Agenda packet — Cypress City Council, May 9, 2022 (part 1 of 2)

AMENDED AGENDA

REGULAR MEETING

CYPRESS CITY COUNCIL
May 9, 2022
5:00 P.M.
www.cypressca.org Council Chambers
5275 Orange Avenue
Cypress, California

AGENDA AMENDMENTS
Submitted public comments attached to Agenda Item No. 1

PUBLIC PARTICIPATION
Members of the public may participate in this meeting as follows:

1. Attend In-Person. First-come, first-served seating is available in the Council Chambers. Face coverings are strongly recommended and all in-person attendees must be free of any symptoms associated with COVID-19.

2. Attend Virtually via Webinar. This option provides the ability to provide live public comments during Oral Communications or Public Hearings and view slideshow presentations. Please register at https://attendee.gotowebinar.com/register/3354038653091637003 to receive an email containing a link to join the webinar. Advance registration is recommended.

3. Watch the Meeting. The City Council meeting can be viewed live on Spectrum Cable Channel 36 or on the City's website at www.cypressca.org/watchlive.

4. Listen to the Meeting. The public may participate via the listen-only teleconference mode by calling (213) 929-4212 and entering Access Code 389-250-656 when prompted. No registration or audio pin is necessary.

5. Submit Public Comments Prior to the Meeting. The public may submit comments via email to [email protected]. Comments submitted by 3:00 p.m. on May 9, 2022 will be added to the City Council agenda as a Consent Calendar item.

CALL TO ORDER
5:00 P.M.

Executive Board Room

ROLL CALL

ROLL CALL
Cypress City Council, also acting as the Ex-Officio Governing Board of Directors of the Cypress Recreation and Park District
Mayor Paulo Morales
Mayor Pro Tem Anne Hertz-Mallari
Council Member Frances Marquez
Council Member Scott Minikus
Council Member Jon Peat
ORAL COMMUNICATIONS (Three minutes per speaker, unless extended by the City Council) The public may address the City Council on matters appearing on the Workshop/Closed Session agenda. Although Council Members may provide brief responses, the City Council may not discuss or take action on items that are not on its agenda.

If you would like to address the City Council in person, please complete a Speaker's Card. If you would like to address the City Council via the meeting webinar, please click the 'hand raise' button, unmute your microphone and wait for the Mayor or City Clerk to call on you. = Hand Raise = Unmute
Speakers providing comments in person will be called first. Speakers are requested to limit their comments to no more than three minutes.

Alternatively, comments may be submitted to [email protected] prior to 3:00 p.m. on May 9, 2022. All comments submitted via email prior to the deadline will be added to the agenda as a Consent Calendar item.

WORKSHOP SESSION
Receive and File Fiscal Year 2022-23 Proposed Budget and Capital Improvement Program
Prepared by: Matt Burton, Director of Finance and Administrative Services Recommendation:

1. Receive and file the FY 2022-23 Proposed Budget and Capital Improvement Program;

2. Schedule City Council consideration for adoption of the FY 2022-23 Budget on June 13, 2022; and

3. Publish a notice stating the public may comment on the Budget at the meeting of June 13, 2022.

CLOSED SESSION
May 9, 2022 | Page 2

CLOSED SESSION
CONFERENCE WITH LABOR NEGOTIATOR
Pursuant to Government Code Section 54957.6
Agency Negotiators: City Manager and Director of Finance and Administrative Services Employee Group: Cypress Police Officers Association

RECONVENE
7:00 P.M.

Council Chambers

PLEDGE OF ALLEGIANCE
INVOCATION Miracleland Baptist Church
The City Council does not endorse the content of the invocation and does not endorse the invocational speaker’s particular faith, belief and/or religious denomination. The City Council has an established neutral policy for selecting and scheduling invocational speakers. The City Council’s policy on invocations is available from the City Clerk.

REPORT OF WORKSHOP AGENDA / CLOSED SESSION
City Manager/City Attorney

PRESENTATIONS
National Police Week Proclamation
Recognition of Top Vehicle Theft Recovery Officer of the Year Introduction of New City Employees
ORAL COMMUNICATIONS (Limited to 30 minutes – three minutes per speaker, unless extended by the City Council)
The public may address the City Council on any matters prior to any action taken on the agenda. Although Council Members may provide brief responses, the City Council may not discuss or take action on items that are not on its agenda.

If you would like to address the City Council in person, please complete a Speaker's Card.  If May 9, 2022 | Page 3
If you would like to address the City Council in person, please complete a Speaker's Card.  If you would like to address the City Council via the meeting webinar, please click the 'hand raise' button, unmute your microphone and wait for the Mayor or City Clerk to call on you. = Hand Raise      = Unmute
Speakers providing comments in person will be called first.  Speakers are requested to limit their comments to no more than three minutes.

CONSENT CALENDAR
All matters listed on the Consent Calendar are to be approved with one motion unless a Council Member requests separate action on a specific item.

1. Receive and File Public Comments Submitted for the May 9, 2022 City Council Meeting
Prepared by: Alisha Farnell, City Clerk
Recommendation: Receive and file submitted public comments.

2. Introduce and/or Adopt All Ordinances and Resolutions Presented for Consideration by Title Only and to Waive Further Reading

3. Approve Minutes - Meeting of March 28, 2022
Prepared by: Alisha Farnell, City Clerk
Recommendation: Approve as submitted.

4. Approve the City Engineer's Report and Renew Cypress Corporate Center Landscape Maintenance District No. 1 (Stanton Channel Berm) Prepared by: Doug Dancs, Director of Public Works
Recommendation:

1. Approve the City Engineer's Report for the Cypress Corporate Center Landscape Maintenance District No. 1 for Fiscal Year 2022-23; and

2. Adopt the attached Resolution declaring the City Council's intention to order the renewal of Cypress Corporate Center Landscape Maintenance District No. 1 for maintenance of the landscape and irrigation system located at the berm on the north side of the Stanton Channel and setting a public hearing for June 27, 2022.

May 9, 2022 | Page 4

5. Approve Senate Bill 1 Road Maintenance and Rehabilitation Account Funding and Project List
Prepared by: Doug Dancs, Director of Public Works
Recommendation: Adopt a Resolution approving the FY 2022-23 project list for Senate Bill 1 (SB1) Road Maintenance and Rehabilitation Account (RMRA) funding.

6. Proclaim the Week of May 15-21, 2022 as National Police Week Prepared by: Alisha Farnell, City Clerk
Recommendation: Proclaim the week of May 15-21, 2022 as National Police Week.

7. Proclaim the Week of May 15-21, 2022 as National Public Works Week Prepared by: Alisha Farnell, City Clerk
Recommendation: Proclaim the week of May, 15-21, 2022 as National Public Works Week.

8. Receive the Response Letter to the Brown Act Demand from Californians Aware Prepared by: Fred Galante, City Attorney
Recommendation: Receive the response letter to the Brown Act demand from Californians Aware.

9. Second Reading and Adoption of an Ordinance Approving the Police Department's Military Equipment Policy
Prepared by: Mark Lauderback, Chief of Police
Recommendation: Approve the second reading and adopt an Ordinance, by title only and waive further reading, approving the Police Department’s Military Equipment Policy.

10. Approve Register of Warrants, Transfers, and Wires Issued for the Period of April 9, 2022 through April 22, 2022
Prepared by: Matt Burton, Director of Finance and Administrative Services Recommendation: Approve the attached payment register summarized below for the period of April 9, 2022 through April 22, 2022:

Electronic Funds Transfers 10990 through 11000
Warrants 59226 through 59343
Payroll Transfers W1473
May 9, 2022 | Page 5

NEW BUSINESS

11. Introduce an Ordinance Establishing Regulations Prohibiting the Unlawful Possession of Catalytic Converters
Prepared by: Mark Lauderback, Chief of Police
Recommendation: Introduce for first reading, by title only, an Ordinance establishing regulations prohibiting the unlawful possession of catalytic converters.

12. Consider and Provide Direction on the Maple Grove Park North Restroom Capital Improvement Project
Prepared by: Doug Dancs, Director of Public Works
Recommendation: Review the project and provide direction.

ITEMS FROM CITY COUNCIL MEMBERS

13. Consider a Proclamation in Support of Diversity and Inclusion Agendized by: Scott Minikus, Council Member
Recommendation: Approve a Proclamation in Support of Diversity and Inclusion.

14. Consider Directing the City Manager to Audit the Solid Waste Franchise Agendized by: Scott Minikus, Council Member
Recommendation: Consider directing the City Manager to audit the Solid Waste Franchise.

ORAL COMMUNICATIONS (Five minutes per speaker, unless extended by the City Council) The public may address the City Council on any matters prior to any action taken on the agenda. Although Council Members may provide brief responses, the City Council may not discuss or take action on items that are not on its agenda.

May 9, 2022 | Page 6

COUNCIL MEMBER REPORTS AND REMARKS

CITY MANAGER REMARKS

ADJOURNMENT
The next meeting will be an adjourned Regular Meeting, to be held on Monday, May 23, 2022, beginning at 5:30 p.m. in the Executive Board Room.

I hereby certify under penalty of perjury under the laws of the State of California, that the foregoing Agenda was posted on the City Hall bulletin board not less than 72 hours prior to the meeting. Dated this 6th day of May, 2022.

________________________________
Alisha Farnell, City Clerk
In compliance with the Americans With Disabilities Act, if you need special assistance to participate in this meeting, you should contact the City Clerk at (714) 229-6685 at least 72 hours prior to the meeting to enable the City to make reasonable arrangements to assure accessibility to this meeting.

May 9, 2022 | Page 7
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular
FROM: Matt Burton, Director of Finance and Administrative Services DATE: 05/09/2022
SUBJECT: Receive and File Fiscal Year 2022-23 Proposed Budget and Capital Improvement Program

RECOMMENDATION

1. Receive and file the FY 2022-23 Proposed Budget and Capital Improvement Program;

2. Schedule City Council consideration for adoption of the FY 2022-23 Budget on June 13, 2022; and

3. Publish a notice stating the public may comment on the Budget at the meeting of June 13, 2022.

SUMMARY
Each May, the City Manager submits the Proposed Budget for the City and Recreation and Park District to the City Council. The first step in the Budget adoption process is a workshop which presents an overview of the City’s financial condition and the Proposed Budget. The workshop provides the City Council the opportunity to ask questions about the Proposed Budget and provide direction prior to considering Budget adoption in June.

DISCUSSION
The Proposed Budget is the culmination of approximately five months of work. Led by the Finance department, much effort is invested in estimating revenues, assessing the City’s financial outlook, and working with the departments to develop spending plans to deliver services to the community.

The FY 2022-23 Proposed Budget is balanced, maintains service levels, and incorporates the necessary funding for the first year of the Seven-Year Capital Improvement Plan. The Proposed Budget adheres to the City Council's Fiscal Strategies to ensure the City's fiscal health and advance the City Council's Strategic Plan.

Included with this report are:

The City Manager’s Budget Message
Decision Packages
The City of Cypress and Cypress Recreation and Park District Proposed Budget The City Manager’s Budget Message provides a narrative overview of the factors and considerations included in the Proposed Budget. The message highlights significant factors impacting FY 2022-23 and identifies longer-term challenges facing the City and District.

Decision Packages summarize significant changes in the Proposed Budget, including impacts from recommended changes. The City Council may approve, deny, change or add Decision Packages as long as the Budget remains balanced.

The City of Cypress and Recreation and Park District Proposed Budget provides an executive-level overview of each department at the division level and includes a Five-Year Forecast for the City's General Fund to assist in long-term planning. The Proposed Budget includes performance measures, FY 2021-22 accomplishments and FY 2022-23 objectives for each division. The Proposed Budget also includes extensive overview information, detailed capital project descriptions, and the Fiscal Strategies used in developing the Proposed Budget. This information provides a clear picture of how the City’s resources are being used to provide services to the community.

BUDGET IMPACT
None.

LEGAL REVIEW
None required.

APPROVED BY: Peter Grant, City Manager
Attachments
FY 2022-23 Budget Message
FY 2022-23 Budget Decision Packages
FY 2022-23 Proposed Annual Budget
May 9, 2022
Honorable Mayor and Members of the City Council:

I am pleased to present the City of Cypress’ Fiscal Year (FY) 2022-23 Budget and Capital Improvement Program (CIP). It represents a prudent, practical spending plan consistent with Cypress’ legacy of conservative and award-winning financial management.

The City’s long-term financial position remains remarkably strong and benefits from the $11.7 million Coronavirus State and Local Fiscal Recovery Funds windfall through the American Rescue Plan Act (ARPA). The FY 2022-23 Budget is effectively balanced, but dogged by a modest, stubborn structural deficit that limits the City’s options to absorb cost increases or enhance community service levels.

As has been the case for several years, the structural deficit is a function of the City Council’s laudable $1.55 million annual contribution toward capital and infrastructure projects from General Fund operating revenues. The deficit is resolved by drawing on the Budget Stabilization Reserve, which was established to bridge small budget deficits that are anticipated to rectify through operational efficiencies and prior fiscal year end savings.

While the City has proficiently addressed small budget deficits for several years, Cypress must remain financially vigilant. In particular, City operations are heavily dependent on Sales Tax – a volatile revenue source that is not generated evenly throughout the business community. Rather, Cypress relies on a handful of businesses for the majority of its Sales Tax which means a disruption to any of these major producers could jeopardize City operations. To mitigate the risk the City faces from its reliance on Sales Tax, the Fiscal Strategies that accompany the Budget include a new practice to guide Sales Tax estimating and budgeting.

The discipline and foresight to preserve the General Fund’s commitment of annual operating revenue for capital and infrastructure investment; creation of the Budget Stabilization Reserve; and the evolution of prudent Fiscal Strategies are hallmarks of Cypress’ financial management practices. These traits served the City well as it developed from agricultural uses to modern business parks and housing and they continue to guide the City Council and city management.

Our financial management practices are also a justifiable source of community pride and industry leadership. Cypress is the only city to be recognized twice by former State Senator (and Certified Public Accountant) John Moorlach for having the strongest unrestricted net (fiscal) position of Orange County’s 34 cities. Earlier this year the Government Finance Officers Association honored the City multiple times, including the prestigious Distinguished Budget Presentation award along with special recognition for our performance measurement program.

After two tumultuous Budgets, FY 2022-23 finds the City’s short-term financial condition largely untroubled by the pandemic, but facing a variety of inflation-related challenges.

The Pandemic
Thanks to prudent, but difficult decisions made over the last decade, the City’s financial condition was especially strong entering the pandemic. The City Council wisely used reserves built-up over decades to protect and serve the community throughout the public health emergency. These efforts position the City and the community for a robust recovery.

The best illustration of the unique opportunities the City’s financial strength affords the community is the City Council’s strategy for Cypress’ $11.7 million ARPA allocation. In January, the City Council allocated the ARPA moneys to replace General Fund revenue declines and approved the Pandemic Recovery Plan to safeguard and advance the community’s long-term interests.

Over the next several years, the Pandemic Recovery Plan will invest approximately $14 million to achieve City Council Strategic Plan goals and ARPA’s intent of assisting local governments’ recovery from the effects of the pandemic. Notably, the Pandemic Recovery Plan projects focus on enhancing the community rather than backfilling a program or project.

PANDEMIC RECOVERY PLAN SUMMARY
Program/Project Amount
Recover General Fund Pandemic Spending for:

Future Infrastructure and Facilities $1,200,000
Investment in Pension Trust 1,200,000
Maintain Infrastructure and Facilities:

Reclaimed Water Service to Arnold Cypress Park 4,500,000 Private Arterial Wall Rehabilitation 1,800,000
Electric Vehicle Charging Stations at City Facilities 500,000 Maintenance Yard Privacy Screening 350,000
Bicycle Master Plan 100,000
Myra Avenue Pump Station No. 1 Assessment 75,000
Maintain High-Quality and High-Value Services for Community:

Additional Non-Profit Support 500,000
One-Time Employee Premium Pay 300,000
Information Technology Upgrades 65,000
Support for Low Income Households - Solid Waste Collection 50,000 Promote Economic Activity:

Additional Business Recovery and Support 1,000,000
Economic Development Program Staffing (Five Years) 1,000,000 Drought Response Incentive Program 500,000
Business Parks Specific Plans Modernization 200,000
Welcome Back Special Event for Business Parks 25,000
Enhance and Maintain Public Safety:

Emergency Vehicle Traffic Signal Preemption 500,000
Update City Continuity Plan 50,000
Total $13,915,000
Inflation
As public health experts report the nation is out of the pandemic phase of COVID-19, the certainty of uncertainty accompanies our return to normalcy. In particular, the FY 2022- 23 Budget was developed while inflation skyrocketed to 40-year highs. The Consumer Price Index (CPI) rose 8.5% for the year ended in March – the last time inflation increased this much in 12 months was December 1981, when the CPI stood at 8.9%.

Runaway inflation will challenge the City across the board:
 The cost to provide municipal services will increase. Everything from supplies, to gasoline, to service contracts will cost more in FY 2022-23. In many cases, the Budget includes an inflation allowance, but costs are rising so quickly these allowances may be insufficient or may be needed more broadly than predicted.  The cost of capital projects will go up. Led by the Public Works department, the City will evaluate all but critical CIP projects to determine if the community is best served by delaying a project for a few years. Annual projects, like residential street resurfacing, may see their scope of work reduced compared to prior years.

Fortunately, Cypress’ strong financial management practices enable the City to avoid higher borrowing costs by continuing to fund CIP projects on a pay-as-you basis.
 There will be pressure to increase employee compensation as the City works to retain and attract employees in a tight labor market. While some City revenues will increase due to inflation, those increases cannot keep pace with historically large CPI increases, which also limit the City’s ability to preserve employee wages relative to the cost of living.
 Employer pension costs are likely to increase as CalPERS navigates soaring interest rates, international crises, and rising employee wages. To ensure Cypress continues to manage its pension liabilities responsibly, the Finance and Administrative Services department will review options to enhance/expand the City’s pension trust and pension liability mitigation strategy.

BUDGET OVERVIEW
The FY 2022-23 Budget draws on reserves – and is precisely the reason the City prioritizes funding and maintaining its reserves: to protect the community by ensuring the City retains the capacity to provide vital municipal services without interruption. Without sufficient reserves during periods of economic uncertainty, the City Council would have limited options to balance the Budget and maintain service levels.

The combined Operating and Capital Budgets are $46.5 million, an increase of 9.9% from FY 2021-22, and are balanced.

The Operating Budget (all Funds) represents $38.3 million (82%) of the Budget, while capital improvement investments total $8.0 million (17%) and capital outlay makes up under 1% of expenditures.

The City is largely a service provider and over two-thirds of the Operating Budget are personnel costs, with the majority of that spending in the Police department.

Projected FY 2022-23 revenues are $44.8 million, an increase of 7.5% from FY 2021-22.

Key assumptions used to develop the Budget include:
 Reflects established City Council priorities and incorporates Fiscal Strategies  Sales Tax revenue grows
 $825,000 of Pandemic Recovery Plan set-asides fund one-time projects  Current service levels are maintained
 CalPERS pension costs increase
 City Council established reserves are maintained
 $1.55 million is contributed for current year capital projects  Negotiated and anticipated employee salary and benefit increases are incorporated General Fund Overview
The General Fund, the City’s largest fund and the one over which the City Council has the most discretion, is balanced with a projected drawdown of reserves.

General Fund Revenues
FY 2022-23 General Fund revenues are projected to increase $2,574,017 (7.6%) from the prior year and do not include any tax increases.

Operating Capital
Budget Budget Total
Revenues $ 39.8 $ 5.0 $ 44.8
Other Net Sources $ 0.4 0.4
Expenditures (38.3) (8.2) (46.5)
Transfer for Capital (1.6) 1.6 -
Surplus/(Deficit) $ (0.1) $ (1.2) $ (1.3)
Budget Summary (Millions)
General Fund 2022-23
Budget Summary (Millions) Proposed
Revenues $ 36.3
Transfers In 1.0
Expenditures (35.4)
Capital Projects (2.2)
Transfers Out (0.7)
Decrease to Fund Balance $ (1.0)
The impacts of the post-pandemic recovery and inflation are constantly evolving, which makes projecting revenues difficult. Accordingly, revenue projections are conservative, but realistic. The projections reflect our best efforts based on what we currently know and account for the most up-to-date information available from the City’s Sales Tax consultant, Property Tax consultant, Cal Cities, the State Department of Finance, year-to-date receipts, and regional economic forecasts.

Sales Tax is the largest revenue source ($12.4 million) and can be volatile during periods of economic uncertainty. The most recent forecasts indicate significant Sales Tax growth in FY 2022-23. While this is positive news, it is important City operations do not become overly reliant on Sales Tax as it has the capacity to decline rapidly from one year to the next. As such, new Sales Tax revenue calculation guidance has been developed and incorporated into the Fiscal Strategies. The practice uses a four-year average to guide Sales Tax revenues budgeted to support operations. Sales Tax receipts projected to exceed the for-year average are available for one-time expenditure. For FY 2022-23, the Sales Tax baseline is $12 million and the Budget includes $400,000 for one-time purposes.

Cypress’ second largest revenue source, Property Tax ($12.0 million), is projected to increase $253,000 (2.2%) from the FY 2021-22 Budget. Proposition 13 limits the increase in the assessed value of property. While Proposition 13’s limits on assessed value increases protect homeowners, over time it has prevented Property Tax revenue from keeping pace with operating costs.

Prior to the pandemic, Cypress’ revenues were healthy and benefiting from the long postGreat Recession expansion. As we shift into pandemic recovery, it is imperative we remain diligent stewards of the community’s resources and that we confront new financial challenges and work to diversify our revenue base and contain costs. 2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Property Taxes $11,711,000 $11,736,016 $ 11,964,000 2.2% Sales Tax 11,255,000 11,755,000 12,405,000 10.2%
Transient Occupancy Tax 1,900,000 2,500,000 2,650,000 39.5% Franchise Tax 1,705,000 1,810,912 1,807,500 6.0%
Other Taxes 1,996,200 2,275,000 2,170,000 8.7%
Park District Reimb 2,107,660 1,926,383 2,453,312 16.4% Other Service Charges 988,641 1,378,731 1,083,127 9.6%
Licenses & Permits 808,890 1,139,350 883,070 9.2%
Other Revenues 1,219,449 1,169,343 849,848 -30.3%
Totals $33,691,840 $35,690,735 $ 36,265,857 7.6%
Revenue Category
General Fund Expenditures
FY 2022-23 expenditures are $35.4 million, an increase of $2.3 million (7.1%) from FY 2021-22.

The personnel expenditure increases are largely due to higher required pension payments, a new position, two reclassifications, and negotiated/anticipated compensation adjustments for employees. Maintenance and operation increases result from several factors, including Decision Packages. Details about each Decision Package are summarized in the following table.
2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Personnel $21,794,688 $19,491,074 $ 23,312,663 7.0%
Maintenance & Operations 7,505,416 8,882,883 8,277,202 10.3% Internal Service Charges 3,810,570 3,810,570 3,859,320 1.3% Totals $33,110,674 $32,184,527 $ 35,449,185 7.1%
Expenditure Category ADM 1 2022 General Municpal Election General $ 161,200 $ - ADM 2 State of the City General - 23,000
ADM 3 Citizens Academy General 10,000
ADM 4 City Council and City Management
Team Building General 25,000 -
ADM 5 2022 Get Out the Vote Initiative General 15,000 - Planning 1 Funding for Business Development
Manager General - 199,716
Planning 2 Housing Element Implementation General 400,000 - FIN 1 Reestablish Human Resources
Manager General - 30,000
PW 1 Reclassification to Senior
Management Analyst (Public Works) General - 23,500
Total All Funds $ 601,200 $ 286,216
# Subject Fund(s) One-Tme
Cost (Savings)
Ongoing
Cost (Savings)
Capital Improvement Program (CIP) Highlights
The CIP is the City’s long-term plan for investing in facilities and infrastructure. It is a key component of the Budget and of vital importance to the community. The CIP balances new projects, replacement of aged infrastructure, and life-extending maintenance.

Comprised of projects that often span multiple years and draw on many different funding sources, the FY 2022-23 CIP invests $8 million. The CIP also includes Recreation and Park District projects of $2.2 million, which are highlighted as part of the presentation of the District’s Budget.

Fund Balances and Reserves
The Budget reflects the City Council’s policy of fully funding capital outlay replacements and employee benefit and self-insurance liabilities. All liabilities (with the exception of the CalPERS pension and retiree medical liabilities) are fully-funded and the Internal Service Funds have sufficient cash to pay all the required annual contributions for pensions and retiree medical costs. The City Council has established a Pension Trust to help offset unfunded CalPERS pension liabilities, with a portion of any General Fund budget surplus committed to additional trust investments.

Importantly, the Budget conforms to City Council policies requiring a 25% General Fund Contingency Reserve of $8.9 million and a 30% CIP Fund Cash-Flow Emergency Reserve of $10.6 million. Neither of these reserves is expected to be utilized in FY 2022-

23. CYPRESS RECREATION AND PARK DISTRICT
The Budget includes the Recreation and Park District (District), which is a distinct legal entity from the City although the City Council serves as the District’s Board of Directors. 2022-23
Proposed
Street Projects $ 3,490,000
Traffic Signal/Lighting Projects 1,290,000
Storm Drain Projects 100,000
Sewer Projects 285,000
Parkway Projects 775,000
Public Facility Projects 2,030,000
Other Projects 50,000
Totals $ 8,020,000
Project Type
The City supports the District through fee-based general management; finance; human resources; information technology; and maintenance services.

District Revenues
District revenues are budgeted at $7.8 million, an increase of $264,000 (3.5%) from FY 2021-22. The higher revenues are attributed to Property Tax growth and a one-time Proposition 68 (State Park Bond) grant for capital improvements.

The District receives the majority of its recurring revenue (over 80%) from Property Tax, with fees for service (classes and facility rentals) rounding out its major revenues. The District’s dedicated Property Tax revenue remains a double-edged sword. It provides a stable income stream with which the District delivers a high level of recreation services.

However, under Proposition 13 Property Tax revenue growth tends to be less than inflation and the longer-term growth rate of employee compensation due to pension costs and minimum wage increases. Fortunately, in times of economic uncertainty, Property Tax provides a reliable revenue stream and the District’s short-term financial health remains strong.

District Personnel costs represent more than 50% of operating costs when accounting for reimbursements to the City for maintenance services. With its primary revenue source unlikely to keep pace with inflationary expenditure growth in the coming years, the District must continue to take measures to ensure its long-term fiscal sustainability. In addition to regularly updating fees, the District must optimize operations; leverage revenue generating assets; and add non-Property Tax revenues (particularly through the pursuit of grants and sponsorships).

Strengthening its financial condition is particularly important as many of the District’s facilities are nearing major rehabilitation/replacement age and the District needs to fund those improvements. Current revenues are sufficient to pay for operations and some capital projects, but are insufficient to provide for major rehabilitation costs associated with the District’s aging facilities and infrastructure. 2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Property Taxes $ 6,192,000 $ 6,105,000 $ 6,218,000 0.4% Interest & Rents 370,410 188,873 371,100 0.2%
From Other Agencies 72,000 46,882 497,681 591.2%
Services Charges 862,255 496,499 673,892 -21.8%
Park Development Fees - 5,667,671 - n/a
Other Revenue - 4,417 - n/a
Totals $ 7,496,665 $12,509,342 $ 7,760,673 3.5%
Revenue Category
District Expenditures
The District Budget is $8.1 million, a $1.2 million (12.7%) decrease from FY 2021-22, which is due primarily to fewer large-scale capital projects. Personnel costs increase

1.0%, reflecting the ongoing impact of minimum wage increases, higher pension costs and negotiated salary increases, offset by turnover which has resulted in several new fulltime employees with lower annual costs than their predecessors.

Maintenance and operations expenditures have also increased as contract service costs reflect the ongoing impact of minimum wage increases and a full year of Lexington Park operations. The nine-acre park offering two athletic fields, playground and exercise equipment, picnic pavilions and a walking path opened to the public in March 2022.

District Capital Improvement Projects
The District has set aside some funds to address its significant capital needs. Future capital projects will be prioritized based on the facilities inventory and condition assessment and the availability of resources. The FY 2022-23 CIP projects are summarized and discussed in the FY 2022-23 Budget.

CONCLUSION
The FY 2022-23 Budget funds a strong municipal corporation with a remarkable ability to adapt and serve Cypress. As we turn our attention to a new set of challenges, I am enormously proud of what Team Cypress has accomplished over the past two years.

The City Council’s long-standing practice of strategically investing limited resources has Cypress well prepared for whatever lies over the horizon – assuming we continue our constrained approach to municipal operations and focus on core services.

The FY 2022-23 Budget embodies the City Council’s dedication to careful and transparent financial management. This commitment, which spans generations of Cypress City Councils, is the most important way we sustain the community’s success, political stability, skilled leadership, and partnership with our employees. 2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Personnel $ 2,367,739 $ 1,882,799 $ 2,392,584 1.0%
Maintenance & Operations 3,003,809 2,481,433 3,235,682 7.7% Internal Service Charges 238,920 238,610 287,530 20.3%
Capital Projects 3,612,500 11,507,067 2,215,000 -38.7%
Capital Outlay 105,718 105,477 10,000 -90.5%
Totals $ 9,328,686 $16,215,386 $ 8,140,796 -12.7%
Expenditure Category
I would like to express my appreciation to our department Directors for their efforts to deliver quality services to our community and to keep the organization connected, engaged and operating at a high level throughout the pandemic.

It is a tremendous honor to serve as Cypress’ City Manager and I am certain in the assessment that Cypress enters FY 2022-23 on solid financial footing and able to serve our wonderful community.

Peter Grant
City Manager
FY 2022-23 PROPOSED BUDGET

DECISION PACKAGES
The Budget Decision Packages proposed for FY 2022-23, summarized below, describe significant recommended Budget changes. The individual Decision Packages are attached and present a more detailed justification for each recommendation, and summarize their impacts. The City Council may approve, deny, change or add individual Decision Packages as long as the budget remains balanced.

One-Tme Ongoing
Cost (Savings) Cost (Savings)
ADM 1 2022 General Municpal Election General $ 161,200 $ - ADM 2 State of the City General - 23,000
ADM 3 Citizens Academy General 10,000
ADM 4 City Council and City Management
Team Building General 25,000 - ADM 5 2022 Get Out the Vote Initiative General 15,000 - Planning 1 Funding for Business Development Manager General - 199,716
Planning 2 Housing Element Implementation General 400,000 - FIN 1 Reestablish Human Resources Manager General - 30,000
PW 1 Reclassification to Senior
Management Analyst (Public Works) General - 23,500
Total All Funds $ 601,200 $ 286,216
# Subject Fund(s)

CITY OF CYPRESS
FISCAL YEAR 20 - PROPOSED

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CITY OF CYPRESS
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CITY OF CYPRESS
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CITY OF CYPRESS
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CITY OF CYPRESS
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CITY OF CYPRESS
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CITY OF CYPRESS
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CITY OF CYPRESS
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CITY OF CYPRESS
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City of Cypress
Annual
2022 - 2023
Proposed
Budget

CITY OF CYPRESS
PROPOSED FY 2022-23 BUDGET

TABLE OF CONTENTS

INTRODUCTION
CITY OFFICIALS 6
ORGANIZATION CHART - CITY 7
ORGANIZATION CHART – RECREATION AND PARK DISTRICT 8
CITY COUNCIL COMMITTEE RESPONSIBILITIES 9
CITY COMMISSIONS 10
MISSION STATEMENT (VISION STATEMENT, CORE VALUES, GOALS) 11

BUDGET MESSAGE
CITY MANAGER’S BUDGET MESSAGE 13
FIVE-YEAR GENERAL FUND FORECAST 24
DECISION PACKAGES 27

BUDGET OVERVIEW
USER’S GUIDE TO THE BUDGET 38
BUDGET PROCESS AND CALENDAR 40
BASIS OF ACCOUNTING AND BUDGETING 41
FUND STRUCTURE 41
FUND DEFINITIONS 44
FUND/DEPARTMENT RELATIONSHIP MATRIX 49
FISCAL STRATEGIES 51

BUDGET SUMMARY
SUMMARY OF RESOURCES AND APPROPRIATIONS BY FUND 58
SUMMARY OF RESOURCES 59
MAJOR REVENUE SOURCES 60
OPERATING REVENUES 63
SUMMARY OF APPROPRIATIONS BY FUND 66
SUMMARY OF APPROPRIATIONS 67
OPERATING EXPENDITURES 68
CAPITAL PROJECTS, DEBT SERVICE AND CAPITAL OUTLAY 73
PROJECTED GENERAL FUND RESERVES 74
OPERATING TRANSFERS 75
PERFORMANCE MEASURES 80
2 CITY OF CYPRESS
PROPOSED FY 2022-23 BUDGET

TABLE OF CONTENTS

STAFFING
PERSONNEL SUMMARY BY DEPARTMENT 96
FULL-TIME PERSONNEL BY JOB CLASSIFICATION 97
PART-TIME PERSONNEL BY JOB CLASSIFICATION 99
STAFFING TRENDS 101
CITY COUNCIL AND ADMINISTRATION 105
LEGISLATIVE DIVISION 108
CITY ATTORNEY DIVISION 110
CITY MANAGER DIVISION 112
CITY CLERK DIVISION 114
FINANCE AND ADMINISTRATIVE SERVICES 117
FINANCE DIVISION 120
HUMAN RESOURCES DIVISION 122
INFORMATION TECHNOLOGY DIVISION 124
POLICE DEPARTMENT 127
SUPPORT SERVICES DIVISION 130
OPERATIONS DIVISION 133
COMMUNITY DEVELOPMENT 136
PLANNING, CODE ENFORCEMENT, AND HOUSING DIVISIONS 139
PUBLIC WORKS 143
BUILDING AND SAFETY DIVISION 146
ENVIRONMENTAL SERVICES DIVISION 148
ENGINEERING DIVISION 150
STREETS DIVISION 152
PARK MAINTENANCE DIVISION 154
FACILITY MAINTENANCE DIVISION 156
FLEET SERVICES DIVISION 158
DEBT SERVICE FUNDS 161
3 CITY OF CYPRESS
PROPOSED FY 2022-23 BUDGET

TABLE OF CONTENTS
CAPITAL PROJECTS 163
CAPITAL OUTLAY 193
RECREATION AND PARK DISTRICT 196
SUMMARY OF RESOURCES AND APPROPRIATIONS BY FUND 199
SUMMARY OF APPROPRIATIONS BY MAJOR CATEGORY 200
SUMMARY OF RESOURCES 201
SUMMARY OF APPROPRIATIONS 202
SUMMARY OF OPERATING, CAPITAL PROJECTS, AND CAPITAL OUTLAY 203 ADMINISTRATIVE AND LEGISLATIVE DIVISION 205
COMMUNITY EVENTS AND ENRICHMENT DIVISION 208
YOUTH AND TEEN PROGRAMS DIVISION 211
SENIOR CITIZENS PROGRAMS DIVISIONS 214
SPORTS PROGRAMS DIVISION 217
MAINTENANCE AND FACILITY SUPPORT DIVISION 221
CAPITAL PROJECTS AND CAPITAL OUTLAY 224
RECREATION AND PARK DISTRICT FUND SUMMARIES 235
FUND SUMMARIES 239
STATISTICAL INFORMATION 263
GLOSSARY 269
4 INTRODUCTION
5 CITY OFFICIALS
Staff Members
Legislative Body
Mayor
Mayor Pro-Tem
Council Member
Council Member
Council Member

Paulo Morales
Anne Hertz-Mallari
Frances Marquez
Scott Minikus
Jon Peat
Peter Grant
Matt Burton
Mark Lauderback
Alicia Velasco
Doug Dancs
Jeff Draper
Alisha Farnell
City Manager
Director of Finance & Admin. Services
Chief of Police
Director of Planning
Director of Public Works
Director of Recreation & Community Srvcs.

City Clerk
6 CITY OF CYPRESS
Organization Chart
Fiscal Year 2021-2022
Residents of Cypress
POLICE
Support Services
Police Administration
Personnel and Training
Support Services Management
Social Media
Communications
Press Information Ocer
Records
Property and Evidence
Crime Prevention/Community Relations
Emergency Services
Police Grants
Supplemental Law Enforcement Act
Mobile Command Post
Budget
Peer Support
Volunteers/RACES
General Investigations
Court
Police Laboratory
Narcotics Asset Seizure
Investigations
Field Operations Management
Field Operations
Jail Operations
Trac and Parking Operations
Crossing Guards
SWAT Operations
Canine Program
Field Training Program
Explorer Program
Homeless Liaison Ocer Program

FINANCE AND

ADMINISTRATIVE SERVICES
Finance
Accounting
Business Licenses
Purchasing
Human Resources
Personnel Services
Workers Comp Insurance
Information Technology
Information Systems
Website
Print Shop
Telephones

CITY CLERK
Elections
Records Management
Trac Commission
Community Promotion
Cable TV
City Attorney
City Council
City Manager

COMMUNITY DEVELOPMENT
Planning and Development
Advanced Planning
Current Planning
Economic Development
Low & Moderate Income Housing
Code Enforcement
Geographical Information Systems

PUBLIC WORKS
Building
Permits
Inspections
Plan Checks
Engineering
Public Works Administration
Engineering Plan Checks
Trac Engineering
Trac Signal Maintenance
Street Lighting
Environmental Services
Solid Waste Management
Fats, Oils and Grease Management
Street Maintenance
Streets, Trees and Parkways
Street Cleaning
Trac Safety
Grati Removal
Sidewalk Repair
Retarding Basin
Stanton Channel Berm
Storm Drain
Sanitary Sewer
Park Maintenance
Park Landscape
Athletic Fields
Community Center
Senior Center
Park Buildings
Community Events
Facilities
Building Maintenance
Civic Center Landscaping
Library Maintenance
Boys & Girls Club Maintenance
Fleet
Auto Maintenance
Equipment Maintenance
7 8

CITY OF CYPRESS

COUNCIL COMMITTEE RESPONSIBILITIES

MAYOR PAULO MORALES
City/Cypress College Ad Hoc Subcommittee
Joint Forces Training Base Cities Group (Alternate)
League of California Cities - General Assembly
League of California Cities - Orange County Division
Orange County City Selection Committee
Orange County Sanitation District
West Cities Police Communications Center

MAYOR PRO TEM ANNE HERTZ- MALLARI
City/AUHSD Ad Hoc Subcommittee
City/Cypress School District Ad Hoc
Economic Development Ad Hoc Subcommittee
League of California Cities - General Assembly
(Alternate)
League of California Cities Orange County
Division (Alternate)
Orange County City Selection Committee
(Alternate)
Orange County Fire Authority
Orange County Library Advisory Board
Orange County Sanitation District (Alternate)
Subcommittee

COUNCIL MEMBER JON PEAT
Bridges at Kraemer Place Community Advisory
Board
City/Cypress College Ad Hoc Subcommittee
Economic Development Ad Hoc Subcommittee
Orange County Library Advisory Board
(Alternate)
Santa Ana River Flood Protection Agency
West Cities Police Communications Center
(Alternate)

COUNCIL MEMBER FRANCES MARQUEZ
General Assembly (Alternate)
Orange County Council of Governments -
Southern California Association of Governments
– General Assembly (Alternate)
Veteran Recognition Ad Hoc Subcommittee

COUNCIL MEMBER SCOTT MINIKUS
City/AUHSD Ad Hoc Subcommittee
City/Cypress School District Ad Hoc
General Assembly
Joint Forces Training Base Cities Group
Orange County Council of Governments -
Orange County Mosquito and Vector Control
District (Term ends Dec. 2023)
Santa Ana River Flood Protection Agency
(Alternate)
Southern California Association of Governments
– General Assembly
Subcommittee
Veteran Recognition Ad Hoc Subcommittee
9 CITY OF CYPRESS

COMMISSIONS, COMMITTEES AND ADVISORY BOARDS

RECREATION AND COMMUNITY SERVICES COMMISSION
Vanessa Burtle
Linda Croce, Chair
Carol Erbe
Joy Harper
Christen Jackson
Jennifer Park, Vice Chair
Jan Ridgeway

SENIOR CITIZENS COMMISSION
Gincy Heins
Henry Machal
Ginger Osman, Vice Chair
Carlos Ramirez
Jan Stein
Rachel Strong

TRAFFIC COMMISSION
Lora Ajello, Chair
Robert Bestian
Robert Koehler, Vice Chair
Duane Summers
Joseph Warner
10 MISSION STATEMENT
The City of Cypress, in partnership with the community, sustains and enhances our safe, attractive and quality environment in which to live, work and play.

VISION STATEMENT
Cypress, an engaged and diverse community, will honor the past and embrace sustainable growth for families and businesses to prosper.

CORE VALUES/GUIDING PRINCIPLES
The City of Cypress values…
Integrity
Accountability
Transparency
Fiscal prudence
Teamwork
Responsiveness to the community
THREE –YEAR GOALS
(2020-2023  not in priority order)
Maintain infrastructure and facilities
Maintain financial stability and promote economic activity Enhance and maintain public safety
Enhance recreational facilities and programs
Maintain high quality and high value services for the community 11 BUDGET MESSAGE
12 May 9, 2022
Honorable Mayor and Members of the City Council:

Our financial management practices are also a justifiable source of community pride and industry leadership. Cypress is the only city to be recognized twice by former State 13 Senator (and Certified Public Accountant) John Moorlach for having the strongest unrestricted net (fiscal) position of Orange County’s 34 cities. Earlier this year the Government Finance Officers Association honored the City multiple times, including the prestigious Distinguished Budget Presentation award along with special recognition for our performance measurement program.

After two tumultuous Budgets, FY 2022-23 finds the City’s short-term financial condition largely untroubled by the pandemic, but facing a variety of inflation-related challenges.

PANDEMIC RECOVERY PLAN SUMMARY
Program/Project Amount
Recover General Fund Pandemic Spending for:

Future Infrastructure and Facilities $1,200,000
Investment in Pension Trust 1,200,000
Maintain Infrastructure and Facilities:

Reclaimed Water Service to Arnold Cypress Park 4,500,000 Private Arterial Wall Rehabilitation 1,800,000
Electric Vehicle Charging Stations at City Facilities 500,000 Maintenance Yard Privacy Screening 350,000
Bicycle Master Plan 100,000
Myra Avenue Pump Station No. 1 Assessment 75,000
14 Maintain High-Quality and High-Value Services for Community:

Fortunately, Cypress’ strong financial management practices enable the City to avoid higher borrowing costs by continuing to fund CIP projects on a pay-as-you basis.
15  There will be pressure to increase employee compensation as the City works to retain and attract employees in a tight labor market. While some City revenues will increase due to inflation, those increases cannot keep pace with historically large CPI increases, which also limit the City’s ability to preserve employee wages relative to the cost of living.
 Employer pension costs are likely to increase as CalPERS navigates soaring interest rates, international crises, and rising employee wages. To ensure Cypress continues to manage its pension liabilities responsibly, the Finance and Administrative Services department will review options to enhance/expand the City’s pension trust and pension liability mitigation strategy.

The combined Operating and Capital Budgets are $46.5 million, an increase of 9.9% from FY 2021-22, and are balanced.

The Operating Budget (all Funds) represents $38.3 million (82%) of the Budget, while capital improvement investments total $8.0 million (17%) and capital outlay makes up under 1% of expenditures.

The City is largely a service provider and over two-thirds of the Operating Budget are personnel costs, with the majority of that spending in the Police department.

Projected FY 2022-23 revenues are $44.8 million, an increase of 7.5% from FY 2021-22.

While General Fund revenues exceed operating expenditures, the use of accumulated reserves to support capital investments balances the Budget. Overall, the $1.3 million fund balance decline for all City funds is largely the result of the use of accumulated moneys (including one-time Pandemic Recovery Plan amounts) for capital improvement program investments.
16 Key assumptions used to develop the Budget include:
 Reflects established City Council priorities and incorporates Fiscal Strategies  Sales Tax revenue grows
 $825,000 of Pandemic Recovery Plan set-asides fund one-time projects  Current service levels are maintained
 CalPERS pension costs increase
 City Council established reserves are maintained
 $1.55 million is contributed for current year capital projects  Negotiated and anticipated employee salary and benefit increases are incorporated General Fund Overview
The General Fund, the City’s largest fund and the one over which the City Council has the most discretion, is balanced with a projected drawdown of reserves.

General Fund Revenues
FY 2022-23 General Fund revenues are projected to increase $2,574,017 (7.6%) from the prior year and do not include any tax increases.

Operating Capital
Budget Budget Total
Revenues $ 39.8 $ 5.0 $ 44.8
Other Net Sources $ 0.4 0.4
Expenditures (38.3) (8.2) (46.5)
Transfer for Capital (1.6) 1.6 - Surplus/(Deficit) $ (0.1) $ (1.2) $ (1.3) Budget Summary (Millions)
General Fund 2022-23
Budget Summary (Millions) Proposed
Revenues $ 36.3
Transfers In 1.0
Expenditures (35.4)
Capital Projects (2.2)
Transfers Out (0.7)
Decrease to Fund Balance $ (1.0)
17 The impacts of the post-pandemic recovery and inflation are constantly evolving, which makes projecting revenues difficult. Accordingly, revenue projections are conservative, but realistic. The projections reflect our best efforts based on what we currently know and account for the most up-to-date information available from the City’s Sales Tax consultant, Property Tax consultant, Cal Cities, the State Department of Finance, year-to-date receipts, and regional economic forecasts.

Prior to the pandemic, Cypress’ revenues were healthy and benefiting from the long postGreat Recession expansion. As we shift into pandemic recovery, it is imperative we remain diligent stewards of the community’s resources and that we confront new financial challenges and work to diversify our revenue base and contain costs. 2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Property Taxes $11,711,000 $11,736,016 $ 11,964,000 2.2% Sales Tax 11,255,000 11,755,000 12,405,000 10.2%
Transient Occupancy Tax 1,900,000 2,500,000 2,650,000 39.5% Franchise Tax 1,705,000 1,810,912 1,807,500 6.0%
Other Taxes 1,996,200 2,275,000 2,170,000 8.7%
Park District Reimb 2,107,660 1,926,383 2,453,312 16.4% Other Service Charges 988,641 1,378,731 1,083,127 9.6%
Licenses & Permits 808,890 1,139,350 883,070 9.2%
Other Revenues 1,219,449 1,169,343 849,848 -30.3%
Totals $33,691,840 $35,690,735 $ 36,265,857 7.6%
Revenue Category
18 General Fund Expenditures
FY 2022-23 expenditures are $35.4 million, an increase of $2.3 million (7.1%) from FY 2021-22.

The personnel expenditure increases are largely due to higher required pension payments, a new position, two reclassifications, and negotiated/anticipated compensation adjustments for employees. Maintenance and operation increases result from several factors, including Decision Packages. Details about each Decision Package are summarized in the following table.
2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Personnel $21,794,688 $19,491,074 $ 23,312,663 7.0%
Maintenance & Operations 7,505,416 8,882,883 8,277,202 10.3% Internal Service Charges 3,810,570 3,810,570 3,859,320 1.3% Totals $33,110,674 $32,184,527 $ 35,449,185 7.1%
Expenditure Category
ADM 1 2022 General Municpal Election General $ 161,200 $ - ADM 2 State of the City General - 23,000
ADM 3 Citizens Academy General 10,000
ADM 4 City Council and City Management
Team Building General 25,000 - ADM 5 2022 Get Out the Vote Initiative General 15,000 - Planning 1 Funding for Business Development Manager General - 199,716
Planning 2 Housing Element Implementation General 400,000 - FIN 1 Reestablish Human Resources Manager General - 30,000
PW 1 Reclassification to Senior
Management Analyst (Public Works) General - 23,500
Total All Funds $ 601,200 $ 286,216
# Subject Fund(s) One-Tme
Cost (Savings)
Ongoing
Cost (Savings)
19 Capital Improvement Program (CIP) Highlights
The CIP is the City’s long-term plan for investing in facilities and infrastructure. It is a key component of the Budget and of vital importance to the community. The CIP balances new projects, replacement of aged infrastructure, and life-extending maintenance.

23. CYPRESS RECREATION AND PARK DISTRICT
The Budget includes the Recreation and Park District (District), which is a distinct legal entity from the City although the City Council serves as the District’s Board of Directors. 2022-23
Proposed
Street Projects $ 3,490,000
Traffic Signal/Lighting Projects 1,290,000
Storm Drain Projects 100,000
Sewer Projects 285,000
Parkway Projects 775,000
Public Facility Projects 2,030,000
Other Projects 50,000
Totals $ 8,020,000
Project Type
20 The City supports the District through fee-based general management; finance; human resources; information technology; and maintenance services.

Strengthening its financial condition is particularly important as many of the District’s facilities are nearing major rehabilitation/replacement age and the District needs to fund those improvements. Current revenues are sufficient to pay for operations and some capital projects, but are insufficient to provide for major rehabilitation costs associated with the District’s aging facilities and infrastructure. 2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Property Taxes $ 6,192,000 $ 6,105,000 $ 6,218,000 0.4% Interest & Rents 370,410 188,873 371,100 0.2%
From Other Agencies 72,000 46,882 497,681 591.2%
Services Charges 862,255 496,499 673,892 -21.8%
Park Development Fees - 5,667,671 - n/a
Other Revenue - 4,417 - n/a
Totals $ 7,496,665 $12,509,342 $ 7,760,673 3.5%
Revenue Category
21 District Expenditures
The District Budget is $8.1 million, a $1.2 million (12.7%) decrease from FY 2021-22, which is due primarily to fewer large-scale capital projects. Personnel costs increase

The FY 2022-23 Budget embodies the City Council’s dedication to careful and transparent financial management. This commitment, which spans generations of Cypress City Councils, is the most important way we sustain the community’s success, political stability, skilled leadership, and partnership with our employees. 2021-22 2021-22 2022-23 %
Adopted Estimated Proposed Change
Personnel $ 2,367,739 $ 1,882,799 $ 2,392,584 1.0%
Maintenance & Operations 3,003,809 2,481,433 3,235,682 7.7% Internal Service Charges 238,920 238,610 287,530 20.3%
Capital Projects 3,612,500 11,507,067 2,215,000 -38.7%
Capital Outlay 105,718 105,477 10,000 -90.5%
Totals $ 9,328,686 $16,215,386 $ 8,140,796 -12.7%
Expenditure Category
22 I would like to express my appreciation to our department Directors for their efforts to deliver quality services to our community and to keep the organization connected, engaged and operating at a high level throughout the pandemic.

It is a tremendous honor to serve as Cypress’ City Manager and I am certain in the assessment that Cypress enters FY 2022-23 on solid financial footing and able to serve our wonderful community.

Peter Grant
City Manager
23 FIVE-YEAR GENERAL FUND FORECAST
The Five-Year General Fund Forecast identifies both current and upcoming challenges and provides a longer-term outlook of the City’s revenue and expenditure trends. The Forecast is not a prediction; rather, it reflects the effects of anticipated changes to key revenues and expenditures that drive the City’s economic condition. It does not anticipate any actions the City Council or city management may take during the Forecast period to address the City’s financial condition. The Forecast is limited to the General Fund since the majority of the City’s operations are in the General Fund and all unrestricted revenues are recorded here. The Five-Year Forecast is a guide in preparing future budgets and helps to identify challenges during the Forecast period in a manner that enables the City Council to respond to them strategically.

The first year of the Forecast is the FY 2022-23 Proposed Budget and reflects known economic conditions, trends, and assumptions. The Forecast considers General Fund revenues and expenditures each year – it does not consider the use of reserves and, as a result, reflects a deficit beginning in FY 2022-23.

Cypress, like all other local governments, will continue to experience significant challenges over the next five years due to ongoing uncertainties associated the COVID19 pandemic recovery, inflation impacts, threat of recession and continued expenditure growth due to rising pension costs.
24 Five-Year General Fund Forecast
Assumptions
 No tax increases
 No significant new sources of revenue
 Sales Tax projections are based on estimates provided by the City’s Sales Tax consultant
 Property Tax grows two percent annually
 No changes (or additions) to current staffing or service levels 2022-23 2023-24 2024-25 2025-26 2026-27
Proposed Projected Projected Projected Projected
Resources
Revenues
Sales Taxes 12,405,000 12,770,000 13,260,000 13,720,000 14,150,000 Property Taxes 6,536,000 6,648,280 6,761,786 6,877,561 6,995,653 Vehicle License Backfills 5,428,000 5,536,560 5,647,291 5,760,237 5,875,442 Franchise Taxes 1,807,500 1,821,200 1,835,174 1,849,427 1,863,966 Transient Occupancy Tax 2,650,000 2,700,000 2,800,000 2,800,000 2,800,000 Other Taxes 2,170,000 2,110,000 2,120,000 2,130,000 2,140,000 Service Charges 3,536,439 3,411,128 3,461,176 3,512,224 3,564,294 Licenses and Permits 883,070 700,310 700,310 700,310 700,310 Other Revenues 849,848 787,989 590,080 592,213 594,388
Total Revenues 36,265,857 36,485,467 37,175,817 37,941,973 38,684,052 Operating Transfers In 1,040,876 1,050,518 1,069,528 1,088,919 1,108,697 Total Resources 37,306,733 37,535,985 38,245,345 39,030,891 39,792,749 Uses
Expenditures
Personnel (Salaries and Benefits) 23,312,663 24,145,480 24,792,867 25,325,188 25,997,693 Supplies and Contract Services 8,277,202 8,359,132 8,743,110 8,786,688 9,181,355 Interfund Charges 3,859,320 3,955,803 4,054,698 4,156,066 4,259,967 Operating Expenditures 35,449,185 36,460,415 37,590,675 38,267,942 39,439,015 Operating Transfers Out 278,390 300,000 300,000 300,000 300,000 Total Uses (Operations) 35,727,575 36,760,415 37,890,675 38,567,942 39,739,015 Pandemic Recovery Drawdowns 199,716 200,000 200,000 200,000 200,000 Sales Tax Baseline Adjustment (400,000) (620,000) (710,000) (682,500) (675,000) Operating Surplus/(Deficit) 1,378,874 355,570 (155,330) (19,550) (421,266) Transfers for Capital Projects 1,550,000 1,550,000 1,550,000 1,550,000 1,550,000 Contingency Adjustment 600,000 250,000 275,000 170,000 292,500 Net Surplus/(Deficit) (771,126) (1,444,430) (1,980,330) (1,739,550) (2,263,766) 25 Assumptions (continued)
 Salary component of personnel expenditures increases in accordance with current labor agreements with employee groups; future adjustments are forecasted for periods after the end of the current agreements
 Pension cost projections are based on the most recent CalPERS actuarial estimates, no anticipated rate adjustments arising from employee turnover and/or pension reform  Supplies and services and interfund charges grow approximately 2.5% (estimated CPI)
 One-time Pandemic Recovery set-asides are drawn down on to pay for the Business Development Manager position
 Sales Tax Baseline Established in FY 2022-23 to mitigate sales tax volatility impacts and based on four-year rolling average of annual sales tax receipts; receipts over the baseline will be used for one-time purposes
 $1.55 million is allocated annually for capital projects  The 25% General Fund contingency adjusted annually using available, current year resources
 No other funding is allocated for future capital projects  General Liability Insurance, Workers Compensation Insurance, Employee Benefits, and Equipment Replacement are fully funded
Long-Term Concerns
The Forecast indicates a structural deficit in the General Fund starting in FY 2022-23 and growing to over $2.3 million by FY 2026-27. The deficit is the result of many issues – including the timing and extent of post-pandemic revenue growth, inflation and its impacts on expenditures and the ongoing increases in required pension payments to CalPERS.

Prudent, strategic and disciplined budget decision-making through the years has allowed Cypress to accumulate sufficient reserves in the General Fund that could be available to backfill the projected budget deficits. However, the ongoing use of reserves is not a viable long-term solution for remedying a structural deficit. As additional information on COVID19 recovery and economic data become available, City management and the City Council will work to develop a plan to ensure the General Fund budget is balanced and sustainable for the long-term.

Another challenge during the Forecast is identifying resources for capital projects.

Historically, thanks to the sound planning and discipline referenced above, the City has been able to set-aside significant General Fund revenues for capital projects. As forecasted, the City will largely be unable to set-aside any General Fund revenue for future capital projects as in prior years. The Forecast continues transferring $1.55 million annually for current year capital projects, which is necessary to meet ongoing State maintenance of effort requirements.
26 FY 2022-23 PROPOSED BUDGET

One-Tme Ongoing
Cost (Savings) Cost (Savings)
ADM 1 2022 General Municpal Election General $ 161,200 $ - ADM 2 State of the City General - 23,000 ADM 3 Citizens Academy General 10,000
ADM 4 City Council and City Management
Team Building General 25,000 - ADM 5 2022 Get Out the Vote Initiative General 15,000 - Planning 1 Funding for Business Development Manager General - 199,716
Planning 2 Housing Element Implementation General 400,000 - FIN 1 Reestablish Human Resources Manager General - 30,000
PW 1 Reclassification to Senior
Management Analyst (Public Works) General - 23,500
Total All Funds $ 601,200 $ 286,216
# Subject Fund(s)
27 CITY OF CYPRESS
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BUDGET DECISION PACKAGE
Number
Subject
Contact(s)
35 CITY OF CYPRESS
FISCAL YEAR 20 - PROPOSED

BUDGET DECISION PACKAGE
Number
Subject
Contact(s)
36 BUDGET OVERVIEW
37 BUDGET OVERVIEW
USER’S GUIDE TO THE BUDGET
This user’s guide is intended to assist
readers in understanding the information
presented in the Fiscal Year (FY) 2022-
23 Budget. The FY 2022-23 Budget is
organized into chapters, as described
below.

INTRODUCTION
This section provides the reader with an
overview of the City, including
comprehensive organization charts for
both the City and the Cypress Recreation
and Park District, key contacts, and
responsibilities.

BUDGET MESSAGE
The City Manager’s Budget Message
introduces the recommended spending
plan for the upcoming year, including a
summary of critical economic issues,
challenges, changes incorporated in this
year’s budget, and Capital Improvement
highlights.

The Five-Year General Fund Forecast
provides a tool for long-term financial
planning and includes projections for
anticipated changes in revenues and
expenditures based on known facts and
estimates of economic activity.

BUDGET OVERVIEW
This section describes the budget
process and the fiscal strategies that
were used to develop the proposed
budget. To help understand the budget,
the Fund Structure depicts the various
funds used to segregate and account for
the City’s activities. A description of each
fund, and a matrix identifying which
departments uses them is also included.

BUDGET SUMMARY
The Budget Summary presents a
comprehensive overview of revenues,
expenditures, transfers, and fund
balance projections for all funds.

Performance measures for all
departments have been enhanced and
consolidated in this section.

STAFFING
The Staffing section includes a summary
of funded personnel by department and
status (full-time/part-time), salary and
wage range information by title, and tenyear historical staffing information.

CITY COUNCIL AND ADMINISTRATION
The City Council and Administration
functions implement and administer
policies, programs and services approved
by the City Council, and provide the
citizens of Cypress with legislative
representation. Municipal programs and
services involving Elections, City Attorney,
Records Management, Community
Promotions, Cable Television and the
Traffic Commission are administered by
this department. City Council and the
Administration Divisions represent the
citizens of Cypress and act on their behalf
with regard to regional, state and federal
issues, as well as foster community
partnerships and interagency
collaboration.

FINANCE AND ADMINISTRATIVE SERVICES
The Finance and Administrative Services
Department functions include: finance
administration, general accounting,
treasury management, payroll, accounts
payable, purchasing, revenue collection,
business licensing, human resources,
workers’ compensation claims
management, website, information
technology, print shop, and telephone
maintenance.
38 BUDGET OVERVIEW
POLICE
The Police Department’s mission is “to
provide professional public safety services
in partnership with the community.” The
Department coordinates its efforts with
groups and individuals in the community to
provide a safe environment in which to
visit, work, and live. The members of the
Department are committed to excellence
developed through pride, setting the
standard, and earning a reputation for
caring and courteous service. The Police
Department is dedicated to honoring the
obligation to protect and serve, while
seeking innovative solutions to improve
the quality of life for all.

COMMUNITY DEVELOPMENT
The Community Development
Department consists of the Planning,
Code Enforcement, Economic
Development and Housing Divisions. The
Department is responsible for processing
all private development proposals, issuing
various types of permits, preparing
ordinances for land use and building
regulations, responding to code
enforcement violations, and promoting
economic development. The City’s
economic development program supports
local businesses and administers the
distribution of federal and other assistance
funds for affordable housing production
and preservation.

PUBLIC WORKS
Public Works handles a wide variety of
functions through its seven divisions.

Major functions include maintenance of
streets, parks, landscaping and facilities,
capital improvements, environmental
services, and building and safety.

DEBT SERVICE FUNDS
This section would provide information on
any debt service payments due in the
upcoming year.

CAPITAL PROJECTS
Summary and detailed information on
capital improvement projects and their
funding sources proposed in the budget is
provided in this section.

CAPITAL OUTLAY
Purchases of items such as equipment,
computer hardware and software, and
vehicles in excess of $1,000 having a
useful life of more than one year are
considered capital outlay purchases.

Capital outlay purchases are typically
depreciated over the useful life of the
asset with a corresponding charge to the
operating budget to provide funding for
future replacements. The proposed
purchases are detailed in this section.

RECREATION AND PARK DISTRICT
The Cypress Recreation and Park District
is a separate legal entity formed to provide
park and recreational activities within the
District’s boundaries. Functionally, it
operates as a department of the City and
all employees are City employees. This
section provides all summary information,
capital projects, capital outlay and division
budget information related to the District.

FUND SUMMARIES
The Fund Summaries section provides
detailed revenue, expenditures and fund
balance information for individual funds.
39 BUDGET OVERVIEW

BUDGET PROCESS
The annual budget serves as the
foundation for the City of Cypress’
financial planning. The City operates on a
fiscal year basis, beginning July 1st and
ending June 30th. The budget is prepared
under the supervision of the City Manager
and submitted to the City Council for
deliberation and adoption prior to the
beginning of the fiscal year.

The City follows these procedures in
establishing the budgetary data: After
January 1, department heads prepare
estimates for required appropriations for
the fiscal year commencing the following
July 1. The proposed budget includes
estimated expenditures and forecasted
revenues for the fiscal year. The data is
presented to the City Manager for review.

The operating budget includes a
summary of the proposed expenditures
and financial resources, as well as data
for the preceding fiscal period. Prior to
July 1, the budget is legally enacted
through passage of an adopting
resolution.

Upon adoption by the City Council, the
City maintains budgetary controls to
ensure compliance with legal provisions
embodied in the annual budget. The City
Manager is responsible for
administration of the adopted annual
budget, and during the fiscal year may
make transfers of unencumbered
appropriation balances between
departments within the same fund. Any
supplemental appropriations must be
approved by the Cypress City Council.

BUDGET CALENDAR
January Annual Budget process begins
February Budget Calendar presented to City Council
Mid-Year review of current budget
March City Council Workshop on City Reserves, Pension Trust and Pension Liability Overview
April Proposed Budget compiled
May Proposed Budget and Budget Adjustment Decision Package Analysis submitted to City Council prior to workshop
City Council workshop(s) on Proposed Budget, including introduction of Seven-Year Capital Improvement Program (CIP)
Presentation of Seven-Year CIP
(Additional meetings/workshops with City Council can be scheduled, if desired)
June City Council considers City and Park District Budgets for adoption City Council considers Seven-Year CIP for adoption
July Start of new fiscal year
40 BUDGET OVERVIEW

BASIS OF ACCOUNTING AND BUDGETING
The City’s annual audited financial statements are prepared in conformity with generally accepted accounting principles (GAAP), as established by the Governmental Accounting Standards Board (GASB) for U.S. state and local government agencies. The basis of accounting is used to determine when revenues and expenditures are recognized in the financial statements. The governmental fund financial statements and budget are reported using the current financial resources measurement focus and the modified accrual basis of accounting, while the enterprise and internal service funds use the economic resources measurement focus and the accrual basis of accounting.

Under the modified accrual basis of accounting, revenues are recorded when they are measurable and available and expenditures are recorded when a liability is incurred, regardless of the timing of the related cash flows. “Measurable” means the amount of the transaction can be determined, and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. The City considers revenues available when they are collected within 60 days of the end of the fiscal period. Revenues susceptible to accrual include property taxes, franchise taxes, sales taxes, interest and some grant revenues.

FUND STRUCTURE
The City utilizes a fund-based accounting structure. Individual funds operate as a selfbalancing set of accounts. There are three main types of funds: Governmental, Proprietary, and Fiduciary. Governmental Funds generally account for tax-supported activities and include the General Fund, Special Revenue Funds, Capital Projects Funds, and Debt Service Funds. The General Fund is the principal operating fund and accounts for all activities not required to be accounted for in a separate fund. Special Revenue Funds are used as needed to account for specific, restricted revenue sources. Capital Projects Funds are used for the acquisition, construction, or rehabilitation of infrastructure and capital assets. Debt Service Funds are used to account for the accumulation of resources for, and payment of, general long-term debt, however, there is no city-obligated debt outstanding.

Proprietary Funds account for activities that are business-like in nature and include Enterprise Funds and Internal Service Funds. The City’s Sewer Fund is an Enterprise Fund. Users of the sewer system pay fees, through their water bills, to help maintain and improve the sewer system. Internal Service Funds are used to account for activities provided by one department to another on a cost-reimbursement basis.

Fiduciary Funds are used to account for assets held in a trust or agency capacity and cannot be used to support the City’s own program. As such, budgets are not adopted for fiduciary funds, however, the financial activities are included in the Comprehensive Annual Financial Report. Budgets are adopted for all governmental funds and the Sewer Enterprise Fund, as required.

Additional information on the individual funds is found on the following pages. 41 BUDGET OVERVIEW

STRATEGIC PLAN PROCESS
Semi-annually the City Council convenes to review the City’s Strategic Plan. This process includes a review of established three year goals, the development of new six month strategic objectives, and a compilation of the City’s strengths and accomplishments during the previous six-months. The six month objectives are action plan items that are undertaken to fulfil the City’s three year goals and are guided by the established core values and guiding principles of the City. These core values include integrity, accountability, transparency, fiscal prudence, teamwork and responsiveness to the community.

The Strategic Plan is the primary tool by which the City Council improves services and preserves Cypress’ high quality of life. It guides budget development and is the foundation by which the City manages program objectives, implementation and delivery of services to the community.
42 GOVERNMENTAL FUNDS
GENERAL (Major)
General Fund
General Fund - Grants
General Fund - Pandemic Response and Recovery
Storm Drainage
Trust and Agency
SPECIAL REVENUE (Major)
Recreation and Park District
General Fund
Park Development
Trust and Agency
Recreation and Community Services Foundation
Streets
Gas Tax 2105
Gas Tax 2106
Gas Tax 2107/2107.5
Traffic Mitigation Assessment
Measure M
Regional Traffic Fee
Gas Tax 2103
Road Maintenance and Rehabilitation
CAPITAL PROJECTS (Major)
Capital Projects
Infrastructure Reserve

OTHER GOVERNMENTAL FUNDS
Planned Local Drainage Facility
Corporate Center Maintenance District No. 1
Lighting District No. 2
Cable TV Franchise Agreement
AB 2766 Trip Reduction
Traffic Safety
Supplemental Law Enforcement
Narcotic Asset Seizure
Low and Moderate Housing

ENTERPRISE FUNDS
SEWER FUND (Major)

INTERNAL SERVICE FUNDS

CENTRAL SERVICES
Central Services
Print Shop
Information Technology
Capital Replacement
Technology Investments

RECREATION DISTRICT CENTRAL SERVICES
Central Services
Capital Replacement

EMPLOYEE BENEFITS
City Employee Benefits
Cypress Recreation and Park District Employee Benefits

LIABILTY SELF INSURANCE

WORKERS COMPENSATION SELF INSURANCE

FIDUCIARY FUNDS

PRIVATE PURPOSE TRUST
Successor Agency to the City of Cypress Redevelopment Agency

CUSTODIAL
Business and Assessment District Trust
West Communications Joint Powers Authority Operating
West Communications Joint Powers Authority Employee Benefits

CITY OF CYPRESS

FUND STRUCTURE
Major Fund DescriptionsThe City reports the following major governmental funds:General Fund – The General Fund is the City’s primary operating fund and accounts for all financial resources of the general government, except those required to be accounted for in another fund.Recreation and Park District Special Revenue Fund – This fund accounts for all resources, operating and capital project activity of the Cypress Recreation and Park District. The primary resources of the District include a portion of the base property tax rate and user fee revenues.Streets Special Revenue Fund – This fund accounts for receipts and expenditures of money apportioned under the State of California Streets and Highway Code Sections 2103, 2105, 2106, 2107 and 2107.5; Measure “M2” money from Orange County; Road Maintenance and Rehabilitation Account (SB1); and Traffic Mitigation Fees charged by the City.City Capital Projects Fund – This fund accounts for construction of major transportation infrastructure, public facilities, and storm drainage. The resources of the fund are limited to transfers from the City’s General fund and grant reimbursements for eligible projects.The City reports the following major proprietary fund:Sewer Fund – This fund accounts for all the operating and capital project activities associated with the City’s sanitary sewer system. The resources of the fund are primarily fees charged to the users of the system. 43 BUDGET OVERVIEW

FUND DEFINITIONS
City Funds:

General Fund- This fund accounts for all revenues and expenditures that are not accounted for separately. The revenues consist of general taxes, user charges, certain fines, and investment earnings. The expenditures include police services, city public works engineering and maintenance, city planning, building safety and administrative services.

City Trust and Agency Fund- This fund accounts for deposits related to various development, construction or demolition projects within the city.

Capital Improvement Projects (CIP) Fund- This fund was established to account for capital improvement projects funded from the general revenues of the City. The primary funding sources for these projects are annual transfers from the General Fund and Infrastructure Reserve Fund. Types of projects funded include annual residential street resurfacing, sidewalk repair, public facility projects, storm drainage and the reimbursement of Warland Drive construction.

Infrastructure Reserve Fund- This fund was established to account for accumulated monies that will be used to fund capital improvement projects funded from the general revenues of the City. This fund provides a reserve to accumulate funds for projects that could not be funded within the fiscal constraints of a single year. The primary funding sources for the accumulation of these monies is an annual transfer from the General Fund and interest earnings on cash balances. Annual transfers out are made to fund specific projects budgeted in the City’s CIP fund. The Infrastructure Reserve Fund has loaned a portion of these accumulated monies to the former Redevelopment Agency/Successor Agency and the Recreation and Park District, which causes a portion of the accumulated fund balance to be reserved and thus unavailable to fund infrastructure improvements until the loans are repaid.

Traffic Safety Fund- This fund is established as a result of Vehicle Code section 42200, which provides that fines and forfeitures received as a result of arrest by city officers for vehicle code violations must be deposited in a special fund. The fund may only be expended for traffic control devices and the maintenance thereof, the maintenance of equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement, or construction of public streets, bridges, and culverts, and the compensation of school crossing guards who are not full-time members of the police department. The funds may not be used to compensate traffic or police officers. The City annually transfers these funds to cover appropriate expenses in the General Fund. At year end there is no fund balance.

Pandemic Response and Recovery Fund- This fund was established to account for the Coronavirus Aid, Relief, and Economic Security (CARES) Act and the American Rescue Plan Act revenues received from county, state and federal sources in response to the COVID-19 pandemic.
44 BUDGET OVERVIEW
Special Gas Tax Funds: The State Gas Tax equals 18 cents per gallon and Cities receive a portion (3.39 cents) based on population under different sections of the Streets and Highway Code. A separate fund is established under each section as follows:

Section 2105 Revenue Fund- Under this fund, the Cities receives 11.5% of the state tax over 9 cents a gallon (1.035 cent). The monies received must be used for street purposes under a maintenance of effort (MOE) requirement. All street maintenance costs are accounted for in the General Fund and an annual transfer is made from this fund to the General Fund when the MOE is achieved.

Section 2106 Revenue Fund- Under this fund, Cities receive $400 per month plus a portion rationed by assessed valuation of tangible property by county and then allocated by population. The amount allocated to the Cities amounts to 1.04 cents a gallon. These funds must be used for street construction, improvements and right of way. These types of capital improvement expenditures are accounted for in the special fund and funds may be carried over.

Section 2107/2107.5 Revenue Fund- Under this fund, Cities receive an amount equal to 1.315 cents per gallon. The section 2107 amount is allocated to cities based on population and is restricted to street maintenance expenses.

The section 2107.5 revenue is allocated to cities based on a population range in amounts from $1,000 to $20,000. Cypress receives $6,000 annually. These funds are restricted to engineering costs and administrative expenses with respect to city streets. The costs are accumulated in the General Fund and an annual transfer is made to cover the approved expenses.

Section 2103 Revenue Fund- Under this fund, which was created in FY 2010- 11, Cities receive an allocation from a new motor vehicle fuel excise tax that replaces the previous allocation from the Proposition 42 sales tax on gasoline.

This change is known as the “fuel tax swap of 2010” and revenues are allocated to Cities on a per capita basis. These funds may be used for street construction, improvements and right of way maintenance.

Road Maintenance and Rehabilitation Fund- This fund accounts for gas taxes apportioned under Senate Bill 1 (SB1) for basic road maintenance, rehabilitation, and critical safety projects on the local streets and roads system.

Traffic Mitigation Assessment Fund- This fund was established to account for traffic fees assessed to developers. The funds may only be expended for traffic mitigation purposes as defined in the fee resolutions.

Regional Traffic Fee Fund- This fund accounts for the impact fee charged to development and used to mitigate regional traffic impacts.
45 BUDGET OVERVIEW
Lighting District No. 2 Fund- This special district was established in 1961 to pay for street lights in the City. The ad valorem taxes received are a portion of the 1% Basic Property Tax levy. The expenses are restricted to lighting costs (operating, repairing and replacing) as defined under the Street Lighting Act of 1919. The City, under its charter powers, has expanded the use of these funds to include traffic signal maintenance and park lighting.

Planned Local Drainage Facilities Fund- This fund accounts for fees charged developers for citywide drainage facilities. These monies are restricted for the drainage facilities and may not be used for ongoing maintenance. The funds are being accumulated for future projects as defined in the fee resolution/ master drainage plan.

Corporate Center Maintenance District No. 1 Fund- This fund accounts for a special assessment charged to the certain businesses for the maintenance of the Stanton Channel landscaped berm in the business park. The monies received through the special assessment are restricted for only expenses defined in the annual resolution adopted by Council.

CATV PEG Grant Fund- This fund accounts for monies received from state video franchise holders per the terms of the Digital Infrastructure and Video Competition Act of 2006 and City of Cypress Ordinances Numbers 1091 and 1164. PEG funds may be used to support public, educational, and governmental (PEG) channel facilities consistent with federal law.

Asset Seizure Fund- This fund accounts for monies received under Federal and State laws relevant to drug asset seizure. The monies received must be accounted for separately, but are otherwise unrestricted on their use as long as the funds do not supplant the budget. Asset Seizure funds are distributed to the agency under a formula listed in Health and Safety Code Section 11489.

Supplemental Law Enforcement Services Fund- This fund accounts for funds allocated statewide to law enforcement in a block grant format under AB3229. Also known as the State Citizens’ Option for Public Safety (COPS) program, monies are allocated annually by the State based on population, and require a separate fund be established. The funds can only be spent for “front line municipal police services” approved by the City Council.

Measure M Gas Tax Fund- This fund accounts for the City's share of Measure M monies.

Measure M is the half cent sales tax for countywide transportation improvements, approved by Orange County voters in November 1990 and extended in November 2006.

Based on population ratio, Cities receive M2 (formerly local turnback) monies which are equivalent to 14.6% of the net sales tax received by the OCTA. Cities must fulfill the maintenance of effort spending and certain administrative requirements, such as a Growth Management Plan, to receive the funds. This money must be used for local street projects as well as ongoing maintenance of local streets and roads. In addition, the City competes for Combined Transportation Funding Programs (CTFP) approved by the OCTA Board of Directors. These CTFP funds are additional revenues beyond the M2 and are restricted for the specific projects approved by the OCTA Board.
46 BUDGET OVERVIEW
AB 2766 Fund- This fund accounts for revenues received under the AB 2766 Subvention which is collected as part of the Motor Vehicle registration. The funds received are restricted to expenditures that relate to reducing vehicle emissions.

Sewer Fund- This fund accounts for the maintenance of and improvements made to the City’s sewer system. Revenues consist of property taxes and fees on the water bills to all residents and businesses. The monies in this fund are restricted to sewer maintenance and construction costs.

Storm Drain Fund- This fund accounts for the maintenance of the City’s storm drainage system. Revenues consist of a designated portion of the City Services Charges on the bimonthly water bills to residents and businesses, as well as annual operating transfers from the General Fund. The monies are designated primarily for storm drainage maintenance and secondarily for construction costs.

Low and Moderate Housing Asset Fund- This fund accounts for housing assets transferred to the City upon the dissolution of the Redevelopment Agency on February 1, 2012. Expenditures in this fund are limited to available liquid assets related to low and moderate housing activities.

Recreation and Park District Funds:

Cypress Recreation and Park District General Fund- This fund accounts for all the receipts and expenditures of the Recreation and Park Special District. The revenues of the District include a portion of the 1% Basic Property Tax, user fees and special funding from other government agencies (including grants, subventions, etc.). The expenses are restricted to recreation and park activities, including park maintenance and recreation programs.

Park Development Fund- This fund accounts for the development fees collected under the Quimby Act of 1965. The Act authorizes the City/District to require from a subdivider the dedication of land, the payment of fees in-lieu thereof, or a combination of both, for park or recreational purposes as a condition of a subdivision map. All fees paid in-lieu thereof must be used only for the purpose of providing park or recreational facilities to serve the subdivision. These funds cannot be used for operations.

Cypress Recreation and Park District Trust and Agency Fund- This fund accounts for amounts held for facility deposits and program scholarship donations made by local businesses and non-profit organizations.

Recreation and Community Services Foundation Fund- This fund was established to account for the not-for-profit foundation organized and operated exclusively for charitable purposes supporting the Recreation and Community Services District’s facilities, programs and services through the pursuit of grants and other funding. 47 BUDGET OVERVIEW
Internal Service Funds:

The Internal Service Funds (ISF) are used to account for goods and services provided to other departments on a cost reimbursement basis. Since the other departments/funds are charged within their budgets for these services, the internal service funds are not included in the adopted budget as that would duplicate costs. The ISF accounts are informally budgeted to determine the amounts to be charged to the operating departments. The ISF include the following funds:

The Central Services/Print Shop/Information Systems/Equipment Replacement Funds account for print shop activities, the central garage, the maintenance of City facilities and equipment, data processing and website services, and the purchase and replacement of capital outlay. The equipment replacement fund maintains a replacement reserve for capital outlay items to allow for purchase of replacement equipment without large fluctuations in the annual operating budgets. Both the City and Recreation and Park District maintain Central Services/Equipment Replacement Funds.

The Employee Benefits Fund accounts for leave time accumulated by employees, employee benefits and payroll liabilities, and the liabilities associated with other post retirement benefits. The operating funds are charged a fringe rate based on the payroll and those amounts are accumulated in this fund and paid out for items like health insurance, pension, leave time taken and retiree’s medical reimbursements. This allows operating programs to be allocated for all personnel costs based on actual time worked. Both the City and Recreation and Park District maintain Employee Benefit Funds. These funds allow both the City and Park District to remain fully funded for leave time accrued.

The Insurance Internal Service Funds include Public Liability and Workers' Compensation funds. These funds are self-retention funds to fund claims that the City is self-insured for and pay insurance premiums. The City maintains a fund balance to cover outstanding claims and a actuarially determined reserve for claims incurred but not reported at a 90% confidence level. The operating departments are charged for these costs through the fringe rate (workers’ compensation) and under insurance accounts in the operating budget (liability insurance).

The Technology Investments Fund accounts for monies set-aside for investments to the City’s information systems infrastructure. These improvements include enhancements to cyber security, streamlining processes and providing citizens and businesses with more convenient methods to accessing City services. The City has developed a five-year technology master plan which is primarily funded with monies accumulated in the Technology Investments Fund.
48 City
Council
City
Attorney
City
Manager City Clerk
Finance and
Administrative
Serivces
Public
Works
Community
Development Police Recreation

GOVERNMENTAL
General (Major)
General Fund ● ● ● ● ● ● ● ●
General Fund - Grants ● ● ● ●
General Fund - Pandemic Response & Recovery ● ● ● ● ● ● ● ● Storm Drainage ●
Trust and Agency ● ●
Special Revenue (Major)
Recreation and Park District
General Fund ●
Park Development ●
Trust and Agency ●
Recreation & Community Svcs Foundation ●
Streets
Gas Tax 2103 ●
Gas Tax 2105 ●
Gas Tax 2106 ●
Gas Tax 2107/2107.5 ●
Measure M ●
Road Maintenance and Rehabilitation ●
Traffic Mitigation Assessment ●
Capital Projects (Major)
City Capital Projects
City Capital Projects ●
Infrastructure Reserve ●
Other Non-Major Funds
Planned Local Drainage Facility ●
Corporate Center Maint District No. 1 ●
Lighting District No. 2 ●
Cable TV Franchise Agreement ●
AB 2766 Trip Reduction ●
Traffic Safety ●
Supplemental Law Enforcement ●
Asset Seizure ●
Low and Moderate Housing ●

FUND/DEPARTMENT RELATIONSHIP MATRIX
Department
Fund
49 City
Council
City
Attorney
City
Manager City Clerk
Finance and
Administrative
Serivces
Public
Works
Community
Development Police Recreation

FUND/DEPARTMENT RELATIONSHIP MATRIX
Department
Fund

ENTERPRISE
Sewer Fund (Major) ●

INTERNAL SERVICE
Central Services
Central Services ● ●
Print Shop ● ● ●
Information Systems ●
Capital Replacement ● ● ● ● ●
Technology Investments ● ● ● ● ● ●
Recreation District Central Services
Central Services ●
Capital Replacement ●
Employee Benefits
City Employee Benefits ● ● ● ● ● ●
CRPD Employee Benefits ●
Liability Self Insurance ●
Workers Compensation Self Insurance ●
50 BUDGET OVERVIEW

FISCAL STRATEGIES OVERVIEW
Purpose of Fiscal Strategies
Primary among the responsibilities the City of Cypress has to its citizens is the care of public funds and wise management of its assets while providing for the adequate funding of the services desired by the public and the maintenance of public facilities. Financial management strategies, designed to ensure the fiscal stability of the City, have been implemented to provide guidance for the development and administration of the annual operating and capital budgets.

Fiscal Strategies

1. The Budget will be balanced and focus on long-term sustainability

2. Reserves and fund balances will be maintained prudently

3. Available resources and the Strategic Plan will determine service levels

4. Continue to invest in the maintenance of facilities and infrastructure

5. Financial decisions will be transparent to the public These strategies are a foundation for protecting and assessing Cypress’ financial wellbeing. They do not provide specific solutions to arising financial challenges; rather they represent an approach to navigating important and difficult decisions necessary to address Cypress’ changing cost structure and ever more scarce resources.

The strategies are comprised of policies (formal actions previously taken by the City Council) and practices (actions management and City Council undertake to promote and protect financial resiliency).

Strategy Objectives
 Ensure Cypress provides necessary services to the community and remains financially resilient
 Allow time to affect change and adapt to financial challenges  Enhance transparency and encourage community involvement  Create methods to analyze the costs and benefits of services over the long-term  Help the City Council, City Management, the community, and employee associations balance competing demands for scarce resources Reflecting the city’s limited ability to control revenues, the objectives focus on service levels, efficiencies, expenditures control, and performance measure-based evaluation of programs and services.
51 BUDGET OVERVIEW

FISCAL STRATEGIES

1. The Budget will be balanced and focus on long-term sustainability Policies

1.1. The Budget presented to City Council will be balanced (current year revenues fund current year operating expenses)
Practices

1.2. Reserves (excluding amounts accumulated for capital projects or capital outlay) will only be used to address extraordinary, short-term circumstances

1.3. The Budget will include a Five-Year Financial Projection

1.4. Ongoing operations will be funded with ongoing revenues

1.5. Expenditure growth will be limited to essential/necessary increases

1.6. Fees will be evaluated annually to identify the full cost of providing services

1.7. Sales tax revenue budgeted to support City operations will be estimated using a baseline calculation to manage risk and volatility. The baseline calculation will incorporate a four-year average1 of sales tax revenues and be reviewed (and adjusted if necessary) annually. Revenues above the baseline will be available for one-time expenditures. When sales tax revenues are projected to decrease, the baseline calculation approach may be supplanted with a more conservative projection methodology.

1.8. New programs/services must be revenue neutral, resulting in no impact to fund balance in the General Fund

1.9. Performance measures will be presented in the Budget and used to evaluate the effectiveness of programs and services

1.10. “Mini-financial statements” will identify the net costs of revenue generating programs and services

1.11. Pension trust investments will be reviewed annually to determine if adjustments to the investments or deposits/ withdrawals are warranted 1 The four-year average includes projections for Proposed Budget (i.e. FY 2022-23); estimates from the current fiscal year Amended Budget (i.e. FY 2021-22), and the actual revenue in the two prior fiscal years (i.e. FY 2020-21 and FY 2019-20).
52 BUDGET OVERVIEW

FISCAL STRATEGIES

2. Reserves and fund balances will be maintained prudently Policies

2.1. The City will maintain the following contingency reserves:
 Reserve for Economic Uncertainty. Equal to 25% of General Fund expenditures, the reserve stabilizes City services should General Fund revenues decrease by greater than 10% or estimated General Fund expenditures increase by more than 10% and when the City Council determines the City’s ability to provide basic service to the community is threatened
 Reserve for Emergency/Disaster Recovery. Equal to 30% of General Fund expenditures, the reserve pays for capital needs in response to an emergency or natural disaster and provides resources to begin recovery prior to FEMA assistance or insurance proceeds become available

2.2. The City will maintain fully funded replacement accounts for capital including:
equipment, vehicles, and technology

2.3. The City will maintain fully funded internal service funds for: workers’ compensation and general liability insurance; employee benefits; and central services (the ongoing maintenance of equipment, vehicles and facilities and print shop and information technology operations)

2.4. The City will conform to the Governmental Accounting Standards Board Fund Balance Policy Statement 54 which defines fund balance categories and creates the authority necessary to establish them
Practices

2.5. Maintain a $2.5 million Stabilization Reserve designed to provide a period of adjustment should a major tax generating business relocate or cease operations or at the City Council’s discretion in response to other economic shocks

2.6. Maintain a $2.0 million Budget Stabilization Reserve which can be used in the short-term to assist with budget shortfalls due to forecasted financial challenges

2.7. Fiscal year end General Fund savings or unappropriated revenues will be:

1. Used to replenish any reserves used to fund operations during the fiscal year

2. Transferred to internal service funds to address unfunded liabilities

3. Transferred for future facility and infrastructure projects 53 BUDGET OVERVIEW

FISCAL STRATEGIES

2.8. The General Fund will maintain an unassigned fund balance sufficient to account for unforeseen revenue shortfalls or unanticipated expenditures that may arise during the fiscal year

2.9. The City will identify its long-term liabilities and obligations and develop policies to address them

3. Available resources and the Strategic Plan will determine service levels Policies

3.1. The City Council will conduct Strategic Plan workshops at least twice a year

3.2. Programs, services, and staffing will be evaluated annually as part of the Budget process

3.3. Employee compensation will be competitive and sufficient to attract, motivate and retain high-quality employees committed to Cypress’ success Practices

3.4. The Budget will recommend programs, services and staffing using the following criteria:
 Is it necessary for public health or safety?
 Is it mandated by the State or Federal government?
 Does it accomplish a Strategic Plan goal or objective?  Does it result in operating savings (or additional costs) in the future?  Is significant outside/restricted funding available?
 Does it promote economic development?

3.5. Employees and employee associations are important partners and the City will engage them in the Budget process

3.6. The city will complete development of, and annually update, a Succession Plan

3.7. All staffing vacancies will be evaluated through the Succession Plan prior to a decision to fill the position
54 BUDGET OVERVIEW

FISCAL STRATEGIES

4. Continue to invest in the maintenance of facilities and infrastructure Policies

4.1. Accumulated facility and infrastructure funding will be allocated through the Seven-Year Capital Improvement Program (CIP)

4.2. The General Fund will make minimum annual contributions of $1.8 million for Capital Improvements. Included in the $1.8 million will be contributions for facility and infrastructure improvements as follows:

Storm drain improvements and operations $500,000
Facility improvements $250,000
Additionally, $1,050,000 will be transferred from the General Fund for either current year or future expenditures depending on availability of restricted revenues for transportation purposes and the ability to meet associated Maintenance of Effort (MOE) requirements.

Practices

4.3. Facilities and infrastructure will be maintained to extend their useful life

4.4. The infrastructure reserve will maintain a balance sufficient to construct at least 115% of the projects included in the Seven-Year CIP funded by the General Fund

4.5. When practical, capital projects should be financed on a pay-as-you-go basis without issuing debt

4.6. Capital projects will prioritize the use of restricted funds (those other than the General Fund) and seek outside funding

4.7. The CIP will be guided by existing infrastructure system master plans

4.8. Options for ongoing revenue sources to support Recreation and Park District facilities and infrastructure improvements will be identified

4.9. Long-term facility and infrastructure needs beyond the Seven-Year CIP will be identified
55 BUDGET OVERVIEW

FISCAL STRATEGIES

5. Financial decisions will be transparent to the public Policies

5.1. The Budget, CIP, audit/Comprehensive Annual Financial Report, and financial policies will be considered by the City Council annually and available on the City’s website
Practices

5.2. The City Council will review the City’s finances at its regular meetings:

January Fiscal year end, audit, and Comprehensive Annual Financial Report presentation
February Mid-year Budget review
February/March Reserves update and pension trust review May/June Budget presentation and adoption

5.3. Financial information will be easily accessible on the City’s website

5.4. Employee compensation information will be available on the City’s website

5.5. The City Council will receive monthly financial reports

5.6. The City Council will receive and file investment reports and warrants, transfers, and wires reports at its regular meetings
56 BUDGET SUMMARY
57 CITY OF CYPRESS

SUMMARY OF RESOURCES AND APPROPRIATIONS BY FUND
Fiscal Year 2022-23
BEG. FUND PROPOSED FUND OPERATING CAPITAL FUND END. FUND FUND BALANCE REVENUE TRSFR-IN BUDGET BUDGET TRSFR-OUT OTHER* BALANCE 111 General Fund Operations 1,060,000 $ $ 36,265,857 $ 1,040,876 $ 35,449,185 -$ 2,853,390 $ $ 974,716 $ 1,038,874 111 General Fund Reserves 28,316,055 - - - - - (974,716) 27,341,339 114 General Fund Grants - 259,500 6,550 266,050 - - - - 115 Pandemic Resp & Recov - 6,277 - - - 6,277 - -
221 Traffic Safety - 100,000 - - - 100,000 - -
231 Spec Gas Tax 2105 - 313,115 - - - 313,115 - -
232 Special Gas Tax 2106 661,488 195,598 - - - 350,000 - 507,086 233 Special Gas Tax 2107 - 433,765 - - - 433,765 - -
234 Traffic Mitigation Assmt 427,388 500 150,000 - 250,000 - - 327,888 235 Regional Traffic Fee 405,683 500 - - - - - 406,183
236 Measure M2 Sales Tax 1,161,171 1,282,042 - - 550,000 535,000 - 1,358,213 238 Special Gas Tax 2103 1,416,137 479,981 - - - 500,000 - 1,396,118 239 Road Maint and Rehab 707,438 1,106,748 310,000 - 1,750,000 - - 374,186 251 Lighting Dist No 2 4,962,187 1,496,180 - 1,160,914 930,000 174,137 - 4,193,316 261 Storm Drain Fund 1,118,060 352,500 250,000 634,195 - - - 1,086,365 262 Plan Local Drain Fac 994,749 6,000 - - - - - 1,000,749 271 Corp Ctr Maint Dist #1 165,829 93,270 - 74,792 - 13,582 - 170,725 281-83 Narc Asset Seizure 1,029,676 10,550 - 61,516 - 74,550 - 904,160 291 Cable TV PEG 697,625 77,500 - - - 35,000 - 740,125
301 Supp Law Enforcement - 130,351 - 130,351 - - - -
311 AB 2766 - 63,000 - - - 63,000 - -
321 Sewer Fund 6,084,627 1,870,465 - 478,094 285,000 - - 7,191,998 415 Capital Projects 16,665,437 - 4,480,000 - 4,255,000 - - 16,890,437 416 Infrastructure Reserve 71,983,167 250,000 801,918 - - 1,380,000 - 71,655,085 471 Low and Mod Hsg Assets 78,362 6,580 - 62,774 - - - 22,168 TOTAL $ 137,935,079 $ 44,800,279 $ 7,039,344 $ 38,317,871 $ 8,020,000 $ 6,831,816 -$ 136,605,015 $ * Denotes increase/(decrease) of committed/assigned/nonspendable fund balances anticipated during the fiscal year which include the following:
- Accumulated General Fund reserves used for operations in FY 2021-22: $750,000 Budget Stabilization Reserve - Appropriate $199,716 of accumulated one-time Pandemic Recovery amounts to pay for the newly created Business Development Manager position - Appropriate $625,000 of accumulated one-time Pandemic Recovery amounts for capital projects - Allocate $600,000 of FY 2022-23 resources to maintain the General Fund Reserve for Economic Uncertainty at 25% of operating expenditures per the City's Fiscal Strategies
Note: Fund Transfers In and Fund Transfers Out do not equal in the above schedule due to the following:

Transfer-out of $21,840 is made from the General Fund to the Equipment Replacement Internal Service Fund for Capital Outlay.

Transfer-out of $35,000 is made from the Cable TV PEG Fund to the Equipment Replacement Internal Service Fund for Capital Outlay.

Transfer-out of $74,550 is made from the Narcotics Asset Seizure Fund to the Equipment Replacement Internal Service Fund for Capital Outlay.

Transfer-out of $63,000 is made from the AB 2766 Trip Reduction Fund to reimburse the Equipment Replacement Internal Service Fund for a prior year Capital Outlay purchase.

Transfer-in of $401,918 is made from the Cypress Recreation and Park District General Fund to the City Infrastructure Reserve Fund for the reimbursement of capital projects previously funded with Redevelopment Agency monies that were borrowed from the City.

REVENUES/SOURCES EXPENDITURES/USES
58 SUMMARY OF RESOURCES
Fiscal Year 2022-23

PERCENT OF

TOTALS BUDGET
Property Taxes $ 13,462,320 30.0%
Sales Tax 12,405,000 27.7%
Other Taxes 6,705,000 15.0%
Licenses & Permits 883,070 2.0%
Interest & Rents 544,939 1.2%
From Other Agencies 4,534,926 10.1%
Fines 315,000 0.7%
Service Charges 5,802,709 13.0%
Other Revenue 147,315 0.3%
Total Resources 44,800,279 $ 100%
Property Taxes
Sales Tax
Other Taxes
Licenses & Permits
Interest & Rents
From Other Agencies
Fines
Service Charges
Other Revenue
59 MAJOR REVENUE SOURCES

SALES TAX
One of the City’s largest revenue sources is Sales Tax. Sales Tax is collected by the State and distributed to the local jurisdictions in monthly installments based on the prior year’s actual collections. At the end of each quarter a “clean-up” payment is made to adjust the current period distributions to actual.

The Sales Tax rate for the County of Orange is 7.75%. The City of Cypress receives 1% (between Sales Tax Revenues and the State Backfill amount) of the 7.75% tax generated within the City limits. Additionally, with the passage of Proposition 172 the City receives 5% of the ½ cent of Sales Tax. These funds are restricted and can only be used for public safety purposes and are included in the Other Taxes revenue category. The City also receives Measure M2 funds which equal approximately 3% of ½ cent of Sales Tax that requires a matching contribution from the City towards infrastructure improvements. These funds are categorized as Revenue from Other Agencies.

PROPERTY TAX
Property Taxes include assessments on both secured and unsecured property. Secured Property Taxes attach and become an enforceable lien on the assessed property. Taxes on the secured rolls are payable in two installments: November 1 and March 1 of each year, and become delinquent on December 10 and April 10, respectively. Unsecured Property Taxes are assessed and payable each March 1 and become delinquent the following August 31. The Orange County Tax Collector bills and collects the Property Taxes, then apportions them to the City in accordance with an established schedule.

The County is permitted by the State under Proposition 13, which became effective July 1, 1978, to levy taxes at 1% of the full market value at the time of purchase or reassessment, and can increase the Property Tax assessed valuation no more than 2% annually. The City receives a share (7.83%) of the basic levy (1%) proportionate to what it received prior to the passage of Proposition 13, adjusted by the State shift to the Educational Revenue Augmentation Fund and the county administration fee.

Actual Actual
Actual Actual
Actual Budget
Proposed
$5,000,000
$6,500,000
$8,000,000
$9,500,000
$11,000,000
$12,500,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Actual
Actual
Actual
Actual Actual Budget
Proposed
$8,500,000
$9,500,000
$10,500,000
$11,500,000
$12,500,000
$13,500,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 60 MAJOR REVENUE SOURCES

LICENSES AND PERMITS
The majority of license and permit revenue is generated from fees charged to contractors for building, plumbing, heating and electrical permits to endure compliance with the City’s building and safety codes.

OTHER TAXES
This revenue source is comprised of Franchise Fees, Business License Tax, Transient Occupancy Tax, Real Property Transfer Tax, Parimutual Taxes and the Property Tax Backfill for both Motor Vehicle License Fees and Sales Tax. The Franchise Fees are taxes paid to the City of Cypress by companies who have negotiated the right to provide a service exclusively within the City of Cypress. Such companies include Golden State Water Company, Southern California Gas Company, Southern California Edison, Valley Vista Services and Charter Communications. Business License Tax is generated from the regulation of businesses and professions within the Cypress City limits. Transient Occupancy Tax is collected by hotels and motels from guests on behalf of the City. The City’s Transient Occupancy Tax rate is 10%. Real Property Transfer Tax revenue is collected by the Orange County Clerk-Recorder for recording the conveyance of property deeds at the time of sale. Parimutual and Satellite Wagering Taxes are derived from the Los Alamitos racetrack wagering. The City receives 0.33 percent of each dollar wagered.

INTEREST AND RENTS
This category represents investment earnings received from the investment of the City’s funds and any rents received for the use of City property. All investments are made in accordance with the City’s adopted investment policy and all applicable State Government codes. Also included is the year-end adjustment to show investments at their market value as of June 30. These gains or losses are never realized, but may cause fluctuations in the amount recognized as revenue.

Actual
Actual Actual
Actual
Actual Budget
Proposed
$5,000,000
$5,500,000
$6,000,000
$6,500,000
$7,000,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Actual
Actual
Actual
Actual
Actual
Budget Proposed
$-
$600,000
$1,200,000
$1,800,000
$2,400,000
$3,000,000
$3,600,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 61 MAJOR REVENUE SOURCES

REVENUE FROM OTHER AGENCIES
This category includes such significant revenue sources as State Gas Tax, County Measure M2 monies, Motor Vehicle License fees and other competitively funded grant monies received from various agencies.

Grant revenues tend to fluctuate from year to year depending upon both the availability of funding and the number of projects eligible for such funding. Additionally, the City receives public safety monies from the State for funding supplemental law activities and training reimbursement (POST).

FINES AND FORFEITURES
This revenue is generated from various ordinance violations and alarm fines.

CHARGES FOR SERVICES
These fees are charged by various City departments to recover the cost of providing specific services. The largest revenue source in this category is from the reimbursement of expenses and services provided to the Cypress Recreation and Park District.

OTHER REVENUE
This category represents all other miscellaneous and non-recurring revenue and fees.

Actual
Actual Actual
Actual
Actual
Budget Proposed
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 62 BUDGET SUMMARY

REVENUES
Fiscal Year 2022-23
2020-21 2021-22 2022-23 Percent
Actual Budget Proposed Change
GENERAL FUND 111
Sales Tax $ 11,579,445 $ 11,255,000 $ 12,405,000 10.22% Property Taxes 11,398,114 11,711,000 11,964,000 2.16%
Other Taxes 5,568,782 5,601,200 6,627,500 18.32%
Licenses & Permits 884,938 808,890 883,070 9.17%
Fines 257,141 210,000 215,000 2.38%
Interest & Rents (554,168) 298,803 251,739 -15.75%
Revenue from Other Agencies 116,832 653,311 327,774 -49.83% Service Charges 3,122,855 3,096,301 3,536,439 14.21%
Other Revenue 419,711 57,335 55,335 -3.49%
Total $ 32,793,650 $ 33,691,840 $ 36,265,857 7.64%
GENERAL FUND GRANTS FUND 114
Revenue from Other Agencies $ 123,580 $ 209,493 $ 259,500 23.87% Total $ 123,580 $ 209,493 $ 259,500 23.87%
PANDEMIC RESPONSE AND RECOVERY FUND 115
Interest & Rents $ 500 $ - $ - n/a
Revenue from Other Agencies 675,035 - 6,277 n/a
Total $ 675,535 $ - $ 6,277 n/a
TRAFFIC SAFETY FUND 221
Fines $ 88,845 $ 120,000 $ 100,000 -16.67%
Total $ 88,845 $ 120,000 $ 100,000 -16.67%
SPECIAL GAS TAX 2105 FUND 231
Revenue from Other Agencies $ 251,024 $ 286,850 $ 313,115 9.16% Total $ 251,024 $ 286,850 $ 313,115 9.16%
SPECIAL GAS TAX 2106 FUND 232
Interest & Rent $ 3,625 $ 1,500 $ 1,500 0.00%
Revenue from Other Agencies 157,538 177,754 194,098 9.19% Total $ 161,163 $ 179,254 $ 195,598 9.12%
SPECIAL GAS TAX 2107 FUND 233
Revenue from Other Agencies $ 345,678 $ 371,038 $ 433,765 16.91% Total $ 345,678 $ 371,038 $ 433,765 16.91%
TRAFFIC MITIGATION ASSNT FUND 234
Interest & Rents $ 3,691 $ 1,000 $ 500 -50.00%
Service Charges 8,077 - - n/a
Total $ 11,768 $ 1,000 $ 500 -50.00%
63 BUDGET SUMMARY

REVENUES
Fiscal Year 2022-23
(continued)
2020-21 2021-22 2022-23 Percent
Actual Budget Proposed Change
REGIONAL TRAFFIC FEE FUND 235
Service Charges $ 711 $ 500 $ 500 0.00%
Total $ 711 $ 500 $ 500 0.00%
MEASURE M GAS TAX FUND 236
Interest & Rents $ 11,876 $ 2,500 $ 2,000 -20.00%
Revenue from Other Agencies 933,280 866,098 1,280,042 47.79% Other Revenue 55,000 - - n/a
Total $ 1,000,156 $ 868,598 $ 1,282,042 47.60%
SPECIAL GAS TAX 2103 FUND 238
Interest & Rents $ 9,463 $ 5,000 $ 2,000 -60.00%
Revenue from Other Agencies 328,729 440,220 477,981 8.58% Total $ 338,192 $ 445,220 $ 479,981 7.81%
ROAD MAINTENANCE & REHAB FUND 239
Interest & Rents $ 4,108 $ 1,500 $ 500 -66.67%
Revenue from Other Agencies 913,431 973,971 1,106,248 13.58% Other Revenue 10,673 - - n/a
Total $ 928,212 $ 975,471 $ 1,106,748 13.46%
LIGHTING DISTRICT #2 FUND 251
Property Taxes $ 1,363,781 $ 1,303,010 $ 1,465,400 12.46% Interest & Rents 32,448 25,000 15,000 -40.00%
Revenue from Other Agencies 5,302 5,820 5,780 -0.69%
Other Revenue 13,885 10,000 10,000 0.00%
Total $ 1,415,416 $ 1,343,830 $ 1,496,180 11.34%
STORM DRAIN FUND 261
Interest & Rent $ 6,599 $ 4,000 $ 2,500 -37.50%
Service Charges 358,952 368,250 350,000 -4.96%
Total $ 365,551 $ 372,250 $ 352,500 -5.31%
PLAN LOCAL DRAIN FAC FUND 262
Interest & Rents $ 4,656 $ 1,500 $ 1,000 -33.33%
Service Charges 7,372 5,000 5,000 0.00%
Total $ 12,028 $ 6,500 $ 6,000 -7.69%
CORP CTR MAINT DIST #1 FUND 271
Service Charges $ 85,739 $ 87,000 $ 93,270 7.21%
Total $ 85,739 $ 87,000 $ 93,270 7.21%
64 BUDGET SUMMARY

REVENUES
Fiscal Year 2022-23
(continued)
2020-21 2021-22 2022-23 Percent
Actual Budget Proposed Change
NARCOTICS ASSET SEIZURE FUNDS 281/282/283
Interest & Rents $ 18,104 $ 1,500 $ 550 -63.33%
Other Revenue 300,415 10,000 10,000 0.00%
Total $ 318,519 $ 11,500 $ 10,550 -8.26%
CABLE TELEVISION FRANCHISE AGREEMENT FUND 291
Other Taxes $ 76,083 $ 80,000 $ 77,500 -3.13%
Total $ 76,083 $ 80,000 $ 77,500 -3.13%
SUPPLEMENTAL LAW ENFORCEMENT FUND 301
Interest & Rents $ 256 $ 100 $ -50.00% 50
Revenue from Other Agencies 156,731 129,096 130,301 0.93% Total $ 156,987 $ 129,196 $ 130,351 0.89%
AB 2766 FUND 311
Other Revenue $ 64,338 $ 63,000 $ 63,000 0.00%
Total $ 64,338 $ 63,000 $ 63,000 0.00%
SEWER FUND 321
Property Taxes $ 30,499 $ 29,250 $ 32,920 12.55%
Interest & Rents 25,146 15,000 17,500 16.67%
Revenue from Other Agencies 37 45 45 0.00%
Service Charges 1,861,974 1,800,000 1,817,500 0.97%
Other Revenue 2,779 2,800 2,500 -10.71%
Total $ 1,920,435 $ 1,847,095 $ 1,870,465 1.27%
CIP FUND 415
Revenue from Other Agencies $ - $ 224,000 $ -100.00% -
Total $ - $ 224,000 $ - n/a
INFRASTRUCTURE RESERVE FUND 416
Interest & Rents $ 443,888 $ 350,000 $ 250,000 -28.57%
Total $ 443,888 $ 350,000 $ 250,000 -28.57%
LOW AND MODERATE HOUSING ASSETS FUND 471
Interest & Rents $ 2,615 $ 1,500 $ 100 -93.33%
Other Revenue 6,462 6,480 6,480 0.00%
Total $ 9,077 $ 7,980 $ 6,580 -17.54%
TOTAL OPERATING REVENUES 41,586,575 $ $ 41,671,615 $ 44,800,279 7.51% 65 CITY OF CYPRESS

SUMMARY OF APPROPRIATIONS BY FUND
Fiscal Year 2022-23

SALARIES OPERATIONS CAPITAL

FUND & BENEFITS & PROJECTS OUTLAY TOTAL
111-General Fund $ 23,312,663 $ 12,136,522 $ 35,471,025 21,840 $ 114-General Fund Grants 65,100 200,950 - 266,050
234-Traffic Mitigation Assmt Fund 13,634 236,366 - 250,000 236-Measure M Fund 53,154 496,846 - 550,000
239-Road Maint and Rehab Fund 108,956 1,641,044 - 1,750,000 251-Lighting Dist No 2 Fund 75,206 2,015,708 - 2,090,914 261-Storm Drainage Fund 164,125 470,070 - 634,195
271-Corp Ctr Maint Dist #1 4,826 69,966 - 74,792
281/282/283-Narc Asset Seizure - 61,516 74,550 136,066
291-Cable TV PEG Fund - - 35,000 35,000
301-Supp Law Enforcement Fund 130,351 - - 130,351
321-Sewer Fund 294,134 468,960 - 763,094
415-Capital Projects Fund 286,061 3,968,939 - 4,255,000 471-Low/Mod Housing Asset Fund 59,674 3,100 - 62,774
TOTAL $ 24,567,884 $ 21,769,987 $ 131,390 $ 46,469,261
66 SUMMARY OF APPROPRIATIONS
Fiscal Year 2022-23

PERCENT OF

TOTALS BUDGET
City Council & Management $ 3,062,763 6.6%
Finance/Administrative Services 2,281,456 4.9%
Police 21,387,253 46.0%
Community Development 1,948,052 4.2%
Public Works 9,638,347 20.7%
Capital Projects 8,020,000 17.3%
Capital Outlay 131,390 0.3%
Total Appropriations $ 46,469,261 100.0%
City Council &
Management
Finance/Administrative
Police Services
Community
Development
Public Works
Capital Projects
Capital Outlay
67 BUDGET SUMMARY

OPERATING EXPENDITURES
Fiscal Year 2022-23
FUNCTION/Responsible Department 2021-22 2022-23 Percent Program Number/Description Budget Budget Change

CITY ADMINISTRATION
Legislative Division
10101 Legislative $ 239,314 $ 243,773 1.86%
10104 Traffic Commission 62,337 78,247 25.52%
10109 Support Services - Legislative 140,870 149,550 6.16% Subtotal $ 442,521 $ 471,570 6.56%
City Attorney Division
10105 City Attorney $ 336,000 $ 352,600 4.94%
City Manager Division
20111 City Manager $ 902,720 $ 952,834 5.55%
20117 Community Promotion 144,449 213,825 48.03%
20119 Cable TV 54,635 64,968 18.91%
20270 Animal Control 390,965 393,259 0.59%
Subtotal $ 1,492,769 $ 1,624,886 8.85%
City Clerk Division
20115 City Clerk $ 301,701 $ 256,325 -15.04%
20116 Elections 21,923 264,160 1104.94%
20118 Records Management 90,303 93,222 3.23%
Subtotal $ 413,927 $ 613,707 48.26%
Total City Administration $ 2,685,217 $ 3,062,763 14.06%

FINANCE AND ADMINISTRATIVE SERVICES
Finance Division
40141 Finance Administration $ 470,918 $ 490,505 4.16%
40142 General Accounting 822,988 965,981 17.37%
40143 Purchasing 135,595 139,389 2.80%
40144 Business Licenses 154,251 115,554 -25.09%
Subtotal $ 1,583,752 $ 1,711,429 8.06%
Human Resources Division
40151 Human Resources $ 535,535 $ 570,027 6.44%
Total Finance and Administrative Services $ 2,119,287 $ 2,281,456 7.65% 68 BUDGET SUMMARY

OPERATING EXPENDITURES
Fiscal Year 2022-23
(continued)
FUNCTION/Responsible Department 2021-22 2022-23 Percent Program Number/Description Budget Budget Change
POLICE
Administration and Support Services Division
50161 Police Administration $ 2,040,506 $ 2,101,396 2.98% 50165 General Investigations 2,400,395 2,576,991 7.36%
50166 Court 83,533 85,638 2.52%
50167 Police Training 814,662 805,275 -1.15%
50168 Support Services Management 1,088,473 1,112,684 2.22% 50169 Communications 1,327,900 1,412,900 6.40%
50170 Records 587,997 609,993 3.74%
50171 Property and Evidence 246,920 143,643 -41.83%
50174 Crime Prevention/Comm Relat. 405,189 438,074 8.12% 50178 Police Laboratory 2,600 2,600 0.00%
50179 Narcotics Asset Seizure 65,632 61,516 -6.27%
50180 Emergency Services 9,900 9,260 -6.46%
50181 Supp Law Enforcement Act 129,196 130,351 0.89%
50183 Police Grants 33,950 82,450 142.86%
50187 Mobile Command Post 28,372 27,936 -1.54%
Subtotal $ 9,265,225 $ 9,600,707 3.62%
Field Operations Division
50162 Field Operations Management $ 685,177 $ 690,653 0.80% 50163 Field Operations 8,570,487 9,171,762 7.02%
50172 Jail Operations 454,527 619,869 36.38%
50173 Traffic and Parking Operations 905,922 968,704 6.93% 50176 Crossing Guards 291,270 300,615 3.21%
50177 SWAT Operations 32,261 34,943 8.31%
Subtotal $ 10,939,644 $ 11,786,546 7.74%
Total Police Protection $ 20,204,869 $ 21,387,253 5.85% 69 BUDGET SUMMARY

OPERATING EXPENDITURES
Fiscal Year 2022-23
(continued)
FUNCTION/Responsible Department 2021-22 2022-23 Percent Program Number/Description Budget Budget Change

COMMUNITY DEVELOPMENT
Planning and Development Division
60191 Planning Administration $ 303,963 $ 326,367 7.37% 60192 Advanced Planning 307,082 -100.00% -
60193 Current Planning 643,638 891,399 38.49%
60196 Code Enforcement - 219,954 n/a
60199 Economic Development 74,200 277,558 274.07%
60266 Geographical Info. Syst. (GIS) 21,135 -100.00% -
66195 Community Development Grants 170,000 170,000 0.00% 62198 Low/Mod Housing Asset Fund 28,037 62,774 123.90%
Subtotal $ 1,548,055 $ 1,948,052 25.84%
Total Community Development $ 1,548,055 $ 1,948,052 25.84%

PUBLIC WORKS
Building Division
65241 Building Division Supervision $ 307,476 $ 236,576 -23.06% 65243.6243 Inspections - Building 235,000 196,000 -16.60% 65243.6244 Inspections - Electrical 28,000 41,000 46.43% 65243.6245 Inspections - Plumbing & Heating 26,000 36,000 38.46% 65247 Plan Checks 175,000 135,000 -22.86%
Subtotal $ 771,476 $ 644,576 -16.45%
Environmental Services Division
70720 Solid Waste Management $ 60,545 $ 191,680 216.59% 70721 Grants 13,518 13,600 0.61%
70251 Fats, Oils and Grease (FOG) 76,106 92,192 21.14%
70281 Storm Drainage Water Quality 375,130 379,086 1.05% Subtotal $ 525,299 $ 676,558 28.79%
Engineering Division
70201 Public Works Administration $ 862,065 $ 903,974 4.86% 70260.7260 Engineering Administration 277,134 319,329 15.23% 70261.7261 Engineering Plan Checking 237,143 226,829 -4.35% 70264 Traffic Engineering 141,783 121,663 -14.19%
70215 Traffic Signal Maintenance 332,110 348,149 4.83%
70223 Street Lighting 642,217 812,765 26.56%
Subtotal $ 2,492,452 $ 2,732,709 9.64%
70 BUDGET SUMMARY

OPERATING EXPENDITURES
Fiscal Year 2022-23
(continued)
FUNCTION/Responsible Department 2021-22 2022-23 Percent Program Number/Description Budget Budget Change
Streets Division
70211 Maintenance Administration $ 619,308 $ 566,883 -8.47% 70212.7212 Street Maintenance 117,299 122,177 4.16%
70212.7213 Street Cleaning 343,876 355,678 3.43%
70212.7214 Traffic Safety 109,086 109,027 -0.05%
70212.7216 Street Tree Maintenance 386,860 390,607 0.97% 70212.7217 Parkway Maintenance 770,215 668,608 -13.19%
70212.7227 Graffiti Removal 89,508 92,874 3.76%
70212.7238 Sidewalk Repair 117,945 124,335 5.42%
70221 Retarding Basin 24,770 21,243 -14.24%
70239 Stanton Channel Berm Maint. 77,477 74,792 -3.47%
70281 Storm Drain Maintenance 223,515 255,109 14.14%
70219 Sanitary Sewer Maintenance 396,707 385,902 -2.72% Subtotal $ 3,276,566 $ 3,167,235 -3.34%
Park Maintenance Division
70228.7224 Landscaping - Senior Center $ 13,533 $ 17,292 27.78% 70228.7228 Park Landscape and Maintenance 794,806 991,383 24.73% 70228.7229 Athletic Field Maintenance 263,772 281,189 6.60% 70228.7230 Park Building Maintenance 235,417 249,400 5.94% 70228.7231 Senior Citizens Cntr Maintenance 246,952 261,116 5.74% 70228.7232 Community Center Maintenance 272,000 259,467 -4.61% 70228.7234 Community Events 56,548 80,692 42.70%
70228.7235 Sports Park 140,888 252,564 79.27%
Subtotal $ 2,023,916 $ 2,393,103 18.24%
Facilities Division
70233 Library Maintenance $ 20,479 $ 20,849 1.81%
70218 Building Maint.-Boys & Girls Club 6,653 3,317 -50.14% Subtotal $ 27,132 $ 24,166 -10.93%
Total Public Works $ 9,116,841 $ 9,638,347 5.72%
TOTAL BUDGETED OPERATING EXPENDITURES $ 35,674,269 $ 38,317,871 7.41% 71 BUDGET SUMMARY

OPERATING EXPENDITURES
Fiscal Year 2022-23
(continued)
FUNCTION/Responsible Department 2021-22 2022-23 Percent Program Number/Description Budget Budget Change

INTERNAL SERVICE FUND OPERATIONS

PUBLIC WORKS
Fleet Division
70621.7621 Auto Maintenance-City Vehicles $ 214,210 $ 260,813 21.76% 70621.7623 Maintenance-Equipment 65,900 66,739 1.27%
70621.7634 Auto Maintenance-Police Vehicles 357,770 409,396 14.43% 70621.7634 Auto Maintenance-Park Vehicles 9,201 25,393 175.98% Subtotal $ 647,081 $ 762,341 17.81%
Facilities Division
70624.7624 Bldg Maintenance-Civic Center $ 358,839 $ 329,924 -8.06% 70624.7626 Bldg Maintenance-Police Annex 355,117 330,922 -6.81% 70624.7629 Landscaping-Civic Center 91,108 93,431 2.55% 70627.7627 Bldg Maintenance-Corp Yard 128,610 134,514 4.59% 70627.7632 Landscaping-Corp Yard 15,546 15,041 -3.25%
Subtotal $ 949,220 $ 903,832 -4.78%

FINANCE AND ADMINISTRATIVE SERVICES
Information Systems Division
40601 Print Shop $ 209,397 $ 204,874 -2.16%
40604 Telephone Maintenance 29,856 42,492 42.32%
40606 Postage Services 28,979 19,464 -32.83%
40603 Computer Equip Maintenance 54,144 50,409 -6.90%
40605 Information Systems 821,117 851,567 3.71%
40607 Website Maintenance 96,974 91,961 -5.17%
40608 Financial Acctg Software Maint. 80,835 85,251 5.46% Subtotal $ 1,321,302 $ 1,346,018 1.87%
Human Resources Division
94820 Workers' Comp Insurance $ 21,206 $ 24,245 14.33%
TOTAL INTERNAL SERVICE OPERATIONS* $ 2,938,809 $ 3,036,436 3.32% * Not Included in the total budget for the City. Amounts are allocated to individual programs/divisions and are included with operating expenditures for those budgeted programs/divisions. 72 BUDGET SUMMARY

CAPITAL PROJECTS, DEBT SERVICE AND CAPITAL OUTLAY
Fiscal Year 2022-23
2021-22 2022-23 Percent
Budget Budget Change
Summary of Capital Projects
80100 Street Projects $ 2,824,000 $ 3,490,000 23.58%
80200 Traffic Signal Projects 600,000 1,290,000 115.00% 80300 Storm Drain Projects 75,000 100,000 33.33%
80400 Sanitary Sewer Projects 625,000 285,000 -54.40%
80500 Parkway and Median Projects 500,000 775,000 55.00% 80600 Public Facility Projects 1,610,000 2,030,000 26.09% 80800 Street Lighting Projects 110,000 - -100.00%
80900 Other Projects - 50,000 n/a
Total Capital Projects Expenditures $ 6,344,000 $ 8,020,000 26.42% Summary of Capital Outlay**
Equipment-Additions
Furniture/Equipment/Vehicles $ 231,842 $ 131,390 -43.33% Total Capital Outlay Expenditures $ 231,842 $ 131,390 -43.33% TOTAL BUDGET APPROPRIATIONS $ 42,250,111 $ 46,469,261 9.99% ** Only includes Capital Outlay amounts paid for by operating funds. All other Capital Outlay amounts are paid for with accumulated replacement monies previously charged to operating programs/divisions. 73 PROJECTED GENERAL FUND RESERVES
Fiscal Year 2022-23
RESERVE July 1, 2022 June 30, 2023
Reserve for Economic Uncertainty 8,862,296 $ $ 8,962,296 Business Relocation Stabilization 2,500,000 2,500,000
Budget Stabilization Reserve 2,000,000 1,250,000
Operating Reserve 1,060,000 1,060,000
Total Fund Balance Reserves $ 14,422,296 $ 13,772,296
Assumes the annual increase to the Reserve for Economic Uncertainty uses FY 2022-23 resources.

Does not include any other excess revenues/budget savings related to operations.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
Reserve for Economic
Uncertainty
Business Relocation
Stabilization
Budget Stabilization
Reserve
Operating Reserve
July 1, 2022
June 30, 2023
74 BUDGET SUMMARY

OPERATING TRANSFERS
Fiscal Year 2022-23
Transfers In Transfers Out Transfers In Transfers Out
GENERAL FUND 111
General Fund Grants-Fund 114 $ - $ 7,975 $ - $ 6,550
Pandemic Resp & Recov-Fund 115 240,000 - 6,277 -
Traffic Safety-Fund 221 120,000 - 100,000 -
Special Gas Tax 2105-Fund 231 286,850 - 313,115 -
Special Gas Tax 2107-Fund 233 371,038 - 433,765 -
Lighting District No. 2-Fund 251 207,650 - 174,137 -
Storm Drain Fund-Fund 261 - 250,000 - 250,000
Corp Ctr Maint Dist #1-Fund 271 11,622 - 13,582 -
Cable TV PEG-Fund 291 8,000 - - -
CIP-Fund 415 - 1,550,000 - 2,175,000
Infrastructure Reserve-Fund 416 - - - 400,000
Equipment Replacement-Fund 721 - 121,842 - 21,840
Total $ 1,245,160 $ 1,929,817 $ 1,040,876 $ 2,853,390
GENERAL FUND GRANTS FUND 114
General Fund-Fund 111 $ 7,975 $ - $ 6,550 $ -
Total $ 7,975 $ - $ 6,550 $ -
PANDEMIC RESPONSE AND RECOVERY FUND 115
General Fund-Fund 111 $ - $ 240,000 $ - $ 6,277
Lighting District No. 2-Fund 251 - 200,000 - -
CIP-Fund 415 - 75,000 - -
City Central Services-Fund 711 - 110,000 - -
Total $ - $ 625,000 $ - $ 6,277
TRAFFIC SAFETY FUND 221
General Fund-Fund 111 $ - $ 120,000 $ - $ 100,000
Total $ - $ 120,000 $ - $ 100,000
SPECIAL GAS TAX 2105 FUND 231
General Fund-Fund 111 $ - $ 286,850 $ - $ 313,115
Total $ - $ 286,850 $ - $ 313,115
SPECIAL GAS TAX 2106 FUND 232
CIP-Fund 415 $ - $ 150,000 $ - $ 350,000
Total $ - $ 150,000 $ - $ 350,000
Budget 2021-22 Proposed 2022-23
75 BUDGET SUMMARY

OPERATING TRANSFERS
Fiscal Year 2022-23
Transfers In Transfers Out Transfers In Transfers Out
SPECIAL GAS TAX 2107 FUND 233
General Fund-Fund 111 $ - $ 371,038 $ - $ 433,765
Total $ - $ 371,038 $ - $ 433,765
TRAFFIC MITIGATION FUND 234
Measure M-Fund 236 $ - $ - $ 150,000 $ -
Total $ - $ - $ 150,000 $ -
MEASURE M GAS TAX FUND 236
Traffic Mitigation-Fund 234 $ - $ - $ - $ 150,000
Road Maint and Rehab-Fund 239 - - - 310,000
CIP-Fund 415 - 600,000 - 75,000
Total $ - $ 600,000 $ - $ 535,000
SPECIAL GAS TAX 2103 FUND 238
Road Maint and Rehab-Fund 239 $ - $ 250,000 $ - $ -
CIP-Fund 415 - - - 500,000
Total $ - $ 250,000 $ - $ 500,000
ROAD MAINTENANCE AND REHAB FUND 239
Measure M-Fund 236 $ - $ - $ 310,000 $ -
Special Gas Tax 2103-Fund 238 250,000 - - -
Total $ 250,000 $ - $ 310,000 $ -
LIGHTING DISTRICT #2 FUND 251
General Fund-Fund 111 $ - $ 207,650 $ - $ 174,137
Pandemic Resp & Recov-Fund 115 200,000 - - -
Total $ 200,000 $ 207,650 $ - $ 174,137
STORM DRAIN FUND 261
General Fund-Fund 111 $ 250,000 $ - $ 250,000 $ -
Equipment Replacement-Fund 721 - 75,000 - -
Total $ 250,000 $ 75,000 $ 250,000 $ -
CORP CTR MAINT DIST #1 FUND 271
General Fund-Fund 111 $ - $ 11,622 $ - $ 13,582
Total $ - $ 11,622 $ - $ 13,582
Budget 2021-22 Proposed 2022-23
76 BUDGET SUMMARY

OPERATING TRANSFERS
Fiscal Year 2022-23
Transfers In Transfers Out Transfers In Transfers Out
NARCOTICS ASSET SEIZURE FUND 283
Equipment Replacement-Fund 721 $ - $ - $ - $ 74,550
Total $ - $ - $ - $ 74,550
CABLE TV PEG FUND 291
General Fund-Fund 111 $ - $ 8,000 $ - $ -
Equipment Replacement-Fund 721 - 35,000 - 35,000
Total $ - $ 43,000 $ - $ 35,000
AB 2766 TRIP REDUCTION FUND 311
Equipment Replacement-Fund 721 $ - $ 63,000 $ - $ 63,000 Total $ - $ 63,000 $ - $ 63,000
CIP FUND 415
General Fund-Fund 111 $ 1,550,000 $ 2,175,000 - $ $ -
Pandemic Resp & Recov-Fund 115 75,000 - - -
Special Gas Tax 2106-Fund 232 150,000 - 350,000 -
Measure M-Fund 236 600,000 - 75,000 -
Special Gas Tax 2103-Fund 238 - - 500,000 -
Infrastructure Reserve-Fund 416 1,460,000 - 1,380,000 - Total $ 3,835,000 $ 4,480,000 - $ $ -
INFRASTRUCTURE RESERVE FUND 416
General Fund-Fund 111 $ - $ - $ 400,000 $ -
District General Fund-Fund 212 1,044,000 - 401,918 -
CIP-Fund 415 - 1,460,000 - 1,380,000
Total $ 1,044,000 $ 1,460,000 $ 801,918 $ 1,380,000
CITY CENTRAL SERVICES FUND 711
Pandemic Resp & Recov-Fund 115 110,000 $ $ - $ - $ -
Total $ 110,000 $ - $ - $ -
INFORMATION SERVICES FUND 713
Technology Investments-Fund 731 15,000 $ $ - $ 50,000 $ - Total $ 15,000 $ - $ 50,000 $ -
Budget 2021-22 Proposed 2022-23
77 BUDGET SUMMARY

OPERATING TRANSFERS
Fiscal Year 2022-23
Transfers In Transfers Out Transfers In Transfers Out
EQUIPMENT REPLACEMENT FUND 721
General Fund-Fund 111 $ 121,842 $ - $ 21,840 $ -
Storm Drain Fund-Fund 261 75,000 - - -
Narcotics Asset Seizure-Fund 283 - - 74,550 -
Cable TV PEG-Fund 291 35,000 - 35,000 -
AB 2766 Trip Reduction-Fund 311 63,000 - 63,000 -
Technology Investments-Fund 731 155,500 - 105,000 -
Total $ 450,342 $ - $ 299,390 $ -
TECHNOLOGY INVESTMENTS FUND 731
Information Services-Fund 713 $ - $ 15,000 $ - $ 50,000 Equipment Replacement-Fund 721 - 155,500 - 105,000
Total $ - $ 170,500 $ - $ 155,000
SUBTOTAL-CITY FUNDS $ 7,407,477 $ 6,363,477 $ 7,388,734 $ 6,986,816 DISTRICT-GENERAL FUND 212
Infrastructure Reserve-Fund 416 $ 1,044,000 - $ $ - $ 401,918 District Equip Repl-Fund 725 - 105,718 - 10,000
District Employee Benefits-Fund 755 - 150,000 - 150,000 Total $ 1,299,718 - $ $ - $ 561,918
DISTRICT-EQUIPMENT REPLACEMENT FUND 725
District General Fund-Fund 212 $ 105,718 $ - $ 10,000 $ - Total $ 105,718 $ - $ 10,000 $ -
DISTRICT-EMPLOYEE BENEFIT FUND 755
District General Fund-Fund 212 $ 150,000 $ - $ 150,000 $ - Total $ 150,000 $ - $ 150,000 $ -
SUBTOTAL-DISTRICT FUNDS $ 255,718 $ 1,299,718 $ 160,000 $ 561,918 GRAND TOTAL-ALL FUNDS $ 7,663,195 $ 7,663,195 $ 7,548,734 $ 7,548,734 Budget 2021-22 Proposed 2022-23
78 PERFORMANCE MEASURES
79 PERFORMANCE MEASURES
The Fiscal Year 2022-23 Performance Measures (pages 80 through 94) will be incorporated into the final budget document. 80 STAFFING
95 PERSONNEL SUMMARY BY DEPARTMENT

CITY PERSONNEL

FULL-TIME
2020-21 2021-22 2022-23
DEPARTMENT Budget Budget Proposed Inc/(Dec)
City Council and Administration 5.25 5.25 5.25 0.00
Finance and Administrative Services 14.25 14.25 14.25 0.00 Police 74.50 75.50 75.50 0.00
Community Development 5.00 5.00 6.00 1.00
Public Works 24.00 25.00 25.00 0.00
TOTAL 123.00 125.00 126.00 1.00
PART-TIME 1
2020-21 2021-22 2022-23
DEPARTMENT Budget Budget Proposed Inc/(Dec)
Police 6.34 6.34 6.34 0.00
Community Development 0.50 0.50 0.50 0.00
Public Works 5.10 3.50 3.50 0.00
TOTAL 11.94 10.34 10.34 0.00

RECREATION AND PARK DISTRICT PERSONNEL
2020-21 2021-22 2022-23
TYPE Budget Budget Proposed Inc/(Dec)
Full-Time 12.00 12.00 12.00 0.00
Part-Time 17.21 16.78 17.62 0.84
TOTAL 29.21 28.78 29.62 0.84
The City Council Members and Commissioners are not included in this summary. 1 Non-benefitted part-time personnel hours are converted to full-time equivalents on the basis of 2,000 hours per year.
96 FULL-TIME PERSONNEL

BY JOB CLASSIFICATION
2020-21 2021-22 2022-23
City Council and Administration Budget Budget Proposed Minimum Maximum City Clerk 1.00 1.00 1.00 8,905 $ 12,073 $
City Manager 1.00 1.00 1.00 21,901 21,901
Communications and Marketing Analyst 1.00 1.00 1.00 6,488 7,883 Deputy City Clerk 1.00 1.00 1.00 5,262 6,399
Executive Assistant 1.00 1.00 1.00 5,409 6,573
Senior Management Analyst 0.25 0.25 0.25 6,518 8,715
Subtotal - City Council and Administration 5.25 5.25 5.25 Finance and Administrative Services
Account Clerk I/II 2.00 2.00 2.00 4,000 $ $ 5,363
Accountant 1.00 2.00 2.00 6,756 8,212
Administrative Services Technician II 2.00 2.00 2.00 4,411 5,363 Computer Support Specialist 1.00 1.00 1.00 6,262 7,612
Director of Finance & Administrative Services 1.00 1.00 1.00 11,889 18,289 Assistant Director/Finance Manager 1.00 1.00 1.00 10,603 13,993 Human Resources Administrator 1.00 1.00 0.00 - -
Human Resources Assistant 1.00 1.00 1.00 4,633 6,214
Human Resources Manager 0.00 0.00 1.00 8,905 12,073
Information Technology Manager 1.00 1.00 1.00 9,605 12,611 Network Administrator 1.00 1.00 1.00 6,518 8,715
Payroll Coordinator 1.00 1.00 1.00 5,409 6,573
Senior Licensing Specialist 1.00 0.00 0.00 - -
Senior Management Analyst 0.25 0.25 0.25 6,518 8,715
Subtotal - Finance and Administrative Services 14.25 14.25 14.25 Police Department
Community Outreach Officer 1.00 1.00 1.00 5,026 $ $ 6,109 Office Assistant I/II 1.00 1.00 1.00 3,456 4,632
Office Specialist 1.00 1.00 1.00 4,411 5,363
Police Captain 2.00 2.00 2.00 13,299 15,965
Police Chief 1.00 1.00 1.00 16,682 19,570
Police Clerk I/II 4.00 4.00 4.00 3,672 5,165
Police Lieutenant 2.00 2.00 2.00 12,035 14,445
Police Officer 41.00 41.00 41.00 7,012 9,172
Police Officer - School Resource Officer 0.00 1.00 1.00 7,012 9,172 Police Officer - Overhire 2.00 2.00 2.00 7,012 9,172
Police Sergeant 10.00 10.00 10.00 9,196 11,739
Police Services Officer 7.00 7.00 7.00 5,026 6,109
Records Support Services Supervisor 1.00 1.00 1.00 6,004 7,807 Secretary to Department Head 1.00 1.00 1.00 4,986 6,056 Senior Management Analyst 0.50 0.50 0.50 6,518 8,715
Subtotal - Police Department 74.50 75.50 75.50
Monthly Rates
97 FULL-TIME PERSONNEL

BY JOB CLASSIFICATION
2020-21 2021-22 2022-23
Community Development Department Budget Budget Proposed Minimum Maximum Administrative Clerk 1.00 1.00 1.00 4,000$ 4,862$
Assistant Planner 1.00 1.00 1.00 5,981 7,271
Associate Planner 1.00 1.00 1.00 6,885 8,365
Business Development Manager 0.00 0.00 1.00 8,905 12,073 Code Enforcement Officer II 1.00 1.00 1.00 5,963 7,249
Planning Director 1.00 1.00 1.00 11,889 18,289
Subtotal - Community Development 5.00 5.00 6.00
Public Works Department
Assistant City Engineer 1.00 1.00 1.00 9,605$ 12,611$
Associate Engineer 1.00 1.00 1.00 8,300 10,089
City Engineer 1.00 1.00 1.00 10,603 13,993
Director of Public Works 1.00 1.00 1.00 11,889 18,289
Engineering Aide 1.00 1.00 1.00 5,279 6,415
Maintenance Specialist 3.00 3.00 3.00 4,842 6,181
Maintenance Superintendent 1.00 1.00 1.00 8,655 11,251
Maintenance Supervisor 3.00 3.00 3.00 6,004 7,807
Maintenance Worker 6.00 7.00 7.00 3,790 5,604
Management Analyst 1.00 1.00 0.00 - -
Mechanic 2.00 2.00 2.00 4,610 5,883
Office Assistant II 1.00 1.00 1.00 3,809 4,632
Project Manager 1.00 1.00 1.00 8,300 10,089
Secretary to Department Head 1.00 1.00 1.00 4,986 6,056 Senior Management Analyst 0.00 0.00 1.00 6,518 8,715
Subtotal - Public Works 24.00 25.00 25.00
Subtotal - City 123.00 125.00 126.00
Recreation and Park District
Director of Recreation & Comm Svcs 1.00 1.00 1.00 11,889$ 18,289$ Office Assistant II 2.00 2.00 2.00 3,809 4,632
Recreation Coordinator 4.00 4.00 4.00 4,907 5,963
Recreation & Comm Svcs Manager 1.00 1.00 1.00 8,655 11,251 Recreation Supervisor 3.00 3.00 3.00 6,004 7,807
Secretary to Department Head 1.00 1.00 1.00 4,986 6,056 Subtotal - Recreation and Park District 12.00 12.00 12.00 Total - City and Recreation and Park District 135.00 137.00 138.00 Monthly Rates
98 PART-TIME PERSONNEL

BY JOB CLASSIFICATION
2020-21 2021-22 2022-23
Police Department Budget Budget Proposed Minimum Maximum Investigative Assistant 1.44 1.44 1.44 19.45$ 26.07$
Police Aide 4.90 4.90 4.90 15.00 17.00
Subtotal - Police Department 6.34 6.34 6.34
Community Development/Planning
Planning Intern 0.50 0.50 0.50 15.25 18.25
Public Works Department
Administrative Services Technician I 0.90 0.00 0.00 - - Administrative Intern 1.00 1.00 1.00 15.25 18.25
Maintenance Attendant 0.50 0.50 0.50 15.00 16.00
Maintenance Worker 2.00 2.00 2.00 21.87 27.93
Office Assistant II 0.70 0.00 0.00 - -
Subtotal - Public Works 5.10 3.50 3.50
Subtotal - City 11.94 10.34 10.34
Recreation and Park District
Customer Service Specialist 1.00 1.00 1.00 16.00 20.00
Recreation Facilities Attendant 2.00 2.00 1.35 15.00 16.00 Recreation Leader I 0.91 0.89 0.81 15.00 15.00
Recreation Leader II 2.65 3.27 3.72 15.25 15.25
Recreation Leader III 5.63 5.49 5.42 15.75 16.75
Recreation Leader IV 3.12 2.23 2.54 17.50 18.50
Recreation Specialist (Benefitted) 0.90 0.90 0.90 19.90 24.19 Recreation Specialist 1.00 1.00 1.88 19.90 24.19
Subtotal - Recreation and Park District 17.21 16.78 17.62 Total - City and Recreation and Park District 29.15 27.12 27.96 Hourly Rates
In Full-Time Equivalencies
99 PART-TIME PERSONNEL

BY JOB CLASSIFICATION
2020-21 2021-22 2022-23
Police Department Budget Budget Proposed Minimum Maximum Investigative Assistant 2,880 2,880 2,880 19.45$ 26.07$ Police Aide 9,800 9,800 9,800 15.00 17.00
Subtotal - Police Department 12,680 12,680 12,680
Community Development/Planning
Planning Intern 1,000 1,000 1,000 15.25 18.25
Public Works Department
Administrative Services Technician I 1,872 - - - -
Administrative Intern 2,000 2,000 2,000 15.25 18.25
Maintenance Attendant 1,000 1,000 1,000 15.00 16.00
Maintenance Worker 4,000 4,000 4,000 21.87 27.93
Office Assistant II 1,292 - - - -
Subtotal - Public Works 10,164 7,000 7,000
Subtotal - City 23,844 20,680 20,680
Recreation and Park District
Customer Service Specialist 2,000 2,000 2,000 16.00 20.00 Recreation Facilities Attendant 4,000 4,000 2,700 15.00 16.00 Recreation Leader I 1,819 1,779 1,616 15.00 15.00
Recreation Leader II 5,307 6,543 7,446 15.25 15.25
Recreation Leader III 11,269 10,986 10,837 15.75 16.75
Recreation Leader IV 6,240 4,460 5,077 17.50 18.50
Recreation Specialist (Benefitted) 1,872 1,872 1,872 19.90 24.19 Recreation Specialist 2,000 2,010 3,770 19.90 24.19
Subtotal - Recreation and Park District 34,507 33,650 35,318 Total - City and Recreation and Park District 58,351 54,330 55,998 Hourly Rates
Budgeted Hours
100

STAFFING TRENDS
10-Year History
Full-Time Staffing Changes
Department Position Change
Finance & Administrative
Services
Human Resources Administrator -1.0
Finance & Administrative
Services
Human Resources Manager 1.0
Community Development Business Development Manager 1.0
Public Works Management Analyst -1.0
Public Works Senior Management Analyst 1.0
101

STAFFING TRENDS
10-Year History
Full-Time Staffing Changes
Department Position Change
No changes.
102

STAFFING TRENDS
10-Year History

12.00 12.50 12.00 12.00 12.00

17.75 11.44 11.94

10.34 10.34
-

2.00 4.00

6.00 8.00

10.00 12.00

14.00 16.00

18.00 20.00
Part Time City Staffing
(In Full-Time Equivalencies)
103

CITY COUNCIL & ADMINISTRATION
104

CITY COUNCIL AND ADMINISTRATION
City Council and Administration implement and administer policies, programs and services approved by the City Council, and provide the citizens of Cypress with legislative representation. Municipal programs and services involving Elections, City Attorney, Records Management, Community Promotions, Cable Television and the Traffic Commission are administered by this department. City Council and the Administrative Divisions represent the citizens of Cypress and act on their behalf with regard to regional, state and federal issues, as well as foster community partnerships and interagency collaboration.
105

CITY COUNCIL & ADMINISTRATION
Fiscal Year 2022 - 2023
City Council
City Council
Legislative
Traffic Commission
Support Services -
Legislative
City Attorney
City Legal
Services
City Manager
City Manager
Community
Promotions
Cable TV
City Clerk
City Clerk
Elections
Records
Management
106

CITY COUNCIL AND ADMINISTRATION
Summary of Expenditures
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
City Clerk 1.00 1.00 1.00 1.00 - City Manager 1.00 1.00 1.00 1.00 - Communications and Marketing Analyst - 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 1.00 1.00 - Recording Sec/Deputy City Clerk 1.00 1.00 1.00 1.00 - Senior Management Analyst 1.25 0.25 0.25 0.25 - Part-Time City Council Member 5.00 5.00 5.00 5.00 - Traffic Commissioner 5.00 5.00 5.00 5.00 - Total Positions 15.25 15.25 15.25 15.25 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 1,168,068 $ 1,252,680 $ 1,182,281 $ 1,356,027 8.3% Service and Supplies 1,925,743 1,101,997 2,325,892 1,346,936 22.2% Internal Service Fund Charges 340,840 330,540 330,540 359,800 8.9% Total Division Cost $ 3,434,651 $ 2,685,217 $ 3,838,713 $ 3,062,763 14.1% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 3,434,651 $ 2,685,217 $ 3,838,713 $ 3,062,763 Total Resources $ 3,434,651 $ 2,685,217 $ 3,838,713 $ 3,062,763 107

ADMINISTRATION
Legislative Division
Division Overview
The City Council is the legislative authority and sets the policies under which the City operates.

The City Council enacts legislation such as local laws and ordinances; approves City programs; adopts the City’s annual budget and capital improvement plan; and appropriates the funds necessary to provide service to the City’s residents and businesses. The City Council also acts on behalf of the community with regard to regional and local, as well as State and Federal issues.

The City Council convenes regular meetings on the second and fourth Monday of each month.

The City Council appoints the City Manager, City Clerk and City Attorney, as well as the members of the City’s advisory boards and commissions.

Accomplishments for Fiscal Year 2021-22
 Appointed a new Council Member to fill an unexpected vacancy on the City Council  Adopted the Community Engagement Plan
 Approved the Citrus Square Senior Community project
 Approved amendments to the City’s Emergency Shelter, Solid Waste, Park Regulations, and City Council Meetings Rules of Order ordinances
 Held public forums to engage the community on the City’s election system and the California Voting Rights Act challenge
 Approved a spending plan for American Rescue Plan Act allocations  Appointed seven new City Commissioners
 Conducted an updated Community Survey to assess resident satisfaction with City services and public engagement.

Objectives for Fiscal Year 2022-23
In FY 2022-23, the City Council will continue to undertake initiatives and establish policies to maintain City infrastructure and facilities, maintain financial stability and promote economic activity, enhance and maintain public safety, enhance recreation facilities and programs, and maintain high quality and high value services for the community. 108

ADMINISTRATION
Legislative Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Executive Assistant 0.50 0.50 0.50 0.50 - Part-Time
City Council Member 5.00 5.00 5.00 5.00 - Traffic Commissioner 5.00 5.00 5.00 5.00 - Total Positions 10.50 10.50 10.50 10.50 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits 246,685$ 269,141$ 232,552$ 276,600$ 2.8% Service and Supplies 78,442 84,670 162,484 100,430 18.6% Internal Service Fund Charges 96,960 88,710 88,710 94,540 6.6% Total Division Cost 422,087$ 442,521$ 483,746$ 471,570$ 6.6% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund 422,087$ 442,521$ 483,746$ 471,570$
Total Resources 422,087$ 442,521$ 483,746$ 471,570$
109

ADMINISTRATION
City Attorney Division
Division Overview
The City Attorney’s Office consists of a contracted City Attorney who provides legal services to the City and is experienced in the practice of municipal law. The City Attorney’s Office drafts ordinances, resolutions and agreements as well as provides general legal services and advice to the City Council and City departments on a regular and routine basis. The City Attorney also attends bi-weekly Executive Team meetings, provides support in processing claims and Public Records Act Requests as needed.

Accomplishments for Fiscal Year 2021-22
 Participated in the City’s strategic planning effort
 Drafted an amendment the City’s emergency shelter ordinance and the rules of order ordinance for the conduct of City Council meetings.
 Provided support with pending claims and public records act requests  Provided periodic updates on recent developments in the law and pending litigation  Drafted court documents and represented the City in lawsuits Objectives for Fiscal Year 2022-23
 Continue to provide general legal services and advice to the City Council and City departments on a regular and routine basis
 Continue participation in the City’s Strategic Planning efforts  Continue providing periodic updates on recent developments in the law and pending litigation
 Effectively represent the City in defending litigation 110

ADMINISTRATION
City Attorney Division
21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Service and Supplies $ 256,608 $ 333,700 $ 336,000 $ 350,100 4.9% Internal Service Fund Charges 2,400 2,300 2,300 2,500 8.7% Total Division Cost $ 259,008 $ 336,000 $ 338,300 $ 352,600 4.9% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 259,008 $ 336,000 $ 338,300 $ 352,600
Total Resources $ 259,008 $ 336,000 $ 338,300 $ 352,600 111

CITY MANAGER
City Manager Division
Division Overview
The City Manager is appointed by the City Council to provide executive leadership and oversee the day-to-day operations of the City. The City Manager’s Office is responsible for implementing City Council policies, directing City departments and operations, fostering community partnerships, working to influence state and federal legislation on matters of importance to the City, and providing timely and efficient public information to the community.

Accomplishments for Fiscal Year 2021-22
 Presented an updated State and Federal legislative platform to the City Council  Completed the Community Engagement Plan
 Orientation and onboarding of newly appointed City Council Member  Coordinated community outreach and forums regarding the City’s election systems  Recommended a spending plan for American Rescue Plan Act allocations to City Council
 Working with the City Attorney, drafted a Civility, Conduct and Governance Policy, Code of Ethics, and amended Rules of Order ordinance for the Conduct of City Council Meetings
 Developed the framework for the 2022 Cypress Citizens Academy Objectives for Fiscal Year 2022-23
 Continue to implement the City Council’s Strategic Plan goals and objectives  Orientation and onboarding of new City Council Members  Create a City Council Governance Manual
 Continue to enhance community engagement opportunities through social media and the City website
112

CITY MANAGER
City Manager Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
City Manager 1.00 1.00 1.00 1.00 - Communications and Marketing Analyst - 1.00 1.00 1.00 - Executive Assistant 0.50 0.50 0.50 0.50 - Senior Management Analyst 1.25 0.25 0.25 0.25 - Total Positions 2.75 2.75 2.75 2.75 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 720,926 $ 669,410 $ 666,862 $ 757,185 13.1% Service and Supplies 1,513,217 642,209 1,790,590 667,591 4.0% Internal Service Fund Charges 180,890 181,150 181,150 200,110 10.5% Total Division Cost $ 2,415,033 $ 1,492,769 $ 2,638,602 $ 1,624,886 8.9% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 2,415,033 $ 1,492,769 $ 2,638,602 $ 1,624,886 Total Resources $ 2,415,033 $ 1,492,769 $ 2,638,602 $ 1,624,886 113

CITY CLERK
City Clerk Division
Division Overview
The City Clerk Division is responsible for City Council agenda and minute preparation, custody of all official City records and records management functions, serving as the City’s elections official, processing liability claims against the City, Public Records Act requests, administering state campaign finance and conflict of interest regulations, and coordinating the annual commission recruitment and appointment process.

Accomplishments for Fiscal Year 2021-22
 Coordinated the application process to assist the City Council with their appointment to fill an unscheduled vacancy on the City Council
 Updated the Municipal Code sections related to legal notice requirements to be consistent with the voter-approved Charter Amendment (Measure P) following the November 2020 election
 Updated the 2018 community survey to assess satisfaction with city services and public engagement
 Conducted City Commission recruitment to fill seven open seats  Transitioned to hybrid City Council meetings to allow for in-person attendance in compliance with State and County safety guidelines, while also maintaining virtual participation options for the public
 Created a public education video to increase public participation in City Council meetings
Objectives for Fiscal Year 2022-23
 Conduct the November 2022 General Municipal Election for three City Council seats  Complete a biennial review of the City and District’s Conflict of Interest Code  Assist with the implementation of the 2022 Cypress Citizens Academy  Create a City Council Governance Manual to assist with onboarding new Council Members elected in November 2022
114

CITY CLERK
City Clerk Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
City Clerk 1.00 1.00 1.00 1.00 - Recording Sec/Deputy City Clerk 1.00 1.00 1.00 1.00 - Total Positions 2.00 2.00 2.00 2.00 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 200,457 $ 314,129 $ 282,867 $ 322,242 2.6% Service and Supplies 77,476 41,418 36,818 228,815 452.5% Internal Service Fund Charges 60,590 58,380 58,380 62,650 7.3% Total Division Cost $ 338,523 $ 413,927 $ 378,065 $ 613,707 48.3% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 338,523 $ 413,927 $ 378,065 $ 613,707
Total Resources $ 338,523 $ 413,927 $ 378,065 $ 613,707 115

FINANCE & ADMINISTRATIVE SERVICES
116

FINANCE AND ADMINISTRATIVE SERVICES

DEPARTMENT
The Finance and Administrative Services Department functions include: finance administration, general accounting, treasury management, payroll, accounts payable, purchasing, revenue collection, business licensing, human resources, workers’ compensation claims management, website, information technology, print shop, and telephone maintenance.
117

FINANCE & ADMINISTRATIVE SERVICES

DEPARTMENT
Fiscal Year 2022-2023
Director of Finance & Administrative Services
Information Technology
Information Systems
Computer Equipment
Maintenance
Website Maintenance
Financial Accounting
Software Maintenance
Print Shop
Telephone
Maintenance
Finance
Finance Administration
General Accounting
Business Licenses
Purchasing
Human Resources
Human Resources
Workers Compensation
Insurance
118

FINANCE AND ADMINISTRATIVE SERVICES

DEPARTMENT
Summary of Expenditures
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Account Clerk I/II 2.00 2.00 2.00 2.00 - Accountant 1.00 1.00 2.00 2.00 - Administrative Services Tech II 2.00 2.00 2.00 2.00 - Computer Support Specialist 1.00 1.00 1.00 1.00 - Director of Finance/Admin Svcs 1.00 1.00 1.00 1.00 - Finance Manager/Asst Director 1.00 1.00 1.00 1.00 - Human Resources Administrator 1.00 1.00 1.00 - (1.00) Human Resources Assistant 1.00 1.00 1.00 1.00 - Human Resources Manager - - - 1.00 1.00 Information Technology Manager 1.00 1.00 1.00 1.00 - Network Administrator 1.00 1.00 1.00 1.00 - Payroll Coordinator 1.00 1.00 1.00 1.00 - Senior Licensing Specialist 1.00 1.00 - - - Senior Management Analyst 0.25 0.25 0.25 0.25 - Total Positions 14.25 14.25 14.25 14.25 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 2,500,444 $ 2,481,077 $ 2,185,191 $ 2,618,899 5.6% Service and Supplies 449,589 586,628 530,324 652,670 11.3% Internal Service Fund Charges 400,850 394,090 394,090 380,150 -3.5% Total Division Cost $ 3,350,883 $ 3,461,795 $ 3,109,605 $ 3,651,719 5.5% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 2,051,118 $ 2,119,287 $ 2,063,051 $ 2,281,456 Internal Service Funds 1,299,765 1,342,508 1,046,554 1,370,263 Total Resources $ 3,350,883 $ 3,461,795 $ 3,109,605 $ 3,651,719 119

FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
Finance Division
Division Overview
The Finance Division is responsible for financial reporting and administration including general accounting, treasury management, procurement, business licensing, revenue collection, accounts payable, and payroll.

Accomplishments for Fiscal Year 2021-22
 Prepared the Fiscal Year 2020-21 Annual Comprehensive Financial Report (ACFR) and received the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for the FY 2019-20 ACFR  Filled Account Clerk vacancy
 Received the Government Finance Officers Association’s Distinguished Budget Award with Special Recognition for performance measures  Developed a spending plan for the Coronavirus State and Local Fiscal Recovery Funds under the American Rescue Plan Act as well as a post-pandemic spending plan for the City
Objectives for Fiscal Year 2022-23
 Administer the post-pandemic spending plan and the Coronavirus State and Local Fiscal Recovery grant revenues and spending plan
 Implement changes to the budget document to enhance readability and transparency
 Obtain a new purchasing card provider to enhance efficiency and revenue generation (in the form of rebates)
 Expand procurement resources to streamline processes
120

FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
Finance Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Account Clerk I/II 2.00 2.00 2.00 2.00 - Accountant 1.00 1.00 2.00 2.00 - Director of Finance/Admin Svcs 0.75 0.75 0.75 0.75 - Finance Manager/Asst Director 1.00 1.00 1.00 1.00 - Payroll Coordinator 1.00 1.00 1.00 1.00 - Senior Licensing Specialist 1.00 1.00 - - - Senior Management Analyst 0.25 0.25 0.25 0.25 - Total Positions 7.00 7.00 7.00 7.00 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 1,194,004 $ 1,212,762 $ 1,138,903 $ 1,305,294 7.6% Service and Supplies 133,874 190,290 211,380 256,455 34.8% Internal Service Fund Charges 179,310 180,700 180,700 149,680 -17.2% Total Division Cost $ 1,507,188 $ 1,583,752 $ 1,530,983 $ 1,711,429 8.1% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 1,507,188 $ 1,583,752 $ 1,530,983 $ 1,711,429 Total Resources $ 1,507,188 $ 1,583,752 $ 1,530,983 $ 1,711,429 121

FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources Division
Division Overview
The Human Resources Division provides services to the City and its employees in the areas of Personnel Services, Labor/Employee Relations, Recruitment, Group Insurance/Benefits Administration, Wellness/Safety and Workers' Compensation.

Accomplishments for Fiscal Year 2021-22
 Negotiated a three-year contract with the Cypress Employees’ Association and the Maintenance Employees’ Association, and negotiated a two-year contract with the Police Management Association
 Updated the Personnel Rules and Regulations
 Hired 10 full-time and 21 part-time employees
 Provided an ongoing resource to employees and management during the pandemic  Complied with all safety measures as required by federal, state and local health authorities which resulted in zero COVID-19 outbreaks at the workplace  Implemented leave provisions related to COVID-19
Objectives for Fiscal Year 2022-23
 Implement City-wide ID badge system
 Continue to stay abreast of changes related to COVID-19 and the City’s statutory obligations
 Update the City’s Succession Plan and develop a training program to align with Succession Plan objectives
 Meet and confer with the Cypress Police Officers’ Association to negotiate a new contract
 Continue to review/update Human Resources related policies and procedures  Update Division forms and develop ways to streamline processes  Update the Human Resources page on the City’s website 122

FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
Human Resources Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Director of Finance/Admin Svcs 0.25 0.25 0.25 0.25 - Human Resources Administrator 1.00 1.00 1.00 - (1.00) Human Resources Assistant 1.00 1.00 1.00 1.00 - Human Resources Manager - - - 1.00 1.00 Total Positions 2.25 2.25 2.25 2.25 - 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits 449,988$ 439,939$ 420,806$ 480,110$ 9.1% Service and Supplies 77,760 78,462 72,922 74,712 -4.8%
Internal Service Fund Charges 38,450 38,340 38,340 39,450 2.9% Total Division Cost 566,198$ 556,741$ 532,068$ 594,272$ 6.7% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund 543,930$ 535,535$ 510,363$ 570,027$
Internal Service Funds 22,268 21,206 21,705 24,245
Total Resources 566,198$ 556,741$ 532,068$ 594,272$
123

FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
Information Technology Division
Division Overview
The Information Technology Division (IT) has oversight of the city’s computer systems, fileservers, networks, network security, firewall, website, document imaging, internet connectivity, wireless connectivity, wireless data encryption, print shop, copiers/multi-function printers, phone system and departmental applications.

Accomplishments for Fiscal Year 2021-22
 Created an information technology disaster recovery plan  Completed full failover disaster recovery testing to disaster recovery site  Moved Police staff back to Police Department building and technology enhancements related to the remodel project
 Assisted Police and Public Works in CCTV installation at Police Department  Assisted Recreation and Community Services and Public Works in CCTV installation at Lexington Park
 Installed new Wi-Fi system at Lexington Park
 Installed new Wi-Fi system at Police Department
 Replaced network firewalls for all city facilities
 Accessibility enhancements for city website
Objectives for Fiscal Year 2022-23
 Install voice over IP network (VoIP) phone system
 Replace city data center infrastructure
 Replace in-car video system in police vehicles
 Replace multifunction copiers at all city facilities
 Implement public records request system for City Clerk 124

FINANCE AND ADMINISTRATIVE SERVICES DEPARTMENT
Information Technology Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Administrative Services Tech II 2.00 2.00 2.00 2.00 - Computer Support Specialist 1.00 1.00 1.00 1.00 - Information Technology Manager 1.00 1.00 1.00 1.00 - Network Administrator 1.00 1.00 1.00 1.00 - Total Positions 5.00 5.00 5.00 5.00 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 856,452 $ 828,376 $ 625,482 $ 833,495 0.6% Service and Supplies 237,955 317,876 246,022 321,503 1.1% Internal Service Fund Charges 183,090 175,050 175,050 191,020 9.1% Total Division Cost $ 1,277,497 $ 1,321,302 $ 1,046,554 $ 1,346,018 1.9% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
Internal Service Funds $ 1,277,497 $ 1,321,302 $ 1,046,554 $ 1,346,018 Total Resources $ 1,277,497 $ 1,321,302 $ 1,046,554 $ 1,346,018 125
POLICE
126

POLICE DEPARTMENT
The Police Department’s mission is “to provide professional public safety services in partnership with the community.” The Department coordinates its efforts with groups and individuals in the community to provide a safe environment in which to visit, work, and live. The members of the Department are committed to excellence developed through pride, setting the standard, and earning a reputation for caring and courteous service. The Police Department is dedicated to honoring the obligation to protect and serve, while seeking innovative solutions to improve the quality of life for all.
127
Support Services
Police Administration
Personnel and Training
Support Services Management
Social Media
Communications
Press Information Officer
Records
Property and Evidence
Crime Prevention/
Community Relations
Emergency Services
Police Grants
Supplemental Law
Enforcement Act
Mobile Command Post
Budget
Peer Support
Volunteers/RACES
General Investigations
Court
Police Laboratory
Narcotics Asset Seizure

POLICE DEPARTMENT
Fiscal Year 2022-2023
Chief of Police
Field Operations
Field Operations Management
Field Operations
Jail Operations
Traffic and Parking Operations
Crossing Guards
SWAT Operations
Canine Program
Field Training Program
Explorer Program
Homeless Liaison Officer Program
128

POLICE DEPARTMENT
Summary of Expenditures
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Community Outreach Officer 1.00 1.00 1.00 1.00 - Office Assistant I/II 1.00 1.00 1.00 1.00 - Office Specialist 1.00 1.00 1.00 1.00 - Police Captain 2.00 2.00 2.00 2.00 Police Chief 1.00 1.00 1.00 1.00 - Police Clerk I/II 4.00 4.00 4.00 4.00 - Police Lieutenant 2.00 2.00 2.00 2.00 - Police Officer 41.00 41.00 41.00 41.00 - Police Officer (School Resource Officer) - - 1.00 1.00 - Police Officer - Overhire* 2.00 2.00 2.00 2.00 - Police Sergeant 10.00 10.00 10.00 10.00 - Police Services Officer 7.00 7.00 7.00 7.00 - Records Support Svcs Supervisor 1.00 1.00 1.00 1.00 - Secretary to Department Head 1.00 1.00 1.00 1.00 - Senior Management Analyst 0.50 0.50 0.50 0.50 - Part-Time Investigative Assistant 1.44 1.44 1.44 1.44 - Police Aide 4.90 4.90 4.90 4.90 - Total Positions 80.84 80.84 81.84 81.84 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 13,003,213 $ 15,680,078 $ 13,866,508 $ 16,732,509 6.7% Service and Supplies 2,118,662 2,389,501 2,158,989 2,500,404 4.6% Internal Service Fund Charges 2,279,340 2,135,290 2,135,290 2,154,340 0.9% Total Division Cost $ 17,401,215 $ 20,204,869 $ 18,160,787 $ 21,387,253 5.9% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 17,174,930 $ 20,049,698 $ 17,892,317 $ 21,181,002 General Fund Grants 69,297 25,975 108,571 75,900
Supplemental Law Enforcement 156,988 129,196 159,899 130,351 Total Resources $ 17,401,215 $ 20,204,869 $ 18,160,787 $ 21,387,253 129

POLICE DEPARTMENT
Support Services Division
Division Overview
The Support Services Division is comprised of Police Administration, Personnel and Training, Administrative Services Management, West Cities Police Communications (WestComm), Records, Crime Prevention/Community Relations, Emergency Services, Police Grants, Mobile Command Post team management as well as Investigations. The function of the division is to provide management support and guidance for all organizational programs including: hiring and training Department staff, managing the communications contract with WestComm, and strengthening relations between the Department and the community.

Additionally, Investigations is comprised of General Investigations, Special Investigations, Police Laboratory, Property and Evidence, Narcotics Asset Seizure, Court Liaison, and Professional Standards. The Criminal Investigations Bureau is responsible for the followup investigations of all reported crimes in the City of Cypress.

Accomplishments for Fiscal Year 2021-22
 Hired four police officers, one investigative assistant, one police service officer (PSO), and three police aides.
 Developed and implemented reporting processes to comply with the state reporting mandates from the Racial and Identity Profiling Act.  Transitioned the PACE program to an in-person delivery model, including graduations.
 Wrote and implemented a Military Equipment policy to comply with Assembly Bill 481.
 Implemented a School Resource Officer (SRO) and developed a program educating students on the use of Tobacco products.

Objectives for Fiscal Year 2022-23
 Successfully transition evidence from the temporary location back into the Property & Evidence rooms and conduct an internal audit.
 Identify efficiencies within the Records Division and fill Records Supervisor position.
130

POLICE DEPARTMENT
Support Services Division
 Develop and deliver new state-mandated training on Strategic Communications and Use of Force.
 Finalize the Police Department Strategic Planning Process, which will lay out objectives for the next three years.
131

POLICE DEPARTMENT
Support Services Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Community Outreach Officer 1.00 1.00 1.00 1.00 - Office Assistant I/II 1.00 1.00 1.00 1.00 - Office Specialist 1.00 1.00 1.00 1.00 - Police Captain 1.00 1.00 1.00 1.00 - Police Chief 1.00 1.00 1.00 1.00 - Police Clerk I/II 4.00 4.00 4.00 4.00 - Police Lieutenant 1.00 1.00 1.00 1.00 - Police Officer 9.16 9.16 9.00 9.00 - Police Officer (School Resource Officer) - - 1.00 1.00 - Police Sergeant 3.00 3.00 3.00 3.00 - Police Services Officer 3.00 3.00 3.00 2.00 (1.00) Records Support Svcs Supervisor 1.00 1.00 1.00 1.00 - Secretary to Department Head 1.00 1.00 1.00 1.00 - Senior Management Analyst 0.50 0.50 0.50 0.50 - - Part-Time Investigative Assistant 1.44 1.44 1.44 1.44
Police Aide 1.96 1.96 1.96 1.96
Total Positions 31.06 31.06 31.90 30.90 (1.00)
21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 4,975,901 $ 5,869,381 $ 5,212,236 $ 6,060,839 3.3% Service and Supplies 1,705,722 1,906,664 1,725,483 1,983,368 4.0% Internal Service Fund Charges 1,440,930 1,489,180 1,489,180 1,556,500 4.5% Total Division Cost $ 8,122,553 $ 9,265,225 $ 8,426,899 $ 9,600,707 3.6% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 7,896,268 $ 9,110,054 $ 8,158,429 $ 9,394,456 General Fund Grants 69,297 25,975 108,571 75,900
Supplemental Law Enforcement 156,988 129,196 159,899 130,351 Total Resources $ 8,122,553 $ 9,265,225 $ 8,426,899 $ 9,600,707 132

POLICE DEPARTMENT
Operations Division
Division Overview
The Operations Division responds to calls for service, enforces laws, deters crime, makes arrests, conducts preliminary investigations of crimes and collisions, and prepares associated reports. The Operations Division works with the community to prevent and solve crime and to enhance the quality of life for those who live, work, visit and play in Cypress. The division includes: Field Operations Management, Field Operations, Jail, Traffic, SWAT, K-9, Parking enforcement, Crossing Guards, Homeless Outreach, Field Training, and the Police Explorer Program.

Accomplishments for Fiscal Year 2021-22
 Transitioned back to the newly remodeled police department with no interruption of public safety services.
 Worked closely with our North Orange County Public Safety Task Force stakeholders and conducted extensive outreach with our homeless population. This resulted in approximately 20 people experiencing homelessness who were assisted into housing.
 Implemented a structured online oversized vehicle parking permit system.  Conducted DUI checkpoints and directed traffic safety operations as dictated by a grant from the California Office of Traffic Safety. Directed operations include activities focused on distracted driving, primary factors in collisions, pedestrian/bicycles and collaborative activities with neighboring agencies.

Objectives for Fiscal Year 2022-23
 Implement a municipal code penalizing possession of catalytic converters without proof of ownership as an additional tool to address the rampant theft of catalytic converters.
 Increase our social media presence as a means of informing and interacting with our residents and businesses.
 Improve and enhance our patrol equipment with the introduction of new mobile digital computers (MDCs) in our vehicles and the modernization of our fleet. 133

POLICE DEPARTMENT
Operations Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Police Captain 1.00 1.00 1.00 1.00 - Police Lieutenant 1.00 1.00 1.00 1.00 - Police Officer 31.84 31.84 32.00 32.00 - Police Officer - Overhire* 2.00 2.00 2.00 2.00 - Police Sergeant 7.00 7.00 7.00 7.00 - Police Services Officer 4.00 4.00 4.00 5.00 1.00 Part-Time
Police Aide 2.94 2.94 2.94 2.94 - Total Positions 49.78 49.78 49.94 50.94 1.00 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 8,027,312 $ 9,810,697 $ 8,654,272 $ 10,671,670 8.8% Service and Supplies 412,940 482,837 433,506 517,036 7.1% Internal Service Fund Charges 838,410 646,110 646,110 597,840 -7.5% Total Division Cost $ 9,278,662 $ 10,939,644 $ 9,733,888 $ 11,786,546 7.7% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 9,278,662 $ 10,939,644 $ 9,733,888 $ 11,786,546 Total Resources $ 9,278,662 $ 10,939,644 $ 9,733,888 $ 11,786,546 * Police Officer - Overhire positions are utilized when an upcoming Police Officer vacancy is identified to minimize the time the position is vacant, helping to maintain higher Police Officer staffing levels.

These positions are unfunded in the budget and it is anticipated salary savings would offset the costs associated with any utilized Overhire positions. 134

COMMUNITY DEVELOPMENT
135

COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department consists of the Planning, Code Enforcement, and Housing Divisions and assists the City Manager’s Department in Economic Development matters. The Department is responsible for processing all private development proposals, issuing various types of permits, preparing ordinances for land use and building regulations, responding to code enforcement violations, and promoting economic development. The City’s economic development program supports local businesses and administers the distribution of federal and other assistance funds for affordable housing production and preservation.
136

COMMUNITY DEVELOPMENT DEPARTMENT
Fiscal Year 2022 - 2023
Planning Director
Planning and Development
Planning Administration
Advanced Planning
Current Planning
Economic Development
Geographical Information
Systems
Community
Development Grants
Low and Moderate
Income Housing
137

COMMUNITY DEVELOPMENT DEPARTMENT
Summary of Expenditures
20/21 Budget
vs.

Summary of Positions 2018-19 2019-20 2020-21 2021-22 21/22 Budget Full-Time
Administrative Clerk 0.84 1.00 1.00 1.00 - Assistant Planner 1.00 1.00 1.00 1.00 - Associate Planner 1.00 1.00 1.00 1.00 - City Planner 1.00 - - - - Code Enforcement Officer II 1.00 1.00 1.00 1.00 - Director of Community Development 0.50 1.00 1.00 1.00 - Management Analyst 0.04 - - - - Part-Time Planning Intern - 0.50 - 0.50 - Total Positions 5.38 5.00 5.50 5.50 - 20/21 Budget 2019-20 2020-21 2020-21 2021-22 vs.

Summary of Expenditures Actual Budget Estimate Adopted 21/22 Budget Salaries and Benefits $ 686,909 $ 853,387 $ 748,850 $ 918,165 7.6% Service and Supplies 307,809 455,872 677,922 493,640 8.3% Internal Service Fund Charges 129,640 132,760 135,860 136,250 2.6% Total Division Cost $1,124,358 $1,442,019 $1,562,632 $1,548,055 7.4% 2019-20 2020-21 2020-21 2021-22
Summary of Resources Actual Budget Estimate Adopted
General Fund $ 1,038,218 $ 1,232,362 $ 1,353,475 $ 1,350,018 General Fund Grants 51,501 170,000 166,000 170,000
Housing Assets Fund 34,639 39,657 43,157 28,037
Total Resources $1,124,358 $1,442,019 $1,562,632 $1,548,055 138

COMMUNITY DEVELOPMENT DEPARTMENT
Planning, Code Enforcement, and Housing Divisions
Department Overview
The Community Development Department consists of the Planning, Code Enforcement, and Housing Divisions and assists the City Manager’s Department in Economic Development matters. The Department is responsible for processing all private development proposals, issuing various types of permits, preparing ordinances for land use and building regulations, responding to code enforcement violations, and promoting economic development. The City’s economic development program supports local businesses and administers the distribution of federal and other assistance funds for affordable housing production and preservation.

Accomplishments for Fiscal Year 2021-22
 Completed approvals for:
o An affordable Senior Housing Project consisting of 98 condominiums o A new service station (Ralphs Gas Station) located at 4001 Ball Road o 5 Home Rehabilitation Loans
o On-sale beer and wine at Cobian’s Restaurant located at 4959 Katella Avenue o Sign Program for Barton Place located at 4747-4755 Katella Avenue o Minor Modification of a sign program for the Alpress Medical Building located at 10601 Walker Street
o Wine store and tasting for Modern Wine at 9969 Walker St. o Shea Sign Program for the Cypress City Center located at 5155-5255 Katella Avenue
o Processed 215 business license clearances for new business within the City  Awarded a contract and initiated the Neighborhood Preservation Pilot Program to protect property owner investment and enhance Cypress’ neighborhoods.  Facilitated the City Council’s Business Recovery Program and waived $125,000 in plan check and permitting fees for new and existing businesses in the City.  Prepared the Draft 2021-2029 Housing Element Update and an Initial Study and Negative Declaration and submitted to the State for review and comment.

Objectives for Fiscal Year 2022-23
 Create and present an advisory committee to modernize and integrate the Business Park Specific Plans to the City Council.
139

COMMUNITY DEVELOPMENT DEPARTMENT
Planning, Code Enforcement, and Housing Divisions
 Recommend the 2021-2029 Housing Element General Plan Amendment to the City Council and receive State certification.
 Recruit a Business Development Manager.
 Present a Program Environmental Impact Report on the 2021-2029 Housing Element to the City Council for consideration.
 Implementation of the goals and objectives of the Housing Element Update. 140

COMMUNITY DEVELOPMENT DEPARTMENT
Planning, Code Enforcement, and Housing Divisions
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Administrative Clerk 1.00 1.00 1.00 1.00 - Assistant Planner 1.00 1.00 1.00 1.00 - Associate Planner 1.00 1.00 1.00 1.00 - Business Development Manager - - - 1.00 1.00 Code Enforcement Officer II 1.00 1.00 1.00 1.00 - Director of Community Development 1.00 1.00 1.00 1.00 - Part-Time Planning Intern - 0.50 - 0.50 - Total Positions 5.00 5.00 5.50 6.50 1.00 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 840,512 $ 918,165 $ 902,040 $ 1,139,152 24.1% Service and Supplies 177,914 493,640 1,251,550 666,220 35.0% Internal Service Fund Charges 135,860 136,250 136,250 142,680 4.7% Total Division Cost $1,154,286 $1,548,055 $2,289,840 $1,948,052 25.8% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 1,075,008 $ 1,350,018 $ 2,056,137 $ 1,715,278 General Fund Grants 39,173 170,000 205,666 170,000
Housing Assets Fund 40,105 28,037 28,037 62,774
Total Resources $1,154,286 $1,548,055 $2,289,840 $1,948,052 141

PUBLIC WORKS
142

PUBLIC WORKS DEPARTMENT
The Public Works Department includes the following functions:

Engineering
Engineering programs manage the entire city’s infrastructure including the administration of all the City’s Capital Improvement programs, design and construction, traffic engineering, subdivision development and general technical support for other City departments.

Building and Safety
The Building Division checks plans, inspects construction, applies state codes on building activity in order to protect the health, safety and welfare of the community.

Maintenance
This division is responsible for maintaining the city’s infrastructure including streets, parkways, landscaping, trees, parks, facilities as well as maintaining the fleet. Maintenance activities are completed using a combination of contract services and in-house staff.

Environmental Services
This program manages the solid waste, grease control, and stormwater quality programs. Environmental Services is responsible for ensuring compliance with all applicable regulatory requirements to protect the community’s health. 143

PUBLIC WORKS DEPARTMENT
Fiscal Year 2022 - 2023
Public Works Director
Building
Building Division
Administration
Permits
Building Inspections
Electrical, Plumbing
& Heating Inspections
Plan Checks
Engineering
Public Works Administration
Engineering Administration
Engineering Plan Checking
Traffic Engineering
Traffic Signal Maintenance
Street Lighting
Park Maintenance
Park Landscape
and Maintenance
Senior Center Landscaping
and Maintenance
Athletic Field Maintenance
Park Building Maintenance
Community Center
Maintenance
Community Events
Street Maintenance
Maintenance Administration
Street, Tree and Parkway
Maintenance
Street Cleaning
Traffic Safety
Graffiti Removal
Sidewalk Repair
Retarding Basin
Stanton Channel Berm
Maintenance
Storm Drain Maintenance
Sanitary Sewer Maintenance
Environmental Services
Solid Waste Management
Grants
Fats, Oils and Grease
Management
Storm Drainage Water Quality
Facilities Division
Building Maintenance
Civic Center Landscaping
Library Maintenance
Boys & Girls Club Maintenance
Fleet Division
Auto Maintenance
Equipment Maintenance
144

PUBLIC WORKS DEPARTMENT
Summary of Expenditures
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Assistant City Engineer 1.00 1.00 1.00 1.00
Associate Engineer 1.00 1.00 1.00 1.00 - City Engineer 1.00 1.00 1.00 1.00 - Director of Public Works 1.00 1.00 1.00 1.00 - Engineering Aide 1.00 1.00 1.00 1.00 - Maintenance Specialist 3.00 3.00 3.00 3.00 - Maintenance Superintendent 1.00 1.00 1.00 1.00 - Maintenance Supervisor 3.00 3.00 3.00 3.00 - Maintenance Worker 6.00 6.00 7.00 7.00 - Management Analyst 1.00 1.00 1.00 - (1.00) Mechanic 2.00 2.00 2.00 2.00 - Office Assistant II 1.00 1.00 1.00 1.00 - Project Manager 1.00 1.00 1.00 1.00 - Secretary to Department Head 1.00 1.00 1.00 1.00 - Senior Management Analyst - - - 1.00 1.00 Part-Time
Administrative Intern 1.00 1.00 1.00 1.00 - Administrative Services Tech II 0.90 0.90 - - - Maintenance Attendant 0.50 0.50 0.50 0.50 - Maintenance Worker 2.00 2.00 2.00 2.00 - Office Assistant II 0.70 0.70 - - - Total Positions 29.10 29.10 28.50 28.50 - 21/22 Budget 2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 3,446,716 $ 3,828,865 $ 3,284,517 $ 4,082,638 6.6% Service and Supplies 5,304,605 6,155,825 5,738,372 6,646,927 8.0% Internal Service Fund Charges 1,089,490 1,107,660 1,107,660 1,131,580 2.2% Total Department Cost $ 9,840,811 $11,092,350 $10,130,549 $11,861,145 6.9% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 6,091,158 $ 6,978,761 $ 7,128,824 $ 8,180,584 General Fund Grants 13,517 13,518 13,518 13,600
Corporate Center Maint Dist 57,805 77,477 82,568 74,792 Internal Service Funds 1,431,077 1,596,301 703,060 762,341 Lighting District 960,206 974,327 1,013,709 1,160,914
Storm Drainage 502,604 598,645 497,154 634,195
Sewer Fund 298,261 472,813 412,659 478,094
Capital Projects 486,183 380,508 279,057 556,625
Total Resources $ 9,840,811 $11,092,350 $10,130,549 $11,861,145 145

PUBLIC WORKS DEPARTMENT
Building & Safety Division
Division Overview
Building and Safety regulates building construction activity through plan review, permit processing, inspection, and education in order to protect the health, safety and welfare of the community. Key responsibilities include providing timely plan reviews and construction inspections to ensure compliance with approved building plans and codes. Staff also provides technical support to homeowners, contractors, and design professionals on the latest building code regulations.

Accomplishments for Fiscal Year 2021-22
 Completed setting up of online permitting system
Plan checked:
 Shea Properties City Center Project Buildings
 New Retail Tenant Improvement 4747 and 4755 Katella Avenue  Belmont Melia Homes
 Citrus Square Melia Homes
Objectives for Fiscal Year 2022-23
Inspect:
 Shea Properties City Center Project Buildings
 New Retail Tenant Improvement 4747 and 4755 Katella Avenue  Belmont Melia Homes
 Citrus Square Melia Homes
146

PUBLIC WORKS DEPARTMENT
Building & Safety Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Management Analyst - 0.02 0.02 - (0.02)
Secretary to Department Head - 0.03 0.03 0.03 - Senior Management Analyst - - - 0.02 0.02 Total Positions 0.05 - 0.05 0.05 - 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits 7,018$ 6,035$ $ 2,090 7,104$ 17.7% Service and Supplies 672,760 706,481 562,191 576,302 -18.4% Internal Service Fund Charges 58,150 58,960 58,960 61,170 3.7% Total Division Cost 737,928$ 771,476$ $ 623,241 644,576$ -16.4% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund 737,928$ 771,476$ $ 623,241 644,576$
Total Resources 737,928$ 771,476$ $ 623,241 644,576$
147

PUBLIC WORKS DEPARTMENT
Environmental Services Division
Division Overview
Environmental Services manages the solid waste, grease control, and stormwater quality programs. These programs are responsible for ensuring the City complies with all applicable regulatory requirements to protect the community’s health.

Solid waste management ensures the community meets California’s recycling mandates and manages the solid waste franchise. The grease control and stormwater quality programs are ways the City is helping to prevent pollutants from entering waterways.

Additionally, the City provides extensive public education to inform businesses of their responsibilities and help citizens understand the importance of recycling and their impact on pollution prevention.

Accomplishments for Fiscal Year 2021-22
● Partnered with Valley Vista Services to expand education and outreach efforts to businesses and residents about existing and upcoming mandatory organic recycling laws to increase participation and meet compliance deadlines required by State law ● Developed water quality criteria to comply with State law ● Awarded a new long-term contract (up to five years) for Stormwater/Fat, Oils and Grease on-call inspection and management services
Objectives for Fiscal Year 2022-23
Anticipated special projects for the next fiscal year include:
● Continue to work with Valley Vista Services and solid waste consultant to meet the organic recycling reporting, compliance and public outreach requirements. ● Coordinate with the countywide stormwater program during the stormwater permit renewal process with the Santa Ana Regional Water Quality Control Board. 148

PUBLIC WORKS DEPARTMENT
Environmental Services Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Assistant City Engineer 0.11 0.11 0.06 0.06 - Associate Engineer 0.26 0.27 0.27 0.26 (0.01) Management Analyst 0.42 0.98 0.98 - (0.98)
Project Manager - - 0.05 0.05 - Senior Management Analyst - - - 0.98 0.98 Part-Time
Administrative Intern 0.10 0.10 0.10 0.10 - Total Positions 0.89 1.46 1.46 1.45 (0.01) 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits 133,211$ 152,639$ 111,038$ 173,288$ 13.5% Service and Supplies 382,414 369,940 457,641 500,550 35.3% Internal Service Fund Charges 3,400 2,720 2,720 2,720 0.0% Total Division Cost 519,025$ 525,299$ 571,399$ 676,558$ 28.8% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund 70,997$ 59,245$ 179,709$ 191,680$
General Fund Grants 13,517 13,518 13,518 13,600
Storm Drainage Fund 365,218 376,430 314,688 379,086
Sewer Fund 69,293 76,106 63,484 92,192
Total Resources 519,025$ 525,299$ 571,399$ 676,558$
149

PUBLIC WORKS DEPARTMENT
Engineering Division
Division Overview
The Engineering Division maintains the traffic signal system and manages the planning, design and construction of all public infrastructure and facilities. Engineering also maintains the City’s street system and strives to maintain a Pavement Condition Index (PCI) rating above 85 (Very Good Condition).

Accomplishments for Fiscal Year 2021-22
 Completed the Katella Median Restoration Project
 Completed the Senior Center restroom and Maintenance Yard remodels  Renovated and reopened the Police Department
 Opened Lexington Park
 Awarded a design contract for the Arnold Cypress Park Rehabilitation Objectives for Fiscal Year 2022-23
Anticipated special projects for the next fiscal year include:
 Complete plans and specifications for the Arnold Cypress Park Rehabilitation  Complete the Senior Center interior improvements
 Install electric vehicle (EV) charging stations at City facilities  Rehabilitate the Community Center roof
 Replace the sports court at Veterans Park
 Complete the design for the City Hall seismic retrofit  Complete an evaluation of the Veterans and Myra (No. 1) Pump Stations 150

PUBLIC WORKS DEPARTMENT
Engineering Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Assistant City Engineer 0.89 0.89 0.94 0.94 - Associate Engineer 0.74 0.73 0.73 0.74 0.01 City Engineer 1.00 1.00 1.00 1.00 - Director of Public Works 1.00 1.00 1.00 1.00 - Engineering Aide 1.00 1.00 1.00 1.00 - Maintenance Specialist 0.01 0.01 0.02 0.03 0.01 Maintenance Supervisor 0.05 0.06 0.08 0.04 (0.04)
Maintenance Worker 0.01 0.01 0.01 0.01 - Management Analyst 0.58 - - - - Project Manager 1.00 1.00 0.95 0.95 - Public Works Superintendent - - 0.01 0.01 - Secretary to Department Head 1.00 0.97 0.97 0.97 - Part-Time Administrative Intern 0.50 0.50 0.50 0.50 - Maintenance Worker 0.02 0.02 0.02 0.02 - Total Positions 7.80 7.19 7.23 7.21 (0.02) 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 1,378,049 $ 1,321,570 $ 1,093,496 $ 1,489,765 12.7% Service and Supplies 1,170,871 1,182,520 1,286,252 1,417,269 19.9% Internal Service Fund Charges 373,900 368,870 368,870 382,300 3.6% Total Division Cost $ 2,922,820 $ 2,872,960 $ 2,748,618 $ 3,289,334 14.5% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 1,476,431 $ 1,518,125 $ 1,455,852 $ 1,571,795 Lighting District 960,206 974,327 1,013,709 1,160,914
Capital Project Funds (Various) 486,183 380,508 279,057 556,625 Total Resources $ 2,922,820 $ 2,872,960 $ 2,748,618 $ 3,289,334 151

PUBLIC WORKS DEPARTMENT
Streets Division
Division Overview
Street maintenance is responsible for maintaining the City’s infrastructure within the 112 miles of street right of way. This includes pavement work, traffic control, landscape maintenance, sidewalk, curb and gutter, access ramps, traffic sign replacements and roadway striping.

The City maintains more than 15,000 street trees with the majority of them located in residential neighborhoods. Contract services provide tree trimming and removals, while City staff inspects trees for health. Street maintenance also includes catch basin and storm drain cleaning, sewer line cleaning, manhole repair and sweeping of more than 18,000 curb miles per year.

Accomplishments for Fiscal Year 2021-22
 Continued sanitary sewer cleaning operations
 Awarded new contracts for landscape maintenance and graffiti removal services  Evaluated all City sidewalks and repaired sidewalk displacements throughout the year  Evaluated all City regulatory traffic signs and replaced deteriorated signs throughout the year
 Completed painting 20% of the City’s colored curbs
Objectives for Fiscal Year 2022-23
 Continue sanitary sewer cleaning operations
 Complete the second-year of an initial two-year contract for landscape maintenance services
 Award a new contract for tree maintenance services
 Evaluate all City sidewalks and repair sidewalk displacements throughout the year  Evaluate all City regulatory traffic signs and replace deteriorated signs throughout the year
 Completed painting 20% of all the marked red curbs citywide 152

PUBLIC WORKS DEPARTMENT
Streets Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Maintenance Specialist 1.51 1.51 1.52 1.60 0.08
Maintenance Worker 4.42 4.45 5.41 5.42 0.01
Office Assistant II 1.00 1.00 1.00 1.00 - Maintenance Superintendent 1.00 1.00 0.99 0.99 - Maintenance Supervisor 1.68 1.66 1.63 1.65 0.02 Part-Time
Administrative Intern 0.40 0.40 0.40 0.40 - Administrative Services Tech I 0.90 0.90 - - - Maintenance Worker 0.65 0.65 0.65 0.65 Office Assistant II 0.70 0.70 - - - Total Positions 12.26 12.27 11.60 11.71 0.11 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 1,155,871 $ 1,427,223 $ 1,249,004 $ 1,467,165 2.8% Service and Supplies 991,772 1,367,083 1,149,727 1,203,100 -12.0% Internal Service Fund Charges 471,570 480,960 480,960 496,970 3.3% Total Division Cost $2,619,213 $3,275,266 $2,879,691 $3,167,235 -3.3% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $ 2,144,210 $ 2,578,867 $ 2,265,482 $ 2,451,432 Corporate Center Maint Dist 57,805 77,477 82,568 74,792 Sewer Fund 228,968 396,707 349,175 385,902
Storm Drainage Fund 137,386 222,215 182,466 255,109
Internal Service Funds 50,844 - - - Total Resources $2,619,213 $3,275,266 $2,879,691 $3,167,235 153

PUBLIC WORKS DEPARTMENT
Maintenance Division - Parks
Division Overview
The City maintains over 80 acres of parkland and facilities. Contract services provide tree and landscape maintenance while staff performs skilled work such as managing the smart irrigation system and assessing plant health. The park maintenance division is responsible for all landscape at parks, the athletic fields at community parks, and maintaining all park equipment such as playgrounds, picnic sites, lighting, restrooms, pickleball courts, and the tennis courts.

Maintenance activities for the Civic Center landscaping is also accounted for in this program area. Contract services performs landscape and tree maintenance. Staff is responsible for maintaining the smart irrigation control system as well as responding to requests for maintenance from internal staff.

Additionally, this program is responsible for assisting with setting up for various community events such as the Community Festival, Holiday Sing, Spring Egg Hunt, and Halloween Carnival.

Maintenance is responsible for coordinating setup and breakdown activities in conjunction with the Festival Committee. The Cypress Recreation and Park District (CRPD) reimburse all costs incurred in this program to the City’s General Fund.

Accomplishments for Fiscal Year 2021-22
● Completed annual turf renovations throughout the City ● Awarded a two-year contract for park security and lock up services ● Performed upgrades to weather-based irrigation controllers ● Performed annual Willow Park pond cleaning and maintenance Objectives for Fiscal Year 2022-23
● Perform annual turf renovations throughout the City
● Perform upgrades to weather-based irrigation controllers ● Perform annual Willow Park pond cleaning and maintenance ● Perform reduction of sand height mounding in turf surrounding tot lots at various parks 154

PUBLIC WORKS DEPARTMENT
Maintenance Division - Parks
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Maintenance Specialist 0.87 0.87 0.86 0.82 (0.04)
Maintenance Worker 0.95 0.93 0.97 0.97 - Maintenance Supervisor 0.74 0.74 0.75 0.75 - Mechanic - 0.02 - 0.03 0.01 Part-Time
Maintenance Attendant 0.50 0.50 0.50 0.50 - Maintenance Worker 1.15 1.15 1.16 1.16 - Total Positions 4.21 4.19 4.26 4.23 (0.03) 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 338,998 $ 422,025 $ 386,844 $ 431,874 2.3% Service and Supplies 1,152,970 1,436,011 1,284,873 1,803,079 25.6% Internal Service Fund Charges 155,050 165,880 165,880 158,150 -4.7% Total Division Cost $1,647,018 $2,023,916 $1,837,597 $2,393,103 18.2% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund $1,647,018 $2,023,916 $1,837,597 $2,393,103 Total Resources $1,647,018 $2,023,916 $1,837,597 $2,393,103 155

PUBLIC WORKS DEPARTMENT
Maintenance Division - Facility
Division Overview
Facility maintenance is responsible for maintaining the Police Department, Police Department Substation, City Hall, Council Chambers, Civic Center Green Restrooms, Library, Corporation Yard, Community Center, Senior Center and the Boys & Girls Club. Most maintenance activities including custodial, heating and cooling systems, and fire and security systems are provided through contract services.

Accomplishments for Fiscal Year 2021-22
● Completed annual lead decontamination and rubber bullet trap mining in the Police Department Shooting Range
● Completed the Corporate Yard Locker Room and Restroom remodel project ● Awarded a two-year contract for heating and cooling maintenance ● Continued to convert light bulbs to new energy efficient LED bulbs ● Assisted Engineering with various infrastructure and public facility projects Objectives for Fiscal Year 2022-23
● Approve second year contract extension for custodial services ● Continue to convert light bulbs to new energy efficient LED bulbs ● Complete annual lead decontamination and rubber bullet trap mining in the Police Department Shooting Range
● Assist Engineering with various infrastructure and public facility projects 156

PUBLIC WORKS DEPARTMENT
Maintenance Division - Facility
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Maintenance Specialist 0.62 0.62 0.60 0.55 (0.05)
Maintenance Worker 0.62 0.62 0.61 0.60 (0.01)
Maintenance Supervisor 0.39 0.39 0.39 0.41 0.02
Part-Time
Maintenance Worker 0.18 0.18 0.17 0.17 - Total Positions 1.81 1.81 1.77 1.73 (0.04) 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits 173,679$ 212,436$ 154,416$ 222,841$ 4.9% Service and Supplies 587,169 745,936 594,547 687,177 -7.9% Internal Service Fund Charges 15,720 17,980 17,980 17,980 0.0% Total Division Cost 776,568$ 976,352$ 766,943$ 927,998$ -5.0% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund 14,574$ 27,132$ 766,943$ 927,998$
Internal Service Funds 761,994 949,220 - - Total Resources 776,568$ 976,352$ 766,943$ 927,998$ 157

PUBLIC WORKS DEPARTMENT
Maintenance Division - Fleet
Division Overview
Fleet maintenance maintains 88 vehicles over half of which are in the Police Department and 64 pieces of motorized equipment. This includes preventative, reactive and predictive maintenance as well as custom fabrication to the City’s fleet vehicles, ensuring vehicle reliability for various user departments citywide.

Alternative fuel is utilized when appropriate for large equipment and vehicles in compliance with the Air Quality Management District. Approximately 10 percent of the City’s fleet and equipment inventory utilizes alternative fuel. Additionally, the Division is responsible for managing the propane fueling station and ensuring proper fuel management.

Accomplishments for Fiscal Year 2021-22
● Managed the purchase and equipment installation of new City vehicles ● Completed preventative maintenance to the City’s fleet vehicles as scheduled ● Continued to retrofit safety lights with improved lighting (LED lighting kits) on existing maintenance vehicles
● Reviewed street repair equipment for lack of use due to contracting services out and sent unused equipment to auction
Objectives for Fiscal Year 2022-23
● Manage the purchase and equipment installation of new City vehicles ● Provide preventative maintenance to the City’s fleet vehicles as scheduled ● Continue to retrofit safety lights with (LED lighting kits) on existing maintenance vehicles
158

PUBLIC WORKS DEPARTMENT
Maintenance Division - Fleet
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Mechanic 2.00 2.00 1.98 1.97 (0.01)
Maintenance Supervisor 0.14 0.14 0.15 0.15 - Total Positions 2.14 2.14 2.13 2.12 (0.01) 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 259,890 $ 286,937 $ 287,629 $ 290,601 1.3% Service and Supplies 346,649 347,854 403,141 459,450 32.1% Internal Service Fund Charges 11,700 12,290 12,290 12,290 0.0% Total Division Cost $ 618,239 $ 647,081 $ 703,060 $ 762,341 17.8% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
Internal Service Funds $ 618,239 $ 647,081 $ 703,060 $ 762,341 Total Resources $ 618,239 $ 647,081 $ 703,060 $ 762,341 159

DEBT SERVICE
160

DEBT SERVICE FUNDS
There are no Debt Service Funds because there is no City-obligated debt outstanding. The last City-obligated debt was retired in fiscal year 2018-19. 161

CAPITAL PROJECTS
162

CAPITAL IMPROVEMENT PROGRAM
The City Council annually adopts a seven-year Capital Improvement Program (CIP) to plan for infrastructure improvements to ensure the City’s needs are addresses and large financial expenditures can be planned. The CIP consists of various infrastructure and public facility projects which are deemed essential to improving and maintaining the assets of the City. The first year of the program is incorporated into the annual budget process and is summarized by project category and project on the following page.

A capital project is defined as an improvement with an estimated cost in excess of $10,000 and a useful life in excess of one year. Typical capital project categories include streets, traffic signals, storm drains, sewer systems, parkways, public facilities, and parks.
163
INFRASTRUCTURE MEASURE
FUND GENERAL RESERVE GAS TAX M2 OTHER TOTAL
STREET PROJECTS (80100)
415 Residential Street Resurfacing (8011) $ 800,000 -$ 500,000 $ -$ -$ $ 1,300,000 236 Arterial Rehabilitation-Orange Ave (8012) 240,000 200,000 (1) 440,000 239 Arterial Street Rehabilitation (8012) - - - 310,000 1,440,000 (2) 1,750,000 Subtotal $ 800,000 $ - $ 500,000 $ 550,000 $ 1,640,000 $ 3,490,000 SIGNAL/LIGHTING PROJECTS (80200/800)
251 Illuminated Street Name Sign Upgrades (8081) -$ -$ -$ -$ 330,000 $ (3) 330,000 $ 234 Various Traffic Signal/Striping Improvement (8021) - - - 150,000 100,000 (4) 250,000 251 Upgrade/Install Adaptive Timing Controls (8021) - - - - 50,000 (3) 50,000 236 Upgrade Traffic Camera Infrastructure (8021) - - - 110,000 - 110,000 251 Upgrade Traffic Software/Components (8021) - - - - 550,000 (3) 550,000 Subtotal -$ -$ -$ 260,000 $ $ 1,030,000 $ 1,290,000
STORM DRAIN PROJECTS (80300)
415 Myra Avenue Pump Station No.1 Eval (8031) -$ -$ -$ -$ 75,000 $ (5) 75,000 $ 415 Veterans Park Pump Station No.6 Eval (8031) 25,000 - - - - 25,000 Subtotal $ 25,000 -$ -$ -$ 75,000 $ $ 100,000
SEWER PROJECTS (80400)
321 Sewer System Improvements (8041) -$ -$ -$ -$ 100,000 $ (6) 100,000 $ 321 Sewer System Evaluation (8041) - - - - 185,000 (6) 185,000 Subtotal -$ -$ -$ -$ 285,000 $ $ 285,000
PARKWAY PROJECTS (80500)
415 Concrete/Sidewalk Rehabilitation (8051) $ 250,000 -$ 150,000 $ -$ -$ $ 400,000 415 Frontage Road Landscape Impr (8053) - - 200,000 - - 200,000 415 Irrigation Study/Water Conservation (8053) - - - 75,000 - 75,000 415 Street Tree Planting (8055) - 100,000 - - - 100,000 Subtotal $ 250,000 $ 100,000 $ 350,000 $ 75,000 -$ $ 775,000 PUBLIC FACILITY PROJECTS (80600)
415 Electric Vehicle Charging Stations (8061/62/63) -$ -$ -$ -$ 500,000 $ (5) 500,000 $ 415 Security Improvements Study (8061/62/63) - 150,000 - - - 150,000 415 Police Dept Gate Replacement (8061) - 50,000 - - - 50,000 415 Police Dept Parking Deck Recoating (8061) - 40,000 - - - 40,000 415 City Hall Bathrooms-Disability Access (8061) - 190,000 - - - 190,000 415 City Hall East Wing Seismic Impr (8061) - 300,000 - - - 300,000 415 City Hall WW Carpet/Flooring (8061) 250,000 - - - - 250,000 415 City Hall WW Furnishings/Workstations (8061) - 200,000 - - - 200,000 415 Council Chamber Security Improvements (8061) - 200,000 - - - 200,000 415 City Hall Security Improvements (8061) - 150,000 - - - 150,000 Subtotal $ 250,000 $ 1,280,000 -$ -$ 500,000 $ $ 2,030,000 OTHER PROJECTS (80900)
415 Reclaimed Water Line Project (8091) -$ -$ -$ -$ 50,000 (5) 50,000 $ Subtotal -$ -$ -$ -$ 50,000 $ $ 50,000
Total Funded CIP Projects $ 1,325,000 $ 1,380,000 $ 850,000 $ 885,000 $ 3,580,000 $ 8,020,000 Legend:
(1) Pavement Management Relief Funding (PMRF) (4) Traffic Mitigation (2) State RMRA (SB1) (5) General Fund (One-Time Pandemic Response Spending Plan Monies) (3) Street Lighting (6) Sewer Fund

CITY OF CYPRESS

SUMMARY OF CAPITAL PROJECTS
Fiscal Year 2022-23

FUNDING SOURCES
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191

CAPITAL OUTLAY
192

CAPITAL OUTLAY
Capital Outlay- Any items with a useful life of greater than one year and a cost in excess of $1,000 are considered Capital Outlay items. The purchase of new or replacement Capital Outlay items require City Council approval through the annual budget process. The proposed Capital Outlay items for the current budget year are summarized below and detailed out on the following page and include both items funded with set-aside replacement monies and monies included in the City’s operating budget. The graph presented below represents all appropriated Capital Outlay items, which are being funded by monies previously set-aside in the City’s Capital Replacement Fund or transferred from the Technology Investments Fund.
193

CITY OF CYPRESS

SUMMARY OF CAPITAL OUTLAY
Fiscal Year 2022-23

CAPITAL OUTLAY ADDITIONS
COMPUTER HARDWARE/SOFTWARE 721-95200.XXXX_XXX
4301_300 Closed Captioning Computer Equipment - Administration $ 35,000 $ 35,000
EQUIPMENT 721-95300.XXXX_XXX
4305_200 Gas Masks (70) - Police $ 50,050
4307_200 Safety Harness Equipment - Council Chambers 10,000 $ 60,050
TOTAL CAPITAL OUTLAY ADDITIONS $ 95,050

CAPITAL OUTLAY REPLACEMENTS
OFFICE EQUIPMENT 721-95100.XXXX_XXX
4304_100 Fleet Copiers (8) - City Wide $ 80,000
$ 80,000
COMPUTER HARDWARE/SOFTWARE 721-95200.XXXX_XXX
4304_300 Data Center Upgrade - City Hall $ 175,000
4305_300 In-Car Audio/Video - Police 200,000
$ 375,000
EQUIPMENT 721-95300.XXXX_XXX
4302_200 Contingency/Emergency Purchases $ 25,000
4305_200 Active Shooter Vests (30) - Police 24,500
4307_200 Air Compressor - Public Works 6,000
$ 55,500
VEHICLES/MOTORCYCLE 721-95500.XXXX_XXX
4307_400 Unmarked Vehicle - Police $ 26,500
4307_400 Upfitting Costs - Unmarked Vehicle - Police 4,000 4307_400 Unmarked Vehicle - Police 26,500
4307_400 Upfitting Costs - Unmarked Vehicle - Police 4,000 4307_400 Boom Truck - Public Works 145,000
4307_400 Fork Lift - Public Works 55,000
4307_400 Dump Truck - Public Works 51,000
4307_500 Motorcycle - Police 38,000
$ 350,000
TOTAL CAPITAL OUTLAY REPLACEMENTS $ 860,500

TECHNOLOGY INVESTMENTS
TECHNOLOGY HARDWARE/SOFTWARE 721-95200.XXXX_XXX
4304_100 Voice Over IP Network Phone System Upgrade - City Wide $ 120,000 4306_200 Online Zoning and Planning System - Planning 35,000 $ 155,000
TOTAL TECHNOLOGY INVESTMENTS $ 155,000
TOTAL CAPITAL OUTLAY/TECHNOLOGY INVESTMENTS $ 1,110,550 194

RECREATION & PARK DISTRICT
195

CYPRESS RECREATION AND PARK DISTRICT
The Cypress Recreation and Park District was incorporated in 1949. Currently responsible for approximately 100 acres of open space and recreational facilities, the district provides special interest classes, activities, youth and adult sports, social and recreational activities for seniors, volunteer opportunities and community-wide special events.

The District is authorized for 12 full-time, one permanent part-time employee and approximately 60 seasonal part time staff.

The benefits of parks and recreation are many. Through participation, the community may learn new skills, become involved in physical activities, explore new ideas and concepts, interact socially, develop leadership skills, enhance creativity and better understand their neighbors and other community members. Recreation helps define community and adds to its quality of life.

Volunteerism is very important to the District as many programs and special activities could not be provided without community volunteers. In a normal year, more than 1,200 hours are donated each month to various recreation and social programs.
196
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197

CYPRESS RECREATION AND PARK DISTRICT
Summary of Expenditures
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Director of Recreation & Comm Svcs 1.00 1.00 1.00 1.00 - Office Assistant II 2.00 2.00 2.00 2.00 - Recreation & Community Services Manager 1.00 1.00 1.00 1.00 - Recreation Coordinator 4.00 4.00 4.00 4.00 - Recreation Supervisor 3.00 3.00 3.00 3.00 - Secretary to Department Head 1.00 1.00 1.00 1.00 - Subtotal - Full-Time 12.00 12.00 12.00 12.00 - Part-Time Aquatics Instructor 1.14 - - - - Assistant Pool Manager 0.12 - - - - Customer Service Specialist 1.00 1.00 1.00 1.00 - Pool Manager 0.14 - - - - Recreation Facility Attendant 2.35 2.00 2.00 1.35 (0.65) Recreation Leader I 0.73 0.91 0.89 0.81 (0.08)
Recreation Leader II 2.50 2.65 3.27 3.72 0.45
Recreation Leader III 5.88 5.63 5.49 5.42 (0.07)
Recreation Leader IV 2.31 3.12 2.23 2.54 0.31
Recreation Specialist 1.80 1.90 1.91 2.78 0.87
Subtotal - Part-Time 17.97 17.21 16.79 17.62 0.83
Total Positions 29.97 29.21 28.79 29.62 0.83
21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 1,745,713 $ 2,367,739 $ 1,882,799 $ 2,392,584 1.0% Service and Supplies 2,180,879 3,003,809 2,481,433 3,235,682 7.7% Internal Service Fund Charges 239,850 238,920 238,610 287,530 20.3% Total Department Cost $4,166,442 $5,610,468 $4,602,842 $5,915,796 5.4% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund - District $4,166,442 $5,610,468 $4,602,842 $5,915,796 Total Resources $4,166,442 $5,610,468 $4,602,842 $5,915,796 198

CYPRESS RECREATION AND PARK DISTRICT

SUMMARY OF RESOURCES AND APPROPRIATIONS BY FUND
Fiscal Year 2022-23
BEG. FUND PROPOSED OPERATING CAPITAL FUND END. FUND

FUND BALANCE REVENUE BUDGET BUDGET TSFR-OUT BALANCE
212 - General Fund 9,842,473 $ $ 7,760,573 $ 5,915,796 $ 2,215,000 $ 561,918 $ 8,910,332 213 - Park Development 153,129 100 - - 153,229 -
TOTAL $ 9,995,602 $ 7,760,673 $ 5,915,796 $ 2,215,000 $ 561,918 $ 9,063,561 Note: Fund Transfers In and Fund Transfers Out do not equal in the above schedule due to the following:

Transfer-out of $401,918 is made from the CRPD General Fund to the City of Cypress Infrastructure Reserve Fund for the reimbursement of capital projects previously funded with Redevelopment Agency monies loaned from the City.

Transfer-out of $10,000 is made from the CRPD General Fund to the District's Equipment Replacement Fund for the purchase of capital outlay.

Transfer-out of $150,000 is made from the CRPD General Fund to the District's Employee Benefits Internal Service Fund for Orange County Employees Retirement System (OCERS) pension obligations.

REVENUES/

SOURCES EXPENDITURES/USES
199

CYPRESS RECREATION AND PARK DISTRICT

SUMMARY OF APPROPRIATIONS BY MAJOR CATEGORY
Fiscal Year 2022-23
SALARIES MAINT. & CAPITAL CAPITAL

FUND & BENEFITS OPERATIONS PROJECTS OUTLAY TOTAL
212 - CRPD General Fund $ 2,392,584 $ 3,523,212 $ 2,215,000 10,000$ $ 8,140,796 TOTAL $ 2,392,584 $ 3,523,212 $ 2,215,000 10,000$ $ 8,140,796 200

CYPRESS RECREATION AND PARK DISTRICT

SUMMARY OF RESOURCES
Fiscal Year 2022-23

PERCENT OF

TOTALS BUDGET
Property Taxes 6,218,000 $ 80.1%
Use of Property 371,100 4.8%
From Other Agencies 497,681 6.4%
Charges for Services 673,892 8.7%
Total Resources 7,760,673 $ 100%
Property Taxes
Use of Property
From Other
Agencies
Charges for
Services
201

CYPRESS RECREATION AND PARK DISTRICT

SUMMARY OF APPROPRIATIONS
Fiscal Year 2022-23

PERCENT

TOTALS OF BUDGET
Administration & Legislative $ 1,388,464 17.1%
Community Events & Enrichment 806,877 9.9%
Youth & Teen Programs 251,689 3.1%
Sports Programs 323,308 4.0%
Senior Citizen Programs 572,241 7.0%
Maintenance & Facility Support 2,573,217 31.6%
Capital Projects 2,215,000 27.2%
Capital Outlay 10,000 0.1%
Total Appropriations $ 8,140,796 100%
Administration &
Legislative
Community Events
& Enrichment
Youth & Teen
Programs
Sports Programs
Senior Citizen
Programs
Maintenance &
Facility Support
Capital Projects
Capital Outlay
202

CYPRESS RECREATION AND PARK DISTRICT

BUDGET SUMMARY

OPERATING, CAPITAL PROJECTS AND CAPITAL OUTLAY EXPENDITURES Fiscal Year 2022-23
FUNCTION/Responsible Department/Division 2021-22 2022-23 Percent Program Number/description Budget Budget Change

RECREATION AND PARK DISTRICT
Administration & Legislative Division
90301 Recreation & Parks Administration 1,180,633 $ $ 1,238,315 4.89% 90328 Recreation & Comm Svcs Commission 91,551 83,022 -9.32% 90330 Senior Citizen Commission 57,245 67,127 17.26%
Total Administration & Legislative 1,329,429 $ $ 1,388,464 4.44% Community Events & Enrichment Division
90307 5K/10K Run $ 78,576 $ 76,079 -3.18%
90312 Independence Day Celebration 84,280 93,477 10.91% 90313 Community Events & Promotion 133,914 132,704 -0.90% 90314 Cultural Arts 95,503 92,644 -2.99%
90315 Sports Park 77,279 147,687 n/a
90316 Contract Classes 376,370 264,286 -29.78%
Total Community Events & Enrichment 845,922 $ $ 806,877 -4.62% Youth & Teen Programs Division
90304 Teen Programs $ 74,580 $ 69,434 -6.90%
90306 Playgrounds 116,120 54,518 -53.05%
90324 Day Camp 102,381 127,737 24.77%
Total Youth/Teen Programs $ 293,081 $ 251,689 -14.12%
Senior Citizens Program Division
90317 Senior Citizen Program $ 519,564 $ 498,890 -3.98% 90318 Senior Citizen Transportation 68,378 73,351 7.27% Total Senior Citizens $ 587,942 $ 572,241 -2.67%
Sports Programs Division
90303 Adult Sports $ 60,179 $ 55,524 -7.74%
90310 Youth Sports 181,497 193,031 6.35%
90326 Facilities/Field Permit 59,383 74,753 25.88%
Total Sports $ 301,059 $ 323,308 7.39%
203

CYPRESS RECREATION AND PARK DISTRICT

BUDGET SUMMARY

OPERATING, CAPITAL PROJECTS AND CAPITAL OUTLAY EXPENDITURES Fiscal Year 2022-23 (Continued)
2021-22 2022-23 Percent
MAINTENANCE SERVICES Budget Budget Change
Maintenance & Facility Support Division
90302.9302 Maintenance - Community Center $ 272,640 $ 260,107 -4.60% 90302.9308 Landscaping - Parks 808,339 1,008,675 24.78% 90302.9311 Maintenance - Athletic Facilities 263,772 281,189 6.60% 90302.9312 Maintenance - Park Buildings 241,671 257,337 6.48% 90302.9315 Maintenance - Sports Park 140,888 252,564 n/a 90302.9318 Maintenance - Senior Center Building 246,952 261,116 5.74% 90323 Facility Operations 258,773 232,229 -10.26%
90332 Youth League Improvements 20,000 20,000 0.00%
Total Maintenance & Facility Support 2,253,035 $ $ 2,573,217 14.21% TOTAL OPERATING BUDGET $ 5,610,468 $ 5,915,796 5.44%

SUMMARY OF CAPITAL PROJECTS
80700_8071 Park Projects $ 3,612,500 $ 2,215,000 -38.69% SUMMARY OF CAPITAL OUTLAY*
95400 Capital Outlay - Furniture/Equipment 105,718 $ $ 10,000 -90.54% TOTAL BUDGET $ 9,328,686 $ 8,140,796 -12.73%
* Only includes Capital Outlay amounts paid for by the District's General Fund. All other budgeted Capital Outlay amounts are paid for with accumulated replacement monies previously charged to District operating programs/divisions.
204

RECREATION AND PARK DISTRICT
Administrative & Legislative Division
Division Overview
This division reflects the administration of all aspects of recreation and community operations to include executive and support staff costs, facility costs, data processing, legal and financial services, vehicles and equipment, central services and computer/website support.

This division includes associated staffing and costs for the seven-member Recreation and Community Services and the Senior Citizens Commissions, who serve as advisors to the City Council on recreation policy, procedures, programs and related issues.

Accomplishments for Fiscal Year 2021-22
 Resumed traditional programs, services, and special events as State and County COVID-19 Guidelines relaxed.
 Implemented on-line park and facility reservations.
 Distributed 1,000 grocery store gift cards and Farmers Market vouchers as part of the Cypress Grocery Program to Cypress residents experiencing food insecurity as a result of the COVID-19 pandemic. The Cypress Grocery Program was funded by the American Rescue Plan Act of 2021 and by the Orange County Board of Supervisors.  Completed construction and held a grand opening of Lexington Park.  Established Lexington Park operating policies, field allocations and rental fees including athletic field, pavilions, food trucks, and equipment storage.  Completed Senior Center interior improvements including renovation of the men’s and woman’s restrooms and painting of the facility.
 Completed City-wide park enhancements at five parks/facilities adding new park identification signage and upgraded amenities throughout the park.  Purchased a new showmobile mobile stage for outdoor community events. 205

RECREATION AND PARK DISTRICT
Administrative & Legislative Division
 Transitioned October into “Celebrate Cypress” month with community events including the revamped Cypress Festival, the State of the City, and the 5K/10K Run and Walk.
 Hired a Recreation Director, Recreation Manager, two Recreation Supervisors, and four Recreation Coordinators to meet the needs of the department  Continue to implemented strategies from the Recreation strategic plan.

Objectives for Fiscal Year 2022-23
 Analyze programs and special events to account for trends, interests and resource restraints in determining future programming.
 Identify opportunities to partner with local agencies, schools, and non-profits to enhance services and efficiency.
 Recommend a preliminary design for Arnold Cypress Park.  Implement security upgrades at Oak Knoll Park as part of the Capital Improvement Program.
 Review department policies including registration and refunds, and field and facility rentals.
 Explore opportunities for the Recreation and Community Services Foundation to engage with the community and support the department.
206

RECREATION AND PARK DISTRICT
Administrative & Legislative Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Director of Recreation & Comm Svcs 1.00 1.00 1.00 1.00 - Office Assistant II 1.00 1.00 1.00 1.00 - Recreation & Community Services Manager 1.00 0.97 0.97 0.96 (0.01) Recreation Coordinator 0.04 0.04 0.02 0.03 0.01
Recreation Supervisor 0.29 0.32 0.26 0.27 0.01
Secretary to Department Head 1.00 1.00 1.00 1.00 - Part-Time Customer Service Specialist 1.00 1.00 1.00 1.00 - Recreation Leader III 0.30 - - - Recreation Leader IV 0.50 - 0.50 0.50 - Total Positions 5.63 5.83 5.75 5.76 0.01 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 703,302 $ 829,379 $ 639,900 $ 809,715 -2.4% Service and Supplies 275,601 283,409 252,631 323,949 14.3% Internal Service Fund Charges 211,050 216,641 216,641 254,800 17.6% Total Division Cost $1,189,953 $1,329,429 $1,109,172 $1,388,464 4.4% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund - District $1,189,953 $1,329,429 $1,109,172 $1,388,464 Total Resources $1,189,953 $1,329,429 $1,109,172 $1,388,464 207

RECREATION AND PARK DISTRICT
Community Events & Enrichment Division
Division Overview
This program includes coordinating and marketing annual Community Events, Cypress 5K Run/Walk and 10K Run, Cultural Arts and Contract Classes.

Community events include an Independence Day Celebration, Spring Egg Hunt, Halloween Carnival, Holiday Sing and Tree Lighting, Movie on the Green, and support for the Cypress Community Festival.

The Cypress Run promotes community participation and fitness. The event kicks off the annual Cypress Community Festival and is a part of the Orange County Race Series in partnership with two neighboring cities.

The Cypress Cultural Arts program strives to provide a multitude of opportunities for the community to experience creative and imaginative activities. This program partners with community arts groups to coordinate the annual Cypress Celebrates the Arts activities; a Community Gallery; and a series of eight Summer Concerts.

The Contract Class program provides a diverse selection of quality programs and instruction for all ages. The percentage of fees received from participants is shared between the District and the contract instructor.

Accomplishments for Fiscal Year 21-22
 The annual 5K Run/Walk resumed in person on Saturday, October 16, 2021. The event hosted 482 runners and walkers and brought back the newly routed 10K course.

Participants received a commemorative medal and a run shirt.  The Summer Concerts on the Green resumed in person on Friday nights. Seven concerts, including Top 40's, Big Band, tribute bands, classic rock and more, were enjoyed by all those present. The event also included food trucks, giveaways and fun for guests of all ages.
 The annual Spring Egg Hunt was held in its traditional format and had an unprecedented turnout with an estimated 3,000 people in attendance. Attendees enjoyed food trucks, face painting, airbrush tattoos, balloon activities, bubbles, crafts, and three different egg hunts.
 In Conjunction with Cypress Art League, the City of Cypress hosted the in-person 2022 Spring Art Show and had over 187 artist entries.
208

RECREATION AND PARK DISTRICT
Community Events & Enrichment Division
 The Youth Virtual Art Show, previously known as the Rising Stars and Youth Juried Art Show, was held virtually again in 2022. Participants in preschool – 12th grade who reside or attend a school in Cypress submitted artwork online and were showcased on the City’s website from March 15 – April 29. Over 85 pieces of art were submitted.  In partnership with Friends of Cypress Culture Arts (FOCCA), local high school students showcased their talents in person for performing and visual arts. Ten were awarded scholarships.
 Transitioned contract classes to their traditional format to provide the community with safe, fun, and active leisure programs.
 Salute to America, in partnership with Cypress College, returned for the first time since 2019. The event included food trucks, a kid’s game area, live entertainment and a firework display.
 The State of the City, Cypress Community Festival, and the 5K/10K were moved to the month of October to “Celebrate Cypress”.
 Assisted the Cypress Community Festival Association with moving the Festival to the Fall and expanded the event to a two-day format.
 In Partnership with Cypress Chamber, the reimagined State of the City provided an outdoor evening event on the Civic Center Green for residents to meet and network with City officials and key members of the business community.

Objectives for Fiscal Year 2022-23
 Diversify the types of class offerings and expand on our partnership with contractors to offer recreation classes to the community.
 Increase the number of Friends of Cypress Culture Arts (FOCCA) awarded scholarships by 5%.
 Host the annual State of the City and provide event information to residents online and through social media.
 Continue to partner with non-profit organizations to offer various art and/or cultural programs.
209

RECREATION AND PARK DISTRICT
Community Events & Enrichment Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Recreation & Community Services Manager 0.03 - 0.03 0.04 0.01 Recreation Coordinator 0.91 0.93 1.21 1.21 - Recreation Supervisor 1.03 1.02 0.57 0.79 0.22 Part-Time
Recreation Leader II 0.18 0.18 0.25 0.16 (0.09)
Recreation Leader III 0.21 0.21 0.38 0.30 (0.08)
Recreation Leader IV 0.05 0.05 0.02 0.12 0.10
Recreation Specialist 0.22 0.22 0.11 0.17 0.06
Total Positions 2.60 2.64 2.57 2.79 0.22
21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 209,309 $ 317,771 $ 240,963 $ 436,347 37.3% Service and Supplies 194,539 515,721 305,527 358,090 -30.6% Internal Service Fund Charges 15,240 12,430 12,430 12,440 0.1% Total Division Cost $ 419,088 $ 845,922 $ 558,920 $ 806,877 -4.6% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund-District $ 419,088 $ 845,922 $ 558,920 $ 806,877 Total Resources $ 419,088 $ 845,922 $ 558,920 $ 806,877 210

RECREATION AND PARK DISTRICT
Youth and Teen Programs Division
Division Overview
This division includes Teen Programs, Youth Activities, Summer Parks, and the Day Camp program.

The Teen Program provides opportunities for teens, 12-18 years of age, to participate in a variety of activities including: Teen Workshops, Teen Night Out, and a Basketball Skills Tournament.

This program runs in conjunction with the traditional school year calendar and also provides teens with a variety of volunteer opportunities. Those opportunities are:

The Youth Action Committee (YAC), in partnership with the City of La Palma, provides opportunities for high school teens to gain volunteer experience through assistance in citywide special events, formal monthly meetings, attending City Council and Commission meetings, and researching various items in order to contribute to the Recreation and Community Services strategic plan. Additionally, they partner with the Boys & Girls Club of Greater Anaheim-Cypress to offer a craft and science experiment activities to elementary school students.

The Counselor-in-Training (C.I.T.) program allows teens, 14-16 years of age, to experience volunteer opportunities. Participants are trained by staff to plan and implement activities for youths 5-12 years of age. C.I.T.s assist with operations in Summer Parks, Day Camp, Sports Camps, Pee Wee Sports, Challenger Basketball, Senior Center and day special events.

Youth Activities include a variety of offerings:

Cypress Nature Park, open on Saturday during the summer months provides opportunities to walk trails, learn about the park history, and arts and crafts projects.

A monthly Kids Night Out program offers children 5-12 years of age a supervised night including dinner, games, crafts and a movie to allow parents to enjoy a night for themselves.

The Summer Parks program offers 9 weeks of supervised programming for children, 5-12 years of age, three days a week, at multiple park sites.

The Day Camp program provides children 5-12 years of age with recreational and daycare needs. Summer camp is scheduled over 9 weeks. Camp includes games, crafts, sports, cooking, special events and walking excursions.
211

RECREATION AND PARK DISTRICT
Youth and Teen Programs Division
Accomplishments for Fiscal Year 2021-22
 The Youth Action Committee transitioned back to a traditional format for the 2021-22 school year with 22 teens participating.
 The first Teens Night Out, a new Friday night program for 7th and 8th graders, was held and 21 teens attended.
 The Teen Workshop was held in-person again with much success. Thirty-two teens attended and were presented with resume writing skills, job opportunities, and career development counseling from a panel of working professionals.  Partnered with AUHSD AIME (Anaheim’s Innovative Mentoring Experience) Program to increase awareness for all teen programming.
 The Summer 2021 Day Camp program was modified to provide nine weeks of programming following State and County guidelines for COVID-19. An average of 25 children per week attended the modified program.
 Nine weeks of the Hot Fun in the Summer Parks program was offered. The program was held at Oak Knoll Park, Evergreen Park, and Veterans Park. An average of 42 participants attended the Parks program each week.
 Holiday craft videos with Miss Andi were filmed and posted to social media and YouTube, providing simple ideas to keep creative minds busy at home.

Objectives for Fiscal Year 2022-23
 Continue to partner with North Orange Continuing Education and Cypress College to offer Learn-to-Swim Program to the community.
 Continue partnering with the Boys and Girls Club of Greater Anaheim-Cypress to offer craft and science activities as well as the Teens Night Out program.  Expand the partnership with the AUHSD AIME Program to increase volunteer and job opportunities for teens.
 Return to offering the Summer Parks and Day Camp programs during summer in the standard format prior to the COVID-19 Pandemic.
212

RECREATION AND PARK DISTRICT
Youth and Teen Programs Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Recreation Coordinator 0.38 0.32 0.96 0.90 (0.06)
Recreation Supervisor 0.34 0.31 0.46 0.36 (0.10)
Part-Time
Aquatics Instructor 1.14 - - - - Assistant Pool Manager 0.12 - - - - Pool Manager 0.14 - - - - Recreation Leader I 0.68 0.81 0.79 0.71 (0.08) Recreation Leader II 0.73 0.84 0.83 0.73 (0.10)
Recreation Leader III 2.53 2.59 1.07 0.84 (0.23)
Recreation Leader IV 0.29 0.32 0.28 0.25 (0.03)
Recreation Specialist 0.67 0.77 - - - Total Positions 7.02 5.96 4.39 3.79 (0.60) 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 201,384 $ 272,596 $ 247,312 $ 231,976 -14.9% Service and Supplies 19,765 4,241 18,993 5,945 -3.9%
Internal Service Fund Charges 1,360 720 410 720 0.0%
Total Division Cost $ 206,985 $ 293,081 $ 253,667 $ 251,689 -14.1% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund-District $ 206,985 $ 293,081 $ 253,667 $ 251,689 Total Resources $ 206,985 $ 293,081 $ 253,667 $ 251,689 213

RECREATION AND PARK DISTRICT
Senior Citizens Programs Division
Division Overview
This division includes operation of the Cypress Senior Center, daily Senior Citizens programming and the Senior Transportation program.

The Senior Center provides an opportunity for older adults to experience services and activities that enhance personal growth, independence and dignity. Services include a daily nutrition program, educational classes, volunteer opportunities, health and social services, recreational opportunities, and special events. In the past, more than 100,000 participants are served annually.

The Senior Transportation program provides transportation services to Cypress residents who meet eligibility requirements. The transportation programs offered are 1) the Nutrition Taxi, and 2) the Taxi Voucher Program. The Nutrition Taxi provides transportation to and from the Cypress Senior Center for senior residents, 60 years and older, who participate in the Congregate Meal Program. The Taxi Voucher Program provides transportation for medical appointments, shopping, banking and other outings for residents 60 years and older who meet income guidelines.

Accomplishments for Fiscal Year 2021-22
 The Senior Center reopened for indoor programing on January 18, 2022. Seniors are able to enjoy their favorite activities including health & wellness classes, presentations, Senior Center Cinemas, indoor dining, the computer lab, fitness center, leisure activities and much more. The Senior Center also continues to offer outdoor classes at the Civic Center.
 Grab N Go Frozen Meal Distribution services took place on Tuesdays, distributing an average of 5,100 meals monthly. Utilizing the same model, the Senior Grocery Program provided shelf-stable and fresh food items for over 100 households monthly.  Indoor dining resumed on January 18, 2022 on Mondays, Wednesdays and Thursdays. To date, over 1,600 seniors have participated in the indoor Lunch Café program provided by Meals on Wheels Orange County.
 The Senior Center in partnership with AARP provided free in-person tax preparation services for low-income seniors.
 Remodeled the Senior Center restrooms to make them more modern and ADA accessible.
214

RECREATION AND PARK DISTRICT
Senior Citizens Programs Division
Objectives for Fiscal Year 2022-23
 Offer a variety of classes to meet the interests and needs of all ages of active, older adults.
 Provide the frozen Grab N Go meal program until Meals on Wheels Orange County discontinues the service and resumes the five-day indoor Lunch Café dining.  Continue to offer a Home Delivered Meals program.
 Welcome back new and returning older adults to partake in the Senior Center programs and events.
 Host a variety of presentations, screenings and special events that introduce new people to the Senior Center.
 Welcome back new and returning, outstanding volunteers, allowing the Senior Center to function on a daily basis.
 Identify additional opportunities to partner with neighboring cities, local schools and non-profits to enhance services and efficiency.
 Begin working on Senior Center interior improvement projects including, the kitchen, Multi-Use Room, interior lighting, carpet, and reception desk. 215

RECREATION AND PARK DISTRICT
Senior Citizens Programs Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Office Assistant II 1.00 1.00 1.00 1.00 - Recreation Coordinator 1.56 1.60 0.65 0.65 - Recreation Supervisor 0.42 0.44 0.55 0.54 (0.01) Part-Time
Recreation Leader II - - 0.33 0.23 (0.10)
Recreation Leader III 0.14 0.14 0.66 0.45 (0.21)
Recreation Leader IV 0.48 0.48 0.26 0.50 0.24
Recreation Specialist 0.89 0.89 1.79 1.78 (0.01)
Total Positions 4.49 4.55 5.24 5.15 (0.09)
21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits 391,377$ 433,083$ 417,706$ 405,981$ -6.3% Service and Supplies 54,111 148,125 71,095 149,260 0.8% Internal Service Fund Charges 9,190 6,734 17,000 6,734 152.5% Total Division Cost 454,678$ 587,942$ 495,535$ 572,241$ -2.7% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund-District 454,678$ 587,942$ 495,535$ 572,241$ Total Resources 454,678$ 587,942$ 495,535$ 572,241$
216

RECREATION AND PARK DISTRICT
Sports Programs Division
Division Overview
This division includes Adult Sports, Youth Sports, permits for facilities, fields and park open space and Youth League improvements through the Advisory Committee on the Use of Athletic Facilities (ACUAF) program.

The Adult Sports program offers recreational sports leagues to adults at least 18 years old. Year round leagues in softball and basketball are offered with three seasons per year. A drop-in badminton, pickleball and volleyball program meets individual interests by providing weekly pickup games.

The Youth Sports program includes recreational sports of basketball, volleyball, soccer, baseball and fitness classes for children, ages 3 – 7 years, emphasizing fundamentals and sportsmanship. Youth basketball and volleyball leagues are offered twice a year for children ages 7 – 14 years. The leagues are fully supported by volunteer coaches that undergo fingerprinting and background checks to qualify for the position. Educational camps for volleyball, basketball, soccer and all sorts of sports are offered to provide instructional opportunities during the summer. To expand on inclusionary programming, a Challenger basketball league is conducted for participants with special needs with volunteer “buddies” assisting players on a 2:1 ratio. More than 1,500 children participate in the youth sports programs annually.

The Facilities/Field Permits program was created in conjunction with the Joint-Use Agreements with the Anaheim Union High School District (AUHSD) and Cypress School District (CSD) for the permitting of school athletic facilities as well as City athletic fields, facilities and open space.

Youth League Improvements (ACUAF) program was created to provide for minor park improvements considered “above and beyond” normal maintenance as identified through policy.

Proposed projects are funded by ACUAF surcharges of $3.00 per registered Youth League participant per season, and an annual contribution of $5,000 from the District.

Accomplishments for Fiscal Year 2021-22
 Pee Wee sports classes were filled to the maximum capacity providing for just under 400 participants.
 Youth Basketball and Volleyball Leagues were able to return to a traditional format at Lexington Junior High School gym. The Fall volleyball league had 103 participants, the Spring volleyball had 159 participants and the Winter basketball league had 160 participants.
217

RECREATION AND PARK DISTRICT
Sports Programs Division
 Pickleball courts are open at Arnold Cypress Park 8:00am-9:00pm, 7 days a week allowing time for the entire community to play.
 Drop-in Badminton at Lexington Junior High averages 35 players per week.  Eight sports camps were introduced with 305 participants this past summer at Arnold Cypress Park. 8-14 year olds enjoyed a week long camp improving their skills in soccer, basketball, volleyball, and various other sports.  ACUAF provided a free movie night for their participants and community members that included food trucks, face painters, and jumpers.
 Secured a sponsor for the Challenger basketball league that included uniforms, team and individual pictures, and participation awards.
 Scheduled various city sport programs including pee wee sports and youth sports camps at Lexington Park.
 Permitted both AYSO (American Youth Soccer Organization) and FNL (Friday Night Lights) spring seasons at Lexington Park.

Objectives for Fiscal Year 2022-23
 Continue providing training for all youth sports volunteer coaches (180 on average) to include Youth Concussion protocols, sportsmanship awareness and updates to sport rules.
 Return to minimum of six teams per division for youth volleyball and basketball.  Implement leagues, tournaments, socials for pickleball.  Propose ACUAF groups continue providing an annual free event for their participants and community members.
 Work with ACUAF groups to create opportunities for the younger aged special needs participants.
218

RECREATION AND PARK DISTRICT
Sports Programs Division
 Maintain sponsorship for Challenger Basketball program and increase the number of younger aged participants.
 Maintain Joint Use Agreements with Anaheim Union High School District and Cypress School District.
 Coordinate 4-on-4 one-day volleyball tournaments for teens and adults.  Continue to permit community members and organizations plus outside groups on the athletic fields at Lexington Park.
219

RECREATION AND PARK DISTRICT
Sports Programs Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Recreation Coordinator 0.82 0.82 0.86 0.84 (0.02)
Recreation Supervisor 0.66 0.65 0.81 0.82 0.01
Part-Time
Recreation Leader I 0.05 0.10 0.10 0.10 - Recreation Leader II 0.78 0.81 1.17 1.83 0.66 Recreation Leader III 1.07 1.06 2.00 2.27 0.27
Recreation Leader IV 0.67 0.78 0.17 0.17 - Recreation Specialist 0.02 0.02 0.01 0.84 0.83 Total Positions 4.07 4.24 5.12 6.87 1.75
21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits 163,432$ 257,847$ 177,943$ 278,046$ 7.8% Service and Supplies 3,380 40,817 26,685 42,692 4.6%
Internal Service Fund Charges 3,010 2,395 2,395 2,570 7.3% Total Division Cost 169,822$ 301,059$ 207,023$ 323,308$ 7.4% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund-District 169,822$ 301,059$ 207,023$ 323,308$ Total Resources 169,822$ 301,059$ 207,023$ 323,308$
220

RECREATION AND PARK DISTRICT
Maintenance & Facility Support Division
Division Overview
This Division includes several programs to maintain the District’s infrastructure. The Community Center Maintenance program provides contracted maintenance services for the 22,000 square foot Community Center including classrooms, kitchen, ballroom, restrooms and the District’s administrative offices. Maintenance support is also provided for the setup and breakdown of various City events such as Community Center Holiday Décor, Community Festival, Salute to America, Independence Day Celebration, Holiday Sing and Tree Lighting, Cypress Run, and eight Summer Concerts.

The Park Landscaping program covers all landscape maintenance services related to Districtowned parks and open turf areas other than athletic facilities. Routine irrigation and turf maintenance is performed by a contracted service. Major irrigation work and emergency repairs where skilled work is required will be performed by City staff. All tree maintenance is also performed under a single City-wide contract.

Athletic Fields provide year-round maintenance to all District-owned athletic facilities. In addition, City staff is provided to repair, upgrade, and mitigate potential safety hazards of playground equipment, playing fields, all pickleball and tennis courts, a pond, picnic tables, drinking fountains, barbeques, fencing, athletic field lighting and park lighting. Tennis court lamps and athletic field lamps are replaced as needed throughout the year.

The Park Buildings program covers non-mechanical maintenance services for the Showmobile, park restrooms, picnic shelters, and snack bars. This includes repairs, upgrades and mitigation of safety hazards. Expenditures associated with the Showmobile setup and breakdown for inhouse programs are also accounted for in this program.

Senior Center Building provides maintenance services for the 17,000 square foot Senior Center to include classrooms, kitchen, auditorium, restrooms and offices.

The Facility Operations program provides part-time staff to facilitate program set-up and light custodial needs at the Cypress Senior Center, Community Center, and at special events (Arts receptions, Salute to America, Community Festival, Concerts, Holiday Sing, Egg Hunt, Summerfest, and Movie-on-the-Green), as well as providing supervision for evening and weekend facility classes and rentals.

This entire Division also provides support and supplies to community groups and businesses that desire to conduct service projects to address clean-up and general repair to park facilities.

Examples include Eagle Scout projects, Corporate Earth-Day Volunteer projects, and church volunteer programs.
221

RECREATION AND PARK DISTRICT
Maintenance & Facility Support Division
The division also provides support for the City’s Art in Public Places program in handling the installation and maintenance of public art. Six pieces currently enrich various locations in the City.

Accomplishments for Fiscal Year 2021-22
 Completed a conceptual design for the Arnold Cypress Park Rehabilitation.  City-wide park enhancements were made to four parks and one facility including Manzanita, Maple Grove North, Darrell Essex, Willow, and the tennis courts.

Enhancements included new park identification signage and upgraded amenities throughout the park.
 Darrell Essex received a new park identification sign facing Cumberland Drive, a meandering concrete walkway between the two playgrounds, additional LED security lights, and an additional 4,500 square feet of turf.
 Construction was completed for Lexington Park, the city’s 21st park. A grand opening was held on March 12 that included family games, a youth showcase, sports demonstrations and an evening concert.
 Oak Knoll Park concession stand/restroom building was approved by the County of Orange Health Department.
 A Cypress business completed a community project at Mackay Park involving realigning the rocks and shrubs in the swell areas throughout the park.

Objectives for Fiscal Year 2022-23
 Continue to partner with Public Works Maintenance Division to maintain the District’s facilities, parks, programs, and special events
 Complete final design for the rehabilitation of Arnold Cypress Park.  Continue with the city-wide park enhancement project to provide current and updated amenities at the following parks: Baroldi/Sycamore, Damron, Laurel, Oak Knoll and Rosen/Acacia
222

RECREATION AND PARK DISTRICT
Maintenance & Facility Support Division
21/22 Budget
vs.

Summary of Positions 2019-20 2020-21 2021-22 2022-23 22/23 Budget Full-Time
Recreation Coordinator 0.29 0.29 0.30 0.37 0.07
Recreation Supervisor 0.26 0.26 0.35 0.21 (0.14)
Part-Time
Recreation Facilities Attendant 2.35 2.00 2.00 1.35 (0.65) Recreation Leader II 0.81 0.82 0.69 0.78 0.09
Recreation Leader III 1.63 1.63 1.38 1.55 0.17
Recreation Leader IV 0.82 0.99 1.00 1.00 - Total Positions 6.16 5.99 5.72 5.26 (0.46) 21/22 Budget
2020-21 2021-22 2021-22 2022-23 vs.

Summary of Expenditures Actual Budget Estimate Proposed 22/23 Budget Salaries and Benefits $ 76,909 $ 257,063 $ 158,975 $ 230,519 -10.3% Service and Supplies 1,649,007 1,995,972 1,819,550 2,342,698 17.4% Total Division Cost $1,725,916 $2,253,035 $1,978,525 $2,573,217 14.2% 2020-21 2021-22 2021-22 2022-23
Summary of Resources Actual Budget Estimate Proposed
General Fund-District $1,725,916 $2,253,035 $1,978,525 $2,573,217 Total Resources $1,725,916 $2,253,035 $1,978,525 $2,573,217 223

GENERAL
PARKS PROJECTS (80700_8071) FUND
Community Center Roof Replacement $ 600,000
Veterans Park Sports Court Replace/Improvements 520,000 Senior Center Interior Improvements 500,000
Oak Knoll Park Security Improvements 250,000
Parking Lot Seal Coat 200,000
Park Shade Structure Repairs/Replacements 80,000
Park Playground Surfacing Sealing and Repairs 25,000
Civic Center Green Tree Replacement 20,000
Community Center Bathroom Counter Replacement 20,000
TOTAL NEW CAPITAL PROJECTS $ 2,215,000

CYPRESS RECREATION AND PARK DISTRICT

CAPITAL PROJECTS
Fiscal Year 2022-23
224
225
226
227
228
229
230
231
232
233

CAPITAL OUTLAY
Any items with a useful life of greater than one year and a cost in excess of $1,000 are considered Capital Outlay items. The purchase of new or replacement Capital Outlay items require Recreation and Park District Board of Directors approval through the annual budget process. The proposed Capital Outlay items for the current budget year total $21,700 and are detailed below. They include both items funded with set-aside replacement monies and monies included in the Recreation and Park District’s operating budget. A total of $10,000 is being paid for by operating funds in FY 2022-23 with $11,700 being funded by monies previously set-aside in the Recreation and Park District’s Capital Replacement Fund.

NEW
EQUIPMENT (725-95300.xxxx_xxx)
4310_200 Safety Harness Equipment - Senior Center $ 10,000 $ 10,000
Total New Capital Outlay $ 10,000

REPLACEMENT
EQUIPMENT (725-95300.xxxx_xxx)
4310_200 Ice Machine - Senior Center $ 3,200
4310_200 Tables (30) - Senior Center 8,500
$ 11,700
Total Replacement Capital Outlay $ 11,700
TOTAL CAPITAL OUTLAY $ 21,700
234

CYPRESS RECREATION AND PARK DISTRICT

FUND SUMMARIES
Fiscal Year 2022-23
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimate Proposed
FUND BALANCE, JULY 1 $ 11,530,283 $ 11,610,315 $ 11,610,315 $ 11,610,315 $ 9,842,473 Revenues
Property Taxes
3001 Secured 4,755,152 4,800,000 4,800,000 4,900,000 4,998,000 3002 Unsecured 142,006 141,000 141,000 150,000 153,000
3004 Prior Years 47,430 35,000 35,000 35,000 36,000
3005 Supplemental Roll 97,950 101,000 101,000 50,000 51,000 3006 Public Utility 70,131 71,000 71,000 70,000 71,000
3007 Pass Thru Taxes 115,284 116,000 116,000 120,000 121,000 3011 Residual Tax Increment 730,497 928,000 928,000 780,000 788,000 Total 5,958,450 6,192,000 6,192,000 6,105,000 6,218,000 Interest & Rent
3400 Investment Earnings 81,666 75,000 75,000 45,000 50,000 3412 Bldg Rents-Community Center (435) 108,220 108,220 43,273 120,000 3414 Bldg Rents-Senior Center - 14,000 14,000 4,000 14,000 3415 Bldg Rents-Parks 17,318 25,340 25,340 28,000 30,000 3417 Bldg Rents-Sports Park - 147,350 147,350 68,000 157,000 Total 98,549 369,910 369,910 188,273 371,000
Revenue from Other Agencies
3502 Homeowners Tax Relief 23,172 24,000 24,000 22,882 23,000 3525 Grants - Miscellaneous 9,128 48,000 48,000 24,000 474,681 Total 32,300 72,000 72,000 46,882 497,681
Service Charges
3650 Cultural Arts Receipts - 3,000 3,000 4,980 4,000
3651 Recreation Registration Fee 8,738 13,000 13,000 11,000 11,000 3652 Adult Sports Fees (438) 21,774 21,774 4,578 22,212 3653 Youth Sports Fees 56,275 119,770 119,770 68,828 122,880 3657 Youth League Fees 1,740 7,000 7,000 6,700 6,700
3658 Facility Replacement Fee 19,099 17,000 17,000 22,000 22,000 3659 Contract Classes 211,421 430,000 430,000 260,000 263,631 3661 Teen Excursion Fees - 375 375 305 188
3665 Senior Citizens Activities Fees 500 47,130 47,130 11,351 29,448 3668 Playground Events & Excursions 5,844 28,736 28,736 17,070 26,388 3669 Day Camp Fees 58,615 92,570 92,570 46,616 85,545
3673 Special Event Fees - 4,000 4,000 - -
3674 Independence Day Revenue - 7,500 7,500 550 7,500
3677 5K/10K Run Revenues 3,360 52,900 52,900 26,121 52,900 3680 Lighting Fee - Youth Sports 6,393 9,500 9,500 11,000 11,500 3683 ACUAF - Non-Resident Fees 2,825 8,000 8,000 5,400 8,000 Total 374,372 862,255 862,255 496,499 673,892
Other Revenue
3711 Expense Reimbursement 113 - - 4,000 -
3713 Donations/Contributions 2,625 - - 391 -
3738 Miscellaneous Revenue 1,200 - - 26 -
Total 3,938 - - 4,417 -
Total Current Operating Revenue 6,467,609 7,496,165 7,496,165 6,841,071 7,760,573 CRPD GENERAL FUND - FUND 212
235

CYPRESS RECREATION AND PARK DISTRICT

FUND SUMMARIES
Fiscal Year 2022-23
(continued)
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimate Proposed
Operating Transfers-In
CRPD Park Development Fund - 213 361,978 - 5,212,325 5,667,671 - Total Operating Transfers-In 361,978 - 5,212,325 5,667,671 - Other Sources
Loans from City Infrastructure Fund 5,421,300 1,275,000 8,656,714 8,656,714 - Total Revenues and Sources 12,250,887 8,771,165 21,365,204 21,165,456 7,760,573 Total Available 23,781,170 20,381,480 32,975,519 32,775,771 17,603,046 Expenditures
Operating Expenditures:

Recreation and Community Services 4,170,439 5,610,468 5,648,651 4,602,842 5,915,796 Capital Expenditures:
80700 Park Projects 6,905,488 3,612,500 11,605,372 11,507,067 2,215,000 Operating Transfers-Out:

City Infrastructure Reserve Fund - 416 845,780 1,044,000 1,044,000 6,567,671 401,918 CRPD Capital Replacement Fund - 725 99,148 105,718 115,718 105,718 10,000 CRPD Employee Benefits Fund - 755 150,000 150,000 150,000 150,000 150,000 Total Operating Transfers-Out 1,094,928 1,299,718 1,309,718 6,823,389 561,918 Total Expenditures and Transfers Out 12,170,855 10,522,686 18,563,741 22,933,298 8,692,714 FUND BALANCE, JUNE 30 $ 11,610,315 $ 9,858,794 $ 14,411,778 $ 9,842,473 $ 8,910,332 CRPD PARK DEVELOPMENT - FUND 213
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimate Proposed
FUND BALANCE, JULY 1 $ 418,333 $ 152,529 $ 152,529 $ 152,529 $ 153,129 Revenues
Interest & Rent
3400 Investment Earnings 2,490 500 500 600 100
Service Charges
3630 Park Facility Development Fees 93,684 - - 5,667,671 - Total Current Operating Revenue 96,174 500 500 5,668,271 100 Total Available 514,507 153,029 153,029 5,820,800 153,229 Expenditures
Operating Transfers-Out
CRPD General Fund - 212 361,978 - 5,212,325 5,667,671 - Total Expenditures 361,978 - 5,212,325 5,667,671 -
FUND BALANCE, JUNE 30 $ 152,529 $ 153,029 $ (5,059,296) $ 153,129 $ 153,229 CRPD GENERAL FUND - FUND 212
236

CYPRESS RECREATION AND PARK DISTRICT

FUND SUMMARIES
Fiscal Year 2022-23
CRPD CENTRAL SERVICES - FUND 715
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 43,958 $ 51,670 $ 60,969 $ 51,670 $ 60,990 Revenues
Service Charges
3804 Vehicle Rental 13,560 15,700 15,700 15,700 -
3805 Equipment Rental 2,700 2,800 2,800 2,800 -
Total 16,260 18,500 18,500 18,500 -
Total Current Operating Revenue 16,260 18,500 18,500 18,500 - Total Available 60,218 70,170 79,469 70,170 60,990
Expenditures
Operating Expenditures
Recreation and Community Services 8,548 9,201 9,201 9,180 25,393 Total Expenditures/Uses 8,548 9,201 9,201 9,180 25,393
FUND BALANCE, JUNE 30 $ 51,670 $ 60,969 $ 70,268 $ 60,990 $ 35,597 CRPD CAPITAL REPLACEMENT - FUND 725
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 654,747 $ 642,728 $ 642,728 $ 642,728 $ 531,388 Revenues
Revenue from Other Agencies
3525 Grants - Miscellaneous - - 35,000 - -
Total - - 35,000 - -
Service Charges
3804 Vehicle Rental 750 750 750 750 750
3805 Equipment Rental 15,270 8,730 8,730 8,730 47,250
3806 Office Equipment Rental 1,770 1,040 1,040 1,040 900 Total 17,790 10,520 10,520 10,520 48,900
Total Current Operating Revenue 17,790 10,520 45,520 10,520 48,900 Operating Transfers-In
CPRD General Fund - 212 99,148 105,718 115,718 105,718 10,000 Total 99,148 105,718 115,718 105,718 10,000
Total Revenue and Transfers-In 116,938 116,238 161,238 116,238 58,900 Total Available 771,685 758,966 803,966 758,966 590,288 Expenditures
Operating Expenditures
Capital Outlay/Other Expenditures 128,957 186,255 235,512 227,578 21,700 Total Expenditures/Uses 128,957 186,255 235,512 227,578 21,700 FUND BALANCE, JUNE 30 $ 642,728 $ 572,711 $ 568,454 $ 531,388 $ 568,588 237

FUND SUMMARIES
238

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 22,104,641 $ 24,162,552 $ 24,162,552 $ 24,162,552 $ 29,376,055 Revenues
Property Taxes
3001 Secured 5,043,467 5,092,000 5,092,000 5,200,000 5,304,000 3002 Unsecured 150,617 131,000 131,000 160,000 163,000
3004 Prior Years 50,327 35,000 35,000 45,000 46,000
3005 Supplemental Roll 103,891 101,000 101,000 50,000 51,000 3006 Public Utility 101,764 102,000 102,000 101,000 103,000 3007 Pass Thru 118,154 120,000 120,000 128,000 131,000
3010 VLF Backfill 5,136,804 5,190,000 5,190,000 5,322,016 5,428,000 3011 Residual Tax Increment 693,090 940,000 940,000 730,000 738,000 Total 11,398,114 11,711,000 11,711,000 11,736,016 11,964,000 Other Taxes
3100 Sales and Use Tax 12,077,322 11,750,000 11,750,000 12,250,000 12,900,000 3101 Franchise-Water 173,089 160,000 160,000 158,484 160,000 3102 Franchise-Gas 81,265 75,000 75,000 97,428 82,500
3103 Franchise-Electric 475,306 445,000 445,000 515,000 495,000 3104 Franchise-Refuse 644,347 630,000 630,000 655,000 685,000 3106 Franchise-Cable TV 379,451 395,000 395,000 385,000 385,000 3107 Business License Tax 1,264,263 1,200,000 1,200,000 1,265,000 1,250,000 3108 Transient Occupancy Tax 1,648,030 1,900,000 1,900,000 2,500,000 2,650,000 3109 Real Property Transfer Tax 388,209 240,000 240,000 385,000 275,000 3110 Parimutual Tax 23,602 50,000 50,000 65,000 65,000
3111 Satellite Wagering Tax 108,154 120,000 120,000 140,000 140,000 3112 PSAF Sales Tax 383,065 386,200 386,200 420,000 440,000 3115 Sales Tax - Audit Pass Through (497,877) (495,000) (495,000) (495,000) (495,000) Total 17,148,226 16,856,200 16,856,200 18,340,912 19,032,500 Licenses and Permits
3200 Building Permits 562,503 490,000 490,000 615,000 490,000 3201 Plumbing/Heating Permits 63,262 80,000 80,000 120,000 90,000 3202 Electrical Permits 62,459 70,000 70,000 140,000 80,000 3204 Street and Curb Permits 129,811 100,000 100,000 190,000 100,000 3205 Other Licenses and Permits 5,401 5,000 5,000 12,100 10,500 3206 Parking Permits 432 310 310 250 330
3209 Alarm System Permits 61,074 63,580 63,580 62,000 112,240 Total 884,942 808,890 808,890 1,139,350 883,070
Fines
3300 Ordinance Violation Fines 249,127 200,000 200,000 179,276 200,000 3303 Alarm Ordinance Fines 8,014 10,000 10,000 15,000 15,000 Total 257,141 210,000 210,000 194,276 215,000
Interest and Rent
3400 Investment Earnings 264,843 275,000 275,000 225,000 225,000 3401 Investment Earnings-Mrkt Val Adj (832,279) - - - - 3410 Rental-Cell Tower 13,268 13,268 13,268 14,297 15,739 3425 Rental-Bus Shelter Advertising - 10,535 10,535 11,000 11,000 Total (554,168) 298,803 298,803 250,297 251,739
GENERAL - FUND 111
239

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
Revenue from Other Agencies
3502 Homeowners Tax Relief 24,577 25,000 25,000 24,273 25,000 3508 Motor Vehicle License Fee 36,138 35,000 35,000 56,066 45,000 3518 State Mandated Reimbursement 26,731 8,000 8,000 8,000 8,000 3525 Grants 25,586 342,311 450,144 386,725 189,774
3530 POST Reimbursement 3,800 8,000 8,000 20,766 10,000 3580 Waste Revenue Sharing - 235,000 235,000 72,405 50,000 Total 116,832 653,311 761,144 568,235 327,774
Service Charges
3600 Zoning Fees 80,942 65,000 65,000 65,000 65,000
3601 Subdivision Fees 790 3,000 3,000 3,000 3,000
3603 Sale of Maps and Publications - 100 100 50 50
3605 Special Services-Police 21,987 21,761 21,761 29,072 26,834 3606 Special Services-Public Works 1,816 - - 1,887 1,943 3607 Business License Admin Fee 98,634 87,500 87,500 127,500 125,000 3608 Blood Draw Recovery Fee 856 550 550 1,000 1,000
3610 Adminstrative Tow Fee 44,743 33,530 33,530 45,722 46,300 3620 Plan Check Fees 644,510 365,000 365,000 600,000 300,000 3621 Engineering and Inspection Fees 23,455 20,000 20,000 80,000 22,000 3632 City Services Charges 373,748 385,000 385,000 408,000 485,000 3635 Construction/Demolition Admin Fee 12,000 7,200 7,200 17,500 7,000 3801 Park District Administrative Fee 1,722,002 2,048,622 2,048,622 1,867,345 2,395,348 3809 Park District Admin Fee-Other 59,038 97,373 59,038 59,038 57,964 Total 3,122,856 3,096,301 3,096,301 3,305,114 3,536,439 Other Revenue
3701 Admin Fees-Sewer Connection 3,799 3,000 3,000 24,500 3,000 3711 Expense Reimbursement 63,898 51,835 51,835 131,835 51,835 3738 Miscellaneous Revenue 352,009 2,500 2,500 200 500
Total 419,706 57,335 57,335 156,535 55,335
Total Operating Revenue 32,793,649 33,691,840 33,799,673 35,690,735 36,265,857 Sources
Operating Transfers-In
Pandemic Response - Fund 115 240,000 11,767,000 11,717,000 6,277 461,173 Traffic Safety - Fund 221 120,000 120,000 90,000 100,000 88,845 Gas Tax - Fund 231 286,850 286,850 287,042 313,115 251,024 Gas Tax 2107/2107.5 - Fund 233 371,038 371,038 397,177 433,765 345,678 Lighting District #2 - Fund 251 207,650 207,650 152,057 174,137 167,181 Corp Center Maint District #1- Fund 271 11,622 11,622 12,386 13,582 9,091 Cable TV Franchise Agreement-Fund 291 268 8,000 8,000 8,000 - Total Transfers-In 1,323,260 1,245,160 12,772,160 12,663,662 1,040,876 Total Revenue/Sources/Use of Reserves 34,116,909 34,937,000 46,571,833 48,354,397 37,306,733 Total Available 56,221,550 59,099,552 70,734,385 72,516,949 66,682,788 GENERAL - FUND 111 (continued)
240

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
GENERAL - FUND 111 (continued)
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
Expenditures
Operating Expenditures
Legislative 681,094 778,521 866,021 822,046 824,170
City Administration 2,559,201 1,906,696 3,131,461 3,016,667 2,238,593 Finance and Administrative Services 2,051,119 2,119,287 2,144,287 2,063,051 2,281,456 Police 17,134,955 19,976,091 19,989,147 17,849,592 21,112,936 Planning/Development 1,075,008 1,350,018 2,143,508 2,056,137 1,715,278 Public Works-Engineering 2,285,352 2,350,146 2,547,558 2,258,802 2,408,051 Public Works-Maintenance 3,805,800 4,629,915 4,644,238 4,118,232 4,868,701 Total Expenditures 29,592,529 33,110,674 35,466,220 32,184,527 35,449,185 Uses
Operating Transfers-Out
General Fund Grants - Fund 114 2,905 7,975 7,975 7,525 6,550 Storm Drain - Fund 261 250,000 250,000 250,000 250,000 250,000 City Capital Projects - Fund 415 725,000 1,550,000 1,550,000 1,550,000 1,550,000 Pandemic Recovery Projects - Fund 415 - - - - 625,000
Infrastructure Reserve - Fund 416 1,325,000 - 4,500,000 4,500,000 400,000 Information Systems - Fund 713 - - 17,000 17,000 -
City Capital Replacement - Fund 721 13,564 121,842 131,842 131,842 21,840 City Employee Benefits - Fund 751
Pension Trust Investment 150,000 - 4,500,000 4,500,000 - Total Transfers-Out 2,466,469 1,929,817 10,956,817 10,956,367 2,853,390 Total Expenditures/Uses 32,058,998 35,040,491 46,423,037 43,140,894 38,302,575 FUND BALANCE, JUNE 30 $ 24,162,552 $ 24,059,061 $ 24,311,348 $ 29,376,055 $ 28,380,213 241

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
GENERAL FUND GRANTS - FUND 114
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ (28,936) $ (50,310) $ (50,310) $ (50,310) $ - Revenues
Revenue from Other Agencies
3525 Grants 82,814 39,493 174,358 147,952 89,500
3531 Loan Payoff - CDBG 13,000 10,000 10,000 19,956 10,000 3572 Grants - CDBG 27,766 160,000 292,235 211,883 160,000 Total 123,580 209,493 476,593 379,791 259,500
Total Operating Revenue 123,580 209,493 476,593 379,791 259,500 Sources
Operating Transfers-In
General - Fund 111 2,905 7,975 7,975 7,525 6,550
Total Transfers-In 2,905 7,975 7,975 7,525 6,550
Total Revenue/Sources 126,485 217,468 484,568 387,316 266,050 Total Available 97,549 167,158 434,258 337,006 266,050
Expenditures
Operating Expenditures
Police 87,126 33,950 144,679 117,822 82,450
Community Development 39,173 170,000 302,235 205,666 170,000 Public Works-Engineering 13,517 13,518 13,518 13,518 13,600 Total Expenditures 139,816 217,468 460,432 337,006 266,050 Uses
Operating Transfers-Out
City Capital Replacement - Fund 721 8,043 - - - -
Total Uses 8,043 - - - -
Total Expenditures/Uses 147,859 217,468 460,432 337,006 266,050 FUND BALANCE, JUNE 30 $ (50,310) $ (50,310) $ (26,174) $ - $ - 242

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
PANDEMIC RESPONSE AND RECOVERY - FUND 115
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 611 $ - $ - $ - $ -
Revenues
Interest and Rent
3400 Investment Earnings 505 - - - -
Total 505 - - - -
Revenue from Other Agencies
3525 Grants - Miscellaneous 675,035 - 11,717,000 - 6,277 Total 675,035 - 11,717,000 - 6,277
Total Operating Revenue 675,540 - 11,717,000 - 6,277
Total Available 676,151 - - 11,717,000 6,277
Expenditures
Operating Expenditures
Coronavirus Disease 2019 194,354 - - - -
Total 194,354 - - - -
Uses
Operating Transfers-Out
General - Fund 111 461,173 240,000 11,767,000 11,717,000 6,277 Lighting District #2 - Fund 251 - 200,000 - - -
City Capital Projects - Fund 415 - 75,000 - - -
Central Svc-City Services - Fund 711 - 110,000 - - -
City Capital Replacement - Fund 721 13,021 - - - -
City Employee Benefits - Fund 751 7,603 - - - -
Total 481,797 625,000 11,767,000 11,717,000 6,277
Total Expenditures/Uses 676,151 625,000 11,767,000 11,717,000 6,277 FUND BALANCE, JUNE 30 $ - $ (625,000) $ (11,767,000) $ - $ - 243

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
TRAFFIC SAFETY - FUND 221
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ - $ - $ - $ - $ -
Revenues
Fines
3301 Traffic Fines 88,845 120,000 120,000 90,000 100,000 Total Operating Revenue 88,845 120,000 120,000 90,000 100,000 Total Available 88,845 120,000 120,000 90,000 100,000
Uses
Operating Transfers-Out
General - Fund 111 88,845 120,000 120,000 90,000 100,000 Total Uses 88,845 120,000 120,000 90,000 100,000
FUND BALANCES, JUNE 30 $ - $ - $ - $ - $ -
GAS TAX 2105 - FUND 231
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ - $ - $ - $ - $ -
Revenues
Revenue from Other Agencies
3516 State Gas Tax-2105 251,024 286,850 286,850 287,042 313,115 Total Operating Revenue 251,024 286,850 286,850 287,042 313,115 Total Available 251,024 286,850 286,850 287,042 313,115 Uses
Operating Transfers-Out
General - Fund 111 251,024 286,850 286,850 287,042 313,115 Total Uses 251,024 286,850 286,850 287,042 313,115
FUND BALANCE, JUNE 30 $ - $ - $ - $ - $ -
244

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
GAS TAX 2106 - FUND 232
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 1,045,479 $ 1,075,881 $ 1,075,881 $ 1,075,881 $ 661,488 Revenues
Interest and Rent
3400 Investment Earnings 3,625 1,500 1,500 1,800 1,500
Total 3,625 1,500 1,500 1,800 1,500
Revenue from Other Agencies
3512 State Gas Tax - 2106 157,539 177,754 177,754 178,046 194,098 3525 Grants - Miscellaneous - - - - -
Total 157,539 177,754 177,754 178,046 194,098
Total Operating Revenue 161,164 179,254 179,254 179,846 195,598 Sources
Operating Transfers-In
Measure M - Fund 236 696,119 - - - -
Total Transfers-In 696,119 - - - -
Total Revenue/Sources 857,283 179,254 179,254 179,846 195,598 Total Available 1,902,762 1,255,135 1,255,135 1,255,727 857,086 Expenditures
Capital Expenditures
80100 Street Projects 696,120 - - - -
Total 696,120 - - - -
Uses
Operating Transfers-Out
City Capital Projects - Fund 415 130,761 150,000 594,239 594,239 350,000 Total Transfers-Out 130,761 150,000 594,239 594,239 350,000 Total Expenditures/Uses 826,881 150,000 594,239 594,239 350,000 FUND BALANCE, JUNE 30 $ 1,075,881 $ 1,105,135 $ 660,896 $ 661,488 $ 507,086 245

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
GAS TAX 2107/2107.5 - FUND 233
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ - $ - $ - $ - $ -
Revenues
Revenue from Other Agencies
3513 State Gas Tax - 2107 339,678 365,038 365,038 391,177 427,765 3514 State Gas Tax - 2107.5 6,000 6,000 6,000 6,000 6,000 Total Operating Revenue 345,678 371,038 371,038 397,177 433,765 Total Available 345,678 371,038 371,038 397,177 433,765 Uses
Operating Transfers-Out
General - Fund 111 345,678 371,038 371,038 397,177 433,765 Total Transfers-Out 345,678 371,038 371,038 397,177 433,765 FUND BALANCE, JUNE 30 $ - $ - $ - $ - $ -
TRAFFIC MITIGATION ASSESSMENT - FUND 234
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 672,925 $ 617,765 $ 617,765 $ 617,765 $ 427,388 Revenues
Interest and Rent
3400 Investment Earnings 3,691 1,000 1,000 1,500 500
Total 3,691 1,000 1,000 1,500 500
Service Charges
3628 Traffic Mitigation Fee 8,077 - - 303,226 -
Total 8,077 - - 303,226 -
Total Revenue 11,768 1,000 1,000 304,726 500
Sources
Operating Transfers-In
Measure M - Fund 236 - - - - 150,000
Lighting District #2 - Fund 251 6,395 - 343,605 343,605 - Total Transfers-In 6,395 - 343,605 343,605 150,000
Total Revenue/Sources 18,163 1,000 344,605 648,331 150,500 Total Available 691,088 618,765 962,370 1,266,096 577,888 Expenditures
Capital Expenditures
80100 Street Projects 66,928 - 836,272 836,272 -
80200 Traffic Signal Projects 6,395 - 2,436 2,436 250,000 Total 73,323 - 838,708 838,708 250,000
Total Expenditures/Uses 73,323 - 838,708 838,708 250,000 FUND BALANCE, JUNE 30 $ 617,765 $ 618,765 $ 123,662 $ 427,388 $ 327,888 246

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
REGIONAL TRAFFIC FEE - FUND 235
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 376,971 $ 377,683 $ 377,683 $ 377,683 $ 405,683 Revenues
Service Charges
3629 Regional Traffic Impact Fees 712 500 500 28,000 500 Total Operating Revenues 712 500 500 28,000 500
Total Available 377,683 378,183 378,183 405,683 406,183 FUND BALANCE, JUNE 30 $ 377,683 $ 378,183 $ 378,183 $ 405,683 $ 406,183 MEASURE M - FUND 236
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 1,958,818 $ 1,098,007 $ 1,098,007 $ 1,098,007 $ 1,161,171 Revenues
Interest and Rent
3400 Investment Earnings 11,876 2,500 2,500 2,500 2,000 Total 11,876 2,500 2,500 2,500 2,000
Revenue from Other Agencies
3517 Measure M Turnback/M2 933,280 866,098 866,098 837,254 1,080,042 3525 Grants-Miscellaneous - - - - 200,000
Total 933,280 866,098 866,098 837,254 1,280,042
Other Revenue
3711 Expense Reimbursement 55,000 - - - -
Total 55,000 - - - -
Total Operating Revenue 1,000,156 868,598 868,598 839,754 1,282,042 Total Available 2,958,974 1,966,605 1,966,605 1,937,761 2,443,213 Expenditures
Capital Expenditures
80100 Street Projects 851,982 - - 1,976 440,000
80200 Traffic Signal Projects 38,599 100,000 179,777 174,614 110,000 Total 890,581 100,000 179,777 176,590 550,000
Uses
Operating Transfers-Out
Gas Tax 2106 - Fund 232 696,119 - - - -
Traffic Mitigation Assessment-Fnd 234 - - - - 150,000
Road Maintenance and Rehab - Fund 239 - - - - 310,000
City Capital Projects - Fund 415 274,267 600,000 600,000 600,000 75,000 Total Uses 970,386 600,000 600,000 600,000 535,000
Total Expenditures/Uses 1,860,967 700,000 779,777 776,590 1,085,000 FUND BALANCE, JUNE 30 $ 1,098,007 $ 1,266,605 $ 1,186,828 $ 1,161,171 $ 1,358,213 247

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
GAS TAX 2103 - FUND 238
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 1,527,173 $ 1,252,591 $ 1,252,591 $ 1,252,591 $ 1,416,137 Revenues
Interest and Rent
3400 Investment Earnings 9,464 5,000 5,000 2,000 2,000
Revenue from Other Agencies
3523 State Gas Tax-2103 328,729 440,220 440,220 411,546 477,981 Total Operating Revenue 338,193 445,220 445,220 413,546 479,981 Total Available 1,865,366 1,697,811 1,697,811 1,666,137 1,896,118 Uses
Operating Transfers-Out
Road Maintenance and Rehab - Fund 239 - 250,000 250,000 250,000 500,000 City Capital Projects - Fund 415 612,775 - - - -
Total Uses 612,775 250,000 250,000 250,000 500,000
Total Expenditures/Uses 612,775 250,000 250,000 250,000 500,000 FUND BALANCE, JUNE 30 $ 1,252,591 $ 1,447,811 $ 1,447,811 $ 1,416,137 $ 1,396,118 248

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
ROAD MAINTENANCE AND REHAB - FUND 239
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 516,031 $ 465,779 $ 465,779 $ 465,779 $ 707,438 Revenues
Interest and Rent
3400 Investment Earnings 4,108 1,500 1,500 1,200 500
Total 4,108 1,500 1,500 1,200 500
Revenue from Other Agencies
3515 State Gas Tax - SB1 913,431 973,971 973,971 1,005,198 1,106,248 3572 Grants - CDBG - - 135,481 135,481 -
Total 913,431 973,971 1,109,452 1,140,679 1,106,248
Other Revenue
3711 Expense Reimbursement 10,673 - - - -
Total 10,673 - - - -
Total Operating Revenues 928,212 975,471 1,110,952 1,141,879 1,106,748 Sources
Operating Transfers-In
Measure M - Fund 236 - - - - 310,000
Gas Tax 2103 - Fund 238 - 250,000 250,000 250,000 -
Total Transfers-In - 250,000 250,000 250,000 310,000
Total Revenue/Sources 928,212 1,225,471 1,360,952 1,391,879 1,416,748 Total Available 1,444,243 1,691,250 1,826,731 1,857,658 2,124,186 Expenditures
Capital Expenditures
80100 Street Projects 680,119 1,200,000 1,204,300 1,150,220 1,750,000 Total 680,119 1,200,000 1,204,300 1,150,220 1,750,000
Uses
Operating Transfers-Out
City Capital Projects - Fund 415 298,345 - - - -
Total Transfers-Out 298,345 - - - -
Total Expenditures/Uses 978,464 1,200,000 1,204,300 1,150,220 1,750,000 FUND BALANCE, JUNE 30 $ 465,779 $ 491,250 $ 622,431 $ 707,438 $ 374,186 249

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
LIGHTING DISTRICT #2 - FUND 251
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 5,600,640 $ 5,727,940 $ 5,727,940 $ 5,727,940 $ 4,962,187 Revenues
Property Taxes
3001 Secured 1,087,956 1,075,200 1,075,200 1,120,000 1,140,000 3002 Unsecured 32,491 33,080 33,080 32,000 32,640
3004 Prior Years 10,855 7,200 7,200 10,000 10,200
3005 Supplemental Roll 22,411 23,800 23,800 24,000 24,500 3006 Public Utility 17,773 16,500 16,500 18,000 18,360
3007 Pass Thru Taxes 31,644 24,750 24,750 35,000 35,700 3011 Residual Tax Increment 160,651 122,480 122,480 200,000 204,000 Total 1,363,781 1,303,010 1,303,010 1,439,000 1,465,400 Interest and Rent
3400 Investment Earnings 32,448 25,000 25,000 15,000 15,000 Total 32,448 25,000 25,000 15,000 15,000
Revenue from Other Agencies
3502 Homeowners Tax Relief 5,302 5,820 5,820 5,600 5,780 Total 5,302 5,820 5,820 5,600 5,780
Other Revenue
3711 Expense Reimbursement 13,884 10,000 10,000 15,000 10,000 Total 13,884 10,000 10,000 15,000 10,000
Total Operating Revenue 1,415,415 1,343,830 1,343,830 1,474,600 1,496,180 Sources
Operating Transfers-In
Pandemic Response - Fund 115 - 200,000 - - -
Total Transfers-In - 200,000 - - -
Total Revenue/Sources 1,415,415 1,543,830 1,343,830 1,474,600 1,496,180 Total Available 7,016,055 7,271,770 7,071,770 7,202,540 6,458,367 Expenditures
Public Works-Engineering 960,205 974,327 1,040,378 1,013,709 1,160,914 80200 Traffic Signal Projects 34,030 500,000 743,600 524,684 600,000 80800 Street Lighting Projects 120,304 110,000 202,236 176,298 330,000 Total 1,114,539 1,584,327 1,986,214 1,714,691 2,090,914 Uses
Operating Transfers-Out
General - Fund 111 167,181 207,650 207,650 152,057 174,137 Traffic Mitigation Assmnt - Fund 234 6,395 - 343,605 343,605 - City Capital Projects - Fund 415 - - 30,000 30,000 -
Total Transfers-Out 173,576 207,650 581,255 525,662 174,137 Total Expenditures/Uses 1,288,115 1,791,977 2,567,469 2,240,353 2,265,051 FUND BALANCE, JUNE 30 $ 5,727,940 $ 5,479,793 $ 4,504,301 $ 4,962,187 $ 4,193,316 250

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
STORM DRAIN - FUND 261
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 967,474 $ 1,080,420 $ 1,080,420 $ 1,080,420 $ 1,118,060 Revenues
Interest and Rent
3400 Investment Earnings 6,600 4,000 4,000 3,500 2,500
Total 6,600 4,000 4,000 3,500 2,500
Service Charges
3631 Engineering and Inspection Fees 21,131 38,250 38,250 20,000 10,000 3632 City Services Charges 337,820 330,000 330,000 336,000 340,000 Total 358,951 368,250 368,250 356,000 350,000
Other Revenue
3711 Expense Reimbursement - - - 294 -
Total - - - 294 -
Total Operating Revenue 365,551 372,250 372,250 359,794 352,500 Sources
Operating Transfers-In
General - Fund 111 250,000 250,000 250,000 250,000 250,000 Total Transfers 250,000 250,000 250,000 250,000 250,000 Total Revenues/Sources 615,551 622,250 622,250 609,794 602,500 Total Available 1,583,025 1,702,670 1,702,670 1,690,214 1,720,560 Expenditures
Operating Expenditures
Public Works-Maintenance 502,605 598,645 617,645 497,154 634,195 Total Expenditures 502,605 598,645 617,645 497,154 634,195 Uses
Operating Transfers-Out
City Capital Replacement - Fund 721 - 75,000 75,000 75,000 - Total Transfers - 75,000 75,000 75,000 -
Total Expenditures/Uses 502,605 673,645 692,645 572,154 634,195 FUND BALANCE, JUNE 30 $ 1,080,420 $ 1,029,025 $ 1,010,025 $ 1,118,060 $ 1,086,365 251

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
PLAN LOCAL DRAINAGE FACILITY - FUND 262
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 819,542 $ 831,570 $ 831,570 $ 831,570 $ 994,749 Revenues
Interest and Rent
3400 Investment Earnings 4,656 1,500 1,500 2,000 1,000
Total 4,656 1,500 1,500 2,000 1,000
Other Revenue
3705 Drainage Charges 7,372 5,000 5,000 161,179 5,000
Total 7,372 5,000 5,000 161,179 5,000
Total Current Operating Revenue 12,028 6,500 6,500 163,179 6,000 Total Available 831,570 838,070 838,070 994,749 1,000,749 FUND BALANCE, JUNE 30 $ 831,570 $ 838,070 $ 838,070 $ 994,749 $ 1,000,749 CORPORATE CENTER MAINT DISTRICT #1 - FUND 271
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 155,914 $ 171,957 $ 171,957 $ 171,957 $ 165,829 Revenues
Service Charges
3627 Assessment-Maintenance Dist 85,739 87,000 87,000 88,826 93,270 Total Operating Revenue 85,739 87,000 87,000 88,826 93,270 Total Available 241,653 258,957 258,957 260,783 259,099 Expenditures
Public Works-Maintenance 57,805 77,477 77,477 82,568 74,792 80900 Other Projects 2,800 - - - -
Total Expenditures 60,605 77,477 77,477 82,568 74,792
Uses
Operating Transfers-Out
General - Fund 111 9,091 11,622 11,622 12,386 13,582
Total Expenditures/Uses 69,696 89,099 89,099 94,954 88,374 FUND BALANCE, JUNE 30 $ 171,957 $ 169,858 $ 169,858 $ 165,829 $ 170,725 252

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
NARCOTICS ASSET SEIZURE - FUND 281/282/283
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 3,088,775 $ 1,233,921 $ 1,233,921 $ 1,233,921 $ 1,029,676 Interest and Rent
3400 Investment Earnings 18,104 1,500 1,500 1,250 550
Other Revenue
3711 Expenditure Reimbursement 1,220 10,000 10,000 5,000 10,000 3731/32/33 Asset Seizure-Federal 298,232 - - 321,751 -
3739 Asset Seizure-Other 963 - - - -
Total Other Revenue 300,415 10,000 10,000 326,751 10,000 Total Operating Revenue 318,519 11,500 11,500 328,001 10,550 Total Available 3,407,294 1,245,421 1,245,421 1,561,922 1,040,226 Expenditures
Operating Expenses
Police 22,144 65,632 68,732 33,474 61,516
Total Expenditures 22,144 65,632 68,732 33,474 61,516
Uses
Operating Transfers-Out
City Capital Projects - Fund 415 2,151,229 - 498,772 498,772 74,550 Total Transfers 2,151,229 - 498,772 498,772 74,550
Total Expenditures/Uses 2,173,373 65,632 567,504 532,246 136,066 FUND BALANCE, JUNE 30 $ 1,233,921 $ 1,179,789 $ 677,917 $ 1,029,676 $ 904,160 CABLE TELEVISION FRANCHISE AGREEMENT - FUND 291
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 556,539 $ 628,125 $ 628,125 $ 628,125 $ 697,625 Revenues
Other Taxes
3106 Franchise Tax-Cable TV 76,083 80,000 80,000 77,500 77,500 Total Operating Revenue 76,083 80,000 80,000 77,500 77,500 Total Available 632,622 708,125 708,125 705,625 775,125 Uses
Operating Transfers-Out
General - Fund 111 268 8,000 8,000 8,000 -
City Capital Replacement - Fund 721 4,229 35,000 35,000 - 35,000 Total Transfers 4,497 43,000 43,000 8,000 35,000
Total Uses 4,497 43,000 43,000 8,000 35,000
FUND BALANCE, JUNE 30 $ 628,125 $ 665,125 $ 665,125 $ 697,625 $ 740,125 253

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
SUPPLEMENTAL LAW ENFORCEMENT - FUND 301
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ - $ - $ - $ - $ -
Revenues
Interest and Rent
3400 Investment Earnings 257 100 100 50 50
Revenue from Other Agencies
3525 Grants-Miscellaneous 156,731 129,096 129,096 159,849 130,301 Total Operating Revenue 156,988 129,196 129,196 159,899 130,351 Total Available 156,988 129,196 129,196 159,899 130,351 Expenditures
Operating Expenditures
Police 156,988 129,196 129,196 159,899 130,351
Total Expenditures/Uses 156,988 129,196 129,196 159,899 130,351 FUND BALANCE, JUNE 30 $ - $ - $ - $ - $ -
AB 2766 TRIP REDUCTION - FUND 311
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ - $ - $ - $ - $ -
Revenues
Other Revenue
3734 Trip Reduction Revenue-AB2766 64,338 63,000 63,000 61,500 63,000 Total Operating Revenue 64,338 63,000 63,000 61,500 63,000 Total Revenue/Sources 64,338 63,000 63,000 61,500 63,000 Total Available 64,338 63,000 63,000 61,500 63,000
Uses
Operating Transfers-Out
City Capital Replacement - Fund 721 64,338 63,000 63,000 61,500 63,000 Total Expenditures/Uses 64,338 63,000 63,000 61,500 63,000 FUND BALANCE, JUNE 30 $ - $ - $ - $ - $ -
254

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
SEWER - FUND 321
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 3,871,514 $ 5,253,793 $ 5,253,793 $ 5,253,793 $ 6,084,627 Revenues
Property Taxes
3001 Secured 10,575 9,620 9,620 11,000 11,220
3002 Unsecured 224 200 200 225 240
3004 Prior Years 76 70 70 50 50
3005 Supplemental Roll 155 100 100 100 100
3006 Public Utility 482 460 460 500 510
3011 Residual Tax Increment 18,988 18,800 18,800 20,000 20,800 Total 30,500 29,250 29,250 31,875 32,920
Interest and Rent
3400 Investment Earnings 25,146 15,000 15,000 16,000 17,500 Total 25,146 15,000 15,000 16,000 17,500
Revenue from Other Agencies
3502 Homeowners Tax Relief 37 45 45 45 45
Total 37 45 45 45 45
Service Charges
3631 Sewer Service Charges 1,829,091 1,760,000 1,760,000 1,778,000 1,770,000 3638 FOG Fees 32,883 40,000 40,000 46,200 47,500
Total 1,861,974 1,800,000 1,800,000 1,824,200 1,817,500 Other Revenue
3711 Expense Reimbursement 2,778 2,800 2,800 2,442 2,500 Total 2,778 2,800 2,800 2,442 2,500
Total Operating Revenue 1,920,435 1,847,095 1,847,095 1,874,562 1,870,465 Total Available 5,791,949 7,100,888 7,100,888 7,128,355 7,955,092 Expenditures
Operating Expenditures
Public Works-Engineering 69,294 76,106 93,816 63,484 92,192 Public Works-Maintenance 228,967 396,707 454,905 349,175 385,902 Total 298,261 472,813 548,721 412,659 478,094
Capital Expenditures
80400 Sanitary Sewer Projects 239,895 625,000 642,578 631,069 285,000 Total Expenditures 538,156 1,097,813 1,191,299 1,043,728 763,094 FUND BALANCE, JUNE 30 $ 5,253,793 $ 6,003,075 $ 5,909,589 $ 6,084,627 $ 7,191,998 255

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
CITY CAPITAL PROJECTS - FUND 415
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 16,078,745 $ 15,883,059 $ 15,883,059 15,883,059 16,665,437 $ Revenues
Revenue from Other Agencies
3572 Grants - CDBG - 224,000 449,000 449,000 -
Total - 224,000 449,000 449,000 -
Sources
Operating Transfers-In
General - Fund 111 725,000 1,550,000 1,550,000 1,550,000 2,175,000 Pandemic Response - Fund 115 - 75,000 - - -
Gas Tax 2106 - Fund 232 130,761 150,000 594,239 594,239 350,000 Measure M - Fund 236 274,267 600,000 600,000 600,000 75,000 Gas Tax 2103 - Fund 238 612,775 - - - 500,000
RMRA - Fund 239 298,345 - - - -
Lighting District #2 - Fund 251 - - 30,000 30,000 -
Narcotics Asset Seizure - Fund 281282/283 2,151,229 - 498,772 498,772 - Infrastructure Reserve - Fund 416 1,195,288 1,460,000 4,602,258 4,602,258 1,380,000 Total Transfers-In 5,387,665 3,835,000 7,875,269 7,875,269 4,480,000 Total Revenue/Sources 5,387,665 4,059,000 8,324,269 8,324,269 4,480,000 Total Available 21,466,410 19,942,059 24,207,328 24,207,328 21,145,437 Capital Expenditures
80100 Street Projects 600,830 1,624,000 1,624,000 1,388,170 1,300,000 80300 Storm Drain Projects - 75,000 75,000 6,040 100,000 80500 Parkway Projects 1,548,797 500,000 1,304,017 1,257,543 775,000 80600 Public Facility Projects 3,433,724 1,610,000 5,619,316 4,890,138 2,030,000 80900 Other Projects - - - - 50,000
Total Expenditures 5,583,351 3,809,000 8,622,333 7,541,891 4,255,000 Total Expenditures 5,583,351 3,809,000 8,622,333 7,541,891 4,255,000 FUND BALANCE, JUNE 30 $ 15,883,059 $ 16,133,059 $ 15,584,995 $ 16,665,437 $ 16,890,437 256

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
INFRASTRUCTURE RESERVE - FUND 416
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 54,512,899 $ 65,257,754 $ 65,257,754 $ 65,257,754 $ 71,983,167 Revenues
Interest and Rent
3400 Investment Earnings 443,888 350,000 350,000 260,000 250,000 Total Operating Revenue 443,888 350,000 350,000 260,000 250,000 Sources
Operating Transfers-In
General - Fund 111 1,325,000 - 4,500,000 4,500,000 400,000 CRPD General - Fund 212 845,780 1,044,000 1,044,000 6,567,671 401,918 Total Transfers-In 2,170,780 1,044,000 5,544,000 11,067,671 801,918 Total Revenue/Sources 2,614,668 1,394,000 5,894,000 11,327,671 1,051,918 Total Available 57,127,567 66,651,754 71,151,754 76,585,425 73,035,085 Uses
Operating Transfers-Out
City Capital Projects - Fund 415 1,195,288 1,460,000 4,602,258 4,602,258 1,380,000 Total Transfers-Out 1,195,288 1,460,000 4,602,258 4,602,258 1,380,000 Changes in Nonspendable Fund Balance
Proceeds from the Sale of Land 14,746,774 - - - -
Loan to CRPD for Sports Park (5,421,299) - - - -
Total Changes 9,325,475 - - - -
Total Uses/Changes (8,130,187) 1,460,000 4,602,258 4,602,258 1,380,000 FUND BALANCE, JUNE 30 $ 65,257,754 $ 65,191,754 $ 66,549,496 $ 71,983,167 $ 71,655,085 257

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
LOW AND MODERATE INCOME HOUSING ASSETS - FUND 471
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 85,627 $ 54,599 $ 54,599 $ 54,599 $ 78,362 Revenues
Interest and Rent
3400 Investment Earnings 2,615 1,500 1,500 15,800 100
Total 2,615 1,500 1,500 15,800 100
Other Revenue
3738 Miscellaneous Revenue 6,462 6,480 6,480 36,000 6,480 Total 6,462 6,480 6,480 36,000 6,480
Total Operating Revenue 9,077 7,980 7,980 51,800 6,580
Total Available 94,704 62,579 62,579 106,399 84,942
Expenditures
Operating Expenditures
Community Development 40,105 28,037 28,037 28,037 62,774 Total Expenditures 40,105 28,037 28,037 28,037 62,774
FUND BALANCE, JUNE 30 $ 54,599 $ 34,542 $ 34,542 $ 78,362 $ 22,168 258

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
CITY CENTRAL SERVICES - FUND 711
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 2,482,638 $ 2,699,117 $ 2,699,117 $ 2,699,117 $ 2,881,410 Revenues
Service Charges
3801 Park District Admin Fee 8,548 9,201 9,201 9,180 25,393 3803 Office Rental 894,700 841,700 841,700 841,700 926,300 3804 Vehicle Rental 616,840 714,700 714,700 714,700 730,200 3805 Equipment Rental 73,370 66,500 66,500 66,500 60,900 3806 Office Equipment Rental 3,250 3,250 3,250 3,250 2,500 Total 1,596,708 1,635,351 1,635,351 1,635,330 1,745,293 Other Revenue
3711 Expense Reimbursement - - - 1,813 -
Total - - - 1,813 -
Total Current Operating Revenue 1,596,708 1,635,351 1,635,351 1,637,143 1,745,293 Other Sources
Operating Transfers-In
Pandemic Response Fund - 115 - 110,000 - - -
Total Other Sources - 110,000 - - -
Total Revenue & Other Sources 1,596,708 1,745,351 1,635,351 1,637,143 1,745,293 Total Available 4,079,346 4,444,468 4,334,468 4,336,260 4,626,703 Expenditures
Operating Expenditures
Public Works-Maintenance 1,380,229 1,596,301 1,596,301 1,454,850 1,666,173 Total Expenditures 1,380,229 1,596,301 1,596,301 1,454,850 1,666,173 FUND BALANCE, JUNE 30 $ 2,699,117 $ 2,848,167 $ 2,738,167 $ 2,881,410 $ 2,960,530 PRINT SHOP/WAREHOUSE - FUND 712
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 146,236 $ 144,021 $ 144,021 $ 144,021 $ 177,742 Revenues
Service Charges
3802 Print Shop/Warehouse Chrgs 300,000 240,000 240,000 240,000 240,000 3807 Telephone Rental 15,000 30,000 30,000 30,000 30,000 Total 315,000 270,000 270,000 270,000 270,000
Other Revenue
3711 Expense Reimbursement 345 - - 256 -
Total Current Operating Revenue 315,345 270,000 270,000 270,256 270,000 Total Available 461,581 414,021 414,021 414,277 447,742 Expenditures
Operating Expenditures
Public Works-Maintenance 50,844 - - - -
Finance and Administrative Services 266,716 268,232 268,232 236,535 266,830 Total Expenditures 317,560 268,232 268,232 236,535 266,830 FUND BALANCE, JUNE 30 $ 144,021 $ 145,789 $ 145,789 $ 177,742 $ 180,912 259

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
INFORMATION SYSTEMS - FUND 713
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 352,372 $ 331,347 $ 331,347 $ 331,347 $ 584,728 Revenues
Service Charges
3808 Information Systems/Website 957,900 1,036,400 1,036,400 1,036,400 1,078,300 Total 957,900 1,036,400 1,036,400 1,036,400 1,078,300
Total Current Operating Revenue 957,900 1,036,400 1,036,400 1,036,400 1,078,300 Other Sources
Operating Transfers-In
General Fund - 111 - - 17,000 17,000 -
Technology Investment Fund - 731 31,855 15,000 25,000 10,000 50,000 Total Other Sources 31,855 15,000 42,000 27,000 50,000
Total Revenue & Other Sources 989,755 1,051,400 1,078,400 1,063,400 1,128,300 Total Available 1,342,127 1,382,747 1,409,747 1,394,747 1,713,028 Expenditures
Operating Expenditures
Finance and Administrative Services 1,010,780 1,053,070 1,080,070 810,019 1,079,188 Total Expenditures 1,010,780 1,053,070 1,080,070 810,019 1,079,188 FUND BALANCE, JUNE 30 $ 331,347 $ 329,677 $ 329,677 $ 584,728 $ 633,840 CITY CAPITAL REPLACEMENT - FUND 721
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 13,302,031 $ 14,213,979 $ 14,213,979 $ 14,213,979 $ 15,417,196 Revenues
Revenue from Other Agencies
3525 Other Grants 97,616 - - - -
Total 97,616 - - - -
Service Charges
3804 Vehicle Rental 459,600 311,310 311,310 311,310 251,350 3805 Equipment Rental 369,810 292,290 292,290 292,290 312,750 3806 Office Equipment Rental 213,550 199,160 199,160 199,160 165,300 Total 1,042,960 802,760 802,760 802,760 729,400
Other Revenue
3700 Sale Real/Personal Prop 7,853 - - - -
3738 Miscellaneous Revenue 3,000 - - 19,621 -
Total 10,853 - - 19,621 -
Total Current Operating Revenue 1,151,429 802,760 802,760 822,381 729,400 Other Sources
Operating Transfers-In
General Fund - 111 13,564 121,842 131,842 131,842 21,840 General Grants Fund - 114 8,043 - - - -
Pandemic Response Fund - 115 13,021 - - - -
Storm Drainage - Fund 261 - 75,000 75,000 75,000 -
Treasury Asset Seizure Fund - 283 - - - - 74,550
Cable TV Franchise Agreement - 291 4,229 35,000 35,000 - 35,000 AB 2766 Trip Reduction Fund - 311 - 63,000 63,000 61,500 63,000 Technology Investment Fund - 731 16,651 155,500 538,591 453,591 105,000 Total Other Sources 55,508 450,342 843,433 721,933 299,390 260

CITY OF CYPRESS

FUND SUMMARIES
Fiscal Year 2022-23
CITY CAPITAL REPLACEMENT - FUND 721 (continued)
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
Total Revenue & Other Sources 1,206,937 1,253,102 1,646,193 1,544,314 1,028,790 Total Available 14,508,968 15,467,081 15,860,172 15,758,293 16,445,986 Uses
Capital Outlay/Other Expenditures 294,989 1,244,117 1,707,400 341,097 1,110,550 Total Uses 294,989 1,244,117 1,707,400 341,097 1,110,550 FUND BALANCE, JUNE 30 $ 14,213,979 $ 14,222,964 $ 14,152,772 $ 15,417,196 $ 15,335,436 CITY TECHNOLOGY INVESTMENT FUND - FUND 731
2021-22 2021-22
2020-21 Adopted Amended 2021-22 2022-23
Actual Budget Budget Estimates Proposed
FUND BALANCE, JULY 1 $ 2,418,507 $ 2,370,001 $ 2,370,001 $ 2,370,001 $ 1,906,410 Uses
Operating Transfers-Out
City Capital Replacement - Fund 721 16,651 155,500 538,591 453,591 105,000 Information Systems - Fund 713 31,855 15,000 25,000 10,000 50,000 Total Transfers-Out 48,506 170,500 563,591 463,591 155,000 Total Uses 48,506 170,500 563,591 463,591 155,000
FUND BALANCE, JUNE 30 $ 2,370,001 $ 2,199,501 $ 1,806,410 $ 1,906,410 $ 1,751,410 261

STATISTICAL INFORMATION
262

ABOUT CYPRESS
Located in the northwest corner of
Orange County, bordering Los Angeles
County, Cypress is approximately 10
miles from the California coast.

Incorporated July 24, 1956
Land Area 6.61 square miles
Playgrounds 19

DEMOGRAPHICS
Total Population 50,151
Age
Age 18 and Over 78.5%
Age 65 and Over 15.7%
Median Age 36.7
Income
Median Income (per Capita) $40,596
Median per Household $102,005
Housing
Total Housing Units 16,855
People per Household 3.09
Homeowner Vacancy Rate 0.6%
Rental Vacancy Rate 2.6%
Labor Force 27,800
Unemployment Rate 9.4%
School Enrollment 4,016
Registered Voters 28,265

GOVERNMENTAL STRUCTURE
Cypress is a charter city operating under a
Council-Manager form of government. The
City Council is elected at-large to perform
the legislative and policy-making functions
of local government. City Council terms of
office are four years, and members are
limited to serving a total of eight years. The
City Council appoints a City Manager to
serve as a full-time executive to carry out its
established policies and oversee the City’s
day-to-day operations. The City Council
also appoints the City Attorney and City
Clerk. All department heads are appointed
by, and report to, the City Manager. Board,
commission and committee members are
public officials of the legislative body
appointed by the City Council to provide
citizen input and recommendations.
263

ABOUT CYPRESS
TOP 25 SALES TAX GENERATORS
Arco AM/PM Mini Marts Gosiger Machine Tools Primary Color Systems Arthrex Hobby Lobby Stores Ralph’s Grocery Company
Audio Visual Innovations Home Depot Ross Stores
Auto Republic Kaeser Compressors Shaw Industries
Beverages & More M Q Power Siemens Product Lifecycle Mgt Software Chevron Service Stations Mobile Service Stations SoCal Office Technologies Costco Wholesale Mori Seiki USA Stater Bros Markets
Diasorin Molecular P.C.I. Race Radios Target Stores
FujiFilm North America
TOP 10 PROPERTY TAX PAYERS
Cadigan Peppertree Apartments LLC Inland American Cypress Katella Cypress Corporate Center Katella Holder Street LLC
G & IX Cypress Campus LP Los Alamitos Racecourse
GDP Cypress Investors LLC Warland Investments
IHP Los Alamitos Owner LLC Yamaha Motor Corporation USA

PRINCIPAL EMPLOYERS
Amazon Cypress School Dicstrict Siemens Corporation
Christie Digital Systs USA Hybrid Apparel UnitedHealth Group Costco – Cypress Safran Cabin Inc Yamaha Motor Corp USA Cypress College
(AS OF APRIL 2022)
264

CITY OF CYPRESS

TEN YEAR TREND ANALYSIS
Fiscal Year 2022/23 assessed valuations are not currently available; therefore, the amount presented is estimated. 47,500
48,000
48,500
49,000
49,500
50,000
50,500
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 Population
20,000,000
22,000,000
24,000,000
26,000,000
28,000,000
30,000,000
32,000,000
34,000,000
36,000,000
38,000,000
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 General Fund Operating Budget
Estimated
4,000,000,000
4,500,000,000
5,000,000,000
5,500,000,000
6,000,000,000
6,500,000,000
7,000,000,000
7,500,000,000
8,000,000,000
8,500,000,000
9,000,000,000
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 Assessed Valuations
265
General Fund General Total Total
Fiscal Operating Fund City Budget
Year Population Budget Per Capita Budget* Per Capita
2013-14 48,547 24,302,720 501 40,334,661 831
2014-15 48,886 25,197,576 515 39,384,306 806
2015-16 49,184 26,081,377 530 46,215,078 940
2016-17 49,743 27,543,635 554 39,692,443 798
2017-18 49,655 27,928,333 562 37,896,645 763
2018-19 49,978 28,610,222 572 40,966,861 820
2019-20 49,833 29,596,181 594 40,786,248 818
2020-21 49,272 31,008,794 629 39,659,947 805
2021-22 48,531 33,110,674 682 42,250,111 871
2022-23 50,151 35,449,185 707 46,469,261 927
* Includes Adopted Operating Budget, Capital Project Budget, Capital Outlay Budget and Debt Budget for all funds of the City.

CITY OF CYPRESS
Ten Year Financial Trend Indicators
266

CITY OF CYPRESS
Property Tax Base Rate
Tax Rate Area - 19-001
Assessed Value
of Property
Rate $500,000
City of Cypress 7.83% $ 392
Cypress Recreation & Park District 7.28% 364
City Lighting District 1.60% 80
City of Cypress Sewer Fund 0.00% -
Subtotal - City/CRPD Share 16.71% $ 836
Cypress Elementary School District 28.16% 1,408
Education Revenue Augmentation Fund 14.62% 731
Anaheim Union High School District 12.67% 634
Orange County Fire Authority 8.31% 416
North Orange Co Community College District 5.16% 258
Orange County General Fund 4.56% 228
Orange County Department of Education 2.74% 137
Orange County Sanitation District 2.38% 119
Orange County Flood Control District 1.46% 73
Orange County Library District 1.23% 62
Orange County Harbors, Beaches & Parks 1.13% 57
Orange County Water District 0.56% 28
Orange County Transit Authority 0.21% 11
Orange County Vector Control 0.08% 4
Orange County Water District Reserve 0.01% 1
Subtotal - All Others 83.28% $ 4,164
Total 99.99% $ 5,000
The above schedule represents a breakdown of the basic levy component included on the typical property tax bill. The City of Cypress unrestricted portion is 7.83% of each property tax dollar paid. For a home with an assessed value of $500,000, the City would receive $392 annually to use for providing police, street maintenance and other City services. 267

GLOSSARY
268

GLOSSARY OF BUDGET TERMS
ADOPTED BUDGET: The official budget as approved by the City Council at the start of each fiscal year.

AMENDED BUDGET: The official budget as adopted and as amended by the City Council through the course of a fiscal year.

APPROPRIATION: A legal authorization 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.

BUDGET: A plan of financial operation comprised of estimated expenditures for a given period (a single fiscal year for the City) and the proposed means of financing the expenditures (through revenues).

BUDGET MESSAGE: A written discussion of the proposed budget presented by the City Manager to the City Council.

CAPITAL PROJECTS FUND: In governmental accounting, a fund that accounts for financial resources to be used for the acquisition or construction of capital facilities. The total cost of a capital project is accumulated in a single expenditure program which accumulates until the project is completed, at which time the program ceases to exist and the asset is capitalized for financial accounting purposes.

CAPITAL IMPROVEMENT PROGRAM: A plan for capital improvements to be implemented each year over a fixed period of years to meet capital needs arising from the assessment of long-term needs. It sets forth each project in which the government is to have a part and specifies the full resources estimated to be available to finance the projected expenditures.

CAPITAL IMPROVEMENT PROJECT: The budget unit to group all 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 infrastructure improvement. Projects often include planning and design, land acquisition, and project management costs related to such facilities and improvements.

CAPTIAL OUTLAY: Expenditures which result in the acquisition of or additions to fixed assets. Examples include machinery, equipment and vehicles.

CDBG (COMMUNITY DEVELOPMENT BLOCK GRANT): Federal grant funds distributed from the U.S. Department of Housing and Urban Development that are passed through to the City from the County of Orange. The City primarily uses these funds for housing rehabilitation and eligible capital improvements. 269

GLOSSARY OF BUDGET TERMS
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.

DEBT SERVICE FUND: A fund established for the payment of interest and principal on all debt other than payable exclusively from special assessments.

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.

DIVISION: An organizational subgroup of a department.

EXPENDITURES: Decreases in net financial resources. Expenditures include current operating expenses which require the current or future use of net current assets, debt service and capital outlays (projects and assets).

EXPENSES: Decreases in net total assets. Expenses represent the total cost of operations during a period regardless of the timing of related expenditures.

FISCAL YEAR: A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position, the results of the operations, and adopts a budget for the coming year. The City of Cypress’ fiscal year is from July 1 to June 30.

FIXED ASSETS: Equipment costing $1,000 or more, including tax, that has a life of over one year and does not qualify as a capital improvement project.

FRINGE BENEFITS: These include retirement/pension, health, life and disability insurance, worker’s compensation, vacation, administrative, medical, and other leave of absence time.

FUND: A fund is defined as 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 of attaining certain objectives in accordance with special regulations, restrictions, or limitations.

FUND BALANCE: A term used to express the equity (assets minus liabilities) of governmental fund types. However, for budgeting purposes, a working capital definition of current assets minus current liabilities is used for the computation. 270

GLOSSARY OF BUDGET TERMS
GENERAL FUND: 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. Expenditures of this fund include the general operating expenses and other costs which are not paid through other restricted funds.

INTERNAL SERVICE FUND CHARGES: Charges paid to other City funds for services rendered and/or materials supplied.

INTERNAL SERVICE FUND: The Internal Service Fund is used to finance and account for activities involved in rendering services to departments within the City.

Costs of materials and services used are accumulated in these funds and charged to the user departments as such goods are delivered or services rendered.

LICENSES AND PERMITS: Revenue earned by the issuance of licenses or permits levied in accordance with the benefits conferred by the license or permit.

MEASURE M: An initiative that increases sales taxes by one-half percent approved by Orange County Voters in 1990, which provides funding for transportation improvements.

OBJECTIVE: A simply stated, readily measurable statement of aim or expected accomplishment within the fiscal year. A good statement of objective should imply a specific standard of performance for a given program.

OBJECT CODE: The classification of expenditures in terms of what is bought and paid for grouped into major object codes by subject.

OPERATING TRANSFERS: Legally authorized transfers from a fund receiving revenue to the fund through which the resources are to be expended, such as transfers from the General Fund to the Capital Projects Fund.

PRELIMINARY BUDGET: A budget in its preliminary preparation stage prior to review and formal adoption by the City Council. In the preliminary stage, a budget attempts to forecast current costs into the future and establishes new or modified spending proposals for the future.

PROGRAM BUDGET: A budget organized by programs. A program used in this application is 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.

PROPOSED BUDGET: The budget as formulated and proposed by the City Manager. It is submitted to the City Council for review and approval. 271

GLOSSARY OF BUDGET TERMS
RDA: Redevelopment Agency
REDEVELOPMENT: The planning, development, re-planning, redesign, clearance, reconstruction or rehabilitation, or any combination of these, of all or part of a survey area, and the provision of such residential, commercial, industrial, public, or other structures or spaces as may be appropriate or necessary in the interest of the general welfare, including recreational and other facilities incidental or appurtenant to them.

RESOLUTION: A special or temporary order of a legislative body requiring less formality than an ordinance.

RESOURCES: Total dollars available for appropriations including estimated revenues, fund transfers and beginning fund balances.

REVENUE: Money 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.

SALARIES AND BENEFITS: Compensation paid to or on behalf of City employees for salaries and wages, including overtime. Benefits include retirement/pension, health, life and disability insurance, worker’s compensation and vacation, administrative, medical and other leave of absence time.

SELF-INSURANCE: A term often used to describe the retention of liabilities, arising out of the ownership of property of 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 a portion of its workers’ compensation and general public liability coverage. The City has purchased outside insurance for excess coverage in these areas.

SERVICES AND SUPPLIES: Payments made to vendors for goods/services used for City operations.

SUCCESSOR AGENCY: This entity was created upon the dissolution of the Redevelopment Agency on February 1, 2012 to account for former agency activities.

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.
272
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 1.

FROM: Alisha Farnell, City Clerk
DATE: 05/09/2022
SUBJECT: Receive and File Public Comments Submitted for the May 9, 2022 City Council Meeting

RECOMMENDATION
Receive and file submitted public comments.

BUDGET IMPACT
None.

LEGAL REVIEW
None required.

APPROVED BY: Peter Grant, City Manager
Attachments
Submitted Public Comments
From: Jeff Lundberg
To: City Clerk
Cc: CollegePark Neighbors
Subject: No restroom at Maple Grove Park North
Date: Friday, May 6, 2022 4:33:42 PM
To: Cypress City Council
As a 36 year resident of Cypress and the College Park neighborhood. Myself and my wife are adamantly against a public restroom at out neighborhood park. A public restroom is not needed nor wanted. Public restrooms are for parks that have sports fields and parking lots. Our park has neither. Our park is not a destination for people outside of the neighborhood and is not used as a sports field as there is not enough open space. A yes vote by the City Council is in direct conflict with the wishes for the residents of Cypress College Park and is a waste of City Funds ($600,000). We have people that park by the park at night that live in their cars. A restroom will bring an unwanted element and will most assuredly bring more vagrants to the area that we live. Just because you live in Cypress does not give you the right to dictate the construction of a restroom at our neighborhood park.

Jeffrey Lundberg
From: Wayne
To: City Clerk
Subject: Maple Grove North restroom project
Date: Saturday, May 7, 2022 7:43:52 AM
Dear Mayor and City Council,
Please register our strong rejection of the plan to add a restroom to our neighborhood park.

Our park is not a destination park meant to attract people from outside our neighborhood. We don’t want a restroom which will attract and encourage vagrants and drug users to our park.

This would put our families and children at great risk.

We were in attendance with several hundred of our neighbors (representing almost our entire community ) at the meeting with Council members Peat and Minikis and we unanimously rejected this proposal.

Please cancel this project! We don’t need or wanta restroom in our park!! Wayne and Gail Comeau
6473 Anguilla Avenue
Cypress CA 90630
Sent from the all new AOL app for iOS
From: John Palmer
To: City Clerk
Subject: Maple Grove North Restroom Project
Date: Saturday, May 7, 2022 10:13:23 AM
City Clerk:

I am writing to express my strong opposition to the construction of a restroom at Maple Grove North Park. It is very apparent that the far majority of my Cypress College Park neighbors do NOT want or need a restroom at our local park. It is not a necessary benefit to enhance the park. Even though the city will try to keep it safe and clean, there are no assurances that it can be kept that way. We don’t want to risk bringing in issues into our quiet neighborhood that we have seen nearby in Eastgate Park in Garden Grove. As one resident put it perfectly, Maple Grove North Park is not a destination where there are organized activities or facilities, it is a neighborhood park utilized primarily by local residents. The money the city has allocated for this project can be better utilized elsewhere where the benefits will be appreciated by our city residents. This is not that project.

Thank you,
John Palmer
6359 Dominica Avenue, Cypress
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 3.

FROM: Alisha Farnell, City Clerk
DATE: 05/09/2022
SUBJECT: Approve Minutes - Meeting of March 28, 2022

RECOMMENDATION
Approve as submitted.

BUDGET IMPACT
None.

LEGAL REVIEW
None required.

APPROVED BY: Peter Grant, City Manager
Attachments
March 28, 2022 City Council Minutes

REGULAR MEETING

CYPRESS CITY COUNCIL
MARCH 28, 2022
6:00 P.M.

A regular meeting of the Cypress City Council was called to order at 6:00 p.m. by Mayor Morales in the Council Chambers, 5275 Orange Avenue, Cypress, California.

Council Member Scott Minikus
Council Member Jon Peat

STAFF PRESENT
City Manager Peter Grant
City Attorney Fred Galante
Director of Finance and Administrative Services Matt Burton Director of Public Works Doug Dancs
Director of Recreation and Community Services Jeff Draper Chief of Police Mark Lauderback
Planning Director Alicia Velasco
City Clerk Alisha Farnell

ORAL COMMUNICATIONS
None.

WORKSHOP SESSION
Review of Fiscal Strategies, Reserves, Pension Liabilities and Pension Trust The City Manager provided introductory comments and the Director of Finance and Administrative Services provided a report on this item.

City Council discussion ensued.

No action was taken.

Mayor Morales recessed the meeting at 7:03 p.m.

RECONVENE
Mayor Morales called to order the 7:00 p.m. session of the City Council meeting at 7:08 p.m.

INVOCATION Father Binh Nguyen, St. Irenaeus Catholic Church, led the Invocation.

REPORT OF WORKSHOP AGENDA/CLOSED SESSION
The City Attorney reported that the City Council held a Workshop Session regarding its financial strategies, reserves, pension liabilities and pension trust.

PRESENTATION
The Recreation and Community Services Director provided a summary on the grand opening of Lexington Park.

Mayor Morales acknowledged Cypress resident Virginia Sewell who celebrated her 103rd Birthday on March 26, 2022.

ORAL COMMUNICATIONS (Limited to 30 minutes – three minutes per speaker, unless extended by the City Council)
Jeff Dronkers, Cypress, spoke regarding Lexington Park.

Cesar Espinoza, AYSO player, spoke regarding Lexington Park.

Christen Jackson, Cypress, spoke regarding Lexington Park.

Brittney Cook, Cypress, spoke regarding Lexington Park.

Harumi Lucak, Cypress, spoke regarding Lexington Park and at-large elections.

Ruby Chion, Cypress, spoke regarding at-large elections.

Katie Shapiro, Cypress, spoke regarding action taken by City Council in Closed Session during the March 14, 2022 meeting and spoke regarding Agenda Item No. 6.

Carrie Hayashida Katsumata, Cypress, spoke regarding the solid waste and recycling franchise agreement.

Claire Chu, Cypress, spoke regarding Lexington Park and at-large elections.

Beth Culver, Cypress, spoke regarding at-large elections.

Glenn Button, Cypress, spoke regarding Lexington Park, at-large elections and Agenda Item No. 7.

Sean Clark, La Palma, spoke on behalf of Cypress Friday Night Lights regarding Lexington Park.

The City Attorney responded to comments and an Orange County Register article about the City Council’s March 14th decision related to the California Voting Rights Act challenge. The City Attorney stated that the City Council did not violate the Brown Act as alleged by the comments made.

CONSENT CALENDAR
All matters listed on the Consent Calendar are to be approved with one motion unless a Council Member requests separate action on a specific item.

Mayor Morales stated that Agenda Item No. 9, the Warrant Register, includes electronic fund transfer No. 10599 for $751.22 as reimbursement for medical coverage he is entitled to receive as a CalPERS annuitant. He indicated that in voting for any motion to approve the Warrant Register, he would not be voting on electronic fund transfer No. 10599 for the reason disclosed.

Council Member Minikus stated that Agenda Item No. 9, the Warrant Register, includes electronic fund transfer No. 10598 for $286.18 as reimbursement for medical coverage he is entitled to receive as a CalPERS annuitant. He indicated that in voting for any motion to approve the Warrant Register, he would not be voting on electronic fund transfer No. 10598 for the reason disclosed.

It was moved by Mayor Pro Tem Hertz-Mallari, and seconded by Council Member Peat, to approve Consent Calendar Items No. 1 through 9.

The motion was unanimously carried by the following roll call vote:

AYES: 5 COUNCIL MEMBERS: Marquez, Minikus, Peat, Hertz-Mallari and Morales NOES: 0 COUNCIL MEMBERS: None
ABSENT: 0 COUNCIL MEMBERS: None
Item No. 1: Receive and File Public Comments Submitted for the March 28, 2022 City Council Meeting
Recommendation: Receive and file submitted public comments.

Item No. 2: Introduce and/or Adopt All Ordinances and Resolutions Presented for Consideration by Title Only and to Waive Further Reading Item No. 3: Approve Minutes - Meeting of February 15, 2022 and February 26, 2022 Recommendation: Approve as submitted.

Item No. 4: Receive and file the 2021 General Plan Annual Progress Report on the Implementation of the Housing Element
Recommendation: Receive and file the 2021 General Plan Annual Progress Report on the implementation of the Housing Element.

Item No. 5: Approve an Independent Auditing Services Contract Extension Recommendation: Approve a contract extension for $97,933 to Lance, Soll & Lunghard, LLP to perform annual auditing services for the fiscal years ended June 30, 2022 and June 30, 2023, with an annual contingency of $2,000 and a one-year option for June 30, 2024
Item No 6: Consider Terminating the Proclamation of the Existence of a Local Emergency Related to the COIVD-19 Pandemic
Recommendation: Adopt a Resolution terminating the Proclamation of the Existence of a Local Emergency by the Director of Emergency Services ratified by the City Council on March 23, 2020.

RESOLUTION NO. 6881

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CYPRESS,

AND ACTING AS EX-OFFICIO GOVERNING BOARD OF

DIRECTORS OF THE CYPRESS RECREATION AND PARK DISTRICT,

TERMINATING THE PROCLAMATION OF THE EXISTENCE OF A LOCAL

EMERGENCY BY THE DIRECTOR OF EMERGENCY SERVICES
RATIFIED ON MARCH 23, 2020
Item No. 7: Establish the Business Development Manager Class Specification Recommendation: Adopt a Resolution Establishing the Business Development Manager Class Specification.

RESOLUTION NO. 6882

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CYPRESS,

AND ACTING AS EX-OFFICIO BOARD OF DIRECTORS OF THE

CYPRESS RECREATION AND PARK DISTRICT, AMENDING
RESOLUTION NO. 6860 TO ESTABLISH THE CLASSIFICATION OF

BUSINESS DEVELOPMENT MANAGER TO THE MID- MANAGEMENT

PAY AND BENEFITS PLAN
Item No. 8: Receive and File the Investment Report for the Month Ended February 28, 2022
Recommendation: Receive and file the investment report.

Item No. 9: Approve Register of Warrants, Transfers, and Wires Issued for the Period of February 26, 2022 through March 11, 2022
Recommendation: Approve the attached payment register summarized below for the period of February 26, 2022 through March 11, 2022:
• Electronic Funds Transfers 10582 through 10613 and 10694 through 10700 • Warrants 58934 through 59010
• Payroll Transfers W1470

NEW BUSINESS
Item No. 10: Adopt the Strategic Plan and Six Month Objectives The City Manager provided a report on this item.

City Council discussion ensued.

It was moved by Council Member Peat, and seconded by Council Member Minikus, to adopt the Strategic Plan and six month objectives.

The motion was unanimously carried by the following roll call vote:

AYES: 5 COUNCIL MEMBERS: Marquez, Minikus, Peat, Hertz-Mallari and Morales NOES: 0 COUNCIL MEMBERS: None
ABSENT: 0 COUNCIL MEMBERS: None

ITEMS FROM CITY COUNCIL MEMBERS
Item No 11: Consider Issuing Direction to Correct to Council Member Marquez for Refusing to Sign the Civility, Conduct and Governance Policy and Code of Ethics Mayor Pro Tem Hertz-Mallari commented on this item. She requested the City Council direct Council Member Marquez to either provide specific changes to the policy for further consideration or sign the policy as written by Monday, April 11, 2022.

Council Member Marquez submitted a signed copy of the Civility, Conduct and Governance Policy to Mayor Morales and provided a statement.

Mayor Pro Tem Hertz-Mallari thanked Council Member Marquez and provided additional comments.

No action was taken.

ORAL COMMUNICATIONS (Five minutes per speaker, unless extended by the City Council)
Edwin Kraemer, Cypress, spoke regarding Measure D, Lexington Park land donation, and in support of district elections.

Malini Nagpal, Cypress, spoke regarding the lack of opportunity for the public to respond to Council Member Reports and Remarks, Agenda Item No. 11, district elections, and the solid waste and recycling franchise agreement.

COUNCIL MEMBER REPORTS AND REMARKS
Council Member Minikus:

Attended the Joint Forces Training Base Regional Military Affairs Committee meeting.

Participating this season as a coach for the Cypress Pony Baseball Champions Division.

Council Member Peat:

Attended the Cypress High School Grad Night fundraiser. Met with separately with two Cypress residents to discuss issues facing the City. Attended the Westmont Senior Living grand opening event. Responded to a resident’s letter published the Event NewsEnterprise. Attended the GFWC Woman’s Club of Cypress Pink Flamingo Tea event.

Attended the Cypress College Foundation Americana Awards and congratulated Loree Erpelding, 2022 Cypress Citizen of the Year.

Council Member Marquez:

Attended the Westmont Senior Living grand opening event. Held office hours at Lexington Park to meet with residents. Thanked a representative from Disability Rights California for assisting a family in need. Thanked Congressman Lowenthal for securing funding, part of which will go to the Boys & Girls Clubs of Greater Anaheim-Cypress. Thanked seven U.S. Army veterans, honored at the Los Alamitos Joint Forces Training Base, for their service.

Council Member Marquez requested an item be added to the next meeting agenda to discuss the termination clauses within the Valley Vista trash contract.

Council Member Peat and Mayor Morales objected.

Discussion ensued.

Council Member Marquez requested an item be added to the next meeting to discuss placing an item on a future agenda to take a closer look at the termination clause in the Valley Vista trash contract.

Mayor Pro Tem Hertz-Mallari:

Reported on her Orange County Public Libraries committee assignment and shared upcoming events and programs. Attended the Orange County Fire Authority Board meeting and congratulated OCFA Division Chief Mike Petro on his retirement. Attended the Cypress College Foundation Americana Award Ceremony and congratulated OCFA Chief Brian Fennessy and Loree Erpelding for the awards they received at the event.

Attended the Woman’s Club of Cypress Pink Flamingo Tea event. Thanked Congressman Alan Lowenthal for securing funds for the Boys and Girls Clubs of Greater Anaheim-Cypress.

Mayor Morales:

Responded to public comments. Attended the Woman’s Club of Cypress Pink Flamingo Tea event. Attended the Westmont Senior Living grand opening event. Congratulated Loree Erpelding for receiving the Americana Award Cypress Citizen of the Year.

CITY MANAGER REMARKS
The City Manager congratulated Loree Erpelding on her Americana Award. Clarified that although the City Council has rescinded its pandemic-related emergency proclamation, the City will continue to provide the enhanced public participation opportunities for City Council meetings. Attended the Woman’s Club of Cypress Pink Flamingo Tea event.

Mayor Morales announced that an organics recycling informational flyer will be mailed out to all Cypress residents.

ADJOURNMENT
Mayor Morales adjourned the meeting at 8:56 p.m. to an adjourned Regular Meeting, to be held on Monday, April 11, 2022, beginning at 5:30 p.m. in the Executive Board Room. _______________________________

MAYOR OF THE CITY OF CYPRESS
ATTEST:
___________________________________

CITY CLERK OF THE CITY OF CYPRESS
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 4.

FROM: Douglas Dancs, Director of Public Works
DATE: 05/09/2022
SUBJECT: Approve the City Engineer's Report and Renew Cypress Corporate Center Landscape Maintenance District No. 1 (Stanton Channel Berm)

RECOMMENDATION

1. Approve the City Engineer's Report for the Cypress Corporate Center Landscape Maintenance District No. 1 for Fiscal Year 2022-23; and

DISCUSSION
The City formed a Maintenance District in 1985 covering all properties bounded by the Stanton Channel on the south, Katella Avenue on the north, Knott Street on the east, and Valley View Street on the west. This was done to provide a funding source for the City to maintain the landscaping along the berm when the properties developed to the north.

The 19 parcels are owned by four property owners and are assessed annually on a per-acre basis (see Attachment E and F of the City Engineer's Report). The assessment funds maintenance and irrigation of the landscaping located on the berm. The annual assessment for landscape maintenance is a routine process established over 30 years ago.

The City maintains the berm primarily through a landscape contract, which includes trimming plant material four times a year and irrigation repairs on a time and materials basis.

Every year, pursuant to the Landscaping and Lighting Act, the City Engineer prepares a report to file with the City Clerk outlining the renewal of the landscape maintenance district.

The attached resolution approves the City Engineer's Report and declares the City Council's intention to renew Cypress Corporate Center Landscape Maintenance District No. 1 for Fiscal Year 2022-23 and sets a public hearing for June 27, 2022.

BUDGET IMPACT
Renewal includes a proposed maximum assessment of $95,310 to 19 parcels adjacent to the berm. The assessment is distributed proportionately based on each parcel's total square footage. The adjusted assessment reflects an 7.3% CPI increase from last year's $88,826 assessment. The annual assessment provides sufficient funding for FY 2022-23 maintenance of the berm and indirect support costs from the City.

LEGAL REVIEW
None required.

APPROVED BY: Peter Grant, City Manager
Attachments
City Engineer's Report
Resolution

CITY ENGINEER'S REPORT
for

CYPRESS CORPORATE CENTER LANDSCAPE MAINTENANCE
DISTRICT NO. 1
FISCAL YEAR 2022-23
_____________________________________
Nick Mangkalakiri, P.E.

City Engineer
City of Cypress
May 2022

CITY ENGINEER'S REPORT

MAINTENANCE ASSESSMENT DISTRICT FOR BERM
This document consists of the documents appended hereto as follows:

Attachment A............................................................Landscape Maintenance Specifications Attachment B............................................................................ Landscape Plan and Section Attachment C .......................................................................................Master Irrigation Plan Attachment D ............................................................................. Maintenance Cost Estimate Attachment E....................................................... Diagram of Proposed Assessment District Attachment F............................................................Assessment Distribution Cost Estimate A-1
Attachment A

LANDSCAPE MAINTENANCE SPECIFICATIONS
A. SPECIAL PROVISIONS

1. Scope of Work
Contractor shall furnish all labor, equipment, materials and supervision to perform landscape maintenance as described herein including, but not limited to, the following:
a. Weeding and cultivating
b. Fertilizing
c. Trimming, pruning, training
d. Watering
e. Insect, varmint and pest control
f. Plant replacement
g. Clean-up
h. Tree tying and restaking
i. Reports
j. Irrigation repair
k. Other duties related to maintenance of landscape and irrigation system

2. Working Hours
a. Maintenance work shall occur between the hours of 8:00 a.m. to 4:00 p.m., Monday through Friday.
b. Special maintenance, if required, shall be by written authorization from the Director of Public Works or his designated representative.

3. Workmanship
The Contractor shall ensure that:
a. Work shall be performed by competent persons, supervised by a competent supervisor, with experience and technical training in landscape maintenance work.
b. Pesticide operations, where required, shall be by a state licensed pest control operator.

A-2

4. Quality of Work and Material
All material and equipment furnished by the Contractor shall be new, high grade, and free from defects and imperfections, unless otherwise hereinafter specified. Workmanship shall be in accord with the best standard practices.

Both materials and workmanship shall be subject to inspection by the City. All materials used shall be approved in advance by the Director of Public Works or his designated representative.

5. Damages
The Contractor will report, without delay, any damage to equipment or property and shall be held responsible for the replacement of any such damage caused by his act hereunder. Repairs to the landscape and irrigation system resulting from damage by other than the Contractor's operations shall be reported promptly to the City. The Contractor shall make repairs immediately and shall be liable for secondary damage caused to landscaped areas. This includes dead plant material caused by lack of water.

Replacement of all plant materials, shrubs, ground cover, mulch and/or other plants, shall be the responsibility of the Contractor. The Contractor shall not be liable for damages caused by vandalism. Any repair for vandalism will be included in the section under Extra Work, except as follows: It is estimated that seventy five (75) sprinkler heads per year will have to be repaired or replaced due to vandalism. The cost of repairing or replacing of up to 75 heads, including comparable parts, labor and equipment, will be included in the normal scope of the work. Damaged sprinkler heads, in part or whole, shall be returned to the City representative.

6. Cleaning
The Contractor shall maintain the premises clean of debris and litter at all times. Upon completion of any work project, the Contractor shall remove remaining excess materials, waste, rubbish, debris and his construction and installation equipment from the premises.

7. Statement of Contractor's Work Responsibilities
a. Ground Cover Areas

1. All weeds shall be removed as they appear. A broad spectrum pre-emergent weed control, such as Surflan or Balan shall be applied per manufacturer's specifications to shrub beds and ground cover beds in the spring and fall, and additional weed control shall be initiated as necessary to maintain a weed-free A-3
condition.

2. Morning Glory shall be treated immediately when observed by spot treating with Round-Up. Grass infestations shall be treated with DowPon. Equivalent, approved products are acceptable.

3. Fertilize twice yearly with a rate of application to be 2.5 pounds actual Nitrogen per 1,000 square feet with an appropriate fertilizer 5-10-5, or an approved equal, in March and
September.

4. Trim and edge as necessary to restrict growth from encroaching into adjacent areas. Trim around sprinkler heads to maintain an unobstructed and uniform application of water. Growth retardants, if properly applied, may be used. Permission to be obtained from Director of Public Works or his designated representative before applying.

5. Irrigate as required to maintain vigorous growth and healthy appearance.

6. Control pests, including rodents, snails and diseases continuously, to provide a healthy environment for plants. b. Shrubs and Trees

1. Trim, shape and prune to maintain a neat and healthy appearance. Prior to trimming, shaping or pruning, contact the City's representative for the proper shaping of specific varieties.

2. Annually, thin out, shape and head back all trees and shrubs as needed. Contact City's representative before commencing work.

3. Control pests and diseases as needed to provide healthy environment for trees and shrubs.

4. Remove all dead, diseased or damaged branches back to a side branch.

5. Stake, retie and support trees when necessary.

6. All ties shall be checked frequently to avoid girdling.

A-4

7. Ground cover shall be cut back from trees and shrubs a minimum of six (6) inches.

8. Application of an iron chelate fertilizer shall be used as needed throughout the year, to maintain healthy, vigorous growth and foliage.
c. General Landscape Conditions

1. All operations conducted by the Contractor shall be done with concern for maximum safety to the public.

2. Leaves, paper, weeds and other debris shall be removed weekly from landscaped areas and disposed off site.

3. Contractor shall clean any areas littered or soiled by his maintenance operations to a standard acceptable to the
Director of Public Works or his representative.

4. Notification of all "specialty types" maintenance operations shall be given to the City 48 hours prior to each of these operations by the Contractor. "Specialty Type" maintenance operations are defined as: fertilization, pre-emergence weed control, all pesticide applications except spot treatment, and other types of plant replacements.

5. Contractor is required, as part of this agreement, to furnish all materials to accomplish maintenance in accordance with these specifications. Contractor is further required to adequately stock items that are frequently used.

6. Contractor shall maintain an office with phone service during normal hours. If a telephone answering service is utilized, the answering service shall be capable of contacting Contractor by radio or pager. Contractor is further required to provide City with a 24-hour emergency number for contact outside normal
working hours. The response time to an emergency call-out by the Contractor shall not be more than one (1) hour and shall be considered part of the normal contract work.

7. Contractor shall apply herbicides per State and County Codes and only when approved by the Director of Public Works or his designated representative.

A-5

8. Contractor shall replace or replant any ground cover shrubs or trees damaged by any pesticide used in the course of the job.

This shall be at no extra charge to the City.
d. Reports

1. Sprinkler Irrigation Reports
The Contractor shall furnish monthly sprinkler irrigation reports.

Controllers shall be checked weekly to insure their proper operation and any malfunctions reported to the City's
representative. Non-working heads, broken risers, stations failing to turn on or off as dictated, leaking valves, main line leaks, controllers failing to keep time are all examples of irrigation failures. These failures shall be included in the above reports.

2. Periodic Maintenance Schedules
The Contractor shall furnish monthly maintenance schedules that include planned activities for all persons performing any function of the contract.
e. Maintenance of Fence and Orange County Flood Control District Maintenance Road

1. If it is found that the Orange County Flood Control District (OCFCD) fence south of the berm is damaged or vandalized to permit trespass, or if weed abatement is needed on the OCFCD Maintenance Road, the Contractor shall notify the City
representative promptly and the City will notify the appropriate OCFCD Authorities to correct the deficiency.

B. SPECIFIC METHODS OF PERFORMING IRRIGATION WORK

1. Irrigation shall be done by the use of automatic or manual sprinkler systems where available and operable; however, failure of the existing irrigation system to provide full and proper coverage shall not relieve the Contractor of the responsibility to provide adequate irrigation with full and proper coverage to all areas in the work site.

2. Any damages to public or private property resulting from excessive irrigation water or irrigation water runoff shall be charged against the contract payment unless immediate repairs are made by the Contractor to the satisfaction of the A-6
Director of Public Works.

3. The Contractor shall regularly inspect the operation of the system for any malfunction. The Contractor shall maintain all sprinkler systems, at no additional cost to the City, in such a way as to guarantee proper coverage and full working capabilities and make whatever adjustments may be necessary to prevent excessive runoff into adjacent areas.

4. Care shall be exercised to prevent a waste of water and erosion of slopes.

5. The Contractor shall be responsible for the maintenance and repair of all valves, heads, wire, automatic controllers, backflow devices, quick couplers and any other irrigation equipment in the project area.

6. The Contractor is not responsible for the payment of water bills unless negligent or excessive in his use. A heavy increase of water usage indicates negligence on the Contractor's part, in which case, the additional cost will be charged against him.

7. Landscaped slopes shall be irrigated, as required, to maintain horticulturally accepted growth and color and to promote deep rooting.

8. It is the responsibility of the Contractor to make annual Backflow Device reports to be submitted to the County of Orange and Golden State Water Company. Newly planted trees, shrubs, ground cover and turf shall receive special attention until these plants are established. Adequate water shall be applied to promote normal, healthy growth. Collection basins shall be maintained during the establishment period.

C. LANDSCAPE MAINTENANCE ACTIVITIES

1. Contractor shall perform clearance and trimming on both sides of the berm four (4) times per year.

2. An allowance for irrigation repair and planting on a time and materials basis has been provided to the Contractor.

3. Contractor shall provide for maintenance of backflow devices at least one time per year.

A-7
Attachment D

MAINTENANCE COST ESTIMATE

DESCRIPTION AMOUNT
Maintenance (from 7/1/22-6/30/23) $ 69,966
City’s Indirect Support Costs $ 4,826
Total Maintenance Costs $ 74,792
Assessment * $ 95,310
*7.3% CPI adjustment (All Urban Consumers – April 2021 to March 2022)

Attachment F

ASSESSMENT
NUMBER
NAME DESCRIPTION Acreage %

AMOUNT OF

ASSESSMENT
2021-22
1 Cypress Corporate Center LLC; P.O. Box 240011,
Los Angeles, CA 90024
Par 1, PM 134-4
A.P. #224-271-05

5.378 3.95% $3,762.26
2 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 1, PM 207-35
A.P. #224-271-11

1.646 1.21% $1,151.48
3 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 2, PM 207-35
A.P. #224-271-07

3.238 2.38% $2,265.19
4A Katella Holder Street LLC; PO Box 847, Carlsbad, CA 92018 Par 1, PM 155-23 A.P. #224-271-23

13.966 10.25% $9,770.11
4B Katella Holder Street LLC; PO Box 847, Carlsbad, CA 92018 Par 2, PM 155-23 A.P. #224-271-24

8.324 6.11% $5,823.17
5 Duke Realty Limited Partnership; P.O. Box 40509,
Indianapolis, IN 46240
Par 1, PM 167-34
A.P. #224-261-04

22.304 16.37% $15,603.08
6 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 4, PM 247-21
A.P. #224-261-07

6.301 4.62% $4,407.95
7 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 3, PM 247-21
A.P. #224-262-01

15.235 11.18% $10,657.86
8 Warland Investments, Ltd. 1299 Ocean Ave., Ste. 300
Santa Monica, CA 90401
Par 1, PM 214-13
A.P. #224-271-21

11.314 8.30% $7,914.87
9 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 2, PM 207-35
A.P. #224-271-12

1.843 1.35% $1,289.30
10 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 3, PM 207-35
A.P. #224-271-13

1.100 0.81% $769.52
11 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 4, PM 207-35
A.P. #224-271-14

1.106 0.81% $773.72
12 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Lot 5, PM 207-35
A.P. #224-271-17

1.380 1.01% $965.40
13 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 6, PM 207-35
A.P. #224-271-16

0.996 0.73% $696.77
14 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 7, PM 207-35
A.P. #224-271-15

1.322 0.97% $924.82
15 Warland Investments, Ltd. 1299 Ocean Ave., Ste. 300
Santa Monica, CA 90401
Par 2, PM 214-13
A.P. #224-271-22

17.504 12.85% $12,245.17
16 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 1, PM 238-16
A.P. #224-261-08

7.177 5.27% $5,020.77
17 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 2, PM 247-21
A.P. #224-261-10

9.211 6.76% $6,443.68
18 Cypress Corporate Center LLC; P.O. Box 240011
Los Angeles, CA 90024
Par 2, PM 247-21
A.P. #224-261-11

6.897 5.06% $4,824.89
Total 136.24 100% $95,310.00
Max Assessment of $95,310
Landscape Maintenance District No.1
2022-23 Assessment Distribution Based on
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CYPRESS, CALIFORNIA,

DECLARING ITS INTENTION TO ORDER THE RENEWAL OF CYPRESS CORPORATE CENTER LANDSCAPE MAINTENANCE DISTRICT NO. 1 FOR FISCAL YEAR 2022-23, PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972,

AND FIXING A TIME AND PLACE FOR HEARING OBJECTIONS THERETO WHEREAS, the City Council has heretofore proposed the renewal of Cypress Corporate Center Landscape Maintenance District No. 1 (the "District") for Fiscal Year 2022- 23 pursuant to the provisions of the Landscaping and Lighting Act of 1972 (Streets and Highways Code, Sections 22500 et seq.) for the purpose of maintaining a landscaped berm constructed in connection with the development of the Cypress Business Park; and WHEREAS, the City Engineer's report entitled "City Engineer's Report-Maintenance Assessment District for Berm," dated May 2022, (the "City Engineer") was ordered, prepared and presented to the City Council pursuant to Streets and Highways Code, Sections 22565 et seq.; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CYPRESS HEREBY DOES FIND, DETERMINE, RESOLVE AND ORDER AS FOLLOWS:

SECTION 1. The City of Cypress does hereby declare its intention to order the renewal of Cypress Corporate Center Landscape Maintenance District No. 1 for Fiscal Year 2021-22, and to collect assessments pursuant to the Landscaping and Lighting Act of 1972.

SECTION 2. The District consists of that certain portion of the City of Cypress bounded on the north by Katella Avenue, on the east by Knott Street, on the south by Stanton Storm Channel, and on the west by Valley View Street.

SECTION 3. The landscaped improvements to be installed and maintained within the boundaries of the District are more particularly described in the City Engineer's Report.

Said improvements have been modified since formation of said District by being extended from Knott Street westerly to 40' east of Valley View Street.

SECTION 4. A full and detailed description of the boundaries of the District and the proposed assessments upon assessable lots and parcels of land within the District are contained in the City Engineer's Report.

SECTION 5. NOTICE IS HEREBY GIVEN that on the 26th day of June, 2022, at the hour of 7:00 p.m. in the Council Chamber located at City Hall, 5275 Orange Avenue, in the City of Cypress, California, any and all persons having objections to the work or extent of the District, may appear and show cause why said work should not be done or carried out or why the District should not be renewed in accordance with the Resolution of Intention.

Although the City Council will consider all oral objections at the hearing, in order for an objection to constitute a protest under Streets and Highways Code, Section 22628, such protest must be in writing and must contain a description of the property in which each signer thereof is interested, sufficient to identify the same and must be delivered to the City Clerk of said City prior to the time set for the hearing and no other protests or objections will be considered for this purpose. If the signer of any protest is not shown upon the last equalized assessment roll of Orange County as the owner of the property described in the protests, then such protest must contain or be accompanied by written evidence that such signer is the owner of the property so described.

SECTION 6. The City Clerk shall cause this Resolution of Intention to be published at least ten days prior to the date set for the hearing, at least once in a newspaper of general circulation serving the City of Cypress, California, all as provided for in Government Code, Section 6061.

SECTION 7. The City Clerk is hereby ordered and directed to mail this Resolution of Intention to all property owners, whether resident or nonresident, within the District, at least ten days prior to the date set for the hearing, pursuant to Streets and Highways Code, Section 22627.

PASSED AND ADOPTED by the City Council of the City of Cypress at a regular meeting held on the 9
th day of May, 2022.

MAYOR OF THE CITY OF CYPRESS
ATTEST:

CITY CLERK OF THE CITY OF CYPRESS
STATE OF CALIFORNIA }
COUNTY OF ORANGE } SS
I, ALISHA FARNELL, City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Resolution was duly adopted at a regular meeting of the said City Council held on the 9
th day of May, 2022, by the following roll call vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

CITY CLERK OF THE CITY OF CYPRESS
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 5.

FROM: Douglas Dancs, Director of Public Works
DATE: 05/09/2022
SUBJECT: Approve Senate Bill 1 Road Maintenance and Rehabilitation Account Funding and Project List

RECOMMENDATION
Adopt a Resolution approving the FY 2022-23 project list for Senate Bill 1 (SB1) Road Maintenance and Rehabilitation Account (RMRA) funding.

DISCUSSION
In 2017, California passed SB1 (The Road Repair and Accountability Act) which included new transportation funding and requirements through the creation of the Road Maintenance and Rehabilitation Account. Each year by July 1, Public Works submits a project list, required to be adopted by City Council Resolution, to the California Traffic Commission to be eligible for SB1 gas tax funding (attached).

Public Works recommends applying the FY 2022-23 SB1 funds towards the annual Arterial Street Rehabilitation Project, which is included in the proposed Seven-Year Capital Improvement Program. Current projections indicate the City will be eligible to receive $1,106,248 of SB1 transportation revenues in FY 2022-23. These receipts, along with available prior year fund balance amounts, will provide $1,440,000 of SB1 funding for the FY 2022-23 Arterial Street Rehabilitation Project.

BUDGET IMPACT
The estimated cost of construction, construction management and administration for the Arterial Street Rehabilitation Project is $1.75 million, with $1,440,000 in available RMRA funds applied to the project. Restricted Measure M2 monies will pay the $310,000 balance of the cost of the project. Both the proposed FY 2022-23 Budget and the Seven-Year Capital Improvement Program for FY 2022-23 through FY 2028-29 incorporates this funding plan for the Arterial Street Rehabilitation Project.

LEGAL REVIEW
None required.

None required.

APPROVED BY: Peter Grant, City Manager
Attachments
Resolution
Project List
RESOLUTION NO. ___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CYPRESS ADOPTING A LIST OF PROJECTS FOR FISCAL YEAR 2022-23
FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT
OF 2017
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 in order to address the significant multi-modal transportation funding shortfalls statewide; and
WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of the City of Cypress are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City of Cypress must adopt a list of all projects proposed to receive funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1 by resolution, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and
WHEREAS, the City of Cypress will receive an estimated $1,106,248 in RMRA funding in Fiscal Year 2022-23 from SB 1; and
WHEREAS, this is the sixth year in which the City of Cypress is receiving SB 1 funding and will enable the City of Cypress to continue essential road maintenance and rehabilitation projects that would not have otherwise been possible without SB 1; and WHEREAS, the City of Cypress has undergone a robust public process to ensure public input into our community’s transportation priorities/the project list; and WHEREAS, the City of Cypress used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and costeffective projects that also meet the community’s priorities for transportation investment; and
WHEREAS, the funding from SB 1 will help the City of Cypress maintain and rehabilitate various streets and transportation infrastructure throughout the City this year and similar projects into the future; and
WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the City’s streets and roads are in an “excellent/good” condition and this revenue will help maintain the overall quality of our road system and over the next decade; and
WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Cypress does hereby resolve, determine, and order as follows:

1. The foregoing recitals are true and correct.

2. The Fiscal Year 2022-23 list of projects planned to be funded in-part or solely with 2022-23 Road Maintenance and Rehabilitation Account revenues include:
• FY 2022-23 Arterial Street Rehabilitation Project
o Description: This project proposes to slurry seal and/or overlay various streets. Scope of work includes thermoplastic striping, traffic loops, adjustment of manholes, and other incidental items of work. o Location:
▪ Slurry Seal and/or Overlay
• Various arterial streets located throughout the City of Cypress, including but not limited to the following streets:
o Cerritos Avenue (from Denni Street to Walker Street)
o Knott Street (from Orangewood Avenue to City limit)
o Knott Street (from City limit to Cerritos Avenue)
o Orangewood Avenue (from Valley View Street to Knott Avenue) o Orange Avenue (from Moody Street to Valley View Street) o Estimated Project Schedule:
▪ Solicit Bids: October 2022
▪ Award Contract: November 2022
▪ Begin Construction: January 2023
▪ Complete Construction: April 2023
▪ Project Acceptance: May 2023
o Estimated Useful Life of Project:
▪ Slurry Seal: 5-7 years
▪ Overlay: 10-15 years
o Year of Construction: Fiscal Year 2022-23
PASSED AND ADOPTED by the City Council of the City of Cypress at a regular meeting held on the 9th day of May, 2022.

MAYOR OF THE CITY OF CYPRESS
ATTEST:

CITY CLERK OF THE CITY OF CYPRESS
STATE OF CALIFORNIA }
COUNTY OF ORANGE } SS
I, ALISHA FARNELL, City Clerk of the City of Cypress, DO HEREBY CERTIFY that the foregoing Resolution was duly adopted at a regular meeting of the said City Council held on the 9th day of May, 2022 by the following roll call vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

CITY CLERK OF THE CITY OF CYPRESS
FY 2022-23 Senate Bill 1 Project List
Agency: City of Cypress
County: Orange
Legislative Districts:
 29th Senate District – Josh Newman
 65th Assembly District – Sharon Quirk-Silva
 47th Congressional District – Alan Lowenthal
Network Pavement Condition Index (PCI): 83 (2022)
Project Title: FY 2022-23 Arterial Street Rehabilitation Project Description: This project proposes to slurry seal and/or overlay various streets. Scope of work includes thermoplastic striping, traffic loops, adjustment of manholes, and other incidental items of work.

Proposed Schedule for Completion:
 Submit Project List to CTC: May 2022
 Solicit Bids: October 2022
 Award Contract: November 2022
 Begin Construction: January 2023
 Complete Construction: April 2023
 Project Acceptance: May 2023
Estimated Useful Life:
 Slurry Seal: 5-7 Years
 Overlay: 10-15 Years
Proposed Location:
 Slurry and/or Overlay
o Various arterial/residential streets located throughout the City of Cypress, including but not limited to the following streets:
 Cerritos Avenue (from Denni Street to Walker Street)
 Knott Street (from Orangewood Avenue to City limit)
 Knott Street (from City limit to Cerritos Avenue)
 Orangewood Avenue (Valley View Street to Knott Avenue)  Orange Avenue (from Moody Street to Valley View Street ) CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 6.

FROM: Alisha Farnell, City Clerk
DATE: 05/09/2022
SUBJECT: Proclaim the Week of May 15-21, 2022 as National Police Week

RECOMMENDATION
Proclaim the week of May 15-21, 2022 as National Police Week.

DISCUSSION
Periodically the City receives requests to publicly declare, recognize, observe, or promote awareness of a special event. As per guidelines established by the City Council, routine proclamation requests are placed on an agenda for consideration. Any new proclamation requests are forwarded to the City Council and a Council Member may request the proclamation be added to a future agenda in accordance with City Council policy.

The City Clerk received a request from the Police Department requesting the City Council officially proclaim the week of May 15-21, 2022 as National Police Week. A proclamation has been prepared for the Mayor’s signature and is attached for consideration.

BUDGET IMPACT
None.

LEGAL REVIEW
None required.

APPROVED BY: Peter Grant, City Manager
Attachments
Proclamation
“NATIONAL POLICE WEEK”
MAY 15 - 21, 2022
WHEREAS, the Congress and President of the United States have designated May 15th as Peace Officers’ Memorial Day, and the week in which May 15th falls as National Police Week. National Police Week pays special recognition to those law enforcement officers who have lost their lives in the line of duty for the safety and protection of others; and
WHEREAS, the members of the Cypress Police Department play an essential role in safeguarding the rights and freedoms of all citizens in the City of Cypress; and WHEREAS, it is important that all citizens know and understand the duties, responsibilities, hazards, and sacrifices of their law enforcement peace officers, and that our peace officers recognize their fundamental duty to serve humankind by safeguarding lives and property, by protecting the citizens against violence and disorder, by safeguarding the innocent against deception and the weak against oppression, and by clearly recognizing the badge as a symbol of public faith and trust; and WHEREAS, the men and women of the Cypress Police Department unceasingly provide a vital public service to the community.

NOW, THEREFORE, I, PAULO MORALES, Mayor of the City of Cypress, along with my fellow Council Members, do hereby proclaim the week of May 15 - 21, 2022, as “NATIONAL POLICE WEEK,” and encourage everyone to observe National Police Week with appropriate ceremonies and observances in which everyone may join in commemorating law enforcement officers, past and present, who, by their faithful and loyal devotion to their responsibilities, have rendered a dedicated service to their communities and, in so doing, have established for themselves an enviable and enduring reputation for preserving the rights and security of all citizens. __________________________________
PAULO M. MORALES

MAYOR OF THE CITY OF CYPRESS
Dated: May 9, 2022
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 7.

FROM: Alisha Farnell, City Clerk
DATE: 05/09/2022
SUBJECT: Proclaim the Week of May 15-21, 2022 as National Public Works Week

RECOMMENDATION
Proclaim the week of May, 15-21, 2022 as National Public Works Week.

The City Clerk received a request from the Public Works Department requesting the City Council officially proclaim the week of May 15-21, 2022 as National Public Works Week. A proclamation has been prepared for the Mayor’s signature and is attached for consideration.

BUDGET IMPACT
None.

LEGAL REVIEW
None required.

APPROVED BY: Peter Grant, City Manager
Attachments
Proclamation

NATIONAL PUBLIC WORKS WEEK
MAY 15 - 21, 2022
“READY AND RESILIENT”
WHEREAS, public works professionals focus on infrastructure, facilities and services that are of vital importance to sustainable and resilient communities and to the public health, high quality of life and well-being of the people of the City of Cypress; and WHEREAS, these infrastructure, facilities and services could not be provided without the dedicated efforts of public works professionals, who are engineers, managers and employees at all levels of government and the private sector, who are responsible for rebuilding, improving and protecting our nation’s transportation, water supply, water treatment and solid waste systems, public buildings, and other structures and facilities essential for our citizens; and
WHEREAS, it is in the public interest for the citizens, civic leaders and children in Cypress to gain knowledge of and to maintain an ongoing interest and understanding of the importance of public works and public works programs in their respective communities; and
WHEREAS, the year 2022 marks the 62
st annual National Public Works Week
sponsored by the American Public Works Association/Canadian Public Works Association.

NOW, THEREFORE, I, PAULO MORALES Mayor of the City of Cypress, along with my fellow Council Members, do hereby proclaim the week of May 15 - 21, 2022 as NATIONAL PUBLIC WORKS WEEK in the City of Cypress, and urge all citizens to join with representatives of the American Public Works Association/Canadian Public Works Association and government agencies in activities, events and ceremonies designed to pay tribute to our public works professionals, engineers, managers and employees and to recognize the substantial contributions they make to protecting our national health, safety, and quality of life.
__________________________________
Paulo Morales
Mayor of the City of Cypress
Dated: May 9, 2022
CITY OF CYPRESS
CITY COUNCIL REPORT
City Council Regular 8.

FROM: Fred Galante, City Attorney
DATE: 05/09/2022
SUBJECT: Receive the Response Letter to the Brown Act Demand from Californians Aware

RECOMMENDATION
Receive the response letter to the Brown Act demand from Californians Aware.

DISCUSSION
The City received a letter from Californians Aware (“CalAware”), dated April 14, 2022, demanding it cure and correct alleged violations of the Brown Act. The City Council considered the demand, declined to take further action and directed the City Attorney to convey its disagreement with CalAware's allegations. The City Council also directed the City Attorney's response to CalAware be presented at a City Council meeting.

The City Council's meetings related to the alleged California Voting Rights Act violation and associated threat of litigation were authorized by the Brown Act and properly reported out following closed session in accordance with the Brown Act.

Contrary to CalAware's allegation, the City faced a clear and unequivocal threat of litigation.

A copy of the threat letter has been available at all relevant times when the City Council convened in closed session and has been on the City's website at all relevant times. Further details are included in the attached letter to CalAware.

BUDGET IMPACT
None.

LEGAL REVIEW
The City Attorney prepared this report.

APPROVED BY: Peter Grant, City Manager
Attachments
Letter to Californians Aware
Letter to Council from Californians Aware
Fred Galante
[email protected]
(949) 250-5410
18881 Von Karman Avenue,
Suite 1700
Irvine, CA 92612
P (949) 223-1170
F (949) 223-1180
01004.0001/784207.5
April 29, 2022
VIA FACSIMILE AND U.S. MAIL
Shaila Nathu
Assistant General Counsel
Californians Aware
464 E. Bonita Avenue, #10
San Dimas, CA 91773
Facsimile: 714-229-6682
Re: Californians Aware’s Brown Act Demand for Cure & Correction to the City of Cypress, dated April 14, 2022
Dear Ms. Nathu:

As you may be aware, I am the City Attorney for the City of Cypress (“City”) and I am writing in response to your letter demanding, on behalf of Californians Aware (“CalAware”), that the City cure and correct alleged violations of the Ralph M. Brown Act (“Brown Act”), dated April 14, 2022 (“Demand”).1 Relevant to this letter, the Demand alleges that the City violated the Ralph M.

Brown Act (“Brown Act”) when the City Council met in closed session on March 14, 2022, concerning a threat of litigation (“Shenkman Demand”) from Shenkman & Hughes, PC, (“Shenkman”) on behalf of the Southwest Voter Registration Education Project (“SVREP”), which alleged that the City’s at-large election system for Council Members violated the California Voting Rights Act (“CVRA”).

At its April 25, 2022, meeting, the City Council directed that the Demand be rejected and accordingly, this letter serves as notice to you, as the representative of CalAware, that the City Council has rejected the Demand pursuant to Government Code Section 54960.1(c)(2). The reasons for this rejection are set forth below.

1. The Demand incorrectly alleges that the City Council must meet in closed session to first determine whether the Shenkman Demand was a proper subject of closed session pursuant to Section 54956.9.

The Demand alleges that the City Council March 14, 2022, closed session discussion should have been limited to discussing whether a closed session was warranted at a later date due to a 1 The Demand also makes a public records request pursuant to the Public Records Act. As such, the purpose of this letter is to only respond to the demand that the City cure and correct alleged Brown Act violations.

Shaila Nathu
April 29, 2022

Page 2 ends

Cypress City CouncilMay 9, 2022

Cypress City Council
May 9, 2022