,604
$90,936
Annual
Tier 2
$32.62
$34.25
$35.97
$37.77
$39.65
$41.64
$43.72
Hourly
0809
Budget Specialist
CON
891 $5,181
$5,440
$5,712
$5,997
$6,297
$6,612
$6,943
Monthly
$62,172
$65,280
$68,544
$71,964
$75,564
$79,344
$83,316
Annual
Tier 1
$29.89
$31.38
$32.95
$34.60
$36.33
$38.15
$40.06
Hourly
5809
Budget Specialist
CO2
891 $4,699
$4,934
$5,181
$5,440
$5,712
$5,997
$6,297
Monthly
$56,388
$59,208
$62,172
$65,280
$68,544
$71,964
$75,564
Annual
Tier 2
$27.11
$28.47
$29.89
$31.38
$32.95
$34.60
$36.33
Hourly
0040
Computer Operations/
CON
689 $6,436
$6,757
$7,095
$7,450
$7,823
$8,214
$8,624
Monthly
Networking Supervisor
$77,232
$81,084
$85,140
$89,400
$93,876
$98,568
$103,488
Annual
Tier 1
$37.13
$38.98
$40.93
$42.98
$45.13
$47.39
$49.75
Hourly
5040
Computer Operations/
CO2
689 $5,838
$6,130
$6,436
$6,757
$7,095
$7,450
$7,823
Monthly
Networking Supervisor
$70,056
$73,560
$77,232
$81,084
$85,140
$89,400
$93,876
Annual
Tier 2
$33.68
$35.37
$37.13
$38.98
$40.93
$42.98
$45.13
Hourly
0021
Deputy City Clerk
CON
656 $4,954
$5,202
$5,462
$5,735
$6,022
$6,323
$6,639
Monthly
$59,448
$62,424
$65,544
$68,820
$72,264
$75,876
$79,668
Annual
Tier 1
$28.58
$30.01
$31.51
$33.09
$34.74
$36.48
$38.30
Hourly
5021
Deputy City Clerk
CO2
656 $4,493
$4,718
$4,954
$5,202
$5,462
$5,735
$6,022
Monthly
$53,916
$56,616
$59,448
$62,424
$65,544
$68,820
$72,264
Annual
Tier 2
$25.92
$27.22
$28.58
$30.01
$31.51
$33.09
$34.74
Hourly
0084
Management Analyst
CON
872 $5,641
$5,923
$6,219
$6,530
$6,857
$7,200
$7,560
Monthly
(Confidential)
$67,692
$71,076
$74,628
$78,360
$82,284
$86,400
$90,720
Annual
Tier 1
$32.54
$34.17
$35.88
$37.67
$39.56
$41.54
$43.62
Hourly
5084
Management Analyst
CO2
872 $5,117
$5,372
$5,641
$5,923
$6,219
$6,530
$6,857
Monthly
(Confidential)
$61,404
$64,464
$67,692
$71,076
$74,628
$78,360
$82,284
Annual
Tier 2
$29.52
$30.99
$32.54
$34.17
$35.88
$37.67
$39.56
Hourly
0046
Systems & Programming
CON
730 $8,129
$8,536
$8,963
$9,411
$9,881
$10,375
$10,894
Monthly
Supervisor
$97,548
$102,432
$107,556
$112,932
$118,572
$124,500
$130,728
Annual
Tier 1
$46.90
$49.25
$51.71
$54.29
$57.01
$59.86
$62.85
Hourly
5046
Systems & Programming
CO2
730 $7,373
$7,742
$8,129
$8,536
$8,963
$9,411
$9,881
Monthly
Supervisor
$88,476
$92,904
$97,548
$102,432
$107,556
$112,932
$118,572
Annual
Tier 2
$42.54
$44.67
$46.90
$49.25
$51.71
$54.29
$57.01
Hourly
SECTION 4. All parts of resolutions in conflict herewith are hereby rescinded.
PASSED AND ADOPTED this 21St day of June, 2016.
Stephen M. Mensinger, Mayor
ATTEST:
Brenda Green, City Clerk
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss
CITY OF COSTA MESA )
APPROVED AS TO FORM:
Thomas Duarte, City Attorney
I, Brenda Green, City Clerk of the City of Costa Mesa, DO HEREBY CERTIFY that the
above and foregoing is the original of Resolution No. 16- and was duly passed and
adopted by the City Council of the City of Costa Mesa at a Regular Meeting held on the 21St day
of June, 2016, by the following roll call vote, to wit:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
IN WITNESS WHEREOF, I have hereby set my hand and affixed the seal of the City of
Costa Mesa this 22nd day of June, 2016.
BRENDA GREEN, CITY CLERK
(SEAL)
Attachment 14
CITY OF COSTA MESA Class Code:
Established Date: Website Coordinator 0038/5038
DESCRIPTION:
Under general supervision, performs technical and professional work and is responsible for updating,
maintaining and designing website content related to the City's Internet and intranet sites; performs technical
web site input, trouble shooting, editing, graphic design and analysis.
CLASS CHARACTERISTICS:
This is a journey level position. An incumbent in this classification works under the direction of the Division
Manager and is responsible for maintaining and updating the City's website. Work is performed with
considerable initiative and a high level of independence within defined areas of pertinent laws and regulations.
ESSENTIAL FUNCTIONS:
These functions may not be present in all positions in this class. When a position is to be filled, the essential
functions will be noted in the announcement of position availability. Management reserves the right to add,
modify, change or rescind work assignments as needed.
Operates and maintains the City's web sites and City's mobile application including troubleshooting web
pages for Internet and intranet functions.
Develops and writes new web content, including graphics and scripting as necessary.
Advises staff on web site issues including web page change requests.
Participates in the training of users for new or modified application programs, web pages and related
procedures.
Participates in the design and implementation of systems and web pages.
Attends meetings with consultants, City officials and outside agencies to meet project requirements and
resolve concerns/conflicts.
Collaborates with Communications division public information officers, graphic designers, photographers, and
videographers, other department/division web liaisons to identify, define, and develop website content.
Operates web -related and other computer equipment and applies a wide variety of software to
web/Internet/intranet tasks.
Evaluates content management systems and other software packages and makes recommendations.
Makes oral and written reports and prepares related material and statistical data.
Establishes and maintains good working relationships with the public, coworkers, and other local agencies.
QUALIFICATIONS GUIDELINES:
A typical way to obtain the requisite knowledge and abilities to perform the duties and responsibilities of this
classification is as follows:
EDUCATION, TRAINING AND/OR EXPERIENCE:
Two (2) years of increasingly responsible work experience related to maintaining and updating websites is
required.
Associates Degree from an accredited college or university in a related field with substantial course work in
web design is required. Graduation from an accredited four-year college or university with a major or
specialized coursework in Management Information Systems or related field desirable. Work experience
directly related to this position may be substituted for the required education on a year -for -year basis.
REQUISITE KNOWLEDGE AND SKILL LEVELS:
Knowledge of principles, practices and techniques of internet/intranet technology, programming and
programming documentation.
Knowledge of languages, databases, SQL, Linux, HTML 5, CSS, CMS, JavaScript, Adobe Acrobat,
Photoshop, and Corel Draw.
Knowledge of web site content development techniques, architectural design, visual design and graphics
design related to web site functions.
Knowledge of practices and trends in web site programming and use.
Knowledge of methods of research, analysis and report writing as they relate to area assigned.
REQUISITE ABILITIES:
Ability to analyze, design, program, install and maintain software, web pages and on-line forms.
Ability to develop test plans to determine web site functionality.
Ability to use a wide variety of web site related software.
Ability to perform a variety of related tasks and activities including data input and document generation.
Ability to understand and carry out oral and written instructions independently.
Ability to read, interpret and apply a variety of materials related to the area assigned.
Ability to handle multiple deadlines and multiple projects.
Ability to work in accordance with established policies and procedures.
Ability to communicate effectively both verbally and in writing.
Ability to prepare and maintain concise, comprehensive records and reports.
Ability to establish and maintain effective working relationships with employees, City officials, representatives
of other agencies and the general public; meets the public with courtesy and tact.
Ability to work early morning, late evening and/or weekend assignments when necessary.
SUPPLEMENTAL INFORMATION:
PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS:
Please contact Human Resources for a summary of the essential tasks and environmental factors for this
classification.
Employee accommodations for physical or mental disabilities will be considered on a case-by-case basis.
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Attachment 2
CITY OF COSTA MESA, CALIFORNIA
PRELIMINARY OPERATING AND
CAPITAL IMPROVEMENT
BUDGET FISCAL YEAR 2016-2017
CITY COUNCIL
Stephen M. Mensinger
Mayor
James M. Righeimer
Mayor Pro Tem
Katrina Foley Sandra L. Genis
Council Member Council Member
Thomas R. Hatch
Chief Executive Officer
Prepared by the Finance Department
Stephen G. Dunivent
Interim Finance Director
In collaboration with
Ernesto Munoz
Public Services Director
Gary Monahan
Council Member
CITY CHIEF EXECUTIVE OFFICER'S
BUDGET MESSAGE
May 3, 2016
Honorable Mayor, Members of the City Council, and Citizens of Costa Mesa:
I am pleased to submit the Fiscal Year 2016-17 Preliminary Operating and Capital
Budget. The objectives used in developing this budget are to submit a balanced budget
to the City Council; to do the best job possible of maintaining current excellent levels of
service to the community; to implement City Council's priorities as feasible; and to be
prudent in our revenue estimates and cautiously optimistic overall. The City's
management team and staff have put together an operating and capital expenditure
plan that addresses the City Council's priorities while fulfilling the service requirements
of the people who live, work, and play in our community.
As presented, this represents a balanced budget for the coming fiscal year without the
use of General Fund reserves and provides the highest level of service to the
community within existing financial resources.
This Preliminary Budget maintains and, in a few areas, enhances the current level of
service from FY 15-16. Having already reduced operating expenditures to a minimum
base level in prior years, management used the FY 15-16 budget as the starting point
while allowing Departments to make their requests known for new items that they
believed met the community and City Council needs.
On March 3, 2015 the Council adopted updated financial and budget policies. These
policies are outlined in detail in the Appendix Section. Highlights of these policies as
they relate to this budget include:
• Consistency with Council and CEO priorities
• Balanced budgets with the exception of using dedicated non -General Fund
balances for carry-over or one-time items consistent with the purpose of those
funds
• Realistic assumptions for revenue forecasts
• A minimum of 5% General Fund revenues dedicated to funding capital projects
plus an additional 1.5% of General Fund revenues dedicated to capital facilities
• A goal of $1 million budgeted for contingencies
• Provision for an additional $500,000 payment to reduce unfunded pension
liabilities
The first set of FY 16-17 General Fund base operating budget requests submitted by
the departments to the Finance Department totaled $116.2 million; $1.04 million or 1%
over the prior year budget. A large part of this increase was due to an increase in
pension costs, assumption of increased number of filled positions, increases in utilities
and certain other operating costs offset by the deletion of some one-time items in the
non -departmental section of the budget. In addition, departments requested $2.7
million in budget increases for operating expense increases, enhanced service levels
and a few new positions. During the month of March, the Budget Review Team held
meetings with each department to review and discuss these budget requests.
The first set of FY 16-17 revenue estimates totaled $116.8 million using the
assumptions of modest economic growth, a gradually improving real estate market and
development activity in the City. Revenue assumptions are discussed in detail in the
Summaries of Financial Data section of this budget book.
The departmental budget requests and revenue estimates described above yielded a
balance of about $600,000 to fund $2.7 million in requests for increases. The budget
was balanced using the following process in concert with discussions with the CEO,
department heads, Finance and departmental budget liaisons:
• All requests for increases were analyzed on the basis of need and
department priority and classified into categories:
o Transfers and required items (e.g. cost increases in existing
service or commodity contracts) which totaled $624,244.
o Department priority one items which totaled $285,096.
o Department priority two items which totaled $402,330.
o Department priority three items which totaled $134,740.
o Department priority four items which totaled $983,083.
o Some requests were withdrawn which totaled $254,661.
After review and evaluation, all transfers, required items and priority
one, two and three items were funded. The priority four items were
deferred to future years. Examples of the funded items will be noted in
the following Highlights of the Preliminary Budget section.
• Initial City-wide salary savings of $3.18 million increased by $1.4 million
representing an average City-wide vacancy factor of 6.15% for the
entire fiscal year
• Revenue projections were increased by about $543,000 based on
updated year-to-date actuals and other items.
2
As a quick overview, here is the Preliminary Budget for FY 16-17 for all funds compared
to the FY 15-16 Adopted Budget:
PRELIMINARY BUDGET -ALL FUNDS
Appropriations Adopted Preliminary Increase/(Decrease)
All Funds FY 15-16 FY 16-17 Amount Percent
Operating Budget
$ 119,009,800 $
120,809,731
$ 1,799,931
1.5%
Transfers Out
9,416,140
7,752,242
(1,663,898)
-17.7%
Capital Budget
25,763,929
15,994,334
(9,769,595)
-37.9%
Total
$ 154,189,869 $
144,556,307
$ (9,633,562)
-6.2%
GENERAL FUND PRELIMINARY BUDGET
The General Fund provides 90.7% of the total operating budget for all governmental
funds. The total preliminary General Fund budget is $117 million, an increase of $2.2
million or 1.9% from the current year adopted budget. Table 1 is a summary of the total
General Fund resources and requirements for FY 16-17:
Table 1
Estimated Revenues
Transfers In
Use of Fund Balance
Total Resources
Operating Budget
Transfers Out
Total Appropriations
GENERAL FUND PRELIMINARY BUDGET
Adopted
Preliminary
Increase/(Decrease)
FY 15-16
FY 16-17
Amount
Percent
$ 113,638,900
$ 117,376,187
$ 3,737,287
3.3%
400,000
-
(400,000)
-100.0%
$ 114,038,900
$ 117,376,187
$ 3,337,287
2.9%
$ 106,186,760 $ 109,623,945 $ 3,437,185
9,016,140 7,752,242 (1,263,898)
$ 115,202,900 $ 117,376,187 $ 2,173,287
3
3.2%
-14.0%
1.9%
FINANCIAL OUTLOOK
As a result of the projection for slowing growth in the economy, forecasted changes in
revenue sources are projected to be mixed. Slight decreases from current year levels
of revenue are forecasted for licenses and permits, fines and forfeitures, use of money
and property and fees and charges for services. Modest growth is forecasted for sales
and use tax, property tax, motor vehicle license fees, transient occupancy tax (TOT),
and franchise fees. The City will evaluate revenues and continue to find ways to
mitigate costs. Doing so will continue to stabilize the City's budget, provide necessary
services to the community and work towards re -building reserves.
The City remains careful about its cash position. With the depletion of reserves in
previous years, it is very important for the City to maintain a balanced budget and
stabilize cash. Based on the timing of the receipt of certain revenues, the City has
periods of time when it uses more cash than it receives. That use of cash is
replenished later in the fiscal year with the receipt of property tax revenue. The General
Fund had operating surpluses at the end of both FY 13-14 and FY 14-15 which helped
increase the overall cash position. The City plans for this trend to continue in the current
fiscal year.
HIGHLIGHTS OF THE PRELIMINARY BUDGET
The FY 16-17 preliminary budget contains funding for on-going services to the
community. The following highlights reflect some of the changes and facts regarding
the budget:
• Budgeted amounts for the City's share of employee pension cost are affected by:
o Increased pension rates from CaIPERS
o Miscellaneous employees contributing 60% of their rate increases
o Inclusion of new, lower cost pension tier rates
o Added costs of $5,850 for required CaIPERS actuarial reports.
• The budget contains funding for an additional payment of $500,000 toward
reducing the unfunded liability associated with pension costs.
• General Fund contribution to Capital Projects is 5% of the General Fund budget:
$5,963,263
• General Fund contribution to Capital Facility Projects is 1.5% of the General
Fund budget: $1,788,979
• Capital Projects include the third year of advance funding of a four-year level -pay
plan for the next generation of the 800 MHz Coordinated Communication
System. Capital Projects also include $1,600,000 for Fairview Park -related
maintenance and $2.6 million for Jack Hammett fields and ADA improvements.
• Continued allocation of funds for scanning and automated retrieval of city
documents.
• Allocations to the Self -Insurance Fund increased by $250,000 as part of a multi-
year plan to rebuild the fund balance. Additional allocations are planned after the
General Fund Reserves target is fulfilled.
• Allocations to the Information Technology (IT) Replacement Fund will increase
from $150,000 to $200,000 for the accumulation of funds for future IT equipment
replacements and upgrades.
.19
• Police Department
o Anticipated approval of the Costa Mesa Police Association memorandum
of understanding.
o Purchase of new department issued firearms
o Funded ten new e -citation devices compatible with the county -wide
system.
o General fund assumed $185,000 in employee costs previously funded by
the Narcotics Asset Forfeiture Fund.
• Fire Department
o Funded contracting out annual fire hose testing.
o Funded 15 iPads used to enter patient data to maintain county -wide
reporting standards in emergency medical services.
o Funded an additional $75,000 in contracted fire safety building plan check
and inspection services.
• Development Services:
o Adds one full-time Senior Combination Inspector.
o Funded an additional $30,000 for night-time inspections
o Funded and additional $18,500 for training and development of new staff.
• Public Services Department
o Funded $55,000 for additional consultant help with transportation
workload.
o Funded $25,000 for consulting and other support costs related to the
Bikeway & Walkability Committee.
o Funded $60,000 for the Bike Safety Education Program.
o Funded $50,000 for additional city tree trimming.
o Funded $13,860 for State mandated prevailing wage increase for tree
workers.
o Funded ongoing $50,000 for Fairview Park cattail removal.
• Contingency appropriations are $1,000,000.
GENERAL FUND RESERVES/USE OF FUND BALANCE
The General Fund — Total Fund Balance was $53.8 million as of June 30, 2015. The
City continues to maintain a $14.125 million emergency general operating reserve, in
addition to reserves for workers' compensation, general liability claims, and
compensated absences. On March 3, 2015 the Council reviewed a new Reserves
Study that took a risk-based approach to establishing reserves for economic volatility,
major infrastructure failure, natural disasters and other emergencies. The Council
approved a reserves goal of $55 million and a plan to achieve that goal by increasing
existing reserves by up to $1.5 million per year funded by any actual annual operating
surplus. The City is within $1.2 million of that goal.
A schedule of estimated fund balances for all budgeted funds is found in the Summaries
of Financial Data section of this budget book.
5
CAPITAL IMPROVEMENT PROJECTS
The preliminary capital budget is recommended in the amount of nearly $16 million. In
reviewing the Capital Improvement budget, it is important to keep in mind that most
projects are funded by restricted revenue sources or grants. Consequently, there will
potentially be significant differences from year to year in both the numbers of projects
adopted and the total dollars budgeted. The lower funding compared to FY 15-16 is
due to one-time funds of $4 million used in FY 15-16 for the Library/Neighborhood
Community Center/Park project and reduced FY 16-17 estimates for Gas Tax, Narcotics
Asset Forfeiture Funds, Measure M, Traffic Impact Fees, and Drainage Fees.
Approximately $7.75 million or 49% of the total funding for capital projects is from the
General Fund; $2.4 million or 15% is from the Park Development Fund, $2.1 million or
13% is funded by Gas Tax, and $1.8 million or 11 % is from Measure M Funds.
Table 2 below illustrates the total capital projects funding by category planned for FY
16-17. Please see the Capital Improvement Program section of this budget for the
complete list of projects and project details.
Table 2
CAPITAL IMPROVEMENT PROJECTS
Adopted
Preliminary
Increase (Decrease)
FY 15-16
FY 16-17
Amount
Percent
Parkway & Median Improvements
$
700,000
$
160,000
$ (540,000)
-77.1%
Fairview Park Program
110,000
1,600,000
1,490,000
1354.5%
Street Improvements & Maintenance
6,675,946
3,501,137
(3,174,809)
-47.6%
Storm Drain Improvements
510,000
600,000
90,000
17.6%
Curbs & Sidewalks
1,150,000
400,000
(750,000)
-65.2%
Traffic Planning
1,022,208
742,000
(280,208)
-27.4%
Active Transportation Programs
-
300,000
300,000
N/A
Traffic Operations
-
604,990
604,990
N/A
Park Development & Maintenance
5,702,350
4,105,965
(1,596,385)
-28.0%
Building Maintenance
2,977,255
1,009,622
(1,967,633)
-66.1%
Capital Facility Projects
5,676,201
1,788,979
(3,887,222)
-68.5%
Next Gen. 800 MHz Comm. System
1,239,969
1,181,641
(58,328)
-4.7%
Total Appropriations
$
25,763,929
$
15,994,334
$ (9,769,595)
-37.9%
General Funds
$
12,663,536
$
7,752,242
(4,911,294)
-38.8%
Other Funds
13,100,393
8,242,092
(4,858,301)
-37.1%
Total Appropriations
$
25,763,929
$
15,994,334
$ (9,769,595)
-37.9%
0
BUDGETARY REPORTING AWARDS
The Preliminary Budget was prepared in accordance with local ordinances, state
statutes, and best practices in budgeting recommended by the National Advisory
Council on State and Local Budgeting (NACSLB). Additionally, this document will also
be prepared in a manner that meets the Budget Awards Program criteria established by
the Government Finance Officers Association (GFOA) of the United States and Canada
and the California Society of Municipal Finance Officers (CSMFO).
The Government Finance Officers Association of the United States and Canada
presented a Distinguished Budget Presentation Award to the City of Costa Mesa for its
annual budget document for the fiscal year beginning July 1, 2015. This is the 15th
consecutive year that the City has received this prestigious award. In order to receive
this award, a governmental unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device. This award is valid for one year only.
In addition, the California Society of Municipal Finance Officers presented the
Excellence in Operational Budgeting, and the Excellence in Public Communications
awards to the City of Costa Mesa for its FY 15-16 Adopted Budget.
Staff believes the FY 16-17 Preliminary Operating & Capital Improvement Budget
document will continue to conform to the award program requirements. The City will
again apply to both GFOA and CSMFO for these awards.
SUMMARY
Although current economic conditions continue to be favorable, this Preliminary Budget
continues to be careful with our reliance on volatile Sales Tax revenue. The budget
maintains a lower level of reoccurring cost in addition to a fewer number of full-time
employees, in order to support an important capital improvement program. It does
however, propose a balanced financial plan, maintains, and in a few areas, enhances
the current level of service and enhances infrastructure improvements.
ACKNOWLEDGEMENT
The development of the Preliminary Budget takes a great amount of staff time and
effort, and has to be completed within a defined timeline. I sincerely appreciate the
contribution made by all department directors, division managers, and departmental
budget liaisons. Special recognition is extended to the Finance Department budget
team and Central Services staff. I thank the City Council for their continued support in
making Costa Mesa a financially stable and well-balanced community.
Respectfully submitted,
, Kow �' ;� W
Thomas R. Hatch
Chief Executive Officer
City of Costa Mesa
rl
CITY OF COSTA MESA, CALIFORNIA
FY 2016-17 OPERATING & CAPITAL BUDGET IN BRIEF
The Fiscal Year 2016-17 Preliminary Budget reflects the operating and capital spending plans for the General
Fund, Special Revenue Funds, Capital Project Funds, and Internal Service Funds. The total preliminary budget
for all funds is $144.6 million, a decrease of $9.6 million, or 6.2% compared to the adopted budget for FY 15-16.
Table 1 illustrates these amounts.
TABLE 1
PRELIMINARY BUDGET -ALL FUNDS
Appropriations Adopted Preliminary Increase/(Decrease) FY 16-17
All Funds FY 15-16 FY 16-17 Amount Percent % of total
Operating Budget
$ 119,009,800
$ 120,809,731
$ 1,799,931
1.5%
83.6%
Transfers Out
9,416,140
7,752,242
(1,663,898)
-17.7%
5.4%
Capital Budget
25,763,929
15,994,334
(9,769,595)
-37.9%
11.1%
Total
$ 154,189,869
$ 144,556,307
$ (9,633,562)
-6.2%
100.0%
GENERAL FUND BUDGET OVERVIEW
For all governmental funds, the General Fund comprises 90.7% of the operating budget and 80.1% of the
operating and capital budget. Therefore, the succeeding discussion will focus primarily on the General Fund.
The preliminary General Fund budget is $117.4 million, an increase of $2.2 million, or 1.9% compared to the FY
15-16 adopted budget. Table 2 below illustrates the components and the changes of the preliminary budget as
compared to the prior year's budget.
TABLE 2
Expenditure Category
Salaries & Benefits
Maint. & Operations
Fixed Assets
Transfers Out
Total
GENERAL FUND OPERATING BUDGET
Adopted Preliminary Increase/(Decrease) FY 16-17I
FY 15-16 FY 16-17 Amount Percent % of total
$ 78,892,688
$ 80,926,283
$ 2,033,595
2.6%
68.9%
27,202,418
28,442,090
1,239,672
4.6%
24.2%
91,654
255,572
163,918
178.8%
0.2%
9,016,140
7,752,242
(1,263,898)
-14.0%
6.6%
$ 115,202,900
$ 117,376,187
$ 2,173,287
1.9%
100.0%
Salaries & Benefits: Budgeted personnel costs increased by $2 million, or 2.6%. This increase is attributed to a
number of factors including merit increases, change in retirement rates and recent approval of the Costa Mesa
Police Association memorandum of understanding. Budgeted positions are set at the level of personnel needed to
continue providing expected levels of services to the community.
CITY OF COSTA MESA, CALIFORNIA
Maintenance & Operations (M&O): The maintenance and operations category includes such things as: office
supplies; office equipment; electricity, gas and water for all City owned property including parks, medians, street
lights and traffic signals; principal and interest payments on outstanding City debt. The preliminary budget for
maintenance and operations accounts is $28.4 million, a net increase of $1.2 million or 4.6% compared to the FY
15-16 adopted budget. Nearly half of the increase is attributed to general liability costs with the remainder of the
increase found in consulting, landscaping and sprinkler maintenance and repair.
Transfers Out: The preliminary budget includes an operating transfer out of 5% of General Fund Revenues, to
fund various Capital Improvement Projects. In addition, another 1.5% of General Fund Revenues is dedicated to
Capital Facilities Projects.
The total adopted FY 16-17 General Fund estimated revenue is $117.4 million, a decrease of $0.8 million or
0.68% compared to projected revenues for FY 15-16. Table 3 illustrates the General Fund revenue sources that
fund City services.
TABLE 3
GENERAL FUND ESTIMATED REVENUES
Projected
Preliminary
Increase/(Decrease)
FY 16-17
Revenue Source
FY 15-16
FY 16-17
Amount
Percent
% of total
Taxes
$ 95,772,143
$ 94,962,112
$ (810,031)
-0.8%
80.9%
Licenses & Permits
2,433,063
2,173,933
(259,130)
-10.7%
1.9%
Fines & Forteitures
1,556,315
1,475,000
(81,315)
-5.2%
1.3%
Use of Money & Property
3,275,132
3,164,021
(111,111)
-3.4%
2.7%
Other Governmental Agencies
10,292,409
10,678,708
386,299
3.8%
9.1%
Fees & Charges for Services
3,865,600
3,848,306
(17,294)
-0.4%
3.3%
Other Revenue
979,506
1,074,107
94,601
9.7%
0.9%
Total
$ 118,174,168
$ 117,376,187
$ (797,981)
-0.7%
100.0%
Note: Excludes Transfers In
Revenues: The City has been experiencing increases in Sales Tax, Property Tax, Transient Occupancy Tax
(TOT) and Building Permit revenue up to and including the current fiscal year. The outlook for these revenues for
FY 16-17 is more modest growth and in some cases, some slowing.
Property Tax, Sales Tax, Transient Occupancy Tax, and Franchise Fees are projected to grow modestly. Sales
Tax is the largest revenue source and is estimated at $54.6 million, or 46.5% of the total General Fund revenues
estimated for FY 16-17.
The overall estimated decline of 0.7% in revenues is driven by two main factors. Part of the historical Sales &
Use Tax revenue includes the backfill from the State in the form of property taxes (accounted for as Sales Tax In -
Lieu). This backfill from the State is the result of the "triple flip", which was approved by the voters in 2004 under
Proposition 57 to finance the State's Fiscal Recovery Bonds. Under this Proposition, the State took one fourth of
the local agencies' sales tax and backfilled it with a like amount in property taxes from the Educational Revenue
Augmentation Fund (ERAF). FY 15-16 is the last year of the triple flip and the projected revenues include nearly
$3.5 million in a final "true -up" payment. While this causes the FY 16-17 amounts to appear to be declining, the
core amount of Sales Tax is projected to increase by 3.4% for FY 16-17. Costa Mesa's sales tax base remains
strong with South Coast Plaza; the Harbor Boulevard of Cars; a host of other retailers throughout the City; a
variety of restaurants and hotels; and major businesses and industries located within the City.
10
CITY OF COSTA MESA, CALIFORNIA
Graph 1 illustrates the categories of businesses and industries that generated sales tax revenue for the City in
calendar year 2015. (Source: HdL)
GRAPH 1
Restaurants And Hotels
11.3%
General Consumer Goods
48.6%
City of Costa Mesa
%S
Autos And Transportation
19.1%
Building And Construction
4.8%
Business And Industry
8.0%
Food And Drugs
3.5%
Fuel And Service Stations
4.6%
For FY 16-17, estimated revenue from Property Taxes is $25.9 million, which represents 22.1% of the total
General Fund revenue. This estimate is an increase of $442,523 or 1.7% over the projected revenue for FY 15-
16. The City is expecting an increase in revenue due to: property values increasing over the prior year; resale
activity and new construction being added to the property tax roll. Included in the estimates are Secured Property
Tax at $23.7 million, Unsecured Taxes at $800,417 Supplemental Taxes at $500,000; Homeowner's Exemption
($7,000 of assessed value is exempt from property tax, which is made up by State subvention) at $157,584;
Delinquent Taxes at $50,000; and $750,000 derived from Property Transfers (assessed at 55 cents for every
$500 of market value at the time of transfer — half of this amount or 27.5 cents goes to the County).
For FY 16-17, preliminary estimated revenue from Motor Vehicle License Fee (VLF) is $9.9 million, which
represents 8.4% of the total General Fund revenue. This estimate reflects an increase of $218,102 or 2.3% from
the projected revenue in FY 15-16. The increase is due to the estimate from the VLF Swap which includes an
increase based on the projected increases in assessed property values.
Transient Occupancy Tax (TOT) is the City's fourth largest revenue source. For FY 16-17, estimated revenue
from TOT is $8.5 million, which represents 7.3% of the total General Fund revenue. The projected amount
reflects an increase of $44,260 or 0.5% from the current year projected revenue. Since 2010, the City has seen a
continued increase in TOT revenue when compared to the prior year.
For FY 16-17, preliminary estimated revenue from all Franchise Fees is $5.0 million, which represents 4.2% of
total General Fund revenues. The projected amounts reflect a decrease of $61,678 or 1.2% from the projected in
FY 15-16.
Descriptions, assumptions, and a ten-year historical trend on the General Fund revenue sources by major
categories can be found in the following Summaries of Financial Data section of this book.
11
CITY OF COSTA MESA, CALIFORNIA
OTHER GOVERNMENTAL FUNDS
To gain a better understanding of the budget as a whole, the General Fund budget is compared to the entire
budget covering all governmental funds. The Operating Transfers Out are excluded from this comparison to
avoid duplicate counting of resources. Table 4 illustrates this relationship.
TABLE 4
GOVERNMENTAL FUNDS PRELIMINARY BUDGET
INTERNAL SERVICE FUNDS
The City uses Internal Service Funds to account for the following activities:
a) Equipment Replacement Fund (ERF) — This fund accounts for fleet services provided by the Maintenance
Services Division to the user -departments. For FY 16-17, the preliminary budget is $3.0 million and the estimated
revenue is $784,725. The difference will be provided from the accumulated fund balance. The funding necessary
to replace vehicles is accumulated in the ERF over a number of years based upon an established replacement
schedule. Among the items scheduled for replacement are five police patrol vehicles, as well as replacement of
aging support vehicles for fire, development services, public services and parks vehicles and two new code
enforcement vehicles. All will be purchased without incurring additional City debt.
Under the Internal Service Funds method of accounting for fleet services, user -departments are charged an
internal rent monthly. This rent is split into the estimated cost for future replacement vehicles and actual
maintenance charges, including fuel. Staff uses an inflationary factor compounded annually to determine the
estimated future replacement cost divided by the estimated life of the vehicles. Maintenance charges are based
on actual usage of fuel and the service, including labor, materials, and overhead costs.
b) Self -Insurance Fund — This fund accounts for the Risk Management Program dealing with workers'
compensation, general liability, and unemployment insurance. The FY 16-17 preliminary budget totals $4.7
million, $444,669, or 10% over the current adopted budget.
The City currently contracts with separate vendors for workers' compensation and managed care services that
historically were handled together. Since the City has separated the two, it has been able to take advantage of
competitive rates and additional cost savings on medical expenses.
The unemployment insurance portion is based on actual payments to the State Employment Development
Department (EDD), which processes the claims for unemployment benefits on behalf of the City. The City
reimburses the EDD on a quarterly basis. Departments are charged back based on an established formula.
Revenues for the Self -Insurance Fund come from the internal charges to the user -departments based on
historical costs of incurred losses, insurance premiums, and other services provided by the Risk Management
12
Adopted
Preliminary
Increase/(Decrease)
FY 16-17
Fund Types
FY 15-16
FY 16-17
Amount
Percent
% of total
General Fund *
$ 106,586,760
$ 109,623,945
$ 3,037,185
2.8%
75.8%
Special Revenue Funds
14,156,416
9,966,172
(4,190,244)
-29.6%
6.9%
Capital Project Funds
24,757,280
17,316,608
(7,440,672)
-30.1%
12.0%
Internal Service Funds
8,689,413
7,649,582
(1,039,831)
-12.0%
5.3%
Total
$ 154,189,869
$ 144,556,307
$ (9,633,562)
-6.2%
100.0%
* Excludes Transfers Out
INTERNAL SERVICE FUNDS
The City uses Internal Service Funds to account for the following activities:
a) Equipment Replacement Fund (ERF) — This fund accounts for fleet services provided by the Maintenance
Services Division to the user -departments. For FY 16-17, the preliminary budget is $3.0 million and the estimated
revenue is $784,725. The difference will be provided from the accumulated fund balance. The funding necessary
to replace vehicles is accumulated in the ERF over a number of years based upon an established replacement
schedule. Among the items scheduled for replacement are five police patrol vehicles, as well as replacement of
aging support vehicles for fire, development services, public services and parks vehicles and two new code
enforcement vehicles. All will be purchased without incurring additional City debt.
Under the Internal Service Funds method of accounting for fleet services, user -departments are charged an
internal rent monthly. This rent is split into the estimated cost for future replacement vehicles and actual
maintenance charges, including fuel. Staff uses an inflationary factor compounded annually to determine the
estimated future replacement cost divided by the estimated life of the vehicles. Maintenance charges are based
on actual usage of fuel and the service, including labor, materials, and overhead costs.
b) Self -Insurance Fund — This fund accounts for the Risk Management Program dealing with workers'
compensation, general liability, and unemployment insurance. The FY 16-17 preliminary budget totals $4.7
million, $444,669, or 10% over the current adopted budget.
The City currently contracts with separate vendors for workers' compensation and managed care services that
historically were handled together. Since the City has separated the two, it has been able to take advantage of
competitive rates and additional cost savings on medical expenses.
The unemployment insurance portion is based on actual payments to the State Employment Development
Department (EDD), which processes the claims for unemployment benefits on behalf of the City. The City
reimburses the EDD on a quarterly basis. Departments are charged back based on an established formula.
Revenues for the Self -Insurance Fund come from the internal charges to the user -departments based on
historical costs of incurred losses, insurance premiums, and other services provided by the Risk Management
12
CITY OF COSTA MESA, CALIFORNIA
Division. Internal charges include a $250,000 surcharge as the beginning of a multi-year plan to rebuild the
balance in this fund.
CAPITAL IMPROVEMENT PROJECTS
The City's Seven -Year Capital Improvement Program (CIP) is listed at the end of the Capital Improvement
Program section of this budget book. This section provides comprehensive, detailed information on the capital
projects that the City plans to undertake in the coming fiscal year and beyond. It also contains a summary listing
of recommended projects by funding source. Please refer to Table 2 in the Budget Message preceding this
section for the summary of capital project amounts by program category.
The following graph illustrates how much the City has expended to improve and maintain its infrastructure
including streets; curbs and sidewalks; storm drains; traffic operations; parks, parkways, and medians; and
buildings and facilities. Over the last 10 years, the City spent/appropriated approximately $133 million or an
average of $13.3 million a year for capital improvements.
GRAPH 2
CAPITAL IMPROVEMENT PROJECT EXPENDITURES
$30,000,000
$25,000,000
$25.8M
$20,000,000 $17` M' ,16.OM
$16.8M
$15,000,000 $12.5M
�� $10;7M
$11.2M
$10,000,000 $7.5M _00� $8.4M
9M
$5,000,000
� ,
�a� �Pa�` a� aa� ti P�aa� P��Ca,
��o�, 4�0$� ���, 0 4�yo'ti 4y��' 4�y�13 4y�' �, 4���'ti �`''y��► �14t���
11 y'Y�O'
ti
13
CITY OF COSTA MESA, CALIFORNIA
Use of fund balances: During times of emergency or due to other needs, the City may utilize its general
operating reserve (which is part of the "designated" fund balance) if circumstances warrant, as defined in the
Costa Mesa Municipal Code Section 2-205 et seq. The General Fund balance is distinguished from other fund
balances. Special Revenue Funds and Capital Projects Funds fund balances are earmarked for specific uses
based upon the criteria for which these funds were established. These types of funds may accumulate monies
over a period of one or more years for future appropriations. Then, when the City is ready and able to embark
upon a capital improvement project or special program that meets the specific requirements for the use of the
funds, appropriations from fund balances may be used.
A summary schedule of estimated available fund balances for all funds is found at the beginning of the
Summaries of Financial Data section. Table 5 lists the estimated fund balances to be used to support the FY 16-
17 preliminary budget.
TABLE 5
Fund Name
ESTIMATED FUND BALANCES TO BE USED
Gas Tax Fund
Prop. 172 Fund
AQMD Fund
Park Dev. Fees Fund
Suppl. Law Enf. Svcs. Fund
Traffic Impact Fees Fund
Equipment Replacement Fund
Total
Projected Bal. Projected Bal. Amount
07/01/2016 06/30/2017 To Be Used Percent
$ 597,265 $
49,707 $
547,558
91.7%
33,152
13,136
20,016
60.4%
89,773
(102,717)
192,490
214.4%
(2,159,871)
(2,179,919)
20,048
-0.9%
16,996
(44,543)
61,539
362.1%
3,415,491
2,860,491
555,000
16.2%
7,747,911
5,565,494
2,182,417
28.2%
$ 9,740,717 $
6,161,649 $
3,579,068
36.7%
14
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CITY OF COSTA MESA, CALIFORNIA
Attachment 3
SUMMARY OF REQUESTED CAPITAL IMPROVEMENT PROJECTS
by Funding Source
FISCAL YEAR 2016-2017
Req
Nbr Program/Project Name
Gas Tax Fund AQMD CDBG Fund Park Dev Drainage Traffic Impact
201 Fund 203 207 Fund 208 Fund 209 Fees Fund 214
Parkway & Median Improvements, Program #20111
1 Close Off Wall Openings- Various Locations
-
Subtotal Parkway & Median Improvements
Fairview Park, Program #20115
2 Fairview Park - Fence Along Placentia Ave
3 Fairview Park - On Call Environmental Services
4 Fairview Park - Plant Establishment and Pond Maintenance
-
5 Fairview Park - Storm Drain
365,000
6 Fairview Park - West Bluff Repair
Subtotal Fairview Park
365,000
Street Improvements, Program #30112
7 Citywide Street Improvements
910,287 298,725 -
8 Citywide Unimproved Alley
500,000
Subtotal Street Improvements
1,410,287 298,725
Storm Drain Improvements, Program #30122
9 Bristol Street Storm Drain Diversion Project
Subtotal Storm Drain Improvements
Curbs and Sidewalks, Program #30130
10 New Sidewalk/Missing Link Program
100,000
11 Parkway Improvement Program
250,000
12 Priority Sidewalk Repair
50,000
Subtotal Curbs and Sidewalks
400,000
Traffic Planning, Program #30210
13 Bus Bench Replacement
-
14 City Wayfindinq Siqnaqe Program
15 Fairview Road Improvements (Baker St. - Adams Av.)
16 Newport Boulevard Widening Design from 19th St.to 17th St.
375,000
17 Red Hill Avenue Medians (McCormick Ave. to Bristol St.)
18 SR -55 Access Study
19 Wilson Street Widening Design from College Ave. to Fairview Rd.
350,000
Subtotal Traffic Planning
725,000
Active Transportation Programs, Program #30225
20 Bicycle Rack Improvements Citywide
-
21 West 19th Street Bicycle Trail to Greenville -Banning Channel/Santa Ana
River
Subtotal Active Transportation Improvements
Traffic Operations, Program #30241
22 Citywide Traffic Signal Preemption
23 Baker - Coolidge Avenue Traffic Signal Modifications
24 Baker - Randolph Avenue Traffic Signal Installation
-
25 Bristol Street Traffic Signal Synchronization
125,396
26 Fairview Road - Arlington Drive Traffic Signal Modification
-
27 Harbor Boulevard Traffic Signal Synchronization
179,594
Subtotal Traffic Operations
304,990
Park Maintenance, Program #40111
28 Fairview Park - Rehabilitate Parking Lot
-
29 Pinkley Park - Replace Arbor
30 Various Park - Sidewalk Replacement
Subtotal Park Maintenance
Park Development, Program #40112
31 Costa Mesa High School Stadium - 1,000 Additional Bleachers
-
32 Donald Dungan Library and Neighborhood Community Center
300,000
33 Heller Park - ADA Accessibility Improvements
- -
34 Jack Hammett Field 1 and 2 Upgrades
2,370,965
35 Jack Hammett - Addition of a Storage Facility
-
36 Jack Hammett - ADA Improvements
275,000
37 Paularino Park - Replace Picnic Shelter
-
38 Smallwood Park Improvements
39 Tewinkle Park- Landscape Medians
40 Tewinkle Park - Skate Park Expansion
Subtotal Park Development
300,000 275,000 2,370,965
Capital Facility Account, Program #50905
41 Police Department Facility Expansion - Conceptual Design
Subtotal Capital Facility Account
CITY OF COSTA MESA, CALIFORNIA
SUMMARY OF REQUESTED CAPITAL IMPROVEMENT PROJECTS
by Funding Source
FISCAL YEAR 2016-2017
Capital Improvement Fund 401
Measure M
Req Capital Funds CEO Funding
Nbr Program/Project Name Expenditures Capital Facility 415/416 Total Recommended
Parkway & Median Improvements, Program #20111
1 Close Off Wall Openings- Various Locations
Subtotal Parkway & Median Improvements
Fairview Park, Program #20115
2 Fairview Park - Fence Along Placentia Ave
3 Fairview Park - On Call Environmental Services
4 Fairview Park - Plant Establishment and Pond Maintenance
5 Fairview Park - Storm Drain
6 Fairview Park - West Bluff Repair
Subtotal Fairview Park
Street Improvements, Program #30112
7 Citywide Street Improvements
8 Citywide Unimproved Alley
Subtotal Street Improvements
Storm Drain Improvements, Program #30122
9 Bristol Street Storm Drain Diversion Project
Subtotal Storm Drain Improvements
Curbs and Sidewalks, Program #30130
10 New Sidewalk/Missing Link Program
11 Parkway Improvement Program
12 Priority Sidewalk Repair
Subtotal Curbs and Sidewalks
160,000 160,000 160,000
160,000 160,000 160,000
380,000
380,000
-
50,000
50,000
50,000
100,000
100,000
100,000
885,000
1,250,000
1,250,000
200,000
200,000
200,000
1,615,000
1,980,000
1,600,000
1,792,125 3,001,137 3,001,137
500,000 500,000
1.792.125 3.501.137 3.501.137
600,000 600,000 600,000
600,000 600,000 600,000
100,000 100,000
250,000 250,000
50,000 50,000
400,000 400,000
Traffic Planning, Program #30210
300,000
-
50,000
13 Bus Bench Replacement
40,000
40,000
250,000
14 City Waylindinq Siqnaqe Program
50,000
50,000
-
15 Fairview Road Improvements (Baker St. - Adams Av.)
17,000
17,000
17,000
16 Newport Boulevard Widening Design from 19th St.to 17th St.
-
375,000
375,000
17 Red Hill Avenue Medians (McCormick Ave. to Bristol St.)
1,188,000
1,188,000
-
18 SR -55 Access Study
250,000
250,000
-
19 Wilson Street Widening Design from College Ave. to Fairview Rd.
-
350,000
350,000
Subtotal Traffic Planning
1,545,000
2,270,000
742,000
Active Transportation Programs, Program #30225
20 Bicycle Rack Improvements Citywide
50,000
50,000
50,000
21 West 19th Street Bicycle Trail to Greenville -Banning Channel/Santa Ana
River
250,000
250,000
250,000
Subtotal Active Transportation Improvements
300,000
300,000
300,000
Traffic Operations, Program #30241
22 Citywide Traffic Signal Preemption
23 Baker - Coolidge Avenue Traffic Signal Modifications
24 Baker - Randolph Avenue Traffic Signal Installation
25 Bristol Street Traffic Signal Synchronization
26 Fairview Road - Arlington Drive Traffic Signal Modification
27 Harbor Boulevard Traffic Signal Synchronization
Subtotal Traffic Operations
Park Maintenance, Program #40111
28 Fairview Park - Rehabilitate Parking Lot
29 Pinkley Park - Replace Arbor
30 Various Park - Sidewalk Replacement
Subtotal Park Maintenance
Park Development, Program #40112
31 Costa Mesa High School Stadium - 1,000 Additional Bleachers
32 Donald Dungan Library and Neighborhood Community Center
33 Heller Park - ADA Accessibility Improvements
34 Jack Hammett Field 1 and 2 Upgrades
35 Jack Hammett - Addition of a Storage Facility
36 Jack Hammett - ADA Improvements
37 Paularino Park - Replace Picnic Shelter
38 Smallwood Park Improvements
39 Tewinkle Park- Landscape Medians
40 Tewinkle Park - Skate Park Expansion
Subtotal Park Development
Capital Facility Account, Program #50905
41 Police Department Facility Expansion - Conceptual Design
Subtotal Capital Facility Account
300,000
300,000
-
50,000
50,000
50,000
250,000
250,000
250,000
-
125,396
125,396
75,000
75,000
-
-
179,594
179,594
675,000
979,990
604,990
220,000 220,000 220,000
150,000 150,000 150,000
75,000 75,000 75,000
445,000 445,000 445,000
625,000 -
625,000
625,000
- 1,676,201
1,976,201
1,976,201
135,000 -
135,000
-
-
2,370,965
2,370,965
660,000
660,000
-
-
275,000
275,000
70,000
70,000
70,000
250,000
250,000
-
275,000
275,000
2,035,000 1,676,201 6,657,166 5,337,166
CITY OF COSTA MESA, CALIFORNIA
SUMMARY OF REQUESTED CAPITAL IMPROVEMENT PROJECTS
by Funding Source
FISCAL YEAR 2016-2017
Req
Nbr Program/Project Name
Building Maintenance, Program #50910
42 Balearic Center - Install New HVAC Unit
43 Balearic Center -Construct Underqroundinq of New Electrical
44 Building Maintenance Projects
45 City Clerk's Office Remodel
46 City Hall 2nd Floor - Carpet Replacement
47 City Hall 2nd Floor - Paint Interior
48 City Hall 5th Floor - Carpet Replacement
49 City Hall 5th Floor - Paint Interior
50 City Hall EV Charging Stations
51 City Hall PA System Replacement
52 City Hall- Replace Mechanical Door Lock Cylinders
53 Corp Yd & PD- Replace Automated Fuel Dispensing System
54 Corporation Yard- Replace Four (4) Fuel Dispensers
55 DRC - Replace Pool Heater
56 DRC - Replace Four (4) HVAC Units
57 Fleet Shop - Extend Bay 92 - Design
58 Fire Stations 9246: Critical Infrastructure Protection
59 Fire Station #2 - Front Public Access Parking for Baker Street
60 Fire Stations #2, #3 and #6 - Replace Fuel Tank Monitoring System
61 Fire Station #4 - Replace Roof
62 Fire Station #6- Repair Failing Perimeter Walls
63 Fire Station #6- Replace (3) HVAC Units & Control Systems
64 Mesa Verde Library- ADA Compliance Design
65 PD - Range Remodel / Update
66 Senior Center- ADA Accessibility Restroom Renovation
67 Senior Center- Elevator Control System Upgrade
68 Senior Center- Replacement of cabinets, counters, flooring, and doors
69 Westside Resource Center
Subtotal Building Maintenance
Administration, Program #50001
70 Relocation of IT Department
Subtotal Administration
Technical Support & Maintenance, Program #51020
71 800 MHz CCCs Next Generation Update
Subtotal Technical Support & Maintenance
Total FY 16-17 Fund Allocations
Gas Tax Fund AQMD CDBG Fund Park Dev Drainage Traffic Impact
201 Fund 203 207 Fund 208 Fund 209 Fees Fund 214
$ 2,110,287 $ 304,990 $ 573,725 $ 2,370,965 $ 365,000 $ 725,000
Funded: $ 2,110,287 $ 304,990 $ 573,725 $ 2,370,965 $ 365,000 $ 725,000
CITY OF COSTA MESA, CALIFORNIA
SUMMARY OF REQUESTED CAPITAL IMPROVEMENT PROJECTS
by Funding Source
FISCAL YEAR 2016-2017
Capital Improvement Fund 401
Measure M
Req Capital Funds CEO Funding
Nbr Program/Project Name Expenditures Capital Facility 415/416 Total Recommended
Building Maintenance, Program #50910
42 Balearic Center - Install New HVAC Unit
43 Balearic Center -Construct Underqroundinq of New Electrical
44 Building Maintenance Projects
45 City Clerk's Office Remodel
46 City Hall 2nd Floor - Carpet Replacement
47 City Hall 2nd Floor - Paint Interior
48 City Hall 5th Floor - Carpet Replacement
49 City Hall 5th Floor - Paint Interior
50 City Hall EV Charging Stations
51 City Hall PA System Replacement
52 City Hall- Replace Mechanical Door Lock Cylinders
53 Corp Yd & PD- Replace Automated Fuel Dispensing System
54 Corporation Yard- Replace Four (4) Fuel Dispensers
55 DRC - Replace Pool Heater
56 DRC - Replace Four (4) HVAC Units
57 Fleet Shop - Extend Bay #2 - Design
58 Fire Stations #2-#6: Critical Infrastructure Protection
59 Fire Station #2 - Front Public Access Parking for Baker Street
60 Fire Stations #2, #3 and #6 - Replace Fuel Tank Monitoring System
61 Fire Station #4 - Replace Roof
62 Fire Station #6- Repair Failing Perimeter Walls
63 Fire Station #6- Replace (3) HVAC Units & Control Systems
64 Mesa Verde Library- ADA Compliance Design
65 PD - Range Remodel / Update
66 Senior Center- ADA Accessibility Restroom Renovation
67 Senior Center- Elevator Control System Upgrade
68 Senior Center- Replacement of cabinets, counters, flooring, and doors
69 Westside Resource Center
Subtotal Building Maintenance
Administration, Program #50001
70 Relocation of IT Department
Subtotal Administration
Technical Support & Maintenance, Program #51020
71 800 MHz CCCs Next Generation Update
Subtotal Technical Support & Maintenance
95,000
95,000
95,000
36,000
36,000
-
407,400
407,400
407,400
70,000
70,000
-
85,000
85,000
100,000
80,000
80,000
200,000
85,000
85,000
80,000
80,000
50,000
50,000
-
100,000
100,000
100,000
50,000
50,000
-
132,000
132,000
132,000
50,000
50,000
50,000
48,000
48,000
48,000
85,000
85,000
-
15,000
15,000
-
60,000
60,000
60,000
300,000
300,000
-
80,000 80,000
85,000
85,000
95,000
95,000
64,000
64,000
50,000
50,000
205,000
205,000
125,000
125,000 125,000
35,000
35,000
100,000
100,000
200,000
200,000
2,867,400
2,867,400 922,400
87,222 112,778 200,000 200,000
87,222 112,778 200,000 200,000
1,181,641 1,181,641 1,181,641
1,181,641 1,181,641 1,181,641
Total FY 16-17 Fund Allocations $ 11,511,263 $ 1,888,979 $ 1,792,125 $ 21,642,334 $ 15,994,334
includes grant funding
Funded: $ 5,963,263 $ 1,788,979 $ 1,792,125 $ 15,994,334
Attachment 4
FY 16-17 Preliminary Budget Study Session Follow-up
City Council Meeting Date: May 10, 2016
Vacancy list:
Assistant CEO Tammy Letourneau will provide the vacancy list to the City Council on a monthly basis.
Franchise fee revenue:
The reduction in franchise fee revenue (FY 16-17 budget compared to FY 15-16 projected) is due to the
FY 15-16 one-time receipt of $150,000 in reimbursement for large item pick-ups in the solid waste
franchise fee revenue category.
Property tax:
Property tax growth for FY 16-17 is budgeted to be 1.7% over FY 15-16 protected amounts. Three
factors contribute to this amount:
1. A basic 3% post -recession growth rate was applied to FY 15-16 budgeted amounts for secured
property tax based on historical trends. Secured property tax is running a bit above budget in the
current year. This is somewhat offset by a slowdown in supplemental property tax and penalties.
2. The Santa Ana/Colleen Island annexation adds an additional $8,777
3. Twenty-six new developments were analyzed with the assistance of Development Services. The
estimated impact of these developments on assessed values was spread over three years with nine of
the new developments included in FY 16-17. The estimated FY 16-17 increase for these was $213,000.
There were 57 additional residential units for calendar year 2015.
Landscaping Itemization:
As requested, provided in the attachment is the calculation of the proposed Landscaping and Sprinkler
increase.
Landscaping and
Sprinklers.pdf
Supplement 1
FY 16-17 Employee and Employer Retirement Rates:
The table below shows the breakdown between the employee and employer contribution rates as a
percentage of payroll:
Group
Employee
Employer
Total
Misc.
17.044%
26.187%
43.231%
Fire
5.000%
63.702%
68.702%
Police
11.000%
53.611%
64.611%
CPI adjustment on fees:
Regarding the concept of an annual CPI adjustment on fees, staff will consider including a fee schedule
in the FY 17-18 budget, prepare a list of fees that would be affected and the revenue impact of any
recommended fee changes. It should be noted that any revisions to Parks & Community Services would
also need to be reviewed by the Parks & Recreation Commission.
Requested Budget Increases/Decreases (RBI):
Attached is a comprehensive list of FY 16-17 citywide RBIs. This list includes all requests with highlights
of those approved.
}�-
All RBIs
Combined.pdf ,available upon request
Balearic Community Center:
Attached is the Balearic Community Center original agreement.
BCC Lease.pdf
Available upon request
Code Enforcement night-time inspections, $30,000 increase will be used for:
• Early morning inspections related to the homeless effort
• Group Home enforcement
• Concerns at Target
• Late night inspections at night clubs
• Noise/CUP concerns
CIP Projects #20-21 Active Transportation Program:
• Bike racks: Public Services staff will work with the Bikeway & Walkability Committee to
determine bike racks that are the best value for the City.
• Way finding: Staff will work with the Bikeway & Walkability Committee to determine additional
way finding signs along the bike trails that would benefit the trail users.
Self -Insurance Fund:
Attached is a summary of facts related to Fund 602 Self -Insurance Fund.
Fund 602.pdf
Supplement 2
2
Shalimar Street:
Parks & Community Services will consider options for a possible neighborhood park concept at the end
of Shalimar Street.
Jack Hammett Sports Complex:
Attached is Public Services Director Ernesto Munoz's budgetary estimates for the construction of two
synthetic turf fields and supporting facilities.
Jack Hammett
Sports Complex mer Supplement 3
Donald Dungan Library/NCC/Park and Fire Station 1:
See separate June 21, 2016 Council agenda item for revised schedule.
3
FY 16-17 Preliminary Budget Community Meeting Follow-up
Meeting Date: May 19, 2016
Capital Improvement Program (CIP):
In order to facilitate understanding of what projects are included in each program on the summary slide,
subtotals will be included on the CIP project listing. (Pages 226-229 of the FY 16-17 Preliminary
Operating & Capital Budget Book.)
Donald Dungan Library/NCC/Park and Fire Station 1:
See separate June 21, 2016 Council agenda item for revised schedule.
Citywide Alley Improvements:
As of FY 15-16, Project 300158 -Additional Lighting in Public Alley has a project balance of $95,393.
Public Services to evaluate continuation or reallocation of available funds.
Park Development Fees:
The table below details the revenue sources for Fund 208 -Park Development Fees:
FY 15-16 FY 15-16 FY 16-17
Revenue
Adopted
Actuals
Preliminary
Investment Earnings
$ 15,000
$ 17,174
$ 15,000
Park Development Fees
500,000
1,664,688
1,761,117
Total Fund 208
$515,000
$1,681,862
$1,776,117
Police Department Staffing Levels:
Attached is the Police Department's Personnel Summary for FY 14-15 and FY 15-16. The report contains
budgeted and filled positions; summarized by Organization and Program.
FY1415 and FY15
16 Adopted Budget
Supplement 4
El
Supplement 1
Landscaping and Sprinklers - 5187.691 increase
Program Description
FY 15-16 Adopted Budget
FY 16-17 Preliminary Budget (see below)
Increase
20111 Pkwy and Median Landscaping
834,400
903,207
68,807
20115 Fairview Park
-
83,000
83,000
40111 Park Maintenance
575,273
611,157
35,884
Totals
1,409,673
1,597,364
187,691
Program 20111
FY 15-16 Adopted Budget 834,400
FY 16-17 RBI - Additional tree trimming approved by City
Council. 50,000
FY 16-17 RBI - State of CA mandated prevailing wage increase
for tree workers 3.3%. 13,860
FY 16-17 RBI - CPI 2% Increase for Landscape Maintenance
contract. 4,947
FY 16-17 Preliminary Budget 903,207
Program 20115 - New Program for FY 16-17
FY 16-17 RBI - Increase due to new program dedicated to
Fairview Park. Wetlands maintenance contractor. Amount
($33,000) transferred from Program #40111. Appropriation of
$50,000 for Cattail removal by contractor. Total increased
requested $83,000 83,000
FY 16-17 Preliminary Budget 83,000
Program 40111
FY 15-16 Adopted Budget
FY 15-16 One-time negative RBI, reinstated for FY 16-17
FY 16-17 RBI - CPI 2% increase for Complete Landscape Care,
Inc. contract.
FY 16-17 RBI - Decrease from amount transferred to Fairview
Park Program #20115.
FY 16-17 Preliminary Budget
5
575,273
59,697
9,187
(33,000)
611,157
Workers' Comp. program
• June 30, 2015 fund balance ($6,235,233)
• Current cash balance: $4,094,047
• FY 16-17 revenues: $4,904,186
• FY 16-17 expenses: $4,682,440
• Projected improve fund balance by
$221746
• Plan for continued fund balance rebuilding
Supplement 3
CITY OF COSTA MESA
Department of Public Services / Administration
INTER OFFICE MEMORANDUM
TO: ���,,���The Honorable City Council
FROM:Eae rnesto Munoz, Public Services Director
DATE: ) May 20, 2016
SUBJECT: Jack Hammett Sports Complex — Budgetary Estimates for the
Construction of Two Synthetic Turf Fields and Supporting
Facilities
RECOMMENDATION
Approve funding for the construction of items 1, 2 and 3 below.
BACKGROUND
The Jack Hammett Sports Complex is a 14.5 -acre facility with six lit soccer fields,
a restroom/concession building, and on-site parking lots. The two fields closest to
Fairview Road (Fields 1 and 2) are High School regulation size. These two fields
are being proposed to be reconstructed with synthetic turf. In order to meet current
and anticipated demands, the existing restroom and parking lots are being
proposed to be expanded and new facilities added like permanent storage and
covered bleachers.
ANALYSIS
Keeping in mind that not all of the proposed improvements may be funded at this
time, the project has been designed with the possibility of being built in phases,
provided that the necessary infrastructure is constructed during the initial stages.
Following is a matrix of the proposed improvements and their associated costs in
today's dollars.
Item
Description
Estimated Cost
1
Fields 1 and 2 Upgrade
Work includes the
$4,048,000
removal of the
existing turf,
grading, drainage
system and fencing
2
Concrete Flatwork
ADA -accessible
$308,000
paths and areas
rl
3
Parking Lot
Expand the south
$885,000
parking lots to
increase the
number of parking
spaces
4
Restroom Expansion
Expand existing
$590,000
restroom building to
increase capacity
5
Bleachers
Install ADA-
$1,075,000
compliant covered
bleachers and park
amenities (trees,
seatwalls)
6
Storage
Construct
$660,000
permanent storage
and maintenance
facilities similar to
the ones near the
tennis courts at
CMHS
FISCAL IMPACT
$2.3 million remain unencumbered from prior year allocations for this project. The
Chief Executive Officer is recommending approval of additional funding for items
1, 2 and 3. The remaining items may be added to the 7 -year CIP.
Please let us know if we can answer any further questions relative to this item.
C'. Thomas R. Hatch, Chief Executive Officer
M.
mil
9
CITY OF COSTA MESA, CALIFORNIA Supplement 4
POLICE DEPARTMENT
PERSONNEL SUMMARY
BY DEPARTMENT/DIVISION/PROGRAM
FY 14-15 FY 14-15 FY 15-16 FY 15-16
Adopted Actuals Adopted Actuals
Police Administration - 15100
Police Chief
1.00 -
1.00
1.00
Police Lieutenant
1.00 1.00
1.00
1.00
Police Sergeant
1.00 2.00
1.00
1.00
Executive Secretary
1.00 1.00
1.00
1.00
Subtotal Administration - 50001
Police Sergeant
Police Training Assistant
Range Master
Subtotal Training - 10133
Total Police Administration Full-time Positions
Police Field Operations - 15300
Police Captain
Community Services Specialist
Crime Prevention Specialist
Park Rangers
Police Lieutenant
Police Officer
Police Sergeant
Senior Police Officer
Subtotal Field Area Policing - 10111
Police Officer
Police Sergeant
Subtotal Traffic Enforcement - 10113
Assistant Recreation Supervisor*
Police Officer
Subtotal Contract & Special Events - 10114
Police Training Assistant
Range Master
Police Officer
Police Sergeant
Subtotal Training - 10133
Police Officer
Subtotal Youth Crime Intervention - 10135
Police Captain
Animal Control Officer
Subtotal Animal Control - 10139
Police Officer
Subtotal 2010 COPS Hiring Grant - 70210
Total Police Field Operations Full-time Positions
10
4.00
4.00
4.00
4.00
-
-
1.00
1.00
-
-
1.00
1.00
-
-
1.00
-
-
-
3.00
2.00
4.00
4.00
7.00
6.00
1.00
1.00
1.00
1.00
10.00
6.00
5.00
6.00
1.00
1.00
1.00
-
-
-
5.00
2.00
4.00
4.00
3.00
3.00
54.00
56.00
56.00
57.00
13.00
10.00
14.00
12.00
7.00
4.00
5.00
1.00
90.00
82.00
90.00
82.00
12.00
9.00
12.00
11.00
2.00
1.00
2.00
1.00
14.00
10.00
14.00
12.00
0.50
0.50
-
-
1.00
1.00
1.00
1.00
1.50
1.50
1.00
1.00
1.00
1.00
-
-
1.00
-
-
-
-
1.00
-
-
1.00
1.00
-
-
3.00
3.00
-
-
-
-
-
1.00
-
-
-
1.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
-
3.00
-
-
-
3.00
-
-
110.50
101.50
107.00
98.00
CITY OF COSTA MESA, CALIFORNIA
POLICE DEPARTMENT
PERSONNEL SUMMARY
BY DEPARTMENT/DIVISION/PROGRAM
FY 14-15 FY 14-15 FY 15-16 FY 15-16
Adopted Actuals Adopted Actuals
Police Support Services - 15400
Police Captain 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00
Logistical Support Manager 1.00 - 1.00 -
Subtotal Administration - 50001
Civilian Investigator
Court Liaison Officer
Crime Analyst
Office Specialist II
Police Lieutenant
Police Officer
Police Sergeant
Senior Police Officer
Subtotal Crime Investigation - 10120
Community Services Specialist
Police Officer
Police Sergeant
Subtotal Special Investigation Unit - 10127
Police Records Bureau Supervisor
Police Records Administrator
Police Records Bureau Shift Supervisor
Senior Police Records Technician
Subtotal Records/Info Systems - 10131
Crime Scene Investigation Supervisor
Crime Scene Specialist
Subtotal Crime Scene Invest/Photos - 10132
Executive Secretary
Police Officer
Police Sergeant
Senior Police Officer
Subtotal Youth Crime Intervention - 10135
Code Enforcement Officer
Property Evidence Supervisor
Property Evidence Specialist
Subtotal Property & Evidence - 10136
Police Sergeant
Community Services Specialist
Crime Scene Specialist
Custody Officer
Subtotal Jail - 10137
3.00
2.00
3.00
2.00
1.00
1.00
1.00
1.00
-
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
15.00
6.00
15.00
7.00
2.00
1.00
2.00
2.00
-
-
-
1.00
21.00
11.00
22.00
15.00
1.00
1.00
1.00
1.00
7.00
2.00
7.00
3.00
1.00
1.00
1.00
1.00
9.00
4.00
9.00
5.00
1.00
-
1.00
-
1.00
1.00
1.00
1.00
3.00
3.00
3.00
3.00
16.00
12.00
16.00
14.00
21.00
16.00
21.00
18.00
1.00
1.00
1.00
1.00
3.00
3.00
4.00
3.00
4.00
4.00
5.00
4.00
1.00
1.00
1.00
1.00
8.00
1.00
7.00
3.00
1.00
-
1.00
-
-
1.00
1.00
-
10.00
3.00
10.00
4.00
-
-
1.00
-
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
3.00
2.00
1.00
-
-
-
-
1.00
-
-
-
1.00
-
-
7.00
1.00
-
-
8.00
3.00
-
-
CITY OF COSTA MESA, CALIFORNIA
POLICE DEPARTMENT
PERSONNEL SUMMARY
BY DEPARTMENT/DIVISION/PROGRAM
12
FY 14-15
FY 14-15
FY 15-16
FY 15-16
Adopted
Actuals
Adopted
Actuals
Police Support Services - 15400 continued
Police Lieutenant
-
-
1.00
1.00
Communications Officer
16.00
11.00
16.00
9.00
Communications Supervisor
4.00
4.00
4.00
4.00
Park Ranger
-
-
-
1.00
Senior Communications Officer
1.00
1.00
1.00
1.00
Senior Communications Supervisor
1.00
1.00
1.00
1.00
Subtotal Telecomm Operations - 51010
22.00
17.00
23.00
17.00
Communications Installer
1.00
1.00
1.00
1.00
Electronics Technician
1.00
1.00
1.00
1.00
Subtotal Technical Support/Maint - 51020
2.00
2.00
2.00
2.00
Police Sergeant
1.00
-
1.00
-
Subtotal Emergency Services - 51040
1.00
-
1.00
-
Police Officer
-
1.00
-
-
Subtotal 2010 COPS Hiring Grant - 70210
-
1.00
-
-
Total Police Support Services Full-time Positions
103.00
65.00
99.00
69.00
Total Department Full-time Positions
217.50
170.50
213.00
173.00
*Position previously titled "Special Events Coordinator"
Sworn Positions
136
109
136
112
Non -Sworn Positions
81.5
61.5
77
61
Total
217.50
170.50
213.00
173.00
12
ATTACHMENT 5
CITY OF COSTA MESA
Department of Public Services/Administration
INTER OFFICE MEMORANDUM
TO: Stephen Dunivent, Interim Finance Director
FROM: 54 Ernesto Munoz, Public Services Director
DATE: / May 27, 2016
SUBJECT: Parks & Recreation Commission recommended changes to CIP
The Parks and Recreation Commission, at their meeting of May 26, 2016, motioned to
recommend the following changes to the proposed CEO -recommended CIP projects for
FY 2016-2017:
1. Move Item # 31, Costa Mesa High School Stadium — 1,000 Additional Bleachers
- $625,000 to Fiscal Year 2017-2018
2. Items #34 and 36, Jack Hammett Fields 1 and 2 Upgrades —Approve Item
Numbers 1, 2, and 3 from the memorandum from the Public Services Director
(Attachment 1). The revised amount for Item #34 is $2,666,000.
3. Add Item to 7 -Year CIP under FY 2018-2019: Safety Lighting at Wilson Park
4. Move up Item in 7 -Year CIP: Move Vista Park Veteran's Memorial from FY 18-
19 to FY 17-18
5. Remove Item from 7 -Year CIP: Lions Park (Davis Field) Scoreboard
The Commission expressed an overall support for the remaining items and the 7 -Year
CIP, and voted unanimously to recommend approval of the proposed CIP budget and 7 -
Year CIP with the suggested changes.
The following public comment was also received:
1. Add to 7 -Year CIP: Landscape Mace Avenue Alley (#38 between Nutmeg Place
and Corsica Place).
c: Bart Mejia, Acting City Engineer
City of Costa Mesa
FY 16-17 Preliminary Budget Addendum
FY 15-16 Reaoorooriation of Proiect Funds
Item No. Fund
Department
1
401 Public Services
2
401 Public Services
3
401 Public Services
FY 16-17 Preliminary
Bud¢et Addendum
63,000
Item No. Fund
Department
1
101 CEO
2
101 Finance
3
101 Parks & Comm. Services
4
101 Info. Technology
5
101 Police Dept.
6
101 Police Dept.
7
101 Fire Dept.
8
101 Development Services
9
101 Public Services
10 101 Non -Departmental
11 101 Non -Departmental
12 101 Non -Departmental
101 Preliminary Budget before Addendum
101 Preliminary Budget after Addendum
Other Funds:
208 Park Dev. Fees
213 Supp. Law Enf. Fund
401 Capital Improvement Prog.
415 Measure M2 Regional Fund
Description
Jack Hammett Fields 1 and 2 Add'I Upgrade
Tewinkle Picnic Shelter
NMUSD Field Improvements
Description
Position exchange of Logistical Support Manager to Emergency Services
Administrator
Emergency Management Performance Grant
Position exchanges:
Add Asst. Dir., Community Improvement
Delete Community Improvement Manager
Add Code Enforcement Officer
Delete Assistant Planner
Position exchanges, program to program. Full-time Maintenance Worker and
Part-time Maintenance Assistant
Operating Transfer to Supplemental Law Enforcement Services Fund
Regular Salaries - Non -Sworn Confidential Unit
Salary Savings
Revenue adjustment
Operating Transfer in from General Fund
Highway Safety Improvement Program
Revenue adjustment
Attachment 6
Appropriation Revenue
300,000
100,000
(400,000)
Appropriation Revenue
(37,775)
16,710
190,414
(165,842)
86,463
(83,585)
(16,175)
44,544
16,136
(34,180)
16,710
16,710
16,710
$ 117,376,187 $
117,376,187
$ 117,392,897 $
117,392,897
(800,000)
44,544
63,000
63,000
-
(1,100,000)
Total Other Funds 63,000 (1,792,456)
All Funds Preliminary Budget before Addendum $ 144,556,307 -
Preliminary Budget after Addendum $ 144,636,017
Attachment 7
CITY OF COSTA MESA Senior Code Enforcement Class Code:
Established Date: July 1994 0119/5119
Revision Date: Officer
DESCRIPTION:
Under administrative direction, performs advanced level field inspections, and technical office -related work
associated with the enforcement of municipal property maintenance, land use, sign, business tax ordinances,
Group Home Ordinance, Health and Safety Code or other pertinent regulations; investigates complaints
related to possible code violations; develops evidentiary support for abatement actions when appropriate, and
performs day to day supervision of assigned Code Enforcement Officers.
CLASS CHARACTERISTICS:
This is an advanced journey level position. An incumbent in this classification works under the direction of
the Chief of Code Enforcement and is responsible for providing the day-to-day formal and/or functional
supervision over assigned Code Enforcement Officers.
Incumbents are expected to work independently and select appropriate work methods for the unit within
defined areas of pertinent laws and regulations and refer to supervisory personnel only those matters which
involve policy decisions, technical questions and unusual public or employee relations problems. Work is
assigned by the Chief of Code Enforcement who is distinguished from the Senior Code Enforcement Officer
by the responsibility for administering the operations of the division.
ESSENTIAL FUNCTIONS:
These functions may not be present in all positions in this class. When a position is to be filled, the essential
functions will be noted in the announcement of position availability. Management reserves the right to add,
modify, change or rescind work assignments as needed.
Supervises, trains, assigns, coordinates, and evaluates the work of assigned Code Enforcement Officers.
Conducts field inspection to ensure compliance with appropriate codes, ordinances and regulations.
Investigates, reviews and responds to complaints of possible ordinance violations and issues citations for
violations of the Municipal Code; International Property Maintenance Code; and represents the City in
prosecution of violator's proceedings.
Assists Code Enforcement Officers with the more complex code interpretations, reports, and field inspections
as needed.
Interviews property and business owners, residents, and members of the public concerning violations.
Oversees the processing of the Administrative citations and Public entertainment permit programs.
Oversees the processing of the Public records requests for the division.
Addresses concerns at the public counter.
Provides and ensures proper training for all assigned staff.
May represent the division at City meetings and with the general public.
Prepares reports of conditions for referral to proper authorities and prepares notices of violations and other
similar notices; follows up on legal advertisements and other similar notices and reports.
Provides information regarding compliance with property maintenance standards, land use, sign, group home
and business tax related ordinances.
Establishes and maintains good working relationships with the public, coworkers, and other local agencies.
May serve as Acting Chief of Code Enforcement.
Performs related duties as assigned.
QUALIFICATIONS GUIDELINES:
A typical way to obtain the requisite knowledge and abilities to perform the duties and responsibilities of this
classification is as follows:
EDUCATION, TRAINING AND/OR EXPERIENCE:
Three (3) year of increasingly responsible public contact work experience related to state and municipal code
enforcement. Prior administrative and supervisory experience is desirable.
High school graduation or its equivalent. Previous coursework or training related to the procedures of citation
issuance is desirable.
LICENSE AND/OR CERTIFICATE:
Class C California Driver's License. Revocation of license during employment may result in disciplinary action
or reassignment.
Successful completion of PC832 training is required by the end of the probationary period.
California Association of Code Enforcement Officers (CACEO) Academy Basic Certification is required by the
end of the probationary period.
Ability to be bonded is required.
REQUISITE KNOWLEDGE AND SKILL LEVELS:
Knowledge of the geography of the City, including locations and layout of streets.
Knowledge of local municipal zoning codes and ordinances, Uniform Housing Code, Fair Housing regulations,
in addition to some knowledge of the principles and practices of city planning.
Knowledge of effective supervisory principles and practices.
Knowledge of proper English usage, spelling, grammar, and punctuation.
Skill in establishing and maintaining effective working relations with employees, City officials, representatives
of other agencies, and the general public in sometimes adverse conditions.
Skill in reading and interpreting property maintenance and land use regulations, and applying this knowledge
to specific and complex situations.
Skill in utilizing modern office equipment including computers and standard business software (i.e. Microsoft
Office applications such as Word and Excel).
Skill in utilizing Permits Plus or similar building permit application is desirable.
Skill in effective verbal and written communication.
REQUISITE ABILITIES:
Ability to supervise, train, and evaluate the work of subordinates.
Ability to communicate effectively both verbally and in writing with various individuals, business and property
owners, city departments, and outside agencies.
Ability to follow oral and written instructions.
Ability to prepare and maintain concise, comprehensive records and reports.
Ability to work early morning, late evening and/or weekend assignments when necessary.
SUPPLEMENTAL INFORMATION:
PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS:
Please contact Human Resources for a summary of the essential tasks and environmental factors for this
classification.
Employee accommodations for physical or mental disabilities will be considered on a case-by-case basis.
Attachment 8
CITY OF COSTA MESA Class Code:
Established Date: Senior Management Analyst 02445244
Revision Date:
DESCRIPTION:
Under general supervision, provides advanced professional, technical, administrative, and analytical
assistance in conducting a variety of comprehensive analyses and coordinating municipal policies,
procedures and services in various City departments.
CLASS CHARACTERISTICS:
An incumbent in this advanced -journey level classification is expected to carry out advanced professional
assignments requiring independent judgment in the performance of duties. The Senior Management
Analyst position is distinguished from the Management Analyst position by the difficulty, scope, complexity,
and autonomy of the work performed. Incumbents work under the direction of the assigned Department
Director and may exercise functional supervision over assigned professional, technical and support staff.
Work is reviewed through daily/weekly consultation for accuracy, conformance with established standards
and quality and adherence to instructions.
ESSENTIAL FUNCTIONS:
These functions may not be present in all positions in this class. When a position is to be filled, the essential
functions will be noted in the announcement of position availability. Management reserves the right to add,
modify, change or rescind work assignments as needed.
Positions in the Senior Management Analyst classification have advanced analytical, administrative and/or
management duties and responsibilities in various administrative staff functions including, but not limited
to, the following which are described at the advanced -journey level:
PROJECT AND PROGRAM MANAGEMENT
Manage and develop significant projects and programs; monitor, advise on, conduct updates on projects
and programs; coordinate with other City programs and/or departments; ensure that program/project
activities comply with relevant federal, state, and local laws, policies, and regulations.
CITY COUNCIL/COMMISSION/BOARD/COMMITTEE SUPPORT
Compose comprehensive, concise and effective
Committees and Boards; present advanced staff
Commissions, Committees and Boards.
BUDGET/FINANCIAL ANALYSIS
written reports for City Council, Commissions,
reports or deliver presentations to City Council,
Annual budget preparation; budgetary monitoring and control; revenue and expenditure forecasting and
research; prepare equipment and personnel justifications; serves as the primary budget liaison for the
Department.
PROGRAM/ORGANIZATIONAL ANALYSIS
Advanced analysis and evaluation of department objectives, programs, organizational structures,
operations and control systems; City or department -wide coordination of major programs; analyze data
and prepare written and/or oral conclusions and recommendations on assigned projects; observe
operations and prepare forms, procedures, manuals and regulations aimed toward more effective
methods of operation.
LEGISLATIVE ANALYSIS/DEVELOPMENT
Evaluate effects of current and pending legislation on department programs and operations; develop
response and legislative proposals; act as liaison with State and federal officials; may assist with the
design and preparation of informational materials and literature.
PERSONNEL ADMINISTRATION
Initiate and process departmental personnel actions; interact with City Personnel Department on
recruitment, selection, classification, benefit, training, workers' compensation, disability and related issues;
monitor position control and performance review systems; provide departmental support during contract
negotiation process.
CONTRACT ADMINISTRATION
Research contract service and supply needs; develop and negotiate contract terms; monitor contract
compliance; mediate user/provider complaints; conduct on-site inspections to determine need or
compliance; provide information to public on contracts or available loan or grant programs.
SPACE MANAGEMENT/FIXED ASSET CONTROL
Evaluate operational needs for office or building space, office modification, equipment and
communications systems; analysis of current staff, equipment and space use; coordinate installation
and/or modification of facilities, systems and equipment.
STAFF SUPERVISION
Manage scheduling and coordinate manpower, equipment and materials; participate in training sessions
on methods, task instruction and related activities; identify work to be accomplished and determination of
processes, methods and procedures to be used; develop standards for work to be performed by using
established formulas and prepared data; evaluate work of assigned staff.
AUTOMATION COORDINATION
Supervise work of computer operations personnel and schedule work flow to facilitate production
requirements; develop operational procedures and methods for production and establish priority
schedules; coordinate system testing, and emergency and preventative maintenance; develop
implementation and training plans for the installation of new software and/or hardware.
FIRE ADMINISTRATION
Provides administrative support to the various Fire Department committees including Apparatus, Tools
and Equipment, Emergency Medical Services, Recruitment and Technology; workers compensation
administration; oversees private, state and federal grants, assists with application, tracks spending,
authorizes invoices for payment and assures compliance with grant protocol; files requests for state and
federal reimbursement for mutual aid expenses; reviews claims for motor vehicle accident cost recovery;
point of contact for all emergency medical services billing matters.
Perform other related work as required.
QUALIFICATIONS GUIDELINES:
A typical way to obtain the requisite knowledge and abilities to perform the duties and responsibilities of this
classification is as follows:
EDUCATION, TRAINING AND/OR EXPERIENCE:
Graduation from an accredited four-year college or university with major coursework in business
administration, public administration, or a closely -related field. A pertinent graduate degree is desirable.
Responsible professional experience equivalent to five years of full-time experience in a public agency
performing analytical work.
LICENSE AND/OR CERTIFICATE:
Class C California Driver's License. Revocation of license during employment may result in disciplinary
action or reassignment.
REQUISITE KNOWLEDGE AND SKILL LEVELS:
Principles and practices of administration including program monitoring, personnel policy, project
measurement and control administration.
Municipal operations, procedures, policies, laws, objectives and organization.
Research methods and techniques, statistical and work measurements, and standards development and
implementation.
Computer literacy.
Modern office practices, procedures and equipment.
Recordkeeping techniques and procedures.
Correct English usage, grammar, spelling, punctuation and vocabulary.
Budget systems and procedures.
REQUISITE ABILITIES:
Interpret specific rules, laws and policies and apply them in a variety of procedural situations.
Perform responsible and difficult administrative work with accuracy, speed and initiative.
Conduct analytical studies and surveys.
Prepare analytical reports and critiques of both policy and administrative matters.
Communicate effectively both orally and in writing.
Analyze situations accurately and adopt an effective course of action.
Establish and maintain effective and cooperative working relationships with department managers and
supervisors, co-workers and the general public.
Organize workload to ensure responsibilities are carried out in a timely manner.
SUPPLEMENTAL INFORMATION:
PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS:
Please contact Human Resources for a summary of the essential tasks and environmental factors for this
classification.
Employee accommodations for physical or mental disabilities will be considered on a case-by-case basis.
Attachment 9
CITY OF COSTA MESA Class Code:
Established Date: April 7, 2015 Senior Management Analyst - Confidential 0246/5246
Revision Date:
DESCRIPTION:
Under general supervision, provides advanced professional, technical, administrative, and analytical
assistance in conducting a variety of comprehensive analyses and coordinating municipal policies,
procedures and services in the Chief Executive Officer and Finance departments.
CLASS CHARACTERISTICS:
An incumbent in this advanced -journey level classification is expected to carry out advanced professional
assignments requiring independent judgment in the performance of duties. The Senior Management
Analyst (Confidential) position is distinguished from the Management Analyst (Confidential) position by the
difficulty, scope, complexity, and autonomy of the work performed. Incumbents work under the direction
of the assigned Department Director and may exercise functional supervision over assigned professional,
technical and support staff. Work is reviewed through daily/weekly consultation for accuracy,
conformance with established standards and quality and adherence to instructions.
CONFIDENTIAL EMPLOYEE DESIGNATION:
An employee in this classification may have access to decisions or the decision-making process of the City
concerning matters related to employer-employee relations and may have access to or may prepare
confidential materials and/or information and/or recommendations on behalf of the City in matters relating to
employer-employee relations.
ESSENTIAL FUNCTIONS:
These functions may not be present in all positions in this class. When a position is to be filled, the essential
functions will be noted in the announcement of position availability. Management reserves the right to add,
modify, change or rescind work assignments as needed.
Positions in the Senior Management Analyst classification have advanced analytical, administrative and/or
management duties and responsibilities in various administrative staff functions including, but not limited
to, the following which are described at the advanced journey level:
PROJECT AND PROGRAM MANAGEMENT
Manage and develop significant projects and programs; monitor, advise on, conduct updates on projects
and programs; coordinate with other City programs and/or departments; ensure that program/project
activities comply with relevant federal, state, and local laws, policies, and regulations.
CITY COUNCIL/COMMISSION/BOARD/COMMITTEE SUPPORT
Compose comprehensive, concise and effective
Committees and Boards; present advanced staff
Commissions, Committees and Boards.
BUDGET/FINANCIAL ANALYSIS
written reports for City Council, Commissions,
reports or deliver presentations to City Council,
Annual budget preparation; budgetary monitoring and control; revenue and expenditure forecasting and
research; prepare equipment and personnel justifications serves as the primary budget liaison for the
Department.
FINANCE ADMINISTRATION
Identify and resolve budgetary and financial issues and problems; provide timely, accurate, and
informative financial analysis; perform financial analysis and financial forecasting as assigned; review and
evaluate cost benefit proposals; make recommendations for improvements; participate in the production
of financial reports and budget reports for department use and attend and provide support to the Pension
Oversight Committee.
PROGRAM/ORGANIZATIONAL ANALYSIS
Advanced analysis and evaluation of department objectives, programs, organizational structures,
operations and control systems; City or department -wide coordination of major programs; analyze data
and prepare written and/or oral conclusions and recommendations on assigned projects; observe
operations and prepare forms, procedures, manuals and regulations aimed toward more effective
methods of operation.
LEGISLATIVE ANALYSIS/DEVELOPMENT
Evaluate effects of current and pending legislation on department programs and operations; develop
response and legislative proposals; act as liaison with State and federal officials; may assist with the
design and preparation of informational materials and literature.
PUBLIC INFORMATION PROGRAM
Gather information and composes press releases, publicity, announcements, online communications,
articles and letters on City programs, policies and actions as well as for community events and activities;
assist in creating presentations, printed materials and related community outreach materials; and assist
department representatives in preparing public information materials for presentation and distribution as
requested.
PERSONNEL ADMINISTRATION
Initiate and process departmental personnel actions; interact with the City's Human Resources Division on
recruitment, selection, classification, benefit, training, workers' compensation, disability and related issues;
and monitor position control and performance review systems.
LABOR RELATIONS
Conduct research and analysis; calculate costs and prepare confidential materials, reports and
recommendations on behalf of the City in matters relating to labor relations.
CONTRACT ADMINISTRATION
Research contract service and supply needs; prepare requests for proposals; develop and negotiate
contract terms; monitor contract compliance; mediate user/provider complaints; conduct on-site
inspections to determine need or compliance; provide information to public on contracts or available loan
or grant programs.
SPACE MANAGEMENT/FIXED ASSET CONTROL
Evaluate operational needs for office or building space, office modification, equipment and
communications systems; analysis of current staff, equipment and space use; coordinate installation
and/or modification of facilities, systems and equipment.
STAFF SUPERVISION
Manage scheduling and coordinate manpower, equipment and materials; participate in training sessions
on methods, task instruction and related activities; identify work to be accomplished and determination of
processes, methods and procedures to be used; develop standards for work to be performed by using
established formulas and prepared data; evaluate work of assigned staff.
AUTOMATION COORDINATION
Supervise work of computer operations personnel and schedule work flow to facilitate production
requirements; develop operational procedures and methods for production and establish priority
schedules; coordinate system testing, and emergency and preventative maintenance; develop
implementation and training plans for the installation of new software and/or hardware.
FIRE ADMINISTRATION
Provide administrative support to the various Fire Department committees including Apparatus, Tools and
Equipment, Emergency Medical Services, Recruitment and Technology; workers compensation
administration; oversee private, state and federal grants, assist with application, tracks spending,
authorize invoices for payment and assure compliance with grant protocol; file requests for state and
federal reimbursement for mutual aid expenses; review claims for motor vehicle accident cost recovery;
point of contact for all emergency medical services billing matters.
Perform other related work as required.
QUALIFICATIONS GUIDELINES:
A typical way to obtain the requisite knowledge and abilities to perform the duties and responsibilities of this
classification is as follows:
EDUCATION, TRAINING AND/OR EXPERIENCE:
Graduation from an accredited four-year college or university with major coursework in business
administration, public administration, or a closely -related field. A pertinent graduate degree is desirable
Responsible professional experience equivalent to five years of full-time experience in a public agency
performing analytical work.
LICENSE AND/OR CERTIFICATE:
Class C California Driver's License. Revocation of license during employment may result in disciplinary
action or reassignment.
REQUISITE KNOWLEDGE AND SKILL LEVELS:
Principles and practices of administration including program monitoring, personnel policy, project
measurement and control administration.
Municipal operations, procedures, policies, laws, objectives and organization.
Research methods and techniques, statistical and work measurements, and standards development and
implementation.
Computer literacy.
Modern office practices, procedures and equipment.
Recordkeeping techniques and procedures.
Correct English usage, grammar, spelling, punctuation and vocabulary.
Budget systems and procedures.
REQUISITE ABILITIES:
Interpret specific rules, laws and policies and apply them in a variety of procedural situations.
Perform responsible and difficult administrative work with accuracy, speed and initiative.
Conduct analytical studies and surveys.
Prepare analytical reports and critiques of both policy and administrative matters.
Communicate effectively both orally and in writing.
Analyze situations accurately and adopt an effective course of action.
Establish and maintain effective and cooperative working relationships with department managers and
supervisors, co-workers and the general public.
Organize workload to ensure responsibilities are carried out in a timely manner.
SUPPLEMENTAL INFORMATION:
PHYSICAL TASKS AND ENVIRONMENTAL CONDITIONS:
Please contact Human Resources for a summary of the essential tasks and environmental factors for this
classification.
Employee accommodations for physical or mental disabilities will be considered on a case-by-case basis.