HomeMy WebLinkAbout15 - PH-4 - Public Hearing for FY2021-2022 Proposed - 6/1/20211
CITY COUNCIL AGENDA
REPORT
MEETING DATE: JUNE 1, 2021 ITEM NUMBER: PH-4
SUBJECT: PUBLIC HEARING FOR FISCAL YEAR 2021-22 PROPOSED
OPERATING AND CAPITAL IMPROVEMENT PROGRAM BUDGET
DATE: JUNE 1, 2021
FROM: CITY MANAGER’S OFFICE
FINANCE DEPARTMENT
PRESENTATION BY: LORI ANN FARRELL HARRISON, CITY MANAGER
CAROL MOLINA, FINANCE DIRECTOR
FOR FURTHER INFORMATION CONTACT: CAROL MOLINA, FINANCE DIRECTOR,
(714) 754-5036
RECOMMENDATIONS:
Staff recommends that City Council:
1. Discuss the Fiscal Year 2021-2022 Proposed Operating and Capital Improvement
Budget; and
2. Approve Resolution 21-xx, adopting the Fiscal Year 2021-22 Operating and
Capital Improvement Budget; and
3. Authorize the City Manager and/or Finance Director to appropriate and transfer
Federal American Rescue Plan (ARP) Funds as needed to comply with U.S.
Treasury Guidelines and to facilitate audit review and compliance; or
4. Continue the Fiscal Year 2021-2022 Proposed Operating and Capital
Improvement Budget Public Hearing to June 15, 2021.
BACKGROUND:
The Proposed Budget for FY 2021-22 is designed to invigorate the City’s economic
recovery through strategic investments in Citywide infrastructure, restoring staffing and
services to pre-pandemic levels, and maximizing Federal stimulus dollars while the global,
national and regional economies recover from the impacts of COVID-19. The Proposed
All Funds Budget represents Phase Three of a multi-year effort to restore financial
sustainability for the City after experiencing significant revenue losses caused by the
pandemic.
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Phase One of the City’s economic stability plan, implemented in April 2020, for the final
quarter of FY 2019-20, was hugely successful resulting in a balanced year-end budget on
June 30, 2020 without the use of reserves. Phase Two of the City’s plan for economic
stability was the adoption of the current FY 2020-21 Budget that began last July 1, 2020,
which reduced spending across City Departments and implemented furloughs.
With the reopening of the California economy on June 15, 2021, next year’s Proposed FY
2021-22 Budget represents the third phase of implementation as it positions Costa Mesa
to succeed in overcoming the myriad challenges posed by the worldwide pandemic. The
City’s management team has developed a proposed expenditure plan for FY 2021-22 that
addresses many of the City Council’s goals and priorities, while providing the highest
levels of service to the community within existing financial resources. This year marks a
pivotal transition as the City continues to push vaccination efforts, see positive signs of a
potentially subsiding pandemic, and allows the City to chart a distinct path towards
economic resilience for both the near and long term.
Guiding Principles
The guiding principles that inspired the recommendations for the FY 2021-22 Budget were
created in January 2021, when the City Council conducted a Strategic Planning workshop
identifying key priorities, as well as a new Mission Statement for Costa Mesa, as follows:
“The City of Costa Mesa serves our residents, businesses, and visitors by promoting a
safe, inclusive, and vibrant community.”
In addition to a new Mission Statement, five new Strategic Plan Goals were developed:
Recruit and retain high quality staff;
Achieve long-term fiscal sustainability;
Strengthen public safety and keep the community safe;
Maintain and enhance the City’s infrastructure, facilities, equipment and
technology; and,
Diversify, stabilize, and increase housing to reflect community needs.
The recommendations contained in the FY 2021-22 Proposed Budget are rooted in the Five
Strategic Plan Goals created by the City Council for a safe, inclusive and vibrant City.
ANALYSIS:
The theme for the FY 2021-22 Proposed Budget, “Charting the Path to Recovery,”
conveys the restoration of core services while incorporating key strategies to ensure long-
term fiscal sustainability. It provides a framework for reinstating service levels cut during the
pandemic while using Federal American Rescue Plan funds, along with the City’s Disaster
Reserves, if needed, to sustain core services until revenues return to pre-pandemic levels.
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Overview of FY 2021-22 Proposed All Funds Budget
The Proposed FY 2021-22 Budget totals $197.9 million in All Funds. This reflects a $34.1
million, or 21 percent increase from the FY 2020-21 All Funds Budget of $163.8 million.
Table 1
FY 2021-22 PROPOSED BUDGET - ALL FUNDS
Appropriations
All Funds
Adopted
FY 2020-21
Proposed
FY 2021-22
Increase/Decrease
Amount Percent
Operating Budget
$ 145,841,031
$ 163,522,932
$ 17,681,901
12.1%
Transfers Out 4,099,924 9,841,585 5,741,661 140.0%
Capital Budget 13,855,245 24,566,362 10,711,117 77.3%
Total $ 163,796,201 $ 197,930,878 $ 34,134,678 20.8%
The All Funds Budget for a City contains all of the governmental, proprietary and internal
service funds of a City, including grants and other restricted funds designed for specific
services and purposes provided by higher levels of government (i.e. Federal, State and
County governments and agencies). As such, the All Funds Budget contains many funds that
are separate entities with specific accounting and reporting requirements as per government
regulations and in some cases, statutes. The City’s General Fund is not restricted and can
be used to provide a broad array of public services and is comprised of multiple revenue
sources including taxes (such as property, sales and hotel taxes, among others), user fees,
fines, facility rentals, and development related fees, to name a few.
Many of the City’s special and restricted funds receive ongoing revenue streams, while some
are one-time competitive grants and require careful monitoring and record keeping. In some
instances, a Fund can have available fund balances that have accumulated over time and are
expended as the need arises and/or to complete specific projects at assigned timeframes.
Hence, there is no one-size-fits-all solution to fund management and monitoring. Each Fund
is reviewed on a case-by-case basis to ensure sufficient fund balances and/or ongoing
revenues are or will be available to cover proposed expenses. The main factors related to
the year-over-year increase in the FY 2021-22 Proposed All Funds Budget are below.
Operating Budget
The projected increase of $17.7 million in the Operating Budget’s portion of the FY 2021-22
All Funds Budget is mostly comprised of the reinstated staffing and service levels previously
cut as a result of the pandemic’s fiscal impacts. The General Fund has the most significant
increase; estimated at $12.9 million. Of the $12.9 million increase in spending in the General
Fund, half of that amount or $6.6 million is from Federal American Rescue Plan Part Two
funds the City will receive after July 1, 2021.
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Staff is requesting approval from City Council to authorize the City Manager and/or Finance
Director to appropriate the American Rescue Plan (ARP) Funds as needed to comply with the
U.S. Treasury guidelines and to facilitate audit review and compliance.. The $6.6 million in
ARP funded restorations in the General Fund include 17.4 full-time and part-time positions
defunded throughout the City, as well as training, supplies, and other services.
Further, the Operating budget contains the 7.25 additional positions approved to administer
Measure Q, the retail cannabis measure, approved by the City Council in February 2021 and
estimated at $1.2 million. It is expected that the increased cost for staffing Measure Q will be
offset by Cannabis Conditional Use Permit and Business Permit fees, and the 7 percent tax
authorized by the voters. Lastly, the General Fund increase also reflects an additional $3.0
million to restore the five percent furlough cuts for all employees Citywide for the new fiscal
year starting July 1, 2021.
The FY 2021-22 Proposed Budget does not recommend the use of ARP Phase Two funds
for this purpose and instead recommends the use of Declared Disaster Reserves. That is
because the City Council previously approved ARP funds to eliminate furloughs and
reimburse employees for the cuts taken in the current year, FY 2020-21, from ARP Part One
monies. This action is recommended given the fact that the City has not yet dipped into its
reserves, and even if required to do so before June 30, 2021 for the current year, there is still
sufficient Council authority from Declared Disaster Reserves to cover this expense for one
more year. Utilizing a combination of Federal stimulus funds and Declared Disaster Reserves
will assist the City in restoring services to near pre-pandemic levels while the economy
recovers. However, based on feedback received at the May 25, 2021 Budget Study Session,
staff will be re-evaluating its recommendation and bring forth alternative recommendations at
the June 8, 2021 Study Session.
In addition, in order to implement efficiencies, staff is recommending that the City Council
grant authorization to the City Manager and/or Finance Director to appropriate, as received,
donations and grants awarded during the fiscal year up to $100,000, per source or grantor.
Any donations and grant awards with matching requirements or exceeding $100,000 from a
single source, grantor or sole source, will continue to require City Council approval. This
change will help to expedite the use and expenditure of the funds and remove the
administrative burden of preparing lengthy agenda reports for smaller grants.
Transfers Out
Transfers Out from All Funds total $9.8 million. Two Funds are transferring funds out to other
funds for planned and specific purposes. The main Transfer Out is from the General Fund
and totals $9.0 million. The General Fund is transferring monies into two funds, the Capital
Improvement Fund ($6.9 million) to support the Capital Assets Needs Ordinance (CAN)
contribution to the annual Capital Improvement Plan; and the Information Technology
Replacement Fund ($2.1 million) for the planned replacement of aging equipment and
software systems throughout the City. The second fund that is initiating a Transfer Out is the
Federal American Rescue Plan Fund that is transferring a combined $0.9 million to the
Information Technology Fund and the Capital Improvement Fund to reflect 1.5 percent and 5
percent of ARP local revenue replacement funds for each program area respectively.
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Capital Budget
The All Funds Capital Budget of $24.6 million reflects the City’s annual Capital Improvement
Program Budget that contains an increase of $10.7 million as a result of the full funding of the
CAN, as well as changes in other special and restricted funds for Capital projects. The FY
2021-22 transfer increase from the General Fund and the American Rescue Plan is $5.3
million, utilizing the projected modest increase in General Fund Revenues and the anticipated
receipt of American Rescue Plan funds, and $2.7 million in additional Measure M2 funding.
Additional detail regarding the CIP Budget was presented at the May 11, 2021 Study Session
for the CIP and is contained in further detail in the CIP section of the FY 2021-22 Proposed
Budget Book.
FY 2021-22 Proposed General Fund Budget Overview
The Proposed FY 2021-22 General Fund expenditure budget is $154.4 million. This reflects
an increase of $17.8 million or 13.0 percent, from the FY 2020-21 Adopted Budget of $136.6
million. Table 1 is a summary of the FY 2021-22 General Fund Proposed Budget.
Table 1
FY 2021-22 GENERAL FUND PROPOSED BUDGET
Actual Actual Adopted Proposed Increase/Decrease
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 Amount Percent
Estimated Revenues $144,928,663 $136,450,019 $126,360,101 $144,622,060 $18,261,959 14.50%
Transfers In 41,287 1,150,000 - 6,561,529 6,561,529 100.00%
Use of Fund Balance - - 10,277,168 3,219,101 -7,058,067 -68.70%
Total Resources $144,969,950 $137,600,019 $136,637,270 $154,402,680 17,765,421 13.00%
Operating Budget $127,472,196 $132,020,925 $132,537,346 $145,421,744 $12,884,398 9.70%
Transfers Out 20,049,116 5,405,141 4,099,924 8,980,936 4,881,012 119.10%
Total
Appropriations $147,521,312 $137,426,066 $136,637,270 $154,402,680 $17,765,410 13.00%
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General Fund Revenue Highlights
The FY 2021-22 Proposed Budget for General Fund revenue and other sources of funds totals
$154.4 million, a $17.8 million, or 13.0 percent increase from the current Adopted Budget.
The total amount of General Fund revenue and sources of funds is comprised of the following:
1) Projected recurring General Fund revenue of $144.6 million; 2) The use of $6.6 million in
Federal American Rescue Plan Funds (Part Two) as permitted by Congress to serve as
“revenue replacement” in the General Fund to restore cuts made due to the pandemic; and,
3) The use of an estimated $3.2 million in Declared Disaster Reserves, if needed, to cover
the restoration of employee base salaries previously reduced via furloughs.
Even with the planned use of $3.2 million in Declared Disaster Reserves next fiscal year, the
City will not have expended the full $10.3 million in reserves approved by the City Council to
address financial challenges related to the pandemic. Last year’s FY 2019-20 Budget closed
the fiscal year without requiring the use of reserves. The FY 2020-21 current year budget is
anticipated to draw down a maximum of $2.0 million from reserves to close the year in balance
in a worst case scenario. Under a best case scenario for the current year, the City will again
close its fiscal year in balance due to the aggressive and early budget balancing actions
implemented in April 2020 and beyond to ensure financial sustainability. Hence, the amount
recommended for a next year drawdown of funds is conservative and modest, allowing the
City to spread the use of Federal American Rescue Plan funds over the next two years as
permitted by the Federal government.
Recurring General Fund Revenue is showing signs of recovery, particularly in certain key
areas such as Sales Tax, Licenses and Permits, Use of Money and Property, and Fees and
Charges. The recurring portion of General Fund revenue projected for next year is $144.6
million and reflects the funds typically used to cover public safety, parks and community
services, development services, and other activities and programs known to residents.
Sales Tax: Sales tax is the largest revenue category in Costa Mesa, and is estimated at $61.0
million, or a 10 percent increase over the FY 2000-21 Adopted Budget; but still $4.0 million
below FY 2018-19 actuals, the last year with no pandemic fiscal impacts. The increase is
mostly attributed to the pent up demand of sales, including an increase in the sale of luxury
items, building and construction, and the exponential growth in online purchases.
Property Tax: All combined Property Tax revenues are estimated at $49.6 million, reflecting
a 12 percent growth over the current fiscal year, largely attributed to a steady increase in
assessed valuations for multiple property types and an increase in homes sales surpassing
the prior year.
Transient Occupancy Tax (TOT): Although key revenue areas are showing signs of economic
recovery, there are certain areas that continue to struggle. Transient Occupancy Tax,
estimated at $5.6 million, will likely struggle to recover to previous levels. The hotel, travel and
leisure industry was the most severely impacted sector of the economy suffering up to 60
percent losses in revenue due to government health orders restricting travel, conventions,
and conferences. This industry will likely not recover until 2024, at the earliest, as a result.
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Fees and Charges: Fees and Charges are assumed to recover for the most part, but not to
previous levels, at $7.6 million, a loss of $1.2 million from FY 2018-2019 actuals.
Measure Q Retail Cannabis: On November 3, 2020, voters approved the “City of Costa Mesa
Retail Cannabis Tax and Regulation” measure, also known as Measure Q, which allows
cannabis retail storefront and delivery uses. City Council voted to adopt a 7 percent tax on
cannabis retail businesses.
The General Fund budget includes first year estimates of additional revenue associated with this
initiative including an estimated $2.0 million or more in retail cannabis tax receipts, and Marijuana
CUP and Business Permit fees. Revenue received from this Measure is subject to annual audits,
which the City has set aside $50,000 for in order to secure an independent qualified auditing firm
to conduct the audits. The City is not expected to generate $3.0 million or more in annual
revenue until at least the second year of implementation.
½ Percent for the Arts: Of the total 7 percent Cannabis tax rate, half a percent is dedicated to
the Arts and Culture Master Plan in the FY 2021-22 Proposed Budget, and another half percent
to a new First Time Homebuyers Program. Due to reallocation of one percent of the seven
percent of Measure Q tax funding as approved by the Council, these two new programs are not
included in the General Fund. The Proposed Budget creates two new restricted Funds: the Arts
and Culture Master Plan Fund and the new First Time Homebuyers Fund each have a distinct
and dedicated Special Revenue Fund for these programs.
The Proposed Budget fully funds Year One of the Council-adopted Arts and Culture Master Plan,
including the new Arts Specialist position originally slated for Year Two, and all activities
proposed for Year One of the plan that increase opportunities for all to experience arts and
culture throughout the City and expand public art, both indoor and outdoor, to name a few goals
as established by the Plan. The FY 2021-22 Proposed Budget includes funding for such projects
as “ART Venture”; enhanced branding for the City as the “City of the Arts;” “Honorarium”
Laureate speaking engagements; a new Arts Commission; a Public Art Policy; and a new Arts
Specialist position that will support and coordinate the many programs created as a result of the
newly adopted Arts and Culture Master Plan. Funding for these activities will be funded by
Measure Q in the FY2021-22 Proposed budget at an amount of $194,400.
½ Percent for a First Time Homebuyers Program: The FY 2021-22 Proposed Budget includes
funding to establish a first-time homebuyer program for current City residents as well as
graduates of the Newport Mesa Unified School District. The first-time homebuyer program is
intended to provide mortgage assistance to qualified lower-income homebuyers to encourage
homeownership for those who otherwise cannot qualify or afford to purchase a home in Costa
Mesa without assistance. This program will be funded by Measure Q in the FY 2021-22
Proposed budget at an amount of $194,400.
Federal American Rescue Plan (ARP) Funds: The American Rescue Plan of 2021 passed by
the United States Congress and signed into law by President Joe Biden on March 11, 2021, is
a $1.9 trillion economic stimulus bill providing for a wide variety of funding efforts to offset the
economic losses resulting from the worldwide pandemic, COVID-19.
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The American Rescue Plan (ARP) includes $360 billion in direct funding to states, counties and
cities to offset economic losses and increased expenses resulting from the pandemic. The
American Rescue Plan includes economic relief to local, state and tribal governments that have
experienced a significant revenue loss and/or increased expenditures resulting from this
pandemic. Costa Mesa plans to receive $26.5 million from the Treasury Department over the
next two fiscal years as “revenue replacement” to cover losses in revenue streams and increased
expenses to manage the pandemic. This amount is approximately $2.0 million lower than
previous estimates provided by the United States Treasury due to multiple cities being left out of
their initial estimates, which required subsequent revision of per City amounts.
The use of these funds is more flexible than the previous CARES Act funding to cover
expenditures related to the pandemic. Expenditure reductions due to revenue losses incurred
due to the pandemic are eligible as long as they do not cover pension costs. Therefore, the
Fiscal Year 2021-22 Proposed Budget is strategically utilizing $6.6 million in ARP funds Part
Two to restore cuts to departments, reallocate funding to capital projects that were deferred
due to the economic impacts of the pandemic, fund enhancements to the City’s information
technology, and restore employee compensation and staffing to pre-pandemic levels.
FY 2021-22 General Fund Budget Expenditure Highlights
The Proposed General Fund budget for FY 2021-22 reflects total expenditures of $154.4
million. Of this amount, $145.4 million in operating costs represents an increase of $12.9
million, or 9.7 percent, from the current year adopted budget of $132.5 million. The FY 2021-
22 Proposed Budget for expenditures includes the following key items, to name a few:
A Table of Organization reflecting 530 full time employees and 122 part-time employees
for a total of 652;
This reflects 9.7 additional FTEs added to the Table of Organization; of which 4.0 are
funded from sources other than the General Fund;
New positions include a new Active Transportation Coordinator, Arts Specialist,
Assistant City Manager, Network Administrator and Programmer Analyst II, Senior
Management Analyst and Associate Engineer in Public Services, Crime Prevention
Specialist, and Emergency Medical Services Coordinator;
The elimination of 8 part time positions Citywide;
The 7.25 full-time positions related to Measure Q administration added in mid-year;
The reinstatement of five percent of compensation for employees of $3.0 million;
Restores 13.75 full time positions and 3.68 part time positions for $1.7 million;
A $0.8 million increase in the annual required CalPERS contributions;
An additional $4.7 million in capital spending required by Ordinance to fully comply with
the Capital Assets Ordinance (CAN) for a total General Fund commitment of $7.0 million,
or five percent of estimated General Fund revenues;
A $210,600 increase for the Council-approved Five Year Information Technology
Strategic Plan reflecting 1.5 percent of higher General Fund revenues in FY 2021-22;
$6.6 million in the reinstatement of prior fiscal year’s reductions; and contractually
required, fixed cost and other miscellaneous increases; and,
The continuation of the $4.0 million vacancy factor (negative appropriation) adopted in
FY 2019-20 General Fund Budget.
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It is important to note that the Proposed FY 2021-22 General Fund expenditure estimate of
$154.4 million does not include approximately $3.0 million in new funding requests from City
departments that are not contained in the Proposed Budget for Council consideration.
Staffing Levels
The Proposed budget includes a total of 530 full-time employees. This amount reflects the
addition of 2.0 positions funded in the IT Replacement Fund, as approved in the Information
Technology Strategic Plan. Mid-year staffing adjustments of 7.25 Measure Q positions and
1.5 in staffing realignments are also included. The Proposed Budget incorporates an
additional 9.7 full time positions which are mostly attributed to the reallocation of part time
positions to full time. During the Great Recession, the City lost 146 full time positions. While
the number of full-time staff at the City has grown, the workload attributed to the pandemic,
implementation of Measure Q, and major development projects across the City, has
magnified the need to both stabilize and enhance the workforce commensurately. Even with
the proposed changes full time staffing levels are thirteen percent (13%) under FY 2009-10
levels.
As a result of the COVID-19 pandemic, the City was faced with significant financial challenges
which resulted in Side Letter Agreements to achieve the equivalency of a five percent (5%)
furlough savings. On May 4, 2021, the City Council approved the elimination of all furloughs
across all labor groups and restored employee salaries back to pre-pandemic levels. The FY
2021-22 Proposed General Fund Budget includes an additional $3.0 million in salaries and
benefits to fully restore the amounts cut via the furloughs and 17.4 defunded positions. The
Proposed FY 2021-22 Operating Budget reinstates funding for those positions in the Fire and
Rescue, Information Technology, Development Services, Public Services, and Finance
Departments in order to enhance public service and improve productivity and reflects a $1.7
million increase in General Fund spending above the FY 20-21 Adopted General Fund Budget.
The City will need to utilize multiple budget balancing strategies to restore prior year cuts to
staffing and service levels, and reinstate full funding for the CAN and information technology
needs, among other priorities, while remaining fiscally sustainable. The planned and
intentional use of designated emergency reserves, and Federal American Rescue Plan funds
in the short term will help maintain high quality services to the greatest extent possible.
To continue the efficient implementation of the Council-approved Strategic Goal of recruiting
and retaining high quality staff, staff is requesting that the City Manager be authorized to revise
the Table of Organization, such as reclassifying positions from part time to full time or vice versa
as needed, reclassifying positions to the next level as the demand for increased functions or
increased responsibilities deem it necessary, provided that the authorized number of personnel
within the City is not exceeded. This will assist in the realignment of much needed staff support
during the fiscal year and will aid in continued efficiencies throughout the entire organization.
Commitment to Public Safety: One of the main priorities of the FY 2021-22 Proposed Budget
is public safety. As such, more than 55 percent of the General Fund Adopted Budget,
approximately $81.5 million is designated for public safety.
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The Police Department budget contains 138 full-time sworn personnel, reflecting two
additional police officer positions approved mid-year as part of the Measure Q Cannabis Retail
Program’s implementation for an increase of $498,203. We are pleased to report this is the
highest level of Police Department sworn staffing since the Great Recession.
In addition, the Police Department’s maintenance and operations budget increased by
$495,301, to restore the previous year’s FY 2020-21 budget reductions, mostly for training,
and necessary equipment and other purchases. As part of the City’s multi-pronged approach
to balance the General Fund budget, the Police Department still retains a vacancy factor of
seven percent or $3.7 million in the FY 2020-21 Adopted Budget.
The Fire Department budget contains 95 total of full time personnel; 84 full time sworn
personnel and 11 non-sworn positions and 2.25 part-time positions. The Fire Department
provides emergency response services and staffs six fire stations, 24 hours a day seven days
a week, 365 days a year with an increase of $2,395,120 over the FY 2020-21 Adopted Budget.
We are pleased to also report this is the highest level of Fire Department sworn staffing since
the Great Recession. In addition, the Fire Department’s maintenance and operations budget
was increased by $27,400 for training, necessary equipment and other purchases.
Operating Budget
The Operating Budget increase of $12.9 million is mostly comprised of the reinstatement of
the multiple reductions Citywide as a result of the pandemic’s fiscal impacts. Included is $6.6
million of the FY 2020-21 General Fund operating reductions that includes 17.43 defunded full
time and part time positions, training, supplies, and other operating reductions. Additional
funding of $0.5 million will support the new permanent Airway Homeless Shelter. The General
Fund contribution towards all activities and services related to address homelessness,
including the shelter, is proposed at $1.7 million, which is still significantly lower than the FY
2019-20 actual expense of all programs related to homelessness of $2.4 million. The General
Fund’s share of the expense of managing and maintaining the permanent shelter is offset by
the recent partnership with the City of Newport Beach, providing for an annual $1.0 million.
During mid-year, the City Council approved multiple staffing enhancement opportunities that
also included in the proposed budget. In February, staffing realignments resulting in an
additional 1.5 positions were approved to provide increased staff productivity and efficiency. In
March 2021, in an effort to address the myriad workload requirements resulting from the
implementation of Measure Q and the ongoing impacts of this new line of business, the Council
approved staffing enhancements of 7.25 positions, estimated at $1.2 million; offset by the
projected tax and permit fee revenues resulting from Measure Q. Also included is the
reinstatement of the five percent pay furloughs, estimated annually at $3.0 million.
Transfers Out
The Transfers Out proposed budget of $8.9 million, an increase of $4.9 million, or 119.1
percent, reinstates the full funding of the Capital Asset Needs (CAN) requirement of 5 percent
of General Fund Revenues towards the Capital Fund 401, and 1.5% towards the Information
Technology Replacement Fund. These transfers invest in the Council approved IT Strategic
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Plan, where there is a significant need to update and maintain the multitude of the software
systems, and the additional two Information Technology full time positions. The new ARP Fund
will also be transferring $6.6 million to the General Fund to particularly cover reductions taken
in FY 2020-21 Adopted Budget due to the pandemic.
Capital Asset Needs (CAN): On March 3, 2020, the City Council updated the City’s Financial
and Budget Policies providing that the City allocates a minimum of five percent of General
Fund revenues to fund capital expenditures and reallocating one and a half percent previously
dedicated to the Capital Facilities Account to the City’s Information Technology needs.
Although the current FY 2020-21 Budget included a Council-approved waiver of the full CAN
requirement due to the pandemic, next year’s Proposed FY 2021-22 General Fund Budget
includes the full allocation of five percent to fund investments to the City’s extensive capital
assets inventory ($6.9 million) and one and a half percent to fund the City’s Five Year
Information Technology Strategic Plan ($2.1 million).
SUMMARY
At the City Council Study Session held on May 25, 2021, Council provided comments and
direction of the strategic use of ARP and reserve funds as well as other items. Staff will be
presenting alternative options for the City Council to consider at the June 8, 2021 Study
Session.
Also, the FY 2021-22 Proposed Budget was presented to the Finance and Pension Advisory
Committee (FiPAC) on May 26, 2021. FiPAC created a Budget Sub-committee that will be
providing feedback to the City Council before the Proposed Budget is adopted on June 15,
2021.
Staff appreciates the Committee and City Council’s continued support as we navigate the
multitude of challenges and ever changing circumstances related to this pandemic in the
weeks and months to come. Staff will be presenting alternatives for the FY 2021-22 Proposed
Budget to ensure the efficient use of resources while providing high quality services.
It is our hope that the FY 2021-22 Proposed Budget creates a solid foundation for Charting
a Path Toward Recovery for the City of Costa Mesa for the near future and beyond.
LEGAL REVIEW:
The City Attorney has reviewed and approved this report as to form.
CONCLUSION:
Staff recommends that City Council:
1. Discuss the Fiscal Year 2021-2022 Proposed Operating and Capital Improvement
Budget; and
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2. Approve Resolution 21-xx, adopting the Fiscal Year 2021-22 Operating and Capital
Improvement Budget; and
3. Authorize the City Manager and/or Finance Director to appropriate and transfer Federal
American Rescue Plan (ARP) Funds as needed to comply with U.S. Treasury
Guidelines and to facilitate audit review and compliance; or
4. Continue the Fiscal Year 2021-2022 Proposed Operating and Capital Improvement
Budget Public Hearing to June 15, 2021.
CAROL MOLINA
Finance Director
LORI ANN FARRELL HARRISON
City Manager
KIMBERLY HALL BARLOW
City Attorney
Attachments: 1. FY2021-22 Key Proposed Budget Adjustments by Department
2. Resolution 21-xx, Adopting the Operating and Capital Improvement
Operating and Capital Improvement Budget for Fiscal Year 2021-2022
3. FY2021-2022 Four Year Personnel Summary by Department
4. FY2021-2022 Proposed Operating and Capital Improvement Budget
May 11, 2021: Capital Improvement Program (CIP) Study Session
Link to Agenda
FY 2021-22 Proposed Capital Improvement Program (CIP) Budget and Five-
Year (2021-22 To 2025-26) CIP Study Session Agenda
Link to Video
FY 2021-22 Proposed Capital Improvement Program (CIP) Budget and Five-
Year (2021-22 To 2025-26) CIP Study Session Video
May 25, 2021: FY 2021-22 Proposed Budget Study Session
Link to Agenda
FY 2021-22 Proposed Budget Study Session Agenda
Link to Video
FY 2021-22 Proposed Budget Study Session Video
FY 2021-22
PROPOSED
OPERATING AND
CAPITAL BUDGET
OVERVIEW
June 1, 2021
City Council
CHARTING THE
PATH TO
RECOVERY
GUIDING PRINCIPLES
FY 2021-22 Proposed Budget was inspired by the five
Strategic Plan Goals:
•Recruit and retain high quality staff
•Achieve long-term fiscal sustainability
•Strengthen public safety and keep the community safe
•Maintain and enhance the City’s infrastructure,
facilities, equipment, and technology
•Diversify, stabilize, and increase housing to reflect
community needs
FY 2021-22 PROPOSED BUDGET
The Proposed All Funds Budget totals $197.9 million, a
$34 million, or 20.8% increase from the FY 2020-21
Adopted Budget.
The Proposed General Fund Budget totals $154.4
million, a $17.8 million, or 13.0% increase from the FY
2020-21 Adopted Budget.
ALL FUNDS
OVERVIEW
FISCAL YEAR 2021/22
ALL FUNDS $197.9 MILLION
GENERAL FUND,
$154,402,680 ,
78%
SPECIAL REVENUE
FUNDS, $12,947,883 ,
7%
CAPITAL PROJECTS FUNDS,
$16,104,371 ,
8%
INTERNAL SERVICE FUNDS,
$14,475,944 ,
7%
SPECIAL REVENUE FUNDS
•American Rescue Plan (ARP) Fund – allows for Federal
funding to backfill the loss of revenues and reinstate service
reductions taken due to the pandemic. Staff is requesting
authorization be granted to the City Manager and/or Finance
Director to appropriate the ARP Funds as needed to comply
with U.S. Treasury Guidelines.
•Grant Funds – Staff is recommending that authorization be
given to the City Manager and/or Finance Director to
appropriate, as received, donations and grant awards during
the fiscal year up to $100,000 to implement efficiencies.
FY 2021-22
Proposed General Fund
Revenues
FISCAL YEAR 2021-22 PROPOSED
GENERAL FUND BUDGET
PROPOSED GENERAL FUND REVENUE
The General Fund revenue and sources of funds is
comprised of:
Projected recurring General Fund revenues of
$144.6 million
The use of $6.6 million in Federal American
Rescue Plan Funds, approved by Congress as
“revenue replacement”
Estimated $3.2 million in Declared Disaster
Reserves, if needed, to restore employees based
salaries previously reduced via furloughs
FY 2021-22
Proposed General Fund
Expenditures
FY 2021-22 PROPOSED
GENERAL FUND OVERVIEW
•Incorporates 9.7 full-time positions mostly attributed to the
reallocation of part-time positions to full-time; of which four are
not in the General Fund;
•Fixed costs increases; such as PERS, and insurance premiums;
•Additional $4.7 million in capital spending as required by the
Capital Asset Needs (CAN) Ordinance;
•Reinstates the five percent compensation for employees of $3.0M
•Funds 17.4 previously defunded positions by $1.7M;
•Increase of $210,600 for the IT Replacement Fund ;
•Continuation of the $4.0M vacancy factor (negative appropriation)
adopted in FY 2019-20 General Fund Budget.
CHARTING THE
PATH TO
RECOVERY
“…PROMOTING A VIBRANT
COMMUNITY…”
AND
Strengthen public safety & keep the
community safe
CREATING A PATH TO RECOVERY – PUBLIC SAFETY
Public Safety Represents 53% of General Fund
CHARTING THE
PATH TO
RECOVERY
Recruit and Retain
High Quality Staff
RECRUIT AND RETAIN
HIGH QUALITY STAFF
•Adds 4.0 full-time positions from other funds:
• Includes 2.0 position in Information Technology as approved in
the Five Year IT Strategic Plan
• Adds an Arts Specialist funded by the Measure Q Arts
• Funds an Associate Engineer funded by Measure “M2”
•Realigns General Fund part-time positions to full-time for an
increase of 5.75 position; essentially 13% less then the pre-Great
Recession staffing levels
• Senior Management Analyst
• Active Transportation Coordinator
• Reclassifications from PT to FT to meet operational needs
RECRUIT AND RETAIN
HIGH QUALITY STAFF
Revisions to the Annual Budget Resolution:
•Staff is recommending that authorization be given to the City
Manager to revise the Table of Organization, such as reclassifying
positions up or down, as needed, to address workload demands
and Departmental needs, provided that the total authorized number
of personnel within the City is not exceeded.
•This will assist in the expeditious realignment of staffing during the
fiscal year and provide greater operational efficiencies.
Reduction of 112 FTE, 18%
STAFFING LEVELS FROM FY 2009/10 TO
FY 2021/22 PROPOSED
-13%
CHARTING THE
PATH TO
RECOVERY
Achieve Long-term
Fiscal Sustainability
ACHIEVE LONG-TERM
FISCAL SUSTAINABILITY
•Maximizes the City’s economic recovery through strategic investments in Citywide infrastructure, restoring staffing and service levels to pre pandemic levels.
•Maximizes the Federal ARP funds to maintain essential services.
•Provides full funding for Capital Fund and Information Technology Replacement Fund.
•Includes the use of Fund Balance Declared Disaster Reserves of $3.2 million to balance the FY 2021-22 Proposed Budget.
•Plans above will help the City recover economically for the impact of the pandemic and help maintain the City’s overall AAA rating.
FY 2021/2022 PROPOSED
BUDGET CALENDAR
NEXT STEPS
At the June 8th Study Session, staff will present:
•Minimized use of Declared Disaster Reserves; and
•Explore options on how to reduce overall spending in
FY2021-22.
In October 2021:
•Propose a long-term plan for the Equipment Replacement
Fund; and
•Five-Year Plan update in the First Quarter of FY2021-22.
QUESTIONS?
ESTIMATED FUND BALANCE
(in millions)
City of Costa Mesa
FY 2021/2022 Key Proposed Budget Adjustments by Department
CITY COUNCIL-10100
Description FT/PT FTE Proposed ARP: II Use of FB New Measure Q Measure Q: Arts Restricted Funds
CITY COUNCIL
5% Salary Restoration 28,767 28,767
Dues & Memberships 72,306 38,661 33,645
101,073 38,661 28,767 33,645 - - -
CITY MANAGER
5% Salary Restoration 251,096 - 251,096 -
Human Resources Analyst FT (1.00) (145,928) - (145,928)
Human Resources Technician FT 1.00 131,594 - 131,594
Human Resources Office Specialist II FT (1.00) (105,819) - (105,819)
Human Resources Secretary FT 1.00 114,173 - 114,173
Office Specialist II - Central Services FT 0.25 26,951 - 26,951
Office Specialist II - City Clerk PT (0.38) (31,264) - (31,264)
Administrative Secretary FT (1.00) (111,040) - (111,040)
Management Analyst FT 1.00 140,864 - 140,864
Assistant City Manager FT 1.00 269,468 269,468
0.88 540,095 - 251,096 288,999 - - -
CITY ATTORNEY
Restore Legal Services 50,000 50,000 -
50,000 50,000 - -
FINANCE DEPARTMENT
5% Salary Restoration 162,078 - 162,078 -
Fund defunded Vacant Positions 127,982 127,982 -
Senior Administrative Analyst -
Reinstate citywide fees study and analysis requests 90,000 90,000 -
Measure Q Consulting and Auditing Contract 50,000 - - 50,000
- 430,060 217,982 162,078 - 50,000 - -
PARKS AND COMMUNITY SERVICES
5% Salary Restoration 136,764 - 136,764 -
Fund defunded Part Time furloughs and layoffs 217,992 217,992 -
Security Services at Senior Center-Lions Park 39,994 - 39,994
Chronicle Magazine Publication 27,000 - 27,000
Janitorial Svcs at Neighborhood Community Center
increase 7,090 - 7,090
Security Guard Services (Lions Park, Senior Ctr, DRC) - - -
Arts and Culture Master Plan (CC 3/16/2021) - -
Consultants- ARTVenture (2 day event) over 125+ artists 20,000 - - 20,000
Consultant-Graphic: Costa Mesa's" City of the Arts" Stature
& Brand 15,000 - - 15,000
Consultant-Public Art Policy Consultant for a Public Art
Policy 9,000 - - 9,000
Consultant-'Honorarium"artist Laureate, for 1-year Term 2,500 - - 2,500
Consultant-for Utility Box Art Program: - - - -
City program offering opportunities to local artists 12,500 - - 12,500
ATTACHMENT 1
Description FT/PT FTE Proposed ARP: II Use of FB New Measure Q Measure Q: Arts Restricted Funds
Establish a City of the Arts Commission: Stipends 8,400 - - - 8,400
Artists and art organization for special projects 4,000 - - 4,000
Need App subscription for remote program registration 3,000 - - 3,000
Concerts-One outdoor concert offered FY 21-22 2,500 2,500 -
Outdoor & Indoor Programming return to capacity 16,033 16,033 -
Outdoor & Indoor Programming return to capacity 21,873 21,873 -
Smart Summer Camps Instructor payments 64,952 64,952 -
Contract obligations with NACH & PPR) 35,000 35,000 -
Office furniture, conferences, and special events 18,530 18,530 -
Reinstate Animal On-Call Services 96,589 96,589 -
New Personnel Requests (S & B) Arts Specialist FT 1.00 120,000 - - 120,000
Reclass Personnel Requests - -
FT Maintenance W orker from PT positions FT 0.06 6,504 - 6,504
PT Recreation Specialist PT (0.35) - - -
0.71 885,221 473,469 136,764 80,588 - 194,400 -
INFORMATION TECHNOLGY
5% Salary Restoration 103,568 - 103,568 -
Fund defunded Vacant Positions 100,000 100,000 -
Reduce Attrition Factor from FY 19/20 Adopted 60,000 60,000
Office Furniture 10,000 10,000 -
Add Position per ITSP: Program Analyst II 1.00 150,000 150,000
Add Position per ITSP: Network Administrator 1.00 140,000 140,000
Professional Development 18,450 18,450 -
Annual price increases to equipment and supplies 67,901 19,553 48,348
Document Imaging Services 40,000 40,000 -
Pictometry Program 20,000 20,000 -
Accella Program 31,633 31,633 -
Software maintenance price increases 84,145 10,001 74,144
POLICE DEPARTMENT-15100-15400
POLICE DEPARTMENT
2.00 825,697 249,637 103,568 182,492 - - 290,000
5% Salary Restoration 1,006,017 - 1,006,017 -
Restore Overtime reduction 81,472 81,472 -
Restore Helicopter Services 152,500 152,500 -
Restore postage, small tools, and office supplies 18,250 18,250 -
Officer training and non-essential memberships 55,729 55,729 -
Monthly warehouse rentals for Measure Q products 156,000 156,000
Mandatory officer training 31,263 - 31,263
County Printing Services 14,000 6,000 - 8,000
City telecom related fees 15,600 - 15,600
Avaya contract and 800MHz 33,000 - 33,000
Radio Repairs 12,000 - 12,000
Crime Prevention Specialist (0.50) (85,748) - (85,748)
Crime Prevention Specialist 1.00 121,711 - 121,711
0.50 1,611,794 313,951 1,006,017 135,826 156,000 - -
Description FT/PT FTE Proposed ARP: II Use of FB New Measure Q Measure Q: Arts Restricted Funds
FIRE AND RESCUE DEPARTMENT
5% Salary Restoration 587,344 - 587,344 -
Fund defunded Full Time Positions: 602,732 602,732 -
4.0 Firefighter Positions -
Fire Uniform and PPE 10,600 - - 10,600
Mandatory training 16,799 - - 16,799
EMS Coordinator PT 0.25 45,252 - - 45,252
Fire Protection Specialist FT 0.50 102,448 - - 102,448
0.75 1,365,175 602,732 587,344 175,099 - - -
DEVELOPMENT SERVICES
5% Salary Restoration 286,185 - 286,185 -
Fund defunded Full Time Positions: 268,061 268,061 -
0.75 Plan Checker -
1.0 Building Official -
1.0 Plan Check Engineer -
1.0 Code Enforcement Officer - - -
Fund defunded Part Time Positions: 72,553 72,553 -
0.75 Assistant Planner - -
0.75 Code Enforcement Officer - -
0.50 Code Enforcement Officer - -
0.75 Plan Checker - - -
Reinstate positions transferred to CDBG 70,627 70,627 -
0.75 PT Permit Processing Specialist -
0.18 Office Specialist II -
Fund Overtime: FY 20/21 reduction 44,244 44,244 -
Restore Professional Development 12,000 12,000 -
Contract staff for several large,upcoming construction
projects and increased workloads. 243,398 243,398 -
Reinstate Multi-media 15,000 15,000 -
Reinstate equipment, legal, business meeting costs 18,770 18,770 -
Standby pay for inspectors to respond to emergency fire
calls 18,000 - - 18,000
Restore reduced cannabis consulting 29,000 - - 29,000
Measure Q Cannabis processing and consulting contract 124,000 - - 124,000
Assistant Planner: PT .75 to 1.00 FT 0.25 41,703 41,703
FT Building Technician II FT 0.25 31,332 - 31,332
FT Plan Checker: PT 0.5 to 1.00 FT 0.50 63,914 - 63,914
1.00 1,338,786 744,653 286,185 183,948 124,000 - -
Description FT/PT FTE Proposed ARP: II Use of FB New Measure Q Measure Q: Arts Restricted Funds
PUBLIC SERVICES
5% Salary Restoration 472,621 - 472,621 -
Fund defunded Full Time Positions: 558,497 558,497 -
1.0 Maintenance Services Manager -
1.0 Engineering Technician III -
1.0 Plan Assistant Engineer -
0.5 City Engineer -
0.5 Engineering Technician III - - -
Construction inspection hours to inspect private
development 10,000 10,000 -
Restore equipment budget 132,000 132,000 -
Restore water rate increase 74,100 74,100 -
Restore sprinklers, landscaping contractual services 387,500 387,500 -
Restore pressure washing and sidewalk grinding contracts 450,000 450,000 -
Restore street improvements, striping, etc. contract 50,000 50,000 -
Executive Secretary FT (1.00) (131,224) (131,224)
Office Specialist II FT 1.00 113,878 113,878
Associate Engineer (Active Transportation Coordinator) FT 1.00 175,346 175,346
Engineering Technician II FT 0.25 31,332 31,332
Maintenance Assistant FT 0.25 42,962 42,962
Senior Management Analyst FT 1.00 145,504 145,504
Associate Engineer FT 1.00 163,835 - 163,835
3.50 2,676,351 1,662,097 472,621 377,798 - - 163,835
NON-DEPARTMENTAL
Restore Contingency 361,698 361,698 -
Restore special events budget reduced from BIA 164,000 164,000 -
Reinstate GF cut for the Homeless Pgm (CDBG-CV) 668,000 668,000
Reinstate remaining GF cuts for Homeless Services 154,000 154,000
Reintating Cuts to Operating Transfer Out: - - -
CAN: Capital Fund 401 -
Elimnate waiver of CAN for Debt Service 2,800,000 - - 2,800,000
5% of Round 2 of ARP 662,038 662,038 -
CAN: Technology Replacement Fund: YOY Increase Only 210,600 184,661 25,939
1.5% of Round 2 of ARP 198,611 198,611 -
5,218,947 2,208,347 184,661 2,825,939 - - -
TOTAL PROPOSED ADJUSTMENTS 9.69 $ 15,043,199 $ 6,561,529 $ 3,219,101 $ 4,284,334 $ 330,000 $ 194,400 $ 453,835
Resolution No. 21-xx Page 1 of 3
RESOLUTION NO. 21-xx
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COSTA MESA, CALIFORNIA, ADOPTING
THE OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR FISCAL YEAR 2021-2022
THE CITY COUNCIL OF THE CITY OF COSTA MESA DOES HEREBY FIND AND DECLARE AS
FOLLOWS:
WHEREAS, the City Manager has prepared and submitted to the City Council a proposed
Operating and Capital Improvement Budget for Fiscal Year 2021-2022 in compliance with Section
2-119 of the Costa Mesa Municipal Code; and
WHEREAS, Section 2-209 of the Costa Mesa Municipal Code requires the City to allocate
a minimum of five percent (5%) of the annual General Fund revenues to the capital expenditures
Fund and a minimum of one and a half percent (1.5%) of the annual General Fund revenues to
the Information Technology Replacement Fund, for a combined allocation of six and a half
percent (6.5%); and
WHEREAS, due to the global COVID-19 pandemic, declarations of Federal, State, County
and City emergencies, associated stay-at-home orders and closure of many businesses in the City
in 2020, the City faced a severe economic downturn unforeseen circumstances, including
continued loss and deferral of revenues; and
WHEREAS, in January 2021, the City Council conducted a Strategic Planning workshop
identifying key priorities, as well as a new Mission Statement for the City of Costa Mesa: “The
City of Costa Mesa serves our residents, businesses, and visitors by promoting a safe, inclusive,
and vibrant community.” And
WHEREAS, in addition to a new Mission Statement, five new Strategic Plan Goals were
developed: (1) Recruit and Retain High Quality Staff; (2) Achieve Long-Term Fiscal Sustainability;
(3) Strengthen Public Safety and Keep the Community Safe; (4) Maintain and Enhance the City’s
Infrastructure, Facilities, Equipment and Technology; and (5) Diversify, Stabilize, and Increase
Housing to Reflect Community Needs; and
WHEREAS, the American Rescue Plan Act of 2021, signed into law by President Joe Biden
in March 2021, is a $1.9 trillion in economic stimulus plan; thereby providing for a wide variety
of funding efforts to offset the economic losses resulting from the worldwide pandemic. Included
is the State and Local Fiscal Recovery Fund delivering $350 billion for State, Local, and Tribal
Governments to address economic loss as a result of the pandemic. The City of Costa Mesa was
allocated $26.5 million, receiving 50% in FY 2020-2021, and the other 50% in FY 2021-2022; and
WHEREAS, coupled with the American Rescue Plan funding and the reopening of the
California economy on June 15, 2021, City Council desires to convey the restoration of core
services while incorporating key strategies to ensure long-term fiscal sustainability; and
ATTACHMENT 2
Resolution No. 21-xx Page 2 of 3
WHEREAS, the City Council desires to gradually increase enhanced public services to the
community as the City, and the nation emerge from the COVID-19 pandemic, by reopening City
Hall, reopening all parks, eliminating furloughs, and increasing staffing to address the
community’s needs; and
WHEREAS, the City Council also finds it necessary to continue the FY 2020-21 Council
authority to access the General Fund’s Declared Disasters committed fund balance reserve
established by Ordinance 91-20 and as provided in Costa Mesa Municipal Code section 2-206(a)
and 2-207 to fill the unanticipated budget deficit created by the continuing pandemic; and
WHEREAS, the City Council conducted a duly noticed public hearing at its regular meeting
on June 1, 2021 regarding the proposed Operating and Capital Improvement Budget for Fiscal
Year 2021-2022; and
WHEREAS, the City Council has considered the proposed Operating & Capital
Improvement Budget for Fiscal Year 2021-2022 and input from the public, and desires to adopt
the proposed Operating & Capital Improvement Budget for Fiscal Year 2021-2022, as the
Operating and Capital Improvement Budget for Fiscal Year 2021-2022.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Costa Mesa as
follows:
Section 1. The Operating and Capital Improvement Budget for Fiscal Year 2021-2022 is
incorporated by reference as if fully set forth herein.
Section 2. The City Council approves the continuation of authority to access the General
Fund’s Declared Disasters committed fund balance reserve established by Ordinance 91-20 and
as provided in Costa Mesa Municipal Code section 2-206(a) and 2-207, and using those funds to
address unfunded emergency expenditures resulting from the ongoing COVID-19 emergency and
the continued revenue losses resulting therefrom.
Section 3. The Operating & Capital Improvement Budget for Fiscal Year 2021-2022, as
prepared and submitted by the City Manager, is hereby approved and adopted in the amount of
$197,930,879.
Section 4. The Operating Budget for Fiscal Year 2021-2022 shall be considered amended
upon the close of Fiscal Year 2020-2021 to include and re-appropriate any outstanding
encumbrances carried forward.
Section 6. The Capital Improvement Program Budget for Fiscal Year 2021-2022 shall be
considered amended upon the close of Fiscal Year 2020-2021 to include and re-appropriate funds
for all previously approved projects that have not been initiated or completed.
Section 7. The City Council authorizes the City Manager to make changes in internal
service fund allocations to departments to reflect any modifications made after the Adopted
Budget was presented.
Resolution No. 21-xx Page 3 of 3
Section 8. The City Manager, for the purpose of administrative necessity in implementing
the budget, shall have the authority to transfer monies to the appropriate item, account,
program, department, or fund to cover expenditures which have been approved by the City
Council, except where such transfer is expressly prohibited in a resolution or ordinance approved
by the City Council. The City Manager shall also have the authority to transfer monies between
and within funds to meet the operational needs of the City within established spending limits.
Section 9: That the Tables of Organization, a copy of which is attached hereto as
Attachment 3 and incorporated by this reference as though fully set forth herein, is hereby
approved and adopted. The City Manager may revise the Tables of Organization provided that
the authorized number of personnel within the City is not exceeded.
Section 10: That the City Manager or Finance Director may, as necessary, appropriate
donations and grants received during the fiscal year up to $100,000 per source or grantor.
Donations and grant awards with matching requirements, or exceeding $100,000 from a single
source, grantor or sole source, require City Council approval. Any resolutions authorizing budget
amendments related to donations and grants in conflict herewith are hereby repealed.
PASSED AND ADOPTED this 1st day of June, 2021.
John Stephens, Mayor
ATTEST:
Brenda Green, City Clerk
APPROVED AS TO FORM:
Kimberly Hall Barlow, City Attorney
STATE OF CALIFORNIA)
COUNTY OF ORANGE ) ss
CITY OF COSTA MESA )
Resolution No. 21-xx Page 4 of 3
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. 21-xx and was duly passed and adopted by the City
Council of the City of Costa Mesa at a regular meeting held on the 1st day of June, 2021, 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 ____ day of June, 2021.
Brenda Green, City Clerk
56
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
CITY COUNCIL
Council Member 7.00 7.00 7.00 7.00 7.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst//Chief of Staff - 1.00 1.00 1.00 1.00
Management Analyst - - - 1.00 1.00
Total City Council 8.00 9.00 9.00 10.00 10.00
CITY MANAGER'S OFFICE
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 2.00
Administrative Secretary 1.00 1.00 1.00 1.00 -
Assistant to the City Manager - 1.00 1.00 1.00 1.00
Central Services Supervisor 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Community Outreach W orker 2.00 - - - -
Deputy City Clerk 2.00 2.00 2.00 2.00 2.00
Executive Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Graphics Designer 1.00 1.00 1.00 1.00 1.00
Human Resources Administrator 1.00 1.00 1.00 1.00 1.00
Human Resources Analyst 2.00 3.00 4.00 4.00 3.00
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Office Specialist II 1.00 1.00 1.00 1.00 -
Human Resources Secretary - - - - 1.00
Human Resources Technician - - - - 1.00
Management Analyst 1.00 - 1.00 2.00 3.00
Neighborhood Improvement Manager 1.00 - - - -
Office Specialist II - - - - 1.00
Principal Human Resources Analyst 2.00 2.00 2.00 2.00 2.00
Public Affairs Manager 3.00 2.00 2.00 2.00 2.00
Senior Management Analyst - 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 - - - -
Video Production Coordinator 1.00 1.00 1.00 1.00 1.00
Video Production Specialist 1.00 1.00 1.00 1.00 1.00
W ebsite Coordinator 1.00 1.00 1.00 1.00 1.00
Total City Manager's Office 28.00 25.00 27.00 28.00 30.00
ATTACHMENT 3
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
57
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
FINANCE DEPARTMENT
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 1.00 2.00 2.00 1.00 1.00
Accounting Specialist I 1.00 1.00 1.00 1.00 1.00
Accounting Specialist II 3.00 3.00 3.00 3.00 3.00
Accounting Supervisor 1.00 1.00 1.00 1.00 1.00
Assistant Finance Director 1.00 1.00 1.00 1.00 1.00
Budget and Purchasing Manger - - 1.00 1.00 1.00
Budget Analyst 1.00 2.00 2.00 2.00 2.00
Budget Specialist 1.00 - - - -
Buyer 2.00 3.00 3.00 3.00 3.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Financial Analyst - - 1.00 1.00 1.00
Management Analyst 1.00 1.00 - - -
Payroll Coordinator 1.00 1.00 1.00 1.00 1.00
Payroll Supervisor - - - 1.00 1.00
Permit Processing Specialist 1.00 1.00 1.00 2.00 2.00
Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00
Revenue Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst - - 1.00 1.00 1.00
Tax Auditing Specialist 1.00 - - - -
Treasury Specialist 1.00 1.00 - - -
Total Finance Department 20.00 21.00 22.00 23.00 23.00
PARKS AND COMMUNITY SERVICES DEPARTMENT
Parks and Community Services Director 1.00 1.00 1.00 1.00 1.00
Arts Specialist - - - - 1.00
Assistant Recreation Supervisor 4.00 3.00 3.00 3.00 3.00
Community Outreach W orker - 2.00 2.00 2.00 2.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Fairview Park Administrator 1.00 1.00 1.00 1.00 1.00
Maintenance W orker - - - - 1.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Neighborhood Improvement Manager - 1.00 1.00 1.00 1.00
Office Specialist II - 1.00 1.00 1.00 1.00
Recreation Coordinator 2.00 4.00 4.00 4.00 4.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor 1.00 2.00 2.00 2.00 2.00
Senior Code Enforcement Officer - 1.00 1.00 1.00 1.00
Total Parks and Community Svcs Department 12.00 19.00 19.00 19.00 21.00
58
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
INFORMATION TECHNOLOGY DEPARTMENT
Information Technology Director 1.00 1.00 1.00 1.00 1.00
Information Technology Manager - - 1.00 1.00 1.00
Computer Operations & Networking Sup. 1.00 1.00 1.00 1.00 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Network Administrator 3.00 3.00 5.00 5.00 6.00
Programmer Analyst II - 1.00 2.00 2.00 3.00
Senior Programmer Analyst 3.00 3.00 3.00 3.00 3.00
Systems & Programming Supervisor 1.00 1.00 1.00 1.00 1.00
Total Information Technology Department 10.00 11.00 15.00 15.00 17.00
POLICE DEPARTMENT
Police Chief 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Animal Control Officer 2.00 2.00 2.00 2.00 2.00
Civilian Investigator 1.00 1.00 1.00 1.00 1.00
Communications Installer 1.00 1.00 1.00 1.00 1.00
Communications Officer 17.00 11.00 11.00 11.00 11.00
Communications Supervisor 4.00 4.00 4.00 4.00 4.00
Community Services Specialist 6.00 6.00 6.00 6.00 6.00
Court Liaison 1.00 1.00 1.00 1.00 1.00
Crime Analyst 1.00 1.00 1.00 1.00 1.00
Crime Prevention Specialist - - - - 1.00
Crime Scene Investigation Supervisor 1.00 1.00 1.00 1.00 1.00
Crime Scene Specialist 3.00 3.00 3.00 3.00 3.00
Electronics Technician 1.00 1.00 1.00 1.00 1.00
Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00
Executive Secretary 2.00 2.00 2.00 2.00 2.00
Management Analyst - - 1.00 1.00 1.00
Office Specialist II 1.00 1.00 1.00 1.00 1.00
Park Ranger 6.00 6.00 6.00 6.00 6.00
Police Captain 2.00 2.00 2.00 2.00 2.00
Police Lieutenant 6.00 6.00 6.00 7.00 7.00
Police Officer 102.00 102.00 102.00 105.00 105.00
Police Records Administrator 1.00 1.00 1.00 1.00 1.00
Police Records Bureau Supervisor 1.00 1.00 1.00 1.00 1.00
Police Records Shift Supervisor 3.00 3.00 3.00 3.00 3.00
Police Sergeant 23.00 23.00 23.00 21.00 21.00
Police Training Assistant 1.00 1.00 1.00 1.00 1.00
Property Evidence Specialist 1.00 1.00 1.00 1.00 1.00
Property Evidence Supervisor 1.00 1.00 1.00 1.00 1.00
59
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
POLICE DEPARTMENT (CONTINUED)
Public Affairs Manager 1.00 1.00 1.00 1.00 1.00
Range Master 1.00 1.00 1.00 1.00 1.00
Senior Communications Officer - 6.00 6.00 6.00 6.00
Senior Communications Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Police Officer 2.00 2.00 2.00 2.00 2.00
Senior Police Records Technician 16.00 16.00 16.00 16.00 16.00
Total Police Department 212.00 212.00 213.00 215.00 216.00
FIRE AND RESCUE DEPARTMENT
Fire Chief 1.00 1.00 1.00 1.00 1.00
Assistant Fire Marshal 1.00 - - - -
Fire Marshal - 1.00 1.00 1.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00
Division Chief - Administration 1.00 1.00 1.00 1.00 1.00
Battalion Chief 3.00 3.00 3.00 3.00 3.00
Emergency Medical Services Coordinator - - - - 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Fire Captain 18.00 18.00 18.00 18.00 18.00
Fire Captain - Administration 1.00 1.00 1.00 1.00 1.00
Fire Engineer 18.00 18.00 18.00 18.00 18.00
Fire Protection Specialist 2.00 2.00 2.00 3.00 5.00
Firefighter 42.00 42.00 42.00 42.00 42.00
Management Analyst 1.00 1.00 1.00 - -
Office Specialist II - - - 1.00 1.00
Senior Management Analyst - - - 1.00 1.00
Total Fire Department 90.00 90.00 90.00 92.00 95.00
DEVELOPMENT SERVICES DEPARTMENT
Economic & Development Services Director 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Assistant Development Services Director 1.00 1.00 1.00 1.00 1.00
Assistant Planner 1.00 2.00 2.00 3.00 4.00
Associate Planner 3.00 3.00 3.00 3.00 3.00
Building/Combination Bldg. Inspector 5.00 5.00 5.00 4.00 4.00
Building Official 1.00 1.00 1.00 1.00 1.00
Building Technician II 2.00 2.00 2.00 2.00 3.00
Chief of Inspection 1.00 1.00 1.00 1.00 1.00
Chief Plans Examiner 1.00 1.00 1.00 1.00 1.00
60
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Code Enforcement Officer 6.00 5.00 7.00 9.00 9.00
Community Improvement Manager 1.00 1.00 1.00 1.00 1.00
Economic Development Administrator 1.00 1.00 1.00 1.00 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Grant Administrator - - - 1.00 1.00
Management Analyst 3.00 2.00 2.00 2.00 2.00
Office Specialist II 1.00 1.00 1.00 - -
Permit Processing Specialist 1.00 2.00 2.00 2.00 2.00
Plan Checker 1.00 1.00 1.00 1.00 2.00
Plan Check Engineer - 1.00 1.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00
Senior Combination Inspector - - - 1.00 1.00
Senior Management Analyst - 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Zoning Administrator 1.00 1.00 1.00 1.00 1.00
Total Development Services Department 36.00 38.00 40.00 43.00 46.00
PUBLIC SERVICES DEPARTMENT
Public Services Director 1.00 1.00 1.00 1.00 1.00
Active Transportation Coordinator - - - - 1.00
Administrative Secretary 3.00 3.00 3.00 3.00 3.00
Assistant Engineer 5.00 4.00 4.00 4.00 4.00
Associate Engineer 3.00 4.00 4.00 4.00 5.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Construction Inspector 3.00 3.00 3.00 3.00 3.00
Contract Administrator 1.00 1.00 1.00 1.00 1.00
Energy and Sustainability Service Manager - 1.00 1.00 1.00 1.00
Engineering Technician II - - - - 1.00
Engineering Technician III 4.00 5.00 5.00 5.00 5.00
Equipment Mechanic II 2.00 2.00 2.00 2.00 2.00
Equipment Mechanic III 2.00 2.00 2.00 2.00 2.00
Executive Secretary 2.00 2.00 2.00 2.00 1.00
Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00
Lead Maintenance W orker 6.00 6.00 6.00 6.00 6.00
Lead Equipment Mechanic - 1.00 1.00 1.00 1.00
Maintenance Assistant - - - - 1.00
Maintenance Services Manager 1.00 1.00 1.00 1.00 1.00
Maintenance Superintendent 3.00 3.00 3.00 3.00 3.00
Maintenance Supervisor 5.00 5.00 5.00 5.00 5.00
61
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Maintenance W orker 6.00 6.00 6.00 6.00 6.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Office Specialist II 1.00 1.00 1.00 1.00 2.00
Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00
Senior Engineer 3.00 3.00 3.00 3.00 3.00
Senior Maintenance Technician 1.00 1.00 1.00 1.00 1.00
Senior Maintenance W orker 6.00 6.00 6.00 6.00 6.00
Senior Management Analyst - - - - 1.00
Transportation Services Manager 1.00 1.00 1.00 1.00 1.00
Total Public Services Department 64.00 67.00 67.00 67.00 72.00
Total Full-time Employees 480.00 492.00 502.00 512.00 530.00
PART-TIME EMPLOYEES FTE's (FULL-TIME EQUIVALENTS)
City Council - 1.50 1.50 0.50 0.50
City Manager's Office 13.60 9.96 9.00 9.00 7.88
Finance Department 2.50 - - - -
Parks and Community Services 75.23 77.71 76.67 76.67 75.73
Information Technology Department 2.16 1.70 0.50 0.50 0.50
Police Department 21.76 22.92 21.96 20.86 20.36
Fire and Rescue Department 4.00 5.00 5.00 4.25 2.25
Development Services Department 8.80 8.79 8.04 8.64 6.64
Public Services Department 8.05 9.70 9.50 9.50 8.00
Total Part-time FTE 136.10 137.28 132.17 129.92 121.86
Total Citywide FTE 616.10 629.28 634.17 641.92 651.86
CITY OF COSTA MESA,
CALIFORNIA
PROPOSED OPERATING AND
CAPITAL IMPROVEMENT BUDGET
FISCAL YEAR 2021-2022
Prepared By the Finance Department
Lori Ann Farrell Harrison
City Manager
Carol Molina
Finance Director
TABLE OF CONTENTS
PAGE
BUDGET MESSAGE
Budget Message ....................................................................................................................................................... i
City Council Goals.................................................................................................................................................. xiii
GENERAL INFORMATION
City Leadership ......................................................................................................................................................... 1
Organization Chart ................................................................................................................................................... 3
Community Economic Profile ……………………………………………………………………………………………….5
Budget Guide ........................................................................................................................................................... 9
Budget Process ....................................................................................................................................................... 10
Financial and Budget Policies ................................................................................................................................. 13
Description of Funds & Fund Types........................................................................................................................ 21
SUMMARIES OF FINANCIAL DATA
Budget Overview ..................................................................................................................................................... 27
All Funds Revenues and Sources of Funds ........................................................................................................... 32
General Fund Revenues and Sources of Funds .................................................................................................... 38
Schedule of Interfund Transfers.............................................................................................................................. 41
Appropriations Summaries – All Funds
Total Appropriations (Including Transfers) – Graphs .............................................................................................. 42
Summary of Appropriations by Department/by Category – All Funds .................................................................... 43
Summary of Appropriations by Fund ...................................................................................................................... 45
Summary of Appropriations by Department/by Fund – All Funds .......................................................................... 46
Summary of Appropriations by Account – All Funds .............................................................................................. 49
Appropriations Summaries – General Fund
Total General Fund Appropriations (including Transfers) Graphs .......................................................................... 52
Summary of Appropriations by Department by Account – General Fund............................................................... 53
Four-Year Personnel Summary by Department ..................................................................................................... 56
DEPARTMENTAL BUDGET DETAILS
City Council ………………………………………………………………………………………………………………… 63
City Manager’s Office ………………………………………………………………………………………………………71
City Attorney’s Office .............................................................................................................................................. 89
Finance Department ............................................................................................................................................... 97
Parks and Community Services Department …………………………………………………………………………. 111
Information Technology Department …………………………………………………………………………………… 135
Police Department ................................................................................................................................................ 147
Fire and Rescue Department …………………………………………………………………………………………… 167
Development Services Department …………………………………………………………………………………… 183
Public Services Department …………………………………………………………………………………………….. 203
Non-Departmental ……………………………………………………………………………………………………….. 225
TABLE OF CONTENTS (CONTINUED)
PAGE
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Budget Guide ....................................................................................................... 229
Ongoing Capital Improvement Projects ................................................................................................................ 242
Capital Improvement Projects by Category and City Council Goals .................................................................... 246
Capital Improvement Projects by District - Map .................................................................................................... 253
Capital Improvement Projects by Funding Source ............................................................................................... 254
Capital Improvement Project Details .................................................................................................................... 261
Five-Year Capital Improvement Project ................................................................................................................ 310
APPENDIX
History of Costa Mesa ......................................................................................................................................... 321
Miscellaneous Statistics ...................................................................................................................................... 322
Glossary of Budget Terms ................................................................................................................................... 323
Acronyms .............................................................................................................................................................. 329
Computation of Legal Debt Margin …………………………………………………………………………………….. 332
Assessed Valuation Last 10 Fiscal Years ............................................................................................................ 333
Ratio of Net General Bonded Debt to Assessed Value and Bonded Debt Per Capita ………………………….... 334
Ratio of Annual Debt Services Expenditures for General Obligation Bonded Debt to Total General
Governmental Expenditures …………………………....………....………....………....………....………...... 335
Description of City’s Current Debt Obligations ………………………………………………………………………... 336
Schedule of Debt Service Requirements to Maturity ………………………………………………………………… 337
BUDGET MESSAGE
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CITY OF COSTA MESA
CITY MANAGER’S OFFICE
May 25, 2021
To the Honorable Mayor, Members of the City Council, and Citizens of Costa Mesa:
I am proud to present the City of Costa Mesa’s Proposed Fiscal Year 2021-22 Operating
and Capital Improvement Budget. The FY 2021-22 Proposed Budget is a financially
sustainable budget that invigorates the City’s economic recovery through strategic
investments in Citywide infrastructure, restoring staffing and services to pre-pandemic
levels, and maximizing Federal stimulus funds to maintain essential services.
With the reopening of the California economy on June 15, 2021, the FY 2021-22 Proposed
Budget positions Costa Mesa to succeed in overcoming the myriad of challenges posed
by the COVID-19 worldwide pandemic. The City’s management team has developed a
proposed expenditure plan for FY 2021-22 that achieves many of the City Council’s goals
and priorities, while providing a high level of service to the community within existing
resources. This plan allows the City to chart a distinct path towards economic resilience
for both the short and long term, while the country eases into a nationwide reopening.
Guiding Principles
The guiding principles that inspired the recommendations contained in the FY 2021-22
Budget were created in January 2021, when the City Council conducted a Strategic
Planning workshop identifying key priorities, as well as a new Mission Statement for the
City of Costa Mesa, as follows:
“The City of Costa Mesa serves our residents, businesses, and visitors by promoting a
safe, inclusive, and vibrant community.”
In addition to a new Mission Statement, five new Strategic Plan Goals were developed:
Recruit and retain high quality staff;
Achieve long-term fiscal sustainability;
Strengthen public safety and keep the community safe;
Maintain and enhance the City’s infrastructure, facilities, equipment and
technology; and,
Diversify, stabilize, and increase housing to reflect community needs.
The recommendations contained in the FY 2021-22 Proposed Budget are rooted in the Five
Strategic Plan Goals created by the City Council for a safe, inclusive and vibrant City.
ii
ANALYSIS:
The theme for the FY 2021-22 Proposed Budget, “Charting the Path to Recovery,”
conveys the restoration of core services while incorporating key strategies to ensure long-
term fiscal sustainability. It provides a framework for reinstating service levels cut during the
pandemic while using Federal American Rescue Plan funds, along with the City’s Disaster
Reserves, if needed, to sustain core services until revenues return to pre-pandemic levels.
The FY 2021-22 Proposed Budget represents the third phase of a multi-year effort to restore
financial sustainability for the City after experiencing significant revenue losses caused by
the pandemic. Phase One of the City’s economic stability plan, implemented in April 2020,
for the final quarter of FY 2019-20, was hugely successful resulting in a balanced year-end
budget on June 30, 2020 without the use of reserves. Phase two of the City’s plan for
economic stability was the adoption of the current FY 2020-21 Budget that began last July 1,
2020, and reduced spending across City Departments and implemented 5 percent employee
furloughs in an effort to reduce costs while still saving jobs.
Next year’s FY 2021-22 Proposed Budget represents the third phase of implementation
as it carefully restores staffing and service levels cut at the height of the pandemic, while
utilizing Federal stimulus funds as the bridge to a post pandemic society.
Overview of FY 2021-22 Proposed All Funds Budget
The Proposed FY 2021-22 Budget totals $197.9 million in All Funds. This reflects a $34.1
million, or 21 percent increase from the FY 2020-21 All Funds Budget of $163.8 million.
Table 1
FY 2021-22 PROPOSED BUDGET - ALL FUNDS
Appropriations
All Funds
Adopted
FY 2020-21
Proposed
FY 2021-22
Increase/Decrease
Amount Percent
Operating Budget $ 145,841,031 $ 163,522,932 $ 17,681,901 12.1%
Transfers Out 4,099,924 9,841,585 5,741,661 140.0%
Capital Budget 13,855,245 24,566,362 10,711,117 77.3%
Total $ 163,796,201 $ 197,930,878 $ 34,134,678 20.8%
The All Funds Budget for a City contains all of the governmental, proprietary and internal
service funds of a City, including grants and other restricted funds designed for specific
services and purposes provided by higher levels of government (i.e. Federal, State and
County governments and agencies). As such, the All Funds Budget contains many funds that
are separate entities with specific accounting and reporting requirements as per government
regulations and in some cases, statutes.
iii
The City’s General Fund, on the other hand, is not restricted and can be used to provide a
broad array of public services and is comprised of multiple revenue sources including taxes
(such as property, sales and hotel taxes, among others), user fees, fines, facility rentals, and
development related fees, to name a few.
Many of the City’s special and restricted funds receive ongoing revenue streams, while some
are one-time competitive grants and require careful monitoring and record keeping. In some
instances, a Fund can have available fund balances that have accumulated over time and are
expended as the need arises and/or to complete specific projects at assigned timeframes.
Hence, there is no one-size-fits-all solution for managing and monitoring Funds. Each Fund
is reviewed on a case-by-case basis to ensure sufficient fund balances and/or ongoing
revenues are available to cover proposed expenses. The main factors related to the year-
over-year increase in the FY 2021-22 Proposed All Funds Budget are described below.
Operating Budget
The projected increase of $17.7 million in the Operating Budget’s portion of the FY 2021-22
All Funds Budget is mostly comprised of the reinstated staffing and service levels previously
cut as a result of the pandemic’s fiscal impacts. The General Fund has the most significant
increase which is estimated at $12.9 million. Of the $12.9 million in increased spending in the
General Fund, half of that amount or $6.6 million, is from Federal American Rescue Plan Part
Two funds the City will receive after July 1, 2021. The $6.6 million in ARP funded restorations
include 17.4 full-time and part-time positions previously defunded throughout the City, as well
as training, supplies, and other services (see Attachment 1 under “ARP: II).
Further, the Operating budget contains the 7.25 additional positions approved to administer
Measure Q, the retail cannabis measure, approved by the City Council in February 2021 and
estimated at $1.2 million. It is expected this increased cost for staffing Measure Q will be
offset by Cannabis Conditional Use Permit and Business Permit fees, and the 7 percent tax
authorized by the voters. Lastly, the General Fund increase also reflects an additional $3.0
million to restore the five percent furlough cuts for all employees Citywide for the new fiscal
year starting July 1, 2021.
To be clear, the FY 2021-22 Proposed Budget does not recommend the use of ARP Phase
Two funds for this purpose and instead recommends the use of Declared Disaster Reserves.
That is because the City Council previously approved ARP funds to eliminate furloughs and
reimburse employees for the cuts taken in the current year, FY 2020-21, from ARP Part One
monies. Given the fact that the City has not yet dipped into its reserves, and even if required
to do so before June 30, 2021 for the current year, there is still sufficient Council authority
from Declared Disaster Reserves to cover this expense for one more year. Utilizing a
combination of Federal stimulus funds and disaster reserves will assist the City in restoring
services to near pre-pandemic levels while the economy recovers.
iv
Transfers Out
Transfers Out from All Funds total $9.8 million. Two Funds are transferring funds out to other
funds for planned and specific purposes. The main Transfer Out is from the General Fund
and totals $9.0 million. The General Fund is transferring monies into two funds, the Capital
Improvement Fund ($6.9 million) to support the Capital Assets Needs Ordinance (CAN)
contribution to the annual Capital Improvement Plan; and the Information Technology
Replacement Fund ($2.1 million) for the planned replacement of aging equipment and
software systems throughout the City. The second fund that is initiating a Transfer Out is the
Federal American Rescue Plan Fund that is transferring a combined $0.9 million to the
Information Technology Fund and the Capital Improvement Fund to reflect 1.5 percent and 5
percent of ARP local revenue replacement funds for each program area respectively.
Capital Budget
The All Funds Capital Budget of $24.6 million reflects the City’s annual Capital Improvement
Program Budget that contains an increase of $10.7 million as a result of the full funding of the
CAN, as well as changes in other special and restricted funds for Capital projects. The FY
2021-22 transfer increase from the General Fund and the American Rescue Plan is $5.3
million, utilizing the projected modest increase in General Fund Revenues and the anticipated
receipt of American Rescue Plan funds, and $2.7 million in additional Measure M2 funding.
Additional detail regarding the CIP Budget was presented at the May 11, 2021 Study Session
for the CIP and is further detailed in the CIP section of the FY 2021-22 Proposed Budget.
FY 2021-22 Proposed General Fund Budget Overview
The Proposed FY 2021-22 General Fund expenditure budget is $154.4 million. This reflects
an increase of $17.8 million or 13.0 percent, from the FY 2020-21 Adopted Budget of $136.6
million. Table 1 is a summary of the changes in the FY 2021-22 General Fund Budget.
Table 1 – FY 2021-22 General Fund Proposed Budget vs. FY 2021-21 Adopted Budget
FY 2021-22 GENERAL FUND PROPOSED BUDGET
Adopted
FY 2020-21
Proposed
FY 2021-22
Increase/Decrease
Amount Percent
Estimated Revenues $ 126,360,101 $ 144,622,060 $18,261,959 14.5%
Transfers In - 6,561,529 6,561,529 100.0%
Use of Fund Balance 10,277,168 3,219,101 (7,058,067) (68.7%)
Total Resources $ 136,637,270 $ 154,402,680 17,765,421 13.0%
Operating Budget $ 132,537,346 $ 145,421,744 $ 12,884,398 9.7%
Transfers Out 4,099,924 8,980,936 4,881,012 119.1%
Total Appropriations $ 136,637,270 $ 154,402,680 $ 17,765,410 13.0%
v
General Fund Revenue Highlights
The FY 2021-22 Proposed Budget for General Fund revenue and other sources of funds totals
$154.4 million, a $17.8 million, or 13.0 percent increase from the current Adopted Budget.
The total amount of General Fund revenue and sources of funds is comprised of the following:
1) Projected recurring General Fund revenue of $144.6 million; 2) The use of $6.6 million in
Federal American Rescue Plan Funds (Part Two) as permitted by Congress to serve as
“revenue replacement” in the General Fund to restore cuts made due to the pandemic; and,
3) The use of an estimated $3.2 million in Declared Disaster Reserves, if needed, to cover
the restoration of employee base salaries previously reduced via furloughs.
Even with the planned use of $3.2 million in Declared Disaster Reserves next fiscal year, the
City will not have expended the full $10.3 million in reserves approved by the City Council to
address financial challenges related to the pandemic. Last year’s FY 2019-20 Budget closed
the fiscal year without requiring the use of reserves. The FY 2020-21 current year budget is
anticipated to draw down a maximum of $2.0 million from reserves to close the year in balance
in a worst case scenario. Under a best case scenario for the current year, the City will again
close its fiscal year in balance due to the aggressive and early budget balancing actions
implemented in April 2020 and beyond to ensure financial sustainability. Hence, the amount
recommended for a next year drawdown of funds is conservative and modest, allowing the
City to spread out the use of Federal American Rescue Plan funds over the next two years as
permitted by the Federal government. Table 2 shows the proportionate share of each General
Fund recurring revenue category projected next year.
Table 2 – Fiscal Year 2021-22 General Fund Revenue Share by Category
Property Tax
$49.6M
Sales Tax
$61M
Transient
Occupancy Tax
$5.6M
Franchise Fees
$5.2M
Business License
$0.9M
Marijuana Gross
Receipts Tax
$2M
Licenses and
Permits
$4M
Fines and
Forfeitures
$1.4M
Use of Money &
Property
$4.9M
Other Government
Agencies
$0.3M
Fees and Charges
$7.6M
Other Revenues
$2.2M
Fiscal Year 2021-22 General Fund Revenue
$144.6M
vi
Recurring General Fund Revenue is showing signs of recovery, particularly in certain key
areas such as Sales Tax, Licenses and Permits, Use of Money and Property, and Fees and
Charges. The recurring portion of General Fund revenue projected for next year is $144.6
million and reflects the funds typically used to cover public safety, parks and community
services, development services, and other activities and programs known to residents.
Sales Tax: Sales tax is the largest revenue category in Costa Mesa, and is estimated at $61.0
million, or a 10 percent increase over the FY 20-21 Adopted Budget; but still $4.0 million below
FY 2018-19 actuals, the last year with no pandemic fiscal impacts. The increase is mostly
attributed to the pent up demand of sales, including an increase in the sale of luxury items,
building and construction, and the exponential growth in online purchases.
Property Tax: All combined Property Tax revenues are estimated at $49.6 million, reflecting
a 12 percent growth over the prior fiscal year, largely attributed to a steady increase in
assessed valuations for multiple property types and an increase in homes sales surpassing
the prior year.
Transient Occupancy Tax (TOT): Although key revenue areas are showing signs of economic
recovery, there are certain areas that continue to struggle. Transient Occupancy Tax,
estimated at $5.6 million, will likely struggle to recover to previous levels. The hotel, travel
and leisure industry was the most severely impacted sector of the economy suffering up to 60
percent losses in revenue due to government health orders restricting travel, conventions,
and conferences. This industry will likely not recover until 2024, at the earliest, as a result.
Fees and Charges: Fees and Charges are assumed to recover for the most part, but not to
previous levels, at $7.6 million, a loss of $1.2 million from FY 2018-2019 actuals.
Measure Q Retail Cannabis: On November 3, 2020, voters approved the “City of Costa Mesa
Retail Cannabis Tax and Regulation” measure, also known as Measure Q, which allows
cannabis retail storefront and delivery uses. City Council voted to adopt a 7 percent tax on
cannabis retail businesses.
The General Fund budget includes first year estimates of additional revenue associated with this
initiative including an estimated $2.0 million or more in retail cannabis tax receipts, and Marijuana
CUP and Business Permit fees. Revenue received from this Measure is subject to annual audits,
which the City has set aside $50,000 for in order to secure an independent qualified auditing firm
to conduct the audits. The City is not expected to generate $3.0 million or more in annual
revenue until at least the second year of implementation.
½ Percent for the Arts: Of the total 7 percent Cannabis tax rate, half a percent is dedicated to
the Arts and Culture Master Plan in the FY 2021-22 Proposed Budget, and another half percent
to a new First Time Homebuyers Program. Due to reallocation of one percent of the seven
percent of Measure Q tax funding as approved by the Council, these two new programs are not
included in the General Fund. The Proposed Budget creates two new restricted Funds: the Arts
and Culture Master Plan Fund and the new First Time Homebuyers Fund, each have a distinct
and dedicated Special Revenue Fund for these programs.
vii
The Proposed Budget fully funds Year One of the Council-adopted Arts and Culture Master Plan,
including the new Arts Specialist position originally slated for Year Two, and all the activities
proposed for Year One of the plan that increase opportunities for all to experience arts and
culture throughout the City and expand public art, both indoor and outdoor, to name a few goals
as established by the Plan. The FY 2021-22 Proposed Budget includes funding for such projects
as “ART Venture”; enhanced branding for the City as the “City of the Arts;” “Honorarium”
Laureate speaking engagements; a new Arts Commission; a Public Art Policy; and a new Arts
Specialist position that will support and coordinate the many programs created as a result of the
newly adopted Arts and Culture Master Plan. Funding for these activities will be funded by
Measure Q in the FY 2021-22 Proposed budget at an amount of $194,400.
½ Percent for a First Time Homebuyers Program: The FY 2021-22 Proposed Budget includes
funding to establish a first-time homebuyer program for current City residents as well as
graduates of the Newport Mesa Unified School District. The first-time homebuyer program is
intended to provide mortgage assistance to qualified lower-income homebuyers to encourage
homeownership for those who otherwise cannot qualify or afford to purchase a home in Costa
Mesa without assistance. This program will be funded by Measure Q in the FY 2021-22
Proposed Budget at an amount of $194,400.
Federal American Rescue Plan (ARP) Funds:The American Rescue Plan of 2021 passed by
the United States Congress and signed into law by President Joe Biden on March 11, 2021, is
a $1.9 trillion economic stimulus bill providing for a wide variety of funding efforts to offset the
economic losses resulting from the worldwide pandemic, COVID-19. The ARP includes $360
billion in direct funding to states, counties and cities to offset economic losses and increased
expenses resulting from the pandemic. The ARP also includes economic relief to local, state
and tribal governments that have experienced a significant revenue loss and/or increased
expenditures resulting from this pandemic. Costa Mesa plans to receive $26.5 million from the
Treasury Department over the next two fiscal years as revenue replacement to cover revenue
losses and increased expenses caused by the pandemic.
Expenditure reductions due to revenue losses incurred due to the pandemic are eligible for
use under the ARP as long as they do not cover pension costs. Therefore, the Fiscal Year
2021-22 Proposed Budget is strategically utilizing $6.6 million in ARP funds Part Two to restore
cuts to departments, reallocate funding to capital projects that were deferred due to the
economic impacts of the pandemic, fund enhancements to the City’s information technology,
and restore employee compensation and staffing to pre-pandemic levels.
FY 2021-22 General Fund Budget Expenditure Highlights
The Proposed General Fund budget for FY 2021-22 reflects total expenditures of $154.4
million. Of this amount, $145.4 million in operating costs represents an increase of $12.9
million, or 9.7 percent, from the current year adopted budget of $132.5 million. The FY 2021-
22 Proposed Budget for expenditures includes the following key items, to name a few.
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Expenditure Highlights
A Table of Organization reflecting 530 full time employees and 122 part-time employees
for a total of 652 employees;
This reflects 9.7 additional FTEs added to the Table of Organization; of which 4.0 are
funded from sources other than the General Fund;
New positions include a new Active Transportation Coordinator, Arts Specialist,
Assistant City Manager, Network Administrator and Programmer Analyst II, Senior
Management Analyst and Associate Engineer in Public Services, Crime Prevention
Specialist, and Emergency Medical Services Coordinator;
The elimination of 8 part time positions Citywide;
The 7.25 full-time positions related to Measure Q administration added in mid-year;
The reinstatement of five percent of compensation for employees totaling $3.0 million;
Restoration of 13.75 full time positions and 3.68 part time positions totaling $1.7 million;
A $0.8 million increase in the annual required CalPERS contributions;
An additional $4.7 million in capital spending required by Ordinance to fully comply with
the Capital Assets Ordinance (CAN) for a total General Fund commitment of $7.0 million,
or five percent, of estimated General Fund revenues;
A $210,600 increase for the Five Year Information Technology Strategic Plan reflecting
1.5 percent of the increased General Fund revenue projections in FY 2021-22;
The ARP funded $6.6 million in reinstated staff and operating costs; and contractually
required, fixed costs and other miscellaneous increases; and,
The continuation of the $4.0 million vacancy factor (negative appropriation) adopted in
FY 2019-20 General Fund Budget.
It is important to note that the Proposed FY 2021-22 General Fund expenditure estimate of
$154.4 million does not include approximately $3.0 million in new funding requests from City
departments that are not contained in the Proposed Budget for City Council consideration.
Table 3 – Five Year Historical Spending by Department – General Fund
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Staffing Levels
The Proposed budget includes a total of 530 full-time employees. This amount reflects the
addition of 2.0 positions funded in the IT Replacement Fund, as approved in the Information
Technology Strategic Plan. Mid-year staffing adjustments of 7.25 Measure Q positions and
1.5 in staffing realignments are also included. The Proposed Budget incorporates an
additional 9.7 full time positions that are mostly attributed to the reallocation of part time
positions to full time. During the Great Recession, the City lost 146 full time positions. While
the number of full-time staff at the City has grown since the cuts made to staffing over 10
years ago, the workload attributed to the pandemic, implementation of Measure Q, and major
new projects and initiatives across the City, has magnified the need to both stabilize and
enhance the workforce commensurately. Even with the proposed changes, full time staffing
levels are 13 percent under FY 2009-10 levels.
Table 4 – Budgeted Citywide Staffing Levels from FY 2009/10 (Great Recession) to FY 2021-22
As a result of the COVID-19 pandemic, the City was faced with significant financial challenges
which resulted in Side Letter Agreements to achieve the equivalency of a five percent (5%)
furlough savings. On May 4, 2021, the City Council approved the elimination of all furloughs
across all labor groups and restored employee salaries back to pre-pandemic levels. The FY
2021-22 Proposed General Fund Budget includes an additional $3.0 million in salaries and
benefits to fully restore the amounts cut via the furloughs and 17.4 defunded positions. The
Proposed FY 2021-22 Operating Budget reinstates funding for those positions in the Fire and
Rescue, Information Technology, Development Services, Public Services, and Finance
Departments in order to enhance public service and improve productivity and reflects a $1.7
million increase in General Fund spending above the FY 20-21 Adopted General Fund Budget.
Commitment to Public Safety: One of the main priorities of the FY 2021-22 Proposed Budget
is public safety. As such, more than 55 percent of the General Fund Adopted Budget,
approximately $81.5 million is designated for public safety.
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The Police Department budget contains138 full time sworn personnel, reflecting two additional
police officer positions approved mid-year as part of the Measure Q Cannabis Retail
Program’s implementation for an increase of $498,203. We are pleased to report this is the
highest level of Police Department sworn staffing since the Great Recession. In addition, the
Police Department’s maintenance and operations budget increased by $495,301, to restore
the previous year’s FY 2020-21 budget reductions, mostly for training, and necessary
equipment and other purchases. As part of the City’s multi-pronged approach to balance the
General Fund budget, the Police Department still retains a vacancy factor of seven percent
or $3.7 million in the FY 2020-21 Adopted Budget.
The Fire Department budget contains 95 total of full time personnel; 83 full time sworn
personnel and 12 non-sworn positions and 3 Part-time positions. The Fire Department
provides emergency response services and staffs six fire stations, 24 hours a day seven days
a week, 365 days a year with an increase of $2,395,120 over the FY 2020-21 Adopted Budget.
We are pleased to also report this is the highest level of Fire Department sworn staffing since
the Great Recession. In addition, the Fire Department’s maintenance and operations budget
was increased by $27,400 for training, necessary equipment and other purchases.
Operating Budget
The Operating Budget increase of $12.9 million is mostly comprised of the reinstatement of
defunded positions and service reductions implemented as a result of the pandemic’s fiscal
impacts. Included is $6.6 million to cover the cost of reinstating prior year reductions that
include 17.43 defunded full time and part time positions, training, supplies, and other operating
expenses. Additional funding of $0.5 million will support the new permanent Homeless Shelter.
The General Fund contribution towards all activities and services to address homelessness,
including the shelter, is proposed at $1.7 million, which is still significantly lower than the FY
2019-20 actual expense of all programs related to homelessness of $2.4 million. The General
Fund’s share of the expense of operating the permanent shelter is offset by the recent
partnership with the City of Newport Beach, providing for $1.0 million annually.
During mid-year, the City Council approved multiple staffing enhancements that are included
in the Proposed Budget. In February, staffing realignments resulting in 1.5 additional positions
were approved to provide increased staff productivity and efficiency. In March 2021, in an
effort to ensure the successful implementation and ongoing administration of Measure Q, the
Council approved a staffing plan with 7.25 new positions, estimated at $1.2 million across
multiple departments. It is anticipated this increased cost will be offset by projected Cannabis
tax and permit fee revenues. The reinstatement of five percent of pay for all employees is also
included in the Proposed Budget, estimated annually at $3.0 million.
Transfers Out
The Transfers Out proposed budget of $8.9 million, an increase of $4.9 million, or 119.1
percent, reinstates the full funding of the Capital Asset Needs (CAN) requirement of 5 percent
of General Fund Revenues towards the Capital Fund 401, and 1.5% towards the Information
Technology Replacement Fund.
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These transfers invest in the Council approved IT Strategic Plan, where there is a significant
need to update and maintain the multitude of software systems, and the additional two
Information Technology full time positions.
Capital Asset Needs (CAN):On March 3, 2020, the City Council updated the City’s Financial
and Budget Policies requiring that the City allocate a minimum of five percent of General Fund
revenues to fund capital expenditures and one and a half percent to fund information
technology needs. The current FY 2020-21 Budget included a waiver of the full CAN funding
requirement due to the pandemic. However, next year’s Proposed FY 2021-22 General Fund
Budget allocates the full five percent of the General Fund to finance investments to the City’s
extensive capital assets inventory ($6.9 million). It also includes one and a half percent to
fund the City’s Five Year Information Technology Strategic Plan ($2.1 million).
GENERAL FUND RESERVES OVERVIEW
To maintain the City’s solid bond ratings, the City must continue to demonstrate fiscal
prudence and controls on spending. Maintaining solid emergency reserves is yet another way
of demonstrating financial discipline. According to Standard & Poor’s, the City of Costa Mesa
holds, “Very strong management, with strong financial policies and practices under our
financial management assessment methodology.” Based on this and other positive reflections
of the City, Standard & Poor’s has maintained its AA+ overall credit rating for Costa Mesa.
Table Five – Three Year Fund Balance Data by Category of General Fund Reserve
Fund Balance Category
FY 2018/19
Audited
FY 2019/20
Audited
FY 2020/21
Estimated
Committed
Declared Disasters $14,125 $14,125 $11,125
Self Insurance 2,000 2,000 2,000
Economic Reserves 7,500 9,000 9,000
Assigned
Compensated Absences 4,892 5,037 5,037
Police Retirement 1% Supplemental 2,297 2,365 2,365
Section 115 Trust 1,750 1,750 1,750
Non-spendable 280 362 362
Unassigned 20,451 18,825 18,825
Total Fund Balance $53,295 $53,464 $50,464
CONCLUSION:
This overview of the Proposed General Fund expenditure and revenue projections for FY
2021-22 presents the challenges of developing a balanced budget in the hopefully tail-end
of a worldwide pandemic that has infected 32,855,010 people in the United States and
caused 584,975 fatalities nationwide while simultaneously crippling the global economy.
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The impact to the American economy, as well as to state and local governments is
unprecedented, and has resulted in the significant loss of revenue that supports core
essential services that are vital as we prepare to carefully and thoughtfully emerge from the
health restrictions imposed on all citizens due to the pandemic.
The City will need to utilize multiple budget balancing strategies to restore prior year cuts to
staffing and service levels, and reinstate full funding for the CAN and information technology
needs, among other priorities, while remaining fiscally sustainable. The planned and
intentional use of designated emergency reserves, and Federal American Rescue Plan funds
in the short term will help maintain high quality services to the greatest extent possible.
To help develop a balanced FY 2021-22 Proposed General Fund Budget with the above
stated goals in mind, Staff recommends that the City Council discuss and provide feedback
on the FY 2021-22 Proposed Budget.
The chart below reflects the 10 planned Study Sessions, Commission and Committee
meetings, and City Council Public Hearings that will be held to assist the City Council in
obtaining input regarding the FY 2021-22 Proposed Budget by June 30, 2021. In addition,
one or more Special Meetings can be held later in June, if needed, to finalize the budget.
FY 2021-22 PROPOSED BUDGET REVIEW ENTITY DATE
FY 2021-22 Proposed CIP Budget Review Planning Commission May 10, 2021
FY 2021-22 Proposed CIP Budget Study Session City Council May 11, 2021
FY 2021-22 Proposed CIP Budget Review FiPAC May 12, 2021
FY 2021-22 Proposed Budget Study Session # 1 City Council May 25, 2021
FY 2021-22 Proposed Budget Review #1 FiPAC May 26, 2021
FY 2021-22 Proposed CIP Budget Review
Parks, Arts and Community
Services Commission May 27, 2021
FY 2021-22 Proposed Budget Public Hearing #1 City Council June 01, 2021
FY 2021-22 Proposed Budget Study Session #2 City Council June 08, 2021
FY 2021-22 Proposed Budget Review #2 FiPAC June 09, 2021
FY 2021-22 Proposed Budget Public Hearing #2 and
Potential Adoption – first option City Council June 15, 2021
FY 2021-22 Proposed Budget Public Hearing #3 and
Adoption, if needed, Special Meeting (s) City Council
June 22 and/or
June 29, 2021
Staff appreciates the City Council’s continued support as we navigate the multitude of
challenges and ever changing circumstances related to the pandemic in the months to come.
It is our hope that the FY 2021-22 Proposed Budget creates a solid foundation for Charting
the Path Toward Recovery for the City of Costa Mesa for the near future and beyond.
Respectfully submitted,
Lori Ann Farrell Harrison
City Manager
City of Costa Mesa
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CITY COUNCIL GOALS
In January 2021, the City Council conducted a Strategic Planning workshop identifying key priorities, as well as
a New Mission Statement for Costa Mesa:
“THE CITY OF COSTA MESA SERVES OUR RESIDENTS, BUSINESSES, AND
VISITORS BY PROMOTING A SAFE, INCLUSIVE, AND VIBRANT
COMMUNITY”
In addition to a new Mission Statement, five new Strategic Planning Goals were developed:
GOAL #1: RECRUIT & RETAIN HIGH QUALITY STAFF.
We will:
a. Develop recommendations for City Council consideration regarding increased staffing to address
critical needs.
b. Develop a framework for a market analysis of employee compensation for hard-to-fill positions and
present the results to the City Manager.
c. Issue a Request for Proposal for a consultant who will identify opportunities to innovate and
modernize recruitment, hiring and retention through succession and talent management planning.
d. Develop a framework for a robust training, mentorship and leadership development program and
present the results to the City Manager.
GOAL #2: ACHIEVE LONG-TERM FISCAL SUSTAINABILITY.
To address our long-term obligations as well as immediate needs, we will:
a. Present the Measure Q cannabis permitting fees, ordinance, procedures, and staffing to City Council
for action.
b. Develop the scope of work for the Economic Development planning consulting contract and present
to the City Council.
c. Develop and define a quarterly reporting format, including financial metrics, to improve fiscal
transparency and report to the City Council and FIPAC.
GOAL #3: STRENGTHEN PUBLIC SAFETY & KEEP THE COMMUNITY SAFE.
We will:
a. Provide updates to the City Council regarding management of the COVID pandemic, including
management of COVID vaccinations.
b. Establish a community communication and engagement plan to support health and safety initiatives.
c. Develop approaches to mitigate collisions and injuries on roadways, including providing 3-5 options
for City Council direction.
d. Develop a plan for expanding our community policing and report to the City Council with a timeframe
for implementation.
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CITY COUNCIL GOALS (CONTINUED)
GOAL #4: MAINTAIN & ENHANCE THE CITY’S INFRASTRUCTURE,
FACILITIES, EQUIPMENT AND TECHNOLOGY.
We will:
a. Implement IT backup system, refresh Wi-Fi, and IT room chiller upgrade.
b. Present the Pedestrian Master Plan Update, including results from Community Outreach and walk
audits.
c. Develop long-range facility and equipment needs assessment and report the results to the City
Manager.
d. Provide an update to the City Council on the development of Community Center, Shalimar Park and
Ketchum-Libolt Park improvements and other strategies to increase park access.
e. Review the Community Workforce Agreement and present to the City Manager for future City
Council action.
GOAL #5: DIVERSIFY, STABILIZE AND INCREASE HOUSING TO
REFLECT COMMUNITY NEEDS.
We will:
a. Complete resource planning to implement longer-term programs such as Accessory Dwelling Units
(ADUs), Short-Term Rentals (STRs), and HOME funds and present the results to the City Manager.
b. Evaluate and identify short-term and long-term staffing needs to assist with core Development
Services Department programs.
c. Complete a Public Review Draft Housing Element and present to the City Council.
d. Present a Development Program to the City Council for senior housing at the Senior Center site.
GENERAL INFORMATION
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CITY LEADERSHIP
CITY COUNCIL
CITY OFFICIALS
City Manager Lori Ann Farrell Harrison
Assistant City Manager Susan Price
City Attorney Kimberly Barlow
Finance Director Carol Molina
Director of Parks and Community Services Jason Minter
Director of Information Technology Steve Ely
Chief of Police Bryan Glass
Fire Chief Dan Stefano
Director of Development Services Jennifer Le
Director of Public Services Raja Sethuraman
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Visit our website at www.costamesaca.gov
Citizens of Costa Mesa
City Council
Mayor
and six Council Members
City Manager
Administration
City Clerk
Homelessness Services
Human Resources
Risk Management
City Attorney
Contracted
"35.0
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Appointed
Committees
and Advisory
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Parks, Arts and
Community
Services
Commission
Planning
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Fire and Rescue
Administration
Emergency Medical
Fire Prevention
Community Risk Reduction
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Administration
Programming
Operations
Development Services
Administration
Planning
Building Safety
Housing and Community Development
Finance
Administration
Accounting
Budgeting
Payroll
Parks and
Community Services
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Recreation
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Transportation Services
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Field Operations
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Support Services
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BUDGET GUIDE
The purpose of the City of Costa Mesa’s budget is to serve as a “blueprint” for providing City services and as a
working financial plan for the fiscal year. It also represents the official organizational plan by which City
policies, priorities, and programs are implemented. It provides the means to communicate to the residents,
businesses, and employees how the City’s financial sources are used to provide services to the community.
The budget includes both the operating costs to manage the City and the capital improvement projects that the
City plans to undertake during the fiscal year.
The budget is organized by fund, by department, by division, by program, and by account. A fund is defined as
a fiscal accounting entity with a self-balancing set of accounts recording cash and other financial resources,
together with all related liabilities and balances, which are segregated for the purpose of carrying on specific
activities in accordance with special regulations, restrictions, or limitations. A department (e.g., Police
Department) is an organizational unit with divisions (e.g., Police Support Services) and within each division is a
specific program (e.g., Crime Investigation). “Line” accounts provide the details of the type of expenditure that
each department/division/program spends – e.g., salaries, benefits, supplies, and so forth.
BUDGET PREPARATION OVERVIEW
Budget Message: This section includes the City Manager’s transmittal letter to the City Council and describes
what is in the budget, including budget issues and policies that lead to the development of the budget. It also
includes the City Council’s Goals which direct the budget development process.
General Information: This section includes the organizational chart, city leadership, the community profile,
the budget guide, budget process, financial and budget policies and the description of each fund. The funds
are listed by fund type: Governmental Funds (include the General Fund, Special Revenue Funds, Capital
Projects Funds, and Debt Service Funds); and Proprietary Funds (include the Internal Service Funds).
Summaries of Financial Data: This section provides a budget overview, a variety of financial analyses such
as the pie charts of resources and appropriations, multi-year budget comparisons; revenue details/narratives
with historical trends, and a summary of personnel changes by department.
Departmental Budget Details: This section divides the document by department. It starts with the City
Council. The reader will find a narrative of the department describing each division, an organizational chart,
program accomplishments and goals, and performance measures/workload indicators. This section also
provides the financial data of each department including multi-year comparisons of expenditures sorted in
several ways – by funding source, by division, by program, and by expenditure category. The last department
is the “Non-Departmental” which is not an actual department, it is merely a cost center to house expenditures
such as debt service payments and transfers outs, which are not attributed to a specific department.
Capital Improvement Program: This section provides financial status of the ongoing capital improvement
projects, a summary of the capital improvement projects planned for the year by category and by funding
source, and project detail forms that include their descriptions, funding sources, and the estimated cost of each
project. This section also includes a five-year capital improvement project schedule.
Appendix: This is the final section of the budget document which includes a brief history of the City;
miscellaneous statistics (such as date of incorporation, form of government, population, etc.); community
profile (provides demographics information, among other things); a glossary of budget terms; a listing of
acronyms used throughout the budget document; various statistical data about the City’s debt obligations; and
a per capita expenditure comparison with other jurisdictions contiguous to Costa Mesa.
9
BUDGET PROCESS
OPERATING BUDGET
Each year, the Finance Department coordinates the preparation of the following fiscal year’s budget. The
information contained in the budget is the end product of a thorough financial review performed through the
combined efforts of City staff.
The City’s budget process begins in January with a kick-off meeting with all departments. The City Manager
outlines the goals and directives for the development of the coming year’s budget. The Finance Department
distributes the budget calendar, instructions, forms, and budget analysis to the departments. Maintenance
Services staff coordinates the departmental building modification and vehicle replacement requests.
Engineering coordinates the capital improvement project requests.
Each department is responsible for developing their own budget. After the departments have submitted their
budget requests, the Finance Department reviews, analyzes all supporting documentation, and compiles the
data. The budget team then calculates the total amount requested including estimated revenues and projected
fund balances.
The City Manager and Finance Department hold departmental budget meetings to discuss each department’s
requests and obtains additional information, if necessary. Following these meetings, line item requests are
adjusted in accordance with the City Manager’s funding decisions. This budget-making process is completed
from February through May.
In the midst of FY 2020/21’s budget-making process, California Governor Newsom issued an emergency
proclamation on March 4, 2020 due to the outbreak of a novel coronavirus (COVID-19), that was first identified
in Wuhan City, Hubei Province, China in December 2019. The COVID-19 virus quickly spread across the
globe. On March 12, 2020, the City Manager, as the City’s Director of Emergency Services, declared a local
emergency as authorized by Government Code section 8630 and Costa Mesa Municipal Code section 6-
6(a)(1). The proclamation was ratified by the City Council on March 13, 2020. On March 19, 2020 Governor
Newsom directed all Californians to stay home except to go to an essential job or to shop for essential needs.
Once the budget is adopted by City Council, staff incorporates the budgetary data into the City’s accounting
system. Staff issues the adopted budget document and submits it for both the national and the state budget
awards program. On an ongoing basis, the Finance Department monitors budget performance using month-
end reports, which are distributed to the departments throughout the year.
CAPITAL BUDGET
The City maintains a rolling five-year Capital Improvement Program (CIP). In October/November of each year,
the Public Services Department solicits proposals from the other City departments for inclusion in the coming
year’s capital improvement projects budget. Around the same time, the Finance Department provides Public
Services the estimated fund balances available for appropriation for CIP. These fund balances usually come
from Special Revenues Funds and Capital Projects Funds. Both these fund types are earmarked for specific
uses. The General Fund provides funding for CIP based on the Capital Asset Needs Ordinance and cash is
transferred to the Capital Improvement Projects Fund, where the projects will reside.
Public Services staff then prepares the capital project detail forms, which provides detailed information about
the proposed capital project. Typically, a project costing $30,000 or more (with some exceptions depending on
the type of project) is categorized as a capital improvement project. Others, costing less, could be included in
consolidated Building Modification projects. These are routine maintenance and/or repairs of City buildings
and facilities.
During the departmental budget meetings, the City Manager and staff review the various proposed projects.
After the City Manager’s evaluation of what will be included in the proposed budget, the CIP is submitted to the
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BUDGET PROCESS (CONTINUED)
FiPAC Committee to review and then is presented to the Planning Commission to determine if the projects
conform to the General Plan. The proposed CIPs relating to parks are also submitted to the Parks &
Recreation Commission for comments and recommendations.
The FiPAC Committee reviewed the proposed CIP on May 12, 2021. The CIP was presented to the City
Council at the May 11, 2021 special study session.
BUDGETING AND FUND ACCOUNTING
BASIS OF BUDGETING
The City uses the modified accrual basis in budgeting governmental funds. This means that obligations of the
City, including outstanding purchase orders, are budgeted as appropriations and revenues are recognized
when they are both measurable and available to fund current expenditures.
The City does not have an enterprise fund. However, the City utilizes the internal service funds for its fleet
services operations, self-insurance program and information technology replacement program. Under the
internal service funds, the budget is prepared on a full accrual basis. This means expenses are recognized
when incurred and revenues are recognized when due to the City. Depreciation expense is not included in
budgeting for internal service funds but the full purchase price of equipment is included in the budget.
BASIS OF ACCOUNTING
The City uses the modified accrual basis of accounting for governmental funds. Revenues are recorded when
measurable and available to fund current expenditures. Expenditures are recorded when the services are
substantially performed or the goods have been received and the liabilities have been incurred. The City’s
internal service funds use the full accrual basis of accounting; revenues are recorded when earned and
expenses are recorded when incurred.
Budgetary control is maintained at the department level within each fund. The City also maintains an
encumbrance accounting system budgetary control. Estimated purchase amounts are encumbered prior to the
release of purchase orders to vendors. At fiscal year-end, all operating budget appropriations lapse, except for
ongoing grant projects.
USER FEES & CHARGES
As part of the budget cycle, the City considers updates to its fees and charges, usually, after the budget is
adopted. The City uses, to some extent, a cost allocation method for administrative and overhead charges as
part of the calculation. Administrative costs are based on staff salaries and benefits, which are allocated on a
pro-rata basis; overhead charges are for maintenance and operations costs which are also allocated in the
same manner. Both of these charges are added to the cost of personnel who are directly involved in the
activity for which a fee is charged, which is determined by the time spent on that activity multiplied by the
hourly rate for salaries and benefits. The City Council conducts a public hearing before adopting the new fees.
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BUDGET PROCESS (CONTINUED)
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FINANCIAL AND BUDGET POLICIES
INTRODUCTION
The City of Costa Mesa’s largest financial responsibility to its residents is the care of public funds. Financial and
budget policies are developed by the Finance Department and City Manager in order to establish the framework
for the overall budget planning and financial management of the City of Costa Mesa. These policies shall
periodically be reviewed by the City’s Finance and Pension Advisory Committee (FiPAC) and adopted by the
City Council. These policies will help City officials plan fiscal strategy using a consistent approach contributing
to the City’s fiscal stability and will provide adequate funding of the services desired by the public.
The City Manager will propose a budget within a reasonable amount of time for the City Council and public to
review and discuss it before adoption. As per the City’s Municipal Code, City Council shall adopt the annual
budget by June 30th of each year.
REVENUES
REVENUES AND GRANTS
The City will seek to maintain a diversified and stable revenue base to protect the City from short-term
fluctuations in any one revenue source. Ongoing revenues will be projected using realistic assumptions.
Revenue forecasts will be neither overly optimistic nor overly conservative. They will be as realistic as possible
based on the best available information. Should economic downturns develop which could result in revenue
shortfalls or fewer available resources, the City will make adjustments in anticipated expenditures to
compensate.
One-time revenues shall be limited for use on non-recurring items including start-up costs, reserve stabilization,
capital expenses and early debt retirement.
FEES AND CHARGES FOR SERVICES
User fees will be imposed to cover the cost of services provided for unique or narrow segments of the community.
Fees will normally be set at full cost recovery. Full cost recovery includes direct and indirect costs, overhead
and depreciation for the period during which the fee will be in effect. Fees may be set at less than full cost
recovery (cost of service may be subsidized) as the City Council deems necessary. Fees will be reviewed and
updated on an ongoing basis to ensure that they keep pace with changes in the cost-of-living as well as changes
in methods or levels of service delivery. Fees that are set by State law shall be implemented in accordance with
those laws.
OPERATING & CAPITAL BUDGET
CONSISTENCY WITH CITY COUNCIL AND CITY MANAGER PRIORITIES
Base operating budget requests shall be consistent with the priorities and operational plans set forth by the City
Council, City Manager and the City’s Financial Policies. Department Heads are responsible for using these
priorities and plans along with program outcome indicators to evaluate existing programs and redirect existing
resources as needed for greater efficiency, to reduce cost and minimize the requests for additional resources.
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FINANCIAL AND BUDGET POLICIES (CONTINUED)
BALANCED BUDGET
A balanced budget means that operating revenues must fully cover operating expenditures, including debt
service. Under this policy, it is allowable for total expenditures to exceed revenues in a given year by the use of
fund balance. However, in that situation, beginning unassigned fund balance can only be used to fund capital
improvement plan projects or other one-time, non-recurring expenditures. Budgets for funds outside the General
Fund are balanced to the fund’s own revenue sources without General Fund subsidy unless previously approved
by the City Council.
SALARIES AND BENEFITS
The Finance Department will set the regular salary and employee benefits base budgets based on known
changes in bargaining unit MOUs, retirement rates and other employee benefit costs. The FY 2019/20 Adopted
Budget added a vacancy factor for each of the following departments: Parks and Community Services (6%),
Police (8%), and Information Technology (5%). The FY2021/22 Proposed Budget reduces the Information
Technology factor as a multi-year approach to fiscally manage these amounts.
MAINTENANCE AND OPERATIONS
Maintenance and operations shall be budgeted at the same level as current year budget to the extent they are
necessary to support basic operations, Council and City Manager’s goals. Budgeted base amounts may be
reduced if an analysis of actual usage reveals ongoing over-budgeting practices. One-time items applicable only
to past years’ operations may be removed from the base.
PERCENTAGE OF GENERAL FUND BUDGET FOR CAPITAL EXPENDITURES
The City shall allocate a minimum of five percent (5%) of annual General Fund revenue to capital asset fund.
The capital funds are to be used for the construction, design, engineering, project management, inspection,
contract administration and property acquisition of city owned or operated facilities. Capital asset funds may
also be applied toward debt obligations created to fund capital assets where the indebtedness originated after
October 15, 2015.
For purposes of this policy, Capital assets are defined as fixed assets with a value greater than $30,000 that are
stationary in nature including, but not limited to, publicly owned or operated streets, highways, bridges,
sidewalks, curbs, gutters, alleys, storm drains, trees and landscaping, medians, parks, playgrounds, traffic
signals, streetlights, fences, facilities and walls. Capital assets are defined as city owned or operated buildings
including, but not limited to, City Hall, Civic Center, Police Dept., Old Corp Yard, New Corp Yard, fire stations,
libraries, and community centers. These expenditures can be budgeted in either the General Fund or Capital
Improvements Fund. During an economic downturn or in the event of a disaster these allocated funds could be
used as a type of reserve for operations upon approval by a supermajority of the entire City Council (5 votes).
PERCENTAGE OF GENERAL FUND BUDGET FOR INFORMATION TECHNOLOGY EXPENDITURES
The City will allocate a minimum of one and one-half percent (1.5%) of General Fund revenue to the Information
Technology Replacement Fund. The technology funds are to be used for hardware, software, services, systems
and supporting infrastructure to manage and deliver information.
For purposes of this policy, Infrastructure Expenditures are defined as expenditures on funding the
implementation of the City’s Information Technology Strategic Plan, replacement, maintenance, or improvement
of the City’s information technology and/or for staffing for the implementation of infrastructure needs. During an
economic downturn or in the event of a disaster these allocated funds could be used as a type of reserve for
operations upon approval by a supermajority of the entire City Council (5 votes).
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FINANCIAL AND BUDGET POLICIES (CONTINUED)
CONTINGENCIES
A contingency of up to $1.0 million is the normal policy amount. These amounts allow the City Manager to retain
budget flexibility for operations during the fiscal year. The Finance Department and City Manager will account
for requests and approvals of the use of these funds during the fiscal year. A status report and allocation of the
use of these funds will be included in the mid-year budget report. Use of these funds, as with all other funds,
will comply with the City Purchasing Policy and Procedures. For FY 2021-22, the contingencies allocation was
partially reinstated to $500,000 to the Non-Departmental proposed budget.
REQUESTS FOR BUDGET INCREASE
All requests for budget increases require an evaluation that outlines the department's intended outcome(s).
Multiple requests are ranked in order of the department's priority for approval. Department Heads will confirm
that all potential alternatives for redirecting existing resources have been examined and that lower priority items
have been reduced or eliminated in order to free up existing resources before asking for an increase.
The Finance Department and the City Manager will conduct a mid-year review of prior year budget increases to
determine what prior year budget increases will be funded based on funding availability. Funding for these
increases will continue if the Finance Department, the City Manager and the requesting department agree that:
They meet the performance expectations
They merit continuation
They are still relevant to the department's mission
Sufficient funding exists
FIVE-YEAR FINANCIAL FORECAST
The City will forecast its General Fund revenues and expenditures for each of the next five years.
GENERAL EXPENDITURE MANAGEMENT
MID-YEAR BUDGET REVIEWS
The City Council will formally review the budget to actual status of revenues and expenditures as soon as
practical, and amend the budget, if necessary. The mid-year review will also serve as an opportunity for the City
Council to discuss and provide guidance on expectations for the next fiscal year’s budget preparation.
BUDGETARY CONTROL
The level of budget control exists at the program level. Annual budgets are set at the individual account level
however; Department Heads will be responsible for not exceeding the overall program budget. The Finance
Department will review monthly budget to actual reports provide to the City Manager for review. It is the
responsibility of each department to communicate to Finance when program budgets might be exceeded. This
communication is to be before the situation occurs and include the reason or cause for the potential situation.
At that time, the most appropriate action will be discussed to ensure fiscal balance.
15
FINANCIAL AND BUDGET POLICIES (CONTINUED)
BUDGET TRANSFERS AND ADJUSTMENTS
Budget transfers are shifts of existing resources between divisions, programs, and accounts. Department Heads
are responsible for the efficient and effective use of the resources within their departmental budgets and are
required to reallocate existing resources before requesting budget increases. Therefore, they are permitted, with
the concurrence of the Finance Department, to make budget transfers of resources among the accounts,
programs and divisions within their department. If a department is unable to resolve budgetary issues within
their department budget, the City Manager may approve the transfer of resources between departments staying
within the total appropriations previously authorized by the City Council. Exceptions to this flexibility are transfers
out of salaries and benefits, which require City Manager or Finance approval.
The City Manager has the authority to transfer monies to the appropriate item, account, program, department,
or fund to cover expenditures which have been approved by the Council, except where such transfer is expressly
prohibited in a resolution or ordinance passed by the Council. The City Manager also has the authority to transfer
monies between and within funds to meet the operational needs of the City within established spending limits.
Budget adjustments are changes that affect the total amount of the City budget. These include appropriation of
new grants or other revenues that had not been approved or realized at the time of the budget adoption. These
also include increases or decreases to unassigned fund balance for items approved but not spent in previous
fiscal years (i.e. purchase order rollovers) or for unanticipated, one-time items that cannot be postponed to the
next budget cycle. Budget adjustments must be approved by the City Council.
OPERATING CARRYOVER AND SURPLUS
Balances in operating program appropriations at fiscal year end may be carried over for specific purposes into
the next fiscal year with the approval of the City Manager, and reporting to the City Council during a quarterly
budget update report.
A fiscal year-end surplus may occur when there is a net increase in fund balance or when there is a positive
budget variance. Such a surplus will be reviewed for potential use using the following priorities:
1. Increase reserves if reserves are below target
2. Examine opportunities for prepayment and accelerated payoff of debt
3. Increase funds for capital facilities
ACCOUNTING
The City will comply with the requirements of the Governmental Accounting Standards Board (GASB) and record
and maintain its financial transactions based upon Generally Accepted Accounting Principles (GAAP).
INVESTMENTS
The City Treasurer shall invest the City’s idle funds in accordance with the guidelines established in the adopted
Investment Policy.
FUND BALANCE AND RESERVES
Fund balance consists of nonspendable, restricted, committed, assigned and unassigned funds.
Nonspendable fund balance includes amounts that cannot be spent because they are either not in spendable
form (such as inventory) or legally or contractually required to be maintained intact (such as endowments).
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FINANCIAL AND BUDGET POLICIES (CONTINUED)
Restricted fund balance includes amounts that can be spent only for specific purposes specified by constitution,
external resource providers, or through enabling legislation.
Committed fund balance includes amounts that can be used only for specific purposes determined by formal
action of a city ordinance by the Council. It includes legislation (Council action) that can only be overturned by
new legislation requiring the same type of voting consensus that created the original action. Therefore, if Council
action limiting the use of funds is separate from the action (legislation) that created (enables) the funding source,
then it is committed, not restricted. For the purposes of establishing, modifying, and rescinding a committed fund
balance, the City considers an ordinance more binding than a resolution or a minute action by City Council.
Assigned fund balance includes amounts that are designated or expressed by the Council, but does not require
a formal action like a resolution or ordinance. The Council may delegate the ability to an employee or committee
to assign uses of specific funds for specific purposes. In June 2011, the City Council passed Resolution 11-27,
delegating authority to establish, modify, or rescind a fund balance assignment to the Finance Director.
Unassigned fund balance includes the residual balance for the City’s General Fund and includes all spendable
amounts not contained in other classifications.
As of June 30, 2020, combined reserves fund balance totals $53.5 million as follows. The following information
is from the City’s audited financial statements for FY 2019-20.
RESERVE STUDY AND GOALS
The financial risks that the City faces, and which should be accounted for in the process of establishing reserves,
include economic volatility, major infrastructure failure, natural disasters and other emergencies. A separate
study of these risks was prepared in 2015 and is periodically updated by the Finance Department to assess each
category of risk and recommend to the City Council an adequate amount of reserves that will enable the City to
prepare for the identified risks. At that time, Council determined the appropriate reserve level was $55 million
and committed to a plan to reach that goal and to increase the reserve level by a CPI factor annually in years
where the General Fund had a surplus. During the annual budget process, the mid-year budget report and
preparation of the five-year financial plan, actual reserve amounts are compared to recommended amounts. If
reserves are below target, recommendations will be made for increasing reserves. The City reached the $55
million goal on June 30, 2016, however the amount has fallen below the target level. At this time, staff have not
included replenishing the reserves due to the budget constraints mentioned throughout this document.
Fund Balance Category FY 2019-20
Audited
Committed
Declared Disasters $14,125
Self Insurance 2,000
Economic Reserves 9,000
Assigned
Compensated Absences 5,037
Police Retirement Supplemental 2,365
Section 115 Trust 1,750
Non-spendable 362
Unassigned 18,825
TOTAL $53,464
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FINANCIAL AND BUDGET POLICIES (CONTINUED)
COMMITTED FOR DECLARED DISASTERS/EMERGENCY RESERVE
The $14,125,000 committed for declared disasters was established by the City Council as an emergency
reserve. As set forth by Council Resolution 11-27 (June 21, 2011) and Municipal Code Sections 2-206 and 2-
207, use of this reserve is limited to the following purposes:
1. To provide required emergency funding as a result of a declared emergency.
2. To provide required funding for an unanticipated but urgent event threatening the public health, safety and
welfare of the City such as earthquakes, major unanticipated infrastructure failures and terrorist events.
This reserve may only be utilized by resolution of the City Council for the reasons stated above. This amount
will be shown as committed fund balance on the City’s Comprehensive Annual Financial Report (CAFR).
Paired with this reserve is the policy of a minimum monthly cash balance (throughout the fiscal year) in the
General Fund of at least $14 million. This keeps the reserve funds liquid rather than having them tied up in
longer-term investments. The amount presented on the monthly Treasurer’s Report will be used to determine
the actual ending monthly cash balance.
On March 13, 2020, the City Council declared a local emergency to enhance the City’s emergency preparedness
and overall readiness. The City has experienced and is predicted to continue to experience continued emergency
expenditures as it relates to the COVID-19 global pandemic. As described above, this Fund Balance commitment
was established as a reserve for emergency funding as a result of a declared emergency.
As a result, the FY 2020-21 Adopted Budget included City Council’s appeal to utilize $10.2 million of the declared
disaster fund balance to help offset the loss in General Fund reserves. This authority is proposed to transfer into
the proposed FY 2021-22 General Fund budget.
COMMITTED FOR SELF-INSURANCE
The $2 million self-insurance reserve is set by Resolution 11-27 and Municipal Code Section 2-154. The City
will maintain a minimum $2 million Committed General Fund Balance to be used to pay actual losses not covered
by other insurance policies or insurance pools. If used, this reserve shall be replenished with funds each fiscal
year from the General Fund operating reserve.
COMMITTED FOR ECONOMIC RESERVES
During the reserve study discussed above, the City Council approved the establishment of a reserve to address
possible economic instability resulting in a decline in sales tax, property tax and transient occupancy tax. After
the adoption of the reserve goal, the Finance Department created the Committed for Economic Reserve account
and has added $1.5 million, annually in accordance with the reserve study.
On March 13, 2020, the City Council declared a local emergency in order to enhance the City’s emergency
preparedness and overall readiness. The City has experienced and is predicted to continue to experience a
decline in revenues, especially with regards to sales and transient occupancy taxes. As described above, this
Fund Balance commitment was established as a reserve for economic instability.
OTHER GENERAL FUND RESERVES
The other three categories of reserves listed above are based on specific studies or calculations of what is
needed for those programs. The amounts are refreshed annually and recommended to continue as long as
required. In addition to these reserves, the City Council has delegated the authority to determine fund balance
assignments to the Finance Director. These assignments include: Compensated Absences, Police Retirement
1% Supplemental and a Pension Section 115 Trust. These assignments total $9.2 million at June 30, 2020.
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FINANCIAL AND BUDGET POLICIES (CONTINUED)
DEBT SERVICE FUND RESERVES
The City shall maintain reserves in the Debt Service Funds as prescribed by the bond covenants adopted at the
time of the debt issuance.
EQUIPMENT REPLACEMENT FUND RESERVES
The Equipment Replacement Fund shall maintain adequate reserves to provide funding for replacement of fleet
vehicles and motorized equipment.
DEBT
DEBT ISSUANCE
The City may issue long-term (exceeding twelve months) debt for capital projects and fixed assets. All General
Fund debt issuances shall identify the method of repayment (or have a dedicated revenue source). The term of
the debt should not exceed the life of the asset being financed. The City shall not issue General Fund debt to
support ongoing operating costs unless such debt issuance achieves net operating cost savings and such
savings are verified by independent analysis.
UNFUNDED PENSION LIABILITY
Should the City’s pension obligations include an unfunded liability, the City shall develop a plan to reduce and
eventually eliminate the unfunded liability. In addition to paying the annual required contribution (that includes
amortization of the unfunded pension liability), the City will annually allocate a minimum of $500,000 annually
toward reducing the unfunded liability starting with the Fire Side Fund. In addition, if the City prepays annual
retirement costs, the savings on any prepayment option exercised will be evaluated by the Finance Department
to determine if it could be used to make an additional payment to the Fire Side Fund. These actions are intended
to pay off the Fire Side Fund in eleven or twelve years.
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20
DESCRIPTION OF FUNDS & FUND TYPES
GOVERNMENTAL FUNDS
Governmental funds are used to account for most, if not all, of a government’s tax-supported activities. The
general fund, special revenues funds, debt service funds, and capital projects funds are considered
governmental funds.
GENERAL FUND – 101
The General Fund is the general operating fund of the City. All general tax revenues and other receipts that
are not allocated by law or contractual agreement to some other fund are accounted for in this fund. The Sales
and Use Tax revenue from Proposition 172 are reflected in the General Fund summaries.
SPECIAL REVENUE FUNDS
Special Revenue Funds are used to account for proceeds of specific sources (other than for major capital
projects) that are legally restricted to expenditure for specified purposes.
CULTURE ARTS MASTER PLAN FUND – 130:
Established to account for receipt and disbursement directly related to efforts in coordinating, managing and
funding associated with Measure Q, one half of one percent of the proceeds of the seven percent tax set forth
in sub-sections (c) and (d) shall be directed toward the implementation of the Culture and Arts Master Plan.
FIRST TIME HOMEBUYER PROGRAM FUND – 140:
Established to account for receipt and disbursement directly related to efforts in coordinating, managing and
funding associated with Measure Q, one half of one percent of the proceeds of the 7% tax set forth shall be
directed toward the implementation of a first time homebuyer program for current residents of the City, former
residents who were raised in the City and/or who graduated from the Newport Mesa Unified School District.
DISASTER RELIEF FUND – 150:
Established to account for appropriations directly related to efforts in coordinating, managing and funding
eligible response and recovery efforts associated with domestic major disasters and emergencies. This fund
was triggered in February 2020, when the City first experienced COVID related events. When the COVID
emergency declaration was enacted, this fund was expanded to track COVID related and OC protests
expenditures by department.
GAS TAX FUND – 201:
Established to account for the receipt and disbursement of funds used for construction and maintenance of the
road network system of the City. Financing is provided by the City's share of State gasoline taxes.
AIR QUALITY IMPROVEMENT FUND (AQMD) – 203:
Established to account for the City's share of funds received under Health & Safety Code Section 44223 (AB
2766) to finance air pollution reduction programs consistent with the California Clean Air Act of 1988.
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DESCRIPTION OF FUNDS & FUND TYPES (CONTINUED)
AMERICAN RESCUE PLAN (ARP) – 205:
The American Rescue Plan is the first piece of legislation that allows for Federal funding to backfill the loss of
revenues and reinstate reductions taken due to the pandemic. The ARP allotted $26.5 million to the City of
Costa Mesa, half expected to be disbursed in May 2021 and the other half twelve months later.
HOME PROGRAM FUND – 205:
Established to account for the receipt and disbursement of funds received under the Federal Home Investment
Partnership Program of the Department of Housing and Urban Development (HUD). These revenues must be
expended for acquisition, rehabilitation, and new construction of rental housing.
COMMUNITY DEVELOPMENT BLOCK GRANT FUND (CDBG) – 207:
This fund accounts for revenues received from the Department of Housing and Urban Development. These
revenues must be expended to accomplish one of the following objectives: elimination of slum or blight, benefit
low and moderate income persons, or to meet certain urgent community development needs.
SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND (SLESF) – 213:
Established to account for the receipt and disbursement of funds received under the State Citizen's Option for
Public Safety (COPS) program allocated pursuant to Government Code Section 30061 enacted by AB 3229,
Chapter 134 of the 1996 Statues. These COPS/SLESF funds are allocated based on population and can only
be spent for "front line municipal police services" as per Government Code Section 30061(c)(2).
RENTAL REHABILITATION PROGRAM FUND – 216:
Established to account for revenues received from the Department of Housing and Urban Development under
Section 17 of the U.S. Housing Act of 1937. These revenues must be expended to provide assistance to
rehabilitate primarily privately-owned residential rental property.
NARCOTICS FORFEITURE FUND – 217:
Established to account for receipt and disbursement of narcotic forfeitures received from the County, State and
Federal pursuant to Section 11470 of State Health and Safety Code and Federal Statute 21USC Section 881.
OFFICE OF TRAFFIC SAFETY FUND – 220:
Established to account for the receipt and disbursement of State monies received from the Office of Traffic
Safety. Funds are restricted for projects utilized to enhance traffic safety and reduce drunk driving in the City.
FEDERAL GRANTS FUND – 230:
Established to account for the receipt and disbursement of Federal monies granted and received to carry out a
public purpose of support or stimulation authorized by Federal law. Funds are restricted for federally-funded
projects utilized within the City. All projects are to abide to the Uniform Guidance set by the Office of
Management and Budget.
STATE GRANTS FUND – 231:
Established to account for the receipt and disbursement of State monies granted and received. Funds are
restricted for projects funded by the State of California and are to abide all State requisites.
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DESCRIPTION OF FUNDS & FUND TYPES (CONTINUED)
RMRA GAS TAX FUND – 251:
Established to account for the receipt and disbursement of state monies received from the Road Maintenance
and Rehabilitation Account. Funds are restricted for projects utilized to address deferred maintenance on the
local street and road system.
DEBT SERVICE FUNDS
Debt Service Funds are used to account for accumulation of resources for, and the payment of, general long-
term debt including principal and interest.
FINANCING AUTHORITY DEBT SERVICE FUND – 380:
To accumulate monies for the payment of the 2017 Lease Revenue Bonds. The 2017 Lease Revenue bonds
refunded the Public Financing Authority 2007 Certificates of Participation and provided partial funding for the
Lion’s Park Project.
PUBLIC FINANCING AUTHORITY DEBT SERVICE FUND – 390:
To accumulate monies for payment of the 2006 Revenue Refunding bonds. The 2006 Revenue Refunding
bonds refunded the 1991 Local Agency Revenues Bonds that provided monies for the purchase of the Costa
Mesa Community Facilities 1991 Special Tax Bonds.
CAPITAL PROJECTS FUNDS
Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction
of major capital facilities (other than those financed by proprietary funds and trust funds).
PARK DEVELOPMENT FEES FUND – 208 :
Established to account for the development of new park site and playground facilities. Financing is provided by
fees charged to residential and commercial developers.
DRAINAGE FEES FUND – 209:
Established to account for the construction and maintenance of the City's drainage system. Financing is
provided by fees charged to residential and commercial developers.
TRAFFIC IMPACT FEES FUND – 214:
Established to account for the receipt and disbursement of funds for off-site transportation improvements
Citywide. Financing is provided by fees charged to residential and commercial developers.
CAPITAL OUTLAY FUND – 401:
Established to account for capital expenditures financed by the City's General Fund and any grant not
accounted for in a special revenue fund. This includes 1) Capital Projects: with a value greater than $5,000
including, publicly owned or operated streets, highways, bridges, sidewalks, curbs, gutters, alleys, storm
drains, storm water pump stations, trees, landscaping, medians, parks, playgrounds, traffic signals, streetlights,
fences, and walls; and 2) Capital Facilities: City owned or operated buildings including, City Hall, Civic Center,
Police Department, Old Corp Yard, New Corp Yard, fire stations, libraries, and community centers.
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DESCRIPTION OF FUNDS & FUND TYPES (CONTINUED)
The City approved 5.0% of General Fund revenues to be transferred to fund Capital assets, as required by the
Capital Asset Needs (CAN) Ordinance. On May 19, 2020, Council approved to waive the CAN Ordinance
required contribution amount to Capital projects. The reduction was a necessary measure to assist in closing
the FY 2020-21 fiscal impact resulting from COVID-19. The FY 2021/22 Proposed Budget assumes full funding
of the CAN.
VEHICLE PARKING DISTRICTS FUND – 409/410:
Established under the Vehicle Parking District Law of 1943 to provide vehicle facilities in the downtown area.
Financing is provided through specific property tax levies.
GOLF COURSE IMPROVEMENT FUND – 413:
Established to account for the Costa Mesa Country Club capital expenditures. The City receives two and one-
half percent of the monthly gross receipts of green and tournament fees to finance capital improvements.
MEASURE "M2" REGIONAL FUND – 415:
Established to account for expenditure of Measure M2 funds allocated based on "competitive" basis in
accordance with the November 2006 voter-approved one-half percent sales tax for local transportation.
MEASURE "M2" FAIRSHARE FUND – 416:
Established to account for expenditure of Measure M2 funds allocated based on "Fairshare" basis in
accordance with the November 2006 voter-approved one-half percent sales tax for local transportation
improvements.
JACK HAMMETT SC CAPITAL IMPROVEMENT FUND – 417:
Established to account for receipt and disbursement of funds related to on-going maintenance of Jack
Hammett Sports Complex. Funding is provided by the facility’s rental income.
LIONS PARK PROJECT 2017 BOND FUND – 418:
Established to account for the receipt and disbursement of bond funds for construction of a new library and
renovation of the existing library into the neighborhood community center. Project funding is partially provided
by bond proceeds with the remaining balance provided by the Capital Improvements Fund, Park Development
Fees Fund, and Gas Tax Fund.
PROPRIETARY FUNDS
INTERNAL SERVICE FUNDS
Internal Service Funds are used to report any activity that provides goods or services to other funds,
departments, or agencies of the primary government and its component units, or to other governments, on a
cost-reimbursement basis.
24
DESCRIPTION OF FUNDS & FUND TYPES (CONTINUED)
EQUIPMENT REPLACEMENT FUND – 601:
Established to account for all fleet equipment used by City departments.
SELF-INSURANCE FUND – 602:
Established to account for the receipt and disbursement of funds used to pay workers' compensation, general
liability, and unemployment claims filed against the City.
INFORMATION TECHNOLOGY REPLACEMENT FUND – 603:
Established to provide funds for future replacement and upgrade to the City’s computer equipment, systems
and supporting infrastructure. On March 18, 2020, the City Council adopted Ordinance No. 2020-06 amending
Chapter V (Finance) of Title 2 (Administration) of the Costa Mesa Municipal Code to revise Article 8 (capital
asset needs) and add Article 9 (information technology needs) reallocating 1.5% of General Fund revenues
from capital improvements to information technology improvements. In March 2020, City Council adopted a
five year Information Technology Strategic Plan that is technologically strategic, operationally responsive, and
fiscally responsible.
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SUMMARIES OF FINANCIAL DATA
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BUDGET OVERVIEW
The Fiscal Year 2021-22 Budget reflects the operating and capital spending plans for the General Fund, Special
Revenue Funds, Capital Project Funds, and Internal Service Funds. The total proposed budget for all funds is
approximately $198 million, an increase of $34.1 million, or 21 percent compared to the adopted budget for Fiscal
Year 2020-21. Table 1 illustrates these amounts.
TABLE 1 – PROPOSED BUDGET – ALL FUNDS
GENERAL FUND BUDGET OVERVIEW
The General Fund comprises 78 percent of the total operating budget. Therefore, the succeeding discussion will
focus primarily on the General Fund.
The General Fund budget is $154.4 million (including transfers out), an increase of approximately $17.8 million,
or 13 percent compared to the Fiscal Year 2020-21 adopted budget. Table 2 below illustrates the components
and the changes of the budget as compared to the prior year’s budget.
TABLE 2 – GENERAL FUND OPERATING BUDGET
SALARIES AND BENEFITS
Budgeted personnel costs increased by $9.2 million, or 10 percent. This increase is primarily attributed to the
reinstatement of the five percent furlough ($3 million) and vacancy attrition factors ($1.8 million) implemented in
departments in the prior adopted budget. In an effort to contain costs in light of the pandemic crisis that started
in the last quarter of Fiscal Year 2019-20, the City reduced part-time staffing, hours and pay by way of furloughs
and layoffs. In the current year, budgeted positions were restored at the level of personnel needed to provide
expected levels of services to the community. Additionally, there is an increase in staffing that was approved in
Fiscal Year 2020-21 in relation to Measure Q ($1.2 million) and other reclassifications to staffing. Additionally,
personnel has increased due to climbing retirement costs. The General Fund’s retirement cost has increased by
$0.8 million.
Adopted Proposed FY 2021-22
Expenditure Category FY 2020-21 FY 2021-22 Amount Percent % of Total
Operating Budget 145,841,031$ 163,522,932$ 17,681,901$ 12%83%
Transfers Out 4,099,924 9,841,585 5,741,661 140%5%
Capital Budget 13,855,245 24,566,362 10,711,117 77%12%
Total 163,796,200$ 197,930,879$ 34,134,679$ 21%100%
Increase/(Decrease)
Adopted Proposed FY 2021-22
Expenditure Category FY 2020-21 FY 2021-22 Amount Percent % of Total
Salaries and Benefits 96,349,972$ 105,549,021$ 9,199,049$ 10%68%
Maintenance and Operations 34,934,966 38,437,418 3,502,452 10%25%
Fixed Assets 1,252,409 1,435,306 182,897 15%1%
Transfers Out 4,099,924 8,980,936 4,881,012 119%6%
Total 136,637,271$ 154,402,681$ 17,765,410$ 13%100%
Increase/(Decrease)
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BUDGET OVERVIEW (CONTINUED)
MAINTENANCE AND OPERATIONS
The maintenance and operations category includes such accounts as: office supplies; office equipment;
electricity; gas and water for all City owned property including parks, medians, street lights and traffic signals;
park and facility maintenance, general liability insurance, the contingency account, and principal and interest
payments on outstanding City debt. The budget for maintenance and operations in the General Fund is $38.4
million, a net increase of $3.5 million, or 10 percent compared to the FY 2020-21 adopted budget. The increase
is attributed to restoring the FY 2020-21 budget reductions.
TRANSFERS OUT
The budget includes an operating transfer out totaling $9.0 million from the General Fund, to fund various Capital
Improvement Program (CIP) projects and information technology replacement needs. City Council approved to
implement the 5.0% of General Fund revenues to be transferred to the Capital Outlay Fund, as required by the
Capital Asset Needs (CAN) Ordinance. The proposed amount to be transferred for Fiscal Year 2021-22 is $6.9
million to the Capital Improvement Fund. Ordinance 2020-06, passed by the City Council on March 17, 2020, to
reallocate 1.5% of the annual General Fund revenues to fund the City’s technology needs. The budget includes
a $2.1 million transfer to the Information Technology Replacement Fund to comply with this ordinance.
The total proposed FY 21-22 General Fund revenue is $151.2 million, an increase of $24.8 million or 20 percent
compared to FY 20-21 adopted budget. Table 3 illustrates the General Fund revenue sources estimates.
TABLE 3 – GENERAL FUND REVENUE ESTIMATES
REVENUES
City management has been working with all Departments to develop a structurally balanced FY 2021-22 General
Fund Budget. Table 3 above reflects an overall 20 percent increase in General Fund revenue compared to the
Fiscal Year 2020-21 adopted budget, this is primarily attributed to transfers in from the American Rescue Plan
(ARP) Fund and expected increases in taxes, specifically proposed increases due to property and sales taxes.
The combined decrease of these two taxes make up $11.0 million of $13.9 million increase in taxes.
Adopted Proposed FY 2021-22
Revenue Source FY 2020-21 FY 2021-22 Amount Percent % of Total
Taxes 110,328,616$ 124,260,065$ 13,931,449$ 13%82%
Licenses and Permits 2,610,808 4,013,442 1,402,633 54%3%
Fines and Forfeitures 1,487,358 1,401,089 (86,269)-6%1%
Use of Money and Property 2,685,661 4,883,522 2,197,861 82%3%
Other Governmental Agencies 922,023 275,523 (646,500)-70%0%
Fees and Charges for Services 7,269,538 7,624,611 355,073 5%5%
Other Revenue 1,056,097 2,163,809 1,107,712 105%1%
Operating Transfer In -6,561,529 6,561,529 0%4%
Total 126,360,101$ 151,183,589$ 24,823,488$ 20%96%
Increase/(Decrease)
28
BUDGET OVERVIEW (CONTINUED)
GRAPH 1 – GENERAL FUND REVENUE ESTIMATES BY CATEGORY
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. Table 4 illustrates this relationship.
TABLE 4 – REVENUE BUDGET – ALL FUNDS BY FUND TYPE
Property Tax $49,552,798
Sales Tax $61,026,733
Transient Occupancy Tax $5,569,330
Franchise Fees $5,183,673
Business License $928,160
Marijuana Gross Receipts Tax $2,000,000
Licenses and Permits $4,013,442
Fines and Forfeitures $1,401,089
Use of Money & Property $4,883,522
Other Government Agencies $275,523
Fees and Charges $7,624,611
Other Revenues $2,163,809
29
BUDGET OVERVIEW (CONTINUED)
INTERNAL SERVICE FUNDS
The City uses Internal Service Funds to account for the following activities:
EQUIPMENT REPLACEMENT FUND (601)
This fund accounts for the accumulation of resources necessary to replace vehicles over a number of years
based upon an established replacement schedule. This fund also accounts for fleet services provided by the
Maintenance Services Division to the user-departments. For FY 2021-22, the budget is approximately $2.7
million.
Under the Internal Service Funds method of accounting for fleet services, user-departments are charged monthly
internal rent. The rent consists of the estimated cost for future replacement of department vehicles and the
monthly cost of maintenance, 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 service, including labor, materials, and overhead costs.
SELF-INSURANCE FUND (602)
This fund accounts for the Risk Management Program including workers’ compensation, general liability, and
unemployment insurance. The FY 2021-22 budget totals $4.9 million. The City currently contracts with separate
vendors for workers’ compensation and managed care services that historically were handled together. Since
the City has separated the two, it has been able to take advantage of competitive rates and additional cost
savings on medical expenses.
The unemployment insurance portion is based on actual payments to the State Employment Development
Department (EDD), which processes the claims for unemployment benefits on behalf of the City. The City
reimburses the EDD on a quarterly basis. Departments are charged back based on an established formula.
Revenues for the Self-insurance Fund come from internal charges to the user-departments based on historical
costs of incurred losses, insurance premiums, and other services provided by the Risk Management Division.
INFORMATION TECHNOLOGY REPLACEMENT FUND (603)
This fund accounts for the accumulation of resources necessary to replace hardware and software related to
information technology. As per Ordinance no. 2020-06, 1.5% of annual General Fund revenues is allocated to
the Information Technology Replacement Fund to provide funding for the City’s immediate and future information
technology needs, including those identified in the Information Technology Strategic Plan.
TABLE 5 – REVENUE BUDGET – INTERNAL SERVICE FUNDS
Adopted Proposed FY 2021-22
Fund Types FY 2020-21 FY 2021-22 Amount Percent % of Total
Equipment Replacement Fund 2,604,000$ 2,671,416$ 67,416$ 3%27%
Self-Insurance Fund 4,871,689 4,931,477 59,788 1%50%
IT Replacement Fund 1,871,924 2,321,135 449,211 24%23%
Total 9,347,613$ 9,924,028$ 576,415$ 6%100%
Increase/(Decrease)
30
BUDGET OVERVIEW (CONTINUED)
CAPITAL IMPROVEMENT PROJECTS
The proposed capital budget is approximately $24.6 million, an increase of $10.7 million or 77% from the adopted
FY 2020-21 budget. In reviewing the Capital Improvement Program budget, it is important to keep in mind that
most projects are funded by restricted revenue sources or grants. Consequently, there will potentially be
significant differences from year to year in both the numbers of projects proposed and the total dollars budgeted.
Primary funding sources for capital projects include the Measure M, Gas Tax, Gas Tax, Road Maintenance and
Rehabilitation Account, Air Quality Management Fund, Community Development Block Grant, Park
Development Fees, Traffic Impact Fees, Capital Improvement and Drainage Fees Funds.
Key projects included in the Capital Improvement Budget for FY 2021-22 are:
Police Department – Range Remodel
Jack Hammett Sport Park Expansion
Citywide street improvements
Westside Storm Drain Improvements
Adams Avenue Improvements-RMRA
The City’s Five-Year Capital Improvement Program (CIP) is listed at the end of the CIP section of this budget
book. This section provides comprehensive, detailed information on the capital projects that the City plans to
undertake in the coming fiscal year and beyond. It also contains a summary listing of projects by funding source.
31
ALL FUNDS REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 101 - General Fund 144,969,950$ 137,600,019$ 126,360,101$ 151,183,589$ 20%
Fund 130 - Cultural Arts Master Plan
Marijuana Gross Receipts Tax -$ -$ -$ 166,667$ -
Total Fund 130 -$ -$ -$ 166,667$ -
Fund 140 - First Time Homebuyer Program
Marijuana Gross Receipts Tax -$ -$ -$ 166,667$ -
Total Fund 140 -$ -$ -$ 166,667$ -
Fund 201 - Gas Tax
Investment Earnings 138,971$ 133,849$ 40,000$ 40,000$ 0%
GASB 31 Market Value Adjustment 132,063 121,627 ---
Gas Tax - 2103 385,174 798,691 978,674 1,023,231 5%
Gas Tax - 2105 632,586 590,859 613,965 666,742 9%
Gas Tax - 2106 418,770 369,871 398,957 406,808 2%
Gas Tax - 2107.1 795,546 746,072 738,605 848,480 15%
Gas Tax - 2107.5 10,000 10,000 10,000 10,000 0%
Other Reimbursements -10,780 ---
Total Fund 201 2,513,110$ 2,781,749$ 2,780,201$ 2,995,261$ 8%
Fund 203 - Air Quality
Investment Earnings 6,295$ 8,508$ 3,547$ 3,005$ -15%
GASB 31 Market Value Adjustment 7,119 5,748 ---
AB 2766 - Air Quality Improvement Fees 149,546 146,894 126,809 146,900 16%
Total Fund 203 162,960$ 161,150$ 130,356$ 149,905$ 15%
Fund 204 - American Rescue Plan
Other Federal Grants -$ -$ -$ 13,240,757$ -
Total Fund 204 -$ -$ -$ 13,240,757$ -
Fund 205 - HOME Investment Partnerships Program (HOME)
Lien/Loan Repayment 1,454,658$ 49,818$ 70,000$ 20,000$ -71%
Investment Earnings 31,758 33,005 10,000 30,000 200%
GASB 31 Market Value Adjustment 32,873 28,221 ---
HOME Invest. Partnership Grant 69,058 141,967 505,820 501,749 -1%
Total Fund 205 1,588,347$ 253,011$ 585,820$ 551,749$ -6%
Fund 207 - Community Development Block Grant (CDBG)
Lien/Loan Repayment 75,316$ -$ 30,000$ -$ -100%
Investment Earnings 124 445 ---
Community Dev. Block Grant 1,086,273 411,358 1,136,657 1,121,215 -1%
Total Fund 207 1,161,713$ 411,803$ 1,166,657$ 1,121,215$ -4%
GENERAL FUND
SPECIAL REVENUE FUNDS
32
ALL FUNDS REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 213 - Supplemental Law Enforcement Services (SLESF)
Investment Earnings 80$ 55$ -$ -$ -
GASB 31 Market Value Adjustment 66 193 ---
Safety (COPS)263,294 273,684 258,111 265,965 3%
Total Revenues 263,440$ 273,932$ 258,111$ 265,965$ 3%
Operating Transfers In 44,544$ -$ -$ -$ -
Total Other Financing Sources 44,544$ -$ -$ -$ -
Total Fund 213 307,984$ 273,932$ 258,111$ 265,965$ 3%
Fund 216 - Rental Rehabilitation Program
Investment Earnings 4,358$ 5,381$ 1,000$ 1,000$ 0%
GASB 31 Market Value Adjustment 4,574 4,758 ---
Lien/Loan Repayment 171,749 40,000 ---
Total Fund 216 180,681$ 50,139$ 1,000$ 1,000$ 0%
Fund 217 - Narcotics Forfeiture
Asset Forfeiture - US Treasury -$ 10,824$ -$ -$ -
Asset Forfeiture - DOJ 571,025 587,525 ---
Asset Forfeiture - County/Other 38,915 58,421 ---
Asset Forf Drug/Gang Activity 7,163 10,310 ---
Investment Earnings 20,261 26,109 1,000 1,000 0%
GASB 31 Market Value Adjustment 21,810 31,005 ---
Total Fund 217 659,174$ 724,193$ 1,000$ 1,000$ 0%
Fund 219 - Local Law Enforcement Block Grant
Investment Earnings 584$ 715$ -$ -$ -
GASB 31 Market Value Adjustment 655 582 ---
Total Fund 219 1,239$ 1,297$ -$ -$ -
Fund 220 - Office of Traffic Safety
Other Federal Grants 162,919$ 163,410$ -$ -$ -
Total Fund 220 162,919$ 163,410$ -$ -$ -
Fund 230 - Federal Grants
Investment Earnings -$ 12,363$ -$ -$ -
GASB 31 Market Value Adjustment -47,638 ---
Other Federal Grants -13,300 ---
Total Fund 230 -$ 73,301$ -$ -$ -
Fund 231 - State Grants
Investment Earnings -$ 686$ -$ 500$ -
GASB 31 Market Value Adjustment -2,775 ---
State Government -----
Other State Grants -273,025 262,722 329,813 26%
Total Fund 231 -$ 276,486$ 262,722$ 330,313$ 26%
33
ALL FUNDS REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 251 - Road Maintenance and Rehabilitation Account (RMRA) Gas Tax
Investment Earnings 21,872$ 69,267$ 5,000$ 15,000$ 200%
GASB 31 Market Value Adjustment 48,499 74,796 ---
Gasoline Tax - RMRA 2,114,320 2,006,161 2,133,947 2,263,862 6%
Gas Tax Loan Repayment 130,020 130,218 ---
Total Fund 251 2,314,711$ 2,280,442$ 2,138,947$ 2,278,862$ 7%
Fund 208 - Park Development Fees
Investment Earnings 133,708$ 125,578$ 25,000$ 50,000$ 100%
GASB 31 Market Value Adjustment 120,639 98,324 ---
Park Development Fees 2,299,373 1,049,018 672,869 708,869 5%
Total Fund 208 2,553,720$ 1,272,919$ 697,869$ 758,869$ 9%
Fund 209 - Drainage Fees
Investment Earnings 27,785$ 39,586$ 10,000$ 20,000$ 100%
GASB 31 Market Value Adjustment 29,417 38,898 ---
Drainage Assessment Fees 268,800 898,498 613,730 426,411 -31%
Total Fund 209 326,002$ 976,982$ 623,730$ 446,411$ -28%
Fund 214 - Traffic Impact Fees
Investment Earnings 86,181$ 93,197$ 15,000$ 30,000$ 100%
GASB 31 Market Value Adjustment 90,992 81,608 ---
Traffic Impact Fees 182,166 259,298 50,000 200,000 300%
Total Fund 214 359,339$ 434,104$ 65,000$ 230,000$ 254%
Fund 218 - Fire System Development
Investment Earnings 2,764$ 10,844$ 700$ 700$ 0%
GASB 31 Market Value Adjustment 3,101 5,764 ---
Fire Protect. Sys. Dev. Fees -167,540 ---
Total Fund 218 5,865$ 184,148$ 700$ 700$ 0%
Fund 228 - Fire Protection System Paramedic Fund
Investment Earnings -$ 3,462$ -$ -$ -
GASB 31 Market Value Adjustment -5,249 ---
Fire Prot System Paramedic -301,792 ---
Total Fund 228 -$ 310,503$ -$ -$ -
CAPITAL PROJECTS FUNDS
34
ALL FUNDS REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 401 - Capital Outlay
Investment Earnings 239,676$ 191,364$ 50,000$ 60,000$ 20%
GASB 31 Market Value Adjustment 242,587 113,335 ---
Other Federal Grants 2,027,482 599,689 ---
Other State Grants -727,500 3,312,336 - -100%
Other County Grants/Programs 51,371 ----
Other Governmental Agencies 197,893 ----
Contributions 242,000 ----
Donations 254,925 ----
Other Reimbursements 74,767 1,076,110 ---
Loan Proceeds 153,914 ----
Total Revenues 3,484,615$ 2,707,998$ 3,362,336$ 60,000$ -98%
Operating Transfers In 12,005,734$ 4,402,681$ 2,238,000$ 7,570,450$ 238%
Total Other Financing Sources 12,005,734$ 4,402,681$ 2,238,000$ 7,570,450$ 238%
Total Fund 401 15,490,349$ 7,110,679$ 5,600,336$ 7,630,450$ 36%
Fund 403 - Measure M Regional
Other Reimbursements (9,097)$ -$ -$ -$ -
Total Fund 403 (9,097)$ -$ -$ -$ -
Fund 409 - Vehicle Parking District 1
Property Tax - Secured 3,771$ 4,126$ 3,922$ 3,500$ -11%
Property Tax - Unsecured 12 12 12 12 -4%
Property Tax - Supplemental 11 8 11 11 -4%
Property Tax - Homeowners 2 2 2 2 -4%
Delinquent Tax - Penalties/Int 1 1 1 1 -4%
Investment Earnings 481 169 100 200 100%
GASB 31 Market Value Adjustment 577 575 ---
Total Fund 409 4,855$ 4,894$ 4,049$ 3,726$ -8%
Fund 410 - Vehicle Parking District 2
Property Tax - Secured 11,788$ 12,653$ 12,260$ 12,260$ 0%
Property Tax - Unsecured 10 10 11 11 0%
Property Tax - Supplemental 10 7 11 11 0%
Property Tax - Homeowners 2 2 2 2 0%
Delinquent Tax - Penalties/Int 1 1 1 1 0%
Investment Earnings 954 365 100 500 400%
GASB 31 Market Value Adjustment 1,189 1,258 ---
Total Fund 410 13,954$ 14,295$ 12,385$ 12,785$ 3%
Fund 413 - Golf Course Improvement
Investment Earnings -$ 5,435$ 1,500$ 1,500$ 0%
GASB 31 Market Value Adjustment 3,759 4,951 ---
Golf Course Operations 102,916 108,759 100,000 110,000 10%
Total Fund 413 106,675$ 119,145$ 101,500$ 111,500$ 10%
35
ALL FUNDS REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 415 - Measure M2 Competitive
Investment Earnings -$ 9,702$ -$ -
GASB 31 Market Value Adjustment 3,154 --
Measure "M2" Regional Grant 3,757,881 750,841 74,500 1,773,000 2280%
Total Fund 415 3,757,881$ 763,697$ 74,500$ 1,773,000$ 2280%
Fund 416 - Measure M2 Fairshare
Investment Earnings 130,750$ 91,847$ 25,000$ 40,000$ 60%
GASB 31 Market Value Adjustment 125,849 89,714 ---
Measure "M2" Fairshare 2,646,626 2,688,605 2,277,652 2,496,909 10%
Total Fund 416 2,903,225$ 2,870,166$ 2,302,652$ 2,536,909$ 10%
Fund 417 - Jack Hammett Sports Complex Capital Improvement
Investment Earnings 5,901$ 10,560$ 3,000$ 3,000$ 0%
GASB 31 Market Value Adjustment 6,496 8,438 ---
Jack Hammett Field Rental 150,750 150,750 150,750 150,750 0%
Total Fund 417 163,147$ 169,748$ 153,750$ 153,750$ 0%
Fund 418 - Lions Park Project 2017 Bond
Investment Earnings 182,191$ 24,556$ -$ 1,000$ -
GASB 31 Market Value Adjustment 3,390 2,994 ---
Proceeds Fr. Issuance of Bonds -----
Total Fund 418 185,581$ 27,550$ -$ 1,000$ -
Fund 601 - Equipment Replacement Fund
Investment Earnings 7,217$ 17,488$ -$ 15,000$ -
GASB 31 Market Value Adjustment -26,885 ---
Other Charges for Services -----
Internal Svc. Charges - Automotive Equip.2,178,121 2,571,510 2,604,000 2,656,416 2%
Donations -278,521 ---
Damage to City Property 54,008 ----
Sale of Automotive Equipment 41,925 32,156 ---
Sale of Office Furniture 11 ----
Sale of Office Equipment 10,626 ----
Sale of Other Equipment -4,042 ---
Total Revenues 2,291,908$ 2,930,601$ 2,604,000$ 2,671,416$ 3%
Operating Transfers In 28,284$ 1,125,000$ -$ -$ -
Total Other Financing Sources 28,284$ 1,125,000$ -$ -$ -
Total Fund 601 2,320,192$ 4,055,601$ 2,604,000$ 2,671,416$ 3%
INTERNAL SERVICE FUNDS
36
ALL FUNDS REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 602 - Self Insurance Fund
Investment Earnings 217,063$ 241,645$ 50,000$ 110,000$ 120%
GASB 31 Market Value Adjustment 243,992 219,612 ---
Internal Service Charges - General Liability 2,544,919 2,246,078 2,051,459 2,051,459 0%
Internal Service Charges - Workers' Comp.3,313,009 2,977,926 2,690,018 2,690,018 0%
Internal Service Charges - Unemployment 85,572 80,421 80,212 80,000 0%
Settlements 13,220 ----
Total Revenues 6,417,775$ 5,765,682$ 4,871,689$ 4,931,477$ 1%
Operating Transfers In 3,290,813$ -$ -$ -$ -
Total Other Financing Sources 3,290,813$ -$ -$ -$ -
Total Fund 602 9,708,588$ 5,765,682$ 4,871,689$ 4,931,477$ 1%
Fund 603 - IT Replacement Fund
Investment Earnings 80,649$ 101,291$ 10,000$ 50,000$ 400%
GASB 31 Market Value Adjustment 99,462 87,159 ---
Rental of IT Equipment 250,000 ----
Total Revenues 430,111$ 188,450$ 10,000$ 50,000$ 400%
Operating Transfers In 1,930,183$ -$ 1,861,924$ 2,271,135$ 22%
Total Other Financing Sources 1,930,183$ -$ 1,861,924$ 2,271,135$ 22%
Total Fund 603 2,360,294$ 188,450$ 1,871,924$ 2,321,135$ 24%
TOTAL REVENUES 176,932,514$ 163,709,906$ 148,569,074$ 179,632,964$ 21%
TOTAL OTHER SOURCES 17,340,845$ 6,677,681$ 4,099,924$ 16,403,114$ 300%
GRAND TOTAL ALL FUNDS 194,273,359$ 170,387,587$ 152,668,998$ 196,036,078$ 28%
* In previous years, the Sales and Use Tax - Prop 172 was included in a separate fund. Effective
July 1, 2019 this revenue is recorded in the General Fund.
37
GENERAL FUND REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
GENERAL FUND
Fund 101 - General Fund
Taxes
Property Tax - Secured $ 2 8,381,704 $ 30,094,033 $ 28,742,126 $ 33,133,820 15%
Property Tax - Unsecured 843,551 892,821 748,065 935,865 25%
Property Tax - Supplemental 775,854 603,451 765,525 671,697 -12%
Property Tax - Homeowners 149,872 149,197 149,613 149,613 0%
Delinquent Tax - Penalties/Int 44,080 45,014 15,750 50,000 217%
Property Transfer Tax 727,391 791,414 816,560 816,560 0%
Property Tax In-Lieu of VLF 11,951,449 12,672,511 12,931,291 13,795,244 7%
Sales and Use Tax 64,902,009 55,866,830 54,343,382 59,938,452 10%
Sales and Use Tax - Prop 172* 1,126,008 1,102,506 1,035,655 1,088,281 5%
Transient Occupancy Tax 8,595,417 6,587,223 4,772,862 5,569,330 17%
Electric Franchise Fee 1,222,349 1,183,884 1,234,572 1,240,745 0%
Cable TV Franchise Fee 1,030,699 988,888 1,020,392 988,929 -3%
PEG Cable Franchise Fee 259,732 179,114 233,759 233,759 0%
Gas Franchise Fee 198,422 210,033 200,406 225,067 12%
Solid W aste Hauler Franchise Fee 2,331,349 2,261,045 2,494,543 2,494,543 0%
Business License 941,857 899,426 716,250 928,160 30%
Marijuana Gross Receipts Tax 163,803 763,673 107,864 2,000,000 1754%
Total Taxes $ 123,633,040 $ 115,291,064 $ 110,328,616 $ 124,260,065 13%
Licenses and Permits
Dog License $ 8 5,062 $ 78,070 $ 67,879 $ 78,221 15%
Fire Permits 257,277 85,161 255,000 84,318 -67%
Fire Construction Permits - 147,908 - 210,632 -
Building Permits 1,877,165 2,677,232 1,491,750 1,744,886 17%
Electrical Permits 225,900 366,906 206,132 352,475 71%
Plumbing/Mechanical Permits 309,620 419,733 240,332 355,921 48%
Street Permits 376,580 585,280 248,844 355,491 43%
Special Business Permits 215 215 430 430 0%
Marijuana Business Permits 163,720 64,575 45,203 741,960 1541%
Home Occupation Permits 12,548 22,536 8,400 25,000 198%
Operator's Permits 5,025 3,525 2,100 2,100 0%
Self-Haul Permit 33,400 13,600 21,700 21,700 0%
Other Permits 37,847 32,577 23,039 40,308 75%
Total Licenses and Permits $ 3,384,358 $ 4,497,318 $ 2,610,808 $ 4,013,442 54%
Fines and Forfeitures
Municipal Code Violations $ 2 03,022 $ 119,236 $ 157,500 $ 157,500 0%
Vehicle Code Violations 309,312 285,382 184,159 245,545 33%
Parking Citations 1,307,466 968,044 1,132,699 968,044 -15%
Red Light Violations 32,090 28,146 13,000 30,000 131%
Total Fines and Forfeitures $ 1,851,890 $ 1,400,807 $ 1,487,358 $ 1,401,089 -6%
Use of Money and Property
Investment Earnings $ 6 84,519 $ 712,834 $ 240,000 $ 600,000 150%
Rental - Buildings/Grounds 219,509 221,492 130,000 200,000 54%
Rental - Downtown Comm. Center 14,319 16,827 7,500 11,250 50%
Rental - Balearic Center 36,237 15,037 10,000 20,000 100%
38
GENERAL FUND REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 101 - General Fund (continued)
Use of Money and Property (continued)
Rental - Neighborhood Comm. Ctr. $ 9 ,174 $ 5,981 $ 42,500 $ 42,500 0%
Rental - Senior Center 97,112 54,995 52,500 52,500 0%
Rental - Fields 85,875 96,697 44,100 85,000 93%
Rental - Tennis 45,795 41,002 46,789 100,000 114%
Rental - Golf Course Operations 2,230,891 2,245,142 1,840,000 3,500,000 90%
Rental - 3175 Airway - 115,374 172,272 172,272 0%
Rental - Bus Shelter Ads 108,481 88,820 100,000 100,000 0%
Total Use of Money and Property $ 4,431,170 $ 4,480,349 $ 2,685,661 $ 4,883,522 82%
Other Government Agencies
Motor Vehicle In-Lieu Tax $ 5 5,343 $ 91,674 $ 60,000 $ 85,000 42%
POST Reimbursements 4,563 40,080 10,000 10,000 0%
Mattress Recycling Council 11,070 10,650 10,000 10,500 5%
SB 90 - State Mandated Costs 143,076 91,105 50,000 50,000 0%
Other State Grants - Cal OES Reimb. 148,757 201,157 - 55,023 -
Other County Grants 191,610 202,758 172,000 65,000 -62%
Total Other Govt. Agencies $ 785,617 $ 932,738 $ 922,023 $ 275,523 -70%
Fees and Charges
Plan Checking Fee $ 1 ,417,075 $ 812,585 $ 358,479 $ 748,247 109%
Zoning/Variance/CUP Fees 189,693 304,804 437,855 437,855 0%
Measure X MM CUP 302,588 20,008 55,016 480,974 774%
Subdivision Map Fees 7,225 30,090 23,750 23,750 0%
Environmental Impact Fees 287,869 31,477 5,000 5,000 0%
Vacation/Abandonment of ROW 450 150 750 750 0%
Source Reduction/Recycling 6,710 36,504 12,000 12,000 0%
Self Haul Per-Project Fee 76,220 66,320 83,500 83,500 0%
Special Policing Fees 548,591 740,665 163,722 400,000 144%
Marijuana HdL Background 25,465 30,071 11,960 75,000 527%
Vehicle Storage/Impound Fees 398,240 338,440 247,500 350,000 41%
Vehicle Code Violation Fee 1,010 630 1,085 1,085 0%
Repo Vehicle Release Fee 3,930 3,330 3,728 3,728 0%
Jail Booking Fees - City 316,925 70,352 27,373 100,000 265%
Police False Alarms 160,552 192,378 50,442 100,000 98%
Fingerprinting 13,624 11,054 23,175 23,175 0%
Fire Inspections 127,780 90,675 31,250 100,000 220%
Ambulance Transportation Program 3,048,986 3,664,032 3,550,000 3,150,000 -11%
Fire False Alarms 2,835 - 1,400 1,400 0%
Accident Cost Recovery 8,867 8,956 10,000 10,000 0%
Fire Plan Check Fees - 166,132 101,000 101,000 0%
Fire Special Event Fees - 14,042 32,000 32,000 0%
Park Permits 59,419 28,202 50,000 50,000 0%
Park Improvements 18,131 11,357 7,500 7,500 0%
Recreation - Aquatics 64,491 39,902 63,000 63,000 0%
Recreation - Day Camp 183,528 35,973 183,330 183,330 0%
Recreation - Playgrounds 446,152 297,954 475,000 230,000 -52%
Recreation - Special Events 24,876 29,690 37,800 37,800 0%
Recreation - Early Childhood 130,652 83,789 131,328 131,328 0%
Recreation - Instructional Classes 367,536 212,331 332,500 350,000 5%
Recreation - Basketball 19,411 10,928 15,750 15,750 0%
39
GENERAL FUND REVENUES AND SOURCES OF FUNDS
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22 %
FY 18-19 FY 19-20 Adopted Proposed Incr/
Fund/Account Description Actual Actual Budget Budget (Dec)
Fund 101 - General Fund (continued)
Recreation - Adult Open Gym 7,015 4,293 6,750 6,750 0%
Recreation - Softball 58,320 27,888 36,000 36,000 0%
Recreation - Adult Sports Futsal 1,888 1,612 1,650 1,650 0%
Recreation - Teen Camp 35,813 (1,892) 34,000 34,000 0%
Senior Center Charges 150 (875) 10,635 10,635 0%
Photocopies 3,178 2,512 3,300 3,300 0%
Document Retention Fees 38,009 92,514 50,000 50,000 0%
Police Reports 27,618 26,587 29,246 29,246 0%
Police Clearance Letters 3,900 3,480 3,958 3,958 0%
Sale - Maps & Publications 309 - 200 200 0%
Sale - Miscellaneous Supplies 475 410 700 700 0%
Internal Service Charges - Central Svcs. 93,162 78,994 303,771 80,000 -74%
Business License Processing Fee - 31,213 257,736 45,000 -83%
EV Charge Station Fees - - - 2,000 -
Charges for Other Services 52,750 11,565 3,400 12,000 253%
Special Assessments - - 1,000 1,000 0%
Total Fees and Charges $ 8,876,734 $ 7,671,756 $ 7,269,538 $ 7,624,611 5%
Other Revenues
Reimb. - Const. Permit Insp. Fees $ 8 3,042 $ 138,815 $ 50,000 $ 100,000 100%
Damage to City Property 7,148 23,462 25,000 25,000 0%
Civil Subpoena Costs 13,367 12,433 14,247 14,247 0%
Bus Shelter Maintenance Reimbursement 35,000 35,000 35,000 35,000 0%
Public Notices 27,358 20,665 24,000 24,000 0%
Other Reimbursements 502,102 380,605 150,000 350,000 133%
Nonoperating Income - Other 962,362 1,060,817 556,850 1,464,562 163%
Sale - Other Equipment - 3 1,000 1,000 0%
Other 107,907 427,175 150,000 150,000 0%
Total Other Revenues $ 1,965,854 $ 2,175,988 $ 1,056,097 $ 2,163,809 105%
Total Revenues $ 144,928,663 $ 136,450,019 $ 126,360,101 $ 144,622,060 14%
Other Financing Sources
Operating Transfers In $ 4 1,287 $ 1,150,000 $ - $ 6,561,529 -
Total Other Financing Sources $ 41,287 $ 1,150,000 $ - $ 6,561,529 -
Total Fund 101 $ 144,969,950 $ 137,600,019 $ 126,360,101 $ 151,183,589 20%
Fund 150 - Disaster Fund
Other Federal Grants $ - $ 1,059,214 $ - $ - $ -
Other County Grants and Programs - 8,877 - - -
Total Revenues $ - $ 1,068,091 $ - $ - $ -
Operating Transfers In $ - $ - $ - $ - $ -
Total Other Financing Sources $ - $ - $ - $ - $ -
Total Fund 150 $ - $ 1,068,091 $ - $ - $ -
40
Fund Transfers In Transfers Out
General Fund - 101 -$ 8,980,936$ 1,2
American Rescue Plan - 204 860,649 1,2
Capital Improvement Fund - 401 7,570,450 1 -
IT Replacement Fund - 603 2,271,135 2 -
Total 9,841,585$ 9,841,585$
1 Funding of $7,570,450 for support of projects in the Capital Improvement Fund.
2 Funding of $2,271,135 for Information Technology Strategic Plan project.
SCHEDULE OF INTERFUND TRANSFERS
for the Fiscal Year Ending June 30, 2022
41
TOTAL APPROPRIATIONS (INCLUDING TRANSFERS)
for the Fiscal Year Ending June 30, 2022
Salaries and Benefits
68.36%
Maintenance and
Operations
24.89%Fixed Assests
0.93%Transfers Out
5.82%
TOTAL APPROPRIATIONS - GENERAL FUND - $154,402,680
General Fund
78.01%
Gas Tax
3.23%
HOME
0.28%
CDBG
0.67%
Park Development
0.50%Gas Tax - RMRA
1.18%
Capital Outlay
3.55%
Measure M2 Fairshare
1.79%
Equipment
Replacement
2.36%
Self-Insurance
2.48%
Other Funds
5.96%
TOTAL APPROPRIATIONS - ALL FUNDS - $197,930,878
(INCLUDES CAPITAL IMPROVEMENT)
42
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
City Council
Salaries and Benefits 563,814$ 555,470$ 678,874$ 728,160$
Maintenance and Operations 92,695 146,607 88,875 161,181
Fixed Assets 10,996 496 2,000 2,000
Subtotal City Council 667,505$ 702,573$ 769,749$ 891,341$
City Manager's Office
Salaries and Benefits 8,939,911$ 9,007,295$ 7,931,189$ 8,004,591$
Maintenance and Operations 11,637,221 3,486,096 4,402,389 4,269,189
Fixed Assets 52,342 23,903 18,700 20,900
Subtotal City Manager's Office 20,629,475$ 12,517,293$ 12,352,278$ 12,294,680$
City Attorney
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 1,170,015 1,482,750 950,000 1,000,000
Fixed Assets ----
Subtotal City Attorney 1,170,015$ 1,482,750$ 950,000$ 1,000,000$
Finance
Salaries and Benefits 2,709,934$ 2,533,530$ 3,317,645$ 3,442,488$
Maintenance and Operations 588,252 828,603 1,130,430 1,270,430
Fixed Assets 19,163 9,996 37,300 37,300
Subtotal Finance 3,317,348$ 3,372,129$ 4,485,375$ 4,750,218$
Parks and Community Services
Salaries and Benefits 4,264,656$ 3,907,013$ 5,115,880$ 5,156,090$
Maintenance and Operations 2,326,437 2,490,820 2,690,252 2,699,013
Fixed Assets 20,732 21,973 344,200 3,800
Subtotal Parks and Community Services 6,611,825$ 6,419,806$ 8,150,332$ 7,858,903$
Information Technology
Salaries and Benefits 2,016,548$ 2,053,079$ 2,232,745$ 2,929,561$
Maintenance and Operations 394,332 524,360 466,381 574,831
Fixed Assets 902,994 964,349 2,876,990 5,857,626
Subtotal Information Technology 3,313,873$ 3,541,789$ 5,576,116$ 9,362,018$
Police Department
Salaries and Benefits 43,180,073$ 44,577,382$ 42,390,411$ 44,968,433$
Maintenance and Operations 4,523,048 6,755,830 6,325,913 6,837,057
Fixed Assets 129,880 295,216 125,443 114,709
Subtotal Police Department 47,833,000$ 51,628,428$ 48,841,767$ 51,920,199$
Fire and Rescue Department
Salaries and Benefits 25,199,245$ 24,167,405$ 22,678,370$ 25,046,091$
Maintenance and Operations 3,602,766 4,844,289 5,033,713 5,061,112
Fixed Assets 100,861 9,104 35,000 35,000
Subtotal Fire and Rescue Department 28,902,872$ 29,020,798$ 27,747,083$ 30,142,203$
Department/Category
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
SUMMARY OF APPROPRIATIONS BY DEPARTMENT/BY CATEGORY -
ALL FUNDS (EXCLUDES CIP)
43
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget BudgetDepartment/Category
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
SUMMARY OF APPROPRIATIONS BY DEPARTMENT/BY CATEGORY -
ALL FUNDS (EXCLUDES CIP)
Development Services
Salaries and Benefits 5,643,967$ 5,612,598$ 6,174,112$ 7,284,098$
Maintenance and Operations 1,366,847 1,304,471 1,444,817 1,926,549
Fixed Assets 24,520 14,137 9,200 13,200
Subtotal Development Services 7,035,334$ 6,931,206$ 7,628,129$ 9,223,847$
Public Services
Salaries and Benefits 9,067,215$ 9,088,417$ 10,076,202$ 11,159,108$
Maintenance and Operations 13,088,642 12,897,959 11,346,683 13,715,283
Fixed Assets 124,805 61,508 402,460 1,197,400
Subtotal Public Services 22,280,662$ 22,047,885$ 21,825,345$ 26,071,791$
Non-Departmental
Salaries and Benefits -$ -$ (1,292,008)$ 2,611,000$
Maintenance and Operations 3,026,826 7,541,065 8,806,865 7,396,732
Fixed Assets 20,000 ---
Transfers Out 20,094,245 6,677,681 4,099,924 9,841,585
Subtotal Non-Departmental 23,141,071$ 14,218,746$ 11,614,781$ 19,849,317$
TOTAL APPROPRIATIONS - ALL FUNDS
Salaries and Benefits 101,585,364$ 101,502,189$ 99,303,420$ 111,329,620$
Maintenance and Operations 41,817,080 42,302,850 42,686,318 44,911,377
Fixed Assets 1,406,292 1,400,682 3,851,293 7,281,935
Transfers Out 20,094,245 6,677,681 4,099,924 9,841,585
TOTAL APPROPRIATIONS - ALL FUNDS 164,902,980$ 151,883,403$ 149,940,955$ 173,364,517$
44
FY 19/20
Fund Actuals
FY 20/21
Adopted
FY 21/22
Proposed
% Incr /
(Decr)
GENERAL FUND
General Fund - 101 $ 137,426,066 $ 136,637,271 $ 154,402,680 12%
SPECIAL REVENUE FUNDS
Arts Cultural Master Plan - 130 $ 194,401 100%
Gas Tax Fund - 201 $ 1,912,674 $ 2,705,001 $ 6,398,427 58%
AQMD Fund - 203 184,748 130,356 345,000 62%
American Rescue Plan Fund - 204 860,649 100%
HOME Fund - 205 580,820 551,298 -5%
CDBG Fund - 207 1,366,887 1,327,226 -3%
SLESF Fund - 213 245,013 277,372 12%
Rental Rehabilitation Program Fund - 216 80,000 100%
Narcotics & Seizure Fund - 217
Office of Traffic Safety - 220
Grants - State - 231 262,722 577,333 54%
RMRA Gas Tax Fund - 251 377,558 2,134,145 2,336,177 9%
CAPITAL PROJECTS FUNDS
Park Development Fees Fund - 208 $ 985,600 $ 981,000 0%
Drainage Fund - 209 194,127 550,000 575,000 4%
Traffic Impact Fees Fund - 214 295,544 481,000 1,293,000 63%
Fire System Devel Fund - 218
Capital Improvement Fund - 401 7,318,463 5,550,336 7,017,306 21%
Vehicle Parking District 1 - 409
Vehicle Parking District 2 - 410
Golf Course Improvement Fund - 413 45,142 275,000 265,000 -4%
Measure "M2" Regional Fund - 415 684,807 74,500 1,773,000 96%
Measure "M2" Fairshare Fund - 416 1,932,955 2,479,937 3,537,065 30%
Jack Hammett SC Capital Improvement Fund - 417 663,000 100%
Lions Park Project 2017 Bond Fund - 418 816,101
INTERNAL SERVICE FUNDS
Equipment Replacement Fund - 601 $ 3,196,452 $ 2,604,000 $ 4,680,281 44%
Self-Insurance Fund - 602 4,135,919 4,871,689 4,908,965 1%
IT Replacement Fund - 603 135,774 1,861,924 4,886,698 62%
GRAND TOTAL $ 158,656,330 $ 163,796,201 $ 197,930,878 17%
SUMMARY OF APPROPRIATIONS BY FUND
45
City City City Parks and
Fund Council Manager Attorney Finance Comm. Svcs.
GENERAL FUND
General Fund - 101 891,341$ 7,385,715$ 1,000,000$ 4,750,218$ 7,664,502$
SPECIAL REVENUE FUNDS
Arts Cultural Master Plan - 130 ----194,401
Gas Tax Fund - 201 -----
AQMD Fund - 203 -----
American Rescue Plan Fund - 204 -----
HOME Fund - 205 -----
CDBG Fund - 207 -----
SLESF Fund - 213 -----
Rental Rehabilitation Program Fund - 216 -----
Narcotics & Seizure Fund - 217 -----
Office of Traffic Safety - 220 -----
Grants - State - 231 -----
RMRA Gas Tax Fund - 251 -----
CAPITAL PROJECTS FUNDS
Park Development Fees Fund - 208 -----
Drainage Fund - 209 -----
Traffic Impact Fees Fund - 214 -----
Fire System Devel Fund - 218 -----
Capital Improvement Fund - 401 -----
Vehicle Parking District 1 - 409 -----
Vehicle Parking District 2 - 410 -----
Golf Course Improvement Fund - 413 -----
Measure "M2" Regional Fund - 415 -----
Measure "M2" Fairshare Fund - 416 -----
Jack Hammett SC Capital Improvement Fund - 417 -----
Lions Park Project 2017 Bond Fund - 418 -----
INTERNAL SERVICE FUNDS
Equipment Replacement Fund - 601 -----
Self-Insurance Fund - 602 -4,908,965 ---
IT Replacement Fund - 603 -----
GRAND TOTAL 891,341$ 12,294,680$ 1,000,000$ 4,750,218$ 7,858,903$
SUMMARY OF APPROPRIATIONS BY DEPARTMENT/BY FUND
ALL FUNDS (INCLUDES CIP)
for the Fiscal Year Ending June 30, 2022
46
Information Fire and Development Public Non-Capital
Technology Police Rescue Services Services Departmental Improv. Prog.Total
4,523,856$ 51,313,014$ 30,142,203$ 7,782,564$ 19,960,600$ 18,988,668$ -$ 154,402,680$
-------194,401
----765,909 -5,632,518 6,398,427
------345,000 345,000
-----860,649 -860,649
---551,298 ---551,298
---761,449 --565,777 1,327,226
-277,372 -----277,372
---80,000 ---80,000
--------
--------
-329,813 ----247,520 577,333
------2,336,177 2,336,177
------981,000 981,000
------575,000 575,000
------1,293,000 1,293,000
--------
------7,017,306 7,017,306
--------
--------
----265,000 --265,000
------1,773,000 1,773,000
----400,001 -3,137,064 3,537,065
------663,000 663,000
--------
----4,680,281 --4,680,281
-------4,908,965
4,838,162 --48,536 ---4,886,698
9,362,018$ 51,920,199$ 30,142,203$ 9,223,847$ 26,071,791$ 19,849,317$ 24,566,362$ 197,930,878$
SUMMARY OF APPROPRIATIONS BY DEPARTMENT/BY FUND -
ALL FUNDS (INCLUDES CIP)
for the Fiscal Year Ending June 30, 2022
47
48
FY 20-21 FY 21-22
Account FY 18-19 FY 19-20 Adopted Proposed
Account Description Number Actuals Actuals Budget Budget
Salaries and Benefits
Regular Salaries - Sworn 501100 23,832,611$ 23,210,093$ 24,665,230$ 25,817,387$
Regular Salaries - Non Sworn 501200 19,448,600 20,229,551 23,965,261 26,386,702
Regular Salaries - Part time 501300 5,119,200 4,791,349 5,304,201 4,914,403
Overtime 501400 7,976,139 7,191,572 3,854,557 4,036,524
Accrual Payoff - Excess Maximum 501500 529,009 530,663 186,128 191,128
Vacation/Comp. Time Cash Out 501600 387,828 419,182 293,980 303,980
Holiday Allowance 501700 763,503 912,513 784,537 757,707
Separation Pay-Off 501800 249,517 431,488 145,775 145,776
Other Compensation 501900 2,486,465 2,559,113 3,270,973 2,906,503
Vacancy Attrition 501000 --(5,842,430)(4,019,104)
Furloughs 502200 --(3,036,369)-
Cafeteria Plan 505100 7,339,529 9,190,101 10,790,353 11,648,637
Medicare 505200 906,731 920,291 835,519 874,264
Retirement 505300 24,905,948 26,840,261 31,628,243 32,471,231
Longevity 505400 2,768 3,412 3,600 3,600
Executive Professional Development(1)505500 735,374 66,793 77,495 87,615
Auto Allowance 505600 45,415 39,163 49,200 56,100
Unemployment(2)505800 107,426 10,057 80,020 80,020
Workers' Compensation(2)505900 4,902,782 2,328,091 2,247,147 2,207,147
Employer Contr. Retirees' Medical 506100 1,846,589 1,828,496 2,460,000 2,460,000
Subtotal Salaries and Benefits 101,585,433$ 101,502,189$ 101,763,420$ 111,329,620$
Maintenance and Operations
Stationery and Office 510100 249,357$ 170,786$ 174,400$ 212,850$
Multi-Media, Promotions and Subs.510200 558,397 412,430 321,689 583,289
Small Tools and Equipment 510300 375,259 141,043 253,413 269,557
Uniform and Clothing 510400 410,802 315,179 359,700 381,660
Safety and Health 510500 535,858 405,625 511,930 528,480
Maintenance and Construction 510600 758,096 585,619 897,850 894,350
Agriculture 510700 92,011 77,154 97,000 97,000
Fuel 510800 570,741 529,632 501,400 501,400
Electricity - Buildings and Fac.515100 544,291 554,495 604,550 578,820
Electricity - Power 515200 244,007 230,387 281,800 281,800
Electricity - Street Lights 515300 976,105 1,066,403 1,000,000 1,000,000
Gas 515400 54,214 57,759 45,400 45,400
Water - Domestic 515500 65,205 79,446 75,100 75,100
Water - Parks and Parkways 515600 617,773 773,895 785,000 859,100
Waste Disposal 515700 126,899 148,021 162,800 162,400
Janitorial and Housekeeping 515800 449,185 448,812 483,613 497,233
Postage 520100 112,355 3,445 864 442
Legal Advertising/Filing Fees 520200 239,078 239,196 252,100 240,332
Advertising and Public Info.520300 8,106 13,728 16,850 16,850
Telephone/Radio/Communications 520400 582,697 823,593 765,200 816,400
Business Meetings 520500 63,708 38,671 42,080 49,280
Mileage Reimbursement 520600 3,590 1,100 3,300 3,300
Dues and Membership 520700 32,393 147,133 40,525 200,992
Board Member Fees 520800 31,000 37,800 41,300 49,700
Professional Development(1)520900 -261,017 490,288 544,869
SUMMARY OF APPROPRIATIONS BY ACCOUNT -
ALL FUNDS (EXCLUDES CIP)
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
49
FY 20-21 FY 21-22
Account FY 18-19 FY 19-20 Adopted Proposed
Account Description Number Actuals Actuals Budget Budget
SUMMARY OF APPROPRIATIONS BY ACCOUNT -
ALL FUNDS (EXCLUDES CIP)
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
Maintenance and Operations (continued)
Buildings and Structures 525100 328,899 189,036 268,500 268,500
Landscaping and Sprinklers 525200 2,983,595 3,160,951 2,842,500 3,230,500
Automotive Equipment 525400 257,343 211,096 250,000 250,000
Office Furniture 525600 95 583 1,500 2,000
Office Equipment 525700 32,786 53,198 29,600 44,200
Other Equipment 525800 842,851 799,113 777,300 926,750
Streets, Alleys and Sidewalks 525900 973,954 974,745 507,200 1,007,200
Employment 530100 150,123 276,944 26,000 26,000
Consulting 530200 4,789,899 3,521,057 4,051,164 4,118,434
Legal 530300 426,577 3,306,286 2,844,721 2,776,420
Engineering and Architectural 530400 344,045 409,095 386,994 636,962
Financial and Information Services 530500 498,135 517,175 1,028,749 1,078,750
Medical and Health Inspection 530600 151,955 127,366 151,600 192,100
Public Safety 530700 2,238,306 2,397,054 2,532,100 2,513,300
Recreation 530800 486,988 295,010 382,442 515,330
Sanitation 530900 140 530 800 1,200
Principal Payments 535100 1,610,261 1,610,000 2,375,000 2,450,000
Interest Payments 535200 1,263,185 1,203,487 1,155,360 1,067,905
External Rent 535400 994,995 593,143 690,598 846,198
Grants, Loans and Subsidies 535500 329,993 2,780,309 685,108 739,099
Depreciation 535600 1,052,361 1,279,617 -1,350,000
Internal Rent - Central Services 535800 177,091 87,733 99,776 99,722
Internal Rent - Postage 535900 -92,277 110,400 111,334
Internal Rent - Maint. Charges 536100 1,517,099 884,754 884,754 884,887
Internal Rent - Replacement Costs 536200 661,023 1,142,860 1,217,816 1,217,816
Internal Rent - IT Replacement 536300 250,000 ---
Internal Rent - Fuel 536400 -540,095 501,400 501,400
Internal Rent - General Liability 536500 -2,245,724 2,072,426 2,072,221
Internal Rent - Workers Comp(2)536600 -2,946,822 2,690,018 2,689,915
Internal Rent - Unemployment(2)536700 -79,972 80,212 80,180
General Liability 540100 7,566,828 1,041,280 1,625,875 1,625,875
Special Liability 540200 --9,400 9,400
Buildings and Personal Property 540500 --225,200 225,200
Taxes and Assessments 540700 162,142 180,251 196,200 196,200
Contingency 540800 3,943,056 203,265 138,302 550,000
Other Costs 540900 835 311 1,179,151 1,715,775
Assistance 545300 41,634 ---
Acquisition Costs 545500 36,588 13,376 --
Emergency Protective Measure 580200 -1,575,969 --
Subtotal Maintenance and Operations 41,813,907$ 42,302,850$ 40,226,318$ 44,911,377$
50
FY 20-21 FY 21-22
Account FY 18-19 FY 19-20 Adopted Proposed
Account Description Number Actuals Actuals Budget Budget
SUMMARY OF APPROPRIATIONS BY ACCOUNT -
ALL FUNDS (EXCLUDES CIP)
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
Fixed Assets
Buildings and Structures 590400 20,000$ -$ -$ -$
Automotive Equipment 590500 30,806 1,510 394,560 1,189,500
Office Furniture 590600 42,119 9,363 2,900 16,900
Office Equipment 590700 12,198 6,960 --
Other Equipment 590800 1,234,448 1,348,944 3,453,833 6,075,535
Loss on Disposal of Assets 599100 69,825 33,905 --
Subtotal Fixed Assets 1,409,395$ 1,400,682$ 3,851,293$ 7,281,935$
Transfers Out
Transfers Out 595100 20,094,245$ 6,677,681$ 4,099,924$ 9,841,585
Subtotal Transfers Out 20,094,245$ 6,677,681$ 4,099,924$ 9,841,585$
TOTAL APPROPRIATIONS - ALL FUNDS 164,902,980$ 151,883,403$ 149,940,955$ 173,364,517$
(1)In FY 2019-20, the City changed the budgeting methodology for professional development. Only executive
professional development included in the employee MOUs is included in this account. Other professional development
such as training, licenses and certificates are accounted for under maintenance and operations.
(2)In FY 2019-20, the City corrected the budgeting method for billing internal charges. The prior years have not been
adjusted to ensure consistency with the audited financial statements.
51
TOTAL APPROPRIATIONS -
GENERAL FUND (INCLUDING TRANSFERS)
for the Fiscal Year Ending June 30, 2022
City Council, 0.58%
City Manager,
4.78%
City Attorney, 0.65%
Finance ,
3.08%
Parks and Community
Services, 4.96%
IT , 2.93%
Police, 33.23%
Fire and Rescue,
19.52%
Development Services,
5.04%
Public Services, 12.93%Non-Departmental,
12.30%
TOTAL APPROPRIATIONS - GENERAL FUND,
BY DEPARTMENT $154,402,680
Salaries, 33.03%
Benefits, 14.85%
Retirement, 20.48%
Furniture and
Equipment,
0.93%
Professional
Services,
5.01%
Utilities,
1.94%
Internal Rent,
4.96%
Debt Service, 2.28%Other Operating Costs,
16.53%
TOTAL APPROPRIATIONS - GENERAL FUND,
BY ACCOUNT TYPE $154,402,680
52
FY 20-21 FY 21-22
Account FY 18-19 FY 19-20 Adopted Proposed
Account Description Number Actuals Actuals Budget Budget
Salaries and Benefits
Regular Salaries - Sworn 501100 23,157,490$ 23,006,629$ 24,523,647$ 25,672,446$
Regular Salaries - Non Sworn 501200 18,544,135 18,301,887 22,354,248 24,611,703
Regular Salaries - Part time 501300 5,014,563 4,385,061 5,234,920 4,733,435
Overtime 501400 7,711,156 6,731,151 3,828,632 3,957,348
Accrual Payoff - Excess Maximum 501500 513,040 525,746 186,128 186,128
Vacation/Comp. Time Cash Out 501600 377,567 414,427 292,980 302,980
Holiday Allowance 501700 745,091 907,540 781,937 755,107
Separation Pay-Off 501800 230,709 429,726 145,375 145,376
Other Compensation 501900 2,394,596 2,538,032 3,248,273 2,885,269
Vacancy Attrition 501000 --(5,842,430)(4,019,104)
Furloughs 502200 --(3,036,369)-
Cafeteria Plan 505100 7,108,344 8,781,834 10,428,402 11,253,029
Medicare 505200 877,837 876,510 809,123 843,843
Retirement 505300 24,212,220 26,251,816 30,805,190 31,614,526
Longevity 505400 2,768 3,412 3,600 3,600
Executive Professional Development(1)505500 733,392 66,465 77,115 87,235
Auto Allowance 505600 45,415 39,163 49,200 56,100
Unemployment(2)505800 84,487 ---
Workers' Compensation(2)505900 3,299,992 ---
Employer Contr. Retirees' Med.506100 1,846,589 1,828,496 2,460,000 2,460,000
Subtotal Salaries and Benefits 96,899,391$ 95,087,897$ 96,349,971$ 105,549,021$
Maintenance and Operations
Stationery and Office 510100 244,779$ 169,573$ 170,900$ 203,850$
Multi-Media, Promotions and Subs 510200 556,897 410,401 319,889 565,989
Small Tools and Equipment 510300 345,922 136,653 239,316 252,116
Uniform and Clothing 510400 409,627 309,704 355,700 377,660
Safety and Health 510500 535,290 405,625 511,430 527,980
Maintenance & Construction 510600 448,700 304,632 322,850 329,350
Agriculture 510700 92,011 77,154 97,000 97,000
Electricity - Buildings & Fac.515100 544,291 554,495 604,550 578,820
Electricity - Power 515200 244,007 230,387 281,800 281,800
Electricity - Street Lights 515300 976,105 1,066,403 1,000,000 1,000,000
Gas 515400 54,214 57,759 45,400 45,400
Water - Domestic 515500 65,205 79,446 75,100 75,100
Water - Parks and Parkways 515600 617,773 773,895 785,000 859,100
Waste Disposal 515700 126,032 147,270 161,800 161,400
Janitorial and Housekeeping 515800 449,185 444,656 481,713 495,333
Postage 520100 111,654 3,383 --
Legal Advertising/Filing Fees 520200 230,048 237,964 235,100 236,600
Advertising and Public Info.520300 8,106 13,121 14,300 14,300
Telephone/Radio/Communications 520400 582,697 823,593 765,200 816,400
Business Meetings 520500 63,708 38,671 41,380 48,580
Mileage Reimbursement 520600 3,590 1,100 3,300 3,300
Dues and Membership 520700 32,393 147,133 40,525 198,992
Board Member Fees 520800 31,000 37,800 41,300 41,300
SUMMARY OF APPROPRIATIONS BY ACCOUNT -
GENERAL FUND ONLY
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
53
FY 20-21 FY 21-22
Account FY 18-19 FY 19-20 Adopted Proposed
Account Description Number Actuals Actuals Budget Budget
SUMMARY OF APPROPRIATIONS BY ACCOUNT -
GENERAL FUND ONLY
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
Maintenance and Operations (continued)
Professional Development(1)520900 -254,286 485,188 539,769
Buildings and Structures 525100 259,843 130,389 202,500 202,500
Landscaping and Sprinklers 525200 2,983,595 3,150,341 2,842,500 3,230,500
Automotive Equipment 525400 658 446 --
Office Furniture 525600 95 583 1,500 2,000
Office Equipment 525700 32,773 53,094 29,400 44,000
Other Equipment 525800 832,959 792,089 768,300 917,750
Streets, Alleys and Sidewalks 525900 973,954 974,745 507,200 1,007,200
Employment 530100 134,202 276,944 26,000 26,000
Consulting 530200 4,428,065 2,583,785 2,950,980 3,289,863
Legal 530300 415,218 3,306,286 2,805,600 2,768,300
Engineering and Architectural 530400 290,224 375,079 318,930 568,898
Financial and Information Services 530500 498,135 517,175 1,028,749 1,078,750
Medical and Health Inspection 530600 151,955 127,366 151,600 192,100
Public Safety 530700 2,191,438 2,397,054 2,532,100 2,513,300
Recreation 530800 486,988 295,010 382,442 495,330
Sanitation 530900 140 530 800 1,200
Principal Payments 535100 1,610,261 1,610,000 2,375,000 2,450,000
Interest Payments 535200 1,253,450 1,203,487 1,155,360 1,067,905
External Rent 535400 994,995 593,143 690,598 846,198
Grants, Loans and Subsidies 535500 11,231 2,438,845 23,000 23,000
Internal Rent - Central Services 535800 177,002 87,706 99,722 99,722
Internal Rent - Postage 535900 -92,159 110,296 110,792
Internal Rent - Maint. Charges 536100 1,509,905 884,300 884,300 884,300
Internal Rent - Fleet 536200 654,769 1,142,301 1,217,256 1,217,256
Internal Rent - IT Replacement 536300 250,000 ---
Internal Rent - Fuel 536400 -540,095 501,400 501,400
Internal Rent - General Liability 536500 -2,240,855 2,069,259 2,069,259
Internal Rent - Workers Comp(2)536600 -2,945,345 2,688,443 2,688,442
Internal Rent - Unemployment(2)536700 -79,165 79,685 79,687
General Liability 540100 2,525,332 ---
Taxes and Assessments 540700 91,796 91,729 96,200 96,200
Contingency 540800 --138,302 500,000
Other Costs 540900 835 311 1,178,803 1,715,427
Assistance 545300 41,634 ---
Acquisition Costs 545500 36,588 13,376 --
Subtotal Maintenance and Operations 29,611,274$ 35,668,836$ 34,934,966$ 38,437,418$
Fixed Assets
Buildings and Structures 590400 20,000$ -$ -$ -$
Office Furniture 590600 39,015 9,363 2,900 16,900
Office Equipment 590700 12,198 6,960 --
Other Equipment 590800 890,319 1,247,869 1,249,509 1,418,406
Subtotal Fixed Assets 961,531$ 1,264,192$ 1,252,409$ 1,435,306$
54
FY 20-21 FY 21-22
Account FY 18-19 FY 19-20 Adopted Proposed
Account Description Number Actuals Actuals Budget Budget
SUMMARY OF APPROPRIATIONS BY ACCOUNT -
GENERAL FUND ONLY
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
Transfers Out
Transfers Out 595100 20,049,115$ 5,405,141$ 4,099,924$ 8,980,936$
Subtotal Transfers Out 20,049,115$ 5,405,141$ 4,099,924$ 8,980,936$
TOTAL APPROPRIATIONS - GENERAL FUND 147,521,312$ 137,426,066$ 136,637,270$ 154,402,680$
(1)In Fiscal Year 2019-20, the City changed the budgeting methodology for professional development. Only executive
professional development included in the employee MOUs is included in this account. Other professional development
such as training, licenses and certificates are accounted for under maintenance and operations.
(2)In Fiscal Year 2019-20, the City corrected the budgeting method for billing internal charges. The prior years have not
been adjusted to ensure consistency with the audited financial statements.
55
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
CITY COUNCIL
Council Member 7.00 7.00 7.00 7.00 7.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst//Chief of Staff - 1.00 1.00 1.00 1.00
Management Analyst - - - 1.00 1.00
Total City Council 8.00 9.00 9.00 10.00 10.00
CITY MANAGER'S OFFICE
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 2.00
Administrative Secretary 1.00 1.00 1.00 1.00 -
Assistant to the City Manager - 1.00 1.00 1.00 1.00
Central Services Supervisor 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Community Outreach W orker 2.00 - - - -
Deputy City Clerk 2.00 2.00 2.00 2.00 2.00
Executive Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Graphics Designer 1.00 1.00 1.00 1.00 1.00
Human Resources Administrator 1.00 1.00 1.00 1.00 1.00
Human Resources Analyst 2.00 3.00 4.00 4.00 3.00
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Office Specialist II 1.00 1.00 1.00 1.00 -
Human Resources Secretary - - - - 1.00
Human Resources Technician - - - - 1.00
Management Analyst 1.00 - 1.00 2.00 3.00
Neighborhood Improvement Manager 1.00 - - - -
Office Specialist II - - - - 1.00
Principal Human Resources Analyst 2.00 2.00 2.00 2.00 2.00
Public Affairs Manager 3.00 2.00 2.00 2.00 2.00
Senior Management Analyst - 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 - - - -
Video Production Coordinator 1.00 1.00 1.00 1.00 1.00
Video Production Specialist 1.00 1.00 1.00 1.00 1.00
W ebsite Coordinator 1.00 1.00 1.00 1.00 1.00
Total City Manager's Office 28.00 25.00 27.00 28.00 30.00
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
56
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
FINANCE DEPARTMENT
Finance Director 1.00 1.00 1.00 1.00 1.00
Accountant 1.00 2.00 2.00 1.00 1.00
Accounting Specialist I 1.00 1.00 1.00 1.00 1.00
Accounting Specialist II 3.00 3.00 3.00 3.00 3.00
Accounting Supervisor 1.00 1.00 1.00 1.00 1.00
Assistant Finance Director 1.00 1.00 1.00 1.00 1.00
Budget and Purchasing Manger - - 1.00 1.00 1.00
Budget Analyst 1.00 2.00 2.00 2.00 2.00
Budget Specialist 1.00 - - - -
Buyer 2.00 3.00 3.00 3.00 3.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Financial Analyst - - 1.00 1.00 1.00
Management Analyst 1.00 1.00 - - -
Payroll Coordinator 1.00 1.00 1.00 1.00 1.00
Payroll Supervisor - - - 1.00 1.00
Permit Processing Specialist 1.00 1.00 1.00 2.00 2.00
Purchasing Supervisor 1.00 1.00 1.00 1.00 1.00
Revenue Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst - - 1.00 1.00 1.00
Tax Auditing Specialist 1.00 - - - -
Treasury Specialist 1.00 1.00 - - -
Total Finance Department 20.00 21.00 22.00 23.00 23.00
PARKS AND COMMUNITY SERVICES DEPARTMENT
Parks and Community Services Director 1.00 1.00 1.00 1.00 1.00
Arts Specialist - - - - 1.00
Assistant Recreation Supervisor 4.00 3.00 3.00 3.00 3.00
Community Outreach W orker - 2.00 2.00 2.00 2.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Fairview Park Administrator 1.00 1.00 1.00 1.00 1.00
Maintenance W orker - - - - 1.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Neighborhood Improvement Manager - 1.00 1.00 1.00 1.00
Office Specialist II - 1.00 1.00 1.00 1.00
Recreation Coordinator 2.00 4.00 4.00 4.00 4.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor 1.00 2.00 2.00 2.00 2.00
Senior Code Enforcement Officer - 1.00 1.00 1.00 1.00
Total Parks and Community Svcs Department 12.00 19.00 19.00 19.00 21.00
57
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
INFORMATION TECHNOLOGY DEPARTMENT
Information Technology Director 1.00 1.00 1.00 1.00 1.00
Information Technology Manager - - 1.00 1.00 1.00
Computer Operations & Networking Sup. 1.00 1.00 1.00 1.00 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Network Administrator 3.00 3.00 5.00 5.00 6.00
Programmer Analyst II - 1.00 2.00 2.00 3.00
Senior Programmer Analyst 3.00 3.00 3.00 3.00 3.00
Systems & Programming Supervisor 1.00 1.00 1.00 1.00 1.00
Total Information Technology Department 10.00 11.00 15.00 15.00 17.00
POLICE DEPARTMENT
Police Chief 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Animal Control Officer 2.00 2.00 2.00 2.00 2.00
Civilian Investigator 1.00 1.00 1.00 1.00 1.00
Communications Installer 1.00 1.00 1.00 1.00 1.00
Communications Officer 17.00 11.00 11.00 11.00 11.00
Communications Supervisor 4.00 4.00 4.00 4.00 4.00
Community Services Specialist 6.00 6.00 6.00 6.00 6.00
Court Liaison 1.00 1.00 1.00 1.00 1.00
Crime Analyst 1.00 1.00 1.00 1.00 1.00
Crime Prevention Specialist - - - - 1.00
Crime Scene Investigation Supervisor 1.00 1.00 1.00 1.00 1.00
Crime Scene Specialist 3.00 3.00 3.00 3.00 3.00
Electronics Technician 1.00 1.00 1.00 1.00 1.00
Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00
Executive Secretary 2.00 2.00 2.00 2.00 2.00
Management Analyst - - 1.00 1.00 1.00
Office Specialist II 1.00 1.00 1.00 1.00 1.00
Park Ranger 6.00 6.00 6.00 6.00 6.00
Police Captain 2.00 2.00 2.00 2.00 2.00
Police Lieutenant 6.00 6.00 6.00 7.00 7.00
Police Officer 102.00 102.00 102.00 105.00 105.00
Police Records Administrator 1.00 1.00 1.00 1.00 1.00
Police Records Bureau Supervisor 1.00 1.00 1.00 1.00 1.00
Police Records Shift Supervisor 3.00 3.00 3.00 3.00 3.00
Police Sergeant 23.00 23.00 23.00 21.00 21.00
Police Training Assistant 1.00 1.00 1.00 1.00 1.00
Property Evidence Specialist 1.00 1.00 1.00 1.00 1.00
Property Evidence Supervisor 1.00 1.00 1.00 1.00 1.00
58
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
POLICE DEPARTMENT (CONTINUED)
Public Affairs Manager 1.00 1.00 1.00 1.00 1.00
Range Master 1.00 1.00 1.00 1.00 1.00
Senior Communications Officer - 6.00 6.00 6.00 6.00
Senior Communications Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Police Officer 2.00 2.00 2.00 2.00 2.00
Senior Police Records Technician 16.00 16.00 16.00 16.00 16.00
Total Police Department 212.00 212.00 213.00 215.00 216.00
FIRE AND RESCUE DEPARTMENT
Fire Chief 1.00 1.00 1.00 1.00 1.00
Assistant Fire Marshal 1.00 - - - -
Fire Marshal - 1.00 1.00 1.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00
Division Chief - Administration 1.00 1.00 1.00 1.00 1.00
Battalion Chief 3.00 3.00 3.00 3.00 3.00
Emergency Medical Services Coordinator - - - - 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Fire Captain 18.00 18.00 18.00 18.00 18.00
Fire Captain - Administration 1.00 1.00 1.00 1.00 1.00
Fire Engineer 18.00 18.00 18.00 18.00 18.00
Fire Protection Specialist 2.00 2.00 2.00 3.00 5.00
Firefighter 42.00 42.00 42.00 42.00 42.00
Management Analyst 1.00 1.00 1.00 - -
Office Specialist II - - - 1.00 1.00
Senior Management Analyst - - - 1.00 1.00
Total Fire Department 90.00 90.00 90.00 92.00 95.00
DEVELOPMENT SERVICES DEPARTMENT
Economic & Development Services Director 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Assistant Development Services Director 1.00 1.00 1.00 1.00 1.00
Assistant Planner 1.00 2.00 2.00 3.00 4.00
Associate Planner 3.00 3.00 3.00 3.00 3.00
Building/Combination Bldg. Inspector 5.00 5.00 5.00 4.00 4.00
Building Official 1.00 1.00 1.00 1.00 1.00
Building Technician II 2.00 2.00 2.00 2.00 3.00
Chief of Inspection 1.00 1.00 1.00 1.00 1.00
Chief Plans Examiner 1.00 1.00 1.00 1.00 1.00
59
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Code Enforcement Officer 6.00 5.00 7.00 9.00 9.00
Community Improvement Manager 1.00 1.00 1.00 1.00 1.00
Economic Development Administrator 1.00 1.00 1.00 1.00 1.00
Executive Secretary 1.00 1.00 1.00 1.00 1.00
Grant Administrator - - - 1.00 1.00
Management Analyst 3.00 2.00 2.00 2.00 2.00
Office Specialist II 1.00 1.00 1.00 - -
Permit Processing Specialist 1.00 2.00 2.00 2.00 2.00
Plan Checker 1.00 1.00 1.00 1.00 2.00
Plan Check Engineer - 1.00 1.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00 1.00
Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00
Senior Combination Inspector - - - 1.00 1.00
Senior Management Analyst - 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Zoning Administrator 1.00 1.00 1.00 1.00 1.00
Total Development Services Department 36.00 38.00 40.00 43.00 46.00
PUBLIC SERVICES DEPARTMENT
Public Services Director 1.00 1.00 1.00 1.00 1.00
Active Transportation Coordinator - - - - 1.00
Administrative Secretary 3.00 3.00 3.00 3.00 3.00
Assistant Engineer 5.00 4.00 4.00 4.00 4.00
Associate Engineer 3.00 4.00 4.00 4.00 5.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Construction Inspector 3.00 3.00 3.00 3.00 3.00
Contract Administrator 1.00 1.00 1.00 1.00 1.00
Energy and Sustainability Service Manager - 1.00 1.00 1.00 1.00
Engineering Technician II - - - - 1.00
Engineering Technician III 4.00 5.00 5.00 5.00 5.00
Equipment Mechanic II 2.00 2.00 2.00 2.00 2.00
Equipment Mechanic III 2.00 2.00 2.00 2.00 2.00
Executive Secretary 2.00 2.00 2.00 2.00 1.00
Facilities Maintenance Technician 2.00 2.00 2.00 2.00 2.00
Lead Maintenance W orker 6.00 6.00 6.00 6.00 6.00
Lead Equipment Mechanic - 1.00 1.00 1.00 1.00
Maintenance Assistant - - - - 1.00
Maintenance Services Manager 1.00 1.00 1.00 1.00 1.00
Maintenance Superintendent 3.00 3.00 3.00 3.00 3.00
Maintenance Supervisor 5.00 5.00 5.00 5.00 5.00
60
FOUR-YEAR PERSONNEL SUMMARY BY DEPARTMENT
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 18-19 FY 19-20 FY 20-21 FY 20-21 FY 21-22
Adopted Adopted Adopted Amended Proposed
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Maintenance W orker 6.00 6.00 6.00 6.00 6.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Office Specialist II 1.00 1.00 1.00 1.00 2.00
Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00
Senior Engineer 3.00 3.00 3.00 3.00 3.00
Senior Maintenance Technician 1.00 1.00 1.00 1.00 1.00
Senior Maintenance W orker 6.00 6.00 6.00 6.00 6.00
Senior Management Analyst - - - - 1.00
Transportation Services Manager 1.00 1.00 1.00 1.00 1.00
Total Public Services Department 64.00 67.00 67.00 67.00 72.00
Total Full-time Employees 480.00 492.00 502.00 512.00 530.00
PART-TIME EMPLOYEES FTE's (FULL-TIME EQUIVALENTS)
City Council - 1.50 1.50 0.50 0.50
City Manager's Office 13.60 9.96 9.00 9.00 7.88
Finance Department 2.50 - - - -
Parks and Community Services 75.23 77.71 76.67 76.67 75.73
Information Technology Department 2.16 1.70 0.50 0.50 0.50
Police Department 21.76 22.92 21.96 20.86 20.36
Fire and Rescue Department 4.00 5.00 5.00 4.25 2.25
Development Services Department 8.80 8.79 8.04 8.64 6.64
Public Services Department 8.05 9.70 9.50 9.50 8.00
Total Part-time FTE 136.10 137.28 132.17 129.92 121.86
Total Citywide FTE 616.10 629.28 634.17 641.92 651.86
61
62
CITY COUNCIL
CI
T
Y
C
O
U
N
C
I
L
CITIZENS OF COSTA MESA
CITY COUNCIL
Mayor (1)
City Council Members (6)
1.0 FTE - Chief of Staff
1.0 FTE - Executive Secretary
1.0 FTE - Management Analyst
0.5 FTE - Part-Time Management Aide
Park, Arts and
Community Services
Commission
Cultural Arts
Committee
Historic Preservation
Committee
Animal Services
Committee
Planning
Commission
Access, Building, Fire
and Housing Board of
Appeals Committee
Housing and Public
Service Grants
Committee
Historical
Preservation
Committee
Mobile Home Park
Advisory Committee
Finance and Pension
Advisory Committee
Fairview Park Steering
Committee
Traffic Impact
AD HOC
Committee
Bikeway and Walkability
Committee
CITIZENS OF COSTA MESA
CITY OF COSTA MESA
63
64
CITY COUNCIL
The Mayor and City Council serve as the elected legislative and policy setting body of the City. City Council
duties include establishing goals and policies, enacting legislation, adopting the City’s operating and capital
budget, and appropriating the funds necessary to provide services to the City’s residents, businesses and
visitors. City Council also participates in a wide variety of community and regional activities and spends a
considerable amount of time interacting with residents, business owners, and community stakeholders. The City
Council also serves as the governing board for the Successor Agency, Housing Authority, Public Financing
Authority and Financing Authority.
CITY COUNCIL - 10100
CITY COUNCIL – 50110
This program supports the City Council activities and includes the salaries of one Mayor and six Council
Members, one Chief of Staff, one Management Analyst, one Executive Secretary and one part-time Management
Aide.
The Executive Secretary provides administrative support to the City Council Members. Under the supervision of
the City Manager, the role of the Chief of Staff is to work with the City Council to achieve their goals and priorities,
and work with staff to implement work plans to achieve these goals. The Chief of Staff is also responsible for the
supervision of one Management Analyst and one Management Aide who are responsible primarily for responding
to constituent needs, as well as assisting City Council with legislative research, gathering of information to
address important community issues, and providing support at various special events and community meetings.
65
66
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY COUNCIL BY FUNDING SOURCE
General Fund - 101 667,505$ 698,817$ 769,749$ 891,341$
Disaster Fund - 150 -3,756 --
667,505$ 702,573$ 769,749$ 891,341$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY COUNCIL BY PROGRAM
City Council - 50110
Salaries and Benefits 563,814$ 551,900$ 678,874$ 728,160$
Maintenance and Operations 92,695 146,422 88,875 161,181
Fixed Assets 10,996 496 2,000 2,000
Subtotal City Council 667,505$ 698,817$ 769,749$ 891,341$
Emergency Services - 51040
Salaries and Benefits -$ 3,570$ -$ -$
Maintenance and Operations -185 --
Fixed Assets ----
Subtotal City Council -$ 3,756$ -$ -$
Salaries and Benefits 563,814$ 555,470$ 678,874$ 728,160$
Maintenance and Operations 92,695 146,607 88,875 161,181
Fixed Assets 10,996 496 2,000 2,000
667,505$ 702,573$ 769,749$ 891,341$
ADMINISTRATION - 10100
TOTAL CITY COUNCIL
Total City Council
CITY COUNCIL (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the Office of the City Council is $891,341, an increase of $121,592, or 16
percent, compared to the adopted budget for Fiscal Year 2020-21. The increase is attributed to reinstating the
reductions that were taken in the prior adopted FY 2020-21 Budget, which had COVID-19 considerations and
reductions.
Expense by Fund
Total City Council
Expense Category by Program
67
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY COUNCIL BY ACCOUNT
Salaries and Benefits
Regular Salaries - Non Sworn 501200 163,135$ 182,267$ 235,072$ 317,395$
Regular Salaries - Part time 501300 36,647 69,290 103,025 32,635
Overtime 501400 1,708 4,297 500 500
Holiday Allowance 501700 482 676 --
Cafeteria Plan 505100 176,920 212,165 217,644 252,119
Medicare 505200 4,365 5,756 4,902 5,075
Retirement 505300 58,075 81,019 117,731 120,436
Executive Professional Development 505500 122,482 ---
Subtotal Salaries & Benefits 563,814$ 555,470$ 678,874$ 728,160$
Maintenance and Operations
Stationery and Office 510100 3,269$ 2,763$ 2,600$ 2,600$
Multi-Media, Promotions and Subs 510200 62,694 2,060 4,000 4,000
Small Tools and Equipment 510300 3,020 72 2,000 2,000
Uniform & Clothing 510400 1,526 -500 500
Safety and Health 510500 254 137 480 480
Postage 520100 174 ---
Meetings & Conferences 520500 18,539 15,618 15,000 15,000
Mileage Reimbursement 520600 258 28 --
Dues and Memberships 520700 -115,013 -115,545
Professional Development 520900 -7,068 61,339 18,100
External Rent 535400 705 699 1,700 1,700
Internal Rent - Central Services 535800 2,257 2,926 1,224 1,224
Internal Rent - Postage 535900 -39 32 32
Emergency Protective Measure 580200 -185 --
Subtotal Maintenance & Operations 92,695$ 146,607$ 88,875$ 161,181$
Fixed Assets
Other Equipment 590800 10,996$ 496$ 2,000$ 2,000$
Subtotal Fixed Assets 10,996$ 496$ 2,000$ 2,000$
Total City Council 667,505$ 702,573$ 769,749$ 891,341$
CITY COUNCIL (CONTINUED)
Expense by Account
68
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY COUNCIL BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Non Sworn 501200 163,135$ 181,586$ 235,072$ 317,395$
Regular Salaries - Part time 501300 36,647 67,004 103,025 32,635
Overtime 501400 1,708 3,756 500 500
Holiday Allowance 501700 482 676 --
Cafeteria Plan 505100 176,920 212,165 217,644 252,119
Medicare 505200 4,365 5,756 4,902 5,075
Retirement 505300 58,075 80,957 117,731 120,436
Executive Professional Development 505500 122,482 ---
Subtotal Salaries & Benefits 563,814$ 551,900$ 678,874$ 728,160$
Maintenance and Operations
Stationery and Office 510100 3,269$ 2,763$ 2,600$ 2,600$
Multi-Media, Promotions and Subs 510200 62,694 2,060 4,000 4,000
Small Tools and Equipment 510300 3,020 72 2,000 2,000
Uniform & Clothing 510400 1,526 -500 500
Safety and Health 510500 254 137 480 480
Postage 520100 174 ---
Meetings & Conferences 520500 18,539 15,618 15,000 15,000
Mileage Reimbursement 520600 258 28 --
Dues and Memberships 520700 -115,013 -115,545
Professional Development 520900 -7,068 61,339 18,100
External Rent 535400 705 699 1,700 1,700
Central Services 535800 2,257 2,926 1,224 1,224
Internal Rent - Postage 535900 -39 32 32
Subtotal Maintenance & Operations 92,695$ 146,422$ 88,875$ 161,181$
Fixed Assets
Other Equipment 590800 10,996$ 496$ 2,000$ 2,000$
Subtotal Fixed Assets 10,996$ 496$ 2,000$ 2,000$
Total City Council 667,505$ 698,817$ 769,749$ 891,341$
CITY COUNCIL (CONTINUED)
Expense by Account
69
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CITY MANAGER’S OFFICE
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CITY MANAGER ADMINISTRATION
1.0 FTE - City Manager
1.0 FTE - Assistant to the City Manager
1.0 FTE - Executive Assistant to the City Manager
2.0 FTE - Management Analyst
1.0 FTE - Senior Management Analyst
CITY CLERK
1.0 FTE - City Clerk
1.0 FTE - Management Analyst
2.0 FTE - Deputy City Clerk
3.38 FTE - Part-Time
HUMAN RESOURCES
RISK MANAGEMENT
1.0 FTE - HR Manager
1.0 FTE - HR Administrator
2.0 FTE - Principal HR Analyst
3.0 FTE - HR Analyst
1.0 FTE - HR Secretary
1.0 FTE - HR Technician
0.75 FTE - Part-Time
COMMUNICATIONS AND MARKETING
2.0 FTE - Public Affairs Manager
1.0 FTE - Central Services Supervisor
1.0 FTE - Graphics Designer
1.0 FTE - Office Specialist II
1.0 FTE - Video Production Coordinator
1.0 FTE - Video Production Specialist
1.0 FTE - Website Coordinator
3.75 FTE - Part-Time
CITY MANAGER’S OFFICE
2.0 FTE - Assistant City Manager
1.0 FTE - Executive Secretary
CITY OF COSTA MESA
71
72
CITY MANAGER’S OFFICE
The City Manager’s Office is a General Government Support function. The Department is comprised of four
divisions, split into different programs and has 30 full-time staff members. Part-time staffing consists of 7.88 full-
time equivalents. The four divisions are as follows:
Administration
City Clerk
Human Resources
Risk Management
ADMINISTRATION - 11100
ADMINISTRATION – 50001
The City Manager’s Office coordinates and directs the City’s functions within the framework of policy established
by the City Council. The duties of the City Manager’s Office include: legislative support, policy implementation,
budget development and strategic planning, coordinating the preparation of City Council agendas, assist with
the development of City Council’s goals and objectives, and keep the City Council apprised of important
community issues. The Office provides leadership and direction to the other City departments and is responsible
for ensuring the delivery of quality services to its constituents and business community. The City Manager’s
Office is also responsible for representing the City’s interests at the local, state, and federal level.
COMMUNICATIONS AND MARKETING – 51050
The Communication and Marketing team specializes in ensuring quality communication, both internally and
externally and utilizes a variety of informational platforms such as the City website, news blog, social media
networks, TV channel, newsletter, print and more. The team manages the following City initiatives:
Public information and education
Media relations
Social media posting and monitoring
Video production
Mail, printing and graphic design services
Website development and maintenance
Special events
Internal communications
CITY CLERK – 11200
ELECTIONS – 50120
As the local elections official, the City Clerk conducts the General Municipal Election by governing the filings of
candidate nominations, initiatives, referendums, and recall actions. The City Clerk is the Filing Officer for the
Political Reform Act and coordinates the filing of campaign financial statements and Conflicts of Interest
Statements.
73
CITY MANAGER’S OFFICE (CONTINUED)
COUNCIL MEETINGS – 50410
The role of the City Clerk includes serving as Clerk of the City Council and Secretary to the Housing Authority,
and Successor Agency to the Costa Mesa Redevelopment Agency. As the Brown Act official, the Clerk is
responsible for preparing and reviewing agendas for all meetings, manages records pertaining to Council
legislative actions and proceedings, minutes, ordinances, resolutions, public notices and indices thereof. The
City Clerk’s office manages the concierge services in the City Hall lobby, which is responsible for greeting the
public, checking in of guests, and answering the main telephone line to City Hall.
PUBLIC RECORDS – 50420
As the Public Records Act official, Custodian of Records and City Archivist, the Clerk is the administrator for
official city documents and records, including indexing, preservation and archiving programs, retention
schedules, public records requests and responses, and subpoenas for records. The City Clerk is responsible for
the execution of the Electronic Document Imaging System including managing records in the database to provide
the public greater access to all public documents.
HUMAN RESOURCES - 14100
RECRUITMENT AND SELECTION – 50610
Human Resources Administration provides full range of traditional and core human resources services that
include: recruitment and selection, classification and compensation systems, employee development and
training, and labor/employee relations. These comprehensive services are provided in compliance and as
mandated by Federal and State labor laws, Personnel Rules and Regulations, and current Memorandum of
Understandings (MOU’s).
EMPLOYEE BENEFITS ADMINISTRATION – 50630
Administers group health and welfare benefits and retirement plans for active employees and retirees. Evaluates
and makes recommendations on ways to improve benefits, such as utilizing wellness programs, flexible spending
accounts and long-term disability insurance; oversees required/optional industrial medical examinations; and the
Employee Assistance Program (EAP). Serves as staff/advisor to Benefits Review Committee consisting of labor
and management representatives who meet to review and discuss relevant issues related to employee
benefits/programs and appropriate cost-effective spending of benefit dollars. Serves as a liaison to the Pension
Oversight Committee to review annual and long-term pension and financial matters as it pertains to the City’s
CalPERS retirement pension obligation. Monitors and ensures compliance with Federal, State and City leave
programs such as the Family Medical Leave Act (FMLA) and California Family Rights Act (CFRA), as well as
Fair Employment & Housing Act (FEHA), and Americans with Disabilities Act (ADA).
74
CITY MANAGER’S OFFICE (CONTINUED)
RISK MANAGEMENT - 14400
RISK MANAGEMENT ADMINISTRATION – 50661
Procures and administers the City’s comprehensive commercial insurance protection program. Includes
property inspections and appraisals as part of a comprehensive real and personal property insurance program;
evaluate levels of coverage for appropriate protection of assets.
LIABILITY – 50662
Evaluates and monitors the City’s risk of loss, minimizing the financial impact of such risks to the lowest feasible
level; and procures and administers the City’s self-insured general liability and environmental insurance
programs. Claims against the City are jointly handled with the City’s third-party administrator or internally as
appropriate; Includes loss control program that identifies areas of concerns and acts to mitigate future incidents.
Serves as staff/advisors to the City’s Safety Coordinating Committee consisting of joint labor-management
representatives. Provides staff support to the City’s Insurance Committee.
WORKERS’ COMPENSATION – 50663
Proactively administers safety and wellness programs for employees as well as the self-insured Workers’
Compensation Program and the Occupational Injury/Illness Prevention Plan. Maintains oversight of the third-
party workers’ compensation claims administrator and consultants for workplace safety, ergonomics, and indoor
air quality. Administers and coordinates work-related disability compliance and interactive process, physical and
fitness-for-duty examinations and infection control program. Provides training to departments to assist in cost
containment/appropriate use of this program.
75
CITY MANAGER’S OFFICE (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS
Assisted the City Council in guiding municipal operations, coordinated Council’s activities and meeting
requests and prepared documents and materials as requested.
Improved public outreach efforts including bilingual translation.
Ensured public notification of upcoming events, activities, programs, decisions and other City business,
as well as network with other government agencies, community leaders, residents, business owners and
regional representatives to meet department goals, and to better assist the department and the City.
Planned, organized and coordinated various special programs, including a pandemic-friendly version of
the annual Snoopy House, free pop-up and Super Site COVID-19 testing at the OC Fairgrounds and the
Costa Mesa Senior Center, and various virtual cultural celebrations.
Successfully planned and executed a City Council Retreat and Goal Setting session.
The Communications and Marketing Division apprised residents of City information in a timely and easily
accessible manner through various means: press releases, brochures and flyers, City’s website, CMTV
3, social media channels, the Costa Mesa Minute and “El Minuto,” a Spanish language version of the
Costa Mesa Minute, cityofcostamesanews.com, and City Hall Snapshot.
The Communications and Marketing Division expanded the City’s social media reach by using the
following platforms: Facebook, Twitter, Instagram, Nextdoor, and Nixle.
The Communications and Marketing Division assisted in the promotion and execution of numerous virtual
and socially distanced programs, including the COVID-19 Testing Super Site, the Hispanic Heritage
Month virtual celebration, the Veteran’s Day virtual celebration, a pandemic-friendly version of the annual
Costa Mesa Snoopy House, and the new “Virtual Recreation” animated series.
The Communications and Marketing Division received two national NATOA (National Association of
Telecommunications Officers and Advisors) Programming Awards of Excellence, two Awards of
Distinction and one Award of Honor, competing against 550 Government Agencies from across the US.
In partnership with the Police Department, the HR Division conducted an ongoing recruitment process to
proactively attract and hire Police Recruits, Police Academy Graduates, Police Officers and Police
Reserve Officers.
The HR Division facilitated employment law and employee relations training including supervisory,
performance management, and mandated harassment training for managers and supervisors through
the Orange County Human Resources Consortium.
The HR Division continued to administer the ongoing recommendations of the City’s Workers’
Compensation Organizational Report and diligently worked with the City’s third party administrator,
AdminSure, regarding Workers’ Compensation claims.
The HR Division implemented various COVID-19 policies, protocols, informational/training materials for
employees, including a robust contract tracing strategy, coordinating and monitoring quarantine timelines
for exposure or potential exposure cases.
The HR Division provided assistance to the City’s Chief Negotiator to negotiate and implement furloughs
and reductions.
The City Clerk Division promoted transparency in local government by facilitating the importing of 35,000
files into the Laserfiche Public Portal.
The City Clerk Division served as the gateway to open and accessible government by processing 1,000
public records requests in compliance with the Public Records Act.
76
CITY MANAGER’S OFFICE (CONTINUED)
The City Clerk Division successfully conducted 43 City Council meetings via Zoom webinar meetings to
comply with the social distancing requirements of the COVID-19 pandemic and to ensure the public’s
right to access and to participate in the local government’s meetings.
The City Clerk Division Concierge Services served 14,904 citizens through telephone inquiries and
ensured Spanish bilingual staff was available to assist the public.
The City Clerk Division provided English/Spanish translation and interpretation services at City meetings.
The City Clerk Division successfully conducted the 2020 General Municipal Election.
The City Clerk Division successfully began the implementation of the Citywide agenda management
program.
FISCAL YEAR 2021-2022 GOALS
Assist the City Council in guiding municipal operations, coordinate Council’s activities and meeting
requests, and prepare documents and materials as requested.
Improve outreach efforts and transparency by providing bilingual translation.
Ensure that policies and program objectives set by the City Council are executed effectively and
efficiently.
Respond to inquiries from the public in a highly responsive manner.
Ensure the public is notified of upcoming events, activities, programs, decisions and other City business,
as well as network with other government agencies, community leaders, residents, business owners and
regional representatives to meet department goals, and to better assist the department and the City.
Plan and organize implicit bias training for City Council and City staff.
The Communications and Marketing Division will continue to provide highly responsive and cost effective
printing, duplicating and postal services.
The Communications and Marketing Division will continue to engage the public via social media platforms
to inform and encourage civic participation
The HR Division will facilitate organizational efficiency through employee development by assessing and
revising the employee performance evaluation process, and creating comprehensive training and
development programs to meet the City’s organizational needs.
The HR Division will identify and evaluate risk and loss exposures to the City in order to efficiently and
appropriately mitigate and finance those exposures. Minimize the risk of loss, financial or otherwise
through the protection of City resources, which include employees, members of the public, and property;
thus insuring compliance with State and Federal regulations/laws and reducing/minimizing long-term
liabilities to the City. In conjunction, proactively implement procedures, guidelines and training to reduce
and mitigate workers’ compensation and general liability costs. Provide and maintain a full range of quality
benefit programs at a reasonable cost.
The HR Division will process liability claims quickly and efficiently to mitigate losses to the City.
The HR Division will provide managers and supervisors with ongoing and proactive employee relations
training, counseling and assistance necessary to limit the number of formal grievances and disciplinary
actions.
The City Clerk Division will maintain accurate records of official documents of the City; publish City legal
notices as required by law.
77
CITY MANAGER’S OFFICE (CONTINUED)
The City Clerk Division will prepare and distribute the agenda for City Council meetings to the public in
compliance with the Brown Act.
The HR Division will facilitate ongoing legal and labor relations training, including harassment training for
managers and supervisors through the Orange County Human Resources Consortium.
Promoting community engagement and participation through a citywide volunteer program.
The HR Division will conduct Citywide training for all clerical support and analyst level staff to inform them
of various Human Resources and Payroll procedures.
The HR Division will provide managers, supervisors and key contacts in departments with ongoing
assistance and training for a more comprehensive understanding of the workers’ compensation
system/process.
The HR Division will provide information and assistance to supervisors and employees on benefits-
related issues, including coordination during leaves of absence.
78
CITY MANAGER’S OFFICE (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the City Manager’s Department listed above were developed in alignment with the
City Council’s priorities.
# GOALS AND OBJECTIVES
1 Develop recommendations for City Council consideration
regarding increased staffing to address critical needs.
2 Develop a framework for a market analysis of employee
compensation for hard-to-fill positions and present the
results to the City Manager.
3 Issue a Request for Proposal for a consultant who will
identify opportunities to innovate and modernize
recruitment, hiring and retention through succession and
talent management planning.
4 Develop a framework for robust training, mentorship and
leadership development program and present the results to
the City Manager.
5 Present the Measure Q cannabis permitting fees, ordinance,
procedures, and staffing to City Council for action.
6 Develop the scope of work for the Economic Development
planning consulting contract and present to the City Council.
7 Provide updates to the City Council regarding the
management of the COVID-19 pandemic including
management of COVID-19 vaccinations.
8 Establish a community communication and engagement
plan to support health and safety initiatives.
9 Develop a plan for expanding our community policing and
report to the City Council with a timeframe for
implementation.
10 Evaluate and identify short-term and long-term staffing
needs to assist with core Development Services Department
programs.
11 Present a Development Program to the City Council for
senior housing at the Senior Center site.
79
CITY MANAGER’S OFFICE (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
FY 19-20
Actual
FY 20-21
Adopted
FY 21-22
Proposed
Number of Costa Mesa Minutes episodes produced 109 180 135
Number of Costa Mesa “El Minuto” episodes produced - - 90
Number of City Hall Snapshots issued - 50 50
Number of followers reached through City social media 28,300 24,000 28.3000
Number of outgoing mail metered in-house 104,158 125,000 125,000
Number of copies produced by Central Services 1,116,892 2,000,000 1,250,000
Completed City Council minutes by the following
Council meeting 90% 80% 95%
Public record requests to the City Clerk responded to
within prescribed time 100% 100% 100%
Number of public records requests processed 906 961 961
Number of documents scanned into the Laserfiche
system 27,067 35,000 35,000
Number of microfiche images converted to the
Laserfiche system 1.05 million 1 million 100,000
Employee turnover rate (non-retirements) 4.9% 6% 6%
Percentage of work-related injuries reported to third-
party administrator within 24-hour notice of injury 100% 100% 100%
Percentage of claims filed that are closed without
litigation 86% 80% 80%
Percentage of benefit change requests processed
within five business days 99% 95% 95%
Number of recruitments processed 56 35 35
Number of job applicants processed 4,711 6,750 6,750
Number of benefit enrollment changes/submissions
processed outside of the open enrollment window 900 1,300 1,200
Number of personnel actions processed - - 850
80
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY MANAGER'S OFFICE BY FUNDING SOURCE
General Fund - 101 9,738,974$ 7,765,950$ 7,480,589$ 7,385,715$
Disaster Fund - 150 -615,424 --
Self-Insurance Fund - 602 10,890,500 4,135,919 4,871,689 4,908,965
20,629,475$ 12,517,293$ 12,352,278$ 12,294,680$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY MANAGER'S OFFICE BY PROGRAM
City Manager Administration - 50001
Salaries and Benefits 1,412,087$ 1,017,323$ 1,719,665$ 1,928,913$
Maintenance and Operations 872,103 968,911 990,102 974,102
Fixed Assets 7,785 15,170 -6,000
Subtotal City Manager Administration 2,291,976$ 2,001,404$ 2,709,767$ 2,909,015$
Neighborhood Improv. Task Force - 50250(1)
Salaries and Benefits 273,833$ -$ -$ -$
Maintenance and Operations 582,029 ---
Fixed Assets 6,550 ---
Subtotal Neighborhood Improv. Task Force 862,412$ -$ -$ -$
Emergency Services - 51040
Salaries and Benefits -$ 358,793$ -$ -$
Maintenance and Operations -2,432 --
Fixed Assets ----
Subtotal Emergency Services -$ 361,225$ -$ -$
Communications and Marketing - 51050
Salaries and Benefits 1,423,394$ 1,044,549$ 1,345,392$ 1,350,298$
Maintenance and Operations 171,523 132,037 169,686 169,686
Fixed Assets 13,181 8,057 10,900 10,900
Subtotal Communications and Marketing 1,608,098$ 1,184,643$ 1,525,978$ 1,530,884$
Local Emergency Responses - 52100
Salaries and Benefits -$ 3,964$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Local Emergency Responses -$ 3,964$ -$ -$
(1)Effective March 2019, Neighborhood Improvement Task Force was transferred to the Costa Mesa Housing Authority.
CITY MANAGER'S OFFICE (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the City Manager’s Office for all funds is $12.3 million, a decrease of $57,598, or
0.5 percent, compared to the adopted budget for Fiscal Year 2020-21. The net decrease is attributed to a reduction
in election costs in Fiscal Year 2020-21. Total staffing is proposed to increase by a net 2.0 FTEs offset by a part-time
position. A new Assistant City Manager position is proposed to help oversee City Departments and large projects.
Expense by Fund
Total City Manager's Office
Expense Category by Program
ADMINISTRATION - 11100
81
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
City Council - 50110
Salaries and Benefits -$ 16$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Elections -$ 16$ -$ -$
Elections - 50120
Salaries and Benefits 97,367$ 55,591$ 69,842$ 70,149$
Maintenance and Operations 70,202 623 265,200 25,200
Fixed Assets ----
Subtotal Elections 167,569$ 56,214$ 335,042$ 95,349$
City Council Meetings - 50410
Salaries and Benefits 379,605$ 340,389$ 399,201$ 383,941$
Maintenance and Operations 37,058 36,543 35,580 35,580
Fixed Assets 221 ---
Subtotal City Council Meetings 416,884$ 376,932$ 434,781$ 419,521$
Public Records - 50420
Salaries and Benefits 332,565$ 324,534$ 391,800$ 405,618$
Maintenance and Operations 51,855 19,997 43,157 43,157
Fixed Assets 6,475 -2,000 2,000
Subtotal Public Records 390,895$ 344,531$ 436,957$ 450,775$
Emergency Services - 51040
Salaries and Benefits -$ 37,750$ -$ -$
Maintenance and Operations -2,195 --
Fixed Assets ----
Subtotal Emergency Services -$ 39,945$ -$ -$
Local Emergency Responses - 52100
Salaries and Benefits -$ 79$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Local Emergency Responses -$ 79$ -$ -$
Recruitment and Selection - 50610
Salaries and Benefits 1,035,017$ 859,672$ 1,066,416$ 1,021,784$
Maintenance and Operations 549,131 557,836 627,939 611,739
Fixed Assets 18,129 676 5,800 2,000
Subtotal Recruitment and Selection 1,602,277$ 1,418,184$ 1,700,155$ 1,635,523$
Employee Benefit Administration - 50630
Salaries and Benefits 21,854$ 9,608$ 80,000$ 80,000$
Maintenance and Operations 9,397 9,719 9,200 9,400
Fixed Assets ----
Subtotal Employee Benefit Administration 31,251$ 19,327$ 89,200$ 89,400$
CITY CLERK - 11200
CITY MANAGER'S OFFICE (CONTINUED)
Expense Category by Program
HUMAN RESOURCES - 14100
82
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Post-Employment Benefits - 50650(2)
Salaries and Benefits 1,974,811$ 2,082,202$ -$ -$
Maintenance and Operations 825 900 --
Fixed Assets ----
Subtotal Post Employment Benefits 1,975,636$ 2,083,102$ -$ -$
Emergency Services - 51040
Salaries and Benefits -$ 87,867$ -$ -$
Maintenance and Operations -122,345 --
Fixed Assets ----
Subtotal Emergency Services -$ 210,212$ -$ -$
Risk Management Administration - 50661
Salaries and Benefits 399,606$ 257,975$ 275,409$ 262,148$
Maintenance and Operations 14,224 33,231 53,300 73,100
Fixed Assets ----
Subtotal Risk Management Administration 413,831$ 291,206$ 328,709$ 335,248$
Liability - 50662
Salaries and Benefits -$ 105,502$ 129,182$ 118,299$
Maintenance and Operations 9,025,406 1,339,902 1,935,915 1,985,915
Fixed Assets ----
Subtotal Liability 9,025,406$ 1,445,404$ 2,065,097$ 2,104,214$
Workers' Compensation - 50663
Salaries and Benefits 1,589,773$ 2,421,481$ 2,454,282$ 2,383,441$
Maintenance and Operations 253,468 259,425 272,310 341,310
Fixed Assets ----
Subtotal Workers' Compensation 1,843,241$ 2,680,907$ 2,726,592$ 2,724,751$
Salaries and Benefits 8,939,911$ 9,007,295$ 7,931,189$ 8,004,591$
Maintenance and Operations 11,637,221 3,486,096 4,402,389 4,269,189
Fixed Assets 52,342 23,903 18,700 20,900
20,629,475$ 12,517,293$ 12,352,278$ 12,294,680$
(2)Transferred to Non-departmental in FY 2020-21 Adopted Budget
Total City Manager's Office
RISK MANAGEMENT - 14400
CITY MANAGER'S OFFICE (CONTINUED)
Expense Category by Program
TOTAL CITY MANAGER'S OFFICE
HUMAN RESOURCES - 14100 (Continued)
83
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY MANAGER'S OFFICE BY ACCOUNT
Salaries and Benefits
Regular Salaries - Non Sworn 501200 2,680,327$ 2,481,328$ 2,923,940$ 3,235,332$
Regular Salaries - Part time 501300 612,663 376,841 447,923 399,486
Overtime 501400 68,370 99,400 41,100 41,100
Accrual Payoff - Excess Maximum 501500 6,316 3,036 5,000 5,000
Vacation/Comp. Time Cash Out 501600 47,138 34,178 38,300 48,300
Holiday Allowance 501700 5,161 6,618 11,700 11,700
Separation Pay-Off 501800 38,373 34,771 8,100 8,100
Other Compensation 501900 22,890 24,617 30,223 27,106
Cafeteria Plan 505100 433,722 460,920 553,327 637,393
Medicare 505200 54,090 47,916 49,331 53,098
Retirement 505300 1,258,881 1,282,062 1,465,101 1,211,222
Executive Professional Development 505500 82,423 9,914 15,395 18,105
Auto Allowance 505600 10,820 10,956 14,700 21,600
Unemployment 505800 66,558 9,608 80,000 80,000
Workers' Compensation 505900 1,705,590 2,296,633 2,247,049 2,207,049
Employer Contr.Retirees' Med.(3)506100 1,846,589 1,828,496 --
Subtotal Salaries & Benefits 8,939,911$ 9,007,295$ 7,931,189$ 8,004,591$
Maintenance and Operations
Stationery and Office 510100 46,334$ 26,341$ 24,300$ 33,900$
Multi-Media, Promotions and Subs 510200 132,846 92,876 148,300 148,300
Small Tools and Equipment 510300 20,889 6,307 9,800 10,300
Uniform & Clothing 510400 2,463 298 800 3,800
Safety and Health 510500 3,826 3,838 2,200 4,000
Postage 520100 10,227 1,790 --
Legal Advertising/Filing Fees 520200 17,313 21,303 20,000 20,000
Advertising and Public Info.520300 8,106 12,636 14,300 14,300
Telephone/Radio/Communications 520400 9,297 9,738 5,900 7,900
Meetings & Conferences 520500 9,809 11,090 7,380 9,880
Mileage Reimbursement 520600 1,284 60 500 500
Professional Development 520900 -27,224 88,900 79,596
Office Furniture 525600 --1,500 -
Office Equipment 525700 303 21,484 2,400 2,400
Other Equipment 525800 3,559 -2,500 14,400
Employment 530100 26,256 16,915 26,000 26,000
Consulting 530200 724,513 547,663 773,350 592,150
(3) This expenditure moved to Non-Departmental in the FY 2020-21 Adopted Budget
CITY MANAGER'S OFFICE (CONTINUED)
Expense by Account
84
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY MANAGER'S OFFICE BY ACCOUNT
Maintenance and Operations (continued)
Legal 530300 374,299 214,919 295,600 243,300
Medical and Health Inspection 530600 63,957 68,757 61,400 101,900
Public Safety 530700 80,006 87,580 123,600 103,600
External Rent 535400 343,838 40,087 59,300 58,900
Grants, Loans and Subsidies 535500 11,231 500 20,000 20,000
Central Services 535800 23,863 16,008 13,429 13,429
Internal Rent - Postage 535900 -5,572 7,138 7,138
Internal Rent - Maintenance 536100 7,431 600 600 600
Internal Rent - Repl.Cost 536200 6,766 3,900 3,900 3,900
Internal Rent - IT Replacement 536300 27,383 ---
Internal Rent - Fuel 536400 -1,000 1,000 1,000
Internal Rent - General Liability 536500 -774,815 717,330 717,330
Internal Rent - Workers' Comp 536600 -13,288 19,301 19,301
Internal Rent - Unemployment 536700 -6,441 6,186 6,186
General Liability 540100 5,639,052 1,041,280 1,625,875 1,625,875
Special Liability 540200 --9,400 9,400
Buildings & Personal Property 540500 --225,200 225,200
Taxes & Assessments 540700 57,675 75,394 85,000 85,000
Contingency 540800 3,943,056 203,265 -50,000
Assistance 545300 41,634 ---
Emergency Protective Measure 580200 -126,972 --
Subtotal Maintenance & Operations 11,637,221$ 3,486,096$ 4,402,389$ 4,269,189$
Fixed Assets
Office Furniture 590600 7,584$ 8,085$ -$ 4,000$
Office Equipment 590700 5,976 ---
Other Equipment 590800 38,782 15,818 18,700 16,900
Subtotal Fixed Assets 52,342$ 23,903$ 18,700$ 20,900$
Total City Manager's Office 20,629,475$ 12,517,293$ 12,352,278$ 12,294,680$
CITY MANAGER'S OFFICE (CONTINUED)
Expense by Account
85
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY MANAGER BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Non Sworn 501200 2,680,327$ 1,980,219$ 2,719,356$ 3,042,504$
Regular Salaries - Part time 501300 612,663 359,032 447,923 399,486
Overtime 501400 68,370 62,006 41,100 41,100
Accrual Payoff - Excess Maximum 501500 6,316 2,741 5,000 5,000
Vacation/Comp. Time Cash Out 501600 47,138 32,340 38,300 48,300
Holiday Allowance 501700 5,161 6,255 11,700 11,700
Separation Pay-Off 501800 38,373 33,065 8,100 8,100
Other Compensation 501900 22,890 21,500 26,172 26,948
Cafeteria Plan 505100 433,722 376,102 520,341 603,357
Medicare 505200 54,090 39,401 46,305 50,300
Retirement 505300 1,258,881 1,220,482 1,373,713 1,146,731
Executive Professional Development 505500 82,423 9,656 15,015 17,725
Auto Allowance 505600 10,820 10,956 14,700 21,600
Unemployment 505800 44,704 - - -
Workers' Compensation 505900 115,817 - - -
Employer Contr.Retirees' Med.506100 1,846,589 1,828,496 - -
Subtotal Salaries & Benefits 7,328,285$ 5,982,250$ 5,267,725$ 5,422,851$
Maintenance and Operations
Stationery and Office 510100 46,334$ 26,341$ 24,300$ 33,900$
Multi-Media, Promotions and Subs 510200 132,846 92,876 148,300 148,300
Small Tools and Equipment 510300 20,889 6,307 9,800 10,300
Uniform & Clothing 510400 2,463 298 800 3,800
Safety and Health 510500 3,826 3,838 2,200 4,000
Postage 520100 10,227 1,790 - -
Legal Advertising/Filing Fees 520200 17,313 21,303 20,000 20,000
Advertising and Public Info.520300 8,106 12,636 14,300 14,300
Telephone/Radio/Communications 520400 9,297 9,738 5,900 7,900
Meetings & Conferences 520500 9,809 11,090 7,380 9,880
Mileage Reimbursement 520600 1,284 60 500 500
Professional Development 520900 - 27,224 88,900 79,596
Office Furniture 525600 - - 1,500 -
Office Equipment 525700 303 21,484 2,400 2,400
Other Equipment 525800 3,559 - 2,500 14,400
Employment 530100 26,256 16,915 26,000 26,000
Consulting 530200 468,279 268,274 510,600 260,400
CITY MANAGER'S OFFICE (CONTINUED)
Expense by Account
86
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY MANAGER BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (continued)
Legal 530300 374,299 214,919 295,600 243,300
Medical and Health Inspection 530600 63,957 68,757 61,400 101,900
Public Safety 530700 80,006 87,580 123,600 103,600
External Rent 535400 343,838 40,087 59,300 58,900
Grants, Loans and Subsidies 535500 11,231 500 20,000 20,000
Central Services 535800 23,863 16,008 13,429 13,429
Internal Rent - Postage 535900 - 5,572 7,138 7,138
Internal Rent - Maintenance 536100 7,431 600 600 600
Internal Rent - Repl.Cost 536200 6,766 3,900 3,900 3,900
Internal Rent - IT Replacement 536300 27,383 - - -
Internal Rent - Fuel 536400 - 1,000 1,000 1,000
Internal Rent - General Liability 536500 - 774,815 717,330 717,330
Internal Rent - Workers' Comp 536600 - 13,288 19,301 19,301
Internal Rent - Unemployment 536700 - 6,441 6,186 6,186
General Liability 540100 617,143 - - -
Assistance 545300 41,634 - - -
Subtotal Maintenance & Operations 2,358,348$ 1,759,797$ 2,194,164$ 1,941,964$
Fixed Assets
Office Furniture 590600 7,584$ 8,085$ -$ 4,000$
Office Equipment 590700 5,976 - - -
Other Equipment 590800 38,782 15,818 18,700 16,900
Subtotal Fixed Assets 52,342$ 23,903$ 18,700$ 20,900$
Total City Manager's Office 9,738,974$ 7,765,950$ 7,480,589$ 7,385,715$
CITY MANAGER'S OFFICE (CONTINUED)
Expense by Account
87
88
CITY ATTORNEY’S OFFICE
CI
T
Y
A
T
T
O
R
N
E
Y
’
S
O
F
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CONTRACTED CITY ATTORNEY
Jones & Mayer
Assistant City Attorney (2)
CITY ATTORNEY
CITY OF COSTA MESA
89
90
CITY ATTORNEY’S OFFICE
The City Attorney’s Office is classified as a General Government Support function. The City Attorney is a
contracted service with the legal firm of Jones & Mayer.
CITY ATTORNEY - 12100
LEGAL SERVICES – 50320
Provides legal counsel and advice during official meetings and study sessions of the City Council and Planning
Commission; serves as a legal advisor to City staff; prepares and reviews City ordinances, resolutions, contracts
and legal documents; represents the City in civil and criminal litigation; oversees the work of outside private
counsel when hired to assist in litigation; and coordinates/reviews claims filed against or for the City with Risk
Management. Legal costs associated with litigation are included in the Non-Departmental budget rather than the
City Attorney’s Office budget.
91
92
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY ATTORNEY'S OFFICE BY FUNDING SOURCE
General Fund - 101 1,170,015$ 1,102,741$ 950,000$ 1,000,000$
Disaster Fund - 150 - 380,010 - -
1,170,015$ 1,482,750$ 950,000$ 1,000,000$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY ATTORNEY'S OFFICE BY PROGRAM
General Legal Services - 50320
Maintenance and Operations 1,170,015$ 1,102,741$ 950,000$ 1,000,000$
Subtotal General Legal Services 1,170,015$ 1,102,741$ 950,000$ 1,000,000$
Emergency Services - 51040
Maintenance and Operations -$ 378,440$ -$ -$
Subtotal Emergency Services -$ 378,440$ -$ -$
Local Emergency Responses - 52100
Maintenance and Operations -$ 1,570$ -$ -$
Subtotal Local Emergency Responses -$ 1,570$ -$ -$
Maintenance and Operations 1,170,015$ 1,482,750$ 950,000$ 1,000,000$
1,170,015$ 1,482,750$ 950,000$ 1,000,000$
Expense by Fund
Total City Attorney's Office
Expense Category by Program
ADMINISTRATION - 12100
TOTAL CITY ATTORNEY'S OFFICE
Total City Attorney's Office
CITY ATTORNEY'S OFFICE (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the City Attorney's Office is $1,000,000, an increase of $50,000, or 9.3%,
compared to the adopted budget for Fiscal Year 2020-21. The prior year decrease was primarily attributed to the
reduction in the anticipated costs related to day-to-day legal matters. A five percent increase is to help achieve the
city-wide projected cost target.
93
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Adopted
Actuals Actuals Budget Budget
CITY ATTORNEY'S OFFICE BY ACCOUNT
Maintenance and Operations
Consulting 530200 1,159,110$ -$ -$ -$
Legal 530300 10,905 1,102,741 950,000 1,000,000
Emergency Protective Measure 580200 - 380,010 - -
Subtotal Maintenance & Operations 1,170,015$ 1,482,750$ 950,000$ 1,000,000$
Total City Attorney's Office 1,170,015$ 1,482,750$ 950,000$ 1,000,000$
CITY ATTORNEY'S OFFICE (CONTINUED)
Expense by Account
94
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
CITY ATTORNEY'S OFFICE BY ACCOUNT
Maintenance and Operations
Consulting 530200 1,159,110$ -$ -$ -$
Legal 530300 10,905 1,102,741 950,000 1,000,000$
Subtotal Maintenance & Operations 1,170,015$ 1,102,741$ 950,000$ 1,000,000$
Total City Attorney's Office 1,170,015$ 1,102,741$ 950,000$ 1,000,000$
CITY ATTORNEY'S OFFICE (CONTINUED)
Expense by Account
95
96
FINANCE DEPARTMENT
FI
N
A
N
C
E
D
E
P
A
R
T
M
E
N
T
FINANCE ADMINISTRATION
1.0 FTE - Finance Director
1.0 FTE - Senior Management Analyst
1.0 FTE - Executive Secretary
1.00 FTE - Assistant Finance Director
ACCOUNTING
1.0 FTE - Accounting Supervisor
1.0 FTE - Accountant
2.0 FTE - Accounting Specialist II
1.0 FTE - Payroll Supervisor
1.0 FTE - Payroll Coordinator
TREASURY
1.0 FTE - Revenue Supervisor
1.0 FTE - Accounting Specialist I
1.0 FTE - Accounting Specialist II
2.0 FTE - Permit Processing Specialist
1.0 FTE - Financial Analyst
1.00 FTE - Budget and Purchasing Manager
BUDGET
2.0 FTE - Budget Analyst
PURCHASING
1.0 FTE - Purchasing Supervisor
3.0 FTE - Buyer
FINANCE DEPARTMENT
CITY OF COSTA MESA
97
98
FINANCE DEPARTMENT
The Finance Department is a General Government Support function. The Department has 23 full-time staff
members composed of three management, five supervisors, 14 professional staff, and one clerical position. The
department is comprised of two divisions as follows:
Finance Administration
Financial Operations
FINANCE ADMINISTRATION - 13100
ADMINISTRATION – 50001
Provides the Department’s overall administrative direction and policy implementation; advises the City Manager,
City Council, Finance and Pension Advisory Committee, and the Deferred Compensation Committee; and
provides the overall coordination of the Department, including budgeting, accounting, payroll, purchasing, and
treasury functions.
FINANCIAL OPERATIONS - 13200
FINANCIAL SERVICES – 50500
Provides financial, accounting, payroll, treasury, procurement and budgetary services for all departments of the
City. The Division is responsible for government-wide financial analysis, fund financial analysis, cash
management, investments, capital assets, debt administration, and financial reporting. The Division is also
responsible for monitoring the City’s investment portfolio; procures services, supplies, and equipment for City
departments; prepares and administers the City’s annual budget; provides accounting and budgeting for the
Successor Agency, the Housing Authority, the Public Financing Authority, the Financing Authority, and the Costa
Mesa Foundation; maintains effective internal control policies and procedures to safeguard the City’s assets and
manage its resources; and conducts fiscal analysis during labor negotiations.
99
FINANCE DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS
Successfully presented and achieved Standard & Poor’s reaffirmed rating of AA+ for the City’s 2017
Lyons Park Lease Revenue Bonds.
Worked with City Management and Council to restore the 5% staff furloughs retroactive to July 1st as a
result of receiving the Federally approved American Rescue Plan allocation of $26.5 million; allowing for
the use of funds to restore cuts and revenue loss as a result of the pandemic.
Successfully realigned staffing model to ensure all legal and regulatory requirements are processed
timely and accurately, provide adequate checks and balances, succession planning, and backup support
in the Payroll Office.
Presented and incorporated Measure Q staffing enhancements to City Council.
Hired key leadership positions in Finance: Payroll Supervisor, Purchasing Supervisor, Accounting
Supervisor and Budget and Purchasing Manager.
Prepared the required cost recovery analysis for the Measure Q Cannabis related fees, and prepared for
City Council review and approval.
Implemented teleworking schedules for City staff, including rotating shifts.
Installed COVID-safe protocols in accordance with safety guidelines.
Prepaid the City’s CalPERS Unfunded Liability saving the City $800,000.
Prepared the June 30, 2020 CAFR, Single Audit Report, Public Financing Authority Financial Statements,
Financing Authority Financial Statements, Housing Authority Financial Statements, Housing Successor
Annual Report, Cities Financial Transactions Report to the State Controller’s Office and the Development
Impact Fees Annual Report.
Received the prestigious Budgeting and Financial Reporting Awards from GFOA and CSMFO.
Successfully submitted a balanced FY 2020-21 budget to the City Council with sufficient triggers in place
to proactively adjust the budget, if needed, to address unforeseen additional revenue loss.
Continued to manage fiscal impacts from COVID, properly document related expenditures for
reimbursements from FEMA, Orange County and associated reporting.
Issued over $4.7 million in COVID small business grants to local businesses; $2.7 million was funded
from the CARES Act, and $2.0 million from the City’s General Fund reserves.
Issued over 3,000 refunds for cancelled recreation programs due to the COVID-19 Pandemic.
Established and funded the Section 115 Trust for pension.
Completed financing of a new fire ladder truck for the Fire and Rescue Department.
Implementation of furloughs with all bargaining units incorporating various pay reduction methods per
side letters within two weeks from Council adoption.
Implementation of PlanetBids procurement management system to provide electronic vendor and bid
management services to improve the City’s transparency and competitiveness while also ensuring
efficiencies both externally and internally.
Implemented Electronic Purchase Requisition process to allow for electronic signature and efficient
workflow.
Created COVID related Purchase Orders quickly to assists in citywide COVID-19 response.
Continued to provide financial support and analysis to Finance and Pension Advisory Committee.
100
FINANCE DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS (CONTINUED)
Completed analysis and implemented Measure Q retail marijuana business tax.
Participated in data gathering workshops and developed expectations in preparation of an ERP
procurement.
Continued updating the City’s purchasing policies.
Coordinated with legislative staff to identify external restricted revenue sources.
Initiated departmental digital record keeping and evaluate paperless processes and procedures.
Continued litigation and legal expenditure tracking and published monthly report to community.
FISCAL YEAR 2021-2022 GOALS
As an internal General Government Support department, improve customer service to internal
departments and increase interdepartmental collaboration.
Continue improving the City’s financial transparency by publishing monthly financial data on the City
website and regular communication to the City Council and community.
Purchasing will continue to implement and revise outdated processes and regulations to improve
processing efficiencies.
Initiate audits of Marijuana business tax.
Account for the City’s fiscal activities in an accurate and timely manner within Generally Accepted
Accounting Principles (GAAP) and other legal requirements.
Safeguard the City’s assets and invest available cash in accordance with the City’s adopted investment
policy.
Issue Request for Proposals (RFP) and procure for an Enterprise Resource Planning (ERP) system.
Continue updating financial policies manual.
Continue to manage fiscal impacts in connection with COVID and related cost recovery efforts.
Develop quarterly financial reports for City Council and FiPAC review.
Continue to review Federal and State financial opportunities, such as the American Rescue Plan to
maximize the City’s financial recoveries resulting from the pandemic.
101
FINANCE DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Finance Department were developed in alignment with the City Council’s
priorities.
# GOALS AND OBJECTIVES
1 Procure and identify new ERP financial
software solutions to improve reporting
efficiencies
2 Continue to evaluate and implement multi-
year strategic funding options of the
Equipment Replacement Fund and Self
Insurance Fund
3 Identify options for reducing the net
pension liability and net OPEB liability
4 Implement Measure Q tax rate and fees,
and prepare fiscal procedures to track and
audit revenues received
5 Provide strategic options to best utilize the
Federally approved American Rescue Plan
allocations, and prepare required reports
6 Develop a quarterly financial report to the
City Council and FiPAC
7 Continue to track, procure and report
expenses, and revenue loss related to the
COVID-19 pandemic
102
FINANCE DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
FY 19-20
Actual
FY 20-21
Adopted
FY 21-22
Proposed
Number of Vendor Payments issued 8,598 8,700 8,700
Number of Accounts Receivable Invoices 2,330 2,500 2,500
Number of audit adjustments (Auditor
Recommended)
0 0 0
Number of budget adjustments processed 15 15
Number of budget transfers 194 150 150
Number of business license renewal notices
sent
10,882 11,000 11,000
Number of business licenses issued or renewed 9,124 11,000 12,000
Number of cash register transactions processed 11,627 12,000 12,000
Number of contracts issued 350 350
Number of form 1099’s issued 198 200 200
Number of form W-2’s issued 823 830 830
Number of journal entries prepared 941 950 950
Number of payroll issued 16,911 17,000 17,000
Number of purchase orders issued 1,500 1,600 1,700
Years received GFOA Distinguished Budget
Award
19 20 21
Years received the GFOA CAFR Award 22 23 24
103
104
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FINANCE DEPARTMENT BY FUNDING SOURCE
General Fund - 101 3,310,638$ 3,252,336$ 4,485,375$ 4,750,218$
Disaster Fund - 150 - 119,793 - -
Equipment Replacement Fund - 601 6,710 - - -
3,317,348$ 3,372,129$ 4,485,375$ 4,750,218$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FINANCE DEPARTMENT BY PROGRAM
Finance Administration - 50001
Salaries and Benefits 440,541$ 742,403$ 963,666$ 955,088$
Maintenance and Operations 107,568 168,162 283,461 423,460
Fixed Assets 9,712 3,381 7,900 7,900
Subtotal Finance Administration 557,821$ 913,947$ 1,255,027$ 1,386,448$
Emergency Services - 51040
Salaries and Benefits -$ 86,055$ -$ -$
Maintenance and Operations - 32,271 - -
Fixed Assets - - - -
Subtotal Emergency Services -$ 118,326$ -$ -$
Local Emergency Responses - 52100
Salaries and Benefits -$ 1,467$ -$ -$
Maintenance and Operations - - - -
Fixed Assets - - - -
Subtotal Local Emergency Responses -$ 1,467$ -$ -$
Expense by Fund
FINANCE DEPARTMENT (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the Finance Department is $4.8 million, an increase of $264,843, or 5.9
percent, compared to the adopted budget for Fiscal Year 2020-21. The increase includes restoration of salary
increases and an operating increase includes $50,000 to contract with HDL to provide consulting and audit for
Council Approved Cannabis, that is partially funded my Measure Q.
Total Finance Department
Expense Category by Program
ADMINISTRATION - 13100
105
FINANCE DEPARTMENT (CONTINUED)
FY 18-19 FY 19-20
FY 20-21
Adopted
FY 21-22
Proposed
Actuals Actuals Budget Budget
Financial Services - 50500(1)(2)
Salaries and Benefits 2,269,393$ 1,703,605$ 2,353,979$ 2,487,400$
Maintenance and Operations 480,684 628,170 846,969 846,970
Fixed Assets 9,451 6,615 29,400 29,400
Subtotal Financial Services 2,759,528$ 2,338,389$ 3,230,348$ 3,363,770$
Accounting - 50510
Salaries & Benefits 847,545$ -$ -$ -$
Maintenance & Operations 135,777 - - -
Fixed Assets 7,332 - - -
Subtotal Accounting 990,655$ -$ -$ -$
Treasury - 50540
Salaries & Benefits 711,327$ -$ -$ -$
Maintenance & Operations 275,921 - - -
Fixed Assets 1,956 - - -
Subtotal Treasury 989,205$ -$ -$ -$
Budget & Research - 50520*
Salaries & Benefits 247,746$ -$ -$ -$
Maintenance & Operations 13,575 - - -
Fixed Assets 100 - - -
Subtotal Budget & Research 261,420$ -$ -$ -$
Purchasing - 50530*
Salaries & Benefits 462,774$ -$ -$ -$
Maintenance & Operations 55,411 - - -
Fixed Assets 62 - - -
Subtotal Purchasing 518,248$ -$ -$ -$
Salaries and Benefits 2,709,934$ 2,533,530$ 3,317,645$ 3,442,488$
Maintenance and Operations 588,252 828,603 1,130,430 1,270,430
Fixed Assets 19,163 9,996 37,300 37,300
3,317,348$ 3,372,129$ 4,485,375$ 4,750,218$
(1)As of Fiscal Year 2019-20, Financial Services consists of Accounting, Treasury, Budget and Purchasing.
TOTAL FINANCE DEPARTMENT
Total Finance Department
(2)As of Fiscal Year 2019-20, Warehouse operations were transferred from the Finance Department to the Public
Services Department.
FINANCIAL OPERATIONS - 13200
Expense Category by Program
FINANCIAL PLANNING - 13300
106
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FINANCE DEPARTMENT BY ACCOUNT
Salaries and Benefits
Regular Salaries - Non Sworn 501200 1,389,812$ 1,498,565$ 2,041,199$ 2,128,858$
Regular Salaries - Part time 501300 250,841 11,945 - -
Overtime 501400 47,369 53,540 26,500 26,500
Accrual Payoff - Excess Maximum 501500 - - 3,200 3,200
Vacation/Comp. Time Cash Out 501600 12,771 28,043 20,600 20,600
Holiday Allowance 501700 4,884 7,144 5,000 5,000
Separation Pay-Off 501800 4,510 22,682 9,079 9,080
Other Compensation 501900 10,877 12,365 13,273 12,420
Vacancy Attrition 501000 - - (127,982) -
Cafeteria Plan 505100 260,005 302,888 391,941 413,480
Medicare 505200 26,996 26,053 29,789 31,050
Retirement 505300 606,412 560,546 893,346 778,890
Executive Professional Development 505500 12,640 4,870 4,800 6,510
Auto Allowance 505600 6,919 4,891 6,900 6,900
Unemployment 505800 1,443 - - -
Workers' Compensation 505900 74,454 - - -
Subtotal Salaries & Benefits 2,709,934$ 2,533,530$ 3,317,645$ 3,442,488$
Maintenance and Operations
Stationery and Office 510100 16,177$ 13,655$ 14,300$ 14,300$
Multi-Media, Promotions and Subs 510200 1,411 6,074 1,300 1,300
Small Tools and Equipment 510300 497 - - -
Uniform & Clothing 510400 330 - - -
Safety and Health 510500 395 344 400 400
Maintenance & Construction 510600 (5,494) - - -
Postage 520100 22,806 6 - -
Legal Advertising/Filing Fees 520200 970 1,733 6,000 6,000
Telephone/Radio/Communications 520400 312 425 400 400
Meetings & Conferences 520500 770 946 - -
Mileage Reimbursement 520600 146 241 200 200
Professional Development 520900 - 6,005 16,658 14,660
Buildings and Structures 525100 4,983 - - -
Office Equipment 525700 4,596 2,419 3,700 3,700
Employment 530100 68,845 240,340 - -
Consulting 530200 25,400 58,396 187,500 277,500
Legal 530300 16,102 22 10,000 10,000
Financial & Information Svcs 530500 378,151 371,445 788,749 838,750
FINANCE DEPARTMENT (CONTINUED)
Expense by Account
107
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FINANCE DEPARTMENT BY ACCOUNT
Maintenance and Operations (Continued)
Sanitation 530900 140 350 800 800
Central Services 535800 14,626 9,052 20,000 20,000
Internal Rent - Postage 535900 - 19,958 20,464 20,460
Internal Rent - Maintenance 536100 3,370 - - -
Internal Rent - Repl.Cost 536200 4,164 - - -
Internal Rent - IT Replacement 536300 10,323 - - -
Internal Rent - General Liability 536500 - 28,073 25,990 25,990
Internal Rent - Workers' Comp 536600 - 31,191 31,191 31,190
Internal Rent - Unemployment 536700 - 2,922 2,778 2,780
General Liability 540100 19,087 - - -
Other Costs 540900 146 (16) - -
Emergency Protective Measure 580200 - 32,271 - -
Subtotal Maintenance & Operations 588,252$ 828,603$ 1,130,430$ 1,270,430$
Fixed Assets
Office Furniture 590600 10,752$ 1,279$ 2,900$ 2,900$
Other Equipment 590800 8,410 8,717 34,400 34,400
Subtotal Fixed Assets 19,162$ 9,996$ 37,300$ 37,300$
Total Finance Department 3,317,348$ 3,372,129$ 4,485,375$ 4,750,218$
FINANCE DEPARTMENT (CONTINUED)
Expense by Account
108
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FINANCE DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Non Sworn 501200 1,389,812$ 1,433,433$ 2,041,199$ 2,128,858$
Regular Salaries - Part time 501300 250,841 10,167 - -
Overtime 501400 47,369 46,419 26,500 26,500
Accrual Payoff - Excess Maximum 501500 - - 3,200 3,200
Vacation/Comp. Time Cash Out 501600 12,771 28,043 20,600 20,600
Holiday Allowance 501700 4,884 7,144 5,000 5,000
Separation Pay-Off 501800 4,510 22,682 9,079 9,080
Other Compensation 501900 10,877 12,365 13,273 12,420
Vacancy Attrition 501000 - - (127,982) -
Cafeteria Plan 505100 260,005 293,236 391,941 413,480
Medicare 505200 26,996 25,105 29,789 31,050
Retirement 505300 606,412 557,653 893,346 778,890
Executive Professional Development 505500 12,640 4,870 4,800 6,510
Auto Allowance 505600 6,919 4,891 6,900 6,900
Unemployment 505800 1,443 - - -
Workers' Compensation 505900 74,454 - - -
Subtotal Salaries & Benefits 2,709,934$ 2,446,008$ 3,317,645$ 3,442,488$
Maintenance and Operations
Stationery and Office 510100 16,177$ 13,655$ 14,300$ 14,300$
Multi-Media, Promotions and Subs 510200 1,411 6,074 1,300 1,300
Small Tools and Equipment 510300 497 - - -
Uniform & Clothing 510400 330 - - -
Safety and Health 510500 395 344 400 400
Maintenance & Construction 510600 (12,204) - - -
Postage 520100 22,806 6 - -
Legal Advertising/Filing Fees 520200 970 1,733 6,000 6,000
Telephone/Radio/Communications 520400 312 425 400 400
Meetings & Conferences 520500 770 946 - -
Mileage Reimbursement 520600 146 241 200 200
Professional Development 520900 - 6,005 16,658 14,660
Buildings and Structures 525100 4,983 - - -
Office Equipment 525700 4,596 2,419 3,700 3,700
Employment 530100 68,845 240,340 - -
Consulting 530200 25,400 58,396 187,500 277,500
Legal 530300 16,102 22 10,000 10,000
Financial & Information Svcs 530500 378,151 371,445 788,749 838,750
FINANCE DEPARTMENT (CONTINUED)
Expense by Account
109
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FINANCE DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (Continued)
Sanitation 530900 140 350 800 800
External Rent 535400 - 1,042 - -
Internal Rent - Central Services 535800 14,626 9,052 20,000 20,000
Internal Rent - Postage 535900 - 19,958 20,464 20,460
Internal Rent - Maintenance 536100 3,370 - - -
Internal Rent - Repl.Cost 536200 4,164 - - -
Internal Rent - IT Replacement 536300 10,323 - - -
Internal Rent - General Liability 536500 - 28,073 25,990 25,990
Internal Rent - Workers' Comp 536600 - 31,191 31,191 31,190
Internal Rent - Unemployment 536700 - 2,922 2,778 2,780
General Liability 540100 19,087 - - -
Other Costs 540900 146 (16) - -
Subtotal Maintenance & Operations 581,542$ 796,332$ 1,130,430$ 1,270,430$
Fixed Assets
Office Furniture 590600 10,752$ 1,279$ 2,900$ 2,900$
Other Equipment 590800 8,410 8,717 34,400 34,400
Subtotal Fixed Assets 19,162$ 9,996$ 37,300$ 37,300$
Total Finance Department 3,310,638$ 3,252,336$ 4,485,375$ 4,750,218$
FINANCE DEPARTMENT (CONTINUED)
Expense by Account
110
PARKS & COMMUNITY SERVICES DEPARTMENT
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PARKS
1.0 FTE - Fairview Park Administrator
COMMUNITY SERVICE
3.0 FTE - Assistant Recreation
Supervisor
4.0 FTE - Recreation Coordinator
2.0 FTE - Recreation Supervisor
1.0 FTE - Office Specialist II
1.0 FTE - Arts Specialist
1.0 - FTE - Maintenance Worker
73.71 FTE - Part-Time
HOMELESS OUTREACH
1.0 FTE - Neighborhood
Improvement Manager
2.0 FTE - Community Outreach Worker
1.0 FTE - Senior Code Enforcement
Officer
2.21 FTE - Part-Time
PARKS AND COMMUNITY SERVICES ADMINISTRATION
1.0 FTE - Parks and Community Services Director
1.0 FTE - Recreation Manager
1.0 FTE - Executive Secretary
1.0 FTE - Management Analyst
PARKS AND COMMUNITY SERVICES
DEPARTMENT
CITY OF COSTA MESA
111
112
PARKS AND COMMUNITY SERVICES DEPARTMENT
The Parks and Community Services Department provides the citizens of Costa Mesa with a diverse variety of
high-quality recreation facilities, programs, and services. These facilities include the Balearic Community Center,
the Norma Hertzog Community Center, the Downtown Aquatic and Recreation Centers, and the Costa Mesa
Senior Center. The Department allocates and monitors athletic field use, including the Jack Hammett Sports
Complex, and provides a large offering of youth, teen, and adult recreation programs and classes. The
Department manages the operating agreements for the Balearic Community Center, the Costa Mesa Golf and
Country Club, and the Costa Mesa Tennis Center, as well as the Boys and Girls Club of Orange County, the
Childs-Pace program, the Historical Society, the Orange County Model Engineers, and Major League Softball.
It also oversees City contracted animal shelter and adoption locations. The Department oversees public usage
of park facilities and land management at Fairview Park.
The department is budgeted for 21 full-time and 75.73 (FTEs) part-time staff members.
PARKS AND COMMUNITY SERVICES - 14300
FAIRVIEW PARK – 20115
Fairview Park is the City’s largest park, hosting 195 acres of open space natural area and 13 acres of manicured
landscape for a total of 208 acres. Within the 195 acres of open space, there are two Native American Nationally
Registered Historic Sites and five different habitat ecosystems that are home to many rare and endangered plant
and animal species. The park acts as a regional gateway to the Santa Ana River Trail and adjacent Tanager
Park, offering users multiple active and passive recreational opportunities including picnicking and wildlife
viewing, and miles of trails for walking, bicycling, and public enjoyment of nature. The Park also hosts a miniature
railroad and model airplane flying field with partnering organizations.
DOWNTOWN RECREATION CENTER (DRC) – 40121
The Downtown Recreation Center (DRC), located at 1860 Anaheim Avenue, includes one gymnasium, one
gymnastics room, one 25-yard outdoor pool, two multi-purpose rooms, and one kitchen. This facility provides a
variety of programs both free and fee-based. The free programs include open gym time for youth to play
basketball, a free seasonal youth basketball league, and free drop-in pickle ball for seniors. The fee-based
programs include drop-in basketball and volleyball and recreational adult basketball leagues. The gym is also
available for rentals, and has been used for karate tournaments and volleyball clinics. The gymnasium also hosts
multiple special events for the Teen Center including a movie night and various sports activities.
The DRC multi-purpose room, kitchen, and office are designated for the Childs-Pace Inc. program, while the
gymnastics room is designated for gymnastics contract classes.
The open multi-purpose room is suitable for meetings and moderately sized contract classes including guitar
lessons, CPR classes, dance and aerobics. During the school year, a free Teen Center is offered to teens
(grades 7-12). During the summer, a free, nine-week, summer program is offered for children (grades 1-6).
BALEARIC COMMUNITY CENTER (BCC) – 40122
The Balearic Community Center, located at 1975 Balearic Dr., provides office space for program staff and
includes two rental rooms available for meetings and receptions. These rooms are utilized for the Summer
R.O.C.K.S Program, Holiday and Summer Day Camps, and the City’s Early Childhood Program, known as
L.E.A.P. Adjacent to the center is a fenced playground with play equipment, a sandlot park playground, multiple
basketball courts, and a large athletic field, the use of which is permitted by the City.
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PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
NORMA HERTZOG COMMUNITY CENTER – 40123
The Norma Hertzog Community Center is located at 1845 Park Avenue. This newly renovated facility features a
community meeting space that can facilitate groups both in a classroom and banquet style fashion. The facility
also features a kitchen and an outdoor patio space. Facility space is available for the community, educational
meetings and contract classes. This facility, which will reopen mid-2021, is expected to be regularly rented for
weddings, Quinceanera's, and anniversary parties and to be used as meeting space for community groups, local
non-profit groups, local businesses, the Newport Mesa Unified School District and Department sponsored
activities.
AQUATICS – 40212
The Downtown Aquatic Center, located at 1860 Anaheim Avenue, provides year-round aquatics programming
for both youth and adults. Programming includes both adult and youth swim instruction for beginner to advanced
swimmers, aqua aerobics, summer youth aquatics camp, junior lifeguard preparation classes, and a swim
instructor aid program for advanced youth swimmers. The aquatics program offers seasonal family open swim
as well as year-round drop-in and adult lap swimming. This program provides American Red Cross Certified First
Aid, Cardio-pulmonary Resuscitation (CPR), Automated External Defibrillator (AED), Lifeguard training, and
state-mandated Title 22 training for aquatic staff as well as basic first aid, CPR, and AED training to general
recreation staff.
TENNIS – 40213
The Costa Mesa Tennis Center, located at TeWinkle Park, 880 Junipero Drive, is currently leased to a private
operator, Hank Lloyd, for all operations. The Center features 12 lighted courts that are open seven days a week,
and a pro shop with professional tennis staff to assist the public. Programs include lessons, tournaments, leagues
and open play for the entire community.
ADULT SPORTS BASKETBALL AND VOLLEYBALL – 40214
The Department offers year-round adult recreational basketball leagues, weekly open gym volleyball and drop-
in, fee-based basketball play in the Downtown Recreation Center gymnasium.
ADULTS SPORTS SOFTBALL – 40215
The Department administers a contract with Major League Softball for the operation of a City softball league.
The league operates year-round, Sunday through Friday, for adult men, women, and co-ed teams at the
TeWinkle Park Athletic Complex.
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PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
FIELD/AMBASSADORS – 40216
The Department coordinates all athletic field reservations for both City and Newport Mesa Unified School District
(NMUSD) athletic fields in accordance with the Joint Use Agreement. Fields are used by the City and community
organizations playing soccer, tackle and flag football, rugby, baseball, softball, and other field games. Field
ambassadors monitor field use, regulate light use (portable and permanent), and open/close athletic fields. Field
ambassadors regularly audit field users to confirm local residency within each organization, as well as assisting
in resolving field disputes in accordance with the Field Use and Allocation Policy.
During the COVID-19 pandemic, ambassadors were tasked with monitoring for compliance with pandemic
related guidelines, including the closure of playgrounds and recreation amenities, and ensuring that there were
no large gatherings or private classes without proper permits. Ambassadors report park usage numbers and
place/replace signage, as needed.
Ambassadors also assist the Police Department and Park Rangers in monitoring areas parks and facilities
including all Lion’s Park facilities, and Fairview Park, to ensure that park visitors are not trespassing in protected
and closed areas. Other ambassador duties include assistance at a variety of department special events that
take place throughout the year.
YOUTH SPORTS – 40218
The Department hosts a variety of youth sports activities, including basketball, cheerleading, running, and
general fitness for children entering into grades 1 – 6. There is a volleyball program offered for children entering
grades 1 – 8 and a basketball clinic that includes practices and eight (8) weeks of league play (January through
March). The cheerleading program provides a clinic, practices, and cheering for the eight (8) weeks of league
basketball play (January through March), and the volleyball program provides a clinic, practices, and two (2)
months of league play in the fall and spring seasons. The running program provides practices at local parks for
eight (8) weeks to prepare for a 5K run that concludes the program, while the general fitness program provides
nutritional and physical activities once a week for the R.O.C.K.S Afterschool Program and R.O.C.K.S Summer
Program.
SENIOR CENTER – 40231
The Costa Mesa Senior Center, located at 695 W. 19th Street, provides a facility for Costa Mesa seniors, aged
50 and older. Programs are generally offered Monday through Friday from 8 a.m.to 4 p.m. for seniors to gather
and participate in social, recreational, and personal enrichment programs designed to encourage a healthy and
active lifestyle. Under the umbrella of the Senior Center, has its own program 40251, Medical Transportation
Program (MTP), Social Services Program, and Meals on Wheels Orange County programs are administered.
The MTP is funded through a grant by Hoag Hospital. The Social Services Program is funded partially by the
Community Development Block Grant (CDBG). The Meals on Wheels Orange County program is funded by
federal & state grants as well as private donations. Other Programs include but are not limited to: a Travel
Program, Community Trips Program, Special Events, Fitness for Life classes, and Health & Wellness
presentations and screenings.
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PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
CAMP COSTA MESA - DAY CAMP – 40232
Camp Costa Mesa is a Day Camp program designed for children entering grades 1-6. The summer camp
program is an 8 week program held at Estancia Park. There are also 1-2 week camps during Winter Recess,
Presidents’ Week, and Spring Break. These camps are held at the Balearic Community Center. In addition to
these camps, the Department offers one-day camps during the school year that coincide with NMUSD staff
development closures. The one-day camps are offered at the Balearic Community Center and include daily
games, sports, arts and crafts, drama, songs, skits, education/historical classes, character-building activities,
and excursions that emphasize active and healthy lifestyles.
PLAYGROUND PROGRAM (R.O.C.K.S) – 40233
The Recreation On Campus (R.O.C.K.S) program provides a fee-based afterschool program for children in
grades K-6 at eleven (11) NMUSD elementary schools throughout the school year. The program includes free
summer activities for children entering grades 1-6 for eight (8) weeks at three (3) locations, with an additional
week at one (1) location. This program focuses on four areas: education, fitness, recreation, and enrichment in
a structured environment. The program also provides staff for a free afterschool program at the Orange County
Fair Grounds Centennial Farm, known as the “Ranch Program,” for children interested in the fundamentals of
gardening and farm animals.
TEEN PROGRAMS – 40236
The Department’s Teen Programs provide free after-school activities for teens in grades seven through twelve
at three (3) locations: Costa Mesa High School, TeWinkle Middle School, and the Downtown Recreation Center.
This program offers games, sports, arts and crafts, and six (6) special teen events throughout the year including,
but not limited to, a Back to School Pool Party, Holiday Movie Night, a Themed Dance, and a Dodgeball
Tournament. Teen Summer Camp is a fee-based summer camp (8 weeks) that offers games, sports, arts and
crafts, and weekly excursions that emphasize an active and healthy lifestyle. Pool Party, Holiday Movie Night, a
Themed Dance, and Dodgeball Tournament. Teen Summer Camp is a fee-based summer camp (8 weeks) that
offers games, sports, arts and crafts, and weekly excursions that emphasize an active and healthy lifestyle.
EARLY CHILDHOOD (L.E.A.P.) PROGRAM – 40241
The Department’s fee-based Early Childhood Program children ages 3-5 years encourages a positive, social
learning experience through the implementation of recreation activities that include directed play, games, arts
and crafts, and music. This program is designed to prepare the children for entrance into kindergarten. The
program is known as L.E.A.P.: Learn, Explore, and Play. There is a special summer camp component, Camp
Mini Explorers, which allows participants to continue growing during the summer months.
ADULT INSTRUCTIONAL CLASSES – 40242
The Department offers fee-based classes that provide quarterly recreational, social, and sports activities for
adults at City facilities, parks, and local business establishments.
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PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
YOUTH INSTRUCTIONAL CLASSES – 40243
The Department offers fee-based classes for youth that provide quarterly recreational, social, enrichment, arts,
adaptive and sports programs for youth at City facilities, parks, and local business establishments.
SPECIAL RECREATION EVENTS – 40244
The Department hosts Special Events throughout the year, often with partners in the community. These events
include the Costa Mesa Fish Fry, the Scarecrow Festival, Concerts in the Park and Movies in the Park. These
events provide family-friendly fun and recreational opportunities for all Costa Mesa residents.
MOBILE RECREATION – 40245
The Department hosts a mobile recreation program that provides enrichment opportunities through both
structured and unstructured recreational and educational activities in areas of the community that have
insufficient access to, or financial constraints to, City programs and/or parks. The Mobile Recreation Program
consists of a van-sized vehicle full of athletic equipment, art supplies, games, puzzles, music, tables, chairs and
healthy snacks. This program serves as an entertainment and marketing avenue at City special events.
BARK PARK – 40248
The Bark Park provides a social, off-leash, open-play environment for dog owners and their dog(s). There are
separate areas for both small and large dogs. The Bark Park program includes staffing for maintenance, dog-
related special events, classes, workshops, and partnerships with community organizations.
COMMUNITY GARDENS – 40249
The Department has two Community Gardens that provide gardening opportunities to members of the
community. The two gardens are the Del Mar Community Garden, located at 170 Del Mar Street, which has 60
parcels and the Hamilton Community Garden, located at 523 Hamilton Street, which has 42 parcels. Each garden
plot is leased annually to Costa Mesa residents to grow vegetables, flowers, fruits and plants. These gardens
are typically booked year-round, with a wait list of residents that want to join the community garden program.
ANIMAL CARE SERVICES – 40250
The Department oversees the contracts for animal sheltering and adoption services and collaborates with Animal
Control in the transport and documentation of City impounded animals to the contracted animal shelter facility.
Animal Care also promotes adoptions to local residents and communicates with the contracted adoption agency
and rescue organizations to find placement for animals. With the assistance of the Animal Services Committee,
staff explore and provide the best practices to improve exceptional animal care services within the City.
117
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
SENIOR MOBILITY PROGRAM – 40251
The Senior Mobility Program provides free transportation for seniors aged 62 and older, in and around Costa
Mesa. Transportation is available for social, recreational, medical and other services as needed. The program
serves more than 450 seniors per year and provides more than 6,500 rides on an annual basis. The Senior
Mobility Program (SMP) is operated under the umbrella of the Senior Center and is funded by a grant from the
Orange County Transportation Authority (OCTA).
ADMINISTRATION – 50001
The Department’s Administrative staff are based out of City Hall and oversee and manage the administration of
park reservations, special event permts, model aircraft fly permits and the registration for recreation classes,
programs, and activities. They provide staff support to the Parks, Arts and Community Services Commission,
the Animal Services Committee, the Cultural Arts Committee, the Fairview Park Steering Committee, the
Historical Preservation Committee, and the Youth Sports Council.
PARKS, ARTS AND COMMUNITY SERVICES COMMISSION – 50125
The Parks, Arts and Community Services Commission provides recommendations to the City Council and
various City departments in areas related to parks, arts and community services programs. The Commission is
a seven-member advisory board appointed by the City Council from each voting district and at-large Mayor’s
appointment, the commission has one liaison for the Costa Mesa Senior Center and one liaison for Arts-related
activities.
FAIRVIEW PARK STEERING COMMITTEE – 50145
The Fairview Park Steering Committee provides advice and recommendations to the City Council regarding the
implementation of the Fairview Park Master Plan (FVP MP), the impacts of Measure AA on Capital Improvement
Program projects, maintenance and activities, and recommends approval of grant applications, partnerships,
and volunteer activities for the maintenance and implementation of the Fairview Park Master Plan.
CULTURAL ARTS COMMITTEE – 50190
The Cultural Arts Committee educates, enriches, and promotes cultural arts programs and resources to the
residents of Costa Mesa, the City of the Arts. The Cultural Arts Committee hosts the annual signature
ARTventure event, and other activities that are funded mostly by donations and sponsorships. The Committee
also reviews and provides suggestions for the Arts and Culture Master Plan.
HISTORICAL PRESERVATION COMMITTEE – 50191
The Historical Preservation Committee maintains, educates, enriches, and promotes historical programs and
resources throughout the City. These programs and activities are funded through donations, sponsorships, and
the General Fund.
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PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
ANIMAL SERVICES COMMITTEE – 50195
The Animal Services Committee maintains, educates, enriches, and promotes animal service programs and
resources throughout the City. The goals of the Committee are to promote pet licensing within the City, assist
with the planning of animal related events, and to explore and provide recommendations to improve animal
services.
119
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-21 ACCOMPLISHMENTS
Provided environmental restoration public events at Fairview Park in November and December.
Partnered with Sea & Sage Audubon Society to conduct bird observations and documentation throughout
Fairview Park.
Installed protective temporary fencing around sensitive habitats of vernal pools.
Continued restoration project on Fairview Park vernal pools five, six and seven.
Completed a successful third full-year in Animal Care Services’ three-pronged approach through Animal
Control, Newport Center Animal Hospital and Priceless Pet Rescue.
Enhanced the City’s animal-related webpages to provide more information to the public.
Provided three inter-generational events to bridge the gap between the community senior and youth
population.
Successfully wrapped fourteen (14) city-owned utility boxes with local vinyl-printed artwork.
Successfully transported seniors through an emergency contract with California Yellow Cab to maintain
normal transportation services for seniors when the prior transportation provider ceased operations due to
the COVID-19 pandemic.
In partnership with Second Harvest Food Bank provided 140+ seniors food every Friday for the Senior
Grocery Program.
Provided 7,500 rides for seniors aged 60+ through the Senior Mobility Program and Medical Transportation
Program.
Secured Hoag Community Benefit program in the amount of $50,000 from Hoag for the Senior Center’s
Medical Transportation Program.
Secured CDBG funding in the amount of $30,000 to fund the Senior Center’s Social Services Program.
Partnered with Hoag and the County of Orange to assist in vaccine distribution for senior citizens.
Provided three lap swim sessions Monday to Friday and one Saturday session to accommodate nearly 500
swimmers each month during the pandemic.
Successfully implemented independent/individualized community service workdays at the Community
Gardens, due to COVID-19 pandemic restrictions.
Successfully hosted more than 15 special events including Virtual Pet Fest, Virtual Scarecrow Making
Contest, Virtual Battle of The Ages, Virtual Turkey Trot & Roll, Drive-thru Snoopy House, Virtual Winter Won-
DOOR-land, Virtual Gingerbread House Contest, Drive-in Movie, Park Hop Eggstravaganza, Fitness
Challenge, and Spring Dog Event
Reactivated Lions Park Event Lawn with special events and programs, and partnered with the Donald
Dungan Library to provide new programs.
Initiated provision of virtual programming for cancelled in-person programming at the Costa Mesa Senior
Center as a result of the COVID-19 pandemic to maintain provision of essential recreation and engagement
with the community.
120
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
FISCAL YEAR 2021-22 GOALS
Continued engagement with the community through initiating implementation of the Parks, Recreation
and Open Space Master Plan.
Provide services to seniors such as social services, health services, HICAP insurance counseling, and
AARP tax prep and legal services.
Continued to provide competitive softball leagues for all skill levels at quality facilities on a seasonal basis.
Worked collaboratively with the Costa Mesa Senior Center to provide additional intergenerational events.
Introduced specialized STEM based program activities into the R.O.C.K.S Program.
Introduced inter-school competitive element to the Youth Fitness Program.
Continued expanding the Department’s engagement with the community by increasing the number of
neighborhoods the Mobile Recreation program implements.
Provided programs and services in a safe environment that are accessible to all.
Successfully executed six (3) Teen Program events.
Successfully executed two (2) dog-related public events at the Costa Mesa Bark Park.
Continued community engagement and outreach on education of responsible pet ownership and care,
no less than six (6) time throughout the year.
Continued to develop outreach efforts to market and attract underserved groups in the community.
Initiated calendaring of programs for the grand reopening of the Norma Hertzog Community Center.
Pursued the formal adoption of the Arts and Culture Master Plan.
Successfully hosted annual community and special events and maintain partnerships.
Continued to enhance and activate the event lawn space at Lions Park
Continued community engagement efforts through virtual programming, where applicable, for cancelled
in-person programming and events as a result of the COVID-19 pandemic to maintain provision of
essential recreation.
Despite reductions in summer programming as a result of the COVID-19 pandemic, converted the
recreation guide into a community resource guide to maintain essential engagement and communication
with the community.
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PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED )
GOALS AND OBJECTIVES
The goals and objectives of the Parks and Community Services Department were developed in alignment with
the City Council’s priorities.
# GOALS AND OBJECTIVES
1 Continue Fairview Park restoration via
public volunteer opportunities.
2 Complete update for Fairview Park Master
Plan.
3 Complete update of Open Space Master
Plan to support creative opportunities for
passive and active open space recreation
activities.
4 Continue to responsibly expand virtual
programming and events that have been
impacted by the Covid-19 pandemic.
5 Provide in-person programming and
events, where permissible, that comply
with State and local COVID-19 guidelines.
6 Expand and develop new programs at the
Senior Center through community
engagement efforts that support the health
and safety of senior citizens.
7 Utilize the Costa Mesa’s Arts and Culture
Master Plan as a roadmap to create a five-
year implementation plan.
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PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Parks and Community Services Department were developed in alignment with
the City Council’s priorities.
# GOALS AND OBJECTIVES
8 Continue to develop outreach efforts to
provide free or low-cost programming to
under-represented groups in the Costa
Mesa community.
9 Continue to obtain funding to provide free
or affordable social services and
transportation to seniors for medical
appointments and every day needs at a
reasonable cost to the City.
10 Creatively cultivate opportunities for
passive and active recreation activities in
open spaces.
11 Expansion of Ketchum-Libolt Park
*Please note, Goals and Objectives were achieved within imposed guidelines due to the COVID-19 pandemic.
123
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
*Please note, Goals and Objectives were achieved within imposed guidelines due to the COVID-19 pandemic.
FY 19-20
Actual
FY 20-21
Adopted
FY 21-22
Proposed
Percent of recreation programs meeting or
exceeding cost recovery guidelines
100% 100% 100%
Percent of recreation survey respondents rating
overall satisfaction with programs/services as
above average
96% 100% 100%
Average monthly ridership on City Senior
Mobility Program (SMP) & Medical
Transportation Program (MTP)
1,000 1,200 800
Number of hours permitted on athletic fields (all
user groups)
80,000 75,000 75,000
Number of classes offered and percentage
cancelled
746 (16%) 980 (20%) 980 (20%)
Number of children served in day camp
programs
1,100 1,100 1,100
Number of daily participants in drop-in
recreation programs
15,130 21,150 21,150
Annual number of daily R.O.C.K.S program
participants
110,000 112,000 112,000
Park reservations issued and percentage of
non-residents
775 (5%) 725 (3%) 725 (3%)
Number of animals that were part of the shelter
and adoption process
864 750 800
Number of animal licenses issued 3,892 3,200 3,200
124
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES DEPARTMENT BY FUNDING SOURCE
General Fund - 101 6,611,825$ 5,562,516$ 7,414,732$ 7,664,502$
Arts Cultural Master Plan - 130 ---194,401
Disaster Fund - 150 -553,119 --
Park Development Fees - 208 -304,171 735,600 -
6,611,825$ 6,419,806$ 8,150,332$ 7,858,903$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES DEPARTMENT BY PROGRAM
PARKS AND COMMUNITY SERVICES - 14300
Parks and Community Services Administration - 50001
Salaries and Benefits 982,701$ 970,579$ 1,260,068$ 985,251$
Maintenance and Operations 259,426 309,722 298,722 375,114
Fixed Assets 14,039 2,509 2,000 2,000
Subtotal Parks and Comm. Svs. Admin.1,256,165$ 1,282,811$ 1,560,790$ 1,362,365$
Fairview Park - 20115
Salaries and Benefits 195,511$ 207,293$ 251,231$ 283,738$
Maintenance and Operations 12,679 329,969 399,200 4,000
Fixed Assets -2,896 340,400 -
Subtotal Fairview Park 208,189$ 540,158$ 990,831$ 287,738$
Homeless Outreach - 20605
Salaries & Benefits -$ 64,130$ -$ -$
Maintenance & Operations -110,845 --
Fixed Assets ----
Subtotal Homeless Outreach -$ 174,975$ -$ -$
Downtown Recreation Center - 40121
Salaries and Benefits 118,460$ 96,722$ 131,221$ 221,166$
Maintenance and Operations 88,797 82,830 101,200 75,470
Fixed Assets ----
Subtotal Downtown Recreation Center 207,257$ 179,553$ 232,421$ 296,636$
Total Parks and Community Services Department
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the Parks and Community Services Department is a decrease of $291,429, or 3.6
percent, compared to the adopted budget for Fiscal Year 2020-21. The decrease is primarily due to reduced
expenditures in the Park Development Fund. There were $735,600 budgeted expenditures in FY 2020-21 for Park
Development; for the Proposed FY 2021-22 budget, there are no expenditures. The decrease is offset with increase in
the General and Arts Cultural Master Plan Funds. In Fiscal Year 20-21 the City cancelled majority of Parks programming
due to COVID-19. For the Proposed FY 2021-22 budget, the programs have been restored in the General Fund with
aide of the American Rescue Plan. There is a increase of $249,770 in the General Fund expenditures. Additionally, there
is an increase of appropriations for the new Arts Cultural Master Plan.
Expense by Fund
Expense Category by Program
125
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES - 14300 (continued)
Balearic Community Center - 40122
Salaries and Benefits 160,928$ 56,186$ 31,763$ 33,380$
Maintenance and Operations 107,972 104,752 117,900 122,900
Fixed Assets --800 800
Subtotal Balearic Community Center 268,901$ 160,938$ 150,463$ 157,080$
Neighborhood Community Center - 40123
Salaries and Benefits 208,605$ 157,418$ 283,363$ 290,505$
Maintenance and Operations 162,099 218,966 249,400 306,414
Fixed Assets ----
Subtotal Neighborhood Community Center 370,705$ 376,384$ 532,763$ 596,919$
Aquatics - 40212
Salaries and Benefits 196,773$ 168,875$ 292,336$ 246,249$
Maintenance and Operations 17,956 9,308 13,400 13,400
Fixed Assets ----
Subtotal Aquatics 214,730$ 178,182$ 305,736$ 259,649$
Tennis - 40213
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 24,194 29,422 34,600 34,600
Fixed Assets ----
Subtotal Tennis 24,194$ 29,422$ 34,600$ 34,600$
Adult Sports Basketball - 40214
Salaries and Benefits 20,219$ 29,686$ 60,406$ 81,169$
Maintenance and Operations 9,509 5,596 9,325 9,325
Fixed Assets ----
Subtotal Adult Sports Basketball 29,728$ 35,282$ 69,731$ 90,494$
Adult Sports Softball - 40215
Salaries and Benefits 9,603$ 12,451$ 14,021$ 34,864$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Adult Sports Softball 9,603$ 12,451$ 14,021$ 34,864$
Fields/Field Ambassadors - 40216
Salaries and Benefits 191,528$ 170,087$ 275,093$ 370,485$
Maintenance and Operations 284,025 260,487 250,700 251,060
Fixed Assets ----
Subtotal Fields/Field Ambassadors 475,553$ 430,574$ 525,793$ 621,545$
Youth Sports - 40218
Salaries and Benefits 127,377$ 104,812$ 206,443$ 214,171$
Maintenance and Operations 16,279 5,783 12,400 12,400
Fixed Assets ----
Subtotal Youth Sports 143,656$ 110,595$ 218,843$ 226,571$
Adult Sports Futsal - 40222
Salaries and Benefits 9,108$ 506$ -$ -$
Maintenance and Operations 90 126 500 500
Fixed Assets ----
Subtotal Adult Sports Futsal 9,198$ 632$ 500$ 500$
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
Expense Category by Program
126
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES - 14300 (continued)
Senior Center - 40231
Salaries and Benefits 648,147$ 349,965$ 626,931$ 508,320$
Maintenance and Operations 407,510 312,018 419,400 461,430
Fixed Assets 6,661 16,568 1,000 1,000
Subtotal Senior Center 1,062,318$ 678,551$ 1,047,331$ 970,750$
Day Camp - 40232
Salaries and Benefits 89,801$ 76,681$ 151,364$ 154,808$
Maintenance and Operations 99,553 62,699 81,900 81,900
Fixed Assets 32 ---
Subtotal Day Camp 189,386$ 139,380$ 233,264$ 236,708$
ROCKS (Playgrounds) - 40233
Salaries and Benefits 748,410$ 503,162$ 923,987$ 945,870$
Maintenance and Operations 33,094 13,653 32,500 35,000
Fixed Assets ----
Subtotal ROCKS (Playgrounds)781,504$ 516,815$ 956,487$ 980,870$
Teen Programs - 40236
Salaries and Benefits 129,887$ 99,321$ 152,686$ 130,226$
Maintenance and Operations 32,664 15,634 26,200 26,200
Fixed Assets ----
Subtotal Teen Programs 162,551$ 114,955$ 178,886$ 156,426$
Concerts - 40237
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations -125 7,500 10,000
Fixed Assets ----
Subtotal Concerts -$ 125$ 7,500$ 10,000$
Early Childhood - 40241
Salaries and Benefits 153,679$ 125,695$ 175,698$ 177,593$
Maintenance and Operations 11,542 5,503 8,250 9,250
Fixed Assets ----
Subtotal Early Childhood 165,221$ 131,198$ 183,948$ 186,843$
Adult Instructional Classes - 40242
Salaries and Benefits 17,334$ 10,710$ 20,691$ 20,630$
Maintenance and Operations 69,052 47,745 58,967 75,000
Fixed Assets ----
Subtotal Adult Instructional Classes 86,386$ 58,455$ 79,658$ 95,630$
Youth Instructional Classes - 40243
Salaries and Benefits 17,333$ 10,709$ 20,503$ 20,442$
Maintenance and Operations 229,348 152,663 230,427 252,300
Fixed Assets ----
Subtotal Youth Instructional Classes 246,681$ 163,372$ 250,930$ 272,742$
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
Expense Category by Program
127
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES - 14300 (continued)
Special Recreation Events - 40244
Salaries and Benefits 16,226$ 7,703$ -$ -$
Maintenance and Operations 343 ---
Fixed Assets ----
Subtotal Special Recreation Events 16,569$ 7,703$ -$ -$
Mobile Recreation - 40245
Salaries and Benefits 102,442$ 42,108$ 63,753$ 65,648$
Maintenance and Operations 3,454 1,015 3,000 3,500
Fixed Assets ----
Subtotal Mobile Recreation 105,896$ 43,123$ 66,753$ 69,148$
Bark Park - 40248
Salaries and Benefits 57,939$ 20,448$ 47,357$ 11,340$
Maintenance and Operations 1,460 699 1,600 1,600
Fixed Assets ----
Subtotal Bark Park 59,399$ 21,147$ 48,957$ 12,940$
Community Gardens - 40249
Salaries and Benefits -$ 5,155$ 19,622$ 19,811$
Maintenance and Operations 3,601 8,724 3,600 3,600
Fixed Assets ----
Subtotal Community Gardens 3,601$ 13,879$ 23,222$ 23,411$
Animal Care Services - 40250
Salaries and Benefits 42,062$ 228,081$ 56,544$ 168,697$
Maintenance and Operations 336,494 285,155 305,311 438,400
Fixed Assets ----
Subtotal Animal Care Services 378,555$ 513,236$ 361,855$ 607,097$
Senior Mobility Program - 40251
Salaries and Benefits 20,583$ 34,570$ 50,799$ 51,726$
Maintenance and Operations 93,307 80,816 2,800 2,800
Fixed Assets ----
Subtotal Senior Mobility Program 113,889$ 115,386$ 53,599$ 54,526$
Parks, Arts and Community Services Commission - 50125
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 4,214 4,600 7,950 7,950
Fixed Assets ----
Subtotal Parks, Arts and Comm. Svs. Comm.4,214$ 4,600$ 7,950$ 7,950$
Senior Commission - 50126
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 2,000 ---
Fixed Assets ----
Subtotal Senior Commission 2,000$ -$ -$ -$
Expense Category by Program
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
128
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES - 14300 (continued)
Cultural Arts Committee - 50190
Salaries and Benefits -$ -$ -$ 120,001$
Maintenance and Operations 14,400 7,681 13,000 84,400
Fixed Assets ----
Subtotal Cultural Arts Committee 14,400$ 7,681$ 13,000$ 204,401$
Historic Preservation Committee - 50191
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 1,374 100 500 500
Fixed Assets ----
Subtotal Historic Preservation Committee 1,374$ 100$ 500$ 500$
Emergency Services - 51040
Salaries and Benefits -$ 353,928$ -$ -$
Maintenance and Operations -24,183 --
Fixed Assets ----
Subtotal Emergency Services -$ 378,111$ -$ -$
Local Emergency Responses - 52100
Salaries and Benefits -$ 33$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Local Emergency Responses -$ 33$ -$ -$
TOTAL PARKS AND COMMUNITY SERVICES DEPARTMENT
Salaries and Benefits 4,264,656$ 3,907,013$ 5,115,880$ 5,156,090$
Maintenance and Operations 2,326,437 2,490,820 2,690,252 2,699,013
Fixed Assets 20,732 21,973 344,200 3,800
6,611,825$ 6,419,806$ 8,150,332$ 7,858,903$
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
Expense Category by Program
Total Parks and Community Services Department
129
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES DEPARTMENT BY ACCOUNT
Salaries and Benefits
Regular Salaries - Non Sworn 501200 1,018,083$ 1,083,327$ 1,261,809$ 1,386,718$
Regular Salaries - Part time 501300 2,026,491 1,666,246 2,351,986 2,342,239
Overtime 501400 28,129 20,216 10,340 10,340
Vacation/Comp. Time Cash Out 501600 12,255 9,812 3,760 3,760
Holiday Allowance 501700 5,766 6,452 1,880 1,880
Separation Pay-Off 501800 3,200 40,035 940 940
Other Compensation 501900 9,945 9,070 15,381 809
Vacancy Attrition 501000 --(217,992)(298,366)
Cafeteria Plan 505100 196,515 223,150 388,839 429,219
Medicare 505200 46,348 42,687 52,622 54,083
Retirement 505300 764,036 799,101 1,234,615 1,212,768
Executive Professional Development 505500 21,474 4,412 4,800 4,800
Auto Allowance 505600 6,919 2,502 6,900 6,900
Unemployment 505800 1,476 ---
Workers' Compensation 505900 124,090 ---
Subtotal Salaries & Benefits 4,264,726$ 3,907,013$ 5,115,880$ 5,156,090$
Maintenance and Operations
Stationery and Office 510100 33,627$ 12,194$ 22,100$ 22,850$
Multi-Media, Promotions and Subs 510200 94,712 84,760 95,850 147,400
Small Tools and Equipment 510300 77,610 33,836 70,625 70,625
Uniform & Clothing 510400 33,216 9,952 19,200 25,200
Safety and Health 510500 32,493 5,855 16,750 16,750
Maintenance & Construction 510600 16,494 10,807 15,600 15,600
Electricity - Buildings & Fac.515100 82,317 78,435 120,300 94,570
Electricity - Power 515200 22,517 19,649 26,600 26,600
Gas 515400 21,366 18,307 20,400 20,400
Water - Domestic 515500 12,861 15,429 18,100 18,100
Janitorial and Housekeeping 515800 99,657 100,771 125,600 139,220
Postage 520100 42,872 ---
Telephone/Radio/Communications 520400 19,957 17,383 20,300 20,900
Meetings & Conferences 520500 244 45 200 200
Mileage Reimbursement 520600 494 104 600 600
Dues and Memberships 520700 -3,621 -1,885
Board Member Fees 520800 6,200 4,600 7,700 16,100
Professional Development 520900 -3,665 12,600 17,215
Buildings and Structures 525100 500 1,565 --
Landscaping and Sprinklers 525200 7,703 10,611 --
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
Expense by Account
130
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES DEPARTMENT BY ACCOUNT
Maintenance and Operations (Continued)
Office Equipment 525700 4,727 6,134 1,900 1,900
Other Equipment 525800 13,714 13,532 11,000 16,300
Consulting 530200 428,879 797,746 867,211 670,094
Legal 530300 986 26,067 --
Medical and Health Inspection 530600 232 284 700 700
Recreation 530800 486,988 295,010 382,442 515,330
External Rent 535400 506,195 444,671 468,000 468,000
Grants, Loans and Subsidies 535500 --3,000 7,000
Central Services 535800 51,790 18,785 20,501 20,501
Internal Rent - Postage 535900 -33,636 42,137 42,137
Internal Rent - Maintenance 536100 48,119 47,300 47,300 47,300
Internal Rent - Repl.Cost 536200 23,914 14,400 14,400 14,400
Internal Rent - IT Replacement 536300 11,220 ---
Internal Rent - Fuel 536400 -24,736 18,300 18,300
Internal Rent - General Liability 536500 -67,400 88,367 88,367
Internal Rent - Workers' Comp 536600 -99,500 99,891 99,891
Internal Rent - Unemployment 536700 -11,327 12,078 12,078
General Liability 540100 127,246 ---
Taxes & Assessments 540700 17,517 17,691 20,500 20,500
Emergency Protective Measure 580200 -135,028 --
Subtotal Maintenance & Operations 2,326,367$ 2,490,820$ 2,690,252$ 2,699,013$
Fixed Assets
Office Equipment 590700 6,221$ -$ -$ -$
Other Equipment 590800 14,511 21,973 344,200 3,800
Subtotal Fixed Assets 20,732$ 21,973$ 344,200$ 3,800$
Total Parks and Community Services Department 6,611,825$ 6,419,806$ 8,150,332$ 7,858,903$
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
Expense by Account
131
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Non Sworn 501200 1,018,083$ 904,599$ 1,261,809$ 1,319,718$
Regular Salaries - Part time 501300 2,026,491 1,495,090 2,351,986 2,342,239
Overtime 501400 28,129 14,724 10,340 10,340
Vacation/Comp. Time Cash Out 501600 12,255 9,812 3,760 3,760
Holiday Allowance 501700 5,766 6,452 1,880 1,880
Separation Pay-Off 501800 3,200 40,035 940 940
Other Compensation 501900 9,945 9,070 15,381 809
Vacancy Attrition 501000 --(217,992)(298,366)
Cafeteria Plan 505100 196,515 183,930 388,839 411,915
Medicare 505200 46,348 37,486 52,622 53,111
Retirement 505300 764,036 780,808 1,234,615 1,178,043
Executive Professional Development 505500 21,474 4,412 4,800 4,800
Auto Allowance 505600 6,919 2,502 6,900 6,900
Unemployment 505800 1,476 ---
Workers' Compensation 505900 124,090 ---
Subtotal Salaries & Benefits 4,264,726$ 3,488,922$ 5,115,880$ 5,036,089$
Maintenance and Operations
Stationery and Office 510100 33,627$ 12,194$ 22,100$ 22,850$
Multi-Media, Promotions and Subs 510200 94,712 84,760 95,850 131,900
Small Tools and Equipment 510300 77,610 33,836 70,625 70,625
Uniform & Clothing 510400 33,216 9,952 19,200 25,200
Safety and Health 510500 32,493 5,855 16,750 16,750
Maintenance & Construction 510600 16,494 10,807 15,600 15,600
Electricity - Buildings & Fac.515100 82,317 78,435 120,300 94,570
Electricity - Power 515200 22,517 19,649 26,600 26,600
Gas 515400 21,366 18,307 20,400 20,400
Water - Domestic 515500 12,861 15,429 18,100 18,100
Janitorial and Housekeeping 515800 99,657 100,771 125,600 139,220
Postage 520100 42,872 ---
Telephone/Radio/Communications 520400 19,957 17,383 20,300 20,900
Meetings & Conferences 520500 244 45 200 200
Mileage Reimbursement 520600 494 104 600 600
Dues and Memberships 520700 -3,621 -1,885
Board Member Fees 520800 6,200 4,600 7,700 7,700
Professional Development 520900 -3,665 12,600 17,215
Buildings and Structures 525100 500 1,565 --
Landscaping and Sprinklers 525200 7,703 ---
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
Expense by Account
132
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PARKS AND COMMUNITY SERVICES DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (Continued)
Office Equipment 525700 4,727 6,134 1,900 1,900
Other Equipment 525800 13,714 13,532 11,000 16,300
Consulting 530200 428,879 507,081 472,011 643,594
Legal 530300 986 26,067 --
Medical and Health Inspection 530600 232 284 700 700
Recreation 530800 486,988 295,010 382,442 495,330
External Rent 535400 506,195 444,671 468,000 468,000
Grants, Loans and Subsidies 535500 --3,000 3,000
Central Services 535800 51,790 18,785 20,501 20,501
Internal Rent - Postage 535900 -33,636 42,137 42,137
Internal Rent - Maintenance 536100 48,119 47,300 47,300 47,300
Internal Rent - Repl.Cost 536200 23,914 14,400 14,400 14,400
Internal Rent - IT Replacement 536300 11,220 ---
Internal Rent - Fuel 536400 -24,736 18,300 18,300
Internal Rent - General Liability 536500 -67,400 88,367 88,367
Internal Rent - Workers' Comp 536600 -99,500 99,891 99,891
Internal Rent - Unemployment 536700 -11,327 12,078 12,078
General Liability 540100 127,246 ---
Taxes & Assessments 540700 17,517 17,691 20,500 20,500
Subtotal Maintenance & Operations 2,326,367$ 2,054,517$ 2,295,052$ 2,624,613$
Fixed Assets
Office Equipment 590700 6,221$ -$ -$ -$
Other Equipment 590800 14,511 19,078 3,800 3,800
Subtotal Fixed Assets 20,732$ 19,078$ 3,800$ 3,800$
Total Parks and Community Services Department 6,611,825$ 5,562,516$ 7,414,732$ 7,664,502$
PARKS AND COMMUNITY SERVICES DEPARTMENT (CONTINUED)
Expense by Account
133
134
INFORMATION TECHNOLOGY DEPARTMENT
IN
F
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R
M
A
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I
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N
T
E
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L
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Y
DE
P
A
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N
T
COMPUTER OPERATIONS AND
NETWORKING
1.0 FTE - Computer Operations & Networking
Supervisor
6.0 FTE - Network Administrator
SYSTEMS AND PROGRAMING
1.0 FTE - Systems & Programming Supervisor
3.0 FTE - Senior Programmer Analyst
3.0 FTE - Programmer Analyst II
INFORMATION TECHNOLOGY ADMINISTRATION
1.0 FTE - Information Technology Director
1.0 FTE - Information Technology Manager
1.0 FTE - Executive Secretary
0.5 FTE - Part-Time Management Analyst
INFORMATION TECHNOLOGY
DEPARTMENT
CITY OF COSTA MESA
135
136
INFORMATION TECHNOLOGY DEPARTMENT
The Information Technology Department (IT) is responsible for network administration; software development
and installation; maintenance of hardware and software, including upgrades and replacements; database
management; wireless phones; and the support and oversight of all technology-related products and services
for all departments, including the Police and Fire Departments of the City of Costa Mesa. The Department’s
daily activities include, but are not limited to: maintenance of all computer systems; ensuring that virus protection
software are up-to-date and functioning properly; maintenance of a help desk to help troubleshoot computer-
related problems; and ensuring that employees are connected and the City websites are working properly and
safely. IT is also responsible for the operation, maintenance, deployment, and utilization of all City computers.
The department has 17 full-time positions composed of two management, two supervisory, twelve professional,
and one clerical position. Part-time staffing consists of 0.50 full-time equivalents. IT has three divisions:
Administration
Computer Operations and Networking
Systems and Programming
INFORMATION TECHNOLOGY DEPARTMENT - 14600
ADMINISTRATION – 50001
Coordinates and supervises the Department’s activities; manages the networking resources of the City; and
advises the City Manager and the City Council on computer-related technological issues.
COMPUTER OPERATIONS AND NETWORKING – 50710
Operates and monitors computer equipment in support of both Public Safety and general City services in a 7-
day, 24-hour operation. Maintains data files and processes business applications and reports distribution in a
networked client-server environment. Monitor cybersecurity applications to ensure City networks are secure.
SYSTEMS AND PROGRAMMING – 50720
Supports and enhances applications for Public Safety and general City services. Coordinates systems
implementations, maintenance, and processing solutions for ad hoc data processing requests in networked
client-server and internet/intranet environments.
137
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS
Began the implementation of the Information Technology Strategic Plan. To complete the plan, started
recruitment efforts for I.T. Manager, LaserFiche programmer, and an additional network administrator.
Started working with PD on their MDC replacement.
Distributed laptops for remote work because of the pandemic.
Built the infrastructure for working from home because of the pandemic.
Installed network for body-worn cameras.
Rolled out the Zoom application and Dropbox to staff.
Implemented COVID-19 related changes in HR/Payroll system, such as new Time Reporting Codes and
furlough leave bank.
Created new crystal reports for CAD/RMS and PeopleSoft.
Implemented new features in Homeless Web Application.
Created new GIS server environment.
Implemented new permit types in Permits Plus and more forms in SeamlessDocs.
FISCAL YEAR 2021-2022 GOALS
Continue with the implementation of the I.T. Strategic Plan.
Update the backup procedure and equipment.
Continue with Phase II of desktop replacement computers.
Complete the I.T. portion of the homeless shelter and the I.T. portion of the NCC project.
Refresh Wi-Fi network for City Hall and for PD.
Continue to implement the new LMS system.
Prepare for the new ERP RFP process.
SQL Server 2016 upgrade.
Complete new GIS enterprise environment, and create more online map applications.
Implement Laserfiche Enterprise Strategy.
138
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Information Technology Department were developed in alignment with the City
Council’s goals and priorities.
# GOALS AND OBJECTIVES
1 Continue with the implementation of the
I.T. Strategic Plan.
2 Update the backup procedure and
equipment.
3 Replace a number of desktop computers.
4 Complete the I.T. portion of the homeless
shelter and the I.T. portion of the NCC
project.
5 Refresh Wi-Fi network for City Hall and for
PD.
6 Implement the new LMS system.
7 Prepare for the new ERP system.
8 SQL Server 2016 upgrade.
9 Complete new GIS enterprise environment,
and create more online map applications.
139
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
FY 19-20
Actual
FY 20-21
Adopted
FY 21-22
Proposed
Number of Printers/Terminals maintained 115/430 344/585 392/636
Number of Forms and Help Desk requests
resolved
3,360 1,162 1978
Number of City developed software
applications
10 5 5
Number of servers maintained 105 144 208
Number of miscellaneous devices maintained 60 150 390
Number of vendor software applications
maintained*
700 300 360
*It is difficult to determine the exact number of vendor software applications maintained as each department has
different requirements.
140
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
INFORMATION TECHNOLOGY DEPARTMENT BY FUNDING SOURCE
General Fund - 101 3,043,527$ 3,191,744$ 3,714,192$ 4,523,856$
Disaster Fund - 150 -242,550 --
IT Replacement Fund - 603 270,346 107,494 1,861,924 4,838,162
3,313,873$ 3,541,789$ 5,576,116$ 9,362,018$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
INFORMATION TECHNOLOGY DEPARTMENT BY PROGRAM
IT Administration - 50001
Salaries and Benefits 497,680$ 413,526$ 336,985$ 404,477$
Maintenance and Operations 164,449 51,412 59,434 59,434
Fixed Assets ---10,000
Subtotal IT Administration 662,130$ 464,937$ 396,419$ 473,911$
Computer Operations - 50710
Salaries and Benefits 747,805$ 731,096$ 927,760$ 1,479,069$
Maintenance and Operations 177,140 300,043 313,322 368,147
Fixed Assets 541,549 409,862 2,316,023 5,150,881
Subtotal Computer Operations 1,466,494$ 1,441,001$ 3,557,105$ 6,998,097$
Computer Systems Development - 50720
Salaries and Benefits 771,062$ 790,892$ 968,000$ 1,046,015$
Maintenance and Operations 52,742 47,920 93,625 147,250
Fixed Assets 361,445 554,487 560,967 696,745
Subtotal Computer Systems Develop.1,185,249$ 1,393,300$ 1,622,592$ 1,890,010$
Emergency Services - 51040
Salaries and Benefits -$ 117,440$ -$ -$
Maintenance and Operations -124,985 --
Fixed Assets ----
Subtotal Emergency Services -$ 242,425$ -$ -$
Local Emergency Responses - 52100
Salaries and Benefits -$ 125$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Local Emergency Responses -$ 125$ -$ -$
Total Information Technology Department
Expense Category by Program
INFORMATION TECHNOLOGY - 14600
Expense by Fund
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 all funds budget of $9.3 million, an increase of $3.8 million, or 68 percent, compared to the
adopted budget for Fiscal Year 2020-21. The increase is mostly attributed to appropriating $2.7 million from undesignated
fund balance in the IT Replacement Fund to the various technology projects as per the IT Strategic Plan. Further, Fund
603 is fully funded to the CAN amount of 1.5 percent of General Fund revenues.
141
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
Salaries and Benefits 2,016,548$ 2,053,079$ 2,232,745$ 2,929,561$
Maintenance and Operations 394,332 524,360 466,381 574,831
Fixed Assets 902,994 964,349 2,876,990 5,857,626
3,313,873$ 3,541,789$ 5,576,116$ 9,362,018$
TOTAL INFORMATION TECHNOLOGY DEPARTMENT
Total Information Technology Department
142
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
INFORMATION TECHNOLOGY DEPARTMENT BY ACCOUNT
Salaries and Benefits
Regular Salaries - Non Sworn 501200 1,063,958$ 1,166,959$ 1,415,694$ 1,887,562$
Regular Salaries - Part time 501300 139,914 99,604 44,513 42,817
Overtime 501400 103,194 139,252 100,605 100,605
Vacation/Comp. Time Cash Out 501600 5,584 9,222 3,040 3,040
Holiday Allowance 501700 3,273 4,712 3,420 3,420
Other Compensation 501900 2,695 2,754 1,927 1,927
Vacancy Attrition 501000 --(208,870)(48,870)
Cafeteria Plan 505100 154,978 181,431 211,300 299,161
Medicare 505200 19,576 21,172 21,201 28,019
Retirement 505300 423,852 418,131 630,115 600,180
Executive Professional Development 505500 42,038 2,905 2,900 4,800
Auto Allowance 505600 6,919 6,938 6,900 6,900
Unemployment 505800 930 ---
Workers' Compensation 505900 49,636 ---
Subtotal Salaries & Benefits 2,016,548$ 2,053,079$ 2,232,745$ 2,929,561$
Maintenance and Operations
Stationery and Office 510100 2,786$ 1,730$ 2,800$ 2,800$
Multi-Media, Promotions and Subs 510200 88 388 700 700
Small Tools and Equipment 510300 493 -2,000 2,000
Safety and Health 510500 500 581 500 500
Postage 520100 62 ---
Telephone/Radio/Communications 520400 59,193 245,553 260,600 260,600
Meetings & Conferences 520500 132 413 1,500 1,500
Mileage Reimbursement 520600 218 -350 350
Professional Development 520900 -16,297 18,450 35,900
Office Equipment 525700 4,219 3,284 5,000 5,000
Consulting 530200 248,560 55,164 140,447 180,447
External Rent 535400 3,587 2,662 5,000 5,000
Depreciation 535600 -33,804 -50,000
Central Services 535800 43 979 1,007 1,007
Internal Rent - Postage 535900 -41 21 21
Internal Rent - IT Replacement 536300 42,640 ---
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
Expense by Account
143
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
INFORMATION TECHNOLOGY DEPARTMENT BY ACCOUNT
Maintenance and Operations (continued)
Internal Rent - General Liability 536500 -22,500 15,594 15,594
Internal Rent - Workers' Comp 536600 -13,400 10,834 10,834
Internal Rent - Unemployment 536700 -1,579 1,578 1,578
General Liability 540100 31,811 ---
Emergency Protective Measure 580200 -124,985 --
Subtotal Maintenance & Operations 394,332$ 524,360$ 466,381$ 574,831$
Fixed Assets
Other Equipment 590800 902,994$ 964,349$ 2,876,990$ 5,847,626$
Subtotal Fixed Assets 902,994$ 964,349$ 2,876,990$ 5,857,626$
Total Information Technology Department 3,313,873$ 3,541,789$ 5,576,116$ 9,362,018$
Expense by Account
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
144
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
INFORMATION TECHNOLOGY DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Non Sworn 501200 1,063,958$ 1,098,049$ 1,415,694$ 1,781,940$
Regular Salaries - Part time 501300 139,914 86,604 44,513 42,817
Overtime 501400 103,194 119,141 100,605 100,605
Vacation/Comp. Time Cash Out 501600 5,584 9,222 3,040 3,040
Holiday Allowance 501700 3,273 4,712 3,420 3,420
Other Compensation 501900 2,695 2,754 1,927 1,927
Vacancy Attrition 501000 --(208,870)(48,870)
Cafeteria Plan 505100 154,978 170,610 211,300 281,857
Medicare 505200 19,576 19,716 21,201 26,487
Retirement 505300 423,852 392,015 630,115 565,357
Executive Professional Development 505500 42,038 2,905 2,900 4,800
Auto Allowance 505600 6,919 6,938 6,900 6,900
Unemployment 505800 930 ---
Workers' Compensation 505900 49,636 ---
Subtotal Salaries & Benefits 2,016,548$ 1,912,666$ 2,232,745$ 2,770,280$
Maintenance and Operations
Stationery and Office 510100 2,786$ 1,730$ 2,800$ 2,800$
Multi-Media, Promotions and Subs 510200 88 388 700 700
Small Tools and Equipment 510300 493 -2,000 2,000
Safety and Health 510500 500 581 500 500
Postage 520100 62 ---
Telephone/Radio/Communications 520400 59,193 245,553 260,600 260,600
Meetings & Conferences 520500 132 413 1,500 1,500
Mileage Reimbursement 520600 218 -350 350
Professional Development 520900 -16,297 18,450 35,900
Office Equipment 525700 4,219 3,284 5,000 5,000
Consulting 530200 248,560 34,924 140,447 180,447
External Rent 535400 3,587 2,662 5,000 5,000
Central Services 535800 43 979 1,007 1,007
Internal Rent - Postage 535900 -41 21 21
Internal Rent - IT Replacement 536300 42,640 ---
Internal Rent - General Liability 536500 -22,500 15,594 15,594
Internal Rent - Workers' Comp 536600 -13,400 10,834 10,834
Internal Rent - Unemployment 536700 -1,579 1,578 1,578
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
Expense by Account
145
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
INFORMATION TECHNOLOGY DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (Continued)
General Liability 540100 31,811 ---
Subtotal Maintenance & Operations 394,332$ 345,332$ 466,381$ 524,831$
Fixed Assets
Other Equipment 590800 632,648$ 933,747$ 1,015,066$ 1,218,745$
Subtotal Fixed Assets 632,648$ 933,747$ 1,015,066$ 1,228,745$
Total Information Technology Department 3,043,527$ 3,191,744$ 3,714,192$ 4,523,856$
INFORMATION TECHNOLOGY DEPARTMENT (CONTINUED)
Expense by Account
146
POLICE DEPARTMENT
PO
L
I
C
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D
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A
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T
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POLICE FIELD OPERATIONS
1.0 FTE - Police Captain
2.0 FTE - Animal Control Officer
5.0 FTE - Community Services Specialist
6.0 FTE - Park Ranger
4.0 FTE - Police Lieutenant
81.0 FTE - Police Officer
15.0 FTE - Police Sergeant
1.0 FTE - Senior Police Officer
9.59 FTE - Part-Time
POLICE SUPPORT SERVICES
1.0 FTE - Police Captain
1.0 FTE - Administrative Secretary
1.0 FTE - Civilian Investigator
1.0 FTE - Communications Installer
11.0 FTE - Communications Officer
4.0 FTE - Communications Supervisor
1.0 FTE - Community Services Specialist
1.0 FTE - Court Liaison
1.0 FTE - Crime Analyst
1.0 FTE - Crime Scene Investigation Supervisor
3.0 FTE - Crime Scene Specialist
1.0 FTE - Electronics Technician
1.0 FTE - Emergency Services Administrator
1.0 FTE - Office Specialist II
2.0 FTE - Police Lieutenant
23.0 FTE - Police Officer
1.0 FTE - Police Records Administrator
1.0 FTE - Police Records Bureau Supervisor
3.0 FTE - Police Records Shift Supervisor
4.0 FTE - Police Sergeant
1.0 FTE - Property/Evidence Specialist
1.0 FTE - Property/Evidence Supervisor
6.0 FTE - Senior Communications Officer
1.0 FTE - Senior Communications Supervisor
1.0 FTE - Senior Police Officer
16.0 FTE - Senior Police Records Technician
10.31 FTE - Part-Time
POLICE ADMINISTRATION
1.0 FTE - Police Chief
1.0 FTE - Crime Prevention Specialist
2.0 FTE - Executive Secretary
1.0 FTE - Police Lieutenant
1.0 FTE - Police Officer
2.0 FTE - Police Sergeant
1.0 FTE - Police Training Assistant
1.0 FTE - Public Affairs Manager
1.0 FTE - Range Master
1.0 FTE - Management Analyst
0.46 FTE - Part-Time
POLICE DEPARTMENT
CITY OF COSTA MESA
147
148
POLICE DEPARTMENT
The Police Department is tasked with protecting life and property while preserving the peace. The department
has 216 full-time positions, of which 138 are sworn and 78 are professional staff. Full-time staffing is composed
of 13 management positions, 32 supervisory, and 171 line-level positions. Part-time staffing consists of 20.36
full-time equivalents. The department is comprised of three divisions and each division is further split into different
programs. The three divisions are as follows:
Police Administration
Police Field Operations
Police Support Services
POLICE ADMINISTRATION - 15100
ADMINISTRATION – 50001
Conducts the department’s overall direction and planning with input from other divisions; provides advice to the
City Manager and City Council on public safety issues; provides internal investigations through the Professional
Standards Unit; performs public affairs services; and manages department budget and grant administration.
TRAINING – 10133
Provides and coordinates training programs, and the recruitment and selection of candidates for vacant positions
within the department, adhering to the guidelines established by statutory and state-mandated Peace Officer
Standard and Training (POST) requirements for sworn and civilian personnel; develops and evaluates daily in-
service programs.
EMERGENCY SERVICES – 51040
Serves as the office responsible for the City’s disaster preparedness; acts as liaison to other government
agencies, private sector, schools and special districts, non-government and volunteer organizations on disaster
preparedness; conducts disaster planning meetings, training and exercises; maintains disaster supplies;
administers the Emergency Operations Center (EOC), the Joint Information Center (JIC) and the City’s
Emergency Operations Plan; and ensures compliance with the National Incident Management System (NIMS).
POLICE FIELD OPERATIONS - 15300
FIELD OPERATIONS – 10111
Provides public safety services through patrol-related policing activity; coordinates community-oriented policing
services; supervises the Police Reserve Program; provides public park safety services through the Park Ranger
Unit; and provides business-related services to the public via the front desk.
TRAFFIC SAFETY – 10113
Enforces State and City traffic laws; provides follow-up investigation and prosecution of traffic-related criminal
cases; and coordinates personnel to respond to and investigate traffic collisions.
CONTRACT & SPECIAL EVENTS – 10114
Provides special event public safety and traffic management services requested by the community on a contract-
for-pay basis.
149
POLICE DEPARTMENT (CONTINUED)
ANIMAL CONTROL – 10139
Regulates, controls, and prevents rabies in the wild and domesticated animal population in the City; impounds
strays or unlicensed animals; and enforces those laws and ordinances applying to animals within the City.
SELECTIVE TRAFFIC ENFORCEMENT PROGRAM (STEP) – 10143
The Selective Traffic Enforcement Program (STEP) is designed to fund traffic safety related enforcement and
education efforts to reduce alcohol related traffic collisions; address aggressive driving practices, particularly
speed and red light/stop sign violations; and to increase the overall traffic safety in the City.
POLICE SUPPORT SERVICES - 15400
ADMINISTRATION – 50001
Provides essential logistical support services to the Police Department through the below-listed programs;
responsible for computer-related activities associated with the 24-hour operation of the City’s public safety
computer system; and responsible for the research and development of numerous programs, including safety
equipment, new laws and regulations, and policy development.
HELICOPTER PATROL – 10112
Provides helicopter patrol services through a contract with the City of Huntington Beach.
CRIME INVESTIGATION – 10120
Investigates criminal activities including: homicide, rape, robbery, and assault; larcenies, including grand theft,
auto theft, and fraud; residential, commercial, and vehicle burglaries reported in the City; fraudulent checks and
forgery cases, including identity theft, crimes against persons and property, and where the suspect or victim is a
juvenile. The program objective is the investigation of Part I Crimes; case preparation; the apprehension,
prosecution and conviction of perpetrators; and the recovery of stolen property.
SPECIAL INVESTIGATIONS UNIT – 10127
Investigates illegal narcotics activity with emphasis on traffickers; vice and prostitution; and specialized
investigations as determined by the Department.
RECORDS/INFORMATION UNIT – 10131
Responsible for the electronic and manual processing, storing, and reporting of all crime and arrest reports,
citation processing, and ancillary report processing to meet the Department of Justice crime statistics reporting
mandates.
CRIME SCENE INVESTIGATIONS/PHOTOS – 10132
Provides investigative support for the collection, processing and preservation of evidence at crime scenes;
laboratory and photographic support for evidentiary and non-evidentiary requests.
YOUTH CRIME INTERVENTION – 10135
Provides services to local schools; criminal street gang suppression and investigation; and coordinates outreach
intervention opportunities through the Gang Investigations Unit.
150
POLICE DEPARTMENT (CONTINUED)
PROPERTY AND EVIDENCE – 10136
Maintains records; stores, preserves, and disposes of property and evidence consistent with legal guidelines.
JAIL OPERATIONS – 10137
Provides jail services through a contract with G4S.
TELECOMMUNICATIONS OPERATIONS – 51020
Provides a centralized, computer-aided Communications Dispatch Center that receives citizen requests for
emergency fire, paramedics and police services; provides medical pre-arrival instructions using Emergency
Medical Dispatch (EMD) procedures; provides a means of contact for emergency Public Services, Water District
service and Orange Coast College Security outside of normal business hours.
TECHNICAL SUPPORT AND MAINTENANCE – 51020
Provides operational integrity of the City’s telecommunications infrastructure for data and voice; provides
systems and equipment installations and electronics maintenance; oversees inter-operation of telephone, radio,
audio, fire alerting system, selected data and video assets in buildings and facilities, outside plant, and in
automotive/mobile and portable configurations.
151
POLICE DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS
Supported and focused on community policing with reinstituted bike patrols, increased social media
presence, and created virtual events to enhance community engagement, interaction, and partnerships.
Improved staffing in the Police Department through the proactive recruitment and hiring of both new
police officers and professional staff to fill vacancies.
Upgraded critical public safety infrastructure systems through the implementation and deployment of a
new police in-car audio, video, and body warn camera (BWC) system; completed design of fire range
remodel, completed CCTV security upgrade, and upgraded City’s VESTA 911 phone system.
Identified and tested new mobile data computers (MDCs) in police vehicles.
Implemented and deployed Unmanned Aerial System (UAS) program.
Built upon City’s Emergency Preparedness Program through the development of a continuity plan,
partnerships, endorsement of the Operational Area agreement for emergency management, and
obtaining adequate supply of personal protective equipment for City staff.
Modernized the City’s Emergency Operation Center (EOC) by upgrading EOC technology, equipment,
and connectivity.
Achieved 100% compliance with all State and legislative training mandates for department personnel.
Met all Peace Officers Standards and Training (POST) mandates with 100% compliance.
Obtained grant awards (ABC, CCTA, BSCC, EMPG, HMPG, Prop 69, JAG, & OTS) to fund department
training and initiatives during the fiscal year.
FISCAL YEAR 2021-2022 GOALS
Support and expand upon community policing through reinforced community engagement, interaction,
and partnerships through the department’s social media platforms, community events and programs, and
focus on quality of life issues.
Proactively maintain the department’s staffing levels through the continued recruitment and hiring of both
sworn and professional staff vacancies.
Implement and deploy new mobile data computers (MDCs) in police vehicles.
Renovate/upgrade the department’s aging firearms range.
Continue to pursue the purchase and buildout of new Mobile Command Vehicle (MCV).
Maintain readiness and strength of City’s Emergency Preparedness Program. Complete update to the
City’s Emergency Operations Plan (EOP).
Develop and complete City Hazard Mitigation Plan.
Achieve 100% compliance with all State and legislative training mandates for department personnel.
Meet all Peace Officers Standards and Training (POST) mandates with 100% compliance.
Obtain grant awards (EMPG, Prop 69, JAG, & OTS) to fund department training and initiatives during the
fiscal year.
152
POLICE DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Police Department were developed in alignment with the City Council’s priorities.
# GOALS AND OBJECTIVES
1 Support and expand upon community
policing through reinforced community
engagement, interaction, and partnerships
through the department’s social media
platforms, community events and
programs, and focus on quality of life
issues
2 Proactively maintain the department’s
staffing levels through the continued
recruitment and hiring of both sworn and
professional staff vacancies.
3 Implement and deploy new mobile data
computers (MDCs) in police vehicles.
4 Renovate/upgrade the department’s aging
firearms range.
5 Continue to pursue the purchase and
buildout of new Mobile Command Vehicle
(MCV).
6 Maintain readiness and strength of City’s
Emergency Preparedness Program.
Complete update to the City’s Emergency
Operations Plan (EOP).
7 Develop and complete City Hazard
Mitigation Plan.
8 Achieve 100% compliance with all State
and legislative training mandates for
department personnel.
153
POLICE DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Police Department were developed in alignment with the City Council’s priorities.
# GOALS AND OBJECTIVES
9 Meet all Peace Officers Standards and
Training (POST) mandates with 100%
compliance.
10 Obtain grant awards (EMPG, Prop 69,
JAG, & OTS) to fund department training
and initiatives during the fiscal year.
154
POLICE DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
2018 2019 2020
Part 1 Crimes 4,051 4,071 4,098
Part 2 Crimes 6,718 5,987 5,433
Calls for Service 136,180 137,384 128,414
Reports Taken and Processed 19,079 18,794 18,789
Arrests (Felony and Misdemeanor) 6,644 6,602 5,291
Citations Issued (Infractions) 9,145 10,458 7,286
Adult Bookings 4,572 4,209 3,188
Emergency Calls Responded 876 847 812
1. Responded within 5 minutes
(Effectiveness)
72% 76% 71%
2. Responded within 15 minutes
(Effectiveness)
97% 97% 97%
Non-Emergency Calls Responded 58,961 61,009 54,435
1. Responded within 30 minutes
(Effectiveness)
90% 92% 88%
Injury Traffic Collisions 635 564 389
Assigned Hit-and-Run Cases 266 462 331
Assigned Robbery Cases 92 86 112
Assigned Burglary Cases 152 128 139
Assigned Juvenile Cases 68 133 96
Assigned Economic/Identity Theft Cases 320 340 309
911 Emergency/Public Safety Calls Received 46,612 48,476 36,952
911 Calls Answered within 10 Seconds 97.25% 97.53% 98.07%
Telephone Calls Received 216,118 205,404 155,644
Property & Evidence – Total Items Booked 14,040 11,966 11,137
155
POLICE DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
The Police Department’s performance measures and workload indicators are presented on a calendar year basis.
2018 2019 2020
Animal Control – Calls for Service 3,986 3,854 2,589
Animal Control – Impounds 678 741 496
156
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
POLICE BY FUNDING SOURCE
General Fund - 101 46,271,525$ 50,525,648$ 48,334,032$ 51,313,014$
Disaster Fund - 150 -344,545 --
Prop 172 - Public Safety Fund - 202*1,047,318 --
Supp. Law Enforcement COP Fund - 213 305,297 259,785 245,013 277,372
Narcotics Forfeiture Fund - 217 46,868 45,527 --
Office of Traffic Safety Fund - 220 161,993 166,550 --
Grants - Federal - 230 -13,300 -
Grants - State - 231 -273,073 262,722 329,813
47,833,000$ 51,628,428$ 48,841,767$ 51,920,199$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
POLICE DEPARTMENT BY PROGRAM
Administration - 50001
Salaries and Benefits 3,282,943$ 1,807,594$ 1,592,388$ 1,594,025$
Maintenance and Operations 626,938 2,740,035 2,226,651 2,209,090
Fixed Assets 13,173 37,740 2,500 2,500
Subtotal Administration 3,923,054$ 4,585,368$ 3,821,539$ 3,805,615$
Training - 10133
Salaries and Benefits 1,025,771$ 884,517$ 985,884$ 984,890$
Maintenance and Operations 105,642 141,683 131,396 240,043
Fixed Assets 260 -2,000 2,000
Subtotal Training 1,131,673$ 1,026,200$ 1,119,280$ 1,226,933$
Field Area Policing - 10111
Salaries and Benefits 19,481,762$ 20,860,880$ 16,968,625$ 20,148,509$
Maintenance and Operations 741,849 812,901.39 832,600.00 834,320
Fixed Assets 13,612 74 15,400 15,400
Subtotal Field Area Policing 20,237,224$ 21,673,856$ 17,816,625$ 20,998,229$
*Prop 172 was combined with the General Fund effective Fiscal Year 2019-20
Expense by Fund
POLICE DEPARTMENT (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the Police Department is $51.9 million, an increase of $3,078,432 or 6.3 percent,
compared to the adopted budget for Fiscal Year 2020-21. The increase includes salary restorations ending the 5%
furlough, which was implemented in FY 20-21 citywide.
Total Police Department
Expense Category by Program
ADMINISTRATION - 15100
157
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Traffic Enforcement - 10113
Salaries and Benefits 3,509,255$ 4,164,054$ 4,242,710$ 4,199,375$
Maintenance and Operations 669,952 446,160 567,600 588,725
Fixed Assets 30,045 5,054 20,000 20,000
Subtotal Traffic Enforcement 4,209,251$ 4,615,268$ 4,830,310$ 4,808,100$
Contract and Special Events - 10114
Salaries and Benefits 518,059$ 638,047$ 555,493$ 546,564$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Contract and Special Events 518,059$ 638,047$ 555,493$ 546,564$
Animal Control - 10139
Salaries and Benefits 286,159$ 297,599$ 333,907$ 336,788$
Maintenance and Operations 24,585 23,324 23,750 23,750
Fixed Assets ----
Subtotal Animal Control 310,744$ 320,924$ 357,657$ 360,538$
Office Traffic Safety RAID Grant - 10143
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 43,691 28,082 22,800 -
Fixed Assets ----
Subtotal Office Traffic Safety RAID 43,691$ 28,082$ 22,800$ -$
AB 109 Post Release Comm. Sup. - 71019
Salaries and Benefits 1,611$ 17,248$ 25,000$ 25,000$
Maintenance and Operations 22,591 7,797 8,000 8,000
Fixed Assets -90,828 22,023 26,248
Subtotal AB 109 Post Release Comm. Sup.24,202$ 115,873$ 55,023$ 59,248$
2018 Step Grant - 71028
Salaries and Benefits 31,818$ -$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal 2018 Step Grant 31,818$ -$ -$ -$
2019 Step Grant - 71029
Salaries and Benefits 130,175$ 36,110$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal 2019 Step Grant 130,175$ 36,110$ -$ -$
POLICE DEPARTMENT (CONTINUED)
Expense Category by Program
POLICE FIELD OPERATIONS - 15300
158
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Administration - 50001
Salaries and Benefits 535,993$ 479,581$ 584,050$ 577,393$
Maintenance and Operations 309,228 206,266 259,998 257,868
Fixed Assets 30,838 13,316 43,000 28,041
Subtotal Administration 876,059$ 699,164$ 887,048$ 863,302$
Helicopter Patrol - 10112
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 239,831 235,862 157,500 310,000
Fixed Assets ----
Subtotal Helicopter Patrol 239,831$ 235,862$ 157,500$ 310,000$
Crime Investigation - 10120
Salaries and Benefits 4,273,325$ 4,551,979$ 4,871,335$ 4,760,076$
Maintenance and Operations 100,870 114,949 133,600 122,210
Fixed Assets 4,845 5,338 4,000 4,000
Subtotal Crime Investigation 4,379,040$ 4,672,266$ 5,008,935$ 4,886,286$
Special Investigation Unit - 10127
Salaries and Benefits 1,728,850$ 1,621,486$ 1,820,614$ 1,709,073$
Maintenance and Operations 191,111.15 93,847.62 124,700 122,000
Fixed Assets 4,263 45,737 5,000 5,000
Subtotal Special Investigation Unit 1,924,224$ 1,761,071$ 1,950,314$ 1,836,073$
Records/Information System - 10131
Salaries and Benefits 2,026,200$ 2,093,349$ 2,571,547$ 2,439,478$
Maintenance and Operations 141,472 93,820 117,250 130,975
Fixed Assets 2,703 3,615 2,570 2,570
Subtotal Records/Information System 2,170,374$ 2,190,784$ 2,691,367$ 2,573,023$
Crime Scene Investigation/Photos - 10132
Salaries and Benefits 409,415$ 560,498$ 729,813$ 736,025$
Maintenance and Operations 39,173 33,421 38,600 35,340
Fixed Assets 3,679 1,782 3,000 3,000
Subtotal Crime Scene Investigation/Photos 452,267$ 595,701$ 771,413$ 774,365$
Youth Crime Intervention - 10135
Salaries and Benefits 1,967,773$ 1,878,011$ 1,737,460$ 1,826,839$
Maintenance and Operations 23,330 24,716 26,800 27,155
Fixed Assets 431 215 1,150 1,150
Subtotal Youth Crime Intervention 1,991,534$ 1,902,943$ 1,765,410$ 1,855,144$
POLICE DEPARTMENT (CONTINUED)
Expense Category by Program
POLICE SUPPORT SERVICES - 15400
159
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Property and Evidence - 10136
Salaries and Benefits 487,659$ 467,538$ 553,604$ 546,716$
Maintenance and Operations 104,207 120,663 117,100 293,250
Fixed Assets ----
Subtotal Property and Evidence 591,866$ 588,201$ 670,704$ 839,966$
Jail - 10137
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 707,972 902,405 915,950 928,600
Fixed Assets 2,966 890 1,600 1,600
Subtotal Jail 710,938$ 903,296$ 917,550$ 930,200$
Equipment Maintenance - 10138
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 16,136 ---
Fixed Assets ----
Subtotal Equipment Maintenance 16,136$ -$ -$ -$
Operations - 51010
Salaries and Benefits 3,051,375$ 3,325,110$ 4,286,206$ 4,029,932$
Maintenance and Operations 231,720 261,951 239,340 254,345
Fixed Assets 3,024 1,955 2,200 2,200
Subtotal Operations 3,286,118$ 3,589,016$ 4,527,746$ 4,286,477$
Technical Support/Maintenance - 51020
Salaries and Benefits 273,057$ 272,742$ 309,706$ 298,743$
Maintenance and Operations 170,350 183,651 140,400 200,860
Fixed Assets 396 81,712 1,000 1,000
Subtotal Technical Support/Maintenance 443,803$ 538,106$ 451,106$ 500,603$
Emergency Services - 51040
Salaries and Benefits 158,872$ 301,791$ 197,825$ 184763
Maintenance and Operations 12,401 62,372 3,400 4,205
Fixed Assets 5,199 6,960 --
Subtotal Emergency Services 176,472$ 371,123$ 201,225$ 188,968$
2020 STEP Grant - 71031
Salaries and Benefits -$ 130,440$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal 2020 STEP Grant -$ 130,440$ -$ -$
POLICE DEPARTMENT (CONTINUED)
Expense Category by Program
POLICE SUPPORT SERVICES - 15400 (continued)
160
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
EMPG - 71300
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations ----
Fixed Assets 14,446 ---
Subtotal EMPG 14,446$ -$ -$ -$
Local Emergency Responses - 52100
Salaries and Benefits -$ 162,174$ -$ -$
Maintenance and Operations -2,223 --
Fixed Assets ----
Subtotal Local Emergency Responses -$ 164,397$ -$ -$
Youth Investment Grant - 71350
Salaries and Benefits -$ 26,633$ 24,244$ 24,244$
Maintenance and Operations -219,700 238,478 246,321
Fixed Assets ----
Subtotal Youth Investment Grant -$ 246,333$ 262,722$ 270,565$
Salaries and Benefits 43,180,073$ 44,577,382$ 42,390,411$ 44,968,433$
Maintenance and Operations 4,523,048 6,755,830 6,325,913 6,837,057
Fixed Assets 129,880 295,216 125,443 114,709
47,833,000$ 51,628,428$ 48,841,767$ 51,920,199$ Total Police Department
POLICE DEPARTMENT (CONTINUED)
Expense Category by Program
POLICE SUPPORT SERVICES - 15400 (continued)
161
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
POLICE DEPARTMENT BY ACCOUNT
Salaries and Benefits
Regular Salaries - Sworn 501100 14,887,857$ 14,240,610$ 15,626,975$ 16,407,347$
Regular Salaries - Non Sworn 501200 4,513,227 4,920,685 5,970,102 5,899,356
Regular Salaries - Part time 501300 1,227,517 1,526,852 1,263,404 1,231,411
Overtime 501400 4,148,307 3,535,829 1,548,439 1,650,612
Accrual Payoff - Excess Maximum 501500 461,886 461,645 138,828 143,828
Vacation/Comp. Time Cash Out 501600 171,292 176,487 123,280 123,280
Holiday Allowance 501700 329,490 405,952 303,692 303,692
Separation Pay-Off 501800 120,406 236,943 72,956 72,956
Other Compensation 501900 1,677,193 1,729,588 2,075,555 2,016,949
Vacancy Attrition 501000 --(3,671,868)(3,671,868)
Furloughs 502200 --(1,006,017)-
Cafeteria Plan 505100 2,506,353 4,023,975 4,816,477 5,029,118
Medicare 505200 399,810 413,650 361,223 368,446
Retirement 505300 10,810,310 12,853,520 14,747,365 15,371,406
Executive Professional Development 505500 226,908 19,739 20,000 21,900
Unemployment 505800 20,167 449 --
Workers' Compensation 505900 1,679,349 31,458 --
Subtotal Salaries & Benefits 43,180,073$ 44,577,382$ 42,390,411$ 44,968,433$
Maintenance and Operations
Stationery and Office 510100 91,706$ 76,943$ 63,100$ 83,700$
Multi-Media, Promotions and Subs 510200 61,045 66,341 39,250 70,300
Small Tools and Equipment 510300 71,428 25,579 54,800 67,100
Uniform & Clothing 510400 176,358 144,115 165,500 167,860
Safety and Health 510500 177,520 139,400 154,700 169,450
Maintenance & Construction 510600 10,053 13,020 8,850 15,350
Waste Disposal 515700 5,865 1,782 2,000 2,100
Janitorial and Housekeeping 515800 112,286 114,523 121,413 121,413
Postage 520100 10,538 1,367 --
Telephone/Radio/Communications 520400 352,969 393,057 326,700 375,300
Meetings & Conferences 520500 16,685 3,089 12,800 12,800
Mileage Reimbursement 520600 11 17 300 300
Dues and Memberships 520700 32,393 4,812 35,525 46,785
Professional Development 520900 -101,700 102,546 178,277
Buildings and Structures 525100 36,508 ---
Automotive Equipment 525400 658 (3)--
Office Equipment 525700 10,919 10,449 11,900 26,500
Other Equipment 525800 10,499 6,230 12,800 13,050
Consulting 530200 971,809 1,368,979 1,348,978 1,499,321
Legal 530300 12,926 3,616 50,000 15,000
POLICE DEPARTMENT (CONTINUED)
Expense by Account
162
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
POLICE DEPARTMENT BY ACCOUNT
Maintenance and Operations (Continued)
Medical and Health Inspection 530600 87,686 58,266 84,500 84,500
Public Safety 530700 602,850 459,474 558,500 559,700
External Rent 535400 114,582 92,139 127,000 283,000
Central Services 535800 26,907 6,873 5,303 5,303
Internal Rent - Postage 535900 -8,542 7,531 8,031
Internal Rent - Maintenance 536100 762,554 384,800 384,800 384,800
Internal Rent - Repl.Cost 536200 160,525 400,000 400,000 400,000
Internal Rent - IT Replacement 536300 92,010 ---
Internal Rent - Fuel 536400 -218,080 190,200 190,200
Internal Rent - General Liability 536500 -544,346 275,496 275,496
Internal Rent - Workers' Comp 536600 -2,010,996 1,751,758 1,751,758
Internal Rent - Unemployment 536700 -29,905 29,663 29,663
General Liability 540100 477,172 ---
Acquisition Costs 545500 36,588 13,376 --
Emergency Protective Measure 580200 -54,015 --
Subtotal Maintenance & Operations 4,523,048$ 6,755,830$ 6,325,913$ 6,837,057$
Fixed Assets
Other Equipment 590800 129,880$ 288,256$ 125,443$ 114,709$
Subtotal Fixed Assets 129,880$ 295,216$ 125,443$ 114,709$
Total Police Department 47,833,000$ 51,628,428$ 48,841,767$ 51,920,199$
POLICE DEPARTMENT (CONTINUED)
Expense by Account
163
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
POLICE DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Sworn 501100 14,212,737$ 14,056,375$ 15,485,392$ 16,262,406$
Regular Salaries - Non Sworn 501200 4,513,227 4,897,648 5,970,102 5,899,356
Regular Salaries - Part time 501300 1,224,924 1,521,478 1,263,404 1,231,411
Overtime 501400 3,894,235 3,171,648 1,547,964 1,604,436
Accrual Payoff - Excess Maximum 501500 445,917 457,024 138,828 138,828
Vacation/Comp. Time Cash Out 501600 163,711 174,656 123,280 123,280
Holiday Allowance 501700 313,173 403,692 303,692 303,692
Separation Pay-Off 501800 120,406 236,943 72,956 72,956
Other Compensation 501900 1,586,372 1,712,982 2,060,499 2,001,473
Vacancy Attrition 501000 --(3,671,868)(3,671,868)
Furloughs 502200 --(1,006,017)-
Cafeteria Plan 505100 2,438,184 3,991,293 4,794,100 5,006,070
Medicare 505200 384,978 405,814 359,303 366,471
Retirement 505300 10,450,904 12,749,238 14,659,519 15,281,406
Executive Professional Development 505500 226,908 19,669 20,000 21,900
Unemployment 505800 19,509 ---
Workers' Compensation 505900 1,670,279 ---
Subtotal Salaries & Benefits 41,665,465$ 43,798,459$ 42,121,154$ 44,641,817$
Maintenance and Operations
Stationery and Office 510100 91,706$ 76,943$ 63,100$ 83,700$
Multi-Media, Promotions and Subs 510200 61,045 66,341 39,250 70,300
Small Tools and Equipment 510300 71,428 25,470 54,800 67,100
Uniform & Clothing 510400 176,358 142,046 165,500 167,860
Safety and Health 510500 177,520 139,400 154,700 169,450
Maintenance & Construction 510600 10,053 13,020 8,850 15,350
Waste Disposal 515700 5,865 1,782 2,000 2,100
Janitorial and Housekeeping 515800 112,286 114,523 121,413 121,413
Postage 520100 10,538 1,367 --
Telephone/Radio/Communications 520400 352,969 393,057 326,700 375,300
Meetings & Conferences 520500 16,685 3,089 12,800 12,800
Mileage Reimbursement 520600 11 17 300 300
Dues and Memberships 520700 32,393 4,812 35,525 46,785
Professional Development 520900 -97,660 102,546 178,277
Buildings and Structures 525100 36,508 ---
Automotive Equipment 525400 658 (3)--
Office Equipment 525700 10,919 10,449 11,900 26,500
Other Equipment 525800 10,499 6,230 12,800 13,050
POLICE DEPARTMENT (CONTINUED)
Expense by Account
164
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
POLICE DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (Continued)
Consulting 530200 971,809 1,150,882 1,110,500 1,245,000
Legal 530300 12,926 3,616 50,000 15,000
Medical and Health Inspection 530600 87,686 58,266 84,500 84,500
Public Safety 530700 555,982 459,474 558,500 559,700
External Rent 535400 114,582 92,139 127,000 283,000
Central Services 535800 26,907 6,873 5,303 5,303
Internal Rent - Postage 535900 -8,542 7,531 8,031
Internal Rent - Maintenance 536100 762,554 384,800 384,800 384,800
Internal Rent - Repl.Cost 536200 160,525 400,000 400,000 400,000
Internal Rent - IT Replacement 536300 92,010 ---
Internal Rent - Fuel 536400 -218,080 190,200 190,200
Internal Rent - General Liability 536500 -544,346 275,496 275,496
Internal Rent - Workers' Comp 536600 -2,010,996 1,751,758 1,751,758
Internal Rent - Unemployment 536700 -29,905 29,663 29,663
General Liability 540100 477,172 ---
Acquisition Costs 545500 36,588 13,376 --
Subtotal Maintenance & Operations 4,476,180$ 6,477,499$ 6,087,435$ 6,582,736$
Fixed Assets
Other Equipment 590800 129,880$ 242,730$ 125,443$ 88,461$
Subtotal Fixed Assets 129,880$ 249,690$ 125,443$ 88,461$
Total Police Department 46,271,525$ 50,525,648$ 48,334,032$ 51,313,014$
POLICE DEPARTMENT (CONTINUED)
Expense by Account
165
166
FIRE AND RESCUE DEPARTMENT
FI
R
E
A
N
D
R
E
S
C
U
E
DE
P
A
R
T
M
E
N
T
FIRE ADMINISTRATION
1.0 FTE - Fire Chief
1.0 FTE - Executive Secretary
2.0 FTE - Fire Captain - Administration
1.0 FTE - Management Analyst
2.0 FTE - Part-Time
FIRE OPERATIONS
3.0 FTE - Battalion Chief
17.0 FTE - Fire Captain
18.0 FTE - Fire Engineer
42.0 FTE - Firefighter
COMMUNITY RISK REDUCTION
1.0 FTE - Code Enforcement Officer
5.0 FTE - Fire Protection Specialist
1.0 FTE - Office Specialist
1.0 FTE - Part-Time
FIRE ADMINISTRATION
1.0 FTE - Division Chief - Administration
COMMUNITY RISK REDUCTION
1.0 FTE - Fire Marshal
FIRE AND RESCUE
CITY OF COSTA MESA
167
168
FIRE AND RESCUE DEPARTMENT
The Fire and Rescue Department is a public safety function that protects life, property and the environment
through its mitigation, prevention, preparedness, response, and recovery services.
The Department is budgeted for 95 full-time staff members; 83 sworn positions and 12 non-sworn positions.
Part-time staffing consists of 2.25 full-time equivalents to serve within the three divisions. The three divisions are
Fire Administration, Fire/Rescue/Emergency Medical Services and Community Risk Reduction.
The Fire Operations Division provides response services and staffs six fire stations, 24 hours a day, seven days
a week, 365 days a year. The Community Risk Reduction Division provides life and fire safety planning,
inspection, preparedness, and overall community risk reduction. Both divisions are supported by the Fire
Administration division.
FIRE ADMINISTRATION - 16100
ADMINISTRATION – 50001
The Administration Division is responsible for the delivery of all staff and support services, working towards the
most effective and efficient operations of the department. Among these services the division provides direction
for strategic, operational, and emergency planning; establishes department policies and procedures; coordinates
internal functions of all divisions, programs, and external functions with other City departments and community
organizations; develops and manages the budget; provides oversight and coordination for department training
and education; represents the department on countywide fire/rescue/emergency medical services committees;
coordinates ordering and purchasing; manages the department’s human resources; manages the department’s
records and reports; performs additional functions and duties as needed by the City Manager.
FIRE OPERATIONS - 16200
FIRE/RESCUE OPERATIONS – 10210
The Operations Division manages Fire, Rescue and Emergency Medical Services and maintains constant
readiness to answer calls for assistance from the citizens and visitors of the community. The Division is also
tasked with rapid response to life, health, fire, rescue, and environmental emergencies, as well as the protection
of property, fire cause and origin determination, and life safety inspections and education. In addition, the fire
companies are involved in comprehensive building and fire protection systems inspections, including the high-
rise buildings in the South Coast Metro area and South Coast Plaza.
EMERGENCY MEDICAL SERVICES – 10230
The Emergency Medical Services Division manages, supervises, and provides the functions required to support
these services including; emergency planning, communications, training and education, equipment maintenance
and repair, supplies, records, and quality control. Pre-hospital advanced life support (ALS) and basic life support
(BLS) is provided by a combination of Paramedic Engine Companies, Truck Companies and Rescue
Ambulances, including an innovative ambulance transportation program.
169
FIRE AND RESCUE DEPARTMENT (CONTINUED)
COMMUNITY RISK REDUCTION - 16300
COMMUNITY RISK REDUCTION – 10220
The Community Risk Reduction Division develops and enforces local fire, life safety, property, and environmental
protection standards; enforces state adopted fire and life safety codes; reviews building construction plans;
conducts building construction and business inspections; investigates citizen complaints; serves on city-wide
committees related to development review, group homes, homeless outreach, and marijuana business; provides
training to department personnel in regard to fire and life safety codes; assists professional trades with technical
fire code requirements and department community education efforts. Develops, provides, and coordinates
community preparedness activities including, volunteer, outreach, education, training, and response program
including; Business Preparedness Academies and Community Emergency Response Team Academies and
embracing an overall strategy of community risk reduction.
170
FIRE AND RESCUE DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS
CMFR played an extraordinary key role in the citywide leadership in all areas related to managing the
pandemic from the onset, including setting a collaborative tone and strong mantra of “Crushing COVID.”
This role was evident from the early Fairview Development Center engagement, through the management
of our expanded emergency medical services, and to our administrative efforts to navigate local, regional
and statewide efforts. Additionally, through our community engagement and outreach efforts and through
our leadership in a range of areas of the citywide emergency management.
CMFR leadership continued to participate in key regional and statewide fire service leadership roles.
Community engagement and service to the community at the highest level with emphasis of serving with
Respect, Integrity and Compassion.
Applied for and received a new Cal OES Type 3 Fire Engine (1312), as part of a regional Strike Team
and statewide mutual aid resource.
Two (2) Firefighters passed probation; James Grovom and Zach Finkelstein
Total number of emergency incidents responded to in 2020 is 11,769.
Ambulance Transportation Program brought in over $3 million in cost recovery funds. Community Risk
Reduction Programs increased from $170,000 to over $550,000 in two years. Sent two Firefighters to
paramedic school.
Social media – Facebook audience increased by 8% and Instagram followers increased by 21%.
Successfully completed the final year of the 2015-2020 Strategic Plan, with many notable
accomplishments.
Compiled and published CMFR’s 2019 Annual Report.
FISCAL YEAR 2021-2022 GOALS
Continue to play a key leadership role with managing COVID, specifically as it relates to supporting the
vaccination distribution and economic recovery efforts.
Continue to provide service to the community at the highest level with emphasis of serving with Respect,
Integrity and Compassion.
Initiate process for department’s new 5-year strategic plan or strategic direction.
Fill vacant positions; firefighter ranks and community risk reduction staff.
Create a direct nexus between cost recovery revenue programs and expenditures, so a portion of the
cost recovery revenue goes back to support the expenditures needed for proper running of the program;
i.e. Safety and Health account and the departments Ambulance Operator Program.
Strengthen external communication efforts amongst Fire, Police and City communication teams, for clear,
concise and uniformed messaging across all channels.
Heighten our continued community engagement efforts through enhanced volunteer capacity of CERT
and Fire Corps by 5%.
Continue to develop and implement innovative solutions for Community Risk Reduction community
outreach and code enforcement.
Continue to explore and evaluate innovative solutions to service, delivery and cost recovery opportunities.
171
FIRE AND RESCUE DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Fire and Rescue Department were developed in alignment with the City Council’s
priorities.
# GOALS AND OBJECTIVES
1 Continue to play a key leadership role with
managing COVID, specifically as it relates
to supporting the vaccination distribution
and economic recovery efforts.
2 Continue to provide service to the
community at the highest level with
emphasis of serving with Respect, Integrity
and Compassion.
3 Initiate process for departments new 5-year
strategic plan
4 Fill vacant positions; firefighter ranks and
community risk reduction staff.
5 Create a direct nexus between cost
recovery revenue programs and
expenditures, so a portion of the cost
recovery revenue goes back to support the
expenditures needed for proper running of
the program; i.e. Safety and Health
account and the departments Ambulance
Operator Program.
6 Strengthen external communication efforts
amongst Fire, PD and City communication
teams, for clear, concise and uniformed
messaging across all channels.
172
FIRE AND RESCUE DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Fire and Rescue Department were developed in alignment with the City Council’s
priorities.
# GOALS AND OBJECTIVES
7 Heighten our continued community
engagement efforts through enhanced
volunteer capacity of CERT and Fire Corps
by 5%.
8 Continue to develop and implement
innovative solutions for Community Risk
Reduction community outreach and code
enforcement.
9 Continue to explore and evaluate
innovative solutions to service, delivery and
cost recovery opportunities.
173
FIRE AND RESCUE DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
2018 2019 2020
Calls For Service
Fire Incidents 261 245 246
EMS 9,639 9,454 8,960
Service Calls 195 461 398
False Calls 477 477 469
Comm. Risk Reduction Plan Checks
Fire Systems Plans 531 424 296
Architectural Plans 380 340 195
Inspections
Fire Prevention Inspections 6,827 **4,500 ***779
Sprinklers 583 486 368
Life Safety 274 318 187
Fire Prevention Intern Program
Hours worked 2,500 2,340 2,224
Apartment Inspections 385 382 384
Fire permit inspection/issued 523 438 552
174
FIRE AND RESCUE DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS :
2018 2019 2020
Community Education Programs
CPR in High Schools 1,000 972 40
Station and Engine Tours (participants) 1,041 1,274 2,345
Special Events 27 31 6
Volunteer Hours - CERT 9,912 10,003 5,391
Presentations (participants) 20,187 24,317 6,843
*The Fire and Rescue Department’s performance measures and workload indicators are presented on a
calendar year basis.
**2019 triennial inspection program implemented. (Program is based on risk according to NFPA section 1730.)
***2020 Company Inspections were restricted to those required by State mandate to limit first responder
exposure to COVID-19.
175
176
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FIRE AND RESCUE DEPARTMENT BY FUNDING SOURCE
General Fund - 101 28,809,137$ 28,865,368$ 27,747,083$ 30,142,203$
Disaster Fund - 150 -155,430 --
Prop -172 Fund - 202*93,735 ---
28,902,872$ 29,020,798$ 27,747,083$ 30,142,203$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FIRE AND RESCUE DEPARTMENT BY PROGRAM
Fire Administration - 50001
Salaries & Benefits 3,332,531$ 1,869,941$ 1,962,648$ 1,795,465$
Maintenance & Operations 287,396 920,216 953,048 950,142
Fixed Assets ----
Subtotal Fire Administration 3,619,927$ 2,790,157$ 2,915,696$ 2,745,607$
Emergency Services - 51040
Salaries & Benefits -$ 86,909$ -$ -$
Maintenance & Operations -67,873 --
Fixed Assets ----
Subtotal Emergency Services -$ 154,782$ -$ -$
Local Emergency Responses - 52100
Salaries & Benefits -$ 648$ -$ -$
Maintenance & Operations ----
Fixed Assets ----
Subtotal Local Emergency Responses -$ 648$ -$ -$
Response and Control - 10210
Salaries & Benefits 21,185,155$ 21,464,289$ 19,812,207$ 22,097,542$
Maintenance & Operations 1,071,363 1,300,446 1,355,100 1,365,200
Fixed Assets 96,271 3,341 25,000 25,000
Subtotal Response and Control 22,352,789$ 22,768,076$ 21,192,307$ 23,487,742$
*Prop 172 was combined with the General Fund effective Fiscal Year 2019-20
Expense by Fund
FIRE AND RESCUE DEPARTMENT (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the Fire and Rescue Department is $30.1 million, an increase of $2.4 million or 9
percent, compared to the adopted budget for Fiscal Year 2020-21. The increase is primarily due to the reinstatement
of the 5% staff furloughs, filling vacant and reclassing positions.
Total Fire and Rescue Department
Expense Category by Program
ADMINISTRATION - 16100
FIRE OPERATIONS - 16200
177
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Emergency Medical Aid - 10230
Salaries & Benefits 36,978$ -$ -$ -$
Maintenance & Operations 1,979,070 2,366,472 2,539,200 2,558,905
Fixed Assets 4,591 5,763 10,000 10,000
Subtotal Emergency Medical Aid 2,020,638$ 2,372,234$ 2,549,200$ 2,568,905$
Fire Prevention - 10220
Salaries & Benefits 644,581$ 745,618$ 903,515$ 1,153,084$
Maintenance & Operations 264,937 189,282 186,365 186,865
Fixed Assets ----
Subtotal Fire Prevention 909,518$ 934,900$ 1,089,880$ 1,339,949$
Salaries & Benefits 25,199,245$ 24,167,405$ 22,678,370$ 25,046,091$
Maintenance & Operations 3,602,766 4,844,289 5,033,713 5,061,112
Fixed Assets 100,861 9,104 35,000 35,000
28,902,872$ 29,020,798$ 27,747,083$ 30,142,203$
Expense Category by Program
TOTAL FIRE AND RESCUE DEPARTMENT
Total Fire and Rescue Department
COMMUNITY RISK REDUCTION - 16300
FIRE AND RESCUE DEPARTMENT (CONTINUED)
FIRE OPERATIONS - 16200 (Continued)
178
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FIRE AND RESCUE DEPARTMENT BY ACCOUNT
Salaries and Benefits
Regular Salaries - Sworn 501100 8,944,754$ 8,969,483$ 9,038,255$ 9,410,040$
Regular Salaries - Non Sworn 501200 491,699 567,750 568,094 850,528
Regular Salaries - Part time 501300 175,490 188,466 259,055 153,957
Overtime 501400 3,373,275 3,111,981 2,015,000 2,015,000
Accrual Payoff - Excess Maximum 501500 56,460 61,623 32,600 32,600
Vacation/Comp. Time Cash Out 501600 72,928 87,080 51,800 51,800
Holiday Allowance 501700 391,051 452,562 437,045 410,215
Separation Pay-Off 501800 61,422 29,749 41,400 41,400
Other Compensation 501900 661,146 677,201 1,043,880 740,385
Vacancy Attrition 501000 --(602,732)-
Furloughs 502200 --(587,344)-
Cafeteria Plan 505100 2,085,306 2,109,177 2,271,359 2,404,633
Medicare 505200 215,507 215,434 164,573 167,747
Retirement 505300 7,715,510 7,681,352 7,931,285 8,751,786
Longevity 505400 2,768 3,412 3,600 3,600
Executive Professional Development 505500 121,088 12,134 10,500 12,400
Unemployment 505800 11,848 ---
Workers' Compensation 505900 818,993 ---
Subtotal Salaries & Benefits 25,199,245$ 24,167,405$ 22,678,370$ 25,046,091$
Maintenance and Operations
Stationery and Office 510100 14,405$ 14,211$ 12,000$ 12,000$
Multi-Media, Promotions and Subs 510200 42,141 37,326 20,100 20,100
Small Tools and Equipment 510300 111,200 40,539 72,900 72,900
Uniform & Clothing 510400 163,685 142,997 145,900 156,500
Safety and Health 510500 317,022 253,301 333,000 333,000
Maintenance & Construction 510600 34,982 69,033 32,500 32,500
Waste Disposal 515700 687 -2,000 1,500
Janitorial and Housekeeping 515800 19,280 10,434 13,200 13,200
Postage 520100 2,456 170 --
Telephone/Radio/Communications 520400 63,547 72,033 72,500 72,500
Meetings & Conferences 520500 5,381 2,724 4,100 4,100
Dues and Memberships 520700 -3,007 5,000 5,208
Professional Development 520900 -75,992 123,605 140,196
Buildings and Structures 525100 36,427 -2,500 2,500
Landscaping and Sprinklers 525200 300 --500
FIRE AND RESCUE DEPARTMENT (CONTINUED)
Expense by Account
179
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FIRE AND RESCUE DEPARTMENT BY ACCOUNT
Maintenance and Operations (Continued)
Office Equipment 525700 4,869 2,143 2,700 2,700
Other Equipment 525800 30,631 13,029 24,000 24,000
Consulting 530200 111,088 42,177 75,000 75,000
Engineering and Architectural 530400 162,342 148,307 142,000 142,000
Financial & Information Svcs 530500 119,984 145,730 240,000 240,000
Medical and Health Inspection 530600 80 60 5,000 5,000
Public Safety*530700 1,555,450 1,850,000 1,850,000 1,850,000
External Rent 535400 3,263 3,927 --
Central Services 535800 16,219 9,553 14,958 14,958
Internal Rent - Postage 535900 -2,522 2,744 2,744
Internal Rent - Maintenance 536100 332,012 355,900 355,900 355,900
Internal Rent - Repl.Cost 536200 330,063 511,500 511,500 511,500
Internal Rent - IT Replacement 536300 18,850 ---
Internal Rent - Fuel 536400 -193,563 193,400 193,400
Internal Rent - General Liability 536500 -213,400 213,400 213,400
Internal Rent - Workers' Comp 536600 -536,100 536,100 536,100
Internal Rent - Unemployment 536700 -12,206 12,206 12,206
General Liability 540100 89,072 ---
Taxes & Assessments 540700 13,618 13,757 13,900 13,900
Other Costs 540900 608 327 1,600 1,600
Emergency Protective Measure 580200 -67,873 --
Subtotal Maintenance & Operations 3,599,663$ 4,844,289$ 5,033,713$ 5,061,112$
Fixed Assets
Office Furniture 590600 23,783$ -$ -$ -$
Other Equipment 590800 80,182 9,104 35,000 35,000
Subtotal Fixed Assets 103,965$ 9,104$ 35,000$ 35,000$
Total Fire and Rescue Department 28,902,872$ 29,020,798$ 27,747,083$30,142,203$
*Includes Ambulance Program Contractual Services.
FIRE AND RESCUE DEPARTMENT (CONTINUED)
Expense by Account
180
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FIRE AND RESCUE DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Sworn 501100 8,944,754$ 8,950,254$ 9,038,255$ 9,410,040$
Regular Salaries - Non Sworn 501200 491,699 536,455 568,094 850,528
Regular Salaries - Part time 501300 175,490 179,098 259,055 153,957
Overtime 501400 3,373,275 3,100,709 2,015,000 2,015,000
Accrual Payoff - Excess Maximum 501500 56,460 61,623 32,600 32,600
Vacation/Comp. Time Cash Out 501600 72,928 87,080 51,800 51,800
Holiday Allowance 501700 391,051 452,562 437,045 410,215
Separation Pay-Off 501800 61,422 29,749 41,400 41,400
Other Compensation 501900 661,146 677,201 1,043,880 740,385
Vacancy Attrition 501000 --(602,732)-
Furloughs 502200 --(587,344)-
Cafeteria Plan 505100 2,085,306 2,098,739 2,271,359 2,404,633
Medicare 505200 215,507 214,338 164,573 167,747
Retirement 505300 7,715,510 7,676,492 7,931,285 8,751,786
Longevity 505400 2,768 3,412 3,600 3,600
Executive Professional Development 505500 121,088 12,134 10,500 12,400
Unemployment 505800 11,848 ---
Workers' Compensation 505900 818,993 ---
Subtotal Salaries & Benefits 25,199,245$ 24,079,848$ 22,678,370$ 25,046,091$
Maintenance and Operations
Stationery and Office 510100 14,405$ 14,211$ 12,000$ 12,000$
Multi-Media, Promotions and Subs 510200 42,141 37,326 20,100 20,100
Small Tools and Equipment 510300 92,386 40,539 72,900 72,900
Uniform & Clothing 510400 163,685 142,997 145,900 156,500
Safety and Health 510500 317,022 253,301 333,000 333,000
Maintenance & Construction 510600 34,982 69,033 32,500 32,500
Waste Disposal 515700 687 -2,000 1,500
Janitorial and Housekeeping 515800 19,280 10,434 13,200 13,200
Postage 520100 2,456 170 --
Telephone/Radio/Communications 520400 63,547 72,033 72,500 72,500
Meetings & Conferences 520500 5,381 2,724 4,100 4,100
Dues and Memberships 520700 -3,007 5,000 5,208
Professional Development 520900 -75,992 123,605 140,196
Buildings and Structures 525100 36,427 -2,500 2,500
Landscaping and Sprinklers 525200 300 --500
Automotive Equipment 525400 -449 --
Office Equipment 525700 4,869 2,143 2,700 2,700
FIRE AND RESCUE DEPARTMENT (CONTINUED)
Expense by Account
181
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
FIRE AND RESCUE DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (Continued)
Other Equipment 525800 30,631 13,029 24,000 24,000
Consulting 530200 111,088 42,177 75,000 75,000
Engineering and Architectural 530400 162,342 148,307 142,000 142,000
Financial & Information Svcs 530500 119,984 145,730 240,000 240,000
Medical and Health Inspection 530600 80 60 5,000 5,000
Public Safety*530700 1,555,450 1,850,000 1,850,000 1,850,000
External Rent 535400 3,263 3,927 --
Central Services 535800 16,219 9,553 14,958 14,958
Internal Rent - Postage 535900 -2,522 2,744 2,744
Internal Rent - Maintenance 536100 332,012 355,900 355,900 355,900
Internal Rent - Repl.Cost 536200 330,063 511,500 511,500 511,500
Internal Rent - IT Replacement 536300 18,850 ---
Internal Rent - Fuel 536400 -193,563 193,400 193,400
Internal Rent - General Liability 536500 -213,400 213,400 213,400
Internal Rent - Workers' Comp 536600 -536,100 536,100 536,100
Internal Rent - Unemployment 536700 -12,206 12,206 12,206
General Liability 540100 89,072 ---
Taxes & Assessments 540700 13,618 13,757 13,900 13,900
Other Costs 540900 608 327 1,600 1,600
Subtotal Maintenance & Operations 3,580,849$ 4,776,417$ 5,033,713$ 5,061,112$
Fixed Assets
Office Furniture 590600 20,679$ -$ -$ -$
Other Equipment 590800 8,364 9,104 35,000 35,000
Subtotal Fixed Assets 29,043$ 9,104$ 35,000$ 35,000$
Total Fire and Rescue Department 28,809,137$ 28,865,368$ 27,747,083$ 30,142,203$
*Includes Ambulance Program Contractual Services.
FIRE AND RESCUE DEPARTMENT (CONTINUED)
Expense by Account
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DEVELOPMENT SERVICES DEPARTMENT
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DEVELOPMENT SERVICES ADMINISTRATION
1.0 FTE - Director of Economic & Development Services
1.0 FTE - Senior Management Analyst
1.0 FTE - Executive Secretary
1.0 FTE - Administrative Secretary
BUILDING SAFETY
1.0 FTE - Building Official
1.0 FTE - Chief of Inspection
1.0 FTE - Chief Plans Examiner
1.0 FTE - Building Inspector
3.0 FTE - Combination Inspector
1.0 FTE - Plan Check Engineer
2.0 FTE - Plan Checker
3.0 FTE - Building Technician II
1.0 FTE - Permit Processing Specialist
1.0 FTE - Senior Inspector Combination
1.09 FTE - Part-Time
COMMUNITY IMPROVEMENT
1.0 FTE - Community Improvement Manager
1.0 FTE - Management Analyst
1.0 FTE - Senior Code Enforcement Officer
9.0 FTE - Code Enforcement Officer
1.0 FTE - Office Specialist II
2.75 FTE - Part-Time
HOUSING AND COMMUNITY
DEVELOPMENT
1.0 FTE - Management Analyst
0.70 FTE - Part-Time
PLANNING
1.0 FTE - Zoning Administrator
1.0 FTE - Principal Planner
1.0 FTE - Economic Development Administrator
1.0 FTE - Grant Administrator
1.0 FTE - Senior Planner
3.0 FTE - Associate Planner
4.0 FTE - Assistant Planner
1.0 FTE - Permit Processing Specialist
2.1 FTE - Part-Time
1.00 FTE - Assistant Development Services Director
DEVELOPMENT SERVICES
DEPARTMENT
CITY OF COSTA MESA
183
184
DEVELOPMENT SERVICES DEPARTMENT
The Development Services Department is implements community development programs and functions. The
Department has forty-six full-time positions composed of one department director, one assistant director, two
managers, ten supervisors, twenty-eight professional and four office support positions. Part-time staffing consists
of 6.6 full-time equivalents. The Department is comprised of five divisions, each division allocated into different
programs. The five divisions are as follows:
Administration
Planning
Building Safety
Community Improvement
Housing and Community Development
DEVELOPMENT SERVICES ADMINISTRATION - 18100
DEVELOPMENT SERVICES ADMINISTRATION– 50001
Administration directs and coordinates the Department’s activities; provides support to the City Manager; and
serves as a liaison to the City Council, Planning Commission, Housing and Public Service Grant Committee,
Mobile Home Park Advisory Committee, Successor Agency, Oversight Board, and Costa Mesa Housing
Authority.
ECONOMIC DEVELOPMENT – 20370
The Economic Development program focuses on attraction and retention of key businesses in Costa Mesa and
works closely with the Costa Mesa Chamber of Commerce and Travel Costa Mesa Conference and Visitor
Bureau to promote the City. Activities include streamlining application and approval processes, marketing Costa
Mesa on a regional and nationwide basis, improving the business climate within the City, facilitating the
expansion of existing companies, and assisting new companies with relocating to Costa Mesa. The Economic
Development program promotes a business-friendly atmosphere from very low business license fees to
expedited services to facilitating business establishment.
PLANNING - 18200
PLANNING – 20320
The Planning Division is responsible for implementing the Zoning Code and the goals, policies, and objectives
of the City’s General Plan. Planning staff provides comprehensive City planning services in both long-range
planning and development review. The division’s role is to promote quality of life in the city and maintain the
public health, safety, and general welfare of its business and residential communities. The Planning Division
supports City decision-makers including the Director of Development Services, City Manager, Zoning
Administrator, Planning Commission and City Council. Planning staff maintain, update and implement the City’s
General Plan, Specific Plans, Area Plans and Zoning Ordinance to ensure consistency with legislative mandates
and to respond to the needs of the community. The Planning team promotes balanced development patterns
through the oversight of land use entitlement requests for private development projects; provides high-quality
customer service to Costa Mesa residents and businesses; tracks and reports on socio-economic and
demographic trends; and coordinates with State and regional planning agencies including the State Department
of Housing and Community Development and the Southern California Association of Governments.
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DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
PLANNING COMMISSION – 20360
The Planning Division provides staff support to the Planning Commission, a seven-member advisory board to
the City Council on land use and community development issues and applications. The Planning Commission
decides on discretionary planning applications (e.g. conditional use permits, variances, master plans, design
reviews, subdivision maps, and residential developments). As an advisory body to the City Council, the Planning
Commission also makes recommendations to the City Council regarding rezones, General Plan amendments,
Zoning Code amendments, Specific Plans and other planning and land development matters.
BUILDING SAFETY - 18300
PERMIT & PLAN CHECK SERVICES – 20410
The Building Division provides local enforcement of mandatory State building standards codes and the Costa
Mesa Municipal Code related to the construction, modification, use, and occupancy of private and public
buildings and properties. The division provides permit issuance and plan check services for new construction
and the modification of existing structures. The division oversees the routing of plans and coordination of
approvals with other divisions and City departments and calculates and collects permit and development related
fees.
INSPECTION SERVICES – 20410
The Building Division provides inspection of building construction and alterations for compliance with State
building standards codes and Costa Mesa Municipal Code related to the construction, modification, use, and
occupancy of private and public buildings and properties. Inspection services enforces codes that establish
minimum requirements to safeguard the public health, safety and general welfare; to provide access to persons
with disabilities; to promote energy conservation; and a reasonable level of safety to fire fighters and emergency
responders during emergency operations. The division conducts damage assessments and determines building
safety following a major disaster such as an earthquake; and investigates building construction, illegal
conversions, disabled access and other building-related complaints generated by the public.
COMMUNITY IMPROVEMENT - 18400
The Community Improvement Division works in partnership with the public to promote and maintain a safe and
desirable living and working environment by applying the division’s resources to respond to City Council priorities
or to complaints generated by the public.
CODE ENFORCEMENT – 20350
Code Enforcement provides strategic enforcement of the Municipal Code related to land use, building
construction, building occupancy, private property maintenance, and signage. Code Enforcement is also
responsible for the enforcement of zoning regulations and operating requirements for group homes, residential
care facilities, and offsite service providers. Code Enforcement also performs lodging inspections in conjunction
with the Orange County Health Department. The division inspects the City’s stock of lodging establishments for
compliance with the Municipal Code, State Health & Safety laws, and other concerns that often lead to blighted
conditions at these locations. Finally, Code Enforcement is responsible for the enforcement of the City’s zoning
regulations and operating requirements for cannabis uses, including nuisance abatement for any use, structure,
or property used for these Operations, in close collaboration with the Police Department and State of California’s
Bureau of Cannabis Control.
186
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
CANNABIS BUSINESS PERMITTING/INSPECTIONS – 20350
The Community Improvement Division evaluates and processes cannabis business permit applications, in
coordination with the Planning Division and other City Departments, for cannabis businesses as outlined in the
City’s regulations. The division also performs routine inspections of City-approved cannabis businesses in close
coordination with the Police Department and the State of California’s Bureau of Cannabis Control to ensure such
facilities maintain compliance with applicable regulations.
HOUSING AND COMMUNITY DEVELOPMENT – 11310/11320
PUBLIC SERVICES PROGRAMS – 20421
The Housing and Community Development division (HCD) solicits public service sub-recipient grant applicants
for HUD-qualified activities and reviews, recommends, and presents preliminary applications to the Housing and
Public Service Grants Ad-hoc Committee for recommendation to the City Council. HCD staff coordinates and
implements public service grants allocated by the City Council and funded through the Community Development
Block Grant Program (CDBG) program. Public service grants are awarded to nonprofit agencies that provide
services such as: homelessness prevention; homeless services; youth, senior and disabled services; and other
eligible uses through the City’s annual CDBG funding allocation. The City contracts with the Fair Housing
Foundation to provide fair housing services to the community. HCD staff monitors all sub-recipients to ensure
compliance and performance.
SINGLE FAMILY HOUSING REHABILITATION – 20422
HCD promotes the HUD-funded Single Family Housing Rehabilitation program for eligible, very low-income,
single-family Costa Mesa homeowners, by providing technical assistance to program participants including how
to apply for grants (up to $15,000) and/or deferred low-interest loans (up to $50,000). Property rehabilitation
includes interior and exterior residential property improvements addressing basic Zoning and Building Code
violations, lead-based paint hazards, and other non-luxury repairs. HCD staff perform income qualification,
coordinates homeowner work documentation, loan documentation, ongoing loan management and monitoring,
processes requests for loan refinance, loan subordination and loan payoff, and conducts compliance monitoring
through the life of each loan.
CDBG ADMINISTRATION – 20427
HCD oversees the preparation and implementation of the federally-required Consolidated Plan, adopted in five-
year intervals, as well as annual reviews to ensure CDBG-funded programs and projects comply with the goals
of the plan. Additionally,HCD provides technical assistance to government and nonprofit service providers;
administers and coordinates the City’s federally-funded CDBG programs and capital improvement projects as
approved by the City Council; and assures that sub-recipients receiving grant funding maintain HUD compliance.
Included in administration of these programs are community outreach, coordination with other City divisions and
departments, providing technical assistance in meeting HUD requirements, reviewing projects submitted for
compliance with HUD requirements, presentation of CDBG programs to the City Council and coordination of
progress reporting requirements on all projects undertaken.
HOME ADMINISTRATION – 20440
HCD coordinates and implements the City’s federally-funded HOME programs, as approved by the City
Council to enhance decent housing and suitable living environments for low and moderate-income residents.
HCD staff prepares, reviews, implements, and provides updated recommendations to the City Council, as
needed, to be consistent with City goals and objectives, and HUD regulations.Additionally,HCD oversees the
187
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
preparation and implementation of the federally-required Consolidated Plan, adopted in five-year intervals, as
well as annual reviews to ensure HOME-funded programs and projects comply with the goals of the plan.
HOME PROJECTS – 20445
HCD supports and presents HOME Projects for review and approval by the City Council and monitors and
ensures compliance with regulatory reporting requirements for the City’s affordable housing projects funded with
HOME grant funds.
TENANT BASED RENTAL ASSISTANCE – 20448
Tenant-Based Rental Assistance (TBRA) is an activity that is eligible for HOME funding. HOME funds may be
used to provide rental assistance to help pay a portion of the cost of monthly rent and tenant-paid utility costs
and to pay security deposit assistance to tenants. Utility deposit assistance may be provided in conjunction with
rental assistance subsidy or security deposit assistance and cannot be a standalone TBRA activity. The TBRA
program is a pilot program implemented in coordination with a local community-based nonprofit partner.
188
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS
Due to the COVID-19 pandemic, City Hall has been closed since March 18, 2020. The Department has
continued to provide customer service to its residents, businesses and visitors via email requests and
phone calls this year.
Successfully pivoted all core services to a remote work environment and online customer service
protocols due to the COVID-19 pandemic.
Assisted local businesses in recovering from COVID-19 impacts: 1) administered Small Business Grant
Programs; 2) launched the Costa Mesa Business Association Collaborative (BAC); 3) supported the
reStore Costa Mesa Program; 4) Expedited adoption of a moratorium prohibiting residential and
commercial evictions in the city due to COVID-19; and 5) Extended urgency ordinances temporarily
relaxing requirements to allow for outdoor dining and religious services while social distancing
requirements are in place and extended the approval periods for a variety of planning applications
through December 2021.
Launched the Small Business Grant Program issuing $2.7M in grant funds and expedited the City-funded
Bridge Grant Program issuing an additional $1.9M in grant funds to Costa Mesa small businesses
impacted by the COVID-19 pandemic. Through its business grant programs, Costa Mesa will have
distributed $5M to support local businesses during the pandemic.
Redirected staff to expedite over 70 temporary use permits (TUPs) to safely allow for outdoor uses in
parking areas during COVID-19 including fee waivers for an initial period to encourage early compliance.
Redirected Code Enforcement operation to respond primarily to COVID complaints, provide informational
outreach, and issue administrative citations for violations of public health guidelines; Successful
collaboration between Community Improvement Division staff and the Costa Mesa Police Department
task force to focus on COVID-19 guidelines outreach and compliance specifically for restaurants and
nightclubs.
Assisted South Coast Plaza in the development of an outdoor pavilion to allow retail shopping and
increased local revenues during the pandemic.
Planning staff processed over 90 Zoning Administrator, Planning Commission and City Council agenda
items.
The Building Division continued to offer next business day inspections throughout the pandemic despite
significant staffing challenges due to COVID-19 and continued to permit a significant number of
commercial, industrial and new housing projects throughout the City including the City’s permanent
Bridge Shelter on Airway Drive.
Continued processing entitlements for a 1,057-unit residential development north of the I-405 Freeway
and for the transition of The Press into an office campus for a new major tenant, Anduril Industries. The
Anduril transaction represents the largest office lease in Orange County over the past fifteen years.
The Community Improvement Division staff responded to 1,000 complaints and identified 28 illegal
dispensaries; twelve of those locations have since closed and 24 have received citations.
189
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Community Improvement Division staff actively enforced the City’s Group Home Ordinances resulting in
the closure of 8 unpermitted locations.
Launched extensive public outreach efforts and completed the public review draft 2021-2029 Housing
Element Update toward submittal to the State in 2021.
Completed the Accessory Dwelling Unit (ADU) Ordinance per State law and to encourage ADU
development and affordable housing options.
Successfully completed Ordinances to allow cannabis retail storefronts and non-storefronts in Costa
Mesa pursuant to Measure Q, approved by Costa Mesa voters in November 2020.
Continued an 18-month multi-departmental implementation process for a new Land Management System
and permitting software. The new system will replace 20-year-old technology that is no longer supported
and will provide improved accuracy, efficiency, transparency, and customer service.
190
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
FISCAL YEAR 2021-2022 GOALS
Assist a high volume of customers at the Planning and Building counters, under COVID-19 protocols,
with minimal wait times and a high level of customer satisfaction.
Maintain timely permit, plan check and inspection services while operating under COVID-19 protocols for
the public and staff.
Manage a high volume of development applications, while promoting high-quality neighborhoods and
businesses in Costa Mesa. Provide the public and decision-makers with high quality, professional staff
reports, recommendations, information and materials.
Fill vacant positions and complete long-term resource planning efforts to ensure adequate staffing and
training levels and excellent customer service.
Complete and implement the City’s Economic Development Strategic Plan. Continue to promote
business development, community engagement, and retention of high-quality businesses and jobs in
Costa Mesa.
Complete the City’s 2021-2029 Housing Element Update toward HCD certification in 2021. Begin
community engagement and visioning efforts in coordination with the Zoning and General Plan changes
necessary to implement the adopted Housing Element and plan for 11,760 new housing units in Costa
Mesa in compliance with State law.
Launch the new permitting process for the cannabis retail business market in Costa Mesa and assist the
remaining approved marijuana manufacturing and distribution businesses through the plan check
process toward becoming operational in Fiscal Year 21-22. Continue to improve and streamline cannabis
business processes, outreach to local businesses through the Chamber of Commerce, and enforce City
ordinances prohibiting illegal dispensaries.
Prepare an Inclusionary Housing Ordinance for City Council consideration.
Present ordinances and implementation recommendations to the City Council for a Short Term Rental
Program.
Launch a fully-integrated GIS platform and a new Land Management System and permitting software.
191
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Development Services Department were developed in alignment with the City
Council’s priorities.
# GOALS AND OBJECTIVES
1 Assist a high volume of customers at the
Planning and Building counters, post
COVID-19, with minimal wait times and a
high level of customer satisfaction.
2 Maintain timely permit, plan check and
inspection services while operating under
COVID-19 protocols for the public and
staff.
3 Manage a high volume of development
applications, while promoting high-quality
neighborhoods and businesses in Costa
Mesa. Provide the public and decision-
makers with high quality, professional staff
reports, recommendations, information and
materials.
4 Fill vacant positions and provide adequate
staffing and training levels in order to
provide excellent customer service.
5 Complete and implement the City’s
Economic Development Strategic Plan.
Continue to promote business
development, community engagement, and
retention of high-quality businesses and
jobs in Costa Mesa.
192
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Development Services Department were developed in alignment with the City
Council’s priorities.
# GOALS AND OBJECTIVES
6 Complete the City’s 2021-2029 Housing
Element Update toward HCD certification in
2021. Begin community engagement and
visioning efforts in coordination with the
Zoning and General Plan changes
necessary to implement the adopted
Housing Element and plan for 11,760 new
housing units in Costa Mesa in compliance
with State law.
7 Prepare an Inclusionary Housing Ordinance
for City Council consideration.
8 Launch a fully-integrated GIS platform and
a new Land Management System and
permitting software.
9 Present ordinances and implementation
recommendations to the City Council for a
Short Term Rental Program.
10 Leverage marijuana tax reduction to attract
new businesses and assist the remaining
approved marijuana businesses through the
plan check process toward becoming
operational in Fiscal Year 20-21. Continue
to improve and streamline cannabis
business processes, outreach to local
businesses through the Chamber of
Commerce, and enforce City ordinances
prohibiting illegal dispensaries.
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DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
FY 19-20
Actuals
FY 20-21
Adopted
FY 21-22
Proposed
Customer satisfaction rating (out of 10 points) 9 9 9
Average wait time for counter customers (mins) 11.54 11 11
Customers assisted at the planning and building
counters
16,734 15,000 16,000
Number of Planning customers assisted by
phone and email
69,746 70,000 70,000
Total planning applications received 261 110 110
Number of report items to city council 39 45 50
Number of building permits issued 3,032 2,850 3,000
Number of inspections performed 28,012 32,000 35,000
Number of plan checks performed 1,080 1,450 1,800
Code enforcement cases 1,806 1,165 1,200
Number of code violations cleared 1,633 1,006 1,100
Number of criminal court cases 6 4 4
Number of administrative citations issued 424 450 450
SUP applications for group home received 1 2 2
CUP applications for group homes received 1 2 1
Director’s hearings conducted 0 1 1
Marijuana business permit applications received 8 3 15
194
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
DEVELOPMENT SERVICES DEPARTMENT BY FUNDING SOURCE
General Fund - 101 6,250,876$ 6,084,242$ 6,325,666$ 7,782,564$
Disaster Fund - 150 -156,791 --
HOME Program Fund - 205 168,918 241,431 580,820 551,298
CDBG Fund - 207 535,540 448,742 721,643 761,449
Rental Rehab Program Fund - 216 80,000 --80,000
IT Replacement Fund - 603 ---48,536
7,035,334$ 6,931,206$ 7,628,129$ 9,223,847$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
DEVELOPMENT SERVICES DEPARTMENT BY PROGRAM
Development Services Administration - 50001
Salaries and Benefits 816,553$ 680,548$ 317,321$ 689,287$
Maintenance and Operations 187,539 157,057 119,612 121,812
Fixed Assets 6,204 13,768 7,200 7,200
Subtotal Development Services Admin.1,010,297$ 851,373$ 444,133$ 818,299$
Economic Development - 20370
Salaries and Benefits -$ -$ -$ 176,576$
Maintenance and Operations ---1,250$
Fixed Assets ----
Subtotal Economic Development -$ -$ -$ 177,826$
Emergency Services - 51040
Salaries and Benefits -$ 102,239$ -$ -$
Maintenance and Operations -54,552 --
Fixed Assets ----
Subtotal Emergency Services -$ 156,791$ -$ -$
Planning - 20320
Salaries and Benefits 1,619,870$ 1,660,071$ 1,890,860$ 1,990,137$
Maintenance and Operations 355,259 286,751 117,740 246,490
Fixed Assets 10,943 ---
Subtotal Planning 1,986,072$ 1,946,822$ 2,008,600$ 2,236,627$
Total Development Services Department
Expense Category by Program
ADMINISTRATION - 18100
PLANNING - 18200
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the Development Services Department is $9.2 million, an increase of $1.6
million or 21 percent, compared to the adopted budget for Fiscal Year 2020-21. The increase is primarily
attributed to salaries and benefits restored with the reinstatement of staff furloughs and funded defunded
position, implemented in Fiscal Year 2020-21 due to COVID-19 reductions.
Expense by Fund
195
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Planning Commission - 20360
Salaries and Benefits 500$ -$ -$ -$
Maintenance and Operations 28,790 34,865 34,440 36,940
Fixed Assets ----
Subtotal Planning Commission 29,290$ 34,865$ 34,440$ 36,940$
Building Safety - 20410
Salaries and Benefits 1,840,033$ 1,791,519$ 2,245,086$ 2,383,371$
Maintenance and Operations 185,930 289,668 225,967 496,435
Fixed Assets 375 355 -4,000
Subtotal Building Safety 2,026,338$ 2,081,541$ 2,471,053$ 2,883,806$
Code Enforcement - 20350
Salaries and Benefits 1,183,689$ 1,234,512$ 1,568,837$ 1,877,496$
Maintenance and Operations 134,707 81,746 95,213 131,249
Fixed Assets 6,476 15 --
Subtotal Code Enforcement 1,324,872$ 1,316,273$ 1,664,050$ 2,008,745$
Public Service Programs - 20421
Salaries and Benefits 23,147$ 19,400$ -$ -$
Maintenance and Operations 138,177 93,444 170,400 165,000
Fixed Assets ----
Subtotal Public Service Programs 161,324$ 112,844$ 170,400$ 165,000$
CDBG Administration - 20427
Salaries and Benefits 73,979$ 46,168$ 58,517$ 79,520$
Maintenance and Operations 133,657 111,094 150,452 142,518
Fixed Assets 522 -2,000 2,000
Subtotal CDBG Administration 208,157$ 157,262$ 210,969$ 224,038$
CDBG Housing Rehab Admin. - 20455
Salaries and Benefits 40,066$ 31,338$ 43,323$ 41,268$
Maintenance and Operations -666 341 -
Fixed Assets ----
Subtotal CDBG Housing Rehab Admin.40,066$ 32,004$ 43,664$ 41,268$
Single Family Housing Rehab. - 20422
Salaries and Benefits 36,517$ 37,328$ 41,228$ 36,801$
Maintenance and Operations 100,585 173,670 158,772 239,139
Fixed Assets ----
Subtotal Single Family Housing Rehab 137,102$ 210,998$ 200,000$ 275,940$
BUILDING SAFETY - 18300
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
COMMUNITY IMPROVEMENT - 18400
HOUSING ADMINISTRATION - 11310
HOME - 11320
Expense Category by Program
PLANNING - 18200 (Continued)
196
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
HOME Program - 20440
Salaries and Benefits 9,614$ 9,474$ 8,940$ 9,642$
Maintenance and Operations 22,203 20,958 41,642 40,454
Fixed Assets ----
Subtotal HOME Program 31,816$ 30,432$ 50,582$ 50,096$
HOME Projects - 20445
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations --180,238 75,262
Fixed Assets ----
Subtotal HOME Projects -$ -$ 180,238$ 75,262$
Tenant Based Rental Assistance - 20448
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations --150,000 150,000
Fixed Assets ----
Subtotal TBRA Projects -$ -$ 150,000$ 150,000$
CalHome - 20460
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 80,000 --80,000
Fixed Assets ----
Subtotal HOME Projects 80,000$ -$ -$ 80,000$
TOTAL DEVELOPMENT SERVICES DEPARTMENT
Salaries and Benefits 5,643,967$ 5,612,598$ 6,174,112$ 7,284,098$
Maintenance and Operations 1,366,847 1,304,471 1,444,817 1,926,549
Fixed Assets 24,520 14,137 9,200 13,200
7,035,334$ 6,931,206$ 7,628,129$ 9,223,847$ Total Development Services Department
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Expense Category by Program
HOME - 11320 (continued)
197
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
DEVELOPMENT SERVICES DEPARTMENT BY ACCOUNT
Salaries and Benefits
Regular Salaries - Non Sworn 501200 3,136,463$ 3,147,505$ 3,619,655$ 4,165,957$
Regular Salaries - Part time 501300 264,961 330,101 363,316 325,223
Overtime 501400 97,537 128,212 49,673 119,467
Accrual Payoff - Excess Maximum 501500 --3,300 3,300
Vacation/Comp. Time Cash Out 501600 20,684 24,956 12,500 12,500
Holiday Allowance 501700 6,256 7,082 3,500 3,500
Separation Pay-Off 501800 1,189 16,031 2,500 2,500
Other Compensation 501900 30,404 33,269 29,199 33,120
Vacancy Attrition 501000 --(411,263)-
Cafeteria Plan 505100 576,857 628,343 726,853 852,341
Medicare 505200 53,305 55,334 58,177 65,603
Retirement 505300 1,249,997 1,228,648 1,701,084 1,684,969
Executive Professional Development 505500 85,793 6,180 8,600 8,600
Auto Allowance 505600 6,919 6,938 6,900 6,900
Unemployment 505800 2,113 -20 20
Workers' Compensation 505900 111,491 -98 98
Subtotal Salaries & Benefits 5,643,967$ 5,612,598$ 6,174,112$ 7,284,098$
Maintenance and Operations
Stationery and Office 510100 24,117$ 11,043$ 25,500$ 33,000$
Multi-Media, Promotions and Subs 510200 8,026 21,372 5,989 20,989
Small Tools and Equipment 510300 45,204 7,328 5,188 8,532
Uniform & Clothing 510400 15,146 3,656 11,000 11,000
Safety and Health 510500 687 513 600 600
Maintenance & Construction 510600 1,271 125 --
Postage 520100 20,007 112 864 442
Legal Advertising/Filing Fees 520200 26,766 25,828 22,000 25,232
Advertising and Public Info.520300 -1,092 2,550 2,550
Telephone/Radio/Communications 520400 15,627 16,651 16,300 16,300
Meetings & Conferences 520500 7,203 2,029 700 5,400
Mileage Reimbursement 520600 1,179 649 1,350 1,350
Board Member Fees 520800 24,800 33,200 33,600 33,600
Professional Development 520900 -14,826 47,840 47,455
Office Furniture 525600 95 583 --
Office Equipment 525700 70 5,367 100 100
Employment 530100 15,921 ---
Consulting 530200 483,597 391,342 213,978 379,222
Legal 530300 11,360 -39,121 8,120
Engineering and Architectural 530400 118,076 226,021 168,430 418,398
External Rent 535400 11,038 4,834 14,698 14,698
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Expense by Account
198
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
DEVELOPMENT SERVICES DEPARTMENT BY ACCOUNT
Maintenance and Operations (Continued)
Grants, Loans and Subsidies 535500 318,762 266,463 662,108 712,099
Central Services 535800 28,448 19,071 18,790 18,736
Internal Rent - Postage 535900 -20,056 26,901 27,339
Internal Rent - Maintenance 536100 27,563 36,654 36,654 36,787
Internal Rent - Repl.Cost 536200 8,528 18,160 18,160 18,160
Internal Rent - IT Replacement 536300 19,748 ---
Internal Rent - Fuel 536400 -12,177 11,800 11,800
Internal Rent - General Liability 536500 -72,990 36,388 36,183
Internal Rent - Workers' Comp 536600 -22,147 18,095 17,993
Internal Rent - Unemployment 536700 -6,236 6,065 6,031
General Liability 540100 133,609 ---
Other Costs 540900 --48 48
Emergency Protective Measure 580200 -54,552 --
Subtotal Maintenance & Operations 1,366,847$ 1,304,471$ 1,444,817$ 1,926,549$
Fixed Assets
Other Equipment 590800 24,520$ 14,137$ 9,200$ 13,200$
Subtotal Fixed Assets 24,520$ 14,137$ 9,200$ 13,200$
Total Development Services Department 7,035,334$ 6,931,206$ 7,628,129$ 9,223,847$
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Expense by Account
199
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
DEVELOPMENT SERVICES BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Non Sworn 501200 2,971,627$ 2,936,464$ 3,385,541$ 3,967,721$
Regular Salaries - Part time 501300 235,139 282,395 338,189 188,409
Overtime 501400 94,136 124,510 44,223 106,467
Accrual Payoff - Excess Maximum 501500 --3,300 3,300
Vacation/Comp. Time Cash Out 501600 20,684 24,956 12,500 12,500
Holiday Allowance 501700 6,239 7,082 3,500 3,500
Separation Pay-Off 501800 1,176 16,031 2,500 2,500
Other Compensation 501900 29,356 31,911 29,199 33,120
Vacancy Attrition 501000 --(411,263)-
Cafeteria Plan 505100 540,427 585,351 664,861 797,081
Medicare 505200 50,691 51,686 54,418 60,745
Retirement 505300 1,187,417 1,152,193 1,587,966 1,554,321
Executive Professional Development 505500 84,508 6,180 8,600 8,600
Auto Allowance 505600 6,919 6,938 6,900 6,900
Unemployment 505800 1,686 ---
Workers' Compensation 505900 107,544 ---
Subtotal Salaries & Benefits 5,337,547$ 5,225,696$ 5,730,434$ 6,745,164$
Maintenance and Operations
Stationery and Office 510100 20,256$ 10,548$ 22,500$ 24,500$
Multi-Media, Promotions and Subs 510200 8,026 21,372 5,989 20,989
Small Tools and Equipment 510300 45,204 7,328 3,091 3,091
Uniform & Clothing 510400 15,146 3,656 11,000 11,000
Safety and Health 510500 687 513 600 600
Maintenance & Construction 510600 1,271 125 --
Postage 520100 19,325 50 --
Legal Advertising/Filing Fees 520200 26,766 25,828 20,000 21,500
Telephone/Radio/Communications 520400 15,627 16,651 16,300 16,300
Meetings & Conferences 520500 7,203 2,029 -4,700
Mileage Reimbursement 520600 1,179 649 1,350 1,350
Board Member Fees 520800 24,800 33,200 33,600 33,600
Professional Development 520900 -14,136 43,840 43,455
Office Furniture 525600 95 583 --
Office Equipment 525700 70 5,367 --
Consulting 530200 377,997 262,460 80,222 233,222
Engineering and Architectural 530400 118,076 226,021 168,430 418,398
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Expense by Account
200
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
DEVELOPMENT SERVICES BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (Continued)
External Rent 535400 11,038 4,834 14,698 14,698
Central Services 535800 28,359 19,044 18,736 18,736
Internal Rent - Postage 535900 -19,938 26,797 26,797
Internal Rent - Maintenance 536100 26,280 36,200 36,200 36,200
Internal Rent - Repl.Cost 536200 8,155 17,600 17,600 17,600
Internal Rent - IT Replacement 536300 19,748 ---
Internal Rent - Fuel 536400 -12,177 11,800 11,800
Internal Rent - General Liability 536500 -68,121 33,221 33,221
Internal Rent - Workers' Comp 536600 -20,670 16,520 16,520
Internal Rent - Unemployment 536700 -5,429 5,538 5,538
General Liability 540100 114,022 ---
Subtotal Maintenance & Operations 889,330$ 844,409$ 588,032$ 1,026,200$
Fixed Assets
Other Equipment 590800 23,998$ 14,137$ 7,200$ 11,200$
Subtotal Fixed Assets 23,998$ 14,137$ 7,200$ 11,200$
Total Development Services Department 6,250,876$ 6,084,242$ 6,325,666$ 7,782,564$
DEVELOPMENT SERVICES DEPARTMENT (CONTINUED)
Expense by Account
201
202
PUBLIC SERVICES DEPARTMENT
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PUBLIC SERVICES ADMINISTRATION
1.0 FTE - Public Services Director
1.0 FTE - Executive Secretary
1.0 FTE - Senior Management Analyst
1.0 FTE - Management Analyst
1.0 FTE – Energy and Sustainability
Service Manager
ENGINEERING
1.0 FTE - City Engineer
2.0 FTE - Administrative
Secretary
3.0 FTE - Assistant Engineer
4.0 FTE - Associate Engineer
1.0 FTE - Chief Construction
Inspector
2.0 FTE - Construction Inspector
1.0 FTE - Contract Administrator
1.0 FTE - Engineer Tech II
3.0 FTE - Engineering Tech III
1.0 FTE - Office Specialist II
1.0 FTE - Principal Civil Engineer
2.0 FTE - Senior Engineer
1.25 FTE - Part-Time
MAINTENANCE SERVICES
1.0 FTE - Maintenance Services
Manager
1.0 FTE - Administrative Secretary
2.0 FTE - Equipment Mechanic II
2.0 FTE - Equipment Mechanic III
1.0 FTE - Lead Equipment Mechanic
0 FTE - Executive Secretary
2.0 FTE - Facilities Maintenance Technician
6.0 FTE - Lead Maintenance Worker
1.0 FTE - Maintenance Assistant
3.0 FTE - Maintenance Superintendent
5.0 FTE - Maintenance Supervisor
6.0 FTE - Maintenance Worker
1.0 FTE - Office Specialist
1.0 FTE - Senior Maintenance Technician
6.0 FTE - Senior Maintenance Worker
5.50 FTE - Part-Time
TRANSPORTATION SERVICES
1.0 FTE - Transportation Services
Manager
1.0 FTE - Assistant Engineer
1.0 FTE - Associate Engineer
2.0 FTE - Engineering Technician III
1.0 FTE - Senior Engineer
1.0 FTE - Active Transportation
Coordinator
1.0 FTE - Part-Time
PUBLIC SERVICES
DEPARTMENT
CITY OF COSTA MESA
203
204
PUBLIC SERVICES DEPARTMENT
The Public Services Department provides services related to engineering design, construction management,
transportation, street, energy and sustainability, park and city facilities maintenance, water quality, waste
management and recycling, street sweeping, and fleet management. The Department has 72 full-time staff
members composed of six management, four clerical, and 62 professional/technical staff. Part-time staffing
consists of 8 full-time equivalents. The Department is organized in four divisions as follows:
Public Services Administration
Engineering
Transportation Services
Maintenance Services
PUBLIC SERVICES ADMINISTRATION - 19100
ADMINISTRATION – 50001
Provides the overall coordination, direction, and oversight for all Department activities, which include four
divisions, overseeing 22 municipal services functions. Administrative management includes development of the
Department’s operational budget; personnel management; securing and implementing grant programs; providing
commercial, multi-family, and construction and demolition waste collection and recycling services; evaluation
and monitoring of current and pending legislation’s impact on Department programs and operations; overseeing
short and long-range capital improvement planning and development; and accomplishing the Department’s
strategic goals, operational goals and objectives within general policy guidelines.
ENERGY AND SUSTAINABILITY
Plans, develops and executes sustainability initiatives including energy conservation and efficiency, clean energy
generation, electrification of transportation, waste management, water conservation, urban greening,
greenhouse gases (GHG) reduction and promoting green economy and workforce among others. Provides
leadership and support to identify citywide sustainability focus areas, programs and policies that are practical,
innovative and align with City Council’s Goals and Priorities. Identifies and prioritize sustainability projects, build
internal and external partnerships, secures funding/ financing and implement projects. Leads outreach and
educational efforts including organizing and attending community events and hosting internal and external
workshops that promote sustainability and environmental protection in Costa Mesa.
RECYCLING – 20230
Implements and monitors the City’s compliance to solid waste and recycling mandates such as the Integrated
Waste Management Act 1989 AB939, AB341 Mandatory Recycling for Commercial and Multi-family sectors,
AB1826 Mandatory Commercial Organics Recycling, and the California Green Building Standards Code
(CALGreen) waste diversion requirements for construction and demolition projects. Administers the non-
exclusive Waste Hauling Franchise and Contractor Self-Haul Permit. Manages the City’s participation in State
grant and recycling programs including the Used Oil Recycling Grant and Beverage Container Recycling Grant.
Responsible for participation in and compliance with the California Department of Resources Recycling and
Recovery (CalRecycle) jurisdiction reviews and submission of the Local Jurisdiction Electronic Annual Report
(EAR) to CalRecycle.
ENGINEERING - 19200
The Engineering Division is responsible for the design and construction of the City’s Capital Improvement
Program. The Division is also responsible for the procurement of real property and public right-of-way, the design
and development of all parks and open space facilities, administration of water quality regulations, construction
205
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Management and inspection of public works improvements, development review and processing, and utility
coordination. The Engineering Division is organized into nine sections.
FAIRVIEW PARK – 20115
Administers design and construction projects aimed at implementing the Fairview Park Master Plan. Manages
and coordinates construction activities and projects with regulatory agencies.
WATER QUALITY – 20510
Implements and monitors the City’s compliance with the National Pollutant Discharge Elimination System
(NPDES). Coordinates and implements the Santa Ana Regional Water Quality Board directives for compliance
with the Water Quality Act, as it relates to City draining into the Santa Ana River and the Newport Bay. Prepares
the City’s Annual Program Effectiveness Assessment (PEA) and coordinates compliance with Newport Bay Total
Maximum Daily Load (TMDL) regulations.
STREET IMPROVEMENTS – 30112
Designs plans and specifications for the construction and maintenance of City Capital Improvement Projects.
Administers the Pavement Management Program. Administers design consultant contracts. Reviews and
approves engineering submittals, including improvement plans, material reports, utility work, engineering
estimates, and ADA accessibility. Secures competitive grant funding for street improvement projects.
STORM DRAIN IMPROVEMENTS – 30122
Designs and manages the construction of the City’s Storm Drain System (approximately 64.7 miles of storm
drain), as it relates to the implementation of the Master Plan of Drainage.
CURB & SIDEWALKS – 30130
Establishes a parkway maintenance program that is essential to remove and replace damaged curb, gutter and
sidewalk throughout the City.
DEVELOPMENT – 30310
Conducts development review of private development submittals. Permits work in the public right-of-way.
Identifies development conditions for Planning Commission hearings. Administers Subdivision Map Act
requirements. Provides staff support to the Planning Commission.
REAL PROPERTY – 30320
Responsible for land acquisition, vacation, and abandonment of right-of-way. Conducts acquisition negotiations
and manages agreements. Responsible for preparing real property documents and administering consultant
services related to the acquisition and relinquishment of real property.
PARK DEVELOPMENT – 40112
Acquires, develops, and renovates park facilities. Manages the design and construction of new park projects
and renovation of existing park facilities. Responsible for master planning new park and open space facilities
and managing compliance of Capital Improvement Projects with the Master Plan of Parks and Recreation.
Secures park and open space competitive grant funding.
206
PUBLIC SERVICES DEPARTMENT (CONTINUED)
CONSTRUCTION MANAGEMENT – 50002
Administers construction contracts. Manages and inspects construction activities and projects in the public right-
of-way, City-owned buildings, and facilities. Manages the construction and implementation of the City’s Capital
Improvement Program. Administers compliance with Federal and State Labor Laws including Prevailing Wage
Regulations, Disadvantaged Business Participation, Equal Opportunity Employment Practices, and Public
Contract Laws.
TRANSPORTATION SERVICES - 19300
The Transportation Services Division is responsible for the operation and maintenance of the traffic operations
infrastructure including, but not limited to: traffic signals, closed circuit television cameras, Traffic Operations
Center, speed feedback signs, and emergency vehicle preemption system,implementation of the General Plan
Circulation Element, and the Active Transportation Plan, and transportation planning and design activities within
the City. Administers programs and projects to promote safe and efficient movement of people and goods
throughout the City. Manages the private contract for school crossing guards, in order to enhance the safety of
elementary school students walking to and from school. The Transportation Division is organized into three
sections:
TRAFFIC PLANNING – 30210
Responsible for the implementation of the Circulation Element of the City’s General Plan. Studies and
implements short- and long-range transportation improvements in accordance with the General Plan. Manages
the City’s transportation model and residential parking permit program. Reviews and monitors development
projects. Administers the City’s Traffic Impact Fee Program. Coordinates with other agencies on transportation
related activities and manages the City’s school crossing guard and bus shelter contracts.
TRAFFIC OPERATIONS – 30241
Maintains, operates, and updates traffic signals, traffic control devices, and street lights in the City. Manages
the City’s overall traffic flow/movement through Intelligent Transportation Systems (ITS) elements including
signal coordination, closed circuit televisions (CCTV), video detection for all users, and a centralized traffic
operations center. Designs and implements traffic operations improvements such as radar speed feedback
signs, emergency vehicle preemption devices, and enhanced pedestrian crossing improvements.
ACTIVE TRANSPORTATION PROGRAM – 30225
Responsible for development and implementation of City’s Active Transportation Plan component of the City’s
Circulation Element. Address bikeway and pedestrian issues, bicycle/pedestrian network connectivity and
infrastructure maintenance requests. Plan, design, and construct bicycle and pedestrian facility improvements,
and complete street solutions, where applicable.
MAINTENANCE SERVICES - 19500
The Maintenance Services Division is responsible for the care, maintenance, repair and alteration of the City's
municipal facilities. This also includes the maintenance of vehicles and equipment, parks and parkways, trees,
traffic signs and markings, street sweeping, storm water systems, graffiti abatement and roadways. The
Maintenance Services Division is structured in nine programs listed below:
207
PUBLIC SERVICES DEPARTMENT (CONTINUED)
MAINTENANCE SERVICES ADMINISTRATION – 50001
Provides overall direction, coordination, and support to the maintenance sections operational and administrative
activities and functions. Provides staff support to the Parks, Arts and Community Services Commission.
STREET CLEANING – 20120
Sweeps and cleans approximately 400 miles of residential, commercial and arterial roadway lanes in the City.
GRAFFITI ABATEMENT – 20130
Removes graffiti in the public right-of-way, public parks, City-owned facilities, and on private structures where
graffiti is visible from the public right-of-way. Pressure washes city playgrounds, bus stops, sidewalks and city
facilities.
STREET MAINTENANCE – 30111
Maintains approximately 525 lane miles of streets, 15 miles of City alleys, and miscellaneous easements.
STORM DRAIN MAINTENANCE – 30121
Maintains the City’s storm drain system and 1,165 catch basins.
SIGNS AND MARKINGS – 30243
Installs and maintains all street and traffic signage and pavement markings in the City.
PARK, PARKWAY AND MEDIAN MAINTENANCE – 40111
Maintains the City’s 29 parks, sports fields and related facilities, 13 acres of landscaped street medians, and
approximately 22,000 parkway trees. Administers the City’s landscape maintenance and tree maintenance
contracts.
FACILITY MAINTENANCE – 50910
Maintains, repairs, and rehabilitates 23 City-owned buildings, over 314,606 Sq. Ft including those leased from
and to outside agencies. Administers and supervises contract services required for maintaining all City facilities.
EQUIPMENT MAINTENANCE – 50920
Maintains and repairs the City’s fleet of over 330 vehicles including large aerial fire apparatus, police vehicles
and motorcycles, maintenance trucks, general use vehicles, emergency back-up generators, trailers and other
miscellaneous equipment. Equipment Maintenance monitors and ensures that all the City’s fuel sites, fuel
storage tanks and hazardous material storage is compliant with all County regulations.
WAREHOUSE – 50925
Orders, stocks and maintains an inventory of essential goods and materials for the City. Delivers requisitions of
goods to all City facilities and departments. Receives shipments/orders. Maintains City surplus property
transfers and schedule pick up of items resalable for auction, electronic e-waste, scrap metal recycles, tire
disposal and processes recyclable items. Performs end-of-month reconciliations and processes.
208
PUBLIC SERVICES DEPARTMENT (CONTINUED)
FISCAL YEAR 2020-2021 ACCOMPLISHMENTS
Completed the Norma Hertzog Community Center (NCC). Obtained Certificate of Occupancy and LEED
Silver Certification.
Completed Lions Park playground improvements.
Implemented traffic signal synchronization system improvements on Fairview Road and Bear Street.
Completed design of traffic signal synchronization improvements on Red Hill Avenue.
Initiated the design of Pedestrian and Bicycle Improvements at the Adams Avenue at Pinecreek
Intersection. Included community engagement during design.
Continued work on design of the Newport Boulevard Improvements Project from 19th Street to 17th
Street.
Initiated the design of the Newport Boulevard Rehabilitation Projects from Bristol Street to 19th Street.
Conducted public outreach and advanced design for Adams Avenue Multipurpose Trail project.
Completed design of Randolph Avenue Parking and Pedestrian Improvements including design of a
roundabout at the intersection of Randolph Avenue at St. Clair Street, traffic calming design features,
and raised pedestrian midblock crossing.
Managed and maintained locations with potential for chronic flooding issues.
Completed Citywide Street Improvements Project for Fiscal Year 2020-2021 - design and construction
to maintain Pavement Condition Index (PCI) goal of 85.
Continued Citywide Parkway Improvements Project for Fiscal Year 2020-2021.
Begin design and development for Citywide Slurry Seal Project for Fiscal Year 2020-2021.
Continued the construction of the Permanent Bridge Shelter Facility.
Continued to work on the update to the City’s Storm Drain Master Plan Update with community
engagement.
Completed the upgrade of the City Hall Fire Alarm System.
Completed construction of the Merrimac Way Active Transportation and roadway improvements.
Initiated construction of the Fairview Road Safety and Active Transportation Improvements between
Adams and Baker.
Completed Bear Street Improvement Project from I-405 Freeway to Baker Street including addition of
bicycle lanes and a bike box at Baker Street/ Bear Street intersection.
Completed Hamilton Street Improvement Project from Pomona Ave. to Harbor Blvd including
enhancements to bicycle lanes.
209
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Completed Santa Ana Avenue Improvement Project from 22nd St. to 23rd St with widened bicycle
lanes and updated markings.
Constructed new concrete driveway pad behind Fire Station No. 4.
Advertised for construction of the West 19th Street Bicycle Facility Improvements.
Continued of the installation of bicycle racks at City facilities and in commercial corridors.
Completed the installation of improved and new bicycle lanes in the City – combined total of five miles.
Advertised for the construction of a new traffic signal at Baker / Randolph intersection.
Continued to work on the City Hall Elevator Modernization Project.
Completed construction of City Hall Electric Vehicle charging stations.
Completed Santa Ana Delhi Channel in conjunction with funding partners from nearby cities.
Obtained LEED for Cities Gold level achievement.
Purchased three fully electric Chevy Bolts. It was partially covered through Mobile Source Air Pollution
Reduction Review Committee (MSRC) grant.
Replaced 6150 streetlights throughout the City from High Pressure Sodium (HPS) fixtures to LEDs.
Completed the lighting fixtures upgrades at Tewinkle, Wakeham, Heller and Bark Parks.
Secured $180,000 California Volkswagen (VW) Environmental Mitigation Trust fund grant to purchase a
new zero-emission bus (e-shuttle) that will replace old bus that currently operates the Senior Center.
Conducted research and analysis on Community Choice Energy options for Costa Mesa.
Informed and educated permitted waste haulers, City leadership and residents on the new State
Mandate (SB1383) requirements on organic waste reduction.
Complete a Citywide Parking Study of the residential permit parking with community engagement.
Procured grant funding and initiated the development of a Local Road Safety Plan.
Complete Development of Pedestrian Master Plan with community engagement.
Completion of Assetworks Fuel Management at all sites.
Purchased of fifteen (15) new replacement vehicles and equipment.
Addition of one O.E.S. Type III Pump & Roll Wildland Fire Apparatus, Unit # 571
Addition of one O.E.S. Fire Pumper, Unit #570.
Improved Fleet shop to motorcycle shop and welding/fabrication shop.
210
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Replaced Corp Yard pressure washer and upgraded the electrical to pressure washer pad and
surrounding area with additional power outlets for charging of vehicles and equipment.
Replaced Corp Yard Under Dispenser Containments (UDC’s) to meet Orange County’s compliance
regulations.
Replaced Police Department unleaded fuel dispenser and pump.
Instituted Covid-19 vehicle and equipment disinfecting procedures per the Center of Disease Control
(CDC) guidelines
Implemented Underground Storage Tank (UST) maintenance and monthly Designated Operator (D.O.)
inspections for all city owned fuel sites.
Provided traffic signal and electrical maintenance to 126 traffic signals and 58 radar speed signs.
Provide landscape maintenance of 463 acres of City parks, fields, parkways, and medians.
Planted over 175 new trees in City parks and parkways.
Manage approximately 24 thousand City-owned trees; and continue to be designated as a “Tree City
USA”.
Abate graffiti within 24 hours of notification or discovery.
Repair potholes on City streets within 24 hours of notification or discovery.
Responded to 3,722 calls for service related to graffiti removal.
8,539 bulky items were removed from the City’s right-of-ways, including furniture, shopping carts,
appliances and over 814 mattresses were retrieved and recycled.
Cleaned and maintained 1,100 catch basins and drainage facilities.
Installed Sapphire waterless fire suppression system in the Communications building equipment room.
Updated Police Department HVAC VFD controls.
Completed 95% of Fire Station Apparatus Bay LED upgrade replacement.
Weekly Disinfected City Buildings due to Covid-19 Pandemic
Procured and Distributed Sanitary Supplies to City Facilities during Covid-19 Pandemic.
Installed Bi-Polar Ionization System throughout Civic Center Facilities excluding FS#5.
Installed new touchless door operator at City Hall employee entrance.
211
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Completed Over 500 Building Maintenance Work requests.
Remodeled Community Room and Upgraded HVAC System.
Installed Communications Fire Suppression.
Interior Painting Upgrades at all Fire Stations and Police Facility Locations.
Installed Energy Saving MelRok controls for monitoring City hall HVAC usage.
Re-piped Police Substation Plumbing.
Prepared, transported and installed Snoopy Winterfest 2020 at IKEA.
Installed New Gate Operator at Fire Station #3.
Conducted Humidity Study for Fire Station #1.
212
PUBLIC SERVICES DEPARTMENT (CONTINUED)
FISCAL YEAR 2021-2022 GOALS
Develop and maintain a Capital Improvement Program (CIP) information page on City’s website to
provide status on projects.
Continue with traffic signal synchronization system improvements.
Complete the design of Pedestrian and Bicycle Improvements at the Adams Avenue at Pinecreek
Intersection. Include community engagement during design.
Complete design of the Newport Boulevard Improvements Project from 19th Street to 17th Street.
Complete design of the Newport Boulevard Rehabilitation Projects from Bristol Street to 19th Street.
Implement storm drain improvements at locations with potential for chronic flooding issues.
Citywide Parkway Improvement Project for Fiscal Year 2021-2022- Complete design and construction.
Citywide Street Improvements Project for Fiscal Year 2021-2022- Complete design and construction to
maintain Pavement Condition Index (PCI) goal of 85.
Complete the design and reconstruction of additional alleyways.
Complete the update to the City’s Storm Drain Master Plan Update with community engagement.
Installation of storm drain connector pipe screens (CPS) throughout the City.
Complete construction of Placentia Ave. stormwater quality full-capture filtration system.
Complete Fire Station No. 3 repairs.
Complete Fire Station No. 4 Training Tower modifications and structural retrofit.
Complete construction of the Fairview Road Safety and Active Transportation Improvements between
Adams and Baker, including installation of a new traffic signal at Village Way and Fairview Road.
Complete construction of the West 19th Street Bicycle Facility Improvements.
Continue implementation of bike racks at City facilities and commercial corridors.
Complete construction of a new traffic signal at Baker / Randolph intersection.
Complete the City Hall Elevator Modernization Project.
Complete a Citywide Parking Study of the residential permit parking with community engagement.
Complete the development of a Local Road Safety Plan with community engagement.
Complete the design and installation of new traffic signals at the intersection Wallace at West 19th
Street,
213
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Complete construction of the OCTA Project W grant funded transit stop improvements.
Complete Development of Pedestrian Master Plan with community engagement.
Develop a sustainability webpage to increase community engagement and outreach.
Expand EV charging infrastructure at various City Facilities including the Corp Yard and the Senior
Center.
Conduct a detailed technical and financial study on Community Choice Energy.
Develop an RFP and selection for abandoned bulky item collection services at designated multi-family
properties.
Work on SB 1383 Compliance requirements, including developing a new franchise agreement
development/negotiation, Municipal Code Revision, Ordinances among others.
Provide landscape maintenance of 463 acres of City parks, fields, parkways, and medians.
Manage approximately 24 thousand City-owned trees; and continue to be designated as a “Tree City
USA”.
Abate graffiti within 24 hours of notification or discovery.
Repair potholes on City streets within 24 hours of notification or discovery.
Procure vehicles as authorized in the fiscal year 2021-2022 budget.
Upgrade the City’s Vehicle Fuel Management.
Complete install of new HVAC units at Multiple City Owned Buildings.
214
PUBLIC SERVICES DEPARTMENT (CONTINUED)
GOALS AND OBJECTIVES
The goals and objectives of the Public Services Department were developed in alignment with the City Council’s
priorities.
# GOALS AND OBJECTIVES
1 Provide landscape maintenance of 463
acres of City parks and fields.
2 Complete design and construction of street
rehabilitation projects to maintain
Pavement Condition Index (PCI) goal of
85.
3 Complete the update of the City’s Storm
Drain Master Plan.
4 Implement storm drain improvements at
locations with potential for chronic flooding
issues.
5 Implement the adopted CIP
6 Develop a sustainability webpage to
increase community engagement and
outreach
7 Expand EV charging infrastructure at
various City Facilities including the Corp
Yard and the Senior Center
8 Conduct a detailed technical and financial
study on Community Choice Energy
9 Develop an RFP and selection for
abandoned bulky item collection services
at designated multi-family properties
10 Work on SB 1383 Compliance
requirements, including developing a new
franchise agreement development/
negotiation, Municipal Code Revision,
Ordinances among others
215
PUBLIC SERVICES DEPARTMENT (CONTINUED)
PERFORMANCE MEASURES/WORKLOAD INDICATORS:
FY 19-20
Actual
FY 20-21
Adopted
FY 21-22
Proposed
Percent of the total number of City trees
trimmed
25% 30% 30%
Percent of budgeted building maintenance
projects completed
85% 90% 95%
Pavement Condition Index (PCI) for streets
network
85.7 86 86.5
Percent of budgeted Capital Improvement
Projects completed in budgeted fiscal year
85% 80% 85%
Percentage change in bulky items removed from
City right-of-way
15% 10% 15%
Number of trees planted 150 200 200
Number of facility work requests 1,145 1,500 1,100
Number of calls for service for graffiti 4,213 3,000 3,000
Number of facility rehabilitation projects
completed
30 8 10
Number of traffic and street signs maintained 217 250 250
Number of linear feet of lanes repainted 950,415 1,000,000 1,000,000
Number of linear feet of roadway rehabilitated 56,028 50,000 50,000
Number of crosswalks repainted/reapplied 25 25 25
Number of lineal feet of red curb repainted 70,000 70,000 70,000
Tons of asphalt applied annually by City forces 200 300 300
Tons of debris removed and diverted from the
waterways
1,250 1,250 1,250
216
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PUBLIC SERVICES DEPARTMENT BY FUNDING SOURCE
General Fund - 101 18,561,083$ 17,667,001$ 17,801,071$ 19,960,600$
Disaster Fund -150 -569,534 --
Gas Tax Fund - 201 600,661 493,523 855,001 765,909
Air Quality Improvement Fund - 203 9,029 1,232 15,000 -
Traffic Impact Fees - 214 -75,000 --
Golf Course Improvement Fund - 413 -45,142 275,000 265,000
Measure "M2" Fund - 416 --275,273 400,001
Equipment Replacement Fund - 601 3,109,888 3,196,452 2,604,000 4,680,281
22,280,662$ 22,047,885$ 21,825,345$ 26,071,791$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PUBLIC SERVICES DEPARTMENT BY PROGRAM
Administration - 50001
Salaries and Benefits 862,642$ 551,510$ 777,893$ 906,803$
Maintenance and Operations 1,153,166 832,480 1,007,363 1,007,363
Fixed Assets ----
Subtotal Administration 2,015,808$ 1,383,990$ 1,785,256$ 1,914,166$
Recycling - 20230
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations 157,914 183,613 197,800 197,800
Fixed Assets ----
Subtotal Recycling 157,914$ 183,613$ 197,800$ 197,800$
Emergency Services - 51040
Salaries & Benefits -$ 203,929$ -$ -$
Maintenance & Operations -363,575 --
Fixed Assets ----
Subtotal Emergency Services -$ 567,504$ -$ -$
Local Emergency Responses - 52100
Salaries & Benefits -$ 2,029$ -$ -$
Maintenance & Operations ----
Fixed Assets ----
Subtotal Local Emergency Responses -$ 2,029$ -$ -$
Expense by Fund
PUBLIC SERVICES DEPARTMENT (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 budget for the Public Services Department is $26.0 million, an increase of $4.2 million, or
20 percent, compared to the adopted budget for Fiscal Year 2020-21. The increase is due to several factors. The
increase is attributed to funding the defunded positions as noted in the vacancy attrition line item, incorporated in the
Fiscal Year 2020-21 adopted budget, $601,723 was reinstated. Additionally, there is an increase due to reinstating
the reductions that were taken in the prior adopted Fiscal Year 2020-21 budget, which had COVID-19 considerations
and reductions. In relation to the reductions, there was $1.1 million reinstated, made possible through the American
Rescue Plan assistance. Other increases are due to salary impacts due to reclassificaitons of personnel, for an
increase of $541,633 to the budget. In addition to General Fund reinstatements of funding, there was an increase to
appropriations for equipment replacement of $2.1 million in relation to vehicles and depreciation expense.
Total Public Services Department
Expense Category by Program
ADMINISTRATION - 19100
217
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Administration - 50001
Salaries and Benefits -$ -$ 298,643$ 182,706$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Administration -$ -$ 298,643$ 182,706$
Fairview Park - 20115
Salaries and Benefits 96,512$ -$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Fairview Park 96,512$ -$ -$ -$
Water Quality - 20510
Salaries and Benefits 185,206$ 67,244$ 837$ 82,440$
Maintenance and Operations 248,750 200,490 220,100 220,100
Fixed Assets ----
Subtotal Water Quality 433,956$ 267,734$ 220,937$ 302,540$
Street Improvements - 30112
Salaries and Benefits 597,352$ 562,120$ 452,027$ 592,138$
Maintenance and Operations 74,590 33,164 40,100 40,100
Fixed Assets --900 900
Subtotal Street Improvements 671,941$ 595,285$ 493,027$ 633,138$
Storm Drain Improvements - 30122
Salaries and Benefits 240,530$ 160,774$ 108,735$ 131,361$
Maintenance and Operations 2,954 1,969 3,200 3,200
Fixed Assets 9,887 -1,000 1,000
Subtotal Storm Drain Improvements 253,371$ 162,743$ 112,935$ 135,561$
Public Services - Development - 30310
Salaries and Benefits 277,333$ 241,790$ 257,062$ 371,956$
Maintenance and Operations 1,419 498 800 800
Fixed Assets ----
Subtotal Public Services - Development 278,752$ 242,288$ 257,862$ 372,756$
Public Services - Real Property - 30320
Salaries and Benefits 96,283$ 91,737$ 74,937$ 73,332$
Maintenance and Operations 615 76 700 700
Fixed Assets ----
Subtotal Public Services - Real Property 96,898$ 91,813$ 75,637$ 74,032$
Park Development - 40112
Salaries and Benefits 138,350$ 132,986$ 123,120$ 118,667$
Maintenance and Operations 1,880 38,759 276,700 266,700
Fixed Assets -7,595 --
Subtotal Park Development 140,230$ 179,340$ 399,820$ 385,367$
Expense Category by Program
ENGINEERING - 19200
PUBLIC SERVICES DEPARTMENT (CONTINUED)
218
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Construction Management - 50002
Salaries and Benefits 1,089,920$ 1,409,053$ 1,687,074$ 1,859,502$
Maintenance and Operations 64,161 12,694 69,000 69,000
Fixed Assets -748 1,000 1,000
Subtotal Construction Management 1,154,080$ 1,422,496$ 1,757,074$ 1,929,502$
Traffic Planning - 30210
Salaries and Benefits 378,244$ 394,425$ 418,625$ 468,300$
Maintenance and Operations 72,867 35,941 60,850 45,850
Fixed Assets ----
Subtotal Traffic Planning 451,111$ 430,366$ 479,475$ 514,150$
Active Transportation Improvement - 30225
Salaries and Benefits 88,613$ 119,532$ 182,572$ 364,426$
Maintenance and Operations 214,733 110,111 41,900 41,900
Fixed Assets ----
Subtotal Active Transportation Imp.303,346$ 229,643$ 224,472$ 406,326$
Traffic Operations - 30241
Salaries and Benefits 224,982$ 246,430$ 333,645$ 341,235$
Maintenance and Operations 1,776,420 1,754,238 1,713,500 1,820,500
Fixed Assets -278 --
Subtotal Traffic Operations 2,001,403$ 2,000,946$ 2,047,145$ 2,161,735$
Administration - 50001
Salaries and Benefits 289,623$ 297,199$ 118,456$ 309,999$
Maintenance and Operations 11,748 6,955 5,400 5,400
Fixed Assets ----
Subtotal Administration 301,371$ 304,155$ 123,856$ 315,399$
Fairview Park - 20115
Salaries and Benefits 148,158$ 15,268$ 16,745$ 17,477$
Maintenance and Operations 43,920 36,322 38,000 38,000
Fixed Assets ----
Subtotal Fairview Park 192,078$ 51,589$ 54,745$ 55,477$
Street Cleaning - 20120
Salaries and Benefits 35,786$ 39,646$ 43,159$ 67,784$
Maintenance and Operations 725,126 724,614 297,200 747,200
Fixed Assets ----
Subtotal Street Cleaning 760,912$ 764,260$ 340,359$ 814,984$
Graffiti Abatement - 20130
Salaries and Benefits 356,627$ 374,460$ 401,155$ 413,010$
Maintenance and Operations 39,681 42,928 52,400 52,400
Fixed Assets ----
Subtotal Graffiti Abatement 396,308$ 417,388$ 453,555$ 465,410$
ENGINEERING - 19200 (continued)
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Expense Category by Program
MAINTENANCE SERVICES - 19500
TRANSPORTATION SERVICES - 19300
219
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
Street Maintenance - 30111
Salaries and Benefits 461,020$ 391,365$ 470,783$ 482,548$
Maintenance and Operations 301,990 328,909 339,600 339,600
Fixed Assets 6,362 ---
Subtotal Street Maintenance 769,373$ 720,274$ 810,383$ 822,148$
Storm Drain Maintenance - 30121
Salaries and Benefits 155,407$ 256,372$ 272,937$ 287,856$
Maintenance and Operations 19,997 3,923 1,600 1,600
Fixed Assets ----
Subtotal Storm Drain Maintenance 175,404$ 260,295$ 274,537$ 289,456$
Signs and Markings - 30243
Salaries and Benefits 493,933$ 490,354$ 595,235$ 622,958$
Maintenance and Operations 213,207 144,843 151,056 201,056
Fixed Assets ----
Subtotal Signs and Markings 707,140$ 635,197$ 746,291$ 824,014$
Park Maintenance - 40111
Salaries and Benefits 899,363$ 890,032$ 957,382$ 935,912$
Maintenance and Operations 4,209,614 4,285,024 4,127,500 4,589,100
Fixed Assets ----
Subtotal Park Maintenance 5,108,977$ 5,175,055$ 5,084,882$ 5,525,012$
Building Maintenance - 50910
Salaries and Benefits 1,298,604$ 1,198,980$ 1,327,111$ 1,389,288$
Maintenance and Operations 1,398,804 1,386,152 1,466,450 1,491,450
Fixed Assets 6,481 3,017 5,000 5,000
Subtotal Building Maintenance 2,703,888$ 2,588,148$ 2,798,561$ 2,885,738$
Equipment Maintenance - 50920
Salaries and Benefits 652,727$ 786,788$ 976,776$ 958,117$
Maintenance and Operations 2,355,086 2,356,786 1,232,664 2,532,664
Fixed Assets 102,075 49,871 394,560 1,189,500
Subtotal Equipment Maintenance 3,109,888$ 3,193,444$ 2,604,000$ 4,680,281$
Warehouse - 50925(1)
Salaries and Benefits -$ 164,392$ 181,293$ 181,293$
Maintenance and Operations -13,896 2,800 2,800
Fixed Assets ----
Subtotal Warehouse -$ 178,287$ 184,093$ 184,093$
Salaries and Benefits 9,067,215$ 9,088,417$ 10,076,202$ 11,159,108$
Maintenance and Operations 13,088,642 12,897,959 11,346,683 13,715,283
Fixed Assets 124,805 61,508 402,460 1,197,400
22,280,662$ 22,047,885$ 21,825,345$ 26,071,791$
TOTAL PUBLIC SERVICES DEPARTMENT
Total Public Services Department
(1)As of FY 2019-20, the Warehouse operations were transferred from the Finance Department to the Public
Services Department.
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Expense Category by Program
MAINTENANCE SERVICES - 19500 (continued)
220
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PUBLIC SERVICES DEPARTMENT BY ACCOUNT
Salaries and Benefits
Regular Salaries - Non Sworn 501200 4,991,895$ 5,181,165$ 5,929,696$ 6,514,996$
Regular Salaries - Part time 501300 384,676 522,004 470,979 386,635
Overtime 501400 108,248 98,844 62,400 72,400
Accrual Payoff - Excess Maximum 501500 4,347 4,359 3,200 3,200
Vacation/Comp. Time Cash Out 501600 45,177 49,405 40,700 40,700
Holiday Allowance 501700 17,141 21,316 18,300 18,300
Separation Pay-Off 501800 20,416 51,277 10,800 10,800
Other Compensation 501900 71,315 70,248 61,535 73,787
Vacancy Attrition 501000 --(601,723)-
Cafeteria Plan 505100 948,874 1,048,052 1,212,613 1,331,173
Medicare 505200 86,734 92,288 93,701 101,143
Retirement 505300 2,018,875 1,935,881 2,756,601 2,588,574
Executive Professional Development 505500 20,528 6,640 10,500 10,500
Auto Allowance 505600 6,919 6,938 6,900 6,900
Unemployment 505800 2,891 ---
Workers' Compensation 505900 339,179 ---
Subtotal Salaries & Benefits 9,067,215$ 9,088,417$ 10,076,202$ 11,159,108$
Maintenance and Operations
Stationery and Office 510100 16,935$ 11,904$ 7,700$ 7,700$
Multi-Media, Promotions and Subs 510200 4,204 7,427 6,200 6,200
Small Tools and Equipment 510300 44,921 27,382 36,100 36,100
Uniform & Clothing 510400 18,078 14,160 16,800 16,800
Safety and Health 510500 3,159 1,655 3,300 3,300
Maintenance & Construction 510600 700,791 492,634 840,900 830,900
Agriculture 510700 92,011 71,170 97,000 97,000
Fuel 510800 570,741 529,632 501,400 501,400
Electricity - Buildings & Fac.515100 461,975 476,060 484,250 484,250
Electricity - Power 515200 221,491 210,738 255,200 255,200
Electricity - Street Lights 515300 976,105 1,066,403 1,000,000 1,000,000
Gas 515400 32,848 39,452 25,000 25,000
Water - Domestic 515500 52,344 64,017 57,000 57,000
Water - Parks and Parkways 515600 617,773 773,895 785,000 859,100
Waste Disposal 515700 120,348 146,239 158,800 158,800
Janitorial and Housekeeping 515800 217,962 223,084 223,400 223,400
Postage 520100 3,214 ---
Legal Advertising/Filing Fees 520200 194,029 190,332 204,100 189,100
Telephone/Radio/Communications 520400 61,795 68,754 62,500 62,500
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Expense by Account
221
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PUBLIC SERVICES DEPARTMENT BY ACCOUNT
Maintenance and Operations (continued)
Meetings & Conferences 520500 4,946 2,717 400 400
Dues and Memberships 520700 -2,601 -4,880
Professional Development 520900 -8,240 18,350 13,470
Buildings and Structures 525100 250,482 187,471 266,000 266,000
Landscaping and Sprinklers 525200 2,975,591 3,150,341 2,842,500 3,230,000
Automotive Equipment 525400 256,685 210,650 250,000 250,000
Office Equipment 525700 3,083 1,919 1,900 1,900
Other Equipment 525800 784,447 766,322 727,000 859,000
Streets, Alleys and Sidewalks 525900 973,954 974,745 507,200 1,007,200
Employment 530100 39,101 19,688 --
Consulting 530200 636,941 259,591 443,700 443,700
Engineering and Architectural 530400 63,627 34,767 76,564 76,564
External Rent 535400 9,636 3,082 14,900 14,900
Grants, Loans and Subsidies 535500 -75,000 --
Depreciation 535600 1,052,361 1,245,813 -1,300,000
Central Services 535800 12,939 4,487 4,564 4,564
Internal Rent - Postage 535900 -1,911 3,432 3,432
Internal Rent - Maintenance 536100 336,049 59,500 59,500 59,500
Internal Rent - Repl.Cost 536200 127,063 194,900 269,856 269,856
Internal Rent - IT Replacement 536300 27,826 ---
Internal Rent - Fuel 536400 -90,538 86,700 86,700
Internal Rent - General Liability 536500 -522,200 699,861 699,861
Internal Rent - Workers' Comp 536600 -220,200 222,848 222,848
Internal Rent - Unemployment 536700 -9,356 9,658 9,658
General Liability 540100 1,049,779 ---
Taxes & Assessments 540700 73,331 73,409 76,800 76,800
Other Costs 540900 76 -300 300
Emergency Protective Measure 580200 -363,575 --
Subtotal Maintenance & Operations 13,088,642$ 12,897,959$ 11,346,683$ 13,715,283$
Fixed Assets
Automotive Equipment 590500 30,806$ 1,510$ 394,560$ 1,189,500$
Other Equipment 590800 24,175 26,093 7,900 7,900
Loss on Disposal of Assets 599100 69,825 33,905 --
Subtotal Fixed Assets 124,805$ 61,508$ 402,460$ 1,197,400$
Total Public Services Department 22,280,662$ 22,047,885$ 21,825,345$ 26,071,791$
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Expense by Account
222
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PUBLIC SERVICES DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Salaries and Benefits
Regular Salaries - Non Sworn 501200 4,252,267$ 4,333,433$ 4,757,381$ 5,303,683$
Regular Salaries - Part time 501300 312,454 384,194 426,825 342,481
Overtime 501400 100,740 88,238 42,400 52,400
Accrual Payoff - Excess Maximum 501500 4,347 4,359 3,200 3,200
Vacation/Comp. Time Cash Out 501600 42,497 48,318 39,700 39,700
Holiday Allowance 501700 15,061 18,966 15,700 15,700
Separation Pay-Off 501800 1,622 51,221 10,400 10,400
Other Compensation 501900 71,315 70,248 57,942 68,187
Vacancy Attrition 501000 --(601,723)-
Cafeteria Plan 505100 822,287 870,408 968,017 1,082,517
Medicare 505200 75,286 77,208 76,010 82,857
Retirement 505300 1,747,133 1,641,977 2,225,900 2,086,556
Executive Professional Development 505500 19,831 6,640 10,500 10,500
Auto Allowance 505600 6,919 6,938 6,900 6,900
Unemployment 505800 2,891 ---
Workers' Compensation 505900 339,179 ---
Subtotal Salaries & Benefits 7,813,827$ 7,602,148$ 8,039,152$ 9,105,081$
Maintenance and Operations
Stationery and Office 510100 16,219$ 11,187$ 7,200$ 7,200$
Multi-Media, Promotions and Subs 510200 2,704 5,397 4,400 4,400
Small Tools and Equipment 510300 34,396 23,101 24,100 24,100
Uniform & Clothing 510400 16,903 10,755 12,800 12,800
Safety and Health 510500 2,591 1,655 2,800 2,800
Maintenance & Construction 510600 398,106 211,646 265,900 265,900
Agriculture 510700 92,011 71,170 97,000 97,000
Electricity - Buildings & Fac.515100 461,975 476,060 484,250 484,250
Electricity - Power 515200 221,491 210,738 255,200 255,200
Electricity - Street Lights 515300 976,105 1,066,403 1,000,000 1,000,000
Gas 515400 32,848 39,452 25,000 25,000
Water - Domestic 515500 52,344 64,017 57,000 57,000
Water - Parks and Parkways 515600 617,773 773,895 785,000 859,100
Waste Disposal 515700 119,480 145,488 157,800 157,800
Janitorial and Housekeeping 515800 217,962 218,928 221,500 221,500
Postage 520100 3,195 ---
Legal Advertising/Filing Fees 520200 185,000 189,100 189,100 189,100
Telephone/Radio/Communications 520400 61,795 68,754 62,500 62,500
Meetings & Conferences 520500 4,946 2,717 400 400
Dues and Memberships 520700 -2,601 -4,880
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Expense by Account
223
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
PUBLIC SERVICES DEPARTMENT BY ACCOUNT: GENERAL FUND ONLY
Maintenance and Operations (Continued)
Professional Development 520900 -6,240 17,250 12,370
Buildings and Structures 525100 181,426 128,824 200,000 200,000
Landscaping and Sprinklers 525200 2,975,591 3,150,341 2,842,500 3,230,000
Office Equipment 525700 3,070 1,815 1,800 1,800
Other Equipment 525800 774,556 759,299 718,000 850,000
Streets, Alleys and Sidewalks 525900 973,954 974,745 507,200 1,007,200
Employment 530100 39,101 19,688 --
Consulting 530200 636,941 259,591 373,700 373,700
Engineering and Architectural 530400 9,807 750 8,500 8,500
External Rent 535400 9,636 3,082 14,900 14,900
Central Services 535800 12,939 4,487 4,564 4,564
Internal Rent - Postage 535900 -1,911 3,432 3,432
Internal Rent - Maintenance 536100 330,139 59,500 59,500 59,500
Internal Rent - Repl.Cost 536200 121,182 194,900 269,856 269,856
Internal Rent - IT Replacement 536300 27,826 ---
Internal Rent - Fuel 536400 -90,538 86,700 86,700
Internal Rent - General Liability 536500 -522,200 699,861 699,861
Internal Rent - Workers' Comp 536600 -220,200 222,848 222,848
Internal Rent - Unemployment 536700 -9,356 9,658 9,658
General Liability 540100 1,049,779 ---
Taxes & Assessments 540700 60,661 60,281 61,800 61,800
Other Costs 540900 76 ---
Subtotal Maintenance & Operations 10,724,526$ 10,060,811$ 9,754,019$ 10,847,619$
Fixed Assets
Other Equipment 590800 22,730$ 4,043 7,900$ 7,900$
Subtotal Fixed Assets 22,730$ 4,043$ 7,900$ 7,900$
Total Public Services Department 18,561,083$ 17,667,001$ 17,801,071$ 19,960,600$
PUBLIC SERVICES DEPARTMENT (CONTINUED)
Expense by Account
224
NON-DEPARTMENTAL
NO
N
-
D
E
P
A
R
T
M
E
N
T
A
L
NON-DEPARTMENTAL
For accounting and budgeting purposes only, Non-Departmental serves as a cost center that budgets charges
and appropriations that are not assigned or chargeable to a specific department or function. It is categorized as
a General Government Support function.
NON-DEPARTMENTAL - 90000
NON-DEPARTMENTAL – 50240
This cost center accounts for debt service requirements related to the City’s outstanding bonds. The City has
only two bonds: 2006 Revenue Refunding Bonds and the 2017 Lease Revenue Bonds. The 2006 Revenue
Refunding Bond is anticipated to be completely paid off in FY 2021/22. The 2017 Lease Revenue Bonds, with
an annual payment of $2.8 million is included in Non-Departmental principal and interest payment object codes.
Also included are interfund transfers planned for the fiscal year, including the transfer to the Capital Improvement
Fund and the Information Technology Replacement Fund in accordance with the Capital Asset Needs
Ordinance. As per the CAN, 5% of General Fund revenues are transferred to Fund 401 Capital, and1.5% is
transferred to the Information Technology Replacement Fund 603.
A contingency of $500,000 is included in the annual operating budget; which is a reduction of the normal
allocation of $1.0 million. These amounts allows the City Manager to retain budget flexibility for operations during
the fiscal year and will be used in accordance with the City’s financial policies. Legal costs to defend the City in
litigation matters that are not assigned or associated with a specific department are included here.
Late in FY 2019-20, City management entered into labor negotiations, and adopted with a five percent furlough
across all bargaining groups, due to the estimated revenue loss projected for Fiscal Year 2020-21 as a result of
the worldwide pandemic in March 2020. The five percent furlough was included in the Fiscal Year 2020-21 Non-
Departmental Budget for the Miscellaneous full time employees only. The Safety employees’ five percent
furloughs were included in the respective department’s budget; either Fire and Rescue or the Police Department.
The five percent furloughs were refunded in Fiscal Year 2020-21 as a result of the passage of Federal legislation,
American Rescue Plan (ARP), signed into law by President Biden in March 2021. The ARP is the first piece of
legislation allowing for local and state governments to receive fiscal relief from the economic impacts of COVID-
19. As per the side letters agreed upon by the bargaining groups, the five percent furloughs were reinstated and
are therefore not included in the Fiscal Year 2021-22 proposed budget.
Further, the Retiree Medical Plan defined benefit plan, which provides medical insurance benefits to employees
hired before January 1, 2004 was transferred from the City Manager’s Department to Non-Departmental in FY
2020/21. This is a closed employment benefits plan.
In addition, this cost center accounts for the operating subsidy to the Housing Authority for the Bridge Shelter
program and Network for Homeless Solutions program. The Homeless Shelter and Program budget is included
in the Housing Authority Fund.
225
226
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Adopted
Actuals Actuals Budget Budget
NON-DEPARTMENTAL BY FUNDING SOURCE
General Fund - 101 23,086,453$ 12,709,701 10,464,781$ 18,988,668$
Disaster Fund - 150 -236,504 --
Air Quality Management Fund - 203 -122,540 --
American Rescue Plan Fund - 204 ---860,649
Park Development Fees Fund - 208 13,577 ---
Capital Improvement Fund - 401 40,000 1,150,000 1,150,000 -
Vehicle Parking District #1 Fund - 409 436 ---
Vehicle Parking District #2 Fund - 410 605 ---
23,141,071$ 14,218,746$ 11,614,781$ 19,849,317$
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Adopted
Actuals Actuals Budget Budget
NON-DEPARTMENTAL BY PROGRAM
Non-Departmental - 50240
Salaries and Benefits -$ -$ (1,292,008)$ 2,611,000$
Maintenance and Operations 3,026,826 7,541,065 8,806,865 7,396,732
Fixed Assets 20,000 ---
Transfers Out 20,094,245 6,677,681 4,099,924 9,841,585
Subtotal Non-Departmental 23,141,071$ 14,218,746$ 11,614,781$ 19,849,317$
Post Employment Benefits - 50650
Salaries and Benefits -$ -$ -$ -$
Maintenance and Operations ----
Fixed Assets ----
Subtotal Post Employment Benefits -$ -$ -$ -$
Salaries and Benefits -$ -$ (1,292,008)$ 2,611,000$
Maintenance and Operations 3,026,826 7,541,065 8,806,865 7,396,732
Fixed Assets 20,000 ---
Transfers Out 20,094,245 6,677,681 4,099,924 9,841,585
23,141,071$ 14,218,746$ 11,614,781$ 19,849,317$
NON-DEPARTMENTAL - 90000
TOTAL NON-DEPARTMENTAL
Total Non-Departmental
Expense by Fund
NON-DEPARTMENTAL (CONTINUED)
BUDGET NARRATIVE
The Fiscal Year 2021-22 Non-Departmental budget totals $19.8 million, an increase of $8.2 million, or 71 percent,
compared to the adopted budget for Fiscal Year 2020-21. The increase is primarily attributed to an increase to
Transfers Out of $5.7 million to primarily fund approved capital projects. In addition, the budget has increased due to
the removal of furloughs in across all non-safety departments that were booked in non-departmental, the effect of
which is $1.4 million.
Total Non-Departmental
Expense Category by Program
227
From Fiscal Year 2018-2019 Through Fiscal Year 2021-2022
FY 20-21 FY 21-22
FY 18-19 FY 19-20 Adopted Proposed
Actuals Actuals Budget Budget
NON-DEPARTMENTAL BY ACCOUNT
Salaries and Benefits
Furloughs 502200 -$ -$ (1,443,008)$ -$
Retirement 505300 --151,000 151,000
Employer Contr.Retirees' Med.506100 --2,460,000 2,460,000
Subtotal Salaries & Benefits -$ -$ 1,167,992$ 2,611,000$
Maintenance and Operations
Multi-Media, Promotions and Subs 510200 151,230$ 93,807$ -$ 164,000
Consulting 530200 --1,000 1,000
Legal 530300 -1,958,921 1,500,000 1,500,000
Principal Payments 535100 1,610,261 1,610,000 2,375,000 2,450,000
Interest Payments 535200 1,263,185 1,203,487 1,155,360 1,067,905
External Rent 535400 2,150 ---
Contingency 540800 --138,302 500,000
Other Costs 540900 --1,177,203 1,713,827
Emergency Protective Measure 580200 -236,504 --
Subtotal Maintenance & Operations 3,026,826$ 7,541,065$ 6,346,865$ 7,396,732$
Fixed Assets
Buildings and Structures 590400 20,000$ -$ -$ -$
Subtotal Fixed Assets 20,000$ -$ -$ -$
Transfers Out
Transfers Out 595100 20,094,245$ 6,677,681$ 4,099,924$ 9,841,585$
Subtotal Transfers Out 20,094,245$ 6,677,681$ 4,099,924$ 9,841,585$
Total Non-Departmental's Office 23,141,071$14,218,746$11,614,781$19,849,317$
NON-DEPARTMENTAL (CONTINUED)
Expense by Account
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CAPITAL IMPROVEMENT PROGRAM
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CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) is a summary of the major capital and public improvements to the City’s
infrastructure. A capital or public improvement project is defined as expenditures on capital assets with a value
greater than $30,000 that are stationary in nature, including but not limited to, publicly owned or operated streets,
highways, bridges, sidewalks, curbs, gutters, alleys, storm drains, trees and landscaping, medians, parks,
playgrounds, traffic signals, streetlights, fences, walls, or other infrastructure. The CIP also includes other types
of capital improvements including those specific to capital facilities, which are defined as city owned or operated
buildings including, but not limited to, City Hall, Civic Center, Police Department, Old Corp Yard, fire stations,
libraries, and community centers. Also included within the CIP are consolidated building modification projects.
Capital projects differentiate themselves from building modification projects in the dollar amount of the project.
Individual building modification projects are minor maintenance improvements capped at $30,000, each
respectively. In addition, capital projects have a wider scope of work and can span over multiple fiscal years. In
such cases, continuing appropriations are a part of the annual budget to transparently track these multi-year
capital projects. Other routine capital purchases, such as the purchase of new vehicles, computer hardware, and
other equipment, are accounted for in other special funds, such as the Equipment Replacement Fund and IT
Replacement Fund. These are not reflected in the CIP.
The CIP is important for planning and managing the City’s growth and development as well as maintaining
existing infrastructure. The CIP is a living document that continues to evolve each fiscal year through the
budgeting process to reflect City Council and community goals, needs, and desires. Planning for capital
improvements is an ongoing process. As the City’s infrastructure condition(s) and needs change, capital
programs and priorities are adjusted. New construction may be required to accommodate an increased demand
or replace aging facilities, while existing infrastructure requires periodic rehabilitation, replacement, or other
improvements to protect the City’s investments.
The Fiscal Year 2021-22 budget for the CIP is approximately $24.6 million across all funding sources, which is
an increase of 10.7 million or a 77% percent increase compared to the adopted budget for Fiscal Year 2020-21.
The Fiscal Year 2021-22 CIP includes the installation of additional vehicle charging stations, reconstruction of
the existing Police Department Firing Range, pavement reconstruction for Adams Avenue which is to be funded
with Road Maintenance and Rehabilitation Account (RMRA) funds, Westside Park Development, and the design
for the reconstruction of Fire Station No. 2, which all represent large financial commitments.
The table below reflects the adopted project expenditures for the CIP as well as the $34.9 million in
re-budgeted funds estimated to carry forward from the prior fiscal year for ongoing capital projects:
TOTAL CAPITAL IMPROVEMENT PROGRAM
1-Year CIP $24,566,362
Ongoing CIP (continuing appropriation) $34,929,516
Total Capital Improvement Program $59,495,878
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CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
CAPITAL IMPROVEMENT PROGRAM OVERVIEW
The CIP is organized and summarized by the following sections:
BUDGET GUIDE
The CIP Budget Guide provides a narrative overview of the CIP, including how the program is developed. The
guide identifies funding sources and categories of projects. It also reflects various summaries of projects by
category, district, and funding source.
CIP ACCOMPLISHMENTS
Included in this CIP section are major project-specific accomplishments from the prior fiscal year.
ONGOING CAPITAL IMPR OVEMENT PROJECTS
The CIP section includes a list of ongoing capital projects that the City Council has authorized to re-budget and
carry forward from the prior fiscal year. As the implementation of some capital projects straddle fiscal years, due
to complexities of project or other issues, this list is a transparent way to reflect all open projects with their
corresponding remaining balance. Adoption of the CIP also provides explicit City Council approval to
reappropriate these remaining project balances.
PROPOSED CAPITAL IMPROVEMENT PROJECTS BY CATEGORY AND CITY COUNCIL GO ALS
Best practices recommend that state and local governments establish an objective process for categorizing and
prioritizing capital improvement projects. The proposed capital projects by category provides a high-level
summary of the projects by voting district. The voting district reflects the actual project location; however, some
projects may provide a communitywide benefit. The capital projects are also classified using the following
categories (which are further defined under the Prioritization and Categorization section):
1 – Risk to Health, Safety or Environment
2 – Regulatory or Mandated Requirement
3 – Grant Funding
4 – Master Plan, General Plan
5 – Asset Condition, Annual Recurring Costs
In addition, this summary includes a corresponding project status, defined below:
New project – projects with this status are not previously budgeted projects and represent new financial
commitments to fund the projects as well as ongoing operation, maintenance, and rehabilitation costs.
Existing project – projects with this status are previously budgeted projects that are not completed or
span multiple fiscal years and are generally phased.
Ongoing project – projects with this status are ongoing citywide projects that are budgeted every fiscal
year in the CIP and relate to annual citywide improvements or maintenance. Examples of projects with
this status include Citywide Street Improvements, Citywide Storm Drain Improvements, or Parkway
Improvement Program. The project detail forms for these projects will not reflect prior budgets or
expenditures as the remaining balances for these projects are reflected on the Ongoing Capital
Improvement Projects summary.
230
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
This section also reflects how all capital projects tie back to the City Council’s established goals. Each project
will meet one or more of the below priorities:
Goal #1: Recruit and Retain High
Quality Staff
Goal #2: Achieve Long-term Fiscally
Sustainability
Goal #3: Strengthen Public Safety and
Keep Community Safe
Goal #4: Maintain and Enhance City’s
Infrastructure, Facilities, Equipment and
Technology
Goal #5: Diversify, Stabilize and
Increase Housing to Reflect Community
Needs
PROPOSED CAPITAL IMPROVEMENT PROJECTS MAP – BY VOTING DISTRICT
Fiscal Year 2021-22 marks the transition of the CIP to reflect voting districts. A map depicting the geographical
location of the capital projects with an overlay reflecting the voting districts is included in this section. The voting
district reflects the actual project location; however, some projects may provide a communitywide benefit.
Citywide or “ongoing” projects are not included on this map they are not specific to any one location or voting
district.
PROPOSED CAPITAL IMPROVEMENT PROJECTS BY FUNDING SOURCE
The summary of proposed capital projects by funding source provides a detailed list of each project and
corresponding funding sources for Fiscal Year 2021-22. This summary is organized by the following project
types:
Energy and Sustainability – projects in this category include any sustainability related initiatives,
including planning and implementation of energy efficiency measures at City owned facilities, expanding
renewables (i.e. Solar PV) and electrifying transportation by expanding the electric vehicle (EV) charging
infrastructure and Zero Emission Vehicles (ZEVs) citywide.
Facilities – projects in this category include any facility maintenance, improvements or reconstruction.
Parks – projects in this category include any maintenance, improvements, or development at park
facilities.
Parkway and Medians – projects in this category include any parkway and median landscape
maintenance or curb/median construction.
Streets – projects in this category include any street maintenance (i.e. slurry seal, rehabilitation, etc.) or
repairs and storm drain or water quality related improvements.
Transportation – projects in this category include any transportation related improvements or
maintenance, including active transportation projects, traffic signal maintenance and improvements, and
general neighborhood traffic improvements.
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CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
CAPITAL IMPROVEMENT PROJECT DETAILS
This section provides detailed information about all projects, funding levels, and funding sources. These forms
are project-specific and reflect all prior, current, and future project expenditures by phase to provide a total project
cost for the City Council and community.
Each project-specific form also includes an estimated financial operating impact for consideration in the budget
adoption process that outlines ongoing operation, maintenance, and rehabilitation costs. These estimates are
prepared per project and are subject to change based on final project design and/or construction. Certain ongoing
citywide projects do not include maps or images as the maintenance districts are not specific to any one location
or voting district. Additionally, these projects do not reflect prior budgets or expenditures as they are classified
as “ongoing” projects. As such, the remaining balances for these projects are reflected on the Ongoing Capital
Improvement Projects summary.
FIVE -YEAR CAPITAL IM PROVEMENT PROGRAM
The Five-Year CIP also includes a “future” column for projects that are not developed at this time or may be
implemented after Fiscal Year 2026-2027. Each fiscal year of the Five-Year CIP includes a realistic cost estimate
that is within range of prior year CIP total costs. However, the cost estimates for each project are presented at
current value/current dollars and are not escalated for inflation. As a result, the estimates are subject to change.
Additionally, although the schedule spans five years and future, funds for only the first year are appropriated
within the Fiscal Year 2021-22 Budget. The schedule provides a view of upcoming fiscal year capital projects
that could be adjusted based on changing City Council and community priorities or financial capabilities. The
revised 5-year CIP represents an overall well-balanced, long-term plan reflecting current City Council’s strategic
goals and priorities. All projects including those in “future” years remain eligible for any grant funding, should
opportunities arise.
PERCENTAGE OF GENERA L FUND BUDGET FOR CA PITAL EXPENDITURES
On September 15, 2015, the City Council adopted the Capital Asset Needs (CAN) Ordinance as a result of a
new policy being adopted during the preparation of the Fiscal Year 2015-16 budget. The ordinance added Article
8 to Chapter V of Title 2 of the Costa Mesa Municipal Code to establish the requirement for the City to annually
allocate a minimum of five percent (5%) of the General Fund revenue to a capital expenditures account and one
and one-half percent (1.5%) of General Fund revenue to a capital facilities account. These funds are to be used
for the construction, design, engineering, project management, inspection, contract administration and property
acquisition of city owned or operated facilities.
In addition, the Capital Facilities account may also be used toward debt obligations created to fund Capital
Facilities where the indebtedness after the effective date of the ordinance.
In the event of an economic downturn, natural disaster, emergency or other unforeseen circumstance, or if the
General Fund Operating Reserve falls below the level established by resolution of the City Council pursuant to
Section 2-205 of the Costa Mesa Municipal Code, the City is not required to comply with the requirements set
forth above. Use of such exceptions requires approval by a supermajority of the City Council.
CIP GOALS
The CIP is developed based on the City Council and community’s overarching goals. This is specifically reflected
in the Adopted Capital Improvement Projects by Category and City Council Goals section. Additionally, the
program is developed in accordance with elements in the City’s General Plan as well as City Council adopted
planning documents and master plans.
232
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
CIP BUDGET DEVELOPME NT PROCESS
As part of the annual budget process, the Finance Department and Public Services Department partner to
propose a balanced list of projects that consider the complex workloads associated with each project as well as
funding sources and available resources. In collaboration with the City Manager’s Office, capital projects are
recommended by departments and reviewed and evaluated by both the Finance Department and Public Services
Department to ensure that the City’s priorities, infrastructure needs, financial capacity, and impact the projects
have on the City’s operating budget are addressed.
Typically, a number of projects are identified and requested each year ; however, not all of the projects can be
funded. An evaluation process is conducted in collaboration with each department to discuss priorities and
needs. A list of recommended projects is presented to the City Manager for consideration and all projects
considered, but not recommended, are deferred and included in the Five-Year CIP for future consideration.
Additionally, there is a number of capital projects that may be requested and are pending other funding sources,
including competitive grants. Projects that may be expecting such competitive grant funding, or funded with other
similar outside resources, are not budgeted in the current fiscal year until the funding is awarded, but they are
referenced in the Five-Year CIP. As a result, throughout the fiscal year, the City Council will receive
recommendations to authorize new capital projects and approve budget adjustments to recognize and
appropriate the competitively sourced funding.
Once the proposed list is prepared, staff presents the proposed projects at the City Council Study Session,
Finance and Pension Advisory Committee, Parks, Arts and Community Services Commission, and the Planning
Commission for consideration based on their respective purviews. Following their respective reviews and
approval, the CIP budget is presented to City Council for consideration and adoption.
PRIORITIZATION & CAT EGORIZATION
The CIP is updated annually allowing the City to re-evaluate its priorities and needs in each subsequent year
based upon the most current revenue projections and project priorities. Capital projects affecting public health
and safety, and/or legal mandates receive the highest priority. The remaining projects are prioritized for final City
Council consideration and adoption by City Council goals, conformance to the City’s General Plan and
corresponding planning documents and approved master plans, asset conditions, and available grant funding.
The categories aiding in prioritization of these projects are outlined and defined below:
1 – Risk to Health, Safety or Environment – projects in this category provide an immediate health or
safety concern. These are high priority projects.
2 – Regulatory or Mandated Requirement – projects in this category are mandated or in accordance
with government regulations. Projects in this category are required and may not be defunded or deferred.
3 – Grant Funding – projects in this category generally have competitively sourced funding and are
subject to a timeframe outlined in the grant documents. Consequently, deferring these projects may result
in forfeiture of grant funding.
4 – Master Plan, General Plan – projects in this category are in conformance with the City’s General
Plan and related planning documents. They are also projects specifically identified in other approved
master plans, such as park-specific master plans, Active Transportation Plan or Parks, Open Space, &
Recreation Master Plan.
233
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
5 – Asset Condition, Annual Recurring Costs – projects in this category may either be annual recurring
extraordinary maintenance costs or one-time/infrequent projects that improve the condition of the City’s
assets. Some projects in this category include playground resurfacing and equipment replacement, street
rehabilitation or sidewalk and parkway repairs. Some projects in this category may also be categorized
as 1 – Risk to Health, Safety or Environment after previously being deferred.
PROJECT ESTIMATES & FUNDING SOURCES
The Public Services Department develops project cost estimates based on prior experience with similar projects
or preliminary designs already completed. The cost estimates for each project are presented at current
value/current dollars and are not escalated for inflation. As a result, the estimates are subject to change or
escalation, particularly in the outer years of the Five-Year CIP. Occasionally the scope of the project may change
resulting in higher costs than the original estimate. This also includes projected operating costs or impacts of the
capital projects which are estimated per project and subject to change based on final project design and/or
construction.
If project costs at the time of bid award are more than budgeted amounts, five options are considered:
Eliminate the project; or
Defer the project for consideration during future budget processes; or
Re-scope or change the phasing of the project to meet the existing approved budget; or
Request City Council to transfer funding from another specified project that has savings and/or is a lower
priority; or
Request City Council appropriate additional resources, as necessary, from the respective fund balances.
At project completion, any unused funds are returned to the unassigned fund balance for the respective funds.
The City employs a combination of approaches to fund its capital projects. The Finance Department and Public
Services Department funding recommendations are based upon the most current revenue projections. For many
smaller improvement projects, funds are appropriated from available cash on hand. Large-scale capital projects
are funded through a variety of methods including long-term financing, user fees, proceeds from bond issues,
grants, assessments, impact fees, and reserve balances. A list and description of capital project funding sources
is provided in the Description of Funds.
CONTINGENCIES & CHAN GE ORDERS
A contingency is included within applicable projects as specified on the project detail forms’ cost breakdown.
These amounts allow for budget flexibility for unanticipated concerns or cost escalations during the project,
including potential change orders.
Change orders for projects are processed in accordance with the adopted City Council Policy 700-1, Change
Orders on Capital Improvements. This Policy provides flexibility for unforeseen circumstances on Capital
Improvement Projects when change orders are required. These change orders are generally the result of
additions or deletions to the project, revisions to the project, and omissions or errors in the original project plans
and/or specifications. The policy does not provide budget authority for change orders as City Council would first
need to approve a budget adjustment appropriating or transferring the necessary funding.
234
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
The policy provides staff with the following latitude while also maintaining accountability for expenditures:
CITY COUNCIL POLICY 700-1
CHANGE ORDER
AMOUNT/PERCENT
MAXIMUM
COLLECTIVE SUM
APPROVAL
LEVEL
$5,000 or 1% of original contract
(whichever is greater)
Sum of all change orders can’t exceed 5%
of original contract or $5,000
Department Head
Up to $50,000 or 5% of original
contract (whichever is greater)
Sum of all change orders can’t exceed
10% of original contract or $50,000
City Manager
Over $50,000 or 5% of original
contract (whichever is greater)
Sum of all change orders that exceed 10%
of original contract or $50,000
City Council (requires new
business item on Agenda)
Scope of work changes (when
project is materially changed)
All material changes to the scope
regardless of the amount or collective sum
City Council (requires new
business item on Agenda)
235
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
WHAT DID WE DO IN FI SCAL YEAR 2020 -21?
CITYWIDE STREET IMPR OVEMENTS
The City’s annual street maintenance and improvement project resulted in a Pavement Condition Index (PCI) of
86.3, which places Costa Mesa in the top echelon of cities in Orange County that maintains streets at such a
high level.
In fiscal year 2020-21, the Public Services Department accomplished a robust program of parkway and street
pavement reconstruction and rehabilitation. Over one million square miles of pavement were rehabilitated that
ranged from full pavement reconstruction to slurry seal, in addition to the reconstruction of concrete curbs &
gutters, sidewalks, and driveways. Some of these streets that have been recently reconstructed and
rehabilitated include Hamilton Street, Santa Ana Avenue, and Bear Street, along with residential streets. In
addition to these infrastructure improvements, Active Transportation elements were also incorporated, such as
expanded bike lanes, conflict zone striping, and bike boxes. Traffic striping and markings have been updated to
current standards that enhance safety and clarity to the motoring public and to pedestrians.
236
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
PERMANENT BRIDGE SHE LTER FACILITY
The Permanent Bridge Shelter was formally dedicated by the City Council on March 23rd, 2021. An
industrial /warehouse building was transformed to a facility that will accommodate 72 guests. This
facility provides separate sleeping quarters for men and women, restroom and shower facilities, outdoor
space, a full service kitchen, dining room, education rooms, medical office, facilities for operating staff,
onsite parking, new heating, ventilation, and air conditioning system (HVAC), upgraded fire sprinkler
system, Americans with Disabilities Act (ADA) improvements, as well as security enhancements. Other
improvements included gas, water, sewer, electrical, and communications utility infrastructure. The
project was completed primarily using County of Orange Grant funds and Community Development
Block Grant Funds.
After Improvements
237
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
NORMA HERTZOG COMMUNITY CENTER
The Lions Park Projects included the renovation of the old library to become the new Norma Hertzog
Community Center. The facility improvements included new assembly and community rooms; heating,
ventilation and air conditioning (HVAC) ducting system; plumbing; and electrical upgrades. The
community center received new exterior glazing, advanced audio visual equipment, upgraded
restrooms, offices, a catering kitchen, stage, fire sprinkler system, and landscaping. The new
community center accommodates up to 330 persons in the main assembly room and 100 persons in
the adjacent conference room.
238
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
LIONS PARK PLAYGROUN D IMPROVEMENTS
Lions Park Playground underwent a complete reconstruction. The renovated playground includes a
new restroom facility, open green space areas, new playground equipment, new rubberized surfacing,
sand play area, and the complete rehabilitation of the 1950s Grumman F9F-2 Panther Jet flown by the
U.S. Navy. Improvements also include storm drain and irrigation infrastructure, new benches,
landscaping, and concrete pathways.
239
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
MERRIMAC WAY IMPROVEMENTS
The Merrimac Way Improvements between Fairview
Road and Harbor Boulevard have been constructed to
improve bicycle and pedestrian mobility and safety.
This project implements the first Class IV bicycle facility
(separated cycle tracks) in the City.
The project includes the following features:
Reduction of travel lanes to create buffered space for
separated cycle tracks
Class IV cycle tracks
Class I multi-purpose trail for pedestrians and bicyclists
New midblock pedestrian crossing and pedestrian
HAWK signal
High visibility continental and ladder style crosswalks
Green bicycle conflict zone striping and a bicycle box
at the intersection of Fairview Road
Americans with Disabilities Act Improvements
Reconstructed medians with drought tolerant
landscaping
Reconstructed pavement
Traffic signal modifications at Harbor Boulevard and
Fairview Road
Before Improvements After Improvements
After Improvements
240
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
CITY HALL ELECTRIC V EHICLE CHARGING STAT IONS AND ZERO EMISSION CITY
FLEET
The City Hall Electric Vehicle (EV) charging stations project included the installation of five (5) EV charging
stations at City Hall that provides a total of nine (9) EV charging ports. The design includes two (2) dual port
Level II charging stations at the back of City Hall to serve four (4) EV Parking Spaces; and two (2) dual port Level
II charging stations plus one (1) DC fast Level Ill charging station to serve a total of five (5) EV Parking Stalls in
front of City Hall.
The City successfully secured $148,210 in grant funding from the Mobile Source Air Pollution Reduction
Committee (MSRC) Local Government Partnership Program MSRC, of which $122,540 was allocated for the
construction of electric vehicle chargers at City Hall and the remaining $25,670 was allocated towards the
purchase of three (3) Electric Vehicles. An additional $70,000 rebate was secured for the project through the
Southern California Incentive Project (SCIP).
The City increased its Zero Emission Vehicles (ZEV) within its fleet by purchasing 3 Chevy Bolts as part of this
project. These EVs are able to fully benefit from the recently completed EV infrastructure at the City Hall.
The availability of EV charging stations at City Hall highlights the City’s commitment to sustainability and
environmentally friendly programs, initiatives and technologies that build resilient communities and infrastructure.
All Costa Mesa residents, City employees, and commuters from the neighboring cities are able to benefit from
this publically available EV charging infrastructure that is convenient and accessible.
Before Improvements After Improvements
241
No.Proj #Project Name Budget Actuals
Remaining
Balance
1 200045 Fire Station #3 Improvements and Repairs 125,000$ 12,500$ 112,500$
2 200062 Building Maintenance Projects 2,739,004 2,573,798 165,206
3 200084 Fire Stations #2-#6: Critical Infrastructure Protection 100,000 47,837 52,163
4 200091 City Hall- Elevators Modernization 707,712 712 707,000
5 200092 Fire Suppression System & Fire Panel Upgrade 527,568 187,274 340,294
6 200094 Range Remodel/Update 100,000 39,665 60,335
7 200097 Electric Vehicle Fleet and Infrastructure 412,896 315,827 97,069
8 200098 Costa Mesa Bridge Shelter 15,475,820 11,089,439 4,386,381
9 210002 Corp Yard UDC Maintenance Access Cover
Upgrades
95,000 93,475 1,525
10 210003 Fire Station 3 - Ground Water and Soil Assessment 50,000 - 50,000
11 210004 Fire Stations - Minor Projects at Various Stations 100,000 - 100,000
12 210005 Citywide Parking Study 135,000 49,999 85,001
13 300063 Project W Transit Stop Improvement 74,500 - 74,500
14 300148 Citywide Bicycle Rack Improvements 150,000 - 150,000
15 300160 Hyland/MacArthur Intersection Improvements 428,958 92,897 336,061
16 300162 I-405 Improvement 594,400 457,696 136,704
17 300163 Citywide Neighborhood Traffic Improvements 312,800 223,317 89,483
18 300168 Bear Street Improvements I-405 to Baker Street 715,000 657,685 57,315
19 300169 Fairview Road Improvements - I-405 to Adams
Avenue
1,178,820 - 1,178,820
20 300171 SB Newport Blvd Improvement (Mesa to Victoria)1,908,337 - 1,908,337
21 300172 Pavement Mitigation I -405 Project 661,980 - 661,980
22 300173 Newport Blvd Improvement NB (22nd to Bristol) &SB
(Bristol to Mesa)
2,134,145 - 2,134,145
23 300174 Adams at Pinecreek Improvement 950,000 - 950,000
24 300175 Bear Street Pedestrian Signal at Education First 300,000 - 300,000
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Ongoing Capital Improvement Projects
Remaining Balances as of 4/15/21
TOTAL ALL FUNDS
242
No.Proj #Project Name Budget Actuals
Remaining
Balance
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Ongoing Capital Improvement Projects
Remaining Balances as of 4/15/21
TOTAL ALL FUNDS
25 300176 Local Road Safety Plan 80,000 - 80,000
26 350030 Westside Restoration Project 125,000 - 125,000
27 370034 Fairview Road Traffic Signal Synchronization 2,070,896 1,932,677 138,219
28 370047 Sunflower Traffic Signal Synchronization 713,746 699,146 14,600
29 370050 West 17th St. Design - Newport Boulevard to West
City Limits
862,500 240,127 622,373
30 370051 Fairview Road Improvements (Baker St. to Adams
Av.)
710,600 151,944 558,656
31 370052 Newport Boulevard Improvements from 19th St. to
17th St.
656,250 124,282 531,968
32 370054 Baker/ Randolph Traffic Signal Installation 300,000 - 300,000
33 370055 Traffic Signal Preemption 375,000 351,201 23,799
34 370056 Bear Street Traffic Signal Synchronization 636,253 256,137 380,116
35 370057 RedHill Ave Traffic Signal Synchronization 330,400 - 330,400
36 370058 Citywide Traffic Signal Improvement 50,000 - 50,000
37 370059 W.19th Wallace Ave Traffic Signal 30,000 - 30,000
38 400012 Citywide Alley Improvements 2,573,019 1,538,867 1,034,152
39 400015 Citywide Street Improvements 23,626,742 19,617,743 4,008,999
40 450009 West 19th Bicycle Lanes and Route 397,710 322,710 75,000
41 450010 Citywide Class II, III and IV Bicycle Projects 320,461 1,425 319,036
42 450011 Merrimac Way Bicycle Facility 2,030,000 382,316 1,647,684
43 450013 Adams Ave Multi-Purpose Trail 325,000 150,781 174,219
44 450014 Adams Ave Bicycle Facility Project 120,000 - 120,000
45 500009 New Sidewalk / Missing Link Program 691,525 341,525 350,000
46 500010 Parkway Maintenance Program Citywide 725,000 180,675 544,325
47 500017 Priority Sidewalk Repair 300,000 225,231 74,769
48 550008 Citywide Catch Basin Insert and Water Quality
Improvement
218,213 20,852 197,361
243
No.Proj #Project Name Budget Actuals
Remaining
Balance
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Ongoing Capital Improvement Projects
Remaining Balances as of 4/15/21
TOTAL ALL FUNDS
49 550011 Citywide Storm Drain Improvements - Fairview Park
Storm
362,518 - 362,518
50 550011 Citywide Storm Drain Improvements 1,371,546 644,344 727,202
51 550021 Bristol Street Storm Drain Diversion Project 1,848,500 1,782,976 65,524
52 550022 Westside Storm Drain Improvements 1,050,000 - 1,050,000
53 700021 Wilson TeWinkle Park Bridge Repairs 200,000 - 200,000
54 700027 TeWinkle Park - Skate Park Expansion 70,000 37,841 32,159
55 700080 Park Security Lighting 299,880 135,379 164,501
56 700106 Various Parks - Sidewalk Replacement 64,686 - 64,686
57 700110 Open Space Master Plan Update 200,000 183,408 16,592
58 700115 Jack Hammett Sports Complex ADA Improvements 1,763,652 66,377 1,697,275
59 700128 Park Accessibility 100,000 - 100,000
60 700129 Shalimar Park Improvements 250,000 - 250,000
61 700132 Fairview Park - Vernal Pool Restoration 300,000 65,011 234,989
62 700133 Canyon Park Inventory Management & Restoration 60,000 - 60,000
63 700134 Fairview Park Fence Sign Trail 150,000 - 150,000
64 700135 Fairview Park Master Plan Update 250,000 - 250,000
65 700136 Jordan Park Playground Equipment Replacement 175,000 - 175,000
66 700137 TeWinkle Park Lakes Repairs 75,000 - 75,000
67 700139 Ketchum-Libolt Park Expansion 50,000 - 50,000
68 800015 Lions Park Projects & NCC- Library Development 40,110,379 36,771,804 3,338,575
Total Ongoing Capital Improvement Projects 116,996,416$ 82,066,900$ 34,929,516$
244
245
No.Project Name Category
Dist.
No.
1 Citywide - Community Choice Energy
Feasibility Study 4 - Master Plan, General Plan All
2 Various Facilities - Electric Vehicle Charging
Stations 4 - Master Plan, General Plan All
3 Building Modification Projects 5 - Asset Condition, Annual Recurring Costs All
4 City Hall- Cast Iron Drainage Repipe 5 - Asset Condition, Annual Recurring Costs 3
5 City Hall - Exterior Paint 5 - Asset Condition, Annual Recurring Costs 3
6 City Hall - Training Room 5 - Asset Condition, Annual Recurring Costs 3
7 Corp Yard- Electric Security Gate 5 - Asset Condition, Annual Recurring Costs 1
8 Corp Yard- Fleet Shop Epoxy Floors 1 - Risk to Health, Safety or Environment 1
9 Downtown Aquatic Center- Pool Replaster 5 - Asset Condition, Annual Recurring Costs 5
10 Fire Station 1 - Dehumidifier Installation 1 - Risk to Health, Safety or Environment 5
11 Fire Station 2 - Reconstruction 5 - Asset Condition, Annual Recurring Costs 2
12 Fire Station 3 - Repairs 5 - Asset Condition, Annual Recurring Costs 5
13 Fire Stations - Minor Projects at Various Fire
Stations 1 - Risk to Health, Safety or Environment All
14 PD - Carpet Replacement 5 - Asset Condition, Annual Recurring Costs 3
15 PD - Range Remodel 5 - Asset Condition, Annual Recurring Costs 3
16 PD Underground Storage Tank (UST) Removal 2 - Regulatory or Mandated Requirement 3
17 Various Facilities - HVAC Replacement
Program 5 - Asset Condition, Annual Recurring Costs All
18 Costa Mesa Skate Park Expansion 4 - Master Plan, General Plan 3
246
Quality
Recruitment
Fiscally
Sustainable
Safe
Community
Enhance
Infrastructure
Housing
Commitments
Fiscal Year
2021-2022
150,000$
145,000
392,306
75,000
150,000
40,000
75,000
75,000
275,000
250,000
750,000
100,000
100,000
55,000
1,500,000
125,000
530,000
100,000
By Category and City Council Goals
Capital Improvement Projects
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Fiscal Year 2021-2022
247
No.Project Name Category
Dist.
No.
19 Jack Hammett Sport Park Expansion 4 - Master Plan, General Plan 3
20 Ketchum-Libolt Park Expansion 4 - Master Plan, General Plan 4
21 Parks, Recreation and Open Space Master
Plan Updates 4 - Master Plan, General Plan All
22 Park Sidewalk / Accessibility Program 1 - Risk to Health, Safety or Environment All
23 Tanager Park Playground, Exercise Equipment
Replacement 5 - Asset Condition, Annual Recurring Costs 1
24 TeWinkle Park - Lakes Repairs & Upgrades 1 - Risk to Health, Safety or Environment 3
25 Westside Park Development 4 - Master Plan, General Plan 4&5
26 New Sidewalk/Missing Link Program 1 - Risk to Health, Safety or Environment All
27 Parkway & Medians Improvement Program 1 - Risk to Health, Safety or Environment All
28 Priority Sidewalk Repair 1 - Risk to Health, Safety or Environment All
29 Westide Restoration Project 4 - Master Plan, General Plan 4&5
30 Adams Ave Improvements - RMRA 4 - Master Plan, General Plan 1
31 Citywide Alley Improvements 4 - Master Plan, General Plan All
32 Citywide Catch Basin and Water Quality
Improvements 2 - Regulatory or Mandated Requirement All
33 Citywide Street Improvements 4 - Master Plan, General Plan All
34 Newport Blvd Improvements-S/B from Mesa Dr.
to Victoria St 5 - Asset Condition, Annual Recurring Costs 3
35 Westside Storm Drain Improvements 4 - Master Plan, General Plan 4&5
36 Wilson Street Improvements 5 - Asset Condition, Annual Recurring Costs 3&5
248
Quality
Recruitment
Fiscally
Sustainable
Safe
Community
Enhance
Infrastructure
Housing
Commitments
Fiscal Year
2021-2022
By Category and City Council Goals
Capital Improvement Projects
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Fiscal Year 2021-2022
1,013,000
247,520
75,000
40,000
231,000
50,000
250,000
100,000
500,000
50,000
350,000
2,278,862
500,000
25,000
8,320,359
57,315
550,000
800,000
249
No.Project Name Category
Dist.
No.
37 Baker, Placenita, 19th, Victoria Traffic Signal
Synchronization 3 - Grant Funding 1,2,4
&5
38 Bicycle and Pedestrian Infrastructure
Improvements 4 - Master Plan, General Plan All
39 Citywide Bicycle Trail Wayfinding Signage 4 - Master Plan, General Plan All
40 Citywide Class II and III Bicycle Roadway
Projects 4 - Master Plan, General Plan All
41 Citywide Neighborhood Traffic Improvements 1 - Risk to Health, Safety or Environment All
42 Mesa Del Mar Multi-Modal Access and
Circulation Improvements 1 - Risk to Health, Safety or Environment 3
43 Mesa Drive and Santa Ana Ave Bicycle Facility
Improvements 1 - Risk to Health, Safety or Environment 3 & 6
44 Mesa Verde Drive East/ Peterson Place Class
II Bicycle Facility 4 - Master Plan, General Plan 1 & 3
45 Randolph Avenue Parking and Pedestrian
Improvements 4 - Master Plan, General Plan 2
46 West 18th St and Wilson St. Croswalks 4 - Master Plan, General Plan 3 & 5
47 West 19th St. at Wallance Avenue Traffic
Signal- Construction 4 - Master Plan, General Plan 4
250
Quality
Recruitment
Fiscally
Sustainable
Safe
Community
Enhance
Infrastructure
Housing
Commitments
Fiscal Year
2021-2022
By Category and City Council Goals
Capital Improvement Projects
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Fiscal Year 2021-2022
2,216,000
150,000
75,000
200,000
100,000
300,000
100,000
100,000
400,000
300,000
300,000
24,566,362$
251
252
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Map by Voting District
1
1 Citywide projects that are not specifically defined and/or larger projects (i.e. Westside projects) are not geographically displayed
above as they are not specific to any one location or district.
253
No.Category/Project Name
ENERGY AND SUBSTAINABILITY
1 Citywide - Community Choice Energy Feasibility Study -$ -$ -$ -$
2 Various Facilities - Electric Vehicle Charging Stations - 145,000 - -
SUBTOTAL ENERGY AND SUBSTAINABILITY - 145,000 - -
FACILITIES
3 Building Modification Projects - - - -
4 City Hall- Cast Iron Drainage Repipe - - - -
5 City Hall - Exterior Paint - - - -
6 City Hall - Training Room - - - -
7 Corp Yard- Electric Security Gate - - - -
8 Corp Yard- Fleet Shop Epoxy Floors - - - -
9 Downtown Aquatic Center- Pool Replaster - - - -
10 Fire Station 1 - Dehumidifier Installation - - - -
11 Fire Station 2 - Reconstruction - - - -
12 Fire Station 3 - Repairs - - - -
13 Fire Stations - Minor Projects at Various Fire Stations - - - -
14 Police Department - Carpet Replacement - - - -
15 Police Department - Range Remodel - - - -
16 Police Department - Underground Storage Tank (UST) Removal - - - -
17 Various Facilities - HVAC Replacement Program - - - -
SUBTOTAL FACILITIES - - - -
PARKS
18 Costa Mesa Skate Park Expansion - - - 100,000
19 Jack Hammett Sport Park Expansion - - - 350,000
20 Ketchum-Libolt Park Expansion - - - -
21 Parks, Recreation and Open Space Master Plan Updates - - - 75,000
22 Park Sidewalk / Accessibility Program 40,000 - - -
23 Tanager Park Playground, Exercise Equipment Replacement - - - 156,000
24 TeWinkle Park - Lakes Repairs and Upgrades - - - 50,000
25 Westside Park Development - - - 250,000
SUBTOTAL PARKS 40,000 - - 981,000
PARKWAYS AND MEDIANS
26 New Sidewalk / Missing Link Program 100,000 - - -
27 Parkway and Medians Improvement Program 200,000 - - -
28 Priority Sidewalk Repair 50,000 - - -
29 Westside Restoration Project - - - -
SUBTOTAL PARKWAY AND MEDIANS 350,000 - - -
STREETS
30 Adams Avenue Improvements-RMRA - - - -
31 Citywide Alley Improvements 500,000 - - -
32 Citywide Catch Basin Insert and Water Quality Improvement Project - - - -
33 Citywide Street Improvements 4,742,518 - - -
34 Newport Blvd Improvements -S/B from Mesa Dr. to Victoria St - - - -
35 Westside Storm Drain Improvements - - - -
36 Wilson Street Improvements - - 565,777 -
SUBTOTAL STREETS 5,242,518 - 565,777 -
F
Y
2
Gas Tax
(HUTA) Fund
201
AQMD
Fund
203
CDBG
Fund
207
Park
Development
Fees Fund
208
254
Fiscal Year 2021-2022
Jack
Hammett
Fund
417
-$ -$ -$ 150,000$ -$ -$ -$ -$ 150,000$
- - - - - - - - 145,000
- - - 150,000 - - - - 295,000
- - - 392,306 - - - - 392,306
- - - 75,000 - - - - 75,000
- - - 150,000 - - - - 150,000
- - - 40,000 - - - - 40,000
- - - 75,000 - - - - 75,000
- - - 75,000 - - - - 75,000
- - - 275,000 - - - - 275,000
- - - 250,000 - - - - 250,000
- - - 750,000 - - - - 750,000
- - - 100,000 - - - - 100,000
- - - 100,000 - - - - 100,000
- - - 55,000 - - - - 55,000
- - - 1,500,000 - - - - 1,500,000
- - - 125,000 - - - - 125,000
- - - 530,000 - - - - 530,000
- - - 4,492,306 - - - - 4,492,306
- - - - - - - - 100,000
- - - - - - 663,000 - 1,013,000
- - - - - - - 247,520 247,520
- - - - - - - - 75,000
- - - - - - - - 40,000
- - - 75,000 - - - - 231,000
- - - - - - - - 50,000
- - - - - - - - 250,000
- - - 75,000 - - 663,000 247,520 2,006,520
- - - - - - - - 100,000
- - - 125,000 - 175,000 - - 500,000
- - - - - - - - 50,000
- - - 350,000 - - - 350,000
- - - 475,000 - 175,000 - - 1,000,000
- - 2,278,862 - - - - - 2,278,862
- - - - - - - - 500,000
25,000 - - - - - - - 25,000
- - - 665,777 - 2,912,064 - - 8,320,359
- - 57,315 - - - - - 57,315
550,000 - - - - - - - 550,000
- - - 234,223 - - - - 800,000
575,000 - 2,336,177 900,000 - 2,912,064 - - 12,531,536
Drainage
Fund
209
Traffic
Impact Fee
Fund
214
Gas Tax
(RMRA)
Fund 251
Capital
Improvement
Fund
401
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Capital Improvement Projects by Funding Source
State Grant
Fund
231 Total
Measure M2
Regional
Fund
415
Measure M2
Fairshare
Fund
416
255
No.Category/Project Name
F
Y
2
Gas Tax
(HUTA) Fund
201
AQMD
Fund
203
CDBG
Fund
207
Park
Development
Fees Fund
208
TRANSPORTATION
37 Baker, Placenita, 19th, Victoria Traffic Signal Synchronization - 200,000 - -
38 Bicycle and Pedestrian Infrastructure Improvements - - - -
39 Citywide Bicycle Trail Wayfinding Signage - - - -
40 Citywide Class II, III and IV Bicycle Projects - - - -
41 Citywide Neighborhood Traffic Improvements - - - -
42 Mesa Del Mar Multi-Modal Access and Circulation Improvements - - - -
43 Mesa Drive and Santa Ana Ave Bicycle Facility Improvement - - - -
44 Mesa Verde Drive East/ Peterson Place Class II Bicycle Facility - - - -
45 Randolph Avenue Parking and Pedestrian Improvements - - - -
46 West 18th St and Wilson St. Crosswalks - - - -
47 West 19th St. at Wallance Avenue Traffic Signal - - - -
SUBTOTAL TRANSPORTATION - 200,000 - -
Total Capital Improvement Projects 5,632,518$ 345,000$ 565,777$ 981,000$
256
Fiscal Year 2021-2022
Jack
Hammett
Fund
417
Drainage
Fund
209
Traffic
Impact Fee
Fund
214
Gas Tax
(RMRA)
Fund 251
Capital
Improvement
Fund
401
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Capital Improvement Projects by Funding Source
State Grant
Fund
231 Total
Measure M2
Regional
Fund
415
Measure M2
Fairshare
Fund
416
- 243,000 - - 1,773,000 - - - 2,216,000
- 100,000 - - - 50,000 - - 150,000
- - - 75,000 - - - - 75,000
- 200,000 - - - - - - 200,000
- - - 100,000 - - - - 100,000
- 100,000 - 200,000 - - - - 300,000
- 100,000 - - - - - - 100,000
- 100,000 - - - - - 100,000
- 150,000 - 250,000 - - - - 400,000
- 300,000 - - - - - - 300,000
- - - 300,000 - - - - 300,000
- 1,293,000 - 925,000 1,773,000 50,000 - - 4,241,000
575,000$ 1,293,000$ 2,336,177$ 7,017,306$ 1,773,000$ 3,137,064$ 663,000$ 247,520$ 24,566,362$
257
Capital Improvement Projects by Funding Source
Fiscal Year 2020-2021
Park
Gas Tax AQMD CDBG Development Drainage
(HUTA) Fund Fund Fund Fees Fund Fund
No Category/Project Name 201 203 207 208 209
FY 2021-2022 Projects Considered and Deferred to Future Fiscal Years
2 Citywide - Costa Mesa Green Business Program -$
5 City Hall - 1st Floor IT Department Reconfiguration
6 City Hall - 1st Floor Finance Security & Efficiency Reconfiguration
15 Fire Station 4 - Replace living Quarters
20 Bark Park Renovation 470,000$
22 Fairview Park - CA-ORA-58 Fill Removal, Cap & Restore Native Habitat 3,750,000$
30 Victoria Street Trail- Outdoor Exercise Equipment 154,000$
34 Victoria Street - Parkway Landscape Rehabilitation
52 Placentia/20th HAWK Signal
Total 4,374,000$
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
258
Traffic Capital Measure M2 Measure M2 Jack
Impact Fee Gas Tax Improvement Regional Fairshare Hammett Grant Proposed Future Years
Fund (RMRA) Fund Fund Fund Fund Improv. Fund Fund 2021-22 Total
214 251 401 415 416 417 xxx
300,000$ 300,000$
350,000$ 350,000
550,000$ 550,000
5,500,000$ 5,500,000
-$ 470,000
-$ 3,750,000
-$ 154,000
250,000$ 250,000
200,000$ 200,000$
7,150,000$ 11,524,000$
Capital Improvement Projects by Funding Source
Fiscal Year 2020-2021
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
259
260
Type:Energy and Sustainability Item No.1
Department:Publlic Services CIP Project No.
Category:4- Master Plan, General Plan District No.All
Project
Description:
This project is to conduct a standalone Community Choice Energy (CCE) feasibility study that considers all options.
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- - - - - - - -
- - - - - - - -
- 150,000 - - - - - 150,000
-$ 150,000$ -$ -$ -$ -$ -$ 150,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 150,000$ -$ -$ -$ -$ -$ 150,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 150,000$ -$ -$ -$ -$ -$ 150,000$
Project Account (Account-Fund-Org-Program-Project):
Operating Impacts: Total Estimated Project Cost:
Location: Citywide Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Community Choice Energy Feasibility Study
Community Choice Energy, also known as CCE or a CCA, is a program that allows local governments to procure
energy on behalf of their residents and businesses. It is an alternative to energy purchasing process of Investor
Owned Utility (IOU), and CCE determines the sources of its power supply, setting customer rates, and developing
incentives and programs. The IOU will continue to deliver the energy, maintain infrastructure, read meters, and bill the
customers. CCE is a customer opt-out program that can bring local control of energy supply, freedom of choice to
residents while reducing greenhouse gases (GHG) emissions and building resilience.
The first step in establishing a CCE that is a good fit for Costa Mesa is to perform a technical and financial feasibility
study to assess the costs, benefits and risks associated with CCEs. The scope of work of this project will also include
community outreach and education to ensure resident's input and support.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other- Consulting
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 150,000$
-$
Image and Map Placeholder
261
Type:Energy and Sustainability Item No.2
Department:Publlic Services CIP Project No.
Category:4 - Master Plan, General Plan District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- - - - - - - -
- - - - - - - -
- 145,000 - 150,000 - 150,000 300,000 745,000
-$ 145,000$ -$ 150,000$ -$ 150,000$ 300,000$ 745,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 145,000$ -$ 150,000$ -$ 150,000$ 300,000$ 745,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 145,000$ -$ 150,000$ -$ 150,000$ 300,000$ 745,000$
Project Account (Account-Fund-Org-Program-Project): 500000-203-19300-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Citywide Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Various City Facilities - Electric Vehicle Charging Stations
This project is to install electric vehicle charging stations at various City facilities
The City of Costa Mesa recently purchased three Chevy Bolts that are fully electric and is in the process of acquiring
an EV passenger bus. Additional EV’s are planned to be acquired in the future to replace aging internal combustion
engine vehicles and this requires the installation of new charging stations at City facilities, including the Corporation
Yard, Senior Center and other City facilities.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other: Installation
Total Estimated Costs
Funding Sources
AQMD
Total Funding Sources
-$ 745,000$
-$
Image and Map Placeholder
262
Type:Facilities Item No.3
Department:Public Services CIP Project No.200062
Category:5 - Asset Condition, Annual Recurring Costs District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 392,306 400,000 400,000 400,000 400,000 400,000 2,392,306
- - - - - - - -
- - - - - - - -
-$ 392,306$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,392,306$
2019-20
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 392,306$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,392,306$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 392,306$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,392,306$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-200062
Operating Impacts: -$
Location: Citywide Total Estimated Project Cost:
Funds Expended to Date:-$
Building Modification Projects
Capital Improvements Fund
Funding Sources
Other
Contingency
Construction
Design,environmental, permits
Buiding Modification Projects consolidates many smaller projects that are minor maintenance and repair-related (i.e.
painting, electrical, repair, etc.) amounting to $30,000 or less.
The attached summary of proposed maintenance projects are building modifications and maintenance projects in the 22 City-
owned buildings, including those leased to outside agencies. The City administers and supervises contract services for
maintaining these facilities.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
2,392,306$
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Land acquisition
Expenditure Breakdown
Total Estimated Costs
Total Funding Sources
263
Item No. 3
No.Project Title/Location Cost Description
1 Balearic Community Center $ 20,000 Replace Terazzo Tile in Restrooms (Interior and Exterior Restrooms)
2 Balearic Community Center 6,000 Replace Interior carpet at the Balearic Community Center
3 Balearic Community Center 21,000 Replace the laminate flooring in Balearic Community Center Meeting Room
4 City Hall 9,000 Replace all Flourescent lighting in City Hall Stairwells with LED energy efficient
lighting with Power Outstage Battery back up.
5 Commmunications 29,999 Replace garage roll up doors that are aged and past their life expectancy.
6 Commmunications 5,000 Termite treatment for garage area of Communications
7 Corportation Yard 20,000 Exterior Paint for Corp Yard Buildings
8 Corportation Yard 20,000 Replace all the ceiling mounted, gas powered heaters at Equipment Maintenance Shop
9 Corportation Yard 15,000 Interior Paint at Equipment Maintenance Shop
10 Fire station 3 5,000 Termite Spot Treatment within Apparatus Bay of Fire Station 3
11 Fire station 3 20,000 Security/Privacy Fencing and Gate in the backyard of Fire Station 3
12 Fire Station 1,2,3,4,5 and 6 20,000 Critical Infrastructure Protection for six Fire Stations
13 Heller Park 18,000 Replace Heller Park shelter
14 Luke Davis Field 1,400 Paint 2 foul poles and attached screens located in the outfield
15 Police Station 16,000 Replace Police Substation HVAC
16 Senior Center 30,000 Replace Fixed Cabinets at Senior Center
17 Senior Center 30,000 Replace Black Gate/Doors at Senior Center
18 Shiffer Park 4,000 Paint interior of restroom at Shiffer Park
19 Tanager Park 15,000 Convert abandoned basketball court to a pickle ball court at Tanager Park
20 Tewinkle Athletic Complex 12,000 Paint interior of restrooms and 8 foul poles and attached screens located in the
ourfields of Tewinkle Athletic Complex
21 Tewinkle Athletic Complex 29,500 Replace Skate Park Artificial Turf
22 Various Park Locations 13,800 Paint total of 47 Light Poles in Canyon, Gisler, Heller, Tanager, Wilson Parks.
23 Vista Park 2,800 Paint interior of restrooms at Vista Park
24 West Side Substation 28,807 Reconfigure the space to add additional workstations to accommodate three new code
enforcement officers.
GRAND TOTAL 392,306$
Building Modification Projects
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
264
Type:Facilities Item No.4
Department:Public Services CIP Project No.
Category:5- Asset Condition, Annual Recurring Costs District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 70,000 - - - - - 70,000
- 5,000 - - - - - 5,000
- - - - - - - -
-$ 75,000$ -$ -$ -$ -$ -$ 75,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 75,000$ -$ -$ -$ -$ -$ 75,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 75,000$ -$ -$ -$ -$ -$ 75,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: City Hall, 77 Fair Dr.Funds Expended to Date:
Total Funding Sources
-$ 75,000$
-
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
City Hall- Cast Iron Drainage Repipe
This project is repiping cast iron sewer drain pipes at City Hall
The age of the cast iron sewer drain pipes at City Hall are over 40 Years and are in need of repair. The Cast Iron pipes have
deteriorated and is causing failures in some areas leading to sewage spills. Repiping is the most cost-effective way of addressing
this problem which will repair any areas that are about to fail and will prevent further deterioaration of the pipe.
New project
265
Type:Facilities Item No.5
Department:Public Services CIP Project No.
Category:5- Asset Condition, Annual Recurring Costs District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 135,000 150,000 - - - - 285,000
- 15,000 - - - - - 15,000
- - - - - - - -
-$ 150,000$ 150,000$ -$ -$ -$ -$ 300,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 150,000$ 150,000$ -$ -$ -$ -$ 300,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 150,000$ 150,000$ -$ -$ -$ -$ 300,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: City Hall, 77 Fair Dr.Funds Expended to Date:
Total Funding Sources
-$ 300,000$
-
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
City Hall- Exterior Paint
This project is to patch, repair and repaint seismic retrofit members and walkway canopy.
The structural members constructed to seismically retrofit the City Hall building are showing signs of weathering in
the form of peeling paint, localized rust spots and overall paint condition. It is recommended to treat these areas and
repaint all the steel members. Similarly, the walkway canopies will also need localized repairs, roof reconstruction
and repainting.
New project
266
Type:Facilities Item No.6
Department:Information Technology CIP Project No.
Category:5 - Asset Condition, Annual Recurring Costs District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 40,000 - - - - - 40,000
- - 400,000 - - - - 400,000
- - - - - - - -
- - - - - - - -
-$ 40,000$ 400,000$ -$ -$ -$ -$ 440,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 40,000$ 400,000$ -$ -$ -$ -$ 440,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 40,000$ 400,000$ -$ -$ -$ -$ 440,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Funds Expended to Date:
Total Funding Sources
-$ 440,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
City Hall - Training Room
This project is for a desgin phrase to convert a portion of the basement into a Training Room that can be used by all
the City departments.
While e-learning/training nowadays seem to be effective, City needs to have a room solely dedicated for training
purposes provides opportunity for questions and interaction and team dynamics. It eliminates many distractions, and
learning alongside one's peers is much more enjoyable, making it more effective. City's vendors also require that the
city provide a training room where they can train the appropriate personnel on their applications/programs.
New project
267
Type:Facilities Item No.7
Department:Public Services CIP Project No.
Category:5 - Asset Condition, Annual Recurring Costs District No.1
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 75,000 25,000 - - - - 100,000
- - - - - - - -
- - - - - - - -
-$ 75,000$ 25,000$ -$ -$ -$ -$ 100,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 75,000$ 25,000$ -$ -$ -$ -$ 100,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 75,000$ 25,000$ -$ -$ -$ -$ 100,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Corporation Yard, 2310 Placentia Ave.Funds Expended to Date:
Total Funding Sources
-$ 100,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Corporation Yard Electric Security Gate
This project is to replace a manually operated gate with an electric gate.
The Corp Yard entry security gate is a large, two lane gate that requires manual opening and closing and is in need of
an upgrade. The current gate is open to the public during hours of operation.
New project
268
Type:Facilities Item No.8
Department:Public Services CIP Project No.
Category:1- Risk to Health, Safety or Enviroment District No.1
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- $67,500 - - - - - 67,500
- 7,500 - - - - - 7,500
- - - - - - - -
-$ 75,000$ -$ -$ -$ -$ -$ 75,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 75,000$ -$ -$ -$ -$ -$ 75,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 75,000$ -$ -$ -$ -$ -$ 75,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Corporation Yard, 2310 Placentia Ave.Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Corporation Yard - Fleet Shop Epoxy Floors
This project is to resurfce Fleet Shop Floor with epoxy materials
The flooring in the Equipment Maintenance Shop requires treatment to be sealed and to provide slip-resistant
surfaces. Installing an epoxy floor treatment will provide a non-slip working surface for the City's Mechanics and
enable staff to clean up fluids more effectively.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 75,000$
-$
Image and Map Placeholder
269
Type:Facilities Item No.9
Department:Public Services CIP Project No.800027
Category:5 - Asset Condition, Annual Recurring Costs District No.5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 5,000 - - - - - 5,000
- 240,000 - - - - - 240,000
- 30,000 - - - - - 30,000
- - - - - - - -
-$ 275,000$ -$ -$ -$ -$ -$ 275,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 275,000$ -$ -$ -$ -$ -$ 275,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 275,000$ -$ -$ -$ -$ -$ 275,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-800027
Operating Impacts: Total Estimated Project Cost:
Location: Downtown Aquatic Center, 1860 Anaheim Ave.Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Downtown Aquatic Center -Pool Replaster
The project includes re-plastering the Aquatic Center's pool.
The pool plaster is constantly peeling and falling and poses a safety risk to all community pool users. The plaster
was installed approximately 18 years ago during the original construction of the Aquatic Center and has well
exceeded its service life. Therefore, replastering of the pool is recommended.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 275,000$
-$
Image and Map Placeholder
270
Type:Facilities Item No.10
Department:Fire & Rescue CIP Project No.
Category: 1- Risk to Health, Safety or Environment District No.1
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - -
- 225,000 - - - - - 225,000
- 25,000 - - - - - 25,000
- - - - - - - -
-$ 250,000$ -$ -$ -$ -$ -$ 250,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 250,000$ -$ -$ -$ -$ -$ 250,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 250,000$ -$ -$ -$ -$ -$ 250,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Fire Station 1 - 1570 Adams Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Fire Station 1 - Dehumidifer Installation
This project is to install HVAC Dehumidifier at Fire Station 1
The installation of a dehumidifier has been recommended by an independent HVAC engineer to mitigate excessive
condensation and humidity at the Fire Station.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
250,000$
-$
Image and Map Placeholder
271
Type:Facilties Item No.11
Department:Fire & Rescue CIP Project No.
Category: 5 - Asset Condition, Annual Recurring Costs District No.2
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 750,000 - - - - - 750,000
- - 4,000,000 4,000,000 - - - 8,000,000
- - - - - - - -
- - - - - - - -
-$ 750,000$ 4,000,000$ 4,000,000$ -$ -$ -$ 8,750,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 750,000$ 4,000,000$ 4,000,000$ -$ -$ -$ 8,750,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 750,000$ 4,000,000$ 4,000,000$ -$ -$ -$ 8,750,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Fire Station 2- 800 Baker St.Funds Expended to Date:
Total Funding Sources
8,750,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Fire Station 2 - Reconstruction
This project includes Demolition and Reconstruction of Fire Station 2
Fire Station no. 2 was opened in 1966 and has exceeded its useful life span. The current facility, as it stands, has
multiple defects and is no longer sufficient for current operational needs, including multi-gender operations, privacy,
ADA guidelines, seismic stability and occupational health. There are numerous electrical and plumbing problems,
security concerns, and infrastructure defects. Additionally, Fire Station No. 2 requires updated ventilation
system/projections for each firefighter's sleeping quarters.
New Project
272
Type:Facilties Item No.12
Department:Fire Department CIP Project No.200045
Category: 5 - Asset Condition, Annual Recurring Costs District No.5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
25,000 - - - - - - 25,000
80,000 95,000 - - - - - 175,000
20,000 5,000 - - - - - 25,000
- - - - - - - -
125,000$ 100,000$ -$ -$ -$ -$ -$ 225,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
125,000$ 100,000$ -$ -$ -$ -$ -$ 225,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
125,000$ 100,000$ -$ -$ -$ -$ -$ 225,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-200045
Operating Impacts: Total Estimated Project Cost:
Location: Fire Station 3 - 1865 Park Ave.Funds Expended to Date:
Total Funding Sources
225,000$
12,500$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Fire Station 3 - Repairs
This project includes the improvement of roof and wall water proofing for Fire Station 3.
Station roof and wall water proofing with area drainage is required to prevent the continued flooding Fire Station 3
during heavy rains. Action is required to prevent additional structural damage from the water that penetrates into the
building. The project also alleviates fungal and mold issues that may affect the working conditions of the firefighters
and staff.
Existing project
273
Type:Facilities Item No.13
Department:Public Services CIP Project No.210004
Category:1 - Risk to Health, Safety or Enviroment District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
90,000 100,000 100,000 100,000 100,000 100,000 - 590,000
10,000 - - - - - - 10,000
- - - - - - - -
100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ 600,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ 600,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ 600,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-210004
Operating Impacts: N/A Total Estimated Project Cost:
Location: Fire Stations - Various addresses Funds Expended to Date:
Total Funding Sources
600,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Fire Stations - Minor Projects at Various Fire Stations
These funds are to be utilized at various Fire Stations for enhancements to the living quarters section of the facility and
other minor improvements identified by both the Fire Department and Public Services Department in their monthly
assessments. Typical improvements may include upgrading shower stalls, bathroom fixtures, flooring, window
coverings, bathroom fans/vents, water heaters, lighting, paint, windows and doors, etc.
Many of the City's fire stations are 40 plus years old and are in need of upgrades to the living quarters and other
improvements. Typical examples include replacement of existing wasteful bathroom fixtures with newer lower water
consumption fixtures, and replacement of windows, doors and skylights with energy-efficient EnergyStar products.
Noise reduction measures are necessary since these fire stations are all located on heavily traveled streets which can
affect staff's operations.
Existing project
274
Type: Facilities Item No.14
Department: Police Department CIP Project No.
Category:5 - Asset Condition, Annual Recurring Costs District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - -
- 50,000 - - - - - 50,000
- 5,000 - - - - - 5,000
- - - - - - - -
-$ 55,000$ -$ -$ -$ -$ -$ 55,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 55,000$ -$ -$ -$ -$ -$ 55,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 55,000$ -$ -$ -$ -$ -$ 55,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Costa Mesa Police Department, 99 Fair Dr.Funds Expended to Date:
Total Funding Sources
-$ 55,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Police Department - Carpet Replacement
Replace carpet in the following Police Department offices/areas: Property & Evidence, CSI, SIU, Field Ops Admin.
Office, & Interview Rooms.
The carpet in these areas are currently in poor condition with significant wear and tear. This project will require
removal of the current carpet and installation of new commercial grade carpet. The existing carpet has reached the
end of its expected life and needs to be replaced. Worn carpet may lead to hazards, such as trip-and-fall. It is
crucial to properly maintain the floor coverings in the Police Department to preserve the department's functionality
and improve the appearance of the department overall as it will be consistent with the carpet in the front lobby. The
new carpet will also be more resistant and easier to clean and maintain.
New project
275
Type: Facilities Item No.15
Department: Police Department CIP Project No.200094
Category:5 - Asset Condition, Annual Recurring Costs District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
100,000 - - - - - - 100,000
1,500,000 - - - - - 1,500,000
- - - - - - - -
- - - - - - - -
100,000$ 1,500,000$ -$ -$ -$ -$ -$ 1,600,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
100,000$ 1,500,000$ -$ -$ -$ -$ -$ 1,600,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
100,000$ 1,500,000$ -$ -$ -$ -$ -$ 1,600,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-15100-50910-200094
Operating Impacts: Total Estimated Project Cost:
Location: Costa Mesa Police Department, 99 Fair Dr.Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Police Department - Range Remodel and Update
Remodel the Police Department Firing Range to ensure POST firearms traing mandates.
The department's indoor firearms range is currently in poor condition with obsolete and/or inoperable equipment. The
range is required to ensure POST firearms training mandates and department quarterly training requirements are met
for the 136 sworn officers, 4 reserve officers, and 6 Fire Department arson investigators. It allows the department to
meet these mandates and needs in the most effective and efficient manner, without jeopardizing training standards or
requiring staff to travel out of the area.
Existing project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 1,600,000$
39,665$
Image and Map Placeholder
276
Type:Facilities Item No.16
Department:Public Services CIP Project No.
Category:2 - Regulatory or Mandated Requirement District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 12,000 - - - - - 12,000
- 100,000 - - - - - 100,000
- 13,000 - - - - - 13,000
- - - - - - - -
-$ 125,000$ -$ -$ -$ -$ -$ 125,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 125,000$ -$ -$ -$ -$ -$ 125,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 125,000$ -$ -$ -$ -$ -$ 125,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Costa Mesa Police Dept, 99 Fair Drive.Funds Expended to Date:
Total Funding Sources
-$ 125,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Police Department Underground Storage Tank (UST) Removal
This project is to remove Underground Storage Tank (UST) at the Police Department
This UST in no longer needed or used; however, it is still on the County's records as an active tank that requires removal.
New project
277
Type:Facilities Item No.17
Department: Public Services CIP Project No.
Category:5- Asset Condition, Annual Recurring Costs District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 530,000 150,000 150,000 150,000 150,000 1,000,000 2,130,000
- - - - - - - -
- - - - - - - -
-$ 530,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,000,000$ 2,130,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 530,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,000,000$ 2,130,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 530,000$ 150,000$ 150,000$ 150,000$ 150,000$ 1,000,000$ 2,130,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19500-50910-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Various City Facilities Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Various Facilities - HVAC Replacement Program
Replacement of aging HVAC units at various City Facilities that have been in service beyond their anticipated
service life
These units have been in service for many years and have gone beyond their American Society of Heating,
Refrigerating and Air-Conditioning Engineers (ASHRAE) useful life expectancies and are due for replacement.
ASHRAE is the industry organization that sets the standards and guidelines for most Heating, Ventilation, Air
Conditioning, and Refrigeration (HVAC-R) equipment. the requested funding will allow for the replacement of six
(6) units at the Downtown Recreation Center and three (3) units at the Historical Society. other facilities to be
funded in future fiscal years include three (3) units in Finance, two (2) units in the IT Network Room, four (4) units
at Fire Station #6 and two (2) boilers at the Police Department.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 2,130,000$
Image and Map Placeholder
278
Type:Parks Item No.18
Department:Public Services CIP Project No.700027
Category:4 - Master Plan , General Plan District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
70,000 100,000 - - - - - 170,000
- - 1,500,000 - - - - 1,500,000
- - - - - - - -
- - - - - - - -
70,000$ 100,000$ 1,500,000$ -$ -$ -$ -$ 1,670,000$
2020-21
and Prior
Proposed
2021-22 2021-22 2022-23 2023-24 2024-25 Future Total
70,000$ -$ -$ -$ -$ -$ -$ 70,000$
- 100,000 1,500,000 - - - - 1,600,000
- - - - - - - -
- - - - - - - -
70,000$ 100,000$ 1,500,000$ -$ -$ -$ -$ 1,670,000$
Project Account (Account-Fund-Org-Program-Project): 500000-208-19200-40112-700027
Operating Impacts: 5,000$ Total Estimated Project Cost:
Location: Costa Mesa Skate Park, 900 Arlington Dr Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Costa Mesa Skate Park Expansion
Expand the existing Costa Mesa Skate Park from 15,000 s.f. skatable area to 25,000 s.f. - 30,000 s.f.
The success of the existing skate park is demonstrated by the number of users that frequent the park. The different
elements that were incorporated in a very compact footprint and the quality of the work have contributed to its success.
The park is enjoyed by skaters of all ages and their families too. A great need exists for a dedicated area for
young/beginner skaters and an expanded area for new elements like a pump track. As with the original design, the
proposed expansion will be designed in collaboration with the skating community to make sure the new elements are
current and long lasting. The scope of work also includes extensive community outreach and presentations to
Commissions and the City Council.
Existing project
Total Funding Sources
1,670,000$
37,841$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Park Development Fee Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
279
Type:Parks Item No.19
Department:Public Services CIP Project No.700115
Category:4 - Master Plan, General Plan District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
40,321 - - - - - - 40,321
1,473,331 1,013,000 - - - - - 2,486,331
250,000 - - - - - - 250,000
- - - - - - - -
1,763,652$ 1,013,000$ -$ -$ -$ -$ -$ 2,776,652$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 663,000$ -$ -$ -$ -$ -$ 663,000$
1,726,796 350,000 - - - - - 2,076,796
36,856 - - - - - - 36,856
- - - - - - - -
1,763,652$ 1,013,000$ -$ -$ -$ -$ -$ 2,776,652$
Project Account (Account-Fund-Org-Program-Project): 500000-417-19200-40112-700115
500000-208-19200-40112-700115
Operating Impacts: Total Estimated Project Cost:
Location: Jack R. Hammett Sports Complex, 2750 Fairview Rd.Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Jack Hammett Sport Park Expansion
The Jack Hammett Sports Complex project is an existing project previously budgeted consisting of construction of ADA
walkways, parking lot expansion, permanent storage facilities, and restroom upgrades.
The proposed improvements are designed to increase parking, improve circulation, provide ADA accessible paths and
improvements and the construction of permanent storage facilities. The proposed improvements will focus in the area
around Fields #1,2 and 3. additional improvements are planned for around fiels 4, 5 and 6.
Existing project
Expenditure Breakdown
Land acquisition
Park Fees Fund
Capital Improvement Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Jack Hammett Fund
Total Funding Sources
-$ 2,776,652$
66,377$
Image and Map Placeholder
280
Type:Parks Item No.20
Department:Public Services CIP Project No.700139
Category:4 - Master Plan , General Plan District No.4
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
50,000 - 120,000 - - - - 170,000
- 247,520 782,480 - - - - 1,030,000
- - - - - - - -
- - - - - - - -
50,000$ 247,520$ 902,480$ -$ -$ -$ -$ 1,200,000$
2020-21
and Prior
Proposed
2021-22 2021-22 2022-23 2023-24 2024-25 Future Total
50,000$ -$ -$ -$ -$ -$ -$ 50,000$
- 247,520 - - - - - 247,520
- - 902,480 - - - - 902,480
- - - - - - - -
50,000$ 247,520$ 902,480$ -$ -$ -$ -$ 1,200,000$
Project Account (Account-Fund-Org-Program-Project): 500000-231-19200-40112-700139
Operating Impacts: 2,000$ Total Estimated Project Cost:
Location: Ketchum-Libolt Park, 2150 Maple Street Funds Expended to Date:
Total Funding Sources
1,200,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Prop 68 Per Capita Grant
Future Grant/Other Funds
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Park Development Fee Fund
CAPITAL IMPROVEMENT PROGRAM
Ketchum-Libolt Park Expansion
The project proposes to expand Ketchum-Libolt Park to the south into an underutilized parkway adjacent to Victoria
Street.
Ketchum-Libolt is a neighborhood park that can be expanded to provide additional park amenities. The additional
parkland and amenities will improve the neighborhood and provide more opportunities for families to recreate.
Existing project
281
Type:Parks Item No.21
Department:Parks and Community Services CIP Project No.700110
Category:4 - Master Plan, General Plan District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - -
- - - - -
- - - - - - - -
200,000 75,000 - - - - - 275,000
200,000$ 75,000$ -$ -$ -$ -$ -$ 275,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 75,000$ -$ -$ -$ 75,000$
200,000 - - - - - 200,000
- - - - - - - -
- - - - - - - -
200,000$ 75,000$ -$ -$ -$ -$ -$ 275,000$
Project Account (Account-Fund-Org-Program-Project): 500000-208-19200-40112-700110
Total Estimated Project Cost:
Operating Impacts: Funds Expended to Date:
Location:
Image and Map Placeholder
Total Funding Sources
-$
275,000$
183,408$
Expenditure Breakdown
Land acquisition
Capital Improvement Fund
Design, permits
Construction
Contingency
Other- Master Plan
Total Estimated Costs
Funding Sources
Park Development Fee Fund
CAPITAL IMPROVEMENT PROGRAM
Parks, Recreation and Open Space Master Plan Update
Update the 2003 Open Space Master Plan
The Open Space Master Plan Update process was suspeneded approximately two years ago. There was extensive
community input, including stakeholders, elected and appointed officials and City staff resulting in a draft plan. Only a
few tasks remain before it is presented for City Council adoption. Some of these tasks include additional public
outreach, update of survey and demographic data and Council presentations.
Existing project
282
Type:Parks Item No.22
Department:Public Services CIP Project No.700128
Category:1 - Risk to Health, Safety or Environment District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 40,000 100,000 100,000 100,000 100,000 100,000 540,000
- - - - - - - -
- - - - - - - -
-$ 40,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 540,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$
- 40,000 - - - - - 40,000
- - - - - - - -
- - - - - - - -
-$ 40,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 540,000$
Project Account (Account-Fund-Org-Program-Project): 500000-201-19200-40112-700128
Operating Impacts: Total Estimated Project Cost:
Location: Citywide, Various Parks Funds Expended to Date:
Total Funding Sources
-$ 540,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Gas Tax Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Parks Sidewalk / Accessibility Program
Remove and replace damaged or outdated accessibility improvements in parks.
To remove and replace cracked, raised or buckled concrete in walkways, ramps, railings, etc., not in compliance with
ADA Standards.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
283
Type:Parks Item No.23
Department:Public Services CIP Project No.
Category:5- Asset Condition, Annual Recurring Costs District No.1
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 210,000 - - - - - 210,000
- 21,000 - - - - - 21,000
- - - - - - - -
-$ 231,000$ -$ -$ -$ -$ -$ 231,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 156,000$ -$ -$ -$ -$ -$ 156,000$
- 75,000 - - - - - 75,000
- - - - - - - -
- - - - - - - -
-$ 231,000$ -$ -$ -$ -$ -$ 231,000$
Project Account (Account-Fund-Org-Program-Project): 500000-208-19200-40112-XXXXXX
500000-401-19200-40112-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Tanager Park - 1780 Hummingbird Dr.Funds Expended to Date:
Total Funding Sources
-$ 231,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Capital Improvement Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Park Development Fees
CAPITAL IMPROVEMENT PROGRAM
Tanager Park Playground, Exercise Equipment Replacement
Remove and replace entire playground and exercise equipment, remove sand and replace with wood fiber and rubber
surfacing.
The existing playground and exercise equipment which was installed in 1990 is worn and deteriorated. Replacement
parts are obsolete and difficult to obtain. This project will improve safety which will minimize the chance of future
injuries and potential claims against the City. This project will also update the playground and exercise areas with
more current equipment; and make the overall park more aesthetically pleasing.
New Project
284
Type:Parks Item No.24
Department:Public Services CIP Project No.700137
Category:1- Risk to Health, Safety or Environment District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
75,000 50,000 - - - - - 125,000
- - 1,000,000 - - - - 1,000,000
- - - - - - - -
- - - - - - - -
75,000$ 50,000$ 1,000,000$ -$ -$ -$ -$ 1,125,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
75,000$ 50,000$ 1,000,000$ -$ -$ -$ -$ 1,125,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
75,000$ 50,000$ 1,000,000$ -$ -$ -$ -$ 1,125,000$
Project Account (Account-Fund-Org-Program-Project): 500000-208-19500-40111-700137
Operating Impacts: Total Estimated Project Cost:
Location: Tewinkle Park - 970 Arlington Drive Funds Expended to Date:
Total Funding Sources
-$ 1,125,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Park Development Fees
CAPITAL IMPROVEMENT PROGRAM
Tewinkle Park Lakes Upgrades
Upgrade lakes to improve water containment
The current condition of the lakes does not allow for a sustainable water containment system and lacks proper
circulation to maintain dissolved oxygen levels at an acceptable range. The proposed improvements include
reconfiguration of the circulation system, creating impervious vertical sides, new impermeable soft-bottom and an
enhanced aereation system.
Existing Project
285
Type:Parks Item No.25
Department:Parks and Community Services CIP Project No.
Category:4 - Master Plan, General Plan District No.4 and 5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 250,000$ 3,000,000$ 3,000,000$ -$ -$ -$ 6,250,000$
- - - 350,000 350,000 - - 700,000
- - - - 2,000,000 2,000,000 2,000,000 6,000,000
- - - - - - - -
- - - - - - - -
-$ 250,000$ 3,000,000$ 3,350,000$ 2,350,000$ 2,000,000$ 2,000,000$ 12,950,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 250,000$ 3,000,000$ 3,350,000$ 2,350,000$ 2,000,000$ 2,000,000$ 12,950,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 250,000$ 3,000,000$ 3,350,000$ 2,350,000$ 2,000,000$ 2,000,000$ 12,950,000$
Project Account (Account-Fund-Org-Program-Project): 500000-208-19200-40112-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Westside Costa Mesa Funds Expended to Date:
Total Funding Sources
-$ 12,950,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Park Development Fund
CAPITAL IMPROVEMENT PROGRAM
Westside Park Development
Funding is requested to initiate the process of increasing available parkland in the Westside for active and passive uses. City
Staff and consultants will start by identifying potential sites, conducting feasibility studies, and for those with the most
potential, start the process necessary to secure and develop the site for park.
The Westside is one of the areas most underserviced for parks. With the City almost completely built out, the City must look at
creative ways to obtain additional parkland for our residents to recreate and play. In addition to looking at potential sites for
purchase, City staff will also look at leasing and repurposing facilities, and creating new partnerships with public and private
landowners.
New project
286
Type:Parkway and Medians Item No.26
Department:Public Services CIP Project No.500009
Category:1 - Risk to Health, Safety or Environment District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 100,000 100,000 100,000 100,000 100,000 100,000 600,000
- - - - - - - -
- - - - - - - -
-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 100,000 100,000 100,000 100,000 100,000 100,000 600,000
- - - - - - - -
- - - - - - - -
-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$
Project Account (Account-Fund-Org-Program-Project): 500000-201-19200-30130-500009
Operating Impacts: Total Estimated Project Cost:
Location: Citywide - Various Locations Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
New Sidewalk/Missing Link Program
This program includes the construction of new sidewalk at locations where short segments are missing.
This program allows for the construction of new sidewalk mid-block where short segments are missing to provide a
continuous path of travel or for entire blocks at or near high priority areas such as around schools, hospitals,
convalescent homes, public facilities, bus routes, and arterial highways.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
Expenditure Breakdown
Land acquisition
Gas Tax
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
600,000$
-$
Image and Map Placeholder
287
Type:Parkway and Medians Item No.27
Department:Public Services CIP Project No.500010
Category:1 - Risk to Health, Safety or Environment District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 500,000 450,000 450,000 450,000 450,000 450,000 2,750,000
- - - - - - - -
- - - - - - - -
-$ 500,000$ 450,000$ 450,000$ 450,000$ 450,000$ 450,000$ 2,750,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 200,000$ 175,000$ 175,000$ 175,000$ 175,000$ 175,000$ 1,075,000$
- 175,000 175,000 175,000 175,000 175,000 175,000 1,050,000
- 125,000 100,000 100,000 100,000 100,000 100,000 625,000
- - - - - - - -
-$ 500,000$ 450,000$ 450,000$ 450,000$ 450,000$ 450,000$ 2,750,000$
Project Account (Account-Fund-Org-Program-Project): 500000-201-19200-30130-500010
500000-401-19200-30130-500010
500000-416-19200-30130-500010
Operating Impacts: Total Estimated Project Cost:
Location: Citywide - Various Locations Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Parkway and Median Improvement Program
Reconstruction of damaged curb, gutter, ramps, sidewalks and median landscape and irrigation.
Permanently repair damaged areas of the right-of-way and ADA accessibility improvements and replace existing
median landscape and irrigation improvements with drought-tolerant landscape that includes California-native plants
and state-of-the-art irrigation systems.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
Expenditure Breakdown
Land acquisition
Measure M2 Fairshare Fund
Capital Improvement Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Gas Tax
Total Funding Sources
-$ 2,750,000$
-$
288
Type:Parkway and Medians Item No.28
Department:Puiblic Services CIP Project No.500017
Category:1 - Risk to Health, Safety or Environment District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 50,000 50,000 50,000 50,000 50,000 50,000 300,000
- - - - - - - -
- - - - - - - -
-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$
Project Account (Account-Fund-Org-Program-Project): 500000-201-19200-30130-500017
Operating Impacts: Total Estimated Project Cost:
Location: Citywide - Various Locations Funds Expended to Date:
Total Funding Sources
-$ 300,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Gas Tax Fund
CAPITAL IMPROVEMENT PROGRAM
Priority Sidewalk Repair
This project is an ongoing maintenance program to remove and replace damaged curb, gutter, and sidewalk.
A sidwalk maintenance program is essential to remove and replace damaged curb, gutter, and sidewalk. This
program is intended to provide funds to repair the damaged concrete improvements within the City right-of-way.
These funds will be used to perform the necessary parkway repairs where staff has been directed to remove trees by
the Parks & Recreation Commission. Additionally, ADA accessibility ramps are constructed as staff receives
individual requests.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
289
Type: Parkway and Medians Item No.29
Department:Public Services CIP Project No.350030
Category:4- Master Plan, General Plan District No.4 & 5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
125,000 350,000 - - - - - 475,000
- - 250,000 250,000 250,000 250,000 250,000 1,250,000
- - - - - - - -
- - - - - - - -
125,000$ 350,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,725,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
125,000$ 350,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,725,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
125,000$ 350,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 1,725,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19200-20112-350030
Operating Impacts: Total Estimated Project Cost:
Location: Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Westside Restoration Project
The Westside Restoration Project is located in Districts 4 and 5 and proposes improvements designed to beautify the
neighborhood, improve pedestrian and bicycle accessibility, repair aging infrastructure and enhance lighting and
safety.
The restoration of the Westside is an important goal for the community. The implementation of the proposed
infrastructure improvements will be the catalyst for an overall revitalization of this neighborhood, promoting Active
Transportation and and providing a safe environment.
Existing Project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 1,725,000$
-$
Image and Map Placeholder
290
Type:Streets Item No.30
Department:Public Services CIP Project No.
Category:4 - Master Plan, General Plan District No.1
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 1,868,862 - - - - - 1,868,862
- 210,000 - - - - - 210,000
- 200,000 - - - - - 200,000
-$ 2,278,862$ -$ -$ -$ -$ -$ 2,278,862$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 2,278,862$ -$ -$ -$ -$ -$ 2,278,862$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 2,278,862$ -$ -$ -$ -$ -$ 2,278,862$
Project Account (Account-Fund-Org-Program-Project): 500000-251-19200-71200-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Adams Ave. between Royal Palm Dr. to Santa Ana River Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Adams Ave Improvements - RMRA
The project includes the rehabilitation of roadway by removing and reconstructing structurally deficient spots and
construction a 2" ARHM overlay.
This project is proposed to be funded with Road Maintenance and Rehabilitation Account (RMRA) funds. RMRA is a
program that provides funding or major rehabilitation of City streeets which are in need of improvement. The program
is implemented in accordance with Pavement Mangement System (PMS) to meet the City Council goal to reach and
maintain an average Citywide Pavement Condition Index (PCI) of 85. Currently, Adams Avenue has a PCI of less than
55.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other/Constr Mgnt
Total Estimated Costs
Funding Sources
RMRA
Total Funding Sources
-$ 2,278,862$
-$
Image and Map Placeholder
291
Type:Streets Item No.31
Department:Public Services CIP Project No.400012
Category:4 - Master Plan, General Plan District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 500,000 500,000 500,000 500,000 - - 2,000,000
- - - - - - - -
- - - - - - - -
-$ 500,000$ 500,000$ 500,000$ 500,000$ -$ -$ 2,000,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 500,000$ 400,000$ 400,000$ 400,000$ -$ -$ 1,700,000$
- 100,000 100,000 100,000 300,000$
- - - - - - - -
- - - - - - - -
-$ 500,000$ 500,000$ 500,000$ 500,000$ -$ -$ 2,000,000$
Project Account (Account-Fund-Org-Program-Project): 500000-201-1900-30112-400012
Operating Impacts: Total Estimated Project Cost:
Location: Citywide - Various Locations Funds Expended to Date:
Total Funding Sources
-$ 2,000,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Measure M
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Gas Tax
CAPITAL IMPROVEMENT PROGRAM
Citywide Alley Improvements
The project provides citywide alley rehabilitation by replacing asphalt alleyways with concrete.
A comprehensive study was conducted citywide to provide information about the existing condition of the alleys and
their rehabilitation cost. Funding is requested this fiscal year to reconstruct additional alleys. The last proposed year for
funding to complete this project and all alleys is FY 2024-2025.
Ongoing Citywide project; therefore, no prior budgeted amounts are included below.
292
Type:Streets Item No.32
Department:Public Services CIP Project No.550008
Category:2 - Regulatory or Mandated Requirement District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 25,000 30,000 30,000 30,000 30,000 120,000 265,000
- - - - - - - -
- - - - - - - -
-$ 25,000$ 30,000$ 30,000$ 30,000$ 30,000$ 120,000$ 265,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 25,000$ 30,000$ 30,000$ 30,000$ 30,000$ 120,000$ 265,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 25,000$ 30,000$ 30,000$ 30,000$ 30,000$ 120,000$ 265,000$
Project Account (Account-Fund-Org-Program-Project): 500000-209-19200-20510-550008
Operating Impacts: Total Estimated Project Cost:
Location: Citywide Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Citywide Catch Basin and Water Quality Improvement Project
This program allocates funding to implement structural improvements to the City's Stormdrain system to remove pollutants,
and in particular trash and debris, from stormwater discharges.
This program allocates funding to install full capture trash systems in the City's storm drain system in an effort to remove
trash from stormwater discharges, and to comply with the California Trash Provisions as required by the Santa Ana Regional
Water Quality Control Board and the California State Water Resources Control Board. To-date, 272 full capture devices
have been installed in City catch basins. The next cycle of this project proposes to install an additional 350 full capture
devices in priority locations throughout the City.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Drainage Fund
Total Funding Sources
-$ 265,000$
-$
Image and Map Placeholder
293
Type:Streets Item No.33
Department:Public Services CIP Project No.400015
Category:4 - Master Plan, General Plan District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 8,320,359 5,500,000 5,500,000 5,500,000 6,000,000 6,500,000 37,320,359
- - - - - - - -
- - - - - - - -
-$ 8,320,359$ 5,500,000$ 5,500,000$ 5,500,000$ 6,000,000$ 6,500,000$ 37,320,359$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 665,777$ 2,000,000$ 2,000,000$ 2,000,000$ 2,250,000$ 2,500,000$ 11,415,777$
- 4,742,518 2,000,000 2,000,000 2,000,000 2,250,000 2,500,000 15,492,518
- 2,912,064 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 10,412,064
- - - - - - - -
-$ 8,320,359$ 5,500,000$ 5,500,000$ 5,500,000$ 6,000,000$ 6,500,000$ 37,320,359$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19200-30112-400015
500000-201-19200-30112-400015
500000-416-19200-30112-400015
Operating Impacts: Total Estimated Project Cost:
Location: Citywide - Various Locations Funds Expended to Date:
Total Funding Sources
-$ 37,320,359$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Gas Tax
Measure M
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Citywide Street Improvements
Rehabilitation of streets that include by one or a combination of the following methods: grind and overlay, leveling course and
slurry seal, and reconstruction of structurally deficient spots.
This program provides major rehabilitation to streets and is implemented in accordance with the Pavement Management
System to meet the City Council Goal to reach and maintain an average Citywide Pavement Condition Index (PCI) of 85. For
Fiscal Year 2021-22, arterial and residential streets are scheduled to be rehabilitated in the following neighborhoods: Eastside,
Westside, and Mesa Verde. A complete list of the specific residential streets will be available close to project completion at
www.costamesaca.gov/CIP.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
294
Type:Streets Item No.34
Department:Public Services CIP Project No.300171
Category:5 - Asset Condition, Annual Recurring Costs District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Adopted
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
1,908,337 57,315 - - - - - 1,965,652
- - - - - - - -
- - - - - - - -
1,908,337$ 57,315$ -$ -$ -$ -$ -$ 1,965,652$
2020-21
and Prior
Adopted
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
1,908,337$ 57,315$ -$ -$ -$ -$ -$ 1,965,652$
- - - - - - - -
- - - - - - - -
- - - - - - - -
1,908,337$ 57,315$ -$ -$ -$ -$ -$ 1,965,652$
Project Account (Account-Fund-Org-Program-Project): 500000-251-19200-71200-300171
Operating Impacts: 40,000$ Total Estimated Project Cost:
Location: Newport Blvd Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Newport Blvd Improvements- S/B from Mesa to Victoria St.
This project includes the rehabilitation of roadway by removing and reconstructing structurally deficient spots and
constructing a 2" ARHM overlay.
This project is funded with Road Maintenance and Rehabilitation Account (RMRA) funds. RMRA is a program that
provides funding for major rehabilitation of City streets which are in need of improvement. The program is
implemented in accordance with Pavement Management System to meet the City Council Goal to reach and maintain
an average Citywide Pavement Condition Index (PCI) of 85. This request allocates leftover funds from the Bear Street
Rehabilitaion Project to this project.
New project
Total Funding Sources
1,965,652$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
RMRA
295
Type:Streets Item No.35
Department:Public Services CIP Project No.550022
Category:4 - Master Plan, General Plan District No.4 & 5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 550,000 1,550,000 1,550,000 1,550,000 1,550,000 1,550,000 8,300,000
- - - - - - - -
- - - - - - - -
-$ 550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 8,300,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 8,300,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 1,550,000$ 8,300,000$
Project Account (Account-Fund-Org-Program-Project): 500000-209-19200-30122-550022
Operating Impacts: Total Estimated Project Cost:
Location: Westside Neighborhood, Costa Mesa Funds Expended to Date:
Total Funding Sources
-$ 8,300,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Drainage Fees
CAPITAL IMPROVEMENT PROGRAM
Westside Storm Drain Improvements
Upgrade existing storm drain system between 17th Street/Pomona Ave and 16th Street/Superior as per the Master
Drainage Plan.
Funding is requested to continue the implementation of the City Coucil approved priorities and recommendations in the
Master Drainage Plan for the update and/or construction of storm drain systems as recommended, with this project's focus
primarily for these improvements in Westside Costa Mesa.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
296
Type:Streets Item No.36
Department:Public Services CIP Project No.
Category:5 - Asset Condition, Annual Recurring Costs District No.3 & 5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 720,000 - - - 720,000
- 80,000 - - - - - 80,000
- - - - - - - -
-$ 800,000$ -$ -$ -$ -$ -$ 800,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 565,777$ -$ -$ -$ 565,777$
- 234,223 - - - - - 234,223
- - - - - - - -
- - - - - - - -
-$ 800,000$ -$ -$ -$ -$ -$ 800,000$
Project Account (Account-Fund-Org-Program-Project): 500000-207-19200-30112-XXXXXX
500000-401-19200-30112-XXXXXX
Total Estimated Project Cost:
Operating Impacts: Funds Expended to Date:
Location: Wilson St. between Fairview Road and Harbor Blvd
Image and Map Placeholder
Total Funding Sources
-$
800,000$
Expenditure Breakdown
Land acquisition
Capital Improvement Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
CDBG Fund
CAPITAL IMPROVEMENT PROGRAM
Wilson Street Improvements
The Wilson Street Improvement project includes ADA upgrades, parkway repairs, pavement rehabilitation and
restriping.
This project is proposed to be funded with CDBG and City funds. The condition of Wilson Street between Fairview
Road and Harbor Boulevard is Poor with a PCI of less than 59 and declining. Deferring the rehabilitation further will
require more funding as it may require the complete removal and reconstruction of the pavement.
New project
297
Type:Transportation Item No.37
Department:Public Services CIP Project No.
Category:3- Grant Funding District No.1, 2, 4, 5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 400,000 - - - - - 400,000
- 1,816,000 - - - - - 1,816,000
- - - - - - - -
- - - - - - - -
-$ 2,216,000$ -$ -$ -$ -$ -$ 2,216,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 1,773,000$ -$ -$ -$ -$ -$ 1,773,000$
- 243,000 - - - - - 243,000
- 200,000 - - - - - 200,000
- - - - - - - -
-$ 2,216,000$ -$ -$ -$ -$ -$ 2,216,000$
Project Account (Account-Fund-Org-Program-Project): 500000-415-19300-30241-XXXXXX
500000-214-19300-30241-XXXXXX
500000-203-19300-30241-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Baker, Placentia, 19th, Victoria Street Funds Expended to Date:
Total Funding Sources
-$ 2,216,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Traffic Impact Fee Fund
AQMD Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
M2 Grant Funds
CAPITAL IMPROVEMENT PROGRAM
Baker, Placentia, 19th, Victoria Traffic Signal Synchronization
The Baker, Placentia, 19th, Victoria TSS Project will result in traffic signal timing improvements along the corridors.
The project will replace outdated traffic signal controllers and upgrade traffic signal communication equipment. The
project includes accessible Pedestrian Push button installation, video detection for bicycles, GPS Emergency Vehicle
Preemption, and CCTV's installation.
In June 2020, OCTA approved the City’s grant funding request for the Baker, Placentia, 19th, Victoria TSS Project.
OCTA awarded the City $1,773,000 in grant funds for the engineering and implementation of traffic signal equipment
and timing improvements along the corridors.
New project
298
Type:Transportation Item No.38
Department:Public Services CIP Project No.
Category:4- Master Plan, General Plan District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - -
- 150,000 - - - 150,000
- - - - - - - -
- - - - - - - -
-$ 150,000$ -$ -$ -$ -$ -$ 150,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 100,000$ -$ -$ -$ 100,000$
- 50,000 - - - - - 50,000
- - - - - - - -
- - - - - - - -
-$ 150,000$ -$ -$ -$ -$ -$ 150,000$
Project Account (Account-Fund-Org-Program-Project): 500000-214-19300-30225-XXXXXX
500000-416-19300-30225-XXXXXX
Total Estimated Project Cost:
Operating Impacts: Funds Expended to Date:
Location: Citywide
CAPITAL IMPROVEMENT PROGRAM
Bicycle and Pedestrian Infrastructure Improvements
Citywide bicycle and pedestrian infrastructure improvements to implement the Active Transportation Plan and the
Pedestrian Master Plan under development.
Increase access and mobility and improve safety for bicyclists and pedestrians.
New project
Expenditure Breakdown
Land acquisition
Measure M2 Fairshare Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Traffic Impact Fee Fund
Image and Map Placeholder
Total Funding Sources
-$
150,000$
299
Type:Transportation Item No.39
Department:Public Services CIP Project No.
Category:4- Master Plan, General Plan District No.ALL
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 20,000 - - - - - 20,000
- 55,000 50,000 - - - - 105,000
- - - - - - - -
- - - - - - - -
-$ 75,000$ 50,000$ -$ -$ -$ -$ 125,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 75,000$ 50,000$ -$ -$ -$ -$ 125,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 75,000$ 50,000$ -$ -$ -$ -$ 125,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19300-30210-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Citywide Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Citywide Bicycle Trail Wayfinding Signage
Comprehensive Citywide study to identify locations and design of directional signs for bicycle trail signage throughout
the City. The project includes an implementation phase of the wayfinding sign program.
This project supports active transportation and bicycling/walking on the City's bicycle trails.
New project
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 125,000$
-$
Image and Map Placeholder
300
Type:Transportation Item No.40
Department:Public Services CIP Project No.450010
Category:4 - Master Plan, General Plan District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 20,000 20,000 20,000 10,000 10,000 10,000 90,000
- 180,000 180,000 180,000 90,000 90,000 90,000 810,000
- - - - - - - -
- - - - - - - -
-$ 200,000$ 200,000$ 200,000$ 100,000$ 100,000$ 100,000$ 900,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 200,000$ 200,000$ 200,000$ 100,000$ 100,000$ 100,000$ 900,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 200,000$ 200,000$ 200,000$ 100,000$ 100,000$ 100,000$ 900,000$
Project Account (Account-Fund-Org-Program-Project): 500000-214-19300-30225-450010
Operating Impacts: Total Estimated Project Cost:
Location: Citywide Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Citywide Class II, III and IV Bicycle Projects
This project includes implementation of new Class II, III and Class IV bicycle roadway projects throughout the City.
Class II projects are on-street bicycle lanes that are typically implemented by restriping lanes and providing a
separate lane for bicylists. Class III bicycle proejcts is achieved by enhanced signing and markings on roadways.
There are no separate bike lanes for Class III routes. The enhanced signing and markings are implemented to inform
motorists of usage of the street as an active bicycle route. Class IV projects are cycle tracks that are located inside of
the street right of way and typically separated from vehicles by a barrier such as delineator posts, curb, parked cars,
or medians.
This project is in accordance with City's General Plan and the Active Transportation Plan. Class II, III and IV bicycle
projects identified in the Active Transportation Plan will be implemented and improve mobility and safety for bicyclists.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Traffic Impact Fee Fund
Total Funding Sources
-$ 900,000$
-$
Image and Map Placeholder
301
Type:Transportation Item No.41
Department:Public Services CIP Project No.300163
Category:1 - Risk to Health, Safety or Environment District No.All
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
- 100,000 75,000 75,000 75,000 75,000 75,000 475,000
- - - - - - - -
- - - - - - - -
-$ 100,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 475,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 100,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 475,000$
- - - - - - - -
- - - - - - - -
- - - - - - - -
-$ 100,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 475,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19300-30241-300163
Operating Impacts: Total Estimated Project Cost:
Location: Citywide Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Citywide Neighborhood Traffic Improvements
This project includes ongoing citywide implementation of neighborhood traffic improvements including signs, approved
speed humps, and minor landscape improvements to enhance the neighborhood character.
The project will enhance citywide neighborhood character and improve neighborhood traffic for all modes of
transportation.
Ongoing citywide project; therefore, no prior budgeted amounts are included below.
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 475,000$
-$
Image and Map Placeholder
302
Type:Transportation Item No.42
Department:Public Services CIP Project No.
Category:1 - Risk to Health, Safety or Environment District No.3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 300,000 - - - - - 300,000
- - 500,000 250,000 - - - 750,000
- - - - - - - -
- - - - - - - -
-$ 300,000$ 500,000$ 250,000$ -$ -$ -$ 1,050,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 200,000$ 500,000 250,000 -$ -$ -$ 950,000$
- 100,000 - - - - - 100,000
- - - - - - - -
- - - - - - - -
-$ 300,000$ 500,000$ 250,000$ -$ -$ -$ 1,050,000$
Project Account (Account-Fund-Org-Program-Project): 500000-214-19300-30210-XXXXXX
500000-401-19300-30210-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Mesa Del Mar Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
Mesa Del Mar Multi-Modal Access and Circulation Improvements
This project will study multi-modal access and circulation improvements in the Mesa Del Mar area which includes
conceptual design, public outreach, and engineering design. The study will identify short and long term improvements
for phased implementation.
The project will improve multi-modal access and circulation for all modes including pedestrians and bicyclists.
New project
Expenditure Breakdown
Land acquisition
Traffic Impact Fee Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
Total Funding Sources
-$ 1,050,000$
-$
Image and Map Placeholder
303
Type:Transportation Item No.43
Department:Public Services CIP Project No.
Category:1 - Risk to Health, Safety or Environment District No.3 & 6
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 100,000 - - - - - 100,000
- - - - - 1,200,000 1,200,000
- - - - - - - -
- - - - - - - -
-$ 100,000$ -$ -$ -$ -$ 1,200,000$ 1,300,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 100,000$ -$ -$ -$ 1,200,000$ 1,300,000$
- - - - - - -
- - - - - - - -
- - - - - - - -
-$ 100,000$ -$ -$ -$ -$ 1,200,000$ 1,300,000$
Project Account (Account-Fund-Org-Program-Project): 500000-214-19300-30225-XXXXXX
Total Estimated Project Cost:
Operating Impacts: Funds Expended to Date:
Location: Mesa Drive & Santa Ana Ave adjacent to golf course
Image and Map Placeholder
Total Funding Sources
-$
1,300,000$
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Traffic Impact Fees
CAPITAL IMPROVEMENT PROGRAM
Mesa Drive and Santa Ana Ave Bicycle Facility Improvements
The Mesa Drive and Santa Ana Avenue Bicycle Facility Improvement project will design an off-street Class I Bicycle
Facility/ Multiuse path along the north side of Mesa Drive and a Class II or IV bicycle lane on the west side of Santa
Ana Avenue adjacent to the golf course for bicycles.
Increase acces and mobility and improve safety for bicyclists and pedestrians.
New project
304
Type:Transportation Item No.45
Department:Public Services CIP Project No.
Category:4 - Master Plan, General Plan District No.2
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - - -
- 375,000 - - - - - 375,000
- 25,000 - - - - - 25,000
- - - - - - - -
-$ 400,000$ -$ -$ -$ -$ -$ 400,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 250,000$ -$ -$ -$ -$ -$ 250,000$
- 150,000 - - - - - 150,000
- - - - - - - -
- - - - - - - -
-$ 400,000$ -$ -$ -$ -$ -$ 400,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19300-30241-XXXXXX
500000-214-19300-30241-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: Randolph Avenue Funds Expended to Date:
Total Funding Sources
-$ 400,000$
-$
Image and Map Placeholder
Expenditure Breakdown
Land acquisition
Traffic Impact Fees
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Capital Improvement Fund
CAPITAL IMPROVEMENT PROGRAM
Randolph Avenue Parking and Pedestrian Improvments
This project will construct new signing, striping, and traffic calming improvements along Randolph Avenue and St. Clair
Street. The project includes the construction of a roundabout at Randolph Avenue and St. Clair Street. The project
includes speed cushions on Randolph Avenue and a mid-block raised crosswalk on Randolph Avenue.
This project will add additional on-street parking in the SOBECA area, slow vehicular speeds on Randolph Avenue,
improve circulation, and improve pedestrian crossings and mobility on Randoph Avenue.
New project
305
Type:Transportation Item No.44
Department:Public Services CIP Project No.
Category:4 - Master Plan, General Plan District No.1 & 3
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- 100,000 - - - - - 100,000
- - 225,000 - - - - 225,000
- - - - - - - -
- - - - - - - -
-$ 100,000$ 225,000$ -$ -$ -$ -$ 325,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ 100,000$ 225,000$ -$ -$ -$ -$ 325,000$
- - - - - - -
- - - - - - - -
- - - - - - - -
-$ 100,000$ 225,000$ -$ -$ -$ -$ 325,000$
Project Account (Account-Fund-Org-Program-Project): 500000-214-19300-30225-XXXXXX
Total Estimated Project Cost:
Operating Impacts: Funds Expended to Date:
Location: Mesa Verde Drive East between Harbor Boulevard and Adams Avenue
CAPITAL IMPROVEMENT PROGRAM
Mesa Verde Drive East/ Peterson Place Class II Bicycle Facility project on Mesa Verde Drive between Harbor
Boulevard and Adams Avenue and continue on to Peterson Place east of Harbor Boulevard, includes the study to
downgrade the existing street classification, traffic analysis, design concept development for lane reduction and class II
bicycle lanes, public outreach, and final design.
Increase safety and bikeability of the city's streets.
New project
Mesa Verde Drive East / Peterson Place Class II Bicycle Facility
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Traffic Impact Fee
Image and Map Placeholder
Total Funding Sources
-$
325,000$
306
Type:Transportation Item No.46
Department:Public Services CIP Project No.
Category:4 - Master Plan, General Plan District No.3 & 5
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
- - - - - -
- 300,000 100,000 - - - - 400,000
- - - - - - -
- - - - - - - -
-$ 300,000$ 100,000$ -$ -$ -$ -$ 400,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
300,000$ 100,000$ -$ -$ -$ -$ 400,000$
- - - - - - -
- - - - - - - -
- - - - - - - -
-$ 300,000$ 100,000$ -$ -$ -$ -$ 400,000$
Project Account (Account-Fund-Org-Program-Project): 500000-214-19300-30241-XXXXXX
Operating Impacts: Total Estimated Project Cost:
Location: West 18th Street and Wilson Street Funds Expended to Date:
Total Funding Sources
1,000$ 400,000$
-$
Expenditure Breakdown
Land acquisition
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Traffic Impact Fee Fund
CAPITAL IMPROVEMENT PROGRAM
West 18th Street and Wilson Street Crosswalks
The intent of the subject improvement project is to design and construct new controlled crosswalks on West 18th Street
and Wilson Street to include high visibility pedestrian crossings and pedestrian hybrid beacons.
The project has been identified during pedestrian walk audits conducted for the development of a Pedestrian Master
Plan. Project recommended for consideration by the Bikeway and Walkability Committee.
New project
307
Type:Transportation Item No.47
Department:Public Services CIP Project No.370059
Category:4- Mater Plan, General Plan District No.4
Project
Description:
Project
Justification:
Project Status:
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
-$ -$ -$ -$ -$ -$ -$ -$
30,000 - - - - - 30,000
- 300,000 - - - - 300,000
- - - - - - -
- - - - - - - -
30,000$ 300,000$ -$ -$ -$ -$ -$ 330,000$
2020-21
and Prior
Proposed
2021-22 2022-23 2023-24 2024-25 2025-26 Future Total
30,000$ -$ -$ -$ -$ 30,000$
- 300,000 - - - - - 300,000
- - - - - - - -
- - - - - - - -
30,000$ 300,000$ -$ -$ -$ -$ -$ 330,000$
Project Account (Account-Fund-Org-Program-Project): 500000-401-19300-30241-370059
Operating Impacts: Total Estimated Project Cost:
Location: West 19th St at Wallace Ave Funds Expended to Date:
CAPITAL IMPROVEMENT PROGRAM
West 19th Street at Wallace Avenue Traffic Signal
The intent of the subject improvement project is to construct a new traffic signal at the intersection of West 19th Street
at Wallace Avenue.
Resident requests for pedestrian crossing at this location and high number of pedestrians on West 19th. Design
funded in FY 20-21 and request is for construction funds.
Existing project
Expenditure Breakdown
Land acquisition
Capital Improvement Fund
Design, permits
Construction
Contingency
Other
Total Estimated Costs
Funding Sources
Measure M2 Fairshare Fund
Total Funding Sources
1,000$ 330,000$
-$
308
309
FY 2021-22
City Hall - Solar Rooftop/ Canopy Project -$
Citywide - Climate Action and Adaptation Plan (CAAP)-
Citywide - Community Choice Energy Feasibility Study 150,000
Citywide - Community Choice Energy Implementation -
Citywide - Costa Mesa Green Business Program -
Citywide - Drought Resistant Landscape and Vegetation Replacement -
Citywide - Energy Efficiency Projects -
Corporation Yard - Solar Canopy and EV Charging Stations -
Senior Center - Solar Canopy and EV Charging Stations -
Various Facilities - Electric Vehicle Charging Stations 145,000
TOTAL ENERGY AND SUSTAINABILITY 295,000$
Balearic Center - ADA Upgrades (Exterior Restrooms)-$
Balearic Center - Fire Protection Sprinklers -
Balearic Center - Install New HVAC Unit -
Building Modification Projects 392,306
City Hall - 1st Floor ADA Improvements -
City Hall - 1st Floor Finance Security & Efficiency Reconfiguration -
City Hall - 1st Floor Kitchen Improvements -
City Hall - 1st Floor IT Department Reconfiguration -
City Hall - 3rd Floor Repaint Walls and Carpet Replacement -
City Hall - Cast Iron Drainage Repipe 75,000
City Hall - Curtain and Window Improvements (1 floor per year)-
City Hall - Exterior Painting Improvements 150,000
City Hall - HVAC Retrofit -
City Hall - Remodel Outdoor Patio Landing -
City Hall - Training Room Design 40,000
Corp Yard-(Fleet) - Electric Security Gate 75,000
Corp Yard (Fleet) - Extent Bay #2 on North Side of Building for Fire Apparatus -
Corp Yard (Fleet) - Fleet Shop Epoxy Floors 75,000
Corp Yard (Fleet) - Removal of UST/Install Above-Ground Tanks -
Corp Yard Old - Facility Perimeter Concrete Improvements -
Costa Mesa Tennis Center Improvements -
Downtown Aquatic Center - Pool Replaster 275,000
Fire Station 1 - Dehumidifier Installation 250,000
Fire Station 2 - Reconstruction 750,000
Fire Station 3 - Groundwater/ Soil Assessment -
Fire Station 3 - Remove UST/Install Above-Ground Tank -
Fire Station 3 - Repairs 100,000
Fire Station 4 - Living Quarters Remodel
Fire Station 4 - Training Ground Improvements -
Fire Station 6 - Remove UST/Install Above-Ground Tank -
FACILITIES
Category/Project Title
ENERGY AND SUSTAINABILITY
Cost estimates are presented at current value / current dollars and are not escalated for inflation. Although the schedule spans five
years and future, funds for only the first year are appropriated within the FY 2021-22 Budget.310
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Future Total
200,000$ 200,000$ -$ -$ -$ 400,000$
150,000 - - - - 150,000
- - - - - 150,000
175,000 - - - - 175,000
50,000 50,000 50,000 50,000 200,000 400,000
200,000 200,000 200,000 200,000 600,000 1,400,000
100,000 100,000 100,000 100,000 300,000 700,000
150,000 150,000 - - - 300,000
100,000 100,000 - - - 200,000
- 150,000 - 150,000 300,000 745,000
1,125,000$ 950,000$ 350,000$ 500,000$ 1,400,000$ 4,620,000$
-$ -$ -$ -$ 150,000$ 150,000$
- - - - 160,000 160,000
- - - - 350,000 350,000
400,000 400,000 400,000 400,000 400,000 2,392,306
500,000 - - - - 500,000
550,000 - - - - 550,000
60,000 - - - - 60,000
400,000 - - - - 400,000
126,500 - - - - 126,500
- - - - - 75,000
- - - - 550,000 550,000
150,000 - - - - 300,000
- - - - 1,200,000 1,200,000
- - - - 225,000 225,000
400,000 - - - - 440,000
25,000 - - - - 100,000
- - 25,000 - 250,000 275,000
- - - - - 75,000
- - - - 1,000,000 1,000,000
- - - - 75,000 75,000
200,000 - - - - 200,000
- - - - - 275,000
- - - - - 250,000
4,000,000 4,000,000 - - - 8,750,000
30,000 30,000 60,000
250,000 - - - - 250,000
- - - - - 100,000
500,000 2,750,000 2,750,000 - 6,000,000
- - - - 2,100,000 2,100,000
- - - - 250,000 250,000
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Five-Year Capital Improvement Program
From Fiscal Year 2021-2022 Through Fiscal Year 2025-2026
311
FY 2021-22
Fire Station 6 - Repair Failing Perimeter Walls -$
Fire Stations - Minor Projects at Various Stations 100,000
Mesa Verde Library - ADA Compliance Improvements -
Mesa Verde Library - Roof Replacement -
Police Department - Carpet Replacement 55,000
Police Department - Communications Floor Finishes & Carpet Replacement -
Police Department - Emergency Operations Center & Property Evidence Facility -
Police Department - Emergency Operations Center Equipment Update -
Police Department - Locker Rooms HVAC Improvements -
Police Department - Range Remodel/ Update 1,500,000
Police Department - Shop Expanison for Mobile Command Vehicle -
Police Department - Underground Storage Tank (UST) Removal 125,000
Police Substation - Upgrades -
Senior Center - Painting and Power Wash -
Various Facilities - HVAC Replacement Program 530,000
TOTAL FACILITIES 4,492,306$
Bark Park Renovation -$
Brentwood Park - Improvements -
Canyon Park - Inventory, Management and Restoration Plans -
Costa Mesa Skate Park Expansion 100,000
Davis School Field & Lighting - Design & Construction -
Del Mar Community Gardens - Plot Addition -
Del Mesa Park - Replace Existing Playground Equipment -
Del Mesa Park - Replace Walkway Lights -
Entryway Monument - Industrial Way and Newport Blvd.-
Fairview Developmental Center Sports Complex -
Fairview Park - Bluff Stairs (South)Bluff Stairs at South Fairview Park -
Fairview Park - CA-ORA-58 Fill Removal, Cap & Restore Native Habitat -
Fairview Park - Educational Hubs and Signage -
Fairview Park - Fence along Placentia Ave -
Fairview Park - Fencing, Signage, and Trail Restoration -
Fairview Park - Master Plan Implementation -
Fairview Park - West Bluff Restoration -
Gisler Community Garden -
Golf Course Pocket Park -
Heller Park - 2 New Lighted Basketball Courts -
Heller Park - Replace Existing Restroom -
Jack Hammett Sport Complex Expansion 1,013,000
Kaiser Lighting and Turf -
Ketchum-Libolt Park Expansion 247,520
Lindbergh Park - 1 New Half Court Basketball Court -
Category/Project Title
FACILITIES (continued)
PARKS
Cost estimates are presented at current value / current dollars and are not escalated for inflation. Although the schedule spans five
years and future, funds for only the first year are appropriated within the FY 2021-22 Budget.312
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Five-Year Capital Improvement Program
From Fiscal Year 2021-2022 Through Fiscal Year 2025-2026
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Future Total
100,000$ -$ -$ -$ -$ 100,000$
100,000 100,000 100,000 100,000 - 500,000
- - - - 550,000 550,000
250,000 - - - - 250,000
- - - - - 55,000
- - 100,000 - - 100,000
- 450,000 1,000,000 - 2,000,000 3,450,000
300,000 - - - - 300,000
220,000 - - - - 220,000
- - - - - 1,500,000
250,000 - - - - 250,000
- - - - - 125,000
- - - - 2,000,000 2,000,000
- - - - 100,000 100,000
150,000 150,000 150,000 150,000 1,000,000 2,130,000
8,461,500$ 5,630,000$ 4,525,000$ 3,400,000$ 12,360,000$ 38,868,806$
-$ -$ 470,000$ -$ -$ 470,000$
250,000 1,500,000 1,250,000 - - 3,000,000
150,000 150,000 - - - 300,000
1,500,000 - - - - 1,600,000
- - - - 4,500,000 4,500,000
- - - - 112,800 112,800
- - - - 150,000 150,000
- - - - 45,000 45,000
- - - - 200,000 200,000
- - - - 6,000,000 6,000,000
- 350,000 - - - 350,000
- - - - 7,000,000 7,000,000
71,500 473,000 - - - 544,500
- - - - 380,000 380,000
75,000 75,000 25,000 25,000 - 200,000
- - - - 20,000,000 20,000,000
250,000 750,000 750,000 750,000 750,000 3,250,000
- - - - 215,000 215,000
- - - - 135,000 135,000
- - - 275,000 275,000
- - - - 600,000 600,000
- 1,013,000
- - - - 8,600,000 8,600,000
902,480 - - - - 1,150,000
- - - - 75,000 75,000
313
FY 2021-22
Lindbergh Park - Expand Park -$
Lions Park - Café -
Lions Park - Open Space Improvements -
Marina View Park - Replace Existing Playground Equipment -
Mesa del Mar Neighborhood Entryway -
Moon Park - Replace Existing Playground Equipment (2 areas)-
Parks, Recreation and Open Space Master Plan Update 75,000
Park Sidewalk / Accessibility Program 40,000
Park Security Lighting Replacement Program -
Parsons - Lighting and Turf -
Shalimar Park - Improvements -
Shiffer Park - Replace Existing Playground Equipment (2 Areas)-
Shiffer Park - Shelter and Restroom Improvements -
Smallwood Park - Improvements -
Tanager Park - Replace Existing Playground Equipment 231,000
TeWinkle Athletic Complex - Batting Cage Structure -
TeWinkle Park - Drainage Swale - North Boundary -
TeWinkle Park - Lakes Repairs & Upgrades 50,000
TeWinkle Park - Landscape Buffer North Boundary -
TeWinkle Park - Landscape Median Improvements -
TeWinkle Park - New Restroom - Lake Area -
TeWinkle Park - New Tot Lot East of Junipero Dr.-
TeWinkle Park - Security Lighting Project -
Various Parks - Parking Lot Rehabilitation -
Various Parks - Replace Playground Surfacing -
Vista Park - Picnic Shelter -
Wakeham Park - Playground and Planter Improvements -
Westside Park Development 250,000
Westside Skate Park -
Wilson Park - Replace Existing Restroom w/Pre-Fabricated -
SUBTOTAL PARKS 2,006,520$
Arlington Dr. at Newport Blvd. - Streetscape Improvements -$
Arlington Drive - Bark Park Parking Lot Landscape Improvements -
Fairview Road - Median Landscape Rehabilitation -
Gisler Avenue - Bike Trail Landscape -
Gisler Ave Landscape Improvements -
New Sidewalk / Missing Link Program 100,000
Newport Boulevard Landscape Improvements - 19th St. to Bristol St.-
Newport Boulevard Landscape Improvements - S/O 17th Street -
Parkway & Medians Improvement Program 500,000
Category/Project Title
PARKS (continued)
PARKWAY AND MEDIANS
Cost estimates are presented at current value / current dollars and are not escalated for inflation. Although the schedule spans five
years and future, funds for only the first year are appropriated within the FY 2021-22 Budget.314
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Five-Year Capital Improvement Program
From Fiscal Year 2021-2022 Through Fiscal Year 2025-2026
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Future Total
-$ -$ -$ -$ 1,300,000$ 1,300,000$
- - - - 900,000 900,000
50,000 300,000 300,000 - - 650,000
- - 150,000 - - 150,000
- - - - 200,000 200,000
- - - - 175,000 175,000
- - - - - 75,000
100,000 100,000 100,000 100,000 100,000 540,000
- - - - 925,000 925,000
- - - - 5,500,000 5,500,000
500,000 500,000 - - - 1,000,000
- - 175,000 - - 175,000
75,000 - - - 675,000 750,000
- - - - 1,500,000 1,500,000
- - - - - 231,000
- - - - 102,000 102,000
- - - - 400,000 400,000
1,000,000 - - - - 1,050,000
- - - - 300,000 300,000
- - - - 275,000 275,000
- - - - 650,000 650,000
- - - - 500,000 500,000
- - - - 275,000 275,000
50,000 100,000 100,000 100,000 100,000 450,000
50,000 - 50,000 - 50,000 150,000
- - - - 165,000 165,000
- - - - 190,000 190,000
3,000,000 3,350,000 2,350,000 2,000,000 2,000,000 12,950,000
100,000 500,000 - - - 600,000
- - - - 200,000 200,000
8,123,980$ 8,148,000$ 5,720,000$ 2,975,000$ 65,519,800$ 92,493,300$
-$ -$ -$ -$ 180,000$ 180,000$
- - - - 150,000 150,000
10,000 100,000 - - - 110,000
- - - - 165,000 165,000
350,000 ----350,000
100,000 100,000 100,000 100,000 100,000 600,000
- - - - 1,100,000 1,100,000
25,000 250,000 - - - 275,000
450,000 450,000 450,000 450,000 450,000 2,750,000
315
FY 2021-22
Priority Sidewalk Repair 50,000$
Tree Planting Program -
Victoria Street - Parkway Landscape Rehabilitation -
Westside Restoration Project 350,000
SUBTOTAL PARKWAY AND MEDIANS 1,000,000$
Adams Ave - Harbor Blvd. to Santa Ana River -$
Adams Ave Improvements- RMRA 2,278,862
Brentwood Ave. - Storm Drain System -
Cherry Lake Storm Drain System - Phase I, II & III -
Cherry Lake Storm Drain System - Phase IV & V -
Citywide Alley Improvements 500,000
Citywide Catch Basin Insert and Water Quality Improvement Project 25,000
Citywide Storm Drain Improvements -
Citywide Street Improvements 8,320,359
Newport Blvd Improvements -S/B from Mesa Dr. to Victoria St 57,315
Placentia Ave. Stormwater Quality Trash Full-Capture System -
Westside Storm Drain Improvements 550,000
Wilson Street Improvements 800,000
SUBTOTAL STREETS 12,531,536$
Adams Avenue Bicycle Facility- Fairview Rd. to Harbor Blvd.-$
Baker - Coolidge Ave Traffic Signal Modifications -
Baker /Placentia/ Victorica / West 19th Traffic Signal Synchronization 2,216,000
Bear Street Bicycle Facility Study -
Bicycle & Pedestrian Infrastructure Improvements 150,000
Bicycle Safety Education - Sixteen Schools -
Bristol St. / Baker St. - Intersection Improvement (Add EBT, WBT)-
Bristol St. / I-405 NB - Ramps (Add WBR)-
Bristol St. / Paularino Ave. (Add 2nd WBL)-
Bristol St. / Sunflower Ave. - Intersection Improvement (Add 3rd NBL)-
Bristol Street (Bear St. to Santa Ana Av.) - Bicycle Facility -
Citywide Bicycle Rack Improvements -
Citywide Class II, III and IV Bicycle Projects 200,000
Citywide Neighborhood Traffic Improvements 100,000
Citywide Traffic Signal Improvements -
Citywide Wayfinding Signage Program (Street and Bikeway)75,000
Costa Mesa ITS Improvements (Communications, Central Sys. CCTV)-
PARKWAY AND MEDIANS (continued)
STREETS
TRANSPORTATION
Category/Project Title
Cost estimates are presented at current value / current dollars and are not escalated for inflation. Although the schedule spans five
years and future, funds for only the first year are appropriated within the FY 2021-22 Budget.316
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Five-Year Capital Improvement Program
From Fiscal Year 2021-2022 Through Fiscal Year 2025-2026
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Future Total
50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$
50,000 50,000 50,000 50,000 50,000 250,000
- - - - 600,000 600,000
250,000 250,000 250,000 250,000 250,000 1,600,000
1,285,000$ 1,250,000$ 900,000$ 900,000$ 3,095,000$ 8,430,000$
2,000,000$ 2,000,000$ -$ -$ -$ 4,000,000$
- - - - - 2,278,862
- - - - 793,040 793,040
- - - - 2,721,600 2,721,600
- - - - 2,009,360 2,009,360
500,000 500,000 500,000 - - 2,000,000
30,000 30,000 30,000 30,000 120,000 265,000
- - - - 15,000,000 15,000,000
5,500,000 5,500,000 5,500,000 6,000,000 6,500,000 37,320,359
- - - - - 57,315
350,000 - - - - 350,000
1,550,000 1,550,000 1,550,000 1,550,000 1,550,000 8,300,000$
- - - - - 800,000$
9,930,000$ 9,580,000$ 7,580,000$ 7,580,000$ 28,694,000$ 75,895,536$
1,500,000$ -$ -$ -$ 1,500,000$
40,000 - - - - 40,000
- - - - - 2,216,000
100,000 - - - - 100,000
- - - - - 150,000
60,000 - 60,000 - 60,000 180,000
- - - 962,500 962,500
- - - - 90,000 90,000
- - - - 300,210 300,210
- - - - 1,130,000 1,130,000
75,000 450,000 - - - 525,000
50,000 50,000 50,000 50,000 50,000 250,000
200,000 200,000 100,000 100,000 100,000 900,000
75,000 75,000 75,000 75,000 75,000 475,000
250,000 250,000 250,000 250,000 250,000 1,250,000
50,000 - - - - 125,000
250,000 250,000 250,000 250,000 250,000 1,250,000
317
FY 2021-22
E. 17th St. / Irvine Ave. - Intersection Improvement (Add SBR, EBR)-$
Eastside Traffic Calming (Cabrillo St., 18th St., 22nd St.)-
Fairview Channel Trail - Placentia Ave. (n of park) to Placentia Ave. (s of park)-
Fairview Rd./ Wilson St. - Improvements (Add EBT, WBT)-
Fairview Road - Arlington Dr. Traffic Signal Modification -
Fairview Road - Merrimac Way Traffic Signal Modification -
Fairview Road (Fair Dr. to Newport Blvd.) - Bicycle Facility -
Greenville-Banning Channel Pt. 1 (Sunflower Ave to South Coast Drive)-
Greenville-Banning Channel Pt. 2 (Santa Ana River Trail to South Coast Dr.)-
Harbor Blvd. / Gisler Ave. - Intersection Improvements (Add SBR)-
Harbor Blvd. / South Coast Dr. - Intersection Improvement (Add EBR)-
Harbor Blvd. / Sunflower Ave. - Intersection Improvement (Add EBR, WBR)-
Harbor Blvd./ Adams Ave. - Intersection Improvements (Add NBL, NBR)-
Harbor Blvd./ MacArthur - Bus Turnout -
Hyland Ave. / I-405 NB Ramp & South Coast Drive (Add 2nd WBT)-
Mesa Del Mar Multi-Modal Access and Circulation Improvements 300,000
Mesa Drive and Santa Ana Ave Bicycle Facility Improvement 100,000
Mesa Verde Drive East/ Peterson Place Class II Bicycle Facility 100,000
Newport Blvd. Northbound at Del Mar (Add WBTR)-
Newport Blvd. Northbound/22nd St. (Add WBTR, convert NBT to NBTR)-
Newport Blvd. Southbound at Fair Dr. (Add 2nd SBR)-
Newport Blvd./17th St. (Add NBR)-
Newport Boulevard Southbound (Bristol Street to Arlington Drive)-
Newport Boulevard Improvements - From 19th St. to 17th St.-
Orange Coast College Alley -
Paularino Channel - Multipurpose Trail -
Placentia Av./19th St. (Add SBR)-
Placentia Av./20th St. HAWK Signal -
Randolph Avenue Parking and Pedestrian Improvements 400,000
Signal System Upgrade - Paularino, Fair, Wilson, Anton -
SR-55 Frwy. N/B / Baker St. - Intersection Improvement (Add NBL, EBL)-
SR-55 Frwy. N/B / Paularino Ave. - Intersection Improvement (Add WBR)-
SR-55 Frwy. S/B / Baker St. - Intersection Improvement (Add SBR)-
SR-55 Frwy. S/B / Paularino Ave. - Intersection Improvement (Add SBR)-
Superior Av./17th St. (Convert WBT to WBTL, NBR)-
Vanguard Way/Santa Isabel Ave. (Fair Dr. to Irvine Av.) - Bicycle Facility -
West 17th St. Widening - (Newport Boulevard to Placentia Avenue)-
West 18th St. and Wilson Crosswalks 300,000
West 19th St. at Wallance Avenue Traffic Signal 300,000
Wilson Street (Fairview Rd. to Santa Ana Av.) - Bicycle Facility -
Wilson Street Widening - from College Ave. to Fairview Rd.-
SUBTOTAL TRANSPORTATION 4,241,000$
24,566,362$
Category/Project Title
TRANSPORTATION (continued)
Total Five-Year Capital Improvement Projects
Cost estimates are presented at current value / current dollars and are not escalated for inflation. Although the schedule spans five
years and future, funds for only the first year are appropriated within the FY 2021-22 Budget.318
CAPITAL IMPROVEMENT PROGRAM (CONTINUED)
Five-Year Capital Improvement Program
From Fiscal Year 2021-2022 Through Fiscal Year 2025-2026
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Future Total
-$ -$ 100,000$ -$ 700,000$ 800,000$
- - - - 2,200,000 2,200,000
- - 100,000 - 980,000 1,080,000
- - - - 1,525,000 1,525,000
100,000 - - - - 100,000
150,000 - - - - 150,000
- 60,000 480,000 - - 540,000
- - - - 870,000 870,000
- - - - 3,280,000 3,280,000
- - - - 4,895,000 4,895,000
- - - - 2,167,200 2,167,200
- - - - 920,000 920,000
- - - - 6,000,000 6,000,000
- - - - 396,000 396,000
- - 50,000 - 813,000 863,000
500,000 250,000 - - - 1,050,000
- - - - 1,200,000 1,300,000
225,000 - - - - 325,000
- - - - 132,000 132,000
- - - - 15,000 15,000
- - 68,750 - 695,750 764,500
- 50,000 400,000 - - 450,000
- - 75,000 - 370,000 445,000
400,000 600,000 4,150,000 4,150,000 - 9,300,000
- - - - 760,000 760,000
500,000 2,000,000 2,000,000 - - 4,500,000
- - - - 386,000 386,000
175,000 - - - - 175,000
- - - - - 400,000
300,000 300,000 300,000 - - 900,000
- - - - 1,370,000 1,370,000
- - - - 642,750 642,750
- - - - 625,350 625,350
- - - - 413,730 413,730
- - 100,000 - 563,000 663,000
- - 60,000 - - 60,000
- - 40,000 - 1,200,000 1,240,000
100,000 - - - - 400,000
- - - - - 300,000
- - - - 200,000 200,000
- - - - 20,000,000 20,000,000
3,600,000$ 6,035,000$ 8,708,750$ 4,875,000$ 56,587,490$ 84,047,240$
32,525,480$ 31,593,000$ 27,783,750$ 20,230,000$ 167,656,290$ 304,354,882$
319
320
APPENDIX
AP
P
E
N
D
I
X
HISTORY OF COSTA MESA
Located on the "coastal tableland" above Newport Bay, Costa Mesa was once grazing grounds for cattle
belonging to the Mission San Juan Capistrano. At the beginning of the 19th Century, missionaries built an adobe
way station or "estancia" for the vaqueros who tended the herds. This structure still stands at 1900 Adams
Avenue and was recently restored and transformed by the City into a museum. In 1810, this same area was a
part of the Spanish land grant of Santiago del Santa Ana made to Jose Antonio Yorba. By 1880, settlers had
begun buying portions of the rancho from Yorba's heirs and in the same decade established the town of Fairview.
A school house and church were built near the present intersection of Harbor and Adams, and a 25-room hotel
accommodated visitors to the nearby hot sulfur springs. But in early 1889, a storm washed out the railroad and
brought financial disaster to the community which soon reverted to a farming country.
By this time, the little town of Harper, named after a nearby rancher, had emerged on a siding of the Santa Ana
and Newport Railroad. Its first business, Ozment's General Store, stood on the corner of Newport and 18th
Streets and contained the City's first post office, established in 1909. On May 11, 1920, Harper officially changed
its name to Costa Mesa, which means "coastal tableland" in Spanish, and continued as an agricultural
community, growing sweet potatoes, corn, tomatoes, strawberries, and apples.
Building and oil drilling industries were just beginning to bring new growth to the City when the depression hit
Southern California. Industries collapsed and the local bank closed. More disaster followed when the 1933
earthquake shook the town, damaging businesses and the Main School. Soon after, the school was rebuilt and
continued to operate as the Clara McNally School. These buildings are now used for school administrative and
service purposes.
World War II brought many thousands of people to the area for training at the Santa Ana Army Air Base, located
on what is now the Orange County Fairgrounds, Orange Coast College, and the present site of the Civic Center.
When the war ended, many of these men returned with their families to begin a population boom in the City.
On June 29, 1953, the City was incorporated and a City Council-Manager form of government was chosen. The
new City had an area of 3.5 square miles and a population of 16,840. The City has an area of 16.8 square miles
and the population has risen to 114,778, as of July 1, 2019.
Today, Costa Mesa is a major commercial and industrial center of Orange County. The City, which formally
adopted the slogan "The City of the Arts" in late 1984, is home to the Orange County Performing Arts Center
and the Tony Award-winning South Coast Repertory Theatre. The Center includes a 3,000-seat facility, which
was completed in 1985. And in September 2006, the 2,000-seat Henry and Renee Segerstrom Concert Hall
and 500-seat Samueli Theatre opened with great success. The Concert Hall is the new home to the Orange
County's Pacific Symphony and Pacific Chorale.
Costa Mesa also offers world-class shopping and dining experiences in and around South Coast Plaza. Home
to large corner stores like Nordstrom's, Macy's, Saks Fifth Avenue, and Bloomingdale's. South Coast Plaza also
offers smaller specialized stores like Tiffany & Co., Ralph Lauren, Williams-Sonoma, and Coach. The South
Coast Plaza area also offers a variety of fine dining that
includes Maggiano's Little Italy, Vaca, Anqi, The Capital
Grille, and Water Grill.
This history has made and continues to make the City of
Costa Mesa a destination for all experiences.
321
MISCELLANEOUS STATISTICS
GENERAL
Date of Incorporation June 29, 1953
Form of Government Council-Manager
Classification General Law
Area (in square miles) 16.8
Population 114,778
Acres Zoned for Industry 1,026
Acres of Open Space 1,039
Post Offices 2
Number of Full-Time Employees 530
FIRE PROTECTION
Number of Fire Stations 6
Number of Sworn Fire Fighters 84
Fire Insurance Rating Class 2
POLICE PROTECTION
Number of Sworn Police Officers 138
STREETS, PARKS and SANITATION
Miles of Streets (in lane miles) 522
Miles of Alleys 15
Trees, Street 25,000
Park Sites 30
Skate Park 1
18-hole Public Golf Courses 2
Miles of Storm Drains 45.5
Miles of Sewers 325.7
Sanitation Pumping Stations
Education Facilities
20
EDUCATION FACILITIES
Elementary Schools 10
Junior High Schools 2
High Schools 2
2-year Community College 1
Private Colleges 19
Public Libraries 2
322
GLOSSARY OF BUDGET TERMS
ACCRUAL BASIS OF ACCOUNTING: Revenues are recognized when both measurable and available;
expenditures are recorded when services have been substantially performed or goods have been received and
the liabilities incurred.
ADOPTED BUDGET: The official budget as approved by the City Council at the start of each fiscal year.
AD VALOREM TAX: (which means “according to its value”) A state or local government tax based on the value
of real property as determined by the county tax assessor.
AGENCY FUND: Used to account for assets held by the City in a fiduciary capacity for individuals, government
entities, and others. Such funds are operated by carrying out the specifications of trust indentures, statutes,
ordinances, or other governing regulations.
AMENDED BUDGET: The adopted budget as amended by the City Council through the course of a fiscal year.
APPROPRIATIONS: A legal authorization granted by a legislative body to make expenditures and to incur
obligations for specific purposes. An appropriation is usually limited in amount and to the time when it may be
expended.
ARBITRAGE: The interest rate differential that exists when proceeds from a municipal bond – which is tax-free
and carries a lower yield – are invested in taxable securities with a yield that is higher. The 1986 Tax Reform
Act made this practice by municipalities illegal solely as a borrowing tactic, except under certain safe-harbor
conditions.
ASSESSED VALUATION: A municipality’s property tax base stated in dollars based on real estate and/or other
taxable business property for the purposes of taxation.
AUTHORITY OR AGENCY: A state or local unit of government created to perform a single activity or a limited
group of functions and authorized by the state legislature to issue bonded debt.
AUTHORIZING ORDINANCE: A law that, when enacted, allows the unit of government to sell a specific bond
issue or finance a specific project.
BOND: A security whereby an issuer borrows money from an investor and agrees and promises, by written
contract, to pay a fixed principal sum on a specified date (maturity date) and at a specified rate of interest.
BOND PREMIUM: The amount at which a bond or note is bought or sold above its par value or face value
without including accrued interest.
BUDGET: A plan of financial operation comprised of estimated expenditures for a given period (usually a single
fiscal year) and the proposed means of financing the expenditures (through revenues).
BUDGET MESSAGE: A written discussion of the budget presented by the City Manager to the City Council.
CAPITAL BUDGET: A budget which focuses on capital projects to implement the Capital Improvement
Program.
CAPITAL IMPROVEMENT PROGRAM: A plan for capital improvements to be implemented each year over a
number of years to meet capital needs arising from the assessment of long-term needs. It sets forth the
estimated cost for each project and specifies the resources required to finance the projected expenditures.
CAPITAL IMPROVEMENT PROJECT: The budget unit to group activities and costs necessary to implement a
specific capital improvement and/or acquisition. A project can include the construction, acquisition, expansion,
replacement, or rehabilitation of a physical facility or improvement. Projects often include planning and design,
land acquisition, and project management costs related to such facilities and improvements.
323
GLOSSARY OF BUDGET TERMS (CONTINUED)
CAPITAL PROJECTS FUNDS: Used to account for financial resources for the acquisition or construction of
major capital facilities other than those financed by proprietary and trust funds.
CERTIFICATES OF PARTICIPATION (COPs): A form of lease revenue bond that permits the investor to
participate in a stream of lease payments, installment payments or loan payments relating to the acquisition or
construction of specific equipment, land, or facilities. COPs have become a popular financing device in California
since the passage of Proposition 13. COPs are not viewed legally as “debt” because payment is tied to an
annual appropriation by the government body. As a result, COPs are seen by investors as providing weaker
security and often carry ratings that are a notch or two below an agency’s general obligation rating.
COMMUNITY FACILITIES DISTRICT 91-1: Established to account for a special tax received under the Mello-
Roos Community Facilities Act of 1982. Bonds were issued to provide for improvements within the district and
the special tax revenue is restricted for payment of principal and interest to the bondholder.
CONTRACTED SERVICES: Services rendered in support of City operations and activities by external parties.
These may be based upon either formal contracts or ad hoc charges.
COUPON RATE: The specified annual interest rate payable to the bond or note holder as printed on the bond.
This term is still used even though there are no coupon bonds anymore.
DEBT LIMIT: The maximum statutory or constitutional amount of debt that the general obligation bond issuer
can either issue or have outstanding at any time.
DEBT SERVICE FUNDS: Account for the accumulation of resources set aside to meet current and future debt
service requirements (payments) on general long-term debt.
DELINQUENT TAXES: Property Taxes that have been levied but remain unpaid on and after the due date. In
California, the due dates are December 10 and April 10. Special taxes and assessments are often due on these
dates as well.
DEPARTMENT: A major organizational group of the City with overall management responsibility for an operation
or a group of related operations within a functional area.
DISCOUNT: The amount by which market value of a bond is less than par value or face value.
DIVISION: An organizational subgroup of a department.
ENCUMBRANCE: The commitment of appropriated funds to purchase goods, which have not yet been
received, or services that has yet to be rendered.
EXPENDITURES: Decreases in net position. An Expense represents the consumption of a cost during a period
regardless of the timing or related payment.
EXPENSES: Decreases in net total assets. Expenses represent the total cost of operations during a period
regardless of the timing of related expenditures.
FEASIBILITY STUDY: A financial study provided by the issuer of a revenue bond that estimates service needs,
construction schedules, and most importantly, future project revenues and expenses used to determine the
financial feasibility and creditworthiness of the project to be financed.
FISCAL AGENT: Also known as the Paying Agent, the bank, designated by the issuer, to pay interest and
principal to the bondholder.
FISCAL YEAR: A 12-month period to which the annual operating budget applies and at the end of which an
entity determines its financial position, the results of its operations, and adopts a budget for the coming year.
The City of Costa Mesa's fiscal year is from July 1 to June 30.
324
GLOSSARY OF BUDGET TERMS (CONTINUED)
FISCAL YEAR: A 12-month period to which the annual operating budget applies and at the end of which an
entity determines its financial position, the results of its operations, and adopts a budget for the coming year.
The City of Costa Mesa's fiscal year is from July 1 to June 30.
FIXED ASSETS: Equipment costing $5,000 or more per unit, including tax and shipping, with a useful life longer
than one year, and not qualifying as a capital improvement project. Includes automotive equipment, office
equipment, office furniture, acquisitions, landscaping improvements, etc.
FULL FAITH AND CREDIT: The pledge of “the full faith and credit and taxing power without limitation as to rate
or amount.” A phrase used primarily in conjunction with General Obligation bonds to convey the pledge of
utilizing all taxing powers and resources, if necessary, to pay the bond holders.
FULL-TIME EQUIVALENT (FTE): The conversion of part-time employee hours to an equivalent of a full-time
position. For example: one person working 20 hours a week for a year would be 0.5 FTE.
FUND: An independent fiscal and accounting entity with a self-balancing set of accounts, recording resources,
related liabilities, obligations, reserves and equities segregated for the purpose of carrying out specific activities
or attaining certain objectives in accordance with special regulations, restrictions or limitations.
FUND BALANCE: The equity (assets minus liabilities) of governmental fund and fiduciary fund types.
GENERAL OBLIGATION (GO) BOND: A bond secured by a pledge of the issuer’s taxing powers (limited or
unlimited). More commonly the general obligation bonds of local governments are paid from ad valorem property
taxes and other general revenues. Considered the most secure of all municipal debt. Limited in California by
Proposition 13 to debt authorized by a two-thirds vote in the case of local governments or a simple majority for
State issuance.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP): Uniform minimum standards of and
guidelines for financial accounting and reporting. They govern the form and content of the basic financial
statements of an entity. GAAP encompasses the conventions, rules, and procedures necessary to define
accepted accounting practices at a particular time. They include not only broad guidelines of general application,
but also detailed practices and procedures. GAAP provides a standard by which to measure financial
presentations.
GOVERNMENTAL FUNDS: Typically are used to account for tax-supported (governmental) activities. These
include the General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service Funds.
HOMEOWNERS' SUBVENTION: Owner-occupied properties are eligible for an annual exemption of $7,000 of
the assessed value of the property. This State exemption is reimbursed to the City through this subvention.
INTERFUND TRANSFERS: Defined as "flows of assets" (such as goods or services) without equivalent flows
of assets in return and without requirement for repayment.
INTERGOVERNMENTAL REVENUE: Revenue collected by one government and distributed (usually through
some predetermined formula) to another level of government(s).
INTERNAL SERVICE FUNDS: Account for the goods or services provided by one fund and/or department to
another fund and/or department on a cost reimbursement basis.
INVESTMENT GRADE: A rating issued by the three major bond rating agencies, Moody’s, Standard & Poor’s,
and Fitch, rated BBB, Baa or better. Many fiduciaries, trustees, and some mutual fund managers can only invest
in securities with an investment grade rating.
ISSUER: A state or local unit of government that borrows money through the sale of bonds and/or notes.
325
GLOSSARY OF BUDGET TERMS (CONTINUED)
INVESTMENT GRADE: A rating issued by the three major bond rating agencies, Moody’s, Standard & Poor’s,
and Fitch, rated BBB, Baa or better. Many fiduciaries, trustees, and some mutual fund managers can only invest
in securities with an investment grade rating.
ISSUER: A state or local unit of government that borrows money through the sale of bonds and/or notes.
JOINT POWERS AUTHORITY (JPA): The formation of two or more public entities with common powers to
consolidate their forces and resources to acquire assets and/or provide services to the public. Their bonding
authority and taxing ability is the same as their powers as separate units.
LETTER OF CREDIT: A form of supplement or, in some cases, direct security for a municipal bond under which
a commercial bank or private corporation guarantees payment on the bond under certain specified conditions.
LIEN: A claim on revenues, assessments or taxes made for a specific issue of bonds.
MARKS-ROOS BOND: The State Legislature enacted the Marks-Roos (named after its legislative sponsors)
Local Bond Pooling Act of 1985 to facilitate the financing of local government facilities by bond bank pools funded
by bond proceeds. The pool, formed under a Joint Powers Authority, can buy any type of legally issued debt
instrument within or without its geographic area. The idea was to save money through economies of scale by
selling one large bond issue to finance several small projects.
MELLO-ROOS BOND: The Mello-Roos (named for its legislative sponsors) Community Facilities District Act of
1982 established another method where by almost every municipal subdivision of the state may form a special,
separate district to finance a long list of public facilities by the sale of bonds and finance certain public services
on a pay-as-you-go basis. These Community Facilities Districts are formed and bond issues authorized by a
two-thirds vote of the property owners in the district. Typically, the only voters in a district are one or more real
estate developers who own or have an option on all of the land in the district. Bonds are sold to finance facilities
that can include school, parks, libraries, public utilities and other forms of infrastructure. The Districts may
provide public services that include police and fire protection, recreation programs, area maintenance, library
services, flood and storm drainage. Bonded debt service and/or the public services are paid for by special taxes
levied on the real property within the district. As the developer subdivides and sells off the land the new property
owner assumes the tax burden. (Tax delinquencies can lead to fines and penalties and ultimately foreclosure
and sale. The ultimate security for Mello-Roos bonds is the value of the real property being taxed, consequently
a provision in the law requires the appraised value of the land be three times the bonded debt.)
MODIFIED ACCRUAL BASIS: The accrual basis of accounting where revenues are recognized when they
become both "measurable" and "available" to finance expenditures of the current period. All governmental funds
are accounted for using the modified accrual basis of accounting.
NET BUDGET: The legally adopted budget less interfund transactions. Those amounts in the budget
representing transfers and interfund reimbursements are subtracted from the legally adopted budget amount.
OBJECTIVE: A simply stated, readily measurable statement of aim or expected accomplishment within the
fiscal year. A good statement of objective should specify a standard of performance for a given program or
stated goal.
OBJECT CODE: The classification of expenditures in terms of what is bought and paid for grouped into
categories.
OFFICIAL STATEMENT (OS): A document (prospectus) circulated for an issuer prior to a bond sale with salient
facts regarding the proposed financing. There are two OS, the first known as the preliminary, or “red herring” –
so named because some of the type on its cover is printed in red – and it is supposed to be available to the
investor before the sale. The final OS must be sent to the purchaser before delivery of the bonds.
326
GLOSSARY OF BUDGET TERMS (CONTINUED)
OFFICIAL STATEMENT (OS): A document (prospectus) circulated for an issuer prior to a bond sale with salient
facts regarding the proposed financing. There are two OS, the first known as the preliminary, or “red herring” –
so named because some of the type on its cover is printed in red – and it is supposed to be available to the
investor before the sale. The final OS must be sent to the purchaser before delivery of the bonds.
OPERATING BUDGET: A budget which focuses on everyday operating activities and programs. Usually
includes personnel, maintenance and operations and capital equipment.
OVERLAPPING DEBT: The proportionate share of the general obligation bonds of local governments located
wholly or in part within the limits of the reporting unit of government, that must be borne by property owners
within the unit.
PAR VALUE: The face value or principal amount of a bond, usually $5,000, due to the holder at maturity. It
has no relation to the market value.
PERSONNEL EXPENSES: Compensation paid to or on behalf of City employees for salaries and wages,
overtime and benefits.
PREMIUM: The amount, if any, by which the price exceeds the principal amount (par value) of a bond. Its
current yield will be less than its coupon rate.
PRINCIPAL: The face value of a bond, exclusive of interest.
PROFESSIONAL SERVICES: Includes the cost of outside professional and specialized services purchased by
the City, such as consultants for special studies, outside attorneys, architectural and engineering, etc.
PROGRAM BUDGET: A budget organized by a grouping of related activities, projects and services which are
similar in purpose. The expenditure focus of a program budget is related to the nature of work and services
performed.
PROPERTY TAX: A tax levied on real estate and personal property. The basic rate in Orange County is 1% of
assessed value, of which Costa Mesa receives approximately 15 cents for every dollar collected.
PROPERTY TRANSFER TAX: An assessment on real property transfers at the current rate of $.55 per $500
in market value, and is collected at the time of the transfer with the County receiving half the collected amount.
Also known as the Documentary Transfer Tax.
PROPOSED BUDGET: The budget as formulated and proposed by the City Manager. It is submitted to the
City Council for review and approval.
RATINGS: Various alphabetical and numerical designations used by institutional investors, underwriters, and
commercial rating companies to indicate bond and note creditworthiness. Standard & Poor’s and Fitch Investors
Service Inc. use the same system, starting with their highest rating of AAA, AA, A, BBB, BB, B, CCC, CC, C, and
D for default. Moody’s Investors Services uses Aaa, Aa, A, Baa, Ba, B, Caa, Ca, C, and D. Each of the services
use + or – or +1 to indicate half steps in between. The top four grades are considered Investment Grade Ratings.
REFUNDING BOND: The issuance of a new bond for the purpose of retiring an already outstanding bond issue.
RETAINED EARNINGS: An equity account reflecting the accumulated earnings of Proprietary Fund types. For
budgeting purposes, the working capital definition of fund balance is used.
REVENUE: Moneys that the City receives as income such as tax payments, fees from specific services, receipts
from other governments, fines, forfeitures, grants, shared revenues and interest income.
REVENUE BOND: A municipal bond whose debt service is payable solely from the revenues received from
operating the facilities acquired or constructed with the proceeds of the bonds.
327
GLOSSARY OF BUDGET TERMS (CONTINUED)
SELF-INSURANCE: The retention of liabilities, arising out of the ownership of property or from some other
cause, instead of transferring that risk to an independent third party through the purchase of an insurance policy.
The City currently provides self-insurance for workers' compensation, general liability and unemployment, and
purchases outside insurance for excess coverage in these areas.
SPECIAL REVENUE FUNDS: Account for the revenue derived from specific taxes or other earmarked revenue
sources (other than expendable trusts or for major capital projects) that are restricted by law or administrative
action to expenditures for specified purposes.
SUPPLEMENTAL ROLL PROPERTY TAXES: Assessed on property that changes ownership during the year
and is based on the difference between the new and old assessed values.
TAX BASE: The total resource of the community that is legally available for taxation.
TAXES: Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit. This term does not include specific charges made against particular persons or property for
current or permanent benefits such as special assessments. Neither does the term include charges for services
rendered only to those paying such charges as, for example, user charges.
TRUSTEE: A bank designated as the custodian of funds and official representative of bondholders. Appointed
to ensure compliance with trust indenture.
UNDERWRITER: A financial institution (investment or commercial bank), which purchases a new issue of
municipal securities for resale; may acquire the bonds either by negotiated sale or based on competitive bidding.
USER CHARGES: Payments made by users or customers of publicly provided services that benefit specific
individuals. These services exhibit "public good" characteristics. Examples of user charges are fees paid for
recreational activities, building fees, police fees, etc.
328
ACRONYMS
A/V: Audio/Video
AB: Assembly Bill
ABLE: AirBorne Law Enforcement
AC: Air Conditioning
ACT: Activity Club for Teens
ADA: Americans with Disabilities Act
ADT: Average Daily Traffic
AHRP: Arterial Highway Rehabilitation Program
ALS: Advanced Life Support
APA: American Planning Association
AQMD: Air Quality Management District
AVL: Automatic Vehicle Location
AYSO: American Youth Soccer Organization
BAN: Bank Anticipation Note
BCC: Balearic Community Center
BIA: Business Improvement Area
BLS: Basic Life Support
BMP: Best Management Practices
CAD: Computer Automated Dispatch
CAFR: Comprehensive Annual Financial Report
CAL OSHA: California Occupational Safety and
Health Administration
CalPERS: California Public Employees Retirement
System
CalTrans: California Department of Transportation
CCTV: Closed-circuit Television
CD: Community Design
CDBG: Community Development Block Grant
CEO: Chief Executive Officer
CEQA: California Environmental Quality Act
CERT: Community Emergency Response Team
CIP: Capital Improvement Program
CIR: Circulation Impact Report
CMP: Congestion Management Program
CMRA: Costa Mesa Redevelopment Agency
CMSD: Costa Mesa Sanitary District
CMTV: Costa Mesa's Municipal Access Channel
CNG: Compressed Natural Gas
CO: Carbon Monoxide
COP: Certificates of Participation
COPPS: Community-Oriented Policing and
Problem Solving
COPS: Citizen's Option for Public Safety
CPI: Consumer Price Index
CPR: Cardiopulmonary Resuscitation
CSI: Crime Scene Investigation
CSMFO: California Society of Municipal Finance
Officers
CSS: Community Services Specialist
CUP: Conditional Use Permit
DARE: Drug Awareness Resistance Education
DLT: Digital Linear Tape
DOJ: Department of Justice
DRC: Downtown Recreation Center
DUI: Driving under the Influence
EAP: Employee Assistance Program
EDD: Employment Development Department
EIR: Environmental Impact Report
EMS: Emergency Medical Service
EOC: Emergency Operations Center
ERAF: Educational Revenue Augmentation Fund
ERF: Equipment Replacement Fund
FEMA: Federal Emergency Management Agency
FHWA: Federal Highway Administration
FTE: Full-Time Equivalent
FY: Fiscal Year
GAAP: Generally Accepted Accounting Practices
GASB: Governmental Accounting Standards
Board
GFOA: Government Finance Officers' Association
GIS: Geographic Information System
GMA: Growth Management Area
GO: General Obligation
HCD: Housing and Community Development
329
ACRONYMS (CONTINUED)
HEPA: High-Efficiency Particulate Air (Filter)
HUD: Housing and Urban Development
HUTA: Highway Users Tax Account
HVAC: Heating, Ventilation, Air Conditioning
I-405: Interstate 405, also known as the San Diego
Freeway
ICE: Immigration & Customs Enforcement
ICU: Intersection Capacity Utilization
IIP: Intersection Improvement Project
IIPP: Injury and Illness Prevention Program
IPEMA: International Playground Equipment Association
IT: Information Technology
JIC: Joint Information Center
JPA: Joint Powers Authority
JUA: Joint Use Agreement
LIDAR: Light Detection and Ranging
LLEBG: Local Law Enforcement Block Grant
LOS: Level of Service
LRMS: Law Records Management System
LTD: Long-term Disability
LTO: Linear Tape Open
M&O: Maintenance & Operation
MADD: Mothers Against Drinking and Driving
MDC: Mobile Data Computer
MIC: Mobile Intensive Care
MIS: Management Information Services
MOU: Memorandum of Understanding
MPAH: Master Plan of Arterial Highways
NACSLB: National Advisory Council on State and Local
Budgeting
NCC: Neighborhood Community Center
NEC: National Electric Code
NFN: Neighbors for Neighbors
NIMS: National Incident Management System
NMUSD: Newport-Mesa Unified School District
NPDES: National Pollutant Discharge Elimination
System
NPI: National Purchasing Institute
OCFCD: Orange County Flood Control District
OCFEC: Orange County Fair & Exposition Center
OCTA: Orange County Transportation Authority, OC
Treasurer's Association
OPEB: Other Post Employment Benefits
OS: Official Statement
OTS: Office of Traffic Safety
PC: Personal Computer, Penal Code
PD: Police Department
PDAOC: Planning Director’s Association of Orange
County
PEG: Public, Education & Government
PERS: Public Employees Retirement System
POST: Peace Officer Standard Training
PPE: Personal Protective Equipment
PUC: Public Utility Commission
RAID: Reduce/Remove Aggressive & Impaired Drivers
RAN: Revenue Anticipation Note
RMRA: Road Maintenance and Rehabilitation Account
RMS: Records Management System
ROCKS: Recreation on Campus for Kids
ROR: Rate of Return
ROW: Right-of-Way
RRIP: Residential Remodel Incentive Program
SAAV: Service Authority for Abandoned Vehicles
SB: Senate Bill
SBOE: State Board of Equalization
SCBA: Self-Contained Breathing Apparatus
SEC: Security and Exchange Commission
SED: Special Enforcement Detail
SEMS: Standardized Emergency Management Systems
SIP: Signal Improvement Program
SLESF: Supplemental Law Enforcement Services Fund
SMP: Senior Mobility Program
SOBECA: South Bristol Entertainment and Cultural Arts
SR-55: State Route 55, also known as the Costa Mesa
Freeway
SR-73: State Route 73, also known as the Corona del
Mar Freeway
SRO: School Resource Officer
SUV: Sports Utility Vehicle
330
ACRONYMS (CONTINUED)
SWAT: Special Weapons and Tactics (Team)
TAN: Tax Anticipation Note
TARGET: Tri-Agency Gang Enforcement Team
TEA: Transportation Enhancement Activities
TMC: Turning Movement Count
TOT: Transient Occupancy Tax
TPA: Third Party Administrator
TRAN: Tax and Revenue Anticipation Note
UASI: Urban Area Security Initiative
UBC: Uniform Building Code
UCM: Utility Cost Management
UMC: Uniform Mechanical Code
UPC: Uniform Plumbing Code
UPS: Uninterrupted Power System
UST: Underground Storage Tank
VLF: Vehicle License Fee
WMD: Weapons of Mass Destruction
WROC: Westside Revitalization Oversight Committee
331
ASSESSED VALUE 21,112,546,355$
General Gvmt
DEBT LIMIT: 3.75 Percent of Assessed Value 791,720,488$
Amount of Debt applicable to Debt Limit:
Total Bonded Debt -$
LESS: Assets in Debt Service Fund (Net)-
TOTAL AMOUNT OF DEBT APPLICABLE TO DEBT LIMIT -$
LEGAL DEBT MARGIN 791,720,488$
COMPUTATION OF LEGAL DEBT MARGIN
Fiscal Year Ended June 30, 2020
332
Percent
Increase Increase
Fiscal Year Assessed Value (Decrease)(Decrease)
2010-11 14,116,462,882$ (316,212,167)$ -2.19%
2011-12 14,117,917,712 1,454,830 0.01%
2012-13 14,377,053,503 259,135,791 1.84%
2013-14 14,926,307,046 549,253,543 3.82%
2014-15 15,711,723,908 785,416,862 5.26%
2015-16 16,532,734,533 821,010,625 5.23%
2016-17 17,470,054,913 937,320,380 5.67%
2017-18 18,504,516,800 1,034,461,887 5.92%
2018-19 19,900,173,601 1,395,656,801 7.54%
2019-20 21,112,546,355 1,212,372,754 6.09%
Sources: HDL Coren & Cone
Orange County Assessor 2009/2010-2018/2019 Combined Tax Rolls
Last 10 Fiscal Years
ASSESSED VALUE
333
Gross
Fiscal Year Population (1)Bonded Debt (3)
2010-11 109,960 14,116,462,882$ 4,140,000$
2011-12 110,757 14,117,917,712 3,615,000
2012-13 111,358 14,377,053,503 -
2013-14 111,846 14,926,307,046 -
2014-15 112,343 15,711,723,908 -
2015-16 112,377 16,532,734,533 -
2016-17 113,000 17,470,054,913 -
2017-18 115,296 18,504,516,800 -
2018-19 115,830 19,900,173,601 -
2019-20 114,778 21,112,546,355 -
Ratio of Net Net Bonded
Less Debt Net Bonded Debt to Debt Per
Fiscal Year Service Fund (4)Bonded Debt Assessed Value Capita
2010-11 704,300$ 3,435,700$ 0.00024 31.24$
2011-12 704,300 2,910,700 0.00021 26.28
2012-13 --0.00000 0.00
2013-14 --0.00000 0.00
2014-15 --0.00000 0.00
2015-16 --0.00000 0.00
2016-17 --0.00000 0.00
2017-18 --0.00000 0.00
2018-19 --0.00000 0.00
2019-20 --0.00000 0.00
(1) Costa Mesa Community Economic Profile
(2) Assessed Valuation - Source: HdL Coren & Cone, Orange County Assessor Combined Tax Rolls
(3) As of February 1, 2012, the Successor Agency to the former Costa Mesa Redevelopment Agency is responsible
for the outstanding Redevelopment debt.
(4) Amount available for repayment of General Obligation Bonds
Last Ten Fiscal Years
RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE AND NET
BONDED DEBT PER CAPITA
Assessed Value (2)
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Ratio Debt
Total General Total General Service to
Obligation Bonded Governmental General Gvmt
Fiscal Year Principal Interest Debt Services Expenditures Expenditures
2010-11 -$ -$ -$ 104,396,937$ 0.00%
2011-12 ---108,877,893 0.00%
2012-13 ---111,012,567 0.00%
2013-14 ---120,992,396 0.00%
2014-15 ---120,230,851 0.00%
2015-16 ---121,143,469 0.00%
2016-17 ---127,498,015 0.00%
2017-18 ---160,199,576 0.00%
2018-19 ---174,770,538 0.00%
2019-20 ---151,597,524 0.00%
* Includes General, Special Revenue, and Debt Service Funds.
Last Ten Fiscal Years
RATIO OF ANNUAL DEBT SERVICE EXPENDITURES FOR GENERAL
OBLIGATION BONDED DEBT TO TOTAL GENERAL GOVERNMENTAL
EXPENDITURES *
335
CURRENT DEBT OBLIGATIONS
2006 REFUNDING REVENUE BONDS
On June 1, 2006, the Costa Mesa Public Financing Authority issued $2,365,000 of Revenue Refunding Bonds,
Series 2006A, which was to advance refund the $3,225,000 of the 1991 Lease Revenue Bonds issued on
November 1, 1991. The original bonds were issued to provide monies to enable the Authority to acquire the City
of Costa Mesa Community Facilities District 91-1 (Plaza Tower Public Improvements) 1991 Special Tax Bonds,
issued under the Mello-Roos Community Facilities Act of 1982. The bonds mature serially from August 1, 2007
through August 1, 2022 in annual principal payments ranging from $120,000 to $210,000 and bear interest rates
ranging from 3.85% to 5.10%. The debt service payments are funded by General Fund revenues.
2017 LEASE REVENUE BONDS
On October 4, 2017, the Costa Mesa Financing Authority issued a $29,735,000 Lease Revenue Bond to fund (i)
certain capital improvements in the City, (ii) refund all of the outstanding City of Costa Mesa 2007 Certificates of
Participation (Police Facility Expansion Project), and (iii) pay the costs of issuing the Series 2017 Bonds. The
debt service payments are funded by General Fund revenues.
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Year
Ending
June 30
Public Financing
Authority
2006
Refunding
Revenue
Financing
Authority
2017
Lease Revenue
Bonds Totals
2022 215,355$ 2,802,550$ 3,017,905$
2023 -2,803,300 2,803,300
2024 -2,799,550 2,799,550
2025 -2,796,175 2,796,175
2026 -2,792,925 2,792,925
2027 -2,789,550 2,789,550
2028 -1,069,800 1,069,800
2029 -1,070,550 1,070,550
2030 -1,069,800 1,069,800
2031 -1,072,425 1,072,425
2032 -1,068,425 1,068,425
2033 -1,067,800 1,067,800
2034 -1,065,425 1,065,425
2035 -1,066,175 1,066,175
2036 -1,073,375 1,073,375
2037 -1,072,106 1,072,106
2038 -1,074,450 1,074,450
2039 -1,070,356 1,070,356
2040 -1,069,806 1,069,806
2041 -1,068,281 1,068,281
2042 -1,070,700 1,070,700
2043 -1,067,063 1,067,063
Total principal
and interest 215,355 33,900,588 34,115,943
Less interest
payments (5,355)(9,050,588)(9,055,943)
Outstanding
principal 210,000$ 24,850,000$ 25,060,000$
SCHEDULE OF DEBT SERVICE REQUIREMENTS
TO MATURITY
The annual requirements to amortize bonds payable by the City as of June 30, 2021, are as follows
(excluding loans payable and advances from other funds for which minimum annual payments have not
been established):
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338