CITY OF MANHATTAN BEACH
FISCAL YEAR 2022-2023[PROPOSED]
ANNUAL BUDGET
ELECTED OFFICIALS
Councilmember
Richard Montgomery
Councilmember
Joe Franklin
City Treasurer
Tim Lilligren
Councilmember
Steve Napolitano
Elected Officials
Mayor Pro Tem
Hildy Stern
Mayor
Suzanne Hadley
Councilmember
Richard Montgomery
Councilmember
Joe Franklin
City Treasurer
Tim Lilligren
Councilmember
Steve Napolitano
Elected Officials
Mayor Pro Tem
Hildy Stern
Mayor
Suzanne Hadley
Councilmember
Richard Montgomery
Councilmember
Joe Franklin
City Treasurer
Tim Lilligren
Councilmember
Steve Napolitano
Elected Officials
Mayor Pro Tem
Hildy Stern
Mayor
Suzanne Hadley
Councilmember
Richard Montgomery
Councilmember
Joe Franklin
City Treasurer
Tim Lilligren
Councilmember
Steve Napolitano
Elected Officials
Mayor Pro Tem
Hildy Stern
Mayor
Suzanne Hadley
Councilmember
Richard Montgomery
Councilmember
Joe Franklin
City Treasurer
Tim Lilligren
Councilmember
Steve Napolitano
Elected Officials
Mayor Pro Tem
Hildy Stern
Mayor
Suzanne Hadley
MAYOR
Hildy Stern
MAYOR PRO TEM
Steve Napolitano
CITY COUNCILMEMBER
Suzanne Hadley
CITY COUNCILMEMBER
Richard Montgomery
CITY TREASURER
Tim Lilligren
CITY COUNCILMEMBER
Joseph Franklin
Mayor Hildy Stern November 2022
Mayor Pro-Tem Steve Napolitano November 2024
City Council Members Richard Montgomery November 2024
Joe Franklin November 2024
Suzanne Hadley November 2022
City Treasurer Tim Lilligren November 2024
City Manager Bruce Moe
City Clerk Liza Tamura
City Attorney Quinn M. Barrow
Finance Director Steve S. Charelian
Human Resources Director Lisa Jenkins
Parks & Recreation Director Mark Leyman
Police Chief Derrick Abell
Fire Chief Michael Lang
Community Development Director Carrie Tai, AICP
Public Works Director Erick Lee
Information Technology Director Terry Hackelman
City Manager’s Budget Message ................................ ................................ ................... 11 Budget Overview ................................ ................................ ................................ ........... 29 Budget User’s Guide ................................ ................................ ................................ ..... 45 Facts and Figures ................................ ................................ ................................ ......... 51 Organization Chart ................................ ................................ ................................ ........ 54 Department/Fund Matrix ................................ ................................ ................................ 55 Budget Awards ................................ ................................ ................................ .............. 56 Performance Measures ................................ ................................ ................................ . 59
Source of Funds by Fund Type – City-Wide ................................ ................................ .. 83 Schedule of Revenues by Fund & Category – City-Wide ................................ ............... 84 Revenues Matrix by Category & Fund ................................ ................................ ........... 85 Schedule of Revenue Detail by Fund ................................ ................................ ............ 86 Source of Funds – General Fund ................................ ................................ .................. 93 Comparison of Budgeted Revenues – City-Wide ................................ ........................... 94 Use of Funds by Fund Type – City-Wide ................................ ................................ ....... 95 Schedule of Expenditures by Fund – City-Wide ................................ ............................. 96 Use of Funds by Category – City-Wide................................ ................................ .......... 97 Schedule of Expenditures by Fund & Category – City-Wide ................................ .......... 99 Expenditures by Department Program – City-Wide ................................ ..................... 100 Use of Funds by Department – City-Wide ................................ ................................ ... 103 Use of Funds by Category – General Fund ................................ ................................ . 104 Use of Funds by Department – General Fund ................................ ............................. 105 Comparison of Budgeted Expenditures – City-wide ................................ ..................... 107 FY 2022-2023 Schedule of Reserved & Designated Fund Balances ........................... 108
Management Services ................................ ................................ ................................ . 111 Finance Department ................................ ................................ ................................ .... 135 Human Resources ................................ ................................ ................................ ...... 153 Parks and Recreation ................................ ................................ ................................ .. 165 Police Department ................................ ................................ ................................ ....... 191 Fire Department ................................ ................................ ................................ .......... 231 Community Development ................................ ................................ ............................ 259 Public Works ................................ ................................ ................................ ............... 281 Information Technology ................................ ................................ ............................... 319
Five Year Forecast ................................ ................................ ................................ ...... 331 Growth Factors ................................ ................................ ................................ ............ 333 General Fund Summary ................................ ................................ .............................. 335
Summary ................................ ................................ ................................ ..................... 347 Schedule of Capital Projects by Fund and Type ................................ .......................... 349 Schedule of Capital Purchases – Equipment & Vehicles ................................ ............. 350
Major Revenue Sources ................................ ................................ .............................. 356 Schedule of Full-Time Positions and Staff Count ................................ ......................... 359 Schedule of Administrative Service Charges ................................ ............................... 363 Schedule of Debt Service & Lease Payments ................................ ............................. 364 Schedule of Expenditure Detail – City-Wide ................................ ................................ 368 Schedule of Expenditure Detail – General Fund ................................ .......................... 370 Schedule of Expenditure Detail – by Department ................................ ........................ 373 Schedule of Expenditure Detail – by Minor Program ................................ ................... 391 Financial Policies ................................ ................................ ................................ ........ 395 Budget Policies ................................ ................................ ................................ ........... 405 Glossary of Terms & Abbreviations ................................ ................................ ............. 410
INTRODUCTION
Honorable Mayor Stern and Members of the City Council:
It is my pleasure to present the Fiscal Year (FY) 2022-2023 Operating Budget. The COVID-19 pandemic challenged our community more than we could have imagined, but as the City gradually transitions out of the pandemic, I remain hopeful that our resilient community will continue to adapt and work together for a stronger future.
The City Council’s steadfast commitment to protecting residents and maintaining essential services guided the City’s pandemic response over the last two years. The priorities of public safety and core City services continue to be the foundation in our budget development. Our City’s history of prudent policy decisions allowed us to sustain essential services and plan strategically for long-term fiscal stability. As a testament to this, the City recently had our AAA credit rating reaffirmed by Standard and Poor’s.
With so much uncertainty throughout the pandemic, forecasting budgetary impacts was a challenge. City staff has made every effort to prudently estimate revenues, and reduce expenditures accordingly, since the duration and severity of the economic impacts caused by the pandemic were unknown. Thankfully, all of the City’s most significant revenue sources are exceeding conservative estimates and expected to be at or above pre-pandemic levels in FY 2022-2023, and we are now in a position to re-invest in our infrastructure, maintenance and service levels.
With the passage of the American Rescue Plan Act (ARPA) on March 11, 2021, the City was allotted $8.4 million in emergency funding from the State and Local Fiscal Recovery Fund by the Federal Government. The City has received the first half ($4.2 million) in July 2021 and the remaining funds are expected in July 2022. The City Council allocated these funds to the “Revenue Loss” category per the U.S. Treasury Department’s Final Rule, thereby placing the funds in Unreserved General Fund balance. These funds are now available for allocation at the City Council’s discretion.
In FY 2020-2021, the City Council approved the transfer of $1.4 million to the Capital Improvements Bond Construction Fund to support the reconstruction of Fire Station No. 2. The FY 2022-2023 Proposed Budget includes a transfer of $4.0 million from the Unreserved General Fund balance to the Capital Improvements Program (CIP) Fund for important facilities and parks projects that align with the results of the recent community opinion survey.
In an effort to gain valuable input from residents to build a stronger, more connected community following the impacts of the COVID-19 pandemic, the City conducted a Community Opinion Survey in December 2021. Residents were invited to provide feedback on topics such as quality of life, safety, code enforcement, homelessness, budget priorities, and communications. The insights help staff and City Council in budgeting and strategic planning initiatives. The comprehensive survey identified the most important assets to be preserved including:
The small town feel and charming beach community;
11 Public safety and low crime rates;
The beach and ocean;
Cleanliness, appearance, and the overall beauty of the City; and Community and family-friendly atmosphere.
With the organization of the City’s budget by department and program, it is possible to connect these community priorities with proposed expenditures included in the FY 2022-2023 Budget.
For example:
Fifty-seven percent of the City’s General Fund budget is dedicated to public safety. Grant funds totaling $16.7 million have been allocated for the 28th Street Infiltration Wells capital project to keep our beach and ocean protected. Funds have been allocated to enhance the overall cleanliness, appearance, and beauty of the city:
Additional funding of $525,000 for business area beautification efforts to install lighting and enhancements in Downtown Manhattan Beach and address basic infrastructure deficits in North Manhattan Beach;
Additional staffing resources to establish a Public Works crew on the weekends to address cleanliness issues throughout high-traffic areas in the city; A new full-time Maintenance Inspector position to develop a maintenance inspection program to perform quality assurance work and ensure City standards are maintained.
Eleven percent ($9.0 million) of the City’s General Fund budget is dedicated to robust Parks and Recreation programming that elevates our community and family-friendly atmosphere.
Offsetting these expenditures is approximately $3.3 million in revenues generated by classes and camps.
The survey also identified the City services most important to our residents:
Maintaining parks and open space (96% of respondents). Providing emergency medical services (92%).
Maintaining sewer and storm drain systems (92%).
Maintaining a low crime rate (91%).
Providing fire protection and prevention services (90%).
While the overall quality of City services and safety of Manhattan Beach were highly ranked, when asked what the community would change to enhance City services, improvements to public safety and more police presence was the feedback most received. Following improvements to public safety were addressing parking issues, enforcing traffic and e-bike laws, and limiting growth and development.
The FY 2022-2023 Proposed General Fund Budget addresses these priorities in the following areas:
Additional funding of $1.0 million was added for deferred parks maintenance Citywide, including fencing, park furnishings and features;
12 Eighteen percent ($15.2 million) is dedicated to the Fire Department Budget, including Fire Operations, Emergency Medical Services, and Community Risk Reduction programs;
Thirty nine percent ($33.5 million) is dedicated to the Police Department budget, including Patrol, Investigations, Traffic Safety, and Parking Enforcement.
The City’s Enterprise Fund for Sewer (Wastewater) is funded by customer service charges of $3.6 million. Expenditures are budgeted at $2.5 million for operations, capital projects and debt service. In recognition that our Wastewater infrastructure is a key priority to keep our ocean and beaches clean, a Wastewater Master Plan Update is budgeted for $100,000 to analyze, identify and prioritize capital needs.
The Stormwater Fund is supported by assessments of $344,484, which are inadequate to pay expenditures of $1.8 million. Current assessments, which have not changed since 1996, are insufficient to pay for the rising costs of operations and needed capital improvements.
Therefore, the deficit of nearly $1.5 million is funded through a General Fund transfer.
With respect to overall quality of life services in Manhattan Beach, perceptions of the City’s efforts to enforce code violations such as construction ordinances, no-smoking regulations, noise ordinances, and other property related issues were cited as areas for improvement.
Knowing this has been a growing concern the last few years, the FY 2021-2022 Budget included the addition of two new Code Enforcement Officers, growing the team to a total of five, to enhance proactive programs on these targeted issues.
Although often identified as a highly ranked priority for many cities, respondents did not identify addressing homelessness as a key issue within Manhattan Beach. However, respondents indicated the importance of incorporating strategies for addressing homelessness. Such strategies include joining with other cities and the County to create more regional homeless shelters; enhancing lighting in public space; providing funding for mental health facilities street outreach and housing placement; and providing counseling and rehabilitation for drug and alcohol addiction.
Finally, the survey identified maintenance and infrastructure as the community’s top priorities.
Furthermore, if funding becomes available, the specific projects identified as top priorities, in order of priority, include:
Fix potholes, and repair and improve streets and sidewalks; Repair and upgrade the City’s sewer and wastewater systems; Improve the maintenance of parks and amenities including restrooms, sports courts, and dog runs;
Redesign public spaces to allow for outdoor dining;
Restore and enhance nature areas throughout Sand Dune Park; Renovate and improve the City’s Community Centers;
Reconstruct and improve the City’s pool;
Provide low-cost, on-demand ride share programs to business districts; and Create a Manhattan Beach historical museum to preserve and store historical documents.
13 Several of these priorities are already included in the FY 2022-2023 Budget:
Thirteen percent ($11.5 million) is dedicated to Street Repair, Sidewalk Repair and Traffic Control. This also includes added funding for Maintenance and Engineering staffing that will help address street and sidewalk maintenance and improvements. The aforementioned Sewer Master Plan will identify specific infrastructure areas in need of repair and upgrade.
The Five Year CIP includes annual programming of $150,000 to $250,000 through FY 2026-2027 for a new Park Improvements Program to tackle repairs and improvements as issues arise.
Additional funding of $245,000 was added for a consultant to develop an Outdoor Dining and Business Use Program, which was also identified as a priority in the City Council Work Plan.
Funding of $1.2 million is included in the CIP Fund for the restoration of Sand Dune Park.
Regarding the City’s Community Centers, a total of $320,000 is allocated over FY 2022- 2023 and FY 2023-2024 for Joslyn Center Façade Improvements. The City also stands ready to support the locally funded Senior and Scout House project with a commitment of $1.0 million to help fund the project.
Other potential priorities currently under review by City staff include reconstruction of the City pool, development of a local ride share program, and creation of a historical museum.
The randomized, scientifically reliable survey captured opinions of a representative sample of 560 randomly selected residents. The margin of error was +4.1%, which means that if the entire population of adults were surveyed, 95% would rate the City services similar to the report findings.
The City Council annually develops a Work Plan document that outlines significant priority projects and initiatives that require many hours of staff time, substantial financial resources with high community involvement, community interest or impacts to City operations.
The City Council Work Plan features priority levels on projects, funding sources and detailed descriptions. The Work Plan items are assigned priority level designations of critical, important, and normal. Currently, the City Council Work Plan contains 35 items across nine City departments. Funding to complete the Work Plan items is included in FY 2022-2023 Budget as appropriate. Service delivery investments added in FY 2022-2023 that are related to Work Plan items are identified below.
Performance management includes identifying, collecting, analyzing, and reporting on indicators that show how well the organization performs with service delivery to the public as well as internally, and how that performance compares with its targets or with peer organizations. More importantly, as a management tool, performance data is intended not as 14 the result, but rather as a means to enhance decision-making and have a more informed community.
Each year, staff presents performance measurements for the various departmental programs.
The Government Finance Officers Association (GFOA) recommends that program and service performance measures be developed and used as an important component of long-term strategic planning and decision-making, as well as linked to governmental budgeting.
Additionally, the International City/County Management Association (ICMA) provides standards for reporting processes, procedures, and presentations that can help build community trust while keeping City performance on track.
To that end, this year the City has enhanced Performance Measures to reflect budget goals, including fiscal responsibility, community engagement, safety & health of the community, and excellent municipal services. In addition to Performance Measures, each City department highlighted notable workload indicators and activities that have been accomplished in the prior calendar year of 2021.
The City’s Financial Policies are reviewed annually and adopted concurrently as part of the City’s Budget document in June of every year. The Policies are updated periodically as needed. Since the last substantial revision, the Financial Policies document has continued to achieve its purpose of guiding elected officials and staff in the financial management of the City, thereby maintaining our long-term financial integrity and AAA credit ratings.
Staff took the opportunity this year to further refine and polish the document to today’s standards. The revisions result in a better alignment with current practices, clarify ambiguous language, and reference other recently adopted City policies such as the Debt Management and Disclosure Policy (2018), Budget Policy (2019), and Unfunded Pension Liability Policy (2021).
The Financial Policies document, which is presented in the Appendix of this document, addresses fiscal integrity, reserves, civic engagement, revenues, financial reporting, capital budgeting, and other standards. Additionally, the document provides guidance and therefore continuity in the creation and execution of the City’s spending plan.
Civic engagement is a key element of the budget process. In February 2022, the City held a Community Priorities Budget meeting via Zoom. Staff provided attendees with an overview of the current fiscal year budget as well as with an explanation of the budget process for next fiscal year. Following this presentation, each Department Head provided a brief introduction outlining their respective department’s function within the City. Participants were then given the opportunity to interact with the various departments and submit their questions and comments. 15 A total of 27 community members
participated in the interactive session.
In addition to taking input during the
meeting, a digital comment card was
also presented as a QR code on
screen and embedded on the City’s
Budget webpage. The email address
[email protected] is also
available for community comments
and questions.
After this initial effort to gather
community feedback, staff began
preparing the Proposed Budget by
making projections for City revenues
and having internal reviews of all
expenditure line items. Staff also
prepares budget proposals for
program changes, one-time projects,
equipment, new technologies, and
staffing changes. These budget
proposals are reviewed in conjunction
with community priorities and funding
availability, which forms a basis for
decisions on which investments are
included in next year’s budget.
After the initial presentation of the
Proposed Budget at a regular City
Council meeting, the City usually has
at least two special Budget Study
Session meetings for detailed
discussion and analysis, as well as to
receive additional community
feedback. The entire process
culminates with the Budget and
Capital Improvements Plan adoption in
June.
The City’s main revenue source, Property Tax, continues to grow with residential and commercial property values. Housing prices surged during the pandemic due to low inventory and favorable mortgage rates for prospective buyers. Other key General Fund revenues are contingent upon the ability for people to travel and support our local businesses. As a beach community and regional destination for fine dining and retail shopping, the City’s restaurants and hotels have experienced a strong recovery emerging from the pandemic. The City’s 16 biggest Sales Tax sector, general consumer goods, has rebounded with upticks in specialty stores and apparel.
Fortunately, with our conservative approach to budgeting, history of prudent planning, and effective cost controls, the City has weathered the economic turmoil caused by the pandemic and is emerging in a strong financial position. The City’s General Fund maintains healthy reserves, currently at 20% of operating expenditures, or about $17.0 million, which is greater than the GFOA recommendation of no less than two months (17%) of regular General Fund operating revenues or expenditures. The City Council has also set aside $4.0 million as an “Economic Uncertainty” reserve. In addition to these designated reserves, the General Fund’s Unreserved Fund Balance is estimated to be $7.5 million at the end of fiscal year 2022-2023, which may be drawn upon for one-time projects and initiatives or, if necessary, transfers to other funds.
As a City, we rely upon our employees to provide exemplary municipal services. Just as any other business adjusts staffing to meet demands, we too must constantly evaluate and adapt to changing operational needs and service requests from the community, as well as provide adequate support staffing to fulfill our mission of satisfying community priorities.
In December 2020, the City Council approved Early Retirement Incentives (ERI) for certain employee classifications with a corresponding retirement election window from January through April of 2021. The ERI opt-in resulted in the reduction of five full-time employees at an approximate annual on-going cost savings of $500,000 across all funds, which were included in the FY 2021-2022 Budget. The reduction of headcount from the ERI last year offsets some of the new personnel position recommendations and reclassifications included in the FY 2022- 2023 Proposed Budget to continue the most efficient and effective levels of service delivery.
A summary of the position recommendations are listed below by department along with the annual cost associated with each recommendation.
Finance Department
The Finance Department supports all financial functions within the City and serves as the financial stewards to the community. The proposed position changes ensure the job classifications accurately align with the position duties:
Reclassify Receptionist Clerk to Administrative Assistant as the job scope has changed over time. Less time is spent answering phones and greeting customers due to changes in technology (automatic phone trees, transition to City services online causing less foot traffic, etc.), which allows for time to be spent on higher-level duties (annual cost:
$3,894).
Reclassify Management Analyst to Budget & Financial Analyst to accurately reflect the level of financial analysis and complex budget expertise required, including collaboration with all other departments (e.g. Capital Improvements Plan) (annual cost:
$4,911).
17 Reclassify General Services Coordinator to Purchasing Analyst to align the title with other government agencies and reflect the job duties and expectations to act in a lead capacity (annual cost: $9,101).
Allocate one of the two Accountant positions at the Senior Accountant level to allow flexibility in hiring talent at either level and provide for upward mobility of talented individuals to increase job retention. Both positions are anticipated to be filled at the Accountant level for FY 2022-2023 ($0).
These changes do not impact the number of full-time positions. The net impact to the General Fund is $17,906.
Human Resources Department
As the City workforce continues to evolve to meet the community’s expectations and priorities, the Human Resources (HR) Department needs to be staffed and aligned appropriately to support all operations and departments, including organizational development efforts, expeditious recruiting, and other HR services. Specifically, the upgrade of two existing positions is requested, as well as continued funding for a part-time resource who will continue to focus on leading police department and other recruitment efforts, and supporting organizational changes. These changes accompany the automation of various City and HR processes, which require less clerical and more technical and analytical support. The following changes also support a “team approach” for HR generalist duties to provide dedicated support to all City departments at the appropriate levels:
Fund current part-time Senior Human Resources Business Partner to oversee public safety and high-level recruitments, and partnership with departments for re- organizations, reclassifications, and position requests. This position was added in FY 2021-2022 to address key public safety recruitments. As such, the position was funded through budgetary savings from the open positions (annual cost: $81,638). Upgrade Human Resources Analyst to Senior Human Resources Analyst to provide lead support for the City’s HR Information System, perform supervisory duties, and create growth opportunities within the job classification series (annual cost: $5,458). Upgrade Human Resources Assistant to Human Resources Technician to provide additional recruitment and HR generalist support in lieu of clerical work to support departments Citywide (annual cost: $3,430).
These changes result in the addition of one part-time position, but do not impact the number of full-time positions. The net impact to the General Fund is $90,526.
Parks and Recreation Department
The Parks and Recreation Department’s proposed reorganization, which has been incorporated into the Proposed Budget, enables efficient and effective service delivery to help create community engagement and enrich quality of life in Manhattan Beach. A comprehensive reevaluation of the department’s structure and organization realigned staffing with community priorities as identified in the recent community survey, including providing activities and events for all ages and upgrading the City’s recreational facilities and parks. The reevaluation included a detailed analysis of each existing position, including the scope of work and overall program oversight. This was completed by the department and reviewed with Human Resources to ensure that each position was placed in the appropriate classification based on duties and 18 responsibilities. The proposed changes include aligning job titles with current industry standard (e.g. Recreation Coordinator, Recreation Supervisor, Senior Recreation Supervisor) and eliminating additional job titles (e.g. Recreation Program Supervisor). Eliminate unfilled Older Adults Recreation Program Supervisor (-$111,408) and two part-time Senior Recreation Leader positions (-$62,972) and reinstate the frozen Older Adults Recreation Coordinator position, who will be responsible for the reassigned duties of promoting and leading social and recreational programs for older adults (annual cost: $79,151).
Eliminate part-time Senior Recreation Leader position (-$39,026) and add Cultural Arts Recreation Coordinator (annual cost: $79,151) to oversee the Ceramics Studio. This position requires knowledge of specialized equipment, ceramics education and production, and safety practices in a studio environment. Upgrade part-time Recreation Leader I position to a part-time Ceramics Technician (annual cost: $3,844) to reflect the specialized knowledge and skill required to operate ceramics equipment and program activities.
Reclassify two Recreation Program Supervisors and one Recreation Manager to Senior Recreation Supervisors to align the responsibilities for all three positions with the expected duties and scope of work. These positions are responsible for broad program areas and for special event programming and facility management, policy development and implementation, and budget oversight, which includes $1.5 million in annual program revenue (annual cost: $11,643).
Reclassify three Recreation Coordinators to Recreation Supervisors to match current duties and scope of work, and to recognize broad programmatic responsibilities (annual cost: $12,068). The following include the specific responsibilities for each position:
Sports and Facilities position oversees maintenance and operations of eight parks and two community centers, oversees dozens of part-time staff, and assists with youth sports field allocations and programming. Recreation Services position supervises the Afterschool Program during the school year at two different parks, summer camps for kids and teens, and the Teen Center, and oversees fifteen part-time staff.
Aquatics position oversees operations and pool maintenance for Begg Pool and Mira Costa Pool, hires, trains, schedules, and evaluates dozens of year-round and seasonal part-time staff.
Add part-time Recreation Leader position to continue community enrichment classes and summer camps that generate approximately $170,000 in revenue (annual cost:
$22,770).
Add part-time Recreation Leader II position for enhanced park monitoring (annual cost:
$16,858).
Reclassify one Recreation Coordinator to Recreation Supervisor (annual cost: $4,472) – Prop A Transit Fund.
This Community Programs position requires multifaceted supervision of programs, services, Dial-a-Ride transportation staff, and City volunteers, and ensures related policies, insurance, and legal requirements are fulfilled.
These changes do not impact the number of full-time positions. However, two part-time positions were added. Overall, the department reorganization increased personnel costs in the General Fund by $7,579 and Proposition “A” Transit Fund by $4,472. 19 Police Department
The following staffing changes will help the Police Department adapt to changing operational needs, as well as provide adequate support staffing to fulfill the mission of outstanding public safety services.
Add one Public Safety Systems Specialist with expertise in radio technology, patrol vehicle technology (i.e., mobile data computers, in-car video), body worn cameras, and digital evidence management. This position directly supports the field technology that is critical to officer safety and ensures the most efficient and effective levels of public safety service (annual cost: $108,040).
Reclassify one Office Assistant to Administrative Assistant to align with the duties performed and level of administrative support required for the personnel and training office (annual cost: $3,810).
Reclassify IS Specialist to Technology Specialist to align with the comparable positions in the Information Technology Department (annual cost: $5,795).
These changes result in the addition of one full-time position in the General Fund at a net cost of $117,645.
Fire Department
The Fire Department oversees all disaster readiness/response programs in the event of natural and/or man-made crisis situations. The proposed position upgrade provides for the planning, development, and coordination all EOC related activities including resource management, use of mutual aid systems, and mass notification alerts. This position ensures the City appropriately and responsibly responds to all disasters and emergencies that require situational awareness, mitigation plans, and cost recovery programs. Eliminate part-time Emergency Services Coordinator (-$72,025) and add full-time Emergency Preparedness Administrator to oversee all things within the emergency preparedness sphere of influence (e.g. Emergency Operations Center, cost recovery, etc.) (annual cost: $133,479).
These changes result in the elimination of one part time position and the addition of one full- time position in the General Fund at a net cost of $61,454.
Community Development Department
The Community Development Department supports development activity in the City, by coordinating plan review construction and ensuring all proposed construction complies with applicable regulations in the City. The Department also pursues assigned and required long- term policy initiatives, such as updating regulations and maintenance of the Zoning Ordinance.
It has remained a challenge to meet expected turnaround times for building plan review, given the volume of reviews and the increasing complexity of land use regulations. The Department also assists customers with locating information about their properties in City files. A substantial portion of the Department files are in paper format; digitizing the files would reduce staff time in locating requested materials.
Add one Planning Technician to assist with plan review duties including staffing the public counter, reviewing minor plan checks, and coordinating with the Building Division.
This will allow Associate Planners to continue to meet and exceed turnaround times for 20 complex projects. Furthermore, the Planning Technician position would create an entry- level planning position in line with industry standards (annual cost: $85,719). Add one part-time Office Assistant to support records digitization for a significant backlog of Planning and Building Division files. This effort includes reviewing all documents, preparing transmittals, preparing documents to be sent to off-site vendor for digitization, quality control post-digitization and maintaining and managing files through digitization process. Staffing to be based on the quantity of backlogged Building and Planning files that are pending digitization (annual cost: $21,249).
These changes result in the addition of one part-time position and one full-time position in the General Fund at a cost of $106,968.
Public Works Department
Public Works is responsible for building and maintaining the City’s infrastructure. In order to enhance the Department’s capabilities, funding is requested to develop a maintenance inspection program, establish a weekend maintenance crew, improve the Engineering Division’s ability to implement the Five Year CIP, and improve the operations and maintenance aspects of the water, sewer, and stormwater utilities.
Eliminate two “frozen” unfilled Maintenance Worker I/II positions ($0). Add one Maintenance Inspector (annual cost: $86,051) to perform quality assurance work and ensure City standards are maintained.
Add one Maintenance Worker III position (annual cost: $85,373) and two part-time Maintenance Worker I/II positions (annual cost: $27,906 each) to establish a Public Works crew on the weekends to address maintenance operations issues throughout the City, including parks, fields, and businesses areas (net impact of $141,185). Eliminate part-time Management Analyst (-$37,766) and add one full-time Management Analyst (annual cost: $111,627) to support the Engineering Division. Upgrade one Senior Civil Engineer to Principal Civil Engineer (annual cost: $8,158) and add one Associate Engineer (annual cost: $125,976) to enhance the Engineering Division’s ability to deliver projects.
Add Water Treatment Operator to assist with efforts to increase local groundwater pumping, operate the new water treatment plant at Peck Reservoir, and manage the distribution system (annual cost: $88,396) – Water Fund. Reclassify one Management Analyst to Senior Management Analyst ($5,285) and add two Utilities Technicians (annual cost: $96,012 each) to enhance the administration of regulatory programs such as cross-connection control, water quality, water conservation, and MS4 permit compliance (net impact of $197,309) – Water Fund. Add one Lead Sewer Maintenance Worker (annual cost: $97,577) and one Sewer Maintenance Worker (annual cost: $81,841) to improve the operations and maintenance aspects of the sewer and storm drain systems (net impact $179,418) – Wastewater Fund.
These changes result in the addition of two part-time positions and seven net full-time positions at a total cost of $900,354. Of this amount, $435,231 is budgeted in the General Fund, $285,705 is budgeted in the Water Fund, and $179,418 is budgeted in the Wastewater Fund.
21 Information Technology Department
Information Technology (IT) continues to evolve, adapting to ever-changing technology and support needs. The IT reorganization is in response to the increased staff reliance on end-user technology (i.e., desktops, laptops, mobile devices), increased field computing/remote access, cybersecurity threats, cyber training, broadcasting, helpdesk, and standby support. The restructuring considers the wide range of duties and responsibilities performed today in alignment with the industry standards.
Reclassify the Information Systems (IS) Specialist position to a Technology Specialist (journey-level) and Senior Technology Specialist (advanced journey-level). The change more appropriately reflects the full scope of work activities performed currently, including project management functions in addition to systems and help desk support.
The budget includes reclassifying two existing IS Specialist positions to the Senior Technology Specialist job classification (annual cost: $12,368). Eliminate the part-time Information Systems (IS) Specialist (-$40,375) and add a full- time Technology Specialist (annual cost: $106,445). This position ensures that high service and security levels are maintained.
These changes result in the elimination of one part-time position and addition of one full-time position at a total cost of $78,438 in the Information Technology Fund.
As we have seen over the past few years, the City’s ability to quickly adapt to changing service level demands and dynamic shifts in employee attraction and retention patterns is critical to our success in serving our community. Across all funds, these changes total eleven new full- time positions at an approximate cost of $1.4 million. This includes five new full-time positions in the General Fund at an approximate cost of $837,305.
This budget also includes one-time software, equipment and other investments to address public safety and other organizational needs:
Public Safety Investments
The Police Department budget includes investments in public safety equipment and programs that will ensure that officers have the tools they need to address community priorities, including maintaining a visible police presence in the community, maintaining a low crime rate, addressing parking issues, and enforcing traffic laws.
Contracted supplemental parking enforcement services to provide concentrated and consistent meter enforcement and street sweeping enforcement, thereby allowing police staff to focus on more critical public safety and quality of life issues ($200,000; however, this expenditure is fully offset by additional parking citation revenue of $300,000). Ruggedized Mobile Data Computers for patrol and field operations vehicles to replace the existing aging inventory (approximately ten years old) with reliable and field-ready computers that meet the demands of law enforcement and align with the City's Information Technology standards for computer equipment ($120,000). Vehicle-stopping barriers at critical perimeter locations around nine of the City’s largest and most populated special events to enhance public safety ($55,000). Crisis Negotiations Team (CNT) van to maintain crisis equipment in a deployable state and to provide a space to operate out of when negotiating during crisis calls ($40,000). 22 Multi-dimensional resiliency and wellness training program for Police Department employees to address the traumas encountered by police officers and develop resiliency strategies ($20,000).
Four pole-mounted speed radar signs to deter speeding in areas of concern ($14,000).
Other Information Technology Investments
In response to constantly evolving technology and to ensure the continuation of a reliable, high-performing, and secure technology environment, the following enhancements are proposed for FY 2022-2023:
Budget Builder software to improve and automate compilation of the budget document to increase efficiencies and reduce opportunities for keying errors. The software also allows for a more streamlined process for the collaboration that occurs between the Finance Department and other departments during budget development ($13,500) – General Fund.
Neogov Onboarding and Performance modules to modernize and create efficiencies in employee onboarding and orientation, employee performance evaluation processes, goal tracking and succession planning ($35,000) – General Fund. Agenda management solution replacement to improve, automate, and streamline the process for compilation, tracking, approval and distribution of City Council agenda packets. The City last upgraded the agenda management software solution, Legistar, approximately 15 years ago. In response to the approved City Council Work Plan item titled “Explore Agenda Management Solutions,” staff had dedicated funds in the Fiscal Year 2022-2023 Budget to evaluate solutions that could improve the agenda process. ($84,820) – IT Fund.
A survey tool is recommended in anticipation of an increase in demand for engaging the community on various projects, including long-term outdoor dining options, parks and recreation facility renovations and replacements, infrastructure projects, and community budget priorities. ($10,000) – General Fund.
Update to City eNotification email delivery system, which is currently outdated and lacks the functionality of modern email methods ($9,900) – General Fund. Disaster Recovery as a Service (DRaaS) leverages the power of the cloud to provide essential services protecting the City's critical applications and ensuring staff access to critical systems and information during unplanned downtime. The importance of recovering quickly and with little to no data loss has grown significantly because the public and City staff increased dependency on technology to deliver critical services ($78,000) – IT Fund.
Hybrid Computing Adoption to leverage both on-premise and cloud environments and deliver a more robust, higher-performing, cost-effective and resilient IT service. Cloud computing access delivers a fast recovery in case of hardware failure ($45,000) – IT Fund.
M365 Add-Ons for advanced features of the Microsoft 365 (M365) solution supply enhanced collaboration and improved security, transparency, information sharing, and access. This may include critical cyber security tools to help protect the City’s data from cyber threats. Implementing these advanced features will allow the City to obtain the full benefit M365 offers and build off the initial implementation of cloud email, files storage, and collaboration ($25,000) – IT Fund.
23 Geographic Information System (GIS) Software Upgrade ensures ongoing support and provides access to new features and functionality. The current version used by the City will reach its useful life in December 2022. The GIS is an enterprise resource supporting all departments, facilitating improved information access and sharing, decision-making, and communications. It also integrates with other core City systems such as Land Management, Enterprise Resource Management, and the City website ($20,000) – IT Fund.
HP Plotter Replacement of the current device that was purchased in 2014. The City relies on this plotter for high-quality, large-scale printing of maps, drawings, and posters.
The replacement estimated cost includes the device purchase, five years of maintenance, and required delivery/deployment services ($14,000) – IT Fund. Hydrant monitoring system to monitor water distribution system pressure and temperature changes. The system provides alerts to staff via remote sensors at the exact moment when the water grid experiences a hydraulic event or is threatened by rapid pressure ($18,043 initial annual cost; $3,450 annually thereafter) – Water Fund.
Other One-time Initiatives
The following contract and professional services were added to augment staffing for immediate projects in order to complete the initiatives in a timely, cost-effective manner:
Parks Maintenance funding to replace fencing, park furnishings and features as identified in the Park Master Plan, which is a City Council Work Plan item ($1,000,000).
Beautification of business areas is another City Council Work Plan item. Added funding will be used to install lighting and enhancements in Downtown Manhattan Beach and address basic infrastructure deficits related to beautification in North Manhattan Beach ($525,000).
Professional services for project management support in the Public Works Engineering division will assist with the execution of projects identified in the Capital Improvements Plan ($300,000).
Funding for a consultant to develop the Outdoor Dining and Business Use Program identified in the City Council Work Plan ($245,000).
Activities will include coordinating outreach and community input, managing a task force or subcommittee, facilitating discussions, forming consensus from different perspectives, overseeing preparation of environmental review, ensuring compliance with the Coastal Act and California Environmental Quality Act, identifying and preparing needed changes in regulatory documents, and developing an implementation and fee program.
Funding for a consultant to prepare a Historic Preservation Resource Survey ($15,000).
Required under the existing Historic Preservation Ordinance, the Department is requesting funding to have the City’s historic preservation consultant (currently on contract) prepare a Historic Preservation Resource Survey for City. A historic resource survey identifies properties that are determined to potentially be historic/landmark properties. This is the City's initial Historic Preservation Resource Survey, which will assess all properties constructed prior to 1976 (approximately 7,041 properties) within the City boundary. This survey will need to be updated every five years. The purpose of this survey is to identify and make 24 available a resource to inform property owners and decision makers if certain properties are eligible for historic landmark designation and Mills Act contracts (allows for reduced property taxes in exchange for preservation).
Unless noted otherwise, all of these investments are included in the General Fund.
The City of Manhattan Beach is committed to strong stewardship of taxpayer dollars, including developing a responsive budget that delivers high quality services our residents expect and deserve. As we emerge from the pandemic, we continue to be faced with difficult choices in balancing quality of life service needs, aging infrastructure and long-term fiscal sustainability.
To assist with this effort, staff prepares projections for revenues and expenditures over the next five-year period as the budget is developed each year. Estimates for revenue and expenditure growth are derived using trend analysis, economic data and known future changes.
The forecast also projects fund balances including policy reserves and unreserved balances.
Fund transfers are highlighted for easy identification of fund subsidies, such as in the Street Lighting and Landscape Fund and Stormwater Fund, which are being subsidized by the General Fund. Identifying additional sources of funding for Stormwater operations, and our core services, remains a top priority to address pressure on the General Fund. The projected subsidies to the Street Lighting and Landscape Fund and Stormwater Fund are projected to total about $9.6 million over the next five years, which adds to the strain on our essential services valued by our public, as well as our ability to fund needed infrastructure improvements.
Nevertheless, the forecast included in this year’s budget shows that the City has been successful in maintaining a fiscally prudent policy of 20% of General Fund expenditures in reserve for emergencies and urgent needs and, additionally, an Economic Uncertainty reserve of $4 million through FY 2026-2027. Throughout the last two years of the pandemic, the City’s revenues were vulnerable to the dynamics of sporadic economic shutdowns, particularly in the travel and tourism industries. By holding the line on costs, and taking prudent measures like issuing Pension Obligation Bonds (POBs) in 2021, the City was able to mitigate the immediate impacts of revenue losses while waiting for relief from American Rescue Plan Act (ARPA) funds totaling $8.4 million.
To obtain the most flexibility in the use of the funds, City Council allocated all of the City’s ARPA allocation to the “revenue loss” category as defined by the U.S. Department of the Treasury’s Final Rule for the State and Local Fiscal Recovery Funds (SLFRF) and then applied the loss to government services. Government services include, but is not limited to, maintenance or pay-go of infrastructure, modernization of cyber security, health services, environmental remediation, and provisions for public safety services. The net effect of these actions results in an increase of unreserved General Fund balance to be used at City Council’s discretion. In FY 2020-2021, the City Council allocated $1.4 million to support the 25 reconstruction of Fire Station #2. In FY 2022-2023, a General Fund transfer of $4.0 million is scheduled to the CIP Fund for one-time parks and facilities projects.
Other ongoing transfers out from the General Fund include a reallocation of the budgetary “savings” achieved by the issuance of the POBs in accordance with the Pension Liability Policy approved by the City Council in 2021. The “savings” derived from the difference between what would have been paid to CalPERS as escalating payments compared to the current level-debt payments of $5.5 million, is allocated as 40% to the CIP Fund for debt service or capital projects and 60% to the PARS Pension Stabilization Trust Fund for future pension costs.
Although funding was added to the CIP Fund this year, the Five Year Forecast does show a lack of funding for significant capital improvement projects, such as recreational facilities, additional parking facilities, and upgrades to essential public buildings such as our community centers. Furthermore, these challenges are now compounded with rising costs due to high inflation.
Like all materials and contract services, labor costs in California continue to rise. As a service organization, the City delivers services through our dedicated employees. Multi-year labor agreements were recently signed with most of the City’s bargaining units through June 30, 2025 bringing predictability to one of the City’s biggest cost centers. After salaries, the second largest compensation driver for the City is retirement system costs. In FY 2022-2023, the City has budgeted $4.7 million for current service costs associated with providing employees defined benefit pension plans through the California Public Employees’ Retirement System (CalPERS).
Using the FY 2022-2023 Budget as a base, growth factors are applied to fiscal years 2023- 2024 through 2026-2027 in order to estimate revenues, expenditures, and fund balances over the upcoming five-year period.
The City Council skillfully guided the City during the challenging times of the COVID-19 pandemic and made judicious decisions that ultimately enabled the local economy to stabilize.
Decisions made for cost-controls, specifically pension cost reductions through the issuance of the POBs, have supported our goal of long-term financial sustainability.
The City’s budget process and completed document is the result of an extraordinary effort from staff in every City department as well as community members who provided their valuable input on funding priorities. We are proud to point out that the City’s last adopted budget once again received awards from the California Society of Municipal Finance Officers and Government Finance Officers Association.
Copies of the Operating Budget are available for public review at City Hall in the Finance Department and City Clerk’s Office. The budget is also available online at the City’s website:
www.manhattanbeach.gov/budget
I would like to take this opportunity to thank all the City employees who worked hard to develop this year’s budget. Special thanks to the Finance Department, especially Steve Charelian, 26 Libby Bretthauer, Marcelo Serrano, and Julie Bondarchuk, who skillfully balanced multiple demands and priorities to create this prudent and appropriate spending plan for City Council consideration. The Communications team in the City Manager’s Office also contributed their expertise with formatting and redesign assistance.
Finally, Standard and Poor’s recent affirmation of the City’s AAA credit rating is a testament to City Council’s judicious policy setting and guidance, and staff’s hard work and dedication to managing the City’s fiscal health.
Sincerely,
Bruce Moe
City Manager
27 28
BUDGET OVERVIEW
29 30
While in practice we look at the budget on a fund-by-fund basis, the following is a summary of the entire FY 2022-2023 Budget as it compares to the prior year adopted budget.
Adopted Proposed % Adopted Proposed %
Fund FY 2021-2022 FY 2022-2023 Change FY 2021-2022 FY 2022-2023 Change General $82,260,057 $86,453,227 5.1% $77,698,292 $85,243,018 9.7% Special Revenue Funds
Street Lighting & Landscape 389,689 389,689 - 570,702 612,022 7.2% Gas Tax 1,395,158 1,875,279 34.4% 2,098,738 1,575,138 (24.9%) Asset Forfeiture & Safety Grants 28,824 41,800 45.0% 108,500 107,750 (0.7%) Police Safety Grants 159,192 159,000 (0.1%) 155,000 155,000 - Proposition A 737,244 883,003 19.8% 932,081 780,646 (16.2%) Proposition C 634,279 712,451 12.3% 192,332 1,260,138 555.2% AB 2766 46,641 47,500 1.8% 673 673 - Measure R 458,499 547,088 19.3% 263,738 760,138 188.2% Measure M 2,309,690 5,921,033 156.4% 2,413,738 5,870,138 143.2% Measure W - 1,611,500 - - 1,200,000 - Capital Project Funds
Capital Improvement Project 2,919,601 1,605,438 (45.0%) 4,103,784 4,612,589 12.4% Capital Impr. Construction Fund - - - - - - Underground Assess District Construction 42,110 - (100%) 1,779,705 1,285,750 (27.8%) Enterprise Funds
Water 15,586,832 16,472,500 5.7% 15,551,079 13,304,706 (14.4%) Stormwater 779,889 344,484 (55.8%) 1,787,478 1,836,564 2.7% Wastewater 3,604,073 3,628,000 0.7% 3,045,862 4,710,392 54.6% Parking 3,730,433 3,983,200 6.8% 2,933,472 2,698,608 (8.0%) County Parking Lots 1,263,000 1,363,000 7.9% 872,452 953,214 9.3% State Pier & Parking Lot 894,383 833,500 (6.8%) 2,160,254 737,458 (65.9%) Internal Service Funds
Insurance Reserve 7,389,560 7,549,860 2.2% 7,179,370 8,243,352 14.8% Information Technology 3,039,108 3,698,533 21.7% 3,520,830 4,276,387 21.5% Fleet Management 2,363,382 2,772,827 17.3% 4,056,296 2,490,440 (38.6%) Building Maintenance & Operations 2,104,412 2,195,831 4.3% 2,097,330 2,195,831 4.7% Trust & Agency Funds
Special Assessment Redemption Fund 707,750 714,150 0.9% 708,900 700,450 (1.2%) Special Assessment UAD 19-12/19-14 Fund 614,943 606,106 (1.4%) 606,707 609,007 0.4% Special Assessment UAD 19-4 Fund 336,313 337,613 0.4% 336,163 341,813 1.7% Pension Trust 197,697 264,480 33.8% 196,680 196,680 - PARS Investment Trust 100,000 50,000 (50.0%) - - - Budget Totals $134,092,759 $145,061,092 8.2% $135,370,156 $146,757,902 8.4% Revenues Expenditures
31 Specific information on each of these funds follows this section. Additionally, summary schedules of revenues and expenditures are presented in the Summaries section of this budget.
Year-end projections for FY 2021-2022 indicated that revenues will exceed expenditures by about $8.5 million. Nearly half of this amount is due to the second allotment of American Rescue Plan Act funds totaling $4.2 million. The balance of the anticipated surplus is due other recurring revenues exceeding expectations as well as unanticipated savings from vacant positions. The unreserved (available) General Fund balance on June 30, 2022, is projected to be $15.1 million after accounting for financial policy designations. These funds are needed for scheduled transfers for capital improvements and to relieve future anticipated deficits in the Stormwater Fund and Street Lighting & Landscape Fund.
FY 2022-2023 General Fund revenues are currently projected at $86,453,227.
Expenditures are estimated at $85,243,018, resulting in an anticipated operating budget surplus of $1,210,209. Taking into account expected transfers and policy reserves, the unreserved General Fund balance is projected to total $7.6 million on June 30, 2023.
General Fund revenues are projected to be $86,453,227 in FY 2022-2023, an increase of $4.2 million (5.1%) from the FY 2021-2022 Adopted Budget. The increase is mainly due to increases in Property Taxes, Transient Occupancy Taxes, Sales and Other Taxes, and Charges for Services.
Specific impacts on our key revenue sources include:
Fund Type Funds Revenues % Change Expenditures % Change General General $4,193,170 5.1% $7,544,726 9.7%
Special Revenue Streets & Highways, Prop A, Prop C, Meas R, Meas M, Street Lighting, Measure W, etc.
6,029,127 97.9% 5,586,141 82.9%
Enterprise Water, Sewer, Parking, County Parking Lots,
Pier
766,074 3.0% (2,109,655) (8.0%)
Capital Projects CIP Fund, Bond Construction, UAD
Construction
(1,356,273) (45.8%) 14,850 0.3%
Internal Service Insurance, Information Tech, Fleet, Building Maintenance
1,320,589 8.9% 352,184 2.1%
Trust & Agency Underground Assessments, Pension Trust,
PARS Trust
15,646 0.8% (500) (0.0%)
Total Increase/(Decrease) $10,968,333 8.2% $11,387,746 8.4% Year-Over-Year Change in Budget
FY 2022 to FY 2023
32 Property Taxes: For FY 2022-2023, Property Taxes remain largely unaffected by the economic downturn as assessed values continue to rise based on higher home sale prices given the low supply and pent-up demand. At over 47% of the General Fund, overall Property Tax receipts are expected to increase 7.1% over the prior year budget to $40.7 million in FY 2022-2023. Comparing this to the more recent FY 2021-2022 mid- year projection, Property Taxes are estimated to increase $1.5 million or 3.9%.
Our leading indicator for potential changes in property values is Real Estate Transfer Taxes, which is based on sales transactions. At this time, sales activity remains extraordinarily strong following a temporary slowdown prompted by initial pandemic concerns and economic uncertainty in the previous year. Recent estimates for FY 2021- 2022 indicate Real Estate Transfer Taxes will end the fiscal year at $1.1 million, significantly above the conservatively budgeted amount of $810,000. With strong sales activity anticipated to continue next fiscal year, Real Estate Transfer Taxes are projected at $1,025,000 or 26% above the prior year budget. This data is closely monitored for impacts to our largest General Fund revenue source.
Sales Tax: The City’s second largest General Fund revenue source (12% of total revenue) was significantly impacted starting in March 2020. At this point in time, sales tax in FY 2022-2023 is projected to rebound to nearly $10 million, about $740,000 (8%) above the conservative prior year budget. The industry groups that were hit hardest by the pandemic have continued to rebound, which include most retail, restaurants, and hotels. Additionally, the City’s robust outdoor dining program has contributed to the growth in sales tax revenues due to the larger seating capacity and vibrant dining atmosphere in the downtown Manhattan Beach restaurant scene.
Construction is nearly complete at the Manhattan Village Mall, with only some peripheral spaces remaining to develop. At the heart of the Manhattan Village redevelopment is the 53,300-square-foot expansion called the Village Shops, which consists of curated open-air dining and retail space with a modern look. With this construction phase completed and more retail and dining leasing options available, several luxury shops and restaurants have since opened, creating an upscale and attractive shopping experience for visitors.
Over the last several years, online sales continue to grow while point-of-sale tax revenues have been trending down in the State.. Online sales result in the collected sales tax going into a countywide pool, which is then allocated based on the City’s share of point-of-sale taxes countywide. Importantly, the amount received from the countywide pool is forecasted to increase corresponding with the final implementation of the Wayfair decision, wherein the Supreme Court ruled that out-of-state retailers selling above certain thresholds into a State (e.g., California) can be required to collect and remit state sales & use taxes on their sales within the state. This trend towards online shopping is expected to continue, but with a strong brick-and-mortar base, the City will continue to receive a stable share from the County pool.
33 Transient Occupancy Tax (TOT): Hotel occupancy taxes are expected to generate approximately $5.4 million in General Fund revenue in FY 2022-2023, approximately $1.3 million (32.9%) more than the prior year budget. The approved increase in the tax rate from 10% to 12% went into effect in July 2020, which has contributed to the growth in General Fund TOT revenue. Although occupancy rates dropped below 25% during the strongest waves of the pandemic, business and leisure travel in Manhattan Beach has returned to pre-pandemic levels. The budget for FY 2022-2023 assumes occupancy rates will continue rising over the coming months as pent-up travel desires and local special events continue to gain momentum. The City recently experienced a renaissance in travel and tourism, especially with large regional events such as the Super Bowl and occasional concerts at So-Fi Stadium, which have drawn visitors to the area.
This revenue also affects the Capital Improvement Fund since 15% of the base 10% tax (approximately $765,000) is dedicated to that fund (the CIP amount is in addition to the $5.3 million expected in the General Fund).
Business License Tax: Business License Tax in FY 2022-2023 is expected to generate nearly $4.0 million, which is an increase of $350,000 (9.7%) over the prior year budget. In past economic downturns, this revenue proved to be somewhat resilient and stable due to the taxing structure.
Building Permits & Plan Check Fees: Residential and commercial building activity continued during the pandemic, with the Community Development Department processing Building Permits and Plan Checks through the City’s streamlined on-line permitting system. At this time, Building Permits are expected to generate nearly $1.7 million, which is an increase of $117,288 (7.7%) and is based on the number of recently approved Plan Checks and Permits in progress. Given recent plan check submittal trends, Plan Check fees, estimated at $2 million, are projected to increase by $245,000 (14%) over the prior year.
Service Charges: Service Charges in the prior years were severely impacted by Parks and Recreation classes being canceled or modified due to public health orders. With all restrictions now lifted, the City’s community programs are now fully operational and in high demand. Accordingly, Service Charges from Recreation class fees are anticipated to increase by $895,297 over the prior year budget. Other significant adjustments in Service Charges include cost recovery reimbursements for Community Development services and Fire Reimbursements for resources deployed to assist other agencies throughout the State during largescale wildfires.
Operating Service Transfers: Operating Service Transfers estimated at $3.8 million decreased by $163,714 or 4.1% less than the prior year budget. Operating Service Transfers into the General Fund reflect support costs allocated to other funds for salaries and benefits of support staff, utilities, depreciation on buildings, and other indirect costs. Additionally, Engineering staff hours worked on Capital Improvement Projects are reimbursed by Special Revenue Funds (Gas Tax, Proposition “C”, Measure 34 “R”, and Measure “M”), the CIP Fund, and Enterprise Funds (Water, Stormwater, and Wastewater).
A complete listing of revenues is located in the Summaries section of this document.
General Fund expenditures equal $85,243,018 in FY 2022-2023, an increase from the FY 2021-2022 Budget of $7.5 million (9.7%). When comparing to the more recent FY 2021-2022 mid-year estimates, the FY 2022-2023 Budget is $6.8 million (8.7%) higher.
The following chart illustrates the specific budget categories and the associated changes from FY 2021-2022:
At 60% of General Fund Expenditures, Salaries and Benefits represent the largest portion of the budget in FY 2022-2023. This category shows an increase due to cost-of- living adjustments approved in labor agreements and new positions added in response to changing organization needs and service requests from the community, which are explained in depth in the City Manager’s Budget Message. Recruitment and employee retention are a top priority internally as we adapt to changing workforce trends.
Salaries and Benefits also includes a 4.0% vacancy factor for full-time staffing, which equates to $1.8 million across all funds, and approximately $1.6 million in the General Fund. This vacancy factor is in recognition of the fact that there are times throughout the year that positions are vacant through attrition and retirements, and that salary savings are achieved during those vacancies. This practice was implemented several years ago when significant year-end savings would result from fully budgeting staff positions. The current method recognizes vacancies up-front, with the expected savings factored into the budget.
Materials and Services are increasing $5.0 million (36.9%) from last year’s budget partially due to the restoration of contract services, departmental supplies, and employee training that were reduced or eliminated during the pandemic. Some FY 2021-2022 FY 2021-2022 FY 2022-2023
Expenditure Category Adopted Projection Proposed Change % Change % Salaries & Benefits $49,540,163 $48,719,646 $50,788,481 $1,248,318 2.5% $2,068,835 4.2% Materials and Services 13,475,892 14,953,448 18,444,318 4,968,426 36.9% 3,490,870 23.3% Internal Service Charges 8,698,193 8,698,282 9,984,483 1,286,290 14.8% 1,286,201 14.8% Capital Equipment 218,190 313,894 378,200 160,010 73.3% 64,306 20.5% Debt Service 5,643,853 5,645,083 5,635,535 (8,318) (0.1%) (9,548) (0.2%) Interfund Transfers 122,001 122,001 12,001 (110,000) (90.2%) (110,000) (90.2%) Totals $77,698,292 $78,452,354 $85,243,018 $7,544,726 9.7% $6,790,664 8.7% Over Prior Year Budget Over Prior Year Projection
35 significant one-time expenditure outlays are included to address key areas identified by the Community Opinion Survey and City Council Work Plan items:
$1.0 million was added to address deferred parks maintenance Citywide, including fencing, park furnishings, and features;
$525,000 was added for business area beautification efforts to install lighting and enhancements in Downtown Manhattan Beach and address basic infrastructure deficits in North Manhattan Beach;
$245,000 was added for a consultant to develop the Outdoor Dining and Business Use Program.
Another notable addition is $200,000 in contract services for ongoing supplemental parking enforcement, which will be offset by approximately $300,000 in parking citation revenues, to provide concentrated and consistent meter enforcement and street sweeping enforcement, thereby allowing Police staff to focus on more critical public safety and quality of life issues.
Utility costs, which are also included in Materials and Services, are projected to increase over the prior year budget by $123,900 (12.0%) due to inflationary increases in electricity, water and natural gas.
Internal Services include charge-outs for the Insurance Reserve, Fleet, Information Technology and Building Maintenance funds, which are used to capture and allocate common costs across all departments. Overall, this category is increasing by $1.3 million (14.8%) mainly due to higher costs in the Insurance Reserve Fund.
Minor adjustments were also made to capital adjustments, debt service, and transfers out. The decrease in capital outlay was mainly attributed to prior year one-time technology and equipment purchases. Likewise, the decrease in transfers out was due to purchases of three new vehicles in the prior year General Fund budget.
In years past, City Councils have created dedicated revenue sources for the Capital Improvements Fund in order to provide reliable funding for important projects (previously, project funding relied on General Fund surpluses). These revenue sources and the year enacted are as follows:
1998 Transient Occupancy Tax – 15% of the 10% tax
1998 On-Street Parking Meters - $0.25 per hour
2000 On-Street Parking Meters – additional $0.25 per hour 2000 Parking Citations - $4 of all citations except expired meter cites 36 These revenues are projected to generate $1.5 million in FY 2022-2023. Approximately 83% of the revenue generated within the CIP Fund is dedicated to funding existing debt service of $768,664 on the Police & Fire facility and $400,875 on the recently issued Certificates of Participation for Fire Station #2. With little funding leftover for capital projects, it is critical to find other funding sources such as grants or transfers from the General Fund.
In FY 2022-2023, one-time revenues and transfers include:
CDBG Grant revenues totaling $100,000 are anticipated to offset sidewalk projects.
Ongoing transfer of $798,292 from the General Fund in accordance with the City’s Pension Liability Policy (see Financial Policies section of the Budget) and set aside in a separate “Reserve for Debt Service or Capital” until allocated by the City Council.
One-time transfer of $4,000,000 to support several capital projects.
These funding sources will support a total of $3.2 million in projects scheduled in FY 2022-2023, including:
$1.2 million for Sand Dune Park improvements;
$282,500 for City Hall renovations;
$250,000 for a Manhattan Beach Unified School District (MBUSD) project; $250,000 for various street, sidewalk, and other “non-motorized” improvement projects;
$230,000 for security cameras at City facilities;
$180,000 for a lighted pathway at Polliwog Park;
$150,000 for general park improvements;
$125,000 for general facility improvements;
$150,000 for City-owned refuse enclosure improvements; and $50,000 for a new biennial slurry seal program at MBUSD facilities.
With these funded projects, the CIP fund is expected to have an unreserved fund balance of $2.2 million at the end of FY 2022-2023, which will be used for future planned capital improvements.
The Bond Construction Fund is being used to account for the Fire Station No. 2 Project, including Certificates of Participation bond proceeds of $8.7 million and a transfer from the General Fund of $1.4 million, which was approved by the City Council in 2021. The construction phase is currently underway and anticipated to be completed within budget.
37 The Street Lighting and Landscaping Fund derives its revenues from assessments to property owners. Increasing the assessments, which have not been changed since 1996, will require a successful Proposition 218 vote. As a result, the FY 2022-2023 assessment basis remains fixed with no increase from prior years. Because expenses for utilities and maintenance are not fixed and have risen since 1996, the General Fund must contribute increased amounts each year in order to fund this service. The subsidy is estimated at $222,333 in FY 2022-2023. In addition to the subsidy, the City contributes $12,001 to cover the City’s portion of the Streetscape zone. This Fund exhausted its reserves long ago and, until new assessments are in place, General Fund subsidies will have to continue to in order to support the program.
The Streets & Highways Fund (Gas Tax and SB1 Funds) accounts for gas tax monies dedicated to roadway and sidewalk projects. These funds held steady over the last year and were largely unaffected by the economic downturn. The FY 2022-2023 Budget includes revenues estimated at $1.9 million and capital expenditures of $1.5 million.
Funded projects include the Biennial Slurry Seal Program ($800,000), allotments for the annual street resurfacing program ($350,000), and annual curb, gutter and ramp replacements program ($365,000).
The Asset Forfeiture Fund includes estimated revenues of approximately $42,000 consisting of anticipated interest earnings on the fund balance and reimbursement for overtime costs related to narcotic enforcement efforts through L.A. IMPACT. The receipt of other Asset Forfeiture funds is unpredictable and therefore not programmed into the budget. FY 2022-2023 will be the last year that operational expenditures (totaling $107,750) will be budgeted in the Asset Forfeiture Fund as the fund balance is expected to be exhausted. Consequently, the General Fund will absorb critical costs previously paid for by Asset Forfeiture funds.
The Police Safety Grants Fund includes anticipated revenues of $159,000 in grant funds and interest income, and $155,000 in operating expenditures for front-line law enforcement supplies and equipment.
The majority of Proposition “A” Fund revenues are based on a half-cent sales tax in Los Angeles County, which is then distributed on a per capita basis. Unlike the City’s General Fund sales taxes, these funds received through the County were not significantly impacted during the pandemic. FY 2022-2023 revenues are estimated at $883,003 and operating expenditures for the Dial-A-Ride and other transit services are budgeted at $780,646.
The Proposition “C” Fund, established for transportation and street improvement programs, reflects estimated transit sales tax revenues of $712,451. Capital funding totaling $1.2 million is budgeted in FY 2022-2023 for the annual street resurfacing program.
The AB 2766 Fund was established in 1990 and provides per capita funding to cities and counties located in the South Coast District to be used to reduce motor vehicle air 38 pollution. Revenues of $47,500 and expenditures of $673 are budgeted in FY 2022- 2023. Unexpended revenues are being accumulated for future electric vehicle and/or charging station purchases.
During FY 2009-2010, the City began receiving funds from Measure “R”, which was approved by L.A. County voters in November 2008. This half-cent sales tax can be used for projects such as pothole repairs, major street resurfacing, left-turn signals, bikeways, pedestrian improvements, streetscapes, traffic signal synchronization, and local transit services (including subsidizing Dial-A-Ride services as done in the past). Revenues totaling $547,088 are estimated in FY 2022-2023. Funding for capital projects includes $500,000 for the Annual Street Resurfacing Program and $200,000 to design crossings for the Ocean Drive Walk Streets.
In November 2016, Los Angeles County voters approved Measure “M” to ease congestion and improve neighborhood streets and intersections. The City started receiving Measure M funds in FY 2017-2018. In FY 2022-2023, revenues are estimated at $611,033. Additionally, $5.3 million in grant funds was awarded for the Manhattan Beach Advance Traffic Signal (MBATS) Project. In total, over $11 million has been awarded for this project, which will upgrade signal controller equipment and connect the units through a fiber optic backbone infrastructure with modern traffic management technologies. The project will support dynamic signal timing, vehicle-to-vehicle connections, autonomous vehicles, public safety preemption and other smart cities initiatives that can improve traffic signalization and operational efficiencies. The infrastructure will enable enhanced signal timing, relieve congestion during peak hours, and allow the system to be more responsive to changes in traffic conditions.
The Measure “W” fund was created in 2021 to account for the Los Angeles County Measure W parcel tax approved by voters on November 6, 2018, to fund improvements and maintenance of local storm water systems. As part of the measure, a portion of the funds collected annually are distributed to municipalities to fund upgrades to and the maintenance of each agency’s storm water infrastructure. The City began receiving Measure W funds in FY 2020-2021, and will continue receiving an estimated $410,000 per year. In addition to this recurring funding, competitive grants through the Safe Clean Water Program are also available for one-time projects. The City applied for and was awarded $17.5 million for our 28th Street Stormwater Infiltration Project, which will enhance the protection of our beaches and ocean by significantly reducing bacterial, trash and debris discharges into the South Santa Monica Bay from the storm drain system in alignment with the California Regional Waterboard’s Municipal Separate Storm Sewer System (MS4) Permit mandate. The initial $1.5 million cost of the project was appropriated in FY 2021-2022 and $1.2 million is budgeted in FY 2022-2023.
Construction costs totaling $14.0 million are planned in future years.
FY 2022-2023 revenues in the Water Fund are estimated at $16.5 million while operating expenses, capital projects and debt service in this fund total $13.3 million. No capital projects are planned for next year to allow for the replenishment of fund balance 39 since it was significantly drawn down by construction of the $40.5 million Peck Ground Level Reservoir Replacement Project currently underway. The project’s significant cost is being paid out of the Water Fund balance. Consequently, the Fund’s reserves temporarily no longer met the minimum policy of four months of operational expenditures. The City conducted a water rate study to determine appropriate rates that will maintain operations as well as fund future infrastructure projects.
Revenues in the Wastewater Fund are projected to be $3.6 million with operating expenses, capital projects, and debt service estimated at $2.5 million. Projects currently budgeted in FY 2022-2023 include $2,441,000 for the Voorhees Lift Station Upgrade and $100,000 for a Wastewater Master Plan Update. A wastewater rate study will need to be completed to determine appropriate rates that will maintain operations as well as fund future infrastructure projects.
The Stormwater Fund includes revenues of $344,484 from assessment taxes and expenditures of $1.8 million. The deficit of nearly $1.5 million is funded through a General Fund transfer since fund reserves were exhausted. The FY 2022-2023 Budget allocates funds for street sweeping and mandated National Pollution Discharge Elimination System Permit Compliance Programs as well as capital projects of $710,000 ($210,000 for storm drain debris collection devices and $500,000 for the annual Storm Drain Repair Program). There is no fund balance available to meet policy reserves of four months of operating expenses or fund necessary capital projects.
Current assessments, last changed in 1996, are not sufficient to sustain the program’s current and future capital needs. Additionally, stormwater runoff is under increased regulatory and environmental pressures, which has resulted in increased costs. In the near term, General Fund transfers must be used to fund this operation, which crowds out other funding priorities and puts a strain on core municipal services funded by the General Fund. As a result, a Proposition 218 vote to increase the assessments will be required to adequately fund this operation.
The Parking Fund accounts for collections and expenditures for street meters and City- owned lots, debt service on the Metlox parking structure, and maintenance of the Metlox Town Square. In September 2020, the City Council approved meter rate increases for Streets ($1.75 to $2.00 per hour) and City lots ($1.50 to $2.00 per hour). With the new meter rates in effect, revenues are projected at $3.9 million. Expenditures are estimated at $2.7 million, which includes $623,150 in debt service on the Metlox parking structure and $200,000 for Wayfinding signage. Fund revenues and expenditures also include the Downtown Business Improvement District assessments (approximately $100,000), which the City collects and then remits to the Downtown Business and Professional Association through a contractual agreement. Any excess parking meter revenues are being accumulated in fund balance for future parking infrastructure projects and debt service.
The County Parking Lot Fund accounts for the two County-owned beach parking lots commonly referred to as El Porto and 26th Street. On March 16, 2021, the City Council approved a meter rate increase for the County and State beach lots from $2.00 per hour 40 to $2.50 per hour. With the rate increase in effect as of April 2021, revenues are projected at $1.4 million in FY 2022-2023. Expenditures of $953,214 include operational costs and $765,000 for the County lots operating lease. Excess funds ($409,786) are transferred to the General Fund after accounting for the County’s share of revenue.
The State Pier and Parking Lot Fund relates to the operational activity for the State- owned pier parking lots. As with the County parking beach lots, the State Pier Fund parking lot meter rates were also increased to $2.50 per hour. Revenues of $833,000 are projected in FY 2022-2023, and operating and capital expenditures are budgeted at $737,458. Fund revenues are used to maintain and operate the Pier and parking lots, and the Pier comfort stations. Fund balance, as well as a temporary loan of $700,000 from the Parking Fund, will be used for the design and replacement of the Pier Railings Project, which was budgeted in FY 2021-2022 at $1,650,000. With the recent meter rate increase, payback of the temporary loan is estimated to be completed by FY 2026- 2027.
The City operates four Internal Service funds that provide for the operation, maintenance, and replacement of facilities or equipment, or serve to spread the cost of an internal function across the user departments.
The FY 2022-2023 Insurance Reserve Fund budget contains revenues (derived from charge-outs) of $7.5 million and expenditures of $8.2 million. The Insurance Reserve allocates charges to other funds based on recent experience and actuarial funding estimates. In FY 2022-2023, charge outs to departments for liability and property claims are up by $391,140 (14.9%), while workers compensation charge-outs to departments have increased $59,700 (1.3%). These charge-outs fund insurance premiums, claims paid, and claims administration costs paid out of the Insurance Reserve Fund. The significant increase in in property insurance premiums is attributed to extensive losses throughout the State from natural disasters such as wildfires and an increase in cybersecurity events.
Overall, budgeted claims paid in FY 2022-2023 have increased compared to the prior year budget at $1,000,000 for liability and $4.0 million for workers compensation.
Because the City’s Self-Insured Retention (SIR) is $500,000 for liability and $750,000 for Workers’ Compensation, claims paid will represent the largest and most varied cost from year to year.
Workers’ compensation continues to be a challenge both in terms of cost control and predictability. Ongoing old cases can significantly deplete insurance reserves. These claims can significantly increase the City’s liability. While proactive work place injury prevention programs help with our current employees, the City could be exposed to escalating costs for many years after separation from employment.
Workers compensation and liability expense are difficult to predict because of our relatively small population and the random way extraordinary cases occur. The result is that there are extreme swings in expense from year to year. To ensure proper funding 41 for these risks, the City has moved toward an actuarial funding basis using predictive modeling. Staff has phased in the actuarial funding model to adequately fund liabilities that could arise due to future claims costs. This new approach is balanced with an internal assessment of funding needs and an update to the risk management fund reserve policy.
The Information Technology Fund provides for the operation of the City’s Information Technology department, including maintenance of the City’s computer network, hardware infrastructure, City website and mobile app, as well as the broadcasting of City meetings. The Department’s budget is charged out to the other departments based on the number of devices (workstations, printers and mobile devices) being utilized and the number of employees in each division. In FY 2022-2023, Information Technology Fund revenues are $3.7 million and expenditures are budgeted at $4.3 million (the difference is funded through available fund balance). Budgeted expenditures includes replacement workstations, servers and network components (switches and wireless access point hardware) as well as one-time purchases for critical upgrades.
The Fleet Management Fund is charged to departments in two separate line items - fleet maintenance and fleet rental. Fleet maintenance accounts for repairs and routine vehicle maintenance based on the average maintenance and repair cost according to the type and number of vehicles a department operates. The fleet rental charge provides for the replacement of City vehicles, and is a straight-line depreciated charge based on the cost and expected life of each vehicle. However, the City does not always replaced vehicles according to the “expected life” schedule. Instead, the City evaluates the condition of the vehicle at the end of its useful life and may defer the replacement if the vehicle is still in good condition. This practice has resulted in an accumulation of fund balance. Having these excess funds available allowed a temporary suspension of the charges in FY 2020-2021 to relieve pressure on the General Fund during the pandemic. Service charges totaling $2.8 million are budgeted in FY 2022-2023 to fully fund operations of $1.5 million, including higher fuel costs, and vehicle replacements of $1.0 million. (A list of vehicle replacements is included in the Appendix of this document.) The Fleet Management Fund is expected to have $2.1 million remaining after FY 2022-2023 changes for future vehicle replacements.
The Building Maintenance and Operations Fund consists of programs from two different departments. The fund provides for Public Work’s Building Maintenance program which maintains City facilities and grounds, and the Finance Department’s Purchasing program which ensures that common equipment and supplies (such as photocopiers and paper) are maintained. The fund’s FY 2022-2023 Budget includes revenues of $2.2 million and expenditures of nearly $2.2 million. Expenditures associated with this fund are allocated to departments based on their number of employees and the square feet of building they occupy.
The PARS Pension Stabilization Trust Fund contains transfers from the General Fund per the Pension Liability Policy adopted by the City Council in conjunction with the 42 issuance of the Pension Obligation Bonds in 2021. Ongoing transfers from the General Fund reallocate the budgetary “savings” achieved by the issuance of the POBs. The “savings” are derived from the difference between what would have been paid to CalPERS compared to the current level-debt payments of $5.5 million. The “savings” is allocated as 60% to the PARS Pension Stabilization Trust Fund for future pension costs and 40% to the CIP Fund for debt service or capital projects. After the scheduled transfer of $1.2 million in FY 2022-2023, the balance in the Fund is projected to be $3.9 million at the year-end.
43 44
BUDGET USER’S GUIDE
45 BUDGET USER’S GUIDE
Prior to July 1st of each year, the Manhattan Beach City Council adopts, by formal resolution, an annual budget.
This document serves as a financial plan, the purpose of which is to identify the projected allocation and application of resources over the budget cycle.
The published Operating Budget is designed to present summary information about the City’s financial plans for the year in a user-friendly format. The Operating Budget is organized by department, then by program (operating divisions within the departments). Expenditures are displayed and subtotaled by type: Salaries & Benefits, Materials & Supplies, and Capital Projects & Equipment. The Source of Funds tables indicate the fund(s) to which a program allocates its expenditures.
BUDGET PROCESS
The City’s budget process begins in January of each year with the distribution of a budget manual prepared by the Finance Department. The budget manual contains a budget calendar, chart of accounts, forms for requesting new or additional items, and the general policy and instructions for developing the budget for that fiscal year. Line-item budget development is accomplished through the City’s financial system, which allows each department to build its budget using computerized worksheets.
The individual departments are directly responsible for developing the Materials & Supplies line items and part-time employees’ salaries. The remaining Salary & Benefit information is calculated and entered by the Finance Department. All supplemental budget requests (new personnel, service or equipment) are presented on separate forms and are subject to City Manager review and approval before becoming part of the operating budget. Once all the budget data is compiled, it is printed and distributed to the City Manager and the departments.
In March, the Finance Director provides the City Manager with proposed revenue projections. These revenue estimates are then reviewed with the department budget requests to determine available funding levels for the fiscal year. The City Manager and Finance Director then hold meetings with the departments to review the operating and supplemental budget requests.
Once the budget data has been reviewed and any changes have been made by the Finance Department, a proposed document is prepared. After final review and approval by the City Manager, the proposed budget document is presented to the City Council in May. At least one study session and public hearing are held by the City Council, and then the budget is adopted by resolution prior to June 30.
During the fiscal year, the budget can be amended as necessary to meet the City’s needs. The City Council has the legal authority to amend the budget at any time. Department Heads and their designated representatives may only authorize expenditures based on appropriations previously approved by City Council action, and only from accounts under their organizational responsibility. Actual expenditures may exceed budget appropriations by line-item, but may not exceed the department’s budget. The City Manager has the authority to approve interdepartmental appropriation transfers as long as they are within the same fund. Interfund transfers require a budget amendment by the City Council.
BASIS OF ACCOUNTING
Manhattan Beach’s accounting system is maintained on a fund basis, in accordance with governmental accounting standards. Each of the City’s twenty-five funds is considered a separate accounting entity with a self-balancing set of accounts that records assets, liabilities, fund equity, revenues and expenditures. Funds 46 BUDGET USER’S GUIDE
are established and segregated for the purpose of recording specific programs or attaining certain objectives in accordance with special regulations, restrictions, or limitations.
Funds are classified into one of three categories: governmental (general, special revenue, debt service, and capital projects), proprietary (enterprise and internal service), and fiduciary (trust and agency). Governmental funds account for activities usually associated with a typical state or local government’s operation.
Proprietary funds are financed and operated in a manner similar to private business enterprises, where the intent is to recover the costs of providing goods and services from user charges.
Fiduciary funds are utilized in situations where the government is acting in a fiduciary capacity as a trustee or an agent.
All governmental funds are budgeted and accounted for using the modified accrual basis of accounting, which recognizes revenues when they become susceptible to accrual, i.e. measurable and available.
Available means collectible in the current period or soon enough thereafter to be used to pay liabilities of the current period. Examples of such revenues include property tax, sales tax, and interest earnings.
Expenditures are recognized when the fund liability is incurred.
Proprietary fund revenues and expenses are budgeted and accounted for on an accrual basis. Revenues are recognized in the period when earned, and expenses are recognized when incurred. The following Classification of Funds describes, in detail, the various types of funds and their purpose as established by the City of Manhattan Beach.
CLASSIFICATION OF FUNDS
GOVERNMENTAL FUND TYPES:
GENERAL FUND
The General Fund is used to account for resources traditionally associated with general government which are not required to be accounted for in a separate fund including: sales tax, property tax, transient occupancy tax, licenses and permits, fines and forfeitures. This fund is used to finance most of the basic municipal functions, such as general administration, public safety, parks and recreation, and community development.
SPECIAL REVENUE FUNDS
The Street Lighting & Landscape Fund provides for the power, maintenance, and capital improvements for the lighting system within the City of Manhattan Beach. Money is received from a special assessment placed on each tax bill in the City, the amount of which is determined by the benefit received by the owner of each property. Assessments from Zone 10 of the street lighting district also provide for the maintenance of the street beautification area in downtown Manhattan Beach.
The Gas Tax Fund is used to account for the City’s share of State and County gasoline tax collection in accordance with the provisions of the State of California Streets and Highway Code. Revenues are disbursed by the State based on population and must be used towards the maintenance and repair of City streets that serve as State and County thoroughfares.
The Asset Forfeiture Fund is used to account for funds received through Federal and State agencies for drug seizures in which the City participated. These funds must be used to supplement, not supplant, the Police Department’s normal operating budget. The amount of revenue will vary from year to year based on activity levels.
47 BUDGET USER’S GUIDE
The Public Safety Grants Fund is used to account for any Federal, State, or local grants received for law enforcement purposes.
The Proposition A and C Funds and Measure R and M Funds are used to account for proceeds from the additional sales taxes generated by the approval of Los Angeles County voters. These funds, which are administered by the Los Angeles County Metropolitan Transportation Authority (MTA), are distributed based on population and must be used for transportation-related projects.
The Measure W Fund is used to account for proceeds from the Measure W parcel tax generated by the approval of Los Angeles County voters. These funds, which are administered by the Los Angeles County’ Safe Clean Water LA program, are distributed based on the non-permeable surface of each eligible parcel within the City and must be used for stormwater-related projects.
The AB 2766 Fund is used to account for proceeds received from the additional vehicle registration fee imposed by the State and regulated by the Air Quality Management District (AQMD). These funds are distributed based on population and must be used for programs designed to reduce air pollution from motor vehicles.
CAPITAL PROJECTS FUNDS
The Capital Improvement Fund is used to account for capital projects not eligible for funding from other specific funding sources. Funding sources are derived from various sources such as grant funds or transfers from the General Fund. In 1998-1999, City council acted to designate specific revenue sources for this fund consisting of the 15% of the City’s 10% transient occupancy tax rate and the 25 cents incremental increase of parking meter rates. Additionally, in FY 2000-2001, City Council added to this dedicated revenue stream by increasing street meter rates by an additional 25 cents per hour and most parking citation rates $ 4. Specific projects and their funding sources are described in detail in the City’s Capital Improvement Plan.
The Bond Construction Fund is used to segregate for bond funded projects.
The Undergrounding Assessment Fund is used to account specifically for the construction of utility undergrounding in established districts. The fund serves as a pass through of the assessments collected to pay the debt service for the improvements.
DEBT SERVICE FUNDS
Three Special Assessment Redemption Funds are used to account for principal and interest payments on the Underground Utility Bonds for the 2018 Refunding of Districts formed in 2004 and 2005, as well as Districts 19-12, 19-14, and 19-4 that formed in 2019. Proceeds of these bonds were used to relocate utility lines underground in certain portions of the City. The bonds are being repaid with proceeds from special assessments levied on the property owners who benefited from the project.
PROPRIETARY FUND TYPES:
ENTERPRISE FUNDS
The Water Fund is used to account for the operation of the City’s water utility system. Revenues are generated from user fees, which are adjusted periodically to meet the costs of administration, operation, maintenance, and capital improvements to the system.
The Stormwater Fund is used to account for the maintenance of, and improvements to, the City’s storm drains. Revenues are derived from a storm drain assessment to property owners, which is based on size and use of the parcel, and collected through the property tax rolls.
48 BUDGET USER’S GUIDE
The Wastewater Fund is used to account for the maintenance of, and improvements to, the City’s sewer system. Revenues are derived from a user charge placed on the water bills.
The Parking Fund is used to account for the general operations and maintenance of City parking lots and spaces. The Parking Fund also accounts for the revenue generated by City parking lots and spaces. The Parking Fund contains reserves for the Business Improvement Districts (BIDs) to be used for their approved activities.
The County Parking Lots Fund is used to account for the operation and maintenance of parking lots that are owned by Los Angeles County and leased to the City. Proceeds from the meters and parking permits are divided 55 percent to the County, with an annual guaranteed minimum of $130,000, and 45 percent to the City.
The State Pier & Parking Lot Fund is used to account for the operation and maintenance of the Manhattan Beach Pier, comfort station, and four adjacent parking lots. These properties are owned by the State, but controlled by the City through an operating agreement.
INTERNAL SERVICE FUNDS
The Insurance Reserve Fund is used to account for the City’s self-insured workers’ compensation and general liability programs. The fund collects premiums from departments based on claims history.
The Information Technology Fund is used to account for the operation, maintenance and replacement of the City’s Information Systems including the City-wide network and related hardware and software. Revenues are generated from charges to departments based on the number of devices in use.
The Fleet Management Fund is used to account for the operation, maintenance and replacement of City vehicles. Revenues are generated from vehicle rental charges to departments based upon the number, type, and age of vehicles operated.
The Building Maintenance and Operation Fund is used to account for the operation and maintenance of certain City facilities. Revenues are generated by charges to user departments based on their number of employees and square feet of building they occupy.
FIDUCIARY FUND TYPES:
TRUST & AGENCY FUNDS
The Pension Trust Fund is used to account for the supplemental retirement and single highest year programs previously provided by the City. Although the City has replaced these programs, this fund accounts for the former employees still receiving these benefits.
49 50
MANHATTAN BEACH FACTS AND FIGURES
51 Incorporated on December 2, 1912, Manhattan Beach
encompasses 3.89 square miles, with 2.1 miles of
beachfront and 40 acres of total recreational beach area.
This community of “Sun, Sand and Sea” is located in the South Bay area of Los Angeles County, 19 miles from
downtown Los Angeles, and is one of Southern
California’s most desirable communities in which to work and live. Manhattan Beach is home to approximately
35,000 residents.
The City offers residents a pleasant, peaceful, coastal living environment with easy access to all Los Angeles
area amenities. Manhattan Beach is truly cosmopolitan,
but maintains the warmth of a quaint small town, far
removed from the stress of typical urban life. In addition to its popular coastline, the community is home to large
numbers of tourist and family-oriented events, such as Manhattan Open volleyball, the Races, and Holiday Fireworks to name a few.
Manhattan Beach is a full-service General Law city operating under a council-manager form of government. The City Council consists of five members elected at large, each serving a 9 1/2 month mayoral rotation during their four year term. The City Council meets on the first and third Tuesdays of the month at 6:00 PM. The City operates with nine well-run departments, 317 full-time and approximately 180 part-time employees. The City prides itself in offering the highest level of services to its residents and maintains a AAA bond rating.
Mission Statement
Our mission is to provide excellent municipal services, preserve our small beach town character, and enhance the quality of life for our residents, businesses and visitors.
Date of Incorporation: December 2, 1912 as a General Law City
Form of Government: City Council - City Manager
Full-Time Municipal Employees Authorized: 317
Public Safety: Two fire stations with 30 authorized sworn personnel; One police station with 65 sworn personnel
Parks & Public Facilities
2.1 miles of beach front
40 acres of recreational beach
928 foot long pier
54 acres of developed parks
21 acre parkway
Nine hole golf course
Two community centers
52 Libraries: One Los Angeles County branch library
Location: 19 miles southwest of downtown Los Angeles on the southerly end of Santa Monica Bay; 3 miles south of Los Angeles International Airport
Elevation: 120 feet above sea level
Population & Area: 35,506 (2020 US Census Bureau Estimate from 2010 base of 35,135); 3.89 square miles
Climate: August is on average warmest month (Ave. High: 75°F; Ave. Low: 64°F); January is on average coolest month (Ave. High: 65°F, Average Low: 49°F); Average annual rainfall: 12.0 inches
Median Home Sale Price: $ 3,083,225 (as of March 31, 2022 – Zillow data)
Median Household Income (in 2020 dollars): $153,926 (U.S. Census Bureau, 2010-2020 data)
Assessed Valuation: $22.2 billion (Office of the Assessor, Los Angeles County, 2021 Annual Report)
Housing Units (U.S. Census Bureau, 2020 American Community Survey Estimates) 1-Unit Detached 10.239 68.5%
1-Unit Attached 1,376 9.2%
2-4 Units 1,779 11.9%
5+ Units 1,492 10.0%
Other 66 0.4%
Total Housing Units 14,952 100%
Business Mix (as of April 2022)
Services 982 16%
Contractors 3,803 62%
Home Occupation 435 7%
Retail 200 3%
Professionals 376 6%
Apartment Houses 197 3%
Commercial Property 132 2%
Miscellaneous 49 1%
Total 6,174 100%
53 MANHATTAN BEACH RESIDENTS
CITY COUNCIL CITY TREASURER
CITY MANAGER
FINANCEMANAGEMENT SERVICES
HUMAN RESOURCES PARKS & RECREATION
POLICE FIRE
COMMUNITY DEVELOPMENT PUBLIC WORKS
INFORMATION TECHNOLOGY
PARKING & PUBLIC
IMPROVEMENTS
COMMISSION
BOARD OF BUILDING
APPEALS
PLANNING
COMMISSION
PARKS & RECREATION
COMMISSION
CULTURAL ARTS
COMMISSION
LIBRARY
COMMISSION
CITY ATTORNEY
54 General Fund
Street Lighting & Landscape Fund
Streets & Highways Fund
Asset Forfeiture Fund
Police Grants Fund
Prop A Fund
Prop C Fund
AB 2766 Fund
Measure R Fund
Measure M Fund
Measure W Fund
Capital Improvement Fund
Bond Construction Fund
Underground Utility Construction Fund
Water Fund
Stormwater Fund
Wastewater Fund
Parking Fund
County Parking Lot Fund
State Pier & Parking Lot Fund
Insurance Reserve Fund
Information Technology Fund
Fleet Management Fund
Building Maintenance & Ops Fund
UAD Special Assessment Funds
Pension Trust Fund
PARS Investment Trust
PUBLIC WORKS
INFORMATION
TECHNOLOGY
FIRE
COMMUNITY
DEVELOPMENTDEPARTMENT/FUND MATRIX
MANAGEMENT
SERVICES
FINANCE
HUMAN
RESOURCES
PARKS &
RECREATION
POLICE
55 PRESENTED TO
City of Manhattan Beach
California
For the Fiscal Year Beginning
July 01, 2021
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Manhattan Beach, California for its annual budget beginning July 1, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device.
This award is valid for a period of one year only. We believe our next budget will continue to conform to program requirements, and will submit it to GFOA to determine its eligibility for another award. 56 California Society of
Municipal Finance Officers
Certificate of Award
Operating Budget Excellence Award
Fiscal Year 2021-2022
Presented to the
City of Manhattan Beach
For meeting the criteria established to achieve the CSMFO Excellence Award in Budgeting.
February 28, 2022
Marcus Pimentel Michael Manno, Chair
CSMFO President Recognition Committee
Dedicated Excellence in Municipal Financial Reporting
57 58
PERFORMANCE MEASURES
59 60
COMMUNITY
ENGAGEMENT
FISCAL
RESPONSIBILITY
SAFETY & HEALTH
OF THE COMMUNITY
EXCELLENT
MUNICIPAL SERVICES
MANAGING WHAT'S MEASURED
The following sections frame Manhattan Beach's performance measurement relative to the City’s budget goals.
The data mentioned in each section are not reflective of all City activities but are a snapshot of major efforts undertaken by the City. Although all departments directly or indirectly support each goal, the department that manages the function is included in each Department's set of performance measures.
In addition to performance measures, each City department has highlighted notable workload indicators and activities that have been accomplished in the prior calendar year. 1 BY THE NUMBERS
61 PERCENTAGE OF RESIDENTS SATISFIED WITH CITY SERVICES
PERCENTAGE OF GROWTH FOR ONLINE NEWSLETTER
PERCENTAGE OF NEW FOLLOWERS ON SOCIAL MEDIA
MANAGEMENT SERVICES
PERFORMANCE MEASURES
PERCENTAGE OF CITY COUNCIL MINUTES PRESENTED FOR APPROVAL AT NEXT MEETING The City strives to provide a good quality of life for its residents, business, and visitors through its services, policies, projects, and programs. The City's character, which contributes to quality of life, is defined as an iconic California beach town with a balanced laid-back, classic, upscale, and family-friendly lifestyle. The City conducts a bi-annual survey to assess residents opinions of their quality of life in Manhattan Beach.
The City conducts a statistically-valid biennial Community Opinion Survey to better understand how residents measure their overall satisfaction with the City and its efforts to provide municipal services, Beginning November 2021, the City began producing a monthly eNewsletter in an effort to provide the community with City news, updates, events, and other important information.
Social media provides an opportunity for the City to engage with residents, businesses, and visitors. Strong social engagement helps to build trust, transparency, and highlights the City's brand character, which enhances civic pride and business development.
10%10% 25%
2022-2023
TARGET
2022-2023
Budget
95%
RESIDENTS RATING QUALITY OF LIFE AS "EXCELLENT" OR "GOOD" IN MB 2018-2019
Actual
87%
PRIOR YEAR TARGETTARGET
2022-2023
96%
2021-2022
Estimate
94%
2019-2020
Actual
N/A
2020-2021
Actual
N/A
PRIOR YEAR TARGET
2022-2023
Budget
90%
2021-2022
Estimate
88%
2019-2020
Actual
N/A
2020-2021
Actual
N/A
PRIOR YEAR
2022-2023
Budget
25%
2021-2022
Estimate
40%
2019-2020
Actual
N/A*
2020-2021
Actual
N/A
TARGET
PRIOR YEAR TARGET
PRIOR YEAR
38%N/A N/A 12%10.9% 123% 10%9% 40%
2019-2020 2020-2021 2021 Estimate
2019-2020
Actual
100%
2020 - 2021
Actual
90%
Minutes record City Council actions on resolutions, local laws, and ordinances considered at Council Meetings. Best practice for any City Clerk's Office is to present meeting minutes at the next meeting to ensure actions are memorialized immediately.
2021-2022
Estimate
90%
EXCELLENT
MUNICIPAL SERVICES
COMMUNITY
ENGAGEMENT
COMMUNITY
ENGAGEMENT
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
*This is a new performance measure identified for this FY 22-23 and data will be tracked in future years. In some circumstances, data was not provided in a given year.
62 0 20 40 60
Clients Assisted
Document Processed
Interim Housing
Treatment Center Referrals
Stable Housing
2017 2018 2019 2020 2021
50 40
30 20
10 0
AVERAGE OPEN RATE
FOR THOSE
RECEIVING
E-NOTIFICATIONS
2021 SOCIAL MEDIA OVERVIEW
28%
27,365 83,807 26,135
4.7k3.1k
FOLLOWERS
12k
AVERAGE INCREASE IN
FOLLOWERS ACROSS
ALL PLATFORMS
MANAGEMENT SERVICES
2,518
57 295
PUBLIC RECORDS
REQUESTS COMPLETED
CONTRACTS PROCESSED
54%
WEBSITE USERS
RESOLUTIONS
ADOPTED
ORDINANCES
ADOPTED
1.4 M
115 948
923
SUBSCRIBERS TO
ONLINE
NEWSLETTER
23 PRESS
RELEASES
406
AGENDA ITEMS PRESENTED
TO CITY COUNCIL
164:17
HOURS OF CITY
COUNCIL MEETINGS
BY THE NUMBERS IN 2021
CITY COUNCIL
MEETINGS HELD
HOMELESS COUNT
5 41
21 15
17 HOMELESS ASSISTANCE IN MB
55 14
26 12
5 CLIENTS
ASSISTED
DOCUMENT
PROCESSED
INTERIM
HOUSING
TREATMENT CENTER
REFERRALS
STABLE
HOUSING
BOARDS AND
COMMISSIONS
APPLICATIONS
TOTAL POST ENGAGEMENT
9%
AVERAGE INCREASE IN
POST ENGAGEMENT
ACROSS ALL
PLATFORMS
43%
AVERAGE INCREASE IN
POST IMPRESSIONS
ACROSS ALL
PLATFORMS
63 TARGET
2022-2023
Budget
AAA
2021-2022
Estimate
AAA
ATTAIN AN UNMODIFIED AUDIT OPINION
ATTAIN GFOA AND CSMFO BUDGET AWARDS
ATTAIN GFOA ANNUAL FINANCIAL REPORTING ACHIEVEMENT
MAINTAIN AAA GENERAL OBLIGATION BOND RATING
The "AAA" issuer credit rating is a testament to the City's continued strong financial position, its tradition of prudent fiscal decisions and a resilient economic base. This is an achievement maintained by few California Cities.
The City's independent auditor issues an unmodified opinion when financial statements are presented, in all material respect, in accordance with accounting standards being used and accordance with the applicable reporting framework.
The Government Finance Officers Association (GFOA) and California Society of Municipal Finance Officers (CSMFO) review Budget documents and confer awards to Cities that meet their criteria.
GFOA established the Certificate of Achievement for Excellence in Financial Reporting Program (COA) to recognize the requirements of generally accepted accounting principles to prepare annual comprehensive financial reports that evidence the spirit of transparency and full disclosure. The City strives to achieve this certificate on an annual basis. 2019-2020
Actual
AAA
2020-2021
Actual
AAA
PRIOR YEAR
TARGETTARGET
TARGET
TARGET
2021-2021
Estimate
Yes
2021-2022
Estimate
Yes
2021-2022
Estimate
Yes
2022-2023
Budget
Yes
2022-2023
Budget
Yes
2022-2023
Budget
Yes
2019-2020
Actual
Yes
2019-2020
Actual
N/A
2019-2020
Actual
Yes
2020-2021
Actual
Yes
2020-2021
Actual
Yes
2020-2021
Actual
Yes
PRIOR YEARPRIOR YEAR
PRIOR YEAR
PRIOR YEAR
FINANCE
PERFORMANCE MEASURES
FISCAL
RESPONSIBILITY
FISCAL
RESPONSIBILITY
FISCAL
RESPONSIBILITY
FISCAL
RESPONSIBILITY
AVERAGE ANNUAL INVESTMENT PORTFOLIO YIELD
The City's investments are managed in a prudent and diligent manner with an emphasis on safety, liquidity and yield, in that respective order. Reports on the City's investment portfolio and cash position are provided to the City Council on a monthly basis.
TARGET
2021-2022
Estimate
1.50%
2022-2023
Budget
2.00%
2019-2020
Actual
2.08%
2020-2021
Actual
1.34%
PRIOR YEAR
FISCAL
RESPONSIBILITY
64 PARKING BILLS PROCESSED
44,302
INVOICES PAID
7,350
NUMBER OF PURCHASE CARD TRANSACTIONS
6,213
625
OTHER
RETAIL
WATER BILLS GENERATED
80,340
BY THE NUMBERS IN 2021
BUSINESS LICENSES BY CATEGORY
DID YOU KNOW, THE FINANCE
DEPARTMENT IS RESPONSIBLE FOR...
1,883
5,453
2,581
152
SERVICESCONTRACTORS
TOTAL
RESTAURANTS/
FOOD
FINANCE
212
PARKING PERMITS
ISSUED
NUMBER OF
ACCOUNTS
PAYABLE CHECKS
NUMBER OF REQUESTS
FOR PROPOSALS
COMPLETED
ANIMAL LICENSE
RENEWALS
ACCOUNTS
RECEIVABLE
INVOICES
CASHIERING
TRANSACTIONS
NUMBER OF PURCHASE
ORDERS ISSUED
3,154
3,920
18 2,133
737
18,537
67 PHONE CALLS RECEIVED
BY FINANCE DEPT
24,756
PHONE CALLS RECEIVED BY
OPERATOR
10,184
65 TARGET
2022-2023
Target
10%
2020-2021
Actual
N/A*
RECRUITMENTS
DAMAGE TO CITY PROPERTY
EMPLOYEE INJURY AND ILLNESS INCIDENCE RATE
AVERAGE VACANCY RATE (FT)
This metric measures the average vacancy factor for full-time employment, based on budgeted positions authorized to fill. The metric is an indicator of good processes for the City and the attractiveness of the vacancies that are advertised.
This metric measures the average number of business days from the time a job is posted to the establishment of the eligibility list established and/or eligible candidate referred to the department.
Quicker recruitment periods ensure critical positions are filled in a timely fashion. 2019-2020
Actual
N/A*
PRIOR YEAR
TARGET
TARGET
TARGET
TARGET
TARGET
TARGET
2021-2022
Estimate
35 days
2022-2023
Estimate
45 days
2019-2020
Actual
85 days
2020-2021
Actual
65 days
PRIOR YEAR
PRIOR YEAR
PRIOR YEAR
HUMAN RESOURCES
PERFORMANCE MEASURES
2021-2022
Estimate
N/A*
If City property is damaged by a third party and the City expends money to repair or replace the damaged property, the City will seek to recover its cost by pursuing subrogation against the at-fault party. This number reflects the percentage of claims in which funds were successfully recovered, thereby reducing expenditures to the City.
The U.S. Bureau of Labor Statistics produces a wide range of information about workplace injuries and illnesses. The incidence rate represents the number of injuries and illnesses per 100 full-time workers. The incidence rate serves as a benchmark to compare and evaluate safety performance against other organizations and past years. These rates can help identify both problem areas and progress in preventing work-related injuries and illnesses. While Performance Measures are generally measured on a fiscal year basis, this data is maintained with the U.S. Bureau of Labor Statistics on a calendar year basis.
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
FISCAL
RESPONSIBILITY
FISCAL
RESPONSIBILITY
2021-2022
Estimate
50%
2021
Estimate
7.2 2022-2023
Estimate
75%
2022
Target
7.5 2019-2020
Actual
N/A*
2019
Actual
8.1 2020-2021
Actual
N/A*
2020
Actual
8.7 *This is a new performance measure identified for this FY 22-23 and data will be tracked in future years. In some circumstances, data was not provided in a given year.
66 APPLICATIONS RECEIVED
AND PROCESSED
3,006
PERSONNEL ACTION
FORMS (PAF) PROCESSED
864
112
EMPLOYEES
SEPERATED
74 NEW EMPLOYEES
HIRED
45 FULL-TIME RECRUITMENTS
ADMINISTERED
17 PART-TIME RECRUITMENTS
ADMINISTERED
89%89%
EMPLOYEES VACCINATED
FOR COVID-19
138
EMPLOYEE WELLNESS
CLASSES OFFERED
1-4 YEARS
23.8%
TOTAL NUMBER
OF EMPLOYEES
280
25-29 YEARS
3.5%
20-24 YEARS
7.7%
10-14 YEARS
12.7%
RISK MANAGEMENT
EMPLOYEES YEARS OF SERVICE - FULL TIME
5-9 YEARS
24.6%
BY THE NUMBERS IN 2021
297
31 103
24 HUMAN RESOURCES
INSURANCE/
CONTRACTS
REVIEWED
UNEMPLOYMENT
CLAIMS
PRICESSED
WORKER'S
COMPENSATION
CLAIMS FILED
LIABILITY
CLAIMS FILES
35-44 YEARS
0.8%
45+ YEARS
0.4%
30-34 YEARS
3.8%
15-19 YEARS
10.4%
67 TARGET
2021-2022
Actual
85%
2022-2023
Budget
85%
RESIDENTS WITH FAVORABLE RATING OF MANHATTAN BEACH AS A PLACE TO RECREATE The Community Opinion Survey results show that more than eight out of ten residents have positive/favorable opinions about the City's recreations programs, which is a key indicator of quality of life measure in the City. 2019-2020
Actual
N/A
2020-2021
Actual
N/A
PRIOR YEAR
EXCELLENT
MUNICIPAL SERVICES
RESIDENTS SATISFIED WITH SERVICES AND PROGRAMS FOR SENIORS Examples of city services and programs for seniors include classes, presentations, conversations, lunches, games, special events, Dial-A-Ride, volunteer opportunities, and more. Satisfaction with services (derived from the statistically-valid biennial Community Opinion Survey) allows the City to explore whether services are optimal to residents.
TARGETTARGET
2021-2022
Actual
95%
2022-2023
Budget
95%
2019-2020
Actual
N/A
2020-2021
Actual
N/A
PRIOR YEARPRIOR YEAR
EXCELLENT
MUNICIPAL SERVICES
RESIDENTS SATISFIED WITH SPECIAL EVENTS (CONCERTS IN THE PARK, HOLIDAY FIREWORKS , ETC.) TARGET
2021-2022
Actual
93%
2022-2023
Budget
93%
2019-2020
Actual
N/A
2020-2021
Actual
N/A
PRIOR YEAR
EXCELLENT
MUNICIPAL SERVICES
Popular special events include Concerts in the Park, Holiday Fireworks, volleyball, tennis, and pickleball tournaments, art exhibitions, Family Campout, Pumpkin Race, and more. Satisfaction with services (derived from the statistically-valid biennial Community Opinion Survey) allows the City to explore whether special events meet community expectations.
PARKS AND RECREATION
PERFORMANCE MEASURES
FUNDED PUBLIC ART PROJECTS
The Public Art Trust Fund utilizes funding set aside from a 1% development fee on specific residential, commercial, and industrial developments. The Municipal Code requires that fees that are not committed to a specific project within five (5) years from the date of actual receipt by the City shall be returned to the then-current owner of the development project. In order to ensure all funds are fully utilized, the goal of the Cultural Arts Division is to fund numerous public art projects.
TARGET
2021-2022
Actual
3 2022-2023
Budget
3 2019-2020
Actual
7 2020-2021
Actual
1 PRIOR YEAR
FISCAL
RESPONSIBILITY
DEPARTMENT GENERAL FUND REVENUE EQUALS AT LEAST 35% OF EXPENDITURES TARGET
2021-2022
Estimate
50%
2022-2023
Budget
50%
2019-2020
Actual
53%
2020-2021
Actual
43%
PRIOR YEAR
The City's Adopted Annual Budget includes a financial policy that Parks and Recreation Department General Fund revenues equal at least 35 percent of total Department General Fund expenditures. The Parks and Recreation Department has exceeded this expectation the last several years.
FISCAL
RESPONSIBILITY
68 BEACH
VOLLEYBALL
COURTS
107
TENNIS
COURTS
18 7
SPORTS
FIELDS
15 PLAYGROUNDS
6.5 BASKETBALL
COURTS
2 PICKLEBALL
COURTS
BY THE NUMBERS IN 2021
PARKS AND RECREATION
15,215
77%
526
13,450
CLASS
REGISTRATIONS
PERCENTAGE OF ONLINE
CLASS REGISTRATIONS
ACTIVE VOLUNTEERS
YOUTH SPORTS
GROUP PARTICIPANTS
DIAL-A-RIDE TRIPS
VOLUNTEER HOURS
7,038
3,768
SOCIAL MEDIA PRESENCE - PARKS AND RECREATION ACCOUNTS
8.1K 13K 1.2K
PARK AMENITIES WE OVERSEE
RESERVATIONS FACILITATED
66,180 (Courts, Pools, Fields, & Facilities)
PERMITS 44
(Films, Banners,
& Special Events)
NEW PUBLIC ART (Funded by Public
Art Trust Fund)2
Begg Pool
JCC LOPMVFMAP
Sand Dune
Sport ComplexMeadows Filed
Mira CostaPacific Fields
Pennekamp Field
Polliwog ParkRobinson Field
20,000
15,000
10,000
5,000
0 AQUATIC FACILITIES DOG RUNS
2 3
OPEN SPACE ACRES
69 PARKS (2 PARKETTES)
11 (OWNED BY MBUSD,
OPERATED BY CITY)
PARKS & FACILITIES
69 TARGET
2021-2022
Estimate
93%
2022-2023
Budget
95%
REDUCTION OF VIOLENT CRUME INCIDENTS
REDUCTION OF PROPERTY CRIME INCIDENTS
PERCENTAGE OF NEW FOLLOWERS ON SOCIAL MEDIA
PERCENTAGE OF FILLED POSITIONS
% OF RESIDENTS WHO FEEL SAFE
The City of Manhattan Beach places a high priority on residents feeling safe. The statistically-valid biennial Community Opinion Survey allows the City to measure the community's perception of safety in Manhattan Beach.
City seeks to improve quality of life through the reduction of Part One Violent Crimes (Murder, Rape, Robbery, Assault), as defined by the Federal Bureau of Investigations Uniform Crime Reporting Program.
City seeks to improve quality of life through the reduction of Part One Property Crimes (Burglary, Theft, Motor Vehicle Theft), as defined by the Federal Bureau of Investigations Uniform Crime Reporting Program.
The Police Department's partnership with the community is our greatest asset. Social media is a way to connect and engage with our community. This statistic includes followers on Instagram, Facebook, and Twitter. It also includes Manhattan Beach residents opting in to messages via Everbridge.
The Police Department will continue to recruit and hire qualified individuals to fill Department full-time sworn and civilian vacancies to maintain at least 98% staffing (less than a 2% vacancy factor) in order to have the personnel resources needed to provide outstanding police services to the community. 2019-2020
Actual
N/A*
2020-2021
Actual
N/A*
PRIOR YEAR
TARGETTARGET
TARGET
TARGET
TARGET
2021-2022
Estimate
Up 25%
2021-2022
Estimate
Up 20%
2021-2022
Estimate
Up 25%
2021-2022
Estimate
90%
2022-2023
Budget
Down 3%
2022-2023
Budget
Down 3%
2022-2023
Budget
Up 5%
2022-2023
Budget
98%
2019-2020
Actual
Down 4%
2019-2020
Actual
Up 1%
2019-2020
Actual
Up 38%
2019-2020
Actual
97%
2020-2021
Actual
Down 16%
2020-2021
Actual
Down 9%
2020-2021
Actual
Up 21%
2020-2021
Actual
95%
PRIOR YEAR
PRIOR YEAR
PRIOR YEAR
POLICE DEPARTMENT
PERFORMANCE MEASURES
PRIOR YEAR
EXCELLENT
MUNICIPAL SERVICES
SAFETY & HEALTH
OF THE COMMUNITY
SAFETY & HEALTH
OF THE COMMUNITY
SAFETY & HEALTH
OF THE COMMUNITY
COMMUNITY
ENGAGEMENT
*This is a new performance measure identified for this FY and data will be tracked in future years. In some circumstances, data was not provided in a given year.
70 VIOLENT
CRIME
PROPERTY
CRIME
2021 59 955
2020 46 777
2019 55 850
2018 57 844
2017 71 875
2016 53 1030
2015 70 947
2014 57 878
2013 55 853
POLICE DEPARTMENT SOCIAL MEDIA OVERVIEW
45K6.5K 17.1K 2.7K
FOLLOWERS
BY THE NUMBERS IN 2021
5-YEAR PART 1 CRIMES HISTORY
POLICE DEPARTMENT
FOLLOWERS
FOLLOWERS
YOUTUBE
VIEWS
CALLS FOR SERVICE
29,159
SELF-INITIATED
SERVICE ACTIVITIES
12,163
5,008
TRAFFIC STOPS
44,613
PARKING CITATIONS
1,585
VOLUNTEER HOURS
2,014
PUBLIC RECORDS
REQUESTS
650
ARRESTS
71 TARGET
2022-2023
Budget
90%
2021-2022
Estimate
42%
% ANNUAL FIRE LIFE/SAFETY INSPECTIONS ON BUSINESS OCCUPANCIES % INCREASE OF CITIZENS & COMMUNITY MEMBERS TRAINED AS CERT MEMBERS % FIRST-ARRIVING UNIT TO FIRE CALLS WITHIN 6:00 MIN (>5 MIN RESPONSE TO TOTAL) % FIRST-ARRIVING PARAMEDIC WITHIN 5:00 MIN OF AN EMERGENCY CALL In accordance with the National Fire Prevention Association's standard NFPA 1710, firefighters strive to meet the following:
60 seconds to turn-out, 4 minutes for the first engine company to arrive on scene.
The Fire Department conducts annual visits to businesses to verify compliance with adopted fire code to identify circumstances or conditions that threaten the life or safety of occupants and visitors.
CERT (Community Emergency Response Team) members are an all-volunteer organization created to enhance disaster preparedness and emergency response for the citizens of Manhattan Beach.
In accordance with the National Fire Prevention Association's standard NFPA 1710, firefighters strive to meet the following:
60 seconds to turn-out, 5 minutes for the first engine company to arrive on scene. 2019-2020
Actual
31%
PRIOR YEAR
TARGET
TARGET
TARGET
2022-2023
Budget
100%
2022-2023
Budget
3.0%
2022-2023
Budget
90%
2019-2020
Actual
70%
2019-2020
Actual
1.2%
2019-2020
Actual
31%
FIRE DEPARTMENT
PERFORMANCE MEASURES
2021-2022
Estimate
95%
2021-2022
Estimate
3.3%
2021-2022
Estimate
67%
PRIOR YEAR
PRIOR YEAR
PRIOR YEAR
COMMUNITY
ENGAGEMENT
COMMUNITY
ENGAGEMENT
SAFETY & HEALTH
OF THE COMMUNITY
SAFETY & HEALTH
OF THE COMMUNITY
2020-2021
Actual
37%
2020-2021
Actual
97%
2020-2021
Actual
1.4%
2020-2021
Actual
46%
72 2017 2018 2019 2020 2021
4,000
3,000
2,000
1,000
0 PUBLIC EDUCATION
PARTICIPANTS
COMMUNITY RISK REDUCTION (FORMALLY PREVENTION) 33%
Studio/Operational
Inspections
State-
Mandated
Inspections
Construction
Inspections
INCREASE
FROM
2019
5,384
TOTAL
TRAINING
HOURS
600
2:00 PM - 2:59 PM
BUSIEST TIME OF....FOR CALLS
2,561.25
EMS TRAINING
2,822.75
SUPPRESSION
TRAINING/OTHER
BY THE NUMBERS IN 2021
CALL VOLUME (2017-2022)
INCIDENT BREAKDOWN
63 193
2,067
421
375
FIRES
RESCUE & EMS
HAZARDOUS
CONDITION (NO FIRE)
SERVICE CALL
GOOD INTENT CALL
FIRE DEPARTMENT
FALSE ALARM/CALL
SPECIAL INCIDENT
356
6 3,752 3,788
3,587 3,457 3,481
169 384 139
July
*compared to pre-pandemic numbers
MONTH TIME
Friday
DAY
3,481 5:10
TOTAL CALLS AVERAGE
RESPONSE TIME
73 TARGET
2022-2023
Budget
95%
BUILDING AND PLANNING SERVICES TURNAROUND TIME
CODE ENFORCEMENT SERVICE REQUESTS REVIEWED WITHIN TWO DAYS CITIZEN TRAFFIC AND PARKING REQUESTS REVIEWED WITHIN 10 DAYS
CUSTOMER INQUIRES SERVED IN A TIMELY MANNER
The department served approximately 17,230 customers in Fiscal Year 2021-2022. The Department strives to serve customers at the public counter, by individual appointment, and live phone call within 10 minutes. The service time for email inquiries and return phone calls is one business day. This serves as initial contact for zoning standards, building code, code enforcement reports, Public Records Act requests, and other services, which are all counted within this metric.
The department reviews applications and plan checks for various projects throughout the City. The Planning Division's goal is to review discretionary applications for completeness within 30 days, which is a State requirement. The Building Division's goal is to complete major plan checks within six weeks (average) and minor plan checks (such as re-roofs, window change outs, solar systems, electric vehicle chargers, etc.) within two business days.
The Traffic Engineering Division receives traffic and parking requests for various traffic improvements throughout the City.
These requests include, but are not limited to, stop sign requests, crosswalks, red curbs, disabled parking spaces, adding and removing traffic signs, street striping, permit parking, and loading zones.
Code Enforcement staff are responsible for ensuring compliance with construction rules, the Municipal Code and applicable regulations to maintain a safe and healthy community. New requests are expected to be reviewed and acknowledged within two days of receipt, after which staff performs more in-depth work to gain compliance.
Construction projects within the City require numerous inspections. All inspections that are submitted on a working day prior to 3:00 P.M. are scheduled for inspection the next business day.
PRIOR YEAR
TARGETTARGET
TARGET
TARGET
TARGET
2021-2022
Estimate
80%
2021-2022
Estimate
95%
2021-2022
Estimate
87%
2021-2022
Estimate
85%
2022-2023
Budget
90%
2022-2023
Budget
95%
2022-2023
Budget
95%
2022-2023
Budget
95%
PRIOR YEARPRIOR YEAR
PRIOR YEAR
PRIOR YEAR
PRIOR YEAR
COMMUNITY DEVELOPMENT
PERFORMANCE MEASURES
BUILDING INSPECTIONS COMPLETED BY NEXT BUSINESS DAY
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
SAFETY & HEALTH
OF THE COMMUNITY
SAFETY & HEALTH
OF THE COMMUNITY
*This is a new performance measure identified for this FY and data will be tracked in future years. In some circumstances, data was not provided in a given year.
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2021-2022
Estimate
98%
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
74 Q1 Q2 Q3 Q4
5,000
4,000
3,000
2,000
1,000
0 NEW CLOSED
Q1 Q2 Q3 Q4
600
400
200
0 455
83 678
RESIDENTIAL
RESIDENTIAL BUILDING
RECORD REPORTS
RE-ROOF
ELECTRICAL MECHANICAL SOLAR
SYSTEMS
417 154 152
178 306
RIGHT-OF-WAY
STREET USE
285
TEMPORARY
PARKING
799
NEW CODE
ENFORCEMENT CASES
1,152
CLOSED CODE
ENFORCEMENT CASES
BY THE NUMBERS IN 2021
COMMERCIAL
BUILDING INSPECTIONS
COMMUNITY DEVELOPMENT
3,678
4,604
3,652 3,653
217
167
258
157
513
41 271
327
954
TEMPORARY
ENCROACHMENT PERMITS
PERMITS
Completed 10 years of the
GREEN BUSINESS PROGRAM
and certified 70 businesses resulting in:
1,186,222
pounds of GHG reduced
(Equivalent to planting 8,897 trees)
837,795
kilowatts of energy saved
1,654,660
pounds of solid waste diverted
5,589,546
gallons of water saved
750,325
ENGAGEMENT OPPORTUNITIES
AND OVERALL REACH ON
ENVIRONMENTAL
SUSTAINABILITY INITIATIVES
AND EDUCATIONAL EVENTS*
281
DEPARTMENT RESPONSES TO
PUBLIC RECORDS REQUESTS
*Metric accounts for reach beyond the City's population via events, circulated notices, and social media. The metric also counts the same individuals whom may be viewing numerous outreach communications .
75 TARGET
2021-2022
Estimate
N/A*
2022-2023
Budget
100%
% DISTRIBUTED WATER EXTRACTED FROM CITY-OWNED WELLS
% PLANNED SEWER LINES CLEANED
% POTHOLES REPAIRED WITHIN 2 BUSINESS DAYS
% PLANNED CIP CONSTRUCTION CONTRACTS AWARDED
The City's Engineering Division is the steward of the City's Capital Improvement Plan. Awarding construction contracts in a timely manner avoids known and anticipated cost increases related to infrastructure improvements and new construction.
Most of the City's water is imported. Manhattan Beach invests in local water pumping and is implementing plans to improve the resiliency of its water supply.
The City's Utilities Division plans to clean all sewer mains twice annually. Properly maintained sewer mains prevent sewer system overflows (SSOs) and protects public health.
The City prioritizes the removal of graffiti. The Maintenance Division aims to remove graffiti within 1 business day of it being reported to the City.
The City prioritizes the repair of potholes. The Maintenance Division aims to repair potholes within 2 business days of them being reported to the City.
2019-2020
Actual
N/A*
2020-2021
Actual
N/A*
PRIOR YEAR
TARGETTARGET
TARGET
TARGET
TARGET
2021-2022
Estimate
7%
2021-2022
Estimate
71%
2021-2022
Estimate
95%
2021-2022
Estimate
85%
2022-2023
Budget
12%
2022-2023
Budget
100%
2022-2023
Budget
100%
2022-2023
Budget
100%
2019-2020
Actual
3%
2019-2020
Actual
57%
2019-2020
Actual
89%
2019-2020
Actual
67%
2020-2021
Actual
1%
2020-2021
Actual
81%
2020-2021
Actual
96%
2020-2021
Actual
80%
PRIOR YEAR
PRIOR YEAR
PRIOR YEAR
PUBLIC WORKS
PERFORMANCE MEASURES
% REPORTED GRAFFITI REMOVED WITHIN 1 BUSINESS DAY
PRIOR YEAR
EXCELLENT
MUNICIPAL SERVICES
SAFETY & HEALTH
OF THE COMMUNITY
SAFETY & HEALTH
OF THE COMMUNITY
SAFETY & HEALTH
OF THE COMMUNITY
FISCAL
RESPONSIBILITY
*This is a new performance measure identified for this FY and data will be tracked in future years In some circumstances, data was not provided in a given year.
76 SERVICE/WORK ORDER
REQUESTS ON AVERAGE
PER YEAR
6,950
NEW MULTI
DIRECTIONAL
SCRAMBLE
CROSSWALKS
2 COUNTY-OWNED
PARKING LOTS
4 STATE PIER PARKING
LOTS
8 CITY OWNED PUBLIC
PARKING LOTS
VEHICLE, EQUIPMENT &
GENERATORS
250
450
KIOSK PAID PARKING
SPACES (METLOX)
1,358
SINGLE SPACE
PARKING METERS83,538
FEET OF CITY-OWNED
STORM LINES
MILES OF
WATER MAINS
103 1
WATER
PLANT
112
MILES OF WATER
DISTRIBUTION
PIPELINES
43,805 800
8 5
FEET OF LOS
ANGELES
COUNTY-OWNED
STORM LINES
CATCH BASINS
CONTINUOUS DEFLECTION
SYSTEMS
STORM WATER
SUMPS
WATER
METERS
BY THE NUMBERS IN 2021
STREETS MAINTENANCE
SECTION MAINTAINS
UTILITIES SECTION
MAINTAINS
PUBLIC WORKS
237,000
17,000
120
LINEAR FEET OF
PAVEMENT
MARKING
STREET SIGNS
MILES OF
PAVED STREETS
WATER
VALVES
FIRE
HYDRANTS
1,800 900+13,700
URBAN FORESTRY SECTION IS RESPONSIBLE FOR
12,000 TREES
36 2
LINEAR FEET OF
PAVEMENT
MARKING
Crosswalk at Manhattan Ave. &
MBB (photo credit
@paultowerphotography)
#1 WINNER OF THE SOCAL AMERICAN PUBLIC WORKS
ASSOCIATION BEST AWARD FOR THEIR "DOWNTOWN
TRAFFIC SIGNAL IMPROVEMENT PROJECT" UNDER THE
“TRAFFIC, MOBILITY & BEAUTIFICATION” CATEGORY!
77 TARGET
2020-2021
Actual
N/A*
2022-2023
Budget
85%
PERCENTAGE OF FIRST CALL TICKET RESOLUTION
PERCENTAGE NETWORK INFRASTRUCTURE UPTIME
PERCENTAGE CITY ENTERPRISE APPLICATIONS UPTIME
USER PHISH-PRONE PERCENTAGE
USER SATISFACTION RATING AS EXCELLENT OR GOOD
As a new performance measure, the Information Technology Department will begin to assess and survey the user (customer) satisfaction rate and will seek to maintain a baseline of 75% satisfaction with services.
The Information Technology Department regularly receives requests to address Information Technology service issues or inquiries. The goal of the department is to resolve issues and inquiries on the first call to the Help Desk line.
Maintain network Information Technology infrastructure uptime of 99.9% outside of required maintenance windows is critical to ensure the network remains available to City staff who provide essential services to residents.
Maintain City enterprise applications uptime of 99.9% outside of required maintenance windows. Some of the measured enterprise applications are Enterprise Resource Planning, Land Management, and Enterprise Document Management systems.
The Information Technology Department regularly conducts simulated phishing attacks to network users which tests the City's phish-prone vulnerability. The targeted percentage is below the industry phish-prone 3.9% benchmark. Users who failed the phishing test must take additional cybersecurity awareness training. A lower phish-prone percentage makes the City less vulnerable to a Cyberattack.
2019-2020
Actual
N/A*
PRIOR YEAR
TARGETTARGET
TARGET
TARGET
TARGET
2022-2023
Budget
80%
2022-2023
Budget
2022-2023
Budget
99.9%
2022-2023
Budget
99.9%
2022-2023
Budget
2.8%
PRIOR YEARPRIOR YEAR
PRIOR YEAR
PRIOR YEAR
PRIOR YEAR
INFORMATION TECHNOLOGY
PERFORMANCE MEASURES
2021-2022
Estimate
N/A*
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2021-2022
Estimate
N/A*
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2021-2022
Estimate
N/A*
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2021-2022
Estimate
N/A*
2020-2021
Actual
N/A*
2019-2020
Actual
N/A*
2021-2022
Estimate
N/A*
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
EXCELLENT
MUNICIPAL SERVICES
*This is a new performance measure identified for this FY 22-23 and data will be tracked in future years In some circumstances, data was not provided in a given year.
78 END-USER TECHNOLOGY
DATA CENTERS &
SERVER ROOMS
APPLICATIONS
73 WIRELESS ACCESS
POINTS
SWITCHES/
ROUTERS
60 DATA CENTER AND
NETWORK
ENVIRONMENT
94 AGREEMENTS
VENDORS
571
105
15 SUPPORTED USERS
SERVERS
397
266
397 63
75% VIRTUALIZED
SERVERS
182
BY THE NUMBERS IN 2021
DESKTOP & LAPTOPS
IPADS & IPHONES
PHONE HANDSETS
COPIERS
PRINTERS
& SCANNERS
INFORMATION TECHNOLOGY
LOCATIONS/FACILITIES
DID YOU KNOW?
53TB = 5,300,000
DATA
MANAGED
DIGITAL COPIES OF WEBSTER'S
COLLEGIATE DICTIONARIES
117
3 FIREWALLS
4 SERVERS CLOUD
COMPUTING
BIG
DATA
DATA
SECURITY NETWORK BACKUP
79 80
SUMMARIES
81 82
801
803
804
403
SOURCE OF FUNDS BY FUND TYPE
FY 2022-23 Source of Funds - City-Wide = $145,061,092
Enterprise Funds
$26,624,684
18%
General Fund
$86,453,227
60%
Internal Service
Funds
$16,217,051
11%
Special Revenue
Funds
$12,188,343
9%
CIP Funds
$1,605,438
1%
Trust & Agency
Funds
$1,972,349
1%
83 4 5 7 8 7
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed
General Fund
Property Tax Revenues $36,823,265 $38,049,313 $39,192,151 $40,738,780 $2,689,467 7.1% Sales & Use Tax Revenues 8,038,137 9,260,000 9,709,000 10,000,000 740,000 8.0% Transient Occupancy Tax Revenues 2,382,137 4,025,000 4,613,000 5,350,000 1,325,000 32.9% Business License Tax Revenue 3,755,555 3,600,000 3,750,000 3,950,000 350,000 9.7% Other Tax Revenues 2,762,908 2,355,000 2,709,867 2,653,262 298,262 12.7% Permit Revenues 3,625,437 3,360,586 3,514,411 3,657,028 296,442 8.8% Fine & Forfeiture Revenues 1,443,177 2,030,000 2,116,000 2,207,000 177,000 8.7% Use of Property & Money Revenues 2,275,803 3,441,318 3,742,548 4,125,650 684,332 19.9% Other Government Revenues 5,228,798 4,756,889 4,905,328 561,158 (4,195,731) (88.2%) Service Charge Revenues 6,995,913 6,778,113 7,424,478 7,765,225 987,112 14.6% Operating Service Transfers Revenues 3,731,425 3,981,338 3,981,338 3,817,624 (163,714) (4.1%) Miscellaneous Revenues 86,026,734 622,500 1,308,043 1,627,500 1,005,000 161.4% Total General Fund $163,089,289 $82,260,057 $86,966,164 $86,453,227 $4,193,170 5.1% Special Revenue Funds
Street Lighting & Landscaping $382,070 $389,689 $389,689 $389,689 - - Streets & Highways 2,721,011 1,395,158 2,435,838 1,875,279 $480,121 34.4% Asset Forfeiture 49,809 28,824 28,300 41,800 12,976 45.0% Police Safety Grants 157,729 159,192 159,000 159,000 (192) (0.1%) Proposition A 1,490,011 737,244 718,056 883,003 145,759 19.8% Proposition C 3,143,447 634,279 3,046,165 712,451 78,172 12.3% AB 2766 78,588 46,641 47,500 47,500 859 1.8% Measure R 498,359 458,499 522,849 547,088 88,589 19.3% Measure M 519,718 2,309,690 1,511,596 5,921,033 3,611,343 156.4% Measure W 404,817 - 1,910,137 1,611,500 1,611,500 - Total Special Revenue Funds $9,445,559 $6,159,216 $10,769,130 $12,188,343 $6,029,127 97.9% Capital Project Funds
Capital Improvement $1,535,877 $2,919,601 $2,445,200 $1,605,438 ($1,314,163) (45.0%) Bond Construction - - $8,754,922 - - -
Underground Utility Construction $234,070 $42,110 $35,000 - ($42,110) (100.0%) Total Capital Projects Funds $1,769,947 $2,961,711 $11,235,122 $1,605,438 ($1,356,273) (45.8%) Enterprise Funds
Water $16,771,135 $15,586,832 $16,246,490 $16,472,500 $885,668 5.7% Stormwater 422,978 779,889 347,484 344,484 (435,405) (55.8%) Wastewater 4,103,499 3,604,073 3,644,000 3,628,000 23,927 0.7% Parking 3,389,577 3,730,433 3,926,502 3,983,200 252,767 6.8% County Parking Lots 1,443,967 1,263,000 1,343,521 1,363,000 100,000 7.9% State Pier & Parking Lot 854,922 894,383 873,500 833,500 (60,883) (6.8%) Total Enterprise Funds $26,986,077 $25,858,610 $26,381,497 $26,624,684 $766,074 3.0% Internal Service Funds
Insurance Reserve $7,753,644 $7,389,560 $13,985,544 $7,549,860 $160,300 2.2% Information Technology 4,571,525 3,039,108 3,039,108 3,698,533 659,425 21.7% Fleet Management 598,367 2,363,382 2,381,163 2,772,827 409,445 17.3% Building Maintenance & Operations 2,444,845 2,104,412 2,343,113 2,195,831 91,419 4.3% Total Internal Service Funds $15,368,381 $14,896,462 $21,748,928 $16,217,051 $1,320,589 8.9% Trust & Agency Funds
Special Assessment Redemption Fund $754,959 $707,750 $707,770 $714,150 $6,400 0.9% Special Assessment UAD 12 14 Fund 664,461 614,943 714,423 606,106 (8,837) (1.4%) Special Assessment UAD 19-04 Fund 414,840 336,313 416,593 337,613 1,300 0.4% Pension Trust 164,066 197,697 197,480 264,480 66,783 33.8% PARS Investment Trust 204,685 100,000 50,000 50,000 (50,000) (50.0%) Total Trust & Agency Funds $2,203,010 $1,956,703 $2,086,266 $1,972,349 $15,646 0.8% Grand Total $218,862,264 $134,092,759 $159,187,107 $145,061,092 $10,968,333 8.2% Change from
2021-22 Adopted
SCHEDULE OF REVENUES BY FUND & CATEGORY
84 SCHEDULE OF REVENUES BY CATEGORY & FUND
411* 41201 41* 42* 45* 46* 43* 44* 45*0* 49* 47* 8
2022-23
Proposed
General Fund
General Fund $40,738,780 $10,000,000 $11,953,262 $3,657,028 $229,500 $7,765,225 $2,207,000 $4,125,650 $331,658 $3,817,624 $1,627,500 $86,453,227 Special Revenue Funds
Street Lighting & Landscaping - - 377,688 - - - - - - 12,001 - 389,689 Streets & Highways - - - - 833,901 - - 22,000 1,019,378 - - 1,875,279 Asset Forfeiture - - - - - - - 1,800 40,000 - - 41,800 Police Safety Grants - - - - 155,000 - - 4,000 - - - 159,000 Proposition A - - 855,303 - - 7,200 - 3,000 - - 17,500 883,003 Proposition C - - 709,451 - - - - 3,000 - - - 712,451 AB 2766 - - - - - - - 1,500 46,000 - - 47,500 Measure R - - 532,088 - - - - 15,000 - - - 547,088 Measure M - - 603,033 - - - - 8,000 5,310,000 - - 5,921,033 Measure W 410,000 - - - - - - 1,500 1,200,000 - - 1,611,500 Capital Project Funds
Capital Improvement - - 765,000 25,438 - 625,000 90,000 - 100,000 - - 1,605,438 Bond Construction - - - - - - - - - - - - Underground Utility Construction - - - - - - - - - - - - Enterprise Funds
Water - - - - - 16,321,500 - 150,000 - - 1,000 16,472,500 Stormwater - - - - - 329,484 - 15,000 - - - 344,484 Wastewater - - - 20,000 - 3,460,000 - 150,000 - - (2,000) 3,628,000 Parking - - 125,000 - - 3,819,000 - 20,000 - - 19,200 3,983,200 County Parking Lots - - - - - 1,363,000 - - - - - 1,363,000 State Pier & Parking Lot - - - - - 825,000 - 8,000 - - 500 833,500 Internal Service Funds
Insurance Reserve - - - - - - - - - 6,949,860 600,000 7,549,860 Information Technology - - - - - - - - - 3,698,533 - 3,698,533 Fleet Management - - - - - - - - - 2,747,827 25,000 2,772,827 Building Maintenance & Operations - - - - - - - - - 2,195,831 - 2,195,831 Trust & Agency Funds
Special Assessment Redemption Fund - - 714,150 - - - - - - - - 714,150 Special Assessment UAD 12 14 Fund - - 606,106 - - - - - - - - 606,106 Special Assessment UAD 19-04 Fund - - 337,613 - - - - - - - - 337,613 Pension Trust - - - - - - - 800 - 33,680 230,000 264,480 PARS Investment Trust - - - - - - - 50,000 - - - 50,000 Grand Total $41,148,780 $10,000,000 $17,578,694 $3,702,466 $1,218,401 $34,515,409 $2,297,000 $4,579,250 $8,047,036 $19,455,356 $2,518,700 $145,061,092 Fines and
Forfeitures
Interest and
Rents Grants
Operating
Transfers In Other
Charges for
Services
Property
Taxes Sales Taxes Other Taxes
Licenses
and Permits
From Other
Agencies
85 4 5 7 8
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
General Fund
41101 CYr Secured Property Tax $29,684,840 $30,986,000 $32,042,972 $33,148,433 $2,162,433 7.0% 41102 CYr Unsecured Property Tax 1,063,959 1,021,039 1,050,000 1,032,060 11,021 1.1% 41103 PYr Secured Property Tax 167,628 - - 125,000 125,000 - 41104 PYr Unsecured Property Tax 38,892 35,000 35,000 35,000 - - 41105 Supplemental Property Tax 808,306 800,000 800,000 800,000 - - 41106 Property Tax Collection Administration (415,173) (428,989) (420,870) (446,540) (17,551) 4.1% 41107 Interest & Penalties 106,961 80,000 80,000 95,000 15,000 18.8% 41108 Property Tax in Lieu of VLF 5,367,851 5,556,263 5,605,049 5,949,827 393,564 7.1% Revenue from Property Tax $36,823,265 $38,049,313 $39,192,151 $40,738,780 $2,689,467 7.1% 41201 Sales & Use Tax $8,038,137 $9,260,000 $9,709,000 $10,000,000 $740,000 8.0% 41203 PSAF Sales Tax 441,746 410,000 459,867 478,262 68,262 16.6% 41211 Transient Occupancy Tax 2,382,137 4,025,000 4,613,000 5,350,000 1,325,000 32.9% 41213 Franchise Tax 1,189,086 1,135,000 1,150,000 1,150,000 15,000 1.3% 41214 Real Estate Transfer Tax 1,132,663 810,000 1,100,000 1,025,000 215,000 26.5% 41221 Business License Tax 3,755,555 3,600,000 3,750,000 3,950,000 350,000 9.7% 41224 AB 1379 Dis Access & Educ (588) - - - - - Revenue from Other Taxes $16,938,737 $19,240,000 $20,781,867 $21,953,262 $2,713,262 14.1% 42101 Building Permits $1,433,778 $1,532,712 $1,532,712 $1,650,000 117,288 7.7% 42102 Building Permits Surcharge 141,969 153,271 153,271 165,000 11,729 7.7% 42103 Other Construction Permits 755,484 350,000 600,000 500,000 $150,000 42.9% 42104 EnerGov Tech Fee Admin 48,104 101,963 135,000 158,588 56,625 55.5% 42105 Right of Way Permits 922,334 725,000 660,000 700,000 ($25,000) (3.4%) 42106 Outdoor Facilities Permits 2,862 2,000 972 1,296 (704) (35.2%) 42108 Other Permits - 4,240 4,352 4,240 - - 42111 Home Occupation Permits 4,275 5,200 1,904 1,904 (3,296) (63.4%) 42201 Fire Code Permits - Annual 79,035 205,000 140,000 205,000 - - 42202 Fire Permits - One Time 22,932 25,000 25,000 25,000 - - 42203 Fire Construction Inspections 58,907 37,000 37,000 37,000 - - 42204 Studio Tenant Fees 7,232 2,200 2,200 2,200 - - 42301 Police Alarm Permits 76,077 130,000 149,000 126,800 (3,200) (2.5%) 42302 Animal License Fees 43,401 52,000 43,000 45,000 (7,000) (13.5%) 42401 Film Permits 29,047 35,000 30,000 35,000 - - Revenue from Permits $3,625,437 $3,360,586 $3,514,411 $3,657,028 $296,442 8.8% 43101 Vehicle Code Fines $25,910 $95,000 $30,000 $30,000 (65,000) (68.4%) 43102 Parking Citations 1,354,932 1,875,000 2,050,000 2,150,000 $275,000 14.7% 43301 Comm Dev Fines 61,085 30,000 20,000 25,000 (5,000) (16.7%) 43401 Municipal Code Fines 1,250 30,000 1,000 2,000 (28,000) (93.3%) 43501 Public Works Fines - - 15,000 - - - Revenue from Fines & Forfeitures $1,443,177 $2,030,000 $2,116,000 $2,207,000 $177,000 8.7% 44101 Interest Earnings $453,863 $637,522 $675,000 $675,000 $37,478 5.9% 44102 Unrealized Investment Gain/Loss (609,917) - - - - - 44103 Investment Amortization 92,187 - - - - - 44204 Installment Fund Earnings 1 - - - - - 44302 Loan Principal - - 7,500 - - - 44401 Metlox Lease Payments 391,076 475,000 440,000 625,000 150,000 31.6% 44402 Tennis Club Rent 319,800 312,789 327,563 341,340 28,551 9.1% 44403 Tennis Club Percent Rent 165,000 100,000 180,000 180,000 80,000 80.0% 44404 1334 Building Lease 63,059 47,006 47,006 50,000 2,994 6.4% 44405 Tennis Club Parking Lot Lease 34,899 36,000 35,000 35,000 (1,000) (2.8%) 44406 Minimum Hotel Rent Payments 400,000 400,000 400,000 400,000 - - 44407 Marriott Hotel Rent 498,530 950,000 1,150,000 1,275,000 325,000 34.2% 44408 Golf Course Rent 19,408 10,000 10,000 33,500 23,500 235.0% 44409 Mall Parking Lot Lease 153,245 185,000 175,000 185,000 - - 44410 Post Office Lease 53,000 53,800 53,000 58,300 4,500 8.4% 44411 Library Parking Lot Lease 5,746 6,200 6,200 6,510 310 5.0% 44412 Misc. Rents & Concessions 36,279 43,001 36,279 41,000 (2,001) (4.7%) 44421 Wireless Communication Income 199,627 185,000 200,000 220,000 35,000 18.9% Revenue from Use of Property & Money $2,275,803 $3,441,318 $3,742,548 $4,125,650 $684,332 19.9% Change from
SCHEDULE OF REVENUE DETAIL BY FUND
86 4 5 7 8
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
Change from
SCHEDULE OF REVENUE DETAIL BY FUND
45121 Vehicle in Lieu - $17,000 - $35,000 $18,000 105.9% 45122 Homeowners Property Tax Relief $142,730 150,000 $145,000 145,000 (5,000) (3.3%) 45123 State Mandated Cost Reimbursement - 15,000 28,000 15,000 - - 45131 STC Reimbursement 1,567 3,850 4,500 4,500 650 16.9% 45132 POST Reimbursement 11,931 30,000 25,000 30,000 - - 45201 State Grant Programs 126,917 171,771 121,771 150,000 (21,771) (12.7%) 45301 Federal Grant Programs 43,317 - 127,270 - - - 45303 Federal/State Emergency 4,643,497 4,208,260 4,208,260 - (4,208,260) - 45402 County Grants Programs - - 70,000 151,658 151,658 - 45502 BCHD Grant 29,359 30,000 30,000 30,000 - - 45601 Miscellaneous Grants 229,481 131,008 145,527 - (131,008) - Revenue from Other Governments $5,228,798 $4,756,889 $4,905,328 $561,158 ($4,195,731) (88.2%) 46101 Building Plan Check Fees $1,986,711 $1,755,000 $2,000,000 $2,000,000 $245,000 14.0% 46102 Microfilm Fees 258,095 200,000 300,000 300,000 100,000 50.0% 46103 Building Record Report Fees 187,153 150,000 150,000 130,000 (20,000) (13.3%) 46104 New Residential Unit Fee 7,700 4,900 5,600 9,800 4,900 100.0% 46111 Planning Filing Fees 121,067 200,000 200,000 200,000 - - 46112 Appeal Fees - 500 250 250 (250) (50.0%) 46113 Community Development Reimbursements 5,904 - - - - - 46121 Traffic Engineering Services 46,440 20,500 90,000 100,000 79,500 387.8% 46201 Police False Alarm Fees 62,711 70,000 40,000 60,000 (10,000) (14.3%) 46202 Police Service Fees (14,772) 30,000 30,000 30,000 - - 46203 Special Event OT Reimbursement 45,463 190,000 180,000 160,000 (30,000) (15.8%) 46204 DUI Cost Recovery (6,719) 25,000 - 15,000 (10,000) (40.0%) 46205 Booking Fees 913 10,000 - 2,500 (7,500) (75.0%) 46206 Book Removal - 4,000 - 4,000 - - 46207 Vehicle Release Fee 92,812 60,000 100,000 80,000 20,000 33.3% 46208 Animal Impound Fees 1,336 1,000 500 1,000 - - 46301 Fire Services Fees 883,401 250,000 100,000 150,000 (100,000) (40.0%) 46302 Ambulance Fees 680,462 835,000 875,000 925,000 90,000 10.8% 46303 Fire Plan Check 80,952 75,000 75,000 75,000 - - 46304 Fire Inspection Fees - 30,000 30,000 30,000 - - 46412 Refuse City Cost Recovery 34,474 75,835 70,728 73,000 (2,835) (3.7%) 46415 Recycling 37,000 38,000 38,000 38,000 - - 46416 Construction Debris Plan Review 57,900 75,000 60,000 75,000 - - 46421 Inter-City Median Maintenance 15,777 7,000 7,000 7,000 - - 46422 Sepulveda Sweeping Reimbursement - 2,000 - - (2,000) - 46451 Public Works Misc Fees 18,983 20,000 5,000 10,000 (10,000) (50.0%) 46452 Public Works Reimbursement 376,864 252,700 252,700 2,700 (250,000) (98.9%) 46461 Public Records Request 105 - - - - - 46501 Facility & Parks Reservations 406,235 372,000 370,000 520,000 148,000 39.8% 46502 Special Activities Classes 58,870 65,000 170,000 195,000 130,000 200.0% 46503 Special Events 287,884 450,000 440,000 520,000 70,000 15.6% 46504 Tennis Operations 581,199 426,000 580,000 476,000 50,000 11.7% 46505 Arts/Education Classes 22,310 104,703 110,000 145,000 40,297 38.5% 46506 Sports Leagues & Tournaments 6,731 132,500 130,000 165,000 32,500 24.5% 46507 Sports Classes 335,846 343,500 600,000 615,000 271,500 79.0% 46508 Swimming Classes 305,934 410,000 380,000 558,000 148,000 36.1% 46509 Concerts in the Park - 10,000 10,000 15,000 5,000 50.0% 46510 Older Adults Activities 1,901 67,475 14,000 67,475 - - 46520 Recreation Reimbursements 2,672 - - - - - 46601 Returned Check Fees 53 500 700 500 - - 46602 Reproduction Fees 5,546 15,000 10,000 10,000 (5,000) (33.3%) 47107 Damage Recovery-Traffic Signal - - - - - - Revenue from Service Charges $6,995,913 $6,778,113 $7,424,478 $7,765,225 $987,112 14.6% 49151 Operating Service Transfers $3,731,425 $3,981,338 $3,981,338 $3,817,624 ($163,714) (4.1%) Revenue from Interfund Charges & Transfers $3,731,425 $3,981,338 $3,981,338 $3,817,624 (163,714) (4.1%) 87 4 5 7 8
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
Change from
SCHEDULE OF REVENUE DETAIL BY FUND
47101 Workers Comp Salary Continuation $566,513 $500,000 $1,200,000 $1,500,000 $1,000,000 200.0% 47202 Resubmittal of Returned Checks 346 - 2,891 - - - 47203 Bad Debt Recovery 29,055 25,000 30,000 30,000 5,000 20.0% 47204 Bad Debt Writeoff (688) - - - - - 47301 Miscellaneous Revenues 2,448 25,000 1,500 25,000 - - 47302 P-Card Incentive 25,246 40,000 40,000 40,000 - - 47303 City Store Sales 19,193 30,000 25,000 30,000 - - 47306 Sale of Property 17 2,500 8,652 2,500 - - 47408 Bond Proceeds 85,384,604 - - - - - Miscellaneous Revenue $86,026,734 $622,500 $1,308,043 $1,627,500 $1,005,000 161.4% Total General Fund $163,089,289 $82,260,057 $86,966,164 $86,453,227 $4,193,170 5.1% Street Lighting & Landscaping Fund
41301 CYr Assessments $264,942 $270,183 $270,183 $270,183 - - 41303 CYr Streetscape Assessments 106,068 107,505 107,505 107,505 - - 49201 Transfers In 11,060 12,001 12,001 12,001 - - Total Street Lighting & Landscaping Fund $382,070 $389,689 $389,689 $389,689 $0 - Streets & Highways Fund
44101 Interest Earnings $27,702 $14,792 $18,000 $22,000 $7,208 48.7% 44102 Unrealized Investment Gain/Loss (8,619) - - - - - 45101 State Gas Tax 2105 179,587 183,484 207,810 226,686 43,202 23.5% 45102 State Gas Tax 2106 105,470 106,925 120,260 130,959 24,034 22.5% 45103 State Gas Tax 2107 249,011 232,682 289,200 315,689 83,007 35.7% 45104 State Gas Tax 2103 235,178 227,224 297,947 346,044 118,820 52.3% 45111 Road Maintenance Rehab 648,314 604,224 727,734 800,890 196,666 32.5% 45125 SB 821 TDA - 25,827 46,033 33,011 7,184 27.8% 45202 Aid to Cities/STP-Local 793,382 - 24,090 - - - 45411 Measure R Regional 97,544 - 600,000 - - - 45601 Miscellaneous Grants 393,443 - 104,764 - - - Total Streets & Highways Fund $2,721,011 $1,395,158 $2,435,838 $1,875,279 $480,121 34.4% Asset Forfeiture Fund
44101 Interest Earnings $3,045 $3,824 $1,700 $1,800 ($2,024) (52.9%) 44102 Unrealized Invest Gain/Loss (6,061) - - - - - 45803 State Forfeitures - Regional 52,825 25,000 25,000 40,000 15,000 60.0% 45806 Fed Forfeitures - Treasury Local - - 1,600 - - - Total Asset Forfeiture Fund $49,809 $28,824 $28,300 $41,800 $12,976 45.0% Police Safety Grants Fund
44101 Interest Earnings $5,570 $4,192 $4,000 $4,000 ($192) (4.6%) 44102 Unrealized Investment Gain/Loss (4,567) - - - - - 45124 State SLES Program 156,727 155,000 155,000 155,000 - - Total Federal Law Enforcement Services Fund $157,729 $159,192 $159,000 $159,000 ($192) (0.1%) Proposition A Fund
41204 Transit Sales Tax $722,755 $711,856 $711,856 $855,303 $143,447 20.2% 44101 Interest Earnings 1,461 188 3,000 3,000 2,812 1495.7% 44102 Unrealized Invest Gain/Loss 923 - - - - - 46521 Dial-A-Ride Fares 1,427 6,500 2,800 6,000 (500) (7.7%) 46522 Bus Pass Subsidies - 1,200 400 1,200 - - 47301 Miscellaneous Revenues - 17,500 - 17,500 - - 47305 City Funds Exchange 268,750 - - - - - 47408 Bond Proceeds 494,695 - - - - - Total Proposition A Fund $1,490,011 $737,244 $718,056 $883,003 $145,759 19.8% Proposition C Fund
41204 Transit Sales Tax $599,499 $590,465 $590,465 $709,451 $118,986 20.2% 44101 Interest Earnings 43,931 43,814 5,700 3,000 (40,814) (93.2%) 44102 Unrealized Investment Gain/Loss (61,021) - - - - - 45411 Measure R SB Highway 169,903 - 350,000 - - - 45412 MTA Call For Grants 2,391,135 - 2,100,000 - - - Total Proposition C Fund $3,143,447 $634,279 $3,046,165 $712,451 $78,172 12.3% 88 4 5 7 8
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
Change from
SCHEDULE OF REVENUE DETAIL BY FUND
AB 2766 Fund
44101 Interest Earnings $1,320 $641 $1,500 $1,500 $859 134.0% 44102 Unrealized Investment Gain/Loss (261) - - - - - 45201 State Grant Programs 31,500 - - - - - 45501 AB 2766 Air Quality 46,029 46,000 46,000 46,000 - - Total AB 2766 Fund $78,588 $46,641 $47,500 $47,500 $859 1.8% Measure R
41204 Proposition R Sales Tax $450,247 $442,849 $442,849 $532,088 $89,239 20.2% 44101 Interest Earnings 24,089 15,650 20,000 15,000 (650) (4.2%) 44102 Unrealized Investment Gain/Loss (13,978) - - - - - 45601 Miscellaneous Grants 38,000 - 60,000 - - - Total Measure R Fund $498,359 $458,499 $522,849 $547,088 $88,589 19.3% Measure M
41204 Measure M Sales Tax $510,147 $501,896 $501,896 $603,033 $101,137 20.2% 44101 Interest Earnings 14,346 7,794 9,700 8,000 206 2.6% 44102 Unrealized Investment Gain/Loss (4,774) - - - - - 45601 Miscellaneous Grants - 1,800,000 1,000,000 5,310,000 3,510,000 195.0% Total Measure M Fund $519,718 $2,309,690 $1,511,596 $5,921,033 $3,611,343 156.4% Measure W
41109 Measure M Sales Tax $404,547 - $410,937 $410,000 $410,000 - 44101 Interest Earnings 270 - 2,100 1,500 1,500 - 45402 Unrealized Investment Gain/Loss - - 1,497,100 1,200,000 1,200,000 - Total Measure W Fund $404,817 $0 $1,910,137 $1,611,500 $1,611,500 - Capital Improvement Fund
41211 Transient Occupancy Tax $420,377 $697,059 $798,098 $765,000 $67,941 9.7% 42107 Park Development/Quimby 12,719 10,902 10,902 25,438 14,536 133.3% 43102 Parking Citations 73,936 80,000 80,000 90,000 10,000 12.5% 44204 Installment Fund Earnings 2 - - - - - 44301 Other Interest Income 663 - - - - - 44302 Loan Principal 45,074 - - - - - 45202 Aid to Cities/STP-Local 1,634 - 300,000 - - - 45301 Federal Grant Programs 417,430 100,000 - 100,000 - - 45401 Prop A Project Specific - 610,890 - - (610,890) - 46431 Parking Meters 463,648 650,750 486,200 625,000 (25,750) (4.0%) 47301 Miscellaneous Revenues 100,393 - - - - - 47402 Bond Proceeds Construction - 770,000 770,000 - (770,000) - Total Capital Improvement Fund $1,535,877 $2,919,601 $2,445,200 $1,605,438 ($1,314,163) (45.0%) Bond Construction Fund
44101 Interest Earnings - - $55,000 - - - 47402 Bond Proceeds Construction - - 8,699,922 - - - Total Bond Construction Fund $0 $0 $8,754,922 $0 $0 -
Underground Utility Construction Fund
44101 Interest Earnings $119,289 $42,110 $35,000 $0 ($42,110) - 44102 Unrealized Invest Gain/Loss 111,059 - - - - - 47301 Miscellaneous Revenues 4,250 - - - - - 47406 Homeowner Payoff (527) - - - - - Total Underground Utility Constr Fund $234,070 $42,110 $35,000 $0 ($42,110) - 89 4 5 7 8
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
Change from
SCHEDULE OF REVENUE DETAIL BY FUND
Water Fund
44101 Interest Earnings $564,883 $388,832 $300,000 $150,000 ($238,832) (61.4%) 44102 Unrealized Invest Gain/Loss (611,377) - - - - - 44103 Investment Amortization 15,339 - - - - - 46401 Utility Service Charges 15,498,201 15,000,000 15,400,000 16,131,500 1,131,500 7.5% 46402 Utility Connection Fees 120,152 102,000 102,000 100,000 (2,000) (2.0%) 46403 Meter Installation 56,526 50,000 50,000 50,000 - - 46404 Penalties 49,253 40,000 40,000 40,000 - - 47203 Bad Debt Recovery 2,545 4,000 12,000 5,000 1,000 25.0% 47204 Bad Debt Writeoff (20,790) (9,000) (10,000) (10,000) (1,000) 11.1% 47301 Miscellaneous Revenues - 10,000 346,750 5,000 (5,000) (50.0%) 47306 Sale of Property 624 1,000 5,740 1,000 - - 47408 Bond Proceeds 1,095,778 - - - - - Total Water Fund $16,771,135 $15,586,832 $16,246,490 $16,472,500 $885,668 5.7% Stormwater Fund
41109 Measure W Parcel Tax $0 $410,000 $0 $0 (410,000) - 44101 Interest Earnings 17,327 20,405 16,000 15,000 ($5,405) (26.5%) 44102 Unrealized Investment Gain/Loss (31,335) - - - - - 44103 Investment Amortization 515 - - - - - 46401 Utility Service Charge 303,651 345,000 327,000 325,000 (20,000) (5.8%) 46422 Street Sweeping 4,482 4,484 4,484 4,484 - - 47301 Miscellaneous Revenues 21,241 - - - - - 47408 Bond Proceeds 107,098 - - - - - Total Stormwater Fund $422,978 $779,889 $347,484 $344,484 ($435,405) (55.8%) Wastewater Fund
42109 Fats, Oil, Grease Permit $20,102 $20,000 $20,000 $20,000 - - 44101 Interest Earnings 196,364 145,073 165,000 150,000 $4,927 3.4% 44102 Unrealized Invest Gain/Loss (154,659) - - - - - 44103 Investment Amortization 5,229 - - - - - 46401 Utility Service Charges 3,401,215 3,300,000 3,300,000 3,300,000 - - 46402 Utility Connection Fees 176,031 130,000 150,000 150,000 20,000 15.4% 46404 Penalties 12,718 11,000 11,000 10,000 (1,000) (9.1%) 47204 Bad Debt Writeoff (5,165) (2,000) (2,000) (2,000) - - 47408 Bond Proceeds 451,664 - - - - - Total Wastewater Fund $4,103,499 $3,604,073 $3,644,000 $3,628,000 $23,927 0.7% Parking Fund
41222 B.I.D- A License Surcharge $100,734 $75,000 $100,000 $100,000 $25,000 33.3% 41223 B.I.D- B License Surcharge 25,055 25,000 25,000 25,000 - - 44101 Interest Earnings 19,847 27,933 20,600 20,000 (7,933) (28.4%) 44102 Unrealized Invest Gain/Loss (46,501) - - - - - 44103 Investment Amortization 1,985 - - - - - 44204 Installment Fund Earnings 2 - - - - - 46122 Permit Parking Program 6,015 3,000 3,500 9,000 6,000 200.0% 46431 Parking Meters 2,901,839 3,364,000 3,555,402 3,600,000 236,000 7.0% 46432 Parking Lot Spaces 207,455 210,000 205,000 210,000 - - 47301 Miscellaneous Revenues 11,700 18,000 12,000 11,700 (6,300) (35.0%) 47307 Contrs From Private Parties 9,111 7,500 5,000 7,500 - - 47408 Bond Proceeds 152,336 - - - - - Total Parking Meter Fund $3,389,577 $3,730,433 $3,926,502 $3,983,200 $252,767 6.8% County Parking Lots Fund
46433 Parking Lot B Meters $315,640 $265,000 $302,821 $300,000 35,000 13.2% 46434 Parking Lot C Meters 1,077,159 985,000 1,029,700 1,050,000 65,000 6.6% 46435 Parking Lot B Spaces 1,560 1,800 1,500 1,800 $0 - 46436 Parking Lot C Spaces 9,700 11,200 9,500 11,200 - - 47408 Bond Proceeds 39,908 - - - - - Total County Parking Lots Fund $1,443,967 $1,263,000 $1,343,521 $1,363,000 $100,000 7.9% 90 4 5 7 8
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
Change from
SCHEDULE OF REVENUE DETAIL BY FUND
State Pier & Parking Lot Fund
44101 Interest Earnings $10,629 $8,383 $8,000 $8,000 ($383) (4.6%) 44102 Unrealized Invest Gain/Loss (9,604) - - - - - 44103 Investment Amortization 286 - - - - - 46431 Parking Meters 813,273 885,000 865,000 825,000 (60,000) (6.8%) 47301 Miscellaneous Revenues 432 1,000 500 500 (500) (50.0%) 47408 Bond Proceeds 39,906 - - - - - Total State Pier & Parking Lot Fund $854,922 $894,383 $873,500 $833,500 ($60,883) (6.8%) Insurance Reserve Fund
47102 Excess of SIR Recoveries $2,004 $50,000 $6,600,000 $600,000 550,000 1100.0% 47103 Insurance Recoveries/Dividends 27,282 - - - - - 47104 Damage Claims - - 44,830 - - - 47105 Cobra Payments 261 - 300 - - - 47301 Miscellaneous Revenues 6,933 - 854 - - - 47408 Bond Proceeds 563,185 - - - - - 49101 Workers Comp Billing 4,835,640 4,648,800 4,648,800 4,204,500 (444,300) (9.6%) 49102 Unemployment Billings 25,020 60,000 60,000 60,000 $0 - 49103 Liability Insurance Billings 2,293,320 2,630,760 2,630,760 2,685,360 54,600 2.1% Total Insurance Reserve fund $7,753,644 $7,389,560 $13,985,544 $7,549,860 $160,300 2.2% Information Technology Fund
47408 Bond Proceeds $1,757,177 - - - - - 49121 Information System Charge 2,814,348 $3,039,108 $3,039,108 $3,698,533 $659,425 21.7% Total Information Technology Fund $4,571,525 $3,039,108 $3,039,108 $3,698,533 $659,425 21.7% Fleet Management Fund
47104 Damage Claims $45,686 - $14,007 - - - 47306 Sale of Property 36,245 - 7,774 - - - 47408 Bond Proceeds 502,669 - - - - - 47902 Reimb- Gas charges MBUSD 13,767 $25,000 21,000 $25,000 - - 49111 Fleet Rental Charges - 1,041,440 1,041,440 1,408,820 $367,380 35.3% 49112 Fleet Maintenance Charge - 1,186,942 1,186,942 1,339,007 152,065 12.8% 49201 Transfers In - 110,000 110,000 - (110,000) (100.0%) Total Fleet Management Fund $598,367 $2,363,382 $2,381,163 $2,772,827 $409,445 17.3% Building Maintenance & Operations Fund
47408 Bond Proceeds $685,979 - - - - - 49131 Building Maintenance 1,650,199 $1,954,976 $2,237,113 $2,085,831 $130,855 6.7% 49141 Warehouse Sales 81,054 119,436 80,000 85,000 (34,436) (28.8%) 49142 Garage Sales 27,613 30,000 26,000 25,000 (5,000) (16.7%) Total Building Maintenance & Operation Fund $2,444,845 $2,104,412 $2,343,113 $2,195,831 $91,419 4.3% Special Assessment Redemption Fund
41301 CYr Assessments $731,528 $707,750 $707,750 $714,150 $6,400 0.9% 44202 Bond Reserve Fund Earnings 30 - 20 - - - 44204 Installment Fund Earnings 3 - - - - - 47407 Bond Redemption 23,397 - - - - - Total Special Assessment Redemption Fund $754,959 $707,750 $707,770 $714,150 $6,400 0.9% Special Assessment UAD 12 14 Fund
41301 C.Yr Assessments $609,461 $614,943 $614,943 $606,106 (8,837) (1.4%) 44202 Bond Reserve Fund Earnings 18 - 20 - - - 44204 Installment Fund Earnings 8 - - - - - Total Pension Trust Fund $664,461 $614,943 $714,423 $606,106 ($8,837) (1.4%) Special Assessment UAD 19-04 Fund
41301 C.Yr Assessments $331,556 $336,313 $336,313 $337,613 $1,300 0.4% 44202 Bond Reserve Fund Earnings 10 - 10 - - - 44204 Installment Fund Earnings 3 - - - - - Total Pension Trust Fund $414,840 $336,313 $416,593 $337,613 $1,300 0.4% 91 4 5 7 8
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
Change from
SCHEDULE OF REVENUE DETAIL BY FUND
Pension Trust Fund
44101 Interest Earnings $878 $1,017 $800 $800 ($217) (21.3%) 44102 Unrealized Investment Gain/Loss (1,549) - - - - - 47901 Reimbursement Ca Emplr Ret Ben Trust 164,736 163,000 163,000 230,000 67,000 41.1% 49202 Contributions - 33,680 33,680 33,680 - - Total Pension Trust Fund $164,066 $197,697 $197,480 $264,480 $66,783 33.8% PARS Investment Trust
44206 PARS Section 115 Interest $204,685 $100,000 $50,000 $50,000 ($50,000) (50.0%) Total Pension Trust Fund $204,685 $100,000 $50,000 $50,000 ($50,000) (50.0%) Grand Total $218,862,264 $134,092,759 $159,187,107 $145,061,092 $10,968,333 8.2% 92 SOURCE OF FUNDS - GENERAL FUND
FY 2022-23 Source of Funds - General Fund = $86,453,227 Property Taxes
$40,738,780
47%
Use Of Property &
Money
$4,125,650
5%
Fines &
Forfeitures
$2,207,000
2%
Other
Governments
$561,158
1%
Other Revenue
$5,445,124
6%
Sales & Use Tax
$10,000,000
12%
Business License Tax
$3,950,000
5%
TOT
$5,350,000
6%
Other Taxes
$2,653,262
3%
Permits
$3,657,028
4%
Service Charges
$7,765,225
9%
93 Special Revenue Funds
201
205
210
211
220
230
231
232
233
234
240
801
804
Enterprise Funds
* Includes Trust Funds
COMPARISON OF BUDGETED REVENUES
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
Property Tax Sales & Use
Tax
Other Taxes Service
Charges
Use of Property
& Money
Fines &
Forfeitures
Other
Governments
Other
Revenues
Special
Revenue
Funds*
Enterprise
Funds
Internal Service
Funds
$ in Millions
FY 2021-22: $134.1 Million Adopted
FY 2020-21: $128.9 Million Adopted
FY 2022-23: $145.1 Million Adopted
94 USE OF FUNDS BY FUND TYPE
FY 2022-23 Use of Funds - City-Wide = $146,757,902
Trust & Agency
Funds
$1,847,950
1%
Enterprise Funds
$24,240,942
17%
General Fund
$85,243,018
58%
Internal Service
Funds
$17,206,010
12%
Special Revenue
Funds
$12,321,643
8%
Capital
Improvement Fund
$4,612,589
3%
Underground
Assessment
Districts Fund
$1,285,750
1%
95 7 8 10 11
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
General Fund $156,609,193 $77,698,292 $78,452,354 $85,243,018 $7,544,726 9.7% Street Lighting & Landscaping Fund $672,311 $570,702 $631,653 $612,022 $41,320 7.2% Streets & Highways Fund 2,212,522 2,098,738 2,661,331 1,575,138 (523,600) (24.9%) Asset Forfeiture Fund 167,437 108,500 135,773 107,750 (750) (0.7%) Police Safety Grants Fund 191,200 155,000 192,407 155,000 - 0.0% Proposition A Fund 1,142,804 932,081 836,653 780,646 (151,435) (16.2%) Proposition C Fund 7,259,707 192,332 8,110,046 1,260,138 1,067,806 555.2% AB 2766 Fund 672 673 673 673 - 0.0% Measure R Fund 118,121 263,738 275,684 760,138 496,400 188.2% Measure M Fund 359,066 2,413,738 1,335,142 5,870,138 3,456,400 143.2% Measure W Fund 278,247 - - 1,200,000 1,200,000 - Total Special Revenue Funds $12,402,087 $6,735,502 $14,179,362 $12,321,643 $4,386,141 82.9% Capital Improvement Fund $2,527,765 $4,103,784 $4,789,130 $4,612,589 $508,805 12.4% Total Capital Improvement Fund $2,527,765 $4,103,784 $4,789,130 $4,612,589 $508,805 12.4% Bond Construction Fund - - $2,271,159 - - - Bond Construction Fund $0 $0 $2,271,159 $0 $0 -
Underground Assessment Districts Fund $6,972,203 1,779,705 $2,984,342 $1,285,750 (493,955) (27.8%) Underground Assessment Districts Fund $6,972,203 $1,779,705 $5,255,501 $1,285,750 ($493,955) (27.8%) Water Fund $26,051,113 $15,551,079 $30,656,868 $13,304,706 ($2,246,373) (14.4%) Stormwater Fund 1,418,494 1,787,478 2,324,646 1,836,564 49,086 2.7% Wastewater Fund 3,146,450 3,045,862 3,421,762 4,710,392 1,664,530 54.6% Parking Fund 3,591,091 2,933,472 3,093,998 2,698,608 (234,864) (8.0%) County Parking Lots Fund 934,580 872,452 935,274 953,214 80,762 9.3% State Pier & Parking Lot Fund 556,180 2,160,254 728,048 737,458 (1,422,796) (65.9%) Total Enterprise Funds $35,697,907 $26,350,597 $41,160,596 $24,240,942 ($2,109,655) (8.0%) Insurance Reserve Fund $7,336,611 $7,179,370 $10,884,054 $8,243,352 $1,063,982 14.8% Information Technology Fund 4,902,750 3,520,830 3,228,221 4,276,387 755,557 21.5% Fleet Management Fund 1,908,522 4,056,296 3,318,080 2,490,440 (1,565,856) (38.6%) Building Maintenance & Operations Fund 2,470,745 2,097,330 2,211,213 2,195,831 98,501 4.7% Total Internal Service Funds $16,618,627 $16,853,826 $19,641,567 $17,206,010 $352,184 2.1% Special Assessment Redemption Fund $716,800 $708,900 $708,900 $700,450 ($8,450) (1.2%) Special Assessment UAD 12 14 Fund 280,129 606,707 606,707 609,007 2,300 0.4% Special Assessment UAD 19-04 Fund 117,868 336,163 336,163 341,813 5,650 1.7% Post-Employment Benefits Trust Fund 201,790 196,680 196,680 196,680 - 0.0% Total Trust & Agency Funds $1,316,587 $1,848,450 $1,848,450 $1,847,950 ($500) (0.0%) Grand Total $232,144,370 $135,370,156 $165,326,960 $146,757,902 $11,387,746 8.4% Total Operating Expenses $205,457,961 $120,500,156 $125,516,012 $129,444,402 $8,944,246 7.4% $4 $5 $7 $8
Total Capital Projects* $26,686,409 $14,870,000 $39,810,948 $17,313,500 $2,443,500 16.4% *FY2021-22 estimate includes carryover projects from the prior year.
SCHEDULE OF EXPENDITURES BY FUND
Change from Prior
96 USE OF FUNDS BY CATEGORY
FY 2022-23 Use of Funds - City-Wide = $146,757,902
Salaries & Benefits
$57,266,498
39%
Debt Service
$10,457,306
7% Capital Projects &
Equipment
$19,045,556
13%
Internal Service
Charges
$15,175,326
10%
Materials &
Services
$44,813,216
31%
97 98
4000 6000 7000 9000
Capital Internal
Salaries & Materials & Projects & Debt Service Percent
Benefits Services Equipment Service Charge Total of Total General Fund $50,788,481 $18,456,319 $378,200 $5,635,535 $9,984,483 $85,243,018 58.1% Street Lighting & Landscaping Fund - 554,955 35,000 - 22,067 612,022 0.4% Streets & Highways Fund - - 1,515,000 - 60,138 1,575,138 1.1% Asset Forfeiture Fund 61,750 46,000 - - - 107,750 0.1% Police Safety Grants Fund - 155,000 - - - 155,000 0.1% Proposition A Fund 508,033 131,781 - 37,521 103,311 780,646 0.5% Proposition C Fund - - 1,200,000 - 60,138 1,260,138 0.9% AB 2766 Fund - - - - 673 673 0.0% Measure R Fund - - 700,000 - 60,138 760,138 0.5% Measure M Fund - - 5,810,000 - 60,138 5,870,138 4.0% Measure W Fund - - 1,200,000 - - 1,200,000 0.8% Capital Improvement Fund - - 3,202,500 1,169,539 240,550 4,612,589 3.1% Undergr. Assessment Dist. Fund - 1,285,750 - - - 1,285,750 0.9% Water Fund 1,628,663 9,274,424 - 248,232 2,153,387 13,304,706 9.1% Stormwater Fund 105,574 806,556 710,000 6,517 207,917 1,836,564 1.3% Wastewater Fund 606,019 360,575 2,541,000 107,966 1,094,832 4,710,392 3.2% Parking Fund 175,117 1,096,835 200,000 634,508 592,148 2,698,608 1.8% County Parking Lot Fund 38,204 110,198 - 767,454 37,358 953,214 0.6% State Pier & Parking Lot Fund 41,053 424,773 200,000 2,457 69,175 737,458 0.5% Insurance Reserve Fund 486,767 7,646,156 - 32,682 77,747 8,243,352 5.6% Information Technology Fund 1,573,136 2,252,123 311,075 97,909 42,144 4,276,387 2.9% Fleet Management Fund 488,111 781,260 1,042,781 29,515 148,773 2,490,440 1.7% Building Maintenance Fund 568,910 1,430,511 - 36,201 160,209 2,195,831 1.5% Spec. Assessment Redemption Bond - - - 700,450 - 700,450 0.5% Spec. Assessment UAD 12-14 Fund - - - 609,007 - 609,007 0.4% Spec. Assessment UAD 19-04 Fund - - - 341,813 - 341,813 0.2% Post-Employment Benefits Trust Fund 196,680 - - - - 196,680 0.1% Total All Funds FY 2022-23 $57,266,498 $44,813,216 $19,045,556 $10,457,306 $15,175,326 $146,757,902 100.0% Total All Funds FY 2021-22 Adopted $58,994,812 $34,368,429 $27,222,336 $3,910,105 $10,588,403 $135,084,085 Dollar Change ($1,728,314) $10,444,787 ($8,176,780) $6,547,201 $4,586,923 $11,673,817 Percent Change -2.9% 30.4% -30.0% 167.4% 43.3% 8.6%
FY 2022-23 SCHEDULE OF EXPENDITURES BY FUND & CATEGORY
99 3 4 6 7
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
Management Services
City Council $344,293 $410,398 $395,608 $483,526 $73,128 17.8% City Manager 2,691,607 1,482,985 1,519,253 1,732,834 249,849 16.8% City Treasurer 36,363 45,222 29,366 52,518 7,296 16.1% City Clerk 828,603 727,824 867,346 950,814 222,990 30.6% City Attorney 1,160,453 933,276 1,002,293 993,331 60,055 6.4% Total Management Services $5,061,318 $3,599,705 $3,813,866 $4,213,023 $613,318 17.0% Finance
Administration $4,268,209 $1,713,538 $1,750,103 $1,641,220 ($72,318) (4.2%) Accounting 768,649 660,570 645,539 847,334 186,764 28.3% Revenue Services 1,039,004 1,029,268 1,039,937 1,106,244 76,976 7.5% General Services 701,192 606,853 593,281 691,790 84,937 14.0% Total Finance $6,777,054 $4,010,229 $4,028,860 $4,286,588 $276,359 6.9% Human Resources
Administration $2,007,051 $1,416,358 $1,710,033 $1,622,969 $206,611 14.6% Risk Management 7,336,611 7,179,370 10,884,054 8,243,352 1,063,982 14.8% Total Human Resources $9,343,662 $8,595,728 $12,594,087 $9,866,321 $1,270,593 14.8% Parks & Recreation
Administration $6,022,856 $4,594,511 $3,565,492 $2,839,476 ($1,755,035) (38.2%) Recreation Services 2,086,180 2,513,495 2,481,224 2,786,674 273,179 10.9% Cultural Arts 473,128 830,626 617,469 932,888 102,262 12.3% Sports & Aquatics 1,359,450 1,486,936 1,661,668 1,719,294 232,358 15.6% Volunteers 176,369 182,441 180,922 201,346 18,905 10.4% Older Adults 306,794 409,562 380,256 521,727 112,165 27.4% Transportation 1,142,804 932,081 836,653 780,646 (151,435) (16.2%) Total Parks & Recreation $11,567,580 $10,949,652 $9,723,684 $9,782,051 ($1,167,601) (10.7%) Police
Administration $54,744,254 $9,470,399 $9,229,995 $11,187,090 $1,716,691 18.1% Technical Support Services 2,487,428 3,402,720 3,193,055 3,577,940 175,220 5.1% Crime Prevention 629,061 624,137 516,446 599,972 (24,165) (3.9%) Patrol 9,575,759 9,747,721 10,042,991 10,112,720 364,999 3.7% Investigations 2,743,449 2,793,975 2,460,565 2,780,642 (13,333) (0.5%) Traffic Safety 2,497,204 2,609,908 2,351,746 2,614,991 5,083 0.2% Jail Operations 797,861 779,465 865,377 823,858 44,393 5.7% Parking Enforcement 1,864,210 1,729,097 1,506,752 1,957,535 228,438 13.2% Animal Control 340,923 345,504 338,262 361,383 15,879 4.6% Asset Forfeiture 167,437 108,500 135,773 107,750 (750) (0.7%) Law Enforcement Grants 191,200 155,000 192,407 155,000 - 0.0% Total Police $76,038,787 $31,766,426 $30,833,369 $34,278,881 $2,512,455 7.9% Fire
Administration $23,141,999 $5,507,145 $8,334,224 $5,532,743 $25,598 0.5% Prevention 583,816 801,096 707,338 809,337 8,241 1.0% Fire Operations 7,974,168 6,752,774 7,130,056 6,906,570 153,796 2.3% Emergency Medical Services 2,669,033 2,290,302 2,313,939 2,303,025 12,723 0.6% Support Services 416,749 505,221 464,271 471,723 (33,498) (6.6%) Total Fire $34,785,764 $15,856,538 $18,949,828 $16,023,398 $166,860 1.1%
EXPENDITURES BY DEPARTMENT PROGRAM
Change from
100
3 4 6 7
2020-21 2021-22 2021-22 2022-23
Actual Adopted Estimate Proposed 2021-22 Adopted
EXPENDITURES BY DEPARTMENT PROGRAM
Change from
Community Development
Administration $5,174,407 $1,079,988 $1,053,916 $1,344,233 $264,245 24.5% Planning 980,474 967,835 1,065,365 1,306,043 338,208 34.9% Building 2,803,804 2,426,727 2,494,212 2,929,052 502,325 20.7% Code Enforcement 677,162 770,779 681,835 691,609 (79,170) (10.3%) Traffic Engineering 425,430 449,270 510,901 520,259 70,989 15.8% Environmental Sustainability 381,774 214,292 350,179 236,758 22,466 10.5% Total Community Development $10,443,051 $5,908,891 $6,156,408 $7,027,954 $1,119,063 18.9% Public Works
Administration $6,884,709 $1,720,730 $1,665,742 $1,774,644 $53,914 3.1% Civil Engineering 18,641,734 7,134,915 16,620,729 10,607,304 3,472,389 48.7% Street Maintenance 5,845,093 8,069,923 9,190,583 11,491,528 3,421,605 42.4% Building & Grounds 3,295,207 3,258,321 3,410,582 4,585,746 1,327,425 40.7% Transportation 672 673 673 673 - 0.0% Street Lighting & Landscaping 561,707 450,696 509,185 480,679 29,983 6.7% Streetscape Maintenance 110,604 120,006 122,468 131,343 11,337 9.4% Water Administration 14,989,690 4,749,143 20,782,472 2,015,387 (2,733,756) (57.6%) Water Source of Supply 7,682,916 6,784,247 6,820,994 7,484,083 699,836 10.3% Water Pumping/Treatment 1,600,237 2,494,333 1,597,090 1,667,619 (826,714) (33.1%) Water Maintenance 1,778,271 1,523,356 1,456,312 2,137,617 614,261 40.3% Storm Drain Maintenance 1,696,741 1,787,478 2,324,646 3,036,564 1,249,086 69.9% Sewer Maintenance 3,146,450 3,045,862 3,421,762 4,710,392 1,664,530 54.6% Parking Facilities 5,081,850 5,966,178 4,757,320 4,389,280 (1,576,898) (26.4%) Fleet Maintenance 1,908,522 4,056,296 3,318,080 2,490,440 (1,565,856) (38.6%) Total Public Works $73,224,404 $51,162,157 $75,998,638 $57,003,299 $5,841,142 11.4% Information Technology
Information Technology $4,902,750 $3,520,830 $3,228,221 $4,276,387 $755,557 21.5% Total Information Technology $4,902,750 $3,520,830 $3,228,221 $4,276,387 $755,557 21.5% Grand Total $232,144,370 $135,370,156 $165,326,960 $146,757,902 $11,387,746 8.4% 101
102
USE OF FUNDS BY DEPARTMENT
FY 2022-23 Use of Funds - City-Wide = $146,757,902
Management
Services
$4,213,023
3%
Finance
$4,286,588
3%
Human Resources
$9,866,321
7%
Parks &
Recreation
$9,782,051
6%
Police
$34,278,881
23%
Fire
$16,023,398
11%
Community
Development
$7,027,954
5%
Public Works
$57,003,299
39%
Information
Technology
$4,276,387
3%
103
USE OF FUNDS - GENERAL FUND
FY 2022-23 Use of Funds by Category = $85,243,018
Salaries & Benefits
$50,788,481
59%
Debt Service
$5,635,535
7%
Capital Projects &
Purchases
$378,200
0%
Internal Service
Charges
$9,984,483
12%
Materials &
Services
$18,456,319
22%
104
USE OF FUNDS BY DEPT - GENERAL FUND
FY 2022-23 Use of Funds by Department = $85,243,018
Management
Services
$4,213,023
5%
Finance
$3,867,223
5%
Human Resources
$1,622,969
2%
Parks &
Recreation
$9,001,405
11%
Police
$33,631,799
39%
Fire
$15,238,191
18%
Community
Development
$7,027,954
8%
Public Works
$10,640,454
12%
105
106
COMPARISON OF BUDGETED EXPENDITURES
$0
$10
$20
$30
$40
Management
Services
Finance Human
Resources
Parks &
Recreation
Police Fire Community
Development
Public Works Information
Technology
Capital
Improvement
Projects
Debt Service
$ in Millions
FY 2021-22: $135.4 Million Adopted
FY 2020-21: $135.1 Million Adopted
FY 2022-23: $146.8 Million Adopted
107
ALL FUNDSFY 2022-2023 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES $W$8 W151 W152 W153 W154 2
07/01/2022
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance General Fund Undesignated $15,107,221 $86,453,227 ($77,704, 283) ($1,903,200) ($5,635,535) ($85,243,018) $16,317,430 ($1, 508,946) $7,508,126 $7,508,126 Transfer from County Lots Parking Fund 409,786
Transfer to Street Lighting Fund (222,333)
Transfer to Stormwater Fund (1,492,080)
Transfer to Capital Improvements Fund (798,292)
Transfer to Cap. Impr. Fund (One-time) (4,000,000)
Transfer to Pars Trust Fund (1,197,439)
Financial Policy Designation 15,539,658 15,539,658 1,508,946 17,048,604 17,048,604 Reserve for Economic Uncertainty 4,000,000 4,000,000 4,000,000 4,000,000 Total General Fund Balance $34,646,879 $86,453,227 ($77,704,283) ($1,903,200) ($5,635,535) ($85,243,018) $35,857,088 ( $7,300,358) $28,556,730 $21,048,604 $7,508,126 Special Revenue Funds
Street Lighting & Landscape $0 $389,689 ($577, 022) ($35,000) - ($612,022) ($222,333) $222,333 $0 - $0 Gas Tax 702,372 1,875,279 (60,138) (1,515,000) - (1,575,138) 1,002,513 1,002,513 - 1,002,513 Asset Forfeiture & Safety Grants 76,198 41,800 (107,750) - - ( 107,750) 10,248 10,248 - 10,248 Police Safety Grants 328,183 159,000 (155,000) - - (155,000) 332,183 332,183 - 332,183 Prop A 316,000 883,003 (743,125) - (37,521) (780,646) 418,357 418,357 - 418,357 Prop C 1,371,195 712,451 (60,138) (1 ,200,000) - (1,260,138) 823,508 823,508 - 823,508 AB 2766 199,473 47,500 (673) - - (673) 246,300 246,300 - 246,300 Measure R 937,839 547,088 (60,138) ( 700,000) - (760,138) 724,789 724,789 - 724,789 Measure M 173,637 5,921,033 (60,138) (5, 810,000) - (5,870,138) 224,532 224,532 - 224,532 Measure W 539,707 1,611,500 - (1,200, 000) - (1,200,000) 951,207 951,207 - 951,207 Total Special Revenue Funds Balance $4,644,604 $12,188,343 ($1,824,122) ($10,460,000) ($37,521) ($12,321,643) $4,511,304 $222, 333 $4,733,637 - $4,733,637 Capital Project Funds
Capital Improvements Program Fund $449,239 1,605,438 ($240,550) ($3,202,500) ($1,169,539) ( $4,612,589) ($2,557,912) $4,798, 292 $2,240,380 - $2,240,380 Bond Construction Fund - - - - - - - - - -
Underground Utility Construction Fund 1, 285,750 - (1,285,750) - - (1,285,750) - - - - Total Capital Project Funds Balance $1,734,989 1,605,438 ($1,526,300) ($3,202,500) ($1,169,539) ($5,898,339) ($2,557,912) $4, 798,292 $2,240,380 - $2,240,380 Enterprise Funds
Water $2,617,610 $16,472,500 ($13,056,474) - ( $248,232) ($13,304,706) $5,785, 404 $5,785,404 4,434,902 $1,350,502 Stormwater* - 344,484 (1,120,047) (710, 000) (6,517) (1,836,564) (1,492,080) 1,492,080 - - - Wastewater 5,105,964 3,628,000 (2,061,426) (2,541,000) (107,966) (4,710,392) 4,023,572 4,023,572 723,131 3,300,441 Parking 607,282 3,983,200 (1,864,100) (200,000) (634,508) (2 ,698,608) 1,891,874 (700,000) 1,191,874 832,869 359,004 County Parking Lots - 1,363, 000 (185,760) - (767,454) (953,214) 409,786 (409,786) - - - State Pier & Parking (453,358) 833,500 (535,001) (200,000) (2,457) (737,458) (357,316) 700,000 342,684 179,153 163,531 Enterprise Fund Reserves:
North Manhattan Beach BID Reserve 420,300 - - - - - 420,300 420,300 420,300 - Total Enterprise Funds Balance $8,297,798 $26,624,684 ( $18,822,808) ($3,651,000) ( $1,767,134) ($24,240,942) $10, 681,540 $1,082,294 $11,763,834 $6,590,355 $5,173,479 FY 2022-2023 07/01/2023
108
ALL FUNDSFY 2022-2023 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES $W$8 W151 W152 W153 W154 2
07/01/2022
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance FY 2022-2023 07/01/2023
Internal Service Funds
Insurance Reserve $8,838,538 $7, 549,860 ($8,210,670) - ($32,682) ($8,243, 352) $8,145,046 $8,145,046 $7,030,000 $1,115,046 Information Technology 1,076,171 3,698,533 (3,867, 403) (311,075) (97,909) (4, 276,387) 498,317 498,317 - 498,317 Fleet Management 1,872,402 2,772,827 (1,418,144) (1,042,781) (29,515) (2, 490,440) 2,154,789 2,154,789 - 2,154,789 Building Maintenance & Operations 106,001 2,195,831 (2,159,630) - (36,201) (2,195,831) 106, 001 106,001 - 106,001 Total Insurance Service Funds Balance $11,893,112 $16,217,051 ($15,655, 847) ($1,353,856) ($196,307) ( $17,206,010) $10,904,153 - $10,904 ,153 $7,030,000 $3,874,153 Trust & Agency Funds
Underground Assessment Fund 2018 Refu $1,279,928 $714,150 - - ($700,450) ( $700,450) $1,293,628 $1,293,628 $1,293,628 Underground Assessment Fund 12 & 14 1,060,675 606, 106 - - (609,007) (609,007) 1,057,774 1,057,774 1,057,774 Underground Assessment Fund 4 638,723 337, 613 - - (341,813) (341,813) 634,523 634,523 634,523 Post-Employment Benefits Trust Fund 93,190 264,480 (196,680) - - ( 196,680) 160,990 160,990 160,990 PARS Trust Fund 2,609,423 50,000 - - - - 2,659,423 1,197, 439 3,856,862 3,856,862 Total Trust Agency Funds Balance $5,681,939 $1,972,349 ($196,680) - ($1,651,270) ($1,847,950) $5,806, 338 $1,197,439 $7,003,777 - $7,003,777 Grand Total $66,899,321 $145,061,092 ($115,730,040) ( $20,570,556) ($10,457,306) ($146,757,902) $65,202,510 - $65,202,510 $34,668,959 $30,533,551 * Not meeting current Financial Reserve Policy.
109
110
MANAGEMENT SERVICES
111
112
MANAGEMENT SERVICES
CITY COUNCIL CITY MANAGER CITY TREASURER CITY CLERK CITY ATTORNEY Policy
Development
Legislation
Budget
Adoption
Strategic
Planning
Public Policy
Support
Citywide service
delivery
Communications
& Public
Education
Organizational
Leadership &
Development
Strategic
Planning
Community
Partnerships
Investments
Financial
Reporting
Finance
Subcommittee
Elections
Records
Management
Municipal
Codes
Legal Services
113
3 4 6 7
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
City Council $344,293 $410,398 $395,608 $483,526
City Manager 2,691,607 1,482,985 1,519,253 1,732,834 City Treasurer 36,363 45,222 29,366 52,518 City Clerk 828,603 727,824 867,346 950,814 City Attorney 1,160,453 933,276 1,002,293 993,331 Total $5,061,318 $3,599,705 $3,813,866 $4,213,023
Full-Time Positions 15 16 16 16
MANAGEMENT SERVICES
City Council 11%
City Manager 41%
City Treasurer 1%
City Clerk 23%
City Attorney 24%
FY 2022-23
Department Expenditure by Program
114
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $3,023,878 $1,665,440 $1,826,312 $1,790,635 Materials & Services 1,606,860 1,398,421 1,456,110 1,799,039 Debt Service 8,621 98,128 93,618 113,916 Interfund Transfers 421,959 437,716 437,826 509,433 Total $5,061,318 $3,599,705 $3,813,866 $4,213,023
MANAGEMENT SERVICES
Salaries & Benefits
43%
Materials &
Services 43%
Debt Service 3%
Interfund Transfers
12%
FY 2022-23
Department Expenditure by Category
115
116
Our mission is to provide excellent municipal services, preserve our small beach town character, and enhance the quality of life for our residents, businesses, and visitors.
Management Services consists of five divisions
responsible for the general administration and
operation of the City: the City Council, City Manager,
City Attorney, City Clerk, and City Treasurer. The City Council serves as the legislative body, represents the
community and residents, and provides policy direction
for City operations. The City Manager serves as the
Chief Administrative Officer of the City and manages
the City through nine operating departments.
Additionally, the City Manager supervises the
Management Services Department which which
supports the City Council in its policy making and
legislative role. The City’s chief legal advisor is the City Attorney, whose office is responsible for developing ordinances and resolutions, providing legal advice to the City Council and staff, and defending the City in any legal actions. The City Clerk serves as the City’s Elections Officer and collaborates with all City officials to ensure that open and effective government standards are in place. The City Clerk is also responsible for the preparation and posting of meeting agenda packets, preparing meeting minutes, maintaining the City’s legislative history, ensuring best records management practices, responding to Public Records Act requests, and conducting the municipal election every other year. An elected City Treasurer oversees the investment of City funds.
Received a favorable community wide opinion survey where more than eight-in-ten respondents shared favorable opinions including:
o 94% indicating the overall quality of life in the City as excellent or good; o 85% indicating Manhattan Beach as a place to recreate; o 84% indicating Manhattan Beach as a place raise a family; and o 81% indicating Manhattan Beach as a place to shop and dine. Facilitated a variety of actions to address the history of Bruce’s Beach including the adoption of the History Advisory Board’s report and approval of language toward two plaques to be placed at Bruce’s Beach.
Collaborated with Beach Cities Health District (BCHD) and Manhattan Beach Unified School District (MBUSD) to host a vaccination center at AdventurePlex, with the Fire Department administering 117
vaccines to school staff and later to students.
Advocated for local control
Enhanced the City’s Code Enforcement response by hiring additional Code Enforcement Officers. Successfully negotiated Memorandum of Understandings with five labor unions resulting in 3 ½ year labor agreements.
Extended the temporary outdoor dining program through the duration of the state emergency order. Continued to operate with a balanced budget and once again received the AAA credit rating from Standard and Poors.
Completed the Block 35 Water Tower project.
In partnership with the Bay Foundation, L.A. County Department of Beaches and Harbors, and the California State Coastal Conservancy, began work on the beach dune restoration project which aims to create a resilient shoreline to buffer coastal infrastructure from climate change, coastal storms, and sea level rise.
Selected as a joint winner of the World Health Organization’s “World No Tobacco Day Award” for its accomplishments in tobacco regulations.
Recognized as the first certified “Blue City” for its commitment to healthy waterways and oceans.
Finalized the first round of Measure H grant funding with the County of Los Angeles resulting into the City interacting with more than 220 homeless individuals, successfully placing 62 into interim housing, 14 into the State/County sponsored Project Room Key locations, 20 into treatment programs, and 39 into stable housing placements across the beach cities of Manhattan Beach, Hermosa Beach and Redondo Beach.
Developed a License Agreement for local businesses to sell merchandise that includes the City’s logo
Continued to develop the “City Store” where merchandise designed and developed by staff resulted in revenues exceeding expenditures by 30%. Enhanced City brand and Citywide external communications through consistent messaging on social media, creation of the monthly eNewsletter, and redesigned quarterly City News within the Manhappenings.
Conducted an analysis of prosecution and homeless court services with the City of Redondo Beach and Los Angeles County District Attorney.
Conducted a statistically valid community wide opinion survey of 560 registered voters at a 95% confidence interval.
Collaborated with the Chamber of Commerce, Downtown Manhattan Beach Business and Professional Association, North End Business Improvement District, and Manhattan Village Mall to promote existing businesses through a unified marketing campaign.
Received an award of excellence through the California Parks & Recreation Society for the Parks & Recreation Department social media.
Continued to provide timely COVID-19 updates regarding local transmission and public health regulations through the use of social media and eNotifications.
Enhanced internal communications through the distribution of weekly briefing notes and media releases to City employees and monthly “All Hands Meetings.”
118
Conducted the June 7, 2022, Special Municipal and Statewide Primary Election which consisted of a citizen-led parcel tax initiative that authorized the City to collect an annual parcel tax of $1,095.00 per parcel of taxable real property in the City.
Expanded the implementation of the electronic signature software program for City contracts as a city- wide service for public records actions forms, oaths of office and other pertinent documents.
Provided regular reports regarding litigation, lawsuits and claims, including the status of existing and potential litigation, and significant litigation.
Advised the City on various Emergency Orders and Ordinances to assist the City’s COVID-19 Emergency Response.
Assisted the Community Development Department in drafting land use and environmental protection ordinances.
Provided legal advice on Federal and State law including: the Brown Act, Public Records Act, Political Reform Act, Public Contracting Law, Coastal Act, NPDES, the Clean Water Act, and CEQA.PERFORMANCE MEASURES
119
The City of Manhattan Beach is a general law City and operates under the Council-Manager form of government. The five-member City Council is elected at-large to serve four-year terms. The Mayor's office is rotated among all Councilmembers which provides approximately nine and one-half months of service as Mayor during each Councilmember's four-year term of office. As elected officials, the City Councilmembers represent the citizens of Manhattan Beach in the governing process and act on their behalf with regard to regional and local, as well as State and Federal issues.
The City Council is the legislative authority and sets the policies under which the City operates.
Responsibilities of the City Council include enacting legislation such as local laws and ordinances; approving City programs; adopting the City's capital improvement plan and operating budget; and appropriating the funds necessary to provide services to the City's residents, businesses and visitors.
The City Council provides leadership through policy development regarding the current practices and future direction of the City. The City Council convenes regular meetings on the first and third Tuesday of each month and holds occasional special meetings. The City Council appoints the City Manager and City Attorney, as well as the members of the City's six advisory boards and commissions. Continue to focus on initiatives that reflect the needs and priorities of the community, including:
o Evaluate the condition of the City’s infrastructure and establishes priorities for repair and replacement through the evaluation of the City’s 5-Year Capital Improvement Plan that range from street repair, park equipment replacement and water infrastructure. o Completing items on the approved Fiscal Year 2022-2023 City Council Work Plan. o Addressing bike safety
Examine the City’s long term financial outlook by proactively forecasting expenditures and revenues. Evaluate and enhance the City’s public safety efforts. 120
Find equitable solutions that balance business use of the public right of way (i.e. outdoor dining) with existing land use and coastal zone regulations and community activity.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed City Councilmembers 5 5 5 5
City Council FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $59,464 $62,700 $62,700 $62,700 - 51201 Group Medical Insurance 15,728 9,302 48,605 61,576 562.0% 51202 Medicare 799 495 693 496 0.2%
51211 PERS Regular Contributions 2,096 2,730 2,225 2,413 -11.6% 51213 PERS Regular Net Pension Liab 2,154 - - - -
Total Salaries & Benefits $80,241 $75,227 $114,223 $127,185 69.1% 52101 Contract Services $3,819 $2,820 $2,820 $2,820 -
52201 Departmental Supplies 4,289 31,150 7,000 31,150 - 52202 Office Supplies 437 - 100 - -
52203 Printing 281 600 600 600 -
52204 Postage 179 93 93 190 104.3%
52206 Advertising 48,899 4,750 4,750 4,750 -
52301 Training, Conf & Meetings 2,291 49,275 20,000 49,275 - 52307 Memberships & Dues 46,472 49,800 49,800 56,050 12.6% 52406 Assessments & Taxes 3,704 4,000 3,639 4,000 -
52702 Public Service Events - 21,750 21,750 25,750 18.4% 52801 Computers, Supplies & Software 733 - - - -
53101 Telephone 191 803 643 715 -11.0%
Total Materials & Services $111,295 $165,041 $111,195 $175,300 6.2% 54102 Warehouse Purchases - - $60 - -
54104 Information Systems Allocation $92,808 $99,130 99,130 $105,038 6.0% 54108 Building & Ops Allocation 59,949 71,000 71,000 76,003 7.0% Total Internal Services $152,757 $170,130 $170,190 $181,041 6.4% Total Operating Expenditures $344,293 $410,398 $395,608 $483,526 17.8% Source of Funds
General Fund $344,293 $410,398 $395,608 $483,526 17.8%
Total Sources $344,293 $410,398 $395,608 $483,526 17.8% 121
122
The City Manager is appointed by the City Council to carry out its policies and to ensure that the community is served in a responsive manner. The City Manager’s office is responsible for providing support and advice to the City Council, offering leadership and legislative policy support for all departments, fostering community partnerships and interagency collaboration, championing efforts to increase civic engagement efforts and ensuring organizational development and resiliency.
Major services include:
Provide professional expertise and support to the City Council in the formulation, interpretation, and application of public policy and legislative advocacy.
Manage and coordinate citywide service delivery efforts by providing strategic direction and oversight.
Lead efforts to promote communications and marketing among the City’s departments, media, and the public.
Provide leadership to departments and City activities, assure accountability of departments and staff on core activities, and champion efforts to increase leadership and management training.
Ensure the City maintains their commitment and legal obligations to transparency and open government while providing the public with timely and wide-ranging access to its meetings, written records and information. 123
Execute City Council direction to address the history of Bruce’s Beach and place plaques recognizing the history of Bruce’s Beach.
Continue efforts to address homelessness locally and regionally by coordinating the beach cities response, and placing individuals in housing utilizing dedicated outreach services as well as collaborative housing opportunities funded by the City. Create and implement City Council Communication Policy. Expand social media presence by an average of 17% amongst all platforms. Collaborate with local business groups to strengthen and expand events and marketing opportunities for visitors and residents to engage with local business. Implementation of communications and marketing strategy that expands opportunities to communicate with the community, including social media, online platforms and other tools that broaden engagement. Improvement of City website usability, design, and efficiency.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed City Manager 1 1 1 1
Assistant to the City Manager - - 1 1
Executive Assistant to City Manager - - 1 1
Communications & Civic Engagement Manager - - 1 1
Policy & Management Analyst - - 0.5 0.5
Senior Management Analyst 1 1 - -
Management Analyst 0.5 0.5 - -
Digital Communications & Graphics Coordinator - - 1 1 Marketing & Communications Coordinator - - 1 1
Executive Assistant 1 1 - -
Receptionist Clerk 1 - - -
Total 4.5 3.5 6.5 6.5
124
City Manager FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $518,479 $812,657 $837,935 $834,409 2.7% 51104 Overtime Regular Employees - - 5,000 6,000 -
51201 Group Medical Insurance 69,005 106,125 87,073 107,438 1.2% 51202 Medicare 7,417 11,784 12,150 12,099 2.7%
51204 401A Plan City 19,977 23,681 22,669 25,021 5.7%
51211 PERS Regular Contributions 48,963 72,611 71,816 73,595 1.4% 51213 PERS Regular Net Pension Liab 1,587,803 - - - - 51219 PERS Suppl Retire Pymt (415) - - 100 - -
51231 Unemployment 420 200 200 200 -
51232 Workers Compensation 68,100 1,980 1,980 - -100.0% Total Salaries & Benefits $2,320,163 $1,029,038 $1,038,923 $1,058,762 2.9% 52101 Contract Services $196,827 $148,650 $200,000 $235,500 58.4% 52103 Computer Contract Services - - - 14,450 -
52201 Departmental Supplies 9,495 13,700 13,700 13,700 - 52202 Office Supplies 14,450 8,000 4,000 8,000 -
52203 Printing - - 1,187 - -
52204 Postage 45 50 50 48 -4.0%
52206 Advertising - 4,500 3,500 4,500 -
52301 Training, Conf & Meetings - 22,500 6,500 63,500 182.2% 52304 Employee Awards & Events 309 - 360 - -
52307 Memberships & Dues 1,600 4,075 4,000 4,075 -
52308 Reference Books & Periodicals 170 - 50 - -
52403 City Store Purchases - 30,000 30,000 30,000 -
52801 Computers, Supplies & Software 1,710 1,000 367 1,000 - 53101 Telephone 417 1,910 1,514 1,700 -11.0%
Total Materials & Services $225,023 $234,385 $265,228 $376,473 60.6% 54102 Warehouse Purchases $64 - $50 - -
54104 Information Systems Allocation 83,496 $69,330 69,330 $126,120 81.9% 54105 Insurance Allocation 18,300 9,540 9,540 12,000 25.8% 54108 Building & Ops Allocation 35,939 42,564 42,564 45,563 7.0% Total Internal Services $137,799 $121,434 $121,484 $183,683 51.3% Total Operating Expenditures $2,682,985 $1,384,857 $1,425,635 $1,618,918 16.9% 71104 Bond Delivery Cost $8,621 - - - -
71107 POB Miscellaneous Principal - $56,218 $53,634 $71,220 26.7% 71108 POB Miscellaneous Interest - 41,910 39,984 42,696 1.9% Total Debt Service - $98,128 $93,618 $113,916 16.1%
Total Expenditures $2,691,607 $1,482,985 $1,519,253 $1,732,834 16.8% Source of Funds
General Fund $2,691,607 $1,482,985 $1,519,253 $1,732,834 16.8% Total Sources $2,691,607 $1,482,985 $1,519,253 $1,732,834 16.8% 125
126
The City Clerk’s Office is dedicated to collaborating with City officials and the public to ensure that open and effective government standards are in place to secure the public trust, and provide a system of transparency, public participation and accountability. The City Clerk serves as the greatest resource for information for the public, City Council, City staff and other governmental agencies; manages legal requirements for public notices and the filing of referendums and initiatives; and keeps complete and accurate records of City Council proceedings.
The City Clerk’s Office continues to work diligently with the City’s Information Technology Department to provide broadcasting of City Council and Planning Commission meetings on Manhattan Beach Local Community Cable, Spectrum Channel 8 and Frontier Communications Channel 35, and the City Website Live Streaming Video, ensuring access to public information and the local government process. As the custodian of the City’s official records, the office maintains all official City document archives and legislative history, and ensures the preservation, protection and integrity of the public records.
The City Clerk is the City’s Election Officer, and as such, conducts and certifies the City’s municipal elections for six elected offices (5 City Council and 1 City Treasurer).
127
Hold a successful 2022 General Municipal Election on November 8, 2022. Finalize the exploration a user friendly agenda management solution that supports the City Council’s open and transparent government and meeting management initiatives including eComments, closed captioning and other e-government opportunities.
Achieve long-term cost savings by reducing documents stored off-site that are past their retention schedule.
Update the Boards and Commissions Handbook to ensure it reflects best practices and Council/Commission preferences.
Explore a different software solution that complies with electronic filing requirements of the Fair Political Practice Commission (FPPC) which consist of Campaign Finance Disclosure Statements and Statements of Economic Interests.
Continue to implement the upgrade to the City’s current codification services (MuniCode) software program to enhance City Ordinance accessibility and transparency. Implement the centralized contract management system into an enterprise solution that integrates all departments with the City’s online public records system.
1,500 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed City Clerk 1 1 1 1
Assistant City Clerk - - 1 1
Senior Deputy City Clerk 1 1 - -
Deputy City Clerk 1 1 1 1
Management Analyst 0.5 - - -
Total 3.5 3 3 3
128
City Clerk FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $357,042 $334,359 $411,227 $362,722 8.5% 51103 Part Time Employee Salaries 27,009 25,449 25,449 26,666 4.8% 51104 Overtime Regular Employees 496 500 500 500 -
51201 Group Medical Insurance 45,613 48,997 43,836 50,761 3.6% 51202 Medicare 5,495 5,217 5,963 5,646 8.2%
51204 401A Plan City 15,005 14,678 17,244 16,323 11.2%
51211 PERS Regular Contributions 32,621 29,787 37,517 31,992 7.4% 51213 PERS Regular Net Pension Liab 31,853 - - - -
Total Salaries & Benefits $515,134 $458,987 $541,736 $494,610 7.8% 52101 Contract Services $38,823 $42,400 $51,134 $42,650 0.6% 52103 Computer Contract Services 93,868 119,935 168,785 122,985 2.5% 52104 Elections 77,852 500 2,380 144,271 28754.2%
52201 Departmental Supplies 864 2,450 2,450 2,550 4.1%
52203 Printing - 400 400 400 -
52204 Postage 130 144 144 138 -4.2%
52206 Advertising 4,050 7,000 7,000 7,000 -
52301 Training, Conf & Meetings 2,093 5,500 3,000 29,800 441.8% 52307 Memberships & Dues 1,195 1,630 1,630 1,630 -
52403 City Store Purchases 5,576 - - - -
53101 Telephone 185 902 711 803 -11.0%
Total Materials & Services $224,637 $180,861 $237,634 $352,227 94.8% 54104 Information Systems Allocation $64,872 $59,600 $59,600 $73,601 23.5% 54108 Building & Ops Allocation 23,960 28,376 28,376 30,376 7.0% Total Internal Services $88,832 $87,976 $87,976 $103,977 18.2% Total Expenditures $828,603 $727,824 $867,346 $950,814 30.6% Source of Funds
General Fund $828,603 $727,824 $867,346 $950,814 30.6%
Total Sources $828,603 $727,824 $867,346 $950,814 30.6% 129
130
The City Treasurer is elected at-large and serves a four-year term. Along with Finance staff, the Treasurer administrates all City funds and provides accountability to the citizens of Manhattan Beach. The Treasurer's responsibilities include investment of idle funds; reporting such activities to the City Council; and serving as Chair of the Finance Subcommittee.
The Treasurer oversees the City's $100 to $120 million investment portfolio. The investment portfolio contains instruments such as Federal Agencies, high-grade corporate bonds and Treasury notes. The State's Local Agency Investment Fund is also used to ensure proper cash flow and liquidity. While investment yields have dropped to some of the lowest levels in history, the City’s investment strategy continues to place emphasis on safety and liquidity.
Protect the City’s assets and invest funds safely.
Maintain sufficient liquidity.
Update the annual investment policy and provide monthly reporting.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed City Treasurer 1 1 1 1
Total 1 1 1 1
City Treasurer FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $7,752 $12,540 $7,683 $12,540 - 51201 Group Medical Insurance 22,303 23,583 21,032 25,822 9.5% 51202 Medicare 96 99 95 99 -
51211 PERS Regular Contributions 664 546 556 603 10.4%
51213 PERS Regular Net Pension Liab 1,180 - - - -
Total Salaries & Benefits $31,995 $36,768 $29,366 $39,064 6.2% 52103 Computer Contract Services $4,273 $4,274 - $4,274 - 52307 Memberships & Dues 95 375 - 375 -
52308 Reference Books & Periodicals - 200 - 200 -
52301 Training, Conf & Meetings - 3,605 - 8,605 138.7% Total Materials & Services $4,368 $8,454 - $13,454 59.1% Total Operating Expenditures $36,363 $45,222 $29,366 $52,518 16.1% Source of Funds
General Fund $36,363 $45,222 $29,366 $52,518 16.1%
Total Sources $36,363 $45,222 $29,366 $52,518 16.1%
131
The City Attorney's Office consists of a contracted City Attorney who provides legal services on a flat retainer basis and who is admitted to practice law by the California Bar Association and experienced in the practice of Municipal Law, and a legal secretary employed by the City. City Prosecution services are provided on an as- needed hourly basis by a part-time contract deputy prosecutor. Through the services of the City Prosecutor, the office prosecutes violations of the City Municipal Code.
The City Attorney's Office drafts ordinances, resolutions and agreements as well as provides general legal services and advice, oral and written, to the City Councilmembers and City departments on a daily and routine basis. Attorneys specializing in areas of litigation, land use, real estate, finance, California Environmental Quality Act, California Coastal Act, public works, labor and other specialties are all available to the City Manager, City departments and the City Council at any time. The City Attorney also oversees outside counsel.
The City Attorney serves as advisor by providing legal representation at City Council meetings, and on an as- needed basis to other boards, committees and commissions. The City Attorney also attends weekly City Manager Department Head meetings and other meetings as requested, and provides support to Risk Management in processing claims as well as other departments as needed for legal services. The City Attorney assists the City Clerk’s office with the processing and management of Public Records Act requests. Provide regular reporting on all litigation, lawsuits and claims including the status of existing and potential litigation, and significant litigation.
Continue to provide legal advice on Federal and State law including: the Brown Act, Public Records Act, Political Reform Act, Public Contracting Law, Coastal Act, NPDES, the Clean Water Act and CEQA.
Continue to update and refine templates for public contract agreements, professional service agreements, requests for proposals, ordinances and resolutions to increase efficiency Continue to draft ordinances to reflect recent developments in case law and statutory law. Assist in improving the City’s Municipal Code, policies and practices to make them more user-friendly and efficient
132
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Policy & Management Analyst - - 0.5 0.5
Management Analyst - 0.5 - -
Legal Secretary 1 1 - -
Total 1 1.5 0.5 0.5
City Attorney FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $46,415 $46,743 $75,902 $50,682 8.4% 51201 Group Medical Insurance 11,546 11,697 14,820 12,846 9.8% 51202 Medicare 665 678 1,091 735 8.4%
51204 401A Plan City 2,070 2,085 3,392 2,281 9.4%
51211 PERS Regular Contributions 3,305 4,217 6,859 4,470 6.0% 51213 PERS Regular Net Pension Liab 12,343 - - - -
Total Salaries & Benefits $76,344 $65,420 $102,064 $71,014 8.6% 52101 Contract Services $13,564 $24,000 $1,500 $24,000 - 52107 Legal Services 1,027,802 785,000 840,000 857,000 9.2% 52204 Postage 49 81 81 52 -35.8%
53101 Telephone 122 599 472 533 -11.0%
Total Materials & Services $1,041,537 $809,680 $842,053 $881,585 8.9% 54104 Information Systems Allocation $18,612 $29,800 $29,800 $10,356 -65.2% 54108 Building & Ops Allocation 23,960 28,376 28,376 30,376 7.0% Total Internal Services $42,572 $58,176 $58,176 $40,732 -30.0% Total Operating Expenditures $1,160,453 $933,276 $1,002,293 $993,331 6.4% Source of Funds
General Fund $1,160,453 $933,276 $1,002,293 $993,331 6.4% Total Sources $1,160,453 $933,276 $1,002,293 $993,331 6.4% 133
134
FINANCE
135
136
FINANCE DEPARTMENT
ADMINISTRATION ACCOUNTING REVENUE
SERVICES
DIRECTOR OF
FINANCE
GENERAL
SERVICESBudget
Financial
Services
Investments
Financial
Subcommittee
Systems
Administration
Financial
Reporting
Accounts
Payable
Payroll
Division
Support
Services
Central
Cashering
Business &
Animal
Licensing
Parking Permit
Programs &
Citations
Utility Billing
Water &
Refuse
Accounts
Receivable
Franchise &
Lease
Administration
Purchasing
Warehouse
Mail Services
Surplus
Property
137
3 4 6 7
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $4,268,209 $1,713,538 $1,750,103 $1,641,220 Accounting Services 768,649 660,570 645,539 847,334 Revenue Services 1,039,004 1,029,268 1,039,937 1,106,244 General Services 701,192 606,853 593,281 691,790 Total $6,777,054 $4,010,229 $4,028,860 $4,286,588
Full-Time Positions 19 18 18 18
FINANCE DEPARTMENT
Administration 37%
Accounting
Services 20%
Revenue Services
26%
General Services
16%
FY 2022-23
Department Expenditure by Program
138
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $5,353,231 $2,477,666 $2,488,064 $2,563,000 Materials & Services 984,538 902,339 903,061 1,025,473 Capital Outlay - - 350 4,200 Debt Service 15,411 153,253 161,914 154,225 Interfund Transfers 423,875 476,971 475,471 539,690 Total $6,777,054 $4,010,229 $4,028,860 $4,286,588
FINANCE DEPARTMENT
Salaries & Benefits
60%
Materials &
Services 24%
Debt Service 4%
Interfund Transfers
13%
FY 2022-23
Department Expenditure by Category
139
To ensure the integrity of the City’s financial systems in accordance with City policies while providing responsive and superior customer service
The Finance Department's responsibilities include accounting, budgeting, payroll, investments, and procurement, as well as business licensing, accounts receivable, cashiering and utility billing. These services are provided through the following department functions:
Administration and Budget
Accounting
Purchasing
Revenue Services
Business Licensing
Water and Wastewater Billing
The City recently had its “AAA” issuer credit rating re-affirmed by Standard and Poor’s, an achievement maintained by few California cities. This rating is a testament to the City’s continued strong financial position, its tradition of prudent fiscal decisions and a resilient economic base. All departments contribute to this achievement through high levels of service and proactive financial management.
The Finance Department is staffed by a dedicated, hard-working team of eighteen full-time professionals. Achieved re-affirmation of City’s “AAA” issuer credit rating from Standard and Poor’s.
Coordinated the issuance of $8.7 million in Certificates of Participation (COP) bonds for the replacement of Fire Station #2.
Coordinated the refinancing of the Metlox and Water/Wastewater Refunding bonds resulting in savings of $700,533.
Implemented a new payroll and employee timekeeping system that integrates with the Munis ERP financial software.
Administered COVID-19 Small Business Loan program per City Council direction.
Administered Utility Undergrounding Assessment District Loan program per City Council direction.
Refreshed financial policies for clarity and to align with current best practices.
Continued enhanced budget outreach efforts to obtain community input earlier in the budget process by holding a community budget meeting in February 2022.
140
Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award and the Award for Budget Excellence issued by the California Society of Municipal Finance Officers (CSMFO) for the City’s FY 2021-2022 Budget document. Received the Certificate of Achievement for Excellence in Financial Reporting issued by the GFOA. Continued to serve the community and internal customers through extraordinary circumstances. Initiated the implementation of a new utility billing software that integrates with the Munis ERP financial software.
Implemented a Citywide eProcurement solution for all goods and services. Ensured that Finance staff have completed required FEMA EOC training.
141
142
The Administration Division of Finance safeguards and accurately accounts for City assets, prepares the annual City Budget, financial reports, and completes special financial projects, such as bond issuance, while ensuring compliance with municipal finance regulations and maintaining the City’s financial policies.
Administration staff also manages the investment of City funds in conjunction with the elected City Treasurer; debt issuance and management; and the creation of the annual financial report in cooperation with the Accounting Division. Additionally, Administration oversees and supports the other divisions in the Finance Department.
Support the City Council, Treasurer, and City Manager in the development of long-term sustainable financial plans, including capital financing.
Ensure safety of the City’s investment of idle cash.
Maintain high standards of excellence through the continuance of the City’s “AAA” bond rating, unmodified audit opinions, and various budgeting and financial reporting awards. Mitigate General Fund subsidies to other Funds by evaluating potential revenue enhancements and grant opportunities.
Maintain Citywide ERP financial system; collaborate with all departments to integrate existing City systems, improve workflow efficiencies, and enhance financial data reporting. Implement Budget Builder software tool to streamline the process of compiling and formatting budget document.
To better reflect the duties of the position, the Management Analyst position was reclassified to a Budget & Financial Analyst. This title change and new job description will assist with future recruitments by specifying the technical financial and accounting skills necessary for the role.
143
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Director 1 1 1 1
Financial Services Manager - - 1 1
Senior Financial Analyst 1 1 - -
Management Analyst 1 1 1 -
Budget & Financial Analyst - - - 1
Executive Assistant 1 1 1 1
Total 4 4 4 4
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $500,133 $466,421 $539,652 $497,621 6.7% 51104 Overtime Regular Employees 57 - 300 - -
51110 Supplemental Pension Plan 14,382 13,228 13,228 13,228 - 51111 Single Highest Year Plan 25,050 20,452 20,452 20,452 - 51114 Fire Retiree's Health Ins 21,176 23,000 23,000 23,000 - 51115 Police Retiree's Health Plan 95,610 95,000 95,000 95,000 - 51116 Misc Retirees Health Plan 45,572 45,000 45,000 45,000 - 51201 Group Medical Insurance 66,456 68,177 63,312 76,313 11.9% 51202 Medicare 6,993 6,763 7,825 7,216 6.7%
51204 401A Plan City 17,657 17,117 19,695 18,820 9.9%
51205 Contributions to City Pension - 650 650 650 -
51211 PERS Regular Contributions 45,484 41,596 47,163 43,890 5.5% 51213 PERS Regular Net Pension Liab 2,707,777 - - - - 51231 Unemployment 420 200 200 200 -
51232 Workers Compensation 24,060 136,140 136,140 2,340 -98.3% Total Salaries & Benefits $3,570,827 $933,744 $1,011,617 $843,730 -9.6% 52101 Contract Services $5,386 $4,510 $4,510 $18,010 299.3% 52201 Departmental Supplies 2,806 2,300 4,000 2,800 21.7% 52202 Office Supplies 4,324 7,000 3,500 5,000 -28.6%
52203 Printing 4,300 3,800 3,888 4,000 5.3%
52204 Postage 7 - - 7 -
52206 Advertising 232 450 450 450 -
52301 Training, Conf & Meetings 1,709 3,250 4,500 9,900 204.6% 52304 Employee Awards & Events 478 600 600 600 -
52307 Memberships & Dues 750 1,315 1,315 1,315 -
52308 Reference Books & Periodicals 240 50 150 250 400.0% 52404 Bank Service Charge 254,113 291,061 240,000 255,000 -12.4% 52713 City Issued Loans 125,000 - - - -
52801 Computers, Supplies & Software 122 - 700 - -
53101 Telephone 1,895 1,000 1,404 891 -10.9%
Total Materials & Services $401,363 $315,336 $265,017 $298,223 -5.4% 54102 Warehouse Purchases $448 $750 $750 $750 -
54104 Information Systems Allocation 58,104 59,600 59,600 73,971 24.1% 54105 Insurance Allocation 18,300 9,540 9,540 12,000 25.8% 54108 Building & Ops Allocation 203,755 241,315 241,315 258,321 7.0% Total Internal Services $280,607 $311,205 $311,205 $345,042 10.9% Total Operating Expenditures $4,252,798 $1,560,285 $1,587,839 $1,486,995 (4.7%) 144
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 61203 Computer Equipment & Software - - $350 - -
Total Capital Projects & Equipment - - $350 - -
71104 Bond Delivery Cost $15,411 - - - -
71107 POB Miscellaneous Principal - $87,799 $92,761 $96,421 9.8% 71108 POB Miscellaneous Interest - 65,454 69,153 57,804 -11.7% Total Debt Service $15,411 $153,253 $161,914 $154,225 0.6% Total Expenditures $4,268,209 $1,713,538 $1,750,103 $1,641,220 (4.2%) Source of Funds
General Fund $4,066,419 $1,516,858 $1,553,423 $1,444,540 -4.8% Pension Trust 201,790 196,680 196,680 196,680 -
Total Sources $4,268,209 $1,713,538 $1,750,103 $1,641,220 (4.2%) 145
The Accounting Division's primary responsibilities are the maintenance and control of the general ledger, accounts payable and payroll, and to ensure accountability as well as the timely provision of accurate financial information.
The Division is the liaison between the City and its external auditors, and works closely with Finance Administration to prepare the City's Annual Comprehensive Financial Report (ACFR). The City has been the recipient of the Government Finance Officers Association (GFOA) award for the Certificate of Achievement for Excellence in Financial Reporting for over 20 years. The Accounting Division also participates in budget development by providing historical and projected financial and payroll information, issues standard monthly revenue and expenditure reports for internal customers, and generates reports required by external customers, including other governmental agencies, rating agencies, and the public. In addition, the Division accounts for the City's grants and related projects in conjunction with other departments.
All City disbursements are the end product of accounts payable and payroll operations and are reflected by the weekly generation of vendor and employee checks. The accounts payable processes include: maintenance of vendor files; disposition of purchase orders and coordination with the Purchasing (General Services) Division; assisting departments with queries and payment setup; and issuance of 1099 tax forms at year end. Since the inception of the purchasing card (Pcard) program, there has been a reduction in number of accounts payable checks issued. Payroll processes include: monitoring of the Fair Labor Standards Act; Federal and State tax requirements; calculation of deductions and benefits; direct deposit of payroll; issuance of W-2 tax forms; and implementation of labor agreement provisions.
The Division's accounting function involves the maintenance of the City's general ledger, including the generation and posting of journal entries, preparation of monthly and annual reports, and reconciliation of bank accounts. Specific responsibilities include preparation of State Controller Reports, Streets and Highways Report, MTA Reports, submission of direct assessments to the county, and bond/debt service accounting. In addition, accounting for Underground Assessment Districts involves maintenance of individual property assessments and bond balances.
Assist with implementation of Enterprise Asset Management (EAM) solution in relation to capital assets. Continue to uphold high accounting standards to ensure continued clean audit opinions. Implement new accounting standards as issued by the Governmental Accounting Standards Board. Evaluate and revise processes for financial modules for efficiency. 146
1,837 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Financial Controller 1 1 1 1
Accounting Supervisor - 1 1 1
Senior Accountant 1 - - -
Accountant 2 2 2 2
Total 4 4 4 4
Accounting FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $450,277 $366,456 $366,246 $408,520 11.5% 51103 Part Time Employee Salaries 54,955 52,577 56,577 54,155 3.0% 51104 Overtime Regular Employees 76 - - - -
51201 Group Medical Insurance 48,405 61,449 42,798 93,088 51.5% 51202 Medicare 4,885 6,076 5,311 6,778 11.6%
51204 401A Plan City 14,588 16,229 15,400 18,599 14.6%
51211 PERS Regular Contributions 40,137 37,603 36,400 41,238 9.7% 51213 PERS Regular Net Pension Liab 42,333 - - - -
Total Salaries & Benefits $655,656 $540,390 $522,732 $622,378 15.2% 52101 Contract Services $7,921 $11,000 $9,000 $48,000 336.4% 52102 Audit Services 53,000 57,000 59,000 78,400 37.5%
52201 Departmental Supplies 3,238 1,800 2,700 1,800 -
52202 Office Supplies - - 25 - -
52203 Printing 619 600 660 12,795 2032.5%
52204 Postage 4,030 4,476 2,500 4,271 -4.6%
52206 Advertising 339 400 400 400 -
52301 Training, Conf & Meetings 730 2,450 6,800 20,490 736.3% 52307 Memberships & Dues 260 520 300 520 -
52308 Reference Books & Periodicals 1,734 1,100 800 900 -18.2% 52801 Computers, Supplies & Software 1,425 - - 1,400 - 53101 Telephone 205 1,000 788 891 -10.9%
Total Materials & Services $73,501 $80,346 $82,973 $169,867 111.4% 54104 Information Systems Allocation $39,492 $39,834 $39,834 $52,889 32.8% Total Internal Services $39,492 $39,834 $39,834 $52,889 32.8% Total Operating Expenditures $768,649 $660,570 $645,539 $845,134 27.9% 61201 Furniture & Fixtures - - - $2,200 -
Total Capital Projects & Equipment - - - $2,200 -
Total Expenditures $768,649 $660,570 $645,539 $847,334 28.3% Source of Funds
General Fund $768,649 $660,570 $645,539 $847,334 28.3%
Total Sources $768,649 $660,570 $645,539 $847,334 28.3% 147
The primary goal of Revenue Services Division is to improve the effectiveness and efficiency of all revenue programs; to develop and analyze measures that promote fiscal sustainability; and to increase City revenues where possible. The Division administers residential/commercial water and sewer service billings, business & animal license issuance, miscellaneous accounts receivable, parking citation payments, residential and
commercial parking pass distribution, lease and franchise agreement maintenance, hotel transient occupancy tax
collection, and central cashiering including: daily deposits, collections, and reconciliation.
Revenue Services staff are responsible for the analysis and creation of the Citywide user fees and cost allocation plan. The Division prepares the annual possessory interest report to the Los Angeles County Assessor and is the liaison to the Business Improvement Districts. Revenue Services strives to improve and streamline productivity, and continually looks for opportunities to enhance the customer experience through service improvements and access to technology.
Maintain department efficiency through automation and technology. Look for opportunities to provide additional online payment options. Maintain the high rate of collection from utility billing and accounts receivable. Continue to deliver expedient and professional customer service. Implement Utility Billing Module that integrates with Munis ERP financial system. Develop new utility bill design and interface that is compatible with Munis ERP financial system. Implement Advanced Metering Infrastructure (AMI) digital water meter system with electronic consumption reads that will be used for billing.
Begin implementation of Business License Module that integrates with Munis ERP financial system. Set up a Citizen Self Service portal through Munis for online payments to licensing, utility billing, and accounts receivable.
The Revenue Services Division includes the main receptionist desk, which is the primary gateway for visitors to City Hall. The Receptionist Clerk classification is outdated and being upgraded to an Administrative Assistant, which aligns with the position’s role of performing clerical duties for the Finance Department, including overseeing the City’s pool car program, in addition to answering phones and greeting visitors to City Hall.
148
1,850 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Revenue Services Manager 1 1 - -
Revenue Services Supervisor - - 1 1
Revenue Services Specialist 1 1 1 2
Account Services Representative I/II 5 5 4 3
Receptionist Clerk - 1 1 -
Administrative Assistant - - - 1
Total 7 8 7 7
Revenue Services FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $435,955 $458,906 $455,874 $499,600 8.9% 51103 Part Time Employee Salaries 40,105 44,787 44,787 43,864 -2.1% 51104 Overtime Regular Employees 3,397 4,689 5,881 7,245 54.5% 51201 Group Medical Insurance 101,714 110,623 83,290 107,674 -2.7% 51202 Medicare 6,674 7,302 7,141 7,880 7.9%
51204 401A Plan City 2,144 3,856 2,221 4,283 11.1%
51211 PERS Regular Contributions 40,807 45,469 41,241 48,140 5.9% 51213 PERS Regular Net Pension Liab 53,653 - - - -
Total Salaries & Benefits $684,449 $675,632 $640,435 $718,686 6.4% 52101 Contract Services $157,579 $127,220 $169,600 $134,027 5.4% 52103 Computer Contract Services 84,396 100,000 100,000 105,000 5.0% 52201 Departmental Supplies 4,067 4,750 6,870 5,050 6.3% 52203 Printing 3,197 6,347 6,620 6,347 -
52204 Postage 32,326 30,384 31,150 34,266 12.8%
52206 Advertising 472 300 300 300 -
52301 Training, Conf & Meetings 1,340 1,950 2,224 7,150 266.7% 52307 Memberships & Dues 125 360 400 410 13.9%
53101 Telephone 1,020 1,601 1,514 1,424 -11.1%
Total Materials & Services $284,523 $272,912 $318,678 $293,974 7.7% 54102 Warehouse Purchases $912 $750 $850 $750 -
54104 Information Systems Allocation 69,120 79,974 79,974 92,834 16.1% Total Internal Services $70,032 $80,724 $80,824 $93,584 15.9% Total Expenditures $1,039,004 $1,029,268 $1,039,937 $1,106,244 7.5% Source of Funds
General Fund $1,039,004 $1,029,268 $1,039,937 $1,106,244 7.5% Total Sources $1,039,004 $1,029,268 $1,039,937 $1,106,244 7.5% 149
The Purchasing Division is responsible for purchasing and managing the acquisition of materials and contracted services as well as ensuring the prudent utilization of public funds through competitive processes and cooperative purchasing contracts. Additionally, the Division assists departments with tracking spending on executed contracts, monitors departments’ small dollar expenditures, manages the City’s Purchasing Card program; maintains inventory of high-use items such as paper and building maintenance supplies to meet Citywide department needs, assists City staff with developing specifications for competitive bids, and obtains the best return for surplus property.
Continue work on improving timing of renewal and re-solicitation of contracts to ensure routine contracts are current by utilizing the new eProcurement software. Continue training of staff on new eProcurement software and specification writer, enabling a more efficient and streamlined bidding process.
Evaluate and revise procedures of the new ERP system to encourage a more efficient contract, purchase order, and purchase card process.
Implement the Enterprise Asset Management (EAM) module of the ERP system for warehouse inventory and fixed assets.
Carry through on cost effective sourcing of warehouse supplies, which include personal protective equipment, custodial supplies, automotive parts, and paper. Continue working with FEMA for reimbursements related to the COVID-19 pandemic.
1,560 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Purchasing Manager 1 1 - -
Purchasing Supervisor - - 1 1
Purchasing Analyst - - - 1
General Services Coordinator 1 1 1 -
Purchasing Assistant 1 1 1 1
Total 3 3 3 3
150
Purchasing FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $320,483 $229,113 $205,440 $266,669 16.4% 51103 Part Time Employee Salaries 16,110 18,240 35,452 32,700 79.3% 51104 Overtime Regular Employees 3,371 2,076 6,000 2,076 - 51201 Group Medical Insurance 41,219 50,300 38,701 40,060 -20.4% 51202 Medicare 4,797 3,586 2,979 4,341 21.1%
51204 401A Plan City 4,623 3,809 2,360 8,840 132.1%
51211 PERS Regular Contributions 24,169 20,776 22,348 23,520 13.2% 51213 PERS Regular Net Pension Liab 27,527 - - - -
Total Salaries & Benefits $442,298 $327,900 $313,280 $378,206 15.3% 52101 Contract Services $108,202 $117,600 $117,710 $136,305 15.9% 52201 Departmental Supplies 450 700 4,200 1,700 142.9%
52203 Printing - - 160 - -
52204 Postage 847 941 500 897 -4.7%
52205 Uniforms/Safety Equipment 1,190 1,690 1,300 2,700 59.8% 52208 Automotive Parts 26,171 25,000 25,000 25,000 -
52301 Training, Conf & Meetings 280 1,024 1,024 10,150 891.2% 52307 Memberships & Dues - 585 550 585 -
52308 Reference Books & Periodicals 107 - - - -
52401 Warehouse Inventory Purchases 87,657 85,000 85,000 85,000 - 53101 Telephone 246 1,205 949 1,072 -11.0%
Total Materials & Services $225,150 $233,745 $236,393 $263,409 12.7% 54102 Warehouse Purchases $4,128 $8,080 $6,480 $6,080 -24.8% 54104 Information Technology Allocation 29,616 30,104 30,104 39,944 32.7% 54106 Insurance Allocation - 5,050 5,050 - -100.0%
54107 Building & Operations Allocation - 1,974 1,974 2,151 9.0% Total Internal Services $33,744 $45,208 $43,608 $48,175 6.6% Total Operating Expenditures $701,192 $606,853 $593,281 $689,790 13.7% 61201 Furniture & Fixtures - - - $2,000 -
Total Capital Projects & Equipment - - - $2,000 -
Total Expenditures $701,192 $606,853 $593,281 $691,790 14.0% Source of Funds
General Fund $499,296 $400,453 $388,481 $469,105 17.1%
Building Maintenance & Operations Fund 201,896 206,400 204,800 222,685 7.9% Total Sources $701,192 $606,853 $593,281 $691,790 14.0% 151
152
HUMAN RESOURCES
153
154
HUMAN RESOURCES DEPARTMENT
ADMINISTRATION
DIRECTOR OF
HUMAN RESOURCES
RISK
MANAGEMENTRecruitment &
Selection
Classification &
Compensation
Benefit
Administration
Personnel
Record
Maintenance
EEO/AA/ADA
Compliance
Training &
Employee
Development
Employee
Relations
Labor Relations
Hiring & On-
boarding
Creating &
Updating
Policies & Rules
Loss
Prevention
City Insurance
Programs
Health &
Wellness
Programs
General
Liability
Workers
Compensation
Employee
Safety
Programs /
Injury Illness
Prevention
155
3 4 6 7
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $2,007,051 $1,416,358 $1,710,033 $1,622,969 Risk Management 7,336,611 7,179,370 10,884,054 8,243,352 Total $9,343,662 $8,595,728 $12,594,087 $9,866,321
Full-Time Positions 8 8 8 8
HUMAN RESOURCES DEPARTMENT
Administration 16%
Risk Management
84%
FY 2022-23
Department Expenditure by Program
156
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $2,654,426 $1,196,743 $1,407,022 $1,337,020 Materials & Services 6,458,363 7,095,912 10,885,193 8,200,854 Debt Service 29,090 85,518 84,317 77,896
Interfund Transfers 201,784 217,555 217,555 250,551
Total $9,343,662 $8,595,728 $12,594,087 $9,866,321
HUMAN RESOURCES DEPARTMENT
Salaries & Benefits
14%
Materials &
Services 83%
Debt Service 1%
Interfund Transfers
3%
FY 2022-23
Department Expenditure by Category
157
158
To support a productive environment in which a skilled and committed workforce can maximize the delivery of excellent municipal service, while minimizing liability and mitigating risk.
The Human Resources Department supports the City’s most valuable resource and strives to create a safe and collaborative working environment in which employees can maximize their potential. The Human Resources and Risk Management divisions work together to mitigate City liability and enhance employee engagement and commitment. The services for employees and City departments include recruitment and selection, benefits administration, classification and compensation, employee and labor relations, training and safety training, leadership development, employment/labor legal compliance, risk management, wellness initiatives, and workers’ compensation.
Completed labor negotiations with POA, PMA, Teamsters, MBMEA and MBPTEA. Implemented the City’s new HRIS/Payroll System (in coordination with Finance and IT). Served as the Safety Officer for COVID-19 pandemic response and implemented employee testing and vaccination policy.
Initiated a policy and procedure to encourage flexible workplace arrangements for employees while continuing to provide high quality municipal services in a remote way. Recruited and filled 52 full-time positions, including 25 internal promotions.
159
The Human Resources Administration Division leads employee communication and engagement initiatives, supports employees in all areas related to their employment and supports organizational objectives. Major functional areas include organizational development, recruitment and selection, classification and compensation, employee and labor relations, employee training, policy development, employee benefit programs, and employment law legal compliance.
Continue to complete comprehensive update to modernize the City’s rules, policies, procedures and handbook for employees to utilize as a resources.
Work with City leadership to determine work methods, online services to the public and flexible working arrangements to continue into the future in order to support a user friendly online customer experience for the public while retaining a committed and engaged City workforce. Continue to expand staff development by providing a comprehensive suite of training, professional development, and leadership development.
Coordinate Citywide mandatory harassment prevention training to all non-supervisory employees. Negotiate collective bargaining agreements with Fire Association and Fire Management. Work on the implementation of HRIS system (Onboard and Perform) in order to efficiently provide the employee performance evaluation process and onboarding process for new hires.
1,000 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Director 0.5 0.5 0.5 0.5
Human Resources Manager 1 1 1 1
Senior Human Resources Analyst - - - 1
Human Resources Analyst 1 1 1 -
Human Resources Technician 1 1 1 2
Human Resources Assistant 1 1 1 -
Executive Assistant 0.5 0.5 0.5 0.5
Total 5 5 5 5
160
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $504,683 $496,153 $578,465 $525,519 5.9% 51103 Part Time Employee Salaries 25,080 - 45,000 81,640 - 51104 Overtime Regular Employees 142 1,250 400 500 -60.0% 51113 Commuter Pay 1,080 10,000 2,040 10,000 -
51201 Group Medical Insurance 87,140 93,145 87,813 106,895 14.8% 51202 Medicare 7,487 7,193 8,884 7,620 5.9%
51204 401A Plan City 22,341 21,732 25,264 23,648 8.8%
51211 PERS Regular Contributions 50,194 44,574 55,330 46,351 4.0% 51213 PERS Regular Net Pension Liab 875,185 - - - - 51231 Unemployment 420 200 200 200 -
51232 Workers Compensation 26,520 66,960 66,960 47,880 -28.5% Total Salaries & Benefits $1,600,274 $741,207 $870,356 $850,253 14.7% 52101 Contract Services $34,611 $59,590 $280,000 $63,234 6.1% 52103 Computer Contract Services 16,281 11,767 12,500 46,767 297.4% 52106 Physical/Psychological Exams 13,457 29,400 18,000 36,700 24.8% 52107 Legal Services 148,237 210,000 215,658 210,000 - 52201 Departmental Supplies 656 1,500 1,500 3,500 133.3% 52202 Office Supplies 1,417 3,950 2,500 4,450 12.7%
52203 Printing 1,296 150 150 150 -
52204 Postage 680 772 600 720 -6.7%
52301 Training, Conf & Meetings 8,953 58,400 30,000 85,150 45.8% 52304 Employee Awards & Events 3,449 20,000 10,000 25,000 25.0% 52305 Recruitment Costs 10,898 44,500 44,500 45,000 1.1% 52306 Tuition Reimbursement 18,264 30,000 20,000 30,000 - 52307 Memberships & Dues 3,483 2,139 1,500 2,139 -
52308 Reference Books & Periodicals - 100 100 100 -
53101 Telephone 411 2,009 1,583 1,788 -11.0%
Total Materials & Services $262,092 $474,277 $638,591 $554,698 17.0% 54102 Warehouse Purchases $230 $200 $200 $200 -
54104 Information Technology Allocation 65,724 68,114 68,114 82,477 21.1% 54105 Insurance Allocation 12,480 9,540 9,540 12,000 25.8% 54108 Building & Ops Allocation 61,624 72,984 72,984 78,127 7.0% Total Internal Services $140,058 $150,838 $150,838 $172,804 14.6% Total Operating Expenditures $2,002,424 $1,366,322 $1,659,785 $1,577,755 15.5% 71104 Bond Delivery Cost $4,627 - - - -
71107 POB Miscellaneous Principal - $28,666 $28,787 $28,268 -1.4% 71108 POB Miscellaneous Interest - 21,370 21,461 16,946 -20.7% Total Debt Service - $50,036 $50,248 $45,214 -9.6%
Total Expenditures $2,007,051 $1,416,358 $1,710,033 $1,622,969 14.6% Source of Funds
General Fund $2,007,051 $1,416,358 $1,710,033 $1,622,969 14.6% Total Sources $2,007,051 $1,416,358 $1,710,033 $1,622,969 14.6% 161
The Risk Management Division supports employees through wellness, safety and injury/illness prevention programs, strategizes with the City Attorney and management staff to successfully resolve liability claims, administers workers’ compensation and unemployment claims, administers City insurance programs, and provides employee training in various areas.
Risk Management is committed to a proactive, preventative, and creative approach to enhance employee safety and mitigate risk.
Perform safety inspections of City facilities.
Continue to provide all employees training opportunities on various health, safety, and wellness topics. Enhance the use of the Target Solutions online training program throughout all departments. Provide supervisors training on Cal/OSHA regulations and the Injury and Illness Prevention Program. Develop a new employee safety orientation.
Continue to foster a “safety first” culture via training and education.
162
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Director 0.5 0.5 0.5 0.5
Risk Manager 1 1 1 1
Human Resources Technician 1 1 1 1
Executive Assistant 0.5 0.5 0.5 0.5
Total 3 3 3 3
Risk Management FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $366,276 $357,067 $430,363 $374,304 4.8% 51104 Overtime Regular Employees - 1,250 1,250 1,250 - 51201 Group Medical Insurance 39,251 44,789 44,231 55,928 24.9% 51202 Medicare 5,165 5,177 6,093 5,427 4.8%
51204 401A Plan City 16,030 15,635 18,109 16,844 7.7%
51211 PERS Regular Contributions 34,391 31,618 36,620 33,014 4.4% 51213 PERS Regular Net Pension Liab 593,039 - - - - Total Salaries & Benefits $1,054,152 $455,536 $536,666 $486,767 6.9% 52101 Contract Services $151,735 $266,851 $266,851 $274,920 3.0% 52201 Departmental Supplies 373 - - - -
52301 Training, Conf & Meetings 3,050 12,000 5,000 15,200 26.7% 52307 Memberships & Dues - 425 425 475 11.8%
52308 Reference Books & Periodicals 249 - - - -
52601 Insurance Premiums 882,323 1,040,993 1,006,214 1,529,778 47.0% 52602 Claims Paid 4,518,465 4,550,000 8,300,000 5,000,000 9.9% 52603 Claims Administration 209,987 255,000 255,000 270,000 5.9% 52604 Miscellaneous Bonds/Insurance 8,497 10,250 8,046 10,250 - 52605 Unemployment Claims 131,831 100,000 20,000 25,000 -75.0% 52606 Property Insurance 289,639 414,000 384,594 520,000 25.6% 53101 Telephone 122 599 472 533 -11.0%
Total Materials & Services $6,196,271 $6,650,118 $10,246,602 $7,646,156 15.0% 54104 Information Technology Allocation $39,492 $40,385 $40,385 $49,560 22.7% 54108 Building & Ops Allocation 22,233 26,332 26,332 28,187 7.0% Total Internal Services $61,725 $66,717 $66,717 $77,747 16.5% 71104 Bond Delivery Cost $3,199 - - - -
71107 POB Miscellaneous Principal 19,518 $20,328 $19,518 $20,433 0.5% 71108 POB Miscellaneous Interest 1,745 15,154 14,551 12,249 -19.2% Total Debt Service $24,462 $35,482 $34,069 $32,682 -7.9% Total Operating Expenditures $7,336,611 $7,207,853 $10,884,054 $8,243,352 14.4% Source of Funds
Insurance Reserve Fund $7,336,611 $7,207,853 $10,884,054 $8,243,352 14.4% Total Sources $7,336,611 $7,207,853 $10,884,054 $8,243,352 14.4% 163
164
PARKS & RECREATION
165
166
PARKS & RECREATION DEPARTMENT
DIRECTOR OF
PARKS & RECREATION
ADMINISTRATION RECREATION
SERVICES
SPORTS &
AQUATICS
CULTURAL ARTS COMMUNITY
PROGRAMS
Parks &
Recreation
Commission
Financial
Planning &
Budget
Development
Citywide
Special Events
Capital
Improvement
Project
Administration
Activity &
Facility
Administration
Speciality
Classes
Teen Center
Bus Excursions
Community
Centers
Tennis
Operations
Family/Special
Events
REC Programs
& Camps
Sports
Leagues,
Classes &
Tournaments
Aquatics
Program
Beach Events
Youth Field &
Facility
Scheduling
Beach Special
Events
Cultural Arts
Commission
Concerts in
the Park
Visual &
Performing
Arts
Musical,
Theater &
Arts Special
Events
Arts in
Education
Art in Public
Places
Library
Commission
Older Adults
Services &
Programs
Volunteer
Recruitment &
Placement
Dial-A-Ride
Transportation
Older Adult &
Volunteer
Special Events
167
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $6,022,856 $4,594,511 $3,565,492 $2,839,476 Recreation Services 2,086,180 2,513,495 2,481,224 2,786,674 Cultural Arts 473,128 830,626 617,469 932,888 Sports & Aquatics 1,359,450 1,486,936 1,661,668 1,719,294 Volunteers 176,369 182,441 180,922 201,346 Older Adults 306,794 409,562 380,256 521,727 Transportation 1,142,804 932,081 836,653 780,646 Total $11,567,580 $10,949,652 $9,723,684 $9,782,051
FY 2021 FY 2022 FY 2022 FY 2023
Program Revenues Actual Adopted Estimate Proposed
Recreation Services $1,334,188 $1,313,000 $1,560,000 $1,711,000 Cultural Arts 22,310 114,703 120,000 160,000
Sports & Aquatics 648,510 886,000 1,110,000 1,338,000
Older Adults 1,901 67,475 14,000 67,475
Total $2,006,909 $2,381,178 $2,804,000 $3,276,475
Full-Time Positions 25 21 21 21
PARKS & RECREATION DEPARTMENT
Administration 29%
Recreation
Services 28%
Cultural Arts 10%
Sports & Aquatics
18%
Volunteers 2%
Older Adults 5%
Transportation 8%
FY 2022-23
Department Expenditure by Program
168
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $7,952,195 $4,528,548 $4,230,065 $4,648,566 Materials & Services 2,261,059 2,800,163 2,917,051 3,359,684 Capital Outlay 130,244 1,622,690 531,259 - Debt Service 500,099 654,948 703,606 725,661 Interfund Transfers 723,984 1,343,303 1,341,703 1,048,140 Total $11,567,580 $10,949,652 $9,723,684 $9,782,051
PARKS & RECREATION DEPARTMENT
Salaries & Benefits
48%
Materials &
Services 34%
Capital Outlay 0%
Debt Service 7%
Interfund Transfers
11%
FY 2022-23
Department Expenditure by Category
169
The Parks and Recreation Department is committed to creating community and enriching quality of life.
The Parks and Recreation Department provides a wide variety of programs and services for all ages. These services are provided through the following department program areas: Administration, Recreation Services, Cultural Arts, Sports and Aquatics, Volunteers, Older Adults, and Transportation.
The Parks and Recreation Department has a team of 21 full-time and over one hundred seasonal and part- time professional staff who provide innovative, collaborative, effective, and efficient programs and services. A comprehensive reevaluation of the Department’s structure and organization realigned staffing with community priorities as identified in the recent community survey, including providing activities and events for all ages and upgrading the City’s recreational facilities and parks. The Department continued to use its social media presence as a reliable source for City news and recreation offerings, reaching over 8,000 followers on Facebook, nearly 13,000 on Instagram, and 1,200 on Twitter.
170
Programs in all divisions returned to near full capacity with the lifting of the COVID-19 social distancing restrictions. Online registrations increased as a result of a digital version of the quarterly Manhappenings brochure.
Collaborative efforts with the following organizations enabled additional program offerings:
o Beach Cities Health District;
o Manhattan Beach Rotary Club;
o Grand View Elementary;
o American Association of Retired Persons
(AARP);
o Manhattan Beach Country Club;
o Manhattan Beach Downtown Business
Professional Association (MBDBPA);
o Medicare Health Insurance Counseling and
Advocacy Program;
o Alzheimer’s Association;
o Los Angeles County Beaches & Harbor;
o Department of Mental Health;
o South Bay Family Health Care;
o Marriott Golf Club;
o )
o Arthritis Foundation;
o Center for Health Care Rights; and
o Manhattan Beach Unified School District.
Continued to work with the Parks and Recreation Commission to research and implement recommendations from the Parks Master Plan.
In collaboration with the Communications Office, received an Award of Excellence through the California Parks & Recreation Society for the Evolution of Social Media in the Marketing & Communications category.
Reopened all recreational facilities and restored in-person programming for all ages, including small and large-scale events.
Introduced a popular new Sater Polo Program for novices at Begg Pool. Collaborated with the Engineering Division to plan Begg Field lighting, sod, and irrigation enhancements in exchange for utilizing the field as a staging area for the Peck Reservoir Project. Permitted local businesses and independent contractors to teach fitness classes in City parks during the pandemic.
Hosted the first annual Pickleball Turkey Tournament in addition to the successful return of the Charlie Saikley 6-Man Volleyball Tournament, Manhattan Beach Open Volleyball Tournament, and Manhattan Beach Open Tennis Tournament.
171
Implemented new fees for tennis and pickleball reservations at Manhattan Heights, and adjusted rates at Live Oak Park and Mira Costa High School.
Partnered with MBUSD to offer increased court availability at Mira Costa High School. City sponsored afterschool programs for children and teens returned to normal operations after two years of pandemic restrictions.
Enrollment in youth enrichment classes and camps returned to pre-pandemic numbers. The Concerts in the Park series
returned to Polliwog Park after a
pause in 2020.
Installed a Bo Bridges mural on
Parking Lot 3.
Relaunched and reached
maximum enrollments in adult
and youth ceramics classes held
in the Live Oak Park Ceramics
Studio.
Expanded hours and a fee
increase for ceramics Open Lab
resulted in increased revenue.
Manhattan Beach Art Center (MBAC) reopened its doors with four annual exhibitions. Expanded virtual components included free tool kits, gallery walk-throughs, and documentary videos.
Following LACDPH COVID-19 protocols, MBAC hosted several exhibition opening receptions with limited attendance inside the gallery and open space on the outdoor patio. The historic Red House reopened with limited weekend hours. History Associates Inc. submitted a preliminary report with recommendations for improving the care and management of the objects and archival material in the collection.
Continued community partnerships, including Beach Cities Health District, AARP Tax-Aide tax assistance, Center for Health Care Rights’ Medicare assistance, Healthcare Elder Legal Program and Alzheimer’s Association.
Established relationship with SCAN, providing monthly zoom presentations on topics relating to emotional and physical well-being. Topics included medications, eating smart, Men’s health, and exercising.
Offered programs to help alleviate anxiety and feelings of insecurity experienced by the older adults and promote wellbeing. Initiated a weekly Mindfulness class, continued with the Dementia Caregiver Support Groups, expanded Chatting with Charlotte to two days twice a month, facilitated Discussion Groups, Woman to Woman and worked with the Manhattan Beach CERT Program for an Earthquake Preparedness program for seniors, including training on the Everbridge app for Android and iPhone.
172
As health department guidelines permitted, in-person programs were offered in addition to Zoom programs. Agility, Balance and Coordination expanded to two days a week, Friday movies at Joslyn Center returned with seating limited to 30 attendees, a HomeShare presentation by SBCOG, and a H.E.L.P presentation on Wills, Trusts, Probate, and Prop 19 legislation. In lieu of “Lunch Bunch” in Joslyn, initiated a traveling lunch program with speakers, visiting locations with outdoor seating available, including visits to MBAC, MB Fire Station 1, and Marine Avenue Park.
Provided a holiday drive thru luncheon, “Holiday with a Heart” for seniors. Over 250 boxed meals and gifts were distributed. The MB Rotary Club, MB Police Officers Association, MB Firefighters Association, and the MB Property Owners Association assisted with costs, and MB CERT provided traffic control.
Dial-A-Ride continued to provide essential transportation services to seniors throughout the pandemic and afterwards as older adults returned to post-pandemic activities. Early there were some restrictions with riders required to wear masks and maintain “safe distancing” while on the busses. As restrictions eased, ridership increased. In addition to Dial-A-Ride being utilized for essential services, riders are coming to Joslyn Center, attending church, having beauty shop appointments, and doing their own shopping. There are currently 1,194 active riders in the Dial-A- Ride system.
An assessment of how to best utilize the $450,000 grant awarded to purchase four replacement busses is underway. Different companies and options have been reviewed to determine the most efficient use of the funding while maintaining high quality of service for residents. Cross-trained dispatchers to assist with facilitating Older Adult Program Zoom classes. Mid-year of FY 2021-2022, volunteers
donated 10,495 hours, resulting in an
approximate value this year of $314,325
to the City. The American Association of
Retired Persons (AARP) has calculated
that the current average value for
volunteers in California is $29.95 per
hour.
Continued to work collaboratively with
the MBUSD to offer volunteer
opportunities at the City for ten CHOICE
(The Community, Healthy Living,
Opportunity, Independence, Career, and Emotional Social Well-being) transition students.
CHOICE is the MBUSD transition program for neurodiverse young adults. Provided Manhattan Beach and South Bay High School students with the opportunity to volunteer safely from home through the Grams for Seniors Program. Over 12,000 notes of kindness and 1,200 cards for the veterans at Long Beach VA Hospital were made. 173
174
The Administration Division oversees all operating functions of the Department including administration of capital improvement projects; coordination of the Parks and Recreation Commission, Library Commission, Cultural Arts Commission, and ad-hoc committees; budget development; department marketing and coordination of Citywide community events. This division provides vision, direction, and support resources to Department staff and City Council. Update the comprehensive Parks Master Plan, outlining a 10- year roadmap of projects to enhance parks and facilities, and develop timelines, cost estimates, and potentially funding options for the projects
Support the City’s efforts to enhance communications. Coordinate with special event operators to provide events following defined protocols by LACDPH.
Promote recreational and social opportunities serving the population ranging from infants to older adults.
Provide excellent customer service for all registrations and reservations. Increase the number of online registrations for maximum staff efficiency and customer ease. Enhance and support all online reservations through the ActiveNet registration system. Expand social media presence and continue to develop an interactive digital Citywide activities guide including hyperlinks, web-clips, and interactive pictures. Continue to review and update Department policies.
Work with Human Resources to develop innovative recruitment strategies to address staffing shortages.
The Parks and Recreation Department is experiencing staffing changes due to some key retirements and Citywide and Department reorganizations. As a result, job duties for some positions have been redefined to better leverage the talents of the Department’s valued employees.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Director 1 1 1 1
Management Analyst 1 1 1 -
Senior Management Analyst - - - 1
Graphic Artist 1 1 - -
Administrative Assistant 1 1 1 1
Total 4 4 3 3
175
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $411,686 $331,696 $397,488 $358,593 8.1% 51103 Part Time Employee Salaries 56 378 100 389 2.9%
51104 Overtime Regular Employees 3,789 3,000 700 500 -83.3% 51201 Group Medical Insurance 68,918 70,693 64,107 73,771 4.4% 51202 Medicare 5,916 4,810 5,742 5,265 9.5%
51204 401A Plan City 10,188 9,866 12,075 13,179 33.6%
51205 Contributions to City Pension - 11,766 11,766 11,766 - 51211 PERS Regular Contributions 38,537 29,330 34,965 32,025 9.2% 51213 PERS Regular Net Pension Liab 3,251,824 - - - - 51231 Unemployment 8,100 46,816 46,816 46,816 -
51232 Workers Compensation 58,860 122,040 122,040 20,040 -83.6% Total Salaries & Benefits $3,857,874 $630,395 $695,799 $562,344 -10.8% 52101 Contract Services $926,313 $889,236 $879,000 $917,692 3.2% 52201 Departmental Supplies 8,666 12,280 7,000 16,980 38.3% 52202 Office Supplies 11,615 16,000 15,000 20,000 25.0% 52203 Printing 5,275 54,514 44,500 54,664 0.3%
52204 Postage 10,391 12,383 10,500 11,014 -11.1%
52206 Advertising 10,355 20,260 15,510 21,810 7.7%
52301 Training, Conf & Meetings 1,477 2,010 1,500 12,170 505.5% 52305 Recruitment Costs 392 4,520 4,520 4,520 -
52307 Memberships & Dues 2,741 3,350 2,510 3,350 -
52308 Reference Books & Periodicals 300 500 200 500 -
52403 City Store Purchases 11,009 - - - -
52704 City Funds Exchange 188,125 - - - -
52801 Computers, Supplies & Software 7,539 4,396 5,000 2,120 -51.8% 53101 Telephone 1,293 2,876 2,490 2,834 -1.5%
Total Materials & Services $1,185,492 $1,022,325 $987,730 $1,067,654 4.4% 54102 Warehouse Purchases $1,634 $2,000 $1,500 $2,000 - 54104 Information Technology Allocation 116,220 133,795 133,795 142,763 6.7% 54105 Insurance Allocation 90,300 339,780 339,780 150,540 -55.7% 54106 Fleet Rental Allocation - 24,720 24,720 16,760 -32.2% 54107 Fleet Maintenance Allocation - 29,607 29,607 26,957 -9.0% 54108 Building & Ops Allocation 143,807 170,315 170,315 182,318 7.0% Total Internal Services $351,961 $700,217 $699,717 $521,338 -25.5% Total Operating Expenditures $5,395,327 $2,352,937 $2,383,246 $2,151,336 (8.6%) 176
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 62202 Landscape & Site Improvements $130,187 $1,600,000 $508,569 - -100.0% Total Capital Projects & Equipment $130,187 $1,600,000 $508,569 - -100.0% 71101 Bond Principal $310,000 $320,000 $320,000 $335,000 4.7% 71102 Bond Interest 167,750 156,700 156,700 143,600 -8.4% 71103 Bond Administration Fee 1,600 1,600 1,600 1,600 - 71104 Bond Delivery Cost 17,993 - - - -
71107 POB Miscellaneous Principal - 93,540 111,932 130,004 39.0% 71108 POB Miscellaneous Interest - 69,734 83,445 77,936 11.8% Total Debt Service $497,343 $641,574 $673,677 $688,140 7.3% Total Expenditures $6,022,856 $4,594,511 $3,565,492 $2,839,476 (38.2%) Source of Funds
General Fund $5,892,669 $2,994,511 $3,056,923 $2,839,476 -5.2% Capital Improvement Fund 130,187 1,600,000 508,569 - -100.0% Total Sources $6,022,856 $4,594,511 $3,565,492 $2,839,476 (38.2%) 177
The Recreation Services Division oversees a
variety of large, community-wide special events,
facility and park reservations and operations,
tennis operations, reservations and classes,
specialty classes, nature and outdoor recreation
activities, youth and teen afterschool programs and
summer camps. The Recreation Services Division
strives to provide a wide range of recreational
opportunities through safe and clean parks,
facilities, fields, and programs that provide positive
physical, social, environmental, and economic
benefits to the community.
Increase REC Summer Camp capacities at all facilities in order to meet community needs. Maintain high customer satisfaction ratings for youth enrichment classes, camps, and Afterschool REC and Teen Center programs.
Enhance the REC Afterschool program by collaborating with local partners, including West Basin Municipal Water District, the American Red Cross, and the Manhattan Beach Library.
As the city enters into a post-pandemic way of life, recreation programs will continue to be modified and guidelines will be implemented and adhered to in order to ensure a safe working environment exists for program participants.
52,391 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Senior Recreation Services Manager 0.5 1 1 1
Recreation Program Supervisor* 1.17 1.17 1.17 -
Senior Recreation Supervisor* - - - 1.25
Recreation Supervisor* 2.12 2.39 2.39 2.75
Recreation Coordinator* 1.37 1.89 1.5 -
Administrative Analyst - - - 1
Facilities Reservations Clerk 1 1 1 -
Total 6.16 7.45 7.06 6
* Position allocated to multiple programs based on actual time spent on program activities. 178
Recreation Services FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $622,237 $570,599 $506,901 $556,653 -2.4% 51103 Part Time Employee Salaries 583,924 887,898 848,000 949,902 7.0% 51104 Overtime Regular Employees 1,912 9,714 15,641 10,921 12.4% 51201 Group Medical Insurance 116,161 114,512 93,783 119,688 4.5% 51202 Medicare 17,252 21,149 17,948 21,238 0.4%
51204 401A Plan City 11,047 10,377 6,948 12,402 19.5%
51211 PERS Regular Contributions 87,928 87,729 83,690 85,317 -2.7% 51213 PERS Regular Net Pension Liab 57,421 - - - -
Total Salaries & Benefits $1,497,884 $1,701,978 $1,572,911 $1,756,121 3.2% 52101 Contract Services $258,149 $398,467 $497,000 $476,667 19.6% 52201 Departmental Supplies 36,135 85,600 93,600 148,600 73.6% 52203 Printing 2,146 4,000 2,294 3,000 -25.0%
52205 Uniforms/Safety Equipment 6,767 8,500 8,500 8,500 - 52206 Advertising - 4,060 2,000 11,510 183.5%
52301 Training, Conf & Meetings 1,214 4,800 4,300 30,100 527.1% 52305 Recruitment Costs - 1,024 - 1,024 -
52307 Memberships & Dues 370 1,600 1,890 1,400 -12.5%
52801 Computers, Supplies & Software 3,270 - - - -
53101 Telephone 5,948 10,313 9,272 10,621 3.0%
53102 Electricity 101,888 95,919 91,642 94,391 -1.6%
53103 Natural Gas 8,234 8,867 9,648 11,964 34.9%
Total Materials & Services $424,121 $623,150 $720,146 $797,777 28.0% 54102 Warehouse Purchases $2,248 $13,020 $12,820 $13,020 - 54104 Information Technology Allocation 161,928 170,589 170,589 213,775 25.3% 54106 Fleet Rental Allocation - 1,600 1,600 2,540 58.8% 54107 Fleet Maintenance Allocation - 3,158 3,158 3,441 9.0% Total Internal Services $164,176 $188,367 $188,167 $232,776 23.6% Total Operating Expenditures $2,086,180 $2,513,495 $2,481,224 $2,786,674 10.9% Source of Funds
General Fund $2,086,180 $2,513,495 $2,481,224 $2,786,674 10.9% Total Sources $2,086,180 $2,513,495 $2,481,224 $2,786,674 10.9% 179
The Sports & Aquatics Division’s goal is to promote health and wellness throughout the community by providing and managing a variety of recreational athletic facilities, youth and adult sports leagues, fitness classes, aquatics programs, sports camps/clinics,special events and tournaments. The Division manages a comprehensive aquatics program at Mira Costa High School and Begg pool, coordinates swim classes and water safety awareness programs for all ages and abilities, and schedules use and special events for local, state, and national organizations. The division manages the sport field allocations in collaboration with the Youth Sport Organizations.
Maintain highly favorable ratings for swim programs, fitness classes, and sport leagues. Maintain division revenues at a minimum of 70% of operating expenditures. Seek opportunities to collaborate with Youth Sport Organizations to replace synthetic turf at Marine Soccer Field.
Complete Begg Field and Polliwog Park Playground renovations. Install a National Fitness Court in Polliwog Park.
26,834 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Senior Recreation Services Manager 0.5 - - -
Recreation Program Supervisor* 0.83 0.83 0.83 -
Senior Recreation Supervisor* - - - 0.75
Recreation Supervisor* 0.76 0.45 0.45 2.09
Recreation Coordinator* 2.51 1.95 1.50 -
Total 4.6 3.23 2.78 2.84
* Positions allocated to multiple programs based on actual time spent on program activities. 180
Sports & Aquatics FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $277,218 $227,220 $241,854 $239,058 5.2% 51103 Part Time Employee Salaries 429,322 467,618 423,000 499,044 6.7% 51104 Overtime Regular Employees 4,360 4,072 2,000 4,100 0.7% 51201 Group Medical Insurance 37,614 33,129 35,000 35,392 6.8% 51202 Medicare 10,237 10,076 11,864 10,542 4.6%
51204 401A Plan City 3,525 3,447 3,753 3,567 3.5%
51211 PERS Regular Contributions 41,193 33,832 40,032 34,277 1.3% 51213 PERS Regular Net Pension Liab 26,341 - - - -
Total Salaries & Benefits $829,810 $779,394 $757,503 $825,980 6.0% 52101 Contract Services $472,614 $525,458 $735,000 $695,658 32.4% 52201 Departmental Supplies 38,950 143,700 141,600 158,275 10.1% 52203 Printing 536 2,000 1,000 2,000 -
52205 Uniforms/Safety Equipment 2,546 2,070 123 2,070 - 52206 Advertising 727 6,000 5,000 7,000 16.7%
52301 Training, Conf & Meetings 2,847 4,500 800 10,000 122.2% 52307 Memberships & Dues 2,233 4,075 2,290 4,075 -
53101 Telephone 371 1,812 1,425 1,613 -11.0%
Total Materials & Services $520,824 $689,615 $887,238 $880,691 27.7% 54102 Warehouse Purchases $3,740 $2,250 $1,250 $3,250 44.4% 54104 Information Technology Allocation 5,076 5,778 5,778 4,068 -29.6% 54106 Fleet Rental Allocation - 5,030 5,030 - -100.0% 54107 Fleet Maintenance Allocation - 4,869 4,869 5,305 9.0% Total Internal Services $8,816 $17,927 $16,927 $12,623 -29.6% Total Expenditures $1,359,450 $1,486,936 $1,661,668 $1,719,294 15.6% Source of Funds
General Fund $1,359,450 $1,486,936 $1,661,668 $1,719,294 15.6% Total Sources $1,359,450 $1,486,936 $1,661,668 $1,719,294 15.6% 181
Manhattan Beach is a unique community, combining opportunities for the appreciation of its spectacular beaches, to focus on wellness and fitness and the excellence of its arts and culture experiences, thus contributing to a vibrant community with the highest quality of life.
The Cultural Arts Division develops and presents artistic and educational programs and exhibitions that directly relate to the contemporary urban life of its constituents, while maintaining the highest standards of professional, intellectual, and ethical responsibility. It seeks to create connections among artists, cultural organizations, community groups, businesses, visitors, and residents that sustain and promote a thriving, diverse, and creative city. This mission is grounded in a belief that learning about the arts is integral to human development and continual personal growth. Expand youth and adult classes in the Ceramics Studio by adding instructors and new activities, continuing to utilize indoor and outdoor space for instruction, allowing multiple classes to run consecutively despite limited facility size.
Increase firing and participant capacity by installing new gas geil kiln at the Ceramics Studio. Launch Glaze Lab Ceramics program at MBAC to allow as an introductory level ceramics activity as well as provide an opportunity for a new revenue stream. Move thepopular Raku program from Live Oak Park to MBAC to increase classes and workshops at MBAC.
Advance the Art Education program at the Manhattan Beach Art Center through new in-person and virtual workshops, classes, and art exhibitions.
Continue advancement of projects on the Arts Commission Work Plan, and finalize and provide recommendations for the use of the Public Art Trust Fund for City Council consideration. Install Bo Bridges mural on the south wall of City Hall. Begin developing community programming with the Manhattan Beach Historical Society. Reinstate the full Concerts in the Park lineup focusing on local bands and artists. Install Rainbow Crosswalk on the Manhattan Beach Blvd and the Strand as well as a Rainbow path in Polliwog Park.
Restore the John Van Hammersveld mural on the frieze of MBAC. Install Digital Wall Display in City Hall to display artwork by local artists and students.
To mitigate the limited capacity of the Ceramics Studio, staff developed a plan to move the popular Raku program and launch Glaze Lab, a paint your own pottery program, at MBAC. These two initiatives will allow more students to participate in ceramics classes and workshops, thereby relieving the overburdened Ceramics Studio and bringing in additional revenue.
182
The 2021 Concerts in the Park series consisted of four performances due to COVID-19 and the state and county restrictions regarding large group gatherings. Staff plans to reinstate the full Concerts in the Park series of ten performances and feature local talent for 2022.
11,273 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Cultural Arts Manager 1 1 1 1
Recreation Supervisor* 1.06 1.05 1.05 1.05
Recreation Coordinator* 1.06 1.05 1 2
Total 3.12 3.1 3.05 4.05
* Position allocated to multiple programs based on actual time spent on program activities.
Cultural Arts FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $162,353 $258,943 $176,870 $292,463 12.9% 51103 Part Time Employee Salaries 134,915 182,266 153,485 160,062 -12.2% 51104 Overtime Regular Employees 166 572 572 583 1.9%
51201 Group Medical Insurance 36,678 49,018 30,831 68,271 39.3% 51202 Medicare 4,135 6,398 4,636 7,071 10.5%
51204 401A Plan City - 4,542 4,286 4,738 4.3%
51211 PERS Regular Contributions 22,793 31,406 22,828 34,374 9.5% 51213 PERS Regular Net Pension Liab 26,532 - - - -
Total Salaries & Benefits $387,572 $533,145 $393,508 $567,562 6.5% 52101 Contract Services $7,652 $160,421 $86,901 $201,621 25.7% 52201 Departmental Supplies 15,950 34,000 34,000 54,000 58.8% 52203 Printing 498 4,200 4,200 4,200 -
52206 Advertising 394 7,092 7,092 10,684 50.6%
52301 Training, Conf & Meetings 284 650 650 5,300 715.4% 52305 Recruitment Costs 45 - - - -
52307 Memberships & Dues 14 795 795 515 -35.2%
52308 Reference Books & Periodicals - 200 200 200 -
Total Materials & Services $24,838 $207,358 $133,838 $276,520 33.4% 54102 Warehouse Purchases $922 $2,056 $2,056 $3,000 45.9% 54104 Information Technology Allocation $59,796 65,377 65,377 85,806 31.2% Total Internal Services $60,718 $67,433 $67,433 $88,806 31.7% Total Operating Expenditures $473,128 $807,936 $594,779 $932,888 15.5% 61301 Machinery - $22,690 $22,690 - -100.0%
Total Capital Projects & Equipment - $22,690 $22,690 - -100.0% Total Expenditures $473,128 $830,626 $617,469 $932,888 12.3% Source of Funds
General Fund $473,128 $830,626 $617,469 $932,888 12.3%
Total Sources $473,128 $830,626 $617,469 $932,888 12.3% 183
The Older Adults Program is part of the Community
Programs Division and provides older adults a variety
of quality programs in the areas of health and fitness, arts and crafts, outdoor activities, drama, literature, movies, creative writing, educational programs,
excursions, discussion groups, luncheons, table
games, and dance. A large focus of the program
continues to include intergenerational programs and
collaborations.
Continue to create programs to meet the needs of the older adult population, adhering to any changes in the health guidelines.
Continue to establish relationships with older adult service providers and expand the network by seeking additional contacts.
Continue to engage the older adults with social, health, and educational programs offered through virtual platforms and in-person.
Recruit and maintain an expanded volunteer program at Joslyn Center.
In order to continue providing high-quality programming at little to low cost to participants in the coming years, the Older Adults Program will explore ways to network, streamline, and prioritize programs. Older Adult programs are continuously resuming under the L.A. County Health Department guidelines. Programs are offered through Zoom and on site. Currently, the Recreation Coordinator position is vacant.
6,716 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Older Adults Programs Supervisor 1 1 1 -
Recreation Supervisor* 0.06 0.11 0.11 1.11
Recreation Coordinator* 1.06 1.11 1 1
Total 2.12 2.22 2.11 2.11
*Positions allocated to multiple programs based on actual time spent on program activities. 184
Older Adults FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $104,841 $92,998 $89,399 $157,608 69.5% 51103 Part Time Employee Salaries 57,907 109,902 93,500 69,875 -36.4% 51104 Overtime Regular Employees 366 1,184 600 650 -45.1% 51201 Group Medical Insurance 18,149 16,884 17,120 17,992 6.6% 51202 Medicare 2,344 2,942 2,956 4,212 43.2%
51204 401A Plan City 3,498 3,396 3,612 - -100.0%
51211 PERS Regular Contributions 10,641 11,446 13,559 17,645 54.2% 51213 PERS Regular Net Pension Liab 14,675 - - - -
Total Salaries & Benefits $212,421 $238,752 $220,746 $267,982 12.2% 52101 Contract Services $12,244 $35,836 $28,029 $81,353 127.0% 52201 Departmental Supplies 10,094 40,391 38,393 59,135 46.4% 52203 Printing 1,054 3,500 3,000 3,500 -
52206 Advertising 394 2,500 2,000 5,000 100.0%
52301 Training, Conf & Meetings 468 1,887 1,000 3,775 100.1% 52307 Memberships & Dues - 1,553 1,895 1,990 28.1%
52308 Reference Books & Periodicals 91 500 - 500 -
52705 Service Agency Contributions 27,986 37,315 37,315 37,315 - 52801 Computers, Supplies & Software 1,146 - 450 - - Total Materials & Services $53,477 $123,482 $112,082 $192,568 55.9% 54102 Warehouse Purchases $300 $500 $600 $2,000 300.0%
54104 Information Technology Allocation 40,596 46,828 46,828 59,177 26.4% Total Internal Services $40,896 $47,328 $47,428 $61,177 29.3% Total Expenditures $306,794 $409,562 $380,256 $521,727 27.4% Source of Funds
General Fund $306,794 $409,562 $380,256 $521,727 27.4%
Total Sources $306,794 $409,562 $380,256 $521,727 27.4% 185
The Transportation Division is part of the Community
Programs Division and is funded predominantly by
Proposition "A" Local Return transportation funds. These monies, which are administered by the Los Angeles
Metropolitan Transportation Authority (MTA), are generated by a one-half cent sales tax approved by the voters for use in transportation related services. These services include the Dial-A-Ride program, bus pass subsidies, recreational bus trips for all ages, and fixed route bus service provided the Beach Cities Transit.
Dial-A-Ride transports customers to a variety of locations throughout the city including shopping centers, community centers, and medical facilities, as well as to designated medical facilities in neighboring communities. Fares are $0.25 one-way within the City and $0.50 one-way outside the City. Continue to offer Dial-A-Ride service to destinations in Manhattan Beach, as well as to select medical facilities outside of the city.
Offer level of service as needed to meet the return of older adult programs at Joslyn Center, and the overall increase in ride requests.
Collaborate with senior housing facilities and MBUSD Special Education programs to provide effective transportation options as needed.
Provide increased driver and dispatch training to improve efficiency, safety and customer service Assist the Older Adult Program staff to plan and implement bimonthly local bus trips and offer a flexible schedule to include after-hours events like the MBUSD free events for older adults. Continue to obtain a high satisfaction rating of drivers and dispatchers.
After the retirement of two long-term, full-time Transportation Services Operators in April 2021, the process of evaluating software program platforms and other programs able to support the high level and quality of service provide by Dial-A-Ride began. Following the study of program options, a recommendation of the best utilization of the $450,000 grant from the Metropolitan Transportation Authority will be presented to the City Council for consideration.
9,368 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Transportation Services Operator 3 3 1 1
Recreation Supervisor - - - 1
Recreation Coordinator 1 1 1 -
Total 4 4 2 2
186
Transportation FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $282,632 $130,977 $138,965 $139,029 6.1% 51103 Part Time Employee Salaries 121,397 285,104 240,000 293,635 3.0% 51104 Overtime Regular Employees 1,149 8,232 4,400 4,546 -44.8% 51201 Group Medical Insurance 47,886 25,417 23,970 26,343 3.6% 51202 Medicare 5,732 6,033 2,015 6,274 4.0%
51211 PERS Regular Contributions 32,525 37,863 23,023 38,206 0.9% 51213 PERS Regular Net Pension Liab 518,663 - - - - Total Salaries & Benefits $1,009,984 $493,626 $432,373 $508,033 2.9% 52101 Contract Services $19,996 $16,983 $16,983 $16,463 -3.1% 52103 Computer Contract Services 25,906 25,000 25,000 26,700 6.8% 52201 Departmental Supplies 3,338 8,393 4,400 8,393 -
52203 Printing - 612 800 700 14.4%
52204 Postage 1,055 1,172 800 1,119 -4.5%
52205 Uniforms/Safety Equipment - 4,025 2,800 3,285 -18.4% 52301 Training, Conf & Meetings - 650 500 7,905 1116.2% 52307 Memberships & Dues 535 1,475 1,475 1,305 -11.5%
52501 Bus Pass Subsidies - 5,600 5,600 5,600 -
52502 Recreation Bus Trips - 59,225 14,000 59,225 -
53101 Telephone 936 896 943 1,086 21.2%
Total Materials & Services $51,767 $124,031 $73,301 $131,781 6.2% 54102 Warehouse Purchases $1,512 $1,200 $1,200 $2,500 108.3% 54104 Information Technology Allocation 76,728 42,267 42,267 56,218 33.0% 54105 Insurance Allocation - 216,660 216,660 - -100.0% 54107 Fleet Maintenance Allocation - 40,923 40,923 44,593 9.0% Total Internal Services $78,240 $301,050 $301,050 $103,311 -65.7% 61203 Computer Equipment & Software $57 - - - -
Total Capital Projects & Equipment $57 - - - -
Total Operating Expenditures $1,140,048 $918,707 $806,724 $743,125 (19.1%) 71104 Bond Delivery Cost $2,756 - - - -
71107 POB Miscellaneous Principal - $7,662 $17,146 $23,458 206.2% 71108 POB Miscellaneous Interest - 5,712 12,783 14,063 146.2% Total Debt Service $2,756 $13,374 $29,929 $37,521 180.6% Total Expenditures $1,142,804 $932,081 $836,653 $780,646 (16.2%) Source of Funds
Prop A $1,142,804 $932,081 $836,653 $780,646 -16.2%
Total Sources $1,142,804 $932,081 $836,653 $780,646 (16.2%) 187
The City’s centrally coordinated volunteer
program is part of the Community Programs
Division and is designed to provide citizens with
job skills, training, personal fulfillment, and
opportunities to become more involved in
municipal government. Volunteers offer support
to various City departments. Positions include
City Hall and Joslyn Community Center
ambassadors, general clerical positions, Older
Adult Program activity coordinators, teachers and
clerical volunteers, special event positions,
sports league coaches, and various positions
within the Police and Fire Departments.
Collaborate with schools and community groups to offer volunteer service opportunities that enhance parks and open space areas in the community and provide opportunities for people with developmental disabilities.
Maintain diverse volunteer opportunities for older adults. Coordinate 3-4 park clean-ups annually offering volunteer opportunities for the community and enhanced maintenance of the parks.
Continue to coordinate with the Police Department to offer annual volunteer recognition event(s) for City volunteers.
Meet the volunteer needs of City departments.
Maintain the number of volunteer hours for increased savings to the City. Establish a Veterans Outreach Program.
Maintain strong relationship with community groups providing essential services to older adults. Continue to provide Manhattan Beach and South Bay High School students with the opportunity to volunteer safely from home through the Grams for Seniors Program.
416 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Recreation Services Manager 1 1 1 -
Senior Recreation Supervisor - - - 1
Total 1 1 1 1
188
Volunteers FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $117,185 $114,529 $126,794 $121,340 5.9% 51103 Part Time Employee Salaries 2,806 10,354 2,800 10,666 3.0% 51201 Group Medical Insurance 9,542 9,561 9,265 10,617 11.0% 51202 Medicare 1,719 1,661 1,865 1,759 5.9%
51204 401A Plan City 5,127 5,014 5,460 5,460 8.9%
51211 PERS Regular Contributions 11,271 10,139 11,041 10,702 5.6% 51213 PERS Regular Net Pension Liab 9,000 - - - -
Total Salaries & Benefits $156,651 $151,258 $157,225 $160,544 6.1% 52101 Contract Services - $8,000 $1,500 $9,786 22.3%
52201 Departmental Supplies $460 1,500 $600 2,250 50.0% 52307 Memberships & Dues - 300 300 300 -
53101 Telephone 82 402 316 357 -11.2%
Total Materials & Services $542 $10,202 $2,716 $12,693 24.4% 54104 Information Systems Allocation $19,176 $20,981 $20,981 $28,109 34.0% Total Internal Services $19,176 $20,981 $20,981 $28,109 34.0% Total Expenditures $176,369 $182,441 $180,922 $201,346 10.4% Source of Funds
General Fund $176,369 $182,441 $180,922 $201,346 10.4%
Total Sources $176,369 $182,441 $180,922 $201,346 10.4% 189
190
POLICE
191
192
POLICE DEPARTMENT
CHIEF OF
POLICE
ADMINISTRATION &
INVESTIGATIONS BUREAU
FIELD OPERATIONS
BUREAU
ADMINISTRATIVE
SERVICES
DIVISION
INVESTIGATIONS
& SUPPORT
DIVISION
PATROL
DIVISION
(DAY WATCH &
NIGHT WATCH)
TRAFFIC
DIVISION
Personnel /
Recruitment &
Hiring
Training
Strategic
Planning
Professional
Standards /
Internal Affairs
Budget
Information
Technology
Investigations
Technical
Support Services
/ Records
School Resource
Officer Program
Court Liaison
Narcotics
Communications
/ Dispatch
Property &
Evidence
Facility
Management
Social Media
Grants
Community
Affairs
Volunteer
Program
Day Shift
Patrol
Night Shift
Patrol
Jail
K-9 Program
SWAT
Crime Scene
Investigations
Field Training
Program
Crisis
Negotiation
Team
Bicycle Patrol
Beach Patrol
Fleet
Management
Traffic
Enforcement
Traffic Collision
Investigations
Special Events
Parking
Enforcement
Municipal Code
Enforcement
Animal Control
193
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $54,744,254 $9,470,399 $9,229,995 $11,187,090 Patrol 9,575,759 9,747,721 10,042,991 10,112,720 Investigations 2,743,449 2,793,975 2,460,565 2,780,642 Technical Services 2,487,428 3,402,720 3,193,055 3,577,940 Crime Prevention 629,061 624,137 516,446 599,972 Traffic Safety 2,497,204 2,609,908 2,351,746 2,614,991 Jail Operations 797,861 779,465 865,377 823,858 Parking Enforcement 1,864,210 1,729,097 1,506,752 1,957,535 Animal Control 340,923 345,504 338,262 361,383 Asset Forfeiture 167,437 108,500 135,773 107,750 Law Enforcement Grants 191,200 155,000 192,407 155,000 Total $76,038,787 $31,766,426 $30,833,369 $34,278,881
Full-Time Positions 108.8 105.8 105.8 106.8
POLICE DEPARTMENT
Administration 33%
Patrol 30%
Investigations 8%
Technical Services
10%
Crime Prevention
2%
Traffic Safety 8%
Jail Operations 2%
Parking
Enforcement 6%
Animal Control 1%
Asset Forfeiture 0%
Law Enforcement
Grants 0%
FY 2022-23
Department Expenditure by Program
194
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $70,894,446 $20,914,389 $20,245,935 $21,493,504 Materials & Services 2,707,916 3,858,521 3,915,402 4,415,826 Capital Outlay 51,225 154,000 278,789 314,000 Debt Service 648,309 3,704,488 3,258,215 3,216,686 Interfund Transfers 1,736,891 3,135,028 3,135,028 4,838,865 Total $76,038,787 $31,766,426 $30,833,369 $34,278,881
POLICE DEPARTMENT
Salaries & Benefits
63%
Materials &
Services 13%
Capital Outlay 1%
Debt Service 9%
Interfund Transfers
14%
FY 2022-23
Department Expenditure by Category
195
196
To protect life, liberty, and property while providing excellent service and developing problem-solving partnerships within the community
The Manhattan Beach Police Department is a premiere, full-service law enforcement organization. The dedicated men and women of this Police Department are an integral part of this community, and the community is an integral part of the Police Department. We count on each other to keep this community safe and to work on quality of life issues so that residents love living here, businesses thrive, and visitors enjoy their stay.
197
The Police Department operates under two Bureaus - Administration/Investigations and Field Operations.
The following budgetary programs comprise the Police Department:
Administration
Patrol
Investigations
Technical Support Services
Community Affairs
Traffic Safety
Parking Enforcement
Animal Control
Jail Operations
Asset Forfeiture/Grants
The Police Department’s 2019-2022 Strategic Plan took effect on January 1, 2019, and ends on December 31, 2022. The plan was created through the participation of all levels within the Police Department; workshops, surveys, and meetings were conducted with sworn and civilian personnel representing every rank and Bureau.
Community input was gathered through interactive community workshops. As a result of the workshops and planning sessions, three goals were identified:
Further our community policing efforts by creating additional opportunities for positive and meaningful interactions with members of our community
Continue to develop strategies to reduce crime and improve the quality of life in Manhattan Beach
Use creative and innovative recruitment methods to attract the most talented employees
Foster a supportive culture that helps employees grow and utilize their skills to better serve the community
Within each of these goals are quantifiable objectives and action items, which outline how the Department will work to attain these goals. The success of the Strategic Plan involves the actions of all Department supervisors and employees, and we are committed to providing excellent service to our community. The men and women of the Manhattan Beach Police Department are proud to serve our community, and with this document as a guide, we will strive to achieve an even higher level of service.
Collaboration and communication with our community is critical to public safety. The Police Department uses Everbridge ( formerly Nixle) to provide information regarding critical incidents. Information is delivered via text and/or email message.
198
The Police Department also utilizes social media as a tool to connect with our community. MBPD’sInstagram page launched in 2017, has steadily grown to over 17,000 followers and over 8,000 instances of engagement each month, the Facebook page has grown to over 6,500 followers, and MBPD continues to use Twitter and YoutTube as a means to communicate with the community To expand its communications, ) The partnership between the Police and the community, which includes theNeighborhood Watch program, epitomizes the best in community policing. MBPDhas one of the most active Neighborhood Watch programs in the nation, with over 400 residents currently participating as Neighborhood Watch block captains, covering the majority of Manhattan Beach’s four square miles.
Adapted to and navigated through the pandemic while serving the community at the highest level, including:
o Deploying field staff across all sections of the Department on a modified “team policing” schedule to limit potential COVID-19 exposures amongst staff; o Facilitating a contract with a local medical provider to offer expedited rapid COVID-19 testing and results for City personal;
o Managing the deployment of contracted mask enforcement teams; and o Responding to over 15,000 calls for service and 13,000 self-initiated calls for service in calendar year 2021.
Ramped up recruiting and hiring efforts to fill vacancies. Formed a partnership with Laz Parking to augment parking enforcement efforts. Enhanced community engagement through the Police Department’s Instagram page Facebook page Twitter page and YouTube Channel.
Transitioned from Nixle to Everbridge/Alert South Bay, expanding our public safety notification capabilities and aligning with a regional approach to emergency messaging. Implemented the actions items outlined in the 2019-2022 Police Department Strategic Plan. Continued to implement innovative crime fighting including enhanced/increased patrol foot beats, bike patrols, homeless outreach details, burglary suppression details, Crime Impact Team, and undercover patrols.
Installed a bi-directional amplifier to boost radio signal in the lower level of the Public Safety Facility to enhance officer safety, communication, and interoperability. Hosted live and virtual events to promote community engagement, including Coffee with a Cop, K-9 Car Show, Catalytic Converter Etching, Trunk or Treat, swearing-in and promotional ceremonies, and more. Donned pink uniform patches in October in honor of Breast Cancer Awareness Month. Secured $60,000 in grant funds from the California Office of Traffic Safety to augment DUI and traffic enforcement efforts.
Purchased and installed 4 grant-funded mobile License Plate Readers (LPRs).
199
The Administration & Investigations Bureau is responsible for the day-to-day management of law enforcement services to the City of Manhattan Beach. Functions include Department policy review and development, management of the Department's budget, Strategic Plan management, payroll and accounting functions, internal affairs investigations, responding to claims against the City, responding to citizen complaints, and managing Department- specific grant funding.
The Personnel and Training Section operates within this program.
Functions include coordinating training for sworn and civilian personnel, managing testing, selection, backgrounds, and hiring of all Department employees, and providing oversight of Department-issued equipment.
The Department continues to maintain 100% compliance with Peace Officer Standards and Training (POST) and Standards and Training for Corrections (STC) requirements. This training is of direct importance to residents, as it ensures that officers and staff are prepared and trained to respond to community issues and problems. POST Training (object 52303) and STC Training (object 52302) are reimbursed in part by the state of California.
The Department has obtained POST certification for several in-house training programs, which are mandated for all sworn officers to attend, including Drivers Training, Arrest and Control Tactics, and Tactical Firearms.
These in-house training courses are delivered at a lower cost and can be tailored to meet Department-specific needs.
Maintain compliance with Peace Officer Standards and Training (POST) and Standards and Training for Corrections (STC).
Offer career development and leadership training for sworn and civilian personnel. Provide in-house training programs to maintain and enhance skills while minimizing operational disruptions and reducing expenses.
Continue to enhance internal communications.
Complete the 2019-2022 Police Department Strategic Plan goals, objectives and action items; report progress to the community.
Continue to enhance communication with the public through social media. Enhance usage of crime reduction technologies.
Continue to provide a high level of service to the community.
200
Recruiting and hiring police officers is a challenge facing most police agencies in Southern California, so highlighting our Department on social media is also a way to reach our applicant pool and to give prospective officers a glimpse into a career with MBPD.
The FY 2022-2033 budget includes $20,000 for a multi-dimensional resiliency and wellness training program for Police Department employees (object 52301) to address the traumas encountered by police officers and develop resiliency strategies.
It also includes funding for a Police Systems Specialist who will be responsible for maintaining and improving current public safety systems, as well as researching and implementing various new technologies; managing maintenance and repairs to City-owned radio equipment, body worn cameras, and patrol vehicle technology; performing a wide variety of administrative and project support tasks; and conducting field officer training on police software and equipment.
The Information Systems Specialist title has been changed to Technology Specialist to align with the comparable positions in the Information Technology Department, as well as to provide internal growth and promotional opportunities and allow for a higher level work at the Specialist level.
2,000 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Police Chief 1 1 1 1
Captain 1 1 1 1
Lieutenant 2 2 2 3
Sergeant 1 1 1 -
Senior Management Analyst 1 1 1 1
Executive Assistant 2 2 2 2
Administrative Assistant - 1 1 1
Police Safety Systems Specialist - - - 1
Technology Specialist 0.8 0.8 0.8 0.8
Total 8.8 9.8 9.8 10.8
201
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $377,554 $359,019 $369,416 $472,596 31.6% 51102 Sworn Employee Salaries 1,132,364 1,068,832 1,218,153 1,084,595 1.5% 51103 Part Time Employee Salaries 47,994 74,800 72,000 70,000 -6.4% 51104 Overtime Regular Employees 2,404 3,300 7,500 6,600 100.0% 51105 Overtime Sworn Employees 4,352 13,320 13,000 17,400 30.6% 51201 Group Medical Insurance 186,351 192,027 169,532 201,995 5.2% 51202 Medicare 22,412 21,790 23,020 20,587 -5.5%
51204 401A Plan City 9,515 9,632 9,848 10,676 10.8%
51205 Contributions to City Pension - 15,474 15,474 15,474 - 51211 PERS Regular Contributions 34,519 32,387 33,301 41,915 29.4% 51212 PERS Sworn Contributions 257,314 235,808 255,761 240,789 2.1% 51213 PERS Regular Net Pension Liab 4,800,885 - - - - 51214 PERS Sworn Net Pension Liab 42,794,015 - - - - 51219 PERS Suppl Retire Pymt (415) 6,797 4,504 4,504 4,504 - 51231 Unemployment 8,700 4,175 4,175 4,175 -
51232 Workers Compensation 2,879,220 1,800,840 1,800,840 2,321,100 28.9% Total Salaries & Benefits $52,564,397 $3,835,908 $3,996,524 $4,512,406 17.6% 52101 Contract Services $57,032 $66,550 $66,000 $72,900 9.5% 52103 Computer Contract Services 1,300 1,650 1,650 1,750 6.1% 52106 Physical/Psychological Exams 24,631 27,200 27,000 31,200 14.7% 52107 Legal Services - 5,000 1,000 5,000 -
52108 Background Investigations 1,542 4,020 20,000 11,320 181.6% 52201 Departmental Supplies 54,739 64,800 70,000 70,900 9.4% 52202 Office Supplies 24,995 32,100 32,000 32,100 -
52205 Uniforms/Safety Equipment 11,396 32,250 32,000 37,550 16.4% 52206 Advertising - 800 150 500 -37.5%
52301 Training, Conf & Meetings 18,430 27,100 27,000 52,700 94.5% 52302 STC Training 4,336 3,850 3,800 4,250 10.4%
52303 POST Training 41,515 49,700 49,000 59,600 19.9%
52304 Employee Awards & Events 315 2,900 1,500 2,900 - 52307 Memberships & Dues 4,462 5,995 5,900 6,295 5.0%
52308 Reference Books & Periodicals 1,726 990 900 1,190 20.2% 52703 City Funds Match 10,563 12,000 25,000 12,000 -
52801 Computers, Supplies & Software 78 - - - -
53101 Telephone 12,859 15,292 15,317 17,251 12.8%
53102 Electricity 146,064 138,021 154,526 159,162 15.3% 53103 Natural Gas 11,568 9,222 12,136 15,049 63.2%
53104 Water 14,601 14,466 14,280 15,189 5.0%
Total Materials & Services $442,151 $513,906 $559,159 $608,806 18.5% 54102 Warehouse Purchases $8 - - - -
54104 Information Technology Allocation 72,492 $96,393 $96,393 $117,243 21.6% 54105 Insurance Allocation 606,240 745,680 745,680 2,139,420 186.9% 54106 Fleet Rental Allocation - 36,480 36,480 16,120 -55.8% 54107 Fleet Maintenance Allocation - 51,187 51,187 55,778 9.0% 54108 Building & Ops Allocation 410,658 486,357 486,357 520,631 7.0% Total Internal Services $1,089,398 $1,416,097 $1,416,097 $2,849,192 101.2% Total Operating Expenditures $54,095,946 $5,765,911 $5,971,780 $7,970,404 38.2% 202
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 71101 Bond Principal $265,000 $582,500 $272,500 $280,000 -51.9% 71102 Bond Interest 119,781 251,719 111,719 103,432 -58.9% 71103 Bond Administration Fee 900 900 900 900 -
71104 Bond Delivery Cost 262,627 - - - -
71107 POB Miscellaneous Principal - 164,125 166,260 156,456 -4.7% 71108 POB Miscellaneous Interest - 122,354 123,946 93,793 -23.3% 71109 POB Safety Principal - 1,480,000 1,480,000 1,615,000 9.1% 71110 POB Safety Interest - 1,102,890 1,102,890 967,105 -12.3% Total Debt Service $648,309 $3,704,488 $3,258,215 $3,216,686 -13.2% Total Expenditures $54,744,254 $9,470,399 $9,229,995 $11,187,090 18.1% Source of Funds
General Fund $54,358,573 $8,635,280 $8,844,876 $10,802,758 25.1% Capital Improvement Fund 385,681 835,119 385,119 384,332 -54.0% Total Sources $54,744,254 $9,470,399 $9,229,995 $11,187,090 18.1% 203
204
Patrol is comprised of two shifts of uniformed police
officers that provide services 24 hours a day. Patrol
officers are the first responders to emergencies, and their emergency response time averages approximately two
minutes – when a resident or business calls dispatch with an emergency, the average time it takes an officer to
arrive on scene is two minutes.
Patrol officers respond to immediate and routine service calls, crime-related incidents, and quality of life issues.
They conduct preliminary investigations, collect evidence, and arrest offenders. Other responsibilities include
recovering lost or stolen property, ensuring the safety and protection of persons and property through proactive and directed patrol, enforcing traffic laws, providing high visibility enforcement during events, rendering aid to the community as needed, and providing the highest level of quality service through problem solving and community-oriented policing. Officers strive to provide an excellent level of service and take pride in building partnerships with residents and businesses in the community.
Special programs currently operated under Patrol include K-9 Program, Special Weapons and Tactics (SWAT) Team, Crisis Negotiation Team, South Bay Platoon, Beach Patrol, Bike Patrol, Crime Scene Investigations (CSI), and Field Training Officer Program.
Ensure rapid response times to calls for service, and improve service levels and response times whenever possible.
Provide the highest levels of service to the community while maintaining a friendly and professional demeanor.
Enhance usage of crime reduction technologies.
Identify crime trends and provide directed patrols in an effort to reduce crime and enhance quality of life.
Enhance visibility and communication within the community with foot beat and bicycle patrols.
The Police Department’s goal is to provide expedient response to community emergencies while addressing crime trends in a proactive manner, reducing crime and the fear of crime, and enhancing quality of life for residents and visitors. Officers work hard to maintain theaverage emergency response time of under two minutes.
MBPD continues to implement innovative crime fighting efforts to combat the effects of AB109 Realignment and Proposition 47, including enhanced/increased patrol burglary suppression details, undercover details, and 205
deployment of crime impact teams. As we are currently short-staffed due to sworn officer vacancies, most of these details are conducted on an overtime basis. The Division also continues to implement innovative crime fighting programs, as well as provide enforcement of community priorities and address quality of life issues, including homeless outreach, strand and bike path enforcement, and other municipal code violations.
The FY 2022-2023 budget includes $40,000 for a Crisis Negotiations Team (CNT) van (object 61401) to maintain their field equipment in a deployable state and to provide a space to operate out of when negotiating during crisis calls.
It also includes $120,000 for replacement ruggedized Mobile Data Computers (MDCs) (object 51203) for patrol and field operations vehicles, which provide officers with access to dispatch and law enforcement databases that facilitate information sharing. The current MDCs are approaching 10 years old and have reached the end of their serviceable life. These computers are critical for the public safety services delivered by the Police Department. This request is to replace the existing inventory with ruggedized, reliable, and field-ready computers that meet the demands of law enforcement and align with the City's Information Technology standards for computer equipment.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions* Adopted Adopted Adopted Proposed Captain 1 1 1 1
Lieutenant 2 2 2 1
Sergeant 6 6 6 7
Police Officer 29 29 29 29
Total 38 38 38 38
*Table reflects staffing at time of budget adoption. Personnel changes among programs may occur during the fiscal year. 206
Patrol FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $89,364 - $42,906 - -
51102 Sworn Employee Salaries 4,953,960 $5,035,108 5,245,288 $5,095,129 1.2% 51104 Overtime Regular Employees 13,415 23,000 23,000 23,000 - 51105 Overtime Sworn Employees 919,655 1,439,400 1,409,400 1,439,400 - 51107 Overtime Special Events 221,225 385,700 435,000 405,200 5.1% 51201 Group Medical Insurance 642,162 618,189 642,851 640,372 3.6% 51202 Medicare 88,256 73,005 76,688 73,879 1.2%
51211 PERS Regular Contributions 8,490 - 3,772 - -
51212 PERS Sworn Contributions 980,706 1,131,570 1,046,473 1,001,431 -11.5% 51214 PERS Sworn Net Pension Liab 1,311,998 - - - - Total Salaries & Benefits $9,229,231 $8,705,972 $8,925,378 $8,678,411 -0.3% 52101 Contract Services $19,849 $37,320 $37,000 $39,020 4.6% 52201 Departmental Supplies 29,479 30,050 35,000 32,100 6.8% 52205 Uniforms/Safety Equipment 39,064 43,100 43,000 44,600 3.5% 52301 Training, Conf & Meetings 22,085 51,600 51,000 56,300 9.1% 52307 Memberships & Dues 985 1,885 1,500 1,985 5.3%
53101 Telephone 657 3,213 2,532 2,860 -11.0%
Total Materials & Services $112,120 $167,168 $170,032 $176,865 5.8% 54104 Information Technology Allocation $234,408 $287,051 $287,051 $339,155 18.2% 54106 Fleet Rental Allocation - 154,640 154,640 268,220 73.4% 54107 Fleet Maintenance Allocation - 432,890 432,890 490,069 13.2% Total Internal Services $234,408 $874,581 $874,581 $1,097,444 25.5% Total Operating Expenditures $9,575,759 $9,747,721 $9,969,991 $9,952,720 2.1% 61203 Computer Equipment & Software - - - $120,000 - 61301 Machinery - - $73,000 - -
61401 Vehicles - - - $40,000 -
Total Capital Projects & Equipment - - - $120,000 - Total Expenditures $9,575,759 $9,747,721 $10,042,991 $10,112,720 3.7% Source of Funds
General Fund $9,575,759 $9,747,721 $10,042,991 $10,112,720 3.7% Total Sources $9,575,759 $9,747,721 $10,042,991 $10,112,720 3.7% 207
208
The Investigations Section provides professional and thorough investigations of reported criminal acts. Investigators follow-up on crime reports from Patrol, and conduct a variety of proactive investigations and enforcement efforts. Some of these
investigations require detectives to conduct surveillance and undercover operations, work closely with other agencies, and serve search and arrest warrants.
The detectives investigate many different types of crimes: crimes against persons, property crimes, fraud/forgery cases, narcotic- related cases, and juvenile crimes. Detectives attend intelligence- sharing meetings with local and regional police and government agencies on topics such as include robbery, sexual assault, property crime investigation meetings, regional Child Protection Task Force, and Joint Terrorism Task Force hosted by the Federal Bureau of Investigation (FBI).
One detective is assigned as court liaison and is responsible for filing felony and misdemeanor court packages, issuing subpoenas, and assisting the detectives in investigating crimes.
Two officers serve as School Resource Officers (SRO) and work at the local schools. They work in collaboration with school officials to promote a safe environment in and around our local elementary, junior high, and high schools. The SROs strive to promote harmonious relationships by presenting themselves as positive role models, maintaining dialogue with students and staff, and participating in school and youth events.
They also participate in after-school and summer programs.
The Section continues to assign a full-time officer to the Los Angeles Interagency Metropolitan Police Apprehension Crime Task Force (LA IMPACT) and a full-time officer to Homeland Security Investigations Task Force. These regional task forces brings together officers from agencies across Los Angeles County to identify, dismantle, and prosecute drug networks. MBPD’s participation in these regional task forces are invaluable investments in the protection of the community, because the task forces assist agencies in identifying and capturing criminals who are unlikely to be caught by ordinary means due to the complexity or resource intensive nature of the investigations.
Aggressively pursue leads in an effort to solve crimes, and successfully arrest and prosecute criminals. Respond proactively to issues and concerns that affect the community, including periodic interviews with local sex registrants, probationers, and parolees. Coordinate patrol and detective response to crime trends. Enhance usage of crime reduction technologies.
Be responsive and compassionate with crime victims.
Promote and maintain a safe environment in and around the local schools. 209
Fixed License Plate Readers (LPRs) were installed at points of ingress and egress to the community in 2017, and additional LPRs were installed in 2020 and 2021. This technology continues to be an invaluable tool in detectives’ investigative toolbox. The LPRs have helped to solve, or provided solid leads on, more than 100 cases. Use of the cameras also led to the arrest of a suspected burglars, numerous identity thieves, package thieves. The FY 2022-2023 budget includes annual hosting, support, and mobile data plans for the LPRs.
960 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions* Adopted Adopted Adopted Proposed Sergeant 1 1 1 1
Police Officer 11 11 11 11
Office Assistant 1 - - -
Crime Analyst 1 1 1 1
Total 14 13 13 13
*Table reflects staffing at time of budget adoption. Personnel changes among programs may occur during the fiscal year. 210
Investigations FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $92,925 $89,684 $80,538 $79,874 -10.9% 51102 Sworn Employee Salaries 1,417,931 1,532,572 1,399,242 1,549,161 1.1% 51103 Part Time Employee Salaries 19,188 14,400 20,000 14,880 3.3% 51105 Overtime Sworn Employees 91,181 141,300 120,000 136,900 -3.1% 51201 Group Medical Insurance 173,288 219,057 138,051 238,392 8.8% 51202 Medicare 23,243 23,731 21,586 23,837 0.4%
51204 401A Plan City 4,185 4,036 4,293 3,594 -11.0%
51211 PERS Regular Contributions 8,840 8,161 8,682 7,045 -13.7% 51212 PERS Sworn Contributions 277,587 342,110 279,949 317,556 -7.2% 51213 PERS Regular Net Pension Liab 14,792 - - - -
51214 PERS Sworn Net Pension Liab 447,654 - - - -
Total Salaries & Benefits $2,570,815 $2,375,051 $2,072,341 $2,371,239 -0.2% 52101 Contract Services $47,653 $59,970 $55,000 $70,970 18.3% 52103 Computer Contract Services 11,761 50,940 30,000 50,940 - 52201 Departmental Supplies 2,920 10,325 8,800 10,600 2.7% 52205 Uniforms/Safety Equipment 8,582 10,400 9,000 10,800 3.8% 52301 Training, Conf & Meetings 1,612 16,300 15,200 17,500 7.4% 52307 Memberships & Dues 86 795 630 835 5.0%
53101 Telephone 1,572 4,090 3,490 3,822 -6.6%
Total Materials & Services $74,186 $152,820 $122,120 $165,467 8.3% 54104 Information Technology Allocation $98,448 $98,218 $98,218 $119,093 21.3% 54106 Fleet Rental Allocation - 67,460 67,460 15,410 -77.2% 54107 Fleet Maintenance Allocation - 100,426 100,426 109,433 9.0% Total Internal Services $98,448 $266,104 $266,104 $243,936 -8.3% Total Operating Expenditures $2,743,449 $2,793,975 $2,460,565 $2,780,642 (0.5%) Source of Funds
General Fund $2,743,449 $2,793,975 $2,460,565 $2,780,642 -0.5% Total Sources $2,743,449 $2,793,975 $2,460,565 $2,780,642 (0.5%) 211
The Technical Support Services
Section processes and maintains all
reports produced by police
personnel, including crime, arrest,
and traffic reports. Working 24 hours
a day, staff-members greet visitors at
the main lobby of the public safety
facility, answer phones, process
evidence, and enter stolen property,
vehicles, missing persons, and
warrants into local and regional
databases. They frequently provide statistical data and assist officers in locating information pertinent to their investigations, including running criminal background checks of suspects and arrested persons, and preparing documents which aid in prosecution of criminals. The Section also prepares local crime statistics for State and Federal agencies, assembles report packages for filing cases with the District Attorney's office, transfers information and bail money to court, and processes all citations and warrants that are issued.
Technology is utilized to enhance the tracking of stored evidence and property, resulting in a more efficient and secure property and evidence retention process. Audits are performed regularly to ensure that property held as evidence is accurately labeled and stored.
Dispatch and communications operations are contracted through the South Bay Regional Public Communications Authority (SBRPCA), which provides emergency dispatch and communication functions for both Police and Fire services (object 52105).
Conduct audits of property held as evidence
Efficiently enter and manage data for various Department needs using the Records Management System; assist officers in gathering data for field investigations Work with the South Bay Regional Public Communications Authority to upgrade Computer-Aided Dispatch System to enhance efficiency and effectiveness Provide continued support for the jail and officers in conducting technician duties Maintain timely response to public records requests
Continually review, update, and revise Department forms to ensure completeness and viability. Upgrade all Police Department radios to meet Federal requirements, as well as to enhance interoperability
212
2,300 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Police Records Manager 1 1 1 1
Police Records Specialist - 1 1 1
Lead Police Records Technician 2 2 2 2
Police Records Technician 7 7 7 7
Police Services Officer 1 1 1 1
Property & Evidence Officer - 1 1 1
Office Assistant 2 1 1 1
Total 13 14 14 14
Technical Support Services FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $815,874 $942,411 $797,637 $965,507 2.5% 51103 Part Time Employee Salaries 57,927 66,700 40,000 66,700 - 51104 Overtime Regular Employees 34,472 68,000 62,000 68,000 - 51201 Group Medical Insurance 141,272 180,893 119,651 180,520 -0.2% 51202 Medicare 12,973 14,632 11,566 14,967 2.3%
51204 401A Plan City 2,662 4,542 4,714 4,842 6.6%
51211 PERS Regular Contributions 76,738 85,478 72,306 85,158 -0.4% 51213 PERS Regular Net Pension Liab 89,807 - - - -
Total Salaries & Benefits $1,231,724 $1,362,656 $1,107,874 $1,385,694 1.7% 52101 Contract Services $49,109 $166,342 $165,000 $139,130 -16.4% 52103 Computer Contract Services 154,895 237,900 237,000 247,100 3.9% 52105 SBRPCA Communications 866,527 1,311,575 1,311,575 1,452,356 10.7% 52201 Departmental Supplies 10,182 8,720 8,700 11,550 32.5% 52203 Printing 8,918 16,100 16,000 16,100 -
52204 Postage 6,866 7,626 4,500 7,278 -4.6%
52205 Uniforms/Safety Equipment 5,358 6,700 5,500 7,200 7.5% 52301 Training, Conf & Meetings 6,788 6,150 7,000 8,800 43.1% 52307 Memberships & Dues - 195 195 220 12.8%
52801 Computers, Supplies & Software 7,937 8,500 8,500 9,500 11.8% 53101 Telephone 2,569 5,936 5,102 5,873 -1.1%
Total Materials & Services $1,119,150 $1,775,744 $1,769,072 $1,905,107 7.3% 54102 Warehouse Purchases $5,217 $4,500 $4,500 $4,800 6.7% 54104 Information Technology Allocation 80,112 105,820 105,820 128,339 21.3% Total Internal Services $85,329 $110,320 $110,320 $133,139 20.7% 61203 Computer Equipment & Software $51,225 $154,000 $205,789 $154,000 - Total Capital Projects & Equipment $51,225 $154,000 $205,789 $154,000 - Total Expenditures $2,487,428 $3,402,720 $3,193,055 $3,577,940 5.1% Source of Funds
General Fund $2,487,428 $3,402,720 $3,193,055 $3,577,940 5.1% Total Sources $2,487,428 $3,402,720 $3,193,055 $3,577,940 5.1% 213
The Community Affairs Section strengthens relations between the Police Department and the public, disseminates press releases, interfaces with the media, provides a variety of crime prevention and safety programs, manages the false alarm program, and coordinates volunteer activities. The Neighborhood Watch Program, Victim Assistance Team (VAT), and Volunteers in Policing (VIP) are three invaluable volunteer programs coordinated out of the Community Affairs Section.
Manhattan Beach’s Neighborhood Watch Program epitomizes the best in community policing. Citizen involvement is key to preserving and protecting the quality of life in Manhattan Beach, and the Neighborhood Watch Program allows the community to work together in partnership with the Police Department at achieving this important goal. The active participation of over 400 block captains in the Neighborhood Watch Program, coupled with neighborhood programs like National Night Out and Map Your Neighborhood, helps to maintain strong neighborhoods and improve quality of life in the community.
False burglary and robbery alarms are a daily occurrence, and Manhattan Beach police officers respond to over one thousand false alarm calls each year. Managed out of the Community Affairs Section since 2004, the False Alarm Reduction Program was created to proactively address the problem by educating alarm owners on the impact that false alarms have on public safety and implementing a fee schedule for repeated false alarms.
Since the inception of this program, false alarm occurrences have decreased by more than 50%. Present crime prevention and safety presentations to residents, businesses, and community groups. Create content for Police Department social media accounts; produce and distribute press releases and maintain contact with local press contacts.
Coordinate volunteer programs.
Support Neighborhood Watch activities.
Provide assistance and referrals to crime victims.
Reduce the incidence of false alarm activations through the False Alarm Reduction Program. Manage the Residential and Commercial Security Camera Registration Program; make registry available to officers and detectives.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Sergeant 1 1 1 1
Police Officer 1 1 1 1
Office Assistant 1 1 1 1
Total 3 3 3 3
214
Community Affairs FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $42,897 $55,325 - $47,111 -14.8% 51102 Sworn Employee Salaries 306,582 300,389 $281,879 288,283 -4.0% 51104 Overtime Regular Employees - 344 - 344 -
51105 Overtime Sworn Employees 6,526 22,110 18,000 22,200 0.4% 51201 Group Medical Insurance 59,643 67,693 37,798 62,211 -8.1% 51202 Medicare 4,572 5,158 4,087 4,863 -5.7%
51211 PERS Regular Contributions 4,149 5,035 - 4,155 -17.5% 51212 PERS Sworn Contributions 69,337 67,858 73,125 65,267 -3.8% 51213 PERS Regular Net Pension Liab 5,194 - - - -
51214 PERS Sworn Net Pension Liab 91,301 - - - -
Total Salaries & Benefits $590,202 $523,912 $414,889 $494,434 -5.6% 52101 Contract Services $3,036 $42,500 $42,500 $45,500 7.1% 52103 Computer Contract Services 5,641 5,900 5,500 - -100.0% 52201 Departmental Supplies 8,417 15,575 18,000 17,875 14.8% 52205 Uniforms/Safety Equipment 1,608 2,900 2,900 3,200 10.3% 52301 Training, Conf & Meetings 985 8,850 8,500 9,750 10.2% 52307 Memberships & Dues 550 595 550 595 -
53101 Telephone 287 1,403 1,105 1,249 -11.0%
Total Materials & Services $20,523 $77,723 $79,055 $78,169 0.6% 54104 Information Technology Allocation $18,336 $22,502 $22,502 $27,369 21.6% Total Internal Services $18,336 $22,502 $22,502 $27,369 21.6% Total Expenditures $629,061 $624,137 $516,446 $599,972 (3.9%) Source of Funds
General Fund $629,061 $624,137 $516,446 $599,972 -3.9%
Total Sources $629,061 $624,137 $516,446 $599,972 (3.9%) 215
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The Traffic Section is responsible for the enforcement of State and local traffic laws, the investigation of traffic collisions, and traffic control management within the City of Manhattan Beach. It also performs directed traffic enforcement in identified areas of concern. Using directed enforcement details, DUI checkpoints, commercial enforcement, and traffic data surveys, officers can address these issues identified as potential problems that could negatively impact the community.
Manhattan Beach is host to many special events, including Six Man Volleyball Tournament, Manhattan Beach Open, Holiday Fireworks and Pier Lighting, Hometown Fair, Pumpkin Race, Tour de Pier and many more.
Special events deployment is overseen by the Traffic Sergeant and Traffic Lieutenant.Special events operational plans are reviewed annually to ensure the safety of residents and visitors.
The Traffic Section maintains communication with the community through the Area Traffic Officer Program and attendance at community meetings. The Area Traffic Officer Program divides the City into four beats, assigning a traffic officer to each beat. Citizens and local businesses are provided with the officer's name and contact number for their area. This gives citizens direct contact with a traffic officer who will address their concerns.
In partnership with the City Traffic Engineer and other City staff, the Traffic Section analyzes traffic patterns within the City and works to minimize traffic problems. This includes exploring traffic calming measures and working to reduce traffic collisions by ensuring the safe movement of vehicles and pedestrians throughout the City. The use of speed trailers, message boards, and patrols provide motorists with added awareness of traffic laws. When deployed in areas identified as having frequent traffic violations or collisions, these traffic calming measures can help to change motorist behavior and encourage safe driving habits. 217
Promote traffic safety through enforcement and
education.
Increase officer availability and efficiency with the deployment of speed radar trailers and pole-mounted
speed radars.
Work with other City departments to ensure effective
traffic management and pedestrian movement,
including safe movement of vehicles and pedestrians
around schools, bike path, Strand and Pier.
Utilize traffic calming measures, proactive
enforcement, and education to reduce the number of
traffic collisions.
Identify issues and communicate with the public
regarding traffic concerns.
Manage special events deployment and operational
plans.
Enhance DUI education and enforcement efforts.
Provide the Crossing Guard Program (budgeted in Contract Services, object 52101). Manage safety and security at special events, including contracting with a private security service vendor to provide unarmed guard services to augment police staffing at special events (object 52101).
Traffic and congestion continue to be a concern of residents. MBPD’s traffic officers are dedicated to addressing these, as well as neighborhood concerns such as speeding in residential areas, e-bikes, and the Sepulveda corridor. They also focus their efforts on high accident locations, pedestrian safety, safety around the schools, and removing impaired drivers from our roadways.
The FY 2022-2023 budget includes funding for contracted Crossing Guard services (object 52101), which provides safe passage for children at 26 locations throughout the City, including two new locations approved by Council in FY 2019-2020. It also includes private security services, which are brought in to augment public safety staffing for special events and crowded beach days and to aid the Department is managing the traffic control, crowd control, and perimeter security.
The FY 2022-2023 budget also includes $55,000 funding for special event barrier rentals (object 52101), which covers nine of the City’s largest and most populated special events. It also includes $14,000 for four pole- mounted speed radar signs (object 52201) - one unit will replace a damaged unit and three will be net-new.
The pole-mounted signs will be deployed at locations jointly determined by the Police Department and the Traffic Engineer.
In FY 2021-2022, the Police Department was successful in obtaining a $60,000 grant from the California Office of Traffic Safety to enhance DUI enforcement efforts. The Police Department is again seeking grant funding to augment DUI enforcement efforts in FY 2022-2023.
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700 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Lieutenant 1 1 1 1
Sergeant 1 1 1 1
Police Officer 5 5 5 5
Total 7 7 7 7
Traffic Safety FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51102 Sworn Employee Salaries $1,112,823 $1,092,673 $955,849 $1,023,764 -6.3% 51103 Part Time Employee Salaries 5,826 9,000 9,000 10,850 20.6% 51105 Overtime Sworn Employees 130,392 139,100 105,000 135,600 -2.5% 51201 Group Medical Insurance 106,658 122,006 66,295 120,569 -1.2% 51202 Medicare 12,832 12,905 10,337 15,002 16.2%
51212 PERS Sworn Contributions 245,715 244,645 218,882 222,853 -8.9% 51214 PERS Sworn Net Pension Liab 345,171 - - - -
Total Salaries & Benefits $1,959,418 $1,620,329 $1,365,363 $1,528,638 -5.7% 52101 Contract Services $480,007 $762,786 $760,000 $843,500 10.6% 52201 Departmental Supplies 8,447 9,350 9,200 23,700 153.5% 52205 Uniforms/Safety Equipment 5,818 12,090 12,000 14,050 16.2% 52301 Training, Conf & Meetings 197 2,600 2,600 2,800 7.7% 52307 Memberships & Dues - 75 75 75 -
53101 Telephone 164 803 633 715 -11.0%
Total Materials & Services $494,635 $787,704 $784,508 $884,840 12.3% 54104 Information Technology Allocation $43,152 $52,910 $52,910 $63,985 20.9% 54106 Fleet Rental Allocation - 55,750 55,750 33,400 -40.1% 54107 Fleet Maintenance Allocation - 93,215 93,215 104,128 11.7% Total Internal Services $43,152 $201,875 $201,875 $201,513 -0.2% Total Expenditures $2,497,204 $2,609,908 $2,351,746 $2,614,991 0.2% Source of Funds
General Fund $2,497,204 $2,609,908 $2,351,746 $2,614,991 0.2% Total Sources $2,497,204 $2,609,908 $2,351,746 $2,614,991 0.2% 219
220
Parking Enforcement duties are provided by Community Services Officers and include enforcing local and State parking regulations, providing traffic control at traffic collisions and crime scenes, participating in parking utilization surveys, assisting at DUI checkpoints, and enforcing municipal code violations (e.g. illegal dumping of debris into the storm drain system, construction site violations, leaf-blower violations, Strand/bike path violations, etc.).
Community Services Officers respond to parking complaints and calls for service, and are proactive in the implementation of new programs, which address community parking concerns, including providing special parking enforcement patrols when needs are identified. During special events and summer weekends, Community Services Officers help with traffic and parking management by overseeing street closures, directing pedestrians at intersections, and educating event participants of local parking laws.
Community Services Officers also work in partnership with other City departments to ensure efficient parking management. This includes meeting regularly with the Community Development Department, general contractors, and sub-contractors to address construction parking issues. They conduct joint code enforcement inspections, provide input to special event coordinators for parking management, and assist in enforcement of environmental laws.
Provide consistent and efficient enforcement of parking laws and ordinances, and ongoing education to the public regarding parking restrictions.
Promptly identify and address parking concerns.
Be responsive to the parking needs of residents and businesses. Work with other City departments to ensure effective parking management. Encourage safe parking habits and safe movement of vehicles in and around school zones, bike path, Strand and Pier.
Assist police officers, traffic officers, and other departments with the management of special events/details.
Ensure compliance of parking regulations to promote turnover, maintain quality of life, and provide a safe environment for residents and visitors.
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Enhance enforcement of community priorities.
Maintain a cadre of part-time seasonal Community Service Officers to augment staffing during special events and busy summer weekends (budgeted in 51103).
Our Community Service Officers (CSOs) promote quality of life in the City through effective enforcement of parking laws and regulations, ensuring safe and efficient flow of traffic, emergency access, and turnover of parking spaces, both in residential and commercial areas. The Police Department utilizes the services of up to 15 part-time CSOs to be able to augment staffing during special events and busy summer weekends (object 51103).
Over time, Community Services Officers have been tasked with more duties to assist police officers and fire personnel to increase their availability for calls for service. They are also tasked with education and enforcement of many municipal code violations, including leaf blowers, oversized vehicles, Strand/bike path enforcement, sidewalk parking, smoking violations, etc. In FY 2021-2022, two vacant Community Service Officer positions were eliminated to offset two new Code Enforcement Officers in Community Development.
One additional Community Services Officer position was eliminated due to Early Retirement Incentive.
The FY 2022-2023 budget includes $200,000 for contracted supplemental parking enforcement services (object 52101) to aid in providing meter enforcement and street sweeping enforcement. This will allow CSOs to focus their time on more critical public safety and quality of life issues. This expenditure is fully offset by parking citation revenue.
8,200 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Sergeant 1 1 1 1
Community Services Officer 12 12 9 9
Park Services Enforcement Officer 1 1 1 1
Office Assistant 1 1 1 1
Total 15 15 12 12
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Parking Enforcement FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $816,494 $725,363 $571,537 $722,137 -0.4% 51102 Sworn Employee Salaries 174,231 170,602 177,794 176,474 3.4% 51103 Part Time Employee Salaries 177,860 248,000 240,000 240,000 -3.2% 51104 Overtime Regular Employees 60,787 66,230 65,000 65,820 -0.6% 51105 Overtime Sworn Employees 1,264 3,660 1,200 3,660 - 51201 Group Medical Insurance 181,430 177,480 125,985 190,688 7.4% 51202 Medicare 14,567 15,609 11,232 15,495 -0.7%
51211 PERS Regular Contributions 75,730 65,537 51,636 63,695 -2.8% 51212 PERS Sworn Contributions 39,433 38,539 40,507 39,954 3.7% 51213 PERS Regular Net Pension Liab 93,960 - - - -
51214 PERS Sworn Net Pension Liab 51,232 - - - -
51232 Workers Compensation 6,240 - - - -
Total Salaries & Benefits $1,693,228 $1,511,020 $1,284,891 $1,517,923 0.5% 52101 Contract Services $5,374 $7,300 $14,000 $207,300 2739.7% 52103 Computer Contract Services 36,021 24,160 26,000 26,800 10.9% 52201 Departmental Supplies 6,377 6,220 5,000 6,220 -
52205 Uniforms/Safety Equipment 8,261 11,450 9,000 10,000 -12.7% 52301 Training, Conf & Meetings 465 1,750 800 2,750 57.1% 53101 Telephone 2,933 4,219 4,083 4,372 3.6%
Total Materials & Services $59,430 $55,099 $58,883 $257,442 367.2% 54104 Information Technology Allocation $92,232 $90,616 $90,616 $109,846 21.2% 54105 Insurance Allocation 19,320 - - - -
54106 Fleet Rental Allocation - 29,070 29,070 25,150 -13.5% 54107 Fleet Maintenance Allocation - 43,292 43,292 47,174 9.0% Total Internal Services $111,552 $162,978 $162,978 $182,170 11.8% Total Operating Expenditures $1,864,210 $1,729,097 $1,506,752 $1,957,535 13.2% Source of Funds
General Fund $1,864,210 $1,729,097 $1,506,752 $1,957,535 13.2% Total Sources $1,864,210 $1,729,097 $1,506,752 $1,957,535 13.2% 223
Animal Control Officers are responsible for handling animal welfare incidents, facilitating veterinary care for injured animals, and providing for the safe return of lost animals to their owners. All lost and stray domesticated animals taken into custody are checked for identifying implanted chips; every effort is made to return animals to their owners. Animal Control Officers also educate pet owners about the enforcement of municipal code ordinances related to dogs-at-large, animal bites, dog licensing, barking dogs, and leash laws.
Animal sheltering and disposition are provided by the Society for the Prevention of Cruelty to Animals Los Angeles (SPCA- LA), an independent, nonprofit animal welfare organization with a primary shelter location in Hawthorne, California (budgeted in object 52101). Animals whose owners cannot be located are taken to the SPCA-LA, which shelters the stray animals and makes every effort to find adoptive families.
Deceased animals found on roadways or along the beach, or deceased pets of residents, are brought to SPCA-LA for
disposition.
Self-initiated contacts with the public are a common practice throughout a shift. This interaction with residents and visitors helps with the education of local animal control regulations.
Officers also conduct frequent checks at our dog runs, present educational seminars, assist the Finance Department with maintaining current dog licensing information, and participate in community special events to promote awareness of animal safety.
Identify issues and communicate with the public
regarding animal concerns.
Continually offer animal control training classes and informational bulletins for officers.
Provide pet education, conduct directed enforcement,
and dog bite investigations.
Manage the Lost and Found Pet webpage on the City website to facilitate the safe return of pets to their owners.
Communicate with the public regarding animal laws and issues. 224
Animal Control Officers regularly attend training classes which keep them informed about current animal control laws and regulations, techniques on how to pick up loose animals and control an aggressive animal, the proper transportation methods for injured animals, the care and feeding of the animals in their care, and the maintenance of a clean and healthy kennel. Manhattan Beach Animal Control Officers also coordinate with other state, municipal, and private animal welfare agencies to remain current on new laws, regulations, and animal health issues. They also conduct animal welfare and abuse investigations.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Community Services Officer 3 3 3 3
Total 3 3 3 3
Animal Control FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $175,930 $196,833 $168,738 $203,397 3.3% 51104 Overtime Regular Employees 61,243 27,000 72,000 27,000 - 51201 Group Medical Insurance 26,496 42,042 24,846 46,280 10.1% 51202 Medicare 3,281 2,854 3,309 2,949 3.3%
51211 PERS Regular Contributions 14,870 17,912 13,706 17,940 0.2% 51213 PERS Regular Net Pension Liab 21,853 - - - -
51232 Workers Compensation 6,240 - - - -
Total Salaries & Benefits $309,914 $286,641 $282,599 $297,566 3.8% 52101 Contract Services $9,249 $16,150 $14,000 $16,150 - 52201 Departmental Supplies 1,182 2,900 2,800 2,900 -
52205 Uniforms/Safety Equipment 1,259 1,800 1,600 1,800 - 52301 Training, Conf & Meetings - 2,750 2,000 2,850 3.6% Total Materials & Services $11,689 $23,600 $20,400 $23,700 0.4% 54105 Insurance Allocation $19,320 $540 $540 - -100.0% 54106 Fleet Rental Allocation - 10,380 10,380 13,590 30.9% 54107 Fleet Maintenance Allocation - 24,343 24,343 26,527 9.0% Total Internal Services $19,320 $35,263 $35,263 $40,117 13.8% Total Operating Expenditures $340,923 $345,504 $338,262 $361,383 4.6% Source of Funds
General Fund $340,923 $345,504 $338,262 $361,383 4.6%
Total Sources $340,923 $345,504 $338,262 $361,383 4.6%
225
The Manhattan Beach Police Department jail is a short-term, Type 1 facility mainly used for housing arrestees awaiting arraignment in court, after which, arrestees are either transferred to L.A. County jail or released on bail, bond, or their own recognizance.
Jailers are on duty 24 hours a day and are assigned duties to provide for the booking, housing, and welfare of inmates. In cases where prisoners have not posted bail or bond, jailers transport prisoners to court for arraignment proceedings.
Comply with all State and County jail regulations.
Provide on-going professional training to all jail staff. Provide safe housing for inmates.
Each year, various agencies such as the Los Angeles County Grand Jury and the County Board of Health conduct jail inspections in line with Title 15 jail standards. In addition, staff conducts regular safety inspections of the jail to ensure equipment and maintenance issues are up to date and meet safety regulations. Jail management’s goal is to provide adequate care and custody of inmates in the jail facility and provide staff with the necessary training and resources to safely carry out those duties. We continue to meet and exceed all criteria of state and regional jail safety inspections, and conduct our own monthly in-house jail safety inspections to ensure safe housing of our inmates and safety of our jailers.
The Manhattan Beach Police Department is required by state and federal law to provide medical services to arrestees known to have, or declaring, medical issues or injuries prior to booking and housing them in our jail.
Additionally, the Department routinely requires medical services in the form of blood draws for those arrested for DUI or under the influence of controlled substance. Prior to FY 2018-2019, arrestees requiring pre-booking medical clearance, medical care, or blood draws were transported by one or two patrol officers (based on the nature of the arrest) to local urgent care or hospitals. Costs associated with these treatments are borne by the Police Department (Contract Services, object 52101).
A local hospital medical release takes one and a half hours or more of the patrol officer’s time per arrestee, which includes transporting the arrestee to the medical facility, waiting for available medical personnel, standing by during the necessary treatment and tests, and transporting the arrestee back to the City Jail. In FY 2018-2019, the Police Department entered into an agreement with a vendor to provide on-site non-emergency medical services. Upon verbal request, on-call medical professionals come to the City’s jail within 30 minutes.
The vendor provides all necessary equipment and supplies to perform required medical services in a private room located in the jail. The medical exam room meets all medical, County Health Department, and Board of State and Community Corrections requirements for these types of services. Patrol officers are able to transfer the care of an arrestee to the jail staff at the time of booking and immediately return to the field. The usage of these services in the City’s jail has provided a more efficient and effective means of providing medical treatment to arrestees. It has also provided a more secure environment to conduct medical exams and has 226
significantly reduced the amount of time patrol officers are removed from patrol duties to obtain medical clearances.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Police Services Officer 6 6 6 6
Total 6 6 6 6
Jail Operations FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $473,465 $454,767 $565,393 $465,059 2.3% 51104 Overtime Regular Employees 31,389 57,000 35,000 57,000 - 51201 Group Medical Insurance 78,821 77,898 74,066 76,730 -1.5% 51202 Medicare 6,089 5,523 8,198 5,636 2.0%
51211 PERS Regular Contributions 45,105 40,712 47,646 41,018 0.8% 51213 PERS Regular Net Pension Liab 46,685 - - - -
Total Salaries & Benefits $681,554 $635,900 $730,303 $645,443 1.5% 52101 Contract Services $65,626 $73,950 $70,000 $89,800 21.4% 52201 Departmental Supplies 10,376 18,100 14,000 18,500 2.2% 52205 Uniforms/Safety Equipment 3,028 4,600 4,500 4,700 2.2% 53101 Telephone 329 1,607 1,266 1,430 -11.0%
Total Materials & Services $79,359 $98,257 $89,766 $114,430 16.5% 54104 Information Technology Allocation $36,948 $45,308 $45,308 $63,985 41.2% Total Internal Services $36,948 $45,308 $45,308 $63,985 41.2% Total Operating Expenditures $797,861 $779,465 $865,377 $823,858 5.7% Source of Funds
General Fund $797,861 $779,465 $865,377 $823,858 5.7%
Total Sources $797,861 $779,465 $865,377 $823,858 5.7%
227
The Asset Forfeiture fund has been established in accordance with Federal and State requirements to account for revenues derived from monies and property seized in drug-related incidents. The primary purpose of narcotics asset forfeiture is to deter drug-related crimes by depriving criminals of the profits and proceeds acquired through illegal drug transactions. The forfeiture laws are intended to be harsh on those individuals distributing drugs and are designed to enhance the enforcement revenues provided to Federal, State, and municipal agencies.
Proceeds from asset forfeitures are designed to provide law enforcement with equipment and resources to supplement but not supplant the Department's normal operating budget. Asset Forfeiture funds can be used in support of front-line law enforcement purposes, as approved by the Chief of Police.
The Police Department also receives monies through the California Supplemental Law Enforcement Services (SLES) Fund. These funds are designed to supplement, but not supplant, the Police Department operating budget.
Fund new equipment and resources to enhance front-line law enforcement, as afforded by State and Federal Asset Forfeiture laws and the granting agencies.
The Police Department continually seeks grant funding to augment the delivery of police services without impacting the General Fund. In the past year, the Police Department has been successful in receiving several grants to enhance services in the area of mental health and crisis response, homelessness, DUI enforcement and education, and alcoholic beverage control, as well as funding to purchase safety gear and equipment for front line law enforcement.
228
Asset Forfeiture/Grants FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51105 Overtime Sworn Employees 58,726 $57,000 $60,000 $61,750 8.3% 51201 Group Medical Insurance 4,390 - $4,825 - -
51202 Medicare 849 - $948 - -
Total Salaries & Benefits $63,965 $57,000 $65,773 $61,750 8.3% 52101 Contract Services $98,490 $20,000 $42,000 $20,000 - 52201 Departmental Supplies 196,182 129,500 167,407 126,000 -2.7% 52205 Uniforms/Safety Equipment - 27,000 27,000 27,000 - 52301 Training, Conf & Meetings - 10,000 8,000 8,000 -20.0% 52801 Computers, Supplies & Software - 20,000 18,000 20,000 - Total Materials & Services $294,672 $206,500 $262,407 $201,000 -2.7% Total Expenditures $358,637 $263,500 $328,180 $262,750 (0.3%) Source of Funds
Asset Forfeiture Fund $167,437 $108,500 $135,773 $107,750 -0.7% Police Safety Grants Fund 191,200 155,000 192,407 155,000 - Total Sources $358,637 $263,500 $328,180 $262,750 (0.3%) 229
230
FIRE
231
232
FIRE DEPARTMENT
FIRE CHIEF
ADMINISTRATION COMMUNITY
RISK REDUCTION
FIRE
OPERATIONS
EMERGENCY
MEDICAL
SERVICES
SUPPORT
SERVICES
Budget
Capital
Improvements
Personnel
Public
Information
Health & Safety
Policy
Contract
Services
Performance
Measures
Project
Management &
Oversight
CAD Software
Emergency
Dispatch
Notification
Inoperability
Fire
Inspections
Plan Checks
Operational
Permits
Special Events
Motion Picture
Productions
New
Construction
Code
Enforcement
Fire
Suppression
Training
Special
Operations
Policy and
Procedures
Operations
Committee
Wild Land
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Aid
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Recruiting and
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Basic Life
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Regulation
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CERT/MYN
Emergency
Management
Coordinator
Public Education
Planning
Records
Management
GIS Mapping
Station Alert
Systems
233
3 4 6 7
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $23,141,999 $5,507,145 $8,334,224 $5,532,743 Prevention 583,816 801,096 707,338 809,337 Fire Operations 7,974,168 6,752,774 7,130,056 6,906,570 Emergency Medical Services 2,669,033 2,290,302 2,313,939 2,303,025 Support Services 416,749 505,221 464,271 471,723 Total $34,785,764 $15,856,538 $18,949,828 $16,023,398
Full-Time Positions 31.2 32.2 33.2 34.2
FIRE DEPARTMENT
Administration 35%
Prevention 5%
Fire Operations
43%
Emergency Medical
Services 14%
Support Services
3%
FY 2022-23
Department Expenditure by Program
234
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $32,067,079 $11,791,983 $12,139,889 $10,947,774 Materials & Services 1,552,045 1,320,383 1,370,166 1,647,355 Capital Outlay 84,915 41,500 2,081,122 48,500 Debt Service 499,533 1,598,132 2,253,411 2,015,009 Interfund Transfers 582,192 1,104,540 1,105,240 1,364,760 Total $34,785,764 $15,856,538 $18,949,828 $16,023,398
FIRE DEPARTMENT
Salaries & Benefits
68%
Materials &
Services 10%
Capital Outlay 0%
Debt Service 13%
Interfund Transfers
9%
FY 2022-23
Department Expenditure by Category
235
236
The mission of the Manhattan Beach Fire Department is to preserve life, property, and the environment through decisive action, strong leadership, teamwork, and dedicated community partnerships. The purpose statement for the Department is “Always here, serving our community as family”.
The Fire Department’s area of responsibilities include fire suppression, emergency medical services, emergency
preparedness, fire prevention, plan checks, permits and code enforcement, fire investigation, Emergency preparedness, and public education. These services are provided through the following department divisions:
Administration
Community Risk Reduction (formally Prevention)
Fire Operations
Emergency Medical Services
Support Services
The Fire Department provides local, regional, and state level leadership through participation in various organizations and committees. This includes participation in the California Fire Chiefs Association, Los Angeles Area Fire Chiefs, South Bay Area Fire Chiefs, League of California Cities, Los Angeles Area Fire Marshals, Southern Division of the Fire Prevention Officers, Los Angeles Area G Operations and Training Committees, Area G and Los Angeles County Emergency Managers group, and many more. Received a “No Actions Required” audit for our paramedic program from Los Angeles County Emergency Medical Services Agency.
Maintained the Class 2 Public Protection Classification from the Office of Insurance Services for fire protection.
Hired a Fire Battalion Chief, full-time Fire Inspector, and three Firefighter Paramedics Finalized order of new fire engine.
Ocean Rescue – Firefighters conducted multiple drills with our LA County Lifeguards to better prepare our personnel and Rescue Swimmers to respond to distressed or missing swimmer incidents. Wildland Refresher Training (RT-130) – South Bay Fire Departments participated in an operational area drill that simulated a wildland fire in the hills of Torrance and Palos Verdes.
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Fire Administration’s function is to assist Department Divisions achieve their respective budgeted objectives.
The Fire Chief manages the Administrative Division and is responsible for providing leadership and support to all staff and personnel. This is accomplished through personnel support services, staff training and development, procurement, budgetary control, information and data management, strategic planning, supporting volunteer programs, and emergency management of major local and regional incidents.
Annual priorities are established in conjunction with the City Manager’s office in order to maximize operational efficiencies. Fire Administration works closely with the Finance Department to minimize any fiscal impact to the community while simultaneously improving community services. The Fire Department continues to be the lead Department for emergency response training, including the federally mandated National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS) training. Our Emergency Operations Center procedures will continue to be improved and updated.
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Serve as the Fire Department lead in the development and implementation of the Computer Aided Dispatch (CAD) build through Regional Communication Center Enhance data collection methodologies to identify emergency service improvement opportunities Provide leadership and direction to Battalion Chiefs, Fire Captains, and Fire Personnel Improve cooperative interaction with other City departments and existing agreements Provide services that continue to reduce community risk for both fire and medical emergencies Provide peer support offering professional clinician services catering to mental health needs resulting from exposure to traumatic or stressful events
Upgrade Mobile Data Computer hardware to improve connectivity with the regional dispatch center Partner with surrounding agencies to study opportunities to provide better customer service to South Bay cities
Manhattan Beach Fire Department is working closely with our regional partners to develop the future CAD and regionalize through Alert Southbay
Implemented Everbridge Mass Notification System for emergency announcements and public notifications
Continued to monitor COVID-19 mandates and vaccine requirements Continued to refine Cloud based Kronos (Telestaff), providing effective and efficient computer staffing ability
Explored potential improvements to Emergency Reporting Record Management System (RMS) for continued organizational efficiency and effectiveness
Pursued transition to a digital platform for provision of departmental policies and procedures In terms of staffing, in FY 2021-2022 at the mid-year budget review, the City Council approved a new Administrative Analyst position for the Division.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Fire Chief 1 1 1 1
Administrative Analyst - - - 1
Emergency Preparedness Administrator - - - 1
Executive Assistant 1 1 1 1
Technology Specialist 0.2 0.2 0.2 0.2
Total 2.2 2.2 2.2 4.2
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Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $109,785 $88,435 $76,618 $274,895 210.8% 51102 Sworn Employee Salaries 16,524 226,436 272,441 263,005 16.1% 51103 Part Time Employee Salaries 215,423 46,662 46,662 3,600 -92.3% 51104 Overtime Regular Employees 7,895 1,000 22,000 5,000 400.0% 51105 Overtime Sworn Employees - 88,560 88,560 88,560 - 51201 Group Medical Insurance 17,418 34,323 45,504 75,319 119.4% 51202 Medicare 4,194 4,925 5,061 7,852 59.4%
51204 401A Plan City 186 5,641 5,840 11,028 95.5%
51211 PERS Regular Contributions 9,034 8,048 13,580 24,246 201.3% 51212 PERS Sworn Contributions 1,835 46,525 61,043 54,390 16.9% 51213 PERS Regular Net Pension Liab 177,002 - - - - 51214 PERS Sworn Net Pension Liab 19,809,096 - - - - 51219 PERS Suppl Retire Pymt (415) 8,795 8,590 8,590 8,590 - 51231 Unemployment 420 - - - -
51232 Workers Compensation 1,519,680 2,449,080 2,449,080 1,593,600 -34.9% Total Salaries & Benefits $21,897,288 $3,008,225 $3,094,979 $2,410,085 -19.9% 52101 Contract Services $62,643 $68,129 $68,129 $90,312 32.6% 52103 Computer Contract Services 22,611 19,820 19,820 28,320 42.9% 52105 SBRPCA Communications 286,188 387,192 387,192 434,118 12.1% 52106 Physical/Psychological Exams 500 880 2,000 1,600 81.8% 52108 Background Investigations - 864 864 1,728 100.0% 52201 Departmental Supplies 5,604 5,000 6,200 7,000 40.0% 52202 Office Supplies 2,228 3,000 3,000 3,400 13.3%
52205 Uniforms/Safety Equipment 3,471 3,100 3,100 6,100 96.8% 52301 Training, Conf & Meetings - 4,600 4,600 11,700 154.3% 52304 Employee Awards & Events 1,100 2,000 2,000 4,000 100.0% 52305 Recruitment Costs 530 - - - -
52307 Memberships & Dues 1,980 2,800 2,800 3,525 25.9%
52801 Computers, Supplies & Software 10,145 - - - - 53101 Telephone 1,987 3,474 3,194 3,420 -1.6%
53103 Natural Gas 9,332 6,736 8,520 10,565 56.8%
Total Materials & Services $383,245 $492,585 $494,905 $584,278 18.6% 54102 Warehouse Purchases $179 - $100 - -
54104 Information Technology Allocation 35,544 $36,794 $36,794 $56,218 52.8% 54105 Insurance Allocation 78,360 174,000 174,000 236,940 36.2% 54106 Fleet Rental Allocation - - - 8,950 -
54108 Building & Ops Allocation 154,009 182,399 182,399 195,253 7.0% Total Internal Services $114,083 $210,794 $210,894 $302,108 43.3% Total Operating Expenditures $22,573,700 $3,909,013 $3,999,691 $3,513,234 (10.1%) 240
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 61201 Furniture & Fixtures - - - $4,500 -
62201 Building & Facility Improv $68,766 - $2,081,122 - - Total Capital Projects & Equipment $68,766 - $2,081,122 $4,500 - 71101 Bond Principal $265,000 $272,500 $582,500 $405,000 48.6% 71102 Bond Interest 119,781 111,719 251,719 379,307 239.5% 71103 Bond Administration Fee 900 900 900 900 -
71104 Bond Delivery Cost 113,851 - 204,643 - -
71107 POB Miscellaneous Principal - 5,473 5,837 18,478 237.6% 71108 POB Miscellaneous Interest - 4,080 4,352 11,078 171.5% 71109 POB Safety Principal - 690,000 690,000 750,000 8.7% 71110 POB Safety Interest - 513,460 513,460 450,246 -12.3% Total Debt Service $499,533 $1,598,132 $2,253,411 $2,015,009 26.1% Total Expenditures $23,141,999 $5,507,145 $8,334,224 $5,532,743 0.5% Source of Funds
General Fund $22,687,551 $5,122,026 $5,213,340 $4,747,536 -7.3% Capital Improvement 454,447 385,119 849,725 785,207 103.9% Capital Improvement - - 2,271,159 - -
Total Sources $23,141,999 $5,507,145 $8,334,224 $5,532,743 0.5% 241
242
The Fire Operations Division safeguards Manhattan Beach citizens and visitors by continuously improving and preparing personnel to respond to all emergencies. Emergency response includes fire suppression, medical emergencies, vehicle accidents and other incident types such as physical entrapments, hazardous conditions, requests for auto/mutual aid, including deployments to wildland fires across Southern California. In Calendar year 2021, Manhattan Beach Firefighters received 3481 incident alarms for service.
The Division continues to develop a highly skilled, accountable and resilient workforce through comprehensive training and professional development. These programs include specialty, technical and leadership based training which supports the needs of the organization by maximizing operational efficiency and improving quality of service and response to our community. Cumulatively, Fire personnel completed more than 5384 hours of training and professional development.
Three new Firefighter Paramedics were hired; conducted live fire training to hone their skills at Culver City facility
Collaborated with the City of El Segundo for training drills involving unconscious victims with potential electrical burns in a confined space area
243
Maintain a high level of operational readiness through enhanced training and development that will ensure prompt and effective emergency response to all emergencies. Continue to improve on the automatic/mutual aid agreements with adjacent cities. Meet or exceed adopted response standards for first arriving suppression unit to a fire call. Meet or exceed adopted response standards for first arriving Paramedic to a medical emergency. Ensure reliability and maintenance of all emergency vehicles and equipment. Continue to meet the training standards of NFPA 1033 for Fire Investigators, ensuring high quality investigations
Interoperability Network of the South Bay – MBFD continues to work with Area G partners to develop, implement and train on new policy and procedures for operational utilization. Historically, resources operated on one radio channel to manage all incidents (fires, hazardous materials, traffic accident, etc.) Today resources are assigned four channels for each incident greatly improving communications and firefighter safety
Expanded access to Area G services by executing shared resources agreement with City of Torrance
244
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Fire Battalion Chief 1 1 1 1
Fire Captain/Paramedic 6 6 6 6
Fire Engineer/Paramedic 6 6 6 6
Firefighter/Paramedic 6 6 6 6
Total 19 19 19 19
Fire Operations FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51102 Sworn Employee Salaries $3,134,555 $3,155,911 $3,288,850 $3,097,520 -1.9% 51105 Overtime Sworn Employees 1,738,360 1,445,888 1,736,000 1,445,888 - 51106 Overtime Mutual Aid 570,950 169,344 100,000 169,344 - 51107 Overtime Special Events 2,044 25,800 15,000 47,812 85.3% 51109 OT Training & Special Detail 46,104 140,784 140,784 140,784 - 51201 Group Medical Insurance 426,551 425,107 380,317 409,975 -3.6% 51202 Medicare 73,764 45,761 68,664 44,914 -1.9%
51212 PERS Sworn Contributions 655,902 648,971 678,474 633,609 -2.4% 51214 PERS Sworn Net Pension Liab 755,709 - - - -
Total Salaries & Benefits $7,403,938 $6,057,566 $6,408,089 $5,989,846 -1.1% 52101 Contract Services $10,588 $20,574 $20,574 $55,449 169.5% 52109 Automotive Repair Services 139,893 85,000 85,000 100,000 17.6% 52201 Departmental Supplies 33,783 30,000 40,000 39,395 31.3% 52203 Printing 390 280 280 400 42.9%
52204 Postage 164 182 180 174 -4.4%
52205 Uniforms/Safety Equipment 44,332 45,800 60,000 70,280 53.4% 52207 Tools & Minor Equipment 4,520 - - 7,900 -
52301 Training, Conf & Meetings 17,989 32,000 25,000 49,600 55.0% 52308 Reference Books & Periodicals 364 - - 500 -
53101 Telephone 8,262 10,109 10,217 11,188 10.7%
53102 Electricity 72,256 71,220 80,452 82,866 16.4%
53103 Natural Gas 2,414 1,832 1,577 1,955 6.7%
53104 Water 6,232 6,974 7,450 6,543 -6.2%
Total Materials & Services $341,186 $303,971 $330,730 $426,250 40.2% 54102 Warehouse Purchases $3,195 $4,600 $4,600 $5,800 26.1% 54104 Information Technology Allocation 210,708 217,112 217,112 254,829 17.4% 54106 Fleet Rental Allocation - 146,340 146,340 204,580 39.8% 54107 Fleet Maintenance Allocation - 23,185 23,185 25,265 9.0% Total Internal Services $213,903 $391,237 $391,237 $490,474 25.4% Total Operating Expenditures $7,959,027 $6,752,774 $7,130,056 $6,906,570 2.3% 61301 Machinery $15,141 - - - -
Total Capital Projects & Equipment $15,141 - - - -
Total Expenditures $7,974,168 $6,752,774 $7,130,056 $6,906,570 2.3% Source of Funds
General Fund $7,974,168 $6,752,774 $7,130,056 $6,906,570 2.3% Total Sources $7,974,168 $6,752,774 $7,130,056 $6,906,570 2.3% 245
246
The main function of Community Risk Reduction is to provide for public safety through the application of laws and regulations related to fire prevention, life safety, fire protection systems, building construction and protection. Our role is accomplished by performing annual business inspections, plan checks, construction inspections, state mandated inspections, Fire Code-required inspections and all manner of public safety requirements. For everything from special effects for film and television to large special events such as the Holiday Fireworks Show, Community Risk Reduction is here to ensure a safe environment to live, work, and play.
The Manhattan Beach Studios Media Campus (MBSMC) operates fourteen sound stages, a mill and other supporting infrastructure in the City of Manhattan Beach. The motion picture industry has a constant impact on the Community Risk Reduction Division due to tenant turnover and the unique character of the film business.
Community Risk Reduction staff, in partnership with MBSMC employees, work closely with production companies on a daily basis to ensure that even the most unbelievable special effects are safe and compliant with Fire and Public Safety Codes and watched over by Fire Safety Officers when needed.
Throughout 2021, Community Risk Reduction continued to adapt to the shifting environment brought about by the COVID-19 pandemic. Business Life/Safety inspections, State-Mandated inspections, and California Fire Code-required inspections were halted until policies and safety measures could be put into place. The 247
implementation of the revised fee schedule
slated to begin in February 2021 was delayed
until November 2021 for State-Mandated and
California Fire Code-required inspections, and
the Annual Business Life/Safety inspection
fees were on hold until rollout in January 2022.
Despite this turbulence, construction projects
requiring a fire inspection were given priority
and performed immediately by our full-time
Fire Inspector. State-Mandated inspections
and Operational Permit-required inspections
resumed, reflecting Community Risk
Reduction’s determination to operate at peak
efficiency while providing essential services to
members of our community. Our Divisions also
hosted the Manhattan Beach 2nd Grade Fire Escape Plan Contest to spread awareness of fire safety in our local community. Winners of the contest became honorary Fire Captain’s for a morning and rode in the fire engine to school.
Continue to refine implementation of new paperless Fire inspection software Complete all State-Mandated and Operational Permit Required inspections In conjunction with Finance, implement revised fee schedule and processing plan Implement new electronic plan submittal and review process for construction
The Community Risk Reduction Division continues to experience ever higher demands for construction inspections, Fire Code-required inspections, and State-Mandated life safety inspections. Community Risk Reduction proposes to meet these demands via:
A full-time civilian Fire Inspector position, funded in part through a reduction in part-time staff Adopting the updated Universal and California Fire Code and implementing changes Meet State Mandated Fire Standards and Procedures to include apartment building inspections
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FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Fire Marshall/Captain 1 1 1 1
Fire Inspector - - 1 1
Firefighter/Paramedic (assigned as Fire Inspector) 1 1 1 1 Total 2 2 3 3
Community Risk Reduction FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances - $81,167 $72,228 $89,182 9.9% 51102 Sworn Employee Salaries $307,914 318,396 280,634 313,367 -1.6% 51103 Part Time Employee Salaries 35,529 34,653 34,653 35,693 3.0% 51105 Overtime Sworn Employees 3,458 20,094 15,000 31,034 54.4% 51108 Overtime Cooperative Resources 2,186 50,000 50,000 30,044 -39.9% 51109 OT Training & Special Detail - 2,100 3,500 2,600 23.8% 51201 Group Medical Insurance 27,477 58,529 32,485 50,543 -13.6% 51202 Medicare 5,024 5,794 5,116 6,355 9.7%
51211 PERS Regular Contributions 1,614 7,386 619 7,866 6.5% 51212 PERS Sworn Contributions 55,062 64,671 52,099 57,650 -10.9% 51214 PERS Sworn Net Pension Liab 82,946 - - - -
Total Salaries & Benefits $521,209 $642,790 $546,334 $628,709 -2.2% 52101 Contract Services $35,241 $53,500 $53,500 $83,200 55.5% 52201 Departmental Supplies - 1,250 3,750 1,500 20.0%
52203 Printing - 300 625 300 -
52205 Uniforms/Safety Equipment 1,439 3,200 3,200 3,950 23.4% 52301 Training, Conf & Meetings 1,685 6,000 6,000 12,100 101.7% 52307 Memberships & Dues - 885 885 1,650 86.4%
52308 Reference Books & Periodicals 1,836 2,250 2,250 3,395 50.9% 53101 Telephone 123 599 472 533 -11.0%
Total Materials & Services $40,323 $67,984 $70,682 $106,628 56.8% 54104 Information Technology Allocation $22,284 $22,806 $22,806 $26,999 18.4% 54106 Fleet Rental Allocation - 22,910 22,910 25,780 12.5% 54107 Fleet Maintenance Allocation - 14,606 14,606 21,221 45.3% Total Internal Services $22,284 $60,322 $60,322 $74,000 22.7% Total Operating Expenditures $583,816 $771,096 $677,338 $720,155 (6.6%) 59201 Transfers Out - $30,000 $30,000 - -100.0%
Total Transfers - $30,000 $30,000 - -100.0%
Total Expenditures $583,816 $801,096 $707,338 $809,337 1.0% Source of Funds
General Fund $583,816 $801,096 $707,338 $809,337 1.0%
Total Sources $583,816 $801,096 $707,338 $809,337 1.0%
249
250
Nearly 70 percent of the Department's responses are requests for emergency medical assistance. All Firefighters, Fire Engineers and Fire Captains are licensed Paramedics. They provide Emergency Medical Services to all residents and visitors in need of emergency care. The Emergency Medical Services Division supports our highly skilled personnel by pursuing innovation, training and continuous quality improvement. 2021 continued to be a difficult year due to the prevalence of COVID-19 and the toll it has had on families who lost loved ones and generally in all quality of life.
Our quick response and preparation to the threat of COVID-19 continues to provide a safe and healthy environment for our Firefighters. By securing personal protective equipment and rapidly adapting to new CDC guidelines throughout our department, our staff ensures we are always prepared for the dangers posed by the pandemic. Personnel have been very diligent to keep all areas clean and disinfected, appropriately implementing personal protective equipment requirements, and maintaining a high standard of hygiene.
By securing all necessary protective equipment, including a specialized decontamination sprayer used to disinfect the ambulance after every incident, the department reaffirms its proactive approach to reducing the spread of COVID-19 in our community.
Assess our current delivery model for opportunities to increase efficiency of patient transportation and unit availability
Meet and exceed CDC and County COVID-19 safety precautions and field procedures Meet or exceed standards for on-scene and transport times for trauma, stroke and STEMI patients Evaluate current EMS educational model to ensure industry standards are met Continue to pursue improvements in service delivery through technology, training and innovation 251
Our Department contracts with UCLA Center of Prehospital Care for the continuation of annual education programs, providing our Firefighters with the knowledge and skills necessary to maintain our exceptional standard of service.
Mrs. Marianne Newby, Nurse Educator and Quality Improvement Coordinator, worked with our Department to ensure that we continued to meet all regulatory requirements for local EMS agencies.
Mrs. Newby provided training and continuous education to our Firefighters to assist them in their recertification process. She also reviewed paramedic documentation and made recommendations for improvements, where needed. Additionally, Mrs.
Newby accompanied our Firefighters on calls to observe their treatments at the scene of emergencies and provide constructive feedback.
The Manhattan Beach Fire Department is always looking for ways to improve prehospital care to the community and provide emergency medical care to its citizen as efficiently as possible. Our Department remains involved in studies undertaken by the Los Angeles County Emergency Medical Services Agency to improve the quality of care given in the field.
252
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Fire Battalion Chief 1 1 1 1
Firefighter/Paramedic 6 6 6 6
Total 7 7 7 7
Emergency Medical Services FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51102 Sworn Employee Salaries $970,248 $1,014,529 $816,288 $938,838 -7.5% 51105 Overtime Sworn Employees 369,179 314,798 600,000 314,798 - 51107 Overtime Special Events - 5,904 5,904 5,904 -
51109 OT Training & Special Detail 1,148 20,336 10,000 24,600 21.0% 51201 Group Medical Insurance 131,094 144,214 117,829 140,484 -2.6% 51202 Medicare 18,939 14,711 21,906 13,613 -7.5%
51212 PERS Sworn Contributions 179,133 206,107 155,509 181,438 -12.0% 51214 PERS Sworn Net Pension Liab 237,092 - - - -
Total Salaries & Benefits $1,906,833 $1,720,599 $1,727,436 $1,619,675 -5.9% 52101 Contract Services $600,457 $263,380 $280,000 $281,405 6.8% 52201 Departmental Supplies 75,889 66,375 66,375 85,720 29.1% 52205 Uniforms/Safety Equipment 5,162 6,740 6,740 7,200 6.8% 52301 Training, Conf & Meetings 2,892 2,500 2,500 5,000 100.0% 52307 Memberships & Dues 225 320 500 500 56.3%
52308 Reference Books & Periodicals 6 600 600 600 -
Total Materials & Services $684,632 $339,915 $356,715 $380,425 11.9% 54104 Information Technology Allocation $77,568 $79,973 $79,973 $93,943 17.5% 54106 Fleet Rental Allocation - 136,130 136,130 194,070 42.6% 54107 Fleet Maintenance Allocation - 13,685 13,685 14,912 9.0% Total Internal Services $77,568 $229,788 $229,788 $302,925 31.8% Total Expenditures $2,669,033 $2,290,302 $2,313,939 $2,303,025 0.6% Source of Funds
General Fund $2,669,033 $2,290,302 $2,313,939 $2,303,025 0.6% Total Sources $2,669,033 $2,290,302 $2,313,939 $2,303,025 0.6% 253
254
The Support Services Division encompasses
Emergency Preparedness, Community Emergency
Response Team (CERT), Communications, and
Public Education. Basic training in the National
Interagency Incident Management System (NIMS), a
federally mandated program, is provided to all City
employees to properly respond to the needs of the
citizens in the event of a major emergency.
Support Services works with community partners to
deliver comprehensive information on earthquake,
tsunami, and other natural and man-made disasters.
This ensures the community is prepared to respond,
mitigate and recover from these events in a timely and
economic matter by reducing recovery time in case of
a disaster.
Throughout the year, the Support Services Division
creates opportunities to train citizens in Emergency
Preparedness and response through CERT, Map Your
Neighborhood and other volunteer organizations.
The Emergency Operations Center (EOC) continues
to be activated since the Federal Administration
declared a State of Emergency on March 13, 2020 in
response to the COVID-19 pandemic. The EOC is a
centralized location for resources and personnel to
manage and coordinate between departments. The
EOC is staffed by City management personnel and
City employees. The City Manager assumes the EOC
Director position with Department Heads falling into
positions such as Operations, Planning, Logistics and
Finance to navigate the City through crisis and be
eligible for State and Federal aid under the declared
emergency. A mass notification system (Everbridge)
was quickly implemented through the EOC and used
as a means to keep the community informed and up to
date on health and safety precautions in an effort to
slow the spread of the novel Corona virus. With the
help of Federal Grant dollars, the Manhattan Beach
Fire Department was able to expand the virtual
communication and planning networks using cloud based communication platforms and audio visual equipment to provide employees with a safe working environment. 255
Conduct an EOC debrief at conclusion of COVID-19 pandemic to review lessons learned while working in the EOC and to memorialize these accomplishments for future employees to learn from Resume City Wide Great Shake Out earthquake drill this fall with Map Your Neighborhood and CERT Use remote learning tools to assist all City employees with the completion of required ICS training Continue the development and implementation of a new Computer Aided Dispatch system (CAD) Obtain the supplies needed to complete the Public Works Emergency Operation Center Support community volunteer emergency response organizations
During the ongoing COVID pandemic, the Support Services had to reimagine how the department and its partners provided service to the community. The EOC had to be reconfigured and designed to allow for social distancing at the beginning of the activation and then transformed from an in person operation to a remote virtual EOC operation. This enabled the city to continue functioning while personnel were offsite due to State Health orders. Through cooperation among all departments and assistance from Information Technology this was done quickly and seamlessly.
Support Services coordinated training for both Fire Department personnel as well as other City departments in National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS) to meet federal guidelines and secure Federal funds that assist with recovery costs. Due to this training and the activation of the EOC at the beginning of the pandemic, the City has been able to secure funding from the State of California due to the Emergency Proclamation. All employees are considered “Disaster Service Workers” and we strive to ensure their safety and well-being during difficult times especially after recent events related to communicable disease and control.
256
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Fire Battalion Chief 1 1 1 1
Total 1 1 1 1
Support Services FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51102 Sworn Employee Salaries $223,591 $214,497 $221,440 $215,539 0.5% 51103 Part Time Employee Salaries - 72,025 72,025 - -100.0% 51105 Overtime Sworn Employees - 7,286 7,286 7,472 2.6% 51201 Group Medical Insurance 13,504 17,809 16,471 24,525 37.7% 51202 Medicare - 1,044 - 3,125 199.3%
51211 PERS Regular Contributions - 6,554 - - -100.0% 51212 PERS Sworn Contributions 42,293 43,588 45,829 48,798 12.0% 51214 PERS Sworn Net Pension Liab 58,424 - - - -
Total Salaries & Benefits $223,591 $293,808 $300,751 $223,011 -24.1% 52101 Contract Services $16,896 $28,990 $28,990 $27,190 -6.2% 52201 Departmental Supplies 59,133 58,625 58,625 78,400 33.7% 52203 Printing - 850 850 1,550 82.4%
52205 Uniforms/Safety Equipment 602 600 600 600 -
52301 Training, Conf & Meetings 665 10,450 10,450 19,275 84.4% 53101 Telephone 287 1,403 1,105 1,249 -11.0%
Total Materials & Services $76,029 $87,615 $87,615 $105,590 20.5% 54102 Warehouse Purchases $345 - $600 - -
Total Internal Services $345 - $600 - -
Total Operating Expenditures $415,396 $463,721 $463,671 $427,723 (7.8%) 61203 Computer Equipment & Software 1,009 $41,500 - $44,000 6.0% Total Capital Projects & Equipment $1,009 $41,500 - $44,000 6.0% Total Expenditures $416,749 $505,221 $464,271 $471,723 (6.6%) Source of Funds
General Fund $416,749 $505,221 $464,271 $471,723 -6.6%
Total Sources $416,749 $505,221 $464,271 $471,723 (6.6%) 257
258
COMMUNITY DEVELOPMENT
259
260
COMMUNITY DEVELOPMENT DEPARTMENT
DIRECTOR OF
COMMUNITY DEVELOPMENT
ADMINISTRATION PLANNING BUILDING TRAFFIC
ENGINEERING
ENVIRONMENTAL
SUSTAINABILITY
Department
Administration
Training
Budget
Development
Intra-
Departmental
Special Studies
Records
Management
Housing
Advance
Planning
Studies
Current
Planning
Plan Review
Planning
Commission
Historic
Preservation
Commission
Permit
Processing
Center
Building Plan
Check
Building
Permits
Building
Inspection
Code
Enforcement
Board of
Building
Appeals
Traffic &
Parking
Requests /
Studies
Right-of-Way
Permits
Transportation
Planning
Active
Transportation
Grants
Signal
Maintenance
Engineering &
Traffic Surveys
Parking &
Public
Improvements
Commission
Environmental
Policy &
Stewardship
Climate Action
& Energy
Plastic Pollution
Reduction
Climate
Adaptation &
Resiliency
Low-Impact
Development &
Sustainable
Building
Sea Level Rise
Planning
Water
Conservation &
Management
Environmental
Task Force
261
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $5,174,407 $1,079,988 $1,053,916 $1,344,233 Planning 980,474 967,835 1,065,365 1,306,043 Building 2,803,804 2,426,727 2,494,212 2,929,052 Code Enforcement 677,162 770,779 681,835 691,609 Traffic Engineering 425,430 449,270 510,901 520,259 Environmental Sustainability 381,774 214,292 350,179 236,758 Total $10,443,051 $5,908,891 $6,156,408 $7,027,954
FY 2021 FY 2022 FY 2022 FY 2023
Program Revenues Actual Adopted Estimate Proposed
Building Permits $1,575,747 $1,685,983 $1,685,983 $1,815,000 Other Permits 1,731,395 1,106,940 1,357,228 1,307,440
Plan Check Fees 1,994,411 1,759,900 2,005,600 2,009,800 Plan Filing & Report Fees 633,303 580,500 670,250 655,250 Total $5,934,857 $5,133,323 $5,719,061 $5,787,490
Full-Time Positions 30 31 32 33
COMMUNITY DEVELOPMENT DEPARTMENT
Administration 19%
Planning 19%
Building 42%
Code Enforcement
10%
Traffic Engineering
7%
Environmental
Sustainability 3%
FY 2022-23
Department Expenditure by Program
262
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $8,249,171 $3,771,860 $3,297,286 $4,211,632 Materials & Services 1,619,733 1,149,328 1,880,005 1,814,152 Capital Outlay 14,080 - 12,065 10,000 Debt Service 24,656 288,668 267,738 271,038 Interfund Transfers 535,410 699,035 699,314 721,132 Total $10,443,051 $5,908,891 $6,156,408 $7,027,954
COMMUNITY DEVELOPMENT DEPARTMENT
Salaries & Benefits
60%
Materials &
Services 26%
Debt Service 4%
Interfund Transfers
10%
FY 2022-23
Department Expenditure by Category
263
The Community Development Department strives to create a livable, resilient, and sustainable City by enhancing and guiding our community’s neighborhoods, environment, and commercial areas through City planning, building supervision, code enforcement, traffic engineering and environmental sustainability.
Administration guides the Department’s 32
full-time staff members and three part-time
interns to ensure collaborative work
internally amongst staff and externally with
the public. The Department continually
strives to improve customer service for
residents and businesses by developing
long-term plans and policies to further the
mobility and livability of the city and
implementation of those plans.
With continued and steady building activity
throughout the city, the Planning and
Building and Safety Divisions work hand-
in-hand through the development review
process to provide high-quality and
seamless service to the development community. The dedicated staff members strive to keep the community and construction process safe, and up-to-code through plan review, building plan checks, permitting, and inspections. Additionally, the Building and Safety Division’s Code Enforcement Program enforces City regulations, building codes and environmental regulations to protect the city, and by keeping it clean and livable for our residents. This includes proactively educating residents and the building community about construction rules and regulations. The Planning Division is active in keeping up with changing state legislation pertaining to housing, other land use laws, and environmental review, and advises property owners, real estate professionals, and business owners on zoning and land use regulations.
The Environmental Sustainability Division guides and implements the sustainability policies and programs through sound science and stewardship to protect our environment, while creating a healthy and resilient community. The Traffic Engineering Division endeavors to keep the mobility network safe and flowing through transportation planning and creating living streets for all modes of transport.
With sustained development and building activity, construction is expected to remain stable for FY 2022-2023.
264
Processed over 100 Planning
applications (Use Permits, Minor
Exceptions, Coastal Development
Permits, etc.).
Reviewed complex and/or
controversial discretionary
applications, including Use Permits
for Sunrise Assisted Living Facility,
the Scout House Reconstruction,
and for an animal boarding facility on Sepulveda Boulevard. Managed large commercial projects including the Manhattan Village Mall Expansion and Enhancement Project and Skechers Headquarters along Sepulveda Boulevard. Processed COVID-19 related Outdoor Facilities Permits for commercial businesses. Prepared and adopted the 6th Cycle Housing Element update and associated CEQA documentation. Developed temporary local regulations in response to the state’s adoption of Senate Bill 9. Completed 15,564 building inspections.
Upgraded Energov electronic permitting system capabilities to allow for continued full range of service beyond the COVID-19 City Hall closure.
Adjusted public counter schedule to allow for one-on-one customer meetings, and provided staff dedicated time to process and issue online permits.
Worked with plan check consultants and Information Technology to allow for direct access to permitting system to reduce lag time in entering results of review to ensure efficient processing of review statuses. Trained other City departments to use Energov for reviews, inspection requests, and performing inspections on iPads.
Hired one Code Enforcement Supervisor and three Code Enforcement Officers to fill remaining section vacancies.
Transitioned Code Enforcement section to seven days per week staffing coverage, which includes staggered start and end times to provide longer coverage during the workweek. Performed proactive outdoor dining deck enforcement to ensure occupancy levels do not exceed permitted volumes.
Performed an audit on all open code cases and closed or updated case status, as required. Routed dedicated Code Enforcement phone line and email address to all officers to ensure a prompt response by Code Enforcement staff.
265
Managed and expanded the Outdoor Street Dining and Business Use Program in the public right-of- way and on sidewalks for seating or merchandise for 42 businesses throughout the City during COVID- 19 occupancy restrictions.
Provided monitoring and oversight for traffic-related conditions during the Manhattan Village Mall Enhancement and Expansion and Skechers Headquarters construction projects. Assisted Public Works Engineering in providing professional traffic engineering oversight for several road improvements and traffic signal projects.
Completed the Engineering and Traffic Survey update, which establishes speed limits on city streets. Reviewed and issued over 1,100 right-of-way permits for construction, parking, deliveries, cranes, materials storage, PODs, refuse bins, and other uses of the public streets. Collaborated with the Planning Division to modernize the City’s parking requirements for private developments. Parking requirements for several new land uses have been added to the City’s standard rates, as well as options for shared parking and mixed-use parking demand reductions. Developed and managed the City’s Temporary Street Dining and Business Use Encroachment Program, which was authorized by Emergency Orders related to the COVID-19 pandemic. The Program established over 50 encroachment areas, primarily in the Downtown and North End business districts. The Program required specialized guidelines and safety requirements; street modifications, permit issuance and use fees; monitoring of dining occupancy and regulatory oversight. In addition, the City imposed additional operational requirements to accommodate several City special events in downtown.
Secured a $30,000 CalEPA grant to fund the MB Green Business Program over two years. Completed 10 years of the Green Business Program, certifying 70 businesses resulting in greenhouse gas (GHG) emissions reduction of 1,186,222 lbs. (equivalent of planting 8,897 trees), saving 837,795 kwh of energy, diverting 1,654,660 lbs. of solid waste, and saving 5,589,546 gallons of water. Recognized by the Institute of Local Government with the 2021 Leadership and Innovation in Climate Resilience and Adaptation award.
Transitioned the community to clean, renewable electricity through 100% Green Power. Completed the City’s first Sea Level Rise (SLR) Risk, Hazards, and Vulnerability Assessment; Groundwater-SLR Hazard Analysis; and Confluence Modeling on Stormwater Infrastructure and SLR. Completed the City’s first Sea Level Rise Adaptation Plan. Drafted a new “Coastal Hazards” chapter for the Local Coastal Program (LCP) including policies on sea level rise and climate change adaptation to incorporate into an update of the LCP. Held nine public workshops and focus groups reaching over 200 community members on SLR science and impacts, vulnerabilities in the community, and adaptation options. Recognized as the first officially-certified “Blue City” as an ocean-friendly City. Completed an assessment of the City and became certified through the Blue City Network for efforts including climate protection and community resilience; waste minimization; water quality and efficiency; and healthy ecosystems.
Advanced development of a draft Climate Action and Adaptation Plan (CAAP) including analyzing climate hazards and planning for climate change adaptation; creating climate action future emissions scenarios using GHG emissions inventories to achieve 40% reductions by 2030 (SB 350), and Carbon 266
Neutrality by 2045 (California Executive Order B-55-18); and developed emission reduction strategies to achieve GHG reduction goals.
Presented policy options to City Council on increasing energy efficiency and low-impact development including reducing run-off in new developments.
Assisted in the development and review of the MB Dune Restoration Project’s Restoration and Monitoring Plan for inclusion in the Coastal Development Permit package. Completed CDP permitting process and initiated the City’s first Beach Dune Restoration on January 21, 2022, to increase coastal resiliency and create a buffer from coastal storms and sea level rise.
Photo by Daily Breeze
267
As the core of the Community Development Department, Administration manages and provides operational support to the divisions of Planning, Building & Safety, Traffic Engineering, and Environmental Sustainability.
Additionally, Administration oversees payroll, accounting, policy development, budget preparation and management, intradepartmental projects and studies, and supports the Planning Commission, Parking and Public Improvements Commission, and Board of Building Appeals. Continue to implement plan to electronically digitize, organize and store all department files into OnBase Records Management System and Energov Permitting. Continue to assess, evaluate and improve departmental operations, processes and procedures. Seek opportunities to educate and train staff on efficient and effective customer service skills and techniques and supervisory skills.
Continue to build and maintain personal interactions with residents, community stakeholders and organizations for meaningful civic engagement and outreach.
In Fiscal Year 2021-2022, the City Council approved the reclassification of the division’s Office Assistant to Administrative Analyst to provide more versatility to the department’s administrative functions, records management, as well as other duties related to budget, procurement, policy development, and contracts.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Director 1 1 1 1
Senior Management Analyst 1 1 1 1
Executive Assistant 1 1 1 1
Administrative Analyst - - - 0.5
Office Assistant 1 1 1 -
Total 4 4 4 3.5
268
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $368,985 $433,579 $421,438 $422,716 -2.5% 51103 Part Time Employee Salaries 17,661 - 37,200 21,245 - 51201 Group Medical Insurance 52,979 70,806 49,021 66,644 -5.9% 51202 Medicare 5,513 6,287 6,111 6,129 -2.5%
51204 401A Plan City 14,011 16,533 14,669 14,744 -10.8% 51211 PERS Regular Contributions 34,763 38,681 35,600 37,284 -3.6% 51213 PERS Regular Net Pension Liab 4,441,637 - - - - 51231 Unemployment 420 2,209 2,209 2,209 -
51232 Workers Compensation 37,320 34,380 34,380 28,740 -16.4% Total Salaries & Benefits $4,973,289 $602,475 $600,628 $599,711 -0.5% 52101 Contract Services $8,375 $15,700 $15,000 $258,400 1545.9% 52103 Computer Contract Services 49,069 59,999 59,999 60,188 0.3% 52201 Departmental Supplies 4,173 3,200 5,000 7,300 128.1% 52202 Office Supplies 2,899 8,700 6,000 6,050 -30.5%
52203 Printing 80 600 600 1,950 225.0%
52204 Postage 365 413 350 387 -6.3%
52205 Uniforms/Safety Equipment 137 - 500 600 -
52206 Advertising - - - 1,000 -
52301 Training, Conf & Meetings 690 4,750 7,000 30,300 537.9% 52304 Employee Awards & Events 166 500 500 500 -
52307 Memberships & Dues 788 900 788 950 5.6%
52308 Reference Books & Periodicals 98 300 300 300 -
52801 Computers, Supplies & Software 5,979 10,500 6,000 7,000 -33.3% 53101 Telephone 1,891 1,600 1,830 1,424 -11.0%
Total Materials & Services $74,711 $107,162 $103,867 $376,349 251.2% 54102 Warehouse Purchases $1,407 $1,500 $1,500 $1,500 - 54104 Information Technology Allocation 44,004 42,267 42,267 53,259 26.0% 54105 Insurance Allocation 18,300 9,540 9,540 12,000 25.8% 54108 Building & Ops Allocation 23,960 28,376 28,376 30,376 7.0% Total Internal Services $87,671 $81,683 $81,683 $97,135 18.9% Total Operating Expenditures $5,135,671 $791,320 $786,178 $1,073,195 35.6% 61203 Computer Equipment & Software $14,080 - - - - Total Capital Projects & Equipment $14,080 - - - -
71104 Bond Delivery Cost $24,656 - - - -
71107 POB Miscellaneous Principal - $165,379 $153,388 $169,453 2.5% 71108 POB Miscellaneous Interest - 123,289 114,350 101,585 -17.6% Total Debt Service $24,656 $288,668 $267,738 $271,038 -6.1% Total Expenditures $5,174,407 $1,079,988 $1,053,916 $1,344,233 24.5% Source of Funds
General Fund $5,174,407 $1,079,988 $1,053,916 $1,344,233 24.5% Total Sources $5,174,407 $1,079,988 $1,053,916 $1,344,233 24.5% 269
The Planning Division is responsible for reviewing all
discretionary land use applications, including coastal
permits, as well as developing policy and updating City documents such as the General Plan, Zoning Code
and Map, Municipal Code and the Local Coastal
Program (LCP). Planning staff review plan checks,
entitlement applications, and permits to ensure
conformance with local zoning and State and Federal
regulations including the California Environmental
Quality Act (CEQA). Planning prides itself on quality
customer service, working on balanced, creative
solutions to help homeowners, business owners,
neighbors, architects, and contractors achieve their
goals while complying with the City’s regulations.
Comply with legally mandated housing requirements in response to housing affordability related to:
o Accessory Dwelling Units (ADUs) and Junior ADUs
o Southern California Association of Governments (SCAG) Growth Forecast and Regional Housing Needs Assessment (RHNA)
o No Net Loss and Replacement Units
o By Right Supportive Housing Streamlining
o Density Bonus
o Senate Bill 9
o 6th Cycle Housing Element HCD certification and implementation o Annual Housing Element Report to Office of Planning and Research and Housing and Community Development
Continue to provide oversight for the Manhattan Village Mall Enhancement Project, Kinecta Financial Credit Union, Skechers Headquarters Project, and other large commercial projects under construction. Review development projects including the Scout House Reconstruction Project and the Highrose (Verandas) Multifamily Residential Project.
Educate the community on Telecommunications FCC regulations and local permitting. Continue the Planning Intern program, filling division vacancies and training staff.
In terms of staffing, in FY 2021-2022 at the mid-year budget review, the City Council approved a new Senior Planner position for the Division. The Senior Planner position will be utilized for management of more complex development projects and long-range planning policy efforts. The City Council also approved a reclassification of the Division’s Office Assistant to an Administrative Assistant to account for all Planning Commission related duties that distinguish this position from duties associated with administrative staff in other divisions. 270
2,000 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Planning Manager 1 1 1 1
Senior Planner - - - 1
Associate Planner 2 3 3 3
Assistant Planner 3 2 1 1
Planning Technician - - - 1
Administrative Analyst - - - 0.25
Administrative Assistant - 1 1 1
Total 6 7 6 8.25
Planning FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $515,383 $570,647 $514,760 $808,717 41.7% 51103 Part Time Employee Salaries 19,399 28,700 28,700 31,800 10.8% 51104 Overtime Regular Employees 2,949 6,350 1,800 6,125 -3.5% 51201 Group Medical Insurance 51,560 57,392 39,340 105,130 83.2% 51202 Medicare 7,723 8,691 7,464 12,187 40.2%
51204 401A Plan City 4,563 6,933 7,195 12,353 78.2%
51211 PERS Regular Contributions 45,084 51,645 46,132 71,329 38.1% 51213 PERS Regular Net Pension Liab 67,974 - - - -
Total Salaries & Benefits $537,731 $605,697 $545,260 $846,642 39.8% 52101 Contract Services $77,456 $22,564 $200,000 $38,032 68.6% 52201 Departmental Supplies 18 - - - -
52203 Printing 130 500 500 1,500 200.0%
52204 Postage 2,175 2,417 2,100 2,306 -4.6%
52206 Advertising 3,074 3,000 3,600 4,000 33.3%
52301 Training, Conf & Meetings - 2,250 3,970 14,500 544.4% 52307 Memberships & Dues 625 2,600 2,040 3,169 21.9%
52308 Reference Books & Periodicals 92 500 400 500 -
52801 Computers, Supplies & Software - - - - -
53101 Telephone 369 1,803 1,421 1,605 -11.0%
Total Materials & Services $79,780 $25,481 $202,600 $41,838 64.2% 54104 Information Technology Allocation $62,052 $59,904 $59,904 $64,724 8.0% 54108 Building & Ops Allocation 119,847 141,939 141,939 121,566 -14.4% Total Internal Services $62,052 $59,904 $59,904 $64,724 8.0% Total Operating Expenditures $980,474 $967,835 $1,061,265 $1,299,543 34.3% 61201 Furniture & Fixtures - - $4,100 $6,500 -
Total Capital Projects & Equipment - - $4,100 $6,500 - Total Expenditures $980,474 $967,835 $1,065,365 $1,306,043 34.9% Source of Funds
General Fund $980,474 $967,835 $1,065,365 $1,306,043 34.9% Total Sources $980,474 $967,835 $1,065,365 $1,306,043 34.9% 271
The Building and Safety Division regulates building construction activity through plan review, permit processing, inspection and education to protect the health, safety and welfare of the community. The Building Division staff review plans for compliance with all applicable local and State codes.
Building Inspectors perform daily inspections throughout the construction life-cycle to ensure conformity with approved plans, codes, and regulations.
The Citizen Self Service (CSS) website serves as a single location for permit issuance for all construction activity throughout the city, as well as permits for the Public Works and Fire Departments. The CSS website services include intake and plan review, building and planning permit issuance, scheduling and documentation of inspections, and all other matters related to construction activity.
Continue to upgrade the electronic plan review process to provide additional customer facing features and unify all departments’ reviews.
Complete initial plan checks application reviews within a timely manner. Perform all building inspections by the next business day. Facilitate progress on key economic development projects including Skechers, Manhattan Village Mall Enhancement and Expansion Project, and the proposed hotel on Sepulveda Boulevard.
An Office Assistant position was restructured with .5 dedicated to the Code Enforcement section budget and the remaining .5 to the Building & Safety program.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Building Official 1 1 1 1
Senior Plan Check Engineer 1 1 1 1
Plan Check Engineer 1 1 1 1
Principal Building Inspector 1 1 - -
Senior Building Inspector 2 2 2 2
Building Inspector 1 1 2 2
Building Services Analyst 1 1 1 1
Senior Permits Technician 1 1 1 1
Permits Technician 2 2 2 2
Admnistrative Analyst - - - 0.25
Administrative Assistant 1 1 1 1
Office Assistant 1 - - 0.5
Total 13 12 12 12.75
272
Building & Safety FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $1,171,148 $1,096,640 $950,684 $1,176,261 7.3% 51104 Overtime Regular Employees 2,935 12,500 10,000 15,000 20.0% 51201 Group Medical Insurance 188,925 190,581 146,222 210,234 10.3% 51202 Medicare 16,696 15,899 13,728 17,055 7.3%
51204 401A Plan City 22,454 7,344 11,172 16,852 129.5%
51211 PERS Regular Contributions 107,640 99,437 83,390 103,746 4.3% 51213 PERS Regular Net Pension Liab 112,625 - - - - Total Salaries & Benefits $1,174,083 $1,109,140 $960,684 $1,191,261 7.4% 52101 Contract Services $956,232 $719,500 $994,189 $1,000,000 39.0% 52201 Departmental Supplies - 500 500 500 -
52202 Office Supplies 96 - 336 - -
52203 Printing 740 10,000 8,000 9,000 -10.0%
52204 Postage 2,175 2,417 2,100 2,306 -4.6%
52205 Uniforms/Safety Equipment 2,627 3,500 3,500 3,700 5.7% 52301 Training, Conf & Meetings 2,286 10,400 12,225 19,400 86.5% 52307 Memberships & Dues 1,639 3,005 2,735 2,807 -6.6%
52308 Reference Books & Periodicals 55 1,850 1,850 3,700 100.0% 52801 Computers, Supplies & Software 1,978 550 1,350 2,200 300.0% 53101 Telephone 555 2,714 2,138 2,415 -11.0%
Total Materials & Services $959,243 $732,417 $1,005,125 $1,011,806 38.1% 54102 Warehouse Purchases $49 - $203 $200 -
54104 Information Technology Allocation 117,060 $104,299 104,299 131,668 26.2% 54106 Fleet Rental Allocation - 17,290 17,290 43,290 150.4% 54107 Fleet Maintenance Allocation - 14,738 14,738 16,776 13.8% 54108 Building & Ops Allocation 95,888 113,563 113,563 151,942 33.8% Total Internal Services $212,948 $249,890 $249,890 $343,676 37.5% Total Expenditures $2,803,804 $2,426,727 $2,494,212 $2,929,052 20.7% Source of Funds
General Fund $2,803,804 $2,426,727 $2,494,212 $2,929,052 20.7% Total Sources $2,803,804 $2,426,727 $2,494,212 $2,929,052 20.7% 273
Code Enforcement Officers ensure compliance with City
construction rules, Municipal Codes, and applicable health and safety codes to protect the welfare of the community. The Code Enforcement program includes Code Enforcement Officers who are responsible for conducting inspections of reported violations, and working with involved parties to resolve issues, and most importantly, educating involved parties to ensure future compliance. The Residential Construction Officer (RCO) has successfully reduced a number of construction related
complaints by acting as a liaison between residents and builders to resolve construction related concerns.
Continue to enforce proactive programs on targeted issues. Work with South Bay Regional Public Communications Authority (RCC) to improve the ease of reporting code enforcement issues and the response to public calls. Proactively working with residents and the construction community to address construction-related problems such as traffic congestion, parking, noise, smoking, and dust control. Continue to conduct frequent and often multiple-day inspections in areas with high volume construction activity (hot spots).
Establishing internal workflows to ensure consistent follow-through from receipt of complaint to compliance. Ensure follow-through and completion of cases, either to compliance or via fines.
The Office Assistant’s duties have been restructured with .5 dedicated to the Building & Safety program and .5 to the Code Enforcement section.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Supervising Code Enforcement Officer - 1 1 1
Code Enforcement Officer 3 2 4 4
Office Assistant 1 1 1 0.5
Total 4 4 6 5.5
274
Code Enforcement FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $334,724 $447,439 $290,566 $423,366 -5.4% 51104 Overtime Regular Employees 835 1,000 1,000 16,820 1582.0% 51201 Group Medical Insurance 67,457 102,121 62,426 91,369 -10.5% 51202 Medicare 4,687 6,489 4,061 6,139 -5.4%
51204 401A Plan City - - 2,314 4,327 -
51211 PERS Regular Contributions 29,643 40,718 26,297 37,341 -8.3% 51213 PERS Regular Net Pension Liab 31,181 - - - -
Total Salaries & Benefits $468,527 $597,767 $386,664 $579,362 -3.1% 52101 Contract Services $165,555 $15,000 $112,259 $15,000 - 52201 Departmental Supplies - 200 7,750 4,300 2050.0%
52203 Printing 3,278 3,000 3,000 3,000 -
52204 Postage 604 671 600 640 -4.6%
52205 Uniforms/Safety Equipment 748 2,500 3,700 3,415 36.6% 52301 Training, Conf & Meetings 1,171 1,000 1,000 6,560 556.0% 52307 Memberships & Dues 485 495 825 875 76.8%
52308 Reference Books & Periodicals - 300 300 300 -
52801 Computers, Supplies & Software 1,291 550 8,550 1,650 200.0% 53101 Telephone 144 705 555 627 -11.1%
Total Materials & Services $7,721 $9,421 $26,280 $21,367 126.8% 54102 Warehouse Purchases $102 - $76 $200 -
54104 Information Technology Allocation 35,256 $51,389 51,389 64,724 25.9% 54106 Fleet Rental Allocation - 10,360 10,360 - -100.0% 54107 Fleet Maintenance Allocation - 6,842 6,842 7,456 9.0% Total Internal Services $35,358 $68,591 $68,667 $72,380 5.5% 61201 Furniture & Fixtures - - $7,965 $3,500 -
Total Capital Projects & Equipment - - $7,965 $3,500 - Total Operating Expenditures $677,162 $690,779 $601,835 $691,609 0.1% 59201 Transfers Out - $80,000 $80,000 - -100.0%
Total Transfers - $80,000 $80,000 - -100.0%
Total Expenditures $677,162 $770,779 $681,835 $691,609 (10.3%) Source of Funds
General Fund $677,162 $770,779 $681,835 $691,609 -10.3% Total Sources $677,162 $770,779 $681,835 $691,609 (10.3%) 275
The Traffic Engineering Division is responsible for the safe and efficient movement of people and goods on the City’s
transportation system. It is the Division’s objective to provide a balanced and accessible multi-modal network that serves all users: pedestrians, bicyclists, motorists and transit users. The Division oversees the proper application of traffic control devices, including traffic signals, stop signs, striping and markings, as well as determines proper road geometry and pedestrian infrastructure. The Division conducts neighborhood traffic calming studies, crosswalk studies, collision studies, parking studies and prepares and reviews traffic control plans.
Some of the traffic related programs supported by the Division include School Area Safety Studies, Bike to School Days, bike safety plans, special event plans, and the Electric Vehicle (EV) charging network. The Division is responsible for most parking related policies in the City, including parking meter zones, loading zones, parking permits, overnight parking permits, moving van permits, and no parking zones. Traffic Engineering works cooperatively with the Police Department to enforce traffic laws by conducting traffic safety studies and speed limit surveys and collecting traffic volume data.
The Traffic Engineering Division is conducting a citywide review of various emerging modes of transportation to determine the types of mobility options that could be implemented in the city. Private electric shuttles, micro- transit vans, bikesharing programs, rideshare network partnerships, micro-mobility services and mobility-as-a- service apps are some of the options that can improve intra-city mobility without the high cost and overhead of a fixed route transit system. These mobility opportunities would help support the objectives of various policies including the City’s General Plan Mobility Plan, Bike Master Plan and Living Streets Manual.
The Traffic Engineering Division is also responsible for the City’s traffic signal maintenance and is the liaison for the Parking and Public Improvements Commission (PPIC). The Division reviews and issues over 1,100 Right-of-Way permits, traffic control plans, POD permits, temporary loading zones, and oversize vehicle permits each year.
Assist in the implementation of the City’s updated parking code requirements for new developments. Implement the City’s Traffic Impact Guidelines for new developments that include Vehicle Miles Traveled (VMT) criteria.
Participate in the City’s Work Plan effort to study long-term outdoor dining and business uses on public and private property.
Assist in the funding and construction of the City-Council list of prioritized pedestrian crossing enhancements throughout the City to improve pedestrian mobility and safety. Evaluate and implement Neighborhood Traffic Management Plans in various locations. Implement the traffic related objectives and goals of the Mobility Plan including new bus stop shelters, bike racks, and sidewalk connections.
276
An annual program to replace antiquated or damaged traffic signal equipment will begin in FY 2022-23 as a preventative maintenance measure to reduce the likelihood of catastrophic failure of our traffic signal infrastructure.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Traffic Engineer 1 1 1 1
Engineering Technician I/II/III 1 1 1 1
Total 2 2 2 2
Traffic Engineering FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $215,671 $206,186 $223,411 $213,137 3.4% 51104 Overtime Regular Employees 548 1,500 1,500 2,000 33.3% 51201 Group Medical Insurance 40,299 40,422 38,122 42,499 5.1% 51202 Medicare 3,016 2,990 3,239 3,090 3.3%
51204 401A Plan City 6,094 5,886 6,185 6,232 5.9%
51211 PERS Regular Contributions 19,757 18,480 19,326 18,799 1.7% 51213 PERS Regular Net Pension Liab 17,809 - - - -
Total Salaries & Benefits $303,194 $275,464 $291,783 $285,757 3.7% 52101 Contract Services $102,122 $150,000 $195,000 $200,000 33.3% 52203 Printing 65 500 250 500 -
52205 Uniforms/Safety Equipment - 200 200 200 -
52206 Advertising 294 250 250 500 100.0%
52207 Tools & Minor Equipment 424 1,000 1,000 1,000 -
52301 Training, Conf & Meetings 648 3,605 4,209 8,925 147.6% 52307 Memberships & Dues 720 725 725 1,150 58.6%
52308 Reference Books & Periodicals 439 300 300 600 100.0% 53101 Telephone 40 198 156 176 -11.1%
Total Materials & Services $104,752 $156,778 $202,090 $213,051 35.9% 54104 Information Technology Allocation $17,484 $17,028 $17,028 $21,451 26.0% Total Internal Services $17,484 $17,028 $17,028 $21,451 26.0% Total Expenditures $425,430 $449,270 $510,901 $520,259 15.8% Source of Funds
General Fund $425,430 $449,270 $510,901 $520,259 15.8%
Total Sources $425,430 $449,270 $510,901 $520,259 15.8% 277
Manhattan Beach’s Environmental Sustainability Division strives to create a healthy, sustainable, and resilient city while furthering the City’s long history of environmental leadership, policy, and stewardship, both as a community and as a city government. The division actively works on programs and policies in the City’s Environmental Work Plan, based on municipal sustainability and environmental policy best practices, as well as education and outreach to the public.
Under the City's adopted Environmental Work Plan priorities and in compliance with state and General Plan mandates, the City has created a Climate Resiliency Program called Climate Ready MB. The Climate Ready MB program includes completing a Sea Level Rise Vulnerability Assessment (June 2021); creating the City's first Sea Level Rise Adaptation Plan (November 2021); creating a Climate Action and Adaptation Plan (CAAP - in progress); and updating the City’s Local Coastal Program (LCP), Local Hazard Mitigation Plan, and General Plan. Supported in part by an LCP Planning Grant for $225,000, Climate Ready MB will help the City be more prepared for climate change.
The Manhattan Beach Dune Restoration implementation
began in January 2022 of approximately 3 acres of beach dunes along the City’s northern coastline in partnership between The Bay Foundation, L.A. County Department of
Beaches and Harbors, and the CA State Coastal
Conservancy. The goal of the project is to create a living shoreline and increase coastal resiliency in the face of climate change by creating natural buffers against sea level rise and coastal erosion. In addition to protecting beaches and
infrastructure, dunes also aid in carbon sequestration and provide a key habitat for native coastal species.
Bring the Coastal Hazards LCP amendment to Planning Commission and City Council for adoption. Develop language to ensure consistency between the City’s LCP, Local Hazard Mitigation Plan (LHMP) and General Plan Safety Element (per AB379).
Complete CCC LCP grant requirements and reimbursements; manage the Climate Ready MB Program, including deliverables, contracts, grant reporting, project team, stakeholders, and outreach. Develop a comprehensive CAAP that includes both municipal and community climate action goals. Develop emission reduction strategies so the City can achieve 40% GHG emission reductions by 2030 (SB 350), and carbon neutrality by 2045 (California Executive Order B-55-18). CEQA Analysis of Climate Action & Adaptation Plan.
Develop a City Electric Vehicle (EV) Policy.
Complete the City’s updated Greenhouse Gas Emissions Inventory Analysis. 278
Manage the City’s participation in Clean Power Alliance (CPA) and attend Board meetings. Bring CPA Power Ready MOU to City Council and consider implementation of CPA Power Ready Solar Panels and Battery Storage Project,
Certify 10 new businesses into the Manhattan Beach Green Business Program. Manage a new Green Business Grant for $30,000 over two years (2022-2024). Complete implementation of the Beach Dune Restoration Project. Re-launch the application process and formation of the Sustainability Task Force. Update the City’s Environmental Accomplishments Report. Conduct research and policy analysis on City Building Codes and solar requirements. Conduct public outreach on sustainability initiatives and provide information, education, and manage issues, complaints, and service requests in an efficient and professional manner. 1,040 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2019 FY 2020 FY 2021 FY 2022
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Environmental Sustainability Manager 1 1 1 1
Total 1 1 1 1
Environmental Sustainability FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $118,235 $114,343 $125,589 $123,650 8.1% 51103 Part Time Employee Salaries 13,358 13,776 13,776 16,536 20.0% 51201 Group Medical Insurance 1,174 1,117 1,095 1,324 18.5% 51202 Medicare 1,875 1,858 1,821 2,033 9.4%
51204 401A Plan City 10,942 2,651 5,077 5,564 109.9%
51211 PERS Regular Contributions 10,597 9,650 10,266 10,906 13.0% 51213 PERS Regular Net Pension Liab 10,920 - - - -
Total Salaries & Benefits $167,102 $143,395 $157,624 $160,013 11.6% 52101 Contract Services $190,384 $28,735 $150,735 $20,000 -30.4% 52201 Departmental Supplies 5,402 15,000 15,000 25,000 66.7% 52203 Printing 65 1,500 1,500 1,500 -
52206 Advertising 8,893 14,942 14,942 12,000 -19.7%
52301 Training, Conf & Meetings 430 1,000 1,000 8,100 710.0% 52307 Memberships & Dues 9,404 9,570 9,228 9,845 2.9%
52308 Reference Books & Periodicals 93 150 150 300 100.0% Total Materials & Services $214,672 $70,897 $192,555 $76,745 8.2% Total Expenditures $381,774 $214,292 $350,179 $236,758 10.5% Source of Funds
General Fund $381,774 $214,292 $350,179 $236,758 10.5%
Total Sources $381,774 $214,292 $350,179 $236,758 10.5% 279
280
PUBLIC WORKS
281
282
PUBLIC WORKS DEPARTMENT
ADMINISTRATION MAINTENANCE UTILITIES
DIRECTOR
OF PUBLIC WORKS
ENGINEERING
Public
Information
Legislative
Analysis
Contract
Management
Budget
Coordination
Refuse
Recycling
Household
Hazardous
Waste
Special
Projects
Landscape
Maintenance
Building
Maintenance
Street
Maintenance
Parks
Maintenance
Street
Sweeping
Fleet
Maintenance
Parking Meter
Collection
Maintenance
Water Plant
Operations
Sewer
Maintenance
Water
Maintenance
Storm Drain
Maintenance
Stormwater
Management
Capital
Improvement
Program
Project
Management
Project Design
Construction
Management
Engineering
Development
Review
Services
Public Works
Inspections
City
Infrastructure
Records
283
284
18-760
18-761
18-762
18-763
18-764
18-810
18-811
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $6,884,709 $1,720,730 $1,665,742 $1,774,644 Civil Engineering 18,641,734 7,134,915 16,620,729 10,607,304 Street Maintenance 5,845,093 8,069,923 9,190,583 11,491,528 Building & Grounds 3,295,207 3,258,321 3,410,582 4,585,746 Transportation 672 673 673 673 Street Lighting & Landscaping 561,707 450,696 509,185 480,679 Streetscape Maintenance 110,604 120,006 122,468 131,343 Water Division 26,051,113 15,551,079 30,656,868 13,304,706 Storm Drain Maintenance 1,696,741 1,787,478 2,324,646 3,036,564 Sewer Maintenance 3,146,450 3,045,862 3,421,762 4,710,392 Parking Facilities 5,081,850 5,966,178 4,757,320 4,389,280 Fleet Management 1,908,522 4,056,296 3,318,080 2,490,440 Total $73,224,404 $51,162,157 $75,998,638 $57,003,299
PUBLIC WORKS DEPARTMENT
Administration
3.1%
Civil Engineering
18.6%
Street Maintenance
20.2%
Building &
Grounds
Maintenance 8.0%
Transportation
0.0% Street Lighting and
Landscaping 0.8%Streetscape
Maintenance 0.2%
Water Division
23.3%
Storm Drain
Maintenance 5.3%
Sewer Maintenance
8.3%
Refuse 0.0%
Parking Facilities
7.7%
Fleet Management
4.4%
FY 2022-23
Department Expenditure by Program
285
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Administration $6,884,709 $1,720,730 $1,665,742 $1,774,644 Civil Engineering 18,641,734 7,134,915 16,620,729 10,607,304 Street Maintenance 5,845,093 8,069,923 9,190,583 11,491,528 Building & Grounds Maintenance* 3,295,207 3,258,321 3,410,582 4,585,746 Transportation 672 673 673 673 Street Lighting and Landscaping 561,707 450,696 509,185 480,679 Streetscape Maintenance 110,604 120,006 122,468 131,343 Water Division 26,051,113 15,551,079 30,656,868 13,304,706 Storm Drain Maintenance 1,696,741 1,787,478 2,324,646 3,036,564 Sewer Maintenance 3,146,450 3,045,862 3,421,762 4,710,392 Parking Facilities 5,081,850 5,966,178 4,757,320 4,389,280 Fleet Management 1,908,522 4,056,296 3,318,080 2,490,440 Total $73,224,404 $51,162,157 $75,998,638 $57,003,299
FY 2021 FY 2022 FY 2022 FY 2023
Enterprise Revenues Actual Adopted Estimate Proposed
Water $16,771,135 $15,586,832 $16,246,490 $16,472,500
Stormwater 422,978 779,889 347,484 344,484 Wastewater 4,103,499 3,604,073 3,644,000 3,628,000 Parking 3,389,577 3,730,433 3,926,502 3,983,200 State & County Lots 2,298,889 2,157,383 2,217,021 2,196,500 Total $26,986,077 $25,858,610 $26,381,497 $26,624,684
Full-Time Positions 63 64 64 71
PUBLIC WORKS DEPARTMENT
286
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $15,522,712 $7,204,389 $7,007,535 $8,701,231 Materials & Services 21,559,283 17,375,989 18,968,567 20,286,709 Capital Outlay 26,795,612 16,052,036 39,365,870 18,357,781 Debt Service 3,047,199 3,860,209 3,897,516 3,784,966 Interfund Transfers 6,299,598 6,669,534 6,759,150 5,872,612 Total $73,224,404 $51,162,157 $75,998,638 $57,003,299
PUBLIC WORKS DEPARTMENT
Salaries & Benefits
15%
Materials &
Services 36%
Capital Outlay 32%
Debt Service 7% Interfund Transfers
10%
FY 2022-23
Department Expenditure by Category
287
288
Public Works is one of the City’s largest departments, responsible for the operation and maintenance of all public infrastructure located in the public right-of-way and City properties. Public Works is composed of four divisions: Administration, Engineering, Utilities, and Maintenance. In general, Administration manages the day- to-day departmental operations such as payroll, tracking of service requests, clerical, overall customer service, and the City’s refuse hauling contract, including waste hauling and recycling programs in conformance with State laws. Engineering develops and manages the City’s Capital Improvement Plan. The Utilities Division operates and maintains the City’s sewer, storm drain, and water systems. Maintenance oversees the upkeep of City streets, parks, facilities, fleet, and street sweeping.
The Public Works Department is essential to the quality of life experienced by the Manhattan Beach community. Standard elements of urban living such as access to high-quality running water, a reliable sewer system, well-maintained roads and cleanliness through convenient refuse, and street sweeping programs are crucial. A superior level of service is provided by the Public Works Department and its contractors, which sets Manhattan Beach apart from other communities.
Completed the Private Property Conversions Phase (Phase 2 of 4) in Undergrounding District 4, and began the Utility Cabling and Equipment Installations Phase (Phase 3). Completed the Public Right-of-Way Construction Phase (Phase 1) in Undergrounding Districts 12 and 14, and began the Private Property Conversions Phase (Phase 2). Completed the neighborhood petition process for forming the proposed Undergrounding Districts 8 and
13. Completed construction of the Sepulveda Bridge Widening Project and received $15 million in grant funding for the project.
Completed construction of the Parking Structure Lot 3 Rehabilitation Project. Completed construction of the Aviation Blvd. at Artesia Blvd. Right Turn Improvements Project. Completed recoating of the Block 35 Elevated Water Tank. Completed construction of Downtown Traffic Signal Pole Updates Project. Completed slurry seal of the streets in the central area of the Sand Section. Completed the Storm Drain and Water Master Plans, Local Roadway Safety Plan (LRSP) and Water Rates Study.
Completed construction of the Annual Citywide Concrete Repairs Program – Cycle 1, and began design for Cycle 2.
Began construction of the Annual Citywide Water Infrastructure Improvements Program – Cycle 1, and began design on Cycle 2.
Began construction of the Annual Citywide Sewer Infrastructure Improvements Program – Cycle 2, and began design on Cycle 3.
Began construction of the Fire Station No. 2 Replacement Project. 289
Filled and tested the new 8 million-gallon reservoir as part of the ongoing Peck Reservoir Replacement Project.
Replaced major heating, ventilation, and air conditioning (HVAC) equipment at City Hall under the City Hall HVAC Improvements Project.
Awarded the construction contract for the Annual Street Resurfacing Program – Cycle 2. Generated a delivery schedule for the Senior and Scout Community Center Renovation Project and assisted in the review of the Memorandum of Understanding with Friends of the Senior and Scout Community Center.
Secured over $8.5 million in grant funds for street and transportation improvement projects. Secured over $31 million in grant funds for the 28th Street Stormwater Infiltration Project. Registered as a Member Agency with the Institute for Sustainable Infrastructure. Conversion of 450 individual parking space meters with 12 multi-space kiosks in the Metlox parking structure.
Converted parking meters from 2G to 4G technology to maintain connection and viability. Installation of 2 parking inventory boards at Metlox parking structure. Installed 30 additional bike racks and several bike corrals citywide. Installed several speed-advisory boards citywide along main thoroughfares. Restored tree trimming and landscaping cycles citywide after COVID-related program suspensions. Partnered with the Downtown Business and Professionals Associations (DBPA) to revitalize several planters in downtown Manhattan Beach.
Created a designated lactation room at City Hall for employees who are nursing mothers. Completed multiple office alterations in City Hall and the Fire Department to improve workflow efficiencies.
Reinstated community complimentary mulch program at the Public Works Yard. Replaced both 9/11 Memorial aluminum plaques with new bronze plaques. Completed the Risk and Resilience Assessment and Emergency Response Plan Update required by American Water Infrastructure Act.
Completed the Urban Water Management Plan (UWMP) required by the State Resources Control Board.
Collaborated with the cities of Redondo Beach, Hermosa Beach, Torrance, and Los Angeles County Flood Control District to develop the 2021 Enhanced Watershed Management Plan (EWMP) and submit this regulatory document to the Regional Water Quality Control Board. Completed the Fat, Oils, and Grease, (FOG) inspections at 121 restaurants. Completed the Water Supervisory Control and Data Acquisition (SCADA) upgrade project. Established a new Work Order Management System (iWater). Installed a variable-frequency drive (VFD) on Well 11A to save energy and increase well productivity Insourced Backflow testing and established Backflow auditing procedures. Insourced and completed implementation of the Advanced Metering Infrastructure (AMI) project, including installation of 13,450 water meters.
Completed the inspection and cleaning of the Block 35 Reservoir. 290
Installed an additional seven (7) SmartCovers to prevent Sewer System Overflow on key areas of the sewer system.
Completed the Sewer System Management Plan (SSMP) self-audit as required by the State Water Resources Control Board.
Updated and certified the City’s SSMP as required by the State Water Resources Control Board. Purchased a new combination vacuum truck.
Investigated and assisted in the coordination of storm drain repairs for collapsed infrastructure at 41st and 43rd street.
291
292
The Administrative Division is responsible for determining the policies and programs of the Public Works Department.
Specifically, planning, organizing, directing and coordinating operations. The department work plan, operational budget and Capital Improvement Plan are created and managed by the Administrative team. Additional core tasks include payroll, purchasing, HR supported functions, and public records requests.
Establish and evaluate an inventory of Department policies that need to be developed or updated, and develop a
system to ensure policies remain current.
Refine the onboarding process for new Public Works employees. Establish training program (safety, administrative, supervisory) for staff. Coordinate the first audit of the Integrated Solid Waste Management Services contract with Waste Management
Implement the education and outreach components of SB 1383 relating to organic waste disposal. Support MBPD and MBFD efforts, in conjunction with the RCC and INSB JPAs, to re-establish the City’s interoperable communications radio site.
Analyze expenditures, revenues and citywide infrastructure needs to establish a balanced department operational budget for FY 23-24.
Lead efforts to complete the following City Council Work Plan items:
o Utility Underground Assessment Districts
o Downtown and North Manhattan Beach Beautification
o Senior & Scout House Project (Including Joslyn Center Façade) o Uniform Citywide Wayfinding Sign Program Phase 1 Implementation Provide interdepartmental support for the following City Council Work Plan items:
o Citywide Document Imaging System (Conversion) Project o Centralized Citywide Contract Management Systems
o City Council Communications Policy
o Explore Agenda Management Solutions
o Enhance City Website
o Update City Donation Policy
o Park Master Plan
o Community Arts Grant Program & Policy Development
o Assessment of Historical Artifacts and Structural Review of Historical Beach Cottage o Place Public Art in City Hall
o NFC Fitness Court
o Polliwog Park Play Equipment
o Emergency Notification System
o Environmental Sustainability Work Plan
o Climate Ready MB
293
o Wireless Telecommunications Program
o Long‐Term Outdoor Dining and Business Uses on Public and Private Property o Enterprise Resource Planning (ERP) System
o Work Order Management
o Automated Permitting Software Solution
o Manhattan Village Shopping Center Expansion Project
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Director 1 1 1 1 Utilities Manager 1 1 1 1 Wastewater Supervisor 1 1 1 1 Maintenance Manager 1 1 1 1 Maintenance Inspector - - - 1
Senior Management Analyst 1 1.5 1.5 1 Executive Assistant 1 1 1 1 Total 6 6.5 6.5 7
294
Administration FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $745,988 $754,803 $733,692 $886,093 17.4% 51103 Part Time Employee Salaries 19,326 - 30,000 - - 51104 Overtime Regular Employees 114 - - - -
51201 Group Medical Insurance 84,559 118,556 84,705 129,384 9.1% 51202 Medicare 10,455 10,944 10,639 12,848 17.4%
51204 401A Plan City 20,436 27,745 28,701 33,458 20.6%
51205 Contributions to City Pension - 5,790 5,790 5,790 - 51211 PERS Regular Contributions 53,976 68,075 66,505 78,153 14.8% 51213 PERS Regular Net Pension Liab 5,197,878 - - - - 51231 Unemployment 420 6,200 6,200 6,200 -
51232 Workers Compensation - 2,160 2,160 - -100.0%
Total Salaries & Benefits $6,133,153 $994,273 $968,392 $1,151,926 15.9% 52101 Contract Services $62,725 $26,148 $40,000 $24,758 -5.3% 52201 Departmental Supplies 2,836 4,500 5,000 10,000 122.2% 52202 Office Supplies 7,140 10,000 10,000 15,000 50.0%
52203 Printing 130 1,000 1,000 1,650 65.0%
52204 Postage 137 152 150 145 -4.6%
52205 Uniforms/Safety Equipment 87 - 200 300 -
52206 Advertising 9,522 15,000 15,000 15,000 -
52301 Training, Conf & Meetings - 4,000 2,500 5,000 25.0% 52304 Employee Awards & Events 1,327 1,000 2,500 2,500 150.0% 52307 Memberships & Dues 6,321 9,195 9,195 10,195 10.9% 52308 Reference Books & Periodicals 26 - 150 150 -
52801 Computers, Supplies & Software 129 500 2,000 615 23.0% 53101 Telephone 2,544 3,240 3,263 3,748 15.7%
53102 Electricity 2,824 29,323 - 29,323 -
53103 Natural Gas 8,503 7,129 10,291 12,761 79.0%
Total Materials & Services $104,251 $111,187 $101,249 $131,145 17.9% 54102 Warehouse Purchases $4,412 $3,000 $2,500 $2,000 -33.3% 54104 Information Technology Allocation 83,496 87,575 87,575 106,518 21.6% 54105 Insurance Allocation 519,420 171,360 171,360 45,360 -73.5% 54106 Fleet Rental Allocation - 4,680 4,680 13,090 179.7% 54107 Fleet Maintenance Allocation - 6,842 6,842 11,758 71.9% Total Internal Services $607,328 $273,457 $272,957 $178,726 -34.6% Total Operating Expenditures $6,844,732 $1,378,917 $1,342,598 $1,461,797 6.0% 59201 Transfers Out $11,060 $12,001 $12,001 $12,001 -
Total Transfers $11,060 $12,001 $12,001 $12,001 -
61203 Computer Equipment & Software 264 - - - -
Total Capital Projects & Equipment $264 - - - -
71104 Bond Delivery Cost 28,653 - - - -
71107 POB Miscellaneous Principal - 188,958 178,256 $188,089 -0.5% 71108 POB Miscellaneous Interest - 140,854 132,887 112,757 -19.9% Total Debt Service $28,653 $329,812 $311,143 $300,846 -8.8% Total Expenditures $6,884,709 $1,720,730 $1,665,742 $1,774,644 3.1% Source of Funds
General Fund $6,884,709 $1,720,730 $1,665,742 $1,774,644 3.1% Total Sources $6,884,709 $1,720,730 $1,665,742 $1,774,644 3.1% 295
The Engineering Division is responsible for ensuring the efficient coordination and construction of a broad spectrum of public infrastructure projects in the City of Manhattan Beach. Staff oversees the design and construction of the City's infrastructure, which includes streets, water system, sewer system, storm drain system, park facilities, transportation/traffic signal systems, and City buildings (i.e. fire stations, community buildings, parking structures, etc.). It is also the “keeper” of the City’s public infrastructure record drawings and data. Additionally, the Engineering Division is responsible for the review, coordination, and permitting of private encroachments and utility company activities in the public right-of-way. Staff also provides support to the Community Development Department in reviewing private development proposals to ensure orderly development consistent with the City’s General Plan. Complete construction of the Peck Reservoir Replacement Project and assist in bringing it back online.
Complete construction of the Pier Railing Replacement Project. Complete construction of the Polliwog Park Lower Playground Replacement Project. Complete construction of the Fire Station No. 2 Replacement Project. Complete construction of the Manhattan Village Senior Villas ADA Pathway Project. Complete design and construction of the City Facility Security Project (Phase 1). Complete installation of the National Fitness Campaign equipment. Continue providing coordination and oversight of Utility Undergrounding Assessment Districts work to complete District 4, move into the Utility Cabling and Equipment Installations Phase (Phase 3) in Districts 12 and 14, and pending formation, begin design in Districts 8 and 13. Update the Underground Utility Assessment District formation policy. Continue providing timely reviews and inspection for proposed private development and utility work affecting the public right-of-way and existing public infrastructure. Complete design for the Marine Avenue at Cedar Avenue Traffic Signal and Intersection Improvements, the Dual Left Turn Lanes on Manhattan Beach Boulevard at Sepulveda East, and the Protected Left Turns at Manhattan Beach Boulevard at Peck Avenue Projects. Complete design of the Ceramics Studio Renovations Project. Complete design for the Manhattan Beach Advanced Traffic Signal (MBATS) System Project. Complete design of the Larsson Street and 2nd Street Water Booster Station. Complete design of the 28th Street Stormwater Infiltration Project. Complete design of the Citywide Wayfinding Program (Phase 1). Complete design of the Aviation and 33rd Missing Sidewalk and Rowell Avenue Sidewalk Connection Projects.
Begin design for the Voorhees Avenue and Pacific Avenue Sewer Lift Stations. 296
Begin design of the next cycle of the Biennial Slurry Seal Program. Begin design of the Way Finding Program (Phase I).
Begin design of the Sand Dune Park Improvements Project. Complete the Sewer System Master Plan and Rate Study. Complete planning assessments for Citywide capital park improvements and renovations at City Hall. Provide engineering design review in order to complete the design of the Senior and Scout Community Center Renovation Project.
Support the Maintenance Division with engineering design services for City facility remodel projects. Continue implementation of the next cycles of annual Citywide infrastructure improvement programs, including water, stormwater, sewer, street resurfacing, and concrete repairs.
960 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed City Engineer 1 1 1 1 Principal Civil Engineer 1 1 1 2 Senior Civil Engineer 7 7 7 6 Public Works Inspector 2 2 2 2 Senior Engineering Technician 1 1 1 1 Associate Engineer - - - 1
Senior Management Analyst 0.5 0.5 0.5 1 Management Analyst - - - 1
Administrative Assistant 1 1 1 1 Total 13.5 13.5 13.5 16
297
Civil Engineering FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $1,550,096 $1,557,446 $1,576,759 $1,856,828 19.2% 51103 Part Time Employee Salaries 39,478 37,766 37,766 - -100.0% 51104 Overtime Regular Employees 423 4,500 4,500 9,500 111.1% 51201 Group Medical Insurance 171,573 177,752 143,619 239,340 34.6% 51202 Medicare 22,685 23,130 22,863 27,539 19.1%
51204 401A Plan City 48,808 49,694 44,309 58,556 17.8%
51211 PERS Regular Contributions 147,482 140,113 126,732 163,772 16.9% 51213 PERS Regular Net Pension Liab 126,890 - - - - 51232 Workers Compensation 32,040 - - - -
Total Salaries & Benefits $2,139,475 $1,990,401 $1,956,548 $2,355,535 18.3% 52101 Contract Services $6,647,307 $1,868,905 $3,202,938 $1,707,840 -8.6% 52103 Computer Contract Services - 4,000 9,000 9,000 125.0% 52107 Legal Services 6,930 - - - -
52201 Departmental Supplies 3,307 8,000 8,000 16,000 100.0% 52203 Printing 85 1,750 1,750 3,000 71.4%
52204 Postage 3,555 3,949 3,600 3,769 -4.6%
52205 Uniforms/Safety Equipment 1,450 6,540 6,540 6,540 - 52206 Advertising 25 - - - -
52301 Training, Conf & Meetings 772 5,000 5,000 10,000 100.0% 52307 Memberships & Dues 1,400 1,600 1,600 3,900 143.8% 52308 Reference Books & Periodicals 2,183 2,000 4,000 4,000 100.0% 52801 Computers, Supplies & Software 24,199 11,750 19,750 16,250 38.3% 53101 Telephone 513 2,508 1,977 2,233 -11.0%
Total Materials & Services $6,691,727 $1,916,002 $3,264,155 $1,782,532 -7.0% 54101 Administrative Service Charge $359,622 - $92,376 - - 54102 Warehouse Purchases 741 $750 750 $1,500 100.0%
54104 Information Technology Allocation 97,032 115,854 115,854 140,174 21.0% 54106 Fleet Rental Allocation - 3,910 3,910 - -100.0% 54107 Fleet Maintenance Allocation - 3,948 3,948 - -100.0% 54108 Building & Ops Allocation 71,929 85,188 85,188 91,191 7.0% 54109 Engineering Service Charges 463,793 467,092 467,092 481,102 3.0% Total Internal Services $993,117 $676,742 $769,118 $713,967 5.5% Total Operating Expenditures $9,824,319 $4,583,145 $5,989,821 $4,852,034 5.9% 298
Civil Engineering FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 61203 Computer Equipment & Software $1,150 - - $1,500 - 62201 Building & Facility Improv - $100,000 - 832,500 732.5% 62202 Landscape & Site Improvements - - - 1,530,000 - 62211 Street & Sidewalks Improv 7,028,624 - $6,849,555 1,200,000 - 62231 Other Infrastructure Improv 672,844 800,000 2,129,583 540,000 -32.5% Total Capital Projects & Equipment $7,702,618 $900,000 $8,979,138 $4,104,000 356.0% 71101 Bond Principal $600,000 $1,205,000 $1,205,000 $1,235,000 2.5% 71102 Bond Interest 507,442 438,770 438,770 408,270 -7.0% 71103 Bond Administration Fee 7,355 8,000 8,000 8,000 - 71104 Bond Delivery Cost - - - - -
Total Debt Service $1,114,797 $1,651,770 $1,651,770 $1,651,270 -0.0% Total Expenditures $18,641,734 $7,134,915 $16,620,729 $10,607,304 48.7% Source of Funds
General Fund $2,382,543 $2,336,348 $2,538,387 $3,086,682 32.1% Streets, Highways & Sidewalks 13,738 13,738 13,738 60,138 337.7% Prop C 7,227,886 192,332 7,041,887 1,260,138 555.2%
Measure R 13,738 13,738 13,738 60,138 337.7%
Measure M 24,177 13,738 13,738 60,138 337.7%
Capital Improvement 892,652 1,133,546 2,363,129 3,143,050 177.3% Underground Assessment 6,972,203 1,779,705 2,984,342 1,285,750 -27.8% Special Assessment Redemption Fund 716,800 708,900 708,900 700,450 -1.2% Special Assessment UAD 12 14 Fund 280,129 606,707 606,707 609,007 0.4% Special Assessment UAD 19-04 Fund 117,868 336,163 336,163 341,813 1.7% Total Sources $18,641,734 $7,134,915 $16,620,729 $10,607,304 48.7% 299
The Street Maintenance Section is responsible for inspecting, maintaining, and repairing streets, alleys, sidewalks, curbs, and signs and markings for the safety and security of the community. This includes filling potholes, patching streets, repairing City parking lots as well as assisting in larger capital improvement projects.
Staff oversees graffiti removal from City-owned property and continues to meet the City’s 24-hour abatement window as well as providing field staff with necessary supplies and materials to remove minor tagging when deemed necessary. Develop a plan to install new streets signs throughout the City in conformance with signs approved as part
of Phase I of the Wayfinding Project.
Update the GIS/GPS Tree Planting Master Plan.
Conduct an evaluation of the City’s traffic sign reflectivity program in accordance with state standards. Audit and streamline the Government Outreach work order system processes and provide new/refresher training to all maintenance staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Maintenance Supervisor 1 1 1 1
Maintenance Worker III 2 2 2 3
Maintenance Worker I/II 7.5 8.0 8.0 5.5
Urban Forester 1 1 1 1
Electrician 1 1 1 -
Senior Management Analyst - - - 0.175
Administrative Assistant 0.25 0.25 0.25 0.25
Total 12.75 13.25 13.25 10.925
300
Street Maintenance FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $682,646 $803,092 $771,216 $822,101 2.4% 51103 Part Time Employee Salaries 68,309 15,000 60,000 55,812 272.1% 51104 Overtime Regular Employees 24,633 19,500 55,000 19,500 - 51107 Overtime Special Events - 61,150 61,150 61,150 - 51201 Group Medical Insurance 145,293 189,917 151,315 178,379 -6.1% 51202 Medicare 10,913 12,080 11,182 12,356 2.3%
51204 401A Plan City 7,161 7,091 7,360 8,172 15.2%
51211 PERS Regular Contributions 65,299 72,933 71,404 72,510 -0.6% 51213 PERS Regular Net Pension Liab 109,279 - - - - 51231 Unemployment 5,700 - - - -
51232 Workers Compensation 32,040 33,360 33,360 49,140 47.3% Total Salaries & Benefits $1,151,273 $1,214,123 $1,221,987 $1,279,120 5.4% 52101 Contract Services $199,370 $309,715 $318,938 $447,715 44.6% 52201 Departmental Supplies 182,272 256,161 256,241 831,461 224.6% 52203 Printing - 50 50 200 300.0%
52205 Uniforms/Safety Equipment 6,572 13,220 13,220 13,220 - 52206 Advertising - 150 150 150 -
52207 Tools & Minor Equipment 2,146 - 106 - -
52301 Training, Conf & Meetings 10 15,000 19,710 20,000 33.3% 52307 Memberships & Dues 175 155 207 1,705 1000.0%
53101 Telephone 164 803 633 715 -11.0%
53102 Electricity 26,837 32,539 31,078 32,010 -1.6%
53104 Water 62,979 66,911 71,477 66,128 -1.2%
Total Materials & Services $480,526 $694,704 $711,810 $1,413,304 103.4% 54102 Warehouse Purchases $10,996 $15,500 $14,500 $17,500 12.9% 54104 Information Technology Allocation 87,444 100,650 100,650 111,696 11.0% 54105 Insurance Allocation 780,180 898,560 898,560 28,320 -96.8% 54106 Fleet Rental Allocation - 136,590 136,590 180,600 32.2% 54107 Fleet Maintenance Allocation - 124,796 124,796 135,988 9.0% Total Internal Services $878,620 $1,276,096 $1,275,096 $474,104 -62.8% Total Operating Expenditures $2,510,419 $3,184,923 $3,208,893 $3,166,528 (0.6%) 62211 Street & Sidewalks Improv $3,334,674 4,885,000 5,981,690 $8,325,000 70.4% Total Capital Projects & Equipment $3,334,674 $4,885,000 $5,981,690 $8,325,000 70.4% Total Expenditures $5,845,093 $8,069,923 $9,190,583 $11,491,528 42.4% Source of Funds
General Fund $2,510,419 $3,184,923 $3,208,893 $3,166,528 -0.6% Gas Tax Fund 2,198,784 2,085,000 2,647,593 1,515,000 -27.3% Prop C 31,821 - 1,068,159 - -
Measure R 104,383 250,000 261,946 700,000 180.0%
Measure M 334,889 2,400,000 1,321,404 5,810,000 142.1%
Capital Improvement Fund 664,798 150,000 682,588 300,000 100.0% Total Sources $5,845,093 $8,069,923 $9,190,583 $11,491,528 42.4% 301
The skilled staff of the Building and Grounds Maintenance Section is responsible for the maintenance and repair of the municipal facilities, parks, and athletic fields that are overseen by the City.
Their services provide safe, clean, and well-maintained facilities and equipment. Additionally, the section electrician, with assistance from the crew, provides electrical support for City special events including but not limited to Pier Lighting and fireworks, Old Hometown Fair, and Concerts in the Park as well as evaluates Public Work projects that consume electrical energy.
Develop a City employee-based survey to evaluate the performance needs of the Facilities Maintenance Section.
Review and prioritize American Disability Act (ADA) projects in conjunction with Engineering to complete items from the Disability Access Consultants (DAC) Report. Develop and implement a beautification plan for Downtown and North Manhattan Beach. Partner with the Parks and Recreation Department to revitalize the City’s parks and landscaped areas. Partner with the Parks and Recreation Department, Manhattan Beach Little League, American Youth Soccer Organization, and MBUSD to improve field playability and aesthetics. Install additional EV charging stations in east Manhattan Beach to meet the City’s growing demand. Evaluate the feasibility of decommissioning water features to aid in water conservation and replace with drought tolerant plant material.
Establish a maintenance inspection program.
Review, audit, and improve City facility access protocols related to onboarding and off-boarding employees.
Review and evaluate the performance of the City’s contracted janitorial service. Review and evaluate the performance of the City’s contracted street sweeping and pressure washing services vendor.
Develop policy recommendations related to the establishment of fees for EV charging at City facilities. Explore the feasibility of implementing a neighborhood maintenance worker program. Upgrade the Irrigation Management System.
302
Building & Grounds FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $500,696 $553,735 $531,655 $603,310 9.0% 51104 Overtime Regular Employees 5,366 13,100 13,100 16,550 26.3% 51201 Group Medical Insurance 94,635 106,910 95,312 144,514 35.2% 51202 Medicare 7,180 8,029 8,180 8,748 9.0%
51204 401A Plan City 2,358 2,336 2,424 5,455 133.5%
51211 PERS Regular Contributions 46,426 50,315 49,810 53,212 5.8% 51213 PERS Regular Net Pension Liab 739,616 - - - - 51232 Workers Compensation 10,080 180 180 120 -33.3%
Total Salaries & Benefits $1,406,359 $734,605 $700,661 $831,909 13.2% 52101 Contract Services $999,841 $1,597,199 $1,597,199 $1,619,165 1.4% 52201 Departmental Supplies 255,074 287,866 299,366 1,275,950 343.2% 52203 Printing - 150 150 150 -
52205 Uniforms/Safety Equipment 6,870 7,820 7,820 7,820 - 52207 Tools & Minor Equipment 1,789 - 472 - -
52301 Training, Conf & Meetings 88 7,665 8,200 6,000 -21.7% 52801 Computers, Supplies & Software 8,865 58,500 58,500 58,730 0.4% 53101 Telephone 780 1,033 932 1,095 6.0%
53102 Electricity 134,543 117,053 160,565 165,382 41.3% 53103 Natural Gas 5,244 5,343 4,474 5,548 3.8%
53104 Water 390,774 364,031 388,872 410,312 12.7%
Total Materials & Services $1,803,868 $2,446,660 $2,526,550 $3,550,152 45.1% 54102 Warehouse Purchases $14,289 $26,000 $28,000 $26,000 - 54104 Information Technology Allocation 40,896 44,303 44,303 54,368 22.7% 54106 Fleet Rental Allocation - 27,950 27,950 41,060 46.9% 54107 Fleet Maintenance Allocation - 41,621 41,621 46,056 10.7% Total Internal Services $55,185 $139,874 $141,874 $167,484 19.7% Total Expenditures $3,265,411 $3,321,139 $3,369,085 $4,549,545 37.0% 71104 Bond Delivery Cost $3,896 - - - -
71107 POB Miscellaneous Principal 23,774 $24,188 $23,774 $22,633 -6.4% 71108 POB Miscellaneous Interest 2,126 18,032 17,723 13,568 -24.8% Total Debt Service $29,796 $42,220 $41,497 $36,201 -14.3% Total Expenditures $3,295,207 $3,363,359 $3,410,582 $4,585,746 36.3% Source of Funds
General Fund $1,026,359 $1,367,391 $1,404,169 $2,612,600 91.1% Building Maintenance 2,268,849 1,995,968 2,006,413 1,973,146 -1.1% Total Sources $3,295,207 $3,363,359 $3,410,582 $4,585,746 36.3% FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Facilities Supervisor 1 1 1 1
Building Repair Craftsperson 4 4 4 3
Maintenance Worker I/II 2 2 2 2.5
Electrician - - - 0.8
Senior Management Analyst - - - 0.35
Administrative Assistant 0.5 0.5 0.5 0.45
Total 7.5 7.5 7.5 8.1
303
The City formed several Street Lighting & Landscaping Assessment Districts in the early 1970s, under the Landscaping and Lighting Act of 1972. Property owners pay an assessment to this program that provides energy payment and maintenance costs for one thousand, eight hundred and eighty-five (1,885) streetlights.
The County of Los Angeles collects the assessments through property tax rolls and then remits these funds to the City.
Develop a plan to procure a streetlight management system.
Street Lighting & Landscaping FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 52101 Contract Services $3,775 $7,550 $15,100 $7,550 - 52201 Departmental Supplies 2,040 9,000 9,000 9,000 -
52206 Advertising - 400 $400 400 -
53102 Electricity 450,632 273,154 289,666 $285,975 4.7% 53103 Natural Gas 89,661 109,631 119,058 $126,793 15.7% Total Materials & Services $546,108 $399,735 $433,224 $429,718 7.5% 54101 Administrative Service Charge $15,588 $15,961 $15,961 $15,961 - Total Internal Services $15,588 $15,961 $15,961 $15,961 - 62201 Building & Facility Improv $12 $35,000 $60,000 $35,000 - Total Capital Projects & Equipment $12 $35,000 $60,000 $35,000 - Total Operating Expenditures $561,707 $450,696 $509,185 $480,679 6.7% Source of Funds
Street Lighting & Landscaping $561,707 $450,696 $509,185 $480,679 6.7% Total Sources $561,707 $450,696 $509,185 $480,679 6.7%
304
Zone 10 of the Manhattan Beach
Street Lighting & Landscaping
Assessment District was
established as a Streetscape
District. The method of
assessment to the property
owners, which was approved at
the time of the district's formation,
was in proportion to the property's
street frontage in the Downtown
area. The County of Los Angeles
collects the assessments through property tax rolls and then remits these funds to the City. Develop and implement a beautification plan for the Downtown Business Improvement District, including landscape and lighting enhancements.
Replace tree grates in the Downtown Business District. Remove and replace existing directory signage with new Wayfinding.
Streetscape Maintenance FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 52101 Contract Services $70,989 $88,050 $80,050 $88,050 - 52201 Departmental Supplies 7,652 10,500 10,500 10,500 - 53102 Electricity 16,983 6,883 16,767 17,270 150.9%
53104 Water 8,969 8,467 9,045 9,417 11.2%
Total Materials & Services $104,592 $113,900 $116,362 $125,237 10.0% 54101 Administrative Service Charge $6,012 $6,006 $6,006 $6,006 - 54102 Warehouse Purchases - 100 100 100 -
Total Internal Services $6,012 $6,106 $6,106 $6,106 -
Total Operating Expenditures $110,604 $120,006 $122,468 $131,343 9.4% Source of Funds
Streetlighting & Landscape $110,604 $120,006 $122,468 $131,343 9.4% Total Sources $110,604 $120,006 $122,468 $131,343 9.4%
305
The City’s Water Section consists of water
plant and water maintenance operations.
These two sections oversee the water
source of supply, water distribution
maintenance, water quality, and backflow
compliance.
The City's water storage and distribution
system includes two reservoirs with a
combined storage capacity of 10 million
gallons; one elevated storage tank with a storage capacity of 300,000 gallons; one imported water connection with the Metropolitan Water District of Southern California with a production capacity of 6,732 gallons per minute; two groundwater wells with a total production capacity of 4,100 gallons per minute; booster stations with a total delivery capacity of 19,702 gallons per minute; two 18-inch emergency water transmission line connections with the City of El Segundo and one 8-inch with California Water Service Company; five emergency generators at the wells and booster stations; approximately 140 miles of water distribution pipelines ranging in diameter from 4” to 24”; and over 2,781 valves, 826 Fire Hydrants, and 900 backflow devices.
Approximately 93% (1.4 billion gallons) of the City’s water supply is provided by the Metropolitan Water District (MWD), and 7% (100 million gallons) is supplied through City-owned groundwater rights in the West Coast Groundwater Basin.
Reduce the use of higher-cost imported water by increasing the use of local groundwater supplies. Install ten water pressure monitoring systems in key areas of the water distribution system to mitigate pressure surges, preserve the system infrastructure, water quality problems, and public safety. Develop and implement a Water Conservation Program work plan, including functionality enhancements to the City’s newly installed smart water meter system. Develop and implement a Backflow Compliance Program work plan. Bring the reconstructed Peck Reservoir and new Water Treatment Plant online.
306
960 hours are budgeted in FY 2022-2023 for part-time staff.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Water Supervisor 1 1 1 1 Senior Water Plant Operator 1 1 1 1 Water Plant Operator 1 1 1 1 Lead Water System Operator - - - 1
Water System Operator III - - - 2
Water System Operator I/II - - - 3
Water Treatment Operator - - - 1
Maintenance Worker III 1 1 1 - Maintenance Worker I/II 5 5 5 - Electrician 0.35 0.35 0.35 0.45 Water Meter Reader 1 1 1 1 Utilites Technician - - - 2
Senior Management Analyst - - - 1
Management Analyst - 1 0.7 - Administrative Assistant 0.45 0.45 0.45 0.45 Total 10.8 11.8 11.5 14.9
307
Water Division FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $641,130 $800,810 $803,509 $1,135,403 41.8% 51103 Part Time Employee Salaries 104,837 - 36,714 - - 51104 Overtime Regular Employees 48,579 50,000 85,000 70,000 40.0% 51201 Group Medical Insurance 127,884 183,397 140,255 221,329 20.7% 51202 Medicare 11,276 11,613 11,650 16,463 41.8%
51204 401A Plan City 5,212 6,893 7,807 8,706 26.3%
51211 PERS Regular Contributions 62,274 71,947 72,124 100,142 39.2% 51213 PERS Regular Net Pension Liab 1,158,504 - - - - 51221 Accrued Leave 2,092 - - - -
51232 Workers Compensation 20,700 1,680 1,680 76,620 4460.7% Total Salaries & Benefits $2,182,487 $1,126,340 $1,158,739 $1,628,663 44.6% 52101 Contract Services $7,783,534 $7,264,150 $7,265,895 $7,953,977 9.5% 52103 Computer Contract Services 8,277 36,100 16,170 36,215 0.3% 52201 Departmental Supplies 149,581 357,600 233,015 392,000 9.6% 52203 Printing 407 300 300 300 -
52205 Uniforms/Safety Equipment 6,261 10,330 10,330 10,530 1.9% 52206 Advertising - 300 895 300 -
52207 Tools & Minor Equipment 11,428 5,100 5,100 5,100 - 52301 Training, Conf & Meetings 1,247 22,000 26,575 22,000 - 52307 Memberships & Dues 2,192 4,780 6,946 7,705 61.2%
52308 Reference Books & Periodicals - 1,000 1,000 1,000 - 52404 Bank Service Charge 15,095 25,824 12,000 15,000 -41.9% 52406 Assessments & Taxes 432,142 430,160 430,160 550,000 27.9% 52801 Computers, Supplies & Software 7,978 - 1,484 3,000 - 53101 Telephone 118,498 99,748 116,317 126,232 26.6%
53102 Electricity 96,425 93,823 98,274 101,222 7.9%
53103 Natural Gas - - 161 200 -
53104 Water 47,280 46,957 50,162 49,643 5.7%
Total Materials & Services $8,680,344 $8,398,172 $8,274,784 $9,274,424 10.4% 54101 Administrative Service Charge $1,350,264 $1,350,258 $1,350,258 $1,350,258 - 54102 Warehouse Purchases 4,509 3,980 4,020 3,980 -
54104 Information Technology Allocation 116,844 143,525 143,525 184,557 28.6% 54105 Insurance Allocation 36,540 23,520 23,520 24,780 5.4% 54106 Fleet Rental Allocation - 63,810 63,810 108,360 69.8% 54107 Fleet Maintenance Allocation - 69,556 69,556 84,713 21.8% 54108 Building & Ops Allocation 123,198 145,907 145,907 156,189 7.0% 54109 Engineering Service Charges 293,262 457,714 457,714 240,550 -47.4% Total Internal Services $1,924,616 $2,258,270 $2,258,310 $2,153,387 -4.6% Total Operating Expenditures $12,787,448 $11,782,782 $11,691,833 $13,056,474 10.8% 308
Water Division FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 61203 Computer Equipment & Software - $8,750 $8,750 - -100.0% 61204 ERP Implementation $6,941 - - - -
62201 Building & Facility Improv 11,751,488 - 16,946,222 - - 62221 Utility Improvements 1,278,854 3,500,000 1,764,989 - -100.0% Total Capital Projects & Equipment $13,037,283 $3,508,750 $18,719,961 - -100.0% 71101 Bond Principal $147,454 $147,455 $147,455 $140,752 -4.5% 71102 Bond Interest 30,932 30,932 30,932 26,642 -13.9%
71103 Bond Administration Fee 400 400 400 400 -
71104 Bond Delivery Cost 6,224 - - - -
71107 POB Miscellaneous Principal 37,976 46,268 37,976 50,290 8.7% 71108 POB Miscellaneous Interest 3,396 34,492 28,311 30,148 -12.6% Total Debt Service $226,382 $259,547 $245,074 $248,232 -4.4% Total Expenditures $26,051,113 $15,551,079 $30,656,868 $13,304,706 (14.4%) Source of Funds
Water $26,051,113 $15,551,079 $30,656,868 $13,304,706 -14.4% Total Sources $26,051,113 $15,551,079 $30,656,868 $13,304,706 (14.4%) 309
The City owns, operates, and maintains storm
drain facilities that consist of 83,538 feet of storm
lines and 43,805 feet of Los Angeles County-
owned storm lines, including 608 catch basins,
ten continuous deflection systems, two dry
weather stormwater diversions, five stormwater
sumps, and two lift stations. The majority of the
City is within the Santa Monica Bay Watershed
(2,078 acres, or 86%). The remaining area is
within the Dominguez Channel Watershed (350
acres, or 14%).
Implement a CCTV camera inspection
program to ensure the system’s integrity
and minimize the risk of flooding,
blockages, and collapsed pipes.
Increase the frequency of cleaning of
catch basins to reduce flooding when
rainfall occurs and eliminate trash and debris from reaching the ocean. Improve and maintain the water quality at Polliwog pond to better control algae blooms. Conduct an assessment of the aging lift stations infrastructure to identify improvements needed.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Management Analyst - - 0.1 -
Sewer Maintenance Worker 1 1 1 1 Administrative Assistant 0.05 0.05 0.05 0.05 Total 1.05 1.05 1.15 1.05
310
Storm Drain FY 2021 FY 2022 FY 2022 FY 2023 Var from
Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $71,271 $77,440 $77,889 $74,642 -3.6% 51104 Overtime Regular Employees 3,626 4,700 4,700 4,700 - 51201 Group Medical Insurance 17,935 19,915 17,445 18,567 -6.8% 51202 Medicare 1,038 1,123 1,152 1,082 -3.7%
51204 401A Plan City - 384 181 - -100.0%
51211 PERS Regular Contributions 6,578 7,040 6,794 6,583 -6.5% 51213 PERS Regular Net Pension Liab 112,737 - - - - Total Salaries & Benefits $213,185 $110,602 $108,161 $105,574 -4.5% 52101 Contract Services $752,842 $681,250 $687,731 $734,250 7.8% 52103 Computer Contract Services - 5,800 18,600 5,800 - 52201 Departmental Supplies 4,953 30,250 30,250 30,250 - 52203 Printing - 1,500 500 1,500 -
52205 Uniforms/Safety Equipment 870 1,520 1,520 1,620 6.6% 52301 Training, Conf & Meetings - 1,500 2,200 2,700 80.0% 53101 Telephone 21,971 17,545 20,659 18,430 5.0%
53102 Electricity 7,377 9,675 8,923 9,191 -5.0%
53104 Water 2,681 2,873 3,069 2,815 -2.0%
Total Materials & Services $790,694 $751,913 $773,452 $806,556 7.3% 54101 Administrative Service Charge $194,712 $194,717 $194,717 $194,717 - 54102 Warehouse Purchases 3,169 200 1,000 200 -
54108 Building & Ops Allocation 10,254 12,144 12,144 13,000 7.0% Total Internal Services $208,135 $207,061 $207,861 $207,917 0.4% Total Operating Expenditures $1,212,013 $1,069,576 $1,089,474 $1,120,047 4.7% 62201 Building & Facility Improv $480,076 $710,000 $1,228,693 $1,910,000 169.0% Total Capital Projects & Equipment $480,076 $710,000 $1,228,693 $1,910,000 169.0% 71104 Bond Delivery Cost $608 - - - -
71107 POB Miscellaneous Principal 3,712 $4,527 $3,712 $4,074 -10.0% 71108 POB Miscellaneous Interest 332 3,375 2,767 2,443 -27.6% Total Debt Service $4,652 $7,902 $6,479 $6,517 -17.5%
Total Expenditures $1,696,741 $1,787,478 $2,324,646 $3,036,564 69.9% Source of Funds
Measure W Fund $278,247 - - $1,200,000 -
Stormwater Fund 1,418,494 $1,787,478 $2,324,646 1,836,564 2.7% Total Sources $1,696,741 $1,787,478 $2,324,646 $3,036,564 69.9% 311
The City owns, operates, and maintains
the 81.6 miles of sewer gravity lines,
5,114 feet of sewer force mains, 2,086
manholes, and cleanouts. The City also
operates and maintains eight pump
stations that lift wastewater from lower
areas to the local regional gravity
systems.
Improve the CCTV camera inspection frequency to ensure the integrity and reliability of the system by identifying and correcting system blockages, collapse lines, and prevent sewer system overflows. Increase the sewer main line flushing to eliminated system blockages, maintain adequate flow, ensure reliability, and prevent sewer system overflows.
Implement a preventative mechanical and electrical maintenance program to improve the functionality and reliability of the lift station facilities.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Lead Sewer System Maintenance Worker - - - 1
Maintenance Worker III 1 1 1 1
Sewer Maintenance Worker I/II 2 2 2 3
Management Analyst - - 0.2 -
Electrician 0.45 0.45 0.45 0.55
Administrative Assistant 0.45 0.45 0.45 0.50
Total 3.9 3.9 4.1 6.05
312
Sewer Maintenance FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $288,182 $293,336 $270,963 $423,948 44.5% 51104 Overtime Regular Employees 16,943 15,000 16,500 20,000 33.3% 51201 Group Medical Insurance 79,127 83,999 63,214 118,532 41.1% 51202 Medicare 4,254 4,254 3,929 6,147 44.5%
51204 401A Plan City - 768 362 - -100.0%
51211 PERS Regular Contributions 26,547 26,510 23,397 37,392 41.0% 51213 PERS Regular Net Pension Liab 476,640 - - - - 51232 Workers Compensation 7,440 - - - -
Total Salaries & Benefits $899,132 $423,867 $378,365 $606,019 43.0% 52101 Contract Services $54,187 $245,300 $246,776 $196,300 -20.0% 52103 Computer Contract Services 18,726 29,550 18,000 29,550 - 52201 Departmental Supplies 23,639 29,550 35,000 43,700 47.9% 52203 Printing - 1,200 1,200 1,200 -
52205 Uniforms/Safety Equipment 2,877 4,710 4,710 5,010 6.4% 52301 Training, Conf & Meetings 354 6,000 7,245 6,000 - 52307 Memberships & Dues 667 565 565 565 -
52308 Reference Books & Periodicals - - 116 - -
52404 Bank Service Charge 3,779 6,476 4,000 4,000 -38.2% 53101 Telephone 52,470 41,899 49,960 44,015 5.1%
53102 Electricity 17,863 15,741 24,018 24,739 57.2%
53104 Water 5,125 5,231 5,588 5,381 2.9%
Total Materials & Services $179,687 $386,222 $397,178 $360,575 -6.6% 54101 Administrative Service Charge $672,276 $672,273 $672,273 $672,273 - 54102 Warehouse Purchases 2,336 1,100 1,100 1,100 -
54105 Insurance Allocation 57,960 8,160 8,160 - -100.0% 54106 Fleet Rental Allocation - 68,410 68,410 118,130 72.7% 54107 Fleet Maintenance Allocation - 21,764 21,764 23,716 9.0% 54108 Building & Ops Allocation 30,812 36,492 36,492 39,063 7.0% 54109 Engineering Service Charges 111,339 201,110 201,110 240,550 19.6% Total Internal Services $874,723 $1,009,309 $1,009,309 $1,094,832 8.5% Total Operating Expenditures $1,953,542 $1,819,398 $1,784,852 $2,061,426 13.3% 61203 Computer Equipment & Software - $8,750 $8,750 - -100.0% 61204 ERP Implementation $3,911 1,810 - - -100.0%
62201 Building & Facility Improv 122,465 3,475,015 193,635 - -100.0% 62221 Utility Improvements 958,950 8,326,611 1,319,239 2,541,000 -69.5% Total Capital Projects & Equipment - $8,750 $8,750 - -100.0% 71101 Bond Principal $72,546 $72,546 $72,546 $69,248 -4.5% 71102 Bond Interest 15,218 15,218 15,218 13,108 -13.9%
71103 Bond Administration Fee 200 200 200 200 -
71104 Bond Delivery Cost 2,565 - - - -
71107 POB Miscellaneous Principal 15,653 17,044 15,653 15,886 -6.8% 71108 POB Miscellaneous Interest 1,400 12,706 11,669 9,524 -25.0% Total Debt Service $107,582 $117,714 $115,286 $107,966 -8.3% Total Expenditures $3,146,450 $13,749,298 $3,421,762 $4,710,392 (65.7%) Source of Funds
Wastewater $3,146,450 $13,749,298 $3,421,762 $4,710,392 -65.7% Total Sources $3,146,450 $13,749,298 $3,421,762 $4,710,392 (65.7%) 313
The Parking Fund includes revenue generated from
metered City streets and parking lots, and the sale of
merchant parking permits. These revenues are used to
operate and maintain the City's ten public parking lots, which contain 836 spaces and 440 on-street parking
meters, as well as maintenance for Metlox Plaza and the Civic Center Plaza.
The City operates and maintains two Los Angeles
County-owned parking lots. The two County-owned lots
are the El Porto parking lot with 231 spaces and the 27th Street parking lot with 68 spaces. The revenue generated through parking meters and the sale of overnight permits are governed by an agreement with the County of Los Angeles which dictates that the City provides the County with 55% of the gross annual revenue.
The City also operates and maintains 118 parking meters at the Upper and Lower Pier parking lots, which are owned by the State of California. Under an agreement with the State of California, revenue generated through parking fees and overnight parking permits from the Pier lots may only be used for the operation and maintenance of these parking lots and the comfort station located adjacent to the Pier.
Establish a work plan for the Parking Services Section to manage this public resource at an enterprise level.
Finalize implementation of the “Zero Out” Functionality on IPS Parking Meters. Evaluate digital payment technology options.
Replace several single-space coastal facing meters due to prolonged weather exposure. Evaluate and remove redundant parking lot signage to simplify the use of parking spaces.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Meter Repair Worker 2 2 2 2
Electrician 0.2 0.2 0.2 0.2
Senior Management Analyst - - - 0.3
Administrative Assistant 0.05 0.05 0.05 0.05
Total 2.25 2.25 2.25 2.55
314
Parking Facilities FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $157,215 $153,352 $144,414 $187,094 22.0% 51104 Overtime Regular Employees 3,620 5,450 11,350 5,450 - 51201 Group Medical Insurance 34,853 34,458 29,274 41,393 20.1% 51202 Medicare 2,223 2,225 2,203 2,713 21.9%
51204 401A Plan City - - - 1,223 -
51211 PERS Regular Contributions 15,118 13,879 13,157 16,501 18.9% 51213 PERS Regular Net Pension Liab 243,515 - - - - 51232 Workers Compensation 2,760 - - - -
Total Salaries & Benefits $459,305 $209,364 $200,398 $254,374 21.5% 52101 Contract Services $913,223 $804,383 $801,383 $823,160 2.3% 52201 Departmental Supplies 113,031 134,950 116,350 161,950 20.0% 52203 Printing 5,707 6,000 6,000 6,000 -
52205 Uniforms/Safety Equipment 1,431 2,040 2,081 2,040 - 52301 Training, Conf & Meetings - 2,000 2,000 2,000 - 52404 Bank Service Charge 298,036 326,639 400,000 328,500 0.6% 52706 DMBBPA Allocation 98,995 103,000 103,000 103,000 - 53101 Telephone 5,319 4,364 5,242 5,052 15.8%
53102 Electricity 111,915 87,178 145,435 149,798 71.8%
53103 Natural Gas 6,344 4,041 9,422 11,683 189.1%
53104 Water 36,783 31,500 33,649 38,623 22.6%
Total Materials & Services $1,590,784 $1,506,095 $1,624,562 $1,631,806 8.3% 54101 Administrative Service Charge $623,508 $615,534 $615,534 $615,534 - 54102 Warehouse Purchases 13,872 25,600 21,500 25,600 - 54104 Information Systems Allocation 16,692 19,461 19,461 23,671 21.6% 54106 Fleet Rental Allocation - 12,880 12,880 17,960 39.4% 54107 Fleet Maintenance Allocation - 19,475 19,475 15,916 -18.3% Total Internal Services $654,072 $692,950 $688,850 $698,681 0.8% Total Operating Expenditures $2,704,160 $2,408,409 $2,513,810 $2,584,861 7.3% 61204 ERP Implementation $4,718 $1,435 - - -100.0%
62201 Building & Facility Improv 723,221 2,461,516 681,276 $400,000 -83.7% 62211 Street & Sidewalks Improv 136,248 309,986 66,375 - -100.0% Total Capital Projects & Equipment $864,187 $2,772,937 $747,651 $400,000 -85.6% 71101 Bond Principal $490,000 $490,000 $490,000 $380,000 -22.4% 71102 Bond Interest 239,813 225,413 225,413 241,750 7.2% 71103 Bond Administration Fee 1,375 1,400 1,400 1,400 - 71104 Bond Delivery Cost 1,319 - - - -
71107 POB Miscellaneous Principal 8,046 8,925 8,047 10,171 14.0% 71108 POB Miscellaneous Interest 720 6,654 5,999 6,098 -8.4% Total Debt Service $741,271 $732,392 $730,859 $639,419 -12.7% 72101 Land Leases $772,232 $687,000 $765,000 $765,000 11.4% Total Property & Equipment Leases $772,232 $687,000 $765,000 $765,000 11.4% Total Expenditures $5,081,850 $6,600,737 $4,757,320 $4,389,280 (33.5%) Source of Funds
Parking Meter $3,591,091 $3,478,420 $3,093,998 $2,698,608 -22.4% County Parking Lots 934,580 872,452 935,274 953,214 9.3% State Pier & Parking 556,180 2,249,866 728,048 737,458 -67.2% Total Sources $5,081,850 $6,600,737 $4,757,320 $4,389,280 (33.5%) 315
The Fleet Management Section is responsible for the maintenance, fueling and replacement of City vehicles and large equipment items. It also operates and maintains a gasoline and compressed natural gas (CNG) fueling station. A fleet supervisor oversees three equipment mechanics and is supported by the General Services Division in tracking the vehicle replacement budget and the vehicle parts inventory.
Specialized alternative fuel training is provided to the Fleet staff to continue promoting a cleaner environment.
In order to maintain compliance with the South Coast Air Quality Management District (SCAQMD) 1190 Series Rules, the City currently has thirty (30) alternative fuel vehicles and equipment as of spring 2022.
In addition, three (3) electric and one (1) hybrid vehicles were ordered in FY 21/22. The AB2766 Subvention Fund is available for use to offset the differential cost of alternative fuel vehicles (AFV).
Provide training to fleet mechanics for new EV technology. Continue implementing the new fleet management system. Replace fuel tracking system/software with modern and more efficient technology. Provide back-up generator upgrades to maintain compliance with the SCAQMD regulations. Purchase vehicles identified in the adopted budget for purchase and replacement in FY 2022-2023.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Equipment Maintenance Supervisor 1 1 1 1
Equipment Mechanic I/II 3 3 3 3
Senior Management Analyst - - - 0.175
Admnistrative Assistant 0.25 0.25 0.25 0.25
Total 4.25 4.25 4.25 4.425
316
Fleet Management FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $318,314 $317,839 $256,552 $338,044 6.4% 51104 Overtime Regular Employees 294 2,500 2,500 2,500 - 51201 Group Medical Insurance 44,753 45,265 26,540 44,708 -1.2% 51202 Medicare 4,565 4,609 3,708 4,902 6.4%
51204 401A Plan City 2,245 2,223 2,307 3,222 44.9%
51211 PERS Regular Contributions 29,525 28,378 22,677 29,815 5.1% 51213 PERS Regular Net Pension Liab 530,486 - - - - 51232 Workers Compensation 8,160 - - 64,920 -
Total Salaries & Benefits $938,343 $400,814 $314,284 $488,111 21.8% 52101 Contract Services $185,956 $225,436 $205,436 $224,300 -0.5% 52103 Computer Contract Services 10,136 12,000 12,000 12,000 - 52201 Departmental Supplies 79,657 91,000 91,000 91,000 - 52203 Printing - 1,150 1,150 1,150 -
52205 Uniforms/Safety Equipment 2,963 4,560 4,560 4,560 - 52207 Tools & Minor Equipment 2,100 2,800 2,800 2,800 - 52208 Automotive Parts 10 - - - -
52301 Training, Conf & Meetings - 6,745 6,745 7,000 3.8% 52307 Memberships & Dues - 400 400 400 -
52402 Automotive Fuel 305,334 371,150 371,150 438,050 18.0% 52801 Computers, Supplies & Software 546 50,000 50,000 - -100.0% Total Materials & Services $586,702 $765,241 $745,241 $781,260 2.1% 54101 Administrative Service Charge $672 $673 $673 $673 - 54102 Warehouse Purchases 1,219 1,000 1,000 1,000 -
54103 Garage Purchases 27,613 30,000 30,000 30,000 -
54104 Information Systems Allocation 33,000 35,864 35,864 44,013 22.7% 54105 Insurance Allocation 8,640 14,340 14,340 12,000 -16.3% 54106 Fleet Rental Allocation - 19,830 19,830 61,760 211.4% Total Internal Services $71,144 $101,707 $101,707 $149,446 46.9% Total Operating Expenditures $1,596,189 $1,267,762 $1,161,232 $1,418,817 11.9% 61401 Vehicles 291,172 $2,904,052 $2,127,113 $1,042,781 -64.1% Total Capital Projects & Equipment $291,172 $2,904,052 $2,127,113 $1,042,781 -64.1% 71104 Bond Delivery Cost $2,855 - - - -
71107 POB Miscellaneous Principal 17,421 $18,248 $17,421 $18,453 1.1% 71108 POB Miscellaneous Interest 1,558 13,604 12,987 11,062 -18.7% Total Debt Service $21,834 $31,852 $30,408 $29,515 -7.3% Total Expenditures $1,909,194 $4,203,666 $3,318,753 $2,491,113 (40.7%) Source of Funds
Fleet Management $1,908,522 $4,202,993 $3,318,080 $2,490,440 -40.7% AB 2766 672 673 673 673 -
Total Sources $1,909,194 $4,203,666 $3,318,753 $2,491,113 (40.7%) 317
318
INFORMATION TECHNOLOGY
319
320
INFORMATION TECHNOLOGY DEPARTMENT
DIRECTOR OF
INFORMATION TECHNOLOGY
END USER
SUPPORT
INFRASTRUCTURE
SUPPORT
APPLICATION
SUPPORT
GEOGRAPHIC
INFORMATION
SYSTEMS (GIS)
MANAGEMENT &
ADMINISTRATION
Help Desk
Cybersecurity
Mobile Device
Management
Telephone
System
Website /
Intranet
Broadcasting
& Audio Visual
(AV)
Upgrade &
Patch
Management
Network &
Data Center
Operations
Disaster
Recovery
Network &
System
Monitoring
Upgrade &
Patch
Management
Performance &
Capacity
Management
Technology
Refreshment
Vendor
Management
Security &
Workflow
Management
Reporting &
Data Analytics
Upgrade &
Patch
Management
Integration
Support
Requirements
Analysis
Project
Management
Data Updates
Data Analysis
Mapping
Support
Website /
Dashboard
Support
Core Systems
Integration
End User
Training
IT Governance
& Planning
Service Level
Management
Finance
Management
Contracts &
Procurements
Policy &
Procedures
Project
Management
Public Record
Act (PRA)
Support
321
3 4 6 7
FY 2021 FY 2022 FY 2022 FY 2023
Program Expenditures Actual Adopted Estimate Proposed
Information Technology 4,902,750 3,520,830 3,228,221 4,276,387 Total $4,902,750 $3,520,830 $3,228,221 $4,276,387
Full-Time Positions 9 9 9 10
INFORMATION TECHNOLOGY DEPARTMENT
Information
Technology 100%
FY 2022-23
Department Expenditure by Program
322
5 6 7 8
FY 2021 FY 2022 FY 2022 FY 2023
Category Expenditures Actual Adopted Estimate Proposed
Salaries & Benefits $3,497,168 $1,365,414 $1,413,737 $1,573,136 Materials & Services 1,015,989 1,731,826 1,473,794 2,252,123 Capital Outlay 268,724 280,792 192,577 311,075 Debt Service 76,324 100,645 106,297 97,909 Interfund Transfers 44,545 42,153 41,816 42,144 Total $4,902,750 $3,520,830 $3,228,221 $4,276,387
INFORMATION TECHNOLOGY DEPARTMENT
Salaries & Benefits
37%
Materials &
Services 53%
Capital Outlay 7%
Debt Service 2%
Interfund Transfers
1%
FY 2022-23
Department Expenditure by Category
323
To provide innovative, cost-effective technology leadership and management resulting in excellent customer service that enables departments to deliver on the City’s Mission. The Information Technology Department strives to be responsive, reliable, accountable, and visionary as we work in collaboration with departments to implement and manage technology responsibly.
The Information Technology (IT) Department supports the City’s mission to provide exemplary municipal services, preserving our small beach town character and enhancing the quality of life for our residents, business and visitors. To that end, IT implements and manages a cost-effective,
reliable, resilient, and secure technology environment.
With technology constantly evolving, the status quo is not an option. Therefore, the Department aims to be innovative and agile focusing on continuous improvement of the City’s complex technology environment encompassing servers, storage, networks, Geographic Information Systems (GIS) mapping, end-user computing, website/online portal services, print/scan devices, phone system, etc. Furthermore, IT partners with the City departments to deliver the solution that best addresses the evolving business and operational needs resulting in expanded and/or improved City services for the community and businesses.
The Department includes a highly qualified technical staff who bring a vast array of technology and business skills, including systems and network administration, desktop support, systems analysis, process analysis, project management, vendor management, reporting, technology procurement, and broadcasting. The City strategically sources products and services from proven vendors to further extend skills and expertise. These organizations complement the IT’s wide range of services to ensure a reliable, high-performing, and secure technology environment.
The following identifies the IT Department’s service framework in support of the City's business and operational needs:
End-User Support
o Help Desk
o Desktop/Laptop/Tablet/Mobile
o Telephone System
o Website/Intranet
o Broadcasting & Audio-Visual
o Cybersecurity
o Patch Management
o End-User Device Technology Refreshment
324
Infrastructure Support
o Network and Data Center
o Cybersecurity
o Disaster Recovery
o Network and System Monitoring and
Performance Management
o Patch Management
o Capacity Management
o Network & Server Equipment Technology
Refreshment
Application Support
o Issue Resolution
o Vendor Management
o Application Security
o Reporting, Data Analytics, and Workflow
Management
o Patch Management
o Integration
o Process Analysis
o Project Management
Geographic Information Systems (GIS) Support
o Data Updates
o Data Analysis
o Mapping
o Website/Dashboard
o Patch Management
o Integration to Core Systems (i.e., ERP, LMS, EDMS, Website, etc.) o Training
Management and Administration
o IT Governance and Planning
o Service Management
o Resource and Budget Management
o Contract Management
o Technology Procurement
o Accounts Payable
o Policy and Procedures
o Project Management
o Public Record Act Support
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Together with the Finance and HR Departments, IT implemented the Tyler Enterprise Resource Management System (ERP)/Human Capital Management (HCM) module that supports timekeeping, payroll, and human relations functions. The scope of the implementation includes electronic document management, dashboards, cashiering, online portals, and mobile apps. Continued to improve network and overall cybersecurity by implementing new solutions and additional features available through the City’s existing vendors. Improved the City’s network and system resiliency and redundancy by replacing single points of failure.
As an example, the IT Department implemented redundant Internet Service Providers and automated failover if one of the providers fails.
Continued to improve the City’s disaster recovery processes, procedures, and solutions to reflect the critical nature that technology plays in day-to-day department business. Continued to provide ongoing cybersecurity end-user training and phishing tests to ensure staff awareness of the evolving cyber threats.
In concert with Finance, initiated the Tyler ERP/Utility Billing component implementation to replace the City’s legacy Eden solution.
Implemented application support roles and responsibilities, and associated processes (issue management, change management, testing, etc.) to ensure the City’s critical enterprise applications perform as intended and remain current with changing technology. Migrated the City’s email and website domain from .info to .gov to align with industry standards and provide the public additional protection.
Migrated the City’s Intranet from on-premise to cloud to support improved access and support. Continued to support the City’s enterprise-wide document management system and the online public access to City records facilitating greater government accessibility and transparency. This furthers the City's efforts to reduce paper in alignment with the City sustainability initiative and streamlined work processes.
Continued to implement improvements to the City’s fiber network for greater resiliency and bandwidth to support the expanded use of technology for more efficient and streamlined business processes. Continued to enhance the City’s helpdesk functionalities, anti-virus/malware software, and automated patch management to ensure network security, resiliency, and reliability. To improve information access, sharing, and decision-making, expanded the City’s Geographic Information System (GIS) to support mapping and integration with other core City systems such as Land Management System (LMS), ERP, and Document Management System. Continued support of remote workforce, including adding additional security features such as multi- factor authentication (MFA).
Initiated the preparation phase for the M365 project migrating to the cloud the on-premise email and user file storage and implementing collaboration tools (MS Teams). Continued support of field technology (Ipads and tablets) for code enforcement and inspectors. Continued support of City Council, Planning Commission, and community meetings broadcast including remote, on-site, or hybrid.
326
Focus on continuous improvement in the following areas:
o End-user support (help desk): Extend
cybersecurity, implement tools that automate and
streamline processes to address the rapidly
growing use of mobile computing.
o City’s ERP and LMS solutions: Identify and
implement selected enhanced features and
functions.
o Installed software: Implement patches, updates,
and new releases to obtain the most value out of the City’s investment(s). Continue with the next implementation phases of the M365 project: Migration to the cloud for City email and online storage, and deployment of collaboration tools (MS Teams). Continue to work with departments to proactively plan and implement technologies as identified in the budget process.
Continue with the next phases of Tyler ERP implementation: Utility Billing, Business License, Inventory Management, and Transparency.
In conjunction with City Clerk’s Office, implement a new agenda management solution. Continue to support department initiatives to digitize paper documents to be uploaded into the City’s Enterprise Document Management System (EDMS).
Perform major GIS software platform upgrades to remain current with vendor standards and ensure ongoing support.
Selective upgrades of meeting broadcasting equipment to eliminate obsolete, unsupported equipment and enhance the overall broadcast quality.
As the City continues to implement technology to provide enhanced services and customer support and streamline business and operational processes, the IT Department constantly needs to evaluate its support and services model. This is an ongoing process centered on improving processes, procedures, methods, and tools to ensure quality support with the budget available. This fiscal year, the focus is still on operational efficiencies through improved automation and streamlined work processes.
Recently, the IT Department added a resource offset by the IS Manager position elimination because of the early retirement program. The position’s primary responsibility is dedicated to support the City’s ERP and LMS applications and to ensure the departments are maximizing the City’s investment in these solutions.
With the rapidly growing threats associated with cybersecurity, the Department continuously redefines staff roles and responsibilities to ensure appropriate support. Thus, the City is always adapting the cybersecurity protections to address the ever-evolving threats and to ensure rapid response to alerts and notifications provided by the City’s security providers (sensors, malware, antivirus, etc.). 327
For this budget, the IT Department carefully balances the need to control costs with the needs of the organization. Prior-year budget reductions are kept where possible including adjustments in some areas such as the annual hardware refreshment program.
FY 2020 FY 2021 FY 2022 FY 2023
Authorized Full-Time Positions Adopted Adopted Adopted Proposed Information Technology Director 1 1 1 1
Information Systems Manager 1 1 - -
Geographic Information Systems Analyst 1 1 1 1
Applications Analyst - - - 2
Senior Technology Specialist - - - 2
Technology Specialist 3 3 2 1
IT Analyst 1 1 2 -
Network Administrator 1 1 1 1
Senior Management Analyst 1 1 1 1
Technology Systems Engineer - - 1 1
Total 9 9 9 10
328
Information Technology FY 2021 FY 2022 FY 2022 FY 2023 Var from Object Description Actual Adopted Y/E Est Proposed FY 22 Budg 51101 Salaries & Allowances $1,138,439 $1,008,905 $1,103,960 $1,212,909 20.2% 51103 Part Time Employee Salaries 65,963 36,631 23,148 - -100.0% 51104 Overtime Regular Employees 44,776 38,117 32,196 44,824 17.6% 51201 Group Medical Insurance 148,875 151,170 122,888 156,895 3.8% 51202 Medicare 17,861 15,138 16,007 17,587 16.2%
51204 401A Plan City 27,449 24,874 28,291 33,942 36.5%
51211 PERS Regular Contributions 105,228 90,579 87,247 106,979 18.1% 51213 PERS Regular Net Pension Liab 1,852,398 - - - - 51232 Workers Compensation 96,180 - - - -
Total Salaries & Benefits $1,249,178 $1,083,653 $1,159,304 $1,257,733 16.1% 52101 Contract Services $67,340 $93,456 $80,120 $91,347 -2.3% 52103 Computer Contract Services 426,876 1,026,543 736,645 1,062,174 3.5% 52201 Departmental Supplies 608 1,200 717 1,200 -
52202 Office Supplies 248 1,000 670 1,000 -
52203 Printing - 700 669 700 -
52301 Training, Conf & Meetings 13,878 36,205 29,783 37,255 2.9% 52307 Memberships & Dues 488 2,040 975 1,100 -46.1%
52308 Reference Books & Periodicals 96 500 250 500 -
52801 Computers, Supplies & Software 497,977 773,833 603,018 1,028,782 32.9% 52802 Computer Maintenance & Repairs 7,469 24,434 18,000 24,490 0.2% 53101 Telephone 1,011 3,615 2,947 3,575 -1.1%
Total Materials & Services $495,071 $1,122,899 $818,821 $1,156,421 3.0% 54102 Warehouse Purchases $468 $800 $463 $800 -
54105 Insurance Allocation 9,660 - - - -
54108 Building & Ops Allocation 34,417 41,353 41,353 41,344 -0.0% Total Internal Services $10,128 $800 $463 $800 -
Total Operating Expenditures $4,557,702 $3,371,093 $2,929,347 $3,867,403 14.7% 61203 Computer Equipment & Software $88,317 $260,334 $116,877 $278,221 6.9% 61204 ERP Implementation 180,407 237,448 75,700 32,854 -86.2% Total Capital Projects & Equipment $268,724 $497,781 $192,577 $311,075 -37.5% 71104 Bond Delivery Cost $9,980 - - - -
71107 POB Miscellaneous Principal $60,898 $57,660 $60,898 $61,213 6.2% 71108 POB Miscellaneous Interest 5,445 42,985 45,399 36,696 -14.6% Total Debt Service $256,731 $338,093 $181,997 $130,763 -61.3% Total Expenditures $4,902,750 $3,969,519 $3,228,221 $4,276,387 7.7% Source of Funds
Information Technology Fund 4,902,750 $3,969,519 $3,228,221 $4,276,387 7.7% Total Sources $4,902,750 $3,969,519 $3,228,221 $4,276,387 7.7% 329
330
FIVE YEAR FORECAST
331
The City of Manhattan Beach is committed to strong stewardship of taxpayer dollars, including developing a responsive budget that delivers high quality services our residents expect and deserve. As we emerge from the pandemic, we continue to be faced with difficult choices in balancing quality of life service needs, aging infrastructure and long-term fiscal sustainability.
To assist with this effort, staff prepares projections for revenues and expenditures over the upcoming five-year period as the budget is developed each year. Estimates for revenue and expenditure growth are derived using trend analysis, economic data and known future changes.
The forecast also projects fund balances including policy reserves and unreserved balances.
Fund transfers are indicated for easy identification of fund subsidies, such as in the Street Lighting and Landscape Fund and Stormwater Fund, which are being subsidized by the General Fund. Identifying additional sources of funding for Stormwater operations, and our core services, remains a top priority to address pressure on the General Fund. The projected subsidies to the Street Lighting and Landscape Fund and Stormwater Fund are projected to total about $9.6 million over the next five years, which adds to the strain on our essential services valued by our public.
Nevertheless, the forecast included in this year’s budget shows that the City has been successful in maintaining a fiscally prudent policy of 20% of General Fund expenditures in reserve for emergencies and urgent needs and, additionally, an Economic Uncertainty reserve of $4 million through FY 2026-2027. Throughout the last two years of the pandemic, the City’s revenues were vulnerable to the dynamics of sporadic economic shutdowns, particularly in the travel and tourism industries. By holding the line on costs, and taking prudent, low-impact measures like issuing Pension Obligation Bonds (POBs) in 2021, the City was able to mitigate the immediate impacts of revenue losses while waiting for relief from American Rescue Plan Act (ARPA) funds totaling $8.4 million.
To obtain the most flexibility in the use of the funds, City Council allocated all of the City’s ARPA allocation to the “revenue loss” category as defined by the U.S. Department of the Treasury’s Final Rule for the State and Local Fiscal Recovery Funds (SLFRF) and then applied the loss to government services. Government services include, but is not limited to, maintenance or pay-go of infrastructure, modernization of cyber security, health services, environmental remediation, and provisions for public safety services. The net effect of these actions results in an increase of unreserved General Fund balance to be used at City Council’s discretion. In FY 2020-2021, the City Council allocated $1.4 million to support the reconstruction of Fire Station #2. In FY 2022-2023, a General Fund transfer of $4.0 million is scheduled to the CIP Fund for one-time parks and facilities projects.
Other ongoing transfers out from the General Fund include a reallocation of the budgetary “savings” achieved by the issuance of the POBs in accordance with the Pension Liability Policy approved by the City Council in 2021. The “savings” derived from the difference between what would have been paid to CalPERS as escalating payments, versus the current level-debt payments of $5.5 million, is allocated as 40% to the CIP Fund for debt service or capital projects and 60% to the PARS Pension Stabilization Trust Fund for future pension costs.
332
Although these funds help support the CIP Fund, the five year forecast does show a lack of funding for significant capital improvement projects, such as recreational facilities, additional parking facilities, and upgrades to essential public buildings such as our community centers.
Furthermore, these challenges are now compounded with rising costs due to high inflation.
Like all materials and contract services, labor costs in California continue to rise. As a service organization, the City delivers services through our dedicated employees. Multi-year labor agreements were recently signed with most of the City’s bargaining units through June 30, 2025 bringing predictability to one of the City’s biggest cost centers. After salaries, the second largest compensation driver for the City is retirement system costs. In FY 2022-2023, the City has budgeted $4.7 million for current service costs associated with providing employees defined benefit pension plans through the California Public Employees’ Retirement System (CalPERS).
Using the FY 2022-2023 Budget as a base, the following growth factors were applied to fiscal years 2023-2024 through 2026-2027 in order to estimate revenues, expenditures, and fund balances over the upcoming five-year period.
O_GFFactors4/20/2022 20 21 22 23
FY 2019-
2020
FY 2020-
2021
FY 2021-
2022
FY 2022-
2023
FY 2023-
2024
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Actual Actual Projection Budget Forecast Forecast Forecast Forecast Key Revenues
Property Tax 5.9% 8.3% 6.4% 3.9% 3.5% 3.5% 3.5% 3.5%
Sales & Use Tax -9.4% -3.8% 19.9% 3.0% 3.0% 3.0% 3.0% 3.0% Other Taxes & Assessments -5.5% 1.8% -3.2% 0.0% 3.0% 3.0% 3.0% 3.0% Transient Occupancy Tax -17.9% -33.4% 93.6% 16.0% 3.0% 3.0% 3.5% 3.5% Business License Tax -9.9% 2.8% -0.1% 5.3% 3.5% 3.5% 3.5% 3.5% Charges for Services -9.7% 31.2% -14.7% 5.2% 3.0% 3.0% 3.5% 3.5% Parks and Rec Class Revenues -18.2% -32.7% 39.7% 16.9% 3.1% 3.0% 3.0% 3.0% Building Permits -16.2% -11.3% 6.9% 7.7% 3.0% 3.0% 3.0% 3.0% Building Plan Check Fees -20.1% 40.0% 0.7% 0.0% 2.0% 2.0% 2.0% 2.0% Licenses & Permits -14.6% 32.9% 4.1% -1.1% 3.0% 3.0% 3.0% 3.0% Fines -1.9% -25.1% 46.6% 4.3% 1.0% 1.0% 1.0% 1.0%
Interest Earnings 2.6% -47.1% 23.6% 0.0% 2.0% 2.0% 2.0% 2.0% Rents & Leases -17.1% -16.9% 31.1% 12.5% 1.8% 1.8% 1.8% 1.8% Real Estate Transfer Tax 5.8% 36.7% -2.9% -6.8% 2.0% 2.0% 2.0% 2.0% Key Expenditures
Salary & Wages 1.4% -0.7% 4.8% 3.7% 2.8% 3.0% 3.0% 3.0% Employee Benefits 7.8% 2.0% -27.2% 4.8% 7.4% 3.2% 3.3% 3.3% Contract & Professional Services -6.3% -2.3% 26.3% 9.1% -0.6% 4.1% 1.7% 4.1% Materials & Services -9.2% -29.3% 32.6% 32.8% 2.9% 2.9% 2.9% 2.9% Utilities -2.6% 2.7% 7.0% 7.5% 3.0% 3.0% 3.0% 3.0%
Internal Service Charges 2.0% -17.0% 41.7% 14.8% 1.6% 2.6% 2.5% 3.4% 333
334
FIVE YEAR FORECAST GENERAL FUND_ y
FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 FY 2022-2023 FY 2023-2024 FY 2024-2025 FY 2025-2026 FY 2026-2027 GENERAL FUND Actual Actual Actual Projection Budget Forecast Forecast Forecast Forecast BEGINNING FUND BALANCE 24,614,168 25,378,484 25,167,211 30,694,471 34,646,879 28,556,730 27,809,004 26,625,335 25,497,575 Revenues
Core Revenues 75,101,678 72,069,886 72,972,165 82,043,336 86,151,569 88,693,070 91,314,093 94,064,913 96,905,975 Non-core Revenues (One-time & Grants)¹ 2,469,974 1,130,958 90,117,898 4,922,828 301,658 - - - - Total Revenues & Other Inflows (A) $77,571,653 $73,200,844 $163,090,063 $86,966,164 $86,453,227 $88,693,070 $91,314,093 $94,064,913 $96,905,975 - - - - - - - - - Expenditures
Core Expenditures2
71,705,496 72,681,676 71,016,720 78,138,460 83,339,818 85,612,711 88,132,326 90,426,880 93,200,244 Non-core Expenditures (One-time & Capital)3
2,521,419 276,909 85,592,473 313,894 1,903,200 - - - - Total Expenditures & Other Outflows (B) 74,226,915 72,958,584 156,609,193 78,452,354 85,243,018 85,612,711 88,132,326 90,426,880 93,200,244 Annual Structural (Core) Surplus/(Deficit) 3,396,182 (611,790) 1,955,445 3,904,876 2,811,751 3,080,358 3,181,768 3,638,033 3,705,731 Annual Surplus/(Deficit) Before Transfers 3,344,738 242,260 6,480,870 8,513,810 1,210,209 3,080,358 3,181,768 3,638,033 3,705,731 Fund Equity Transfers Total4
(C) (2,580,422) (453,533) (953,611) (4,561,402) (7,300,358) (3,828,084) (4,365,437) (4,765,794) (5,537,566) Street Lighting & Landscape Fund O (144,634) (169,012) (325,242) (216,953) (222,333) (227,973) (233,781) (239,761) (245,918) Prop A Fund (15,480) - - - - - - - - CIP Fund (Pension Liability Policy) O - - - (492,596) (798,292) (994,920) (1,194,471) (1,298,757) (1,391,131) CIP Fund (One-time) (560,100) - - (175,000) (4,000,000) - - - - Stormwater Fund O (1,273,783) (298,337) (1,317,480) (1,966,428) (1,492,080) (1,518,115) (1,546,188) (1,675,088) (2,204,863) Parking Fund - - 71,020 - - - - - - County Parking Lots Fund O 263,873 263,816 489,165 428,469 409,786 405,304 400,711 395,948 391,041 Insurance Fund O - - - - - - - - - Information Technology Fund O (600,299) - - - - - - - - Refuse Fund (Closeout) O - - 378,926 - - - - - - Fire Station 2 Construction Fund - - - (1,400,000) - - - - - PARS Trust Fund (Pension Liability Policy) O (250,000) (250,000) (250,000) (738,894) (1,197,439) (1,492,380) (1,791,707) (1,948,136) (2,086,696)
Annual Incr./(Decr.) in Fund Balance (=A-B+C) 764,316 (211,273) 5,527,260 3,952,408 (6,090,149) (747,726) (1,183,669) (1,127,760) (1,831,835) ENDING FUND BALANCE $25,378,484 $25,167,211 $30,694,471 $34,646,879 $28,556,730 $27,809,004 $26,625,335 $25,497,575 $23,665,740 Financial Policy Designation 14,937,974 $ 15,004,887 $ 14,624,838 $ 15,539,658 $ 17,048,604 $ 17,122,542 $ 17,626,465 $ 18,085,376 $ 18,640,049 $ Reserve for Economic Uncertainty 4,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ Reserve for Commitments - - - - - - - - - Unreserved Fund Balance5
6,440,510$ 6,162,324 $ 12,069,633 $ 15,107,221 $ 7,508,126 $ 6,686,462 $ 4,998,870 $ 3,412,199 $ 1,025,691 $ gy y 1 Includes loan repayment from prior Assistant City Manager in FY 2018-2019, Pension Obligation Bond proceeds in FY 2020-2021, and American Rescue Plan Act (ARPA) Funds in FY 2020-2021 and 2021-2022. 2 FY 2020-2021 includes repayment of CalPERS Unfunded Actuarial Liabilities (UAL) after issuance of Pension Obligation Bonds. 3 FY 2018-2019 includes one-time expenditures for Public Safety and Public Works radios ($1,189,793), Permitting Software Solution ($380,240) and $1.0 million payment to MBUSD (first budgeted in FY 2017-18). 4 Fund Equity Transfers include reallocation of savings resulting from Pension Obligation Bonds: 40% to CIP Fund and 60% to PARS Pension Stabilization Trust Fund. 5 Unreserved Fund Balance includes Reserve for Encumbrances and ARPA funds received in FY 2020-2021 and 2021-2022. 335
FIVE YEAR FORECAST ALL FUNDS
FY 2022-2023 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES $W$8 W151 W152 W153 W154 2
07/01/2022
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance General Fund Undesignated $15,107,221 $86,453,227 ($77,704, 283) ($1,903,200) ($5,635,535) ($85,243,018) $16,317,430 ($1, 508,946) $7,508,126 $7,508,126 Transfer from County Lots Parking Fund 409,786
Transfer to Street Lighting Fund (222,333)
Transfer to Stormwater Fund (1,492,080)
Transfer to Capital Improvements Fund (798,292)
Transfer to Cap. Impr. Fund (One-time) (4,000,000)
Transfer to Pars Trust Fund (1,197,439)
Financial Policy Designation 15,539,658 15,539,658 1,508,946 17,048,604 17,048,604 Reserve for Economic Uncertainty 4,000,000 4,000,000 4,000,000 4,000,000 Total General Fund Balance $34,646,879 $86,453,227 ($77,704,283) ($1,903,200) ($5,635,535) ($85,243,018) $35,857,088 ( $7,300,358) $28,556,730 $21,048,604 $7,508,126 Special Revenue Funds
Street Lighting & Landscape $0 $389,689 ($577, 022) ($35,000) - ($612,022) ($222,333) $222,333 $0 - $0 Gas Tax 702,372 1,875,279 (60,138) (1,515,000) - (1,575,138) 1,002,513 1,002,513 - 1,002,513 Asset Forfeiture & Safety Grants 76,198 41,800 (107,750) - - ( 107,750) 10,248 10,248 - 10,248 Police Safety Grants 328,183 159,000 (155,000) - - (155,000) 332,183 332,183 - 332,183 Prop A 316,000 883,003 (743,125) - (37,521) (780,646) 418,357 418,357 - 418,357 Prop C 1,371,195 712,451 (60,138) (1 ,200,000) - (1,260,138) 823,508 823,508 - 823,508 AB 2766 199,473 47,500 (673) - - (673) 246,300 246,300 - 246,300 Measure R 937,839 547,088 (60,138) ( 700,000) - (760,138) 724,789 724,789 - 724,789 Measure M 173,637 5,921,033 (60,138) (5, 810,000) - (5,870,138) 224,532 224,532 - 224,532 Measure W 539,707 1,611,500 - (1,200, 000) - (1,200,000) 951,207 951,207 - 951,207 Total Special Revenue Funds Balance $4,644,604 $12,188,343 ($1,824,122) ($10,460,000) ($37,521) ($12,321,643) $4,511,304 $222, 333 $4,733,637 - $4,733,637 Capital Project Funds
Capital Improvements Program Fund $449,239 1,605,438 ($240,550) ($3,202,500) ($1,169,539) ( $4,612,589) ($2,557,912) $4,798, 292 $2,240,380 - $2,240,380 Bond Construction Fund - - - - - - - - - - Underground Utility Construction Fund 1, 285,750 - (1,285,750) - - (1,285,750) - - - - Total Capital Project Funds Balance $1,734,989 1,605,438 ($1,526,300) ($3,202,500) ($1,169,539) ($5,898,339) ($2,557,912) $4, 798,292 $2,240,380 - $2,240,380 Enterprise Funds
Water $2,617,610 $16,472,500 ($13,056,474) - ( $248,232) ($13,304,706) $5,785, 404 $5,785,404 4,434,902 $1,350,502 Stormwater* - 344,484 (1,120,047) (710, 000) (6,517) (1,836,564) (1,492,080) 1,492,080 - - - Wastewater 5,105,964 3,628,000 (2,061,426) (2,541,000) (107,966) (4,710,392) 4,023,572 4,023,572 723,131 3,300,441 Parking 607,282 3,983,200 (1,864,100) (200,000) (634,508) (2 ,698,608) 1,891,874 (700,000) 1,191,874 832,869 359,004 County Parking Lots - 1,363, 000 (185,760) - (767,454) (953,214) 409,786 (409,786) - - - State Pier & Parking (453,358) 833,500 (535,001) (200,000) (2,457) (737,458) (357,316) 700,000 342,684 179,153 163,531 Enterprise Fund Reserves:
North Manhattan Beach BID Reserve 420,300 - - - - - 420,300 420,300 420,300 - Total Enterprise Funds Balance $8,297,798 $26,624,684 ( $18,822,808) ($3,651,000) ( $1,767,134) ($24,240,942) $10, 681,540 $1,082,294 $11,763,834 $6,590,355 $5,173,479 FY 2022-2023 07/01/2023
336
FIVE YEAR FORECAST ALL FUNDS
FY 2022-2023 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES $W$8 W151 W152 W153 W154 2
07/01/2022
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance FY 2022-2023 07/01/2023
Internal Service Funds
Insurance Reserve $8,838,538 $7, 549,860 ($8,210,670) - ($32,682) ($8,243, 352) $8,145,046 $8,145,046 $7,030,000 $1,115,046 Information Technology 1,076,171 3,698,533 (3,867, 403) (311,075) (97,909) (4, 276,387) 498,317 498,317 - 498,317 Fleet Management 1,872,402 2,772,827 (1 ,418,144) (1,042,781) (29,515) (2, 490,440) 2,154,789 2, 154,789 - 2,154,789 Building Maintenance & Operations 106,001 2,195,831 (2,159,630) - ( 36,201) (2,195,831) 106, 001 106,001 - 106,001 Total Insurance Service Funds Balance $11,893,112 $16,217,051 ($15,655, 847) ($1,353,856) ($196,307) ( $17,206,010) $10,904,153 - $10,904 ,153 $7,030,000 $3,874,153 Trust & Agency Funds
Underground Assessment Fund 2018 Refu $1,279,928 $714,150 - - ($700,450) ( $700,450) $1,293,628 $1, 293,628 $1,293,628 Underground Assessment Fund 12 & 14 1,060,675 606, 106 - - (609,007) (609,007) 1,057,774 1,057,774 1,057,774 Underground Assessment Fund 4 638,723 337, 613 - - (341,813) (341,813) 634,523 634,523 634,523 Post-Employment Benefits Trust Fund 93, 190 264,480 (196,680) - - ( 196,680) 160,990 160,990 160,990 PARS Trust Fund 2,609,423 50,000 - - - - 2,659,423 1,197, 439 3,856,862 3,856,862 Total Trust Agency Funds Balance $5,681,939 $1,972,349 ($196,680) - ($1,651,270) ($1,847,950) $5,806, 338 $1,197,439 $7,003,777 - $7,003, 777 Grand Total $66,899,321 $145,061,092 ($115,730,040) ( $20,570,556) ($10,457,306) ($146,757,902) $65,202,510 - $65,202,510 $34,668,959 $30,533,551 * Not meeting current Financial Reserve Policy.
337
FIVE YEAR FORECAST ALL FUNDS
FY 2023-2024 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES x151 x152 x153 x154 2
07/01/2023
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance General Fund Undesignated $7,508,126 $88,693,070 ($79, 980,776) - ($5,631,935) ($85,612,711) $10, 588,484 ($73,938) $6, 686,462 $6,686,462 Transfer from County Lots Parking Fund 405,304
Transfer to Street Lighting Fund (227,973)
Transfer to Stormwater Fund (1,518,115)
Transfer to Capital Improvements Fund (994,920)
Transfer to PARS Trust Fund (1,492,380)
Financial Policy Designation* 17,048,604 17,048,604 73,938 17, 122,542 17,122,542 Reserve for Economic Uncertainty 4,000,000 4,000,000 4,000,000 4,000,000 Total General Fund Balance $28,556,730 $88,693,070 ($79, 980,776) - ($5,631,935) ($85,612,711) $31, 637,088 ($3,828,084) $27,809,004 $21,122,542 $6,686,462 Special Revenue Funds
Street Lighting & Landscape $0 $401,140 ( $594,113) ($35,000) - ($629,113) ($227,973) $227,973 $0 $0 Gas Tax $1,002,513 1,894,252 (60,138) (1,095, 000) - (1,155,138) 1,741, 627 $1,741,627 $1,741,627 Asset Forfeiture & Safety Grants 10,248 42,236 - - - - 52,484 52,484 52,484 Police Safety Grants 332,183 159, 080 (156,410) - - (156,410) 334,853 334,853 334,853 Prop A 418,357 909,113 (788,413) - (37,521) (825,934) 501,536 501,536 501,536 Prop C 823,508 733,795 (60,138) ( 750,000) - (810,138) 747,164 747,164 747,164 AB 2766 246,300 47,990 (673) - - (673) 293,617 293,617 293,617 Measure R 724,789 563,351 (60,138) (1, 000,000) - (1,060,138) 228,001 228,001 228,001 Measure M 224,532 2,629,284 (60,138) (2 ,500,000) - (2,560, 138) 293,678 293,678 293,678 Measure W 951,207 14,411,530 (1,230,000) ( 14,000,000) - (15,230, 000) 132,737 132,737 132,737 Total Special Revenue Funds Balance $4,733,637 $21,791,770 ($3,010,161) ($19,380,000) ($37,521) ($22,427,682) $4,097,725 $227, 973 $4,325,699 - $4,325,699 Capital Project Funds
Capital Improvement Fund $2,240,380 $1,630,051 ($247,767) ( $1,985,000) ($1,168,138) ($3,400,905) $469,527 $994, 920 $1,464,447 - $1,46 4,447 Bond Construction Fund - - - - - - - - -
Underground Utility Construction Fund - - - - - - - - - Total Capital Project Funds Balance $2,240,380 $1,630,051 ($247,767) ($1,985, 000) ($1,168,138) ($3,400,905) $469,527 $994,920 $1,464,447 - $1,464,447 Enterprise Funds
Water $5,785,404 $17,866,545 ($13, 377,775) ($4,415,000) ($244,462) ($18, 037,237) $5,614,712 $5, 614,712 4,540,746 $1,073,967 Stormwater* - 344,919 (1,146,517) (710, 000) (6,517) (1,863,034) (1,518,115) 1,518,115 - - - Wastewater 4,023,572 3,636,380 (2,088,131) (4,175,609) (106,111) (6,369,851) 1,290,101 1,290,101 731,414 558,687 Parking 1,191,874 3,987,542 (1,902, 362) - (659,383) (2,561,745) 2,617,670 200,000 2,817,670 853,915 1,963,755 County Parking Lots - 1,363, 000 (190,242) - (767,454) (957,696) 405,304 (405,304) - - - State Pier & Parking 342,684 833, 665 (549,755) - (2,457) (552,212) 624,138 (200,000) 424,138 184,071 240,067 Enterprise Fund Reserves:
North Manhattan Beach BID Reserve 420,300 - - - - - 420,300 420,300 420,300 Total Enterprise Funds Balance $11,763,834 $28,032,051 ( $19,254,781) ($9,300,609) ( $1,786,384) ($30,341,774) $9, 454,110 $1,112,811 $10,566,921 $6,730,446 $3,836,476 FY 2023-2024 07/01/2024
338
FIVE YEAR FORECAST ALL FUNDS
FY 2023-2024 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES x151 x152 x153 x154 2
07/01/2023
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance FY 2023-2024 07/01/2024
Internal Service Funds
Insurance Reserve $8,145,046 $7, 776,150 ($7,866,642) - ($32,682) ($7,899, 324) $8,021,872 $8,021, 872 $7,030,000 $991,872 Information Technology 498,317 3,692,542 (3,419, 447) (175,000) (97,909) (3,692,356) 498,503 498,503 498,503 Fleet Management 2,154,789 2,797,608 (1,455,563) (1,000,000) (29,515) (2 ,485,078) 2,467,319 2,467,319 2,467,319 Building Maintenance & Operations 106,001 2,043, 298 (2,007,097) - (36,201) (2 ,043,298) 106,001 106,001 106,001 Total Insurance Service Funds Balance $10,904,153 $16,309,598 ($14,748, 749) ($1,175,000) ($196,307) ( $16,120,056) $11,093,694 - $11,093 ,694 $7,030,000 $4,063,694 Trust & Agency Funds
Underground Assessment Fund $1,293,628 $735,575 - - ($706,225) ($706,225) $1, 322,977 $1,322,977 $1,322,977 Underground Assessment Fund 12 & 14 1,057,774 618, 228 - - (606,207) (606,207) 1,069,796 1,069,796 1,069,796 Underground Assessment Fund 4 634,523 344, 365 - - (339,613) (339,613) 639,276 639,276 639,276 Post-Employment Benefits Trust Fund 160, 990 197,833 (197,690) - - ( 197,690) 161,132 161,132 161,132 PARS Trust Fund 3,856,862 51,000 - - - - 3,907,862 1,492, 380 5,400,242 5,400,242 Total Trust Agency Funds Balance $7,003,777 $1,947,001 ($197,690) - ($1,652,044) ($1,849,734) $7,101, 043 $1,492,380 $8,593,423 - $8,593, 423 Grand Total $65,202,510 $158,403,539 ($117,439,924) ( $31,840,609) ($10,472,329) ($159,752,862) $63,853,188 - $63,853,188 $34,882,988 $28,970,200 * Not meeting current Financial Reserve Policy.
339
FIVE YEAR FORECAST ALL FUNDS
FY 2024-2025 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES y151 y152 y153 y154 2
07/01/2024
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance General Fund Undesignated $6,686,462 $91,314,093 ($82, 499,491) - ($5,632,835) ($88,132,326) $9, 868,230 ($503,923) $4, 998,870 $4,998,870 Transfer from County Lots Parking Fund 400,711
Transfer to Street Lighting Fund (233,781)
Transfer to Stormwater Fund (1,546,188)
Transfer to Capital Improvements Fund (1,194,471)
Transfer to Pars Trust Fund (1,791,707)
Financial Policy Designation* 17,122,542 17,122,542 503,923 17, 626,465 17,626,465 Reserve for Economic Uncertainty 4,000,000 4,000,000 4,000,000 4,000,000 Total General Fund Balance $27,809,004 $91,314,093 ($82, 499,491) - ($5,632,835) ($88,132,326) $30, 990,772 ($4,365,437) $26,625,335 $21,626,465 $4,998,870 Special Revenue Funds
Street Lighting & Landscape $0 $412,931 ( $611,712) ($35,000) - ($646,712) ($233,780) $233,781 $0 $0 Gas Tax 1,741,627 1,913,419 (60,138) (1,515, 000) - (1,575,138) 2,079, 908 $2,079,908 $2,079,908 Asset Forfeiture & Safety Grants 52,484 42,677 - - - - 95,161 95,161 95,161 Police Safety Grants 334,853 159, 162 (157,862) - - (157,862) 336,152 336,152 336,152 Prop A 501,536 936,002 (802,442) - (37,521) (839,963) 597,576 597,576 597,576 Prop C 747,164 755,778 (60,138) ( 750,000) - (810,138) 692,804 692,804 692,804 AB 2766 293,617 48,485 (673) - - (673) 341,429 341,429 341,429 Measure R 228,001 580,098 (60,138) ( 500,000) - (560,138) 247,962 247,962 247,962 Measure M 293,678 648,081 (60,138) ( 500,000) - (560,138) 381,621 381,621 381,621 Measure W 132,737 411,561 (410,000) - - (410,000) 134,298 134,298 134,298 Total Special Revenue Funds Balance $4,325,699 $5,908,193 ($2,223,241) ($3,300,000) ($37,521) ($5,560,762) $4,673,130 $233, 781 $4,906,911 - $4,906,911 Capital Project Funds
Capital Improvement Fund $1,464,447 $1,655,385 ($255,199) ( $1,500,000) ($1,167,762) ($2,922,961) $196,870 $1,194,471 $1,391,341 - $1, 391,341 Bond Construction Fund - - - - - - - - -
Underground Utility Construction Fund - - - - - - - - - Total Capital Project Funds Balance $1,464,447 $1,655,385 ($255,199) ($1,500, 000) ($1,167,762) ($2,922,961) $196,870 $1,194,471 $1,391,3 41 - $1,391,341 Enterprise Funds
Water $5,614,712 $19,408,400 ($13, 721,707) ($3,250,000) ($247,059) ($17, 218,766) $7,804,345 $7, 804,345 4,656,255 $3,148,090 Stormwater* - 345,363 (1,175,035) (710, 000) (6,517) (1,891,552) (1,546,188) 1,546,188 - - - Wastewater* 1,290,101 3,644,982 (2,119, 256) (2,100,000) (107,389) (4,326,645) 608,438 608,438 608,438 - Parking 2,817,670 3,992,006 (1,942, 261) - (652,758) (2,595,019) 4,214,657 200,000 4,414,657 865,006 3,549,651 County Parking Lots - 1,363, 000 (194,835) - (767,454) (962,289) 400,711 (400,711) - - - State Pier & Parking 424,138 833, 833 (564,929) - (2,457) (567,386) 690,585 (200,000) 490,585 189,129 301,457 Enterprise Fund Reserves:
North Manhattan Beach BID Reserve 420,300 - - - - - 420,300 420,300 420,300 Total Enterprise Funds Balance $10,566,921 $29,587,584 ($19,718,023) ($6, 060,000) ($1,783,634) ($27,561,657) $12,592,849 $1,145,478 $13, 738,326 $6,739,129 $6,999,197 FY 2024-2025 07/01/2025
340
FIVE YEAR FORECAST ALL FUNDS
FY 2024-2025 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES y151 y152 y153 y154 2
07/01/2024
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance FY 2024-2025 07/01/2025
Internal Service Funds
Insurance Reserve $8,021,872 $8, 029,023 ($8,123,268) - ($32,682) ($8,155, 950) $7,894,946 $7,894, 946 $7,030,000 $864,946 Information Technology 498,503 3,772,832 (3,505, 864) (175,000) (97,909) (3,778,773) 492,563 492,563 492,563 Fleet Management 2,467,319 2,842,952 (1,494,913) (1,000,000) (29,515) (2 ,524,428) 2,785,843 2,785,843 2,785,843 Building Maintenance & Operations 106,001 2,093, 236 (2,057,035) - (36,201) (2 ,093,236) 106,001 106,001 106,001 Total Insurance Service Funds Balance $11,093,694 $16,738,044 ($15,181, 080) ($1,175,000) ($196,307) ( $16,552,387) $11,279,352 - $11,279 ,352 $7,030,000 $4,249,352 Trust & Agency Funds
Underground Assessment Fund $1,322,977 $757,642 - - ($716,425) ($716,425) $1, 364,194 $1,364,194 $1,364,194 Underground Assessment Fund 12 & 14 1,069,796 630, 593 - - (608,207) (608,207) 1,092,182 1,092,182 1,092,182 Underground Assessment Fund 4 - 351,253 - - (340,113) (340,113) 11,140 11,140 11,140 Post-Employment Benefits Trust Fund 161, 132 198,189 (198,731) - - ( 198,731) 160,590 160,590 160,590 PARS Trust Fund 5,400,242 52,020 - - - - 5,452,262 1,791, 707 7,243,969 7,243,969 Total Trust Agency Funds Balance $7,954,147 $1,989,696 ($198,731) - ($1,664,744) ($1,863,475) $8,080, 368 $1,791,707 $9,872,075 - $9,872, 075 Grand Total $63,213,912 $147,192,996 ($120,075,765) ( $12,035,000) ($10,482,803) ($142,593,568) $67,813,340 - $67,813,340 $35,395,594 $32,417,746 * Not meeting current Financial Reserve Policy.
341
FIVE YEAR FORECAST ALL FUNDS
FY 2025-2026 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES z151 z152 z153 z154 2
07/01/2025
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance General Fund Undesignated $4,998,870 $94,064,913 ($84, 794,045) - ($5,632,835) ($90,426,880) $8, 636,903 ($458,911) $3, 412,199 $3,412,199 Transfer from County Lots Parking Fund 395,948
Transfer to Street Lighting Fund (239,761)
Transfer to Stormwater Fund (1,675,088)
Transfer to Capital Improvements Fund (1,298,757)
Transfer to Pars Trust Fund (1,948,136)
Financial Policy Designation* 17,626,465 17,626,465 458,911 18, 085,376 18,085,376 Reserve for Economic Uncertainty 4,000,000 4,000,000 4,000,000 4,000,000 Total General Fund Balance $26,625,335 $94,064,913 ($84, 794,045) - ($5,632,835) ($90,426,880) $30, 263,368 ($4,765,794) $25,497,575 $22,085,376 $3,412,199 Special Revenue Funds
Street Lighting & Landscape $0 $425,075 ( $629,835) ($35,000) - ($664,835) ($239,760) $239,761 $0 $0 Gas Tax $2,079,908 1,932,782 (60,138) (1,015, 000) - (1,075,138) 2,937, 551 $2,937,551 $2,937,551 Asset Forfeiture & Safety Grants 95,161 43,122 - - - - 138,283 138,283 138,283 Police Safety Grants 336,152 159,245 (159,358) - - (159,358) 336,039 336,039 336,039 Prop A 597,576 963,732 (821,966) - (37,521) (859,487) 701,822 701,822 701,822 Prop C 692,804 778,420 (60,138) ( 750,000) - (810,138) 661,086 661,086 661,086 AB 2766 341,429 48,986 (673) - - (673) 389,742 389,742 389,742 Measure R 247,962 597,345 (60,138) ( 500,000) - (560,138) 285,169 285,169 285,169 Measure M 381,621 667,440 (60,138) ( 500,000) - (560,138) 488,923 488,923 488,923 Measure W 134,298 411,592 (410,000) - - (410,000) 135,889 135,889 135,889 Total Special Revenue Funds Balance $4,906,911 $6,027,738 ($2,262,384) ($2,800,000) ($37,521) ($5,099,905) $5,834,744 $239, 761 $6,074,505 - $6,074,505 Capital Project Funds
Capital Improvement Fund $1,391,341 $1,685,518 ($262,855) ( $1,350,000) ($1,161,238) ($2,774,093) $302,766 $1,298,757 $1,601,523 - $1, 601,523 Bond Construction Fund - - - - - - - - - Underground Utility Construction Fund - - - - - - - - - Total Capital Project Funds Balance $1,391,341 $1,685,518 ($262,855) ($1,350, 000) ($1,161,238) ($2,774,093) $302,766 $1,298,757 $1,601,5 23 - $1,601,523 Enterprise Funds
Water $7,804,345 $20,591,383 ($14, 076,297) ($5,400,000) ($249,154) ($19, 725,451) $8,670,277 $8, 670,277 4,775,150 $3,895,127 Stormwater* - 345,842 (1,204,413) (810, 000) (6,517) (2,020,930) (1,675,088) 1,675,088 - - - Wastewater* 608,438 3,654,660 (2,151, 560) (1,950,000) (108,419) (4,209,979) 53,119 53,119 53,119 - Parking 4,414,657 3,996,597 (1,983,510) (300,000) (650,258) (2 ,933,768) 5,477,486 150,000 5,627,486 877,923 4,749,563 County Parking Lots - 1,363, 000 (199,598) - (767,454) (967,052) 395,948 (395,948) - - - State Pier & Parking 490,585 834, 005 (580,590) - (2,457) (583,047) 741,543 (150,000) 591,543 194,349 397,194 Enterprise Fund Reserves:
North Manhattan Beach BID Reserve 420,300 - - - - - 420,300 420,300 420,300 Total Enterprise Funds Balance $13,738,326 $30,785,486 ($20,195,968) ($8, 460,000) ($1,784,259) ($30,440,227) $14,083,586 $1,279,140 $15, 362,726 $6,320,842 $9,041,884 FY 2025-2026 07/01/2026
342
FIVE YEAR FORECAST ALL FUNDS
FY 2025-2026 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES z151 z152 z153 z154 2
07/01/2025
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance FY 2025-2026 07/01/2026
Internal Service Funds
Insurance Reserve $7,894,946 $8, 290,528 ($8,388,694) - ($32,682) ($8,421, 376) $7,764,097 $7,764, 097 $7,030,000 $734,097 Information Technology 492,563 3,861,473 (3,595, 933) (175,000) (97,909) (3,868,842) 485,194 485,194 485,194 Fleet Management 2,785,843 2,889,204 (1,535,810) (1,000,000) (29,515) (2 ,565,325) 3,109,721 3,109,721 3,109,721 Building Maintenance & Operations 106,001 2,131, 858 (2,095,657) - (36,201) (2 ,131,858) 106,001 106,001 106,001 Total Insurance Service Funds Balance $11,279,352 $17,173,062 ($15,616, 093) ($1,175,000) ($196,307) ( $16,987,400) $11,465,014 - $11,465 ,014 $7,030,000 $4,435,014 Trust & Agency Funds
Underground Assessment Fund $1,364,194 $780,371 - - ($509,025) ($509,025) $1, 635,540 $1,635,540 $1,635,540 Underground Assessment Fund 12 & 14 1,092,182 643, 205 - - (605,107) (605,107) 1,130,280 1,130,280 1,130,280 Underground Assessment Fund 4 - 358,278 - - (340,513) (340,513) 17,765 17,765 17,765 Post-Employment Benefits Trust Fund 160, 590 198,550 (199,803) - - ( 199,803) 159,337 159,337 159,337 PARS Trust Fund 7,243,969 53,060 - - - - 7,297,029 1,948, 136 9,245,165 9,245,165 Total Trust Agency Funds Balance $9,860,935 $2,033,463 ($199,803) - ($1,454,644) ($1,654,447) $10,239, 951 $1,948,136 $12,188,087 - $12,1 88,087 Grand Total $67,802,200 $151,770,181 ($123,331,149) ( $13,785,000) ($10,266,804) ($147,382,953) $72,189,429 - $72,189,429 $35,436,218 $36,753,212 * Not meeting current Financial Reserve Policy.
343
FIVE YEAR FORECAST ALL FUNDS
FY 2026-2027 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES aa151 aa152 aa153 aa154 2
07/01/2026
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance General Fund Unreserved $3,412,199 $96,905,975 ($87, 567,409) - ($5,632,835) ($93,200,244) $7, 117,930 ($554,673) $1, 025,690 $1,025,690 Transfer from County Lots Parking Fund 391,041
Transfer to Street Lighting Fund (245,918)
Transfer to Stormwater Fund (2,204,863)
Transfer to Capital Improvements Fund (1,391,131)
Transfer to PARS Trust Fund (2,086,696)
Financial Policy Designation 18,085,376 18,085,376 554,673 18, 640,049 18,640,049 Reserve for Economic Uncertainty 4,000,000 4,000,000 4,000,000 4,000,000 Total General Fund Balance $25,497,575 $96,905,975 ($87, 567,409) - ($5,632,835) ($93,200,244) $29, 203,306 ($5,537,567) $23,665,739 $22,640,049 $1,025,690 Special Revenue Funds
Street Lighting & Landscape $0 $437,579 ( $648,497) ($35,000) - ($683,497) ($245,917) $245,918 $0 $0 Gas Tax $2,937,551 1,952,343 (60,138) (1,595, 000) - (1,655,138) 3,234, 756 $3,234,756 $3,234,756 Asset Forfeiture & Safety Grants 138,283 43,573 - - - - 181,856 181,856 181,856 Police Safety Grants 336,039 159,330 (160,899) - - (160,899) 334,469 334,469 334,469 Prop A 701,822 992,291 (842,074) - (37,521) (879,595) 814,518 814,518 814,518 Prop C 661,086 801,741 (60,138) ( 750,000) - (810,138) 652,689 652,689 652,689 AB 2766 389,742 49,491 (673) - - (673) 438,560 438,560 438,560 Measure R 285,169 615,106 (60,138) ( 500,000) - (560,138) 340,137 340,137 340,137 Measure M 488,923 687,378 (60,138) ( 500,000) - (560,138) 616,163 616,163 616,163 Measure W 135,889 411,624 (410,000) - - (410,000) 137,513 137,513 137,513 Total Special Revenue Funds Balance $6,074,505 $6,150,457 ($2,302,695) ($3,380,000) ($37,521) ($5,720,216) $6,504,745 $245, 918 $6,750,663 - $6,750,663 Capital Project Funds
Capital Improvement Fund $1,601,523 $1,716,679 ($270,741) ( $1,400,000) ($1,168,338) ($2,839,079) $479,123 $1,391,131 $1,870,253 - $1, 870,253 Bond Construction Fund - - - - - - - - - Underground Utility Construction Fund - - - - - - - - - Total Capital Project Funds Balance $1,601,523 $1,716,679 ($270,741) ($1,400, 000) ($1,168,338) ($2,839,079) $479,123 $1,391,131 $1,870,2 53 - $1,870,253 Enterprise Funds
Water $8,670,277 $21,408,167 ($14, 441,572) ($6,550,000) ($80,438) ($21, 072,010) $9,006,435 $9, 006,435 4,840,670 $4,165,765 Stormwater* - 346,332 (1,234,678) (1 ,310,000) (6,517) (2,551,195) (2,204,863) 2,204,863 - - - Wastewater* 53,119 3,664,628 (2,184, 872) (1,450,000) (25,410) (3,660,282) 57,466 57,466 57,466 - Parking 5,627,486 4,001,317 (2,026,005) (1,500,000) (656,508) (4,182,513) 5,446,290 150,000 5,596,290 894,171 4,702,119 County Parking Lots - 1,363, 000 (204,505) - (767,454) (971,959) 391,041 (391,041) - - - State Pier & Parking 591,543 834, 180 (596,722) - (2,457) (599,179) 826,544 (150,000) 676,544 199,726 476,817 Enterprise Fund Reserves:
North Manhattan Beach BID Reserve 420,300 - - - - - 420,300 420,300 420,300 Total Enterprise Funds Balance $15,362,726 $31,617,624 ($20,688,355) ($10, 810,000) ($1,538,784) ($33,037,139) $13,943,212 $1,813,822 $15 ,757,034 $6,412,333 $9,344,700 FY 2026-2027 07/01/2027
344
FIVE YEAR FORECAST ALL FUNDS
FY 2026-2027 SCHEDULE OF RESERVED & DESIGNATED FUND BALANCES aa151 aa152 aa153 aa154 2
07/01/2026
Beginning Estimated Operating Capital Equip Debt Service Total Fund Balance Fund Total Fund Reserves Unreserved Balance Revenues Expenditures & Projects Payments Expenditures Before Xfers Transfers Balance End Balance End Balance FY 2026-2027 07/01/2027
Internal Service Funds
Insurance Reserve $7,764,097 $8, 660,724 ($8,662,983) - ($32,682) ($8,695, 665) $7,729,157 $7,729, 157 $7,030,000 $699,157 Information Technology 485,194 3,952,821 (3,688, 733) (175,000) (97,909) (3,961,642) 476,374 476,374 476,374 Fleet Management 3,109,721 2,936,380 (1,577,928) (1,000,000) (29,515) (2 ,607,443) 3,438,658 3,438,658 3,438,658 Building Maintenance & Operations 106,001 2,171, 664 (2,135,463) - (36,201) (2 ,171,664) 106,001 106,001 106,001 Total Insurance Service Funds Balance $11,465,014 $17,721,588 ($16,065, 106) ($1,175,000) ($196,307) ( $17,436,413) $11,750,189 - $11,750 ,189 $7,030,000 $4,720,189 Trust & Agency Funds
Underground Assessment Fund $1,635,540 $803,782 - - ($509,025) ($509,025) $1, 930,297 $1,930,297 $1,930,297 Underground Assessment Fund 12 & 14 1,130,280 656, 069 - - (605,107) (605,107) 1,181,242 1,181,242 1,181,242 Underground Assessment Fund 4 - 365,443 - - (340,513) (340,513) 24,931 24,931 24,931 Post-Employment Benefits Trust Fund 159, 337 198,913 (200,907) - - ( 200,907) 157,343 157,343 157,343 PARS Trust Fund 9,245,165 54,122 - - - - 9,299,286 2,086, 696 11,385,983 11,385,983 Total Trust Agency Funds Balance $12,170,322 $2,078,329 ($200,907) - ($1,454,644) ($1,655,551) $12, 593,100 $2,086,696 $14,679,796 - $14, 679,796 Grand Total $72,171,664 $156,190,652 ($127,095,213) ( $16,765,000) ($10,028,429) ($153,888,642) $74,473,674 - $74,473,674 $36,082,382 $38,391,292 * Not meeting current Financial Reserve Policy.
345
346
CAPITAL BUDGET SUMMARY
347
348
SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS BY FUND
Prior Year
Appropriation1
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 TOTAL CIP Project Funding Summary
Street Lighting and Landscape Fund $44,989 $35,000 $35,000 $35,000 $35,000 $35,000 $219,989 Streets and Highways Fund 1,326,493 1,515,000 1,095,000 1,515,000 1,015,000 1,595,000 8,061,493 Prop C Fund 5,409,725 1,200,000 750,000 750,000 750,000 750,000 9,609,725 Measure R Fund 1,768,671 700,000 1,000,000 500,000 500,000 500,000 4,968,671 Measure M Fund 5,483,614 5,810,000 2,500,000 500,000 500,000 500,000 15,293,614 Measure W Fund 1,497,100 1,200,000 15,230,000 410,000 410,000 410,000 19,157,100 CIP Fund 5,388,809 3,202,500 1,985,000 1,500,000 1,350,000 1,400,000 14,826,309 Bond Construction Fund 6,198,842 - - - - - 6,198,842 Water Fund 17,216,042 - 4,415,000 3,250,000 5,400,000 6,550,000 36,831,042 Stormwater Fund 2,270,354 710,000 710,000 710,000 810,000 1,310,000 6,520,354 Wastewater Fund 10,288,752 2,541,000 4,175,609 2,100,000 1,950,000 1,450,000 22,505,361 Parking Fund 239,778 200,000 - - 300,000 1,500,000 2,239,778 State Pier and Lot Fund 1,551,283 200,000 - - - - 1,751,283 $58,684,452 $17,313,500 $31,895,609 $11,270,000 $13,020,000 $16,000,000 $148,183,561 1Prior year appropriation column includes estimated carryover funding at the end of FY 2021-2022 that will be expended as multi-year projects progress. Reported carryover funds reflect the amount of fund balance previously committed to projects in prior year adopted budgets. In the Five Year Forecast, Opening Fund Balances include assumptions for Committed Capital Project expenditures and, where applicable, anticipated grant revenue.
349
SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS BY FUND
Prior Year
Appropriation1
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 TOTAL Street Lighting and Landscape Fund
Annual Streetlight Replacement $44,989 $35,000 $35,000 $35,000 $35,000 $35,000 $219,989 Street Lighting & Landscape Total $44,989 $35,000 $35,000 $35,000 $35,000 $35,000 $219,989 Streets and Highways Fund
Streets-Concrete Repairs
Annual Citywide Concrete Repairs Program $286,012 $365,000 $365,000 $365,000 $365,000 $365,000 $2,111,012 Manhattan Village Senior Villas ADA Pathway - Construction 138,150 - - - - - 138,150 Streets-Concrete Repairs Total $424,162 $365,000 $365,000 $365,000 $365,000 $365,000 $2,249,162 Streets-Pavement Projects
Biennial Slurry Seal Program $4,045 $800,000 - $800,000 - $800,000 $2,404,045 Annual Street Resurfacing Program 774,191 350,000 650,000 350,000 650,000 350,000 3,124,191 Triennial Pavement Management System Update - - 80,000 - - 80,000 160,000 Streets-Pavement Projects Total $778,236 $1,150,000 $730,000 $1,150,000 $650,000 $1,230,000 $5,688,236 Streets-Capacity Improvements
Aviation at Artesia, SB to WB Right-Turn Lane (SBHP Grant) $124,095 - - - - - $124,095 Streets-Capacity Improvements Total $124,095 - - - - - $124,095 Streets & Highways Total $1,326,493 $1,515,000 $1,095,000 $1,515,000 $1,015,000 $1,595,000 $8,061,493 Prop C Fund
Streets-Pavement Projects
Annual Street Resurfacing Program $611,589 $1,200,000 $750,000 $750,000 $750,000 $750,000 $4,811,589 Streets-Pavement Projects Total $611,589 $1,200,000 $750,000 $750,000 $750,000 $750,000 $4,811,589 Streets-Capacity Improvements
Dual LT Lanes on MBB at Sepulveda (SBHP Grant) $73,139 - - - - - $73,139 Sepulveda Bridge Widening (SBHP Grant) 1,291,909 - - - - - 1,291,909 Sepulveda Bridge Widening (MTA Call Grant) 2,011,433 - - - - - 2,011,433 Sepulveda Bridge Widening (Prop C Local) 654,312 - - - - - 654,312 Marine Ave at Cedar Ave Traffic and Int. Improvements (SBHP Grant) 767,343 - - - - - 767,343 Streets-Capacity Improvements Total $4,798,136 - - - - - $4,798,136 Prop C Total $5,409,725 $1,200,000 $750,000 $750,000 $750,000 $750,000 $9,609,725 Measure R Fund
Streets-Pavement Projects
Annual Street Resurfacing Program $330,000 $500,000 $500,000 $500,000 $500,000 $500,000 $2,830,000 Streets-Pavement Projects Total $330,000 $500,000 $500,000 $500,000 $500,000 $500,000 $2,830,000 Streets-Capacity Improvements
Protected LT Lanes: MBB at Peck Ave $598,671 - - - - - $598,671 Streets-Capacity Improvements Total $598,671 - - - - - $598,671 Streets-Pedestrian Improvements
Ocean Drive Walk Street Crossings - $200,000 $500,000 - - - $700,000 Rosecrans Bike Lane Improvements $240,000 - - - - - 240,000 Aviation Blvd and 33rd Missing Sidewalk (Partial Grant 5310) 600,000 - - - - 600,000 Streets-Pedestrian Improvements Total $840,000 $200,000 $500,000 - - - $1,540,000 Measure R Total $1,768,671 $700,000 $1,000,000 $500,000 $500,000 $500,000 $4,968,671 Items highlighted in blue shading represent grant funded projects. Items with an asterisk (*) are included in the City Council Work Plan. 350
SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS BY FUND
Prior Year
Appropriation1
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 TOTAL Measure M Fund
Manhattan Beach Advanced Traffic Signal (MBATS) $4,185,286 $5,310,000 $2,000,000 - - - $11,495,286 Rowell Avenue Sidewalk Gap Closure (Curtis & 1st St.) 684,278 - - - - - 684,278 ADA Transition Plan with Public Rights of Way 14,050 - - - - - 14,050 Annual Street Resurfacing Program 600,000 500,000 500,000 500,000 500,000 500,000 3,100,000 Streets-Pedestrian Improvements Total $5,483,614 $5,810,000 $2,500,000 $500,000 $500,000 $500,000 $15,293,614 Measure M Total $5,483,614 $5,810,000 $2,500,000 $500,000 $500,000 $500,000 $15,293,614 Measure W Fund
Stormwater Quality Improvements Projects
TMDL Trash Treatment Project - - $1,230,000 - - - $1,230,000 Shelley Street Improvement Project - - - $410,000 $410,000 $410,000 1,230,000 28th Street Stormwater Infiltration Project (Phase 1) $1,497,100 $1,200,000 14,000,000 - - - 16,697,100 Safe Clean Water Program Total $1,497,100 $1,200,000 $15,230,000 $410,000 $410,000 $410,000 $19,157,100 Measure W Total $1,497,100 $1,200,000 $15,230,000 $410,000 $410,000 $410,000 $19,157,100 CIP Fund
Facilities Projects
Annual Facilities Capital Maintenance Program $215,101 $125,000 $125,000 $300,000 $300,000 $300,000 $1,365,101 Citywide Security Cameras 329,067 230,000 160,000 100,000 - - 819,067 Manhattan Village Senior Villas ADA Pathway 660,895 50,000 - - - - 710,895 Park Improvements Program - 150,000 250,000 250,000 250,000 250,000 1,150,000 Solar Power Installation at City Facilities - - 150,000 150,000 150,000 150,000 600,000 Polliwog Park Lighted Pathway - 180,000 - - - - 180,000 City Hall Renovations - 282,500 - - - - 282,500 Sand Dune Park Improvements - 1,200,000 - - - - 1,200,000 National Fitness Campaign (NFC) Equipment Installation 115,058 65,000 - - - - 180,058 Ceramics Studio Renovations (Kiln) 137,292 100,000 - - - - 237,292 Fire Station No. 2 Replacement 276,762 - - - - - 276,762 Senior and Scout Community Center Renovation* 1,000,000 - - - - - 1,000,000 Joslyn Center Façade Replacement* - 70,000 250,000 - - - 320,000 Begg Field Improvements - - 400,000 - - - 400,000 Replace Light Controllers at Manhattan Village Field 100,230 - - - - - 100,230 School District Project 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 Biennial Slurry Seal Program - MBUSD - 50,000 - 50,000 - 50,000 150,000 City Owned Refuse Enclosures Improvements 50,000 150,000 150,000 150,000 150,000 150,000 800,000 Facilities Projects Total $3,134,405 $2,902,500 $1,735,000 $1,250,000 $1,100,000 $1,150,000 $11,271,905 Right-of-Way Projects
Non-Motorized Transport. Prog. (Bikelanes, Crosswalks) $23,092 - - - - - $23,092 Street LED Retrofit 16,509 - - - - - 16,509 Way Finding Program (Phase 1)* 2,319 - - - - - 2,319 Annual Non-Motorized Transport. Prog. (Bikelanes, Crosswalks) 157,715 $150,000 $150,000 $150,000 $150,000 $150,000 907,715 Right-of-Way Projects Subtotal $199,635 $150,000 $150,000 $150,000 $150,000 $150,000 $949,635 Grants and Special Funds Projects
Polliwog Park Playground Replacement (Prop A/CIP) $1,952,579 - - - - - $1,952,579 Polliwog Band Stage Design (Public Art Trust Fund) 100,000 - - - - - 100,000 Manhattan Village Senior Villas ADA Pathway - Construction (CDBG Funds) 2,190 - - - - - 2,190 Annual ADA Improvements Program (CDBG Funds) - $100,000 $100,000 $100,000 $100,000 $100,000 500,000 Sepulveda/Oak Neighborhood Intrusion Study (MV Mall) - 50,000 - - - - 50,000 Grants and Special Funds Projects Total $2,054,769 $150,000 $100,000 $100,000 $100,000 $100,000 $2,604,769 CIP Fund Total $5,388,809 $3,202,500 $1,985,000 $1,500,000 $1,350,000 $1,400,000 $14,826,309 Items highlighted in blue shading represent grant funded projects. Items with an asterisk (*) are included in the City Council Work Plan. 351
SCHEDULE OF CAPITAL IMPROVEMENT PROJECTS BY FUND
Prior Year
Appropriation1
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 TOTAL Bond Construction Fund
Fire Station No. 2 Replacement $6,198,842 - - - - - $6,198,842 Bond Construction Fund Total $6,198,842 - - - - - $6,198,842 Bond Construction Fund Total $6,198,842 - - - - - $6,198,842 Water Fund
Water Projects
Annual Citywide Water Infrastructure Improvements $1,804,579 - $3,000,000 $3,000,000 $3,000,000 $3,000,000 $13,804,579 Water Meter Upgrade and Automation 1,362,161 - - - - - 1,362,161 Block 35 Ground Level Reservoir Replacement Design - - - - 1,200,000 - 1,200,000 Larsson Street and 2nd Street Booster Station Improvement 1,356,357 - - - - - 1,356,357 Paint Block 35 Elevated Tank 76,250 - - - - - 76,250 Peck Reservoir Replacement 12,271,518 - - - - - 12,271,518 Redrill & Equip Well 15 - - 650,000 - - - 650,000 Utility Radio Telemetry - - 215,000 - - - 215,000 Well 15 Electrical Panel Replacement and VFD Installation - - 300,000 - - - 300,000 Water Master Plan Update 43,385 - - - - 150,000 193,385 Electronics Automation - SCADA, etc. 200,000 - - - - - 200,000 Variable Frequency Device Well 11a 101,792 - - - - - 101,792 Generator Upgrades - Well 15 and Block 35 - - 250,000 250,000 - - 500,000 Rosecrans Ave. Pipeline Replacement Project (Phase 1) - - - - 1,200,000 3,400,000 4,600,000 Water Projects Total $17,216,042 - $4,415,000 $3,250,000 $5,400,000 $6,550,000 $36,831,042 Water Total $17,216,042 - $4,415,000 $3,250,000 $5,400,000 $6,550,000 $36,831,042 Stormwater Fund
Stormwater Projects
Storm Drain Capital BMPs $720,000 $210,000 $210,000 $210,000 $210,000 $210,000 $1,770,000 Annual Storm Drain Repairs 998,048 500,000 500,000 500,000 500,000 500,000 3,498,048 CCTV Storm Drain System 150,000 - - - - - 150,000 Stormwater Master Plan Update 39,806 - - - - - 39,806 Beach Cities Green Streets Project 362,500 - - - - - 362,500 Shelley Street Improvement Project - - - - 100,000 600,000 700,000 Stormwater Projects Total $2,270,354 $710,000 $710,000 $710,000 $810,000 $1,310,000 $6,520,354 Stormwater Total $2,270,354 $710,000 $710,000 $710,000 $810,000 $1,310,000 $6,520,354 Wastewater Fund
Wastewater Projects
Annual Rehabilitation of Gravity Sewer Mains $2,993,083 - $1,100,000 $700,000 $700,000 $700,000 $6,193,083 Poinsettia Lift Station and Force Main Replacement 3,101,380 - - - - - 3,101,380 Pacific Lift Station Upgrade 2,102,122 - 3,000,000 - - - 5,102,122 Utility Radio Telemetry - - 75,609 - - - 75,609 Voorhees Lift Station Upgrade 1,912,167 $2,441,000 - - - - 4,353,167 Meadows Lift Station Upgrade - - - - 1,250,000 350,000 1,600,000 Wastewater Master Plan Update 180,000 100,000 - - - - 280,000 Palm Lift Station Upgrade - - - 1,400,000 - - 1,400,000 City Hall Lift Station - - - - - 400,000 400,000 Wastewater Projects Total $10,288,752 $2,541,000 $4,175,609 $2,100,000 $1,950,000 $1,450,000 $22,505,361 Wastewater Total $10,288,752 $2,541,000 $4,175,609 $2,100,000 $1,950,000 $1,450,000 $22,505,361 Items highlighted in blue shading represent grant funded projects. Items with an asterisk (*) are included in the City Council Work Plan. 352