1300
1250
+0.1%
1350
Nov. ’21 Dec. Jan. Feb. Mar. ’22
SOURCE: DEPT. OF COMMERCE
The dollar value of total construction putin-place showed a seasonally adjusted monthly escalation rate of 0.1% in March,
according to the U.S. Dept. of Commerce’s
seasonally adjusted data. On a yearly basis,
total construction was 11.7% higher than in
March 2021. Yearly private sector construction
rose 14.6%, while public work increased 1.7%.
Non-residential construction in the private
market rose 8.5% over the past year, while
public non-residential work rose 1.7%.
TOTAL CONSTRUCTION
Seasonally adjusted rate in ($) billions
SOURCE: DEPT. OF COMMERCE. NON-SEASONALLY ADJUSTED CONSTRUCTION PUT-IN-PLACE. DETAILS MAY NOT ADD UP TO TOTAL SINCE ALL TYPES OF CONSTRUCTION ARE NOT SHOWN SEPARATELY.
Non-Seasonally Adjusted
Total Construction
CONSTRUCTION VALUE
YEAR-TO-DATE, $ BIL.
CONSTRUCTION VALUE
YEAR-TO-DATE, $ BIL.
2022
MAR
2022
MAR
2021
MAR
2021
MAR
% CHG.
MONTH
% CHG.
MONTH
% CHG.
YEAR
% CHG.
YEAR
TOTAL PRIVATE 307.18 267.39 +12.6 +14.9
RESIDENTIAL BUILDINGS 189.93 159.82 +18.4 +18.8
LODGING 3.99 5.39 +7.6 –25.9
OFFICE 16.93 16.22 +4.9 +4.3
COMMERCIAL 22.06 18.56 +3.6 +18.8
HEALTH CARE 9.22 8.76 +3.1 +5.3
EDUCATIONAL 4.22 3.59 +5.0 +17.5
RELIGIOUS 0.65 0.73 +2.8 –11.0
AMUSEMENT
AND RECREATION 2.96 2.68 +3.2 +10.2
TRANSPORTATION 3.48 3.47 +2.0 +0.2
COMMUNICATION 5.04 5.08 +13.3 –0.6
POWER 25.86 26.00 0.0 –0.5
TOTAL PUBLIC 69.49 68.94 +9.0 +0.7
RESIDENTIAL BUILDINGS 2.01 2.02 +8.9 –0.2
OFFICE 2.70 2.53 +6.6 +7.1
COMMERCIAL 0.79 0.83 +5.3 –4.9
HEALTH CARE 2.61 2.30 +7.8 +13.5
EDUCATIONAL 16.86 18.11 +6.0 –6.9
PUBLIC SAFETY 2.37 3.44 +7.2 –30.9
AMUSEMENT
AND RECREATION 2.88 2.96 +6.3 –2.7
TRANSPORTATION 8.75 8.76 +7.5 –0.1
POWER 2.18 1.79 +1.1 +22.1
HIGHWAY AND STREET 16.17 14.99 +16.3 +7.9
SEWAGE AND
WATER DISPOSAL 5.99 5.47 +9.7 +9.6
WATER SUPPLY 4.05 3.78 +6.0 +7.1
CONSERVATION AND
DEVELOPMENT 1.87 1.69 +9.0 +10.6
MANUFACTURING 22.41 16.79 +4.9 +33.5
376.62 2022
MAR 336.34 2021MAR 11.9% CHG.MONTH +12.0 % CHG.YEAR
enr.com May 16/23, 2022 ENR 61
ENR’s 20-city average cost indexes, wages and material prices. Historical data for ENR’s 20 cities can be found at ENR.com/economics Construction
Cost Index
ANNUAL
INFLATION RATE
1913=100 INDEX VALUE MONTH YEAR
CONSTRUCTION COST 13004.47 +0.8% +8.5%
COMMON LABOR 24511.71 0.0% +1.1%
WAGE $/HR. 47.10 0.0% +1.1%
The Construction Cost Index’s annual escalation rose
8.5%, while the monthly component rose 0.8%.
+8.5%
MAY 2022
Building
Cost Index
ANNUAL
INFLATION RATE
1913=100 INDEX VALUE MONTH YEAR
BUILDING COST 7785.64 +1.4% +15.3%
SKILLED LABOR 11125.38 +0.1% +3.0%
WAGE $/HR. 61.48 +0.1% +3.0%
The Building Cost Index was up 15.3% on an annual
basis, while the monthly component increased 1.4%.
+
15.3%
MAY 2022
Materials
Cost Index
MONTHLY
INFLATION RATE
1913=100 INDEX VALUE MONTH YEAR
MATERIALS COST 5693.87 +3.0% +34.3%
CEMENT $/TON 161.79 +1.8% +6.7%
STEEL $/CWT 84.77 +1.7% +39.8%
LUMBER $/MBF 1178.65 +5.5% +30.3%
The MCI rose 3% since last month, while the annual
escalation rate increased 34.3%.
+
3.0%
MAY 2022
CONSTRUCTION ECONOMICS
0516_CE_WK3.indd 61 5/10/22 10:19 AM
PERCENTAGE
+3.3%
14 7
-21
-28
-35
35 28
21 -7
-14
M’21 J S N J M’22
Plywood prices rose 3.3% in March, following
an increase of 7.9% in February, according to the
Bureau of Labor Statistics’ producer price index.
The annual index sits at 17.2%. Prices for the most
popular species of 2x4s saw a boost of 6% from May
2021’s level, while monthly prices experienced a 3%
increase, according to ENR’s data. ENR’s 20-city
average monthly price for pine 2x4s increased 4.6%
in May, while prices for fir 2x4s experienced a 0.1%
decrease in the same time period.
PRODUCER PRICE INDEX
PLYWOOD
Monthly percentage change
SOURCE: BUREAU OF LABOR STATISTICS
ENR’s Materials Prices For May 2022
1992=100 1992=100
20-CITY AVERAGE
2” X 4” S4S
Pine MBF 1668.77 +4.6 +38.2
Fir MBF 727.96 –0.1 –1.2
Common MBF 1199.98 +3.0 +6.0
2” X 6” S4S
Common MBF 1385.13 +3.3 +16.5
2” X 8” S4S
Common MBF 1211.85 –0.5 +7.4
2” X 10” S4S
Common MBF 1301.66 +0.3 +12.6
PLYWOOD
5⁄8” Thick MSF 1416.83 +0.1 +20.7
PLYFORM
¾” Thick MSF 1839.89 +0.2 +40.9
PARTICLEBOARD: UNDERLAYMENT
5⁄8” Thick MSF 1343.94 –1.3 +41.8
GYPSUM BOARD: REGULAR
½” MSF 343.35 –1.8 +8.5
ROOFING INSULATION
Unfaced SF 8.20 +2.5 +2.6
WALL INSULATION
Unfaced SF 8.23 +1.9 +25.2
BLS PRODUCER PRICE INDEX: MARCH
Gypsum building products
manufacturing
JUNE
1981=100
353.5 +1.4 +20.1
Softwood Lumber 1982=100 542.8 +7.6 +22.9
Plywood 1982=100 383.0 +3.3 +17.2
ITEM UNIT $PRICE %MONTH %YEAR
SOURCE: ENR
SOURCE: BUREAU OF LABOR STATISTICS
As of April 2019, ENR is publishing BLS producer price index numbers for lumber products.
PLYWOOD
GYPSUM WALLBOARD
LUMBER
PARTICLEBOARD
MONTHLY PRICES ROSE 0.1%,
WITH YEARLY PRICES
UP 20.7%.
MONTHLY PRICE FELL 1.8%, WHILE
YEARLY PRICES
INCREASED 8.5%.
MONTHLY PRICES INCREASED 3%,
WHILE YEARLY PRICES
ROSE 6%.
MONTHLY PRICES FOR
PARTICLEBOARD FELL 1.3% IN
MAY.
1992=100
1992=100
1992=100
1992=100
2021-2022
140
188
236
284
332
380
1992=100
PLYWOOD
A’21 SO NM D JA F M’22
2021-2022
250
264
278
292
306
320
1992=100
GYPSUM WALLBOARD
A’21 SO NM D JA F M’22
2021-2022
1992=100
LUMBER
140
188
236
284
332
380
A’21 SO NM D JA F M’22
2021-2022
1060
700
820
940
1180
1200
1992=100
PARTICLEBOARD
A’21 SO NM D JA F M’22
–
1.3 %
+
0.1 %
–
1.8 %
+
3.0%
62 ENR May 16/23, 2022 enr.com
CONSTRUCTION ECONOMICS
0516_CE_WK3.indd 62 5/10/22 10:19 AM
Lumber, Plywood, Plyform For May 2022
+ OR – DENOTES PRICE HAS RISEN OR FALLEN SINCE PREVIOUS REPORT; QUOTES ARE DELIVERED PRICES. SOME PRICES MAY INCLUDE TAXES OR DISCOUNTS. PRODUCT SPECIFICATION MAY VARY, DEPENDING ON WHAT IS MOST COMMONLY USED OR MOST ACCESSIBLE IN A CITY. QUANTITIES ARE GENERALLY TRUCKLOADS. RCP PIPE IS ASTM C76; 12 IN. AND 24 IN. ARE RUBBER-GASKET JOINTED, OTHERS ARE NON-CORRUGATED. CORRUGATED STEEL PIPE IS PLAIN GALVANIZED; 12 IN. IS 16 GAUGE, 36 IN. IS 14 GAUGE, 60 IN. IS 12 GAUGE. PE PIPE IS M252, PERFORATED AND CORRUGATED.
PVC SEWER PIPE IS ASTM D-3034, SDR-35. PVC WATER PIPE IS C900, CL 150. DIP PIPE IS CL 150 WITH A PUSH-ON JOINT. COPPER WATER TUBING PIPE IS HARD AND INTERIOR DIAMETER, TYPE L.
City prices reflect quotes from single sources and can be volatile. They are not meant to be the prevailing price for a city.
Data are a mix of list and transaction prices and may include ENR estimates. Do not compare prices between locations.
Use city information to analyze national trends.
ITEM UNIT ATLANTA BALTIMORE BIRMINGHAM BOSTON CHICAGO CINCINNATI CLEVELAND DALLAS DENVER DETROIT 2” x 4” S4S
PINE MBF +1485.97 +1754.40 1240.58 1315.90 +1482.45 +1732.70 +1792.88 1400.76 — — +1772.65 FIR MBF — — — — 657.32 — — +756.21 503.59 480.00 — — 815.33 578.54 COMMON MBF +1250.38 +1291.82 1140.81 1208.26 +1239.64 +1298.60 –1254.54 1118.93 +1156.29 +1280.39 2” x 6” S4S
COMMON MBF +1375.05 +1566.25 1129.44 1260.20 +1398.83 1492.50 +1510.20 1265.08 +1291.57 +1566.70 2” x 8” S4S
COMMON MBF +1239.74 +1448.75 1041.38 1159.61 +1276.08 –1186.80 –1211.36 1196.00 +1178.43 –1142.64 2” x 10” S4S
COMMON MBF –1161.31 +1680.54 1100.95 1215.82 +1357.55 –1277.64 –1218.48 1238.80 +1268.90 –1261.32
PLYWOOD
5 ⁄8” THICK MSF 1220.73 +1674.06 +1238.87 +1425.98 1205.51 –1402.19 –1417.81 +1400.69 1326.35 –1405.31
PLYFORM
¾” THICK MSF 1419.29 –1974.70 +1390.46 +1610.25 1427.30 –1880.63 –1930.50 +1594.51 1683.77 –1940.20 PARTICLEBOARD: UNDERLAYMENT
5 ⁄8” THICK MSF 1065.45 –1696.75 +1195.53 +1329.17 958.65 –1620.70 –1539.22 +1210.46 1292.28 –1675.00 GYPSUM BOARD: REGULAR
½” MSF +335.88 389.50 +305.64 371.26 369.82 –311.80 –288.20 +345.35 374.90 –310.20
ROOFING INSULATION
UNFACED SF 8.10 +9.24 7.71 8.68 8.53 +9.07 +8.80 +8.05 8.67 +8.92
WALL INSULATION
UNFACED SF 7.25 +10.28 6.30 8.18 7.72 +9.89 +10.05 +8.00 7.26 +10.20 ITEM UNIT KANSAS CITY LOS ANGELES MINNEAPOLIS NEW ORLEANS NEW YORK PHILADELPHIA PITTSBURGH ST. LOUIS SAN FRANCISCO SEATTLE 2” x 4” S4S
PINE MBF +1772.11 –1250.00 1660.40 +1408.00 — — — — +1796.10 1676.55 3498.00 1329.64 FIR MBF 600.37 –833.75 490.00 — — +822.10 +775.62 450.00 641.25 –1755.00 760.25 COMMON MBF 1250.98 498.00 –1221.20 +1097.65 +1185.86 +1179.03 –1240.10 –1167.40 –1755.00 1164.68 2” x 6” S4S
COMMON MBF –1570.92 756.92 +1497.50 1139.41 +1359.00 +1400.98 +1677.30 +1697.20 –1500.00 1247.59 2” x 8” S4S
COMMON MBF –1188.35 931.00 –1435.63 1022.70 +1205.68 +1281.11 –1230.96 –1111.87 –158.400 1164.96 2” x 10” S4S
COMMON MBF –1179.60 1415.00 –1280.70 1115.82 –1291.25 +1372.79 –1238.40 –1248.06 +1720.00 1390.18
PLYWOOD
5 ⁄8” THICK MSF –1386.56 +1436.56 –1386.56 +1281.79 1298.93 1305.11 +1605.34 –1405.50 –2105.00 +1400.52
PLYFORM
¾” THICK MSF –2058.44 1850.00 +2058.44 +1415.84 1385.65 1330.56 –2140.45 +2046.25 3830.00 +1702.30 PARTICLEBOARD: UNDERLAYMENT
5 ⁄8” THICK MSF –1605.93 –1185.88 –1696.88 +1206.12 955.00 1054.84 –1583.44 –1557.60 1229.00 +1228.95 GYPSUM BOARD: REGULAR
½” MSF –301.95 +405.63 –326.70 338.02 349.38 358.73 –348.84 293.75 –385.00 356.43
ROOFING INSULATION
UNFACED SF +8.67 8.75 +9.23 7.91 +8.00 +8.09 +9.18 +9.03 1.16 8.22
WALL INSULATION
UNFACED SF +9.78 6.94 +9.92 6.64 +7.93 7.93 9.76 + 9.54 6.42 7.15 enr.com May 16/23, 2022 ENR 63
CONSTRUCTION ECONOMICS
0516_CE_WK3.indd 63 5/10/22 10:19 AM
3612 Mission Inn Avenue Riverside, CA 92501 951 684 5901 fax: 951 684 0725 June 9, 2022
Project: Twentynine Palms - Luckie Pool Renovation
Subject: Bid Summary Letter
Dear Mr. Luckino,
Listed below is a summary of the low responsive and responsible bidders for the Luckie Pool Renovation project, which bid on May 24, 2022 at 2:00 pm. This list is being forwarded for your review.
The basis of award of the low responsive and responsible bidders is based upon the Total Cash Purchase Price.
Bid Category No. 1 – Demolition and Earthwork
Total Bids Received – 4
Name: The Van Dyke Corporation City: Twentynine Palms
License No.: 565576 Class: A
DIR No.: 1000004163
Notes: The 1st low bidder, A to Z Grading & Excavation withdrew their bid due to a clerical error. The 2nd low bidder, The Van Dyke Corporation has no noted irregularities.
Total Cash Purchase Price: $ 292,520
Bid Category No. 2 – Concrete: Structural & Site
Total Bids Received – 1
Name: Inland Building Construction Companies, Inc. City: San Bernardino License No.: 405281 Class: C-8
DIR No.: 1000001174
Notes: Total cash purchase price in words is different than numerical total cash purchase price, $ 293,000. The written supersedes the numerical value. Inland Building has confirmed the correct value is $290,000.
Total Cash Purchase Price: $ 290,000
Bid Category No. 3 – Plumbing: Site & Bldg., and Fire Sprinkler Total Bids Received – 2
Name: Pro-Craft Construction, Inc. City: Redlands
License No.: 467234 Class: C16 & C36
DIR No.: 1000001106
Notes: No noted irregularities
Luckie Pool Renovation
3612 Mission Inn Avenue Riverside, CA 92501 951 684 5901 fax: 951 684 0725 Total Cash Purchase Price: $ 522,000
Bid Category No. 4 – Electrical & Low Voltage
Total Bids Received – 3
Name: F.E.C. Electric, Inc. City: Redlands
License No.: 743507 Class: C-7, C10
DIR No.: 1000004480
Notes: No noted irregularities
Total Cash Purchase Price: $ 91,225
Bid Category No. 5 – General Package
Total Bids Received – 2
Name: Bogh Engineering, Inc. City: Beaumont
License No.: 788915 Class: B
DIR No.: 1000000953
Notes: No noted irregularities
Total Cash Purchase Price: $ 730,240
Alternate No. 3 – Paint Exterior of Existing Building: $ 36,846 Bid Category No. 6 - Pool
Total Bids Received – 3
Notes: Reject and Rebid
Bid Category No. 7 - Masonry
Total Bids Received – 3
Name: Masonry Concepts, Inc. City: Santa Fe Springs
License No.: 453799 Class: C29
DIR No.: 1000005206
Notes: Missing principal’s title on the Bid Bond Form. This is a minor irregularity.
Total Cash Purchase Price: $ 230,000
Total Cash Purchase Price: $ 2,155,985
Alternate No. 3 – Paint Exterior of Existing Building: $ 36,846 Upon receipt, please evaluate the bid forms, information stated above, and advise how you would like Tilden-Coil Constructors to proceed.
Should you have any questions please do not hesitate to call.
Sincerely,
Bryant Ismerio
Luckie Pool Renovation
3612 Mission Inn Avenue Riverside, CA 92501 951 684 5901 fax: 951 684 0725 Tilden-Coil Constructors
Attachments:
• Formal Evaluation of Bids (Bid Categories 1 through 5, & 7) • A to Z Grading & Excavation – Request from Relief of Bid Letter • California Commercial Pools Protest letter to California Waters Development • California Waters Development response to California Commercial Pools
STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Jun 14 2022
SUBJECT: LAFCO Special Service Review.
RECOMMENDATION:
The City Council approve Resolution No. 22-___ that requests the completion of the special service review of the Twentynine Palms Community that includes the City of Twentynine Palms, Twentynine Palms Water District, and Twentynine Palms Public Cemetery District without any additional action.
ORDER OF PROCEDURE:
Request Staff Report (City Manager
Presenting)
Council Questions of Staff
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• Resolution
• LAFCO Service Review First
Draft
BACKGROUND:
Municipal Service Reviews (MSR) were added to LAFCO's mandate with the passage of the CKH Act in 2000. A service review is a comprehensive study to better inform LAFCO, Local Agencies, and the Community about the provision of municipal services. Service reviews attempt to capture and analyze information about the governance structures and efficiencies of service providers, and to identify opportunities for greater coordination and cooperation between providers. The service review is a prerequisite to a sphere of influence determination and may lead to LAFCO to take other actions under its authority.
LAFCO 3252 (Service Review for the Twentynine Palms Community) has been complete and in draft, the LAFCO Board was going to have a hearing on June 15, 2022, to conclude their review, however, the hearing has been cancelled. The City of Twentynine Palms initiated this process with LAFCO, an independent body, to comprehensively review the governance and operational structure of the identified entities. The City is receiving and filing the review, but NOT taking any additional actions.
The City does, however, want to work with the sister agencies, outside of any LAFCO action, to look for ways to reduce redundancy to save the citizens and rate payers of the community money.
ENVIRONMENTAL:
To be determined.
ALTERNATIVES: Page 321 of 545
The City Council could choose not to approve the Resolution, or add other services to the review, and/or eliminate services as part of this review.
FISCAL IMPACT:
This special service review will cost $5,299 for the review plus a $4,000 deposit that includes legal, environmental, and noticing. LAFCO has indicated that in most cases, most of the deposit will be returned.
CITY OF TWENTYNINE PALMS
CITY COUNCIL
RESOLUTION NO.
A RESOLUTION OF THE CITY OF TWENTYNINE PALMS, SAN
BERNARDINO COUNTY, CALIFORNIA, FINISHING THE LOCAL
AGENCY FORMATION COMMISSION (LAFCO) SERVICE REVIEW
FOR THE TWENTYNINE PALMS COMMUNITY
WHEREAS, the City of Twentynine Palms desired LAFCO to commence a service review pursuant to the Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000, Division 3, commencing with Section 56000 of the California Government Code, to identify potential savings of community resources with the elimination of redundant tasks and services within the Twentynine Palms Community; and WHEREAS, a service review consists of:
• The Twentynine Palms Water District operations of retail water management; and
• The City of Twentynine Palms municipal operations in development of Wastewater and Sewer, Roads, recreations, law enforcement, land use management, and parks; and
• The Twentynine Palms Public Cemetery District operations with operations of public cemetery; and
WHEREAS, it is desired that:
• A draft copy was circulated to the affected entities for review and comment; and
• Within the draft copy, although there was measurable fiscal benefits, a consolidation is NOT warranted;
• The City does however want to pursue community savings WITHOUT a consolidation.
NOW THEREFORE, BE IT RESOLVED, the City Council of the City of Twentynine Palm that LAFCO is hereby request the conclusion of the service review for the Twentynine Palms Community in the manner provide by the Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 without any additional action.
PASSED, APPROVED AND ADOPTED on the 14th day of June, 2022.
Karmolette O’Gilvie, Mayor
ATTEST:
Cindy Villescas CMC, City Clerk
I, do hereby certify that the foregoing Resolution No. was duly adopted by the City Council of the City of Twentynine Palms at a regular meeting thereof held on the 14th day of June, 2022, by the following vote:
AYES: COUNCILMEMBER
NOES: COUNCILMEMBER:
ABSENT: COUNCILMEMBER:
ABSTAIN: COUNCILMEMBER:
Cindy Villescas CMC, City Clerk
FIRST DRAFT
SERVICE REVIEW FOR THE TWENTYNINE PALMS COMMUNITY
Service Review for the
Twentynine Palms Community
LAFCO 3252
Accepted and Filed _____
FIRST DRAFT
FIRST DRAFT
SERVICE REVIEW FOR THE TWENTYNINE PALMS COMMUNITY
Table of Contents
Executive Summary 4
Introduction 7
PART I: Overview of Twentynine Palms Community 9
PART II: Possible Reorganization and Governance Options SECTION 1: Introduction 18
SECTION 2: Consolidation 19
SECTION 3: Collaboration 29
PART III: Agency Profiles and Reviews
SECTION 1: Community-Level Review Items 31
SECTION 2: City of Twentynine Palms 42
SECTION 3: Twentynine Palms Water District 50
SECTION 4: Twentynine Palms Public Cemetery District 55
APPENDICES
A: Comments to the First Draft and LAFCO Staff Reponses 62 B: Acronyms and Definitions XX
C: Primers
FIRST DRAFT
XX
FIRST DRAFT
SERVICE REVIEW FOR THE TWENTYNINE PALMS COMMUNITY
Figures and Tables
LIST OF FIGURES
Figure Name Page
I-1 City of Twentynine Palms Overview 12
I-2 Twentynine Palms Water District Overview 13
I-3 Twentynine Palms Cemetery District Overview 14
II-1 Twentynine Palms Water District Overlaid with
the City of Twentynine Palms
22 III-1 2020 Population Density: City of Twentynine Palms 32 III-2 2040 Population Density: City of Twentynine Palms 32 III-3 2020 Population Density: Twentynine Palms Water District 33 III-4 2040 Population Density: Twentynine Palms Water District 33 III-5 2020 Population Density: Twentynine Palms Cemetery District 34 III-6 2040 Population Density: Twentynine Palms Cemetery District 34 III-7 Disadvantaged Communities 37
III-8 Fire Station Drive Time Analysis – 10 minutes (Rural standard) 40 III-9 Fire Station Drive Time Analysis – 5 minutes (Urban Standard) 41 III-10 City Fiscal Indicators 46
III-11 Water District Fiscal Indicators 52
LIST OF TABLES
Table Name Page
I-1 List of Community Agencies (Vertically Fragmented) 10 I-2 List of Regional Agencies 11
II-1 City Elections since 2012, Number of Candidates 24 II-2 Water District Elections since 2012, Number of Candidates 24 II-3 Voter Turnout since 2012 25
III-1 Disadvantaged Unincorporated Area 35
III-2 Disadvantaged Incorporated Area 36
III-3 City Law Enforcement Contract with County Sheriff 47 III-4 City of Twentynine Palms City Council 48
III-5 City Website Transparency 49
III-6 Water District Board of Directors 53
III-7 Water District Website Transparency 54
III-8 Cemetery District General Fund Balance 57
III-9 Cemetery District Endowment Fund 58
III-10 Cemetery District Pre-Need Fund 59
III-11 Cemetery District Board of Trustees 60
III-12 Cemetery District Website Transparency 60
FIRST DRAFT
FIRST DRAFT
SERVICE REVIEW FOR THE TWENTYNINE PALMS COMMUNITY
Executive Summary
City Request to LAFCO to Conduct a Service Review of the Community In September 2021, the City Council for the City of Twentynine Palms adopted Resolution No. 20-17 requesting that LAFCO conduct a review of municipal services for the Twentynine Palms community (City, Twentynine Palms Water District, and Twentynine Palms Public Cemetery District). The stated reasoning is to, “identify potential savings of community resources with the elimination of redundant tasks and services within the Twentynine Palms Community.” The resolution further states, “a local stakeholder group will be formed to provide peer review of the service review that may identify operational and financial reasons for potential consolidation.”
Importantly, this service review does not contain LAFCO recommendations. Rather, this service review is the first study, a broad overview, meant to encourage further discussion and analysis. If an agency pursues some type of reorganization, a detailed plan for service - to include a five-year fiscal impact analysis - would be required.
Service Review Summary of Mandatory Determinations
City of Twentynine Palms
Currently, the City’s position in governance, management, and operations is solid. The City’s financial position improved in spite of the pandemic, although modestly, and continues to improve.
Twentynine Palms Water District
Currently, the Water District is solid in all aspects: governance, management, finances, and operations. This service review does not identify any infrastructure needs or deficiencies related to water. The financial position of the Water District is solid after years of operating with expenses greater than revenues. A recently approved tiered rate increase projects necessary revenues to meet the reserve policy and fund capital improvements.
Twentynine Palms Public Cemetery District
Following years of financial and operations mismanagement, the Cemetery District has made significant improvement in governance and management. Currently, the Cemetery District is stable in all aspects: governance, management, finances, and operations.
LAFCO Analysis of Methods to Gain Efficiencies
If a service is not federal or state, it is local. Local services are provided by a county, city, or a special district that is either regional or community in nature. While federal and state elections tend to garner the attention, it is local government that is closest to the citizen. Further, most services are provided by local governments. Therefore, in
FIRST DRAFT
FIRST DRAFT
SERVICE REVIEW FOR THE TWENTYNINE PALMS COMMUNITY
aggregate, local governments spend a great deal of money. It is reasonable to ask if the public’s interest would be better served by consolidation or improved coordination at the local level. In the end, is a reorganization effort clear to regular citizens that they will be better off in the new arrangement – specifically taxes, rates, and service level? Further, would there be local interest from the electorate, water rate payers, and civic leaders to consolidate?
At a basic level, there are two methods to evaluate the City’s statement to “identify potential savings of community resources with the elimination of redundant tasks and services within the Twentynine Palms Community”: consolidation and collaboration.
Consolidation
Local services in the Twentynine Palms community are vertically fragmented. This means that there are overlapping local agencies providing distinct services. Vertical consolidation is between overlapping units of government, such as a city and a special district, hoping to better coordinate public services, reduce administrative costs, or enhance civic participation.
The literature indicates there are four primary reasons for consolidation1: (1) efficiencies, (2) increase accountability and civic participation, (3) to achieve local and regional goals, and (4) increase capacity to provide services. The fourth reason identified, increase capacity to provide services, does not apply to Twentynine Palms since the governmental structure is vertically fragmented (meaning they overlap and provide different services).
Therefore, there is no single service capacity to increase.
There could be some cost efficiencies in duplication of administration functions such as payroll or accounting. However, if the public employees who previously provided the service are moved to new roles within the local government, rather than terminated, then the consolidation would probably not make financial sense. In the long-run, financial benefits could be realized through attrition.
Additionally, subsequent analysis would need to consider the union status of the general employees of the District (excluding the General Manager and three department heads) since City employees are not unionized, the benefit differences in retirement and social security, and the lack of representation of those residing outside the City limits. Those voters and rate payers residing outside the City would lack a vote in electing the governing body of the water department (the City Council). In the unincorporated portion of the Water District, the Water District identifies 1,477 connections as of May 13, 2022 and the Registrar of Voters identifies XXXXX registered voters as of May XX, 2022. Further, it would prohibit those registered voters from running for the governing body of their water service provider.
1 “Consolidation” is the merging of services, merging of tax bases, or reducing overlapping units. The definition of “consolidation” in the Local Government Reorganization Act (LAFCO Law) does not apply to this discussion.
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This service review does not consider the effectiveness of the service following a reorganization. As stated throughout this review, whereas a reorganization may result in efficiencies, it may not result in more effective service.
Based on the following scale (strong, solid, fair, and weak), the merits of consolidating either district with the City to:
• Gain efficiencies - fair.
• Increase the number of candidates for open seats – strong. • Increase voter turnout – solid.
• Provide a single forum to address all community service issues – strong. • Provide a single forum to address a potential sewer system – strong. • Achieve local and regional goals – strong.
Collaboration
It may be that improved government processes or collaboration, rather than consolidation, may achieve efficiencies or achieve local goals. One such collaboration is sharing facilities or services in order to gain efficiencies.
In Twentynine Palms, the possible desire to develop a municipal sewer system could benefit from Water District and City collaboration. First, both agencies have financial limits as to what they can do themselves. Second, due to the obvious lack of experience in developing a sewer system by both agencies, their respective strengths and experience would benefit the community. Lastly, the project and the community would be better off if the two parties were invested in this endeavor.
Based on the following scale (strong, solid, fair, and weak), the merits of collaborating amongst the agencies to:
• Gain efficiencies - fair.
• Achieve local and regional goals – strong.
As stated previously, this service review does not contain LAFCO recommendations. Rather, this service review is the first study, a broad overview, meant to encourage further discussion and analysis. This review provides a framework for such discussion and analysis, to include any alternative means. If an agency pursues some type of reorganization, a detailed plan for service - to include a five
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Introduction
1. Purpose of Report
In September 2021, the City Council for the City of Twentynine Palms adopted Resolution No. 20-17 requesting that LAFCO conduct a review of municipal services for the Twentynine Palms community (City, Twentynine Palms Water District, and Twentynine Palms Public Cemetery District). The stated reasoning is to, “identify potential savings of community resources with the elimination of redundant tasks and services within the Twentynine Palms Community.” The resolution further states, “a local stakeholder group will be formed to provide peer review of the service review that may identify operational and financial reasons for potential consolidation.” In November 2021, LAFCO accepted the City’s application and initiated a service review. This service review fulfills the service review requirements as identified in the Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 (Government Code §56000 et. seq.). In general, service reviews evaluate how agencies currently provide municipal services within their service area and the impacts on those services that may occur over the long-term due to population growth and other issues.
Importantly, this service review does not contain LAFCO recommendations. Rather, this service review is the first study, a broad overview, meant to encourage further discussion and analysis. If an agency pursues some type of reorganization, a detailed plan for service - to include a five-year fiscal impact analysis - would be required.
LAFCO may then use this service review as a basis to initiate agency sphere of influence updates, where warranted, to help address identified service efficiencies or deficiencies. “Sphere of Influence” means a plan for the probable physical boundaries and service area of a local agency, as determined by the Commission (§56076).
Spheres are designed to both proactively guide and respond to the need for the extension of infrastructure and delivery of municipal services to areas of emerging growth and development. The requirement for LAFCOs to conduct service reviews was established as an acknowledgement of the importance of spheres of influence, and recognition that periodic updates of agency spheres should be conducted (§56425[g]) with the benefit of current information available through service reviews (§56430[a]).
Service reviews require LAFCO to prepare written statements of six determinations:
1. Growth and population projections for the affected area;
2. Location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence;
3. Present and planned capacity of public facilities, adequacy of public services, and infrastructure needs or deficiencies related to sewers, municipal and industrial water, and fire protection in any disadvantaged unincorporated communities within or contiguous to the sphere of influence;
4. Financial ability of agencies to provide service;
5. Status of, and opportunities for, shared services; and,
6. Accountability for community service needs, including government structure and operational efficiencies.
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2. Report Objective
The primary objective of this service review is to provide the Commission with recommendations to: (1) update the determinations from previous service reviews; (2) initiate sphere of influence updates, if appropriate; (3) identify possible reorganization options for agencies within the Twentynine Palms community; and (4) monitor specific agencies where appropriate.
3. Methodology
Staff referred to a variety of sources for this report, including:
• Previous service reviews and determinations.
• LAFCO’s geographic information system (“GIS”) which was used to identify future population growth areas and disadvantaged unincorporated communities. • Information from local agencies, including, but not limited to, budgets, audits, county local agency management plan, city general plan, and land use maps. • LAFCO outreach to each agency with agency participation, including:
o A working copy of the service review for review and comment; o Notice of the LAFCO hearing to stakeholders and interested parties which was posted on the LAFCO website;
o LAFCO staff report, along with the first draft, which were provided to all agencies, stakeholders, and interested parties and posted on the LAFCO website.
4. Report Organization
The Twentynine Palms Community Service Review is organized as follows:
Executive Summary Overview of the key components within the report.
Introduction (This section) introduces the service review and discusses the mandatory components within a service
review which are required by law
Part I: Overview of
Twentynine Palms
Community
Community location and history, organization of
services, and reorganization history
Part II: Possible
Reorganization and
Governance
Options
Section 1: Introduction
Section 2: Consolidation
Section 3: Coordination
Part III: Agency
Profiles and
Reviews
Section 1: Community-Level items
Section 2: City of Twentynine Palms
Section 3: Twentynine Palms Water District
Section 4: Twentynine Palms Public Cemetery District
Appendices A. Comments to the First Draft and LAFCO Staff Reponses
B. Acronyms and Definitions
C. Primers
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PART I: Overview of Twentynine Palms Community
1. Community Location and History
The Twentynine Palms Community is located at the eastern end of the Morongo Basin, approximately 90 miles east of San Bernardino and 55 miles north of Palm Springs.
State Route 62 (Twentynine Palms Highway) traverses the community leading to the U.S. Marine Corps Air Ground Combat Center and one of the gateways to Joshua Tree National Park, which was designated as a national monument in 1936 and a national park in 1994.
The Twentynine Palms community is located in an area historically occupied by Native American groups referred to as the Serrano and the Chemehuevi. The Serrano occupied an area in and around the San Bernardino Mountains. Their territory extended west into the Cajon Pass, east as far as Twentynine Palms, north past Victorville, and south to the Yucaipa Valley. Their habitation sites required year-round water sources and tended to be located on the desert floor, mountain bases, and into the foothills.
The Chemehuevi arrived in the Twentynine Palms area at the Oasis of Mara around 1870. The Chemehuevi are Southern Paiutes whose territory extended off the lower Colorado toward the west. The Morongo Band of Mission Indians of the Morongo Reservation was established through presidential executive orders in 1877 and 1889.
Twentynine Palms was named for the palm trees located at the Oasis of Mara. When Colonel Henry Washington, Surveyor for the United States government land office arrived in 1855, Chemehuevi were the primary occupants of the Oasis. The gold prospectors who followed in the 1870s used the Oasis as a campsite.
Because of the area’s clean dry air and elevation, Dr. James B. Luckie established a retreat for people afflicted with respiratory and heart problems in the 1920s. World War I veterans brought their families and began homesteading the 160-acre parcels made available to settlers by the federal government at no cost. It was homesteading that determined the widespread area that is Twentynine Palms today.
During World War II, the area became important to the U.S. Army and the U.S. Navy, who practiced bombing and held aviation training over the area. In 1952, the facility expanded and transitioned to a U.S. Marine Corps base, now called the U.S. Marine Corps Air Ground Combat Center, which is the largest Marine Corps base.
2. Organization of Local Services in Twentynine Palms
If a service is not federal or state, it is local. Local services are provided by a county, city, or a special district that is either regional or community in nature. While federal and state elections tend to lead the headlines, it is local government that is closest to the citizen. In the Twentynine Palms community, local services are vertically fragmented.
This means that there are overlapping local agencies providing distinct services.
This service review by design is a community service review, thus the agencies subject to a full review are the City of Twentynine Palms, Twentynine Palms Water District, and the Twentynine Palms Public Cemetery District.
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The table below outlines the local service agencies in the community and the function(s) that each performs. The reader may notice that a sewage or wastewater collection agency is not listed in the table below. Except for the Marine Corps Base, currently there is no organized municipal sewage collection system or wastewater treatment facility within the community. On-site septic systems have been historically utilized by residences and businesses throughout the community.
Table I-1: List of Community Agencies (Vertically Fragmented) City of Twentynine Palms incorporated municipality that is responsible for all municipal services2, unless another
agency provides it
Twentynine Palms Water District retail water
Twentynine Palms Public Cemetery District cemetery
The following is a brief description of the three agencies subject to a full review. • City of Twentynine Palms – The City incorporated on November 23, 1987, and encompasses approximately 58 square miles (larger than the city of San Francisco). As a municipality the City is responsible for, or the default agency for, all municipal services unless that service is provided by another agency. For example, the City is not responsible for retail water or fire protection/emergency medical services/ambulance since those services are the responsibility of overlaying agencies. Hence, under its municipal powers, the City is the default agency for park and recreation, streetlighting, and other services including the provision of (potential) sewer service. The City is classified as a “contract city”, defined by the State of California as a city which has a contract with another agency or private organization for the provision of various governmental services.3 For example, the City is responsible for law enforcement, and it chooses to contract with the County Sheriff’s Department for such services. • Twentynine Palms Water District – The Twentynine Palms Water District formed in 1954. LAFCO authorizes the Water District the functions of Water (retail, agricultural, domestic, replenishment) and Sewer (limited to planning and engineering). The Water District is an independent special district with a fivemember board and operates under County Water District Law (Division 12 of the Water Code). Its boundaries encompass approximately 87 square miles, and 2 Municipal services refer to basic services that residents expect the local government to provide in exchange for the taxes paid or charges. Basic municipal services may include water, sewer, refuse, roads, library, fire protection, emergency medical, law enforcement, and transportation. Some municipal services overlap with the social services category.
For both social and municipal services, the government may provide these services directly or contract to third party. The available services for any individual government will depend on location, history, geography, statutes and tradition. Provided services vary amongst countries, states, counties, communities, and cities. 3 Such cities provide many of the basic services (i.e., law enforcement, fire protection, engineering, libraries, and park) through contracts with outside entities with the contract specifying the levels of service to be provided and the financial compensation for the service. Most cities in California which incorporated after Proposition 13 did so as contract cities as a cost savings measure.
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includes incorporated and unincorporated area. The Water District’s boundaries and/or sphere of influence do not include the City portion that is within the Marine Corps Base.
• Twentynine Palms Cemetery District – In 1934, voters approved the formation of the Twentynine Palms Cemetery District to provide cemetery services to Twentynine Palms, Wonder Valley, and outlying areas. For ease of an identifiable boundary at that time, the Cemetery District formed as the same boundary as the Twentynine Palms Judicial Township. The Cemetery District is an independent special district with a five-member appointed board of trustees and operates under Public Cemetery District Law (Division 8, Part 4 of the Health and Safety Code).
There are other local agencies that provide services countywide or regionally, which the Twentynine Palms community is a part. The table below identifies these agencies, which are not reviewed in this report.
Table I-2: List of Regional Agencies
County Service Area 70 Zone TV-5 television translator (eastern portion of the Morongo Basin)
Mojave Desert Resource Conservation District resource conservation Morongo Basin Healthcare District hospital and clinics
San Bernardino County most social services4, law enforcement San Bernardino County Fire Protection District
(County Fire) and its South Desert Service Zone
fire protection, emergency medical
services5
San Bernardino County Flood Control District flood control The following maps include the three agencies subject to a full service review: City of Twentynine Palms, Twentynine Palms Water District, and the Twentynine Palms Public Cemetery District.
4 Social Services may include healthcare, welfare, job placement, and transition assistance. Some social services overlap with the municipal services category. 5 Ambulance is provided by Morongo Basin Ambulance, a non-profit.
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QUAIL SPRINGS RD
TWENTYNINE PALMS HWY
BASELINE RD
GODWIN RD
UTAH TRL
ADOBE RD
WILSHIRE AVE
TWO MILE RD
MORONGO RD
MANTONYA RD LARREA AVE
SONORA RD
NATIONAL
PARK DR
LEAR AVE
AMBOY RDPINTO MOUNTAIN RD
POLE LINE RD
VALLE VISTA RD
Joshua Tree
National Park
RIVERSIDE COUNTY
MARINE CORPS
AIR GROUND
COMBAT CENTER
62 City of Twentynine Palms
City of Twentynine Palms Sphere of Influence
Joshua Tree National Park
Marine Corps Air Ground Combat Center
County Line
City of Twentynine Palms Overview
±
Disclaimer: The information shown is intended to
be used for general display only and is not to be
used as an official map.
0 1.5 3
Miles
CITY OF
TWENTYNINE PALMS
Author: Hannah Larsen Map Created: 02/11/2022
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QUAIL SPRINGS RD
AMBOY RD
TWENTYNINE PALMS HWY
BASELINE RD
GODWIN RD
UTAH TRL
ADOBE RD
WILSHIRE AVE
TWO MILE RD
MORONGO RD
MANTONYA RD LARREA AVE
SONORA RD
NATIONAL
PARK DR
LEAR AVE
PINTO MOUNTAIN RD
POLE LINE RD
VALLE VISTA RD
Joshua Tree
National Park
RIVERSIDE COUNTY
MARINE CORPS
AIR GROUND
COMBAT CENTER
62 Twentynine Palms Water District Overview
±
Disclaimer: The information shown is intended to
be used for general display only and is not to be
used as an official map.
0 1.5 3
Miles
Twentynine Palms Water District
Twentynine Palms Water District Sphere of Influence
Joshua Tree National Park
Marine Corps Air Ground Combat Center
County Line
TWENTYNINE PALMS
WATER DISTRICT
Author: Hannah Larsen Map Created: 01/26/2022
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Joshua Tree
National Park
QUAIL SPRINGS RD
SHELTON RD TWENTYNINE PALMS HWY
BASELINE RD UTAH TRL
GODWIN RD
ADOBE RD
WILSHIRE
AVE
TWO MILE RD
MORONGO RD
MANTONYA RD LARREA AVE
SONORA RD
NATIONAL
PARK DR
LEAR AVE
PINTO MOUNTAIN RD
POLE LINE RD
AMBOY RD VALLE VISTA RD
RIVERSIDE COUNTY
MARINE CORPS
AIR GROUND
COMBAT CENTER
62 Twentynine Palms Cemetery District Overview
±
Disclaimer: The information shown is intended to
be used for general display only and is not to be
used as an official map.
0 2.5 5
Miles
Twentynine Palms Cemetery District
Joshua Tree National Park
Marine Corps Air Ground Combat Center
San Bernardino County
TWENTYNINE PALMS
CEMETERY DISTRICT
ZERO SPHERE OF INFLUENCE
Author: Hannah Larsen Map Created: 01/26/2022
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3. Reorganization History
The items below are the major events (in terms of government reorganization) for the community.
1934 The County Board of Supervisors and the electorate approved the formation of the Twentynine Palms Public Cemetery District as an independent special district to provide cemetery service in the Twentynine Palms, Wonder Valley, and outlying areas, utilizing the boundaries of the Twentynine Palms Judicial Township.
1938 The County Board of Supervisors and the electorate approved the formation of the Twentynine Palms Park and Recreation District as a board-governed special district6 to provide park and recreation service in the Twentynine Palms and Wonder Valley areas.
1954 Prior to 1954, the Twentynine Palms area was served water by three privately owned water companies: (1) Abell Water Company, (2) Condor Mutual Water Company, and (3) Pacific Water Company. In 1954 the Twentynine Palms County Water District was formed and subsequently purchased the three water companies. Their wells, storage facilities, and piping served as the initial water system for the Water District.
1958 The Twentynine Palms County Water District began to provide fire protection services, under the name Twentynine Palms Fire Department, after the California Department of Forestry ceased providing local fire protection. 1985-87 In 1985, the Twentynine Palms Water District denied the hauling of water for uses outside of its boundaries, effective in 1989, in response to changes in the Water Code. In response to the board’s action, residents and voters in the area petitioned the district for annexation in order to continue to receive hauled water. In 1986, the Water District initiated an application to expand its sphere by 75 square miles (LAFCO 2406) and annex 25 square miles within five separate areas which was commonly known as the “Lear Avenue Annexation” (LAFCO 2400). The purpose of the annexations was to plan to provide water (which an assessment district would be formed to eventually pipe water to the area) and fire protection services to the area.
According to the staff report for this item, the vast majority of the residents of the area favored the proposal, and the majority of absentee landowners or holders of large vacant parcels opposed the proposal. In response to the opposition from absentee and vacant landowners, the district’s proposed assessment district would only include the basic lands whose owners desire water improvements. The Commission approved the proposals as modified. 1987 Registered voters, through citizens group advocating incorporation, gathered adequate signatures and submitted a reorganization application to incorporate the City of Twentynine Palms, dissolve County Service Area 8, and detach from County Service Area 70 (LAFCO 2427). LAFCO held a community workshop on the incorporation which was attended by numerous
6 A board-governed special district is a special district that is governed by the County Board of Supervisors.
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residents. The Commission approved the proposal on the basis that: 1) the area is a recognizable community; 2) the area is so far away from the seat of county government, that self-governance is warranted; 3) the boundaries adequately reflect the community; and 4) the area has the ability to provide service at a lower cost than other urban areas. Following Commission approval, the County Board of Supervisors ordered that the question for the reorganization be placed on the November election. The measure passed with 52% of the vote (980 for, 894 against). Effective November 23, 1987, Twentynine Palms became a city.
1992 The County Board of Supervisors, as the governing body of the Twentynine Palms Recreation and Park District, transferred jurisdictional responsibility for the District to the City Council of the City. Since virtually all of the program and budget decisions primarily affected the citizens of the city, it was recognized that those decisions could be better rendered at the local level. 1993 As the governing body of the Twentynine Palms Recreation and Park District, the City submitted an application to dissolve the district (LAFCO 2752). The main reason for the proposal was for the possibility for the City to receive the special district augmentation revenue that went to the district7. In addition, the City cited that economies of scope could be realized. The proposal included the transfer of property taxes from the Park District to the City for the City to provide the service. The Commission approved the proposal with the condition that the City was required to continue to provide park and recreation services for residents of the former district that did not reside within the City. 1999 The City initiated an application to annex the residential portion of the Marine Corps Base, along with concurrent sphere of influence expansion, comprising
3.9 miles (LAFCO 2855 and 2856). The purpose of the annexation was to increase the City’s population through inclusion of military personnel residing in on-base housing, which would increase the revenues distributed to the City through various State subventions, particularly Motor Vehicle in Lieu revenues, while not incurring service or land use obligations on the military base.
2012 Over time, the Fire Department of the Twentynine Palms Water District evolved into a two station, fully staffed Basic Life Support (“BLS”) operation providing fire, rescue and EMS functions to the citizens of the City of Twentynine Palms and surrounding communities. However, as detailed in LAFCO’s 2012 Service Review conducted for the Twentynine Palms community, due to funding shortfalls and subsequent staff attrition, the foundation for Twentynine Palms fire and emergency services eroded over time.
7 Soon after passage of Proposition 13 in 1978, the state provided revenue to special districts to bail-out nonenterprise functions. In FY 1979-80 the state adopted a permanent bail-out measure which established the Special Districts Augmentation Fund. Under the law at that time, the full amount of property tax revenue of the District would transfer to the City without reference to the augmentation fund. However, in 1993 the state was considering reducing or even eliminating the augmentation fund which prompted the City need to act on the application to LAFCO.
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Options were reviewed during the 2012-13 timeframe which included a discussion with the San Bernardino County Fire Protection District (County Fire) to assume fire responsibility. However, the determination was made to retain local control of the operation. On June 1, 2013, the provision of fire protection and emergency medical services was reduced from two staffed fire stations to one staffed fire station due to the lack of a sustainable revenue source for continued service provision.
2012 The Twentynine Palms Cemetery District’s first service review from 2012 raised concerns regarding its fiscal health, lack of a master plan, and other financial and operational issues. Based on the reasons described in the 2012 service review, LAFCO designated a zero sphere of influence for the Cemetery District.
2015 In 2015 the Water District initiated an application to LAFCO to annex into County Fire and to divest itself of the responsibility to provide fire protection and emergency medical services. In essence, fire and emergency services would transfer from the Water District to County Fire. In February 2016, LAFCO considered and approved the proposed reorganization, and County Fire assumed fire and emergency services on July 1, 2016.
As a condition of the reorganization, the City agreed to assume the Water District’s remaining fire pension obligation – at that time the assumed obligation was over $3 million. The justification for this arrangement was that should the Water District’s fire operations cease without a reorganization to County Fire, the City would be required to provide fire and emergency services to its territory by law. In short, the use of City funds to resolve this liability dilemma protected the City from being the default agency to assume fire and emergency medical services.
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PART II: Possible Reorganization and Governance Options SECTION 1: Introduction
In September 2021, the City of Twentynine Palms adopted a resolution requesting that LAFCO conduct a review of municipal services for the Twentynine Palms community (City of Twentynine Palms, Twentynine Palms Water District, and Twentynine Palms Public Cemetery District). The stated reasoning is to, “identify potential savings of community resources with the elimination of redundant tasks and services within the Twentynine Palms Community.” The resolution further states, “a local stakeholder group will be formed to provide peer review of the service review that may identify operational and financial reasons for potential consolidation.” That being stated, it seems fair that if local government resources are constrained, then exploring efficiencies is a reasonable inquiry.
Taking into consideration the City’s statement in its resolution, whereas the discussion of some government structure options may be theoretical, a service review should address possible options. Such options should consider:
• Improving public participation, local accountability, and governance; • Producing efficiencies in order to reduce service costs; • Enhancing capital improvement plans and increasing capacity; and • Improving the quality and/or levels of service.
Evaluation of these options should weigh:
• Long-term savings of the change versus related transition costs; • Cost-benefit of restructuring to any proposed alternative; • Impact on operating costs (short and long-term); and
• An agency’s financial stability.
At a basic level, there are two methods to evaluate the City’s statement to “identify potential savings of community resources with the elimination of redundant tasks and services within the Twentynine Palms Community”: consolidation and collaboration. The following two sections explore these two methods.
In the end, is a reorganization effort clear to regular citizens that they will be better off in the new arrangement – specifically taxes, rates, and service level? Further, would there be local interest from the electorate, water rate payers, and civic leaders to consolidate? According to a 2020 publication from the Governance Finance Officers Association, concessions that limit personnel and department cuts hinder the expected cost savings and efficiency gains. Thus, as with any large endeavor, the difference between success or failure is in the details. This means that even if consolidation improves the efficiency of government in the short run, efficiencies are not guaranteed in the long run.8
8 Kavanagh, Shayne and Chris Fabian. Governing Magazine. Improving Local Government Coordination and Reducing Waste from Local Government Fragmentation – Part 3: Government as a Platform: Plugging in the Best Service Providers”. Governance Finance Officers Association. 2020.
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PART II: Possible Reorganization and Governance Options SECTION 2: Consolidation
Local services in the Twentynine Palms community are vertically fragmented. This means that there are overlapping local agencies providing distinct services. Vertical consolidation is between overlapping units of government, such as a city and a special district, hoping to better coordinate public services, reduce administrative costs, or enhance civic participation. Conversely, horizontal consolidation is between adjacent units of government (two cities for example) hoping to merge services or combine resources or tax base; this does not apply to this community.
The literature indicates there are four primary reasons for consolidation9: (1) efficiencies, (2) increase accountability and civic participation, (3) to achieve local and regional goals, and (4) increase capacity to provide services. The fourth reason identified, increase capacity to provide services, does not apply to Twentynine Palms since the governmental structure is vertically fragmented (meaning they overlap and provide different services). Therefore, there is no single service capacity to increase.
Some base-level considerations should be factored into the feasibility of consolidation, such as bonded indebtedness, retirement differences, employee benefit differences, infrastructure conditions, legal issues, and more. 10
1. Consolidation: Efficiencies
A. Why Consolidate: Efficiencies
Consolidation can reduce redundant tasks and positions, thereby resulting in efficiencies. Since the City does not provide water or cemetery services, there would not be significant efficiencies in water or cemetery operations. Rather, such efficiencies could be in purchasing, management, finance, technology, infrastructure, and others.
Two types of consolidation are available to the community. The first is dissolving the water and cemetery districts and making their functions a City Department. The second is retaining the Water District but establish it as a subsidiary district of the City (the Cemetery District is not eligible for subsidiary district status as it is vastly larger than the City). Both types are discussed below.
B. Dissolution of the Water District and Make the Function a City Department The City could apply to LAFCO to dissolve the Water District and make the function a city department, for example the City of Twentynine Palms Water Department.
9 “Consolidation” is the merging of services, merging of tax bases, or reducing overlapping units. The definition of “consolidation” in the Local Government Reorganization Act (LAFCO Law) does not apply to this discussion. 10 Kavanagh, Shayne. Governing Magazine. Improving Local Government Coordination and Reducing Waste from Local Government Fragmentation – Part 1: Does Consolidating Local Governments Work?”. Governance Finance Officers Association. 2020.
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Efficiencies would come from the reduction of the district board of directors, legal counsel, auditor, at least one upper level management position, and human resources. Whereas the elimination of some positions would occur, the proportionate tasks would be reduced but not be eliminated. These items are addressed individually below.
• Little to No Reduction
o Legal Counsel – Most of the District’s legal costs relate to water operations with a lesser amount for general operations. o Audit and Budget – Auditing standards require separate accounting by fund. The water department’s activities would need separate accounting across-the-board. Therefore, there would be little to no reduction in these costs.
• Reduction but not elimination
o Finance, Human Resources, and Board Clerk – These positions could technically be eliminated but the related tasks in full most likely could not be assumed by the City’s respective staff. As a starting basis for discussion, a savings factor of 50% could be applied to the current cost for these services.
o Board of Directors – A board of directors would be eliminated upon dissolution. However, due to the historical and technical nature of water service, an advisory council or water committee seems likely. As such, the services of these people would incur costs, but likely less than that of a full functioning district board of directors. As a starting basis for discussion, a savings factor of 50% could be applied to the current cost for these services.
o General Manager – The General Manager of the Twentynine Palms Water District performs two functions – the head of administration and the head of operations. For administrative purposes, the City could choose not to function with a Water General Manager. Administrative functions could be assumed by the City Manager. However, the City Manager could not assume the duties as head of water operations since such duties require certifications. After reviewing the District’s documents as well as content from interviews between LAFCO staff and District management, the bulk of the General Manager’s work relates to operations and not administration. The District has confirmed that the Director of Operations position is typically vacant, supporting the staffing model where the General Manager is the lead operator. Earlier this year, even with a Director of Operations, the two supervisors (Maintenance and Production) reported to the General Manager and not the Director of Operations.
Additionally, the District has not had an engineer on staff. Further, the past few general managers have all been promoted from within, thereby
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promoting continuity and expertise of local operations. In essence, the General Manager of this district is the lead operator. Therefore, as a starting basis for discussion, a savings factor of 25% could be applied to the current cost for this service.
Items to Consider:
First, LAFCO’s preliminary calculations for this option would result in an annual savings of roughly $200,000. Should the City desire to pursue this option, the required application to LAFCO would include a Plan for Service and Fiscal Impact Analysis detailing the reductions. Additional analysis would include addressing the union status of the general employees of the District (excluding the General Manager and three department heads) since City employees are not unionized.
Second, the District participates in Social Security as well as CalPERS. In 1986 Social Security changed to allow agencies that contract with retirement plans such as CalPERS to also participate in Social Security. The District is an agency that elected to participate, so it has both benefits. The employees pay their full share of the employee CalPERS costs and the employee Social Security costs. Elimination of Social Security and providing the other government retirement plan, CalPERS, would save an additional roughly $100,000. Analysis of this matter is beyond the scope of this service review, and proper consideration requires detailed analysis.
Third, one downside to dissolving the District and making its function a City Department, is that the District’s territory is larger than the City’s. In this case, the City would be obligated to continue service beyond its boundary - throughout the District’s territory. The consequence of this option is that those voters and rate payers residing outside the City would lack a vote in electing the governing body of the water department (the City Council). In the unincorporated portion of the Water District, the Water District identifies 1,477 connections as of May 13, 2022 and the Registrar of Voters identifies XXXXX registered voters as of May XX, 2022. Further, it would prohibit those registered voters from running for the governing body of their water service provider.
Lastly, this service review does not consider the effectiveness of the service following a reorganization. As stated throughout this review, whereas a reorganization may result in efficiencies, it may not result in more effective service.
C. Retain the Water District but make it a Subsidiary District of the City A similar option would be to retain the Water District but make it a subsidiary district of the City. This means that the district transitions from an independent district to a dependent district governed by the City Council. In fact, a subsidiary district can be larger than a city. State law allows for subsidiary district status if at least 70% of the district territory and 70% of the district’s registered voters are within the city limits. In the corporate world, a subsidiary company is a company owned or controlled by another company, which is called the parent company or holding company.
The following figure shows the Water District overlaid by the City.
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Joshua Tree
National Park
MARINE CORPS
AIR GROUND
COMBAT CENTER
AMBOY RD
CASCADE RD
QUAIL SPRINGS RD
TWENTYNINE PALMS HWY
BASELINE RD
GODWIN RD
BROADWAY ST
UTAH TRL
ADOBE RD
WILSHIRE AVE
TWO MILE RD
MORONGO RD
SUNFAIR RD
MANTONYA RD
LARREAAVE
SONORA RD
NATIONAL
PARK DR
LEAR AVE
PINTO MOUNTAIN RD
POLE LINE RD
VALLE VISTA RD
62 Twentynine Palms Water District Overlaid
with the City of Twentynine Palms
±
Disclaimer: The information shown is intended to
be used for general display only and is not to be
used as an official map.
0 1.5 3
Miles
City of Twentynine Palms
Twentynine Palms Water District
Joshua Tree National Park
Marine Corps Air Ground Combat Center
County Line
TWENTYNINE PALMS
WATER DISTRICT
Author: Hannah Larsen Map Created: 01/26/2022
CITY OF
TWENTYNINE PALMS
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The benefits for a city to govern a subsidiary district is to control the governance and operations of the district. On the other hand, some communities form subsidiary districts or re-establish independent districts as subsidiary districts in order to gain efficiencies, while isolating the district’s finances from the parent (the city). In the case of Twentynine Palms, a subsidiary Twentynine Palms Water District would be governed by the City Council (acting as the Water District board) and the lead water administrator would likely report to the City Manager. The Water District’s finances would be separate from the City’s and pursuant to accounting standards would require separate budgets and audits.
At this time, the Water District is not eligible for subsidiary district status. It only meets the voter requirement, but does not meet the territory requirement because 62% of the district’s territory is within the city limits. In order to be eligible, the City would first have to annex an additional eight percent to reach the 70% minimum.
The most likely area for annexation would be Desert Heights.
Similar cost efficiencies would occur as with the previous option (dissolution and establishing a water department). In addition, should the City annex the additional two percent, it would gain a portion of the property tax of the area in order to provide general municipal services.
D. Dissolution of the Cemetery District and Make the Function a City Department The City could apply to LAFCO to dissolve the Cemetery District and succeed to its service responsibility, assets, and liabilities. Current law (Health and Safety Code §8125) authorizes cities to survey, lay out, and dedicate for burial purposes no more than five acres of public lands. The Cemetery District operates more than five acres.
If the City were to succeed to the District’s cemetery services, special legislation would need to occur, and there is statutory precedent for authorization. In 2008, AB 1932 authorized the City of Simi Valley to operate a cemetery on public lands containing five acres or more. Should the City desire to succeed to the District’s services and facilities, special legislation would be required.
In addition, the Cemetery District’s territory is much larger than the City. Should this option come to fruition, LAFCO staff would recommend that the Commission include a condition that the City continue to provide cemetery services for residents of the former district that do not reside within the City. Efficiencies would come from the reduction of the district board of directors, legal counsel, and auditor. Whereas the elimination of some positions would occur, the proportionate tasks would be reduced E. Conclusion: Efficiencies
There could be some cost efficiencies in duplication of administration functions such as payroll or accounting. However, if the public employees who previously provided the service are moved to new roles within the local government, rather than terminated, then the consolidation would probably not make financial sense.
This service review does not consider the effectiveness of the service following a reorganization. As stated throughout this review, whereas a reorganization may result in efficiencies, it may not result in more effective service.
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2. Consolidation: Increase Accountability and Civic Participation The occurrence of three overlapping governmental units11 in a small community could result in insufficient civic participation, both for candidates running for office and electorate voting.
A. Candidates Running for Office
In order to run for office, one must be a registered voter. The community has pool of roughly 7,800 registered voters that are eligible for candidacy for the City, Water District, Cemetery District, Unified School District, and Community College District.
Therefore, the small pool does not lend to competitive elections in this community.
Elections for representation on the City Council of the past 10 years shows competitive races in six of eight elections since 2012. Therefore, competition is not a challenge for City elections during this time span. Note that the City transitioned from at-large membership to membership by district starting with the 2018 election.
Table II-1: City Elections since 2012, Number of Candidates Source: San Bernardino County Registrar of Voters
Elections for representation on the Water District Board of the past 10 years shows competitive races in two of four elections since 2012. Therefore, competition is a challenge for Water District elections during this time span.
Table II-2: Water District Elections since 2012, Number of Candidates Source: San Bernardino County Registrar of Voters
11 The Morongo Basin Unified School District is excluded from this analysis since its jurisdiction is larger than the Twentynine Palms Community, generally encompassing the entire Morongo Basin.
DISTRICT 1 DISTRICT 2 DISTRICT 3 DISTRICT 4 DISTRICT 5
2020 Presidential General 1 2
2018 Statewide General 1 2 2
2016 Presidential General 4 pick 2
2014 Statewide General 6 pick 3
2012 Presidential General 3 pick 2
CITY WIDE, AT LARGE
Election Candidates Election/Appointment
2019 District Mail 3 Election, pick 2
2017 Consolidated Mail 3 appointments in lieu of election, 3 seats 2015 Consolidated Mail 1 appointments in lieu of election, 1 seat 2013 Consolidated Mail 5 Election, pick 3
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By law, Cemetery District board members are appointed by the County Board of Supervisors.
B. Interest in Appointments to the Cemetery Board
Records show that community interest in board membership historically has been low. An option afforded in Public Cemetery District law is for the board to request through resolution that the County Board of Supervisors reduce board membership from five members to three members (Health and Safety Code §9020, §9025). In the LAFCO staff’s view, limiting membership to three members for such a large area would not promote oversight efficiencies; a full membership of five members should be sought by the District and the County Board of Supervisors to promote adequate oversight of District affairs and community participation in an important service.
Additionally, the County Board of Supervisors may appoint itself to be the board of trustees (§9026). Such an action would not require LAFCO approval as it would not be a change of organization, rather the District remains but the governing body would be different.
C. Voter Participation
As shown in the table below, voter turnout to City elections has been strong.
Turnout was 44% and 53% during the past two Statewide General elections and over 70% in each of past three Presidential General Elections. However, turnout has been weak during mail elections for the Water District. Note that in 2015 and 2017, the Water District appointed in lieu of election due to lack of candidates.
Table II-3: Voter Turnout since 2012
Source: San Bernardino County Registrar of Voters
Water District Election Change
Elections Code Sections 14050 through 14057, known as the California Voter Participation Rights Act (Act), prohibits cities, school districts, and special districts from holding an election other than on a statewide election date in even-numbered years, if holding an election on a non-concurrent date has historically significantly decreased voter turnout. Significant decrease in voter turnout is defined as at least 25 percent less than the average voter turnout within the jurisdiction for the previous four statewide general elections. Local agencies must consolidate their elections with a statewide election no later than the November 8, 2022 Statewide General Election.
2020 Presidential General 76% 2019 District Mail 18%
2018 Statewide General 53% 2017 Consolidated Mail --
2016 Presidential General 76% 2015 Consolidated Mail -- 2014 Statewide General 44% 2013 Consolidated Mail 25%
2012 Presidential General 71%
CITY WATER DISTRICT
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The Water District has held its governing body elections as mail ballot elections in August of odd-numbered years since 2009 when its voters approved the move. The Water District’s most recent election was held on August 27, 2019 and voter turnout was 18.33%. The average voter turnout in statewide general elections of 2012, 2014, 2016 and 2018 was 59.40%. The Water District’s voter turnout in 2019 was significantly decreased as defined in the Act. On January 5, 2021, the County Board of Supervisors approved a District request to move its election dates from mail ballot elections held in August of odd-numbered years to statewide general elections held in November of even-numbered years, commencing with the November 8, 2022 Statewide General Election. (Board Item 38).
Future discussion on efficiencies can take into consideration the voter participation from the November 8, 2022 election for the Water District.
D. Conclusion: Accountability and Civic Participation
In the Twentynine Palms community, three overlapping governmental units contributes to insufficient civic participation. Elections for representation on the City Council for the past ten years show competitive races in six of eight elections since 2012. However, competition has been a challenge for Water District elections. As for voter turnout, turnout has been strong for City elections and weak for Water District elections. With a move to Statewide General Elections for the Water District, the hope is for increased turnout as well a decrease to election costs. Number of candidates and voter participation are solely not reasons for consolation, but should be considered as a part of the overall discussion.
3. Consolidation: Achieve Local and Regional Goals
A. Consolidation to Provide a Single Forum
As currently organized, community members must participate in two government forums to obtain a complete picture of water and wastewater matters. This may lend to inefficiency in messaging and planning.12 For example, the public may be better able to voice concerns and receive more attention from one lead elected official (mayor) and one lead administrator (city manager).
Second, there is a lack of competition in vertical agencies, specifically when one agency is single purpose. As a result, there is lack of competition in the budget process when there is a single purpose agency. As constructed, community members must participate in two budget processes to provide their input on policy priorities and fund allocation.13 Should the Water District be a part of the City as a
12 Goodman, Christopher B. “Local Government Fragmentation: What Do We Know?” State and Local Government Review. 51 (2): 134–144. (2019). 13 Christopher R. Berry. Imperfect Union: Representation and Taxation in Multilevel Governments. New York:
Cambridge University Press. 2009.
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department, then the amount of funds divided amongst all priorities and services could be debated in one forum.
B. Sewer System
As stated, this community is vertically fragmented, meaning that there is little overlap in responsibility. The community is exploring the opportunity to develop a sewer collection and treatment system. Should this become an explicit goal of the community, then the city absorbing the Water District and making into a city department could provide a single voice for all water and wastewater matters. Water and wastewater are services whose planning and operations are influenced by the other. For example, groundwater is affected by waste discharge, and wastewater can be treated and put back into the ground or used for non-potable uses such as irrigation.
In 2018, LAFCO conducted a Countywide Service Review for Wastewater, which included the Twentynine Palms community. That service review determined that the City and the Water District are aware that the Colorado River Basin Regional Water Quality Control Board is concerned about potential contamination, and the parties are concerned that the Regional Board could issue an order for the community to immediately develop a wastewater system. Meanwhile, the neighboring Marine Base has an aging wastewater treatment facility.
The Twentynine Palms community is identified as an area that has a need and opportunity for an organized wastewater collection system, and an opportunity exists for the community to develop a joint wastewater system with the nearby Marine Corps base.
Two local agencies have the authority to plan for a future wastewater system: (1) the City of Twentynine Palms as a municipality can provide collection and/or treatment, and (2) the Twentynine Palms Water District is authorized by LAFCO the Sewer function but with services limited to Planning and Engineering.
Meanwhile, the neighboring Marine Base has an aging wastewater treatment facility located just north of Mesquite Dry Lake aboard the installation. The Base has requested military construction funding to construct a new facility near the current site. This is the highest priority construction project for the Base, however it is not currently scheduled, and it is unclear when this construction may be funded. With concurrent wastewater treatment needs for the Marine Corps base and the Twentynine Palms community, the City has presented an opportunity to develop a joint wastewater system with the Marine Corps base.
LAFCO staff understands that the Twentynine Palms Water District has participated in meetings with the City and Marine Base, but that the City is taking the lead in the feasibility study with the Marine Base. The Water District is authorized by LAFCO the Sewer function but with services limited to Planning and Engineering. Having such authorization allows the Water District to play an integral role in a potential sewer collection and treatment system and shaping the future of the overall Twentynine Palms Community.
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Benefits for a Combined Water/Sewer Agency
There are significant benefits when one agency is responsible for water and sewer services – be it a city or district. First, if one agency is responsible for sewer treatment and another is responsible for water distribution, there may be differing policies on the distribution of the treated wastewater (also knowns as recycled water or grey water). In many instances, the agencies have agreements on where, when, and how to distribute the treated wastewater. However, in other instances, the different governing bodies may have different philosophies and policies regarding recycled water and cannot come to an agreement. For example, who becomes the responsible agency to distribute the treated wastewater to the parks for irrigation – the water agency or the wastewater agency? Alternatively, when one agency is responsible for both sewer treatment and water distribution, the result is clear policy on recycled water. Further, a combined agency would have direct access to recycled water, thereby partially offsetting its water demands for irrigation.
Second, there is crossover in equipment and maintenance of the systems. When there are separate agencies, both agencies have separate fleets for water and sewer. When combined, certain equipment such as backhoes, trucks, and jetters can be shared for the water system and sewer system. Further, a combined crew can work on both the water system and sewer system since the core task is similar.
Note that the separate certifications are required for water treatment and sewer treatment.
Third, a combined agency would benefit by proving a bundled service and billing to customers for water and sewer. A combined agency could simply charge for sewer based upon water consumption.
C. Conclusion: Achieve Local and Regional Goals
Consolidation can provide for a single forum for community engagement. In some cases, this may promote more efficient messaging and planning. Should the community desire to develop a sewer collection and treatment system, the City absorbing the Water District and making into a city department could provide a single voice for all water and wastewater matters.
This service review does not consider the effectiveness of the service following a reorganization. As stated throughout this review, whereas a reorganization may result in efficiencies, it may not result in more effective service FIRST
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PART II: Possible Reorganization and Governance Options SECTION 3: Collaboration
This section explores the concept of collaboration as a means to enjoy the benefits of consolidation without surrendering identity and independence. It may be that improved government processes or collaboration, rather than consolidation, may achieve efficiencies or achieve local goals. In the previous section, three reasons were discussed for consolidation: (1) efficiencies, (2) increase accountability and civic participation, and (3) achieve local and regional goals. This discussion excludes item (2) increase accountability and civic participation, as is not a significant factor for collaboration.
1. Collaboration: Efficiencies
One such collaboration is sharing facilities or services in order to gain efficiencies. Across the country, there are substantial gains available from collaboration. Since the agencies do not duplicate or overlap in services, efficiencies would be in general administration such as payroll and accounting. Further there is no unique community character associated with these services.
In this option, the agencies could share resources. For example, equipment used by both agencies, but not full time, could be shared. Of course, this is dependent upon the legal and risk management (insurance) review.
2. Collaboration: Achieve Local and Regional Goals
In working towards a goal, collaboration holds promise for addressing big social challenges that are multi-faceted like poverty, homelessness, and addiction. However, a review of the literature shows that local governments in general are starting to use collaboration to address community challenges.
Collaboration connects separate entities to pursue a shared vision and harnesses their collective resources and capital to achieve the objective. Further, this engagement makes the entities mutually accountable. For example, the County of San Bernardino created a shared vision for the entire county and enlisted organizations from many sectors in this vision, including local governments within the county.
In Twentynine Palms, the possible desire to develop a municipal sewer system could benefit from Water District and City collaboration. First, both agencies have financial limits as to what they can do themselves. Second, due to the obvious lack of experience in developing a sewer system by both agencies, their respective strengths and experience would benefit the community. Lastly, the project and the community would be better off if the two parties were invested in this endeavor.
According to the Water District, the City and Water District have a history of joint committees and collaboration. These include:
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• Having a joint ad hoc committee to evaluate technical inquires over the potential impact of septic systems on groundwater sources.
• Water District staff have participated in three previous engineering evaluations of centralized wastewater management sponsored by the City. • Pursuing state grants related to wastewater study and water services.
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PART III: Agency Profiles and Reviews
SECTION 1: Community-Level Review Items
Due to the overlay of the City, Water District, and Cemetery District, three of the mandatory determinations for a service review can be reviewed at the community level, and not duplicated for each agency. These determinations are:
1. Growth and population projections for the affected area
2. Location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence
3. Infrastructure needs or deficiencies related to sewers, municipal and industrial water, and fire protection in any disadvantaged unincorporated communities within or contiguous to the sphere of influence
1. Growth and population projections for the affected area Twentynine Palms can be characterized as a rural desert community that has a high population density where its boundary overlaps with the Marine Corps Air Ground Combat Center. The community is concentrated around commercial areas which run along State Highway 62, also known as Twentynine Palms Highway, and Adobe Road, which runs north to the Military Base. These areas contain the majority of multifamily and relatively dense single-family land uses. Less dense single family and rural living are located in the majority of the remainder of the community.
The City had a total population of 25,048 in 2010 and 28,065 in 2020 according to the United States Census Bureau. Overall, the City has grown by 1% annually for the past 10 years.
The following three pages show two population density figures for each agency: 2020 estimate and 2040 forecast. As shown, the population density in the community is not projected to increase significantly by year 2040 given the availability of developable land, remote nature of the desert communities removed from pass-through traffic, and the local economic structure.
However, San Bernardino County, in general, is anticipated to see more population growth in the near term than the coastal regions of Southern California. The high cost of housing in the coastal counties of Los Angeles, Orange and San Diego has made the Inland Empire a destination of choice for many residents willing to commute to those areas. Shortly, the South Desert Region, including Twentynine Palms, has experienced an increase in full-time and part-time residents and visitors seeking rural and open space.
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2. Location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence
A. Definition
The State of California adopted a definition of disadvantaged community (or “DAC”) through passage of Proposition 50, the Water Security, Clean Drinking Water, Coastal and Beach Protection Act of 2002. This measure added §79505.5(a) to the California Water Code and defines a disadvantaged community as a “community with an annual median household income that is less than 80 percent of the statewide annual median household income.” For 2021, 80% of the statewide median household income is $60,188. State law requires various entities (i.e.
LAFCO, cities and counties, and water agencies) to, in some manner, identify disadvantaged communities, which can be located in both incorporated and unincorporated areas.
B. Disadvantaged Unincorporated Communities (DUCs)
Particular to annexations, the state mandate is to identify the location and characteristics of disadvantaged unincorporated communities (or “DUCs”). Gov.
Code §56375 specifically prohibits an annexation to a city of any territory greater than 10 acres where there exists a disadvantaged unincorporated community that is contiguous to the area of proposed annexation unless an application to annex the entire disadvantaged unincorporated community has also been filed. Gov. Code §56033.5 defines DUCs as “...inhabited territory [12 or more registered voters]...or as determined by Commission policy, that constitutes all or a portion of a “disadvantaged community”... with less than 80% of the median household income.
For LAFCO service reviews, the state requires that service reviews identify and describe the characteristics of disadvantaged communities of unincorporated areas only (commonly referred to as “DUCs”). For the purposes of defining a DUC, San Bernardino LAFCO policy defines a community as an inhabited area comprising no less than 10 dwellings adjacent or in close proximity to one another. Uninhabited areas include vacant or government lands. The table below identifies the major DUC within the Twentynine Palms Community.
Table III-1: Disadvantaged Unincorporated Area
Characteristics Twentynine Palms (Northwest Unincorporated Area) Area, sq. miles 40
Population (2021) 1,406
Households (2021) 634
Median Household Income $29,300
Characteristics Natural desert setting, rural lifestyle, wide open spaces and natural features. Predominant land use is rural residential with large lots.
There is very little commercial or industrial development.
Source: ESRI Community Analyst
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C. Disadvantaged Communities (DACs)
Although the state requires that LAFCOs focus their service review analyses on disadvantaged communities within unincorporated areas, the reality is that disadvantaged communities do not necessarily follow jurisdictional boundaries and occur in incorporated areas (cities) as well. It is LAFCO’s responsibility to also recognize and describe the characteristics of the disadvantaged communities countywide regardless of jurisdiction.
The table below identifies the characteristics of the Disadvantaged Community (“DAC”) within the City of Twentynine Palms.
Table III-2: Disadvantaged Incorporated Area
Characteristics Central Twentynine Palms Incorporated
Area, sq. miles 9.17
Population (2021) 12,874
Households (2021) 5,054
Median Household Income $45,841
Characteristics Low, medium, and medium-high density residential, rural residential, general commercial, public facilities, and low density industry.
Source: ESRI Community Analyst
The figure on the following page identifies the location of the DACs. Shown are the Cemetery District outline, as it is the largest boundary, and the City outline as a reference for the disadvantaged communities within the incorporated area.
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Figure III-7: Disadvantaged Communities
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3. Infrastructure needs or deficiencies related to sewers, municipal and industrial water, and fire protection in any disadvantaged unincorporated communities within or contiguous to the sphere of influence
A. Sewer
(1) Historical
There currently is no organized municipal sewage collection system or wastewater treatment facility within the City. Most wastewater in the community is disposed of via individual septic tanks at residences and businesses. The exceptions to this are the mainside area of Marine Corps Base and some of the new subdivisions and businesses contain on-site wastewater collection and treatment systems (“OWTS”). OWTS are wastewater treatment systems that use subsurface disposal, including: individual; community collection and disposal; and alternative collection and disposal systems. The most common OWTS are septic systems. OWTS do not include “graywater” systems pursuant to Chapter 15 of the California Plumbing Code.14
In 2018, LAFCO conducted a Countywide Service Review for Wastewater, which included the Twentynine Palms community. That service review determined that the City and the Water District are aware that the Colorado River Basin Regional Water Quality Control Board is concerned about potential contamination, and the parties are concerned that the Regional Board could issue an order for the community to immediately develop a wastewater system. Meanwhile, the neighboring Marine Base has an aging wastewater treatment facility.
Given the direction of Gov. Code §56430 and the Commission’s policies related to spheres of influence and service reviews, the Twentynine Palms community is identified as an area that has a great need and opportunity for an organized wastewater collection system. In turn, the Commission identified the Twentynine Palms community as a “hot spot” and recognized that an opportunity exists for the community to develop a joint wastewater system with the nearby Marine Corps base.
(2) Infrastructure Need
Two local agencies have the authority to plan for a future wastewater system: (1) the City of Twentynine Palms as a municipality can provide collection and/or treatment, and (2) the Twentynine Palms Water District is authorized by LAFCO the Sewer function but with services limited to Planning and Engineering.
Meanwhile, the neighboring Marine Base has an aging wastewater treatment facility located just north of Mesquite Dry Lake aboard the installation. The Base has requested military construction funding to construct a new facility near the current site. This is the highest priority construction project for the Base, however it is not currently scheduled, and it is unclear when this construction may be funded.
14 See Appendix C: Primers (Onsite Wastewater Treatment Systems)
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With concurrent wastewater treatment needs for the Marine Corps base and the Twentynine Palms community, the City has presented an opportunity to develop a joint wastewater system with the Marine Corps base. The City recently completed a feasibility study to develop a wastewater system to promote economic growth, protect groundwater resources from contamination, and provide a means for using recycled water to recharge groundwater, thereby enhancing the long-term sustainability of the community’s resources. The City is interested in pursuing a joint solution with the Marine Corps Base in order to capitalize upon economies of scale, avenues for more favorable financing for the City’s share of a joint project, and promoting basin-wide groundwater sustainability. The study is anticipated to evaluate a joint wastewater treatment plant as well as the City constructing its own treatment plant.
LAFCO staff understands that the Water District has participated in meetings with the City and Marine Base, but that the City is taking the lead in the feasibility study with the Marine Base. The Water District is authorized by LAFCO the Sewer function but with services limited to Planning and Engineering. Having such authorization allows the Water District to play a contributing role in a potential treatment system and shape the future of the overall community.
Any joint project between the Twentynine Palms community and the Marine Base would allow for economies of scale, phased approach to connecting the nonbase community to a new treatment plant, promote economic growth, and protect groundwater quality. Additionally, it would promote retention of workers, since local citizens are not subject to deployment or reassignment, and shared risk - even more so if the Water District becomes a partner.
As of this writing, the Regional Board has not issued a prohibition, and the City recently completed a feasibility study to evaluate the available wastewater treatment options for the community, to include the Marine Corps Base.
In February 2022, the City Council approved direction to pursue state funding for a wastewater collection and treatment system and to spend no more than $500,000, in part to create a shovel-ready plan to submit to the State. At this time, the system could cost between $150 million and $200 million. The application is due March 2023, and construction would need to start by June 2024 and completed by June 2016.
B. Water
LAFCO authorizes the Water District to provide retail water service within its boundary, which includes the incorporated city. This service review does not identify any infrastructure needs or deficiencies related to municipal and industrial water.
Please refer to Part I, Section 3 (Twentynine Palms Water District) of this report.
C. Fire and Emergency Services
The community is within the boundaries of the San Bernardino County Fire Protection District (“County Fire”), which is responsible for fire protection and
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emergency services. The following identifies the fire stations in the community and adjacent areas:
Twentynine Palms Community
o Station 44 – active
o Station 43 – inactive
o Marine Corps – active, mutual aid
Adjacent
o Station 35 (Joshua Tree) – inactive
o Station 45 (Wonder Valley) – inactive
At this time, County Fire has the only active station in the community, Station 44, and the two adjacent stations are inactive. The distance between a fire station and the location of an emergency has a significant impact on response time. LAFCO staff conducted a drive time analysis to evaluate the emergency service coverage to the community. The figure below shows that the majority of the community can be reached from Station 44 or the Marine Corps station within 10 minutes, the standard for rural communities. Staff performed the analysis using typical traffic conditions during mid-week (Wednesday at 12 P.M.) driving a standard fire rescue truck.
Figure III-8: Fire Station Drive Time Analysis – 10 minutes (Rural standard)
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As identified in LAFCO’s 2020 Countywide Service Review for Fire Protection/Emergency Medical Services/Ambulance, no infrastructure needs or deficiencies were identified. That determination is reiterated in this service review as well, evidenced by adequate coverage on a 10-minute response time.
However, when the response time goal is lessened to the five-minute standard for urban communities, the community lacks adequate coverage. Under this metric, there is a deficiency in adequate coverage and an infrastructure need for an additional active station.
Figure III-9: Fire Station Drive Time Analysis – 5 minutes (Urban Standard)
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PART III: Agency Profiles and Reviews
SECTION 2: City of Twentynine Palms
The City incorporated in 1987 following both LAFCO and local voter approval. The city operates under the council-manager form of government. Five council members are elected at large for four-year overlapping terms with the mayor chosen on an annual basis by the members of the city council.
1. Growth and population projections for the affected area See Part II, Section 1, Item 1 for this determination.
2. Location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence
See Part II, Section 1, Item 2 for this determination.
3. A. Present and planned capacity of public facilities and adequacy of public services, and
B. Infrastructure needs or deficiencies related to sewers, municipal and industrial water, and fire protection in any disadvantaged unincorporated communities within or contiguous to the sphere of influence
A. Present and planned capacity of public facilities and adequacy of public services
The City of Twentynine Palms is the municipal agency in the Twentynine Palms community and is responsible for (1) roads, (2) park and recreation, and (3) law enforcement within its boundary, as well as other services. (1) Roads
Upon incorporation, the City assumed responsibility from the County for a road system in which some streets were maintained and others were not. Streets that were built to the County’s standards were transferred to the City. In addition, dedicated but unpaved, substandard streets were also transferred to the City upon its incorporation.
Twentynine Palms Highway (Highway 62) represents a constraint on the City’s circulation system as it divides the City in two. Maintenance and highway improvements must be coordinated through Caltrans as Twentynine Palms Highway is part of the State Highway System. Even though Twentynine Palms Highway represents a constraint on the City’s circulation system, it also serves as the City’s primary access route as there are very limited access alternatives to the highway. Due to the highway’s role as the main thoroughfare in and out of the City and region, it receives a high volume of traffic.
Typical street improvements include two-lanes of pavement, one-lane of pavement on each direction. Aside from Twentynine Palms Highway and Adobe
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Road, even the City’s primary corridors are generally only improved to the twolane pavement standard. The primary reason that most streets are not improved is because street construction is extremely costly.
The lack of street improvements is also attributed to the fact that the City is fairly large, which requires more streets to provide an adequate level of service to City residents. According to the City, future improvements will be scheduled based on available budget and possible Federal and State grant awards to the City.
Further, the lack of resources limits the ability to perform street maintenance throughout the City. Typically, maintenance is only provided to streets improved to City’s standards; however, during emergencies, street maintenance can be provided to all City streets.
During FY 20-21, the City Public Works Department continued to pave streets rather than contracting out the work to private contractors. In FY 20-21, the City overlayed one mile of residential streets while doing street/road improvements to Sullivan Road. In FY 21-22, the City’s schedule has it applying chip seal paving along various streets within the City limits, including Valle Vista, Utah, Amboy, and Baghdad Road, which will consist of approximately three miles. (2) Parks and Recreation
The City of Twentynine Palms has 175 acres of recreational opportunities made up of parks, special use areas and passive use areas provided by different sources, including the City of Twentynine Palms, the Morongo School District and the National Recreation Areas. The City gained ownership of the local parks and administration of recreation services in 1993. The Community Services Department of the City coordinates parks and recreation services, which is charged with administering recreation programs and working with the Public Works Department to ensure that parks are developed and maintained.
The City has five parks in various sizes which provide for a range of recreational activities. Luckie Park (27-acre) is the biggest and most used park. This park offers the most recreational variety which includes a swimming pool and lighted recreational facilities. Knotts Sky Park (19-acre) and Pioneer Park (18-acre), which is under development, are the next largest. Veteran’s Park (6.4-acre) and Bucklin Park (0.4-acre) are the smallest parks in the City. The City reports that most of park and recreation facilities are irrigated with non-potable water.
The Morongo Unified School District has several recreational facilities associated with schools in Twentynine Palms. Within the City, the District has two high schools, one junior high school, and four elementary schools, all providing various recreational activities and facilities. The City’s Community Services Department uses several of the District’s facilities for youth and adult recreational activities. The City and District both allow mutual use of their facilities to each other, although there is no actual joint use agreement.
The City’s existing General Plan park standard is four acres of parkland per 1,000 persons. The City currently has 175 acres of parkland, which includes parks, special use areas, and undeveloped parkland sites. Of the 175 acres, approximately 80 acres are currently developed. According to the City’s General
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Plan Recreation Element (2012), the City will start experiencing a reduction in parkland per resident in the near future, and will need to find an alternate source of parkland funding to keep up with the growing population and its need for additional parks. Currently, the City does not have a park fee collection program that is used to acquire additional parkland.
The Recreation Needs Assessment analyzed how successful the existing parks were in serving the residents of Twentynine Palms, using the criteria of providing parks within two miles of every resident. It was identified that Highway 62 and Adobe Road are significant barriers for park access, and that Luckie Park and Knott’s Sky Park served most of the developed portions of the City.
According to the City, areas that are not being well served include the southeast and northeast areas. In addition, parks will be needed on the west side of the City in anticipation of serving new planned developments in that area. The Master Plan of Parks and Recreation identifies a number of needed upgrades to the City’s existing parks and six potential future park areas designed to provide access to park facilities for the entire community.
(3) Law Enforcement
Police protection is provided through contract with the San Bernardino County Sheriff’s Department. Service is provided from the Morongo Basin station at 6527 White Feather Road in Joshua Tree and Sheriff’s Department personnel are provided a satellite office at Twentynine Palms City Hall on Adobe Road.
According to the Sheriff’s Department, the Morongo Basin Station is one of the largest Sheriff's station in both area and total number of calls for law enforcement services in San Bernardino County. Within the station's area of responsibility are the incorporated communities of Twentynine Palms and the Town of Yucca Valley, as well as the unincorporated communities of Morongo Valley, Landers, Johnson Valley, Joshua Tree, Wonder Valley, Pioneertown, Amboy, Cadiz and Flamingo Heights. The station is part of the County's Law and Justice Complex located in Joshua Tree. The facility there also houses three courtrooms and a "Type I" jail capable of housing 79 inmates.
To meet the needs of such a diverse area, the Morongo Basin station relies heavily on volunteers who are willing to partner with the Department in its public safety mission. As a result, the station has some 200 members in its various Volunteer Forces organizations, including Uniformed Patrol Reserves, Search and Rescue, Mounted Equestrian Search and Rescue, Explorer Scouts, and seven separate Citizen Patrol Units, who work in support of uniformed patrol deputies to provide a community-based law enforcement service. Clerical staff, dispatch and specialized law enforcement services (SWAT, aviation, intelligence, narcotics, homicide and specialized investigations, evidence processing and handling, training, etc.) are provided to the City by the Sheriff’s Department pursuant to the law enforcement services contract.
More than 2 million tourists visit the Morongo Basin annually, with the majority traveling to visit Joshua Tree National Park. There, a team of park rangers offers basic police protection while major crimes are jointly investigated.
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A portion of the Marine Corps Base is located within the City boundaries.
Providing police protection to the military personnel is a Military Police Department that serves under the command of the Office of the Provost Marshall General (“OPMG”). The San Bernardino Sheriff's Department has joint law enforcement jurisdiction and authority on the base and works together with the OPMG and investigators from the Naval Criminal Investigative Service (“NCIS”).
B. Infrastructure needs or deficiencies related to sewers, municipal and industrial water, and fire protection in any disadvantaged unincorporated communities within or contiguous to the sphere of influence
See Part II, Section 1, Item 3 for this determination.
4. Financial ability of agencies to provide service
To make the required service review determination of an agency’s financial ability to provide services, LAFCO referenced the agency’s own financial documents (audits, budgets, capital improvement program). Additionally, LAFCO developed Fiscal Indicators to show fiscal trends for the agency.
A. Financial Position
The City’s financial position improved in spite of the pandemic, although modestly, and continues to improve. For example, Property Tax, Sales Tax, Transient Occupancy Tax, and Franchise Fees (as a group) increased 21.49% from 2015 through 2021 or $1.6M. This amount has been keeping up with inflation during this growth period.
B. Fiscal Indicators
Select fiscal indicators are shown graphically below. These indicators provide a measurement of the agency’s financial condition over time.
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Fiscal Operating Operating
Year Revenues Expenditures Ratio
2012 $ 12,432,192 $ 13,465,352 0.92
2013 $ 12,332,451 $ 11,274,385 1.09
2014 $ 10,141,458 $ 10,592,640 0.96
2015 $ 10,472,712 $ 11,710,881 0.89
2016 $ 10,336,805 $ 10,783,603 0.96
2017 $ 11,703,033 $ 12,830,573 0.91
2018 $ 12,805,908 $ 16,235,526 0.79
2019 $ 13,061,359 $ 13,532,249 0.97
2020 $ 14,293,840 $ 14,864,490 0.96
2021 $ 15,771,570 $ 18,790,878 0.84
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 80% 100% 97% 96% Net liability, pension (plan liabilities - plan assets) $ 3,474,126 $ 70,807 $ 506,204 $ 793,186 Funded ratio (plan assets as a % of plan liabilities) 33% 45% 97% 95% Net liability, OPEB (plan liabilities - plan assets) $ 3,040,777 $ 2,089,910 $ 76,616 $ 102,817 The two charts below identify the funding status and asset coverage of the pension and OPEB plans.
Other Post Employment Benefits (OPEB)
Figure III-10: City Fiscal Indicators
This indicator is important for general services as
they are heavily reliant upon property tax
revenues. As this revenue source is relatively
stable and lags about two years behind changes
in market conditions, this indicator can
potentially depict the stability of an agency's
revenue base.
This indicator is important for general services as
they are heavily reliant upon sales tax revenues.
This revenue source is more sensitive to economic
conditions which may impact an agency's ability
to fund and provide services.
This indicator is important for general services as
they supplement other tax revenues. This
revenue source is more sensitive to economic
conditions which may impact an agency's ability
to fund and provide services.
A Service Obligation ratio of one or more indicates if
revenues were sufficient to pay for operations. It is
calculated by operating revenues divided by operating
expenditures.
Post-Employment Liabilities
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
$3.5
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Amount in Millions
Property Tax
0.92 1.09
0.96 0.89
0.96 0.91
0.79 0.97 0.96
0.84 -
0.20 0.40
0.60 0.80
1.00 1.20
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Service Obligation
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Amount in Millions
Sales Tax
$-
$0.2
$0.4
$0.6
$0.8
$1.0
$1.2
$1.4
$1.6
$1.8
$2.0
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Amount in Millions
Transient Occupancy (Hotel) Tax
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C. General Fund
The General Fund is the chief operating fund of the City of Twentynine Palms. At the end of FY 20/21, the unassigned fund balance of the General Fund was $6.8M while total fund balance was $10.0M. As a measure of the General Fund’s liquidity, it may be useful to compare both unassigned fund balance and total fund balance to total fund expenditures. Unassigned fund balance represents 74% of total General Fund expenditures, while total fund balance represents 108% of that same amount.
The 74% of unassigned General Fund balance complies with the City’s Fund Balance policy.
The fund balance of the City’s General Fund increased by $1,857,680 during FY 20/21, primarily due to increased tax revenue and revenues from building permits as well as decreased expenditures for community service activities.
Sales tax collections increased from $1,226,377 in FY 19-20 to $1,445,428 in FY 20-
21. Taxable sales are expected to increase in the coming fiscal year as the economy is slowly recovering from the COVID-19 pandemic.
D. Increasing Expenditures
The City’s contract with the County Sheriff has increased significantly since FY 17/18, increasing 34% into the FY 22/23 budget year.
Table III-3: City Law Enforcement Contract with County Sheriff FY 17/18 ACTUAL $ 3,497,000
FY 18/19 ACTUAL 3,729,388
FY 19/20 ACTUAL 4,018,094
FY 20/21 FORECAST 4,288,588
FY 21/22 BUDGET 4,449,119
FY 22/23 BUDGET 4,684,775
E. Pension and Other Post Employment Liabilities
The City’s pension liability was fully funded with zero liability however, a CalPERS reassessment increased the liability as $469,000. The OPEB liability is nearly fully funded.
In addition, the City assumed the Water District’s responsibility for fire pensions. The fire department’s pension is funded at $3.3M plus the cash on hand of $1.8M; the funding ratio is at 86.6%. The City is waiting for the US Treasury 20-year bond rates to get in the mid 3% to high 3% range to terminate the plan and reduce the City’s liability.
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F. Liabilities
At the end of the current fiscal year, the City had no bonded debt due to dissolution of the Redevelopment Agency and the transfer of its debt to the Successor Agency.
5. Status of, and opportunities for, shared services
As a contract city, the City has entered into contracts with County Fire and San Bernardino County Sheriff for fire and emergency services and law enforcement. The Morongo Unified School District has several recreational facilities associated with schools in Twentynine Palms. Within the City, the District has two high schools, one junior high school, and four elementary schools, all providing various recreational activities and facilities. The City’s Community Services Department uses several of the District’s facilities for youth and adult recreational activities. The City and District both allow mutual use of their facilities to each other, although there is no actual joint use agreement.
See Part III, Section 3 of this report for a review of the opportunities for coordination of services and facilities.
6. Accountability for community service needs, including government structure and operational efficiencies
A. Governmental Structure
The City operates under the council-manager form of government. Five council members are elected at large for four-year overlapping terms with the mayor chosen on an annual basis by the members of the city council (see table below). The City Council is responsible for the adoption of all laws and public policies, and sets goals, designs strategies, adopts budgets and gives direction. The Council presides over governance and appoints a professional administrator (city manager) who is charged with the duty of executing the policy decisions of the council under the direct and close supervision of the Council.
The Twentynine Palms City Council meets on the second and fourth Tuesday of each month at 6:00 p.m. in Council Chambers at City Hall, 6136 Adobe Road, Twentynine Palms, CA 92277. Council meetings are open to the public. Council meetings are also live streamed.
Table III-4: City of Twentynine Palms City Council
City Council Title District Term
Karmolette O’Gilvie Mayor 4 2018 - 2022
McArthur Wright Mayor Pro Tem 5 2018 - 2022
Steve Bilderain Councilperson 1 2020 - 2024
Joel A. Klink Councilperson 2 2020 - 2024
Daniel L. Mintz, Sr. Councilperson 3 2018 - 2022
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B. Website Transparency
Senate Bill 929 added Government Code Sections 6279.6 and 53087.8 to provide the public easily accessible and accurate information through agency websites. By January 1, 2020, every California independent district is required to maintain a website. The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components (required by the Government Code and/or recommended by the California Special Districts Association and other organizations) for websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents (and most often requested via Public Record Act requests). Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist.
However, agencies should address these criteria to comply with current website requirements.
Table III-5: City Website Transparency
City of Twentynine Palms Website Checklist
website accessed 6/9/2021 https://www.ci.twentynine-palms.ca.us/ Required
Yes No
Government Code
§53087.8
Agency maintains a website with current contact
information? (required for independent special districts by 1/1/2020)
X
Government Code
§6270.5
Agency has created an Enterprise System Catalog and
posted it to website? X
Government Code
§54954.2
Agency has current agenda posted to website
homepage and is accessible through a prominent,
direct link?
X
Government Code
§53908
Agency’s website provides information on
compensation of elected officials, officers and
employees or has link to State Controller’s Government
Compensation website?
X
The following criteria are recommended for agency websites by a number of governance associations and organizations.
Yes No
Description of services? X
Service area map? X
City Council schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes:
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PART III: Agency Profiles and Reviews
SECTION 3: Twentynine Palms Water District
The Twentynine Palms Water District formed in 1954. LAFCO authorizes the Water District the functions of Water (retail, agricultural, domestic, replenishment) and Sewer (limited to planning an engineering). Its boundaries encompass approximately 87 square miles, and includes incorporated and unincorporated area. The District’s boundaries and/or sphere of influence do not include the portion of the City that is within the Marine Corps Base.
1. Growth and population projections for the affected area See Part II, Section 1, Item 1 for this determination.
2. Location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence
See Part II, Section 1, Item 2 for this determination.
3. A. Present and planned capacity of public facilities and adequacy of public services, and
B. Infrastructure needs or deficiencies related to sewers, municipal and industrial water, and fire protection in any disadvantaged unincorporated communities within or contiguous to the sphere of influence
A. Present and planned capacity of public facilities and adequacy of public services
Prior to 1954, the Twentynine Palms area was served by three privately owned water companies: Abell Water Company, Condor Mutual Water Company, and Pacific Water Company. The District formed in 1954 and subsequently purchased the three water companies. Their wells, storage facilities, and piping served as the initial water system for the District. Historical pumping and water deliveries by the District have steadily increased since its formation in the mid-1950s.
According to the District’s 2020 Urban Water Management Plan (“UWMP”), the District provides groundwater to a population of approximately 18,700 residents within an 87-square mile area, consisting of 7,438 meter services, 200 miles of pipeline and 17 million gallons of water storage capacity. Annual water usage is approximately 2,100 – 2,900 acre feet (“AF”) which is mostly used by single-family residential (approximately 83%). The other approximately 17% is a combination of multi-family residential, commercial, or landscape/irrigation. All of the District’s water supply is provided by groundwater pumped from seven water production wells, primarily along the southern edge of the service area. The District has one groundwater treatment facility which removes fluoride from one water production well. The pipelines distribute the water via the District’s eight booster pump stations and ten water storage reservoirs.
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The District’s 2020 UWMP concludes that the District has adequate supplies to meet demands during normal, single-dry, and multiple-dry years throughout the 20-year planning period. In addition, there is sufficient production capacity to meet projected future demands with the actions the District is taking to maintain supply availability.
B. Infrastructure needs or deficiencies related to sewers or municipal and industrial water in any disadvantaged unincorporated communities within or contiguous to the sphere of influence
LAFCO authorizes the Water District the functions of Water (retail, agricultural, domestic, replenishment) and Sewer (limited to planning an engineering) throughout its jurisdiction, which includes the incorporated city. 1) Water
This service review does not identify any infrastructure needs or deficiencies related to municipal and industrial water.
The District has become a test district for the EPA’s research into an economical method for small, low-income water agencies to remove arsenic. This new method brings the district’s drinking water into compliance with recent maximum contaminant levels for arsenic and saves the district over $20,000 annually. The program involves onsite regeneration of iron-based adsorptive media to remove arsenic from drinking water. Not only does this clean the local water, the results from this test case support the removal of arsenic in other areas of the country with a lower cost method.15 Additionally, the District operates a Fluoride Removal Plant that removes high levels of naturally occurring fluoride from the Mesquite Lake sub-basin.
2) Sewer
See Part II, Section 1, Item 3B for a review of potential sewer service.
4. Financial ability of agencies to provide service
To make the required service review determination of an agency’s financial ability to provide services, LAFCO referenced the agency’s own financial documents (audits, budgets, capital improvement program). Additionally, LAFCO developed Fiscal Indicators to show fiscal trends for the agency.
A. Financial Position
The financial position of the District is solid after years of operating with expenses greater than revenues. A recently approved tiered rate increase projects necessary revenues to meet the reserve policy and fund capital improvements.
15 Sorg, Thomas an Abraham S.C. Chen, Lili Wang, and Raymond Kolisz. “Regenerating an Arsenic Removal IronBased Adsorptive Media System, Part 1: The Regeneration Process”, Journal of the American Water Works Association. 109:5. May 2017.
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B. Fiscal Indicators
Select fiscal indicators are shown graphically below. These indicators provide a measurement of the agency’s financial condition over time. Following at least four years of steady decline, the District has operated with revenues over expenses since 2016. During that time, cash and investments have steadily increased from $6.1 million to $8.1 million.
C. Rate Increase
Effective February 2021, the District’s approved rate increases (on average 10% annually through 2025) will provide additional revenue to keep pace with inflation, drinking water regulations, and other costs that are passed onto the water system.
Fiscal Operating Operating
Year Revenues Expenses Ratio
2012 $ 3,908,812 $ 4,411,094 0.89
2013 $ 4,023,951 $ 4,389,215 0.92
2014 $ 3,745,948 $ 4,373,346 0.86
2015 $ 3,546,771 $ 4,701,597 0.75
2016 $ 4,106,807 $ 3,060,133 1.34
2017 $ 4,382,826 $ 3,768,444 1.16
2018 $ 4,762,405 $ 3,885,276 1.23
2019 $ 4,904,575 $ 4,120,162 1.19
2020 $ 5,168,917 $ 4,759,037 1.09
2021 $ 6,359,026 $ 5,064,440 1.26
Pension 2018 2019 2020 2021 Trend
Funded ratio (plan assets as a % of plan liabilities) 75% 78% 78% 78% Net liability, pension (plan liabilities - plan assets) $ 2,297,360 $ 2,241,022 $ 2,469,343 $ 2,705,642 Funded ratio (plan assets as a % of plan liabilities) 35% 47% 64% 63% Net liability, OPEB (plan liabilities - plan assets) $ 601,426 $ 503,275 $ 377,004 $ 417,608 Other Post Employment Benefits (OPEB)
Figure III-11: Water District Fiscal Indicators
Cash and Investments are the most liquid assests
of an agency's assets and can be readily
converted into cash.
Charges for Service addresses the extent to which
charges for service cover operating expenses. A ratio of one or higher indicates that the service is selfsupporting.
Post-Employment Liabilities
The two charts below identify the funding status and asset coverage of the pension and OPEB plans. $-
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
$9.0
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Amount in Millions
Cash and Investments
0.89 0.92 0.86
0.75 1.34
1.16 1.23 1.19
1.09 1.26
-
0.20 0.40
0.60 0.80
1.00 1.20
1.40 1.60
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Charges for Service
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Further, as stated in the District’s notice regarding the proposed rate increase, the increases will meet reserve requirements16, fully fund its capital improvement program, and avoid an annual deficit in future years.
D. Pension and Other Post Employment Liabilities
The position of the pension fund (Miscellaneous pension fund) has slightly improved over the past few years. Further, the position of the Other Post Employment Benefits (“OPEB”) fund has significantly improved over the past few years. With cash available, the District has been able pay down its OPEB liability.
E. Liabilities
The largest liability for the District is for the pension plan. This is shown in the Fiscal Indicators figure above as $2,705,642. Following that liability is a loan agreement balance of $1,622,204. In 2019, the District entered into an agreement to finance the purchase of water meters in the form of $2 million note. The final payment is due October 2028.
5. Status of, and opportunities for, shared services
The TPWD has no shared services with other agencies at this time.
See Part III, Section 3 of this report for a review of the opportunities for coordination of services and facilities.
6. Accountability for community service needs, including government structure and operational efficiencies
A. Governmental Structure
The Water District is governed by a locally elected five-member Board of Directors.
Each director serves four-year terms (see table below). The Directors meet on the fourth Wednesday of every month at 4 PM in the District Office located at 72401 Hatch Road, Twentynine Palms. Board meetings are open to the public.
Table III-6: Water District Board of Directors
Trustee Title Term
Carol Giannini President 2020 - 2024
Anita “Suzi” Horn Vice President 2018 - 2022
Michael Arthur Director 2020 - 2024
Robert “Bob” Coghill, Jr. Director 2018 - 2022
Randy Leazer Director 2018 - 2022
16 District Resolution No. 19-09, approved 26 June 2019, sets the following reserve levels: Operating Reserves (minimum of 180 days of budgeted operating and maintenance expenses) and Capital Reserves (minimum amount of 6% of total capital assets).
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B. Website Transparency
Senate Bill 929 added Government Code Sections 6279.6 and 53087.8 to provide the public easily accessible and accurate information through agency websites. By January 1, 2020, every California independent district is required to maintain a website.
The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components (required by the Government Code and/or recommended by the California Special Districts Association and other organizations) for websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents (and most often requested via Public Record Act requests). Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist.
However, agencies should address these criteria to comply with current website requirements.
Table III-7: Water District Website Transparency
Twentynine Palms Water District Website Checklist
website accessed 2/2/2022 https://www.29palmswater.com
Required
Yes No
Government Code
§53087.8
Agency maintains a website with current contact
information? (required for independent special districts by 1/1/2020)
X
Government Code
§6270.5
Agency has created an Enterprise System Catalog and
posted it to website? X
Government Code
§54954.2
Agency has current agenda posted to website
homepage and is accessible through a prominent,
direct link?
X
Government Code
§53908
Agency’s website provides information on
compensation of elected officials, officers and
employees or has link to State Controller’s Government
Compensation website?
X
The following criteria are recommended for agency websites by a number of governance associations and organizations.
Yes No
Description of services? X
Service area map? X
City Council schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes:
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PART III: Agency Profiles and Reviews
SECTION 4: Twentynine Palms Public Cemetery District
In 1934, the Twentynine Palms Cemetery District was formed to provide cemetery services to Twentynine Palms, Wonder Valley, and outlying areas. The District is an independent special district with a five-member appointed board of trustees and operates under Public Cemetery District Law (Division 8, Part 4 of the Health and Safety Code). The District’s boundaries cover approximately 650 square miles and includes portions of the Twentynine Palms Marine Corps Base and Joshua Tree National Park. Currently, the District operates one cemetery located at 5350 Encelia Avenue in Twentynine Palms. The District owns 30 acres, 20 which are developed.
This agency’s first service review from 2012 raised concerns regarding the District’s fiscal health, lack of a master plan, and other financial and operational issues.17 Based on the reasons described in the May 2012 service review, LAFCO designated a zero sphere of influence for the District. In 2020, LAFCO conducted a service review of public cemetery districts. LAFCO’s determination in said service review affirmed a zero sphere of influence for the District.
1. Growth and population projections for the affected area See Part II, Section 1, Item 1 for this determination.
2. Location and characteristics of any disadvantaged unincorporated communities within or contiguous to the sphere of influence
See Part II, Section 1, Item 2 for this determination.
3. Present and planned capacity of public facilities and adequacy of public services
The District operates one cemetery located at 5350 Encelia Drive in Twentynine Palms.
The grounds cover 30 acres, 20 of which are developed. As of March 25, 2022, the cemetery had:
• 2,589 available sites
• 4,234 occupied sites
• 664 reserved sites
According to the District, based on the average number of internments over the past few years, it would take 112 years for the cemetery to reach capacity, not counting the additional 10 acres of empty land. Given the remote nature of the District, as well as the need for internment services, the public service is adequate. .
17 http://www.sbcounty.gov/lafco/items/201211/Item_7.pdf
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4. Financial ability of agencies to provide service
To make the required service review determination of an agency’s financial ability to provide services, LAFCO referenced the agency’s own financial documents (audits, budgets, capital improvement program). Unlike the financial reviews for the City and Water District, the following financial review for the Cemetery District does not include Fiscal Indicators. Due to the District having three operating funds, each fund warrants a separate review and cannot be combined into fiscal indicator figures.
A. Overview
Revenues are composed of service fees, the District’s share of the general property tax levy, and interest. The vast majority of the revenues are derived from service fees. The District does not offer a defined payment retirement plan to its employees; therefore, it does not have any pension liability. The District is currently discussing with CalPERS the possibility of joining the plan, which would not take effect until FY 2023/24.
The most recent audit, FY 2020/21, identifies that assets exceeded liabilities at the close of the year by $587,730.
B. Funds
The District maintains three operating funds with the County Treasury, which are listed below. A local checking account is maintained for depositing cash and monies received until they are transferred to the County Treasury. • General Fund: for regular income and expenses
• Pre-Need Fund: for the sale of reserve space for future burial • Endowment Fund: remains in perpetuity, only the interest and gains can be used General Fund
The fund labeled "General" is the government's primary operating fund. It accounts for all financial resources of the general government, except those required to be accounted for in another fund.
A trend of operating gains or deficits is a key indicator of the financial health of an agency. The figure below shows the General Fund balance for the period of FY 2015/16 through FY 2020/21. The fund balance has decreased by 108% within five years. This is primarily due to roughly $122,000 in capital outlay during 2020/21.
Note that in also 2015/16, a large capital expense accounts for the deficit for that year. What this reveals is a lack of reserves to cushion necessary capital purchases. Moreover, any unexpected expenses could further challenge the General Fund, prompt service reduction, fee increases, or cause the General Fund to enter into negative territory and result in a running deficit.
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Also noteworthy is the ending fund balance of negative $7,768 for FY 2020/21.
This circumstance is not due to a lack of cash or operating in the negative. In FY 2015/16, the District made a transfer from the Endowment Fund to the General Fund of $138,521. The purpose of the transfer was related to capital improvements. It has recently been determined that $80,000 of this transaction was actually principal (only interest can be used) and incorrectly transferred from the Endowment Fund to the General Fund. Accounting standards are counting this circumstance as an interfund loan, which means that the General Fund incurs $80,000 as Accounts Payable. In other words, accounting standards have lessened the fund balance by $80,000 even though cash was not lessened.
District management has indicated that it has formulated a repayment plan to repay the Endowment Fund of said amount.
Table III-8: Cemetery District General Fund Balance
Endowment Fund
The District maintains an Endowment Fund which includes monies paid for every interned person to be held as a perpetual endowment. Pursuant to State law, the board of trustees may not spend the principal of the Endowment Fund. However, 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 5 yr Var
REVENUES
Charges for services 19,571 23,464 26,508 53,777 33,263 30,596 56% Property taxes 183,587 186,353 192,777 197,292 205,801 233,456 27% Other 11,718 4,858 16,876 3,426 1,231 2,273 -81%
Total Revenue $ 214,876 $ 214,675 $ 236,161 $ 254,495 $ 240,295 $ 266,325 24%
EXPENDITURES
Salaries & Benefits 186,404 188,507 185,153 154,418 137,990 183,829 -1% Services & Supplies 49,891 51,733 53,474 37,415 57,938 98,140 97% Capital Outlay/Other 177,540 18,796 34,266 25,996 91,998 179,940 1% Total Expenditures $ 413,835 $ 259,036 $ 272,893 $ 217,829 $ 287,926 $ 461,909 12% Revenues less Expend. (198,959) (44,361) (36,732) 36,666 (47,631) (195,584)
OTHER FINANCING
Transfers In 143,144 11,924 19,971 9,572 24,809 111,091 Fund Balance Begin 158,322 102,507 70,070 53,309 99,547 76,725 -52% Fund Balance End $ 102,507 $ 70,070 $ 53,309 $ 99,547 $ 76,725 $ (7,768) -108% , p, g
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the principal can be invested in securities and obligations, and the interest and gains may be spent from the investments (§9065(e)).
Note that in FY 2015/16, the District made a transfer from the Endowment Fund to the General Fund of $138,521. The purpose of the transfer was related to capital improvements. It has recently been determined that $80,000 of this transaction was incorrectly transferred (see discussion above). Additionally, in 2020/21 a transfer of interest to the General Fund occurred for pay for capital improvements.
The figure below shows the fund balance of the Endowment Care fund for the same time period.
Table III-9: Cemetery District Endowment Fund
Pre-Need Burial Fund (fiduciary fund)
Fiduciary funds are used to account for assets held by the District as an agent or trustee for individuals, private organizations, other governments and/or other funds. The Pre-Need Burial Fund is a private-purpose trust fund that transfers funds from its earnings to the General Fund to finance burial expenditures.
The District provided information demonstrating adequate tracking of the PreNeed Burial Fund. This fund experiences an annual increase and appears to be healthy.
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 5 yr Var
REVENUES
Charges for services 2,289 5,094 3,775 5,369 6,966 5,337 133% Interest & investment 3,809 1,827 557 6,665 5,458 1,984 -48% Total Revenue $ 6,098 $ 6,921 $ 4,332 $ 12,034 $ 12,424 $ 7,321 20%
EXPENDITURES
Total Expenditures $ - - $ $ - - $ $ 140 $ -
Revenues less Expend. 6,098 6,921 4,332 12,034 12,284 7,321 20%
OTHER FINANCING
Other
Transfers In (Out) (138,521) - - - (61,591)
Fund Balance Begin 357,973 225,550 232,471 236,803 248,837 261,121 -27% Fund Balance End $ 225,550 232,471$ $ 236,803 $ 248,837 $ 261,121 $ 206,851 -8% *Endowment Principal $224,935 $212,812 $232,524 $214,563 $255,415 $206,571 -8%
sources: Statement of Revenues, Expenditures, and Fund Balances and Balance Sheets
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Table III-10: Cemetery District Pre-Need Fund
Long-term Debt
The District’s long-term debt obligations consist of compensated absences payable ($3,628) and a Trust Corpus Note ($80,000) owed from the General Fund to the Endowment Fund.
5. Status of, and opportunities for, shared services
The District does not have any shared services with other agencies at this time. An opportunity may exist for the District to lease its non-used land to other public agencies.
Government Code Section 9054 permits a district to use or lease land acquired for future cemetery use to a public agency for recreational use. The District identifies that approximately ten acres are unused at this time.
See Part III, Section 3 of this report for a review of the opportunities for coordination of services and facilities.
6. Accountability for community service needs, including government structure and operational efficiencies
A. Governmental Structure
The District is an independent special district with a five-member appointed board of trustees (see table below) and operates under Public Cemetery District Law (Division 8, Part 4 of the Health and Safety Code). Currently, the District is authorized by LAFCO to provide the function of cemetery pursuant to the Rules and Regulations of the Local Agency Formation Commission of San Bernardino County Affecting Functions and Services of Special Districts.
The Board meets monthly, on the third Tuesday of every month, at 5:30 p.m. in the District offices located at 5350 Encelia Drive in Twentynine Palms. Meetings are open to the public.
The District uses a cloud-based archive (CemSites) to account and mark its sites.
Via the District’s website, the public may access the program to find a site or interned name.
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 5 yr Var
NET ASSETS
Unrestricted
Restricted 217,239 228,905 226,239 232,738 238,732 206,806 8% Total net assets 217,239$ 228,905$ $ 226,239 232,738$ 238,732$ 206,806$ 7% source: Statement of Fiduciary Net Position
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Table III-11: Cemetery District Board of Trustees
Trustee Title Term
Kevin Cole Chairperson 2020 - 2024
JoAnn Larsen Vice-Chairperson 2020 - 2024
Francisco Romo Trustee 2022 - 2026
Rebecca Rinkes Trustee 2020 - 2024
Meredith Plumber Trustee 2022 - 2026
B. Website Transparency
Senate Bill 929 added Government Code Sections 6279.6 and 53087.8 to provide the public easily accessible and accurate information through agency websites. By January 1, 2020, every California independent district is required to maintain a website.
The table, below, is not an exhaustive inventory of website criteria required under current law. Rather, it identifies key components (required by the Government Code and/or recommended by the California Special Districts Association and other organizations) for websites to enhance transparency and accountability.
Government Code Sections 54954.2 and 54957.5 require agencies to post all agendas 72 hours in advance on their websites. Government Code Section 6253 requires that agencies post content most requested by constituents (and most often requested via Public Record Act requests). Because of the difficulty for LAFCO staff to verify this information, these criteria are not included in the website checklist.
However, agencies should address these criteria to comply with current website requirements.
Table III-12: Cemetery District Website Transparency
Twentynine Palms Cemetery District Website Checklist
website accessed 1/1/2022 https://www.29Palmscemetery.org Required
Yes No
Government Code
§53087.8
Agency maintains a website with current contact
information? (required for independent special districts by 1/1/2020)
X
Government Code
§6270.5
Agency has created an Enterprise System Catalog and
posted it to website? X
Government Code
§54954.2
Agency has current agenda posted to website
homepage and is accessible through a prominent,
direct link?
X
Government Code
§53908
Agency’s website provides information on
compensation of elected officials, officers and
employees or has link to State Controller’s Government
Compensation website?
X
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The following criteria are recommended for agency websites by a number of governance associations and organizations.
Yes No
Description of services? X
Service area map? X
City Council schedule? X
Budgets (past 3 years)? X
Audits (past 3 years)? X
List of elected officials and terms of office? X
List of key agency staff with contact information? X
Meeting agendas/minutes (last six months)? X
Notes:
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APPENDIX A:
Comments to the First Draft and LAFCO Staff Reponses
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APPENDIX B:
Acronyms and Definitions
Acronyms
AF Acre Feet
CALPERS California Public Employees' Retirement System
CIP Capital Improvement Plan
DAC Disadvantaged Community
DUC Disadvantaged Unincorporated Community
EMS Emergency Medical Services
FY Fiscal Year
GIS Geographic Information System
LAFCO Local Agency Formation Commission
MSR Municipal Service Review
NPL Net Pension Liability
OPEB Other Post-Employment Benefits
SBCFPD San Bernardino County Fire Protection District
SOI Sphere of Influence
TPFD Twentynine Palms Fire Department
TPWD Twentynine Palms Water District
UWMP Urban Water Management Plan
Definitions
Acre Feet - An acre foot of water is a common way to measure water volume and use. An acre foot of water equals about 326,000 gallons, or enough water to cover an acre of land 1-foot deep.
Capital Improvement Plan/Program – A capital improvement plan or program is a shortrange plan, usually five to ten years, which identifies capital projects and equipment purchases, provides a planning schedule and identifies options for financing the plan.
Contract City – A contract city is a term used for a city that contracts for the provision multiple municipal services with another unit of government or with a private or commercial
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organization. The City of Twentynine Palms, which contracts for police and fire services, among other services, is considered a contract city.
Dependent Special District – A special district whose board of directors is another legislative body, such as a city council or board of supervisors.
General Plan – A city’s general plan serves as a blueprint for the future, prescribing policy goals and objectives to shape and guide the physical development of the City.
Geographic Information System - A Geographic Information System (GIS) is a computer system that analyzes and displays geographically referenced information. It uses data that is attached to a unique location.
Government Fund – A fund used to account for activities that are governmental in nature.
Governmental activities are typically tax-supported and include the operations and maintenance of the cemetery.
Horizontal Consolidation - Between adjacent units of government may be pursued to merge services or combine resources or tax base.
Independent Special District – A special district that has a directly elected board of directors.
LAFCO - Local Agency Formation Commissions are State-mandated, independent agencies with countywide jurisdiction over changes in organization and boundaries of cities and special districts including annexations, detachments, incorporations, and formations.
There are 58 LAFCOs in California – one in each of the State’s 58 counties.
Municipal Services - Basic services that residents expect the local government to provide in exchange for the taxes paid. Basic municipal services may include water, sewer, refuse, roads, library, fire protection, emergency medical, law enforcement, parks and recreation and transportation. Some municipal services overlap with the social services category. The government may provide these services directly or contract to third party. The available services for any individual government will depend on location, history, geography, statutes and tradition. Provided services vary amongst countries, states, counties, cities, and communities.
Other Post-Employment Benefits – Benefits, other than pensions, that are provided to retired employees. These benefits principally involve health care benefits, but may also include life insurance, disability, legal and other services.
Reorganization - Two or more changes of organization initiated in a single proposal.
Special District – A local government agency formed pursuant to general law of the state or special act.
Sphere of Influence – A plan for the probably physical boundaries and service area of a local agency, as determined by the Commission (Gov Code §56076). Spheres both proactively guide and respond to the need for the extension of infrastructure and delivery of municipal services to areas of emerging growth and development. The requirement for
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LAFCOs to conduct service reviews was established to acknowledge the importance of spheres of influence, and recognize that periodic updates of agency spheres should be conducted with the benefit of current information available through service reviews.
Social Services – Services that may include healthcare, welfare, job placement, and transition assistance. Some social services overlap with the municipal services category.
The government may provide these services directly or contract to third party. The available services for any individual government will depend on location, history, geography, statutes and tradition. Provided services vary amongst countries, states, counties, cities, and communities.
Subsidiary District – A district of limited powers for which a city council is designated as the ex-officio board of directors of the district. At least 70 percent of the district territory and 70 percent of the district’s registered voters must be within the city limits for a district to become a subsidiary district.
Urban Water Management Plan - Urban Water Management Plans are prepared by urban water suppliers every five years. These plans support the suppliers’ long-term resource planning to ensure that adequate water supplies are available to meet existing and future water needs.
Vertical Consolidation - Between overlapping units of government, such as a municipality and a special district, may better coordinate public services, reduce administrative costs, or enhance civic participation.
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APPENDIX C:
Primers
1. Disadvantaged Communities
2. Onsite Wastewater Treatment Systems
3. Spheres of Influence
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Disadvantaged Communities
The State of California adopted a definition of disadvantaged community (or “DAC”) through passage of Proposition 50, the Water Security, Clean Drinking Water, Coastal and Beach Protection Act of 2002. This measure added §79505.5(a) to the California Water Code and defines a disadvantaged community as a “community with an annual median household income that is less than 80 percent of the statewide annual median household income.” For 2021, 80% of the statewide median household income is $60,188.18 State law requires various entities (i.e. LAFCO, cities and counties, and water agencies) to, in some manner, identify disadvantaged communities, which can be located in both incorporated and unincorporated areas.
Disadvantaged Unincorporated Communities
Gov. Code §56033.5 defines DUCs as “...inhabited territory [12 or more registered voters]...or as determined by Commission policy, that constitutes all or a portion of a “disadvantaged community”... with less than 80% of the median household income.
Particular to LAFCOs, the state mandate is to identify the location and characteristics of disadvantaged unincorporated communities (or “DUCs”). Gov. Code §56375 specifically prohibits an annexation to a city of any territory greater than ten acres where there exists a disadvantaged unincorporated community that is contiguous to the area of proposed annexation unless an application to annex the entire disadvantaged unincorporated community has also been filed.
Need for Consistency
The DAC definition, as defined in Water Code §79505.5(a), differs from the definition of a DUC in two important ways: (1) a DUC must be inhabited, and (2) DUCs comprise unincorporated territory only, not territory within cities. For purposes of further defining a DUC, San Bernardino LAFCO policy defines a community as an inhabited area comprising no less than 10 dwelling units adjacent or in close proximity to one another.
Alternatively, Gov. Code §65302.10 (General Plans) identifies a DUC as being 80% or less than the median household income. This is in contrast to Water Code §79505.5 and Gov.
Code §56033.5 which reads less than 80%.
Other State agencies, such as the California EPA, use alternative criteria to identify disadvantaged communities for grant funding purposes. The different criteria used to identify disadvantaged communities at the local and state government levels is confusing and complicates implementation of a consistent approach to addressing our disadvantaged residents. While staff recognizes the difficulty in developing a one-size-fits-all definition, LAFCO staff’s position is that additional work should occur Statewide to develop a method for identifying disadvantaged communities that is more consistent yet recognizes the diversity of communities and geographies in California.
18 Environmental Systems Research Institute (ESRI)
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Onsite Wastewater Treatment Systems
According to the State Regional Water Quality Control Board19, onsite wastewater treatment systems (“OWTS”) are defined as “…individual systems, community collection and disposal systems, and alternative collection and disposal systems that use subsurface disposal.” When properly sited, designed, operated and maintained, OWTS treat domestic wastewater to reduce its polluting impact on the environment and protect public health. In June 2012, it was estimated by the Regional Board that there are more than 1.2 million onsite systems, the majority which are septic tanks, operating in California.
As waste flows into the tank, heavier solids sink to the bottom, forming the “sludge” layer.
Solids are decomposed by the anaerobic bacterial action of the sludge. In theory, a relatively harmless effluent will be produced, and under proper soil conditions, further decontamination can occur. Even under ideal conditions, eventually the amount of sludge will interfere with the bacterial digestive action, and it must be pumped for off-site disposal.
The majority of OWTS operate in a satisfactory manner, and in some cases, remain the only viable option for sewage treatment for locations removed from centralized wastewater treatment systems. However, there are instances in California where OWTS fail to protect water quality and public health. Some common reasons for OWTS failure include:
• Poor design and improper site conditions
• Improper and/or deferred system maintenance
• High geographic concentration of OWTS resulting in a combined effluent flow that cannot be assimilated into the environment
When a community sewer is not available, and a property improvement will generate wastewater, the property owner must demonstrate the following to San Bernardino County Department of Environmental Health to verify the lot will support onsite wastewater disposal:
• Soils are conducive to onsite wastewater disposal.
• Sewer is not available within 200 feet (plus 100 feet per dwelling unit thereafter). • Enough area is available to install a septic system that meets proper setbacks (for new construction, 100% expansion area must be available). • OWTS will not impact ground or surface water.
• OWTS is sized appropriately to serve the intended land use.
As California’s population continues to grow, the development of higher density housing in rural areas and in more varied terrain increases the risk of OWTS creating public environmental and health issues. Improperly maintained or failing OWTS can result in the discharge of pathogens, nitrates, salts, household chemicals, oils and grease into the environment. As conditions and circumstances change around particular locations, increased scrutiny is necessary to properly site, operate and professionally maintain OWTS.
19 Water Quality Control Policy for Siting, Design, Operation and Maintenance of Onsite Wastewater Treatment Systems (CA Water Boards 2012)
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Spheres of Influence
Government Code Section 56076 defines a "sphere of influence" as a plan for the probable physical boundaries and service area of a local agency, as determined by LAFCO.
The purpose of a sphere of influence is to encourage the logical and orderly development and coordination of local government agencies to provide for the present and future needs of the county and its communities. The statement of purpose adopted by San Bernardino LAFCO for spheres of influence include seven points. Those pertinent to this study are:
• To promote orderly growth of communities, whether or not services are provided by a city or district (board governed or independently governed); • To encourage economical use and extension of facilities by assisting governmental agencies in planning the logical and economical extension of governmental facilities and services, thereby avoiding duplication of services; • To provide assistance to property owners in relating to the proper agency to comprehensively plan for the use of their property;
• To encourage the establishment of urban-type services only within an adopted sphere of influence.
San Bernardino LAFCO has adopted ten polices related to a sphere of influence. Those pertinent to this analysis are:
• RESPONSIBILITY/OBLIGATION FOR A SPHERE OF INFLUENCE AREA When a sphere of influence is assigned, a city or district is required to commence long range land use and service planning activities, thereby enabling it to respond to any annexation requests it might receive from landowners or residents within the sphere.
By accepting a sphere of influence, a city or district agrees to plan for the provision of services.
• URBAN DEVELOPMENT WITHIN A CITY SPHERE
LAFCO takes the position that any new urban development which occurs within a city sphere of influence should take place as close to the city’s urban area as possible.
This position is emphasized for two reasons: first, so that contiguous areas may easily be annexed to the city; and secondly, so that the new urban area can be served by reasonable extension of the city’s already developed municipal services.
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STAFF REPORT
TO: City Council
FROM: Finance Director
FOR MEETING: Jun 14 2022
SUBJECT: Proposed Budget Revisions for the General Fund for Fiscal Year 2022-23.
RECOMMENDATION:
The City Council approve the following:
1. Resolution No. 22-__, approving the General Fund budget revisions for FY 2022-23 including the following:
a. Annual Spending Plan;
b. Employee Cost of Living Adjustment (COLA) of 6.9%; and c. Wage Schedules.
2. Inter-fund Transfers:
i. FY 2021-22:
a. $20,000 from the General Fund to the Capital Projects fund for construction management of the Split Rock Bridge design.
ii. FY 2022-23 transfers:
a. $3,347,606 from the General Fund to the Capital Projects fund for capital projects including the Luckie Park pool upgrade ($1.1M), replacement of light poles at Luckie Park pool ($1M), Animal Control building improvements ($700K), Community Development office remodel ($250K), Selffunding ($160K), City Hall Shade Structures ($45K), Re-roofing ($33K), and Street sweeper ($20K). b. $566,750 from the General Fund to the Sewer Fund for the City's wastewater treatment and sewer plant ($500K) and Project Phoenix sewer maintenance costs ($67K). c. $30,000 from the General Fund to the Traffic Safety Fund for self-funding.
ORDER OF PROCEDURE:
Request Staff Report (City Manager and Finance
Director Presenting)
Council Questions of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• Classification Schedule 22-23
• Wage Scale 22_23 CLASSIC
• Wage Scale 22_23 - PEPRA
• Exhibit A - Revised Budget -
General Fund FY 22_23
• General Fund Budget
Resolution FY 22.23
• Estimated Fund Balances FY
22.23 • PowerPoint - Proposed
Budget Revisions General Fund
FY 22.23
• Adopted Two-Year General
Fund Budget FY 21/22 & 22/23
- June 15, 2021
BACKGROUND:
The City Manager and Finance Director are presenting the proposed budget revisions for the General Fund for FY 2022-23. The original FY 2022-23 budget for the General Fund was adopted on June 15, 2021. The City Council is required to approve the revisions before the beginning of the new Fiscal Year which begins July 1, 2022. The City’s revenue revisions were updated using the latest estimates from San Bernardino County (Property Tax), HDL (Sales Tax), and local trends (Transient Occupancy Tax – TOT). TOT trends are the most difficult to predict, primarily due to the growth in Vacation Home Rentals verses the potential of a recession. The proposed expenditure revisions were updated using historical spending by department, with input and review by the department heads, direction from the City Council budget committee (Mayor Mintz and Council Member Bilderain) and City Council's Strategic Planning priorities.
The initial FY 2022-23 budget had a surplus of $628,664 vs. the revised budget which has a surplus of $230,473.
The $230,473 surplus is inclusive of $3.1M from the second allocation of ARPA funds. As noted in the PowerPoint presentation, $2.4M of the second ARPA allocation will go towards the construction of the Luckie Park Pool and $710K will be for law enforcement services. Other one-time items included in this budget revision are interfund transfers of $1M for replacement of Luckie Park light poles, $500K for the development of the City's Wastewater Treatment and Sewer, and $250K for the remodel of the Finance/Community Development offices.
Total expenditures and transfers out adjustments exceed total revenue and transfers in by $398K mainly due to Staff using conservative projections for TOT revenues. Furthermore, with the elimination of all one-time revenues and expenditures, the General Fund budget will still balance.
Overall, this is a balanced 2022-23 budget with revised revenues of $14.8M vs. $11.6M originally adopted budget, not including reserve transfers. The largest revenue increases from the adopted budget are Transient Occupancy Tax (TOT) - $253K, Franchise Fees - $181K, Sales & Use Tax - $144K, and Building & Road permits - $125K.
With the unpredictability of VHR trends, Staff took a more conservative approach for TOT revenue and revised it to be the same as TOT actuals for FY 2020-21. Expenditures are presented at $11.8M for 2022-23 adopted vs. $15.4M revised budget. The largest increases are in the following departments: $296K in Administration mainly due to Staff reclassifications, contract and consulting for outreach and outsourced labor, and the addition of a part-time employee in Finance; $3.0M in Nondepartmental mainly due to the one-time interfund transfers referenced above; $170K in Community Development mainly due to Staff reclassifications, the position adjustment of the current Assistant Planner from part-time to full-time, and contract and consulting for outsourced labor; $45K in Code Enforcement mainly due to the $35K contract with Southwest Security for VHR enforcement; $102K in Building, Safety & Engineering mainly due to increase in issuance of building permits; and $140K in Economic Development mainly due to the addition of $100K for Housing assistance programs (program details will be created outside of the budget). In addition to the aforementioned adjustments, the original budget had a cost-of-living adjustment (COLA) of 1.5% with the revised budget including a 6.9% COLA, or $91K adjustment,
which the City Council approved on May 24, 2022. For changes/revisions to the adopted budget, please refer to the Adjustments column in the attached General Fund Budget.
Expenditure Highlights:
Staff is recommending maintaining the baseline spending for Fiscal 2022-23; maintain all programs at current levels. The following are the recommended changes:
• COLA at 6.9%, or $91K increase in FY 2022-23;
• The City anticipates the City's Visitor Center will close in August 2022 with the opening of Project Phoenix, although the TBID Board has not given the final recommendation; • Staff development and training, a priority for the City Council and City Manager, has been fully restored to pre-pandemic levels with the removal of travel restrictions due to the COVID-19 pandemic; • Maintained the historical legal costs, however, if legal issues arise, this could increase, as was the case in prior years;
• The City of Twentynine Palms Community Center has budgeted $5K annually for revenue for the facility, however, this is an estimate without any history;
• Successor Agency administrative costs and allowance have decreased by $25K in 2022-23, and will decrease $25K annually thereafter;
• This is an election year and have budgeted $5K for election related expenditures; • Budgeted $66K for outreach related activities;
• Budgeted $100K for housing assistance programs;
• Contribution of $57K for Fire Department pensions; $34,536 will be funded from Fire Department lease and the remainder with general revenue funds, however with the most recent earnings by CalPERS this additional amount needed over the amount received from the lease will cease in coming years; • Added two full-time positions (Office Assistant and Recreation Coordinator) and one part-time positions (Sr. Finance Tech) and two position adjustments from part-time to full-time (Assistant Planner and Project Phoenix Maintenance Worker I);
• The current part-time Recreations Coordinator will retire in August 2022. • Sheriffs' contract decrease by $157K or 3% in 2022-23; • $35,100 for monitoring and code enforcement of short-term vacation rentals; • Increased our water cost by 10% per year to align with the Water District rate increases; • City will evaluate our cloud storage over the next year with our current contract expiring; • Budgeted $50K for outsourced labor due to Staff shortages and hiring challenges, • Due to the loss of Article 8/LTF funding, the General Fund is absorbing 20%, or $93,961, of the Public Works wages and benefits.
General Fund Position Challenges:
The City of Twentynine Palms anticipates having $7.4M in reserves at the end of Fiscal Year 2021-22.
Within the reserves are $1.3M designated for the Fire Pension which leaves $6.1M in unassigned reserves. Staff is recommending the use of $844K of the unassigned reserves from the anticipated surplus in the current Fiscal Year 2021-22, for improvements at the Animal Shelter buildings ($700K), Luckie Park Pool upgrades ($84K) and COPS/SLESA Expenditures ($60K) in FY 2022-23. This will lower reserves to $5.2M, or 50% of total General Fund expenditures, which is below the reserve policy of 60-65%; however, this is a conservative estimate as TOT are expected to come in higher than forecasted. Should the unassigned balance come higher than 60-65% reserve policy, Staff recommends designating the overage for the City's match of $355K for the Project Phoenix Wastewater Package Treatment Plant.
Staff is anticipating another moderate growth year with the Marine Corps Air Ground Combat Center (MCAGCC) stable, Joshua Tree National Park (JTNP) continuing to have attendance growth (JTNP is already 111K over calendar year 2021 through April 2022), and overall State and Federal economies improving.
ENVIRONMENTAL:
N/A
ALTERNATIVES:
The City Council could reject, add, or reduce any of Staff’s spending recommendations.
FISCAL IMPACT:
A balanced budget.
City of Twentynine Palms
Classification Schedule
Fiscal Year 2022- 2023
Employee Classification
Employee
Compensation
Range
City Manager Negotiated
Community Development Director 72
Finance Director 71
Community Services Director 68
Assistant City Manager 66
Information Services Director 61
Public Works Superintendent 61
Assistant Finance Director 55
City Clerk/PIO 55
Human Resources Manager 55
Recreation Division Manager 55
Director of Marketing 49
Public Works Field Supervisor 49
Animal Control Supervisor 45
Assistant Planner 45
Code Enforcement Officer 44
Executive Assistant 41
Lead Maintenance Worker 41
Senior Finance Tech 41
Community Development Specialist 38
Maintenance Worker III 37
Recreation Programs Supervisor 37
Finance Technician II 36
Animal Control Officer 35
Maintenance Worker II 33
Office Assistant II 30
Planning Technician 30
Community Events Coordinator 29
Recreation Coordinator 29
Maintenance Worker I 27
Animal Care Technician 24
Office Assistant I 24
Head Lifeguard 12
Lifeguard/WSI 10
Water Safety Instructor 9
Lifeguard 7
Ballfield Maintenance Worker 4
Day Camp Aide 4
Pool Cashier 4 Page 399 of 545
Salary
Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 1 10.97 11.24 11.51 11.81 12.10 12.39 12.70 13.02 13.33 13.67 14.00 14.35 14.692 11.24 11.51 11.81 12.10 12.39 12.70 13.02 13.33 13.67 14.00 14.35 14.69 15.063 11.51 11.81 12.10 12.39 12.70 13.02 13.33 13.67 14.00 14.35 14.69 15.06 15.424 11.81 12.10 12.39 12.70 13.02 13.33 13.67 14.00 14.35 14.69 15.06 15.42 15.815 12.10 12.39 12.70 13.02 13.33 13.67 14.00 14.35 14.69 15.06 15.42 15.81 16.206 12.39 12.70 13.02 13.33 13.67 14.00 14.35 14.69 15.06 15.42 15.81 16.20 16.617 12.70 13.02 13.33 13.67 14.00 14.35 14.69 15.06 15.42 15.81 16.20 16.61 17.018 13.02 13.33 13.67 14.00 14.35 14.69 15.06 15.42 15.81 16.20 16.61 17.01 17.449 13.33 13.67 14.00 14.35 14.69 15.06 15.42 15.81 16.20 16.61 17.01 17.44 17.93 10 13.67 14.00 14.35 14.69 15.06 15.42 15.81 16.20 16.61 17.01 17.44 17.93 18.3211 14.00 14.35 14.69 15.06 15.42 15.81 16.20 16.61 17.01 17.44 17.93 18.32 18.7512 14.35 14.69 15.06 15.42 15.81 16.20 16.61 17.01 17.44 17.93 18.32 18.75 19.2313 14.69 15.06 15.42 15.81 16.20 16.61 17.01 17.44 17.93 18.32 18.75 19.23 19.6914 15.06 15.42 15.81 16.20 16.61 17.01 17.44 17.93 18.32 18.75 19.23 19.69 20.2015 15.42 15.81 16.20 16.61 17.01 17.44 17.93 18.32 18.75 19.23 19.69 20.20 20.6816 15.81 16.20 16.61 17.01 17.44 17.93 18.32 18.75 19.23 19.69 20.20 20.68 21.2017 16.20 16.61 17.01 17.44 17.93 18.32 18.75 19.23 19.69 20.20 20.68 21.20 21.7218 16.61 17.01 17.44 17.93 18.32 18.75 19.23 19.69 20.20 20.68 21.20 21.72 22.2619 17.01 17.44 17.93 18.32 18.75 19.23 19.69 20.20 20.68 21.20 21.72 22.26 22.8020 17.44 17.93 18.32 18.75 19.23 19.69 20.20 20.68 21.20 21.72 22.26 22.80 23.3821 17.93 18.32 18.75 19.23 19.69 20.20 20.68 21.20 21.72 22.26 22.80 23.38 23.9422 18.32 18.75 19.23 19.69 20.20 20.68 21.20 21.72 22.26 22.80 23.38 23.94 24.5623 18.75 19.23 19.69 20.20 20.68 21.20 21.72 22.26 22.80 23.38 23.94 24.56 25.1424 19.23 19.69 20.20 20.68 21.20 21.72 22.26 22.80 23.38 23.94 24.56 25.14 25.7925 19.69 20.20 20.68 21.20 21.72 22.26 22.80 23.38 23.94 24.56 25.14 25.79 26.4026 20.20 20.68 21.20 21.72 22.26 22.80 23.38 23.94 24.56 25.14 25.79 26.40 27.0727 20.68 21.20 21.72 22.26 22.80 23.38 23.94 24.56 25.14 25.79 26.40 27.07 27.7128 21.20 21.72 22.26 22.80 23.38 23.94 24.56 25.14 25.79 26.40 27.07 27.71 28.4329 21.72 22.26 22.80 23.38 23.94 24.56 25.14 25.79 26.40 27.07 27.71 28.43 29.10 City of Twentynine Palms
Classic Hourly Salary Range Schedule
Fiscal Year 2022 - 2023
Salary
Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 30 22.26 22.80 23.38 23.94 24.56 25.14 25.79 26.40 27.07 27.71 28.43 29.10 29.8631 22.80 23.38 23.94 24.56 25.14 25.79 26.40 27.07 27.71 28.43 29.10 29.86 30.6032 23.38 23.94 24.56 25.14 25.79 26.40 27.07 27.71 28.43 29.10 29.86 30.60 31.3733 23.94 24.56 25.14 25.79 26.40 27.07 27.71 28.43 29.10 29.86 30.60 31.37 32.1634 24.56 25.14 25.79 26.40 27.07 27.71 28.43 29.10 29.86 30.60 31.37 32.16 32.9135 25.14 25.79 26.40 27.07 27.71 28.43 29.10 29.86 30.60 31.37 32.16 32.91 33.6936 25.79 26.40 27.07 27.71 28.43 29.10 29.86 30.60 31.37 32.16 32.91 33.69 34.5637 26.40 27.07 27.71 28.43 29.10 29.86 30.60 31.37 32.16 32.91 33.69 34.56 35.4038 27.07 27.71 28.43 29.10 29.86 30.60 31.37 32.16 32.91 33.69 34.56 35.40 36.2939 27.71 28.43 29.10 29.86 30.60 31.37 32.16 32.91 33.69 34.56 35.40 36.29 37.1440 28.43 29.10 29.86 30.60 31.37 32.16 32.91 33.69 34.56 35.40 36.29 37.14 38.1041 29.10 29.86 30.60 31.37 32.16 32.91 33.69 34.56 35.40 36.29 37.14 38.10 39.0542 29.86 30.60 31.37 32.16 32.91 33.69 34.56 35.40 36.29 37.14 38.10 39.05 40.0043 30.60 31.37 32.16 32.91 33.69 34.56 35.40 36.29 37.14 38.10 39.05 40.00 40.9544 31.37 32.16 32.91 33.69 34.56 35.40 36.29 37.14 38.10 39.05 40.00 40.95 42.0045 32.16 32.91 33.69 34.56 35.40 36.29 37.14 38.10 39.05 40.00 40.95 42.16 43.0046 32.91 33.69 34.56 35.40 36.29 37.14 38.10 39.05 40.00 40.95 42.16 43.00 44.0947 33.69 34.56 35.40 36.29 37.14 38.10 39.05 40.00 40.95 42.16 43.00 44.09 45.1448 34.56 35.40 36.29 37.14 38.10 39.05 40.00 40.95 42.16 43.00 44.09 45.14 46.2749 35.40 36.29 37.14 38.10 39.05 40.00 40.95 42.16 43.00 44.09 45.14 46.27 47.4350 36.29 37.14 38.10 39.05 40.00 40.95 42.16 43.00 44.09 45.14 46.27 47.43 48.6251 37.14 38.10 39.05 40.00 40.95 42.16 43.00 44.09 45.14 46.27 47.43 48.62 49.8052 38.10 39.05 40.00 40.95 42.16 43.00 44.09 45.14 46.27 47.43 48.62 49.80 51.0553 39.04 40.00 40.95 42.16 43.00 44.09 45.14 46.27 47.43 48.62 49.80 51.05 52.3254 40.00 40.95 42.16 43.00 44.09 45.14 46.27 47.43 48.62 49.80 51.05 52.32 53.6355 40.95 42.16 43.00 44.09 45.14 46.27 47.43 48.62 49.80 51.05 52.32 53.63 54.9756 42.16 43.00 44.09 45.14 46.27 47.43 48.62 49.80 51.05 52.32 53.63 54.97 56.3157 43.00 44.09 45.14 46.27 47.43 48.62 49.80 51.05 52.32 53.63 54.97 56.31 57.7358 44.09 45.14 46.27 47.43 48.62 49.80 51.05 52.32 53.63 54.97 56.31 57.73 59.1659 45.14 46.27 47.43 48.62 49.80 51.05 52.32 53.63 54.97 56.31 57.73 59.16 60.6560 46.27 47.43 48.62 49.80 51.05 52.32 53.63 54.97 56.31 57.73 59.16 60.65 62.1661 47.47 48.62 49.80 51.05 52.32 53.63 54.97 56.31 57.73 59.16 60.65 62.16 63.7262 48.62 49.80 51.05 52.32 53.63 54.97 56.31 57.73 59.16 60.65 62.16 63.72 65.1563 49.80 51.05 52.32 53.63 54.97 56.31 57.73 59.16 60.65 62.16 63.72 65.15 66.7164 51.05 52.32 53.63 54.97 56.31 57.73 59.16 60.65 62.16 63.72 65.15 66.71 68.4065 52.32 20.13 54.97 56.31 57.73 59.16 60.65 62.16 63.72 65.15 66.71 68.40 70.0566 53.63 54.97 56.31 57.73 59.16 60.65 62.16 63.72 65.15 66.71 68.40 70.05 71.8367 54.97 56.31 57.73 59.16 60.65 62.16 63.72 65.15 66.71 68.40 70.05 71.83 73.5568 56.31 57.73 59.16 60.65 62.16 63.72 65.15 66.71 68.40 70.05 71.83 73.55 75.42
Salary
Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 69 57.73 59.16 60.65 62.16 63.72 65.15 66.71 68.40 70.05 71.83 73.55 75.42 77.2270 59.16 60.65 62.16 63.72 65.15 66.71 68.40 70.05 71.83 73.55 75.42 77.22 79.1871 60.65 62.16 63.72 65.15 66.71 68.40 70.05 71.83 73.55 75.42 77.22 79.18 81.0972 62.16 63.72 65.15 66.71 68.40 70.05 71.83 73.55 75.42 77.22 79.18 81.09 83.1473 63.72 65.15 66.71 68.40 70.05 71.83 73.55 75.42 77.22 79.18 81.09 83.14 85.1474 65.15 66.71 68.40 70.05 71.83 73.55 75.42 77.22 79.18 81.09 83.14 85.14 87.3075 66.71 68.40 70.05 71.83 73.55 75.42 77.22 79.18 81.09 83.14 85.14 87.30 89.4076 68.40 70.05 71.83 73.55 75.42 77.22 79.18 81.09 83.14 85.14 87.30 89.40 91.6777 70.05 71.83 73.55 75.42 77.22 79.18 81.09 83.14 85.14 87.30 89.40 91.67 93.8778 71.83 73.55 75.42 77.22 79.18 81.09 83.14 85.14 87.30 89.40 91.67 93.87 96.2579 73.55 75.42 77.22 79.18 81.09 83.14 85.14 87.30 89.40 91.67 93.87 96.25 98.5680 75.42 77.22 79.18 81.09 83.14 85.14 87.30 89.40 91.67 93.87 96.25 98.56 101.0681 77.22 79.18 81.09 83.14 85.14 87.30 89.40 91.67 93.87 96.25 98.56 101.06 103.4982 79.18 81.09 83.14 85.14 87.30 89.40 91.67 93.87 96.25 98.56 101.06 103.49 102.4883 81.09 83.14 85.14 87.30 89.40 91.67 93.87 96.25 98.56 101.06 103.49 106.11 108.6784 83.14 85.14 87.30 89.40 91.67 93.87 96.25 98.56 101.06 103.49 106.11 108.67 111.4285 85.14 87.30 89.40 91.67 93.87 96.25 98.56 101.06 103.49 106.11 108.67 111.42 114.10 Disclosure +/- .02 Rounding
Salary
Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 1 10.52 10.79 11.05 11.33 11.62 11.91 12.21 12.52 12.83 13.15 13.48 13.82 14.162 10.79 11.05 11.33 11.62 11.91 12.21 12.52 12.83 13.15 13.48 13.82 14.16 14.523 11.05 11.33 11.62 11.91 12.21 12.52 12.83 13.15 13.48 13.82 14.16 14.52 14.884 11.33 11.62 11.91 12.21 12.52 12.83 13.15 13.48 13.82 14.16 14.52 14.88 15.255 11.62 11.91 12.21 12.52 12.83 13.15 13.48 13.82 14.16 14.52 14.88 15.25 15.646 11.91 12.21 12.52 12.83 13.15 13.48 13.82 14.16 14.52 14.88 15.25 15.64 16.047 12.21 12.52 12.83 13.15 13.48 13.82 14.16 14.52 14.88 15.25 15.64 16.04 16.448 12.52 12.83 13.15 13.48 13.82 14.16 14.52 14.88 15.25 15.64 16.04 16.44 16.859 12.83 13.15 13.48 13.82 14.16 14.52 14.88 15.25 15.64 16.04 16.44 16.85 17.26 10 13.15 13.48 13.82 14.16 14.52 14.88 15.25 15.64 16.04 16.44 16.85 17.26 17.6911 13.48 13.82 14.16 14.52 14.88 15.25 15.64 16.04 16.44 16.85 17.26 17.69 18.1312 13.82 14.16 14.52 14.88 15.25 15.64 16.04 16.44 16.85 17.26 17.69 18.13 18.5813 14.16 14.52 14.88 15.25 15.64 16.04 16.44 16.85 17.26 17.69 18.13 18.58 19.0414 14.52 14.88 15.25 15.64 16.04 16.44 16.85 17.26 17.69 18.13 18.58 19.04 19.5215 14.88 15.25 15.64 16.04 16.44 16.85 17.26 17.69 18.13 18.58 19.04 19.52 20.0116 15.25 15.64 16.04 16.44 16.85 17.26 17.69 18.13 18.58 19.04 19.52 20.01 20.5117 15.64 16.04 16.44 16.85 17.26 17.69 18.13 18.58 19.04 19.52 20.01 20.51 21.0318 16.04 16.44 16.85 17.26 17.69 18.13 18.58 19.04 19.52 20.01 20.51 21.03 21.5519 16.44 16.85 17.26 17.69 18.13 18.58 19.04 19.52 20.01 20.51 21.03 21.55 22.0920 16.85 17.26 17.69 18.13 18.58 19.04 19.52 20.01 20.51 21.03 21.55 22.09 22.6421 17.26 17.69 18.13 18.58 19.04 19.52 20.01 20.51 21.03 21.55 22.09 22.64 23.2122 17.69 18.13 18.58 19.04 19.52 20.01 20.51 21.03 21.55 22.09 22.64 23.21 23.7923 18.13 18.58 19.04 19.52 20.01 20.51 21.03 21.55 22.09 22.64 23.21 23.79 24.3824 18.58 19.04 19.52 20.01 20.51 21.03 21.55 22.09 22.64 23.21 23.79 24.38 24.9925 19.04 19.52 20.01 20.51 21.03 21.55 22.09 22.64 23.21 23.79 24.38 24.99 25.6126 19.52 20.01 20.51 21.03 21.55 22.09 22.64 23.21 23.79 24.38 24.99 25.61 26.2527 20.01 20.51 21.03 21.55 22.09 22.64 23.21 23.79 24.38 24.99 25.61 26.25 26.9128 20.51 21.03 21.55 22.09 22.64 23.21 23.79 24.38 24.99 25.61 26.25 26.91 27.5829 21.03 21.55 22.09 22.64 23.21 23.79 24.38 24.99 25.61 26.25 26.91 27.58 28.2830 21.55 22.09 22.64 23.21 23.79 24.38 24.99 25.61 26.25 26.91 27.58 28.28 28.9831 22.09 22.64 23.21 23.79 24.38 24.99 25.61 26.25 26.91 27.58 28.28 28.98 29.71 City of Twentynine Palms
PEPRA Hourly Salary Range Schedule
Fiscal Year 2022 - 2023
Salary
Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 32 22.64 23.21 23.79 24.38 24.99 25.61 26.25 26.91 27.58 28.28 28.98 29.71 30.4533 23.21 23.79 24.38 24.99 25.61 26.25 26.91 27.58 28.28 28.98 29.71 30.45 31.2034 23.79 24.38 24.99 25.61 26.25 26.91 27.58 28.28 28.98 29.71 30.45 31.20 31.9835 24.38 24.99 25.61 26.25 26.91 27.58 28.28 28.98 29.71 30.45 31.20 31.98 32.7936 24.99 25.61 26.25 26.91 27.58 28.28 28.98 29.71 30.45 31.20 31.98 32.79 33.6137 25.61 26.25 26.91 27.58 28.28 28.98 29.71 30.45 31.20 31.98 32.79 33.61 34.4538 26.25 26.91 27.58 28.28 28.98 29.71 30.45 31.20 31.98 32.79 33.61 34.45 35.3239 26.91 27.58 28.28 28.98 29.71 30.45 31.20 31.98 32.79 33.61 34.45 35.32 36.2140 27.58 28.28 28.98 29.71 30.45 31.20 31.98 32.79 33.61 34.45 35.32 36.21 37.1241 28.28 28.98 29.71 30.45 31.20 31.98 32.79 33.61 34.45 35.32 36.21 37.12 38.0542 28.98 29.71 30.45 31.20 31.98 32.79 33.61 34.45 35.32 36.21 37.12 38.05 39.0043 29.71 30.45 31.20 31.98 32.79 33.61 34.45 35.32 36.21 37.12 38.05 39.00 39.9744 30.45 31.20 31.98 32.79 33.61 34.45 35.32 36.21 37.12 38.05 39.00 39.97 40.9645 31.20 31.98 32.79 33.61 34.45 35.32 36.21 37.12 38.05 39.00 39.97 40.96 41.9946 31.98 32.79 33.61 34.45 35.32 36.21 37.12 38.05 39.00 39.97 40.96 41.99 43.0447 32.79 33.61 34.45 35.32 36.21 37.12 38.05 39.00 39.97 40.96 41.99 43.04 44.1248 33.61 34.45 35.32 36.21 37.12 38.05 39.00 39.97 40.96 41.99 43.04 44.12 45.2249 34.45 35.32 36.21 37.12 38.05 39.00 39.97 40.96 41.99 43.04 44.12 45.22 46.3550 35.32 36.21 37.12 38.05 39.00 39.97 40.96 41.99 43.04 44.12 45.22 46.35 47.5151 36.21 37.12 38.05 39.00 39.97 40.96 41.99 43.04 44.12 45.22 46.35 47.51 48.6952 37.12 38.05 39.00 39.97 40.96 41.99 43.04 44.12 45.22 46.35 47.51 48.69 49.9153 38.05 39.00 39.97 40.96 41.99 43.04 44.12 45.22 46.35 47.51 48.69 49.91 51.1654 39.00 39.97 40.96 41.99 43.04 44.12 45.22 46.35 47.51 48.69 49.91 51.16 52.4555 39.97 40.96 41.99 43.04 44.12 45.22 46.35 47.51 48.69 49.91 51.16 52.45 53.7656 40.96 41.99 43.04 44.12 45.22 46.35 47.51 48.69 49.91 51.16 52.45 53.76 55.1157 41.99 43.04 44.12 45.22 46.35 47.51 48.69 49.91 51.16 52.45 53.76 55.11 56.4958 43.04 44.12 45.22 46.35 47.51 48.69 49.91 51.16 52.45 53.76 55.11 56.49 57.9059 44.12 45.22 46.35 47.51 48.69 49.91 51.16 52.45 53.76 55.11 56.49 57.90 59.3460 45.22 46.35 47.51 48.69 49.91 51.16 52.45 53.76 55.11 56.49 57.90 59.34 60.8361 46.35 47.51 48.69 49.91 51.16 52.45 53.76 55.11 56.49 57.90 59.34 60.83 62.3462 47.51 48.69 49.91 51.16 52.45 53.76 55.11 56.49 57.90 59.34 60.83 62.34 63.9063 48.69 49.91 51.16 52.45 53.76 55.11 56.49 57.90 59.34 60.83 62.34 63.90 65.5064 49.91 51.16 52.45 53.76 55.11 56.49 57.90 59.34 60.83 62.34 63.90 65.50 67.1365 51.16 52.45 53.76 55.11 56.49 57.90 59.34 60.83 62.34 63.90 65.50 67.13 68.8166 52.45 53.76 55.11 56.49 57.90 59.34 60.83 62.34 63.90 65.50 67.13 68.81 70.5367 53.76 55.11 56.49 57.90 59.34 60.83 62.34 63.90 65.50 67.13 68.81 70.53 72.3068 55.11 56.49 57.90 59.34 60.83 62.34 63.90 65.50 67.13 68.81 70.53 72.30 74.1069 56.49 57.90 59.34 60.83 62.34 63.90 65.50 67.13 68.81 70.53 72.30 74.10 75.9570 57.90 59.34 60.83 62.34 63.90 65.50 67.13 68.81 70.53 72.30 74.10 75.95 77.8671 59.34 60.83 62.34 63.90 65.50 67.13 68.81 70.53 72.30 74.10 75.95 77.86 79.8072 60.83 62.34 63.90 65.50 67.13 68.81 70.53 72.30 74.10 75.95 77.86 79.80 81.8073 62.34 63.90 65.50 67.13 68.81 70.53 72.30 74.10 75.95 77.86 79.80 81.80 83.84
Salary
Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Step 12 Step 13 74 63.90 65.50 67.13 68.81 70.53 72.30 74.10 75.95 77.86 79.80 81.80 83.84 85.9475 65.50 67.13 68.81 70.53 72.30 74.10 75.95 77.86 79.80 81.80 83.84 85.94 88.0976 67.13 68.81 70.53 72.30 74.10 75.95 77.86 79.80 81.80 83.84 85.94 88.09 90.2977 68.81 70.53 72.30 74.10 75.95 77.86 79.80 81.80 83.84 85.94 88.09 90.29 92.5478 70.53 72.30 74.10 75.95 77.86 79.80 81.80 83.84 85.94 88.09 90.29 92.54 94.8579 72.30 74.10 75.95 77.86 79.80 81.80 83.84 85.94 88.09 90.29 92.54 94.85 97.2380 74.10 75.95 77.86 79.80 81.80 83.84 85.94 88.09 90.29 92.54 94.85 97.23 99.6581 75.95 77.86 79.80 81.80 83.84 85.94 88.09 90.29 92.54 94.85 97.23 99.65 102.1482 77.86 79.80 81.80 83.84 85.94 88.09 90.29 92.54 94.85 97.23 99.65 102.14 104.7083 79.80 81.80 83.84 85.94 88.09 90.29 92.54 94.85 97.23 99.65 102.14 104.70 107.3284 81.80 83.84 85.94 88.09 90.29 92.54 94.85 97.23 99.65 102.14 104.70 107.32 110.0085 83.84 85.94 88.09 90.29 92.54 94.85 97.23 99.65 102.14 104.70 107.32 110.00 112.75 Disclosure +/- .02 Rounding
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED
R E V E N U E ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS Total Revenue and Transfers In 11,999,506 $ 14,046,124 $ 16,017,510 $ 15,305,541 $ 12,469,583 $ 15,659,082 $ 3,189,499 $ Total Expenditures and Transfers Out 10,052,381 $ 13,656,090 $ 15,245,669 $ 14,923,327 $ 11,840,919 $ 15,428,609 $ 3,587,690 $ Net Revenue (Loss) 1,947,126 $ 390,034 $ 771,841 $ 382,214 $ 628,664 $ 230,473 $ (398,191) $ AND FISCAL YEAR 2022-2023
CITY OF TWENTYNINE PALMS
GENERAL FUND BUDGET
SUMMARY
FISCAL YEAR 2021-2022
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE R E V E N U E ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS PROPERTY TAXES:
01 0000 4101 Current and Prior Year 2,310,529 $ 2,339,782 $ 2,255,887 $ 2,255,887 $ 2,346,122 $ 2,346,122 $ - $ 01 0000 4106 Property Tax / VLF 3,228,060 $ 3,413,408 $ 3,413,408 $ 3,357,182 $ 3,491,470 $ 3,549,944 $ 58,474 $ 01 0000 4110 Property Transfer Fees 90,417 $ 104,021 $ 64,480 $ 64,480 $ 67,059 $ 67,059 $ - $ 01 0000 4115 Utility Unitary Tax 169,582 $ 172,153 $ 162,171 $ 162,171 $ 168,658 $ 161,686 $ (6,972) $ 01 0000 4120 Sales & Use Tax 1,445,428 $ 1,319,681 $ 1,532,154 $ 1,344,263 $ 1,392,984 $ 1,536,751 $ 143,767 $ 01 0000 4125 Transient Occupancy Tax 1,653,114 $ 1,593,278 $ 1,735,770 $ 1,400,000 $ 1,400,000 $ 1,653,114 $ 253,114 $ 01 0000 4140 Franchise Fees 766,859 $ 639,174 $ 766,859 $ 680,000 $ 685,000 $ 866,320 $ 181,320 01 0000 4145 Business License Fees 60,131 $ 81,216 $ 50,000 $ 48,000 $ 48,000 $ 50,000 $ 2,000 $ 01 0000 4155 Motor Vehicle In-Lieu Tax 21,459 $ 34,619 $ 22,000 $ 22,000 $ 23,000 $ 35,000 $ 12,000 $ 01 0000 4200 Animal Control Revenue 77,049 $ 82,852 $ 90,000 $ 90,000 $ 90,000 $ 80,000 $ (10,000) $ 01 0000 4220 Planning & Engineering Fees 91,758 $ 124,946 $ 60,000 $ 55,000 $ 55,000 $ 70,000 $ 15,000 $ 01 0000 4224 Building & Road Permits 511,731 $ 677,925 $ 400,000 $ 325,000 $ 325,000 $ 450,000 $ 125,000 $ 01 0000 4245 Interest 71,447 $ 46,192 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ - $ 01 0000 4252 Grant Revenue 13,399 $ 43,651 $ 97,914 $ 80,000 $ 15,000 $ 15,000 $ - $ 01 0000 4254 CARES Act of 2020 729,918 $ - $ - $ - $ - $ - $ - $ 01 0000 4272 Rent 61,974 $ 54,811 $ 52,000 $ 52,000 $ 52,000 $ 54,000 $ 2,000 $ 01 0000 4288 Burrtec/Street Sweeper 120,000 $ 110,000 $ 120,000 $ 120,000 $ 120,000 $ 120,000 $ - $ 01 0000 4602 Park & Rec Sponsorship - $ - $ - $ - $ 7,500 $ - $ (7,500) $ 01 0000 4603 Swimming Pool 25,447 $ 11,694 $ 15,000 $ 10,000 $ 30,000 $ 15,000 $ (15,000) $ 01 0000 4605 Recreation Fees 28,070 $ 104,756 $ 129,000 $ 129,000 $ 129,000 $ 85,000 $ (44,000) $ 01 0000 4608 Park & Rec Event Fees 14,677 $ 53,324 $ 35,000 $ 30,000 $ 60,000 $ 60,000 $ - $ 01 0000 4610 Project Phoenix Community Center - $ - $ - $ 7,500 $ 30,000 $ 5,000 $ (25,000) $ 01 0000 4611 EV Charging Fees - $ 2,567 $ - $ - $ - $ 9,600 $ 9,600 $ 01 0000 4702 Police Grants 156,894 $ 161,330 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - $ 01 0000 4703 SRO Contract 52,690 $ 64,262 $ 64,262 $ 64,262 $ 87,282 86,335 $ (947) $ 01 0000 4890 Miscellaneous 87,623 $ 104,752 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ - $ 01 0000 4XXXReserves/COPS Deferred Rev 50,000 $ 60,000 $ 1,496,437 $ 1,496,437 $ 844,000 $ 844,000 $ - $ TOTAL REVENUE 11,838,256 $ 11,400,394 $ 12,812,341 $ 12,043,182 $ 11,717,075 $ 12,409,931 $ 692,856 $ TRANSFER IN:
01 0000 4316 Admin Fees 161,250 $ 85,417 $ 88,750 $ 145,940 $ 132,500 $ 130,543 $ (1,957) $ 01 0000 4316 ARPA Revenue Loss Transfer - $ 2,560,313 $ 3,116,419 $ 3,116,419 $ 620,008 $ 3,118,608 $ 2,498,600 $ TOTAL TRANSFER IN 161,250 $ 2,645,730 $ 3,205,169 $ 3,262,359 $ 752,508 $ 3,249,151 $ 2,496,643 $
TOTAL REVENUE AND
TRANSFERS IN 11,999,50 $ 14,046,12 6 $ 16,017,51 4 $ 15,305,541 0 $ 12,469,58 $ 15,659,08 3 $ 3,189,49 2 $ 9
GENERAL FUND REVENUE BUDGET
All revenue that is not designated to go to another fund is General Fund revenue. This revenue is used to pay for the general expenditures of the City.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0101 City Council 46,696 $ 47,940 $ 61,207 $ 61,207 $ 71,535 $ 73,277 $ 1,742 $ 01 0102 City Administration 384,461 $ 474,010 $ 539,229 $ 537,729 $ 507,902 $ 617,383 $ 109,481 $ 01 0103 City Attorney 166,620 $ 58,226 $ 110,000 $ 110,000 $ 110,000 $ 110,000 $ - $ 01 0104 City Hall 168,463 $ 156,578 $ 182,356 $ 177,856 $ 153,872 $ 172,462 $ 18,590 $ 01 0105 Finance 219,659 $ 260,774 $ 260,801 $ 243,447 $ 191,557 $ 318,026 $ 126,469 $ 01 0106 City Clerk 124,318 $ 185,071 $ 217,246 $ 213,776 $ 174,831 $ 184,512 $ 9,681 $ 01 0107 Nondepartmental 2,148,471 $ 5,240,637 $ 5,483,437 $ 5,251,996 $ 1,847,055 $ 4,820,190 $ 2,973,135 $ 01 0108 Successor Administration 162,514 $ 139,814 $ 137,500 $ 137,500 $ 112,500 $ 110,543 $ (1,957) $ 01 0109 IT Department 231,464 $ 244,881 $ 263,957 $ 255,957 $ 262,463 $ 296,536 $ 34,073 $ 01 1010 Community Development 360,404 $ 387,113 $ 435,229 $ 435,229 $ 464,565 $ 634,555 $ 169,990 $ 01 1011 Code Enforcement 121,567 $ 136,396 $ 174,823 $ 174,823 $ 142,195 $ 187,171 $ 44,976 $ 01 1012 Building, Safety & Eng. 388,207 $ 413,291 $ 291,775 $ 291,775 $ 291,775 $ 394,150 $ 102,375 $ 01 1013 Economic Development 19,761 $ 58,941 $ 61,508 $ 60,633 $ 13,756 $ 154,054 $ 140,298 $ 01 2021 Law Enforcement 4,033,321 $ 4,213,078 $ 4,773,324 $ 4,772,948 $ 5,014,128 $ 4,855,629 $ (158,499) $ 01 2022 Animal Control 360,686 $ 403,215 $ 476,951 $ 473,449 $ 477,739 $ 518,010 $ 40,270 $ 01 3031 Community Services 127,720 $ 156,209 $ 231,642 $ 226,642 $ 234,935 $ 242,580 $ 7,646 $ 01 3032 Recreation Department 194,091 $ 336,607 $ 447,983 $ 432,437 $ 452,832 $ 479,934 $ 27,102 $ 01 3033 Luckie Park Pool 53,364 $ 37,949 $ 80,988 $ 80,988 $ 84,889 $ 62,651 $ (22,239) $ 01 3034 Senior Center 24,797 $ 30,536 $ 39,177 $ 38,945 $ 51,144 $ 46,926 $ (4,219) $ 01 3035 Community Events 80,715 $ 155,167 $ 177,689 $ 166,689 $ 194,942 $ 162,433 $ (32,509) $ 01 3036 Patriotic Hall 6,299 $ 6,525 $ 10,908 $ 10,331 $ 10,591 $ 11,977 $ 1,387 $ 01 3037 Community Center 7,001 $ 4,209 $ 15,059 $ 14,816 $ 15,084 $ 15,378 $ 294 $ 01 3038 Project Phoenix Community Center - $ 19,485 $ 70,669 $ 59,943 $ 149,067 $ 111,367 $ (37,700) $ 01 4041 Public Works/Street Sweeping 150,569 $ 106,392 $ 175,297 $ 175,297 $ 288,841 $ 269,170 $ (19,671) $ 01 4045 Parks Maintenance 471,213 $ 383,046 $ 526,913 $ 518,913 $ 522,719 $ 579,695 $ 56,976 $ TOTAL EXPENDITURES 10,052,381 $ 13,656,09 $ 15,245,66 0 $ 14,923,32 9 $ 11,840,91 7 $ 15,428,60 9 $ 3,587,691 9 $
GENERAL FUND EXPENDITURE SUMMARY
General or operating expenditures provide basic services throughout the City and are charged to the General Fund.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0101 Expenditures
01 0101 5110 Salaries 28,793 $ 26,393 $ 29,000 $ 29,000 $ 29,000 $ 29,000 $ - $ 01 0101 5250 Insurance 11,539 $ 12,100 $ 18,613 $ 18,613 $ 18,728 $ 20,469 $ 1,741 $ 01 0101 5251 Retirement 2,793 $ 2,523 $ 2,667 $ 2,667 $ 2,667 $ 2,648 $ (19) $ 01 0101 5252 Workers Comp 913 $ 935 $ 927 $ 927 $ 1,140 $ 1,160 $ 20 $ 01 0101 6251 Training & Meetings 2,658 $ 5,989 $ 10,000 $ 10,000 $ 20,000 $ 20,000 $ - $ TOTAL EXPENDITURES 46,696 $ 47,940 $ 61,207 $ 61,207 $ 71,535 $ 73,277 $ 1,742 $
CITY COUNCIL
The City Council is the Legislative body that governs the City and is made up of five elected members who meet regularly on the second and fourth Tuesday of each month.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0102 Expenditures
01 0102 5110 Salaries 289,009 $ 295,285 $ 323,690 $ 323,690 $ 346,880 $ 376,781 $ 29,901 $ 01 0102 5235 Vehicle/Cell Allowance 4,665 $ 5,228 $ 5,461 $ 5,461 $ 5,538 $ 5,538 $ - $ 01 0102 5250 Insurance 32,763 $ 40,940 $ 43,441 $ 43,441 $ 53,632 $ 58,688 $ 5,056 $ 01 0102 5251 Retirement 32,790 $ 32,594 $ 35,917 $ 35,917 $ 37,072 $ 40,650 $ 3,578 $ 01 0102 5252 Workers Comp 10,094 $ 11,708 $ 12,987 $ 12,987 $ 13,875 $ 15,071 $ 1,196 $ 01 0102 5253 PTO 6,218 $ 10,220 $ 6,500 $ 5,000 $ 5,000 $ 5,000 $ - $ 01 0102 5254 Unemployment Insurance 675 $ - $ - $ - $ - $ - $ - $ 01 0102 6244 Staff Education Reimbursement - $ 1,995 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 01 0102 6251 Training & Meetings 2,774 $ 8,784 $ 7,500 $ 7,500 $ 15,000 $ 15,000 $ - $ 01 0102 6359 Contract & Consulting 5,473 $ 42,817 $ 45,733 $ 78,733 $ 5,905 $ 5,905 $ - $ 01 0102 6359 Contract & Consulting - Outreach - $ 24,439 $ 33,000 $ - $ 66,000 $ 66,000 $ 01 0109 6518 Electronic Equipment - $ - $ - $ - $ 3,750 $ 3,750 $ TOTAL EXPENDITURES 384,461 $ 474,01 $ 539,22 0 $ 537,72 9 $ 507,902 9 $ 617,38 $ 109,481 3 $ Executive Assistant 95%, Human Resources 96.5%, and Office Assistant 100%
CITY ADMINISTRATION
City Manager and administrative staff carry out policies set by the City Council and supports the day to day operations of the City. City Manager 72%,
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0103 Expenditures
01 0103 6107 City Attorney 166,620 $ 58,226 $ 110,000 $ 110,000 $ 110,000 $ 110,000 $ - $ TOTAL EXPENDITURES 166,62 $ 58,226 0 $ 110,00 $ 110,00 0 $ 110,00 0 $ 110,00 0 $ - 0 $
CITY ATTORNEY
The City Attorney acts as legal advisor to the City Council and the Successor Agency.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0104 Expenditures
01 0104 6210 Electricity 16,452 $ 14,960 $ 15,600 $ 15,600 $ 16,224 $ 19,226 $ 3,002 $ 01 0104 6211 Gas 1,561 $ 2,340 $ 1,786 $ 1,786 $ 1,786 $ 3,385 $ 1,599 $ 01 0104 6212 Water 11,578 $ 13,253 $ 15,000 $ 10,500 $ 11,025 $ 17,942 $ 6,917 $ 01 0104 6221 Telephone 9,609 $ 8,316 $ 9,611 $ 9,611 $ 9,611 $ 10,683 $ 1,072 $ 01 0104 6291 Building Operations & Main 23,913 $ 10,350 $ 30,000 $ 30,000 $ 10,000 $ 11,000 $ 1,000 $ 01 0104 6359 Contract & Consulting Services 23,862 $ 26,000 $ 29,000 $ 29,000 $ 24,000 $ 29,000 $ 5,000 $ 01 0104 6441 Debt Svc Interest Payment 40,624 $ 39,434 $ 39,434 $ 39,434 $ 38,206 $ 38,206 $ - $ 01 0104 6442 Debt Svc Principal Payment 40,864 $ 41,925 $ 41,925 $ 41,925 $ 43,020 $ 43,020 $ - $ TOTAL EXPENDITURES 168,46 $ 156,57 3 $ 182,35 8 $ 177,85 6 $ 153,872 6 $ 172,462 $ 18,590 $
CITY HALL
This Department supports the cost associated with the daily operation of City Hall.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0105 Expenditures
01 0105 5110 Salaries 140,647 $ 151,203 $ 144,500 $ 144,500 $ 117,424 $ 187,104 $ 69,680 $ 01 0105 5250 Insurance 16,980 $ 19,263 $ 18,630 $ 18,630 $ 17,032 $ 23,637 $ 6,605 $ 01 0105 5251 Retirement 14,469 $ 14,504 $ 13,721 $ 13,721 $ 9,004 $ 16,322 $ 7,318 $ 01 0105 5252 Workers Comp 5,014 $ 6,989 $ 8,243 $ 4,696 $ 4,697 $ 7,463 $ 2,766 $ 01 0105 5253 PTO 7,958 $ 30,807 $ 30,807 $ 22,000 $ 2,000 $ 6,000 $ 4,000 $ 01 0105 6241 Office Supplies 3,480 $ 1,166 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ - $ 01 0105 6251 Training & Meetings - $ 1,942 $ 1,500 $ 1,500 $ 3,000 $ 6,000 $ 3,000 $ 01 0105 6257 Dues & Subscriptions 578 $ 1,675 $ 2,000 $ 1,000 $ 1,000 $ 1,500 $ 500 $ 01 0105 6359 Contract & Consulting - $ 5,000 $ 6,400 $ 2,400 $ 2,400 $ 30,850 $ 28,450 $ 01 0105 6518 Computer Software
& Hardware 17,231 $ 14,409 $ 16,000 $ 16,000 $ 16,000 $ 19,250 $ 3,250 $ 01 0105 6554 Payroll Service 13,302 $ 13,816 $ 15,000 $ 15,000 $ 15,000 $ 15,900 $ 900 $ TOTAL EXPENDITURES 219,65 $ 260,77 9 $ 260,801 4 $ 243,44 $ 191,55 7 $ 318,02 7 $ 126,46 6 $ 9
FINANCE DEPARTMENT
The Finance Department accounts for financial activities including payroll accounts payable, the receipt of monies, issuance of business licenses, preparation of the annual budget and annual audit.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0106 Expenditures
01 0106 5110 Salaries 90,716 $ 89,394 $ 96,842 $ 96,842 $ 102,032 $ 109,234 $ 7,202 $ 01 0106 5235 Vehicle/Cell Allowance 1,029 $ 1,994 $ 2,400 $ 1,080 $ 1,140 $ 2,160 $ 1,020 $ 01 0106 5250 Insurance 10,428 $ 9,142 $ 10,012 $ 10,012 $ 11,264 $ 10,741 $ (523) $ 01 0106 5251 Retirement 11,234 $ 10,927 $ 11,815 $ 11,815 $ 11,793 $ 13,338 $ 1,545 $ 01 0106 5252 Workers Comp 3,178 $ 3,497 $ 3,147 $ 3,147 $ 4,082 $ 4,369 $ 287 $ 01 0106 5253 PTO - $ - $ 2,670 $ 2,670 $ 2,670 $ 2,670 $ - $ 01 0106 6231 Printing - $ 367 $ 1,800 $ 1,800 $ 1,800 $ 1,800 $ - $ 01 0106 6233 Legal Notices 2,455 $ 3,179 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ - $ 01 0106 6241 Office Supplies 1,477 $ 697 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 0106 6251 Training & Meetings 359 $ 3,600 $ 4,000 $ 2,000 $ 4,000 $ 4,000 $ - $ 01 0106 6257 Dues & Subscriptions 527 $ 858 $ 1,000 $ 850 $ 850 $ 1,000 $ 150 $ 01 0106 6349 Marketing - $ - $ 17,000 $ 17,000 $ 17,000 $ 17,000 $ - $ 01 0106 6359 Contract & Consulting - $ 5,110 $ 6,400 $ 6,400 $ 6,400 $ 6,400 $ - $ 01 0106 6360 Special Department
Supplies - $ - $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $
01 0106 6405 Redistricting - $ 56,306 $ 53,160 $ 53,160 $ - $ - $ - $ 01 0106 6411 Elections 2,915 $ - $ - $ - $ 4,800 $ 4,800 $ - $ TOTAL EXPENDITURES 124,31 $ 185,071 8 $ 217,24 $ 213,77 6 $ 174,831 6 $ 184,512 $ 9,681 $
CITY CLERK
The City Clerk records and retains the records of the City Council, Planning Commission and other City activities.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0107 Expenditures
01 0107 6231 Printing 599 $ 3,161 $ 2,000 $ 2,000 $ 2,000 $ 2,500 $ 500 $ 01 0107 6232 Advertising Note 1 $ 3,484 2,729 $ 3,500 $ 3,500 $ 3,500 $ 3,500 $ - $ 01 0107 6241 Office Supplies 13,352 $ 12,417 $ 12,000 $ 12,000 $ 12,000 $ 14,000 $ 2,000 $ 01 0107 6242 Postage 6,511 $ 6,783 $ 8,000 $ 8,000 $ 8,000 $ 7,500 $ (500) $ 01 0107 6243 Credit Card Admin Fees 20,144 $ 31,186 $ 25,000 $ 13,000 $ 13,000 $ 24,000 $ 11,000 $ 01 0107 6244 Miscellaneous Note 2 $ 12,239 15,117 $ 53,201 $ 28,201 $ 37,500 $ 37,500 $ - $ 01 0107 6246 Cafeteria Plan Costs 1,440 $ 1,310 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 0107 6257 Dues & Subscriptions Note 3 $ 15,824 14,079 $ 17,000 $ 16,500 $ 17,000 $ 17,881 $ 881 $ 01 0107 6259 Dues, League of Cal. Cities 10,682 $ 11,002 $ 12,953 $ 12,953 $ 12,953 $ 14,019 $ 1,066 $ 01 0107 6281 Emergency/Safety Management 23,466 $ 6,223 $ 9,000 $ 9,000 $ 9,000 $ 9,000 $ - $ 01 0107 6282 CARES Act of 2020 216,774 $ - $ - $ - $ - $ - $ - $ 01 0107 6282 CARES Act of 2020 - Sheriff Contract services 483,659 $ - $ - $ - $ - $ - $ - $ 01 0107 6291 Rental Property Maintenance 6,853 $ 1,093 $ 10,500 $ 10,500 $ 10,500 $ 10,500 $ - $ 01 0107 6327 Copiers at City Hall 6,239 $ 6,130 $ 7,000 $ 7,000 $ 7,000 $ 7,000 $ - $ 01 0107 6354 Audit 42,571 $ 33,375 $ 59,200 $ 59,200 $ 59,200 $ 59,200 $ - $ 01 0107 6359 Contract Svcs-Equipment Maint - $ 18,355 $ 17,629 $ - $ - $ - $ - $ 01 0107 6359 Contract Svcs-LAFCO - $ 9,299 $ 9,299 $ 9,299 $ - $ - $ - $ 01 0107 6370 Lobbyist 40,800 $ 74,421 $ 79,200 $ 79,200 $ 79,200 $ 81,600 $ 2,400 $ 01 0107 6372 Property Tax Collection Charges 4 $ 35,237 - $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ - $ 01 0107 6418 PERS Pension UAL - Fire 34,000 $ 39,783 $ 39,783 $ 39,783 $ 47,000 $ 56,889 $ 9,889 $ 01 0107 6419 OPEB Note 5 $ (114,029) - $ - $ - $ - $ - $ - $ 01 0107 6420 OPEB Retiree Medical Note 6 $ 122,211 119,383 $ 128,852 $ 128,852 $ 134,852 $ 144,782 $ 9,930 $ 01 0107 6431 Liability and Property Tax Insurance 7 $ 201,916 245,760 $ 176,916 $ 200,200 $ 230,200 $ 253,312 $ 23,112 $ 01 0107 6501 Citation Processing Fee 1,625 $ 4,365 $ 4,800 $ 4,800 $ 4,800 $ 4,800 $ - $ 01 0107 6509 Grant Purchases - $ 30,113 $ 32,914 $ 15,000 $ 15,000 $ 15,000 $ - $ 01 0107 6544 Water Assessment 5,957 $ 6,167 $ 6,167 $ 6,000 $ 6,000 $ 6,537 $ 537 $ 01 0107 6753 Prepay Pers Unfunded Liability 11,495 $ 29,697 $ 29,697 $ 29,697 $ 43,600 $ 57,314 $ 13,714 $ 01 0107 6850 Transfers Out 804,716 $ 4,635,764 $ 4,693,826 $ 4,512,311 $ 1,051,750 $ 3,950,356 $ 2,898,606 $ 01 0107 6879 ADA Compliance 20,000 $ - $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ - $ 01 0107 6993 Adopt-A-Street Program 520 $ 578 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 0107 6994 Veterans' Day Event - $ 2,533 $ 2,000 $ 2,000 $ - $ - $ - $ TOTAL EXPENDITURES 2,148,471 $ 5,240,63 $ 5,483,43 7 $ 5,251,99 7 $ 1,847,05 6 $ 4,820,19 5 $ 2,973,13 0 $ 5 particular department are charged to Nondepartmental.
Expenditures of the General Fund that benefits all departments, or are not easily assigned to a
NONDEPARTMENTAL
Note 1:
Advertising is a provisional account which is used for advertising personnel openings.
Note 2:
Note 3:
Dues and subscriptions are for those items that are not attributable to a particular department examples are: LAFCO, FCC publications, ASCAP, SANBAG, ICMA/CAL, CMA, ERC and Basin-wide Foundation.
Note 4:
Note 5:
OPEB is an amount the City pays to a third party administrator (CalPERS) to be set aside for future payment of Other Post Employment Benefits or retiree medical costs.
The 2022-2023 due is calculated every two years by an actuary.
Note 6:
Note 7:
Liability and property insurance is for the amount the City pays for coverage BUDGET the Public Agency Risk Sharing Authority of California (PARSAC) plus the cost of our self insured retention (deductible).
NONDEPARTMENTAL - NOTES
Miscellaneous expenditures are used for various unexpected costs that come up during the year.
Property tax collection expenditures cover the amount the County charges the City for processing the property tax rolls.
OPEB retiree medical is the amount the City pays each year for the medical premiums of current retirees.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0108 Expenditures
01 0108 5110 Salaries 127,075 $ 109,762 $ 109,904 $ 109,904 $ 88,291 $ 85,937 $ (2,354) $ 01 0108 5250 Insurance 13,956 $ 13,505 $ 13,015 $ 13,015 $ 11,204 $ 12,215 $ 1,011 $ 01 0108 5251 Retirement 13,723 $ 11,434 $ 11,009 $ 11,009 $ 9,935 $ 8,933 $ (1,002) $ 01 0108 5252 Workers Comp 5,260 $ 4,113 $ 3,572 $ 3,572 $ 3,070 $ 3,458 $ 388 $ 01 0108 6359 Contract & Consulting SVC 2,500 $ 1,000 $ - $ - $ - $ - $ - $ TOTAL EXPENDITURES 162,51 $ 139,81 4 $ 137,50 4 $ 137,50 0 $ 112,50 0 $ 110,54 0 $ (1,957) 3 $
SUCCESSOR AGENCY
Successor Agency Administrative cost associated with supporting this department.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 0109 Expenditures
01 0109 5110 Salaries 106,718 $ 105,737 $ 112,283 $ 112,283 $ 116,545 $ 123,539 $ 6,994 $ 01 0109 5236 Equipment Allowance 154 $ - $ - $ - $ - $ - $ - $ 01 0109 5250 Insurance 7,618 $ 7,173 $ 7,913 $ 7,913 $ 8,021 $ 8,140 $ 119 $ 01 0109 5251 Retirement 8,276 $ 7,897 $ 8,523 $ 8,523 $ 8,846 $ 9,228 $ 382 $ 01 0109 5252 Workers Comp 3,590 $ 3,973 $ 3,649 $ 3,649 $ 4,662 $ 4,942 $ 280 $ 01 0109 6221 Telephone 785 $ 560 $ 800 $ 800 $ 800 $ 800 $ - $ 01 0109 6241 Office Supplies 33 $ - $ 500 $ 500 $ 500 $ 250 $ (250) $ 01 0109 6251 Training & Meetings - $ - $ 4,000 $ 4,000 $ 8,000 $ 8,000 $ - $ 01 0109 6257 Dues & Subscriptions - $ - $ - $ - $ - $ 500 $ 500 $ 01 0109 6279 Internet Connection/TV 18,707 $ 28,997 $ 22,200 $ 22,200 $ 22,200 $ 30,088 $ 7,888 $ 01 0109 6355 Laserfiche, The Box & Malware 8,341 $ 6,945 $ 6,789 $ 6,789 $ 6,789 $ 7,363 $ 574 $ 01 0109 6355 Web Hosting, Splashtop, Adobe & Help Desk 1,315 $ 12,556 $ 14,000 $ 6,000 $ 2,800 $ 14,368 $ 11,568 $ 01 0109 6359 Rack Space 70,640 $ 59,606 $ 70,800 $ 70,800 $ 70,800 $ 74,418 $ 3,618 $ 01 0109 6518 Electronic Equipment 5,287 $ 11,437 $ 12,500 $ 12,500 $ 12,500 $ 14,900 $ 2,400 $ TOTAL EXPENDITURES 231,46 $ 244,881 4 $ 263,95 $ 255,95 7 $ 262,46 7 $ 296,53 3 $ 34,073 6 $
IT DEPARTMENT
The IT Department is responsible for providing the infrastructure for automation. It implements the governance for the use of network and operating systems, and it assists all departments by providing them the functionality they need.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 1010 Expenditures
01 1010 5109 Planning Comm. Salaries 7,650 $ 8,550 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ - $ 01 1010 5110 Salaries 270,104 $ 257,729 $ 279,161 $ 279,161 $ 308,157 $ 414,363 $ 106,206 $ 01 1010 5250 Insurance 31,278 $ 30,334 $ 33,756 $ 33,756 $ 44,834 $ 50,893 $ 6,059 $ 01 1010 5251 Retirement 23,856 $ 22,180 $ 24,339 $ 24,339 $ 24,948 $ 34,875 $ 9,927 $ 01 1010 5252 Workers Comp 9,085 $ 9,767 $ 9,073 $ 9,073 $ 12,326 $ 16,574 $ 4,248 $ 01 1010 6233 Legal Notices 4,041 $ 4,808 $ 5,500 $ 5,500 $ 5,500 $ 5,500 $ - $ 01 1010 6251 Training & Meetings 148 $ 1,667 $ 2,000 $ 2,000 $ 4,000 $ 4,000 $ - $ 01 1010 6256 Training & Meetings
Planning Commissioners - $ 7,027 $ 3,000 $ 3,000 $ 6,000 $ 6,000 $ - $ 01 1010 6257 Dues & Subscriptions - $ - $ 500 $ 500 $ 500 $ 500 $ - $ 01 1010 6359 Contract Services 481 $ 1,975 $ 2,000 $ 2,000 $ 2,000 $ 27,000 $ 25,000 $ 01 1010 6360 Special Department Supplies 3,550 $ 6,769 $ 14,500 $ 14,500 $ 4,500 $ 14,500 $ 10,000 $ 01 1010 6361 Public Arts Advisory Committee 10,211 $ 10,149 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ - $ 01 1010 6504 Mine Inspection - $ - $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ - $ 01 1010 6518 Electronic Equipment - Desktops - $ - $ - $ - $ 3,750 $ 3,750 $ 01 1010 6518 Comm. Dev. Software - Citizenserve - $ 26,158 $ 26,400 $ 26,400 $ 16,800 $ 21,600 $ 4,800 $ TOTAL EXPENDITURES 360,40 $ 387,11 4 $ 435,22 3 $ 435,22 9 $ 464,56 9 $ 634,55 5 $ 169,99 5 $ 0
COMMUNITY DEVELOPMENT
Community Development performs planning duties and oversees the building and code enforcement functions.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 1011 Expenditures
01 1011 5110 Salaries 62,306 $ 74,958 $ 77,833 $ 77,833 $ 80,425 $ 91,954 $ 11,529 $ 01 1011 5250 Insurance 4,399 $ 5,956 $ 10,463 $ 10,463 $ 10,949 $ 7,070 $ (3,879) $ 01 1011 5251 Retirement 3,764 $ 5,688 $ 5,907 $ 5,907 $ 6,104 $ 6,869 $ 765 $ 01 1011 5252 Workers Comp 2,218 $ 2,875 $ 2,530 $ 2,530 $ 3,217 $ 3,678 $ 461 $ 01 1011 5253 Paid Time Off 2,790 $ - $ - $ - $ - $ - $ - $ 01 1011 6107 Attorney Fees 10,636 $ 1,776 $ 7,500 $ 7,500 $ 7,500 $ 7,500 $ - $ 01 1011 6221 Phone 490 $ 431 $ 700 $ 700 $ 700 $ 700 $ - $ 01 1011 6241 Office supplies 973 $ 15 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 1011 6251 Training & Meetings - $ - $ 750 $ 750 $ 1,500 $ 1,500 $ - $ 01 1011 6262 Equipment Maintenance &
Operation - $ 668 $ 1,000 $ 1,000 $ 300 $ 300 $ - $
01 1011 6272 Vehicle Maintenance &
Operation 5,184 $ 2,041 $ 3,300 $ 3,300 $ 4,000 $ 4,000 $ - $ 01 1011 6332 Uniforms - $ 142 $ 500 $ 500 $ 500 $ 500 $ - $ 01 1011 6359 Contract Services 8,300 $ 13,037 $ 8,500 $ 45,840 $ 8,500 $ 9,000 $ 500 $ 01 1011 6359 Contract Services - VHR Code Enforcement - $ 13,860 $ 37,340 $ - $ 35,100 $ 35,100 $ 01 1011 6504 Mine Inspection 9,302 $ 3,267 $ - $ - $ - $ - $ - $ 01 1011 6548 Dangerous Building
Abatement 7,482 $ 6,518 $ 12,500 $ 12,500 $ 12,500 $ 12,500 $ - $ 01 1011 6549 Illegal Dump Cleanup 3,723 $ 5,164 $ 5,000 $ 5,000 $ 5,000 $ 5,500 $ 500 $ TOTAL EXPENDITURES 121,56 $ 136,39 7 $ 174,82 6 $ 174,82 3 $ 142,19 3 $ 187,171 5 $ 44,976 $ The Code Enforcement Officer responds to citizen complaints, inspects properties that appear to be unsafe or have violations and issues citations when necessary. Occasionally a property needs to be boarded up or tagged as uninhabitable.
CODE ENFORCEMENT
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 1012 Expenditures
01 1012 6362 Building & Safety
Contracts 292,963 $ 318,002 $ 216,775 $ 216,775 $ 216,775 $ 300,150 $ 83,375 $ 01 1012 6363 Engineering Contract 95,244 $ 95,289 $ 75,000 $ 75,000 $ 75,000 $ 94,000 $ 19,000 $ TOTAL EXPENDITURES 388,20 $ 413,291 7 $ 291,77 $ 291,77 5 $ 291,77 5 $ 394,15 5 $ 102,37 0 $ 5 Issuance of building permits and the related inspections along with plan checks and review of engineering plans are the main duties of this department. The building contract expenditures are based on 66.7% of the building permit fees collected by the City.
BUILDING, SAFETY AND ENGINEERING
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 1013 Expenditures
01 1013 5120 Salaries 4,852 $ 10,188 $ 11,000 $ 11,000 $ - $ 29,379 $ 29,379 $ 01 1013 5250 Insurance 1,225 $ 2,677 $ 5,633 $ 5,633 $ - $ 4,585 $ 4,585 $ 01 1013 5251 Retirement 364 $ 754 $ - $ - $ - $ 2,195 $ 2,195 $ 01 1013 5252 Workers Comp 157 $ 368 $ 375 $ 375 $ - $ 1,175 $ 1,175 $ 01 1013 6210 Utilities SCE, Gas, Water 3,369 $ 3,970 $ 3,500 $ 2,625 $ 2,756 $ 5,720 $ 2,964 $ 01 1013 6291 Maintenance 360 $ 350 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 1013 6349 Marketing 5,315 $ 25,000 $ 25,000 $ 25,000 $ - $ - $ - $ 01 1013 6371 Community Events
and Promotion Art Expo 4,119 $ 639 $ - $ - $ - $ - $ - $ 01 1013 6373 Economic Development Plan - $ 14,995 $ 15,000 $ 15,000 $ 10,000 $ 10,000 $ - $ 01 1013 6374 Economic Development $ -
Activities - $ - $ - $ - $ - $ 100,000 $ 100,000 $
TOTAL EXPENDITURES 19,761 $ 58,941 $ 61,508 $ 60,633 $ 13,756 $ 154,05 $ 140,29 4 $ 8
ECONOMIC DEVELOPMENT
Economic Development focuses on attracting tourists and businesses to the City. This involves joint operation of the visitors' center with the Chamber of Commerce, community events and print as well as internet advertising.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 2021 Expenditures
01 2021 6252 Overtime 45,573 $ 24,832 $ 62,681 $ 62,681 $ 65,815 $ 65,815 $ - $ 01 2021 6255 Cal-ID program 34,170 $ 34,525 $ 34,524 $ 34,148 $ 36,538 $ 35,362 $ (1,176) $ 01 2021 6272 Vehicle Maint & Operation 93,976 $ 34,489 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 01 2021 6359 Contract services - Sheriff 4,201,324 $ 1,463,047 $ 1,436,873 $ 1,735,585 $ 4,684,775 $ 3,816,496 $ (868,279) $ 01 2021 6359 CARES Act of 2020/ARPA Reimbursements (483,659) $ 2,560,313 $ 3,012,246 $ 2,713,534 $ - $ 710,956 $ 710,956 $ 01 2021 6360 Special department supplies 1,305 $ 3,167 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 2021 6378 COPS/SLESA grants 140,632 $ 92,705 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ - $ TOTAL EXPENDITURES 4,033,321 $ 4,213,07 $ 4,773,32 8 $ 4,772,94 4 $ 5,014,12 8 $ 4,855,62 8 $ (158,499) 9 $ The City contracts with the San Bernardino County Sheriff for police protection. The contract includes patrol, investigation, school resource officer and all other police duties.
LAW ENFORCEMENT
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 2022 Expenditures
01 2022 5110 Salaries 214,736 $ 229,938 $ 259,854 $ 259,854 $ 265,072 $ 276,772 $ 11,700 $ 01 2022 5235 Vehicle/Cell Allowance - $ 388 $ 420 $ 420 $ 420 $ 420 $ - $ 01 2022 5250 Insurance 30,868 $ 42,789 $ 47,291 $ 47,291 $ 49,339 $ 60,476 $ 11,137 $ 01 2022 5251 Retirement 19,565 $ 19,814 $ 22,013 $ 22,013 $ 22,439 $ 23,293 $ 854 $ 01 2022 5252 Workers Comp 7,419 $ 8,757 $ 8,445 $ 8,445 $ 10,603 $ 11,071 $ 468 $ 01 2022 5253 PTO 8,871 $ 9,288 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ - $ 01 2022 5254 Unemployment Insurance 500 $ - $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ - $ 01 2022 6210 Electricity 8,093 $ 3,512 $ 12,000 $ 12,000 $ 12,480 $ 11,480 $ (1,000) $ 01 2022 6211 Natural and Propane Gas 4,613 $ 5,041 $ 5,437 $ 4,000 $ 4,000 $ 5,500 $ 1,500 $ 01 2022 6212 Water 2,557 $ 4,591 $ 5,365 $ 4,200 $ 4,410 $ 5,902 $ 1,492 $ 01 2022 6221 Telephone 1,921 $ 1,762 $ 1,576 $ 1,576 $ 1,576 $ 2,036 $ 460 $ 01 2022 6231 Printing 637 $ 1,425 $ 1,000 $ 1,000 $ 1,000 $ 1,600 $ 600 $ 01 2022 6232 Advertising 1,449 $ 1,834 $ 2,500 $ 1,600 $ 1,600 $ 2,500 $ 900 $ 01 2022 6241 Office Supplies 1,661 $ 1,109 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 2022 6251 Training & Meetings 79 $ 5,021 $ 3,750 $ 3,750 $ 2,500 $ 3,000 $ 500 $ 01 2022 6272 Vehicle Operation & Maint. 6,991 $ 11,562 $ 12,000 $ 12,000 $ 8,000 $ 12,000 $ 4,000 $ 01 2022 6290 Grounds Operation & Maint. 2,830 $ 3,339 $ 3,500 $ 3,500 $ 3,500 $ - $ (3,500) $ 01 2022 6291 Building Operation & Maint. 8,917 $ 7,438 $ 8,500 $ 8,500 $ 8,500 $ 11,300 $ 2,800 $ 01 2022 6312 Small Equipment & Tools 3,117 $ 2,982 $ 3,250 $ 3,250 $ 3,250 $ 3,250 $ - $ 01 2022 6332 Uniforms 2,107 $ 2,041 $ 3,250 $ 3,250 $ 2,250 $ 3,250 $ 1,000 $ 01 2022 6359 Contract Services 1,618 $ 1,806 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 2022 6360 Special Dept. Supplies 2,664 $ 1,330 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ - $ 01 2022 6422 Veterinary Services 20,433 $ 17,980 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ - $ 01 2022 6423 License Tags 4,196 $ 1,980 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ - $ 01 2022 6424 Animal Disposal 2,681 $ 4,487 $ 5,000 $ 5,000 $ 5,000 $ 7,000 $ 2,000 $ 01 2022 6425 Leashes, Collars etc. 1,759 $ 1,846 $ 1,800 $ 1,800 $ 1,800 $ 1,800 $ - $ 01 2022 6426 Animal Food & Cat Litter 404 $ 11,155 $ 12,000 $ 12,000 $ 12,000 $ 14,000 $ 2,000 $ 01 2022 6360 Electronic Equipment - Tablets - $ - $ - $ - $ 2,610 $ 2,610 $ 01 2022 6518 Software - Sheltermanager - $ - $ - $ - $ - $ 750 $ 750 $ TOTAL EXPENDITURES 360,68 $ 403,21 6 $ 476,951 5 $ 473,44 $ 477,73 9 $ 518,01 9 $ 40,271 0 $
ANIMAL CONTROL
The department investigates animal complaints, issues licenses and operates the animal shelter. An Animal Control Officer is available 24 hours a day subject to call-out.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3031 Expenditures
01 3031 5110 Salaries 76,659 $ 87,822 $ 94,599 $ 94,599 $ 98,189 $ 103,661 $ 5,472 $ 01 3031 5235 Vehicle/Cell Allowance - $ - $ - $ - $ - $ 1,200 $ 1,200 $ 01 3031 5250 Insurance 10,282 $ 10,040 $ 10,658 $ 10,658 $ 10,756 $ 11,041 $ 285 $ 01 3031 5251 Retirement 8,824 $ 10,675 $ 11,541 $ 11,541 $ 11,979 $ 12,657 $ 678 $ 01 3031 5252 Workers Comp 2,714 $ 3,789 $ 3,074 $ 3,074 $ 3,928 $ 4,146 $ 218 $ 01 3031 5253 PTO - $ 9,096 $ 10,000 $ 5,500 $ 5,500 $ 5,500 $ - $ 01 3031 6210 Electricity 2,209 $ 1,792 $ 6,500 $ 6,500 $ 6,760 $ 6,000 $ (760) $ 01 3031 6211 Natural Gas - $ - $ 320 $ 320 $ 320 $ 320 $ - $ 01 3031 6212 Water 486 $ 416 $ 1,050 $ 1,050 $ 1,103 $ 1,155 53 $ 01 3031 6221 Telephone 3,960 $ 2,979 $ 6,200 $ 6,200 $ 6,200 $ 6,200 $ - $ 01 3031 6241 Office Supplies 3,574 $ 3,044 $ 4,500 $ 4,500 $ 4,500 $ 4,500 $ - $ 01 3031 6251 Training & Meetings - $ 26 $ 3,000 $ 3,000 $ 6,000 $ 6,000 $ - $ 01 3031 6257 Dues & Subscriptions - $ 900 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3031 6272 Vehicle Operation & Maint. 82 $ - $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 3031 6291 Building Operation & Maint. 8,579 $ 5,971 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ - $ 01 3031 6293 Building Operation &
Maintenance - Preschool 918 $ 851 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3031 6294 Building Operation &
Maintenance - Theatre 29 63 $ 48 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3031 6327 Rent/Lease Equipment 2,214 $ 2,092 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ - $ 01 3031 6359 Contract Consulting/Booking 7,156 $ 6,668 $ 7,200 $ 6,700 $ 6,700 $ 7,200 $ 500 $ 01 3031 6760 Contributions to Non-profits - $ 10,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ TOTAL EXPENDITURES 127,72 $ 156,20 0 $ 231,642 9 $ 226,642 $ 234,93 $ 242,58 5 $ 7,646 0 $
COMMUNITY SERVICES ADMINISTRATION
Provides administrative oversight of recreation, swimming pool, etc., schedules building use and rental, coordinates events, coordinates CDBG and other capital improvement grants for the parks.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3032 Expenditures
01 3032 5110 Salaries-Full Time 99,266 $ 162,147 $ 184,655 $ 184,655 $ 191,614 $ 223,419 $ 31,805 $ 01 3032 5120 Salaries-Part Time and
Summer youth programs 34,088 $ 33,703 $ 49,406 $ 49,406 $ 52,263 $ 35,836 $ (16,427) $ 01 3032 5235 Vehicle/Cell Allowance - $ 388 $ 420 $ 420 $ 420 $ 420 $ - $ 01 3032 5250 Insurance 20,592 $ 28,814 $ 45,937 $ 45,937 $ 49,576 $ 46,539 $ (3,037) $ 01 3032 5251 Retirement 7,638 $ 11,949 $ 14,012 $ 14,012 $ 14,544 $ 16,689 $ 2,145 $ 01 3032 5252 Workers Comp 4,350 $ 7,344 $ 7,607 $ 7,607 $ 9,755 $ 10,371 $ 616 $ 01 3032 5253 PTO - $ - $ 2,900 $ 2,900 $ 2,900 $ 2,900 $ - $ 01 3032 5254 Unemployment Insurance 379 $ - $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 3032 6210 Electricity 3,444 $ 3,128 $ 6,500 $ 6,500 $ 6,760 $ 6,760 $ - $ 01 3032 6232 Advertising - $ - $ 500 $ 500 $ 500 $ 500 $ - $ 01 3032 6241 Office Supplies 1,367 $ 1,016 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 3032 6251 Training & Meetings 841 $ 753 $ 3,000 $ 3,000 $ 6,000 $ 6,000 $ - $ 01 3032 6253 Awards & Trophies 172 $ 11,010 $ 14,000 $ 14,000 $ 14,000 $ 14,000 $ - $ 01 3032 6257 Dues & Subscriptions 315 $ - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3032 6262 Equipment Operation & Maint. 235 $ 878 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 3032 6272 Vehicle Operation & Maint. 2,523 $ 5,438 $ 3,100 $ 3,000 $ 3,000 $ 3,000 $ - $ 01 3032 6290 Grounds Operation & Maint. 8,220 $ 20,545 $ 25,446 $ 10,000 $ 10,000 $ 22,000 $ 12,000 $ 01 3032 6291 Building Operation & Maint. 1,897 $ 2,571 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ - $ 01 3032 6292 Minor Building Improv. 742 $ 1,761 $ 5,000 $ 5,000 $ 2,000 $ 2,000 $ - $ 01 3032 6312 Small Tools 92 $ 283 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3032 6332 Uniforms 1,138 $ 21,893 $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ - $ 01 3032 6359 Referees & Umpires 266 $ 7,373 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ - $ 01 3032 6360 Special Dept. Supplies 6,526 $ 4,669 $ 7,000 $ 7,000 $ 11,000 $ 11,000 $ - $ 01 3032 6369 Instructors Fees - $ 10,944 $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ - $ TOTAL EXPENDITURES 194,091 $ 336,60 $ 447,98 7 $ 432,43 3 $ 452,832 7 $ 479,93 $ 27,102 4 $ Coordinates and oversees youth & adult sports leagues, instructional classes, maintenance of ball fields, summer day camp and other activities.
RECREATION DEPARTMENT
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3033 Expenditures
01 3033 5120 Salaries-Temporary
Lifeguards 21,410 $ 27,159 $ 32,000 $ 32,000 $ 34,000 $ 19,000 $ (15,000) $ 01 3033 5250 Insurance 310 $ 366 $ 464 $ 464 $ 493 $ 276 $ (217) $ 01 3033 5252 Workers Comp 700 $ 1,010 $ 1,040 $ 1,040 $ 1,360 $ 760 $ (600) $ 01 3033 5254 Unemployment Insurance - $ - $ 1,300 $ 1,300 $ 1,300 $ 1,300 $ - $ 01 3033 6210 Electricity 7,546 $ 2,851 $ 10,506 $ 10,506 $ 10,927 $ 10,927 $ - $ 01 3033 6211 Natural Gas 4,885 $ 168 $ 7,253 $ 7,253 $ 7,253 $ 6,000 $ (1,253) $ 01 3033 6212 Water 1,750 $ 1,395 $ 2,625 $ 2,625 $ 2,756 $ 2,888 $ 131 $ 01 3033 6221 Telephone 691 $ 530 $ 600 $ 600 $ 600 $ 600 $ - $ 01 3033 6251 Training & Meetings 1,547 $ - $ 1,000 $ 1,000 $ 2,000 $ 500 $ (1,500) $ 01 3033 6262 Equipment operation & Maint. 1,531 $ - $ 1,500 $ 1,500 $ 1,500 $ 1,500 $ - $ 01 3033 6290 Grounds Maintenance 910 $ - $ 700 $ 700 $ 700 $ 700 $ - $ 01 3033 6291 Building & Pool Maint. 10,624 $ 4,430 $ 18,000 $ 18,000 $ 18,000 $ 9,000 $ (9,000) $ 01 3033 6292 Minor Building Improvements 193 $ 21 $ 2,000 $ 2,000 $ 2,000 $ 1,000 $ (1,000) $ 01 3033 6332 Uniforms 137 $ - $ 500 $ 500 $ 500 $ 700 $ 200 $ 01 3033 6360 Special Dept. Supplies 1,130 $ 19 $ 1,500 $ 1,500 $ 1,500 $ 7,500 $ 6,000 $ TOTAL EXPENDITURES 53,364 $ 37,949 $ 80,988 $ 80,988 $ 84,889 $ 62,651 $ (22,239) $
LUCKIE PARK SWIMMING POOL
Operates swimming pool from May Through September and provides lifeguards. The pool is used by the High School swim team from February to May.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3034 Expenditures
01 3034 6210 Electricity 12,686 $ 8,978 $ 12,245 $ 12,245 $ 12,734 $ 13,447 $ 713 $ 01 3034 6211 Natural Gas 1,750 $ 1,819 $ 1,820 $ 1,900 $ 1,900 $ 1,929 $ 29 $ 01 3034 6212 Water 4,339 $ 4,292 $ 4,513 $ 4,200 $ 4,410 $ 4,964 $ 554 $ 01 3034 6221 Telephone 2,439 $ 2,013 $ 2,100 $ 2,100 $ 2,100 $ 2,585 $ 485 $ 01 3034 6291 Building Operation & Maint. 2,692 $ 3,434 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ - $ 01 3034 6292 Minor Building Improvements 641 $ 25 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 3034 6359 Maintenance Contract 250 $ 9,975 $ 12,500 $ 12,500 $ 24,000 $ 18,000 $ (6,000) $ TOTAL EXPENDITURES 24,797 $ 30,536 $ 39,177 $ 38,945 $ 51,144 $ 46,926 $ (4,219) $
SENIOR CENTER
Oversee lease agreement between City and County and Reach Out Morongo Basin, a local not-for-profit organization. Staff assists in maintenance and general repair of the building.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3035 Expenditures
01 3035 5110 Salaries 52,023 $ 67,536 $ 67,015 $ 67,015 $ 69,559 $ 48,384 $ (21,175) $ 01 3035 5250 Insurance 5,514 $ 6,201 $ 6,273 $ 6,273 $ 6,621 $ 11,799 $ 5,178 $ 01 3035 5251 Retirement 4,012 $ 4,784 $ 5,086 $ 5,086 $ 5,279 $ 3,614 $ (1,665) $ 01 3035 5252 Workers Comp 1,795 $ 2,501 $ 2,178 $ 2,178 $ 2,783 $ 1,936 $ (847) $ 01 3035 6232 Advertising - $ - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3035 6241 Office Supplies 18 $ - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3035 6251 Meeting & Travel - $ - $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 3035 6253 Awards/Trophies - $ - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3035 6257 Dues & Subscriptions 192 $ 1,630 $ 2,700 $ 2,700 $ 2,700 $ 2,700 $ - $ 01 3035 6291 Building Repair & Maint. - $ 130 $ - $ - $ - $ - $ - $ 01 3035 6332 Uniforms - $ - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3035 6371 Misc. Community Events 13,076 $ 27,546 $ 38,437 $ 38,437 $ 18,000 $ 33,000 $ 15,000 $ 01 3035 6381 Fireworks, July 4 - $ - $ - $ - $ 45,000 $ 5,000 $ (40,000) $ 01 3035 6382 Rotary Carnival 1,988 $ 6,285 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ - $ 01 3035 6383 Youth Boys/Girls Basketball Tournament - $ 10,121 $ 15,000 $ 15,000 $ 15,000 $ 15,000 $ - $ 01 3035 6384 Park 2 Park Bike Ride-JT 55 1,104 $ 10,245 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ - $ 01 3035 6385 Desert Oasis Car Show - $ 12 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ - $ 01 3035 6386 Pioneer Days 242 $ 15,386 $ 16,000 $ 5,000 $ 5,000 $ 16,000 $ 11,000 $ 01 3035 6387 Movies in the Park 51 $ 2,790 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ - $ 01 3035 6388 Census Complete Count 700 $ - $ - $ - $ - $ - $ - $ TOTAL EXPENDITURES 80,715 $ 155,16 $ 177,68 7 $ 166,68 9 $ 194,942 9 $ 162,43 $ (32,509) 3 $ Plans and oversees City sponsored Community Events for the public from conception to clean up.
COMMUNITY EVENTS
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3036 Expenditures
01 3036 6210 Electricity 2,209 $ 1,792 $ 5,253 $ 5,253 $ 5,463 $ 5,463 $ - $ 01 3036 6211 Natural Gas 581 $ 685 $ 630 $ 630 $ 630 $ 1,129 $ 499 $ 01 3036 6212 Water 922 $ 717 $ 998 $ 998 $ 1,047 $ 1,097 $ 50 $ 01 3036 6221 Telephone 629 $ 1,057 $ 1,027 $ 450 $ 450 $ 1,288 $ 838 $ 01 3036 6291 Building Repair & Maint. 1,958 $ 2,274 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ - $ TOTAL EXPENDITURES 6,299 $ 6,525 $ 10,908 $ 10,331 $ 10,591 $ 11,977 $ 1,387 $
PATRIOTIC HALL
Facility is rented to the public for events. Staff is responsible for scheduling of building and maintenance.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3037 Expenditures
01 3037 6210 Electricity 1,591 $ 1,637 $ 6,000 $ 6,000 $ 6,240 $ 6,240 $ - $ 01 3037 6211 Natural Gas 550 $ 355 $ 565 $ 565 $ 565 $ 565 $ - $ 01 3037 6212 Water 763 $ 695 $ 794 $ 551 $ 579 $ 873 $ 294 $ 01 3037 6221 Telephone - $ - $ - $ - $ - $ - $ - $
01 3037 6291 Building Repair & Maint. 3,178 $ 1,522 $ 6,000 $ 6,000 $ 6,000 $ 6,000 $ - $ 01 3037 6292 Minor Building Improvements 919 $ - $ 1,700 $ 1,700 $ 1,700 $ 1,700 $ - $ TOTAL EXPENDITURES 7,001 $ 4,209 $ 15,059 $ 14,816 $ 15,084 $ 15,378 $ 294 $
LUCKIE PARK ACTIVITY CENTER
Classes are held on an ongoing basis (dance, yoga, Zumba etc.) Facility is rented to the public for events. Staff is responsible for scheduling of building and maintenance.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 3038 Expenditures
01 3038 5110 Salaries 2,527 $ 17,230 $ 17,230 $ 51,730 $ 43,403 $ (8,327) $ 01 3038 5120 Salaries-Part Time - $ 13,500 $ 13,500 $ 19,434 $ - $ (19,434) $ 01 3038 5250 Insurance 419 $ 4,705 $ 4,705 $ 12,430 $ 10,384 $ (2,046) $ 01 3038 5251 Retirement 194 $ 1,309 $ 1,309 $ 3,926 $ 3,242 $ (684) $ 01 3038 5252 Workers Comp 82 $ 999 $ 999 $ 2,847 $ 1,736 $ (1,111) $ 01 3038 6210 Electricity 401 $ 5,250 $ 5,250 $ 21,000 $ 15,000 $ (6,000) $ 01 3038 6211 Natural Gas 1,914 $ 2,400 $ 2,400 $ 9,600 $ 7,200 $ (2,400) $ 01 3038 6212 Water 5,988 $ 11,976 $ 1,250 $ 5,000 $ 10,230 $ 5,230 $ 01 3038 6221 Telephone - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 3038 6241 Office Supplies - $ 500 $ 500 $ 500 $ 500 $ - $ 01 3038 6260 Vandalism - $ - $ - $ 1,000 $ 1,000 $
01 3038 6279 Internet Connection 434 $ 4,800 $ 4,800 $ 9,600 $ 5,400 $ (4,200) $ 01 3038 6290 Ground Maintenance 2,067 $ 2,500 $ 2,500 $ 5,000 $ 5,000 $ - $ 01 3038 6291 Building Repair &
Maintenance 4,060 $ 2,500 $ 2,500 $ 5,000 $ 4,000 $ (1,000) $ 01 30 38 6359Contract & Consulting 107 $ - $ - $ - $ 1,272 $ 1,272 $ 01 3038 6360 Special Department Supplies 1,292 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ - $ TOTAL EXPENDITURES - $ 19,485 $ 70,669 $ 59,943 $ 149,067 $ 111,367 $ (37,700) $ Classes are held on an ongoing basis (dance, yoga, Zumba etc.). Facility is rented to the public for events. Staff is responsible for scheduling of building and maintenance.
PROJECT PHOENIX COMMUNITY CENTER
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 4041 & 42 Expenditures
01 4041 5110 Salaries - $ - $ - $ - $ 83,620 $ 72,233 $ (11,387) $ 01 4042 5110 Salaries SS 60,231 $ 56,031 $ 58,860 $ 58,860 $ 60,235 $ 66,639 $ 6,404 $ 01 4041 5250 Insurance - $ - $ - $ - $ 14,418 $ 11,687 $ (2,731) $ 01 4042 5250 Insurance SS 10,138 $ 9,191 $ 10,026 $ 10,026 $ 10,092 $ 10,233 $ 141 $ 01 4041 5251 Retirement - $ - $ - $ - $ 8,369 $ 7,152 $ (1,217) $ 01 4042 5251 Retirement SS 6,020 $ 5,724 $ 6,055 $ 6,055 $ 6,180 $ 6,723 $ 543 $ 01 4041 5252 Workers Comp - $ - $ - $ - $ 3,344 $ 2,889 $ (455) $ 01 4042 5252 Workers Comp SS 2,165 $ 2,253 $ 1,913 $ 1,913 $ 2,410 $ 2,665 $ 255 $ 01 4042 5253 Paid Time Off 1,048 $ - $ - $ - $ - $ - $ - $ 01 4041 6210 Electricity 2,230 $ 1,714 $ 4,468 $ 4,468 $ 4,647 $ 4,647 $ - $ 01 4041 6211 Natural Gas 652 $ 230 $ 700 $ 700 $ 725 $ 725 $ - $ 01 4041 6212 Water 253 $ 307 $ 525 $ 525 $ 551 $ 578 $ 26 $ 01 4041 6221 Telephone 655 $ 572 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 4041 6241 Office Supplies 167 $ - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ - $ 01 4041 6251 Training & Meeting - $ - $ 1,500 $ 1,500 $ 3,000 $ 3,000 $ - $ 01 4041 6262 Equipment Repair Maint/Fuel 1,335 $ - $ - $ - $ - $ - $ - $ 01 4042 6262 Equipment Repair Maint/Fuel SS 14,889 $ 15,095 $ 20,000 $ 20,000 $ 20,000 $ 15,000 $ (5,000) $ 01 4041 6291 Building Repair & Maint. 864 $ 525 $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ - $ 01 4042 6332 Uniforms - $ - $ 750 $ 750 $ 750 $ 750 $ - $ 01 4041 6518 Electronic Equipment - $ - $ - $ - $ 3,750 $ 3,750 $ 01 4041 6769 Generator Maint City Wide 65 $ - $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ - $ 01 4042 6850 Transfer to Capital Project Equipment 25,509 $ - $ 30,000 $ 30,000 $ 30,000 $ 20,000 $ (10,000) $ 01 4041 6885 National Park Drive Median 17,848 $ 14,750 $ 19,000 $ 19,000 $ 19,000 $ 19,000 $ - $ 01 4041 6950 Palm Tree Maintenance - $ - $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ - $ 01 4041 6992 Banners/Downtown lights 6,500 $ - $ - $ - $ - $ - $ - $ TOTAL EXPENDITURES 150,56 $ 106,392 9 $ 175,29 $ 175,29 7 $ 288,841 7 $ 269,17 $ (19,671) 0 $
PUBLIC WORKS/STREET SWEEPING
Public works administrative costs associated with the General Fund (Building and grounds) and city wide street sweeping services.
2020-2021 2021-2022 2021-2022 2021-2022 2022-2023 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH PROJECTED REVISED ADOPTED PROPOSED CODE DETAIL ACTUAL MAY 2022 BUDGET BUDGET BUDGET BUDGET ADJUSTMENTS 01 4045 Expenditures
01 4045 5110 Salaries 230,205 $ 197,758 $ 234,736 $ 234,736 $ 238,879 $ 244,420 $ 5,541 $ 01 4045 5235 Vehicle/Cell Allowance - $ 388 $ 1,200 $ 1,200 $ 1,200 $ 1,200 $ - $ 01 4045 5250 Insurance 38,458 $ 34,947 $ 47,451 $ 47,451 $ 50,245 $ 51,430 $ 1,185 $ 01 4045 5251 Retirement 24,404 $ 19,687 $ 24,525 $ 24,525 $ 24,874 $ 22,139 $ (2,735) $ 01 4045 5252 Workers Comp 7,847 $ 7,766 $ 7,629 $ 7,629 $ 9,556 $ 9,777 $ 221 $ 01 4045 5253 PTO 823 $ 4,629 $ 5,000 $ 2,000 $ 2,000 $ 2,000 $ - $ 01 4045 6210 Electricity 38,081 $ 33,103 $ 55,000 $ 55,000 $ 57,200 $ 57,200 $ - $ 01 4045 6211 Natural Gas 1,742 $ 2,056 $ 1,997 $ 1,997 $ 1,997 $ 2,117 $ 120 $ 01 4045 6212 Water 9,340 $ 4,582 $ 7,875 $ 7,875 $ 8,269 $ 8,663 $ 394 $ 01 4045 6221 Telephone 265 $ 168 $ 500 $ 500 $ 500 $ 500 $ - $ 01 4045 6251 Training & Meetings 591 $ - $ 2,000 $ 2,000 $ 4,000 $ 4,000 $ - $ 01 4045 6260 Vandalism 703 $ 2,823 $ 1,500 $ 1,500 $ 1,500 $ 5,000 $ 3,500 $ 01 4045 6262 Equipment Operation & Maint. 6,558 $ 16,051 $ 15,000 $ 10,000 $ 10,000 $ 15,000 $ 5,000 $ 01 4045 6272 Vehicle Operation & Maint. 8,178 $ 6,397 $ 6,000 $ 6,000 $ 6,000 $ 9,000 $ 3,000 $ 01 4045 6290 Grounds Operation & Maint. 59,873 $ 36,711 $ 58,000 $ 58,000 $ 58,000 $ 80,500 $ 22,500 $ 01 4045 6291 Building Operation & Maint. 5,245 $ 1,350 $ 8,500 $ 8,500 $ 8,500 $ 8,500 $ - $ 01 4045 6295 Well Repair - $ 147 $ - $ - $ - $ - $ - $
01 4045 6312 Small Equip. & Tools 2,746 $ 2,640 $ 2,500 $ 2,500 $ 2,500 $ 4,000 $ 1,500 $ 01 4045 6332 Uniforms 3,512 $ 2,607 $ 3,500 $ 3,500 $ 3,500 $ 3,500 $ - $ 01 4045 6359 Contract Services - Clean Up - $ 9,100 $ - $ - $ - $ - $ - $ 01 4045 6518 Electronic Equipment - $ - $ - $ - $ 3,750 $ 3,750 $ 01 4045 6663 Drinking Fountains, Bar-B-Q
Grills & Picnic Benches 7,642 $ 136 $ 19,000 $ 19,000 $ 9,000 $ 22,000 $ 13,000 $ 01 4045 6879 ADA Compliance 25,000 $ - $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ TOTAL EXPENDITURES 471,21 $ 383,04 3 $ 526,91 6 $ 518,91 3 $ 522,71 3 $ 579,69 9 $ 56,976 5 $
PUBLIC WORKS PARKS MAINTENANCE
Maintains the grounds at the City's five parks: Luckie Park, Veterans Park at City Hall, Knott's Sky Park, the Senior Center and the pocket park at the Historic Plaza.
CITY OF TWENTYNINE PALMS
CITY COUNCIL
RESOLUTION NO. 22-____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF TWENTYNINE
PALMS, CALIFORNIA, ADOPTING THE APPROVED/REVISED CITY BUDGET FOR FISCAL YEAR 2022-2023
WHEREAS, the City Manager has prepared an Approved/Revised Budget for the City of Twentynine Palms for Fiscal Year 2022-2023; and
WHEREAS, copies of the Approved/Revised Budget for Fiscal Year 2022-2023 of the City have been made available on the City website and at City Hall for public inspection; and WHEREAS, the City Council has reviewed the Approved/Revised City Budget for Fiscal Year 2022-2023 which includes a 6.9% cost-of-living adjustment for “Classic” and “PEPRA” City employees, excluding the City Manager; and
WHEREAS, the City Council has deliberated, discussed, debated and made changes to the Approved/Revised Budget for the City of Twentynine Palms for Fiscal Year 2022-2023.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF TWENTYNINE PALMS, CALIFORNIA RESOLVES AS FOLLOWS:
Section 1. Adoption. The City Council of the City of Twentynine Palms hereby adopts and approves the Approved/Revised Budget for Fiscal Year 2022-2023 attached as Exhibit “A” and incorporates it by reference to this Resolution for the period of July 1, 2022 to June 30, 2023.
Section 2. Cost-of-Living Adjustment. The City Council does hereby approve a 6.9% cost-of-living adjustment for the respective employees and 5.0% for the City Manager.
Section 3. Salary Schedules. The City Council does hereby approve the salary schedules for Fiscal Year 2022-2023.
Section 4. Effective Date. This Resolution shall be effective July 1, 2022.
PASSED, APPROVED, AND ADOPTED on the 14th day of June, 2022. ____________________________
Karmolette O’Gilvie, Mayor
ATTEST:
________________________________
Cindy Villescas, City Clerk
I hereby certify that the foregoing Resolution No. 22-___ was duly adopted by the City Council of the City of Twentynine Palms at a regular meeting thereof, held on the 14th day of June 2022, by the following vote of the Council:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ABSTAIN: Councilmembers:
________________________________
Cindy Villescas, City Clerk
Revised Revised
Projected Budget Budget Projected Proposed Proposed Projected Fund Fund Bal. Revenue Expenditures Fund Bal. Revenue Expenditures Fund Bal. # Fund Name June 30, 2021 2021-2022 2021-2022 June 30, 2022 2022-2023 2022-2023 June 30, 20231 General Fund 9,953,060 $ 13,809,104 $ 14,923,327 $ 8,838,837 $ 14,815,082 $ 15,431,882 $ 8,222,037 $ 10 General Capital Projects Fund 2,198,696 7,723,469 5,161,651 4,760,514 4,304,088 8,600,740 463,862 11 Comm. Dev. Block Grant Fund (9,325) 190,054 190,054 (9,325) 377,310 377,310 (9,325) 12 Curb, Gutter & Sidewalk Fund 673,865 90,000 259,600 504,265 80,000 196,507 387,758 14 Fire Facilities Impact Fee Fund 21,925 - 21,925 - - - - 20 Traffic Safety Fund (13,201) 17,000 17,000 (13,201) 32,000 17,000 1,799 21 Road Maint (RMRA) SB1 60,143 562,055 562,055 60,143 663,593 663,593 60,143 22 Gas Tax Fund 232,364 712,317 677,331 267,350 833,889 833,889 267,350 23 Traffic Congestion Relief 5,897 - - 5,897 - 5,905 (8) 26 Major Local Highway Program (44,898) 6,164,458 6,164,458 (44,898) 5,819,244 5,819,244 (44,898) 27 Measure I Fund 1,104,437 555,959 800,990 859,406 575,185 1,211,681 222,910 32 Article 8 387,457 - 159,955 227,502 - 156,699 70,803 35 Risk Management 87,440 20,000 10,000 97,440 20,000 10,000 107,440 41 Lighting & Landscaping Desert Vista 100,487 12,832 23,400 89,919 12,832 23,645 79,106 42 Public Access TV 114,272 24,000 26,561 111,711 24,000 37,081 98,630 43 Lighting & Landscaping Historic Plaza 1,073 8,070 8,070 1,073 9,038 9,038 1,073 51 Tourism Business Improvement District (1) 269,900 378,824 269,421 379,303 302,991 388,805 293,489 61 State Specified Grant (2,281,299) 4,232,251 1,950,952 - - - - 62 ARPA: Coronavirus Local Fiscal Recovery - 3,118,608 3,118,608 - 3,118,608 3,118,608 - 65 Landfill/Land Use Fund 184,458 49,800 105,336 128,922 92,362 151,024 70,260 74 Successor Non-Housing 658,798 975,290 975,290 658,798 963,899 963,899 658,798 76 Project Phoenix Non-Housing 3,629,119 - 3,415,119 214,000 - 214,000 - 77 Project Phoenix Housing (2) - 865,386 72,386 793,000 - - 793,000 80 Enterprise Sewer Fund (3) 790,046 729,454 622,792 896,708 6,967,868 7,439,973 424,603 TOTAL 19,038,432 $ 39,325,213 $ 39,536,281 $ 18,827,364 $ 39,011,989 $ 45,670,523 $ 12,168,830 $ (1) This fund's fiscal year runs from Oct. 1 to Sept. 30(3) This fund balance is expected to increase by $439K with the sale of the Hotel property at Project Phoenix, approved by Council on January 25, 2022.(3) The fund balance includes the Investment in Capital Assets Fund Balance Estimates
Fiscal Year 2021 - 2022 & 2022 - 2023
1
CITY OF TWENTYNINE PALMS
Council Proposed Budget Revisions FY 2022-23:
General Fund
2 PROPOSED BUDGET
REVISIONS
Schedule:May 24th Preliminary General Fund Budget Revisions June 14th Proposed Budget Revisions for the General Fund, Special Revenue Funds and Other Funds, and Project Phoenix Funds.
PROPOSED BUDGET REVISIONS –
STRATEGIC PRIORITIES
• Vacation Rentals• Off Road Enforcement• More Bike Paths• Updating Infrastructures and facilities• Luckie Park Pool• Staff Training• Tear Down dilapidated structures• Healthcare District collaboration• Veteran Resources• Housing• Improvements at Veterans Park• Wastewater• Technology 3
PROPOSED BUDGET REVISIONS
22/23 Adopted
Budget
22/23 Revised
Budget
Adjustments
Revenues (1) $12,469,583 $15,659,082 $3,189,499
Expenditures (2) $11,840,919 $15,428,609 $3,587,690
SURPLUS $628,664 $230,473 $(398,191)
4 (1) Includes Transfers In ($3.25M) and reserves ($844K) to be used in 22/23 budget(2) Includes Transfers Out ($3.95M)
TOP SIX REVENUES
Top Six Revenues 22/23 Adopted
Budget
22/23 Revised
Budget
Adjustments
Property Tax $2,346,122 $2,346,122 $0Property Tax in lieu of VLF $3,491,470 $3,549,944 $58,474 Sales Tax $1,392,984 $1,536,751 $143,767Transient Occupancy Tax (TOT) $1,400,000 $1,653,114* $253,114Franchise Fees $685,000 $866,320 181,320Building & Road Permits $325,000 $450,000 $125,000
5 *Staff is anticipating $2M in TOT revenue for FY 21/22
WHERE DOES THE REVENUE COME
FROM?*
23%
31% 14%
14%
7%
4%
1%
6%
Property TaxProperty Tax in lieu of VLFSales TaxTransient Occupancy Tax (TOT)Franchise FeesPlanning & Building Permits
Park
& Rec Fees
Other
6 *Excludes reserves and transfers in
PROPOSED BUDGET REVISIONS
ARPA Expenditures
7 Government Services FY 21/22 FY 22/23
COVID
‐19 Supplies $2,189 $0
Sheriff’s Contract $3,012,246 $710,956Amboy Bike Path $104,173 $0 Luckie Park Pool Construction $0 $2,407,652
Total $3,118,608 $3,118,608
PROPOSED BUDGET REVISIONS
Reserve uses in FY 22/23 budget from FY 21/22 Surplus
8 Description AmountAnimal Shelter Building Improvements $700,000Luckie Park Pool Upgrade $84,000 COPS/SLESA Expenditures* $60,000
Total $844,000
*These are reserves from COPS/SLESA funding received in prior years, not from City’s operating reserves.
DEPARTMENTAL EXPENDITURES
General Fund Exp. 22/23 Adopted
Budget
22/23 Revised
Budget
+/‐ %
City Council $71,535 $73,277 2%Administration* $1,513,126 $1,809,463 20%Non‐Departmental (includes transfers out) $1,847,055 $4,820,190 161%Community Development (CD) $464,565 $634,555 37%Code Enforcement $142,195 $187,171 32%Building, Safety, and Eng. $291,775 $394,150 35%Economic Development $13,756 $154,054 1020%Law Enforcement $5,014,128 $4,855,629 (3%)Animal Control $477,739 $518,010 8%Community Services/Parks $1,716,203 $1,712,941 (0.19%)Public Works Admin/Street Sweeping $288,841 $269,170 (7%) 9 *Include City Administration, City Attorney, City Hall, Finance, City Clerk, Successor Administration, and IT Department
CATEGORY EXPENDITURES
General Fund Expenditures 22/23 Adopted Budget FY 22/23 Revised Budget +/‐ % Salaries $2,353,349 $2,581,058 10%Benefits $681,248 $744,111 9% Contract
& Consulting $121,905 $276,455 127%
Sheriff’s Contract $4,684,775 $4,527,452 (3%)
Utilities $287,455 $308,151 7%Building/Ground Maintenance $172,900 $196,700 14%Insurance/OPEB $230,200 $253,312 10%Transfers Out $1,051,750 $3,950,356 276% Building
& Engineering $291,775 $394,150 35%
Marketing/Economic Development $27,000 $127,000 370%City Attorney $110,000 $110,000 0% Vehicle/Equipment Oper.
& Maint. $156,800 $163,800 4%
Other $1,671,762 $1,796,065 7%
10
PROPOSED BUDGET REVISIONS
Largest expenditure adjustments, other than S&B and interfund transfers:
11 Expenditure Type Amount Department
Contract
& Consulting
Outreach Activities $66,000 City Administration
Outsourced Labor $50,000 Finance/Comm. Develop.Southwest Security – VHR Enforcement $35,000 Code Enforcement Building
& Engineering
Building
& Safety Contract* $83,375 Building, Safety
& Engineering
Marketing/Economic Development
Housing Assistance Programs $100,000 Economic Development *The contract is based on 66.7%, or 2/3, of building permit fees collected by the City.
LAW ENFORCEMENT CONTRACT SERVICES
3,497,000
3,729,388
4,018,094
4,261,324
4,509,119
4,671,575 4,514,452
FY 17/18 ACTUAL FY 18/19 ACTUAL FY 19/20 ACTUAL FY 20/21 ACTUAL FY 21/22 FORECAST FY 22/23 ADOPTED FY 22/23 REVISED $157K, or 3%, decrease from adopted budget 12
CITY’S HISTORICAL COLA
Fiscal Year COLA*22/23 6.921/22 1.720/21 2.719/20 0.718/19 2.717/18 6.0 4% COLA Swap 16/17 3.5 2% COLA Swap
15/16 4.0 2% COLA Swap
14/15 0.013/14 0.012/13 1.0
13 *Based on Consumer Price Index (CPI) (LA-All Urban Consumer-March to February)
PROPOSED BUDGET REVISIONS
Salaries & Benefits revisions
14 FY 22/23
Adopted Budget
(1.5% COLA)
(a)
FY 22/23
Revised Budget
(6.9% COLA)
(b)
Revisions due to
new positions
and other
adjustments
(c)
Revisions due
to COLA
(d)
Total
Revisions*
(c+d)
Salaries $2,353,349 $2,581,058 $154,061 $73,648 $227,709Benefits $681,248 $744,111 $45,635 $17,228 $62,863 Total S&B $3,034,597 $3,327,783 $199,696 $90,876 $290,572 *Summary of total adjustments will be discussed in subsequent slides
PROPOSED BUDGET REVISIONS
New positions
15 Title DepartmentSr. Finance Tech – Part‐Time FinanceOffice Assistant City AdministrationRecreation Coordinator Recreation/Project Phoenix Assistant Planner* Community Development
Maintenance Worker I – Parks* Project Phoenix/Parks Maintenance *The adopted budget included these positions but only as part-time, the revised budget has these positions as full-time.
PROPOSED BUDGET REVISIONS
Summary of Salary & Benefit Adjustments
16 Adjustment Type Salary
Adjustments
COLA $73,648New Positions $212,365Other Adjustments* ($87,591)Step increases/reclassifications $29,287 Total Adjustments $227,709
*See next page for details of Other Adjustments.
PROPOSED BUDGET REVISIONS
Other Salary & Benefit adjustments
• Retirement of part-time recreation coordinator.• Reduced Luckie Park pool salaries by 50% due to pool closure.• Replacement of vacant positions at lower pay rates (Finance Tech II and Maintenance Worker III). • Adjusted allocation of S&B previously paid by Article 8 (20% of PW wages revised budget vs 25% of PW wages adopted budget).• Step increases and Staff Reclassifications 17
PROPOSED BUDGET REVISIONS
One-time Interfund Transfers FY 22/23
18 Transfer Out
/ Transfer In Amount
General Fund
/ Capital Projects Fund
Luckie Park Pool Upgrade $1,139,606Luckie Park Light Poles(1) $1,000,000 Animal Shelter Improvements $700,000
Finance/CD Remodel(1) $250,000
City Hall Shade Structure(1) $45,000
Re‐roofing of City Buildings(2) $33,000
Public Works Mower $26,000
General Fund
/ Sewer Fund
City's Wastewater Treatment and Sewer $500,000
ARPA Fund
/ General Fund
2nd ARPA Installment $3,118,608
(1) Subject to change(2) Total estimated project cost is $158,000, of which $125K was transferred from the GF in FY 21/22
PROPOSED BUDGET REVISIONS
Items NOT in the proposed budget:• City’s match of $355,065 for Project Phoenix Package Treatment Plant 19
PROPOSED BUDGET REVISIONS
Staff is looking for comments/questions/concerns:
1. We will be adding CPI of 6.9% to fees.2. General Fund absorbing 20% of Public Works wages from the elimination of Article 8 funding. 20
PROPOSED BUDGET REVISIONS
Staff recommends the approval of the following transfers in FY 21/22:
1. $20K from the GF to the Capital Projects for project management costs associated with the design of the Split Rock Bridge. 21
PROPOSED BUDGET REVISIONS
FY 22/23 Transfers:
22 Transfer Out/Transfer In Amount
General Fund / Capital Projects Fund $3,347,606
Luckie Park Pool Upgrade $1,139,606Luckie Park Light Poles * $1,000,000Animal Shelter Building Improvements $700,000Finance/CD Office Remodel * $250,000Self‐funding* $160,000City Hall Shade Structures * $45,000Re‐Roofing $33,000Street Sweeper $20,000 General Fund / Sewer Fund $566,750
City's Wastewater Treatment and Sewer $500,000Project Phoenix Sewer Maintenance $66,750 General Fund / Traffic Safety $30,000
Self‐funding $30,000
* Subject to change
PROPOSED BUDGET REVISIONS
Questions?
23
STAFF REPORT
TO: City Council
FROM: City Manager
FOR MEETING: Jun 15 2021
SUBJECT: Presentation of the Proposed Two-Year General Fund Budget for Fiscal Year 2021-22 & 2022-23 RECOMMENDATION:
The City Council approve the following:
1. Resolution No. 21-__, approving the Fiscal Year 2021-22 & 2022-23 General Fund Budget including the following:
a. Annual Spending Plan;
b. Employee Cost of Living Adjustment (COLA);
c. Wage Scale and Classifications Schedule
2. Inter-fund transfers:
a. $624,716 from the General Fund to the General Capital Projects for FY 2020-21. $165,621 of the total transfer is for the shade structure and $459,095 is for general capital projects, which includes $250K for the Sullivan Bike Path, $150K City's LEAP match, and $59,095 for the ADA Playground. b. And the other inter-fund transfers as described in the PowerPoint.
ORDER OF PROCEDURE:
Request Staff Report (City Manager
Presenting)
Council Questions of Staff
Request Public Comment
Council Discussion
Motion/Second
Discussion of Motion
Call the Question
ATTACHMENTS:
• PowerPoint Budget 2021-2022
• Exhibit A - Proposed Budget
FY 21_22 & F22_23
• 5. Resolution No. 21-
BACKGROUND:
The City Manager and Assistant Finance Director are presenting this proposed two-year general fund budget for Fiscal Year 2021-22 & 2022-23 for City Council review and approval. The Preliminary Special Funds Budget was presented to the City Council on May 25th for review. Prior to budget adoption, another public viewing of the budget will be scheduled on June 29th; however, the Council is not required to approve the budget at that meeting but before the beginning of the new Fiscal Year, July 1, 2021. This proposed budget is development by utilizing historical spending by department, with input and review by the department heads, direction from Council during strategic planning, and Council budget committee Page 460 of 545 (Mayor Mintz and Council Member Bilderain). The City’s revenue was developed with input from San Bernardino County (Property Tax), HDL (Sales Tax), and local trends (Transient Occupancy Tax – TOT).
Note: The presented proposed two-year budget has a surplus over the next couple of years, primarily due to the American Recovery Act. The City needs to create a structural balance for year three with potential additional operational costs IF the City is successful in Prop 68 with new or enhanced Parks.
Overall, this is a surplus two-year Fiscal 2021-22 & 2022-23 budget with revenues at $11.1M and $11.5M respectively, which represents a decrease of 2.8% and an increase of 3.1%, respectively. The decrease of 2.8% is mainly due to the CARES Act funding received in FY 2020/21. The increase of 3.1% in FY 2022/23 is mainly due to all summer programs (pool and recreation fees) returning to pre-COVID-19 levels in the second year. The four largest increases from the forecasted 2020/21 budget are VHR Transient Occupancy Tax - $291K (July-March), Property Tax in lieu of Vehicle License Fee (VLF) - $129K, Property Tax - $95K, and Sales Tax - $87K. Expenditures are presented at $11.9M for 2021/22 and $11.8M for 2022/23, with employee-related costs decreasing by 13K compared to Fiscal Year 2019/20 due to COVID and unfiled positions. CalPERS reassessed their UAL based on the latest actuarial numbers, which created a liability of $469K. The employee-related increases include cost of living adjustment (COLA at
1.7%), CalPERS retirement system increases, pay range step increases, workers compensation increases, and other miscellaneous employee cost increases. Employee-related cost in FY 2021/22 will increase by $42K due to the 1.7% COLA Adjustment. The proposed budget surplus is approximately $784K for 2021/22 and $679K for 2022/23. The unrestricted and undersigned reserve balance at June 30, 2020 was $5.6M or 61% of actual expenditures which remained untouched, and will potentially add to it for the actual of FY 2020/21, approximately $1.4M, however Council has given initial direction to allocate this surplus to Luckie Park pool. City Staff reserve policy is 60-65%.
Inter-fund transfers from the general fund totaling $195K in 2021-22 and $175K in 2022-23 for general capital. In addition, we are recommending a transfer of $33,375 in 2021/22 and $66,750 in FY 2022/23 from the general fund to the Sewer fund to subsidize the sewer's operating costs. And the prior year's reserve policy recommendation to transfer $1.416M in FY 2021/22 and $784K in FY 2022/23 from the General Fund Reserves to Capital Projects in furtherance of Luckie Park Pool and animal shelter upgrades.
Within this two-year budget, Project Phoenix will be operational with a forecasted operational cost of $149K and revenues expected to be at $30K annually. Finally, Prop 68 (Park Bond) has two City projects that qualify (completing Knott's Sky Park and/or developing Pioneer Park including the remodel of Theatre 29). Prop 68 is a competitive grant that the City should know if we are successful for one or both by the Summer of 2021. The City, if successful, will have additional operating costs for future years, outside of the two-year budget. The City is a Disadvantage Community (DAC) which scores higher in the grant application guidelines; and the maximum amount that a City can receive is $8M per project. It is anticipated that the grant request would be $3M for Knotts Sky Park and $8M for Pioneer Park. One point of concern from Staff, Knotts Sky Park already has operational support, so it would increase costs, but relatively marginal however, with Pioneer Park it would be a new park with new/additional costs for maintenance and operations that currently is NOT budgeted.
General Fund Position:
The City’s financial position continues to improve in spite of the COVID-19 pandemic, although modestly, however we still remain conservative in planning. For example Property Tax, Sales Tax, Transient Occupancy Tax, and Franchise Fees (Big 4) increased 21.49% since 2015 through the forecasted 2021 or $1.6M. This amount has been keeping up with inflation during this growth period.
As part of the revenue increase strategy is to capitalize on the economic engines of Joshua Tree National Park and Twentynine Palms Marine Corps Air/Ground Combat Center. Joshua Tree National Park is expected to surpass 3.0M in visitors in 2021, compared to 1.4M visitors in 2014. In addition, we will increase all our fees by CPI at July 1st, as per the fee study the City completed in 2020. Also, new revenue Page 461 of 545 will be created by economic activity in our Downtown with the completion of Project Phoenix, and development in the City (Grocery Outlet, O'Reilly Auto Parts, a new Dollar General, and other independent development, both commercial and residential).
The City’s pension liability was fully funded with zero UAL liability however, CalPERS has reassessed the liability so now we have a $469K liability. Other Post Employee Benefits (OPEB) is funded at $2.18M on a $2.25M or 97%. For pensions, the State has mandated the pension reform with Public Employees Pension Reform Act (PEPRA) that has created a two-tier system for pensions. This policy, over time, will reduce the pension costs for the City. On top of the City’s pension liability, we have assumed the Water District’s responsibility for fire pensions. The fire department’s pension is funded at $3.3M plus the cash on hand of $1.8; the funding ratio is at 86.6%. The City is waiting for the US Treasury 20 year bond rates to get in the mid 3% to high 3% range to terminate the plan and reduce the City’s liability; the current rate is 2.13%
Department Expenses:
Staff is recommending maintaining the baseline spending for Fiscal 2021/22 & 2022/23; maintain all programs at current levels. The following are the recommended changes:
• COLA at 1.70% or $42K in Fiscal 2021/22 and 1.5% in Fiscal 2022/23; • In year two (Fiscal 2022/23), the City anticipates the City's Visitor Center will close with Project Phoenix opening;
• Staff development and training is a priority for the Council and City Manager, budgeted at $85K annually, however training not fully restored in Fiscal 2021/22 due to travel restrictions which will slowly be removed;
• Staff Education Reimbursements of $25K in both years
• Maintained the historical legal costs, however if legal issues arise, this could increase, as was the case in our current fiscal year with the FP5 challenge; • The City of Twentynine Palms Community Center has budgeted $30K annually for revenue for the facility, however this is an estimate without any history; • Successor Agency administrative costs and allowance have decreased by $25K in 2021/22, and will decrease $25K annually thereafter;
• This is a non-election year, however we have budgeted $35K for redistricting due to the census; • Contribution of $34K for Fire Department pensions; revenue coming from Fire Department lease; • Added $1K annually to do a periodic newsletter;
• Added two positions within the City, Animal Control/Code Enforcement full time position and part time maintenance for Project Phoenix;
• Sheriff contract increases of $120K or 2.8% in 2021/22; same level of service and 5.00% increase for the 2022/23 budget year;
• Audit costs increased by $24K, City will competitively bid for the next audit; • $7,500 for Short Term Rental monitoring and compliance with Host Compliance; • Human Resources has added an automated application process, NeoGov, at a cost of $5,700 annually;
• Increased our Water cost by 5% per year with the Water District rate increases; • Transitioning in the Finance Department with retirements; • City will evaluate our cloud storage over the next two years with our current contract expiring; • Community Development Software, Citizenserve, annual subscription at $16,800 annually; • With the increase of Building Permits, Charles Abbott has added a second building inspector; • Restored held positions in Animal Control, Public Works, Community Services, and Recreation; • Luckie Park Pool is in desperate need of upgrade/repairs; • Project Phoenix will have its own department;
• In year 2, due to the loss of Article 8/LTF funding, the General Fund is absorbing a portion of the Public Works wages of $109,751.
ENVIRONMENTAL: Page 462 of 545
Not applicable
ALTERNATIVES:
The City Council could reject, add, or reduce any of staff’s spending recommendations.
FISCAL IMPACT:
A surplus budget.
City of Twentynine Palms
Council Proposed Budget
Final Budget
Agenda:April 28th Preliminary General Fund BudgetMay 12th Preliminary Special Funds Budget May 26th Proposed General Fund BudgetJune 9 Proposed Special Fund BudgetJune 23rd Final Approval, if needed
Proposed Budget
Schedule:April 27th Preliminary General Fund Budget
May 25th Preliminary Special Funds BudgetJune 15th Proposed General Fund BudgetJune 29th Proposed Special Fund Budget
Proposed Budget
Overview
1. Surplus Budget, Council Priority of Fiscal Stability;2. PERS Payoff, Retirements, and Revenue Growth
1. The City’s PERS UAL has increased to $469K 2. The Fire Department’s UAL has increased to $518K3. Revenue Growth very moderate at $322K
3. Strong reserves - $5.6M un-designed reserves;4. Project Phoenix operating costs on the horizon at $60K in FY 21/22 and $149K in FY 22/23;
5. Single highest contract ($4.4M) and cost increase is sheriff contract at $121K;6. The City is expected to recover $2.4M in revenue loss through ARPA funds.
Proposed Budget – Strategic Priorities
Vacation RentalsOff Road EnforcementCOVID ReliefBike PathsUpdating infrastructure and facilitiesLuckie Park PoolStaff TrainingTear Down dilapidated structuresHealthcare District CollaborationVeteran ServicesHousing
Proposed Budget
Fiscal 21/22 Fiscal 22/23
Revenue $12,764,274 $12,469,583Expense $11,979,854 $11,814,919SURPLUS * $784,420 $654,664 * Potential Policy direction could be to use surplus from ARPA to fund the Pool and Animal Control Facilities.
Proposed Budget
$-
$1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000
FY 17/18
ACTUAL
FY 18/19
ACTUAL
FY 19/20
ACTUAL
FY 20/21
FORECAST
FY 21/22
PROPOSED
FY 22/23
PROPOSED
Big 4 Revenues - 83% of Revenue
PROPERTY TAX SALES TAX TOT FRANCHISE FEES
Proposed Budget
FY 17/18 ACTUAL FY 18/19 ACTUAL FY 19/20 ACTUAL FY 20/21 FORECAST FY 21/22 PROPOSED FY 22/23 PROPOSED Total 3,497,000 3,729,388 4,018,094 4,288,588 4,449,119 4,684,775 $‐
$500,000
$1,000,000$1,500,000$2,000,000$2,500,000$3,000,000$3,500,000$4,000,000$4,500,000$5,000,000 Law Enforcement - Contract Services
Proposed Budget
FY 17/18
ACTUAL
FY 18/19
ACTUAL
FY 19/20
ACTUAL
FY 20/21
FORECAST
FY 21/22
PROPOSED
FY 22/23
PROPOSED
Law Enforcement 211,423 232,388 288,706 270,494 160,531 235,656Big 4 Revenues 499,926 311,685 (134,258) 437,971 322,005 287,310 (200,000)(100,000)
‐
100,000200,000300,000400,000500,000600,000
Law Enforcement Expenditures vs. Big
4 Revenues
Proposed Budget
0510152025303540
$‐
$3,000,000$6,000,000$9,000,000
$12,000,000$15,000,000$18,000,000$21,000,000$24,000,000$27,000,000$30,000,000$33,000,000 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 Revenue vs. Compensation Comparison
Total RevenueTotal CompensationPopulationPersonnel
Departmental Expenditures
General Fund Exp. 20/21 Forecast Proposed 21/22 Budget +/-% *City Council 50,570 61,207 21%Administration 1,472,047 1,596,706 8%Non-Departmental 2,101,595 2,458,060 17%Community Development 374,442 425,629 14%Economic Development 30,000 60,633 102%Building, Safety, and Eng. 265,000 291,775 10%Code Enforcement 128,919 140,883 9%Law Enforcement 4,109,604 4,772,948 16%Animal Control 404,988 465,949 15%Public Works/Street Sweeping 159,507 175,297 10%Community Services/Parks 1,120,319 1,530,767 37%* The significant variances are mainly due to the COVID-19 pandemic in 2020
Departmental Expenditures
General Fund Exp. Proposed 21/22
Budget
Proposed 22/23
Budget
+/-%
City Council 61,207 71,535 17%Administration 1,596,706 1,509,726 (5)%Non-Departmental 2,458,060 1,845,055 (25)%Community Development 425,629 464,565 9%Economic Development 60,633 13,756 (77)%Building, Safety, and Eng. 291,775 291,775 0%Code Enforcement 140,883 145,595 3%Law Enforcement 4,772,948 5,014,128 5%Animal Control 465,949 477,739 3%Public Works/Street Sweeping 175,297 288,841 65%Community Services/Parks 1,530,767 1,716,203 12%
$‐
$200,000$400,000$600,000$800,000
$1,000,000$1,200,000
Community Services Community Development Animal Control Program Revenues 176,500 380,000 90,000Expenses 1,021,854 918,920 465,949 Program Revenues and Expenses
(Proposed 21/22
)
Proposed Budget
47%
11%
11%
5%
1%
3%
12%
10%
Where the money comes from
Prop TaxSales TaxTOTFranchiseParks & Rec. FeesPlanning Fees & Builing PermitsReservesOther
Proposed Budget
Items NOT in the proposed budget:
Fee increases, example: recreations, building and safety, business licenses, and etc., although fees will be increased; Knotts Sky Park and/or Pioneer Park costs, if successful in Prop 68;
Additional Deputies – No additional manpower; Housing funding, outside of what's remaining in Project Phoenix; Additional funding of PERS;
Proposed Budget
Items added since the preliminary budget:
Economic Development dollars - $15K in FY 21/22 and $10 in FY 22/23;
Sheriff Deputy body cameras at approx. $1,200 per deputy; Staff Education Reimbursement - $25K; COVID Relief and Recovery dollars, approximately $6.2M, of which $595K and $620K are for revenue loss in FY 21/22 and FY 22/23, respectively.
Proposed Budget
Staff is recommending:
1. Resolution No. 21-__, approving the Fiscal Year 2021-22 & 2022-23 General Fund Budget including the following:
a. Annual Spending Plan;b. Employee Cost of Living Adjustment (COLA);c. Wage Scale and Classification Schedule.
Proposed Budget
Staff is recommending, continued:
2. Inter-fund transfers:
a. $624,716 from the General Fund to the General Capital Projects for FY 2020-21. $165,621 of the total transfer is for the shade structure and $459,095 is for general capital projects, which include $250K for the Sullivan Bike Path, $150K City's LEAP match, and $59,095 for the ADA Playground;b. $195K in 2021-22 and $175K in 2022-23 from the General Fund to the General Capital Projects fund for general capital. In addition, we are recommending a transfer of $33,375 in 2021/22 and $66,750 in FY 2022/23 from the general fund to the Sewer fund to subsidize the sewer's operating costs;c. And the prior year's reserve policy recommendation to transfer $1.416M in FY 2021-22 and $784K in FY 2022-23 from the General Fund Reserves to Capital Projects in furtherance of Luckie Park Pool and animal shelter upgrades.
Proposed Budget
Questions?
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED
R E V E N U E ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET Total Revenue and Transfers In 10,324,576 $ 8,495,730 $ 10,324,576 $ 11,633,321 $ 12,764,274 $ 12,469,583 $ Total Expenditures 10,321,620 $ 8,079,063 $ 10,321,620 $ 10,216,991 $ 11,979,854 $ 11,814,919 $ Net Revenue (Loss) 2,956 $ 416,667 $ 2,956 $ 1,416,330 $ 784,420 $ 654,664 $
CITY OF TWENTYNINE PALMS
GENERAL FUND BUDGET
SUMMARY
FISCAL YEAR 2021-2022
AND FISCAL YEAR 2022-2023
1
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE R E V E N U E ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET PROPERTY TAXES:
01 0000 4101 Current and Prior Year $ 2,219,122 $ 2,307,887 2,041,199 $ 2,169,122 $ 2,255,887 $ 2,346,122 $ 01 0000 4106 Property Tax / VLF 3,095,032 $ $ 3,218,833 1,614,030 $ 3,228,060 $ 3,357,182 $ 3,491,470 $ 01 0000 4110 Property Transfer Fees 47,868 $ $ 49,783 61,963 $ 62,000 $ 64,480 $ 67,059 $ 01 0000 4115 Utility Unitary Tax $ 144,665 $ 150,452 92,449 $ 155,934 $ 162,171 $ 168,658 $ 01 0000 4120 Sales & Use Tax $ 1,226,377 $ 1,309,815 978,496 $ 1,256,863 $ 1,344,263 $ 1,392,984 $ 01 0000 4125 Transient Occupancy Tax $ 1,104,878 $ 1,031,604 1,146,080 $ 1,400,000 $ 1,400,000 $ 1,400,000 $ 01 0000 4140 Franchise Fees 666,066 $ $ 670,000 541,352 $ 670,000 $ 680,000 $ 685,000 $ 01 0000 4145 Business License Fees 48,029 $ $ 45,000 46,918 $ 45,000 $ 48,000 $ 48,000 $ 01 0000 4155 Motor Vehicle In-Lieu 22,919 $ $ 12,000 21,459 $ 21,459 $ 22,000 $ 23,000 $ 01 0000 4200 Animal Control Revenue 88,013 $ $ 88,000 65,174 $ 88,000 $ 90,000 $ 90,000 $ 01 0000 4220 Planning & Engineering Fees $ 56,318 $ 40,000 74,479 $ 75,000 $ 55,000 $ 55,000 $ 01 0000 4224 Building & Road Permits 311,426 $ $ 245,000 425,053 $ 428,000 $ 325,000 $ 325,000 $ 01 0000 4245 Interest 110,865 $ $ 50,000 64,774 $ 80,000 $ 60,000 $ 60,000 $ 01 0000 4252 Grant Revenue 28,012 $ $ 15,000 - $ - $ 80,000 $ 15,000 $ 01 0000 4254 CARES Act of 2020 - $ $ 566,372 729,918 $ 729,918 $ - $ - $ 01 0000 4316 American Recovery Act - $ $ - - $ 572,131 $ 595,589 $ 620,008 $ 01 0000 4272 Rent 48,099 $ $ 45,500 50,514 $ 58,000 $ 52,000 $ 52,000 $ 01 0000 4288 Burrtec/Street Sweeper $ 120,000 $ 120,000 90,000 $ 120,000 $ 120,000 $ 120,000 $ 01 0000 4602 Park & Rec Sponsorship 300 $ $ 7,500 - $ - $ - $ 7,500 $ 01 0000 4603 Swimming Pool 16,257 $ $ 20,000 5,830 $ 8,000 $ 10,000 $ 30,000 $ 01 0000 4605 Recreation Fees 97,182 $ $ 75,000 11,707 $ 15,000 $ 129,000 $ 129,000 $ 01 0000 4608 Park & Rec Event Fees 28,097 $ $ 25,700 1,673 $ 2,000 $ 30,000 $ 60,000 $ 01 0000 4??? ProHect Phoenix Community Center $ - $ - - $ - $ 7,500 $ 30,000 $ 01 0000 4702 Police Grants 156,422 $ $ 100,000 156,894 $ 156,894 $ 150,000 $ 150,000 $ 01 0000 4703 SRO Contract - $ $ 52,690 52,690 $ 52,690 $ 64,262 $ 87,282 $ 01 0000 4890 Miscellaneous 91,129 $ $ 30,000 66,828 $ 68,000 $ 40,000 $ 40,000 $ 01 0000 4XXXReserves/COPS Deferred Rev - $ $ 60,000 50,000 $ 60,000 $ 1,476,000 $ 844,000 $ TOTAL REVENUE 9,727,076 $ 8,389,480 $ 9,727,076 $ 11,522,071 $ 12,618,334 $ 12,337,083 $ TRANSFER IN:
01 0000 4316 Admin Fees 597,500 $ 106,250 $ 192,500 $ 111,250 $ $ 132,500 145,940 $
TOTAL REVENUE AND
TRANSFERS IN 10,324,576 $ 8,495,730 $ 10,324,576 $ 11,633,321 $ 12,764,274 $ 12,469,583 $ All revenue that is not designated to go to another fund is General Fund revenue. This revenue is used to pay for the general expenditures of the City.
GENERAL FUND REVENUE BUDGET
2
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE DETAIL ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET 01 0101 City Council 54,796 $ 36,933 $ 54,796 $ 50,570 $ 61,207 $ 71,535 $ 01 0102 City Administration 355,566 $ 305,224 $ 355,566 $ 397,391 $ 504,729 $ 507,902 $ 01 0103 City Attorney $ 140,534 74,239 $ 74,239 $ 165,000 $ 110,000 $ 110,000 $ 01 0104 City Hall 88,728 $ 153,314 $ 88,728 $ 166,885 $ 152,856 $ 153,872 $ 01 0105 Finance 155,414 $ 167,858 $ 155,414 $ 206,420 $ 243,447 $ 191,557 $ 01 0106 City Clerk $ 101,151 116,726 $ 116,726 $ 128,957 $ 192,216 $ 171,431 $ 01 0107 Nondepartmental 1,861,583 $ 1,856,430 $ 1,861,583 $ 2,101,595 $ 2,458,060 $ 1,821,055 $ 01 0108 Successor Administration 187,272 $ 138,241 $ 187,272 $ 162,500 $ 137,500 $ 112,500 $ 01 0109 IT Department 192,949 $ 186,095 $ 192,949 $ 244,894 $ 255,957 $ 262,463 $ 01 1010 Community Development $ 284,856 357,780 $ 357,780 $ 374,442 $ 425,629 $ 464,565 $ 01 1011 Code Enforcement 121,154 $ 96,086 $ 121,154 $ 128,919 $ 140,883 $ 145,595 $ 01 1012 Building, Safety & Eng. $ 247,967 252,078 $ 252,078 $ 265,000 $ 291,775 $ 291,775 $ 01 1013 Economic Development 42,872 $ 15,328 $ 42,872 $ 30,000 $ 60,633 $ 13,756 $ 01 2021 Law Enforcement 4,272,611 $ 3,219,702 $ 4,272,611 $ 4,109,604 $ 4,772,948 $ 5,014,128 $ 01 2022 Animal Control 381,811 $ 278,503 $ 381,811 $ 404,988 $ 465,949 $ 477,739 $ 01 3031 Community Services 484,034 $ 104,684 $ 484,034 $ 140,841 $ 226,642 $ 234,935 $ 01 3032 Recreation Department 408,127 $ 158,964 $ 408,127 $ 245,303 $ 432,437 $ 452,832 $ 01 3033 Luckie Park Pool 65,044 $ 31,166 $ 65,044 $ 55,276 $ 80,988 $ 84,889 $ 01 3034 Senior Center $ 17,264 30,522 $ 30,522 $ 27,397 $ 50,445 $ 51,144 $ 01 3035 Community Events 113,851 $ 76,071 $ 113,851 $ 110,007 $ 146,252 $ 194,942 $ 01 3036 Patriotic Hall 9,226 $ 4,235 $ 9,226 $ 10,433 $ 10,331 $ 10,591 $ 01 3037 Community Center $ 6,075 8,286 $ 8,286 $ 11,790 $ 14,816 $ 15,084 $ 01 3038 ProHect Phoenix Community Center $ - - $ - $ - $ 59,943 $ 149,067 $ 01 4041 Public Works/Street Sweeping 254,147 $ 97,922 $ 254,147 $ 159,507 $ 175,297 $ 288,841 $ 01 4045 Parks Maintenance 432,803 $ 354,460 $ 432,803 $ 519,272 $ 508,913 $ 522,719 $ TOTAL EXPENDITURES 10,321,620 $ 8,079,063 $ 10,321,620 $ 10,216,991 $ 11,979,854 $ 11,814,919 $
GENERAL FUND EXPENDITURE SUMMARY
General or operating expenditures provide basic services thought out the City and are charged to the General Fund. 3
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE DETAIL ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET 01 0101 Expenditures
01 0101 5110 Salaries 28,793 $ 23,994 $ 29,000 $ 29,000 $ 29,000 $ 29,000 $ 01 0101 5250 Insurance 12,042 $ 9,143 $ 15,145 $ 15,145 $ 18,613 $ 18,728 $ 01 0101 5251 Retirement 2,565 $ 2,328 $ 3,500 $ 3,500 $ 2,667 $ 2,667 $ 01 0101 5252 Workers Comp 731 $ 930 $ 1,425 $ 1,425 $ 927 $ 1,140 $ 01 0101 6251 Training & Meetings $ 538 10,665 $ 10,000 $ 1,500 $ 10,000 $ 20,000 $ TOTAL EXPENDITURES 54,796 $ 36,933 $ 54,796 $ 50,570 $ 61,207 $ 71,535 $
CITY COUNCIL
The City Council is the Legislative body that governs the City and is made up of five elected members who meet regularly on the second and fourth Tuesday of each month.
4
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE DETAIL ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET 01 0102 Expenditures
01 0102 5110 Salaries 269,330 $ 226,847 $ 290,209 $ 290,209 $ 323,690 $ 346,880 $ 01 0102 5235 Vehicle/Cell Allowance $ 3,691 4,331 $ 6,600 $ 6,600 $ 5,461 $ 5,538 $ 01 0102 5250 Insurance 22,394 $ 24,834 $ 35,244 $ 35,244 $ 43,441 $ 53,632 $ 01 0102 5251 Retirement 27,229 $ 25,785 $ 32,028 $ 32,028 $ 35,917 $ 37,072 $ 01 0102 5252 Workers Comp 7,799 $ 9,733 $ 14,510 $ 14,510 $ 12,987 $ 13,875 $ 01 0102 5253 PTO 2,740 $ 6,218 $ 5,000 $ 7,000 $ 5,000 $ 5,000 $ 01 0102 5254 Unemployment Insurance - $ 486 $ 8,000 $ 800 $ - $ - $ 01 0102 6251 Training & Meetings $ 2,157 11,508 $ 7,750 $ 3,000 $ 7,500 $ 15,000 $ 01 0102 6??? Staff Education Reimbursement $ - - $ - $ - $ 25,000 $ 25,000 $ 01 0102 6359 Contract & Consulting 10,235 $ 5,473 $ 10,000 $ 8,000 $ 45,733 $ 5,905 $ TOTAL EXPENDITURES 355,566 $ 305,224 $ 355,566 $ 397,391 $ 504,729 $ 507,902 $
CITY ADMINISTRATION
City Manager and administrative staff carry out policies set by the City Council and supports the day to day operations of the City. City Manager 72%, Executive Assistant 85%, Human Resources 91.5%
5
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE DETAIL ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET 01 0103 Expenditures
01 0103 6107 City Attorney $ 140,534 74,239 $ 165,000 $ 165,000 $ 110,000 $ 110,000 $ TOTAL EXPENDITURES 74,239 $ 140,534 $ 74,239 $ 165,000 $ 110,000 $ 110,000 $ The City Attorney acts as legal advisor to the City Council and the Successor Agency.
CITY ATTORNEY
6
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE DETAIL ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET 01 0104 Expenditures
01 0104 6210 Electricity $ 12,328 14,402 $ 18,974 $ 15,000 $ 15,600 $ 16,224 $ 01 0104 6211 Gas 1,546 $ 1,519 $ 1,786 $ 1,786 $ 1,786 $ 1,786 $ 01 0104 6212 Water 9,338 $ 7,624 $ 12,608 $ 10,000 $ 10,500 $ 11,025 $ 01 0104 6221 Telephone 8,680 $ 7,202 $ 9,611 $ 9,611 $ 9,611 $ 9,611 $ 01 0104 6291 Building Operations & Main $ 23,291 6,505 $ 10,000 $ 25,000 $ 10,000 $ 10,000 $ 01 0104 6359 Contract & Consulting Services 15,060 $ 19,862 $ 17,500 $ 24,000 $ 24,000 $ 24,000 $ 01 0104 4441 Debt Svc Interest Payment $ 40,624 - $ 40,625 $ 40,624 $ 39,434 $ 38,206 $ 01 0104 4442 Debt Svc Principal Payment $ 40,864 33,197 $ 40,864 $ 40,864 $ 41,925 $ 43,020 $ TOTAL EXPENDITURES 88,728 $ 153,314 $ 88,728 $ 166,885 $ 152,856 $ 153,872 $
CITY HALL
This Department supports the cost associated with the daily operation of City Hall. 7
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE DETAIL ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET 01 0105 Expenditures
01 0105 5110 Salaries 107,186 $ 103,235 $ 121,779 $ 121,779 $ 144,500 $ 117,424 $ 01 0105 5250 Insurance 8,535 $ 12,280 $ 14,212 $ 14,212 $ 18,630 $ 17,032 $ 01 0105 5251 Retirement 10,638 $ 10,805 $ 13,940 $ 13,940 $ 13,721 $ 9,004 $ 01 0105 5252 Workers Comp 1,455 $ 4,561 $ 6,089 $ 6,089 $ 4,696 $ 4,697 $ 01 0105 5253 PTO 5,538 $ 7,113 $ 5,538 $ 8,000 $ 22,000 $ 2,000 $ 01 0105 6241 Office Supplies 3,077 $ 2,416 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 01 0105 6251 Training & Meetings $ - 292 $ 1,500 $ 1,000 $ 1,500 $ 3,000 $ 01 0105 6257 Dues & Subscriptions 720 $ 530 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 01 0105 6359 Contract & Consulting 9,776 $ - $ 2,400 $ 2,400 $ 2,400 $ 2,400 $ 01 0105 6518 Computer Software
& Hardware 2,889 $ 17,231 $ 14,500 $ 20,000 $ 16,000 $ 16,000 $ 01 0105 6554 Payroll Service 5,308 $ 9,687 $ 5,500 $ 14,000 $ 15,000 $ 15,000 $ TOTAL EXPENDITURES 155,414 $ 167,858 $ 155,414 $ 206,420 $ 243,447 $ 191,557 $
FINANCE DEPARTMENT
The Finance Department accounts for financial activities including payroll accounts payable, the receipt of monies, issuance of business licenses, preparation of the annual budget and annual audit.
8
2019-2020 BUDGET 2020-2021 2020-2021 2021-2022 2022-2023
ACCOUNT DEPARTMENTAL/ACTIVITY BUDGET THROUGH REVISED PROJECTED PROPOSED PROPOSED CODE DETAIL ACTUAL APR 2021 BUDGET ACTUAL BUDGET BUDGET 01 0106 Expenditures
01 0106 5110 Salaries 79,268 $ 72,646 $ 89,644 $ 89,644 $ 96,842 $ 102,032 $ 01 0106 5235 Vehicle/Cell Allowance $ 824 923 $ 1,200 $ 1,200 $ 1,080 $ 1,140 $ 01 0106 5250 Insurance 9,203 $ 8,394 $ 9,300 $ 9,300 $ 10,012 $ 11,264 $ 01 0106 5251 Retirement 9,081 $ 8,996 $ 11,081 $ 11,081 $ 11,815 $ 11,793 $ 01 0106 5252 Workers Comp 2,524 $ 3,112 $ 4,482 $ 4,482 $ 3,147 $ 4,082 $ 01 0106 5253 PTO - $ - $ 2,670 $ 1,000 $ 2,670 $ 2,670 $ 01 0106 6231 Printing 1,723 $ - $ 1,800 $ 500 $ 1,800 $ 1,800 $ 01 0106 6233 Legal Notices 3,008 $ 2,081 $ 2,500 $ 2,500 $ 3,000 $ 3,000 $ 01 0106 6241 Office Supplies 274 $ 1,459 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 01 0106 6244 Special Department
Supplies 2,000 $ - $ 2,000 $ 500 $ 2,000 $ 2,000 $
01 0106 6251 Training & Meetings $ 359 2,863 $ 2,000 $ 1,000 $ 2,000 $ 4,000 $ 01 0106 6257 Dues & Subscriptions 662 $ 365 $ 750 $ 750 $ 850 $ 850 $ 01 0106 6349 Marketing - $ - $ - $ - $ 17,000 $ 17,000 $ 01 0106 6359 Contract & Consulting 5,197 $ - $ 3,000 $ 1,000 $ 3,000 $ 3,000 $ 01 0106 6405 Redistricting - $ - $ - $ - $ 35,000 $ - $ 01 0106 6411 Elections - $ 2,915 $ 4,800 $ 4,000 $ - $ 4,800 $ TOTAL EXPENDITURES 116,726 $ 101,151 $ 116,726 $ 128,957 $ 192,216 $ 171,431 $
CITY CLERK
The City Clerk records and retains the records of the City Council, Planning Commission and other City activities. 9